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Amrish Patel
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Amrishbhai Rasiklal Patel (born 14 September 1952) is an Indian politician belonging to Bharatiya Janata Party (BJP). He started his political career in the Shirpur as an independent politician, and was the President of Shirpur Municipal Corporation, a four-time (1990 to 2009)[citation needed] legislator from Shirpur Assembly constituency as an Indian National Congress candidate, who has never lost an assembly election, and was also a state government cabinet minister. He joined Bharatiya Janata Party in 2019.[1]
Key Information
Amrish Patel is Chancellor of SVKM's NMIMS and President of Shri Vile Parle Kelavani Mandal, a Mumbai-based Educational Trust, which runs several institutions including Mithibai College, Narsee Monjee College of Commerce and Economics, SVKM's NMIMS and Dwarkadas J. Sanghvi College of Engineering. He is also the founder of Shirpur Education Society.
Personal life
[edit]Amrish Patel was born on 2 November 1952 to Rasiklal Patel in Ujjain. He completed his schooling in Ujjain and Ahmedabad, and later moved to Shirpur with his father. Patel is married to Jayshreeben Patel with whom he has a son and a daughter.
Political career
[edit]Patel entered politics as an independent candidate in Shirpur-Warwade municipal council elections and contested and won as President (1985) and held the position for 12 years. Later, he joined Indian National Congress and contested and won Assembly elections from Shirpur Assembly constituency in 1990, 1995, 1999 and 2004.[citation needed] He had also served as Cabinet Minister for School Education, Culture, Sports & Youth Affairs (Govt. of Maharashtra) in the year 2003-04 and also served as Guardian Minister Of Dhule District.[2] He was declared unopposed elected Member of Maharashtra Legislative Council as an Indian National Congress nominee, representing Dhule & Nandurbar Dist. in 2009[3] and as a Bharatiya Janata Party candidate in 2021.[4]
Social work
[edit]Shirpur Pattern
[edit]Amrish Patel is also known for his contribution to Shirpur for the implemented irrigation project, started in October 2004, popularly known as the "Shirpur pattern".[5] The project manager for the Shirpur pattern was Suresh Khanapurkar.[6]
Priyadarshini Spinning Mill
[edit]Amrishbhai is Founder Chairman of Priyadarshini Spinning Mill, Shirpur which has provided employment to over 5000 people of Shirpur and has successfully created a notable position on the national map of textile industries.[7]
Shirpur Education Society
[edit]Amrish Patel was instrumental in establishing Shirpur Education Society which owns 69 institutes of primary, secondary and higher education, imparting education to more than 40,000 students from K.G. (Kindergarten) to P.G. (Postgraduate) level.[8]
Dhule District Co-operative Bank
[edit]Patel had been the Chairman of Dhule District Central Co-operative Bank for many years. (Tenure = 1998 to 1999)
References
[edit]- ^ "Amrish Patel | काँग्रेस नेते अमरिश पटेल भाजपप्रवेश करणार, शिरपूरच्या मुख्यमंत्र्यांच्या सभेत पटेलांचा प्रवेश | ABP Majha". 9 October 2019.
- ^ "Maharashtras business of politics". 17 October 2004.
- ^ "Gadkari begins stint with BJP's defeat in Maha council: Cong". 21 December 2009.
- ^ "MLC polls: Cong, BJP pull out; unopposed winners in 4 seats | Nashik News - Times of India". The Times of India. 27 November 2021.
- ^ "क्या है Maharashtra का Shirpur Model, जिसे सूखा मिटाने का जादू कहते हैं |Maharashtra Drought| Mahara". YouTube.
- ^ "At Shirpur, water saved means money earned | Nagpur News - Times of India". The Times of India. 14 February 2013.
- ^ "Cotton fetches Rs 6,300 per quintal | Nagpur News - Times of India". The Times of India. 18 January 2011.
- ^ "Home". shirpur.org.
External links
[edit]Amrish Patel
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Early Life and Background
Birth and Family Origins
Amrishbhai Rasiklal Patel was born on 14 September 1952.[3] He is the son of Rasiklal Chunilal Patel.[4] [5] Limited public records detail the family's early circumstances, but Patel's paternal lineage traces to Rasiklal Chunilal Patel, with no verified indications of prior political or prominent business involvement.[4] The Patel surname reflects affiliation with the Patidar (Patel) community, a landowning and entrepreneurial caste predominantly of Gujarati origin, though specific ancestral migration to regions like Madhya Pradesh or Maharashtra remains undocumented in available affidavits and institutional records.[4] Patel later established roots in Shirpur, Maharashtra, through local governance and enterprise, suggesting a trajectory from modest provincial beginnings to regional influence.Education and Initial Influences
Amrishbhai Patel completed his formal education up to the ninth grade at Gujarati Samaj School in Ujjain, Madhya Pradesh, during the 1968-69 academic year.[6] Patel's family relocated from Indore to Shirpur in Dhule district, Maharashtra, in 1951, when his father, Rasikbhai Patel, established a petrol pump to initiate local business ventures.[7] Born the following year in Ujjain, Patel's early years were thus immersed in the economic and developmental constraints of rural Maharashtra, where limited infrastructure and opportunities highlighted the need for self-sustained growth.[7] These circumstances, including direct observation of his father's entrepreneurial efforts amid regional scarcity, fostered Patel's practical orientation toward addressing water scarcity, education gaps, and industrial development through hands-on initiatives rather than relying on governmental interventions.[7] His limited schooling did not deter subsequent achievements, as evidenced by the founding of the Shirpur Education Society in 1979, reflecting an early commitment to institutional solutions derived from local exigencies.[8]Business Career
Founding of Deesan Group
The Deesan Group was founded in 2004 by Amrish Patel and his son Chintan Patel in Shirpur, Maharashtra, initially operating as a modest textile mill specializing in bedsheet fabric production.[9][10][11] The establishment marked the formal entry into organized textile manufacturing, starting with a single spinning unit that capitalized on local cotton resources and labor availability in north Maharashtra.[11][12] Amrish Patel's prior role as president of the Shirpur Warvade Municipal Council, assumed in 1985, laid the groundwork for this venture by fostering regional infrastructure and economic initiatives that facilitated industrial setup.[9] The group's inception reflected a strategic integration of family entrepreneurship with community-oriented development, emphasizing vertical integration from spinning to fabric output under Amrish Patel's oversight.[9][13] Early incorporations, such as Deesan Tex Fab Private Limited on March 15, 2004, formalized the core operations, with subsequent entities like Param Tex Fab Pvt. Ltd. in 2005 expanding bedsheet weaving capabilities as a parent unit.[14][15] This foundational phase prioritized quality fabrics using traditional techniques, aiming for accessibility while building toward a conglomerate structure with over 100 subsidiaries.[16][17]Expansion into Textiles and Subsidiaries
Following the establishment of Deesan Group, Amrish Patel oversaw its vertical integration within the textile sector, expanding from initial spinning and weaving operations to encompass the full supply chain, including ginning, knitting, dyeing, processing, and garment manufacturing. This development, initiated in the late 1990s and accelerated through the 2000s, transformed the group into a comprehensive cotton textile producer, leveraging state-of-the-art machinery for automated processes and eco-friendly dyeing techniques. By achieving capacities such as 150,000 spindles, 10 million meters of shirting fabric per month, and 600 tons of towels monthly, the group attained an annual turnover of approximately Rs 2,500 crore, employing over 15,000 individuals, with 40% women in garment units.[13] Expansion included international market entry during the 2000s, with exports of products like luxury towels, shirting, and bedsheets to regions including North America, Europe, and Australia, partnering with brands such as Lacoste, Ralph Lauren, and Calvin Klein. Certifications for 100% organic production supported this growth, emphasizing quality attributes like ring-spun yarns and jacquard weaves. Future plans outlined in industry reports involve adding five new factories, 500 looms, and expanding weaving to 10 million meters monthly, further solidifying its position as a global exporter from Shirpur.[13][16] To support this scaling, Patel established key subsidiaries and affiliated entities focused on specialized textile segments. Param Tex Fab Pvt. Ltd., incorporated in 2005, concentrated on bedsheet fabric production as a core unit under Deesan. Krushna Cotex Private Limited, formed in 2007 and integrated into the group, undertook expansions such as a processing and made-up fabric unit, benefiting from synergies across textile verticals. Other entities like Deesan Textile Private Limited and Pramukh Cotex Private Limited contributed to diversified operations in weaving, dyeing, and cotex processing, all promoted under Patel's oversight to enhance group efficiency and market reach.[11][18][19]Political Involvement
Entry into Local Politics
Amrish Patel entered local politics in Shirpur-Warwade, Maharashtra, leveraging his background as a local businessman and social worker. In 1984, he joined the Indian National Congress party, marking his formal alignment with organized political activity.[7] This step followed his establishment of educational initiatives, including presidency of the Shirpur Education Society since 1979, which built community influence in the region.[20] Patel's debut electoral success occurred in 1985, when he was elected as a member of the Shirpur-Warwade Municipal Council on May 15.[7] Shortly thereafter, he assumed the role of president of the council, a position that positioned him to address pressing local issues such as infrastructure decay and water scarcity in a town described at the time as being in an "abysmal state" with potholes and inadequate services.[9][11][21] As president, Patel initiated early interventions in urban renewal, drawing on his textile business experience to mobilize resources for basic civic improvements, which laid the groundwork for his sustained involvement in regional development.[22] This local leadership role, held amid a period of economic stagnation in north Maharashtra, allowed Patel to cultivate a reputation for pragmatic governance, transitioning from independent social activism to partisan politics within Congress structures. His tenure as municipal president until subsequent elections emphasized cooperative models and resource management, themes that persisted in his later career.[7][1]Legislative Roles and Elections
Patel entered the Maharashtra Legislative Assembly as the representative for the Shirpur constituency in 1990, securing victory as a candidate of the Indian National Congress (INC). He was re-elected from the same seat in the 1995, 1999, and 2004 assembly elections, serving four consecutive terms until 2009.[1][23] In 2016, Patel transitioned to the Maharashtra Legislative Council, winning election from the Dhule cum Nandurbar Local Authorities' constituency on an INC ticket for the term 2016–2022.[5] Patel defected to the Bharatiya Janata Party (BJP) in 2019. He subsequently resigned his council seat, prompting a by-election, which he won on December 3, 2020, with 332 votes against the INC candidate.[1][24] This victory marked his continued representation in the upper house through the BJP until at least 2022.[6]Party Shifts and Alliances
Amrish Patel's political career was initially anchored in the Indian National Congress (INC), where he served as a four-time Member of the Legislative Assembly (MLA) from the Shirpur constituency in Maharashtra and as a Member of the Legislative Council (MLC) once prior to 2019.[1] His tenure with the INC spanned multiple election cycles, focusing on local development in the Dhule district, though specific dates of his assembly terms include victories in the 1990s and 2000s amid shifting regional coalitions.[25] In late 2019, Patel defected from the INC to the Bharatiya Janata Party (BJP), marking a significant party shift amid a broader exodus of North Maharashtra Congress leaders to the BJP ahead of state elections.[1] [26] He cited admiration for the BJP's emphasis on developmental priorities as influencing his decision, contrasting it with perceived stagnation in Congress strategies.[27] This move followed reports in September 2019 of him considering the switch, with his close aide, Shirpur MLA Kamlakar Pawra, having already joined the BJP in October 2019.[26] [28] Following his affiliation with the BJP, Patel secured victory in the December 2020 bye-election for the Dhule-Nandurbar local bodies' seat in the Maharashtra Legislative Council, defeating the Congress candidate with 332 out of 434 votes cast.[1] [24] In November 2021, he was elected unopposed to the same seat through a bipartisan agreement between the BJP and INC, whereby Congress withdrew its nominee in exchange for reciprocal support in other council constituencies, such as Kolhapur.[29] [30] This arrangement highlighted tactical alliances transcending party lines to facilitate uncontested outcomes in legislative council polls.[29]Developmental Projects
Shirpur Pattern Overview
The Shirpur Pattern is an integrated watershed management model pioneered in Shirpur Taluka, Dhule District, Maharashtra, India, emphasizing surface water conservation and groundwater recharge to mitigate drought in rainfed, low-rainfall areas averaging 650 mm annually.[31] Initiated in October 2004 under the leadership of Amrishbhai Patel, who served as a key visionary and appointed Dr. Suresh Khanapurkar as project officer, the approach follows the ridge-to-valley principle to capture and store monsoon runoff efficiently.[32] It prioritizes decentralized structures over large reservoirs, focusing on community-driven implementation to enhance water availability for agriculture, industry, and domestic use.[33] Core techniques include constructing check dams equipped with gates and waste weirs on streams of varying sizes, alongside deepening streams to 15-20 meters and widening them to 30 meters to boost storage capacity beyond natural contours.[31][32] Additional measures involve excavating 59 dry dug wells up to 50 meters deep for artificial recharge, building cascade-type cement bunds, and removing alluvial silt layers to expose water-retaining rocky strata, thereby facilitating percolation through sandy and silty soils while minimizing evaporation and erosion.[32] Channels are enlarged 3-4 times their original dimensions to accelerate infiltration and reduce flood risks by slowing surface flow.[33] These interventions, applied across 200 square kilometers encompassing 35 villages and 36 kilometers of streams, have demonstrated viability in basalt and alluvial aquifers.[32] Implementation has yielded measurable outcomes, including the erection of 305 check dams storing approximately 14,320 thousand cubic meters of water, which has irrigated 35,000 hectares and supported around 40,000 farmers while providing drinking water to 90,000 residents in Shirpur city.[34] Groundwater levels, previously exceeding 140 meters in basalt formations and 110 meters in alluvial zones, have risen to about 40 meters, enabling triple or quadruple cropping cycles per year and elevating irrigation coverage to 84.61% of cultivable land in the taluka.[32][31] Early phases, funded at around 15 crore rupees, addressed acute scarcity in tanker-dependent villages, with reports of water yields increasing tenfold after sustained efforts spanning five or more years.[32] The model has been replicated in other Maharashtra locales like Daityanandur and Eknath Wadi, underscoring its adaptability for sustainable development in arid regions.[31]Water Conservation and Irrigation Initiatives
Amrish Patel spearheaded the Shirpur Pattern, a watershed management model initiated in October 2004 to address chronic drought in Shirpur taluka, Dhule district, Maharashtra, through targeted water conservation and recharge efforts.[32] In collaboration with geologist Suresh Khanapurkar, appointed as project officer, Patel funded the initiative primarily using profits from a local cooperative cotton mill, with initial investments of ₹2 crore from the Pravaranagar Gram Seva Sahakari Sanstha Limited (PGSSGL) and totaling around ₹15 crore.[32] [35] The project covered approximately 200 square kilometers across 35 villages, focusing on streams feeding the Arunavati and Tapi rivers, and employed a ridge-to-valley approach to maximize percolation and storage.[32] [31] Core techniques included "stream angioplasty," which involved widening and deepening 14 streams to 5-30 meters wide and 10-20 meters deep, removing impermeable silt layers to expose permeable basalt and rocky substrates for enhanced groundwater infiltration.[35] [31] Over 65 check dams and cement bunds with gates and waste weirs were constructed, providing minimum storage of 280 million cubic meters (MCM) and up to 4,240 MCM, alongside artificial recharge structures such as 59 deepened dry wells (50 meters deep) and cascade bunds to divert surplus water.[35] [32] These low-cost methods avoided population displacement and prioritized natural recharge over large reservoirs, contrasting with conventional dam-centric approaches. The initiatives yielded substantial irrigation benefits, elevating irrigated land coverage from 25-30% to 80-85% in treated villages and enabling two to three crops annually where previously only one was feasible due to seasonal scarcity.[33] Groundwater levels rose dramatically—by 140 meters in basalt zones (reaching 6 meters below ground) and 110 meters in alluvial areas (to 40 meters)—allowing borewells to yield water without pumps even in summer and increasing overall availability two to three times.[35] [32] Streams that once dried by December now retained water through March, supporting 24-hour water supply for farming, industry, and households, while reducing energy use for pumping and boosting per-hectare incomes by ₹1 lakh.[33] [31] By 2012-2013, villages like Daityanandur and Eknath Wadi achieved water self-sufficiency, with reported 10-fold increases in availability and farmer earnings up to ₹5 lakh annually in areas like Bhatpura.[31] Patel's model has been credited with transforming Shirpur from a drought-prone taluka into a benchmark for sustainable recharge, influencing replications elsewhere, though its success relies on community participation and precise geological surveying rather than unsubstantiated scaling claims.[35] [31]Industrial and Cooperative Enterprises
Amrish Patel served as founder and chairman of Priyadarshini Sahakari Soot Girni Ltd, a cooperative spinning mill established in Shirpur in 1998, which he promoted alongside his brothers to foster local textile production. The facility expanded to 139,000 spindles by the mid-2010s, generating 18,250 tonnes of fine-count yarn annually for export markets including Europe and China. It directly employs 3,000 workers at an average monthly wage of ₹9,000, contributing to rural industrialization by anchoring the Priyadarshini Textiles Park—a cluster of seven allied firms that collectively employ 10,000 individuals in spinning, weaving, and processing activities.[7] Complementing these industrial efforts, Patel founded the Shirpur Peoples Co-operative Bank in 1996 to address financing gaps for local enterprises and agriculture in Shirpur tehsil, promoting savings and credit access among residents and farmers. As its inaugural chairman, he oversaw its growth into a multi-branch institution with eight outlets across Maharashtra districts including Dhule, Nandurbar, Jalgaon, Nashik, Thane, Aurangabad, Navi Mumbai, and Mumbai by the 2020s, facilitating loans for small-scale industries and cooperative ventures.[37] Patel's cooperative leadership extended to the Dhule District Central Co-operative Bank, where he chaired operations for several years, supporting credit flow to agricultural and industrial cooperatives in the region. Additionally, he held shares in entities like Rasiklal Patel Doodh Utpadak Sahakari Sanstha Ltd, a milk production cooperative in Shirpur, and Shirpur Vividh Karyakari Sahakari Society Ltd, which aided diversified rural economic activities including processing and marketing. These initiatives integrated cooperative financing with industrial output, employing thousands and boosting Shirpur's GDP through value-added textiles and agro-processing.[38]Educational Institutions and Societies
Amrish Patel established the Shirpur Education Society in 1979 and has served as its president continuously since then.[39][20] The society oversees a network of approximately 70 institutions providing education from pre-primary through higher levels, including primary, secondary, and professional courses, primarily in Shirpur, Maharashtra.[20] He also founded the R.C. Patel Educational Trust, which collaborates with the society to expand educational access and infrastructure in the region.[8][40] Prominent institutions under these entities include the Amrishbhai R. Patel School, a CBSE-affiliated co-educational English-medium day school emphasizing modern pedagogies for primary and secondary education.[41] The R.C. Patel Institute of Technology, founded in 2001 by the Shirpur Education Society, offers autonomous engineering programs and has grown into a key technical education hub under Patel's leadership.[42] Additionally, the R.C. Patel College of Education provides teacher training programs, contributing to the development of local educators.[40] These initiatives integrate with Patel's broader developmental efforts in Shirpur, prioritizing accessible quality education to support rural upliftment and skill-building.[8] In recognition of his contributions, Patel has been listed among influential figures in Indian education reform.[8]Controversies
Income Tax Raids and Financial Probes
In January 2018, the Income Tax Department conducted searches at approximately 40 locations linked to Amrish Patel, a Congress Member of the Legislative Council (MLC) and owner of the Deesan Group, a textile conglomerate with over 100 subsidiaries based in Dhule, Maharashtra.[17] The operations, involving around 150 officials, targeted Patel's residences in Shirpur and Mumbai, as well as offices in Mumbai, Shirpur, Dhule, and Ahmedabad, amid inquiries into alleged undisclosed income from industrial partnerships.[17] [43] The raids uncovered undisclosed income totaling Rs 210 crore, comprising Rs 100 crore voluntarily disclosed by Patel in February 2018 and an additional Rs 110 crore detected by investigators through seized documents.[17] Patel dismissed the findings as fabricated, asserting they formed part of a political conspiracy to damage his reputation as an opposition figure.[17] The department proceeded with further scrutiny based on the recovered materials, though no criminal charges or convictions stemming directly from these probes were publicly reported as of available records.[17] During the three-day search operations beginning around January 17, 2018, C.A. Kutty, a 64-year-old accountant at Deesan Texfab (a Patel-owned entity in Mumbai's Santacruz), exited the premises mid-raid on January 19, citing a brief absence, before his body was discovered on railway tracks between Mira Road and Bhayander stations.[44] [17] Railway police classified the incident as accidental death and initiated a probe into potential suicide, recording statements from Kutty's family but finding no immediate evidence tying it to the fiscal investigation.[44] The event fueled speculation in local media about pressures from the ongoing probes, though official inquiries remained inconclusive on causation.[44]Allegations of Cronyism in Development Projects
The overlap between Amrish Patel's political influence and the expansion of family-linked businesses in Shirpur has fueled discussions on potential cronyism in the execution and benefits of development projects. The Deesan Group, a key textile enterprise in the region co-led by Patel and Chintan Patel, has significantly grown its operations, including spinning mills and processing units, amid the infrastructure and water management improvements under the Shirpur pattern.[13] This growth has been attributed to enhanced local resources enabling industrial viability, yet the direct involvement of Patel's network in cooperatives and factories receiving project-linked advantages has drawn scrutiny for possible preferential access to approvals, land, or subsidies during his tenures as MLA and municipal president.[7] Patel has rejected implications of impropriety, asserting that project funding stemmed from personal and private sources without reliance on public money or undue influence, and emphasizing community-driven participation in initiatives like irrigation weirs and industrial setups.[45] No independent probes or court rulings have confirmed cronyism, with the model's successes—such as increased agricultural yields and employment—often cited by supporters as evidence of effective, non-partisan leadership rather than favoritism.[31] These concerns remain largely within political rhetoric from opposition figures, unsubstantiated by documented evidence of contract rigging or illicit allocations.Broader Impact
Economic Transformation in Shirpur
Under Amrish Patel's leadership, Shirpur taluka in Dhule district, Maharashtra, underwent a marked economic shift from chronic water scarcity and subsistence agriculture to diversified productivity and employment generation, primarily through the Shirpur Pattern of water conservation initiated in 2004. This model involved constructing low-cost check dams and percolation tanks, culminating in 305 such structures that store approximately 14,320 thousand cubic meters of water and irrigate around 35,000 hectares of land.[46] By 2020, 215 check dams had been completed, elevating groundwater levels and enabling year-round irrigation across 13,262 hectares of the taluka's 61,541 hectares of net sown area.[47] These interventions, developed in collaboration with geologist Suresh Khanapurkar, facilitated multiple cropping cycles annually, boosting per-hectare yields and transforming rain-fed farming into reliable output.[31] Agricultural enhancements directly elevated farmer incomes, with many reporting twofold increases due to expanded cultivation and reduced dependency on monsoons; for instance, farmers in villages like Godi noted sustained water availability post-dam construction.[22] Diversification into fisheries in dam reservoirs further augmented revenues, as pisciculture emerged as a viable secondary income source in multiple villages, contributing to overall household earnings without displacing populations or incurring high capital costs.[48] This agrarian stabilization curtailed rural-to-urban migration, retaining labor locally and fostering ancillary agro-based industries, while improved socio-economic conditions supported broader community resilience in a historically drought-prone region.[47][49] Parallel industrial growth, exemplified by the Deesan Group's expansion as a vertically integrated textile enterprise under Patel's oversight, generated over 15,000 jobs in Shirpur, emphasizing rural employment in spinning, weaving, and value-added fabric production.[13] This shift from traditional handlooms to automated processes integrated local cotton resources into global supply chains, enhancing export-oriented output and skill development without necessitating urban relocation.[16] Collectively, these measures—water-led agriculture, fisheries, and textiles—drove localized prosperity, positioning Shirpur as a model of integrated rural economic regeneration by prioritizing infrastructure efficiency and human capital retention over large-scale displacement.[7]Criticisms of Sustainability and Dependency
Critics have questioned the long-term sustainability of the Shirpur Pattern, arguing that its aggressive stream deepening and widening—often to depths of 10-20 meters—exposes aquifers to sedimentation, cementation, and evaporation, leading to gradual clogging and reduced recharge efficiency over time.[50] Hydrogeologist Himanshu Kulkarni of ACWADAM has warned that such interventions can cause irreversible changes to regional hydrogeology, including diminished downstream flows and threats to stream and river ecosystems, particularly if replicated on a large scale without site-specific assessments.[50] The 2011 Ghare Committee report, appointed by the Maharashtra government, deemed the model's technical aspects flawed, noting exaggerated claims of groundwater recharge and storage while highlighting costs 4-5 times higher than standard government rates (e.g., Rs 40,000-50,000 per well versus Rs 10,000-11,000).[50] Implementation risks further undermine sustainability when conducted unscientifically, as deepening alters local hydrogeology, potentially restricting future groundwater access and harming ecosystems in basalt-dominated terrains covering 92% of Maharashtra.[51] In areas with low rainfall below 300 mm, such as Balamtakali village, structures have failed outright, becoming sites for open defecation and exacerbating sanitation issues rather than resolving water scarcity.[52] Observers note that apparent successes in some locales, like Daityanandur, may stem more from episodic heavy rainfall (e.g., 2013 monsoon) than the pattern itself, raising doubts about reliability in prolonged dry spells.[52] Regarding dependency, the model fosters reliance on heavy machinery, external funding, and ongoing maintenance, with limited emphasis on community-led planning or simpler, lower-cost alternatives like basic rainwater harvesting or crop diversification, which could yield comparable or superior outcomes without such vulnerabilities.[50] [52] In alluvial regions, the approach risks destroying sandy aquifers essential for natural filtration, creating a structural dependency that could collapse without continuous intervention, while social activists highlight divergent professional opinions on its enduring viability, including reports of initial groundwater rises followed by declines after several years.[50] [53] These concerns suggest that while the pattern addresses acute shortages, it may engender a cycle of dependency on engineered fixes rather than fostering self-sustaining hydrological balance.References
- https://timesofindia.indiatimes.com/city/[nagpur](/page/Nagpur)/at-shirpur-water-saved-means-money-earned/articleshow/18490953.cms