Search

Water, which might appear as a gift from nature, actually needs huge human investment in order to serve the varied and growing global demand on this resource. Creating the investment structures and securing the funding to meet water needs is a key enabling factor to achieving good water governance.

Management instruments are specific methods that enable decision makers to make rational and informed choices when it comes to water management and to tailor their actions to specific situations. Good water governance, according to IWRM principles brings together perspectives and knowledge from different domains. Consequently, the instruments presented here are based on a variety of disciplines such as hydrology, hydraulics, environmental sciences, system engineering, legal sciences, sociology, and economics.

It is often said that the current water crisis is mainly a crisis of governance, much more than a crisis of water shortage or water pollution per se. In the context of IWRM, governance is defined as the range of political, social, economic and administrative institutions that are in place (or need to be in place) to develop and manage water resources in sustainable manners. This section identifies four institutional roles that must be fulfilled for water governance systems to achieve sound IWRM practices: B1 – Regulation and Enforcement; B2 – Water Supply and Sanitation Services; B3 – Coordination and Facilitation; and B4 – Capacity Building.

A proper enabling environment establishes the rights and assets of all stakeholders (individuals as well as public and private sector organizations and companies, women as well as men, the poor as well as the better off), while ensuring for environmental quality. The enabling environment essentially consists of “rules of the game” that are laid out as to achieve a sustainable balance between the social, economic and environmental needs for water. These rules can be defined by the use of: (1) Policies; (2) Legislative Frameworks; and (3) Financing and Investment Structures.

Wathersheds of Tacana originate on the volcano, with both shared by Guatemala and Mexico. This region is of great strategic importance for both countries since they supply water to a large number of residents in the cities located downstream and are the main source of irrigation water for agriculture. In the lower reaches, fishing is an important source of income.

To protect the Panama Canal Watershed, which was created when the Panama Canal was constructed, formal limits to its utilisation was set up, including the Panama Canal Treaty and the creation of a Panama Canal Authority.  This case study predominantly illustrates the peculiar problems that arise when a highly artificial watershed is managed by a modern, internationally oriented public corporation with a country that is still copping with the hydraulic culture and a national water policy.

The area of Zarati river sub basin belongs to important water recharge zones. There is, however, a need to restore the area, which has been susceptible to degradation. Action has been taken in a bottom-up manner, applying Participatory Rural Assessment. Important lessons can be drawn from this in terms of IWRM, as it sets a clear example of active participation of the communities and the local authorities. 

The area around Lake Moyua is experiencing severe soil degradation resulting from inappropriate agricultural practices. To reverse and control the degradation process, an IWRM Plan is implemented. By involving the communities, the aim is to restore the soil, the hydrological systems, forests and biodiversity, as well as the harmonisation of policies and implementation of management regulations. This case study consequently demonstrates the value of a bottom-up approach. 

The Prespa basin was affected by over-abstraction and diversion of water, wetland drainage, deforestation and overgrazing, leading to danger for human livelihoods and ecosystems. Action was taken by WWF through the creation of the Society for the Protection of Prespa, eventually culminating in the creation of Prespa National Park. The lesson drawn is that to change the perspective of local stakeholders to ensure that they share a common vision is vital for success.