To implement policy change is a process that takes time. During this time, it is possible that the people involved change, resulting in a loss of knowledge. In Malawi, action was taken to combat institutional memory loss by involving as many high-level decision-makers as possible and by organising awareness raising workshops. This demonstrates that it is possible to avoid the loss of knowledge when key decision and policy-makers change.
The Meuse and the Scheldt river basins are subjected to pollution and seasonal water shortages, as well as political clash of interests regarding maritime access. Action was taken to solve these issues by the Belgian government. However, although an agreement was eventually made, political issues made the process complex. From this case, it is apparent that a cross-sectoral approach that looks beyond the water sector is often instrumental in developing attractive package deals.
In Turkey, operations and maintenance for irrigation systems was highly centralised, but this imposed an increasing institutional and financial burden on the government. Action has consequently been taken to transfer irrigation management to Water User Associations. The key insight from this case is that legal reforms should accompany institutional changes to enable full benefits to be gained.
For centuries the Upper Guadiana Basin has been irrigated with groundwater, resulting in a drop in the water table of more than 20 meters. Actions were taken to address this issue, including regulations restricting aquifer abstraction and economic incentives to encourage farmers to improve irrigation efficiency and plant alternative crops. The key lesson learnt is that surface and underground waters cannot be managed separately.
To improve the state of the Balikpapan Bay coastal ecosystem, a coastal zone management project was initiated. After initial project failure, action was taken for policy reform and an adaptive management approach was developed, focusing on inter-agency integration. This case illustrates the importance of active project learning and adaptive management.
The development of hydropower in the Mekong River basin can bring great economic opportunities for Laos. However, since this basin is shared with neighbouring countries, cooperation is crucial. Action was taken and the Agreement on the Cooperation for the Sustainable Development of the Mekong River Basin was signed to coordinate the use of these resources for economic development. For Laos, this has been crucial to their success in regards to the MDGs.
Australia implemented a series of reforms to the water sector in the State of Queensland, including the use of a ‘whole of river basin’ strategic plan approach within which local resource operation plans are prepared and implemented. The key lesson learnt is that an incremental approach, with water planning developing in “bite-sized chunks” allowed government to be flexible in response to changing circumstances.
The Lake Atitlán basin experiences serious problems of water pollution, soil erosion and forest and biodiversity losses. Action was taken to establish the Authority for the Sustainable Management of the Atitlán Basin. However, barriers such as lack of public participation, institutional coordination and investment funds have only ensured limited success. The key lesson learnt is that the main barriers to an integrated management of water resources in the basin are strongly interlinked.
Water management in Kazakhstan was previously characterised by a command and control approach. The Water Code was adopted in 2003 as an answer to these problems. Furthermore, a project was launched to evaluate the current state of the legal framework for IWRM and to identify the potential for improvements and propose amendments to the Water Code. It is evident that IWRM is a complex approach and any amendments need to be done holistically.
The Lake Basin Development Authority was set up to manage the entire catchment area of all rivers draining into Lake Victoria. However, its performance was not to the expectation. A further, action was taken to decentralise management and priority was given to achieve access to basic water requirements for the poor, as well as quality of water and improving availability of water for livestock and irrigation. The key lesson learnt is the importance of a participatory approach.