African Water Development Report 2006 - United Nations Economic ...

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Organizational StructureThe institutional structure for water managementin a country is shaped by the country’s politicaland administrative organization, the historicalrole of water in national development andthe perceived desires and needs for or value ofwater. In addition to such factors as climate andlevel of water resources development mentionedearlier on, historical and cultural link with water(as in semi-arid and arid regions) also influences,markedly, the structure and evolution of waterinstitutions. The organizational structure of theseinstitutions is expected to be more decentralizedin a federal or region-conscious State, but not ina unitary state with differing levels of coordination.The prevailing water policy also plays a majorrole in shaping these institutions.Box 15.3Organization of the Ministry of Water Resources andEnergy of MauritaniaThis Ministry is fully responsible for:(a) Defining national policies on water;(b) Water prospecting and extraction, notably through:(i) Geophysical and hydro-geological studies;(ii) Village and pastoral water projects such as wells, boreholesand other sources;(iii) Urban water projects involving water production, adduction,distribution of drinking water and setting up of purification stationsand networks;© Conservation of water resources by establishing schedules andrules for water resources exploitation and by drafting legislationsand legal texts while monitoring the application of the water lawsand regulations in force.GOVERNING WATER WISELYThe activities of many decentralized institutionalwater management structures are linked to water-basinfinance agencies and coordinated at thenational and regional levels by public and privatetechnical and research bodies as well as representativesof bodies with water-related economic interestsas in the case of the Volta River Authorityof Ghana. Institutional structures can also bebased on territorial divisions defined by the mainwater basins with some form of integrated waterresources administration.Centralized institutional structures are normallyfound (with separate terms of reference) withinState ministries, such as the Ministry of PublicWorks (Ghana) and the Ministry of Irrigation(Egypt and the Sudan). Other countries placetheir administrative structure for water managementin accordance with the degree of importanceattached to water problems in ministries,in which case they can be in the Ministry ofInternal Affairs, the Ministry of Health or theMinistry of Environment and Agriculture. Insome countries, a centralized administrativefunction is exercised through a national waterresources authority or commission, composedof representatives of all sector interests. This hasbeen practised in Ethiopia and is presently beingThe Water Department is responsible for research, identificationand management of water resources, mainly by:(b) Undertaking hydro-geological and hydro-geophysical studies;(c) Examining the establishment of hydro-geological networksand their operations;(d) Establishing schedules for exploiting water resources;(e) Promoting village and pastoral water projects such as wells,boreholes and other water sources and seeing to their maintenance;(f) Undertaking surveys necessary for the production, transportationand distribution of drinking water and for water purification infarming and urban centres.practised in Ghana and the Niger. Another formof a centralized water administration is throughthe formation of an actual Ministry for WaterResources as in Kenya, Ethiopia and Nigeria.Some existing types of water resources institutionsare shown in table 15.1.In practice, the institutional structures for waterresources management are generally a mix of centralizationand decentralization. The distributionof authority either from the centre or amongstthe sub-national structures varies from countryto country, depending on the individual circumstancesof these countries. It is important to notethat limiting government authority on centralizedwater resources management and planning345
African Water Development Report 2006Box 15.4:Advantages and Disadvantages of a Centralized Institutional FrameworkCentralization of water administration has advantages as well as disadvantages which also depend on the degree of flexibility andinvolvement of water resources activities. In listing its advantages and disadvantages, Andah (2002c), maintains that centralization:(a) Unites sectoral interests and multi-level decision-making in a legal and institutional framework consistent with national aimsand objectives;(b) Enhances allocation of human and financial resources for the evaluation and control of water programmes and policies;(c) Provides a national framework for the estimation of supply and demand and programmes for overcoming future imbalances;(d) Facilitates the adoption of standards and procedures for water activities, including types, installation and maintenance of equipmentand common bases for comparison of different project feasibility studies;(e) Harmonizes inter-regional and international problems with national interests;(f) Evolves models common to different regions towards better use of technical capacity and expertise;(g) Establishes a hierarchical order of projects in accordance with national priorities;(h) Develops training and research programmes within a national policy of capacity building and enhancement, taking into considerationthe scientific and technological requirements;(i) Avoids duplication of work of regional and sectoral agencies through the establishment of information systems and analyticaltools for common use;(j) Provides a central framework for minimizing local pressures in resource allocation and hence guarantees a more equitable andefficient use of the resources;But that centralization, if excessive and without regional and sectoral feed-back can, on the other hand, result in:(a) Standard policies that are too restrictive and hence inappropriate for tackling particular regional and local problems;(b) Limited participation of users in project formulation, decision-making and the financing of measures;(c) Loose contact with users, local exigencies leading to decisions based on incomplete information, and ineffective executionand operation of projects;(d) A large, central bureaucracy which can result in slow decision making and inefficiency in programme execution;(e) Formulation and execution of multi-sectoral regional plans which can be hampered by central authority obstacles;(j)Restriction of regional negotiating capacity in the absence of proper reconciliation of national interests with prospects for regionaldevelopment.structures can lead to a more expeditious re-allocationof existing resources among uses and/orusers as conditions change and facilitate the executionof water development projects as it willreduce state, regional or local claims of authorityover the resources. On the other hand, preparingplans at the central level without proper consultationwith and participation of the regions andusers could result in failure to fully take into accountthe specific needs and aspirations of thelatter. Furthermore, centralized structures could,like decentralized ones, suffer from the organizationaldiffusion that results from scatteringcentrally held governmental authority for watermanagement and planning among a number ofministries, departments, or agencies, without institutionalcoordination.All countries have some sort of central authority,permanent or ad hoc, that implicitly or explicitlycoordinates water resources activities. Such institutionalframeworks function in different waysin different environments, such as:(a) Playing a critical role in identifying the socio-economicdeterminants of water developmentpolicy and objectives;(b) Acting as an advisory body with a limitedpower to harmonise and coordinate actions;and346
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AFRICANWATERDEVELOPMENTREPORT2006
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CONTENTSWater for Sustainable Socio
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ACKNOWLEDGEMENTSThis is the final v
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The African Water Development Repor
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INTRODUCTION - WATER FOR SUSTAINABL
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WATER FORSUSTAINABLESOCIO-ECONOMICD
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African Water Development Report 20
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INTERNATIONALAND AFRICANMILESTONESN
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INDICATORS -MEASURING THEPROGRESS O
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(i) Specific for a certain stress o
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Water and ecosystemWater and indust
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Purpose: Global water security prov
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Table 5.1: Adopted targets and indi
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Human Development Index (HDI): This
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The Environmental Sustainability In
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Significant Indicators - Libya1. Li
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ReferencesAfrica Facts: http://www.
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FRESHWATERRESOURCES INAFRICAThe mai
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annual flows of rivers and groundwa
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Fig. 4.3: Actual Renewable Water in
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Box 4.1: Water Availability and Ser
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Table 4.9: Surface Water by Watersh
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Table 4.12: Dynamics of Water Use,
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Figure 4.7: Major Groundwater Withd
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Annual freshwater withdrawals in Ea
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Fig. 4.12: Percentage of Domestic,
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Table 4.15: Desalination capacities
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Although some African countries hav
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Fig. 4.17: Water Poverty Index by S
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The problem of wastewater disposal
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FRESHWATER RESOURCES IN AFRICASourc
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Water Conference, December 3-7, 200
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PROTECTINGECOSYSTEMSIN AFRICAThe pr
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abstracted and flow regulated. Irri
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Fig. 6.2: Freshwater Ecosystem Area
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Figure 6.3: Water Availability and
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Table 6.4: Indication of the Microb
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Fertilisers are also a potential th
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Box 6.2Pollution Control - The Ethi
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Fig. 6.2: Freshwater Ecosystem Area
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Region/Country Mammals Birds Flower
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espective of the fact that some oth
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Protected areas in Africa occupy sl
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past few decades, population densit
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Fig. 6.12: Urban Ecosystem and Buil
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Fig. 6.13 Environmental Sustainabil
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Case Study: Sediment Control andAqu
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Fig 6.15: Comparison of Rainfall, D
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South Africa and Bophuthatswana. (D
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of interdependent factors which adv
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Referencesafrol News, 2001: Lake Ch
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United Nations Population Divison (
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SHARING WATERFOR REGIONALINTEGRATIO
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Table 11.1: Some Major Transboundar
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Table 11.3: Types of Management Ins
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Box 11.3Emerging Principles Underly
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the 1950s severely disrupted tradit
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1000 to 2000 cubic meters (m3) per
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countries in the southern portion o
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to manage water resources among rip
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non-payment of financial dues. Some
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Table 11.5: Some Basic Features of
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Water Resources Management In Afric
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Page 308 and 309: ENSURING THEKNOWLEDGE BASESince anc
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Page 334 and 335: Key Outputs: The first steps for th
Page 336 and 337: Figure 16.6: Number of Radios per 1
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Page 368 and 369: IMPLEMENTATIONOF TARGETS UNDERTHE A
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Page 374: Programme SubRegion Estimated Costs
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