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100T able G.1Cross-tabulation of the responses of105 survey participantsStaff Expertise and Bank Work Experience (first line/columnshows the number of respondents in each category, body oftable shows number of staff in both categories)Q14: Areas in which Bank Staff have significant BANK water experienceEconomicsFinanceWater planningWater resources andWR managementEnvironmentalmanagement or scienceWater supply andsanitationRural water supplySewerage andwaste disposalNumber 42 23 31 49 16 54 34 27 6 17 10 43 14 26 23 21 34 31 25 3Q13 Bank staffs’ professional expertiseEconomics 47 37 13 13 26 8 19 13 7 1 7 3 19 5 13 9 6 18 18 13 2 79Finance 28 12 18 3 9 2 19 6 10 3 4 6 7 1 5 11 7 16 17 10 - 64Water planning 41 16 7 29 27 10 21 10 12 3 13 3 19 5 13 13 13 11 10 13 1 71Water resources and WRmanagement 59 27 8 26 47 11 21 11 12 1 11 5 20 14 22 14 16 18 15 13 2 80Environmental management/science 17 7 2 6 8 9 6 8 6 2 8 4 8 3 6 1 4 2 2 6 - 53Water supply and sanitation 52 16 14 16 15 4 49 25 25 5 13 5 21 1 4 16 11 20 21 12 - 94Rural water supply 39 11 6 11 16 4 29 27 15 1 6 3 18 6 9 5 7 11 6 10 2 69Sewerage and waste disposal 27 9 11 9 8 3 25 11 21 4 9 3 12 1 2 10 6 13 10 12 - 78Public/environmental health 13 4 5 6 4 3 10 6 5 4 6 3 8 - 2 2 1 3 3 3 - 31Water quality 23 8 4 12 12 7 14 5 10 3 14 4 8 1 4 7 6 9 8 5 1 61Legal/regulatory 12 7 7 4 6 4 5 4 4 2 4 7 6 1 3 2 5 5 6 5 - 58Participatory management 41 14 8 16 19 6 24 17 11 4 6 5 34 6 13 9 12 11 6 9 2 83Irrigation engineering 19 8 3 9 18 4 2 5 - - 4 2 9 10 14 1 6 4 1 5 1 53Irrigation management 30 14 4 11 26 7 4 8 - - 4 3 16 12 23 4 9 5 2 7 1 77Utility operation and management 23 7 10 8 9 - 18 5 10 2 5 4 7 2 4 16 8 14 13 8 - 70Training 22 8 4 12 9 3 11 5 5 - 4 4 10 2 9 9 14 9 9 6 1 64Cost recovery/tariff 31 14 12 7 12 2 19 11 11 2 6 6 9 3 7 10 9 21 18 8 1 68Privatization 23 10 11 5 5 1 16 8 10 3 3 6 8 - 2 9 7 16 22 7 - 96Evaluation 29 8 10 8 9 2 15 8 10 2 5 6 11 2 9 10 11 12 11 19 2 66Other 14 5 1 3 6 5 4 1 1 - 1 - 8 2 6 1 3 1 - 4 3 21Public environmentalhealthWater qualityLegal regulatoryParticipatorymanagementIrrigation engineeringIrrigation managementUtility operation andmanagementTrainingCost recovery/tariffPrivatizationEvaluationOtherPercentage of expertiseutilized in Bank workBridging Troubled Waters: Assessing the World Bank Water Resources StrategyPercentage of Bank experienceusing expertise 88 78 94 96 56 91 79 78 67 82 70 79 71 88 70 67 62 71 76 100
ANNEX H:THE DIFFICULTIES OF INTEGRATED RIVER BASINMANAGEMENTRecognizing that it would be difficult to implementthe water strategy in client countries, theBank and the UNDP produced a guide on capacity-buildingfor countries interested in formingstrategies for managing water resources (LeMoigne and others 1994), and its prescriptionswere reinforced by all the UN family (UN/WMO1997). A key principle was to build nationalcapacity to manage water resources through theprocess of strategy formation adapted to countryconditions. It was envisaged that the countrystrategies would be a set of medium- tolong-term action programs and measures to supportachievement of broad development goalsand to implement water-related policies. Mostimportant, measures would include developingmanagerial capacity, building institutions, andenhancing human resources.Critical elements for successful strategy formulationwere specified as a clear national statementof development objectives and key waterpolicies, supported by government commitmentat the highest level to using a comprehensiveapproach in formulating a water strategy. Oncecommitted, a high-level policy committee wouldguide a team of national experts charged withdetermining partners and processes for strategyformulation.In practice, however, there have been few successes,and this approach has failed when ownershipwas low and many of the critical elementswere imposed as lending conditions. That wasa fate similar to that imposed on National EnvironmentalAction Plans, with a similarly chillingeffect on local ownership and capacity building.Most notably, the Bank’s desire to time-table strategyformulation and resulting investment planshas resulted in importation of expatriate specialiststo “assist” the national effort, but who inpractice substitute for inadequate local capacity.The most notable examples of this have beenin Bangladesh and Mozambique. In Bangladesh,large expatriate teams undertook the nationalwater planning effort in the late 1980s and early1990s, and in a clear demonstration that nolocal capacity was created, a new expatriateteam is currently producing a third iteration ofthe national water plan. Mozambique suffereda similar experience.The MNA Region is notably successful inassisting clients to develop an orderly regionaland country strategy framework (box H.1), butthis has not led to investment lending that is betterthan in other Regions because it is difficultto mainstream water strategies and improve performanceof line agencies.Successes in strategy adoption are linkedwith good local capacity and ownership, withthe country in the driver’s seat. An irony is thatlow-key Bank advisory support under these circumstancesis generally more successful (forexample, in Mexico, Colombia, and Venezuela)than highly visible Bank-sponsored nationalwater strategies and plans (Bangladesh). Therecent Argentina and Ghana water resourcesmanagement strategies put together by nationalexperts are best-practice examples. It is salutaryto compare the pragmatic Argentine approachthat recognizes local problems and only recommendsa few tasks in the short term, to theBank-driven agenda in India that made 52 recommendationsfor reform in 1991, achieving little,and the 1998 water resources strategy thatmakes even more recommendations.Regrettably, the global experience with implementingstrategies for integrated water resourcesmanagement is that while the concept is sound,it is extraordinarily difficult to implement suc-101
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WORLD BANK OPERATIONS EVALUATION DE
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OPERATIONS EVALUATION DEPARTMENTENH
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Bridging Troubled Waters: Assessing
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AcknowledgmentsThis report examines
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ENGLISHFOREWORDThe comprehensiveapp
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Forewordated in early 2000 withinth
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ForewordENGLISHand regional capacit
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4Why It’s Difficult toGet Good Re
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5Improving BankManagement andIntern
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Improving Bank Management and Inter
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6RecommendationsRecommendation 1: A
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ANNEXESANNEX A:WORLD BANK OPERATION
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