EMPOWERS Approach

Up to now, there has been a lack of practical tools and approaches to tackle water related problems, especially at the local and intermediate levels where water service providers and water users interact. This is the challenge of water governance.

At its simplest, water governance refers to the entire set of systems that control decision making with regard to water resources development and management. In the language of the Global Water Partnership (GWP), water governance “relates to the range of political, social, economic and administrative systems that are in place to develop and manage water resources and the delivery of water services at different levels of society” (ROGERS & HALL 2003) (see e.g. also institutional framework or political and legal framework to learn more about this).

The way EMPOWERS views it, Water Governance specifically focuses on water related issues at the local level. Thereby, the EMPOWERS approach differs essentially from a traditional understanding of Water Management and Governance as a political affair.

The guidelines are divided into five chapters:

Chapter 1 deals with improved water governance. It explains the functioning of water governance and why it is important to consider local and intermediate water governance in the planning process (see above). Furthermore the four main attributes of water governance are explained.

Chapter 2 gives an overview of the approach of EMPOWERS, which was used to design the guidelines. A framework supports stakeholders (see stakeholder analysis starting by the stakeholder identification factsheet) in developing practical outputs such as water development strategies, plans and activities and improved communication and decision making (for more information on these individual steps, see also planning and process tools).

The approach is based on two pillars: the first is a process of stakeholder dialogue and concerted action (SDCA). Well informed stakeholders who communicate with each other on a regular basis will find locally appropriate solutions to pressing water related problems. Hence, the aim is to strengthen communication and make stakeholder dialogues more effective. This can be realised through the identification of key stakeholders and their participation in a stakeholder platform. The second pillar of the approach regards the management cycle itself, which contains of six phases, namely visioning, assessing, strategising, planning, implementing and reflecting. The logic and sequencing of the cycle help to ensure that decisions are based on a clear and logical flow of thought and action. Further details of the management cycle can be seen in table 2.

Chapter 3 deals with the introduction to facilitation and capacity development. The development of capacity among stakeholders, in addition to stakeholder dialogue and the management cycle, is essential for the success of improved water governance. To secure a capacity development, stakeholders need to be advised in a first phase by a facilitation team. The facilitation team is in charge to keep the stakeholders and their projects “on track”. The team will be consisting of experts with different backgrounds and skills. Chapter 4 takes a closer look to the management cycle, shown in table 2. The six phases are described in detail and guidance for implementation is provided, including a list of different tools and methods for each step. In Chapter 5, these tools and methods are explained in detail. For every of the six phases recommended tools are presented, including objectives of each phase, methods to reach these objectives and tips and tricks to facilitate the process.