287
Even though planners do have a number of instruments available, there still
appears to be insuffi cient information and knowledge on the complexity and interdependency of ecosystems and the values and services they generate for certain
vulnerable groups (Hansjürgens et al. 2015 , in this volume). In particular, we lack a
comprehensive approach to cost-benefi t analysis that includes an integrated instrument assessing all stakeholders and all values affected. In an ideal case, such an
instrument would be able to integrate the knowledge of planners and of natural,
technical and social sciences and of humanities and societal stakeholders in one
integrative process of decision-making. Research on cross-sectorial planning – i.e.
ways of connecting water management planning, infrastructure planning and urban
planning – is highly desirable in this context.
17.4.3 Improving Responsiveness and Responsibility
of Institutions and Governance Structures for MWEPs
Many formal institutions in fragile or failing states (e.g. legislation) lack effective
backing and therefore remain ineffective. By contrast, non-codifi ed customs and
practices of established elites can remain powerful behind the scene. Building
capacities is an important strategy to address weak formal institutions. Institutions
should be in accordance with the capacity of the governmental and the economic
systems (Lim 2014 ; Dobner and Frede 2015 , in this volume). Designing regulations
and a decision-making process should take into account the capacities and the powers of the addressed institutions and improve and optimise the existing infrastructure (Faure et al. 2010 ).
In the context of fragile or failing states, it is particularly important to also consider the existing institutional strengths that are available. In the past some of the
institutional reforms towards liberalisation and decentralisation have undermined
already existing, although weak, institutions. In this regard, international donor
policy has a specifi c obligation. Better coordination and harmonisation of donor
policy with overarching objectives and international regulations are needed.
Transforming water management institutions is a time-consuming and complex
process. The introduction of economic instruments such as water pricing alone will
not be suffi cient for a successful transformation (Hansjürgens 2015 , in this volume).
Effi ciency and economic performance are linked to the existence of inclusive institutions (Acemoglu and Robinson 2012 ). Economic instruments have to be designed
properly. They have to consider aspects of calculation and distribution of costs
among users, metering and monitoring water use and strong governance structures
including social participation and social equitability. Transparency, trust and public
participation in decision-making procedures from the beginning are important
assets of inclusive institutions. Admission to fi nancing and banking systems and
access to markets and market information, specifi cally for farmers, should also be
considered within the transformation process. Institutional reform can thus support
economic and social development by creating opportunities for rural populations.
17 Lessons Learnt, Open Research Questions and Recommendations
Even though planners do have a number of instruments available, there still
appears to be insuffi cient information and knowledge on the complexity and interdependency of ecosystems and the values and services they generate for certain
vulnerable groups (Hansjürgens et al. 2015 , in this volume). In particular, we lack a
comprehensive approach to cost-benefi t analysis that includes an integrated instrument assessing all stakeholders and all values affected. In an ideal case, such an
instrument would be able to integrate the knowledge of planners and of natural,
technical and social sciences and of humanities and societal stakeholders in one
integrative process of decision-making. Research on cross-sectorial planning – i.e.
ways of connecting water management planning, infrastructure planning and urban
planning – is highly desirable in this context.
17.4.3 Improving Responsiveness and Responsibility
of Institutions and Governance Structures for MWEPs
Many formal institutions in fragile or failing states (e.g. legislation) lack effective
backing and therefore remain ineffective. By contrast, non-codifi ed customs and
practices of established elites can remain powerful behind the scene. Building
capacities is an important strategy to address weak formal institutions. Institutions
should be in accordance with the capacity of the governmental and the economic
systems (Lim 2014 ; Dobner and Frede 2015 , in this volume). Designing regulations
and a decision-making process should take into account the capacities and the powers of the addressed institutions and improve and optimise the existing infrastructure (Faure et al. 2010 ).
In the context of fragile or failing states, it is particularly important to also consider the existing institutional strengths that are available. In the past some of the
institutional reforms towards liberalisation and decentralisation have undermined
already existing, although weak, institutions. In this regard, international donor
policy has a specifi c obligation. Better coordination and harmonisation of donor
policy with overarching objectives and international regulations are needed.
Transforming water management institutions is a time-consuming and complex
process. The introduction of economic instruments such as water pricing alone will
not be suffi cient for a successful transformation (Hansjürgens 2015 , in this volume).
Effi ciency and economic performance are linked to the existence of inclusive institutions (Acemoglu and Robinson 2012 ). Economic instruments have to be designed
properly. They have to consider aspects of calculation and distribution of costs
among users, metering and monitoring water use and strong governance structures
including social participation and social equitability. Transparency, trust and public
participation in decision-making procedures from the beginning are important
assets of inclusive institutions. Admission to fi nancing and banking systems and
access to markets and market information, specifi cally for farmers, should also be
considered within the transformation process. Institutional reform can thus support
economic and social development by creating opportunities for rural populations.
17 Lessons Learnt, Open Research Questions and Recommendations