Briefing Note 15

The Finishing Touches to the Creation of a River Basin Organization

Management

Integrated

Management

Integrated

From Concepts to Good Practice

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Setting clear directions, informing and motivating staff, and respecting the needs of stakeholders and staff

This note is one in a series explaining the attributes and practical application

of integrated river basin management. The purpose of the Briefing Note series

and the issues and aspects that are covered are outlined in the mini-guide.

This note discusses:

• The importance of a clear management style and accountability framework

• The impacts of poor organizational management practices

• The need to value and respect management and staff

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Contents Acknowledgments

Introduction

What is Organizational Management?

Why is an Organization Strategy Needed?

Should Management Values and Style be Defined?

How to Respect and Value Staff?

How Important Is It to Monitor the Organizational

Performance of a River Basin Organization?

How to Bring it All Together?

How to Move Organizational Management

Forward in a River Basin Organization:

A Few Key Questions

Abbreviations and Acronyms

References

1

Acknowledgments

This Briefing Note Series was prepared by Peter Millington,

consultant, previously Director-General of the New South

Wales Department of Water Resources and Commissioner

on the Murray-Darling Basin Commission, Australia; Doug-

las Olson, World Bank Principal Water Resources Engineer

and Task Manager for this Briefing Note Series; and Shel-

ley McMillan, World Bank Water Resources Specialist.

Guy Alaerts (Lead Water Resources Specialist) and

Claudia Sadoff (Lead Economist) of the World Bank

provided valuable inputs.

The authors thank the following specialists for reviewing

the Notes: Bruce Hooper and Pieter Huisman (consultants);

Vahid Alavian, Inger Anderson, Rita Cestti Jean Foerster,

Nagaraja Harshadeep, Tracy Hart, Karin Kemper, Barbara

Miller, Salman Salman, Ashok Subramanian, and Mei Xie

(World Bank staff).

The authors are also deeply grateful to the Bank-Nether-

lands Water Partnership Program (BNWPP) for supporting

the production of this Series.

2 3

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Introduction

This Briefing Note series considers five main attributes

or features as crucial for good integrated river basin

management:

> Clear and strong institutional arrangements, supported

by clear regulations, decrees, or agreements and with

well-defined implementing procedures

> Good water-related data, information, systems, and

models readily available to the river basin partners and

those agencies and bureaus operating within the basin

> A complete and clear suite or package of basin-wide

policies, procedures, and strategies to guide water

and natural resource planning, management, and

administration

> An appropriate form of communication and participa-

tion for all basin stakeholders and partners

> Basin sustainability performance indicators and an

agreed approach to monitor and report on how the

basin is being managed and the resources consumed

and protected.

2 3The assumption is that if an organization has all five of

these attributes, then the basin’s resources will be suc-

cessfully and sustainably managed. In general, this is true.

However, there is one other factor that should be taken

into account: the overall performance of the river basin

organization itself – staff performance, internal manage-

ment systems and approaches, financial and intellectual

resource management, and so on.

If staff are not adequately skilled and the organization

lacks strong, effective leadership, work performance will

suffer – regardless of whether all the necessary systems

and technology are in place.

Building and improving the capacity of a river basin organization is an important early issue to address for good integrated river basin management.

The roles of stakeholders and the various methods of

engagement to strengthen integrated river basin manage-

ment are covered in Notes 12 and 13. This note deals with the

organization and its people and explores the various ways of

motivating and managing staff for optimum performance.

54Organizational management involves an interconnected

set of steps that relate to all aspects of management, not

just the decision-making processes or the management

style. A generic series of steps appear, in one form or

another, in some of the most successful organizations:

1. Defining the role of the organization – why it exists and

what is its mandate

2. Planning performance – what it intends to do

3. Developing organizational strategies – how it will carry

out its plans

4. Allocating resources – matching the staff, technology,

systems, and the budget to the plans and strategies

5. People management – how to develop and maintain

staff skills for high performance

6. Resource control – how to keep track of what is spent

and what is achieved

7. Public accountability and reporting – reporting results

in an open and transparent way

8. Review and evaluation – determining whether plans

are being realized and identifying improvements that

can be made.

This process is cyclic. The organization needs to revisit it

every so often to assess whether its work program and

approach remain relevant to its role and responsibilities.

Staff should be kept informed, interested, and motivated

and feel responsible for the overall management of the

organization. The use of terms in the first person plural

– such as “we”, “our,” and “us” – is very important because

it acknowledges the collective effort of the individuals

that comprise the organization. There are many examples

worldwide where ideas and suggestions from staff have

led to significant improvements in operations and manage-

ment. It is therefore important that strong links be main-

tained between staff and external customers and

that teamwork be promoted.

Of the eight steps listed above, traditionally three have

been given more attention: planning, resource allocation,

and reporting of results (steps 2, 4, and 7).

An organization’s success is equally dependant on

clearly defining:

> How plans are implemented and business undertaken –

how organizational strategies are developed and

implemented

> How the management values and style are defined,

and how staff are motivated and trained – how the

organizational culture, values and skills are created

> How performance is reviewed and improvements sought

– the organizational review and evaluation processes.

This note concentrates on these three issues and is best

read in conjunction with Note 3.

What is Organizational Management?

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54A basin organization or a water resources management

agency will have many different work programs and each

program will have particular goals and targets. All project

activities should be closely guided by the organization

strategies that explain operational conduct. A menu of

options is discussed below.

Regionalization

An organization generally performs more efficiently when

decisions are made as close as is practicable to those

who are to be affected by the decisions (this is known

as the subsidiarity principle). In the river basin context,

regionalization is closely bound up with the principles of

subsidiarity and decentralization. Functions traditionally

undertaken at a central level are designated to the regional

offices, which are closer to the consumers. These offices

are adequately empowered so that decisions can be made

at this interface.

Total Quality Management

Total Quality Management (TQM) is a management philoso-

phy that seeks continuous improvement in the quality of all

the processes, products, and services within an organiza-

tion. For this to be achieved, a clear set of strategies and

actions needs to be prepared by the senior management to

specify responsibilities and processes for quality assurance,

including periodic checks and audits.

Developing and maintaining quality performance in an

organization is achieved by all staff looking for better ways

to perform their tasks. Reward schemes are therefore often

used to recognize the efforts of staff who have identified

and promoted more efficient practices.

Many text books are available on developing total quality

management in an organization. Experience has shown

that “plan big but implement small” is the best approach to

a new initiative like TQM. There have been some successes

with the introduction of TQM in mature river basin organi-

zations. For more information, see Creech (1995) and Makin

and others (2004).

Communication

In a river basin scenario, both horizontal and vertical

interaction is required as staff need to communicate across

– as well as within – disciplines and provinces. In addition,

good integrated river basin management calls for a more

participative form of management, inclusive of customers.

All stakeholders should be informed as to how the basin

organization will liaise and communicate with them.

Communication should be frank and open. External com-

munication and participation is covered in Notes 12 and 13.

Internal communication is covered in this note.

Effective internal communication involves a two-way flow

of information between management and staff. Some

general ideas on how this can be achieved include the

following:

> Widely distribute the agendas and minutes from regular

senior management meetings.

> Hold monthly staff meetings for each division or depart-

ment, and make staff issues/concerns an item on the

agenda

> Reward and celebrate staff successes and achievements

at least annually.

> Publish staff newsletters or project information sheets.

> Use staff meetings to launch new programs and projects.

> Hold breakfasts or lunches with senior management and

cross-sections of the staff to provide opportunities for

staff to meet senior management and raise concerns.

> Visit divisions/departments/bureaus regularly (“manage-

ment by walking around”) to reinforce the organization’s

goals and targets and hear the views of staff.

> Maintain a staff suggestion scheme, and respond to ideas

Why Is an Organization Strategy Needed?

promptly and reward those that achieve improvements.

> Conduct staff opinion surveys annually, and respond

promptly – even when management and staff views

diverge and proposed decisions do not concur with the

survey results.

Commercialization

Commercialization usually refers to an attempt to make

operations more business-like. Some argue that this

approach should not be applied outside the private sector.

However, there are circumstances that make commercial-

ization relevant and applicable to a river basin organization,

particularly the scarcity of resources.

For example, in the early 1990s, the state government of

New South Wales in Australia embarked on a commercial-

ization process by promoting the following two goals:

> To ensure that the community obtains the maximum

benefit from its tax dollars

> To ensure that people who benefit directly from specific

government services pay a fair share of the costs for

those services and receive value for their money.

This sounds simple. However, in order to achieve these

overall goals, each minister was asked to report to the

Cabinet or State Council the actual action plans to be

carried out by the departments and bureaus under his/her

control. Each agency was therefore required to identify

costs, reduce inefficiencies, set a level of charges for its

services in line with the cost of efficient service provision,

and collect these charges. Each department head (Director

General) had to respond to a series of requirements from

each minister, including:

> The close examination of all costs and definition of

inefficiencies and the development of a program to

reduce these

> The identification of government processes that tend to

slow down or reduce the organization’s effectiveness,

and suggestions for improvements

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> The development of a pricing and charging structure

to recover the costs of efficient service provision, and

identification of the groups that cannot afford to pay

the full service costs, thus requiring subsidization

> The identification of the processes and regulations

that inhibit the delivery of an efficient service and

recommendations for improving or streamlining these

approaches

> The need to learn more about the various customers’

needs and expectations

> The identification of opportunities for joint ventures

with the private sector

> The identification of management aspects and

operations that could be transferred to user groups

or to separate government-owned service or supply

companies (such as Water Supply Corporations).

These requirements were included in the performance

agreements between the minister and the Director

General, and also in the agreements between the min-

ister and the premier of the State. In this way, account-

ability has been clearly specified and enforced.

Marketing

Marketing is usually narrowly defined as selling or sales

promotion. However marketing involves significantly more,

such as:

> The development of a promotional message for the product

> The determination of the audience that should receive

this message

> The development and implementation of a promotional

strategy to sell the product, including scope of the

product, and type and timing of promotional pieces

> Analysis of customer feedback and alteration of the

product or redefinition of the marketing strategy to

address customers’ needs better.

With effective marketing of the product from the planning

and development stages, less sales effort is required at the

final stage. “The product should sell itself.”

In this context, good integrated water resources manage-

ment is the product that needs to be sold. The minister

responsible for water resources will want to see that the

programs in place are influencing customers effectively

– not only to use water efficiently, but also to promote the

economic, social, and environmental values of water. In

addition, the promotion of these principles is important to

justify any requests for funds.

The set of questions below were developed by one water re-

sources agency in Australia to help its divisions identify the

range of water resources management products appropriate

to them and how these might be marketed to stakeholders.

> Market Segment – In which parts of the water resources

management “collection of activities” should you be

operating?

> Product Range – What should your basic range of

products be? Can or should you expand your range of

products? What aspects of your products can be devel-

oped further to form a more complete package? Which

customers would want this enhanced product?

> Competition – Who are your competitors? If there are

none and you have a monopoly, how can you be sure

your products match what customers want?

> Service Delivery – Where should your product be

delivered to customers? Should delivery be through the

central office or through regional centers?

> Pricing – Should your products be priced for sale? Or

are they public goods to be provided free of charge? Or

should there be some partial cost recovery and subsidi-

zation? If so, how do you now “sell” the concept of cost

recovery if the product was previously free of charge?

> Marketing – Should you be promoting the product

through paid advertisements? If not, what other means

are available for publicizing?

> Packaging – Should the agency logo or symbol be used

to sell the product? Should a different image be used?

Will fancy promotion be resented by the customers as a

waste of money?

6 7

8 9An organization’s culture is the preferred style and

behaviors that are to be demonstrated in everyday work.

Leaders should therefore place great significance and

effort in clearly defining the organization’s culture. These

values will strongly assist the organization in maintaining a

superior level of customer service and product quality, as

well as staff morale and welfare.

To quote a former leader of the IBM Corporation:

One may speculate at length as to the cause of the

decline or fall of a corporation. Technology, changing

tastes, changing fashions, all play a part as do business

competence, market judgment, and the quality of the

leadership. But I question whether they in themselves

are decisive. I believe the real difference between

success and failure in a corporation can very often be

traced to the question of how well the organization

brings out the great energies and talents of its people.

What does it do to help these people find a common

cause with each other? How does it keep them pointed

in the right direction despite the many rivalries and

differences that may exist among them?

Consider any great organization that has lasted over a

long time and you will almost certainly find that it owes

its resilience – its ability to survive and prosper – not to

its form of organization or administrative skills, but to

its beliefs or ideals or values and the appeal that these

have for its people. Simply put, they want to work for

an organization where the beliefs or ideals reflect what

they believe to be right and proper and invigorating.

One water resources management agency in Australia

has effectively implemented an approach along these lines.

Three ideals have been created to which all staff can relate

and upon which delivery can be guaranteed. These are

as follows:

> Respect for staff and their abilities

> Decisions regarding staff must be just and ethical.

> Dignity must be respected and merit recognized.

> Pay and rewards must be fair and working conditions

safe and comfortable.

> Staff suggestions and complaints must be openly

accepted and encouraged.

> There must be equal opportunity of employment and

development.

> It is not acceptable for the boss to be late for meetings.

> Provide the highest possible customer service

> Customer service must be consistent with resource

management responsibilities to protect the environment

and its natural resources.

> Customers and stakeholders should be regularly identi-

fied and their needs and wishes assessed.

> Seeking excellence in everything undertaken

> Foster a “can do” attitude.

> Experiment with new ideas, accepting that some

mistakes will be made.

> Research other organizational success stories and

adapt approaches if and where relevant.

The minister of this state water agency was strongly

focused on good customer service through subsidiarity. As

a result, many of its activities were decentralized to eight

regional centers, which were all given increased authority

and decision-making power. In addition, more responsibil-

ity, accountability, and information were transferred to the

regional staff.

Should Management Values and Style be Defined?

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8 9Eight basic management attitudes were developed under

the umbrella of the three ideals. These were sub-divided

into two or three features and included in the managers’

annual performance agreements. It was then the respon-

sibility of the managers to translate or incorporate these

into how work was undertaken. The eight management

attitudes are described as managers’ commitments. These

are commitments to:

1. Teamwork

> Openly encourage teamwork.

> Promote team ownership of projects rather than

individual or line department ownership.

> Include people of different levels and skills.

2. Business-like attitude

> Reduce bureaucratic processes, develop modern

systems, models, and analytical tools.

> Be action-oriented, encourage decisions rather

excessive deliberation.

3. Achievement

> Recognize and reward achievement

> Focus on outputs and outcomes rather than inputs

and process.

4. Innovation

> Visibly promote a positive attitude; be willing to

consider new, different ideas.

> Accept the risks and the occasional mistake that

come with new ideas.

5. Strategic thinking

> Ensure deliverables are met and look for opportunities

for improvement.

> Incorporate marketing and sales promotion at the

start of the process, not the end.

> Collect data and information to assist with trend

projections.

6. Customer relations

> Give customers high priority, even when their needs

or queries cannot be fully met.

> Encourage staff training in communication and

customer liaison.

7. Excellence

> Recognize that excellence must be sought continuously.

> Recognize that excellence has many dimensions:

technical quality, simplicity, originality, timeliness, and

so on.

8. Accountability

> Ensure that management information systems

provide adequate data to assess division/unit and

staff performance.

> Ensure that staff have adequate resources, training,

and decision-making authority to be held accountable

for performance.

> Treat poor performance as effectively as good perfor-

mance–but focus more on rewards than punishments.

Two bricklayers with different levels of motivation were working on a major church project “What are you doing?” they were asked. The dissatisfied worker replied, “Can’t you see, you idiot? I’m laying bricks.” The other worker said, “I’m helping to build a magnificent cathedral.” Which one is more likely to produce higher quality work?

10 11In tandem with the need for a positive culture and value

system is the need to treat staff with respect, to train

them as required, and to provide them with the tools and

technology to execute their jobs effectively and efficiently.

A human resource or staff management system is essen-

tial for providing guidance to staff on the various aspects

of the work environment. The following is an example of a

comprehensive human resources strategy:

> Equipping the organization with the right people

> Workforce planning for both organization goals and

particular project requirements

> Recruitment policies for all levels of staff

> Succession planning and programs for high achievers

> Restructuring or resignation procedures – redundancy,

redeployment, retirement, resignation, dismissal, exit

interviews

> Linking the staff to the job requirements

> Job design and job evaluation

> Function analysis and organization restructuring

> People development

> Analysis of training needs

> Management development programs

> Skills development

> Knowledge development for internal systems, models,

and tools

> Career support through study assistance, counseling

> Enhancing team and individual performance

> Performance management through work-plans, rewards

and recognition, penalties for poor performance

> Morale management through staff opinion surveys,

dispute settlement, grievance management

> Risk management and safety through safety plans, injury

rehabilitation, safety committees

> Clear accountabilities for staff management.

> Human resource policies, availability of manuals to staff

> Human resource management information system cover-

ing staff data bases, staff records

> Benchmarking, best practice analysis and audit

requirements.

Explanatory notes for all these components would be

included in the human resource management manual. All

staff should be informed of how to access the manual and

how to obtain copies of any required parts or components.

It is important that the leaders of the organization

encourage staff training. Even though the development

of a comprehensive human resources system as described

above is costly and time-consuming, it should not be

dismissed. It can be developed on a phased basis. If staff

are kept informed of the progress and future plans, they

are likely to be more receptive and productive employ-

ees. In this way, they see that efforts are being made to

value their contributions, further develop their skills, and

enhance their job satisfaction.

How to Respect and Value Staff?

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10 11

The ongoing review and evaluation of an organization’s

performance is another important step in the management

cycle. Governments, particularly ministers and the finance

departments, need to be repeatedly convinced of the value

of a river basin organization or a water resource manage-

ment agency. Many other subject areas are competing

for limited resources (health, education, transport, water

supply and sanitation). It must be demonstrated that the

river basin organization is positively impacting the produc-

tivity and protection of the river basin, as well as achieving

the government’s goals and aspirations regarding the use

of the basin’s resources. Demonstration must be based on

inferences from data – not just peoples’ opinions.

It is typical for many basin organizations to either neglect

the review and evaluation phase and/or to keep their suc-

cessful performance stories hidden. This in turn can lead

to a reduced budget and a decline in performance. The full

range of activities can no longer be undertaken, resulting

in even further dissatisfaction by the minister responsible

and pressure for agency reorganization.

Review and evaluation usually covers two areas: the

health and productivity of the river basin, and the overall

performance of the river basin organization. It is impor-

tant that both are considered under performance monitor-

ing. On the one hand, for example, a natural occurrence

such as a severe drought can lead to poor productivity and

low scores on the basin resource indicators. On the other,

the organization may have managed the drought and its

consequences reasonably well, which would deserve

a positive indicator rating.

Sustainability indicators and the collection and presenta-

tion of information relevant to these indicators, basin

productivity, and resource protection and health are

covered in Note 14.

Assessing an Organization’s Management Performance

Many external reviews of a river basin organization are con-

ducted. The government, the key central finance agency, or

staffing agencies may use these reviews to assess whether

the organization should continue as is, be restructured, or

perhaps discontinued. The possession of an excellent set of

performance statistics and supporting internal processes is

a useful defense tool against opposition.

Collectively the key pieces to comprise the review and

evaluation package should be:

> Annual reports – Reports for each division/branch as

well as an overall organization annual report should

be prepared.

> Staff opinion surveys – These can help draw inferences

about staff morale and concerns.

> Reports on management training – These can be used to

illustrate that succession planning is being considered

and the quality of management maintained and up-

graded as needed.

How Important Is It to Monitor the Organizational Performance of a River Basin Organization?

12 13

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12 13This Briefing Note has emphasized three aspects of the

management cycle: organizational strategies develop-

ment, human resources management, and performance

review and evaluation.

Impacts will be limited unless senior management fully

supports these components. Management must also

continually talk and meet staff, attend division and branch

meetings, hold staff meetings (perhaps breakfast and

morning tea information sessions) to promote goals,

objectives, targets, organizational beliefs, values, and ide-

als. Regular visits to regional centers, regular stakeholder

and customer liaison meetings, new programs and project

launches, and on the like are all also important initiatives.

Senior management must provide the enabling environ-

ment for growth and excellence.

> Has the organization defined a management cycle?

> Does the management cycle include the three key

aspects described in this note – organizational strategy

development, human resources management, and perfor-

mance review and evaluation – in addition to the more

traditional project management aspects?

> Are staff truly aware of the organization’s vision and

goals and informed as to how they are expected to go

about their tasks? Has a management philosophy and a

set of organizational beliefs and ideals been established?

If so, have staff been involved in the definition process?

> Do staff have ample opportunity to voice their views and

contribute to how responsibilities and tasks are assigned

and carried out?

> Are leaders seen frequently and do they talk about the

direction of the organization is going, the difficulties, and

the achievements to date?

> Are staff rewarded for excellence and penalized appropri-

ately for poor performance?

> Is there a review and evaluation program to assist with

justification of the organization’s existence and on-going

levels of funding and support?

How to Bring it All Together?

How to Move Organizational Management Forward in a River Basin Organization: A Few Key Questions

14 15 BDP Basin Development Plan

BET Beneficial Evapo-transpiration (ET)

CU Consumptive Use

DSF Decision Support Framework

ERS Environmental Resources Study

ET Evapo-transpiration

GW Groundwater

IRBM Integrated river basin management

KRA Key Result Areas

LWMP Land and Water Management Plans

MDBC Murray-Darling Basin Commission

MRC Mekong River Commission

NBET Non-beneficial Evapo-transpiration (ET)

O&M Operation and maintenance

OMVS Organisation pour la Mise en Valeur du Fleuve Senegal

RBO River basin organization

SMART goals Goal that are S (Specific), M (Measurable), A (Achievable),

R (Realistic), and T (Time-based)

SW Surface water

SWOT analysis Analysis of Strengths, Weaknesses, Opportunities,

and Threats

TBWRC Tarim Basin Water Resources Commission

TQM Total Quality Management

WSC Water supply corporation

WUA Water user association

WUP Water Utilization Program

Abbreviations and Acronyms

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14 15WEB SITES

Water Resources Management Sectors and themes including: Coastal and marine management Dams and reservoirs Groundwater Irrigation and drainage River basin management Transboundary water management Water and environment Water economics Water supply and sanitation Watershed managementInformation and access to the respective Web sites can be found at:http://lnweb18.worldbank.org/ESSD/ardext.nsf/18ByDocName/Sector-sandThemes

Dams Benefit Sharing from Dam Projects, November 2002http://www-esd.worldbank.org/documents/bnwpp/2/FinalReportBenefit-Sharing.pdf

Good Dams and Bad Dams: Environmental Criteria for Site Selection of Hydroelectric Projectshttp://essd.worldbank.org/essdint.nsf/90ByDocName/WorldBankSafeguardPolicies404NaturalHabitatsGoodDamsandBadDamsEnvironmentalCriteriaforSiteSelectionofHydroelectricProjects/$FILE/Good+and+Bad+Dams+final.pdf

GroundwaterGW-MATE: Groundwater Management Advisory Team Briefing Note Series.The overall structure of the series is as follows: Notes 1 and 2 – Broad introduction to the scope of groundwater manage-ment and groundwater system characterizationNotes 3, 4, 5, 6, and 7 – Essential components of management practice for major aquifers with large groundwater storage under stress from in-tensive water-supply development for irrigated agriculture and/or urban water-supplyNote 8 – The protection of potable groundwater suppliesNotes 9, 10, and 15 – Planning national and regional action for groundwa-ter resource managementNotes 13 and 14 – Management of smaller-scale water supply development in the rural environment The remainder of the series (Notes 11,12,16, and 17) deals with a number of specific topics that pose a special challenge.http://lnweb18.worldbank.org/ESSD/ardext.nsf/18ByDocName/Sector-sandThemesGroundwaterBriefingNotesSeries

The Murray-Darling Basin Murray-Darling Basin Initiativehttp://www.mdbc.gov.au/

The Living Murray Initiativehttp:/www.thelivingmurray.mdbc.gov.au/

Heartlands Initiative http://www.ciw.csiro.au/heartlands/partners/index.html

ToolkitsBenchmarking, Rural Water Supply and Sanitation for Multi-Sector Projects, Gender, Hygiene and Sanitation, Private Sector Participation, Small Townshttp://www.worldbank.org/html/fpd/water/toolkits.html

Global Water Partnership IWRM Toolboxhttp://gwpforum.netmasters05.netmasters.nl/en/index.html

Water Demand ManagementBuilding Awareness and Overcoming Obstacles to Water Demand Management, Guideline for River Basin and Catchment Management Organizations, IUCNhttp://www.gwpforum.org/gwp/library/River_basin_management_guide-line_26Oct2004.pdf

Water Resources and Environment Technical NotesThe overall structure of the series is as follows: A. Environmental Issues and Lessons B. Institutional and Regulatory Issues C. Environmental Flow Assessment D. Water Quality Management E. Irrigation and Drainage F. Water Conservation and Demand Management G. Waterbody Management H. Selected Topicshttp://lnweb18.worldbank.org/ESSD/ardext.nsf/18ByDocName/Sector-sandThemesWaterandEnvironmentWaterResourcesandEnvironmentTech-nicalNotes

Water Supply and Sanitation http://www.worldbank.org/html/fpd/water/index.html

OTHER SOURCES

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