Planning for IWRM implementation is an iterative process. This iterative process applies to both the National IWRM plans and to sub-sectoral plans. Figure 1 provides an overview of the key steps/stages in a typical planning cycle for IWRM Implementation.
Figure 1. Planning Cycle for Adjusting and Developing IWRM Implementation (Adapted from CapNet UNDP and GWP, 2005)
1. Initiation: The IWRM planning process is usually triggered by an internal or external impetus highlighting the need for better practices (Figure 2). External triggers can span from international discussions and forums which yield treaties and various water and sustainable development principles. Internally, issues of water pollution, water scarcity, and increasing public demand and competition can force governments to initiate the planning process for IWRM. Once the government and various stakeholders agree that IWRM planning and its eventual implementation is a necessity, the conceptual process can begin, as interests are now translated into political commitment. Other initiating activities must include raising awareness of principles related to IWRM and establishing a management team. Once the management team is established it is important to raise awareness within the team so there will be a commitment to the planning process based on IWRM principles.
Figure 2. Initiation Phase Flow Diagram (Adapted from CapNet UNDP and GWP, 2005)
2. Developing the Work Plan: This stage of the planning cycle speaks to the preparation of the work for producing an IWRM plan. Here, mobilisation of the team, developing the work plan, bringing in the correct stakeholders and ensuring political commitment is extremely important in the startup planning process (Figure 3). In the development of the work plan, one should expect to mobilise, gain political commitment, allow participation, and build capacity.
Figure 3. Mobilisation Phase Flow Diagram (Adapted from CapNet UNDP and GWP, 2005)
3. Establishing the Strategic Vision: A vision can be described as a statement which speaks to a future state and usually gives a time period of 20 years, (e.g., The Africa Water Vision for 2025). Such visions are important in guiding the planning process, as it gives a long-term perspective. Four key areas for consideration when developing a water vision are: i) examine existing water policies or visions for consistency with sustainable development, ii) ensure sufficient understanding of IWRM, iii) incorporation of the views of stakeholders, and iv) achieve political commitment to the vision or policy (Figure 4).
Figure 4. Vision and Policy Statement Flow Diagram (Adapted from CapNet UNDP and GWP, 2005)
4. Situation Analysis: Characterising the present situation when planning for IWRM implementation is crucial. This type of analysis helps us to examine the key factors of influence in each situation and gives a baseline, allowing practitioners to understand which direction they need to go (Figure 5). Assessment instruments (Tools C1) support this process and they can encompass; i) institutional and legal analysis, ii) hydrological and hydrogeological assessment, iii) environmental impact assessment, iv) social assessment and v) risk and vulnerability assessment.
Figure 5. Situation Analysis Flow Diagram (Adapted from CapNet UNDP and GWP, 2005)
5. Water Management Strategy and Options Identified: Many issues and solutions will be presented by stakeholders consulted; however, these proposals must be streamlined and clearly articulated and agreed upon. To do this, start with the vision as a statement of intent, then use strategic goals to allow you to describe how the vision can be achieved. Measurable activities for each goal must then be described by targets as this forms the core of the action plan, provides focus to resource usage, and guides the selection of options for action (Figure 6).
Figure 6. Water Management Strategy Flow Diagram (Adapted from CapNet UNDP and GWP, 2005)
6. IWRM Plan Prepared and Approved: At this stage of the planning cycle the previously agreed upon strategy must be operationalised into a consolidated and feasible plan which details; i) what must be done, ii) by whom, iii) when, and iv) with what resources (Figure 7). Four key areas that should be answered when attempting to write the plan, include i) the content of the plan, ii) political and public participation, iii) timeframe for completion of the plan, and iv) who writes the plan.
Figure 7. Management Plan Flow Diagram (Adapted from CapNet UNDP and GWP, 2005)
7. Implementation: The implementation phase remains a challenge for many nations who attempt implementing IWRM (Acheampong, Swilling, and Urama, 2016). Obtaining the plan is a milestone but should not be seen as the end (CapNet UNDP and GWP,2005). At this stage, the roles and functions previously prescribed in the strategy and plan must be operationalised, towards determining the impact made on water resources management during the upcoming M&E process. It is important to ensure that IWRM is institutionalized into government’s system via the highest level of endorsement and establish “champions” which catalyse and pursue the policy and implementation process (Anukularmphai, 2010) (Tools B).
8. Monitoring and Evaluation: M&E involves four critical areas; i) monitoring the process of implementation towards ensuring strategies outlined in the plan are actioned, ii) monitoring the outcomes of those actions, e.g., infrastructure investments, policy change, and institutional frameworks, iii) evaluating the progress towards the achievement of goals and objectives, and iv) using information gained to refine the strategy and to inform decision making (GWP,2006). Monitoring indicators allows us to assess this progress by answering key questions, i) where are we now? ii) where do we want to go? iii) are we taking the right path to get there and iv) are we there yet? (GWP, 2006). Monitoring and Evaluation Bodies (Tool B1.03) provide support in this instance. Such bodies can assist in data production and processing regarding the implementation of IWRM. The Country Survey Instrument for SDG Indicator 6.5.1 “Degree of integrated water resources management implementation” also serves as an entry point into assessing progress at the country level.
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