Water

Water Champion: Apichart Anukularmphai
NARBO - Working to Make IWRM a Reality
October 2004

By Ma. Christina Dueñas
Water Knowledge and Communications Coordinator, ADB

Dr. Apichart Anukularmphai is the president of the Thailand Water Resources Association (TWRA). He has been a staunch supporter of integrated water resources management (IWRM) since 1998, while serving as a member of the Global Water Partnership- Southeast Asia Technical Advisory Committee (GWP-SEATAC). He later became GWP-SEATAC's chairperson. Dr. Anukularmphai's contributions toward promoting IWRM in Thailand are significant. He organized the multi-stakeholder dialogues and workshops that brought IWRM-related issues and recommendations to the Government's attention. He also initiated the changes in Thailand's river basin committees (RBCs) to enable them to adapt to IWRM practices, and built their capacity for IWRM implementation. Dr. Anukularmphai first got involved with the Network of Asian River Basin Organizations (NARBO) when the TWRA organized the First Southeast Asia Water Forum in Chiang Mai, Thailand in November 2003. NARBO was officially launched in this Forum. NARBO was established to share knowledge and build capacity for IWRM in river basins throughout Asia. It recognizes the need for partnerships in promoting IWRM, and the need to support such partnerships through knowledge sharing and capacity building.

Implementing integrated water resources management is a complex undertaking. What strategies can you suggest to promote it?

The most practical strategy to promote IWRM is to introduce it into the government system step-by-step, taking into consideration the political, social, and economic conditions in each country. There is really no blueprint for this, but we will need a core-group in each country who will consistently promote the changes adopting IWRM will entail.

River basin organizations (RBOs) are the basic units for implementing IWRM. What are the major challenges in establishing or strengthening them?

The most basic is the need to change the mindset of the people, to get them to think bottom-up, participatory processes instead of top-down. For this, we need to educate them about the benefits and implications of having strong RBOs. We also need to promote the use of river basins as the planning unit rather than the current administrative boundaries. Convincing the government agencies to do this would take great efforts.

What role can NARBO play in promoting IWRM and strengthening RBOs?

NARBO concentrates in Asia so its efforts would have a concrete focus. Its key niche would be in building awareness and political will among the stakeholders. NARBO can do this by organizing national and regional training programs and workshops, showcasing successful IWRM experiences through case studies or introducing new mind-sets through dialogues with key stakeholders.

What strategies or innovations should NARBO adopt to perform these roles effectively?

NARBO also has to truly understand the concept of IWRM-- not just introduce modern technologies for project planning but also set in motion the IWRM process. Integration and participation are the key elements of IWRM process, and NARBO has to be able to introduce these.

Also, NARBO should define and constantly review its objectives. For instance, after the initial efforts of helping member countries adopt IWRM, does NARBO want them to become self-sustaining, or does it want to maintain its status as a regional entity those members rely on?

What key challenges will NARBO face in carrying out these roles?

The two key challenges would be in financing and administration.

First, NARBO cannot expect the member organizations to pay fees in order to support its activities. The member countries' contributions will likely be in the form of knowledge or experiences shared. Only a few would be able to contribute funds for NARBO's operations. As such, NARBO will need to source funds from regional and international donors.

Secondly, although NARBO now has a secretariat office shared by ADB, ADB Institute and Japan Water Authority, administrative cohesiveness and decision-making may not always be easy. The fact that NARBO cultivates a regional image by having a chairperson from each member country could also be a concern since an entity must be clear on who runs its programs in order to gain wide acceptance.

Can you share some interesting anecdotes related to IWRM promotion or implementation?

I have been involved in IWRM promotion for a long time now and have experienced various approaches to promoting it. But one constant thing in these approaches is the importance of an IWRM promoter or champion. This champion should be an opportunist who is familiar with the political climate in the area, and can push IWRM to the right people at the right moment. He must be in a position to influence. And he must be able to create a network of supporters from among the various stakeholder groups, and rally that support when needed.

If you can highlight 3 insights about your work in promoting IWRM, what would they be?

First, IWRM is a process, and an evolving one at that. There are no one-size-fits-all blueprints and short cuts to implementing it.

Integration and public participation are the keys to real IWRM. Without them, it is not IWRM.

Many changes in policy, institutional roles and management approaches are necessary before we can see true adoption of IWRM.

Related Links:

• Network of Asian River Basin Organizations
• Empowering People- One River Basin at a Time