By Karin Kemper, William Blomquist, Ariel Dinar
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Additional resources for Integrated River Basin Management through Decentralization (English and English Edition)
Also, transaction costs are likely to be lower if familiar organizational forms are used, rather than an additional set of organizational arrangements requiring greater adjustment on the part of stakeholders (though some new institutions will often need to be created to promote communication and integrate decisionmaking across communities within a river basin). All other things being equal, decentralization initiatives are more likely to succeed in gaining stakeholder acceptance if they take advantage of existing social capital by being based upon, and constructed from, traditional community governance institutions and practices.
The answer to this is naturally complicated by variations in stakeholder involvement 2 and lengths of time basin management has been undertaken. Where sustained active involvement occurred, it appeared to be connected with stakeholder perceptions that the basin management organizations were engaged in important issues, were making (or had made) a positive difference in basin conditions, had 2 Cases such as the Warta and Brantas basins, for instance, which had not yet institutionalized particular mechanisms for stakeholder involvement by the time of the study, might be categorized as “not applicable” with respect to this question.
This chapter discusses the eight cases with respect to those questions, while highlighting other factors that emerged as important during the course of the study. 1 Characteristics of the River Basin Organizations, Decentralization Reforms, and Approaches to Stakeholder Involvement The cases studied for this project varied in a number of ways, beginning with the water resource problems that water users and policymakers were trying to address. 1 presents the three or four most important water management challenges in the basins, listed in order of decreasing priority or severity for each case.