Decentralised water governance in Zimbabwe: Disorder within order

Mapedza, Everisto; Manzungu, Emmanuel; Rosen, Tommy; Ncube, Phanuel; Koppen, Barbara van

doi:10.1016/j.wrr.2016.05.001

Cited by 11 publications

(1 citation statement)

References 22 publications

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“…Despite its intentions, decentralisation in the water sector has often not resulted in enhancing local decision-making (Gupta et al 2013). Despite financial devolution in some cases, overall financial and human resource transfers to lower levels have been sparse (Marks and Lebel 2016;Mapedza et al 2016). It is often unclear who is taking on which roles and responsibilities between different actors and institutions at various levels, creating coordination deficits and conflicts horizontally and vertically (Jackson and Gariba 2002).…”

Section: Decentralisation and Water Governancementioning

confidence: 99%

Vertical integration for climate change adaptation in the water sector: lessons from decentralisation in Africa and India

et al. 2019

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Vertical integration, which creates strategic linkages between national and sub-national levels, is being promoted as important for climate change adaptation. Decentralisation, which transfers authority and responsibility to lower levels of organisation, serves a similar purpose and has been in place for a number of decades. Based on four case studies in semi-arid regions in Africa and India, this paper argues that vertical integration for climate change adaptation should reflect on lessons from decentralisation related to governing natural resources, particularly in the water sector. The paper focuses on participation and flexibility, two central components of climate change adaptation, and considers how decentralisation has enhanced or undermined these. The findings suggest that vertical integration for adaptation will be strengthened if a number of lessons are considered, namely (i) actively seek equitable representation from marginal and diverse local groups drawing on both formal and informal participation structures, (ii) assess and address capacity deficits that undermine flexibility and adaptive responses, especially within lower levels of government, and (iii) use hybrid modes of governance that include government, intermediaries and diverse local actors through both formal and informal institutions to improve bottom-up engagement.

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