Promoting Good Governance in Yemen through the Yemeni-German Water Sector Program (WSP)

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Published byDeutsche Gesellschaft für Internationale Zusam-menarbeit (GIZ) GmbH

Registered officesBonn and Eschborn, Germany

GIZ Water Sector Programme 53113 Bonn, GermanyGIZ Office Sana´aHadda area – Str. 21 – Villa 9P.O. Box 692Sana´a, Republic of YemenT: +967 1212 110 / 111F: +967 1214 539E: giz-jemen@giz.deI: www.giz.de/Yemen

TextMaurice DöringConstanze BulstDavid Jebens

Design and layout GFA Consulting Group GmbHNatascha MalikEulenkrugstraße 8222359 Hamburg, Germanywww.gfa-group.de

Photo creditsGIZ Water Sector Program Yemen, Abdu Alyousufi, Fotolia

As atMay, 2013

On behalf of the German Federal Ministry for Economic Cooperation and Development (BMZ)

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Table of Content

Executive summary ....................................................................................................................... 04

Introduction .................................................................................................................................... 05

1. Good governance in development cooperation ....................................................................... 06

1.1 The role of governance .................................................................................................. 06

1.2 Objectives and principles of good governance .............................................................. 07

1.3 Levels of intervention to promote good governance ...................................................... 09

1.4 The nexus of transforming fragile statehood and good governance .............................. 09

2. The Yemeni-German Water Sector Program (WSP) ............................................................... 11

2.1 Political background ....................................................................................................... 11

2.2 Challenges of water governance in Yemen .................................................................... 13

2.3 Institutional reform of the water sector ........................................................................... 13

3. Implementing good governance through the Water Sector Program ...................................... 15

3.1 Facilitating strategic policy direction ............................................................................... 15

3.2 Supporting improved decentralized governance performance ....................................... 17

3.3 Increasing legitimacy and voice by enabling participation ............................................. 18

3.4 Ensuring fairness in governance .................................................................................... 19

3.5 Improving accountability in state-society relations ......................................................... 21

3.6 Building governance capacities for crisis management ................................................. 21

4. The GIZ WSP as facilitator of good governance – lessons learned ........................................ 23

Abbreviations ................................................................................................................................. 25

References .................................................................................................................................... 26

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Yemen’s future socio-economic development and poverty alleviation hinges on the state’s capacity to secure its people’s endangered livelihoods. Many Ye-meni have lost faith in the inefficient and weak state institutions. Vulnerable groups, such as the poor, women, children and refugees, suffer the most from the lack of urgently needed basic services. Better governance is the only option for the state to regain trust and legitimacy and efficiently shape sustainable development.

The Yemeni-German Water Sector Program (GIZ WSP) lays the ground for sustainable development in Yemen by bringing the rather abstract concept of good governance into the critically important water sector. It makes an essential contribution to the implementation of good governance in the sector by following BMZ’s outlined strategic approach to promoting good governance. The Program merges political, technical and administrative advice in a multilevel approach to reach into both the struc-tural and the performance dimension: Crucially, it supports the introduction of vital reforms in the Ye-meni political and administrative system, achieving successes in building capacities by bringing together actors of governance in participative governance structures.

The Water Sector Program promotes good gover-nance in state institutions at all relevant – national, corporate, regional and local – governance levels within the water sector and beyond. GIZ WSP supports the Yemeni government in implementing a comprehensive reform program aimed at creating a sound legal and institutional framework for water and sanitation service provision and water resources management. As responsibilities and competencies have been reorganized in accordance with the sub-sidiary principle, GIZ WSP support and advisory services focus on enabling stakeholders, including civil society, to fulfil their new roles.

Through the various approaches and instruments routinely used by GIZ WSP, key principles of good governance are becoming institutionalised: GIZ

WSP promotes direction in social policy and better regulation capacities at national level, and supports improved operational procedures and skills for more efficient and effective performance in decentralized institutions. It enhances legitimacy and voice by facilitating participation at regional and local levels, fosters accountability of stakeholders and ensures fairness of governance by promoting the rule of law and empowering vulnerable groups, particularly women, to participate in decision-making.

Through its work GIZ WSP creates openings for new modes of governance and sustainable pro-poor policies. The Program strengthens state-society relations, supports institutions in policy formulation and implementation and enhances the stakeholders’ abilities for crisis management, contributing to a development-oriented transformation of Yemen’s fragile statehood.

Executive summary

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The Arab Republic of Yemen is the poorest country of the Arab world and faces various socio-economic problems ranging from poverty and unemployment, water scarcity and food insecurity to political and so-cial unrest and state fragility. The state lacks executive control over parts of the territory, while the existing public service institutions are weak, prone to ineffici-ency and corruption, and lacking in capacity.

Politically, Yemen’s unity and stability is close to col-lapse due to lingering conflicts in the country. Tribal disputes often result in outbreaks of violence. Exten-sive battles between Al Qaida on the Arab Peninsula (AQAP) and the Yemeni army in the South have forced thousands of people to flee their homes, con-fronting the state with its inabil ity to provide for this large number of Internally Displaced People (IDP).

Due to its fragility, the state itself has only very limited capacities to ensure development. Al though the country will run out of oil in the near future, its rarest resource is water. Yemen suffers from a critical water shortage and resources are becoming ever more scarce, assigning the water sector a central role in the country’s socio-economic development. For this reason the German Ministry of Economic Coopera-tion and Development (BMZ) has chosen the water sector, besides education, as its strategic focus, and is implementing further activities in the fields of sus-tainable economic growth, vocational training, food security and fighting corruption.

Yemen has recently entered a crucial period of po-litical transition, with presidential power changing hands for the first time in over three decades. The international community has strongly committed itself to supporting the country’s stabilization and development; the effectiveness of all aid measures is at stake.

There is now a push for good governance in Yemen, rooted in the firm belief that only a participative, ac-countable and democratic state can deliver solutions to the enormous challenges ahead. Especially in view

of the political transition and the ongoing humani-tarian crisis, getting back on track towards stability and development urgently requires international assistance. Consequently BMZ also places a strong emphasis on good governance.

This publication examines the promotion of good governance via selected activities of the Yemeni-Ger-man Water Sector Program (GIZ WSP). It does not aim to perform a general evaluation of the GIZ WSP, but is meant solely to point out the contribution of specific elements of the program to the promotion of good governance. To begin with, the paper introduces the key principles of good governance and their levels of implementation, linking them with the special conditions of fragile statehood in Yemen. Various ap-proaches and impacts of the WSP and their reference to the key principiles are then presented to identify the pivotal contribution of the program to good governance promotion. The paper concludes with the key experiences from the fieldwork.

Introduction

Box 1Social indicators for Yemen

Population (in 2009) .................... 23.5 Mio.

Population growth rate ................. 2.7 %

Under the age of 14 ...................... 43.3 %

Urban population ......................... 31.8 %

GDP per Capita (2011) ............... 1070 US$

Unemployment (2008) ................ 15 %

Poverty Rate ................................. 34.8 %

HDI Rank 2011 ........................... 154 of 187

(Sources: UNDP and World Bank)

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1.1 The role of governanceOver the last two decades, “good governance” has be-come the guiding principle of international development cooperation. It is universally acknowledged as the key to development and poverty reduction, as indicated in the UN Millennium Declaration, which declares that “Success in meet ing these objectives depends, inter alia, on good governance within each country” (III/13).

Governance can be defined broadly as the “exercise of political, economical and administrative authority to manage a nation’s affairs” (UNDP 1997: 8). In terms of practical outcomes, it is the task of governance to determine “the distribution of benefits” (OECD 1995: 14) or the “provision of collective goods” (Bör-zel/Risse 2010: 114).

Governance includes all sets of formal or informal rules and social norms which regulate interactions and define decision-making processes within a society. This means that governance goes deeper than simply descri-bing what governments do; it also encompasses how decisions are taken (OECD 2012: 127). The term, therefore, extends beyond a purely structural dimen-sion (i.e. the “rules of the game”) and refers also to an operational dimen sion, relating to the performance, management and running of public affairs.

In the Paris Declaration of 2005, the interna tional donor community declared ownership as a key principle for development and effective aid allocation. In accordance, the international donor agencies redefined their own role as facilitators and builders of capacities that under-pin reform processes, which in turn are designed and implemented by national governments. However, for a country to own and effectively deliver development programs – with or without donor support – it needs wellfunctioning state institutions and a commitment to the principles of good governance. Focus ing purely on state institutions, however, indicates a hierarchical understanding of governance, where political authority is exercised vertically downwards from the state to society. “New modes of governance” instead is a term which describes the horizontal relationships of stakeholders within a triangle of state, private sector and civil soci ety,

who cooperate and decide jointly on public manage-ment. This implies a horizontal and vertical devolution of responsibilities and competencies.

With this framework in mind, effective promo tion of good governance needs to be implemented simulta-neously and comprehensively on all levels of society and its institutions. It further needs to balance the strengthening of public institutions and the empower-ment of other actors, such as civil society and private actors. This objective requires a broad scope of access and instruments that reach deep into the society’s governance structures.

1. Good governance in development cooperation

Illustration 1: Principles and objectives of good governance

SOCIETY

Legitimacy and voice

Direction

Performance

Fairness

Accountability

StateCivil Society

Private Sector

Human Rights Poverty

Reduction

Sustainable Human Development

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1.2 Objectives and principles of good governanceWhat exactly comprises good governance of a society’s affairs? Good governance aims at public welfare, responding to the critical needs and demands of the population.

According to BMZ, good governance refers to policy and politics aiming at achieving poverty reduction, sustainable development and fulfilling the MDGs (BMZ 2009: 6). Good governance lays the foundati-on for development by the people (see Hyden/Court 2002: 5).

Consequently, all state policies should aim to achieve the following three objectives:• Sustainable human development: a policy which

puts people at the centre of development, advo-cating life opportunities for present and future generations and preserves natural resources as the basis of all livelihood (UNDP 1997: 4).

• Poverty reduction and MDGs: poverty is not only a matter of economic growth and income, it is also an issue of access, usage, management and securing of natural and social resources, which in turn is a matter of propoor governance (OECD 2012: 33).

• Protection of human rights: ensuring people’s rights of access to basic services, participation in public affairs, individual freedoms and free will, all of which is aimed at empowering people to drive development.

BMZ (2009) highlights five principles for promoting good governance: 1. Strengthen ownership of good governance and

reform processes; 2. continuous political dialogue; 3. strengthen state and civil society; 4. adjust interventions to local realities; 5. consider good governance as a crosscutting issue.

Various international organisations such as the World Bank, OECD, EU and UNDP offer a cata-logue of criteria to describe what is meant by good governance. The examination of devel opments in the Yemeni water sector presented in subsequent chapters is based on the five principles used by UNDP, which are discussed below:

DirectionAccess to resources such as water, education and health, and an equatible share of the benefits of development are basic human rights that need to be guaranteed. To fulfil their commitment towards the population, state institutions must follow a strate-gic vision, implementing a coherent and consistent social policy that aims at securing human rights, es-pecially those of marginalized groups. Following the principle of owner ship, national governments are responsible for develop ing national policies that suit local needs, taking the country’s historical, traditio-nal and cultural heritage into account (e.g. Czada/Weilenmann 2004).

PerformanceResponsiveness requires institutions and processes to be open to the needs of all stakeholders. To this end, policy formation must be demand driven and sustai-nably results-oriented to ensure the effectiveness and efficiency of measures. Investments must be reasona-ble and targeted.

A well peforming civil administration is the foun-dation of a citizen-oriented and efficient public ma-nagement of collective goods, connecting state and society. Decentralized structures ensure transparent procedures, getting closer to the problems of the people, which centralized authorities cannot achieve. Of crucial importance is the principle of subsidiari-ty to develop accurate and quick responses to local demands and needs.

Legitimacy and voice Those who are affected by politics should have a say in the process of decision-making. Participa-tion needs open state institutions, which operate in a consensus-oriented manner. Guaranteeing people a political voice in decision-making, the right to be organized in civil society groups, to formulate de-mands and have freedom to exercise their political, economic and social rights, is a vital part of good governance.

Often local people have a more indepth understan-ding of local problems and possible solutions. This not only increases both input and output legitimacy of governance (see e.g. Czada 2009: 20); crucially,

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it also contributes to improving cooperative and constructive relations between state and society (see BMZ 2010).

FairnessEveryone should have the right to benefit from pu-blic services and development. Public service institu-tions and processes must protect the equity of access to basic services, without favouring any particular group or clientele.

Gender equity is a focal point with regards to pro-tecting human rights. Women in particular suffer from poverty and are often deprived of their right to participate and develop their capacities. Poli-cies need to take women’s needs and interests into account, ensuring equity and inclusion, recognising that the empowerment of women is vital for deve-lopment.

AccountabilityThe extent to which institutions and actors at all levels can be held publicly accountable for their decisions and actions, particularly where these impact on other stakeholders, institutions and society, is crucial from a good governance perspective. To ensure accountability, it is essential for decision-making processes to be transparent, and performance infor-mation should be made avail able to the public.

Where the delivery of public services has been out-sourced to independent (public or private) corpora-tions as part of decentralization, these new corpo-rate actors become subject to the same principles: appropriate investments, transparent procedures and customer-oriented operations and accounta-bility. A key element is the control of corruption. Corruption prevents efficient services and reasona-ble investments. Resources are wasted and institu-tions establish a culture of clientelism.

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1.3 Levels of intervention to promote good governanceGood governance primarily refers to the politi cal dimension. In line with the five principles of good governance set out above, BMZ sets five fields of ac-tion in which good governance should be promoted: 1. protecting human rights; 2. democracy, the rule of law and media; 3. gender equity; 4. administrative reform and decentralization;5. good financial governance, transparency and

anti-corruption.

Yet, promoting good governance solely on the macro-level (e.g. constitutions, policies and struc-tures) is not sufficient to improve actual governance performance. If governance structures are being diversified, good governance principles must guide activities at all levels. This requires advisors also to step into the decentralized corporate level of service delivery. Often development cooperation will then find itself right at the focal point between state and society as well as between stakeholders.

In the water sector, four vertical dimensions of multi-level governance are vital to strengthen insti-tutions and improve service performance: good na-tional governance, good corporate governance, good regional governance, and good local governance.

Structures and processes of new modes of gov-ernance become more complex than hierarchal ones. Therefore UNDP (1997: 1) defines the goal of governance initiatives as “develop[ing] capacities that are needed to realise development.” Capaci-ty development, as described by Ernstdorfer and Stockmeyer (2007: 17), is the “[…] process of empowering individual organisations and people and the improving of their respective political-administrative framework conditions.” This process aims at the state, civil society and private actors, for example enterprises. It is the task of develop-ment cooperation to build these capacities for good governance.

1.4 The nexus of transforming fragile statehood and good governance

State fragility threatens the lives and livelihoods of the population, especially of the poor. Under conditions of state fragility institutions are prone to corruption and fail to manage public affairs effec-tively.

Hyden and Court (2002: 29f ) emphasise that the manifestation of governance is highly context-specific and depends on particular national determinants such as history, socio-cultural traits of a society, previous political regimes, economic sys tems and the interna-tional environment. When promoting good govern-ance and statebuilding, it is thus helpful to bear in mind that acceptance of particular local governance conditions is used as a frame for a nation’s statehood and not just as a preliminary status on the way to a modern western state (Risse/Lehmkuhl 2007: 25f ).

The image of a modern nation state does not always conform with the reality on the ground. Where state institutions are weak, other more traditional struc-tures of governance step in.

International efforts in statebuilding cannot simply focus on strengthening state institutions, as this would lead to both a lack of legitimacy of those institutions and to a loss of incentives for coopera-tion between society and state (Börzel/Risse 2010: 118). The state’s institutions must be defined in terms of new modes of governance, fostering a bottom-up-approach to governance from the local level.

The development of functioning state institutions and empowered civil society is primarily an en-dogenous process, which emanates from exis ting traditions and social structures. Therefore, strengthening civil society and institutionalising its participation on legal and administrative levels is essential to enhance locally rooted development of statehood (BMZ 2010: 16f ). In order to avoid harming this sensitive process, interna tional aid agencies have to be highly aware of the local structural and traditional conditions in which they work, adjusting their role as facili tators to the prevailing circumstances.

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Weak and corruption-infested institutions urgently need to regain trust and legitimacy. If quality of service improves visibly and noticeably, people start to accept the state’s authority. Local elites and power structures have to be included in all initiatives to ensure acceptance and legitimacy of both the state’s and donors’ activities (Czada/Weilenmann 2004). Building a participative and active civil society as a driver of development in particular can only be successful if existing traditions and norms are pro-minently taken into account.

Development cooperation under conditions of state fragility requires different approaches as no functio-ning institutions are in place, the political situation is unstable and highly volatile and/or the scope of cooperation is subjected to the political considera-tions of the donor country. The guiding principle is “stay engaged but differently”. BMZ (2007a) sets out a strategic concept for how to proceed in fragile states, depending on the status quo and willingness of governments to improve governance. If govern-ments are incapable or unwilling to undertake development-oriented politics, assistance should

focus on improving basic services and strengthen ing civil society and agents of change.

Weak institutions must receive support in building capacities, improving performance and formulating reform policies. Along with the institutional consoli-dation of statehood, the role of participation of civil society is crucial to ensure comprehensive, genuine development of statehood with sufficient input- and output-legitimacy. Further the state must respect and protect human rights at all times.

Fragile states also have a high risk of crises, political, economic or natural, which usually lead to even worse conditions for the population, as already weak institutions fail to cope with the situation. Develop-ment aid therefore must focus on building the insti-tutions’ capacity to respond quickly and efficiently to the needs of the affected population, especially the poor, women, children and refugees.

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2.1 Political backgroundYemen has a history of political turmoil and govern-ment instability. Most recently, violent escalations of protests forced the resignation of the longstanding president Ali Abdullah Al Saleh in November 2011, as part of a transition plan brokered by the Gulf Cooperation Council (GCC). The Houthi-Clan in the north and the secessionist Southern Movement, which is striving for more political rights, remain key political players as the new President Abdrabah Mansor Al Hadi faces the challenge of building a sta-ble and effective government and resuming develop-ment activities.

Violence and terror have had serious impact on public services. In the north, infrastructure suffered severe damage during armed confrontations between Houthis and government forces. Fighting to recapture areas controlled by Al Qaida on the Arab Peninsula (AQAP), which seized power in several districts in the southern prov inces of Abyan in the wake of security problems in the capital, widely destroyed entire vil-lages and forced tens of thousands to flee their homes.

Yemen is considered at high risk of further deteriora-tion of already poor governance. State institutions on the macro-level often lack clear mandates concerning competencies and policy development. As a result, le-gislative provisions are often complex and conflicting, which slows down the implementation of policies whose long-term coherence is already compromised by the fragile political situation.

At the same time, allpervasive clientelism and nepotism, right down to the lowest level, leaves Yemen’s administrative system prone to inefficiency and ineffectiveness. State institutions, however, are not experiencing a period of decline; rather their current weakness is a result of historically delayed statebuilding. State authority has been constant-ly challenged by tribal or political groups. Civil society is weak and there are few opportunities for fair and equal participation. Establishment and activities of civil society groups are being hampered by inappropriate legislation.

2. The Yemeni-German Water Sector Program (WSP)

Box 2 Governance indicators for Yemen

Failed State Index (in 2011): 13 of 177

Bertelsmann Transition Index (in 2012)

Rank out of 128

Status Index ..............................................108

Democracy transformation .......................104

Market economy transformation ............. 110

Rank out of 108

Management Index ..................................102

World Wide Governance Index

The World Bank’s WWG-Index rates the

World Bank’s dimensions of governance on a

scale from -2.5 to 2.5.

2010 2005Voice & Accountability .......................... -1.28 -1.06

Political Stability/Absence of Violence ................. -2.22 -1.45

Government Effectiveness ............................. -1.03 -0.93

Regulatory Quality ................... -0.60 -0.82

Rule of Law ............................... -1.05 -1.27

Control of Corruption ............. -1.14 -0.79

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Indices show that governance performance has decre-ased significantly over the last few years (see box 2). State fragility has consolidated a “state capture” by specific elites and economic interest groups striving to take control of public goods and divert them to a certain clientele, excluding other segments and groups of society (see e.g. OECD 2012: 127). Chronic disre-spect of law and inefficiency have entrenched mistrust and reluctance to cooperate among the general popu-lation and traditional entities who are not part of the favoured clientele.

For centuries, Yemenis have trusted and relied on traditional systems such as tribes, who afford norms and accepted mechanisms for social interaction. Tribes represent independent political, social, econo-mic and cultural entities, which are often – wrongly – perceived as one of the main reasons for Yemen’s weak statehood. Tribes are not reluctant to cooperate with the state per se; only some tribes have gained more benefits from cooperating in the patrona-ge system than others. However, as contemporary challenges faced by society are becoming increasingly too complex to be resolved in traditional tribal ways,

even more reluctant tribes are willing to see and accept legitimate and functioning state institutions in their area (Al Dawsari 2012: 2, 11). Eliminating clientelism and nepotism from state institutions and increasing their effectiveness will be an entry point for rebuilding the state’s relationships with the country’s traditional social entities.

Development cooperation with the objective of promoting good governance in Yemen operates at the centre of this sensitive relationship between state and society. It needs to strengthen institutions to deliver visible and noticeable outcomes in order to regain trust and at the same time promote and support par-ticipation and bottom-up-policies to build acceptance and legitimacy of state institutions. Promoting good governance in Yemen is thus deeply intertwined with transforming fragile statehood and building construc-tive state-society relations.

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2.2 Challenges of water governance in YemenOnly 125 m3 of water are available annually per capita in Yemen, and resources are polluted and gravely overused (partly by over 400 %). 45 % of the population do not have access to improved water sources. Irrigated agriculture, mostly “re-gulated” by traditional laws, accounts for 93 % of the water used, posing a conflict of interests between farmers and the demands of sustainable water resources management and supply. Effective and sustainable governance in the water sector can only work if these conflicts, notably the threat of overabstraction, are addressed inclusively and the livelihood of farmers protected (see World Bank/GTZ 2007: 7, 61f ).

The absence of clear governance structures in the Yemeni water sector exacerbates the ongoing national water crisis:• Water resources are not used economically or in a

socially stainable manner;• roles and competencies of actors in terms of

policy making, regulation and service delivery are not properly defined, which leads to conflicts of power and mutual distrust;

• decision-makers are often reluctant to relinquish power to allow for decentralization and coopera-tion;

• water rights and demand for water are un known, preventing clear policy strategies;

• services operate inefficiently, providers are often overstaffed, not customer-oriented and fail to reach vulnerable groups, a failure in terms of equity and poverty reduction;

• complex bureaucracy creates obstacles to efficiency, accountability and transparency;

• institutions lack mechanisms for participation, while stakeholders are allowed few opportunities for interaction and coordination which would ensure respresentativeness;

• staff at all levels lack operational and management skills.

2.3 Institutional reform of the water sectorGiven the crucial importance of the water sector for poverty reduction and sustainable human develop-ment in Yemen, improvements hinge on the resoluti-on of its acute water crisis, which is primarily a crisis of governance. GIZ has been assisting the Yemeni government to address these crises for over 20 years, with cooperation surviving turbulent times. The poli-tical decision to decentralise water services provision and resources management, which took hold in the late 1990s, was complemented with a reorganisation of national sector governance during the following decade.

GIZ’s program to assist the “Institutional Develop-ment of the Water Sector to support the implemen-tation of the National Water Sector Strategy and Investment Program (NWSSIP)”, or GIZ Water Sector Program (WSP) for short, has been offering comprehensive multi-level support since 2006. The emphasis on enabling partners to design and imple-ment institutional reform is in line with develop-ment cooperation in the water sector broadening its approach from technical interventions towards a more holistic reform of political governance (Renger/Werchota 2009: 30).

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Each of the WSP’s five components has distinct ob-jectives for its level of activity, working with different counterparts and instruments:1. At the national level, GIZ WSP works closely

with the Ministry of Water and Environment (MWE) through an integrated Technical Secre-tariat (TS), offering advice to political decision-makers on the implementation of reforms and amending the legal framework of the water sector.

2. To address the shortage of qualified human resources, GIZ WSP offers training courses to staff of water utilities. In parallel it supports the establishment and operation of a Human Resour-ces Development Centre in the water sector.

3. GIZ WSP works with 17 local corporations (LCs) and Water Utilities (WUs), focusing on opera-tional procedures to guarantee standards and improve water supply services.

4. GIZ WSP supports the establishment of regi-onal Water Basin Committees (WBCs) under the National Water Resources Authority (NWRA) in order to create decentralized water resources management.

5. At the local level, GIZ WSP supports local actors in the province of Amran in improving rural wa-ter supply and sanitation and health education.

When the political situation critically deterio rated in 2011 and the numbers of internally displaced people increased rapidly, GIZ WSP adjusted some of its activities to support sector institutions in coping with the crisis and to provide emergency measures to the affected population. Focusing on improving institution al crisis manage ment and sector perfor-mance under stress, and responding to the emer-gency demands of the IDP and local communities, GIZ WSP broadened its remit to include maintai-ning the public water supply service and providing deprived groups such as IDP with access to water. With refugees returning to Abyan, reinstating basic service provision becomes a pressing task. GIZ has already (internally) outlined proposals for post-crisis recovery. This concerns the recovery of previous achievements in services and the promotion of good governance in building capacities and strengthening institutions during reconstruction.

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The following section examines the contributions of GIZ WSP to the implementation of good governance principles, the improvement of legitimate governance output, the strengthening of institutions and building of capacities, including crisis management. GIZ WSP is in line with fields of intervention set by BMZ as well as the internationally accepted principles of good governance.

3.1 Facilitating strategic policy directionProtecting human rights of access to basic services as a means of securing livelihoods and benefiting from development requires a peoplecentred and propoor sector policy. GIZ WSP’s support to this strategic ob-jective dates back to 1997, when the Yemeni govern-ment resolved to reform its water sector, which was until then centrally managed by the National Water and Sanitation Authority (NWSA). The political deci-sion to decentralize and the requisite preparation of a comprehensive sectoral reform agenda were supported by GIZ via its TS in the MWE from the outset.

Until the enactment of the 2002 water law, Yemen had no legal framework for water allocation, management and political responsibilities; traditional rules and norms had regulated the usage of this sensitive resour-ce. GIZ WSP has nurtured capacities at the political level to formulate a strategic vision for water sector politics. Ownership was strengthened at the political level to identify key problems, to prioritise strategic activities and investments and to set and implement a reform agenda. Whilst national political stakeholders are fully responsible for achieving the objectives of their reform agenda, GIZ WSP has been instrumental in facilitating reform implementation:

A multistakeholder process, aimed at substantiating the policies set out in the Cabinet resolution and developing an action plan, culminated in the pu-blication of the key document for sectoral reform, the National Water Sector Strategy and Investment Program (NWSSIP), in 2005. The NWSSIP focuses on the vital issues of sustainable water use (irrigation, supply and resources manage ment) and institutional sector governance. It stipulates a decentralized reform

3. Implementing good governance through the Water Sector Program

Box 3Key points of the NWSSIP reform agenda

Groundwater resources and the challenge

of irrigated agriculture• Decentralized management and stake holder

partnership approach• Recognizing existing rights and

controlling expansion• Revision of the economic incentive

structure for groundwater use

Urban water supply and sanitation• Creating efficient and accountable utilities• Investing in increasing coverage, with

priority to the poor• Making water and sanitation services

affordable

Rural water supply and sanitation

• Rapid expansion of coverage with a pro-poor emphasis

• Making services inclusive, affordable and sustainable

• Improving implementation

(Source: World Bank/GTZ 2007: 11)

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of water service provision and resources management, delegating powers to regional Water Basin Com-mittees and devolving operational respon sibility for urban water supply and sanitation to 14 autonomous Local Corporations (LCs). At the national level, new institutions with specific competencies have been es-tablished, such as a dedicated sector ministry (MWE), the National Water Resources Authority, and a General Authority of Rural Water Supply Projects (GARWSP), all of which need to be integrated into a functioning system of water sector governance.

One critical gap in sectoral governance is the division of political responsibility for water and irrigation, the first being assigned to the MWE, the latter to the Mi-nistry of Agriculture and Irrigation (MAI). While water resources manage ment is the task of the MWE-sub-ordinated NWRA, it cannot be adequately addressed without an integrated approach to sustainable irriga-tion policy. A very sensitive issue here is the extensive cultivation of qat, a highly water intensive plant which poses serious health risks to its large number of consu-mers. For farmers, however, it is a very economically at-tractive product, inducing them to switch from regular crops to qat production and thus exacerbating illegal drilling and overuse of water resources. This problem illustrates the interlinkages between different sectors (in this case irrigation, health, economic development and sustainable water resources management), which

call for further integration of crosssectoral governance, strategic vision and policy formation to achieve good water governance.

GIZ WSP continues to provide support and advice to the minister and the various steering bodies. It orga-nizes multisectoral workshops for building capacities and to promote inter-institutional cooperation. In this manner, GIZ WSP facilitates crosssectoral awareness of critical issues in the water sector and contributes to the continuous development of sectoral policies which comprehensively address all interdependent challenges of sectoral reform and sustainable development. For the same reason, GIZ WSP also supports the Joint Annual Review (JAR) to establish regular mechanisms of exchange of information between stakeholders and to monitor the progress of the reform agenda.

The support offered by GIZ WSP to the consolida-tion of sectoral governance structures and policies makes an essential contribution to promoting good governance at the political level and strengthening ownership of vital sectoral reforms. GIZ WSP works in close cooperation with its national partners, en-joying a high level of trust as a reliable partner with considerable expertise. A close relationship has deve-loped, which opens minds and doors, allowing GIZ WSP to promote good governance in policy formati-on and politics at the national level.

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3.2 Supporting improved decentralized governance performanceDecentralisation of water services and alignment of resources management with water basins requires actors and stakeholders at all levels to adapt to newly defined roles. GIZ WSP assistance targets all relevant sectoral governance levels – national, corporate, regi-onal and local – providing comprehensive support to this reform of governance structures and processes.

The national levelDecentralization requires national institutions to transform themselves from operators into steering and regulating bodies. This process is often met with resi-stance, as individuals fear a loss of power. The political dialogue between GIZ WSP and the Yemeni partners enhances the foundation for the political will to chan-ge by working on role definitions and the perception of decision makers. To achieve a substantial impact of reforms on the performance of actors, capacities and convictions for a change of mindset have to be built. Intensive advisory services are required at each practi-cal step during this protracted learning process.

GIZ WSP supports the political process of rebuil-ding sectoral governance. In structural terms this includes facilitating and advising on the decentrali-zation and devolution of responsibilities to different institutions and to lower governance levels. The now autonomous Local Corporations (LCs) may serve as an example: in order to assist MWE with its su-pervisory responsibilities, GIZ WSP supported the development of a Performance Indicator Information System (PIIS), which was undertaken jointly with MWE, NWSA and the LCs. GIZ WSP also supervi-sed the establishment of a PIIS unit within the MWE, which monitors performance based on data provided by the LCs.

As this data is not independently collected or con-trolled, and the LCs are still public corporations under ministry appointed management, there is a risk that the data do not reflect actual performance. In addition, the LCs have not been able to provide data since the crisis broke out. Establishing an independent regulatory institution that would take charge of per-formance monitoring activities remains on the agenda of GIZ WSP.

The corporate levelImproving governance performance goes far beyond the structural, deep into the operational dimension. While responsibility for operation and management of the supply infrastructure has been delegated to Local Corporations and Water Util ities, these remain fraught with many problems widely encountered within the public sector. Most importantly, staff running these utilities lack vital capacities in management and ope-ration. GIZ WSP therefore developed a two-pronged technical assistance package for these utilities, which complements direct support to improve service delivery and inhouse operational procedures with activities on human resources development (HRD).

One primary aim was to enable utilities to respond quickly and effectively to their customers’ demands, thus gaining trust and acceptance and collecting appropriate payment for services. To this end, GIZ advisors worked on simplifying administrative procedures for customers, and provided technical support for a GIS-based identification of existing connections to register customers. New customero-riented complaints procedures have been developed within the LCs to improve utilitycustomer relations. In Sana’a, a customer service centre was established as a showcase project. Customers can now contact the utilities, identifying themselves with their regi-stered and mapped meter, and their problems are then channelled into appropriate tools and mecha-nisms for processing.

GIZ WSP supports the establishment of a national centre to serve as a coordinating institution and service provider of HRD for the entire water sector. A broad variety of training courses, covering admini-strative, budgetary, fiscal, technical, operational and management skills, are on offer to LC and WU staff. Jointly with its counterparts, GIZ WSP also develops implementation manuals and performance assess-ments for the utilities to encourage self-directed skills review, in order to identify gaps and to forecast future capacity needs. These HRD activities also promote knowledge transfer within the sector.

This combined approach has proven very effective at increasing service performance and sustainable manage-ment. LCs and WUs are being guided towards adopting

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the principles of good corporate governance. With GIZ WSP support they are becoming better at making use of financial resources to achieve sustainable investments and a high quality of service, as well as ensuring respon-siveness and reliability towards their customers.

The regional levelIn compliance with the NWSSIP, GIZ WSP helps to establish regional Water Basin Committees (WBCs), which have become the responsible bodies for strate-gic planning, managing, monitoring and evaluating IWRM. Organizational and technical support is offered to relevant actors in the sector to build capaci-ties on basin level to ensure efficient and effective water resources management.

GIZ WSP also works with the WBCs to ensure that local needs are considered through including stake-holders and local interests in their decision-making processes. Responsive IWRM mechanisms are neces-sary to find appropriate solutions to the economic, social and ecological challenges and achieve a positive and sustainable impact on the living conditions of the population.

The local levelStrengthening local governance is important for effec-tiveness and efficiency as well as for responsiveness. It plays a crucial role in the remote rural areas of Yemen, which suffer from inadequate water supply and sani-tation as well as poor water management. To promote good governance in Yemen, communities and local authorities must be empowered to seek improvements for themselves, while at the same time making their interests and demands known to the state institutions.

GIZ WSP supports governorate, district and local authorities in the preparation of water resources ma-nagement plans, which are delivered to the regional WBCs. This process also involves and supports local NGOs and water user groups. Building local respon-sibilities and capacities in this way complements the WSP’s activities at the regional level, assuring that local needs and local solutions are integrated into the strategies of responsive water resources management.

The organizational bases for this approach are 65 Village Water Committees (VWC) in Amran, formed

with the support of GIZ WSP. Their function is to manage and improve local water supply quantity and quality responsibly, e.g. controlling water quality and recovering or building traditional water systems such as cisterns or water tanks. GIZ WSP coaches these VWCs in applying for funding and subsidies from donors for their projects and assists with the implementation of their projects. VWCs are also in charge of managing the maintenance of facilities and controlling the usage of water, e.g. by setting time limits for abstraction. Villagers do not pay for the water but are required to contribute financially in case of necessary repairs. As a result of the immediately visible improvements achieved through the work of the VWCs, there is now a willingness among the villagers to make individual financial contributions to maintaining the improved water supply.

3.3 Increasing legitimacy and voice by enabling participationLegitimacy and voice can only be assured through participative mechanisms. GIZ WSP supports the institutionalisation of stakeholder participation in decision-making processes on various levels and fo-sters new modes of governance, contributing to en-hanced input legitimacy and acceptance of the state. In particular GIZ WSP’s support in establishing and designing the WBCs and ongoing efforts to impro-ve customer-orientation and representation within utilities are aimed at creating an enabling institutional framework for meaningful participation.

The WBCs are useful tools for enhancing legitimacy and voice by bringing the interests and knowledge of state and society together. They are participatory decisionmaking bodies composed of local government institutions and community representatives – key social figures, governmental stakeholders, local administrati-on and NGOs. All stakeholders have been mobilised to cooperate, pooling their expertise to influence national policies from the bottom up. Suggestions for amend-ments to water legislation are presented to the governor to be forwarded to NWRA, where further discussion takes place in a broader national context before the proposals reach the minister and cabinet. Successful mechanisms for feeding local ideas into higher-level de-cision making have been developed in the model area

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of Amran: here GIZ WSP supports local governance and community autonomy by getting local water user groups and NGOs to work together with Local Coun-cils to formulate and document their interests.GIZ WSP works with key figures within local aut-horities who can act as agents of change and serve as facilitators. In the first steps of the process, these individuals use their reputation to gather support from the community and open doors into society. Once proposals have made their way through the relevant institutions, these personalities function as mediators to support any required changes, enhancing acceptance by local people.

While those at higher levels often cling to centralized power structures, the bottom-up approach champi-oned by GIZ WSP applies pressure from regional and local levels. The local population can freely express opinions and demands towards the state. As people often have lost faith and trust in the operations of the state’s institutions, they can now use their voice in decisionmaking processes and in the shaping of results. Together with local officials, small measures producing noticeable improvement are being taken by the committees to rebuild trust and to show the institution’s commitment to local needs.

The instutionalisation of stakeholder participation at the corporate (utility) level has been facilitated by GIZ WSP. The boards of directors of the Local Corporations are composed of all relevant interest groups, including the mayor as Head, the LC mana-ger as well as representatives from NWRA, the mini-stry, private businesses and customer advocates, who are nominated by the Local Council. Participative control has also been granted for financial auditing. The Ministry of Finance preselects a list of possible candidates for this task. Finally, the Local Council appoints a consultant for a certain period to ensure that the advocates of the local population have a stake in the monitoring of the corporations. One major ob-jective of the NWSSIP is the affordability of services, therefore the setting of tariffs must be approved by the Local Council as the agent of local interests and needs.

3.4 Ensuring fairness in governanceEquity and the rule of law are vital elements of good governance. However, both may be limited in their effect due to inadequate rules and behaviour. Often there is also a lack of awareness of these issues, parti-cularly when they are at odds with traditional norms. Equitable access to water and sanitation services is a

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focal point for good governance. Not only must the state’s social policies reach all segments of society, but they must particularly target marginalized groups. GIZ WSP crucially supports the formulation and implementation of a propoor policy.

Gender equityBeyond this, GIZ WSP ensures that women figure prominently in the scope of its work. In Amran, GIZ WSP is proactive in improving the inadequate water and health situation with measures aimed explicitly at women. In response to the urgent need of improving the quality of drinking water and consequently health, GIZ WSP distributes water filters, with training in their use primarily aimed at women as caretakers of households and their children’s health. Subsequent activities are the provision of hygiene and health education to women and to children in schools. Female trainers are being trained to conduct these awareness courses and to de-velop curricula for literacy classes, which are held in the villages. Through these multipliers, women are empow-ered to improve their personal situation and that of their family, and sustainable knowledge transfer is generated. Empowering women features prominently in all other GIZ WSP activities. For instance, at least one of each

Village Water Committee’s five members must be a woman; in practice there are often two or three. This is broadly accepted by villagers and gives high priority to women’s needs.

There are still deficiencies in terms of guaranteeing equity in water access and use, especially from a gender perspective. While national water legislation protects local traditional regulations and knowledge, no legal provisions exist to define equity or to empo-wer women in matters of water supply and the asso-ciated decisionmaking processes (see GTZ 2002: 8). Thanks to GIZ WSP’s gender focus and activities to empower women to acquire a stake and a voice, the situation looks better in practical than in legal terms. GIZ WSP raises awareness and enhances acceptance among actors, stakeholders and the general populati-on of the need to respect gender equity in governance structures and procedures. GIZ WSP aims to institu-tionalise the empowerment and inclusion of women especially at regional and local levels.

Rule of Law Fostering the rule of law is particularly challenging in Yemen, where personal networks and dependen-cies are often more binding than legal rules. Good governance needs clear and binding rules to create reliable interactions between actors and stakeholders. Reconstruction of the institutional and legal frame-work as supported by GIZ WSP is crucial, but not sufficient to enhance the rule of law. It can be hard to persuade decision-makers, who do not always accept regulations as legal and binding limits to their perso-nal power, to respect the rule of law, especially where personal economic interests are at stake.

GIZ WSP focuses on lower governance levels as entry point for positive change, as in the experience of its advisors the acceptance of decentralization is higher here. Stakeholders are enabled to gain new compe-tencies and responsibilities, and become more willing to defend those against interference. At the same time, it is important to guard against new forms of corruption and clientelism emerging at those newly empowered levels. To address this risk, GIZ WSP builds an active civil society and an inclusive network of engaged stakeholders, who are able to hold state institutions to account.

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In the end, the lesson is that only agents of change can pressure the state to comply with the rule of law. GIZ WSP supports these agents of change and creates opportunities within institutions for participative and transparent procedures to be put in place.

3.5 Improving accountability in state-society relationsConstructive statesociety relations require trust and accountability, which can only be delivered by a policy of transparent and clear procedures and public accessibility of information. Institutions and decision-makers at all levels, therefore, have to adopt a change in mentality in this regard. This includes the willing-ness and capacities to fight corruption, which as a key element of institutional accountability form an inte-gral part of GIZ WSP’s activities. GIZ WSP supports accountability in two ways: by fostering accountabili-ty in performance and by putting transparent opera-tional procedures in place. At the corporate level, the newly introduced mechanisms for improved custo-mer-orientation and responsiveness have already been mentioned. The LCs also publish newsletters to give information to the public and issue monthly reports to the donors. State institutions are held responsible through participation, as discussed before. They now find themselves in a position where they cannot hide behind closed doors or deny responsibility, but have to face other stakeholders and advocates of the public.

At the corporate level, GIZ WSP focuses on elimi-nating opportunities for corrupt behaviour, promo-ting awareness of corruption control and designing internal procedures that conform with legal stan-dards as well as best practice. For instance, advisors support mechanisms to link technical problems and maintenance requirements with clear procurement procedures to prevent unreasonable spending and corruption. Meter reading areas are being rotated to put an end to collusion between customers and meter readers. The staff selection and hiring process, which in the past was largely based on clientelism and nepotism, now follows the ten guiding principles for human resource development outlined by GIZ.All these practical interventions are being suppor-ted through training courses and staff having to commit to abide by transparent processes and ethi-

cal behaviour. Teambuilding plays an important role in curbing the widespread issue of clientelism within institutions, which brings conflicting tribal or personal economic interests and dependencies into the governance structures.

3.6 Building governance capacities for crisis managementWhen social and political unrest hit Yemen in 2011, GIZ’s work was also affected. International members of staff retreated from their offices and are current-ly severely restricted in their travels to Yemen. This limits their input to remote steering and management from abroad, while national members of staff run the activities on the ground. The internal political situati-on did not allow fullscale cooperation at high political levels until recently.

GIZ WSP responded to the political and human-itarian crisis by shifting its focus partly from its original set of tasks towards the implementation of emergency measures, in order to preserve its achieve-ments so far and to support basic services provision. Public services have come to collapse during the crisis in 2011. The population, especially vulnerable groups such as the poor, women and children and refugees, suffers more than ever from weak statehood. GIZ WSP is engaged in building urgently needed capaci-ties for emergency measures and crisis management, enabling institutions to tackle the challenges that have arisen over the last year.

At national level, GIZ TS, which had to cease its cooperation with the ministry temporarily, used its trusted position to build capacity and to introduce instruments for steering and coordinating relief acti-vities. It gathers information about the stakeholders’ performance and produces a monthly assessment re-port of the demands and responses to the crisis. This provides utilities and aid organisations with relevant information. GIZ TS further plans to support the re-view of NWSSIP in regard to crisis needs to enhance monitoring of crisis management. The LCs have proved highly vulnerable in the recent crisis. With donor funding and state subsidies cut off, their financial resources are dwindling. Many customers have stopped paying their bills, possibly as

an expression of resistance against the state or private economic crises. Bill payment levels have dropped from 90 % before the crisis to 30 % after. The state as the largest consumer has also become the largest nonpayer.

GIZ WSP’s emergency approach focused on maintaining the LCs’ ability to keep functioning. Costumer relations and operations management need to be sustained as well as maintenance, the ability to collect payments and the utilities’ power supply. Utility staff are being trained in conflict management in respect to customer relations and service provision under conditions of stress. Awareness is being raised among customers on how important it is that they continue to pay for services. Furthermore, GIZ WSP has expanded its remit and currently seeks to enhance the utilities’ capacities to provide health education in refugee camps in an attempt to improve their situation. At the management level, GIZ WSP facilitates the development of action plans to recover full service and operations. A crucial step is to strengthen the competencies of the boards of directors. As soon as

interinstitutional exchange becomes possible, uti-lities will be encouraged to learn from each other’s experiences with crisis management and determine how to reestablish full service.

Regional governance also plays an important role in crisis management. The outbreak of a crisis often has wide ramifications with a broader territorial scope, for example high numbers of refugees moving from one district to another and local administrations being unable to cope with the situation, while national management is often sluggish and poorly targeted. Consequently, the WBCs’ responsibilities and capaci-ties expanded to include the identification of urgent needs, the coordination and implementation of emer-gency measures in water supply and the development of emergency reaction plans. This is being accomplis-hed in close cooperation with the local communities. The WBCs of Abyan and Lahj provided drinking water to 443 mainly displaced families, mostly women and children. Water filters have been distributed in refugee camps and awareness campaigns focusing on hygiene have been conducted, especially targeting women.

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Some pivotal lessons learned can be drawn from GIZ WSP, which demonstrate how good governance in Yemen can be positively impacted by multilevel tech-nical assistance.

Restructuring governance is a long-term process, which cannot be achieved quickly, neither at high political level nor at performance level. It requires time to foster political will and design a reform agen-da which is not limited to a high political horizontal level. It also requires a long period of engagement at all relevant levels of governance, which do not neces-sarily all reach the same state of development at the same time. Allowance must be made for the various setbacks experienced at each level, as none tends to evolve in a linear fashion. This holds especially true in the difficult conditions of fragile statehood due to the high risk of crisis outbreak.

Here one of GIZ WSP’s strengths lies in having gained valuable trust from its partners and signifi-cant expertise in advising the political stakeholders with respect to shaping the reform agenda. GIZ WSP managed to position itself as a reliable partner of the Yemeni governmental and corporate insti-tutions as well as of civil society, investing time in cultivating an integrated, multilevel dialogue on good governance, which continues to survive the fragile situation in Yemen.

4. The GIZ WSP as facilitator of good governance – lessons learned

Implementing good governance is a time consuming process.

Good governance is a matter of mentality change.

much refers to how decisions are prepared, taken, and communicated to the public. Stakeholders have to acknowledge the diversity of interests and the need to follow transparent processes. Redefining roles and competencies goes beyond the legal framework to the very personal level of individual decisionmakers. GIZ WSP has access to key power centres and indivi-duals to develop understanding and build capacities for good governance.

Lower levels are more responsive to decentra-lization and good governance than the higher political levels.

Visible and noticeable impacts can only be achieved at performance level.

Promoting good governance is not solely a task of rebuilding structures and implementing decentrali-zation, it also requires a change of mentality. It very

Good and reliable governance is about high quality outcomes. To rebuild society’s trust in state institutions and to enhance legitimacy, an improved outcome must be visible and noticeable in the everyday lives of the population. Hence, reducing inefficiency and corrupti-on in service providers is crucial if the elements of good governance are to reach into people’s lives.

GIZ WSP intervenes with accumulated professional experience and instruments to improve governance quality and reliability, taking not only output-legiti-macy, but also the strengthening of input-legitimacy prominently into account.

Decentralization always evokes power shifts, which are not appreciated by all stakeholders. Experience shows that while interventions at higher levels encounter reluctance to reorganise compe-tencies, lower administrative levels have proven to be more responsive and more pragmatic about reforms.

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Deficiencies in the legal framework can be compensated for on the operational level.

Stay engaged but differently.

GIZ WSP supports agents of change demanding improvements, both within institutions as well as within civil society, to strengthen this bottom-up application of pressure for good governance.Where the legal framework fails to stipulate ade-quate guarantees of gender equity and access to re-sources and clear definitions regarding mechanisms of input from the local level, binding regulations will be needed.

However, using the instruments and bodies es-tablished with support of GIZ WSP, these gaps can be filled by locally driven inputs. GIZ WSP supports this by building capacities at regional and local levels.

Due to the volatile political conditions in Yemen the continuous dialogue with the partners is at risk of being interrupted at the political level.

Nevertheless, GIZ WSP manages to stay engaged in promoting good governance at all relevant stages be-neath the political dimension. German development cooperation thus proves to be a reliable and commit-ted partner to Yemen, even under difficult conditions. In the context of transforming fragile statehood and strengthening state-society relations, GIZ WSP offers a variety of instruments to contribute to the German government’s approach towards fragile countries and the outlined BMZ strategy on development-oriented transformation.

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Abbreviations

AQAP ...................................Al Qaida on the Arab Peninsula

BMZ .....................................German Ministry for Economic Cooperation and Development

EU ........................................European Union

GARWSP ..............................General Authority of Rural Water Supply Projects

GCC .....................................Gulf Cooperation Council

GIZ .......................................Gesellschaft für Internationale Zusammenarbeit

HRD .....................................Human Resources Development

IDP .......................................Internally Displaced People

IWRM ..................................Integrated Water Resources Management

JAR .......................................Joint Annual Review

LC .........................................Local Corporation

MAI ......................................Ministry of Agriculture and Irrigation

MDGs ..................................Millennium Development Goals

MWE ....................................Ministry for Water and Environment

NGO ....................................Non-Governmental Organization

NWRA .................................National Water Resource Authority

NWSA ..................................National Water and Sanitation Authority

NWSSIP ...............................National Water Sector Strategy and Investment Program

OECD ..................................Organization for Economic Cooperation and Development

PIIS ......................................Performance Indicator Information System

TS .........................................Technical Secretariat

UNDP ..................................United Nations Development Program

VWC ....................................Village Water Committee

WBC ....................................Water Basin Committee

WSP .....................................Water Sector Program

WUs .....................................Water Utilities

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Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH

GIZ Office Sana´aHadda area – Str. 21 – Villa 9P.O. Box 692Sana´a, Republic of Yemen

T: +967 1212 110 / 111F: +967 1214 539E: giz-jemen@giz.deI: www.giz.de/yemen