1. Policy, Strategy and sector planning (institutional arrangement)  Maldives SACOSAN VII Islamabad, Pakistan April Mohamed Rasheed Chair / WaterCare

2. 1. CURRENT WATER SECTOR PERFORMANCE AGAINST SDG6 BASED ON IWRM LENS
Principles
Structure
Managing water & sanitation for sustainability- triple bottom line (environmental, economical, social reporting)
Source: adapted from GWP

3. Water and sanitation sector SWOT

5. ORGANSAITONAL CHART OF THE WATER SECTOR - MALDIVES

6. THEORATICAL ANALYSIS OFWATER SECTOR IN THE MALDIVES
Scott (1995): in order to survive, organizations must conform to rules and belief systems prevailing in the environment.
Institutional reform, reorientation and strengthening is the foundation and basic building block for integrated water resources
User
Water Utility
MEE/EPA

7. 2. PROPOSED IWRM ORGANISATIONAL ARRANGEMENT FOR MALDIVES
Institutional fragmentation and lack of interactive participation and coordination between the various key stakeholders in the water sector are needed for sustainable development within the sector.
Source: adapted from internet open sources

8. 3. IMPACT UPON CURRENT WATER AND SANITAION PRACTISES
Transboundary water allocation translated to small island environment
Unit of analysis: island basin, REEF to REEF
An IWRM approach brings together stakeholders of many different aspects of water use. High industrial demands and polluted drainage from septic tanks and agriculture limits water fit for domestic use.
Polluted water from agro chemicals or disposed to the marine environment from wastewater systems impacts marine ecosystem; appropriate allocation can be agreed in water development protecting the environment.

9. Conclusion
Water has a profound impact on public health, economic activity and environmental (and ecosystem) quality.
Therefore, the prerequisite for any sustainable development scenario is that the need for capacity building..
A well-balanced arrangement of flexible, dynamic organizations and other related institutions is needed.

10. Conclusion (cont.)
Continuing and enhancing active citizenship through training and workshop for community members focusing on women, youth and civil society organizations.
Creating more networking opportunities among CSOs, to create space for CSOs at island, atoll and national level with collective voices and facilitating dialogue with other institutions/stakeholders
Sharing information with other CSOs and key stakeholders, nationally, regionally and globally.
Engaging private sector in promoting accountability and governance.
Facilitating change – through change agents, advocacy platforms and empowering CSO’s to advocate for themselves on policy and law reform/development process.
Empowering CSOs for active participation at local, regional and national levels.
Results focus - (e.g. monitoring and evaluation of projects and programs, lessons learnt)
Establishing a CSO task group.
Strengthening financial sustainability of the program.

11. Conclusion (cont.)
secondary research including reports of CSO consultations held in later 2017 and early 2018 in Male, Maldives.
The consultations were led by WaterCare at the initiation and financial support from FANSA and supported by EWP and collaborators.
This paper is envisaged to spur up discussion among CSOs evolving into further research and discussions eventually leading to a national water and sanitation strategy embraced by all the stakeholders.

12. Value Creation, Value Delivery and Value Capture through implementation of SDG 6 within the IRWM framework