From maintenance to resilience: how Bangladesh is embracing asset management in water infrastructure

An active delta, 140 polders and increasing climate pressures, Bangladesh faces an urgent challenge of maintaining its water infrastructure in a sustainable way. Dr. Robin Biswas of Bangladesh Water Development Board (BWDB) is pioneering a shift from reactive maintenance to strategic asset management, a transformation that could shape the country’s water future.

As a river management specialist and long-time advocate for participatory water governance, Dr. Robin brings both technical insight and deep field experience. He is now working to guide BWDB’s transition from reactive operation and maintenance (O&M) towards a proactive and holistic approach: asset management (AM). This shift is not merely technical, it is systemic. For years, infrastructure development has followed a cycle of build–neglect–repair (BNR). A recent Partners for Water root cause analysis found that 90% of BWDB’s O&M budget is spent on emergency repairs, leaving little room for forward-looking budget planning.

“That cycle needs to be broken,” explains Dr. Robin “With limited funds and high demand, emergencies always take priority. But by identifying and protecting critical assets, their lifespan can be extended – delivering more reliable and cost-effective services in the long term.”

Changing needs, changing systems

The case for change is clear. Many polders were built in the 1960s and 70s. While they have provided increased water safety and security over the decades, much of the infrastructure is now aging. Meanwhile, livelihoods within these polders are shifting rapidly – from rice cultivation to shrimp farming, vegetables to cash crops – creating different water management needs. “We need infrastructure that can adapt to these realities,” says Dr. Robin. “People are changing their livelihoods, but our systems were designed for a different time.”

This is where asset management comes in. Through a structured, evidence-based approach, BWDB can make better decisions about where to invest and what to maintain. That means using limited resources more effectively, while extending the lifespan of vital infrastructure. This approach aligns with the Bangladesh Delta Plan 2100, which highlights the need for adequate funding, strengthened institutional and governance framework and data-driven planning to ensure that infrastructure remains resilient and future-proof.

From pilot to policy: anchoring the transition

With support from the Partners for Water Program, BWDB undertook an organisational maturity scan and is now developing a roadmap to institutionalise asset management. The Asian Development Bank and BWDB are currently considering 5 new polders, with the aim to incorporate elements of the roadmap into these new polders.

This includes integrating AM principles into feasibility studies and project design phases, so that sustainability is embedded from the start. It also means ensuring that AM is not an add-on, but an institutionalised practice, championed from within. “We want this to be a lasting change,” says Dr. Robin. “That’s why we’re engaging not only our engineers, but also local communities, NGOs, knowledge institutes, departments like agriculture and fisheries and policymakers.”

A shift in mindset and governance

Unlike the Netherlands, Bangladesh’s informal economy and limited tax base mean there is no “beneficiary pays” model for water infrastructure. BWDB relies on central government funds. To secure these, it must demonstrate results and that requires effective governance, inter-agency collaboration and meaningful local participation.
“If farmers don’t understand what we’re doing, we can’t expect them to contribute or cooperate,” says Dr. Robin. “That’s why we focus on building capacity at the local level, not just among our staff, but within the community itself.” He envisions simple tools like mobile apps, local indicators and peer benchmarking to increase transparency and engagement: “If people can report issues, track performance and see the impact of their own efforts, they will take ownership.”

Looking ahead

For now, the roadmap is clear:

1. Demonstrate value
2. Build momentum
3. Align with the Bangladesh Delta Plan’s 2100 goal of raising O&M spending to 0.5% of GDP

And most importantly: keep learning, adapting and involving others. “Asset management is a way to make water infrastructure adapt with time, not get lost in it,” Dr. Robin concludes.

Want to know more about the Bangladesh asset management pilot or Partners for Water’s involvement?