For centuries, batik has shaped the cultural identity and livelihoods of communities in Pekalongan, Indonesia. Yet today, the craft sits at the centre of one of the country’s most pressing water management challenges. With support from Partners for Water, Dutch and Indonesian partners are testing ways to make this heritage industry socially, environmentally and economically sustainable. Project leader Carrina Lim (The Water Agency) and technical lead Guido van Hofwegen (Resilience BV) share their ambition: building a model that batik makers can run themselves – and that can be scaled across Indonesia.

When the river turns black

In Pekalongan, the challenges are acute. Large volumes of untreated wastewater from dyeing processes, heavy use of chemicals, and extensive groundwater extraction are threatening the environment and livelihoods of the local communities.

“During parts of the year, the river literally turns black,” says Carrina. “It becomes too polluted to treat. The city can no longer use its own surface water.” With surface water unusable, batik workshops turn to groundwater. This accelerates water scarcity, land subsidence, salt intrusion and, eventually, the displacement of local communities, as the land becomes unliveable.

“The problem is not only environmental. It is also cultural and economic,” says Carrina. “Batik is part of our heritage, traditionally passed down from mothers to daughters over generations. Yet now the very practice is threatening the environment it depends on. Young people look at this sector and think: why stay? It feels like a doomsday scenario.”

The Green Batik Pekalongan pilot

The two-year Green Batik Pekalongan pilot aims to address the water pollution and availability challenges in Indonesia’s batik sector. It originated from work that Carrina and her team began in 2022, when they first explored Dutch and international solutions for Pekalongan’s wastewater challenges. “We realised quickly how sensitive the topic was,” she says. “You cannot parachute in with a solution – you need to understand the craft, the community, and the constraints first.” By engaging local entrepreneurs, universities, the government and residents, the team continued exploring both technical options and a new business model.

As the concept took shape, The Water Agency brought together a wider coalition to co-design the pilot. The Water Agency leads strategy and community engagement; Resilience BV oversees on-site engineering; Saxion University and Rietland contribute filtration and wetland expertise; and Universitas Pekalongan (UNIKAL) anchors the project locally as the future Green Batik Centre.

Building trust through collaboration

“When we first began discussing wastewater treatment with local producers, it wasn’t a welcome conversation,” Carrina recalls. “People know wastewater is an issue, but they don’t know where to start – and they fear the cost and the risk of changing.” Rather than pushing a problem narrative, the consortium reframed the challenge as an opportunity.

“We asked: what if the first ‘Green Batik’ comes from Pekalongan? Would you like to work with us on that?” Carrina explains. “That made people excited. It became a shared discussion, a shared journey. From that point on, we could begin talking about water as one of the obstacles standing in the way.”

“Currently we are working with four batik entrepreneurs,” Guido adds. “Eventually the pilot aims to work with ten.” These first four workshops – now known as Batik Champions – co-design, host testing and demonstrate the new systems. “They are deeply involved and genuinely collaborative,” he says. Carrina agrees: “This shift from compliance to ownership is essential. Our problems are also their problems. Our successes are also theirs. It’s the foundation of trust.”

Shells and air bubbles

At its core, the solution is deliberately simple. “We created a ‘wetland-in-a-tank’ concept using technical knowledge from our consortium partner Rietland,” Guido explains. “It functions like an artificial wetland, where bacteria living on the filter material break down the wax used in the dying process, dye residues and even faeces.”

Most components are locally sourced, reused waste products. “We fill second-hand tanks with waste seashells from restaurants,” Guido says. “They have a huge surface area for bacteria to live on.” With aeration from small pumps, the process becomes remarkably effective. According to Guido, the water is now around 90% cleaner than before treatment. “It goes from pitch black to almost transparent – cleaner than tea,” he says. “We’re still working on the final ten percent.”

“Ultimately, the goal is to make the system circular,” Carrina adds. “This way, the treated water could be reused in parts of the batik process, reducing groundwater use and closing the loop within each workshop”.

The team refines the system through trial and error. “Early on, insufficient oxygen supply caused the bacteria to die and clog the system,” Guido says. In another case, a workshop’s self-built masonry tank collapsed under its own weight. “The shells filled half the workspace,” Carrina recalls. Yet these setbacks strengthened cooperation. “Everything we do, we’re figuring out together with the entrepreneurs,” she says.

New opportunities

The project also invests in the next generation. Through a collaboration with the Dutch football association’s KNVB WorldCoaches programme, young people learn leadership and environmental awareness by linking sport to sustainable batik. “They learn responsibility – for themselves, for others and for their environment,” Carrina says.
The Dutch Embassy in Jakarta has further expanded opportunities through a Green Batik Design Challenge. “It shows that going green doesn’t only require extra effort,” Carrina explains. “It opens doors: new networks, new markets, new visibility. This is inspiring for local entrepreneurs.”

Looking ahead

The coming year will focus on technical refinement, cost optimisation and replication. The economic model is equally critical. “We are disrupting business-as-usual,” Carrina says. “Once we have a business model, we can begin talking to interested parties to scale up the solution.”

If successful, Pekalongan’s model could inspire sustainable batik production across Indonesia. For Guido, the clearest sign of success is market adoption: “If one workshop outside the project decides to buy the system, that’s when we know we’ve really achieved something.”

For more than a decade, the Dutch Training and Exposure Programme (DUTEP) has connected Indonesia and the Netherlands through its annual capacity building initiative in the water sector. Empowering a new generation of Indonesian water professionals, this past year demonstrated the programme’s growing momentum, strengthened through expanding partnerships and deepening collaborations across urban and national networks. 

A Public–Private Partnership Driving Impact

DUTEP is implemented through a dynamic public-private consortium of Dutch and Indonesian partners, including the City of Rotterdam, Van Oord, NX Filtration, Delfland Water Board, Deltares, Rotterdam University of Applied Sciences and Nuffic Southeast Asia. In 2025, Boskalis made an in-kind contributed to the programme by hosting a closing ceremony at their training facilities in Papendrecht (The Netherlands), where DUTEP participants pitched their innovative research outcomes. This public-private partnership is made possible through the financial backing of supported RVO-Partners for Water and the Asian Development Bank (ADB).

On the Indonesian side, the Jakarta City Government (DKI Jakarta) and the Nusantara Capital City Authority (OIKN) participated in this year’s programme. OIKN’s involvement aligns with its commitment to the “sponge city” concept, promoting sustainable water resource management in Nusantara, Indonesia’s new capital. The ADB supported this initiative by funding the participation of two young civil servants from OIKN, demonstrating its broader engagement in the development of the new capital. Their specific learning needs were addressed by Deltares, the host organisation, which provided tailored technical expertise in line with their professional development objectives.

DUTEP encourages participants to develop innovative, practical solutions to local water challenges. One example is the Eco Mosque concept winner of the 2019 DUTEP Water Challenge. The initiative focuses on recycling ablution water used before prayer and repurposing it for plant irrigation and cleaning. The project is estimated to save 1,300 litres of water per month.

A more recent example is the development of Taman Gapura Muka Cakung, a new urban park and green public space in Cakung, East Jakarta. Inspired by the ZOHO Rain Letters, a smart rainwater management system in Rotterdam, the park was inaugurated by the Governor of DKI Jakarta in early January 2026.

A Growing Alumni Network

Since its launch in 2014, DUTEP has built a network of over 95 alumni from the Jakarta City Government (DKI Jakarta), the Indonesian Ministry of Public Works (PU) and the Nusantara Capital City Authority (OIKN). Many alumni now hold key positions that strengthen Dutch-Indonesian collaboration in water management. At the same time, the alumni network provides valuable connections for Dutch organisations seeking opportunities in Indonesia.

One example is Cite Aditya, who joined DUTEP in 2015 and conducted research on asset management for the City of Rotterdam. Today, he serves as Head of Development and Environment at the Jakarta City Government.

A year before Cipta joined the programme, Ika Agustin Ningrum began her journey in the first DUTEP cohort with a placement at Delfland Water Board, where she focused on operations and maintenance of flood infrastructure. Today, she leads Jakarta’s Flood Management Department. Discover more about Ika’s DUTEP experience here.

A more recent participant, Mushlih Muharrik from Jakarta’s Development Planning Agency, spent eight weeks in Rotterdam exploring blue-green rooftop farming. This concept demonstrates how Jakarta’s rooftop gardens on school buildings could support healthy canteen programmes and green infrastructure.

A Consortium in Continuous Development

DUTEP’s partners are dedicated to continued knowledge sharing and long-term cooperation. This year, the consortium welcomed NX Filtration, bringing valuable expertise in innovative membrane solutions and advanced treatment technologies. This has enabled DUTEP to delve deeper into the theme of access to piped clean water, a topic of increasing urgency in Indonesia’s urban context.

“We valued the mutual knowledge exchange created by hosting a young civil servant from the Regional Development Planning Agency of DKI Jakarta, whose research internship focused on accelerating alternative water sources to improve access to clean water, closely aligning with our goals.”
— Joris de Grooth, R&D Director at NX Filtration

Despite being at different stages of urban development, Jakarta, Nusantara and Rotterdam share common challenges related to water management and climate change. This commonality creates opportunities for collaboration highlighting DUTEP’s continued importance as a meaningful platform for dialogue and mutual learning between Indonesia and the Netherlands.

Looking Ahead

As DUTEP continues to evolve, the programme is increasingly positioned as a strategic and annual capacity-building initiative within the broader framework of Dutch–Indonesian cooperation in the water sector. Beyond its current scope, the programme has the potential for expansion to other regions in Indonesia, such as Semarang and possibly to other Southeast Asian countries. At the same time, DUTEP offers clear opportunities for strategic scaling across key Indonesia and Dutch partners.

With its adaptable programme design, strong public–private consortium and growing alumni network, DUTEP is well placed to serve as a flagship programme for developing future-ready water professionals and fostering long-term partnerships between Indonesia and the Netherlands. By blending public and private financing streams, DUTEP continues to set a benchmark for collaborative models that deliver innovative and sustainable water solutions for the future.

For more information about DUTEP please contact Charlotte Troost, the Project Development & Support Officer at Nuffic Southeast Asia.

In Sidoarjo, Indonesia, the Farmer Field and Forest Schools (FFFS) programme is demonstrating how nature-based solutions can strengthen sustainable aquaculture and coastal resilience. The initiative brings together local government bodies, private sector partners and Blue Forests to support fish farmers in adopting environmentally sound practices. Through hands-on, participatory learning, farmers have developed practical skills in pond water and soil management, mangrove integration and organic aquaculture methods.

Despite challenges such as shrimp disease outbreaks and tidal flooding, participating farmers showed strong resilience and motivation. Many are already applying their new knowledge to improve water quality and productivity, and several have expressed interest in continuing with future FFFS cycles. The programme builds on EcoShape’s scoping recommendations, lessons learned from the successful FFFS implementation in Demak, and ongoing collaboration with local stakeholders. In doing so, Sidoarjo is paving the way for wider replication and scaling of the FFFS approach.

More information on EcoShape’s scoping recommendations can be found in the following report. 

Local authorities are now exploring how insights from the FFFS can be integrated into new coastal field schools, with interest in expanding the initiative to additional sub-districts. A key factor behind this progress has been the dedicat

On 4 November, Partners for Water convened Bangladeshi and Dutch partners in The Hague with two clear purposes: Identify opportunities and challenges for PPP in the water sector and make asset management the everyday operating system for water infrastructure in Bangladesh. The day was opened by Neeltje Kielen, Delegated Representative for Water in Bangladesh (Embassy of the Kingdom of the Netherlands/RVO), and coordinated on the Dutch side by Michiel Slotema, Bangladesh Programme Advisor at Partners for Water (RVO). It moved from a morning of PPP scene-setting, pitches and a frank fishbowl discussion on early-stage risks to an early-afternoon milestone: a Strategic Partnership Arrangement (SPA) on Asset Management between Bangladesh’s Ministry of Water Resources (MoWR), the Bangladesh Water Development Board (BWDB), and the Netherlands Enterprise Agency (RVO).

Asset management as an operating system: Bangladesh and the Netherlands set the rules of the game.

Why this matters now

Bangladesh, until now a low-income country, will reach middle-income status in 2026. On current trajectories, it is expected to be the world’s 20th-largest economy by 2038 – a transition that raises the bar for infrastructure performance and financing. However, Bangladesh faces fiscal constraints, making it difficult to fund necessary infrastructure projects solely through public budgets. PPPs enable the leveraging of private capital to build critical infrastructure without immediately adding to the country’s debt burden. At the same time, this densely populated delta country is juggling climate extremes, upstream river dynamics, and fast urban and economic change. Too often, water assets fall into a build–neglect–rebuild (BNR) loop. Breaking it takes clear decision rules, reliable Operations and Maintenance (O&M) funding, data that drive choices, and governance that links national strategy to field results.

The day at a glance

• Morning – Opening & Embassy framing. Welcome by Neeltje Kielen. The embassy keynote highlights the urgency to take action and the potential opportunities.
• Late morning – PPP pitches + fishbowl. Three targeted pitches followed by a candid discussion on first-mile finance and risk.
• Lunch – Networking break.
• Early afternoon – Milestone. Signing of the SPA MoU to institutionalise asset management (MoWR–BWDB–RVO).
• Mid-afternoon – Scan & roadmap. Maturity assessment and plan for practical change within BWDB.
• Late afternoon – Incentives, governance, and the Official Development Assistance horizon. System fixes, inclusion, and how to sustain progress beyond concessional aid.

“We want partnerships and investment”

Fahim Faisal highlighted how PPP opportunities in wastewater, solid waste and sludge-to-value can advance only when early-stage risks are shared, data and feasibility are realistic, and Dutch and Bangladeshi partners jointly build pipelines rather than one-off projects. This was followed by Hasan Abdullah Towhid, Counsellor and Head of Chancery, Embassy of Bangladesh in The Hague, who highlighted both the urgency to take action and the potential opportunities. He underlined climate exposure and paired it with a practical request: technology transfer, knowledge-sharing, and investment via PPPs rather than traditional aid:

“We don’t want more aid… we want technology transfer, knowledge sharing, best practices and investment in terms of profit and public-private partnership.”

With a young workforce and strong engineering talent, his message was simple: the window for value-creating partnerships is now!

Three pitches: practical PPP pathways

Three short pitches highlighted PPP opportunities.

Royal HaskoningDHV – lessons from engagement in PPP and long-term presence in Bangladesh. The team explored how to turn the question of ‘what next’ after treatment into creating value by reusing effluent and sludge with real off-takers. Project Manager Sheila Carvalho explained: “Our project focuses on two components: the feasibility of wastewater post-treatment for Chattogram, and viable reuse of effluent and sludge.”

SNV – PPP in Cumilla and work on small PPPs. SNV standardises bite-size, multi-year PPP contracts (often around 10-year lease/management models) with Integrated Municipal Information System (IMIS)-backed tracking so capacity comes first, scale second. Ismène Stalpers, Country Director Bangladesh explained: “We realised very quickly we needed to start at the ground level.”

SweepSmart – PPP in waste and drainage management. SweepSmart pairs drainage upgrades with mixed-waste processing to recover materials and generate Refuse-Derived Fuel revenues. Founder Niels van den Hoek: “Financial viability is concern number one, two and three.”

Fishbowl: the “first-mile” financing gap

The fishbowl discussion soon narrowed to the same hard edge: early-stage risk.

Don Offermans, an independent advisor who has watched plenty of deals wobble, put it bluntly: “You can take four steps successfully and fail on the fifth – and lose all your money.” Léon Weisscher from Invest International drew the line where their capital really starts to move: “Pre-feasibility is often too early for us. We typically fund full feasibility when there’s a clear line of sight to implementation… Development accelerators and export solutions can help, as long as there’s Dutch content.”

Developers can’t build up their Engineering, Procurement and Construction (EPC) capacity for just one small project as they need portfolios, not one-off jobs. How can they work around this? By teaming up across Europe, for example via a Dutch-Danish consortia to satisfy content rules, while plugging capability gaps, and stacking revenue levers where possible: carbon credits on one side, municipal co-finance on the other.

By the end, there was a simple, unanimous core message: spread the first-mile risk between public and private, build pipelines instead of projects, and weave in local finance from day one.

The big moment: a milestone MoU

After lunch, it was time for the day’s milestone: the signing of a new Strategic Partnership Arrangement (SPA) on Asset Management between the Ministry of Water Resources, the Bangladesh Water Development Board (BWDB), and the Netherlands Enterprise Agency (RVO). The SPA MoU structures cooperation at three levels: implementation (participatory in-polder water management), institution (BWDB’s shift from reactive O&M to proactive asset management), and policy (alignment with the Bangladesh Delta Plan 2100, including steps toward more predictable O&M financing).

Joining from Dhaka, Dr Robin Biswas (BWDB) signed online while Michiel Slotema (RVO/Partners for Water) signed in the conference room. Dr Biswas, an experienced river management specialist and long-time advocate of participatory water governance, called it “a very good moment,” signalling a move “from a reactive to a proactive approach.” He also stated the constraint plainly: “This year, the O&M budget requirement was 130 billion Taka (€915M), but the allocation was only 10 billion Taka (€70M). He explained that most of that is spent on emergency works.” On the cultural hurdle, he added: “It’s the tragedy of the commons – everyone benefits from water, but no one takes responsibility for operation and maintenance.”

The SPA MoU also matters beyond the signatures: it codifies roles, decision rules and funding pathways so that asset management becomes business as usual rather than an add-on – linking day-to-day maintenance, data and budgets to the outcomes the Bangladesh Delta Plan 2100 demands.

From scan to roadmap: what needs to change within BWDB

Asset management specialist Dr Hala Alhamed presented a structured maturity self-assessment (adapted from the International Infrastructure Management Manual and tailored to BWDB). Ten fields – from strategy and service levels to data, finance, risk and governance – were rated and distilled into various initiatives.

This is what the self-assessment revealed:

• Decisions are not tied to outcomes; priorities change.
• Budgeting is centralised and lacking evidence; it slows routine O&M.
• The organisation is engineering-strong but weak in finance, data, and process capabilities.
• Data exists but it isn’t embedded in approvals, procurement and planning.
• The problem can’t be solved by raising user fees. First, get the management and data right; then talk about fees.

What the roadmap proposes:

• Create an outcome-based decision framework linking O&M/capex to clear criteria.
• Embed asset management in workflows; clarify HQ-district roles; cut approval lag.
• Treat the AM plan as a project; evolve to a single “source of truth” for assets/data.
• Put together a multidisciplinary core team (engineers + finance + analytics + process).
• Start where ownership exists, learn fast, then scale.

Incentives make the system move; governance keeps it honest

Rubaiyath Sarwar (Innovation Consulting) mapped demand, supply, support services and rules (formal and informal) around embankments, gates, dredging, monitoring and maintenance. Two points stood out: money shapes behaviour, and longevity must be rewarded.

On governance and inclusion, Pim de Beer (IOB) reflected on Dutch policy evaluations: upfront system analysis is often missing; designs follow policy templates more than system needs; the sustainability of results is rarely monitored post-project.

Hero Heering (MetaMeta) argued for water management “for a purpose”: pair infrastructure with agricultural value so that users have a reason to maintain it. Set up decentralized emergency O&M funds with clear triggers to stop small issues becoming failures while central budgets move.

Melvin van der Veen (Both ENDS) put power back in the picture: “This is about governance: who is involved in decision-making?” He cited Tidal River Management (TRM) with UTTARAN and the Center for Environmental and Geographic Information Services (CEGIS), where communities and local government co-designed a basin plan which engineers modelled and iterated – along with compensation for landless people during TRM cycles.

These were the connecting themes throughout discussions:

• Make inter-agency collaboration (BWDB, Department of Agricultural Extension (DAE), Local Government Engineering Department (LGED) and others, routine.
• Work at hydrological scales where possible.
• Honour O&M agreements so that community routines are matched by timely government action on larger works.

Five concrete next moves

1. Use the decision framework in the next budget cycle; publish criteria tied to outcomes and document trade-offs for Planning and Finance.
2. Pilot two emergency O&M facilities in selected polders with clear triggers, caps and reporting.
3. Mandate a core asset team (engineers + finance + data + process) to simplify, standardise and drive adoption.
4. Wire one data tool into one approval (e.g., procurement must reference the asset register) and retire parallel spreadsheets.
5. Prototype a longevity incentive: recognize teams and projects that extend asset life beyond design.

These moves are small on their own but together they can change daily decisions.

Looking past Official Development Assistance (ODA)

As Bangladesh advances toward middle-income status, concessional aid will taper. Safeguards proposed by participants: a light-touch TA tail so institutions keep learning after projects close; bridging mechanisms (revolving or outcome-based where appropriate) that carry O&M improvements beyond project timelines; training at scale (e.g. with World Water Academy) to professionalise asset management across agencies; and system monitoring that outlives programmes (fault response times, maintenance cycles, service levels – not just project KPIs).

What Partners for Water can uniquely add

Four roles crystallised:

• Convene (ministries, BWDB, local government, civil society, financiers, Dutch and EU expertise).
• Sequence (scan → roadmap → pilots → scale) to fit institutions.
• Codify what works (model MoUs, WMO agreements, decision framework, simple templates.
• Connect Dutch and EU capability with Bangladeshi ownership so portfolios rather than pilots emerge.

Closing note

The SPA MoU gave the afternoon its milestone. The scan, roadmap, as well as the finance and governance debates gave it direction. In Dr Robin’s words, be “proactive.” In Rubaiyath Sarwar’s, “reward infrastructure that lasts.” Put together, they create a practical recipe to make the build–neglect–rebuild cycle the exception, not the norm, one budget cycle and one maintenance round at a time.

Audience questions and attendees’ ‘homework’ tips and ideas for the moderators kept the debate going through the well-catered end-of-day reception.

Read more about initiatives to break the BNR cycle in Bangladesh here.

Salinity threatens agricultural productivity and water security worldwide. In response, the Dutch organisation The Salt Doctors, together with consortium partners Delphy and Plug ‘n’ Grow, is piloting a practical and scalable solution in Egypt’s Nile Delta. Supported by Partners for Water, the team has been testing low-cost hydroponic systems that allow farmers to grow crops even when soil and groundwater are too saline for traditional cultivation. Bas Bruning from The Salt Doctors shares the ins and outs of the ProSal-Hydro project.

A simple idea for a complex challenge

In Egypt’s Nile Delta, around 40% of farmland is severely affected by salinity. Rising sea levels, inefficient irrigation, and poor drainage is gradually turning soils more saline. “People directly affected by salinity are often small-scale farmers,” explains Bas Bruning, Saline Agriculture Specialist at The Salt Doctors. “They work on marginal land, often with poor soil quality and saline water. On top of that, they often have few resources to adapt. To accommodate them, we wanted to design something that is simple, robust and affordable.”

The project’s approach bypasses saline soils entirely: crops grow in nutrient-rich water rather than in the ground. “We developed an open hydroponic system that grows vegetables in floating trays. It can be used in the harsh conditions of the warm and saline Nile Delta,” says Bruning. “By keeping the design minimal we can ensure it works even in remote areas. And to make it affordable, we use locally available materials wherever possible.”

On top of that, the system uses around 80% less water compared to conventional irrigation. Bruning explains: “Water loss through evaporation is almost eliminated because the surface is fully covered by floating trays. Plants still transpire, but the absence of open water drastically reduces overall water use.”

At five pilot sites across the delta region, the team has now succeeded in cultivating vegetables year-round. “Initially, trials faced predictable challenges,” shares Bruning. “The first crops included pak choi. However, this variety was unfamiliar to local consumers. We soon realised that even the most salt-tolerant crop is useless if no one wants to buy it. So we switched to local lettuce and cabbage varieties that locals already know and that the farmers could sell at the market.”

From scepticism to success

Convincing farmers to experiment with a new growing method took time. For many, the idea of producing vegetables in floating trays rather than soil seemed counterintuitive. “At first, the local farmers didn’t trust our solution. But as results improved, perceptions shifted,” says Bruning.

“Through a combination of technical training, field visits, and peer-to-peer learning, farmers began to see consistent quality and reliable yields.” A real turning point came when they received positive feedback from the market about their hydroponically grown cabbages. “Though smaller in size, they were denser, tastier, and fetched better prices,” says Bruning. “This convinced the farmers that the new cultivation system could be profitable and give their incomes a real boost.”

The project also benefited from collaboration with two Master’s students from the Vrije Universiteit Amsterdam. These students conducted social and technical research on farmer engagement. Their findings confirmed what the field experience showed: alignment between local practices, perceptions and new technology is key to adoption. “It’s not just about the technology,” Bruning emphasises, “it’s also about building trust”.

Technology shaped by experience

“Earlier systems in the Netherlands, Tunisia and Vietnam performed well with brackish water and salt tolerant crops. They demonstrated that this approach can support food production in saline environments. In Egypt, depending on the location, we use brackish or fresh water.”

The system in Egypt has evolved through hands-on experimentation. Early prototypes used different types of pumps, pots and rafts until the team found the right combination. The focus remained on ensuring durability and reducing costs without compromising quality. “Some components – like one key pump – are still imported from the Netherlands to guarantee quality,” says Bruning. “But most parts are now sourced locally.”

“Affordability is our biggest design constraint,” Bruning notes. “We’re still looking for ways to lower the return-on-investment time for smallholders. That means further simplifying the system while maintaining stable performance.”

Scaling salinity solutions

As the project approaches its final stages, the focus turns to consolidating lessons learned and preparing for broader application. The next phase focuses on scaling up – both technically and socially. Two new farmers have already joined the project, and they requested pilot hydroponic systems that were recently added. “In the long run, we hope to see a network of small hydroponic farms across the delta,” Bruning explains. “If we can support a hundred farmers in one area, providing weekly monitoring and training, this will make a promising impact on food security at the local level.

The project has developed a new instructional video for the hydroponics system, featuring footage from our demonstration sites.

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?

In the late 1990s, a realisation began to take hold: while the Netherlands was widely recognised for its world-class expertise in water management, its global market share in the sector remained modest. To address this, six ministries—including Transport & Water Management, Foreign Affairs, Economic Affairs, Development Cooperation, Agriculture, and Housing & Environment—came together with a shared ambition. By joining forces, they launched Partners for Water, a programme designed to align efforts, strengthen the international position of the Dutch water sector, and drive forward innovation across borders.

Over the past quarter-century, Partners for Water has grown into a cornerstone of international cooperation. The programme has supported projects around the globe, championed new approaches, and acted as a bridge between policy, practice, and innovation. Since 2022, the fifth edition of Partners for Water (PfW5) has been in full swing, coordinated by the Netherlands Enterprise and Development Agency (RVO). Running until 2027, this phase emphasises systemic change and strategic support in the crucial early stages of development.

25 years of Partners for Water

On 11 September, we gathered at the Social Impact Factory in Utrecht to celebrate 25 years of Partners for Water. The anniversary event brought together professionals, innovators, funders, and policymakers to reflect on achievements, exchange ideas, and raise a glass to future opportunities.

In the mountainous regions of Nepal, natural springs are vital sources of drinking water for millions of people and animals. However, as road networks expand due to the need for connectivity, these natural springs are increasingly disrupted, leading to severe spillage and water shortages in local communities. Additionally, water seepage can compromise road durability, posing further challenges. Project RoSPro, supported by Partners for Water, revives Nepal’s mountain springs to strengthen long-term water security through innovative, community-driven Nature-based Solutions.

Dhankuta: Balancing economic growth with sustainability

Since June 2023, Saroj Yakami (who works at MetaMeta) and Madhav Dhakal and Sanjeev Bhuchar (who both work at The International Centre for Integrated Mountain Development (ICIMOD) have been working on an innovative project to secure springs while simultaneously improving road construction through community driven, Nature-based Solutions. The initiative aims to develop a model that balances economic growth with sustainability. FutureWater is the third partner in this consortium.

Operating across Dhankuta Municipality and Chhathar Jorpati Rural Municipality, within a 71-square-kilometre watershed area, the project has successfully combined advanced data analysis with existing knowledge in the community. To maintain water quality and prevent contamination from traffic and environmental factors for instance, springs need to be protected by barriers or Nature-based Solutions such as vegetation buffers and simple earth structures.

Combining science and local knowledge for water security

To guarantee water flow and natural filtration methods to keep the water clean and safe for consumption, FutureWater, a Netherlands-based scientific research and consulting firm, utilized an existing small-scale hydrological planning model (SPHY) that is well-suited to mountainous regions. This model accounts for all the characteristics of such areas, including elevation differences, steep slopes, and snowfall patterns. Alongside this, a data-driven decision support system (DSS) that uses climate, soil, and land use data to support water management decisions was implemented.

The social enterprise MetaMeta has contributed over 20 years of expertise in water governance, land management, and climate adaptation to the project, protecting both springs and roads through a combination of measures. Additionally, MetaMeta set up a communication plan that ensures wide adaptation and the sustainability of the approach. ICIMOD brings decades of experience in spring management, working closely with the people who live and work in the area.

Achievements: more water, safer roads, better livelihoods

MetaMeta and ICIMOD recently provided an update on the project’s successes. Madhav Dhakal emphasized the importance of involving local leaders at every stage. He proudly reported that the collaborative effort has resulted in an increase of at least one litre per minute of available water in March 2025 compared to March last year. “That means water is now accessible to about 32 more people per day per spring.” This increase significantly benefits local inhabitants who previously had to fetch water from distant sources and can now invest the time saved in agricultural activities, improving livelihoods.

While MetaMeta is leading the overall project, FutureWater is focussing on a blueprint for scaling up similar efforts using scientific models that integrate ground data from test sites. Besides improvements related to water, roads are now safer and durable. There is less damage caused by water and repair costs are substantially lower, which helps people get around more easily and makes the area more accessible.

Simple structures and Nature-based Solutions to protect springs

A local NGO, HUSADEC, along with a dedicated young researcher from MetaMeta based in Dhankuta, has played an important role in roadside spring protection and spring management. They mobilised local communities, organised them into spring user groups, gathered existing information, and facilitated their active participation in designing, implementing, and monitoring the project.

With help from local communities and municipal authorities, four important springs were identified. To protect these water sources and nearby roads from erosion and damage, several simple structures were built. These include spring boxes, collection chambers, gabion walls, small dams made of plants, roadside drains, and drainage pipes or culverts. These green interventions function as practical Nature-based Solutions, while water tanks and tap stands were also installed to make sure water is available even during dry periods and to reduce water loss.

To keep the springs flowing in the long-term, small recharge structures – such as trenches and ponds – were created to collect rainwater. These affordable, earth-based solutions help rainwater soak into the ground rather than running off, keeping the springs healthy and supporting the local water supply.

Challenges and lessons learned

The project encountered several challenges during implementation:

• Construction during monsoon season was complex and required local knowledge to protect structures. In some cases, parts of retaining walls had to be redesigned and reconstructed due to damage caused by excess water.
• Budget limitations required design modifications in consultation with municipalities and local engineers with contributions from the community, municipality and ICIMOD for implementation.
• Land acquisition for recharge measures was difficult when the land was privately owned. Mediation with local stakeholders was essential to gain access. The municipality plays a vital role for the negotiations with different stakeholders.
• The fact that spring outlets shift when construction work takes place nearby showed the need for caution when working near spring water sources.
• Rights and environmental laws can complicate the execution of the project.

Local knowledge in water security

These challenges, while initially stressful for the community, were eventually managed using local expertise and took about two weeks to resolve. Despite the technical difficulties, the project remained on schedule. An important lesson was recognizing the value of local wisdom and the need to listen more closely to the knowledge of local people, who traditionally avoid touching or disturbing springs, as springs are natural wonders that they respect enormously.

For example, the community tried to extract water from a spring which seemed to have disappeared. They resolved this issue by using local techniques, which involved compacting the soil around the spring with black soil, effectively restoring the water flow. This demonstrates how local knowledge and traditional methods can be used to address challenges in water management. Additionally, the team realized the importance of integrating vegetation and using bamboo, a method that local people have been using for years to protect springs.

Community ownership drives long-term water security

After a year of monitoring, the consortium is satisfied with the progress. Local communities and municipalities are requesting more such initiatives, and some have already started their own roadside spring protection projects. This demonstrates how a co-designed, participatory approach fosters community ownership.
Although the current project phase is set to conclude in June, the consortium will leave behind crucial data, including a cost-benefit analysis considering social, environmental, and economic impacts. Involving local communities has proved to be very useful because of their valuable knowledge about the springs and their surroundings, but also for ongoing monitoring and maintenance necessary to keep the springs clean and functional. As unforeseen events like floods or droughts can impact spring protection efforts, the model needs to be adaptable to other regions.

A blueprint for scaling up Nature-based Solutions for spring protection

This collaborative initiative exemplifies how integrated approaches can address complex environmental challenges while benefiting local communities. By combining technical expertise with community-led efforts, the project not only revives natural springs and protects roads but also enhances livelihoods and builds resilience against future water scarcity.

Community involvement has been central to the project’s success. Through focus group discussions, surveys, training programmes, and a co-design approach, residents have been empowered to actively participate in monitoring and implementation efforts. While immediate benefits, such as improved access to water for drinking and agricultural use, are already evident, long-term impacts will take years to materialize. Transparency will be maintained with communities about this timeline, fostering trust and collaboration for sustainable outcomes.

As part of the Partners for Water innovation programme (2022–2027), this initiative demonstrates the transformative potential of combining scientific expertise with local partnerships. Through persistent efforts and collaboration, it paves the way for systemic change in water management and infrastructure planning. This will ensure that progress does not come at the expense of vital natural resources.

Innovation in progress series

During the Partners for Water programme 2022 – 2027, several projects that received the Partners for Water subsidy will be followed from start to finish. Over the next few years, they will take you with them on their transformative journey. You’ll be able to gain insights into their promising solutions, innovative processes and collaborations with local partners, as well as their struggles, challenges and valuable lessons learned. Stay tuned and follow their journey through the Partners for Water website and our LinkedIn page!

In 2006, a night-time rainstorm triggered a devastating flood in the Ethiopian city of Dire Dawa. Water up to four meters high surged through residential areas, claiming 260 lives and displacing thousands. With no warning system, residents were completely unprepared. These flash floods are a growing problem in African cities, where rapid urbanisation and inadequate infrastructure leave residents vulnerable.

A Dutch-African consortium, led by HKV is addressing this challenge through an innovative warning system, funded by the Partners for Water programme. The approach uses satellite data to generate crucial information for flood management and emergency responses. Dorien Lugt, Water and Climate Consultant at HKV, shares insights on this promising solution.

Floods without warning

“Many urban areas in Africa are not prepared for heavy rainfall”, says project leader Dorien Lugt. “This creates situations that are not only disruptive, but can also be life-threatening.”

“One of the major causes of the problem is the lack of reliable precipitation information,” Lugt explains. “In the Netherlands, we have rain radar; we can see where it’s raining at any moment. In many African countries, this information does not exist. There are often no radars and the ground stations that do exist only measure rainfall at one particular point and often do not automatically transmit data.”

Satellites as a solution

To address this problem, the consortium, consisting of HKV, Deltares, the Red Cross, TAHMO and ICPAC, are focusing on an early warning system for urban areas. Lugt explains how the consortium was brought together: “HKV and Deltares, are strong in flood risk management, “TAHMO measures rainfall throughout Africa, the Red Cross knows how to communicate effectively during disasters, ICPAC is a regional organisation, supporting 11 east African countries with weather and climate information.” The consortium uses satellites that look at Africa every 15 minutes and can detect rain. “This provides a comprehensive map – comparable to rain radar – of where and how much rain is falling.”

“We integrate this satellite data into a computer simulation to generate detailed flood forecasts with a six-hour lead time,” says Lugt. “Our team then translates these technical predictions into actionable information for the city: Which neighbourhoods face imminent danger? When is the flood expected? And most critically, how can we ensure residents not only receive these warnings in time but also understand how to respond effectively?”

This timing is critical. In Dire Dawa, sometimes only a few hours separate mountain rainfall from flooding in the city. “When you know it’s raining in the mountains, you must act quickly,” says Lugt. “For example, evacuating a busy market with hundreds of vendors in a dry riverbed before the water arrives.”

Local cooperation is the key

Dire Dawa was chosen as a pilot location due to the tangible risks and the existing involvement of local parties. “We initially contacted the Ministry of Water, the disaster management organisation and the municipality. They were immediately enthusiastic,” Lugt recalls.

The local community plays an important role: “People from the city took photos of bridges and drainage points. Based on this, we developed a model of the city and simulated the 2006 flood,” says Lugt. Local knowledge was also used to fill in the gaps on historical water level measurements. “Normally, you compare models with measured water levels. Instead, we asked the residents how high the water level was in different years. That provided surprisingly useful information.”

Innovations on multiple fronts

The project innovates at three levels. “First, we use satellite data that until now were underutilised. Second, we model the city in unprecedented detail using Deltares’ rapid modelling tool. And third, we’re working with the Red Cross on new protocols. Unlike traditional disaster plans, which often look days ahead, urban protocols must anticipate sudden events. That requires a different way of working and communicating,” Lugt adds

A model for the future

The collaboration is going well, despite challenges in finding the right approach. “Ethiopia was new terrain for most of us. But, the enthusiasm from the local partners has been contagious. They even indicated that they want to learn modelling themselves, so now we offer an online training every two weeks.”

“The project runs until the end of 2025. Now that the rainy season is starting, we agreed that we will run the system and that the Ethiopian team will monitor what happens. This way, we can see how well it works and what we can still improve.”

According to Lugt, the goal is clear: “With this project, we not only want to make Dire Dawa safer, but also demonstrate that this approach works for other African cities facing similar flood risks. Because the problem is widespread and the need for solutions is urgent.”

Continue the conversation: join the Meet-up 29 January

Dorien Lugt is also featured in the podcast episode #9 Early Warning! released on 22 January. On 29 January we will continue the conversation live in-person at Bar Beton at Utrecht Central. The meet-up on 29 January builds on the insights from the Waterproof podcast episode 9.