A coalition of public water, wastewater and flood control agencies across the Bay Area that includes the San Francisco Public Utilities Commission, has deployed an advanced weather radar network...

A source of life, an all-powerful element and a key part of the purification process – water is deeply rooted in traditional beliefs and constitutes the most universal sacred element in human history. This spiritual symbolism, however, does not protect it from the mundane problem of dangerous pollution.

The collapse of Arizona's CAP irrigation districts in the early 1990s was not an inevitable consequence of geography, drought, or bad luck. It was the predictable outcome of decisions made decades earlier — decisions to commit to infrastructure costs that economic analysis had already shown were unaffordable, to suppress warning signals that challenged a politically important project, and to lock district finances into contractual structures with no escape provision when reality diverged from projection. In January 1994, the Central Arizona Irrigation and Drainage District became the first federally supported irrigation district in U.S. history to file for bankruptcy. A second filing followed in August. Neither event was a surprise to anyone who had read the right documents. This post traces the three institutional failure patterns that made collapse inevitable — and what water utilities managing long-term supply contracts and capital commitments can learn from them today.

Prime Minister Mark Carney announced a new $3.8 billion nature strategy,  A Force of Nature: Canada’s Strategy to Protect Nature, with a strong marine and watershed component on March 31. […] The post Carney announces new national nature strategy appeared first on Water Canada.

Parts of Lincolnshire, London and Surrey face worst supply problems as experts warn over climate change, population growth and poor infrastructure

Qatar operates desalination plants producing 538 million gallons per day. Bahrain depends on desalination for 85% of its drinking water. Kuwait for 90%. Gulf states have invested $53.4 billion in the infrastructure since 2006. Then, in March 2026, war targeted those plants. Iranian drones struck Bahrain's desalination facility. Iran accused the U.S. of hitting Qeshm Island's plant, cutting water to 30 villages. This mirrors what happened in Gaza, where 85% of desalination plants were destroyed and daily water access fell from 82.7 liters to 5.7 liters per person. The lesson for water utility decision-makers is not that engineering fails — it does not. It is that engineering without operational resilience architecture fails catastrophically when conditions shift. Distributed storage, redundant protocols, emergency frameworks, and systematic operational discipline determine whether utilities survive what comes next.