To date, the increasing interest of researchers in the social and institutional aspects of irrigation management has focused on farmer groups to the relative neglect of the management role of government bureaucracies. This report explores ways of enhancing the effectiveness of these government agencies. Part One discusses factors affecting the performance of an irrigation bureaucracy, such as: irrigation management structures; irrigation objectives (with an emphasis on the compatibility of government and water user objectives); the contexts in which the bureaucracies operate (agro ecological, technical, historical, economic, sociocultural, political), and the structure, orientation, capacities, and linkages of irrigation agencies. Part Two presents strategies for improving bureaucratic performance through: (1) better management structure and style; (2) the reorganization of irrigation agencies; (3) socio-technical analysis; and (4) institution building. Part Three provides a number of related observations on: (1) bureaucratic culture in irrigation management; (2) problem-solving methodologies; (3) organization theory on irrigation bureaucracies in Africa; and (4) the impact of enforced austerity on Latin American irrigation bureaucracies. The study concludes with several observations. Bureaucratic performance should be assessed with regard to concrete objectives and environmental conditions - not abstract organizational standards. The advantages and drawbacks of both the responsive management and routinized predictability approaches should be considered. Finally, strong leadership and the recognition of structural aspects (e.g., patterns of authority, mechanisms for accountability, etc.) are essential for effective organizational functioning and reform.