cooperation in international waters in africa proposal for … · 2016. 7. 8. · brief...

Cooperation in International Waters in Africa

Proposal for Development Partners

March 2014

Prepared by: Sustainable Development Department, Africa Region, World Bank

Contact: Gustavo Saltiel CIWA Program Manager Email: [email protected]

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mailto:[email protected]

Proposal for Cooperation in International Waters in Africa

TABLE OF CONTENTS SECTION 1: EXECUTIVE SUMMARY ............................................................................................................................. 4

SECTION 2: INTRODUCTION ........................................................................................................................................6

SECTION 3: RATIONALE ............................................................................................................................................... 7

AFRICA’S DEVELOPMENT CHALLENGES: THE CENTRALITY OF WATER ...................................................................... 7 IMPACTS OF CLIMATE CHANGE ON AFRICAN DEVELOPMENT .................................................................................. 7 THE REGIONAL PERSPECTIVE: AFRICA’S INTERNATIONAL WATERS ......................................................................... 8 THE WORLD BANK AS CIWA’S HOST INSTITUTION ............................................................................................. 9

SECTION 4: OBJECTIVE AND EXPECTED RESULTS.................................................................................................... 11

IMPACT ....................................................................................................................................................... 11 PROGRAM DEVELOPMENT OBJECTIVE .............................................................................................................. 11 INTERMEDIATE RESULTS ................................................................................................................................ 12

SECTION 5: PROGRAM DESCRIPTION ....................................................................................................................... 19

MODES OF ENGAGEMENT ............................................................................................................................... 19 ENTRY POINTS FOR ENGAGEMENT .................................................................................................................. 20 PROGRAM STRUCTURE .................................................................................................................................. 21

The Basin Engagement Sub-Program ..................................................................................................................................... 21 CIWA’s Priority Basins and Regions ....................................................................................................................................... 24 The Catalytic Sub-Program ..................................................................................................................................................... 27 Linkages between the Sub-Programs ................................................................................................................................... 30

MAINSTREAMING GENDER ............................................................................................................................ 30

SECTION 6: CIWA PROGRAM MANAGEMENT .......................................................................................................... 32

CIWA PROGRAM MANAGEMENT UNIT ............................................................................................................ 32 PANEL OF EXPERTS ...................................................................................................................................... 32 MONITORING, EVALUATION AND REPORTING ................................................................................................... 33 COMMUNICATIONS AND OUTREACH ................................................................................................................ 33

SECTION 7: PARTNER INVOLVEMENT ....................................................................................................................... 35

CIWA CONSULTATIVE GROUP ....................................................................................................................... 35 CIWA ADVISORY COMMITTEE ....................................................................................................................... 35 CIWA BASIN STEERING COMMITTEE .............................................................................................................. 36 DEVELOPMENT PARTNER ENGAGEMENT IN THE PROGRAM CYCLE .......................................................................... 37 CIWA’S BROADER PARTNERSHIPS ................................................................................................................. 38

SECTION 8: FINANCING REQUIREMENTS AND STATUS.......................................................................................... 40

ANNEXES ..................................................................................................................................................................... 42

ANNEX 1: MAP OF TRANSBOUNDARY BASINS IN SUB-SAHARAN AFRICA ................................................................ 42 ANNEX 2: CIWA RISK ANALYSIS .................................................................................................................... 43 ANNEX 3: ALIGNING WITH THE WORLD BANK’S REGIONAL AND SECTOR STRATEGIES .............................................. 45 ANNEX 4: EXPLANATION OF RECIPIENT AND BANK EXECUTED PROJECTS .............................................................. 50 ANNEX 5. INTENDED IMPACT DICTATES THE ENTRY POINTS FOR ENGAGEMENT ...................................................... 51


LIST OF ACRONYMS

AC Advisory Committee

AU African Union

AfDB African Development Bank

AMCOW African Ministers' Council on Water

ANBO African Network of Basin Organizations

AWF African Water Facility

BSC Basin Steering Committee

CG Consultative Group

CIWA Cooperation in International Waters in Africa

CSP CIWA Support Plan

ESIA Environmental and Social Impact Assessment

EU European Union

GDP Gross Domestic Product

GEF Global Environment Facility

ICA Infrastructure Consortium for Africa

IDA International Development Association

MDTF Multi-Donor Trust Fund

NBTF Nile Basin Trust Fund

NEPAD New Partnership for Africa’s Development

NGO Non-Governmental Organization

OMVS Senegal River Development Organization

PDO Program Development Objective

PIDA Program for Infrastructure Development in Africa

PMU Program Management Unit

RBO River Basin Organization

REC Regional Economic Community

SAWI South Asia Water Initiative

SWP Shared Waters Partnership

WPP Water Partnership Program


SECTION 1: EXECUTIVE SUMMARY

Climate resilient growth and poverty reduction in Africa depend on the sustainable management and

development of its international waters. The key sectors that contribute to growth depend on water;

however two or more countries share all of the major water sources in Africa. The transboundary

nature of Africa’s rivers, lakes and aquifers adds considerable political, technical, environmental, and

financial complexity to their sustainable development. This additional complexity has often resulted

in stalled investments or the adoption of sub-optimal development choices that have real and

significant costs. Cooperative action is necessary to optimize benefits regionally and mitigate shared

risks including those of climate variability and change.

The Cooperation in International Waters in Africa (CIWA) program supports riparian governments to

unlock the potential for sustainable and climate resilient growth by addressing constraints to

cooperative management and development of international waters. CIWA’s focus on water-related

growth reflects the desire of riparian governments engaged in cooperative management of water

resources to accelerate development in support of economic growth and poverty reduction. It also

leverages the comparative advantage of the program’s host institution, the World Bank, to bring

knowledge and experience of investment in infrastructure, institutions and information systems

across the water-related sectors in Africa.

The objective of the program is to strengthen cooperative management and development of

international waters in Sub-Saharan Africa to facilitate sustainable climate resilient growth. The

expected results are:

1. Strengthened regional cooperation and integration - This aims to foster cooperative

transboundary institutions for greater regional stability and creation of an enabling environment

for shared sustainable growth.

2. Strengthened water resources management - This aims to underpin the evidence-based

knowledge for planning and decision-making to maximize development opportunities and

minimize climate variability risks.

3. Strengthened water resources development - This aims to support investments that improve

resilience to climate variability and change, enhance food and energy security, and enable

countries to follow a lower carbon growth path.

4. Strengthened stakeholder engagement and coordination - This aims to enable greater voice in

decision-making processes of civil society, private sector and academia in the cooperative

management and development of shared basin resources.

The 10-year targets for the program are:

$10 billion of investment financing mobilized for implementation of projects influenced by CIWA

50 million direct beneficiaries of projects influenced by CIWA

5 basins with strengthened institutions

5 basins with improved analytic tools, data and capacity

10 investment opportunities with regional benefits progressed in the project cycle


5 basins with improved engagement with civil society, private sector and academia

These targets reflect the high level of ambition for the program by the potential recipients,

contributing partners and the World Bank. CIWA is a long-term program reflecting the need for long-

term engagement when working in international waters and as such it aims to attract funds in the

range of US$200 million over ten years. The scale of financing proposed reflects the significant

requirements to achieve the ambitious targets.

The World Bank and a group of development partners established the CIWA program in 2011. The

financing mechanism is a multi-donor trust fund (MDTF) administered by the World Bank with an

initial contribution from the UK and subsequent contributions from Denmark, the Netherlands,

Norway and Sweden. A number of other donors have expressed interest in supporting the program.

CIWA can respond to demand from interested transboundary institutions (basin-institutions, regional

economic communities (RECs), and other relevant organizations) through the “Basin Engagement

Sub-Program”. Basins and RECs will be selected according to alignment with CIWA’s objective,

potential to contribute to one or more of CIWA’s results, relative needs of the people and countries

in the basin, and the expressed interest by basin countries. CIWA will work with priority basins by

establishing a long-term partnership with objectives defined in a “CIWA Support Plan” (CSP). This

plan will be developed with participating institutions and will be aligned with existing strategic plans.

Current priority basins include Nile, Zambezi, Volta, and Niger. All projects financed by CIWA will

contribute to the broader program results framework as well as the basin objectives outlined in the

CSP.

CIWA, through the “Catalytic Sub-Program”, will use opportunistic engagement, strategic analyses,

technical assistance, and capacity building to promote cooperative water resources management

and development. This sub-program will finance analyses on strategic issues relevant to basins

where sustained engagement is not in place or to the wider African continent. The sub-program also

will build capacity among key stakeholders and promote the application of tools to better

understand and implement cooperation in international waters. It will increase knowledge of the

strategic importance of international waters in Africa and the political economy, as well as the

economic and financial implications of cooperation (or lack thereof) that contribute to climate

resilience and inclusive growth. The sub-program will demonstrate the tangible benefits of unlocking

the potential of cooperation on joint investments.

CIWA’s design has been informed by lessons from World Bank involvement in transboundary water

issues in the Nile, Niger, Zambezi and Senegal River Basins in Africa, international waters in other

regions, as well as other programs supported by MDTFs such as the Nile Basin Trust Fund (NBTF), the

African Water Resources Management Initiative (AWRMI), the Water Partnership Program (WPP)

and the South Asia Water Initiative (SAWI).

CIWA employs a harmonized approach to all its activities and strives to complement other African

water and development programs by focusing on cooperation that leads to investments and growth.


SECTION 2: INTRODUCTION

The purpose of this document is to provide development partners with an overview of the CIWA

program for consideration of financial support. It is complementary to the CIWA Operational

Guidelines that provides more specific information on CIWA procedures and the CIWA Strategic

Framework that provides more information on the how CIWA plans to deliver results.

This proposal outlines the challenges of managing and developing international waters in Africa in

order to provide a clear rationale for the CIWA program and its management by the World Bank.

CIWA’s objective, expected results and targets for the ten-year program are presented, followed by

a description of the two main program components: the “Basin Engagement Sub-Program” and the

“Catalytic Sub-Program.”

The proposal outlines how the CIWA program is managed and describes its operational structures

and methods. Brief descriptions of how CIWA engages with basin institutions and what role

development partners play are given.

Finally, the current level and future requirements for financing are given.


SECTION 3: RATIONALE

AFRICA’S DEVELOPMENT CHALLENGES: THE CENTRALITY OF WATER

Africa has an unprecedented opportunity for transformation and sustained growth. Until the onset

of the global economic crisis, growth had averaged 5 percent a year for a decade. Even though

growth declined as a consequence of the crisis, it rebounded in 2010 due to prudent macroeconomic

policies and financial support from multilateral agencies. Despite these gains, African countries

continue to face persistent, long-term development challenges. Among them are food shortages,

low human capital, weak governance, state fragility, lack of women’s empowerment, youth

unemployment and climate variability and change.

Water is a vital development component for nearly every sector in Africa, including urban services

and industry, land management, energy, agriculture, environmental services, and fisheries. Lack of

reliable water availability of adequate quality undermines public health, restricts industrial growth,

limits energy production, constrains agricultural productivity and food production and threatens

important environmental services, including fisheries. All of which are critical to the livelihoods of

the African people.

Water management is critical for meeting Africa’s development challenges. Though water is vital for

agriculture, only 5 percent of Africa’s cultivated land is irrigated. Water for people and animals is

critical for health and livelihoods, yet only 58 percent of Africans have access to safe drinking water.

In the face of extremely limited access to modern energy (585 million people do not have electricity),

Africa has a vast but largely untapped potential for clean energy production, including hydropower.

For example, Africa's economically feasible hydropower is estimated at 45 gigawatts, nearly one-

tenth of the world's total. Less than 10 percent of this potential is currently being used.

IMPACTS OF CLIMATE CHANGE ON AFRICAN DEVELOPMENT

Climate change is a major challenge for Africa and it threatens to undermine the continent’s hard-

won development progress. Climate variability has always been a major constraint on Africa's

growth and it is estimated to cause an annual loss of 1-2 % of Gross Domestic Product (GDP). Climate

change threatens to exacerbate these impacts with additional GDP losses estimated, and in the case

of Ghana, Ethiopia and Mozambique to be in the range of 0.5% to 9% on average for the coming four

decades. With low-lying coastal areas, a heavy dependence on agriculture and inadequate

infrastructure, Africa is the most vulnerable and least prepared to cope with the impacts of global

warming. By 2020, it is projected that between 75 million and 250 million people in Africa will be

exposed to increased water stress. Increased frequency and severity of extreme events (floods and

droughts) and sea level rise of some 20 to 50 centimeters by 2050 threaten the many large cities

located in vulnerable coastal areas, thereby jeopardizing their ability to generate growth and

employment.


Hydrological variability causes significant economic loss and constrains growth. Africa lacks the

capacity to buffer the shocks of frequent droughts and floods. Water storage is vital to guard against

the effects of high climate volatility and ensure that water is available where and when it is needed.

In most of Sub-Saharan Africa, precipitation occurs in just one season lasting four to six months and

the seasonal and inter-annual variation in the timing and volume of precipitation is high. Africa

(excluding South Africa) has the world’s lowest surface water storage capacity, at about 43 cubic

meters per person per year compared to a water storage capacity in North America of 6,150 cubic

meters per person per year.

If water becomes scarcer, difficult trade-offs will need to be made among competing uses,

particularly between water for food and water for energy, but it will also affect the increasing water

needs required by rapid urbanization and industrialization. In these increasingly challenging

situations, new robust decision-making paradigms for water allocation and management will need to

be adopted.

Existing World Bank estimates on the cost of adaptation – which suggest an average of $17-18 billion

per year in the period 2010 - 2050 – are built on the assumption of a 2°C warming. But given slow

progress on climate negotiations and rapid increase of emissions, there is a growing consensus that

the world is headed towards a more rapid and more severe warming (possibly in excess of 4°C),

which implies much larger financial needs to enhance Africa’s climate resilience. This highlights the

importance of supporting cooperative water resources management and development in order to

optimize development potential and use of relatively limited financial resources.

Although possibly the biggest development threat to Africa, climate change could also be an

opportunity. Sustainable water resources development and management must properly address

adaptation including immediate and future needs for storage and improving irrigation practices. This

adaptation response to climate change could spur development-oriented interventions. Climate-

triggered collective action could also improve soil and coastal management, which according to one

estimate could be worth about US$1.47 billion a year. Also, sustainable hydropower development can

be a major contributor to climate mitigation.

THE REGIONAL PERSPECTIVE: AFRICA’S INTERNATIONAL WATERS

Africa’s development agenda is inherently regional due to the large number of landlocked countries

and transboundary water systems, as well as an uneven distribution of energy resources and load

centers. Though Africa is endowed with a generous supply of water resources, most of its rivers,

lakes and aquifers cross country borders, highlighting the importance of effective institutions that

help to ensure shared benefits from cooperation. Africa has estimated annual runoff of 63,736 cubic

kilometers, more than 90 percent of which results from eight large transboundary river basins:

Congo, Nile, Zambezi, Niger, Ogooue, Lake Chad and the Volta. A total of 63 transboundary river

basins accounts for 90 percent of Africa’s surface water resources, 63 percent of its surface area, 83

percent of its precipitation, and 92 percent of its annual discharge. In addition to rivers, international


basins contain more than 330 lakes, twelve of which are characterized as major perennial surface

water bodies.

Water resources shared by countries pose complex political and management challenges. Virtually all

the region’s rivers flow through multiple countries: the Nile flows through 11, the Niger 9, Lake Chad

8, Congo 10, and the Zambezi 8. While it is widely acknowledged that international waters have

created some opportunities for fostering regional economic cooperation and political integration

through cooperative development, the added complexity can also lead to tension and less than

optimum development of common resources. These challenges can be accentuated by increasing

competition between different sectors within riparian states and the prospects of climate related

risks. Cooperative river basin planning and management can overcome some of these challenges.

However, water management institutions needed to address these tensions in many African

countries are often weak and fragmented. Agencies with authority over a particular economic sector

can make uncoordinated decisions about water allocation and use, which lead to inefficiency and

degradation of the resource. The cost of noncooperation is high, including the economic cost of

negative environmental impacts, suboptimal water resource development, political tensions over

shared resources, and the forgone benefits of joint water resource development.

A multi-purpose, integrated and cooperative approach has the clear potential not only to help

countries build economic resilience to climate change, but more importantly, to diversify their

economies. Multi-purpose cooperative water resource development has the potential to offer

significant benefits to the countries of Africa, provided that appropriate water governance

institutions manage the complex dynamics of multi-country development. Countries around the

Senegal and Niger Rivers have started to reap the benefits of a cooperative and a joint approach to

managing their shared waters.

THE WORLD BANK AS CIWA’S HOST INSTITUTION

The World Bank is uniquely positioned to administer the CIWA trust fund. As a trustee of more than

$25 billion dollars annually, the World Bank can ensure systematic and prudent management

oversight of entrusted funds. Additionally, the World Bank has vast experience in program delivery

with the highest level of technical capacity, deep partnerships with recipient countries and a global

operational platform. Specific to water resource management and development, the Bank’s team is

recognized for its world-class expertise as well as its extensive experience in project design and

implementation in all water-related sectors. This technical capacity and broad experience enables the

Bank to play a catalytic role in fostering cooperative water resources management and

development. This is the primary rationale for the World Bank to lead and host the CIWA program.

The following expands upon this rationale detailing the Bank’s suitability as host institution for CIWA:

The Bank’s primary function and one of its major strengths is as a provider of investment

financing to support economic growth which corresponds directly with the objectives of

CIWA.


The Bank has a multi-sectoral presence in most African countries and is engaged with

governments at a strategic level in the promotion of growth and poverty reduction. It is thus

uniquely placed to provide strategic input and guidance to transboundary water programs.

The Bank has an established reputation in international rivers work in several African river

basins and is also engaged in supporting the water sector at a national level in many

countries.

The Bank has an established and highly regarded role as a neutral mediator in supporting and

bringing together parties to collaborate on international waters development.

The Bank is experienced in acting as a convener to bring together riparian governments,

donors, investors, and other interested parties.

The Bank places a great deal of emphasis on regional economic development in Africa

through the formulation and implementation of its Regional Assistance Strategy. CIWA

brings riparian countries together within regional contexts in ways that can strengthen

regional development in a range of sectors.

The Bank has extensive multi-sectoral technical expertise that it can deploy to support

detailed analytical assessment of strategic and investment options as well as the design,

development and oversight of projects.

The Bank has tried and tested fiduciary and operational instruments and procedures,

including extensive safeguards. The Multi-donor Trust Fund instrument was specifically

designed as a mechanism to make best use of these procedures.

In addition, the establishment of CIWA and its supporting MDTF represents a rationalization of

previous Bank managed instruments, incorporating the lessons learned from for example the NBTF,

SAWI and the WPP. This brings together the experience that has been gained in different basins and

regions into a focused initiative to both continue to support basins where the World Bank is already

engaged and to extend support to other basins.


SECTION 4: OBJECTIVE AND EXPECTED RESULTS The CIWA results framework is organized as a hierarchy of impact, objective and results.

IMPACT

CIWA’s intended impact is to strengthen sustainable climate-resilient growth in Sub-Saharan Africa.

CIWA seeks to support riparian governments to unlock the potential for sustainable and climate

resilient growth by addressing the constraints to cooperative management and development of

international waters. CIWA’s focus on water-related growth reflects the desire of riparian

governments engaged in cooperative management to accelerate water resources development in

support of economic growth and poverty reduction. The program’s focus also leverages the

comparative advantage of its host institution, the World Bank, to bring extensive experience with,

and ability to mobilize, infrastructure investment in many water-related sectors in Africa.

PROGRAM DEVELOPMENT OBJECTIVE

The program development objective is to strengthen cooperative management and development of

international waters in Sub-Saharan Africa to facilitate sustainable climate resilient growth. There are

two Program Development Objective (PDO)-level indicators identified:

Indicator: US$ financing mobilized for cooperative management and development of international

waters resources projects supported by CIWA

10-year Target: $10 billion

This indicator reflects the intended impact of enabling growth through investments in

cooperative water resources management and development projects.

The project development cycle will follow best practice to ensure that investments are

sustainable and climate-resilient.

This indicator aggregates the mobilized financing of all projects which CIWA has influenced

during one or more stages of project preparation including, but not restricted to, support for

facilitation of investment dialogue, project identification, pre-feasibility, environmental and social

impact assessments (ESIAs), feasibility, transaction negotiation and resource mobilization.

Financing from all sources will be included.

Mobilized financing is considered to be planned and/or actual investment financing, where

planned financing includes any project that has been included in a formal plan or planning

process. All funding sources will be considered.

Indicator: Number of people directly benefiting from improved water resources management and

development in target basins through projects supported by CIWA

10-year Target: 50 million people


This indicator will aggregate the planned and actual direct beneficiaries of projects influenced by

CIWA and will be disaggregated by gender where possible. (Indirect beneficiaries are assumed to

be all the people living within the basins that CIWA is supporting.)

INTERMEDIATE RESULTS

The intermediate results capture the progress towards strengthening cooperation, water resources

management and development, as well as stakeholder engagement in target basins. Given that

participating transboundary institutions have different roles and responsibilities, are at different

stages of maturity, and that each will have to address distinct challenges to strengthen themselves,

it will be difficult to aggregate all meaningful results across all of CIWA’s engagements and projects.

A CSP will be developed for the priority basins which will provide a definition for what constitutes

successful strengthening in each of the relevant result areas. Each priority basin will have its own

results framework and will use specific indicators that identify how the project contributes to the

relevant results areas. For engagement outside of the priority basins and on multiple-basin or Africa-

wide projects, CIWA will provide a detailed results framework and a definition for what successful

strengthening entails in the project documentation.

CIWA recognizes that multiple entry points are required to achieve sustainable cooperative water

resources management and development and that not every relevant organization operates at the

basin-scale. To account for relevant engagement on multiples scales, several indicators aggregate

results according to relevant institutions strengthened which includes RBOs, RECs, stakeholder

organizations, academic groups and others relevant to cooperative water resources management

and development. In addition, CIWA will undertake important knowledge management and capacity

building work on a multiple-basin or Africa-wide scale that contributes to the four results areas.

Indicators which aggregate these results are included in the Results Framework.

CIWA progress reporting will provide information on how program-wide targets have been met as

well as a narrative of how specific basin engagements and projects contribute to the program-level

indicators. It is expected that this combination of reporting will enable overall quantitative tracking

of key indicators and will tell the story behind the numbers in illustrative cases.

The expected intermediate results and their associated indicators are defined next.

Intermediate Result #1: Regional Cooperation and Integration Strengthened

This result area quantifies how CIWA support fosters cooperative transboundary institutions for

greater regional stability, establishes the evidence base for cooperation, and creates an enabling

environment for shared sustainable growth.

Indicator: Number of relevant transboundary institutions strengthened to improve regional

cooperation

10-year Target: 8 transboundary institutions in at least 5 basins


This indicator is based on the assumption that strong transboundary institutions with a water

resources mandate are a good indicator of strong regional cooperation.

The progress towards strengthening transboundary institutions will be assessed on parameters

unique to each organization, such as: extent of data-sharing, extent of public access to

information, facilitation of prior notification, clarity of and ability to communicate the evidence

for benefits of cooperation, quality of institutional legal and policy frameworks, effectiveness of

national/regional linkages and sustainability of core financing. The set of indicators to be

measured with corresponding baselines and targets will be unique to each project, defined in the

project documentation and/or the CSP.

Indicator: Number of strategic analyses conducted and knowledge products developed to illustrate

the evidence base for cooperation needs and challenges

10-year Target: 10 strategic analyses conducted

This indicator is based on the assumption that a solid understanding of the benefits of

cooperation, based on knowledge and evidence, will engender and strengthen cooperation.

It is expected that this will capture how the analytical work is helping reach out indicate the

practical need for transboundary cooperation to high-level decision makers at the national and

regional level. The topics are expected to cover issues such as political economy, benefits of

cooperation and costs of inaction, implications for poverty reduction and shared prosperity,

implications for climate resilience, specific illustrative case studies, etc. Efforts will be made for

innovative packaging and dissemination of such knowledge products to stimulate discussion and

cooperative action.

Results are aggregated for basin-specific knowledge management and strategic analyses

supported by CIWA, as well as Africa-wide or multiple basin works that contribute to

strengthened regional cooperation.

Intermediate Result #2: Water Resources Management Strengthened

This result aims to quantify how CIWA supports the evidence-based knowledge for planning and

decision-making to maximize development opportunities, minimize climate variability risk, and

improve coordination of investment operation.

Indicator: Number of relevant institutions with improved analytical tools, knowledge products, data,

forecasting, and/or capacity for improved water and climate risk management or investment

operation coordination

10-year Target: 5 transboundary institutions in at least 4 basins

The indicator is based on the assumption that if a basin institution has improved analytic tools,

knowledge products, data, forecasting, and/or capacity it will be better able to assess and

monitor water resource management status, challenges and opportunities and inform key basin

officials and decision-makers and to better coordinate investment operation. This in turn will


enable stronger, and potentially more coordinated, management of water resources and will

minimize risk from climate variability.

For priority basins, progress will be assessed on parameters unique to each basin as defined in

the CSP. For other institutions where CIWA strengthens water resources management,

indicators for how progress will be achieved under this result area will be clearly delineated in

the project results framework.

Improved analytic tools, knowledge products, data, forecasting, and/or capacity could include,

but are not limited to, enhancing the quality of decision support systems, extent of monitoring

systems (hydro-met) and data collection, quality of disaster risk management systems, quality

and timely implementation of the basin management plans, monitoring of the state of the basin

and quality of policy at national level relating to international waters.

Intermediate Result #3: Water Resources Development Strengthened

This result aims to quantify how CIWA supports sustainable water-related investments with regional

benefits that contribute to climate resilient growth.

Indicator: Number of investment opportunities with regional benefits that have been advanced

through CIWA support

10-year Target: 10 opportunities

The indicator is based on the assumption that advancing investments with regional benefits

increases growth, shared prosperity and builds climate resilience.

Regional benefits are often at the heart of what countries seek from transboundary cooperation.

There are investments that require regional cooperation to materialize in a regionally-acceptable

manner, as well as investments that are then enabled by cooperation or regionally-agreed

investments. The cooperation relating to these investments in a transboundary context could

range from notification and meaningful information sharing to generate consensus required for

implementation by a country all the way to joint investments across countries (e.g. the case of

the Senegal Basin) depending on the level of cooperation and the maturity and strength of basin

institutions. The support at a regional level could be to facilitate preparation, financing,

implementation, and operations of key transformative investments.

Investments are likely to include, but are not limited to, water-related investments that improve

resilience to climate related shocks, reduce poverty, enhance food security, and enable countries

to follow a lower carbon growth path. Examples include, but are not limited to, water storage,

irrigation, water management, institution building, hydro-meteorological data collection and

other information systems, hydroelectric schemes, multipurpose systems, hydroelectric

schemes, and natural infrastructure.

This indicator will aggregate the number of steps in the project cycle of relevant investments

that CIWA has directly influenced, where steps in the project cycle could include, but are not

limited to: i) Scoping/Pre-identification studies (Unlocking Potential) ii) Identification, iii) Pre-

feasibility, iv) Feasibility, v) Investment Financing facilitation, vi) Detailed Design, vii)


Construction, viii) Commissioning, ix) On-going Operations and Maintenance. This indicator will

also include program identification through multi-sector investment opportunities analyses.

Indicator: Number of relevant transboundary institutions with an improved approach to sustainable

investment planning and bankable investment preparation

10-year Target: 5 institutions

This indicator aims to capture CIWA’s support to strengthen the basin organizations and other

relevant institutions ability to improve the sustainability of regional investments by incorporating

social and environmental considerations into investment planning and preparation.

The indicator is based on the understanding that including long-term climate change, ecosystem

services information and social considerations (such as gender equity, inclusion and shared

prosperity) during the investment planning and preparation will improve the sustainability of the

investment. This is expected to complement work that is often done on the technical, economic,

financial, and institutional elements of proposed investments, all of which are required for

building a well-developed pipeline of “bankable” projects in each basin to be considered for

financing and implementation.

This indicator will aggregate a number of separate lines of work that contribute to improving the

approach to sustainable investment planning which may include, but are not limited to:

(i) Capacity building on how consideration of climate change, environmental, gender, and/or

poverty issues can improve sustainability of investments;

(ii) Development of gender, poverty, environmental, and/or climate change-relevant

indicators or standards against which they can assess progress in building climate resilience,

shared prosperity and/or social inclusion;

(iii) Incorporation of social and/or environmental and climate change considerations in

strategic planning or other institutional modalities (e.g. through strategic or cumulative

Environmental and Social Assessments and integration of these considerations into basin

planning);

(iv) Inclusion of social, environmental or climate-change considerations in development of

analytic tools, knowledge products, data, and/or forecasting;

(v) Undertaking a specific analysis of environmental or social considerations in order to

advance a regional investment opportunity, such as an ESIA or similar instruments.

Intermediate Result #4: Stakeholder Engagement and Coordination Strengthened

This result area measures how CIWA enables greater voice of civil society, private sector or academia

in the decision making processes related to cooperative management and development of shared

basin resources with a particular focus on empowering women and the poor.


Indicator: Number of basins with improved engagement with civil society, private sector or

academia; Sub-Indicator: Percentage of basins with improved engagement of organizations

representing the interests of women and/or the poor

10-year targets: 5 basins; 60 percent with improved women/poor engagement

This indicator is based on the assumption that improving engagement with civil society increases

public accountability, demonstrates best practice for inclusion of environmental and social issues

(including safeguards) and provides a mechanism for addressing grievances. Engagement with

the private sector aims to improve competiveness in procurement and increase the potential for

investment financing. Finally, engaging with academia seeks to enhance the long-term

development of local professional capacity. The development of internship/young professional

programs in basin organizations to improve outreach, in-sourcing of cutting-edge talent, and

building capacity of the next generation of water-related multi-disciplinary professionals and the

development of MOUs or other meaningful working arrangements with academia, CSOs,

research institutes, and other professional entities is also expected to be enhanced.

Progress towards improving engagement with civil society, private sector and academia will be

assessed on parameters unique to each basin such as: clarity of plans and process of

engagement, extent of participation in the project development cycle (including investment

reviews, identification of opportunities, pre-feasibility and feasibility activities, project

implementation) and extent of public access to information. The set of indicators to be

measured with corresponding baselines and targets will be unique to each project and/or as

defined in the CSP.

The sub-indicator is intended to capture support which targets empowerment of women and the

poor.

The sub-indicator is based on the assumption that empowering women and the poor will

increase the sustainability of water investments, improve water management, promote growth

and ensure that benefits are shared.

Indicator: Number of basins with increased water resources management and development

information in the public domain

10-year target: 5 basins

The indicator is based on the assumption that increasing information in the public domain

enables stakeholders to more effectively engage in water resources management and

development decision making.

This indicator will track progress on what has been identified as a critical issue in African

transboundary basins – availability of meaningful data, tools, and analytical insights in the public

domain to stimulate awareness and better inform broad-based decision support for cooperative

approaches to realize system benefits and manage risks.

This is expected to include activities in each basin related to availability of public-domain data

(e.g. basin characteristics, monitoring data, etc. through online portals, mobile Apps, data

services), analytical tools (e.g. simple models, scenario visualization tools), knowledge products


(e.g. newsletters, bulletins, analytical reports), and forums (e.g. to facilitate knowledge sharing

and stakeholder information sharing and discussions).

Progress towards increasing water resources management and development information in the

public domain will be assessed based on the efforts of relevant institutions to display

information, promote access to information or increase stakeholder awareness of relevant

information in the public domain. The set of indicators to be measured with corresponding

baselines and targets will be unique to each project and/or as defined in the CSP.


Table 1: CIWA Results Framework

Impact

Sustainable climate resilient growth in Sub-Saharan Africa strengthened

Program Development Objective

Strengthen cooperative management and development of international waters

in Sub-Saharan Africa to facilitate sustainable climate resilient growth

Indicator 1: US$ financing mobilized for cooperative management and development of international waters resources projects supported by CIWA

10-year target: $10 billion

Indicator 2: Number of people directly benefiting from improved water resources management and development in target basins through projects supported by CIWA

10-year target: 50 million

Intermediate Results

1. Regional cooperation and integration strengthened

Indicator 1: Number of relevant transboundary institutions strengthened to improve regional cooperation

10-year target: 8 transboundary institutions in at least 5 basins

Indicator 2: Number of strategic analyses conducted and knowledge products developed to illustrate the evidence base for cooperation needs and challenges

10-year target: 10 strategic analyses conducted

2. Water resources management strengthened

Indicator: Number of relevant transboundary institutions with improved analytical tools, knowledge products, data, forecasting, and/or capacity for improved water and climate risk management or investment operation coordination

10-year target: 5 institutions in at least 4 basins

3. Water resources development strengthened

Indicator 1: Number of investment opportunities with regional benefits that have been advanced through CIWA support

10-year target: 10 opportunities

Indicator 2: Number of relevant transboundary institutions with an improved approach to sustainable investment planning and bankable investment preparation

10-year target: 5 transboundary institutions

4. Stakeholder engagement and coordination strengthened

Indicator 1: Number of basins with improved engagement with civil society, private sector and academia; Sub-indicator: Percentage of basins with improved engagement of organizations representing the interests of women and/or the poor

10-year targets: 5 basins, 60% of engagements with women/poor organizations

Indicator 2: Number of basins with increased water resources management and development information in the public domain

10-year target: 5 basins


SECTION 5: PROGRAM DESCRIPTION Transboundary waters development is complex and demanding. Most major river basins, lakes and

aquifers are not contained within the boundaries of a single country. Depending on many different

social, developmental, geopolitical factors, the needs of various basins and regions can vary greatly.

The CIWA program must maintain flexibility in its approach to engagement (i.e., modes of

engagement, entry points for engagement, and program structure) in order to address the needs of

basins across Africa while maximizing impact.

MODES OF ENGAGEMENT

International lessons learned and our experience with NBTF and CIWA to date suggest that steady

progress towards international cooperation can be made through long-term sustained support to a

given basin with weak institutional capacity. Experience has also shown that given the event-driven

nature of many opportunities for impact, shorter-term, opportunistic support (analytical work,

capacity building, technical assistance, etc.) can often propel cooperation in a given basin forward.

Given the varying basin needs and opportunities across Africa, CIWA is designed to support a few

long-term programs, but also to be flexible enough to address strategic opportunities as they arise.

CIWA is designed around three primary modes of engagement, outlined in Figure 1.

Figure 1. CIWA: Modes of Engagement

The bulk of CIWA resources will be dedicated to the sustained engagement in CIWA priority basins

(entry point can be a basin or region). CIWA priority basins are established using the program’s

criteria for selection including need, demand, linkages and CIWA’s value added (see below). The

analysis contained in “International Waters in Africa: A Strategic Overview” provides objective

criteria to assess basin and regional needs as an input to defining CIWA’s priority basins. Criteria such

CIWA: Modes of Engagement A. Sustained Basin

Engagement:

long-term engagement in a finite number of priority

basins to strengthen information, institutions,

and investments

B. Opportunistic Engagement:

shorter-term engagement that explores collaborative,

potential high impact investment opportunities in basins other than priority

basins

C. Knowledge Management/Capacity

Building:

discrete activities to generate, share and

manage knowledge that can facilitate cooperative

development and management of

international waters

Analytical Work Cuts Across All Modes of Engagement


as population, GDP, poverty, total discharge, surface area, potential for conflict over water,

infrastructure potential, environmental considerations, hydrological variability, anticipated effects of

climate change are delineated. Basins may move on and off of the priority list given performance,

needs, and demands. Sustained basin engagement will primarily be recipient-executed and will be

part of the Basin Sub-Program as described below. An explanation of recipient and Bank-executed is

provided in Annex 4.

CIWA supported opportunistic work will be demand driven, bounded engagements that unlock

potential for investment in basins other than priority basins. Entry points for engagement can be a

basin or a region and activity selection will be made using CIWA’s criteria for selection (see below).

In some cases, opportunistic work will be used to evaluate the suitability of long-term engagement

with a given entry point. Opportunistic work will respond to high-priority, high-stake issues and will

primarily be Bank-executed (description in Annex 4) and will be a part of the Catalytic Sub-Program

(detailed below).

The Knowledge Management and Capacity Building mode of engagement will broker knowledge on

cross-cutting issues to create shared understanding that can facilitate cooperative development and

management of international waters. Knowledge Management and Capacity Building window will

have multiple entry points for engagement including multiple basins, regions, Africa-wide, and other

relevant scales. Knowledge generated services will be relevant to multiple basins, regions, and

stakeholders capitalizing on economies of scale and this mode of engagement will cover four

thematic pillars:

1) Analytical Work for Catalyzing Cooperation

2) Exploring Collaborative Investment Opportunities

3) Improving Access to and Improving the Use of Climate Change Data, information,

and Models to Build Resilience

4) Capacity Building and Knowledge Management

The Knowledge Management/Capacity Building window will be primarily Bank-executed (description

of Bank-executed in Annex 4) and will fall largely within the Catalytic Sub-Program (detailed below).

ENTRY POINTS FOR ENGAGEMENT

Experience suggests that transboundary cooperation between multiple riparian countries is best

developed at the level of the river basin where the shared resources of the basin is a unifying

concept. In this regard, many riparians have formed River Basin Organizations (RBOs) or similar

initiatives with the function of supporting riparians in the task of cooperative management and

development of their shared water resources. While the term basin primarily refers to river systems,

the scope of CIWA includes lakes and groundwater.

Lessons in promoting cooperative management and development of international waters have

shown that multiple entry points with various types of institutions are often required to promote


effective cooperation. Regional Economic Communities (RECs) are generally mandated with the

promotion of economic cooperation across all sectors in their regions which often include matters

related to water. The engagement with RECs will:

Expand CIWA’s reach beyond the water sector organizations to include water’s role in food

and energy security issues for which there often are regionally policies that extend beyond a

basin’s boundary;

Engage finance and planning ministries to legitimize and endorse water-related decisions;

and to

Facilitate cross-basin exchange and perform knowledge management functions.

More detail on why and how CIWA engages through various entry points is provided in Annex 5.

PROGRAM STRUCTURE

The CIWA program is organized around two complementary and interlinked sub-programs (Figure 2):

1. Basin Engagement Sub-Program: providing multi-sectoral support to develop and

implement cooperative water resources management and development in international

waters including basins, aquifers, lakes and regions through sustained engagement in

priority basins and regions.

2. Catalytic Sub-program: providing knowledge and analysis to underpin CIWAs

engagement in international waters through the Opportunistic window and the

Knowledge Management and Capacity Building window as described below.

THE BASIN ENGAGEMENT SUB-PROGRAM

The experience of the World Bank has been that engaging with and supporting riparian countries in

the development of international waters is a complex undertaking which often requires long-term

committed interaction. CIWA’s plan for activities and outcomes of sustained engagement in a basin

is outlined through a CSP that is developed by participating stakeholders (RBOs, RECs, bilaterals,

development partners, etc.) in a given basin in collaboration with the World Bank. This support plan

will state the objectives of the partnership and the expected results for each of the projects CIWA

will support, as well as their inter-linkages. The plan will be aligned with all participating basin

organizations’ strategic plans. CSPs are generally 5-10 years in duration and include a variety of

different projects and a complex partnership with different donors, financiers, international

development agencies as well as the client countries. These arrangements bring together support

from different sources, each of which has their own interests and areas of comparative advantage.


Figure 2: CIWA Program Structure

Identify need for sustained engagement in a basin. CIWA follow-up engagement is subject to resource availability, strategic significance, and assurance that further engagement that will not compromise the programs strategic focus on the identified priority basins.

Catalytic Sub-Program Objective: Create shared understanding and explore opportunities, risks, costs, and benefits of cooperative development and management of international waters among stakeholders

Duration: Discrete engagement over a shorter, defined timeframe

Implementation arrangements: Predominantly Bank-executed

Expected results: Increased evidence base and understanding of benefits from

cooperation, increased capacity, platforms for dialogue, greater coordination

Respond to demand for exploring potential high impact collaborative investment opportunities

Geographic scope: Services additional basin(s) or geographic area(s) in Africa identified and selected against pre-agreed criteria

Opportunistic Window

Objective: Strengthen the institutional structure in a basin/region, provide relevant information, catalyze investments, and create linkages between information, institutions and investments.

Geographic scope: A finite number of priority basins

Duration: Sustained engagement for extended timeframe

Implementation arrangements: Predominantly recipient-executed

Expected results: Strengthened cooperative management and development of international waters in priority basins

Basin Sub-Program

Generate, tailor, and share knowledge and capacity building that can facilitate cooperative development and management of international waters

Geographic scope: Services basins and aquifers throughout Africa

Knowledge Management & Capacity

Building Window

Provide experiences and other lessons useful for wider sharing

through KM efforts

Provide KM products and capacity building that can help accelerate Basin program implementation

Provide experiences and lessons useful for wider sharing through KM efforts

Provide useful methodologies, tools, best practice, and capacity building

SELECTING PRIORITY BASINS

With 63 international rivers across the African continent (53 of which are located in Sub-Saharan

Africa) as well as numerous shared aquifers and lakes, there is substantial potential and opportunity

for CIWA’s engagement. However, as the resources of CIWA are limited, prioritization is necessary,

and a transparent basis for selection is required. CIWA aims to engage in basins where the emphasis

of riparian governments is investment and growth-oriented and the main principles for CIWA’s

engagement will be how opportunities in a given basin or region align with CIWA’s objective and

results areas and where, given limited resources, CIWA can add value for stakeholders.

There are many factors to consider in identifying how opportunities align with CIWA’s objectives and

results focused agenda, including:

• Linkages: Significance of current plans for investment in a basin; Feasibility of cooperation

and potential limitations by political economy or instability;

• Need: Population, GDP, poverty, environmental considerations, total discharge, surface area,

potential for conflict over water, infrastructure potential, hydrological variability, anticipated

effects of climate change; (Data for the needs criteria are delineated in Strategic Overview)

• Demand: Articulated demand for CIWA or Bank assistance in the basin, region or for the

analytical work; (by riparians, regional organizations, international organization, Consultative

Group (CG), etc.)

Therefore, the main criteria that CIWA uses to select priority basins in which to work are:

• Alignment: The project must align with the CIWA objective and contribute significantly to

one or more of CIWAs results;

• Strategic importance: The extent to which basin engagement addresses critical issues must

be significant;

• International River Basin Benefits: Engagement should promote the optimization of basin-

wide and regional benefits, and build cooperation and trust amongst stakeholders;

• Strong Regional Interest and/or Country Commitment: Engagement should be demand driven

and in line with the strategic direction and the needs of the basin; and

• Complementarity and Additionality: Engagement should complement ongoing Bank and/or

partner programs and continue or build on existing work

Specific proposals within a basin program are also assessed on:

• Implementation Capacity and Readiness: In the case of recipient-executed projects,

demonstrated capacity of RBO/REC to implement proposed work; readiness of institution to

move quickly and implement in timely fashion;

• Technical Merit: Strength of intended proposals, including the technical soundness of

proposed work, the potential for the proposal to deliver results, and realistic work plan,

budget, procurement plan and project timeline;

• Risk: Risks to success of the project


• Sustainability: Elements in the project proposed that will ensure sustainability of results after

CIWA’s engagement is finished

• Minimum value for recipient-executed projects: The minimum value for recipient-executed

projects is $1,500,000

CIWA’S PRIORITY BASINS AND REGIONS

Using the criteria outlined above, CIWA has selected five priority basins for engagement. In

consultation with basin counterparts, CIWA has developed strategies for sustained engagement and

support to the Nile, Zambezi, and Volta Basins (CSPs) and has recipient-executed grants under or

nearing implementation with multiple organizations in these basins and complimentary Bank-

executed support programs. CIWA also conducted initial scoping work to develop sustained

engagements in the Niger River Basin and in the Lake Chad Basin. Through further engagement with

basin counterparts, CIWA will develop CSPs for the Niger Basins, as well as relevant recipient-

executed grants and a Bank-executed support program.

CIWA has also identified two priority regional engagements and a basin engagement that may

develop into priorities for sustained engagement. Currently planned as opportunistic work through

the Catalytic Sub-Program, CIWA will support ECOWAS through a Bank-executed project and will

initiate activity in the Sahel (also Bank-executed). CIWA will also engage in an opportunistic recipient

activity in the Lake Chad Basin. If these initial projects indicate that further gains could be made

through sustained engagement and recipient-executed projects, CIWA will consider developing

sustained-engagement programs with ECOWAS and/or institutions in the Sahel.

CIWA SUSTAINED BASIN ENGAGEMENT PROCESS

The key steps for engaging in a basin are:

1. Initial engagement: initiation either by basin organization/s or by the World Bank based

on an initial concept, and review of the justification to engage in relation to CIWA’s

engagement criteria.

2. Scoping: exploration of mutual objectives between CIWA and the basin/regional

organization/s to outline the objectives and a possible program of support.

3. Formalization: commitment to establishing a strategic partnership with CIWA based on

an exchange of letters or inclusion in formal minutes from the basin/regional

organization/s stating this commitment and the broad objectives of the partnership.

4. Program/project preparation: taking forward engagement with the drafting of project

documentation and if relevant, a CSP.

5. Implementation: signing of a grant agreement and commencement of the project/s.

6. Review and reporting: timely assessments of progress (annually, or as needed) and

updating of the CSP as required. This will contribute to the results and reporting for the

overall CIWA program.


TYPICAL ACTIVITIES TO BE UNDERTAKEN (BASIN SUB-PROGRAM)

Indicative activities that could be implemented with CIWA support for each result area are presented

below.

Intermediate Result #1: Regional Cooperation and Integration Strengthened

Typical activities include:

• Building of the evidence base, awareness, and understanding of the financial, social,

environmental, and economic benefits of cooperation over water resources, resulting in

greater political commitment and broad based public support, reduced tensions over water

resources and limited risk of future conflict.

• Institutional strengthening and building the capacity of nascent and existing RBOs and in

some instances extending this to the strengthening of national institutions to enable

engagement between riparian states on a ‘level playing field’.

• Water resources management policy development and harmonization across shared

international waters to provide a common platform for the development of transboundary

waters, together with the building of specific skills such as negotiation skills and the

development of expertise in international water law.

• Support for preparation of cooperative agreements and legal frameworks where appropriate

and explicitly requested by the respective RECs or RBOs.

• In-depth analytical studies of the economic, social, political and historical factors that affect

the current relationships and perspectives in international waters, which are important for

building knowledge and promoting understanding and cooperation between all riparian

parties. Studies which reflect the implications for poverty reduction and shared prosperity,

climate resilience, and equity and empowerment, where relevant to promoting cooperation

will be included. Efforts will be made for innovative packaging and dissemination of such

knowledge products to stimulate discussion and cooperative action.

• Convening of high-level meetings of political principals and senior officials; thematic

workshops and conferences; training programs; technical placements and study tours, etc.

Intermediate Result #2: Water Resources Management Strengthened


• The promotion of the sustainable development of transboundary water resources to meet

the growth needs of national and regional economies, particularly in water - dependent

growth sectors including among others power, irrigation, urban/industrial growth and rural

development; the development of strategic basin development plans which are harmonized

with regional and national strategic development plans.

• Developing and improving analytic tools, knowledge products, data, forecasting, and/or

capacity so that stakeholders are better able to coordinate investment operation as well as

to assess and monitor water resource management status, challenges and opportunities and

inform key basin officials and decision-makers.

• Developing and improving decision support systems at river basin levels to enable their

broad based and strategic application to analyze and inform decision-making.


• Planning for resilience to climate variability and climate change – and will include the conduct

of climate change impact assessments on transboundary waters and the identification of

mitigation actions/measures.

• The identification and assessment of benefit sharing resulting from cooperative

development of transboundary water resources to clearly determine incentives and drivers

of growth derived from riparian cooperation in collaborative or joint investments.

• In-depth specific sector-related economic, financial, and technical analysis of topics such as

hydrology, climate variability and change, multi-purpose water storage, disaster risk

management (mainly drought and flood related), environmental services, sectoral water

requirements (for example energy, irrigation, mining, industrial development, rural

development etc.)

• Strengthening and harmonization of international water resources management policies and

functions is a particular area of focus including such issues as water quality, basin-wide

hydrological monitoring and modeling, system optimization, catchment management

including such factors as deforestation, sedimentation, wetland protection, aquatic

ecosystem monitoring and protection etc.

Intermediate Result #3: Water Resources Development Strengthened


• Program identification through multi-sector investment opportunities analyses.

• Support to joint or collaborative investments of a transboundary nature which optimize

benefits, including support to all stages in the project cycle: i) Scoping/pre-identification

(Unlocking Potential) ii) Identification, iii) Pre-feasibility, iv) Feasibility, v) Investment

Financing, vi) Detailed Design, vii) Construction, viii) Commissioning, ix) Ongoing Operations

and Maintenance. The sectors of typical projects supported by CIWA include (but are not

limited to) irrigation, hydropower generation and interconnection, multi-purpose storage,

watershed management and flood early warning and preparedness.

• Support for the development of specific protocols and arrangements for collaboration

relating to specific projects including for example power purchase agreements.

• Determination of financing and investment options including support for the identification

and solicitation of potential investors.

• Understanding of the contribution of water infrastructure investments in economic growth.

• Incorporation of uncertainty and risk in the lifetime of water infrastructure investments.

• Support to strengthen the basin organizations and other relevant institutions ability to

improve the sustainability of regional investments by incorporating social and environmental

considerations into investment planning and preparation.

Intermediate Result #4: Stakeholder Engagement and Coordination Strengthened


• Support for civil society to engage in basin cooperation, management and development

issues. Where relevant, civil society organizations representing the interests of women and

the poor will be included in efforts to increase engagement.


• Building partnerships in support of targeted engagement in the above three result areas with

regional organizations, investment mechanisms, private sector, and academia.

• Stakeholder engagement and consensus building for regional cooperation, of which the

promotion of communications and knowledge dissemination is key to assisting with

informing and building ownership and partnerships. This will particularly focus on increasing

water resources management and development related information in the public domain.

• Development of the CIWA website including international waters clearing house mechanism,

stakeholder mapping; opinion surveys; media monitoring; stakeholder dialogues;

workshop/seminars; communication and outreach; preparation of media and materials;

dissemination of media, reports, lessons learned, etc.

CIWA will aim to ensure that its activities are complementary to other existing African water

programs by focusing specifically on international waters cooperation and management as a means

to unlock potential investments.

THE CATALYTIC SUB-PROGRAM

In Sub-Saharan Africa, cooperation over transboundary waters is stifled by gaps in technical

knowledge, shortcomings in institutions and policies, knowledge gaps regarding economic

opportunities, socio-political difficulties, and lack of capacity, all of which are subjects of

consideration of the CIWA Catalytic Sub-Program. Effective demand for technical capacity building,

knowledge services on cross cutting issues, understanding of opportunities for high-impact

collaboration, and strategic investment support is widespread. The evidence of this demand is as

follows:

Consultative meetings have underscored the need for support on strategic analytical

studies, enhancing the publically available knowledge base and analytical tools relating to

the planning and management of transboundary waters, strategic communications,

knowledge partnerships, professional networking, and capacity development among the

various stakeholders.

Discussions over the years among CIWA, World Bank teams and regional and national

organizations in Africa invariably flag the urgent need for capacity-building, training, and

knowledge in critical areas of transboundary water resources management.

Experience with other similar trust fund programs has clearly underlined the importance of

catalytic/analytic activities.

Analytical reports confirm the importance of knowledge services, technical assistance,

training, and strategic investment support.

Discussions with several countries have noted the importance of convincing the Ministries of

Finance why work on transboundary basins is essential for the economic growth and

poverty alleviation.


The Catalytic Sub-Program will contribute to the CIWA PDO through the following sub-program

objectives:

Generate, share, and manage knowledge that can facilitate cooperative development

and management of international water;

Explore potential high impact collaborative investment opportunities in defined basins

and regions; and

Create shared understanding of the opportunities, risks, costs, and benefits of

cooperative development and management of international waters among stakeholders.

The Catalytic Sub-Program will extend the impact of CIWA beyond priority basins and achieve

economies of scale.

CATALYTIC SUB-PROGRAM STRUCTURE

The Catalytic Sub-Program activities will focus on understanding barriers to cooperation, exploring

cooperative investment possibilities in additional areas, building stakeholder capacity, generating

regional public goods, brokering knowledge and developing new models and tools. In an effort to

distinguish the different types of CIWA supported activities, the Catalytic Sub-Program is divided into

two windows - namely (a) Opportunistic and (b) Knowledge Management and Capacity Building

windows. Activities in both windows will aim to generate requisite knowledge, information, and data

and focus on cross-cutting issues with significant economies of scale and will be largely analytic in

nature.

The two windows are different in scope and coverage. The Opportunistic window responds to

demands for exploring collaborative investment opportunities, and involves discrete interventions

(including technical assistance) in specific basins other than the already selected CIWA priority

basins. Activities in the Knowledge Management and Capacity Building window will respond to

demands for knowledge activities and capacity building on themes that are important for unlocking

transboundary cooperation. Activities supported through this window will draw on experiences and

lessons from multiple basins (both in Africa and globally) and the utility of the outputs will not be

limited to any one basin (i.e., having economies of scale).

The procedure for identifying activities to support under the Catalytic Sub-Program will involve

prioritizing among the range of activities that the windows can support. The prioritization process

will result from extensive consultation with key stakeholders (including AC, CG, development

partners, World Bank, non-governmental organizations (NGOs), academics, and others). Upon

prioritizing among the potential activities and key issues, CIWA will invite ideas that respond to these

priorities.

Expanding on the program-wide criteria used to select CIWA engagements, the two main criteria for

prioritizing among the potential activities and issues for consideration under the Catalytic Sub-

Program will be demand and notable contribution to the CIWA program PDO including how

proposed projects contribute to the four results areas.


TYPICAL ACTIVITIES TO BE UNDERTAKEN (CATALYTIC SUB-PROGRAM)

There are five specific modes of operation (or ‘activity types’) of the Catalytic Sub-Program:

1. Strategic analytical work1. The aim of strategic analytical work could include:

Generating knowledge on investment opportunities and informing negotiations for

cooperation and decision making;

Analyzing barriers (i.e., technical, economic, socio-cultural, political, institutional, policy,

etc.) that stifle cooperative development of water resources and suggesting remedial

actions (for example, environmental-economic accounting);

Assessing ex-ante the broader environmental, economic, and social impacts of

investments(for example, upstream analysis of projects with potentially transformative

regional benefits in basins other than priority basins); and

Conducting comparative analyses on key issues within the context of Africa’s international

waters (for example, inter-basin and intra- basin comparative analyses with the purposes of

(i) identifying policies and institutions that hinder cooperation and collaborative

investments and (ii) enhancing harmonization of institutions and policies).

2. Building publicly accessible knowledge bases that can assist in promoting cooperation in Africa’s

international waters. This could include:

Facilitating development of databases with relevant data on climate change and variability

and basic characteristics of Africa’s basins that can assist with planning transboundary

cooperation in Africa’s international waters;

Supporting compilation and spatial visualization of currently disperse data and information;

and

Disseminating data, information and knowledge generated on the thematic pillars and

brokering internationally-sourced knowledge (for example on best practices).

3. Developing tools and frameworks that assist to catalyze cooperation (e.g. tools for

operationalizing regional guidelines for large infrastructure, tools for mainstreaming gender and

poverty, frameworks for inclusive planning processes).

4. Capacity-building. The activities could include:

Strengthening existing institutions such as RBOs and RECs (e.g. basin-to-basin cross

learning opportunities);

Building the capacities of other key stakeholders (e.g. workshops and trainings); and

Facilitating the creation of new basin organizations.

5. Creating platforms for stakeholder engagement, dialogue, and multi-way exchange of

information

1 Analytical work will be supported in both the Basin Sub-Program and Catalytic Sub-Program. The distinction between the two is the utility of the output. Analytical work in the Basin Sub-Program will largely be of utility to the specific priority basin in which it is conducted. Analytical work associated with the Catalytic Sub-Program will primarily be of utility to (i) a basin other than a priority basin (e.g. ex-ante assessment of investments) or (ii) multiple basins across the continent (e.g. a comparative study)


The Catalytic Sub-Program will generate products that can be of use to a multitude of stakeholders

including RECs, riparians, donors, financial institutions, African Union (AU), the African Network of

Basin Organizations (ANBO), the African Ministers Council on Water (AMCOW), civil society

organizations (CSOs) and others.

LINKAGES BETWEEN THE SUB-PROGRAMS

Each sub-program informs and benefits from the other. As shown in Figure 2, the Knowledge

Management and Capacity Building window of the Catalytic Sub-Program will draw on the Basin Sub-

Program for experiences and lessons useful for wider dissemination. The Basin Sub-Program can also

draw on the Knowledge Management and Capacity Building window for knowledge products (e.g.,

tools, trainings, databases) that can help accelerate implementation of the Basin Sub-Program. It is

through the first linkage that the Knowledge Management and Capacity Building window will also

transfer useful knowledge from Opportunistic Window to the Basin Sub-Program. A similar

relationship exists between the two windows of the Catalytic Sub-Program. Lastly, identification of

opportunities for investment in additional basins through the Opportunistic window could result in

follow-up activities and need for sustained engagement. When activities in the Catalytic Sub-Program

identify the need for sustained engagement in a basin, it is anticipated that resources will be

mobilized from riparian countries themselves, other bilateral and multi-lateral donors, and other

development partners. It will be made clear that CIWA’s further engagement in such basins could

involve another discrete engagement. If there is interest for more sustained engagement through

CIWA, the relevant organization could submit a request to CIWA that would be reviewed against the

criteria for selection in the Basin Sub-Program. Any CIWA follow-up engagement (whether discrete

or sustained), however, would be subject to financial and human resource availability, weighting of

the strategic significance of continued engagement in a way that will not compromise CIWA’s

strategic focus on the identified priority basins.

MAINSTREAMING GENDER

WHY A GENDERED APPROACH IS IMPORTANT FOR CIWA

Women in Africa depend on and manage water resources in their daily lives, for household use, and

in farming, animal husbandry, and natural resource management, all of which are important for food

security. However, there are serious gender gaps in the allocation of water and irrigated and rain-fed

land. Womens’ voices have been very limited in policy decisions regarding water resource

management at all levels – from water user associations to basin management advisory groups.

Womens’ limited access to and control of resources and unequal gender-based power relations

makes them most vulnerable to food insecurity and limits their coping capacity for flooding,

droughts other disasters.

Recent water resource management strategies in Africa address these gender issues. The African

Water Vision 2025 calls for an “equitable and sustainable use and management of water resources,”

including : mainstreaming gender in water resources management, engaging women in key positions

in water issue decision-making, including women and youth in stakeholder involvement in water


resources management, and 100% gender-sensitive national water policies by 2015. The African

Ministers Council on Water (AMCOW) adopted a Policy and Strategy for Mainstreaming Gender in

the Water Sector in Africa which includes a gender approach to implementation of project

interventions at all levels within the water sector. There is mounting evidence at the country level

that improving gender equality leads to better policy decisions and environmental governance.

GUIDING PRINCIPLES FOR MAINSTREAMING GENDER IN CIWA

1. Gender Inclusive Stakeholder Engagement: CIWA will facilitate inclusion of NGOs and/or other

organizations representing the interests and concerns of women and the poor in CIWA supported

stakeholder advisory groups, dialogues with civil society, stakeholder research and efforts to

improve horizontal and bottom up communication among civil society organizations in networks

wherever possible. CIWA will also address gender and water resources related climate variability and

change issues through relevant program-level communications materials, information portals, and

knowledge partnerships.

2. Informed Allocation of Water Providing for Multiple Use: CIWA projects can support informed

allocation and coordination of water allocation, and will include multiple-use water initiatives that

address domestic needs for which women are largely responsible as well as agricultural production

for household consumption wherever relevant.

3. Gender Informed Climate Resilience: CIWA teams recognize that successful implementation of

policies and programs addressing climate change, flooding, drought and other disasters requires an

understanding of the gender-based roles of women and men and the different risks and

vulnerabilities they face. CIWA will also draw on growing evidence that empowering women to

exercise leadership within their communities contributes to climate resilience

4. Gender Inclusive Mitigation of Conflict over Water Resources: While conflict analysis frameworks

provide a macro-level strategic assessment of the drivers of conflict, the inclusion of gendered

perspectives provides a more ‘people-centered’ approach, which enables CIWA to identify critical

elements in society who are resisting conflict. Water commissions, water juries and irrigation

cooperatives and women’s organizations can play important roles to help resolve disputes and

manage water between local stakeholders.


SECTION 6: CIWA PROGRAM MANAGEMENT The CIWA program and the MDTF and all related activities are managed and administered by the

Sustainable Development Department of the Africa Region of the World Bank. CIWA follows

standard World Bank operational policies and procedures for trust fund management, safeguard

policies, procurement policies and all other operational, fiduciary and legal requirements.

CIWA PROGRAM MANAGEMENT UNIT

Under the Guidance of the Management of the Sustainable Development Department of the Africa

Region of the World Bank, a dedicated Program Management Unit (PMU), led by the Program

Manager, is comprised of both management and technical staff responsible for managing all CIWA

operations. The PMU provides high-level multi-sectoral technical input, oversight and quality

assurance to the CIWA program, and day-to-day management and administration of the CIWA

program and its projects (outlined in Figure 3).

PANEL OF EXPERTS

A Panel of Experts has been established by the CIWA PMU and is mandated to provide CIWA with

strategic guidance as well as independent assessments and reviews related to the implementation of

the CIWA program. The Panel of Experts will act in accordance with the Bank’s policies and

guidelines. Its membership includes recognized internal and external water, energy, agriculture, and

cooperation for development specialists.

Figure 3: CIWA Program Management Unit, Program/Project Teams and Panel of Experts

World Bank Panel of Experts

(advisory role)

Program Manager Strategic leadership of program including strategy and business development, technical content and

fiduciary management

Knowledge and Analytical Work Coordination

Strategic leadership of catalytic program to inform and develop the basin engagement

program

Strategic Planning Strategic leadership support to CIWA Team to

expand the program and ensure consistency with CIWA objectives

Communications Specialist

Monitoring and

Evaluation Specialist

Team Support

Gender & Poverty

Specialist

Climate Change

Specialist

Trust Fund Administration

Water Resources Specialists

Zambezi Basin Program Team

Opportunistic Project Team

Volta Basin Program Team

Nile Basin Program Team

KM Project Team

KM Project TTL

SADC Project TTL

Sahel Project TTL

ECOWAS Project TTL

Lake Chad Program Team

Niger Basin Program Team


MONITORING, EVALUATION AND REPORTING

The World Bank will administer the CIWA Trust Fund in terms of required operational policies that

include monitoring, evaluation and reporting. The World Bank will provide an annual report on the

progress of the activities financed under the MDTF that will draw out key issues and challenges and

include an assessment against the results framework outlined in Section 4. This will be reviewed and

discussed by the CIWA Advisory Committee (AC) on an annual basis.

The CIWA program places high priority on monitoring and evaluation in order to demonstrate the

successful achievement of results, to ensure timely actions in support of achieving results, and to

learn lessons and inform the future program.

The framework outlined in Section 4 will be used for monitoring and reporting the aggregated

results of the CIWA program. Additionally, each of the priority basin’s CSPs will identify annual

targets that define how cooperation, water resource management and development as well as

stakeholder engagement will be strengthened in that basin; targets defined in the CSPs will be

aggregated in the CIWA program’s results framework. In addition, projects supported by CIWA

utilizing all modes of engagement (sustained engagement, opportunistic engagement and

knowledge management/capacity building) will have their own results frameworks that will

aggregate to CIWA’s overall program results framework.

CIWA will produce an annual report that will both aggregate results against the quantitative targets

set in the CIWA Results Framework and will capture the high-level achievements of all programs and

projects. Individual projects will also follow standard World Bank procedures for monitoring and

reporting. These reports will provide greater detailed analysis of progress within the participating

basins. Lessons learned and key issues in all basins will be summarized and elevated to the CIWA

annual report.

The World Bank will undertake a mid-term review of the program before the end of year five,

reviewing the scope and focus to inform the future of the program. It will aim to strengthen the

program’s approaches and will enable cross learning and sharing of lessons with other regional

initiatives. It will draw out achievements and the challenges/barriers and opportunities that have

been encountered. A final evaluation will be conducted at the close of the program after year ten.

COMMUNICATIONS AND OUTREACH

CIWA will continue to position itself as a center of excellence on African transboundary water

resource management and development. As such, CIWA’s communications and outreach strategy

includes interactions with its various audiences including donors (current and potential), African

stakeholders (riparians, basin organizations, RECs, civil society organizations, academics and others

who are involved in water management and development), international organizations, financial

institutions (including World Bank management and staff) and others with a role to play in

transboundary waters. CIWA will engage with and disseminate its messages to these varied

audiences utilizing numerous online, mobile and print vehicles such as a knowledge management


system, an annual report, analyses and case studies, conferences, speaking engagements, blogs and

corporate identity materials ensuring that they reach their intended audiences in a timely manner.

A knowledge management system will be created to archive CIWA information as well as to promote

the dissemination of new knowledge and to encourage discussion on key issues of relevance to

CIWA. This system will include protocols and tools for internal collection and tracking of program

documentation. Implemented through the CIWA website, a secure document management system

will facilitate the management of program documents and will enable specific classes of users to

share draft documents before they are finalized and made public, and private documents such as

meeting minutes and policy documents. This system will be accessible by any member of the CIWA

Team or partner from any global location. The CIWA website will also house publicly available

documents which will be downloadable by any interested person.


SECTION 7: PARTNER INVOLVEMENT CIWA will promote the involvement of all partners to gain guidance and support throughout the

program and within the project cycle. A variety of complementary mechanisms will enable this: A CG with a wide range of stakeholders interested in international waters to bring broad

expertise and knowledge to CIWA;

An AC of the contributing development partners to guide planning and resource allocation;

Within each basin, a CIWA BSC to guide CIWAs engagement within specific international river

basins; and

For the Catalytic Sub-Program, consultations and meetings with development partners, RECs,

RBOs, other bilateral organizations and key stakeholders in the Bank and in the Africa

Region.

CIWA CONSULTATIVE GROUP

The function of the CIWA CG brings broad expertise and knowledge to CIWA, providing strategic

guidance in achieving its objective of strengthening cooperative management and development of

international waters in Africa. In this way CIWA will benefit from the insights and experience of key

African water sector professionals.

The CG is made up of CIWA recipient partners (river basins organizations, RECs or other international

water organizations in the cases of international lakes or aquifers); development partners (donors

and other financing agencies which may or may not be contributors to the CIWA Multi-donor Trust

Fund); and other stakeholders (AMCOW, RECs, RBOs, NGOs, etc.). The CG is proposed to meet once

a year or as needed. It is not a decision-making body.

The CIWA CG met in March 2011 in Marseille, France and in September 2013 in Stockholm, Sweden in

order to broaden stakeholder understanding and interest in the program and to provide CIWA with

important guidance on strategic planning and operations.

CIWA ADVISORY COMMITTEE

The function of the CIWA AC is to provide strategic advice and guidance to the World Bank regarding

CIWA’s programs and plans. The Committee has both a consultative and an advisory role and

provides a forum for contributing development partners to meet, exchange information, and consult

on a regular basis. The World Bank as manager of the CIWA MDTF undertakes day-to-day operational

activities and retains the overall decision making authority linked to its fiduciary responsibility,

consistent with all Bank managed trust funds and in terms of the Trust Fund Administration

Agreements entered into with each donor.


The AC consists of the development partners who are contributing to the CIWA Multi-donor Trust

Fund (MDTF) and the World Bank. The AC meets formally once per year but will also convene

virtually on an ad hoc basis as required to enable effective and efficient program delivery.

Figure 4: CIWA Consultative Group and Advisory Committee

CIWA BASIN STEERING COMMITTEE

The function of the Basin Steering Committee (BSC) is to provide guidance for CIWA’s projects within

a participating basin and to ensure coordination with other on-going activities in the basin. The BSC

will review and provide feedback on the CSP that will outline the main activities and expected results

for the basin. The BSC will provide an opportunity to discuss the coordination of activities across the

various organizations operating within a participating basin. It will also provide an opportunity for

interested partners to consult and contribute to discussions on basin plans and priorities.

The CIWA BSC will be comprised of representatives of all participating basin organizations as well as

interested CIWA development partners and the World Bank. It will meet formally at least once per

year and on an ad hoc basis as required. Where possible the BSC meetings will be scheduled to

coincide with other basin forums.

The support provided by CIWA to basins will always be within a wider context of regional bodies,

donor partners, and international agencies, many of which will not be contributors to the CIWA

MDTF. The program of CIWA support is prepared and executed within the context of this broader

dialogue as shown in Figure 5. In this way, the CIWA BAC will support donor coordination and aid

effectiveness at the basin level, in line with the Paris Declaration, but will not be primarily responsible

for all coordination in a given basin.

CIWA Consultative Group

CIWA Recipient

Partners

Development

Partners

AMCOW, RECs,

RBOs, NGOs,

Other Stakeholders

CIWA Advisory Committee

CIWA Program Management

Unit World Bank

Contributing development partners

World Bank


Figure 5: Context for the CIWA BAC

DEVELOPMENT PARTNER ENGAGEMENT IN THE PROGRAM CYCLE

Within the basin engagement process outlined in Section 5, the key stages for partner involvement

have been identified. The red boxes in the flowchart below (Figure 6) indicate the points at which

development partners will be consulted. These points recognize that some development partners

may wish to engage at the CIWA program level while others may wish to have specific engagement

with one or more basins as well as at the program level. To ensure all development partners are

informed, the World Bank will provide partners with key documents for their information during the

project cycle.

In summary, CIWA development partners can engage with CIWA in any or all of the following:

Review and endorsement of the Justification Note which provides the rationale for engaging

in a basin

Development and review the CSP for each basin, engaging as part of the CIWA BAC

Review the World Bank Project Concept Note, feeding comments into the regular World

Bank review meeting

Review the World Bank Project Appraisal Document, feeding comments into the regular

World Bank review process

Participate in annual reviews of projects

Participate in CIWA AC meetings

Collaborative

Context

River Basin

Regional

Bodies

CIWA

Other

stakeholders

Non-CIWA

Donor

Partners

International

Agencies

CIWA Basin

Advisory Committee


Figure 6: Sustained Basin Engagement Process Flowchart

CIWA’S BROADER PARTNERSHIPS

African countries are taking concrete steps towards regional integration and closing the

infrastructure gap through, for example, the recently established Program For Infrastructure

Development in Africa (PIDA), a program of the African Union Commission (AUC), the New

Partnership for Africa's Development (NEPAD) and the African Development Bank (AfDB). In


addition there are currently a number of initiatives in Africa specifically related to the management

and development of water. These include:

The African Water Facility (AWF) which is an initiative led by AMCOW to mobilize resources to

finance water development activities in Africa. The AfDB hosts the AWF at the request of

AMCOW.

The water sector of the Infrastructure Consortium for Africa (ICA)

The Program for Infrastructure Development in Africa (PIDA)

The European Union (EU) Water Facility (Second Program)

The United Nations Development Programme’s Shared Waters Partnership (SWP)

The Global Environment Facility’s (GEF) International Waters Programme

The Global Water Partnership’s Strengthening Institutions for Transboundary Waters in Africa

project (SITWA)

CIWA aims to encourage partnerships to ensure complementarity and coordination with these

programs and initiatives in Africa to maximize the effectiveness of support. This will form a central

component of CIWA’s outreach and communication activities.


SECTION 8: FINANCING REQUIREMENTS AND STATUS The total financing requirements of CIWA are US$200 million over the ten-year life of the fund.

This amount will enable the successful achievement of CIWA’s objective at a significant scale and it

reflects the high level of ambition for the program by the World Bank, contributing partners and

potential basin partners. The ten-year targets presented in Section 4 are based on CIWA operating

with this total amount of funding.

To date, CIWA has attracted pledges totaling nearly US$71 million (Table 2) from five donor partners:

Denmark, Norway, Sweden, the UK, and the Netherlands. Other donors have expressed interest in

joining CIWA in the near future, citing the rationale of building on the successful partnerships

established through the NBTF and of benefitting from the efficiency of a harmonized mechanism.

Table 2: Partner Pledges Secured

Contributing Partners

Pledges

Currency Amount in Original Currency

Amount in USD*

The Netherlands USD 25,000,000

Denmark DKK 18,700,000 3,329,423

Norway USD 882,746

Sweden SEK 170,000,000 26,133,625

United Kingdom GBP 10,000,000 15,512,361

Total Pledges (USD) 70,858,156 *as of March, 2014

Currently, 82% of current pledges ($58 million) have been allocated and 16% ($11 million) has been

designated to Niger and Sahel (i.e. 98% of current resources are planned). CIWA has undertaken

initial planning exercises for Phase II projects in the Nile, Zambezi and Lake Chad basins, requiring

additional $56 million. CIWA programs in operation in these basins could be readily scaled up to

achieve additional results and value for money. Based on success of current engagement in Niger

and Volta basins and with ECOWAS, CIWA also plans to expand these engagements. CIWA is

prepared to expand the program envisioned envelope of $200 million.

It must be noted that pledges of financing to CIWA are made to the fund as a whole and not to a

specific project or basin. This is standard practice for World Bank Trust Funds and reflects the

fiduciary role played by the World Bank in the administration of the fund. This helps to ensure that

the fund operates with maximum effectiveness and directs resources to the projects and programs

selected on merit and need. As noted above in the section on “Partner Involvement”, contributing


partners will be able to input into the CIWA process at a number of stages to reflect their

development priorities and influence the choice and design of programs. The practice of ‘’soft

earmarking’’ of a donor contribution to a particular program or basin is discouraged and cannot be

formally reflected in the Administration Agreement between the World Bank and the donor.


ANNEXES

ANNEX 1: MAP OF TRANSBOUNDARY BASINS IN SUB-SAHARAN AFRICA

ANNEX 2: CIWA RISK ANALYSIS

Risk Mitigation measure Impact Probability

Developmental risks

Challenging political context All work in international waters has an inherent risk that domestic or international political issues (either related or unrelated to water issues) may negatively impact the context in which such projects operate. This risk is often beyond the scope of CIWA’s or the RBO’s ability to influence.

An analysis of the political economy of the basin will be undertaken to gain a greater understanding of the risks and to formulate a strategy to minimize the risks to the effective implementation of the CIWA program. The Bank will work with Development partners to review mitigation measures at a regional and national level.

High Medium

Insufficient basin-wide commitment Some countries within a basin may not have formal membership of the participating basin organizations and/or may challenge the basin organization’s engagement with CIWA.

Diplomacy and confidence building will be necessary to ensure that progress is achieved. While it is recognized that it will not always be possible to have all riparians formally committing, the CIWA basin engagement process does require a formal commitment of all participating basin organizations.

Medium Medium

Inadequate stakeholder voice Stakeholders may not fully engage in the project cycle resulting in inadequate voice in decision-making, raising the potential of public protest or civil action that could jeopardize or delay development projects.

The program will prioritize the involvement of stakeholders and indeed, one of CIWA’s four result areas aims to strengthen stakeholder engagement in water resources management and development.

Medium

Low

Operational Risks

Inadequate coordination between participating basin organizations If participating basin organizations have mutually inconsistent objectives, this may weaken the overall

CIWA will work to encourage and motivate strong cooperative working relationships. A CSP will be developed with all participating basin organizations and will capture how CIWA projects will integrate with the broader

Medium Low


development effectiveness of CIWA’s program.

objectives of each of the organizations. A CIWA BSC will be established to coordinate all the projects to be undertaken within the CSP.

Inadequate implementation capacity and readiness Some basin organizations may have insufficient capacity or experience to effectively engage in basin management and development.

The program will prioritize the capacity needs of basin organizations to enable them to implement their CIWA projects effectively. Support for financial management, procurement and project management may be required.

Medium Low

Technical complexity of international water projects can lead to failure or delay International water programs are inherently complex and require seasoned perspective to avoid pitfalls and errors that can seriously undermine management and development projects.

CIWA will draw upon global and continental experience to help guide program plans and designs. A Panel of Experts has been formed to provide this strategic guidance and oversight. Additionally, the CG will enable CIWA to benefit from the insights and experience of key Africa water sector professionals.

Low Low

Financial risks

CIWA financing available is insufficient to meet demand. This risks raising expectations of potential recipient basin partners. Participating donors may be relatively slower to commit resources relative to the demand for engagement by recipient basin organizations.

Regular and careful management of the pipeline of potential basin programs is necessary to match demand to available resources. There will necessarily be a time lag between the points when a donor pledges funds to when those funds can reasonably be committed to a basin program and again from when that program can spend the funds. Development partner expectations on the disbursement of funds must be managed accordingly.

Medium Medium


ANNEX 3: ALIGNING WITH THE WORLD BANK’S REGIONAL AND SECTOR STRATEGIES

The critical importance of cooperation over transboundary water management and development is

recognized and supported in World Bank sector and regional strategies, as well as key pieces of

analytical work.

Water Resources Agenda

The 2003 Water Resources Sector Strategy highlights the need to support development of water

infrastructure in conjunction with capacity building for river basin management. The improved

management of water is viewed as being critical to climate change adaptation and mitigation, and

the Strategy positions water resource centrally at the core of climate-related interventions. The

Strategy provides a solid foundation for scaling up engagement, including by strengthening the links

between water, environment, and energy and further investing in infrastructure and agriculture. The

Mid Cycle Implementation Progress Report of the 2003 Water Resources Sector Strategy (MCIPR,

2010) reinforces the key need for cooperation in international waters, not only to mitigate water-

related risks (e.g. floods and droughts), competition and even conflict, but also to maximize

development opportunities and synergies. As a regional public good, international waters require

collaborative action in order to generate sustainable win-win benefits.

In line with the Water Resources Sector Strategy, the Water Resources Unit of the Africa Region has

actively developed a strong analytical and knowledge program in order to lay the foundation for

complex water investments. This work responds to the needs of country and regional counterparts,

including preparing and implementing effective high-value investments. At the country level, one key

instrument is the Country Water Resources Assistance Strategy (CWRAS), which provides the

strategy for World Bank engagement in the water sector. At the regional level, the Bank has

undertaken several pieces of analytical work, including in the Nile, Zambezi and Niger River Basins in

order to help the respective governments to better understand the challenges and opportunities

related to water resources management and development and to provide a basis for developing

regional water investment programs.

The complex nature of many water investments, such as multi-purpose dams, necessitates bringing

together diverse areas of expertise and working across World Bank Units, networks and Country

Management Units; managing associated high risks and impacts while effectively consulting with

internal and external parties; and accommodating long time horizons and large costs (including

preparatory) to generate large development rewards. For example, in the Senegal River Basin, the

Senegal River Development Organization‘s (OMVS) joint basin development program aligns with

World Bank’s efforts to support regional integration in Sub-Saharan Africa in that it aims to: (i)

generate economic and social benefits that traverse country boundaries; (ii) build both country and

regional ownership; and (iii) provide a platform for a high level of policy harmonization among

countries. Because of the common objectives, the Integration Department, as well as the Water


Resources and Energy Units of the Africa Region are supporting OMVS through the Senegal River

Basin Multi-Purpose Water Resources Development project, as well as preparation of the Gouina

Hydroelectric Project (International Development Association (IDA) US$110 M). This dam project will

add approximately 120MW of power to the grid of the OMVS countries, which are all currently

experiencing huge energy shortfalls. It will be the first regional project in which Guinea will also

participate.

The Water Resources Unit of the World Bank also leads the support to African countries on Disaster

and Risk Management. Over the last three decades, the Bank has established itself as a major

disaster management financier, with the share of disaster related investments reaching 9 percent of

its US$ 627.9 billion portfolio. Since 1984, the Bank has financed 732 disaster related projects,

providing client countries with US$ 56.7 billion in disaster related assistance, of which the Bank

committed US$ 35.42 billion specifically to disaster activities. Since 1984, the Africa Region has had

the largest share of disaster related projects in the World Bank (203 projects representing total

commitments of US$ 8.89 billion). Between 2006 and 2010, the Africa Region financed 25 percent of

the entire Bank disaster lending portfolio (69 projects directly and indirectly addressing natural

disasters with total commitments of US$ 3.56 billion). Recent examples include the Social

Opportunities Project in Ghana, which includes a US$ 4 million disaster response window; and the

Third Productive Safety Net Project in Ethiopia, which provides cash and in-kind transfers to

chronically food insecure households as well as drought risk financing.

African countries have increasingly requested Bank support to respond to disasters. In the last seven

years, the Bank has provided flood assistance to more than 10 countries including Madagascar,

Ghana, Nigeria, Burkina Faso, Ethiopia, Mozambique, Benin and Togo. Flood related activities range

from short to long-term and include both ‘’hard’’ and ‘’soft’’ interventions, such as building flood

control structures, developing social protection programs and drainage systems, providing early

warning systems and instituting flood prevention policies. The most recent Bank response is the $2.2

billion Horn of Africa Drought Response package, to assist Somalia, Kenya and Ethiopia in short term

recovery and medium to long term drought resilience to address the structural causes of drought

leading to famine.

Energy Sector Strategy

World Bank engagement on water in Africa is closely aligned with the Energy Sector Strategy. The

Bank's Africa Region energy project portfolio currently carries about 41 projects totaling US$3.8

billion. These projects include support for increasing access to electricity and rehabilitating war-torn,

dilapidated power grids, while ensuring international environmental and social safeguard policies are

strictly followed. In the medium to longer term, the strategic responses supported by the Bank are

expected to lead to commercially and financially viable power generation and distribution and to

broadly shared benefits of energy access. To this end, significant progress has been made in the

formation of regional power pools, and trade is already taking place in western and southern Africa.

Notwithstanding the progress, power pool architecture in other regions is less well developed, and

in all regions investments in regional interconnections and new generation are needed before the


benefits of trade can be fully realized. In addition to supporting the energy sector in these areas, the

World Bank Group will continue its advocacy work to foster global support for the responsible

development of hydropower resources for Africa’s benefit, including fully incorporating climate

change and socio-environmental concerns. The Africa Region is committed to engaging proactively

on the Clean Energy and Climate Change agenda.

Lastly, the World Bank Group will continue its advocacy work to foster global support for the

responsible development of hydro resources for Africa’s benefit, while maintaining consistency with

climate change and socio-environmental concerns. The Africa Region is therefore engaging

proactively on the Clean Energy and Climate Change agenda. In this regard, CIWA could play a key

role. As an example, the Regional Rusumo Falls Hydropower and multi-purpose has been prepared

by the Nile Equatorial Lakes Subsidiary Action Program of the Nile Basin Initiative with resources

from the NBTF and seeks to provide multi-purpose use of water and energy resources with

investment in sustainable livelihoods in the project area through (i) complementary human

development services (health, education) and (ii) private sector support in the project area through

other national and regional investment projects.

Agriculture and Rural Sector Strategy

The links with the Agriculture and Rural Development Sector Strategy are also significant. In

response to rising food prices worldwide, the World Bank has scaled up its support and development

financing for agriculture programs across Africa, providing $1.3 billion in FY 2011. The Bank’s work is

closely aligned with the Comprehensive Africa Agriculture Development Program, an Africa-owned

and led initiative for increasing productivity in agriculture. The Bank’s Strategy prioritizes land and

water resources management and development of irrigation infrastructure as critical to increase and

sustain growth in the sector.

Attainment of the growth objectives of the region would require significant investment all along the

value chains – particularly with respect to land administration, irrigation, post-harvest management,

transformation and distribution. Preparation of these investments would require feasibility studies,

safeguard analyses, engineering specifications, and preparation of procurement packages, all of

which will require important resources that CIWA could provide when irrigation development is

constrained by international water resources issues.

Strategic Framework on Development and Climate Change (SFDCC)

The Strategic Framework on Development and Climate Change (SFDCC), adopted by the World Bank

Group in 2008, contains six action areas that are aligned with the Bali Action plan and aim to: i)

support climate action in country-led development processes, ii) mobilize additional concessional

and innovative finance, iii) facilitate the development of market-based financing mechanisms, iv)

leverage private sector resources, v) support accelerated development and deployment of new

technologies, and vi) step up policy research, knowledge and capacity building.


Each action area supports both adaptation and measures with mitigation co-benefits, with particular

attention to increasing the availability of analytical tools and financial resources for adaptation.

Particular to Sub-Saharan Africa the SFDCC identifies a series of pillar and CIWA is strategically

aligned with all four of the main pillars:

Pillar 1: Make adaptation and climate risk management a core component of development. While

adaptation is essentially a risk management strategy, it is fundamentally about sound, resilient

development and the need to ensure that disaster risk reduction and adaptation are fully integrated

into growth and poverty reduction strategies.

CIWA’s role: Promoting sound, resilient water resources development, supporting disaster

risk reduction, sustainable water management, watershed management and increased

agricultural productivity through improved irrigation and rain-fed agriculture.

Pillar 2: Take advantage of development opportunities with mitigation co-benefits. Given the huge

energy deficit in the region and the heavy reliance on fuel wood, most of the Sub-Saharan Africa’s

mitigation opportunities are linked to more sustainable land and forest management, energy use and

development, and urban transport systems. By taking advantage of opportunities and new

technologies in these areas, African countries can further development while providing clean energy

access to their populations.

CIWA’s role: Promoting hydropower production when it replaces carbon-intensive fossil-fuel

or biomass burning; integrating concerns about additional methane production resulting

from related submerged vegetation; promoting sustainable agriculture and watershed

management which are linked to soil carbon credits.

Pillar 3: Focus on knowledge and capacity development. Uncertainties regarding the impacts of

climate change on different sub-regions and sectors make policy decisions more complex and

magnify trade-offs and opportunity costs. To ensure that Africa has access to appropriate

information and technologies, as well as adequate capacity to plan and prepare for projected

changes in climate, the World Bank Group will invest in improving weather forecasting, water

resources monitoring, land use monitoring, disaster preparedness, appropriate technology

development, and strengthening capacity for risk management, planning, and coordination.

CIWA’s role: Help Africa to build its water-related knowledge and analytical base, as well as

strengthen the capacity of country and regional institutions for weather forecasting, water

resources monitoring, as well as watershed-related land-use information, disaster

preparedness, risk management, and planning and coordination.

Pillar 4: Scale-up financing opportunities. This will be achieved through IDA’s programmatic financing and incremental financing to build the knowledge base, strengthen institutions, and climate-proof investments3 will come from both existing and new institutions. Other financing will include carbon finance (CF) and Global Environment Facility (GEF), the Adaptation Fund of the United Nations Framework Convention on Climate Change (UNFCCC); the World Bank Group’s Climate


Investment Funds (Strategic Climate Funds; Clean Technology Fund), the Forest Carbon Partnership Facility and the Carbon Partnership Facility. A number of these will help to leverage underlying finance from both public and private sources.

CIWA’s role: Facilitate investment in climate-smart projects and leverage other public and

private financing streams for investment in climate-resilience building information,

institutions and infrastructure and leverage additional sources of funding (above) to build

the knowledge base, strengthen institutions, and climate-proof investments


ANNEX 4: EXPLANATION OF RECIPIENT AND BANK EXECUTED PROJECTS

The important distinction between Bank- and recipient-executed projects/activities is in the modality

of disbursement. The funds for Bank-executed activities are disbursed by the World Bank to pay for

activities implemented by the Bank, whereas the funds for recipient executed activities are

transferred from the Bank to a CIWA recipient institution in the form of a legally binding Grant

Agreement between the Bank and the recipient institution. These funds are therefore ring-fenced

with the understanding that the full amount will be disbursed to and expensed by the recipient by

the end of the grant period; therefore, these funds cannot be double-committed for other purposes.

Specifically, an initial deposit is made to a segregated bank account held by each recipient, and funds

are replenished as and when expenditures are incurred and accounted. This system has built in

controls to ensure that disbursements do not lag and that the funds are used for the purposes

intended.

Explanation of Recipient and Bank Executed Projects Recipient-executed Projects

World Bank Executed Projects

In recipient-executed projects the funds are transferred to the recipient under a grant agreement and the recipient is responsible for all aspects of the execution of the project including financial management, procurement, spending of funds only on eligible expenses in terms of the Agreement, and the effectiveness of the project in achieving the agreed results. In order to execute a project a recipient must meet a number of requirements:- a. The recipient must be a legal entity, able to enter in

agreements including the Grant Agreement. b. The recipient must be able to open and maintain a special

bank account to receive and manage the funds. c. The recipient must have in place financial administration and

management systems adequate to manage the funds. d. The recipient must have suitably trained and proficient

financial management and accounting staff to adequately manage the funds.

e. The recipient must have staff trained and proficient in ensuring proper procurement procedures.

f. The recipient must have the required managerial and technical capacity to ensure the successful and timely delivery of the project.

The World Bank will appraise the recipient to establish that it is able to meet World Bank standards in financial management and procurement. The World Bank will monitor the execution of the project to ensure that standards are maintained. This level of oversight means that extra Bank resources are required in the case of recipient-executed projects.

In Bank Executed Projects funds are retained under the financial management and control of the Bank. All accounting, financial management, procurement and other administrative functions are undertaken by the Bank. It is often the case however that the project is overseen and guided by a Steering Committee with representation from the client, giving the recipient a high degree of engagement and ownership of the project. The activities of the project may be undertaken by the recipient or by other contracted parties in much the same way as in recipient-executed projects but the World Bank retains responsibility for the funds. A “Bank Executed Project” project does not therefore mean that the project is physically undertaken by Bank staff – in most cases the project and the funds are administered by Bank staff while the ‘work’ is done by the recipients or under contract by firms or agencies procured by the Bank in terms of project documents which have been agreed between the recipients and the Bank.

ANNEX 5. INTENDED IMPACT DICTATES THE ENTRY POINTS FOR ENGAGEMENT

Intended Impact Area Purpose of Engagement (means of affecting change)

Institutional Context (entry points for engagement)

Development Outcome (Poverty Reduction, Sustainable &

Inclusive Growth, Climate Resilience)

– Legitimization and endorsement of basin level action in line with broad development goals

– Providing strategic direction for basin action

– Facilitating cross-basin exchange

– National governments, Ministries of Finance and Planning

– RECs and other regional entities – National and regional NGOs/

stakeholders

Basin Framework

– Basin and investment planning – Dialogue and agreements – Institutional development – M&E – Knowledge development – Resource mobilization

– RBOs – Regional entities – Water, Ag, Energy ministries – Local jurisdictions – NGOs – Educational institutions – Private sector

Action on the Ground (Investment/Activities)

– Project design and implementation – Fiduciary and environmental

diligence – M&E – Beneficiary contact

– Relevant governments – RBOs – Local agencies – Implementing entities – NGOs – Private sector

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