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Global Solutions, Local Success

FISCAL YEAR 2016 ANNUAL REPORT

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© 2017 International Bank for Reconstruction and Development / The World Bank1818 H Street NW, Washington, DC 20433Telephone: 202-473-1000; Internet: www.worldbank.org

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AcknowledgmentsThis report was prepared by members of the WPP and WET Program Management Team: Diego J. Rodríguez, Matthijs Schuring, Amanda Goksu, Danielle A. García Ramírez, Svetlana Valieva, Macha Kemperman, Luisa Maria Mimmi, Adria Vargas, Peggy Johnston, Aleix Serrat Capdevila, Maryanne LeBlanc, Luis Garcia, Gina Lizardi, and Esteban Boj Garcia. In addition, contributions were made by several Bank staff and consultants. Special thanks to Jyoti Shukla for her strategic advice. Document design (including front and back covers, and internal layout) was created by STUDIOGRAFIK.

Photo CreditsPhoto Page 8 – Men with tomato harvest at Kano River Irrigation Scheme, Nigeria. © David Casanova/World Bank Photo Page 17 – Woman drinking water. © Curt Carnemark/WorldPhotos Page 20 – Study Tour field visit to recreational space and parking garage both serving as inner-city water retention capacity in Rotterdam, The Netherlands. Photo water plaza: Gina Lizardi/World Bank. Photo parking garage: Macha Kemperman/World BankPhoto Page 22 – Great Ruaha River Delta. Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center, http://eol.jsc.nasa.gov , photo ID: ISS015-E-35374.Photo Page 26 – Flowing well in Ferghana Valley, Uzbekistan. © Gary Moore/World BankPhoto Page 28 – Walking through the Paddy Fields, Tamil Nadu, India. © Michael Foley/World BankPhoto Page 29 – Visiting TRIMING project site with local stakeholders, Bakolori Irrigation Scheme, Nigeria. © David Casanova/World BankPhoto Page 31 – River floods causing difficulties for residents in Colombia. © Scott Wallace/World BankPhoto Page 34 – Woman at a water pump, Mali. © Curt Carnemark/World BankPhoto Page 38 – The arid landscapes of the Sahara and the darker vegetation of the wetter, semi-arid woodland known as the Sahel. The dark green marshes of Lake Chad stand out in the foreground. Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center http://eol.jsc.nasa.gov photo ID: ISS042-E-244403.Photo Page 42 – Bakolori water canal over river, Nigeria. © David Casanova/World BankPhoto Page 44 – Fish in the ocean. © Carl Gustav/World BankPhoto Page 45 – Congested street scene in Hanoi, Vietnam. © Simone D. McCourtie/World Bank

Global Solutions, Local Success

FISCAL YEAR 2016 ANNUAL REPORT

LIST OF ACRONYMS

ADB Asian Development Bank

AGWA Alliance for Global Water Adaptation

ANEAS Association of Mexican Water Utilities

BOD Biochemical Oxygen Demand

CL4D Collaborative Leadership

Development Program

CONAGUA National Water Commission of Mexico

COWS Complex Water Systems

CSIRO CommonwealthScientificandIndustrial

Research Organisation

DANIDA Danish International

Development Agency

DFID Department for International

Development

DGIS Directorate-General for International

Cooperation

ENTRO EasternNileTechnicalRegionalOffice

ESA European Space Agency

EU European Union

GAMS General Algebraic Modeling System

GDP Gross Domestic Product

GFDRR Global Facility for Disaster Reduction

and Recovery

GIS Geographic Information System

GP Global Practice

GSG Global Solutions Group

GWSP Global Water Security and Sanitation

Partnership

Ha Hectares

HLPW High Level Panel on Water

IBRD International Bank for Reconstruction

and Development

IDA International Development Association

IDB Inter-American Development Bank

IFC International Finance Corporation

IHA International Hydropower Association

IWMI International Water Management Institute

IWRM Integrated Water Resources

Management

JICA Japan International Cooperation Agency

LCBC Lake Chad Basin Commission

MAR Managed Aquifer Recharge

MOWASCO Mombasa Water & Sanitation Company

NASA National Aeronautics and Space

Administration

NBI Nile Basin Initiative

NWRB National Water Resources Board

of the Philippines

O&M Operations and Maintenance

PMA Program Management and

Administration

PPIAF Public-Private Infrastructure

Advisory Facility

QBS Quality-Based Selection

RS Remote Sensing

SECO Government of Switzerland State

Secretariat for Economic Affairs

SDG Sustainable Development Goal

SONEDE Société Nationale d’Exploitation et de

Distribution des Eaux, (National

Public Water Supply Utility, Tunisia)

TRIMING Transforming Irrigation Management in

Nigeria Project

UNESCO UnitedNationsEducational,Scientific

and Cultural Organization

UNICEF United Nations International

Children’s Fund

WB World Bank

WBG World Bank Group

WET Water Expert Team (WPP)

WGP Water Global Practice (World Bank)

WPP Water Partnership Program

WRM Water Resources Management

WSP Water and Sanitation Program

WSS Water Supply and Sanitation

WUA(s) Water User Association(s)

Fiscal Year 2016 Annual Report 3

CONTENTS

ACRONYMS 2

FORWARD 4

CHAPTER 1: GROWING OUR PARTNERSHIP 6

1.1 The SDGS: From Billions to Trillions 7

1.1.1 A High-Level Panel Leads the Way 7

1.1.2 A More Focused, More Agile Water GP 8

1.2 The WPP: Foundations of a New Partnership 14

CHAPTER 2: FOUR PATHS TO THE SDGS 16

2.1 Inclusion 17

2.1.1 Source to Tap: Water for the Poor 17

2.1.2 Niger’s Irrigation Law Helps Smallholders 18

2.1.3 Lifting 400,000 People out of Poverty 19

2.2 Resilience 19

2.2.1 Technology Inundates the Megacity 20

2.2.2 Complex Water Systems: Breaking Silos 21

2.2.3 Vietnam: Wet and Dry 22

2.3 Sustainability 23

2.3.1 Our Tiny Blue Planet 23

2.3.2 Ferghana Valley Manages the Invisible 25

2.3.3 Protecting Africa’s “Sand River” 27

2.4 Institutions 28

2.4.1 Investing in Leaders: A $2 Million Global Approach 28

2.4.2 Devolving Water Management to Nigeria’s Farmers 29

2.4.3IUWM:SharedChallengesDefineaRegionalPlatform 29

CHAPTER 3: 2016 RESULTS AND IMPACTS 32

3.1 Outcome 1: WPP Strategic Funding Mobilized 33

3.1.1 Indicator A: Funding Mobilization 33

3.2 Outcome 2: Knowledge and Operational Tools Created, Disseminated, and Used 35

3.2.1 Indicator B: Events and Training Support 35

3.2.2 Indicator C: Web-Based Outreach and Use of WPP Publications 37

3.3 Outcome 3: Plans and Strategies Designed and Capacity Enhanced

for Improved WRM And Service Delivery 38

3.3.1 Indicator D: New Plans and Strategies Promoted 38

3.3.2 Indicator E: Capacity Enhancement 40

3.4 Outcome 4: Downstream Loans Supported 42

3.4.1IndicatorF:BankLendingInfluenced/Leveraged 42

3.4.2 Indicator G: Physical and Natural Assets Protected 43

3.5 Outcome 5: Vulnerability Reduced via Pro-Poor and Gender-Sensitive Interventions 44

3.5.1IndicatorH:Beneficiaries 44

3.6 Outcome 6: Water Mainstreamed in Other Sectors 45

3.6.1 Indicator I: Cross-Sector Mainstreaming 45

ANNEX 1: FINANCIAL UPDATE 49

ANNEX 2: WPP PHASE II RESULTS FRAMEWORK 54

FOREWORD

Through its commitment to the Sustainable Development Goals (SDGs),

the world has made a pledge to reduce poverty and inequality by 2030.

The SDGs present a roadmap for investing in 17 critical areas, including

water, health, education, food security, infrastructure, and sustainable

cities and communities. As ambitious as they are, these goals are what’s

needed to shift the development agenda from reactive to proactive,

from fragmented to comprehensive.

In water, achieving the SDGs implies successfully evolving from a “needs-

based” approach to a preemptive effort to bolster communities’ resilience,

while targeting the poorest and the most vulnerable. The costs—jumping

frombillionstotrillions—mayseemhigh,butthelong-termbenefitsareno

doubt exponentially higher, provided the resources are invested effectively

and efficiently today. These long-term benefits range from healthier

children and thriving ecosystems to economies safeguarded from drought

andcitiesfortifiedagainstrisingwaters.

The pathway to success is becoming clearer by the day. Our sector is

especially grateful to be guided by the High Level Panel on Water, jointly

convened by the United Nations and the World Bank Group. The Panel

includes the heads of state and government of 11 countries facing or having

faced acute water challenges and who are spearheading SDG 6: Ensuring

availability and sustainable management of water and sanitation for all.

While leadership is crucial, the most challenging work will have to be done

atthelocallevel—inconflict-affectedtowns,onruralfarms,andonthe

outskirts of growing megacities. Whereas some countries will spearhead

innovative solutions, others will look to their peers for tried and tested

approaches.TheWorldBank’sWaterGlobalPracticeiseagertohelpfill

the existing knowledge gap. Through the Panel, we will share our global

knowledge, which is rooted in our operational work and based on more

than 70 years of experience in designing, contextualizing, testing, and

refiningourtoolsandmethods.

Most importantly, we know that achieving the SDGs requires much more

thantechnicalknowledgeandfinancing;wemustbringsustainabilityto

the forefront of the poverty challenge. The Water Partnership Program

(WPP) is a platform where collaboration among academia, donors,

global experts, the private sector, and civil society organizations brings a

sustainabilitylenstotheWorldBank’swork.Itaddssignificantvalueby

fostering cross-Practice collaboration and enabling teams to incorporate

the key factors of sustainability—inclusion, resilience, institutions, and

finance—intoanyprojectorprogram.

I am pleased to introduce this Annual Report on “Global Solutions, Local

Success,” which highlights the WPP’s progress and results achieved

in fiscal year 2016.Aswe launch the newGlobalWater Security and

Sanitation Partnership1 we would like to thank our WPP partners—the

governments of the Netherlands, the United Kingdom, Denmark, Austria,

and Switzerland—for pioneering a successful program that we can now

scale up in order to achieve SDG 6 toward a water-secure world for all.

Sincerely,

Guangzhe Chen

Senior Director

Water Global Practice

1. The new Global Water Security and Sanitation Partnership is the World Bank’s multidonor trust fund that merges the WPP and the longstanding Water Sanitation Program to ensure water security and sanitation for all.

6 Global Solutions, Local Success

CHAPTER 1:

Growing our Partnership


The Water GP, with critical support from the Water Partnership Program

(WPP), is already consolidating the Bank’s decades of experience to bring

tried and tested, proven and packaged approaches to new locales. The

GP is also working with urban, climate, environment, energy, agriculture,

and other GPs to develop new, integrated approaches and tools that

can address the interrelated challenges emerging every day across the

globe. To foment this more focused and agile business structure, the GP

is launching the new Global Water Security and Sanitation Partnership

(GWSP), which will expand on the WPP’s successful platforms.

1.1 THE SDGS: FROM BILLIONS TO TRILLIONS

It has been one year since the adoption of the 17 Sustainable Development

Goals (SDGs) and the race to 2030 has clearly begun. Putting on paper

this “universal call to action” made the scale of the challenge, especially

as it relates to water, all the more tangible. Beyond providing water and

sanitation to all in an inclusive manner, the SDGs call for sustainable

services underpinned by adequate water resources and resilience

against climate-related water hazards. This is no small feat, requiring

bothascale-upofsectorfinancefrombillionstotrillions,and,beyond

investments, ensuring that institutions have the capacity to manage

their resources and deliver services under uncertainty.

1.1.1 A High-Level Panel Leads the Way

Global leaders have responded with urgency and in equal measure. A High-

Level Panel on Water (HLPW) is being convened jointly by the United

Nations Secretary-General, Ban Ki-moon, and the President of the World

Bank Group, Dr. Jim Kim, to engender a commitment to achieve all the

water-related SDGs. The Panel consists of 11 Heads of State and Government

The extraordinary global development challenges emerging today require leaving behind the status quo and taking up a different approach that can quicken the pace of change and bring results to scale. The World Bank is using its Water Global Practice (GP) as a platform to bring global solutions for local success. As water security becomes more critical to global growth, the Water GP is reengaging its partners and donors to shift sector thinking and systematically invest in the factors that will bring sustainability to the fore—inclusion, resilience, institutions, and finance.


and a Special Adviser and will be active for two years. The Panel has already

published an action plan for getting to 2030, and the World Bank’s Global

Water Practice, with support from the WPP, is playing a lead role in the

plan’s implementation.

1.1.2 A More Focused, More Agile Water GP

TheWaterGPismakingfivemajorchangesthatwillenableitsclients

to deliver results on the road to 2030. First, it is applying new global

knowledge in practice and crafting the future knowledge agenda, via its

fiveGlobalSolutionsGroups(GSGs).Together,theGSGswillproduce

27 global knowledge pieces on key topics by 2017. In 2016, the WPP was

pivotal to their progress:

• Water Supply and Sanitation (WSS): The GSG published a background

paper for the HLPW entitled Financing Options for the 2030 Agenda,

whichsetsafinancingpathforreachingtheSDGs,withastrongfocus

onaccesstodomesticfinancefordevelopingcountries.Thisreport

was launched in November, 2016, at the Budapest Water Summit,

by Guangzhe Chen, Senior Director of the Water GP. Other major

outputs for 2017 include a national sector turnaround framework,

piloted inPeru; aglobal studyon climate-resilient utilities; a utility

turnaround framework; and standard bid documents for design-

build-operate projects.

• Water Resources Management (WRM): The WRM GSG is helping

guide the Bank in how to work toward improving the lives of the most

vulnerable—from those in fragile countries, to those facing water

stressorinsecurity.First,theGSGisadvancingaflagshipreportto

bolsterwater engagements in countriesprone to fragility, conflict,

and violence, which will provide recommendations for teams working

in such countries. Second, the GSG will next year publish a series of

country-level water security assessments, and a guidance note for

carrying out such assessments in other countries.

• Agricultural Water Management: The GSG is working on tools to

support institutional assessments and inclusion in irrigation projects.

Moreover, the team is looking for new ways to link irrigation to

broader issues of water security and climate resilience through more

responsible agricultural water management in terms of both quantity

and quality.

Men with tomato harvest at Kano River Irrigation Scheme, Nigeria. Photo: David Casanova/World Bank


• Water, Poverty, and Economy: The GSG has a mandate to establish

the analytical foundation for the linking of the Water Practice with the

World Bank’s twin goals (eliminate extreme poverty and boost shared

prosperity by 2030) and the SDGs. This year, the GSG published a

newflagshipreport—High and Dry: Climate Change, Water and the

Economy—supportedbytheWPP.Itprovidesaquantifiableaccount

of the effects of climate change on actual and future risks related to

water (box 1).

• Hydropower and Dams: In FY16, the Energy and Extractives Global

Practice published an update of its Supporting Hydropower Review,

part of the Practice’s knowledge series, to help clients “do projects

right” by distilling lessons from past and current Bank operations and

connecting teams to a body of practical knowledge. The GSG has

built a useful evidence base to respond to generalized assumptions

madeinthesectorandtocollectproject-specificdataondamsfor

cross-regional learning and experience sharing.

Second, the Water GP has implemented a range of knowledge tools and

services that facilitate the flowof knowledge from national, regional,

andglobalprojectsbackintonewoperations.Recognizingthebenefits

of these new systems to ensure appropriate use of (partly WPP-funded)

knowledge, the WPP has supported the GP’s knowledge management

(KM) and GSG teams in the development of these tools.


The GSGs have provided quality oversight to 46 project teams to

improve the consistency and performance of Bank operations and

analytical work. This support includes quality enhancement review of

analytical work and project appraisal documents, safe space discussions

to improve the quality of project designs and loan negotiations, mission

support for client dialogue, technical discussions, and advice on team

composition, among others.

The most popular tool, the AskWater helpdesk, has received more than

250 questions from 143 staff, with the Africa region asking the largest

number of questions. More than 30 staff have been assigned to respond to

the questions, thereby improving their sector expertise at the same time.

Responses are documented and made available on the Bank’s intranet.

In FY16 the GSGs launched new, Just-in-Time facilities that complement

the role of the Water Expert Team (WET) by providing rapid responses

to requests for technical expertise, for cases where additional quality

oversight is not required. These facilities are still in a pilot phase, as the

GP tests the most cost-effective way to provide services to task teams

that require different types and levels of support, depending on the

complexity of the technical challenge.

These new tools, now available to teams via WPP and WSP funding,

are changing the way Bank staff communicate on technical challenges,

and providing incentives for honest and transparent discussions that can

have a meaningful impact on project performance. Moreover, through

these tools, the activities of the GSGs are standardized and documented,

helping identify skills and expertise of Bank staff previously unknown or

untapped, which can now be used to improve quality on certain topics.

Overall, the GSGs are changing the behavior of managers and staff in a

way that increases the productivity and agility of Bank teams.

Third, the Practice is building on the nearly 50 years of combined

success of the Water Partnership Program (WPP) and the Water and

Sanitation Program (WSP) to launch a new, multidonor trust fund, the

Global Water Security and Sanitation Partnership (GWSP). The GWSP

pivots the focus of the GP away from regions and subsectors, toward

a “water writ large” approach to development that coordinates with

other sectors, works at the right scale (basin, city, country), and dares to

innovate.TheGWSPwillmaintainthefivemodalitiesofsupport(global


knowledge;long-termandjust-in-timetechnicalassistance;partnership-

fundedwater staff; and project preparation services) that are critical

factors for the WSP and WPP to achieve their unique objectives. This

new approach will enable a much more comprehensive and flexible

response to clients, who more than ever are seeking not only to bring

the most relevant global best practices to their local context, but also

to address water resources and services challenges comprehensively—

through integrated solutions.

The GWSP will build the core contributions of the WPP outward and

upward, bringing together dozens of the sector’s most committed

development partners, donor governments, academia, and civil society

organizationstoincreaseaideffectiveness;leverageglobalexpertiseand

experience;andtargetfundswheretheywillhavethehighestimpacton

the SDGs. A new type of partnership will leverage the investments and

knowledge of the GP and achieve far more than could be achieved with

World Bank resources alone.

Finally, the Practice is aligning its work program around five priority

themes critical for scaling up toward the SDGs: sustainability, inclusion,

finance, institutions, and resilience. A new results framework for the

GWSP,whichwillmeasureprogressofBankprogramstowardthesefive

themes, will guide funds to the most cost-effective ways to yield the

highest value investments. In essence, what the Bank has learned over

the last 50 yearswill be consolidated, refined, and refocused to help

clients based on our comparative advantage. Chapter 2 of this report

demonstrates how the WPP is already making headway on four of these

fivethemes—proofpositivethattheprogramtargetsthemostcritical

success factors, to be continued under the new GWSP.


Box 1. High and Dry: Paving a Path for a More Water Secure and Climate-Resilient World

The impacts of climate change will be primarily felt in the water cycle. It is projected that

rainfall will be more variable and less predictable, and that warmer seas will generate more

intense floods and storms. Climate change is a global issue, but its volatility and intensity

will affect regions, countries, and cities differently. If policies continue “business as usual,”

climate change will affect the world’s most water-stressed and poorest the most.

The World Bank’s Water, Poverty, and Economy Global

Solutions Group’s new flagship report High and Dry: Climate

Change, Water and the Economy, supported by the WPP,

provides a quantifiable account of the effects of climate

change on actual and future risks related to water. The

report (downloaded more than 9,000 times and picked up

by 146 news outlets) suggests that bad water management

policies can aggravate the adverse growth impacts of

climate change, while good policies can steadily neutralize

them. In fact, water scarcity under a changing climate could

cost some regions up to six percent of their gross domestic

product (GDP) and, in some places, lead to an increase in

migration and conflict if no action is taken. For instance,

water scarcity effects in water-abundant regions (such as Central Africa and East Asia)

as well as in currently water-stressed regions (such as the Middle East and the Sahel in

Africa) could see growth rates decline by as much as 6 percent of GDP by 2050 because

of water-related impacts on agriculture, health, and incomes (see map 1).

Water stewardship and adequate policies and investments can lead to more water secure

and climate-resilient economies. The report highlights overarching policy priorities that

encourage the development of smart water policies:

• Optimize the use of water through better planning and incentives. Building climate-

resilient economies that can develop and grow in a warming world by allocating scarce

water resources to higher-value uses through planning and regulation, and by ensuring

access to water for poor households and farmers as well as the environment.

• Increasewaterefficiencywithinsectors.Creating and adopting water-saving

technologies, incentives, and awareness while enabling sharper incentives for

technology uptake.


• Expandwatersupplyandavailabilitywhereappropriate. Investing in storage infrastructure that makes

water available when it is needed; water recycling and reuse; and, where viable, alternative water

development (e.g., desalination).

• Reducetheimpactofextremes,variability,anduncertainty.“Water proofing” economies to limit the

impact of extreme weather events and rainfall variability while carefully choosing siting and design.

Map 1: The Estimated Effects of Water Scarcity on GDP in Year 2050, under Two Policy Regimes

Source: World Bank calculations.Note: The top map shows the estimated change in 2050 GDP due to water scarcity, under a business-as-usual policy regime. The bottom map shows the same estimate, under a policy regime that incentivizes more efficient allocation and use of water.


1.2 THE WPP: FOUNDATIONS OF A NEW PARTNERSHIP

WPP Phase II Results (July 2012 – June 2016)

233activities approved, of which 130 by the WPP and 103 by the Water Expert Team (WET)

71countries across all six Bank regions supported (map 2)

229Bankprojectsinfluenced,involving a combined loan amount of $18.3 billion

148Bankprojectsbenefited from an improved design

52.6millionpeoplebenefitedfromimproved water services or water resources management

84of all targets expected to be met by the end of the program (June 2017)

5Global Solutions Groups influencingnewglobalknowledge to help clients deliver results on the road to 2030

Map 2: WPP Phase II Activities Have been Implemented in 71 Countries


The WPP, starting the last of its eight years of implementation, remains

a key contributor to the new direction of the GP and the early success of

the GSGs. It is evident that the resources provided to the Water GP have

strengthened the GSG model much more than in other practices, and water

is now leading the way on the “knowledge in implementation” agenda.

WPP’s regional work programs are also showing great results. Dozens

of activities have closed this year, as the program nears the end of its

second phase. Many of these activities are highlighted in chapter 2, where

theyareorganizedaround fourof theGP’sfive topics—sustainability,

inclusion, institutions, and resilience, and chapter 3—where they are

organized by WPP result area.

In FY16 the WPP responded to client demand in key areas like climate and

floodrisk,andgroundwatermanagementbyworkingatthecountrylevel

to improve project designs. In parallel, it advanced global and regional

initiatives that build on local experience and bring best practices from one

country to another. For example, Vietnam and the Philippines are taking

onfloodriskmanagement,andtheBank’sexperience isbeingusedto

expand its Global Integrated Urban Water Management (IUWM) Initiative

to includefloodrisk,startingwitharegionalprograminLatinAmerica.

Similarly, the use of remote sensing (RS) to improve groundwater

management in India has added to the Bank’s cadre of pioneers under

its Global Remote Sensing Initiative. Finally, the WPP’s Decision Tree

Framework is being mainstreamed for WRM projects across the GP, with

piloting in the Solomon Islands, and other climate assessment tools being

applied to new challenges in Kenya and West Africa.

Other key trends emerging from strong client demand in FY16 include

irrigation, and water and poverty. The WPP supported innovative

economic analyses of institutions and inclusion in Kenya and India, which

is helping the Bank, through water programs, deliver on its twin goals

of poverty reduction and shared prosperity. In irrigation, the WPP has

expanded its support to clients through national and local institutional

capacity building, legal reform, and modeling the trade-offs between

irrigation and other water uses. WPP’s irrigation work can be seen in

countries as diverse as Uzbekistan, Niger, Tanzania, Myanmar, Nigeria,

Kenya, Turkey, and India.

The WPP is positioned for a comprehensive evaluation and closure,

whereby the program’s knowledge, tools, and best practices—in

both trust fund technical management and administration—will be

transitioned to the new GWSP. In FY17 an independent review of the

WPPwillbepublishedwithlessonslearned,thepreliminaryfindingsof

which are already being used to inform the design of the GWSP and its

results framework.


CHAPTER 2:

Four Paths to the SDGs


2.1 INCLUSION

The Water GP is at the forefront of making poverty reduction and

shared prosperity a tangible objective of Bank projects. This focus on

inclusion—especially of the most vulnerable populations within a project

area—receives support from the WPP to ensure long-run sustainability.

In Kenya and India, WPP funding has enabled teams to undertake more

project-specificanalysesofpotentialimpactsonthepoorthroughsome

cutting-edge approaches to economy-poverty analysis and behavior

change programs. In Niger and Kenya, the WPP promotes projects

that provide clear, pro-poor strategies in service delivery policies and

models for both water supply and irrigation. By prioritizing a few key

investments in inclusion, the WPP is bringing the evidence and extra

support needed to ensure that clients have the capacity and know-how

tofocusonbringingbenefitstothepoor.

2.1.1 Source to Tap: Water for the Poor

The Mombasa Water & Sanitation Company (MOWASCO) provides

water and sewerage services to Kenya’s second largest urban center,

Mombasa, with a population of about 1.2 million. All of Mombasa is now

under water rationing and many of the city’s low-income areas, which

comprise 30 percent of the population, lack access to service. Most of

this population buys water from private kiosks and the water is often of

poor and inconsistent quality.

MOWASCO is considered non-performing and the level of water service

is far below that expected for such an important economic center.

The WPP supported the Mombasa County government in improving

theoperationalefficiencyandfinancial sustainabilityofMOWASCO in

advance of new water supply being made available to the city through

the 186,000 m3 per day multipurpose Mwache dam, being prepared

under an International Development Association (IDA) loan. MOWASCO

being an uptaker of the bulk water supply from the dam, the success of

the project leans on the utility’s ability to translate that new resource

into sustainable services.

Woman drinking water. Photo: Curt Carnemark/World Bank

The Water GP’s five themes help task teams focus on the elements of their projects that will help clients achieve sustainable success. This year, the WPP’s activities show clear support for four of these themes—inclusion, resilience, sustainability, and institutions—with the fifth—finance—under way as the GP consolidates its thinking on the topic on behalf of the High-Level Panel on Water.


MOWASCO began making institutional improvements in 2013 through

a 4-year Water Operator Partnership (WOP) with Dutch utility Vitens-

Evides International. The WPP complemented and built on the WOP to

financethefollowing:

• A performance management contract with Mombasa County to

includeindicatorsoncoverage,access,andwaterquality;

• A customer service strategic plan to include modern metering and

the development of a social connection policy, with support for pro-

poor connections from the Global Partnership on Output-Based Aid

(GPOBA);

• An Institutional Framework Strategic Outcome to include provision for

pro-poorentities,suchasaregulatoryorsocialadvocacyagency;and

• A study tour to Mexico to learn from other utilities (chapter 3).

Inclusion will help the utility deliver better services and increase revenues

while extending access to the poor. This work also had significant

indirect impacts on the outcomes of a Water Purchase Agreement and

theMombasaCountyWaterBill,andisinfluencingfourBankprojectsin

Kenya.

2.1.2 Niger’s Irrigation Law Helps Smallholders

In Niger, the WET is building on its previous efforts—in support of the

2014 approval of a new ordinance to improve irrigation management—

to operationalize the ordinance through a new decree. Through

multiple stakeholder workshops, the WET consultant helped guide the

development of the new decree to specify the functions, missions, and

relations to other stakeholders of the National Irrigation Agency. One

of the aims of this work is to enhance mutual accountability between

the agency and farmers as a means to improve irrigated agricultural

productivity, increase household income, and enhance equity through

efficientallocationof irrigationwaterwithin theexistingschemesand

further expansion of irrigated agriculture.

The WET outputs also lay an approach to developing a comprehensive

law on irrigated agriculture, expected to be adopted by the National

Assembly in 2018 to replace a 1960 law whereby the government controls

all irrigation systems, which are restricted to large-scale collective rice

schemes. The new law opens up public-private partnership (PPP) options

for small-scale farming in alignment with the Sahel Irrigation Initiative, of

which the Bank is a major partner along with six countries in the region,

including Niger. Focusing on inclusion gives more people economic

opportunities and boosts overall productivity and economic growth.


2.1.3 Lifting 400,000 People out of Poverty

Inclusive projects are designed with an understanding of their expected

impacts across different income groups. The coastal region of Kenya

hosts the Port of Mombasa and accounts for approximately 70 percent

of the country’s tourism activities. It is also one of the poorest regions

and faces constant water shortages while the population’s health and

their economic activities—including agriculture—are highly water-

dependent. The construction of the multipurpose Mwache dam and

reservoir is expected to help ease the longrun water deficit in the

region, and is funded under the Kenya Water Security and Climate

Resilience Program.

Toward the vision of reducing extreme poverty and boosting shared

prosperity, the project team aimed to analyze the economic and equity

impacts of the Mwache dam under different water allocation scenarios.

When conventional analytical tools were found insufficient for an

ex ante economy-wide and distributional impact analysis, the WPP

financeda study todesignanewmethodology for thispurpose.The

newmethodologyaimstoquantifythetotaleconomicbenefitaswell

asthedistributionofthebenefitsamongincomegroups,withparticular

attention given to the bottom 40 percent of the target population.

The results of the study (box 2) have enhanced the quality of the

design of water interventions in Kenya and could be a reference for

other regions with similar investment plans. It proved to be a rare

and innovative approach to analyze the overall impacts of a large,

multipurpose water project using a general equilibrium framework in

an ex ante mode. The study contributed to the development of a new

methodological framework that can be applied while still shaping the

design of an ongoing project.

2.2 RESILIENCE

In many cities, basins, and countries around the world, conventional water

management is getting more complicated by the increasing variability

of temperature and precipitation patterns. Being resilient to the changes

is a must—even just to sustain current levels of development. For the

Water GP, resilience starts with knowledge and capacity. It requires data,

information systems, and modeling tools that can help clients envision

future scenarios to inform today’s investment and planning decisions

(box 3). This year, the WPP supported the GP by sourcing experts to

build resilience into project designs, while at the same time providing

technological know-how and capacity to local implementers.

Box 2. Equity Impacts of the Mwachi MultiPurpose Dam

Study objective: Review

the causal links between

investments, economic

growth, poverty reduction, and

shared prosperity.

Methodology: Researchers

used a combination of macro-

micro modeling and simulation

techniques to analyze which

water allocation scheme

is likely to generate higher

economic growth and reduce

poverty in the coastal region

and in the country.

Results:

• Allocation of water across

sectors with 20% for

irrigation and 80% for

household and other non-

agricultural uses strongly

benefits income growth and

poverty reduction.

• Such a multisectoral

allocation could lift a total

of 399,637 poor people out

of poverty.

• Shows a 23% poverty

reduction in the coastal

region, compared to 2.4%

when allocating all the

water from the dam to

industrial and domestic use.


BOX 3. Climate Change in Island States

In the Solomon Islands, the WET was asked to assess climate-related uncertainties and

suggest ways to incorporate climate variability into the proposed design of the 15 MW Tina

River Hydropower Development Project. Considering the option of developing this as a

public-private partnership, it was essential for the Bank and the borrower to understand the

risks associated with climatic variability and change.

The WET consultant used limited runoff and rainfall data, together with information gained

through previous studies, to assess the uncertainties in total and firm power production, and

applied The Decision Tree Framework, up to step 2 (chapter 3). The consultant also used

projected climate scenarios to assess the sensitivity of power production to hydrological

data, and thus also the project’s vulnerability to climate change. In the process, the consultant

identified potential problem areas of the design from an uncertainty standpoint, and

recommended possible measures to make the project more climate-resilient.

2.2.1 Technology Inundates the Megacity

Recurrent flooding in the Greater Metro Manila Area is managed by

operating57pumpingstationsduringfloodevents.Manypumpsareover

30 years old and no longer operating at full capacity. The Philippines looked

totheWorldBanktoprovideglobalbestpracticesonfloodresilience.The

Bank responded by leveraging a WPP-funded study tour to the Netherlands,

where officials from the Philippines, Bangladesh, China, and Vietnam

learned how the Dutch manage water resources and how they protect

theirpopulationandcitiesfromthedevastatingeffectsofflooding.Asa

result, the Philippines delegation expressed interest in using hydrodynamic

simulationsoftwarethatvisualizestheimpactofflooding,knownas3Di.

Study Tour field visit to recreational space and parking garage both serving as inner-city water retention capacity in Rotterdam, The Netherlands. Photo water plaza: Gina Lizardi/World Bank. Photo parking garage: Macha Kemperman/World Bank.


TheWPPsubsequentlysupportedthe3Divisualizationofvariousflood

management interventions in Metro Manila. It also provided support

for innovative pumping station modernization designs based on good

international practices. Both activities influenced the $300 million

pipeline Metro Manila Flood Management Project.

2.2.2 Complex Water Systems: Breaking Silos

Resilience requires decisions on when and where to use water most

efficiently.Acountrymusthaveaccuratedataonthepotential trade-

offs it faces between allocating water to one user versus another, and

between the present and the future.

The World Bank is facing increasing demands to provide support in

“water resource hotspots” around the world in river basins where

water challenges are constraining growth and traditional solutions

are failing because of increasing complexity. Such water systems are

characterizedby(i)trade-offsandsynergiesbetweenmultiplesectors;

and (ii) trade-offs and synergies in the spatial dimension (stakeholders in

geographically distinct areas, such as riparian countries in a basin setting)

and between timescales (such as between current and future uses, and

varying timescales of impact and regeneration of water resources).

This complexity requires a systems analysis approach, which allows a

simultaneous representation of multiple sectors and scales, rather than

the more traditional project-by-project approach. The WPP-funded

Complex Water Systems (COWS) Initiative is aimed at meeting a strong

and largely unmet demand for such high-quality technical analysis of

complex water systems. Currently, Bank staff with skills in complex

systems analysis are scattered across Global Practices. COWS enables

the Bank to deploy its top experts on high-priority complex systems

engagements and to use innovative analytical tools, including Geographic

Information Systems (GISs), remote sensing, simulation, optimization

and multicriteria models, and interactive visualizations.

Engagements are selected through a Bank-wide call for proposals. Early

results of the COWS Initiative include two examples—one in Tanzania,

one in Myanmar.

Tanzania’s Trade-Offs: Environment, Crops, and Power

The Great Ruaha River, flowing through the Ruaha National Park in

southern Tanzania, has seen decreasing water flows during the last

decades and a growing number of days during the dry season with

zero flows. COWS conducted a systems analysis of the river, using

newly available remotely sensed data to understand the complexity and

assesstheefficiencyofdifferentsolutions.Thesystemmodeldescribes

the various hydrological systems in the river basin as well as the man-


madeinfluencefromirrigationareasandhydropowerdevelopment,and

produces more distributed results than previously possible. The model

confirmslowwateruseefficiencyinirrigationintheUsanguPlains(20–25

percent) and increases in rice irrigation over the last decades, diminishing

nearbywetlandandcontributingtomore low-flowdays.Thescenarios

studied include improving irrigation efficiency to 60 percent, reducing

irrigated areas, constructing a low weir, and building a 25 meter high dam,

and provides recommendations based on their respective impacts on

water availability. There is no simple solution to the challenge but, with

the data, decision makers can begin to understand the trade-offs between

competing uses. A combination of measures, each acceptable from a

socialandeconomicperspective,andacceptingthatzeroflowscannotbe

totally eliminated during dry years, are likely to be the best way forward.

Myanmar’s Balance: Food, Energy, and Transport

The COWS team catalyzed global expertise to conduct a hydroeconomic

systems analysis for climatic risk and water infrastructure development

in the Ayeyarwady Basin in Myanmar. The results show ways to optimize

basin-wide allocation for crop production and hydropower generation,

two critical elements of economic growth. The team modeled two new

water infrastructure options for irrigation and hydropower, showing the

effect of changes in temperature and precipitation on water availability.

The results suggest a trade-off between crop production and hydropower

generationandnavigation,andsuggestfurthercost-benefitstudies.

2.2.3 Vietnam: Wet and Dry

Vietnam is highly vulnerable to climate change. The Bank has been asked

tosupportbothfloodanddroughtriskmanagementfordifferentparts

of the country to bolster local resilience to extreme weather events.

The requests require highly technical skill sets and fast response times

to ensure that downstream loans properly take into account potential

climate-related risks. The WPP and the WET have been able to provide

the right combination of expertise, on demand.

Vinh Phuc Province, northwest of Hanoi, is a key destination for foreign

direct investment in Vietnam. A total of 40 percent of its revenues go to

the national government to support poorer provinces. However, frequent

severefloodingandincreasedwaterpollutionhavemadeitharderforthe

province to sustain its social and economic development. The government

ofVietnam isworkingwith theBank througha$150millionVinhPhuc

Flood Risk and Water Management Project, which aims to:

• Protect Vinh Phuc city and its 120,000 citizens

• Bolster the resilience of 500,000 nearby farmers

• Protect the business environment, and thereby safeguard future FDI

Great Ruaha River Delta. Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center, http://eol.jsc.nasa.gov, photo ID: ISS015-E-35374.


The WPP supports the project through expert advice on river basin

management studies, including the review of water simulation models

for two basins covering more than 700 km2, and water balance analysis

in the catchments for flooding and dry seasons. The activity used

systems analysis and modeling tools to give Vietnam recommendations

for managing river basins, duly taking into account flood control,

environmental and social sustainability, and water quality issues.

This activity helped client agencies understand how to optimize the

alternatives for basin management, providing workshops on the

application of tools used in the analysis. The work leverages other donor-

funded programs in the city, including those of the Japan International

Cooperation Agency (JICA) and the Asian Development Bank (ADB).

At the other end of the climate spectrum, the WET is working with three

southern provinces suffering their worst drought in 40 years. Reservoirs

have almost completely dried up—with water below 10 percent of

their design capacity—and have adverse impacts on livestock, crop

yields, and household water availability. A quick assessment of water

availabilityby theWETconsultant and thefinal reportDrought Risk

Management – A Preliminary Water Resources Assessment inform the

implementation of four ongoing and future Bank loans in the country,

ensuring that project designs incorporate the most recent data for

more sustainable outcomes.

2.3 SUSTAINABILITY

The WPP supports the Water GP in facilitating sustainability at the

source. For coastal economies, that means protecting the natural land

andwaterenvironmentsoitcanbenefitfuturegenerationsaswell.For

inland populations, including farmers, it means protecting groundwater

resources and ensuring their proper management so that from year to

year and season to season the right quality and quantity are available for

productive use. The WPP is promoting the uptake of innovative tools like

remote sensing (RS) and integrated modeling frameworks to creatively

address sustainability challenges.

2.3.1 Our Tiny Blue Planet

Earth observation, or Remote Sensing (RS), is a relatively new and

growingfield.Ithasthepotentialtohelpclientsimprovetheirmonitoring

and predictive capabilities and improve the outcomes of Bank operations

and analytical work. RS tools and products are useful across several

water-related fields, including flood and drought risk management,

evapotranspiration mapping, irrigation and rain-fed system management,


Box 4. Remote Sensing in World Bank Water-Related Projects

In World Bank projects, the following sectors and

themes* have been the key users of remote sensing:

• Flood protection and general water, sanitation and

flood protection (more than 50% of projects using RS)

• Irrigation and draining (25%)

• Natural disaster management (17%)

• Climate change related (12%)

In projects with a large WRM component (55%),

remote sensing has been used primarily in lending

operations (66%) and less frequently in advisory and

analytical support (9%).

*Note: sectors and themes are not mutually exclusive

conjunctive surface and groundwater analysis and management, regional

and transboundary river basin planning and management, water quality

management, and delta and coastal area management. Remotely sensed

data can help verify ground data and even provide information in areas

that lack monitoring infrastructure. As such, earth observation can be

a game-changing tool facilitating sustainable development paths in

countrieswithinsufficientmonitoringsystems.

In 2016, the WPP-funded Remote Sensing Initiative published a guidance

tool for Bank staff (box 4) that indicates the areas where RS tools are

usedmost (50percentofprojects infloodprotectionuse them)and

builds on a Bank portfolio review to direct task teams on when and

whereRStoolscanbebeneficial.

Under Phase II, the team has started reaching out to task teams to

provide expert support on several projects. The objective of this initiative

istomainstreambeneficialRSuseandapplicationsinoperationalBank

projects, as well as to increase the use of RS applications in client countries.

Phase II attempts to bridge the gap between the supply of RS tools and

the demand from Bank projects, and to support continued collaboration

with external partners like the National Aeronautics and Space

Administration (NASA), the European Space Agency (ESA), and the

CommonwealthScientificandIndustrialResearchOrganisation(CSIRO).


Groundwater, as seen from space

In India, where over half of all districts show signs of groundwater

depletion or contamination, the WPP promotes the use of RS to improve

local understanding of the “invisible” resource, with the overarching

aim of improving water management, especially for the poor. A recent

assessment of selected districts in India shows that poverty rates are

9–10 percent higher for those whose groundwater table is below 8

meters compared to those whose is above 8 meters. More sustainable

management of groundwater could help prevent a rise in poverty levels.

The government of India has placed water security at the forefront of

its development agenda and is pursuing multiple initiatives to boost the

efficientuseof its scarcewater resources.TheNationalGroundwater

Management Improvement Program proposed by the Bank intends to

strengthen the regulatory framework for groundwater management,

among others, through better groundwater-related information and

knowledge. Satellite-driven measures can provide crucial information

on, for example, real-time water demand for agriculture and thereby

improve water use efficiency. Unfortunately, few people have the

necessary skills to use satellite-driven data to aid groundwater planning.

Tofillthecapacitygap,theWETprovidedthreekeyconsultancies.First,

a WET consultant recommended a tenfold increase in the frequency

of groundwater monitoring using RS technology. The advice included

design of a real-time data monitoring system for aquifer management

plans, considering different geographic and time scales at which data

can be provided, as well as the limitations presented by monsoon and

cloud cover. This yielded protocols for data assimilation to produce

a biannual groundwater monitoring report at the block level for the

selected areas, which could be scaled up to all states.

Second,aWETexpertidentifiedpollutionsourcesandtrendsinfivestates,

and provided ideas for program design related to chain improvement for

sampling and analysis of groundwater quality. Through the expert, the

client is learning about other countries using satellite information for real-

timewaterusemeasurementandverification.Finally,inthesesamestates,

a WET consultant helped revise the proposed draft of the Groundwater

Development, Management and Protection Bill, noting the need for more

integrated approaches and mechanisms to ensure enforcement of its

provisions for a resource under the protection of the states.

2.3.2 Ferghana Valley Manages the Invisible

Sustainable water management can safeguard water availability across

seasons and locations. Uzbekistan has one of the most water-intensive

economies in the world and the country is fast approaching water stress,

with availability per person per year at just 1,760 m3. One of the main

“Professor Avner has been providing world-class upstream analytical work to the team. His assessments contributed to understand the depth of the groundwater quality challenges in India. His analyses identified alarming trends of serious public health impact and that need urgent attention. His work identified multiple entry points for us to address in the Program design, e.g. chain improvement for sampling and analysis of groundwater quality. The Program and the client will benefit greatly from his continued support and depth of experience.”

Abed Khalil, Task Team Leader


Box 5. Volumetric Pricing Promotes Irrigation Demand Management

Volumetric operations and maintenance fees are globally recognized as an effective incentive

for improving irrigation efficiency, especially if implemented at low transaction costs. With 30

percent of the Valley’s irrigated area dependent on pumps to convey water, such inefficiencies

present high and unnecessary costs for many WUAs. The WPP supported a team to develop

such an approach in a number of interested WUAs, building on lessons learned from approaches

across the globe. The new pricing scheme has been discussed with the Ministry of Water

Resources, which is interested in piloting the approach under the Ferghana Valley Water

Resources Management Phase II Project. The WPP support could influence $200 million across

two project components.

Flowing well in Ferghana Valley, Uzbekistan. Photo: Gary Moore/World Bank

constraints that the Fergana Valley is facing is water shortage, particularly

during the summer months due to high water use in agriculture (which

account for 90 percent of all abstractions). At the same time, there is

excess winter runoff, in particular from upstream Kyrgyzstan, which

stems from energy generation for winter heating.

A recent study by the International Water Management Institute (IWMI)

shows how Uzbekistan can attain more optimal management across

seasons and locations. For example, nearly 55 percent of irrigated

land could be moved from canal irrigation to conjunctive surface-

groundwater irrigation and help store more water in the command areas

of main canals. In the long term, the country could then use the space

created underground to artificially store the excess winter runoff to

mitigate summer shortages.

The Bank is helping Uzbekistan improve WRM in the Ferghana Valley

through Managed Aquifer Recharge (MAR) under a second-generation

project to improve WRM. MAR requires specialized knowledge and

experience to properly design and implement new schemes. A WET

consultant shared global expertise in MAR approaches to help the

client review proposals for a feasibility study. This additional oversight

ensures that theproposalsare realisticandcost-effective, and reflect

internationalbestpractice.Thenextstepsidentifiedincludenewstudies

and monitoring and evaluation of certain parameters in the project area.

The WET is concurrently tackling the other side of the water equation by

supporting Water User Associations (WUAs) in their efforts to manage

demand (box 5).


2.3.3 Protecting Africa’s “Sand River”

The coasts of Ghana, Togo, Benin, and the Ivory Coast are home to 31

percent of West Africa’s population and host an abundance of natural

resources, which provide vital ecosystem services and help buffer

against severe weather and natural events.

The West African coast consists of a narrow low-lying strip, maintained

by sediments from rivers and transported along the coast by waves

and currents, comparable to a “sand river.” The sandy coastal barrier is

erodingatseveral locations;thehighestratesofretreat(10metersor

more per year) occur in the most urbanized areas. Sea level rise may

further advance coastal retreat, disrupting the barrier.

The World Bank–financed West Africa Coastal Areas Management

Program seeks to protect those living in the coastal zone through

erosionandfloodcontrolinvestments.TheWPP,withcofinancingfrom

the Deltares “Understanding System Dynamics” research program,

supported the development of a large-scale sediment budget that can

serveasafirststeptowardanintegratedandclimate-resilientcoastal

zonemanagement plan. The quantification of the sediment transport

rates along the four countries’ shores was based on numerical modeling.

It provided the first estimate of the possible consequences of major

human interventions along the coast and possible transboundary

implications. The effects of climate change on the large-scale sediment

transport capacity were also analyzed. Creating awarenes involved

communication and exchange of information and results with local

organizations and relevant stakeholders.

The model is used to investigate the effects of the major interventions

in place along the coastal system, and to determine the methods for

avoiding sediment blockage (e.g., sediment by-pass systems around

the ports). Moreover, by simulating the effects of climate change (i.e.,

changes in sea level rise, wave height, wave direction, and precipitation),

the modeling framework provides a first-order estimate of expected

changes to the sediment budget and coastline position. Finally, this

framework could provide the boundary conditions for creation of more

detailed models at specific hotspot locations where adaptation and

solutions will be planned.


2.4 INSTITUTIONS

The WPP supports the Water GP’s innovative efforts on behavior

change in key water sector institutions. From top-level decision makers

to end users, employees of water institutions have incentive structures

that determine their priorities and behavior. The WPP supports projects

that break the mold to deliver new ways to reach results. In India, the

program supported building the evidence base for changing leadership

behaviorintheirrigationsector,whichhasresultedina$2millionglobal

scale-up, including replication of the approach in Tanzania and by other

Global Practices. In Nigeria, farmers are managing their own water after

WET supported major irrigation policy reform. And in Latin America, the

WPP is expanding its IUWM support to change the game for institutional

coordinationaroundurbanfloodriskmanagement.

2.4.1InvestinginLeaders:A$2MillionGlobalApproach

Institutions provide the plaform for taking success to scale. The WPP

financed the scale-up of a pilot initiative started in 2011 to promote

positive change and reform through leadership development in the

ranks of government agencies. An impact evaluation shows that

change management training in 400 villages in Tamil Nadu, India,

madegovernmentofficialsmoreresponsiveandefficient indelivering

irrigation and agricultural extension services to certain communities

under the Bank’s Irrigated Agriculture Modernization and Water Bodies

Restoration and Management Project. One of the elements of the

interventions pertains to better inclusion of women, the extreme poor,

and the marginalized communities in project implementation.

Thanks to strong interest within the client agencies, the WPP helped scale

up the training to more than 500 staff from eight different departments

under the same project. An assessment of community perceptions

showed that, given the same resources and administrative support, the

trained officialsmade extra efforts to provide information on project

interventions, farming, water management, and overall development of

thevillage.The resultsconfirmthat the interventionsare feasibleand

effective at a medium scale (~500 people, ~100 project villages). The

United Nations International Children’s Fund (UNICEF) is replicating this

approach across South Asia.

Now that the results of the approach have been validated, the Bank

has launched a $2million global technical assistance effort called the

Field-Level Leadership Development Initiative, which is identifying and

supporting change champions within the ranks of the public service

delivery agencies. This has enabled the approach to be incorporated into

the designs of three pipeline projects in Tanzania and India, and clients

Walking through the paddy fields, Tamil Nadu. India. Photo: Michael Foley/World Bank


are beginning to cover the training costs themselves, across projects

managed by both the Water and Environment GPs. The World Bank’s

Collaborative Leadership for Development (CL4D) Program is partnering

with the Water GP in adopting and mainstreaming the behavior change

approach.Mostimportant,theworkhasproducedanumberoffield-level

change champions whose energy and creativity have made a tangible

difference in the organizational culture of these agencies.

2.4.2 Devolving Water Management to Nigeria’s Farmers

Institutions can remain stagnant and ineffective if new knowledge and

ideasarenotmadeavailabletodecisionmakers.Thenearly$500million

Transforming Irrigation Management in Nigeria (TRIMING) Project was

approved in 2014 to establish a system of coresponsibility between the

federal government ofNigeria andWUAs,where five selected public

irrigation systemswould become financially self-sufficient. Phase I of

the program gradually shifted government-managed irrigation projects

to the WUAs, with each WUA being responsible for operations and

maintenance (O&M) at the distribution level.

The WET provided an institutional expert and a water law expert to advise

the project team on the most appropriate and effective model and legal

and institutional framework for WUAs in Nigeria. The experts visited the

sites, conducted stakeholder discussions, worked with a national team,

and prepared a strategy for WUAs that has been embraced by the

government. Thanks to this, a new Water User Association Regulation

has been included in the Water Resources Act, which has been approved

by the Council of Ministers and is presently being discussed in Parliament.

These regulations will change the way water is being managed in Nigeria,

notonlyatthefiveschemesoftheprojectbutinallthe250largedams

and associated infrastructure existing in the country. The regulations

introduce an irrigation management transfer that devolves responsibility

totheusers.This isoneofthefirstcountries inWestAfricaadopting

such an approach.

2.4.3IUWM:SharedChallengesDefineaRegionalPlatform

Today’swaterchallengesrequireinstitutions—whetherlocalornational;

water, environment, or agriculture—to collaborate effectively. With an 80

percent urbanization rate, many cities in Latin America are confronting

water scarcity, water pollution, and ecosystem degradation. The impact

of thirsty and polluting cities extends far beyond the urban perimeters

as cities compete with agricultural and other water users, including

the environment, to satisfy their water demands—often reaching into

neighboring basins and importing large amounts of water.

Visiting TRIMING project site with local stakeholders, Bakolori Irrigation Scheme, Nigeria. Photo: David Casanova/World Bank

“The experts were top notch in their particular fields of expertise. They were coupled with local experts and together they were able to help the government decide to change the Water Law that has been under discussion for nearly 10 years.”

David Casanova, Task Team Leader


Water’s secondary impacts: Pollution and floods

The WPP continues to address these issues by building upon and

extending the activities undertaken during Phase 1 of the Latin

America Region’s Blue Water Green Cities Initiative (2010–12). Phase I

oftheinitiativehashadaprofoundinfluenceonWorldBank–financed

operations and clients by helping develop Integrated Urban Water

Management (IUWM) tools and promote their application in operations.

Two emerging regional priorities are environmental water quality

managementandurbanfloodmanagement.GoodIUWMpracticecalls

for coupling urban water pollution control activities with basin-wide WRM

that incorporates both water quality and water quantity dimensions. Latin

American countries and cities are embarking on massive investments

in wastewater collection and disposal infrastructure to improve and

protect the environmental quality of their water resources. A key

development challenge in this context is to ensure that policy, planning,

and regulatory decisions are well formulated and implemented within an

IUWM framework.

Thisyear’sworkincludedthepublicationofanintegratedurbanflood

risk management guidance note that was built around the needs

identified in an international workshop showcasing the experiences

and challenges of Buenos Aires, Argentina. The workshop leveraged

$100,000infundingfromtheWSPandwascosponsoredbytheUnited

Nations Educational, Scientific and Cultural Organization’s (UNESCO)

International Hydrological Program through its Urban Drainage Working

Group. The publication was disseminated in both English and Spanish

and presents policy recommendations relevant for regional clients.

IUWM on a small scale

While water and sanitation coverage is relatively high in Uruguay,

sewerage coverage and treatment outside the capital, Montevideo, are

low,infrastructureisaging,andfloodsoccurfrequently.Thesearethe

challenges that many low- and middle-income countries will be facing in

the near future. Uruguay can play a pioneering role in testing new IUWM

solutions. The country has the political will and institutions to support

innovation, which is why the WPP has looked to Uruguay to pilot the

tools developed under its Blue Water Green Cities Initiative. Uruguay is

also strategically placed to leverage the MercoSur platform for south-

south knowledge exchange on IUWM.


ThisWPPactivityfirstappliedthemethodologyforIUWMdiagnostics

in the cities of Salto (90,000 residents) and Young (17,000 residents),

then developed a roadmap for a national IUWM for sustainable urban

development (including tools to identify and prioritize the most

vulnerable populations), and strengthened local capacities on IUWM.

The selection of a small and a medium-sized city in Uruguay will diversify

the knowledge base of IUWM case studies, which have otherwise been

conducted in mega and large cities, by exposing unique challenges and

opportunities that do not exist at other scales.

The work builds on the government’s participatory approach to develop

community risk plans to guide investments and policy recommendations.

The technologies promoted include wastewater recovery (water reuse,

biosolids,andenergygeneration),waterandenergyefficiency,andlow-

impactsolutionsforurbandrainage.Thisworksupportsan$11million

project for improved water WSS as well as future investments to improve

environmentalqualityandwastewatermanagement,andreduceflood

riskswithintheIUWMcontext,withbenefitsthatwilldisproportionally

accrue to low-income households.

Theactivitybenefited fromgroundwork laidbypreviousWorldBank,

Inter-American Development Bank (IDB) , and European Union (EU)

support for urban water management, and is expected to crowd in

additional funds from national and local agencies to implement the

IUWMactionplans.Localinstitutionswillprovideupto$150,000inin-

kind support for implementation.

River floods causing difficulties for residents in Colombia. Photo: Scott Wallace/World Bank


CHAPTER 3:

2016 Results and Impacts


3.1 OUTCOME 1: WPP STRATEGIC FUNDING MOBILIZED

3.1.1 Indicator A: Funding Mobilization

Indicator (A) Strategic use of WPP activity funds TargetResults

2014 2015 2016

Su

b-I

nd

icato

rs

1) Percentage of the value of approved WPP activities in Africa (%) 30% 51% 54% 57%2) Percent of the value of firm contracts (in PRO window) adopting QBS procurement (%) *

50% 94% 84% 72%

3) Bank internal co-funding for WPP activities ($) 10 m 1.3 m 2.5 m 3.5 m

4) External co-funding for WPP activities ($) 1 m 0.67 m 1.7 m 1.7 m* QBS includes 90% quality or more, and sole-source contracts.

The results framework is presented in annex 2. It deconstructs these

ambitious impacts into six measurable outcomes. In turn, each of those

outcomes is systematically monitored over time through nine indicators

and 44 sub-indicators, measured against individual targets.

DuringFY16,theWPPmadesignificantprogressonits44sub-indicators,

with one year remaining to achieve the final targets. This chapter

provides a summary of progress on each of the nine indicators, along

with qualitative examples. The program has already met 21 of its 44 sub-

indicators, with another 13 on track to be met by the close of Phase II, in

June, 2017. Overall, 34 of the 44 targets are likely to be met, in addition

to the three “to-be-determined” at the end of the Program.

A few indicators are, for various reasons, unlikely to be met by the end of

the program. Some of these were stretch targets, given the short timeline

and demand-driven nature of the program, and others have proven

difficulttomonitor,giventhevarietyofindicatorsusedinBankprojects.

Sub-indicators that are unlikely to be met are found under indicator G

(PhysicalandNaturalAssetsProtected)andindicatorH(Beneficiaries).

The Water Partnership Program (WPP) Phase II results framework translates the WPP’s objectives into two principal impacts: (i) vulnerable populations have been provided with an enhanced quality of life; and (ii) climate-resilient green growth has been made possible through water-smart development. The first impact represents the program’s progress toward social and human development goals, while the second represents the program’s goal toward economic growth coupled with sustainable development.

Indicators

This icon is a roadmap that highlights the indicator being discussed in each section. The full results framework is provided in Annex 2.

Objective

ImpactImpact

Outc.

A D GB E HC F I

Outcome Outcome Outcome Outc. Outc.


Morocco invests $37 million in own funding to scale up

modern irrigation

The World Bank has been working with the government of Morocco

since 2010 on the Oum Er Rbia Basin Irrigated Agriculture Modernization

Project for integrated modernization of irrigation systems—on- and off-

farm—in selected areas covering around 22,000 ha, with approximately

6,600 beneficiary families. The project improved transport efficiency

and quality of service delivery to enable farmers to convert from gravity

to drip irrigation systems.

As the government planned to scale up the successes in Oum Er Rbia to

other basins, the WET funded an assessment of the quality of the off-farm

works carried out for pressurized irrigation networks, drawing lessons

to assess the possibility of reducing the time required for construction

and rehabilitation and the related costs. The work resulted in the signing

ofanew$187millionLarge-Scale IrrigationModernizationProject, for

whichthegovernmentisputtingin$37million.Theprojectwillsupport

WUAs in applying for agricultural development fund subsidies on behalf

of farmers, and strengthen local institutions to manage and maintain the

new infrastructure.

Leveraging Internal Resources

• The COWS Initiative gathers experts from across GPs to develop

integrated solutions in water resource hotspots (chapter 2). The

initiative has leveraged nearly $400,000 in Bank budget across

seven activities, as well as funding from the International Finance

Corporation (IFC), the South Asia Water Initiative, and Cooperation

in International Waters.

• TheWPPsupporttostrengthenthefinancialviabilityoftheSociété

Nationale d’Exploitation et de Distribution des Eaux (SONEDE), the

nationalwaterutilityofTunisia,leveraged$325,000inPublicPrivate

Infrastructure Advisory Facility (PPIAF) funding and $40,000 in

Bank budget.

• The WPP supported a comparative assessment of nearly 50 country

case studies to inform the development of legal and institutional

frameworks for sustainable dam safety for its rapidly growing

portfolio. The analysis, which provides clients with knowledge about

best practices and innovative tools for dam safety, was a collaborative

effort with the Global Fund for Disaster Risk Reduction (GFDRR) and

leveraged$350,000fromothersources.

Woman at a water pump, Mali. Photo: Curt Carnemark/World Bank

Objective

ImpactImpact

Outc.

A D GB E HC F I



3.2 OUTCOME 2: KNOWLEDGE AND OPERATIONAL TOOLS CREATED, DISSEMINATED, AND USED

3.2.1 Indicator B: Events and Training Support

Indicator (B) Events and training supported by WPP TargetResults

2014 2015 2016

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1) Number of Participants (#) 4000 1102 2984 50192) Percent of Participants that indicate they are likely to apply knowledge in their work (%) 70% 51% 77% 77%

3.1) Number of agencies/firms represented by Participants (#) 200 205 236 481

3.2) Percent of Govt. Agencies (%) 60% 49% 44% 56%

3.3) Percent of Private firms (%) * 40% 51% 56% 44%* Percent of private firms includes universities & think-tanks and CBOs & NGOs

Mexico’s experience inspires water sector reforms in Kenya

Kenya’s government, through its Water Security and Climate Resilience

Program, is looking to assess and prioritize policy interventions and

investments, and to evaluate the costs of more reforms to decentralize

thesector.TheBankidentifiedMexicoashavingcomparableinstitutional

experiences and, with a similar climate, being successful in mainstreaming

climate change in the national water policy agenda.

In May of 2016, the WPP supported a study tour of more than 20

delegates from Kenya to visit Mexico’s institutions. The delegates from

Kenya included representatives from the Ministry of Water and Irrigation,

the National Treasury, the Coastal Water Services Board (WRMA),

MembersofParliament,officialsofKwaleandMombasaCounties,and

the Mombasa Water Services Company.

The exchange was an important milestone in the partnership between

the two countries, which was started at a high-level event in Mombasa

in February 2014. The learning experience included presentations at

several federal institutions in Mexico City—including the House of

Representatives—andfieldtripstovariouswaterserviceprovidersand

irrigation districts in three states. The delegation also visited the National

Water Commission (CONAGUA), the Association of Mexican Water

Utilities (ANEAS), basin organizations, and municipal water utilities to

helpparticipantsreflectonwhattransformingacountry’swatersector

can look like.

Objective

ImpactImpact

Outc.

A D GB E HC F I



The lessons were pertinent for Kenya, which in 2010 adopted a new

constitution that emphasizes devolution of management and services

in the water sector and modernization of its institutional and legal

frameworks.

Integration via integration: Turkey sees two pathways

The WPP funded a study tour for 13 delegates from Turkey, looking

at EU accession, and Poland and the Czech Republic, two countries

already implementing the IWRM approach under the EU’s Water

Directive Framework. Through the tour, the visiting delegation was

presented with different modalities for operationalizing Turkey’s new

Basin Commissions, a step toward decentralization. The diverse range of

participantsfromwater,forestry,desertification,andagriculturelearned

new ways to improve institutional coordination for shared planning and

implementation.Theyalsosawthebenefitsoftechnicalinnovation(such

as smart metering), innovative pricing methods, and water reuse.

The government of Turkey has decided to maintain ties with Czech

counterparts as it prepares an action plan for IWRM implementation. The

client has also requested the World Bank to support the preparation of

an Irrigation Modernization Project whereby IWRM principles would be

piloted in the context of irrigation investments. The project will include

a component on strengthening the water management capacity at the

basin level, through the establishment of Basin Water Data Centers

in selected basins, and support for the recently constituted Basin

Commissions.TheconceptofanewirrigationprojectreflectstheIWRM

concepts learned throughout the study tour.

Sharing solutions

The Water GP aims to constantly improve the quality of its portfolio

by implementing global knowledge captured from Bank projects and

development partner activities. Annually, a two-week learning event is

organized in Washington, where the Bank’s water practitioners from

around the globe personally exchange experiences with colleagues and

external partners. In 2016, the WPP supported Water Week to make it an

even more content-rich event. The theme for water week was “Delivering

“These South-South exchanges are an example of why the

Global Practices were created, and we look forward to seeing the impact of these knowledge

exchanges reflected in on-the-ground implementation

of policy reform, institutional strengthening, and effective

investments.”

Jennifer Sara, Director, Water Global Practice


on the Sustainable Development Goals (SDGs),” which situated the

Water GP and its work within the broader global development agenda.

In total, 642 experts participated, including 181 colleagues from country

offices, 128 specialists from other global practices, and 72 attendees

from client countries and partner organizations. Beyond sharing lessons

learned from the implementation of World Bank projects, participants

learned from donors, partners, service providers, and global experts. A

total of 79 technical sessions and 25 courses were offered on topics

ranging from dam safety to gender inclusion and from climate change to

rural sanitation. Participants assigned both the quality and the relevance

of the learning activities a score of 4.5 out of 5. By sharing solutions to

common challenges the World Bank aims to improve the quality of its

operations and thereby speed up the process of realizing its dual goals

of ending extreme poverty and boosting shared prosperity.

3.2.2 Indicator C: Web-Based Outreach and Use of WPP Publications

Indicator(C) Web-based outreach and use of WPP publications

TargetResults

2014 2015 2016

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1.1) Downloads per document after announcement (#)* 300 692 509 9871.2) Percent of downloads from developing countries (%) 50% 31% 41% 31%2.1) Downloads per flagship document after announcement (#) 2000 1721 1464 40522.2) Percent of downloads from developing countries (%)* 50% 21% 31% 32%3) Percent of visitors of the WPP website that visit at least 2 pages (%) 40% 66% 84% 84%4) Average quality assessment scoring of WPP knowledge products by client country governments (and WET products scoring by Bank project teams)**

4 out of 5

4.6 4.6 4.6

*Due to recent changes in the system for storing, managing and monitoring World Bank’s knowledge outputs and software incompatibilities to monitor downloads for some publications, sub-indicators 1.1 and 2.2 include results for 95 percent of total WPP publications in FY16.** Although the average remains the same, this includes an additional 22 ratings for closed WET activities over those reported in 2015.

Objective

ImpactImpact

Outc.

A D GB E HC F I



3.3 OUTCOME 3: PLANS AND STRATEGIES DESIGNED AND CAPACITY ENHANCED FOR IMPROVED WRM AND SERVICE DELIVERY

3.3.1 Indicator D: New Plans and Strategies Promoted

Indicator(D) New plans & strategies promoted by WPP activities in client countries

TargetResults

2014 2015 2016

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1.1) Number of non-water policies/strategies that incorporate water (#) 10 9 16 181.2) Number of policies/strategies accounting for competing water uses (#) 40 6 18 192.1) Number of policies/strategies endorsed by a client agency (#) 30 6 12 132.2) Number of policy or strategy investment plans endorsed by clients (#) 15 9 10 113) Budget allocated for policy/strategy implementation ($) 150 m TBD TBD TBD

The arid landscapes of the Sahara and the darker vegetation of the wetter, semi-arid woodland known as the Sahel. The dark green marshes of Lake Chad stand out in the foreground. Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center http://eol.jsc.nasa.gov photo ID: ISS042-E-244403.

Chartered waters

In April 2012 the member countries of the Lake Chad Basin Commission

(LCBC) adopted the Water Charter as a binding framework for

integrated, equitable, and coordinated management of natural resources,

in particular the Basin’s water resources, to achieve higher standards of

living, poverty alleviation, good governance, and stronger subregional

solidarity and integration.

The Water Charter observes potential changes in water availability

due to variable and decreasing trends in precipitation, inadequately

managed groundwater, climate change, and uncontrolled surface

water abstractions with negative impacts on the Basin’s ecosystems

and livelihood activities. The charter calls for improved information

exchange to strengthen transboundary management for the basin’s 30

million inhabitants.

Note: TBD means to be determined at program close


A WET consultant reviewed the existing monitoring capabilities in the

Lake Chad Region and made recommendations for improvement using

RS estimates and additional ground data. Moreover, the consultant

included a comprehensive framework for the Lake Chad Water Resources

Information System to address joint efforts on data, applications,

institutional strengthening, and capacity building. The recommendations

focus on the need to improve monitoring of rainfall information, which

can have large livelihood impacts for rainfed agriculture and livestock

producers; monitor groundwater and water quality for oil spills; and

estimate evapotranspiration levels in the basin (via real-time hydrological

monitoring). The data and systems gap analysis is informing the way

forward for operationalizing the charter, and will inform a series of future

loans in the riparian countries: Cameroon, the Central African Republic,

Chad, Niger, and Nigeria.

Armenia: Financial review leads to second-stage reforms

In Armenia, agriculture is the main livelihood of rural communities and

highly dependent on irrigation.WUAswere first established in 2002;

there are currently 42 WUAs responsible for 195,000 hectares, which

comprises most of the country’s irrigable land.

The WPP funded a strategic plan to enhance the effectiveness of

WUAsinArmeniaasaguidancetoolfortheimplementationofthe$30

millionWorldBank–financed IrrigationSystemsEnhancementProject.

While substantial progress has been made in upgrading the irrigation

infrastructure and building the institutional capacity to manage it, much

work remains to be done to lower the overall operations and maintenance

(O&M) cost per cubic meter of agricultural water and to ensure WUAs

have thedata andcapacity tomake thebest financial andeconomic

decisions. Thus, the activity included a review of 10 years of experience

in WUA management, including changes in cropping, energy and water

use,andfinancialsustainability.Theteamalsoreviewedcapacityacross

WUAsintermsofplanning,conflictmanagement,GIS,andaccounting

andfinancialmanagement,includingcalculatingO&Mrequirements.

The review,alongwithaWUAfinancial strategy,wasused todrafta

government decree for improving the financial sustainability of the

national irrigation sector, which is awaiting approval. The work has also

garnered the interest of the government of Armenia for a Development

Policy Operation with a component on irrigation, under which second-

stage reforms are envisioned to improve sector performance.

Objective

ImpactImpact

Outc.

A D GB E HC F I



3.3.2 Indicator E: Capacity Enhancement

Indicator (E) Capacity enhancement Target2014 2015 2016

Actual Actual Actual Planned

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1.1) Early Warning Systems (EWS) installed (#) 8 1 2 2 6

1.2) (Upon installation of EWS), relevant threat information is disseminated to stakeholders on a timely basis (Yes/No)

90% Yes

100%Yes

TBD TBD TBD

2) Operational water users associations created/strengthened (#) 20 1,448 2,589 2,978 2,510

3) Government agencies (#) with strenghtened capacity to address: 33 15 54 94 120

3.1) Climate change/WRM 5 0 32 62 84

3.2) Water security 8 0 15 22 23

3.3) River basin issues 20 15 7 10 13


Ethiopia builds capacity from the bottom up

TheEasternNile Technical RegionalOffice (ENTRO) inAddisAbaba,

Ethiopia, is one of the three centers of the Nile Basin Initiative (NBI)

and provides regional planning and transboundary solutions to national

challenges. NBI members Ethiopia, Sudan, and South Sudan face a

sizeablecapacitychallengeinthefieldofhydroeconomicmodeling.

A COWS consultant directed a workshop on water resources systems

analysis hosted at ENTRO. The two-day workshop focused on using

General Algebraic Modeling System (GAMS) for water resources

systems analysis, and was designed for beginners to learn how to build

a hydroeconomic model in GAMS step-by-step. In total, nine trainees

from ENTRO, the Ministry of Water, Irrigation and Energy, River Basin

Organizations, and local universities participated in the workshop.

Participants asked how to use a single equation to represent the entire

water balance and upstream-downstream relationship in the basin,

Other capacity enhancement results

5,699 Staff in government/local agencies trained (#)

7 Monitoring systems implemented (#)

158 Meteorological and hydrological stations installed/ upgraded/connected (#)


and how to incorporate social aspects such as gender and population

growth into the model. The expert provided suggestions for making

the model easier to maintain, with advanced scenario analysis, and

for creating a year-by-year optimization scheme. COWS will continue

to work with ENTRO to modify the model to be used for water

infrastructure development analysis and to inform negotiations among

the four Nile Basin riparian countries.

Automating water rights boosts productivity

The National Water Resources Board (NWRM) regulates water

resources in the Philippines. Nearly half of all permits in the country

are for groundwater extraction, and better tracking and monitoring

is needed to enforce permitting. The WET is supporting a new

water allocation permit management system. Unlike past attempts

of information systems, NWRB wanted a system where information

drives the value for different stakeholders who provide and use data

rather than a “nodal agency” model. The NWRB Permit Management

System proof of concept was developed as an integrated permitting

framework that automates and links administrative processes (using a

cloud-based permit management system) with an aquifer model that

is able to update the effects on the aquifer of potential additional wells

using data from existing permittees and sensors.

The algorithm has been tested successfully in one pilot area. The study

found that nearly 50 percent of roughly 40 audited accounts show

consumption above allocations. Those using more water than they

were allocated were industrial users who voluntarily report their use

on a timely basis. Such users are probably not aware of their excess

or consider that the negative consequences of such behavior are low

comparedtothebenefitand,therefore,canpaythepenaltiesifcharged.

The purpose of the system is to improve the quality of the information

and interpretations available to decision makers and permitting staff,

ultimately enhancing the capacity for stewardship of water resources in

the Philippines. The new, context-aware system, a so-called “connected

watermanagement system,” signals a first step toward changing the

status quo. Automating the different stages of evaluation and hosting it

in the cloud allows regulatory staff to engage in the process in a more

efficientandstreamlinedwayandmakesthesystemportable.

Objective

ImpactImpact

Outc.

A D GB E HC F I



3.4 OUTCOME 4: DOWNSTREAM LOANS SUPPORTED

3.4.1IndicatorF:BankLendingInfluenced/Leveraged

Indicator(F) Amount of Bank lending influenced & additional funding leveraged through WPP activities

TargetResults

2014 2015 2016

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1) Value of (WB) investments supported ($) 15 b 10.2 b 13.7 b 18.3 b2) Total project value of influenced investments in which the Bank is involved ($)

25 b 15.3 b 20.8 b 29.2 b

3) Value of additional investments (in which WB is not involved) ($) 500 m TBD TBD TBD4) Number of projects designs improved through a WPP activity (#) 100 71 133 148

Bakolori water canal over river, Nigeria. Photo: David Casanova/World Bank

Decentralized services save $4 million in project costs

As they develop, cities around the world use municipal wastewater

treatment facilities to improve human health, but these facilities generate

residual sludge, a harmful by-product that requires proper treatment

and disposal. Secondary pollution is thus rising from sludge discharged

directly into the environment for lack of proper treatment facilities.

The WPP supported a comprehensive analysis of sludge treatment and

disposal, development of a cost curve, and guidelines for preparing

a sludge master plan. The study, disseminated in Guilin, China, and

Washington, D.C., at the Global Methane Forum, supports improvements

in sanitation facilities and services that will help prevent contamination,

thereby safeguarding water resources.

The study convinced city of Guilin planners to shift from centralized

sludge management facilities and rehabilitation of existing sewers to

decentralized facilities to save $4 million in project costs. Two such

facilities are currently under preparation. The activity has influenced

planningintwoothercitiesinChina,havinganimpactonmorethan$25

million worth of investments.

Partnership leads to $1.3 billion investment in flood

protection

In 2014, the WPP funded a study tour for 12 delegates from Poland

to the Netherlands to learn about integrated flood control, including

governance arrangements and nonstructural design solutions. The

delegation learned about the Netherlands’ experience making “room

fortheriver”adevelopmentandfloodmanagementstrategy.Overthe

nextsixmonthsapartnershipblossomed,withaDutchfirm,Deltares,


Objective

ImpactImpact

Outc.

A D GB E HC F I



visitingPolandtwicetosupportplansforalargefloodcontrolproject.

The two countries, along with Germany, also teamed up to work with

EUrepresentativesonfundingforfloodcontrol.By2016,theworkhad

led to theapprovalof a$500million loan for theOdra-VistulaFlood

ManagementProject.Theloanleverages$210millionfromtheborrower,

and$600millionfromtheEUandotherdonorsforatotalinvestment

of$1.3billion.

Other natural asset results

5.4 Treated wastewater available for agriculture (million m3/yr)

30,466 Volume (mass) of BOD pollution loads removed by treatment plant (ton/yr)

26,613 Areas benefiting from reduced flooding or erosion (ha)

3.4.2 Indicator G: Physical and Natural Assets Protected

Indicator(G) Physical and natural assets protected

Target2014 2015 2016


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1) Coastline and freshwater under biodiversity protection (km) 1200 0 0 1.18 1.22.1) Area brought under enhanced biodiversity protection (ha) * 1 m 0 1,955 3,986 2,2052.2) Number of studies incorporating ecosystem valuation (#)

7 0 0 0 0

3) Water Storage capacity increase (m3) 12 b 0 0 45,000 86,4004) Aquifer pumping reduction (m3/yr) 20 m 14.3 m 16.2 m 16.2 m 20.6 m

5) Areas provided with irrigation/drainage services (ha) 2 b 93 k 395 k 938 k 1.2 m

6) Hydropower generated (MW) 3000 16 26 34 285* Core Sector Indicator: Areas restored or re/afforested (ha)

Peril under the sea

The World Bank has been actively supporting the Caribbean countries

in their conservation agenda, in particular aiming to set up a long-term

financing mechanism for biodiversity conservation under the Global

Environment Facility’s Sustainable Financing and Management of

Eastern Caribbean Marine Ecosystems Project.

Objective

ImpactImpact

Outc.

A D GB E HC F I



Toward this end, the Bank is working with the private sector to reduce

wastewater pollution from a rum distillery on the island of Grenada.

The plant generates about 10,000 gallons of wastewater per day and

nearby communities report an intolerable smell and visual impact on

the color of the sea, which turns black. The discharge consists of spent

wash, fermenter cleaning wash, and cooling water from fermenter and

condenser. The discharge carries high levels of pollutants and nutrients

into the ocean, causing eutrophication in what should be marine

protected areas.

The WET funded a technical and cost assessment of nine different

wastewater treatment options for reducing pollutants. The study

resulted in a clear set of options with associated costs, which sets the

stage for future infrastructure investments that will help protect the

region’s biodiversity. Fish in the ocean. Photo: Carl Gustav/World Bank

3.5 OUTCOME 5: VULNERABILITY REDUCED VIA

PRO-POOR AND GENDER-SENSITIVE INTERVENTIONS

3.5.1IndicatorH:Beneficiaries

Indicator(H) People benefiting from projects supported by WPP activities

Target2014 2015 2016


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1) Target Population in project area (#)* 0.5 b 1.21 b 1.28 b 1.43 b NA

2.1) Actual beneficiaries from the project (#) 100 m 12.9 m 26.6 m 52.6 m 79.3 m

2.2) WSS beneficiaries (#) 35 m 12.0 m 19.8 m 42.0 m 60.9 m

2.3) Water users with new/improved irrigation & drainage services (#)

30 m 0.7 m 927 k 1.7 m 4.0 m

2.4) Other WRM beneficiaries (#) 35 m 0.1 m 5.8 m 9.0 m 14.5 m

*Target Populations are estimates of indirect beneficiaries of WRM projects. Recently, 37 of these 100 projects have also started reporting a “direct beneficiaries” indicator, which is also included in the table. The 2 indicators are not mutually exclusive.Note: NA means not applicable. This indicator is not tracked.

Women comprise:

45% of total project beneficiaries

50% of WSS project beneficiaries

39% of water users with new/improved irrigation and drainage services

46% of other WRM beneficiaries are considered “vulnerable” populations


When the benefits far exceed the costs

Vietnam is trying to keep pace with the increasing environmental pollution

associated with its rapid urbanization and expanding industrialization.

Only around 10 percent of wastewater generated is treated. The Vietnam

Urban Water Supply and Wastewater Project is one effort to address

this growing challenge, and includes seven wastewater subprojects in

medium cities, each with a population of 100,000–200,000.

TheWPP supported the seven cities benefiting from the project by

providing knowledge dissemination and technical assistance, which

contributed to the introduction of global best practices tailored to

thecities’ localconditions;anassessmentofalternativesforcollection

and sustainable treatment of wastewater; and selection of the most

appropriatedesignoption.Thedesignsfocusonusingenergy-efficient

and environmentally friendly treatment processes to the extent possible,

and attempting to adopt energy-generating processes.

The low-cost and sustainable wastewater treatment technology options

demonstrated in the seven project cities were disseminated nationally

and are expected to have policy-level impacts on national sector

developmentoverthenextdecades.Throughthe$123millioninfluenced

project, the activity supports more than 800,000 people, including the

urban poor, by giving them access to better sanitation and wastewater

collection and treatment services. Congested street scene in Hanoi, Vietnam. Photo: Simone D. McCourtie/World Bank

3.6 OUTCOME 6: WATER MAINSTREAMED IN OTHER SECTORS

3.6.1 Indicator I: Cross-Sector Mainstreaming

Indicator (I) Cross-sectoral mainstreaming of WRM TargetResults

2014 2015 2016

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1) Guidance Notes created including an assessment on improvements required in Operational Policies for specific sectors (#)

5 2 22

(plus 2 in draft)

2) Guidance Notes for specific sectors endorsed by respective Sector Board (#) 4 NA NA NA3) Agreement by Operational Policy and Quality Department (OPCSPQ) to move forward on modernization of Operational Policies for mainstreaming of WRM (# of sectors)

2 NA NA NA

Note: NA means not applicable. These indicators are no longer used.

Objective

ImpactImpact

Outc.

A D GB E HC F I



The Water GP mainstreams climate change

Mainstreaming WRM across the Bank is a challenging task. In the case of

climate change, experts found it more practical to mainstream climate

change considerations into planning for the water sector, rather than the

other way around. The Water GP this year disseminated a guidance note

for task teams to integrate climate change into operations and strategies.

Thenoteincludesthreetools:greenhousegas(GHG)accounting;climate

anddisasterriskscreening;andclimate-relatedfinancetracking.Thenote

suggests how teams might consider addressing each individual analysis,

while emphasizing the opportunity presented by approaching the analyses

as a combined set that can ultimately improve project design.

TheWPPplayeda largerole inthedesignandpilotingofthefirsttwo

tools under Phase I and Phase II. First, under Phase I, the WPP funded the

design of a set of interim guidelines on GHG emissions from reservoirs, for

which a global Bank team collaborated with the International Hydropower

Association (IHA) and the International Hydrological Programme of

UNESCO. The work was subsequently integrated into the GP-wide

tool that includes application of the method for water and wastewater

treatmentplants;desalinationfacilities;andirrigationsystems.

Second, the WPP has contributed since 2012 to the Bank’s thinking on

climate and disaster risk screening, which is now a requirement for all

IDA/IBRDlendingoperations.TheWPPsupportedthedevelopmentof

the Water GP’s Decision Tree Framework, which is a subsequent step to

the screening tool, and suggests analytical solutions to address the “So,

What?” in the case that a project appears to be at risk after conducting

the climate screening.

The Decision Tree Framework was developed with the University of

Massachusetts at Amherst, the Alliance for Global Water Adaptation

(AGWA), the U.S. Army Corps of Engineers, and the Stockholm

International Water Institute (SIWI). Its objective is to outline a pragmatic

process for risk assessment of projects, which can serve as a decision

support framework to assist project planning under uncertainty. The

decision tree helps task teams allocate climate risk assessment efforts

in a way that is consistent with each project’s potential sensitivity to

climate (and other long-term) risks. When more in-depth analyses are

needed, the tree framework proposes decision making under uncertainty

methodologies thathelp identify specificvulnerabilitiesof theproject

and solutions that may help reduce them, despite the large uncertainty

about future climate and other changes.

Objective

ImpactImpact

Outc.

A D GB E HC F I



As of 2016, 178 practitioners—including representatives from 11

government agencies—received introductory training on the Decision

Tree Framework. This year the Water GP also started an in-depth learning

series for task teams to apply the Decision Tree Framework to Bank

projects. During the course, task teams learn to assess the vulnerability

of water resource systems to changes in the initial conditions on which

proposed designs are based; and to develop adaptation strategies

through iterative climate risk assessment and management. Thirteen

participants completed the course so far and more are expected to

benefitintheyearsahead.


Annexes


ANNEX 1 - FINANCIAL SUMMARY WPP PHASE II (July 2012 – June 2016)

Thisannexprovidesfinancialinformationconcerningthesecondphase

of the WPP on donor contributions, approvals, disbursements and

commitments of activities, and program management and administration

costs. This financial report covers a 48-monthperiod, fromJuly 2012

to June 20162. From Phase II inception until June 2016, a total of 233

activities (including 103 for WET) were approved for a total amount of

$39.2million.FromJuly1,2015,toJune30,2016(theBank’sFiscalYear

2016,FY16),70newactivitieswereapproved,amountingto$15million.

The program’s overall approvals represent 73 percent of the total

allocation approved under the different windows. When proposed

activities and program management are included, the total amount

increasesto$51.7million,representing89percentofthetotalavailable

contribution to the Program. Most approved activities are currently

under implementation—44 WPP and 68 WET activities had been closed

by the end of June 2016.

Donor Contributions to the WPP

Total donor contributions to the second phase of the WPP amount to

$54.5million. InOctober2015, theWPPwelcomed theGovernmentof

Switzerland’sStateSecretariat forEconomicAffairs (SECO)as itsfifth

donor, joining its four existing donors: the Netherlands’ Directorate-

General for International Cooperation (DGIS), the United Kingdom’s

Department for International Development (DFID), the Danish

International Development Agency (DANIDA), and the Federal Ministry

of Finance of the government of Austria. In June 2015, the Bank and DGIS

reachedagreementonanadditionalcontributionof$6.3million.Likewise,

inAugust2015,DFIDmadeanadditionalcontributionof$3.7million.

As detailed in table A1, theWPP Phase II contributions equal $59.1

millionwhen including the$4.6million remainingbalance fromWPP

Phase I, all of which had been received as of June 2016. After deducting

the 2 percent administration fee and adding the earned investment

income,thisleavesatotalprogrambudgetof$58.4million.

2. To provide clear and accurate data, all WPP Phase II financials are included in this report. The second phase of the program officially started in July 2012, so this financial report includes figures as of that date. However, since donor funds were received in the beginning of 2013, most activities only started after the first quarter of 2013—only the WET services were continued from July 2012 due to the specific nature and high demand from the Regions, using remaining WPP Phase I funds.


Table A1: Overview of Donor Contributions to the WPP - Phase II

Contributions to WPP Donor

CurrencyAmt pledged (donor curr.)

Amt pledged (USD)

Amt received (USD)

Austria EUR 4,000,000 5,515,200 5,515,200

Denmark (DANIDA) DKK 20,000,000 3,522,245 3,522,245

Netherlands (DGIS) USD 12,500,000 12,500,000 12,500,000

Supplemental (Jun 2015) USD 6,250,000 6,250,000 6,250,000

United Kingdom (DFID) GBP 12,000,000 19,001,850 19,001,850

Supplemental (Aug 2015) GBP 2,500,000 3,765,250 3,765,250

Switzerland (SECO) USD 4,000,000 4,000,000 4,000,000

Total Phase II Contributions 54,554,545 54,554,545

Balance WPP Phase I Contributions 4,558,165

WPP Total Contributions 59,112,710

Administration fee (2%) (1,091,091)

Investment Income 450,227

WPP Total Funds 58,471,846

Overview of the WPP Allocations and Activity Portfolio

Since the inception of its second phase, the program has disbursed

$21.6millionthrough233activities.DuringFY16alone,$9.8millionwas

expended.Includingcommitments,theprogramhasused$27.4million

(of which $11.6 million or 42 percent in FY16 alone), which increases

to $30.1 million when program management and administration

expendituresare taken intoaccount.TableA2andfigureAshowthe

current allocations, pipeline, approval status, and expenditures of the

sixregionalwindowsandfiveglobalwindows—includingthenewGlobal

Solutions Groups (GSG) window set up in FY16. The number of activities

per window is also indicated.


Ta

ble

A2

: W

PP

Ph

ase

II

Fin

an

cia

l O

ve

rvie

w (

as

of

Ju

ne

30

, 2

016

)

Win

do

wA

pp

roved

Allo

cati

on

Pip

elin

e A

cti

vit

ies

Ap

pro

ved

Acti

vit

ies

% o

f A

llocati

on

A

pp

roved

% o

f A

pp

roved

Dis

b/C

om

m

Ap

pro

ved

Allo

cati

on

F

Y13

&14

Dra

ftU

nd

er

revis

ion

Ap

pro

ved

Am

ou

nt

Dis

bu

rsed

Co

mm

itte

dD

isb

urs

ed

+C

om

mit

ted

No

. o

fA

ct.

% o

f A

llocati

on

A

pp

roved

% o

f A

pp

roved

Dis

b/C

om

m.

AF

R3

,70

0,0

00

772,2

22

30

0,0

00

2,6

27,5

70

1,6

85

,48

04

19,0

78

2,1

04

,55

811

71.0

%8

0.1%

EA

P3

,80

0,0

00

33

1,9

64

93

0,0

00

2,5

44

,55

72,0

26

,93

46

9,2

68

2,0

96

,20

217

67.0

%8

2.4

%

EC

A3

,30

0,0

00

676

,40

0225

,00

02,2

16,2

35

1,25

7,8

77

30

0,8

69

1,5

58

,74

622

67.2

%70

.3%

LC

R3

,40

0,0

00

88

5,0

76

44

6,5

00

2,0

39

,68

21,

621,

89

98

6,6

42

1,70

8,5

41

196

0.0

%8

3.8

%

MN

A2,4

00

,00

05

85

,00

09

0,0

00

1,279

,14

06

42,5

98

218

,473

86

1,0

71

55

3.3

%6

7.3

%

SA

R2,8

00

,00

0215

,29

625

0,0

00

2,2

02,2

96

94

3,1

87

24

1,15

71,

184

,34

411

78

.7%

53

.8%

An

ch

or

1,5

00

,00

0-

-1,

30

4,6

41

1,23

2,0

61

41,

827

1,273

,88

810

87.0

%9

7.6

%

Pro

gra

mm

ati

c6

,85

0,0

00

53

,00

04

27,0

00

6,2

56

,976

3,3

57,3

59

1,17

3,8

56

4,5

31,

215

119

1.3

%72.4

%

DR

M2,9

00

,00

05

0,0

00

-2,3

40

,75

71,

60

0,5

84

43

0,2

86

2,0

30

,870

88

0.7

%8

6.8

%

WE

T6

,25

0,0

00

-10

8,0

00

4,8

30

,228

4,0

15,9

95

39

6,0

99

4,4

12,0

95

103

77.3

%9

1.3

%

GS

G13

,05

0,0

00

-1,

00

0,0

00

9,4

52,8

62

1,5

06

,012

2,1

76

,64

43

,68

2,6

56

1672.4

%3

9.0

%

Dis

sem

inati

on

3,8

00

,00

0-

1,0

00

,00

02,1

00

,00

01,

676

,68

126

2,4

181,

93

9,0

99

n/a

55

.3%

92.3

%

TO

TA

LS

53

,75

0,0

00

3,5

68

,95

84

,77

6,5

00

39

,19

4,9

44

21,

56

6,6

67

5,8

16,6

182

7,3

83

,28

42

33

72

.9%

69

.9%


As can be seen in these figures, on average 67 percent of regional

allocations has been approved for activities plus an additional 29.4

percent in draft proposals, while the regional implementation rate is

significantlyhigher(54to84percent,average74percent)comparedto

FY15 (average 52 percent). The global windows show an approval rate

of 77 percent, but a lower implementation rate of 68 percent because

these activities are activated more recent.

Theaverageactivitysize isabout$152,000 for the regionalwindows,

and$430,000fortheglobalwindows(excludingtheWETwindow,for

which the average activity budget is about $33,0003). Compared to

WPPPhaseI,whichsawanaverageactivitysizeoflessthan$140,0004,

the Phase II activities—especially the global activities that often span

severalyears—aresignificantlylarger.

3. This figure does not include WET management and administration costs.4. This figure does not include activities under the Expert Support Teams window.

0

3,000,000

6,000,000

9,000,000

12,000,000

15,000,000

Disbursed + Committed

Pipeline Activity Amount

Approved Activity Amount

Approved Allocation

Dis

sem

GS

Gs

WE

T

DR

M

Pro

gra

mm

ati

c

An

ch

or

SA

R

MN

A

LC

R

EC

A

EA

P

AF

R

US

DFigure A: WPP Phase II Financial Overview (as of June 30, 2016)


Program Management and Administration Costs

Program Management and Administration (PMA) costs are costs

incurred by the WPP Team and the Bank’s technical experts who

provide strategic advice and support. These include expenditures on

general program management, monitoring and evaluation, and donor

coordination, among others. Total PMA disbursements and commitments

under Phase II from inception to June 30, 2016 amount to 9.1 percent

of total disbursements and commitments—down from 12 percent as of

June 2015. The decrease of PMA percentage has brought these costs

only slightly above the WPP cap on PMA costs (9 percent according

to the Administrative Agreement).5 Despite the relatively low activity

disbursementsinthefirstyearoftheprogram,6 the WPP has proactively

set up the program structure and procedures in order to match the

PMA costs and increase disbursement rates by FY16. This is illustrated

infigureB,whichshowsrelativelylowactivitydisbursementsinthefirst

yearof theprogram,but exponential growthof this figure since July

2013. As expected, PMA costs will decrease further relative to activity

costs toward the closure of the program.

5. The program has set limitations in the financial systems to ensure that PMA spending cannot go over 9% of the total Phase II contributions.6. The official start date of the second phase of the WPP was July 2012, the main donor contributions arrived in the beginning of 2013. Only then could teams start preparing their window work plans, which are required before activities can be proposed.

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

2,000,000

Program Management Disbursements

Trend Line

Activity Disbursements

Ju

n 2

016

Ap

r 20

16

Jan

20

16

Oct

20

15

Ju

l 20

15

Ap

r 20

15

Jan

20

15

Oct

20

14

Ju

l 20

14

Ap

r 20

14

Jan

20

14

Oct

20

13

Ju

l 20

13

Ap

r 20

13

Jan

20

13

Oct

20

12

Ju

l 20

12

US

D

Figure B: WPP Activity vs. PMA Disbursements (July 2012 – 2016)


(2)

Co

nfi

rmati

on

of

feasi

bili

ty o

f in

dic

ato

r p

en

din

g

(3

) B

ud

get

of

$10

mill

ion

per

invest

men

t p

lan

s en

do

rsed

(2.2

)

Ta

ble

A3

– W

PP

Ph

ase

II

Re

sult

s F

ram

ew

ork

(P

art

I o

f 2

)

Ob

jecti

ve

Po

ve

rty R

ed

ucti

on

th

rou

gh

Im

pro

ve

d W

RM

an

d S

erv

ice

De

live

ry,-

---

an

d C

lim

ate

-Re

silie

nt

Gre

en

Gro

wth

Imp

act

Clim

ate

-re

silie

nt

gre

en

gro

wth

en

ab

led

th

rou

gh

wate

r-sm

art

de

ve

lop

me

nt

Vu

lne

rab

le p

op

ula

tio

ns

pro

vid

ed

wit

h a

n e

nh

an

ce

d q

uality

o

f life

Ou

tco

me

W

PP

str

ate

gic

fu

nd

ing

m

ob

iliz

ati

on

Kn

ow

led

ge

an

d o

pe

rati

on

al to

ols

cre

ate

d, d

isse

min

ate

d a

nd

u

sed

Pla

ns

& s

trate

gie

s d

esi

gn

ed

an

d c

ap

acit

y e

nh

an

ce

d f

or

imp

rove

d W

RM

an

d s

erv

ice

de

live

ry

Ind

icato

r(A

) S

trate

gic

use

o

f W

PP

acti

vit

y

fun

ds

Targ

et

(B)

Eve

nts

an

d t

rain

ing

su

pp

ort

ed

by

WP

P

Targ

et

(C)

We

b-b

ase

d o

utr

each

an

d u

se o

f W

PP

p

ub

licati

on

s

Targ

et

(D)

Ne

w p

lan

s &

str

ate

gie

s p

rom

ote

d b

y W

PP

acti

vit

ies

in c

lie

nt

co

un

trie

s

Targ

et

(E)

Cap

acit

y

en

han

ce

me

nt

Targ

et

Sub

-In

dic

ato

rs

& T

arg

ets

1) P

erc

en

tag

e o

f th

e

valu

e o

f ap

pro

ved

W

PP

acti

vit

ies

in

Afr

ica (

%)

30

1) N

um

ber

of

Part

icip

an

ts (

#)

40

00

1.1)

Do

wn

load

s p

er

do

cu

men

t aft

er

an

no

un

cem

en

t (

#)

30

01.1)

N

um

ber

of

no

n-w

ate

r P

olic

ies/

S

trate

gie

s t

hat

inco

rpo

rate

wate

r (#

)

101.

1) E

arl

y W

arn

ing

S

yst

em

s (E

WS

)

inst

alle

d (

#)

8

2)

Perc

ent

of

the v

alu

e o

f fi

rm

co

ntr

acts

(in

pro

-g

ram

mati

c w

ind

ow

) ad

op

ting

QB

S

pro

cure

ment

(%)

50

2)

Perc

en

t o

f P

art

icip

an

ts t

hat

ind

icate

th

ey a

re

likely

to

ap

ply

kn

ow

led

ge in

th

eir

wo

rk (

%)

70

1.2)

Perc

en

t o

f d

ow

nlo

ad

s fr

om

develo

pin

g c

ou

ntr

ies

(%)

50

1.2)

Nu

mb

er

of

po

licie

s/st

rate

gie

s acco

un

tin

g f

or

co

mp

eti

ng

wate

r u

ses

(#)

40

1.2)

(Up

on

in

stalla

tio

n

of

EW

S),

rele

van

t th

reat

info

rmati

on

is

dis

sem

inate

d t

o

stakeh

old

ers

on

a

tim

ely

basi

s (Y

es/

No

)

90

%

Yes

3)

Ban

k in

tern

al co

-fu

nd

ing

fo

r W

PP

acti

vit

ies

($)

10

m

illio

n3

.1)

Nu

mb

er

of

ag

en

cie

s/fi

rms

rep

rese

nte

d b

y

Part

icip

an

ts (

#)

20

02.1

) D

ow

nlo

ad

s p

er

flag

ship

do

cu

men

t aft

er

an

no

un

cem

en

t (

#)

20

00

2.1

) N

um

ber

of

Po

licie

s/ S

trate

gie

s en

do

rsed

by a

clie

nt

ag

en

cy (

#)

30

2)

Op

era

tio

nal

wate

r u

sers

ass

ocia

tio

ns

cre

ate

d

/str

en

gth

en

ed

(#

)

20

4)

Exte

rnal co

-fu

nd

ing

fo

r W

PP

acti

vit

ies

($)

1 m

illio

n3.2

) P

erc

ent

of

Go

vt. A

gencie

s (%

)3

.3)

Perc

en

t o

f P

rivate

firm

s (

%)

60

40

2.2

) P

erc

en

t o

f d

ow

nlo

ad

s fr

om

develo

pin

g c

ou

ntr

ies

(%)

50

2.2

) N

um

ber

of

polic

y o

r st

rate

gy

inve

stm

ent

pla

ns

end

ors

ed

by c

lients

(#

)

153

) G

overn

men

t A

gen

cie

s (#

) w

ith

st

ren

gh

ten

ed

cap

acit

y t

o a

dd

ress

:

33

3)

Perc

en

t o

f vis

ito

rs o

f th

e W

PP

web

site

th

at

vis

it

at

least

2 p

ag

es

(%)

40

3)

Bu

dg

et

Allo

cate

d f

or

po

licy/s

trate

gy

imp

lem

en

tati

on

($

)

150

m

illio

n3

.1)

Clim

ate

ch

an

ge

3.2

) W

ate

r S

ecu

rity

3.3

) R

iver

Basi

n

issu

es

5 8 20

4)

Avera

ge q

ualit

y

ass

ess

ment

sco

ring

of

WP

P

kno

wle

dg

e p

rod

ucts

by

clie

nt

co

untr

y g

overn

ments

(a

nd

WE

T p

rod

ucts

sco

ring

b

y B

ank p

roje

ct

team

s)

4 o

ut

of

5

AN

NE

X 2

. W

PP

PH

AS

E I

I R

ES

ULT

S F

RA

ME

WO

RK


(2)

Co

nfi

rmati

on

of

feasi

bili

ty o

f in

dic

ato

r p

en

din

g

(3

) B

ud

get

of

$10

mill

ion

per

invest

men

t p

lan

s en

do

rsed

(2.2

)*

Fo

r all

sub

-in

dic

ato

rs: so

me o

f th

ese

are

new

WB

co

re-i

nd

icato

rs (

easy

to

tra

ck in

th

e f

utu

re),

bu

t n

ot

all.

Fo

r so

me in

dic

ato

rs, it

is

qu

ite lik

ely

th

at

on

ly a

co

up

le o

f B

an

k p

roje

cts

will

be t

rackin

g th

em

, an

d t

he W

PP

can

no

t g

uara

nte

e t

hat

it w

ill b

e r

eq

uest

ed

to

su

pp

ort

th

ese

pro

jects

.D

ue t

o t

hese

un

cert

ain

ties,

th

e W

PP

pro

po

ses

to e

valu

ate

th

ese

in

dic

ato

rs &

targ

ets

aft

er

2 y

ears

.T

he f

ollo

win

g a

ssu

mp

tio

ns

were

mad

e t

o d

ete

rmin

e t

he t

arg

ets

of

the s

ub

-in

dic

ato

rs:

1) e

st. 4

Ban

k p

roje

cts

pro

tecti

ng

30

0km

each

2.1

) W

PP

Ph

ase

I: 1

pro

ject,

0.5

mill

ion

ha; est

imate

fo

r W

PP

Ph

ase

II: 2

pro

jects

3)

Est

imate

of

TW

IWA

hyd

ro t

eam

: 2 larg

e s

tora

ge p

roje

cts

per

year,

avera

ge 3

bill

ion

m3 s

tora

ge p

er

pro

ject.

50

% s

up

po

rt b

y W

PP

Ph

ase

II.

4

) W

PP

Ph

ase

I: 1

pro

ject,

10

MC

M; est

imate

fo

r P

hase

II: 2

pro

jects

5)

WP

P P

hase

I: 2 p

roje

cts

, 0

.43

mill

ion

ha; est

imate

fo

r P

hase

II: 8

pro

jects

.

6)

20

02-2

012

: 8

00

MW

/yr

in W

B p

roje

cts

, F

Y11

-12 1

,60

0 M

W/y

r. F

Y13

-16

est

imate

: 1,

50

0 M

W/y

r, o

f w

hic

h 5

0%

su

pp

ort

ed

by W

PP

.

(*

) %

fem

ale

of

dir

ect

ben

efi

cia

ries

is c

ore

secto

r in

dic

ato

r fo

r W

B p

roje

cts

, w

hic

h a

llow

s fo

r d

eta

iled

sp

ecifi

cati

on

.

Ta

ble

A4

– W

PP

Ph

ase

II

Re

sult

s F

ram

ew

ork

(P

art

2 o

f 2

)

Ob

jecti

ve

Po

ve

rty R

ed

ucti

on

th

rou

gh

Im

pro

ve

d W

RM

an

d S

erv

ice

De

live

ry,-

---

an

d C

lim

ate

-Re

silie

nt

Gre

en

Gro

wth

Imp

act

Clim

ate

-re

silie

nt

gre

en

gro

wth

en

ab

led

th

rou

gh

wate

r-sm

art

de

ve

lop

me

nt

Vu

lne

rab

le p

op

ula

tio

ns

pro

vid

ed

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(%

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: V

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ble

(%

)

50

(*)

3

5



Water

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