The CPWF Big Picture


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This presentation was give by Alain Vidal at the CPWF Basin Leaders meeting in Vietiane, Laos.

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  • Optional slide (hidden), to be used as a resource.The sunrise triangle shows how far we stand and the progressivity of TWGs’ establishment
  • Points to make (from Boru):Why our core principles? Learned from experience that:Partnership -- Research won’t be relevant nor research outputs put into use without partnership; networkingCapacity development -- Making change happen often requires changes in peoples’ knowledge, attitudes and skills, through capacity developmentAdaptive management -- Real world problems are complex and dynamic, goal post shift, opportunities emerge. Projects, BDCs and the Program must be able to learn, spot opportunity and take advantage of it to really make a differenceGender and diversity -- We work to benefit women, youth, socially excludedInterdisciplinary integration -- Real world problems are complex and multifaceted and unlikely to fall to single disciplinary researchAccountability – we ensure our accountability to our stakeholders while also working to improve accountability systems impacting on water productivity and livelihoods[Suggest don’t go through all, pick your top two]Linking research to impact:We carefully chose compelling basin development challenges to motivate people to get on the busWe then invest early-on in mapping out pathways to the desired outcomes and impact. These pathways, or road maps (for the bus) link the research we do, how we do it (guided by core principles) to changes in next user and end user knowledge, attitude, skills and practice. Agreeing these outcome pathways, and who needs to do what, when, helps ensure programmatic coherence and helps set priorities. The road map can change, indeed we expect it to change, once the journey begins (adaptive management). We manage our program to allow that to happen (part of what makes us different).We systematically seek insight across our projects and basins by:Being guided by conceptual frameworks the CPWF sees useful to guide practice and to which it seeks to help develop (e.g., Resilience, MUS, Innovation Systems)Setting up and supporting Topic Working Groups as a mechanism for doing 1)Setting up our 28 projects as experiments into how research does (and does not) foster innovation and developmental changeOther key elements to add (left in from Amanda) here by speaking to the slide (if not mentioned before)Projects contribute to achieving the BDC (hence should adhere to core principles)Basin focus but mechanisms in place to ensure cross basin learning (covered by the previous slide if needed)Team in place to make integrated process workAbility to scale up, replicate, influence and contribute to policy change
  • The CPWF Big Picture

    1. 1. The Challenge Program on Water and Food Big Picture Assumptions, givens, strategic choices Alain VIDAL, Basin Leader Meeting Laos, 19. Jan. 2011
    2. 2. Global food crisis:a poverty “countdown” 3 billion poor below US$2.5/day 2 billion suffer from malnutrition 1 billion suffer from hunger  75% of them are rural poor  Alleviating hunger means reducing rural poverty Reducing rural poverty  Increase the income of the rural poor to enable investment  Ensure they can cope with short-term and long- term changes
    3. 3. The resilience challenge Food production communities and ecosystems should be able to cope with local and global changes (climate, economy, demography, migrations…), ie become more resilient  Achieved through improved water productivity (more food with less water) together with empowerment, equity, market access, health and ecosystem services3
    4. 4. CPWF aims to increase the resilience of social and ecological systems through better water management for food production Through its broad partnerships, it conducts research that leads to impact on the poor and to policy change4
    5. 5. CPWF Phase 2 (2009-2014)Basins, science, core principles and values
    6. 6. Focusing our strategy – a quizz Why, where and on what do we focus? How long are we supposed to live? What does one basin development program cost? How many partners does it include?
    7. 7. Six basin development challenges Andes – Benefit-sharing mechanisms Ganges – Floods and salt in the Delta Limpopo – Small reservoirs, rainwater and livelihoods Mekong – Dams and livelihoods Nile – Rainwater management in Ethiopia Volta – Small reservoirs, rainwater and livelihoods
    8. 8. Cross-basin science Topic working groups  Multiple-uses  Resilience  Learning to innovate  Global drivers  Others Fed by and informing research done in basins  Progressively established in 2010-11
    9. 9. How we work Guided by core principles:  working in partnership  adaptive management  capacity development  gender and interdisciplinary integration  accountability Linking research to impact through compelling basin development challenges and ‘outcome pathways’ Seeking insight across projects and basins
    10. 10. In other words… Projects contribute to achieving the BDC - hence should adhere to core principles Basin focus but mechanisms in place to ensure cross basin learning - TWGs Our whole Program Team in place to make integrated process work Ability to scale up, replicate, influence and contribute to policy change10
    11. 11. Where do we stand? Assets and opportunities
    12. 12. Engaging decision-makers andmarketing Phase 1 outcomes CPWF Learning Events at World Bank and IFPRI Basin stakeholder visits in the Andes and the Nile Stockholm World Water Week
    13. 13. Marketing outcomes from Phase 1The major effort to utilize Phase 1 outcomes isthrough Phase 2Continuous flow of Phase 1 legacy outputsBFP special issues, book and high-level science paperScience synthesis and evidence-based papersStrategic engagement with the media (films, print)Sourcebook for development professionalsJoint IFAD-CPWF initiative on  Research into Use (5 Phase 1 projects)  Mainstreaming innovation (19 Phase 1 projects)
    14. 14. Operationalizing Phase 2 - BDCs EoIs approved Proposal development workhop Jan 2011 Operational Operational Operational 90% operational 2 1
    15. 15. Operationalizing Phase 2 - Program
    16. 16. Basins to engage withdecision-makers and donors World Bank and other major global players to be invited to basin key events  Link with program-level Fund raising at basin level  Basin- or activity-specific  Not for a 2nd BDC  Any fund raised by CPWF is supposed to benefit CRP5  Needs to be reflected upon from 2012 with the perspective of a basin exit strategy
    17. 17. CPWF website and communication
    18. 18. MT responsibilities andcommunications rules MT basin lead persons  Boru: Ganges, Limpopo and Nile  Larry: Andes, Mekong  Sophie (AD): Volta – plus TWG Full responsibilities of budget envelopes  Boru – Innovation and Impact (incl. KM & publications)  Larry – Science  Sophie (AD) - Topic Working Groups Program internal communications  MT skype e-meeting every other Thursday  E-mail: 1 idea – 1 title – 1 screen
    19. 19. Integration into CRP5Changing a threat into an opportunity
    20. 20. « Full integration v1 » intoCRP5 on Land, Water and Ecosystems R4D portfolio, program/basin teams maintained until early 2014 Contribution to CRP5 design, objectives and « best bets » Irrigation Resource Recovery River Basins Ecosystems Rainfed Pastoral Information Systems
    21. 21. A science integration learning fromCPWF A new Advisory Committee taking over CSC functions, guiding our science and being the core of the future CRP5’s AC CPWF role to better articulated in CRP5 Start from present writing and build the justification for effective integration as a way of strengthening CRP5 - in practice test our BDC approach on 1-2 regional hubs
    22. 22. A governance integrationserving the program’s continuity CPWF, its teams and its brand will continue to exist until 2014 CPWF’s interests protected by AC Once CRP5 is approved and launched  IWMI and CPWF board amalgamated  JVA dissolved  CPWF Director member of CRP5 Steering Committee, Management Committee and IWMI MT
    23. 23. An important reminder As a partnership program aiming at alleviating poverty, we should constantly look for  Increasing our efficiency – be firm on decisions and avoid ineffective debates on processes and detail issues  Building alliances rather than walls23