1. draft - Operational Strategy on Water and Food Security Consulting Partners Meeting 19 August 2011 Stockholm

2. GWP Strategy:“our results framework”how we create and deliver value in achieving our vision 2

3. GWP Strategy: 3

4. What is an “operational strategy”? How we implement our Strategy in achieving food security?  what did we, in 2008 say we would do? How we build on our strengthsto address our strategic challenges? How we take advantage of the opportunities– in working with others? How we carve out our “niche”? 4

5. Achieving Food Security:what did we say in 2008 we would do? “GWP will work with the CGIAR system, particularly with the International Water Management Institute (IWMI) to facilitate adoption of the recommendations emerging from the Comprehensive Assessment of Water Management in Agriculture and the Challenge Programme on Water and Food (2007).” 5

6. What does the Comprehensive Assessment say? “…there is enough land, water, and human capacity to produce food for a growing population over the next 50 years… …IF we act NOW to improve water use and management in agriculture…” CA recommends 8 policy actions… http://www.iwmi.cgiar.org/assessment/ 6

7. CA’s Recommended Policy Actions: Change the way we think about water and agriculture Fight poverty by improving access to agricultural water and its use Manage agriculture to enhance ecosystem services Increase the productivity of water Upgrade rainfed systems – a little water can go a long way Adapt yesterday’s irrigation to tomorrow’s needs Reform the reform process – targeting institutions Deal with tradeoffs and make difficult choices 7

8. What are the “opportunities”? Policy actions are already identified  ref. the Comprehensive Assessment!! Recognition that integrated approaches (i.e. IWRM) are in fact the “best” way to manage water and related resources – to address the water-food-energy nexus The strengths of key allies:  working together to create synergies:  1 + 1 = more than 2! 8

9. What are the “opportunities”? The challenge of food production in a world with increasing population constrained by limited land and freshwater resources Recognition that existing hierarchical business models have limitations in delivering results – GWP is unique 9

10. What are our “strengths”? GWP is a ”Network” - not a hierarchy: voluntary association – working together on the basis of a social contract  our “core values” fluid and organic  not always easily predictable informal structuring of relationships to share knowledge and information we can do things other organisations cannot 10

11. What are our “strengths”? GWP has a ”neutral platform” our ability to bring multiple, sometimes competing, sectors together Global and regional technical leadership: Technical Committee GWP ToolBox Regional knowledgeplatforms 11

12. Possible activities and outcomes: Policy processes  strengthening the links between water and land management though IWRM strategies and plans  decision-making processes 12

13. Possible activities and outcomes: Advocacy the CA talks about “changing the way we think about water and agriculture”…. GWP advocates integrated – IWRM - processes 13

14. Possible activities and outcomes: Linking research to application:  e.g. synergies with the CGIAR CRP5 on water, land and ecosystems. 14

15. Possible activities and outcomes: Financing promoting IWRM strategies and plans to “set the stage” for investments by IFIs (e.g. World Bank, IFAD, etc.) and others in national and regional water management and development activities 15

17. are ‘no regrets’ investments that also increase resilience to climatic variability16

18. Win-win opportunities with key allies: How can we build on our “strengths” and those of our key allies and develop “synergies”? Help us to carve out our ”niche”together in “achieving food security”! 17