This document provides an introduction to Sanitation and Water for All (SWA), which aims to address the lack of access to water, sanitation and hygiene services. SWA seeks to increase political prioritization, promote evidence-based decision making, and strengthen national planning processes. It functions as a platform for coordinated action, global dialogue, implementing aid effectiveness principles, and mutual accountability. SWA has achieved increased political commitment through high-level meetings and helped countries develop their own tools to support progress in the sanitation and water sectors.
Day 2.3 - SWA’s role in improving aid effectiveness in the WASH sectorsanitationandwater4all
This document discusses strengthening country processes to improve aid effectiveness in the WASH (water, sanitation, and hygiene) sector. It provides examples from Liberia and Niger of strengthening sector policies, coordination, financing, and monitoring. Lessons are drawn from the education and health sectors, such as using compacts to outline mutual accountability and linking partnerships to aid effectiveness principles. A funding cliff is predicted for 2015 as available financing declines sharply without sustained commitments. The role of the Sanitation and Water for All partnership in addressing these challenges is highlighted.
Paris Declaration on Aid Effectiveness; WHO role in promoting aid effectivenessDr. Vachagan Harutyunyan
The document discusses the Paris Declaration on Aid Effectiveness and its principles of government ownership, alignment with national development priorities, harmonization of international assistance, and mutual accountability and results-based management. It outlines the WHO's role in supporting countries and promoting these principles, including supporting national health policy and strategy development, building capacity, advocating for alignment of aid, and facilitating coordination and information sharing between stakeholders.
Knowledge and awareness WP7 and Capacity development WP6_steven downey_28 augGlobal Water Partnership
This document discusses knowledge and awareness (K&A) and capacity development (CapDev) work packages for the Water and Climate Programme (WCP).
The K&A work package aims to ensure GWP provides cutting-edge knowledge to support integrated water resources management for water security and climate resilience. It will capture existing knowledge, generate new evidence-based knowledge, and disseminate information to stakeholders.
The CapDev work package will build capacity for government planners and GWP teams to develop investments that enhance water security and climate resilience. It will develop training materials and provide on-the-job support to practitioners.
Both work packages establish indicators to monitor outcomes such as the number of knowledge products dissemin
The document summarizes the key findings and conclusions from an evaluation of the Paris Declaration on Aid Effectiveness from 2005. Some of the main points include:
1) While progress has been made on some targets, only 1 of 13 targets was met at the global level by 2010. Country ownership advanced the most while mutual accountability made the least progress.
2) The principles of the declaration remain relevant but have been implemented unevenly. Greater political commitment is still needed in many countries.
3) The evaluation found some positive contributions from aid reforms but also limitations when faced with entrenched issues like inequality. No single aid delivery method was found to be best.
4) Burdens of aid management have not
Slides used for the Blended Finance Principles Webinar held on Monday 11 December 2017
For more information, please visit http://www.oecd.org/dac/financing-sustainable-development/development-finance-topics/blended-finance.htm
Public Participation in International Waters ManagmentIwl Pcu
ELI is a non-profit public interest research, policy, and capacity-building organization.
ELI provides information services, advice, publications, training courses, seminars, research programs and policy recommendations to engage and empower environmental leaders the world over.
This document summarizes progress made on commitments related to public financial management (PFM) systems under the Paris Declaration on Aid Effectiveness and the Accra Agenda for Action. It discusses donor and partner country commitments on PFM, findings from monitoring progress, challenges in implementation, and implications for the upcoming Fourth High Level Forum on Aid Effectiveness in Busan, Korea.
Day 2.3 - SWA’s role in improving aid effectiveness in the WASH sectorsanitationandwater4all
This document discusses strengthening country processes to improve aid effectiveness in the WASH (water, sanitation, and hygiene) sector. It provides examples from Liberia and Niger of strengthening sector policies, coordination, financing, and monitoring. Lessons are drawn from the education and health sectors, such as using compacts to outline mutual accountability and linking partnerships to aid effectiveness principles. A funding cliff is predicted for 2015 as available financing declines sharply without sustained commitments. The role of the Sanitation and Water for All partnership in addressing these challenges is highlighted.
Paris Declaration on Aid Effectiveness; WHO role in promoting aid effectivenessDr. Vachagan Harutyunyan
The document discusses the Paris Declaration on Aid Effectiveness and its principles of government ownership, alignment with national development priorities, harmonization of international assistance, and mutual accountability and results-based management. It outlines the WHO's role in supporting countries and promoting these principles, including supporting national health policy and strategy development, building capacity, advocating for alignment of aid, and facilitating coordination and information sharing between stakeholders.
Knowledge and awareness WP7 and Capacity development WP6_steven downey_28 augGlobal Water Partnership
This document discusses knowledge and awareness (K&A) and capacity development (CapDev) work packages for the Water and Climate Programme (WCP).
The K&A work package aims to ensure GWP provides cutting-edge knowledge to support integrated water resources management for water security and climate resilience. It will capture existing knowledge, generate new evidence-based knowledge, and disseminate information to stakeholders.
The CapDev work package will build capacity for government planners and GWP teams to develop investments that enhance water security and climate resilience. It will develop training materials and provide on-the-job support to practitioners.
Both work packages establish indicators to monitor outcomes such as the number of knowledge products dissemin
The document summarizes the key findings and conclusions from an evaluation of the Paris Declaration on Aid Effectiveness from 2005. Some of the main points include:
1) While progress has been made on some targets, only 1 of 13 targets was met at the global level by 2010. Country ownership advanced the most while mutual accountability made the least progress.
2) The principles of the declaration remain relevant but have been implemented unevenly. Greater political commitment is still needed in many countries.
3) The evaluation found some positive contributions from aid reforms but also limitations when faced with entrenched issues like inequality. No single aid delivery method was found to be best.
4) Burdens of aid management have not
Slides used for the Blended Finance Principles Webinar held on Monday 11 December 2017
For more information, please visit http://www.oecd.org/dac/financing-sustainable-development/development-finance-topics/blended-finance.htm
Public Participation in International Waters ManagmentIwl Pcu
ELI is a non-profit public interest research, policy, and capacity-building organization.
ELI provides information services, advice, publications, training courses, seminars, research programs and policy recommendations to engage and empower environmental leaders the world over.
This document summarizes progress made on commitments related to public financial management (PFM) systems under the Paris Declaration on Aid Effectiveness and the Accra Agenda for Action. It discusses donor and partner country commitments on PFM, findings from monitoring progress, challenges in implementation, and implications for the upcoming Fourth High Level Forum on Aid Effectiveness in Busan, Korea.
This document discusses approaches to results-based management (RBM) among development cooperation providers. It finds that while providers have varying RBM approaches, they face similar challenges that can be addressed through sharing good practices. The document recommends that RBM systems fully link development cooperation results to broader development results, avoid isolating cooperation results, and ensure country ownership of results information. It suggests using the UN's Sustainable Development Goals as a common framework to address these issues and better demonstrate contributions to development outcomes.
The document discusses the establishment of a Global NAP Network to help coordinate support for national adaptation planning (NAP) processes. The Network aims to: 1) generate interest and leadership in NAP processes at the national level; 2) make bilateral support for NAP better known; and 3) improve coordination among agencies supporting NAP. It will provide a forum for discussion of challenges/best practices, promote coordination among bilateral donors, and offer technical support to strengthen in-country leadership and coordination for NAP processes. The Network is open to global participation and supported initially by Germany and the US, with the International Institute for Sustainable Development serving as Secretariat.
The document discusses plans to develop Joint Adaptation Standards (JAS) to improve advocacy for pro-poor adaptation policies. It aims to develop the JAS through a participatory process, introduce them to adaptation practitioners, and strengthen advocacy capacity. The JAS will be tested by civil society networks in 5-7 countries to assess national adaptation policies and inform advocacy efforts. The goal is to finalize the JAS based on lessons learned and launch them at COP20 in Paris.
This document presents a final project on financing for development in Chad. It discusses the Sustainable Development Goals and Chad's challenges in achieving them, including lack of infrastructure financing, weak private capital, and inadequate financial services. It recommends mobilizing domestic resources through public-private partnerships and a legal/management framework for PPPs. Specific policy options are given, such as diversifying investment sources, risk management mechanisms, and programs to combat corruption and improve data systems for effective policymaking. Overall, increased PPPs, transparency, and good governance are argued as key to implementing the SDGs and bringing employment to communities in Chad.
This document discusses challenges and opportunities around reproductive health commodity security in Francophone Africa. It notes that the population of most countries in the region will double in the next 25 years, and on average 1/3 of women's family planning needs remain unmet, contributing to high maternal mortality rates. Family planning can play an important role in regional development. The SECONAF forum aims to facilitate coordinated action on reproductive health commodity security through effective collaboration, increasing access to information exchange, and raising awareness and resources. Priority areas include creating and linking networks, advocacy, and developing an early warning system.
Making Blended Finance Work for the Sustainable Development Goals Highlights.
Download the full report: http://www.oecd.org/development/making-blended-finance-work-for-the-sustainable-development-goals-9789264288768-en.htm
The document discusses using reporting to stakeholders as a way for business schools to stimulate learning about global responsibility. It provides three key points:
1) Audencia has made global responsibility a commitment integrated into its mission, research, teaching, corporate relations and management through initiatives like signing the UN Global Compact and PRME.
2) Audencia believes networks with other institutions and stakeholders are beneficial for sharing knowledge about developing responses to environmental and social issues.
3) The document advocates for transparent reporting to create trust with external stakeholders and trigger internal reflection and learning about progress implementing PRME commitments and improving practices for global responsibility.
The document summarizes the experiences and lessons learned from two GEF projects: IWCAM and CReW.
IWCAM (2006-2011) strengthened capacity for integrated watershed and coastal area management in 13 Caribbean countries. Key achievements included establishing an IWCAM approach, replicating best practices, and contributing to policy reforms. Critical success factors included partnerships, communications strategies, stakeholder involvement, and capacity building.
CReW (2011-2015) aims to provide sustainable wastewater financing, support reforms, and foster regional knowledge exchange in the Caribbean. Communications strategies for both projects emphasized changing attitudes, public awareness, and documenting lessons learned. Both projects highlighted the importance of early stakeholder involvement, adaptive management
Focusing Lithuania's development cooperation v1Vaidotas Ilgius
The document discusses ways to improve Lithuania's development cooperation programs with NGOs. It recommends focusing on a limited number of priority objectives tailored to partner countries' needs, using common indicators to assess impact, and increasing grant sizes and project durations to allow for more strategic, higher-impact work. This would reduce aid fragmentation and increase the ability to monitor results.
European Commission seminar. Evaluation of EU support to Research and Innovat...Francois Stepman
The document summarizes an evaluation of EU support for research and innovation in partner countries from 2007-2013. It finds that while the sectoral approach to supporting areas like food security, health, environment and science was broadly effective, it lacked an overall strategic framework. The evaluation recommends developing a strategic focus on institutional frameworks for research and innovation in partner countries to maximize impact. It also suggests improving complementarity with DG RTD, building capacity, and taking more steps to foster results and their transfer. The evaluation provides lessons for formulating a strategic approach to EU support for research and innovation in developing countries going forward.
Development outcomes of local innovation (DOLI)
Research study involving the International Development Innovation Network (IDIN), D‐Lab, Massachusetts Institute of Technology, USA
PROLINNOVA
LDC Expert Group mandates and achievementsNAP Events
The document summarizes the work of the Least Developed Countries Expert Group (LEG) from 2016 to 2020, including providing technical guidance and direct country support for National Adaptation Plans (NAPs), engagement with organizations like the Green Climate Fund to improve access to funding for NAPs in LDCs, addressing gender and vulnerable groups in adaptation planning, and supporting the COP, CMA and SBI on LDC-related issues. The LEG has produced various guidance documents, held training workshops and NAP Expos, and provided assistance to over 18 LDCs through its Open NAPs initiative during this period.
LDC Expert Group experiences, good practies and leasons learnedNAP Events
The document summarizes the stocktaking meeting of the Least Developed Countries Expert Group (LEG) work from February 2020. It outlines good practices, lessons learned, and gaps in several areas of the LEG's work: guidelines and technical materials, training, Open NAPs, engaging funding entities, mobilizing others, and strengthening gender considerations. Key highlights include that NAP guidelines are widely used, technical assistance is needed to apply learning, co-producing NAPs through Open NAPs is effective, and coordination across stakeholders can help create common milestones and support.
The OpenAid Partnership is designed to strengthen capacity of partner countries to collect, curate and publish development data in an open and accessible format.
Agenda Capacity Development Workshop on SDGs 23-24 November 2020OECD Environment
This document announces a virtual capacity development workshop on integrating and implementing water-related Sustainable Development Goals (SDGs) in Eastern Partnership countries and beyond. The workshop will be held over two half-days and aims to help Eastern Partnership countries develop their capacity in establishing monitoring frameworks for SDG indicators, integrating them into policy, and effectively using finance for water-related SDGs. It will feature presentations on progress implementing SDGs globally and lessons learned, as well as sessions for countries to share experiences nationalizing SDGs, integrating them into policy documents, mobilizing finance, and using SDGs to measure development impact of water investments. The workshop is organized by the OECD with support from Norway and the EU and aims
Leaving no one behind in WASH Contribution of the Ministry of Foreign Affairs...IRC
Leaving no one behind: DGIS's policy perspective. By Carola van Rijnsoever, Director Inclusive Green Growth, Ambassador Sustainable Development, Ministry of Foreign Affairs of the Netherlands held on 18 April, 2018 in The Hague
Forwarding Wisconsin's Fuel Choice is a $520,000 two-year program designed to implement policy, barrier reduction, training, and educational initiatives to significantly expand the alternative fuels market in Wisconsin. The program is a partnership between the Wisconsin State Energy Office, Wisconsin Clean Cities, and the Wisconsin State Technical College System.
Drawing from the FANSA's experience of engaging with SWA, Ramisetty Murali from Fresh Water Action Network South Asia (FANSA) made a presentation on the topic of "Learning and achievements of SWA Global platform and its relevance to achieving Hygiene and Sanitation Development in India".
The second Sanitation and Water for All (SWA) Partnership Meeting took place in Geneva, Switzerland from 11-13 November 2013, hosted by SWA partner the Swiss Agency for Development Cooperation.
This report gives insights into the dialogue and discussion that took place and is mainly intended for those who are already engaging in SWA at various levels, including those who attended the Geneva meeting.
This document discusses approaches to results-based management (RBM) among development cooperation providers. It finds that while providers have varying RBM approaches, they face similar challenges that can be addressed through sharing good practices. The document recommends that RBM systems fully link development cooperation results to broader development results, avoid isolating cooperation results, and ensure country ownership of results information. It suggests using the UN's Sustainable Development Goals as a common framework to address these issues and better demonstrate contributions to development outcomes.
The document discusses the establishment of a Global NAP Network to help coordinate support for national adaptation planning (NAP) processes. The Network aims to: 1) generate interest and leadership in NAP processes at the national level; 2) make bilateral support for NAP better known; and 3) improve coordination among agencies supporting NAP. It will provide a forum for discussion of challenges/best practices, promote coordination among bilateral donors, and offer technical support to strengthen in-country leadership and coordination for NAP processes. The Network is open to global participation and supported initially by Germany and the US, with the International Institute for Sustainable Development serving as Secretariat.
The document discusses plans to develop Joint Adaptation Standards (JAS) to improve advocacy for pro-poor adaptation policies. It aims to develop the JAS through a participatory process, introduce them to adaptation practitioners, and strengthen advocacy capacity. The JAS will be tested by civil society networks in 5-7 countries to assess national adaptation policies and inform advocacy efforts. The goal is to finalize the JAS based on lessons learned and launch them at COP20 in Paris.
This document presents a final project on financing for development in Chad. It discusses the Sustainable Development Goals and Chad's challenges in achieving them, including lack of infrastructure financing, weak private capital, and inadequate financial services. It recommends mobilizing domestic resources through public-private partnerships and a legal/management framework for PPPs. Specific policy options are given, such as diversifying investment sources, risk management mechanisms, and programs to combat corruption and improve data systems for effective policymaking. Overall, increased PPPs, transparency, and good governance are argued as key to implementing the SDGs and bringing employment to communities in Chad.
This document discusses challenges and opportunities around reproductive health commodity security in Francophone Africa. It notes that the population of most countries in the region will double in the next 25 years, and on average 1/3 of women's family planning needs remain unmet, contributing to high maternal mortality rates. Family planning can play an important role in regional development. The SECONAF forum aims to facilitate coordinated action on reproductive health commodity security through effective collaboration, increasing access to information exchange, and raising awareness and resources. Priority areas include creating and linking networks, advocacy, and developing an early warning system.
Making Blended Finance Work for the Sustainable Development Goals Highlights.
Download the full report: http://www.oecd.org/development/making-blended-finance-work-for-the-sustainable-development-goals-9789264288768-en.htm
The document discusses using reporting to stakeholders as a way for business schools to stimulate learning about global responsibility. It provides three key points:
1) Audencia has made global responsibility a commitment integrated into its mission, research, teaching, corporate relations and management through initiatives like signing the UN Global Compact and PRME.
2) Audencia believes networks with other institutions and stakeholders are beneficial for sharing knowledge about developing responses to environmental and social issues.
3) The document advocates for transparent reporting to create trust with external stakeholders and trigger internal reflection and learning about progress implementing PRME commitments and improving practices for global responsibility.
The document summarizes the experiences and lessons learned from two GEF projects: IWCAM and CReW.
IWCAM (2006-2011) strengthened capacity for integrated watershed and coastal area management in 13 Caribbean countries. Key achievements included establishing an IWCAM approach, replicating best practices, and contributing to policy reforms. Critical success factors included partnerships, communications strategies, stakeholder involvement, and capacity building.
CReW (2011-2015) aims to provide sustainable wastewater financing, support reforms, and foster regional knowledge exchange in the Caribbean. Communications strategies for both projects emphasized changing attitudes, public awareness, and documenting lessons learned. Both projects highlighted the importance of early stakeholder involvement, adaptive management
Focusing Lithuania's development cooperation v1Vaidotas Ilgius
The document discusses ways to improve Lithuania's development cooperation programs with NGOs. It recommends focusing on a limited number of priority objectives tailored to partner countries' needs, using common indicators to assess impact, and increasing grant sizes and project durations to allow for more strategic, higher-impact work. This would reduce aid fragmentation and increase the ability to monitor results.
European Commission seminar. Evaluation of EU support to Research and Innovat...Francois Stepman
The document summarizes an evaluation of EU support for research and innovation in partner countries from 2007-2013. It finds that while the sectoral approach to supporting areas like food security, health, environment and science was broadly effective, it lacked an overall strategic framework. The evaluation recommends developing a strategic focus on institutional frameworks for research and innovation in partner countries to maximize impact. It also suggests improving complementarity with DG RTD, building capacity, and taking more steps to foster results and their transfer. The evaluation provides lessons for formulating a strategic approach to EU support for research and innovation in developing countries going forward.
Development outcomes of local innovation (DOLI)
Research study involving the International Development Innovation Network (IDIN), D‐Lab, Massachusetts Institute of Technology, USA
PROLINNOVA
LDC Expert Group mandates and achievementsNAP Events
The document summarizes the work of the Least Developed Countries Expert Group (LEG) from 2016 to 2020, including providing technical guidance and direct country support for National Adaptation Plans (NAPs), engagement with organizations like the Green Climate Fund to improve access to funding for NAPs in LDCs, addressing gender and vulnerable groups in adaptation planning, and supporting the COP, CMA and SBI on LDC-related issues. The LEG has produced various guidance documents, held training workshops and NAP Expos, and provided assistance to over 18 LDCs through its Open NAPs initiative during this period.
LDC Expert Group experiences, good practies and leasons learnedNAP Events
The document summarizes the stocktaking meeting of the Least Developed Countries Expert Group (LEG) work from February 2020. It outlines good practices, lessons learned, and gaps in several areas of the LEG's work: guidelines and technical materials, training, Open NAPs, engaging funding entities, mobilizing others, and strengthening gender considerations. Key highlights include that NAP guidelines are widely used, technical assistance is needed to apply learning, co-producing NAPs through Open NAPs is effective, and coordination across stakeholders can help create common milestones and support.
The OpenAid Partnership is designed to strengthen capacity of partner countries to collect, curate and publish development data in an open and accessible format.
Agenda Capacity Development Workshop on SDGs 23-24 November 2020OECD Environment
This document announces a virtual capacity development workshop on integrating and implementing water-related Sustainable Development Goals (SDGs) in Eastern Partnership countries and beyond. The workshop will be held over two half-days and aims to help Eastern Partnership countries develop their capacity in establishing monitoring frameworks for SDG indicators, integrating them into policy, and effectively using finance for water-related SDGs. It will feature presentations on progress implementing SDGs globally and lessons learned, as well as sessions for countries to share experiences nationalizing SDGs, integrating them into policy documents, mobilizing finance, and using SDGs to measure development impact of water investments. The workshop is organized by the OECD with support from Norway and the EU and aims
Leaving no one behind in WASH Contribution of the Ministry of Foreign Affairs...IRC
Leaving no one behind: DGIS's policy perspective. By Carola van Rijnsoever, Director Inclusive Green Growth, Ambassador Sustainable Development, Ministry of Foreign Affairs of the Netherlands held on 18 April, 2018 in The Hague
Forwarding Wisconsin's Fuel Choice is a $520,000 two-year program designed to implement policy, barrier reduction, training, and educational initiatives to significantly expand the alternative fuels market in Wisconsin. The program is a partnership between the Wisconsin State Energy Office, Wisconsin Clean Cities, and the Wisconsin State Technical College System.
Drawing from the FANSA's experience of engaging with SWA, Ramisetty Murali from Fresh Water Action Network South Asia (FANSA) made a presentation on the topic of "Learning and achievements of SWA Global platform and its relevance to achieving Hygiene and Sanitation Development in India".
The second Sanitation and Water for All (SWA) Partnership Meeting took place in Geneva, Switzerland from 11-13 November 2013, hosted by SWA partner the Swiss Agency for Development Cooperation.
This report gives insights into the dialogue and discussion that took place and is mainly intended for those who are already engaging in SWA at various levels, including those who attended the Geneva meeting.
GWP's strategy aims to improve financing for water management through three main goals: 1) Promote water as key to sustainable development by bringing together different sectors, 2) Reinforce knowledge sharing on financing water resources, and 3) Build capacity and advocate for applying integrated water resources management. Key approaches include advocacy, capacity building, knowledge management, and strengthening partnerships. Proposed activities are developing alliances, knowledge sharing through publications and case studies, trans-sectoral dialogues, and fundraising support.
The document presents the Global Water Partnership's (GWP) global strategy for 2009-2013. The vision is a water secure world with equitable access to water resources. The mission is to support sustainable water management at all levels through strategic and integrated multi-stakeholder approaches. The strategy has four goals: 1) promote integrated water resources management; 2) address critical challenges like climate change and food security; 3) reinforce knowledge sharing; and 4) build a more effective partner network. It outlines outcomes and focus areas to achieve these goals and position GWP to address water challenges through its global network.
The document presents the Global Water Partnership's (GWP) global strategy for 2009-2013. The vision is a water secure world with equitable access to water resources and improved quality of life. The mission is to support sustainable water management at all levels through strategic and integrated multi-stakeholder approaches. The strategy has four goals - promote integrated water resources management; address critical challenges like climate change and food security; reinforce knowledge sharing; and build a stronger network. It outlines outcomes and actions to achieve these goals through improved governance, capacity building, advocacy, and organizational change. The strategy was developed during an uncertain economic time but aims to position GWP to address urgent water challenges.
Unops strategy pan 2014 2017 sustainable focus and excellenceDr Lendy Spires
This document outlines UNOPS' strategic plan for 2014-2017. The plan focuses on (1) contributing to partners through sustainable delivery practices like project management, infrastructure, and procurement; (2) driving organizational excellence; and (3) aligning with evolving global priorities and the UN policy framework. UNOPS aims to offer innovative solutions and tangible contributions to help partners address challenges, while distinguishing itself through world-class knowledge and approaches.
The document summarizes key findings from the UN-Water GLAAS 2010 report on financing for water and sanitation. It finds that while funding for WASH has increased overall, aid is not adequately targeted to sanitation or low-income countries. National governments also lack sufficient funding and institutional capacity to meet MDG targets for water and sanitation access. The report recommends greater political commitment to WASH, better targeting of resources, strengthening of national systems, and stronger partnerships.
This presentation introduces policy influencing principles (policy influencing continuum and CLASP principles) and different levels of accountability in the context of the Watershed - empowering citizens programme. A distinction is made between social, financial and political accountability. Within the Watershed programme, there are three levels of accountability: local/national, international and The Netherlands. Budget tracking in Bangladesh and the Sanitation & Water for All (SWA) multi-stakeholder platform are examples of the first accountability two levels. In the Netherlands, Dutch civil society organisations (CSOs) are tracking the water, sanitation and hygiene (WASH) aid commitments of the Dutch Ministry of Foreign Affairs. A key message is that both monitoring services and monitoring budgets / financial flows are important for evidence-based advocacy.
Presented by Roel Blesgraaf (Simavi) on 6 July 2016 at the IRC event: "Accountability tools to improve WASH service delivery", in The Hague.
Civil Society Engagement Practical Country Platform Solutions to Reach Every ...CORE Group
Civil society organizations met to develop a common framework for coordinating engagement in support of the Every Woman Every Child global strategy. They identified gaps in governance, financing, and knowledge sharing. The group proposed a country case approach to the Gates Foundation to identify best practices for advocacy and accountability models. The Maternal and Child Survival Program provides technical assistance to strengthen partnerships between governments and civil society to end preventable child and maternal deaths.
Global governance and global rules for development in the post-2015 eraDaniel Dufourt
This document discusses the need to reform global governance and global rules to better support development in the post-2015 era. It argues that the current system is not well-equipped to manage growing interdependence among countries or address inequalities. It proposes five principles to guide reform: common but differentiated responsibilities, subsidiarity, inclusiveness and transparency, coherence, and responsible sovereignty. The document examines key areas - like the environment, trade, and inequality - that need strengthened global cooperation. It recommends the UN, particularly ECOSOC, play a stronger role in coordinating reform to close the gap between commitments and implementation. Overall, the document calls for multilateral cooperation to create conditions supporting a sustainable and inclusive post-2015 development agenda
The document outlines plans to build on the strengths of the Global Water Partnership's (GWP) current strategy in developing a new "2020 Vision". It has a vision of a water secure world with enough water for all. The GWP network has grown significantly in recent years and its key strengths include being a neutral multistakeholder platform, inclusive structures, strong knowledge base, and moving from advocacy to implementation. The strategy will focus on four goals - promoting water as part of sustainable development, addressing critical challenges like climate change and food security, knowledge sharing, and building a stronger network. It will implement this vision through regional and country partnerships, knowledge dissemination, and building climate resilience through water security.
Presentation on the 6th World Water Forum (WWF) at the 7th High Level Session Ministerial Forum of the Global Water Partnership-Caribbean (GWP-C) by Patrick Lavarde, DG ONEMA,
WWF6 IFC governor, Vice-Chair of the thematic process commission.
Day 2 Implementing the UNCCD : Involvement of civil society through a gende...elodieperrat
Workshop on Alignment & implementation of National Action programmes with the UNCCD 10-year Strategy in the Arab Region
League of Arab States (18- 20 June 2014), Dubai - UAE
The document discusses the upcoming UN agreement on a new post-2015 development agenda to replace the MDGs. It will cover sustainable development, poverty eradication, inequality reduction, and environmental challenges. The 17 proposed SDGs are presented. The UN will support implementation through its MAPS strategy of mainstreaming the agenda nationally, accelerating progress, and providing policy support. Means of implementation like financing will be critical to discuss at the upcoming Financing for Development conference. Civil society has an important role to play in supporting governments' implementation efforts.
Financing and Impletementing the Post 2015 AgendaSDGsPlus
The document discusses financing and implementing the Post-2015 Development Agenda. It outlines major events defining the framework in 2015 and lessons learned from the MDGs. Effective partnerships, substantial and flexible finance, and good data are needed. The World Bank Group is well-positioned to help with implementation through finance and knowledge. It has aligned its structure with the SDGs and can leverage different sources of funding. Further work is needed on financing solutions, mobilizing private resources, financing global public goods, and improving data for development.
Building the new gwp strategy 'towards 2020' on the strengths of our current ...Global Water Partnership
The document outlines plans to build upon the strengths of the Global Water Partnership's (GWP) current strategy in developing a new "Towards 2020" strategy. It discusses GWP's vision of a water secure world, its mission to support sustainable water management at all levels, and its key strengths as a multistakeholder platform with inclusive structures and a strong knowledge base. The current strategy contains four goals around water's role in development, critical challenges, knowledge sharing, and network effectiveness. The new strategy will maintain these areas of focus but select new thematic priorities like climate change, food security, and ecosystems based on participatory processes.
On MDGs, the Post-2015 Development Agenda, and the World Bank GroupSDGsPlus
The document discusses financing for development goals after 2015, including the transition from the Millennium Development Goals (MDGs) to the Sustainable Development Goals (SDGs). It outlines key components of financing, such as domestic resource mobilization, better and smarter aid, private sector financing, and a supportive framework. The World Bank Group is well-positioned to implement the SDGs through its global practices and "One Bank" approach, which align with the integrated nature of the goals. Youth engagement is important for delivering and financing the post-2015 development agenda.
The document provides an overview of the World Water Council's strategy from 2016-2018. It discusses the Council's mission to mobilize action on water security, adaptation, and sustainability by engaging stakeholders and challenging conventional thinking. It highlights initiatives from 2013-2015 and sets the strategic context, covering topics like demography, sustainability, climate change, and urbanization that will shape the water agenda. The strategy aims to shape agendas, bring influencers together for debate, and challenge thinking through communications and events.
The document provides a strategy for the World Water Council (WWC) for 2016-2018. It summarizes the WWC's mission to mobilize action on water issues and position water at the top of the global political agenda by engaging stakeholders, challenging conventional thinking, and linking expertise. It highlights key trends that will shape water security such as climate change, urbanization, and changing balances of power. The strategy outlines the WWC's approach of drawing on its large network of members and convening discussions to influence policymaking.
Similar to Day 1.1 - introduction to SWA : what, where, how, and why of SWA (20)
The SWA Country Stories captures best practices from partners around the world.
They include their experiences in using the SWA partnership to advance the case of water, sanitation and hygiene in their countries and of implementing the commitments countries made at the SWA High Level Meetings. For more information sanitationandwaterforall.org
The keynote speech summarizes the progress made on sanitation in Africa since the inception of AfricaSan conferences, highlights remaining challenges, and calls for increased funding and sustained political commitment to achieve universal access to sanitation. While policies and programs have spread, scaling up programs, sustaining services, and changing hygiene behaviors have lagged. Over a third of Africans still practice open defecation. The speaker calls for allocating national budgets specifically to sanitation, increasing resources for awareness campaigns, and addressing inequalities in access between areas. The AfricaSan conference provides an opportunity to share lessons and adopt ambitious new targets aligned with upcoming Sustainable Development Goals.
Discours luminaire de la séance plénière d'ouverture à AfricaSan 4
prononcé par Catarina de Albuquerque, Vice-présidente de SWA
au nom de son Excellence John Kufuor, Président de SWA
The SWA Country Stories captures best practices from partners around the world. They include their experiences in using the SWA partnership to advance the case of water, sanitation and hygiene in their countries and of implementing the commitments countries made at the SWA High Level Meetings.
The SWA Country Stories captures best practices from partners around the world. They include their experiences in using the SWA partnership to advance the case of water, sanitation and hygiene in their countries and of implementing the commitments countries made at the SWA High Level Meetings.
With four editions, AfricaSan has become a leading platform to promote political prioritization of sanitation and hygiene. This year, the Government of Senegal is the convener and organizer of the meeting. It will be held in Dakar, Senegal from May 25 – 27 2015.
SWA session 1.2.1 at the 7th World Water Forum "reaching universal access to ...sanitationandwater4all
This session sets the scene for the integrated sanitation theme and features some of the foremost global experts in the sector. The aim is to provide participants with an overview of the current state of global sanitation, drawing from the most recent evidence. The session will also include case-studies from around the world.
1) Sustainability was a key political priority discussed at the 2014 High Level Meeting in Stockholm. Ensuring long-term sustainability is recognized as major obstacle in the water, sanitation and hygiene sector.
2) Both developing countries and donors highlighted the importance of sustainability and made commitments related to it. Almost half of developing country commitments focused on decentralization and capacity building.
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Day 1.1 - introduction to SWA : what, where, how, and why of SWA
1. What, why, where and how?
An introduction to Sanitation and Water for All (SWA)
2. This presentation sets out to explain:
1. What is the problem that SWA seeks to address?
2. What is SWA and how is SWA organized?
3. How does SWA address the problem?
5. What has SWA achieved so far?
3. What is the problem that SWA seeks
to address?
Despite the great need and enormous benefits, the water,
sanitation and hygiene (WASH) sector has historically faced major
obstacles
4. WASH is low on the political agenda
Political and financial decision-makers
unaware of the fundamental importance, or
the multiple benefits, of WASH improvements
WASH faces many competing priorities
Lack of institutional leadership, capacity and
resources impedes progress
4
5. Comprehensive national plans are not
being developed and implemented
Lack of adequate institutional capacity
Lack of human resource capacity
Lack of consultation with key sector stakeholders
Lack of reliable information
Undermines credibility with investors
5
6. Finance to the sector is unpredictable,
insufficient and does not reach the
countries or people that need it the most
6
7. Reliable evidence, data or analysis to
inform decision-making is limited and it is
difficult to track progress
7
8. Low levels of mutual accountability between
developing countries & donors, and between
developing country governments & their citizens
Over the period 2002 –
2010, data show that
donors did not release
US$17 billion of the
US$54 billion of aid
committed to the
water and sanitation
sector
8
13. How does the partnership
address the obstacles facing the
WASH sector?
14. How does SWA address the obstacles in the
WASH sector?
SWA is a platform:
For coordinated
action
For global highlevel dialogue
To implement
the aid
effectiveness
agenda in the
WASH sector
To strengthen
mutual
accountability
14
15. How does SWA address the obstacles in the
WASH sector?
1. Increase political prioritization to accelerate
progress towards universal access to
sustainable sanitation, hygiene and water
services
2. Promote the development of a strong
For
coordinated
action
evidence base that supports good decision
making
3. Strengthen government-led national
planning processes to guide the
development and implementation of
sustainable sanitation and drinking water
services
15
16. A platform for coordinated action
1. Increase political prioritization to accelerate
progress towards universal access to sustainable
sanitation, hygiene and water services
High-Level Commitments
High-Level Meeting (HLM)
Dialogue (HLCD)
16
17. A platform for coordinated action
2. Promote the development of a strong evidence base
that supports good decision making
Need reliable and accurate data
Need national processes to provide
information on WASH
In order to analyze where the gaps and bottlenecks remain
and target resources where they are needed most
17
18. A platform for coordinated action
3. Strengthen government-led national planning
processes to guide the development and implementation of
sustainable sanitation and drinking water services
The Country Processes Task
Team (CPTT) is a multistakeholder group of SWA
Partners. It supports …
…the National Planning for
Results Initiative
(NPRI), which provides a
platform for government and
development partners to
address fragmentation and
inefficiency in the sector
Development
partners
Donors
Governments
18
19. A platform for global high-level dialogue
SWA is a platform:
1.
2.
For global
high-level
dialogue
Engage in existing political
processes
High-Level Commitments Dialogue (HLCD)
3.
High-Level Meeting (HLM)
19
20. A platform to implement the aid effectiveness
agenda in the WASH sector
SWA is a platform:
Key principles
Country ownership
To implement
the aid
effectiveness
agenda in the
WASH sector
Alignment
Harmonization
Managing for results
Mutual accountability
Predictability
20
21. A platform to strengthen mutual accountability
SWA is a platform:
1.
Develop partner-specific commitments
To strengthen
mutual
accountability
21
22. SWA is a platform to strengthen mutual
accountability
SWA is a platform:
1.
Develop partner-specific commitments
2.
Monitoring progress of the commitments made
at the HLMs
To strengthen
mutual
accountability
22
24. Increased political commitment
through the High-Level Meetings
In 2010 and 2012. Next HLM will be in
April 2014
Gathered ministers of finance from
developing countries, ministers of
development cooperation from donor
countries and high level
representatives from development
banks.
Progress update shows that
significant gains have already been
achieved such as increased
budgets, strengthened national
planning and country-level dialogue
24
25. Countries develop their own tools and approaches to support
national progress in the sanitation and water sectors
National stakeholders in
Ghana developed the
‘Ghana Compact’ in
2010, summing up the
actions that different
stakeholders should take.
Liberia developed its own
Compact and a Sector
Strategic Plan leading to
improved coordination
and alignment across the
sector.
25
Despite the great need and enormous benefits, the water, sanitation and hygiene (WASH) sector has historically faced major obstacles: Each of the following five obstacles are interlinked and, taken together, reflect the complexity of the problem. WASH is low on the political agendaComprehensive national plans are not being developed and implemented Finance to the sector is unpredictable, insufficient and does not reach the countries or people that need it the mostReliable evidence, data or analysis to inform decision-making is limited and it is difficult to track progressLow levels of mutual accountability exist between developing countries and donors, and between developing country governments and their citizens These bottlenecks have resulted in slow progress in accelerating access to universal and sustainable drinking water and sanitation, especially for the poorest.
WASH is low on the political agenda Political and financial decision-makers are often unaware of the fundamental importance, or the multiple benefits, of WASH improvements. In addition, investment in WASH faces many competing priorities such as health, education and defence. As a result, WASH is often not prioritized and suffers from a lack of institutional leadership, capacity and resources which impedes progress.
Comprehensive national plans are not being developed and implemented Many developing countries report they have agreed policies on water and sanitation but lack adequate institutional or human resource capacity to develop realistic plans or implementation strategies. Where plans exist, they have often not been developed in consultation with key sector stakeholders. Most countries have established national sector planning and coordination processes, but they lack reliable information about the sector in order to plan and invest coherently. This lack of comprehensive planning undermines credibility with investors such as donors and central governments.
Finance to the sector is unpredictable, insufficient and does not reach the countries or people that need it the most National budget allocations to sanitation and drinking-water are insufficient to expand services to the unserved as well as to maintain existing services In addition, investment decisions often do not respond to needs, and issues of equity are often not addressed. The problem is greatest where the coverage is lowest. Many countries also have low capacity to absorb funds allocated to WASH due to human, financial and institutional constraints. Further, it is the countries in greatest need that have the least capacity to spend funds. This creates a vicious cycle further undermining credibility with government and donor investors. Evidence further shows that aid-flows to many countries with low coverage are not correlated with need (see Figure 2). On a regional basis, though 70% of the unserved live in sub-Saharan Africa, Southern Asia and Southeastern Asia, these regions only receive half of the sanitation and water aid.GLAAS pages 28 - 32GLAAS page 55
Reliable evidence, data or analysis to inform decision-making is limited and it is difficult to track progressCountries find it difficult to plan and make decisions about where investments in WASH should go due to the lack of reliable and accessible information. In many cases, countries do not have reliable data to determine who lacks services or, if they have been provided services in the past, what condition the facilities are in. Detailed data at the levels of state/province, local government area and community are essential. The lack of these data makes investment allocations difficult and complicates coordination of activities. Despite many monitoring initiatives, it is difficult to track and demonstrate progress and impact in the WASH sector, particularly at national and sub-national levels. Finance ministers are likely to be reluctant to prioritize the sector to receive a country’s scarce resources if they don’t see value for money or a return on investment.
Low levels of mutual accountability exist between developing countries and donors, and between developing country governments and their citizens Governments make commitments to increase budgets for WASH through national plans but don’t necessarily allocate the required funds. Similarly, while donors may make commitments to fund WASH, these commitments are not always followed through. Over the period 2002 – 2010, data show that donors did not release US$17 billion of the US$54 billion of aid committed to the water and sanitation sector. Mechanisms to hold governments and donors to account for their promises are often weak, and too few platforms exist for citizens and users to be consulted and to feedback on the performance of WASH service providers.
The Steering Committee mandates and oversees the Secretariat, which provides support to the Chair, Vice-Chair, Steering Committee and the partners. All SWA Partners come together every two years for the SWA Partnership Meeting to discuss the strategic direction of the partnership. UNICEF, at the request of the Steering Committee, hosts the SWA Secretariat, in collaboration with the Water Supply and Sanitation Collaborative Council (WSSCC), which provides communications and advocacy support.
What is SWA and how does the partnership address the obstacles facing the WASH sector?Recognizing that developing countries and aid organizations achieve more by working together, Sanitation and Water for All (SWA) aims to turn the current situation around by creating a virtuous cycle of robust planning, institutional strengthening, better resource utilization and higher investment that has the potential to make a real difference to the lives of billions of people. SWA provides a transparent, accountable and results-oriented framework for action based on a common vision, values and principles.
SWA is a platform: For coordinated action For global high-level dialogueTo implement the aid effectiveness agenda in the WASH sectorTo strengthen mutual accountability
SWA provides a framework for partners to collaborate globally, regionally and nationally on three priority areas (find out more in Module 3): Together, SWA partners work to: Increase political prioritization to accelerate progress towards universal access to sustainable sanitation, hygiene and water servicesPromote the development of a strong evidence base that supports good decision makingStrengthen government-led national planning processes to guide the development and implementation of sustainable sanitation and drinking water services Working together on these areas, SWA aims to increase the impact of available resources and strengthen mutual accountability among partners
The High-Level Commitments Dialogue (HLCD) encompasses the preparatory process that countries and donors carry out to develop context-specific commitments which are tabled at SWA High-Level Meetings, and the annual monitoring of commitments made. The HLCD is designed to encourage on-going political dialogue at the national (including sub-national) and global levels and is focused on achieving results on the ground. Country-level dialogues are strengthened – both among ministers (and parliament), technical stakeholders, CSOs, donors and development banks and citizens – and also provide a platform to strengthen mutual accountability. Partners are encouraged to raise WASH on the political agenda and promote solutions, demonstrate political will, strengthen mutual accountability and increase the impact of resources. High Level Meetings (HLMs) bring together ministers responsible for finance, water and sanitation from developing countries, ministers of development cooperation from donor countries, and high-level representatives from development banks and leading sanitation and water agencies. At the HLM, ministers commit to address the fundamental bottlenecks holding back progress and to act on international aid and development effectiveness principles. On behalf of the partnership, the SWA Secretariat monitors these commitments and issues a report on progress made, encouraging all partners at country level to get involved in the process, to bolster mutual accountability. The 2014 SWA High Level Meeting (HLM) will be the third biennial meeting. Convened by UNICEF on behalf of the SWA Partnership and hosted by the World Bank, it will be a major milestone in the on-going SWA HLCD.
Many developing countries do not have robust sector monitoring and evaluation systems that are able to provide reliable and consistently accurate data or information to support decision-making. Ideally, national processes provide information on sanitation and water service delivery, including Joint Sector Reviews and government-led annual performance reviews, which are designed to analyse where the gaps and bottlenecks remain, using data provided by national information management systems.
National Planning for Results Initiative (NPRI) SWA has developed the National Planning for Results Initiative (NPRI) to catalyse the acceleration of WASH coverage in a small number of countries that lack strong and well performing sectors. Strengthening WASH sector systems and developing the institutions to organize and oversee the delivery of services is therefore fundamental to improving sector performance and maximising the value for money of government and donor spending, and will be crucial in accelerating progress towards universal access to WASH.Responding to demand from developing country partners, NPRI brings together representatives from donor and developing country governments, and other sector partners, to support the constituent elements of an effective sector framework or planning process. These include political will, sector coordination, an overall strategy for sector development, and an institutional capability to monitor and respond to bottlenecks impeding effective performance. NPRI increases the effectiveness of existing resources through pooled activity, drawing on the technical and human resources of SWA partners.
SWA partners engage in existing political processes to advocate for greater attention and resources for WASH at both the national and global levels. For example, SWA works through key partners to put WASH on the agenda at the UN General Assembly and will look towards other political opportunities such as the post-2015 development agenda, G8, G20, and World Economic Forum in the future. SWA seeks to strengthen collaboration with other sectors (such as health, education and nutrition) as well as with similar partnerships such as Scaling Up Nutrition (SUN), A Promised Renewed (Child Survival), Every Woman Every Child (EWEC), the International Health Partnership (IHP) and the Global Partnership for Education (GPE). Further, SWA works to align with existing regional WASH sector mechanisms, such as AfricaSan and SACOSAN.Points 2 and 3 already covered
SWA provides a platform where governments lead and coordinate the WASH Sector. Working together, governments and development partners can better harmonize their efforts to accelerate progress in WASH.By joining SWA, partners agree to adhere to the SWA Guiding Principles, largely based on the Paris Declaration on Aid Effectiveness and the Accra Agenda for Action. The principles include country ownership, alignment, harmonization, managing for results, mutual accountability and predictability. The principles aim to facilitate improved domestic investment, increased donor flows through country systems, and more effective use of all resources in the sector to ultimately achieve sustainable access to services for everyone.
SWA partners actively participate in the High Level Commitments Dialogue to develop partner-specific commitments to improve sanitation and water services. At the biennial High Level Meeting, ministers responsible for finance, water and sanitation from developing countries, ministers of development cooperation from donor countries, and high-level representatives from development banks agree to report on progress commitments annually, in consultation with civil society from their respective countries. Monitoring progress of the commitments made at the SWA High Level Meetings is SWA’s key mechanism for strengthening mutual accountability. As a partner-led and partner-governed initiative, self-reporting is a fundamental premise of SWA. The SWA Secretariat, mandated by the SWA Steering Committee, facilitates the reporting process, analyses the results and produces an annual global report on the status of implementation of the commitments. The process is expected to be inclusive with all partners taking part and being consulted including civil society representatives.
Significant gains have already been achieved as a result of commitments at the 2012 HLM, such as increased budgets, strengthened national planning and country-level dialogue among ministers, technical stakeholders, civil society, donors and development banks.Other points thatyoucan mention relating to whatwe have achieved: We have piloted a new way of generatingpoliticalwill. Improved contacts withMinisters of Finance / improved communications channelsbetw WASH sector and MoF / other relevant ministriesThroughourwork, we are beginning to understand more about how to engage withMoFs. We are ‘learning’ about politicaladvocacy. This is a journeywe are embarking onGlobal monitoring report -- Increasingaccountabilitybetweendonors and governments, governments and citizens (100% response rate)GLAAS and SWA – complimentary and mutuallyreinforcing – leading to improvedanalysis and understanding of obstacles Country level coordination – mobilizingsectorpartners and gettingthem to worktogether / leveraging the potential of civil societyCreation of NPRI / building institutionaldemandQuality of dialogue at country level has improved and south southlearning and exchange isimproving (e.g. exchange visits) It would be interesting for Darren to summarize a few points like those above and mention the session which is to follow later, where partners can intervene and share their own impressions of the impact / added value of SWA.