Freshwater Basin Management: Experiences and Lessons Learnt
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To achieve sustainable socio-economic development through equitable utilization of, and benefit from, the common Nile Basin water resources.
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Freshwater Basin Management: Experiences and Lessons Learnt
- 1. “The Nile Basin Initiative" (NBI) Meraji O. Y. Msuya Executive Director, NBI Secretariat Freshwater Basin Management: Experiences and Lessons Learnt
- 2. The Nile Basin ♦ Burundi ♦ D.R. Congo ♦ Egypt ♦ Eritrea ♦ Ethiopia ♦ Kenya ♦ Rwanda ♦ Sudan ♦ Tanzania ♦ Uganda Characteristics ♦ Poverty ♦ Growing Population ♦ Degrading environ. ♦ Vulnerability & risk ♦ Economics.. nothing flows Opportunities Cooperative action for win-win gains & regional development – removing serious obstacles to sustainable development
- 3. To achieve sustainable socio-economic development through equitable utilization of, and benefit from, the common Nile Basin water resources. The Strategic Action Program The Vision Shared VisionShared Vision Action on the groundAction on the ground Shared Vision Program Subsidiary Action Prog.
- 4. Shared Vision Program(SVP) Strengthen and develop trust Building capacity within the countries Create the enabling environment for the implementation of development projects A grant-funded program designed to:-
- 5. SVP Project Portfolio Common Elements • Basin-wide dialogue •Strategic & analytical frameworks •Best practice, tools & demos •Stakeholder involvement •Human & institutional capacity Function Type T H E M A T I C F A C I L I T A T I V E Project 1. Nile Transboundary Environmental Action 2. Nile Basin Regional Power Trade 3. Efficient Water Use for Agricultural Production 4. Water Resources Planning & Management 5. Confidence Building & Stakeholder Involvement 6. Applied Training 7. Socio-Economic Development & Benefit Sharing
- 6. Nile Transboundary Environmental Action The Need Transboundary assets & threats Relationship environment & development Sustainable development opportunities Stakeholders forum Objectives •Provide strategic framework for management of transboundary water & environmental challenges •Improved understanding of relationship of water resources development & environment •Provide forum to discuss development paths with wide range of stakeholders
- 7. Nile Transboundary Environmental Action Nile River Basin Transboundary Environmental Analysis A collective synthesis of basin- wide environmental trends, threats and priorities. Agenda for Environmental Action – basis for joint investment opportunities
- 8. Transboundary Environmental Action Major Components 1. Institutional strengthening, knowledge base and information management 2. Community-level land and water conservation 3. Environmental education and awareness 4. Wetlands and biodiversity conservation
- 9. The Shared Vision Program: Project Linkages Socio-Economic Development Environment •Strategic framework & transboundary action Applied Training Training institutes & curriculum Socio-Econ Development & Benefits •Communication, information & analysis platform •Development Scenarios •Private sector engagement Communication Public information Stakeholder involvement Water Resources •IWRM Policy & Planning Power Trade •Power forum •Power development options Basin-wide enabling environment Agriculture •Regional Cons & Training •Demonstrations/Pilots
- 10. Challenges/Risks to project Implementation: Commitment of the Nile Basin Countries Institutional leadership Regional coordination capacity National Institutional capacity Insecurity and conflict
- 11. Lessons & Experiences Development of a Shared Vision Moving from challenges and constraints to opportunities Sharing benefits not sharing water Institutional and legal framework Investment and appropriate frameworks
- 12. Materials and Information Visit Nile-SEC Web page : www.nilebasin.org Email: nbisec@nilesec.org
Editor's Notes
- <number> 2. NBI: Strategic Action Program As you have heard over the last few days, the Shared Vision Program is one of the two fundamental Programs within the NBI’s Strategic Action Program. This basin-wide program, which involves all ten countries of the Nile, is complimentary to and supportive of the Subsidiary Actions Programs – which you will hear more about this afternoon.
- <number> 10. SVP Portfolio Overview The seven projects of the Shared Vision Program, which will be discussed in the following slides, are listed here. Indicative budgets for the projects range from $5 million to 39 million, to be implemented in a 3 to 6 year time-frame depending on the project. The total portfolio is estimated at 122 USD.
- <number> 11. Environment: Context & Objectives The Nile Transboundary Environmental Action Project: The Nile Basin contains unique and enormous natural assets. The Basin is home to some of the most unique natural habitats as well as national parks in the world. The Nile is also subject to a series of environmental threats: Agricultural and grazing lands are being degraded, water quality is declining, wetlands and forests are being lost, the overexploitation of natural resource is continuing, pollution from urban, industrial and agricultural sources is increasing, waterborne diseases are proliferating, and the harmful impacts of floods and droughts are intensifying. Many of these threats directly impact human health and welfare, while others undermine people’s ability to secure their livelihoods, with poorer people most affected by the deteriorating environmental conditions. Wtihin increased cooperation among the countries of the Nile basin and to alleviate poverty there is a need for economic development and increased income generation in the basin Effective water and environmental management can bring benefits to all Nile countries with real “win-win” potential in the basin Our countries recognize that future development in the basin must be environmentally sustainable Identifying the environment and development synergies and thus the sustainable development opportunities in the Basin has therefore emerged as a major priority The overall objective of the project therefore is to provide a strategic environmental framework for the management of the transboundary water and environment challenges in the Nile River Basin. to improve the understanding of the relationship between water resources development and environmental conservation in the Basin, and to provide a forum to discuss development paths for the Nile with a wide range of stakeholders. Focusing on transboundary issues provides our countries with a major opportunity to make significant progress towards economic and environmental goals in ways that have proved difficult to achieve independently. The environmental framework established by the project will also provide: Enhanced basin-wide cooperation and environmental awareness essential to the successful implementation of the Agenda for Environmental Action in the Nile Basin’s SVP, SAP and other programs A basin-wide institution, the NBI, with substantially enhanced environmental management capabilities
- <number> 12. Environment: Transboundary Environmental Analysis (TEA) During the project preparation a Transboundary Environmental Analysis was conducted National reports were prepared by environmental experts from each Nile Basin Country – based on national stakeholder consultations - and consolidated into a common agenda. The Transboundary Environmental Analysis Report constitutes a collective synthesis of basin-wide transboundary environmental trends, threats and priorities It also identifies the elements of an overall Agenda for Environmental Action in the Nile Basin The Agenda recognizes the critical need for high-level commitment and improved public awareness for successful long-term management and conservation of the Basin’s natural resources and ecosystems. It emphasizes the integration of environmental concerns into the development process through capacity building, and more effective environmental monitoring, assessment and planning with enhanced local participation, through demonstration projects involving the full range of key stakeholders, and through policy reforms. This Agenda is expected to be implemented over the next decade or more under the NBI’s Strategic Action Program in coordination with other development activities
- <number> 13. Environment: Components, budget and duration The Transboundary Environmental Action Project aims to create more effective and basin-wide stakeholder cooperation in transboundary environmental issues by supporting the implementation of a subset of actions prioritized by the Transboundary Environmental Analysis. The five project components that were identified by the national environmental experts in cooperation with the Nile-TAC are: Institutional strengthening. This will include regional capacity building activities, environmental knowledge management and improved access to environmental information, and a river basin model as part of a regional decision support system. Community-level land, forest and water conservation. Activities will promote basin-wide cooperation, priority actions to address transboundary soil erosion and a micro-grant facility to support community level action Environmental education and awareness. The activities will be aiming at deepening public awareness and understanding of transboundary environmental concerns and the appreciation of the ecosystem that the Nile provides through an awareness program involving schools and nature clubs, networking of universities and research facilities etc. Wetlands and biodiversity conservation component aims to improve understanding and awareness of the role of wetlands in supporting sustainable development and to improve management at slected key sites Water quality monitoring component aims to improve water quality in the basin by developing common analytical methods for key water quality parameters, to consolidate available information and to launch an initial water quality monitoring program at selected environmental hotspots of transboundary significance. Diverse stakeholder groups will be encouraged to work together on these issues, both within their own countries and with counterparts in other riparian countries, to help build the mutual understanding, relationships and trust that are essential to joint problem-solving. The Environment project will be implemented in 2 phases. Phase 1, will be implemented over 5 years, at an estimated cost of 29 million USD. Phase 2 will cost an estimated 10 million USD, for a total project cost of 39 million USD. The GEF committed resources to the project preparation process and the proposal for funding will be submitted to the GEF Executive Council at its next regular meeting. Other donors have also expressed interest in supporting the project.
- <number> 27. SVP: Project Linkages The projects of the Shared Vision Program are linked to each other, and to the Subsidiary Action Programs, in important ways. For example: The DSS within the Water Resources Project will provide a common communication platform and information management system for all SVP projects, and SAP projects as appropriate – providing a critical link among NBI activities Sectorally focused projects, such as in Power and Agriculture, will help build a common knowledge base and assemble information to assist in regional and sub-regional planning efforts. A regional river basin model, developed as part of the Water Resources Project, will in-turn provide a tool for interacting with other sectors and cross-cutting areas, such as environment, power and agriculture, and integrating these issues into the identification and evaluation of potential subsidiary action projects. At the same time, the Benefit-Sharing Project will address macro-economic issues and will develop socio-economic development scenarios, which will provide the context for river development alternatives. The Environment Project will develop a strategic framework for environmentally sustainable development which will support sectoral work, as well as the analysis of development options. This environmental framework, along with demonstration projects, will contribute to the design of environmentally sound and sustainable SAP projects at the sub-basin level. The Applied Training Project will strengthen training, education, and research institutions, as well as the capacity of water-related professionals in the Basin, thereby creating a cadre of well trained professionals to sustain the SVP and SAP projects. Communication and stakeholder involvement, which will be integrated into all SVP projects, will help to raise public awareness and build confidence and trust in the NBI process.
- Commitment of the Nile-Basin countries. Project success will be critically dependent on the countries’ continued commitment to the collaboration with other Nile Basin member countries, and to achieving the objectives of the SVP, as laid down by the Nile-COM and the Nile-TAC. This is intimately related to political stability. Many countries in the region are facing insecurity and contention, political uncertainty, extreme poverty, diseases, etc. All these conditions are not conducive to a long-term project aimed at improving an enabling environment on a regional basis. Institutional leadership. The project depends on the capability of government institutions and staff to provide visionary leadership. This may not be forthcoming in a setting where there is general lack of incentives for staff, research and innovation and supporting infrastructure. Through regional learning from study tours, exchange visits and consultations, the project endeavors to create institutional capacity and leadership that will form the basis for implementation of project activities. It should be pointed out that the project intends to seek visionary leadership within, and not outside the boundaries of the Nile Basin. Regional coordination capacity. The institutions of the NBI supported by the Nile-SEC have effectively managed a complex, multi-country sectoral process to prepare the seven projects of the Shared Vision Program. This demonstrates capacity for basin-wide coordination. Effective implementation of the SVP projects, however, will be a challenge. National institutional capacity. Recognizing that some countries in the Basin face institutional capacity constraints, the project has been designed to strengthen institutional and human resources capacity in the recipient countries. Insecurity and conflict. Seven of the ten countries in the Nile region are at present, or have recently been involved in internal or external conflict. This brings both operational and political risks to a process and a project of this size.
- Development of a shared vision. This important step allows development and expression of a common overarching goal for cooperation and a common view of the objectives of riparian involvement in a transboundary dialogue and/or institution. Moving from challenges and constraints to opportunities. Long-term conflict over scarce resources creates challenges, but also provides opportunity for cooperation, thereby unlocking a huge development potential. In spite of a history of conflicting water demands and difficulties, the Nile riparian countries have come together to forge a new environment of cooperation seeking win-win benefits. Sharing benefits not sharing water. A dialogue that moves away from a stalemate in sharing a limited resource to sharing its benefits-especially in situations where water quantity is at stake-can provide a much more constructive base for continued cooperation and open an avenue for regional integrated planning. Institutional and legal framework. The dialogue and commitment to agree on a basic legal and institutional framework should be supported and where necessary capacity should be build to assist in this process. Partnership and trust among countries requires a “leveling of the playing field” in terms of information and skills among riparian partners. Investment and appropriate frameworks-an iteractive and mutually supportive process. The parallel processes of dialoguing on a cooperative framework while also building a vision and incentive for agreement in form of a cooperative strategic action and investment program can be mutually supporting. In the Nile context, work was begun in 1996 on a legal and institutional framework. As this evolved, a parallel track addressing investment issues was begun in 1997.