Work Plan 2007
1. WORK PLAN Jan - Dec 2007
2. Objectives of phase 2
3. Strategy
4. Management changes
5. Budget (General points)
6.Reporting
WORK PLAN Jan - Dec 2007
The basic structure of the global network is in place and the major challenge of the second phase is to assist those networks to maximise their contribution to delivery of quality capacity building services. This goal continues from the previous phase. However the technical content of the programme has expanded and shifted. IWRM will focus more on implementation, addressing issues of how to implement IWRM in water supply, in sanitation and in agriculture. Also the pressing need for capacity to be developed on managing water at river basin and catchment level will be given priority. A new focus of the programme is on water supply and sanitation where the network structure is seen as a good vehicle to scale up capacity building to help achieve the MDGs and support the introduction of IWRM into water use areas.
While the Management Board decision for Cap-Net secretariat to relocate took place in December 2005 procedures to realise the search for a host were not possible to start until new funding was secured in May. The Management Board accepted a proposal from South Africa to host the secretariat and the relocation is scheduled to take place at the beginning of 2007.
2. Objectives of phase 2
1. Delivery of capacity building. To build capacity of institutions and individuals to manage, develop and use water resources sustainably.
This objective covers capacity building actions on the ground targeted at water managers and other stakeholders and addressing both implementation of IWRM and implementation of water supply and sanitation.
2. Strengthening the network. To improve synergy and coherence of capacity building initiatives by assembling partnerships and strengthening capacity building networks to act as focal points for knowledge, multidisciplinary skills and competence in water management.
Within this objective the strategy of assembling capacity builders in the global and regional networks is achieved. Strengthening the networks and their members as open and accountable partnerships able to deliver quality capacity building services is a necessary process to an effective strategy.
3. Knowledge management. To develop and implement knowledge management systems that ensure access to the best of international and local knowledge, measure the effectiveness of capacity building services, and establish indicators and monitoring systems.
Building cooperation and improving access to state of the art knowledge provides the knowledge framework for efficient and effective capacity building action. Measuring the impact of the strategy of the capacity building actions will provide feedback on the effectiveness of the programme.
3. Strategy
The strategic approach of Cap-Net in the second phase will build on the successful features of the first. In particular the three principles:
- Local Ownership. To the extent possible, capacity building must be delivered from the local resource centres. This achieves social and cultural relevance as well as sustainability.
- Partnership among capacity builders. In a complex world skills are spread widely and must be assembled locally. Even weak institutions have some great strengths. Partnerships build a critical mass, assemble the mix of disciplines necessary for an IWRM approach, overcome resource constraints and can increase efficiency.
- Demand for capacity building. Scaling up capacity building is necessary to respond to the MDG challenge and requires improved linkages between implementers and capacity builders to ensure that demands and needs are being met. Will be retained and strengthened.
The strategy has been further developed to guide implementation in the second phase. The strategy aims to strengthen network management and identify technical focus areas for scaling up capacity to achieve the MDGs. Inevitably after the period of network formation there is now a need for more formalisation of the network. One of the elements of the strategy is the entering into agreements/ MOUs with networks to formalise their membership of the Cap-Net global network. This will also facilitate a more programmatic support to network activities as recommended in the evaluation.
4. Management changes
After some discussion it is expected that financial management of the project will remain with UNOPS. The movement to a multi-donor situation presents some challenges particularly where one funding agency requires separate reporting and accounting. This will have to be addressed promptly.
The project has relocated to be hosted by the Water Research Commission in South Africa.
5. Budget (General points)
The funding horizon for Cap-Net is 2006 to 2010. Ideally, to harmonise reporting, Cap-Net second phase can be officially launched from July 1st. The total budget with confirmed funding as at July 10th is approx US$10,4m (EU Euro2,487,780; GWP euro 350,000; DGIS US$2,891,566; Sida SK30m; Norway US$ 152,250). This provides an approximate budget of US$2.6m per year for 4 years. Now that many of the networks have reached an improved level of experience and performance there is an increased absorption capacity which will allow this additional funding to be incorporated into the programme.
However, given the break in Cap-Net funding there is still a start-up process that will be required before expenditure will peak.
6. Reporting
One consolidated financial and activity report will be produced for the programme combining all funding sources and activities. To meet the specific requirements of the EU an additional report will be prepared each quarter providing the appropriate format and detail to meet the EU procedures.
