79594 WPP STRATEGIC ACTION PLAN 2012 - 2016 CONTENTS The Complexity of Global Water Challenges 3 Phase II: Responding to the Challenges with an Action Plan for Results 4 World Bank Lending in Water Mirrors Phase II Design 4 WPP Phase II Structure 6 The New Programmatic Window 7 Component 1: Water in Other Sectors 7 Component 2: New Global Initiatives 8 Component 3: Strategic Support in Priority Geographic Areas 9 Stepping Up Partnership Efforts 10 Coordinating within the Bank 10 Leveraging External Platforms 10 Coordinating with Bilateral Projects 11 Facilitating Public-Private Collaboration 11 Scaling Up Communications and Knowledge Management 12 Phase II Communications Strategy 12 Phase II Knowledge Management (KM) Strategy 12 Facilitating Replication 12 Learning Mechanisms 13 Measuring Success and Impact 14 A Fresh Results Framework 14 Objectives, Impacts, and Outcomes 17 Indicators, Sub-indicators, and Targets: What We Measure 17 Monitoring and Evaluation 18 Database 18 Reporting 18 ANNEX I: Phase II Structure and Administration 19 Structure and Governance 19 WPP Systems and Procedures 20 THE COMPLEXITY OF GLOBAL WATER CHALLENGES Water is a fundamental platform for economic and social The ability of developing countries to make more water development, and contributes to reducing multiple dimensions available for industrial, environmental, agricultural, and of poverty. It is essential to food and energy security, industrial domestic uses will depend on better management of water growth, and the protection of ecosystems. Water has resources and more cross-sectoral planning and integration. been going through unprecedented pressures as growing As water security declines in many parts of the world, it is populations and economies have increased demand and at crucial to strengthen the resilience of the poorest countries the same degraded supplies. As a result, water insecurity has and populations to the impacts of climate change, as well as become one of the greatest risks facing the world today. to the volatility of food and energy prices. By 2050, feeding a planet of 9 billion people will require a 60 The Water Partnership Program (WPP) has strengthened percent increase in agricultural production and a 15 percent the World Bank’s support to help developing countries increase in water withdrawals. Over the next two decades, respond to these challenges. The aim of this program is energy demand will more than double in poor countries and to augment and support Bank lending and assistance by emerging economies, and as a result, hydropower will need improving project designs and program strategies at critical to be a key contributor to clean energy production. Experts stages of development.1 Funded by the governments of estimate that water consumption for energy generation will the Netherlands, United Kingdom, and Denmark, the $23.8 increase by 85 percent over the next two decades. million Phase I2 of the program funded over 200 activities in more than 60 countries. These activities are influencing At the same time, growing cities will need to provide services and supporting almost $11.5 billion in WB financing. to 70 million more people each year over the next 20 years. WPP’s support to water supply and sanitation lending Even if the major milestone of reaching the water supply is benefiting the lives of nearly 52 million people in 26 Millennium Development Goal has been met, 783 million countries, 17 million of whom live in Africa. people remain without access to improved drinking water sources and 2.5 billion people lack adequate sanitation. It The WPP also supports a Water Expert Team (WET), a is projected that 95 percent of urban population growth technical support service that mobilizes high-level global will take place in the developing world. In Africa and Asia, expertise to address complex water challenges in World the urban population will double between 2000 and 2030. Bank operations. The WPP has established itself as one of With higher rates of urbanization, competition between the World Bank’s most important tools for innovation and for agricultural, industrial, and municipal water uses will increase, leveraging investment in water, contributing to the Bank’s putting stress on existing water sources and on the poor. efforts to reduce poverty. Climate change will worsen the situation by increasing water The WPP’s Strategic Action Plan describes the program’s stress. By 2080, 43 to 50 percent of the global population vision and strategic directions for its second phase, running will be living in water-scarce countries, compared to 28 from July 2012 to June 2016. It explains the rationale for percent today. Moreover, poorer countries, which contributed scaling-up activities and provides details of the structural least to the problem, will be most affected. Water-related changes under Phase II. The objectives, impacts, and disasters such as floods, hurricanes, and droughts, which expected outcomes of Phase II are outlined in the next accounted for 74 percent of the losses recorded over the section. In addition, the Strategic Action Plan includes past 30 years ($2.6 trillion of the total $3.5 trillion), will plans to scale up partnership efforts, communications and increase in frequency and intensity. People living in deltas – knowledge management. Finally, it presents a new Results about 500 million people – and people in monsoonal basins Framework to measure the impact of Phase II. – about 1 billion people – are especially vulnerable. 1.The WPP does not replace functions ordinarily funded by the Bank, including standard project preparation activities. Activities are only funded once the team has demonstrated that the work will play a fundamental role in promoting client and Bank objectives toward reducing poverty. 2. WPP Phase I was completed in June 2012. Strategic Action Plan 2012 - 2016 | 3 PHASE II: RESPONDING TO THE CHALLENGES WITH AN ACTION PLAN FOR RESULTS The complexity of today’s water challenges requires In 2011, the following areas experienced significant growth: countries and the global development community to go beyond traditional approaches and embrace smarter ways • Water Resources Management lending has increased of investing in the sector. As the largest provider of water- from $274 million in 2006 to $2 billion in 2011. related financial and technical assistance, the World Bank • Climate change is also a driver of future investments.4 recognizes that this means scaling up innovative and Lending for flood protection reached a record of $750 complex projects. World Bank Regions dealing with diverse million in 2011, and the number of projects approved and complex water-related projects are already demanding doubled in the last year. The majority of investments are accelerated support in terms of innovative solutions, cross- being made in Asia, with $300 million in Bangladesh alone. sectoral integration, and evidenced-based knowledge to help • The urban population in developing countries will them strengthen project quality and influence policy making. grow by almost 2 billion people over the next twenty Lending instruments will need to be designed to incorporate years and urban poverty will continue to increase. The cross-cutting themes and climate change considerations. impact of climate change will fall disproportionately on the urban poor. The rising needs of cities have led to an To handle increasing demand by the Regions for innovative increase in World Bank lending from $3 billion in 2008 technical assistance, policy support, analysis and advice, the to $4.5 billion in 2011. World Bank proposed a continuation of the WPP through • Hydropower is an important clean energy source, a scaled-up second phase.3 The second phase represents and will become a larger share of the world’s energy an evolution from the demand-driven first phase to a more production as lower income countries develop their strategic and results-oriented program. By building on capacity. The Bank’s portfolio now includes 90 active the successes of Phase I, the WPP plans to increase its projects with more than $6 billion in combined loans. influence on the Bank’s poverty reduction efforts. It will do This is projected to grow as the Bank implements its so by scaling-up improved water resources management new infrastructure strategy. while continuing to support access to sustainable water • Food security and climate change have been key and sanitation services. The Bank has expanded the scope drivers in lending for irrigation and drainage projects. and duration of the Program to tackle poverty through In 2011, Africa doubled its lending in the sub-sector. new channels, including climate-resilient green growth and The Global Agriculture and Food Security Program public-private collaboration in water. (GAFSP), of which the World Bank is the trustee, has a grant fund of nearly $1 billion, much of which will be WORLD BANK LENDING IN WATER spent on improved water management. MIRRORS PHASE II DESIGN This diverse, complex, and growing water portfolio has Since the Program’s success depends partly on its capacity to been increasing demand for flexible mechanisms like the support areas with a high potential for new investments, the WPP, and bringing opportunities in an array of sectors and World Bank’s lending trends were taken into consideration themes. The growth in lending also adds complexity to the when designing Phase II. In 2011, more than a third of all design of solutions as today’s changing demographics and Bank projects were related to water and funding for the sector a changing climate require new ways of looking at water. was on the rise. Indeed, the funding approved directly for the Client countries must be able to manage water across water sector investments totaled $7.2 billion that year. WSS competing uses while recognizing its impact on several lending has remained steady, at $4 billion, since 2009. economic sectors. 3. The WPP Phase II began in July 2012 and will run through June 2016 4. Climate change, currently considered a cross-sectoral theme in Bank operations, is an expanding focus area for every region. While the Bank does not track its lending for climate change programs in a standardized way, it is evident that many new, large-scale investments address mitigation and/or adaptation as a key component. 4 | Strategic Action Plan 2012 - 2016 More than 50 percent of the world’s population today lives in Another way to tackle the challenge of narrowly-focused, cities, and each day these already water-vulnerable hotspots sector-based loans is to use a basin approach that calls for become home to more urban poor. Megacities are particularly longer-term engagements. By looking at the river basin as at risk to the impacts of severe water crises, whether they the natural geographic boundary, a basin approach helps come in the form of pollution, over-extraction, floods, or cities manage competing water uses. For example, under droughts. The complexity and size of these issues substantiate Phase I of the WPP, the Bank supported an analysis in longer-term, larger-scale efforts to reduce the risk of physical the Zambezi basin to identify the vulnerability of potential and social loss, as well as to bolster the resilience of some of infrastructure investments to climate-related risks. This the world’s most vulnerable populations. type of activity builds the Region’s integrated capacity for infrastructure planning while strategically working at An increasing number of Bank projects are incorporating the forefront of Bank investment planning. Such activities water resources management (WRM) as an important provide the WPP the opportunity to influence pipeline topic in the scope of their work. While not seen as a projects at their inception and enable the Bank to begin sub-sector in itself, WRM is a framework that stretches long-term engagements that have more meaningful results across sectors and can enhance the design of on a basin-wide community. An expanded WPP allows interventions ranging from tourism to energy development. for the promotion of similar types of activities in other Although Bank teams recognize the importance of strategic basins, deltas or countries. such comprehensive planning, there is often insufficient funding within a loan to allow for full-scale consideration With the advent of climate change, water variability is of WRM. The WPP can fill this gap in several ways. having an impact on virtually every facet of development assistance, such as water as an input to agricultural growth, Bank investments in agriculture, for example, are typically as a potential energy source, and as a requirement for prepared with solid engineering design and follow ecosystem health. Many countries struggle to understand procedures for environmental safeguards. However, they the key role that water plays in adapting to climate change, lack requirements for explicit hydrological analysis or leaving them unable to devise lowest cost adaptation plans. evaluations of the possible tradeoffs in water allocation between different water-using sectors. An expanded WPP The expanded scope of the Water Partnership allows the Bank to offer support to project teams preparing Program promotes improved adaptation and mitigation such investments or to governments considering making plans. For example, it ensures that groundwater is investments with major implications for consumptive properly analyzed, that measures affecting it are costed, use of water and inter-sectoral allocations. Since the and that tradeoffs between different development choices methodologies for developing such analyses have not been are adequately outlined. WPP Phase II provides many created or tested in developing countries, WPP resources opportunities to incorporate these types of game-changing enable the Bank to adapt experiences from other parts considerations into project planning and implementation. of the world to fit the developing country context. BOX 1. STRATEGIC RATIONALE FOR EXPANDING THE SCOPE OF THE WPP 1. The WPP can fill the funding gap allowing for more comprehensive planning and full-scale consideration of WRM in Bank projects. 2. WPP resources would allow the Bank to adapt experiences from other parts of the world to developing countries. 3. The WPP can undertake basin approaches to help cities manage competing water uses as it is doing in the Zambezi basin. Similar activities could be promoted in other strategic basins, deltas or countries. 4. The WPP can remedy the shortcomings of existing studies that do not address water in a systematic way to show the tradeoffs among different options. It can make possible improvements in the treatment of climate change adaptation and mitigation plans and ensure that groundwater is properly taken into account Strategic Action Plan 2012 - 2016 | 5 WPP PHASE II STRUCTURE There is strong justification for keeping most elements of in development investments. To organize, manage, and the initial WPP in place, including the Phase I objectives, monitor activities in these areas, the Bank proposes the window structure, systems, and procedures (see Annex 1). addition of a new Programmatic Window (see figure 1). The ability of Bank teams to access timely WPP funding has been invaluable to the achievement of Bank project In summary, Phase II involves four elements: objectives, the development of innovative analytics, and the replication of successful models. The Program’s value for A. Continuation of business-as-usual to meet the high money is significant; WPP activities are influencing over demand from the six Regional windows to influence $11.5 billion in Bank financing in the water sector (a cost/ lending, the Water Anchor/Global Programs window, benefit ratio of 1:710), and are supporting efforts that and the WET window; help nearly 52 million people in 26 countries gain access B. Addition of a new objective to support climate resilient, to new and improved water services (17 million of these green growth strategies; beneficiaries are in Africa). For these reasons, the Bank C. Addition of a Programmatic Window for addressing the deemed necessary the continuation of the “business-as- new global challenges; and usual� course by helping the Regions, Global Programs, and D. Design and implementation of a results framework WET implement their full WPP strategic work plans. with specific indicator targets for tracking progress and measuring impacts. However, strengthening the capacity of the WPP was crucial in order to meet the demands stemming from new and more complex sector challenges as well as a growing water portfolio. The second phase of the Program builds on the successes of Phase I and has an expanded scope and a more results-oriented trajectory. A program-level results framework tracks progress toward specific indicator targets and the Program’s progress towards meeting its FIGURE 1: WPP PHASE II STRUCTURE overarching objectives. In addition, a third objective has been added; namely, the mainstreaming of water services and management in climate resilient, East Asia Africa green growth. The addition of this objective is and Pacific (AFR) warranted by the global green growth agenda, Europe (EAP) a sustainable development strategy that plays and Central Asia Program up the growth opportunities presented by (ECA) Management improved efficiency and conservation, while protecting the most vulnerable. Latin New priorities emerging from both America WPP and the the Regions and the Global Programs Caribbean Windows (LCR) Program- include climate change adaptation, matic food security, urbanization, disaster risk mitigation, and support to fragile states. Middle These priorities require more innovation; East and greater mainstreaming of water into other Water North Africa sectors; enhanced capacity of project teams (MNA) Expert Team to access the expertise they need to deliver South Global (WET) responsive, integrated programs; and greater Asia Programs/ focus on strategic basins, deltas and countries (SAR) Water Anchor where the Bank and donors foresee strong increases 6 | Strategic Action Plan 2012 - 2016 THE NEW PROGRAMMATIC WINDOW also support the development of case studies that take into consideration risk and uncertainty to demonstrate The Programmatic Window complements the Program’s the application of the new models. Other activities can current demand-driven approach with a new vision to better look at water for energy, or water use in conventional and address the changing global landscape. This transformational renewable energy development (cooling water, processing, vision has a multi-year, multi-sectoral focus on strategic wastewater) to ensure that water availability, costs, and deltas, basins, and countries. This enables the WPP to optimal use have been taken into account. Similarly, strengthen the Bank’s long-term engagement in priority activities may look at energy for water, or the energy inputs areas. Through this window, the WPP can also provide to water production, treatment, pumping, and conveyance to support for integrated solutions and cross-regional work to ensure that project designs are both financially sustainable urban development, food, energy, and climate challenges and green investments. under the water umbrella with a clear focus on poverty reduction. The Window prioritizes cross-regional and global In addition, activities can support improved use of water activities at the basin and sub-basin level that are generally in agriculture to improve water productivity, allocation larger in size and scope and require longer implementation decisions, and address environmental challenges. Such periods than traditional WPP activities Box 2 shows the three work will help countries become more proficient in the components of the Programmatic Window.. Some illustrative way they allocate and manage water at the farm level and activities under each component are described below. reduce nutrient and pesticide application. Funds can be targeted to Regions dealing with increased water variability Component 1: Water in Other Sectors as well as those that are experiencing an increase in the demand for food but lack the resources necessary to This component provides support to Bank teams to increase production. This may include support to water strengthen how water is addressed in other sectors such management reform and modernization for sustainable as energy, agriculture, environment, and urban. It promotes service delivery and to help clients make decisions green growth solutions to development challenges by surrounding the development and management of irrigation ensuring that water and climate change considerations are infrastructure in the context of climate change. mainstreamed into planning and lending for other sectors. Water for Environmental Services is another area of For example, activities can support analytical work on focus. Funds can be used to demonstrate the value the water-energy nexus and a new flagship initiative of natural capital and make an economic case for that includes integrating water and energy modeling and incorporating ecosystem services into project design. In improving water-energy linkage planning at national and addition, the Program aims to promote the cross-regional Regional levels. Carried out in consultation with the energy sharing of lessons on environmental flows, water quality, sector, this work targets decision-makers to challenge fisheries, biodiversity, and ecohydrology. Activities may conventional approaches to development. WPP funds may help analyze issues such as the link between water and be used to build on existing capacity by modifying energy freshwater or terrestrial ecosystems, and the water balance. tools to incorporate water considerations. Activities may These activities may also be designed and implemented BOX 2. PROGRAMMATIC WINDOW COMPONENTS Component 1: Water in Other Sectors - addresses water-related challenges in the urban, environment, energy, agriculture, and disaster risk sectors. Component 2: New Global Initiatives - promotes innovative solutions and tools related to disaster risk management, remote sensing, cold weather sanitation, and results-based financing. Component 3: Strategic Support in Geographic Priority Areas - addresses cross-cutting challenges within the WSS and WRM sub-sectors. Strategic Action Plan 2012 - 2016 | 7 in close coordination with the Wealth Accounting and the The Disaster Risk Management (DRM) Facility helps Valuation of Ecosystem Services (WAVES)5 partnership. identify climate change tools as well as their use and limitations. It also develops and produces guidance notes Finally, addressing water in in the context of urbanization for teams working in non-water sectors. Activities support helps tackle challenges faced by some of the world’s upstream work to ensure that climate considerations are new megacities, including pollution, flooding, solid waste incorporated from the beginning, before project approval. management, drainage, water scarcity and services for Climate tools include modeling of future climate scenarios, informal settlements, source protection upstream, and improvements in hydromet data collection and analysis management of downstream water flows for urban areas. (including the option of using remote sensing), and use of Integrated urban water management (IUWM) approaches existing data through the climate change portal or other are promoted, and lessons from Phase I activities are public datasets. Activities also support the most at-risk brought to new Regions, countries or cities. A multi-sector clients in addressing water-related hazards. In addition, the approach can promote pragmatic, multi-purpose design Facility provides support for mapping the risk of exposure options with lower costs. Under this component, teams are to floods and droughts faced by populations and economic able to assess the applicability of new IUWM methodologies, sectors. It also provides task teams with the resources including water sensitive urban design, rainfall-runoff cycle, needed to build local capacity to forecast disasters and eco-systems approaches and urban water harvesting. This develop climate-resilient infrastructure, such as storage ‘green’ infrastructure approach will be crucial for planning the facilities or natural infrastructure. development of newly urbanizing areas. The Remote Sensing (RS) Facility responds to the Component 2: New Global Initiatives emerging needs of countries to better understand hydrological processes and the models used for forecasting This component supports new initiatives that have been purposes. Historically, in-situ data has been the only identified by the World Bank and donors as priority areas information available to practitioners, and in developing for funding, including: disaster risk management, remote countries such hydrometeorological or groundwater sensing, cold weather sanitation, and results-based financing data is scarce. The Facility is dedicated to improving the in water. It is expected that other topics will be added to this quality and effectiveness of water resources management initial list as demand from Bank Regions shifts during the planning and project design through the potential use implementation period of the WPP Phase II. of RS tools and platforms. Activities help identify the 5. WAVES is a global partnership that aims to promote sustainable development by ensuring that the national accounts used to measure and plan for economic growth include the value of natural resources. It brings together a broad coalition of UN agencies, governments, international institutes, nongovernment organisations and academics to implement environmental accounting where there are internationally agreed standards, and develop standard approaches for other ecosystem service accounts. 8 | Strategic Action Plan 2012 - 2016 optimal way to combine in-situ and remote sensing data supported and being enhanced through WPP funding for comprehensive analysis. They also guide teams in how in any of the Bank Regional departments. The results to use, validate, and evaluate different remote sensing of the pilot activities can feed back into the information platforms (terrestrial, airborne and satellite), and their component by providing case studies that can be used for costs and limitations. One of the aims is to demonstrate making decisions about future projects. to task teams that using RS tools jointly with in-situ measurements can yield better results. This information can Component 3: Strategic Support in Priority Geographic then be applied to remote sensing tools in WRM activities Areas at the Regional or basin level under the Programmatic Window. RS activities include: i) case studies and pilot This component aims to help clients prepare for the future projects in selected countries to develop approaches and by optimizing investment planning. This is accomplished by procedures that can be replicable in other countries facing providing them with real options for robust decision-making on similar challenges of specific short duration; ii) short- key, long-term investments. Optimizing investments includes term interventions by world-class experts to advise and optimal allocation of water to the right sectors or optimal provide orientation for specific problems related to Bank management of water resources in the case of multiple-use operations; and iii) knowledge dissemination, advocacy, infrastructure, or improved efficiency in service delivery. and capacity building activities in alliances with leading RS institutions and capacity building organizations. In water resources management (WRM), activities focus on strategic deltas, river basins, and countries where Cold Weather Sanitation is another area of focus. water can be a constraint to growth. Larger activities are The WPP seeks to provide a higher level of sanitation implemented over longer time frames to ensure adequate in low-income cold areas, and a more operationally resources for developing plans with investment potential. sustainable infrastructure system than currently exists. Such focused support strengthens the Bank’s long-term This is a highly specialized topic, and the WET is already engagement and helps promote the development of a cadre working to transfer to Mongolia expertise that is available of pipeline projects that yield water-enabled growth across in the United States. It is also implementing activities to economic sectors. Activities can focus on water and growth, improve sanitation in towns and rural areas in Tajikistan transboundary water management and delta management. and Kyrgyzstan. These activities will provide the basis Priority focus areas include but are not limited to specific for case studies on how cold affects sanitation in deltas, basins, Regions, and countries, including: those countries. The work under the initiative is looking into potential technologies for improving sanitation; • Deltas: Ganges, Nile, Jakarta, Incomati, and Mekong undertaking socioeconomic surveys and analyses of • Basins: Zambezi, Mekong, Ganges water and sanitation; and developing recommendations • Regions: Sahel, Central Asia, West Balkans, Northeast for institutional, financial, programmatic, and technologic Brazil measures for improving sanitation access and services. • Countries: Kenya, Nigeria, Pakistan, India, Iraq, Morocco, Solutions found as part of the initiative will be relevant not Afghanistan, Bangladesh, Benin, Burundi, Burkina only for the northern areas of Asia, Europe, and Central Faso, Egypt, Ethiopia, Ghana, Indonesia, Yemen, Mali, Asia, but for high-altitude areas around the globe. Mozambique, Rwanda, South Sudan, Uganda, and Vietnam A Results-Based Financing (RBF) Facility promotes the adoption and use of RBF approaches in all water Continued support is given to the critical work the Bank sub-sectors and climate change investment projects and has been doing in water supply and sanitation (WSS) and programs. This work comprises two-phases. Phase 1 entails to strengthen the capacity to use new or more effective the development of a user guide to RBF for the water approaches to address traditional water challenges. sector to assist water practitioners in developing countries Activities in this area target poor populations and fragile with identifying results-based instruments for current and states. They can also promote cross Regional learning future donor and/or country-financed programs across all while leveraging the comparative advantage of the World water sub-sectors. Phase 2 involves the creation of an RBF Bank to promote harmonization and efficiency of aid. These Facility to support the design of RBF mechanisms in water activities can focus on improved access to water supply and sub-sectors (irrigation, climate, hydropower, environmental sanitation in rural and urban areas, with a focus on equity services, etc.) for individual projects and activities already and on connecting the poor. Strategic Action Plan 2012 - 2016 | 9 STEPPING UP PARTNERSHIP EFFORTS Increased coordination with other Bank groups enables the The Water and Sanitation Program (WSP) and the WPP WPP to take advantage of sector platforms and build on continue to coordinate their activities in countries where synergies with external organizations. These relationships WSP is active. Under Phase I, the two groups realized improve aid effectiveness and provide more opportunities synergies through several activities that saved both for networking and collaboration. To this end, Phase II programs resources and costs in the long-run. Under ushers in a set of measures to strengthen the partnership, Phase II, other trust funds are also consulted to identify as shown in Box 3. opportunities for co-financing, coordination through information sharing, and/or to conduct joint activities. The Coordinating within the Bank: The Program promotes WPP also works across sectors to avoid overlaps with other results-based financing (RBF) in water through linkages programs like the Cooperation in International Waters in with the Global Partnership for Output Based Aid Africa (CIWA), the Global Agriculture and Food Security (GPOBA).6 GPOBA, a Bank-administered trust fund, Program (GAFSP), the South Asia Water Initiative (SAWI), has expressed initial interest in combining efforts with the Cities Alliance, and the Energy Sector Management the WPP to expand into new sectors, including water Assistance Program (ESMAP), among others. and climate change. RBF is a mechanism through which transfers are made to service providers or customers after Leveraging External Platforms: The WPP is strengthening pre-defined results have been met and verified. Results- its commitment to external partnerships. The Global Water based financing has been successful in the health sector Partnership (GWP) has a skill set that complements the and could be expanded to water through a new umbrella work of the WPP. While the GWP has a comparative facility under the WPP. For example, the WPP could fund advantage in advocating for policy reform and improved climate change downscaling, hydrological modeling, and governance in the water and environment arenas, the the economic analysis of investment options to arrive at a WPP provides more on-the-ground support to specific series of optimal projects to improve water management in Bank interventions at the project level. While the WPP a particular basin. The GPOBA facility could then contribute can support climate modeling and develop scenarios funds to co-finance activities for structuring a financial for government action on adaptation, the GWP has the engineering scheme, including options for private capital convening power to bring together all relevant stakeholders, investment or operations contracts that incorporate results- and the country networks to garner consensus on the based financing. Financial arrangements would be based outcomes of the analysis. The GWP toolbox is also a on performance targets that provide incentives for sound potential dissemination platform for sharing outputs of project implementation. The WPP also coordinates with WPP-funded activities to a global audience. These two very other relevant Bank programs, such as the Public Private important roles provide endless opportunities for synergy Infrastructure Advisory Facility (PPIAF), to further promote between these two bodies on a country-by-country basis. private sector participation. BOX 3. STEPPING UP PARTNERSHIP EFFORTS • Improving intra-Bank coordination with other trust funds and programs • Leveraging the influence of external water and climate platforms • Coordinating with bilateral projects • Facilitating public-private collaboration • Enhancing knowledge and communication 6 Funded by Australia, IFC, the Netherlands, Sweden, and the United Kingdom 10 | Strategic Action Plan 2012 - 2016 WPP also supports the Alliance for Global Water private sector practitioners in an effort to ensure that Adaptation (AGWA), which assists countries in building successful tools and technologies are utilized where they resilience to climate change impacts in water. AGWA works are needed most. Innovation in the water sector is on to operationalize and implement climate change adaptation the rise and the WPP can play a key role in facilitating in water through support to capacity building, international discussions between those facing challenges and those policy, and access to adaptation finance. At the operational with potential solutions to those challenges. level, the AGWA is consolidating best practices through the development of a global database of operational examples. In an effort to match demand at the country level with private sector expertise, the WPP has already organized a Coordinating with Bilateral Projects: The Program also series of workshops to discuss new methodologies, tools, aims to strengthen its engagement with donors as partners and technologies. The WPP held a workshop on innovative by working hand-in-hand in countries and basins where donor solutions and approaches to adaptation to climate change programs are either underway or in the design phase. The related to flood protection and management of deltas. WPP will make every effort to ensure that bilateral programs Technical experts from independent firms shared practical funded by other donor organizations are informed about experiences on the ground with World Bank task teams WPP activities. This enables the sharing of data, experiences, and Bank staff working on related activities.7 The WPP also knowledge tools, and other mechanisms that will support co-financed an event that brought a delegation from the greater aid effectiveness and smarter, more efficient, projects. Dutch Mission on Water and Climate Services to the World As such, WPP activities could jointly sponsor missions to Bank to share their experiences in using remote sensing priority countries with staff from donor agencies or hold joint techniques for water management, agriculture, and food seminars or workshops in client countries. security, as well as flood protection and risk management. The WPP will continue organizing these types of events to Facilitating Public-Private Collaboration: During Phase promote the private sector of its donor countries. II the WPP also promotes learning between public and 7. The expert firms were select members of the Dutch association of consulting engineers, which coordinated the Dutch Embassy and the WPP to plan the event. Strategic Action Plan 2012 - 2016 | 11 SCALING UP COMMUNICATIONS AND KNOWLEDGE MANAGEMENT Under Phase I, the WPP focused on traditional mechanisms to create value for internal and external audiences. WPP for capturing and disseminating knowledge through material will also be promoted on partner websites for learning events, technical publications and briefing notes, greater outreach. Other communications efforts will include and through funding capacity building activities to bolster more proactive dissemination of WPP content such as the sector knowledge both within and outside the Bank. Under WPP Annual Report, brochures and case studies through Phase II, the WPP scales-up knowledge management and e-newsletters, blogs and other social media such as Twitter, communications efforts, which will mutually reinforce one Facebook and LinkedIn. The WPP will also strengthen another. The goal is to achieve greater results in-country coordination with the broader SDN communications and and create a stronger WPP brand at the program level. other programs in the Bank to ensure that WPP information The Phase II Communications Strategy will strengthen the is captured on special sector briefs, annual meeting briefs role of the WPP as a virtual platform and demonstrate its and other material on the Bank’s support to water. For value to the sector. The Phase II Knowledge Management internally-relevant information, the WPP will enhance Strategy provides a framework for improving the the online internal platform (WPP Scoop) to disseminate effectiveness of the Program by facilitating replication, as relevant products to Bank TTLs and sector experts. well as the exchange of ideas, and global collaboration. Phase II Knowledge Management (KM) Strategy: The Phase II Communications Strategy: The objectives aim of the KM Strategy is to promote the dissemination of of the communications strategy focus on raising the new knowledge and to facilitate technical discussion and visibility of the WPP among key audiences (clients, donors, policy debate on key topics supported by WPP activities. partners, industry leaders, and Bank staff) by providing In order to manage sound knowledge creation and relevant information in a timely manner. Special emphasis dissemination platforms, the WPP will build on the improved is placed on communicating the value of donor dollars internal collection and tracking of its own documentation to key audiences by highlighting the Program’s progress that was initiated under Phase I, to ensure the continuation and significant contribution to results on the ground. The of a strong institutional memory for WPP-funded work. WPP communications strategy is integrated with the Under Phase II the SharePoint site, created under Phase I broader Bank communications strategy for water to ensure for organizing all knowledge products and some Program consistency of messages. management documents, will be expanded to facilitate easy access by any Bank staff member from any global location. The communications strategy takes into consideration the new directions of Phase II and focuses efforts on key Similar to the procedures followed under Phase I, all public strategic topics such as climate change, integrated urban knowledge tools developed with WPP funding will be linked water management, and the water-energy nexus, among to the WPP website, and accessible through a searchable others. Based on a Strengths, Weaknesses, Opportunities database. Numbers of downloads of the products will be and Threats (SWOT) analysis, more efforts will be made tracked as part of results reporting for Phase II to identify to identify target audiences and better understand their the level of use and dissemination of Program publications. information needs and information barriers. Building on Publications and other activity outputs will also be provided messages developed and media channels used in Phase I, in hard copy to participants in workshops and other events the communications strategy will use new and/or improved that are part of the activity dissemination plans. communications channels. This includes an updated WPP website with updated information on WPP results on Facilitating Replication: Under Phase II, the WPP places strategic topics. The WPP site will hold a prominent place more emphasis on the transfer of analytical tools that have on the Bank’s website and will cross-link publications and been successful in more advanced developing countries to other WPP-specific news. In addition, the WPP plans a other Regions. A good example of such an approach is the series of feature stories with results, complemented by integrated urban water management (IUWM) activity on relevant links, video clips, slide-shows and other multimedia Regional best practices that was successfully piloted in the 12 | Strategic Action Plan 2012 - 2016 Latin America and Caribbean Region (LCR). The positive In addition, the Program will put IUWM approaches into results of this activity in LCR have also generated IUWM operation in pilot cities, develop analytical work targeted interest in the Europe and Central Asia Region (ECA) to decision makers, and share lessons across Regions to where the Bank team has drafted an integrated urban stimulate debate. water study for Baku, Azerbaijan. The study also spurred interest from the Bank’s Africa Region that is facing WPP management is actively identifying other opportunities some of the IUWM challenges that LCR began to address for cross-Regional fertilization of other approaches and years ago. In Africa, the WPP funded an analysis of the ideas. Part of the process for approving WPP activities challenges and opportunities for IUWM. The work included includes suggestions to Bank teams for discussing their an IUWM index of 31 sub-Saharan cities; a study on IUWM methodology with others who are undertaking similar knowledge, attitudes and practices in 28 countries; and an work in other Regions. In this way, the WPP fills a void assessment of potential opportunities and costs of IUWM in in information sharing between Regions that otherwise Kenya, Uganda, and Cameroon. Combined, these activities do not have the capacity to keep up to date with current showcase a strong demand for a comprehensive approach successes in other parts of the world. to water management in the Region. Through this support, the WPP has laid the foundation for mainstreaming IUWM Learning Mechanisms: The WPP plans to adopt more in World Bank projects. The dissemination of the lessons creative and cost-efficient approaches to share knowledge from pilot projects has sparked the interest of several cities, among Bank task teams in all Regions, as well as with including Nairobi and São Paulo, which are already planning external stakeholders. Audience-appropriate mechanisms to incorporate IUWM principles into projects with help from will be used to share this information, including web- the World Bank. Going forward, WPP and other donors will based social media and interactive tools; learning events, continue to help countries by harvesting more examples of workshops, and meetings; cooperation with learning best practices in integrated urban water management from missions organized by others; and South-South exchanges, around the world and documenting their economic benefits. as explained in Box 4. BOX 4. LEARNING MECHANISMS Web-based social media tools such as blogs and online communities for practitioners, interactive dashboards, Wiki, Twitter, and Facebook will be used to promote dialogue and the exchange of information among groups. Interactive web-based tools will make it easier to locate knowledge. Use of multimedia will provide options for different learning styles and variety in the presentation of information. This could potentially include (video) interviews of experts. Learning events, workshops and meetings will be designed around lessons learned on topics of interest. Sub- regional events will be promoted as a cost-effective mechanism for sharing successful methodologies and new technologies. One such workshop (held in October 2011) brought together clients and Bank staff in the South Asia Region to strengthen capacities to conduct impact evaluations for water-related investments. Cooperation with other global learning platforms or missions organized by other partners will help to identify forums or country missions where WPP knowledge could be shared and discussed. Promotion of “South-South� exchanges to allow developing countries to share information about addressing similar challenges and the effectiveness of the interventions. Strategic Action Plan 2012 - 2016 | 13 MEASURING SUCCESS AND IMPACT The activities funded by the WPP influence the success A FRESH RESULTS FRAMEWORK of ongoing Bank projects (downstream support) as well as future policy, strategy, and analytical work (upstream Along with this broader scope, the WPP will expand support) by introducing fresh ways of thinking about water monitoring of activities to track progress toward results. challenges. At the downstream end, WPP activities provide The WPP has defined a complete results framework for technical support at critical points of project preparation implementation under Phase II. At the Program level, and implementation that improve the design and quality results will be measured by aggregating the overall impact of the project. Upstream activities provide analysis and of WPP-funded activities toward the Program’s three research to inform policy dialogue; promote institutional objectives. Each one of these activities contributes to strengthening and the development of new instruments, poverty reduction, which is the main goal of the Bank. tools, and methods; and shape Bank and country strategies. The results framework is designed to capture two types of A broader Water Partnership Program allows the Bank results: to ensure that the planned expansion of work on food 1) WPP activity level security, urbanization, enhanced energy access, and climate 2) Supported World Bank project level change adaptation and mitigation takes into account solid hydrological analysis, incorporates uncertainty under different Level 1 results are those that stem directly from a WPP- climate futures, and analyzes inter-sectoral tradeoffs. The funded activity. Level 2 results are those that are achieved analysis carried out under WPP-funded activities will be indirectly through WPP support to or influence on Bank prioritized for informing actual investments so that the work operations. The final Phase II results framework is has a greater impact and more tangible results. presented in figure 2. 14 | Strategic Action Plan 2012 - 2016 FIGURE 2: WPP PHASE II RESULTS FRAMEWORK (PART 1 OF 2) Objective Poverty Reduction through Improved WRM and Service Delivery, and Climate-Resilient Green Growth Impact Climate-resilient green growth enabled through water-smart development Vulnerable populations provided with an enhanced quality of life Outcome WPP strategic funding Knowledge and operational tools created, disseminated and Plans & strategies designed and capacity enhanced for improved mobilization used WRM and service delivery Indicator (A) Strategic use of WPP (B) Events and training (C) Web-based outreach and use of (D) New plans & strategies (E) Capacity enhancement activity funds supported by WPP WPP publications promoted by WPP activities in client countries Sub- Target: Target: Target: Target: Target: Indicators 1) Percentage of the 30 1) Number of Partici- 4000 1.1) Downloads per document 300 1.1)  Number of non-wa- 10 1.1) Early Warning Systems 8 & Targets value of approved pants (#) after announcement (#) ter Policies/ Strategies (EWS) installed (#) WPP activities in that incorporate water (#) Africa (%) 2)  Percent of Partic- 70 1.2) Percent of downloads from 50 1.2) (Upon installation of EWS), 90% ipants that indicate developing countries (%) 1.2) Number of policies/ 40 relevant threat information is Yes 2) Percent of the val- 50 they are likely to strategies accounting for disseminated to stakeholders on ue of firm contracts apply knowledge in 2.1) Downloads per flagship 2000 competing water uses (#) a timely basis (Yes/No) (in programmatic their work (%) document after announcement window) adopt-ing (#) 2.1)  Number of Policies/ 30 2) Operational water users 20 QBS procurement 3.1) Number of agen- 200 Strategies endorsed by a associations created /strength- (%) cies/firms represent- 2.2) Percent of downloads from 50 client agency (#) ened (#) ed by Participants (#) developing countries (%) 3) Bank internal 10 2.2) Number of policy or 15 3) Government Agencies (#) 33 co-funding for WPP million 3.2)  Percent of Govt. 60 3) Percent of visitors of the 40 strategy investment plans with strenghtened capacity to activities ($) Agencies (%) WPP website that visit at least endorsed by clients (#) address: 2 pages (%) 4) External co-fund- 1 3.3)  Percent of 40 3)  Budget Allocated for 150 3.1) Climate change 5 ing for WPP activities million Private firms (%)� 4) Average quality assessment 4 out policy/strategy imple- million ($) scoring of WPP knowledge of 5 mentation ($) 3.2) Water Security 8 products by client country gov- ernments (and WET products 3.3) River Basin issues 20 scoring by Bank project teams) Strategic Action Plan 2012 - 2016 | 15 FIGURE 2: WPP PHASE II RESULTS FRAMEWORK (PART 2 OF 2) Objective Poverty Reduction through Improved WRM and Service Delivery,and Climate-Resilient Green Growth Impact Climate-resilient green growth enabled through water-smart development Vulnerable populations provided with an enhanced quality of life Outcome Downstream loans supported through improved design and implementation Vulnerability reduced via pro-poor and Water mainstreamed into other gender-sensitive interventions sectors Indicator (F) Amount of Bank lending (G) Physical and natural assets protected * (H) People benefiting from projects (I) Cross-sectoral mainstreaming influenced & additional funding supported by WPP activity of WRM leveraged through WPP activities Sub- Target: Target: Target: Target: 16 | Strategic Action Plan 2012 - 2016 Indicators 1)  Value of (WB) invest- 15 billion 1) Coastline and freshwater under biodi- 1200 1) Target Population in project area (#) 0.5 billion 1) Guidance Notes created includ- 5 & Targets ments supported ($) versity protection (km) ing an assessment on improve- 2.1) Actual beneficiaries from the 100 million ments required in Operational 2)  Total project value of 25 billion 2.1) Area brought under enhanced biodi- 1 million project (#): Policies for specific sectors (#) influenced investments versity protection (ha) in which the Bank is 2.2) WSS beneficiaries (#) 35 million 2) Guidance Notes for specific 4 involved ($) 2.2) Number of studies incorporating 7 sectors endorsed by respective ecosystem valuation (#) 2.3) Water users provided with 30 million Sector Board (#) 3)  Value of additional 500 new/improved irrigation & drainage investments (in which million 3) Water Storage capacity increase (m3) 12 billion services (#) 3) Agreement by Operational 2 WB is not involved) ($) Policy and Quality Department 4) Aquifer pumping reduction (m3 /yr) 20 million 2.4) Other WRM beneficiaries (#) 35 million (OPCSPQ) to move forward on 4) Number of projects 100 modernization of Operational Pol- designs improved 5) Areas provided with irrigation / drain- 2 million 2.5) For 2.1 to 2.4: Women (%) 50 (*) icies for mainstreaming of WRM through a WPP activity age services (ha) (# of sectors) (#) 2.6) For 2.1 to 2.4: Vulnerable (%) 35 6) Hydropower generated (MW) 3000� * Note on targets for output (G) in figure 2: Some sub-indicators are new World Bank core indicators which will be tracked in 2012 and beyond. For some indicators, it is quite likely that only a couple of Bank projects will be tracking them, and the WPP cannot guarantee that it will be requested to support these projects. Due to these uncertainties, the WPP proposes to evaluate these indicators and targets after two years. The following assumptions were made to determine the targets: 1) Estimate based on assumption of 4 Bank projects with 300km each 2) 2.1) WPP Phase I: 1 project, 0.5 million ha; estimate for WPP Phase II: 2 projects 3) Estimate of TWIWA hydro team: 2 large storage projects per year, average 3 billion m3 storage per project. 50% support by WPP Phase II. 4) WPP Phase I: 1 project, 10 MCM; estimate for Phase II: 2 projects 5) WPP Phase I: 2 projects, 0.43 million ha; estimate for Phase II: 8 projects. 6) 2002-2012: 800 MW/yr in WB projects, FY11-12 1,600 MW/yr. FY13-16 estimate: 1,500 MW/yr, of which 50% supported by WPP. (*) % female of total direct beneficiaries is a core sector indicator for Bank projects, which allows for detailed specification Objectives, Impacts, and Outcomes Indicators, Sub-indicators, and Targets: What We Measure The results framework demonstrates how the Program’s The second (bottom) portion of the framework (as seen in three objectives can be broken down into two main impacts: figure 2) incorporates many of the development priorities of the Program’s donors as well as some of the World 1) Vulnerable populations provided with an enhanced Bank’s current priorities. Each indicator feeds into one or quality of life; and more outcomes. Likewise, each of the nine indicators has 2) Climate-resilient green growth enabled through water- three or more sub-indicators that will be used to measure smart development. success in that area. Each sub-indicator has quantifiable targets that will be tracked and measured over the course The first impact represents the Program’s goal toward of Phase II. social and human development. The second impact represents the Program’s goal toward economic growth The indicators for the first two outcomes in the results coupled with sustainable development. These impacts form framework will capture the performance of the Program’s the foundation for a series of outcomes that the Program direct activities and outputs (i.e. funding, training, knowledge aims to achieve by the end of Phase II. Each of those production and dissemination, etc.). The targets for such outcomes feeds into one or both of the objectives. They indicators were determined according to the experience include: from Phase I, and in line with the recommendations of WPP donors and priority areas for Phase II of the Program. These 1) WPP strategic funding mobilization; are defined as level 1 indicators. 2) Knowledge and operational tools created, disseminated, and used; The indicators for the remaining four outcomes look at 3) Plans and strategies designed and capacity enhanced the indirect, long-term results and impacts of the WPP’s for improved WRM and service delivery; work. These are defined as level 2 indicators. 4) Downstream loans supported through improved designs and implementation; Target setting for these indicators is based on WPP Phase 5) Vulnerability reduced via pro-poor and gender-sensitive I experiences and the Program’s strategic goals for Phase interventions; and II, but also mirrors Bank priorities, as well as the specific 6) Water mainstreamed into other sectors. outcomes/impacts that are pursued by each Bank project Strategic Action Plan 2012 - 2016 | 17 seeking WPP support. The benchmark used to define The database is designed according to the conventional realistic targets was a July 2012 water portfolio review normalization principles of Entity-Relations Databases, which of Bank projects approved during FY11. Furthermore, a will maximize data standardization for better reporting and selective cross-check on relevant indicators was conducted efficiency in database maintenance. The database set-up on the entire portfolio of World Bank lending projects active will include standard forms for easy and error-free data entry, as of July 2012 (2,005 bank projects). and pre-designed queries to run the most commonly needed reports. As the database is in its initial development stage, The target formulation reflects the expected quality and there will be a physiological phase of iterative testing and fine- consistency of reporting by Bank project teams on relevant tuning, and the proposed structure will allow for some later indicators. Recently, in an effort to improve its monitoring adjustments to match the information needs of the team. and accountability for results, the World Bank has introduced a series of Core Sector Indicators (CSI), some of The database and the larger monitoring and evaluation which are required for the water and water-related sectors. strategy of the Program will be instrumental in helping The adoption of these standardized CSIs in project results TTLs to identify concrete and measurable indicators, and frameworks was introduced progressively and is now will ultimately provide further incentives for results-driven mandatory for Bank operations to increase the consistency project design, in line with donors’ expectations. of reporting and to allow for better accountability of results at the corporate level. Information on WPP activities (level 1) will be tracked quarterly by the WPP team, the majority of data coming MONITORING AND EVALUATION from grant proposal documents. For supported projects (level 2), the database will record relevant outcomes and Under Phase II, the WPP team will monitor and evaluate outputs biannually, leveraging on the World Bank’s reporting progress toward targets for each sub-indicator. This will be systems. Level 2 data will be consistently mapped to each tracked through a newly designed database that captures and every WPP activity, so that indirect influence can be information that is retrieved at level 1 (WPP activities) and captured and the relevance of WPP activities to program level 2 (Bank projects influenced by WPP activities) in a objectives can be analyzed. standardized and systematic way. These two levels of reporting have different degrees of data availability, funding size, and implementation time. Therefore, the monitoring process will be kept separate but a relational database design will allow the team to aggregate reporting and querying across various dimensions (sub-sector, country, focal area of intervention, main outcomes, etc.). While logically separate, the two levels will be consistently linked by mapping all level 2 projects to a specific level 1 WPP activity. 18 | Strategic Action Plan 2012 - 2016 ANNEX I: PHASE II STRUCTURE AND ADMINISTRATION The development objectives of the Water Partnership The Regional Windows - The six Regional Windows are Program are aligned with the Bank’s Regional priorities and governed by the Regional water units. Their respective are based on the principles of the World Bank Business WSB members are responsible for ensuring the submission Strategy for Water Supply and Sanitation as well as the of work plans, as well as the implementation, administration, Water Resources Sector Strategy (both approved in monitoring, and quality assurance of all activities. 2003). The Program’s focus is anchored on the principles of the recent Development and Climate Change strategic The Global Programs / Water Anchor Window (GP/WA)- framework, which advocates for helping the most vulnerable This window is implemented by the Water Anchor. The countries and the poor increase their resilience to climate Sector Manager is accountable for its implementation. risks and enhance the development effectiveness of World Bank operations by screening for climate risk in The Programmatic Window - The Programmatic Window hydropower and other major water infrastructure.8 The WPP is managed by the Water Anchor and includes three is also aligned with the 2010 Mid-Cycle Implementation components. Progress Review (MCIPR) of the Water Sector Strategy, which emphasizes a water development agenda that is well • Component 1: Water in Other Sectors - addresses integrated with energy, urbanization, climate, agriculture, water-related challenges in the urban, environment, land use, and overall economic development.9 energy, agriculture, and disaster risk sectors. • Component 2: New Global Initiatives - promotes Activities financed by the WPP are also linked to at least solutions and new tools related to disaster risk one of the five lines of action/themes identified in the management, remote sensing, cold weather sanitation, Water Resources Sector Strategy: and results-based financing; • Component 3: Strategic Support in Geographic • Water Resources Management (WRM); Priority Areas - addresses cross-cutting challenges • Water Supply and Sanitation (WSS); within the WSS and WRM sub-sectors. • Agricultural Water Management (AWM); • Water for Energy; and The Water Expert Team (WET) Window - Under this • Environmental Services. window, the WET provides on-demand, just-in-time technical support to operational Bank teams. The WET STRUCTURE AND GOVERNANCE became operational in January 2011, through the consolidation of the three former Expert Support Teams— The WPP is administered by the World Bank, with the Groundwater Management Advisory Team (GW-MATE); oversight provided by the Water Sector Board (WSB). It the Sanitation, Hygiene and Wastewater Support Service is coordinated by a Program Management Team based (SWAT) team; and the Hydrology Expert Facility (HEF). in the Water Anchor Unit of the Transport, Water, and ICT Department (TWIWA). Under Phase II, activities are The Program Management Window – This window coordinated through 10 Windows, encompassing: six finances program administration and management, (geographical) Regional Windows, a Global Programs/ including dissemination, outreach, and donor coordination. Water Anchor Window, a Programmatic window, a Water A maximum of 9 percent of all WPP funds can be used Expert Team (WET) window, and a Program Management for these activities. The WPP also limits Bank staff Window (see figure 1, page 6). costs (salary, benefits, indirect costs, and travel costs) 8. The Development and Climate Change Strategic Framework is available at: http://siteresources.worldbank.org/EXTCC/Resources/407863-1219339233881/ DCCSFTechnicalReport.pdf 9. The MCIPR is available at: http://siteresources.worldbank.org/NEWS/Resources/sustainingwater.pdf Strategic Action Plan 2012 - 2016 | 19 to 15 percent of the total grant amount. Approximately Proposal are evaluated based on their efficiency, 45 percent of this 15 percent staff cost allocation is to additionality, aid effectiveness and harmonization, as be used by the Program Management Window, while well as by how well they address issues highlighted the remainder is to be allocated to the nine operational in Bank strategies, how they enhance the impact of Windows and the WPP Review Panel,10 to ensure the high Bank operations, and their potential value for money. To quality of WPP-financed activities. determine value for money, the reviewers also look at the capacity of the proposed activity to fulfill the program’s WPP SYSTEMS AND PROCEDURES results targets. At the start of Phase II the Program each Region/Window Since the GFR system feeds activity data into the Bank’s submits their proposed strategic work plan, describing business management system, the Program Management priority thematic areas and how WPP funding would Team can monitor progress at the activity, at the window, address and support key challenges.11 The strategic and at the program level. The team prepares bi-monthly work plans provide the framework under which individual internal financial reports for the Sector Manager of the activities are formulated and submitted to the WPP for Water Anchor, and comprehensive annual progress reports approval. Proposals are submitted by task team leaders for donors. At the completion of individual activities, the (TTLs) through the Bank’s Web-based Grant Funding Program Management Team requests a completion report Request (GFR) system. Individual proposals are reviewed and formal closure follows. by the WPP Review Panel and the Program Management Team. All activities must be cleared by the TTL’s Sector Manager, Regional Window Manager, and the WPP Program Manager. 10. The WPP Review Panel consists of a roster of water specialists (Bank staff and consultants with different technical expertise) who are called to assist the WPP Management Team in the review of individual proposals. 11. The work plans were endorsed by the Water Sector Board. Each Region appointed a Window Manager, responsible for monitoring the implementation of their respective work plan. 20 | Strategic Action Plan 2012 - 2016 http://water.worldbank.org/wpp