ACCWaM Management Report Vol. 3

Regional Technical Cooperation Programme Adaptation to Climate Change in the Water Sector in the MENA Region (ACCWaM) ACCWaM Management Report Vol. 3 Strategic Planning Workshop 5 7 May 2012, Cairo

Published by: Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Registered offices Bonn and Eschborn, Germany T +49 228 44 60-0 (Bonn) T +49 61 96 79-0 (Eschborn) Friedrich-Ebert-Allee 40 53113 Bonn, Germany T +49 228 44 60-0 F +49 228 44 60-17 66 Dag-Hammarskjöld-Weg 1-5 65760 Eschborn, Germany T +49 61 96 79-0 F +49 61 96 79-11 15 E info@giz.de I www.giz.de Author/Responsible/Editor etc.: Ellen Gerdes, Combi-Nations, Nordstemmen Layout etc.: (optional) Irena Irmler Photo credits ACCWaM Printed and distributed by: League of Arab States Regional Technical Cooperation Programme Adaptation to Climate Change in the Water Sector in the MENA Region, ACCWaM Cairo, May 2012

Adaptation to Climate Change in the Water Sector in the MENA Region (ACCWaM) Project Management Report Vol. 3 as of 10.05.2012 Prepared by Ellen Gerdes, Combi-Nations, Nordstemmen May 2012 ACCWaM Management Report Vol.3 Page 3

Contents Abbreviations... 5 Annexes... 5 1. Preliminary Remarks... 6 2. Operational Planning Workshop... 6 2.1 Day 1: Preparatory Session... 7 2.2 Day 2: Strategic Planning Workshop... 7 2.3 Day 3: Monday 7 May Innovative Subprojects... 8 3. ACCWaM s Result-based Monitoring System... 9 3.1 Why do we need a monitoring system?... 9 3.2 Steps how ACCWaM will elaborate and implement this system... 9 3.2.1 What is already available?... 9 3.2.2 What needs to be done next?... 9 3.2.3 How to do it in detail?... 10 3.2.4 Using the monitoring results... 11 4. Additional Management Recommendations... 12 4.1 Scaling up concept... 12 4.2 Capacity development strategy... 12 Commissioned by the regional cooperation programme Adaptation to Climate Change in the Water Sector in the MENA Region (ACCWaM). This document was reviewed by ACCWaM. Ideas expressed by the author(s) and compiled in this report do not necessarily represent the official opinion of ACCWaM or parties involved in it. ACCWaM Management Report Vol.3 Page 4

Abbreviations ACSAD AMWC AP CCA CP CW ESCWA GIZ IF I I Ph LAS M MENA OP P&S PPM RS TCM TMRS T&M Annexes 1. Project Planning Matrix 2. Workshop Agenda 3. List of Participants 4. CW-Tool Up-Scaling 5. Steering Model 6. Result Model 7. Operational Planning Arab Center for the Study of Arid Zones and Dry Lands Arab Ministerial Water Council Action Plan Climate Change Adaptation Climate Proofing Capacity WORKS Economic and Social Commission for Western Asia Gemeinschaft für Internationale Zusammenarbeit GmbH Institutional Framework, second field of intervention Development Objective Indicator of Phase I League of Arab States Milestone Middle East North Africa Operational Planning Policy and Strategy, first field of intervention Project Planning Matrix Regional Strategy Technical Committee Meeting Technologies and Resource Management Systems, fourth field of intervention Tools and Methodology, third field of intervention Dr Wael Seif and Dr Abdullah Droubi ACCWaM Management Report Vol.3 Page 5

1. Preliminary Remarks The regional program Adaptation to Climate Change in the Water Sector in MENA Region was initiated in August 2011. In May 2012 (04 th - 07 th ) Ellen Gerdes, consultant for organizational development and project management, was contracted to facilitate the operational planning workshop (5 th 07 th May) and to support on managerial issues. In previous assignments the consultant supported the team in: November 2011: Elaboration of the Steering Model and the Strategic Fields of Intervention (workshop with counterparts from LAS, ESCWA and ACSAD); see management report vol. 1 March 2012: Elaboration of first drafts of the Result Model and the Operational Planning as well as advising on the first steps for the development of a Result-based Monitoring System (GIZ team only) Subsequent to these assignments, the consultant was invited to facilitate the workshop for the Operational Planning and to advice on further elaboration of the Result-based Monitoring System. Both topics are issues in this report. 2. Operational Planning Workshop The ACCWaM Operational Planning is based on the strategic fields of intervention (defined with the partners in November 2012) the result model (based on the indicators for the overall program as well as the indicators for the current phase) the draft operational planning The workshop was carried during three days in different configurations: Dr Matthias Bartels ACCWaM Management Report Vol.3 Page 6

2.1 Day 1: Preparatory Session Saturday, 5 th May. Participants : ACSAD, ESCWA, GIZ Objectives of day 1: Joint understanding of the Result Model Elaboration of the Operational Planning, part ACSAD and ESCWA Process and achievements: The result model describes the situation of the respective sector in the future, after successful implementation of this and other projects. The model furthermore shows the linkages to the overall development objective and the areas the project will hopefully contribute to. The discussion laid the basis for a joint perception of the projects objectives and results to achieve in the course of the project. Subsequent to this exercise the group discussed each work package of the draft plan of operation. Each package and the planned activities were brought into relation to the respective results in the result model. This process ensured that the planning meets the needs of the sector. 2.2 Day 2: Strategic Planning Workshop Sunday, 6 th May. Participants: LAS, ACSAD, ESCWA, National Water Ministries of Egypt, Jordan and Lebanon, GIZ Objectives of day 2: Joint understanding of Result Model Elaboration of Operational Planning Discussion of the programs indicators Process and achievements: This workshop day took place in LAS. The fruitful discussions led to a joint understanding of the aspired results among all involved partners. Furthermore the plan of operation was finalized in the strategic fields of intervention 1. Policy and strategy, 2. Institutional framework, and 3. Tools and methodology. The strategic field of intervention 4 Technologies and resource management systems was elaborated on the 3 rd day. In the last session of this day the indicators for the overall project as well as for the current phase I were discussed and agreed on regarding the general understanding and the means of verification. ACCWaM Management Report Vol.3 Page 7

2.3 Day 3: Monday 7 May Innovative Subprojects Participants: National Ministries, ACSAD, GIZ Objectives of day 3: Elaboration of operational planning for innovative subprojects Elaboration of a draft result oriented for innovative subprojects Process and achievements: The national water ministries presented their proposals and each possible innovation project was discussed in detail. Detailed project proposals will be delivered on 17 May. Furthermore the general conditions, the roles and responsibilities and the implementation process were agreed on: GIZ CONTRIBUTION Money contribution: GIZ finances innovation projects (USD 150 000 each) - Finances ACSAD s technical advice - GIZ expert team, LTE - Advocating for funding - Personal support from GIZ national staff PROCEDURES 1. Ministry drafts proposal 2. Discussion with ACSAD Result: Final proposal 3. Financial feasibility check with GIZ Result: Official feedback to ACSAD 4. Approval Result: Detailed implementation agreement between GIZ and national ministry Egypt: TBA Jordan: 1. Energy-farming to relieve the aquifer; 2. Groundwater recharge structures Lebanon: artificial aquifer recharge ACCWaM Management Report Vol.3 Page 8

3. ACCWaM s Result-based Monitoring System 3.1 Why do we need a monitoring system? Results-based monitoring provides the information that contract management and project steering need in order to keep the project in the target range. An adequate monitoring system makes a continuous indication available of whether the chosen path promises to be successful (are we doing the things right?) the strategy should be adjusted or defined (are we doing the right things?) the objectives need to be re-examined (is the objective achievable?) the project contributes to the overall development objective (is the project relevant?) A sound monitoring system observes the levels: Focus I: Results of the program (indicators according to BMZ-offer) Focus II: Indicators according to the result matrix (process indicators and milestones) Focus III: Risks and assumptions (in respect to overall project objective and regarding the agreed planned change process) Focus IV: Contribution of the project to achieve the overall development goals Based on the result model and the strategic & operational planning a tailor-made result-based monitoring system has to be developed in cooperation with the key partners. 3.2 Steps how ACCWaM will elaborate and implement this system 3.2.1 What is already available? Subsequent to the workshop the consultant proposed a matrix for a system including the chapters overall project contribution to the indirect result separate matrices for LAS, ACSAD, ESCWA, and the national water ministries The matrix was filled in with the indicators from the BMZ-offer as well as indicators which were identified in March during the preparatory discussions for the operational planning. During the Mayworkshop the operationalization of the indicators for the overall project as well as the indicators for the current phase has been discussed in the cooperation system. In a brainstorming session the means of verification were identified. ACCWaM Management Report Vol.3 Page 9

3.2.2 What needs to be done next? The operational steering of the program takes place via the plan of operation (PoO) and the monitoring system. The PoO includes detailed information regarding activities, outputs, timelines, milestones and inputs. This plan is a living document and will be regularly refined and adjusted. In addition to this steering instrument, and in order to avoid duplications, the monitoring system needs to focus on key issues derived from offer to BMZ, the result model and the plan of operation. For this the key indicators for the change process and the major risks need to be identified. The GIZ-advisors will elaborate this in close coordination with the partners until June 2012. 3.2.3 How to do it in detail? In the process of elaborating the system the following aspects are relevant: Clarifying interests and expectations Who needs which information for steering, accountability or other purposes? How should and how can monitoring results be incorporated into the political dialogue and other contexts? Which financial and human resources are available for monitoring? Which contributions can the partners make? Dr. Matthias Bartels,Dr. Djamal Eddine Djaballah and Dr. Wael Seif Selection of areas to be monitored Which result hypotheses are especially important for achieving objectives? Which change steps can only be achieved by converging processes? Which parts of the result model is particularly weak? For which result hypotheses is insufficient /unreliable experience available? Which change steps are negatively influenced by external factors (risks)? Which negative secondary results are to be expected? Development of indicators Monitoring is based on agreed indicators. The following questions are useful when formulating indicators: What change is intended? Who is this change meant to affect? To what extent should change take place? Which qualitative aspects of the change should be borne in mind? By when and, if appropriate, where should the change occur? ACCWaM Management Report Vol.3 Page 10

We could further differentiate: Result of output: Who does what differently because the output is available? What changes exactly? Result of use of output: What do the users do differently if they integrate the use of the project output sustainably into their (professional) routines? What exactly do they do? Which change do we expect as a result? Which unplanned secondary results may occur? Risks: Which external risks influence the results? Where do they occur? What causes them? What can the project team do to contain them or reduce their impact? Key questions to operationalize indicators What exactly does the indicator measure? Which data are required to measure the indicator? Who has information on this indicator? Who has information on the initial value? How reliable is the information? If no secondary information of sufficient quality is available: Which methods should be used for collecting data? Dr Carol Chouchani Cherfane and Who is responsible for collecting, evaluating and Ms Antoinette Ghattas analysing the data, for reporting, the information flow and discussion within the team? When and how often are data to be collected, evaluated and analysed? How and when are findings presented and put to further use? Key questions for data collection Which data are required for the indicators? How precise, reliable and representative should the information be? How much time, and what human and financial resources are available for data collection? Where is information already available that can be utilized? How often is data to be collected? Should in-house or external staff be deployed? 3.2.4 Using the monitoring results The benefit of the monitoring system is reaped only once the findings are actually utilized. The crucial point is whether the project succeeds in creating a climate of trust within the team and laying the foundations for constructive dialogue. This will be the basis for using information from the monitoring system to steer the development measure and to meet accountability obligations to clients, steering bodies, other donors and the public. To implement the monitoring system, the partners have to agree on, how and when the monitoring results will be discussed in the cooperation system and how the respective decisions regarding strategic and operational steering of the project will be taken. ACCWaM Management Report Vol.3 Page 11

4. Additional Management Recommendations 4.1 Scaling up concept Crucial for the quality of the innovation projects is the potential for scaling up. This needs to be carefully prepared. The attached tool (Capacity WORKS tool box No 5.2) might be use full for the development of the scaling up-concept. Furthermore UNEP expressed its interest to cooperate in this matter. Details for possible synergies and modes of cooperation still need to be agreed. 4.2 Capacity development strategy The sustainability of the project result depends largely on the capacities of the implementing partners. Therefore it is strongly recommended to agree on learning indicators and to develop individual capacity development strategies for the involved stakeholders in order to achieve sustainable results. ACCWaM Management Report Vol.3 Page 12

Annex 1: Project Planning Matrix (PPM) Project title: Adaptation to climate change in the water sector in the MENA-Region - ACCWaM Country: MENA-Region Project number: 2010.2009.8 Estimated duration: Phase I: 08/2011 07/2014 Phase II: 08/2014 07/2017 Date of PPM: 09.05.2012 Indirect result: Water resource management becomes more climate resilient (contribution to water security) Development objectives: The capacities of regional and national water sector institutions to develop and implement strategies for adaptation to climate change are improved. Phase I: The phase objective is identical to the overall objective. Indicators: 1. In the framework of the regional cooperation mechanisms scenarios for action in relation to climate change are discussed and are taken up in recommendations for decisions. (RICCAR compiles three scenarios for action. At least six measures for CCA per year are presented to the AMWC for adoption.) 2. The staff of water ministries/water resource management authorities utilise in water framework planning processes the climate knowledge center (information, processes, tools) built by ESCWA/RICCAR in the course of the project with regard to climate impacts. (at least 15 water ministries are registered as users of the climate knowledge center, the website is accessed 2000 times per year) 3. Stakeholders (ministries, water resource authorities, NGOs) involved in implementing the adaptation innovations take the view that ACSAD is competent in planning, coordinating and providing advice on the impacts of climate change upon water resources. (80 % are satisfied) 4. National strategies, plans and projects in the water sectors are adapted to regional climate change scenarios. (80 % of new documents take climate change into account). 5. Women actively communicate their requirements to the definition and implementation of pilot measures. (participation in 100 % of adaptation innovations) Indicators: 1. AMWC has adopted at least three new climate change adaptation measures in line with the Arab Water Strategy. 2. As a regional knowledge broker ESCWA supports the formulation of climate scenarios and the elaboration of national adaptation strategies. (after establishment of the climate knowledge center: 100 users registered, the website is accessed 1000 times per year) 3. ACSAD proactively performs its function in designing and implementing adaptation innovations (assessments by the participating stakeholders in the pilot countries: 80% are satisfied). 4. At least three adaptation innovations have been developed and agreed upon with the stakeholders involved at national or local level on the basis of agreed criteria (up-scaling potential, relevance, reduction of impacts on water resources, ). Strategic fields of intervention and work packages phase I: Innovation and capacity development for Climate Change Adaptation (CCA) in the realm of... 1. Policy and strategy 1.1 Action Plan (AP) for Regional Strategy (RS) 1.2 Mainstreaming of CCA in regional and national policies and strategies 1.3 Climate Proofing (CP) for water investments 1.4 Access to finance for CCA 1.5 Regional Representation in international/global dialogue 1.6 Regional consultation on policy-relevant CCA topics 1.7 Dissemination of CCA topics on regional and international level 2. Institutional framework 2.1 Conductive framework for inclusive participation and responsibility sharing; e.g.: decentralized decision structures (subsidiarity), decentralized service structure, empowered and institutionalized multi-stakeholder user groups 3. Tools and methodology 4. Technologies and resource management systems 3.1 Downscaling of regional climate models 3.2 Impact assessment on water resources 3.3 Socioeconomic vulnerability 3.4 Integrated mapping system 3.5 Climate change knowledge hub 3.6 Climate Proofing for water investments (see 1.3) 3.7 Manual for sustainable CCA 3.8 Application and dissemination of manual 4.1 Identification of innovation opportunities 4.2 Egypt: Adapation innovation (tba) 4.3 Jordan: Adaptation innovation (ground water recharge) 4.4 Lebanon: Adaptation innovation (integrated watershed management) 4.5 Upscaling CCA innovations to regional level 4.6 Dissemination:Conference on CCA innovations 4.7 Awareness and communication campaigns ACCWaM Management Report Vol.3 Page 13

Annex 2: Agenda of Strategic Planning Workshop LAS/ACSAD/ESCWA/GIZ 1 Adaptation to Climate Change in the Water Sector in the MENA Region 5-7 May 2012 Cairo, Egypt Day 1: Saturday 5 May - Preparatory Session Location: Flamenco Hotel Objectives of Day 1 Joint understanding of result model Elaboration of operational planning part ACSAD and ESCWA Elaboration of a draft result oriented monitoring system 08:30 09:00 09:30 10:45 11:00 12:30 12:30 13:30 14:45 15:00 16:30 17:00 Registration Welcome (Dr. Matthias Bartels) Current state of the project (Project Team) Input (Ellen Gerdes) GIZ result model, result oriented monitoring system and link to operational planning: 1 st Session Result Model (Dr. M. Bartels, Dr. G. Lichtenthaeler, Dr. A. Droubi) Presentation and discussion of the 1 st draft 2 nd Session Operational Planning Presentation and discussion of the 1 st draft Further elaboration with focus on ACSAD & ESCWA Lunch 3 rd Session: Result-oriented Monitoring System: Presentation of the 1 st draft Identification of process indicators, milestones and means of verification with regard to operational planning 4 th Session TBA Preparation of Day 2 Distribution of roles in next day s sessions Preparation of 2 nd drafts according to today s results Transportation of equipment to LAS and set up of venue Participants: ACSAD ESCWA GIZ Organizing Committee 1 Facilitation: Ellen Gerdes, Combi-Nations, Germany ACCWaM Management Report Vol.3 Page 14

Day 2: Sunday 6 May - Strategic Planning Workshop Location: League of Arab States, Headquarters Objectives of Day 2 Joint understanding of result model Agreement regarding the results of day 1 and elaboration of operational planning part LAS and national level Elaboration of a draft result oriented monitoring system part LAS 08:15 09:00 09:30 11:15 11:30 13:00 13:00 14:00 15:15 15:30 17:00 Bus to LAS Headquarters. Meeting Point: Lobby Flamenco Hotel Opening & Welcome: Dr. Djaballah Djamel Eddine & Dr. Matthias Bartels Project presentation Current status: Dr. Matthias Bartels Short repetition of input GIZ result model, result oriented monitoring system and link to operational planning : Ellen Gerdes 1 st Session Result model Presentation and discussion 2 nd Session Operational Planning Presentation of results of Day 1 Further elaboration with focus on LAS and national level Lunch 3 rd Session Result oriented monitoring system Presentation of 2 nd Draft version Identification of process indicators, milestones and means of verification with regard to Operational Planning 4 th Session TBA Participants: LAS ACSAD ESCWA National Water Ministries of Egypt, Jordan and Lebanon GIZ Day 3: Monday 7 May CCA Innovation Projects Location: Flamenco Hotel Objectives of Day 3 Elaboration of operational planning; detailed planning for the national ministries Elaboration of a result oriented monitoring system for CCA innovation projects 09:00 09:15 13:00 13:00 14:00 16:00 Short reflection on results of day 2 1 st and 2 nd Session Operational Planning Elaboration of innovative subprojects on national level (parallel working groups) Lunch 3 rd and 4 th Session Result oriented monitoring system Identification of process indicators, milestones and means of verification with regard to Operational Planning Participants : National Ministries, ACSAD, GIZ ACCWaM Management Report Vol.3 Page 15

Annex 3 ACCWaM Management Report Vol.3 Page 16

Annex 4: Tentative participants list Country Organisation Name Position Contacts Attenda nce 1 Dr Djamel-Eddine Djaballah Minister Plenipotentiary League of Arab States 0 100 6049566 djamel.djaballah@las.int 06/05 2 League of Arab States (LAS) Mrs Shahira Wahbi 3 Mrs Inas Abd El Azim Chief Multi Relations Section League of Arab States Technical Secretariat League of Arab States 0100 66 88105 envsusdev.dept@las.int 0 106 7679717 envsusdev.dept@las.int 06/05 4 Ms Yasmin Teima Technical Secretariat League of Arab States 0 100 6049566 envsusdev.dept@las.int 06/05 5 Dr Matthias Bartels Programer cordnater 0122 016 6655 Matthias.Bartels@giz.de 05-07/05 Egypt 6 Dr Gerhard Lichtenthaeler Advicer 0120 227 7811 Gerhard.Lichtenthaeler@giz.de 05-07/05 7 Dr Abdullah Droubi Regional Advisor GIZ 8 Mrs Maha Ezz Administrative Professional Finance and Office Management Syria: +963932393339 Cairo: 01289567973 droubi@scs-net.org 05-07/05 012 2221 2100 Maha.Ezz@giz.de 05-07/05 9 Dr Holger Hoff Senior Research Fellow Stockholm Environment Institute (SEI) 0049 (0) 331 2882541 holger.hoff@sei.se 05-07/05 10 Ms Irena Irmler Intern 012 055 24498 irena.irmler@giz.de 05-07/05

11 Mrs Ellen Gerdes GIZ Consultant Combi Nations : 0106 45 26 667 egerdes@combi-nations.de 05-07/05 12 Dr Guy Jobbins Consultant, IDRC 0100 39 17 027 guy@tayridge.com 05-07/05 13 Dr Ariane Borgstedt 14 Eng. Ernst Doering 15 Ministry of Water Resources and Irrigation (MWRI) 16 Dr Tarek Kotb Dr Mohamed Abdel-Motaleb 17 Eng. Hesham El-Shazely 18 Jordan GIZ Ms Nour Habjoka 19 Ministry of Water and Irrigation (MWI) Eng. Maysoon E. Zoubi 20 Eng. Ali Subah Programme coordinator Water Management Reform Programme Ministry of Water Resources and Irrigation Programmer coordinator Water and Wastewater Management Programme Holding Company for Water and Wastewater Deputy MinisterSenior UndersecretaryMinistry of Water Resources and Irrigation Head of Planning Sector Ministry of Water Resources and Irrigation Senior Water Resources Management Engineer Water Resources Management Reform Program Ministry of Water Resources and Irrigation Senior Technical Advisor German-Jordanian Programme "Management of Water Resources" Secretary General Ministry of Water and Irrigation Secretary General Assistant Ministry of Water and Irrigation 0122 32 53 132 ariane.borgstedt@giz.de 06/05 0128 154 4417 ernst.doering@giz.de canceled 0100 57 77531 motaleb@mwri.gov.eg canceled 012 22 45 0179 canceled 01223805833 h_elshazely@hotmail.com 06-07/05 00962-65659206 nour.habjoka@giz.de 06-07/05 00962 6 5652286 maysoon_zoubi@mwi.gov.jo canceled 00962 7 77295902 ali_subah@mwi.gov.jo 06-07/05 ACCWaM Management Report Vol.3 Page 18

21 Lebanon ESCWA Ms Roula Majdalani 22 23 Ministry of Energy and Water (MEW) Dr Carol Chouchani Cherfane Dr Fadi Comair 24 Ms Mona Fakih Ms Antoinette Ghattas 25 Syria ACSAD Dr Wael Seif Director, Sustainable Development and Productivity Division, ESCWA Chief Water Resources Section Sustainable Development and Productivity Division, ESCWA Director General of Hydraulic and Electric Resource, Ministry of Energy and Water Director of Water Ministry of Energy and Water Engineer- Architect Urban Planner Head of Ground Water & Geology Service Director, Water Resources Department, ACSAD 00961-1-978502 majdalani@un.org canceled 00961-1-978-518 chouchanicherfane@un.org 05-06/05 00961 3 067887 comairfadi@hotmail.com; gdher@terra.net.lb 00961 3 763936 monafakih@hotmail.com canceled 00961 3 673731 antoinettega@hotmail.com 00963-11-5743087 wael.seif@gmail.com 05-07/05 26 Bahrain UNEP Dr Fouad Abousamra Regional Coordinator Ecosystem Management UNEP ROWA 00973 17 812783 fouad.abousamra@unep.org 06/05 ACCWaM Management Report Vol.3 Page 19

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