Better decisions impacting water

Valuing Water in Tanzania

Valuing Water in Tanzania (Re)assessing the Contribution of Water to the National Economy Objectives of the study: To conduct a study that focuses on the monetary value of water in a limited number of economic sectors To identify whether improvements could be made to the cost and benefit sharing structures To spark a multi-stakeholder conversation around the need to revalue water.

VWI Gender Journey

This presentation provides information about the VWI Gender Journey. The vision of the 2024 VWI Gender Journey is to explore how gender-oriented values shape outcomes of decision-making related to water in its multiple dimensions. Why a gender journey? ● Making Every Drop Count clearly identifies youth, women and indigenous as groups that need to be more included in decision-making on water. ● RECOMMENDATION–Commit to gender equality and social inclusion in water resource management and raise the profile of these important issues in all relevant fora. ● During the VWI survey, gender equality was identified as a governance-focused value linked to social justice (instead of efficacy). ● To avoid reducing the complexity of a gender analysis into a social inclusion category – where the gendered impacts on women, men and LGBTQ+ can be better understood, including in their intersectional aspect.

Eswatini Youth in Water Initiative

The Eswatini Youth in Water Initiative ACE (Awareness, Capacity Building, and Education) program aims to accelerate integrated water resource management through capacity building and skills development for increased youth participation in water governance. Considering the critical role of water in various aspects of life, engaging youth in water projects is essential for addressing water challenges and ensuring long-term water security in Eswatini. The program seeks to strengthen the Youth in Water Initiative by enhancing coordination, building youth capacity in integrated water resources management and climate-smart technologies, empowering youth to advocate for policy reforms, equipping youth with resource mobilization techniques, creating awareness, and conducting public outreach activities. The goal is to maximize youth engagement, innovation, and active citizenship in the water sector to contribute to sustainable development and resilience.

VWI Evaluation 2024

In 2023, Technopolis BV was commissioned by the Netherlands Enterprise Agency (RVO) to deliver an impact and process evaluation of the Valuing Water Initiative, in order to offer insights into the relevance, effectiveness, and coherence of VWI during the period of 2019-2023 in consideration of its defined objectives, and to identify lessons to be learned and offer recommendations for VWI 2.0.

Global Water Assessment

This report is a first-of-its-kind comprehensive scientific review and analysis of the perilous global water landscape – focusing specifically on how key industry practices are critically affecting global freshwater resources. Through an extensive literature review, the report also identifies the multiple chronic and systemic risks to surface and groundwater resources. It also explores what the private sector (both companies and the investors that own them) can do to strengthen water stewardship globally.

Corporate Expectations for Valuing Water

With input from the Valuing Water Finance Task Force and Investor Working Group and a range of NGO and scientific stakeholders, Ceres has developed a set of six expectations for investors to deploy in their engagement with investee companies on valuing water. The expectations are underpinned by the following vision statement: Companies will recognize fresh water as the world’s most precious natural resource, essential to whole industries and all communities and ecosystems. By sustainably managing water use, eliminating point and nonpoint pollution, taking collective action, adopting good governance practices, and supporting the human right to water, companies will achieve sustainable water management.

Finance Water Action Pathway

In December 2022, CDP, the Organisation for Economic Cooperation and Development (OECD) and the Water Footprint Network (WFN) kicked-off a project, funded by the Dutch Government, dedicated to Catalyzing the Water Action Agenda for Finance, with the following goal: To align trillions in financial flows with the achievement of a water secure world. Leveraging expertise in the fields of environmental disclosure, financial regulation and governance, water footprinting and water security as well as their extensive networks, the Partners have developed a first-of-its-kind Finance Water Action Pathway.

Narratives of Change from Field Level Leadership in SAS, Beira, Mozambique

This report presents the finding of a qualitative assessment of the Field-Level Leadership, a capacity building programme developed by the Centre of Excellence for Change and the World Bank, that was implemented in support of the staff of the Beira Sanitation Autonomous Service in Mozambique. SASB is a public municipal authority which develops, manages, and maintains sanitation and drainage infrastructure in the city. The report collects anecdotes that emerged from some interviews that were conducted with SASB staff as well as with the population with the purpose to identify the main changes that were generated through the FLL. It comes in combination with a video which visually presents the main findings of this assessment.

Field Level Leadership (FLL) programme in Beira Municipality

The Beira Autonomous Sanitation Unit (SASB) has at present a total of about 200 staff and is responsible for provision of urban drainage and sanitation services in the area under the jurisdiction of Beira municipality, which has the highest concentration of population in the central region of Mozambique. SASB is a unit of the Beira Municipality endowed with administrative and financial autonomy. Issues underlying the poor performance of municipal services in Mozambique are complex and multidimensional. However, there is growing recognition that practical measures are necessary on top of managerial changes.