Search Results for: "International Water Management Institute"
UK Aid Match II - 2016-2020 is the next phase of DFID’s UK Aid Match scheme and has a budget of up to £157 million. UK Aid Match is DFID’s fund to increase UK public engagement in international development, while simultaneously reducing poverty and achieving the Global Goals in priority countries through funded civil society organisations. DFID aims to provide opportunities for the UK public to have a say in how UK aid is spent by offering to match every £1 donated by the public to a UK Aid Match charity appeal. CSOs use the match funding raised in the appeals to implement projects that improve the lives of some of the world’s poorest and most vulnerable people. In the first phase of the UK Aid Match 2013 - 2016, a total of 62 grants were awarded to CSOs, working in 22 countries, and 3.6 million public donations were matched. Under the next phase of the scheme, UK Aid Match II, DFID would like to see an increase in the number and diversity of CSOs accessing UK Aid Match funding, a more diversified subsection of the public being reached by the appeals and engaged in international development, and more innovative or non-challenge fund methods being explored. The next phase of the scheme will have broader country eligibility criteria, which will include countries in the bottom 50 of the Human Development Index and countries that DFID considers to be highly or moderately fragile. In January 2018, DFID selected a MannionDaniels’ led consortium as Fund Manager for the next phase of UK Aid Match. The consortium partners are Education Development Trust, Oxford Policy Management, KIT Royal Tropical Institute and The Social Change Agency.
Support for up to three million of the most vulnerable people affected by natural disaster and conflict. This will cover both immediate relief and early recovery interventions for shelter, food, non-food items, water and sanitation, livelihood and protection needs, depending on the emergency. This programme will also support developments in the UN and local civil society which are required for humanitarian responses to be more locally owned and effective in future, as well as effective monitoring and evaluation, targeted active research and piloting.
During the programme period and expected accrued benefits beyond the programme period, CRIDF II will be expected to contribute substantially to the following benefits. 1) 2-3 million poor people better able to cope with the impacts of existing climate variability and climate change (especially floods and drought); 2) 100 water infrastructure projects designed, 25 of which are brought to ‘bankability’ within the programme lifetime (in a wider context of stagnant or slow project advancement); 3) £400 million of finance mobilised from the private sector (e.g. multinationals with a high dependency on water as an input to production) and the public sector (e.g. National Governments and Development Banks, UN agencies and international initiatives) to plan and construct water infrastructure for communities within SADC member states. CRIDF II is expected to use these three results areas as an entry point for capacity building and influencing policies/plans rather than concentrating on them as standalone areas.
The Climate Resilient Infrastructure Development Facility (CRIDF), Phase I, was mandated to design, mobilize finance for, and build climate resilient, pro-poor and transboundary water projects. COWI supported the planning, design and capacity development across the SADC Region to support stronger regional cooperation within the 13 transboundary river basins and its population of about 95 million people. Water insecurity across these basins is high – with frequent droughts interspersed by flooding. Reliable access to water for drinking, sanitation, agriculture and industry is already limited, constraining human development and economic growth. Given projected scenarios for greater water demand (resulting from population growth and economic development) and more variable water supply (due to the impacts of climate change) riparian states are required to strengthen their cooperation over shared rivers to protect and achieve development gains. Within this context, CRIDF1 delivered, and CRIDF2 will continue to deliver, climate resilient water infrastructure interventions that include: › Water Infrastructure Projects Identification and development of infrastructure projects through the entire cycle from scoping, feasibility and detailed design, procurement through to implementation. CRIDF supports the in-country procurement, financing and supervi-sion systems for infrastructure projects that, once completed, would be owned and managed by national and local authorities, water/energy utilities and beneficiary associations. The projects are used as platforms to further engage stakeholders, introducing climate resilience and transboundary concepts into national and regional policies. Subse-quently the lessons and evidence from the projects are disseminated through stakeholder networks in an effort to replicate success, and mainstream climate resilience and pro-poor considerations into water management practices. Where feasible power supply is provided through renewable energy installations, such as solar; › Infrastructure financing arrangements In addition to funding CAPEX for projects from its own budgets, CRIDF mobilizes infrastructure finance interventions to complement the infrastructure preparation work. This work focuses on investigating and securing innovative finance arrangements and funding partners for the implementation of the infrastructure projects that CRIDF will have pre-pared. By doing so, CRIDF seeks to leverage the maximum available support to catalyse transformation in joint plan-ning and implementation of climate resilient infrastructure. › Technical assistance to stakeholders CRIDF provides extensive technical assistance to the relevant stakeholders, ranging from long-term advice to key insti-tutions, to a rapid advisory service to respond to ad hoc requests. Such technical assistance aims at influencing the comprehensive planning and management of water infrastructure projects in the shared river basin context; › Building cooperation The overarching objective of CRIDF’s strategic interventions is that projects should be transformational in terms of their impact on building climate resilience for the poor in southern Africa. CRIDF actively promote changing the ena-bling environment in which CRIDF and other climate resilient infrastructure projects are designed, managed, imple-mented and operated, with a key aim to build cooperation through regional climate resilient economic growth, thereby shifting the way decision makers think, plan, operate and maintain water infrastructure. › Strategic Communications CRIDF has a comprehensive communication strategy that aims at stakeholders are informed about the background and the results of CRIDF using different communication avenues. CRIDF has produced a broad range of communications materials to share their work to bring transformational change to Southern Africa through improved transboundary water resources management from written briefs, brochures, case studies video documentaries. CRIDF combines different types of written materials, website news stories, resource centre for downloads and communication cam-paigns for effective dissemination. › Monitoring and Learning Framework The CRIDF has a functioning monitoring and learning framework that serves a dual purpose; i) to provide sufficient accurate data to programme management for decision making purposes (programme monitoring) and ii) to monitor and scrutinise programme process and implementation to provide. The CRIDF monitoring and learning approach is based on the OECD DAC criteria of Relevance, Effectiveness, Efficiency, Impact and Sustainability. In addition, given the regional and facilitative nature of CRIDF the approach take into considerations the OECD DAC
To improve the management of water within and between South Asian countries, reducing poverty by enabling adaptation to climate change and reducing the risk of conflict over water resources. By 2018, 500 million people living in river basins will benefit from improved water management by reducing their risk of exposure to flooding and drought and enhancing regional security by improving cooperation between governments
To support Sustainable reduction in water insecurity in developing countries by producing robust and accessible evidence for governments, municipalities and other investment\policy decision makers and therefore long term, improved wellbeing for poor people dependent on water for livelihoods, health, environmental services in Africa and South Asia. This contributes towards our MDGs by providing efficient and sustainably managed water systems which will support increased water security for between 2.5 - 5 million people, while helping sustain and preserve water resources by 2021.
Myanmar’s cities are rapidly growing, increasing demand for urban services, electricity and public transportation. Infrastructure is the backbone of economic growth. Adequate and resilient infrastructure improves access to basic services such as clean water and electricity; stimulates trade and boosts business, thus creating jobs. It also makes Myanmar’s cities more climate resilient and liveable. With the right tools and policies in place, infrastructure can help lift cities, countries and their people out of poverty. Hlan Chi aims to assist government at all levels to provide improved urban services and thus create more employment opportunities. CIG Myanmar works alongside government agencies and the private sector providing expert assistance to help: • Make infrastructure investment decisions that are in the long-term interests of the people of Myanmar. • Plan and manage cities to promote business growth, drive job creation and enable people to move around the city with ease. • Widen access to affordable electricity, water, sanitation and housing for all sectors of society. • Coordinate complex urban and infrastructure projects, to reduce social, environmental and climate risks. • Improve cities’ finances to facilitate the provision of infrastructure services to all communities. • Attract appropriate investment in infrastructure and services that benefits all and creates resilient cities.
To engage with China on developmental issues on international poverty reduction in order to develop a shared agenda on innovative activities that expose aid practitioners to new and effective approaches to international development, including addressing demand from other developing countries for lessons from China's development experience.
The Strategic Research Fund (SRF) will help underpin DFID and HMG’s strategy and investments in Ethiopia through targeted, short-term analysis and research. Specific pieces of work under the Fund may include research, policy advice, and capacity building such as short term surge support to government offices or other institutions, and training seminars. The programme will support stronger partnerships with Government of Ethiopia, Ethiopian research institutions, and civil society, providing a foundation to influence policy and maximise the impact and value for money of HMG’s work.
Cities and Infrastructure for Growth (CIG) is in line with the goal of promoting global prosperity set out in the UK Aid Strategy. It will enable cities to function effectively, attract new businesses and create employment. It will provide reliable energy for households and businesses, thereby reducing production costs and removing the barriers to investment in much needed infrastructure services, such as energy, water and sanitation, transport and communications.
The Climate Smart Agriculture in Zambia (CSAZ) programme will utilise up to £25 million of UK International Climate Fund resources between 2016 and 2020. The CSAZ is implemented by the Conservation Farming Unit (CFU). This evaluation will assess the CSAZ programme to determine its impact on resilience, increased income, food security and social benefits at household level. The evaluation will be implemented by a WYG-led consortium contracted through the DFID Global Evaluation Framework Agreement (GEFA). The consortium consists of the UK-based LTSI International (LTSI), the Zambian Indaba Agricultural Policy Research Institute (IAPRI), and the US-based Cloudburst Consulting Group. The evaluation has a dual accountability and learning purpose. The majority of the evaluation team’s effort will be directed to learning about the programme’s impacts, with additional evaluation questions helping to contextualise the findings and to generate lessons learned for future implementation design. The headline evaluation questions are as follows: 1. Was the design of CSAZ relevant given its objectives? 2. How efficient and effective is the CFU’s implementation of the Climate Smart Agriculture programme? 3. Do CFU activities improve the incomes, food and nutrition security of smallholder farmers through the promotion of conservation tillage and conservation farming? 4. To what extent is support for CSA from CFU and the private sector institutionally sustainable? Climate Smart Agriculture can incorporate a wide range of practices, incorporating agronomy, soil and water conservation, livestock management and agro-forestry. In the case of CSAZ, the focus is on conservation farming, which is based on three key principles: (i) minimal soil disturbance through minimum tillage , (ii) protecting the top soil with organic soil cover/crop residues and (iii) crop rotation with legumes. CSAZ provides training on conservation farming principles and promotes the adoption of minimum tillage via three different options, namely hoe/basin farming , ripping using animal draught power and mechanised ripping using tractors. CFU promotes the adoption of conservation farming by recruiting a network of Farmer Coordinators (FCs) which offer training to a group of up to 90 farmers per FC each year. This training covers the principles of conservation farming along with information about other good agricultural practices. At the start of the programme, there were 1, 690 Farmer Coordinators from CFU’s previous work. Since July 2016, the programme has recruited a further 1 010 FCs, bringing the total to 2,700. According to data provided by CFU Staff, Farmer Coordinators cover 36 Districts. As part of the CFU exit strategy, qualified Farmer Coordinators will provide CFU-supported training for two years before transitioning to a fully private-sector model where FCs act as community agro-dealers offering farming advice in order to increase sales of equipment and inputs. As a result, CFU is actively collaborating with a range of private sector partners to explore opportunities to attract ongoing private finance in support of its extension network. CFU also facilitates training for tillage service providers, including linking potential ripping service providers to banks for loans to purchase tractors and other equipment. A programme of research activities also aims to collect evidence on soil and yield changes from 93 trial plots across the CFU operational area.
This programme aims to increase the uptake of Brazilian best practice in order to enhance international development impact by scoping new ways to jointly address development challenges, including through improved international development policy, building on an existing strong partnership which can deliver long-term pro-poor dividends in Africa. To achieve this goal this project would involve a jointly funded mapping study of development interventions by UK and Brazil to identify areas where Brazilian development expertise could best add value to DFID programmes and vice versa, and establish a new modus operandi for the partnership. Supported by impact studies, international seminars, and workshops and training to embed and deliver the partnership with partners.