OECD Water Governance Initiative

OECD WATER GOVERNANCE INITIATIVE: ACHIEVEMENTS AND WAYS FORWARD

March 2016

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This document takes stock of the first three years of activity of the OECD Water Governance Initiative (WGI) launched in March 2013, and suggests ways forward.

The paper builds on the results from a satisfaction survey carried out in May 2015 among members of the WGI, as well as a one-day brainstorming session of the Steering Committee of the WGI to draw lessons from results achieved and areas where there is room for improvement.

An earlier version of this document was discussed at the 34th meeting of the Regional Development Policy Committee (4-5 November 2015). This version includes written comments received from RDPC delegates afterwards.

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TABLE OF CONTENTS

ACRONYMS ...... 3 WHERE DOES THE WGI COME FROM? ...... 4 WHO DID THE WGI WORK WITH? ...... 4 HOW DID THE WGI WORK? ...... 6 A three-tier and thematic approach ...... 6 A bottom-up approach ...... 6 A consultative approach ...... 7 A self-funded approach ...... 7 WHAT DID THE WGI DELIVER? ...... 7 WHAT HAS BEEN LEARNED FROM THE FIRST THREE YEARS? ...... 10 SWOT Analysis ...... 10 Highlights from the Satisfaction Survey ...... 11 WHERE SHOULD THE WGI BE HEADING? ...... 13 HOW TO GET THERE? ...... 16 Adjusted structure ...... 16 Funding...... 16

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Acronyms

ASTEE Association Scientifique et Technique pour l’Eau et l’Environnement BRICS Brazil Russia India China South Africa COP Conference of the Parties EIA European Irrigators’ Association FAO Food and Agriculture Organization GOV Public Governance and Territorial Development Directorate of the OECD ICLEI International Council for Local Environmental Initiatives INBO International Network of Basin Organisations IWA International Water Association IWRA International Water Resources Association LAC Latin America and the Caribbean MENA Middle East and North Africa NGOs Non-governmental Organisations OECD Organisation for Economic Co-operation and Development RDPC Regional Development Policy Committee SDGs Sustainable Development Goals SIWI Stockholm International Water Institute UNESCO United Nations Educational, Scientific and Cultural Organization UNESCO-IHP UNESCO Institute for Water Education UNSGAB United Nations Secretary-Generals' Advisory Board on Water & Sanitation United Nations inter-agency coordination mechanism for all freshwater related issues, UN-WATER including sanitation WBCSD World Business Council for Sustainable Development WGI Water Governance Initiative WG Working Group WIN Water Integrity Network WWC World Water Council

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Where does the WGI come from?

1. The WGI was launched on 27-28 March 2013 as a multi-stakeholder network of 100+ delegates from public, private and not-for profit sectors gathering twice a year in a Policy Forum. It was set up after the 6th World Water Forum (Marseille, 2012), building on the six taskforces of the OECD-led Core Group on Good Governance, with a view to support, amongst others, the follow-up to the implementation of the targets on good governance defined in Marseille.

2. The WGI is a technical platform created as part of the activities of the OECD Regional Development Policy Committee (RDPC), which oversees the work of the Organisation on multi-level governance, decentralisation, rural and urban policy, as well as territorial development and indicators. The Secretariat of the WGI is ensured by the Public Governance and Territorial Development of the OECD. The WGI was created as an international network of experts, policymakers and practitioners with a consultative role. It should under no circumstances be considered as an OECD body.

3. The terms of reference of the WGI for the period 2013-2015 defined five objectives: i) advise governments in taking the needed steps for effective water reforms through policy dialogue across decision-makers at different levels; ii) provide a technical platform to discuss analytical work on water governance through peer-to-peer exchanges and knowledge sharing; iii) provide a consultation mechanism to raise the profile of governance issues in the Global Water Agenda (World Water Forum, SDGs, Global Events); iv) support the implementation of the governance targets designed for the 6th World Water Forum (Marseille, 2012) up to the 7th World Water Forum (Korea, 2015); and v) contribute to the development of Principles and Indicators on Water Governance.

Who did the WGI work with?

4. The WGI brings together experts from national governments, basin and local authorities (and their networks), regulators (and their networks), donors and international financial institutions, NGOs, international organisations and institutions, service providers (both public and private, and their networks), as well as academics and independent experts. The Initiative also relies on several umbrella organisations (or sub-networks) acting as regional partners in the Mediterranean region, North America, Europe, Africa, Latin America and Asia. The 110+ members of the WGI come from 32 countries of which 24 are OECD countries.

5. The diverse participation in WGI enables cross-fertilisation of knowledge and provides multiple reality checks in terms of what works, what does not work and what could work better in terms of water governance. This has proven instrumental in enriching OECD analysis, by going beyond what a single stakeholder group could achieve. Such a contribution was particularly relevant during the peer-review of national policy dialogues carried out by the OECD in the Netherlands, Jordan, Tunisia and Brazil where the views and experience from the broad range of stakeholders, within and outside the water sector, helped shape better guidance to governments. Also, the “tours de table” of latest developments in terms of water governance organised systematically as part of the plenary meetings of the WGI provided many opportunities to better co-ordinate members’ respective work on water governance, including finding synergies and complementarities across institutions represented at the table.

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Figure 1. Composition of the WGI in 2015

International organisations Academia & Think tanks [16.98%] [21.70%]

Business [2.83%] National governments Regulators [4.72%] [16.04%]

Donors [6.60] Basin, local & regional authorities Civil society [10.38%] [11.32%]

Service providers [9.43%]

6. The WGI has also worked closely with a range of OECD committees and subsidiary bodies throughout the first two years of activities. On 8 April 2014, the WGI Chair participated in the 31st session of the RDPC to report on the activities of the network. Conversely, the Vice-Chair of the RDPC participated in the 4th meeting of the WGI (24-25 November 2014, Paris) to kick-off the first consultation on the draft Principles on Water Governance. The Principles on Water Governance, which were approved by the RDPC on 11 May 2015 and welcomed by the ministers at the 2015 Meeting of the Council at Ministerial level on 3-4 June 2015, also implied intense consultation with the OECD Regulatory Policy Committee (including its Network of Economic Regulators), the Environment Policy Committee (including its Working Party on Biodiversity, Water and Ecosystems), the Public Governance Committee (including and its High Level Risk Forum and Working Party of Senior Public Integrity Officials), the Development Assistance Committee, the Committee on Investment as well as the Committee on Agriculture. 7. In its first two years of operation, the WGI has catalysed and benefitted from high-level political support. Angel Gurria, the Secretary-General of the OECD, launched the network during the first WGI meeting (27-28 March 2013) through a video message and participated in the 4th meeting (24-25 November 2014) to kick off the discussion on the first draft of the Principles on Water Governance. The WGI also benefitted from the presence of nine high-level OECD officials from the Deputy-Secretary-General to Directors and Heads of Division levels. This presence was instrumental in linking WGI core activities to broader OECD policy areas beyond water (e.g. environment, agriculture, regulation, urban management, reform of the public sector, integrity and transparency, risk management). Outside the OECD, the WGI welcomed high-level representatives from UNESCO, WWC, UNSGAB, and IWRA. The 3rd meeting of the WGI received the patronage of Gonzalo Robles Orozco, Secretary General for International Cooperation and Development of Spain and Director of the Spanish Agency for International Cooperation for Development and Federico Ramos de Armas, Spanish Secretary of State for Environment. Last, no less than four Ambassadors to the OECD (Korea, Netherlands, Spain and France) have participated in WGI meetings. 5

How did the WGI work?

A three-tier and thematic approach

8. The WGI operates according to a three-tier structure. The Steering Committee, composed of the Chair and the co-founding institutions of the WGI, provides strategic guidance within the framework foreseen by the Regional Development Policy Committee’s Programme of Work. The members consist of 110+ experts participating in the activities of the network and related working groups. The broader water community benefits from WGI outputs and results, which are disseminated online and to a larger audience.

Figure 2. WGI Structure in 2013-15

OECD Regional Development Policy Committee

WATER GOVERNANCE INITIATIVE

Strategic guidance: Broader network: Operational activities: Chair & co-founders [SUEZ, ASTEE, INBO/OIEau, OECD Secretariat UNESCO-IHP, WIN, SIWI, Approx. 100 Members Transparency International]

Regional partners WG n 1 WG n 2 WG n 3 WG n 4 Governance & [LAC, Europe, Asia-Pacific, Stakeholder Basin Integrity & performance of MENA, Africa] engagement water services governance Transparency

OECD Principles on water governance OECD Indicators on water governance

Global Water Agenda

A bottom-up approach

9. WGI activities follow a bottom-up process. The four thematic working groups were created to formulate and discuss key policy messages on selected areas of governance which could contribute to the development of the OECD Principles on Water Governance (stakeholder engagement, integrity and transparency, performance of utilities and basin governance). This approach allowed strong stakeholder buy-in to the Principles, as demonstrated by the Daegu multi-stakeholder Declaration on the OECD Principles on Water Governance that gathers 65 signatures from organisations of the public, private and non-profit sectors, major stakeholder groups and individuals, actively engaged in the WGI, who committed to mainstream the Principles into their activities and practices and to work further with the OECD to contribute to their implementation. This bottom-up approach has also helped build trust among the members, and a high degree of satisfaction with a collegial outcome (the Principles) out of the first two

6 years of operation. This achievement triggered a strong willingness to continue to contribute to WGI activities for 100% of the members surveyed, as shown by the satisfaction survey results.

A consultative approach

10. WGI activities largely benefited from consultations among its members. The OECD Secretariat circulated a number of working documents and draft reports on a regular basis to collect written comments and suggestions. Overall, these documents consisted in seven draft OECD reports on issues related to water governance, several scoping notes (e.g. key messages from working groups, analytical framework for the Principles, and water governance indicators), five summary records from plenary meetings, and other deliverables (e.g. 7th World Water Forum’s Roadmap; Inventory of water governance indicators and measurement frameworks). Also, it is noteworthy that 75 members of the WGI provided written comments on the Principles on Water Governance at some stage of the process in 2013-14, which is a strong indicator of their involvement in the collective process towards developing the Principles.

A self-funded approach

11. Given the diversity of its membership (i.e. NGOs, private sector, governments, etc.) and the difficulty to have a standard approach to all members, the WGI did not establish a membership fee at the beginning. The functioning of the network therefore relied essentially on in-kind contributions by each of the 100+ members. Such contributions ranged from the mobilisation of members’ expertise on analytical contents, to the engagement of their respective networks in the analytical work and policy forum (e.g. responses to surveys, participation in events), and including the hosting of two of the plenary meetings of the WGI in Madrid (April 2014) and Edinburgh (May 2015).

12. The financing of the WGI relied almost exclusively on voluntary contributions (not OECD’s core budget) covering both the staff that coordinates and manages the network, and the logistical costs induced by the activities. The average cost of WGI meetings amounts to EUR 25 000 (including the venue, interpretation and catering). Staff-related expenses were estimated for the 2013-15 period at 12 months of a Jr Analyst (i.e. EUR 145 000) and 6 months of a Programme Manager (i.e. EUR 160 000). These costs were covered through voluntary contributions from champion OECD countries (Netherlands, Spain, Korea, and New Zealand) and institutions (e.g. WBCSD on the stakeholder engagement work). However, to date this source of funds has proven insufficient to carry out the full range of activities scheduled.

13. Whilst most participants agree that a sustainable WGI requires sustainable sources of funding, the WGI Satisfaction Survey confirmed that the introduction of a membership fee would jeopardise the day-to- day participation of the majority of members (61%), in particular non-governmental organisations. However, the survey also revealed that 39% of members are willing to contribute financially through a membership fee, under certain conditions.

What did the WGI deliver?

14. Over its first two years of activity, the WGI met all the objectives intended in its terms of reference and initial programme of work. Table 1 assesses the WGI achievements against its five objectives, using a set of indicators. It shows in particular the collective outcome, i.e. the development of the Principles on Water Governance, but also the tangible results of peer-reviews (national policy dialogues published as OECD reports), the benefits of experience-sharing, the technical guidance on analytical work (publication of a number of thematic OECD reports) as well as the contribution of the WGI to the Global Water Agenda with a quasi-systematic leading role in major water events. Each of the WGI meetings led to a detailed report called “Highlights”, summarising the content of discussions and exchanges among members.

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GOV/RDPC/WGI(2015)5/REV1 Table 1. WGI Achievements in 2013-15 Objectives Indicators Results achieved 1. Advise governments in  5 tour de table on recent and on-going water governance reforms. - 4 OECD reports on water governance taking the needed steps for  16 countries shared their developments on water governance (Australia, Brazil, effective water reforms Chile, France, Italy, Japan, Korea, Mexico, Netherlands, Peru, Portugal, South through policy dialogue Africa, Spain, Sweden, the United Kingdom [England and Scotland], and the across decision-makers at United States). different levels  5 national policy dialogues were discussed in plenary meetings (Mexico, Netherlands, Tunisia, Jordan, and Brazil).

- OECD policy recommendations have been used to help shape national reform agenda and strategic plans (e.g. Mexico’s new National Water Law, Dutch water sector's commitment to develop a new national water agenda, Brazil’s Water Management Pact, etc.) 2. Provide a technical  3 peer-review discussions on thematic work (stakeholder engagement, water - 3 OECD thematic reports platform to discuss regulation, water management in cities). analytical work on water  5 tour de table on projects, events and initiatives on water governance. governance through peer-  More than 10 scoping notes (on Principles and Indicators), inventory (indicators to-peer exchanges and and measurement frameworks), draft reports, working groups’ synthesis of key knowledge sharing messages and strategic documents (7th Forum’s Implementation Roadmap) were circulated for written comments.

3. Provide a consultation  WGI took a leading role in major international events, e.g. Budapest Water - Key messages on governance in the Budapest Water Summit Statement. mechanism to raise the Summit (8-11 October 2013), the Istanbul International Water Forum (27-29 - Key messages on governance in the Lisbon Charter on Guiding the Public Policy profile of governance May 2014), the IWA World Water Congress (21-26 September 2014), the UN- and Regulation of Drinking Water Supply, Sanitation and Wastewater issues in the Global Water Water Zaragoza Conference (15-17 January 2015) and the IWRA World Management Services. Agenda Congress (25-29 May 2015). - Key messages on governance in the outcome document on the advice emerging  WGI co-ordinated the “Effective Governance” stream of the 7th World Water from the 2015 UN-Water Zaragoza Conference for implementing the water related Forum, jointly with FAO, Water Youth Network, K-water and the Asan Institute SDGs. for Policy Studies, which involved over 180 stakeholders worldwide. - Key messages on governance in the 7th World Water Forum Ministerial  2 sessions on the SDGs at WGI plenary meetings, in the presence of a Declaration. UNSGAB representative and the co-chair of the Open Working Group. - Explicit mention of WGI as an innovative network in the 7th World Water Forum Daegu-Gyeongbuk Recommendations to the Ministers.

8 GOV/RDPC/WGI(2015)5/REV1 Table 1. WGI Achievements in 2013-15 (cont.) Objectives Indicators Results achieved 4. Support the  Creation of 4 thematic working groups covering the topics of the 6th World - Progress was achieved on each target from the 6th World Water Forum: implementation of the Water Forum targets and facilitated by the co-ordinating institutions. o Target 1: empirical data and evidence-based analysis on stakeholder governance targets  12 working group meetings/workshops/webinars : engagement in the water sector, building on an extensive multi- th designed for the 6 World o WG n°1: 2 webinars (19 January and 2 July 2014) ; a multi- stakeholder survey and practical case studies, published in the OECD th Water Forum up to the 7 stakeholder engagement workshop (19 September 2014, Paris) and a report “Stakeholder Engagement for Inclusive Water Governance”; world Water Forum specific session at the IWA World Water Congress (24 September, o Target 2: analysis of bottlenecks and instruments that enable or inhibit the Lisbon); governance and performance of water services looking at regulatory and o WG n°2: specific sessions at the 93rd ASTEE Conference (3-6 June non-regulatory tools and monitoring system in order to develop a 2014, Orléans) and the IWA World Water Congress (24 September framework for assessing the effectiveness of governance functions; 2014, Lisbon); o Target 3-4: formulation of key messages on basin governance, o WG n°3: meeting at the EURO-INBO Meeting (12-16 November considering the pros and cons of watersheds as the “relevant” scale for 2014, Bucharest); IWRM, drawing lessons from experience, including failures, to reflect on a o WG n°4: a webinar (22 January 2014), a Water Integrity Workshop set of indicators for monitoring integrity and transparency; during the 2014 OECD Integrity Week (20 March 2014, Paris) and a o Target 5-6: set of policy messages to support improved integrity and session at the Stockholm World Water Week (3 September 2014, transparency for better water governance, building on best practices and Stockholm). experiences in other sectors, and beyond anti-corruption issues and  7 thematic sessions on governance organised by the WGI at the 7th World practices; and organisation of a Water Integrity Forum (Delft, 5-7 June Water Forum to follow-up on Marseille’s targets 2013) and launch of the Delft Statement on Water Integrity. - Development of the 7th World Water Forum Implementation Roadmap, building on the 6th Forum targets. 5. Contribute to the design  Working groups developed key policy messages in their respective area. - Approval of the OECD Principles on Water Governance by the of Principles on Water  Inception discussions on the Principles at the 3rd and 4th WGI meetings, and on RDPC and welcoming at the Ministerial Council Meeting of 3-4 Governance and Indicators the indicators at the 3rd and 5th WGI meetings. June 2015. on Water governance to  75 WGI members provided written comments on the OECD Principles on Water - Organisation of a dedicated high-level event on the Principles engage decision-makers to Governance at some stage of the process. at the 7th World Water Forum, and gathering of 65 signatories commit to action. to the Daegu multi-stakeholder Declaration on the OECD Principles on Water Governance. - Commitment to implement the 7th World Water Forum Implementation Roadmap on Effective Governance by the 8th Forum (Brasilia, 2018) through the Daegu- Gyeongbuk Implementation Commitment.

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What has been learned from the first three years?

SWOT Analysis

15. The “SWOT” analysis of WGI activities in 2013-15 provides a reading template to draw lessons and make the most of opportunities ahead in terms of the who (i.e. membership, partnership, supporters, etc.), how (methodology, format of meetings) and what (topics covered, results achieved).

Table 2. SWOT analysis of the WGI WHO HOW WHAT  Multi-stakeholder composition.  Ability of WGI to deliver on expected  Contributions of members and Steering  Participation of OECD high-level outcomes and meet expectation. Committee institutions (staff, time).

officials and Ambassadors.  High engagement & commitment of WGI  High quality and status of WGI collective  High-level support from the water members. outputs. community (Directors from  High-level trust and enthusiasm from  Close links to the Global Water Agenda with UNESCO-IHP, World Water members. participation in major water events and Council and IWRA).  Visibility, through WGI contribution to discussion on SDGs. multiple. international events  High level technical discussions. STRENGHTS  Bottom-up and evidence-based analysis.  Clear documents and high-level work provided by the Secretariat  Some OECD Members do not  Formal setting of the WGI meetings (i.e. U-  Absence of clear accountability line for the

participate in the WGI. shape table) working groups’ deliverables.  Limited representation of non-  Not always sufficient time for comments and  Polarisation of debates (e.g. transboundary OECD Members. discussion. water management).  Limited participation of specific  Communication and co-ordination of certain  Absence of WGI tools/concrete products that sectors (e.g. agriculture, working groups could be improved. could be useful to operational actors. transport, tourism, mining, etc.).  WGI documents could be better disseminated if available in more languages. WEAKNESSES  Limited interface between the working groups and the WGI overall process.  Link the WGI activities (e.g.  Post-2015 dynamics and activities:  Contribute to the implementation of the OECD Principles and Indicators) to the => Link with WGI members’ respective Principles on Water Governance with global water agenda (SDGs’ activities. indicators. monitoring system, 8th World  .  Contribute to the section on governance of Water Forum, COP 21).  Need to redefine the working groups: the OECD 2016 Recommendation of the  16. Link water to other => Build greater evidence through technical Council on Water. sectoral policies with expertise.  Promote policy dialogues between OECD and representatives from other  Greater interest of philanthropic non-OECD Members. sectors and from cities in the organisations:  Link with the governance-related SDGs’ WGI => New opportunities to secure funding. monitoring framework to raise the profile of

 Call for bottom-up and participative governance in water related discussions. OPPORTUNITIES approach:  Link to countries’ water programmes or => New methods of facilitation agendas

 Gaps in the representation of  Lack of stable and sustainable funding can  Risk of overlap with other certain stakeholder groups, undermine the sustainability of the Initiative. organisation/initiatives’ efforts on certain whose buy-in would be important areas of work (e.g. indicators, data collection to contribute to the on water).

implementation of the Principles  Gap between WGI analytical discussions and

(e.g. cities and local officials, operational actors. trade unions, agricultural actors,  High expectations over WGI contribution to

RISKS customers). OECD standards.  Political sensitivities on certain  Misalignment between multiple individual governance topics which can agendas and WGI activities in case of unclear create some “fatigue” and strategic objectives. threaten the political support and buy-in.

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17. The WGI is acknowledged by the international water community as one of the few international fora that addresses water governance issues in a comprehensive and participative way. It provides a one- stop-shop where mutual learning and experience-sharing can take place and where international best practices can be identified and scaled up. As a result, the WGI is often called upon to lead or participate in water governance discussions as part of major water events. 18. Table 1 shows that the WGI has made significant achievements in the first two years of operation. However, the SWOT analysis also highlights that the WGI faces some challenges: - "Who": Engaging with certain stakeholder groups has proven difficult, especially local governments (besides Seoul, Barcelona and Paris); agricultural actors (besides EIA); non-OECD Members (besides BRICS); customer associations; and trade unions. Broadening the scope of the WGI membership is needed to ensure greater representativeness and inclusiveness in the future; - "How": So far, the WGI has not secured stable sources of funding to ensure the sustainability of its activities. Designing a fit-for-purpose fundraising approach that would be tailored to the interests of different types of potential donors (e.g. countries, private funds, philanthropic organisations, etc.) will be crucial to set the WGI on a sound financial path to achieve its objectives; - "What": The outcomes of the working groups did not always result in tangible outputs, which created some questioning about the ultimate objective of select working groups. In some cases, the absence of a clear accountability line of coordinators was also noticed. In the future, the deliverables of the working groups should have a clear ownership and institutional endorsement from the lead institutions to clarify the decision-making line in terms of content and process. Highlights from the Satisfaction Survey

19. The WGI was originally launched for an experimental period of two years, after which its outcomes and value added would be assessed to determine whether adjustments were necessary. For this purpose, the OECD Secretariat conducted a Satisfaction Survey across the members of the WGI to collect feedback and to identify areas for improvement. In all, 82 members responded to the questionnaire, which represents a 71.3% responseWhat rate. is your degree of satisfaction with the WGI? [% of respondents] Figure 3. Overall satisfaction of members with the WGI

OECD Secretariat 84.1% 14.6% 1.2%

Chair 65.6% 35.4%

Overall WGI network 50% 47.6% 2.4%

Steering Committee 34.1% 56.1% 9.8%

.0 25.0 50.0 75.0 100.0

Very satisfied Satisfied Could be better Unsatisfied

Source : WGI Satisfaction Survey, May 2015

11 Target 1 Target 1

By 2015, 50% of countriesBy 2015,will have50% adoptedof countries consultation, will have adopted participation consultation, and co participation-ordination and co-ordination mechanism allowing stakeholdersmechanism allowing at local, stakeholders regional, national at local, and regional, GOV/RDPC/WGI(2015)5/REV1 international national levels and international to levels to effectively contribute to decision-making in a coherent, holistic and integrated way. By effectivelyTarget 1 contribute to decision-making in a coherent, holistic and integrated way. By 2021, 100% will have done so. 2021,By 2015, 100% 50% will of havecountries done will so. have adopted consultation, participation and co-ordination mechanism allowing stakeholdersTarget 2 at local, regional, national and international levels to Figure 4. SatisfactionTarget 2 of members with theTarget results/material 1 produced by the working groups Targeteffectively 1 contribute to By decision 2015,-making 50% countries in a coherent, will holistichave strengthened and integrated regulatory way. By frameworks and adopted By 2015, 50% of countries will have adopted consultation, participation and co-ordination By 2015,By2021, 50% 2015, 100% of countries 50% will have countries will donehave adoptedso. will consultation, have strengthened participation regulatory and co-ordination frameworks and adopted Target[% 1 ofperformance working mechanism indicatorsgroups’ (service allowingcontributors] delivery) stakeholders to atmonitor local, regional,and evaluate national water and policies; international and levels all to mechanism allowing stakeholders at local, regional, national and international levels to Target 1 performanceTarget 2 indicatorsBy 2015,Target 50% countries (service1 of countries delivery)willeffectively willhave have put to adopted monitorcontributein place consultation, capacity and to decision evaluate- buildingparticipation-making water processes in and policies;a coherent, co- ordinationat national and holistic all and and local integrated level way.to By effectively contribute to decision-making in a coherent, holistic and integrated way. By By 2015,2021, 50%countries By100% of 2015, willcountries havewill 50% donemechanismwillhave countriesBy so.have put 2015, adopted foster allowingin willplace50% good consultation, have stakeholders ofcapacity governancecountries 2021, strengthened participation100%- building at will local,in will service regulatoryhave have regional,processes and done adopteddelivery.co- ordination nationalso. frameworks at consultation,Bynational and 2018, international and alland countriesadopted participationlocal levels level will to hato andve done co- ordinationso. mechanism allowing stakeholders at local, regional, national and international levels to Targetfosterperformance 2 good governance indicatorseffectivelymechanism (service contributein service allowing delivery) to delivery. decisionTarget stakeholders to- making2 monitorBy 2018, in and a atall coherent, evaluate local,countries holistic regional, water will and policies; ha national integratedve done and so. andway. all internationalBy levels to effectively contribute to decision -makingTarget in a 3 coherent, holistic and integrated way. 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By regulatory frameworks and adopted mechanism allowing stakeholdersBy 2015,foster at 50%Targetgood local, governance countries regional,3 willnationalin Targetservice have and delivery. strengthened 2 international By 2018, regulatorylevelsfoster all countries togood frameworks governance will have anddonein service adoptedso. delivery. By 2018, all countries will have done so. 2021, 100% willstatus have done and so. main performance issues). indicators (service delivery) to monitor and evaluate water policies; and all effectively contribute toperformance decision Target-makingBy 3 indicators 2021, in a coherent,increase (service holistic by delivery) 30% Target and the to integrated monitornumber 4 way.Target andof river Byevaluate 3 basin water management policies; and plans all (analysis of initial Target 2 By 2015, 50% countries will have strengthened regulatory frameworks and adopted 2021, 100% will have donecountries so.By 2021,willTargetstatus haveincrease and 4put main byin 30%placecountries issues). the capacity number will By -havebuilding 2015,of river put increasebasininprocesses Byplace management2021, capacitythe at increasenationalnumber- buildingplans byand of (analysis 30% countrieslocalprocesses the level of number initial atwithto national ofwater river and securitybasin local management level diagnoses to plans and governance(analysis of initial By 2015, status 50% and countries main issues). will have performance strengthened regulatory indicators frameworks (service and adopted delivery) to monitor and evaluate water policies; and all performancefoster good indicators governance (service in delivery)servicefoster good delivery. to monitor governance By and 2018, evaluate in allservicestatus countries water and delivery. policies; main will issues).Byha andve 2018, all done all so. countries will have done so. Target 1 Target 2 Target 4 countriestools, will based have put on inexisting place capacity (local, national,-building international)processes at national regulatory and and local legislative level to countries willTarget haveBy 4 put 2015, in place increase capacity -thebuilding number processes of atcountries national and with local levelwater to security diagnoses and governance By 2015, 50% of countries will have adoptedTarget consultation,3 participationTarget and 3 co-frameworksordination andTarget IWRM 4 mechanisms. 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However, there and informationaccountability withinabout the water water infrastructure sector. investment planning and implementation (financial, Target are6 varyingBy 2018, 30 countrieslevels will of be implementing:satisfaction transparentTarget with 4 water technical, the budget four processes, and working socioeconomic including groups impacts); (F iguresand methods 4 & and 5). tools Qualitative for improving responses transparency to the By 2018, 30 countriesinformation will beabout implementing: water infrastructure transparent investment water budget planning processes, and implementation including (financial, information about water infrastructure investment planning andBy implementation2015, increaseand accountability (financial, the number withinof countries the water with sector.water security diagnoses and governance technical,Survey and socioeconomictechnical, shed and socioeconomicimpacts); light and on methodsimpacts); the andsuccessand toolsmethods for improvingand factors tools for transparency improving of working transparency groups 1 (stakeholder engagement) and 4 (integrity and accountability within the water sector. tools, based on existing (local, national, international) regulatory and legislative and accountabilityand transparency), within the water sector. including effectiveframeworks and and IWRM regular mechanisms. communication by a dedicated secretariat, intermediary

milestones events and meetingsTarget organised 5 between the biannual plenary meeting, as well as tangible and

official publications derivingBy from 2018, 30 the countries consultation will have committed process. to promoteIn both integrity cases in the of water Working sector, Group 1 and diagnose/map existing or potential corruption risks, and ensure that anti-corruption policies Working Group 4, clarity on theare well intended implemented outcomes and effective. of the working groups and proactive allocation of tasks among contributors has provenTarget instrumental 6 to sustain the community of practice and ensure a collective result. The next phase of the ByWGI 2018, 30should countries consider will be implementing: this useful transparent guidance water budget to processes,fit the includingstructure with the new information about water infrastructure investment planning and implementation (financial, functions and objectives of technical, the network and socioeconomic, which impacts); implies and methods redefining and tools for the improving boundaries transparency and leadership of breakout activities, where appropriate.and accountability within the water sector.

12 GOV/RDPC/WGI(2015)5/REV1

21. Respondents to the Satisfaction Survey also flagged some areas for improvement in the next phase, with a primary focus on the water governance topics to be covered as well as the format and facilitation of meetings. It was advised that the WGI addresses innovative or emerging themes linking to the governance of climate change, flood and drought and groundwater depletion. Members also stressed the importance of linking better to the SDGs. Respondents also called for less formal settings for WGI plenary meetings when possible and more small-scale and action-oriented discussions. There is also room for improvement about the communication strategy and the structure of the WGI through the development of more robust digital communication to better disseminate results and achievements so as to reach out to governments and stakeholders and raise the profile of governance in the global water agenda.

Figure 6. Suggested priorities for the next phase of the WGI [% of respondents]

1= most important; 3= least important Source: WGI Satisfaction Survey, May 2015 22. Priorities listed for the next phase of activities of the WGI include the collection of best practices, the development of indicators, the contribution to the global agenda and outreach efforts to assist with the implementation of the Principles (Figure 6). More than 75% of members have expressed interest in playing a more active role in the WGI, including through supporting the Steering Committee, helping to co- ordinate or lead a working group, or hosting a workshop or plenary meeting of the WGI

Where should the WGI be heading?

23. This document proposes two sets of core activities for the WGI in 2016-18 under the overarching objective of contributing to the implementation of the OECD Principles on Water Governance: - First, collecting and scaling up best practices that can help foster peer-to-peer dialogue within and across cities, basins and countries facing the similar types of challenges; and - Second, developing indicators that can be used as a self-assessment tool for greater bench- learning among interested cities, basins and countries. 24. In addition, cross-cutting activities to these two building blocks concern communication and outreach vis-à-vis select stakeholders and non-OECD Members.

13 Target 1 By 2015, 50% of countries will have adopted consultation, participation and co-ordination mechanism allowing stakeholders at local, regional, national and international levels to effectively contribute to decision-making in a coherent, holistic and integrated way. By 2021, 100% will have done so. Target 2 Target 1 By 2015, 50% countries will have strengthened regulatory frameworks and adopted By 2015, 50% of countries will have adopted consultation, participation and co-ordination performance mechanism indicators (serviceallowing delivery) stakeholders to atmonitor local, regional,and evaluate national water and policies; international and levels all to countries willeffectively have put contributein place capacity to decision-building-making processes in a coherent, at national holistic and and local integrated level way.to By foster good governance2021, 100% in will service have donedelivery. so. By 2018, all countries will have done so. Target 2 Target 3 Target 1 By 2015, 50% countries will have strengthened regulatory frameworks and adopted Target 1 By 2015, 50% of countries will have adopted consultation,By 2021, participationincreaseperformance by and 30% co - indicatorsordination the number (service of river delivery) basin to management monitor and plans evaluate (analysis water policies; of initial and all By 2015, 50% of countriesmechanism will allowinghave adopted stakeholders consultation, at local, participation regional,status nationaland and co main- ordination andcountries issues). international will have levelsTarget put to in 1place capacity-building processes at national and local level to effectively contribute to decision-making in a coherent, holisticfoster and integratedgood governance way. By in service delivery. By 2018, all countries will have done so. mechanism allowing2021, stakeholders 100% will at have local, done regional, so. national and international levels to effectively contribute to decision-making in a coherent, holistic Target and integrated 4 way.Target By 3 By 2015, 50% of countries will have adopted consultation, participation and co-ordination Table 3. Rationale, activities,Target roles 2 and expected deliverables By 2021, increase by 30% the number of river basin management plans (analysis of initial 2021, 100% will haveBy done 2015, so. 50% countries will have strengthenedBy 2015, regulatory increase frameworks the number and adoptedmechanism of countries allowing with water stakeholders security diagnoses at local, and governance regional, national and international levels to performance indicators (service delivery) to monitor and evaluatestatus water and policies; main issues). and all Target 1 Target 2 tools, based on existing effectively (local, national, contribute international) to decision regulatory-making and in legislative a coherent, holistic and integrated way. By WHY HOW countries will have put in place WITHcapacity -WHOMbuilding processes at national and local level to WHAT FOR Target 4 By 2015, 50% ofBy countries 2015, 50% will countrieshavefoster adopted good will governanceconsultation, have strengthened in serviceparticipation delivery. regulatory and By co frameworks2018,-frameworksordination all countries and and adoptedwill IWRM have done mechanisms. so.2021, 100% will have done so. [Rationale & relevance] [Approachmechanism & concrete allowingperformance steps] stakeholders indicators at local, (service regional, delivery) national to[Roles monitor and and and international responsibilities] evaluate water levels policies; to By and 2015, all increase the number[Deliverables of countries & withoutputs] water security diagnoses and governance effectively contribute to decision-makingTarget 3in a coherent, holistic and integratedTarget way. By 5 tools, based on existing (local, national, international) regulatory and legislative countries will have putBy 2021,in place increase capacity by 30%-building the number processes of river at national basin management and local level plans to (analysis ofTarget initial 2 2021, 100% will have done so. Leadership/coordination:Target 1 frameworks and IWRM mechanisms.  Collect evidence and best  Prepare an Inventory on-going fosterand forthcominggood governancestatus in andservice main delivery. issues). By 2018, all countries willBy ha 2018,ve done 30 so. countries will Prepare have Target committed a brochure 1 to to promote present integritybest in the water sector, Target 2 Target 5 By 2015, 50% countries will have strengthened regulatory frameworks and adopted practices at different levels related projects of WGI membersBy 2015, (e.g. 50% p olicy countries dialogues, will have Target strengthened 4 regulatoryBy 2015, frameworks 50% andofdiagnose/map countries adopted will existing have adopted or potential practices,consultation, Bycorruption 2015, spur participation50% the risks, interestof countriesand ensure ofand countries willco that- ordinationhave anti and adopted-corruption consultation, policies participation and co-ordination Target 3 By 2018, 30 countries will have committed to promote integrity in the water sector, to each OECD Principle on Water consultations, in-depthperformance studies, indicators“scans”, (serviceetc.) that delivery) By 2015, to increase monitor the and number evaluatemechanism of countries water policies; allowing withare water andwell stakeholderssecurity all implemented diagnoses at and and local, governance effective. performance regional,stakeholders, mechanism national and indicators allowing andcollect international success stakeholders (service stories levels delivery) at local, to regional, to monitor national and and evaluate international water levels policies; to and all By 2021, increase by 30% the number of river basin management plans (analysis ofdiagnose/map initial existing or potential corruption risks, and ensure that anti-corruption policies countries will have put in place capacitytools, - basedbuilding on processesexistingeffectively at (local, national national, and contribute local international) level to to decision regulatory-making and legislative in a coherent, effectively holistic contribute and integrated to decision way.-making By in a coherent, holistic and integrated way. By Governance; could provide best practices; status and main issues). are well implementedcountriesand and practical effective. will experiences. have put in place capacity-building processes at national and local level to foster good governance in service delivery.frameworks By and2018, IWRM all countries mechanisms.2021, will 100% have willdone Target haveso. done 6 so. 2021, 100% will have done so. Target 3 Target 5 Target 6  Showcase accomplishments  Prepare a template survey to help Target collect 4 best By 2018, 30 countries will befosterCreate implementing: Targetgood a Best governance2 Practice transparent Database in water service budgeton waterdelivery. processes, By including 2018, all countries will have done so. By 2021, increase by 30% the numberBy 2018,of riverContributions: 30 basin countries management willTarget interested have plans committed2 (analysis WGI to membersof promote initial integrity withinBy 2018, in a the 30 water countries sector, will be implementing: transparent water budget processes, including achieved in the area of water practices and evidence of implementationBy 2015, increase (costs, the number of countries with water security diagnosesinformation and governance about water infrastructuregovernanceBy 2015,investment to 50%scale planning countriesup evidence and will onimplementation have strengthened (financial, regulatory frameworks and adopted status and main issues). diagnose/mapdedicated existing orworking potentialBy 2015, groupcorruption 50% to: risks, countries and ensure willthatinformation anti have-corruption strengthened about policiesTarget water infrastructure regulatory3 frameworksinvestment planning and adopted and implementation (financial, tools, based on existingare well implemented (local, national, and effective. international) regulatory and legislative performance indicators (service delivery) to monitor and evaluate water policies; and all governance to give a sense of benefits, impact) asTarget well as 4 the potential for technical, andtechnical, socioeconomic and socioeconomic successimpacts); stories andimpacts); methods for eachand andmethods of the tools Principles and for tools improving .for improving transparency transparency frameworks and IWRM mechanisms. performance indicators (service delivery) to monitorcountries and evaluate will have water put in policies; place capacity and all-building processes at national and local level to progress; replicability of the cases,By 2015, and increase to harmonise the number how of bestcountriesTarget 6 with Providewater security guidance/comments diagnoses and governanceand on accountability the and accountability within theBy water within 2021, sector. the increasewater sector. by 30% the number of river basin management plans (analysis of initial countries will have put in place capacity-building fosterprocesses good atgovernance national inand service local delivery.level to By 2018, all countries will have done so. practices are presentedtools, and based to enhance onTarget existing 5 their (local, By national, 2018, 30 countries international)development will be regulatoryimplementing: of the template and transparent legislative survey; water budget processes, including information about water infrastructurefoster good investment governance planning in andservice implementation delivery. (financial, Bystatus 2018, and all countriesmain issues). will ha ve done so.  Highlight major results of and the frameworks and IWRM mechanisms. Target 3 readability; By 2018, 30 countriestechnical, will haveand socioeconomic committed to impacts); promote and integrity methods in and the tools water for sector,improving transparency Target 5  Contribute to gathering success stories at basin, By 2021, increase by 30% the number of river basin management plans (analysis of initial lessons learned during water diagnose/map existing and or accountability potential corruption within the risks,Target water and sector. 3ensure that anti-corruption policies Target 4 policy and reform processes;  Explore new thematicBy 2018,work 30suggested countriesare well implemented in will the have committedand effective. tolocal promote and national integrity inscale; the water sector, status and main issues). diagnose/map existing or potential corruption risks, and ensureBy that 2021, anti -increasecorruption by policies 30% the number of river basin management plans (analysis of initial Satisfaction Survey to identify success stories; By 2015,Target increase 4 the number of countries with water security diagnoses and governance are well implementedTarget and 6 effective.  Engage instatus activities and tomain discussTarget issues). and 1 review the

BEST PRACTICES BEST By 2015, increase the number of countries with water security diagnoses and governance Target 6 By 2018, 30 countries will be implementing: transparent water budgetBy 2015, processes, 50% includingof countries willtools, have adopted based consultation, on existing participation (local, and national, co-ordination international) regulatory and legislative best practicesTarget (webinars, 4 fact-checking, tools, based on existing (local, national, international) regulatory and legislative By 2018, 30 countriesinformation will beabout implementing: water infrastructure transparent investment water budget planning processes, and mechanismimplementation including allowing (financial, stakeholders frameworks at local, regional,and IWRM national mechanisms. and international levels to discussionsBy at 2015, WGI increasemeetings, the etc.). number of countries with waterframeworks security and diagnoses IWRM mechanisms. and governance information abouttechnical, water infrastructureand socioeconomic investment impacts); planning and methods and implementation and tools foreffectively improving(financial, contribute transparency to decision-making in a coherent, holistic and integrated way. By technical, and socioeconomic impacts); and methods and toolstools, for improving based 2021, ontransparency existing 100% will (local, have done national, so. international)Target 5 regulatory and legislative Help governments and Prepare a comprehensiveand accountability Inventoryand withinaccountability taking the waterstock within sector. of the Leadership/coordination:water sector. TargetPrepare 5country “factsheets” based on the   frameworksTarget and IWRM 1 mechanisms.  By 2018, 30 countries will have committed to promote integrity in the water sector, Target 2 stakeholders understand whether existing water governance indicators and Byindicators 2018,diagnose/map consisting 30 countries existing of institutional or will potential have corruption committed risks, and to ensure promote that anti integrity-corruption in policies the water sector, Target 5 By 2015,By 2015, 50% 50%of countries countries will will have have adopted strengthened consultation, regulatory participation frameworks and co and-ordination adopted governance systems are well- measurement frameworks; mechanism allowing stakeholdersdiagnose/mapmappings, at local,are well regional,basic implemented existing facts national and or andfigures, potential andeffective. best international corruption levels risks, to and ensure that anti-corruption policies By 2018, 30 performance countries will indicators have committed (service delivery) to promote to monitor integrity and in evaluate the water water sector, policies; and all performing and delivering effectively contribute to decision-practicesmakingTarget infor a each6 coherent, Principle, holistic and an and integrated way. By  Prepare a Working paper with a proposed systemic diagnose/map countriesexisting or will potential have put corruption in placeare risks, capacity well and implemented- buildingensure that processes anti and-corruption effective.at national policies and local level to expected outcomes, and if not, 2021,foster 100% good will governance have done in so. service assessment delivery.By 2018, By showing 2018,30 countries allareas countries willof improvement be willimplementing: have done transparent so. water budget processes, including framework, following extensive consultation within are well implemented and effective. what which institutions need to be (formatinformation tbd, traffic about light/index water etc.)infrastructure investment planning and implementation (financial, WGI and relevant OECD bodies; Contributions: interestedTarget WGITarget members2 3 within Targettechnical, 6 and socioeconomic impacts); and methods and tools for improving transparency fixed to fix the pipes. Target 6 dedicated a working groupBy :By 2015, 2021, 50% increase countries by 30% will the haveBynumberDevelop 2018, strengthenedand of a accountability river30triennial countries basin regulatoryOECD management within will flagship the frameworksbe water implementing:reportplans sector. (analysis and adoptedof transparent initial water budget processes, including  Hold a series of workshops to test the indicators By 2018, 30 countriesstatus and will main be issues).implementing: transparent water budget processes, including  Assist interested governments in performance indicators (service delivery)“Water Governance to monitor andat a evaluateGlance”, water as part policies; of and all with different stakeholders and at different levels,  Contributeinformation to the development about water of infrastructure indicators investmentinformation planning about and implementation water infrastructure (financial, investment planning and implementation (financial, improving the water policy cycle countriesTarget will 4 have put in place capacityRDPC's-building Programme processes of Work at for national 2016-18, and local level to and refine accordingly; with expertstechnical, in measuring and socioeconomic governance, impacts); within and technical,methods and and tools socioeconomic for improving transparency impacts); and methods and tools for improving transparency and provide stakeholders, including fosterBy good 2015, governance increase the in numberservice delivery.ofcollecting countries By indicators with2018, water all applied countries security to interested willdiagnoses have done and so.governance and outsideand accountability the water tools,sector. within based the onwater existing sector. (local,and accountability national, international) within the regulatory water sector. and legislative at operational level, with an  Co-operate with audit institutions and Targetframeworks 3 and IWRM mechanisms.countries, within and outside OECD, also indication of the role they can play  Assist with the discussion and proposal on the available as a web-based instrument, benchmarking organisations to bring about fruitful By 2021,Target increase 5 by 30% the number of river basin management plans (analysis of initial status and main issues). to contribute to positive spill overs synergies and ground the indicators in sound metrics/proxies to be selectedBy 2018, and 30 where/how countries will havesupported committed by open to data, promote visualisation integrity tools in the water sector, on water governance, alongside and consultation platforms, and with country INDICATORS practice-based expertise. to collect data. Targetdiagnose/map 4 existing or potential corruption risks, and ensure that anti-corruption policies policymakers. are well implemented and effective.“factsheets”.  Comment on workingBy 2015,documents, increase based the onnumber of countries with water security diagnoses and governance tools,Target based 6 on existing (local, M aximise national, synergies international) between regulatorythe indicators and legislative policy, practical and/or academic experience. frameworksBy 2018, and 30 countriesIWRM mechanisms. will be implementing:and current efforts transparent of water water-related budget data processes, including  Pilot-test the tentative informationindicators at about different water infrastructure investment planning and implementation (financial, Target 5 collection and analyses, such as the SDGs levels of government totechnical, provide “realityand socioeconomic- impacts); and methods and tools for improving transparency By and 2018, accountability 30 countries within will the have wateras committed appropriate sector. to. promote integrity in the water sector, checks” on data applicability/ availability. diagnose/map existing or potential corruption risks, and ensure that anti-corruption policies are well implemented and effective. 14 Target 6 By 2018, 30 countries will be implementing: transparent water budget processes, including information about water infrastructure investment planning and implementation (financial, technical, and socioeconomic impacts); and methods and tools for improving transparency and accountability within the water sector.

Table 3. Rationale, activities, roles and expected deliverables (cont.)

COMMUNICATION & OUTREACH [CROSS-CUTTING]

 Disseminate widely the Principles to raise the profile of governance in the global water agenda WHY  Raise appetite to test/implement the Principles among stakeholders worldwide; [Rationale & relevance]  Bring in new members to the WGI to bridge identified membership gaps through the involvement of umbrella organisations and targeted outreach activities

 Translation of the Principles into 15 languages;  Share the Principles at local, national, international events on water and/or governance (e.g. international discussions on climate change, water-energy-food nexus, development, disaster prevention, anti-corruption, etc.);  Advertise the Principles online, through different mediums (ICTs, opinion surveys, short videos, leaflets, etc.) HOW  Use the 7th World Water Forum Implementation Roadmap, which suggests communication plans for each Principle/audience; [Approach & concrete steps]  Organise regional and stakeholder consultations, including with the help of regional partners and umbrella organisations within the WGI, to take into account the specificities of each region and the contributions of different actors/sectors to contribute to the implementation of the Principles;  Develop complementary questionnaires to collect information and data from regions and stakeholders on the implementation of the Principles.

Steering Committee, with interested WGI members:  Lead outreach and communication efforts through their respective work; WITH WHOM  Provide support to organise consultation meetings and use the outcomes to feed the regional and stakeholder "snapshots". [Roles and responsibilities]  Prepare a calendar of scheduled water-related events to organise consultations/side-events/seminars to raise awareness on the Principles;  Develop questionnaires to collect data, jointly with WGI members;

 Regional and stakeholder “snapshots” of specifics related to the Principles, which could feed the Best Practice Database; WHAT FOR  Develop training material, which would be available on the Best Practice Database, to raise awareness on water governance (e.g. MOOC) [Deliverables & outputs] with guidelines, policy advice, practical tips and international examples to assist interested stakeholders worldwide in improving water governance.

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How to get there? Adjusted structure 25. It is proposed to adjust the governance structure of the WGI to match the core activities detailed in Table 3. The former structure relied on four separate and parallel working groups tasked with formulating key thematic messages to contribute to the development of the Principles. Looking ahead, new activities on implementation, which are no longer clear-cut from a thematic point of view, require some adjustment of the underlying working groups that can support future work. There is a need for a whole-of-WGI approach whereby members can contribute to some or all of the areas of work through tailored in-kind contributions and in synergy with their daily activities, comparative advantage and respective strategic objectives. 26. Therefore, it is proposed to redesign the WGI around two main transversal and complementary activities, related to best practices and indicators, to be supported by extensive outreach and communication efforts. The activities will therefore translate into a two-legged interconnected structure. Each would take the form of dedicated working groups that would be mutually reinforcing. Communication and outreach would be dealt with by the Steering Committee and interested WGI members in order to support both working groups in a cross-cutting fashion. The OECD Secretariat and Steering Committee will facilitate transversal communication and co- ordination between the activities while regularly reporting on progress and seeking synergies. Indeed, while each working group has different objectives and expected outcomes, their boundaries will not be completely clear-cut and they will be considered in a systemic way rather that in silo. 27. The new organisation will have implications on the format of the WGI plenary meetings. Greater room will be allocated for small-scale, action-oriented dialogues as requested by members in the satisfaction survey. Time will be systematically devoted to lively discussions whereby members of the WGI will break out into smaller groups and discuss the same topic simultaneously, while ensuring greater focus on each set of activities. Funding

28. A pro-active and collective fundraising strategy is needed to ensure that the WGI delivers on its objectives for 2016-18. This strategy could seize several opportunities. First, a taskforce of “sponsors” will be created to gather members supportive of the WGI and willing to fund its activities, be they OECD countries or other institutions. Second, under the leadership of the Chair, the WGI will reach out to philanthropic foundations, private funds and donor agencies working on water governance to raise awareness about the WGI and test their appetite to fund its activities. These efforts will be led by WGI Steering Committee, in cooperation with interested members. Interested donors will be given the option to fund specific activities of the WGI, rather that the programme of work in its entirety. To help in this process, a flexible “umbrella” funding approach will be developed by the Steering Committee which could consist in a template letter for fundraising that could be used by members to cover the costs of their contributions to the WGI, and by the Steering Committee to raise funds for WGI activities. The template would include the WGI's key objectives, expected outcomes and budget, and could be tailored to target various types of donors.

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