J.1c USAID Smart Waters Program Description.pdf

RFP 72011520R00010

USAID’s Central Asia Regional Water and Vulnerable Environment Activity

Attachment J.1c

Smart Waters Program Description

1. Executive summary

Water is key for sustainable and peaceful development of Central Asian States (CASs) and Afghanistan. Its supply for food and energy production as well as economic growth depends on how well water resources in transboundary watercourses are being managed. In spite of many international interventions in the water sector, the region is still considered a high-risk area. The absence of enforceable water and energy-exchange obligations as well as legal transboundary water cooperation framework covering all 5 CASs and Afghanistan cause tensions between up-and downstream nations. The combination of the lack of knowledge on policy, technical, and community levels, outdated approaches re: training of water specialists and managers, and limited opportunities of upgrading professional education negatively affect management of shared water resources.

Within the Smart Waters Project (hereinafter, also Smart Waters), CAREC aims to support development of a system that addresses the knowledge disconnect in of the region, helps to build working relations among water managers and specialists in Central Asia (CA) and Afghanistan, and to demonstrate the potential of the basin management approach and cooperation with the academia.

In order to achieve the above-mentioned aims, the project team will strive to achieve four specific objectives (SO) of the Project, namely:

1. Water managers in CA and Afghanistan understand and apply sustainable water resources management (WRM) on policy and practical levels.

2. Networking, collaboration and trust among future water managers across the Central Asian and Afghanistan have increased.

3. National water ministries apply integrated water resources management (IWRM) principles and provide enhanced support to basin management organizations.

4. Basin planning principles in selected basins have improved.

CAREC will work with policymakers and high-level managers from national and regional public agencies, water professionals and practitioners of ministerial, provincial (oblast) and community levels, universities and training centers in order to promote cooperation, networking and partnerships. It will also seek training of new generation of water professionals, participation of stakeholders and NGOs in effective water resources management (WRM). A special effort will be made to further strengthen CAREC as a regional knowledge center on water management and environmental cooperation in CA and build partnerships with Afghan partners to expand collaboration.

Smart Waters will be implemented in four components:

Component I - Capacity Building & Academic Exchange with the aim to enhance the water sector cadre potential in CAR and Afghanistan, to train the new generation of water professionals capable of applying IWRM principles in their everyday work, to promote the application of science-based instruments in routine water management.

Component II - Networking & Cooperation will target an increase of linkages and dialogue among water organizations, water professionals and academic communities in CA and Afghanistan.

Component III - IWRM Promotion & Support will focus on a wider acceptance and use of key IWRM principles on all levels of water management in CAR and Afghanistan.

Component IV - Basin Planning will help introduce long-term planning in Central Asia and Afghanistan on the river basin level.

Different components of the project are well linked both intellectually and organizationally, e.g.

component 1 efforts will result improved potential of partner WMOs that will better cooperate and network (component 2) through their newly trained staff (component 1). The new generation of young water professionals will be also involved in field research and academic cooperation (component 1, 2). Promotion of effective and efficient water management principles are possible (component 3) only through long-term capacity building (component 1), cooperation and academic research (component 2). IWRM principles require long-term planning (component 3 and 4), cooperation between different sectors and components (component 2, 3).

In order to ensure smooth implementation of Smart Water activities, CAREC will deploy its in-house capacities already acknowledged by national, regional and international partners. The ability to introduce and catalyze innovative projects and programs will help CAREC to lead Smart Waters and apply cutting-edge approaches and tools to build-up IWRM skills and cooperation in Central and South Asia. The presence of CAREC Country Offices (COs) in each CAS, the corporate ability to mobilize partners and capacities to leverage local expertise will help the Centre to establish a high-performing project team.

All Program components will be conducted in Afghanistan, as well, with the only exception of regional events and multi-country exchange visits that will be conducted in one of five CAS.

Participants from Afghanistan will be selected through existing partners in the academy and state bodies (letters of interest from Afghan partners are attached hereto) and the competition process established for the Annual Leadership Programme of CAREC. CAREC for last 3 years have trained dozens of Afghan partners who will be a first contact – point to establish partnerships for the Smart Waters project. Moreover, the project implementation unit for Smart Waters will be established in Kabul, housed by one of partner organizations there (e.g., Kabul Polytechnical University). Regular missions of the project team to Kabul for project implementation for assessment and planning will take place annually.

In Smart Waters, CAREC will cooperate with individual experts and well-known organizations, such as the German-Kazakh University (GKU) in Almaty, which will be a partner within the framework of Component I (the letter of interest from GKU is attached hereto). Since 2011, the GKU has been offering an MSc course on Integrated Water Resources Management with students coming from all CASs. This Master Program was launched under the Berlin Initiative of the German Federal Foreign Office. Several regional scientific and academic events, like the Kazakh Water Forum and the Summer School on IWRM-related spatial modelling, have also taken place within its framework in 2014-2015. Just recently, the University hosted a Global Water Partnership workshop on its internet-based toolbox. In 2013-2015, in cooperation with the FU Berlin, Kenyatta University in Nairobi, Kenia, and an integrated water management (IWM) expert the KGU organized a series of 4 workshops on the design of IWRM e-learning tools. The University has been also actively collaborating with the DAAD Program, World Bank, UNECE, etc.

To ensure straightforward execution of target regional activities, CAREC will utilize its MoUs with the Interstate Fund for Saving the Aral Sea and its divisions, i.e. the Interstate Sustainable Development Commission (ISDC) and the Interstate Commission for Water Coordination (ICWC) (please, see the copies of the MoUs annexes hereto).

The Smart Waters management scheme will be integrated in CAREC’s general management structure and follow all internal project management rules and procedures. Smart Waters will be implemented as an inter-program effort allowing focus on all-important aspects of water management, including socio-economic, managerial and climate change dimensions. The project group will consist of Chief of Party, Deputy Chief of Party/Training Manager and Monitoring & Evaluation Officer, seven specialists representing CAREC’s administrative support, finance and knowledge management units working from CAREC’s Head Office (HO) and two specialists in each CAREC Country Office as Local Project Coordinators. CAREC Executive Director (ED) will advocate Smart Waters on national and regional policy levels as well as at international fora. Project staff roles and responsibilities are described in annexed hereto.

The Project Steering Group (PSG) consisting of CA and Afghan partners, CAREC ED, USAID representative(s) and the Chief of Party will be set up immediately upon formal project launch.

The PSG will meet bi-annually to review project performance and challenges and, thus, will foster better commitment and ownership of project results in target countries.

CAREC will contribute at least 10% of the Project’s overall cost via in-kind contributions and will seek to mobilize additional stakeholder resources.

2. Technical approach

a) Development challenge and goal Both Central Asia and Afghanistan are dry lands with limited water resources. Uneven water distribution within the region and poor transboundary water governance complicate water allocation issues. Outdated and inefficient irrigation and drainage networks, growing population and raising demand for water and related resources exacerbate the situation even more. The resulting frequent water shortages lead to low agricultural production and degradation of ecosystems severely impacting the livelihood of local communities.

Agriculture is the main economic activity of rural populations, which make up 72% in Tajikistan, 66% in Kyrgyzstan, 63% in Uzbekistan, 55% in Turkmenistan, 44% in Kazakhstan and 60% in Afghanistan. The dependency of fast-growing rural communities on sustainable water and food supply in unprecedented. Therefore, conservation, sustainable use and management of water resources corresponding to population growth dynamics are becoming a high priority of Central Asian and Afghanistan governments.

CASs have a common history and share quite a few common natural-biophysical features. Their development during the last two decades, however, was rather distinct. During Soviet times, the water sector was one of the major industries in Uzbekistan, Turkmenistan and Tajikistan due to irrigated cotton production. Thus, water sector interventions were the key development agent for these countries ensuring numerous water-specific and, likewise, other social infrastructure developments. Centralized and genuine funding of large-scale irrigation facilities hallmarked overall CA development in the 1970-80s. Nevertheless, since 1990 the role and significance of the water sector, especially the hydraulic mission, has declined. Conflicting priorities resulted in the water sector receiving considerably less of state financial and other support.

Currently, CASs have different water policies and priorities. In Kazakhstan, lately the government has made a comeback to agriculture with more subsidies for crops, water and related inputs. The Kazakhstan’s water sector is built around IWRM-basin approaches and clearer corresponding state roles. The government went for de-centralized water management on the former collective farm level and delegated some water management functions to local executive agencies on the local and basin levels. Currently, Kazakhstan focuses on improving water management and increasing water efficiency on all WRM strata. The recently approved State Water Management Enhancement Program provides both necessary legal framework as well as solid funding instruments. Nevertheless, Kazakhstan still faces quite serious institutional challenges on all water management levels. Locally, agricultural water user associations (WUAs) have not yet evolved into viable water user organizations lacking corresponding knowledge and skills. On basin and sub-basin levels, the recently established water (basin) councils – although possessing the potential of becoming efficient platforms for integrated water planning, management and governance – still require institutional, capacity and organizational development. Nationally, the major challenges are to finalize IWRM implementation at large and create effective, comprehensive and capable water institutions.

In Kyrgyzstan, the water sector underwent a dramatic transformation as well, although, its national-level legal and institutional schemes are still an unfinished job. Earlier, the government cut water sector funding which caused chaos on the local water management level. At that time, WUAs replaced former collective and/or state farms. The new legislation reflecting IWRM principles has been adopted and basin management principles have been implemented in large river basins of Kyrgyzstan. However, local WUAs are still rather weak; their inclusive decision-making and technical capacities are undeveloped. River basin organizations are still in the making and lack tools to plan their efforts and manage data. Moreover, the national educational system lacks adequate training for technical water specialists causing their acute deficit.

Although rehabilitated to some extent, thanks to loans and grants from international funding agencies and donor organizations, Kyrgyzstan’s water infrastructure demands further investment. Local and basin-level water monitoring, data-gathering/processing, as well as, sharing infrastructure also needs both methodological and technical support.

In Tajikistan, the European Union and other international partners are in the third round of designing and supporting water reforms. The land reform is not yet complete with unclear system of rights, which, in its turn, delays local changes. State roles in water policy and management have been divided between two agencies: the Ministry of Energy & Water Resources and the State Agency on Reclamation. On the basin level, river basin organizations (RBOs) are to be forged to implement state water policies. As the largest water user, irrigated agriculture will be integrated into the national water system via water contracts between RBOs and WUAs. The role of other basin-level organizations and, potentially, water councils is still under consideration. Tajikistan’s water sector reforms present good opportunities to promote IWRM principles. In addition, Tajikistan’s policymakers are currently focusing on sector-specific best practices and successful completion of the national water reform. Domestic professional competencies in the water sector have much degraded due to low wages and poor subject-matter education. Inter-and intra-farm water infrastructure is significantly dilapidated, but only limited effort has been taken to rehabilitate it during the past two decades.

In Turkmenistan, the state plays the principal role in forming, implementing and monitoring water policies. The water sector remains unchanged and is based on centralized, territorial and hierarchical division. Agriculture as the main water user still consumes the largest share of water withdrawals. The farming system also remains almost unchanged with a limited number of emerging individual farmers. Thus, the farm-level water management system lacks reform and performs rather poorly. Territorial WMOs are incapable of handling the growing competition for water among administrative districts. Staff qualifications have degraded, while learning and knowledge do not reach water personnel performing day-to-day functions. Recently, within the framework of internationally supported projects Turkmenistan has indicated its interest in learning more about IWRM. A few years ago, the basin principles had been tested within one irrigation system in the southern part of the country. It appears that current levels of WMO performance are not acceptable anymore. Therefore, the water sector reform will focus on water efficiency and allocation. With the account of the aforesaid, Smart Waters could seize the opportunity to introduce knowledge and capacities linked with the national priorities within water sector reforms.

In Uzbekistan – the largest water-consumer in the region – the water sector is a more sophisticated and interrelated system. The irrigated agriculture takes the lion’s share of the national water intake. The national Ministry of Agriculture oversees all domestic water management aspects. On the local level, the agricultural reforms resulted in the formation of individual farmer-producers. Currently, local water users are members of WUAs and sign agreements on water delivery. However, WUAs are not performing at all and for the most part remain paper-based organizations. Human and financial capacities are not sufficient to design and introduce water management principles locally. Impotency of WUAs coupled with frequent interference of state WMOs in their daily operations resulted in insufficient institutional capacities on the former collective farm level. In 2003, Uzbekistan launched large-scale reforms in irrigation water management. Basin water management principles have been developed to a certain extent. Basin irrigation organizations were set up instead of territorial WMOs in all irrigated areas of the country. The government also established reclamation and irrigation state funds to support rehabilitation of drainage and irrigation systems. Since 2003, investment into the water sector has been increasing every year. However, currently the national water system still requires changes such as consideration of the interests of other stakeholders (non-irrigation) within basin councils. Centralized water management became a huge burden for the state budget. Therefore, the knowledge of financial and economic tools pertaining to water sector funding and sustainable water management will be the center of Uzbek government’s attention in the nearest future.

Afghanistan is also implementing water sector reforms with the aim of introducing IWRM, river basin management and multi-stakeholder platforms (basin organizations). However, the national WRM remains centralized, focused on water allocation as well as lacks strategic vision, participatory decision-making, transboundary cooperation, understanding and practical application of IWRM, especially on the local level. Regional water linkages remain limited with regional security still an issue. Meanwhile, socio-political stability and economic development in Afghanistan very much depend on the efficiency of state social and economic policies. Irrigated agriculture serves the main safeguard of the country’s food security. Further development of Afghanistan’s water resources will significantly affect the state of water management in CASs.

As a riparian state within the Amu Darya Basin, Afghanistan has to be integrated into the regional hydro-management system.

Thanks to state policies regulating major water management issues, the current set up of Afghanistan’s water management system is likely to become increasingly sustainable. However, reinforcement of newly established basin organizations and translation of state policies into real implementable and meaningful local-level interventions require significant capacities on the side of both state agencies and basin organizations. Local-level water management in Afghanistan is conventional and driven by local elites. In this context, sustainability depends on cooperation of local groups. The development of inclusive and participatory water management on the local level requires long-term political commitment of state water agencies and technical support to local water agents (mirabs).

Successful models of reforming water systems in Afghanistan, for example, in the Kunduz River Basin, could be scaled-up and disseminated via regular learning efforts and analysis of water governance and management in this particular area.

b) Proposed approach

CAREC offers four components in order to deal with this disconnected knowledge, relations and practical application of IWRM principles in Central Asia and Afghanistan. All components are well linked and complement each other.

3. Proposed activities

Component I - Capacity Building & Academic Exchange

The component contributes to SO1 - Water managers in Central Asia and Afghanistan understand and apply sustainable water resource management principles on policy and practical levels.

The Component includes a range of capacity-building events – from short-term targeted training seminars and opportunities to get acquainted with the achievements of pilot basins where basin management principles have already been introduced within the ongoing USAID project down to the opportunity to participate in a 2-year Master of Science IWRM Program at the GKU.

Capacity-building events will be supported by a variety of tools, including interactive handbooks, CDs, training manuals and on-line courses on sustainable water management, basin planning, data and information management, etc. Training seminars will be conducted for all groups of stakeholders. Special training-of-trainers (ToT) will target the staff of water capacity-building centers to equip them with all corresponding methodologies. Such training centers already exist in CASs, e.g. the training center with the Aral-Syr Darya Basin Council (Kazakhstan) established with the OSCE support, which, among other things, conducts trainings on water efficiency.

Small grant support will be used to attract students from the GKU and other universities in CA and Afghanistan to conduct research in project basins.

In this regard, the following activities are planned:

1.1. Design and implement short-term targeted capacity-building interventions to promote IWRM principles with all stakeholders;

1.2. Support participation of young water professionals from CASs and Afghanistan in the interdisciplinary IWRM MSc Program at the GKU;

1.3. Organize study-tours for policy makers and other stakeholders to small transboundary basin sites in the CAR which have successfully developed and implemented basin management plans to share experience;

1.4. Develop and test tools and instruments promoting IWRM as well as share them with relevant partners for further use and distribution in project countries and beyond;

1.5. Support interdisciplinary and participatory research efforts.

The expected results of Component 1: (i) selected water managers are capable to accurately interpret and use water data, (ii) water managers apply new technical approaches at national and local levels improving rational use of water resources and share water data with neighbors;

(iii) policy-makers are aware of modern water technologies and possess economic knowledge to make adequate decisions.

Component II - Networking & Cooperation

The Component contributes to SO2 - Networking, collaboration and trust among future water managers across CA and Afghanistan have increased.

The Component will support and further strengthen existing cooperation platforms, including CAREC’s Central Asian Leadership Programme on Education for Sustainable Development (CALPESD) and GKU Alumni Clubs, River Basin Platform (www.riverbp.net) hosted by CAREC and interstate organizations involved in water resources management issues such as IFAS, ISDC and ICWC.

Annual CAREC and GKU conferences will be used as an opportunity for selected students to participate in multi-stakeholder dialogues on water and sustainable development.

Networking will be supported by small research grants and a special award to outstanding students to participate in global conferences, such as the World Water Forum, as well as via access to on-line communication and learning tools to promote regular meetings and exchange visits.

A recent initiative by CAREC and GIZ to coordinate the efforts of regional organizations (IFAS and its subsidiaries: ICWC, ICSD, RHC, etc.) through their regular meetings gained recognition and momentum. The Smart Waters Project will further strengthen this coordination.

In his regard, the following activities are planned:

2.1 Initiate and facilitate networking platforms for MSc and PhD students, such as alumni clubs, on- and off-line dialogues, additional e-courses, access to relevant water-http://www.riverbp.net/ environment events, and other events as the opportunities open up;

2.2 Involve more participants from Afghanistan in CAREC’s annual CALPESD trainings on water and environmental governance;

2.3 Set up cooperation and networking between basin organizations from project countries through the exchange of best IWRM and basin management practices using the River Basin Platform (www.riverbp.net) and exchange visits;

2.4 Facilitate coordination of regional organizations involved in water resources management and development issues.

The expected outcomes of Component 2: (i) opportunities for regular constructive professional interactions among CA and Afghan water managers have increased; (ii) Central Asian and Afghan managers have established contacts; (iii) regional organizations are better coordinating their cooperation.

Component III - IWRM Promotion & Support

The Component contributes to SO3 - National water ministries apply IWRM principles and provide improved support to BMO.

It will promote wider acceptance and use of key IWRM principles at all levels of water management in CA and Afghanistan by providing demand-based technical and institutional support to national partners and basin organizations – solutions to various challenges, including provision of adequate financial and economic tools, allocation of national budget funds to address issues in water sector, WUAs development, etc.

Supporting national partners in conducting water conferences and events, such as A Drop of Water is A Drop of Gold Conference in Turkmenistan, and contributing to the development of their agendas will foster perception of IWRM and water cooperation in Central Asia. Promoting participation and active agenda setting by CA and Afghan representatives within the framework of high-profile international events such as the World Water Week, World Water Forum, etc. will contribute in building a regional voice.

In this regard, the following activities are planned:

3.1. Identify technical and institutional support needs of national and basin organizations in CASs and Afghanistan to be covered within the Smart Waters Project;

3.2. Provide short-term technical and institutional advise and support to interested ministries in the project targeted countries;

3.3. Identify, initiate and provide intellectual and financial contribution to national IWRM related events;

3.4. Support participation of CA and Afghan partners at international events to foster formulation of the regional cooperation agenda and position.

The expected outcomes of Component 3: (i) key water governance reforms are institutionalized with the help of advisors; (ii) target governments draft/finalize bilateral water-sharing agreements previously kept on hold; (iii) selected water events involving Central Asian countries and Afghanistan receive support.

http://www.riverbp.net/

Component IV - Basin Planning

The Component contributes to SO4 - Basin planning principles in selected basins have improved.

Activities under this component will help to introduce long-term basin planning at selected CA and Afghanistan river basins. The key elements within this Component will be outfitting WMOs and stakeholders from target basins with knowledge and skills necessary for basin management, linking them with national-level water agencies and academic partners and facilitating basin planning exercises. Academic partners and students will make a scientific contribution into baseline assessments and introduction of new approaches and technologies in project targeted areas. They will have an opportunity to live and conduct their research at project basins. Internships will depend on MS Students’ study subject. Students, selected through competition, will work at the ground with local bodies and organizations (including small basin councils) (Component 1.5).

The basin planning activities will be based on the results of the baseline assessments first conducted at these basins and will include national and sectoral development programs. The Component will be reinforced by involving academic partners and students executing target research in selected basins.

Activities under this component will especially focus on Kyrgyzstan with favorable legal and institutional framework for the successful implementation of the basin planning development.

Besides interventions described above, Smart Waters may support the Water Department of the national Ministry of Agriculture and Reclamation in developing a special basin planning program for Kyrgyzstan’s river basins. The ToT approach will be applied to educate a sufficient number of experts capable of using target training models. ToT will be conducted for trainers from training centers, educators and relevant NGOs for them to further apply the educational tools and methodologies, developed under the Component 1.4 and 4.3, in their daily work.

In his regard, the following activities are planned:

4.1. Support broader IWRM implementation, including the creation of small basin councils (SBCs), water efficiency measures and data platforms as part of basin planning efforts emerging in project targeted countries;

4.2. Provide special basin management support to selected basins in Kyrgyzstan:

establishment of SBCs, conducting trainings/seminars, facilitating and supporting basin planning and implementation;

4.3. Develop a set of training modules and deliver a series of trainings on planning, financing and data management for concerned basin organizations and ensure participation of relevant basin organizations’ staff in the trainings;

4.4. Seek support for and encourage participation of relevant national- and local-level organizations in basin management planning processes;

4.5. Support cooperation with academic and educational establishments in targeted basins (SO1) to ensure two way exchange of information and support basin planning processes.

The expected outcomes of Component 4: (i) representatives of target basins participate in the training courses provided by the Smart Waters Project, (ii) basin organizations develop basin plans with the help of short- and long-term IWRM students, (iii) local-level water managers understand and are able to apply relevant new technologies; (iv) target basins receive small-scale infrastructure support and are capable of maintaining it.

4. Gender

Advancing leadership in environmental cooperation and sustainable development also means encouraging gender equality and female empowerment in the water sector, which so far has been a “men’s business” in all 5 CASs and especially in Afghanistan. Although not a novel concept, gender equality and empowerment are hardly internalized in real politics in all project countries. Their populations mostly perceive it as feminism, and gender approach opportunities remain underestimated. The introduction of gender components in project activities is mostly manifested in a quantitative manner.

CAREC started mainstreaming gender into its efforts some time ago. An ongoing project in Turkestan District of Southern-Kazakhstan Region includes a gender analysis in the water sector with the aim of investigating obstacles and opportunities for a more active participation of women in water resources use and management. The analysis will be completed by the end of 2015 and its recommendations – especially these on women’s capacity building needs – will add value to Smart Waters. Meanwhile, the analysis shows that maximum 15% of women work in the water sector in the target area and maximum 5% -- as water specialists. There are no women in the water sector in Afghanistan. At the same time, the new generation of water professionals – students of the IWRM MSc at the GKU – is gender balanced.

Within Smart Waters, CAREC is planning to analyze gender aspects of water-related conflicts and cooperation, daily water use and management, and participation in decision-making in project areas. This will be made to see what interventions might address these issues. The analysis will be implemented in consultation with men’s and women’s groups, will consider gender roles and relationships in the water sector as well as will help to develop an approach to reflect these roles. Its results will serve as the foundation for designing indicators to monitor meaningful participation of women and girls in corresponding processes as well as mechanisms for promoting and assisting the actions to address gender-related challenges. CAREC will collect, analyze and submit sex-disaggregated data and propose actions focusing on specific gender issues. It will also review the USAID and partners’ gender mainstreaming experiences to get necessary tools and methodologies. CAREC will make its best to achieving the goal of the 50% female share among Smart Waters beneficiaries.

5. Incorporating Afghanistan

Afghanistan is a new region for CAREC – so far, the Centre has not implemented projects there.

However, since 2013 Afghan participants have been participating in the CAREC’s annual Leadership Programme (CALPESD). In 2015 CAREC received 12 applications from Afghanistan to participate. CAREC has established contacts with Kabul Polytechnic University, Mazar-e-Sharif University and the Ministry of Energy and Water of Afghanistan. CAREC’s current Executive Director had worked in Afghanistan in 2007-2009 as a project coordinator in the Kunduz River Basin and, thus, has good relations with Afghan research organizations and partners.

The contacts mentioned above will help CAREC to launch its first mission to Afghanistan to assess needs and enhance networking). CAREC ED and one more staff will travel to Afghanistan to present the Smart Waters Project and hold a round table meeting on project implementation inside Afghanistan. The Afghan Project Implementation Team (APIT) will be set up after the discussions with Afghan national partners, the USAID office in Kabul as well as corresponding educational institutions and NGOs.

In order to enhance project implementation in Afghanistan, regular trips of both APIT members to Central Asia and CAREC Project Group to Afghanistan will be organized. Moreover, CAREC will establish a communication system (preferably SIP telephony used in all CAREC offices or other technologies) to facilitate uninterrupted daily contacts and closely engage the APIT in the overall project management system.

Security concerns pose serious obstacles in integrating Afghanistan into Central Asia regional cooperation processes. The same factor will also limit project opportunities to conduct regional events in Afghanistan. Nevertheless, CAREC will strive to conduct all national-level events inside the country, involve Afghan target groups and project team in all regional events as well as consider opportunities of launching project activities at least at one transboundary river basin.

Participation of Afghan participants in short-term training events does not present a problem, while their involvement in the 2-year MSc course at the GKU demands a special quota. CAREC will support negotiations of the GKU with the Ministry of Foreign Affairs of Kazakhstan to resolve the issue.

6. Partnership opportunities

To implement Smart Waters, CAREC will cooperate with regional, national and local partners.

Most of them are already known and their competitive advantages are well identified..

A Needs assessment in the initial phase of the project will help CAREC to complete the partnership design and involve additional partners. CAREC has the following ongoing contacts with its partners:

Regional level: since its establishment, CAREC has been cooperating with partners who are both reliable and mandated to implement regional development activities, such as EC IFAS, ICWC SIC, ISDC SIC, and RHC . Certain project activities will be implemented in coordination with them. CAREC also cooperates with international research partners such as ICARDA and IWMI to make its interventions more productive and sustainable, with GKU on IWRM academic issues and research in CA. CAREC has signed MoUs with all agencies listed above and is thoroughly aware of their capacities and skills based on previous joint activities.

National level: CAREC will cooperate with public and non-governmental sectors, academia and other organizations as implementing partners. In each CAS, CAREC COs has built long-term partnerships with numerous organizations/agencies who served as implementing partners within many CAREC projects in the past. CAREC has a comprehensive database of both partner organizations and individual experts which can be mobilized in case of need. The database details previous experiences, including lessons learnt from earlier joint work. It will make the process of selecting partners effective and efficient.

CAREC is present on the local level and possesses a large number of reliable and capable local-level partners. Local NGOs, civil society organizations and local governments have played key roles within CAREC’s previous successful projects. CAREC trusts its local partners whose active involvement and expertise ensure long-term ownership and sustainability of project results.

During the process of selecting partners and services, CAREC will adhere to the transparent procurement processes. The Centre will widely publicize corresponding project collaboration opportunities and choose the best skilled and professional organizations and individuals.

Currently, CAREC works at five transboundary basins in CA: Lower Syr Darya, Isfara, Aspara, Ugam, and Murgab. Based on the findings of the needs assessment, CAREC will identify exact transboundary basins for Smart Waters intervention which then will be reflected in Smart Waters First Year Work Plan. Smart Waters will conduct additional needs assessment at the first selected basins to further confirm the type of potential intervention(s).

7. Coordination with activities of USAID and other donors

The Project will be executed in close coordination with the USAID and other donor organizations’ activities on agriculture and energy creating a nexus with water. It will be achieved in multiple ways:

Direct partnership. For example, CAREC is a partner of CA Energy Links Program funded by the USAID and led by Ecodit. It is also a partner in other regional programs, such as the Sustainable Energy Programme for Central Asia: Renewable Energy Sources and Energy Efficiency, EuropeAid, 132442/C/SER/Multi, CAMP4ASB, World Bank and Aral Sea Basin Plan-

3. Being a local partner, CAREC will be able to ensure a synergy of these initiatives with Smart Waters.

CAREC’s participation in shared dialogue platforms within and outside of the CAR, such as the regional platforms of the IFAS and its subsidiaries (ICWC, ISDC, Regional Hydrometeorology Centre, etc.), international conferences conducted by CA governments, ministerial conferences within the Environment for Europe Process and the Environment and Sustainable Development in Asia Pacific Region, worldwide events and summits will be useful to share with results and findings of Smart Waters.

Invitation of USAID and other donors to dialogues platforms/events supported/conducted by CAREC and GIZ in Central Asia, such as regular coordination meetings of interstate organizations (IFAS, ICWC, ICSD, RHC, Syr Darya and Amu Darya BWOs, etc.), which have regular semi-annual meetings will help to leverage additional resources. CAREC’s annual conferences to inform about ongoing and planning activities of CAREC and regional conferences arranged within the frameworks of development projects will be used as dialogue platforms for partners and target groups of Smart Waters.

Besides, the Project will use the opportunities provided by: 1) the US premier professional exchange program (IVLP) through nominating advanced representatives of target groups of the Smart Water Project to participate in the IVLP and vice-versa, hosting IVLP visitors in project territories in CA; 2) PEER program through linking Central Asia scientists with their US colleagues.

Central Asian environmental NGOs are long-term partners of CAREC. Their selected representatives are involved in CAREC Board of Governors as well as implementation of CAREC’s activities. Whenever possible, they become essential participants of all corporate thematic events and meetings. A number of NGOs will be also considered as providers of certain services within the Smart Waters Project. Besides, CAREC knows the team who implements the USAID Cooperation Programmes for NGOs in Central Asia. For coordination purposes, they will be also invited to relevant events within the framework of Smart Waters.

8. Organizational Capacity Building

Building CAREC capacities will contribute to long-term sustainability of project results and enhancement of regional cooperation. Smart Waters will support implementation of CAREC’s Change Concept and will ensure necessary staff expertise and opportunity to develop further on-line knowledge-sharing platform on water and environment in CA and Afghanistan.

During its 15 years of operation as a regional platform for environmental cooperation, CAREC has gained both reputation and expertise. Since 2013, CAREC has been implementing its corporate Change Concept targeting enhancement of internal procedures, policies and capacities. To further strengthen in-house financial, project management and resource mobilization potential, CAREC is committed to enhancing its regional profile. Targeted training of key CAREC managers and brining its major internal processes and systems in compliance with the international standards will help the Centre to improve its performance re the implementation of Smart Waters as well as other relevant regional efforts. The Change Concept puts emphasis on transforming CAREC into a Regional Learning and Knowledge Center on environmental issues. Therefore, the Smart Waters Project could aid CAREC in achieving this goal by supporting the installation of innovative knowledge-sharing systems.

CAREC will consider approaches and methods stipulated in the Human and Institutional Capacity Development (HICD) Handbook and take on the most suitable ones to introduce sustainable program cycle and integrate collaboration, learning and adaptation (CLA) practices.

For this purpose, the Centre will use its regular internal practices, such as retreats, internal seminars, self-evaluation exercises and annual conferences, which have proved their efficacy in mobilizing and teaming up the staff as well as attracting partners.

Regional multi-partner activities require tools of quick and easy communication, video calls and teleconferences, relevant hardware and available meeting and working rooms. To this end, CAREC will upgrade its facilities and technical capacity to ensure opportunities for remote communications and meetings.

All capacity-building efforts under the Smart Waters Project will be led by CAREC’s Knowledge, Project & Resource Mobilization Management Division.

9. Needs assessment

Upon signing the award, CAREC will first conduct a needs assessment. The study will include analysis of current political and economic situations in Central Asia and Afghanistan influencing water resources management and education to determine the best intervention pathways.

Face-to-face meetings will be also conducted with national partners, staff of ongoing sector-specific USAID and other donors’ projects in CASs and Afghanistan to identify most appropriate partners, activities and areas as well as to ensure coordination and synergy.

The assessment will focus on water resource managers, organizations, institutions and ministries in CASs and Afghanistan to identify skills gaps and determine needs as to education, training and advisory support to ensure achievement of the project goal and objectives.

The needs assessment will include review of learning establishments (universities and training centers) with the most appropriate master’s programs and/or best suited to deliver short-term courses, e.g., on basin planning. The assessment’s results will help to formulate the profiles of target trainees within different training programs (ex., level of experience, gender, geographic representation, technical background, etc.).

The study will also pinpoint national ministries interested in hosting short-term technical advisors, providing corresponding office space and fulfilling the role of advisory counterparts.

The assessment will also identify possible HICD opportunities, which may be suggested for inclusion into advisors’ Terms of Reference and accounted for during the design of short-term training modules.

The needs assessment will help to identify target basins, including benefits and/or disadvantages of including each particular basin in the project. It will quantify the skills and gaps in existing water management structures in target river basins. It will recommend type(s), duration, schedule, and participants of forthcoming basin planning trainings. The assessment will, likewise, investigate opportunities of effectively linking universities and master students with target basin organizations.

Activity Monitoring and Evaluation Plan (AMEP)

The monitoring and evaluation of Smart Waters will be built on the Activity Monitoring and Evaluation Plan (AMEP), which will be annually updated and agreed with USAID coordinator. It will be implemented through use of existing procedures and platforms, which support coordination and management of project activities in CAREC. They are the following:

- Monthly based management team meetings with on-line connection of all managers, country offices and executive director through Skype provide a platform for exchange of information, plans, concerns and challenges for decisions.

- CIP telephony installed in country offices helps to have easy and cheap daily communication between regional office in Almaty and all country offices in CA states.

Project team in Afghanistan will be also switched on it or other relevant.

- Intranet is a communication platform of CAREC, which is available from any place and computer. A special space for communication, exchange of information and keeping project documents and files will be created for Smart Waters project team.

Monthly based coordination meetings of Smart Waters team will monitor implementation of planned activities and achievement of indicators. A special M&E form will be developed and used to ensure ongoing M&E process. The quarterly reports to USAID will include analysis of achievement of target indicators and offer improvements or changes if needed.

Each activity and event will be assessed through indicators. Desk and fields surveys and meetings with partners will help to follow and analyze data quality. Intermediate and final evaluations of project activities will be conducted by external evaluators.

Data collection will be made through local coordinators, country offices and project team in regional office by project specialist. The project staff involved in collecting the data will be trained to have one common understanding about the M&E methodology. Analysis will be conducted by the М&E specialist. Gender desegregated data will be collected for analyzing achievement of gender indicators. Qualitative indicators will be added into the M&E Plan in consultation with USAID.

All M&E activities will be supported by country office directors and a special unit established in CAREC for monitoring purposes - the Knowledge, Programme and Resource Mobilization Programme. This unit leads development of effective project management system for ensuring high quality of programme and products in CAREC.

10. Management Plan

In order to ensure proper execution of Smart Waters, CAREC will assemble a highly professional team of in-house staff, international subject-matter consultants and partners knowledgeable of the region and obstacles which water managers face in CA and Afghanistan.

CAREC and its COs will work together in a collaborative and integrated manner to implement the Project. Their knowledge, expertise, skills and proven ability to work in multi-sectoral programs and constructively engage stakeholders in project activities is unparalleled.

CAREC offers the following structure:

CAREC Regional (Head) Office in Almaty will be in charge of the overall project management, budget, contracts (e.g., with experts and partners), communications with stakeholders, and reporting. CAREC HO will be reporting to the USAID Mission in Kazakhstan.

CAREC Country Offices in Kyrgyzstan, Uzbekistan and Tajikistan will coordinate and monitor corresponding national-level activities, mobilize national stakeholders and will be in charge of awareness-raising efforts and logistical support of project efforts. CAREC COs will be reporting to CAREC HO.

The Project Office (PO) in Afghanistan will coordinate and monitor domestic activities, mobilize internal stakeholders and will be in charge of awareness-raising efforts and logistical support of project efforts. The PO in Afghanistan will be reporting to CAREC HO.

International and national experts contributing to Project activities will be reporting to the Project’s CoP.

11. Staff Team

CAREC Regional (Head) Office located in Almaty will lead and coordinate overall project implementation through the following personal: Key staff:

• The Chief of Party (CoP) - Functions of the Chief of Party in Smart Waters will be complemented by Country project managers, who, in most cases, will be directors of CAREC's country offices. Under the guidance of the Chief of Party, they will implement all management functions on Smart Waters in countries.

The Chief of Party will be accountable to USAID on the issues of implementation of Smart Waters. This individual will carry out the overall management of the project and control over the timing and execution of project activities. Additionally, this position will be responsible for interaction with USAID representatives in order to report in a timely manner, according to the approved work plan and requirements of the donor and will be responsible for coordinating of Smart Waters with other USAID and other relevant donors activities.

• Deputy Chief of Party/Training Manager (DCoP)- Functions of the…