ANNUAL WORK PLAN YEAR 1 (JANUARY DECEMBER 2009)

Transcription

1 I INTEGRATED WATER RESOURCE MANAGEMENT II Report No. 1 ANNUAL WORK PLAN YEAR 1 (JANUARY DECEMBER 2009) March 2009 This report is made possible by the support of the American People through the United States Agency for International Development (USAID). The contents of this report are the sole responsibility of International Resources Group (IRG) and do not necessarily reflect the views of USAID or the United States Government. TITLE 1

2 INTEGRATED WATER RESOURCE MANAGEMENT II REPORT NO. 1 ANNUAL WORK PLAN YEAR 1 (JANUARY DECEMBER 2009) Contract No. EPP-I Task Order No. 06 March 2009 International Resources Group 1211 Connecticut Avenue, NW, Suite 700 Washington, DC Fax DISCLAIMER This report is made possible by the support of the American People through the United States Agency for International Development (USAID). The contents of this report are the sole responsibility of International Resources Group (IRG) and do not necessarily reflect the views of USAID or the United States Government.

3 TABLE OF CONTENTS TABLE OF CONTENTS i Table of Tables... ii Table of Figures... ii ACRONYMS iii 1. INTRODUCTION Authorization Purpose of Report Project Objectives OVERVIEW AND TECHNICAL APPROACH Critical Challenges and Constraints Facing Water Sector Managers Plan for Addressing Water Sector Constraints and Achieving Results Rationale for Choice of Interventions, Methodologies and Strategies PROJECT COMPONENTS Project Management Work Plan Components: WATER USERS Task 1.1 Formation and Development of Branch Canal Water User Associations (BCWUAs) Task 1.2 Sustainable Local Financing for Canal and Drain Maintenance Task 1.3 Improvements in Water Productivity and Efficiency Task 1.4 Wastewater Reuse WORK PLAN COMPONENTS: Water Suppliers Task 2.1 Regional Water Management Organizations Task 2.2 Formation and Development of Integrated Water Management Districts Task 2.3 Establishment of Information Management Systems For Sustainable Water Resources Management Task 2.4 Capacity Building of MWRI Personnel WORK PLAN COMPONENTS: Cross-Cutting Issues Monitoring and Evaluation Public Awareness, Education, and Communication Support Gender Training Procurement ORGANIZATION OF LONG AND SHORT TERM STAFF ANNUAL REPORTING 54 ATTACHMENT 1 MWRI WORK PLAN APPROVAL 55 ANNEXES Annex 1ANNUAL TRAINING PLAN YEAR 1 (JANUARY DECEMBER 2009) Annex 2 LIFE OF PROJECT PROCUREMENT PLAN Annual Work Plan Year 1(January December 2009) i

4 TABLE OF TABLES Table 1 Districts Considered for IWMDs Table 2 Training Plan Year Table 3 LOP Procurement Plan Summary Table 4 IWRM II Year 1 Level of Effort Table 5 Year 1 Report Requirements TABLE OF FIGURES Figure 1 IWRM II Project Location Map... 2 Figure 2 Project Management Chart... 8 Figure 3 LOP Schedule for Task 1.1. Formation and Development of Branch Canal Water User Associations Figure 4 LOP Schedule for Task 1.2 Sustainable Local Financing for Canal and Drain Maintenance 16 Figure 5 LOP Schedule for Task 1.3 Improvements in Water Productivity and Efficiency Figure 6 LOP Schedule for Task 1.4 Wastewater Reuse Figure 7 LOP Schedule for Task 2.1 Regional Water Management Organizations Figure 8 LOP Schedule for Task 2.2 Formation and Development of Integrated Water Management Districts Figure 9 LOP Schedule for Task 2.3 Establishment of Information Management Systems for Sustainable Water Resources Management Figure 10 LOP Schedule for Task 2.4 Capacity Building of MWRI Personnel Figure 11 Proposed Public Awareness Products Annual Work Plan Year 1(January December 2009) ii

5 ACRONYMS APRP BCWUA DWAT EEAA EIA EPADP EPIQ GEOU GOE GPS GIS GTZ HAD HCWW IAS IIMP IIP IQC IRG IRU IWMD IWMU IWRM II JICA LIFE LOE LOP M&E MALR MALR MDPII MISD MOH MSEA MWRI O&M OJT PMP PPP PSD RDNQ Agricultural Policy Reform Program Branch Canal Water User Association District water advisory team Egyptian Environmental Affairs Agency Environmental Impact Assessment Egyptian Public Authority for Drainage Projects Environmental Policy and Institutional Governance (Indefinite Quantity Contract) Gender Equal Opportunity Unit Government of Egypt Global Positioning System Geographic Information System Gesellschaft für Technische Zusammenarbeit (the German international development agency) High Aswan Dam The Holding Company for Water and Wastewater Irrigation Advisory Service Irrigation Improvement and Management Project Institute for International Programs Indefinite Quantity Contract International Resource Group Institutional Reform Unit of MWRI Integrated Water Management District Integrated Water Management Unit Integrated Water Resources Management II Japan International Cooperation Agency Livelihoods and Income from the Environment Level of effort Life of Project Monitoring and Evaluation Ministry of Agriculture and Land Reclamation Ministry of Agriculture and Land Reclamation Drainage Maintenance Project Matching Irrigation Supply and Demand Program Ministry of Housing Ministry of State for Environmental Affairs Ministry of Water Resources and Irrigation Operation and maintenance On-the-job training Performance monitoring plan Private public partnership Office of Productive Sector Development Renewal and rehabilitation of North Qena Drains Annual Work Plan Year 1(January December 2009) iii

6 RFTOP RWMO TA TNA US USAID WCU WQU WUA Request for Task Order Proposal Regional Water Management Organization Technical assistance Training needs assessment United States United States Agency for International Development Water Communication Unit Water Quality Unit Water User Associations Annual Work Plan Year 1(January December 2009) iv

7 1. INTRODUCTION 1.1. AUTHORIZATION Under the United States Agency for International Development (USAID)/Egypt-funded Integrated Water Resources Management II (IWRM II) Contract No. EPP-I Task Order No. 06, International Resource Group (IRG) is responsible for assisting the Government of Egypt (GOE) to continue efforts achieved under the Livelihoods and Income from the Environment Integrated Water Resource Management Program (LIFE IWRM I) to expand community and organizational development work for integrated water resource management, with a focus on sustainability and impact. The IWRM II program will be implemented in close coordination with projects supported by USAID and other donors in the sector that aim to decentralize water management and decision making by rural residents to support recent reform efforts by the GOE to help promote the sustainability of the Water and Wastewater Sector. The period of performance for the contract is January 25, 2009 September 30, PURPOSE OF REPORT The purpose of this report is to present the IWRM II Annual Work Plan for Year 1 (January December 2009). The Annual Work Plan has been prepared based on agreements reached in annual planning workshops, meetings, presentations, and discussions attended by key representatives of the technical assistance (TA) team, USAID, MWRI, and other key stakeholders. The Annual Work Plan includes information on outputs that will contribute to achievement of each objective and related tasks, the inputs required, and level of effort needed. Flow charts are provided setting out all tasks to be completed, individual responsibilities for task completion, task durations, critical paths for task completion, and links to the Monitoring and Evaluation Plan (M&E) indicators and targets. The Annual Training Plan and project Procurement Plan are included as annexes PROJECT OBJECTIVES USAID has identified four project objectives: 1. Increased productivity of water resources (as measured by value added per quantity of water consumed); 2. Increased efficiency of water resources (as measured by quantity of water consumed per feddan of cultivated land, or similar measure); 3. More equitable allocation of water resources; 4. Improved water quality. These objectives should be achieved through: 1. Increased participation of farmers and water user associations in water resource decision making and maintenance of branch canal infrastructure; 2. Improvements in the management of water resources and irrigation through decentralization, consolidation, and corporatization, where feasible. Annual Work Plan Year 1(January December 2009) 1

8 2. OVERVIEW AND TECHNICAL APPROACH IWRM II will build on the successful LIFE IWRM I experience. IWRM II will work with: the MWRI; other government entities, including the Ministry of Agriculture and Land Reclamation (MALR), the Ministry of State for Environmental Affairs (MSEA), and the Ministry of Housing (MOH); and water users, including farmers, their associations, and private investors. An estimated 1,000 Branch Canal Water Users Associations (BCWUAs) and 45 Integrated Water Management Districts (IWMDs) will be established under the IWRM II activity. The geographic focus will shift to the East Nile Delta Region, which consists of nine Nile Delta irrigation directorates in five governorates as follows: Damietta (Damietta and El Salam Directorates), Dakahliya (East and South Dakahliya Directorates), Ismailiya (Ismailiya Directorate), Sharkia (East, West, and Salhea Directorates), and Qualubiya (Qualubiya Directorate). One of the nine irrigation directorates, West Sharkia was included under IWRM I and will be used as a model for the surrounding directorates. A map showing the project area is shown in Error! Reference source not found.. These areas suffer from serious water quality challenges, and the requisite government staff and resources are in place to establish effective Integrated Water Management Districts. IWRM II will shift much of the burden of developing the IWMDs and BCWUAs to the GOE itself. IWRM II shall use, to the maximum extent possible, all systems, guidelines, and programs developed or procured under the USAID-funded LIFE IWRM I program. IWRM II shall be (a) customerdriven; (b) strategic, flexible, and responsive to targets of opportunity; and (c) results-oriented. Figure 1 IWRM II Project Location Map Annual Work Plan Year 1(January December 2009) 2

9 2.1. CRITICAL CHALLENGES AND CONSTRAINTS FACING WATER SECTOR MANAGERS Much progress has been made in developing capacity in the water sector and decentralizing integrated water resources management. The GOE has taken an important step in addressing the major challenges to water sector management it faces with the adoption of the National Water Resources Plan, covering both supply-side and demand-side actions through But Egypt s capacity to address its looming water crisis is still limited. Major challenges confronting water sector managers include: Managing inter-sectoral allocation of scarce water as industrial, domestic, and agricultural requirements increase Maintaining or improving water supply infrastructure to minimize water production and distribution losses and meet water quality requirements Addressing growing water quality and rural sanitation problems that are critical both from the perspectives of public health, and utilizing water efficiently Increasing supply through reuse of treated municipal wastewater and agricultural drainage a key consideration in expanding supply will be to ensure that water available for reuse satisfies quality standards and can be supplied as necessary to encourage reuse Better management of farm-level demand for water to encourage farmers to use this increasingly scarce resource more efficiently Replicating IWRM I success in targeting water to agricultural users so that it is available when and where needed, and in the quantities required Adopting integrated approaches for management of water resources, including conjunctive use of groundwater and surface water, and well-formulated strategies for use of wastewater Mobilizing public and private financial resources for new investments, and for operating and maintaining existing water and wastewater infrastructure. Major constraints to be addressed in the course of IWRM II implementation include: Limited understanding of the concept of integrated management of water resources, coupled with an organizational arrangement within MWRI that is not conducive to holistic management. The Institutional Reform Unit (IRU) report, Forming Regional Water Management Organizations, observes: the Ministry [MWRI] manages and maintains the water system infrastructure and provides water and drainage services to the water users through at least nine administrative units Each unit has its own priorities, way of doing business, perspective, authority, manpower, and equipment [resulting in, among other things] conflicting decisions lack of coordination [and] poor efficiency in water resources management and distribution. (page 7) Limited acceptance in some quarters of MWRI of the utility of decentralized management and private sector, including users, participation in water resource management this despite the demonstrated success of IWRM I. Insufficient coordination between MWRI and MALR. While collaboration between the two entities has improved, and both Ministers seem committed to working together, more work remains to be done to align the priorities and efforts of these two key organizations. Limited capacity of BCWUAs to undertake maintenance, rehabilitation, and improvement works due to constraints on their authority to raise funds. Limited capacity outside of the geographic areas served by IWRM I to utilize tools for information-based management that, under that project, proved instrumental in improving Annual Work Plan Year 1(January December 2009) 3

10 the ability of water managers at the directorate and district levels to set realistic targets for water delivery based on crop requirements, and to actually meet those targets. The importance of these tools in increasing the productivity of water resources is difficult to overestimate. Each of these constraints relates to, and poses challenges for, realizing integrated, decentralized, participatory management, supported by effective tools for delivering irrigation water where and when needed, and in the quantities required. IRG has been working on these challenges for the past decade in close collaboration with USAID and GOE partners. We continue to believe strongly that doing so represents an effective strategy for increasing water resource productivity and efficiency. Accordingly, our approach in IWRM II will continue to be directed to helping Egyptian water managers design and implement programs to overcome these constraints. The various components of IWRM II are designed to bring this approach to the East Delta region. Some such as formation and development of BCWUAs and IWMDs, building capacity of MWRI personnel, establishment of information management systems for sustainable water resources management, and wastewater reuse involve replication of activities in a new geographic area, or as in cases of wastewater reuse, sustainable local financing for canal and drain maintenance, and improvement in water productivity and efficiency are next logical steps in a process. IRG will continue to contain costs IWRM II will continue cost containment measures that have proven not to have adverse effect on outcomes, including: Engaging Egyptian consultants directly instead of through locally-based firms Procuring equipment locally to the maximum extent possible Providing training at local sites, using local trainers, to minimize expenses Posting reports on the project website to reduce printing and distribution costs. However, even in these instances, our approach will be informed by operational lessons learned in the process of implementation. Many of these are discussed at length in the IWRM I project Final Report (Report # 63). The sustainable local financing for canal and drain maintenance component reflects understanding of a problem that limits the capacity of water users to participate in the management and improvement of water infrastructure in their immediate areas. Although revision of Law No. 12 of the year 1984, which would give the BCWUAs legal standing and allow them to collect fees from members, is still under review, we know that some BCWUAs have found ways to raise funds for activities that members support. Our approach will be to seek to replicate their successes, while also working with MWRI either to develop a ministerial decree enabling BCWUAs to mobilize resources for canal operation and maintenance (O&M), or to support further efforts to revise Law 12/1984. Improvements in water productivity and efficiency have been themes addressed in our prior and current work in Egypt, especially in activities designed to achieve a better match between water supplies and crop demand. IWRM II will engage the MALR to determine crop choices that maximize water productivity and are remunerative to farmers given costs of production and Egyptian/overseas markets PLAN FOR ADDRESSING WATER SECTOR CONSTRAINTS AND ACHIEVING RESULTS IWRM II is not business as usual. While similar in many respects to IWRM I, IWRM II has important differences. The scale of IWRM II is significantly greater than that of its predecessor project. The work will take place in the East Delta, which has different cropping patterns far more rice than in Upper Egypt, for example. IWRM II places increased emphasis on wastewater reuse, growing out of the successful pilot in Luxor, and has a new focus on productivity per unit of water. Annual Work Plan Year 1(January December 2009) 4

11 Also new to the project is the task to establish a regional water management organization. For IWRM II, an innovative approach has been designed, described below, that leverages the successes of IWRM I while addressing the new challenges. IWRM I built a strong foundation for the new work. Lessons learned from our long involvement in addressing irrigation water issues in Egypt will be used to implement IWRM II. In particular, introducing decentralized water management, including enhanced participation in management of water users at scale, and making it sustainable requires embedding ourselves with GOE agencies, especially MWRI. Under IWRM I 23 new Integrated Water Management Districts covering 1.2 million feddans, 15 percent of Egypt s irrigated area were formed. This contrasts with four IWMDs created under a predecessor bridging project. This strategy also proved to be cost-effective, as IWMD staff were trained to successfully establish and begin the work of activating BCWUAs. Flexibility is critical in methods and the pace of introducing these systems. It is necessary to adapt the approach to unique local circumstances. District-level staff that know the areas in the target areas can be very helpful in identifying and resolving issues and keeping the program moving forward. Use of knowledgeable counterparts and associates, both for tasks similar to those worked on under IWRM I, but now being replicating in new areas, and for those that are new to IWRM II. Expatriate experts can be useful. But in the interests of cost containment and sustainability of systems and tools introduced, they will be used sparingly and strategically. For IWRM II, talented Egyptian personnel will be used wherever possible. Expatriate personnel will be used to support and monitor M&E work, including measuring project impacts on water resource productivity; for building capacity for data collection, analysis, use; assisting with local financing for drain and irrigation maintenance; improvements in water productivity; forming wastewater reuse private public partnerships (PPP); and public awareness and communication RATIONALE FOR CHOICE OF INTERVENTIONS, METHODOLOGIES AND STRATEGIES USAID has designed IWRM II to build on the success of IWRM I. As shown in the work plan, the approach to several of the IWRM II components is based on procedures employed in IWRM I, and reflects the lessons learned in the course of implementing that project. MWRI, too, recognizes that the approaches previously employed work, as evidenced by its decision to replicate them country wide. To facilitate replication of the success of IWRM I in the East Delta, full use of all systems, guidelines, and programs developed or procured under the USAID-funded IWRM I program will be used and IWRM II will continue working with Egyptian institutional counterparts and personnel that played key roles in the success of IWRM I. Within MWRI, IWRM II will continue the close partnership relationship with the Integrated Water Management Unit, the Water Communications Unit, and the Water Quality Management Unit. Involving these institutions and individuals on a dayto-day basis under IWRM I paid huge dividends in terms of providing the collective ability to accomplish decentralization, enhanced participation, and improved water services objectives over a broad geographic area. The Livelihood and Income from the Environment (LIFE) Evaluation Report (Weidemann Associates, Inc., June 2008) recommended that future support for IWRM should include elements that support institution building at the local level, as pioneered under IWRM [I], and strategic infrastructure improvements, based on an assessment of experience under Institute for International Programs (IIP) and Integrated Irrigation Improvement and Management Project (IIIMP) (page 19). It was concluded in the course of implementing IWRM I that providing direct financial support for Annual Work Plan Year 1(January December 2009) 5

12 BCWUAs would discourage self-reliance and sustainability. Experience strongly suggests that absence of such support has done nothing to hinder achievement of local participation in water management on the part of the BCWUAs. Despite the fact that they as yet do not have legal standing that would allow them to collect fees from members and otherwise mobilize financial resources, some have found means to do so. IWRM II will continue with the proven IWRM I approach of providing technical capacity, but not financing infrastructure. IWRM II includes several new elements, including a more explicit focus on water productivity and efficiency. A step-by-step process will be used that assesses the feasibility of alternative crops and methods from the perspective of farmers and provides relevant information about markets, costs, and production methods so that they can assess whether investments on their part are justified. Crop substitution to enhance water productivity and efficiency may need to be introduced initially on small demonstration plots in order to overcome justifiable risk aversion on the part of water users and to adapt and strengthen systems for providing needed supportive services, especially for extension, credit, and marketing. Much of this work must be done by local technical specialists and trainers working with the irrigators over the long term. Using an approach similar to that developed with MWRI in implementing IWRM I, IWRM II will enlist the close support of the MALR. The approach for another new project component supporting a Regional Water Management Organization (RWMO) for the East Delta assumes that the MWRI will determine to go ahead with the concept. Deliberations concerning the options presented in the Institutional Reform Unit (IRU) report, Forming Regional Water Management Organizations, are currently in progress. It is assumed that the RWMO will eventually take the form of a Public Economic Authority established under a special law consistent with the recommendation of the IRU report. However, initially it is expected to take the form of a regional administration. IWRM II will use a step-by-step process as outlined in the work plan. Of particular importance to implementation of IWRM II is a clear delineation of the roles and responsibilities of the RWMO, the directorates, and the districts. The wastewater reuse component is a logical next step to IWRM I Task #6, which successfully demonstrated that a variety of commercial crops can be safely grown using treated wastewater. While the potential importance of this conclusion for Egypt is clear, there remains some reluctance on the part of the government to sanction use of wastewater on the part of small or large investors. The level of interest of investors, which depends on government interest in facilitating such investments, remains to be determined. The proposed feasibility study and subsequent work with government and private sector parties will include awareness programs on safe use of treated wastewater, identification of government agencies to monitor users compliance with safety requirements specified in the reuse code, and some temporary government-provided incentives for private investment. These incentives may be justified in view of societal interest in sustainably addressing water scarcity in Egypt. Annual Work Plan Year 1(January December 2009) 6

13 3. PROJECT COMPONENTS Contract tasks are organized according to the following two major groups of actors in the Egyptian water market. Technical expertise and related resources required to undertake the following set of tasks will be provided. 1. Water users, including small farmers, water user associations, and private investors - Task 1.1 Formation and Development of Branch Canal Water User Associations - Task 1.2 Sustainable Local Financing for Canal and Drain Maintenance - Task 1.3 Improvements in Water Productivity and Efficiency - Task 1.4 Wastewater Reuse 2. Water Suppliers, namely, the Ministry of Water Resources and Irrigation and its subsidiary organizations, which have overall responsibility for the timely delivery of adequate quantities of acceptable level quality water for all on farm uses throughout Egypt. - Task 2.1 Regional Water Management Organizations - Task 2.2 Formation and Development of Integrated Water Management Districts - Task 2.3 Establishment of Information Management Systems For Sustainable Water Resources Management - Task 2.4 Capacity Building of MWRI Personnel There are also a number of issues that are common to all the tasks. These cross-cutting issues include commodity purchases; workshops and training; monitoring and evaluation; donor coordination; public awareness, information, education, and communications; and gender PROJECT MANAGEMENT The IWRM II team will work closely with the MWRI Integrated Water Management Unit, the five governorate Undersecretaries and 8 General Directors, the IWMDs, and other key stakeholders (see Figure 2). To facilitate implementation and to resolve any inter-sectoral issues, coordination at higher levels will be through a Steering Committee appointed by MWRIs Minister. Annual Work Plan Year 1(January December 2009) 7

14 Figure 2 Project Management Chart 3.2. WORK PLAN COMPONENTS: WATER USERS TASK 1.1 FORMATION AND DEVELOPMENT OF BRANCH CANAL WATER USER ASSOCIATIONS (BCWUAS) Objectives The overall objective of this task is to form and activate functional and sustainable BCWUAs to increase productivity, efficiency, equitable allocation, and improved water quality of water resources. Background Over the past 20 years, the MWRI has established water user associations (WUAs) at different levels (mostly on farm, or meska canals, and branch canals). The concept of farmer management of water resources is accepted and promoted by the GOE. In forming a WUA, farmers are trained in roles and responsibilities, the use of secret ballots to elect association leaders, and the benefits of transparency in management for the WUA. The transfer of these democratic principles through WUA formation activities is viewed as necessary for advancing participatory management of water resources, a stated objective of the MWRI. Under LIFE IWRM I, with USAID assistance, WUAs expanded to the branch canal level serving larger areas and larger groups of farmers in the irrigation water delivery system. The purposes of the BCWUAs are to: Promote participatory approaches in all aspects of water management; Annual Work Plan Year 1(January December 2009) 8

15 Build capacity of the supporting MWRI institutions to form and strengthen WUAs; Empower water users to better assess their needs and priorities, solve local scale conflicts and issues on their own, and partner with MWRI staff to solve larger-scale issues; and Improve decision-making at the local level by developing strong links between IWMD staff and water user representatives, this partnership leading to: Improved maintenance planning and reduced maintenance costs; Better monitoring of water allocation and better conflict management; Improved water quality (through better control of solid and liquid waste disposal); and Rapid response to water delivery problems; etc. This process for forming BCWUAs involves the following phases: 1. Orientation Phase: District water advisory team (DWAT) recruitment and training 2. Preparation Phase: BCWUA institutional setup development 3. Establishment Phase: BCWUA establishment 4. Activation Phase: BCWUA Strengthening 5. Participatory Water Management Phase: BCWUA performing activities towards comanagement of water resources at district level. Expected Results Increased participation of rural residents in water management decision-making Improved operation and maintenance of water conveyance infrastructure Improved quality of local water resources through better management of locally generated liquid and solid wastes BCWUAs established and operating in all branch canals in the governorates of Sharkiya, Damietta, Dakahliya, Ismailiya and Qualubiya. Expected Outputs (Deliverables) Within the East Nile Delta Region support the creation of district advisory teams that will take the lead in working with farmers to form new branch canal water user associations; Assist district advisory teams and newly formed BCWUAs to install management systems, develop services for members, and train staff. Partners IWRM will work with the Ministry of Water Resources and Irrigation (MWRI), other government entities, and water users, including farmers, their associations, and private investors. Approach IRG will provide assistance to MWRI to form and develop approximately 1,000 BCWUAs in 45 IWMDs in the East Delta region. IWRM II will support MWRI in the creation of district advisory teams and assist these teams and the BCWUAs they establish to become active, viable organizations. With some modifications, IWRM II will follow the steps used to form BCWUAs under IWRM I. These are fully documented in the Guidelines prepared for IWRM I. IWRM II will review and update the streamlined approach developed under IWRM I to reflect the conditions of the new project and recommendations from the MWRI Taskforce on Participatory Water Management (April 2008). The basic approach, which incorporates lessons learned in the course of implementing IWRM I, is summarized at right. The formation and support of BCWUAs will be carried out by district managers and district advisory staff, with technical assistance provided by IWMU and IRG. The district advisory teams will establish, activate, and implement the Annual Work Plan Year 1(January December 2009) 9

16 participatory water management program developed under IWRM I. Implementation in IWRM II will proceed along the proven course, revised to accommodate the larger scale of effort and the relatively concentrated area. Timing is critical and start-up activities must start immediately to assure success. During Year 1, IWRM II will build the capacity of directorates and districts to implement the BCWUA formation program, targeting establishment of all BCWUAs within Year 1 and activation within Year 2. For this purpose, training of trainer programs will be employed. IWRM will train directorate teams, which in turn will train the district advisory teams. These will then work with the users to establish BCWUAs and complete activation activities, including signing of MOUs, preparing internal regulations, defining maintenance priorities, and developing annual action plans. Arrangements will be made for members and key persons from successful BCWUAs established under IWRM I (West Sharkiya and New Zifta Directorates) to share their experiences with the newly formed BCWUAs. The ambitious objectives of the first year require three sets of activities: 1. Assess existing BCWUAs 2. Prepare and Implement Formation Training and Support 3. Introduce Cost Sharing. MWRI/IRG Collaboration IWMU and IRG will work closely on this task, with IWMU taking the lead. IRG, in partnership with the IWMU, will: Standardize the formation process (update guidelines and training modules) Conduct awareness raising activities, both for MWRI staff and for water users Train (formal/classroom and on-the-job coaching) directorate and IWMD staff Support creation of district advisory teams Facilitate the data collection effort and compile process documentation Facilitate training of users and formation of BCWUAs Monitor performance of the directorates, IWMDs, and BCWUAs. In addition, IWRM II will work closely with the MWRI Water Communication Unit, which will assist with public awareness activities. Steps in the Formation of BCWUAs Establish water advisory teams in each General Directorate/District. Train full time water advisory teams Use these water advisory teams to establish, activate, and introduce participatory water management Use farmers and board members from established BCWUAs as trainers Avoid financial support to BCWUAs Acquaint BCWUAs with sources and procedures for soliciting external funds for maintenance activities. By the end of Year 3, all BCWUAs will have their own offices and conduct monthly, seasonal, and annual meetings involving BCWUA board members and representative assemblies, IWMDs, and directorate level staff. Specific tasks and activities will be assigned to all board members. With activation completed by the end of Year 2, IWRM II will have 2 years to introduce participatory irrigation water management. During Years 3 and 4, IWRM II will provide the necessary training for the IWMDs and BCWUAs. At that point, BCWUAs will begin monitoring branch canal rotation schedules, providing seasonal crop data to the IWMDs, resolving conflicts, participating with MWRI in canal and structure maintenance, monitoring branch canal maintenance contracts, and conducting public awareness programs. To ensure full stakeholder participation, IWRM II communications staff will work with the MWRI Water Communication Unit to implement a solid public awareness and communications program. Awareness and communication materials developed under IWRM I will be reviewed and updating as necessary. To document the process, the districts will compile process documentation for each of the newly formed BCWUAs. Relevant data on Annual Work Plan Year 1(January December 2009) 10

17 the BCWUAs will be stored in a BCWUA database that will be installed at all East Delta districts and directorates. Establishing an estimated 1,000 BCWUAs in eight directorates will be a challenging undertaking. Adaptive management techniques will be applied to ensure that: Limited project resources are leveraged to ensure well-functioning, sustainable BCWUAs in all the districts of the targeted directorates. Well-functioning BCWUAs are in place in advance of changes in Law 12 and that these associations can adjust as necessary in the event that changes to Law 12 are approved, or a ministerial decree is issued, providing legal status to the BCWUAs and giving them authority to raise revenues from their members. Local communities and private associations participate in water resources decisionmaking and accept responsibility for maintaining the water conveyance infrastructure. A flow chart showing the activity schedule, draft indicators, and targets for the LOP is shown in Figure 3. Annual Work Plan Year 1(January December 2009) 11

18 Figure 3 LOP Schedule for Task 1.1. Formation and Development of Branch Canal Water User Associations Year 1 Activities Q1 Q2 Q3 Q4 1.1 Formation and Development of Branch Canal Water User Associations(BCWUAs) Support creation of District water advisory teams (WAT) Update Guidelines Support to staff selection Support creation of General Directorate teams (GDWATs)* Guidelines for selecting the directorate team Support to team selection Assist (GDWAT, IWMD-DWAT) & BCWUAs Process Standardization 1.1 Updating of process 1.2 Updating of guidelines 1.3 Updating of training material Awareness raising activities 2.1 Preparation of materials 2.2 Support to awareness events Training for BCWUA formation 3.1 Orientation 3.2 Preparation 3.3 Establishment Data collection/inventory of canals Election of RAs and Boards Signing of MOUs. 3.4 Activation 3.5 Participatory Water Management (PWM) Monitoring of BCWUAs 4.1 Updating of M&E tools 4.2 Monitoring of BCWUAs 4.3 Support to production of process documentation Support Participatory Water Management 5.1 Update of guidelines for PWM 5.2 Planning of PWM 5.3 Support to PWM 5.4 Support to BCWUAs Org/Inst. Strengthening 5.5 Monitoring * General Directorate teams will include key Engineers capable on dealing with district's WATs & BCWUAs ** Training will be conducted by each GDT to the GD's districts using the same stips in for each activity. *** Number of Actual BCWUAs to be established will be identified during the preparation phase of the formation activitiy Note; Each District Advisory Team should include active female members. Year 2 Year 3 Year 4 Progress indicators # Districts with decree assigning DAT staff # General Directorates assigning GD teams # BCWUAs formed Area served by BCWUAs # of water users participating as members of the BCWUAs Total score on governance capacity index among established BCWUAs 1 Targets Y1 Y2 Y3 Y4 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Annual Work Plan Year 1(January December 2009) % 50% 100% 100% 50% 100% 100% 100% 100% 100% 20% 40% 60% 100%

19 TASK 1.2 SUSTAINABLE LOCAL FINANCING FOR CANAL AND DRAIN MAINTENANCE Objectives The overall objective of this task is to improve equitable allocation of water resources through enhanced decentralized water management and increased participation among all rural inhabitants in such management by building MWRI/Water Users capacity, and supporting awareness about cost sharing/management transfer at all levels. Background BCWUAs are not currently allowed to collect fees from their members, nor are they allowed to raise funds from other sources. This severely restricts their ability to independently carry out maintenance, rehabilitation, and improvements on branch canals. However, individual members can make contributions in kind, such as labor and loans of equipment, for canal repairs. Revisions to Law 12/1984 currently under consideration would allow BCWUAs to collect and retain fees from water users to finance canal and drain maintenance. Farmers have shown a willingness to accept the principle of cost sharing. Benefits are derived when they ensure that maintenance is done promptly and not delayed until it can be funded from the GOE. To that end, the approach is to build on experience of existing and newly formed and functional BCWUAs to be formed under Task 1.1, build MWRI/Water Users capacity, and support awareness raising on cost sharing/management transfer at all levels. IRG has long experience working with MWRI on issues related to cost recovery and farmer contributions to maintenance of irrigation and drainage systems. Under the Agricultural Policy Reform Program (APRP), several benchmarks dealt with cost sharing and irrigation management transfer (see Environmental Policy and Institutional Governance Indefinite Quantity Contract [EPIQ] Reports numbers 17, 36, 39, 47, 59, and 61). Several of the pilot areas were in the East Delta region. Under IWRM I a pilot program was implemented in nine Qena IWMDs where branch canal maintenance activities were carried out by local laborers jointly supervised by the BCWUAs and the districts. There are a number of activities that the BCWUAs could immediately take on themselves, such as manual cleaning and weed removal from the branch canals and drains with bed width less than 2 meters. Farmers strongly believe they can do many of the branch canal O&M operations at lower cost than the current system of contracting these operations out to private companies. The BCWUAs would likely perform higher quality work because of their vested interest in the outcome. And by providing proper coordination of branch canal O&M activities, BCWUAs would also avoid situations in which contractor-performed O&M interferes with on-farm irrigation water supply. Anticipating irregular availability of water from canal closures when O&M activities are in progress, farmers tend to over-irrigate prior to the rotation they expect will be missed, which stresses crops. Improved maintenance by BCWUAs performing maintenance on their own also translates into improvements in water distribution, especially through improved delivery to users at the tail end of the canal. Trash removal and controls on dumping of trash and sewage in the canals would improve if BCWUAs had the authority to maintain the canals and punish polluters. Task 1.2 will be integrated with other project tasks, since the BCWUAs will be vital partners of the Integrated Water Management Districts (IWMDs) to be established under Task 2.2. Subsidiary goals are to: Promote participatory approaches in all aspects of water management; Annual Work Plan Year 1(January December 2009) 13

20 Build capacity of the supporting MWRI institutions and WUOs to introduce costsharing principles; and Improve water management at the local level. The approach followed by the MWRI with technical assistance from the LIFE IWRM I Project focuses on empowering water users while building a strong partnership with IWMD staff. It is through that partnership that actual issues are tackled and tangible benefits achieved, in terms of improved allocation of water resources and O&M funds and better resolution of water disputes. This approach also creates the conditions for a successful dialogue between managers and users, builds the confidence of water users and eventually paves the way for an incremental evolution towards an Egyptian-type of Irrigation Management Transfer. Expected Results Increased farmer contributions to the costs of irrigation system O&M and rehabilitation An equitable, locally controlled fee system to sustainably finance branch canal and drain maintenance. Expected Outputs (Deliverables) Draft a Ministerial decree to allow BCWUAs to collect and program resources for branch canal O&M Develop a system within BCWUAs for farmers to share in the cost of branch canal O&M and rehabilitation Develop a plan for complete transfer of the branch canal maintenance responsibility to the BCWUAs. Partners IWRM II will work with: the Ministry of Water Resources and Irrigation (MWRI); other government entities, and water users, including farmers and the newly formed BCWUAs. Approach IWRM II will provide assistance to MWRI to increase farmer contributions to the costs of irrigation system O&M and rehabilitation and to introduce a locally controlled fee system to sustainably finance branch canal and drain maintenance. For planning purposes, it will be assumed that revisions to Law 12/1984 will be promulgated within the life span of IWRM II. As an interim measure, it may be possible for the Minister of MWRI to issue decrees to allow BCWUA fee collection. While this would permit BCWUA financing of maintenance, revisions to Law 12 are important for promoting corporatization of the BCWUAs and for mobilizing funding for capital replacement. The cost sharing approach developed under the APRP Water Policy Reform Project will be the starting point to engage BCWUAs actively in decision making and planning and carrying out maintenance works. In sharp contrast to the traditional cost recovery approach that focuses on extracting payments from water users, this approach would essentially share with the BCWUA an existing maintenance budget that would otherwise be spent on maintenance contracts. The BCWUA and District agree on a program and the BCWUA is allocated funds with obligations to fulfill the agreement. Implementation by the BCWUA is assumed to be more cost effective than private contracts, and the BCWUA keeps the savings that are realized above and beyond a reasonable management fee. This approach is imaginative and constructive, designed to build the capacity and legitimacy of the BCWUA and encourage trust and increased collaboration between the BCWUA and the District Offices. Annual Work Plan Year 1(January December 2009) 14

21 The project will approach the cost-sharing issue in several steps. During Year 1, IWRM II will work with IWMU and other Ministry units to prepare a draft Ministerial decree to allow BCWUAs to collect and program resources for branch canal O&M. A review will be conducted on the work that has already been done under previous projects on cost sharing and local financing. The experience of BCWUAs that have established a fee or other system to generate revenue (including in-kind contributions) will be assessed. A plan and procedures for introducing a locally controlled fee system will be prepared. Information on concepts of costsharing and turnover will be incorporated into training at all levels. Assuming that the revision of Law 12/1984 will be in place, in Year 2, after establishment of the new BCWUAs, IWRM II will work with MWRI to identify BCWUAs in each of the target directorates. And in collaboration with these BCWUAs, IWRM II will develop a system whereby farmer members of the Associations share in the cost of branch canal O&M and rehabilitation. This will be reflected in BCWUA maintenance priorities and action plans. Some of the specific activities that will be undertaken as part of this task include: Introducing procedures for involving BCWUA board members in all maintenance activities Awareness-raising activities, both for MWRI staff and for BCWUAs Training BCWUAs in using hand tools in waterways weed control Authorizing the BCWUAs to supervise canal deweeding in canals with bed width less than 2 meters, using laborers they themselves nominate, replacing the local contractors Authorizing the BCWUAs to resolve conflicts among users to protect the waterways inside residential area from dumping of liquid and solid waste Introducing the locally controlled fee system, if agreed upon by the users. In Year 3, based on lessons learned in Years 1 and 2, IRG will facilitate and support the development and implementation of a plan for complete transfer of the branch canal maintenance responsibility to the BCWUAs. In the event that the amendment to Law 12 is passed, implementation of Year 2 work will proceed as described above, working with selected BCWUAs to develop equitable systems for members to share the costs of O&M and rehabilitation. A flow chart showing the activity schedule, draft indicators, and targets for the Life of Project (LOP) is shown in Figure 4. Annual Work Plan Year 1(January December 2009) 15

22 Figure 4 LOP Schedule for Task 1.2 Sustainable Local Financing for Canal and Drain Maintenance Activities 1.2 Sustainable Local Financing for Canal and Drain Maintenance Draft a Ministerial decree to allow BCWUAs to collect and program resources for branch canal O&M. Review current Technical/Instit./legal status of BCWUAs Review status of previous decrees & laws Prepare draft status report with recommendations & lessons learned Prepare a draft decree Develop a system within BCWUAs for farmers to share in the cost of branch canal O&M and rehabilitation. Review current/previous cost sharing mechanisms (National/International Experience) Prepare cost sharing guidelines and procedures (APRP Rpt # 17 Appendix B. Cost-Sharing Planning Process) Conduct stakeholder awareness program (focus group meetings, workshops and conferences) Prepare TOT BCWUA cost sharing training program Conduct TOT BCWUA cost sharing training program Prepare final report with recommendtaions & lessons learned Develop a plan for complete transfer of the branch canal maintenance responsibility to the BCWUAs. Review current/previous transfer mechanisms (National/International Experience) Draft plan for transferring BC maintenance to all IWMDs & BCWUAs Conduct stakeholder awareness program (focus group meetings, workshops and conferences) Prepare TOT BC Maintenance transfer training program Year 1 Q1 Q2 Q3 Q4 Year 2 Year 3 Year 4 Progress indicators Draft Ministerial Decree Prepared BCWUA Cost sharing system guidelines and procedures prepared BCWUA Maintenance transfer Plans Developed Targets Y1 Y2 Y3 Y4 100% 100% 100% 100% 0% 100% 100% 100% 0% 0% 50% 100% Annual Work Plan Year 1(January December 2009) 16

23 TASK 1.3 IMPROVEMENTS IN WATER PRODUCTIVITY AND EFFICIENCY Objectives The overall objective of this task is to induce farmers to reduce water use for crop production by shifting to or expanding production of crops with higher value, lower water use requirements, and to make better use of water saving practices and technologies, thereby increasing productivity and efficiency of water use. Background Attempts to increase water productivity in Egypt have traditionally focused on conservation of water through the adoption of on-farm water saving practices and technologies, such as laser leveling, sprinklers, and drip irrigation. Less attention has been given to cultivation of alternative crops that use less water per feddan but generate significantly high returns for the same area, and in this way, increase the value added per unit of water consumed. In addition, since the role of the MWRI has historically been limited to the planning, construction, operation, and maintenance of water conveyance systems up to the farm level, there have been fewer opportunities for local irrigation staff to engage with farmers on questions of crop selection. The latter has been the province of individual farmers assisted by local agriculture extension workers. Recent analysis of crop performance in Egypt and several other countries, suggests that there are a host of horticulture crops that can be grown in the project area, that generate an equivalent level of income per feddan to that of rice, but that require less water per season. Production of these crops can be found sprinkled throughout the project area. This production will be studied and analyzed to identify the full potential of these crops, and then a comprehensive communication and extension campaign will be developed in order to induce the farmers to adopt these new practices and technologies. Moreover, on-farm water use efficiency is low to the extent that farmers tend to over use water on their farms, and increase the level of the water table. This can be damaging to some crops, so the objective of this project is to encourage farmers to use more efficient water saving technologies, thereby in a similar manner, increasing water use efficiency. Expected Results The project will induce project-assisted farmers to shift to high-value, lower water-consuming crops and make better use of water saving practices and technologies. Expected Outputs (Deliverables) Develop and disseminate information on alternative high-value crops to include information on water consumption, production rates, cultivation practices, economic returns, and market opportunities and risks Encourage increased collaboration among MWRI staff, Ministry of Agriculture staff, and farmers concerning issues of crop selection and on-farm water conservation Introduce new technologies for crop production and for saving water Conduct training and outreach to farmers in the BCWUAs on alternative crops and water saving technologies. Partners Partners for this task will include MWRI, Ministry of Agriculture and Land Reclamation, BCWUAs, water users, farmers, private investors, and local councils. Annual Work Plan Year 1(January December 2009) 17