Confronted with serious water issues constraining development, Burkina Faso decided to implement IWRM. The process has been conducted following three key steps: 1) assessing the status, 2) adapting the legal framework to IWRM principles and 3) Identifying key water resources management issues and developing an action plan. The main lesson learnt is that political will at the highest levels should be established at an early stage.
The WACDEP Reference Group (RG) provides demand driven technical oversight and support to the implementation of the WACDEP. The WACDEP engages the following RG members:
Partnership is our strength. We strongly believe that water security and climate resilience in region will be achieved through collaborative partnerships and functioning networks. As a result, we have 8 functioning Country Water Partnerships and local active networks and partners.
Conflicts over water use in the Chancay-Lambayeque Basin in northern Peru have increased sharply.
Global Water Partnership (GWP) and the United Nations Children's Fund, UNICEF, have agreed to establish a strategic partnership to jointly undertake work on climate resilience and WASH. The initial collaboration is for six months, with a potential continuation.
Global Water Partnership and the OECD have launched a joint project to establish a Global Dialogue on Water Security and Sustainable Growth. The major output of the cooperation will be a milestone report to be presented at the World Water Forum in 2015 in South Korea.
On World Water Day, the Global Water Partnership calls for increased cooperation to manage shared water resources.
Climate change has long-since ceased to be a scientific curiosity, and is no longer just one of the many environmental and regulatory concerns. It is the major, overriding environmental challenge of this time facing decision makers, planners and regulators.
In order to meet new demands, the Jordan Valley Authority was in need for reform. Action was taken to initiate a public strategic planning process led by a steering committee composed of all relevant stakeholders and various working groups. The case consequently illustrates how an integrated strategic planning process can create conditions under which all stakeholders can be involved in the proposed institutional reform.