020221_worldwaternet_businessplan_2021-2024.pdf

B 2 u n 0 2 s p a i e 0 2 n ls 4 2 s 1 .

Business plan 2021 - 2024

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C o n e t n s t .

Contents

Executive summary

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Challenges and opportunities

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Mission and vision

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Objective 2024

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Journey I: Impact

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Journey II: WOP Partners

10

Journey III: Alliance Partners

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Journey IV: Knowledge and Innovation

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Journey V: Human Resources

13

Organisation and management

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Finance

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Annexes

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I. World Waternet strategic priorities for 2021 II. World Waternet country focus and portfolio 2021 III. Future water challenges

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s u E m x v e e c i u m ty a r .

Executive summary

World Waternet was founded in 2007 to

Partnership (WOP) partners. For the third

support public water organisations all over

journey, we will collaborate more closely

the world through peer-to-peer knowledge

with our alliance partners in order to further

exchange in water cycle management.

strengthen our support leveraging expertise and resources of others.

In recent years World Waternet’s portfolio (see Annex II) and turnover have grown

The fourth journey is to improve our knowledge

significantly. This business plan is a

and innovative capacity, largely through

guideline for the coming years 2021 to 2024,

e-learning, and online knowledge and data

in which World Waternet aims to increase

sharing. For the final journey, we will improve

the impact of our actions by enabling

our human resourcing in line with development

our partners to realise the Sustainable

opportunities for our water experts and the

Development Goals (SDGs).

specific project needs. At the same time, we will strengthen our internal organisation and

In the next strategic period, World Waternet

financial sustainability.

will embark on five journeys; With the above focus, the World Waternet team Our first journey will give substance to

is confident in contributing in an optimal way

the way in which we increase our impact.

to the major water challenges ahead.

The second journey will strengthen the support we provide to our Water Operator’s

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s u E m x v e e c i u m ty a r .

Lebanon, 2018 .

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C e h n la o g n lp e d e p s s u io t n ri .

Challenges and opportunities

In recent years, World Waternet has focused

sector infrastructure and the management

on increasing its impact and financial

of water resources. Water operators and

leverage through partnerships and co-

authorities will play a crucial role in efforts to

funding. After years of expansion, with a

achieve sustainable and equitable water and

significant increase of annual turnover

sanitation services. It has been shown that the

and number of partnerships, we now want

peer-to-peer knowledge exchange approach

to ‘strengthen’ these partnerships, i.e.

through WOPs effectively contributes to the

create more impact and more sustainability.

achievement of the SDGs and is increasingly

This ambition needs to be placed in the

supported.

perspective of the challenges like climate change and rapidly growing cities where many countries do not avail of the expertise and resources to cope with it. Compared to the enormous challenges (see Annex III), our interventions are small but will contribute to sustainable, integrated and

At the same time, the digital revolution towards more online cooperation and the establishment of communities for knowledge exchange is progressing. The COVID-19 pandemic is accelerating this development. This development fits with the need to reduce

inclusive water management worldwide.

the carbon footprint of international travel.

The impact of climate change will become

World Waternet is eager to address these

increasingly important for the design, construction, and maintenance of water

challenges in its peer-to-peer knowledge exchange in the next four years.

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V s io in .

Vision

World Waternet is a not-for-profit organisation with an independent

Sustainable access to clean, sufficient and safe water for all, through performance improvement in water cycle management.

Waternet, the public water company of Amsterdam and surroundings

Supervisory Board. World Waternet was founded on the initiative of that works for the Regional Public Water Authority Amstel, Gooi and Vecht and for the municipality of Amsterdam. Waternet operates at the heart of society and provides water services to 1.3 million people. It is the only water company in the Netherlands that covers the entire water cycle. World Waternet uses Waternet’s expertise to help improve the performance of public water organisations. At the same time, ​ these activities contribute to Waternet’s aims of Corporate Social Responsibility. Via World Waternet, Waternet employees can develop their skills and knowledge for the benefit of Waternet, while

Mission World Waternet works with Waternet experts to support public water organisations all over the world.

contributing to the achievement of SDGs in international projects. This latter is at the core of World Waternet’s vision and mission. To fulfill our mission in the coming years, we have defined five strategic journeys in which we focus on creating more impact and making optimal use of digital resources. Our objectives for the next four years are elaborated in the following chapters.

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O B E J C V T E I .

In order to increase our impact in the next

OBJECTIVE

2024

four years, World Waternet has formulated

II. WOP partners: Intensified long-term partnerships.

the following objective to guide our actions: III. Alliance partners:

World Waternet partners with public water organisations to improve their performance and resilience through an innovative peer-topeer knowledge exchange platform driven by our community of water cycle experts.

Effective collaboration with alliance partners. IV. Knowledge & innovation: A knowledge platform, including an E-cademy of Excellence. V. Human resources: A strong community of water cycle experts.

To reach this objective World Waternet has developed the following five journeys, leading to the following key results: I. More impact: Spin-offs and measured impact on SDGs.

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p m o m n e f r h i p n o r it n i h r o e u v a t c p r o e v a g w n k le t a i p r n v W o s W a r h t e n i s p c e n o c a ie d a u w t d i s p t h i r b n o t e a lt n c e lr t d s i e lo r g x o m c t p c u e w h b y s v c e r . o a t e y m d lr n a f im p n e a t r o g t lr f e u y t n .

Suriname, 2007 .

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m Ip .J a I o c u t n re y .

I. Impact Journey

Sustainable and future-proof capacity

To measure impact, we will align WOPs and

building lies at the core of our work. The

knowledge outputs through solid baseline

impact journey focuses on sustainable

assessments based on the SDGs and a

results, driven by empowerment of our WOP

framework for Monitoring, Evaluation and

partners towards increased leverage on

Learning.

capacity building and funding. World Waternet will invest in local young World Waternet increases the sustainable

professionals and train-the-trainer

impact of long-term WOPs by focusing

programmes. We will offer tailor-made

on measurable SDG contribution and the

solutions that fit the local context and that

creation of spin-offs*.

include operation & management, knowledge development and support for local partner

Our long-term WOPs are in Burkina Faso, Ethiopia, Ghana, Jordan, Kenya, Laos, Mali, Palestinian Territories and Tanzania. World Waternet will further increases its impact on the SDGs by focusing on the creation of spin-offs around our long-term WOPs. In addition, we will link our WOPs with International Financial Institutions to generate infrastructure investments** for our partners.

independence.

Results in 2024 • 15 spin-offs around our core WOPs • Baseline assessment and Monitoring, Evaluation and Learning framework developed • Faciliate development opportunities for future-water leaders • Investment strategy for each WOP

*Spin-off: additional funding/capacity for World Waternet or WOP partners, which enables us to increase knowledge exchange or realise small investments. **Mobilising investments: World Waternet helps to attract additional funding for our partners to initiate and realize infrastructural investments. .

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W . O IIP P a n t re r

II. WOP Partner Journey

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Long-term collaborations, based on trust

integrations.

and mutual benefit, enable us to ensure that

To intensifying collaboration, we will increase

our WOPs deliver tangible results across

our local presence. In recent years, we have

the water cycle by 2024, while at the same

built a strong local presence of our staff in

time ensuring optimal use of our limited

West Africa. Contact on a day-today basis

resources.

resulted in higher sustainability of our water

World Waternet builds inclusive relationships and develops integrated water cycle projects with a selected number of existing long-term partners. World Waternet creates a sustainable and inclusive collaborative culture. We will apply a set of shared values, which we call the “Guiding Principles for Water Operators’ Partnerships”. Sustainable solutions to water challenges require integrated and strategic management of water resources and associated ecosystems. World Waternet and its current WOP partners will reach out to local actors to ensure an integrated, water cycle approach, for example through the

solutions and more spin-offs for our projects. Where we focus on intensifying our current WOPs, World Waternet remains open for new opportunities. A decision-making framework for starting new (small) partnerships or project-based activities will be developed to guide us in consolidating resources.

Results in 2024 • Full application of Guiding Principles for Water Operators’ Partnerships • Four programmes that link different local actors in the water cycle (e.g. IWRMWASH) • Local presence in five countries • A limited amount of smaller partnerships in selected countries

IWRM-WASH, Agriculture-Water or other .

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A a iln l. c II P I e a r t n e r .

III. Alliance Partner Journey

World Waternet prefers to work with

Netherlands International Water Ambition, the

strategic alliances to help achieve our

Ministry of Foreign Affairs and the Ministry of

ambitions. We believe that a mutually

Infrastructure and Water Management.

beneficial collaboration is sustainable. In

In addition, we will align our activities with the

the coming years we want to deepen the

future strategies of our founders and other

relationship with our alliance partners and

(international) funders, through continuous

select new partners who can provide our

dialogue.

WOPs with additional knowledge, expertise and finance.

To continue to support Dutch private sector parties in creating export opportunities,

World Waternet partners in strategic

we are interested to join qualified Dutch

alliances* to increase its value by

consortia, where our role is to provide capacity

broadening the collaboration with

development in the field of operation and

prioritised alliance partners

maintenance, with a low-risk profile.

We strongly believe in the power of cooperation between parties in the Dutch water sector and we are uniquely positioned to participate in both the WaterWorX** and Blue Deal programme***. In the coming years we will stimulate cooperation and alignment of these programmes with the

Results in 2024 • Strong strategic alliances that significantly increase our value • Alignment with future strategies of our founders and funders • Partner in three consortia with private sector parties

*Strategic alliance: a strategic cooperation between two or more organisations, with the aim to achieve a result one of the parties can not (easily) achieve alone. ** WaterWorX: partnership of public water operators to increase access to sustainable water services for 10 million people between 2017-2030. It is co-funded and jointly implemented by the Dutch Ministry of Foreign Affairs, the 10 Dutch water operators and local water operators in Africa, Asia and South America (https://www.vei.nl/projects/waterworx) *** Blue Deal: international programme of the Dutch Ministry of Foreign Affairs, the Ministry of Infrastructure and Water Management, and the Dutch water authorities with the ambition to increase access to clean, sufficient and safe water for 20 million people around the world (https://dutchwaterauthorities. com/#anchor-blue-deal). .

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K n o w V .I e n d lI n & g o e o v a n it

In recent years, the digital tools for

environment, providing lifelong learning for our

knowledge exchange with local partners

WOP partners.

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have improved considerably. Online

IV. Knowledge & Innovation Journey

cooperation has been further boosted by the

In addition, World Waternet will showcase

COVID-19 pandemic. Further digitalisation

Waternet’s innovations to stimulate worldwide

will enable us to intensify online knowledge

application and to facilitate international

exchange, leading to a greater impact and

interaction around the development of

at the same time a reduction in carbon

Waternet’s Research & Innovation programme.

emissions by limiting air travel. In this journey we also focus on intensifying our

Furthermore, World Waternet will actively

partnerships with frontrunners in the water

contribute to international events, such as

sector.

organising the Sarphati Sanitation Challenge in partnership with Aqua for All and facilitating

World Waternet facilitates knowledge

alignment between the AIWW and other

exchange between partners by developing a

events, e.g. Stockholm and Singapore Water

digital platform that includes best practices

Weeks and IWA events.

and applied operational knowledge. World Waternet will expand its digital environment, whereby water cycle knowledge, experiences from our partnerships and the latest innovations will be made available to our WOP partners and others in the wider water community. An

Results in 2024 • A digital environment, including an E-cademy of Excellence • Waternet’s Research & Innovation programme is internationally known and applied • Clear and effective role in relevant international events

E-cademy of Excellence will be part of this

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H u m R V .a e n s o J u c n r e e s y .

Our water cycle experts are the driving force

Furthermore, as described in the Alliance

behind our impact.

partner journey, we will look for synergies to work with experts from alliance partners who

V. Human Resources Journey

World Waternet ensures optimal availability

have complementary expertise to contribute to

of sufficiently skilled staff by selecting and

our integrated approach (e.g. finance, energy,

training of excellent water cycle experts.

agriculture, etc.).

World Waternet will provide training to its experts to ensure that they are optimally equipped to contribute to our WOPs. Training topics are focused on technical skills, project management skills and soft skills, and where possible, we will use the E-cademy of Excellence . In addition, we will investigate how we can use our experts to provide online training and in terms of recruiting, we will expand opportunities for local presence in the countries where we work. Young Experts will continue to be a valuable

Results in 2024 • Well-trained, sufficiently skilled community of water cycle experts • Effective involvement of experts from alliance partners • Adequate local presence

asset in ensuring this local presence.

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m a n d a o n O a g is a r e t n m ie n t .

In order to realise journeys I-V, World

management. We will further digitalise all

Waternet will focus on improving and

project management processes, and we

optimising its’ internal processes.

will regularly review the progress of the implementation of this Business Plan by using

Organisation and management

World Waternet is managed by a passionate

the OGSM methodology*. Annually, a more

and continuously learning team that

detailed plan and budget will be presented

delivers excellent services for local partners

to detail the necessary activities and to allow

and water cycle experts.

adequate internal Monitoring, Evaluation and Learning. The summary of the Annual Plan 2021

Since its foundation in 2007, World Waternet

is enclosed (Annex I).

has grown significantly. The number of project staff has increased and diversified

In addition, we will organise employee

from just Waternet employees to a mix of

engagement activities to engage and motivate

Waternet employees, employees of alliance

the team.

partners, trainees from the Young Expert Programme and local staff. In addition, the organisation and management of World Waternet grew to a workforce of 11 FTEs in 2021. World Waternet will update and implement a policy framework, including risk

* Methodology based on Lazarus, Amy; Peele, Stephen (2014-03-10). “Strategic planning that works: the ArchPoint OGSM model”. ArchPoint. Retrieved 28 May 2015.

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m a n d a o n O a g is a r e t n m ie n t .

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m a n d a o n O a g is a r e t n m ie n t .

Jordan, 2019 .

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F n ia n c e .

Finance

World Waternet builds its activities upon the

in 2024. Timely acquisition of new projects will

contribution of the founding organisations

be needed to maintain the overall level of the

of Waternet, i.e. the Municipality of

project portfolio.

Amsterdam and Water Authority Amstel, Gooi and Vecht. These contributions allow World

The main financial risks for the coming

Waternet to participate in programmes with

four years include changes in Dutch foreign

co-funding requirements, like Blue Deal and

policy, leading to possible changes in funding

WaterWorX. In addition, project funding from

programmes, negative changes of the security

external financers is attracted. The figure on

situation in the countries in which we operate,

page 18 shows the contribution per financer

travel restrictions due to COVID-19 or other

per type.

causes, and changes in the tax situation.

The annual budgets in the period 2021-

In 2020, World Waternet installed an Audit and

2024 are expected to be considerably

Risk Committee to support the management

higher than the budgets in the period 2018-

and mitigation of these risks following our risk

2020. This is largely due to new projects in

policy.

Jordan and Burkina Faso. The largest part of the budget is spent on our WOPs, project development, and knowledge & innovation. Management and overhead costs amount for less than 10% of the annual budget. Our largest project, the WOP in Jordan, will end

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E u o r p U e o a n n i .

European Union

Other grants Water Authority Amstel, Gooi and Vecht and City of Amsterdam

Local water organisations

International Financial Institutions

Budget 2021 €8 Million Dutch Government programmes

Income Granted

Realised & budgetted income 2018-2024

Income Prospects

€8 Million €7 Million €6 Million €5 Million €4 Million €3 Million €2 Million €1 Million €2018

2019

2020

2021

2022

2023 BUDGET

2024

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D u c th .

Burkina Faso, 2020 .

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A N N E X E S .

ANNEXES

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A n n e . Ix .

Annex I. Summary of priorities in 2021

After establishing our journeys for the period 2021-2024, World Waternet has identified the first steps for 2021. Below are the most important activities that we will carry out in 2021. In addition to the long-term Blue Deal and WaterWorX WOPs, two new long-term WOPs will start, one in Jordan with Yarmouk Water Company and one in Burkina Faso in partnership with SNV. These WOPs are important opportunities to implement our strategy and related activities. • Intensified WOPs (5 Blue Deal, 5 WaterWorX, WOP in Jordan) • Baseline assessment of measurable impact aligned with SDG definitions • Detailed proposition on WOP support on investment finance

• Development of “Guiding Principles for Water Operators’ Partnerships” • Development of criteria for IWRM-WASH programmes • New strategic alliance formed with Waterschap Limburg • Successful reviews and preparation for phase two of Blue Deal and WaterWorX • Toolbox development for strategic alliance management and an account management database • Three e-learning modules developed for E-cademy of Excellence (water safety, drinking water production, water cycle) • Sarphati Sanitation Challenge organised

• Advanced training for water cycle experts developed • Possibilities for local staffing explored

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A n n e . Ix .

Annex II. World Waternet project portfolio 2021

HOFOR Kopenhagen SIAAP Paris

Berliner Wasserbetriebe

New York DEP

PUB Singapore

Water Operators’ Partnerships Knowledge Partners

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A n n e . Ix .

Annex II. World Waternet project portfolio 2021

Asia

Blue Deal Tana (Kenya)*

WaterWorX (Laos)*

WaterWorX Nairobi (Kenya)*

Partners for Water Yangon (Myanmar)

E-Pivot Nuffic (Kenya)

Waste and Waste Water Maharashtra (India)

COVID-19 surveillance Nairobi (Kenya)

Sanitation Bekasi (Indonesia)

WaterWorX (Tanzania)* Nuffic Cape Town (South-Africa)

Middle East WOP Yarmouk Water (Jordan)*

Latin America

Blue Deal (Palestinian Territories)*

Platform AMS-BUE (Argentina)

WaterWorX (Palestinian Territories)*

SWM (Suriname)

Nuffic (Palestinian Territories) LebRelief (Lebanon)

Knowledge partnerships NYC Department (USA)

Western Africa

PUB (Singapore)

WaterWorX SOMAGEP (Mali)*

Berlin Wasserbetriebe (Germany)

Blue Deal ANSAGEM (Mali)*

HOFOR Copenhagen (Denmark)

Nakanbe (Burkina Faso)

SIAAP Paris (France)

Blue Deal (Burkina Faso)*

East and Southern Africa Blue Deal Abbay (Ethiopia)* FDW Ziway Shalla (Ethiopia)

*Long-term WOPs

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A n n e . Ix .

Annex III. Future water challenges

The high likelihood of conflict related to water-stress are associated with population growth, low income per capita, and region with historical water conflicts.

Since 1990, 2.6 billion people have gained access to clean drinking water, yet 660 million people are still without.

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A n n e . Ix .

Annex III. Future water challenges

Projected extreme precipitation and population growth of the main drivers of the increase in exposure. Most people exposed are in South East Asia, East Asia Pacific region and Sub-Saharan Africa

Projected biodiversity loss is due to population growth, unsustainable economic development, and reinforced by climate change. Unstainable development includes poor wastewater treatment and inadequate dams in river.

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C o o p lh o n

Title

.

Business plan 2021 - 2024

Colophon

Abbreviation List Date 18 December 2020

AIWW Amsterdam International Water Week

Contributions Martin van Beelen, Laurette van Halen,

FTE

Ronald Hilarius, Colette Hillebrandt, Mart

Full-time equivalent

Kamphuis, Judith Kolen, Denise Kristel, Kees van der Lugt, Koen Maathuis, Willemijn van

IWA

Mossevelde, Vivian van Nassou, Marieke

International Water Association

van Nood, Vincent Oostenbrink, Frodo van Oostveen, Sam Robroek, Edith Tea, Eleanor

IWRM

Treadwell, Ruth Wijland, Janette Worm,

Integrated water resources management

Timon Knigge Cover image Jordan, 2019 Contact

SDG Sustainable Development Goal

WASH Water, Sanitation and Hygiene

World Waternet Korte Ouderkerkerdijk 7

WOP

1096 AC Amsterdam

Water Operators’ Partnership

The Netherlands www.wereldwaternet.nl/en info@wereldwaternet.nl

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w w c o m d . w n e t r l. a o t r .

www.worldwaternet.com .

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