2010年-世界发展银行全球_The_Global_Water_Partnership_153页_3mb

报告摘要

Summary of the Global Water Partnership (GWP) and World Bank Group Evaluation

Core Content

The Global Water Partnership (GWP) is a global and regional partnership program initiated in 1996 by the World Bank, UNDP, and SIDA in response to the global concern over the degradation of freshwater resources. The GWP is governed by the Global Water Partnership Organization (GWPO), an independent intergovernmental organization based in Stockholm. The GWP's mission is to support countries in the sustainable management of water resources through an advocacy network based on the principles of Integrated Water Resources Management (IWRM).

The World Bank Group (WBG) consists of five institutions: IBRD, IFC, IDA, MIGA, and ICSID, with the shared mission of fighting poverty and improving development results. The Independent Evaluation Group (IEG), an independent unit within the WBG, is responsible for evaluating the effectiveness of global and regional programs, including the GWP, to ensure accountability and improve program performance.

Main Objectives of the GWP

During the 2004–2008 Strategy Period, the GWP aimed to:

Achieve global water security as a contribution to poverty eradication, improved well-being, and environmental protection.
Facilitate the development of IWRM water policy and strategy at relevant levels.
Develop IWRM programs and tools tailored to regional and country needs.
Establish linkages with other global frameworks, sectors, and issues.
Consolidate GWP partnerships at various levels (regional, country, etc.).
Effectively manage and develop the GWP network.

Key Findings and Evaluation

An external evaluation of the GWP was conducted by PARC (Performance Assessment Resource Centre) in 2008, following a previous one in 2003. The evaluation aimed to:

Assess the effectiveness of the GWP during the 2004–2008 period.
Evaluate the independence and quality of the GWP's evaluation process.
Provide recommendations for improving future GWP activities.

Major Findings

The establishment and consolidation of GWP partnerships were substantially achieved.
IWRM policy and strategy development was successfully facilitated, but more slowly and in fewer countries than intended.
IWRM programs and tools were developed in response to regional and country needs, but questions remain about their global and regional relevance.
Linkages with other global frameworks were established, though not as comprehensively as planned.
The GWP's financial contributions from the World Bank (via DGF) were significant but not the primary source of funding.
The number of donors increased from 3 in 1996 to 14 in 2008, with the Netherlands, Sweden, and UK contributing the majority of the funding.
Regional and country partnerships received funding, but reporting was inconsistent.
Governance and management of the GWP changed in 2008, which affected the assessment of current performance.

Evaluation Recommendations

Enhance flexibility and time in moving from partnerships to IWRM implementation.
Address skills gaps in IWRM planning and action at the country level, especially in Africa.
Improve financial stability and sustainability of the GWP network.
Strengthen linkages with other global frameworks.
Increase transparency and accountability in program management and reporting.

World Bank's Performance as a Partner

The World Bank's role in the GWP was primarily through financial support from the Development Grant Facility (DGF). Its contributions were crucial for the initial phase, but the GWP's long-term sustainability was not solely dependent on the Bank's funding.

Key aspects of the Bank's performance as a partner included:

Oversight and management of the GWP through the Energy, Transport, and Water Department.
Disengagement strategy was implemented to gradually reduce the Bank's involvement.
Collaboration with donors and NGOs was a core activity, enhancing knowledge and local capacity.

Lessons Learned

The GWP experience provides valuable lessons for the design and operation of advocacy networks and global partnerships:

Partnerships need to be flexible and adaptive to effectively transition into IWRM implementation.
Regional forums are important for knowledge sharing, but participation was limited due to infrequent interaction.
Satisfaction with regional forums was correlated with funding allocation.
Restricted funding had a significant impact on regional expenditures.
Skills gaps in IWRM planning and implementation remain a challenge, particularly in Africa.

Key Stakeholders and Activities

The GWP engaged in several principal activities, including:

Organizing the Annual Network Meeting.
Disseminating global knowledge about IWRM through technical publications and the GWP website.
Conducting advocacy and awareness-raising activities at international, regional, and national levels.
Facilitating the establishment of new RWPs and CWPs.
Overseeing and prioritizing RWPs’ work programs and funding distribution.
Building partnerships with donors and NGOs for IWRM financing and technical assistance.
Improving monitoring and evaluation (M&E) and conducting learning reviews.

Financial Overview

The GWP's annual income increased from $0.73 million in 1996 to $9.68 million in 2008.
The World Bank's DGF grants accounted for $5.66 million (18%) between 1996 and 2002.
Three major donors (Netherlands, Sweden, UK) provided $28.47 million, or 69% of GWP's total income during 2004–2008.
Other donors (Denmark, Norway, Switzerland) contributed $3.99 million.
Regional and country partnerships received additional funding, but reporting was inconsistent.

Conclusion

The GWP has played a significant role in promoting IWRM globally, with notable achievements in partnership development and policy facilitation. However, challenges remain in financial sustainability, regional relevance, and capacity building at the country level. The World Bank's role as a cosponsor and financial supporter was important, but the program's long-term success depends on independent evaluation, transparent governance, and effective collaboration with diverse partners.