Contents Exchange of Experiences in Water Resources Management - PowerPoint PPT Presentation

Central Asia-South Africa: Contents Exchange of Experiences in Water Resources Management Water resources and development: Paradigms and perspectives across spatial and temporal scales Marius Claassen 12 June 2018

“Given that most water resources cross borders, transboundary cooperation is crucial” Ban Ki ‐ moon “Together, we can facilitate Africa’s integration, unity and shared values of prosperity and lasting peace for all” Dr. Nkosazana Dlamini Zuma

Nile Basin The Nile Basin Initiative It is built around a is a regional shared belief partnership for that countries promoting growth can achieve better and addressing critical outcomes through challenges cooperation

Southern African Development Community • SADC Declaration and Treaty (1992) • SADC Revised Protocol on Shared Watercourses (2000) • SADC Regional Water Policy (2005) • SADC Regional Water Strategy (2006) • The SADC Guidelines for Strengthening River Basin Organisations (2010) • SADC Regional Indicative Strategic Development Plan (2011) • Regional Awareness and Communication Strategy for the Water Sector (2011) • Climate Change Adaptation in SADC: A Strategy for the Water Sector (2011) • The SADC Regional Strategic Action Plan (2011)

NBI: Benefits of Hydropower Burundi; 62 Ethiopia; Rwanda; 158 1112 DRC; 662 Egypt; 6030 Uganda; 540 Tanzania; 961 Kenya; 1219 Sudan; 1476 South Sudan; 266 Increase in GDP (million USD) due to increased reliability of electricity supply

NBI: Development Scenarios

NBI: Benefits under different scenarios Financially Sustainable “One Nile” Sudan Community Regional Economic Integration and Goodwill • Crop yields increase 79% ‐ 129% • Milk yields increase 71% Main Nile sub ‐ Basin ENTRO Watershed Management • Protect 2 520 ha existing and Eastern Nile 18 480 potential croplands • Crop yields increase 79% ‐ 129% Abay ‐ Blue Nile sub ‐ Basin • Milk yields increase 71% • Yields increase by 460 635 tons • Protect 2 520 ha existing and • 25.7 M tons less sediment in river 18 480 potential croplands • Yields increase by 2 125 028 tons Baro ‐ Sobat Nile sub ‐ Basin • Yield increase by 1 529 448 tons • 50.61 M tons less sediment in river • 2.8 M tons less sediment in river • Various livelihood benefits • Multiple benefits to the river Tekezi ‐ Atbara Nile sub ‐ Basin • Ethiopia: $ 8.8M foreign exchange • Yield increase by 134 945 tons • Sudan: 52% lower electricity cost • 22.11 M tons less sediment in river Nile Basin • Combined benefits Tana ‐ Beles Nile sub ‐ Basin • Various Livelihood benefits • Multiple benefits to the river Ethio ‐ Sudan Interconnection • Ethiopia: $ 8.8M foreign exchange • Sudan: 52% lower electricity cost Hydropower NELSAP Interconnection, less surplus • $921 million saving per year Nile Equatorial Lakes NELSAP Reliability impact on GDP • $ 50 880 million added per year • $12.49 billion added per year NELSAP Energy impact on GDP • $37.46 billion added per year

NBI: Strategy (2017 ‐ 2027) Goal 1: Enhance availability and sustainable utilization and management of transboundary water resources of the Nile Basin Goal 2: Enhance hydropower development in the basin and increase interconnectivity of electric grids and power trade Goal 3: Enhance efficient agricultural water use and promote a basin approach to address the linkages between water and food security Goal 4: Protect, restore and promote sustainable use of water related ecosystems across the basin Goal 5: Improve basin resilience to climate change impacts Goal 6: Strengthen transboundary water governance in the Nile Basin

NBI: Resource mobilised

Southern African Development Community Regional Infrastructure Development Master Plan: Water Sector • Identifies 34 infrastructure projects to be implemented over 25 years, aimed at raising the level of human and economic development of the region • Phase I, running from 2013 to 2021, intends to achieve the following goals: – Improving storage of renewable water resources from 14% per year to 25% – Increasing the irrigated area from 3.4 million hectares to 10 million hectares (13% of the potential land available) – Raising the level of hydropower generation from 12 GW to 75 GW (50% of the sector’s potential) – Increasing access to safe drinking water from 61% to 75% of the population – Increasing access to sanitation facilities from 39% to 75% of the population • Phase II, beginning in 2018, and Phase III, beginning in 2023, to move toward a water sector operating at 100% of its potential by 2027

NBI: Practical steps to deliver benefits 1 It is important to consider the spatial and temporal scales of the analysis and in particular the linkages between scales. 2 It is not necessary to have complete knowledge, but missing critical knowledge can pose a risk to good decisions and effective implementation 3 A clear articulation of the preferred development opportunities is needed to create a common platform decision ‐ making. 4 The benefits of transboundary cooperation are vested in the cumulative regional synergies and opportunities.

Key learning points • More/better knowledge does not equate to better cooperation or decisions (it may be necessary, but it is not sufficient) • National sovereignty weighs stronger that regional objectives (although they are not mutually exclusive) • Alignment of riparian countries' visions/objectives/policies are important (they don't have to be the same, just pointed in the same direction) • Esoteric debates about the benefits of cooperation are largely a waste of time (we've had much of this) • Priorities and conditions are dynamic. Cookie ‐ cutter solutions are not useful (although we can extract principles) • Practical, on the ground, development initiatives are valuable to build trust and demonstrate benefits (but less so the calculations of the potential benefits in consultant reports) • Large, unwieldy regional institutions (often supported by donor funds) have very low cost/benefit ratios

Way forward • Develop/confirm shared intent • Be clear on desired outcomes and development options (at various scales) to achieve shared intent • Implement national and subnational actions that are aligned with the above (and avoid those that are not) • Implement shared actions (bilateral or multi ‐ lateral) aligned with the above • Start small to build trust, upscale when/where it makes sense • Continue to track changes in drivers, processes and outcomes and adapt accordingly

Thank you Marius Claassen mclaasse@csir.co.za