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Coca-Cola/USAID Water and Development Alliance (WADA)
[last updated December 19, 2007 11:08 AM]
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General Information
Partnership website(s) |
Expected TimeframeOctober 2005 - March 2010 |
Partners
Governments:
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Major Groups:
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| UN System:
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Other intergovernmental organizations:
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| Other:
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Thematic Focus
Primary Themes:
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Secondary Themes:
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Geographic Coverage
Geographic Scope: Global
Country(ies) where the partnership is being implemented: Angola, Bolivia, Côte d'Ivoire, Egypt, El Salvador, Ethiopia, Ghana, Indonesia, Kenya, Malawi, Mali, Mozambique, Nigeria, South Africa, Uganda, United Republic of Tanzania |
National Focal Points
This partnership has not made any contact with the national focal points for sustainable development in the countries involved
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Goals and Objectives
Summary of the partnership's goals and objectives
The Coca-Cola Company (TCCC) and the U.S. Agency for International Development (USAID) have created a unique partnership to address community water needs in developing countries around the world. In conjunction with local USAID Missions and Coca-Cola system partners (foundations and bottling facilities), and with support from the Global Environment and Technology Foundation (GETF), the “Water and Development Alliance” (WADA) has committed $14.3 million (2005-2010) thus far to achieve the following objectives in countries where both partners work:
- Establish participatory, sustainable management of water and watershed resources for domestic and productive use and conserve the ecosystems and biodiversity they support;
- Increase the level of access to sustainable, improved sources of water and sanitation services in communities around the world;
- Increase institutional capacity and investments in basic infrastructure;
- Foster improved behaviors in human sanitation and hygiene for positive health impacts.
WADA makes a conscious effort to maximize its impact by aligning multiple goals and pooling diverse resources in creative ways. The alliance makes strategic value-added investments that complement existing long-term development programs of USAID in collaboration with other donors and host country governments. Through engagement with WADA, TCCC also promotes long-term changes in water stewardship within the production facilities of Coca-Cola, as local bottlers are increasingly engaged and demonstrate their commitment to corporate principles by making their own investments to improve water use and management. Building on this, Coca-Cola foundations are able to enhance the positive benefits of their charitable contributions by aligning their community development efforts with WADA projects. The result is a combined partnership impact that is far more than the sum of the parts.
- Establish participatory, sustainable management of water and watershed resources for domestic and productive use and conserve the ecosystems and biodiversity they support;
- Increase the level of access to sustainable, improved sources of water and sanitation services in communities around the world;
- Increase institutional capacity and investments in basic infrastructure;
- Foster improved behaviors in human sanitation and hygiene for positive health impacts.
WADA makes a conscious effort to maximize its impact by aligning multiple goals and pooling diverse resources in creative ways. The alliance makes strategic value-added investments that complement existing long-term development programs of USAID in collaboration with other donors and host country governments. Through engagement with WADA, TCCC also promotes long-term changes in water stewardship within the production facilities of Coca-Cola, as local bottlers are increasingly engaged and demonstrate their commitment to corporate principles by making their own investments to improve water use and management. Building on this, Coca-Cola foundations are able to enhance the positive benefits of their charitable contributions by aligning their community development efforts with WADA projects. The result is a combined partnership impact that is far more than the sum of the parts.
Targets and Progress
Partnership targetsThe partnership now implements activities in 14 countries, mostly in Africa. Plans are in place to expand to an additional 4-6 countries in 2008, and eventual "mainstream" the alliance relationship throughout the countries where both organizations have a presence.
Direct beneficiaries of water supply/sanitation access, hygiene promotion, or productive water use activities will number 254,000 men, women and children (through 2007). As additional activities are designed and implemented through 2010, this number will increase. |
Progress against targetsAll activities designed and funded through 2007 (for completion in 2008) are on track to meeting designated targets.
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Capacity-Building and Technology Transfer
Arrangements for Capacity-Building and Technology Transfer
- Human resources development/training
- Education/building awareness
- Institutional strengthening, including local participation
- Technology transfer/exchange
Relationship to International Agreements on Sustainable Development
How the partnership contributes to the implementation of Agenda 21, the Programme for the Further Implementation of Agenda 21, and the Johannesburg Plan of Implementation
This unique public private partnership simultaneously directs resources and expertise from two global institutions to solving the world's water problems, while at the same time supporting a private company achieve its own high internal standards for corporate good citizenship and environmental stewardship.
The partnership is founded on four important principles:
LOCAL OWNERSHIP: WADA provides funding incentives and technical support for activities jointly developed by local Coca-Cola system representatives and USAID Missions in each country. All projects directly support both the strategic development priorities of USAID and the corporate citizenship objectives of TCCC. At the same time each program is unique and customized to respond to local needs and priorities, and takes advantage of partner strengths and commitment in different localities. Increasingly, it is hoped that the Alliance will move to include locally driven and financed activities as the partnership is fully mainstreamed throughout both organizations. Already the existence of WADA has encouraged bi-lateral country Missions and Coca-Cola offices to collaborate on local water initiatives.
INSTITUTIONAL SYNERGY: WADA makes a conscious effort to maximize its impact by aligning multiple goals and pooling diverse resources in creative ways. The alliance makes strategic value-added investments that complement existing long-term development programs of USAID in collaboration with other donors and host country governments. Through engagement with WADA, TCCC also promotes long-term changes in water stewardship within the production facilities of Coca-Cola, as local bottlers are increasingly engaged and demonstrate their commitment to corporate principles by making their own investments to improve water use and management. Building on this, Coca-Cola foundations are able to enhance the positive benefits of their charitable contributions by aligning their community development efforts with WADA projects. The result is a combined partnership impact that is far more than the sum of the parts.
TECHNICAL QUALITY: The partnership is strongly committed to the highest standards of technical excellence. Projects are developed to address important water resource management and service delivery problems facing local communities. All proposals are reviewed by a technical team to ensure that project designs and approaches are consistent with internationally-established principles of the sector, including good governance and public participation, financial and ecological sustainability, and social and gender equity.
TRANSFORMATIONAL CHANGE: All WADA projects are designed to promote measurable, high impact approaches that will make a positive contribution to solving the world’s water problems on a global scale. On the one hand, this means assistance to help Coca-Cola achieve the high corporate standards it has already set in the area of water stewardship, which will eventually create a ripple effect to hundreds of facilities and thousands of employees around the world. In the community development dimensions of WADA, positive change is advanced through program components that promote innovation and creative application of ‘at-scale’ approaches to service access, behavior change, and policy and governance reform.
Relevant Sections of Agenda 21
The partnership is founded on four important principles:
LOCAL OWNERSHIP: WADA provides funding incentives and technical support for activities jointly developed by local Coca-Cola system representatives and USAID Missions in each country. All projects directly support both the strategic development priorities of USAID and the corporate citizenship objectives of TCCC. At the same time each program is unique and customized to respond to local needs and priorities, and takes advantage of partner strengths and commitment in different localities. Increasingly, it is hoped that the Alliance will move to include locally driven and financed activities as the partnership is fully mainstreamed throughout both organizations. Already the existence of WADA has encouraged bi-lateral country Missions and Coca-Cola offices to collaborate on local water initiatives.
INSTITUTIONAL SYNERGY: WADA makes a conscious effort to maximize its impact by aligning multiple goals and pooling diverse resources in creative ways. The alliance makes strategic value-added investments that complement existing long-term development programs of USAID in collaboration with other donors and host country governments. Through engagement with WADA, TCCC also promotes long-term changes in water stewardship within the production facilities of Coca-Cola, as local bottlers are increasingly engaged and demonstrate their commitment to corporate principles by making their own investments to improve water use and management. Building on this, Coca-Cola foundations are able to enhance the positive benefits of their charitable contributions by aligning their community development efforts with WADA projects. The result is a combined partnership impact that is far more than the sum of the parts.
TECHNICAL QUALITY: The partnership is strongly committed to the highest standards of technical excellence. Projects are developed to address important water resource management and service delivery problems facing local communities. All proposals are reviewed by a technical team to ensure that project designs and approaches are consistent with internationally-established principles of the sector, including good governance and public participation, financial and ecological sustainability, and social and gender equity.
TRANSFORMATIONAL CHANGE: All WADA projects are designed to promote measurable, high impact approaches that will make a positive contribution to solving the world’s water problems on a global scale. On the one hand, this means assistance to help Coca-Cola achieve the high corporate standards it has already set in the area of water stewardship, which will eventually create a ripple effect to hundreds of facilities and thousands of employees around the world. In the community development dimensions of WADA, positive change is advanced through program components that promote innovation and creative application of ‘at-scale’ approaches to service access, behavior change, and policy and governance reform.
Relevant Sections of Agenda 21
Protecting and promoting human health conditions; Promoting sustainable agriculture and rural development; Conservation of biological diversity; Protection of the quality and supply of freshwater resources: application of integrated approaches to the development, management and use of water resources
Relevant Sections of the Johannesburg Plan of Implementation Protection and managing the natural resource base of economic and social development ; Health and sustainable development ; Sustainable development for Africa
Coordination and Implementation
Coordination Mechanism of the PartnershipThe partnership has a Steering Committee comprised of voting representatives from The Coca-Cola Company (TCCC) headquarters (US) and USAID headquarters (US), and non-voting members from supporting NGO Global Environment and Technology Foundation. Meetings occur 2-4 times a year to review progress of the alliance, make decisions about strategic direction, lay out major work plan areas, and agree on protocols for working together as institutions. Other key individuals (e.g. from the Coca-Cola funding foundations), are also often engaged in Steering Committee discussions as necessary.
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Implementation Mechanism of the PartnershipFunds from both Coca-Cola and USAID are pooled and managed through the NGO Global Environment and Technology Foundation (GETF). TCCC and USAID make decisions about allocation of funds (often through competitive proposal development from field units of the two organizations), and also provide guidance to GETF regarding the development of standardized WADA guidelines for funds disbursement, project oversight, environmental compliance, communications and outreach, and M&E.
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Resources
Funding Currently AvailableAmount in US$: 14,300,000
Source(s): Government - Private sector - Foundations / charities
U.S. Agency for International Development The Coca-Cola Company Coca-Cola Africa Foundation Coca-Cola system bottlers (independent franchisees) Other collaborating partners |
Non-financial resources availableType(s):
Source(s):
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Funding SoughtRequired Amount in US$:
Source(s) already approached: Additional partners are welcome and will be part of the long-term growth strategy for the alliance. (No specific institutions have been identified as yet.).
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Non-financial resources soughtRequirement(s):
Source(s) approached and details:
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Additional Information
Additional Relevant Information
The partnership is still quite young (2 years old), and we are still on a learning curve regarding how best to optimize the joint engagement of a large private corporation and a bilateral donor funding agency -- both of which are highly decentralized.
We hope to conduct some formal analysis of the partnership model during 2008 which will provide lessons learned and insights.
For additional information, please visit the following links:
http://www.usaid.gov/our_work/environment/water/cwpp.html
http://www.thecoca-colacompany.com/presscenter/nr_20070322_water_partnership_in_africa.html
We hope to conduct some formal analysis of the partnership model during 2008 which will provide lessons learned and insights.
For additional information, please visit the following links:
http://www.usaid.gov/our_work/environment/water/cwpp.html
http://www.thecoca-colacompany.com/presscenter/nr_20070322_water_partnership_in_africa.html