1. Mexico City Water Fund Annual Operating Plan - 2018
VERSION 1
5 January 2018

2. Contents Purpose & Background 2018 Plan Aims
Intervention, Stakeholder Engagement and Fundraising Priorities
2018 Roadmaps: By Area of Action
Supplemental & Supporting Materials

3. 1. Purpose & Background
Mexico City Water Fund Annual Operating Plan

4. Relationship Between Annual & Strategic Plans
Purpose
Relationship Between Annual & Strategic Plans
This Plan:
Is a standalone document that is part of the WF’s broader Strategic Plan
Establishes the near-term activities necessary to implement the Strategic Plan
Provides milestones for measuring progress and guidance to help to align day-to-day decision making with the WF’s strategic intent
The purpose of this Annual Operating Plan is to establish:
2018 Aims - Providing WF leadership with an overarching indication of planned achievements within the next 12 months, to periodically assess progress and make necessary mid-course corrections
Priorities – That helps to guide tactical decisions throughout the year
Action Roadmaps – Detailing planned actions, accountabilities, key performance indicators and associated budgets for these efforts

5. Background
The 2018 Annual Operating Plan was developed using the WF’s 5-Year Strategic Plan, taking into account activities that would build credibility, influence and ultimately position the Fund to have significant impact at scale. The associated activities and efforts detailed herein aim to make sufficient progress in 2018, helping to ensure achievement of the WF 5-year strategic objectives.
While the scope of the Annual Plan addresses near-term activities and milestones, other relevant details related to routine/tactical WF operations have been addressed outside of this Plan, within the WF’s Charter document. This document sets forth details related to the WF’s operating principles, structure, roles and responsibilities, decision-making processes, etc., and has been designed to complement the WF’s Annual Plan.

6. Annual Plan Organization
The WF’s work* has been organized into 4 broad areas of action:
Aims For 2018 – presented in context of the 4 broad areas of work that translate the Fund’s strategy into action
Priorities - These sections provide focus and direction for 2018 interventions, stakeholder engagement/communications and fundraising efforts
2018 Roadmaps - for each action area, quarterly activities, KPI, targets, accountabilities and associated budgets are detail in this section
Supporting and supplemental information
Integrate
Execute
Articulate
Transcend
*Work means primary activities of the Water Fund, namely stakeholder engagement, intervention implementation and efforts required to operate in a sustainable manner

7. Plan Aims
Mexico City Water Fund Annual Operating Plan

8. 2018 Plan Aims: Actions For Success
Integrate
WF launched. A sufficient number of stakeholders have become involved and, combined with targeted communication efforts, the Fund is beginning to become recognized as a credibility entity which can help improve Mexico City’s water security.
Execute
Started interventions in ways that allow stakeholders to recognize the potential and impact the WF can have in helping to improve water security in the region.
Articulate
Created partnerships, alliances and engaged with selected stakeholders in ways that help the WF become increasingly involved in relevant public policy discussions/decisions. Used communication efforts to build support for the WF’s involvement and have even aimed to have water security added to the upcoming electoral debate.
Transcend
Established WF operations and have raising $62.2 million MXN, $9.6 million from investors and $58.6 million from donors, which covered 2018 costs including all the actions above (e.g., costs for interventions, WF overhead, fundraising expenses and allocations to capitalize an endowment fund).

9. WF’s Strategic Plan & 2018 Aims In Context
 Actions
2018
2019
2020
2021
2022
5 Year Goals
Integrate
Launch Water Fund
Create stakeholder critical mass of 50%
Finalize stakeholder and communication plan & begin executing early actions
Execute 2 key events
Increase stakeholder critical mass to 75%
Increase stakeholder critical mass to 100%
Complete stakeholder engagement plan
Maintain stakeholders critical mass
Actively engaged with CDMX on key Green Infrastructure projects and policies
To have a ‘critical mass’ of influential and publicly trusted organizations, formally participating at various levels within the Fund, with an appropriate balance of private companies, academia, NGOs and public sector institutions represented
Execute
Establish baselines for interventions (Recharge, Benchmarking, Flooding)
Launch Topilejo Second Component and 1 urban green infrastructure pilot project
Evaluate 1 additional urban green infrastructure pilot project
Establish baselines for interventions (Efficiency, Non- Revenue & Tariffs, Treatment & Reuse)
Launch City Benchmarking program
Operate 2 pilots and Launch 1 additional Pilot
Investigate additional potential Pilots
Evaluate potential to scale pilots
Establish baselines for interventions (Grey Infrastructure)
Execute Interventions (Efficiency, Treatment & Reuse)
Develop scaling plan and initiate scaling for appropriate pilots
Scale appropriate pilots
Execute Interventions (Non- Revenue, Grey Infrastructure)
Scale appropriate pilots and interventions
Pilot projects established as best practice
Achieve project-specific targets/KPIs associated with relevant interventions including saving/restoring conservation land (e.g., Topilejo project, helping recovery in the Chapultepec Forest), demonstration natural infrastructure effectiveness in improving recharge/resiliency (i.e., water parks to control floods) and other visible projects that help improve water security
Articulate
Engage on quick win Projects (Recharge, Benchmark, Flooding)
Engage on policies as appropriate (All interventions)
Engage on mid-term interventions (Efficiency, Non- Revenue, Treatment & Reuse)
Report progress
Update Stakeholder Engagement and Communication Plans
Engage on policies as appropriate (All interventions)
Engage on longer-term interventions (Grey Infrastructure)
Report progress 
Engage on new projects & initiatives
WF actively participating in policy and governance discussions
Report progress against 5 year goals
WF influencing policy and governance
Achieve project-specific targets/KPIs associated with relevant interventions that positively impact governance/public policy (e.g., influencing government agencies and non-governmental stakeholders to increase investment by 10% for water supply and sanitation infrastructure improvements, etc.)
Transcend
Secure donations & investments ($68 M MXN)
Establish Endowment Fund
Capitalize Endowment Fund
Secure donation and investments ($57 M MXN)
Maintain donations and investments ($52 M MXN)
Maintain donations and investments ($47 M MXN)
Capitalize/Manage Endowment Fund (≈$20 M MXN)
Maintain donations and investments ($56 M MXN)
Mobilize $280 Million MXN and establish and maintain the operational structure of the Fund

10. 2018 Plan: Risks & Mitigation Measures#
Annual Plan Implementation Risks
How WF Will Navigate/Mitigate 1
Current lack of resources to efficiently achieve objectives, including:
Small staff and long list of actions to establish credibility and influence (lack of execution capacity)
Insufficient operating facilities and equipment
The WF Director is currently working with the Champion and Board to build a permanent team that will enable the Fund to execute the Annual and Strategic Plan. 2
Small initial partner core could lead to resource or other shortfalls.
The WF team will finalize and maintain the WF Stakeholder Workbook, which will identify & prioritize and verify & classify stakeholders, and plan for their engagement. Based on the Stakeholder Workbook, the WF team will develop and execute detailed Stakeholder Engagement/Communication Plans and the Launch Plan, which will generate interest from stakeholders to become more involved in the WF. In addition, the Fundraising Workbook will identify fundraising targets and the benefits for potential Partners. 3
As activity increases, there is a potential that the WF could have insufficient scientific/technical support and/or information.
The WF will use existing Priority Stakeholders, such as TNC, to support science and information needs. It will also establish new relationships with Priority Stakeholders to support this need. This has already been demonstrated with WRI, Deltares and others for quick win projects. 4
Current lack of recognition by key stakeholders and interest groups poses a risk to successful implementation of this plan.
The WF team and outside agency will execute the Stakeholder Engagement/Communication Plan and the Launch Plan. This will include a media plan, tracking, targets and KPIs. 5
There is a risk 2018 actions may not fully establish the WF as a credible entity to help improve water security in the region, jeopardizing other parts of its 5-year plan.
The WF has established visible quick win projects that will build the credibility and demonstrate its ability to act as a skilled convener of stakeholders. The Annual Operating Plan, which is based on the Strategic Plan, establishes a strategy to build credibility and influence that will enable impact at scale. 6
There could be detractors – need to be prepared.
The WF’s Stakeholder Workbook and Stakeholder Engagement/Communication Plan take into account potential tractors, who will be monitored and managed appropriately.

11. 3. Intervention, Stakeholder Engagement and Fundraising Priorities
Mexico City Water Fund Annual Operating Plan

12. Intervention, Stakeholder Engagement and Fundraising Priorities
Water Fund Priorities
Primary Relevance
Interventions
Stakeholder/
Communications
Fundraising
Finalize application of strategic approach for stakeholder engagement by:
Refining work previously initiated in the WF Stakeholder Workbook; 
Developing and deploying detailed stakeholder engagement and communication plans; and
Executing a successful launch that generates stakeholder interest and establishes the identity of the WF X
Build support for pilot projects and other interventions/activities
Build the image of the WF and how it can contribute to improved Water Security 
Lead and participate in visible quick win pilot projects to establish the WF as a skilled convener (Topilejo, Tacubaya, Chapultepec, etc.) 
Integrate Water Security into policy discussions for the new electoral process and engage with the new CDMX Officials to influence improved policies 
Finalize application of strategic approach to fundraising – identifying and prioritizing investors and donors by:
Refining work previously completed within the WF Fundraising Workbook ; and
Deploying enhanced business cases (developed by NYU-Stern MBAs candidates) for interventions related to Over-Exploitation & Subsidence and Floods
Engage potential investors and donors to raise funds targeted for 2018 and beyond

13. 4. 2018 Roadmaps: By Area of Action
Mexico City Water Fund Annual Operating Plan

14. 2018 ROADMAP INTEGRATE
Assembling and aligning stakeholders with political influence and societal trust that bring credibility to the Water Fund and helps the institution initiate interventions. This includes stakeholders from the private companies, academia, civil society and the public sector all engaging at different levels of participation with the Fund. Work in this area is most intensive during the Water Fund’s initial set-up, but requires maintenance over the lifecycle of the WF. Additionally, efforts may also be necessary in the early phases of interventions to assemble/organize relevant stakeholder support for these initiatives.
Q1 2018
Q2 2018
Q3 2018
Q4 2018
KPI(s)
2018 Target
Responsible
KEY ACTIVITIES
Finalize and Launch Annual Plan
Define New Members Donation Scheme and Charter
Launch WF to establish interest, identify, vision, support, etc.
Finalize stakeholder engagement plans to gain WF Participants, including level needed to achieve critical mass
Showcase WF at World Water forum
Finalize and execute Communications Strategy
Start Trust (Patronato) Body
Execute stakeholder engagement plan to gain WF Participants
Showcase WF at World Water Week
Execute stakeholder engagement plan to gain WF Participants w/stakeholder critical mass approaching 50%
% Stakeholder Critical Mass
50%
Stakeholder Engagement Manager
Eduardo Vazquez
Board members
Announce the WF, generating interest, identification and a lasting image
Communicate vision, theoretical foundation and support of relevant institutions
Develop/deploy institutional communication tools
Execute reputation/perception study – establish baseline
Deploy institutional communication tools and begin tracking media mentions
Deploy institutional communication tools/track media mentions
Create Annual Report
Repeat reputation/perception study
% increase in reputation score from baseline
Comms Agency - ZMT
Media mentions; % positive
>25 mentions; 90% positive
BUDGET
$ 700,000
$ 800,000
$ 3,100,000
INTEGRATE TOTAL BUDGET (MXN) 
In 2018: WF launched. A sufficient number of stakeholders have become involved and, combined with targeted communication efforts, the Fund is beginning to become recognized as a credibility entity which can help improve Mexico City’s water security.

15. 2018 ROADMAP EXECUTE
The development, scoping and execution of projects related to interventions, including natural infrastructure and other projects or parts of projects that help improve water security. Project execution elements, such as research and business case development are also included in Execution. Efforts here deliver tangible work products, such as reports, restored land, trees planted, etc.
Q1 2018
Q2 2018
Q3 2018
Q4 2018
KPI(s)
2018 Target
Responsible
KEY ACTIVITIES
Topilejo Second Component Launch (Jan)
Evaluate Tacubaya Green Infrastructure Pilot
Evaluate Chapultepec Green Infrastructure Pilots
With NYU Stern – Launch Business Case Development Effort for impacts related to Over-Exploitation & Subsidence and Floods
Initiate Baseline for Benchmarking
Design Tacubaya Green Infrastructure Pilot Executive Project
Complete Business Case project and determine use/expansion to support investor recruitment and other efforts
Evaluate Granada Green Infrastructure Pilot
Design Chapultepec Green Infrastructure Pilot Executive Projects
Finalize Baselines for Recharge, Benchmarking, Flooding
Launch Tacubaya Green Infrastructure Pilot
Design Technology Innovation Recognition Award program
Design Benchmark Program
Project stages completed on time and to budget
100%
Operations Manager
Stakeholder Engagement Manager
Eduardo Vazquez
Board members
Benchmarking Baseline delivered
Completed
Award program designed
Business Cases Delivered
Generate alliances and consensus with priority stakeholders as partners, connectors and allies of the WF and its initiatives
Ensure support and alignment of stakeholders
Number of new alliances established to support WF
>10
Comms Agency - ZMT
BUDGET
$ 11,200,000
$ 11,500,000
$ 12,700,000
$ 7,500,000
$ 42,900,000
EXECUTE TOTAL BUDGET (MXN)
In 2018: Started interventions in ways that allow stakeholders to recognize the potential and impact the WF can have in helping to improve water security in the region.

16. 2018 ROADMAP ARTICULATE
The ongoing communication and engagement of stakeholders to create a shared vision of water security and associated priorities. The intent of these efforts is to generate/provide collective and coordinated support for interventions, especially initiatives or projects that help address water security concerns via positively influencing public policy and related decision making.
Q1 2018
Q2 2018
Q3 2018
Q4 2018
KPI(s)
2018 Target
Responsible
KEY ACTIVITIES
Engage on Policies as appropriate (Due to CDMX Admin Change) on Green infrastructure plan, Water law for CDMX, Water strategy for new admin
Create map for institutions and governance mechanisms on water security related issues
Engage to support all green infrastructure projects (Topilejo2, Tacubaya, and Chapultepec)
Develop green infrastructure and water strategy for CDMX (for September when new authorities transition working groups in place)
Engage stakeholders based on map results in Q1 for relevant interventions
Continue engaging to support green infrastructure projects (all Quarters)
Engage to support benchmark program
Engage to support the Innovation Award
Host water security summit with appropriate Critical and Priority Stakeholders to establish common vision of water security for the City
Engage with new CDMX Officials on all Water Security matters (green infrastructure, policies, etc.)
Conduct requisite follow-up from the water security summit
Incorporation of Fund concepts in public policy discourse
1 or more occurrences
Operations Manager
Stakeholder Engagement Manager
Eduardo Vazquez
Board members
Participation of the Fund in relevant, formal public policy forums
Inclusion of the Fund's agenda in the electoral debate
Included
Influence decision makers at the legislative and executive levels
Achieve the support and trust of citizen groups
Comms Agency - ZMT
BUDGET
$ 2,300,000
$ 2,800,000
$ 2,200,000
$ 9,600,000
ARTICULATE TOTAL BUDGET (MXN)
In 2018: Created partnerships, alliances and engaged with selected stakeholders in ways that help the WF become increasingly involved in relevant public policy discussions/decisions. Used communication efforts to build support for the WF’s involvement and have even aimed to have water security added to the upcoming electoral debate.

17. 2018 ROADMAP TRANSCEND
The development and implementation of the Fund’s financial sustainability model that will finance the operation, selected interventions and other activities. Transcend also includes management processes that ensure the success of the Water Fund long-term, including: implementation of operating and administrative processes, risk management (reputation, political, etc.), audit and assurance, strategy reviews and continuous improvement.
Q1 2018
Q2 2018
Q3 2018
Q4 2018
KPI(s)
2018 Target
Responsible
KEY ACTIVITIES
Establish WF operational structure and processes
Update Board on progress to plan
Implement requisite WF operating processes
Secure Grantee Authorization
Operations Manager
Eduardo Vazquez
Board members
Refine and finalize fundraising approach and engage donors and investors to raise funds to finance interventions and WF overhead costs
Continue engaging donors and investors to finance WF actions
Funds raised
$9.6 million from investors
$58.6 million millions (MXN) from donations
Stakeholder Engagement Manager
BUDGET
$ 3,100,000
$ 12,400,000
TRANSCEND TOTAL BUDGET (MXN)
In 2018: Established WF operations and have raising $62.2 million MXN, $9.6 million from investors and $58.6 million from donors, which covered 2018 costs including all the actions above (e.g., costs for interventions, WF overhead, fundraising expenses and allocations to capitalize an endowment fund).

18. 5. Supplemental & Supporting Materials
Mexico City Water Fund Annual Operating Plan

19. Areas of Action: Definitions
Integrate
Assembling and aligning stakeholders with political influence and societal trust that bring credibility to the Water Fund and helps the institution initiate interventions. This includes stakeholders from the private companies, academia, civil society and the public sector all engaging at different levels of participation with the Fund. Work in this area is most intensive during the Water Fund’s initial set-up, but requires maintenance over the lifecycle of the WF. Additionally, efforts may also be necessary in the early phases of interventions to assemble/organize relevant stakeholder support for these initiatives.
Execute
The development, scoping and execution of projects related to interventions, including natural infrastructure and other projects or parts of projects that help improve water security. Project execution elements, such as research and business case development are also included in Execution. Efforts here deliver tangible work products, such as reports, restored land, trees planted, etc.
Articulate
The ongoing communication and engagement of stakeholders to create a shared vision of water security and associated priorities. The intent of these efforts is to generate/provide collective and coordinated support for interventions, especially initiatives or projects that help address water security concerns via positively influencing public policy and related decision making.
Transcend
The development and implementation of the Fund’s financial sustainability model that will finance the operation, selected interventions and other activities. Transcend also includes management processes that ensure the success of the Water Fund long-term, including: implementation of operating and administrative processes, risk management (reputation, political, etc.), audit and assurance, strategy reviews and continuous improvement.

20. Relevant Chronological Accomplishments
Project Management 
Project Information
Project Name
SAC Tacubaya
Project Stage
Evaluation
Date
1/5/2018
Project Manager
Omar Pineda
Team members
Eduardo Vazquez, Pipola Gomez, Judith Blaaw, David, Moreno, Pamela Delgado, Vas Van de Pas, Florian Boer, Victor Rico,
Project Type
Green Infrastructure
Location
SAC Tacubaya, Miguel Hidalgo borough, Identified by the CDMX Government as a Critical Redevelopment Area
Total Budget
100 MDP
Current Budget Remaining
95 MDP
Completion Date
6/1/2018
Problem/Intervention Link
1A, 4A, 5A
ACTION LOG #
Action/Task
Who
Start Date
Due Date
Status
Comments
Relevant Chronological Accomplishments 1
Site Selection
Team
11/13/2017
12/14/2017
Complete
Related to Problem 1, 3, 4 and 5
The workshop with Deltares, Seduvi, and the Resilience Agency identified among potential sites the SAC Tacubaya project as an ideal site 2
Seduvi Meeting to Engage on Project Site & Confirm Interest
Eduardo and Pipola
11/14/2017
11/24/2017
Interest confirmed, calendar TBD
The meeting with Seduvi & SAC Tacubaya has confirmed the interest of the government in co-working together 3
Meeting on Scope and Calendar SAC / WRI (NDA)
1/10/2018
In Progress
NDA to be signed at the meeting
The possibility of influencing governance has been identified through the project of green infrastructure guides for re-development in CDMX 4
Deltares Proposal Adjustment
Omar, Judith, Bas
1/15/2017
To be updated based on Project Participation Definition
Risks: 5
Draft of the Quick Scan & Project Idea of the DT & IF
Omar, Judith
12/4/2017
12/13/2017
Delayed
To be updated based on Collab Agreement & Project Participation Definition
Potential Delays Due CDMX Interactions 6
Secure Dutch Funding
2/2/2018
Hidden Interests 7
Next steps: 8
WRI is supporting SAC Tacubaya, a meeting will be held to understand its scope and calendar 9
Deltares is supporting the request of mediated funds PFW and DT & IF to CDMX WF
Based on the Seduvi & SAC meeting, Deltares will adjust the proposal seeking to provide an executive project by the end of January to the Board

21. Stakeholder Engagement Priority Details
3. TARGETED STAKEHOLDER INVOLVEMENT
Priority Stakeholders
Contact person
Main Reason for Engagement
Other Reasons for Engagement
Intervention Support
Influence Support
Knowledge Support
Planned activity
Targeted Results
Timing
Frequency
Observations
Select Priority stakeholders from tab 2 of the Mapping Tool
The contact person(s) of this organization + title
Select most appropriate category
List interventions for which support is needed
List other stakeholders for which influence is needed
List knowledge or technical know-how needed
List of activities
List targeted results
Add time of involvement
Frequency of engagement
Add notes if needed (e.g. milestones, KPI's, when updates were made, reasons for change in category, etc.)
Minister of Urban Development and Housing (SEDUVI)
Sec. Felipe de Jesús Gutiérrez
Influence support
Financial support
1A - Green Infrastructure Pilot
Major, Ministers
Green Infrastructure
Engage on Urban Pilot Green Infrastructure Project
Influence Policy Guidelines
long - year 2 to 5
Monthly Engagement
Sign a Collaboration Agreement on TaCubaya SAC Project
Regional Watershed Organization Valley of Mexico (OCAVAM)
Dir. Fernando González Cáñez
Technical support
4A, 5A -Waste Water
Innovation Recognition
Develop green infrastructure and water strategy for CDMX
Support to Greein Infrastructure Projects
Bi-Monthly Engagement
Agree to Participate During Launch Eevent as Roundtable Member
Sistema de Aguas de la Ciudad de México (SACMEX)
Dir. Ramón Aguirre Díaz
2A - Operational & Administrative Inefficiencies
Best Practices
Engage with Governing Body
Demonstrate effective management, pricing systems and structure.
Metro CDMX
Dir. Jorge Gaviño
1A, 1B - Over-Exploitation & Subsidence
Major, Minsters
Water parks
Engage to Create Awareness
Promote water-use efficiency and water/wastewater reuse in all sectors
Discuss Results and Collaboration on Awareness Campaign based on Business Case for impacts related to Over-Exploitation & Subsidence and Floods
Ministry of Construction and Services of Mexico City (SOBSE)
Dir. César Alejandro Guerrero Puente
3A - Flooding
Geen Infrastructure Policies
Engage to support benchmark program
Participate with a Scale Up Project During water security summit
Active Engagement on Benchmarking Program

22. WF Image Formulation Plan
Month 1
Month 2
Month 3
Day 0
Day 30
Day 60
Day 90
Institutional
Institutional Video
Media trainings (EV, JPdV, others)
One-on-one encounters with media.
One-on-one encounters with critical actors
Digital
Social media
Select web site design (wordpress).
Mounting web site.
Editorial line for social media.
Event
Save the date
Event Communication plan
Invitation and other graphics design
Guest confirmation
Institutional
Strategy plans (Communications and engagement)
Institutional identity
Fact Sheet
Water found one pager
Digital
Graphic identity
Buy URL
Buy Hosting
s creation
Reserve social media
Site map and content
Event
Venue definition
Select speakers and subject experts
Select high profile moderators
Guest database
Institutional
One-on-one encounters with media.
One-on-one encounters with critical and strategy actors
Digital
Web site with media articles
First social media content
Event
Invitation and confirm media assistance

23. 

24. Current Fundraising Candidates
Donor Candidates
Lower Cost/Complexity & Sustained Contributors
World Bank (WB)
Development Bank of Latin- America (CAF)
Multilateral Investment Fund (IDB affiliate)
Lower Cost/Complexity & One-Time Contributors
Environmental Ministry (SEMARNAT: Federal Level)
Foundations
Higher Cost/Complexity & Sustained Contributors
Global Environmental Facility (GEF)
Swedish International Development Cooperation Agency (Sida)
National Chamber of Housing Developers and Promoters (Canadevi)
Federal Electricity Commission (CFE)
PHI UNESCO
Adaptation Fund (UN)
Fundación FEMSA
Grupo Modelo
HSBC
Mexichem
Coca-Cola FEMSA
Citi-Banamex
The Nature Conservancy
Regional Watershed Organization for the Valley of Mexico (OCAVM; Federal Level)
Dutch Partnership
Green Climate Fund
Netherlands Enterprise Agency: Sustainable Water Fund (FDW)
Higher Cost, Complexity/One-Time Contributors
Aguas de Mexico
Wal-Mart
Scribe
Investor Candidates
Cost/Complex.
Sustained or
One-Time
Challenge/Intervention 1 2 3 4 5 A B
Water System of The City of Mexico (SACMEX) H S 
Metro CDMX
Private Sector: Food & Bev Partners L
Private Sector: Manufacturing Partners
WF Partners
Housing Institute of Mexico City (INVI)
Ministry of Public Works and Services
Airport CDMX
Insurance Companies
Secretary Of Public Health
Further refinement and prioritization required (in comparison to 2018 planned actions)

25. Budget & Allocation Details

26. Latin American Water Fund Partnership