This synthesis summarizes the lessons learned from the first 20 R&I projects within the call Collaboration for Sustainable Water for All. The aim has been to analyze the projects’ results and goal attainment, understand the actor landscape and highlight which system dimensions have been addressed. We have also wanted to highlight common visions of the future and next steps, including what continued support the projects request from the program. The analysis is based on the experiences and lessons learned described by the projects themselves in their final reports.
All projects have mainly implemented planned activities and assess the achievement of objectives as high (self-assessment on average 8.8 out of 10). The projects have contributed to new knowledge, methods and models, strengthened existing networks and initiated new collaborations – often with innovative and practically applicable results, both nationally and internationally.
An important part of the projects has been to map and understand the actor landscape. The stakeholder mapping is described by the projects as a valuable part of the work that has helped to strengthen understanding of roles, responsibilities and collaboration needs. The work has also highlighted how the stakeholder landscape changes as new issues emerge. Several projects have identified actors who have not always been in the room before but who are considered important for the transition – for example, entrepreneurs and financial and insurance actors.
Together, the projects paint a picture of a changing and increasingly complex stakeholder landscape. It also reflects the systemic changes required to achieve sustainable water management. Technology development is a clear strength of the portfolio and often acts as a catalyst for change, but requires supportive governance, financial incentives and behavioral change. At the same time, regulatory frameworks and permitting processes are highlighted as constrained sectors, where unclear responsibilities and lack of harmonization hinder the introduction of new solutions and ways of working.
It is also noted that current funding structures do not sufficiently promote innovation or circular solutions, although some projects have taken important steps towards new models for climate adaptation and resource efficiency. Behavioral and acceptance issues are highlighted as central to the transition, but are still poorly explored. Where they have been addressed – for example through dialogue and communication – results have shown increased understanding and engagement. Finally, the need for long-term structures that link these perspectives is highlighted: testbeds, platforms and common data flows that enable knowledge to be put into practice and working solutions to be scaled up.
Systems thinking is also reflected in the projects’ work on the future. Through the use of foresight exercises with a horizon of 2035-2050, the projects have concretized how these systemic shifts can take shape and which actors need to collaborate to get there. The exercises have served both as tools for common goals and as arenas for dialogue between actors. The visions of the future point to the need for large-scale change, with technological, institutional and economic dimensions developing in parallel. Four themes emerge particularly clearly: Collaboration and communication, Circular systems and technological innovations, Climate adaptation and resilience, and Economic incentives and sustainable financing.
The visions of the future show a clear ambition to move from vision to action. This is also reflected in the portfolio as a whole, with many projects now planning the next steps – piloting, demonstrating and gradually scaling up their solutions. Several also want to feed the results into policies, standards and instruments to influence the system level. To take these steps, continued support from Water Wise Societies is requested, including long-term collaboration and policy labs, competence centers, testbeds, opportunities for experience sharing, and models for responsibility, incentives and cost allocation.
The portfolio has thus laid a solid foundation for continued system transformation – knowledge, networks and prototypes are in place. The big challenge ahead will be to ensure that the results do not stop at pilots, but can be scaled up and have a lasting effect. Here, Water Wise Societies has a particularly important role – not only as a funder, but as a unifying force and architect of structures that enable scaling, implementation and long-term impact.
