Framework on National Water Sector Collaborative Structures

Progress on Structure and Establishment of STTs

WSLG Meeting – 19 November 2009(Presented for noting)

OVERALL STRUCTURE OF THE WSLG

The bigger picture

Water Sector Leadership GroupPlatform for high-level strategic sector partnerships that influence executive decision-making on water sector and cross-sector policies and programmes. Collaborative-non-

statutory technical advisory forum for the Department of Water Affairs

Masibambane Coordinating Committee

Action-oriented sector programme monitoring. It is composed of programme

drivers from various sector institutions, and provincial representation

Strategic Task TeamsFocus on strategic priority issues in the sector to guide collaborative

dialogues and improve development or implementation by responsible institutions. They are platforms for sector engagement at programme level. They make specific recommendations to WSLG on matters that require high-

level strategic conversations and direction.

ResourceWater Security

These are composed of experts from different sector institutions. They have

very output-driven, function specific mandates to develop or provide specific

inputs into sector strategies and programmes

InfrastructureFinancing & Asset Mgt

Institutions/SystemsRegulation &

Institutional Reform

1. WFGD2. NWRS, 3. WCDM

4. Sustainability Pillars 5.Climate

Change

Water Sector Budget

CommitteeInputs on

budgeting & reporting on expenditure

WS Regulation Reference Groups & IR

Steering Committee

People Skills

Development

Specialist Core groups

(Information and Knowledge Mgt)

WSLG Executive CommitteeProvides strategic management support to ensure effective WSLG

business and oversees functioning of STT and MCC

DG: Department of Water Affairs

Ministry of Water and Environmental Affairs National Water

Advisory Council

ServicesSanitation

Modus Operandi of the WSLG

STRATEGIC TASK TEAMSROLES

KEY OUTPUTS

EXPECTED OUTCOMES

Sector Strategies, Position Papers and Joint Recommendations to WSLG

Enriched and focused sector dialoguesEffective sector responses

Informed sector advocacy and lobbyingImproved implementation

TERMS OF REFERENCESTRATEGIC TASK TEAMS

WATER SECURITY STT• Purpose

– Coordinate all key elements necessary to secure long-term availability of water: WCDM, resource planning (NWRS), Climate Change, WfGD development and mainstreaming Sustainability Pillars

• Key outputs– Final WfGD framework, Revised NWRS, Climate Change

Sector Response Strategy, National WCDM Strategy & various SP mainstreaming strategies

FINANCE & ASSET MANAGEMENT STT• Purpose

– Provide focused input into the development of models and strategies on sector finance and IAM

• Key outputs– Final IAM strategy and implementation plan– Sector financing model

INSTITUTIONAL REFORM & REGULATION• Purpose

– Promote sector involvement in the finalisation of institutional and regulation frameworks

• Key Outputs – Final institutional realignment model– Final sector regulation framework and model

SKILLS DEVELOPMENT STT• Purpose

– Coordinate sector inputs into the development of a suitable skills development strategy

• Key Output– Sector Skills Development Strategy

SANITATION• Purpose

– Coordinate development of sanitation policy and programme

• Key Outputs– Revised Basic Sanitation Policy – Backlog Eradication Strategy

GENERIC TERMS (FUNCTIONING)• Secretariat support

– Provided by DWA D: Sector Collaboration except where existing arrangements suffice for effective meetings

• Meeting frequency – At least once a quarter

• Reporting– Quarterly through the EXCO, summary presented at WSLG

• Chairing – External delegate

• Champion – DWA Senior manager responsible for the function

• Composition – Must demonstrate sector inclusivity; be relevant to the issue

under consideration; and have specialists or functional officials working on the issue/s under discussion

MASIBAMBANE COORDINATING COMMITTEE

• Oversees water sector programme performance and ensures coordinated implementation

• Focuses on action-oriented but strategic discussions

• Extracts key strategic issues for sector dialogue and direction on WSLG level

• Composed of programme drivers from all key sector partners and institutions

• Meets quarterly and develops reports on performance

BRIEF OVERVIEW OF PROGRESS: ESTABLISHMENT & FUNCTIONING

STRATEGIC TASK TEAMS

WSLG Working Groups• Group set up in the June 2009 WSLG to work on

consolidated sector response to the Local Government Policy Review- championed by Mr. H Muller-DWA

• Group proposed in the November 2009 WSLG to consolidate sector position on planning for the National Strategic Planning Framework

• These groups are not set up as task teams, their work is timebound, they report directly to WSLG EXCO on progress

EMERGING CHALLENGESSTRATEGIC TASK TEAMS

ESTABLISHMENT CHALLENGES• Full integration is still a huge challenge; most STTs opting

to establish smaller sub-committees to focus on issues previously assigned at STT level. This requires coordination

• Some STTs and sub-committees require dedicated content development support in the form of specialists/experts, however funding for this is not always available

RECOMMENDATIONS

• Specific short-term mandate from WSLG may be needed to galvanise collective action by STTs.

• EXCO is working with champions to develop high-level strategic goals and outputs to be pursued by each STT. This will also guide monitoring and reporting

• Review frequency of STT meetings: is there a need for task teams to meet quarterly OR as and when needed as long as there is synergy with WSLG reporting

THANK YOUComments & Questions