Transcript Framework on National Water Sector Collaborative Structures

Framework on National Water
Sector Collaborative Structures
Progress on Structure and
Establishment of STTs
WSLG Meeting – 19 November 2009
(Presented for noting)
The bigger picture
OVERALL STRUCTURE OF
THE WSLG
Ministry of Water and Environmental Affairs
DG: Department of Water Affairs
Water Sector Leadership Group
National Water
Advisory
Council
Platform for high-level strategic sector partnerships that influence executive decisionmaking on water sector and cross-sector policies and programmes. Collaborative-nonstatutory technical advisory forum for the Department of Water Affairs
WSLG Executive Committee
Provides strategic management support to ensure effective WSLG
business and oversees functioning of STT and MCC
Masibambane
Coordinating Committee
Action-oriented sector programme
monitoring. It is composed of programme
drivers from various sector institutions,
and provincial representation
Water
Sector
Budget
Committee
Inputs on
budgeting &
reporting on
expenditure
Services
Sanitation
Strategic Task Teams
Focus 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 highlevel strategic conversations and direction.
Infrastructure
Financing &
Asset Mgt
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
Resource
Water Security
Institutions/Systems
Regulation &
Institutional Reform
People
Skills
Development
1. WFGD
2. NWRS, 3. WCDM
4. Sustainability Pillars
5.Climate Change
WS Regulation
Reference Groups & IR
Steering Committee
Specialist Core
groups
(Information and
Knowledge Mgt)
Modus Operandi of the WSLG
STRATEGIC TASK TEAMS
Oversee, monitor and guide
implementation
ROLES
Coordinate & monitor
structured sector-wide
inputs
Sector Policy,
Strategy,
Legislation &
Programme
Facilitate resolution of
identified issues
KEY OUTPUTS
Sector Strategies, Position Papers and
Joint Recommendations to WSLG
EXPECTED
OUTCOMES
Enriched and focused sector dialogues
Effective sector responses
Informed sector advocacy and lobbying
Improved implementation
STRATEGIC TASK TEAMS
TERMS OF REFERENCE
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
STRATEGIC TASK TEAMS
BRIEF OVERVIEW OF PROGRESS:
ESTABLISHMENT & FUNCTIONING
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
STRATEGIC TASK TEAMS
EMERGING CHALLENGES
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
Comments & Questions
THANK YOU