Working for Water Programme

1. Working for Water Programme Presentation to the Project Management Interest Group National Treasury 5 October 2004

2. Content • Background- past 8 years • Evaluation • Strategic review and framework • Planning process & tools • Current initiatives • Sustainability • Lessons • Challenges ahead

3. Impact of Invasive Alien Plants • Single biggest threat to biological diversity and the ecological integrity of natural systems • Fastest growing threat to SA’s water security and life support systems - using an estimated 7% of mean annual run-off • Terrestrial weeds can destroy agricultural production • Aquatic weeds can destroy rivers and lakes • IAP’s fuel uncontrollable fires & worsen erosion and the loss of topsoil, particularly along riverbanks and after invasive-fuelled fires.

4. Led by DWAF, DEAT, nDA • Secondary partners • Gauteng - IDT • KZN - St Lucia Spatial Development Initiative (SDI) • South African National Defence Force • Forestry - commercial and community • SANA - Nurseries • Department of Provincial and Local Government • Local Governments/Municipalities • NGO’s e.g NICRO • ACSA • Department Of Labour WfW Partners

5. WfW Growth • Programme initial budget (8 years ago) - R25 million; • 2004 - R 416m • 100% budget spend in 2002/3 & • 2003/4.

6. WfW Growth (cont.) • 25 staff members (1995) in the national office to 63 currently; 326 in all nine regions. • Employment profile impressive National office profile: • 63% Female and 37% Male • 87% Black (inclusive) and 13% White • 3% disabled • 38 national and international awards

7. WfW Deliverables • Delivering with partners – SanParks, WoF, WfWetlands, etc. • Currently 25 000 workers in-field • About 3m person-days of work and training completed • 55% women • 24% youth • 1% disabled persons • 266 497 initial hectares of invasive alien plants cleared • 523 618 hectares of invasive alien plants followed-up

8. Value-Added Industries • Maximizing the economic benefits of WfW by creating extra jobs through processing of plant material • PPP approach – supported by National Treasury • Products include: furniture, firewood, charcoal, woodchips and toys

9. Social Development • In partnership with the Department of Social Development, WfW has established 272 crèches • HIV/AIDS awareness has become part of the induction training of both staff and contractors • Piloting an ex-offender re-integration programme • Gender mainstreaming • Nutrition support

10. External Evaluation Findings: April 2003 • Strategy, Mandate & Governance • No clear statutory framework for co-operative governance on IAPs. • Lack of integrated legal and policy mandate • Strategy & Planning • Strategic and operational planning processes are inadequate, not linked. • Multiple, non-hierarchical objectives - not aligned to outputs and outcomes - difficult measuring impact. • Organisational Design • WfW design not a coherent, integrated and consistent framework. • No official regional organogram • Policies, Systems & SOPs • Generally weak systems: M&E, admin systems, etc. • Lack of standard work processes and procedures. EU evaluation in 1997 findings very similar to above

11. Fundamental Strategic Review of WfW • A participative & inclusive planning process designed in June 2003 - involved WfW National Office and Regional staff, MANCO, and ExCo. • A strategic review workshop with ExCo in June 2003 – turning point, revival & expansion of ExCo • A strategic planning review and operational planning workshop with MANCO in August 2003. • A three-year strategic planning framework (2004-07) developed

12. Annual Strategic & Operational Review Strategic Planning (2004-2007) Quarterly Management Performance Review Monitoring & Evaluation National Office Operational Planning Regional Business Planning Implementation & Operation • Performance Management Tools • M&E Framework • Monthly Reports • Quarterly Individual Performance Appraisals • Quarterly Management Performance Review Reports • Annual Strategic & Operational Review Reports • Planning Tools • Strategic Planning Framework • Operational Planning Templates • Regional Business Planning Template Annual Planning and Performance Management Cycle • Planning and performance management cycle developed • Links the strategic and operational planning with implementation and monitoring and evaluation

13. G O A L S ECOLOGICAL Improved Ecological Integrity of Natural Systems HYDROLOGICAL Enhanced Water Security AGRICULTURAL Productive Potential of Land INSTITUTIONAL DEVELOPMENT Effective & Efficient Learning Organisation SOCIO-ECONOMIC EMPOWERMENT ECONOMIC DEVELOPMENT • Integrated regional security & co-operation • Economic empowerment • Social justice • Batho Pele (People First) • Transformational leadership • Disciplined work ethic • Committed teamwork • Working in partnerships • Ecological sustainability VALUES WORKING FOR WATER PROGRAMME V I S I O N • A country, and region, in which invasive alien species are controlled or eradicated, and introductions of potentially invasive alien species are prevented, in order to contribute to economic empowerment, social equity and ecological integrity. MISSION The Working for Water programme will contribute to the sustainable prevention and control of invasive alien plants, and thereby the optimising of the conservation and use of natural resources. In doing so, it will address poverty relief and promote economic empowerment and transformation within a public works’ framework.

14. COMPOSITE NATIONAL OPERATIONAL PLAN • BRANCH & UNIT OPERATIONAL PLANS • REGIONAL BUSINESS PLANS Actions, Outputs, Risks & Constraints, Timeframes, KPIs, Budgets OPERATIONAL PLANS PERFORMANCE MANAGEMENT • M&E Framework • Monthly Reports • Quarterly Individual Performance Appraisals • Quarterly Management Performance Review Reports • Annual Strategic & Operational Review Reports Facilitate planned and systematic prevention & control of invasive alien plants Contribute to social and economic empowerment of all beneficiaries in order to create sustainable livelihoods Establish an effective and efficient learning organisation KEY FOCUS AREAS O B J E C T I V E S • Extent & Impact • Planning • Implementation • Social development • Community participation • Education & training • Exit strategy • Value added industries • Institutional arrangements • Policies, plans, & systems • Empowered people • Knowledge management • Funding • Monitor & Evaluate • Health & Safety • Inputs in law-making • Communications • Education

15. From Strategic Planning to Operational Planning • Roll out of an operational planning process at both national office and throughout the regions • A logical framework approach was used to link the WfW goals and objectives to actions, outputs, KPIs, timeframes, responsibility and budget (MTEF). COMPOSITE OPERATIONAL PLAN (2004-07) Key Focus Area:

16. Individual Work Plans linked to PM

17. MONTH 2004 MONTHLY UNIT REPORT ………………….. UNIT From Planning to Reporting UNINTENDED OUTCOMES: (Both positive and negative outcomes that were not planned for or are not current WfW objectives or anticipated outputs) ………………………………………………………………………………………………………………………………………………………. NOTES: (Variations, anomalies, etc. between planned actions and outputs) ……………………………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………………………………

18. Current change initiatives at WfW • Mapping business processes and documenting Standard Operating Procedures (SOPs) • Knowledge management strategy • Employee assistance programme (EAP) • Financial Management Improvement Plan (FMIP) • Monitoring and Evaluation framework development

19. Sustainability of the Programme • The long term sustainability of the programme is in doubt. • Appropriate long term sources of funding will depend on the programmes institutional arrangements. • A cost/benefit analysis should be developed to assess and demonstrate the financial and economic value of the programme costs versus its outputs and impacts. • Affirmative action – developing a cadre of managers & black scientists in the environmental and public works sectors • Uneven support to PDIs – an insignificant contribution to PDI service providers

20. Lessons • Consultative and participatory methods applied lengthened the process of planning • Necessary not only to empower staff but to get buy-in to the changes taking place • Planning is an iterative process • Role of grounding all Strategic Planning/re-engineering in a Change Management paradigm • A 360 degree shift in our planning was implemented and a different approach introduced • The role of and need for critical planning skills and competencies

21. Lessons (cont.) • The role of leadership – from governance to management • Recognition that organizational development training was needed and that there was a dire lack of critical strategic management skills at middle management level. • The Technical Assistant’s role – from knowledge sharing to hand-holding • multi-dimensional and context specific. WfW needed the TA to walk the walk rather than talk the walk • competence of the TA - capable tutor & mentor of the content & process • Clearly defined guidelines for govt. programmes • Documentation of experiences & lessons from projects to inform guidelines, management tools, best practices & benchmarks (EPWP)- PMIG initiative • Clearly defined roles of programme management vs departments • Challenges of implementing corporate governance and matrix management- commitment from partner departments

22. Social Development • In partnership with the Department of Social Development, WfW has established 272 crèches • HIV/AIDS awareness has become part of the induction training of both staff and contractors • Piloting an ex-offender re-integration programme • Gender mainstreaming • Nutrition support

23. External Evaluation Findings: April 2003 • Strategy, Mandate & Governance • No clear statutory framework for co-operative governance on IAPs. • Lack of integrated legal and policy mandate • Strategy & Planning • Strategic and operational planning processes are inadequate, not linked. • Multiple, non-hierarchical objectives - not aligned to outputs and outcomes - difficult measuring impact. • Organisational Design • WfW design not a coherent, integrated and consistent framework. • No official regional organogram • Policies, Systems & SOPs • Generally weak systems: M&E, admin systems, etc. • Lack of standard work processes and procedures. EU evaluation in 1997 findings very similar to above

24. Fundamental Strategic Review of WfW • A participative & inclusive planning process designed in June 2003 - involved WfW National Office and Regional staff, MANCO, and ExCo. • A strategic review workshop with ExCo in June 2003 – turning point, revival & expansion of ExCo • A strategic planning review and operational planning workshop with MANCO in August 2003. • A three-year strategic planning framework (2004-07) developed

25. Annual Strategic & Operational Review Strategic Planning (2004-2007) Quarterly Management Performance Review Monitoring & Evaluation National Office Operational Planning Regional Business Planning Implementation & Operation • Performance Management Tools • M&E Framework • Monthly Reports • Quarterly Individual Performance Appraisals • Quarterly Management Performance Review Reports • Annual Strategic & Operational Review Reports • Planning Tools • Strategic Planning Framework • Operational Planning Templates • Regional Business Planning Template Annual Planning and Performance Management Cycle • Planning and performance management cycle developed • Links the strategic and operational planning with implementation and monitoring and evaluation

26. G O A L S ECOLOGICAL Improved Ecological Integrity of Natural Systems HYDROLOGICAL Enhanced Water Security AGRICULTURAL Productive Potential of Land INSTITUTIONAL DEVELOPMENT Effective & Efficient Learning Organisation SOCIO-ECONOMIC EMPOWERMENT ECONOMIC DEVELOPMENT • Integrated regional security & co-operation • Economic empowerment • Social justice • Batho Pele (People First) • Transformational leadership • Disciplined work ethic • Committed teamwork • Working in partnerships • Ecological sustainability VALUES WORKING FOR WATER PROGRAMME V I S I O N • A country, and region, in which invasive alien species are controlled or eradicated, and introductions of potentially invasive alien species are prevented, in order to contribute to economic empowerment, social equity and ecological integrity. MISSION The Working for Water programme will contribute to the sustainable prevention and control of invasive alien plants, and thereby the optimising of the conservation and use of natural resources. In doing so, it will address poverty relief and promote economic empowerment and transformation within a public works’ framework.

27. COMPOSITE NATIONAL OPERATIONAL PLAN • BRANCH & UNIT OPERATIONAL PLANS • REGIONAL BUSINESS PLANS Actions, Outputs, Risks & Constraints, Timeframes, KPIs, Budgets OPERATIONAL PLANS PERFORMANCE MANAGEMENT • M&E Framework • Monthly Reports • Quarterly Individual Performance Appraisals • Quarterly Management Performance Review Reports • Annual Strategic & Operational Review Reports Facilitate planned and systematic prevention & control of invasive alien plants Contribute to social and economic empowerment of all beneficiaries in order to create sustainable livelihoods Establish an effective and efficient learning organisation KEY FOCUS AREAS O B J E C T I V E S • Extent & Impact • Planning • Implementation • Social development • Community participation • Education & training • Exit strategy • Value added industries • Institutional arrangements • Policies, plans, & systems • Empowered people • Knowledge management • Funding • Monitor & Evaluate • Health & Safety • Inputs in law-making • Communications • Education

28. From Strategic Planning to Operational Planning • Roll out of an operational planning process at both national office and throughout the regions • A logical framework approach was used to link the WfW goals and objectives to actions, outputs, KPIs, timeframes, responsibility and budget (MTEF). COMPOSITE OPERATIONAL PLAN (2004-07) Key Focus Area:

29. Individual Work Plans linked to PM

30. MONTH 2004 MONTHLY UNIT REPORT ………………….. UNIT From Planning to Reporting UNINTENDED OUTCOMES: (Both positive and negative outcomes that were not planned for or are not current WfW objectives or anticipated outputs) ………………………………………………………………………………………………………………………………………………………. NOTES: (Variations, anomalies, etc. between planned actions and outputs) ……………………………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………………………………

31. Current change initiatives at WfW • Mapping business processes and documenting Standard Operating Procedures (SOPs) • Knowledge management strategy • Employee assistance programme (EAP) • Financial Management Improvement Plan (FMIP) • Monitoring and Evaluation framework development

32. Sustainability of the Programme • The long term sustainability of the programme is in doubt. • Appropriate long term sources of funding will depend on the programmes institutional arrangements. • A cost/benefit analysis should be developed to assess and demonstrate the financial and economic value of the programme costs versus its outputs and impacts. • Affirmative action – developing a cadre of managers & black scientists in the environmental and public works sectors • Uneven support to PDIs – an insignificant contribution to PDI service providers

33. Lessons • Consultative and participatory methods applied lengthened the process of planning • Necessary not only to empower staff but to get buy-in to the changes taking place • Planning is an iterative process • Role of grounding all Strategic Planning/re-engineering in a Change Management paradigm • A 360 degree shift in our planning was implemented and a different approach introduced • The role of and need for critical planning skills and competencies

34. Project governance & management challenges • Clearly defined guidelines for govt. programmes • Documentation of experiences & lessons from projects to inform guidelines, management tools, best practices & benchmarks (EPWP)- PMIG initiative • Clearly defined roles of programme management vs departments • Challenges of implementing corporate governance and matrix management- commitment from partner departments