Framework on National Water Sector Collaborative Structures

1. Framework on National Water Sector Collaborative Structures Progress on Structure and Establishment of STTs WSLG Meeting – 19 November 2009 (Presented for noting)

2. The bigger picture Overall Structure of the WSLG

3. Ministry of Water and Environmental Affairs National Water Advisory Council DG: Department of Water Affairs Water Sector Leadership Group Platform 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 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 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 high-level strategic conversations and direction. Services Sanitation Infrastructure Financing & Asset Mgt Resource Water Security Institutions/Systems Regulation & Institutional Reform People Skills Development Water Sector Budget Committee Inputs on budgeting & reporting on expenditure 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 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)

4. Modus Operandi of the WSLG

5. STRATEGIC TASK TEAMS ROLES Sector Strategies, Position Papers and Joint Recommendations to WSLG KEY OUTPUTS EXPECTED OUTCOMES Enriched and focused sector dialogues Effective sector responses Informed sector advocacy and lobbying Improved implementation

6. STRATEGIC TASK TEAMS Terms of reference

7. 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

8. 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

9. 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

10. SKILLS DEVELOPMENT STT • Purpose • Coordinate sector inputs into the development of a suitable skills development strategy • Key Output • Sector Skills Development Strategy

11. SANITATION • Purpose • Coordinate development of sanitation policy and programme • Key Outputs • Revised Basic Sanitation Policy • Backlog Eradication Strategy

12. 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

13. 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

14. STRATEGIC TASK TEAMS BRIEF Overview of Progress: Establishment & Functioning

15. 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

16. STRATEGIC TASK TEAMS Emerging challenges

17. 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

18. 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

19. Comments & Questions Thank you