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Challenges facing the

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MILLENIUM TARGETS; NEPAD; NATIONAL TARGETS. CABINET MEDIUM TERM STRATEGIC OBJECTIVES ... at the WSSD and the inclusion of sanitation in Millenium Development targets ... – PowerPoint PPT presentation

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Title: Challenges facing the


1
Challenges facing the Water Services Sector
Presentation to WSSLG Strategic Retreat 4-5
December 2002 Trevor Balzer on behalf of DDG
Junior Potloane
2
Presentation Approach
  • Cabinet Medium Term Strategic Objectives (MTSOs)
    as base for strategic discussion
  • Sector has to work together to contribute to
    achievement of these MTSOs
  • WSSLG may want to determine Water Services
    specific Key Focus Areas to align with the
    MTSOs. DWAF has identified 5.

3
Transforming the State - Challenges
  • Been a constant focus since 1994 however need
    to continue to forge-
  • Policy, legislative and strategic coherence
  • WS White Paper key for long term sector vision
    goals
  • National Water Resource Strategy
  • Free Basic Water and Sanitation
  • Joint Transfer Policy
  • DoRA agreements and deadlines
  • Powers and functions of municipalities

4
HOUSING POLICIES
HEALTH POLICIES
FINANCE POLICIES
LOCAL GOVERNMENT POLICIES
WATER RESOURCE POLICIES
POLICY FRAMEWORK The vision and direction
LEGISLATIVE FRAMEWORK The enabler
NATIONAL WATER SERVICES SECTOR STRATEGY to
give affect to policy
STRATEGIC FRAMEWORK The doing
DWAF WS STRATEGY
NATIONAL SANITATION STRATEGY
DPLG / SALGA LG SUPPORT STRATEGIES
LG WS SETA STRATEGY
OTHERS
PROVINCIAL WS STRATEGIES
5
Transforming the State - Challenges
  • 2. Institutional Role Clarity - WSAs
  • Developmental local government marked by constant
    transformation. Now new powers and functions
    (PF)
  • WS Authorities policy clarity but failure to
    fully comprehend. Roll out of PF is key
  • Local Government/WSA establishment
    institutional development support critical
    especially with treble amount of WSAs. (84
    receiving municipalities (including 2 Metros) for
    transfers alone)

6
Transforming the State - Challenges
  • 2. Institutional Role Clarity (cont)
  • Performance monitoring (Sector target 90 of
    water services authorities have adopted a set of
    key performance indicators by 2005.)
  • Challenge to
  • To integrate with DPLG led LG support programmes
    consolidated into CB Grant
  • Determine roles and responsibilities DPLG,
    DWAF, SALGA, Province, Municipalities
  • Establish management monitoring systems and
    coordination mechanisms

7
Transforming the State - Challenges
  • 2. Institutional Role Clarity - WSP
  • WS Provision needs greater focus
  • Appropriate institutional arrangements to ensure
    effectiveness, sustainability viability
  • Contract management monitoring
  • Need to look at regionalisation for economy of
    scale
  • Partnerships
  • Role of Water Boards
  • Support requirements

8
Transforming the State - Challenges
  • 2. Institutional Role Clarity (cont)
  • Clarity and inter-relationship with WR
    Institutions especially CMAs and WUAs.
    Ultimately ONE sector
  • Better defined roles of district and provinces
    given change in PF and for long term support,
    coordination and monitoring functions
  • Much greater clarity of national government
    especially developmental regulatory support

9
DWAF WS in transition
PRESENT FOCUS Restructuring Decentralisation Polic
y framework Addressing WS S backlog Transfers Bu
ilding sector LG Support
FUTURE Sector Leadership Policy Support thru
cooperative governance Regulation Information
PAST FOCUS Nationally driven CWSS Inheritance
running of ex-Bantustan schemes Transformation Bui
lding WS capacity development paradigm in DWAF
10
Transforming the State - Challenges
  • 3. Democratisation Decentralisation
  • Local level delivery and accountability (DoRA)
  • CWSS CMIP ? MI CB Grants
  • Transfer of DWAF schemes by 2005 continued
    support HR Operational funding incorporated
    into ES by 2011
  • Regulatory framework both national and WSAs
  • Gender mainstreaming
  • Involvement of civil society

11
Building the economy - challenges
  • WS underpins the economy development
  • Challenges
  • Focus on WS as a whole, looking at water services
    for-
  • Economic good commerce, industry, agriculture,
    mining etc
  • Broader development schools, clinics, housing,
    public works etc
  • Water quality, waste water management
    environmental sustainability
  • Choice of appropriate higher levels of services
  • Appropriate technology and practices

12
Building the economy - challenges
  • Challenges
  • Integrated planning WSDPs IDPs LEDs
    infrastructure planning linking in with
    provincial, national global economic growth
    strategies
  • Based on WSDPs sector strategies at provincial
    and national level incorporating all WS programs
    projects not just DWAFs
  • All WSAs report annually on progress against
    WSDPs by 2005
  • Accessible reliable WS data management
    information system for planning, ME and state
    of the nation reporting

13
Building the economy - challenges
  • Challenges
  • Financing and investment
  • Effective funding channels strong financial
    management
  • Pricing tariff policies, benchmarking,
    standards
  • Efficient services and consumer orientation
    charters in place by 2005, 90 payment rate (of
    billed invoices) is achieved by 80 of WSAs by
    2008.
  • Effective regulation of sector

14
Meeting basic needs - challenges
  • Access to Services
  • Current water supply backlog of 7 million served
    by 2008
  • 18 million (3m h/h) served with at least basic
    Sanitation by 2010 through accelerated national
    programme
  • All schools clinics to have basic WS by 2005
  • Education and health
  • Hygiene education and the wise use of water are
    taught in all schools by 2005 (Department of
    Education).
  • 3 million households served with a basic
    sanitation service have received hygiene
    education by 2010 (Department of Health).

15
Meeting basic needs - challenges
  • The free basic water services policy is applied
    to all people with access to basic services by
    2004.
  • Ensuring quality delivery and monitoring of MIG
  • Developing a WS investment plan to meet need
  • Integration with IRD Urban Renewal programmes

16
Developing human resources - challenges
  • Estimated 70,000 people in the sector but
    imbalance of competencies
  • Education Training
  • Alignment eg work place sector skills plans,
    learnerships, standards, certifications within
    NQF
  • Skills audit training needs analysis
  • Sector skills plan integrated CBTE program,
    with clear leadership coordination
  • Support and mentoring
  • Performance monitoring linked with DPLGS
    municipal performance management CB Grant
  • Planning for the impacts of HIV/AIDS

17
Building a better world Africa
AFRICASAN - to be promoted as a concept to
accelerate sanitation delivery globally
DELEGATES
140 invited delegates from Africa (90), Europe,
Asia and the Americas - representatives from the
public and private sectors, civil society,
external support agencies, academia and the media
CONFERENCE GOAL
To accelerate sanitation and hygiene work in
Africa in accordance with the Millennium
Development Goals
CONFERENCE OBJECTIVES
  • Assess state of sanitation and hygiene in Africa,
    share experiences and lessons learned by people
    and organisations working in field
  • Raise the profile of sanitation and hygiene in
    Africa, both at and after the WSSD and
  • Strengthen leadership and advocacy for improved
    sanitation and hygiene in Africa.

18
AFRICASAN - African Sanitation and Hygiene
Conference Johannesburg 29 July - 1 August 2002
CONFERENCE OUPUTS AND WAY FORWARD
  • Africasan contributed to raising the profile of
    sanitation and hygiene at the WSSD and the
    inclusion of sanitation in Millenium Development
    targets
  • Participating countries agreed to an Action Plan
    process at Africasan.
  • These Action Plans require an institutional home
    or they will not be a useful tool for
    accelarating sanitation delviery in Africa.
  • It is proposed that the Action Plans to be
    institutionalised in AMCOW and NEPAD.

19
Working as a sector
  • Common vision
  • Clear and agreed strategic direction targets
  • Common identity and joint decision making
  • Strong leadership
  • Many voices consistent coherent message
  • Communication, information dissemination
    feedback
  • Synergy within partners especially local
    government sector

20
Working as a sector
  • Extending Masibambane to all provinces (building
    the sector)
  • Collaborative programmes
  • Knowledge management - lesson learning research
  • More consistent structured support to provinces
    and sector
  • IT enabled for accessible information data
  • Advocacy and resource mobilisation
  • Masibambane! Lets Work Together!
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