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Background: Update on key issues that informs the process:
RSA seen as playing major role in SADC and in Africa wrt capacity building, financial support, conflict resolution and water management and development planning
By virtue of SA’s regional, economic and political status – more expectations on the strategic and operational role that SA ought to play within the continent
Role of SA Ministry for Water and Forestry – far-reaching impact on the African continent RSA existing Chair of SADC (SADC Summit 17-18 Aug 08) Incoming Chair of AMCOW (2009)
SA role and commitment - evident from various political endorsements and resolutions: RSA Government Cabinet Lekgotla endorsed a strategy for RSA tenure as SADC Chair containing several
priorities for RSAs role in the region NEPAD Pre-summit Conference on Corridor Projects held in Sandton 8 Aug 08 AfricaSan+5 2008 WISA Biennual Conference 2008 Others
... planning be informed by...
The need to identify priority corridors which will be supported and attractive to leverage the competency, funding and experience of dti, DBSA, private sector and key role players in the implementation of the project.
The DWAF Minister is requesting 3 projects to be implemented during her term:
Katanga water project strong candidate, meet all requirements Development Corridor that is targeted in this project = prioritised at the Sandton
Head of States meeting Can be executed within the existence of bilateral agreements on provincial
(Gauteng/Katanga), national (RSA/DRC) and Inter-state (Corridor) level
PROJECT APPROACH:
Conceptualising SWAP and PDSU – the RSA experience shows importance of :
Co-ordination of (predictable) funds+
(Bankable) projects that consider TECHNICAL, INSTITUTIONAL, FINANCIAL & ECONOMIC elements
across the sector=
Sustainable water services
SWAPSWAP
PDSUs, aligned with NEPAD development corridors, and applying
SWAP will support countries in developing such bankable projects
that will allow the flow of donor funds – and the gearing of these
donor funds – to deliver sustainable water services towards AND
BEYOND the achievement of MDG target 7c
Katanga Water Project (Pilot 1)
Mapping out the project workflow and structure that will engage all stakeholders and comply with donor agencies funding requirements
Post Conflict Reconstruction
Adequate supply of W&S to Katanga Province
The Road to Katanga
Country drivers
Project ObjectivesSocio-economic dimension
Economic dimension
TASK TEAM
Work plan
PDSU’s
Programme Structure
Political
Stakeholders
Sector
Stakeholders
Execution
Stakeholders
TASK TEAM
Work plan
PDSU’s
Political
Stakeholders (SA)
Sector
Stakeholders (SA)
Execution
Stakeholders (SA)
Gauteng Premier
DWAF/WISA, RW
Private Sector (NBF)
The Katanga Project Structure
Key Stakeholders
Reinforce the structure with a Katanga twinning arrangement
Senior Responsible Owner
PDSU
PDSUEmbedding Change
Project Delivery
Projects
Programme Execution
Sponsoring Group
Multi-disciplinary Steering CommitteeOversight Group
Execution Group
Project Execution
G1 G2 G3
A2: Equipment
Supply
A1:Capacity
Building
DelegationVisit
A3: O&M
Needs
B1:Est’mentof PDSU
C1: Project Roll-out: Water
C2:Project Roll
-out: Housing
Initiation Planning Executing
Element A1 – CAPACITY BUILDING (institutional framework) – ZAR 3.5m
Element A2 – EQUIPMENT SUPPLY (technical) – ZAR 2.0m
Element A3 – O&M NEEDS ASSESSMENT (service delivery) – ZAR 1.5m
Expert skills necessary for A1-A3 legal, financial, organisational, CRM, business processes, change
management
Element B1 – ESTABLISHMENT OF PDSU (technical) – ZAR 12.0m
Expert skills necessary for B1 Sector specialisation, business process and workflow, project management, quality
assurance, environmental sustainability, regulatory, political acumen
Element C1 – WATER (project development) – ZAR 6.0m
Element C2 – HOUSING (service delivery) – ZAR tbd.m
Expert skills necessary for C1-C2 Skills set identifies for PDSU, with an emphasis on project management
Implementation & Benchmarking – R 7m, 4months ( Tasks: A1-A3)
02/2009-06/2009
Establishment of PDSU
-R 12m, 12months (Task B1)
Project Development & Implementation
-R 6m, 9months (Tasks C1-C2)
04/2009-03/2010
06/2009-03/2010
& beyond
Critical success factors:
• expertise mobilised from SA
• available [DRC] skills base
• political stability
Institutional, Project Management, Business Process, Organisational
Development, Environmental
Advisory Inputs
Technology/Equipment
Inputs
Supply of equipment to achieve operational objectives and service
delivery targets
Operations
Inputs
Developing and implementing best business practices that may include
PPP’s, management contracts, concessions, franchises, etc to ensure
operational sustainability
LEVELS OF ENGAGEMENT FOR THE PRIVATE SECTOR
PIA
Procurement Guidelines
(MOU)NBF
(interface)
ZAR/$/€
Other sectors
DWAF DLG
RULES:
Donors/others
Advisory Inputs
Tech/Equipment
Operations
Keep it simple and focused on 3 levels only
Get sponsorship and ownership at each level
Use credible players
Clone the project structure in Katanga and apply same criteria
Have a clear User and/or Owner Requirements specification at each level (project benchmark)
Define Private Sector Opportunities
Determine procurement rules of project sponsors
Engage Implementation Agents
Agree “PROCUREMENT MOU”
Commence Procurement cycle in accordance with Work Breakdown Structure
STRUCTURE PROCUREMENT
Project Deliverables:
• Capacity Building • Equipment Supply• O&M Practices• Water/Effluent Quality Compliance• Housing Development• PDSU as CoE for delivery• Case Study development• Model of all Infrastructure Delivery