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"The MDG’s are still achievable if we act now. This will require inclusive sound governance, increased public investment, economic growth, enhanced productive capacity, and the
creation of decent work."
United Nations Secretary General Ban-Ki Moon.
Water and sanitation Project: Katanga ProjectDevelopment of draft Zero Project Scope
(12 -20 Dec 2008)
High-level resolutions taken at the Steering Committee meting for the Katanga Watsan Project (28th Nov 08) and operational actions taken at meeting of 2nd Dec 08):Res 1: that political buy-in by both parties is critical and the process be coordinated by DWAF as (water/sanitatoin)) sector leader with relevant institutions (DBSA, DFA, GP&LG and NEPAD BF)Res 2: that a Scope of Work outline be concluded by Mvd MerweB (APP), DNel (Hatch) and Lmuwila & ASubasuka (DBSA) and finalised after input by JRocha (NBF), RvTonder (SAACE) and WChunett (Turntown).
Time frames:•Zero Project Scope – 12 Dec 08 (completed)•Solicit inputs – 20 Dec (underway)•Incorporate input – 9 Jan (underway)•Circulate Draft Scope for comments (20 Jan)•Present draft Scope (early Febr)•Visit DRC multi-discpl team (mid Febr)•Present and recommend NBF cross sect- meeting (end Febr)•Adoption and define next steps (March 09)
Background and conceptually, it is important that any planning be informed by the following:
• RSA assumed the Chair of SADC during the SADC Summit from 17-18 Aug 08• Prior to this event, RSA Government Cabinet Lekgotla endorsed a strategy for RSA tenure as SADC Chair
containing several priorities for RSAs role in the region• The NEPAD Pre-summit Conference on Corridor Projects held in Sandton 8 Aug 08• The Corridor that is targeted in this ‘Project Scope’ has been prioritised at the Sandton Head of States
meeting• The need to identify priority corridors in which support from DTI could be leveraged• The DWAF Minister is requesting 3 projects to be implemented during her term (Katanga project strong
candidate, meet all requirements)• The need to leverage the competency and experience of DTI, DBSA, private sector and key role players in
the implementation of the project• The need to execute project within the existence of bilateral agreements on provincial (Gauteng/Katanga),
national (RSA/DRC) and Inter-state (Corridor)• That Council and Ministerial Decision on infrastructure development relating to specific countries (eg. DRC,
Angola and Madagascar) continue to guide the prioritisation of some of the projects to be pursued at national level
• The process must also focus on ‘quick wins’ where early harvest could be achieved, based on circumstances on the ground and not in compromising long-term sustainability.
The outline project scope includes the following key areas and serves to:(i) solicit input from the project members; and (ii) build into a comprehensive
Scope of Work
• Slide 5: The service delivery model for Katanga watsan project (as pilot 1), but pilot 2, 3... also to apply. This model considers compliance, performance monitoring, ROI and sustainability
• Slide 6-7: Learning from the RSA experience - the importance of SWAP approach and PDSUnit – as linked to development in identified corridor
• Slide 8: Recipient of support is REGIDISO in Katanga (main but not only beneifiary)• Slide 9: Economic imperatives and constraints (important to identify upfront)• Slide 10-11: Opportunity map and strategic imperatives • Slide 12-13: Mapping out process that will ensure engagement of all stakeholders• Slide 14-15: Deployment of structures in project workflow model• Slide 16-21: PDSU strategic objectives and framework – towards setting up a central
Project Delivery Support Unit, to expand as other project join the ‘programme’• Slide 22-26: Scoping outline (implementation, establishment, roll out)• Slide 27: What , who, when, ....• Slide 28: Deliverables & Closing• Slide 90-30: Check and balances as comparing project scope against AfDB and AU
requirements
WATER
SECURITY
New alternatives to provide a component of
the service delivery function
Economic Impact e.g. licensing,
pricing, industry, recycling, etc.
Resource Management
Service Delivery Management
Water Utilization Model
Infrastructure delivery
O&M Dimension
Institutional Dimension
Formalise appropriate allocation of roles &
responsibilities ROI & Sustainability
Performance ManagementCompliance
Deon Nel©
SWAP
Agreed process for
harmonizationof systems
Government-Led process of
DonorCoordination
SystematicMechanism forConsultation of
beneficiaries
Clear & agreedSector policyAnd strategy
CommonPerformanceMonitoring/reporting
Sector MTEF(all local and
ExternalResources)
What is SWAP ?Sector Wide Approach.... an approach and mechanism that has worked well in infrastructure development in RSA, and resulted in meeting MDG targets ahead of target...
Conceptualising SWAP and PDSU – the RSA experience shows
the importance of :
Co-Ordination of funds
+(Bankable) Projects that consider TECHNICAL,
INSTITUTIONAL, FINANCIAL & ECONOMIC elements across the sector
=Sustainable water services
• 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
SWAP
DRAFT SCOPING DOCUMENT
Katanga Water & Sanitation Pilot Project
• Adequate supply of water & sanitation within the Katanga Province
• Satisfy growing demand from Mining & Industrial Sectors
• Institutional (capacity)
• Financial (budgets/revenue)
• Technical (infrastructure/O&M)
EXECUTIVE SUMMARY
ECONOMIC IMPERATIVES CONSTRAINTS
GENERIC OPPORTUNITY MAP
Strategic Imperatives
Adequate supply of W&S to Katanga ProvinceEconomic Imperative 1
Economic Imperative 2
Satisfy growing demand for water from mining &
industrial sectors
Public Sector
Delivery Model
REGIDISO
Domestic Customers
Poor payment culture
Public Entities
Huge arrears
Industrial Customers
Most profitable
The
Economy
Mapping out the project workflow that will engage all stakeholders
Engagement Model
1. Political Agenda, goals and objectives confirmed2. Political Agreements aligned3. Political Stakeholder’s matrix prepared4. Project Scoping Objectives agreed5. Collation of project information6. Draft Scoping Document Prepared
1. Scope presentation to NBF Steercom2. Steercom to proceed with procurement 3. Procurement process agreed4. Engagement with Katanga Counterparts5. Commence with short term interventions (IMPLEMENTATION PHASE)6. Develop ToR for PDSU (ESTABLISHMENT PHASE)7. Project Development (PROJECT ROLL-OUT PHASE)
Adopting and deploying available structures to the project workflow model
PDU Partnership Model
Maximise overlap and coordination between main structures/countries
PDSU
SSA/SADC
NEPAD
DWAF
CBO
PDU
Maximise overlap and coordination between major stakeholders
STRATEGIC OBJECTIVE OF THE PDSUStrengthen regional & continental partnerships across the entire water
sector stakeholder spectrum focussing on:Private sector involvement
Mobilising resources & partnershipsDevelop strategic partnerships
Have an oversight role with sector initiatives, best practices, civil society & training.
Strategic fundamentals must underpin the UN MDG report
The PDSU’s Strategic Framework:
1. Develop strategy with strategic enablers.2. It has to be a multi-pronged approach.3. Multi-pronged approach must create [development]
opportunities. For the creation of opportunities, there is a strong need for financing, donor partnerships, and strong governance.
3 must translate into infrastructure upgrades.4 must translate into economic growth.5 must translate into hunger alleviation.6 must translate into poverty alleviation.7 must translate into MDG’s.
Regional Model
AFRICA AGENDA
INFRASTRUCTURE
MDG’s POVERTYALLEVIATION
ECONOMIC PROGRESS
WATERSANITATION
PDSU Business Model
ACCELERATE MDG’s
INDEPENDENCE
LEADERSHIPMULTI-
DISCIPLINARYINSTITUTIONAL
CAPACITY
PARTNERSHIPSPROJ ECT LINKAGES
VALUE ADD
MDG Delivery Model
TARGETS
DIAGNOSTIC TOOLS
FUNDING GOVERNANCE MEASUREMENT
OWNERSHIPACCOUNTABILITY
PDSU
Main driver
Project 1
MOU
Delivery Channels &
Support
Sector Representatives
Political Mandate
Political Mandate
Project 3Project 2
Project Sponsors
Regional Focus on
Delivery
DRAFT SCOPING OUTLINEIMPLEMENTATION PHASE
• Element A1 – CAPACITY BUILDING (institutional framework) – ZAR 2.0m– Commercial audit (costs, revenue, profitability)– Commercial Gap analysis– Organisational audit (strategy, structure, skills, governance, stakeholders)– Organisational Gap analysis– Development of skills matrix– Develop training template– Optimise structure– Redefine strategy– Develop Performance Measurement template
DRAFT SCOPING OUTLINE IMPLEMENTATION PHASE
• Element A2 – EQUIPMENT SUPPLY (technical) – ZAR 2.0m– Water & Sanitation asset audit– Define procurement schedule – Build asset register– Training needs and requirements fed through to element A1– Develop performance measurement criteria
• Element A3 – O&M NEEDS ASSESSMENT (service delivery) – ZAR 1.5m– Operational audit– Operational Gap analysis– Water & Sanitation Quality compliance audit– Quality Gap analysis– Training needs and requirements fed through to element A1– Develop performance measurement criteria
– Expert skills necessary for A1-A3• legal, financial, organisational, CRM, business processes, change management
DRAFT SCOPING OUTLINE ESTABLISHMENT PHASE
• Element B1 – ESTABLISHMENT OF PDSU (technical) – ZAR 12.0m
– Refine ToR from base concept– Develop strategic role– Outline operational parameters– Equip with operational tool set (to make MDG delivery happen)– Political empowerment (direct report)– Change management programme– Performance measurement framework (balanced scorecard)– Prepare resource recruitment plan
– Expert skills necessary for B1• Sector specialisation, business process and workflow, project management, quality
assurance, environmental sustainability, regulatory, political acumen
DRAFT SCOPING OUTLINE PROJECT ROLL-OUT PHASE
• Element C1 – WATER (project development) – ZAR 6.0m
– Build PDSU platform and interaction with stakeholders– Create WSDP’s (linked to MDG targets)– Define and prioritise projects– Prepare project tenders– Engage in procurement process(es)– Manage the delivery process– Progress reporting
• Element C2 – HOUSING (service delivery) – ZAR TBDm
– Match with economic growth plans– Determine housing roll-out plan
– Expert skills necessary for C1-C2• Skills set identifies for PDSU, with an emphasis on project management
Implementation & Benchmarking – R 6m, 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
WHAT WHO WHEN GUIDELINES/BENCHMARKS DELIVERABLE
A1 02/09-06/09 Water Security model, NBF project opportunity map –
Appendix 2
Link to opportunity map and current challenges – Appendix 1
A2 02/09-06/09
A3 02/09-06/09
B1 04/09-03/2010
PDSU framework document & operational brief
Functional regional unit with political
support
C1 06/09-03/2010
Apply the HATCH FEL 2,3 project life cycle process Pilot project
Next level projectC2 06/09-
03/2010
The End
Project Deliverables:
• Capacity building – leadership, technical, social• Supply equipment• O&M of equipment (new and existing – asset mngt)• Water/effluent quality testing and laboratory set up• Housing and recreational development (additional, aligned)• PDSUnit ‘centre of excellence’ (to grow & expand)• Lesson learning, capture and publish• Framework for other infrastructure projects (eg roads, energy, etc)
Checking against:Checking against:
AfDB identified key considerations in implementing water and sanitation:AfDB identified key considerations in implementing water and sanitation:
Push higher up the political agenda;
Develop sound policies & strategies;
Prepare sustainable action & investment plans;
Put local authorities in the driving seat;
Build sector capacity with a focus on local players;
Develop sustainable financing strategies;
Initiate partnerships with the private sector;
Encourage innovation, cooperation and R&D;
Monitor progress and evaluate impact.
1. Develop &/or update national water management policies, regulatory frameworks, & programmes, & prepare national strategies & action plans for achieving the MDG targets for water & sanitation (W&S) over the next 7 years
2. mobilize increased donor & other financing for the W&S initiatives including national projects & rural W&S initiatives, the African Water Facility, Water for African Cities programme & the NEPAD Infrastructure Project Preparation Facility, as committed in the G8 initiatives on W&S
3. strengthen AMCOW as a key regional mechanism, & other regional stakeholders, as relevant, for promoting cooperation on W&S
Checking AgainstChecking Against
AU Declaration CommitmentsAU Declaration Commitments