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QUARTERLY REGIONAL WORKSHOP WATER SERVICES SUPPORT PROGRAMMES STRATEGIC / GOVERNANCE DEVELOPMENTS Presented by: MR G

QUARTERLY REGIONAL WORKSHOP WATER SERVICES SUPPORT PROGRAMMES STRATEGIC / GOVERNANCE DEVELOPMENTS Presented by: MR G CONSTANTINIDES Date: 31 Oct 2013. Contents. Strategic / Governance presentation : PMU developments Proposals on RO responsibilities

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QUARTERLY REGIONAL WORKSHOP WATER SERVICES SUPPORT PROGRAMMES STRATEGIC / GOVERNANCE DEVELOPMENTS Presented by: MR G

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  1. QUARTERLY REGIONAL WORKSHOP WATER SERVICES SUPPORT PROGRAMMES STRATEGIC / GOVERNANCE DEVELOPMENTS Presented by: MR G CONSTANTINIDES Date: 31 Oct 2013

  2. Contents Strategic / Governance presentation: • PMU developments • Proposals on RO responsibilities • DWA / CoGTA /MISA collaboration • Financial commitment • Accelerationof projects • National Planning committees • Term Contracts • Action Plan for land matters • Scope and how to use additional UW resources.

  3. 1: PMU Overview and Background of Framework

  4. Functions of PMU • Governance of all programmes under its mandate • Management of planning of the water value chain • Management of programmes • Management of portfolio of special projects • Oversight of the implementation of infrastructure projects • Oversight on the implementation of related programmes and projects by other institutions It should also be noted that three levels of processes and tools will be developed: • Level 1: PMU Governance processes and tools • Level 2: Programme Management processes and tools • Level 3: Project management processes and tools

  5. Stages of development Stage 1: Interim PMU Stage 2: Alignment and integration of systems and information Stage 3: Transformation of organisation Stage 4: Innovation and change management

  6. Strategic framework: The strategic framework for the PMU can be divided into two distinct sections. • The first section deals with the administration and management of various programmes and projects . Strategic objectives marked 1 to 7 indicated on a horizontal axis • The second looks at improving and integrating the current initiatives of various clusters of programmes and projects. Strategic objectives 8 to 11 indicated on a vertical axis refer to improving the scope and initiatives of various programmes (For example strategic objective 3 deals with the development of information systems and Strategic objective 8 deals with the development of a Regional Water programme.)

  7. Strategic components of the PMU

  8. Strategic Objectives • Strategic objective 1: Develop appropriate Governance to manage effectively the water sector programmes and to ensure that the programmes and projects are aligned in accordance to Government and Department objectives • Strategic objective 2: Ensure sustainable intellectual capacity, capability, resources within the PMU and retention thereof. • Strategic objective 3: Provide user friendly, timely, accurate, purposeful and meaningful information, knowledge and appropriate management systems. • Strategic objective 4: Ensure adequate governance, regulations and policies to support the effective, efficient and sustainable implementation of all water sector programmes. • Strategic objective 5: Ensure the efficient, effective, integrated and accountable management of all programmes managed by the DWA. Financial Management and Sustainability of projects as a separate Objective ????

  9. Strategic Objectives • Strategic objective 6: Facilitate and manage the integratedplanning for the water sector throughout the water value chain. • Strategic objective 7: Ensure the efficient, effective and accountable management of projects and project delivery of all projects managed by DWA. • Strategic objective 8: Expand the current programmes into a comprehensive and integrated Regional programme for the sector and lead in its implementation. • Strategic objective 9: Integrate and expand existing initiatives and programmes that support water services authorities in service delivery. • Strategic objective 10: Expand the existing National Water Resource initiatives and programmes to meet the requirements of the NWRS. • Strategic objective 11: Provide leadership and governance to all water sector programmes managed by other institutions and organisations

  10. 2: RO responsibilities /functions

  11. Requirements • Programme Managers • Planning Engineer • Asset Management official • Senior Project Manager (for large projects) • Project Managers • M & E official • Admin staff • Design engineer (to be outsourced RRU) • Finance and contract manager • Community Liaison Officers Additional requirements from Halala proposal Environmental officers ??? Water Resource Manager ???

  12. Name of unit • Halala proposal?: DIRECTORATE: INFRASTRUCTURE DEVELOPMENT AND MAITENENENCE • RBIG Greek Proposal: Directorate : Programme Management

  13. Proposed Organogramme for Regional PMU RRU deployment ?

  14. 3: DWA/ CoGTA/MISA /SALGA collaboration • SALGA’s Financial model (comparing Income vs Expenditure of WSA) • Review and propose changes • Carry out pilot test cases • O & M and Asset Management • Submission to NT; Recommendations on the following: • Definition when Asset Management is CAPEX and not O & M • Examples when O & M costs are higher than income. • Considerations for changing equitable share • Limited O & M support for certain infrastructure projects • Position Paper on investment plan for Asset Management and O & M. • Position paper on Governance ; (Propose regulations, roles and responsibilities)

  15. ….DWA/ CoGTA/MISA /SALGA collaboration • Financial Management of WSA • Alignment of infrastructure programmes (i.e RBIG) to NT financial management • Development of position paper regarding financial management • Planning support / functions and roles. • Proposals on roles and responsibilities, regarding WSA • Participation and formation of Planning co-ordination committees • Development of position paper on planning for the entire Water Services Value chain • Proposals on funding of planning

  16. 4: Financial Commitment of RBIG 4a Understanding Need to distinguish and establish relationship between the following: • Project estimates • Budget Allocations • Project funding approval • Contractual commitment • Expenditure

  17. 4b Issues • One of the biggest concerns that emerged from the audit process is that there is no adequate financial commitment for each of the RBIG projects and there is no adequate paper trail for increasing such a financial commitment for each of the RBIG projects. This needs to be urgently addressed. • When a project is initially approved for funding the following type of table is signed by the Accounting Officer (DWA DG) which indicates the approved project funding by the DWA.

  18. …4b Issues and challenges • A number of projects never got funding approval from CAPEX – this needs to be rectified with submissions • The cost of projects has increased significantly more than the CAPEX project funding approval • Some projects appear to be open ended, scope and budget are not fixed. • Funding required is often more than the MTEF.

  19. 4c R.O. requirements /Action Plans • Requirement 1: Need to establish the total contractual financial commitment • Requirement 2: Need to establish the Project funding approval • Requirement 3: Need to get all documentation and paper trail • CAPEX funding approval • Funding agreements • Project tenders committed to • Requirement 4: If necessary need to rectify the following: • PMU/CAPEX project funding approval • Funding agreement • Requirement 5: Need to capture all financial commitment related information and determine the current financial commitment (after expenditure)

  20. 4d N.O. requirements /Action Plans • Action 1: Develop temporary template to document financial management controls for projects ( to be replaced with M&E template) • Action 2: Develop M & E template on financial control measures regarding commitments. • Action 3: Develop a memo /report to PMU explaining the need to correct project funding approval. • Action 4: Support R.O. in collating required information and completing templates • Action 5: Develop internal guideline document and process map regarding financial management and commitments

  21. 4e Templates

  22. 4f …..templates

  23. ..templates

  24. ..templates

  25. ..templates

  26. 5: Acceleration of projects 1. There are four issues informing the completion of projects: • Financial constraints (both RBIG and co-funding) • Contractual constraints ( linked to the appointment conditions of contractors) • Practical / technical constraints • Scope changes (there appear to be some projects with an open / undefined scope) 2. The first step is to Identifying and establishing completion deadlines under the current circumstances. We need to establish the completion dates under the current funding for each projects. • Action 1: Linked to the financial commitments, must be an identification when projects should be completed under the existing funding. RO should identify completion dates and also identify the projects where such completion dates are not known.

  27. …..Acceleration of projects 3. The second step is to investigate the circumstances for each project with regards to fast tracking it (in accordance to the four categories in point 1) • Action 2: We send a letter to each IA , suggesting an investigation in this regard, also addressing the issue of completing phases • The third step is to prioritise projects that should be given extra funding to accelerate completion dates. • Action 3: R.O. motivate which projects should be priorotised. 5. Fourth step get commitment. Once we establish such completion target dates we need to develop a method of obtaining commitment from the IA / WSA. • Action 4: Develop some correspondence or an addendum to the funding agreements • The commitment must also indicate that both parties will endeavour to accelerate the project completion and must relate to the investigation in step 2

  28. 6National Planning steering committee6a Drivers / Issues • Provincial Bulk Planning Master plans (PBMP) are about to start. • It is important that National stakeholders agree with the provincial process • Requirements of the new Infrastructures Planning Bill ?? • Many institutions choose to ignore planning process and go directly to NT or Minister try to by-pass transparent and fair prioritisation process. • The new establishment of a PMU unit within DWA and the Goal to ensure tap to source and source to tap • Need to ensure alignment with National planning objectives. • Need to be accountable to NT • Review of very large projects

  29. Control problem The following number of entities / institutions / individuals want to control / / influence / manage the allocation of funding (23). If we do not develop and adhere to sound / transparent processes, we will be subject to divergent instructions / directions , and will always be accused of not performing :

  30. 6b Mandate • The development of such a national steering committee can also be aligned to meet the requirements of the proposed Infrastructure Development Bill Notice 99 of 2013. The bill requires that the minister under whose portfolio a strategic project (SIP), falls, submit the names of the proposed members of a steering committee. MWIG as well as RBIG and the water component of MIG are part of SIP 18 “Water and Sanitation Infrastructure Master Plan” • A letter issued on 9 Sep by Minister of Finance to Minister of Water regarding measures to involve SALGA and the members of the Financial and Fiscal commission in MWIG

  31. 6c: Proposed Structure of committees

  32. 6d: Scope A National Planning committee meeting is needed /scope for the following: – Insure that National objectives and directives are part of the planning. – Approve the methodology, ToR and approach of various planning initiatives – Approve the evaluation, assessment, project identification and prioritisation of guidelines – Review projects that are larger than R 100 million. – Provide guidance/facilitate on the integration of planning by other departments. – Provide oversight of Grants and programmes – Ensure adequate stakeholder participation and accountability

  33. 7. Term Contracts: Proposal • DWA in its motivation to NT and Parliament for MWIG, indicated that the use of Term contracts will be one of the methods to add value • Procurement problems is noted as one of the biggest challenges to service delivery in the Water Sector • We need to put tools in place to facilitate acceleration • The term contracts will be used mainly to provide services and meet the requirements of the following infrastructure programmes: RBIG, MIG, MWIG and ACIP • It is envisaged that they will be used by all (DWA and municipalities as well as Water Boards) • Legislation allows municipalities, or government institutions to use the contract appointed by any other Government body as long as they specify that they accept the procurement process followed by the other Government body • The term contracts are also necessary to enable the Department /Water Sector to assist with water services related “Hot Spots” which need to be addressed as quickly as possible once they occur

  34. Type of term contracts developed by DWA • Contract type 1:Small schemes, Water Services and WRM works. (ToR includes the provision and/or construction of small water supply schemes including Civil, Mechanical and Electrical Works. The focus is on new infrastructure.) • Contract type 2: Boreholes; testing, drilling, equipping and rehabilitation of boreholes (ToR includes, bore hole testing, drilling and the rehabilitation of existing boreholes) • Contract type 3: Supply and installation of small water purification plants. (ToR includes various small (patch) water purification plants up to a size of 25 Kl/day for various conditions. The conditions will include permanent and temporary installations and for various qualities of water. The ToR will also provide an option for maintaining such plants.) • Contract type 4: Supply of emergency, interim intermediate water supply related products.(ToR includes products that are not permanent infrastructure but that are permissible with the funding parameters of the MWIG programme. These include products such as “hippo” drum, rain tanks and sterilisation chemicals.)

  35. Type of term Contracts • Contract type 5: Rehabilitation of Water Treatment and Waste Water Treatment Plants   • Contract type 6: Assessment and rehabilitation of water reticulation system. (ToR includes the rehabilitation and refurbishment of different types of pipelines, valves, pumps and reservoirs. It includes civil, mechanical and electrical work.) • Contract type 7: Water Demand Management interventions (ToR includes the evaluation of leakage, the detection and repair of reticulation leaks, the design and installation of zone meters and pressure reducing valves.) • Contract type 8: Hydrogeological consulting services.(ToR include the assessment and design of small water supply schemes) • Contract type 9: Design and planning consulting services (ToRinclude design of bulk water supply schemes, design of reticulation systems, design of treatment works, design of rural water supply schemes and other consulting related activities.)

  36. Process for term contracts • Develop ToR • Determine needs in each province (which Term contracts and value), (letter to WSA and Water Boards) • Formalising Contract documents • Developing special conditions for contracts • Format of contracts • Put together all contract documents for all contract types. • External review and finalisation of ToR • Internal review, consultation and buy-in (CFO and top management) • Gain approval from each Region for each contract, value and submission to DBAC

  37. 8: Action Plan for land issues Action 1: All Implementation Ready Studies currently been undertaken must be approved by Mr Thamsanqa Phakathi (TP) Action 2: TP must review the IRS of all RBIG projects currently been implemented that are GT than R 50 million. (complete by Mar 14) Action 3: TP must review the IRS of all RBIG projects that have been completed. – (complete by Jul 14) Action 4: Planning to assist TP to generate a report to highlighting any potential land issues form the B/P for all MWIG projects. – Nov 13 Action 5: N.O./R.O. to draft a letter that must be send to all I.A and WSA regarding land issues. – Nov 13

  38. …..Action Plan for land issues Action 6: N.O. to increase / highlight land issues in the following documents (Nov 13): • Funding agreements • Programme frameworks /guidelines • ToR and assessment of feasibility studies. IRS and B/P Action 7: GC to highlight land issues in PMU strategic framework and risk analysis. (Nov 13) Action 8: GC to propose the development of a dedicated sub process for PMU on land issues (by Mar 14) Action 9: TP to hold workshops in various provinces were requested

  39. 9 Additional UW resources. • Geo-Hydrologist • Process mapping • Financial expert

  40. Scope of Work for Finance expert • Review and assess all on-going studies, particularly IRS with regards to the financial issues. The assessment will involve the following • sustainability of large projects • Review the financial status of a benefiting WSA • Asses where necessary the impact on tariffs • Asses the ability of a WSA to co-fund RBIG projects • Review and assess any application by WSA to reduce the co-funding requirement of any on-gong project. • Review and assess the financial parameters of any projects completed which may not be functioning effectively due to financial reasons. • Review the financial status of any WSA implementing or is the recipient of an RBIG projects, when deemed necessary by the RBIG: CD • Assist the RBIG: CD in determining the capacity of any potential IA. • Assist in developing a financial assessment tool and guidelines of RBIG • Project finance: Identify possible solutions on how the municipality could raise the required co-funding, and make the project “bankable”.

  41. Scope of Work for Geo-Hydrologist RBIG /ACIP • Evaluation of current feasibility studies • Offer advice relating to ground water resources in any RBIG project currently been implemented. • Assist in the development of terms of reference for new studies, where ground water will be part of the study.. MWIG • Carry out or manage studies for small projects involving ground water. • Assessment of feasibility studies / business plans of projects involving ground water. • Assessment of all feasibility studies / technical reports of projects involving ground water that are greater than R 20 million and participating in an evaluation panel . • Assisting in developing guidelines, standards and terms of reference with regard to ground water.

  42. UW resources: Way forward • R.O, must submit requests by 6 Nov. • Indicate project • Scope of work to be carried out • Why (2 sentences) • N.O. Coordinators to advice MWIG Director • N.O to prioritise by 11 Nov

  43. End

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