TOR MCC Review

1. TOR MCC Review 22 February 2007

2. Introduction • This discussion follows on from the Discussion Paper prepared by Louse Colvin: “Rationalisation of National Sector Masibambane Structures” • Tabled at last MCC but not discussed in any depth • Focus on redesigning the agenda • This presentation follows on from the Discussion Paper: attempts to put forward some initial ideas and gain some initial inputs • Thereafter: • Follow up with a few interviews • Develop proposals • Present to stakeholders • Modify • Implement

3. Some challenges • Agendas very long • Too many presentations • Involvement of decision makers • Lack of quality/strategic discussion • Group is too big for quality discussion • Matters Arising taking too long • Repetition with other fora • Linkages with provincial structures • Incorporation of water resources matters • Interaction with other sectors

4. Sector Forum Review: Proposed Principles to Guide the Process • Review is good and probably life preserving! • It should be holistic • The sector fora should now address the full water cycle • There should be a stronger linkages with provinces • It should have a strategic imperative (structure follows strategy) • It should involve decision makers • It should be inclusive • It needs to integrate with other sectors • Enhanced effectiveness is non negotiable!

5. Synopsis • WS Sector Leadership Group (Strategic guidance and co-ordination) • Guidance to achieve vision and contribute to development goals and economic growth • Facilitate building of a well informed and organised sector • Promote sector collaboration and effective management and co-ordination of the water services business • MCC/WSSCC (National co-ordination and reporting of sector) • Sector to report qualitatively at a strategic level on progress against sector goals and targets with the aim of: • Assessing performance, addressing constraints and advising on budget allocation • Co-ordinating implementation and support for improved delivery • Ensuring an informed sector working collaboratively in common direction Masibambane (Business) Committee (Oversight of Masibambane business) Provide oversight and support to MSB programme management, ensuring accountability to sector and donors: ▪ Budget ▪ Sector investment and fundraising ▪ Audit ▪MSB evaluations ▪ Financing agreement ▪ Donor liaison ▪ Partnership agreements ▪ Annual report Masibambane programme management Provincial water sector forums Collaborative development and implementation of strategies and plans

6. Mission of the Water Services Sector Leadership Group • To guide the WS sector to achieve its vision and contribute to the development goals and economic growth of the country • To facilitate the building of a well informed and organised sector, in which every role player is enabled to effectively fulfill their role and functions • To promote sector collaboration and effective management and coordination of the water services business

7. MasibambaneBusiness Committee Purpose For high level decision makers of key national sector partners to oversee and support the Masibambane programme management, ensuring accountability to sector and donors.

8. The Purpose of the MCC • Assess performance, addressing constraints and advising on budget allocation • Co-ordinate implementation and support for improved delivery • Ensure an informed sector working collaboratively in common direction

9. Objectives • Sector is able to monitor on a regular basis its progress and ability to meet sector targets • To raise critical issues that can be taken up at a national level with relevant parties • To address critical issues in a timely manner • To share and exchange information and viewpoints across provinces and with national sector players • To forge common understanding and coherence within the sector • To facilitate coordination of programmes, initiatives and activities • To inform the strategy and policy making processes of national • To assist in better planning for succeeding years • To ensure Masibambane and other donor support is targeted and effective in order to meet sector needs and ensure sustainable delivery of water services • To give special attention to cross cutting issues for sustainability (such as gender equity, environmental management, appropriate technology and involvement of civil society, especially NGOs and CBOs)

10. Functions • To guide the development of strategic plans and budgets • To monitor and evaluate progress against strategic plans • To review budget and expenditure patterns and advise on changes • To ensure strategic alignment within the sector and other sectors • To provide credible quarterly reports for all interested parties • To provide management oversight Masibambane support from a sector perspective

11. Membership/participants • Chairs: DWAF and SALGA • DWAF National • DWAF Regional • DPLG: WS persons • SALGA: WS persons • Dept of Health • Dept of Education • Provincial sector representatives • Donors: EU, Ireland and DFID • NGOs: Mvula and SANGOCO • Masibambane: Programme Manager, Sector Collaboration, Drivers, Regional Coordinators and support staff • Gender Unit • WIN • Activity managers as deemed necessary

12. Agenda focus • Business of the meeting (agenda, matters arising, etc.) • Reports of provinces and national programmes • National overview of progress and expenditure • Special topics for discussion – addressing critical challenges/sharing new initiatives

13. Some initial thoughts (1) • In view of the role of the MCC, quarterly progress reports are non negotiable! • 9 Regions • 3 to 5 Sector Partners • 6 to 10 cross cutting issues • Topical issues • You can see why there is a problem! • We clearly cannot take presentations on all of these: should we adopt some sort of rotational system? • Is there more scope for standard templates for reporting?

14. Some initial thoughts (2) • If you want to get quality discussions you have to break into smaller groups • How do you decide on the strategic issues for in-depth discussion? Do we need some sort of “EXCO” for the sector? • Is it better to decide these issues on the day? • How can we create space for the provinces to escalate key issues? • How do we decide what goes to the MCC and what goes to the WSSLG? • Purpose of the MCC is key: • Lesson learning vs. performance management

15. Some initial thoughts (3) • What is the “culture” of the MCC? • Can there be open discussion? • Do people prepare properly for the meeting? • Will they do so in future? • Is accountability a key issue? • Can we “close” agendas on time? • How can we be more action orientated? • How can we try and get more senior people attending: “what’s in it for them?” • How does the “Water for Growth and Development” imperative affect our deliberations?

16. Some initial thoughts (4) • How best to incorporate water resources aspects • Do we focus only on the interface? • Is it an evolutionary approach? • How does this impact on reporting templates? • How des this impact on the agenda? • How does this impact on membership? • How does the IGR Act impact on our deliberations? • What time limit do we set for the meeting duration? • We need to remove “water services” from all of the names!

17. IGR Act • President's Coordinating Council • National Intergovernmental Forums • Premier's Intergovernmental Forum • Provincial Intergovernmental Forums • District Intergovernmental Forums

18. Name/title • To revert to the “MCC”? • Keep WSSCC? • Choose another. Ideas are WSRC or RCWS (variations of Reporting Committee for Water Sector) WSMC or MCWS (Monitoring Committee) or use Forum instead of Committee WSCF (WS Collaborative Forum) OR: • Water Sector Programme Management Committee • National Water Sector Programme Management Committee

19. TOR MCC Review 22 February 2007

20. Masibambane Business Committee… Responsibilities and functions • To finalise the annual budget and any re-allocations • To research and ascertain the sector investment needs and identify possible sources of funding • To guide and oversee the mid-term and end of programme Masibambane evaluations and disseminate the findings, ensuring follow up on the recommendations. This will require the approval of the TOR, the consultant team and the report • To handle the EU financing agreement and donor proposals and agreements • To liaise with donors and treasury • To explore and negotiate partnership agreements • To oversee and endorse the annual reports and other donor reports • To engage with the audit process and ensure corrective actions if required • To ensure sector decision making on strategic matters

21. IGR Act • Premier's Intergovernmental Forum • Premier • MEC for local government • Mayors of DMs and Metros • Role e.g.: • Implementation of national policy • Development of provincial policy • Coordination of planning • Consider reports from other IGR fora • Provincial Intergovernmental Forums • Established by Premier • For any specific functional area to promote and facilitate effective and efficient relations between province and local government • Also for any specific part of the province • Composition determined by Premier

22. Responsibilities of partners • To ensure effective reporting and be responsible for feedback into own structures • Provincial reps to raise critical local/provincial issues on the national agenda • To inform sector partners of any major developments or initiatives • To ensure follow up and response • To foster institutionalisation of the sector approach

23. Analyse other provincial structures Water Summit Stakeholder workshop: critique/visioning Define relations with other structures Review strategic priorities Review design of structure PGDS Revise TOR, agendas, membership etc. Approval by MEC and Premier Approval by Sector Forum Implement Process for the Strategic Review of the Northern Cape Sector Forum