MASIBAMBANESECTOR WIDE APPROACH TO WATER SERVICES

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MASIBAMBANE-SECTOR WIDE APPROACH TO WATER
SERVICES

• Fawcett Ngoatje
• DWAF
• 24 May 2006

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MASIBAMBANE FUNDING.

• MSB 1 Euro 75m
• MSB 2 Euro 50m
• MSB 3 Euro 180m over 5 years

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Context WS in SA

• SA is water scarce country. (of 180 countries
  only 30 have less water per head)
• Population of 45 million
• Characterised by
• sophisticated high levels of service on one
  hand (metros, towns previously white only) and
• lack of basic services to the poor on the other
  (mostly to be found in rural areas)
• Fragmented service provision municipalities,
  commercial enterprises (mills, mines, farmers
  etc), water boards, irrigation committees,
  ex-Bantustans.

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Context WS Challenges in 1994

• 1994 at turn of new democracy-
• 15.2 million people without access to basic water
  supply
• 20.5 million without access to basic sanitation
• 60 of these unserved lived in rural areas but
  demographics changing due to migration to urban
  areas in search of work.
• Dual economy . Huge unemployment
• 9 provinces created. Largest backlog in
  KwaZulu-Natal, Eastern Cape and Limpopo, and to
  lesser degree Mpumalanga North West provinces
• DWAF took over operation of around 3,400 schemes
  hitherto run by ex-Bantustan departments, taking
  on water services for first time.
• DWAF drove CWSS programme focusing on rural
  areas, where capacity was weak and dplg drove
  CMIP focusing on urban and generally more
  capacitated areas

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Context Local Government

• Local government underwent radical transformation
  and restructuring-
• Local government constitutionally mandated to
  provide water sanitation services
• Initial 804 municipalities created as
  transitional
• Demarcation of 1999 established 284
  municipalities, of which 47 are District and 6
  metros
• In 2001 changes to powers and functions, resulted
  in 155 municipalities being given Water Services
  Authority status (from initial 53)

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WS Local Government Context
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S.W.A.P.

• Sector-wide approach (SWAP) is buzz word of
  international development community.
• Government led multi-donor pooled funds
  included in DWAF overall budget in support of
  sector strategy meeting the 7 conditions
• The SWAP concept involves a quantum change in the
  way the sector operates in relationship between
  government its partners. Two elements
• Replacement of project-based approaches with
  comprehensive sector-wide programmes
• Move to coordinated funding thro the fiscus.
• It requires strong leadership from government
  high level of trust flexibility by its
  development partners

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What is Masibambane?

• In South Africa went beyond SWAP
• creating a commitment of the Sector working
  together Masibambane Lets work together in
  Nguni languages
• Forging subregional sector cooperation
• Not only government but inclusive of WS bodies
  outside of government NGOs, para-statals, WS
  Institutions, private sector, professional WS
  bodies etc
• Managed by DWAF on behalf of sector but owned
  driven by sector members collaboratively, with
  different players taking the lead at appropriate
  levels.
• A vehicle for transformation decentralisation
  through joint responsibility and collective
  accountability
• Multi-faceted sector support

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What is Masibambane?

• A concept .
• .. of sector collaboration to be owned and taken
  forward by ALL!
• Coined by sector
• Led by DWAF
• Will live beyond donor funding

• WS Sector Support Program
• SWAP initiative of SA Govt donors
• Multi-faceted support to sector partners
• Pooled donor funds in support of Govts strategy
• Managed by DWAF on behalf of sector beneficiaries

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Imperatives for Sector Approach

• Constitution calls for cooperative governance
  across the 3 independent spheres of government
• Presidents call to act as ONE government to
  deliver on national goals
• Decentralisation of fiscus and responsibility to
  local government
• Coordination across diverse programmes, many
  institutions and funding conduits (including
  donors)
• DWAF providing leadership within a complex set of
  relationships and without service delivery
  mandate or capital budget (no leverage/power
  other than regulations)

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Advantages of Sector Approach

• Positioning DWAF to play its leadership role
• Coordination not duplication
• Maximising resources
• Integrated planning
• Facilitates collaboration, agreements,
  negotiations eg vital for transfers
• Clear and consistent information one common
  voice (not ad hoc confusing)
• Working together - clarity on who is doing what
  and where to get support
• Sharing information and lessons learnt for
  improved practice

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Sector Collaboration Progress
AFRICAN REGIONAL Civil Society Partnerships,
Network Training Engineering training Best
practice promotion

• ORIGINAL PROVINCES
• KZN Watsan
• EC IWSMF (Integrated WS Management Forum)
• LP Collocom
• Redefining role in light of changing funding
  terrain

ALL PROVINCES Established except for Gauteng
Mpumalanga
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3. Building the economy creating jobs
4. Combating crime corruption
2. Developing human resources
5. Transforming the State
6. Building a better Africa
1. Speeding delivery to meet basic needs
CABINET MEDIUM TERM STRATEGIC OBJECTIVES
SFWS SECTORGOALS TARGETS
Effective WSIs
WS for economic social development
Local level OM transfers
WS Strategy
Basic WS services
DWAF KFAs
Promote support Africas MDGs
X Cutting NGO/CBO, gender, environment
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Generic Lessons Learnt

• Build capacity within partner organisations
  allowing them to collaborate eg SALGA was able
  to be the voice of disparate munix, enabling real
  dialogue
• Concentrate on tangible issues and projects (such
  as strategic plans, programmes Transfers, S78
  etc)
• Concentrate on support to municipalities
• Flexible funding essential (donors)
• Involve political players esp councillors

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Generic Lessons Learnt

• Different types of collaboration are needed at
  different levels. Regular review of structures
  and process to remain relevant
• Honest brokers can assist in recognising change
• Informality can help. Mandating an
  organisations collaboration often does not
  always achieve results
• Collaboration and communication builds trust
  transparency builds credibility

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Generic Lessons Learnt (SCR)

• Collaboration costs money must be budgeted for
  cannot rely on donor funds in the long term
• Collaboration across sectors is more difficult
  but equally important

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Local Govt (LG) Institutional Development Approach

• First strengthen the governance functions
• Link the functions to the WS challenges - WS
  Development Plans (WSDP) as part of the municipal
  Integrated Development Plan (IDP)
• Coordinate initiatives whilst moving to a needs
  driven institutionally based support (WSA cd BP)
• Placements in municipalities (on diminishing
  funding scale)
• Transfers support
• Sustainability audits
• WSDP FBW support
• Regional Information Centres - access to
  information planning data

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Support -Functional Areas
Implement the division of powers and functions
Financial planning and management
Develop Policy and bylaws
Water conservation and demand management
Prepare WSDP (Plan)
Manage performance and regulate
Decide WSP Arrangements
Free basic services
Implement capital projects (MIG and higher levels
of service)
Take transfer
Sanitation, health and hygiene
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Conclusion

• We are on track but we have mountains to climb