NEPAD Southern African Water Centres of...
Transcript of NEPAD Southern African Water Centres of...
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Mr. Reginald Dennis - University of Botswana Prof. BP Parida - University of Botswana Ms Dominique Mannel - Stellenbosch University Dr. Piet Kenabatho - University of Botswana Dr. Eberhard Braune - University of the Western Cape
2013
NEPAD Southern African Water Centres of Excellence
Delivering Capacity across the SADC region’s Water Sector – JLP 1.4
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1.1 LIST OF AGRONYMS
AMCOW African Ministers’ Council On Water
AMCOST African Ministerial Council On Science and Technology
ANBO African Network for River Organisations
COEs Centres of excellences
CSIR Council for Scientific and Industrial Research
DVCSA Deputy Vice Chancellor-Student Affairs
DWA Department of Water Affairs
EAC East African Community
EC European Commission
EU European Union
FET Further Educational Training
GIZ Deutsche Gesellschaft für Internationale
Zusammenarbeit GWP-SA Global Water Partnership-Southern Africa
IWRM Integrated Water Resources Management
JRC Joint Research Commission
KCS Kalahari Conservation Society
NEPAD SANWATCE New Partnership for Africa’s Development
OST NEPAD Office of Science and Technology
RBO River Basin Organisation
R&D Research and Development
SADC Southern African Development Community
SANWATCE Southern African Water Centres of Excellence
UB University of Botswana
UEM University of Eduardo Montlane
UNIMA University of Malawi
US University of Stellenbosch
UWC University of Western Cape
UNZA University of Zambia
WARFSA Water Research Fund for Southern Africa
WRC Water Research Commission
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Contents
1.1 LIST OF AGRONYMS ............................................................................................ 2
1.2 ACKNOWLEDGEMENTS ....................................................................................... 5
2 EXECUTIVE SUMMARY ............................................................................................... 6
3 INTRODUCTION ........................................................................................................... 7
3.1 RECOMMENDATIONS: .......................................................................................... 7
4 OBJECTIVES of the workshop ....................................................................................... 7
5 RESEARCH METHODOLOGY ...................................................................................... 8
5.1 Institutions Present ............................................................................................... 11
5.2 Accommodation and logistics arrangement ........................................................... 12
5.3 Workshop Agenda: Undertakings to date and expected output to emerge from the
Workshop. ....................................................................................................................... 12
Below is a summary of the Workshop agenda, as proposed by NEPAD SANWATCE
members: ........................................................................................................................ 12
5.4 Schedule of activities ............................................................................................ 13
5.4.1 Day one: Official Opening Ceremony ............................................................. 13
5.4.2 Session 2: European Commission- Joint Research Centre (JRC) Project
Presentations: Chair, Mr NicoElema. ........................................................................... 15
5.4.3 DAY TWO (14/06/12) ..................................................................................... 32
1. Strategy, planning and policy making ........................................................................... 33
2. Stakeholder engagement ............................................................................................. 33
3. Water resources development, allocation and management ........................................ 33
4. Water user services ..................................................................................................... 33
5.5 Plenary Session and the way-forward ................................................................... 35
5.5.1 Plenary session ............................................................................................. 35
5.5.2 Way forward .................................................................................................. 36
5.5.3 Concluding statement: Mr. Reginald Tekateka: ANBO ................................... 36
5.6 Recommendations ................................................................................................ 37
5.7 ANNEXTURE ........................................................................................................ 38
5.7.1 Programme of Events .................................................................................... 38
5.7.2 Invitation Letters ............................................................................................ 40
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List of tables
Table 1: Name and institution of delegates invited to attend the workshop ........................... 9
Table 2: Name and institution of delegates that attended the workshop .............................. 10
Table 1: Strategic areas and objectives of the RSAP 3 17
Table 2: The fundamental principles of knowledge management systems…………………30
List of figures
Figure 1: Population distribution in Europe and Africa 18 Figure 2: The SADC Climate Change Adaptation (CCA) Cube. 19 Figure 3: results showing level of research activities in SADC 21 Figure 4: Institutions supporting and implementing Capacity Building in SADC. 23 Figure 5: The CAPNET Strategy. 24 Figure 6: A Framework for Water Sector Governance 26 Figure 7: Capacity development framework (Source: UNESCO) 28
List of Annexures
Programme of Events……………………………………………………… 37
Invitation Letters 40
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1.2 ACKNOWLEDGEMENTS
The institutions nominated by New Partnership for Africa’s Development as Centres of
Excellence (CoEs) in Southern Africa are Stellenbosch University (The coordinating hub),
University of Botswana, University of the Western Cape, University of KwaZulu Natal,
University of Malawi, University of Zambia, The Council for Scientific and Industrial Research
(CSIR) and Eduardo Mondlane University. The University of Botswana was responsible for
hosting this regional workshop, which mainly focused on identifying the skills gaps in the
water sector and how best to address this issue, mainly through capacity building.
University of Botswana was the lead institution of task JLP 1.4 of this report and appreciates
the NEPAD SANWATCE consortium members for their support and guidance in the
production of this report. The NEPAD SANWATCE members were: Prof. J Goldin, Prof. E
Braune, Prof. D Nkhuwa, Dr. K Kennedy, Dr. B Araujo, Dr. J Namangale, Dr.S Samson, Ms.
D. Mannel and Regional Programme Manager, Mr. N Elema.
We would like to acknowledge the delegates who attended the regional workshop in
Gaborone, Botswana, as it would not have been successful without their valuable inputs.
Some of the delegates who attended the workshop were: David Love (WATERnet), Diana
Banda (Zambia), Kenneth Msibi (SADC), Reginald Tekateka (ANBO), BalakidziNduna
(Department of Environmental Affairs, Botswana), Felix Monggae (Kalahari Conservation
Society),Inga Jacobs (Water Research Commission), Kevin Wall (CSIR) , Nick Tandi
(Capnet), Roopa Karia (US AID), Makondo Wecyslouvtimu (Lusaka Water and Sewage
Company), and Phera Ramoeli (SADC Water).See the complete list of attendance in Table 4
.
The NEPAD SANWATCE acknowledges the support of the European Commission Joint
Research Commission in making the efforts in this project possible.
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2 EXECUTIVE SUMMARY
The workshop to which this document refers to was held at Gaborone, Botswana which is
one of 13 parts of the activities under the EC-JRC support project to the NEPAD Water
Centres of Excellence. The workshop took place from 12th June to 14th June 2012 under the
theme: Delivering Capacity across the Region’s Water Sectors.
Based on the European Union’s approach of Joint Learning Programmes (JLP), the
workshop was planned to share knowledge; to break into smaller groups to discuss and
unpack the various challenges within the water sector. Based on these discussions the
following recommendations emerged:
NEPAD SANWATCE wants to further define skills gaps across the water sectors,
identify existing and future resources that can support and assist to bridge and fill
these gaps. NEPAD SANWATCE can achieve this by building capacity in SADC
nations and to assist donors to co-ordinate their funding to achieve these goals. This
can be achieved through high end research and development (R&D), which should
form the main niche of NEPAD SANWATCE.
NEPAD SANWATCE need to align our activities with SADC strategies in order to
remain relevant in addressing water issues in the region.
Collaborating with (and complementing) other existing organisations is required to
avoid duplication of efforts and unnecessary conflicts of interest.
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3 INTRODUCTION
The NEPAD Southern Africa Network of Water Centres of Excellence (SANWATCE) plans to
facilitate partnerships among the region’s water sector stakeholders, undertake applied
scientific research; training, capacity building and developing network actions among
research institutions across the water sectors within the SADC region. NEPAD SANWATCE
members have been provided with funds by the European Union Joint Research Centre (EU
JRC) of the European Commission to undertake research that aims at achieving joint
learning.
The workshop to which this document refers to was held at Gaborone, Botswana as one of
the activities under the EC support project to the NEPAD Water Centres of Excellence. It
brought together experts from the water-sector of the SADC region. Based on the EU’s
approach of Joint Learning Programmes, the intentions were to share knowledge; to break
into smaller groups to discuss and unpack the various challenges within the water sector; to
provide feedback to the rest of the delegates after group discussions, and then summarise a
plan to which NEPAD SANWATCE can commit to by bringing some solutions to the water
sector’s challenges. The workshop further identified and established NEPAD SANWATCE’s
niche in the water sector which is to contribute to the improved human and environmental
well-being through research and development in water and sanitation.
3.1 RECOMMENDATIONS:
NEPAD SANWATCE wants to further define key skills gaps across the water sectors.
Identify existing and future resources that can be applied to fill these gaps by building
the capacity SADC nations need.
Assist donors to co-ordinate their funds to achieve these ends. This can be achieved
through high-end research and development (R&D).
Need to align NEPAD SANWATCE activities with SADC strategies in order to remain
relevant in addressing water issues in the region.
Collaborating with (and complementing) other existing organisations is necessary, in
order to avoid duplication of efforts and unnecessary conflicts of interest.
4 OBJECTIVES OF THE WORKSHOP
The objectives are to have a consultative workshop at regional level in order to set priority
activities for members of the COE Network and to facilitate appropriate planning.
A regional open multi-stakeholder consultative seminar was held to define the most
appropriate priorities and to start planning for the 2nd phase of the JLP Sector Wide
Approach (SWAP) and its implementation in the water sector. The result of this consultation
is identified below:
a) The countries where the JLP seminars/trainings would be held,
b) The thematic fields to be addressed and the timing,
c) Existing stakeholders and role players in water sector within the region, in order to
establish mechanisms through which SANWATCE can collaborate with.
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The results of this multi-stakeholder consultation seminar will be uploaded onto the
AQUAKNOW.NET website, including the study report. The JRC will benefit from this
document to identify technical scientific priorities of the partner countries for future
collaborations.
5 RESEARCH METHODOLOGY
The NEPAD SANWATCE consortium members decided collectively to have the Consultative
Planning Seminar in Gaborone, Botswana. Since the University of Botswana is the lead
institution of this task it was practical from a logistical point of view to host it in Gaborone.
The NEPAD SANWATCE consortium members wanted to invite key people with good
knowledge and experience within the water sector to attend the workshop. Dr. Piet
Kenabatho from the University of Botswana coordinated the workshop, together with his
colleague Prof BP. Parida. The Coordinators wrote invitation letters to invite delegates to the
workshop (annex2). The following people were invited as listed in Table 3.
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Table 3: Name and institution of delegates invited to attend the workshop
Name Institution
Prof Alaphia UNESCO
Dr. Harrison Pienaar CSIR, Pretoria
Me. Dominique Mannel Stellenbosch University
Prof. Eugene Cloete Stellenbosch University
Mr.NicoElema NEPAD SANWATCE SECRETARIAT
Prof.Bhagabat P Parida University of Botswana
Dr.PietKenabatho University of Botswana
Dr. Bruno De Araujo University of Eduardo Mondlane,
Mozambique
Prof.GrahamJewitt University of KwaZulu-Natal
Dr. Jimmy Namangale University of Malawi
Dr.Daniel C.W Nkhuwa University of Zambia
Prof. YongxinXu University of the Western Cape
Prof. EberhardBraune University of the Western Cape
Prof JaquiGoldin University of the Western Cape
Prof. Samson Sajidu University of Malawi
Me. Anneline Morgan SA-DST
Dr.BonganiMaseko SA-DST
Dr. Henry Roman SA- DST
Prof. AggreyAmbali NEPAD - OST
Prof. Kane West Africa Water Sciences Network
Dr. Heidi Snyman WRC
Mr. N Tandi CAP-NET UNDP
Mr. David Love WATERnet
Mr.PheraRamoeli SADC Water
Mr. Peter van Niekerk Department of Water Affairs
Representative IRD Representative
Mr RM Tekateka African Network for River Basin
Organisations (ANBO)
Dr. Kenneth Msibi SADC Water
Dr.Horst Vogel GIZ (GBE)
Dr. Bertrand Meinier GIZ (GBE)
Dr.Ngosa Howard Mpamba Dept of Water Affairs, Ground water
Division
Ms.Diana University of Zambia
Mr.MekiChirwa University of Zambia
Mr.Makondo Lukanga Water and Sewerage Company
Dr.SengoDelario DNA, Mozambique
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Name Institution
Dr.ObolokileObakeng Department of Water Affairs, Botswana
Mr.LenkaThamae ORASECOM
Mr. Felix Monggae Kalahari Conservation Society
Mr Nduna Department of Environmental Affairs (DEA),
Botswana
Ruth Beukman Global Water Partnership-Southern Africa
Mr.DhesigenNaidoo WRC
Dr.Themba Gumbo CAP-NET
Mr. Godfrey Mudanga Water Utilities Corporation
Mr.NdunaBalakidzi Department of Environmental Affairs
Mr. Jimmy Opelo Department of Waste management and
Pollution Control, Botswana
Ms.SylviaMachimana INKOMATI
Dr.EbenizárioChonguiça OKACOM
Mr.Sitoe Sergio LIMCOM
Dr.TombaleTombale GWP-SA
Dr.Jordi GALLEGO-AYALA Instituto de InvestigaçãoemÁguas
Mr. Steve Horn USAID/Southern Africa
Mr. Gift Manase SADC Secretariat, Directorate of
Infrastructure and Services - Water Division
Table 2 indicates who accepted the invitation and attended the workshop as well as from
which institution they are affiliated with
Table 4: Name and institution of delegates that attended the workshop
NAME & SURNAME INSTITUTION
1. Jimmy Namangale NEPAD SANWATCE
2. Dominique Mannel NEPAD SANWATCE
3. NicoElema NEPAD SANWATCE
4. Bruno Araujo NEPAD SANWATCE
5. Daniel Nkhuwa NEPAD SANWATCE
6. EberhardBraune NEPAD SANWATCE
7. Keith Kennedy NEPAD SANWATCE
8 Piet Kenabatho NEPAD SANWATCE
9 B.P. Parida NEPADSANWATCE
10 David Love WATERnet
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11. Diana Banda Zambia
12. Kenneth Msibi SADC Water
13. Reginald Tekateka African Network for River Basin
Organisations (ANBO)
14. BalakidziNduna DEA
15. Inga Jacobs WRC
16. Sajidu Samson University of Malawi
17. Kevin Wall CSIR
18. Nick Tandi Cap-net
19. RoopaKaria US Aid (Pretoria office)
20. WencyMakondo Lukanga Water and Sewerage
Company, Zambia
21. PheraRamoeli SADC Water
5.1 Institutions Present
Below is a list of institutions represented at the workshop:
1. University of Stellenbosch
2. University of Malawi
3. University of Zambia
4. Eduardo Mondlane University (Mozambique)
5. University of Botswana
6. Kalahari Conservation Society (Botswana)
7. Department of Water Affairs (Botswana)
8. Department of Environmental Affairs (Botswana)
9. University of Western Cape (South Africa)
10. University of Kwazulu Natal (South Africa)
11. USAID (Pretoria Office South Africa)
12. Water Research Commission (South Africa)
13. Private Water Company (Lukanga Water and Sewerage Company ,Zambia)
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5.2 Accommodation and logistics arrangement
The University of Botswana and Stellenbosch University (HUB) arranged with Mondior Hotel
in Gaborone to accommodate the delegates. Accommodation, flight tickets and transport
was arranged via Neelsie Travel in Stellenbosch. Since Stellenbosch University is
responsible for all financial transactions related to NEPAD SANWATCE, SU assisted UB in
organizing the transport, flights, catering and accommodation. All payments were done by
the NEPAD SANWATCE Secretariat through Stellenbosch University.
Workshop Venue and dates:
The Workshop was held at the University of Botswana Campus in Block 252, lecture theatre
4, which is one of the new buildings of the university. The venue had state of the art
conference equipment, including projectors and public address systems. The Workshop
was conducted from 12th June to 14th June 2012 under the theme: Delivering Capacity
across the Region’s Water Sectors.
5.3 Workshop Agenda: Undertakings to date and expected output to emerge from
the Workshop.
Below is a summary of the Workshop agenda, as proposed by NEPAD
SANWATCE members:
We have, using initial inputs from experts, compiled opinions on skills gaps in the
region. Our findings are incomplete due to constraints and we plan to get expert
inputs to assess the findings and identify means and funding streams to fill skills
gaps.
We are considering appropriate communication strategies that will support integrative
processes of IWRM. Knowledge Management (KM) is an element that could benefit
IWRM implementation in the region. We would like to explore this activity as a means
of strengthening management of resources to water sector stakeholders.
There is need to partner with existing and future NEPAD SANWATCE members to
supplement other institutions’ actions in addressing similar concerns and issues in
the region.
The overall goal is to set out a list of actions to be undertaken that enhance training
and educational levels not only within formal educational programmes but with short
courses and targeting events that address key skills gaps.
There are scheduled country workshops [April-May 2013] and we hope that expert
inputs can help identify appropriate content that would go beyond the one already
presented.
We would like experts to suggest who from a regional perspective would benefit from
the process and their institutions by attending one or more of the planned country
workshops.
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5.4 Schedule of activities
5.4.1 Day one: Official Opening Ceremony
5.4.1.1 Welcome Remarks: Professor B. Moseki: Acting Dean,
Faculty of Science, University of Botswana
In his remarks, the acting Dean welcomed the delegates to the University of Botswana. He
appreciated the efforts of Department of Environmental Science for having hosted the
workshop and for being members of NEPAD SANWATCE. He mentioned that as a faculty
which is dedicated to science and technology, they are hoping to contribute meaningfully in
the workshop as well as to learn from delegates from different institutions of Southern Africa.
He encouraged everybody to use this opportunity to learn more about the university and the
city of Gaborone.
5.4.1.2 Introduction of NEPAD SANWATCE (Mr.NicoElema)
Mr Elema informed participants that the COEs are a NEPAD initiative through the African
Ministers’ Council Of Water (AMCOW) and the African Ministerial Council On Science and
Technology (AMCOST) organs. These are established to tackle a wide range of issues on
water through science and technology to achieve sustainable development. The COEs were
established under the Office of Science and Technology (OST) in 2009 within the NEPAD
structures. Five regions were defined where these COEs will be established. The regions
are, Southern Africa, North Africa, West Africa, East Africa and Central Africa. Specific goals
underpinning the COEs are:
Improve conservation and utilization of the continent’s water resources
Improve the quality and the quantity of water available to rural and urban households
Strengthen national and regional capacities for water resources management and
reduce impacts of water related disasters
Enlarge the range of technologies for water supply and improve access to affordable
quality water.
It was noted that so far, only two COEs have been established, i.e. Southern and West
Africa. These were established through a Call of Expression of Interest, and a rigorous
evaluation was made based on, among others, the resources and expertise available at the
institutions that had applied. A joint solicitation process between SADC Water Division and
NEPAD will take place in the near future to further expand the network. For West Africa, the
following institutions are members of the NEPAD Western African Network of Water Centres
:
i. The coordinator (also known as the Hub) is the Doctoral School on Water from
University of Cheikh Anta Diop (Senegal).
ii. University of Cheikh Anta Diop (Senegal)
iii. International Institute for Water and Environmental Engineering (Burkina)
iv. Université of Benin (Nigeria)
v. National Water Resources Institute (Nigeria)
vi. Kwame Nkrumah University for Sciences and Technology (Ghana)
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For southern Africa, known as NEPAD Southern African Network of Water Centres of
Excellence (SANWATCE) has the following members:
i. The Coordinator of the Network (Hub) is Stellenbosch University (South Africa).
ii. Stellenbosch University (South Africa)
iii. International Centre for Water Economics and Governance in Africa (Mozambique)
iv. University of KwaZulu-Natal (South Africa)
v. University of Western Cape (South Africa)
vi. University of Malawi (Malawi)
vii. University of Zambia (Zambia)
viii. University of Botswana (Botswana)
ix. The Council for Scientific and Industrial Research, CSIR (South Africa)
NEPAD SANWATCE is now planning to establish at least one COE in each of the 15 SADC
Member States. Its vision is to grow a network that will address water issues through high
end scientific research and development to achieve the best sustainable water management
strategies in Africa and to achieve policy impact on the African continent.
The main objectives of SANWATCE are:
1. Development of new knowledge and technology through scientific research and
development
2. Education and training at higher levels, mainly at PhD level to address specific water
issues which are country specific done through scientific research.
3. Information brokerage through promotion of knowledge sharing and transfer activities
4. Networking actively collaborating between local and international institutions, negotiating
to realise international partnerships
5. Service rendering through providing information analysis and policy
5.4.1.3 Statement from SADC Water Division: Mr P. Ramoeli (SADC
Secretariat)
Since early 1990s SADC has been facilitating research collaborations on water resources
management through science and technology. These efforts lead to the formation of regional
initiatives such as WATERnet which coordinates trainings to assist member states on water
management. Others include WARFSA (Water Research Fund for Southern Africa) which
was responsible for facilitating funds for research to build capacity in the water sector. Mr
Ramoeli reminded the audience that research on water resources has been essential since
its inception in 1998, and has been important to acknowledge the link between science,
policy and society. There are challenges faced by communities however, with researchers
such as SANWATCE, a wide range of issues on water, including effects of climate change
could be adequately addressed. Above all it is important to coordinate and build synergies
with existing efforts, institutions and networks.
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5.4.1.4 Keynote address from the University of Botswana: Prof
Lydia Nyathi-Saleshando-Deputy Vice Chancellor-Student
Affairs (DVCSA) who was the acting Deputy Vice Chancellor-
Academic Affairs (DVCAA).
The DVCSA applauded the Department of Environmental Science for organising the
workshop, and the assistance it has offered in water management through research which is
addressing the national objective of enhancing water science and technology. She indicated
that Botswana has limited water inflows to rivers and that the country values water, hence
the national slogan being Pula (a salutation and currency meaning water/rain).
She stated that climate change adaptation is about water management to achieve the
Millennium Development Goals (MDG’s). The Water Sector Reform Strategy in Botswana is
currently being implemented nationally which will be a good match with the objectives set by
NEPAD SANWATCE, and above all University of Botswana is intensively engaged in water
resources through the Office of Research and Development, and this will benefit all areas in
the country from departments of water affairs and environmental affairs. The DVCSA then
declared the conference officially opened.
5.4.1.5 Vote of Thanks: Acting Head Department of Environmental
Science Mr R.J. Sebego
He stated that the conference has come at a time when there is coverage of the RIO+ 20
conference in Brazil and the department is happy to host the conference. He appreciated the
invited guests and all institutions which attended the conference as it would not have been
possible to host the conference without their presence. Thereafter there was a group photo
taken for the participants and tea break
5.4.2 Session 2: European Commission- Joint Research Centre (JRC) Project
Presentations: Chair, Mr NicoElema.
This session was dedicated to presentations about the EU JRC project undertaken by
NEPAD SANWATCE members and partners.
5.4.2.1 Overview: EUJRC Project Overview: Mr NicoElema
Through a call from the European Commission, NEPAD SANWATCE put up a proposal to
implement a European Commission – Joint Research Centre project which comprised 13
tasks. At the heart of these tasks, is the implementation of a Joint Learning Programme
(JLP) as a way of improving water management in the region. One of the tasks is to host a
consultative seminar at regional level to set priority activities for members of the COE
Network and to facilitate appropriate planning, hence having this workshop at the University
of Botswana.
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To facilitate appropriate planning refers to organizing 5 country workshops in each country
who are current consortium members of the NEPAD SANWATCE network. This will ensure
that NEPAD SANWATCE play an active role of collaborating and consulting with partners
and stakeholders in the SADC Region.
The NEPAD African Water Centres of Excellence project is funded by the European
Commission and undertaken by the COE networks in Southern and West Africa. The project
seeks to address the two main objectives of implementing a joint learning programme (JLP)
through a sector wide approach (SWAP) using the regional networks of centres of
excellence in the water sector. The overall benefit will be to improve utilisation and
conservation of water, improve quality and quantity, and strengthen natural and regional
capacities to manage water.
Through the current consultative workshop, existing capacity building initiatives such as
WATERnet and CapNet will be consulted in order to identify areas of collaboration. In
addition, SADC Water will be consulted to establish areas in which NEPAD SANWATCE can
contribute. Some of the documents which are seen as important from SADC Water include
the following:
a). Revised Protocol on Shared water courses (http://www.sadc.int/files/3413/6698/6218 )
b). SADC Regional Water Policy (http://www.sadc.int/documents-publications/show/823 )
c). Regional Water Strategy (http://www.sadc.int/files/2513/5293/3539 )
5.4.2.2 SADC Water Programme & Climate Change Adaptation
Strategy: Dr K. Msibi
Dr Msibi presented the position of SADC WATER as a whole. He stated that the SADC
Treaty has more emphasis on the following key factors: (i) Peace and Stability, (ii) Regional
Integration and (iii) Poverty Eradication. This is achieved mainly by the Regional Indicative
Strategic Development Plan (RISDP) (www.sadc.in).This strategic plan is supported by the
SADC WATER protocol on shared water courses, the regional water policy and the Regional
Water Strategy. The latter has three regional Strategic Action Plans (RSAPs) covering the
period 2000 to 2015.RSAP 4 is planned to go beyond 2015.
As a method of unpacking the current RSAP3, Dr Msibi informed the audience that RSAP 3
focuses on the following strategic areas:
Governance:
Infrastructure:
Management:
The strategic objectives are as follows:
Capacity Development
Climate Change Adaptation, and
Social Development
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The strategic areas and their objectives are illustrated in Table 5.
Table 5: Strategic areas and objectives of the RSAP 3
Strategic Areas/
Strategic Objectives
GOVERNANCE INFRASTRUCTURE MANAGEMENT
CAPACITY
DEVELOPMENT
Enabling Environment Facilitation Understanding
CLIMATE CHANGE
ADAPTATION
Awareness Resilience Prevention/
Reduction
SOCIAL DEVELOPMENT Empowerment Impact Benefit Sharing
The SADC RSAP 3 Conceptual framework is intended to assist the region to develop
sustainable infrastructure, advocate for good governance and sound management strategies
by member states. Regarding climate change adaptation strategies, indigenous knowledge
based on regional experience was highlighted as an option. Some examples include
indigenous water management strategies and the use of drought tolerant crops. When
unpacking the effects of climate change for Africa and the SADC Climate Change Adaptation
(CCA) strategy, Dr Msibi noted that only three percent (3%) of the GHGs (Green House
Gases) come from Africa while Asia, North America and Europe together contribute more
than 80%. More importantly, he reminded the audience that the water sector is directly
impacted by climate change, i.e. a first order impact. For example, an increase in extreme
events such as droughts and floods as well as saline water intrusion in coastal and island
states as a result of sea level rising. By using a population pyramid for Europe and Africa
(Figure 6), Dr Msibi argued that climate change is not about us but it is more about those
who are just born or yet to be born, hence the need to consider development and
infrastructure that will not jeopardise future generations.
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Figure 6: Population distribution in Europe and Africa (Source: Presentation by Dr K. Msibi) The SADC CCA Strategy could be viewed as a strategy aimed at addressing climate change
at different levels, i.e.:
Regional
River basin, and
National/local levels.
This is done using three strategic areas at different stages of intervention as illustrated in
Figure 2.
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Figure 7: The SADC Climate Change Adaptation (CCA) Cube. Source: Dr. K. Msibi
For example, the strategic area that needs to be addressed is Water Infrastructure.
This might include designing an artificial groundwater recharge scheme to address
water storage for use during times of droughts and of high evaporation.
This can be done at a River basin level such as in the Limpopo basin.
The stage of intervention could be “preparation”, i.e. before acute water shortage is
experienced by riparian states which are sharing the Limpopo basin.
This is known as the SADC CCA Cube (Figure 7)
In conclusion, Dr Msibi quoted Jerome Bruner’s Educational Theory, which says “You can
teach anything to anyone provided the subject matter is packaged properly to suit the target
recipients”
5.4.2.3 Capacity gaps and a strategy to address them: Identification
of Skills Gaps in the water sector: Ms Dominique Mannel,
University of Stellenbosch
Ms Mannel presented the research results which were conducted for the EC project NEPAD
African Water Centres of Excellence project (under activities JLP 1.1 and 1.2). She
presented the methodology of the project as follows:
Governance
Management
Development
AREAS
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Methodology I (Identifying skills gaps in the water sector in SADC); -
A survey using a questionnaire was piloted among NEPAD SANWATCE members.
A survey using a questionnaire was sent to water experts in SADC to complete.
The use of electronic database called SCOPUS was used to analyse research
outputs in the SADC region.
The 2nd Survey using a questionnaire was resent to SADC water experts and to
NEPAD SANWATCE’s network organisations and individuals working in the water
sector.
A desktop study was done to look for vacancies in water sector in SADC. This gave
an indication of the needs in the region.
A desktop study was done to search for accredited training providers to see if the
gabs can be filled in the region.
Methodology II (Identify educational offerings)
This was done by conducting a desktop study researching specifically for:
• Accredited Training providers and
• Accredited public universities.
Results and Analysis:
Gaps: Based on the Survey:
Ms Mannel reported that:
• The results of the survey was limited due to limited responses-from organizations
such as utilities, networking organizations and water services
• Research gaps in SA, Zimbabwe, Tanzania, Botswana, Malawi, were specifically in
irrigation, potable water, climate change, modelling, economic development, waste
water, floods, IWRM, M&E, groundwater, erosion, infrastructure, sanitation, estuary,
governance and energy.
Gaps: Based on Research Outputs:
Based on the online database, SCOPUS, South Africa had the most research
outputs in the SADC region with(67%), followed by Tanzania (12%) and Botswana
(8%).These are research outputs that have been reviewed, published and made
accessible (Figure 8).
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Figure 8: results showing level of research activities in SADC
Gabs: Based on Vacancies open in 15 SADC countries.
Vacancies in the following areas were identified:
• Sanitation scientists/engineer/managers
• Civil Engineers
• Technicians
• General: Social scientists, Human Resources, Project Managers, Artisans
On a positive note, Ms Mannel reported that:
• There are public universities in each SADC country offering water related
degrees/courses
• 25 Accredited training providers in SADC such as WATERnet
It is possible to bridge the gabs by utilizing and optimizing public universities and training
providers in SADC. NEPAD SANWATCE can play a vital role in assisting the region in
bridging the gap.
In conclusion, Ms Mannel presented a proposed strategy to bridge the gap as follows:
• Public awareness
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• Cooperation towards development of new courses aligned with skills shortages.
• Funding to stimulate more research outputs.
• Promote Futher Educational (FET) courses to fill artisans gaps (not only degree
courses)
• Identify existing water related courses and tailor it to fit the needs.
• Strengthen existing undergraduate courses, create new undergraduate and post-
graduate courses and promote training outside university curriculums, e.g FET
courses.
• Strengthen and establish partnerships between capacity development institutions in
the SADC Region.
5.4.2.4 Water capacity building initiatives in SADC: Mr D. Love,
WATERNET
Capacity Building Initiatives in SADC
Mr. Love presented a number of institutions in SADC which support and implement capacity
building (Figure 9). Starting with Global Water Partnership, (GWP-SA), it was reported that
for the last twenty years, GWP-SA has been promoting and facilitating integrated water
resources management (IWRM) in Southern Africa. It is a regional body, operating through
country water partnerships to achieve the following goals:
Policy development & implementation (goals 1&2)
Knowledge management & communications (goal 3)
Networks (goal 4)
Through different mode of delivery, such as (i) learning by doing, (ii) running of regional
Training of Trainers (TOT) workshops, (iii) exchange visits, (iv) access to information such
as GWP’s IWRM toolbox and (v) collaborative training, GWP-SA has helped influence water
policy in the region in the context of IWRM. GWP-SA also partners with WATERnet in many
of the above programmes. For example, GWP SA is now an official partner in the
WATERnet’s annual symposia.
WATERnet
The WATERnet Trust has 73 members consisting of universities and university departments.
These members include all SADC countries (except Seychelles) and all the East African
Community (EAC) countries.
Training (mainly in IWRM) is offered at the University of Dares Salaam and the University of
Zimbabwe. About 469 graduates have been produced since 1999. The preferred students
are employed students and they can go back to their jobs and enhance organisational
capacity building rather than only for their personal development. In addition, WATERnet
provides short courses as well.
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The training focuses on, river basin organisation (RBO) training, policy training, stakeholder
participation, groundwater management (offered at University of Zambia), methodology on
surface water assessment (offered at University of Botswana), sustainable infrastructure
development, water quality and pollution management and water integrity.
Furthermore, there are other programmes such as early warning systems, climate change
adaptation projects, water and development, catchment partnerships and development
indicator programmes. Other than training, WATERnet also has outreach programmes,
including symposiums held every year, which draws around 300 water expects from Africa.
Articles presented at these symposia are invited for submission at the Journal of Physics,
Chemistry of the Earth to undergo a peer review process before they are either accepted or
rejected. So far, there have been 10 issues produced, with over 400 articles having on
average a citation index of 1.5. Other outreach programmes include Young Water
Professionals and WATERnet alumni activities.
Figure 9: Institutions supporting and implementing Capacity Building in SADC.
(Source: D. Love)
Figure 4 indicates capacity building institutions and their relations and linkages with one
another.
Southern Africa
SADC Member State Governments
Other regional economic communities
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Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ)
GIZ is the Lead implementing partner for SADC Water. It also supports various training
initiatives, including WATERnet training programmes. In addition, GIZ owns programmes at
national levels.
CAP-NET
CAPNET operates through networks to ensure accessibility of training packages in various
languages (English, Spanish, Portuguese and French). Networks are essential for
information development and transfer. The CAPNET strategy is presented in Figure 10,
focusing mainly on capacity building and training through effective networks. For example,
the main goal includes building capacity to manage water or sustain services. This is
achieved by making use of competent local personnel or from its network members (Figure
10).The networks through which CAPNET operate are organised into River Basins, Regional
Economic Communities and thematic areas
Figure 10: The CAPNET Strategy. Source: D. Love and Nick Tandi CAPNET key messages were outlined as follows;
• Networks are an effective way of rapid knowledge generation and transfer. However,
they could benefit more with greater political support
• Working with autonomous local networks changes the locus of cooperation, making
south-south and south-north – cooperation viable and responsive to needs
• Achieving outcomes is possible by paying attention to small details such as
participant selection and knowledge adaptation. It is challenging because partners do
not often monitor, evaluate & learn from the results of projects..
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• Training and education achieves more impact when it is implemented parallel with
longterm development programmes.
He wrapped up the presentation by highlighting other key partners in training, research and
capacity building. These were, The Food, Agriculture and Natural Resources Policy Analysis
Network (FANRPAN) , Water Institute of Southern Africa (WISA: responsible for professional
training) and the SADC member states which also have in house programmes addressing
water and livelihood issues.
5.4.2.5 Joint Learning on Capacity Development for Good Water
Governance: Prof E. Braune, University of the Western
Cape.
Prof Braune started by explaining the African Union (AU) reasons for establishing the African
Centres of Excellences(COEs), which include the following:
• To harness the sciences for the development of Africa,
• To increase scientific productivity and innovation significantly by networking the best
available institutions, expertise and infrastructure spread over Africa
These were followed by outlining the European Commission (EC)’s support actions which
include:
• EC recognizes the COEs as reference for regional development, fostering South-
South cooperation and hence sustainability of technical support actions.
• The actions are in line with the overall political framework of the EU Water Initiative,
in particular promotion of better water governance, capacity building and awareness.
He highlighted the challenges affecting the water sector in the region, i.e. the complexities
of trying to allocate and conserve the limited water resources between competing users,
such as the rich and the poor, urban and rural and industries allocations, to name a few. This
gets even more challenging when issues such as climate change impacts come into play.
Under these circumstances, traditional management models are failing, hence the need for
more holistic and collaborative approaches. Thus effective capacity development in support
of collaborative governance also requires new approaches. Furthermore policies for
development are changing - they include key concepts such as national ownership, poverty
reduction strategies , good governance, programmatic and sector wide approaches
(SWAps), accountability and transparency through medium term expenditure frameworks
(MTEF) and sector policies and programmes. Even donor funding is moving away from
project funding to programme funding and ultimately funding for budget support. The
traditional IWRM model, incorporating the environmental, the human and the resource
management systems, thus needs to be expanded to include an institutional system in which
government, science and society are strongly linked in a joint move towards good
governance (Figure 6),.
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Figure 6: A Framework for Water Sector Governance
Prof Braune argued that governance as a human rights concept always means governance
on behalf of somebody else, governance on behalf of society and the different sectors of
human development. It involves interaction between the formal institutions of government
and those of civil society. The concept of governance in the water sector arose in order to
guarantee more rational water resource management and to ensure that the poorest and
most vulnerable in society have access to water services. Where good governance prevails,
authority and its institutions are: accountable, effective and efficient, and it is transparent,
responsive, consensus-oriented and equitable. To achieve this, mechanisms such as sector
wide approaches (SWAPs) have been introduced. In explaining SWAP, he stated that it is an
approach which supports a country-led program to build the sector in a coordinated manner.
It provides a means whereby government, development partners and other key sector
stakeholders can work together towards common objectives and the respective funding is
pooled to support a single sector policy and a sector expenditure programme. It is generally
agreed that there are three critical factors for a successful SWAP, i.e. a Vision, Collaboration
and Ownership. An integrated broad vision is needed, but with realistic implementation
steps. Collaboration and good governance are key factors for success, especially when
collaboration means involving many different actors at different levels. Good governance, i.e.
effective relationships, institutional arrangements, networks and partnerships are developed
to coordinate the activities of all stakeholders towards common development and other
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objectives. Country ownership and capacity development are essential for a successful
SWAP. Governments and the sector stakeholders must own the policy and strategy
development process and drive implementation.
Regarding the issue of financing, it was made clear that financing is a critical element in the
sectoral governance reforms to meet the Millennium Development Goals and to ensure the
long term health of the water resource base. In most developing countries catchment
management, research, hydrological monitoring, public awareness, stakeholder consultation
and institutional capacity building are neglected and underfunded. IWRM has focused on
principles and tools, while Sector Wide Approaches have brought more structured
approaches, focused on finance and institutional development. A combination of approaches
and the systematic introduction of IWRM and Water Efficiency Plans will improve the
situation.
Prof Braune also highlighted some key elements of water sector collaboration in SADC:
SADC
• Africa regional development through RECs
• Southern Africa ‘s SADC Treaty
SADC Water
• SADC Protocol on Shared Water Courses
• Water Sector Implementation: Regional Strategic Action Plan for IWRM (now phase III) and Regional Water Policy
• River Basin Management of 15 shared basins through River Basin Organisations,
• Multi-stakeholder Dialogue facilitated by the Global Water Partnership (GWP)
Country
• GWP country partnerships
• IWRM and Water Efficiency Plans
Water management reform and attempts to improve the financial viability of providers in the
sector will also require considerable efforts to increase human and institutional capacity.
However, getting from theory to effective capacity development support in practice has proven
difficult, and requires new approaches. Prof. Braune gave an example of a structure and
process framework for capacity development from the UNESCO perspective, in which there is a
clear focus, not only on the individual level, but also on the institutional level and the enabling
environment (Figure 7).
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Figure 7: Capacity development framework (Source: UNESCO)
As a way forward, he outlined new approaches that are emerging for capacity development:
Moving beyond ad hoc processes
From ad hoc processes (training, workshops) to developing sensible, broader plans, jointly
with the water sector, for effective capacity development and implementation. This should
include modification of mandates, changed incentives and improved platforms for
collaboration.
Getting research and learning into SWAPs.
Without planning, learning will not feed back into repeated cycles of policy processes, planning, implementation and monitoring. Mutual learning is rarely established as a strategic objective of water SWAPs and transformed into plans and funding. The specialised actors who can effectively promote learning such as national research centres, universities and think-tanks, need to be invited to take part in SWAPs.
As a roll-out mechanism, capacity development needs to be addressed proactively and strategically. This holds for countries and for donors. Non-structural activities require modest funding, but are slow to implement and thus require steady long term funding. Much aid is committed on a relatively short term project basis, typically three to five years. To have a significant impact on policy, planning and capacity building, longer term programmes are needed. Aid (ODA) is particularly appropriate for the finance of institution building and support, since it can fund lasting partnerships between institutions. The relationship can comprise twinning, training, technical assistance and consultancy, as well as capital aid for relevant kinds of plant and equipment.
In conclusion, Prof Braune asked the audience to ponder on two key questions,:
How best can we move together towards the following?
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• Planned and strategic approaches to capacity development at all levels; • Paying attention to the individual level, institutional level and enabling environment for
capacity development; • Approaching sustainable financing for capacity development; • Achieving region and country ownership of South-South networking and cooperation in
water science.
How can joint learning best be formalized as we go from here?
5.4.2.6 The advantages of Knowledge Management Systems: -
potential benefits: Mr NicoElema, SANWATCE Programme
Manager.
With the ECJRC project, NEPAD SANWATCE was asked to carry out 13 tasks divided into 2
sections: (1) A Joint Learning Programme (JLP) part
(2) A Knowledge Management System (KMS) part
Why Knowledge Management?
The world is complex and has subjective interpretation of ideas and knowledge, new knowledge
appears every day especially in digital format, hence there is knowledge overload. The question
is, what do we do with the knowledge overload? In trying to answer the question, Mr Elema
explained different knowledge management terminologies. These include explicit knowledge,
where knowledge can be adequately transferred with the help of electronic tools. Knowledge
that has been or can be articulated, codified, and stored in certain media where it can be readily
transmitted to others. The information contained in encyclopedias (including Wikipedia) are good
examples of explicit knowledge. The second one is tacit knowledge, which is neither expressed
nor declared openly but rather implied or simply understood and is often associated with
intuition. It is not easy to transfer this type of knowledge to another person but it is shared
through ‘lived experience.’ The most effective way to transfer tacit knowledge is face to face,
also through coaching and dialogue. The third is knowledge management systems (KMS), is the
discipline of enabling individuals, teams and entire organisations to collectively and
systematically create, share and apply knowledge, to better achieve their objective. The last one
is called content management, which allows for a large number of people to share and
contribute to stored data, control access to data based on user role (i.e., define information
users or user groups can view, edit, publish, etc.). This also facilitates storage and retrieval of
data and controls data validity, compliance, and improves communication among users.The
fundamental principles of knowledge management are summarised in Table 6, which mainly
state that the information must be relevant, accurate, accessible, reliable and simple to
understand.
Table 6: The fundamental principles of knowledge management systems
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1. Relevant We find it relates to the sector we work in
2. Accurate We trust the source and information that we find
3. Reliable We know that if we go into a KM system we can find
what we are looking for
4. Interactive We know that the system can tolerate and learn from
feedback loops between its users
5. Valid It is reflective of reality
6. Simple Lay persons can understand it
7. Accessible Users should be able to access the information easily
In addition, KMS should be interactive and should also apply to water management systems
e.g. people should interact on papers published through comments or suggestions that
maybe taken further. It should be made available rather than being inaccessible. When
outlining the critical success factors, Mr Elema stated that there is need for continuity in the
system, a need for an organisation to manage user input, the system needs to be user
driven in terms of data input and making information understandable (information
brokerage). The audience were informed that a survey was undertaken to access e-
readiness and the use of e-technology. The survey was answered by 36 respondents from 8
countries, the majority were from South Africa (47%), Zambia (33%), and the remaining 19%
from Zimbabwe. Mozambique, Botswana, Namibia, Mauritius, and Lesotho were together
1%. When asking the same respondents about the use of formal knowledge management
system, only 47% of the respondents said that they used a formal knowledge management
system. The three respondents from Namibia, Mauritius and Lesotho said that they do not
have a formalized knowledge management system. Databases, learning events, research,
training and teaching actions are some of the knowledge management systems that were
recorded.
When asked about the use of specific electronic or other platform for knowledge
management, most of them (72%) said that they use a specific electronic or other platform
for knowledge management, with the exception of the Namibian respondent who said that in
their country they are not familiar with knowledge management tools and don’t have one at
all. The range of strategies that were used to manage knowledge included workshops,
publications, websites, e-learning platforms, training and policy briefs.
In conclusion, Mr Elema presented results given by the respondents when asked about the
need for a SADC-wide knowledge management system. Most of the respondents (75%) said
that there is a need for a SADC wide knowledge management system. The respondent from
Zimbabwe did not provide any answer to this question. Mozambique stressed the need for
coordinated efforts in KM as this was considered to be good practice and also avoided
reinventing the wheel.
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5.4.2.7 Potential methods of communicating/disseminating
research findings: Prof D. Nkhuwa, University of Zambia.
Prof Nkhuwa started by defining what dissemination and communication is all about. He
defined dissemination as the circulation or wide dispersal of information while
communication is any act by which one person gives to, or receives from, another person
information about that person's needs, desires, perceptions, or knowledge He said research
is part of a process of knowledge production, management and use while a research
institution might be viewed as a knowledge factory.As a result, knowledge must be shared
and transferred using appropriate action and dissemination channels.
Why Disseminate?
I. Efforts can be useful only if the findings are communicated with and to the relevant
people.
II. Dissemination is essential;- so that the research can be a part of the solution
Steps of Dissemination
Identification of target audience,
Government and Policy System
Supervisory and Regulatory Organisations
Non –State Actors
Prof Nkhuwa further mentioned that there is a need to have objectives for dissemination e.g.
for institutions to be aware that it is not only about publishing a paper, but it is also to Get the
right information to the right people in a way that they can use it.
Designing Dissemination
Dissemination should cater for the following;
1. Knowledge level of the target population;
2. Should be meaningful to an amateur, untrained or nonprofessional person
3. Key message should be disseminated appropriately through correct media channels
4. Identify right dissemination channels for the right stakeholders and gain acceptance
Some of the channels proposed are:
Electronic platforms; e.g.Aquaknow (www.aquaknow.net) as it provides interactions
among different water groups
Web based dissemination may be done in 2 levels to enable
1. generation and loading of information to all the people and;
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2. existing courses and seminars available at NEPAD SANWATCE and other
centres of learning to be accessible to the wider community.
Policy and decision makers often use policy briefs, press release (radio/TV, print
media), dissemination workshop, personal contact as a channel to disseminate.
Public Society uses physical meetings while,
Peers Information refers to journals, training, publications, opinion leaders and fliers.
Dissemination Strategies are important for awareness, understanding and action
The choice of dissemination channels is governed by cost. Usually researchers have limited
incentives to transfer knowledge other than the time devoted to scientific papers.
Researchers might have no network or skills for such dissemination and there is a need to
involve those who are skilled in this area to disseminate this information properly.
5.4.2.8 Inputs to Country Seminar’s Planning: Dr Keith Kennedy
Dr Keith explained the purpose of having country seminars. This includes identifying key
issues in each country and making attempts to address them. This is based on the
understanding that that we have needs in the region that differ from one country to the other.
However, there are existing organizations, institutions and networks in the region which may
help us to achieve and meet those needs. He informed the audience that the information
collected to date should be put together and used as the basis of each of the country’s
workshops. Although the country workshops were scheduled to start in August 2012, it was
unlikely that they will take place this year due to other project activities, which include an
international seminar scheduled for October 2012. The new dates for the workshops would
be communicated in due course.
5.4.3 DAY TWO (14/06/12)
Day two was dedicated to group discussions focusing first on identifying skills gaps in the
region as well as finding ways of addressing them. The second session focused on issues of
education, research, training and knowledge management.
5.4.3.1 Discussion Series: Part one (Identifying gaps in the water
sector)
Discussion on gaps identification was based on the following themes:
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1. Strategy, planning and policy making
2. Stakeholder engagement
3. Water resources development, allocation and management
4. Water user services
Group 1 discussed themes 1 and 2, while group 2 dealt with themes 3 and 4. Below is the
summary of the discussion:
Group 1: Presented by Dr. P.K. Kenabatho
It was reported that the SADC region has a lot of policy reforms developed in the last 15
years towards decentralisation of water management. However, the main issue was the
length of time taken by institutions to function as creating an institution is not usually a
problem but the functioning of the same. For example, in the case of river basin
organisations (which are established to manage shared river basins), it may take time to
decide on water pricing for all the riparian states since the price of water is usually
determined at national levels. In a way the mandate of river basin organisations versus the
sovereignty of individual countries are not usually clear enough.
In addition, it was noted that the structures and composition of water institutions vary from
country to country, as well as their levels of development. Perhaps the most important issues
to consider in policy development and implementation are to find out the major players as
well as taking cognisance of the water sector dynamics in the region. More importantly is to
make policies that are in line with and support SADC’s programs and processes.
Group 2: Presented by Miss Dominique Mannel
When presenting the discussions for water resources development, management and
allocation, she observed that due to competing needs for financial resources in many
countries, priorities are usually low on water management and allocation. Another challenge
was insufficient capacity of the local people in water resources management. An example
was given where in most countries the expertise (if available) are often confined to cities but
not in rural areas where water most of the water issues are prevalent, such as water lack of
clean water, leakages and pollution. Some of the skills gaps identified were related to
monitoring and evaluation (M&E), groundwater modelling, limnology and water accounting.
For this reason, it was suggested that individual departments should always do their own
skills assessment in order to address the issue of skills gap. Another issue included lack of
community involvement and consultation at the initial stages of water resources projects
which often affect community participation and buy in. Regarding water user services, the
group felt that there is need to educate users on water demand management in order to
reduce wasting of water at all levels, i.e. individual, industrial and public schools. Although
water provision varies from one country to the other, it was noted that in most countries the
water utility companies were responsible for driving water demand management issues.
However, there were indications that in some countries such as Zambia, there is shortage of
trained personnel in this field while in South Africa, water demand management is one of the
priorities that receive a lot of financial support.
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In Botswana, there are indications of moving towards water demand management through a
recent water reform process, which involve institutional restructuring and the establishment
of water policy and legislation which when enacted will support water demand management.
However, there were still issues related to public awareness, operational issues such as
maintenance of treatment and water transfer facilities as well as inadequate research in
waste water reuse. Regarding re use of waste water, the group suggested that countries
should learn how others have done it, i.e. an example of Namibia was given, where there is
a significant re-use of waste water. In Malawi, it was learnt that there is shortage of water
resource modelling skills (e.g. groundwater and hydrological modelling).
As a way forward, it was suggested that the issue of water demand management could be
mainstreamed in the school curriculum at an early stage. Other measurers could include
educating the parliamentarians on water demand management issues who will then relay
message to their constituencies. The group concluded by advising that the above issues
can be discussed further by each country in the forthcoming country workshops scheduled in
2013.
5.4.3.2 Discussion Series Part Two
This session was dedicated to education and training, research and development, and
knowledge management implementation in the water sector.
Group 1: Presented by Dr. J. Namangale
This group focused on the existing courses and the institutions where they are offered;
expanding training in and outside the university teaching. The group noted that most
countries have water related training but content varies a lot, i.e. from agronomy related,
hydrological related studies to specialised training such as hydrogeology. The level also
varies from BSc, MSc, and PhD levels. However, there was need for a comprehensive
survey of training landscape in the SADC region. This may include how the progression and
transition from one level to the other is done and whether the courses are accredited or not.
These studies will augment the JRC study (and perhaps many other before it) which looked
at the training and skills assessment in the region. In addition, networks such as WATERnet,
Global Water Partnership-Southern Africa, CapNet were noted as some of the important
institutions playing a role in capacity development in the region.
Besides the university training, it was noted that training of technicians is equally important.
These training are often pitched to diploma and certificate (vocational) levels and are offered
by colleges. Examples given were Botswana College of engineering and technology, Natural
Resources College in Zambia, the Institute of water and sanitation development in
Zimbabwe. The group suggested that there is need to undertake auditing in these colleges
to know the content of the courses offered as well as the level of training of the instructors.
Other training options should include short term courses designed for in-service employees
such as government officers. Other issue considered which relate to training needs include
the need to design course such that there is a clear link between the colleges, research
centres and universities training. There is also a need to establish national qualification
Page 35 of 41
accreditation programs. It is also important to avoid producing graduates with no practical
training hence the need for links between training institutions and the industry. The centres
of excellence, together with existing structures such as WATERnet can take up these issues
and use them to improve the quality of training and research in the SADC region.
In order to accommodate sustainability of research and development in the water sector, the
Water Research Commission (WRC) model for funding research (which is based on an R&D
levy paid by bulk water suppliers) can be used in each country. However, this will require
multi stakeholder participation in order to get the commission running. Other models can be
used as well and adapted to each individual country with the view to improve research and
development, education and training in the region.
Group 2: Presented by Dr. K. Wall
The group discussed (i) water sector knowledge and information and (ii) partnerships in
capacity development institutions. The group started by identifying the users of water related
information as water services providers, water users (households, industry), scientific
community, decision makers (political, government and local authorities) and river basin
organisations / transboundary waters. The information include the quantity of water required,
water quality, how much water is used, water accounting, how community should manage
water, general water hydrology, groundwater information, spatial data, among others. The
group also thought about how the information can be managed. This may include
establishing communication hubs (i.e. knowledge repository, database and resource centre);
packaging of the knowledge (e.g. through television, newsletters, policy brief for government
and parliamentarians); need for communication specialists; use of publication fliers and
stakeholder consultations and meetings.
Regarding partnerships in capacity development institutions, the group noted that it is
important to know the mandates and activities of the institutions in order to avoid duplication,
and to provide room for synergy and complementarity between centres of excellence and the
existing institutions. It is also important to know the capacities (strengths & skills) available of
the institutions and establish room of collaboration. Also there is need to have a regular
updated source of the type of expertise available and where those expertises are. In
addition, there is need to open up and strengthen collaborations at SADC level (including
outside networks).
For sustainability, the centres of excellences need to be empowered, mainly by developing
the skills beyond one centre which can be achieved by staff exchange and post-doctoral
positions. Also by providing needs-specific training through partnerships/specialized
expertise i.e. list of areas for training, use of commercial entities. This may include
outsourcing with the aim of empowering local staff
5.5 Plenary Session and the way-forward
5.5.1 Plenary session
The afternoon session was dedicated to a plenary session, where the following issues were
raised:
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Issue 1: How can we have constructive meetings/workshops that would add value on
water issues in each country?
This can be achieved through the country workshops planned for early 2013. It was reported
that through the JRC project, five country workshops will be conducted to cover the 5
participating countries, being Botswana, Malawi, Mozambique, South Africa and Zambia.
The issues raised in section 5.4.3 can be tabled at each country workshop in order to
establish country-specific water sector issues.
Issue 2: What is NEPAD SANWATCE’s niche?
The centres of excellence were advised to identify and/or clarify their niche especially that
there are players already in the region who are doing capacity development and research.
The issue of duplication of efforts, collaboration with, and complementing other institutions’
mandate were brought to the attention of the centres of excellence to consider while
developing their specific mandate. At the end, there was an indication that the centres of
excellence will focus on high end research and development (e.g. Focusing at PhD level)
unlike the WATERnet which currently offers Masters programme.). However, NEPAD
SANWATCE will go and reflect on this potential niche. In addition, SANWATCE was advised
to engage with key institutions such as WATERnet to avoid conflict of interest.
5.5.2 Way forward
NEPAD SANWATCE will:
Compile a report of what transpired during this workshop, i.e. workshop outputs and
who were involved in the workshop
Publicise the report on Aquaknow
Write up a business plan to indicate how it will sustain itself
SANWATCE will help in identifying structural business plans
Further refine their niche in the water sector
The Workshop participants were encouraged to register for the Aquaknow, where they will
have access to resources and materials emanating from the project. In addition, they were
encouraged to visit the NEPAD SANWATCE website (http://nepadwatercoe.org/ ) where
they will learn more about the overall programme, not just the JRC project.
5.5.3 Concluding statement: Mr. Reginald Tekateka: ANBO
The workshop requested Mr Reginald Tekateka to give concluding remarks. In his
statement, he appreciated everyone’s’ participation, including individuals and organisations
present. In particular, the following organisations were mentioned:
African Ground Water Commission
Water and sanitation Organisation
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AFWA
GWP-SA
WATERNET
AMCOW
Mr Tekateka indicated that he was happy that Research and Development (R&D) has been
agreed to be the focus of the NEPAD SANWATCE network. It is important to note that other
centres and countries were not present at the workshop and it is important to connect with
water networks in Africa. Furthermore, he stated that there is a need to show relevance of
the academic institutions at the forefront., and for NEPAD SANWATCE to recognise that
they have been given an important task and therefore should work hard to achieve it.
5.6 Recommendations
The following recommendation were made
NEPAD SANWATCE want to further define key skills gaps across the water sectors,
identify existing and future resources that can be applied to fill these gaps by building
the capacity SADC nations need and assist donors co-ordinate their funding to
achieve these ends. This can be achieved through high end research and
development (R&D), which should form the main niche of NEPAD SANWATCE.
We need to align our activities with SADC WATER strategies in order to remain
relevant in addressing water issues in the region.
Collaborating with (and complementing) other existing organisations is needful to
avoid duplication of efforts and unnecessary conflicts of interest.
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5.7 ANNEXTURE
5.7.1 Programme of Events
A. Protocols and Official Opening [10 minutes to each except NEPAD – with 20] [0830
to 1000]
30min Tea Break
B. JRC PROJECT Presentations [1000-1300]
Topics Time[min] Presented by:
1. Water sector planning and capacity development strategy 20 SADC Water Div
2. JRC project 20 Project Team
3. Capacity gaps and a strategy to address them… 20 SU/Project team
15min break
4. Existing Water capacity building in SADC … … 20 GWP/Cap-Net/ WATERnet
5. Capacity development - Sector Wide and other approaches… 20 UWC/CSIR
6. Potential NEW methods of communication 20 UZam
15min Break
7 Knowledge Management Systems - Potential Benefits 20 UWC
8 Inputs to country seminars’ planning………………......… 10 CSIR/Project Team
LUNCH 1300-1400
C – Defining Conditions [90 minute breakout sessions / four areas / reports back] 1400 -
1530
9. Capacity Gaps at the National levels [Possible subgroups in various water sectors]
10. Capacity gaps in local settings [considering decentralization and urbanization issues]
11. Communication and Awareness Raising [new tools for engagement and participation]
12. Capacity Development Specific Means [Strategic regional, national and ICP
programmes]
15 min break
13. Report Back [15 min / team] 1545-1645
14. Plenary Discussion 1645-1700
...................................................................................................................................................
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SPONSORED DINNER EVENT TOGETHER 1900-2100
...................................................................................................................................................
.............
Programme Day 2 [0830 to 1730]
15. Review and Discussion of Breakout discussions 0830 – 0930
30min Tea Break
D Training and EDU [Breakout Groups: 90 minute sessions/ four areas/reports back] 1000 -
1130
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16. Plans for Training outside Formal University Courses
17. Strengthening existing and creating new Courses at Universities
18. Developing CapDev Partnerships in each of the major country water sectors
19. Institution building needs in Member States present.
15min Break
20. Report Back [15 min / team] and discussions 1145-1300
LUNCH 1245-1400
C. Ways Forward [15 min around theme of each break out group] 1400-1500
21. Defining a Plan to proceed with both in content and with named partners
D. Areas To Be Further Developed for Country Workshops 1500-1600
22. Identify specific topics and means of delivery and engagement in five countries.
E. Summary and Wrap Up 1600-1630
23. Concluding statement and understanding of agreements on how to proceed
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5.7.2 Invitation Letters
University of Botswana
on Behalf of the NEPAD Southern African Network of Water Centres of Excellence
Date: 10 May 2012
Themba Gumbo
Director,
Cap-Net
South Africa
Dear Dr Gumbo
INVITATION TO A REGIONAL CONSULTATIVE WORKSHOP:
Delivering Capacity across the Region’s Water Sectors.
You are cordially invited to attend a consultative workshop at which we wish to consider the key components,
benefits, means and actors to develop an integrated and sustainable regional programme to address capacity
development for the water sector. The development of Centres of Excellence has been seen as strategic by the
African Union for focusing science on sustainable development and water was chosen as one of the flagships to
take this policy forward. The workshop will take place in Gaborone on 13-14 June at the University of
Botswana, one of the Centres in the Southern African Network of Water Centres of Excellence.
The objective of the workshop is to explore ways and means to further enhance capacity development towards
water security in the Region. Specific areas we are hoping to engage with you and other key water sector
stakeholders from the region are:
Various water sectors’ capacity needs/priorities;
Main technical/scientific priorities (thematic areas) of Member State countries;
Discuss potential emerging methods of dialogue, awareness raising and coaching;
Evaluate the benefits of a unified regional water Knowledge Management System ;
Discuss the Sector Wide Approach and other means of implementing IWRM principles; and
Get further input to five country seminars planned for August.
Your attendance to this workshop will be highly appreciated. We view your personal inputs as directly pertinent
to attaining a greater knowledge of the water sector in the region and its capacity development needs and
priorities. A list of the key sector stakeholders we are trying to reach is shown below.
A limited number of travel sponsorships are available with the understanding that there would be only one such
offer of support per institution.
Please confirm your interest to attend before the 21st May 2012 by emailing the Workshop hosting institute c/o:
Dr. Piet Kenabatho (University of Botswana) [email protected] [+267 M: 74599317 T: 3552509
F: 3552908 ]. The draft programme of events is attached, and the final version will be sent end of May 2012.
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As the Commission’s in-house science service, the Joint Research Centre’s mission is to provide EU
policies with independent, evidence-based scientific and technical support throughout the whole
policy cycle.
Working in close cooperation with policy Directorates-General, the JRC addresses key societal
challenges while stimulating innovation through developing new standards, methods and tools,
and sharing and transferring its know-how to the Member States and international community.
Key policy areas include: environment and climate change; energy and transport; agriculture and
food security; health and consumer protection; information society and digital agenda; safety and
security including nuclear; all supported through a cross-cutting and multi-disciplinary approach.