THE CARIBBEAN WATER AND WASTEWATER … Strategic Plan v2.pdfThese methodologies were the Mc Kinsey...

Prepared By: Ermath Harrington

HARCON Harrington Consulting Limited

3rd

October 2013

THE CARIBBEAN WATER AND WASTEWATER

ASSOCIATION

DRAFT STRATEGIC PLAN 2013 – 2016

CWWA Draft Strategic Plan 2013-2016

Ermath Nicholas Harrington

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TABLE OF CONTENTS

1. INTRODUCTION 3

2. THE PLANNING PROCESS STEPS 4

3. BACKGROUND TO THE CWWA 5

4. REVIEW OF THE LAST STRATEGIC PLAN 7

5. INSTITUTIONAL ANALYSIS 11

6. SWOT ANALYSIS 13

7. STRATEGIC INTENT 17

8. GOALS, OBJECTIVES AND MILESTONES 20

9. WHAT MUST BE DONE 21

10. PROPOSED STRUCTURE 24

11. BUDGET 25

12. FUNDING ASSUMPTIONS 26

13. STRATEGIC RISK 27



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1. INTRODUCTION

The Caribbean Water and Wastewater Association (CWWA) initiated in August 2013 the

process for developing a strategic plan for the period 2013 – 2016. In addition to the fact that the

last strategic period has elapsed the development of this new plan comes on the heels of not only

going through the academic paces of preparing a plan for the sake of preparing a plan but to

provide focus for the organization in terms of relevance, value add, scope of impact and benefit

to its membership base. These considerations are seen in the context of several other

organizations operating within the Caribbean region that have similar or overlapping mandates /

work programs that address water and the corollary issues of water such as influent / effluent

(wastewater); training; solid waste; technology / equipment etc. Indeed at the higher strategic

level there are also the issues of climate change and its effects on all aspects of water, legislation

/ policy / regulation and a possible role or niche for advocacy efforts at the regional policy level

(CARICOM) for water to be a central thematic area of the regional environmental agenda.

The demands and challenges of this agenda though not resting squarely on the shoulders of the

CWWA no doubt represent areas in which the CWWA can add value and bring to bear

significant capability (membership capability) in working collaboratively with other regional

partners and institutions to add value to the “ water and waste agenda”. However, one of the key

success factors for the CWWA is the development of its own internal operating capacity to

deliver on any program of action that it decides to pursue. At the level of the Secretariat, there is

a need for creation and sustaining of a cadre of competent and capable staff who can raise the

profile of the organization and ensure that it remains sustainable, feasible and viable to discharge

its mandate and successfully achieve its goals and objectives over the next strategic period.

As part of this strategic planning process a two day strategic planning workshop was held 23rd

and 24th

August at the Kapok Hotel in Trinidad that brought together over the two days invited

members and board personnel who participated in the elucidation of the key areas for

consideration in charting the course forward for the organization.



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2. THE PLANNING PROCESS STEPS

In preparing this strategic plan the membership were first engaged via a focus questionnaire

instrument that sought to collect and collate the knowledge attitudes and perceptions about the

CWWA in terms of issues such as the validity of the vision and mission statements, a SWOT

analysis, the type of organization that CWWA should be; the value add of the CWWA to its

members; issues affecting the regional water and waste sectors and the possible role that the

CWWA can play in addressing these issues. It also addressed potential workplan components,

structure and capacity; organizational advantages over other agencies and organizations and

opinions on the annual conference and exhibition.

There was wide ranging responses to these focus questions and these responses provided fertile

input for the two day strategic planning input that was held on 23rd

and 24th

August where some

distillation and frank and meaningful discussions were held with the objective of pointing the

CWWA in the direction that it should proceed over the next three years.

Arising from the strategic planning exercise a draft strategic plan was prepared and circulated for

comment among the membership to facilitate additional input and feedback. The document will

remain in draft format until a facilitated consultation is held during the course of the 2013

CWWA Annual Conference and Exhibition to be held in Barbados following which the final

strategic plan document will be submitted.

During the strategic planning workshop two notable methodologies were utilized to harness the

broad spectrum of perspectives from the participants. These methodologies were the Mc Kinsey

7S model and the World Café approach which were found to be very effective in directing and

corralling all of the various inputs from the participants by focusing the discussions structurally



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3. BACKGROUND TO THE CWWA

The Caribbean Water and Wastewater Association (CWWA) is a regional non-governmental

organization established by an Act of Parliament in Trinidad & Tobago in 1991. The CWWA is

a grouping of water, wastewater and solid waste professionals in the public and private sectors.

Its current Vision and Mission statements are respectively:

Vision

To be the preeminent Association of professionals, practitioners for water and waste sectors in

the

Caribbean

Mission

To advance the science and practice of water supply, wastewater and solid waste management

and promote the efficient management of utilities for the sustainable development of Caribbean

people

Aims and Objectives

To promote education and training in water supply, wastewater and solid waste disposal

to ensure an adequacy of trained manpower and well-informed members of the public.

To encourage the study, research and development in water supply, wastewater and solid

waste disposal, and the publication of the results of such work, so as to provide for

appropriate and dynamic technological advances in the Caribbean.

Membership Structure

The CWWA is a membership based organization that comprises the following classes of

membership:

Member - Individual

Associate Organization - non-corporate/non-utility organization/project in related field of

water, waste and environmental management



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Student – Engineering or Science graduate or post graduate degree

Corporate Company - National, regional and international “COMPANIES’ working in the field

of water supply, wastewater or solid waste disposal, such as consultants, contractors,

manufacturers or plant and equipment.

Corporate Utility - National or regional ‘UTILITIES’ operating in the field of water supply,

wastewater or solid waste disposal and providing services as a public or private sector utility.



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4. REVIEW OF LAST STRATEGIC PLAN

The last strategic planning exercise that was conducted in 2002 produced a strategic plan to

2010. It was facilitated in the form of a meeting which had as its objective “…… to examine the

current and emerging issues facing the Association and its stakeholders, and to define a clear

strategic direction in which the Association would develop the capacity and flexibility to

respond, in a proactive manner, to the challenges of its constantly changing environment.”.

This meeting identified the critical issues facing the industry and the CWWA at the time which

were health; the socio-political environment and the socio- economic environment. Additionally

the challenges to the CWWA at that time were related to:

Membership – attraction and motivation of new members; provision of training opportunities;

accreditation; organizing beyond the regional conference

Industry – harmonization of standards in the industry; (Water Quality Standards); development

of industry guidelines; development of cadre of trained technicians,

Advocacy – regional issues that can be addressed by the CWWA ; advocacy on technical issues

A review of the trends that pertained at that time revolved around:

The impact of privatization on the industry

Separation of regulatory and operational functions

Waste management

Human Resource Development

The pillars on which the strategic direction of the CWWA were to be set were credible then and

indeed remain relevant today a full eleven years after. However there was no documented

implementation plan to fulfill the mandate and goals that were set. Additionally, and most

importantly there was no implementation capacity resident in the organization to follow through

with a workplan for achieving the goals of the organization. Specifically, this capacity relates to

the existence of a fully staffed (to scale) and empowered secretariat along with a concomitant

budgeting and fund raising regime to keep the organization viable in the pursuit of its strategic



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objectives. There has been an overreliance on the annual conference and exhibition and indeed

the question was raised in the planning document of 2002 “how does the association organize

beyond the annual conference”.

The audited financial accounts for the years 2010 – 2012 show declining income (In 2010

conference income was $260,509.00 declining to $150,000.00 in 2012) (35%) from the annual

conference and exhibition as well as sponsorship. By all indications, with the exception of

membership dues, the main source of revenue for the CWWA has been the annual conference

and exhibition. There has not been any attempt to diversify out of this revenue stream via other

fundraising mechanisms and by extension this has probably limited the CWWA’s ability to build

the capacity in the secretariat to achieve some of the objectives and activities that it had set.

The last “Action Plan” developed by the CWWA covered the period 2010 – 2012. It identified

the following as objectives and strategies to be pursued over the two year period:

Raising the Profile of CWWA

Increased Participation in Regional Water Related Activities.

Develop List of National and Regional Stakeholders.

Upgrade Sector News coverage to new Stakeholders.

Thank You Notes for CWWA Conference

Update CWWA Membership Package

Solidify the Solid Waste Section (CWWA Name)

Involvement/Activities/Press Releases Water Related Days

Develop contacts with the Regional Media

Membership Building (Regional &Local Levels)

Update List of Country Representatives & Sections.

Send Invitation Letter to Join to Stakeholder Entities

Collaborate with Other Regional Entities



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Distinguished Lecture Series

Double Membership Base

Strengthening the Secretariat

Work toward an Executive Director

Update/Establish Standard Operation Procedures/Job Descriptions.

Upgrade Use of Networking/Conferencing software

Upgrade Website

Build Effective Partnerships with Affiliates

AIDIS –Re-Establish CWWA as Regional Chapter

CEHI – Joint Action Plan, IWCAM/CEF,

CAWASA (formerly known as CBWMP) – Joint Training/Certification

PAHO - Re-Establish Connection, Water Safety Plans

ANEAS – CWWA Institutional Capacity Building

CARICOM – Regional Water

IDB – WOP’s, Workshops

UN-Habitat – WOP’s, Benchmarking

UNEP – LBS Protocols

Provide Value Added Services and /Training

Increase number of Courses/Workshops

Benchmarking/KPI’s for Caribbean Utilities

Re-Package CWWA Past Papers



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Improvement of Financing

Increased Use of Budgeting

Recruit Assistant Treasurer

Year Long Sponsorships

Billing for Secretariat Services, Establish Unit Rates

Seminars and Workshops

Distinguished Lecture Series

Strategic Planning

Prepare 2010 plan and Update Monthly

Update CWWA Strategic Plan

Update Conference Manual

Update CWWA Constitution

The performance outcomes of these objectives and strategies were not very tangible pointing to

the central issue of the CWWA having a lack of sustained implementation capacity.



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5. INSTITUTIONAL ANALYSIS

A gap analysis was done to assess the institutional gaps of the organization using the Mc Kinsey

7S Model the following were the findings:

“S” Present Future

Strategy Absence of strategic planning process

Lack of clarity on goals of the

organization

Lack of an effective platform for

professional development

Membership base restricted to

“water” stakeholders only

Renaming of the organization to

include Solid Waste Management

area

Sustainable strategy supported by cyclical

strategic and operational planning and

implementation

Defined mission and vision that supports

clear and unambiguous objectives

Professional development role in terms of

training and business incentives

Expansion of membership base to include

Joe Public and other interested

individuals/organizations

Update / upgrade to CWWA Act.

Structure Voluntary organizational structure

and no structural capacity to

implement

No effective national chapters in

place

Fully staffed Secretariat lead by an Executive

Director

Developed National Chapters that operate as

sub offices of the CWWA

Systems No performance management and

evaluation system

No proper financing mechanism

(only the Conference)

Development of a performance management

system that is cascaded throughout the

organization and also evaluates major events

/ programs (conference)

Organization needs to “sell” something

besides the conference to ensure recurrent

and sustainable income



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Inadequate budgeting system

Development of annual budgets to inform

activities for the year

Shared

Values

Not enough Volunteerism

No incentives to members

Limited active collaboration

Increased levels of Volunteerism

Provision of members incentives

Expand and seek out wider and more active

collaborations on projects / programs and

events

Style Lack of a “CWWA” brand

Not results driven

No perceived “value add” of the

organization

Develop a brand (strategy) around signature

events such as the conference or other high

level events

Results based culture in the CWWA

Become a demonstrated value adding

organization in the region for stakeholders

Staff No full time leadership

Not enough staff with required

strategic skill sets to benefit the

CWWA

No documented policies and

procedures (limited)

Empowered and committed Executive

Director in position and providing effective

leadership

Permanent Staff: Executive Director,

Executive Assistant, Communications

Marketing Officer; Training Officer

(contractor)

Developed and documented organizational

policies and procedures

Skills No active database of specialist

professionals

Only available on a part time basis

Absence of softer strategic skill sets

Development of a professional skills bank

Enhanced access to skills

Skill sets of strategic leadership, marketing,

communication and administration

introduced and sustained in the organization



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6. SWOT ANALYSIS

The following is the SWOT analysis for the CWWA

Strengths (what makes us strong) Weaknesses (what makes us weak)

Membership Loyalty

Technical Resource

Access

Lack of

institutional

memory

No effective documentation /

archiving

Annual

Conference

Opportunity for staff

exposure

Lack of active involvement

of past executive members

Gathering of sector

professional

Inactive National

sections

No active structure, systems

in place and working to bring

national sections to life

Avenue for information Communication Poor communication and

information exchange

(organization to

membership)

Networking Low product

offering

Only the conference

Regional in

Scope

Unified Lack of required

organization

Inadequate secretariat and

staff and no structural

capacity

Caribbean Unity

Shared and similar

challenges

Networking Facilitates professional

development

Opportunities for

growth

Build relations

International Improves chances of



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visibility generating more

revenue and

collaboration

Linked to Water

Utilities

Support to Secretariat,

conference and

members

Strong

Partnership

Help brand, resource

mobilization

HLS Mechanism to influence

policy making

Autonomy for

self

determination

Independent



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Opportunities(what must we pursue) Threats (how do we neutralize these threats)

Global

recognition /

Branding

Resource Library

(on line and

hardcopy)

Competition from sister

organizations with

similar mandates can

make CWWA become

less relevant.

Approach sister agencies

for merging associations

with similar platforms and

missions.

Build value and image

branding with more timely

and relevant

communications

MOU’s and

Strategic Alliances

Membership fatigue and

loss of interest can result

in inactivity of national

chapters

Increase shared- value,

business activities and

interactions with national

chapters,

Assign and hold

accountable national

chapter chairs for

responsibilities, initiatives

and engagement in

Executive Meetings.

Umbrella body for

the water and waste

sector in the

Caribbean

Limited financial

support by the public

and private sectors due

to lack of support and

reduction of economic

activity

Consistency on invoicing

and collection.

Incentivize financial

support with value added

membership benefits.

Platform to facilitate

action and best

practice

Inconsistent use of

socio-technical tools,

such as social media,

webinars and general use

of the Internet, to

communicate with the

membership.

Being consistent with

postings, blog, website

updates.

Develop webinar strategy.



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Training and

Certification

Professional

development

(collaboration with

SWANA,

CAWASA) –

regional and in

country

Lacking effective

management of

government and NGO

leadership

Developing a succession

plan between President and

President-Elect for

management of political

dynamics between

government and NGOs.

Board training for CWWA

Executive members on a

regular basis.

Webinars

Mini

Conferences

Activities at local

level

Industry

recognitions

and

endorsements

Best experts /

practices

Exhibitions /

Vendors

Stakeholders

Engagement

Industry Working

group

Public Education

and Outreach

Use of Social Media

Advocacy



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7. THE STRATEGIC INTENT

Based on the results and information collated from membership feedback, the strategic planning

workshop and stakeholder inputs a clear line of thinking has been established to create the

strategic intent for the CWWA which identifies the inputs, outputs and outcomes for the

organization in the context of the vision and mission of the organization. This vision and mission

statements respectively were slightly reworded in the strategic planning session and their new

draft forms are:

Vision: CWWA is the preeminent association providing development opportunities and support

to the professionals and practitioners of the water and sanitation sectors in the Caribbean

Mission: CWWA brings together the water and sanitation community in the Caribbean towards

the protection of public health and the promotion of sustainable development. Through collective

leadership, CWWA positively influences advancements in technology, education, science,

management, and country and regional policies in the water and sanitation field

The new intent is also meant to capture the solid waste sector as it has been recognized as a key

cross thematic sector on the issue of water in the region.

Following from the workshop and the various inputs from CWWA stakeholders, the vision and

mission statements and particularly given the Seven “S” gap analysis and SWOT analysis the

goal of the CWWA is really to create and exploit a niche that it can provide real value to the

region, its members and partners. It is from this goal that the respective work / programmatic

planning, financing mechanisms, membership engagement, collaboration and alliances, events

(conference) and national chapter resuscitation can find a context and space in the strategic plan.

This strategic intent has to be grounded on the basis of developing the necessary capacity and

capability in the organization and be cognizant of the need for its strategic journey in support of

its vision and mission, to be powered by its members and partners and in this regard it also

signals a major change in the modus operandi of the organization from a sole reliance on



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volunteerism and an annual conference and exhibition to focused strategies and programs driven

by competent professionals in the Secretariat leveraging the membership and partners and other

stakeholders. The organization’s strategic outcomes must be perceived to add value to the

regional water and waste sector particularly among regional governments, agencies and its own

membership in order to maintain sustained relevance.

2013 – 2016 Key Elements

The Strategic Plan will enable the CWWA to:

Build Organizational Capacity – Secretariat and National Levels

Membership Engagement and Development

Sector Leadership and Advocacy

Develop a Programmatic Agenda (Collaborative)

Build a platform for sustainable financing and fundraising

Core Values

The Core Values that will support the plan are:

Shared Responsibility for the Regional Development. We are committed to the Caribbean,

and to assuring that water is managed for the greatest good, and that all segments of society have

a voice in the process.

Commitment to Honesty, Integrity and Teamwork. We are committed to honesty and

integrity in all actions of our staff and members, and to helping each other and our partners

openly share information and solve problems in a spirit of cooperation.

Commitment to Excellence. We are committed to the highest standards of service, products,

and operations, through continuous review and improvement.

Commitment to Diversity. We are dedicated to becoming more inclusive by increasing the

diversity of our staff, membership, and leadership.

The CWWA’s strategic intervention will be informed by the knowledge and firsthand insights it

will acquire by working closely with national branches and partners and through effective



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membership engagement. In order to ensure two-way exchange of ideas and information it will

resuscitate / implement the national CWWA branches in all territories and work closer with

regional water utility companies to provide support for issues in the regional water sector at the

political level.

While always working towards achieving its vision, the CWWA will be grounded in economic

reality, and the achievement of practical outcomes. A ‘managing for results’ approach will hold

it accountable for concrete results and will be reinforced by its renewed strategic intent.

This Strategic Plan is focused around four thematic areas or goals – Institutional Strengthening;

Sector Leadership and Advocacy, Programming and Sustainability. The objectives and the

activities that support them provide the means to achieve the goal of this Plan.

Institutional

Strengthening

Sector

Leadership and

Advocacy

Programming

Organizational

Sustainability

CWWA Vision and

Mission



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8. GOALS, OBJECTIVES AND MILESTONES

The following goals, objectives and milestones are critical to the achievement of the strategic

plan

Goals Objectives Milestones

Institutional

Strengthening

To build organizational

capacity at the Secretariat

and National Branch

Levels

To enhance membership

engagement and

development

The CWWA has a fully staffed and

competent Secretariat lead by a capable

Executive Director (2014)

Fully functional CWWA National Branches

operational in all territories (2016)

Documented membership engagement

strategy to include communication and

outreach, skills bank, newsletter, social

median (2014)

Training and development program for

members developed in collaboration with

sister organizations (2014)

Improved and financially viable annual

conference and exhibition (2014)

Sector

Leadership and

Advocacy

To become the sector lead

and focal point for

advocacy on water and

solid waste related issues

Recognition by Caricom, regional water

utilities and other regional and international

agencies that CWWA is the lead organization

with respect to water, waste water and solid

waste management (End of 2016)

MOU signed with Caricom (End of 2015)

Programming To develop a programmatic

agenda (Collaborative)

Documented programming agenda of

activities, projects and programs to be

pursued individually and/or collaboratively

(2014)

National Branches engaged to facilitate

activities at the national levels (local

programming)

Organizational

Sustainability

To develop a sustainable

and viable financing and

fundraising strategy for the

CWWA

Development of a financing / fundraising

plan for the CWWA (2014)

Development of a financial management

framework (2014)



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9. WHAT MUST BE DONE

Vision: CWWA is the preeminent association providing development opportunities and support

to the professionals and practitioners of the water and sanitation sectors in the Caribbean

Mission:. CWWA brings together the water and sanitation community in the Caribbean towards

the protection of public health and the promotion of sustainable development. Through collective

leadership, CWWA positively influences advancements in technology, education, science,

management, and country and regional policies in the water and sanitation field

Institutional Strengthening

Objective: To build organizational capacity at the Secretariat and National Branch Levels

Outputs:

1. The CWWA has a fully staffed and competent Secretariat lead by a capable Executive Director (2016)

2. Fully functional CWWA National Branches operational in all territories (2016)

Focal Area Activities Targets

Structures and

Procedures

Change name of organization from Caribbean Water and Waste

water Association to Caribbean Water and Waste Association

(Amendment to Act)

Update Organization’s Constitution

Hire an Executive Director

Design and implement Secretariat Structure

Establish Technical Committees

Develop HR and organizational polices and processes

Design and implement Performance Management System

2015

2014

2014

2014

2014

2014

2014

Establishment of

National Branches

Commission fully functional CWWA National Branches in all

territories

Three per year

Enhanced

Membership /

Partnership

Engagement and

Development

Documented membership engagement strategy to include

communication and outreach, newsletter, social media

Training and development program for members developed in

collaboration with sister organizations

Improved and financially viable annual conference and exhibition

Develop a membership skills bank

Finalize CWWA - AWWA/CAWASA linkage

2014

End 2014

2014 and ongoing

2014

2015



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Sector Leadership and Advocacy

Objective: To become the sector lead and focal point for advocacy on water and solid waste related issues

Outputs:

1. Recognition by Caricom, regional water utilities and other regional and international agencies that CWWA

is the lead organization with respect to water, waste water and solid waste management

2. MOU signed with Caricom

3. Stronger and effective HLS Outputs


Sector Leadership Identify the key technical, regulatory, and legislative issues facing

the regional water community and prepare agenda for action

Improve links with key stakeholders (PAHO(SDG’s,Haiti), CEHI,

CAWASA)

2015

2014 and ongoing

Advocacy Enhance grassroots capabilities to educate decision makers and the

public with respect to water issues

Build alliances and coalitions in support of advocacy programs for

the water community

Strengthen HLS

2015

2014-2016

2015 and ongoing

Programmimg

Objective: To develop a programmatic agenda (Collaborative)

Outputs:

1. Documented programming agenda of activities, projects and programs to be pursued individually and/or

collaboratively (2014)

2. National Branches engaged to facilitate activities at the national levels


Programmatic

Agenda

Explore programmatic collaborations with other organizations and

agencies

Develop alliance with regional Universities to deliver programs,

courses and modules

Documented programming agenda of activities, projects and

programs to be pursued.

National Branches engaged to facilitate activities at the national /

local levels

2014 and ongoing

2015

End of 2014

2014



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Organizational Sustainability

Objective: To develop a sustainable and viable financing and fundraising strategy for the CWWA

Outputs:

1. Development of a financing / fundraising plan for the CWWA

2. Development of a financial management and budgeting framework


Membership Dues Review membership fee structure

Increase and retain membership base

Reduce membership arrears

2014

10% per annum

90% current

Improvement of

Annual Conference

and Exhibition

Increase sponsorship and participation levels at Annual Conference

20% increase in

sponsorship per year

Resource

Mobilization and

Fundraising

Develop viable and feasible projects and programs for funding

Research and Apply for financial Grants

Late 2014

2014 -2015



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10. PROPOSED STRUCTURE

In support of the implementation of the CWWA strategy the following lean organizational

structure is proposed to be achieved by 2016:

Total Secretariat Staff Complement: 5

Education and

Outreach Officer

ICT

(Outsourced)

Board

Technical

Committees

Administrative

Officer

Executive

Director

Education and

Outreach Officer

Projects and

Programs Officer

Accounts

Assistant



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11. BUDGET

The successful implementation of the CWWA strategic plan will require a budget to facilitate the

achievement of the respective objectives and activities. The budget is divided into two areas –

Recurrent Expenditure and Work Programme. It is formulated on the basis of a gradual or phased

buildout of the Secretariat as well as the respective programming areas. It also creates a platform

in cases of the programming, to facilitate co-funding arrangements by committing funds in order

to attract co-finance and thereby satisfy funding requirements to pursue various projects and

programs.

11.1 Summary Budget

RECURRENT (USD)

Year 1 Year 2 Year 3 TOTAL

Salary & Emoluments $96,000.00 $192,000.00 $210,000.00 $498,000.00

Office Rent

Utilities

Office Supplies $800.00 $800.00 $800.00 $2,400.00

Travel $20,000.00 $20,000.00 $20,000.00 $60,000.00

ICT $1,200.00 $1,200.00 $1,200.00 $3,600.00

Audit Fees $2,000.00 $2,000.00 $2,000.00 $6,000.00

Miscellaneous / Contingency $3,000.00 $3,000.00 $3,000.00 $9,000.00

TOTAL $123,000.00 $219,000.00 $237,000.00 $579,000.00

WORK PROGRAMME (USD)

Year 1 Year 2 Year 3 TOTAL

Institutional Strengthening $40,000.00 $20,000.00 $5,000.00 $65,000.00

Sector Leadership & Advocacy $20,000.00 $60,000.00 $60,000.00 $140,000.00

Programming $30,000.00 $30,000.00 $30,000.00 $90,000.00

Organizational Sustainability $5,000.00 $5,000.00 $5,000.00 $15,000.00

TOTAL $95,000.00 $115,000.00 $100,000.00 $310,000.00

GRAND TOTAL $218,000.00 $334,000.00 $337,000.00 $889,900.00



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11.2 Detailed Budget

RECURRENT (USD)

Year 1 Year 2 Year 3 Total

Salary & Emoluments

Executive Director $72,000.00 $72,000.00 $72,000.00 $216,000.00

Projects and Programs Officer $54,000.00 $54,000.00 $108,000.00

Education and Outreach Officer $42,000.00 $42,000.00 $84,000.00

Administrative Officer $24,000.00 $24,000.00 $24,000.00 $72,000.00

Accounts Assistant $18,000.00 $18,000.00

Office Rent

Utilities

Office Supplies $800.00 $800.00 $800.00 $2,400.00

Travel $20,000.00 $20,000.00 $20,000.00 $60,000.00

ICT $1,200.00 $1,200.00 $1,200.00 $3,600.00

Audit Fees $2,000.00 $2,000.00 $2,000.00 $6,000.00

Miscellaneous / Contingency $3,000.00 $3,000.00 $3,000.00 $9,000.00

TOTAL $123,000.00 $219,000.00 $237,000.00 $579,000.00

WORK PROGRAMME (USD)

Year 1 Year 2 Year 3 Total

Institutional Strengthening

Update Organizations Constitution $5,000.00 $5,000.00

Implement Secretariat Structure $5,000.00 $5,000.00

Develop HR and Organizational Policies and Procedures $10,000.00 $10,000.00

Design and Implement Performance Management System $10,000.00 $10,000.00

Establishment of National Branches $5,000.00 $5,000.00 $5,000.00 $15,000.00

Develop membership engagement strategy $5,000.00 $5,000.00

Develop Training and Development Program $15,000.00 $15,000.00

TOTAL $40,000.00 $20,000.00 $5,000.00 $65,000.00

Sector Leadership & Advocacy

Ident. of key technical, regulatory and legislative issues $10,000.00 $10,000.00 $10,000.00 $30,000.00

Improvement of links with key stakeholders $5,000.00 $5,000.00 $5,000.00 $15,000.00

Enhancement of grass root capabilities to educate decision

makers on water issues

$10,000.00 $10,000.00 $20,000.00

Build alliances and coalitions in support of advocacy

programs

$30,000.00 $30,000.00 $60,000.00

Strengthen HLS $5,000.00 $5,000.00 $5,000.00 $15,000.00

TOTAL $20,000.00 $60,000.00 $60,000.00 $140,000.00

Programming

Programmatic Collaboration with other organizations $5,000.00 $5,000.00 $5,000.00 $15,000.00

Develop Alliances with regional universities $5,000.00 $5,000.00 $5,000.00 $15,000.00

Develop and execution of programs and projects $20,000.00 $20,000.00 $20,000.00 $60,000.00

TOTAL $30,000.00 $30,000.00 $30,000.00 $90,000.00

Organizational Sustainability

Develop viable and feasible projects and progs for funding $5,000.00 $5,000.00 $5,000.00 $15,000.00

TOTAL $5,000.00 $5,000.00 $5,000.00 $15,000.00

Year 1 Year 2 Year 3

GRAND TOTAL $218,000.00 $334,000.00 $337,000.00 $889,900.00



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12. FUNDING ASSUMPTIONS

Funding is the most important factor that will determine the extent to which the strategic plan

(and concomitant operational plan) can be achieved. Presently, the major fundraising activity is

the annual conference and exhibition (ACE). However as seen in the initial findings with specific

reference to the audited accounts of income for the CWWA for years 2010 - 2012, there has been

a decline of income from the ACE. (figures for 2013 which would include the income from the

2013 ACE have not yet been produced). The funding assumptions to achieve the goals and

objectives of the strategy are therefore in the main premised on the continued importance of the

ACE as the major income generating activity with a required focus to develop other avenues to

attract sustainable income. In total the income streams that will support the implementation of

the strategic plan will entail:

Increase Revenue from the Annual Conference and Exhibition

Increase collection of arrears of dues (short term) and maintenance of up to date payment

of member dues

Development of programs to attract donor funding

In Kind contributions from members, partners, agencies (volunteerism)

Co-Financing arrangements with other regional / international partners on specific

projects / programs

Provision of certified courses / programs either singly or in collaboration with other

organizations

Application for grant funding

Direct funding streams (Trust Funds, J D Rockeller Fund, JB Fernandez Fund etc)

Local Fundraising Activities at CWWA National Branch Level in various territories

Partnership / sponsorship arrangements with regional private sector bodies

The ability to successfully tap into these potential sources of funding ( with the exception of the

ACE to some extent) requires the building of a CWWA Brand and relevant work programs of

action in order for the work of the organization to be “bankable” and motivate the various

sources to want to work with or contribute funding to the CWWA.



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13. STRATEGIC RISK ASSUMPTIONS

The main risk assumptions arise from the Threats component of the SWOT analysis as well

as downside risk associated with implementing the programs of action and capacity building

strategies.

Programmatic

Area

Risk Factor Likelihood Impact Risk Mitigating Action

Institutional

Strengthening

Lack of mobilization

and implementation

culture

High High Board, Committees and

National Branch

Committment

Inability to attract

adequate staff for

Secretariat

Medium High Focused recruitment

drive

Lack of mobilization

to build National

Branches

High High Assign and hold

accountable national

chapter chairs for

responsibilities,

initiatives and

engagement in Executive

Meetings.

Membership Fatigue

/ withdrawal

Medium High Increase shared- value,

business activities and

interactions with national

chapters,

Sector

Leadership and

Advocacy

Lack of recognition

regionally

Low High Develop the CWWA

Brand

Inability to sign

MOU with

CARICOM

Medium Low Continuous follow and

engagement with

CARICOM

Lack of

intersessional follow

up between HLS

Medium Medium Develop intersessional

framework for follow up

on action items arising

out of the HLS

Lack of aggressive /

assertive advocacy

on issues

Medium High Develop strong advocacy

program of action

Failing to build

relevant and strategic

alliances

Medium Medium Continuous engagement

with partners (existing

and new)

Inability to connect

and influence

regional decision

makers

Medium High Develop intersessional

framework for follow up

on action items arising

out of the HLS



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Engagement with

CARICOM / COTED

Programming Lack of

programming design

and implementation

(programs and

projects)

Medium High Develop relevant

programs of action to

attract interest among

stakeholders / partners

and funding / financing

opportunities

Inability /

unwillingness for

partnering /

collaborations with

other agencies

Medium Medium Establish knowledge

sharing platforms to

facilitate exchange of

information / knowledge

Organizational

Sustainability

Increasing

membership arrears

Medium High Consistency on invoicing

and collection of member

dues.

Failure to increase

membership interest

/ base

Low Medium Incentivize financial

support with value added

membership benefits

Being consistent with

postings, blog, website

updates.

Develop webinar

strategy.

Decrease in

volunteerism

High High Empowerment of the

Board, Committees and

National Branches

Decrease in

sponsorship and

participation levels

at ACE

Medium High Continuously improve

the ACE “brand” and

overall event experience

THE CARIBBEAN WATER AND WASTEWATER … Strategic Plan v2.pdfThese methodologies were the Mc Kinsey...

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