TOR MCC Review

22 February 2007

Introduction• This discussion follows on from the Discussion Paper

prepared by Louse Colvin: “Rationalisation of National Sector Masibambane Structures”

• Tabled at last MCC but not discussed in any depth• Focus on redesigning the agenda• This presentation follows on from the Discussion Paper:

attempts to put forward some initial ideas and gain some initial inputs

• Thereafter:– Follow up with a few interviews– Develop proposals– Present to stakeholders– Modify– Implement

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

Sector Forum Review: Proposed Principles to Guide the Process

1. Review is good and probably life preserving!2. It should be holistic3. The sector fora should now address the full water cycle4. There should be a stronger linkages with provinces5. It should have a strategic imperative (structure follows

strategy) 6. It should involve decision makers 7. It should be inclusive8. It needs to integrate with other sectors9. Enhanced effectiveness is non negotiable!

SynopsisWS Sector Leadership Group (Strategic guidance and co-ordination)

1. Guidance to achieve vision and contribute to development goals and economic growth2. Facilitate building of a well informed and organised sector3. Promote sector collaboration and effective management and co-ordination of the water

services business

MCC/WSSCC (National co-ordination and reporting of sector)

Sector to report qualitatively at a strategic level on progress against sector goals and targets with the aim of:

1. Assessing performance, addressing constraints and advising on budget allocation

2. Co-ordinating implementation and support for improved delivery

3. Ensuring an informed sector working collaboratively in common direction

Masibambane (Business) Committee (Oversight of Masibambane business)

Provide oversight and support to MSB programme management, ensuring accountability to sector and donors:▪ Budget ▪ Sector investment and fundraising ▪ Audit ▪MSB evaluations ▪ Financing agreement ▪ Donor liaison ▪ Partnership agreements ▪ Annual report

Masibambane programme management

Provincial water sector forums Collaborative development and implementation of strategies and plans

Mission of the Water Services Sector Leadership GroupTo guide the WS sector to achieve its vision

and contribute to the development goals and economic growth of the country

To facilitate the building of a well informed and organised sector, in which every role player is enabled to effectively fulfill their role and functions

To promote sector collaboration and effective management and coordination of the water services business

Masibambane Business Committee

Purpose

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

The Purpose of the MCC

1. Assess performance, addressing constraints and advising on budget allocation

2. Co-ordinate implementation and support for improved delivery

3. Ensure an informed sector working collaboratively in common direction

Objectives Sector is able to monitor on a regular basis its progress and

ability to meet sector targets To raise critical issues that can be taken up at a national level

with relevant parties To address critical issues in a timely manner To share and exchange information and viewpoints across

provinces and with national sector players To forge common understanding and coherence within the sector To facilitate coordination of programmes, initiatives and

activities To inform the strategy and policy making processes of national To assist in better planning for succeeding years To ensure Masibambane and other donor support is targeted and

effective in order to meet sector needs and ensure sustainable delivery of water services

To give special attention to cross cutting issues for sustainability (such as gender equity, environmental management, appropriate technology and involvement of civil society, especially NGOs and CBOs)

FunctionsTo guide the development of strategic plans and

budgetsTo monitor and evaluate progress against strategic

plansTo review budget and expenditure patterns and advise

on changesTo ensure strategic alignment within the sector and

other sectorsTo provide credible quarterly reports for all interested

partiesTo provide management oversight Masibambane

support from a sector perspective

Membership/participants Chairs: DWAF and SALGA DWAF National DWAF Regional DPLG: WS persons SALGA: WS persons Dept of Health Dept of Education Provincial sector representatives Donors: EU, Ireland and DFID NGOs: Mvula and SANGOCO Masibambane: Programme Manager, Sector Collaboration,

Drivers, Regional Coordinators and support staff Gender Unit WIN Activity managers as deemed necessary

Agenda focusBusiness of the meeting (agenda, matters arising, etc.)

Reports of provinces and national programmes

National overview of progress and expenditure

Special topics for discussion – addressing critical challenges/sharing new initiatives

Some initial thoughts (1)• In view of the role of the MCC, quarterly progress

reports are non negotiable!– 9 Regions– 3 to 5 Sector Partners– 6 to 10 cross cutting issues– Topical issues– You can see why there is a problem!

• We clearly cannot take presentations on all of these: should we adopt some sort of rotational system?

• Is there more scope for standard templates for reporting?

Some initial thoughts (2)• If you want to get quality discussions you have to break into

smaller groups• How do you decide on the strategic issues for in-depth

discussion? Do we need some sort of “EXCO” for the sector?

• Is it better to decide these issues on the day?• How can we create space for the provinces to escalate key

issues?• How do we decide what goes to the MCC and what goes to

the WSSLG?• Purpose of the MCC is key:

– Lesson learning vs. performance management

Some initial thoughts (3)• What is the “culture” of the MCC?

– Can there be open discussion?– Do people prepare properly for the meeting?– Will they do so in future?– Is accountability a key issue? – Can we “close” agendas on time?– How can we be more action orientated?

• How can we try and get more senior people attending: “what’s in it for them?”

• How does the “Water for Growth and Development” imperative affect our deliberations?

Some initial thoughts (4)• How best to incorporate water resources aspects

– Do we focus only on the interface?– Is it an evolutionary approach?– How does this impact on reporting templates?– How des this impact on the agenda?– How does this impact on membership?

• How does the IGR Act impact on our deliberations?• What time limit do we set for the meeting duration?• We need to remove “water services” from all of the

names!

IGR Act• President's Coordinating Council

• National Intergovernmental Forums

• Premier's Intergovernmental Forum

• Provincial Intergovernmental Forums

• District Intergovernmental Forums

Name/title

To revert to the “MCC”?Keep WSSCC?Choose another. Ideas are WSRC or RCWS

(variations of Reporting Committee for Water Sector) WSMC or MCWS (Monitoring Committee) or use Forum instead of Committee WSCF (WS Collaborative Forum)

OR:Water Sector Programme Management CommitteeNational Water Sector Programme Management

Committee

TOR MCC Review

22 February 2007

Masibambane Business Committee…Responsibilities and functions To finalise the annual budget and any re-allocations To research and ascertain the sector investment needs and

identify possible sources of funding To guide and oversee the mid-term and end of programme

Masibambane evaluations and disseminate the findings, ensuring follow up on the recommendations. This will require the approval of the TOR, the consultant team and the report

To handle the EU financing agreement and donor proposals and agreements

To liaise with donors and treasury To explore and negotiate partnership agreements To oversee and endorse the annual reports and other donor

reports To engage with the audit process and ensure corrective actions if

required To ensure sector decision making on strategic matters

IGR Act• Premier's Intergovernmental Forum

– Premier– MEC for local government– Mayors of DMs and Metros– Role e.g.:

• Implementation of national policy• Development of provincial policy• Coordination of planning• Consider reports from other IGR fora

• Provincial Intergovernmental Forums– Established by Premier– For any specific functional area to promote and facilitate effective and efficient relations

between province and local government– Also for any specific part of the province– Composition determined by Premier

Responsibilities of partners To ensure effective reporting and be responsible for feedback

into own structures Provincial reps to raise critical local/provincial issues on the

national agenda To inform sector partners of any major developments or

initiatives To ensure follow up and response To foster institutionalisation of the sector approach

Review strategic priorities

Review design of structure

Define relations

with other structures

Revise TOR, agendas,

membership etc.

Implement

Process for the Strategic Review of the Northern Cape Sector Forum

Water Summit

Analyse other

provincial structures

PGDS

Stakeholder

workshop: critique/vis

ioning

Approval by Sector

Forum

Approval by MEC

and Premier