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The Development of a Catchment Management Strategy Stakeholder Engagement Sessions January- February 2010.

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Presentation on theme: "The Development of a Catchment Management Strategy Stakeholder Engagement Sessions January- February 2010."— Presentation transcript:

1 The Development of a Catchment Management Strategy Stakeholder Engagement Sessions January- February 2010

2 Background The Breede-Overberg Catchment Management Agency was established by the Minister of Water Affairs in July 2005. The Governing Board was appointed in October 2007 and the CMA became operational with the appointment of the CEO in 2008. In 2008 the CMA submitted their first Business plan to DWA which was approved by the Minister.

3 Background In terms if the National Water Act (36 of 1998) the CMA has a number of initial functions by virtue of their establishment. These functions are provided in Section 80 as: a) to investigate and advise interested persons on the protection, use, development, conservation, management and control of the water resources in its water management area; (b) to develop a catchment management strategy; (c) to co ‑ ordinate the related activities of water users and of the water management institutions within its water management area; (d) to promote the co ‑ ordination of its implementation with the implementation of any applicable development plan established in terms of the Water Services Act, 1997 (Act No. 108 of 1997); and (e) to promote community participation in the protection, use, development, conservation, management and control of the water resources in its water management area.

4 What is a Catchment Management Strategy? A CMS is developed by a CMA and is a statutory document which provides the vision and the strategic actions to address integrated water resources management within a water management area. Part 2 of the NWA requires every CMA to progressively develop a CMS for the water resources within its water management area. A framework for the CMS is given by the National Water Resource Strategy (2004) (NWRS) and the DWA have provided some guidelines as to the broad range of concepts and issues that need to be considered. In the process of developing this strategy, a CMA must seek co-operation and agreement on water related matters from the various stakeholders and interested persons. This provides the opportunity to advise upon and inform the strategy development process and product

5 What is a Catchment Management Strategy? The CMS must: not be in conflict with the NWRS; be reviewed from time to time; take into account any national or regional plans prepared in terms of any other law, including any development plan adopted in terms of the Water Services Act, 1997 (Act No. 108 of 1997); and include a water allocation plan and set the principles for allocating water to existing and prospective users, taking into account all matters relevant to the protection, use, development, conservation, management, and control of water resources. This provides the opportunity to advise upon the balance between water resource protection and water use, and how we use the resource sustainably

6 Project Goal and Philosophy To develop a CMS for the Breede-Overberg WMA that supports local, provincial and national development objectives and has the broad support of all stakeholders in making the Breede-Overberg Vision of “Quality Water for All Forever” a reality.  Water for Growth and Development  Setting the benchmark for future CMSs  Influence broader institutional review process  Opportunity for establishing BOCMA within the WMA  Recognizing differences between the Breede and Overberg Catchments  Partnering between the project and client  Leveling the playing field  CMS as a living process  Basin Footprint

7 Full stakeholder participation Transparency Joint fact finding Integrated management Adaptive management Causal understanding Subsidiarity Inter-sectoral (and intra-sectoral) focus Step-wise consensus building Clear accountability Joint commitment Institutionalise the process Principles for CMS Development (global practice)

8 DWAF guidelines (2007)


10 CMS Development Process 4.5 Monitoring & info 4.2 Manage objectives Situation Assessment CMA business plan CMA business plan 3.1 Institutional review development socio-economic institutions stakeholders capacity Phase 1: Inception Phase 2: Assessment & Visioning Phase 3: Strategy Development 1.1 Stakeholder engagement participation empowerment development communication 1.3 Inception report programme interfaces information stakeholders 1.2 Information scoping catchment projects institutional 3.2 WR assessment hydro/geohyd water quality environ water use balance 3.4 Scenarios issues trends causal links futures priorities 2.1 Stakeholder participation, consultation & communication 2.2 Partner cooperation and involvement 3.5 Catchment Vision preliminary objectives 3.3 Monitoring & info review monitoring info systems projects 4.1 Options water management institutional implications information 4.4 Enabling strategies Stakeholder Cooperative Financing 4.3 WRM strategies Reconciliation WR protection Water use CMS approval DWAF Minister comment establish 4.6 Catchment Management Strategy Implementation plan Phase 4: Approval

11 Programme Year and Quarter 200920102011 SepOctNovDecJanFebMarAprMayJunJulAugSeptOctNovDecJanFeb PROJECT MANAGEMENT Task 0: Project management OOOOOO?? Task 1.1 Stakeholder engage. plan X Task 1.2: Information scoping X Task 1.3: Inception report O STAKEHOLDER ENGAGEMENT Task 2.1: Stakeholder Engagement OOOOOOOO ASSESSMENT & VISIONING Task 3.1: Information review X Task 3.2: WR assessment X Task 3.3: Institutional review X Task 3.4: Future scenarios O Task 3.5: Catchment visioning O STRATEGY DEVELOPMENT Task 4.1: Management options X Task 4.2: Management objectives Task 4.3: Water resources strategies X Task 4.4: Enabling strategies X Task 4.5: Information strategies X Task 4.6: CMS development OO

12 Breede Overberg WMA

13 The Development Team The development of the CMS is very much a Breede Overberg CMA process and have full ownership of this process. They are being supported by DWA, both Regionally and from Pretoria. As such Mr Jannie van Staden is the manager responsible for the project, but the CEO, Mr Phakamani Buthelezi and the Governing Board are also fully in support of this process. Consortium lead by Pegasys is supporting BOCMA and includes Informage and Milkwood Communications in terms of stakeholder engagement, Aurecon in terms of water resources technical issues, and Pegasys in terms of the institutional and strategic issues.

14 Project Management Structure Project Leader (Pegram) BOCMA Project Manager (van Staden) Monitoring & Information (Pegasys: Weston) Institutional (Pegasys: vd Heyden) Stakeholder engagement (Informage & Milkwood: Wullshleger) Project Support (Daries/Gouws) Strategy (Pegasys: Pegram) Water resources (Aurecon: Killick) Project Steering Committee Strategic reference group Project management team

15 Next Steps The first collective stakeholder meetings are taking place during the first week of February. Capacitation sessions will be planned as we move through the process. We need representation at future meetings, bearing in mind that as we progress we will refine representation where necessary so that we have focused teams We would appreciate your support in this process.  Enriched strategy  Improved ownership  Improved and integrated water resource management  Sustainable water use and resource development

16 The Development of a Catchment Management Strategy Thank You! Baie Dankie

17 Stakeholder Engagement Sub Strategy Development Goals:  Stakeholder Database (Role-players, Stakeholders, I&APs)  BOCMA CMS Theme Meetings (Collaboration with Stakeholders)  Surveys  Communications

18 Stakeholder Engagement for the CMS Increasing level of public engagement-  INFORMCONSULTINVOLVECOLLABORATE Public participation goal To provide the public with balanced information to assist them in understanding the problem, opportunities, solutions and alternatives To obtain public feedback on analysis, alternatives and decisions To work directly with the public throughout the process to ensure that public concerns are consistently understood and considered To partner with the public in each aspect of the decision- making process including the development of alternatives and the identification of preferred solutions Principally, we cannot involve all stakeholders and therefore, we need to structure the process to have appropriate levels of engagement at appropriate support and enrich the final strategies.

19 Stakeholder Engagement for the CMS Key Elements

20 Stakeholder Engagement for the CMS CMS Theme Meeting Topics 1. Mobilisation and Communication (month 3) 2. Current Situation Review and Issues identification (month 5) 3. Development scenarios with Catchment Visioning (month 8) 4. Management Options Identification (month 11) 5. Objectives & Strategy Development; CMS & Implementation Plan (month 15) 6. Formal CMS review (month 18+)

21 Stakeholder Engagement Intense Mobilisation towards Representation 1. Mobili- sation (Jan - Feb 2010) 2. Situation Assessme nt (Mar 2010) 3. Visioning (May 2010) 4. Manage- ment Options (Aug 2010) 5. Sub-strategies & CMS (Nov 2010) 6. Approval (Feb 2011) Geographic Area Representatives - Clusters Municipality Collective HDI Ref Group Intergovern- mental Forum HDI Ref Group HDI Ref Group Intergovern- mental Forum HDI Ref Group HDI Ref Group Bot/Swart, Onrus, Klein and Uilkraal 111 1 1 1 1 1 1 1 1 1 1 1 Palmiet, Villiersdorp, Vyeboom 11 Riviersonderend 11 Overberg East 1111111 Tradouw/Buffeljags, Slangriver, Witsand/Cape Infanta 11 Central Breede WUA 111 1 11 1 11 CBR - Montagu, Ashton, Koo Valley 11 Hex Valley, Worcester East, Bossieveld 1111111 Ceres, Upper Breede (Slanghoek, Rawsonville) 11

22 Stakeholder Engagement Key deliverables Stakeholder database Communications & Materials Stakeholder engagement process CMS CMS and ongoing CMA Processes CMA legitimacy Institutional Coordination Implementation & Operations Develop CMA staff capacity

23 Stakeholder Engagement for the CMS Building the Stakeholder Database  Be sure to fill in the registration form  List your issues – any concerns you have about the “big picture” in terms of water / catchment management in the Breede Overberg area, including detail about specific rivers, dams, farms, townships, polluters, industries, etc...  Tell us about other people or organisations that would be important contributors to the process of developing the strategy – tell us what they do and give us as much detail as possible where to contact them...

24 Stakeholder Engagement for the CMS Report on Progress in building a Stakeholder Database for the BOCMA CMS  Between 600 and 1000 individual contacts have been made with Water Management Institutions / groups, Conservation bodies, Environmental bodies, Emerging Farmers, Community groups, Organised Agriculture, Business, Industry, Local / Provincial / National Government, and others...  E-mail address, Fax Number and Postal Address are used  The database will continue to be updated and populated with stakeholder details

25 Stakeholder Engagement for the CMS Stakeholder Survey  Surveys will be done at each meeting to encourage comment from the audience regarding the meeting’s theme  Please complete the survey and hand it in before leaving the meeting or fax it to 023 347 0336  Today’s survey deals with BOCMA CMS “Mobilisation and Communication” and will try to assess best practice in involving stakeholders to attend meetings, engage in fruitful discussions, and participate in developing the strategy as well as in monitoring progress as BOCMA grows in it’s role as Catchment Management Agency

26 Stakeholder Engagement for the CMS Communications Strategy  BOCMA’s first newsletter introduced the CMS process  After each Stakeholder Meeting, a CMS Theme Newsletter will be produced and distributed, containing technical information, comments, questions and answers and general notes coming from the CMS Theme meeting (Today’s meeting notes and your comments will be distributed in a newsletter format for easy reading and to peak further interest among other stakeholders)  Advertisements and a press release were placed in Die Burger, Cape Times, The Weekend Argus and the Local Advertisers throughout the Boland Overberg and may be repeated toward the end of the CMS development process to publicise the resulting CMS  is being populated with documentation and notices related to the CMS process

27 Stakeholder Engagement for the CMS Stakeholder Meetings  Agendas and Invitations will be distributed two weeks before each meetings  Theme 1: Mobilisation and Communication: 9 Meetings  Themes 2 – 6: One or Two meetings per theme  Municipalities: 9 Meetings  Pre-meeting support (understanding the Agenda and being able to put relevant issues on the table, and participate fruitfully in meeting discussions)

28 Stakeholder Engagement for the CMS Stakeholder Gaps of groups represented at meetings  Representation of all sectors  Representation of all geographic areas  Power and Capacity differences:  Overall level of understanding of the legislative context for the CMS and BOCMA  Reporting back to members; Information sharing with the broader community  Strength of links between stakeholder groups - Networking Agricultural Unions – Water User Associations Local – Provincial – National Government Water User Association – CMA – Water Affairs Community – NGOs/CBOs – Local Authorities / WUAs

29 Stakeholder Engagement Sub Strategy Development- Capacity Building Goals:  Improve understanding of water management  Address imbalances of the past - Levelling the playing fields  Improve Participation & Collaboration

30 Stakeholder Engagement Capacity Building Opportunities Pre-meeting support to CMS Theme Meetings  Measure expectations of the group  Review the notes of the previous meeting  Re-cap on the CMS and progress to date  Review the Agenda for the next meeting,  Identifying issues  Testing issues for relevance  Help to prepare submissions for the main meeting  Review Evaluation Form (main meeting)

31 Stakeholder Engagement Capacity Building Opportunities Additional opportunities for Capacity Building  The WWF – South Africa produced capacity building materials aimed at Water User Associations  These materials can be used to build capacity among stakeholders in the BOCMA CMS process to better understand integrated water resource management  The resulting strategy would then be supported and monitored by an “empowered” community  Please complete the BOCMA CMS Capacity Building Survey and Form - stating your interest in this type of opportunity

32 Stakeholder Engagement for the CMS Questions, Comments and Suggestions... Survey

33 The Development of a Catchment Management Strategy Thank You! Baie Dankie

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