1. African Partnerships Programme

3. Background: Update on key issues that informs the process: RSA seen as playing major role in SADC and in Africa wrt capacity building, financial support, conflict resolution and water management and development planning By virtue of SA’s regional, economic and political status – more expectations on the strategic and operational role that SA ought to play within the continent Role of SA Ministry for Water and Forestry – far-reaching impact on the African continent RSA existing Chair of SADC (SADC Summit 17-18 Aug 08) Incoming Chair of AMCOW (2009) SA role and commitment - evident from various political endorsements and resolutions: RSA Government Cabinet Lekgotla endorsed a strategy for RSA tenure as SADC Chair containing several priorities for RSAs role in the region NEPAD Pre-summit Conference on Corridor Projects held in Sandton 8 Aug 08 AfricaSan+5 2008 WISA Biennual Conference 2008 Others

4. ... planning be informed by... The need to identify priority corridors which will be supported and attractive to leverage the competency, funding and experience of dti, DBSA, private sector and key role players in the implementation of the project. The DWAF Minister is requesting 3 projects to be implemented during her term:  Katanga water project strong candidate, meet all requirements  Development Corridor that is targeted in this project = prioritised at the Sandton Head of States meeting  Can be executed within the existence of bilateral agreements on provincial (Gauteng/Katanga), national (RSA/DRC) and Inter-state (Corridor) level

5. PROJECT APPROACH: Conceptualising SWAP and PDSU – the RSA experience shows importance of : Co-ordination of (predictable) funds + (Bankable) projects that consider TECHNICAL, INSTITUTIONAL, FINANCIAL & ECONOMIC elements across the sector = Sustainable water services SWAP PDSUs, aligned with NEPAD development corridors, and applying SWAP will support countries in developing such bankable projects that will allow the flow of donor funds – and the gearing of these donor funds – to deliver sustainable water services towards AND BEYOND the achievement of MDG target 7c

6. Katanga Water Project (Pilot 1) Mapping out the project workflow and structure that will engage all stakeholders and comply with donor agencies funding requirements

7. Post Conflict Reconstruction Adequate supply of W&S to Katanga Province The Road to Katanga Country drivers Project Objectives Socio-economic dimension Economic dimension TASK TEAM Work plan PDSU’s Programme Structure Political Stakeholders Sector Stakeholders Execution Stakeholders

8. TASK TEAM Work plan PDSU’s Political Stakeholders (SA) Sector Stakeholders (SA) Execution Stakeholders (SA) Gauteng Premier DWAF/WISA, RW Private Sector (NBF) The Katanga Project Structure Key Stakeholders Reinforce the structure with a Katanga twinning arrangement

9. Senior Responsible Owner PDSU Embedding Change Project Delivery Projects Programme Execution Sponsoring Group Multi-disciplinary Steering Committee Oversight Group Execution Group Project Execution

10. G1G2G3 A2: Equipment Supply A1: Capacity Building Delegation Visit A3: O&M Needs B1: Est’ment of PDSU C1: Project Roll -out: Water C2: Project Roll -out: Housing InitiationPlanningExecuting

11. Element A1 – CAPACITY BUILDING (institutional framework) – ZAR 3.5m Element A2 – EQUIPMENT SUPPLY (technical) – ZAR 2.0m Element A3 – O&M NEEDS ASSESSMENT (service delivery) – ZAR 1.5m Expert skills necessary for A1-A3 legal, financial, organisational, CRM, business processes, change management

12. Element B1 – ESTABLISHMENT OF PDSU (technical) – ZAR 12.0m Expert skills necessary for B1 Sector specialisation, business process and workflow, project management, quality assurance, environmental sustainability, regulatory, political acumen

13. Element C1 – WATER (project development) – ZAR 6.0m Element C2 – HOUSING (service delivery) – ZAR tbd.m Expert skills necessary for C1-C2 Skills set identifies for PDSU, with an emphasis on project management

14. Implementation & Benchmarking – R 7m, 4months ( Tasks: A1-A3) 02/2009-06/2009 Establishment of PDSU -R 12m, 12months (Task B1) Project Development & Implementation -R 6m, 9months (Tasks C1-C2) 04/2009-03/2010 06/2009-03/2010 & beyond Critical success factors: expertise mobilised from SA available [DRC] skills base political stability

15. Institutional, Project Management, Business Process, Organisational Development, Environmental Advisory Inputs Technology/Equipment Inputs Supply of equipment to achieve operational objectives and service delivery targets Operations Inputs Developing and implementing best business practices that may include PPP’s, management contracts, concessions, franchises, etc to ensure operational sustainability LEVELS OF ENGAGEMENT FOR THE PRIVATE SECTOR

16. PIA Procurement Guidelines (MOU) NBF (interface) ZAR/$/€ Other sectors DWAFDLG RULES: Donors/others Advisory Inputs Tech/Equipment Operations

17. Keep it simple and focused on 3 levels only Get sponsorship and ownership at each level Use credible players Clone the project structure in Katanga and apply same criteria Have a clear User and/or Owner Requirements specification at each level (project benchmark) Define Private Sector Opportunities Determine procurement rules of project sponsors Engage Implementation Agents Agree “PROCUREMENT MOU” Commence Procurement cycle in accordance with Work Breakdown Structure STRUCTUREPROCUREMENT

18. Project Deliverables: Capacity Building Equipment Supply O&M Practices Water/Effluent Quality Compliance Housing Development PDSU as CoE for delivery Case Study development Model of all Infrastructure Delivery

19. Lebogang Moche and Marlene vd Merwe-Botha for Department of Water Affairs & Forestry and Water Institute of Southern Africa