1. WMIG AND LIMPOPO REGIONAL OFFICE LIAISON MEETING Lessons Learnt – Inkomati CMA Establishment and Development 12 December 2006

2. ADVISORY COMMITTEE PROCESS 2005 24th February: Inaugural meeting 17th & 18th March: Two-day session, developed preliminary proposal 30th March: Public launch of the legally established Inkomati CMA and public introduction of the Advisory Committee members 23rd April: Committee meeting to plan the process of stakeholder consultation, leading to distribution of the preliminary proposal on the size and composition of the Governing Board 10th June: Receive written comments on the preliminary proposal for the Governing Board composition.

3. ADVISORY COMMITTEE PROCESS 2005 18th June: Committee meeting to finalize stakeholder workshop arrangements and review the stakeholder comments received on the preliminary proposal. 24th June: Stakeholder session focused specifically on groups that required capacity building and empowerment 25th June: Broad stakeholder consultation session 5th July: Receive further written comments on the proposal and workshop discussions. 12th July: Final Committee meeting. Developed final recommendation to Minister

4. ADVISORY COMMITTEE PROCESS SEATS IDENTIFIED BY AC AND RECOMMENDED TO THE MINISTER 1.Commercial Agriculture 2.Existing Agriculture by Historically Disadvantaged Individuals 3.Potential Agricultural Water Use by Historically Disadvantaged Individuals 4.Streamflow Reduction (Forestry) 5.Industry, Mining and Power Generation 6.Tourism and Recreation 7.Conservation 8.Productive Use of Water by the Poor 9.Civil Society - Resource Protection and Sustainable Development 10.Local Government - Integrated Planning 11.Local Government - Water Services Authority 12.Traditional Leaders 13.Mpumalanga Provincial Government 14.Limpopo Provincial Government

5. GOVERNING BOARD PROCESS GB appointed in July 2005 and formally inaugurated on 22 September 2005. The representivity for GB is: Black 86% White 14% Male 64% Female 36% GB chaired by a black female with a black male Deputy Chair. 3-Day Induction Course held in October 2005 A number of meetings were held to date, including the various working committees. Working Committees include: Operational, Audit, Finance, HR, Marketing and Communication Committees

6. GOVERNING BOARD PROCESS 2-day strategic session held March 2006 to compile and finalize their Business Plan. BP submitted to the Minister on 22 March 2006. An appraisal session has been held within DWAF Directorates. The committee has recommended the BP for approval to the Minister. CEO appointed. As have a number of Executive Managers. GB formally introduced to stakeholders and ICMA launched on 2 November 2006

7. PROTO-CMA Structures –Number of Proto-CMA Staff = 22 –Number of vacant Proto-CMA posts = 40 –Estimated full staff compliment for new CMA = 40-65

8. PROTO-CMA Functions –Clarity needed on functions of Proto-CMA currently performing –Functions the CMA must perform –Gap analysis required to ensure appointments that match the posts required –Posts don’t always match - disjuncture

9. PROTO-CMA Capacity –Limited capacity –Restructuring process is hampering process –Must ensure adverts for posts are placed in conjunction with RO –Officials are leaving the Department because of uncertainty – has to be dealt with –Communication is central to this process

10. PROTO-CMA Transfer of Staff –A Reference Group has been formed to handle the Transfer of Staff consisting of representatives of Regional Office, CMA Directorate, National Transfers, Labour Relations Directorate and Human Resources Development. –The first meeting of the Reference Group to discuss the TOR and the conditions of service for the proto CMA staff was held March 06. –The drawn out process to sign the Framework agreement for staff transfers and secondments, at the bargaining chamber, and the moratorium on secondments has seriously impeded upon the ICMAs development and has caused staff uncertainties and friction. –With the progress to date it is hoped that transfers of staff from the Regional Office will take place within the next two months.

11. FINANCIAL ARRANGEMENTS ICMA received a total of R3, 5 million seed funding to support their initial development. DWAF Finance has assisted ICMA by placing a PSP in the ICMA to assist in establishing their financial systems and controls. Further seed funds will be transferred to the CMA once the CMA has their financial systems in place.

12. SET-UP ISSUES  The setup of the administration of the CMAs requires a joint effort of the Department both National and Regional, with the new CEO Procurement needs of new CMAs should be anticipated and plans put in place to ensure speedy supply of goods and services or budgets need to be made ready in time. Proto-CMA transfers, infrastructure and systems need to be in place rapidly

13. INTERGOVERNMENTAL FORUMS LG and CMA must be clear on how they relate to each other Similarly with Provincial Government Need for a regular communication on these issues – framework for this should include IGF’s and other communication, participative structures GB members represent sectors and they need to report back to these ICMA favours 5 Catchment Committees – central to involving Gov. Dept’s and other sectors in IWRM

14. CMA AND REGIONAL OFFICE INTERACTIONS The relationship between the new CMA and the RO can be fragile if not nurtured. Both CMA and RO must work towards maintaining this relationship. The development of an MOU between CMA and DWAF is essential. Communication channels and responsibilities must be made clear and adhered to. Delegation of functions – to be re-visited

15. Thank You!