TOR MCC Review
22 February 2007
Introduction
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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:
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Follow up with a few interviews
Develop proposals
Present to stakeholders
Modify
Implement
Some challenges
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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
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Review is good and probably life preserving!
It should be holistic
The sector fora should now address the full water cycle
There should be a stronger linkages with provinces
It should have a strategic imperative (structure follows
strategy)
It should involve decision makers
It should be inclusive
It needs to integrate with other sectors
Enhanced effectiveness is non negotiable!
Synopsis
WS Sector Leadership Group (Strategic guidance and co-ordination)
1. Guidance to achieve vision and contribute to development goals and economic growth
2. Facilitate building of a well informed and organised sector
3. 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 Group
To 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)
Functions
 To guide the development of strategic plans and
budgets
 To monitor and evaluate progress against strategic
plans
 To review budget and expenditure patterns and advise
on changes
 To ensure strategic alignment within the sector and
other sectors
 To provide credible quarterly reports for all interested
parties
 To 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 focus
Business 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!
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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 indepth 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?
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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
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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
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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 Committee
 National 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
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Premier's Intergovernmental Forum
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Premier
MEC for local government
Mayors of DMs and Metros
Role e.g.:
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Implementation of national policy
Development of provincial policy
Coordination of planning
Consider reports from other IGR fora
Provincial Intergovernmental Forums
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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
Analyse
other
provincial
structures
Water
Summit
Review
strategic
priorities
Stakeholder
workshop:
critique/visi
oning
Review
design of
structure
Define
relations
with other
structures
PGDS
Implement
Approval
by MEC
and
Premier
Approval
by Sector
Forum
Revise TOR,
agendas,
membership
etc.
Process for the Strategic Review of the Northern Cape Sector Forum