EMERGING ISSUES AND PROPOSED ACTIONS
Identifying the role of the Water
Sector in National Strategic Planning
• Scenario Planning
– The sector players are being challenged to think like
“foxes” by constantly analysing the environment and
developing probable scenarios and developing
appropriate responses to these
– There may be a need to consider applying scenario
planning tools in the water sector to assess whether the
current planning tools and the WfGD framework are
indeed addressing all possibilities
“It is better to be vaguely right than to be absolutely wrong”
National Strategic Planning & the
Role of the Water Sector
 Green Paper on National Strategic Planning
 National Strategic Plan will not replace sectoral
planning; it will actually require improved sectoral
planning (credible/reliable data & effective tools)
 There is clear recognition that water, as a baseline
resource that often determines feasibility of
development projects, will require constant monitoring
and research by the NPC
Water Use Sectors
• Inter-sectoral planning must be strengthened and
institutionalised to ensure a balanced consideration of
supply issues and to manage increasing demand.
Water security, in its broad sense, must fairly consider
national priorities (food security, energy security, etc)
• Key considerations to factor
– Increasing agricultural demand (planned expansions)
– Planned energy generation projects
– Impact of mining operations on water quality
Green Paper: National Strategic
Planning
• Finalise the WfGD to guide long-term water sector
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planning
Assess capacity of the sector to plan effectively in
response to the issues raised at national strategic
planning level
Lobby for/propose sector representation (expert) –
NPC
Use the WSLG as a credible platform for sector views
and inputs
Conclude the institutional realignment process to
allow for proper and aligned planning
Water Sector Planning
• Sector to “forward” the NWRS as a long-term strategy with
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an annual report “Strategic Planning for WR” as the official,
up-to-date reference document for the NPC (should be
published as an NPC doc?).
Additional plans must be explored to close existing gaps
(regional, sectoral, etc)
Communication of plans/information/strategies must be
improved to ensure that planners (& those who influence
planning) factor water availability in the assessment of
options
Iterative, well-timed and intensive planning processes must
be promoted at local & provincial level
Clear indicators and targets must be agreed/identified to
inform monitoring and evaluation
Responding to the LGTAS
 WSLG endorses the proposed “strategy/submission”
conditionally. The following concerns must be
addressed:
 Financial viability of municipalities
 Focus on basic services alone is problematic and will limit
or skew appropriate responses
 There is no clarity on HOW this Strategy will be effected,
especially as there will be no additional budget allocated
 Continued sector engagement recognised; DWA with
SALGA to represent sector views at the IGWG
 Strategy document to be reviewed to reflect inputs from
the WSLG
So, how does the WSLG take these proposals forward? Are there
clear actions to implement and report on at next meeting?
Turning proposals into actions
• WSLG must identify specific actions (not broad
propositions) from the summary and assign these to
existing task teams or a working group; where possible
timeframes must be set for some concrete deliverables
• Proposals on specific actions to consider:
– Hold a facilitated scenario planning session
– Establish a team to work on a detailed Sector Position
Paper that encapsulates all the inputs and proposals
regarding improved sectoral & inter-sectoral planning
– Revised strategy doc (LGTAS-water perspective) to be
distributed
…remember
 “Always focus on what it takes to win the game – the
GOLD MEDAL”
 Winning attributes
 focusing on pockets of excellence
 inclusive leadership
the big question is….
Are we in the Premier League, 2nd Division or about to
be relegated?
Thank You