Working for Water Programme

1
Working for Water Programme
Presentation to the Project Management Interest
Group National Treasury 5 October 2004
2
Content

• Background- past 8 years
• Evaluation
• Strategic review and framework
• Planning process tools
• Current initiatives
• Sustainability
• Lessons
• Challenges ahead

3
Impact of Invasive Alien Plants

• Single biggest threat to biological diversity and
  the ecological integrity of natural systems
• Fastest growing threat to SAs water security and
  life support systems - using an estimated 7 of
  mean annual run-off
• Terrestrial weeds can destroy agricultural
  production
• Aquatic weeds can destroy rivers and lakes
• IAPs fuel uncontrollable fires worsen erosion
  and the loss of topsoil, particularly along
  riverbanks and after invasive-fuelled fires.

4
WfW Partners

• Led by DWAF, DEAT, nDA
• Secondary partners
• Gauteng - IDT
• KZN - St Lucia Spatial Development Initiative
  (SDI)
• South African National Defence Force
• Forestry - commercial and community
• SANA - Nurseries
• Department of Provincial and Local Government
• Local Governments/Municipalities
• NGOs e.g NICRO
• ACSA
• Department Of Labour

5
WfW Growth

• Programme initial budget (8 years ago) - R25
  million
• 2004 - R 416m

• 100 budget spend in 2002/3
• 2003/4.

6
WfW Growth (cont.)

• 25 staff members (1995) in the national office to
  63 currently 326 in all nine regions.
• Employment profile impressive National office
  profile
• 63 Female and 37 Male
• 87 Black (inclusive) and 13 White
• 3 disabled
• 38 national and international awards

7
WfW Deliverables

• Delivering with partners SanParks, WoF,
  WfWetlands, etc.
• Currently 25 000 workers in-field
• About 3m person-days of work and training
  completed
• 55 women
• 24 youth
• 1 disabled persons
• 266 497 initial hectares of invasive alien plants
  cleared
• 523 618 hectares of invasive alien plants
  followed-up

8
Value-Added Industries

• Maximizing the economic benefits of WfW by
  creating extra jobs through processing of plant
  material
• PPP approach supported by National Treasury
• Products include furniture, firewood, charcoal,
  woodchips and toys

9
Social Development

• In partnership with the Department of Social
  Development, WfW has established 272 crèches
• HIV/AIDS awareness has become part of the
  induction training of both staff and contractors
• Piloting an ex-offender re-integration programme
• Gender mainstreaming
• Nutrition support

10
External Evaluation Findings April 2003

• Strategy, Mandate Governance
• No clear statutory framework for co-operative
  governance on IAPs.
• Lack of integrated legal and policy mandate
• Strategy Planning
• Strategic and operational planning processes are
  inadequate, not linked.
• Multiple, non-hierarchical objectives - not
  aligned to outputs and outcomes - difficult
  measuring impact.
• Organisational Design
• WfW design not a coherent, integrated and
  consistent framework.
• No official regional organogram
• Policies, Systems SOPs
• Generally weak systems ME, admin systems, etc.
• Lack of standard work processes and procedures.
• EU evaluation in 1997 findings very similar to
  above

11
Fundamental Strategic Review of WfW

• A participative inclusive planning process
  designed in June 2003 - involved WfW National
  Office and Regional staff, MANCO, and ExCo.
• A strategic review workshop with ExCo in June
  2003 turning point, revival expansion of ExCo
  
• A strategic planning review and operational
  planning workshop with MANCO in August 2003.
• A three-year strategic planning framework
  (2004-07) developed

12
Annual Planning and Performance Management Cycle

• Planning and performance management cycle
  developed
• Links the strategic and operational planning with
  implementation and monitoring and evaluation

13
WORKING FOR WATER PROGRAMME
V I S I O N
A country, and region, in which invasive alien
species are controlled or eradicated, and
introductions of potentially invasive alien
species are prevented, in order to contribute to
economic empowerment, social equity and
ecological integrity.
MISSION
The Working for Water programme will contribute
to the sustainable prevention and control of
invasive alien plants, and thereby the optimising
of the conservation and use of natural
resources. In doing so, it will address poverty
relief and promote economic empowerment and
transformation within a public works framework.
14
Facilitate planned and systematic prevention
control of invasive alien plants
Contribute to social and economic empowerment of
all beneficiaries in order to create sustainable
livelihoods
Establish an effective and efficient learning
organisation
KEY FOCUS AREAS

• Institutional arrangements
• Policies, plans, systems
• Empowered people
• Knowledge management
• Funding
• Monitor Evaluate
• Health Safety
• Inputs in law-making
• Communications
• Education

O B J E C T I V E S

• Social development
• Community participation
• Education training
• Exit strategy
• Value added industries

• Extent Impact
• Planning
• Implementation

15
From Strategic Planning to Operational Planning

• Roll out of an operational planning process at
  both national office and throughout the regions
• A logical framework approach was used to link the
  WfW goals and objectives to actions, outputs,
  KPIs, timeframes, responsibility and budget
  (MTEF).

COMPOSITE OPERATIONAL PLAN (2004-07)
Key Focus Area
Key Actions Outputs Outputs Outputs Risks Constraints Who Key Performance Indicators Budget (000) Budget (000) Budget (000)
Key Actions 2004/5 2005/6 2006/7 Risks Constraints Who Key Performance Indicators 2004/5 2005/6 2006/7
Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1
16
Individual Work Plans linked to PM
WFW KEY ACTIONS KPA OUTPUTS (RESULT) STANDARD CONDITIONS (MEASURES) RESOURCES REQUIRED TO ACHIEVE OBJECTIVE INDICATOR (EVIDENCE) WEIGHT TIME
1.1.1
1.1.2
17
From Planning to Reporting
WFW Key Actions Unit Key Actions Deliverables/ Outputs Constraints Who KPI Budget (R000) Amt. Committed (R) Spent (R) Comp-lete ()


UNINTENDED OUTCOMES (Both positive and negative
outcomes that were not planned for or are not
current WfW objectives or anticipated
outputs)
. NOTES (Variations, anomalies,
etc. between planned actions and outputs)

.


18
Current change initiatives at WfW

• Mapping business processes and documenting
  Standard Operating Procedures (SOPs)
• Knowledge management strategy
• Employee assistance programme (EAP)
• Financial Management Improvement Plan (FMIP)
• Monitoring and Evaluation framework development

19
Sustainability of the Programme

• The long term sustainability of the programme is
  in doubt.
• Appropriate long term sources of funding will
  depend on the programmes institutional
  arrangements.
• A cost/benefit analysis should be developed to
  assess and demonstrate the financial and economic
  value of the programme costs versus its outputs
  and impacts.
• Affirmative action developing a cadre of
  managers black scientists in the environmental
  and public works sectors
• Uneven support to PDIs an insignificant
  contribution to PDI service providers

20
Lessons

• Consultative and participatory methods applied
  lengthened the process of planning
• Necessary not only to empower staff but to get
  buy-in to the changes taking place
• Planning is an iterative process
• Role of grounding all Strategic
  Planning/re-engineering in a Change Management
  paradigm
• A 360 degree shift in our planning was
  implemented and a different approach introduced
• The role of and need for critical planning skills
  and competencies

21
Lessons (cont.)

• The role of leadership from governance to
  management
• Recognition that organizational development
  training was needed and that there was a dire
  lack of critical strategic management skills at
  middle management level.
• The Technical Assistants role from knowledge
  sharing to hand-holding
• multi-dimensional and context specific. WfW
  needed the TA to walk the walk rather than talk
  the walk
• competence of the TA - capable tutor mentor of
  the content process
• Clearly defined guidelines for govt. programmes
• Documentation of experiences lessons from
  projects to inform guidelines, management tools,
  best practices benchmarks (EPWP)- PMIG
  initiative
• Clearly defined roles of programme management vs
  departments
• Challenges of implementing corporate governance
  and matrix management- commitment from partner
  departments

22
Social Development

• In partnership with the Department of Social
  Development, WfW has established 272 crèches
• HIV/AIDS awareness has become part of the
  induction training of both staff and contractors
• Piloting an ex-offender re-integration programme
• Gender mainstreaming
• Nutrition support

23
External Evaluation Findings April 2003

• Strategy, Mandate Governance
• No clear statutory framework for co-operative
  governance on IAPs.
• Lack of integrated legal and policy mandate
• Strategy Planning
• Strategic and operational planning processes are
  inadequate, not linked.
• Multiple, non-hierarchical objectives - not
  aligned to outputs and outcomes - difficult
  measuring impact.
• Organisational Design
• WfW design not a coherent, integrated and
  consistent framework.
• No official regional organogram
• Policies, Systems SOPs
• Generally weak systems ME, admin systems, etc.
• Lack of standard work processes and procedures.
• EU evaluation in 1997 findings very similar to
  above

24
Fundamental Strategic Review of WfW

• A participative inclusive planning process
  designed in June 2003 - involved WfW National
  Office and Regional staff, MANCO, and ExCo.
• A strategic review workshop with ExCo in June
  2003 turning point, revival expansion of ExCo
  
• A strategic planning review and operational
  planning workshop with MANCO in August 2003.
• A three-year strategic planning framework
  (2004-07) developed

25
Annual Planning and Performance Management Cycle

• Planning and performance management cycle
  developed
• Links the strategic and operational planning with
  implementation and monitoring and evaluation

26
WORKING FOR WATER PROGRAMME
V I S I O N
A country, and region, in which invasive alien
species are controlled or eradicated, and
introductions of potentially invasive alien
species are prevented, in order to contribute to
economic empowerment, social equity and
ecological integrity.
MISSION
The Working for Water programme will contribute
to the sustainable prevention and control of
invasive alien plants, and thereby the optimising
of the conservation and use of natural
resources. In doing so, it will address poverty
relief and promote economic empowerment and
transformation within a public works framework.
27
Facilitate planned and systematic prevention
control of invasive alien plants
Contribute to social and economic empowerment of
all beneficiaries in order to create sustainable
livelihoods
Establish an effective and efficient learning
organisation
KEY FOCUS AREAS

• Institutional arrangements
• Policies, plans, systems
• Empowered people
• Knowledge management
• Funding
• Monitor Evaluate
• Health Safety
• Inputs in law-making
• Communications
• Education

O B J E C T I V E S

• Social development
• Community participation
• Education training
• Exit strategy
• Value added industries

• Extent Impact
• Planning
• Implementation

28
From Strategic Planning to Operational Planning

• Roll out of an operational planning process at
  both national office and throughout the regions
• A logical framework approach was used to link the
  WfW goals and objectives to actions, outputs,
  KPIs, timeframes, responsibility and budget
  (MTEF).

COMPOSITE OPERATIONAL PLAN (2004-07)
Key Focus Area
Key Actions Outputs Outputs Outputs Risks Constraints Who Key Performance Indicators Budget (000) Budget (000) Budget (000)
Key Actions 2004/5 2005/6 2006/7 Risks Constraints Who Key Performance Indicators 2004/5 2005/6 2006/7
Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1 Objective 1.1
29
Individual Work Plans linked to PM
WFW KEY ACTIONS KPA OUTPUTS (RESULT) STANDARD CONDITIONS (MEASURES) RESOURCES REQUIRED TO ACHIEVE OBJECTIVE INDICATOR (EVIDENCE) WEIGHT TIME
1.1.1
1.1.2
30
From Planning to Reporting
WFW Key Actions Unit Key Actions Deliverables/ Outputs Constraints Who KPI Budget (R000) Amt. Committed (R) Spent (R) Comp-lete ()


UNINTENDED OUTCOMES (Both positive and negative
outcomes that were not planned for or are not
current WfW objectives or anticipated
outputs)
. NOTES (Variations, anomalies,
etc. between planned actions and outputs)

.


31
Current change initiatives at WfW

• Mapping business processes and documenting
  Standard Operating Procedures (SOPs)
• Knowledge management strategy
• Employee assistance programme (EAP)
• Financial Management Improvement Plan (FMIP)
• Monitoring and Evaluation framework development

32
Sustainability of the Programme

• The long term sustainability of the programme is
  in doubt.
• Appropriate long term sources of funding will
  depend on the programmes institutional
  arrangements.
• A cost/benefit analysis should be developed to
  assess and demonstrate the financial and economic
  value of the programme costs versus its outputs
  and impacts.
• Affirmative action developing a cadre of
  managers black scientists in the environmental
  and public works sectors
• Uneven support to PDIs an insignificant
  contribution to PDI service providers

33
Lessons

• Consultative and participatory methods applied
  lengthened the process of planning
• Necessary not only to empower staff but to get
  buy-in to the changes taking place
• Planning is an iterative process
• Role of grounding all Strategic
  Planning/re-engineering in a Change Management
  paradigm
• A 360 degree shift in our planning was
  implemented and a different approach introduced
• The role of and need for critical planning skills
  and competencies

34
Project governance management challenges

• Clearly defined guidelines for govt. programmes
• Documentation of experiences lessons from
  projects to inform guidelines, management tools,
  best practices benchmarks (EPWP)- PMIG
  initiative
• Clearly defined roles of programme management vs
  departments
• Challenges of implementing corporate governance
  and matrix management- commitment from partner
  departments