Transcript Slide 1

Working for Water
Programme
Presentation to the Project Management Interest Group
National Treasury
5 October 2004
Content
•
•
•
•
•
•
•
•
Background- past 8 years
Evaluation
Strategic review and framework
Planning process & tools
Current initiatives
Sustainability
Lessons
Challenges ahead
Impact of Invasive Alien Plants
• Single biggest threat to biological diversity and the
ecological integrity of natural systems
• Fastest growing threat to SA’s 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
• IAP’s fuel uncontrollable fires & worsen erosion and the
loss of topsoil, particularly along riverbanks and after
invasive-fuelled fires.
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
•NGO’s e.g NICRO
•ACSA
•Department Of Labour
WfW Growth
241,762
222,623
260,534
248,891
251,436
245,291
86,668
80,005
2003/4.
19
99
/0
0
20
00
/0
1
27,046
26,773
•100% budget spend in 2002/3 &
19
95
/9
6
19
96
/9
7
19
97
/9
8
19
98
/9
9
Years
Growth in WfW Projects (1995-2001)
No. of Projects
(R) Millions
Income & Expenditure (1995-2001)
Income
Expenditure
328,520
300,975
• Programme initial budget (8 years ago) - R25 million;
• 2004 - R 416m
270
290
313
98/99
99/00
00/01
240
21
38
95/96
96/97
97/98
Years
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
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
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
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
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: M&E, admin systems, etc.
 Lack of standard work processes and procedures.
EU evaluation in 1997 findings very similar to above
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
Annual Planning and Performance Management Cycle
Annual Strategic
& Operational
Review
• Planning and
performance
management
cycle developed
• Links the
strategic and
operational
planning with
implementation
and monitoring
and evaluation
Quarterly
Management
Performance
Review
Monitoring &
Evaluation
Strategic
Planning
(2004-2007)
National
Office
Operational
Planning
Regional
Business
Planning
Implementation &
Operation
Performance Management
Tools
M&E Framework
Monthly Reports
Quarterly Individual
Performance Appraisals
Quarterly Management
Performance Review Reports
Annual Strategic &
Operational Review Reports
Planning Tools
Strategic Planning
Framework
Operational Planning
Templates
Regional Business
Planning Template
V
I
S
I
O
N
WORKING FOR WATER PROGRAMME
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.
G
O
A
L
S
ECOLOGICAL
Improved Ecological
Integrity of Natural
Systems
HYDROLOGICAL
Enhanced Water
Security
AGRICULTURAL
Productive Potential
of Land
Batho Pele (People First)
Transformational leadership VALUES
Disciplined work ethic
Committed teamwork
Working in partnerships
Ecological sustainability
INSTITUTIONAL
DEVELOPMENT
Effective & Efficient
Learning Organisation
SOCIOECONOMIC
EMPOWERMENT
ECONOMIC
DEVELOPMENT
Integrated regional
security & cooperation
Economic
empowerment
Social justice
KEY
FOCUS
AREAS
O
B
J
E
C
T
I
V
E
S
Facilitate planned and
systematic prevention &
control of invasive alien
plants
Extent & Impact
Planning
Implementation
Contribute to social and
economic empowerment of all
beneficiaries in order to create
sustainable livelihoods
Social development
Community participation
Education & training
Exit strategy
Value added industries
OPERATIONAL PLANS
•COMPOSITE NATIONAL OPERATIONAL
PLAN
•BRANCH & UNIT OPERATIONAL PLANS
•REGIONAL BUSINESS PLANS
Actions, Outputs, Risks & Constraints,
Timeframes, KPIs, Budgets
Establish an effective and
efficient learning
organisation
Institutional
arrangements
Policies, plans, & systems
Empowered people
Knowledge management
Funding
Monitor & Evaluate
Health & Safety
Inputs in law-making
Communications
Education
PERFORMANCE MANAGEMENT
 M&E Framework
Monthly Reports
Quarterly Individual Performance
Appraisals
Quarterly Management Performance
Review Reports
Annual Strategic & Operational
Review Reports
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
2004/5
Objective 1.1:
2005/6
Risks &
Constraints
2006/7
Who
Key
Performance
Indicators
Budget (000)
2004/5
2005/6
2006/7
Individual Work Plans linked to PM
WFW KEY
ACTIONS
1.1.1
1.1.2
KPA
OUTPUTS
(RESULT)
STANDARD &
CONDITIONS
(MEASURES)
RESOURCE
S
REQUIRED
TO
ACHIEVE
OBJECTIVE
INDICATO
R
(EVIDENCE
)
WEIGHT
% TIME
From Planning to Reporting
MONTH 2004
MONTHLY UNIT REPORT
………………….. UNIT
WFW
Key
Actions
Unit Key
Actions
Deliverables
/ Outputs
Constraints
Who
KPI
Budget
(R000)
Amt.
Comm
itted
(R)
Spent
(R)
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)
…………………………………………………………………………………………………………………………………………….
……………………………………………………………………………………………………………………………………………
……………
……………………………………………………………………………………………………………………………………………
……………
Complete
(%)
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
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
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
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 Assistant’s 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
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
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: M&E, admin systems, etc.
 Lack of standard work processes and procedures.
EU evaluation in 1997 findings very similar to above
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
Annual Planning and Performance Management Cycle
Annual Strategic
& Operational
Review
• Planning and
performance
management
cycle developed
• Links the
strategic and
operational
planning with
implementation
and monitoring
and evaluation
Quarterly
Management
Performance
Review
Monitoring &
Evaluation
Strategic
Planning
(2004-2007)
National
Office
Operational
Planning
Regional
Business
Planning
Implementation &
Operation
Performance Management
Tools
M&E Framework
Monthly Reports
Quarterly Individual
Performance Appraisals
Quarterly Management
Performance Review Reports
Annual Strategic &
Operational Review Reports
Planning Tools
Strategic Planning
Framework
Operational Planning
Templates
Regional Business
Planning Template
V
I
S
I
O
N
WORKING FOR WATER PROGRAMME
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.
G
O
A
L
S
ECOLOGICAL
Improved Ecological
Integrity of Natural
Systems
HYDROLOGICAL
Enhanced Water
Security
AGRICULTURAL
Productive Potential
of Land
Batho Pele (People First)
Transformational leadership VALUES
Disciplined work ethic
Committed teamwork
Working in partnerships
Ecological sustainability
INSTITUTIONAL
DEVELOPMENT
Effective & Efficient
Learning Organisation
SOCIOECONOMIC
EMPOWERMENT
ECONOMIC
DEVELOPMENT
Integrated regional
security & cooperation
Economic
empowerment
Social justice
KEY
FOCUS
AREAS
O
B
J
E
C
T
I
V
E
S
Facilitate planned and
systematic prevention &
control of invasive alien
plants
Extent & Impact
Planning
Implementation
Contribute to social and
economic empowerment of all
beneficiaries in order to create
sustainable livelihoods
Social development
Community participation
Education & training
Exit strategy
Value added industries
OPERATIONAL PLANS
•COMPOSITE NATIONAL OPERATIONAL
PLAN
•BRANCH & UNIT OPERATIONAL PLANS
•REGIONAL BUSINESS PLANS
Actions, Outputs, Risks & Constraints,
Timeframes, KPIs, Budgets
Establish an effective and
efficient learning
organisation
Institutional
arrangements
Policies, plans, & systems
Empowered people
Knowledge management
Funding
Monitor & Evaluate
Health & Safety
Inputs in law-making
Communications
Education
PERFORMANCE MANAGEMENT
 M&E Framework
Monthly Reports
Quarterly Individual Performance
Appraisals
Quarterly Management Performance
Review Reports
Annual Strategic & Operational
Review Reports
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
2004/5
Objective 1.1:
2005/6
Risks &
Constraints
2006/7
Who
Key
Performance
Indicators
Budget (000)
2004/5
2005/6
2006/7
Individual Work Plans linked to PM
WFW KEY
ACTIONS
1.1.1
1.1.2
KPA
OUTPUTS
(RESULT)
STANDARD &
CONDITIONS
(MEASURES)
RESOURCE
S
REQUIRED
TO
ACHIEVE
OBJECTIVE
INDICATO
R
(EVIDENCE
)
WEIGHT
% TIME
From Planning to Reporting
MONTH 2004
MONTHLY UNIT REPORT
………………….. UNIT
WFW
Key
Actions
Unit Key
Actions
Deliverables
/ Outputs
Constraints
Who
KPI
Budget
(R000)
Amt.
Comm
itted
(R)
Spent
(R)
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)
…………………………………………………………………………………………………………………………………………….
……………………………………………………………………………………………………………………………………………
……………
……………………………………………………………………………………………………………………………………………
……………
Complete
(%)
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
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
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
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