Transcript CARIBBEAN WATER AND WASTEWATER ASSOCIATION

CARIBBEAN WATER AND WASTEWATER
ASSOCIATION
Strategic Plan - 2010
Design Team
Errol Grimes, President
Ana Treasure, President
Designate
Cyprian Gibson, Vice President
O’Reily Lewis, Vice President
Leo Lawson, Past President
Andrew Hutchinson, Past
President
Carol Doyle,Secretary
Sherry Dumas – Harewood,
Treasurer
Marian Stephen, Administrative
Secretary
Emmanuel Romain, Past President
Richard Warren, Corporate
Member
Sandra Sammy, Member
Avril Siung – Chang, Member
Wayne Joseph, Chairman of the
National Section
John Bradshaw, Country Rep.
Emile Duberry, Country Rep.
Cromwell Williams,Country Rep.
Hugh Sealy, Country Rep.
Membership Survey Questionnaire
Of the 200 questionnaires distributed, only 28 were
completed and returned for analysis.
Issues Considered
 Critical issues impacting the industry;
Stakeholder analysis and needs identification;
SWOT Analysis of the CWWA Environment;
Emerging scenarios that could impact the
environment by 2010;
Identification of strategic thrusts and strategies to
address the core operational areas;
Critical Issues Impacting the Industry and the
CWWA
The emerging importance of water as a strategic resource as
can be seen in:
– The Health Sector;
– The Socio-economic environment;
– The socio-political environment.
the increasing use of desalination, as a viable alternative, and
advancements in the desal’ technology that influence the trend
towards private rather than public ownership
Critical Issues Impacting the Industry and the
CWWA
the demands being place on limited state resources to provide
increasing quantities of potable water at increasing cost, and
without corresponding cost recovery initiatives
the management and use of landfills and their impact on the
environment
Critical Issues Impacting the Industry and the
CWWA
Waste Management
a shift from the introduction of new systems to the maintenance
of existing ones; and
the need to encourage wastewater re-use
Human Resource Development
The development of the human resource base to operate in an
increasingly technological environment.
Stakeholders Identified for Analysis
Professional Members
Technical Operatives
Utilities (Water and Solid Waste)
Vendors
Opportunities
Merging or strengthening collaborative ties with other
associations/ organisations to improve the quality of service to
members and the Caribbean people.
Improve the structure of the Secretariat and strengthen its
capacity to deliver quality service
Become a more vocal and visible advocate commensurate with
the expanding role of water and wastewater management in
economic development.
Encourage wider membership participation and facilitate sharing
of knowledge and experiences.
Increase / solidify partnerships with institutions and associations,
and facilitate opportunities for networking among members.
Exploit the diversity that is to be found in Caribbean people and
its organisations
Increase revenue streams through more focused marketing
strategies.
Introduce certification/accreditation programmes for professional
development.
Threats
Duplication of efforts undertaken by organisations competing for
the same target audience (CBWMP, CEHI)
Rapid changes in industry environment could render the CWWA
irrelevant.
Weak economic conditions could adversely impact incomegenerating initiatives.
Participation by the region in wider trading blocs could bring
pressure for the CWWA to be subsumed by a larger
organisation.
Strengths
Capacity to network to solve institutional problems
Shared interests and culture among Caribbean people
Full regional participation in the CWWA.
Extensive depth and breadth of industry knowledge.
Potential for multi-disciplinary approach to addressing problems
of Caribbean institutions.
Weaknesses
Lack of capacity to follow through on implementation.
Lack of strategic direction.
Limited financial capacity to facilitate implementation’
Currently operates as a part-time organisation
Inadequate structure and staffing of the secretariat.
Not currently functioning as a knowledge centre.
Over-reliance on annual conference to fund operations of the association.
Areas Identified for Strategic Focus
Membership Development and Services;
Marketing, Growth and Revenue Generation; and
Development of the CWWA Operational Infrastructure.
Marketing and Growth Strategies
Growth Initiatives
Target new member countries ( Belize/Dutch Is., Guyana,
Suriname ) – to strengthen work in these islands
Target existing members countries for new members
Increase activities beyond Annual Conferences
§
Training workshops
§
Technical meetings towards ( CPD )
§
Increase range of services to members
Target corporate company membership, consultants, contractors
and suppliers
Seek opportunities for networking with PAHO representatives in
each of the islands.
Revenue Generating Initiatives
Increase membership fees over 5 yr period by 200% of existing
fee
Increase Rental income from booths and exhibitions
Segment rental categories in booths
Sponsorship of technical workshops and other events
Certification fee etc.
Newsletter Advertisements
Advertising Job Vacancies in Utilities (through website)
Promote Fee-based Advertising on Website
Seek funding from International Agencies
Image Building Initiatives
Increase communication network & frequency
Consistent publication of postings and newsletters
Establish proactive country representative
Increase promotion of ‘Water Week’ & similar activities
Facilitate the staging of “Cutting Edge” Technology workshops
Produce and sell promotional materials (caps, pins, t-shirts,
brochures)
Pursue/Achieve observer status on Caricom committees
Increase contact and dialogue with learning institutions
Develop, and Manage ties with affiliate Organizations
Strategies for Member Development
and Services
Certification
Introduce accredited certification programme for
Wastewater & Solid Waste operators
Use certification programmes to improve
membership
Introduce Continuing Development Programme
for Professionals
Website Upgrade Initiatives
Complete website upgrade
Establish Links to relevant websites
Establish Listserve to facilitate
e-networking among members
Introduce e-newsletter
Develop an on-line database of professionals
Promote opportunities for advertising on the CWWA website
Use website to make information on tenders available to
members
Annual Conference
Get conference rated for Continuing Professional
Development
Increase participation by 50 % for St. Lucia conference
Increase profits by 100% (based on Cayman’s $5000)
Enable smaller islands to host conference
Improve technical presentations
Initiatives for Strengthening Local Sections
Target young professionals, students & public outreach
Increase membership at local levels
Encourage fund raising at local level
Advocacy
Positioning membership in strategic positions e.g.
Boards of Sectors Institutions
Influencing policies and decision making
Standards
Development of minimum standards for service delivery
within the sectors
Strategies for Developing Our
Operational Infrastructure
Building Capacity for Improved Service
Delivery
Strengthen the organisational and human resource
capabilities of the Secretariat
Establish Oversight Committees to monitor
implementation of Marketing, Membership and
Operations strategies
Proposed Governance Structure
MEMBERSHIP
SECRETARIAT
EXECUTIVE
DIRECTOR
ADMINISTRATIVE
ASSISTANT
CERTIFICATION
OFFICER
INFORMATION
TECHNOLOGY
OFFICER
MARKETING/
COMMUNICATIONS
OFFICER
CWWA - 2010
THE WAY FORWARD
- Strategies for Immediate
Attention
Strengthening Organisational Capacity
Goal
Activity
Appoint an Executive Prepare resolution
Director and
for consideration at
Administrative
AGM 2002
Assistant
Initiate recruitment
and selection of
suitable candidates
Timeframe
Secretariat,
October, 2002
Board of Directors,
March, 2003
Strengthening Organisational Capacity
Goal
Seek funding for
administrative
expenses for first
three years
Activities
Timeframe
Prepare proposals Board of
to PAHO &
Directors,
__________
January, 2003
Strengthening Organisational Capacity
Goal
Appoint board
committees to
oversee:
a. Member
Development
and Services,
b. Marketing and
Image Building
c. Operations
Activities
Timeframe
Prepare resolution for
consideration at AGM,
2002
Secretariat,
October, 2002
Develop terms of
reference for oversight
committees
Board of
Directors,
January, 2003
March, 2003
Appoint committee
members
Marketing & Image Building
Goal
Re-launch quarterly
newsletter
Launch distinguished
persons lecture series at
local level
Activities
Timeframe
Solicit regular
contribution of
articles from
membership
Launch at AGM, 2002
Promote advertising
opportunities for
niche marketing
Commence marketing
to vendors at AGM,
2002
Identify appropriate
presenters
Launch in two national
branches by March,
2002