Operationalisation of Catchment

Transcription

Ministry of Water and
Environment, Directorate of
Water Resources Management
Operationalisation of
Catchment-based Water
Resources Management
Draft Final Report
September 2010
COWI Uganda Ltd
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Plot No. 3, Portal Avenue
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Ministry of Water and
Environment, Directorate of Water
Operationalisation of
Catchment-based Water
Draft Final Report
September 2010
Document no.
08040-4P WMZ_II
Version
1-02
Date of issue
20 September 2010
Prepared
RMB
Checked
POK
Approved
i
Operationalisation of Catchment-based Water Resources Management
Table of Contents
EXECUTIVE SUMMARY
1
VI
INTRODUCTION
1.1
1.2
1.3
1.4
1
BACKGROUND
OBJECTIVES OF THE CONSULTANCY
APPROACH AND METHODOLOGY
OUTLINE OF THE REPORT
1
7
7
10
2
OPPORTUNITIES, NEEDS AND CHALLENGES FOR CATCHMENTBASED WATER RESOURCES MANAGEMENT
2.1
2.2
2.3
2.4
2.5
CRITICAL WRM CHALLENGES
STAKEHOLDERS’ VIEWS OF WRM CHALLENGES
ISSUES UNIQUE TO SPECIFIC WMZS
HOTSPOT CATCHMENTS
NEEDS
13
15
16
25
28
3
OPPORTUNITIES FOR SYNERGY AND COLLABORATION: A
FRAMEWORK FOR OPERATIONALISING CBWRM
3.1
3.2
3.3
3.4
4
5
NATIONAL LEVEL (CENTRE)
WATER MANAGEMENT ZONE LEVEL
CATCHMENT LEVEL
COMMUNITY LEVEL
32
37
43
45
PURPOSE
FOUNDATIONS
ENGAGEMENT MODEL
STRATEGIES
MONITORING, EVALUATION AND REPORTING
PROPOSED FRAMEWORK FOR STAKEHOLDER PARTICIPATION
65
PROPOSED NATIONAL LEVEL INTERVENTIONS
PROPOSED INSTITUTIONAL LEVEL INTERVENTIONS
PROPOSED COMMUNITY LEVEL INTERVENTIONS
CONDITIONS FOR SUCCESS
66
68
72
73
STAFFING REQUIREMENTS FOR WMZ OFFICES
C:\Documents and Settings\Rashid Mbaziira\My Documents\08040-4_Short_term_Advisors\WMZ_Phase_II\Draft_Final\rmb0000052_Draft_Final.DOC
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47
48
50
53
60
60
CAPACITY DEVELOPMENT
5.1
5.2
5.3
5.4
6
32
STAKEHOLDER ENGAGEMENT AND PARTICIPATION STRATEGY
4.1
4.2
4.3
4.4
4.5
4.6
12
75
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6.1
6.2
6.3
7
77
78
78
IMPLEMENTATION PLAN AND BUDGET
7.1
7.2
7.3
7.4
8
PROPOSED WMZ STAFFING STRUCTURE
RECOMMENDED WMZ STAFF ESTABLISHMENT
POINTS TO NOTE
82
IMPLEMENTATION PLAN
BUDGET ESTIMATES
SOURCES OF FUNDING
FUNDING MECHANISMS FOR IMPLEMENTATION ACTIVITIES
82
85
86
90
CONCLUSIONS AND RECOMMENDATIONS
92
Appendices
Appendix I: Terms of Reference
Appendix II: Draft Position Descriptions for Key Positions
Appendix III: List of Persons Met
Appendix IV: List of Documents Reviewed
Appendix V: Minutes of the 7 June Internal Workshop
List of Figures
Figure 1-1: Matrix of WRM Functions and Services De-concentration through
WMZ........................................................................................................... 5
Figure 1-2: Proposed WMZ Organisational Structure........................................ 6
Figure 2-1: Map of the Upper Nile WMZ showing the various catchments .... 17
Figure 2-2: Map of the Kyoga WMZ showing the various catchments............ 19
Figure 2-3: Map of the Victoria WMZ showing the various Catchments ........ 21
Figure 2-4: Map of the Albert WMZ showing the various catchments ............ 24
Figure 4-1: Relationship between types of Stakeholder Involvement .............. 51
Figure 6-1: Proposed WMZ Offices Organisational Structure ......................... 77
List of Tables
Table 1-1: Proposed Implementation Framework for the ‘Big Bang’ Approach 3
•
Table 1-2: Proposed Changes to Zone Boundaries .................................... 9
Table 2-1: Hotspot Catchments Selection Criteria ........................................... 25
Table 2-2: Proposed Priority Catchments for Establishment of Catchment
Structures .................................................................................................. 27
Table 3-1: Opportunities for Synergy at WMZ level........................................ 39
Table 4-1: Stakeholder Engagement and Participation Lessons drawn from Pilot
IWRM Initiatives ...................................................................................... 49
Table 4-2: Stakeholder Mapping: Categories and their Complementary
Functions................................................................................................... 53
Table 4-3: Proposed Stakeholder Engagement and Participation Framework.. 62
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Table 5-1: Interventions to Enhance Management Capacities.......................... 70
Table 5-2: Proposed Community Scale Capacity Building Interventions ........ 73
Table 6-1: WMZ-specific Specialist Competencies Requirements per WRM
Function .................................................................................................... 76
Table 6-2: Recommended WMZ Staff Establishment...................................... 78
Table 7-1: Proposed Implementation Plan for Operationalising Catchmentbased WRM .............................................................................................. 82
Table 7-2: Indicative Development Budget for Operationalising Catchmentbased WRM .............................................................................................. 85
Table 7-3: Estimated Recurrent Operational Budget, excluding Capital costs of
implementing CAPs .................................................................................. 86
Table 7-4: Summary Budget Estimate for a Policy and Legal Reform
Programme ................................................................................................ 87
Table 7-5: Summary Budget Estimate for a WR Information Management and
Decision Support System .......................................................................... 87
Table 7-6: Summary Budget Estimate for a WRM institutional strengthening
and development programme.................................................................... 88
Table 7-7: Summary Budget Estimate for an operational infrastructure
development programme........................................................................... 89
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List of Abbreviations and Acronyms
Abbreviation
Detail
ADC
Austrian Development Cooperation
AFRICARE
Integrated food security program working in Amuria, Soroti
& Kaberamaido
BTC
Belgian Technical Cooperation
CAO
Chief Administrative Officer
CAP
Catchment Action Plan
CbWRM
Catchment-based Water Resources Managament
CMC
Catchment Management Committee
CMO
Catchment Management Organisation
CMS
Catchment Management Strategies
Danida
Danish International Development Agency
DEA
Directorate of Environmental Affairs
DEnO
District Environment Office(r)
DEAPs
District Environment Action Plans
DESS
Department of Environment Support Services
DfID
Department for International Development
DOM
Department of Meteorology
DPPs
District Development Plans
DWD
Directorate of Water Development
DWO
District Water Office
DWRM
Directorate of Water Resources Management
EAC
East African Community
FAO
Food and Agriculture Organisation
FCMS
Framework Catchment Management Strategy
FIEFOC
Farm Income Enhancement and Forest Conservation
FSSD
Forest Sector Support Department
GEF
Global Environment Facility
gtz
German Technical Cooperation
IUCN
International Union for the Conservation of Nature
IWRM
Integrated Water Resources Management
JSR
Joint Sector Review
LG
Local Government
LVBC
Lake Victoria Basin Commission
LVEMP
Lake Victoria Environment Management Programme
MERECP
Mount Elgon Ecosystem Conservation Programme
MoU
Memorandum of Understanding
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Abbreviation
Detail
MWE
Ministry of Water and Environment
MWLE
Ministry of Water Lands and Environment
NBI
Nile Basin Initiative
NEMA
National Environment Management Authority
NFA
National Forestry Authority
NGOs
Non Governmental Organisations
Norad
Norwegian Agency for Development Cooperation
NWMS
National Water Management Strategy
PCE
Policy Committee on Environment
PWO
Principal Water Officer
RWMS
Regional Water Management Strategy
SAIP
Strategic Action and Investment Plan
Sida
Swedish International Development Cooperation Agency
SMMTIWRMD
Sio-Malaba-Malikisi Transboundary Integrated Water Resources Management and Development
SSIP
Strategic Sector Investment Plan
STEEP
Social, Technological, Economic, Ecological and Political:
factors used to describe catchments
ToR
Terms of Reference
TSU
Technical Support Units
UO
Umbrella Organisation
UWA
Uganda Wildlife Authority
UWS
Umbrella of Water and Sanitation
UWSS
Urban Water Supply and Sanitation
WAP
Water Action Plan
WESWG
Water and Environment Sector Working Group
WfP
Water for Production
WMD
Wetlands Management Department
WMS
Water Management Strategy
WMZ
Water Management Zone
WPC
Water Policy Committee
WR
Water Resources
WRAMS
Water Resources Assessment and Management Strategy
WRM
Water Resources Management
WSDF
Water and Sanitation Development Facility
WSS
Water Supply and Sanitation
WWF
World Wide Fund for Nature
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Executive Summary
In line with Undertaking No.4 of the GoU-Donor Joint Sector Review (JSR) of
October 2009 that “Catchment based IWRM is operationalised (2009/10) and
funds mobilised for the establishment of all Water Management Zones [WMZs]
by 2010/11 while building synergies with other regionally based or decentralised sector support structures”, this study was carried out to support the Directorate of Water Resources Management (DWRM) to translate this undertaking
into action. The study builds on the key recommendations of the 2009 Catchment-based Water Resources Management Institutional Assessment study report to, among others:
•
de-concentrate DWRM functions and services through four WMZs; and,
•
mobilise support, establish WMZ offices and other operational structures
in catchments within two years, develop and begin implementation of
catchment management strategies and action plans by year 3, while concurrently building up the requisite capacity over a 5 year period, and
evaluate the programme after 5.
Based on the outcomes of an extensive nationwide consultation process – the
key recommendations developed to support operationalisation of Catchmentbased Water Resources Management include:
1
Realigning WMZs with hydrological boundaries: this will safeguard
against the inherent risks of additional district fragmentation, or eventual
regionalisation, resulting in additional boundary mismatches between the
WMZs and administrative units.
2
A framework for operationalising Catchment-based Water Resources
Management (CbWRM) centred on: building long-term partnership arrangements with authorities, agencies and institutions with legal responsibilities for aspects of water and related resources management; encouraging stakeholder ownership of the CbWRM approach; and ensuring widespread commitment to the approach’s strategic objectives in order to generate buy-in and cooperation.
Within this framework, the Policy Committee on Environment; the Water
Policy Committee; the Water and Environment Sector Working Group;
and a broadened Integrate Water Resources Management Thematic Team
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are recommended as vital planning and coordination mechanisms to steer
CbWRM at the national level. At the WMZ and Catchment level, there
will be organs/fora to play steering and technical advisory roles. The
Catchment Management Committees at the catchment level will provide
the stakeholders with fora for coordination and exchange of information.
They will, also, play a steering role in the implementation of the strategies
and plans at the catchment level, while Catchment Technical Committees,
to which the DWRM and its partner institutions and agencies will be represented, will provide technical advisory services. These committees will interface with district level mandated committees and departmental staff as
well as community-based committees and fora to ensure ownership and institutional support for the implementation of agreed upon plans and activities. All committees will have wide stake-holder participation.
To ensure equity of representation for communities with legitimate interests that may not meet the prioritisation criteria at catchment level, it is
proposed that existing parish and or village level structures are utilised to
facilitate community level engagement with WMZ offices.
3
A stakeholder engagement and participation strategy, to be used in
conjunction with the DWRM Communication Strategy 2009 – 14, is proposed with the following specific objectives:
-
increasing awareness and appreciation of water resources management
issues, as well as the challenges and costs of managing them sustainably;
-
instituting sustainable and equitable approaches to water resources
management through broadening the scope of knowledge and perspectives involved in strategic planning;
-
assuring ‘buy-in’ to the objectives of water resources management
strategies and plans and, therefore, greater cooperation in their delivery;
-
strengthening partnership-working and concerted action to produce
better environmental management outcomes; and,
-
conflict management in resources utilisation.
A combination of formal (performance contracts, memoranda of understanding, formal relationship protocols) and informal (practical implementation arrangements, verbal affirmation, community ceremonies) agreements are proposed as the mechanisms for achieving the above-mentioned
objectives as well as putting the strategies below into action. The specific
strategic activities include:
-
catchment driven planning and implementation;
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4
-
strengthening existing relationships with statutory bodies, NGOs and
the private sector;
-
pursuing such emerging and new relationships as the planned facilitative fund for water and environment investments, and collaboration
with research institutions on such initiatives as the Capacity Building
for Integrated Watershed Management in Eastern Africa (IWMNet)
project;
-
engaging youths;
-
utilising visual and performing arts to develop an environment ethic;
and,
-
capacity building for engagement and partnering.
A capacity development plan: Combining the requirements for putting
into action both the framework for operationalising CbWRM and the
stakeholder engagement strategy together with the outcomes of a capacity
(technical and institutional) gap assessment, the study proposes a capacity
development plan. The plan is based on the premise that capacity development transcends human resource development and acquisition of skills.
It includes developing the capacity to use them. This in turn is not only
about structures, but also about social capital and the different reasons why
people start engaging in civic action. It is against this background that approaches targeted at specific levels are proposed.
At the national and district local government levels, the key institutional
development requirements are identified as developing policies, principles,
strategies, standards, guidelines, methodologies and procedures for
CbWRM functions and plans. Facilities and equipment are also required to
facilitate effective resource monitoring and assessment (quantity and quality) as well as data recording, analysis information management and exchange, and its dissemination and use. With respect to human resources
development, competences and skills development requirements for particular WMZs – spanning foundational training on such topics as facilitation methods to specialist expertise like dam safety – are identified. Similarly, the staff requirements for establishing WMZ offices are proposed together with relevant job descriptions.
With due cognisance of the fact that the success of the CbWRM approach
relies a great deal on the activities of stakeholders at the community level,
a three-pronged demand-side capacity building programme is also proposed. Emphasis is placed on:
-
changing attitudes;
-
imparting knowledge; and,
-
improving skills levels.
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It is also recognised that successful implementation of the plan will be dependent on the commitment to change by the top management of the
DWRM and its institutional partners; the availability and development of
appropriate institutional innovations; and mobilisation of adequate financial and technical resources. Furthermore, capacity building is an ongoing
process that requires continuous support and effective management over
time.
A costed implementation plan is provided. The proposals amount to just over
UGX 61 billion (sixty one billion shillings) in capital costs, spread over a period of five years, and a recurrent and operational budget of about UGX 13.5
billion (thirteen billion five hundred million shillings) per annum. The variation
from the cost estimates of the 2009 Catchment-based Water Resources Management Institutional Assessment study is due to the inclusion of costs for:
•
reforms to the policy and legal environment to fully accommodate
CbWRM;
•
a Water Resources Institute to develop human resources capacity in IWRM
approaches;
•
upgrading the DWRM Water Quality laboratory at Entebbe to the status of
an internationally accredited reference laboratory;
•
a doubling of Catchment Management Organisations planned for establishment from four to eight following a detailed consideration of the requisite level of operations to make an impact on the water resources management challenges facing the country; and,
•
the cost o f a turnkey Water Resources Monitoring and Assessment Information System instead of the databases proposed under the institutional assessment report.
Conclusion and Recommendations
The implementation of the CbWRM policy and strategy is long overdue. The
work done and detailed analyses and recommendations under this re-port provide adequate guidance on what needs to be done and how it could be done. It
is recommended that the MWE takes the next step to start implementation of
CbWRM. There are a few areas where MWE/DWRM needs to take decisions
such as the final demarcation of WMZs, especially the Lake Victoria WMZ, as
well as staffing levels and institutional linkages for the various WMZs and the
DWRM, so as to start within available resources and avoid further delays in
implementing the sorely needed CbWRM approach.
Outline of the Report
The report is organised in four distinct sections each of which presents a key
output of the study
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Section I – assessments of the challenges, needs, requirements and opportunities for each of the four WMZs (Activities 1, 2 & aspects of 6 of the ToR): the
assessments, which amount to a Situation Analysis, are presented in Chapters 2
and 3. Chapter 2 focuses on the drivers of the CbWRM approach, presented, on
the one hand, in a national strategic planning perspective and, on the other, in
the context of how they are perceived by the general public and stakeholders.
Through a detailed discussion of how existing institutional frameworks can
both be enhanced and utilised to deliver CbWRM, Chapter 3 provides details of
the opportunities for synergy at the various levels at which the CbWRM approach will be implemented.
Section II – strategies for engaging relevant stakeholders (Activity 3 of the
ToR): these are presented in Chapter 4. The chapter discusses the recommended
strategies and tools for engaging the stakeholder categories identified in Chapter 3, as well as the levels (national, WMZ, catchment and community) at
which they can be applied.
Section III: the outcomes of a preliminary capacity building assessment; details of staffing requirements for each of the WMZs; proposals for a WMZ
staffing structure; and draft job descriptions (Activities 4, 5 & 6 of the ToR),
are presented in Chapters 5 and 6; and Appendix II.
Section IV: implementation plans for acting on the proposal developed in Sections I, II and II of the report, as well as the associated budgets (Activity 7 of
the ToR) are presented in Chapter 7. The chapter also presents ideas on possibilities for project formulation as a means of mobilising resources particularly
for the capacity development aspects of the proposals made.
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Introduction
Undertaking No.4 from the October 2009 Joint Sector Review (JSR) states that
“Catchment based IWRM is operationalised (2009/10) and funds mobilised for
the establishment of all Water Management Zones [WMZs] by 2010/11 while
building synergies with other regionally based or decentralised sector support
structures” This component of contract No. MWE/SRVCS/08-09/00184 is
aimed at supporting the Directorate of Water Resources Management (DWRM)
to translate this undertaking into action.
1.1
Background
An Organisational and Institutional Assessment study of 2009 – building on the
recommendations of the 2005 Water Resources sub-sector Reform Study – developed a framework for de-concentrating water and related resources management and development functions and services through four catchment-based
Water Management Zones (WMZs). The2009 JSR Undertaking No.4 was
based on the recommendations of the study report as summarised in the subsections that follow.
1.1.1
Overview of the Outcomes of the Catchment-based WRM
Institutional Assessment Study
The Assessment study took into account the challenges posed by a lack of water resources utilisation plans; climate change and variability threats; general
deterioration in water resources quality; and the inadequacy of centralised management of water resources while investigating the following options for decentralising water resources management:
Option 1: Operating from the centre in stronger and direct partnerships with
district councils and other stakeholders. An option that would optimise use of existing structures but fail the subsidiarity principle of
water resources management.
Option 2: Operating from the centre with field offices in each of the Water
Management Zones, which would create opportunities for improving
real-time service delivery and moving functions closer to the users
but at the same time also create an additional layer of bureaucracy
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with minimal promise of improvement in efficiency and stakeholder
participation.
Option 3: Devolving selected functions to district councils which would be in
line with the overall national goal of the decentralisation process, but
would also introduce major challenges to catchment-based planning
and management of water resources.
Option 4: De-concentration through Water Management Zones, which would
not only create stakeholder fora but also an interactive interface of
the centre with district and catchment level stakeholders through
empowered regional offices – albeit with significant legal and organisational hurdles.
On the basis of a SWOT analysis, Option 4: De-concentration through Water
Management Zones was recommended as the most practical and viable, whereupon attention shifted to how to implement it. The following approaches were
thus considered:
•
Phased Approach: A phased roll-out programme that would take incremental steps towards de-concentration over a 5 year period at an estimated
establishment cost of about UGX 5.2 billion.
•
‘Big Bang’ Approach: Identifying at least one hotspot catchment per
zone, development of a programme for the immediate setting up of Water
Management Zone offices, mobilising community participation and immediately beginning work on implementation while concurrently building up
the requisite capacity over a 5 year period and an establishment budget of
about UGX 7.0 billion.
•
Zone-to-Zone Approach: Gradual de-concentration of functions based on
geographical prioritisation over a 6yr period at an estimated cost of about
UGX 6.3 billion.
A key outcome of the Stakeholders’ Review Workshop was the unanimous recommendation to adopt the ‘Big Bang’ Approach to de-concentrating WRM
functions through Water Management Zones, as well as endorsing the implementation framework presented in Table 1-1 below.
Adequacy of funding – not just for the establishment of the recommended institutional structures but also for local government and community participation
and, above all, implementation of activities – was highlighted as vital for assuring sustainability and effectiveness of the outcomes of the de-concentration
process. In the short-term, this would necessitate a substantial increase in the
sector budgetary allocation and the development of appropriate mechanisms for
channelling the funds within the new operational arrangements. Fundamental
changes to the processes for both mobilising funds and funding de-concentrated
functions and services are also required to complete the necessary reforms. The
on-going plans to transform the Water and Sanitation Development Facility
into a funding mechanism for water sector investments were recognised as pre-
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senting a great opportunity for instituting a long-term solution to the identified
funding challenges. The benefits likely to accrue from the proposed semiautonomous Facilitative/Trust Fund include:
•
seamless funding of multi-year development activities;
•
potential for direct utilisation of revenues generated to fund activities providing special dispensation can be granted by the Treasury regarding transfers to the Consolidated Fund;
•
opening up the possibility of direct private and financial sector, as well as
development partner involvement funding activities; and,
•
depending on the set-up, greater control over processes for funds mobilisation and disbursement, as well as autonomy of funds utilisation.
Table 1-1: Proposed Implementation Framework for the ‘Big Bang’ Approach
Year 1
Intensive groundwork operations:
• Promotion and sensitisation;
• Strategic analysis on nationwide WR
challenges by catchment;
• Ranking and selection of priority list
of hotspot catchments to start off with;
• Stakeholder consultations;
• Supporting establishment of CMOs in
selected catchments;
• Initiating and supporting stakeholder
preparation of catchment management and action plans;
• WMZ staff recruitment
• Monitoring & assessment activities in
catchments without CMOs
Year 2
Set-up offices and start
implementation activities:
• Opening offices and
relocation of staff
• Addressing critical capacity building challenges necessary for start
of implementation activities in each of the selected catchments;
• Start implementation
• Continued promotion
and sensitisation
• Elements of Year 1 activities
Years 3&4
Institutional Strengthening:
• Developing and implementing capacity building programme;
• Promotion and sensitisation
• Publicising milestones
and achievements
• Continued promotion
and sensitisation
• Necessary elements of
Yr1 & 2 activities
Year 5
• Evaluation and
initiate respective improvement programme
1.1.2 WRM Functions and Services for De-concentration
The study recommended de-concentration of all services related to the functions of Monitoring, Assessment and Information Services; and Policy, Practice
and Advice, except:
•
Advisory Services on transboundary and international waters;
•
Operation of a national water resources information database and a national reference laboratory; and,
•
Policy and Legislation.
For the Planning and Regulation function, the services proposed for deconcentration included aspects of:
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•
water use planning;
•
compliance monitoring and enforcement;
•
EIA reviews and advice; and,
•
technical support.
The proposals generated by the study regarding possible roles and linkages
among the key actors as well as the organisational structure were further reviewed at the 27 – 29 January 2010 DWRM internal working session. Figure
1-1 presents a matrix of WRM functions and services for de-concentration,
while Figure 1-2 shows the proposed organisational structure, both of which
have been revised in accordance with the recommendations from the above
consultation process.
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Monitoring, Assessment
and Information Services
Water Resources
Functions
Monitoring
Assessment
Planning and Regulation
Planning
Regulation and
Compliance
Advice and Facilitation
Coordination of
Development
Activities
Technical
Assistance and
Facilitation
Implementation
of Development
Activities
Policy and
Legislation
Central
MWE/DWRM/DWD
Regional
WMZ offices working with
TSUs, WSDF, WMD, UWSs
National consolidated database
and info mgt & dissemination
systems
National Reference WQ Lab
and standards
WR monitoring network planning
& Dev't
Supervision of data collection
National and transboundary
water resources assessment,
planning and coordination
Zonal WR database
management
Real-time updates transfer to
centre
Regional WQ laboratories
Regional WR mapping,
assessment and planning.
Contribution to national and
transboundary assessments and
planning
Formulation and review of
legislation, policies, standards
and procedures
Assessment of applications for
abstraction and easement
permits
Technical support & advisory
services to stakeholders
Data collection, storage and
transfer to centre
National-level enforcement
activities
Allocation
National and transboundary
planning and prioritisation
Zonal-level enforcement
Liaison with other relevant
ministries and agencies
Technical assistance and
facilitation to the WMZs
Compliance monitoring
Facilitation of regional planning,
including through CMOs in the
Zone
Contribute to national planning
and coordination
facilitation to relevant
stakeholders
►►► Level of Decentralisation ►►►
Catchment
District
Catchment Management
Council/Environment
Organisation (CMO)
Committee/DWSCC
Coordinate activities for
community awareness and info
mgt & dissemination
Coordinate WR monitoring
stations observation & mgt
Data transfer to WMZ
Contribution to regional
assessments and planning
Stakeholder-driven catchmentbased water resources
assessment and planning
Development and coordination
of community education and
sensitisation campaigns on
relevant laws and regulations;
allocation procedures; and
benefits of compliance
Forum for stakeholders, and
coordination of implementation
activities & agencies
Lower Government
Local Council/ Local Env'mt
Committee
Community awareness and
collaboration for data collection
and information dissemination
and management
Community awareness and
mobilisation
Public awareness and
mobilisation
Data collection & transfer
Gauging stations operation and
maintenance
Data Collection & transfer
District-level water resources
assessment
District-level water resources
planning
Information dissemination
Contribution and support in
developing IEC strategies
Data collection & transfer
Data collection
Capacity building
Data collection
Community education and
relevant laws and regulations
Community education and
Prepare local environment work Capacity building
plans
Public education and
Encourage compliance with
Encourage compliance with
Data collection: uses requiring
regulations and permitting
regulations and permitting
permits, compliance
through community engagement through community engagement
Enforcement (later stage)
Data collection: uses requiring
permits, compliance
District-level coordination and
planning
Community mobilisation
Extension services
Aspects of capacity building
services
Pro-active engagement of WMZ
staff and chanelling of technical
assistance and facilitation
provided
facilitation of relevant
stakeholders where possible
Contibution to facilitating CMO
activities
Chanelling of technical
Supporting community activities Supporting community and even
assistance & facilitation to lower
public activities
councils
Leadership and coordination of
implementing agencies
Quality assurance and oversight Mobilisation and coordination
Implementation
Formulation and review of
national policies and technical
standards
Recommendations to centre on Advocacy and contribution of
policies and legislation
stakeholder perspectives to
policy/legal formulation and
review processes
Creating awareness
Contribution of local government Creating awareness
perspectives to policy/legal
formulation and review
processes
Enacting bye-laws and
ordinances to support relevant
plans and/or activities at local
level
Secretariat to the Water Policy
Committee
Contribution to keeping waterrelated legislation and
regulations up-to-date
NGOs
Coordinating harmonisation of
local bye-laws and ordinances
Implementation
Implementation
Advocacy
Figure 1-1: Matrix of WRM Functions and Services De-concentration through WMZ
s\Rashid Mbaziira\My Documents\08040-4_Short_term_Advisors\WMZ_Phase_II\Draft_Final\rmb0000052_Draft_Final.DOC
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Figure 1-2: Proposed WMZ Organisational Structure
s\Rashid Mbaziira\My Documents\08040-4_Short_term_Advisors\WMZ_Phase_II\Draft_Final\rmb0000052_Draft_Final.DOC
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1.2
Objectives of the Consultancy
It is against the background of the above that this study was commissioned to
provide support to the implementation of the JSR2009 Undertaking No. 4, to be
achieved through carrying out various assessments; preparation of the detailed
workplans and budgets for operationalisation and establishment of four Water
Management Zones (WMZs) while creating synergy with other Ministry of
Water and Environment (MWE) regionally based or decentralised initiatives.
The workplans and budgets will provide the basis for mobilising required funding by the Government of Uganda (GoU) and Development Partners (DPs) for
the 2010/11 financial year.
The Terms of Reference (ToR) – Appendix I – lists the main expected output of
the study as a report detailing the:
1
outcomes of the assessments of the challenges, needs, requirements and
opportunities for each of the four WMZs, as well as the preliminary capacity building assessment (Activities 1,2,4 & 6 of the ToR);
2
staffing requirements for each of the WMZs, organisation charts for both
the DWRM and the regional offices, and draft ToRs and required qualifications and experience for the proposed positions (Activities 4, 5 & 6 of
the ToR);
3
strategies for engaging relevant stakeholders (Activity 3 of the ToR); and,
4
implementation plans and budgets for operationalising catchment-based
WRM (Activity 7 of the ToR).
1.3
Approach and Methodology
The study commenced with consultations with the DWRM management and
technical teams from 27-29 February, 2010. From March 2010, the study team
was involved in a broad range of reviews, consultations, meetings, and other
study activities that have collectively contributed to this Report.
The Directorate of Water Resources Management (DWRM) on behalf of the
MWE (the Client) provided background material while the team collected and
analysed relevant literature and research material. Documents comprising of
minutes of relevant meetings; laws, regulations and policy documents; governmental reports and steering documents; research reports; books; discussion papers and relevant excerpts from the print media, were reviewed. Details of the
documents are enclosed in Appendix IV.
Focus Group Discussions (FGDs), interviews and consultations were conducted
with relevant officials from the decentralised structures within the Water and
Environment Sector; representatives of the Development Partners; government
and elected representatives particularly at sub-national level; relevant parastatal
.
8
organisations; and national and international NGOs. The list of persons met and
interviewed is included in Appendix III.
The study has addressed and concluded the key assignment tasks outlined in the
terms of reference (ToR) while at the same time taking into consideration the
comments made at both the Inception meeting; and two subsequent Internal
DWRM Workshops respectively held on 23 March and 7 June and 17 August
2010.
Particular significance is attached to the recommendations made at the 7 June
Internal DWRM workshop to review the approach and progress made on institutionalising catchment-based WRM. The key recommendations that had considerable impact on the conduct of this study are highlighted below, while the
agreed minutes of the workshop are attached as Appendix V.
1.3.1 Delineation of Zones following Hydrological Boundaries
In line with this recommendation 1 , Table 1-2 presents the proposed changes to
zone demarcation and nomenclature.
Following hydrological boundaries will invariably lead to issues of some districts straddling more than one catchment. Proposals have been made in Section
4.4.4 (pg.58) on how to overcome the resulting management and implementation challenges.
Given the on-going fragmentation of districts and an anticipation of possible
regionalisation of administrative structures, the above approach to zone demarcation safeguards against:
a)
the inherent risks in further fragmentation of district; and,
b)
the potential management and implementation challenges that may arise in
the event regionalisation results in a mismatch of boundaries between water zones and regional administration.
The revised Victoria WMZ presents obvious challenges of accessibility and
assuring effective participation for stakeholders from such locations as Busia in
the east and Kisoro to the west, let alone the variability of interests in the various sub-regions. It is recommended that either:
•
the L Victoria north-shore sub-catchment, east of Luzira, is appended to
the Kyoga WMZ, as justified in Section 6.3.2; or
•
the Victoria WMZ is subdivided into two WMZs; one for those catchments
draining into Lakes Edward and George, and the other being the L Victoria
basin.
1
Also further clarified in discussions with Mr Fred Kyosingira, Asst Comm WR Monitoring
.
9
Table 1-2: Proposed Changes to Zone Boundaries
Uppernile
Albert
Kyoga
Victoria
Map developed by DWRM GIS Unit – Aimo Fahima and Caroline Nakalyango
Proposed Demarcation
1
2
3
4
Albert Nile Basin, Aswa Basin, and
Kidepo Basin
Lake Kyoga Basin
L. Victoria Basin and the catchments
discharging into Lake Edward and
Lake George
Catchments downstream of L Edward discharging into L Albert and
the catchment contributing to the
Kyoga Nile downstream of L Kyoga
Proposed WMZ
office location
Gulu or Lira 3
Proposed sub2
offices
Arua
Mbale
Kamuli
Mbarara
Kasese
Masindi
Bundibugyo
2
The choice of locations for WMZ sub-offices was influenced by the responsibility of
WMZ offices to provide, among others, administrative support to CMO Secretariats. Since
two CMOs will initially be established in each WMZ, care has been taken to ensure, - to the
extent it is possible - that the Secretariats are centrally located with the respective catchments; and that they share the same premises as either the main or sub- WMZ offices.
3
Decision to be taken together with WSDF-North, which has been offered land for office
construction by both local governments and has invited DWRM join in the development
.
10
1.3.2
Championing a Single face of Water and Environment Vs
Executing DWRM’s Purpose
It emerged at the workshop that focus should be limited to de-concentrating
DWRM functions rather than attempting to champion the creation of a single
face of the entire MWE at a regional level. This, however, does not stop the
MWE Directorates and agencies from continued institutional collaboration in
the course of executing their functions, especially, within the framework of the
Water and Environment Sector and the Sector-wide Approach.
To fulfil its purpose – within the wider mission, vision and strategic objectives
of the MWE – the DWRM has to provide both effective regulatory oversight
and leadership in initiating and institutionalising the practice of integrated water resources planning. A key first step to attaining this goal would be improving intra-MWE operational linkages for which a regional set-up that brings together all three directorates of the MWE would be a major achievement. To this
end, Catchment-based Water Resources management can be a good entry point.
The long-term vision is for the MWE to draw lessons from the implementation
of CbWRM; and the operations of the WSDF, TSUs and the UWS to define
complementary operational arrangements that lead to the creation of a single
face of the MWE at a regional level.
1.4
Outline of the Report
The report is organised in four distinct sections each of which presents a key
output of the study
Section I – assessments of the challenges, needs, requirements and opportunities for each of the four WMZs (Activities 1, 2 & aspects of 6 of the ToR): the
assessments, which amount to a Situation Analysis, are presented in Chapters 2
and 3. Chapter 2 focuses on the drivers of the CbWRM approach, presented, on
the one hand, in a national strategic planning perspective and, on the other, in
the context of how they are perceived by the general public and stakeholders.
Through a detailed discussion of how existing institutional frameworks can
both be enhanced and utilised to deliver CbWRM, Chapter 3 provides details of
the opportunities for synergy at the various levels at which the CbWRM approach will be implemented.
Section II – strategies for engaging relevant stakeholders (Activity 3 of the
ToR): these are presented in Chapter 4. The chapter discusses the recommended
strategies and tools for engaging the stakeholder categories identified in Chapter 3, as well as the scales (national, WMZ, catchment and community) at
which they can be applied.
Section III: the outcomes of a preliminary capacity building assessment; details of staffing requirements for each of the WMZs; proposals for a WMZ
staffing structure; and draft job descriptions (Activities 4, 5 & 6 of the ToR),
are presented in Chapters 5 and 6; and Appendix II.
.
11
Section IV: implementation plans for acting on the proposal developed in Sections I, II and II of the report, as well as the associated budgets (Activity 7 of
the ToR) are presented in Chapter 7. The chapter also presents ideas on possibilities for project formulation as a means of mobilising resources particularly
for the capacity development aspects of the proposals made.
.
12
2
Opportunities, Needs and Challenges for
Catchment-based Water Resources
Management
The policy shift towards de-concentration of water resources management functions and services through Water Management Zones (WMZs) has been necessitated by the need for government to respond to the issues and challenges identified and articulated by the various studies and reforms undertaken in the water
and sanitation sector.
Water Resources are but one of the elements of a natural resources base that
plays a pivotal role in the realisation of Uganda’s development potential. The
other key elements are:
•
atmospheric resources consisting primarily in weather and climate phenomena the accurate forecasting of which is essential to planning and management of economic production;
•
wetlands which are a key factor in biodiversity and ecosystem health –
providing essential life support through stabilisation of the hydrological
cycle and micro-climates and providing a buffer against pollution of
freshwater, flooding and siltation – and, in turn, a key influence on socioeconomic development;
•
land resources: with the majority of Ugandans deriving their livelihood
from subsistence agriculture, land management and use has a tremendous
impact on the quantity and quality of the water resources; and,
•
energy resources: given the importance of energy to socio-economic development, hydro-power production will remain a major consideration in
the management and use of water resources, including its allocation among
competing needs.
Due to increasing population pressures and the related human and economic
activities, these resource systems are deteriorating rapidly in quantity and quality. Habitat conversion has adversely affected such ecosystems as forests, wetlands, rangelands and catchments with such consequences as environmental
and land degradation, as well as variability in weather patterns. The poor disposal of industrial and domestic waste has resulted into extensive pollution of
the resource systems.
.
13
Institutionally, the common themes emerging from the National Development
Plan 2010 – 2015, as the constraints to more effective environment and natural
resources management are:
•
capacity challenges centred on inadequacies in appropriate equipment,
tools and facilities; as well as the requisite human, administrative, financial
and technical resources;
•
limited awareness and/or appreciation of the significance and interdependencies of the roles played by the various subsectors/actors in socioeconomic development and its sustainability;
•
weaknesses in the institutional set-up resulting in limited networking, collaboration, coordination, financial leverage and information exchange
among the role-players in the ENR sector;
•
gaps and, in some cases, inconsistencies in the overall sector policy and
legal environment resulting in insufficient legal settings for holistic planning and implementation; and,
•
weaknesses in regulatory compliance and enforcement often caused by insufficient political commitment and limited understanding of the laws and
regulations within enforcement agencies.
2.1
Critical WRM Challenges
The following are the key WRM-specific challenges that also justify the operationalisation of CbWRM. These issues affect the whole country, but may differ
in severity from one water management zone to another.
2.1.1 Climate Change and Climate Variability
Projections in the Intergovernmental Panel on Climate Change (IPCC) Fourth
Assessment Report indicate average temperature increases for Uganda in the
range of 0.7 to 1.5ºC, by 2020, the impacts of which are predicted to be increased rainfall variability. With respect to WRM, increased rainfall variability
presents a far greater challenge than scarcity in that both sides of the equation
(too little water and too much water) need to be managed, and managed under
greater uncertainty. The complexity of this challenge is further put into context
by the fact that higher temperatures will result in changes in vegetation cover
and, in turn, runoff and groundwater recharge characteristics with consequences
on water resources availability due to quality effects.
Whereas there are uncertainties over the exact nature of the impacts, what cannot be denied is that climate variability will impact on the hydrological cycle
which will change the distribution and accessibility. Changing rainfall and river
flow patterns will affect all users; shifting rainfall patterns will affect cropping
systems and the prevalence of such diseases as malaria; increased uncertainty
and shifting crop water requirements threaten Uganda’s rain-fed agricultural
.
14
sector; while risks and uncertainties are growing around water-borne diseases,
droughts, floods and landslides.
With many of the anticipated impacts operating through water, fundamental
changes in the way Uganda’s water resources are utilised and managed is an
important step towards climate change adaptability. CbWRM presents opportunities for both raising awareness on climate change and climate variability as
well as streamlining relevant adaptability mechanisms into development planning and implementation.
2.1.2 Deterioration in Water Quality
Increasing pollution levels of freshwater resources due to low compliance to
water laws and regulations as a result of inadequate enforcement/regulation of
wastewater discharge permit conditions is leading to deterioration of the water
quality in the major water bodies in Uganda. Water quality is influenced greatly
by human activities within the catchment and in the water body itself. It is a
scientific fact that such hydrological problems as increased runoff, massive soil
erosion as well as floods and droughts are to a large extent caused by poor
management of catchments. The deterioration of water quality is reflected in
the increased costs of the treatment of water.
2.1.3 Water Resources Monitoring and Assessment
The weaknesses in the hydrological monitoring network notwithstanding, a
presence in the catchments should contribute to the improvement of the assessment of the country’s water resources. Currently, quarterly WRM data collection exercises not only compromise real time availability of information for
planning, management and regulation purposes but are also a major factor in
the poor quality and gaps in the data.
2.1.4 National and Regional Plans for Water Utilisation
Presently there are no overall water resources management plans for the catchments in Uganda. Plans for sharing the international waters are based on colonial period agreements between United Kingdom and Egypt; and between
Egypt and Sudan both of which do not simultaneously generate consensus all
the time in Uganda. Expediency for implementation sometimes overrides rational approach. Rational planning for multi-purpose use of water resources
would benefit from clarity on the overall planning cycle for water resources
management and development between the key actors (DWD/ WfP Department, MAAIF and MEMD). It is in this regard that the development of catchment management plans is being taken into account in the sector strategies and
investment plans as this will be the basis for all water sector planning which
should aim at maximising benefits that accrue from both national and international use of the water resources.
The justification and urgency for such plans includes such factors as the increasing per capita investment and recurrent costs of water supply, which indi-
.
15
cates that cheaper sources of water are getting exhausted and yet coverage is
still far from satisfactory; and plans for inter-basin bulk water transfers which
require precise information on resource availability.
2.2
Stakeholders’ Views of WRM Challenges
From the stakeholder consultation process, the following broad categories of
WRM issues emerged as being of particular interest to stakeholders nationwide.
2.2.1 Awareness and Participation
Whereas the DWRM has directly engaged stakeholders in pilot IWRM initiatives in the Albert and Victoria WMZs, there is still a general lack of comprehension – even within the two zones involved in piloting initiative – of what
constitutes the DWRM functions and services vis-à-vis the mandate of the
MWE. This was primarily attributed to the limited opportunities for interaction
between sub-national level stakeholders and the DWRM officials – in particular
the lack of direct linkages between district local governments and the DWRM –
and the currently centralised nature of DWRM operations.
Without a better understanding of the DWRM functions and what the various
stakeholders’ roles would be in delivering related services, there were concerns
of divergent expectations and ineffective contributions.
2.2.2 Capacity challenges
Stakeholders identified inadequate capacity as being a major challenge to water
resources management. At the local level, there is a serious shortage of capacities, knowledge, know-how and other capabilities needed to plan; and effectively participate in and implement water policies and projects.
2.2.3 Weak Coordination Mechanisms
Stakeholders noted that whereas such mechanisms as the sector working
groups, the Policy Committee on Environment (PCE) and the Water Policy
Committee (WPC) exist to coordinate policy implementation and programmes
within the water and environment sector, some of the challenges of water resources management were, actually, the result of sub-sectoral programmes in
water supply, agriculture, land development, forestry and urban planning. Programmes and initiatives such as the Presidential Initiative on Banana Development; reclamation of wetlands for rice and vegetable growing, industrial development, tree planting; plantation forests on hillsides; and uncoordinated development of gravity flow schemes have been singled out as exacerbating WRM
challenges in many parts of the country.
.
16
2.2.4 Inadequate Funding
Stakeholders noted that a number of catchment and lake management plans
have been developed by such initiatives as LAGBIMO, LAKIMO, LEAF,
LAECMI but have not been able to attract funding for implementation; neither
from government nor other funding agencies and institutions. This, it was observed, was leading to stakeholder fatigue of related approaches of which
CbWRM is no different.
2.2.5 Data and Information access and exchange challenges
There are major challenges to accessing reliable hydrological, meteorological,
and water quality data for use in planning. Most District Water Officers lamented challenges of accessing groundwater maps, and other resource monitoring data. Similarly, data for existing water supply schemes for both rural and
urban water supply and sanitation systems is not readily available.
2.3
Issues Unique to Specific WMZs
In order to have targeted interventions, and tailor WMZ structures and resources better, it is important to identify critical opportunities and challenges as
well as major water resources management related activities, in each zone. This
section, also, highlights the issues as perceived by various stakeholders.
2.3.1 Upper Nile Water Management Zone
The Upper Nile WMZ covers just over 50,000km2 of generally flat terrain, and
receives an estimated mean annual rainfall of about 1,146 mm mainly in a single rain season, between April and September, and varying from about 600mm
in the North-eastern parts of the WMZ to about 1,300mm in the Southern parts.
Rainfall variability is a major factor in the region’s high risks and uncertainties
over floods, droughts and vector borne diseases. The surface water resources
systems are primarily the Albert Nile and the Aswa rivers. The zone also has
significant groundwater resources. Both resource systems are predominantly,
transboundary; shared between the Democratic Republic of Congo, Sudan and
Uganda. The MEMD has identified a number of mini hydropower production
sites, on the surface water resources systems in west Nile; and significant geothermal power production potential at Awa, Amor-pi, Keyo Amuro, Koior, Nagarek and Penyamur.
The population is estimated to be between 3 to 4 million, the high degree of
uncertainty being due to the impacts on the population of a 25 year insurgency
from which the region has just recently emerged.
Catchments
As shown in Figure 2-1, there are three distinct catchments in the Upper Nile
WMZ, namely:
•
catchments contributing to the Albert Nile within Uganda;
.
17
•
the Aswa Basin, discharging into the Albert Nile in Sudan; and,
•
the Kidepo Basin.
UPPER NILE WATER MANAGEMENT ZONE
Uppernile
Lake Kyoga
Lake Albert
Lake Victoria
#0
KOBOKO
"
YUMBE
"
##
"
Terego
KAABONG
LAMWO
AMURU
Koboko
MARACHA
.!"
"
#
MOYO
Lori
Adjumani
"
ADJUMANI
Kitgum KITGUM
"
ATIAK
KOTIDO
NYADRI
AMURU
Arua
"
"
#
Pajule
PADER
GULU
ARUA
Kalongo
AGAGO
"
Geregere
"
Alerek
#
ZOMBO
"
Zombo
"
#0
NWOYA
#
"
Anaka
Nebbi
NEBBI
#
ABIM
-
"
OYAM
LIRA
KOLE
Legend
#
Surface Water Stations
#0 Groundwater Stations
!.
Water Quality Stations
"
Towns
15
30
60
OTUKE
90
Kilometers
120
LIRA ALEBTONG
"
Districts
Catchments
Rivers
MOROTO
!.
1:1,500,000
0
Okeloamone
Upper Nile Water Mgt Zone
Lakes
Wetland
Catchments
Albert Nile
Aswa
Kidepo
Omoro
AMURIA
"
OBALANGA
Figure 2-1: Map of the Upper Nile WMZ showing the various catchments
Priority Issues Identified by Stakeholders
• Improvement of potable water supply and access: civil strife in the region
in general has led to the region falling behind on national targets for water
supply and sanitation.
•
Technical support in groundwater resources development and management: mixed success in exploitation of ground water resources due to poor
availability of data, in part due to a lack of direct links between Entebbe
and the districts (thus poor technical guidance from centre);
•
Improving the water resources monitoring network and, in turn, availability of data for planning and management: The hydrological network was
virtually destroyed during the civil strife either through vandalism or out of
neglect. Given the current situation of increased occurrence of extreme
weather events, this situation has to be improved to provide for proper
planning and reduce vulnerability.
•
Managing impacts of extreme weather events and improving emergency
preparedness: regulation, control and utilisation of water resources of sea-
.
18
sonal rivers and or rivers with large variations in low and peak flow. This
would also extend to assuring safety of the earth dams and reliability of
valley tanks currently being constructed as part of the Water for Production
initiative.
•
Developing irrigation potential and assuring food security in the region:
the region’s flat terrain and fertile soils are perfect for irrigation to improve
on the current levels of agricultural productivity that are constrained by a
single rain season. Also there is need to rehabilitate existing irrigation
schemes affected by the war by introducing modern water saving technologies.
•
Conflict Management: there is potential for conflict over land and water
relating to the nomadic practices in the east of the region particularly in the
dry periods.
2.3.2 Kyoga Water Management Zone
The Kyoga WMZ covers about 58,000km2, with the bulk of its terrain at an altitude range of 900 – 1150m above sea level, and a slope of 1 – 3 degrees which
indicates a relatively flat terrain. It enjoys abundant surface and ground water
resources. Mean annual precipitation exceeds 1,200mm although it varies considerably in seasonality and amounts. The areas to the north receive about
600mm of annual precipitation in a single rain season, while the South and
South-western parts of the zone have rainfall averages of up to 1,500mm over
two rain seasons. Potentially large hydropower production sites have been identified at Isimba and Bugumira on the Nile, in addition to which there is minor
production potential on some rivers originating from Mt Elgon. Geothermal
power production potential has also been identified at Katabok.
Population is estimated at about 9.3 million, with agriculture as the major industry.
Catchments
As illustrated in Figure 2-2:
•
Karamoja (Kapiri): which contributes to two primarily seasonal rivers,
Okok and Okere, that originate from the Karamoja region and discharging
into the wetland system around Lake Bisina.
•
Sironko: which covers the river systems (Sironko, Sipi, Muyembe,
Manafwa), originating from Mt Elgon, and those originating from Mts.
Kadam and Napak.
•
Lake Kyoga sub-catchment: including the streams entering into the lake
from the south (Sezibwa and Victoria Nile) and those from the north.
•
Mpologoma: dominated by R Mpologoma.
.
19
•
Kwania: which covers L Kwania and the wetlands system spreading over
Amolatar, Dokolo and Apac
KYOGA WATER MANAGEMENT ZONE
Uppernile
Legend
#
!.
#0
Groundwater Stations
!.
"
Towns
Lake Kyoga
Lake Albert
KAABONG
Lake Victoria
Kotido
"
KOTIDO
Districts
Catchments
Rivers
ABIM
MOROTO
Kyoga Water Mgt Zone
!.
Lakes
ALEBTONG
APAC
AMURIA
#
DOKOLO
KATAKWI
!.
#
#
KUMI
SOROTI
##
SOROTI
!.
NAKASONGOLA
#!.
SOROTI
#0
!."
!. #
Soroti
KABERAMAIDO
AMOLATAR
NAKAPIRIPIRIT
.!#
#
APAC
#
MASINDI
"
Nakasongola
KAMULI
Kumi
"
KUMI
KALIRO
!.
KAYUNGA
"
!. KAMULI
Kaliro
"
LUWERO
IGANGA
JINJA
WAKISO
KAMPALA
MUKONO
.!#
BUDAKA
!. PALLISA
#
BUKWO
SIRONKOKAPCHORWA
KAPCHORWA
MBALE BUDUDA
Mbale
#
!."
#!.
MANAFWA
Jinja
!."
TORORO
IGANGA
"
Iganga
MAYUGE
MUKONO
"
#!.
BUKEDEA KAPCHORWA
#
!.
#
#
"
Kayunga
"
LUWERO
KapchorwaKAPCHORWA
"
NAMUTUMBABUTALEJA
#
Nagongera
#
NAKAPIRIPIRIT
SIRONKO
PALLISA
0
!."#
Pallisa
-
#0!.
MOROTO
Wetland
KOLE LIRA
Moroto
"!.#
0
Kangole
" !.
!.
MAYUGE
Tororo
"
#
!.
BUGIRI
BUSIA !.
BUGIRI
1:1,700,000
!.
0
12.5
25
50
75
100
Kilometers
Figure 2-2: Map of the Kyoga WMZ showing the various catchments
.
20
• Managing impacts of extreme weather events and improving emergency
preparedness: regulation, control and utilisation of water resources of seasonal rivers and or rivers with large variations in low and peak flow. Disaster preparedness measures required to reduce vulnerability to floods,
droughts and mudslides.
•
Developing irrigation potential and assuring food security in the region:
irrigation in the region is mainly practiced at a small scale level sometimes
in a manner that is harmful to water and wetlands resources. The large
scale irrigation schemes require rehabilitation and introduction of modern
irrigation technologies.
•
Pollution of Water Resources / •deteriorating water quality of rivers and
streams: due to unplanned urban development, poor waste management,
poor agricultural practices, gin distillation and untreated effluent discharge
•
Water Resources conservation and catchment protection: to address such
issues as wetlands reclamation and degradation due to rice growing, siltation of rivers and streams due to poor land use practices, and managing
lakeshore and river bank erosion
•
Control of invasive and alien flora on L Kyoga
•
Conflict Management: there is potential for conflict over land and water
relating to the nomadic practices in the north of the region particularly in
the dry periods.
•
Concerns over planned beach leasing for commercial fishing by the Ministry of Agriculture.
2.3.3 Victoria Water Management Zone
The Victoria WMZ covers about 78,100km2, which fall into two distinct terrain
systems, namely: the gently sloping peneplain of the catchment discharging
into L Victoria (1,034m asl) with elevation between 1,000 – 1,200 m asl; and
the rift valley of the catchments discharging into Lakes Edward and George,
which are at a mean lake level of 920m asl.
It enjoys abundant surface and ground water resources, albeit with major spatial
variations. Within the rift valley, mean rainfall varies from 800mm in the Kasese area to over 1,500mm in the Rwenzoris – just 20km to the north of L Edward. On the peneplain, the least mean rainfall is 915mm, in Kooki, Bukanga,
Sembabule, Kiruhura, Kabula, Mawogola, Lwengo and Kakuuto; to a maximum of about 1,500mm on the islands of L Victoria and its north shore area.
Among all the WMZs, Victoria has the highest installed and potential hydropower production potential, in megawatts. Major geothermal power production
potential also exists in the rift valley area.
.
21
Population is estimated at about 9 million, with agriculture as the major industry albeit with significant urbanisation and moderately active industrial and
mining sectors.
Catchments
VICTORIA WATER MANAGEMENT ZONE
!."
!.
Fort portal #
KIBOGA
KABAROLE
KYEGEGWA
KYENJOJO
BUNDIBUGYO
MUBENDE
JINJA
#
!.MITYANA
KYEGEGWA
!.
#0
KAMWENGE
!."
Kasese
KASESE
MITYANA
GOMBA
#
#
IBANDA
KIRUHURA
LYANTONDE
!."
Masaka
LWENGO
SHEEMA
#
!. RUKUNGIRI
" #
0
Nyakibale
#0
#0"
Ntungamo
RAKAI
ISINGIRO
!.
"
1:1,900,000
Kikagati
0
"
Kisoro
KABALE
!."
.!Kabale
#
KALANGALA
!.
!.#
0
NTUNGAMO
KISORO
MUKONO
#0
Mbarara
!.
KANUNGU
BUGIRI
!.
MASAKA
#0
MBARARA
!."
##
BUSHENYI
MAYUGE
MUKONO
!.
BUHWEJU
!."
Bushenyi
#0
!.
KALUNGU
#
.!
BUKOMANSIMBI
RUBIRIZI
MITOOMA
#
"
WAKISO
MPIGI
!.
#
#
Enteebe
#0
SSEMBABULE
##
BUSIA
MUKONO
BUTAMBALA
!.#
#!.
BUGIRI
#
!.
#0
IGANGA
Kampala!." WAKISO
#0##
KAMPALA
20
40
80
120
#
#0
!.
"
160
Kilometers
Legend
Towns
Districts
Catchments
Rivers
Victoria Water Mgt Zone
Lakes
Wetland
-
Uppernile
Catchments
Ruizi
Edward
Kagera
Katonga
Victoria
Lake Kyoga
Lake Albert
Lake Victoria
Figure 2-3: Map of the Victoria WMZ showing the various Catchments
• Conflict Management: has a sizeable water scarce area that is prone to water/land conflicts;
•
Water demand management: DWRM needs to establish a felt presence in
coordinating all water dependent and water related activities to assure resource sustainability;
•
Pollution of Water Resources / •deteriorating water quality of rivers and
streams: due to rapid and poorly planned urban development, poor waste
management, poor agricultural practices, untreated industrial effluent discharge, heavy metal pollution with the worst case being from the KCCL
pyrite stockpiles, which are not only contaminating the L George food web
but also threaten a designated Ramsar site.
•
Water Resources conservation and catchment protection: to address such
issues as wetlands reclamation and degradation due to rice growing, silta-
.
22
tion of rivers and streams due to bush burning and poor land use practices,
and managing lakeshore and river bank erosion
•
Control of invasive and alien flora: particularly alga blooms in Lakes Victoria and Kachyeri.
•
Improving linkages: between the centre (DWRM) and stakeholders leading
to poor information flow channels.
•
Sustainability of the Water Resources of the Rwizi: concerns over the implications of the activities (piloting irrigated banana farming) of the Presidential Initiative on Banana Development on the already strained water resources of the Rwizi catchment and what impact they will have on water
allocation and use in the basin;
•
Safety of earth dams and reliability of valley tanks in the dry cattle corridor region.
•
Coordination of various WRM related initiatives in the region (LAGBIMO,
Rwizi, COBWEB 4 , LEAF): Catchment management plans developed but
lack central government support in funds mobilisation and implementation;
•
Impacts of rapid industrial growth and unplanned urbanisation on water
demands and water resources quality particularly the waters of L Victoria
(such issues as waste management and discharge; industrial effluent; storm
water; sewerage management; power requirements);
•
Flash flooding in most urban areas.
•
Impacts of human activity and population pressures on the environment
and related water resources (wetlands, fisheries, forests).
•
Ecological conservation of ecosystems: particularly at Ramsar sites: mining and hydro-power development activities are a great threat;
•
Transboundary water resources obligations.
2.3.4 Albert Water Management Zone
The Albert WMZ covers just over 45,000km2, which fall into two distinct terrain systems, namely: the northern west sloping peneplain (1,000 – 1,200m asl)
of the catchment contributing to the Kyoga Nile downstream of L Kyoga; and
the rift valley of the catchments downstream of L Edward discharging into L
Albert, which is at a mean lake level of 615m asl.
The rift valley itself is in a rain shadow of the highland area comprising the escarpment to the east and the mountains in the central west. It receives relatively
low mean annual rainfall, with most parts receiving less than 875mm. On the
4
Community Based Conservation of Wetland Biodiversity in Uganda (COBWEB)
.
23
highland areas of the rift escarpment, rainfall averages increase, largely due to
orographic influence. For example, Masindi receives an annual average rainfall
of 1,359mm, while Hoima receives 1,435mm. On the Rwenzori mountain
slopes, rainfall increases even higher, in some cases to over 1,500mm. Potential
hydropower production on sites along the R Nile within the Albert WMZ has
been estimated as up to 1,800MW. Bukanga and Kibiro are also major geothermal power production sites.
Population is estimated at about 4 million, with agriculture as the major industry albeit with significant fishing activities on L Albert and an emerging energy/mining (oil) development sector.
• Environmental hazards and impacts of oil resources exploration and development
•
Coordination of various WRM related initiatives in the region: Many
catchment management plans developed (Nkusi, Wambabya, Mpanga,
LEAF) but lack central government support in funds mobilisation and implementation;
•
Conflict Management: has a sizeable water scarce area characterised by
simmering land access and resource utilisation conflicts both between
farming communities and between farmers and herders;
•
Deteriorating water quality of rivers and streams: due to unplanned urban
development, poor waste management, agricultural practices, sand and
stone mining; gin distillation and untreated effluent discharge
•
Management of shared transboundary water resources and related conflict
mitigation particularly over borders demarcated or straddled by water resources
.
24
Catchments
ALBERT WATER MANAGEMENT ZONE
Legend
#
#0
!.
"
Towns
Uppernile
Lake Kyoga
Lake Albert
Lake Victoria
Districts
Catchments
AMURU
Rivers
Albert Water Mgt Zone
GULU
Lakes
Wetland
NWOYA
Catchments
"
NEBBI
OYAM
Paraa
#
#
Semiliki
#!.
!.
KOLE
Kafu
KIRYANDONGO
Kamdini
Albert
!.#
#0
!.!.!.
APAC !.
BULIISA
Lira
"
LIRA
DOKOLO
#0
MASINDI
#
.!#
" Masindi
!.
#0 !.#
HOIMA
Hoima
!."
#0
NAKASONGOLA
KYANKWANZI
#!.
NAKASEKE
NTOROKO
KIBAALE
KABAROLE
#0
BUNDIBUGYO
"
!.
#
Kiboga
LUWERO
#
KIBOGA
MUBENDE
KYENJOJO
"
KYEGEGWA
"
#"!.
#
Mubende
Wobulenzi
WAKISO
MITYANA
MUBENDE
Luwero
#0
WAKISO
ASESE
MPIGI KAMPALA
1:1,750,000
-
BUTAMBALA
0
25
50
100
150
Kilometers
200
Figure 2-4: Map of the Albert WMZ showing the various catchments
.
25
2.4
Hotspot Catchments
2.4.1 Selection Criteria
The foregoing WMZ specific challenges formed the basis for the criteria (Table 2-1) used to prioritise candidate (hotspot) catchments for operationalising catchment-based water resources management in Uganda. These are presented in
Table 2-2 with more detail on the rationale for their selection.
Table 2-1: Hotspot Catchments Selection Criteria
Water Management Zone
Criteria
Social
Population Density
Gravity of urbanisation risk potential
Economic Profile
Existing/potential WR requirements for:
• Irrigation/commercial farming
• Hydro-electric power production (in MW)
• Industrial development
• Urban development
• Mining industry
• Tourism/recreational uses/opportunities
Key Challenges
Water demand : availability ratio
Pollution /threat
Flood risk
Drought risk
Landslide risk
Need to develop/improve monitoring network
International transboundary obligations/conflicts
Conflict (potential)
Protection of vital ecosystem habitats/ environmental threats
Opportunities
LAEC
Albert
Semliki
Kafu
Kamdini
Karamoja
Sironko
Kyoga
Mpologoma
Kyoga
Kwania
Aswa
Upper Nile
Kidepo Albert Nile
Kagera
Rwizi
Victoria
Katonga Victoria
Edward
2
4
2
1
2
1
2
1
1
1
4
3
4
3
3
3
2
2
1
3
1
1
2
4
2
2
4
3
2
2
5
5
4
3
4
2
1
3
5 (oil)
3i
1
1
1
2
3
4ii
5
n/a
1
2
n/a
1
1
5
1
1
n/a
5iii
3
n/a
1
1
3
2
3
2
2
4
2
5iv
3
n/a
2
3
1
2
4
3
3
4
n/a
2
3
n/a
1
2
n/a
1
5
n/a
1
3
1
2
2
n/a
1
1
1
5v
4
2
2
3
2
3vi
3
3
1
2
3
4vii
5
n/a
3
5
n/a
4viii
2
n/a
1
1
n/a
3ix
1
5
5
5
n/a
5
3
4
2
4
5
5x
5
5
5
5
3
5
5
5
5
2
3
2
2
3
3
5
5
5
4
2
3
4
1
3
1
3
2
2
2
3
3
1
3
1
2
5
5
3
2
5
1
4
1
4
3
5
5
5
5
5
5
5
5
5
2
4
5
4
1
4
4
4
4
2
4
5
3
1
3
3
3
5
2
3
5
4
1
3
3
2
3
5
5
5
5
1
5
5
5
4
5
1
3
3
1
3
3
2
5
5
5
4
5
1
5
5
5
4
3
4
2
4
4
3
5
4
4
5
5
5
5
2
5
3
5
5
3
3
3
3
1
4
2
2
4
3
5
3
3
2
3
5
3
5
5
5
5
5
5
5
5
5
5
Status quo correctionxv
5
25
Albert WMZxi
5
2
25
10
2
5
1
25
5
25
Totals
97
75
45
66
100
Related initiatives/entry points
47
Kyoga WMZxii
5
10
65
5
15
3
25
5
25
71
65
86
Upper Nile WMZxiii
1
3
25
25
64
89
5
10
5
20
68
89
Victoria WMZxiv
3
5
10
-25
49
43
5
20
100
Legend
5:
4:
3:
2:
1:
n/a
Very High
High
Moderate
Low
Very Low
Not Applicable
Notes
i
ii
iii
iv
v
vi
vii
viii
ix
x
Bugungu Wildlife Reserve, Mparo tombs
Semliki National Park, Toro-Semliki wildlife reserve
Murchison Falls & National Park, Karuma Wildlife Reserve
Mt Elgon & National Park, bird watching on Lakes Opeta and Bisina, Pian-Upe Wildlife Reserve
Kidepo Valley National Park
Ajai and East Madi Wildlife Reserves
Kikagati hot springs, Ankole long-horned cattle, Nsongezi rock shelter
L Mburo National Park, Nkokonjeru Royal tombs, Ankole long-horned cattle
Katonga Wildlife Reserve, Nakayima tree, Bachwezi settlements and historical artefacts
Queen Elizabeth, Kibaale, Bwindi, Mgahinga & Mt Rwenzori National Parks, Rwenzori Mts, Crater lakes, L George Ramsar site, West Rift Valley
.
26
xi
Initiatives:
Regional Wetlands TSU West; WWF – Lake Albert Eastern Catchment Management Initiative Project; WWF – Semliki River Catchment and WRM Project; LEAF Project; Farm Income Enhancement and Forest Conservation (FIEFOC) programme in some of the
districts within the WMZ; NFA and UWA activities in management of Central Forestry reserves; forested areas in National Parks and Wildlife Reserves; TSU 6; Mid-western Umbrella of Water and Sanitation
Relevant Activities
Establishment of mechanisms for IWRM for rivers draining into L Albert on the eastern side of Lake Albert; Establishment of mechanisms for IWRM for at least 3 sub-catchments of the Semliki; Structures for integrated lakes/river basin mgmt; Sustainable natural
resources management and agricultural enterprise development; Technical advice and facilitation in water supply and sanitation;
xii Initiatives:
Regional Wetlands TSU East; WMD – Doho-Namatala Wetlands Framework Management Project; IUCN – Community Based Conservation of Wetland Biodiversity (COBWEB); FIEFOC programme in some of the districts within the WMZ; NFA and UWA activities in management of Central Forestry reserves; forested areas in National Parks and Wildlife Reserves; SMM TIWRMD Project; LVBC-MERECP; LAKIMO; WSDF East; TSUs 3 and 4; eUWS; SNV North East Portfolio; Mbale CAP; AFRICARE
Relevant Activities
Integrated planning for wetlands management; Participatory ecological conservation of biologically important wetlands systems within community areas; Structures for integrated river basin mgmt; Ecological protection & catchment conservation; Institutional structures and plans for sustainable mgmt of the L Kyoga basin; wetlands conservation and management; Sustainable natural resources management and agricultural enterprise development; climate change interventions; Technical advice and facilitation in water supply
and sanitation; and integrated food security activities
xiii Initiatives:
Regional Wetlands TSU North; WMD – Okore Wetlands Framework Management Project; GWI-IUCN-CRS-CARE-ACF – Building Capacity to manage WR in Uganda; FIEFOC programme in some of the districts within the WMZ; NFA and UWA activities in
management of Central Forestry reserves, forested areas in National Parks and Wildlife Reserves; WSDF North; TSUs 1,2 and 3
Relevant Activities
Integrated planning for wetlands management; ecosystem-sensitive and pro-poor improvements in water governance; climate change adaptation; wetlands conservation and management; Sustainable natural resources management and agricultural enterprise development; Technical advice and facilitation in water supply and sanitation
xiv Initiatives:
DWRM catchment-based WRM pilot; Regional Wetlands TSU South; WMD – Rwizi-Rufuha Wetlands Framework Magmt Project; PROTOS-SNV-LAGBIMO IWRM partnership; National Wetlands Programme Phase IV; SNV Portfolio (Rakai Kabarole & Kamwenge); Kagera TIWRMD Project; Katonga IWM Project; COBWEB( L Mburo & Nakivale); Sustainable Management Plan for the Kalagala Offset; WWF-Rwenzori Ecosystem Conservation and Environmental Protection Project; WSDF-SW; swUWS; TSUs 5,6 &
7
Relevant Activities
Piloting IWRM principles at catchment Level; Integrated planning for wetlands management; Institutional structures and plans for sustainable mgmt of the catchments of R Mpanga & L George basin; Protection of critical vital/Ramsar sites wetlands and developing
ecological monitoring systems; Structures for integrated river basin mgmt; Ecological protection & catchment conservation; Participatory ecological conservation of biologically important wetlands systems within community areas
xv Continuum from -25 for highly advantaged by closeness to national headquarters, highly developed service delivery/capacity systems etc to 25 for currently highly disadvantaged or poorly served
.
27
2.4.2
Proposed List of Hotspot Catchments
Table 2-2: Proposed Priority Catchments for Establishment of Catchment Structures
Office Location & Typei
Key Justifiers
L Albert Eastern Catchment
Masindi
(WMZ main office)
R Semliki
Catchment
Bundibugyo
(WMZ sub-office)
• Potential impacts of oil resources exploration & development
• Simmering resources use conflicts
• Catchment degradation
• Catchment and river banks management to mitigate potential for International border disputes
Sironko catchment
Mbale
(WMZ main office)
Kyoga
Kamuli
(WMZ sub-office)
WMZ
Hotspot
Catchment
Albert
ii
Kyoga
Victoria
Upper
Nile
L Edward
Catchment
• Mbarara (WMZ main ofiii
fice)
• Entebbe (sub-office for L
Victoria north shore & islands)iv
Kasese
(WMZ sub office)
Aswa
Lira or Guluv
Albert Nile
Arua
Rwizi Catchment
• Managing catchment and river banks the degradation of
which results in river siltation, reduced flow & vulnerability
to extreme weather events
• High potential for resource use conflict
• Improvement of irrigation technology and development of
irrigation potential
• Improving drought/flood preparedness and management
as well as Climate Change adaptability
• High potential for conflict esp the densely populated rice
growing south shores
• addressing challenges of catchment degradation resulting
from population pressures & urbanisation in the south
• Water scarce area where current uncoordinated resource
utilisation threatens ecosystems and increases potential
for conflict
• Catchment degradation impacting on resource availability
• Potential impacts of oil resources exploration & development
• Regulation of a number of resource uses of national interest (4 HEP dams and an irrigation scheme);
• Simmering resource use conflicts
• Ecological conservation of Ramsar sites and mitigation of
resource pollution and land contamination threats from
mining activities.
• Water scarce area with a poorly developed hydrometeorological monitoring network
• Improving drought/flood preparedness and management,
as well as Climate Change adaptability
• Improvement of access to potable water supply
• High potential for dev’t of irrigated agriculture
• Water scarce area with a poorly developed hydrometeorological monitoring network
• Regulation and management of groundwater resources
development
Notes and Facilities Assessment
i
ii
The choice of locations for WMZ sub-offices was influenced by the responsibility of WMZ offices to provide,
among others, administrative support to CMO Secretariats. Since two CMOs will initially be established in each
WMZ, care has been taken to ensure, - to the extent it is possible - that the Secretariats are centrally located with
the respective catchments; and that they share the same premises as either the main or sub- WMZ offices.
the office of the Chief Administrative Officer Mbale has invited input from the MWE to the re-design and
planned rebuilding of the District Water Office which was destroyed by a fire in 2009. The surviving structures
are currently home to TSU 4; eUWS; WSDF-East; and the DWRM Regional Laboratory for the L Kyoga Water
Zone. By this offer, an opportunity is created for the MWE to have a single office location for all its
decentralised/de-concentrated structures in the Kyoga basin.
.
28
iii
iv
v
the WSDF-Southwest and the Mbarara District Local Government – through the Regional Wetlands Coordinator
– have extended offers to share office space with the Victoria WMZ office staff. Furthermore, the office of the
Natural Resources department of Mbarara District Local Government has informally offered to provide all the
necessary support in investigating the availability and possible use of the incomplete and abandoned Kagera
Basin Organisation building at Mbarara to house all offices of MWE decentralised/de-concentrated structures.
The revision of WMZs demarcation to follow hydrological boundaries will necessitate moving of what was the
Victoria WMZ office from Entebbe to Mbarara which is a more central location within the WMZ. Whereas the
Victoria catchment of the WMZ will not initially be establishing CMO structures, a sub-office is required
to monitor activities on the north shore of the lake. It is thus recommended that a second sub-office is
established within the DWRM office premises to cater for this.
The alternative would be to append the north shore of the lake, east of Luzira, to the Kyoga WMZ.
through the WSDF-North, the District Local Governments of Gulu and Lira have made land offers, at no cost
save for statutory fees for processing the title – for the establishment of offices. The WSDF-North has not only
offered to share its current offices at Lira with DWRM staff posted to the Upper Nile WMZ, but has also invited
the DWRM to review the construction drawings of their planned offices with a view to modify them to
accommodate both institutions and a Regional Water Quality Laboratory. By extension, this offer includes
access to the land offered by the districts.
2.5
Needs
The following issues have been synthesised out of the challenges, enumerated
in Sections 2.1 to 2.3 above, as the pressing needs to be addressed through operationalisation of catchment-based WRM.
2.5.1 Awareness Creation and Demonstration of Relevance
The concept of WRM, integrated or otherwise, does not readily capture the
public imagination. Also, being a relatively new directorate, the role and functions of the DWRM are not understood by many even within the water sector.
More importantly, unlike water services delivery where the benefits are immediate and tangible, effective WRM may seem to constrain water related activities – hence invariably making an unfavourable first impression.
The reality, though, is that water is a finite resource for which unfettered utilisation today risks dire consequences for tomorrow. It is this message that the
DWRM has to get across. By sharing the responsibility for WRM with the general public, the DWRM would not only be in a position to influence attitude
change but also to both demonstrate its relevance and establish its presence.
2.5.2 Establishing an Effective WR Information System
A key function of the DWRM is to collect appropriate data, and provide information to assess and manage all aspects of WR including, but not limited to,
quantity, quality, use, regulation, compliance, rainfall, evaporation, floods and
droughts. There are a number of activities, structures and systems that can currently provide aspects of the information required as part of the duties of this
function, however, it is fraught with issues including being disparate and uncoordinated.
.
29
There is therefore a need to establish an appropriate WR Monitoring and Assessment Information System accessible to and linking all relevant institutions
and actors, and with clear and standardised protocols for:
•
formats for data collection, capture, processing, storage, consolidation and
update;
•
quality assurance and quality control procedures;
•
access and exchange; and,
•
information dissemination technologies.
2.5.3
Meeting the Minimum Standard for a National Water
Resources Monitoring Network
The current network is not only inadequate, even for national resource monitoring purposes let alone the transboundary nature of Uganda’s surface water resources, but its functionality is further constrained by inadequate funding for
appropriate maintenance and repair arrangements. Furthermore, rating curves of
many river gauging stations are outdated and require recalibration.
It is thus imperative to rehabilitate and expand national monitoring systems for
water resources to meet the internationally accepted minimum, if not optimum,
standards for collecting complete and reliable data and information to assess: •
the quantity, quality and use of water in water resources;
•
the rehabilitation of water resources;
•
compliance with resource quality objectives;
•
the health of aquatic ecosystems;
•
atmospheric conditions that may influence water resources; and
•
other data and information that may be necessary.
2.5.4
Effective Stakeholder Engagement and Coordination of
Water Resources Related Activities
Invariably, all stakeholders consulted had expectations of a key function of the
DWRM in the process of operationalising catchment-based WRM being to coordinate the activities of the various related initiatives in such a manner as to
engender complementary value addition within a framework for IWRM. In this
role, the DWRM as well as the WMZ Offices should ensure that the collaborative arrangements with the various partners – government departments or otherwise – address operational support issues as well as leveraging resources for
WRM functions and services at all levels.
.
30
2.5.5 Fulfilment of Public Safety Responsibilities Relating to WR
Given the current trend of increasing incidences of extreme weather events, a
stellar contribution is expected from the DWRM – within the framework of the
Disaster Management Policy – in the formulation, and incorporation into related development plans at all levels, drought and flood impacts risk reducing
strategies aimed at:
•
increasing preparedness for disasters and improving response capacity
among all sectors of society by, among other things, disseminating relevant
information and undertaking programmes of awareness creation, education
and training;
•
reducing the probability of disasters occurring and reducing the severity of
the consequences when they do occur; and,
•
reducing the vulnerability of communities, especially the poor and disadvantaged, to the hazards and threats posed by water related disasters.
A key first step to playing this role would be for the DWRM to ensure that disaster management planning is included in Catchment Management Strategies.
And, in collaboration with the DWD, provisions for water-related disasters in
respect of water services should become an integral element of WfP and Water
Supply and Sanitation development plans.
2.5.6 Climate Change Adaptability
As earlier highlighted, most of the anticipated impacts of climate change will
be felt through water. Changing rainfall patterns cause floods and droughts, and
trigger landslides. Rising temperatures impact on rainfall seasonality and patterns. Water-borne diseases and agriculture will be severely impacted by such
changes, and progress towards MDGs will be jeopardised. It is thus crucial for
policy makers to recognise not only the role of water as a primary medium
through which climate change will have an impact on development, but also
that water resources management should, therefore, be an early focus for adaptation to climate change. This will require enhanced understanding of water resources to inform well directed management and investment. It is imperative
that capacity – in terms of enhanced management, sustainable development financing, appropriate information systems and infrastructure – is created to
monitor and predict impacts at all scales.
Whereas the required investments are large, the insufficiency of funds should
not result in inaction. Arguably, such measures as good management practices
inculcated in user communities are not only relatively ‘free’ but are also more
likely to be sustainable than conventional approaches to developing resilience.
Improved land tenure and agricultural practices; management of industry and
human settlements; risk assessment and building resilience into development
planning; community awareness of residual risks and early indicators of catastrophe can do much to reduce the climate risk to the poorest and most vulnerable.
.
31
2.5.7 Capacity Building
The current capacity challenges within the DWRM not withstanding, catchment-based WRM represents a paradigm policy shift for which a major capacity building effort – spanning knowledge and skills development; attitude
change; and equipment and facilities – is required.
These derivative capacity building requirements and strategies are elaborated
on the chapters that follow.
2.5.8 Effective Regulation, compliance monitoring and reporting
There are major water users and polluters whose activities need to be regulated
and ensure compliance with the permits they hold and those without permits be
assessed and issued with permits. This need is felt in all water management
zones.
2.5.9 Develop and implement IWRM Plans
Promote holistic planning for management, development and use of water resources and the associated natural resource base.
2.5.10 Empower Local Governments for proper WRM
District Local Governments (DLGs) are already organising themselves and
dealing with water supply and sanitation, water for production as well as some
aspects of water resources management as part of the Environment and Natural
Resources function. In addition, DLGs have mandates to coordinate activities
related to land administration and economic activities, some of which are impacting on water resources. There is a need to harmonise and rationalise, in orderly manner, the effective participation of local governments in water resources management related programs and activities. This is in keeping with
the Water Policy (1999), which anticipated an evolving role of local governments in water resources management.
.
32
3
Opportunities for Synergy and
Collaboration: A Framework for
Operationalising CbWRM
Catchment-based Water Resources Management (CbWRM) should, as far as
possible, fit within the existing institutional frameworks; address challenges
and gaps; add value to existing frameworks and operational modalities; as well
as create synergies and leverage opportunities on the ground.
This chapter starts with describing the existing frameworks and opportunities as
a basis for the proposed strategies for stakeholder engagement and capacity
building. The elaborated institutional set-up and operational linkages are what
is summarised by Figure 1-2 (pg 6).
3.1
National Level (Centre)
This is the level at which management and/or regulatory measures will be formulated and where appropriate integrated into the existing policy, legal and institutional framework.
3.1.1 Key Actors and their (potential) Roles
The Ministry of Water and Environment (MWE)
The MWE has the mandate to promote and ensure the rational and sustainable
utilisation, development and effective management of water and environment
resources for socio-economic development of the country. It has the overall responsibility for setting national policies and standards; managing and regulating
water resources; and determining priorities for water development and management. It also monitors and evaluates sector development programmes to
keep track of their performance; efficiency; and effectiveness in service delivery. The ministry has three directorates, namely: Directorate of Water Resources Management (DWRM), Directorate of Water Development (DWD) and
the Directorate of Environmental Affairs (DEA). There is, also, a Water Policy
Committee (WPC) to advise the Minister on water policy related issues regarding water resources management, development and use.
It is within this broad framework that the implementation of CbWRM will be
overseen.
.
33
The Directorate of Water Resources Management (DWRM)
As the Lead Agency for water resources management in Uganda, the DWRM
has the primary responsibility for shaping national policies and legislation, as
well as defining strategies, guidelines and instruments for Catchment-based
Water Resources Management (CbWRM). It will:
•
guide strategic direction for CbWRM;
•
set principles and standards, as well as quality assurance and overall responsibility for delivery on the directorate’s functions and services;
•
collect, analyse and archive water resources (quantity and quality) related
data, maintain WR databases and information, and their dissemination to
users.
•
develop guidelines, procedures and instruments for implementing functions and service delivery at all levels;
•
undertake overall planning and mobilisation of support, resources and investments in water resources management;
•
develop and guide implementation of knowledge management and dissemination mechanisms;
•
foster collaboration, communication, co-learning and capacity building
between and across government agencies, private sector, non-government
organisations and the general public;
•
offer secretariat services to the Water Policy Committee; and,
•
provide technical assistance to relevant stakeholders.
The Water and Environment Sector Working Group (WESWG)
A key element, indeed the determinant for success, of CbWRM is the active
involvement of a broad spectrum of stakeholders of water and related resources.
To provide for the implementation – at a sub-national level – of aspects of water resources management plans that transcend the core responsibilities of the
DWRM, a wide range of interests have to be represented at national level. As
such, it is crucial that at the national level, organisations and institutions working across the Water and Environment Sector Working Group (WESWG) contribute to shaping national policy and instruments (guidelines, procedures, regulatory measures). This will not only strengthen commitment to common policy
principles, it will also promote reliable working relationships at relevant subnational levels. The Water and Sanitation sub-sector Working Group
(WSSWG), works under this framework with special attention to the water and
sanitation sectoral issues, where water resources management activities are
handled in greater detail.
The Development Partners, Local governments and Civil Society organisations
are effectively represented in the above sector wide frameworks.
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34
Essential Partners and Collaborators
Within the broad stakeholder representation of the WESWG, there are a number of government agencies with which it is advised to agree formal partnership
working arrangements. These include:
•
the Directorate of Environment Affairs (DEA) which, through its departments of Wetlands Management (WMD), Environmental Support Services
(DESS), Forestry Sector Support (FSSD) and Meteorology (DOM), is responsible for environmental policy, regulation, coordination, inspection,
supervision; monitoring of the environment and natural resources; restoration of degraded ecosystems; and – very importantly – mitigating and
adapting to climate change. The crucial collaborator 5 within the DEA
would be the WMD.
•
the Directorate of Water Development which, through its departments of
Rural Water Supply and Sanitation; Urban Water Supply and Sanitation;
and Water for Production, is responsible for providing overall technical
oversight for the planning, implementation and supervision of water services; their regulation; and the provision of capacity development and
other support services to relevant stakeholder – key among which the Local Governments. A crucial collaborator, especially at sub-national level,
would be the department of Rural Water Supply and Sanitation – which is
responsible for the Technical Support Units (TSUs); the Umbrellas of Water and Sanitation (UWSs); and the Water and Sanitation Development Facilities (WSDFs).
These agencies (WSDF, TSU and UWS) have established inter-district coordination mechanisms which can make positive contribution to creating
linkages and synergies with WMZ offices and CMO structures and activities.
•
the National Forestry Authority (NFA) and the Uganda Wildlife Authority
(UWA) which together are responsible for gazetting and managing conservation and protection areas a good number of which are or could be vital to
water resources and catchment protection.
•
the National Environment Management Authority (NEMA) which is responsible for the regulatory functions and activities that focus on compliance and enforcement of the existing legal and institutional frameworks on
environmental management in Uganda. It also oversees the implementation
of all environment conservation programmes and activities of the relevant
agencies both at the national and local Government level.
NEMA, NFA and UWA could be key collaborator in operationalising
CbWRM.
5
Herein taken to mean associate agency or institution with which the DWRM could share
joint responsibility for service delivery on select programmes
.
35
•
the National Water and Sewerage Corporation (NWSC) which is responsible for water supply and sanitation services delivery to currently 23 large
urban centres. As a major water abstractor and user of the environmental
services of water resources, a strategic partnership would be mutually
beneficial to both the NWSC and the CbWRM.
For the NWSC, the benefits of effective CbWRM would be effectively
regulated availability of raw water of improved quality standards which
would in turn lead to lower operational costs. On the other hand, the commitment of the NWSC to wastewater treatment and effluent discharge
standards would be a major step towards improving the pollution levels of
Uganda’s water resources and, therefore, an achievement for CbWRM.
Furthermore, given the NWSC strategic objective of re-investing surplus
revenue, there is potential for the NWSC to become a major investment
partner into water resources management programmes.
•
The Ministries of Agriculture; Energy; Health; Finance; and Gender and
Social Development are members to the WESWG and have programs that
either use water, degrade water resources, finance programs or have national mandates and policies to take into account while managing water resources.
•
The Uganda Water and Sanitation NGO Network (UWASNET) - composed of over 150 NGOs/CBO involved in the water sector, has some of its
members involved with water resources and environment protection activities. There is potential to get more involvement of Civil Society Organisations (CSOs). International NGOs such as SNV, WWF and WaterAid, are
supporting WRM activities in the catchments.
3.1.2 Operational Arrangements
The DWRM is currently working on the development of a baseline National
Water Management Strategy (NWMS) which will constitute a long-term strategy and national programmes of measures for water management. A key first
step to operationalising CbWRM will be to derive constituent strategies to
guide implementation of the NWMS at WMZ and catchment level, hereinafter
referred to as the:
•
Regional Water Management Strategies (RWMSs) for the derivative
strategies at WMZ level; and,
•
Catchment Management Strategies (CMSs) for the catchment level strategies.
The overarching goal, and key guideline, should be to ensure that, on the one
hand, RWMSs are consistent and complement both the NWMS and the Water
Action Plan (WAP) and, on the other hand, are built up from and feed into the
CMSs. Given that the WAP and the baseline NWMS have been developed with
minimal stakeholder involvement outside the MWE, it is imperative that the
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36
procedures for their incremental development assure that the rich bottom-up
knowledge generated in the participatory development of the CMSs and the
RWMSs will feed into both documents (NWMS and WAP) as well as informing general MWE planning.
In future, the incremental development process for the NWMS should aim to
provide an operational tool that spatially and temporally identifies actions and
measures for water resources planning and management.
Also, for purposes of maintaining them (WAP, NWMS, RWMSs and CMSs) as
living documents, especially in the interest of climate change adaptability, concise mechanisms should be defined and instituted for their periodic reviews and
update.
3.1.3 Coordination Mechanisms
There are numerous on-going initiatives to manage environmental issues that
impact, directly or otherwise, on WRM. By tapping into the opportunities presented by existing mechanisms (discussed below), the DWRM can actively
work with other responsible agencies towards bringing these issues into wider
debates on environmental sustainability; and socio-economic development visà-vis effective and equitable natural resources management principles. In so
doing, it will not only contribute to the decision making process, but also draw
attention to the role CbWRM can play in providing the solutions.
The Policy Committee on Environment (PCE)
Chaired by the Prime Minister and comprising of the Ministers for the: MWE,
the Ministry of Agriculture Animal Industry and Fisheries (MAAIF), the Ministry of Energy and Mineral Development (MEMD), the Ministry of Local Government (MoLG), the Ministry of Tourism, Trade and Industry (MoTTI), the
Ministry of Finance, Planning and Economic Development (MoFPED), the
Ministry of Lands, Housing and Urban Development (MoLHUD), the Ministry
of Health (MoH), the Ministry of Education and Sports (MoES) and the Ministry of Gender, Labour and Social Development (MoGLSD), the PCE lends itself perfectly to the role of the National Steering Committee for CbWRM.
Its credentials for this role are further enhanced by a mandate that includes harmonising the sectoral roles and responsibilities over the range of environmental
issues across its jurisdiction, as well as assuring an effective policy and legal
environment for the Environment and Natural Resources (ENR) sector.
The Water Policy Committee (WPC)
The committee – which brings together representatives from the MWE,
NEMA, NWSC, MAAIF, MEMD, MoLG and MoTTI – has, as its mandate, the
responsibility to promote inter-ministerial and inter-sectoral coordination over a
wide range of water resources management and development issues, as well as
providing an avenue for promoting IWRM at national level and guiding the
strategic management and development of water resources of the country.
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37
Specifically, the functions and responsibilities of the WPC that underline its
status as a key coordinating mechanism for CbWRM at national level include:
•
setting national policies, standards and priorities – a function that includes
coordinating the formulation of an international water resources policy;
•
revising and updating the water action plan;
•
coordinating revisions to relevant sector legislation and regulations; and,
•
coordinating sector ministries’ plans and projects which affect water resources as well as settlement of disputes between government agencies.
Against the background of the above and also considering the Secretariat services rendered to it by the DWRM, the WPC should be utilised as the National
Technical Committee for CbWRM.
The Integrated Water Resources Management (IWRM) Thematic Team
A National Forum is required for stakeholders to discuss issues relating to the
water policy and the long-term strategy for WRM in Uganda. It will also provide an avenue for government, non-government, general public and specificinterests stakeholder groups to engage each other and build relationships and
trust through developing shared goals and plans. The IWRM Thematic Team –
which currently consists of key national agencies; and international and national NGOs – should provide such a forum, albeit with a broadened representation to include representatives from sub-national levels and the private sector.
Its roles could include:
•
advice on WRM issues that can be dealt with nationally, including streamlining of institutional roles and responsibilities;
•
providing input into the incremental development of the NWMS and WAP,
as well as discussing priorities for RWMSs;
•
raising issues of concern relating to implementation of the strategies;
•
advice on new measures for planning, coordination and cooperation in water management; and,
•
tapping into the wide networks of the representatives’ contacts to help in
mobilising support, initiating and developing new partnerships, as well as
influencing the agendas of other sectors.
3.2
Water Management Zone Level
The WMZ level will provide the interface between the top-down (central planning) and bottom-up (public interests) arrangements.
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38
Water Management Zones (WMZs) are geographical units introduced by the
Water Resources Sub-sector reform study. A recent revision to their demarcation that sought to align their boundaries with those of Uganda’s primary drainage basins has resulted in the four WMZs illustrated in Table 1-2 (pg 9).
3.2.1 Key Actors
WMZ Offices
WMZ Offices will be staffed by officials appointed by central government
(Ministry of Public Service) to whom responsibility will be transferred to implement defined functions of the MWE (cf. Figure 1-1, pg 5), albeit under tight
central control. In a continuation of the DWRM’s leadership role at the national
level, its staff deployed to the WMZs will champion:
•
coordination of the activities of regional level (zone and catchment) partners including streamlining of initiatives, stakeholder engagement, awareness and sensitisation efforts, and performance monitoring, evaluation and
feedback;
•
establishment and facilitation of catchment structures key among which are
the Catchment Management Organisations (CMOs) – comprising of
Catchment Management Fora (CMFs), Catchment Management Committees (CMCs), Catchment Technical Committees (CTCs) and Secretariats;
•
the drafting – in conjunction with CTCs – of RWMSs, CMSs and CAPs as
well as strategic guidance of the participatory processes leading to their
approval. The guidance will extend to assuring that the strategies/plans are
aligned with, and integrated into, the NWMS, WAP and District Local
Government (DLG) policies, plans and development programmes;
•
facilitation (technical and financial) of regional activities including stakeholder engagement processes and implementation of projects/programmes;
•
support to CMO and local government (district and lower government)
level implementation of relevant aspects of the de-concentrated functions
and services of the DWRM (cf. Figure 1-1, pg 5); and,
•
the establishment of sound financial management systems and funding
mechanisms to support collaborative implementation of measures needed
to deliver regional strategies and plans.
Essential Partners and Collaborators
At the WMZ level, it will be necessary for the DWRM to work, on the one
hand, in partnership with a number of agencies and institutions with statutory
powers and/or active involvement in implementing regional strategies and plans
and, on the other hand, with key stakeholders as appropriate. Table 3-1 gives
details of the essential partnerships and the potential areas of collaboration.
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39
Key Stakeholders
Of particular importance are those organisations/institutions that work closely
with the partners listed in Table 3-1 but may have little input on services delivery. These include: Water Users Associations (WUAs); Town Council Water
Boards; the private sector; NGOs; and, the community including such stakeholder groups as farmers, fisher-communities and nomadic/pastoralist communities.
Table 3-1: Opportunities for Synergy at WMZ level
Category
Environment
& Natural
Resources
Water Services
Partner(s)
• Regional Wetlands Technical Support Units
(RWTSUs);
• regional structures/offices of NFA, UWA,
NEMA;
• the District Natural Resources Departments
(NRDs);
• the District Environment Committee (DEC);
• the Local Environment Committee (LEC);
• the District Production Department (DPD);
and
• the District Land Board
• Urban councils Works Departments
• NGOs e.g. IUCN, WWF, Nature Uganda,
Environment Alert
• NWSC area offices
• WSDF in the interim
• TSUs
• UWS
• District Water Office (DWO)
• District Health Depts (DHDs)
• District Water & Sanitation Coordination
Committees (DWSCC)
• Urban councils Works Depts
• Urban councils Health Services Depts
• NGOs e.g. PROTOS, SNV, CARE, CRS,
UWASNET
WSDF in the long-term: as a facilitative fund
Planning and
Development
• District land boards
• District and urban councils planning units
• Urban councils Works depts
Community Services
• District Community Based Services dept
• Community based organisations
Capacity Development
• District Administration Depts
• Urban council administration depts
• NGOs e.g. SNV, PROTOS, GWI Running
Dry Program (CARE-CRS-ACF-IUCN)
Shared Roles/Contribution
Collaboration and leveraging of funds for:
• awareness creation and stakeholder mobilisation;
• ecosystem preservation and catchment protection;
• improving land use planning, practices, and soil
and water conservation
• riverbank and lakeshore buffering
• wetlands mgmt and boundary demarcation
• permits compliance monitoring and enforcement;
• revenue generation from environment services
• awareness creation and stakeholder mobilisation;
• catchment/water sources protection;
• public health and hygiene improvement
• water supplies quality monitoring and general
resource monitoring
• water resources demand management
• compliance monitoring and enforcement
• revenue generation and collection
• pollution control (waste mgmt)
• spearheading funds mobilisation and financing
of CbWRM activities
• pollution control (waste mgmt, wastewater &
storm water drainage)
• sustainability and disaster risk mitigation planning
• awareness creation and public sensitisation and
mobilisation
• advocacy
• human resources development
• institutional capacity dev’t
• sensitisation and awareness within the workforce
3.2.2 Operational Arrangements
1 There are ongoing interactions between the DWRM and a number of the
potential partners listed in Table 3-1. The operational arrangements at
WMZ level will thus build on the existing working relations to develop
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40
partnerships that ensure that the relevant strategies and plans are, to the extent it is possible, integrated and their implementation coordinated.
2
As indicated in Section 3.1.2, the National Water Management Strategy
(NWMS) and the Water Action Plan (WAP) will be translated into WMZspecific Regional Water Management Strategies (RWMSs) at WMZ level,
which will in turn guide the development of Catchment Management
Strategies (CMSs) and their derivative Catchment Action Plans (CAPs).
3
The RWMSs, CMSs and CAPs will be developed in parallel, in an iterative
process. The WMZ offices together, with the CTCs, will draft the baseline
strategies and plans and ensure that they are consistent with the NWMS
and WAP.
4
To meet the requirements for specificity (WMZ and catchment) of the
strategies and plans, the WMZ offices will – prior to drafting the RWMSs,
CMSs and CAPs – work with stakeholders to:
-
systematically define current Social, Technological, Economic, Ecological and Political (STEEP) characteristics of all catchments within
each WMZ;
-
gather stakeholder perceptions of problems and opportunities;
-
develop common appreciation of the nature and gravity of the WRM
challenges;
-
solicit stakeholder input on how to address the challenges as well as
utilising available opportunities; and,
-
use the information to develop and disseminate projections of STEEP
characteristics for at least two scenarios one of which would be for a
situation of maintaining the status quo while the other(s) would be for
the alternative(s) with intervention;
The WMZ offices will then use the information gathered to both review
and confirm selections for hotspot catchments; and also as the bases for
drafting the RWMSs; and the CMSs and CAPs for the selected hotspot
catchments.
5
The WMZ offices will then facilitate the process of establishing:
-
WMZ Advisory Committees (WACs);
-
WMZ Technical Committees (WTCs); and, for each of the confirmed
hotspot catchments,
-
Catchment Management Fora (CMFs);
-
Catchment Management Committees (CMCs);
.
41
-
Catchment Technical Committees (CTCs)
-
Secretariats.
6
The RWMSs will be drafted by the WTCs with oversight from the WACs.
The CMSs and CAPs will be drafted by the CTCs under the leadership of
the WMZ offices. They will then be subjected to stakeholder driven review
and finalisation processes.
7
Review of the RWMSs will be conducted through the IWRM Thematic
Team, which provides the National Stakeholder Forum for CbWRM. The
DWRM will provide technical guidance to the stakeholders. Approved
RWMSs will be reported to the Director, DWRM for implementation.
They should in the least present a consolidation of constituent CMSs for
each WMZ plus an operational plan for those strategic issues to be implemented at the WMZ level.
The approved RWMSs will shape the processes for the review and update
of the NWMS and WAP. These will in turn support subsequent development of regional (zone and catchment) strategies and thus initiate a cyclic
process of reviewing and updating the NWMS, WAP, RWMSs, CMSs and
CAPs.
8
Review of the CMSs and the CAPs will be done through the CMFs, with
oversight from the CMCs. The WMZ offices will provide technical guidance and support. Approved catchment strategies and plans will then be
ratified by relevant District Local Governments (DLGs) and reported to the
Director, DWRM for implementation.
9
DLG ratification of the strategies and plans is a critical step towards the
integration of relevant aspects into District Development Plans (DDPs) and
or District Environment Action Plans (DEAPs), which will in turn lead to
resources mobilisation and implementation of measures.
10 In an extension of the process at national level, the DWRM will promote
and coordinate the process of feeding the strategies and plans into the Medium Term Expenditure Frameworks (MTEFs) for the MWE and relevant
partner institutions and agencies.
3.2.3 Coordination Mechanisms
The WMZ Advisory Committee (WAC)
1 Role
-
guide strategic direction for CbWRM in the WMZ;
-
assist in priority setting for funding and investments;
-
mobilise support (political, financial, technical, in-kind);
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42
2
-
foster collaboration among partners and general stakeholder cooperation;
-
ensure local ownership of relevant strategies and plans;
-
reflect on and review implementation of measures; and
-
provide technical advice where appropriate.
Membership to include:
-
the WMZ Coordinator
-
regional heads of agencies/institutions for the WSDF, RWTSUs,
TSUs, UWS, NFA, UWA and NWSC;
-
3 representative of the national level, whose appointments will be
made on the basis of assuring a representative each for the DEA (particularly the DESS and the UMD), NEMA and the MEMD. These
strategic partners are not represented at regional level;
-
7 representatives from each CMO, each representing one of the following partnership/stakeholder groups – district chairpersons, chairpersons of DWSCCs, chairpersons of DECs, Chief Administrative Officers, CBO/NGOs, the private sector and community/traditional leaders; and,
-
other members being invited as the need arises e.g. representatives of
chairpersons of land boards, planning units, urban councils.
3
Meetings: quarterly – attendance to which would be on as required basis,
for example, the representative for MEMD need only attend when the
agenda is relevant to the MEMD.
4
Administrative and financial support offered by the WMZ Office.
WMZ Technical Committees (WTCs)
1 Role: oversee the processes of developing, implementing and continuous
updating of strategies and plans
2
Membership
-
all heads of sections/units within WMZ offices;
-
up to 2 representatives each from WSDF, RWTSUs, TSUs, UWS,
NFA, UWA and NWSC;
-
all chairpersons of Catchment Technical Committees (CTCs); and,
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43
-
8 representatives from each CMO, each representing one of the following partnership groups – Chief Administrative Officers; Clerks of
urban councils; community initiatives; District Water Officers;
heads/technical officers of the district departments of Natural Resources, Production, Heath and Community-based Services.
It would be advisable that the same CAO representatives to the WAC
also sit on the WTC.
3.3
Catchment Level
CMOs represent the mainstay of CbWRM. It is at this scale that national planning efforts will not only originate, but will also be concentrated especially
since it is the level at which a wider range of stakeholders will have their say on
how the resources are managed.
CMSs will provide a framework tool for the management, use, development,
conservation, protection and control of water and related resources in a catchment. In principle, they will outline the strategy for implementing IWRM. They
will provide an opportunity for water resources management institutions and
stakeholders to formulate a coherent approach and focus for managing the resources in a catchment. And, perhaps more importantly, a CMS should provide
a comprehensive “business plan” for integrated water resources management
focusing on issues, activities, resources, responsibilities, timeframes and institutions required to address the issues effectively and in order of priority. By
feeding up into the regional and national strategies while at the same time operationalising the same strategies at catchment level, CMSs provide a potent
process for assuring good governance in water management.
CAPs will be annual operational plans for translating prioritised elements of the
CMSs into action.
3.3.1 Representative Structures and Operational Arrangements
CMOs are overarching structures comprising of:
1
Catchment Management Fora (CMFs) which would bring together a
broad spectrum of stakeholders ranging from local/regional statutory bodies or agencies with legal responsibilities for water and related resources
management, through organisations with a specific interest in water and
the environment, to communities and individuals on whose behalf government holds the resources in trust.
CMFs will nominally meet annually to review programmes performance;
update CMSs where appropriate; pass CAPs; and confirm appointments to
CMCs. In between the general meetings, special workshops will be conducted with purposively selected stakeholder groups to prioritise issues;
deliberate work plans; nominate appointments to CMCs; facilitate informa-
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44
tion exchange and discussion among stakeholder groups; and review and
evaluate programmes.
2
Catchment Management Committees (CMCs) will be elected annually
to play a steering role in the implementation of the CAP. They will comprise of:
-
representatives of stakeholder groups with direct interest in programmes/activities prioritised for implementation under the CAPs.
These will include the political and technical leadership of the administrative units in which the activities will be implemented;
-
a member of the management team (comprising the WMZ Coordinator and the section heads) of the WMZ Office will be an ex-officio
member of the CMC with a duty to provide executive and facilitation
support;
-
WMZ office representatives to CMO Secretariats;
-
other WMZ officials will attend as appropriate to the needs of the
group at a particular meeting or over a given period.
It is recommended that the CMCs should meet at least once every month.
3
Catchment Technical Committees (CTCs) which will be the technical
arm of the CMO with the responsibility of operationalising CAPs. A key
element of this function will be to oversee and foster interdistrict/transboundary cooperation for activities conducted at a subregional level (catchment-wide or programme/project areas traversing district boundaries).
Their membership will include WMZ officials and staff/volunteers from
other organisations involved in implementing any decisions made at
catchment level.
4
CMO Secretariats: these will provide administrative support primarily to
the CMF and CMC.
District and Inter-district Support Structures
As indicated in Section 3.2.3 (on page 41), representation to the WAC and
WTC includes the political and technical leadership of local governments; and
community/traditional leadership within the catchments. As such inter-district
fora are required for eligible leaders to appoint their representatives; and also
provide a means to brief and debrief them. The following sub-panels are thus
required in each catchment:
•
Inter-district Steering Forum bringing together chairpersons of district and
urban councils; chairpersons of DWSCC and DECs; Chief Administrative
Officers; Executives of NGOs/CBOs; and leaders of business/private sector groups.
.
45
•
Inter-district Technical Forum bringing together Chief Administrative Officer, Clerks of urban councils and all heads of department at district and
urban council level.
•
District local councils have a legal mandate, technical staff and capacity to
mange funds and activities within their boundaries. To the extent that
catchment or WMZ water management frameworks and programs have to
be implemented within these administrative boundaries, districts can play a
major role in partnering with CSO and supporting communities and subcatchment organisations implement aspects of IWRM. There are also various statutory committees such as Water and Sanitation District Coordination Committees, Environment and Natural Resources Committees as well
as any others that can be formed for specific purposes. Given the increasing urbanisation, district local governments and urban councils are major
partners in CbWRM.
3.4
Community Level
Whereas no formal structures will be created at this level, measures will be put
in place to enable local communities to directly contribute to planning at the
catchment level. This is especially important to ensure equity of representation
for communities with legitimate interests that may be lost on the scale of the
wider catchment challenges. Emphasis will thus be placed on localities:
•
where there are on-going conflicts over resource use or those where there
is a high risk of conflict; and/or,
•
where there are pressing but very unique and localised challenges that may
not meet the criteria for prioritisation at catchment level.
In these cases, WMZ officials will seek to utilise such existing parish and/or
village level structures as LC courts; networks of women and youth, who form
the core of the local government structure at parish and village level; and localised associations of such users as timbre loggers, fishermen and car washers, to
facilitate discussion of WRM issues and their solutions. This kind of direct
community engagement by the WMZ offices will be issue-led and proportionate to the scale of the problems.
Rationale
It is recognised that communities hold a wealth of local/traditional knowledge
based on experience developed over time and continually evolving. This
knowledge is of equal, if not greater, importance to the expertise of outside
‘specialists’ – that include WMZ officials. Every effort will thus be made to
actively engage communities within the CMFs so as to tap into this knowledge
while developing CMSs. On the occasions that the CMF may not adequately
achieve this goal, then direct community engagement will be applied.
The information generated, including proposals for appropriate measures, will
be fed upwards into the CMS or RWMS as appropriate.
.
46
Representation to WACs and WTCs
WMZ officials will work, to the extent that it is possible, to create linkages and
channels for information exchange among supported community initiatives –
i.e. where two or more exist within a catchment. The resultant fora will then be
utilised to appoint the representative and establish feedback mechanisms.
Where only one community initiative exists in a catchment, then it will choose
its representative using its internal processes.
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47
4
Stakeholder Engagement and
Participation Strategy
Building on the framework for operationalising CbWRM, this chapter outlines
proposals for ensuring that stakeholders at all levels are given the opportunity
to pro-actively participate in the management of water and related resources
across all stages and, in so doing, are provided with real choices regarding their
sustainability. Fundamental to the proposed approach is the formation of longterm partnerships with natural resources management statutory bodies, and
other supporting organisations and groups, to make improvements in water
governance.
4.1
Purpose
The primary outcome sought through this engagement framework is to establish and maintain effective working relationships with stakeholders. This will
be a considerable challenge, the approach to which will have an important influence on the outcomes. The ways in which stakeholders are involved, what
they are involved in, and how their inputs are used will be crucial in achieving
the overarching CbWRM objectives of:
•
increased awareness and appreciation of the resource systems and the challenges and costs of managing them sustainably;
•
instituting sustainable and equitable approaches to WRM through broadening the scope of knowledge and perspectives involved in strategic planning;
•
assuring ‘buy-in’ to the objectives of water resources management strategies and plans and, therefore, greater ownership and cooperation in their
delivery;
•
strengthening partnership-working and concerted action to produce better
environmental management outcomes;
•
increased information and experiences sharing leading to enhanced transparency and accountability in resources utilisation; and,
•
conflict management in resources utilisation.
.
48
A key determinant of success in the pursuit of the above objectives will be effective communication. As such, the framework for stakeholder engagement
and participation proposed below is intended for use in conjunction with the
DWRM Communication Strategy 2009-2014.
4.2
Foundations
4.2.1 The Concept of CbWRM
As earlier explained, particularly in Section 3.3, CbWRM is shaped and informed by an IWRM framework for which active stakeholder participation
cannot be overemphasised. To ensure rational prioritisation; planning; optimal
and sustainable allocation of water among different competing uses; as well as
conflict management, there is need for the DWRM to work in cooperation and
draw on the wealth of knowledge coming from different sources. It is only by
this approach that there can be a realistic promise of bringing about tangible
improvements in water resources management.
As such, the strategy places emphasis on:
•
working in closer partnership with authorities and institutions responsible
for delivering some of the measures;
•
promoting ownership of the CbWRM approach on the part of the other
role-players that can contribute to its operationalisation; and,
•
ensuring widespread commitment to the approach’s strategic objectives in
order to generate buy-in and cooperation.
To make this possible, it is necessary to increase general understanding of water resources and associated environmental assets, and of the challenges, costs
and opportunities for managing them more sustainably.
4.2.2 Lessons from Pilot Initiatives
The proposed framework is also informed by the lessons (Table 4-1 below)
drawn from the public engagement experiences of such pilots as the Rwizi
IWRM pilot project; the PROTOS-SNV-LAGBIMO IWRM processes; and the
LAKIMO Project.
For avoidance of the same pitfalls, as broadly categorised in Table 4-1, the proposed framework places the onus on the DWRM to provide leadership in the
process of implementing the strategy.
.
49
Table 4-1: Stakeholder Engagement and Participation Lessons drawn from Pilot IWRM Initiatives
1. Public participation in IWRM not planned in a holistic way
Tasks of IWRM not clearly communicated or understood by the Public not sure of what IWRM entails and confused as to what
public
is expected of them
Sequence and procedure of engagement with tasks not clearly Public confused with the sequence of engagement, no
communicated with public
continuity, tasks poorly co-ordinated and performed – leading
to weak outcomes
Process of IWRM is new and unfamiliar
Capacity and skills for engaging with IWRM process does not
exist with resultant poor or rudimentary outcomes
De-facto institutional competition
Overlap of catchment management fora resulting in redundant
engagement and confusion
Public lose interest and commitment to the public participation
‘Stakeholder fatigue’ stemming from too many workshops,
meetings and public gatherings with repetition of agendas and process and either stop attending or only attend if there are
sitting allowances
content
No reporting and feedback associated with meetings and
Results in a loss of continuity and sustained engagement.
therefore no record of engagement and decisions
Representatives do not report back to relevant bodies thus
losing opportunities for learning
2. Different levels of engagement not clarified
Stakeholders not clear as to the type and level of engagement Stakeholders unclear of what is expected of them in
required at a particular stage of IWRM
participation process
‘Costly collaboration’: collaborative action is costly in terms of An over-emphasis on collaborative participation is costly and
time and resources. Collaborative management requires high likely to lead to fatigue, especially if it is not essential to the
levels of capacity and is not necessary for each step of IWRM. process.
Diversity and preparedness: different groups of stakeholders
are prepared differently for the tasks of IWRM
Skewed and inequitable ability to participate. Particularly
important in thecase of previously disadvantaged groups
Power gradients (language and resources): this relates to the
point above but refers specifically to the cultural and dialect
diversity in Uganda (e.g. LAKIMO project area); the minimum
education level for literacy in English; and material resources
Poorly resourced participants are at a disadvantage in the
public participation process and therefore not able to
participate equally in the decision taking processes
Geographical issues and access. Public participation
processes tend to invariably be organised in the same regional
hubs and big towns (Kampala, Mukono, Jinja, Mbale, Lira,
Gulu, Arua, Fort Portal, Mbarara)
Rural populations are excluded from the process by virtue of
poor access and either a choice by the organisers to limit
numbers so as to minimise engagement costs (where
facilitation is provided) or likely participants staying away due to
transport costs (where there is no facilitation)
3. Procedures too elaborate and sophisticated for initial stages of public engagement
Dense, lengthy and complicated procedures: some tasks of
Diverse, non-specialist groups may find such procedures too
IWRM are too technical for general public participation
difficult especially in the initial stages of participation. Such
processes need to be simplified and capacity building is
required before the public can engage
Context and emergence: the IWRM process must be grounded This is a process that takes time and requires adequate
preparation. Poorly prepared public meetings, lack of data and
in a specific context for stakeholders to make appropriate
reference to local contextual examples weakens public
meaning
participation process and decision making
Public engagement is not focused on principles but on
technical details
Over-emphasis of technical details can be intimidating and
discouraging of participatory practices
4.2.3 Stakeholder Engagement Principles
It is proposed that the principles below are applied to DWRM’s working relations with partners, stakeholders and the general public:
.
50
•
Courage, commitment and leadership: there has to be the will and
commitment to change, particularly from within the DWRM, and this must
be made explicit at an early stage in each engagement process. As the
champion for CbWRM, the DWRM must lead, where appropriate; provide
clear information; and listen to and understand the needs and interests of
both other role-players and stakeholders.
•
Inclusiveness: engagements should be conducted in a way that encourages
stakeholders to have an effective input. Affirmative action measures
should be considered to involve those stakeholders that may be faced with
unique challenges of participation.
•
Building relationships of mutual respect: development of trust through
direct engagement and keeping promises is a priority. Effective relationships between government, industry and community should be maintained
by using a variety of communication channels (cf. DWRM Communication Strategy 2009 – 2014) as well as respecting community/stakeholder
values and interests, and exploring them to find common ground. Problem
identification and solution development should be through mutual exchanges of ideas – dialogue as well as discussion and debate.
•
Integrity: engagement to act as means through which integrity of government and the democratic process of government are maintained – giving as
many interests as possible a “voice” and all “voices” being respected.
•
Transparency and accountability: engagement should be undertaken in a
transparent and flexible manner so that stakeholders understand what they
can influence and to what degree.
•
Feedback and evaluation: engagement process should inform participants
of how their input contributed to decision making.
•
Clear stakeholder mapping: establish who the stakeholders are at various
levels, their levels of interest and influencing as well as their potential and
capacity to contribute to CbWRM activities
•
Building on existing institutional frameworks and programs: it is better and easier to build on what is existing rather than start from scratch.
Build closer linkages with ongoing activities, experiences and capacities
including policies, laws and regulations, e.g. LC systems, Community
based organisation, user committees and programs of other players such as
UWA, NFA and for other partners. Optimise synergies and complementation.
4.3
Engagement Model
CbWRM will introduce a more ambitious approach to public involvement in
government policies, programmes and decision-making than the current processes of consulting and engaging with stakeholders – which do not actively in-
.
51
volve cross-sectoral and multi-level strategic planning in the way that is anticipated under CbWRM. Whereas the essential pre-requisite is stakeholder involvement, the relationship between providing access to information, consultation and active involvement has to be carefully managed in order to achieve the
desired objectives. A definition of each of these levels of engagement 6 is provided below as a guide to the appropriate level of stakeholder participation proposed for the various strategic activities of operationalising CbWRM (Table
4-3) while the relationship between them is depicted in Figure 4-1.
Inform
t,
en
m
ve
ol y i p
nv b sh
f i ed er
l o tch wn
ve a o s
le y m t & me
ng ll n co
si ua me ut
ea us mit f o
o
cr
m
In
co
Consult
Involve
Collaborate
Empower
Figure 4-1: Relationship between types of Stakeholder Involvement
•
Inform: related to providing balanced and objective information on any
aspect of the process. It includes information gathering but does not involve stakeholder input into decision making, although it does result in
having more informed stakeholders.
•
Consult: refers to seeking community feedback on proposed solutions,
alternatives and decision. Whilst this type of engagement allows stakeholders to influence the direction of decisions, it may not result in direct
input to decision making.
•
Involve: working directly with stakeholders to generate aspirations, ideas
and concerns which are directly reflected in the alternatives developed and
decisions made. This type of engagements is similar to consult but provides for greater stakeholder inclusion in the development of options and
making decisions about which options to pursue and feedback opportunities.
6
Adapted from the International Association for Public Participation (IAP2) Spectrum.
IAP2 2000. Planning Effective Public Participation (Module I). Denver, USA
.
52
•
Collaborate: partnership with stakeholders on each stage of the process
including scoping, information gathering, developing alternatives, and
identifying the preferred solution. In such an approach to engagement
stakeholders collaborate with the decision maker but may not be equal
partners in the process.
•
Empower: where all or part of the decision is implemented by the stakeholders. This type of engagement provides for the greatest level of developed decision making to stakeholders. In the context of CbWRM, final decision making rests with the DWRM.
.
53
4.4
Strategies
Four stakeholder categories, operating at three levels (intra-nationally), can be discerned from the framework for operationalising CbWRM (Chapter 3). As a
background to the proposed stakeholder engagement and participation strategies, Table 4-2 presents these categories together with a broad summary of their
complementary roles and functions.
Table 4-2: Stakeholder Mapping: Categories and their Complementary Functions
Partners
Definition
Complementary
Functions
Appropriate engagement mechanism
Scale
National Level
WMZ Level
Catchment
Level
Community
Level
Organisations with capacity to provide
technical and/or financial facilitation for
implementation
• embedding & operationalising CbWRM
incl. delivering services
• capacity development (support)
• policy making & framework setting
• promoting public participation & input
• implementation evaluation
Formal partnership agreements incl:
• Service Level Agreements/Performance
contracts
• Memoranda of Understanding
• Formal Relationship Protocols
• Development Partners
• Gov’t departments, agencies and institutions
• Parastatal organisations
• Universities & research institutions
• Media
• Local governments/departments
• NGOs
Category
Professional stakeholder organiCivil society organisations
sations
Public & private sector organisaNon-professional organised entities centred on
tions, NGOs, professional voluntary place or interest
organisations
• public awareness raising, advocacy, cam• public awareness raising, advopaigns & lobbying
cacy, campaigns & lobbying
• mobilisation, participatory learning & action
• participation & input into policy
formulation
• mediation between gov’t & communities
• supporting capacity development
• championing local level capacity dev’t
• mediation between gov’t & communities;
• investment & appropriate technology
Memoranda of Understanding
Mixture of formal (MoUs) and informal agreements (verbal affirmation, supporting implementation activities, community ceremonies)
• National/International NGOs &
NGO associations
• Business associations
• Private sector businesses incl.
financial institutions
• IWRM networks
Community networks
• Associations of “communities of common
concern”
• Community based organisations centred on
interests e.g.: water users, farmers, fishermen
• Faith-based organisations
• Schools
Members of the
public
Individuals representing themselves, not
groups
• local knowledge
and ideas
• in-kind contribution
to activities
• Service delivery
commitment (topdown)
• Active participation
(bottom-up)
• Business owners
• Land owners
• Commercial/ large
scale farmers
• Visitors/tourists
• Youths associations
• Women’s groups
• Village development committees
.
54
4.4.1 Catchment-driven Planning and Implementation
As elaborated on in Section 3.3 above, CMOs will provide the interface at
which government; stakeholder groups; and communities will build relationships and trust through developing shared goals and plans. The engagement
structures (CMFs, CMCs, and CTCs) will thus form the mainstay of water resources planning and implementation. They should serve as the clearing house
for, on the one hand, executing the DWRM’s de-concentrated functions and
services and, on the other hand, addressing the needs of the DWRM’s various
partners and stakeholders in government, private sector and the community.
A key element of this strategy will be to engage stakeholders through open and
transparent dialogue in a way appropriate to the needs of particular catchments.
Emphasis will also be placed on engaging collaborating partners and/or other
specific stakeholders whose ownership of planned measures will be vital to
successful implementation
4.4.2 Strengthening existing partnerships
The DWRM is already engaging in collaborative partnerships with organisations involved in WRM related initiatives, such as:
•
PROTOS, SNV, DfID, WMD and NEMA on the Lake George and River
Mpanga IWRM processes;
•
WWF and WMD, on the Lake Albert Eastern Catchment Management Initiative (LAECMI), the Semliki River Catchment and WRM Project, and
the Rwenzori Ecosystem Conservation and Environmental Protection Project;
•
GWI-IUCN-WANI-CRS-CARE-ACF on an initiative to build capacity to
manage WR in Uganda, specifically the Aswa catchment;
•
LVBC on the Katonga Integrated Water Management Project;
•
NELSAP on the Kagera, Sio-Malaba-Malikisi Transboundary IWRM and
development projects, the Programme for Sustainable Development and
Management of the Lakes Edward and Albert Basin Resources, as well as
the planned project for integrated water resources development and management for the Aswa sub-basin.
•
UWASNET and Civil Society Organisations: The Uganda Water and Sanitation NGO Network (UWASNET) has over 150 members comprising of
NGOs and CBOs. Some of these are involved in water resources/environment/Natural resources management. They are key stakeholders to partner with and through engagement with UWASNET, more
CSOs could be urged to participate more in CbWRM activities, including
mobilising financial and technical resources.
.
55
Over the period of operationalising CbWRM, the DWRM should consolidate
and extend these partnerships within the new de-concentrated functions and
services delivery model. Through the various coordination mechanisms proposed for each level of CbWRM operations (cf. Chapter 3), the DWRM should
explore opportunities to work with the different partners on strategy development; capacity building; improved information exchange mechanisms; and
other priorities as mutually identified.
The DWRM should also look to strengthen linkages and streamline working
relations with local governments. Given the vital role to be played by local authorities in implementing RWMSs; CMSs; and CAPs, it is imperative that the
DWRM/MWE work cooperatively with MoLG and local governments to develop operational level protocols to better coordinate and focus policies, plans
and priorities for WRM related investments and capacity building.
The Water Policy Committee (WPC) needs to be revitalised and made more
active, as should the Policy Committee on the Environment (PCE). Together,
these crucial organs of the Water and Environment sector can be utilised to initiate inter-agency efforts to:
•
share information and knowledge on related resources management measures;
•
collectively work through the requirements, challenges and implications of
operationalising CbWRM;
•
develop an agreed interagency cooperative governance approach and strategy outlining directions, methods and priorities for engagement on complementary objectives;
•
explore potential for an agreed model for interagency coordination on engagement, spreading risk and avoiding duplication or division of effort;
•
agree on lead and support agency roles and potentially to realign current
agency resources to support CbWRM; and,
•
explore potential for a coordinated approach to interagency collaboration
on meeting staffing requirements at WMZ level as a key engagement strategy.
Within the MWE, there is urgent need for sensitisation on IWRM planning and
how CbWRM contributes to putting the related principles into practice.
4.4.3 Emerging and new partnerships
The Planned Legal Establishment of the WSDF Facilitative Fund
There are ongoing efforts to transform the WSDF, which currently provides
financial support and targeted technical assistance for piped water schemes in
small towns and rural growth centres, into a decentralised and demand driven
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56
facilitative/trust fund for the water and environment sector investments. As well
as providing funding for multi-year activities; and potential for direct revenue
generation and utilisation, the fund presents opportunities for:
•
building cooperation and relationships across the various sub-sectors of
environment and natural resources management, investments to which will
be channelled through the fund;
•
improving access to financing mechanisms to support the direct involvement of local communities in environment and natural resources management – a crucial element of environmental sustainability that is currently
either marginalised or constrained by prohibitive risk management measures; and,
•
strengthening Public-Private sector Partnerships (PPPs) by building the
public sector’s capacity to identify, structure, tender and manage investment opportunities that mutually benefit both the private and public sector
partners. Similarly, options are being considered for working with financial
institutions to develop products for either risk sharing or credit enhancements as a possible means of improving private and community access to
funding for WRM activities.
National Nile Dialogue Discourse
Can build on Nile Basin Initiative experience and the national discourse committees to address water resources management, at national and lower levels
Academic and Research Institutions
The EU Water Facility is funding the Capacity Building for Integrated Watershed Management in Eastern Africa (IWMNet) project coordinated by the Universtät Siegen and in partnership with Kenyatta University (Kenya); University
of Dar es Saalam (Tanzania); Makerere University – Department of Soil Science; Arba Minch University (Ethiopia); German Technical Cooperation (GTZ)
in Kenya and Tanzania; and the German Academic Exchange Service (DAAD).
Based on the International Master’s Programme in Integrated Watershed Management established at Kenyatta University in 2006, the project was designed
to continue capacity building on Integrated Watershed Management to
strengthen the ongoing water sector reform processes in Kenya, Tanzania and
Ethiopia. Planned activities for capacity building are being implemented on
three levels, basing on existing policies, programmes and activities in the partner countries, namely:
•
Regional level, targeting improvements and extension of academic education based on the international master’s programme on “Integrated Watershed Management” established at Kenyatta University, Nairobi, in cooperation with 5 regional partners (IWMNet - Network Integrated Watershed Management).
.
57
In Uganda, this has resulted in the offering of a degree programme for Integrated Water Resources Management by the Department of Soil Science
starting in the 2010/11 academic year.
•
Regulator level, where specialised training on IWRM – coordinated with
the Masters programme by selecting teaching modules as training courses
– and related issues is offered to Water Resources Management Authorities.
•
Local level at which support has been offered, especially in Kenya, to associations of water users in drafting and executing Sub-Catchment Management Plans.
The current phase of the project is due to end on 30 September 2010 and is currently being evaluated before recommendations are developed on its continuance.
Regardless of the outcomes of that evaluation process, the project’s achievements fit in well with the DWRM’s plans for the establishment of a Water Resources Institute to develop human resources capacity in IWRM approaches
required to achieve the overall purpose for CbWRM in Uganda. DWRM can
contribute to further development of the IWMNet project’s achievements
through the development and implementation of a research strategy with the
regional participating institutions, especially Makerere University, and other
local stakeholders with an interest in establishing and driving a regional WRM
knowledge and research agenda.
Similarly, the Department of Crop Science at Makerere is championing the implementation of a Rockefeller Foundation funded project for “Strengthening
East African Resilience and Climate Change Adaptation Capacity through
Training, Research and Policy Interventions.” The project supports capacity
building at graduate level and to link universities more closely with rural communities and research and development agencies – making it an ideal partnership engagement.
Arts and the Environment
The visual and performing arts have a great potential for assisting in the development of an environment ethic, in communities and the general public, as well
as promoting environmental sustainability. They can aid participation of a
broad cross-section of the community; can strengthen inclusiveness of approaches; and can be powerful vehicles for community awareness, sensitisation,
mobilisation and participation.
The approach has been utilised to a great degree of success by the WSDF and
WWF, who are keen to share best-practice and lessons learnt with the DWRM.
Youth Engagement
Developing strong environmental values and behaviour in young people is
critical for WRM resources sustainability for future generations. The education
sector has an important role to play here and the DWRM should proactively
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58
advocate for curricular or extra-curricular activities to promote “sustainability
education (water and environment conservation, rainwater harvesting, improved hygiene practices etc)”.
The DWRM, through the MWE-MoES Memorandum of Understanding that
can be broadened, also has a role – in this respect – of supporting and adding
value to the work of teachers and other educators which it should fulfil with a
particular focus on youth development.
4.4.4 Boundary Mismatches
The proposed governance structures for water resource management and the
existing fully decentralised water supply structures will operate at different spatial scales – catchments and districts – with mismatched boundaries. Where a
catchment straddles district boundaries or, conversely, a district straddles more
than one catchment, detailed cooperative governance measures have to be put
in place to smooth over the mismatches, including:
1
affected districts participating in only one catchment forum the choice of
which could be influenced by the full consideration of the following factors
-
percentage of total district territory within the catchments;
-
the dependency ratio of existing and planned water uses on the water
resources of the various catchments; and,
-
the fit between the district’s socio-economic development agenda and
the prioritisation of related programmes in each catchment’s management strategy and action plans.
2
the DWRM taking a proactive role in compensating for boundary mismatches through purpose-built and streamlined collaboration, planning,
monitoring and communication procedures among WMZs and CMOs.
3
also, the proposed Inter-district Steering and Technical Fora will provide
vital coordination mechanisms for transboundary (WMZ, catchment and
district) activities, as well as buffering against any impacts resulting from
the fragmentation of districts.
4.4.5 Tools for Information Provision and Consultation
Knowledge Management and Information Dissemination
The underlying principle will be commitment to openness and transparency.
The MWE, and DWRM in particular, has a good record of making documents
available to the public, albeit with some challenges on timeliness and consolidation. Operationalising CbWRM will rely extensively on producing a range of
information products to serve such purposes as creating awareness; providing
technical information on catchments to those stakeholders participating in the
.
59
appraisal of options for action; and publication of strategies and action plans for
consultation.
In order to encourage active involvement, there will be need to make relevant
documents immediately available so that stakeholders can draw on the material
during the strategy/plan development process. An upgraded MWE website can
be a useful for conveying detailed materials on national policy and guidance
documents; and the overall processes of CbWRM planning and engagement
and formal consultation documents. However, its accessibility is very limited in
Uganda.
To ensure inclusiveness, printed documents need to be made available at the
DWRM, WMZ, CMO Secretariats, local authorities, and partner offices, and,
as appropriate, libraries. Additionally, they should be made available on request. The information of where to find the documents and/or overviews of
their contents can be widely publicised using posters, radio, public information
events, community events and shows.
Consultation
There are existing arrangements for carrying out formal consultations on plans
and policies which will be adapted to the requirements of CbWRM, particularly
with respect to gathering community views; gauging support for strategies; and
gaining feedback on plans.
Active Involvement
Best practice, guidelines, tools and techniques for involving others, together
with contextual guidance on how they can most effectively be used, will be
compiled in form of a toolkit availed to all DWRM staff.
4.4.6 Capacity Building for engagement and Partnering
Training
Skilled and capable officials are crucial to the long-term success of CbWRM in
mobilising the inherent capacity within stakeholders for sustained change. paramount to this is a programme of professional development (detailed in Chapter
5) for DWRM staff including foundational training such as: Enabling Environmental Change; Technology of Participation (ToP); Facilitation Methods; Team
Management Systems; and Cultural Awareness.
In line with this, a team of in-house facilitators is required to maintain skills
levels in the lead up to the establishment of the Water Resources Institute.
Other training that would build staff capacity to support engagement activities
includes: media skills; and negotiation and conflict resolution skills.
A comprehensive staff evaluation will be conducted to identify current skills
and identify what types of training or supporting initiatives could assist staff
build their capacity for engagement and partnering.
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60
Involvement in Professional and other Networks
DWRM staff and other members/staffs of the statutory structures at WMZ and
catchment level will be encouraged to participate in regional networks that have
engagement practice as at least one focus of the network’s activities.
4.5
Monitoring, Evaluation and Reporting
Whereas there are established programme performance monitoring, evaluation
and reporting mechanisms within the MWE, there are few established accountability to and evaluation mechanisms involving stakeholders. In order to ensure
a consistent national approach that promotes good practice and learning from
experience, it is proposed that participatory feedback and follow-up procedures
are developed and implemented as an integral element of CbWRM.
There are no identikit formulae for the right way to go about conducting
evaluations. The key is to be as inclusive and flexible as possible while retaining core measures that can be used to evaluate nationally, at WMZ level and
across the catchments. Additional guiding principles include:
•
•
4.6
building evaluation and reporting requirements and processes into the design of engagements from the beginning. The designs should be clear on:
-
what information to collect;
-
frequency of evaluation of activities/collecting information;
-
who to evaluate activities;
-
methods of analysing information;
-
dissemination of results of evaluation;
-
what indicators to measure and how changes in these indicators can be
measured.
evaluation for both accountability and improvement, the former is where
most emphasis is usually placed but is less useful.
Proposed Framework for Stakeholder
Participation
The framework presented in Table 4-3 is based on a conceptualisation of the
proposed ‘Big Bang’ Implementation Framework (see Table 1-1, pg 3) as four
clusters of strategic activities described below.
•
Strategic Activity 1: Groundwork Operations: A two-track foundation
activity for establishing and enabling environment for catchment-based
WRM comprising of:
.
61
•
•
•
1
support mobilisation, and policy and legal reforms;
2
comprehensive situation analysis and awareness creation
Strategic Activity 2: Visioning and Establishment of De-concentration
Structures
-
horizontal, integrated service delivery structures (WMZ offices);
-
bottom-up structures;
-
participatory situational diagnosis and problem analysis;
-
ranking opportunities and needs for compilation of CMSs; and,
-
compilation of detailed CAPs.
Strategic Activity 3: Facilitating Implementation of Strategies and Action Plans
-
capacity building;
-
guidelines, methodologies and procedures for strategic functions;
-
information management and monitoring; and,
-
financial arrangements;
-
identification of performance monitoring procedures and targets; and,
-
developing and implementing feedback and follow up procedures
Strategic Activity 4: Cooperative Governance and Institutional Relationships
-
formalisation of WRM institutional relationships and operational arrangements;
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62
1 Groundwork Operations
Identify and initiate engagement 1
of key stakeholders and institutions
National
2
Involve
Describe current Social, Technological, Economic, Ecological
and Political (STEEP) characteristics of catchments and projections for both status quo and
intervention
Type of partici- How?
pation
Tools/mechanisms
Inform
Strategic Activity, Key Tasks
& Scale for Action
Step
Table 4-3: Proposed Stakeholder Engagement and Participation Framework
Review and finalise proposed
3
list of hotspot catchments based
on the outcomes of Step 2,
above
4
Collaborate
National
Develop, in each selected
catchment, common appreciation of the nature and gravity of
challenges faced as well as the
available opportunities
Inform
National
Catchment and Community
5
Collaborate
Initiation of comprehensive
strategy and policy reviews as
well as legal reforms
National
Through official communication
and media with details of background; objectives; plans; milestones; progress and achievements; and expected outcomes
and benefits
• Work with the public; institutional players and NGOs using
available information;
• Hold different workshops for
each criterion of STEEP with
purposive selection of participants and nationwide spread of
locations;
• Spearhead info exchange &
discussion among participants;
• Publish and publicise outcome
• Publication of hotspot catchment
ranking and criteria;
• Notify key stakeholders of program of activities for establishing relevant structure in catchments selected for launch of operations
Agenda driven meetings with
stakeholder groups to:
• discuss the STEEP characterisation of the catchment;
• gather perceptions of problems
and opportunities; and,
• share among stakeholders the
various groups’ articulation of
problems and opportunities
Intra-ministry (MWE) forum; WPC
and PCE efforts to:
• derive and advocate principles,
strategic objectives, institutional
& operational arrangements and
policies;
• develop proposals for legal reforms;
• push reforms through
Expected Outcome
Stakeholders informed
about their engagement
• Comprehensive
catchment characterisation;
• Two projected trends
provided for each
catchment
• Information made
publically available
• Confirmed list of hotspot catchments for
launch of catchmentbased WRM
• Scheduling of activities for establishing
catchment structures
• shared understanding of causal linkages of problems
and available opportunities;
• improvement of levels of awareness
• wide support mobilised for reforms
Creation of an enabling
environment for catchment-based WRM
2 Visioning and Establishment of De-concentration Structures
National
Inform
Establish Water Zone Offices
6
and assign/appoint core staff for
running them
Pending finalisation of policy and
• horizontal, integrated
legislative reforms:
service delivery
structures estab• delegation of powers and funclished;
tions; and official opening of offices will be by Minister in writing • channel for vertical
as per Section 11 of Water Act
support
1995. Instructions to be published in the Uganda Gazette;
• staff re-assignment and new
recruits by letters of appointment
.
63
7
pation
Tools/mechanisms
• mobilise key WRM-related
stakeholders;
• facilitate meetings of fora and
other participatory groupings
• draw up constitutions for CMOs
• establish ToRs for CMCs, CTCs
& secretariats
Consult
• build trustful relationships thru
resource persons, LGs, community leaders, NGOs;
• provide technical, financial &
secretariat support
8
Involve
& Scale for Action
Building on Strategic Activity 1:
Step 4, ranking opportunities
and needs as well as selection
of priority activities for implementation in each hotspot
catchment, defining roles &
budgets
WMZ and Catchment
Establishment of Bottom-up
structures
WMZ and Catchment
Expected Outcome
• key stakeholders
engaged;
• CMFs established
• RWMSs
• CMSs
• CAPs
Establishment of
WACs; WTC; CMCs;
CTCs; CMO Secretariats; and Sub-panels
3 Facilitating Implementation of Strategies and Action Plans
9
Consult
Develop and maintain guidelines, methodologies and procedures for strategic functions
National
Establish public participation,
communication and capacity
building processes
10
11
Collaborate
Implementation and Funding
mechanisms
Involve
National, WMZ, Catchment &
Community
National and WMZ
• develop operations manual;
• experience-based knowledge
documentation
• distribute and make documents
available together with supporting technical & administrative information
• regular update of documents
• gender mainstreaming;
• sensitisation
• empowering marginalised
groups;
• facilitating stakeholder participation;
• facilitating application of principles of subsidiary
• training (leadership; project
mgmt; M&E; financial mgmt;
administration; cross-cultural
communication; negotiation;
data mgmt)
• mobilise resources and establish transfer mechanism
• manage finance flows and exercise budget control
• identify outputs and performance indicators
• develop and disseminate technical support and auditing procedures for outputs & processes;
• develop and implement feedback and follow-up procedures
Guidelines, methodologies and procedures
for operation
Working with WPC and PCE to
incorporate into policy and legislation full definitions of establishment, functions and linkages of
statutory and non-statutory structures
• IWRM functional
domains
• Legal basis for structures
• equity and increased
involvement of
women and marginalised groups;
• culture of participation and responsibility for cooperative
decision making
• conflict mgmt strategies;
• shared responsibility
for WRM in catchment
• implementation and
funding procedures;
• mechanisms for reducing fiduciary risk;
• mechanisms for
M&E, and continuous
improvement
4 Cooperative Governance and Institutional Support
National
12
Collaborate
Institutionalisation of reforms
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64
13
National, WMZ, Catchment &
Community
Expected Outcome
Cooperative governance strategy
14
Improved Governance
in WRM
Collaborate
National and WMZ
Implementation of Cooperative
Governance Strategy
pation
Tools/mechanisms
Establish principles and strategies
for:
• building on on-going baseline
NWMS to institutionalise processes for dev’t, implementation
& revision of RWMSs, CMSs,
CAPs and in turn the NWMS
• integrating RWMSs, CMSs and
CAPs into WRM Medium-Term
Expenditure Framework
(MTEF);
• data management and information generation, exchange and
dissemination
• coordinate activities of various
role players;
• monitor planning & implementation;
• track trends in catchment
STEEP characteristics
• make information readily available and Institute information
dissemination procedure & technologies
• implement feed-back and followup procedures
Consult
& Scale for Action
4 Develop Cooperative Governance Strategy
.
65
5
Capacity Development
On the basis of the proposed operational arrangements for CbWRM; and the
identified WRM challenges and needs, this chapter develops proposals for the
requirements to act on the recommendations made. They are premised on three
scale-specific objectives, namely:
1
2
National level objective: institute mechanisms to assure sustainability
and continuity of financial and political support for the processes of operationalising and implementing CbWRM. The proposed strategies to achieve
this objective are to:
-
mobilise adequate and sustained investment in national water and related resources management capacity to deliver on the de-concentrated
functions and services; and
-
develop the capacity to legislate, regulate and achieve compliance
through, on the one hand, collaboration with governmental, nongovernmental and private sector institutions and, on the other, stakeholder engagement and participation.
Institutional level objective: develop sufficient technical, financial and
administrative resources to implement IWRM as espoused by CbWRM.
Targeted at the DWRM and its institutional partners (cf. Section 3.1.1 and
Table 3-1), the strategy will be to enhance capacity and understanding at
all levels to monitor, forecast and provide data of a quality that will support optimisation of ecological sustainability, economic efficiency and equity in the management and utilisation of water and related resources.
3
Community level objective: create general awareness, understanding and
commitment to the goal of sustainable water and related resources management through CbWRM.
Strategies will involve creating shared responsibility for water and related
resources management throughout the entire stakeholder spectrum. They
will target:
-
inculcating in stakeholders and user communities sustainability oriented resources utilisation and management practices; and,
.
66
-
expanding stakeholders’ capacity to actively participate in making better decision for themselves on how to protect water resources from
contamination, un-sustainable utilisation and interruption of natural
processes.
The relevant interventions are described in the sections that follow.
5.1
Proposed National Level Interventions
The eventual success of the CbWRM approach depends a great deal on the approach, now, to orienting the DWRM management – and the management of
the identified partners – to the need for structures at all levels to function as a
seamless institution. It will thus be necessary to re-examine both the current
policy, legal and institutional framework, as well as current approaches to water
management with the aim of adapting them to CbWRM. In line with this, the
following interventions are proposed.
5.1.1 Establishing Cooperative Governance
This will involve:
•
agreeing and detailing the institutional linkages, functions and powers of
the role-players;
•
agreeing and detailing the organisational structures particularly at WMZ
and catchment level;
•
agreeing and detailing operational arrangements for the management and
development of water resources from the lowest (user associations, CMOs
and secretariats, CMCs, WMZ offices) to the highest level (DWRM,
DWD, DEA, WPC/PCE, facilitative/trust fund);
•
developing and maintaining standards, guidelines, methodologies and procedures for operations, including a finance and operations manual for
CbWRM;
•
formulating policy on horizontal and vertical institutional development
support and management approach; and,
•
streamlining policy on monitoring systems, data management and information generation, exchange and dissemination.
5.1.2 Institutionalising the IWRM approach
The IWRM approach to water and related resources management guarantees a
recognition of the interdependencies among uses and, above all, the need for
management and institutional instruments to assure the integrity of the resource
base. It also lends itself perfectly to dealing with the anticipated exacerbation of
water resource management challenges due to climate change.
.
67
It therefore provides an avenue for institutionalising incremental development
and implementation of the National Water Management Strategy at national,
WMZ and catchment level particularly in guiding planning, investment and development of water resources.
5.1.3
Prescribing a water resources classification system and
water resources quality objectives
A key requirement of national level capacity development is to define the general principles, categorisation and prioritisation of water uses – especially considering the need for flexible systems to respond to extremes of water availability and unpredictability. This may necessitate changes to the current permits
and licensing system, which must be defined.
Given projections of increased water demand, as a result of socio-economic
development, and the international obligations deriving from the transboundary
nature of almost all of Uganda’s surface water resources, mechanisms are required for balancing protection of the natural environment and the national and
international requirements – particularly on those occasions when the limits of
what can be provided are reached. The operation of such mechanisms is not
entirely restricted to the technical realm but is rather influenced to a great extent by politics.
While those decisions may reflect political processes, it is imperative for the
DWRM and its institutional partners to help frame and facilitate them.
5.1.4 Resources Regulation and Sustainable Funding
That is, defining the mechanisms for assuring transparency and efficiency in
water allocation and use. Available options include using such economic instruments as cost-recovery or water market rules to assure both ecological sustainability, on one hand, and continuity of financing for cooperative water governance.
5.1.5
Enhancing disaster risk management and storage
capability
Principles and strategies are required for assuring greater water security and
reliability through both natural storage and construction of control structures.
Given the relatively lower investment requirements and higher probability of
sustainability, natural options spanning household rainwater harvesting,
through utilisation of wetlands and lakes, to natural or artificial groundwater
recharge should be explored extensively.
For storage dams and large scale reservoirs, principles/standards/guidelines are
also required for the development, management and assuring of safety of the
structures.
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68
5.1.6 Instituting a mechanism for conflict resolution
There is currently a lack of clearly defined mechanisms for resolving resource
use conflicts. However, as stakeholders get more actively involved in decision
making processes for water resources management, it will be necessary to have
proper systems and procedures for resolving conflicts. Such mechanisms can
take many forms but the fundamental elements include:
•
a dispute settlement body;
•
dispute settlement procedures, including processes for handling complaints, conciliation and mediation, and remediation;
•
an appeals system to standardise the interpretation of governing principles
and practices;
5.2
Proposed Institutional Level Interventions
Interventions at the institutional scale are geared towards aligning water management legislation, policies, principles and strategies into practical processes
to enhance management capacities; strengthen information systems; and identify and respond to water resources management challenges.
5.2.1 Strengthening information systems
The central tenet of CbWRM is to engage users and resource manager in an
interactive to address related challenges. In part this means ensuring that all
levels of decision-makers, from policy makers to water managers to users, have
– and more importantly, understand – the information they need to develop and
continuously update strategies and plans. Water managers and stakeholders
alike will need to have access to the best possible information as well as to experience-based knowledge from elsewhere to ensure that they choose the most
appropriate alternatives. Information is required to convince politicians of the
nature of future problems before they are willing to devote time and resources
to them. Similarly, credible information has to be provided on alternative scenarios to influence behaviour change at community level. It will thus be important to not only improve access to the requisite information, but also build data
management and information sharing protocols into the institutional structures
between the DWRM, its institutional partners and stakeholders.
To meet this challenge, it is recommended that a Water Resources Monitoring
and Assessment Information System (WRMAIS), linking all partners and providing access portals to stakeholders, is developed and implemented. Along
with it, relevant guidelines, standards and procedures have to be developed for:
•
integrating with the planned MWE Management Information System as
well as the databases and information systems of partner institutions and
agencies at national, WMZ, catchment and district levels;
.
69
•
storage and maintenance of electronic and non-electronic data, data exchange and handling of meta-data;
•
quality assurance and quality control procedures for DWRM data providers; and,
•
quality assurance and quality control requirements for non-DWRM data
providers.
.
70
5.2.2 Enhancing Management Capacities
The proposed interventions to achieve this are broadly categorised into institutional; facilities and equipment; and human resources development approaches as shown in Table 5-1 below
Table 5-1: Interventions to Enhance Management Capacities
Need
Scale
Partnership and Engagement
National
WMZ
Catchment
District
Quantity and Quality monitoring
National
WMZ
Catchment
District
Institutional Development
• Revitalisation of the PCE and WPC
• Framework agreement on institutional reforms for CbWRM
• Policy document for implementing CbWRM
• Necessary amendments to the Water Act 1995
• 4 staffed WMZ offices and 5 sub-offices
• WMZ Steering and Technical Committees
• Finance & Operations Manual
• Standards, guidelines and procedures
• CMO constitutions, incl ToRs for CMCs & CTCs
• CMO structures, incl. CMFs, CMCs & CTCs
• Inter-district Steering Fora
• Inter-district Technical Fora
Intervention Category
Equipment and Facilities
A dedicated and fully equipped office for the WPC Secretariat
•
•
•
•
•
•
Buildings and service delivery infrastructure
Office & ICT equipment
Furniture & fixtures
Transport equipment
Equipped & furnished CMO Secretariats
Transport equipment
Strategies & plans for:
• rehabilitation and expansion of hydrological monitoring network
• incremental development of NWMS & WAP
• development, implementation & update of RWMSs
• capacity to assess & advise on requirements for monitoring network
• development, implementation and update of CMSs and CAPs
• integration of CMSs & CAPs into DDPs & DEAPs
• implementation of CAP activities within areas of jurisdiction
• A hydrological monitoring network that meets minimum
to optimum standards
• Data recording equipment
• Transport equipment, including boats
WRMAIS
National
WMZ
Catchment
District
1. Turnkey installation, networking & operationalisation
2. Guidelines, standards and procedures for:
• storage and maintenance of electronic and non-electronic data;
• data ex-change and handling of meta-data;
• QA/QC for DWRM data providers; and,
• QA/QC requirements for non-DWRM data providers
• associated ICT equipment, software and networking systems
Water Quality Analysis
National
•
•
•
•
•
• Laboratory equipment & modern technologies
• Associated ICT equipment & networking systems to WRMAIS
WMZ
Catchment
District
Upgrade of national laboratory to referral status
International accreditation of reference laboratory
Guidelines, standards and procedures for operation of sub-national labs
Establishment & operation of 4 regional laboratories
Establishment and operation of 4 – 8 satellite laboratories
Human Resources Development
1. Information provision and dissemination
2. Mentoring and facilitation
3. Networking (personal or technological)
4. Feedback and experiential learning
5. Education and training including
• Water Resources Institute
• enabling environmental change;
• Technology of Participation (ToP);
• facilitation methods;
• managing water organisations & team management systems;
• cultural awareness& cross-cultural communication;
• gender mainstreaming;
• sensitisation
• empowering marginalised groups;
• leadership;
• project mgmt monitoring & evaluation;
• administration & financial mgmt;
• negotiation & conflict resolution
2. Education and training incl.
• Hydrological data collection & processing
• catchment & water systems modelling
• groundwater exploration and monitoring
• flood modelling and disaster management
• water quality assessment incl sampling & distribution system monitoring
• aquatic & ecological sciences
• water geochemistry
• environmental management
3. Mentoring, feedback, experiential learning & facilitation incl
• discharge measurements
• regression analysis, relevant curve plotting & interpretation
1. Associated education and training, incl.
• data entry
• analysis, modelling, forecasting & information outputs
• basic trouble shooting and maintenance
• hydro-informatics and decision support
• Associated education and training
• Practical methods for testing water
• Nutrient analysis
• Small water lab operations
• Laboratory technology
• Maintenance of laboratory records
• Equipment standardisation and calibration
• Dynamics of water quality processes in water bodies
• Specific technical hardware: physico-chemical, biological, & microbiological
• Mentoring and facilitation
• Networking (personal or technological)
• Feedback and experiential learning
• Information provision and dissemination
.
71
Need
Scale
WR regulation and management procedures
National
WMZ
Catchment
District
Transboundary Cooperation
National
WMZ
Catchment
District
Institutional Development
Policy and Strategy development for
• infrastructure development, reservoir regulation and dam safety;
• enforcement and compliance monitoring;
• flood control; and landslide & drought mitigation;
• maximising economic value of water through licensing, allocation & use;
• water resources protection;
• catchment protection and conservation
• Climate Change Adaptability
• Contribution to EIA & permits assessment
• Compliance monitoring and enforcements
Policy and Strategy development for
• Inter-district, regional and international cooperation in managing shared resources
• Meeting international obligations
• inter-basin and bulk transfers
Intervention Category
Equipment and Facilities
Associated ICT equipment and networking systems to
WRMAIS
Associated ICT equipment and networking systems to
WRMAIS
Human Resources Development
• Water resources policy & management
• Water resources planning & implementation
• Water resources modelling
• Water resources systems & the principles of IWRM
• Groundwater management
• Watershed and river basin management
• Water and environment law and institutions
• Storage & hydropower
• Irrigation & drainage structures
• Flood risk management and design
• Conservation and restoration ecology
• Solid and hazardous waste management
• Water economics & public private partnerships
• Water governance
• Negotiation & mediation for conflict management
• International water law
• Transboundary WR systems & the principles of
IWRM
• Water governance
• Negotiation & mediation for conflict management
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72
5.3
Proposed Community Level Interventions
As emphasised in the 2009 Catchment-based WRM Institutional Assessment
Study report, a key challenge to the effective operationalisation of the planned
WRM reforms is the low level of stakeholder awareness and participation. This,
in turn, has its causes in:
•
the current resource constrained, capacity challenged, centralised WRM
governance approach that has registered limited success in defining the
DWRM’s relevance, let alone making its presence felt, and engaging with
the general public; and,
•
the social, cultural and economic dynamic of Uganda in which power and
gender imbalances skew public participation in favour of men and large
scale users, which in turn leads to outcomes that either marginalise or are
insensitive to the roles and contribution of women and youth in WRM, on
one hand, and the needs of small scale users, on the other.
It must also be appreciated that the DWRM is pioneering a concept in Uganda
that, even to the keen and well informed actors, can be challenging to fully
grasp. Yet its effectiveness relies a great deal on the activities of stakeholders at
the community level who invariably have less access to information on the
principles and practice of IWRM.
To overcome these challenges, the demand-side capacity building programme
must, as proposed in Table 5-2, target:
•
changing attitudes;
•
imparting knowledge; and,
•
improving skills levels.
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73
Table 5-2: Proposed Community Scale Capacity Building Interventions
Capacity Requirement
Empowering
women
Sensitising men
Competency
Attitude change
Knowledge
Skills
• self confidence
• belief in ability to meaningfully contribute to community decisions
• Overcoming stereotypes,
esp. the gender type
Basics of
• Environmental & NR Mgmt
• Economic principles; and
• Public health
• Social constructs of gender
roles
• Gender implications of
WRM at every stage of the
project cycle
•
•
•
•
Gender mainstreaming
Empowering
small-scale users
• Assertiveness & active
participation
• Willingness to shoulder
responsibility for cooperative decision making
• Avoidance of free-riding
• User obligations
• Basics of:
WRM principles
Concept, processes &
benefits of catchmentbased WRM;
Principles of WR allocation
& use
Sensitising large
scale users
• Overcoming stereotypes
• Consideration of local
needs
• Traditional knowledge systems & mgmt practices in
WRM
Conflict management strategies (force, withdrawal, accommodation, compromise &
consensus)
Conflict Resolution
Facilitating stakeholder participation
Facilitating deconcentration
Shared responsibility for WRM
• Appreciation of the importance of transparent collaborative relationships
among all parties
• Willingness to fully empower role players, albeit
while maintaining oversight
• Customer orientation (giving priority to users’ satisfaction & meeting all basic
needs)
• Culture of nature conservation and preservation
5.4
• Awareness of local institutional arrangements & functional domains;
• Local geography
• Local knowledge systems,
technologies & mgmt practices;
• Catchment characteristics
• Modalities of technical support and facilitation
• Underlying Institutional arrangements
• Underlying ecological and
socio-economic drivers
• Needs and expectations of
the various role-players
• Modalities of technical support and facilitation
Planning
Decision making
Problem solving
Literacy & numeracy
• Ability to ensure equity & increased involvement of the under represented gender in
WRM processes
• Individuals:
Planning; funding; implementing; M&E; leadership; joint decision making; financial mgmt
• Representatives of Fora
Administrative skills – conducting & chairing meetings, taking
minutes etc – interpersonal relations; reporting
• Cross cultural communication
•
•
•
•
•
•
•
Communication
Negotiation
Mediation
Facilitation
Representation
Monitoring
Data management
• Participatory approaches
• Supervision and technical support
• Contract administration
• Financial mgmt
• Cooperative governance
• Enforcement
• Sustainability planning
• Leveraging resources and funds
• effective collaboration
Conditions for Success
It must be recognised that capacity development transcends human resource
development and acquisition of skills. It includes developing the capacity to use
them. This, in turn, is not only about structures, but also about social capital
and the different reasons why people start engaging in civic action. Further-
.
74
more, capacity building is not a one-off event but rather an ongoing process
that requires:
•
continuous support;
•
a critical mass of change agents;
•
top leadership willingness and commitment to change;
•
the availability and development of appropriate institutional innovations to
respond to changes in local contexts;
•
mobilisation of adequate capacity building resources; and,
•
effective management of the process.
As such, while the foregoing proposals can provide a guide, they are neither
exhaustive nor a blueprint for CbWRM capacity development over the operationalisation period. Regular evaluation of the processes and programmes of its
implementation to identify the lack of capacities that are most constraining will
be of far greater value to ensuring success.
.
75
6
Staffing Requirements for WMZ Offices
A key aspect of the capacity development proposals in the preceding chapter
was the establishment of institutional structures to respond to the identified
challenges and needs, as well as operationalise the proposed frameworks for
CbWRM and stakeholder engagement. In keeping with Ministry of Public Service guidelines, a standardised staffing structure (Figure 6-1) for all WMZs and
the recommended WMZ staff establishment (Table 6-2) are provided in the sections that follow. They are informed by both the above mentioned requirements
and the proposals for de-concentrating WRM functions and services (cf. Figure
1-1 and Figure 1-2, pp 5 - 6).
Also, in recognition of the uniqueness and/or variations in the nature and gravity of the challenges and needs across WMZs, Table 6-1 – listing crucial competencies requirements for each WMZ – is provided to guide prioritisation of
staffing, within grades, for each function.
Appendix II provides redefined job descriptions for the key staff positions of
the proposed structure.
.
76
Table 6-1: WMZ-specific Specialist Competencies Requirements per WRM Function
Function
Water Quality Management
• Water quality assessment
• Pollution control & abatement (petroleum industry)
• Water geochemistry
• Solid & hazardous waste management
• Limnology
WMZ
Albert
WR Assessment & Monitoring
• Groundwater management
• Tracer hydrology
• Surface hydrology
• Catchment & water systems
modelling
• Transboundary WRM
Kyoga
•
•
•
•
Surface hydrology
Flood modelling
Groundwater management
Catchment & water systems
modelling
•
•
•
•
•
Aquatic ecosystems and ecological sciences
Water quality assessment
Waste management (urban/domestic)
Nutrient analysis & control
Pollution control & abatement (agriculture & agroprocessing)
Victoria
•
•
•
•
Surface hydrology
Tracer hydrology
modelling
•
•
•
•
•
•
Aquatic ecosystems and ecological sciences
Water quality assessment
Solid and hazardous waste management
Water geochemistry
Limnology
Pollution control & abatement (agro-processing, mining &
petroleum industry)
Upper
Nile
•
•
•
•
• Water Quality assessment
• Pollution control & abatement (agriculture & agroprocessing)
• Nutrient analysis and control
• Waste management (urban/domestic)
Surface hydrology
Flood modelling
modelling
WR Regulation
• WR planning & implementation
• Water infrastructure development & safety
(storage, hydropower, irrigation & drainage)
• Hydrological risk mgmt & design (flood &
drought)
• Water & environmental law & institutions
• Conflict management
Rationale
• Effective monitoring of impacts of oil exploration & dev’t on WR & catchment ecosystems
• Simmering international dispute over the Semliki course & other internal conflicts over resources use
• Significant utilisation of groundwater resource
• High potential for hydro-electric power development
• Hydrological risk mgmt & design (flood,
drought, landslides)
(storage, irrigation & drainage)
• Water economics
(storage, hydropower, irrigation & drainage)
• Water economics
• Hydrological risk mgmt & design (flood,
drought, landslides)
(storage, irrigation & drainage)
• Hydrological risk mgmt & design (flood &
drought)
• major challenge in zone is controlling floods and managing droughts
• significant irrigation potential to warrant investigation of multi-purpose WR control structures dev’t
• Home to highest concentration of water demand which is effectively being met in a WRM vacuum. Holistic sustainability planning required
• Simmering resource use conflicts in various parts of the zone
• Major WQ challenges & catchment degradation
• a key challenge in the Aswa is controlling floods, the consequences of which include transport disruption, and managing droughts
• significant irrigation potential to warrant investigation of multi-purpose WR control structures dev’t
• significant challenge of increasing potable water access
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77
6.1
Proposed WMZ Staffing Structure
Figure 6-1: Proposed WMZ Offices Organisational Structure
.
78
6.2
Recommended WMZ Staff Establishment
Table 6-2 summarises the staffing requirements.
Table 6-2: Recommended WMZ Staff Establishment
GoU Grade
Job Title
U1E
WMZ Coordinator (Assistant Commissioner)
Establishment
Grand Total
1
4
Technical
U2U
Principal Water Officers (PWO)
3
12
U3U
Senior Officers (SWO, Analysts, Social Scientist/Communication)
5
20
U4U
Officers (WO, Analysts, Systems Administrator, Social Scientist/Communication Officers)
8
32
U4L
Senior Technicians
1
4
U5
Technician
1
4
U5
Data Entry Clerk/Records Assistant
2
8
21
84
Sub-total
Support
Finance & Administration including support to WMZ sub-offices and CMO Secretariats
U4U
Accountant
1
4
U4L
Personal Secretary
1
4
U8
Driver
1
4
Coordinator
General WMZ Office
U5L
Steno-secretary
1
4
U8
Office/Laboratory Attendant
1
4
U8
Drivers (incl. 2 for CMO Secretariats)
4
16
U5L
Steno-secretary (for CMO Secretariat)
1
4
U8
Office Attendant
1
4
Sub-office
Sub-total
11
44
Total Establishment
6.3
128
Points to Note
6.3.1 CMO Secretariats and WMZ Sub-offices Staff
As earlier highlighted in this report, the WMZ offices will provide administrative and operational support to CMO Secretariats. Whereas the staffing of the
Secretariats will be decided upon in the Catchment Management Fora, a team
of WMZ officials – led by a SWO – Water Resources Regulation, and comprising of a WO – Monitoring and Assessment; and a Social Scientist/ Communications Officer – will be integral members of the operations staff of CMO Secretariats.
.
79
It thus follows that since Secretariats will be sharing office premises with
WMZ offices (main and sub- offices), the core staff of WMZ sub-offices will
be a SWO – Water Resources Regulation; a WO – Monitoring and Assessment;
and a Social Scientist / Communications Officer.
6.3.2 Staffing for the Victoria WMZ sub-office at Entebbe
The standardised WMZ staff establishment does not include staff for this suboffice. Staff for this office will be seconded to the Victoria WMZ from the
DWRM staff establishment at the centre.
Alternative Approaches
• Appending L Victoria north-shore sub-catchment, east of Luzira, to the
Kyoga WMZ
By stretching from Kisoro to Busia, the Victoria WMZ presents major
challenges to representative and effective stakeholder participation in
WMZ activities. Moreover, the L Victoria north-shore area alone is home
to some of Uganda’s largest and fastest growing urban centres including
Kampala, Jinja, Mukono, Mayuge and Busia which present major WRM
challenges careful monitoring of which cannot be overemphasised. Furthermore, the challenges faced in this sub-catchment vary significantly
from those faced elsewhere in the WMZ.
Considering the proposals to establish a CMO in the Kyoga catchment
with a sub-office at Kamuli; and the Kyoga WMZ office at Mbale, it may
be more operationally practical to append the L Victoria north-shore subcatchment to the Kyoga WMZ. It must also be emphasised that in addition
to improving accessibility, there is a high degree of homogeneity to the nature and gravity of challenges faced in the sub-catchment and the southern
part of the Kyoga WMZ.
•
Creating two WMZs out of the Victoria WMZ
One of the WMZs would cover the catchments draining into the Lakes
Edward and George, while the L Victoria basin including the Rwizi, and
the inland lakes and rivers in the south-western Uganda would form the
other WMZ. This would leave the north shores L Victoria within the Victoria WMZ.
6.3.3 Staffing complementation with Partners
Whereas it is recognised that such implementing partners as the WMD, DESS
and the NFA are in possession of better human resources capacity for such
roles as catchment and water resources protection and conservation; and water
resources restoration, this capacity is not factored into the recommended WMZ
staff establishment. Rather, it provides for the minimum staffing capacity to
fulfil the DWRM’s responsibilities in such matters pending agreeing partner-
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80
ship working arrangements with the relevant partners, whereupon this capacity
will be enhanced to provide holistic service delivery.
The opportunities for synergy are, however, highlighted in Table 3-1.
6.3.4 Alternative Approaches to Remuneration
The ToR demands an assessment of alternative approaches to staff appointments with a view to assure consistency of benefits packages with the established MWE regional structures (TSUs and WSDFs). Their staff are employed
on short-term contracts that offer much higher remuneration than equivalent
public service grades.
A detailed assessment of the short-term contract option as applied by the
WSDF and TSUs exposed the following hurdles that make it rather difficult to
apply.
1
Policy and Legal Environment: a common trend in institutionalising
catchment-based WRM is to establish body corporate catchment management agencies which, while being regulated by government lead agencies,
have a level of autonomy characterised by financial self-sufficiency and,
therefore, partial independence from government. This is usually through
being empowered to levy, collect and utilise water use fees.
For Uganda, the current policy and legal environment is such that government will be the primary source of funding for catchment-based WRM.
Pending reform of the relevant policies and legislation, and given the long
term planning horizon required for effective WRM, it may be difficult to
make a case for increased funding for staff costs based on short term appointments.
2
Nature of Structures: it is also understood that at their inception, TSUs
were intended to be a short-term capacity building initiative to support implementation of the fully devolved function of water services delivery.
Whereas their importance cannot be overemphasised, especially given the
on-going decentralisation reforms, fundamentally they remain temporary
structures for which short-term contracts are the appropriate form of staff
appointment.
Similarly, the WSDF traces its roots to a time-bound regional project the
tremendous success of which has led to its country-wide replication. More
importantly though, there are on-going activities to transform it from a de
facto implementation project to an institutionalised Facilitative Fund.
3
Nature of Activities: as indicated above, WRM has meaningful planning
horizons of 5 or more years. Water supply planning and implementation
has shorter cycles especially given that the systems are handed over to local government for operation and maintenance. The operations of WSDF
.
81
and TSUs can thus follow short-term project cycles unlike WRM for which
long-term strategies are required.
However, there are three other options for improving the staffs’ benefits package that are currently paid from the Consolidated Fund, through various ministries, to government officials in appreciation of the important role they play in
facilitating development, namely:
•
gratuity payments, currently at a rate of 30% of consolidated salary;
•
specific monthly allowances; and,
•
ex-gratia payments made once a year.
These literally being non-wage payments made to government officials over
and above what they are due for public service, and for which government does
not recognise any liability, information on the exact policy was hard to come
by. It is therefore recommended that the DWRM top management engages
relevant officials within the Ministry of Finance, Planning and Economic Development (MoFPED) to establish details of eligibility and the procedure for
accessing the funds. Once it is determined which of the three is most suited to
CbWRM’s purpose, the support of the Permanent Secretary, MWE, and the
WPC should be mobilised to lobby MoFPED.
6.3.5 Impact of WMZs Establishment on DWRM Structure
In the report of the 2009 Catchment-based Water Resources Management Institutional Assessment Study, it is recommended that, in order to ensure that the
WMZ offices are fully integrated into the DWRM structure; adequately supported; and are fully empowered but sufficiently overseen by the DWRM, a
new department should be created to provide the anchor at the centre for the
regional structures. This proposal has been debated at length especially considering a Ministry of Public Service guideline that a Directorate can have no
more than three Departments, save for very special circumstances. The fact that
the recommendation was not an outcome of a detailed structural review has
also been carefully considered.
For avoidance of holding up other activities for operationalising CbWRM, consensus was reached at the August 17, 2010 DWRM internal workshop that the
DWRM top management will decide on the institutional arrangements and the
relevant staffing reorganisation after careful consideration of the WMZ staffing
requirements. In this respect, the recommendations in this report have been restricted to developing appropriate and justifiable staffing arrangements for the
WMZ offices.
.
82
7
Implementation Plan and Budget
Table 7-1 suggests a plan for putting the frameworks, strategies and recommendations proposed in the foregoing chapters into action. Given the size and complexity of many of the activities described, the proposals that follow are only
indicative and should not be regarded as a rigid master plan. The response to the resources mobilisation activities (Section 7.3) will also have a major influence on the need for its review or otherwise. The associated capacity development
recurrent operational budgets are respectively provided in Table 7-2 and Table 7-3.
7.1
Implementation Plan
Table 7-1: Proposed Implementation Plan for Operationalising Catchment-based WRM
Objectives
Activities
Outputs
Enabling Environment
Key Performance indicators
Target
dates
• Framework agreement on institutional and
operational reforms for Catchment-based
WRM
• (WPC sub-)committee to spearhead reform
process
• provision of all key stakeholders &
institutions with concise but compelling information on the rationale for both Catchment-based
WRM and their participation
• active stakeholder participation
in discussions
• Policy document for institutionalising catchment-based WRM
• Amendment to the Water Act 1995
• Framework agreement on institutional and operational reforms;
• Functional reform committee
• Accessible and implementable
policy document in place
• Bill for amending Water Act
tabled
• Amendments signed into law
1. Strategy to establish Zone Offices and
CMOs
2. Operations Manual and Guidelines
3. Policy on Institutional Dev’t support and
Management approach
4. Interim Cooperative WRM governance
strategy including:
• generic draft constitution for CMOs
incl. generic ToRs for CMCs, CTCs,
WACs, WTCs and Secretariats
• guides on WMZ Offices and or CMOs
collaboration in cases of boundary
mismatches
• guides on inter-district cooperation
for transboundary (district) implementation activities
• Commitment and leadership from
DWRM top management
• Available information, skills capacity, and technical support
•
• Number of requisite tools at
the time of establishing relevant structures
FY
‘12/13
• Comprehensive report on catchment characteristics
• Confirmed list of hotspot catchments
• Program of activities of establishing organisational structures in hotspot catchments
• Stakeholder participation and
sharing of information
• Generation of debate on
catchment characterisation
and hotspot catchment ranking
Jan
2011
Cross Functionality /
Key Actors
Phase 1: Enabling Environment and Management Instruments
Parallel Track A: Support Mobilisation; and Policy and Legal Reforms
1. Engage Key Stakeholders
1. identify opportunities for synergy and collaboration
and Institutions
2. develop and table partnership building proposals detailing, among
others, partnership justification; proposals for complementary approach; partner roles; contribution; and expected outcomes & benefits.
3. roundtable discussion to review and evaluate proposals for transformation
4. documentation of full details of agreed collaborative arrangements
(roles, functional & structural linkages, powers, contributions)
5. Institute committee chaired by PS, MWE to push reforms through
2. Policy and Legal Reform
6. Review, update and develop a comprehensive policy framework to
Process
support agreed institutional and operational arrangements
7. Develop full proposal for legal reforms
Parallel Track B: Development of Internal Operating Procedures
Develop internal policies,
1. Develop tools for the establishment of Water Zone offices, CMFs,
guidelines and procedures
CMOs, CMCs and Secretariats
2. Develop tools for the operation of established structures
Parallel Track C: Comprehensive Situation Analysis and Awareness Creation
1. Characterisation of catch1. description of current Social, Economic, Ecological and Political
ments and building sce(STEEP) characteristics of catchments
narios
2. develop scenarios for situation in 30yrs for:
• status quo; and,
• catchment-based WRM intervention
3. nationwide participatory review & validation of findings.
4. confirm list of hotspot catchments for establishment of catchment
structures
5. Publish & disseminate:
• final STEEP report;
FY
‘14/15
FY
‘15/16
• PS, MWE
• DEA
WMD
• DWD
• DEA
• NFA, UWA, NEMA,
NWSC
• Ministry of Public Service
• MoFPED
• PCE/WPC
• MoJCA
• MWE Dept of Finance
& Administration
• MoFPED
•
•
•
•
•
•
•
•
•
WMD
TSUs
WSDF
UWS
NFA
UWA
NEMA
UMD/UMA
NGOs
e.g. IUCN, SNV,
PROTOS
.
83
Objectives
Activities
Outputs
• shared understanding of causal linkages of
problems and available opportunities;
• improvement of levels of awareness
• mobilisation of pubic support
• Catchment characterisation report
• Active stakeholder participation
• opening of WMZ Offices
•
• Public service policy and guidelines on staff re-assignment/redeployment and relocation
DWRM top management
•
• Number of offices opened by
target date
•
•
•
•
Catchment Management Strategies
Catchment Action Plans
Regional Water Management Plans
Requisite funds for implementation mobilised
• Informed public participation
• Effective facilitation, especially on
technical input, by the DWRM and
WMZ Offices
• Local governments’ willingness to
cooperate
• Active stakeholder participation;
• Development of realistic, implementable Strategies and
Action Plans within resource
constraints
• District Development Plans
and District Environment Action Plans reflecting activities
from Catchment Action Plans
•
•
•
•
Signed and ratified CMO Constitutions
CMCs elected and workplans approved
CMO Secretariats established
Conduct and dissemination of approved
minutes of scheduled meetings of CMFs
and CMCs
• Informed public participation
• Effective facilitation, especially on
technical input, by the WMZ Offices staff
•
• Meaningful participation and
contribution of stakeholders
Target
dates
• catchment ranking and criteria used;
• confirmed hotspot catchments;
• program of establishing catchment structures
2. Creating shared understanding of challenges
among stakeholder in hotspot catchments
6. sensitisation workshops initially targeted at selected hotspot catchments to:
• explain STEEP characterisation;
• gather perceptions of problems and opportunities;
• share among stakeholder the various groups’ articulation of problems & opportunities
Phase 2: Visioning and Establishment of De-concentration Structures
1. Establish WMZ Offices and 1. staff re-assignment:
assign/appoint for running
Process
them
• competitive selection of WMZ Coordinators
• general invitation for staff to express re-assignment preferences.
• re-assignments to prioritise preservation of current zone coordination team arrangements and meeting critical zone-specific competencies requirements;
• competitive selection assessment for staff wishing to serve at
higher than current grade
2. office accommodation
Process
• take-up and work out office sharing arrangements where offers
have been made
• procuring rental services for office space in Masindi (Albert WMZ)
and for all sub-offices
3. interim office furnishing & procurement of requisite office set-up
equipment
4. relocation of staff
5. pro-active engagement of the various partners involved in joint regional offices construction proposals (Mbale DLG, WSDF-North &
Mbarara DLG)
6. land procurement (or engaging Masindi DLG for office premises)
and construction/refurbishment of offices for Albert WMZ
2. Develop Catchment Man7. Building on the outcomes of the workshops to create a shared unagement Strategies (CMS)
derstanding of challenges:
and Catchment Action
• establish and facilitate technical committees to develop proposals
Plans for selected hotspot
for strategies and action plans to combat the issues;
catchments
• mobilise key stakeholders and facilitate (technically and financially) workshops to deliberate proposals, provide additional input,
and prioritise action plans
• revert to technical committees to revise strategies and plans and
develop detailed budgets for the agreed action plans.
8. Integrate final CMS and CAPs into DWRM Medium-term Expenditure Framework (MTEF)
9. Technical support to local governments to translate CAPs into elements of District Development and District Environment Action Plans
for implementation within areas of jurisdiction
10. consolidate CMSs into Regional Water Management Strategies
3. Establishing CMFs, CMCs,
11. Mobilise and facilitate (technically and financially) workshops of
and CMO Secretariats
stakeholders’ representatives to:
• review and adapt catchment-specific constitutions for Catchment
Management Organisations (CMOs)
• sign and ratify adapted constitutions; and,
• elect representatives to Catchment Management Committees(CMCs) and confirm appointments of Secretariat Staff
• adapt and confirm ToRs for CMCs and Secretariats
• pass CMC/CTC workplans
12. Financial and skills support in establishment and operation of
Mar
2011
Jan
2011
May
2011
Jun
2011
Key Actors
WWF, CARE, CRS,
ACF
Mbale CAP,
AFRICARE
Environment Alert, Nature Uganda
• WMD
• Current IWRM partners – WWF,
PROTOS, SNV, IUCN
• Principal Personnel
Officer, MWE,
• Ministry of Public service
• MWE Contracts
Committee
• MoFPED
• Regional Wetlands
Technical support
units
• Current partner NGOs
• NFA, UWA, NEMA,
UWS, Environment
Alert, NWSC, Local
governments
•
•
•
•
Private sector
NGOs
DLG
Water Users Associations
• Community
.
84
Objectives
Activities
Outputs
• criteria and guidelines for public sensitisation, as well as empowering the marginalised groups
• Capacity Building and Training plan for
WMZ Office and partner institutions staff
• Training manuals
• Commitment of partners and
stakeholders to participate
•
• Inclusion and participation of
grassroots stakeholders,
women and youth in WRM
Target
dates
Key Actors
Catchment Management Organisation (CMO) Secretariats
13. Financial & technical support for:
• CMC monthly meetings to monitor progress on implementing
Catchment Action Plans
• CMF annual meetings to deliberate workplans and elect CMC
representatives
Phase 3: Facilitating Implementation of Strategies and Action Plans
1. Establish mechanisms for
1. develop and implement mechanisms for attaining equity and suspublic participation, comtainability in stakeholder participation
munication and capacity
2. develop criteria for selection of CMF champions to act as direct links
building
to community and stakeholders
3. develop and implement Training of Trainers programmes targeted at
creating an active role for CMF champions in meeting the capacity
building requirements within CMFs;
4. identify task-specific training needs of WMZ & partner institutions
staff relating to implementation of CMSs and CAPs, and develop a
detailed prioritisation plan for maximising budgets for delivery of capacity building and training or justifying supplementary allocations or
future increases;
5. put in place mechanisms for assessing the effectiveness of capacity
building and training programmes in term of both progress made in
implementation as well as evaluation of impact;
6. design and implement feedback mechanisms
Objectives
Activities
Phase 3: Facilitating Implementation of Strategies and Action Plans (Cont’d)
2. Capacity building
7. mobilise resources and partner support in implementing the capacity
building and training plan;
8. develop policies, strategies an principles for:
• establishing cooperative governance
• institutionalising IWRM
• operationalising a water resources classification system and establishing WR quality objectives
• resources regulation and sustainable funding
• enhancing disaster risk management and storage capability
• instituting a mechanism for conflict resolution
9. determination of requirements for rehabilitation and development of
monitoring network
10. design, develop and implement a Water Resources Monitoring and
Assessment Information System (WRMAIS) including relevant guidelines, standards and procedures for:
• integration with the planned MWE Management Information System
• storage & maintenance of electronic and non-electronic data, data
exchange, and handling meta-data
• QA/QC procedures for DWRM data providers
• QA/QC requirements for non-DWRM data providers
11. upgrade national WQ laboratory referral status
12. establish, equip and stock 3 regional laboratories and 4-8 basic laboratories
13. procurement of transport equipment, including water boats for water
quality & discharge monitoring activities
14. Establish Water Resources Institute
Mar
2011
• CMFs
Outputs
Key Performance Indicators
Target
Dates
Key Actors
• criteria and guidelines for public sensitisation, as well as empowering the marginalised groups
• Training plan
• Training manuals
• Relevant strategies
• WRMAIS
• National Reference Laboratory upgraded
• Regional and basic laboratories established
• Water Resources Institute established
• Commitment of partner institutions and stakeholders to participate
• Financial resources
DWRM top management
•
• WMZ office & partner institutions staff trained
• Strategies and policies in
place
• Articulation of network rehabilitation and development
needs
• National WQ Laboratory
upgraded and international
accredited
• Regional and satellite laboratories established
• Transport equipment procured
FY ’11/2
to FY
‘16/17
• WMD
• IWRM partners –
WWF, PROTOS,
SNV, IUCN
.
85
7.2
Budget Estimates
Table 7-2: Indicative Development Budget for Operationalising Catchment-based WRM
Annual Costs
Quantities
Item
FY 20..
11/12
12/13
13/14
14/15
Policy & Regal Reforms
Unit
Drafting bi- &/or multi-institutional framework
partnership/cooperation agreement(s) on operational
reforms for CbWRM
Negotiations and consultations to conclude
partnership/cooperation agreements
Development of comprehensive policy framework to support
agreed institutional & operational arrangements
man-months
16.0
25
12
Annual
estimate
man-months
500.0
0.6
0.9
0.4
16.0
15
30
Associated review and update of relevant legislation
Annual
estimate
500.0
1
15/16
11/12
UGX m
Unit Cost
UGXm
12/13
13/14
UGX m UGX m
15/16
UGX m
940
1,622
400
192
-
0.1
300
450
200
50
-
20
10
240
480
320
160
-
1
1
-
500
500
500
250
3,766
-
700
-
1,413
713
700
-
200
-
0.5
1,020
14/15
UGX m
710
250
-
-
Institutional Strengthening
Review and update of Water Action Plan
man-months
47.5
Development of a WMZ Finance and operations manual
man-months
16.0
12
192
-
-
-
-
Development of Cooperative Governance Strategy
man-months
16.0
10
160
-
-
-
-
Drafting CMO constitutions & ToRs for CMCs, CACs, WSCs, man-months
WTCs and Inter-district Steering & Technical Fora
16.0
30
480
-
-
-
-
500
500
500
500
-
200
200
200
200
200
15
Baseline development and testing of tools, guidelines,
standards and procedures for WMZ operations
Annual
estimate
500.0
1
1
1
1
Training on use of tools
Annual
estimate
Person
200.0
1
1
1
1
2.3
264
594
-
-
-
-
monthly
estimate
CMO
CMO
200.0
6
1,200
-
-
-
-
50.0
5.0
8
8
400
40
-
1,740
-
-
-
-
1,740
-
-
-
-
1,605
1,726
856
698
-
1,040
140
135
50
240
200
-
-
1,600
-
851
575
100
-
426
230
200
-
426
173
100
-
WMZ staff redeployment/recruitment
Establishment of Regional Structures
CbWRM pre-launch promotion & stakeholder mobilisation
campaign
Review and Ratification of CMO Constitutions
Appointment/recruitment of CMO Secretariat Staff
Water Resources Monitoring & Assessment Information
System
For example, WaterWare - Complete turnkey installation and Flat fee
1 year training & support
WR Monitoring Network Rehabilitation and Expansion
Rehabilitation
River Stations
Lake Stations
Automatic weather stations
Rainfall stations
Ground water stations
Expansion
Surface water stations
Hydro meteorological stations
Development of Baseline WMZ & Catchment Strategies
and Plans
Catchment STEEP characterisation & building scenarios
Drafting of baseline Catchment Management Strategies
(CMSs)
Review and adoption of CMSs
Drafting, review & adoption of baseline Catchment Action
Plans (CAPs)
Drafting, review & adoption of baseline Regional Water
Management Strategies (RWMSs)
Water Quality Laboratories ±
Upgrade of WQ Laboratory to Reference Laboratory
Establishment of Regional Laboratories
Support to establishment of basic laboratories
Buildings and Service delivery Infrastructure
New building for Reference WQ Laboratory
Albert WMZ
Procuring land on the outskirts of Masindi Municipality
Consultancy Services for office building design and
construction supervision
Construction contract
1
1,740
station
station
station
station
station
20.0
20.0
15.0
10.0
20.0
station
station
station
85.1
57.5
50.0
1
52
7
9
5
12
10
10
10
2
5
4
4
5
3
2
Catchment
50.0
8
400
-
-
-
-
CMS
50.0
8
400
-
-
-
-
CMS
CAP
25.0
50.0
8
8
200
400
-
-
-
-
RWMS
50.0
4
200
-
-
-
-
2,360
1,575
1,618
1,260
2,203
1,485
1,629
1,215
2,293
1,575
720
293
653
349
653
65
65
65
65
65
800
1,500
2,500
2,500
-
-
Annual
estimate
Annual
estimate
Annual
estimate
acre
man-months
square metre
-
1,740
-
4,885
-
1,600
-
10,103
-
4,800
-
-
16.0
10
160
-
-
-
-
1.8
300
540
-
-
-
-
-
800
-
-
-
-
-
360
-
2,958
5,625
5,625
5,625
5,625
11,250
11,250
22,500
9,520
9,066
11,250
61,065
700
fee estimate
50
contract
estimate
300
WMZ
WMZ
WMZ
WMZ
100.0
50.0
50.0
10.0
4
4
4
4
WMZ
90.0
4
25.0
102.1
102.1
102.1
4
4
16
8
800
400
200
200
40
360
360
2,958
100
408
1,633
816
annual
estimate
Total
13,584
Notes
UGX m
±
¶
6,779
-
estimated
contribution
Establishment of a Water Resources Institute¶
Infrastructure and programmes development
-
-
Upper Nile WMZ
Cost sharing with DWD/WSDF-North to construct regional
water offices
Number
Number
Number
4,542
50
500
Transport Equipment
River Boats (WQ)
Vehicle WQ
Office Vehicles
CMO Vehicles
-
10
estimated
contribution
Office & ICT Equipment Incl. Software
Computers & servers
Computer Peripherals
Networking accessories
Telecommunications equipment
Furniture & Fixtures
Office furniture and fixtures
Total
Amount
5.0
Kyoga WMZ
Cost sharing with Mbale DLG & DWD to construct regional
water offices
Victoria WMZ
Legal costs and consideration for acquisition of abandoned
KBO building
Completion works and finishing
16/17
UGX m
8,785
8,861
Millions of Uganda Shillings
Cost estimates from National Water Quality Management Strategy 2006
Cost estimates from Times Higher Education
.
86
Table 7-3: Estimated Recurrent Operational Budget, excluding Capital costs of implementing CAPs
Item
Information Management & Dissemination
Campaign and materials development &
distribution
Social Marketing incl. newspaper supplements &
dedicated TV/radio progs
Water Resources Fairs
Workshops and seminars
Sensitisation through drama
Incremental development of CMSs & CAPs
Incremental development of RWMSs
Capacity building and training
WMZ & local government staff training
Community sensitisation, gender mainstreaming
& empowering disadvantaged groups
CMO Secretariats operational budget
Offices administrative costs - incl. utilities
Software Licence Fees
Maintenance (civil, vehicle, equipment)
Fuel, lubricants & oils
Rent of office space
Office supplies and consumables
Small office equipment
General supply of goods & services - incl.
technical services, inter-district activities &
activities in catchments without CMOs
Allowances
External travel costs
WMZ Staff Salaries
Grade
UIE
U2
U3
U4
U4L
U5
U5L
U7
U8
Sub-total
Catchment
budget ceiling
300
Quantity
Amount
8
2,400
75
30
400
8
8
8
600
240
3,200
50
200
8
8
60
100
12
12
5
200
8
8
8
8
8
400
1,600
285
480
800
96
96
40
8
8
8
1,600
400
400
50
50
Annual Salary
Total Staff Total Annual Salary
15.27
4
61
12.08
12
145
9.31
20
186
7.42
36
267
6.13
8
49
4.44
12
53
2.74
8
22
2.07
0
1.30
28
37
128
820
Total Costs per Annum
7.3
13,457
Sources of Funding
As indicated in the 2009 Institutional Assessment report, the current sources of
funding for CbWRM are the MWE budgetary allocation for the WRM function;
and Development Partner support. With the necessary mechanisms and partnership arrangements in place, additional revenue could be raised from:
•
leveraging local government Conditional Grants from line ministries and
programmes
•
environmental tax and non-tax revenues;
•
permits, commercial services, rents and royalties;
.
87
•
multilateral and bilateral funding, from development partners; NGOs and
external sources, towards implementation of capacity development components; and,
•
private sector direct or in-kind investments.
7.3.1 Project Funding Possibilities
With due cognisance of the limitations to possible increases in the budgetary
allocation for WRM activities, it is imperative that funding – particularly for
the Development Budget – is mobilised through bi-/multi-lateral funding arrangements; and purposefully identified capacity development projects that
could either be implemented in partnership or entirely by a third party. Suggestions and budget estimates for such projects are provided below.
Support to the policy and legal reform process
Table 7-4: Summary Budget Estimate for a Policy and Legal Reform Programme
Annual Costs
Item
11/12
UGX m
12/13
13/14
UGX m UGX m
Policy & Regal Reforms
940
1,622
Drafting bi- &/or multi-institutional framework
partnership/cooperation agreement(s) on operational
reforms for CbWRM
Negotiations and consultations to conclude
partnership/cooperation agreements
Development of comprehensive policy framework to support
agreed institutional & operational arrangements
400
192
-
300
450
200
240
480
Associated review and update of relevant legislation
-
500
1,020
14/15
UGX m
15/16
UGX m
Total
Amount
710
250
4,542
-
-
592
50
-
1,000
320
160
-
1,200
500
500
250
1,750
WR Information Management and Decision Support System
Table 7-5: Summary Budget Estimate for a WR Information Management and Decision Support System
Annual Costs
Item
Information Management & DSS
Water Resources Monitoring & Assessment Information
System
For example, WaterWare - Complete turnkey installation and
1 year training & support
WR Monitoring Network Rehabilitation and Expansion
Rehabilitation
River Stations
Lake Stations
Automatic weather stations
Rainfall stations
Expansion
Surface water stations
Hydro meteorological stations
11/12
UGX m
12/13
13/14
UGX m UGX m
-
3,345
1,740
1,726
-
-
1,740
-
-
1,605
1,726
-
1,040
140
135
50
240
-
-
14/15
UGX m
15/16
UGX m
Total
Amount
856
-
698
-
6,625
-
-
1,740
856
698
200
-
-
1,040
140
135
50
440
851
575
100
426
230
200
426
173
100
1,702
978
400
.
88
WRM Institutional Strengthening and Development
Table 7-6: Summary Budget Estimate for a WRM institutional strengthening and development programme
Annual Costs
Item
Institutional Strengthening
Review and update of Water Action Plan
11/12
UGX m
10,003
-
12/13
13/14
UGX m UGX m
14/15
UGX m
1,058
-
2,130
713
1,114
-
15/16
UGX m
918
-
Total
Amount
15,223
713
Development of a WMZ Finance and operations manual
192
-
-
-
-
192
Development of Cooperative Governance Strategy
160
-
-
-
-
160
Drafting CMO constitutions & ToRs for CMCs, CACs, WSCs,
WTCs and Inter-district Steering & Technical Fora
480
-
-
-
-
480
Baseline development and testing of tools, guidelines,
standards and procedures for WMZ operations
500
500
500
500
-
2,000
Training on use of tools
200
200
200
200
200
1,000
WMZ staff redeployment/recruitment
Establishment of Regional Structures
CbWRM pre-launch promotion & stakeholder mobilisation
campaign
Review and Ratification of CMO Constitutions
Appointment/recruitment of CMO Secretariat Staff
Development of Baseline WMZ & Catchment Strategies
and Plans
Catchment STEEP characterisation & building scenarios
288
-
-
-
-
1,200
-
-
-
-
288
1,200
400
40
1,600
-
-
-
-
400
40
400
-
-
-
-
400
400
-
-
-
-
400
200
400
-
-
-
-
200
400
200
-
-
-
-
200
785
720
358
293
718
653
414
349
718
653
2,666
65
65
65
65
65
326
Drafting of baseline Catchment Management Strategies
(CMSs)
Review and adoption of CMSs
Drafting, review & adoption of baseline Catchment Action
Plans (CAPs)
Drafting, review & adoption of baseline Regional Water
Management Strategies (RWMSs)
Water Quality Management
Establishment of Regional Laboratories
Support to establishment of basic laboratories
Office & ICT Equipment Incl. Software
Computers & servers
Computer Peripherals
Networking accessories
Telecommunications equipment
Furniture & Fixtures
Office furniture and fixtures
Transport Equipment
River Boats (WQ)
Vehicle WQ
Office Vehicles
CMO Vehicles
840
400
200
200
40
360
360
2,958
100
408
1,633
816
-
-
-
400
200
200
40
-
-
-
100
408
1,633
816
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Operational infrastructure development programme
Table 7-7: Summary Budget Estimate for an operational infrastructure development programme
Annual Costs
Item
11/12
UGX m
Infrastructure Development
12/13
13/14
UGX m UGX m
14/15
UGX m
15/16
UGX m
Total
Amount
2,375
1,575
1,575
2,760
1,260
1,260
3,985
1,485
1,485
1,215
1,215
1,215
1,575
1,575
1,575
Buildings and Service delivery Infrastructure
New building for Reference WQ Laboratory
Albert WMZ
Procuring land on the outskirts of Masindi Municipality
800
1,500
2,500
2,500
-
-
50
-
-
-
-
50
Consultancy Services for office building design and
construction supervision
Construction contract
160
-
-
-
-
160
Water Quality Laboratories ±
Upgrade of WQ Laboratory to Reference Laboratory
11,910
7,110
2,500
540
540
Kyoga WMZ
Cost sharing with Mbale DLG & DWD to construct regional
water offices
500
500
Upper Nile WMZ
Cost sharing with DWD/WSDF-North to construct regional
water offices
700
700
Victoria WMZ
Legal costs and consideration for acquisition of abandoned
KBO building
Completion works and finishing
50
50
300
±
300
Cost estimates from NWQM Strategy 2006
Establishing a Water Resources Institute
14/15
UGX m
Establishment of a Water Resources Institute¶
Infrastructure and programmes development
5,625
5,625
15/16
UGX m
16/17
UGX m
5,625
5,625
Total
11,250
11,250
22,500
Cost estimates from Tmes Higher Education
7.3.2 Leveraging Area Specific Development Programmes
Also, opportunities should be explored for leveraging such area specific programmes as NUSAF; NUREP; PRDP; and the Luwero - Rwenzori Development Programme.
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7.4
Funding Mechanisms for Implementation
Activities
7.4.1 In the Short-term
Pending the implementation of the proposed policy and legal reforms 7 , it is
proposed that the DWRM develops an interim financing policy detailing
mechanisms for integrating Catchment Management Strategies (CMS) and their
derivative annual Catchment Action Plans (CAPs) into the MWE MediumTerm Expenditure Framework (MTEF) for WRM.
Given that a key element of the implementation arrangements for the CMSs
and CAPs will be translation of appropriate aspects into activities for integration into District Development and Environment Action Plans (DDPs, DEAPs),
the same policy should also detail choice mechanisms of Local Government
funding systems for channelling the funds to the implementing districts.
For implementation activities that will involve direct intervention from the
WMZ Offices, say procurement of technical and related services at catchment
or zone-wide level, bank accounts should be opened for each WMZ office to
which transfers from MWE/MoFPED will be channelled. Payments signed by
the WMZ Coordinators will then be made from these accounts WMZ.
7.4.2 The Planned Water Sector Development Facility
The just concluded Institutional Needs Gap Assessment & Detailed Design of
the proposed Water and Sanitation Development Facility (WSDF) proposes a
Water Sector Development Facility (WSDF) that will provide an option for
pooling financing from various sources: GoU; development partners (including
basket funding and sector budget support); and at a later stage other sources
such as grants, loans and levies to finance investments in the ENR sector. This
will build on the current Water and Sanitation Development Facility that focuses on funding for water supply systems in small towns and rural growth centres.
The proposed step-wise establishment and operation of the WSDF, includes:
•
expansion of current operations to off-farm water for production and watershed conservation/water resources management in the medium-term
(2015 – 25) – midway through which it is envisioned that commercial bank
lending through WSDF branch offices will be introduced to enhance private sector involvement in the water sector; and, ultimately,
•
the modality of funding will be transformed to issuing bonds to finance
lease-on investments, Private Public Partnerships and other activities.
7
Including the planned transformation of the WSDF into a Facilitative Fund for the Water
and Environment Sector
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The requirements for CbWRM are accorded due recognition and the planned
next phase of WSDF establishment, in which the Institutional Plan will be detailed, should result in the articulation of how investments shall be mobilised
and channelled, including:
•
full operational details;
•
roles of actors and modalities of investments from Central and Local Government, Development Partners, community, industry and NGOs including
cost-sharing, in-kind contributions, private sponsorship, and grants and
loans; as well as,
•
clarifying the issue of revenue collection and utilisation.
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8
Conclusions and Recommendations
The report is structured in such a way as to respond to a particular expected
outcome of the ToR in each chapter. The recommendations developed for each
of the stipulated analyses are better appreciated within the context of the relevant influencing variables discussed in each chapter and are therefore not repeated here. There are, however, areas where more clarification and decisions
by the MWE/DWRM are needed. These include:
1
Some of the WMZ are still very big, such as the Victoria WMZ. It is not
sufficient to create sub-offices but a demarcation to create the Lake Edward/George WMZ, if the shift in WRM policy is to lead to efficient operations; promote stakeholder ownership and participation; as well as better and effective service delivery.
2
A step-wise approach to de-concentrating WRM functions and creating a
single-face of the MWE at regional level is recommended – with initial
emphasis placed on DWRM functions and drawing lessons from the experience. From the study, the anticipated costs are rather high and can only
increase when other MWE functions are factored in. Whereas the outcome
would lead to a quicker implementation of the IWRM approach, it may
also reduce enthusiasm for CbWRM. A cautious approach as recommended here should not, however, stop the necessary collaboration and
coordination among the MWE directorates and agencies in the promotion
and implementation of the CbWRM strategies and programs as detailed in
this report.
3
The funding estimates for operationalising CbWRM are higher than what
is currently available to DWRM. Additional resources are needed and detailed project proposals for resources mobilisation will be needed. The projects due to start such as LVEMP II, and study of L Kyoga by Nile Basin
Initiative/NELSAP; and ongoing work by WWF and other NGOs in various WMZs and catchments present good opportunities on which to build.
4
The ultimate technical staff establishment is recommended as 84, which
may not be readily met given current staffing gaps at the DWRM. This,
however, should not be cause for inaction. WMZ staffing can initially be
on the basis of prioritised core staff and grow as resources become available. The goal, in this respect, should be to ensure that on the one hand, the
core staffing requirements of each WMZ are met and, on the other, that
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93
sufficient funding is available to the deployed staff to ensure a high level
of motivation and, in turn, effective implementation, and therefore demonstration of the necessity of the CbWRM approach.
5
Based on the experience of the WWF supported LAECMI project, district
local governments have a major role to play. They not only have implementation jurisdiction and mandate, they also have technical staff with expertise in Water, Environment and Natural Resources; Agriculture; Wetland management; and finance and administration. These are opportunities
that should be maximised. Also, a great deal of care should be exercised in
streamlining WRM functions and roles, especially at WMZ level, to avoid
unnecessary conflicts or possible alienation of local governments.
Lastly, a lot of work has been done in efforts to de-concentrate WRM functions
and services. Action is now long overdue. The preparations made, including
this report, elaborate in great detail what needs to be done and the approaches
to doing it. There are opportunities for collaboration and support through,
among others, the WSDFs; the work and projects supported by donors/partners
such as WWF, UWA, SNV; and the district local governments on which to
build as well give a national drive and impetus. Let the implementation begin.
The pursuit of perfect solutions and preparations will only further delay implementation of a much needed policy and strategy.
.
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Appendix I: Terms of Reference
Operationalising Catchment-based WRM
Background and Scope
Decentralising water resources management in Uganda through catchment-based management is a core
recommendation of the Water Resources Management Sub-Sector Reform Study completed in 2005 8 .
The principles for decentralised water resources management in Uganda are based on:
• Agenda 21 which recommended that water should be managed at the lowest appropriate levels
where the catchment is the desired level. This is known otherwise as the subsidiarity principle
which has been formally acknowledged in Uganda’s National Water Policy (1999) as well as in
several regional accords including the EAC Development Strategy (2006-2010) and the Protocol
for Sustainable Development of the Lake Victoria Basin (2003);
• Uganda’s National Water Policy (1999) specifically encourages decentralisation of those WRM
functions that can best be performed at the district or community level; and
• The Local Government Act (1997) provides for creation of multi-district administrative instruments where clusters of districts cooperate administratively.
Since the 2005 Reform Study, the MWE and the DWRM has made important progress in implementing
catchment-based WRM in Uganda most recently in 2009 through completing an organisational and institutional assessment of the Ministry of Water and Environment (MWE) in relation to decentralising/deconcentrating water and related resources management and development functions and services
through four catchment-based Water Management Zones (WMZs) 9 . The study built on previous work
in piloting a framework for catchment based water resources management in Uganda which continues
under the direction of the DWRM and various partners in three catchments in Uganda. The organisational and institutional assessment was aimed at developing the current framework and ensuring synergy
with other de-concentrated/decentralised structures within MWE (i.e. TSUs, UOs, WSDFs, etc.) in the
context of the four proposed WMZs following the recommendations of the sub-sector reform study and
specific undertakings of subsequent Joint Sector Reviews.
The main outputs of the 2009 organisational and institutional assessment included:
1. Water and Environment Sector Functional Analysis: Assessment and definition of the main water and related resources management and development functions best decentralised/deconcentrated through the proposed regional WMZ offices.
2. Organisational and Institutional Analysis: Recommendation of the functions to be provided
through the regional WMZ offices and the organisational structure best suited to deliver these
services.
3. Organisational Chart for Regional WMZ offices: Assessment of possible organisational structures, with staff titles, qualifications, and summary job descriptions for the deconcentrated/decentralised regional WMZ offices and recommendation of the most feasible option with
justification for this option.
4. Implementation Plan and Budget: An implementation plan including timeframe and budgets to
establish staff and operationalise the various WRM decentralisation structures.
5. Funding mechanisms: Possible funding mechanisms for water and related resources management and development functions to be decentralised /deconcentrated through the proposed regional WMZ offices and recommendation of the most feasible option with justification for this
option.
8
Water Resources Management Sub-Sector Reform Study, Final Report, Vol. 1, January 2005.
DWRM, October 2009. Catchment based water resources management – institutional assessment. Final Report. Prepared by COWI Uganda for the DWRM, MWE.
9
.
95
The work was undertaken by two advisers to the DWRM during the period July to September 2009 and
included several consultations with relevant stakeholders. The final report recommended several costed
options for implementation of catchment based water resources management through the four WMZs
also enabling synergy with other decentralised MWE structures such as the Technical Support Units,
Umbrella Organisations and a national Water and Sanitation Development Facility (WSDF) presently
under formulation under a separate study 10 . The estimated cost of establishing the four WMZs ranged
from UGX 5.2 to 6.9 billion over 5 years, while the cost for implementation of activities at the catchment and district levels will be determined as a follow up activity. The report examined several options
for long-term funding and facilitation of deconcentrated WRM functions and activities which includes
among others the revamped and expanded WSDF.
The outputs of the study were presented to the October 2009 meeting of the Joint Sector Review during
which a related Undertaking No. 4 was agreed as follows:
Catchment based IWRM is operationalised (2009/10) and funds mobilised for the establishment
of all Water Management Zones by 2010/11 while building synergies with other regionally
based or decentralised sector support structures.
The overall scope for this TA assignment is therefore to support DWRM in implementing this undertaking by carrying out the necessary assessments and studies.
Overall Objective and Outputs
The overall objective of this assignment is to provide support to the implementation of the JSR2009
Undertaking No. 4. This will be done through carrying out various assessments, preparation of the detailed workplans and budgets for operationalization and establishment of four WMZs while creating
synergy with other MWE regionally based or decentralised initiatives. The workplans and budgets will
provide the basis for mobilising required funding by the GoU and DPs for the 2010/11 financial year.
Detailed Activities
The proposed detailed activities to be completed in carrying out this assignment are as follows:
1. Detailed Needs Assessment for each of the four WMZs: This needs assessment should be based
on the final recommendations made in the organisational and institutional assessment report (October 2009). The report recommended that the “Big-bang” approach be followed with WMZ office
established in the following locations:
• Victoria: Entebbe
• Kyoga: Mbale
• Albert: Fort Portal
• Upper Nile: Gulu
As part of this assessment the following will be done:
• Carry out a detailed needs assessment of the MWE services required (for all 3 Directorates) for
each of the 4 WMZ, considering that each will likely have differing needs and priorities. e.g.
Flood management is a particular need in the Kyoga WMZ and this may dictate the required
composition and technical qualifications of the team based there. Consultations with existing deconcentrated structures (e.g. the TSUs, UOs, WSDFs, etc.) within each region together with other relevant stakeholders will be required to determine specific regional requirements. Climate change adaptation strategies should also be considered.
10
Institutional Needs Gap Assessment and Detailed Design of the WSDF study - to be implemented in early 2010 under
funding from the KfW.
.
96
• Carry out further consultations with the senior management of DWRM, DWD, DEA and
NEMA and the top leadership of MWE (Ministers, PS, U/S, etc) with a view to: 1) reaching
final agreement of the specific functions to deconcentrate, and 2) agreeing on how synergy
and harmonisation of specific MWE activities will be achieved and the appropriate institutional arrangements for each WMZ. It may be expected this discussion will evolve from the
general recommendations and organisational structure proposed in the institutional assessment study (Fig 4-4).
2. Rapid opportunities and challenges assessment: With the support of the interim Coordination
Team for each WMZ, the consultant will assess the opportunities for collaboration and challenges
expected in each zone. As part of this assessment, the following will be done:
• Support WMZ Coordination Teams to map hotspot catchments and rank them according to the
nature and gravity of WRM challenges, and potential for conflict over the 25 years.
• Based on the above, identify national and catchment specific opportunities for synergy and or
partnership with other relevant actors.
• Develop operational mechanisms and strategies for implementation of activities in various
catchments which spread across two or more Water Management Zones.
• Assess the impact, if any the creation of new districts will have on the WMZ boundaries as
well as identifying the coping strategies in case some districts spread across a WMZ boundary.
3. Proactive stakeholder participation: An intensive public engagement, sensitisation and mobilisation campaign is required to overcome the current low level of awareness, especially given the required political, financial and administrative support, the significance of high levels of public participation; and also considering the multi-institutional collaborative nature of the proposed arrangements. In order to realise the above, the following will be done:
• Partners: Identify mechanisms for recruiting and mobilising partners and harnessing the opportunities for synergies and linkage with them to realise effective multi-institutional collaboration. For example, partners such as WWF and Protos have already been collaborating
with DWRM and a lot of experiences regarding synergy and linkages have been gained.
These could inform the development of mechanisms for mobilising partners such as IUCN
which have relevant experience in integrating climate change vulnerability assessments and
adaptation strategies into catchment-based water resources management activities.
• GoU: Propose mechanisms for coordination of activities and harmonisation of approaches
with other decentralised structures of MWE (Regional Wetlands Support units. Technical
Support Units, Water and Sanitation Development Facility, Umbrella of Water and Sanitation etc) and other actors such as national Environment Management Authority, National
Forestry Authority, Uganda Wildlife Authority etc
• Beneficiaries: Propose strategies for engagement, sensitisation and mobilisation of key stakeholders to overcome the current low level of awareness about the need for catchment based
WRM and to realise the required political, financial and administrative support.
• Identify and further elaborate the non-recurrent elements of the de-concentration process suitable for packaging as project activities.
• Explore other opportunities for meeting set-up costs for catchment based WRM including capacity building support from external partners such as NGO, Global Water Partnership etc.
4. Preliminary capacity building assessment: A preliminary assessment needs to be carried out to
identify pre-requisites for de-concentrating WRM to WMZs, the magnitude of the needs and requirements to operate at full capacity. This assessment will be used to develop strategies for assur-
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97
ing sustainability of the process as well as mobilisation of funds and other support. In order to realise the above, the following will be done:
• Identify capacity building requirements for implementation of deconcentrated WRM functions
at various levels.
• Identify the possible role and capacity of various actors such as NGOs for implementation of
deconcentrated WRM functions.
• Prepare an action plan and budget for building capacity of the various players to embark on
implementation of various de-concentrated WRM functions.
5. Detailed Staffing Requirements for each WMZ: Assess and recommend detailed and specific
staffing structures for each WMZ as follows:
• The recommended staffing structure and composition of specialists for each WMZ may be expected to be linked to the needs assessments above, and therefore based on the technical capacity required to address the key issues in each WMZ. A different mix of staff qualifications may well be required for each WMZ.
• In addition, considering that presently there are 8 TSUs and only 4 WMZs, an assessment of
how synergy could be best achieved including implications on staffing needs be carried out.
• Examine alternative approaches to staff remuneration. Staff working with TSUs and WSDFs
are presently working under short-term contracts. A consistent approach to remuneration of
all regional staff will likely be important.
• Prepare detailed organisation charts, one for each of the 4 WMZs.
• Review, confirm or update the institutional arrangements for the DWRM based on the “transitional” and “ultimate” structures proposed in the organisational/institutional assessment
study (Fig 5-2).
• Draft positions descriptions, including required qualifications for each position identified in the
organisational chart for each WMZ.
6. Physical Facilities for each WMZ: Assess and recommend appropriate and cost-effective physical
facilities, including offices, transportation, communications, etc. required for each WMZ:
• Buildings/office space: assess opportunities for use of existing facilities, with the establishment of new facilities where necessary. The need for a regional water quality laboratory in
each WMZ should also be considered.
• Prepare detailed estimates of fixed and operational costs for each WMZ, including for the proposed buildings, rents, utilities, transportation, communications, etc.
7. Detailed Implementation Plan: The implementation plan will include detailed budgets and proposed sources of funding:
• Prepare detailed implementation plans and budgets for mobilising and operationalising WMZs
and at least 2 CMOs in each WMZ.
• Prepare well justified summary budgets for submission to GoU and DP for funding.
• Confirm possible sources of funding and mechanisms for funds transfer to various levels of
implementation. It is also expected that this assignment will benefit from the Institutional
Needs Gap Assessment and Detailed Design of the WSDF which is expected to commence
in February 2010.
Timing and Expected Outputs
The Study is expected to be carried out over a 3 months period for a total input of approximately 4 manmonths. Outputs will be delivered in the form of written draft and final reports covering the above areas
of the Terms of Reference. The final reports will be delivered as follows:
1. Inception report: after 2 weeks.
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98
2. Draft final report: after 2 months.
3. Final report: after 3 months.
Qualifications of the Adviser(s)
Up to four Advisers with the following qualifications are expected to work in a complimentary manner:
1. Institutional/organisational Specialist with extensive experience in institutional restructuring, reforms and decentralisation of the water and natural resources management sectors, preferably in
Africa and in Uganda in particular.
2. Water Resources Management Specialist with extensive experience in water and natural resources management and development in Africa and Uganda in particular.
3. Financial Management Specialist or Economist with experience in preparation of programme
plans and budgets. Experience in identification of funding mechanisms and modalities of funds
transfer will be an added advantage.
4. Social Development Specialist with extensive experience in stakeholder engagement, sensitisation, mobilisation and capacity building. Experience in developing and operationalising partnerships will be an added an advantage.
All the above positions will require previous knowledge and experience with the Government of
Uganda, specifically the MWE and its vision, mission and activities. Previous knowledge and experience of the Government of Uganda, Public Service Commission requirements and regulations will be
added advantages.
Capacity Building and Knowledge Transfer
The Advisers will work in close collaboration with the staff of the DWRM and, where possible, transfer
knowledge and skills through advice and learning-by-doing. In addition the advisers will pass over any
technology, models, software, in the public domain used during the execution of the assignment.
Management and Coordination
The Directorate of Water Resources Management will be the responsible for the assignment and all deliverables with the assistance of short term technical advisers.
The Director, Directorate of Water Resources Management, who is the Chair of the IWRM Thematic
Group, is responsible for the implementation of the JSR undertaking on Catchment based WRM. He
will be assisted in coordinating this study by the Commissioner, Water Resources Planning and Regulation, who is also responsible for coordinating implementation of Catchment based WRM. He will provide overall management and technical supervision and guidance to the study to ensure that it meets its
objectives in line with these ToRs. He will ensure that any required and agreed inputs of the DWRM
staff and advisers are provided in a strategic manner, key approaches of the Study are followed, resources are effectively and timely planned for and utilized, and good quality reports are produced and
disseminated to stakeholders.
Facilities provided by the DWRM
•
•
•
The Advisers have full access to all available data and information and analytical tools of the
DWRM and the Management Information Systems in Luzira and Entebbe.
The Advisers will access shared office facilities in Entebbe, including DWRM office internet
systems and printers.
DWRM will assist the Advisers, where necessary, to make arrangements for consultations with
key stakeholders and facilitate those meetings. For upcountry consultations, DWRM will accompany and provide transport to the Advisers.
Facilities provided by the Advisers
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99
•
•
The Advisers are expected to provide their own computer equipment and software, suited for delivering the required outputs.
The Advisers will meet their own accommodation and subsistence costs during consultations
both in Kampala and Entebbe and upcountry.
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100
Appendix II: Draft Position Descriptions for Key Positions
Job Title:
WMZ Coordinator
Reports to:
[to be determined by DWRM Top Management Team]
Responsible for:
Principal Water Officer, WR Monitoring and Assessment
Principal Water Office WR Regulation
Principal Analyst, Water Quality Management
Senior Social Scientist/Communications Officer
Purpose
Leadership and coordination of the activities of the assigned Water Management Zone Office (WMZ) in
the preparation and implementation of water resources management and utilisation plans for the catchments within the relevant WMZ. The provision of technical support; and supervision, coordination,
harmonisation and ensuring compliance of catchment-level activities with national policies, standards
and plans shall be an important output.
Key outputs
• Functional and effective regional (WMZ and catchment) level cooperative governance bodies for
water resources management.
•
Development and implementation of a Regional Water Management Strategy (RWMS) and Catchment Management Strategies (CMSs) and Catchment Action Plans (CAPs).
•
Timely and effective provision of technical support and facilitation to relevant partners and stakeholders within the WMZ.
•
Effective performance monitoring and timely information exchange with the relevant departments
of Directorate of Water Resources Management.
•
Increased public and community awareness and participation in water resources management
Key Activities
• Regional level water use monitoring, assessment, regulation, planning and implementation of relevant legislation, policies and strategies.
•
Contribute to national level activities for Water Resources Planning and utilisation, including participation in the formulation and review of legislation, policies, strategies and standards.
•
Technical assistance, oversight, supervision and quality assurance of local governments and relevant stakeholders.
•
Development and implementation of strategies for social marketing of Catchment-based Water Resources Management (CbWRM); data and information management and dissemination; and stakeholder awareness, sensitisation and engagement.
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101
•
Coordinate mechanisms for inter-district cooperation in sharing, allocation and management of water resources, as well as, ensuring that districts incorporate water resources plans, deriving from
CMSs and CAPs, in their overall district plans
•
Facilitate, inter-Zone Offices; and coordinate, inter-CMOs, mechanisms for collaboration, communication and information exchange for activities in areas of mismatched borders.
•
Liaise with other regional actors; and coordinate and provide leadership in implementing WR management activities including regional ecological monitoring systems and procedures.
•
Maintain up-to-date records on the status of specific individual water resources systems in the zone
for proper regulation.
•
Coordinate activities for establishing necessary regulations and bye-laws related to water resources
management, as well as harmonising them across catchment riparian districts.
•
Vetting and assessment of permits applications.
•
Zone level compliance monitoring and enforcement
•
Build capacity of staff at both national and local levels in water use planning and allocation.
•
Responsible for management, administration and networking for the WMZ office.
•
Any other duties as may be assigned.
Requirements for appointment
• An advanced degree in Water Resources Management, Water or Environmental Economics or relevant subjects.
•
Should have served as:
•
either a Principal Water Officer for at least 3 years and have acquired reasonable experience to
shoulder higher responsibilities; or,
•
have at least 7 years demonstrable experience in development of IWRM plans; water resources
assessment; and economic planning and water allocation obtained in basin context.
•
Should have experience in managing and motivating professionally qualified staff.
•
Have demonstrated ability, initiative and competence in directing, organising and executing work
entrusted at this level.
•
Possess a high degree of inter-personal skills and intimate knowledge of local government procedures.
•
Should have the ability to coach, motivate and develop subordinate staff.
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Water Resources Regulation Section
Job Title:
Principal Water Officer, Water Resources Regulation
Reports to:
WMZ Coordinator
Responsible for:
Senior Water Officer(s) [Catchment Focal Officers] – Water Use Plans and
Regulation
Water Officer, Regulation (Compliance & Enforcement / Permits)
Purpose
To plan, facilitate, monitor and coordinate activities for regional (WMZ and catchment) water use regulation, planning and implementation of relevant legislation, policies and strategies.
Duties and Responsibilities
• Coordination of WMZ office efforts to provide technical assistance, oversight, monitoring and
quality assurance of activities to develop, implement and revise the Regional Water Management
Strategy (RWMS); Catchment Management Strategies (CMSs); and Catchment Action Plans.
•
Vetting eligibility and compliance of abstraction and drilling permits applications as well as liaising
with other sections to assess discharge permits; review EIAs; and monitor compliance.
•
Liaise with relevant enforcement agencies to compel compliance, including supporting local governments to develop and harmonise ordinances and bye-laws.
•
Supporting regional implementation of water resources regulation policies, regulations and strategies including hydrological risk management; and water infrastructure development and safety.
•
Quality control and quality assurance, as well as oversight over information databases for regional
WR planning and regulation on the Water Resources Monitoring and Assessment Information System.
•
Development and implementation of an appropriate records management system for regulation activities.
•
Planning, management and administration of the section as well as assuring optimal utilisation of
staff resources.
• An honours degree in water management science and policy, engineering or a related discipline.
Post-graduate qualifications in IWRM planning, water and environmental law and institutions or
water economics would be an added advantage.
• Should have served as a Senior Water Officer or an equivalent position within or outside the government service for at least 3 years and have acquired reasonable experience to shoulder higher responsibilities.
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103
• Have demonstrated ability, initiative and competence in directing, organising and executing work
• Possess a high degree of inter-personal skills and intimate knowledge of local government procedures.
.
104
Job Title:
Senior Water Officer [Catchment Focal Officer], Water Use Plans and
Regulation
Reports to:
Principal Water Officer, Water Resources Regulation
Purpose
Provide a direct link between Catchment Management Organisations and the WMZ office; as well as
liaising with other sections to reconcile water demand and availability at both catchment and WMZ
level.
• Supporting Catchment Technical Committees to align Catchment Management Strategies (CMSs)
and Catchment Action Plans (CAPs) with regional and national water resources management
strategies and plans.
•
Responsible for ensuring that CMSs and CAPs feed into both the Regional Water Management
Strategy (RWMS) and the National Water Management Strategy.
•
Liaising with other sections for periodic reviews and information dissemination on trends and projections of water resources availability, demand and utilisation, as well as implementation of policies and strategies for demand management; water conservation and catchment preservation; and
pollution control and abatement.
•
Coordinating activities to engender voluntary compliance as well as spearheading activities to
monitor and enforce compliance to permits (drilling, abstraction, discharge, hydraulic
works/construction) and licences (dredging) within the catchment.
•
Active participation in assessing permits applications and evaluating EIAs.
•
Ensuring integration of climate change adaptability and disaster risk management provisions into
catchment and district development planning and implementation.
•
Any other duties as assigned.
• An honours degree in engineering or related field with a bias in water resource engineering and
management. Post-graduate qualifications desirable but not essential.
• Should have served as a Water Officer or an equivalent position within or outside the government
service for at least 3 years and have acquired reasonable experience to shoulder higher responsibilities.
• Have demonstrated ability, initiative and competence in facilitating participatory approaches.
.
105
Water Resources Monitoring and Assessment Section
Job Title:
Principal Water Officer, Water Resources Monitoring and Assessment
Reports to:
WMZ Coordinator
Responsible for:
Senior Water Officer – Monitoring, Assessment and Information Management
Purpose
• Spearhead regional (WMZ, catchment) level effort to plan, develop, improve and maintain monitoring networks for quality and quantity of ground and surface water, as well as supervising processes
for data collection and its utilisation in modelling, forecasting and supporting decision making.
•
Regional (WMZ, catchment) level operation of the Water Resources Monitoring and Assessment
Information System (WRMAIS)
• Development, improvement and maintenance of monitoring networks for quality and quantity of
ground and surface water
• Oversight and quality control of all processes relating to data collection, capture, analysis, storage,
and information management and dissemination, including developing such water resource planning
tools like hydrological and hydro-geological maps.
• Technical support at the regional level for using WRMAIS.
• Liaising with other sections for regional (WMZ, catchment) level implementation national strategies,
policies and legislation including monitoring consistency of implementation processes of regional
strategies and plans with international water resources management obligations.
• Participating in processes to review national standards, guidelines, policies, strategies and legislation
for water management.
•
staff resources.
• A minimum of an honours degree in any of the following fields:
•
•
civil or agricultural engineering;
•
sciences (Maths/Physics, Maths/Chemistry, Maths/Geography, Maths/Geology) with postgraduate qualifications in a water resources management related field;
•
Environment and Natural Resources Management.
Post graduate qualifications in information management will be an added advantage
.
106
•
A good working knowledge in such computer applications as spreadsheets, database development
and management, computer aided design and water resources modelling tools.
• Should have served as a Senior Water Officer or an equivalent position within or outside the government service for at least 3 years and have acquired reasonable experience to shoulder higher responsibilities.
.
107
Job Title:
Senior Water Officer, Monitoring, Assessment and Information Management
Reports to:
Principal Water Officer, Water Resources Monitoring and Assessment
Purpose
Maintain an up-to date information base on water resources
• Technical support and guidance on updating and maintaining databases at catchment, as well as
utilisation of water resource planning tools on the Water Resources Monitoring and Assessment Information System.
•
Responsible assessing monitoring network status and developing schedules and plans for routine
maintenance, rehabilitation and expansion as appropriate.
•
Supervising and providing guidance in all processes relating to data collection, capture, analysis,
storage, and information management and dissemination, including production of such water resource planning tools like hydrological and hydro-geological maps.
•
• A minimum of an honours degree in civil or agricultural engineering; sciences (Maths/Physics,
Maths/Chemistry, Maths/Geography, Maths/Geology); Environment and Natural Resources Management.
•
A good working knowledge in such computer applications as spreadsheets, database development
and management, computer aided design and water resources modelling tools.
•
Post-graduate qualifications in water resources management desirable but not essential.
• Should have served as a Water Officer or an equivalent position within or outside the government
service for at least 3 years and have acquired reasonable experience to shoulder higher responsibilities.
• Have demonstrated ability, initiative and competence in facilitating participatory approaches.
.
108
Job Title:
Systems Administrator, Water Resources Monitoring and Assessment Information System (WRMAIS)
Reports to:
Senior Water Officer, Water Resources Monitoring and Assessment
Purpose
Effective provisioning; installation/configuration; operation; and maintenance of systems hardware and
software, as well as other related infrastructure
• Provide a direct link to WRMAIS supplier for system maintenance and troubleshooting, and participate in technical research and development to enable continuing innovation within the infrastructure. This role will also extend to ensuring that system hardware, operating systems, software
systems, and related procedures adhere to CbWRM policy, and other related national guidelines
and policies on ICT, to assure full utilisation.
•
Install new / rebuild existing servers and configure hardware, peripherals, services, settings, directories, storage, etc. in accordance with standards and operational requirements.
•
Install and configure systems such as linkages to the MWE Management Information System infrastructure applications.
•
Develop and maintain installation and configuration procedures.
•
Contribute to and maintain system standards.
•
Research and recommend innovative, and where possible automated approaches for system administration tasks. Identify approaches that leverage resources and provide economies of scale for the
WMZ office and its regional implementing partners.
•
Perform daily system monitoring, verifying the integrity and availability of all hardware, server resources, systems and key processes, reviewing system and application logs, and verifying completion of scheduled jobs such as backups.
•
Perform regular security monitoring to identify any possible intrusions.
•
Perform daily backup operations, ensuring all required file systems and system data are successfully backed up to the appropriate media, recovery tapes or disks are created, and media is recycled
and sent off site as necessary.
•
Perform regular file archival and purge as necessary.
•
Create, change, and delete user accounts per request.
•
Provide appropriate support on the basis of user requests and investigate and troubleshoot issues.
•
Repair and recover from hardware or software failures.
•
Apply Operating System patches and upgrades on a regular basis, and upgrade administrative tools
and utilities. Configure / add new services as necessary.
.
109
•
Upgrade and configure system software that supports GIS infrastructure applications or MIS performance monitoring and reporting applications.
•
Maintain operational, configuration, or other procedures.
•
Perform periodic performance reporting to support capacity planning.
•
Perform ongoing performance tuning, hardware upgrades, and resource optimisation as required.
Configure CPU, memory, and disk partitions as required.
•
Contribute to maintaining of automated monitoring equipment and data loggers.
•
• An honours degree, with a technical major, such as engineering or computer science.
•
Systems Administration/System Engineer certification will be an added advantage.
•
Two to four years system administration experience.
•
Possess a high degree of inter-personal skills with proven ability to interpret and/or discuss information with others, especially information that involves terminology or concepts not familiar to
many people. The role requires regular provision of advice; recommending actions involving rather
complex issues; providing occasional guidance, some of which will be technical.
.
110
Water Quality Management Section
Job Title:
Principal Analyst, Water Quality Management
Reports to:
WMZ Coordinator
Responsible for:
Senior Analyst, Regional Laboratory
Senior Analyst, Water Quality Management
Purpose
Spearhead regional (WMZ, catchment) level efforts and liaise with other sections to plan, coordinate
and facilitate water quality management.
• Coordinate regional level water quality and pollution monitoring, assessment and implementation
and enforcement of related legislation, policies and strategies, in particular the National Water Quality Management Strategy.
• Liaise with other sections in assessing permits and licences applications, and review of EIAs
• Technical support to relevant stakeholders and partners on pollution control and abatement
• Responsible for the development and ensuring use of tools for integrated water quality management.
• Quality control and quality assurance as well as oversight over relevant databases on the WRMAIS
• Participating in processes to review national standards, guidelines, policies, strategies and legislation
for water management.
•
staff resources.
•
Other duties as may be assigned.
• A minimum of an honours degree in water and environmental resources management, water quality
management, limnology, chemistry, biology or zoology
•
Post graduate qualifications will be an added advantage
• Possession of knowledge of laboratory operations, laboratory quality system and laboratory health
and safety gained from at least 3 years of service as a Senior Analyst or an equivalent position outside the government
.
111
.
112
Job Title:
Senior Analyst, Water Quality Management
Reports to:
Principal Analyst, WQM
Responsible for:
Laboratory technician
Purpose
Plan and coordinate the activities of the regional laboratory including related activities of the deconcentrated function of the WMZ.
• Operate the monitoring networks in the zone as well as responsibility for data collection, analysis
and dissemination
•
Operate the regional laboratory
•
Maintain the quality system of the laboratory
•
Implement relevant capacity building programmes for laboratory staff and those of partner institutions and agencies
•
Provide technical support to relevant stakeholders
•
Management and supervision of laboratory operations
•
Other duties as may be assigned.
• A minimum of an honours degree in chemistry, bio-chemistry, botany, biology, zoology
•
Relevant post graduate qualifications will be an added advantage
• Possession of knowledge of laboratory operations, laboratory quality system and laboratory health
and safety gained from at least 3 years of service as an Analyst or an equivalent position outside the
government
.
113
Stakeholder Engagement Unit
Job Title:
Senior Social Scientist / Communications Officer
Reports to:
WMZ Coordinator
Responsible for:
Social Scientists / Communications Officers
Purpose
Leadership and coordination of regional (WMZ, catchment) activities relating to public awareness; sensitisation; engagement; and participation in water resources management. To manage processes of
communication and information dissemination aimed at assuring increased recognition of the role of
WRM in socio-economic development and poverty reduction.
Key outputs
• Implementation of DWRM Communication Strategy at WMZ and catchment level
•
Development and implementation of feedback and follow-up mechanisms linking the WMZ offices, CMOs, partner institutions and agencies and other stakeholders.
•
Social marketing of CbWRM and resultant increased public and community awareness and participation in water resources management
Key Activities
• Design and supervise production, in relevant regional languages if necessary, of information and
communications materials to support WMZ Office activities.
•
Leadership in planning and coordination of communication and public awareness activities.
•
Provide technical assistance to relevant catchment bodies and stakeholders on assuring gender
mainstreaming and equitable stakeholder participation.
•
Advise on relevant capacity-building activities in information dissemination and communication for
WMZ Office staff activities.
•
Liaise with other organisations implementing IWRM related activities within the WMZ to develop
and disseminate a single message as well as implement coordinated and complementing activities
geared towards raising public awareness, sensitisation and public participation.
•
Develop and implement mechanisms for identifying sources; and compiling and consolidating storage, in an accessible format, of relevant socio-economic data, information and studies relevant to
water resources management in Uganda.
•
Support processes for compilation and revision of catchment STEEP (Social, Technical, Economic,
Ecological and Political) characteristics.
.
114
•
An honours degree in communication, social science or related field(s). Must be fluent in spoken
and written English and possess good computer skills in relevant MS applications. Relevant regionspecific language skills will be an added advantage.
•
Should have served as either a Sociologist/Communications Officer for at least 2 years and have
acquired reasonable experience to shoulder higher responsibilities; or,
have at least 5 years demonstrable experience in planning and conducting communication, information and public awareness activities in Uganda. The candidate should also have a firm grasp of approaches to communication and use of various communications media.
•
Should also have a firm grasp of social survey and research methodology, as well as current approaches to participation, poverty alleviation and empowerment of marginalised groups in the water
sector.
•
Have demonstrated ability, initiative and competence in directing, organising and executing work
•
Possess a high degree or inter-personal skills and intimate knowledge of the social, economic and
cultural dynamic in Uganda particularly with regard to the Water and Environment Sector.
•
Should have the ability to coach, motivate and develop subordinate staff.
.
115
Appendix III: List of Persons Met
Name
Eng. Mugisha
Shillingi
Florence G. Adongo
Dr. Callist Tindimugaya
Jackson Twinomujuni
Joel Richard Okonga
Fred Kyosingira
Lillian Idrakua
John Metzger
Musota Richard
Deborah N Mwesigwa
Gwendolyn Kyoburungi
Jacob Otim
Caroline N Wafula
Christine Mukwaya
Emmanuel Olet
Edward Martin
Rwarinda
Abdallah Matovu
Twinomuhangi
Maximo
Simon Elim Etimu
John Peter Obubu
Albert Orijabo
Nalugwa Sarah Matovu
Kitamirike Jackson
Leo Mwebembezi
Twikirize Doris
Tumusiime Peter .E
Kerudong Acayerach
Pascale
Muyinda Robert
Tom Kanyike
Paul Ayella
Okello Lawrence
Asiimwe Mike
Nkayarwa
Imalingat Agnes
Nantege Faridah
Pule Johnson
Nanyunja Sylvia
Sewagudde Sowed
Katherine Cross
Barbara Nakangu
Robert Bagyenda
Robert Kizito Ojok
Designation
Director DWRM
Organisation
DWRM
Contact
Commissioner WQM
Commissioner WRRD
Assistant Com WRRD
Assistant Com WRM&A
Assistant Com WRM&A
Assistant Com WQM
Component Management
Advisor
Senior Water Officer,
WRRD
Ag. Principal Water Officer, WRM&A
Ag. Principal Water Officer, WRRD
Water Officer, WRRD
WRM&A
WRM&A
Water Officer, WRRD
Assistant Commissioner,
WQM
WRM&A
Principal Analyst WQM
Water Analyst
Principal Water Officer
C&E
Social Scientist
Senior Analyst
Ag. Principle Water Officer
Water Officer
Water Officer - Trainee
Ag. Senior Water Officer
Water Officer
Ag. Principal Water Officer
Data Entry
Analyst
Ag. Senior Water Officer C&A
Senior Water Officer
Hydrologist
Ag. Principal Water Officer
Programme Officer, Water
and Wetlands
Head of Office
National Project Coordinator
National Program Coordi-
IUCN RO-ESA
IUCN Kampala
COBWEB
GWI Program
.
116
Name
Collins Oloya
Lucy Inyango
Arinaitwe Richard
Afai Sylvano
Mafumbo Julius
Fred Sifuna
Mawejje Andrew
Lillian Muhebwa
Ddembe Fred
Wanakina George D
Kahinju Julian
Masswa
Nekesa Janepher
Grace
Wamalwa Martin
Gongo John
Asio Lydia
Adongo Owora Leo
Angella W. Bwiza
Designation
nator
Asst Comm. Policy & Enforcement
Asst Comm AIM
Regional Wetlands Coordinator - West
Regional Wetlands Coordinator - North
Regional Wetlands Coordinator - East
MWE & LG Desk Officer
CAO
Manager
District water Officer
FPO
Organisation
Contact
Wetlands Mgmt
Dept.
Wetlands Mgmt
Dept
Wetlands Mgmt
Dept
Wetlands Mgmt
Dept
Wetlands Mgmt
Dept
Ministry of Public
Service
Mbale DLG
SNV - Uganda
Mbale DLG
Manafwa DLG
Manafwa DLG
[email protected] 0712574881
Manafwa DLG
Eastern Umbrella
Tororo DLG
WSDF-East
Tororo
TSU 4
MWUWS
[email protected]
0774914491/0102183169
[email protected] – 0777257187
[email protected]
0772555387/0702555387
([email protected]) 0772578276
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]/ [email protected]
[email protected]
DWRM/MWE
TSU 7 (Masaka)
TSU8 (Kabale)
ACCORD
TSU8
DWRM
TSU8
NWSC - Mbarara
swUWS
[email protected]
0392-947034
0772-447227
0772-457726
0775-171504
0752-501534
0772-554990
0717-315397
0772-852856
Eboku Damiano
Balidawa Charles
Nakayenze Anna
Kaberamaido DLG
Eastern Umbrella
Mbale DLG
Elomunail David
Epilla Rajab
Owinyi Freddie
Ongol Joseph
Mulala Fabian
Patrick Tajjuba
Rita Opira
Lieven Peeters
Ivan Ebong
Luswata Ibrahim
Joseline Nyangoma
Herbert Kaihura
Sam Mugume
Jacinta Nakesa
Julius Byesigwa
Sam Byagweri
Nicholas Magara
Joseph Katswera
Kaberamaido DLG
Dokolo DLG
Dokolo DLG
Lira DLG
TSU 3
TSU6/MWE
TSU6/MWE
PROTOS
WWF(UCO)
Hoima DLG
Hoima DLG
Kabarole DLG
Kabarole DLG
SNV
MWUWS
MWUWS
Kamwenge DLG
LAGIBIMO
Rabnoni Alec Abraham
Eva Lwanga
Mbebaze Denis
Waiswa Nelson
Dunstan Ddamulira
Cate Namyalo
Ojiambo Wilson
Jolly Barigye
Mwebaze Naboth
Byamugisha Julius
FPO
Project Manager
District Water Officer
WASH Advisor
FPO
FPO
Head of Water Component
PHT
Water Officer
CDS
Quality Control
Manager
.
117
Name
Eng Nuwamanya
Hertber
Kahangire Moses
Musingwire Jeconius
Mukesha Gilbert
Edrida Musinguzi
Sandra Atukunda
Richard Matua
Oketcho Pokomol
James Seguya
Robert Mulema
Kibeho Joram
Edward Adraku
Adipio
Christine Akello
Christine Nantongo
Nakaliiri Olyvia
Kiyingi Jamil
Tibesigwa Mukasa
Okello Jasper
Dan Barigye
Ogwang Kenneth
Ogwal Moses Abuc
Okiror Samuel
Egobu Elemu Sam
Akello Silvia
Nyeko Geoffrey
David
Ocen Sylvester
Ebonga Samuel
Acuma Franklin
Francis Xavier Atine
Bridget Susan Akoli
Dorcus Apio
Fred Owera Odom
Odur Calvin
Designation
Manager
Organisation
WSDF-SW
Contact
0772-578227
District Water Officer
District Natural Resources
Officer
Engineer
Asst. District Water Officer
Engineer
Branch Manager
Community Development
Specialist
Team Leader
Team Leader
Asst CAO
Snr Env. Officer
Mbarara DLG
Mbarara DLG
0772-448956
0772-482352
WSDF-SW
Mbarara DLG
WSDF-SW
WSDF North
WSDF North
0772-534166
0772-675528
0774-715461
Snr Legal Officer
Executive Director
District Physical Planner
Wetlands Officer
Forestry Officer
Program Officer
WASH Project Manager
Health Inspector
Project Officer
Project Assistant
Training & Advocacy Intern
Secretary, Community
Based Services
Hygiene Program Supervisor
Community Development
Officer
Natural Resources Officer
Ag. Sub County Chief
Senior Project Officer
Project Assistant
Training & Advocacy Coordinator
Project Manager
Transport Officer
TSU 1 (Arua)
TSU 2 (Lira)
Masaka DLG
Arua DLG
NEMA
Environment Alert
Rakai DLG
Rakai DLG
Rakai DLG
UWASNET / Joy
Drilling
CRS
Otuke DLG
Joy Drilling
CRS
CARE
Otuke DLG
ACF
Otuke DLG
Otuke DLG
Otuke DLG
CRS
CRS
CARE
CARE
CRS
.
118
Appendix IV: List of Documents Reviewed
1.
DWRM, 2009: Final Report of the Consultancy for Catchment-based Water Resources Management Institutional Assessment
2.
DWRM, 2010: A Report on Water Resources Management Decentralisation Trip to Eastern Uganda
3.
DWRM, 2009: Situation Report on Albert Water Management Zone
4.
PROTOS, 2009: Strategic analysis and future integrated action planning on
river Mpanga
5.
GoU, 2010: National Development Plan 2010/11 – 2014/15
6.
MWE, 2010: Draft report of Institutional Needs Gap Assessment & Detailed Design of the proposed Water and Sanitation Development Facility (WSDF) Uganda
7.
WWF, 2010: Semliki Project Technical Progress Report
8.
NEMA, 2009: Environmental Sensitivity Analysis for the Albertine Graben
9.
MWI-TZ, 2009: Water Sector Status Report, Republic of Tanzania
10. MPS, 2005: A report on the Review and Restructuring of the Local Governments and Staffing Levels
11. DWRM-JICA, 2010: Interim Report on the Development Study on Water
Resources Development and Management for the Lake
Kyoga Basin
12. DWRM, 2010: Report of Working Session on Decentralisation of WRM in
WMZs and CMOs, 27 – 29 January 2010
13. WWF, 2009: Draft Framework Plans for Nkusi and Wambabya Rivers’
Basins in the Eastern Catchment of L Albert
14. IUCN, ___: Community Participation in Water Resources Management:
Description of Kikuletwa Catchment Forum Process in
Pangani River Basin, Tanzania
15. UBOS, 2002: Uganda Districts Information Handbook
16. UBOS, 2007: Projections of Demographic Trends in Uganda 2007 – 2017
17. DWRM, ___: Report of Visit to Lake Victoria South Regional Water Resources Management Authority, Kenya
.
119
18. LVSCA, 2008: Draft Catchment Management Strategy
19. DWRM, 2010: Field Report to the Western Region of the Upper Nile
WMZ
20. DWRM Communication Strategy 2009 – 2014
21. MWE, 2006: National Water Quality Management Strategy
22. WMD, 2009: Framework Management Plan for Rwizi-Rufuha Wetland
System
23. Water Resources Management Sub-Sector Reform Study, Final Report,
Vol. 1, January 2005.
24. Umbrella Organisations - Review Report, September 2008.
25. DWRM Visit Report on Sector Reform and Decentralisation, notably the
last report dated March 2008.
26. DWRM Discussion Paper on Catchment-Based Water Resources Management, 15 January 2009.
27. WSDF Identification Study and Feasibility Study Report, September 2008.
28. Water Resources Management Sub-Sector Reform Study, Final Report,
Vols. 2 to 5, January 2005.
29. Memoranda of Understanding and collaboration with non-governmental
organisations involved in WRM related activities such as
PROTOS and WWF
30. Uganda National Water Policy 1999
31. EAC Development Strategy 2006 – 10
32. Protocol for sustainable Development of the Lake Victoria Basin 2003
33. Water Sector SIP and GIS draft final 28 April 2009
34. Scaling up NEL Projects-Aswa Sub basin
35. LVEMP II - Project Appraisal Document APL (November 12, 2008) Master copy
36. The Water Resources Regulations 1998
37. The Water Act Uganda 1995
38. The Water Act 2002 – Kenya
.
120
39. Constitution of LAGBIMO
40. Water and Sanitation Sector Performance Report 2008
41. Programme for Sustainable Development and Management of the Lakes
Edward and Albert Basin Resources
42. Proceedings of the stakeholder consultative workshop on the LEAF pilot
project profile. 7th – 8th May 2009
43. Making a difference for the poor using economic instruments to promote
sustainable natural resources use, environmental sustainability and response to climate change in Uganda
44. Managing Central Forest Reserves for the People of Uganda, Vol.2 Functions of Central Forest Reserves in Uganda, August, 2008,
NFA
45. NFA, Business Plan 2009-2014 (June, 2009)
46. Map-The new System of Wildlife Protected Areas, with Districts
47. Renewable Energy Policy for Uganda 2007
48. Draft Kalagala Offset Sustainable Management Plan, 2009
49. MWE Approved Structure Report, 2006
50. UNESCO-CEPES ___: Feasibility Study on the establishment of a University of the Peoples of Europe
.
121
Appendix V: Minutes of the 7 June Internal Workshop
Minutes for the in house workshop to discuss recommendations of Catchment based Water Resources Management – 7th June 2010
Members Present
i.
Eng. Mugisha Shillingi
Director DWRM
ii.
Ms. Florence G. Adongo
Commissioner WQM
iii.
Dr. Callist Tindimugaya
Commissioner WRRD
iv.
Mr. Jackson Twinomujuni
Assistant Com WRRD
v.
Mr. Joel Richard Okonga
Assistant Com WRM&A
vi.
Mr. Fred Kyosingira
Assistant Com WRM&A
vii.
Mrs. Lillian Idrakua
Assistant Com WQM
viii.
Mr. John Metzger
Component Management Advisor
ix.
Mr. Musota Richard
Senior Water Officer, WRRD
x.
Mrs. Deborah N Mwesigwa
Ag. Principal Water Officer, WRM&A
xi.
Ms. Gwendolyn Kyoburungi
xii.
Mr. Jacob Otim
Water Officer, WRRD
xiii.
Mrs. Caroline N Wafula
Senior Water Officer, WRM&A
xiv.
Ms. Christine Mukwaya
xv.
Mr. Emmanuel Olet
Water Officer, WRRD
xvi.
Mr. Edward Martin Rwarinda
xvii.
Mr. Patrick Kahangire
Consultant
xviii.
Mr. Rashid Mbazira
Consultant
xix.
Mr. Abdallah Matovu
Assistant Commissioner, WQM
xx.
Mr. Twinomuhangi Maximo
xxi.
Mr. Simon Elim Etimu
Principal Analyst WQM
xxii.
Mr. John Peter Obubu
Water Analyst
Agenda
i.
Brief remarks from director
ii.
Background to Catchment based WRM – from WRM reform study to start of Catchment based
WRM Institutional assessment.
iii.
Catchment based WRM Institutional assessment – background, rationale, findings, recommendations and follow up actions
iv.
Introduction of TOR and Inception Report - Phase II study undertaking
v.
Discussions
Minutes
Agenda Item
i.
Brief remarks from
Director
Issues
Follow up action
He welcomes staff and explained that the purpose of the meeting was to give staff another
opportunity to make their comments and recommendations on the framework for Catchment Based Water Resources Management
(CBWRM). He thereafter requested members
to be open minded and respect others’ views
during the meeting.
.
122
He indicated that this was the last opportunity
for members to express their views concerning CBWRM.
ii.
Background to
Catchment based
WRM – from WRM
reform study to start
of Catchment based
WRM Institutional
assessment.
Background to the CBWRM was presented
highlighting the progress made since the
preparation of the WRM Reform study in
2005 to piloting of CBWRM and finalization
of the BWRM institutional assessment. During the discussions that followed a number of
comments and recommendations were made
as follows:
Consultant
a) The management zone boundaries should
be harmonized with the basin boundaries
b) The previous institutional arrangement
where hydrological officers were based in
regional offices should be assessed to inform
the proposed institutional arrangements
iii.
Catchment based
WRM Institutional
assessment – background, rationale,
findings, recommendations and follow up actions
The consultant presented Catchment based
WRM Institutional assessment highlighting
the background, rationale, findings, recommendations and follow up actions. Afre the
presentation, a number of comments were
made as follows:
a) On whether the WRM decentralization scenarios for both Kenya and Tanzania were assessed and considered in the assessment, the
consultant indicated that they had been considered. It was noted that the approach by
Uganda is a hybrid of the two.
Director and Commissioners
b) It was agreed that the CBWRM institutional assessment should maintain the current
institutional structure of DWRM. However,
coordination arrangements for CBWRM will
need to be explored and agreed to ensure that
activities are properly planned and implemented.
c) The management zone boundaries will be
refined by Friday June 11, 2010 and the process will be coordinated by Mr Jackson Twi-
Mr. Twinomujuni Jackson
.
123
nomujuni
d) The possibility of the directorate generating Consultants
funds for CBWRM should be investigated
e) DWRM should link up with WSDF to develop a resource mobilization
vi.
Introduction of TOR
and Inception Report
- Phase II study undertaking
A.O.B
Director, DWRM
All DWRM staff
After presentation of the TOR and inception
report for the undertaking it was agreed that
members review the current institutional assessment report and recommendations of the
internal DWRM meeting held in January 2010
at Hotel Triangle workshop and make further
input into the work as appropriate
Under Any other Business some recommendations were made:
Director and Commissioners
a) It was recommended that the DWRM
communication strategy should be implemented to raise awareness about CBWRM
b) There was a general feeling that top management’s time is consumed by transboundary
water resources issues and it was recommended that a separate meeting be organized
to discuss this issue.
Signed by
………………………………………..
Eng. Mugisha Shillingi
Director, DWRM/Chair
………………………………
Calorine N. Wafula
SWO/Secretary
14 June 2010
.

Operationalisation of Catchment

Transcription

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