SADC Document Ref: SADC/WRTC/1/2013/5.2.9A As amended July 2013 NEPAD Water Centres of Excellence Business Plan: 2013-2015 Southern African Network of Water Centres of Excellence (SANWATCE) PREPARED BY: NEPAD SANWATCE Secretariat C/o Stellenbosch University Updated version 6.3 info@nepadwatercoe.org Tel: +27 21 808 9381 www.nepadwatercoe.org
NEPAD Southern African Network of Water Centres of Excellence Supported by: NEPAD
History of amendments to this document The following table reflects a history of amendments to this document. The latest version number reflects the current document. Document version Description of amendment Date Version 1-5 Development of the Business Plan. November 2011 July 2012 Version 6 Version 6.1 Version 6.2 Version 6.3 Updates as a result of the Business Plan workshop held by stakeholders. Update document to include WaterNet collaboration. Update document with reference number SADC/WRTC/1/2013/5.2.9A on cover page to reflect SADC Ministers of Water Resolution Update document to include information on Water Research Fund of Southern Africa 2.0 (WARFSA2.0) and updated budget to include WARFSA 2.0 costs August 2012 April 2013 May 2013 July 2013 P a g e i
Table of Content History of amendments to this document... i Table of Content... ii List of Figures... iv List of Tables... iv Acronyms and Abbreviations... v 1. EXCECUTIVE SUMMARY... 1 2. BACKGROUND... 6 2.1 Government / Sectoral Policy... 6 2.2 Features of the Sector current research and capacity development role-players in SADC... 7 i. SADC Water Division... 7 ii. Waternet... 7 iii. Global Water Partnership Southern Africa... 7 iv. International Water Management Institute... 8 v. Water Research Commission... 8 vi. Networks, Partnerships, Forums, Knowledge brokers... 8 vii. United Nations Educational, Scientific and Cultural Organization... 8 2.3 Beneficiaries and Parties Involved.... 9 2.4 Problems to be addressed.... 9 2.5 Other Interventions.... 10 2.6 Available Documentation.... 10 3. INTERVENTION... 11 3.1 Overall Goal... 12 3.2 Project Purpose... 12 3.3 Results and Outputs... 12 3.3.1 Hardware:... 12 3.3.2 Software:... 12 3.3.3 Human-ware:... 12 3.4 Activities:... 13 4. STRATEGIC FOCUS AREAS... 15 4.1 Research and development (including infrastructure) through innovation... 15 4.2 Human Capacity Development... 15 4.3 Outreach through Networking; Conferences and Workshops... 16 4.4 Strategic partnerships... 16 4.5 Financial Sustainability... 17 5. ASSUMPTIONS... 18 5.1 Risk and Flexibility... 18 P a g e ii
6. IMPLEMENTATION... 19 6.1 Organisation and Procedure... 19 6.2 Roles and Responsibilities... 20 6.2.1 SADC... 20 6.2.1.1 Role and Responsibilities of SADC... 20 6.2.2 Steering Committee (SC)... 20 6.2.2.1 Composition of the Steering Committee... 20 6.2.2.2 Role and Responsibilities of the Steering Committee... 20 6.2.3 Scientific Advisory Committee (SAC)... 21 6.2.3.1 Composition of the Scientific Advisory Committee... 21 6.2.3.2 Role and Responsibilities of the Scientific Advisory Committee... 21 6.2.4 Network Manager... 21 6.2.4.1 Role of the Network Manager... 21 6.2.4.2 Responsibilities of the Network Manager... 21 6.2.5 Secretariat... 22 6.2.6 Nodes... 22 6.2.6.1 Role of the Nodes... 23 6.3 Timetable of Activities... 24 6.4 Cost and Financial Plan... 25 6.4.1 NEPAD SANWATCE Secretariat and related activities:... 26 6.4.2 SADC Water Research Fund for Southern Africa (WARFSA 2.0):... 26 6.5 Special Conditions... 26 7. ADMINISTRATION... 27 7.1 Hub or Secretariat... 27 7.2 Management of the Nodes... 27 7.3 Interaction between the Hub and the Nodes... 27 7.4 Node Co-ordinators... 27 7.5 Relationship between the University of Stellenbosch and NEPAD... 27 7.6 Relationship between SADC Water and the Water Centres of Excellence... 27 7.7 Relationship between AU/NEPAD and the Water Centres of Excellence... 28 7.8 Process for Soliciting and Reviewing Project Proposals... 29 7.9 Process for Preparing Project Proposals... 29 8. PHYSICAL FACILITIES... 30 8.1 Hub... 30 8.2 NEPAD SANWATCE Nodes... 30 P a g e iii
9. MARKETING... 30 10. FACTORS FOR SUSTAINABILITY... 31 10.1 Business Plan Support... 31 10.2 Appropriate Technology... 31 10.3 Environmental Protection... 31 10.4 Socio-cultural Aspects/Woman in Development... 31 10.5 Management Capacity... 31 10.6 Economic and Financial Analysis... 31 11. MONITORING AND EVALUATION... 32 11.1 Monitoring Indicators... 32 11.2 Review and Evaluation... 32 12. REFERENCES... 33 ANNEXURES 13. Annexure I - Extract of the SADC Water Resources Technical Meeting, Lusaka (May 2013). Subsequently ratified by the SADC Ministers of Water... 34 14. Annexure II Detail cost of WARFSA 2.0... 36 List of Figures Figure 1: Governance Structure... 19 Figure 2: Structure of the NEPAD SANWATCE secretariat... 22 List of Tables Table 1: Activities of the NEPAD Southern African Network of Water Centres of Excellence (2013-2015)... 14 Table 2: Timetable of Activities... 25 Table 3: Cost and Financial Plan... 25 P a g e iv
Acronyms and Abbreviations AMCOST AMCOW AGM CGIAR CIGI CoE CPA CSIR EC EU GWP-SA IMWI IWRM JRC MDG NEPAD NGO SADC SA-DST SAIIA SANWATCE SIDA SU S&T UWC UKZN UNDP UNESCO UNZA WARFSA WCoE WIN-SA WISA WRC African Ministerial Council on Science and Technology African Ministerial Conference on Water Annual General Meeting Consultative Group on International Agricultural Research Centre for International Governance Innovation Centre of Excellence Consolidated Plan of Action Council for Scientific and Industrial Research (South Africa) European Commission European Union Global Water Partnership - Southern Africa International Water Management Institute Integrated Water Resources Management Joint Research Centre (European Commission) Millennium Development Goals New Partnership for African Development non-governmental organisations Southern African Development Community Department of Science and Technology (South African) South African Institute for International Affairs Southern African Network of Centres of Excellence in Water Science and Technology Swedish International Development Cooperation Agency Stellenbosch University Science and Technology University of the Western Cape University of KwaZulu-Natal United Nations Development Programme United Nations Educational, Scientific and Cultural Organization University of Zambia Water Research Fund for Southern Africa Water Centres of Excellence Water Information Network South Africa Water Institute South Africa Water Research Commission (South Africa) P a g e v
1. EXCECUTIVE SUMMARY In September 2000, African countries and the international community adopted the Millennium Development Goals at the United Nations Millennium Summit. African leaders identified water scarcity and related insecurity due to water stress as one of the sources of the continent s underdevelopment and increasing social and economic decline. The first African Ministerial Council on Science and Technology (AMCOST), held in Johannesburg in 2003, decided on water science and technology (S&T) to constitute one of the main flagship programmes of New Partnership for African Development (NEPAD). Thus, in the framework of the NEPAD, the leaders have committed themselves to ensure sustainable access to safe and adequate clean water supply and sanitation, especially for the poor. They decided that S&T will play an important role in water development, supply and management and that S&T is crucial for assessing, monitoring and ensuring water quality. The flagship programme should strengthen the continent s capabilities to harness and apply S&T to address challenges of securing adequate clean water as well as managing the continent s resources to become a basis for national and regional cooperation and development. On 22 November 2006, the African Ministers responsible for science, technology and water (AMCOST and African Ministerial Conference on Water, AMCOW) met in Cairo, Egypt. By resolution, the delegates committed themselves to establishing an African Network of Excellence in Water Sciences and Technology Development. In developing this Business Plan, it is important that the NEPAD SANWATCE align activities and thematic areas with Continental Strategic Plans and also SADC Regional Policies and Strategies. To this end, consultation and alignment of thematic areas have been undertaken, in line with the AU/NEPAD Consolidated Plan of Action (CPA) and the new CGIAR Consortium Research Programs (CRPs). Regionally, the NEPAD SANWATCE Business Plan will also align with the SADC Regional Water Policy and Strategy and also the Regional Strategic Action Plan on Integrated Water Resources Development and Management (RSAP III) through the collaboration with WaterNet. During the 24 th SADC Water Resource Technical Committee (WRTC) meeting in Lusaka, Zambia, the following was recommended and subsequently ratified by the SADC Ministers of Water: That the NEPAD SANWATCE and WaterNet have agreed amicably to focus on the two areas: capacity building and training (WaterNet) and Research & Technology Transfer (NEPAD SANWATCE) (Section 4.8.4) Approve the NEPAD SANWATCE Business Plan (Section 5.2.9.7) 1 Approved the proposal for NEPAD SANWATCE to be the implementing agent for the Water Research Fund for Southern Africa (WARFSA 2.0), a programme of SADC Water Division (Section 5.2.9.8) Subsequent to this ratification, a detail project plan with associated costs were developed for WARFSA 2.0, and included in this document. The Southern Africa Network of Water Centres of Excellence (SANWATCE) The Ministerial Mandate, as instituted in Cairo (2006), provides the NEPAD SANWATCE with the following executive mandate: 1. Facilitate, and where applicable, conduct selective research on water issues; 1 Version 6.2 of this document P a g e 1
Vision 2. Serve as a Higher Education (PhD; postdoctoral; staff exchange) soundboard to the Southern African Development Community (SADC) region on regional water matters; 3. Collaborate with other networks and institutions in specialised areas; 4. Set the SADC water research agenda; 5. Establish a continental water research agenda which is based on / derived from the SADC regional water agenda. This can be achieved, amongst other means, through one-on-one engagement with AMCOW and AMCOST through the SADC Technical Advisory Committee, in order to observe political direction and engage so as to provide evidence-based research. Following the 24 th SADC WRTC meeting in Lusaka (2013), and subsequent ratification of decisions by the SADC Ministers of Water, the relationship between SADC Water Division and the NEPAD SANWATCE are formalised, which will enable the NEPAD SANWATCE to: 1. Operationalize and regularly report to SADC in its mandate and progress; 2. Establish strategic partnerships outside and beyond the network. The NEPAD SANWATCE can then play a network brokerage role with like-minded organisations to take information and knowledge beyond the current region to the benefit of the African continent; 3. Leverage resources from the region and 4. In the long term, it is also important to establish the most appropriate legal personnel of the NEPAD SANWATCE Secretariat, with collaboration between NEPAD and SU. Various research and capacity development initiatives and institutions can be found within the SADCregion, most notably the SADC Water Division; WaterNet; Global Water Partnership-Southern Africa; the International Water Management Institute (IWMI); the Water Research Commission (WRC); Cap-Net; Water Institute of Southern Africa (WISA); the Water Information Network-South Africa (WIN-SA); Africa Portal; United Nations Educational, Scientific and Cultural Organization s (UNESCO) Framework Programme for Research, Education and Training in Water (FETWater) and the UNESCO initiatives, including Chairs, Category I and II centres. It has been established through the assessment of the Research and Development value-chain, that the NEPAD SANWATCE has an important role to play within the high-end scientific research and capacity sphere (M.Sc.; PhD; postdoctoral and Staff Exchange taking into consideration current Masters Programmes being offered by partners, such as WaterNet). The NEPAD SANWATCE is one of the African regional networks. The regional Hub and Secretariat is currently being hosted by SU in South Africa. Membership to the Network is open to all countries in the Southern African sub-region and current members are: Botswana, Malawi, Mozambique, South Africa and Zambia. The NEPAD SANWATCE will contribute to the improved human and environmental well-being through research and development in water and sanitation. P a g e 2
Focus Areas By focussing on various strategic focus areas, the NEPAD Water Centres of Excellence would be able to focus resources and activities. These strategic focus areas include: 1. Research and Development (including infrastructure) through innovation; 2. Human capacity development; 3. Outreach through networking; conferences and workshops; 4. Strategic partnerships and 5. Financial sustainability. Focus Area 1: Research and development (including infrastructure) through innovation Africa s Science and Technology Consolidated Plan of Action (CPA) puts emphasis on developing an African system of, or network, for scientific research and technological innovation to address challenges of securing and sustaining water. The plan contains the flagship water programme that focuses on water quality and supply, sanitation and water resources management. The CPA s specific research goals, and hence the goals of NEPAD SANWATCE are to: Improve conservation, allocation and utilization of the continent s water resources; Improve the quality and the quantity of water available to rural and urban households; Strengthen national and regional capacities for water resources management and reduce impacts of water related disasters through mitigation strategies, building resilience; and reducing vulnerability; Enlarge the range of technologies for water supply and improve access to affordable quality water. One of the cornerstones in the development of research capacities is in the establishment and maintenance of infrastructure capacities. Fortunately, the SADC Region has research institutions of note, who has established infrastructure and laboratories which can compete with any institution on a global level. On the other hand a need do exist in some institutions for even the most basic infrastructure. To this end, an activity has been identified to assess the research infrastructure of research institutions in the SADC region, in order to identify expertise and infrastructure which could be utilised amongst network members. In support of this activity, funds have been identified in order to implement and establish the most basic infrastructure required research in water, where needs do exist. Focus Area 2: Human Capacity Development Human Resources must be developed through Master s and Doctoral Degree Programmes, postdoctoral support, internship programmes, academic staff exchange, support for students to study abroad and joint ventures in student training (between higher education institutions engaged with the NEPAD SANWATCE Consortium or otherwise). To this end, NEPAD SANWATCE recognises the role WaterNet, as official programme of SADC Water has to play, and would support joint activities and programme development. Through consultation with SADC Water, and given the existing AMCOW/AMCOST mandate of the NEPAD SANWATCE, the NEPAD SANWATCE would be responsible for the further management and implementation of the Water Research Fund for Southern Africa (WARFSA), a Research and Education Programme of SADC Water as defined in the Regional Strategic Action Plan (RSAPIII) on integrated Water Resource Development P a g e 3
and Management. With the further management of the WARFSA programme by NEPAD SANWATCE, the programme will be rebranded as WARFSA-II The objective is to initially support 27 students at a Master s-level; 18 PhD students and 12 Post-Doc scholarships in the field of water-research throughout the SADC- network of institutions. In addition, 20 research projects; seed funding for 5 proof-of-concept development projects and 2 major collaborative, multi-disciplinary basin wide projects would be supported within the WARFSA 2.0 programme on an annual basis. It is thus anticipated, that over a 10 year period, 270 projects will be supported. Focus Area 3: Outreach through Networking; Conferences and Workshops Through a call for interest by NEPAD and a thorough evaluation, based on specific criteria, the following (initial) members were selected to form part of the NEPAD SANWATCE and to be Water Centres of Excellence to promote the NEPAD objectives: Stellenbosch University (South Africa) as the Hub and Node International Centre for Water Economics and Governance in Africa (Mozambique) - Node University of KwaZulu-Natal (South Africa) - Node University of Western Cape (South Africa) - Node University of Malawi (Malawi) - Node University of Zambia (Zambia) - Node University of Botswana (Botswana) - Node The Council for Scientific and Industrial Research, CSIR (South Africa) Node The objective is to expand the network to include at least one institution per SADC country, in order for the network to be truly representative of the region. This would be undertaken through a workshop being planned for early 2013, inviting Director Generals (DG s) form the different Departments of Water and Science and Technology in the SADC Region, to present and discuss the NEPAD SANWATCE Business Plan. Through the current EC JRC project, specific activities also need to be completed, some of which involve workshops, conferences and engagement with water-sector experts from the region, further establishing the network and its objectives in the region. In addition, the NEPAD Southern African Network of Water Centres of Excellence will actively collaborate with locally and internationally based individuals, groups and institutions that are reputable and knowledgeable in the water sector such as WaterNet, CAP-NET, GWP and others. Equally the NEPAD SANWATCE Consortium will negotiate and help realise national, regional, continental and international partnerships. A bi-annual conference will also be organised with WaterNet, for researchers within the NEPAD SANWATCE to present research and to strengthen networking opportunities. Service rendering: The NEPAD SANWATCE Consortium must provide information, analysis, policy and other services, including informed and Science and Technology advice to government, business, peers and civil society. Information brokerage: The knowledge held by the NEPAD SANWATCE Consortium members will be made accessible by promoting knowledge sharing and knowledge transfer activities. To this end, the NEPAD SANWATCE Consortium will maintain contemporary knowledge in suitable databases and interpret it for the benefit of the relevant end-users and will promote knowledge sharing opportunities regionally, rationally, on the continent and beyond. P a g e 4
Focus Area 4: Strategic partnerships The NEPAD Water Centres of Excellence (NEPAD WCoE) will create a network for institutions that are involved in research and training within the water sector in each SADC country. Such a network would provide the basis for network members to communicate and collaborate in order to build capacity and stimulate innovative research within the water sector on the African continent and beyond. It is therefore the aim of the NEPAD SANWATCE, to identify at least one institution from each of the 15 SADC countries to create critical platforms from where the objectives of the NEPAD SANWATCE can be realized. Such a SADC-representative network of research and high-end capacity development institutions would then be in a position to create smaller or all-inclusive consortiums of institutions, to collaborate on research initiatives, coordinated by the NEPAD SANWATCE hub. In addition, various stakeholders are currently operational within the water-sector in the SADC region. Where applicable and synergies exist to complement each other s activities, strategic partnerships will be established, in order to give effect to the NEPAD SANWATCEs vision to contribute to the improved human and environmental well-being through research and development in water and sanitation. Focus Area 5: Financial Sustainability Currently, the NEPAD SANWATCE is funded with a R6,3 million grant from the South African Department of Science and Technology (SA-DST) for the period 2009-2015. A consortium of some NEPAD SANWATCE members, also have an agreement with the European Commission s Joint Research Centre (EC JRC) to deliver on specific deliverables, with a project budget of 460,603.00. This EC JRC project concludes by the end of June 2013. This funding has sustained the NEPAD SANWATCE activities for 2012. In 2013, the NEPAD SANWATCE was also awarded a project from the African Union with a project budget of 750,000.00, focussing using IWRM best practices to develop Appropriate Capacity and Training for the benefit of Sub-Saharan Africa Water Security [ACT4SSAWS]. The project consists of a consortium of most of the Southern African network members, and also members of the Western African Network of Water Centres of Excellence. Through an extensive workshop-process, the business plan was finalised, highlighting specific activities (as presented in this proposal) and associated costs. In order to sustain the NEPAD SANWATCE secretariat and direct activities identified by the Network for 2013-2015, an amount of US$ 5.03 million is anticipated. In addition, budget requirements for the implementation of the Water Research Fund of Southern Africa (WARFSA-2.0), is budgeted at US$19.52 million for a total of 10 years. Please refer to Annexure II for detail cost breakdown. If funding could be sourced, the programme could commence in 2014 onwards. Thus, in order for the NEPAD SANWATCE to give effect to its mandate, it is imperative that funds are sourced and managed within a framework of good governance practice. Financial reporting, ensuring accountability and transparency will therefore form an integral part of the activities of the initiative. This Business Plan aims to provide a framework for the NEPAD SANWATCE for the time period 2013-2015. P a g e 5
2. BACKGROUND 2.1 Government / Sectoral Policy In September 2000, African countries and the international community adopted the Millennium Development Goals (MDGs) of the United Nations Millennium Summit. African leaders identified water scarcity and related insecurity due to water stress as one of the sources of the continent s underdevelopment and increasing social and economic decline. The first AMCOST, held in Johannesburg in 2003, decided on water S&T to constitute one of the main flagship programmes of NEPAD. Thus, in the framework of the NEPAD, the leaders have committed themselves to ensure sustainable access to safe and adequate clean water supply and sanitation, especially for the poor. They decided that S&T will play an important role in water development, supply and management and that S&T is crucial for assessing, monitoring and ensuring water quality. The flagship programme should strengthen the continent s capabilities to harness and apply S&T to address challenges of securing adequate clean water as well as managing the continent s resources to become a basis for national and regional cooperation and development. On 22 November 2006, the African Ministers responsible for science, technology and water (AMCOST and AMCOW) met in Cairo, Egypt. By resolution, the delegates committed themselves to establishing an African Network of Excellence in Water Sciences and Technology Development. The current member consortium of the Network consists of institutions from five SADC countries, which include South Africa, Mozambique, Malawi, Botswana and Zambia. During a meeting in Johannesburg, 2-3 April 2009, an interim Steering Committee was selected and after an extensive, transparent and fair democratic process it was decided that SU would serve as the Hub for the NEPAD WCoE. This role is in addition to the fact that SU is also a water centre of excellence node. The Ministerial Mandate, as discussed above, provides the NEPAD SANWATCE with the following executive mandate: 1. Facilitate, and where applicable, conduct selective research on water issues; 2. Serve as a Higher Education (PhD; postdoctoral; Staff-Exchange) soundboard to the SADC region on regional water matters; 3. Collaborate with other networks and institutions in specialised areas; 4. Sett the SADC water research agenda; 5. Establish a continental water research agenda which is based on/ derived from the SADC regional water agenda This can be achieved, amongst other means, through one-on-one engagement with AMCOW and AMCOST though the SADC Technical Advisory Committee, in order to observe political direction and engage so as to provide evidence-based research. During the 24 th SADC Water Resource Technical Committee (WRTC) meeting in Lusaka, Zambia, the following was recommended and subsequently ratified by the SADC Ministers of Water: That the NEPAD SANWATCE and WaterNet have agreed amicably to focus on the two areas: capacity building and training (WaterNet) and Research & Technology Transfer (NEPAD SANWATCE) (Section 4.8.4) P a g e 6
Approve the NEPAD SANWATCE Business Plan (Section 5.2.9.7) 2 Approved the proposal for NEPAD SANWATCE to be the implementing agent for the Water Research Fund for Southern Africa (WARFSA 2.0), a programme of SADC Water Division (Section 5.2.9.8) This ratification has formalised the relationship between SADC Water Division and the NEPAD SANWATCE which will enable the NEPAD SANWATCE to: 5. Operationalize and regularly report to SADC in its mandate and progress; 6. Establish strategic partnerships outside and beyond the network. The NEPAD SANWATCE can then play a network brokerage role with like-minded organisations to take information and knowledge beyond the current region to the benefit of the African continent; 7. Leverage resources from the region and 8. In the long term, it is also important to establish the most appropriate legal personnel of the NEPAD SANWATCE Secretariat, with collaboration between NEPAD and SU. 2.2 Features of the Sector current research and capacity development role-players in SADC There are various role-players who provide research and capacity development functions within the SADC region. These role-players typically find their niche within the research and capacity development value (See Figure 2) i. SADC Water Division Regionally the SADC Water Division aims to ensure that water in southern Africa becomes a sustainable resource through the coordinated management, protection and equitable use of its shared waters. It guides the harmonisation of national policies and the implementation of activities by all stakeholders in a region where 70% of the water resources are shared across national boundaries. ii. Waternet Waternet enjoys subsidiary status under the SADC Water Sector. The network s vision is a future in which SADC has the institutional and human capacity to educate and train its own water managers ( ). Today, WaterNet is a regional network of 70 southern African-based university departments, research and training institutes, specialising in water. The network builds regional institutional and human capacity in Integrated Water Resources Management (IWRM) through training, education, research and outreach by harnessing the complementary strengths of member institutions, in the region and elsewhere. Its core activity, since 2003, is a Master s Degree Programme in IWRM. Furthermore, Professional Training Programmes facilitate competency through short courses (in collaboration with SADC Water Division, Cap-Net, and the Global Water Partnership-Southern Africa (GWP-SA)). Additionally, WaterNet s annual symposium, in collaboration with Water Research Fund for Southern Africa (WARFSA) and GWP-SA, has become the key annual event in water research in east and southern Africa over the last 12 years. To date, 12 Symposia with an average of approximately 400 delegates have been presented, with the 13th symposium taking place in Johannesburg, 31 October 2 November 2012. iii. Global Water Partnership Southern Africa The Global Water Partnership's vision is for a water secure world. Its mission is to support the sustainable development and management of water resources at all levels. 2 Version 6.2 of this document P a g e 7
GWP was founded in 1996 by the World Bank, the United Nations Development Programme (UNDP), and the Swedish International Development Cooperation Agency (SIDA) to foster integrated water resource management (IWRM). IWRM is the coordinated development and management of water, land and related resources in order to maximise economic and social welfare without compromising the sustainability of ecosystems and the environment. The network is open to all organisations involved in water resources management: developed and developing country government institutions, agencies of the United Nations, bi- and multi-lateral development banks, professional associations, research institutions, non-governmental organisations, and the private sector. iv. International Water Management Institute The International Water Management Institute (IWMI) is one of 15 international non-profit research centres that focus on food security on behalf poor people in developing countries under the umbrella of the Consultative Group on International Agricultural Research (CGIAR). IMWI itself employs about 350 people in 10 countries and specifically aims at improving the management of land and water resources for food, livelihoods and the environment. Research is the core activity and is organized around four priority themes; water availability and access, productive water use, water quality, health and environment, and water and society. v. Water Research Commission The Water Research Commission (WRC) promotes co-ordination, co-operation and communication in the area of water research and development by establishing water research needs and priorities. It stimulates funding of water research according to identified priority areas. Additionally, the WRC promotes effective transfer of information and technology. vi. vii. Networks, Partnerships, Forums, Knowledge brokers Other networks include Cap-Net which is made up of a partnership of autonomous international, regional and national institutions and networks committed to capacity building in the water sector, especially IWRM and the achievement of the MDGs. The Water Institute of Southern Africa (WISA) is the only professional organisation that represents the whole water sector in Southern Africa. Its purpose is building expertise, sharing of knowledge between members to improve the quality of life. Its main capacity-building and knowledge-sharing arm is ewisa, which relays information through its website. The Water Information Network-South Africa (WIN-SA) is a network of organisations focusing on improving knowledge sharing in the water and sanitation sector, targeting decision makers in the governmental and non-governmental water services sector. Lastly, Africa Portal is an online knowledge resource for policy-related issues on Africa. An undertaking by the Centre for International Governance Innovation (CIGI) and the South African Institute of International Affairs (SAIIA), the Africa Portal offers open access to a suite of features aimed to equip users with research and information on Africa s current policy issues, including water. United Nations Educational, Scientific and Cultural Organization The United Nations (UN) is active in a number of initiatives: The UNESCO s Framework Programme for Research, Education and Training in Water (FETWater) was launched in 2002. It supports IWRM training and capacity building networks in South Africa. FETWater develops training materials, capacity audits, short courses and is developing Master s level IWRM programmes. Furthermore, the UNESCO encourages the UNESCO structure including the Category I & II Centers and Chairs to carry out a joint International Hydrological Programme (IHP), in collaboration with National Commissions and the governments of its 190 Member States. The UNESCO water institutions carry out research, education and capacity building activities in the fields of water, environment and infrastructure. The World Water Assessment Programme (WWAP) is a joint initiative of the 26 UN bodies that constitute UN-Water to P a g e 8
compile the World Water Development Report (WWDR) and monitor freshwater issues in order to provide recommendations, develop case studies, enhance assessment capacity at a national level and inform the decision-making processes. 2.3 Beneficiaries and Parties Involved. Within the AMCOW/AMCOST mandate, as discussed later in this document, the aim is to provide scientific research and capacity building to the benefit of Government and to Society as presented in Figure 1 below. Figure 1: The Trialogue Model (Source: Turton et. al. 2007) The current parties involved are: Stellenbosch University (South Africa) as the Hub and Node International Centre for Water Economics and Governance in Africa (Mozambique) - Node University of KwaZulu-Natal (South Africa) - Node University of Western Cape (South Africa) - Node University of Malawi (Malawi) - Node University of Zambia (Zambia) - Node University of Botswana (Botswana) - Node The Council for Scientific and Industrial Research, CSIR (South Africa) Node Through a call for interest by NEPAD and a thorough evaluation, based on specific criteria, the initial members were selected to form part of the NEPAD Southern African Network of Water Centres of Excellence. It is the objective of the initiative to fully integrate and include at least one institution from each of the 15 SADC countries by the end of 2015. 2.4 Problems to be addressed. One of the major opportunities within the SADC research and capacity development sphere are high quality scientific research outputs at the PhD; postdoctoral and staff exchange level, as indicated in Research and Capacity value chain (Figure 2). This is also in line with the mandate provided by the AMCOW/AMCOST resolution as set out in 2006. P a g e 9
Knowledge brokering Strategic advice Networking Figure 2: Research and capacity development value-chain 2.5 Other Interventions. As indicated earlier in this document, various role-players are currently offering extremely valuable research and capacity offerings within all the other spheres of research and capacity development. The niche for the NEPAD SANWATCE, however, lies with the high level scientific research at a PhD; postdoctoral and staff exchange level. 2.6 Available Documentation. Various water-related scientific papers have been published by research institutions, which could provide scientific resources for future research. From the policy perspective, various strategic publications exist which provide a background and framework from whence activities of the NEPAD SANWATCE can be initiated; to ensure that actions meet the regional and African water research and capacity building needs. These documents include: a) Africa s Science and Technology Consolidated Plan of Action. Published by the NEPAD Office of Science and Technology, 2006 (it is currently being updated). b) Regional Strategic Action Plan on Integrated Water Resource Development and Management (2011-2015) RSAP III. Published by the SADC Secretariat, 2011. c) Climate Change Adaptation in SADC A Strategy for the Water Sector. Published by the SADC Secretariat, 2011. P a g e 10
3. INTERVENTION 5 4 3 2 1 RESULTS CHAIN - DESCRIPTION The RBM Logical ScoreCard SANWATCE Impacts (=Vision) The NEPAD SANWATCE contributes to improved human and environmental well-being through research and development in the water and sanitation sector. Outcomes (= Mission) Improved development, management and utilisation of water resources covering: (i)conservation; (ii) Supply and demand, and (iii) Quality; with equal participation from men and women (gender); Governments and other stakeholders formulate improved water policies based on evidence / research findings provided by SANWATCE; Graduates (PhDs and Master s) are fully engaged in the water sector; and Society makes meaningful progress towards achieving MDG 7. Outputs OUT-1: (i) Available high end research infrastructure are optimally shared via the development of clusters / consortia; (ii) infrastructure of nodes upgraded, building on the strengths of nodes and sites; (iii) Necessary facilities and equipment for specific programmes and initiatives mobilised; (iv) Documentation and manuals, including reports on needs of the water sector published; and (v) Network nodes that are representative of the SADC region are established. [Hardware] OUT-2: (i) Meta-data with a small repository for data and information established, covering e.g. wetlands, groundwater levels and reserves, climate, weather, river flow and services, socio-economic profiles and land use; (ii) Policy advise and briefs to government; science and society produced, including information for near real-time response to natural disasters; (iii) Quality assurance provided for water information and data; (iv) Guidance for optimal utilization for skills provided; (v) Enhanced networking between network nodes provided. [Software]. OUT-3: (i) Improved knowledge; skills and awareness to deal with water issues, including exchanges and collaborative work produced; (ii) High-End Water graduates (PhDs; M.Sc.) produced. [Human ware] Collaboration with WaterNet and implementation of WARFSA 2.0) PERFORMANCE INDICATORS AND/OR SOURCES OF VERIFICATION Human Development Indexes in water and sanitation; and Contributions by SANWATCE are acknowledged by governments, civil society, and the scientific community. Use indicators in line with AMCOW themes Contributions from SANWATCE are acknowledged by governments; Number of PhD and Masters graduates from SANWATCE in senior positions in the water or related sectors; Contributions from SANWATCE are acknowledged by governments / civil society. OD1-1: (i) The number of instances where infrastructure has been shared optimally; (ii) The number of nodes upgraded; (iii) The necessary facilities and equipment for specific programmes and initiatives are in place; (iv) Number of documents published to ISI-standard and internal documents used and refereed to; (v) Number of nodes from at least one of the SADC countries. OD2-1: (i) The existence of a database and the access to it; the existence of meta-data and small functional spatial database; (ii) The number, quality and the acknowledgements of policy briefs produced by the network; (iii) The recognition of the NEPAD SANWATCE as a custodian of specific quality information; (iv) The level of technology transfer that took place; (v) The number of successful network activities and referrals from other networks; OD3: (i) At least 1 effective solution to a water issue; (ii) 45 Master s; 12 postdoctoral PhD; 50 learner links. Projects and programmes are delivered within budget; OUT-4: NEPAD SANWATCE is efficiently and effectively Programmes and projects are executed as planned; managed. Unqualified financial reports Activities(for additional detail, refer to section 3.4 in this document) Catalogue of water-sector expertise in the region; Identify experts in the various water sciences; Mobilisation and leveraging of resources; Expanding the network in a phased manner; Submission of proposals to partners; Communication with partners & widely disseminate information of the NEPAD SANWATCE; Advocate further Governmental Support for the NEPAD SANWATCE; Regular contact with stakeholders in the water sector to foster collaboration through conferences; Joint waterchairs at research institutions with WaterNet; Scholarships. Provide scholarships for PhDs; postdoctoral studies and staff exchanges; Establish and operate a public lecture and seminar series. ACT1-3: Undertake planning, HRM, PR, mobilisation of funding, implementation of programmes and projects; monitor and evaluate (M&E) implementation of DRM interventions. [Management] Inputs / Resources Facilities and materials; Funding from national and international sources; and procedures and methods; Appropriate knowledge and skills of SANWATCE members, staff in government, private sector, civil society and developmental partners. P a g e 11
3.1 Overall Goal The vision of the NEPAD Southern African Network of WCoE is: The NEPAD SANWATCE will contribute to the improved human and environmental well-being through research and development in water and sanitation. 3.2 Project Purpose It is the mission of the NEPAD Southern African Network of WCoE to play an important role in the following outcomes: Improved development, management and utilisation of water resources, covering: (i) Conservation of water, (ii) Supply and demand of water, and (iii) Quality of water. With equal participation from men and women (gender) Governments and other stakeholders formulate improved water policies based on evidence / research findings provided by the NEPAD SANWATCE; Graduates (PhDs and Masters) are fully engaged in the water sector; and Society makes meaningful progress towards achieving MDG 7. 3.3 Results and Outputs Outputs by the NEPAD SANWATCE are categorised within three areas, which include Hardware; Software and Human-ware. These will be linked to Performance Indicators; Activities and budget requirements later in this document. The outputs per category are as follows: 3.3.1 Hardware: (i) Available high end research infrastructure is optimally shared via the development of clusters / consortia; (ii) Infrastructure of nodes upgraded, building on the strengths of nodes and sites; (iii) Necessary facilities and equipment for specific programmes and initiatives mobilised; (iv) Documentation and manuals, including reports on needs of the water sector published; and (v) Network nodes representative of the SADC region are established. 3.3.2 Software: (i) Functional base and a metadata database for basic spatial data and information established (sourced from organizations with a mandate to capture and manage such data), covering e.g. wetlands, groundwater levels and reserves, weather, river flow and services, socio-economic profiles, and land use; (ii) Policy advise and briefs to government; science and society produced; (iii) Quality assurance provided for water information and data; (iv) Guidance for optimal utilization for skills provided; (v) Enhanced networking between network nodes provided. 3.3.3 Human-ware: (i) Improved knowledge; skills and awareness to deal with water issues, including exchanges and collaborative work produced; (ii) High-end water graduates (PhDs; M.Sc.) produced. P a g e 12
(iii) Sustained Post-Doctoral Programme (iv) Staff exchange programmes which allow development of early career academics This can be achieved through collaboration with WaterNet and management of Water Research Fund of Southern Africa -II 3.4 Activities: The following high-end research and capacity development activities have been identified, in order for the NEPAD SANWATCE to be aligned with the strategic water plans on research and capacity development of the SADC region and Africa. It is envisaged that by 2015, activities would be refined to enable nodes to take up the responsibilities of PhD and Post-Doctoral development. Number Activity Category Responsibility of/ Facilitated via 1 Catalogue of high-end research equipment in the SADC region and establish a basic level of research infrastructure where applicable. Hardware Secretariat 2 3 Formation of clusters and consortia to address specific water issues Human-ware Secretariat and / or Nodes Catalogue of water-sector expertise in the region Human-ware Secretariat 4 Put in place a programme of exchange of water-sector staff between higher education and research institutions Human-ware Secretariat 5 Identify experts in the various water sciences Human-ware Secretariat 6 Mobilisation and leveraging of resources Management Secretariat 7 Expanding the network in a phased manner Management Secretariat 8 Submission of proposals to partners Management Secretariat 9 Communication with partners & widely disseminate information of the NEPAD SANWATCE Management Secretariat 10 11 12 Advocate further governmental support for the NEPAD SANWATCE Management Secretariat Collaborate and contribute with water stakeholders in an annual conference Management Secretariat Regular contact with stakeholders in the water sector to foster collaboration Management Secretariat Joint water-chairs at research institutions with 13 WaterNet Management Secretariat 14 Approve and adopt the Business Plan Management Secretariat 15 16 17 18 Establish and finalise a consortium / network agreements as needed Provide scholarships for PhDs; postdoctoral studies and staff exchanges Management Management Secretariat and / or Nodes Secretariat and Nodes Strategic planning of activities of the NEPAD SANWATCE Management Secretariat Advocate; publicise and lobby activities of the network Management Secretariat P a g e 13
19 20 21 Monitor, evaluate and follow-up on utilization of products develop by the network Management Secretariat Institute a system of financial reporting to establish good governance Management Secretariat Organise regular meetings of the Steering Committee; Scientific Advisory Committee and Network members as a Network Assembly Management Secretariat 22 Maintain proper books and accounts of the NEPAD SANWATCE Management Secretariat 23 Ensure proper spending of financial resources Management Secretariat and Nodes 24 25 26 27 28 29 30 Ensure professional development of staff within the Secretariat Management Secretariat and Nodes Provide budgets and forecasts for effective financial management Management Secretariat Establish mechanisms to support external and internal conflict management Management Secretariat Co-ordination of activities of the NEPAD SANWATCE Management Secretariat Update scoping study of water-related needs of AMCOW. SADC to identify research programmes in current themes Software Secretariat Establish and operate a public lecture and seminar series Software Nodes Implement the Water Research Fund of Secretariat and Southern Africa (WARFSA 2.0), a research and Scientific education programme of SADC Water, as Committee identified in the Regional Strategic Action Plan represented by on Integrated Water Resources Development members from and Management (RSAP III) Human-ware Nodes Table 1: Activities of the NEPAD Southern African Network of Water Centres of Excellence (2013-2015) P a g e 14
4. STRATEGIC FOCUS AREAS By focussing of various strategic focus areas, the NEPAD Water Centres of Excellence would be able to focus resources and activities. These strategic focus areas include Research and Development (including Infrastructure) through innovation; Human Capacity Development; Outreach through networking, conferences and workshops Strategic partnerships and Financial sustainability 4.1 Research and development (including infrastructure) through innovation Africa s Science and Technology Consolidated Plan of Action (CPA) puts emphasis on developing an African system of, or network, for scientific research and technological innovation to address challenges of securing and sustaining water. The plan contains the flagship water programme that focuses on water quality and supply, sanitation and water resources management. The CPA s specific research goals, and hence the goals of NEPAD SANWATCE are to: Improve conservation, allocation and utilization of the continent s water resources; Improve the quality and the quantity of water available to rural and urban households; Strengthen national and regional capacities for water resources management and reduce impacts of water related disasters through mitigation strategies, building resilience; and reducing vulnerability; Enlarge the range of technologies for water supply and improve access to affordable quality water. One of the cornerstones in the development of research capacities is in the establishment and maintenance of infrastructure capacities. Fortunately, the SADC Region has research institutions of note, who has established infrastructure and laboratories which can compete with any institution on a global level. On the other hand, a need do exist in some institutions for even the most basic infrastructure. To this end, an activity has been identified to assess the infrastructure of water research institutions in the SADC region, in order to identify expertise and infrastructure which could be utilised amongst network members. In support of this activity, funds have been identified in order to implement and establish the most basic infrastructure required research in water. 4.2 Human Capacity Development Human Resources must be developed through Master s and Doctoral Degree Programmes, postdoctoral support, internship programmes, academic staff exchange, support for students to study abroad and joint ventures in student training (between higher education institutions engaged with the NEPAD SANWATCE Consortium or otherwise). To this end, NEPAD SANWATCE recognises the role WaterNet, as official programme of SADC Water has to play, and would support joint activities and programme development. Through consultation with SADC Water, and given the existing AMCOW/AMCOST mandate of the NEPAD SANWATCE, the NEPAD SANWATCE would be responsible for the further management of the Water Research Fund for Southern Africa (WARFSA), a Research and Education Programme of SADC Water as defined in the Regional Strategic Action Plan (RSAPIII) on integrated Water Resource Development and Management. With the further management of the WARFSA programme by NEPAD SANWATCE, the programme will be rebranded as WARFSA 2.0. P a g e 15
The objective is to initially support 27 students at a Master s-level; 18 PhD students and 12 Post-Doc scholarships in the field of water-research throughout the SADC- network of institutions. 4.3 Outreach through Networking; Conferences and Workshops Through a call for interest by NEPAD and a thorough evaluation, based on specific criteria, the following (initial) members were selected to form part of the NEPAD SANWATCE and to be Water Centres of Excellence to promote the NEPAD objectives: Stellenbosch University (South Africa) as the Hub and Node International Centre for Water Economics and Governance in Africa (Mozambique) - Node University of KwaZulu-Natal (South Africa) - Node University of Western Cape (South Africa) - Node University of Malawi (Malawi) - Node University of Zambia (Zambia) - Node University of Botswana (Botswana) - Node The Council for Scientific and Industrial Research, CSIR (South Africa) Node The objective is to expand the network to include at least one institution per SADC country, in order for the network to be truly representative of the region. This would be undertaken through a workshop being planned for early 2013, inviting Director Generals (DG s) form the different Departments of Water and Science and Technology in the SADC Region, to present and discuss the NEPAD SANWATCE Business Plan. Through the current EC JRC project, specific activities also need to be completed, some of which involve workshops, conferences and engagement with water-sector experts from the region, further establishing the network and its objectives in the region. In addition, the NEPAD Southern African Network of Water Centres of Excellence will actively collaborate with locally and internationally based individuals, groups and institutions that are reputable and knowledgeable in the water sector. Equally the NEPAD SANWATCE Consortium will negotiate and help realise national, regional, continental and international partnerships. A bi-annual conference will also be organised, for researchers within the NEPAD SANWATCE to present research and to strengthen networking opportunities. Service rendering: The NEPAD SANWATCE Consortium must provide information, analysis, policy and other services, including informed and Science and Technology advice to government, business, peers and civil society. Information brokerage: The knowledge held by the NEPAD SANWATCE Consortium members will be made accessible by promoting knowledge sharing and knowledge transfer activities. To this end, the NEPAD SANWATCE Consortium will maintain contemporary knowledge in suitable databases and interpret it for the benefit of the relevant end-users and will promote knowledge sharing opportunities regionally, rationally, on the continent and beyond. 4.4 Strategic partnerships The NEPAD Water Centres of Excellence (NEPAD WCoE) will create a network for institutions that are involved in research and training within the water sector in each SADC country. Such a network would provide the basis for network members to communicate and collaborate in order to build capacity and stimulate innovative research within the water sector on the African continent and beyond. It is therefore the aim of the NEPAD SANWATCE, P a g e 16
to identify at least one institution from each of the 15 SADC countries to create critical platforms from where the objectives of the NEPAD SANWATCE can be realized. Such a SADC-representative network of research and high-end capacity development institutions would then be in a position to create smaller or all-inclusive consortiums of institutions, to collaborate on research initiatives, coordinated by the NEPAD SANWATCE hub. In addition, various stakeholders are currently operational within the water-sector in the SADC region. Where applicable and synergies exist to complement each other s activities, strategic partnerships will be established, in order to give effect to the NEPAD SANWATCEs vision to contribute to the improved human and environmental well-being through research and development in water and sanitation. 4.5 Financial Sustainability Currently, the NEPAD SANWATCE is funded with a R3 million grant from the South African Department of Science and Technology (SA-DST) which concludes on 31 December 2012. A consortium of some NEPAD SANWATCE members, also have an agreement with the European Commission s Joint Research Centre (EC JRC) to deliver on specific deliverables, with a project budget of 460,603.00. This EC JRC project concludes by the end of June 2013. This funding has sustained the NEPAD SANWATCE activities for 2012. In 2013, the NEPAD SANWATCE was also awarded a project from the African Union with a project budget of 750,000.00, focussing using IWRM best practices to develop Appropriate Capacity and Training for the benefit of Sub-Saharan Africa Water Security [ACT4SSAWS]. The project consists of a consortium of most of the Southern African network members, and also members of the Western African Network of Water Centres of Excellence. Through an extensive workshop-process, the business plan was finalised, highlighting specific activities (as presented in this proposal) and associated costs. In order to sustain the activities identified by the Network for 2013-2015, an amount of US$ 5.03 million is anticipated. In addition, budget requirements for the implementation of the Water Research Fund of Southern Africa (WARFSA-2.0), is budgeted at US$19.52 million for a total of 10 years. Please refer to Annexure II for detail cost breakdown. If funding could be sourced, the programme could commence in 2014 onwards. Thus, in order for the NEPAD SANWATCE to give effect to its mandate, it is imperative that funds are sourced and managed within a framework of good governance practice. Financial reporting, ensuring accountability and transparency will therefore form an integral part of the activities of the initiative. P a g e 17
5. ASSUMPTIONS 5.1 Risk and Flexibility A report by the European Union (EU) highlighted the following potential projects risks as part of its proposal to fund activities of the NEPAD WCoE (Author unknown, 2006) initiative worth noting: The WCoE have not enough resources and capacity to implement actions requested (the NEPAD call for proposal would have failed its sustainability objectives). This risk should be mitigated by the identification phase of the WCoE, carried out by NEPAD and IRD. They used a series of parameters of sustainability in selecting the Centres. The Hub fails to perform its mandate. The international donor community or the other development partners do not recognise the WCoE and their role, despite their involvement in the sector. The role of donor coordination forums should mitigate this risk. Particularly as this project is one of the main focuses of the WKM platform. All continental organisations such as the African Union (AU), NEPAD, AMCOW, AMCOST, etc. will not play their continental coordination role, the Centres would anyways keep their regional role. The donor community and the high political level in general, are putting strong emphasis and resources into fostering the leadership role of the AU/AUC and AMCOW. Countries are not committed to the water sector or national dialogues in the water sector. The new role of the WCoE aims to improve the local and regional water capacity, in order to foster commitment, also at the national level through technical cooperation. Further, should the term for hosting a hub be limited to any number of years, a process of succession planning should be developed and implemented, with roles and responsibilities for an existing hub; incoming hub and outgoing hub. P a g e 18
6. IMPLEMENTATION 6.1 Organisation and Procedure The following organisational structure provides a blueprint for the governance structure to the NEPAD SANWATCE 3 : Southern African Network of Water Centres of Excellence (SANWATCE) Nodes (Network Assembly) Reporting to SADC / AMCOW / AMCOST with the assistance of NEPAD Stellenbosch University (South Africa) International Centre for Water Economics and Governance in Africa (Mozambique) University of KwaZulu-Natal (South Africa) University of Western Cape (South Africa) University of Malawi (Malawi) University of Zambia (Zambia) University of Botswana (Botswana) The Council for Scientific and Industrial Research, CSIR (South Africa) Remaining 10 SADC Member States Steering Committee (SC) SANWATCE Secretariat (hub) Programme Manager Scientific Advisory Committee (SAC) Figure 1: Governance Structure 3 Please note that a separate governance structure will be established to manage the WARFSA 2.0 as a project within the NEPAD SANWATCE P a g e 19
6.2 Roles and Responsibilities 6.2.1 SADC 6.2.1.1 Role and Responsibilities of SADC SADC receives the reports as compiled by the Secretariat and presented by the Chairman of the NEPAD SANWATCE Secretariat for input into AMCOW and AMCOST. 6.2.2 Steering Committee (SC) 6.2.2.1 Composition of the Steering Committee The SC will consist of 8 members. In order to facilitate accountability of the SC, the chairman of the SC will be a high-ranking official from the Hub (Stellenbosch University), who will represent the NEPAD SANWATCE at SADC. The chair will be a politically influential person. Members of the SC will hold office for a maximum of 2 years. 6.2.2.2 Role and Responsibilities of the Steering Committee The SC meets twice annually: Typically in November and March. In November, inter alia to consider strategic plans for the forthcoming year and to review the Network Managers performance. Alternatively, the SC may have a special meeting as and when it is necessary to do so. In March (as the Annual General Meeting, AGM), inter alia to consider the annual report, including the audited financial statements, of the Secretariat. At the end of every management period (typically three a year) the Secretariat submits a comprehensive report and the Network Manager is expected to sign a statement of compliance indicating that the Secretariat has been managed in accordance with the Memorandum of Agreement, the Service Level Agreement and in accordance with national laws and the appropriate policies for the given period. Responsibilities of the Steering Committee include the matters set out below. The Steering Committee: 1. Oversees the strategic functioning and fiduciary responsibilities of the NEPAD SANWATCE Network and sets the performance targets of the Secretariat and the Network Manager, as reflected in the Service Level Agreements and Performance Agreement of the Network Manager, respectively. 2. Develops strategic objectives. 3. Provides governance oversight. 4. Assesses projects with other peers; 5. May co-opt additional expertise as required to review and / or monitor specific activities if these are beyond the expertise of the group at that time. 6. Identifies potential partners for activities in the international scientific community; 7. Raises funds. 8. Vets reports and ensures that these are presented to SADC. 9. Represents the interests of the Network assembly. 10. Liaises with the Scientific Advisory Council. 11. Ensures the quality and relevance of the research programs, research related services, capacity building and training activities conducted under the NEPAD SANWATCE auspices. 12. Appoints the staff of the Secretariat 13. Oversees the quality of the publications and dissemination of the activities outputs, as well as ensures that the outputs are communicated to potential users of science-based information. P a g e 20
The SC would delegate functions to the Secretariat for implementation. 6.2.3 Scientific Advisory Committee (SAC) 6.2.3.1 Composition of the Scientific Advisory Committee The SAC will initially consist of 5 members who are invited to become members of the SAC by the SC. The number of members will be determined ad hoc and depend on the issues that might need to be addressed and may vary from time to time. The SAC will typically consist of individuals such as highranking government officials from SADC with knowledge of the water-sector; the WRC; the UNESCO Chair and representative of the private water sector in order to represent government; civil society and science. 6.2.3.2 Role and Responsibilities of the Scientific Advisory Committee The Scientific Advisory Committee meets at least twice a year with the SC. Ad hoc interaction could take place as the need arises. Responsibilities of the SAC are as follows: Provide advice on all aspects of the SC. Provide advice to the SC on research content. Assess projects with other peers and make recommendations to the SC. Provide a regional perspective to the activities of the NEPAD SANWATCE. The SAC may co-opt additional expertise as required to review and / or monitor specific scientific activities, if these are beyond the expertise of the group at that time. 6.2.4 Network Manager The Network Manager is appointed by the SC and implements the activities as delegated by the SC. The Network Manager may assemble sub-committees from members, in order to implement certain activities. 6.2.4.1 Role of the Network Manager The Network Manager has the overall responsibility to manage the network and execute the Business Plan within the Secretariat. 6.2.4.2 Responsibilities of the Network Manager Manage, administer and further the vision, mission and objectives of the NEPAD SANWATCE network; Design a process Calls for Proposals; Design and coordinate processes to monitor the scientific progress and output of projects and make recommendations to the SC regarding changes. Direct the scientific and administrative activities of the NEPAD SANWATCE Network; Implement strategic plans, as well as undertake strategic marketing of the Network; Ensure that Network activities are decentralized to member states in terms of planning and implementation, in order to enhance maximum utilization of resources; Fundraise in order to secure adequate and stable sources of financing, so that the regional network as an organisation becomes self-sustaining financially and able to provide support to the Nodes in the region; Foster and promote entrepreneurial values and skills as an integral part of all programmes being provided; The Network Manager will stimulate interaction (staff exchange, training, use of expensive equipment, etc.) between the Nodes of the Network. Identify and recommend to members opportunities for commercialising research outcomes and potential Intellectual property that will be generated from the project/projects. P a g e 21
Prepare and submit to the SC and NEPAD Agency quarterly and yearly comprehensive action plans and progress reports, financial reports and budget plans; Develop and maintain proper reporting and effective relationship and good communications with partner institutions, as well as stakeholders; Oversee the implementation of the SC resolutions, directives and guidelines; Ensure that the accounts relating to Network funds are audited annually and timely by an authorized and certified auditor; Implement all decisions of the SC; Serve as secretary to the SC. 6.2.5 Secretariat Operating independently of any Node, and accountable to the Steering Committee, the role of the Secretariat is to put the Business Plan into effect and support the activities of the SC; General Assembly and build a subcommittee network, approved by the SC. In terms of personnel, it is proposed that the secretariat consist of a Programme Manager, supported by a general Administration Officer. The secretariat would then also resource the secretariat with Project Manager(s), associated to specific projects which are managed by the secretariat. Programme Manager Administration Officer Project manager (As required) Project manager (As required) Figure 2: Structure of the NEPAD SANWATCE secretariat 6.2.6 Nodes The nodes will consist of reputable institutions in research and training in the water sector within the SADC community. A set of criteria is available to guide the selection of nodes (NEPAD Secretariat, 2006). These criteria include: Institutional identity an identifiable formal or informal organisation with specific values, norms and rules; Existence of and ability to, build and sustain a critical mass of internationally or regionally (African) reputable or recognized scientists and / or engineers, technicians, and technological innovators; An identifiable governance structure with a clear mechanism(s) and hierarchy for making decisions; Demonstrate ability to contribute to human development by adding knowledge to global science or to generate specific products in a national or international economic system; A reasonable measure of stability of operating conditions and funding over a specified period of time; Organisational dynamism in terms of ability to adjust to and influence the external environment or demonstrated the ability of an organisation to renew itself and grow even during hostile external conditions; Institutional articulation largely judged by the organisations networking capabilities, i.e. the ability to forge and sustain productive partnerships with other institutions; and P a g e 22
Relevance an institution s or network s mission, programmes and outputs to sustainable development goals set by country and / or the international community. Through a call for interest by NEPAD the following (initial) members were selected as part of the NEPAD SANWATCE: Stellenbosch University (South Africa) International Centre for Water Economics and Governance in Africa (Mozambique) University of KwaZulu-Natal (South Africa) University of Western Cape (South Africa) University of Malawi (Malawi) University of Zambia (Zambia) University of Botswana (Botswana) The Council for Scientific and Industrial Research, CSIR (South Africa) Through a systematic process institutions from the SADC region will be invited to become members of the network. The objective is to have at least one representative institution from all 15 SADC countries by 2015. The nodes will form a network assembly which will consist of all members. The Network Assembly will convene once a year at the AGM (typically in March of each year). 6.2.6.1 Role of the Nodes As the nodes are located within the respective SADC Member States, these institutions would each be able to: Provide local knowledge and expertise to the NEPAD SANWATCE Network; Act as an operational centre within a specific country or area for the NEPAD SANWATCE Network activities. P a g e 23
6.3 Timetable of Activities 2012 2013 2014 2015 Q3 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 EC JRC project KM2.3 PRODUCE EDUCATIONAL MATERIAL, LINKED WITH AQUAKNOW PLATFORM AND DEVELOPMENT OF COURSES JLP 1.5 FINAL DESIGN OF THE SEMINARS AND TRAININGS JLP 1.6TRAINING/SEMINARS: ZAMBIA; MALAWI; BOTSWANA AND SOUTH AFRICA JLP 1.7 PROCEEDINGS AND FEEDBACK MATERIAL FROM THE TRAININGS/SEMINARS JLP 1.8 AMCOW AND SADC REPORTS KM2.4 INTERNATIONAL WORKSHOP KM 2.5 E-CONFERENCE AND THE PROCEEDINGS OF THE E-CONFERENCE Catalogue of water-sector expertise in the region and establish meta-data with a small repository for data and information Catalogue of expertise in the region Establish basic level of water research infrastructure where required, supported by a implementation plan. Update of scoping study of needs of AMCOW establish meta-data with a small repository for data and information established Put in place a programme of exchange of water-sector staff between higher education and research institutions Mobilisation and leveraging of resources Expanding the network in a phased manner Submission of proposals to partners Communication with partners & Widely disseminate information of the NEPAD SANWATCE Advocate further Governmental Support for the NEPAD SANWATCE Regular contact with stakeholders in the water sector to foster collaboration NEPAD SANWATCE launch conference Collaboration conference Joint water-chairs at research institutions with Waternet Management and inplementation of WARFSA-II Scholarships 9 x M.Sc. 9 x M.Sc. 9 x M.Sc. 6 x PhD 6 x PhD 6 x PhD 4 x Post Doc 4 x Post Doc 4 x Post Doc 2015 to 2016 2015 to 2016 2015 to 2017 2015 to 2016 P a g e 24
6.4 Cost and Financial Plan EXPENSES Table 2: Timetable of Activities 2013 2014 2015 USD USD USD Specific NEPAD SANWATCE Network Activities Catalogue of water-sector expertise in the region and establish meta-data with a small 1 repository for data and information $ 100 000.00 $ 100 000.00 $ 100 000.00 1b Basic laboratory infrastructure development $ 400 000.00 $ 400 000.00 $ 100 000.00 Put in place a programme of exchange of watersector staff between higher education and 2 research institutions $ 35 000.00 $ 35 000.00 $ 35 000.00 3 Mobilisation and leveraging of resources $ 10 000.00 $ 10 000.00 $ 10 000.00 4 Expanding the network in a phased manner $ 10 000.00 $ 10 000.00 $ 10 000.00 5 Submission of proposals to partners $ 10 000.00 $ 10 000.00 $ 10 000.00 Communication with partners & Widely disseminate information of the NEPAD 6 SANWATCE $ 10 000.00 $ 10 000.00 $ 10 000.00 Advocate further Governmental Support for the 7 NEPAD SANWATCE $ 10 000.00 $ 10 000.00 $ 10 000.00 Regular contact with stakeholders in the water 8 sector to foster collaboration 9 NEPAD SANWATCE launch conference $ 250 000.00 10 Collaboration conference $ 50 000.00 $ 50 000.00 Joint water-chairs at research institutions with 11 Waternet $ 10 000.00 $ 10 000.00 $ 10 000.00 12 Scholarships Studentships - Student count: 45 $ 108 000.00 $ 234 000.00 $ 288 000.00 Student running $ 87 000.00 $ 192 000.00 $ 234 000.00 Postdoctoral associates - Student count: 12 $ 88 000.00 $ 176 000.00 $ 176 000.00 SUB-TOTAL $ 1 128 000.00 $ 1 247 000.00 $ 1 043 000.00 Secretariat - Running Costs Salaries incl. leave provision $ 184 284.24 $ 196 466.98 $ 209 624.34 Pursuing of funding costs $ 10 000.00 $ 10 000.00 $ 10 000.00 Conferences and travel $ 49 510.00 $ 50 470.00 $ 53 430.00 Equipment $ 2 860.00 $ 10 431.00 $ 3 450.00 Central hub running $ 34 880.00 $ 38 768.00 $ 42 494.80 EU JRC Subcontracting $ - $ - $ - Contingency/reserve $ 253 753.42 $ 270 013.60 $ 240 499.91 SUB-TOTAL $ 535 287.66 $ 576 149.58 $ 559 499.05 TOTAL $ 1 663 287.66 $ 1 823 149.58 $ 1 602 499.05 NEPAD SANWATCE FUNDING REQUIREMENT $ 1 660 332.70 $ 1 773 149.58 $ 1 602 499.05 WARFSA 2.0 FUNDING REQUIREMENT $ 1 698 150.00 $ 1 813 057.50 TOTAL FUNDING REQUIREMENT (2013-2015) $ 1 660 332.70 $ 3 471 299.58 $ 3 415 556.55 Table 3: Cost and Financial Plan P a g e 25
Funding is required at various programmes and activities in order for the NEPAD SANWATCE to affect its mandate and perform the activities, the budget requirements for 2013-2015 can be summarised as follows: 6.4.1 NEPAD SANWATCE Secretariat and related activities: TOTAL FUNDING REQUIREMENT ZAR (2013-2015) R 50 359 813.25 FUNDING REQUIREMENT USD (2013-2015) $ 5 035 981.33 FUNDING REQUIREMENT EURO (2013-2015) 4 196 651.10 6.4.2 SADC Water Research Fund for Southern Africa (WARFSA 2.0): In addition, an amount of $19 518 492.70 4 is anticipated to fund the (WARFSA 2.0) over a planned 10 year period. If funding could be sourced, the programme could commence in 2014 onwards. 6.5 Special Conditions The NEPAD SANWATCE was established through a resolution adopted by AMCOW and AMCOST which provided the Network with is unique mandate in that it would provide high-end scientific research and capacity development to the benefit of government and society within the SADC region. With the support of NEPAD, high-end scientific research and capacity development can address regional water issues through the SADC Secretariat and further provide input and influence across the African Continent. 4 Please refer to Annexure II for a detail cost breakdown of WARFSA 2.0 over a 10 year period P a g e 26
7. ADMINISTRATION 7.1 Hub or Secretariat The institutional Hub will provide the Network Manager / Secretariat with a physical space and resources in order to perform his / her function. It is proposed that a permanent hub be established. If the hub were to rotate every number of years, a scenario could unfold whereby the Network Manager would also have to rotate which could jeopardise and affect continuity in the management of the NEPAD SANWATCE as a new Network Manager would have to be trained in the intricate details of managing the NEPAD SANWATCE. The Secretariat will consist of at least the Network Manager and a Personal Assistant. 7.2 Management of the Nodes The nodes will be managed by designated representatives of the host organisations and ensure that the organisations remain committed towards the NEPAD SANWATCE Network. Nodes should reflect a suitable regional spread and need not be single physical entities but could also include networks that have already demonstrated the ability to cooperate. 7.3 Interaction between the Hub and the Nodes A group within the hub can also act as a node in their area of expertise. Researchers from the nodes will have access to equipment and human capital that will be available at the Node. The relationship between the nodes and the Hub is mutually reinforcing; with the Nodes providing services that reinforce the Hub so that it can, in turn, reinforce other nodes. This is an interactive process with the SC in an oversight role to ensure that the Hub acts fairly in relation to the nodes and that the nodes, in turn, look outwards and not inwards, so that the regional centres are strengthened and work interactively, co-ordinated by the Hub. 7.4 Node Co-ordinators Researchers from the nodes will have access to equipment and human capital that will be available at the node. Representatives of nodes will be Project Managers on projects which form part of the NEPAD SANWATCE Network. Consortium based research, involving more than one country, will be highly encouraged in the spirit of co-operation and interaction between nodes and within the region as a whole. Participation within the NEPAD SANWATCE Network will be open to all institutions within the SADC region. 7.5 Relationship between the University of Stellenbosch and NEPAD Currently, the University of Stellenbosch supports the Hub by providing physical office space for the Secretariat, so that it can perform the Secretariat duties to the NEPAD SANWATCE Network. In addition, the University of Stellenbosch, as the Hub, will provide Human Resources, Financial Services, Procurement and Legal Services. NEPAD will assist the Secretariat in providing guidance and facilitation for communication towards the SADC Secretariat and AMCOW/AMCOST. 7.6 Relationship between SADC Water and the Water Centres of Excellence As key strategic framework, SADC through its Water Division developed the SADC Regional Water Policy and Strategy, to provide clear direction in the management of the regional water resources. In addition, the Regional Strategic Action Plan on Integrated Water Resources Development and Management (RSAP III) which serves as a work plan to guide the development and implementation of activities in the SADC water sector for the five years from 2011-2015. P a g e 27
As part of the RSAP III, Programme 5 makes provision for Research and Education priority interventions, and identifies: 1) WaterNet as a network of universities, research and training centres to strengthen and build individual, organizational and institutional capacities on IWRM. To this effect, the NEPAD SANWATCE will collaborate and jointly plan activities with WaterNet, in order to achieve the SADC Water division objectives 2) Water Research Fund for Southern Africa. The Water Research Fund for Southern Africa (WARFSA) was established as a SADC associated project in February 1999 with the purpose of building research capacity among regional institutions and individuals, as well as to promote the utilization of research results to support the practice and understanding of the concept of Integrated Water Resource Management (IWRM) in the sub-region. Phase I came to an end in June 2002. The second Phase of WARFSA began in August 2002 and ran up to June 2005. WARFSA Phase III runs from July 2005 to June 2010 and is building on the lessons learnt from WARFSA phases I and II. Hence the focus will be on utilization of results and addressing of social and cross cutting issues as well as equity. Following the completion of WARFSA Phase III, SADC Water Division made a request to the NEPAD SANWATCE), to manage and implement the WARFSA programme. Since a new implementing agent has been appointed, it was felt that a new identity is required, and subsequently, reference would be made to the fund as WARFSA 2.0. WARFSA 2.0 will be is managed through a set of Statutes and Guidelines, which serve as a reference and guide to funding agencies, the Managing Agency, Applying Institutions and the governance bodies of WARFSA. These documents have undergone several revisions in order to incorporate the changing context and environment. In managing WARFSA 2.0, the guiding principles are: Timely response to funding requests Simplicity of application procedure Contribution to capacity building Transparency and clarity of selection criteria Equity in terms of support to nationals and institutions of different SADC countries Adherence to quality and efficiency in achieving deliverables 7.7 Relationship between AU/NEPAD and the Water Centres of Excellence The African Union/NEPAD sees that it has an important role in S&T policy on the continent, including its advocacy role with African governments on the importance of their investing national resources in science and technology, including in the applications of water sciences. AU/NEPAD is providing a platform on which the NEPAD SANWATCE Network has been launched. The network will consist of institutions/organisations that are based in the SADC region. AU/NEPAD shall provide policy guidelines. AU/NEPAD shall assist the regional networks in mobilising political and financial support and awareness creation to policy and decision-makers amongst African governments and with international partners. The AU/NEPAD has published a Comprehensive Plan of Action for Science and Technology (2008; 2013). Within this overall framework lies the new AU/NEPAD strategy for the development and establishment of Centres of Excellence in Water Sciences and Development (Programme 6). P a g e 28
7.8 Process for Soliciting and Reviewing Project Proposals The following process will be followed in order to solicit and select proposals (based on SANBio Secretariat, n.d.): Calls for project proposals should be made public by the NEPAD SANWATCE Network Manager after clearance from the SC and the SAC. Calls should preferably be open and have a fixed closing date. A two stage proposal is recommended, consisting of a short (10pp) pre-proposal to which a go/no go decision will be given. Once the green light has been granted the full proposal will be submitted. Proposals should be submitted to the NEPAD SANWATCE Network Manager who will then submit the proposals for peer review. Templates will be provided to applicants to prior to their submitting of proposals. Project proposals will be based on the thematic areas outlined above and approved by the SAC. Projects should focus on challenges in the region Projects should focus on cross-border problems with a minimum number of partner countries (e.g. at least four) and be in accordance with the countries own research strategies. Selected projects will be shortlisted and announced timely. 7.9 Process for Preparing Project Proposals The NEPAD SANWATCE Network will provide a good framework for regional cooperation where all the accepted projects will have at least four partners from the southern African region as this will strengthen the proposal. In such a case a consortium will be established. The Network Manager will play a co-ordinating role in all proposals. Proposals will also be submitted under the banner of The NEPAD SANWATCE to strengthen the proposals, given the AMCOW/AMCOST mandate. If the SU (as the Hub) is not the leading institution, an institution will be selected from and by the consortium as the leading institution. The Secretariat may also provide a project management role, should a consortium ask for assistance. Partner countries should play a significant role in the project. Funding would then be appropriately disbursed between the partner countries. The distribution would be overseen by the Hub and the parties who have submitted the proposal. In addition, to the regional projects there will be cross cutting projects that will involve networks on the continent. These Africa-wide projects should be encouraged by the NEPAD S&T and supported by the regional secretariats. Once a call for expression of interest has been received, the Secretariat will use the NEPAD SANWATCE Network and other sources to communicate funding opportunities. Participation in the expression of interest will be at own cost and risk to the different consortium members. P a g e 29
8. PHYSICAL FACILITIES The NEPAD SANWATCE Network will function on the basis of a central Secretariat, hosted by a hub, with decentralised nodes which are responsible to operate and maintain their own individual facilities. 8.1 Hub The hub is currently located at the University of Stellenbosch which provides the Network Manager and assistant with the physical office space and administrative support, in order to fulfil the activities as required by the Secretariat. 8.2 NEPAD SANWATCE Nodes Within each of the different SADC Member States at least one Node will be identified, based on certain criteria as set in this document (see above). The identified institutions will provide the physical space for the activities of the NEPAD SANWATCE node representative and will provide the administrative support to the NEPAD SANWATCE node representative. 9. MARKETING The aims of the NEPAD SANWATCE must be communicated widely to ensure its long-term impact and success. A strong outreach programme will be required to advertise the importance of the nodes and the activities and projects in which they are involved. The communications plan will address the following groups: Political supporters in regional government, the AU and NEPAD; Current and potential donors; Research organisations; Existing and potential international collaborating agencies; The private sector; Policy-makers; Opinion forming non-governmental organisations (NGOs); and The general public. Other strategies will include: Conducting public awareness workshops on water science and water science activities. Conducting interactive radio and television programmes. Sensitising the media personnel. Developing regional water science activities. If the NEPAD SANWATCE network is successful in marketing itself the network will be known as: A professional African network for the water sector; Broad in scope having all key areas represented in membership or through partnerships; SADC inclusive membership from across the southern African region; Connected perceived to be connected with its own and other constituencies; A leader the intellectual leader in selected areas; Comprised of Leaders - top scientists, technologists, and practitioners; A platform for innovators - ready to tackle emerging issues threats or ideas; Well known within the world of water professionals and beyond; Media savvy comfortable with the media; Visible - in all key SADC forums; The following activities will be undertaken in order to market the NEPAD SANWATCE Network. P a g e 30
A website on for the NEPAD SANWATCE network is currently operational and accessible at www.nepadwatercoe.org. E-Newsletters will also be produced and circulated on a bi-monthly basis to registered users. Flyers of the activities of the NEPAD SANWATCE Network should also be made. Posters on the NEPAD SANWATCE should be presented by the node members at conferences and workshops. The NEPAD SANWATCE should have a presence at all relevant conferences. The NEPAD SANWATCE should develop a strong external communications plan that describes its programmes and research priorities so that potential partnering scientists and organisations know what is being done and what the opportunities for collaboration are. 10. FACTORS FOR SUSTAINABILITY 10.1 Business Plan Support During a 3-day regional workshop consisting of influential regional research and capacity development experts the content of the 2013-2015 NEPAD SANWATCE Business Plan was developed and agreed upon. This forms the basis for activities and interventions in high-end scientific research and capacity through the NEPAD SANWATCE. During the meeting current members and stakeholders such as NEPAD and SA DST expressed their satisfaction and support for the initiative, with the objective to solicit further buy-in from other SADC governments through inter-ministerial dialogue. 10.2 Appropriate Technology The required technology exists for the foreseeable actions to be undertaken within this Business Plan. 10.3 Environmental Protection The essence of the NEPAD SANWATCE is high-end research and capacity development projects/activities, specifically in the water and related sectors. Quality research through the network can also contribute towards better environmental protection. 10.4 Socio-cultural Aspects/Woman in Development As the NEPAD SANWATCE is a network with an aim of including at least one research and capacity development institution per SADC country, such a platform will form the basis for indigenous knowledge sharing and capacity development to be undertaken, through staff exchanges and knowledge sharing. 10.5 Management Capacity Since its inception, the NEPAD SANWATCE has operated a Secretariat through the appointed hub, being the SU. As the Hub, SU provides resource support in terms of staff, infrastructure and financial systems, in order for the Secretariat to perform its functions effectively. The hub appointed a Network Manager to give effect to the current activities of the Network. Further, as an illustration of good financial governance, it can be mentioned that the SA-DST undertook a financial audit in 2011 of initial seed-funding, as provided by the DST, resulting in an unqualified audit. 10.6 Economic and Financial Analysis Currently, the NEPAD SANWATCE is funded with a R3 million grant by the SA-DST which concludes on 31 March 2013. A consortium consisting of most of the initial NEPAD SANWATCE Network members also have an agreement with the EC JRC to deliver on specific deliverables, with a project budget of 460,603.00. This EC JRC project concludes by mid-2013. P a g e 31
In order for the NEPAD SANWATCE to give effect to its mandate, it is imperative that funds are sourced and managed within a framework of good governance. Financial reporting will form an integral part of the activities of the initiative. Private and public funding should be encouraged to finance the activities of the NEPAD SANWATCE Network. The funding would focus on the financing of the Secretariat and Network activities initiated by the Hub and further, to finance activities within the nodes which would be aimed at the objectives as outlined in this document. The NEPAD SANWATCE would also engage in project calls from various organisations which would include the EU, the AU, USAID, the Bill and Melinda Gates Foundation; AusAID; UK-DFID and others. 11. MONITORING AND EVALUATION 11.1 Monitoring Indicators As indicated in the scorecard on page 11 of this document, performance indicators have been established for the various impacts, outcomes and outputs of the NEPAD SANWATCE. Activities have been formalised in an Operational Plan and will be updated as the initiative progresses. As part of the governance of the project, a SAC has also been established with a SAC which will meet about twice annually. 11.2 Review and Evaluation All projects and activities of the NEPAD SANWATCE will be reviewed and evaluated in terms of performance indicators as set out in this document. During the SC meetings, activities of the NEPAD SANWATCE will be presented by the Secretariat and reviewed and evaluated based on said Performance Indicators. During the AGM reports on activities will be submitted which will be available to the General Assembly of Nodes. P a g e 32
12. REFERENCES Ambali, P. A. (n.d.). Establishment of the Southern Africa Water Sciences Network and Designation of the hub of the network. Pretoria, South Africa: NEPAD Office of Science and Technology. Author unknown. (2006). ACTION FICHE FOR AFRICAN CENTRES OF EXCELLENCE IN THE WATER SECTOR. CIB. (2011). DST-NRF CENTRE OF EXCELLENCE FOR INVASION BIOLOGY; STRATEGIC PLAN 2012-2014. Stellenbosch and Pretoria, South Africa. EC JRC. (2009). NEPAD Southern African Water Centres of Excellence - Technical Specifications. Ispra, Italy. Mjwara, P. (n.d.). SUPPORT FOR THE ESTABLISHMENT OF THE SOUTHERN AFRICAN NETWORK FOR WATER SCIENCES CENTRES OF EXCELLENCE (SA WATER CoE). Pretoria, South Africa. NEPAD Secretariat, N. (2006). Criteria and Guidelines for Establishing African Networks of Centres of Excellence in Science and Technology. Addis Ababa, Ethiopia. NEPAD WCoE Secretariat, N. Wc. (2009a). Minutes of the Interim Steering Committee meeting held at Stellenbosch, South Africa on 13 November 2009. NEPAD WCoE Secretariat, N. Wc. (2009b). Support for the Southern African Network for Water Centres of Excellence. Stellenbosch, South Africa. SANBio Secretariat, Sanb. (n.d.). South African Network for Biosciences (SANBio) Business Plan 2001-2011. Pretoria. SANWATCE Sub-committee. (2010). NEPAD Strategic Plan Session. Stellenbosch, South Africa. Southern African Development Community: About SADC. (2012). Retrieved January 13, 2012, from http://www.sadc.int/english/about-sadc/ P a g e 33
13. Annexure I - Extract of the SADC Water Resources Technical Meeting, Lusaka (May 2013). Subsequently ratified by the SADC Ministers of Water P a g e 34
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