Geneva, 10 – 11 December

VII. Rationale and Funding Proposals for Round Table Consideration

This last section now turns to possible areas of renewed or future collaboration in the water sector between SADC and her development partners.  For SADC, the obvious point of departure is the Regional Strategic Action Plan, briefly described above, which lays out the objectives and priorities for SADC with regard to water resources development and management.  At the same time, SADC is certainly aware that the international donor community has already generously supported the water sector in the region, either directly, through bilateral agreements with individual SADC member-states, or through various regional mechanisms which supported more than two SADC countries.  The projects and activities described in section four above  as well as those set out in further detail in  Annex 5, are representative of only a small fraction of the support received by SADC countries over the last several years.

In looking to additional international support, SADC recognises that each co-operating partner has different mechanisms and criteria for providing assistance.  For purposes of regional activities, affecting SADC governments, in the context of the RTC, this may include: (i) assistance directed specifically at and through SADC institutions for the water sector; (ii) assistance directed to other regional or sub-regional entities (such as river basin authorities) in which SADC member-states are a party; and (iii) assistance provided to agencies or institutions within a member-state which includes components that, likewise, provide support or training to institutions or individuals from other SADC countries.  It should be emphasised that the funding proposals presented herein are not just for SADC institutions, but equally for the other two categories of assistance.  Conversely, project proposals of a purely national scope have been excluded from consideration, as was stressed in earlier sections of this document.

Another  point to underscore is that, as a first step, the focus of the proposals is, like that of the Strategic Action Plan itself, on addressing the institutional and managerial capacity for improved water resources development and management in an equitable and sustainable manner, not on infrastructural projects, as such, for the supply and utilisation of water.  It is SADC's view that these institutional and capacity issues are the major challenge of a truly regional and integrated approach to water resources development and management at hand.  The foundation for the necessary water infrastructure required to meet increased demand in the coming years must be built on the bedrock of strong institutional, policy and human capacities.  SADC, like the international donor community, recognises that virtually all infrastructural project must be preceded by sound economic, environmental and social analysis and be part of a larger institutional and legal-regulatory framework which optimises the infrastructure's social, environmental and economic outcomes.

The proposals presented here to the RTC have been grouped according to the seven strategic objectives found in the Regional Strategic Action Plan.  More broadly, the proposals fall within one of three categories:

i.ongoing regional programmes, for which there are current or foreseeable gaps;

ii. capacity building initiatives aimed at overcoming the limitations in policy,legal, data, and stakeholder analysis and involvement; and

iii.strategic studies or 'pre-investment' exercises designed to improve the region's project formulation and appraisal capabilities.

A total of US$123.013 million is required, as shown in Table 2 below and in the more detailed breakdown of project proposals found in Annex 3.  Of this amount, US$ 11.183 million -- or 10 percent – will be SADC’s counterpart funding.  It should be emphasised that the total amount represents only a preliminary estimate of the funding needed for each identified project activity.  More accurate funding parameters would obviously be developed as each project is fully appraised by interested development partners.  Finally, it will be noticed that most of the proposals lend themselves to grant assistance, as opposed to loans or credits. Furthermore, Annex 5 presents  a summary of regional donor activities in the water sector  in Southern Africa to highlight committed or planned efforts in relation to the interventions proposed for the consideration of the Round Table Conference.

Two observations are in order regarding the project proposals.  First, a number of the project proposals are aimed at establishing regional "guidelines" for various water policy issues, with the assumption that these projects should begin in the very near term.  Upon their completion, the guidelines would then serve to help member-states and various regional initiatives in subsequent downstream activities involving water resources development and management.  For example, US$40 million is being sought to assist the eight SADC member-states that do not have national water sector strategies, although the preparation  and implementation of these national water policy strategies would not be expected to reach full speed until after the respective regional guidelines have been completed (see the third priority area).  The guidelines completed in 1999-2000 could thus contribute to the preparation of the national strategies and improve the harmonisation of water policy amongst member states.

The second observation concerns the importance attached to the Water Sector Co-ordination Unit (WSCU).  Many of the proposals call for the WSCU to serve as lead or oversight institution for many of the projects.  In order to carry out its responsibility, the Unit will clearly need considerable strengthening of its managerial and technical capacities. Additional funding support is certainly required, as noted in Annex 3, but SADC would, likewise, welcome, as part of any support to the Unit, priority being given to a management and technical audit of how best the Unit should be organised to meet its expanded duties and responsibilities.

It should be noted that  the WSCU does not intend to implement  all such projects.  Rather it will play a lead role in identifying the implementing agencies, concentrating instead on monitoring and coordinating activities, in line with its mandate.

Table 2. 

Summary of Priority Funding Areas

(US $)

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