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2. DWA CONSOLIDATED REPORT ON THE PERFORMANCE OF THE INKOMATI AND BREEDE- OVERBERG CATCHMENT MANAGEMENT AGENCIES 2011/12 FINANCIAL YEAR

3. PURPOSE The purpose of this presentation is to provide a consolidated strategic overview of the performance of the Inkomati and Breede-Overberg Catchment Management Agencies for the 2011-2012 financial year both from an institutional performance and financial performance perspective.

4. OVERVIEW OF CATCMENT MANAGEMENT AGENCIES (CMAs) The National Water Act, Act 36 of (1998) (NWA), mandates the Minister of Water and Environmental Affairs to establish Catchment Management Agencies (CMAs) for the management of water resources at the catchment level. In March 2012, the Minister of Water and Environmental Affairs approved the establishment of nine CMAs in nine water management areas and those have been gazetted for public comments. The Breede-Overberg CMA in the Western Cape and the Inkomati CMA in Mpumalanga Province are the two operational CMAs in the country.

5. OVERVIEW OF CMAS (Continued) Catchment Management Agencies (CMAs) are state owned entities established in terms of Chapter 7 of the NWA. The purpose of CMAs is to delegate water resource management to the regional or catchment level and to involve local communities in the decision-making processes. The intention is for water resource management to:-  meet the basic human needs of present and future generations,  promote equitable access to water,  redress the results of past racial and gender discrimination, and  Facilitate social and economic development.

6. OVERVIEW OF CMAS (Continued) The initial role of a CMA as articulated in the NWA is:  managing water resources in a Water Management Area,  co-ordinating the functions of other institutions involved in water related matters and  involving local communities in water resource management. In order to perform these functions, the CMA has some inherent powers in terms of the NWA:  the powers of a natural person of full capacity (Section 79(1)  a range of powers related to planning and conducting the routine administrative and organisational business of the CMA (Schedule 4)  powers to make and recover charges in terms of the Minister’s pricing strategy for water use charges to cover their costs (Section 84(1)  additional powers in terms of the NWA can be formally delegated to a CMA by the Minister

7. OVERVIEW OF CMAS (Continued) The Breede-Overberg CMA The Breede-Overberg Water Management Area (WMA) is situated in the south-west corner of South Africa. While, it derives its name from the largest river within its boundaries, namely the Breede River, a significant portion of the WMA consists of the rivers of the Overberg. The following diagram illustrates the Breede-Overberg WMA.

8. GOVERNANCE Strategic Intent Statement Vision and objectives as outlined in the National Water Resources Strategy 2. Shareholder Compact Minister and conclude a shareholder compact annually (Treasury Regulation 29.2) (Not applicable to CMAs) Documents the mandated key performance measures and indicators to be attained by the CMASs in delivering the desired outcomes and objectives as agreed between the Board and the Minister. Corporate Plan CMASs submit corporate plans and budgets annually to Minister and National Treasury at least one month before the start of financial year (PFMA Sec 52). Ccorporate plan must contain implementation details to attain the key performance measures and indicators outlined in shareholder compact and desired outcomes and objectives outlined in the strategic intent statement.

9. NWRI WB 2+1 WB 2+1 WB 3 WB 3 Reporting and governance CMA 9 CMA 2 CMA 1 Water board 3 TCTA Minister DWA Institutional oversight (national & regional) DWA Institutional oversight (national & regional) Parliament Public institutions report to the public and Parliament through Annual Reports and Annual Financial Statements and to the Department with quarterly performance reports WRC Minister appoints boards; approves shareholder compact Portfolio Committee reviews reports and plans (hearings, visits) (1) Oversee institutional establishment ; (2) Oversee governance (manage board appointment processes, training etc.); (3) Oversee shareholder compact ; (4) Oversee business plans, quarterly performance reports and financial statements etc. (1) Oversee institutional establishment ; (2) Oversee governance (manage board appointment processes, training etc.); (3) Oversee shareholder compact ; (4) Oversee business plans, quarterly performance reports and financial statements etc. 279 WUAs &Irrigation Boards GOVERNANCE

11. OVERVIEW OF CMAS (Continued) The Inkomati CMA The following diagram illustrates the boundaries of the Inkomati WMA which is situated in the Mpumalanga Province of South Africa and shares boarders with both Mozambique and Swaziland

13. CMAS PERFORMANCE CMASBUDGET R ACTUAL EXPENDITURE R ICMA35,354,56327,514,762 BOCMA18 093 250 16 223 101 Both CMA received unqualified audits with no matters of emphasis.

14. BOCMA PERFORMANCE The BOCMA highlighted the following achievements for the year: The approval from the Minister for gazetting the Catchment Management Strategy for public comments. Establishing the institution as the centre of water resources management in its area of operation. Transforming two Irrigation Boards to Water User Associations. Commenced with verification of water use in priority catchments of the BOCMA area. Access to Water Authorization and Registration Management System (WARMS) to ensure correctness of water registration and billing.

15. BOCMA PERFORMANCE( Continued) Conducted126 Control and Compliance inspections, which is 200% more inspections than planned. The BOCMA evaluated 204 rezoning/land use application, which exceeded the expected number of rezoning with 46%. During National Water Week ±4000 children and teachers were reached and made aware of the Water Cycle and their role in water resource management. Received an unqualified audit.

16. BOCMA PERFORMANCE( Continued) Statutory compliance The BOCMA complied with all statutory reporting requirements during the review period. Strategic challenges The approval of the establishment of nine CMAs implies that the BOCMA water management area will have to be re-aligned and incorporated with the Gouritz water management area into a larger Breede Gouritz CMA..

17. BOCMA PERFORMANCE( Continued) Key initiatives and support The water management area boundaries have been formally gazette for public comments for a period of 90 days and a national implementation plan for the establishment and roll-out of the CMAs is being implemented.

18. ICMA PERFORMANCE The ICMA highlighted the following achievements for the year: Submission of Revised 5-year Strategic Plan and Budget and the Annual Performance Plan in line with new treasury guidelines in January 2012 following the prescribed timeframes. Institutional Realignment - The Inkomati-Usutu CMA Business Case has been drafted and stakeholders consulted. Good Governance - Received an unqualified audit. The approval from the Minister for gazetting the Catchment Management Strategy for public comments Approval by the Governing Board of a new Remuneration Strategy and organisational Structure

19. ICMA PERFORMANCE (Continued) Completed a high resolution land cover classification of the entire Inkomati WMA in support of the validation and verification project. Installed 34 real time water flow data loggers and 15 real time data loggers throughout the Inkomati WMA in support of river operations. A Water Resources Information management Dashboard has also been successfully installed that will enable stakeholders to access all water resources operational data. Completed the first phase of the project to install water meters in the middle Komati River between Mananga and Carolina. 27 pollution incidents were attended to and satisfactorily remedied.

20. ICMA PERFORMANCE (Continued) Statutory compliance The ICMA complied with all statutory reporting requirements during the review period. Strategic challenges The approval of the establishment of nine CMAs implies that the ICMA water management area will have to be re-aligned and incorporated with the Usutu water management area into a larger Inkomati-Usutu CMA

21. ICMA PERFORMANCE (Continued) Key initiatives and support The water management area boundaries have been formally gazette for public comments for a period of 90 days and a national implementation plan for the establishment and roll-out of the CMAs is being implemented

22. SUMMARY & CONCLUSION The BOCMA and the ICMA have made significant and effective strides in positioning the entities to fulfil the mandate of protecting, using, conserving, managing and controlling water resources in and equitable and sustainable manner while appropriately involving all stakeholders in their WMA. Key strategic challenges of skills and capacity building are being addressed and overall the performance over the reporting period has been satisfactory.

23. THANK YOU !!!!