DEVELOPMENT OF A STRATEGIC NATURAL RESOURCE MANAGEMENT PLAN FOR KWAZULU-NATAL
Project Inception Workshop23 July 2015
Institute of Natural Resources, Pietermaritzburg
Project Presentation
WORKSHOP OBJECTIVES
1. Obtain key stakeholder buy in and inputs to the project design and outcomes. Approach. Other processes/initiatives to be considered. Other stakeholders to be involved. Structure and detail of the outputs.
2. Refine if necessary the structure and focus of Thursday’s workshop.
PROJECT MOTIVATIONNRM CURRENT CONTEXT
Move from programmatic approach to a more cohesive & coordinated approach in developing and leading an NRM sector.
Annual budget of R1.8 Billion – but significantly higher demand (approx R12 billion).
Budget shortfall demands increased partnership and investment from the PVT sector - this requires: Clearly show benefits (economic & ecological). Efficiency demanded by Pvt sector.
PROJECT MOTIVATION
Spotlight on NRM Major element of Green Economy to be built on. Potential to assist in water security given national crisis.
Need to Prove ‘Ecological Infrastructure’ Concept Job creation benefits adequate to secure finance in past – now need to
prove ecological benefits. Application for SIP 19. Test cases for EI protecting built infrastructure – R40 million invested in
Ntebelanga Catchment. Longer term view.
NRM SHIFT - Towards integration
Research contracts.
MAREP forums.
Institutional Review – inform how programme structure may change. .
NRM Tender Issued - Overall Review of Programmes (3 year)
Outcomes Based Objectives (SMART Goals)
E.g. Wfor Wetlands: ‘with a 30 % improvement in the regulation of seasonal flows, reduction of
river siltation, and rehabilitation of wetland biodiversity”.
Focus on outcomes NOT just outputs - emphasizes the need for long term M&E of ecological
benefits.
Regional catchment test cases for change – Ntabelanga/Medupi/uMngeni.
PROJECT MOTIVATION
LEGAL REFORM/Compliance
Compliance with Existing Laws
Ongoing challenges of existing EIA, WULA etc.
Compliance with New Legislation
Alien invasive species management regulations.
PROJECT MOTIVATION
KZN - PRIORITY PROVINCE
Unique – Significant provincial investment.
Alien invasive hotspot.
‘Wet’ province - High rainfall, NB catchment areas, extensive wetlands with high % loss.
Socio-economic priority - High Population Density, large rural population with limited employment opportunities, High unemployment.
High Biodiversity Value - 2 world heritage sites, Many PAs, all supporting tourism sector.
Agricultural Priority – Timber, Dairy, Sugar Cane
PROJECT MOTIVATION
KZN – HISTORY & CHALLENGES
Organisations working in silo’s with no effective mechanisms for planning and strategizing.
Original agreements between DEA NRM and IASP for co-ordination fallen away.
Duplication of effort spatially and no coordinated reporting.
Organisations having different objectives and mandates.
Priority projects such as Protected areas don’t have enough funding to reach maintenance levels.
Challenges with funding allocations and funding prioritisation within KZN has resulted in approximately 60 000ha reverting back to initial clearing.
PROJECT MOTIVATION
PROJECT TIMING
Part of adaptive management cycle .
Timing is good given Context described. 2006 was last provincial strategy
PROJECT MOTIVATION
SUMMARY
It is a an exciting period of change for NRM in SA as a whole.
KZN has the opportunity to lead the way in terms of co-ordinated planning at provincial scale.
INR excited to be involved & hope to assist in achieving meaningful, supportive and useable strategy.
PROJECT OVERVIEW
AimOptimise government expenditure on NRM in KwaZulu-Natal and thereby also the social and ecological benefits through the development of a 5 year strategic plan that coordinates the operations of all NRM agencies across the province”
Requirements Focus - provincial priorities, but cognizant of national context. Inclusive – involve all NRM agencies and role players. Supportive – of mandates. Understanding – of restrictions and limitations. Build - on success. Legal - compliant. Useable – relevant and practical. Bold & innovative – embrace change.
GUIDING PRINCIPLES
No change simply for the purpose change – must be justified.
There are various initiatives driving broader change.
Starting point – is improve on existing structures, process etc. reduce inefficiencies, improve efficacy i.t.o. priorities and establish incentive to all involved to implement the strategy.
Cover full life cycle – Planning, implementation, M&E.
PROJECT OVERVIEW
PHASE I - FOUNDATIONAim
Introduce and gain support for the project. Establish an baseline understanding of all NRM programmes. Establish agreed provincial priorities.
Activities Collate and review existing information. Integrated stakeholder workshop.
PROJECT OVERVIEWPHASE II - DETAILED ANALYSIS
Aim Understand in detail the focus, structures, operational procedures, processes,
capacity of each programme/roleplayer. Mandate – Issues, challenges & potential solutions Co-ordinated view of NRM activities, actions and associated options for
improved efficiency and effectiveness – maps, organograms, budgets - represented spatially against agreed priorities.
Activities One on one meetings - informed by understanding developed in phase 1. Collation of all information to develop consolidated overview of NRMin
Province. Detailed analysis of consolidated information. Summary document documenting holistic view for KZN and leverage points for
improvement to meet priorities.
PHASE III - STRATEGY DEVELOPMENTAim
Develop KZN NRM Strategy
Activities Develop draft strategy through ongoing engagement with roleplayers. Present and workshop Draft Strategy Finalize strategy.
PHASE TIMINGPhase 1 – Foundation 13 July
Phase 2 – Detailed Analysis
Stakeholder interviews and Data Gathering 31 Aug
Analysis 15 Sep
Present initial findings to NRM 30 Sep
Phase 3 – Strategy Development
Draft strategic plan 20 Oct
2nd Integrated Workshop 15 Nov
Final Strategic Plan 31 Dec
IMPLEMENTATION PLANDefines who works where, how and when?
STRATEGY1. Context – Intro and motivation.2. Aims – Aligned to broader context and particularly KZN priorities.3. Objectives – Supporting aim.4. Goals - (SMART - Specific, Measurable, Assignable, Realistic, and Time-bound)
Communication PlanFor ensuring effective co-
ordination, advocacy
Mechanisms to Support Institutional
ArrangementsMOU/As
Institutional ArrangementsFor ensuring effective co-ordination
Data ManagementSpatial and data
management systems
Reporting Spatial and data
management systems
MONITORING AND EVALUATIONTo inform adaptive management.
Indicators, Responsibilities etc