Policy brief Botswana's agriculture and water resources May 2015

This is the fourth policy brief in a series, which is based on the results of Botswana’s recent water accounting efforts carried out by Department of Water Affairs (DWA) and Centre for Applied research (CAR). Earlier policy briefs dealt with ‘scarcity of water resources’ (2013), ‘water and the mining sector’ (2014) and ‘water and irrigation’ (2014). This policy brief on agriculture covers both the livestock and irrigation sectors. Dryland crop production is not covered as it does not abstract water from the environment for the economy

Managing rural groundwater supplies

The paper documents the experiences of a project funded by the Government of Norway (NORAD Programme) and managed by the South African Department of Water Affairs and Forestry (DWAF)

The effectiveness of outsourcing services as a tool for improving service delivery in KZN Department of Water Affairs and Forestry.

Thesis (MBA)-University of Natal, Durban, 2002.The aims of the study were to find out whether or not outsourcing essential to the Department of Water Affairs and Forestry. The second aim was to establish how can outsourcing improve the Department's cost structure. And the last one was to develop a viable business model for outsourcing services within the Department of Water Affairs and Forestry. The main problem was that the Government opted for outsourcing as a move to save expenditure within the Department of Water Affairs and Forestry. This Department has outsourced car and truck financial services, insurance and management to imperial Group. This venture estimated that it would save the Department and the Government approximately R1 Billion on operational costs. This system is currently operational, but already management in the Department of Water Affairs and Forestry have realized that such a venture with huge financial implications should have been based on carefully planned and executed research findings than mere hypothesis about saving. The study research method that will be used is a case study. All the data gathered in the study, is relevant on to the case being studied. Though conclusions allow for inferences to be made, the cases where such generalizations are made or applied to must be similar in all respect. The study's sample consists of the Department of Water Affairs and Forestry and the Imperial Group. The two organizations were chosen because the outsourcing strategy could serve as a yardstick to measure similar agreements in the future. The specific area of focus is the agreement on car rental between the two organizations. The documents analyzed include the: • Department of Water Affairs and Forestry Outsourcing Strategy and Outsourcing the Billing Process (January, 2001). • Department of Water Affairs and Forestry Outsourcing Strategy and Outsourcing the Billing Process (February, 2001). • Department of Water Affairs and Forestry Procedural Manual for Official Transport with Imperial Vehicles Outsourcing services for the public agencies is a tool that is being used to offload those non-core functions, such as transport for a period of time. According to theory it is more cost effective to outsource peripheral tasks because the alternative, this is, maintain the same service within the organization is expensive. The findings of this study show that service should be outsourced but it is expensive, the individual factors that lead to this conclusion are far beyond this scope of the study and therefore will not be discussed in great detail. [Refer to the abstract within the thesis for the outsourcing model] The outsourcing model above, developed in this study shows that the profile of task or process aligned with the first (left most) column will call for the outsourcing of the task to a supplier.Refer to the abstract within the thesis for the outsourcing model referred to above

The Saldanha Guide Plan

At a well-attended public meeting in Saldanha on the 5th of June the Guide Plan for the Greater Saldanha-Vredenburg area was released. His Honour the Minister for Planning and the environment and several spokesmen, inter alia, for the Department of Planning and the Environment, the Department of Water Affairs. the Department of Posts and Telegraphs and the Provincial Administration, described some of the sa­lient features of the plan and the development programme

Cartographic GIS standards adopted by the Department of Water Affairs and Forestry : a case study

Includes bibliographies.The Department of Water Affairs and Forestry (DWAF) acquired a Geographic Information System (GIS) in 1987. The purpose of acquiring such a system was to aid the department in implementing their water resource management strategy of that time. On acquiring this system it was well recognised that the GIS would need to communicate geo-referenced information, generated by analysis and modelling to decision makers by means of graphic representations or maps (Olivier et al., 1990: 14 73). Towards the end of 1990 it became apparent that the department needed to standardise cartographic output of this system. Maps on the same theme, which were produced at different sites were not comparable and graphic communication was not effective. A consultant was appointed, who, in conjunction with the departmental digital cartographer, established criteria and standards which were flexible enough to accommodate mapping on a wide variety of themes. These standards were implemented, to a limited extent in July 1994. Standards were set for map encoding, map content and map composition. This report investigates how effective these standards have been. The effectiveness of these standards have been measured in terms of the five recognised cartographic design principles that have been identified by Robinson et al. (1984), Wood (1992) and Dent (1990). These include the clarity and legibility of maps, the distinction between figure and ground, the hierarchical organisation of mapped information, the visual contrast of marks on maps and the visual balance or layout of the finished map. A sample of maps made after the implementation of cartographic standards at the department was compared to a sample of comparable maps made prior to the implementation of these standards. In a large organisation like the department the success of such standards do not depend on the standards alone but also on their implementation. Implementation related problems were identified by comparing standardised maps with the standards. The outcome of the investigation proved that the effectiveness of graphic communication had indeed improved albeit to a varying degree. In most cases the standards were adequate and the main problems actually lay with their implementation. Recommendations on the implementation and the few aspects of the standards that require amendment have been included in this report

Water quality management staff turnover at the Department of Water Affairs.

MBA University of KwaZulu-Natal, Durban 2012.The Department of Water Affairs has experienced major staff voluntary turnover in their Water Quality Management section. The water quality management is regarded as a scarce-occupational class (Resolution No. 8 of 2009); a critical skill in the Department and attracting and retaining staff with experience in water quality management is a key component of determining the present and future success of the water quality management component. The talented water quality management personnel who continue to develop their skills and increase their value to the WQM section, Department and to its stakeholders are the most important resource. Managing these employees must occur within the regulatory framework that governs or guides human resource management in general and specifically within the public sector. The staff turnover has been viewed as a major cause for concern for the management of WQM section and in order to manage it, the management needs to understand its causes. This study looks at the factors that give rise to job satisfaction and also those that may result in staff leaving the section. Questionnaires were distributed to WQM staff members in National office and nine regional offices. A sample of 100 respondents was drawn. The results indicate 5 Principal Components (PC’s) that lead to high staff turnover. PC1 which accounts for 37.9% of the total variation includes high loadings in support from superiors, safety in performing duties outside the office, flexibility in working hours, independence, recognition from management for the staff’s effort and mentorship. PC2 accounts for 8.9% of the total variation. This component illustrates high loading in optimal utilisation of unique skills and abilities of staff members, training/ studying that are required to enhance the skills of staff, having job security and caring from management. PC3 accounts for 8.1% of the total variation where loadings of incentives and occupational scarce skill dispensation are highlighted. PC4 accounts for 6.2% of the total variation. A high loading of legislation as a tool to execute WQM duties and authority that comes with the legislation is observed. PC5 accounts for 5.8% of the total variation and it highlights high loadings in bonuses, appraisals and recognition The results further support the hypotheses that low levels of staff satisfaction result in higher staff turnover. Also, it was proved that there will always be some form of turnover irrespective of job satisfaction or not

Consulting South Africa\'s diverse population about the country\'s proposed National Water Resource Strategy

The aim of the National Water Resource Strategy developed by the Department of Water Affairs and Forestry as the public trustee of the country's water resources, is to ensure that there is enough water of the right quality for the people of South Africa. This is to be achieved through proper use and management of water resources. The Strategy describes the ways in which South Africa's water resources will be protected, used, developed, conserved, managed and controlled. Since this may affect the way in which the various sectors of society use and value water, it is imperative that stakeholders have access to sufficient information and are provided with adequate opportunities to comment on the Strategy. Water means different things to different stakeholders. Because of the diverse nature of the South African population, several different approaches and methods were used to consult about the National Water Resource Strategy. The main principles of consulting the vast diversity of water users across the country included consultation with the various sectors of society both at national and Water Management Area level, building the capacity of the Department of Water Affairs and Forestry staff to conduct their own consultation meetings and consulting stakeholders according to ability. Information was made available to accommodate the different levels of education and in different formats, allowing the broadest range of stakeholders to comprehend the information and thus contribute meaningfully during the consultation process. This multi-pronged approach to consultation resulted in many positive outcomes, which included gathering comments and issues regarding the Strategy from the broadest spectrum of the diverse South African population. Water SA Vol. 30 (5) 2005: pp.125-13

Changing economic bases: Orania as a case study of small-town development in South Africa

The economic base is the most fundamental factor controlling the growth of a town. Orania’s economic base has changed three times. The town came into existence as a result of the development of the Orange River Project. After completing the project, the Department of Water Affairs withdrew from the town in 1989, with the result that it lost its economic base. The town was sold to the Afrikanervryheidstigting (AVSTIG), which saw it as the first town in an envisaged Afrikaner homeland. This provided the impetus for the second, political economic base. The farm Vluytjeskraal, adjacent to Orania, was bought in 1991 and subdivided into smallholdings, which provided the stimulus for the third, agricultural economic base

The value of water in the South African economy: Some implications

The South African Water Research Commission (WRC) initiated a number of research projects aimed at determining the value of water in different sectors of the economy and in different parts of the country. This research is reviewed. Water values were found to differ significantly between sectors, between geographic areas and within geographic areas. As agriculture is a large consumer of water several studies along different rivers were undertaken, including studies on water quality. Average ratios indicate that agriculture is an inefficient user of water in terms of gross income generated per unit of water and also in terms of jobs created per unit of water. Irrigation farming is, however, an important employer of labour while it contributes 30% to the value of farm output. A marginal approach and water demand elasticities also indicate that non-agriculture generally places a high value on water assurance but little value on more than what it already uses. This may indicate that although water is expected to transfer out of agriculture in the longer run, in the short run agriculture may be its best use. Water efficiency could be significantly enhanced if transfers within and between river reaches are promoted, as water shadow prices differ. Inputs from the Department of Water Affairs and Forestry (DWAF) are important in water allocation due to socio-economic and environmental externalities of water allocation.Resource /Energy Economics and Policy,