TERMS OF RERFERENCE FOR THE DEVELOPMENT OF A
CATCHMENT MANAGEMENT STRATEGY FOR THE BREEDEGOURITZ W ATER MANAGEMENT ARE A.
1.
BACKGROUND INFORMATION
1.1. BACKGROUND TO THE DEVELOPMENT OF A CATCHMENT MANAGEMENT
STRATEGY FOR THE BREEDE-GOURITZ WATER MANAGEMENT AREA
The establishment of Catchment Management Agencies (CMAs) is an important
building block in the development of appropriate institutional arrangements for
managing South Africa’s water resources. The main aim of establishing CMAs is
to decentralise responsibility for managing water resources so-that water users
and stakeholders can play their part in the management process.
CMAs have jurisdiction in Water Management Areas.
One of the initial functions of a CMA (National Water Act, section 80(b)) is to
develop a Catchment Management Strategy (CMS), which is the framework for
water resources management in a Water Management Area (WMA). The
development of a CMS is described in the Guidelines for Catchment Management
Strategies (DWAF, 2007).
The then Breede-Overberg Catchment Management Agency (BOCMA) being a
3A Public Entity was established in July 2005 in fulfilment of the requirement of
the National Water Act (NWA). As part of its initial functions, the BOCMA
developed a Catchment Management Strategy for its area of jurisdiction (Breede
Water Management Area). The developed Catchment Management Strategy was
adopted by the BOCMA Board on 7 March 2011.
In 2013 the 19 Water Management Areas in the country was reduced from
19 to 9. Accordingly, in terms of the Government Gazette Notice No. 37677 of
23 May 2014 the Breede and Gouritz Water Management Areas were combined
into the Breede-Gouritz Water Management Area. The combination was in terms
of Section 78(4) of the National Water Act, 1998 (Act No. 38 of 1998).
In line with the afore-mentioned, On 23 May 2014 the then Minister of Water and
Environmental Affairs established the Breede-Gouritz Catchment Management
Agency (BGCMA) through extending the boundary and area operation of the then
Breede-Overberg Catchment Management Agency.
The Breede-Gouritz Catchment Management Agency is embarking on a process
to develop a CMS for the Breede-Gouritz Water Management Area.
In the development of the proposal the PSP must take into account that
previously a catchment management strategy was developed for the then
Breede River Water Management Area. In the proposal the PSP must
indicate on how the information and outcomes of this process is going to be
used in the development of the catchment management strategy for the
Breede-Gouritz Water Management Area. The aim must be to build
on/expand on the existing information and processes to cater for the
additional Gouritz area. The PSP must in the proposal indicates how the
stakeholders of the previous Breede and Gouritz Water Management Areas
will be brought together to develop a catchment management strategy for
the Breede-Gouritz Water Management Area. This is important considering
the fact that the development of a CMS is a bottom-up process taking into
account all the cross-cutting water resources issues.
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1.2
DESCRIPTION OF THE BREEDE-GOURITZ WATER MANAGEMENT AREA
The Breede-Gouritz Water Management Area (WMA) is bounded by the Indian
Ocean to the South, the Berg-Olifants WMA to the West, the Orange WMA to the
North and the Mzimvubu-Tsitsikama WMA to the East. It falls largely within the
Western Cape Province, with small portions of the upper catchment of the Olifants
River falling in the Eastern Cape Province, and tiny portions of the upper
catchments of the Gamka and Groot Rivers falling in the Northern Cape Province.
The Breede-Gouritz WMA includes the catchment area of the Gouritz River and its
major tributaries (the Gamka-, Groot- and Olifants Rivers), as well as the
catchments of the smaller coastal rivers that lie to the east and west of the Gouritz
River mouth, the Breede River and the catchments of the smaller coastal rivers
that lie to the west of the Breede River mouth, i.e. the Palmiet-, Kars-. Sout-,
Uylenkraals-, Klein-, Onrus- and Bot-Swart Rivers.
There are two large rivers within the WMA, the Breede and Gouritz Rivers. The
Breede River, with its main tributary the Riviersonderend River, discharges into
the Indian Ocean. The Gouritz has three main tributaries, the Groot, Gamka and
Olifants Rivers. There are a number of other smaller rivers in the WMA, the
Touws, Duivenhoks, Goukou, Hartenbos, Great Brak, Kaaimans, Knysna and
Keurbooms ,
The water resources of the Breede-Gouritz WMA occur in four distinctly different
zones. The area that used to be the Gouritz WMA is characterised by the flat open
plains of the Great and Klein (Little) Karoo, interrupted by steep mountain ranges
orientated in an east-west direction which give it three distinct zones of the semiarid Great Karoo, the Olifants River and the Coastal Belt. The former Breede
WMA is characterised by the rolling hills of the Overberg, the Hex River Mountains
to the north, the Langeberg Mountains in the east and the Franschhoek and Du
Toit's Mountains in the west, which flank the wide Breede River valley. This makes
this zone distinct from the aforementioned three.
The Breede-Gouritz WMA has widely varying precipitation levels. The precipitation
ranges from 160mm in the northern, more inland parts of the WMA to more than
3 000mm in the high mountainous regions of the Hottentos Holland and
Franschhoek. Average rainfall over Breede Valley 200 mm, Overberg 400 mm,
Gouritz Coastal 600mm, Klein Karoo / Great Karoo 150 mm.
The Great Karoo and Olifants River catchment regions are classified as a very
late summer rainfall region, with a large proportion of annual precipitation falling
between March and May and October through storm events, whereas the most of
the rain in Breede Valley falls between the months of May and August. Parts of
the Southern Coastal parts of the Gouritz used to experience all year round
rainfall.
The total population of the Breede-Gouritz WMA is estimated to be just over
1 million. The majority of the population resides in urban and peri-urban areas.
The majority of the population resides in the areas where the most economic
activity occurs, which is in the urban centres and major coastal towns within the
WMA. Future population trends are likely to be influenced by economic
opportunities and job creation. Projections therefore are for continued relatively
strong population growth in the urban areas and a decline in rural population,
attributable to the lack of economic stimulus in small towns and villages, but for
the seasonal migration in harvesting time for major fruit producing agri-industry.
Other factors influencing the population dynamics is the general trend towards
urbanisation in the country. Little change is, however, expected in the overall
population of the water management area.
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The local municipalities that fall under the Breede-Gouritz WMA are Beaufort
West, Langeberg , Breede Valley, Cape Agulhas, George, Kannaland, Knysna,
Laingsburg, Hessequa, Mossel Bay, Oudtshoorn, Overstrand, Bitou, Prince Albert,
Swellendam, Theewaterskloof, Baviaans (part within Mzimvubu-Tsitsikama
WMA), Cape Winelands Demarcation Area and Witzenberg (part within proposed
Berg-Olifants WMA). These local municipalities, in no particular order, fall under
the district municipalities of the Eden, Central Karoo, Cape Winelands and
Overberg.
1.3
NEED FOR CATCHMENT MANAGEMENT STRATEGY
Chapter 2, Part 2 of the NWA requires every CMA to progressively develop a
CMS for the water resources within its WMA.
The CMS is a statutory document that provides the vision, and the strategic
actions required to address water resources management issues in a specific
catchment or group of catchment, based on the best available information and
founded on the principles of sustainability, equity and efficiency. The NWA
requires every CMA to progressively develop a CMS for the water resources
within its Water Management Area. The CMS must be in harmony with the
National Water Resource Strategy. In the process of developing this strategy, a
CMA must seek co-operation and agreement on water-related matters from the
various stakeholders and interested parties, especially representatives of local
communities, forestry, industry, commercial and subsistence farmers,
environmental protection groups, historically disadvantaged groups, farmers, etc..
The CMS, which must be reviewed from time to time, must include a water
allocation plan. A CMS must set out principles for reallocating water to existing
and prospective users, taking into account all matters relevant to the protection,
use, development, conservation, management and control of water resources.
The content for the CMS are provided in section 9(a)(i) of the National Water Act.
2.
OBJECTIVES OF THE ASSIGNMENT
The overall objective of the assignment is to develop a catchment management
strategy for the Breede-Gouritz Catchment Management Agency that responds
effectively to the needs of all stakeholders in the water management area and is in
line with the National Water Resource Strategy.
In accordance with section 9 of the National Water Act a catchment management
strategy must a.
Take into account the management class of water resources and resource
quality objectives contemplated in Chapter 3, (NWA 1998) the requirements
of the Reserve and, where applicable, international obligations;
b.
Not be in conflict with the National Water Resource Strategy
c.
Set out the strategies, objectives, plans, guidelines and procedures of the
catchment management agency for the protection, use development,
conservation, management and control of water resources within its Water
Management Area;
d.
Take into account the geology, demography, land use, climate, vegetation
and waterworks within its Water Management Area;
e.
Contain water allocation plans which are subject to section 23 of NWA and
which must set out principles for allocating water, taking into account the
factors mentioned in section 27(1); of NWA
f.
Take account of any relevant national or regional plans prepared in terms of
any other law, including any development plan adopted in terms of the Water
Services Act, 1997 (Act No 108 of 1997);
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g.
Enable the public to participate in managing the water resources within its
Water Management Area
h.
Take into account the needs and expectations of existing and potential water
users; and
i.
Set out the institutions to be established.
3.
CONSULTING SERVICES REQUIRED
3.1
Objectives and outcome
The objective of describing the status quo is to provide a holistic contextual profile
of the key characteristics of the WMA (biophysical, social, technical, economic,
political and institutional, as related to water, and the likely future profile, in order
to provide a sound basis for the development of appropriate and effective strategic
direction.
The intended outcome is a synopsis of the best available information regarding
the biophysical, social, economic, political and institutional characteristics for the
WMA and, (b) the likely future scenario(s). This contextual profile for a WMA will
be assessed, and then used to inform the vision and subsequent strategies.
The scope of work to be provided by the professional service provider appointed
to undertake the assignment shall include but not be limited to the following tasks:
a.
Situation Inception report. The preparation of an inception report confirming
the methodology, deliverables, and timeframes. A list of potential
stakeholders will also be identified. A section of the inception report will also
deal with the supporting and other interface actions, projects and initiatives
that need to be undertaken to support the development of the CMS.
b.
Situational assessment. The objective of the situation assessment is to
provide an overview of the key characteristics of the WMA (biophysical,
social, economic, political and institutional), as they relate to water, and the
projected trends, in order to provide a sound basis for the development of
appropriate and effective strategic direction for managing the water resources
of the WMA. The situation assessment must therefore also identify gaps in
knowledge and information. The intended outcome is i.
a synopsis of the best available information regarding the biophysical,
social, economic, political and institutional characteristics for the WMA;
and
ii.
major anticipated projected trends in these factors. A key component of
the situation assessment is not only to describe the status quo but also
to examine projected future directions.
The Situational Assessment will also be used as the initial instrument in
engaging with the stakeholders in the “visioning” process.
c.
Assessment of the current situation, projected trends and potential
future scenarios. The objective is to provide a holistic evaluation of the
current situation and anticipated trends of water resources, and their use in
the WMA as the foundation for decision-making for the desired future state.
The intended outcome is an evaluation of the current situation and anticipated
trends against locally derived holistic criteria that provide a sound basis for:i.
information sharing amongst stakeholders,
ii.
developing a common understanding of water-related issues, and
iii.
the visioning process.
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d.
Water Reconciliation Strategy. The objective of the Water Balance /
Reconciliation Strategy is to outline strategic, comprehensive measures to
balance water requirements with water availability within a WMA, taking into
account the water situation assessment, the vision and water required to
meet special provisions and the implementations of resource classification.
This strategy must address priorities for achieving this balance as efficiently
and speedily as possible. The expected outcome is an holistic strategy that;
i.
provides a geographically-based reconciliation of water availability
versus requirements,
ii.
provides a comprehensive assessment of potential augmentation
options and,
iii.
outlines medium- to long-term strategic plans for addressing current and
potential water deficits and water conservation measures.
This Reconciliation Strategy will be a first order reconciliation. Reconciliation
however is not a once-off or stand-alone process and has to be repeated
interactively, then proceeding with the visioning and Resource Directed
Measures and Source Directed Control sub-strategies.
e.
Visioning. One of the most challenging aspects of developing a vision for
water resources is likely to relate to its participatory nature. The vision will
need to be developed with the involvement of various stakeholders and
interested parties. The objective of the visioning statement is to present a
collective, medium- to long-term view of the desired future state of the WMA
and its sub-catchments that can be used to derive strategies that are realistic
and locally attainable. The intended outcome is a statement of the desired
state of the WMA that has been arrived at through stakeholder participation,
which provides a medium- to long-term direction that can be used as a basis
for deriving sub-strategies.
f.
Water Resource Protection. The objective of the Water Resource Protection
Strategy is to ensure the long-term catchment water security and
sustainability through protection of the water resources, using a suite of
statutory and non-statutory tools. Specifically the strategy must address the
Class, Reserve and Resource Quality Objectives (RQOs) of the water
resources of each sub-catchment in the WMA. The expected outcome is a
strategy that addresses the holistic, incremental protection of the water
resources in each sub-catchment of the WMA through;
i.
classification,
ii.
the Ecological Reserve,
iii.
setting RQOs for freshwater resources,
iv.
addressing water quality and pollution control, as well as
v.
establishing strategic partnerships that are intended to protect natural
resources, recognizing land-water linkages.
g.
Regulating Water Use (Source directed measures). The objective of the
Water Use Regulation Strategy is to define the limits and constraints that
must be imposed on the use of water resources to achieve the desired level
of protection, whilst at the same time facilitating the use of water for legitimate
social and economic purposes. Specifically the strategy must address
allocation planning, authorisation and compliance. The expected outcome is
to present a comprehensive strategy for verification and validation of water
use, allocation planning, authorization, compliance and enforcement.
h.
Monitoring and information management. The objective of the Monitoring
and Information Management Strategy is to provide a strategic plan for
collecting, accessing and sharing a wide range of information for the
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purposes of monitoring and evaluating the status of the Integrated Water
Resource Management (IWRM) in a water management area The expected
outcome is a strategy that outlines a comprehensive plan to monitor IWRM
actions through methods, procedures and techniques and for accessing
relevant information and data that should be consistent with the National
Information Management System.
i.
Stakeholder Engagement. The objective of the Stakeholder Engagement
Strategy is to guide the CMA in developing a Catchment Management
Strategy by seeking cooperation and agreement on water resources
management from the various stakeholders and interested and affected
persons. The expected outcome is a strategy that ensures that all
stakeholder groups in the WMA participate in the formulation of a Catchment
Management Strategy and its sub-strategies.
j.
Co-operative relationship. The objective of the Co-operative Relationship
Strategy is to set out strategic actions for the establishment and maintenance
of an appropriate co-operative and collaborative relationship for Integrated
Water Resource Management based on the institutional environment. The
expected outcome is a sub-strategy that describes how a CMA will establish
and maintain a co-operative and collaborative institutional environment by
employing the available capacities in institutions to ensure that IWRM
objectives are achieved efficiently and cost effectively.
k.
Financial. The objective of the Financial Strategy is to provide a strategic
framework and principles that will guide the CMA in funding its water
resources management activities and achieving financial viability and
sustainability. The expected outcome is a strategy that guides financial
protocols and procedures and that will determine financial and operational
decisions.
l.
Strategy Development. All the above strategy elements will be combined
into a coherent strategy document that satisfies the needs of the relevant
legislation and the Guidelines for Catchment Management Strategies. The
strategy will also include an Implementation Framework setting out the
process and timeframes of the implementation of the CMS. The PSP will
follow the instructions and processes of the
Guidelines. The PSP will
capture any challenges, changes and proposed improvements to the
Strategy.
i. The Professional Service Provider (PSP) is expected to be a consulting
firm but may be a consortium of firms in order to provide the necessary
resources and capacity to undertake the assignment. Deliverables
The following is a suggested minimum set of deliverables for this assignment:
i.
Inception report
ii.
Situational assessment
iii.
Visioning report
iv.
CMS
v.
CMS implementation plan
The time frames for the development of the CMS need to be stated by the
Tenderer in their proposal, however the CMA has allowed for eighteen
months for the completion of the assignment.
4.
STAKEHOLDER CONSULTATION
The Breede-Gouritz CMA recognises that significant effort will have to be made to
acquaint both the public and other stakeholders with the issues surrounding the
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development of the CMS. This will ensure buy-in from all stakeholders during the
implementation of the strategy.
To this end the PSP shall ensure that stakeholders’ inputs have been sought from
the earliest stages of the development of the CMS by presenting it to forums to
ensure their involvement and soliciting contributions with a view to incorporate
public expertise, knowledge and values into the CMS process. The CMA must
establish these forums or identify suitable existing forums that will reach all or
most of the interested and affected parties.
Considering the size and diverse nature of the study area, the use of existing
forums, water user associations and other key stakeholders as vehicles for
stakeholder consultation should be considered.
5.
EXPERTS PROFI LE
5.1
EDUCATION, EXPERIENCE, REFERENCES AND CATEGORY OF EACH
EXPERT
The Professional Service Provider must be highly qualified with extensive
knowledge of integrated water resources management and water services
management. In addition the PSP should possess requisite skills in stakeholder
participation.
The project team should possess the following skills and
experience:
5.2
a.
An extensive knowledge and understanding of all aspects water resources,
water resources management and water services provision in the BreedeGouritz Water Management area.
b.
In-depth knowledge of the Breede-Gouritz Water Management Area, its
stakeholders and its institutions
c.
Extensive understanding of the municipal environment within the Western
Cape Province and more specifically within the Breede-Gouritz Water
Management Area.
d.
Knowledge and experience of communication at strategic level as well as at
local community level.
e.
The project leader shall have a minimum of 10 years’ experience in project
management, of which 7 years shall be within the water sector, managing
multi-disciplined teams in integrated water resources projects.
f.
Excellent inter-personal communication skills and the team members must
demonstrate extensive experience at having worked with communities and or
local institutions in the Western Cape Province.
g.
Stakeholder’s engagement and various related processes.
WORKING LANGUAGES
The working language for the assignment is English.
6.
DUR ATION AND LOC ATION
6.1
DURATION
The duration of the project is 18 months.
6.2
LOCATION OF ASSIGNMENT
The project is being implemented by the BGCMA as the Contracting Authority with
its head office in Worcester.
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7.
COLL ABOR ATION WITH THE DEP AR TM ENT OF W ATE R AND
S ANI TATIO N (DWS)
Although the drafting of the CMS is mandated to the Breede-Gouritz CMA, a
number of inputs are required from DWS (e.g. inputs related to functions in the
WMA which are not be delegated to the CMA). It will be expected from the PSP
to closely collaborate with DWS through interaction with the relevant specialised
directorates for specific sections of the CMS. Functions in which DWS is involved
must be clarified and captured in the relevant sections of the CMS.
8.
ORG ANIS ATION AL M ATTERS
8.1
CLIENT AND STUDY NAME
The Chief Executive Officer representing the Breede-Gouritz Catchment
Management Agency is the client and the study shall be called “Development of
the Breede-Gouritz Catchment Management Strategy”.
9.
DEVELOPM ENT OF PROPOS AL
In the development of the proposal the PSP must take into account that
previously a catchment management strategy was developed for the then
Breede Water Management Area. In the proposal the PSP must indicate on
how the information and outcomes of this process is going to be used in the
development of the catchment management strategy for the Breede-Gouritz
Water Management Area. The aim must be to build on/expand on the
existing information and processes to cater for the additional Gouritz area.
The PSP must in the proposal indicates how the stakeholders of the
previous Breede and Gouritz Water Management Areas will be brought
together to develop a catchment management strategy for the BreedeGouritz Water Management Area.
The PSP must develop a proposal and provide a detailed description of the
approach and methods that he/she will use to achieve the objectives and
outcomes of the project. The PSP will include a detailed cost estimate based on
the above timeframes and his/her proposed methodology. The PSP shall also
complete the attached supply chain management requirements as appended to
this call for proposals.
10.
11.
PROPOS AL SUBMISSION
a.
The proposal must provide a detailed work plan including activities,
timeframe, deliverables, costs, and rates of consultants.
b.
A clear and concise description must be provided of how the proposed
activities will be carried out and how key deliverables will be achieved
together with a Gantt chart indicating activities and timeframes.
c.
Identify possible risks and problem areas which may impact on performance
and explain how to possibly avoid or overcome such problems
d.
Describe how the original support service will be managed, including
providing an organisation chart indicating the lines of reporting within the
team as well as intended lines of reporting between the tenderer and the
CMA.
TE AM C AP ABILI TY AND DETAI LS
VI TAE FOR I NTENDED STAFF
I NCLUDI NG
CURRI CUL UM
Tenderers must clearly list the proposed delivery team whilst describing each
member’s intended involvement and responsibility. Abbreviated CV’s (preferably
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1 page) to be provided for each team member, which will include the following
information:
i.
Name, age, nationality
ii.
Current position
iii.
HDI status (describing population group, gender and disabilities)
iv.
Qualifications
v.
Years experience as well as relevant experience.
The evaluation of proposals will place considerable importance on the
experience of the proposed staff to perform duties as listed in the TOR.
12.
EV ALU ATION CRI TERI A
The 90/10 preference point system will be applicable in the evaluation of
proposals/bids.
The functionality of the project proposals will be evaluated according to the criteria
and weighting given in the table below:
FUNTIONALITY CRITERIA
WEIGHTING
Relevant Experience
15
Methodology/Approach
45
Team Capability
30
HDI Participation
10
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