Department: Water Affairs and Forestry

GUIDELINES ON
ORGANISATIONAL STRUCTURE OF
CATCHMENT MANAGEMENT AGENCIES

2nd Edition
August 2002

1
Preface

The National Water Act (36 of 1998) provides for the progressive establishment of Catchment
Management Agencies (CMAs) in the 19 water management areas (WMA) throughout South Africa,
to take over responsibility for managing water resources at a catchment level in cooperation with local
stakeholders. The first CMA should be established during the 2002/03 financial year and is likely to
evolve to a fully functioning CMA that is authorising water use within five years.
The establishment and evolution of a CMA provides an important opportunity to give effect
institutionally and organisationally to the principles of integrated water resources management to
address the specific challenges at a WMA level, including stakeholder participation.
This document serves as a guideline for the organisational structure and staffing of CMAs. It
distinguishes between CMAs according to the types of water resources management challenges that
they face and the stage in the evolution to full functionality.
The likely phasing of functional delegations to a CMA are highlighted as the basis for the evolution of
organisational structure. Similarly, possible institutional models for CMA operation are presented to
indicate the required in-house organisational capacity to perform these functions. Illustrative
structures are presented for different scenarios, together with possible positions and their related job
descriptions. Guideline salary bands have also been included for each position.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page i

Document Index

DOCUMENTS DEVELOPED FOR THE ESTABLISHMENT AND OPERATION OF WMI

PRE CMA ESTABLISHMENT

Process
1. Implementation of CM in SA. The National policy, Aug 2001
2. Guide 1 in the CMA/ WUA guide series: Establishing a Catchment Management Agency (CMA),
Aug 2001
3. Guide 2 in the CMA/ WUA guide series: The Catchment Management Agency as an
organisation, Aug 2001
4. CMA financing policy
5. Guide to CMA financing
6. Roles and functions of institutions involved in water resource management, Feb 2002

Proposal
1. CMA proposal development: proposal framework and evaluation criteria, Dec 2001
2. Guidelines on the viability study for the establishment of CMA, Feb 2002
3. Advisory Committee for the establishment of CMA governing board, Oct 2001

Participation
1. Guide 4 in the CMA/ WUA guide series: Public participation for Catchment Management
Agencies and Water User associations, Aug 2001
2. Evaluation criteria for public participation in the establishment process
3. Empowerment of rural poor and black women
4. Communications strategy for Directorate CM and for development of initial tools for
communicating to the rural poor

PRE WUA ESTABLISHMENT/TRANSFORMATION

Process
1. Guide 3 in the CMA/ WUA guide series: Establishing a Water User Association (WUA), Aug
2001
2. Guide on transformation of Irrigation Boards into water User Association, Aug 2001

Participation
1. Empowerment of the poor through agricultural WUA, Feb 2002

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page ii

POST CMA ESTABLISHMENT FOR DWAF PURPOSES/AUDITING
1. Monitoring the Water Management Institutions, January 2002
2. Criteria for delegation of functions
3. Indicators for a sustainable CMA

OPERATION OF A CMA
Institutional
1. Guidelines on the organisational structure of CMA, July 2002
2. Interrelationships between WMI Feb 2002
3. HR handbook for Catchment Management Agencies, Feb 2002
4. Guidelines on business plans
5. Training needs for governing board members

Financial
1. Guide for CMA financial management

Water resource strategy

1. Development of a Generic Framework for a Catchment Management Strategy, Jan 2001
2. Minimum requirements for development of CM strategies
3. Guidelines for publication and consultation of CM strategies

Documents in italics have to be completed.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page iii
Table of Contents

Preface.................................................................................................................................................. i
Document Index ................................................................................................................................. ii
Table of Contents .............................................................................................................................. iv
Acronyms ........................................................................................................................................... vi

1 INTRODUCTION ................................................................................................. 1
1.1 Background ............................................................................................................................... 1
1.2 Purpose of this Guideline Document ...................................................................................... 1
1.3 Elements of Organisational Design ........................................................................................ 1

2 FUNCTIONS OF A CMA ..................................................................................... 3

2.1 Introduction ............................................................................................................................... 3
2.2 Initial Functions of a CMA ........................................................................................................ 3
2.3 Delegation and Assignment of Functions to a CMA ............................................................. 4
2.4 Nature of a fully functioning CMA ........................................................................................... 4
2.5 Functional Evolution of a CMA to Full Functionality ............................................................ 5

3 CMA ORGANISATIONAL STRUCTURE............................................................ 7

3.1 Considerations Guiding CMA Organisation and Structure .................................................. 7
3.2 Key Factors Influencing the Organisational Size of a CMA ................................................. 8
3.2.1 Characteristics and WRM Challenges of the WMA ............................................................ 8
3.2.2 Institutional Capacity and Arrangements ............................................................................ 9
3.2.3 Phased Delegation of Functions and Evolution of the CMA ............................................. 12

4 CMA ORGANISATIONAL STRUCTURE.......................................................... 14

4.1 Introduction ............................................................................................................................. 14
4.2 Illustrative organisational structure for different CMA sizes ............................................. 14
4.2.1 Rural agricultural-community dominated (small) CMA ..................................................... 14
4.2.2 Rural agricultural-industrial/mining (medium) CMA .......................................................... 15
4.2.3 Urban dominated (large) CMA .......................................................................................... 16
4.3 Organisational Implications of Phased Evolution ............................................................... 17
4.4 Infrastructure and Overheads................................................................................................ 19

5 STAFFING CONSIDERATIONS ....................................................................... 20

5.1 CMA Staffing Scenarios ......................................................................................................... 20
5.1.1 Rural agricultural-community dominated (small) CMA ..................................................... 20
5.1.2 Rural agricultural-industrial/mining (medium) CMA .......................................................... 21
5.1.3 Urban dominated (large) CMA .......................................................................................... 22
5.2 Job Specifications and Salary Bands ................................................................................... 23
5.2.1 Management ..................................................................................................................... 24
5.2.2 Senior Technical Staff ....................................................................................................... 26
5.2.3 Junior Technical Staff ....................................................................................................... 31
5.2.4 Administration, Clerical and Support Staff ........................................................................ 35

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page iv

6 HUMAN RESOURCE MANAGEMENT CONSIDERATIONS ........................... 37
6.1 The Secondment DWAF Employees ..................................................................................... 37
6.2 The Transfer of DWAF Employees ........................................................................................ 38
6.2.1 Preconditions for the CMA ................................................................................................ 38
6.2.2 DWAF’s role in the transfer process ................................................................................. 38
6.2.3 Underlying principles of the transfer process .................................................................... 38
6.2.4 Other considerations ......................................................................................................... 39
6.2.5 Drivers of the process ....................................................................................................... 39
6.2.6 Conditions of service of employment ................................................................................ 39

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page v

Acronyms

CBO - community based organisation

CEO - chief executive officer
CMA - catchment management agency
CMS - catchment management strategy
DWAF - Department of Water Affairs and Forestry
DWAF RO - DWAF: Regional Office
HR - human resources
IWRM - integrated water resources management
NGO - non-governmental organisation
NWA - National Water Act (Act No 36 of 1998)
NWRS - national water resources strategy
RQO - resources quality objectives
WMA - water management area
WMI - water management institution
WR - water resources
WRM - water resources management
WSDP - water services development plan
WSI - water services institution
WUA - water user association

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page vi

1 Introduction
1.1 Background
The National Water Act (36 of 1998) provides for the progressive establishment of Catchment
Management Agencies (CMAs) in the 19 water management areas (WMA) throughout South Africa,
to take over responsibility for managing water resources at a catchment level in cooperation with local
stakeholders. The first CMA should be established during 2002/03 and is likely to evolve to a fully
functioning CMA that is authorising water use within five years.
The establishment and evolution of a CMA provides an important opportunity to give effect
institutionally and organisationally to the principles of integrated water resources management
(IWRM) for the specific challenges at a WMA level, including stakeholder participation.

1.2 Purpose of this Guideline Document

This document serves as a guideline for the organisational structure and staffing of CMAs, and the
remuneration of staff. It distinguishes between CMAs according to the types of water resources
management (WRM) challenges that they face and the stage in the evolution to full functionality.
The importance of organisational structure cannot be overlooked. It is the design of an organisation
that will determine the processes that coordinate and control the jobs of the organisation. It is also the
structure that will create the framework for values and relationships.
Possible positions and their related job descriptions have been provided for each structure. Salary
bands have also been included for each position. As in the case of the structures provided, these job
descriptions and salary bands should be used as a guideline only, to make sure they are equitable and
market-related.

1.3 Elements of Organisational Design

The CMA must be organised to give effect to the institutional proposals and to perform the proposed
functions. However, organisational design needs to consider far more than structure, particularly
when considering an organisation that needs to be effective, efficient and customer services oriented.
A useful and accepted framework for holistic organisation design is based on the “star model”
presented below, with the following five elements:
• Strategy determines direction for the organisation and should be captured in the CMA vision and
mission statement and elaborated in the catchment management strategy.
• Structure determines the human resources allocated to perform the various functions of the CMA,
the location of decision-making power, accountability and lines of reporting.
• Processes have to do with the flow of information and the systems required to ensure efficient and
effective functioning of the organisation.
• Reward systems influence the motivation of people to perform and address organisational goals,
and are the basis of the staff performance management system and contracts.
• People (human resource) policies influence and frequently define employees’ mindsets and skills,
which influences how effective staff are at performing their functions and underlies the culture of
the CMA as an organisation.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 1

 Direction

Strategy

Skills & Mindsets Power

People Structure

Rewards Processes

Motivation Information

Behaviour
Performance Culture

Key Elements to Consider in Organisational Design

Although this document focuses on the organisational structure, the process of CMA organisational
design needs to address all the other components

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 2

2 Functions of a CMA
2.1 Introduction
The 1997 White Paper on a National Water Policy for South Africa states that the National
Government is “custodian of the nation’s water resources and its powers in this will be exercised as a
public trust”. In exercising its mandate, DWAF must reconcile, integrate and coordinate diverse and
often conflicting interests of different stakeholders, within the framework of sustainable and equitable
utilisation of South Africa’s water resources.
Apart from the initial functions, all other functions must be delegated or assigned to the CMA. The
progressive delegation of functions should reflect the management priorities in the WMA and the
CMA’s demonstrated capacity and available resources to perform its existing and proposed functions.
The requirements for establishing CMAs, together with an overview of evolution of these
organisations, have been explored in the Guides for Establishing CMAs and WUAs 1 .

2.2 Initial Functions of a CMA

Upon establishment 2 , all CMAs are expected to execute the following initial functions (as specified in
Section 80 of the NWA):
(a) to investigate and advise interested persons on the protection, use, development, conservation,
management and control of the water resources in its WMA;
(b) to develop a catchment management strategy;
(c) to co-ordinate the related activities of water users and of the water management institutions within its
WMA;
(d) to promote the co-ordination of its (catchment management strategy) implementation with the
implementation of any applicable development plan established in terms of the Water Services Act,1997
(Act No. 108 of 1997); and
(e) to promote community participation in the protection, use, development, conservation, management and
control of the water resources in its WMA.
This represents a considerable responsibility for the CMA to provide leadership within the WMA, in
terms of formulating a common vision and approach to WRM and ensuring that the actions of all role
players are aligned. In order to perform these functions 3 , certain inherent powers are vested in the
CMA by virtue of its establishment:
• 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); and

1
The reader is referred to Guides 1 and 2 of the DWAF (2000) Guides for Establishing CMAs and WUAs, which are
obtainable through the DWAF Directorate: Catchment Management.
2
Establishment of a CMA refers to the Minister issuing a notice establishing the CMA in the gazette and appointing the
Governing Board.
3
Powers, functions and duties may be differentiated as follows:
• Powers are jurisdictions and competencies, that may be exercised, and that are derived from statutory provisions in
the NWA; such as authorising use of a water resource.
• Duties are obligations and responsibilities that are imposed by prescriptions in the NWA, and must be performed; for
instance, a CMA must establish a catchment management strategy and must give effect to it in exercising its powers.
• Functions are the official tasks, activities and actions that are required to exercise the powers or to perform the duties
described above; for a CMA these represent all the operational undertakings required to perform integrated water
resources management.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 3

• powers to make and recover charges in terms of the Minister’s pricing strategy for water use
charges to cover their costs in executing (at least) the initial functions (Section 84(1)).

2.3 Delegation and Assignment of Functions to a CMA

The Minister may assign 4 a wide range of additional powers and duties to a CMA, including those of
a responsible authority (Chapter 4) 5 and any of those in Schedule 3 6 of the NWA.
The minister may also delegate any other powers or duties vested under the NWA, except the power
to make a regulation, to authorise a water management institution (WMI) to appropriate, to appoint
the governing board of a CMA or to appoint a member of the Water Tribunal. Appendix A provides a
list of functions that may (or should) be delegated to a CMA.
Apart from these core WRM functions that require a delegation by the Minister, there are a number of
other functions that the CMA can and should perform without delegation. These particularly relate to
coordinating the activities of other institutions to foster cooperative governance and building
stakeholder capacity and awareness around WRM issues through catchment forum activities.
In the foreseeable future, CMAs will not be directly involved in non-water-related functions, but this
does not mean that CMAs should not attempt to be involved and influence these other processes as
stakeholders or partners, where appropriate. This highlights the critical need for the to actively foster
cooperative governance and public partnership relationships with relevant organs of state and civil
society, respectively.

2.4 Nature of a fully functioning CMA

Once all of the relevant powers and duties have been assigned or delegated to a CMA, a fully
functional CMA should be performing the following functions:
‰ Development of a catchment management strategy (CMS) in accordance with the national water
resources strategy, as well as financial and business planning for the CMA.
‰ Planning the development, allocation and utilisation of water resources (including water quality
aspects) to meet resources quality objectives (RQO), including the operation of water resources
(WR) infrastructure.

4
For a power or duty that is delegated by the Minster in writing (Section 63), the CMA is acting on behalf of the Minister
and the delegation may be withdrawn. With an assigned power or duty by notice in the Gazette (Section 73) is
transferred to the CMA and the CMA becomes accountable (acting in its own right). Conditions may be attached to a
delegation or assignment.
5
Guide 2 of the Guides for the Establishment of CMA and WUA highlights the powers and duties of a responsible
authority, relating to the ability to authorise, licence and regulate water use:
• Issue general authorisations and licenses in respect of water use subject to conditions,
• Extend the license period under certain conditions,
• Review licenses at periods stated in the license and make amendments to its conditions or renew it,
• Waive the need for a license if the water use is authorised under another law,
• Promote ‘one stop shop’ licensing,
• Require license applications to provide security for license obligations,
• Require registration of existing lawful water uses,
• Require an existing water user to apply to verify its water use,
• Undertake compulsory licensing where there is water stress,
• Suspend or withdraw entitlements to use water,
• Enforce license conditions.
6
Schedule 3 refers to the following powers and duties:
• Power to manage, monitor, conserve and protect water resources and to implement catchment management strategies.
• Catchment management agencies may make rules to regulate water use.
• Catchment management agencies may require the establishment of management systems.
• Catchment management agencies may require alterations to waterworks.
• Catchment management agencies may temporarily control, limit or prohibit use of water during periods of water
shortage.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 4

‰ Responsible authority functions of authorising water use (through licencing, etc) 7 . Immediately
after establishment, the CMA needs to entrench itself as the key WMR institution in the WMA,
and therefore it should become actively involved in the control, verification and management of
water use, set and collect water use charges, and act as the “post-box” for all applications.
‰ Establish and support water management institutions that have been specified in its catchment
management strategy. A CMA must coordinate water related activities of institutions and ensure
community participation in WRM, as part of its initial functions.
‰ Coordinating the implementation of WRM programmes, projects and activities by other WMIs
within the WMA. In some cases, the CMA may also perform these activities, particularly where
no other organisation in the WMA has the capacity 8 .
‰ Responsibility for the monitoring, collation, storage and assessment of WRM related data and
information within the WMA (according to national standards and systems), together with the
requirement to collect data on behalf of DWAF for national strategic purposes.
‰ Auditing within the WMA, including the state of water resources and the activities of other
WMIs, in terms of the implementation of the CMS.
‰ In addition to these line functions, the CMA will require support (staff) functions, such as
secretariat to the governing board and human resources management, as well as administrative,
legal and financial support to the technical line functions.
Not all of these functions would be performed in the early part of a CMA’s existence, but would
rather be progressively delegated. Furthermore, certain CMA functions are likely to be performed by
other bodies (outsourced), under delegation or contract.

2.5 Functional Evolution of a CMA to Full Functionality

The transitional period between the establishment of the CMA (and appointment of the Governing
Board) and a fully functioning CMA poses significant management challenges, particularly for the
DWAF Regional Office (which will be performing those functions that have not yet been delegated).
Maintaining morale and clear lines responsibility and accountability is difficult in a continually
changing environment. In response to this, DWAF has a stated policy that the transfer of functions to
a CMA should be accelerated as far as possible (given capacity and resource constraints), with a target
of about five years for full functionality after CMA establishment. This will require intensive support
by DWAF in many WMAs.
Section 73(4) of the NWA indicates that the “Minister must promote the management of water
resources at the catchment management level by assigning powers and duties to catchment
management agencies when it is desirable to do so”. It may be desirable to delegate or assign from a
national (DWAF) or a CMA perspective 9 .
Proposals around the functional evolution of the CMA will be the responsibility of the CMA
governing board in consultation with DWAF. This evolution should consider the following criteria 10 :
• establish the legitimacy of the CMA as the key WMI in the WMA;
• reflect the WRM priorities in the relevant WMA (as identified by the stakeholders);
• initially focus on those functions that are not necessarily receiving adequate attention by DWAF;

7
Authorisation of water use by the CMA depends requires: the capacity is available to the CMA, the water use is not a
national activity, it does not result in a change of WR class, the impact on other WMA is not significant, or the CMA is
not authorising its own activities
8
Although, a CMA may operate and develop water resources infrastructure, as long as this does not impact adversely on
their regulatory and coordination functions, this may be more appropriately performed by the proposed “National Entity”
for WR Infrastructure Management according to operating rules developed by the CMA.
9
DWAF urgently needs to develop criteria indicating the interpretation of “desirable” in this context.
10
The Guidelines on the Viability Study for the Establishment of a CMA provide more detail on the considerations for
evolution of a CMA.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 5

• include ongoing WRM activities by local bodies;
• promote integrated, participatory and developmental WRM;
• consider the likely availability of resources and capacity of the CMA 11 ; and
• follow a coherent and phased evolutionary process.
Delegation or assignment of functions to a CMA will be based on negotiations between DWAF and
the CMA. These are likely to be conditional delegations or assignments, related to the way in which
the functions must be performed, the transfer of existing DWAF staff with the functions and possibly
funding arrangements.
The need for a coherent and phased process implies that functions should be delegated and/or
assigned as “packages” with operational groups of associated staff. The concept of proto-CMAs
within the DWAF RO will facilitate these groupings. This should provide for a continuous and
coherent development of the CMA within the existing institutional environment, which make
technical and administrative sense, in terms of the institutional evolution of the CMA.

11
The CMA should not be enabled to only select certain functions (i.e. cherry-picking), leaving the less desirable functions
for DWAF. However, requiring the CMA to perform particular functions (including those where the CMA is acting as
an agent for DWAF in terms of national strategic purposes) may be associated with the need for DWAF to provide
financial support for those functions. This policy issue needs to be further elaborated, particularly where the
implementation of the Pricing Strategy has not been entirely implemented or effective.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 6

3 CMA Organisational Structure
3.1 Considerations Guiding CMA Organisation and Structure
The following considerations should be noted in designing the organisational structure for a CMA.
‰ Integrated water resources management
CMAs are intended to facilitate IWRM at a catchment level, which implies that their organisation
should be structured to promote appropriate integration of the various components and disciplines
in WRM. This is particularly important in the period immediately after establishment, when the
culture of the CMA is being developed with the greatest opportunity for internalising the required
paradigm shift. Each CMA should then be structured according to the WRM challenges in the
WMA, balancing the requirement to integrate with the need to maintain critical mass of expertise
in particular disciplines.
‰ Developmental, participatory and cooperative organisation
CMAs must support government social and economic objectives, must enable and empower
stakeholders and communities to become involved in WRM decisions and must foster cooperative
governance. These imply an outwardly focused organisation with appropriate capacity in social
sciences and associated disciplines, that addresses the available capacity and particular needs of
water users and stakeholders in the WMA.
‰ Efficiency, effectiveness and service delivery
The CMA organisation should be effective in delivering WRM services, which requires adequate
human resources, an appropriate structure and sound systems. IWRM implies a need for skilled
multi-disciplinary teams organised in a flat structure, rather than a traditional hierarchical inward-
looking bureaucracy. Furthermore the CMA organisation must be efficient in performing its
functions and should minimise its costs as far as possible, without impairing its ability to
adequately perform these functions.
‰ Transformation and mentoring
The CMA must give effect to the cultural, organisational and institutional transformation required
by the new public service and IWRM paradigms, including a customer services orientation and
achieving demographic representivity. CMAs should explicitly acknowledge the capacity
limitations in the water sector (particularly in target groups) and build mentoring opportunities
into the organisational structure. CMAs will need to develop a Human Resources Strategy and
Employment Equity Plan, while all staff appointments must comply with current labour
legislation.
‰ Robustness to organisational change and evolution
Every CMA will undergo considerable change in the first few years of its existence as it takes on
additional functions and responsibilities. It is critical that the early design of the organisation
takes this into account, so that the transition is smooth. This needs to consider the transfer of
DWAF staff with functions (in discrete groups rather than incrementally), as well as the need to
gradually build on core CMA units that are functioning in an integrated manner (integration is
easier in a small organisation). This transition also needs to be supported by appropriate capacity
building and/or reskilling programmes.
‰ Focus on core business
The primary role of a CMA is to coordinate the activities of other institutions and stakeholders
according to the catchment management strategy and to regulate water use. It should focus on
these core functions, attempting to outsource implementation functions that may introduce
potential conflicts, and separate these structurally if they are to be performed by the CMA.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 7

3.2 Key Factors Influencing the Organisational Size of a CMA
3.2.1 Characteristics and WRM Challenges of the WMA
The character of the WMA and the management intensity required to address the WRM problems,
should be a major determinant of the organisational size and structure of the associated CMA.
Although a number of factors would affect this, the key one is water use, which may be related to land
use. This affects the intensity of management required for controlling water use, as well as the type
and magnitude of water quality management problems. Furthermore, rural areas tend to be less well
institutionally capacitated than urban areas.
On the other hand, agricultural and forestry water users are generally not able to afford higher water
use charges, particularly when compared to municipal, industrial and mining water users. This
indicates that the viability of rural agriculturally based CMAs is likely to be more sensitive to
organisational size (and cost) than those with greater municipal and industrial water use.
For the purposes of this guideline document, the following three types of CMA have been defined.
‰ Rural agricultural-community dominated (small) CMA
These CMAs are primarily in rural WMA, with relatively low levels of irrigation, forestry and
domestic water use (less than 500 million m3 per year). The developmental aspects of water use
entitlement require attention, particularly for emerging and subsistence farmers. They often have
dispersed community settlements with relatively weak local government and few capacitated
water sector institutions, apart from transformed water user associations (WUA) and some non-
governmental organisations (NGOs) or community based organisations (CBOs). Water quality
problems tend to be isolated and not too serious, except where this is from an upstream WMA.
Smaller CMAs with a focus on stakeholder participation and institutional development are likely
to be more appropriate and viable in this situation, with the development of a core of water use,
water resources and information management capacity to address the priority WRM challenges.
‰ Rural agricultural-industrial/mining (medium) CMA
These CMAs are also in rural WMA, but with significant industrial, power and/or mining water
use, in addition to the irrigation, forestry and domestic/municipal water use. These WMA are
often water stressed requiring active inter-sectoral management of water allocation, which will be
componded by the requirements of the Reserve. Local government and water sector institutions
tend to be stronger, with a greater financial resource base. Mining and industrial water quality
problems tend to be more significant, albeit concentrated in particular catchments of the WMA.
Larger CMAs with a focus on institutional coordination and the management of water use are
required, generally with a developed water quality management component. Financial viability is
an important consideration for CMA size, because agricultural water use is the greatest.
‰ Urban dominated (large) CMA
These CMAs are associated with the large urban-industrial complexes, with water use
predominantly being for municipal and industrial users (total water use tends to exceed 900
million m3 per year), although irrigation and forestry are not insignificant (and tend to occupy the
majority of the land area). Local government is generally stronger, although this may vary
considerably throughout a WMA, while there are usually a range of strong water sector related
public, academic, research and/or private sector institutions associated with the urban areas.
Serious water quality management problems tend to be associated with the urban areas.
Large CMAs are required to coordinate the strong institutions, while intensive management of
water use allocation and quality is necessary, based on detailed information. The greater water
use makes larger CMAs more viable.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 8

3.2.2 Institutional Capacity and Arrangements
Four generic approaches to institutional arrangements may be used to describe the different ways that
a CMA may ensure that its functions are performed (these are described in mode detail below). These
approaches reflect the degree of decentralisation and participation of stakeholders in decision making
and whether CMA builds operational capacity internally or manages other external bodies to perform
its functions, as indicated in the following Figure 3.1.

internal
operations

IN-HOUSE STATUTORY COMMITTEE

• CMA makes decisions • CMA facilitates
• CMA implements • committee makes decisions
• stakeholders/forum consulted • committee implements
• stakeholders represented
centralised/consultative decentralised/participative
decision making decision making

OUTSOURCE NETWORK
• CMA manages • CMA coordinates/manages
• CMA makes decisions • CMA/forum makes decisions
• external body implements • stakeholder forum implements
• stakeholders/forum consulted

external
operations

Figure 3.1. Institutional approaches for performing CMA functions

‰ Network
This approach depends upon the CMA developing cooperative relationships with stakeholder
forums and other water management institutions, so that the activities of these other bodies are
aligned with those of the CMA. This type of approach is particularly suited to the post-
establishment stage and the strategic, coordinating, advisory nature of the initial functions, but is
dependent upon functioning catchment forums and other organisations.
The emphasis on developing partnerships between the CMA and existing groups and the central
coordinating role that the CMA plays, should build the legitimacy of the new CMA with respect
to stakeholders and existing organisations, without requiring significant human or financial
resources. This approach is also inherently based on a cooperative and consultative paradigm for
water resources management, including cooperative governance (particularly with local
government). As such it supports the entrenchment of a sound organisational culture for the
further development (evolution) of the CMA.
However, the importance of the coordinating role should not be underestimated, and therefore the
CMA requires a strong and effective management team. This team should foster a cooperative
approach to WRM in the WMA (including the development of the CMS), as well as promote the
alignment of other organisations’ activities with this CMS.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 9

 Catchment forums often play a critical role in this approach, as they are usually the primary
vehicles for facilitating and extending stakeholder participation and institutional coordination. In
reality, the CMA should encourage and support the stakeholder enthusiasm, capacity and energy
that have been created during the establishment process, and ensure continuity of stakeholder
involvement after establishment. However, this assumes functioning, representative and
structured forums with which the CMA can engage. This cannot be done if there is a proliferation
of catchment forums, and therefore, a decision should be taken about the existing (or possibly
proposed) forums that have been engaged through the CMA establishment process are to be
formally recognised by the CMA 12 .
‰ Statutory Committee
A CMA may establish catchment management committees to perform delegated functions within
a specified area. The committee may include members of the CMA governing board, officials of
the CMA management / administration, and/or stakeholder representatives (possibly members of
catchment forums). The approach is particularly appropriate for specific priority WRM issues
within a local catchment, but also provides a more generalised means of decentralising CMA
decision making on an area basis. A committee may also act as a coordinating body to facilitate
the flow of information between the Governing Board and the catchment forums, and/or to
coordinate forum and CMA staff activities. Care must be taken to avoid a divisive situation from
developing, where decentralisation leads to isolation of the various parts of the WMA along
catchment boundaries.
This approach represents a more formalised approach to stakeholder involvement than the
network approach. Implementation of committee decisions is most likely to be done by CMA
staff, although a cooperative or outsource approach may also be appropriate for certain activities.
The approach therefore requires a management team, and possibly some administrative/technical
staff for implementation (possibly structured according to the established committees).
The committee approach is most likely to evolve from one or more of the other approaches, as the
CMA operation is consolidated, stakeholder participation matures and the need for direct local
stakeholder involvement in performing certain functions becomes important. However,
geographically based committees may be established during the early evolution of the CMA to
coordinate forum or stakeholder participation in sub-catchment areas within the total WMA.
‰ Outsource
Where there are other organisations in the WMA with capacity for certain (or are already
performing similar) non-core functions, these organisations may be contracted or delegated to
perform these functions 13 . This approach is inherently flexible (although a contract may restrict
this) and allows the CMA to develop a smaller highly skilled management team to coordinate and
oversee this outsourcing, while focusing on the core CMA functions.
It should be noted that outsourcing requires the development and maintenance of technical and
management capacity, to ensure that the outsourced functions are performed effectively,
efficiently and in accordance with the CMS. Accountability for the functions should remain with
the CMA, which implies that contractual relationships with “service providers” may be preferable
to delegation. This should be in accordance with any DWAF sourcing strategy for the WRM
sector as a whole.
It is not appropriate to outsource the core decision making functions associated with strategy
development, water use regulation and auditing, but rather to contract-in support capacity where

12
The efficiency and objectives of the networking approach will not be served by a proliferation of small (single narrow
interest) forums – these interest groups may work through the forums. Therefore, for this purpose, a forum is interpreted
as a representative multi-interest group, focused on water issues, that is organised to enable participation.
13
Contracted organisations/service providers may include water management institutions (such as WUA), water service
institutions (such as water boards), academic/research institutions (such as CSIR or universities), the private sector (such
as consultants) or stakeholder bodies (such as catchment forums, NGOs and CBOs)..

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 10

 required (possibly on a consultancy basis, from DWAF or from another neighbouring CMA).
Although cost savings may be a rationale for outsourcing, this is only feasible under certain
conditions, so the assumption for the viability study may be that there is little cost difference
between the outsource and in-house approaches for most functions.
‰ In-house
Traditionally organisations have appointed staff and built capacity internally, with centralised
management. This is appropriate for the core CMA functions, particularly water use
authorisation, auditing and strategy development, as well as coordination and management
functions associated with outsource, statutory committee or network approaches. Furthermore,
the responsible authority functions must be performed by the CMA and therefore requires in-
house capacity.
Internal staffing may be developed in various ways, ranging from traditional hierarchical
structures through to flat highly-skilled team structures. The later is more appropriate for the
integrated multi-disciplinary requirements of the core CMA strategic, regulatory and coordination
functions. This is also consistent with the principle that a CMA should not become a large
bureaucracy, but rather be institutionally focussed and efficient.
A major advantage of building a central in-house capacity (particularly for core functions) is that
consistent implementation of the new integrated water resources management and participatory
paradigm can be ensured across the WMA. Once the approach has become entrenched for WRM
in the CMA and WMA, the committee or outsource approaches may be adopted with less risk.

CMA
DWAF Governing
Regional Office Board

CEO
Catchment
CMA management
management committee

CMA Catchment
staff forums

WMI or WSI Contracted

with service accountability
delegations providers
cooperation

Figure 3.2. Generic institutional-organisational structure for CMA operation

The CMA organisation must engage and reflect the existing institutional environment in the water
(and particularly the WRM) sector. Where they exist, partnership may be fostered with capacitated

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 11

organisations, including water boards, water user associations, local government and sector
representative bodies. Similarly, the CMA may depend upon strong functioning catchment forum to
facilitate stakeholder participation and to implement certain WRM activities. In this case, a more
decentralised network or committee approach would be appropriate, possibly supported by extensive
outsourcing.
On the other hand, a CMA in a weak institutional environment will have to focus on institutional
development, capacity building and support to these other bodies, which implies a need to build in-
house capacity. It would also probably require greater support from DWAF over a longer period of
time, because the CMA itself may also suffer from capacity and resources constraints.
The above figure highlights a generic institutional structure for a CMA, which may include CMC/s,
recognised catchment forums, service providers and delegated WMI. It is particularly important that
the CMA organisational structure (for the CMA CEO, management and staff) supports and is
consistent with the broader institutional structure.
3.2.3 Phased Delegation of Functions and Evolution of the CMA
The following three generic phases illustrate a progressive CMA evolution, which should ensure a
stable process of organisational capacity building and institutional development.
¾ Develop relationships and legitimacy
This represents post-CMA establishment, which primarily involves the CMA establishing and
legitimising itself as a central player in the existing (and evolving) water sector institutional
environment. The emphasis is largely on coordination, advisory and strategic functions (as
reflected in the initial and financial functions), which do not require significant resources and
capacity, but rather on developing relationships with other organisations (particularly catchment
forums, local government and sectoral representative bodies). However, in achieving this
objective, there is also a need to monitor, verify and control water use and to collect charges from
registered water users (together with DWAF). This stage enables (and in fact requires) the CMA
to internalise the paradigm shift to participative, cooperative (governance) and integrated water
resource management approach required by the NWA, because the “fledgling” CMA governing
board and administration are not distracted or overwhelmed by the detailed operational activities.
The major organisational challenge that the CMA faces at the outset is the need to adopt the new
paradigm of integrated and participative WRM, as well as the need to develop a outward looking
customer-client services approach to WRM. Every effort should be made to entrench this in the
strategy, structure, systems, rewards and staffing of the CMA. This may be facilitated by a focus
on institutional coordination and strategy formulation functions through a networking approach.
It is most appropriate that the CMA administration consists of a small group of managers and
support staff during this initial phase, but with dedicated support to institutional coordination
activities (including forum support).
¾ Build capacity and consolidate
As the CMA develops an institutional profile and legitimacy in the WMA and has developed a
(first-order) catchment management strategy (CMS), the process of delegating the functions and
building the capacity required to implement the CMS should begin. During this stage, most of the
CMA operational functions (not including the responsible authority functions) should be
progressively delegated (or assigned), based on the WRM priorities outlined in the CMS. This
enables the CMA to develop WRM capacity, without being distracted or overwhelmed by the
significant responsibility of water use authorisation. However, it is important that the CMA takes
full responsibility for monitoring compliance for water use authorisation, in order to develop the
capacity and understanding required for the responsible authority functions. It should be
highlighted, that the delegation of these functions should be phased, in order to allow the CMA to
gradually build its capacity. However, coherent groupings of functions (and possibly staff)
should be transferred, to enable the CMA to consolidate its operations at each stage.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 12

 As the CMA takes on more functions, the size and resources of the organisation will increase
considerable (probably doubling over a couple of years). This poses a number of transitional and
organisational challenges, including managing the probable transfer of DWAF staff with the
delegation of functions 14 . The complexity and difficulty of this change management process
should not be underestimated, particularly in terms of maintaining an organisational culture
related to the integration and participative paradigm of WRM, together with a customer-client
services approach. It is critical that the evolution of the CMA is linked to a proactive process of
organisational change management. At this stage, the CMA administration is likely to consist of
a number of small teams, managing a combination of in-house, contracted-in and outsourced
services.
¾ Become fully functional and the responsible authority
Finally, once the CMA has demonstrated the capacity to perform general WRM functions,
including the monitoring and information systems required to manage a WMA, the delegation of
responsible authority functions should begin. This may start with routine authorisation, initially
for abstraction according to the CMS allocation plan and later for the other water uses. This may
be followed by the authorisation of water use involving the relaxation of conditions (from national
standards).
In order to perform the responsible authority functions, the CMA will need to develop an internal
unit for water use authorisation and enforcement (this cannot be outsourced), some of which
would be through transfer of staff from DWAF. Once again, the challenge will be to ensure that
the CMA reflects the new paradigm in its organisational structure and operation. This is
particularly important in terms of the integrated and holistic nature of water use (quantity, quality
and instream activity) and resource quality (flow, quality, habitat and biota) as defined in the
NWA, in an organisational structure with disciplinary specialists. A possible solution may be for
the CMA to appoint generalists and depend upon DWAF RO (or external contracted specialists)
to provide technical support.

14
The DWAF Draft National Policy on Implementation of Catchment Management in South Africa (DWAF, 2000) states
that “DWAF employees performing functions to be transferred should be given preference to be transferred to the CMA.
Only having exhausted the existing staff compliment, may external recruitment take place.” However, this policy also
states that “It must be ensured that the CMAs become focused, lean and efficient organisations rather than more complex
incarnations of present DWAF structures.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 13

4 CMA Organisational Structure
4.1 Introduction
This Chapter presents illustrative high-level CMA organisational structures for different types of
CMA, and indicates the staff profile as these evolve to full functionality. However, the generic
business units and staff levels need to be defined.
Each CMA will structure themselves according to the WRM challenges, priorities and capacity within
the WMA. However, the following generic business units are likely to be common to all fully
functional CMAs, albeit with different staff complements and reporting lines.
‰ Corporate & Finance: human resources, administration and/or legal services required to maintain
a functioning organisation, financial management and collection of water use charges, and the
development and reporting on the CMA business plan.
‰ Institutions & Participation: promoting stakeholder participation, cooperative governance and
institutional alignment to support the development and implementation of the CMS, including
consultation, awareness creation and capacity building around IWRM.
‰ WR Planning & Programmes: coordinating, developing and reporting on the CMS, planning the
development, operation, allocation and utilisation of water resources (including water quality) to
meet RQO, and coordinating the implementation of WRM programmes and projects to support
the CMS.
‰ Water use management: technical and administrative registration and licensing of all water use (as
the responsible authority), as well as the verification, control and compliance monitoring of
authorised water use.
‰ Monitoring & information: managing the WRM monitoring programmes (hydrological, water
quality, river health), acquiring other data and managing the CMA information systems to support
the other units’ functions.
The following four generic staff levels may be used for the purposes of general organisational
structure (these groupings are used as the basis for the detailed staffing profiles presented in the next
Chapter):
• Managers: The CEO and directors of sections.
• Seniors: Sub-function coordinators and specialists.
• Juniors: Technical staff and senior admin assistants.
• Administrative support: Clerks, secretaries and support staff.

4.2 Illustrative organisational structure for different CMA sizes

This section presents an indication of size and structure for the three types of CMA, noting the
financial implications. Possible staffing of these CMA is described in the next Chapter. These
diagrams are only meant to be illustrative, as each CMA will have slightly different requirements
based on the WRM priorities in that WMA. None of these structures include a WR infrastructure
development and/or operations unit, because this is assumed to be done by other institutions according
to rules developed by the CMA (as part of the CMS).
4.2.1 Rural agricultural-community dominated (small) CMA
The following figure presents an illustrative “small” CMA organisation of 40 staff, which emphasises
institutional development and stakeholder participation. It has a relatively small water use
management component which would largely be oriented towards authorisation and control of

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 14

irrigation and municipal water use, with some of the water use control responsibilities being delegated
to WUA (and possibly local government). Water resources planning and water use authorisation
would require DWAF (and possibly consultant) technical support, while the monitoring component
would need to be supported by laboratory services and possibly monitoring done by WUA and local
government.

Junior/PA: 1 CEO

Corporate & Institutions & WR Planning & Water Use Information

Finance Participation Programmes Management Management
Manager: 1 Manager: 1 Manager: 1 Manager: 1 Manager:
Senior: 1 Senior: 1 Senior: 2 Senior: 2 Senior: 1
Junior: 2 Junior: 4 Junior: 3 Junior: 4 Junior: 5
Admin: 4 Admin: 1 Admin: 1 Admin: 2 Admin: 1
TOTAL: 8 TOTAL: 7 TOTAL: 7 TOTAL: 9 TOTAL: 7

Figure 4.1. Illustrative organisational structure for a small sized rural CMA

This organisational structure has a staff cost of about R6 million per year, which results in a total
CMA cost of between R9 million and R12 million per year once overheads and outsourcing costs are
included. This is equivalent to a water use charge of at least 2c/kl for these WMA which have a total
water use of less than 300 million m3 per year. This highlights the potential viability concerns for
CMAs in these rural agricultural WMA, and highlights the importance of maintaining small efficient
organisational structures for these CMAs.
Examples of this type of CMA would be in the Limpopo, Letaba-Levuvhu, Lower Vaal, Gouritz and
Olifants-Doorn WMAs.
4.2.2 Rural agricultural-industrial/mining (medium) CMA
The following figure presents an illustrative organisational structure for a “medium” CMA of about
60 staff, which has capacity for institutional development, water resources planning, water use
management and monitoring in these WMA with significant industrial, power or mining activities.
Once again, monitoring would be supported by outsourced laboratory services and other institutions’

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 15

(including industry) programmes, while technical planning and water use authorisation support would
be brought in from DWAF or consultants.

Junior/PA:1 CEO

Corporate & Institutions & WR Planning & Water Use Information

Finance Participation Programmes Management Management
Manager: 1 Manager: 1 Manager: 1 Manager: 1 Manager: 1
Senior: 2 Senior: 1 Senior: 3 Senior: 4 Senior: 3
Junior: 3 Junior: 5 Junior: 4 Junior: 6 Junior: 7
Admin: 5 Admin: 1 Admin: 2 Admin: 3 Admin: 4
TOTAL: 11 TOTAL: 8 TOTAL: 10 TOTAL: 14 TOTAL: 15

Figure 4.2. Illustrative organisational structure for a medium sized CMA

This organisational structure has a staff cost of about R9 million per year, which would result in an
total CMA cost of about R13 million to R17 million. This is equivalent to an average water use
charge of about 2c/kl, although this may be somewhat reduced by the implementation of the waste
discharge charge system (which would cover water quality related costs). Once again the viability of
the CMA is a critical issue in the design of the organisational structure for these CMA, because a
significant portion of these costs must be recovered from irrigation and forestry.
Examples of this type of CMA would be in the Olifants and Middle Vaal WMA. However, some of
the larger rural agricultural WMA (with total water use in the order of 1000 million m3) may also
require medium size CMAs, such as Inkomati, Fish-Tsitsikama and Breede WMA.
4.2.3 Urban dominated (large) CMA
The following figure presents an illustrative organisational structure for a large CMA with a staff
complement of 85 people, which assumes most functions are performed in-house by the CMA. These
numbers would reduce where outsourcing to other capacitated institutions is considered. This has a
significant water use management and monitoring component required to manage the complex water
quality problems associated with urban areas, although outsourcing of the laboratory components is
assumed.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 16

 Junior/PA:1 CEO

Corporate & Institutions & WR Planning & Water Use Monitoring &
Finance Participation Programmes Management Information
Manager: 1 Manager: 1 Manager: 1 Manager: 1 Manager: 1
Senior: 2 Senior: 2 Senior: 3 Senior: 5 Senior: 4
Junior: 4 Junior: 6 Junior: 6 Junior: 9 Junior: 11
Admin: 7 Admin: 1 Admin: 2 Admin: 5 Admin: 6
TOTAL: 14 TOTAL: 10 TOTAL: 12 TOTAL: 20 TOTAL: 22

Figure 4.3. Illustrative organisational structure for a large sized urban CMA

The staff costs of this structure are about R12 million per year, which results in a total CMA cost of
between R18 million and R25 million per year. The viability of such a CMA requires the
establishment of a waste discharge charge system (as is intended by 2005), in order to recover the
considerable water quality related costs associated with managing the urban and industrial water
quality problems.
Examples of this type of CMA would be in the Upper Vaal, Crocodile-Marico, Mvoti-Mzimkulu and
Berg WMA.

4.3 Organisational Implications of Phased Evolution

The organisational structures presented above are for a fully functioning CMA. However, most
CMAs would only evolve to this state after about 5 years. Table 4.1 presents the probable ranges in
staff complement for the three types of CMA, as the CMA evolves through the three generic phases
discussed in Section 3.2.3.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 17

 Table 4.1. Range in staff complement during CMA evolution
Initial Consolidation Full functionality
Small CMA 5 – 20 15 – 35 30 – 45
Medium CMA 10 – 25 20 – 50 40 – 65
Large CMA 15 – 30 25 – 70 60 – 85

Table 4.2 provides an illustrative breakdown between the CMA “structure units”, assuming a
particular CMA size during the evolution related to a probable complement required to perform the
relevant functions. However, it should be noted that the staff numbers are likely to change associated
with the delegation of functions within any of these phases.

Table 4.2. Illustrative unit staffing during CMA evolution

Initial Consolidation Full functionality
Small CEO & PA 2 2 2
CMA Corporate and Finance 3 6 8
Institutions & Participation 3 6 7
WR Planning & Programmes 3 7 7
Water use management 1 4 9
Monitoring and information - 5 7
TOTAL 12 30 40

Small CEO & PA 2 2 2

CMA Corporate and Finance 3 10 11
Institutions & Participation 5 7 8
WR Planning & Programmes 3 10 10
Water use management 3 6 14
Monitoring and information - 10 15
TOTAL 16 45 60

Small CEO & PA 2 2 2

CMA Corporate and Finance 4 11 14
Institutions & Participation 8 10 10
WR Planning & Programmes 4 12 12
Water use management 4 10 20
Monitoring and information - 16 22
TOTAL 22 60 80

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 18

4.4 Infrastructure and Overheads
The organisational structure of the CMA and its evolution needs to consider the following issues,
particularly during the period that the organisation grows rapidly:
‰ The availability of infrastructure (and overheads) required to support the organisation, particularly
office space, telecommunications, computer equipment and administrative support system.
‰ The ability of other organisations’ to accept delegations or contracts, and possible capacity
building and support that may be required.
‰ The ability of the stakeholder groups to participate in WRM and possibly reduce the required
CMA staffing, and the capacity building, empowerment and support that will be required to
ensure this.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 19

 5 Staffing Considerations
5.1 CMA Staffing Scenarios
5.1.1 Rural agricultural-community dominated (small) CMA
Table 5.1 presents the possible staffing of a small CMA of 40 people in an rural agricultural WMA,
based on the organisational structure presented in Figure 4.1. The job specifications are presented in
Section 5.2.

Table 5.1. Illustrative staffing complement for a small CMA at full functionality
Corporate & Finance Institutions & WR Planning & Water Use Monitoring &
Participation Programmes Management Information
Managers F CEO
E
D4 Financial / HR Institutional manager WR manager Water use manager
manager
Seniors D3 Finance WR engineer / planner Water engineer Information manager
officer /
Credit
controller
D2 Institutional & Project Authorisation
participation manager manager
coordinator
D1
Juniors C4 HR WR
officer / systems
Office analyst
manager
C3 Public relations & Aquatic Licensing Data analyst / GIS
Capacity building scientist officer operator
officer
C2 Community liaison Projects Water use / Pollution Sampling IT
officer x3 officer control officer x3 logistics support
officer engineer
C1 Personal Book- Sampling
Assistant keeper / officer x2
to CEO Accounts
clerk
Admin & B5 User
support liaison
officer
B4
B3 Secretary / Filing clerk Secretary Secretary / Project Secretary / Admin Secretary / Data
clerk clerk capture
B2
B1 Receptionist
A3
A2 Messenger
A1 Cleaner / Tea maker

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 20

 5.1.2 Rural agricultural-industrial/mining (medium) CMA
Table 5.2 presents the possible staffing of a medium sized CMA of 60 people in a rural WMA with
significant industrial-mining use, based on the organisational structure presented in Figure 4.2. The
job specifications are presented in Section 5.2.

Table 5.2. Illustrative staffing complement for a medium CMA at full functionality
Corporate & Finance Institutions & WR Planning & Water Use Monitoring &
Participation Programmes Management Information
Managers F CEO
E Financial / HR
manager
D4 Institutional manager WR manager Water use manager Information manager
Seniors D3 Finance WR engineer Water engineer
officer
D2 Institutional & WR Project Authorisation Info. IT
participation planner manager manager x2 Systems systems
coordinator manager manager
D1 HR License administration Info
officer officer system
analyst
Juniors C4 WR
systems
analyst
C3 Office Credit Public Capacity Aquatic Engineer Licensing Data IT
manager controller relations building scientist in officer x2 analyst support
officer officer training engineer
C2 Community liaison Projects Water Pollution Sampling GIS
officer x3 officer use control logistics operator
control officer x2 officer
officer x2
C1 Personal Book- Sampling
Assistant keeper officer x3
to CEO
Admin & B5 User
support liaison
officer
B4 Accounts Project Admin Admin
clerk clerk clerk clerk
B3 Secretary / Filing clerk Secretary Secretary Secretary Secretary
B2 Computer operator
B1 Receptionist Data capture
A3
A2 Messenger
A1 Cleaner / Tea maker

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 21

 5.1.3 Urban dominated (large) CMA
Table 5.3 presents the possible staffing of a large CMA of 80 people in an urban dominated WMA,
based on the organisational structure presented in Figure 4.3. The job specifications are presented in
Section 5.2.

Table 5.3. Illustrative staffing complement for a large CMA at full functionality
Corporate & Finance Institutions & WR Planning & Water Use Monitoring &
Participation Programmes Management Information
Managers F CEO
E Financial / HR Water Use manager
manager
D4 Institutional manager WR manager Information manager
Seniors D3 Finance WR engineer Water engineer
officer
D2 Institutional WR Project Authorisation Info. IT
development / local planner manager manager x2 Systems systems
government manager manager manager
D1 HR Participation & License administration Monitor Info.
officer communications officer system systems
coordinator manager analyst
Juniors C4 WR
systems
analyst
C3 Office Credit Public Capacity Aquatic Engineer Licensing Engineer Data IT
manager controller relations building scientist in officer x3 in analyst support
officer officer x2 training training x2 engineer
C2 HR Community liaison Projects Water Pollution Sampling GIS
support officer x4 officer x2 use control logistics operator
officer control officer x3 officer
officer x2
C1 Personal Book- Sampling
Assistant keeper officer x6
to CEO
Admin & B5 User
support liaison
officer
B4 Accounts Project Admin Admin
clerk clerk clerk x3 clerk x2
B3 Secretary x2 Secretary Secretary Secretary Secretary
B2 Computer operator
B1 Receptionist Data capture x2
A3 Filing clerk
A2 Messenger
A1 Cleaner / Tea maker

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 22

5.2 Job Specifications and Salary Bands
This section contains certain brief job descriptions for the managers and senior technical staff
positions identified in the preceding section, presented according to job level (for ease of reference).
Salary bands have also been included for all position, for various areas in the country for the 2000/01
financial year.
This salary-related information can be used to benchmark the proposed positions for the CMA with
external organisations. This will allow for an informed decision regarding future salaries proposed for
CMAs.
Information provided in this report was taken from the P-E Corporate Services SA (Pty) Limited
survey, called “The South African Salary Survey”. The main surveys used for this report was the
“General Staff Survey”.
The General Staff Survey contains pay and benefits details for approximately 500 benchmark job
categories. This information is based on data gathered from over 700 South African organisations,
employing in excess of 1.5 million staff 15 .
The salary data collected for the survey used is categorised by major economic activity centres
throughout South Africa. This classification has been chosen so as to be consistent with the country’s
regional / provincial boundaries. Figures for the majority of these regions have been included in this
report.
It is important to note that the survey reports market rates of pay at a particular point in time and
projected increases for the next 12 months are also reported. This is naturally linked to salary trends,
which are basically calculated and compared to the Consumer Price Index (CPI). Salary increases
generally lag slightly behind the CPI.
Salary tables have been provided in this chapter, which contain the total annual salary for each of the
positions highlighted in the proposed organisational structure. Total annual salary includes the basic
salary as defined above, plus any deferred salary payments (i.e. a bonus not related to performance),
plus any performance bonus (i.e. a bonus related to individual or company performance), share profit
or other cash incentives. Also included in total salary is an entertainment allowance.

15
This is approximately 25 per cent of the formal sector workforces 6,07 million, and over 30 per cent of those employed
in the private sector, public corporation and non-profit organisations. After allowing for job matching and statistical
sampling techniques, remuneration data is reported for an actual sample of some 600 000 staff. This represents around
10 per cent of total employment in the private sector, public corporations and non-profit organisations. 34% of the
participants in this survey consist of JSE listed public companies. 28% are subsidiaries of listed companies. 9 % of the
sample consists of parastatal, public sector or non-profit organisations. With the remaining 29% being private
companies. In addition, 26% of the companies surveyed are multinationals i.e. controlled by overseas-based
stakeholders.

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 23

5.2.1 Management
Chief Executive Director (Hay: approximately 1001-1400; Paterson: F)
Overall responsibility for the functioning of the CMA. His/her responsibility includes policy / strategy
formalisation, and the budget. Is responsible for the activities of managers. Directly accountable to the
Governing Board.

LOCATION ANNUAL COST OF EMPLOYMENT

Structure A Structure A/B Structure B/C Structure C/D Structure D
All regions 479 600 504 625 529 650 554 675 579 700

Human Resources / Financial Manager (Hay: approximately 851-1000; Paterson E)

Responsible for managing the human resources and financial components of the CMA, including the
management of water use charge collection, financial transfers and subsidies. Reports to the CEO.

LOCATION ANNUAL COST OF EMPLOYMENT

Structure A Structure A/B Structure B/C Structure C/D Structure D
All locations 319 000 338 250 357 500 376 750 396 000

Water Use Manager (Hay: 721-1000; Paterson: D4/E)

Responsible for the authorisation and control all categories of water use. Report to the CEO.

LOCATION ANNUAL COST OF EMPLOYMENT

Structure A Structure A/B Structure B/C Structure C/D Structure D
All locations 297 000 310 750 324 500 338 250 352 000

Water Resources Manager (Hay: 721-1000; Paterson: D4/E)

Responsible for the development and coordination of the CMS, water resources planning (including
augmentation of supply), and programmes required to implement IWRM. Reports to the CEO.

LOCATION ANNUAL COST OF EMPLOYMENT

Structure A Structure A/B Structure B/C Structure C/D Structure D
All locations 297 000 310 750 324 500 338 250 352 000

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 24

Institutional Development Manager (Hay: 721-850; Paterson: D4)
Responsible for relationship management between the CMA and other role players (institutions and
stakeholders), cooperative governance, capacity building in water management institutions and
catchment forums and communications. Reports to the CEO.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 256 300 – 317 900
Pretoria 249 700 – 298 100
North. Prov/Mpumalanga 251 900 – 298 100
Kwazulu Natal 271 700 – 314 600
Western Cape 238 700 – 295 900
Eastern Cape 244 200 – 287 100
N.West/N.Cape/FS 232 100 – 283 800

Information Manager (Hay: 721-850; Paterson: D4)

Responsible for the monitoring system required to collect water resources samples (data) and the
information technology (software and hardware) systems required to process, store and manage water
resources related information. Reports to the CEO.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 244 200 – 280 500
Pretoria 233 200 – 282 700
North. Prov/Mpumalanga 209 000 – 259 600
Kwazulu Natal 231 000 – 267 300
Western Cape 226 600 – 259 600
Eastern Cape 218 790 - 257 400
N.West/N.Cape/FS 218 790 – 257 400

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 25

5.2.2 Senior Technical Staff
Water resources engineer (Hay: 586-720; Paterson: D3)
Manages and provides technical guidance for water resources operation and development planning in
support of the CMS. Reports to the Water Resources Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 261 800 – 305 800
Pretoria 246 400 – 300 300
North. Prov/Mpumalanga 227 700 – 281 600
Kwazulu Natal 259 600 – 301 400
Western Cape 251 900 – 291 500
Eastern Cape 226 600 – 282 700
N.West/N.Cape/FS 236 500 – 267 300

Water engineer (Hay: 586-720; Paterson: D3)

Manages infrastructure related water use, particularly the authorisation of new infrastructure and dam
safety, and advises on processes related to other water uses. Reports to the Water Use Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 261 800 – 305 800
Pretoria 246 400 – 300 300
North. Prov/Mpumalanga 227 700 – 281 600
Kwazulu Natal 259 600 – 301 400
Western Cape 251 900 – 291 500
Eastern Cape 226 600 – 282 700
N.West/N.Cape/FS 236 500 – 267 300

Institutional Development / Local Government Manager (Hay: 485-585; Paterson: D2)

Manages and coordinates the CMA relationship with local government and other key institutions,
promoting cooperative governance and ensuring capacity building programmes. Reports to the
Institutional Development Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 228 800 – 265 100
Pretoria 225 500 – 260 700
North. Prov/Mpumalanga 209 000 – 249 700
Kwazulu Natal 214 500 – 264 000
Western Cape 202 400 – 251 900
Eastern Cape 209 000 – 237 600
N.West/N.Cape/FS 196 900 – 225 500

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 26

WR Planner (Hay: 485-585; Paterson: D2)
Manages and coordinates the development, revision and auditing of the CMS. Reports to the Water
Resources Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 228 800 – 265 100
Pretoria 225 500 – 260 700
North. Prov/Mpumalanga 209 000 – 249 700
Kwazulu Natal 214 500 – 264 000
Western Cape 202 400 – 251 900
Eastern Cape 209 000 – 237 600
N.West/N.Cape/FS 196 900 – 225 500

Project Manager (Hay: 485-585; Paterson: D2)

Manages and/or coordinates the implementation of water resources related programmes and projects,
including demand management and possibly working for water. Reports to the Water Resources
Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 228 800 – 265 100
Pretoria 225 500 – 260 700
North. Prov/Mpumalanga 209 000 – 249 700
Kwazulu Natal 214 500 – 264 000
Western Cape 202 400 – 251 900
Eastern Cape 209 000 – 237 600
N.West/N.Cape/FS 196 900 – 225 500

Authorisation Manager (Hay: 485-585; Paterson: D2)

Manages the authorisation, control and auditing of abstraction and discharge related water use, and
coordinates possible legal and/or other interventions to address non-compliance. Reports to the Water
Use Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 228 800 – 265 100
Pretoria 225 500 – 260 700
North. Prov/Mpumalanga 209 000 – 249 700
Kwazulu Natal 214 500 – 264 000
Western Cape 202 400 – 251 900
Eastern Cape 209 000 – 237 600
N.West/N.Cape/FS 196 900 – 225 500

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 27

Information Systems Manager (Hay: 485-585; Paterson: D2)
Manages the water resources monitoring systems and the associated water resources information
systems to support decision making by the other components of the CMA, coordinating with DWAF
in terms of national requirements, systems and databases. Reports to the Information Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 220 000 – 256 300
Pretoria 207 900 – 246 400
North. Prov/Mpumalanga 220 000 – 247 500
Kwazulu Natal 223 300 – 256 300
Western Cape 209 000 – 256 300
Eastern Cape 185 900 – 231 000
N.West/N.Cape/FS 199 100 – 248 600

IT Systems Manager (Hay: 485-585; Paterson: D2)

Manages the IT systems, including routine software, responsible for procurement and upgrading of
computer and communications systems. Reports to the Information Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 220 000 – 256 300
Pretoria 207 900 – 246 400
North. Prov/Mpumalanga 220 000 – 247 500
Kwazulu Natal 223 300 – 256 300
Western Cape 209 000 – 256 300
Eastern Cape 185 900 – 231 000
N.West/N.Cape/FS 199 100 – 248 600

Participation and Communications Coordinator (Hay: 401-485; Paterson: D1)

Manages and coordinates the CMA relationship with stakeholders (including catchment forums), and
coordinates general awareness and communications programmes. Reports to the Institutional
Development Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 187 000 – 226 600
Pretoria 173 800 – 212 300
North. Prov/Mpumalanga 171 600 – 206 800
Kwazulu Natal 181 500 – 222 200
Western Cape 177 000 – 204 600
Eastern Cape 173 800 – 200 200
N.West/N.Cape/FS 162 800 – 201 300

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 28

Monitoring System Coordinator (Hay: 401-485; Paterson: D1)
Coordinates the design and implementation (including logistics) of the CMA’s routine water
resources (hydrological, geohydrological, water quality and biomonitoring) monitoring programme/s
and ad hoc sampling requests. Reports to the Information Systems Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 187 000 – 226 600
Pretoria 173 800 – 212 300
North. Prov/Mpumalanga 171 600 – 206 800
Kwazulu Natal 181 500 – 222 200
Western Cape 177 000 – 204 600
Eastern Cape 173 800 – 200 200
N.West/N.Cape/FS 162 800 – 201 300

Human Resources Officer (Hay: 401-485; Paterson: D1)

Manages the human resources function of the CMA, such as performance appraisal, job evaluation
and recruitment, and is responsible for administrative functions such as wages, salaries and fringe
benefits. Reports to the Human Resources Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 187 000 – 226 600
Pretoria 173 800 – 212 300
North. Prov/Mpumalanga 171 600 – 206 800
Kwazulu Natal 181 500 – 222 200
Western Cape 177 000 – 204 600
Eastern Cape 173 800 – 200 200
N.West/N.Cape/FS 162 800 – 201 300

License Administration Officer (Hay: 401-485; Paterson: D1)

Administers the process of registering and authorising all water use, linked to WARMS. Reports to
the Authorisation Manager/s.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 187 000 – 226 600
Pretoria 173 800 – 212 300
North. Prov/Mpumalanga 171 600 – 206 800
Kwazulu Natal 181 500 – 222 200
Western Cape 177 000 – 204 600
Eastern Cape 173 800 – 200 200
N.West/N.Cape/FS 162 800 – 201 300

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 29

Information Systems Analyst (Hay: 401-485; Paterson: D1)
Manages the capture, screening, storage and processing of water resources data and information.
Reports to the Information System Manager.

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 187 000 – 226 600
Pretoria 173 800 – 212 300
North. Prov/Mpumalanga 171 600 – 206 800
Kwazulu Natal 181 500 – 222 200
Western Cape 177 000 – 204 600
Eastern Cape 173 800 – 200 200
N.West/N.Cape/FS 162 800 – 201 300

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 30

5.2.3 Junior Technical Staff
Job specifications for the following staff positions are not provided, as these are relatively self-
explanatory.

WR Systems Analyst (Hay: 321-400; Paterson: C4)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 159 500 – 192 500
Pretoria 161 700 – 184 800
North. Prov/Mpumalanga 168 300 – 191400
Kwazulu Natal 159 500 – 187 000
Western Cape 162 800 – 184 800
Eastern Cape 150 700 – 179 300
N.West/N.Cape/FS 159 500 – 183 700

Aquatic Scientist / Engineer in training (Hay: 251-320; Paterson: C3)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 159 500 – 192 500
Pretoria 161 700 – 184 800
North. Prov/Mpumalanga 168 300 – 191400
Kwazulu Natal 159 500 – 187 000
Western Cape 162 800 – 184 800
Eastern Cape 150 700 – 179 300
N.West/N.Cape/FS 159 500 – 183 700

Licensing Officer (Hay: 251-320; Paterson: C3)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 159 500 – 192 500
Pretoria 161 700 – 184 800
North. Prov/Mpumalanga 168 300 – 191 400
Kwazulu Natal 159 500 – 187 000
Western Cape 162 800 – 184 800
Eastern Cape 150 700 – 179 300
N.West/N.Cape/FS 159 500 – 183 700

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 31

Data Analyst / IT Support Engineer (Hay: 251-320; Paterson: C3)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 122 100 – 144 100
Pretoria 116 600 – 132 000
North. Prov/Mpumalanga 108 900 – 130 900
Kwazulu Natal 114 400 – 141 900
Western Cape 110 000 – 133 100
Eastern Cape 111 100 – 129 800
N.West/N.Cape/FS 113 300 – 128 700

Public Relations Officer / Capacity Building Officer (Hay: 251-320; Paterson: C3)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 122 100 – 144 100
Pretoria 116 600 – 132 000
North. Prov/Mpumalanga 108 900 – 130 900
Kwazulu Natal 114 400 – 141 900
Western Cape 110 000 – 133 100
Eastern Cape 111 100 – 129 800
N.West/N.Cape/FS 113 300 – 128 700

Office Manager / Credit Controller (Hay: 251-320; Paterson: C3)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 96 800 – 112 200
Pretoria 89 100 – 104 500
North. Prov/Mpumalanga 90 200 – 107 800
Kwazulu Natal 90 200 – 106 700
Western Cape 84 700 – 104 500
Eastern Cape 88 000 – 103 400
N.West/N.Cape/FS 90 200 – 104 500

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 32

Water Use Control / Pollution Control / Projects Officer (Hay: 208-250; Paterson: C2)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 94 600 – 108 900
Pretoria 86 900 – 106 700
North. Prov/Mpumalanga 91 300 – 110 000
Kwazulu Natal 96 800 – 110 000
Western Cape 94 600 – 108 900
Eastern Cape 81 400 – 101 200
N.West/N.Cape/FS 91 300 – 110 000

Community Liaison Officer / HR Support Officer (Hay: 208-250; Paterson: C2)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 89 100 – 107 800
Pretoria 88 000 – 105 600
North. Prov/Mpumalanga 90 200 – 104 500
Kwazulu Natal 94 600 – 107 800
Western Cape 86 900 – 105 600
Eastern Cape 83 600 – 100 100
N.West/N.Cape/FS 90 200 – 107 800

Sampling Logistics Officer / GIS Operator (Hay: 208-250; Paterson: C2)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 89 100 – 107 800
Pretoria 88 000 – 105 600
North. Prov/Mpumalanga 90 200 – 104 500
Kwazulu Natal 94 600 – 107 800
Western Cape 86 900 – 105 600
Eastern Cape 83 600 – 100 100
N.West/N.Cape/FS 90 200 – 107 800

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 33

Sampling Officer (Hay: 177-207; Paterson: C1)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 89 100 – 107 800
Pretoria 88 000 – 105 600
North. Prov/Mpumalanga 90 200 – 104 500
Kwazulu Natal 94 600 – 107 800
Western Cape 86 900 – 105 600
Eastern Cape 83 600 – 100 100
N.West/N.Cape/FS 90 200 – 107 800

Bookkeeper (Hay: 177-207; Paterson: C1)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 93 500 – 106 700
Pretoria 85 800 – 99 000
North. Prov/Mpumalanga 81 400 – 101 200
Kwazulu Natal 88 000 – 100 100
Western Cape 82 500 – 99 000
Eastern Cape 83 600 – 99 000
N.West/N.Cape/FS 80 300 – 97 900

Personal Assistant to CEO (Hay: 177-207; Paterson: C1)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 114 400 – 134 200
Pretoria 108 900 – 132 000
North. Prov/Mpumalanga 104 500 – 126 500
Kwazulu Natal 105 600 – 124 300
Western Cape 105 600 – 125 400
Eastern Cape 106 700 – 118 800
N.West/N.Cape/FS 106 700 – 122 100

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 34

5.2.4 Administration, Clerical and Support Staff

Accounts Clerk / Project Clerk / Admin Clerk (Hay: 129-150; Paterson: B3)B4

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 63 800 – 74 800
Pretoria 60 500 – 68 200
North. Prov/Mpumalanga 59 400 – 69 300
Kwazulu Natal 57 200 – 69 300
Western Cape 59 400 – 69 300
Eastern Cape 58 300 – 68 200
N.West/N.Cape/FS 56 100 – 66 000

Secretary (Hay: 129-150; Paterson: B3)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 73 700 – 84 700
Pretoria 73 700 – 82 500
North. Prov/Mpumalanga 71 500 – 82 500
Kwazulu Natal 64 900 – 79 200
Western Cape 67 100 - 79 200
Eastern Cape 67 100 – 75 900
N.West/N.Cape/FS 64 900 – 77 000

Receptionist (Hay: 129-150; Paterson: B3)B1

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 73 700 – 84 700
Pretoria 73 700 – 82 500
North. Prov/Mpumalanga 71 500 – 82 500
Kwazulu Natal 64 900 – 79 200
Western Cape 67 100 - 79 200
Eastern Cape 67 100 – 75 900
N.West/N.Cape/FS 64 900 – 77 000

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 35

Filing Clerk (Hay: 80-92; Paterson: A3)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 39 600 – 45 100
Pretoria 37 400 – 42 900
North. Prov/Mpumalanga 35 200 – 41 800
Kwazulu Natal 36 300 – 41 800
Western Cape 34 100 – 41 800
Eastern Cape 36 300 – 40 700
N.West/N.Cape/FS 34 100 – 39 600

Messenger (Hay: 68-79; Paterson: A2)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 36 300 – 44 000
Pretoria 36 300 – 44 000
North. Prov/Mpumalanga 35 200 – 40 700
Kwazulu Natal 37 400 – 42 900
Western Cape 35 200 – 40 700
Eastern Cape 34 100 – 40 700
N.West/N.Cape/FS 34 100 – 40 700

Cleaner/Tea Maker (Hay: 50-67; Paterson: A1)

LOCATION ANNUAL COST OF EMPLOYMENT

Salary Band
Johannesburg 30 800 – 37 400
Pretoria 31 900 – 38 500
North. Prov/Mpumalanga 28 600 – 34 100
Kwazulu Natal 29 700 – 36 300
Western Cape 28 600 – 34 100
Eastern Cape 29 700 – 35 200
N.West/N.Cape/FS 28 600 – 34 100

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 36

6 Human Resource Management Considerations
As part of the recruitment process, the secondment and transfer of DWAF employees must be
carefully considered. The details below are not only the Policy of the Department, but exist as
agreements with the trade unions. This implies legal consequences should these conditions not be
adhered to.

6.1 The Secondment DWAF Employees

„ When employees are requested to be seconded, they must receive all relevant information to
enable them to make an informed decision. The final decision of whether to be seconded or
remain with the Department should be the decision of the employee alone.
„ Personnel that choose to be seconded will remain employees of the Department in terms of the
Public Service Act, 1994, until the process of transfer has been formally finalised. The employee
will maintain his/her current salary and salary level, and will receive instructions from and/or
report to a supervisor assigned by the receiving authority or institution. The employee will be
expected to comply will all reasonable and lawful instructions during the secondment period.
„ The secondment period should exceed no more than twelve calendar months, but may be extended
by agreement with the employee if the need arises. After this period, the employee will be
transferred according to the guidelines in section 5.2. Should the employee choose to decline the
transfer and remain with the Department, the Department must ensure that they are effectively
utilised in offices or sections which are in the best interest of both the employee and the
Department, and which may entail deployment.
„ Any grievances and disciplinary matters that arise during the secondment period will be dealt with
by the Department or the receiving authority in terms of the Public Service Act 1994 and the
Labour Relations Act 1995.
„ The new employee will be responsible for the payment of:
„ the employees full salary plus allowances and the pro rata part of the service bonus payable to
him/her during the secondment period
„ the cash value of any vacation leave to which the employee is entitled during the secondment
period, but which was not taken during the period
„ the Governments contribution to the appropriate pension fund of that employee
„ the Governments contribution to the medical aid scheme to which the employee belongs
„ any subsidy with regards to a housing loan which is payable to the employee
„ any monetary concession which may be made to the Public Service in general during the
secondment period, and for which the employee may also be considered
„ any expenditure whatsoever in respect of the employees secondment or resulting from it, for
example, travel and subsistence expenditure
„ expenses occurring should the employee receive an injury or contract an illness which
originated out of and in the course of his/her duties during the period of secondment.
Furthermore, should this occur, his/her services:
„ will not be terminated, as a result of such injury or illness, of all moneys payable by
the State to or behalf of the employee, in accordance with the Workmen’s
Compensation Act 1941 (Act 30 of 1941) as amended; and

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 „ will be terminated, as a result of such injury or illness or if he/she should die, either
during or after the secondment period, of all moneys payable by the State to or behalf
of the employee or his/her dependents, in accordance with:
o the Workmen’s Compensation Act 1941 (Act 30 of 1941) as amended, and
o the regulations made in terms of section 11 of the General Pensions Act 1979
(Act 29 of 1979) and published by Government notice No R2447 of 2 November
1979

6.2 The Transfer of DWAF Employees

6.2.1 Preconditions for the CMA
Only CMAs with the following in place will be able to consider the transfer of DWAF employees:
„ A constitution in terms of the National Water Act 36 of 1998
„ The Minister of Water Affairs and Forestry must approve the new employer as well as its
functions and jurisdiction
„ The CMA must be a body corporate
„ It must have a domicilium citandi et executandi (i.e. physical address of the CMA)
„ A business plan approved by the Minister must be in place
„ An Employment Equity Plan in terms of the Employment Equity Act 55 of 1998, must be
in place
„ An HR strategy addressing conditions of service and other HR-related policies must be
readily available
6.2.2 DWAF’s role in the transfer process
It is the responsibility of DWAF to ensure that:
„ Rank levels and remuneration packages of new positions in the CMA are at least on an
equal level or better
„ Preconditions for the new employer must be in place
„ Updated personnel data / records of the staff to be transferred are in place
„ All outstanding matters must be seen to before the transfer (i.e. pension fund matters, leave-
related matters, sick leave, etc
„ All role players must be informed
„ The conditions of employment of the new employer must be verified
6.2.3 Underlying principles of the transfer process
The transfer process must be fair, legal and open, and should comply with the provisions of the
Labour Relations Act 66 of 1995. The Department Bargaining Council must also be informed of the
transfer. No employee should be coerced to transfer.
DWAF employees performing functions to be transferred should be given preference to be transferred
to the CMA. Only after having exhausted the existing staff compliment, may external recruitment take
place.
Consultations with all stakeholders should be undertaken before the transfer.

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6.2.4 Other considerations
„ The transfer will not affect the employees seniority, vacation leave, sick leave cycles, the
remainder of any probation period, or retrenchment and calculation of severance benefits with the
CMA.
„ Employees are also afforded protection from dismissals on the grounds of transfer except for
reasons of operational requirements as defined in the Labour Relations Act 66 of 1995.
„ Pending discipline should not be an impediment to the process, but should be resolved within
thirty days and prior to the transfer date. If the disciplinary case is not resolved within thirty days,
the disciplinary action will be null and void.
„ Relocation expenses will be paid as guided by the Public Service Rules and Regulations.
„ Outstanding benefits/rights/obligations will be paid to the employee before transfer unless
negotiated or decided otherwise
„ Employment Equity, in particular Affirmative Action, should receive highest priority, particularly
equal employment opportunities and equitable representation in all occupational categories and
levels
„ The transitional arrangements/plans/contracts should be negotiated and agreed between the CMA,
the Directorate Human Resource Management, the region concerned, and the employee
organisation
„ The CMA will guarantee the transferred employees employment for a period of 24 months, unless
agreed otherwise. This guarantee excludes cases of dismissals for disciplinary reasons
„ Task teams or committees should be established at the function to be transferred to deal with all
aspects of the transfer. The task teams / committees must comprise of Labour Representatives as
well as departmental functionaries. The task teams / committees may co-opt members for special
reasons as the need arises
„ A social plan committee should be established by DWAF to develop a social plan in terms of the
Employee Assistance programme to assist employees with problems that may arise during this
time
6.2.5 Drivers of the process
„ National Water Services Restructuring Committee to oversee the process as a sub-committee of
the Departmental Bargaining Council
„ Restructuring manager of Labour Relations to co-ordinate and drive the process
„ Social Plan Committee
6.2.6 Conditions of service of employment
„ Remuneration package – the total remuneration package of the new employee for the first 24
months must not be less favourable than that paid in respect if the Public Service for the same
period
„ Housing subsidy and departmental housing – the CMA must continue to pay existing housing
subsidies including guarantees of the employees to be transferred, unless negotiated otherwise. In
cases where the new employee occupies official housing due to operational reasons, the CMA
must supply accommodation of an equal standard if the existing official housing has to be vacated,
unless negotiated otherwise
„ Human Resources Development and bursaries – DWAF and the CMA share the obligation for
bursaries, unless agreed otherwise

Guideline on Organisational Structure of CMAs: 2nd Edition (August 2002) Page 39

„ Leave – it is compulsory for the CMA to accept the transfer of at least 10 days leave which the
employee may have to his/her credit on being transferred. The remainder of the leave credits
accumulated may be transferred to the CMA based on agreement, or must be paid out as a leave
gratuity
„ Pensions – should the employee being transferred be a member of the Government Employees
Pension fund, he/she may, immediately before his/her transfer to the CMA, before the
appointment date, have the following options in accordance with the Government Employees
Pension Act 1996, as well as the rules of the Government Employee Pension Fund (with special
reference to regulation 12):
„ Become a dormant member of the Government Employees Pension Fund
„ Become a member of the CMAs pension fund
„ Become a member of an approved retirement annuity fund of his/her choice if a fund has not
been established by the CMA
„ Withdraw from the fund and use the funds owed to him/her by the Government Employees
Pension Fund as he/she sees fit
„ Government subsided transport – in cases where employees have been awarded subsidised
vehicles, either existing contracts will continue for the prescribed period after which the awarding
of subsidised vehicles will be the prerogative of the CMA; or the contract will be terminated by
buying the vehicle at the outstanding contract price
„ Payment of pro-rata service bonus – a pro-rata service bonus based on the last day of
employment with DWAF must be paid out in full within three weeks
„ Medical Assistance – the CMA will provide reasonable medical assistance to transferred
employees who belong to or chose to belong to a medical aid or scheme
To conclude, the possibility exists that a significant component of present DWAF regional office staff
will transfer or be seconded to the CMAs. It must be ensured that the CMAs become focused, lean
and efficient organisations rather than more complex incarnations of present DWAF structures.

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