CARIBBEAN WATER AND WASTEWATER ASSOCIATION Strategic Plan

CARIBBEAN WATER AND WASTEWATER ASSOCIATION Strategic Plan - 2010

Design Team Errol Grimes, President Ana Treasure, President Designate Cyprian Gibson, Vice President O’Reily Lewis, Vice President Leo Lawson, Past President Andrew Hutchinson, Past President Carol Doyle, Secretary Sherry Dumas – Harewood, Treasurer Marian Stephen, Administrative Secretary Emmanuel Romain, Past President Richard Warren, Corporate Member Sandra Sammy, Member Avril Siung – Chang, Member Wayne Joseph, Chairman of the National Section John Bradshaw, Country Rep. Emile Duberry, Country Rep. Cromwell Williams, Country Rep.

Membership Survey Questionnaire Of the 200 questionnaires distributed, only 28 were completed and returned for analysis.

Issues Considered § Critical issues impacting the industry; Stakeholder analysis and needs identification; SWOT Analysis of the CWWA Environment; Emerging scenarios that could impact the environment by 2010; Identification of strategic thrusts and strategies to address the core

Critical Issues Impacting the Industry and the CWWA The emerging importance of water as a strategic resource as can be seen in: – The Health Sector; – The Socio-economic environment; – The socio-political environment. the increasing use of desalination, as a viable alternative, and advancements in the desal’ technology that influence the trend towards private rather than public ownership

Critical Issues Impacting the Industry and the CWWA the demands being place on limited state resources to provide increasing quantities of potable water at increasing cost, and without corresponding cost recovery initiatives the management and use of landfills and their impact on the environment

Critical Issues Impacting the Industry and the CWWA Waste Management a shift from the introduction of new systems to the maintenance of existing ones; and the need to encourage wastewater re-use Human Resource Development The development of the human resource base to operate in an increasingly technological environment.

Stakeholders Identified for Analysis Professional Members Technical Operatives Utilities (Water and Solid Waste) Vendors

Opportunities Merging or strengthening collaborative ties with other associations/ organisations to improve the quality of service to members and the Caribbean people. Improve the structure of the Secretariat and strengthen its capacity to deliver quality service Become a more vocal and visible advocate commensurate with the expanding role of water and wastewater management in economic development.

Encourage wider membership participation and facilitate sharing of knowledge and experiences. Increase / solidify partnerships with institutions and associations, and facilitate opportunities for networking among members. Exploit the diversity that is to be found in Caribbean people and its organisations Increase revenue streams through more focused marketing strategies. Introduce certification/accreditation programmes for professional development.

Threats Duplication of efforts undertaken by organisations competing for the same target audience (CBWMP, CEHI) Rapid changes in industry environment could render the CWWA irrelevant. Weak economic conditions could adversely impact income-generating initiatives. Participation by the region in wider trading blocs could bring pressure for the CWWA to be subsumed by a larger organisation.

Strengths Capacity to network to solve institutional problems Shared interests and culture among Caribbean people Full regional participation in the CWWA. Extensive depth and breadth of industry knowledge. Potential for multi-disciplinary approach to addressing problems of Caribbean institutions.

Weaknesses Lack of capacity to follow through on implementation. Lack of strategic direction. Limited financial capacity to facilitate implementation’ Currently operates as a part-time organisation Inadequate structure and staffing of the secretariat. Not currently functioning as a knowledge centre. Over-reliance on annual conference to fund operations of the association.

Areas Identified for Strategic Focus Membership Development and Services; Marketing, Growth and Revenue Generation; and Development of the CWWA Operational Infrastructure.

Marketing and Growth Strategies

Growth Initiatives Target new member countries ( Belize/Dutch Is. , Guyana, Suriname ) – to strengthen work in these islands Target existing members countries for new members Increase activities beyond Annual Conferences § Training workshops § Technical meetings towards ( CPD ) § Increase range of services to members

Target corporate company membership, consultants, contractors and suppliers Seek opportunities for networking with PAHO representatives in each of the islands.

Revenue Generating Initiatives Increase membership fees over 5 yr period by 200% of existing fee Increase Rental income from booths and exhibitions Segment rental categories in booths Sponsorship of technical workshops and other events Certification fee etc. Newsletter Advertisements Advertising Job Vacancies in Utilities (through website) Promote Fee-based Advertising on Website Seek funding from International Agencies

Image Building Initiatives Increase communication network & frequency Consistent publication of postings and newsletters Establish proactive country representative Increase promotion of ‘Water Week’ & similar activities Facilitate the staging of “Cutting Edge” Technology workshops Produce and sell promotional materials (caps, pins, tshirts, brochures) Pursue/Achieve observer status on Caricom committees Increase contact and dialogue with learning

Strategies for Member Development and Services

Certification Introduce accredited certification programme for Wastewater & Solid Waste operators Use certification programmes to improve membership Introduce Continuing Development Programme for Professionals

Website Upgrade Initiatives Complete website upgrade Establish Links to relevant websites Establish Listserve to facilitate e-networking among members Introduce e-newsletter Develop an on-line database of professionals Promote opportunities for advertising on the CWWA website Use website to make information on tenders available to members

Annual Conference Get conference rated for Continuing Professional Development Increase participation by 50 % for St. Lucia conference Increase profits by 100% (based on Cayman’s $5000) Enable smaller islands to host conference Improve technical presentations

Initiatives for Strengthening Local Sections Target young professionals, students & public outreach Increase membership at local levels Encourage fund raising at local level

Advocacy Positioning membership in strategic positions e. g. Boards of Sectors Institutions Influencing policies and decision making

Standards Development of minimum standards for service delivery within the sectors

Strategies for Developing Our Operational Infrastructure

Building Capacity for Improved Service Delivery Strengthen the organisational and human resource capabilities of the Secretariat Establish Oversight Committees to monitor implementation of Marketing, Membership and Operations strategies

Proposed Governance Structure MEMBERSHIP SECRETARIAT EXECUTIVE DIRECTOR ADMINISTRATIVE ASSISTANT CERTIFICATION OFFICER INFORMATION TECHNOLOGY OFFICER MARKETING/ COMMUNICATIONS OFFICER

CWWA - 2010 THE WAY FORWARD - Strategies for Immediate Attention

Strengthening Organisational Capacity Goal Appoint an Executive Director and Administrative Assistant Activity Timeframe Prepare resolution for consideration at AGM 2002 Secretariat, October, 2002 Initiate recruitment and selection of suitable candidates Board of Directors, March, 2003

Strengthening Organisational Capacity Goal Seek funding for administrative expenses for first three years Activities Timeframe Prepare proposals to PAHO & _____ Board of Directors, January, 2003

Strengthening Organisational Capacity Goal Appoint board committees to oversee: a. Member Developmen t and Services, b. Marketing and Image Building c. Operations Activities Timeframe Prepare resolution Secretariat, for consideration at October, AGM, 2002 Develop terms of reference for oversight committees Board of Directors, January, 2003 Appoint committee members March, 2003

Marketing & Image Building Goal Timeframe Solicit regular contribution of articles from membership Launch at AGM, 2002 Promote advertising opportunities for niche marketing Re-launch quarterly newsletter Activities Commence marketing to vendors at AGM, 2002 Launch distinguished Identify persons lecture appropriate series at local level presenters Launch in two national branches by March, 2002

CARIBBEAN WATER AND WASTEWATER ASSOCIATION Strategic Plan —