CARIBBEAN WATER AND WASTEWATER ASSOCIATION

1. CARIBBEAN WATER AND WASTEWATER ASSOCIATION Strategic Plan - 2010

2. 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. Hugh Sealy, Country Rep. Design Team

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

4. 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 operational areas;

5. 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

6. 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

7. 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.

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

9. 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.

10. 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.

11. 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. 

12. 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.

13. 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. 

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

15. Marketing and Growth Strategies

16. 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

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

18. 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

19. 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, t-shirts, brochures) • Pursue/Achieve observer status on Caricom committees • Increase contact and dialogue with learning institutions • Develop, and Manage ties with affiliate Organizations

20. Strategies for Member Development and Services

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

22. 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

23. 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

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

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

26. Standards • Development of minimum standards for service delivery within the sectors

27. Strategies for Developing Our Operational Infrastructure

28. 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

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

30. CWWA - 2010 THE WAY FORWARD - Strategies for Immediate Attention

31. Strengthening Organisational Capacity

32. Strengthening Organisational Capacity

33. Strengthening Organisational Capacity

34. Marketing & Image Building