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DRAFT PART C
PROVINCIAL GROWTH AND
DEVELOPMENT STRATEGY AND PLAN
DRAFT FRAMEWORK DOCUMENT
FEBRUARY 2011
PART C : STAKEHOLDER ENGAGEMENT
(What are the Stakeholders suggesting)
C.1 FRAMEWORK FOR STAKEHOLDER ENGAGEMENTS 3
C.2 SMME MINI-INDABA PROPOSALS 4
C.3 AGRICULTURE MINI-INDABA PROPOSALS 8
C.4 MINING MINI-INDABA PROPOSALS 13
C.5 MANUFACTURING MINI-INDABA PROPOSALS 18
C.6 TOURISM MINI-INDABA PROPOSALS 23
C.7 INFRASTRUCTURE MINI-INDABA PROPOSALS 29
C.8 SKILLS AND TRAINING MINI-INDABA PROPOSALS 31
C.9 SOCIAL DEVELOPMENT MINI-INDABA PROPOSAL 38
C.10 RESEARCH PROPOSALS 38
C 11 LOCAL GOVERNMENT TURN AROUND STRATGEGY 41
C.12 A RE AGENG MINI-INDABA PROPOSALS 47
C.13 FINDINGS AND CONCLUSIONS 47
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C.1 FRAMEWORK FOR STAKEHOLDER ENGAGEMENTS
Because of the importance that all stakeholders in the province should be given the
opportunity to participate in the provincial planning process it was agreed that all
clusters, departments and municipalities should engage in intensive stakeholder
engagements.
Each Cluster was requested to identify macro provincial challenges and establish
working groups representative of key stakeholders in government (national,
provincial and local), organized business, labour and civil society to participate in a
process of:
1. Determining performances from a baseline positions registered in 1994, 1999
and 2004 and in context of PGDS goals and objectives formulated from
2004 to 2009.
2. Assessing performances registered with the implementation of the cluster
program of actions and departmental strategic and annual performance
plans;
3. Assessing performances registered through implementation of municipal
integrated development plans and municipal infrastructure grants;
4. Performing a most recent needs assessment and gap analysis of the
provincial situation;
5. Formulate challenges for attention; and
6. Suggest solutions in the form of programs, projects, activities and
investigations for further consideration and implementation.
Taking into account that District Growth and Development Strategies should be
integrated with the provincial growth and development plan, it was agreed that
Local and District Municipalities should participate and contribute at the Mini –
Indaba. Provision was simultaneously made to accommodate intensive community
participation and involvement resulting from the formulation of Municipality “Turn-
around” Strategies and Integrated Development Plans.
Mini-Indaba Chairs were generally briefed to prepare a consolidated perspective on
the level of consultation that took place and the problem statement identified. The
challenges identified and proposals formulated by commissions and study groups
were consolidated as chapter contributions in the framework document for
consideration and adoption in the new provincial plan. Proposals were basically
grouped into the following generic template:
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Identify Issue/
Formulate Proposal for attention/ Allocate
Challenge/
implementation responsibility for
Shortcomings for activity
attention
The build-up of sector engagements is illustrated in the next figure
Office of the THE PGDS “BUILD-UP” TOWARDS
Premier
North West Provincial MAXIMUM STAKEHOLDER
Government
Republic of South Africa INVOLVEMENT THROUGH MINI-
SMME mini- Indaba (15/07) INDABA
Economic Sector Indaba
• Agriculture (22/07) Economic and
•Mining (29/07) Infrastructure
•Tourism (5/08) Service
•Manufacturing (12/08) Delivery Cluster
Infrastructure Indaba (24/08)
Skills & Training Indaba (31/08) postponed
Social Cluster Indaba (2/03)
Local Government Turn Around Strategy contribution
Governance Indaba (2/12)
A re Ageng Stakeholder Engagements (4/03)
Service Excellence for a Better Life Kantoro ya Tonakgolo . Kantoor van die Premier . Office of the Premier
3/3/2011 6
Because of the importance of promoting small business activities in the province it was
strategically decided to begin with the SMME Indaba for inputs into sector mini-indaba and
then again into the infrastructure and Skills Development Mini-Indaba. The outcome from all
mini-indaba has eventually been consolidated into the Are Ageng Indaba for a collective
response of contributions made at all the mini- indaba. These collective response by civil
society at the A re Ageng Mini-Indaba will form a summary statement at the end of each
mini-indaba chapter with a concluding chapter as outcome to the Are Ageng mini Indaba.
C.2 SMME MINI-INDABA PROPOSALS
2.1 OVERVIEW
A new SMME Development Strategy has been adopted in 2010 with the purpose to
accelerate SMME development in the province. It was suggested that the mini-
indaba focus on the key industries as identified by the strategy and also
accommodate the potential job drivers identified in the growth path.
4
Presentations made highlighted the following issues:
1. The importance of the SMME sector from a government perspective;
2. The importance of aligning SMME development with the Industrial Policy
Action Plan (IPAP) as the engine of the new growth path for SMME
developments;
3. The finding that small business is not doing well in South Africa. They
generally do not meet basic sustainability criteria and are not creating the
jobs hoped for.
4. The importance that all SMME should co-operate fully in checking the
credibility and completeness of the SMME database and make use of the
services offered.
1. CONSOLIDATED INPUTS
Challenges identified and proposals formulated are summarized for
different focus areas in the table below.
CHALLENGES POSSIBILE SOLUTION RESPONSIBLE
INSTITUTION
GENERIC SMME ISSUES
Need for 1. Policy coordination to assist SMME development Deprtment of
coordinated and 2. Place SMMEs in logical categories that show potential for Economic
consistent policy implementation of targeted interventions Development,
and approach 3. Develop systems to evaluate the success or failures of SMMEs Environment and
in order to timely respond to challenges and implement Tourism (DEDET)
interventions.
4.
Low level of 1. Strengthen stakeholder involvement consultations per sector
partnerships 2. Development of a Master plan where all projects will indicate
involved partners, needed funding
3. Business involvement in implementing Government Policies
4. Coherent partnership strategy and one entry and exit point for
an organization
5. Explore Linkages between big & small business through the
entire value chain of each sector.
6. Linkage between small businesses and big ones should be in
place
before partnership start
Legislation and 1. Analyzing existing by-laws which impact negatively on SMME‟s Municipality
Regulations 2. Reduce red tape and cumbersome procedures for business
development
5
CHALLENGES POSSIBILE SOLUTION RESPONSIBLE
INSTITUTION
Communication 1. Avail information to aspiring entrepreneurs to participate in
and Information programmes such as Awareness Toolkit programmes
sharing 2. Improve information on the marketing website to enhance the
visibility of small enterprises for the market
3. Improved distribution of information about support services to
SMMEs
4. People should be invited to workshops
5. Flyers and pamphlets on programmes and opportunities
should be circulated.
6. Database on co-operatives should be established and linked
with SMME data base
7. Database of agricultural SMMEs should be established
8. Greater Information sharing about opportunities in Corporate Mine Companies
Social Investments should be promoted
9. The State must facilitate and assist bidders to compile bids and
towards SMMEs achieving the CDB grades
10. Incentivize organisations through performance recognition
towards enhancing SMME development
1. Statutory body to monitor mentorship/ advice provided by
business.
2. (Legislated) M & E tool should be developed.
Institutional 3. Unit within the province that support co-operations should be DEDET, SEDA and
challenges established and made functional Agric
4. Dept. of Economic Dev. & Tourism to revive and strengthen
the Provincial SMME Forum to start functioning within a
month. Municipalities
5. Support services e.g DTI services, should be regionalized and
increase their footprint in the province.
6. Expansion of networks of all agencies which support SMME
development
7. Need to ensure that enterprise development is also linked to
land use plans at Local Government level
8. Need to build capacity in the government spheres to assist PGDS coordinating
tourism SMMEs committee
9. SMME forums be in cooperation within LED forum
10. All government departments, municipalities and All municipality
institutions should be forced to attend structure meant for
coordination of SMME ( SMME Working group) All SMME working
11. Local municipalities should attend the working group with group members
their LED official
12. Attendance of Working Groups should form part of KPA‟s
of officials
SMME‟s are 13. Information must be made available and accessible.
currently not 14. Fully implement “preferential “ procurement policies ?
benefiting from 15. Improve on the implementation of rules and regulations
procurement that govern the industry (e.g. BBBEE Scorecard)
opportunities 16. Smart regulation to enhance SMME growth (quality
assurance /grading)
17. Effectively monitor the allocation of tenders to the SMMEs,
including the eradication of corruption
6
CHALLENGES POSSIBILE SOLUTION RESPONSIBLE
INSTITUTION
Financial 18. Poor coordination of linking grant funding with growth Agric, DEDET
constraints entrepreneurship Municipality
19. Province to have its financial institutions to facilitate
collateral requirements
20. Awareness regarding lack of financial skills should be
created
21. Review the structure component of grants and loans
SMALL SCALE FARMING DEVELOPMENT
Primary Market 1. Add value by focusing on Agro Processing; Agric and DEDET
to Agriculture 2. Formulation of cooperative and commodity association
SMALL SCALE MINING
The exploitation Introduce information management mechanisms to assist small Department of
of value adding miners with value chain challenges and potentials Minerals and
opportunities for Energy
small miners
In service training 1. Provide mentorships Big mines and
2. Provide examples and case studies on good practice in mining municipalities
value chain DTI and DME
COMMERCE, TRADE & MANUFACTURING
CHALLENGES POSSIBILE SOLUTION RESPONSIBLE
INSTITUTION
Lack of 1. Promote interaction with institutions like BUSA etc., Government
interaction and 2. Produce a communication and discussion booklet that provides
communication access to all information needs.
with organized
business
The formation of 1. Promote technology innovation through the Science Park Government
partnerships to project DEDET
strengthen 2. Create opportunities in mineral water purification DEDET
manufacturing. 3. Align with partners to ensure positive and productive results
4. Establish innovation networks in each of the four districts in
the province.
Lack of 5. Revitalize and resuscitate Industrial Parks NWDC
appreciation for 6. Introduce financial support to develop factories for SMME‟s
opportunities that
exist
TOURISM
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Destination 1. Commissioning of tourism study in order to have a thorough
management and understanding of tourism base and create a competitive edge
promotion for the participation of SMMEs in the industry
2. Formulate Integrated tourism marketing plan across all ?
government spheres and business
3. Leverage opportunities for SMME from big events (e.g.
cultural/sporting)
4.
Product 1. Tourism product packaging
development and 2. Product diversification and packaging ?
diversification
Institutional 3. Identify and develop new tourism icons, images, symbols and
challenges statures to create opportunities for small enterprises
4. Linking small enterprise with well established businesses – ?
partnerships (Adopt a small business campaign) for
mentorship, best practices etc
1. Possible establishment of tourism cooperatives/association
(feasibility study to test possible institutional arrangements
INFRASTRUCTURE AND CONSTRUCTION
Infrastructure to 2. Develop supportive infrastructure to increase accessibility of
promote Tourism tourism attractions
3. Ensure an integrated approach to ensure that systems of
government are synergised across all spheres of government
and for purposes of bidding for tenders ?
4. Training and awareness creation towards developing SMMEs
in construction must be done at all times,
5. The State must facilitate and assist bidders to compile bids
and towards SMMEs achieving the CDB grades
SKILLS CEVELOPMENT
CHALLENGES POSSIBILE SOLUTION RESPONSIBLE
INSTITUTION
Lack of Skills & 1. Perform skills audit and design a response strategy
training 2. 3 year programme offered by FET colleges
3. National Youth Service Programme
4. Training programmes should be developed ?
5. Mentorship
6. ABET
1. Arrange manufacturing skills plan workshop in all the four
districts
Human capital 1. Tourism service excellence training that would improve
development in customer services.
Tourism 2. Training of tour operators ?
3. Tour Guiding skills
4. Culinary and hospitality training
5. Promote capacity building programmes
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Lack of funding 1. Adhering to financial processes (implementation process)
2. speedy procurement services ?
Understanding of 3. Accreditation & a letter of competence for all Skills
FET‟s institutions Development interventions
for education, 4. Training interventions to be aligned to provincial policies
training & 5. The plan should include Special programmes i.e Youth,
development Persons living with Disabilities, the Elderly and children, ?
interventions Women,
6. Ethics and Principles to be incorporated in the Master Plan
and cascaded to implementation plans
C.3 AGRICULTURE MINI-INDABA PROPOSALS
1. Overview
The Department of Agriculture, Conservation, Environment and Rural Development
pioneered the process of developing the Agricultural Master Plan (AMP) for the North
West Province. This was done in collaboration with key stakeholders which include
DBSA, AgriNW, NAFU and all four the District Municipalities. It is through this Master
Plan that the Department will be in a better position to integrate Agricultural
Development Plans into Municipal IDPs. Phase 1 of the product has been completed.
2. Consolidated Inputs
the focus of the Mini Indaba was on alignment of all initiatives with the Agricultural
Master Plan.
The break-away groups / commissions were tasked to focus on 5 areas. These areas
are:
1. The Implementation of the Agricultural Master Plan
2. Agricultural Development Support Programmes
3. Agri-business Support Programmes
4. Rural Development
5. Natural Resource Management
The outcome registered is summarized in the next table.
1. IMPLEMENTATION OF THE AGRICULTURAL MASTER PLAN
CHALLENGE POSSIBLE SOLUTIONS RESPONSIBILITY
Projects are implemented Establish a North West Agriculture Development & AMP Steering
without a “special purpose Implementation Institute (e.g. NWADII) with agencies Committee
vehicle” and capacity at district and local level
9
Access to markets Launch development projects (business plans) and the NWADII
proposed infrastructure improvements aimed at small-
scale farmers through NWADII
Lack of cooperation & 1. Establish development forums at local, district, and NWADII
communication provincial levels
2. Avoid the interference of political bodies to govern Office of the
the implementation Premier and PGDS
3. Include all departments through coordination of ? AMP steering
4. All stakeholders must be involved committee and
5. Communicate and promote the AMP through the EAC Premiers Office
Poorly planned and 1. Coordination through NWADII and also the Agri-development
execution of projects development agencies agencies
2. Identify projects and prepare business plans
(sustainable and viable) DARD & District as
3. Ensure that the AMP is part of the IDP planning well as local
process municipalities
Lack of coordination and 1. identify a responsible body to do coordination and NWADII and local
monitoring of projects monitoring district development
agencies
Lack of funding, 1. Promote budget allocation for agric project by local, Budget allocation
district and provincial governments for agricultural
2. Attract project funds from national government development should
be run though the
NWADII
Lack of selection criteria 3. Develop provincial selection criteria (creates NWADII
for farmers uniformity)
Lack of competencies to 4. Create trust and cooperation between the private and Agri-development
implement agricultural public sectors; agencies
projects 5. Appointment of agric specialists
6. Establish relations with national and international
agri-investors
2: AGRICULTURAL DEVELOPMENT SUPPORT PROGRAMMES
CHALLENGE POSSIBLE SOLUTIONS RESPONSIBILITY
Access to markets 1. Formation of secondary Co ops in rural areas to Co ops, Gov back up
supply inputs, services and serve as a market for
commodities produced Mentors, extension
2. Relaying market information in terms of price trends officers
etc. to producer Mentors, extension
3. Hedging against price risk in terms of crop officers
production
4. Marketing of sales in order to attract sufficient buyers
and supply information
5. Hands on approach must be followed in terms of
production practices, management of funds and
marketing activities
Lack of Support 1. Constructing of auction pens and animal handling Gov, mentors,
Infrastructure facilities in animal production areas, extension officers
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2. Improve fences and watering facilities in communal
areas in order to improve herd and breeding
management as well as resource management
(overgrazing)
3. Erecting of small silo's in villages for grain storage in
order to increase marketing options
CHALLENGE POSSIBLE SOLUTIONS RESPONSIBILITY
Access to Research 1. Change in research focus from a reactive to a pro- Co ops and
active state Government and
2. Extension officers should identify areas to be training by FET and
researched and also apply current research available; universities
3. Share information at farmer field schools, study
groups;
4. Promote commodity specific and practical
demonstrations to improve quality of and translate
information to producers;
5. focus on more practical experience
6. Evaluate mentors/extension officers
3: AGRIBUSINESS SUPPORT PROGRAMMES
Exploitation of Value Beef production The North West
chain development 1. Linkage with beef beneficiation project Agricultural
opportunities and 2. Linkage with animal feed project Development and
alignment with 3. Link with tannery (Nguni) Implementation
municipality IDP’s 4. Cooperative development Institute (NWADII)
5. Supply: small-scale auction system for emerging should be the driver
Constraints: farmers of linking agri-
1. Funding 6. Establishment of an abattoir / meat processing plant business
2. Skills (branding) opportunities with
3. Consistency & quality Vegetable / perennial crops the AMP as well as
of supply 1. Processing/ packaging for the alignment
4. Bankable business 2. Frozen vegetables with the provincial
plans, 3. Canning agro-business
5. Incentives for 4. Drying strategy
participation 5. Juice making (small – scale)
6. Chain integration 6. Oil extraction
7. Logistics 7. Establishment of a new fresh produce market with
(infrastructure) export facilities ( for regional exports)
8. Issues of land Veldt management
ownership 1. Compost / fertiliser production
2. Linkage with vegetable production
3. Contractors for veldt clearing
Taung Irrigation
1. Supply of irrigation equipment
2. Installation & maintenance of irrigation
3. Production of irrigation equipment
Grain Production
1. Link with animal feed production
2. Milling (small-scale)
3. Storage
Broiler production
1. Linkage with animal feed production
2. Chicken beneficiation
3. Abattoir
4. Scale is important
5. Informal vs formal market
11
Milk goat / cow hotel ? explain cow hotel
1. Economies of scale
2. Minimum economic unit
3. Processing / by products
4. Market structure (monopolistic)
Eco – agro tourism
1. Herb production
2. „Pick-your-own‟ fruit and vegetable farm
3. Educational camps
4: RURAL DEVELOPMENT
CHALLENGE POSSIBLE SOLUTIONS RESPONSIBILITY
Lack of coordination in 1. Develop Comprehensive Integrated Rural COGTA
infrastructure provisioning and Infrastructure Plan
maintenance in rural areas
1. Lack of electricity
2. Poor road networks
3. Lack of water
4. Bad school and clinics
5. Lack of sport facilities and ICT
6. Poor housing
7. Poor irrigation systems
Lack of Agrarian reform 8. Launch Skills/Farmer Development DACERD
2. Poor market access Programme DRDLR
3. Lack of agro processing facilities 9. Promote Village banks (Integrated Funding
4. Lack of financial resources Model)
5. (rural finance) 10. Develop agriculture production 7 marketing
6. Lack of / skills/illiteracy model
7. Unsustainable farming practices 11. Develop Agroprocessing strategy
Land Reform Challenges 1. Develop Integrated farmer support DRD&LR
programme
(post settlement support
12
CHALLENGE POSSIBLE SOLUTIONS RESPONSIBILITY
Lack of research Development of research agendas for rural DACERD
communities (development oriented)
Lack of Partnerships (PPP) and Initiate Rural Development road shows DACERD
stakeholder mobilization
Job Creation challenges 1. Infrastructure support that is labour DED & COGTA
intensive and would attract investors
2. Change of land ownerships patterns
Lack of monitoring of 1. Establishment Delivery monitoring forums DM&E
intervention
5: NATURAL RESOURCE MANAGEMENT
CHALLENGE POSSIBLE SOLUTIONS RESPONSIBILITY
Veld Management 1. Develop programs to address poor 3. North West
(Refer to Annexure A1 & A2 extract veldt condition. DACERD
from NRM ? what is this 2. (Promote successful conservation
Implementation Strategy) measure for sustainable management
of veld, as identified by LADA workshop
participants.
Soil Erosion 4. Determine/Conduct an Audit on erosion 1. Northwest
( Refer to Annexure B extract from on high potential agricultural land. DACERD
NRM Implementation Strategy.) 5. Reinstate Soil Conservation Scheme in 2. Farmers
terms of Section 9 of Conservation of 3. Other relevant
Agricultural Resources Act. (Act 43 of departments
1983)
6. Develop a provincial Energy
conservation Program for farmers.
7. Promote successful conservation
measure for sustainable management
of cultivated commercial rainfed ? what
is this land as identified by LADA
workshop participants.
4. Attend to uncontrolled water run-off. 1. Northwest
Water for irrigation 5. Resolve ? what is this the water DACERD
(Mainly irrigation). quality. 2. DWA
Refer to Annexure C extract from 6. Improve irrigation scheduling. 3. Farmers
NRM Implementation Strategy. 7. Arrange for drainage of water logged
areas and silination ? what is this
8. Develop and implement a Water
Conservation Plan (WCP) for the
province.
9. Attend to direct and indirect causes for
water conservation
Monitoring and Evaluation 4. Develop effective and user friendly All role players and
monitoring systems for all three categories DACERD
mentioned above.
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C.4 MINING MINI-INDABA PROPOSALS
1. Overview
The mining sector is governed by a set of legislation and policy imperatives that
regulates the industry. The Mineral and Petroleum Resources Development Act looks
at the transformation in mining sector. The Act requires the submission of the Social
Labour Plans as a pre-requisite for awarding the mining or production rights.
Statistics and studies show that the bulk of the minerals that are mined in the
province are processed somewhere else outside the province, sometimes even
abroad.
It was agreed as a means of role definition that the Mining companies should never
be forced to provide public services because it is a public responsibility.
2. Consolidated Inputs
the focus of the Mini Indaba was on alignment of all initiatives with the Agricultural
Master Plan.
The following Commissions were formed to discuss challenges and solutions:
5. Policy And Legislation Commission: How policy and legislation impact on
the mining activities in the province.
6. Environment & Green Economy Commission: How impediments that are
encountered on a day to day basis by the players in the sector should be
addressed and also ensuring that small miners benefit from policy legislation
7. Infrastructure Commission: How to approach infrastructure delivery for
the mining industry
8. Small Medium Micro Enterprise (SMME) Commission: How could
SMME‟s participate in and benefit from the mining indudtry
9. Mineral Development & Beneficiation Commission: What beneficiation
options are available that could be exploited.
10. Skills Development Commission: What Skills and training initiatives
should be launched
The meeting agreed that another session need to be held to further refine the inputs
from the mini indaba. Commission reports are summarized in the next tables.
POLICY AND LEGISLATION
ISSUES/ WHAT NEEDS TO BE DONE BY WHOM
CHALLENGES
Roles and responsibilities1. There is a need for the establishment of a business model DEDT, DMR
not clearly defined which will sustain the mining infrastructure for life.
(Custodianship of Engagement of stakeholders in the set legislative mandate
14
legislation and policy ?
implementation at 2. National DMR to employ intervention mechanisms to assist
provincial level is not provincial office
visible ) 3. Definition of clear roles and responsibilities
4. Working group resolutions must be implemented
5. Synergy within all key spheres of government should be
established
6. Proper consultation with key stakeholders (e.g. govt,
business, traditional leaders should take place to clarify
roles and responsibilities)
7. There should be alignment of the community needs with
the government plans (IDPs) to ensure sustainability.
8. An Integrated approach by all 3 spheres of government
and the mining industry should develop a spatial
development framework that referee implementation
ISSUES/ WHAT NEEDS TO BE DONE BY WHOM
CHALLENGES
Information shortages 9. Effective dissemination of information DEDT, DMR
Policy implementation, 1. Training to emerging SMMEs DEDT, DMR
2. Supply of requisite resources
3. Matchmaking and new business ventures
4. Incentivize the mining sector
5. Financial resources, e.g. capital expenditure
6. Assistance to illegal (to apply for mining rights) or
emerging miners
Health hazards 1. Rehabilitation of mines should get attention 4. DEDT,
2. Mining downscaling DMR
3.
Difficulties to enter or 5. Beneficiation policy 1. DEDT,
sustain value chain for 6. Development fund DMR
mining
ENVIRONMENT & GREEN ECONOMY COMMISSION
Lack of holistic and 1. The need to establish an “Authorities Forum” to address the DWA
integrated planning issue of increased destruction of the natural eco-systems. Municipalities
regarding natural eco- 2. Reduce the reliance on fossils by exploring alternatives such DACERD
systems as bio fuels and solar energy ? DMR
3. Re-use of water may address the problem of water pollution
in mines.
4. Find practical ways to use waste disposed by mines.
Examples are road construction and curios.
5. Create SMME green jobs by using recycled mine material.
6. Those involved in infrastructure need to subscribe to the
Green Building Council South Africa to assist in reducing the
high consumption of natural resources when building.
7. Establish authorities forum to coordinate actions
Lack Public awareness 1. Introduce incentive schemes and awareness DEDT
/attitudes/habits/lack of campaigns for the public PACERD
knowledge 2. Promote education Gov.
3. Launch public participation & outreach programmes departments
4. Promote green procurement - procure locally and Mining houses
identify eco labeled products. Public and
business
15
INFRASTRUCTURE COMMISSION
ISSUE/ CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
Coordinated planning 1. Planning of social infrastructure should receive
and implementation of attention;
infrastructure needs at 2. Possibility of looking at the establishment of a Mining
industry level is Integrated Infrastructure Development Plan (MIIDP).
lacking. Also Warning 3. There is a need for the establishment of a tertiary
lights that Mines have medical school and/or nursing school with the support
built many buildings of the mining industry within Dr KK in consultation with ?
which are currently WITS University.
standing empty 4. The possibility of looking at the establishment of Geo-
science tourism/parks – package tourism products –
proximity to Vredefort Dome.
5. Determine institutional rules when developing or
designing an idea/plan. Review all the MoU‟s signed
between mining and government.
6. Establishment of industry forums that can partner with
government
SMALL MEDIUM MICRO ENTERPRISE (SMME)
CHALLENGE WHAT NEEDS TO BE DONE BY WHO
Lack of skills to 1. Identify interested SMME‟s and develop training and DEDT
benefit from mentorship programmes.
opportunities 2. Implementation of Transformation
3. Agenda Harmonize the relationship between DMR and
DTI
Limited access to 4. Improve access to information & offerings of individual DEDT
training & lack of institutions
information 5. Develop an Information Management System channeled
into SEDA to spread it to LED‟s
6. Registration on the mines vendor list
7. Monitoring of registration & utilization of SSMEs in the
vendor list
8. Centralization of tender information
9. Establishment of the incubator centers should be
energized
Lack of Funding 10. Promote access to funding for feasibility studies, DEDT to
prospecting and EMP‟s initiate
11. Increase the funding support institution‟s footprints in meeting
the province between DMR
and DTI
MINERAL DEVELOPMENT & BENEFICIATION
CHALLENGES SOLLUTIONS BY WHOM
16
Unlocking and 1. Follow-up on the Beneficiation Study done by Mintek Municipality/P
optimizing the full 2. Identify deposits amenable to Small Scale mining rovince /MQA
mineral potential of especially Industrial Minerals Municipality/
the NW Province 3. Community awareness of mineral potential Province/CGS
Medium To Small 4. Assistance with packaging projects into bankable
Scale Enterprises business plans
CHALLENGES SOLLUTIONS BY WHOM
Exploiting 1. Unlocking the Coal/Uranium deposits in the Springbok Municipality/P
opportunities for large Flats rovince/CGS/
Scale mining 2. Identify Bushveld Complex satellite deposits MQ A
3. Strategic Minerals e.g., Rare Earth Elements (REE for Municipality/P
high technology gadgets e.g., cell phones, computers rovince/CGS
etc) potential
4. Geothermal Resources (minerals originating from or
produced by the internal heat of the earth)
Lack of Access to Institutional arrangements are required to release credible Municipality/P
Information information on a regular basis regarding: rovince/CGS/
1. Social labour plans DMR
2. What minerals are available
3. Ownership verification and licensing
4. Funding for SMME‟s/community projects
5. Line of communication among communities,
municipality/provinces and mines
6. Access to geological information
7. Create advice bureau for SMME‟s, providing
information on mining processes
In-availability of Review Infrastructure Capacity of the Province Municipality/P
adequate Energy Availability: rovince
infrastructure and lack 1. Large plants and smelters require more energy
of geological 2. Industrial minerals require less energy
knowledge and skills Water Availability
for local communities 1. Needs addressing
to support these Transport
projects. 2. Roads: needs addressing
3. Rail: needs addressing
4. Air: needs addressing
Investigate Incentives to attract beneficiation
1. Water rebates by Municipalities
2. Electricity rebates by Municipalities needs
addressing
Promote upstream, side-stream and downstream
industries/ Development Corridors in the province
Marketing/ 1. External/internal marketing of the mineral potential in DMR/Municipa
Lobbying the municipality/provinces should take place lity/Province
1. Opportunities in the Mining Charter should be exploited
SKILLS DEVELOPMENT IN MINING
Skills development not 1. Perform Skills analysis & audit DEDT,
aligned with industry 2. Prepare Skills Development plan
needs 3. Increase training opportunities for historically
17
disadvantaged persons especially blacks in senior THETA
management skills
4. All Partners in Skills Development must be consulted
5. Co-ordination and alignment of plan between
institutions
6. Align current skills programmes with industry needs
7. Create Awareness
8. Geological skills (composition, structure and origin of
rocks)
9. Monitoring & evaluation of skills performances in DMR
10.Formalize Mentorship Programmes
CHALLENGES SOLLUTIONS BY WHOM
Lack of skills access 1. Implementation of National Youth Service Programme DEDT
for Women, Youth on Tourism
and People living with 2. Improve access to learning opportunities Office of the
disabilities 3. Implementation of the BEE Charter
Premier
4. Disability – Mining Charter to set new targets
5. Small scale miners training
6. The MQA should consider setting targets in respect of
the number of female learners
No presence of 1. Establish NW Office Skills Dev
THETA in the North 2. Improve the distribution of Information Working
West
Group
Absorption of the 1. FET‟s / Providers to get accreditation / and Programme THETA,
trained members in approval DEDT &
formal jobs is lacking 2. Assist the providers in getting programme approval HEDT
3. Assist with work placements for learners
Occupational Health 1. Training of Health and Safety Representatives DMR/MQA/DE
and Safety training 2. Training on Mine Inspectors DT
shortcomings (OHS) 3. Training of OHS professionals – refer to skills issues in
tripartite summit agreement - learning Pathway
1. Research skills on health and safety issues
2. Preparation of candidates for Government Certificates of
Competency
3. Develop a protocol for exemptions in the interim
4. CLAS related training courses
5. Impact of Explosives Act on sub-sector was critical as
this could result in new skills
6. Transformation of the Occupational Health and Safety
discipline was required
Lack of Community 1. Create awareness about Social & Labour Plans
Training in Mining 2. Promote knowledge about access to geological
information; licensing and ownership potential of
minerals; infrastructure; funding mechanisms for small
scale mining, development of business plans; relevant
institutions, entrepreneurship
Strategy for 1. Suitable instruments and mechanisms to declare DMR/DEDT
sustainable growth informal miners competent
and meaningful 2. Accurate and reliable information data systems to be DMR/MQA/DE
transformation in developed in partnership with the MQA (Innovation and DT
Mining Charter research)
HIV/AIDS Scare in 1. Intensify Programmes All Sectors
18
mining
Inadequate Artisan Jewelery Manufacturing:
Training 2. A long term view is important taking into consideration
the time it was taking to train an artisan.
3. Specialist training in the production environment is
needed. The Jewelery environment is busy developing
these programmes.
4. Diamond Processing:
5. Diamond Processing does not have an artisan
programme but was considering re-introducing this
apprenticeship. Funding support for producing artisans
is required
6. Operator training for Diamond Processing is also critical.
7. Artisan training is required not only for new employees ?
but also to up skill the current employees.
8. Handling and supporting new technology must be
addressed through training
9. Collaboration between all role players including the
Manufacturing Qualification Authority (MQA) is
important
CHALLENGES SOLLUTIONS BY WHOM
Enhancement of 1. Accreditation of providers / host companies should be
quality of training addressed
2. Quality of assessors and moderators requires attention
3. Transformation through mentorship and coaching ?
4. The fact that more learners were on skills programmes
than on learnerships required rethinking.
Lack of financial 1. Review Workplace Skills Plan (WSP) system to decrease
support for core the grant to 40% - ?
mining skills 2. Put more emphasis on technicians and trade workers
High registration rates 1. Specific attention should be given to the incentives
versus the high drop- payable in respect of ABET. ?
out rates with ABET 2. Progression should be linked to personal development
training plans.
Level of qualifications The fact that the entry level of qualifications was
constraints determined by SAQA should be addressed to ensure ?
that more learners could gain access to qualifications.
Career path s should be developed.
C.5 MANUFACTURING MINI-INDABA PROPOSALS
5.1 Overview
North West lost key industrial growth points such as Babelegi and Garankuwa
during the 2004 boundary demarcations to the nearby Gauteng leaving the less
prominent Madibeng- Rustenburg-Mogwase area, the Klerksdorp-Orkney-Stilfontein-
Potchefstroom (KOSH) area, with Mafikeng and Vryburg as alternative options for
development and growth.
19
Manufacturing is primarily focused on the export of mining and agriculture
related and value adding products but fuel and chemicals, non-metalic, electrical
machinery, electronics, transport equipment and furniture are also receiving
increasing attention. Public sector involvement centers around:
1. Assistance to municipalities and potential export firms through provision of
information, alleviation of transport and logistical bottlenecks and support to
improve the competitiveness of their business environment;
2. Provision of training for exporting based on industry clusters and products (e.g.
dimension stone, fertilizers, bulbs/flowers, machinery, etc). Currently, the
generic nature of export training ignores this vital dimension;
3. Marketing and branding the province through initiatives such as participation
in international fairs and inviting country missions to the province have
been identified as important markets, but very little official linkages between
these countries and the North West Province currently exist. The information
contained in this report should also be considered for selective inclusion
into marketing materials of Invest North West.
5.2 Consolidated Inputs
The Manufacturing and Trade Mini-Indaba took place on 12 August 2010 at Casa
Grande Lodge in Brits.
The following commissions were established:
1. Access to funding and incentives
2. Key/priority sectors and exports
3. Training, skills development, education, research and innovation
4. Infrastructure
5. Branding and marketing
Commissions were given a set of guidelines as pointers for facilitators and delegates
in the form of handouts that covered the following topics:-
1. Access to Funding and Incentives
2. Key/Priority Sectors and Exports with reference to the IPAP
2012/13 checklist of clusters and 21 sectors.
3. Training, Skills, Education, Research and Innovation
4. Infrastructure
5. Branding and Marketing
Most participants stressed the importance of closer cooperation between
government and the private sector. Opportunities offered through closer co-
operation with the University of North West were noted as of special importance.
The intended Science Park could play a very important role in strengthening this
relationship. Closer co-operation with the industrial Development Corporation
especially as a source of knowledge and budgeting was also identified as a priority.
20
The establishment of a (NWMMA) North West Mine Managers Association could be
utilized as a platform to create better working relationships/ partnerships and
improved communication between potential partners.
It was concluded that government and the private sector should do what they are
best at and try and fast track outstanding issues. It is known that the private sector
is committed to promote profitable ventures if the risks involved are manageable.
Contributions by the commissions are summarized in the next set of tables.
COMMISSION ACCESS TO FUNDING AND INCENTIVES
ISSUE/ CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
-No incentive scheme for 1. Investigate incentive schemes for the province to DEDT & DTI
foreigners who would like encourage investment.
to invest in the province. 2. Government should come up with a proposal to have
a one stop shop where financing matters can be
handled;
Have been relying too 3. Investigate additional areas (eg.Madibeng) for IDZ DEDT & DTI
heavily on the Mafikeng development
Industrial Development 4. Unblocking the blockage within MIDZ
Zone (MIDZ) alone to get
off the ground
Stringent funding criteria 1. Funders need to exercise more leniency i.t.o funding Development
limits manufacturing criteria: Financial Institutions
capacity 1. Sureties (DFI‟s)
2. Collaterals
3. ITC
4. Experience of entrepreneur
5. Historical Adverse Credit Record
2. Funding should be provided to viable business
Not enough institutional 1. DEDT to develop a composite booklet (funding - DEDT
funding knowledge information guide) for government funding
requirements and access to funding. Booklet should
be made available at all government departments.
2. Develop a One Stop Shop
3.
Bankable Business Plan 4. Funders must be part of the business plan DEDT/DFIs
(affordability issues) development process - DFIs
5. Mentorship should be provided
COMMISSION KEY PRIORITY SECTORS & EXPORTS
Reduce the economic 1. Need incubation Centers DEDT and
leakage (PPP) 2. Capacitating entrepreneurship (SMME support and Experts
financing)
3. Technologies from the private sector should be
21
COMMISSION ACCESS TO FUNDING AND INCENTIVES
ISSUE/ CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
mobilized
4. Begin small companies incubated in the University
itself – knowledge management is there;
5. Establish needs, where manufacturing can be
facilitated
6. Government come up with incentives and time
frames;
7. 4 Solar energy opportunities must be explored.
Non existence of a 8. Engagement with NWU to obtain the tool DEDT and
(PPP) monitoring tool 9. DEDT to have a meeting with private sector to Experts
form an Association
Slow progress with 1. The investigation into the establishment of a INW
establishment of a supplier park should be prioritized
supplier park 2. Cluster of spin offs (mines critical major consumer
i.t.o material, whilst it is still there – supplier parks
not only confined to mining eg also priority
sectors)
3. Encourage mines to purchase from established
entrepreneurs
Promotion of Agro 1. Fast track and investigate the Mafikeng Bio fuels DEDT
processing industries project
have been on the 2. Need to market and develop them into bankable
government agenda projects and get IDC involved
for years and no 3. Bring in expertise to assist with implementation as
progress has been well as planning for budgeting and time frames
made
Lack of Skills 1. NWU to do training (training manual)
2. Identification of training possibilities to assemblers ?
of solar panels
COMMISSION TRAINING, SKILLS DEVELOPMENT, EDUCATION, RESEARCH & INNOVATION
Lack of commitment by 1. Look into the issue of representation by all Chairperson-W/G
key stakeholders stakeholders in working groups MERSETA
2. Objectives, roles and functions of the working group SEDA
should be redefined
Lack of identification of 1. Identify top 10 procurement needs in the mining Chairperson-W/G
products required by industry (pilot project) MERSETA
industries in the North 2. Expedite processes for the roll out of the science park SEDA
West Province (political intervention)
3. Strategic positioning of innovation hubs and science
parks
Alignment of sector skills 4. Development of SETA clusters relevant to Chairperson-W/G
plans to provincial skills manufacturing within the province MERSETA
needs SEDA
Lack of SMME Support 1. Identify & select existing and emerging SMME for Chairperson-W/G
development MERSETA
22
COMMISSION ACCESS TO FUNDING AND INCENTIVES
ISSUE/ CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
2. Identify issues of support SEDA
The province have a 3. Government needs to see how to handle this situation
shortage of skilled to improve the current status
entrepreneurs 4. Use internship programme to absorb graduates into Chairperson-W/G
the system with career pathing for the next 5 years MERSETA
and package programmes properly. SEDA
5. Begin a learnership programme and task students with
meaningful projects and tasks
6. Government should be able to see the output of the
learnership programme after completion.
COMMISSION INFRASTRUCTURE
ISSUES NEEDS TO BE DONE BY WHO
RAIL TRANSPORT
Lack of funding 1. Commitment of Government should increase Dept. Of Transport
Inflexible Spoornet 1. Opens communication by both Government and & Spoornet
Spoornet
Slow rail delivery time 1. Integration of passenger and cargo transportation to Spoornet
shorten the turn-around time of delivery of goods
High costs of electricity 2. Alternative sources of energy; DOE
Crime 3. Increase SAPF visibility SAPF & DOJ
EIA (Environmental 4. Shorten approval of EIA approval DOEA
Impact Assessment)
Lack of maintenance 5. Development of maintenance plans, proper budgeting Spoornet
Underutilized 6. Geographical impact on economies of scales; Dept. Of Public
infrastructure 7. Economic developmental plans; Enterprise &
8. improved investment marketing/attraction to enhance Spoornet
PPPs.
Lack of sector based 1. Improve innovation by Spoornet to integrate Dept. Of Public
support passenger and goods rails Enterprise &
Spoornet
Pricing 2. Review pricing strategy DTI & Investors
ROADS
Lack of funding 1. Commitment of Government should increase DOT
No Integrated Transport 1. Ensure applicable Integrated Transport Plan and 2.DOT &
Plan review regularly Municipalities
HIV/AIDS 1. Social impact and implementation of Health Centres 3.Dept. of Health
within truck-ins what is this; Increase awareness
23
COMMISSION INFRASTRUCTURE
ISSUES NEEDS TO BE DONE BY WHO
campaigns
Inferior construction of 1. Enforce SANAS standards of newly developed roads DOT ?, Public Works
new roads & Municipalities
Non observance of 1. Promote awareness of Green Belt areas; DOA ? &
environmental Objectives 2. Enforce laws and regulations; Municipalities
3. Perform continued monitoring of green areas
Lack of maintenance 1. Prioritise and budget for road maintenance DOT, Public Works
& Municipalities
Toll roads pricing 1. Review the rates of the toll fees SANRAL first full
name
Traffic Law enforcement 2. Abuse of drivers, Normal working hours for truck Public Safety and
drivers to be enforced; Normal resting hours, etc. business owners
ISSUE WHAT NEEDS TO BE DONE BY WHO
AIR
Air Space restrictions; 1. Investigate liberalisation of air space; Civil Aviation
Authority
Shortage of 2. Promote Construction of appropriate warehouses ?
Warehouses
COMMISSION BRANDING & MARKETING
ISSUE WHAT NEEDS TO BE DONE BY WHO
No single messaging 1. Form a marketing and branding task team that will
platform for the sector develop and implement a provincial marketing and
in NWP branding strategy
Non identified 2. Perform investigation of all advantages and
competitive and disadvantages of the province and develop an
comparative advantage appropriate branding strategy with the following
framework as checklist:
1. Point of Departure DEDT, DEDT
No clear cut SWOT 3. Price – Cost of Doing Business in NWP? agencies and
analysis with regards to 1. Place – What sets the NWP apart from organized
sector and sub-sector our competitors; business (with
strengths and 2. Product - What are the key sub-sectors marketing and
weaknesses within the manufacturing?; and branding know-
3. Promotion – To be informed by above how)
Lack of provincial 1. Situational Analysis
incentives as well as 1. Competitive and comparative advantage of
rigid and bureaucratic NWP – Which sub-sectors and in what
business environment. districts?
1. Market Segmentation & Target Markets:
1. Type and profile of investors
(Market/Resource/Efficiency) ;
24
ISSUE WHAT NEEDS TO BE DONE BY WHO
2. Broad vs target marketing (What
approach should be adopted?)
1. Branding & Positioning
1. Location advantage;
2. Resource based advantage;
3. Market access advantage; and
4. Production cost advantage
C.6 TOURISM MINI-INDABA PROPOSALS
6.1 Overview
the focus of the Mini Indaba was on tourism as a key driver of economic
development opportunities at selected destinations. The approach promoted was to
articulate development strategies which will have community ownership and
achievable outcomes. The tourism stakeholders and role players should play a
prominent role in developing and implementing such strategies.
1. Consolidated Inputs
The following issues were identified for discussion and debate at the Mini Indaba:
1. What should be considered to competitively position the North West Province
as a preferred destination of choice:
2. Product development in tourism as one of the cornerstones of the marketing
framework
3. Skilled Human Resources are key to unlocking visitor/consumer value, yet
often not effectively addresses in tourism plans and strategies
1. SMME development in tourism
2. Tourism Support Infrastructure Development
3. Role and functions of provincial and local government.
It was generally concluded that Government and Industry needs to adopt a holistic
approach towards tourism development, particularly incorporating a focused
marketing effort. The following inputs result from Commissions
COMMISSION - PRODUCT DEVELOPMENT TEAM
ISSUE/ CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
25
No integrated structured audit of 1. Conduct regular research on matters North West Parks and
existing products affecting the Tourism Industry Tourism Board
(NWPTB)
No integrated planning for Product 2. Development and implementation of NWPTB
Development in the Province Tourism Product Development Strategy
No Product Development Strategy 3. Information on Product NWPTB
Development to be made available
Inadequate Provincial Budget for 4. Allocate adequate resources for NWPTB
Product Development product development
No knowledge of what the 5. Perform Regular consumer needs NWPTB
consumer needs feedback survey
Lack of integration and 6. Resuscitate tour operator network NWPTB
coordination in planning for 7. Develop and implement a product
product packaging packaging plan
8. Create suitable products for all seasons
No structure for coordinating 1. Institutional arrangements to be put in NWPTB/Department
events place of Sport, Arts and
1. Coordinate, facilitate and promote Culture (DSAC)
events
Challenge of integrating creative 2. Identify and develop products in the NWPTB/DSAC
industries into the tourism industry creative industries
3. Develop and implement the strategy
Inadequate budget to promote 1. Allocate adequate resources NWPTB/DSAC
events in the Province
Awareness not maximized to 2. Launch awareness campaigns DEDT
ensure responsible tourism
practices
COMMISSION – TOURISM SMME & CORPORATIVES DEVELOPMENT
ISSUE/ CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
Lack of startup funding 3. Funding and support institutions to DEDT
increase their footprint and programmes
in the Province for easy access
Stringent criteria for access 4. Review criteria for funding ?
Restricted access to information 5. Adequate research DEDT
6. Build capacity for knowledge
management
7. Information and facilitation sessions
(Road Shows)
8. Officials to be empowered to
disseminate information
Access to Markets 1. Implementation of applicable policies EDT
and legislation to enhance participation
of entrepreneurs (e.g. preferential
procurement, Ten-a-Side programme)
26
Lack of integration in the 2. Participation of SMMEs in National and
mainstream economy as well as International tourism trade shows
rural economies (Rural SMMEs)
Skills Mismatch (demand vs. 3. Perform Skills Audit Small Enterprise
supply) 4. Promote tourism enterprise partnerships Development Agency
1. Toolkits (SEDA) –
2. Business Skills NWPTB
3. Mentorship
4. Basic Business Skills Municipalities
5. Tender Advice and Training
6. Hotel Schools
7. Have budget: Must support
organizations with Programs
Standards of Quality Assurance in 1. Recruit funding for Grading TGCSA
the industry not world-class 2. Launch Customer 1st Training Program TEP
3. Link to existing quality standards SEDA
(SABS; HACCP; QMS (ISO)
GOVERNANCE COMMISSION: PROGRAMME OF ACTION
ISSUES/ CHALLENGES WHAT NEEDS TO BE DONE BY WHOM
Lack of research on tourism 1. Research at local level and Department od
attraction in the local coordinate through Parks Board Economic
environment Development &
Tourism (DEDT)
Lack of integration between the 2. PGDS working group intervention (DEDT)
spheres of govt
No dedication and capacity to 3. Introduce learnerships and other (DEDT)
promote tourism in most programmes at local level
municipalities
No understanding to unlock 4. Education and public awareness (DEDT)
tourism potential
ISSUES/ CHALLENGES WHAT NEEDS TO BE DONE BY WHOM
Lack of instruments to collect 5. Tourism strategy to be reviewed
and measure information
?
Policies and bylaws to be 1. Develop and align bylaws to focus on DEDT
developed and promote tourism tourism
(rural development)
Monitoring of policy 1. Establish unit to monitor impact of ?
implementation (e.g. BBBEE) tourism
Inconsistent representation on 2. Composition of the working group to ?
working group be strengthened
27
Lack of synergy in promoting 3. Development agencies to take core ?
intergovernmental relations & responsibility for success of the
other partners business plans
Tourism association not visible at 1. Strengthen district associations and DEDT
all and not organized at organize into provincial structures
provincial level
COMMISSION – TOURISM SUPPORT INFRASTRUCTURE
ISSUES/ CHALLENGES WHAT NEEDS TO BE DONE BY WHOM
Rail: 4. Improve the relationship between Department of
Currently have :- Rail Agencies (PRASA); Transport;
2. CPT – JHB 5. Partnership with Transnet, Spoornet; Transnet, PRASA
3. JHB – Rustenburg 6. Revisit the study conducted on rail DEDT;
4. Mafikeng – Botswana – and the Investment Climate by Local and District
Zimbabwe DEDT; Municipalities
5. Mafikeng – JHB 7. Proper maintenance of all rail Telkom
6. (Kimberley) Vryburg – facilities SAPS
Mafikeng Travelling time;
Challenges
1. Maintenance
2. Bad scheduling
3. Crime
Road:- 6. Interconnectivity of all the SDI‟s SANRAL
Currently have:- should improve SAPS
1. SDI Corridors (N12, N14, 7. Maintenance and upgrading of Transport (national
N4, N18) provincial and local roads (N14 & and provincial)
2. Provincial and local roads N18 very bad condition) Public works
Challenges 8. Availing of budgets for maintenance Municipalities local
1. Maintenance 9. Improve crime and safety measures and district
2. Crime and police visibility;
3. Expensive Toll Roads 10. Reduce toll road fees
4. Supply Chain management 11. Attract private sector investors
5. Bad signage 12. Strict measures for SCM full name
13. Create proper and visible signage
ISSUES/ CHALLENGES WHAT NEEDS TO BE DONE BY WHO
Water & sanitation : 1. Marketing of water sports DWAF
Currently 2. Duzi making money in NWP&TB
1. Vaal River, Pietermaritzburg – Why can‟t we make Mining Houses
2. Molopo, Dams money as well Province,
3. Development of proper tourism Municipalities both
Challenges infrastructure at all the dams local and districts
1. Low quality of drinking water 4. Opportunities for the establishment of
due to lack of sufficient B&Bs along rivers and dams;
infrastructure 5. Accommodation establishments and
2. Pollution of Water from camping sites
mines
28
Access to facilities: 4. Improvement of safety measures; MTN,
Currently:- 5. Improvement of accessibility; Vodacom,
1. ATM; 6. Providing of sufficient language Cell C
2. Foreign exchange training (other languages) Banking Institutions
3. Broad Band 7. Establishment of Call Centers Tele-
4. Cellular phones Communications
5. Telkom lines Call Centers
6. Internet connectivity Government
7. Cyber Communication and
stalking/fraud/hacking; Information System
8. Language barriers and (GCIS)
reception;
Challenges;
1. Cost;
2. Safety and Crime (Scams/
stealing of copper cables
especially in trains);
3. Digital v/s analogue;
Energy : 11. Strengthen partnerships with key DoE
Challenges: stakeholders; MR
1. Carbon emissions; 12. Clear role identification ESKOM
2. Black outs 13. Foster and establish good NERSA
3. Alternative sources communication links Local and District
4. Load shedding 14. Proper alignment (all local, national, Municipality
5. Long lead times to build provincial and stakeholders) Department of
substations Energy
6. NERSA not functioning
optimally
7. Responsibility management
lacking (DME, ESKOM,
TELKOM)
8. Lack of communication with
relevant parties
(municipalities – local and
district – provincial, national)
9. Discrepancies between
government departments
(no strategic alignment)
10. Lack of competition
ISSUES/ CHALLENGES WHAT NEEDS TO BE DONE BY WHO
29
Promoting Icons/Attractions is 3. Rehabilitate and improve road NWP & TB,
lacking accessibility to link icons Municipalities, Sport,
Currently : 4. Improving investment by providing Arts and Culture,
1. Bishop Tutu (Klerksdorp), sufficient land SARAH, Department
2. Enock Sontonga (Nkosi of Agriculture,
Sikelela Africa);\ Conservation,
3. Sol Plaatjie, Environment
4. Taung Skull, Development
5. Vredefort Dome, (DACRED ), DEDT,
6. Highveld National Park, National Heritage
Challenges: Council
1. Lack of marketing of our Department of Land
icons and heritage sites Affairs (DLA)
2. Problems of land availability Minister of Land
(who owns what land) affairs, Traditional
Leaders, Private
Sector
Funding and Investment 5. Increase maintenance budget Invest North West
Challenges: 6. To improve incentive schemes DEDT
1. Limited funding Dti
2. Choosy donors SAMAF
3. Ad hoc planning for budgets Office of the Premier
(silo mentality between Industrial
departments and Development
institutions) Corporation (IDC)
4. Lack of sufficient incentives
COMMISSION – DESTINATION DEVELOPMENT
ISSUES/ CHALLENGES WHAT NEEDS TO BE DONE BY WHO
No integrated marketing & 1. Review process of the provincial NWP&TB
promotion (domestic, national identity/brand
and international) 2. Regional positioning & promotion
3. Develop a uniformed brand
4. Develop an integrated marketing
framework/ strategy7
30
C.7 INFRASTRUCTURE MINI-INDABA PROPOSALS
7.1 Overview
the focus of the Mini Indaba was on provincial infrastructure needs and challenges.
It was agreed that infrastructure should be regarded as the backbone for
development and that access to the best quality infrastructure is essential for social
and economic development. Infrastructure also contributes indirectly to a better
quality of life for individuals through
1. Technical skills
2. Job creation
3. Income generation
4. Poverty alleviation
5. Improves service delivery
1. Consolidated Inputs
The following issues were identified for discussion and debate at the Mini Indaba:
1. Bulk Services and Municipal Infrastructure
2. Socio – Economic Infrastructure
3. Transportation
It was generally agreed that an integrated and coordinated process should be
followed in planning and delivering of infrastructure and that provision should be
made for monitoring by all stakeholders.
Inputs by the Commissions are consolidated in the next tables.
COMMISSION NO 1: BULK SERVICES AND MUNICIPAL INFRASTRUCTURE
CHALLENGES SOLUTIONS BY WHO
Engage on a community engagement processes to
Local Municipality
set up a more informed water management
Uncontrolled use of Water (LM) & Water
system, Enforce payment of services above free
Affairs (WA)
basic levels
National
Government (NG),
Investigate and Introduce a monitoring tool to
Management of Infrastructure Provincial
respond to all patent challenges and
at local sphere Government (PG)
implementation of solutions
and Local
Municipality (LM)
31
Engage all potential stakeholders in promoting
Lack Integration in Planning integrated planning PG & District
Revenue collection of service Investigate and Introduce appropriate technology LM
Recovery for free services ? LM
A proportion of budget/allocation
must go towards maintenance strategies and be
Funding for maintenance supported by legislation (aligned to LM
strategies/maintenance plan),
Introduce asset inventory with accountability
Inappropriate Sanitation Investigate and Introduce appropriate technology
LM & District
Technologies
Institutional Capacity Building.
Appointment of Human Establishment of a structure with appropriate
COGTA
Capital and Capacitation technical, financial management and PM ? full
word ? skills and capabilities.
Establish delivery/development mechanisms for
Rural Areas (e.g. collaboration structures between
Neglected Rural Areas DM & PG, DoACERD
the Local Government (District/Local) and
Traditional Structures for sustainable livelihood)
Investigate and Introduce PM & DS ? full word and
Retention of Staff Occupation Special Dispensation (Special Skills) for COGTA
local government
Tap into Social and Labour Plans for
Infrastructure.
Funding to clear backlog Treasury
Consider a tax incentive for investments in the
NW, Improve Stats Data
Establish delivery mechanisms for Rural Areas
Unforeseen migration (e.g. collaboration structures between the Local
DM & PG, DoACERD
patterns Government (District/Local) and Traditional
Structures/Leadership for sustainable livelihood)
Institutional Capacity Building,
Lack of good PM practices Establishment/Capacity of PMU ? write word at COGTA
local spheres
COMMISSION ON SOCIO – ECONOMIC INFRASTRUCTURE
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
Poor and uncoordinated 1. Need to improve planning process
planning 2. More participation of role players in the ?
planning process.
3. NATMAP
4. Planning should be medium and long term.
Poor maintenance of 1. Budget for infrastructure maintenance. ?
infrastructure assets due to
financial constraints
Funding/ Backlogs 2. Need to look at Public Private Partnership. ?
3. Borrowing to facilitate capital
4. Improve investor confidence.
SMMEs/ CIDB ? full word 1. Reconfiguration of the grading system ?
2. Develop SMME‟s
3. Review the CIDB regulations
Inappropriate policies 1. Review policies ?
32
Legislation / bureaucracy (i.e. 2. Review of legislation ?
mining willing to provide slag
{transparent or glass like
refuse after ore has been
melted} but legislation does
not permit
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
Institutional arrangement 3. Create provincial infrastructure implementing
agent
Lack of technical skills 4. Facilitate the skilling within the sector
(Engineers)
Procurement 5. Deal with issues of corruption.
COMMISSION No 3: TRANSPORTATION
Existing rail infrastructure is 6. Fast track utilization of rail lines DOT; DPWR & also
not optimally used. (Lines are 7. Reopen discussions with rail operators look into the role of
operating but a minimum 8. Plug in the PROVTMAP ? explain projects into private sector
level ) PGDS
9. Bring in together (studies); quantify and cost
it;
10. Advocate for development of national rail
policy with incentive for using rail (against
punitive for road use)
11. Move forward – identify our own needs; need a
lead person
Airport not optimally utilized 1. Launch investigation in the optimal utilization
of all airports and landing strips in the province ?
2. Promote increased air traffic in province
Need budget for the projects 1. Need to identify other methods of funding; Mining houses and
2. Identify driver under PGDS umbrella – monitor businesses to
and evaluate progress; approach
3. Call meeting to profile all projects; government for PPP
4. First need to do pre feasibility studies or other relationship
similar studies to invite/convince investors not
strictly based on cost-benefit analysis but also
based on other criteria such as usefulness,
cost-effectiveness, etc;
5. Province need transportation planning
lekgotla/investors conference invite all funders
(MIG; DBSA; Sanral; Natmap; government);
6. Make this an annual event/bi-annual event
7. Money need to be secured either by provincial
government borrowing or PPP (mines, business
and government);
8. Rapid transport system between Rustenburg
and Pretoria to be investigated
Change orientation to 1. Minimum implementation period could be 20 By all parties
planning horizon years involved
C.8 SKILLS AND TRAINING MINI-INDABA PROPOSALS
33
1. OVERVIEW
The Skills Development working group was established in 2005 to deliver on the
PGDS 2004 summit resolutions. The Working Group developed and implemented an
Action with clear targets from the Provincial PGDS Strategy. The Working Group
reported on quarterly basis progress and challenges to the PGDS Steering
Committees. The reports however, were biased towards areas where government
has direct control e.g. Departments, Municipalities. Reports from the private sector
were limited. Reports were also quantitative in nature and therefore qualitative
aspects were problematic.
One of the PGDS Summit Resolutions on skills development was to aggressively
invest in learning facilities in rural communities. Facilitate the registration of 1000
learners in learnerships annually across all sectors. The province‟s performance
against this resolution was impressive, however 80% of the contribution to the
resolution was done by the public sector.
Skills
Programmes 2005/06 2006/07 2007/08 2008/09 2009/10 Total
Learnerships 588 506 758 1,604 204 3,660
Internships 296 417 836 936 791 3,276
Apprenticeship 235 235
Bursaries 53 80 124 104 258 619
Skills programmes 8,158 8,942 23,244 14,770 11,640 66,754
ABET 613 1,966 2,455 1,106 854 6,994
Total 9,708 11,911 27,417 18,755 13,782 81,573
Unemployed 937 1,003 1,569 2,791 1,124 7,424
Youth 9.7% 8.4% 5.7% 15% 8.2% 9.1%
2. CONSOLIDATED INPUTS
The purpose of the Skills Development Mini Indaba was to utilize the manifold
expertise in the deliberation of the role of skills development in the North West
Province and to review the implementation of the district provincial growth and
development targets set in the Provincial Growth and Development Strategy (PGDS)
in order to evaluate the extent of achievement or non-achievement of the set
targets,
The theme of the Mini Indaba was: “Together towards integrated skills
development for sustainable growth and development”. The programme was
divided into four sub-themes, namely;
1. Policy Framework - DHET
2. Socio Economic Context of the NW Province
3. Demand Side Characteristics
4. Supply Side Characteristics
34
Presentations from the Department of Higher Education and Training focused on the
following:
5. Realignment of Skills Development function from Department of Labour and
Basic Education to Department of Higher Education including (Further
Education and Training Colleges, Higher Education Institutions & SETA‟s)
6. Place The National Skills Development Strategy (NSDS) III objectives
in context of provincial imperatives such as unemployment, PGDS and
Economic Recovery matters
7. Accommodation of strategic initiatives within e.g. JIPSA, ASGISA,
8. Implementation imperatives and institutional arrangement for the National
Human Resource Development Strategy for SA 2010 – 2030
9. Implementation of national and provincial imperatives through strengthened
Provincial Skills Development Forums
No presentation was received from Business
The Commissions were requested to identify priority skills with their respective
sector, recommend the interventions and lead implementing agent/s.
A summary of commission reports is given in the next tables
COMMISSION: AGRICULTURE AND AGRO-PROCESSING
ISSUE/CHALLENGE WHAT NEEDS TO BE BY WHOM
DONE
Goat Meat & Milk Goat 1. Learnerships 1. Provincial Dept of
1. Marketing skills 2. Internships Agriculture
2. Entrepreneurship/Busines 3. Skills Programmes 1. North West Agricultural
s 4. Bursaries Development and
3. Production /technical5. Mentorship programmes Implementation Institute
skills in meat, poultry, (forge partnerships with (NWADII)
game farming, milk commercial and 2. Agri SETA & FoodBev
industries emerging farmers) SETA
4. Husbandry 6. In-service training 3. Further Education and
5. Quality Management 7. Youth entrepreneur Training Institutes (FETs)
6. Customer/Producer development 4. Universities
Support 8. 5.
Formal Higher Education Agric Colleges
7. Animal Health courses 1. Agri-Business
8. Industry Knowledge 2. Big Business
9. Parlour Operator 3. Commodity groups
10. Food safety NGOs
11. Plant maintenance
12. Life / social Skills
1. HIV and AIDS education
and awareness
35
ABOVE ACTIONS AND RESPONSIBILITIES ARE REPEATED FOR ALL THE
DIFFERENT NEEDS BELOW
ISSUE/CHALLENGE ISSUE/CHALLENGE ISSUE/CHALLENGE
Broiler Beef production Animal feed
4. Marketing skills 13. Marketing skills 28. Marketing skills
5. Entrepreneurship/Busi 14. Entrepreneurship/Busi 29. Entrepreneurship/Bu
ness ness siness
6. Production /technical 15. Production /technical 30. Production /technical
7. Hatchery 16. Husbandry 31. Quality Management
8. Quality Management 17. Quality Mgt / grading
9. Customer/Producer 18. Customer/Producer 32. Customer/Producer
Support Support Support
10. Animal Health 19. Animal Health Industry Knowledge
11. Industry Knowledge 20. Artificial insemination
12. Parlour Operator 21. Industry Knowledge
Food safety 22. Parlour Operator
23. Food safety
24. Carcass handling
25. Slaughtering/ Abattoir
26. Veldt mgt
27. Advocacy on
provisions of
legislation
COMMISSION: TOURISM
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
33. Tourism Industry Business 1. 1.
Institutions of learning to Department of
Skills, especially for SMME ensure that the curriculum Economic and Tourism
entrepreneurs that are developed 2. THETA and other SETA
34. Hotel Management respond to the needs of
35. Destination Development the industry
and Promotion 1. Partnership with Institution
36. Customer of Higher learning &
Service/Customer Care Industry
37. Tour operations 2. Learnerships
38. Tour Guiding (guiding and
language training)
39. Culinary training
40. ICT
41. HIV and AIDS education
and awareness
42. Hotel Management
43. Tour Guiding (guiding and
language training)
44. Legislative Compliance
36
COMMISSION: SMME
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
3. Office Administration 11. Provision of adequate 17. Department of
4. Product design SMME support and Economic and Tourism
5. Business management emphasis on People with 18. SETAs
6. Financial management Disabilities 19. Department of Labour
7. Life skills 12. Provision of support for
8. Numeracy skills marketing strategies &
9. New Venture Creation business management
10. ICT skills
13. In-service training
14. Short courses and
workshops
15. Recognition of Prior
Learning (RPL)
16. Adult Education and
Training
COMMISSION: MINING
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
20. Diamond processing 3. Train retrenched mine 13. Mining houses
21. Jewellery manufacturing, workers 14. HET
and 4. Skills programmes 15. SETAS
22. Scarce skills as reflected5. Employers to ensure that 16. DME
on the attached RPL and ABET remains 17. FET
“Annexure A”. their responsibility
6. On the job training to be
offered
Challenges to the Mining 7. SETA to ensure that all
Sector: companies pay skills
development levy
1. Downsizing 8. The Sector to play a critical
2. Closure of operations and role in the development
retrenchments and implementation of
economic growth
strategies.
9. Establishment of
partnerships with relevant
stakeholders remain critical
to skills development
10. Learnerships
11. Bursaries
12. Priorities to focus on the
development of
communities (beneficiation
– skills development)
37
COMMISSION: MANUFACTURING
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
FREIGHT HANDLING CHAMBER
5. Skills programmes 10. SETAS
ROAD FREIGHT CHAMBER 6. 11.
Employers to ensure that RPL National DME
1. Rail traffic management and ABET remains their 12. Department of Public
systems development & responsibility Works, Roads &Transport
implementation 7. On the job training to be 13. FET
2. Train and maintenance crew offered. Higher Education Institutions
communication technology 8. Learnerships
3. Design and manufacturing9. of Bursaries
railways wagons for specific
types of freight
4. Welding
MARITIME CHAMBER
1. ABET
1. Transport Management14. Skills programmes 19. SETAS
2. Supply Chain Management 15. 20.
Employers to ensure that RPL National DME
3. Logistics Management and ABET remains their 21. Department of Public
4. General Management - responsibility Works, Roads &Transport
HR
including Supervisory / 16. On the job training to be 22. FET
/ Finance / Admin offered. Higher Education Institutions
5. IT Skills 17. Learnerships
6. Key Account Management 18. Bursaries
7. Customer Services
8. Safety Awareness
9. Technical / Operator Skills
- including Forklift / Crane
10. Operators / Millwrights /
Electronic Technicians
11. Port Management
12. Business Development
Management
13. Performance Management
TAXI CHAMBER
1. Professional Driving 11. Skills programmes 16. SETAS
2. Customer Care 12. 17.
Employers to ensure that RPL National DME
3. Basic Business Administration and ABET remains their 18. Department of Public
4. ABET responsibility Works, Roads &Transport
5. Vehicle Mechanics and 13. On the job training to be 19. FET
Maintenance offered. 20. Higher Education
6. Upgrading of Code 8 Drivers 14. Learnerships Institutions
License/ TRP 15. Bursaries
7. First Aid
38
8. Tendering Program
9. HIV/AIDS
10. Basic Computer Skills and
Management Development
training program /
Management Skills Training
Program
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
FREIGHT HANDLING CHAMBER22. Skills programmes 27. SETAS
23. 28.
Employers to ensure that RPL National DME
21. Forklift / Crane / Millwright and ABET remains their 29. Department of Public
/ Electronic responsibility Works, Roads &Transport
22. General Management 24. On the job training to be 30. FET
including Supervisory offered. 31. Higher Education
23. Transport Management25. Learnerships Institutions
24. Port Management & 26. Bursaries
Technical Management.
25. Transport Economics
1. Project management
2. Civil Technicians
3. Civil Engineering
4. Material Testing
5. Draught persons
6. Construction Plant Operator
7. Artisanship
8. Crane operators
9. Finishing carpenters
10. Floor covers vinyl
11. TLB operators
12. Civil Engineering
13. Structural Engineering
14. Civil Technicians
15. Project management
16. Draught persons
17. Material Testing
18. Supervision
19. Artisanship
20. Construction Plant Operator
21. Crane operators
COMMISSION: CONSTRUCTION AND INFRASTRUCTURE
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
1. Professional Engineering 18. Skills programmes 23. SETAS
2. Project Management 19. 24.
Employers to ensure that RPL Department of Public
3. Town Planning and ABET remains their Works, Roads &Transport
4. Quantity Surveying responsibility 25. FET
5. Structural Engineering 20. On the job training to be 26. Higher Education
6. Civil Technicians offered. Institutions
7. Bridge Engineering 21. Learnerships
8. Dam Engineering 22. Bursaries
9. Electrical – Power Creation
39
10. Geometric Design
11. Structural Engineering
12. Traffic and transportation
planning
13. Waste water Treatment
14. Water Planning
15. Building Inspectors
16. Draught persons
17. Water treatment
The skills demand will be informed by sector and departmental strategic plans from
a host of partners including government, SETA‟s and business.
1. PROPOSED ACTION PLAN
The following interventions must be incorporated into an action plan:
1. Baseline information for planning.
2. Development of a provincial HRD Strategy.
3. Completion draft plan (interventions, targets, lead implementing agent, time
frames, budget, enabling factors).
4. Consultation on draft plan.
5. Adoption of plan.
6. Implementation and reporting.
7. Annual Review.
1. CONCLUDING REMARKS
The Provincial HRD Strategy should be informed by the NSDS III and the Provincial
Plan. The Province may not respond to all scarce and critical skills needed due to
limited resources, however the strategy could be specific on priority skills to focus on
within next 5-year period.
C.9 SOCIAL DEVELOPMENT MINI INDABA
This Mini-Indaba took place on 2 to 3 March. The chapter contribution will be added
on receipt.
1. Overview
The Social Cluster mini-indaba took place on the 1-3 of March 2011 at Rustenburg
Kloof. The following departments made inputs to stimulate stakeholder participation:
1. Health
2. Education
40
3. Social Development, Women, Children and Persons with Disability
4. Sport, Arts and Culture
5. Human Settlement, Safety and Liaison and
6. Agriculture and Rural Development (Economic and Infrastructure
Development Cluster)
Department of Agriculture and Rural Development made a presentation which
adequately demonstrated the link between the Comprehensive Rural Development
Plan, Poverty eradication, War on Poverty and Provincial Growth and Development
strategy.
The following stakeholders were consulted: Disability People South Africa, North
West Community Based Organization, Small Enterprise Development Agent,
Bahumagadi Forum North West, Moretele Local Municipality, School Governing
Bodies, Bojanala Platinum District Municipality, Rustenburg Local Municipality,
Provincial Disability Forum, Faith Based Organization, Bakgatla Ba Kgafela, Ngaka
Modiri Molema Municipality, Kgetleng River Local Municipality, Home Affairs, South
African Social Security Agency, Moses Kotane Local Municipality and Department of
Labour.
The Commissions focused on the following issues:
7. Community Awareness
8. Job Creation and Asset Development
9. Access to education for learners with multiple disabilities
10. Partnerships and Inter-Governmental Relations Forums
11. Social Infrastructure
41
1. CONSOLIDATED INPUTS
Challenges identified and proposals formulated are summarized for different focus
areas in the table below.
ISSUE FOR PROPOSAL/RECCOMENDATIONS RESPONSIBLE
ATTENTION INSTITUTION
SOCIAL CLUSTER INPUTS
Community Awareness 12. integrated planning and participations with Social Cluster
relevant stakeholders including community Departments,
development officers/practitioners, Sport officers, Department of Local
Government and
School Governing Bodies, Community Health Workers
Traditional Affairs
etc and Department of
Agriculture and
13. Community Mobilisation (e.g. Public
Rural Development
Participations, Feedback sessions, dialogues)
14. Advocacy campaign to inform the community on
the needs and characteristics of WCPD
15. Utilization of available resources (print, radio,
electronic media, social networks, bill boards)
16. Decentralized management of the Community
Development workers for optimal support and
effectiveness.
17. Literacy is an important tool towards war on
poverty, therefore there should be a strategy on
encouraging community to enroll in ABET
42
ISSUE FOR PROPOSAL/RECCOMENDATIONS RESPONSIBLE
ATTENTION INSTITUTION
SOCIAL CLUSTER INPUTS
Job Creation and Asset 1. Social Sector to contribute on job creation Social Cluster
Development through Expanded Public Works Program, Departments,
learnership program, Comprehensive Rural Department of Local
Development Program etc Government and
Traditional Affairs
2. Integration of all departmental plans and and Department of
implementation Agriculture and
Rural Development
3. Capacitate people to be able to create
employment opportunities for themselves and for
the others
4. Provision of after care services for all training
programmes offered
5. Province to develop specific customised models to
accelerate employability and careerism of
designated groups.
Access to education for 1. Identification of more special schools as Resource Social Cluster
learners with multiple Centres that can be capacitated to accommodate Departments,
disabilities learners with multiple disabilities Department of Local
1. Early identification strategies involving all sectors Government and
of the social cluster. Traditional Affairs
2. Implementation of a Child/ youth care centre and Department of
model. Agriculture and
3. Expansion of Full Service Schools Rural Development
4. Increase learner participation and Include
learners with disabilities
Partnership and Inter- 5. Drawing up of career paths for ABET Social Cluster
Governmental Relation 6. Regulated engagement with stakeholders Departments,
Forums MOUs /MOAs /SLAs Department of Local
Government and
-Social responsibility to support sustainable projects Traditional Affairs
and Department of
Agriculture and
Rural Development
43
ISSUE FOR PROPOSAL/RECCOMENDATIONS RESPONSIBLE
ATTENTION INSTITUTION
SOCIAL CLUSTER INPUTS
SOCIAL INFRASTRUCTURE 1. Targets for clinics should be more than those of Social Cluster
hospital beds to put more emphasis on Primary Departments,
Health Care Department of
2. MTEF Budget allocations for social infrastructure Local Government
to be aligned to PGDS targets and Traditional
3. Basic social infrastructure plans to be Affairs and
implemented through partnerships between the Department of
construction industry and EPWP to ensure good Agriculture and
quality of buildings and sustainability of jobs for Rural Development
EPWP artisans
4. Integrated Social infrastructure plan to be aligned
to Municipal Infrastructure Plans
1. A target to be set to enforce compulsory basic
education and No-Fee schools through
amendment of relevant Act
1. MONITORING and REPORTING
The Social Working Group‟s performance will be reported to the Social Cluster
through the PGDS Steering Committee.
C.10 RESEARCH PROPOSALS
1. INTRODUCTION
Research knowledge is required to provide relevant information on which to base decision-
making. It cannot be disputed that research is an important focus area in the process of
policy formulation and implementation as a means of transformation and growth of a
developmental state.
It is through adequately developed research capability that we will be able to advise policy
makers so that they can adapt, improve, and, finally implement their political mandates. A
critical element of effective developmental planning is the availability of relevant information
as well as the management and packaging of the information into an effective knowledge
base.
In this representation, research plays a crucial role in shaping policy decisions upon which a
better life for the people of the province lies. Research put meaning to the realities facing
the province and informs the choices we make.
This is done through quality, needs and policy-relevant research integrating political, social
and economic concerns that characterizes our daily existence. It is about the intersection of
the meaning of reality and intentions and how the latter is given meaning through reason.
44
EXCO took a resolution in 2002, to establish the North West Research Coordinating
Committee (NWRCC) when they noticed a compelling weakness in research capacity and
information development on which to base decision-making, in the Province. The Research
committee was established to promote research coordination and integration with other
initiatives and to avoid duplication which could have adverse financial implications for the
province. The intention was also to bring provincial government closer to the research
community. The NWRCC represents the NWPG, the business sector, institutions of higher
learning and non-governmental organisations in the province.
This committee has over the past 8 years managed to bring researchers and policy makers
together so that a permanent dialogue on critical challenges facing the province is
established amongst them. A Directorate for Research was created in the Office of the
Premier through which the NWRCC would work closely with government to address the
identified research gaps in the province. The primary aim is: to co-ordinate and integrate
research with other initiatives in a manner that would avoid duplication and waste of
valuable resources as opposed to a situation where departments conduct research on similar
issues. Secondly, that the research projects being commissioned through the NWRCC
should have practical use and therefore linked closely to the provincial priorities.
2. DEVELOPMENT OF RESEARCH AGENDA
Due to the complex nature of research, a need arose for the development of a
Research Agenda which would help to facilitate the ability of the North West
Provincial Government to respond to the development challenges facing the province
and respond to the government mandate. Such response depends on:
1. An ability to understand the nature of the challenges facing the province;
2. An ability to devise and implement measures to deal with such challenges;
3. An ability to acquire and utilize resources to deal with such challenges;
4. An ability to identify and seize development opportunities available.
Subsequently, a Research Agenda which has a term of 5 years was developed and
adopted by EXCO in 2005.
This Agenda is updated annually and is a product of consultation with all provincial
government departments. The business sector, institutions of higher learning and
non-governmental organizations in the province, also identified research priorities
and needs important to the development agenda of the NWPG. Research needs and
priorities were also drawn from the Provincial Growth and Development Strategy.
The document referred to above has run its course and is due for review.
The overarching intent of the Research Agenda is to contribute to the process of
development and informed formulation of strategic pathways through research and
information dissemination. Put differently, the Agenda is about research as providing
the intricate promise of reason for humankind progress. More specifically, the
45
purpose of the Research Agenda is as follows:
1. To assist in the implementation of the provincial government mandate
2. To coordinate and integrate provincial research to avoid duplication
3. To determined and provide a coordinated response to research priorities and
needs.
4. To encourage a focused research plan in support of service delivery.
5. To guide and profile scientific information to shape development and
decision-making.
The ability of the province to successfully conduct results oriented research, which
can inform policy and therefore shape decision-making, depends largely on:
1. The kinds of research questions asked
2. The research aims and objectives
3. The priorities and needs identified by the province
The development of a Research Agenda is informed by myriad sources of
information. The North West Provincial socio-economic profile, the national and
provincial strategic objectives and the problem statements formulated in this
framework document also guides the situation analysis to determine and prioritize
research needs. The Committee is hosting an annual Research Week where
stakeholders are invited to identify research needs and formulate research proposals
for implementation. Departments are also involved in the identification of research
priorities which paint a provincial picture composed of challenges and opportunities
facing the NWPG. These needs are referred to the cluster system in Government for
consideration and prioritization.
The creation of the cluster system arose out of the needs to accelerate integrated
service delivery. Perhaps most importantly, it was an effort and desire to foster
synergy as the basis of growth and development in the country. This system is
based on shared values and a common vision tidily anchored on the wherewithal of
a democratic country
It is imperative for the success of the research conducted that it departs from a
thorough research proposal. The proposal must be accompanied by: aims,
objectives and research questions. This will assist the NWRCC and the secretariat
with the formulation of Research Programme Mmanagement Plans for consideration
of financial support through the government MTEF . It will also assist afterwards to
formulate the terms of reference of invitations for research proposals.
The most recent outcome of this process is summarized in the next table.
Social Cluster Economic and Infrastructure Cluster Governance
Cluster
1. Skills development 1. Attracting investments in all economic sectors 1. Rural
2. Vulnerable groups 2. Research into beneficiation from the VALUE development
46
3. Increased access to CHAIN in all economic sectors 17. links to land
integrated basic 3. Socio economic survey of the second reform.
services and poverty economy 1. Cohesive and
eradication 4. Investigation into generation & distribution of Sustainable
4. Unemployment by alternative energy sources communities
district and 5. Monitoring & Evaluation of economic impact 2. Sustainable
municipality-what are of interventions resource
the interventions 6. Improve commercial value of Indigenous management
5. Issues and challenges Knowledge 3. Developing a
of Out Comes Based 7. Product potential for exports Model for
Education (OBE) 8. Livestock improvement: genetics Quality Service
6. Health information 9. Evaluation of sustainable crop production delivery in
7. Evaluation of ECD in practices Government
NW 10. Agriculture and natural disaster risk
8. Burden of disease in forecasting in Pasture management
NW 11. Exploiting opportunities for small businesses:
9. Pharmaceutical Local economic and rural development
(vaccine development, 12. The implementation of meaningful Broad
drugs, access to Based Black Economic Empowerment
drugs). (BBBEE)
10. Impact of Sports, Art 13. Information, Communication and technology
and Culture (ICT‟s) interventions for a developing state.
programmes 14. Development of SMME‟s through preferential
procurement policies
15. further development of tourism initiatives into
viable projects
16. Improving the visibility of the province to
exploit opportunities.
C 11 LOCAL GOVERNMENT TURN AROUND STRATGEGY
1. INTRODUCTION
The Department of Local Government and Traditional Affairs conducted an
assessment of all 24 Municipalities as part of the National assessment of
municipalities throughout the country. These assessment apart from performing
legislative mandate of monitoring and supporting municipalities, were necessitated
by ongoing labour unrest, service delivery protests, continuous negative audit
reports etc.
The purpose of the municipal assessments was to determine the key problem
statement in different key performance/thematic areas and to establish the root
causes for poor performance, distress or dysfunctionallity in municipalities. From
these assessments a consolidated State of Local Government Report was compiled
and a Local Government Turnaround Strategy was developed and adopted by
Cabinet.
The objectives of the Local Government Turnaround Strategy is to restore the
confidence of the majority of our people in our municipalities, as the primary delivery
47
machine of the developmental state at a local level and to re-build and improve the
basic requirements for a functional, accountable, responsive, effective, efficient
developmental local government.
The Department of Local Government and Traditional Affairs as part of its support to
municipalities established four district support teams to support municipalities with
the actual development of the turnaround strategies by the end of March 2010.
The process was highly intensive and involved rigorous engagements with political
and administrative leaders in the municipalities [mayors, speakers, mayoral
committees/EXCOs, senior management, stakeholders].
2. SUMMARY OF FINDINGS AND CONCLUSIONS
The Districts support teams engaged robustly with each and every municipality by
conducting a municipal specific diagnosis first. The process confirmed that there is
extensive amount of support required by municipalities to carry out their legislative
mandate to deliver sustainable services to municipalities. This support is largely
required from the provincial government.
During the development of municipal turnaround strategies, many generic
challenges were identifies as summarized below:
1. Basic service delivery:
• There are huge basic service backlogs in municipalities which cannot be eradicated
by the set national deadlines [2014]
• The grant funding for service delivery[infrastructure development] is totally
insufficient to meet the backlog eradication demand
• Planning for infrastructure development incomplete and not balanced in most low
and medium capacity municipalities [projects identified are not aligned with
existing backlogs and needs]
• There are high levels of dilapidated and outdated infrastructure as a result of poor
operations and maintenance contributing to poor delivery standards of services[
e.g. water contamination as a result of sewer spillage]
• There are serious capacity gaps in technical departments that manage
infrastructure development
• There is rapid growth of informal settlements that increases the demand for the
provision of services
2. Spatial conditions
• There are settlements in the province that were historically badly planned,
resulting in uncontrolled and informal growth of settlements.
1. Most medium and low capacity municipalities do not have spatial development
frameworks that determine the use of space for socio-economic growth and
development
48
• There is limited capacity in municipalities to perform town and regional planning,
resulting in over-reliance on consultants, which are costly
• There is fraudulent disposal of land for growth and developments in some
municipalities
1. Governance
• Councils throughout the province are characterized by infighting and factionalism,
this results in non-functionality of councils
• There is weak oversight and political leadership by councils in most municipalities
• The relations between the administrative and political components of municipalities
are not sound [poor political-administrative interface]
• There are high levels of reported fraud and corrupt practices in almost all
municipalities in the province and very little is done by councils to act on these
cases
• Administrative systems in most municipalities are very weak[e.g. non-
implementation of policies, non-compliance to legislation, no professionalism in
administration, appointment of incompetent, unqualified people to critical posts
etc]
• Poor or lack of participation by communities on local government is observed as a
result of lack of confidence in local government in general
2. Financial management
• Poor financial management in most municipalities as a result of lack of skilled
personnel in finance departments
• Unreliable financial management systems, data, and billing systems[incorrect
accounts to consumers, unreliable indigent registers]
• High, outstanding, unrecovered debt from consumers and inefficient revenue
Collection‟ Consistent negative audit outcomes [no plans to address audit
queries]
• Non-compliance to legislation[MFMA] – e.g. supply chain management regulations
• Over-reliance on grant funding and limited own revenue sources [esp. In small,
rural municipalities]
• Poor on lack of legislated reporting on finances [e.g. conditional grants], resulting
in with-holding of future grant allocations by the National Treasury
3. Local Economic Development
• Lack of credible, practical LED plans to address economic growth in communities
• Lack of functional LED forums [various stakeholders]
• Lack of common understanding of the LED concept by municipalities
• LED initiatives are not sustainable and have no impact on the local economy
• Lack of skilled personnel to manage LED
4. Labour relations
49
• Tensions between the employer and workers compromise service delivery
• Local labour forums are not functional and effective[no fruitful engagements
between employer and unions on disputes and differences, resulting in protests]
• Co-management tendencies of labour unions [rules of engagement within
legislative framework]
• Ongoing wage, placement, and job evaluation disputes between workers and
employer
• Poor work ethic and laissez faire attitudes of workers, as a result of poor
supervision and low morale
• Administrations are highly politicized, resulting in serious conflicts
11.3 IMMEDIATE PRIORITIES
The Local Government Turnaround Strategy identified several priorities for
immediate attention as follows:
• Address immediate financial and administrative problems in municipalities
• Formulate regulations to stem indiscriminate hiring and firing
• Ensure and implement a transparent municipal supply chain management system
• Strengthen Ward Committee capacity and implement new ward governance model
• National and provincial commitments in IDPs must be met
• Differentiated responsibilities and simplified IDPs must be provided for
• Funding and capacity strategy for municipal infrastructure should be deloped and
implemented.
• Intergovernmental agreement with metros on informal settlement upgrade
• Rearrange capacity grants and programmes, including Siyenza Manje support
• Upscale Community Works Programme
• Implement Revenue Enhancement – Public Mobilisation campaign
• Launch “good citizenship” campaign, focusing on governance values to unite the
nation
2. PROPOSED IMPLEMENTATION PLAN
The Department of Local Government suggested the following implementation plan:
• Revenue Enhancement, Debt Management, Cash flow Management
The revenue enhancement and debt collection intervention as a project is aimed at
assisting the identified municipalities to be financially viable and self sustainable.
The project scope covers the following:
2. Implementation of the Municipal Property Rates Act
3. Recovery of government debt
4. Data cleansing
50
5. Billing and Debt collection
6. Credit Control
7. Indigent Management
8. Customer Care
• Operations and maintenance of infrastructure and Improved
Infrastructure implementation and grant funding spending.
The lack of operations and maintenance has negatively affected the provision of
quality services in respect of water, electricity, sanitation and refuse collection.
These resulted in community service delivery protests, emergence and withholding
of payments of services and property rates by rates payers association. The
operations and maintenance of infrastructure intervention and improved
infrastructure implementation and grant funding spending as a project shouldl cover
the following:
1. Ensure that all municipalities completed infrastructure master plans
2. Develop Individual Short term Operation and Maintenance business plans
3. Undertake an assessment of existing boreholes & assets, functionality and
improve water storage facilities in rural areas
4. Upgrading of municipal electricity networks
5. Develop long term capital infrastructure financing for municipal roads,
disaster management centres ( bridging finance)
6. The Department to take over infrastructure implementation of MIG and PIG in
9 municipalities by appointing the IDT to fasttrack implementation of
infrastructure projects in 9 Municipalities
• Governance and administration
Most of the municipalities have been characterized by lack of political and
administrative leadership which resulted to labour unrests affecting the service
provision, suspension of senior management, council instability which affected the
functionality of its oversight committees, etc.
The governance and administration intervention as a project covers the following:
1. Political intervention programme by the district mayor, MEC and/or Minister to
stabilize the councils
2. Strengthen the policy development capacity of municipal councils
3. Enforcement of anti-corruption and anti-crime measures
4. Assist municipalities manage their delegation system through supporting the
establishment, revival and functionality of portfolio committees
5. Labour relations : Building good relations between employers and unions
6. Strengthen the capacity of LLFs to be functional to deal proactively with LR
matters
51
• Development Planning
The major focus area in planning and development is the improvement of Integrated
Development Plans of municipalities and spatial planning. A lot of municipalities rely
on consultants for this exercise and there is a need to implement capacity building
programmes on municipal planning.
The intervention as a project covers the following:
1. Strengthen town planning function at District level to introduce shared
services model, develop shared services model concept document for inputs
2. Audit and analysis of SDFs in all municipalities; Conduct district workshops on
approved PSDF; Assist municipalities with review and develop program in
partnership with districts to support development of SDFs
3. Assist municipalities to incorporate MTAS on IDPs
4. Assess IDPs and assist municipalities to consider MECs comments
5. Assist municipalities to develop process plans
6. Provide hands on support on drafting of Technical SDBIP‟s( Individual Score
card)
7. Provide support to municipalities in customisation and reviewing of
8. PMS Policy Framework for all 24 municipalities
9. Facilitate development of LED Strategies /plans ; Facilitate review of
10. LED strategies; Assist municipalities with development of socio-economic
profile; Identification of Anchor projects and assist municipalities with
feasibility studies and development of business plans; Supply chain policy
review and align to LED strategy;
11. Facilitate support to upgrade bulk infrastructure to enhance industrial
expansion and investor attraction ;Review and update incentives schemes
1. MONITORING AND REPORTING
A key role of the provinces in the implementation of the LGTAS will be support,
monitoring, and reporting on provincial sector performance regarding provincial
interventions by provincial sector departments as well as municipal turnaround
strategies. All spheres of government are expected to monitor and report on the
implementation of LGTAS through the established Monitoring, Reporting and
Evaluation Team as part of the Provincial Support Team. Good practices will be
recorded and a knowledge management repository established.
Monitoring of progressive achievement of these targets/interventions and indicators
will be required, followed by regular progress reports to EXCO and COGTA.
Department of Local Government and Traditional Affairs in consultation with Office
of the Premier as a team (Monitoring and Evaluation units) will be responsible for
support coordination, monitoring, reporting and evaluation of both the provincial
52
interventions by sector departments and municipal turnaround Strategies Thematic
Working Teams Coordinators as project leaders,
Sector Departments LGTAS/MTAS coordinators and the Municipal Managers (Section
57 Managers) as MTAS coordinators will be responsible for submission of monthly
reports. These coordinators will be expecting to reports on their specific priority
interventions as projects towards the realization of the LGTAS objectives and Pre-
2011 Priorities.
These reports will be analyzed to assess whether outcomes and impact of the
intervention have been realized. The impact assessment report of the support
plan/interventions will assist in recording and reporting lessons learned/ good
practices to enhance future planning/development of interventions. Whilst
implementation continues, the department (DLG and TA) will prepare for monitoring
and the annual municipal assessment process, geared towards performance of the
TAS.
An effective system of monitoring and reporting will be put in place to allow for
systematic gathering of credible data (which will be categorized as primary and
secondary) that will support implementation. A detailed set of indicators measuring
the identified outputs, processes and inputs will then be developed in order to
measure performance of the LGTAS and overall performance of municipalities
C.11 A RE AGENG MINI-INDABA PROPOSALS
INTRODUCTION
As part of the Review of the Provincial Growth Development Strategy, the
A Re Ageng Social Dialogue Forum was tasked to facilitate Civil Society
responses to the outcomes of Mini-Indabas that were held by the various
Working Groups. In order to ensure that as many civil society
organisations as possible participated, and that the responses are of a
very high quality, A Re Ageng‟s approach to the task was to organise four
regional meetings in the various District Municipalities in preparation for
the Mini-Indaba.
These regional preparatory meetings were to inform representatives from
the various CSOs about the PGDS review and to present them with the
outcomes of the Mini-Indabas that were held by the various Working
Groups. The initial responses gathered at the preparatory meetings,
together with the outcomes from the Mini-Indabas formed the basis for
Commissions at the Mini-Indaba held at Mafikeng on the 3rd and 4th of
March 2011.
53
Representation at the preparatory meetings and the Mini-Indaba varied
from Community Based Organisations, Faith Based Organisations, and
representatives from Traditional Authorities, the Business Sector and
Labour. The follwing table details the number of representatives that
attended the meetings.
Attendance figures at preparatory Meetings and Mini-Indaba
Meeting Date and Venue Attendance Figures
Ngaka Modiri Molema 09 February 2011, 78
DM Getaway Lodge,
Mafikeng
Dr Ruth Segomotsi 10 February 2011, 63
Mompati DM International Hotel,
Vryburg
Bojanala Platinum DM 15 February 2011, Orion 40
Safari Lodge,
Rustenburg
Dr Kenneth Kaunda DM 16 February 2011, 45
Acacia Guest house,
Klerksdorp
A Re Ageng Mini Indaba 03 March 2011, 193
Mmabatho Civic Centre,
Mmabatho
A Re Ageng was assisted by officials from the Department of Economic
Development, Conservation, Environment and Tourism and the Office of
The Premier. The budget for this intervention was secured from the office
of the Premier.
The rest of this document outlines the responses from Civil Society as
confirmed at the Mini-Indaba of the 3rd of March. For ease of reading
and to place the responses in context the original outcomes are repeated
in this document.
OUTCOME FROM A RE AGENG MINI-INDABA
OUTCOME FROM SMME MINI-INDABA
CHALLENG POSSIBILE SOLUTION RESPONSIB
ES LE
INSTITUTIO
N
GENERIC SMME ISSUES
54
CHALLENG POSSIBILE SOLUTION RESPONSIB
ES LE
INSTITUTIO
N
Need for 12. Policy coordination to assist SMME Department
coordinated development of Economic
and 13. Place SMMEs in logical categories that Development,
consistent show potential for implementation of Environment
policy and targeted interventions and Tourism
approach 14. Develop systems to evaluate the (DEDET)
success or failures of SMMEs in order to
timely respond to challenges and
implement interventions.
Low level of 15. Strengthen stakeholder involvement
partnerships consultations per sector
16. Development of a Master plan where
all projects will indicate involved partners,
needed funding
17. Business involvement in implementing
Government Policies
18. Coherent partnership strategy and
one entry and exit point for an
organization
19. Explore Linkages between big & small
business through the entire value chain of
each sector.
20. Linkage between small businesses and
big ones should be in place
before partnership start
Legislation 21. Analyzing existing by-laws which Municipality
and impact negatively on SMMEs
Regulations 22. Reduce red tape and cumbersome
procedures for business development
55
CHALLENG POSSIBILE SOLUTION RESPONSIB
ES LE
INSTITUTIO
N
Communicati 23. Avail information to aspiring
on and entrepreneurs to participate in
Information programmes such as Awareness Toolkit
sharing programmes
24. Improve information on the marketing
website to enhance the visibility of small
enterprises for the market
25. Improved distribution of information
about support services to SMMEs
26. People should be invited to workshops
27. Flyers and pamphlets on programmes
and opportunities should be circulated.
28. Database on co-operatives should be Mine
established and linked with SMME data Companies
base
29. Database of agricultural SMMEs should
be established
30. Greater Information sharing about
opportunities in Corporate Social
Investments should be promoted
31. The State must facilitate and assist
bidders to compile bids and towards
SMMEs achieving the CDB grades
Incentivize organisations through
performance recognition towards
enhancing SMME development
32. Statutory body to monitor mentorship/
advice provided by business.
33. (Legislated) M & E tool should be
developed.
56
CHALLENG POSSIBILE SOLUTION RESPONSIB
ES LE
INSTITUTIO
N
Institutional 34. Unit within the province that support DEDET, SEDA
challenges co-operatives should be established and and Agric
made functional
35. Dept. of Economic Dev. & Tourism to
revive and strengthen the Provincial Municipalities
SMME Forum to start functioning within a
month.
36. Support services e.g. DTI services,
should be regionalized and increase their
footprint in the province.
37. Expansion of networks off all agencies
which support SMME development PGDS
38. Need to ensure that enterprise coordinating
development is also linked to land use committee
plans at Local Government level
39. Need to build capacity in the spheres All
government to assist tourism SMMEs municipality
40. SMME forums be in cooperation within
LED forum All SMME
41. All government departments, working group
municipalities and institution should be members
forced to attend structure meant for
coordination of SMME ( SMME Working
group)
42. Local municipalities should attend the
working group with their LED official
43. Attendance of Working Groups should
form part of KPA‟s of officials
57
CHALLENG POSSIBILE SOLUTION RESPONSIB
ES LE
INSTITUTIO
N
SMME‟s are 44. Information must be made available
currently not and accessible.
benefiting 45. Fully implement “preferential “
from procurement policies
procurement 46. Improve on the implementation of
opportunities rules and regulations that govern the
industry (e.g. BBBEE Scorecard)
47. Smart regulation to enhance SMME
growth (quality assurance /grading)
48. Effectively monitor the allocation of
tenders to the SMMEs, including the
eradication of corruption
Financial 49. Poor coordination of linking grant Agric, DEDET
constraints funding with growth entrepreneurship Municipality
50. Province to have its financial
institution to facilitate collateral
requirements
51. Awareness regarding Lack of financial
skills should be created
52. Review the structure component of
grants and loans
SMALL SCALE FARMING DEVELOPMENT
Primary 53. Market should focus on Agro Agric and
Market to Processing DEDET
Agriculture 54. Formulation of cooperative and
commodity association or review
SMALL SCALE MINING
The Introduce information management Department
exploitation mechanisms to assist small miners with of Minerals
of value value chain challenges and potentials and Energy
adding
opportunities
for small
miners
In service 55. Provide mentorships Big mines and
training 56. Provide examples and case studies on municipalities
good practice in mining value chain DTI and DME
58
CHALLENG POSSIBILE SOLUTION RESPONSIB
ES LE
INSTITUTIO
N
COMMERCE, TRADE & MANUFACTURING
CHALLENG POSSIBILE SOLUTION RESPONSIB
ES LE
INSTITUTIO
N
Lack of 57. Promote interaction with institutions like Government
interaction BUSA etc.,
and 58. Produce a communication and
communicat discussion booklet that provides access to
ion with all information needs.
organized
business
The 59. Promote technology innovation through Government
formation of the Science Park project DEDET
partnership 60. Create opportunities in mineral water DEDET T
s to purification
strengthen 61. Align with partners to ensure positive
manufacturi and productive results
ng. 62. Establish innovation networks in each
of the four districts in the province.
Lack of 63. Revitalize and resuscitate Industrial NWDC
appreciation Parks
for 64. Introduce financial support to develop
opportunitie factories for SMME‟s
s that exist
TOURISM
Destination 65. Commissioning of tourism study in
managemen order to have a thorough understanding of
t and tourism base and create a competitive
promotion edge for the participation of SMMEs in the
industry
66. Formulate Integrated tourism marketing
plan across all government spheres and
business
67. Leverage opportunities for SMME from
big events (e.g. cultural/sporting)
68.
59
CHALLENG POSSIBILE SOLUTION RESPONSIB
ES LE
INSTITUTIO
N
Product 69. Tourism product packaging
developmen 70. Product diversification and packaging
t and
diversificati
on
Institutional 71. Identify and develop new tourism icons
challenges to create opportunities for small
enterprises
72. Linking small enterprise with well
established businesses – partnerships
(Adopt a small business campaign) for
mentorship, best practices etc
73. Possible establishment of tourism
cooperatives/association (feasibility study
to test possible institutional arrangements
INFRASTRUCTURE AND CONSTRUCTION
74. Develop supportive infrastructure to
Infrastructur increase accessibility of tourism
e to promote attractions
Tourism 75. Ensure an integrated approach to
ensure that systems of government are
synergised across all spheres of
government and for purposes of bidding
for tenders
76. Training and awareness creation
towards developing SMMEs in construction
must be done at all times,
77. The State must facilitate and assist
bidders to compile bids and towards
SMMEs achieving the CDB grades
SKILLS DEVELOPMENT
CHALLENG POSSIBILE SOLUTION RESPONSIB
ES LE
INSTITUTI
ON
60
Lack of Perform skills audit and design a
78.
Skills & response strategy
training 79. 3 year programme offered by FET colleges
80. National Youth Service Programme
81. Training programmes should be
developed
82. Mentorship
83. ABET
84. Arrange manufacturing skills plan
workshop in all the four districts
Human 85. Tourism service excellence training
capital that would improve customer services.
developme 86. Training of tour operators
nt in 87. Tour Guiding skills
Tourism 88. Culinary and hospitality training
89. Promote capacity building
programmes
Lack of 90. Adhering to financial processes
funding (implementation process) speedy
procurement services
Understandi 91. Accreditation & a letter of competence
ng of FET‟s for all SD interventions
institutions 92. Training interventions to be aligned to
for provincial policies
education, 93. The plan should include Special
training & programmes i.e. Youth, Persons living
developme with Disabilities, the Elderly and children,
nt Women,
intervention 94. Ethics and Principles to be incorporated in
s the Master Plan and cascaded to
implementation plans
Civil Society response
61
Overall 95. The current approach of Government in
Comment doing business with SMMEs is not working
for SMMEs. SMMEs with weak resource
bases are expected to compete with each
other for available opportunities and often
lose out to more established businesses.
96. There is an over-reliance by SMMEs of
doing business with government
97. It is proposed that stakeholders within the
business second explore other ways of doing
business. One such approach is to
incorporate the values of Ubuntu into
business practice. This would include
nurturing, cooperation and sharing which
should result in shared growth across a
number of entities rather than the current
approach which results in winners and
losers. It is critical however that we
excellence of service and product is not
compromised in any new approach.
Low levels 98. The partnerships that have been formed
of often leads to exploitative relationships with
partnership uneven benefits accruing to partners and
s often the smaller partner is swallowed.
99. Government is not always a supportive
partner to SMMEs, with delayed payments
from government having disastrous
consequences for SMMEs
100. Although government promotes the
formation of Cooperatives, not enough is
done after formation of the cooperatives to
ensure that that it is operational.
101. The follwing is proposed:
1. There is a need to incorporate SMME fora
within LED units.
2. Government must honor their contracts
and commitments to SMMEs.
3. Support family units as a basis for doing
business
4. Develop clear strategies around the
formation of Cooperatives, including
support strategies to get them operational
5. Develop clear monitoring strategies to
ensure that partnerships meet the
expectations of all stakeholders.
62
Legislation 1. Most villages and towns in the North West
and provinces have nationals from
regulations Bangladesh, Pakistan or China running
small shops.
2. Recently there has also been the
emergence of pavement hairdressers from
Southern African states undercutting
formal businesses.
3. It is not clear whether these businesses
contribute to the South African coffers or
whether their businesses are registered
with the relevant authorities.
4. These foreign business people often use
RDP houses for their business ventures
5. Proposed:
6. There is a need to have a mechanism to
inform the public of registered businesses
within townships and villages
7. There is a need to monitor agreements
which foreign business reach with local
home owners. One mechanism could
include a register at the local municipality
or Traditional Authority.
Institutional 1. There is a need to strengthen LED
challenges departments within municipalities, including
through the appointment of business
advisors that will operate like extension
officers in Agriculture
2. Establish SMME Forum (provincially and
nationally) and use the these for a to
facilitate communication with SMMEs
3. Facilitate the formation of Secondary and
tertiary Cooperatives
63
SMMEs not 1. Owners of SMMEs should familiarize
benefitting themselves with the Supplier Development
from Programme and other programmes initiated
opportunitie by government.
s 2. There is a need for information sessions and
workshops from the Dept. of Trade and
Industry (DTI), Small Enterprise
Development Agency (SEDA) and other
agencies.
1. Local Food Producers (cottage industries)
must be certified by the Department of
Health with regard to health standards and
quality assurance of their products
2. Preferential procurement policies and
legislation must be simplified for HDI SMMEs
3. A user-friendly manual on how to access
funding and criteria used should be
developed for SMMEs
4. Include SMMEs and Cooperatives in national
indabas, conferences and government
delegations on international trips
Financial 5. Funding and support institutions need to
Constraints increase their footprints and programmes in
the province to ensure easy access
6. There is a need to establish a monitoring
system that account to the public on funding
allocations
7. All business entities need to be supported,
not just the cooperatives that are recently
established. A number of Closed
Corporations, which were formed in
response to previous policy directions, are
still struggling to establish itself as viable
entities.
8. There is a need to develop appropriate
support packages for different projects
9. There is a need for a starter facility for
SMMEs and Cooperatives.
10. Establish Enterprise Development Bank to
support SMMEs.
1. Statutory low-interest loans for
SMMEs
2. Diminish need for collateral through
issuing shares to Enterprise
Development Bank
64
Transfer of 1. There is a need to incorporate
skills/ entrepreneurial development in the school
Capacity syllabus, starting from lower grades
Building 2. Use local expertise to transfer business
skills, as opposed to the current system
whereby experts are brought in from outside
the locality, sometimes from outside the
province.
3. In addition to financial training, SMMEs are
also in need of ongoing financial advice
Access to 4. Develop incentives for business in province
markets to procure locally and from SMMEs
5. Develop an advertising campaign around
local procurement
65
OUTCOMES FROM AGRICULTURE MINI-INDABA
1. IMPLEMENTATION OF THE AGRICULTURAL MASTER PLAN
CHALLENGE POSSIBLE SOLUTIONS RESPONSI
BILITY
Projects are Establish a North West Agriculture AMP SC
implemented Development & Implementation Institute
without a (e.g. NWADII) with agencies on district and
“special purpose local level
vehicle” and
capacity
Access to Launch development projects (business NWADII
markets plans) and the proposed infrastructure
improvements aimed at small-scale farmers
through NWADII
CHALLENGE POSSIBLE SOLUTIONS RESPONSI
BILITY
Lack of 6. Establish development forums at local, NWADII
cooperation & district, and provincial levels
communication 7. Avoid the interference of political bodies Office of the
to govern the implementation Premier and
8. Include all departments through PGDS
coordination of AMP steering
9. All stakeholders must be involved committee
10. Communicate and promote the AMP and
through EAC Premiers
Office
Poorly planned 11. Coordination through NWADII and Agri-
and execution of also the development agencies development
projects 12. Identify projects and prepare business agencies
plans (sustainable and viable)
13. Ensure that the AMP is part of the IDP DARD &
planning process District and
local
municipalitie
s
Lack of 14. Identify a responsible body NWADII and
66
coordination and coordination and monitoring local district
monitoring of development
projects agencies
Lack of funding, 15. Promote budget allocation for agric Budget
project by local, district and provincial allocation for
governments agricultural
16. Attract project funds from national development
government should be
run though
the NWADII
Lack of selection 17. Develop provincial selection criteria NWADII
criteria for (creates uniformity)
farmers
Lack of 18. Create trust and cooperation between Agri-
competencies to the private and public sectors; development
implement 19. Appointment of agric specialists agencies
agricultural 20. Establish relations with national and
projects international agri-investors
2: AGRICULTURAL DEVELOPMENT SUPPORT PROGRAMMES
CHALLENGE POSSIBLE SOLUTIONS RESPONSI
BILITY
Access to 21. Formation of secondary Co ops in Co ops, Gov
markets rural areas to supply inputs, services and back up
serve as a market for commodities
produced Mentors,
22. Relaying market information in terms extension
of price trends etc. to producer officers
23. Hedging against price risk in terms of Mentors,
crop production extension
24. Marketing of sales in order to attract officers
sufficient buyers and supply information
25. Hands on approached must be
followed in terms of production practices,
management of funds and marketing
activities
Lack of Support 26. Constructing of auction pens and Gov,
Infrastructure animal handling facilities in animal mentors,
production areas, extension
27. Improve fences and watering officers
facilities in communal areas in order to
improve herd and breeding management
as well as resource management
(overgrazing)
28. Erecting of small silo's in villages for
67
grain storage in order to increase
marketing options
CHALLENGE POSSIBLE SOLUTIONS RESPONSI
BILITY
Access to 29. Change in research focus from a Co ops and
Research reactive to a pro-active state Government
30. Extension officers should identify and training
areas to be researched and also apply by FET and
current research available; universities
31. Share information at farmer field
schools, study groups;
32. Promote commodity specific and
practical demonstrations to improve
quality of translate information to
producers;
33. Focus on more practical experience
34. Evaluate mentors/extension
Exploitation of Beef production The North
Value chain 43. Linkage with beef beneficiation West
development project Agricultural
opportunities 44. Linkage with animal feed project Developmen
and alignment 45. Link with tannery (Nguni) t and
with 46. Cooperative development Implementat
municipality 47. Supply: small-scale auction system ion Institute
IDP’s for emerging farmers (NWADII)
48. Establishment of an abattoir / meat should be
Constraints: processing plant (branding) the driver of
35. Funding Vegetable / perennial crops linking agri-
36. Skills 49. Processing/ packaging business
37. Consistenc 50. Frozen vegetables opportunitie
y & quality of 51. Canning s with the
supply 52. Drying AMP as well
38. Bankable 53. Juicing making (small – scale) as for the
business 54. Oil extraction alignment
plans, 55. Establishment of a new fresh produce with the
39. Incentives markets with export facilities ( for regional provincial
for exports) agro-
participation Veldt management business
40. Chain 56. Compost / fertiliser production strategy
integration 57. Linkage with vegetable production
41. Logistics 58. Contractors for veldt clearing
(infrastructur Taung Irrigation
e) 59. Supply of irrigation equipment
42. Issues of 60. Installation & maintenance of
68
land irrigation
ownership 61. Production of irrigation equipment
Grain Production
62. Link with animal feed production
63. Milling (small-scale)
64.
65. Storage
Broiler production
66. Linkage with animal feed production
67. Chicken beneficiation
68. Abattoir
69. Scale is important
70. Informal vs. formal market
Milk goat / cow hotel
71. Economies of scale
72. Minimum economic unit
73. Processing / by products
74. Market structure (monopolistic)
Eco – agro tourism
75. Herb production
76. „Pick-your-own‟ fruit and vegetable
farm
77. Educational camps
4: RURAL DEVELOPMENT
CHALLENGE POSSIBLE SOLUTIONS RESPONSI
BILITY
Lack of coordination in 85. Develop Comprehensive COGTA
infrastructure Integrated Rural Infrastructure
provisioning and Plan
maintenance in rural
areas
78. Lack of
electricity
79. Poor road
networks
80. Lack of water
81. Bad school and
clinics
82. Lack of sport
facilities and ICT
83. Poor housing
84. Poor irrigation
systems
69
Lack of Agrarian 92. Launch Skills/Farmer DACERD
reform Development Programme DRDLR
86. Poor market 93. Promote Village banks
access (Integrated Funding Model)
87. Lack of agro 94. Develop of agriculture
processing facilities production 7 marketing model
88. Lack of financial 95. Develop Agro-processing
resources strategy
89. (rural finance)
90. Lack of /
skills/illiteracy
91. Unsustainable
farming practices
Land Reform 96. Develop Integrated farmer DRD&LR
Challenges support programme
(post settlement support
Programme Project 1. Insist of viable/sustainable Project DACERD
management business Plans
deficiencies 2. Enter into MOU or SLA with
project beneficiaries
3. Develop conflict management
procedures/policy
Lack of research Development of research agendas for DACERD
rural communities (development
oriented)
Lack of Initiate Rural Development road DACERD
Partnerships (PPP) shows
and stakeholder
mobilization
Job Creation 4. Infrastructure support that is DED &
challenges labour intensive and would attract COGTA
investors
5. Change of land ownerships
patterns
Lack of monitoring 6. Establishment Delivery monitoring DM&E
of intervention forums
70
71
5: NATURAL RESOURCE MANAGEMENT
CHALLENGE POSSIBLE SOLUTIONS RESPONSI
BILITY
Veldt Management 7. Develop programs to address 9. North
(Refer to Annexure A1 poor veldt condition. West
& A2 extract from 8. (Promote successful DACERD
NRM Implementation conservation measure for
Strategy) sustainable management of
veldt, as identified by LADA
workshop participants.
Soil Erosion 10. Determine/Conduct an Audit on 14. North
(Refer to Annexure B erosion on high potential west
extract from NRM agricultural land. DACERD
Implementation 11. Reinstate Soil Conservation 15. Farme
Strategy.) Scheme in terms of Section 9 of rs
Conservation of Agricultural 16. Other
Resources Act. (Act 43 of 1983) relevant
12. Develop a provincial Energy departme
conservation Program for nts
farmers.
13. Promote successful
conservation measure for
sustainable management of
cultivated commercial rain-fed
land as identified by LADA
workshop participants.
17. Attend to uncontrolled water 23. North
Water for irrigation run-off. west
(Mainly irrigation). 18. Resolve the water quality. DACERD
Refer to Annexure C 19. Improve irrigation scheduling. 24. DWA
extract from NRM 20. Arrange for drainage of water 25. Farme
Implementation logged areas and silination. rs
Strategy. 21. Develop and implement a Water
Conservation Plan (WCP) for the
province.
22. Attend to direct and indirect
causes for water conservation
Monitoring and 26. Develop effective and user All role
Evaluation friendly monitoring systems for all players and
three categories mentioned above. DACERD
Civil Society Response
Establishment of 1. There is a need to disseminate
Special Purpose information to North West Citizens
Vehicle (North West on the closure of Directorate of
Agriculture
Entrepreneurial Development. It is
72
Development and only after people are informed that
Implementation they can take a well-informed
Institute decision. This is in line with the
Batho Pele principle of
accountability and transparency.
2. Further Information must to be
given on the proposed new
structure, especially on the
envisaged relationship between
government and the proposed
structure. It is also necessary to
provide information on how
political interference will be
diminished through the proposed
structure. There is a need for
information on how this structure
will further the objectives of
transforming the Public Service as
envisaged through the “Batho Pele”
Green Paper.
3. Farmers need clarity on where they
get assistance now that the DED is
closed
Political Interference 1. Political interference in pursuit of
corrupt objectives by politicians
needed to be rooted out
- Politician needs to play the
necessary oversight role assigned
to them
Corruption 2. Corruption will be punishable and
stringent measures will be
enforced.
3. Instances of corruption will be
reported to both the Department
and the provincial Anti-Corruption
73
Forum (PACF)
4. The Department of Agric needs to
investigate all cases reported to it.
5. After the investigation the
department needs to inform the
PACF of the outcome of the
investigation.
6. The PACF needs to inform the
public about these outcomes in
public quarterly reports.
Business Plans - There have been instances where
the Department assigned service
providers to farmers, with a brief to
assist the farmer with the
development of business plans.
These plans were later rejected
because of alleged incompetence of
the Service Provider.
Proposed
1. Overall responsibility for
business plans reside with the
department, esp. The
Agricultural Extension Officers.
2. The business plan template
must be available to all farmer
fora and individual farmers.
3. The Department must allow and
subside farmers to procure own
service providers.
4. Investigate establishment of an
agency or body that can fast-
track applications.
Monitoring Body 5. There is a need to clarify what is
meant by monitoring body,
74
because it is the opinion that the
existing Performance Monitoring
and Evaluation Unit should be able
to execute this function.
6. There is a need to look at cost-
savings when we establish new
structures, which would include
using the existing capacity
optimally.
Limit Funding In the light of the limited funding
available, and the number of potential
beneficiaries, it is recommended that
each applicant is supported with
funding for one enterprise only. This
funding can be scheduled to be
disbursed in tranches over a number
of years, but no farmer should receive
funding for multiple enterprises. The
extension officer and the farmer
should work together to identify the
flagship enterprise. Funding for other
enterprises should be derived from
this enterprise of from outside of
government coffers.
There is a need to develop a database
of small-scale producers in the
province.
All allocated funding should be used
with the period for which it is
allocated. No dumping should occur.
Payments to projects should be
structured in such a way that it‟s
available when the project needs the
funds.
The Department needs to report to
the public on funding allocations to
75
ensure transparency
Investigate the establishment of a
fund that can be used for direct or
collateral support.
Agricultural SMMEs should be
encouraged to apply to the SMME
fund that exits with the Department
of Economic development,
Conservation, Environment and
Tourism.
Develop incentives for established
agro-producers to assist start-ups.
Agricultural SMMEs should be
supported with a wage subsidy for
farm workers.
Selection Criteria 7. Agricultural NGOs should be
included as a beneficiary under the
agricultural support programmes.
8. There is a need to be vigilant about
the number of members in Coops.
At the moment it appears that the
probability of instability increases
as the size of the Coop increases.
9. There is a need to review and
resuscitate the Cooperative Model
that was used in the former
Bophuthatswana
Lack of competencies 1. Reintroduce technical support to
agricultural producers for
specific enterprises
2. Develop Business and Technical
training modules for producers
and farmers.
3. Incorporate agriculture into the
school syllabus from primary
grades
Access to markets 1. Establish farmers market for
local producers (e.g., currently
76
we have a system of travelling
hawkers who follow pension
pay-points, but the produce
they sell are from outside the
localities
2. Establish collective buying and
selling for producers.
3. Producers need to be trained in
the value of branding and
packaging their produce
4. -Farmers need to be
encouraged to build stalls
outside the farms
5. Information on agricultural
master plan.
6. Develop policies to protect local
markets
7. Develop and maintain proper
road infrastructure
8. Develop and maintain proper
communication infrastructure
9. Develop awareness campaign
about buying local
10. Resuscitate former marketing
boards
Lack of Support 1. There is a need to do an audit
Infrastructure of existing facilities and
resuscitate where necessary.
2. Agricultural SMME‟s need to be
supported with acquisition of
appropriate technology, e.g.
tractors, solar system, bio-
digesters
3. Need to develop comprehensive
support programme for farmers
4. Government should procure
fences with special markings to
curb theft.
77
5. Promote formation of Secondary
Coops (four regions) to supply
primary Coops
Urban Agriculture 6. Establish a program of Urban
Agriculture (Commonage and
backyard production) which is
linked to local markets
7. Encourage municipalities to
employ Agricultural experts
within LED unit, including
retired farmers.
8. All urban agriculture should
meet the legal requirements
with regard to health,
environment and zoning
9. Do feasibility studies on mobile
abattoirs
Research 1. Incorporate indigenous
knowledge in agricultural
production
2. Popularise indigenous crops and
livestock
3. Use regional Coops as
information hubs
Beneficiation 1. Use competitive advantage of
North West province to
establish sunflower
manufacturing capacity. The
North West is responsible for
nearly 50% of the annual
national sunflower harvest.
Land Reform 2. Investigate ownership models
Challenges for community development
projects
3. Study research report on
failures of Communal Property
Institutions in order to identify
solutions
4. Farmers on communal land
need to have written
confirmation (such as
Permission to occupy) from
various authorities
78
(government, trust, Traditional
leader, CPAs) which they can
use to leverage resources.
5. Government must review the
Proactive Land Acquisition
Strategy because rental
agreements often restrict make
farmers reluctant to develop the
land.
6. There is a need to speed up the
revision and passing of the
Communal Land Rights Act.
Rural Development: 7. There is a need for proper
IDP consultation between
municipalities and farmers
around the IDP. This could
include specific consultation
sessions with farmers as a
special interest group.
Rural Development: 8. Develop Water management
Water plans and enforce regulations
9. Investigate feasibility of using
smaller dams (Lotlamoreng,
Disaneng etc.) for irrigation
purposes
10. Expand support to irrigation
farmers. In line with the one
farmer one enterprise
recommendation, there is a
need to wean Taung farmers
from government support
11. There is a need for community
workshops on water
conservation and rain-water
harvesting
Rural development: 12. There is a need for the
Electricity provision of cheaper electricity
to farmers (solar, methane)
13. Give farmers the opportunity to
move to coupon (pre-paid
system)
79
Rural Development: 14. Road shows in rural areas need
Communication and to be held outside the major
road shows towns and cities of the
province.
Natural resource 15. Community workshops on
management practical strategies to prevent
erosion and to rehabilitate
eroded areas.
80
OUTCOME FROM MINING MINI-INDABA
POLICY AND LEGISLATION
ISSUES/ WHAT NEEDS TO BE DONE BY WHOM
CHALLENGES
Roles and 16. There is a need for the establishment of DEDT, DMR
responsibilities a business model which will sustain the
not clearly mining infrastructure for life. Engagement
defined of stakeholders in the set legislative
(Custodianship mandate
of legislation 17. National DMR to employ intervention
and policy mechanisms to assist provincial office
implementation 18. Definition of clear roles and
at provincial responsibilities
level is not 19. Working group resolutions must be
visible ) implemented
20. Synergy within all key spheres of
government should be established
21. Proper consultation with key
stakeholders (e.g. govt, business,
traditional leaders should take place to
clarify roles and responsibilities
22. There should be alignment of the
community needs with the government
plans (IDPs) to ensure sustainability.
23. An Integrated approach by all 3
spheres of government and mining industry
should develop a spatial development
framework that referee implementation
Information 24. Effective dissemination of information DEDT, DMR
shortages
Policy 25. Training to emerging SMMEs DEDT, DMR
implementation 26. Supply of requisite resources
, 27. Matchmaking and new business
ventures
28. Incentivize the mining sector
29. Financial resources, e.g. capital
expenditure
30. Assistance to illegal (to apply for
mining rights) or emerging miners
ISSUES/ WHAT NEEDS TO BE DONE BY WHOM
CHALLENGES
Health hazards 31. Rehabilitation of mines should get 34. DEDT
81
attention , DMR
32. Mining downscaling
33.
Difficulties to 35. Beneficiation policy 37. DEDT
enter or sustain 36. Development fund , DMR
value chain for
mining
38. HEALTH HAZZARD (HIV AND AIDS)AND 39.
TB
ENVIRONMENT & GREEN ECONOMY COMMISSION
Lack of holistic 40. The need to establish an “Authorities DWA
and integrated Forum” to address the issue of increased Municipaliti
planning destruction of the natural eco-systems. es
regarding 41. Reduce the reliance on fossils by DACERD
natural eco- exploring alternatives such as bio fuels and DMR
systems solar.
42. Re-use of water may address the
problem of water pollution in mines.
43. Find practical ways to use waste
disposed by mines. Examples are road
construction and curios.
44. Create SMME green jobs by using
recycled mine material.
45. Those involved in infrastructure need to
subscribe to the Green Building Council
South Africa to assist in reducing the high
consumption of natural resources when
building.
46. Establish authorities forum to
coordinate actions
Lack Public 47. Introduce Incentive schemes and DEDT
awareness awareness campaigns for the public PACERD
/attitudes/habit 48. Promote education Gov.
s/lack of 49. Launch public participation & outreach department
knowledge programmes s
50. Promote green procurement - procure Mining
locally and identify eco labeled products. houses
Public and
business
INFRASTRUCTURE COMMISSION
ISSUE/ WHAT NEEDS TO BE DONE BY WHOM
CHALLENGE
Coordinated 51. Planning of social infrastructure
planning and should receive attention;
82
implementatio 52. Possibility of looking at the
n of establishment of a Mining Integrated
infrastructure Infrastructure Development Plan
needs at (MIIDP).
industry level 53. There is a need for the establishment
is lacking. of a tertiary medical school and/or
Also Warning nursing school with the support of the
lights that mining industry within Dr KK in
Mines have consultation with WITS University.
built many 54. The possibility of looking at the
buildings establishment of Geo-science
which are tourism/parks – package tourism
currently products – proximity to Vredefort Dome.
standing 55. Determine institutional rules when
empty developing or designing an idea/plan.
Review all the MoUs signed between
mining and government.
56. Establishment of industry forums
that can partner with government
SMALL MEDIUM MICRO ENTERPRISE (SMME)
CHALLENGE WHAT NEEDS TO BE DONE BY WHO
Lack of skills 57. Identify interested SMME‟s and DEDT
to benefit develop training and mentorship
from programmes.
opportunities 58. Implementation of Transformation
Agenda Harmonize the relationship
between DMR and DTI
Limited 59. Improve access to information & DEDT
access to offerings of individual institutions
training & 60. Develop an Information Management
lack of System channeled into SEDA to spread it
information to LED‟s
61. Registration on the mines vendor list
Monitoring of registration & utilization of
SSMEs in the vendor list
62. Centralization of tender information
Establishment of the incubator centers
should be energized
Lack of 63. Promote access to funding for DEDT to
Funding feasibility studies, prospecting and EMP‟s initiate
64. Increase the funding support meeting
institution‟s footprints in the province between
83
DMR and
DTI
MINERAL DEVELOPMENT & BENEFICIATION
CHALLENGE SOLLUTIONS BY
S WHOM
Unlocking 65. Follow-up on the Beneficiation Study Municipali
and done by Mintek ty/Provin
optimizing 66. Identify deposits amenable to Small ce/CGS/M
the full Scale mining especially Industrial QA
mineral Minerals Municipali
potential of 67. Community awareness of mineral ty/Provin
the NW potential ce/CGS
Province 68. Assistance with packaging projects
Medium To into bankable business plans
Small Scale
Enterprises
Exploiting 69. Unlocking the Coal/Uranium deposits Municipali
opportunities in the Springbok Flats ty/Provin
for large 70. Identify Bushveld Complex satellite ce/CGS/M
Scale mining deposits QA
71. Strategic Minerals e.g., Rare Earth Municipali
Elements (REE for high technology ty/Provin
gadgets e.g., cell phones, computers etc) ce/CGS
potential
72. Agro-geology Minerals
73. Geothermal Resources
Lack of Institutional arrangements are required to Municipali
Access to release credible information on a regular ty/Provin
Information basis regarding: ce/CGS/D
74. Social labour plans MR
75. What minerals are available
76. Ownership verification and licensing
77. Funding for SMME‟s/community
projects
78. Line of communication among
communities, municipality/provinces
and mines
79. Access to geological information
80. Create advice bureau for SMME‟s,
providing information on mining
84
processes contact information
CHALLENGE TO BE DONE BY WHOM
Unavailability Review Infrastructure Capacity of the Municipali
of adequate Province ty/Provin
infrastructure Energy Availability: ce
and lack of 81. Large plants and smelters require
geological more energy
knowledge 82. Industrial minerals require less
and skills for energy
local Water Availability
communities 83. Needs addressing
to support Transport
these 84. Roads: needs addressing
projects. 85. Rail: needs addressing
86. Air: needs addressing
Investigate Incentives to attract
beneficiation
87. Water rebates by Municipalities
88. Electricity rebates by Municipalities
needs addressing
Promote upstream, side-stream and
downstream industries/ Development
Corridors in the province
Marketing/ 89. External/internal marketing of the DMR/Mun
Lobbying mineral potential in the icipality/P
municipality/provinces should take place rovince
90. Opportunities in the Mining Charter
should be exploited
Civil Society Establish a State mining beneficiation
View program
SKILLS DEVELOPMENT IN MINING
85
Skills 91. Perform Skills analysis & audit DEDT,
development not 92. Prepare Skills Development plan
aligned with 93. Review institutional curriculum to THETA
industry needs industry needs identified
94. Increase training opportunities for SAQA
historically disadvantaged persons
especially blacks in senior management
skills
95. All Partners in Skills Development
must be consulted
96. Co-ordination and alignment of plan
between institutions
97. Align current skills programmes with
industry needs
98. Create Awareness
99. Geological skills
100. Monitoring & evaluation of skills
performances in DMR
101. Formalise Mentorship Programmes
Lack of skills 102. Implementation of National Youth DEDT
access for Service Programme on Tourism
Women, Youth 103. Improve access to learning Office of
and People living opportunities the Premier
with disabilities 104. Implementation of the BEE Charter
105. Disability – Mining Charter to set new
targets
106. Small scale miners training
107. The MQA should consider setting
targets in respect of the number of
female learners
No presence of 108. Establish NW Office Skills Dev
THETA in the 109. Improve the distribution of Working
North West Information Group
Absorption of the 110. FET‟s / Providers to get accreditation THETA,
trained members / and Programme approval DEDT &
in formal jobs is 111. Assist the providers in getting HEDT
lacking programme approval
112. Assist with work placements for
learners
CHALLENGE TO BE DONE BY WHOM
Occupational 113. Training of Health and Safety DMR/MQA/
Health and Safety Representatives DEDT
training 114. Training on Mine Inspectors
shortcomings 115. Training of OHS professionals – refer
86
to skills issues in tripartite summit
agreement - learning Pathway
116. Research skills on health and safety
issues
117. Preparation of candidates for
Government Certificates of Competency
118. Develop a protocol for exemptions in
the interim
119. CLAS related training courses
120. Impact of Explosives Act on sub-
sector was critical as this could result in
new skills
121. Transformation of the Occupational
Health and Safety discipline was required
Lack of 122. Create awareness about Social &
Community Labour Plans
Training in Mining 123. Promote knowledge about access to
geological information; licensing and
ownership potential of minerals;
infrastructure; funding mechanisms for
small scale mining, development of
business plans; relevant institutions,
entrepreneurship
Strategy for 124. Suitable instruments and DMR/DEDT
sustainable mechanisms to declare informal miners
growth and competent DMR/MQA/
meaningful 125. Accurate and reliable information DEDT
transformation data systems to be developed in
and Mining partnership with the MQA (Innovation
Charter and research)
HIV/AIDS Scare 126. Intensify Programmes All Sectors
in mining
Inadequate Jewelry Manufacturing:
Artisan Training 127. A long term view is important taking
into consideration the time it was taking
to train an artisan.
128. Specialist training in the production
environment is needed. The Jewelry
environment is busy developing these
programmes.
129. Diamond Processing:
130. Diamond Processing does not have an
artisan programme but was considering
re-introducing this apprenticeship.
Funding support for producing artisans.
131. Operator training for Diamond
87
Processing is also critical.
132. Artisan training is required not only
for new employees but also to upskill the
current employees.
133. Handling and supporting new
technology must be addressed through
training
134. Collaboration between all role players
including the MQA is important
Enhancement of 135. Accreditation of providers / host
quality of training companies should be addressed
136. Quality of assessors and moderators
requires attention
137. Transformation through mentorship
and coaching
138. The fact that more learners were on
skills programmes than on learnerships
required rethinking.
Lack of financial 139. Review WSP system to decrease the
support for core grant to 40% -
mining skills 140. Put more emphasis on technicians
and trade workers
CHALLENGE TO BE DONE BY WHOM
High registration 141. Specific attention should be given to
rates versus the the incentives payable in respect of
high drop-out ABET.
rates with ABET 142. Progression should be linked to
training personal development plans.
Level of The fact that the entry level of
qualifications qualifications was determined by SAQA
constraints should be addressed to ensure that more
learners could gain access to qualifications.
Career pathing was important.
Civil Society Response
Policy 1. Information on the mineral reserves
implementation within the province should be
accessible by the public
2. New entrants find it difficult to enter
into mining sector. There is a need to
establish a provincial team which will
oversee the implementation as well as
enforcement of the mining charter and
the BBBEE scorecard. There should
also be regional teams (District
88
Municipality), and each regional team
should have representation on the
provincial team.
3. The team should be vigilant of fronting
and should launch community
awareness campaigns around the
practice.
4. Monitor instances of corruption
including public officials‟ involvement
in the mining sector.
5. There is a need to ensure more and
quality benefits to local communities.
Each mining venture should make
provision for at least 10% ownership
for the local communities.
6. There is a need to ensure closer
cooperation between The Department
of Department of Minerals and Energy,
Provincial departments, local
municipalities, Traditional leaders and
local communities. There is a need for
DME to account provincially.
7. Monitor and Enforce Social and Labour
Plans
8. Develop a deadlock-breaking
mechanism for decision-making where
there is conflict between mining and
other land uses.
9. Disseminate information on the issuing
of prospecting and mining licenses in
order for communities to participate
properly in decision-making processes,
especially where there are different
interests for example, mining and
farming.
10. Instead of approaching illegal miners
preference should be given to former
mineworkers, and assistance should
be given to them to establish SMMEs
89
which can access opportunities within
the mining sector. NUM and Mining
companies should be capacitated to
assist in this regards. There is no
clear agreement around the approach
to assist illegal miners.
Environment and 11. There is a need to a hotline where
mining illegal and dangerous environmental
practices in the mining sector can be
reported.
12. There is a need to rehabilitate mine
dumps and the feasibility of using fruit
tress such as olive and pomegranate trees
need to be established.
13. There is a need to monitor water
pumped from mine dumps.
Economic 1. Link marketing opportunities from
opportunities mining industry with local agriculture
from mining
sector 2. Strengthen organisation like South
African Women in Mining and
Agriculture, and South African Women
Entrepreneurs
3. Develop rules for local procurement
for example funeral services from local
companies
4. Develop support programmes for
small-scale miners.
5. Assist FET Graduates to form
Cooperatives
Civil Society 6. Colleagues and higher education should
Views include mining related in their curriculum
7. There is a need for trained artisans in the
mining industry
Goals for mining 8. Short Term:
Sector 1. Link small mining companies
with larger ones.
2. Allocate mining licenses to small
companies and capacitate it to
utilize mining license
90
9. Medium Term:
1. Capacitate young people to have
necessary expertise in mining
(engineers, metallurgists,
geologists etc.)
10. Long term:
1. Beneficiation of minerals
91
OUTCOMES FROM MANUFACTURING MINI-INDABA
COMMISSION ACCESS TO FUNDING AND INCENTIVES
ISSUE/ CHALLENGE WHAT NEEDS TO BE DONE BY WHO
-No incentive scheme 11. Investigate incentive schemes DEDT & DTI
for foreigners who for province to encourage
would like to invest in investment.
the province. 12. Government should come up
with a proposal to have a one stop
shop where financing matters can
be handled;
Have been relying too 13. Investigate additional areas DEDT & DTI
heavily on MIDZ alone (e.g. Madibeng) for IDZ
to get off the ground development
14. Unblocking the blockage within
MIDZ
Stringent funding 15. Funders need to exercise more DFI‟s
criteria limits leniency in terms of funding
manufacturing capacity criteria:
1. Sureties
2. Collaterals
3. ITC
4. Experience of
entrepreneur
5. Historical Adverse Credit
Record
16. Funding should be provided to
viable business
Not enough 17. DEDT to develop a composite - DEDT
institutional funding booklet (funding information
knowledge guide) for government funding
requirements and access to
funding. Booklet should be made
available at all government
departments.
18. Develop a One Stop Shop
19.
Bankable Business Plan 20. Funders must be part of the DEDT/DFIs
(affordability issues) business plan development - DFIs
process
21. Mentorship should be provided
COMMISSION KEY PRIORITY SECTORS & EXPORTS
92
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHO
Reduce the economic 22. Need incubation Centres DEDT and
leakage (PPP) 23. Capacitating Experts
entrepreneurship (SMME
support and financing)
24. Technologies from private
sector should be mobilized
25. Begin small companies
incubated in the University itself
– knowledge management is
there;
26. Establish needs, where
manufacturing can be facilitated
27. Government come up with
incentives and time frames;
28. 4Solar Energy opportunities
must be explored.
Non existence of a 29. Engagement with NWU to DEDT and
(PPP) monitoring tool obtain the tool Experts
30. DEDT to have a meeting
with private sector to form an
Association
Promotion of Agro 31. Fast track and investigate DEDT
processing industries the Mafikeng Bio fuels project
have been on the 32. Need to market and develop
government agenda them into bankable projects and
for years but no get IDC involved
progress has been 33. Bring in expertise to assist
made with implementation as well as
planning for budgeting and time
frames
Lack of Skills 34. NWU to do training (training
manual)
35. Identification of training
possibilities to assemblers of
solar panels
COMMISSION TRAINING, SKILLS DEVELOPMENT, EDUCATION,
RESEARCH & INNOVATION
ISSUE/ CHALLENGE WHAT NEEDS TO BE DONE BY WHO
Lack of commitment 36. Look into the issue of Chairperson-
by representation by all stakeholders W/G
key stakeholders in working groups MERSETA
37. Objectives, roles and functions SEDA
93
of the working group should be
redefined
Lack of identification of 38. Identify top 10 procurement Chairperson-
products required by needs in the mining industry (pilot W/G
industries in the North project) MERSETA
West Province 39. Expedite processes for the roll SEDA
out of the science park (political
intervention) Strategic positioning
of innovation hubs and science
parks
Alignment of sector 40. Development of SETA clusters Chairperson-
skills plans to relevant to manufacturing within W/G
provincial skills needs the province MERSETA
SEDA
Lack of SMME Support 41. Identify & select existing and Chairperson-
emerging SMME for development W/G
42. Identify issues of support MERSETA
SEDA
The province is lacking 43. Government needs to see how
of skilled to handle this situation to improve
entrepreneurs the current status Chairperson-
44. Use internship programme to W/G
absorb graduates into the system MERSETA
with career pathing for the next 5 SEDA
year and package programmes
properly.
45. Begin a learnership programme
and task students with meaningful
projects and tasks
46. Government should be able to
see the output of the learnership
programme after completion.
COMMISSION INFRASTRUCTURE
ISSUES NEEDS TO BE DONE BY WHO
RAIL TRANSPORT
Lack of funding 47. Commitment of Government Dept
should increase N & P Dept.
Inflexible Spoornet 48. Opens communication by both Of Transport
Government and Spoornet & Spoornet
Slow rail delivery time 49. Integration of passenger and Spoornet
cargo transportation to shorten
the turn-around time of delivery
of goods
94
High costs of 50. Alternative sources of energy; .DOE
electricity
Crime 51. Increase SAPF visibility SAPF & DOJ
EIA (Environmental 52. Shorten approval of EIA DOEA
Impact Assessment) approval
Lack of maintenance 53. Development of maintenance Spoornet
plans, proper budgeting
Underutulised 54. Geographical impact on . Dept. Of
infrastructure economies of scales; Public
55. Economic developmental Enterprise &
plans; Spoornet
56. Improved investment
marketing/attraction to enhance
PPPs.
Lack of sector based 57. Improve innovation by . Dept. Of
support Spoornet to Integrate passenger Public
and goods rails Enterprise &
Spoornet
Pricing 58. Review pricing strategy DTI &
Investors
ROADS
Lack of funding 59. Commitment of Government DOT
should increase
No Integrated 60. Ensure applicable Integrated 2.DOT &
Transport Plan Transport Plan and review Municipalities
regularly
HIV/AIDS 61. Social impact and 3.Dept. of
implementation of Health Centres Health
within truck-ins; Increase
awareness campaigns
Inferior construction of 62. Enforce SANAS standards of DOT, Public
new roads newly developed roads Works &
Municipalities
Non observance of 63. Promote awareness of Green DOA &
environmental Belt areas; Municipalities
Objectives 64. Enforce laws and regulations;
65. Perform continued monitoring
of green areas
Lack of maintenance 66. Prioritise and budget for road DOT, Public
maintenance Works &
Municipalities
Toll roads pricing 67. Review the rates of the toll SANRAL
95
fees
Traffic Law 68. Abuse of drivers, Normal Public Safety
enforcement working hours for truck drivers to and business
be enforced; Normal resting owners
hours, etc.
ISSUE WHAT NEEDS TO BE DONE BY WHO
AIR
Air Space restrictions; 69. Investigate liberalisation of air .Civil
space; Aviation
Authority
Shortage of 70. Promote Construction of
Warehouses appropriate warehouses
COMMISSION BRANDING & MARKETING
ISSUE WHAT NEEDS TO BE DONE BY WHO
No single messaging 71. Form a marketing and
platform for the branding task team that will
sector in NWP develop and implement a
provincial marketing and
branding strategy
Non identified 72. Perform investigation of all
competitive and advantages and disadvantages
comparative of the province and develop an
DEDT,
advantage appropriate branding strategy
DEDT
with the following framework as
agencies
checklist:
and
1. Point of Departure
organized
73. Price – Cost of Doing
business
Business in NWP?
(with
74. Place – What sets the
marketing
NWP apart from our
and
competitors;
branding
75. Product - What are the
know-how)
key sub-sectors within
No clear cut SWOT the manufacturing?; and
analysis with regards 76. Promotion – To be
to sector and sub- informed by above
sector strengths and 1. Situational Analysis
weaknesses 77. Competitive and
comparative advantage of
Lack of provincial NWP – Which sub-sectors
incentives as well as and in what districts?
rigid and 1. Market Segmentation &
bureaucratic Target Markets:
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business 78. Type and profile of
environment. investors
(Market/Resource/Efficie
ncy) ;
79. Broad vs. target
marketing (What
approach should be
adopted?)
1. Branding & Positioning
80. Location advantage;
81. Resource based
advantage;
82. Market access
advantage; and
83. Production cost
advantage
Civil Society View
Incentive schemes 1. There is a need for all
for new investors spheres of government to
cooperate in establishing
Manufacturing industry.
2. Municipalities should work
with other role-players such
as North West Development
cooperation, Invest North
West and IDC to develop
incentive packages for
potential investors
3. Government to provide
preferential interests rate for
start-ups to encourage
investment and job creation
Provide incentives for foreign
investors to enter int0o joint
ventures with local manufacturers.
Lack of funding 1. There is a need to relax the
qualifying criteria of
government funding
agencies.
2. National Funding agencies
97
must report to provinces.
3. The impact on the National
Credit Act on the ability of
applicants to secure funding
needs to be examined and
solutions need to be
developed.
4. Funding should be accessed
quicker.
5. A programme of commodity
and group funding should be
adopted.
6. Establish MOUs with
commercial banking sector
to support the growth of the
provincial manufacturing
sect0or.
Marketing/Branding 1. There is a need to establish
a database of manufacturers
in the province.
2. Develop a branding and
marketing strategy for
manufactured products
within the province
Skills needs 1. The sector skills plans need
to be aligned to provincial
skills needs.
2. There seems to be a lack of
political will and commitment
by key stakeholders.
Innovation hubs 1. Establish Innovation hubs with
skilled experts to offer training
(Institutes of Higher learning)
2. Establish Enterprise
Development Centres
throughout the province
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OUTCOMES FROM TOURISM MINI-INDABA
COMMISSION - PRODUCT DEVELOPMENT TEAM
ISSUE/ CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
No integrated structured 3. Conduct regular research NWPTB
audit of existing products on matters affecting the
Tourism Industry
No integrated planning for 4. Development and NWPTB
Product Development in implementation of
the Province Tourism Product
Development Strategy
No Product Development 5. Information on Product NWPTB
Strategy Development to be made
available
Inadequate Provincial 6. Allocate adequate NWPTB
Budget for Product resources for product
Development development
No knowledge of what the 7. Perform Regular NWPTB
consumer needs consumer needs feedback
survey
Lack of integration and 8. Resuscitate tour NWPTB
coordination in planning operator network
for product packaging 9. Develop and
implement a product
packaging plan
10. Create suitable
products for all seasons
No structure for 11. Institutional NWPTB/DSAC
coordinating events arrangements to be put in
place
12. Coordinate, facilitate
and promote events
Challenge of integrating 13. Identify and develop NWPTB/DSAC
creative industries into the products in the creative
tourism industry industries
14. Develop and
implement the strategy
Inadequate budget to 15. Allocate adequate NWPTB/DSAC
promote events in the resources
Province
Awareness not maximized 16. Launch awareness DEDT
to ensure responsible campaigns
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tourism practices
COMMISSION – TOURISM SMME & COOPORATIVE DEVELOPMENT
ISSUE/ CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
Lack of startup funding 17. Funding and support DEDT
institutions to increase
their footprint and
programmes in the
Province for easy access
Stringent criteria for 18. Review criteria for
access funding
Restricted access to 19. Adequate research DEDT
information 20. Build capacity for
knowledge management
21. Information and
facilitation sessions (Road
Shows)
22. Officials to be
empowered to
disseminate information
Access to Markets 23. Implementation of EDT
applicable policies and
legislation to enhance
participation of
entrepreneurs (e.g.
preferential procurement,
Ten-a-Side programme)
Lack of integration in the 24. Participation of SMMEs
mainstream economy as in National and
well as rural economies International tourism
(Rural SMMEs) trade shows
Skills Mismatch (demand 25. Perform Skills Audit TEP
vs. supply) 26. Promote tourism SEDA
enterprise partnerships NWPTB
27. Toolkits
28. Business Skills Municipalities
29. Mentorship
30. MDP
31. Basic Business Skills
32. Tender Advice and
Training
33. Hotel Schools
34. Have budget: Must
support organizations
with Programs
Standards of Quality 35. Recruit funding for TGCSA
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Assurance in the industry Grading TEP
not world-class 36. Launch Customer 1st SEDA
Training Program
37. Link to existing quality
standards (SABS; HACCP;
QMS (ISO)
GOVERNANCE COMMISSION: PROGRAMME OF ACTION
ISSUES/ CHALLENGES WHAT NEEDS TO BE BY WHO
DONE
Lack of research on 38. Research at local EDT
tourism attraction in the level and coordinate
local environment through Parks Board
Lack of integration 39. PGDS working group EDT
between the spheres of intervention
govt
No dedication and 40. Introduce EDT
capacity to promote learnerships and other
tourism in most programmes at local
municipalities level
No understanding to 41. Education and public EDT
unlock tourism potential awareness
ISSUES/ CHALLENGES WHAT NEEDS TO BE BY WHO
DONE
Lack of instruments to 42. Tourism strategy to
collect and measure be reviewed
information
Policies and bylaws to 43. Develop and align DEDT
be developed and bylaws to focus on
promote tourism(rural tourism
development)
Monitoring of policy 44. Establish unit to
implementation (e.g. monitor impact of
BBBEE) tourism
Inconsistent 45. Composition of the
representation on working group to be
working group strengthened
101
Lack of synergy in 46. Development
promoting agencies to take core
intergovernmental responsibility for
relations & other success of the business
partners plans
Tourism association not 47. Strengthen district DEDT
visible at all and not associations and
organized at provincial organize into provincial
level structures
COMMISSION – TOURISM SUPPORT INFRASTRUCTURE
ISSUES/ CHALLENGES WHAT NEEDS TO BE BY WHO
DONE
Rail: 56. Improve the Department of
Currently have :- relationship between Transport;
48. CPT – JHB Rail Agencies (PRASA); Transnet,
49. JHB – Rustenburg 57. Partnership with PRASA
50. Mafikeng – Transnet, Spoornet; DEDT;
Botswana – 58. Revisit the study Local and
Zimbabwe conducted on rail and District
51. Mafikeng – JHB the Investment Climate Municipalities
52. (Kimberley) by DEDT; Telkom
Vryburg – Mafikeng 59. Proper maintenance SAPS
Travelling time; all rail facilities
Challenges
53. Maintenance
54. Bad scheduling
55. Crime
Road:- 67. Interconnectivity of SANRAL
Currently have:- all the SDI‟s should SAPS
60. SDI Corridors improve Transport
(N12, N14, N4, N18) 68. Maintenance and (national and
61. Provincial and upgrading of provincial provincial)
local roads and local roads (N14 & Public works
Challenges N18 very bad condition) Municipalities
62. Maintenance 69. Availing of budgets local and district
63. Crime for maintenance
64. Expensive Toll 70. Improve crime and
Roads safety measures and
65. Supply Chain police Visibility;
management 71. Reduce toll road fees
66. Bad signage 72. Attract private sector
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investors
73. Strict measures for
SCM
74. Create proper and
visible signage
ISSUES/ CHALLENGES WHAT NEEDS TO BE BY WHO
DONE
Water & sanitation : 79. Marketing of water DWAF
Currently sports NWP&TB
75. Vaal River, 80. Duzi making money Mining Houses
76. Molopo, Dams in Pietermaritzburg – Province,
Why can‟t we make Municipalities
Challenges money as well both local and
77. Low quality of 81. Development of districts
drinking water due proper tourism
to lack of sufficient infrastructure at all the
infrastructure dams
78. Pollution of Water 82. Opportunities for the
from mines establishment of B&Bs
along rivers and dams;
83. Accommodation
establishments and
camping sites
Access to facilities: 95. Improvement of MTN,
Currently:- safety measures; Vodacom,
84. ATM; 96. Improvement of Cell C
85. Foreign exchange accessibility; Banking
86. Broad Band 97. Providing of Institutions
87. Cellular phones sufficient language Tele-
88. Telkom lines training (other Communications
89. Internet languages) Call Centres
connectivity 98. Establishment of Call GCIS
90. Cyber Centres
stalking/fraud/hackin
g;
91. Language barriers
and reception;
Challenges;
92. Cost;
93. Safety and Crime
(Scams/ stealing of
copper cables
103
especially in trains);
94. Digital v/s
analogue;
Energy : 109. Strengthen partnerships DoE
Challenges: with key stakeholders; MR
99. Carbon emissions; 110. Clear role identification ESKOM
100. Black outs 111. Foster and establish NERSA
101. Alternative good communication Local and
sources links District
102. Load shedding 112. Proper alignment (all Municipality
103. Long lead times to local, national, Department of
build substations provincial and Energy
104. NERSA not stakeholders)
functioning optimally
105. Responsibility
management lacking
(DME, ESKOM,
TELKOM)
106. Lack of
communication with
relevant parties
(municipalities –
local and district –
provincial, national)
107. Discrepancies
between government
departments (no
strategic alignment)
108. Lack of
competition
ISSUES/ WHAT NEEDS TO BE BY WHO
CHALLENGES DONE
Promoting 121. Improve and NWP & TB,
Icons/Attractions is improve road Municipalities,
lacking accessibility to link icons Sport, Arts and
Currently : 122. Improving Culture,
113. Bishop Tutu investment by providing SARAH,
(Klerksdorp), sufficient land DACRED,
114. Enock Sontonga DEDT, National
(Nkosi Sikelela Heritage
Africa); Council
115. Sol Plaatjie, DLA, Minister of
116. Taung Skull, Land affairs,
104
117. Vredefort Dome, Traditional
118. Highveld National Leaders,
Park, Private Sector
Challenges:
119. Lack of marketing
of our icons and
heritage sites
120. Problems of land
availability (who
owns what land)
Funding and Investment 127. Increase Invest North
Challenges: maintenance budget West
123. Limited funding 128. To improve incentive DEDT
124. Choosy donors schemes DTI
125. Ad hoc planning SAMAF
for budgets (silo Office of the
mentality between Premier
departments and IDC
institutions)
126. Lack of sufficient
incentives
COMMISSION – DESTINATION DEVELOPMENT
ISSUES/ WHAT NEEDS TO BE BY WHO
CHALLENGES DONE
No integrated marketing 129. Review process of NWP&TB
& promotion (domestic, the provincial
national and identity/brand
130. Regional positioning
international)
& promotion
131. Develop a uniformed
brand
132. Develop an
integrated marketing
framework/ strategy7
Civil Society View
Marketing 1. There is a general
lack of awareness
about local tourism
products. There is a
need to package it
105
and to market it
amongst both local
and foreign tourists
though a variety of
mechanisms
including :
1. Pamphlets
2. Booklets
3. Internet
4. Initiate reduced rates
for local tourists
1. There is a need to
identify Key Products
and market it in a
coordinated fashion.
2. Intensify the Sho‟t
Left Campaign
Lack of start-up funding 1. Government to
make funds available
through parks board
2. Government to avail
land to SMMEs
3. Preferential
procurement by
government to
favour PDI SMMEs
Institutional 1. There is a need to
arrangements develop a database
of operators in order
to avoid congestion.
Develop a capacity
building programme
for local ands and
regional Tourisms
associations
106
2. Establish a forum,
driven by the North
west parks board,
and which have
representation from
regional and local
Tourism Associations
3. Strengthen LED units
in order to lend
better support to the
local tourisms
economy.
4. Involve Traditional
Leaders in the
Tourism sector
Products 5. Develop the North
West heritage Route.
6. Promote Performing
Arts as one of the
drivers of the local
Tourism Industry.
7. Promote Mmabana
graduates as part of
the Performing Arts
Drive.
8. Identify and
popularise local
icons and Historical
sites to enhance
tourism products.
9. Develop clear
programmes in
which neighbouring
communities can
benefit from local
107
Game Reserves and
Parks.
10. Promote hunting as
one of the drivers for
the provincial
Tourism industry.
Capacity Building Train and develop tour
and birding guides for
the provincial tourism
industry.
Strict funding criteria Relaxation of qualifying
criteria by Government
agencies that provide
funding to SMMEs
108
OUTCOMES FROM INFRASTRUCTURE MINI-INDABA
COMMISSION NO 1: BULK SERVICES AND MUNICIPAL
INFRASTRUCTURE
CHALLENGES SOLUTIONS BY WHO
Engage on a community engagement
processes to setup a more informed
Uncontrolled use of
water management system, Enforce LM & WA
Water
payment of services above free basic
levels
Investigate and Introduce a
Management of
monitoring tool to respond to all
Infrastructure @ local LM, PG, NG
patent challenges and implementation
sphere
of solutions
Lack Integration in Engage all potential stakeholder in
PG & District
Planning promoting integrated planning
Revenue collection of Investigate and Introduce appropriate
LM
service technology
Recovery for free
LM
services
A proportion of budget/allocation
must go towards maintenance
strategies and be supported by
Funding for
legislation (aligned to LM
maintenance
strategies/maintenance plan),
Introduce asset inventory with
accountability
Inappropriate Investigate and Introduce appropriate
Sanitation technology LM & District
Technologies
Institutional Capacity Building.
Appointment of Establishment of a structure with
Human Capital and appropriate technical, financial COGTA
Capacity-building management and PM skills and
capabilities.
Establish delivery/development
mechanisms for Rural Areas (e.g.
DM & PG,
Neglected Rural Areas collaboration structures between the
DACERD
Local Government (District/Local) and
Traditional Structures towards for
109
sustainable livelihood)
Investigate and Introduce PM&DS and
Retention of Staff Occupation Special Dispensation COGTA
(Special Skills) for local government
Tap into Social and Labour Plans for
Infrastructure.
Funding to clear
Consider a tax incentive for Treasury
backlog
investments in the NW, Improve Stats
Data
Establish delivery mechanisms for
Rural Areas (e.g. collaboration
Unforeseen migration structures between the Local DM & PG,
patterns Government (District/Local) and DACERD
Traditional Structures/Leadership for
sustainable livelihood)
Institutional Capacity Building,
Lack of good PM
Establishment/Capacity of PMU at COGTA
practices
local spheres
COMMISSION ON SOCIO – ECONOMIC INFRASTRUCTURE
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
Poor and 11. Need to Improve planning
uncoordinated process
planning 12. More participation of role
players in the planning process.
13. NATMAP
14. Planning should be medium and
long term.
Poor of maintenance 15. Budget for infrastructure
of infrastructure maintenance.
assets due to financial
constraints
Funding/ Backlogs 16. Need to look at Public Private
Partnership.
17. Borrowing to facilitate capital
18. Improve investor confidence.
SMMES/ CIDB 19. Reconfiguration of the grading
system
20. Develop SMME‟s
21. Review the CIDB regulations
Inappropriate policies 22. Review policies
Legislation / 23. Review of legislation
bureaucracy (i.e.
mining willing to
provide slag but
legislation does not
110
permit
Institutional 24. Create provincial infrastructure
arrangement implementing agent
Lack of technical skills 25. Facilitate the skilling within the
(Engineers sector
Procurement 26. Deal with issues of corruption.
COMMISSION No 3: TRANSPORTATION
ISSUE/CHALLENGE WHAT NEEDS TO BE DONE BY WHOM
Existing rail 27. Fast track utilization of rail lines DOT; DPWR
infrastructure is not 28. Reopen discussions with rail & also look
optimally used. (Lines operators into the role
are operating but a 29. Plug in the PROVTMAP projects of private
minimum level ) into PGDS sector
30. Bring into together (studies);
quantify and cost it;
31. Advocate for development of
national rail policy with incentive
for using rail (against punitive for
road use)‟
32. Move forward – identify our own
needs; need a lead person
Airport not optimally 33. Launch investigation on the
utilized optimal utilization of all airports
and landing strips in the province
34. Promote increased air traffic in
province
Need budget for the 35. Need to identify other methods Mining
projects of funding; houses and
36. Identify driver under PGDS businesses
umbrella – monitor and evaluate to approach
progress; government
37. Call meeting to profile all for PPP
projects; relationship
38. First need to do pre feasibility
studies or other similar studies to
invite/convince investors not
strictly based on cost-benefit
analysis but also based on other
criteria such as usefulness, cost-
effectiveness, etc;
39. Province need transportation
planning lekgotla/investors
conference invite all funders (MIG;
DBSA; Sanral; Natmap;
111
government);
40. Make this an annual event/bi-
annual event
41. Money need to be secured either
by provincial government
borrowing or PPP (mines, business
and government);
42. Rapid transport system between
Rustenburg and Pretoria to be
investigated
Change orientation to 43. Minimum implementation period By all parties
planning horizon could be 20 years involved
Civil Society Views
Coordination 44. Government Departments and
other stakeholders operate in
silos and there is a need to
coordinated planning between
all the role-players.
Corruption 45. The practise of giving tenders to
service providers need to be
stopped and efforts should be
made to recover funds from
those responsible for these
corrupt and wasteful
expenditure of public resources
46.
Implementation 47. Government need to speed up
payments to services for
services rendered. Delayed
payments have especially
disastrous consequences for
SMMEs.
48. There is a need for clear
monitoring systems with regard
to infrastructure and
maintenance plans should be
developed and implemented.
49. Ensure that Infrastructure
projects are labour-intensive
and that skills are transferred to
employees
Railways 50. Reopen rail services between
Mafikeng – Kimberley, Mafikeng
– Botswana and Mafikeng –
Johannesburg
112
Roads 51. Develop and implement a
maintenance plan for the
provincial roads that is the
responsibility of the provincial
department and municipalities
Airports 52. Reapply for an operating license
for the Mafikeng Airport.
53. Establish international routes for
the Mafikeng Airport
Water 54. Communicate the Water Master
Plan as widely as possible within
the Province
RDP Housing 55. Monitor the erection of RDP
Houses:
1. Quality
2. Local employment
56. Consult extensively with local
communities around the
naming, location of RDP housing
sites.
57.
C.13 FINDINGS AND CONCLUSIONS
Although good progress was generally registered with the process of stakeholder
engagement as will be reported , the following challenges were nevertheless noted:
1. The opportunity could not be found to engage in stakeholder engagements on
some very important issues such as:
1. Rural development and poverty alleviation;
2. Health challenges and strategy proposals;
3. Promotion of Safety and Stability and prevention of crime, corruption
and fraud;
4. Environmental Impact and Resource protection and reform
Members from all constituencies were invited to participate in the Indaba and
included members from Government, Organized Labour, Organized Business and
Civil Society. The only exception was the Government Mini Indaba which was
attended by only officials from provincial level District and Local Municipalities
According to statistics kept a total of 1 365 members attended the various Mini
Indaba held during the past months. This represents a figure of approximately
71.5% of people invited to attend. Although all stakeholders were invited to these
113
Indaba and good attendance was noted, concerns were nevertheless expressed
regarding senior representations at these Indaba
The average profile of the people that attended was that of middle management and
from the very grass roots level especially with the A re Ageng Indaba and regional
meetings.
It is important that the Main Indaba should continue to make a special effort to issue
an open invitation to all organizations to nominate one or two representatives to the
Indaba. In addition consideration should be given to issue special invitations to
senior managers and role players from organizations who could add value to the
discussion.
114
