Current Edition >> Archive Section >> Special Features >> 16 February 2006
Having had the launch of the Free State Provincial Growth and Development Strategy (PGDS) by the Premier and the Executive Council in 2005, the Free State Government is currently in a process of harmonizing planning across the three tiers of government with a view to improving the socio-economic lives of the people of the province.
Since the Dept. of Tourism, Environmental and Economic Affairs is the lead department of the provincial Economic, Employment and Investment Cluster with the core mandated with economic development, the Free State Development Corporation (FDC) is directly accountable to this department. Therefore it is the responsibility of the relevant MEC to ensure that issues of economic development are initiated and driven by the cluster in conjunction with the FDC.
Thus in terms of Section 6 of the Free State Development Corporation Amendment Act 9 of 1999, the MEC for Tourism, Environmental and Economic Affairs, Mr. Neo Masithela, appointed end of last year, after a thorough screening process of 62 applications, the following 11 persons to serve on the FDC board of directors for a period of three years: Ms. M. Matsepe (Chairperson), Mr. T.M.S. Matang (Deputy-chair), Dr. E.R. Mahlasela, Mss. B.K. Mokhoro, K.F. Mphirime-Finger, Messrs. L. Shabe, M.B. Ngezi, C.A.K. Choeu, A.G. Scholtz, K.D. Motlhoiwa and Prof. J.J. Henning.
Mandate, Vision & Mission
At the same time the Mandate of the FDC was refocussed to "establishing & developing sustainable SMME's in the FS Province by providing both non-financial and financial services."
The new Vision of the FDC is "The SMME provincial development agency of choice," while the Mission statement now reads : "To provide financial and business development services that result in the establishment of sustainable SMME's for economic growth & development in the Free State Province." Duties and responsibilities
The duties and responsibilities of the new board of directors can be summarized as follows :
• To retain full and effective control over the FDC and monitor management closely in implementing FDC plans, strategies and resolutions. This includes the monitoring of management and performance.
• The board has ultimate responsibility for the performance of the FDC and is as such accountable to the Executive Authority. In line with this the FDC board must give strategic direction to the FDC.
• The board must at least annually assess its performance and effectiveness as a whole as well as that of individual directors.
• Under the new board new strategies are being formulated and implemented to fast-track economic growth.
Performance judged
In tandem with this, the Executive Council is embarking on a monthly provincial imbizo to listen to people's view about the performance of government. For this reason the FDC is being repositioned to fulfill its obligationas outlined by Section 3 of the FDC Amended Act, 9 of 1999: “The objects of the Corporation shall be to perform or promote urban and rural development in the Province, with special emphasis on the promotion and development of small business ". Accordingly the performance of the board is to be judged against this Act .
Section 4A of the FDC Act states that the powers of the board of directors shall be to achieve all the objects for which the Corporation was established, amongst others ensuring that every funding coming from the corporation should be directly aimed at implementing the PGDS. This would in turn mean diversifying the province's economic sectors to the widest possible extent.
Sustainability
Another priority of the new board is creating an environment conducive to business development and sustainability. With the Free State facing serious challenges of unemployment and poverty, the province and the FDC cannot afford to fund businesses that are not sustainable.
Therefore every business that will hence be funded by the FDC must have satisfied the board that it can be - and post-funding assistance to ensure that these businesses attain sustainability.sustainable. In the same way the FDC will reciprocate by providing pre- and post-funding assistance to ensure that these businesses attain sustainability.
Broader picture
The broader picture remains:
• The facilitation of sustainable provincial economic growth and development through the promotion of the Free State as an ideal investment location in identified sectors of strength.
• To enhance value-addition of provincial resources and to improve the national and international competitiveness of the Province to reap the benefits of globalization.
• To enhance the effective mainstreaming of SMME's into the formal manufacturing sector of the Free State economy.
Commitment
The new FDC board is committed that through dedication, effectiveness and sustainability economic growth and development of the Free State is to be realized.
Educating people as to their rights
At the annual media breakfast on 7 February 2006 hosted by the Free State Legislature, the Speaker of the Legislature, Mr. Mxolisi Dukwana, said that the Legislature has for 2006 prioritize educating of the citizenry of the province on their rights in terms of the SA Constitution and how to exercise these rights.
This approach is being reflected in the agenda and debates this year, whilst the Legislature is embarking on an outreach to the people by inter alia participating actively this year in the Bloem Show, the Medihelp
Business Relay and the youth programme for 16 June and related events. Participation by women will also be a special focus.
Dukwana emphasized in conclusion that in a season of hope the doors of Parliament have been opened to all and that it is now up to everyone to exercise his or her right in order to improve his or her quality of life.
Background
MANGAUNG Local Municipality (MLM) was established as a result of the amalgamation of local municipalities of Bloemfontein, Botshabelo and Thaba Nchu after the municipal elections of 2000. MANGAUNG is situated in the Free State in the central interior of our country, South Africa. It hosts a population of about 800 000 people and covers an area of more than 6 300 square kilometers.
Vision
We strive that MANGAUNG be recognized nationally and internationally as a safe and attractive place to live, work and invest in and that there are good and accessible basic services for all and there is a dynamic economy with a high employment rate and a highly skilled workforce.
Amalgamation and transformation
Since 2000, we have succeeded in amalgamating the separate administrations of Bloemfontein, Botshabelo and Thaba Nchu into a single municipal administration of MANGAUNG by amongst others standardizing the conditions of services of all employees of the municipality and the transformation project is ongoing with efforts being put into establishing a new organizational culture and ethos that are aligned with our new mandate of being a developmental local authority.
Branding
In our continued effort to engender a common vision, purpose and belonging, a new corporate identity (brand) has been developed and we are in the process of raising awareness of this visual image that represents what we stand for and where we want to go.
Fresh Produce Market
In an attempt to extend the services of our Fresh Produce Market, mini market stalls have been established in the townships around Bloemfontein and plans are underway to establish more in Botshabelo and Thaba Nchu.
Infrastructure
R140 million has been spent on Expanded Public Works Programme, which saw 40 unemployed people trained as contractors and site inspectors by the Construction Education and Training Authority (CETA). They were also assisted to establish their own close corporation entities.
Solid Waste
MANGAUNG since 2002 has appointed about eight SMME’s to render solid waste management services. About 108 permanent jobs were created and between 150 and 200 temporary jobs were created on a yearly basis.
MANGAUNG participated in the cleanest city competition where we won in 2002 and 2003 provincial competition and became second in 2004.
Roads and stormwater
Since 2000, the MLM has spent more than R174 million building roads and stormwater. Various methods of road construction like tar, graveseal and capeseal have been utilized depending on costs and types of surface. We have also built bridges, laid underground stormwater pipes, culverts and open canals and local labour has been engaged throughout the process.
Housing
To date, the Municipality has provided about 16 500 houses in the past five years. MLM has also been awarded R5 million for accreditation as a housing supplier by the National Department of Housing. Recently, 700 houses were launched in Selosesha Extension 3, Thaba Nchu. Work has commenced in earnest on the housing front and we are on course to eradicate all informal settlements by 2014.
Electricity
In an effort to enhance our capacity to provide better electricity services, the MLM established Centlec in 2004. This has seen more households getting electricity connections more rapidly and I am proud to report that over the five-year period, 11 582 new connections have been made and our capacity to service our city and neighbouring towns have increased in leaps and bounds. Every household that has an electricity connection enjoys the benefit of free 50 kw of electricity every month.
Water and Sanitation
The provision of sanitation facilities is a priority for the MLM and since 2000 we have provided 79 552 water-borne sanitation facilities whilst installing 39 345 VIP toilets. We view the VIP system as a temporary measure and the ultimate aim is to eliminate the bucket and VIP system and ensure that every household in MANGAUNG has a water-borne toilet facility by 2007. During the current financial year, we have started work in Section A in Botshabelo to upgrade the VIP’s to water-borne systems and this will be extended to all areas of MANGAUNG. As we rollout this programme, in an area where there are VIP’s and buckets, we start upgrading the VIP’s to the water-borne system and then deal with the buckets.
Water Leakage and Repairs Project
The MLM have initiated a Water Leakage Awareness and Repairs Project in 2005. This is aimed at reducing water leakages and services debt as well as water saving awareness throughout all the communities of MANGAUNG.
We have started during the last financial year in a pilot area and the project will be extended to all areas of MANGAUNG where water consumption and outstanding debts are comparatively high.
Already about R 2 million have been spent on this project and we have experienced a considerable reduction of non revenue water and savings in excess of R3, 4 million in the first twelve months. In order to consolidate these gains, about R8 million is being set aside for the extension of this important programme. Furthermore, we are now experiencing a downward trend in water consumption in these areas, falling from an average of 20 kl to an average of 12 kl whilst every household enjoys 6 kl of free water monthly.
Economic Development
Economic development in MANGAUNG is strategy-driven and the MLM adopted an Economic Development Strategy (EDS) that was compiled in a participatory manner with local stakeholders and is being implemented through partnerships.
The partnership building process is nurtured through economic sector meetings and 6 catalyst projects to spearhead the EDS implementation have been identified. The projects include:
• Tourism Development Programme
• Incentive and Investment Promotion Programme
• SMME Service Centre
• N8 Development Corridor
• Agriculture Development Programme
• Transport cum logistics hub
Furthermore, LED learnerships have been piloted in MANGAUNG during 2004. MANGAUNG Local Municipality together with theory providers in the city combined to form the MANGAUNG HUB, which was one of 4 HUBS in the country that piloted LED learnerships. This initiative by the LGWSETA will assist further in building the capacity of local government officials to fulfill their mandate of a developmental local government. The Learners from the MANGAUNG HUB were the first LED learners to graduate in September 2005.
In 2004 an MOU was signed between MLM, NAFU and UFS around agriculture development in an effort to get emerging farmers to commercialise their operations.
It is also heartening to report that our SMME Service Centre was operationalised in August 2005. The Centre will be launched as a SEDA branch on 24 February 2006 and serves the small business sector of the entire MANGAUNG area with outlets in Thaba Nchu and Botshabelo. Plans for the satellites are being finalized and the outlets should be operational during this financial year.
The Tourism audit was initiated and is to be completed by end of this month.
Moreover, the Investment Promotion and Incentive Policy has been adopted by Council and an implementation plan is being finalized.
The N8 Corridor project implementation is consolidated and the Planning and Implementation Framework was initiated in November 2005 and will be completed by May 2006.
The CBD Masterplan was completed in December 2005 and implementation of flagship projects to take-off during the first half of 2006.
HIV and AIDS
We were also instrumental in the preparations, co-ordination and the ultimate setting up and launch of a Local Aids Council during November 2005 in partnership with local HIV/AIDS organizations, Provincial departments, tertiary institutions and a host of other local stakeholders.
The significance of this effort is that we are finally in a position to implement a comprehensive approach in the fight against the pandemic in the whole of MANGAUNG. This will also ensure that all those areas that may have received inadequate attention in the past will receive attention equal in measure and quality as others. It will also enhance the quality and standard of the overall data for all three regions which will assist in designing appropriate approaches in the fight against the pandemic.
Emergency Services
As part of sharpening the state of readiness of our emergency services, the MLM through the MLM Fire Training Academy has trained community members as fully fledged fire fighters to the same level as professional fire fighters. This effort was seen as a priority as this provides the community members with skills that are internationally recognized at no cost to those trained.
Forty five (45) persons were recruited as volunteers in terms of applicable disaster management legislation. The volunteers were afforded the opportunity to attend a Fire fighter 1 and Hazardous Materials Awareness Course. A dedicated course for volunteers was offered at the Selosesha Fire. It can thus be stated that MLM “invested” approximately R 225 000 in the volunteers.
Ultimately nineteen (19) of the volunteers managed to successfully complete the training thus obtaining a professional qualification recognized not only in South Africa but also internationally as the International Fire Service Training Organisation has accredited the MANGAUNG Fire Training Academy.
Community resilience
In pursuance of our developmental objectives as set out in the IDP, i.e. putting in place programmes that will add to and enhance the (entire) MANGAUNG community's efforts towards self-reliance and resilience, programmes were initiated with the collaboration of accredited local training entities for the training of a 1000 CBO's, NGO's and community projects on office management, the drawing up and utilization of business plans, financial management and filing at cost of approximately R70 000Safety and Security
The safety of our people is great concern to all of us. In building an atmosphere of safety, security and tranquility within our city, the MLM has trained 28 unemployed young people recruited from all the three areas of MANGAUNG as traffic officers. Six of the 28 will be employed by MLM permanently.
In addition, we have established a Traffic Court that was officially opened on the 16th July 2004. Due to this positive development, prosecution of cases is much more effective and speedily and we are experiencing growth in revenue collection.
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Public participation
In an endeavour to enhance communication with and interaction between the MLM and its stakeholders, a ward committee system has been introduced in MANGAUNG. These structures assist in facilitating direct and unmediated communication with the municipality and ensure accountability by public representatives. All our forty three (43) wards have established ward committees. However, it is of great concern that reports have reached me that structures in the historically white areas are not effective. I therefore appeal to our communities to take active part in resuscitating these important organs of democracy.
Revenue collection
For the Municipality to be financially viable, revenue collection is a key part of sustainability. It is against this backdrop that the MLM has developed a Revenue Management Strategy that is supported by a Pro-poor policy. The Pro-poor policy allows for households that own properties of values comprising land of R 12 500 or less and improvements of R 30 000 or less to qualify for write offs of their rates and taxes debts. Up to date 73 650 households are benefitting from the Pro-poor policy and an amount of around R200 million has already been written off. Over and above all these, households also receive free 6 kl of water and 50 kw of electricity.
Households that fall outside the limits but are still unable to pay for services rendered are assisted through a means or affordability test and are expected to apply annually.
Our debt collection system is being continually upgraded and to this end nine debt collectors have been employed and we have also upgraded and converted 5 manual paypoints to be online in Botshabelo. People who are unable to pay are encouraged to approach the MLM to make appropriate arrangements so as an amicable solution to their problems can be found.
100% Campaign
We have also launched the 100% campaign in June 2005 and its main objective is to raise awareness on the importance of and benefits for residents paying for municipal services. This campaign also aims at changing the people's mindsets regarding payment for services.
Already we are collecting on average 94% of what is due to the municipality every month due in part to this campaign. With the escalation of this education campaign we hope that conditions that are conducive to the rendering of quality services and the payment of services by consumers of those services will be nurtured.
Customer Service
MLM is committed to the principles of Batho Pele and we have taken efforts to build a strong customer service culture by amongst others adopting a Customer Service Strategy and establishing Customer Care offices in Bloemfontein, Botshabelo and Thaba Nchu. These efforts form an integral part of our drive to align what we are doing with the Batho Pele Principles. The close proximity of these offices to the communities ensures that cases reported on service delivery are swiftly attended to and that the services rendered are of best standards.
We have travelled a long road and so much has been achieved. As a City on the Move, we have indeed taken great strides on the road to making MANGAUNG a better city to live and work in. We are confident that even more will be achieved in the next term of Council. It is through your active support and participation that the vision of a better life for all will be realized.
A big housing project for low income earners in Selosesha Extension 3 in Thaba Nchu was launched by the Mangaung Local Municipality on 3 February 2006. The project is to see 700 houses built early this year, benefitting 700 families with income of less than R3 500. An estimated R25 million will be spent on this project that is to create 736 project-linked job opportunities for local residents. Among the beneficiaries will be people staying within flood lines and those staying two per site. The project leaders are Kentha Developers in conjunction with Phetego (Pty.) Ltd. of Bloemfontein.
The two concepts of modern conferencing and team-building are in practice sometimes applied as one inter-related concept, while sometimes they are applied as separate concepts, depending on the needs and circumstances of each case. However, in this special feature the two concepts are viewed as inter-related.
Conferencing and team-building as it is generally known and practiced today, derive from needs expressed by businesses and governmental institutions for comprehensive outcome-based information and services taking trainees and delegates out of traditional classroom situations into the “experiential" / outdoor environment. Learning and retention improves by as much as 80% when conducted in a way that allows for immediate transfer of skills through experiencing and sharing what is being taught with others in a similar situation.
In this respect professional suppliers of conferencing and team-building facilities and services design tailored solutions to meet specific needs and preferred outcomes rather than an "off-the-shelf" package, drawing on best practice and expertise. Based on the requirements of the client, these suppliers coordinate a cost effective and reputable service of high quality.
Therefore the vital ingredient of the process, is that it must be client-driven. Thus any business or corporate institution availing themselves of conferencing and / or team-building services, should ensure that it is provided according to your requirements and corporate identity. As such it should strive to address the specific needs of your team whilst integrating your organisation's current areas of focus and strategic intent.
In this feature some suppliers in the field of conferencing and / or team-building suppliers in the central part of SA is being presented. In doing so, each one of them confirms the willingness to be tested for quality on what they are offering.
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