Current Edition >> Archive Section >> Special Features >> 1-15 June 2006
On 19 May 2006 the seda provincial office for the Free State was launched in Bloemfontein – the latest milestone achieved in the national roll-out of seda's network.
The roll-out began in 2005 and will continue through 2006, with the establishment of a range of provincial offices, branches and enterprise information centres – toensure that all citizens have access to seda services.
The establishment of the Free State Office, situated at the Telkom Building, College Square, Brandwag, Bloemfontein and headed by seda Provincial Manager Jackie Ntshingila, is considered a major step towards boosting the small, medium and micro enterprises sector in the province.
What is seda?
Seda was established in December 2004 in terms of the National Small Business Act of 1996, as amended in 2004. The amendment act enabled the amalgamation and adaptation of the previous small enterprise development agencies, Ntsika Enterprise Promotion Agency, Namac Trust and the Community Public Private Partnerships (CPPP) progamme into a single small enterprise agency.
Already, seda has contributed to some of government's key economic objectives by :
• Integrating small business development into government's broader
micro economic development framework.
• Responding to the range of needs and opportunities within the small
enterprise sector with strategically focused interventions.
• Implementing a nationally driven and locally implemented strategy for
small business development.
• Promoting public/private partnerships.
• Aligning services with other government programmes.
seda's mandate
The mandate of seda is to design and implement a standard and common national delivery network that must uniformly apply throughout the country and which “inclusive approach includes the support and promotion of cooperative enterprises to reach a greater variety of enterprises, particularly those located in rural areas.” – Minister of Trade & Industry Mandisi Mpahlwa, 15 December 2004.
Information is the key
A key function of seda is to provide information to small enterprises and prospective entrepreneurs that will help and encourage them to start and build sustainable businesses. This is done through a variety of channels that together aim to reach as many citizens as possible with guidance and discussions on crucial business issues.
Correct information about building successful businesses is vital to improve the quality of decisions that entrepreneurs make, helping them to plan ahead, avoid mistakes and reduce their costs.
Entrepreneurs can contact the National Information Centre by phone, fax or email with questions about how to start and run a sustainable business. The telephone number is 0860 103 703.
The seda website contains over 550 pages of useful business information, contacts, fax sheets and guidance that empower entrepreneurs to start and grow sustainable businesses. Website address: www.seda.org.za
In order to fulfill one of it's key functions, the Free State Dept. of Tourism, Environmental & Economic Affairs is strategically positioned to support and promote the small, medium and micro enterprises (SMME) sector in the province.
The launch of the Free State Office of seda in Bloemfontein on 19 May 2006 was the achievement of yet another objective as envisaged by the MEC of the Department, Mr. Neo Masithela, in his Budget Vote Speech in the Free State Legislature on 29 March 2006.
In tandem with the seda Provincial Office in Bloemfontein, several seda branch offices are in a process of being established in the Free State – there are already branches at Bloemfontein, Welkom and Trompsburg and this is to be followed by the establishment of seda branches at Sasolburg, Phuthaditjhaba, Kroonstad and Bethlehem.
The seda roll-out in the Free State should be seen against the broader picture of the Department's strategic positioning, which entails:
• Its strategic mandate
• Its strategic programmatic interventions
• Specific programmes and projects
• Challenges faced
• View on the way forward
Each of these aspects are highlighted below in more detail.
Strategic mandate
The strategic mandate of the SMME Directorate of the Department is to stimulate economic growth through entrepreneurship promotion, the creating of an enabling environment, the enhancement of competitiveness and facilitating capacity building of enterprises.
Prgrammatic interventions
These comprise the following :
• Support the creation and expansion of SMME's
• Sector diversification and benefication
• Strength en the competitive advantage of the Free State
province
• Develop a monitoring and evaluation mechanism on
impact of legislation on SMME development
• Ensure an effective regulatory frame work for economic
activity
Specific programmes and projects
These entail providing support to the creation and expansion of SMME's through:
• Enhancing access to finance (Apex Fund, Khula start up
capital, NEF, IDC, FDC, etc.)
• Mobilization of donor funding for flag ship projects
(Flanders, GTZ, etc.)
• Encouraging private enterprise financing and venture
capital (opportunities in financial services charter, etc.)
• Facilitate and promote utilization of business incentive
schemes (TEO- and dti-COTII)
• Public participation in public sector capital projects
(MIG, EPWP, etc.)
Programmes and projects of a n d on financial nature include :
• Business development, training, capacity development,
business in cubation (roll out of seda structures, NDA,
etc.)
• Development of cooperatives (dti Coop Unit, NCASA,
seda, DoA, etc.)
• Awareness campaign (road shows, business seminars,
information fairs, workshops, etc.)
• Facilitation of stakeholder forums (business chambers,
consultative groups, etc.)
How the industry stands to benefit from relevant programmes and projects, touches on the subject of local beneficiation of Free State-originated agricultural, mining and petro-chemical products.
In so doing, the competitive advantages of the Free State province is being strengthened in the following ways :
• Facilitating import / export workshops (seda, EMIA, etc.)
• Participating in international and local pavilions (seda,
FDC, TISA, EMIA Schemes , etc.)
• Partaking of enterprises in trade missions
• Hosting a focus business week (promoting business to
business, matchmaking, etc.)
• Enhancing procure ment access and support in public and
private sectors (SCM, BBBEE, PPPFA, etc.)
• Facilitating shared growth and economic development
through participation of SMME' s in infrastructure
develop ment opportunities.
These measures are being monitored and evaluated through :
• Coordination of development agencies in the province
(Institutional Development Unit)
• Monitoring compliance with industry redress charters
• Participation in municipal ID P review workshops
(DPLG)
• Facilitate graduation of self-help projects in to sustainable
critical mass enterprises (Dept. Social Development,
DPLG, DoL, etc.)
• Monitoring of impact of policy instruments for PDI and
HDI empowerment, etc.
• Impact of capacity development initiatives (learnerships,
experiential training, etc.)
An effective regulatory mechanism is being en sured by :
• Developing a coord inated provincial SMME policy
• Facilitating drafting of an effective BBBEE provincial
policy
• Ensuring compliance with all economic redress charters
• Facilitating an environment conducive to accelerated
infrastructure development (enabling policies ,
strategies and capacity).
Challenges faced
The se can be dotted down as follows :
• Budgetary constraints
• Lack of cooperative governance within sector
departments on enterprise development
• Non-alignment with Government's broad policy
instruments (NSF, GDS, etc.)
• Lack of support to local government initiatives
• Parallel process of planning in stead of integrated
planning approach
• Poor public participation in government policy
formulation processes.
Way forward
This is perceived as :
• Advocacy of designated sectors in economic
development (youth, women and disabled)
• Acceleration of roll-out processes (seda, Apex, etc.)
• Strengthening of business formations with a view to a
collective public voice
• Complementing the roles of developmental agencies to
promote entrepreneurship and a shared economic growth
effect.
Thus representing the governmental sector in promoting and enhancing the pivotal important SMME sector in the province, the SMME Directorate of the Dept. of Tourism, Environmental and Economic Affairs stands ready to cooperate and synergize with all stakeholders, in particular with SMME's and the business sector, in furthering economic growth and development in the Free State province.
At the crossroads
The private health industry, in SA and also in the central part of the country, has unmistakably flourished into mega business, over the past decade. This is evident from the host of companies and businesses, ranging from private hospitals to private medical research and service providers, operational in the private health sector. This sector renders life-needed, top standard services to people able to afford it. With thanks to the private enterprise, the quality and standard of private health services, facilities and products in South Africa are comparable with the best in the world.
However, due to a combination of political policies and free market forces tremendous pressure has come to bear on the private health sector, bringing it to crisis crossroads as never before. The causes and results of this pressure can basically be summarised as follows:
• The legal compulsion on newly graduated doctors and pharmacists and other medical professions to complete a year of community service in understaffed hospitals and clinics.
• To relieve the chronic shortage of doctors in rural areas, some 450 foreign doctors, mainly from Cuba, have been deployed in South Africa, with the government making it easier for foreign doctors to register locally.
• Especially over the past decade the country is suffering from a tremendous “brain drain” of highly competent South African doctors sought-after in countries like Britain, Canada, the USA, etc.
• HIV/Aids infection of an estimated 7 million of the SA population is impacting tremendously on the country's health system and is destined to change it irrevocably.
• The government's interventions in medicine dispensing and pricing – struck down partly by the Court of Appeal and now awaiting ruling by the Constituational Court – caused numerous pharmacies to close down, with other hovering on the brink.
• A BEE charter for the health sector stipulating inter alia that by 2010 35% of business in the health sector must be in black hands and 51% by 2014, while by 2014 80% of goods and services in the sector must be bought from black-owned companies.
• A declared governmental intention to compel hospitals to treat all emergencies coming their way, regardless of whether the patient can pay or not.
This constitutes merely the tip of the iceberg, but it is clear that the private health sector is indeed at the crossroads like never before in its history in this country.
In this special feature a look is taken of the main issues concerning the private health sector in central SA and some of the stakeholders and suppliers involved. Hopefully this would contribute in some way to a health public debate - with the most important winner, the person in the street i.e. the patient and / or potential patient.
Burning issues
• Tania Sandberg
Talking to roleplayers in the private health industry, it is apparent that South Africa continues to suffer badly from the so-called “brain-drain” In an attempt to combat the shortage of doctors, some foreign doctors are being employed by provincial governments, while central government has made it easier for foreign doctors to register here. Furthermore, newly graduating SA professionals have to complete a year of compulsory community service in understaffed hospitals and clinics. The upshot is that there are simply not enough private health care professionals around.
Chairman of the Hospital Association of South Africa (HASA), Norman Weltman, says there are currently insufficient incentives for training. “We especially need to train the top-end off the market, the trauma sisters, etc.” Besides the appeal from other countries, it seems that an increasing number of medical professionals are also being lured from the public sector to the private sector, opting for a more sociable lifestyle and adjustable working hours.
Another issue needing to be resolved, is rationalization between private and public health care. To address some of the resource and personnel shortages facing the public sector, partnerships between the public and private sectors are being forged. Some private hospitals are now offering beds and providing medical care to public sector patients. They are also beginning to offer post-graduate teaching facilities to university medical faculties in an effort to stop the outflow of doctors.
The third opportunity beckoning at the private health sector, is to draw more patients from the public to the private sector. Says Weltman: “This will relieve their heavy burden and create an economy of scale for the private sector, enabling prices to be contained and even hopefully reduced.”
Markleier
Op die foto onder, die imposante gebouekompleks van Medi-Clinic, Bloemfontein - 'n markleier in die private gesondheidsektor in sentraal Suid-Afrika.
Bloemfontein Medi-Clinic, wat oor 378 beddens beskik, is deel van een van die grootste privaat hospitaalgroepe in Afrika, wat tans meer as 50 hospitale landwyd en in Namibië besit, terwyl dit onlangs na die Golfstate uitgebrei het.
Die vloeroppervlakte van die kompleks beslaan nagenoeg 29 189m², terwyl die uitgebreide en hoogstegnologiese fasiliteite o.m. insluit die enigste privaat harteenheid in die Vrystaat en Noord-Kaap, 'n 24-uur noodeenheid, 12 teaters, veskeie kritieke sorgeenhede (66 beddens), asook eenhede vir neuro chirurgie, 'n dialise-eenheid, kerngeneeskunde, ens.
Bykans 100 mediese spesialiste, 3 algemene praktisyns en sowat 50 mediesverwante praktisyns het hul spreekkamers in die Medi-Clinic kompleks – as sulks een van die grootste genereerders van besigheid in die streek.
Jongste vigs syfers
Volgens die jongste VN Globale HIV / Vigs-verslag vorm Suid-Afrika die kern van die wêreldepidemie as enigste sub-Saharaland in Afrika waar die probleem nie gestabiliseer of selfs afneem nie. Die verslag toon dat in SA die voorkoms onder volwassenes (tussen 15-49 jaar) gestyg het, met die hoogste HIV-voorkomsyfer in die wêreld (tussen 15 en 34 %)wat in die SADC-streek aangetref word.
Sowat 64% van alle mense wat HIV-positief is, woon in sub-Sahara Afrika. Twee miljoen kinders onder die ouderdom van 15 is HIV-positief, waarvan die meerderheid in sub-Sahara Afrika woon. 'n Oneweredige hoër getal (59%) van geaffekteerdes is vroue. Botswana, Namibië en Uganda se verspreiding van teenmiddels oorskry 50 % - teenmiddels in Suid-Afrika het nog nie 20% van die geaffekteerde bevolking bereik nie.
Syfers soos hierdie impakteer geweldig op die gesondheidbedryf, ook in die Vrystaat en sentraal SA en beïnvloed die koste van mediese dienste te voorsien en pasiënte te onderhou ingrypend.
‘n Kenmerk van die Vigs-pandemie is dat dit deur alle bevolkingsgroepe strek en dat bv. ‘n aansienlike getal blankes dit al opgedoen het. Presiese syfers is egter moeilik bekombaar.
Interessanthede omtrent adverteerders
Dietrich, Voigt, Mia: Lewer reeds vier dekades lank gehaltediens in bloedtoetsing aan geneeshere en pasiënte in Bloemfontein en omgewing en is ook die eerste patologielaboratorium in Bloemfontein wat deur SANAS geakkrediteer is. Deel van die PathCare laboratoriumgroep, met 'n nasionale en internasionale spoor, het hul toegang tot 'n groter verskeidenheid gespesialiseerde vakkundigheid.
Quinta-med: Amongst the services that Quinta-med offers, is a Travel Clinic which provides counseling and information on health issues pertinent to the destination, administering the necessary vaccinations, issuing Yellow Fever certificates, providing first-aid kits and accessing the health of returning travelers.
Ampath: Ampath Bloemfontein is the local branch of the Ampath Group of Pathologists. The name Ampath hails from the two words “Amalgamated and Pathologists” and was formed when existing pathology partnerships amalgamated to form the largest Pathology practice in the country.
Care Cure: The fact that little more than only 7 million people of South Africa are covered by a medical aid, led to the establishment of sub-acute clinics, such as Care Cure, striving to provide health care to a much wider range of South Africans. Most of the services required by the clinic are outsourced to people within the community.
Bloemcare: Mediese navorsing het bewys dat talle beroepsverwante faktore 'n uitwerking op werknemers en werkgewers se gesondheid kan hê. Ongelukkigheid binne 'n werksituasie is nou verbonde aan depressie en verwante siekte, soos stres. Soms raak die situasie oorweldigend en lei dit tot gereelde angsaanvalle of depressie, wat uiteindelik behandeling noodsaak. Dit is een van die situasies wat deur dienste van Bloemcare ondervang word.
Workplace guidelines
Dick Conradie
All businesses, whether it is involved in manufacturing, the mere onward supply of a product or the provision of a service, are subjected to the risk of fires on site.
There are two main reasons for this: the concentration of people activities in one location and the existence of infrastructure on site. In the case of manufacturing enterprises there are industrial processes involved; in the case of product supply, there are warehousing and loading facilities involved and where a service is provided, several people are usually active on the premises.
These factors create the potential circumstances required for a fire to start. Many business owners believe that the risk of a fire should be borne by its insurance company, not them. It is a very unwise approach, because a fire will cost the business dearly in the end in terms of injuries or death, damage to income-generating assets, lost output, lost markets, customer dissatisfaction and, inevitably, increased insurance premiums.
• Conradie can be contacted at 051-5222466 / 0824407875.
Precautions
• Fanie Cooks, Occupational Safety consultant
As with general health and safety measures at the workplace, provisions regarding fire precaution are being regulated by the Occupational Health & Safety Act, 85/1993 (OHS Act).
As to the safe evacuation of a workplace in case of fire, an employer should take the precautionary measures as stipulated by Regulation 9 of the Act. This regulation states that all emergency escape doors, from any room or passage, or at a staircase, should open outwards rather than inwards. Furthermore, every door of a room where persons may be present, and every doorserving as a means of exit, should be kept clear and be capable of easily opening from inside.
The same applies to the outer escape exit from the workplace. Staircases and steps should have substantial hand rails, while staircases intended to be used as fire escapes should be constructed of non-combustible material, kept clear of any material or other obstruction, and not end in an enclosed area.
• Cooks can be contacted on 082 781 8857.
Following the local government elections of 1 March 2006, the first revised annual budget for the Mangaung Local Municipality has been submitted on 26 May 2006 by the new Executive Mayor, Ms. Gertrude Mothupi, together with her new Council.
As such the budget is designed to redress past shortcomings and imbalances, to effectively improve service delivery, to optimize business growth and to firmly set Mangaung on its way as a host city for the 2010 Soccer World Cup – thus truly keeping the City on the Move.
Mayoral Budget Speech
The following is an executive summary of the Mayoral Budget Speech as delivered by Clr. Mothupi :
“We approach our term of office with the anticipation of a fresh start and great hope, a renewed sense of enthusiasm, for it means working with all of you – stakeholders, officials, community and the new Municipal Council members.
“We commit ourselves to delivering quality services to our people in an effective, efficient and sustainable manner, and we will continue to be committed until all enjoy a better life in Mangaung. We also commit ourselves to working in partnership with the residents of Mangaung, the City on the Move. We have a duty to you, to provide you with services in an equitable and sustainable manner subject to the highest standards of good governance.
“The residents of Mangaung must use this Budget to accomplish their priorities and demand efficiency in its execution. Having implemented the IDP and Budget priorities we will be able to confidently shout in a unified voice to communities locally, in our Province and the rest of the country that 'If you want investment opportunities; if you want to expand your business; if you want to build affordable housing: We are here! Mangaung is open for investment and business'.
“We will ensure that our officials understand, listen and are prepared to 'live' by the principles of Batho Pele in improving the quality of the life of our people. Delivering on these will mean achieving our vision that:
There are good and accessible basic services for all - a dynamic economy with a high employment rate – an economy comprised of innovative formal and informal businesses - and a highly skilled workforce.
Mangaung's citizens have great civic pride, exhibit a strong sense of responsibility and maintain a strong partnership ethos. There is a vibrant cultural life. Citizens participate actively and trust their service providers, who operate with a culture of transparency and accountability.
Poverty has been reduced, everyone has access to land and housing, there is a more equitable distribution of wealth and health – formerly disadvantaged groups are participating actively in our society and in the economy.”
Mangaung is attractive, safe, clean, green and healthy, and sought after by visitors and investors.
“We have established noteworthy public participation processes that ensure our residents and other stakeholders are active participants in the IDP and budget. This ensures that they are not just passive consumers of the services provided to them and of the decisions taken by their elected representatives.
The IDP and budget that is being considered for approval today, is a product of that outstanding intensive community and stakeholder consultation process, listening to our citizens and reflecting their priorities and wishes in the IDP and budget for 2006/2007.
We are faced with the following immediate challenges for the short to medium term:
• The total eradication of the bucket system by 2007;
• Ensuring effective, efficient and sustainable service delivery, for
example addressing the irregular night soil removal in Botshabelo;
improving our cemetery operations in Bloemfontein and providing
security at landfill sites to combat criminal activities;
• Ensuring good and clean governance;
• Improving our customer relations and keeping in constant touch
with electorate in Mangaung;
• Fast tracking the delivery of housing to our people.
We adopted five strategic priority areas to inform our decision making while acknowledging that our implementation priority number one remains the immediate eradication of the bucket system. These five strategic priorities are:
• Economic development;
• Service excellence;
• Financial sustainability;
• Common purpose – embracing one vision for all Mangaung citizens;
• Community resilience – with HIV/AIDS as a primary focus.
“We have aligned our budget to these priority areas and in our overall reviewed IDP.
“Therefore I am happy to present to you our balanced budget as follows: Expenditures at R1.6 billion, revenues at R1.58 billion, with the small shortfall funded from prior years surpluses, as requested by the MFMA.
“The capital budget of R309 million is fully funded. An additional R142 million has been included in the budget for upgrading our soccer facilities for 2010 Soccer World Cup. However, I want to make this clear – while we ask you to adopt the budget for the 2010 facilities, we make spending of any amount of that budget specifically contingent on the receipt of national or provincial or other outside funding. We are prepared to do our share to ensure a highly successful Soccer World Cup in Mangaung, but we cannot do it alone.
“Today we face significant budget challenges, with priorities and backlogs outweighing resources. However, we have met the challenge of balancing between all of the priorities that we face and the resources available, and have kept the increase in the general tariffs to an average of 4.9%. I am very pleased that my first budget recommendation contains such a modest increase in general rates and tariffs.
“I want to briefly highlight just a few of the challenges referred to earlier which are priorities in this budget:
¦Sanitation : Our 2006/2007 capital budget contains R59,431 million for the elimination of just under 4,000 buckets – under this plan approximately 14 000 buckets would still be in service at the end of 2006/2007 unless additional funding is provided or other capital projects are eliminated. Based on my receiving late information, we need to add R211 million for the complete eradication of all buckets in our sanitation system by 2007! Other sanitation budgetary provisions include R8.7 million for extention to eastern wastewater treatment works and R5 million for extention to northern wastewater treatment works.
¦Water: R9.1 million is needed for water reticulation to erven and R5.5 million for bulk water supply to western areas.
¦Roads: Our capital budget contains almost R98.12 million for roads, including R6.5 million for re-sealing of roads; R29.1 million for upgrading of roads; R3.5 million for improvements of Parfitt Avenue; R3.35 million for improvements of Curie Avenue; R4 million for heavy rehabilitation of streets; R2.117.390 for graveling and re-graveling of approximately 21 km roads; and R49.499.950 for building of approximately 38 km tar and Cape Seal roads with stormwater drainage.
¦Solid waste: R6.4 million for purchasing three compaction vehicles. R1 million has been budgeted for the upgrading of the landfill sites which will be utilized for installation of the weighbridges project.
¦Electricity: R5.5 million for electricity connections (bulk) Bloemfontein, Mangaung, Botshabelo and Thaba Nchu; and R5 million for high mast area and street lighting.
¦Public health: We have among others made the allocations of R2 million for reconstruction of two clinics, namely Kagisanong and Westdene.
¦Economic development: We have identified the following key projects and allocated resources to them: R1 million for N8 Development Corridor / R1 million for purchase of land for commonages / R3.7 million for women's project for the CBD rejuvenation / R2 million for tourism infrastructure / R700 000 for training facilities for SMMEs / R2 million for purchase of land to accommodate squatters.
“The major issue confronting us today is not to find new programmes and new resources – it's a simple matter of executing and delivering on those programmes and promises that are in the IDP and in the 2006/2007 budget. Execution starts with leadership. And make no mistake about my intentions in this regard - we will lead.
“Working together -- not against each other -- is the key to the future...the future of our municipality, our province, and our Republic. We have strayed from this path over the past twelve months, but we will return to the path of teamwork with a vengeance. We are fortunate to be backed by a most talented staff that possesses the capability to fulfill all of the IDP and budget expectations. Performance will be the rule from this point on.
“In conclusion, we are a diverse people - we embrace our differences, making them one of our greatest strengths. We are an inclusive people -- looking past lines of race, religion, class and sexual orientation. We are an innovative people -- adapting to changing times, capitalizing on opportunities, never shrinking from the continual changes that are required of each of us and that will only intensify.
“This is a unique and defining moment in Mangaung's history. There is a palpable hunger for a change in direction. We will usher in a renewed spirit of cooperation, building partnerships and alliances across geographic lines in the delivery of our mandate.
“The key to our future, in other words, is you. You, the citizens and stakeholders of Mangaung, who have always contributed the most to the civic and economic fabric of our community. I need your help. The Council needs your help. The entire Municipality of Mangaung needs your help. Together, we must execute the promises made in this budget. And together, we must create a legacy for future generations.
“Every citizen owes to the Municipality a close scrutiny of its public servants and affairs. I enthusiastically encourage this scrutiny, because I intend to do everything within my power to deliver on the commitments we are making today.
“Not every task we will undertake is easy, nor will that ever change. But our philosophy of teamwork, partnership with each of you, will enable our Municipality to reach new heights and make Mangaung the best possible place to live, work, and invest. We can set an example for South Africa as we build on our strengths, honestly acknowledge and address our weaknesses, and celebrate the possibilities of common ground.”
Budgetary recommendations
The budgetary recommendations subsequently adopted by Council are summarised as follows :
• Total operating expenditure of R1.6 billion and total operating
revenue of R1.5 billion, with indicative amounts for the two
projected outer years 2007/08 and 2008/09.
• A capital budget of R309.8 million, excluding the 2010 World Cup
projects, together with the multi year appropriations by vote, GFS
classification and funding for the two projected outer years
2007/08 and 2008/09.
• A 2010 World Cup budget of R142,113,650, subject to funding
sources being secured.
• The general assessment rates in respect of the Mangaung Local
Municipality be increased with 4.9% above the previous year.
• That proposed sanitary levies in respect of the Mangaung Local
Municipality (excluding residential in Bloemdustria, Ribblesdale,
Bloemspruit, Bainsvlei and Peri Urban areas in Thaba Nchu, but
including the Langenhovenpark area) be approved.
• In respect of general assessment rates, the proposed rebates be applied.
• That the general tariffs and charges, at an average increase of 5%,
as reflected in the Tariffs Booklet, be approved for the 2006/07
budget year.
• Water tariffs for the 2006/07 financial year be increased with 7,75%
above the previous year.
• Electricity tariffs for the 2006/07 financial year be increased with an
average of 6% above the previous year.
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