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CONDITIONAL GRANTS PROGRESS AND CAPITAL EXPENDITURE 2007/2008

CONDITIONAL GRANTS PROGRESS AND CAPITAL EXPENDITURE 2007/2008. MEC DP Magadzi 22 January 2008. PERFORMANCE & TRENDS IN ALLOCATION/TRANSFER 2005-2008. 2007/08 CASP PROGRESS REPORT. The following activities were targeted Deliver well planned & massified projects

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CONDITIONAL GRANTS PROGRESS AND CAPITAL EXPENDITURE 2007/2008

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  1. CONDITIONAL GRANTS PROGRESS AND CAPITAL EXPENDITURE 2007/2008 MEC DP Magadzi 22 January 2008

  2. PERFORMANCE & TRENDS IN ALLOCATION/TRANSFER 2005-2008

  3. 2007/08 CASP PROGRESS REPORT • The following activities were targeted • Deliver well planned & massified projects • Resource auditing e.g. water resource development, Soil testing • Implementation of projects found feasible • Farmer capacity building • Comprehensive planning for 2008/09

  4. 2007/08 PROGRESS REPORT CONT’D

  5. PROJECTED SPENDING FOR QUARTER 3 (07/08)

  6. One of the massified poultry projects

  7. 2006/07 IGP projects Outcomes • 90% of the budget was spent. • 10 of 12 Poultry houses of 40,000 capacity were completed. • 42 Microenterprises with 1247 beneficiaries were developed. • Fresh Produce Packhouse facilities were located, first seller withdrew offer. Facilities to lease in Seshego were withdrawn by ExCo decision.

  8. IGP PROJECTS 2007/08

  9. LandCare Objectives 2006/7

  10. LandCareQ3 Financial Progress

  11. TARGET vs OUTPUTS 2007/08

  12. Expected Outcomes -LandCare • All funds will be committed by end of January 2008. • Expected spending by end March 2008 will be R6,943mill. • Expected to be rolled over R1,8mill.

  13. DEVELOPMENTAL CHALLENGES • Assessment and program review revealed the need to move from quantity to quality (economic feasibility and impact) • Late appointment of planning engineers in line with a change of strategy from delivery of minute to massification, which necessitated detailed planning, therefore very delayed implementation with both happening in the same year – performance still expected to be just over 90% (R58,650 000) • Managing slow conceptualization to change of strategy by both farmers and officials took over 14months. • Engineering capacity to monitor mega projects is limited.

  14. PLANS TO ADDRESS THE SHORTCOMINGS • Massified approach delivers fewer, and more sustainable projects which are cost effective to both planning and monitoring resources • Demand officials have been capacitated on the procurement processes requisite to the mega projects e.g. contract management, drawing of TOR and SLAs • Use of external engineering capacity where necessary • Current readiness for 2008/9 evident that planning will henceforth be fully completed six months ahead.

  15. Challenges – IGP 2006/07 Poultry House Contracts was re-advertised in June 2006 contractors were on site. • Fresh Produce market infrastructure delays due to Montina Seller withdrawal from Purchase Offer & cancellation of Lease at Seshego by ExCo Decision. (ExCo wanted an integrated Plan with LEDET & Funding Plan = +-R300m) • Micro enterprises delayed due to Electricity connections but most are complete. Testing has to be done before finalizing and hand-over.

  16. MONITORING CAPACITY & PROCESSES • LDA makes use of the following tools: • Monitoring tools developed (involve rigorous approval criteria) • Monthly narrative & financial reporting by Districts (with digital recording of projects status • Provincial team meetings involving Districts, municipalities & specialized agric service units • Ad hoc projects sampling and field visits. • Sharing of best practice across districts. • All demand managers have been trained on contract management in order for them to enforcement adherence to the TOR and delivery of quality products • LDA has complied with reporting requirements of Dora.

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