CACADU DEVELOPMENT AGENCY SOE LIMITED
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REGISTRATION NUMBER 2012/162790/30
CACADU DEVELOPMENT AGENCY SOE
LIMITED
MID-YEAR SUMMARY PERFORMANCE REPORT
2019/20
JULY TO DECEMBER 2019
IN TERMS OF SECTION 121 OF THE MUNICIPAL FINANCE
MANAGEMENT ACT (2003) AND SECTION 46 OF THE
MUNICIPAL SYSTEMS ACT (2000)
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Table of contents
Table of contents .................................................................................................................................... 2
1. HIGHLIGHTS OF THE MID-YEAR CDA PERFORMANCE ..................................................................... 4
2. CDA SOCIO-ECONOMIC DEVELOPMENT GOALS ............................................................................. 5
2.1 CDA Strategic Goals................................................................................................................. 5
2.2 Policy and Project Management System Development.......................................................... 6
1.3 CDA Economic Development Project Conceptualisation and Implementation Processes. .......... 6
2.3 CDA HIGH LEVEL ORGANISATIONAL STRUCTUE. .......................................................................... 7
3. BOARD CHAIRPERSON, CEO AND CFO Q2 REPORT REMARKS ........................................................ 8
3.1 CDA Board Chairperson’s Foreword ............................................................................................. 8
3.2 Chief Executive Officer’s Report ................................................................................................... 9
3.3 Financial Officer’s Report ............................................................................................................ 10
4.1 Service Level Agreement between SBDM and CDA ............................................................ 12
4.2 CDA Operational Model to Achieve SLA Mandate .............................................................. 12
4.2.1 Centrality of Local Municipalities in supporting CDA mandate ........................................... 13
5. CDA ORGANISATIONAL STRUCTURE & OPERATIONS ................................................................. 15
6. CDA INDUSTRIAL SECTOR DEVELOPMENT LOGIC FRAMEWORK ................................................ 16
6.1 KEY ACTION PROGRAMME: REVITALISATION OF AGRICULTURE AND AGRO PROCESSING
VALUE CHAIN IN THE SBDM FOR NEW OR........................................................................................ 16
EXPANSION OF EXISITNG ENTERPRISES IN INCLUSIVE GROWTH PRINCIPLES .................................. 16
6.2 KEY ACTION PROGRAMME : SARAH BAARTMAN DISTRICT TOURISM BUSINESS DEVELOPMENT
PROGRAMME FOR INCLUSIVE .......................................................................................................... 17
GROWTH ........................................................................................................................................... 17
6.3 KEY ACTION PROGRAMME: SUPPORT THE REVITALISATION OF INDUSTRIALISATION
INITIATIVES OF THE SBDM AND ITS ASSOCIATE ............................................................................... 19
LOCAL MUNICIPALITIES ..................................................................................................................... 19
6.4 KEY ACTION PROGRAMME: SUPPORT THE RENEWBLE ENEARGY SECTOR DEVELOPMENT AT
THE DISITRICT AS LED BY DIFFERENT ................................................................................................ 20
PRIVATE SECTOR PARTNERS ............................................................................................................. 20
6.5 TRANSLATION OF KEY ACTION PROGRAMME INTO ANNUAL PREDETERMINED OBJECTIVES
FOR CDA ............................................................................................................................................ 22
7. 2019/20 PREDETERMINED OBJECTIVES ....................................................................................... 23
8. 2019/20 PREDETERMINED OBJECTIVES: REVISION WITH INTERNAL AUDIT & AGSA INPUT :
CDA BOARD APPROVED ....................................................................................................................... 28
9. 2019/20 PREDETERMINED OBJECTIVES: PERFORMANCE ON TARGET VS ACTUALS .................. 32
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10. NARRATIVE REPORT ON ECONOMIC DEVELOPMENT FOR 2019/20 MID-YEAR ....................... 36
10.1 PARTNERSHIP DEVELOPMENT .............................................................................................. 36
10.2 FUNDING MOBILISATION ...................................................................................................... 37
10.3 PROJECT IMPLEMENTATION FOR SECURED FUNDING ......................................................... 38
11. FINANCIALS ..................................................................................................................................... 39
12. MID-TERM HIGHLIGHTS & SERVICE DELIVERY CHALLENGES ........................................................ 42
12.1 Summary of 2019/20 Mid-Year Performance ........................................................................ 42
12.2 SERVICE DELIVERY CHALLENGES .............................................................................................. 48
b.2 New Employees for CDA ........................................................................................................ 49
b.3 Contract Extension .................................................................................................................. 49
13. 2018/19 AGSA AUDIT OUTCOMES ................................................................................................. 51
14. CORRECTIVE MEASURE ON AGSA AUDIT OUTCOMES AS IT RELATES TO 2019/20
PREDETERMINED OBJECTIVES ON LOCAL EECONOMIC DEVELOPMENT KEY FOCUS AREA ............... 54
14.1 REVIEW OF 2019/20 CDA PREDETERMINED OBJECTIVES ....................................................... 54
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1. HIGHLIGHTS OF THE MID-YEAR CDA PERFORMANCE
A. ATTRACTION OF EXTERNAL B. INFRASTRUCTURE INVESTMENT
FUNDS: FACILITATION:
1. FOUR (4) FUNDING APPLICATIONS 1. ZUURBERG PEACE MEMORIAL
SUBMITTED TO FUNDERS. CONSTRUCTION AT SRVM:
2. FUNDING APPLICATION RESULTS: DRDLR INVESTED A TOTAL
CDA SECURED R28 000 000.00 ESTIMATED AT R 54 146 095.50
FROM THE DEDEAT STIMULUS a. Cumulative payments:
FUND FOR INFRASTRUCTURE BULK R 36 233 027.58
SERVICES DEVELOPMENT TO b. Jobs est. 103 people.
CREATE ECONOMIC c. To completed July 2020
INFRASTRUCTURE FOR SOMERSET 2. WIND TOWER MANUFACTURING
EAST INDUSTRIAL PARK. AT SOMERSET EAST:
a. About 100 jobs created.
Project is nearing
completion.
Wind Tower Manufacturing
D. AGSA AUDIT OUTCOME
C. HUMAN RESOURCES
o 2017/18 Disclaimer
3 new staff joined the CDA o 2018/19 Qualified
4 interns placed at the CDA
2 staff contracts ended
F. SEED FUND INVESTMENT
E. PARTNERSHIP SIGNED Somerset East Aerodrome facility
operations;
4 Signed with Local municipalities Frozen Beef Export Pilot;
2 signed with private sector Science & Technology Incubator
Development;
District Economic Development
Model;
SBDM land development 4|Page
2. CDA SOCIO-ECONOMIC DEVELOPMENT GOALS
2.1 CDA Strategic Goals
The CDA entered into a service level agreement with the Sarah Baartman District municipality to
pursue the following predetermined objectives in pursuant of its mission.
a) Catalyse economic growth investment in the district by:
Improving the economic and investment climate in the region;
Developing regional economic nodes and regenerating small towns; and
Investment promotion and resource mobilization;
b) Human capacity development
Build technical skills base of the inhabitants, particularly the youth, of the district; and
Support entrepreneurship development.
c) District infrastructure development and asset management
Developing catalytic infrastructure [roads, electricity, water, Industry Park, etc.]
o Enhance intergovernmental relations
Strengthen inter-governmental and inter-sectorial integration, strong stakeholder
management and communication,
Co-ordinating work of different municipalities and government agencies at regional level;
Table 1: CDA Strategic Goals and Objectives
Strategic Goal Action Alignment to Strategic Objectives
1. Enable economic Catalysing (facilitation, investment 1. To enable the long-term economic
growth, partnership development, agency growth and infrastructure
infrastructure and implementation function, business development across the district
investment within through the commercial exploitation
plan development, market access,
the district. of its economic potential across
training, etc.) growth of those industrial sectors and associate
industrial sectors in which the development of strategic economic
district has competitiveness and production centres through multiyear
investment potential. delivery programmes, proactive
development facilitation and
Catalytic intervention and strategic mobilisation of investments as well as
mobilisation of capital investments development partnerships.
in areas with better returns for
investors can unlock development
2. To efficiently, effectively and
potential, stimulate local economically deliver sustainable
economies and boost job creation social and economic infrastructure
and entrepreneurial development. projects.
5. Solutions oriented In partnership with various 3. To promote BBBEE through economic
organisation to stakeholders, the CDA will develop empowerment of previously
empower the solutions to meet local needs and disadvantage persons per
district citizenry. government preferential
mitigate challenges in the context
procurement framework.
of involving people in their own
development.
4. To improve and enhancing the CDA's
Supporting local innovation and its corporate governance and operations
to ensure that it complies with all
commercialisation, adaptation of
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international best practices, legislations and thus becomes an
technology appropriate and its efficient, effective, financially
localisation are interventions that sustainable and well-governed
organisation to deliver on its
the CDA will implement to
mandate.
empower people of the district.
6. Continuous The agility of the CDA and it being a
improvement learning organisation would ensure
that it runs an efficient and
dynamic operation to meet its
strategic goals.
2.2 Policy and Project Management System Development
Proposed Policy; Guidelines & Procedure Project Management
Forms
Financial HR System Tool Kit
CDA Approval Performance Project Charter Contracting Routing
Framework Agreement & Form
Scorecard
CDA Re-imbursive Contract on Overseas Concept Note Overseas Trip Request
Travel
CDA Cash & Consequence Project Scheduling and Overseas Trip S&T
Investment Management Monitoring Tool Claim Reconciliation
Form
CDA Fixed Asset Contract Registration
Form
Project Management Indemnity
Procedure
Guidelines and Timesheet
procedures for
customer contracts in
the CDA
1.3 CDA Economic Development Project Conceptualisation and Implementation
Processes.
Project scoping,
Development and
stakeholder(s) Overall economic Post
Project Development and project
identificationand development implementation
conceptualisation project packaging facilitation and
partnership implementation support
coordination
agreements
Figure 1. CDA Economic Development Project Process
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Figure 2. CDA Economic Development Project Implementation Phases
2.3 CDA HIGH LEVEL ORGANISATIONAL STRUCTUE.
SBDM COUNCIL - BOARD OF DIRECTORS
MAYOR
FUNDING ENTITIES; INVESTORS AND PRIVATE SECTOR
PROVINCIAL AND NATIONAL GOVERNMENT
MUNICIPAL CHIEF EXECUTIVE OFFICER BOARD COMMITTEES
MANAGER
LOCAL MUNICIPALITY
INTERNATIONAL ECONOMIC PARTNERSHIP
CDA ADMINISTRATION
DEVELOPMENT THROUGH HOSTING OF
SUPPORT
RESPECTIVE COUNTRY’S SPECIALISTS.
FINANICAL PM: PLANNING BUSINESS PM: DEVELOPMENT
OFFICER & STRATEGY DEVELOPMENT IMPLEMENTATION
CURRENT STAFF COMPLIMENT
CEO
1 x Finance Officer
1 x Business Development Officer
1 x Administrator
4 X Agricultural Interns
1 X Business Development Manager for China
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3. BOARD CHAIRPERSON, CEO AND CFO Q2 REPORT REMARKS
3.1 CDA Board Chairperson’s Foreword
The CDA Board is pleased to receive from the CDA management a positive development that would
greatly enhance the CDA’s organisational reputation as an important entity of the Sarah Baartman
District Municipality to advance the socio-economic development fo the District. These development
includes:
the CDAs upward progression on its audit outcomes from adverse audting finding in 2017/18 to
qualified audit finding in 2018/19 financial years respectively;
the 53% of savings in audit fees;
the securing of R28 million rand from the DEDEAT Stimulus Fund and the actual transfer of the
funds into the CDA account ion the 28 December 2019 is not a mean feat.
the identification and settling of VAT historical debt of 2013 with SARS. The none resolution of
this matter in the past years has hampered CDA ability to secure funding from funders as the tax
clearance certificate is a mandatory requirement to secure funding.
All of the above positive outcomes are a good foundation for the CDA to soar to greater heights.
The CDA management should with speed address all the shortcomings as identified by the AGSA as a
matter of urgency.
We further note the CDA continued engagement with other relevant stakeholders. The CDA Board
encourages such engagement as they as are necessary in building strategic relations that would be
relevant for the CDA in further unlocking value for the district aligned to the CDA mandate.
The CDA management is further encouraged to expedite the partnership agreement with those
municipalities that have not yet signed.
The CDA Board expect the CDA management to expedite the implementation of the bulk services
project in the Blue Crane Route Municipality and the Board expect that project timelines will be
shared in the next Board meeting.
Mr Alroy Taai
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3.2 Chief Executive Officer’s Report
The CDA underwent audit by AGSA for 2018/19 financial year, accounting for the period of 10
months that the CEO has been in charge of the organisation. To prepare for the successful audit, the
CEO had to ensure that all the relevant information was available for the AG in order to form a
factual opinion on the CDA state of affairs. The 2017/18 audit outcomes demonstrated the key
critical gaps within the CDA, i.e. system and competency based competencies.
Thus the 2018/19 audit outcomes would clearly demonstrate to which extent the CEO has been
successful in implementing the corrective actions that progressed the CDA to a better level of audit
finding than that of 2017/18.
The 2018/19 audit opinion for the CDA of unqualified audit opinion on financials and LED
information for reliability with qualified opinion arising from usefulness & consistence, showed a big
improvement for the CDA. The AGSA audit general rule is that the worst audit opinion result is
approved as the final audit opinion.
The CEO and the management team have noted the AG recommendation on both the management
and audit reports. Corrective actions have already been effected to ensure that the 2019/20
outcomes are improved.
The finalisation document submission to the DEDEAT and the subsequent transfer of R28 000 000.00
into the CDA account by DEDEAT on 20 December 2019, gave rise to a new milestone for the CDA.
This being the responsibility that the CDA is expected to carry out the implementation of the project
within the stipulated time period and budget. A lot is at stakes for the CDA. Thus all CDA’s resources
will be channelled to the successful implementation of the project.
The midterm affords the CDA with the opportunity to undertake the budget adjustment, this task
was led the finance officer and was completed for presentation to the Board.
The budget adjustment is aligned to the CDA predetermined objectives whose outlook is to build a
financially viable and sustainable company whose economic development impact is felt across all the
district municipalities.
The next two quarter are important to the CDA management team to ensure that it builds strong
organisational fundamentals that the future generation will be product, thus giving meaning to the
Eastern Cape Province Premier rallying cry on “Building the Eastern Cape we want”.
Sunshine Blouw
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3.3 Financial Officer’s Report
REPORT TO THE BOARD ON THE MID-YEAR BUDGET AND PERFORMANCE ASSESSMENT OF CACADU
DISTRICT DEVELOPMENT AGENCY
In terms of section 87(11) of the Municipal Finance Management Act, the accounting officer
of a municipal entity must by no later than seven working days after the end of each month
submit to the accounting officer of the parent municipality a statement in the prescribed
format on the state of the entity’s budget reflecting the following particulars for that month
and for the financial year up to the end of that month:
(a) Actual revenue, per revenue source;
(b) actual borrowings;
(c) actual expenditure;
(d) actual capital expenditure;
(e) the amount of any allocations received;
(f) actual expenditure on those allocations, excluding expenditure on allocations
exempted by the annual Division of Revenue Act from compliance with this
paragraph; and
(g) when necessary, an explanation of—
(i) any material variances from the entity’s projected revenue by source, and
from the entity’s expenditure projections;
(ii) any material variances from the service delivery agreement and the
business plan; and
(iii) any remedial or corrective steps taken or to be taken to ensure that
projected revenue and expenditure remain within the entity’s approved
budget.
Furthermore, in terms of section 87, the reports conform to the following subsections:
(12) The statement must include a projection of revenue and expenditure for the rest of
the financial year, and any revisions from initial projections.
(13) The amounts reflected in the statement must in each case be compared with the
corresponding amounts budgeted for in the entity’s approved budget.
(14) The statement to the accounting officer of the municipality must be in the format of
a signed document and in electronic format.
Actual revenue, per revenue source
The CDA has an operating grant of R6 million from Sarah Baartman District Municipality
budgeted for the financial year. The Service Level Agreement was finalised between the
Agency and the Municipality and the Grant will be paid quarterly by the municipality. An
amount of R3 000 000 was received to date.
10 | P a g eStimulus funds for Somerset East Industrial Park Infrastructure Development Program of R
28 000 000(VAT incl) were secured from Department of Economic Development,
Environmental Affairs and Tourism.
There are no allocations that the CDA will be receiving through DORA (Division of Revenue
Act) for the 2019/20 financial year.
Actual borrowings
The CDA has not made any borrowings for the period to date.
Actual expenditure
ANNEXURE “A” contains the details for the reporting period, year to date and projections.
Actual capital expenditure
The capital expenditure incurred up the date relates to computer equipment that was
acquired in December that total to R 15 353.65
Variances
The Agency is prudent on its spending, no negative variances.
Irregular expenditure, Fruitless and Wasteful expenditure and Unauthorised expenditure
Fruitless and wasteful expenditure total to amount of R 62 200.90 of interest was incurred
as result of late payment of VAT incurred in November 2013 and was identified by the
Agency in October in this financial year when was working on ensuring that it is a tax
compliant entity.
Cost Containment Measures
The entity is currently not using any consultant in relation to legal matters but utilizing
expertise of the legal advisor of the Parent Municipality and that saved an entity costs
totalling to R 8500.
The entity is not providing catering for meeting held with stakeholders and meeting are held
in Agency premises and on measurement the entity is saving costs totalling to R 4350.
Mr Luvuyo Nomarwayi
December2019
11 | P a g e4. CDA ECONOMIC DEVELOPMENT MANDATE
4.1 Service Level Agreement between SBDM and CDA
The CDA entered into a service level agreement with the Sarah Baartman District municipality to pursue the following objectives in pursuant of its mission.
d) Catalyse economic growth investment in the district by:
Improving the economic and investment climate in the region;
Developing regional economic nodes and regenerating small towns; and
Investment promotion and resource mobilization;
e) Human capacity development
Build technical skills base of the inhabitants, particularly the youth, of the district; and
Support entrepreneurship development.
f) District infrastructure development and asset management
Developing catalytic infrastructure [roads, electricity, water, Industry Park, etc.]
o Enhance intergovernmental relations
Strengthen inter-governmental and inter-sectorial integration, strong stakeholder management and communication,
Co-ordinating work of different municipalities and government agencies at regional level;
4.2 CDA Operational Model to Achieve SLA Mandate
The CDA’s budget from its primary shareholder, the Sarah Baartman District Municipality (SBDM), covers the agency’s operations and seed funding to
initiate some economic development projects.
The expectation is that the CDA staff should deploy all their intellectual capital and expertise to attract investments from varied sources to invest in those
industrial focus areas in which the District has both comparative and competitive advantage. It goes without saying that investors are looking for different
incentive packages to ensure they get the returns on their investments.
The attraction of investment is predicated on the CDA developing and following a simple business operational model. The table below depicts the CDA’s
business operational model
12 | P a g eTable 1: The CDAs business operational model.
INDUSTRIAL FOCUS AREA FOR MODALITIES TO ACHIEVE THE DESIRED OUTCOMES
CDA STRATEGIC GOAL /
CDA PRIORITY AREA THE DISTRICT ECONOMIC STRATEGIC GOAL / OBJECTIVE
OBJECTIVE
DEVELOPEMENT
Enable economic Agriculture; Tourism; To attract investments in the Partnership development Improve District’s
growth, infrastructure Renewable Energy; industrial focus areas in which with both public and investment
development and Manufacturing; Economic the district has both private sector entities; portfolio;
Investment mobilisation; New enterprises
investment within the infrastructure development comparative and competitive
and and Job creation
district. advantages in which investors Project implementation. Improve District
will achieve return of GDP
investment.
4.2.1 Centrality of Local Municipalities in supporting CDA mandate
Since all infrastructure and economic development activities take place at a local municipal level, the local municipalities are an integral CDA partner. The
ideal Government Integrated Economic Development strategy for local municipalities should be founded on National & Provincial Industrial Development
Strategies which are further cascaded down to the District and find implementing expression at local municipality. The latter’s economic investment
proposition being informed by its unique economic competitive advantage for investors.
The current fiscus allocation does not adequately provide local municipality with enough funding to implement catalytic economic development as
expressed in the 2008 White Paper of Local Government. To compensate for this skewed fiscus allocation, Government approved the Intergovernmental
Regulations Framework Act (No. 13 of 2005) to enhance integration amongst spheres of Government. Notwithstanding the IGR, it has been a challenge to
optimise collaboration between spheres of Government.
The District Development Agency model is one of the District Municipality’s strategies on focusing on economic development by creating an agile entity
that would foster and bring to bear integrative approach amongst Government role players.
13 | P a g eThe figure 2.1 below depicts the ideal scenario on integrating the different spheres of Government and its entities to derive maximal economic impact at
local municipal level.
Figure 2.1. CDA OVER-ARCHING OPERATIONAL MODEL
14 | P a g e5. CDA ORGANISATIONAL STRUCTURE & OPERATIONS
The CDA’s operating structure respond to the entity’s primary objective, which focuses on the mobilisation of investments from both the public and private
sector on CDA identified commercial opportunities. Figure 1 below show the current high level CDA organisational structure and operations.
SBDM BOARD OF
COUNCIL - DIRECTORS
MAYOR
FUNDING ENTITIES; INVESTORS AND PRIVATE SECTOR
PROVINCIAL AND NATIONAL GOVERNMENT
MUNICIPAL CHIEF BOARD
MANAGER EXECUTIVE COMMITTEE
CDA OPERATIONS
OFFICER S
LOCAL MUNICIPALITY
CDA INTERNATIONAL TRADE &
ADMINISTRATION INVESTMENT SPECIALISTS.
SUPPORT
PM: BUSINESS
FINANICAL PM: DEVELOPMENT
PLANNING & DEV
OFFICER IMPLEMENTATION
STRATEGY OFFICER
REPORTING
Figure 1. CDA high level organisational structure and operations.
15 | P a g e6. CDA INDUSTRIAL SECTOR DEVELOPMENT LOGIC FRAMEWORK
6.1 KEY ACTION PROGRAMME: REVITALISATION OF AGRICULTURE AND AGRO PROCESSING VALUE CHAIN IN THE SBDM FOR NEW OR
EXPANSION OF EXISITNG ENTERPRISES IN INCLUSIVE GROWTH PRINCIPLES
Nature and purpose of the CDA intervention:
The Gross Value Add (GVA) contribution of agriculture and agro-processing industries to the GDP of the Sarah Baartman District Municipality is estimated at 8%,
1
translating into R1.3 billion (2017) . The growth forecast for is estimated to be R1.6 billion by 2021. The sector’s total employment contribution (formal and informal) was
estimated at 16%, which about 25 000 people employed. Like any other district in South Africa, the percentage of unemployment is high and there is high percentage of
youth without matric qualification in the District.
National Government has identified of agricultural and agro-processing sector as critical in economic recovery and job creation in the country. The growth of the sector will
open opportunities for its transformation to increase participation of black people, particularly women and youth. Agriculture is the most labour intensive sector and used
successfully in other countries of the world for job creation and poverty eradication.
The Blue Crane Route and Dr Beyers Naude Local Municipalities contribute significantly in the global production of mohair fibre as well as wool fibre. The fertile lands of
Koukamma Local Municipality in the west have enormous deciduous fruit orchards, whilst Ndlambe and Makana produce pineapples and chicory products. The Sundays
River Municipality is the mecca of citrus products. Almost all of the District’s Local Municipalities contribute significantly to the Eastern Cape milk production. The District
hosts the Addo Elephant Park and is home to greater numbers of game farms. The different biomes and historical sites of significance found in the District offer different
tourism attractions.
The economic and ownership transformation of the agriculture and agro-processing sector affords the District with a unique opportunity to addressing the vexing
challenges facing the country, namely unemployment, inequality and poverty.
The CDAs overall objective of the Agriculture & Agro-Processing Economic Development Program is to create sustainable jobs and capacitate the local community by
identifying business development opportunities for creation of new OR expansion of existing agri-based industries (from concept phase development to full project
proposals) and collaborating with partners (both public and private) to attract new investments in the District.
Key objective:
2019/20 – 2021/22: Identification of a new OR expansion of existing agri-based industries that will attract new investment in the District and mobilisation of
1
16 | P a g estrategic partnerships to unlock the commercial potential. Agri-based industries that the District has both comparative and competitive
advantages includes:
(meat processing and associated downstream value add opportunities; animal fibre industry development; horticulture industry
development; new high value cash crops development; support expansion of existing commodity agri-products that the District is a
leader in, etc.)
Lead departments/ agencies : DRDAR; DRDLR; ECRDA; DEDEAT; ECDC; DAFF; DEA, Government Entities; Private Sector; others.
2
Supporting Departments/agencies : the dti, CDA ; SBDM; LMs; NT
Private Sector Partners : Dependent on commodity association, interested private sector partner(s); investors; black farmers and social
entrepreneurs.
6.2 KEY ACTION PROGRAMME : SARAH BAARTMAN DISTRICT TOURISM BUSINESS DEVELOPMENT PROGRAMME FOR INCLUSIVE
GROWTH
Nature and purpose of the CDA intervention:
Tourism can be defined as the non-commercial organisation plus operation of vacations and visits to a place of interest. Whether you visit a relative or friend, travel for
business purposes, go on holiday or on medical and religious trips - these are all included in tourism. The main purpose for an overnight trip is grouped into these
categories:
Leisure / Holiday
Business
Visits to friends and relatives
Other (Medical, Religious, etc.)
In South Africa, tourism contributed R136,1 billion, about 2.9% of the total gross domestic product (GDP) in 2017. When tourism's indirect and induced benefits across a
very broad value chain are factored in, the total contribution amounts to R412,5 billion, or 8.9% of the GDP.
In Sarah Baartman District Municipality, the Other (Medical, Religious, etc), relative to the other tourism, recorded the highest average annual growth rate from 2006 (47
000) to 2016 (42 700) at -0.95%. Visits to friends and relatives recorded the highest number of visits in 2016 at 199 000, with an average annual growth rate of -2.14%. The
3
tourism type that recorded the lowest growth was Business tourism with an average annual growth rate of -2.35% from 2006 (29 400) to 2016 (23 200) .
2
Lead support entity involved as per OVIs in the Logic Framework for the Program.
17 | P a g eSarah Baartman District Municipality had a total tourism spending of R 2.52 billion in 2016 with an average annual growth rate of 4.1% since 2006 (R 1.69 billion). Eastern
Cape Province had a total tourism spending of R 12 billion in 2016 and an average annual growth rate of 2.6% over the period. Total tourism spending in South Africa
increased from R 127 billion in 2006 to R 267 billion in 2016 at an average annual rate of 7.7%.
The District hosts the Addo Elephant Park and is home to greater numbers of game farms. The different biomes and historical sites of significance found in the District offer
different tourism attractions.
The economic and ownership transformation of the tourism sector affords the District with a unique opportunity to addressing the vexing challenges facing the country,
namely unemployment, inequality and poverty.
The CDAs overall objective of the Tourism Industry Development Program is to create sustainable jobs and capacitate the local community by identifying business
development opportunities for creation of new OR expansion of existing tourism-based industries (from concept phase development to full project proposals) and
collaborating with partners (both public and private) to attract new investments in the District.
Key objective
2019/20 – 2021/22: Collaborate with strategic partners in the tourism sector to enhance current District’s tourism offerings as well as the creation of new
ones attractive to the different market segment of both the domestic and international tourism market.
The SBDM tourism offerings include, cultural; wildlife (national parks and private game reserves); adventure (trails; Jbay surfing;
endurance sport; etc.); nature (biomes and plant biodiversity); historic sites; educational; spiritual; etc.
Lead departments/ agencies : Dept of Tourism; DRDLR; DASRAC; DEDEAT; ECDC; DAFF; NEF; Government Entities; Private Sector; others.
4
Supporting Departments/agencies : CDA ; SBDM; LMs; NT
Private Sector Partners : Local Tourism Office, interested private sector partner(s); investors; black tourist operators and social
entrepreneurs.
3
ECSECC: Sarah Baartman District Municipality Socio-Economic Review and Outlook 2017
4
Lead support entity involved as per OVIs in the Logic Framework for the Program.
18 | P a g e6.3 KEY ACTION PROGRAMME: SUPPORT THE REVITALISATION OF INDUSTRIALISATION INITIATIVES 5 OF THE SBDM AND ITS ASSOCIATE
LOCAL MUNICIPALITIES
Nature and purpose of the CDA intervention:
Manufacturing is the 4th largest industry in South Africa. Manufacturing is the country's fourth largest industry, contributing 14% to the gross domestic product (GDP). The
food and beverages division is the most important player in the industry, contributing 25% to total manufacturing activity.
In June 2019 the manufacturing industry in South Africa sold goods to the value of R203.7 billion compared to South Africa's total imports of R 103 754 352 076. Thus the
manufacturing to total imports ratio is currently sitting at (1.97). So basically for every R1 in goods manufactured locally, 50.7c is imported.
The manufacturing sector GVA contribution to the economy of the Sarah Baartman is estimated at R1.9 billion and created employment estimated at 16,500. The growth
forecast for 2021 is estimated to reach R2.07 billion rand.
The over dependence of the District’s economy on trade, finance and community services sectors, which account for combined 67% of the Districts’ GVA, demonstrate a
major weakness in the SBDM broad economic sector. It is common cause that the greater percentage contributions by the manufacturing sector in any economy, the
greater the growth indicators (employment, poverty reduction
The economic and ownership transformation of the agriculture and agro-processing sector affords the District with a unique opportunity to addressing the vexing
challenges facing the country, namely unemployment, inequality and poverty, standard of living, purchasing power, etc.). This is the desired state of economic activity that
the country, province, district aspire to achieve.
The manufacturing sector remains the most untransformed sector in South Africa. A marginal increase in the value addition of some of the District primary produce (citrus,
animal fibre, livestock, etc.) would greatly improve chances of new industries and job opportunities.
The CDAs overall objective of the Manufacturing / Industrial Economic Development Program is to create sustainable jobs and capacitate the local community by
identifying business development opportunities for creation of new OR expansion of existing manufacturing industries (from concept phase development to full project
proposals) and collaborating with partners (both public and private) to attract new investments in the District. Owing to fact that each local municipality has a unique value
add commercial opportunity of a specific natural product(s) growing specifically in that locality, presence a strong value proposition for beneficiation.
The Presidential Coordinating Committee recent bold announcement emphasizing the role the regional government should play in driving economic development is a
welcomed initiative that would place CDA favourably. Furthermore, the 2008 White Paper explicitly states the role of local municipality in economic development.
5
Directly dependent on securing investors, Government incentives; on product market availability.
19 | P a g eKey milestones:
6 7
2019/20 – 2021/22: Partnership facilitation and technical support for the development of the Industrial Cluster Precinct at the District’s Local Municipalities to stimulate
the District’s manufacturing bases and the creation of new enterprises.
Lead departments/ agencies : the dti; DEDEAT; ECDC; the dti; Government Entities; Private Sector; others.
8
Supporting Departments/agencies : DED, CDA ; SBDM; LMs; NT
Private Sector Partners : Dependent on commodity association, interested private sector partner(s); investors; black industrialists and
social entrepreneurs.
6.4 KEY ACTION PROGRAMME: SUPPORT THE RENEWBLE ENEARGY SECTOR DEVELOPMENT AT THE DISITRICT AS LED BY DIFFERENT
PRIVATE SECTOR PARTNERS
Nature and purpose of the CDA intervention:
The Department of Energy signed agreements with 27 independent power producers (IPPs), effectively unlocking R56 billion that will be invested in renewable energy
projects across the country, predominantly in rural areas.
The then Minister of Energy, Mr Jeff Radebe, outlined the importance of moving forward with renewable energy initiatives, arguing that lower electricity prices brought
9,10
about by clean energy will help indigent households cope with the rising cost of living . Government’s recommitment to renewable energy – is that it provides data on
the extent to which municipalities provide off-grid energy sources to poorer households, including solar energy. Moreover, most municipalities provide qualifying indigent
households with free basic electricity of 50kWh per household per month for grid energy system. This amount of electricity is considered enough to provide basic lighting,
basic water heating using kettle, basic ironing and a small black and white TV and radio.
According to SA Cities Network, the rapid increases in bulk tariffs charged by Eskom have resulted in sharp decreases in municipalities surpluses used to cross-subsidised
other services. The sharp electricity tariffs have exposed the financial vulnerability of many municipalities with slim revenue base.
6
Local Municipality; Provincial & National Government + entities, Private sector, etc as per OVIs
7
Business Strategy Development (Concept note –to-project plans development)
8
Lead support entity involved as per OVIs in the Logic Framework for the Program.
9
BusinessTech, Government signs 27 independent renewable energy agreements
10
ENCA, Minister insists renewable energy will boost jobs, transformation
20 | P a g eDEDEAT postulated that the renewable energy will provide the Eastern Cape business with a new growth opportunity in light of its potential to supply 60% of the province’s
energy needs. In recent times the Eastern Cape has achieved 1 073 MW of wind and solar farms in the first three rounds of Renewable Energy Independent Power
Producers Programme (Reippp). The estimated investment value was well over R21.5-billion of which R7-billion was allocated to local content. The Sarah Baartman District,
owing to its favourable climatic conditions for both wind and solar renewable energy sector development, is the leading District in the country in attracting government-
private sector investment on wind energy farms development.
The Blue Crane Route, Makana, Sundays River Valley, Kouga and Kou-kamma local municipalities are leading in wind energy farms development for the generation of wind
power. Whilst, Blue Crane Route, Dr Beyers Naude, Sundays River Valley, Koukamma have a potential for solar energy generation development. The Great Fish River Water
Canal that meanders through the Blue Crane Route and Sundays River Valley local municipalities, offer an opportunity to assess hydropower energy generation.
The Cacadu District Development Agency specific objective on renewable energy generation potential in the District is to partner, facilitate and explore together with the
relevant strategic public-private sector entities the development of the sector in the district.
11
Key objective :
12
2019/20 -2021/22: Partnership facilitation with government-private sector to explore green energy generation capability and to advance Distributed Generation within
the Sarah Baartman District Municipality.
Lead departments/ agencies : DMRE; NT; NERSA; IDC; DEDEAT; ECDC; DWS; Government Entities; Private Sector; others.
13
Supporting Departments/agencies : CDA ; SBDM; LMs [IPP Forum].
Private Sector Partners : IPPs, Financial Institutions; interested private sector partner(s); investors; black industrialists and
social entrepreneurs.
11
Depended on the nature of the agreement that CDA enters with relevant partners
12
Local Municipality; Provincial & National Government + entities, Private sector, etc as per OVIs
13
Lead support entity involved as per OVIs in the Logic Framework for the Program.
21 | P a g e6.5 TRANSLATION OF KEY ACTION PROGRAMME INTO ANNUAL PREDETERMINED OBJECTIVES FOR CDA
The CDA industrial sector focus key action program is a framework that serves as a guide to the CDA on catalytic economic development project to pursue
in which the District has both the comparative and competitive advantages to drive its industrial development trajectory.
The translation of the key action program into the CDA annual predetermined objectives is determined by the following key considerations:
project seed fund that the CDA receives from the Sarah Baartman District Municipality;
those project(s) in which the CDA has been successful in securing external funding for their implementation; and
projects implemented by other entities (government and private sector) other than the CDA in which the role of the Agency is deemed as important
for successful implementation of the project.
In the past, the AGSA audit outcomes of CDA local economic development, was deemed as ambiguous and not conforming to SMART14 principle,
particularly for those CDA project with no capital budget but which the CDA has identified as strategic to pursue.
Section 6 herein below typically show those projects in which the CDA has absolute control for their implementation and thus give full account to AGSA of
their implementation and outcomes.
The CDA will continue to use the Key Action Program guide to seek investments in the identified industrial sectors and will only translate into annual
predetermined objectives when certainty on secured investment has been made. This is the continued primary objective of the CDA.
14
Specific; Measurable; Achievable; Realistic and Time bound.
22 | P a g e7. 2019/20 PREDETERMINED OBJECTIVES
2019/20 CDA PREDETERMINED OBJECTIVES ALIGNED TO 2019/20 BUDGET
Socio Economic Development Goals: To promote the economic development by unlocking commercial potential of
catalytic industrial projects; attract investments to the District; new enterprises; reduce unemployment within the
context of inclusive growth and address national imperatives (inequality, poverty and under-development).
Key
2019/20
Performan
Budget
ce 2019/20 Quarterly target
INDUSTRIAL Per CDA
IDP Indicator Key Means of
SECTOR Baseli Target Programme Outcome
PRIORITY Applicable Interventio Evidence Verificati
FOCUS ne 2019/20 Statemen
AREA to all ns on
AREA t(s)
Industrial
Capex Opex Q1 Q2 Q3 Q4
Sector
Focus Area
1. Feasibility 1. To
on efficiently
establishme CDA ,
nt of High Managem effectivel
0 pre- 1 x pre- 1 x pre- 1 x pre-
2X Niche ent & y and
1. Number feasibilit feasibilit feasibilit feasibilit
Number of Vegetable Pre- Board economic
ECONOMIC of y y y y
pre- Supplier feasibility approval ally
& AGRICULTU prefeasibili plans or plans or plans or plans or
feasibility Developme plans or plus deliver
INFRASTRUC RE & AGRO- ty plans or 1 350 studies studies studies studies
plans or nt at District studies minutes. sustainab
TURE PROCESSIN studies 000 produce produce produce produce
studies for Coega produced, le
DEVELOPME G produced, d, d, d, d,
produced, Canning reviewed Proof of economic
NT reviewed reviewe reviewe reviewe reviewe
reviewed Manufacturi or updated client and
or updated d or d or d or d or
or updated ng Plant. sign-off / infrastruc
updated updated updated updated
2. Feasibility acceptanc ture
study for e projects
Agave OR in the
Mohair District.
23 | P a g eIndustry 2. To
Developme enable
nt in the long-
Support of term
SALGA. growth
3. Karoo and
Area or
Catch Cat developm
sector
Fish ent of the
2X based
Outgrower District's
Number of partnership
Business strategic
area-based s, in
2. Number Feasbility economic
or sector the form of
of sector Study. nodes in
based MoU’s,
based 4. 0x 1x 1x CDA the Local
partnershi 0 x area- contracts,
partnershi Prefeasibilit area- area- area- Managem Municipal
ps based letters of
ps y on based based based ent ity
formalised or sector intent or
formalised establishme or sector or sector or sector approval. through
or based related
or nt of based based based multi-
partnershi partners commitme
partnershi technical partners partners partners CDA year
p hips nt
p training and hips hips hips Managem delivery
programm formalis or
programm production formalis formalis formalis ent team program
es ed Partnership
es centres ed ed ed minutes. mes,
implement Programm
implement within the proactive
ed e
ed District. developm
(non- Implement
ent
cumulative ation
facilitatio
) Progress
n and
Report
productiv
e
developm
ent
partnersh
ips.
2X Makana- CDA 3. To
0 1 1 0 Project
3. Number Number of PowerX- Manaeme efficiently
projects projects projects projects Concept
of projects projects at CDA nt ,
RENEWABLE at at at at Design
at concept concept Agreement. 0 approval effectivel
ENERGY concept concept concept concept report as
design design Wind Relic- plus y and
design design design design per
phase phase CDA minutes economic
phase phase phase phase CDA
Agreement and / or ally
24 | P a g eImplementa Standards Proof of deliver
tion client sustainab
sign-off. le social
and
economic
and
0x 1x 1x 0x Sign-off infrastruc
projects projects projects projects on Design ture
4. Number projects
Dakawa at at at at Report by
of. projects 2X Project within
upgrading detailed detailed detailed detailed Client
at Number of 2 380 500 Design the
project. design design design design or PM or
detailed projects at (Dakawa) report as District.
TOURISM Zuurberg phase phase phase phase Principal
design detailed R0.00 (Peace per CDA.
Peace OR OR OR OR Agent.
phase design Monument) Business
Monument business business business business Approval
& Business phase Plans
Completion plan plan plan plan of
Plans
complet complet complet complet Business
ed ed ed ed Plan
Letter of
Regional
Intent
Innovation
5. Number and / or
Support CDA BAC
DISTRICT of Acceptanc
2X Program @ 0x 1x 1x 0x Approval
INDUSTRIAL contracts e Letter /
Number of SBDM. 900 contract contract contract contract (Letter)
NODES and or Signed
contracts Light 000 s s s s Business
DEVELOPME business SLA / or
awarded Manufacturi awarded awarded awarded awarded Plan
NT@ LMs plan Proof of
ng Ind Approval
awarded client
Developme
signed
nt Support
off.
CDA
Review of
implementi
Practical
6. Number ng SBDM
SARAH Completio
of projects office 0 1x 0 0
BAARTMAN 1X n
at relocation projects projects projects projects
OFFICE Number of Practical certificate
practical to SRVM at at at at
RELOCATIO projects at 1 600 000 Completion s (3rd
implement and practical practical practical practical
N & LAND practical certificates Party)
ation and identificatio completi completi completi completi
DEVELOPME completion
completion n of on on on on
NT Physical
phase commercial
inspection
potential of
land
25 | P a g epockets
owned by
SBDM.
To
strengthe
n and
improve
Number of the JDA’s
projects in corporate
Developme
which the Economic governan
nt of
CDA earns and ce and
business
project infrastruct operation
plans for
ENHANNCE CDA manageme 1X 1x 0x 1x 0x ure s to
economic
FINANCIAL FINANCIAL nt / agency Business external external external external projects ensure
and 0 0
SUSTAINABI SUSTAINABI implement Plan projects projects projects projects secured by that it
industrial
LITY LITY ation Developed secured secured secured secured CDA for remains
developmen
percentage funding an
t for funding
fee on all from effective,
by external
its clients efficient,
funders.
approved sustainabl
projects. e and
well-
governed
organisati
on.
26 | P a g eStrengthe
Strengtheni
ning
ng of 1x
political,
Implement political, Scoping 1x
Actioning 1 cultural
ing 1 agri- cultural and for Feasibilit Political,
SBDM- project 1 x Business plan and trade Market
rpoduct trade potential y study Cultural
CHINA from Letter development in relations opportun
supply relations local on and
INTERNATIO POLITICAL, of establishing frozen between ity for
project with partners Frozen Economic
NAL CULTURAL Procureme 600 meat supplier SBDM SBDM
from Letter Jincheng across Meat Trade
RELATIONS AND nt Intent development and China products
of City and value Market Developme
ECONOMIC from SIIC in industry for the strategic into
Procureme other Cities chain for opportu nt with
RELATIONS Shanghai, Chinese market. Municipal China
nt Intent in China. frozen nity in China
China ity and
for SIIC Participatio beef China
Trade
n in 2019 export
Organisati
CIIE.
ons.
Applicable to all Industrial Focus
KPI
Areas
Total target applicable to all Industrial
Target
Focus Areas
Q-Targets Quarterly targets
Reports, MoA, Project Concept, BAC, Completion Certificate, Business
Evidence
Plan, Secured funding
27 | P a g e8. 2019/20 PREDETERMINED OBJECTIVES: REVISION WITH INTERNAL AUDIT & AGSA INPUT : CDA BOARD
APPROVED
CACADU DEVELOPMENT AGENCY : 2019/20 PREDETERMINED OBJECTIVES OF ECONOMIC DEVELOPMENT
KEY PERFORMANCE 2019/
2019/20 QUARTERLY TARGETS
CDA INDICATOR 20
CDA CDA PORTFOLIO
INDUSTRIAL ANNU
PRIORITY STRATEGIC OF
SECTOR FOCUS KPI unit of AL QUARTE QUARTE QUARTE QUARTE
AREA OBJECTIVE Indicator EVIDENCE
AREA measure TARGE R1 R2 R3 R4
T
Entering into
partnership
agreements
with Local
Municipaliti
es in the
Number of
District and Signed
AGRICULTURE; partnerships 5 3 1 1 0
Sarah agreement.
TOURISM; developed
Baartman
ECONOMIC & RENEWABLE
District
INFRASTRUCT ENERGY; PARTNERSHIP
Municipality
URE MANUFACTURI DEVELOPMEN
based on
DEVELOPMEN NG; T
Municipality
T INFRASTRUCT
IDPs.
URE
Entering into
DEVELOPMENT
partnership
agreements
Number of
with private Signed
partnerships 3 2 0 1 0
sector agreement.
developed
entities for
the
developmen
28 | P a g et of
enterprises
in the
District.
Developmen
Number of
t of
trade & Report on
international
investment CDA trade
partnerships
opportunities 2 0 1 1 0 and
for
between CDA investment
investment
and China with China
& trade (ref
entities.
TID)
Feasibility study Feasibility
on Science & study report
Technology on meat
Preparation
Business processing
of feasibility 1 0 0 1 0
Incubator in and value
studies
Makhanda add facility
related to
Local in Ndlambe
economic
Municipality LM.
FUNDING and
Feasibility study
MOBILISATION infrastructur Feasibility
on
e study report
development of
developmen on meat
meat
t in the processing
processing and 1 0 0 1 0
district (ref and value
value add
TID. add facility
facility in
in Ndlambe
Ndlambe Local
LM.
Municipality
29 | P a g eResponding
to funding
Number of
calls from
funding Funding
various
proposal 2 0 1 1 0 proposals by
available
submitted to CDA
funding
funding calls
opportunitie
s (ref TID)
Somerset East
Aerodrome
Project
fencing as per
1 0 0 0 1 implementat
CDA, BCRM and
ion report
COGTA
commitments.
Number of
meetings
Implementat attended and
ion of reports
PROJECT
project(s) received by
IMPLEMENTAT Progress
for secured CDA, as an
ION report on
funding (ref active project
Zuurberg
TID). steering
1 1 Peace
committee
Memorial
member, on
construction
consrtuction
.
progress of
DRDLR
Zuurberg Peace
Memorial at
Addo ).
30 | P a g eSomerset East
Bulk
Infrastructure
Project Project
Implementatio 1 0 0 0 1 implementat
n as per ion report
approved
DEDEAT
funding.
31 | P a g e9. 2019/20 PREDETERMINED OBJECTIVES: PERFORMANCE ON TARGET VS ACTUALS
2019/20 QUARTERLY
KEY PERFORMANCE INDICATOR
CDA INDUSTRIAL 2019/20 TARGETS
CDA PRIORITY CDA STRATEGIC PORTFOLIO OF Actual Mid Year Reason for
SECTOR FOCUS ANNUAL
AREA OBJECTIVE KPI unit of EVIDENCE Performance deviation
AREA Indicator TARGET QUARTER 1 QUARTER 2
measure
Entering into
partnership
Partnership
agreements with
agreements
Local
signed with
Municipalities in Number of
following Local
the District and partnerships 5 3 1 4 N/A
Municipalities:
Sarah Baartman developed
1. Makana,
District
BCRM, Ndlambe
Municipality based
& SRVM LMs.
on Municipality
IDPs.
1. Shikinah
AGRICULTURE;
Entering into Impact
TOURISM;
partnership Consulting (Pty)
ECONOMIC & RENEWABLE
PARTNERSHIP agreements with Ltd (2011 /
INFRASTRUCTURE ENERGY; Number of
DEVELOPMENT private sector 141440 / 07);
DEVELOPMENT MANUFACTURING; partnerships 3 2 0 2 N/A
entities for the 2. CooKs
INFRASTRUCTURE developed
development of Investments (
DEVELOPMENT
enterprises in the PTY ) Ltd Reg No
District. 201
8/092440/07
Report by Albert
Development of Number of trade on CIIE and
international & investment other hot lead
partnerships for opportunities 2 0 1 opportunities 1 N/A
investment & between CDA and for trade and
trade (ref TID) China entities. investment in
China
32 | P a g eMeeting with
Makana LM and
Feasibility study stakeholders to CDA
on Science & receive participating in
Technology presentation meeting with
Business 1 0 0 from Cem Air Not applicable RU and Makana
Incubator in representative LM aligned to
Preparation of Makhanda Local to use the project
feasibility studies Municipality airstrip, the site objective.
related to identified for
economic and incubator..
infrastructure Whilst no
development in progress
AGRICULTURE;
the district (ref Feasibility study reported on
TOURISM; DRBN LM is also
TID. on development Ndlambe LM,
ECONOMIC & RENEWABLE pursuing the
FUNDING of meat the CDA
INFRASTRUCTURE ENERGY; development of
MOBILISATION processing and 1 0 0 participated in Not applicable
DEVELOPMENT MANUFACTURING; meat
value add facility the DRBN LM
INFRASTRUCTURE production
in Ndlambe Local meeting on
DEVELOPMENT initiative.
Municipality establishing
meat processing
at the LM.
CDA submitted
to the
Responding to Biothemernergy
funding calls from Number of Windfarm its
various available funding proposal proposal on
2 0 1 1 Not applicable
funding submitted to establishing
opportunities (ref funding calls Vegetable
TID) Technical and
Production
Training Centre
33 | P a g eCDA INDUSTRIAL 2019/20 Mid Year
CDA PRIORITY CDA STRATEGIC 2019/20 QUARTERLY PORTFOLIO OF Reason for
SECTOR FOCUS KEY PERFORMANCE INDICATOR ANNUAL Performance
AREA OBJECTIVE TARGETS EVIDENCE deviation
AREA TARGET
CAA inspection Report on CDA
of Somerset East engagements
Aerodrome by with BCRM and
CAA. CDAs COGTA (EC) to
responses on fence Somerset
Somerset East
two CAA non- East Aerodrome
Aerodrome
compliance Target on track to
fencing as per
1 0 0 findings on as deliverables operationalise
CDA, BCRM and
lighting & are on Q3 & Q4. the facility.
COGTA
fencing.
commitments.
SE Fencing
Project Charter
document
developed by
CDA.
Number of Report on
meetings number of
attended and meetings
AGRICULTURE;
reports received attended by
TOURISM;
Implementation of by CDA, as an CDA as a 2 X Project
ECONOMIC & RENEWABLE
PROJECT project(s) for active project member of the Steering
INFRASTRUCTURE ENERGY;
IMPLEMENTATION secured funding steering Zuurberg Peace Committee
DEVELOPMENT MANUFACTURING; 1
(ref TID). committee Memorial meeting held on
INFRASTRUCTURE
member, on Construction site construction
DEVELOPMENT
consrtuction Project Steering progress
progress of DRDLR Committee and
Zuurberg Peace reports on
Memorial at Addo construction
). progress.
DEDEAT
requested CDA
to submit
revised schedule
Somerset East
of quantities Progress report
Bulk Infrastructure
document and on process to
Project
1 0 0 letters of secure funding None
Implementation
funding transfer from
as per approved
utilisation DEDEAT
DEDEAT funding.
commitment
(see annexure).
CDA received all
information
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