Welcome to the Mpumalanga Provincial Government

Projects

Big Five Flagship Project

Other Projects

Flagships Background

The Executive Council approved the Big 5 flagships in October 2006 and announced by the Premier in the State of the Province Address on 23 February 2007:

  • Accelerated Capacity Building
  • Heritage, Greening Mpumalanga and Tourism
  • Water for All
  •  Maputo Development Corridor
  • Moloto Rail Development Corridor
Flagships Objectives
  •  Create employment and reduce poverty through accelerated economic development
  • Leverage resources and foster collaborative working relationships across government and private sector
  • Enhance project management capabilities across the Province
  •  Change negative public perception of the Province
  • Establish a legacy for the people of Mpumalanga

Accelerated Capacity Building Flagship

Overview of the Accelerated Capacity Building Flagship Project, the achievements to date, and future activities

Introduction

The Executive Council approved five flagships for the Province in October 2006 and they were announced in the 2007 State of the Province Address. The Accelerated Capacity Building flagship project (ACBfp) was launched in February 2008, and the ongoing Executive Development Programme (EDP), since 2006, was incorporated into the ACBfp.

The CEO of ACBfp was appointed in July 2008 and the Project Management Unit (PMU) service provider was appointed January 2009.
The purpose of this article is fourfold:

  • To introduce the Accelerated Capacity Building flagship project (ACBfp) and how it will be implemented
  • To highlight the importance of the project
  • To provide an overview of the benefits
  • To review achievements to date
  • To present the future activities.

Why Acbfp? How does it link to service delivery? What makes an organisation effective and efficient in its service delivery mandate? The following are critical success factors:

  • A common value system (e.g., Batho Pele)
  • A service delivery management culture
  • Effective human resource policies and procedures
  • Human capital development of core service delivery skills
  • Effective and efficient systems and processes (e.g., supply chain management integrity management)
  • An effective and efficient management monitoring and evaluation system (i.e. performance management)

What makes a person / employee effective and efficient in his or her environment? Again we have critical success factors, namely:

  • Skills – s/he must have the ability to do the job
  • Motivation – s/he must want to do the job; and
  • Resources – s/he must have the tools (equipment, systems, budget, people, etc.) to do the job.
  • All of these elements need to be in equilibrium to ensure effective and efficient service delivery.

It is accepted that human capital development requires acceleration for the “Machinery of Government” to become more effective. This is reflected in the following:

  • The State of the Nation Address (2004) identified capacity as a limiting factor
  • Mpumalanga was the first to initiate an intervention (Skills Audit - 2005)
  • The Inauguration Speech of the Premier of Mpumalanga – 2009
  • The State of the Province Address – 2007
  • The Mpumalanga Provincial Growth and Development Plan - 2009 to 2014
  • The Provincial Programme of Action (G & A Cluster)

DPSA Guidelines

The MTSF Priorities for 2009 to 2014, in particular Priorities 4 and 10.

Objective and scope of ACBfp

The objective of ACBfp is to enhance service delivery in the Province, including Local Government level, through:

  • Capacity building programmes targeting the leadership and management of the Province and Local government
  • Improving organisational capacity by reviewing and redesigning indicated processes, procedures and systems.

The scope of the project includes the following elements:

  • Human Resources where the focus is on people management (recruitment and retention strategies, performance management, health and wellness)
  • Change Management deals with culture change to support service delivery, OD, communication and stakeholder management
  • Review and Improvement of Systems looks at the improvement of cross cutting business processes and systems (e.g., records management, integrity management, supply chain management).
  • Management Development focuses on key developmental areas (EDP, executive coaching, Accelerated Development Programme (ADP) for middle managers,
  • Middle Management Development Programme (MMDP), Junior Management Development Programme (JMDP), and the Mpumalanga Management Centre)

How are we going to implement ACBfp?

The PMU will forge close working relationships with stakeholders with a view to:

  • Jointly developing practical solutions
  • Working together closely while implementing solutions
  • Transferring skills
  • Engendering a culture of continuous improvement.

The PMU is structured as follows:

The project has been divided into a number of phases, there is overlap, some are continuous and others are in a sequence. The PMU is currently busy with Phase II.

  • Phase I: Project Communication and Mobilisation. (January, 2009 to December, 2011). During this phase the direction of the project is set by the PMU and the Project Steering Committee, the latter is representative of all stakeholders. Further, Internal Facilitators, again representing all stakeholders, are selected and trained in the project’s methodology. The project is branded, an ongoing communication strategy is implemented, and informative road shows about the project are conducted throughout the Province.
  • Phase II: Analysis Phase. (March, 2009 to November, 2009). During this phase there will be a review of the existing situation, e.g., skill requirements, project plans, policies and procedures, organisation culture, perceptions of the Provincial Government, current cross cutting systems, etc. Reports and feedback will be presented outlining the results and conclusions drawn following these various studies.
  • Phase III: Design and Development. (November, 2009 to February, 2010). Based on the findings in Phase II, programmes and initiatives will be developed to build on strengths and improve where necessary. The design of these initiatives will be done in a participative manner. Initiatives could include refining existing project plans, identifying key result and key performance areas, developing a performance management system, etc.
  • Phase IV: Implementation. (February, 2010 to December, 2011). During this phase pilot areas for implementation will be identified where proposals will be tested and fine-tuned before implementation is rolled out across the Province.
  • Phase V: Monitoring and Evaluation. (January, 2009 until December, 2011). As for Phase I, this is a continuous process. Initiatives will be measured and monitored against key performance indicators with a view to the monitoring, evaluation and management reporting system that will be put in place.. Where it is necessary, corrective action will be taken. The Internal Facilitators will have been prepared throughout Phases I through to V to continue after the PMU has left.

Critical success factors for the implementation of the project include:

  • Commitment and involvement from senior management
  • Shared vision of flagship objectives
  • Participation by all stakeholders
  • Dedicated capacity (Internal Facilitators) to work with the PMU for sustainability and skills transfer
  • Communication and regular feedback
  • Timeous access to required information and documentation
  • Availability of key personnel for consultation
  • Availability of officials to attend training or development programmes
  • Speed in submitting information needed.

The key benefit that will be derived from the project is improved service delivery through the following:

  • An established management model and centre that capacitates the management / leadership of the Province
  • A changed culture to support service delivery
  • Improved systems to support continuous improvement
  • A well structured performance management system that enhances skills;transfer, retention and employee health and wellness
  • Skills transfer from Service Providers to officials
  • Measureable improvement in the image of Mpumalanga Province
  • A monitoring and evaluation mechanism for project elements.

Achievements to date and future activities of the Accelerated Capacity Building Flagship Project

Activities that have been concluded, are in progress, or are planned include the following:

Human resources and change management

In order to ensure communication regarding the ACBfp is ongoing the following forums have been established to communicate the PMU progress:

Monthly Project Steering Committee meetings are held to provide guidance to the project and to monitor the implementation process. These are attended by representatives from each department, SALGA, and the SDF Co-ordinator for Co-operative Governance & Traditional Affairs. The outcomes of the Project Steering Committee are summarised and circulated to the Heads of departments to keep them informed on progress.

Bi-weekly Internal Facilitator’s meetings are held to facilitate implementation of project activities and to ensure that skills transfer from the PMU to each department takes place. A second training session for Internal Facilitators is being scheduled.

Road shows to departments and its Senior Managers have been undertaken, and are ongoing. The purpose is to inform them of the project and its status. This is currently being cascaded to lower levels. The recent presentation to Health which focused on how the Department of Health’s needs within the flagship’s mandate can be addressed proved successful. Other presentations done this last quarter included; the Department of Education, Department of Public Works, Roads and Transport, and the department: Economic Development, Environment and Tourism.

To ensure that the key stakeholders are informed of the status of the PMU, road shows to DBSA, LG Seta, SALGA have been undertaken. A road show to Local Government is in the process of being scheduled.

There has been ongoing implementation of communication and stakeholder plans. Changes to the stakeholder plans are continually being reviewed to ensure that the stakeholder plan reflected the currently reality.

To ensure ongoing communication a web page has been developed and is located on the MPG website. Various project related activities have been published internally by departments, namely, Department of Safety, Security and Liaison as well as the Department of Economic Development, Environment and Tourism. The flagship is currently having discussions with the Communication unit in the Department of Education in order to broaden its communication footprint.
The draft retention strategy has been prepared and was presented to PMC. The PMU is in the process of looking into an integrated approach to attraction, engagement and retention (E.g., business processes, recruitment and selection, employee climate/morale; health and wellness, absenteeism, staff turnover, and sustainable pools). A retention strategy for ADP participants has been developed. This, along with the results of the current Employee Opinion Survey, will feed into the final overall retention strategy, already drafted.

The draft retention policy was presented to the Unions in June 2009.

An internal employee opinion survey has been piloted in the Department of Safety, Security and Liaison. A total number of 114 officials were surveyed to ensure a 95% confidence level. The findings of the pilot survey were presented to the HOD and management team of Safety, Security and Liaison. Preliminary findings of the pilot survey were also presented to the Project Steering Committee and the CEO of the ACBfp also presented to the PMC. The roll out of the employee opinion survey to the other departments is currently being scheduled. The planned roll out will survey 3 712 of the 72 660 officials in the MPG. This will ensure the norm of a 95% confidence level in results is achieved. The PMU will team with and provide training to Internal Facilitators and Steering Committee members in this regard. HRM and HRD officials will be approached to assist in the roll out of the survey. Throughout this process officials will be kept informed of their involvement and when they can expect feedback. This initiative has top management support.

An external customer survey has been designed where implementation will make use of CDW’s and Batho Pele Co-ordinators. This is on hold until the socio-political climate in the Province becomes more appropriate.

Management Development

The following has been accomplished:

The training material for the Middle Management Development Programme and the Junior Management Development Programme has been reviewed. The PMU met with Regenesys on 20 July 2009 to discuss proposed changes to the MMDP. Subsequently follow up meetings were held with Regenesys to review progress. Progress meetings were held with Regenesys on 29 July 2009 and 18 September 2009.

In terms of the evaluation of the MMDP training package the following documents were used:

  • Skills Audit for Middle Managers (MTB3671B) – Sithole/ Vutivi/ Price Waterhouse Coopers – 15 November 2005
  • Mpumulanga Middle Management Development Programme Developed by Regenysys Management Research and Development – October 2008
  • Specification: Request for Proposal
  • Technical Proposal submitted by Regenesys
  • Public Service Middle Management Competency Framework (MMCF)

The following competencies were reviewed:

  • applied strategic thinking
  • problem solving and decision making
  • developing others
  • impact and influence
  • customer focus and responsiveness
  • managing interpersonal conflict and resolving problems
  • networking and building bonds
  • planning and organising
  • team leadership
  • budgeting and financial management
  • project management.

Gaps were identified in the training material. These gaps were discussed and agreed with Regenesys. These gaps formed the basis of the changes to the training material.

In addition the training programme is being tailored to needs of the Mpumalanga Provincial Government. It was requested that the individual and group exercises be relevant to the work situation of the middle managers. Further, it was also requested of Regenesys that the training material be focused on practical application in the work place as opposed to a theoretical document.

During discussions with Regenesys, the issue of accreditation was addressed. Accreditation of the training material was not a prerequisite in the initial tender’s terms of reference. It has been agreed with Regenesys that the Project Management Module of the Middle Management Development Programme will be credit bearing.

The same source documents as used in the evaluation of the middle management training material were used to evaluate the Junior Management Development Programme. A meeting was held with the University of Pretoria on 19 August 2009 to discuss changes to the JMDP training manual.

The training material was reviewed against the following competencies:

  • concern for others
  • creative thinking
  • diversity citizenship
  • problem analysis
  • self management
  • team building.

The changes to the JMDP and the MMDP training material will strengthen the training material and ensure that the officials attending the training will be able to practically apply the programme outcomes back in the work place.

Currently the MMDP and the JMDP programmes have been suspended pending the updating of the training manuals. To date four groups of middle managers have completed the MMDP and seven groups of junior managers have completed the JMDP. The programmes will resume once the agreed changes have been effected.
The skills strategy of the Province is in the process of been reviewed. The purpose of this review is to understand what internal capacity / skills are required for officials to be effective.

The review process includes the following documents:

  • Mpumalanga Province Human Resource Development Strategy
  • The DPSA Strategic Human Resource Planning
  • The DPSA Public Service Mentorship Programme
  • Human Resource Development for the Public Service
  • Public Service Commission – Report on the evaluation of training needs of senior managers in the public sector
  • The Presidency - Republic of South Africa Medium Term Strategic Framework.

The findings of this review will inform the internal training requirements of the Province. A strategy document will be produced once the review has been completed. This strategy document will inform the way forward on what skills are required and what approach should be used to capacitate officials.

The skills strategy will inform the future of the Management Development Model that is being developed for the Province.

The proposed management model that is being developed has three focus areas:

  • The first area is the management development aspect. The Executive Development Programme, the Middle Management Development Programme, The Accelerated Development Programme and the Junior Management Development Programme form part of this management development. The concept is that the various management development programmes build on each other. For example the Middle Management Development Programme builds on the Junior Management Development Programme.
  • The second focus area is the identification of the core skill requirement at the various levels of management. The information obtained from the review of the skills strategy for the Province will assist in the identification of the core skills required. The core skills that are identified will be integral in the training of the various management levels.
  • The third focus area of the proposed management model is the transitional skill requirement at each level of management. This will ensure that managers are equipped to move up the management ladder.
    The pilot phase of the impact assessment has been completed. It was agreed that the remaining officials, who were part of the original skills audit and who have completed the EDP programme, will be assessed. Twenty two candidates have been identified and the impact assessment is currently being conducted on these candidates. The targeted date for the completion of the impact assessment is the end of November 2009.

The EDP programme has come to an end. Khaedu is ongoing. An analysis of the EDP is currently being conducted to establish the overall performance of EDP. A report for each department will be developed based on the analysis. This will include the officials who have successfully completed the EDP, those who have assignments outstanding, and those who have not completed either module two or module three.

Once the impact assessment has been completed a report on the findings and the analysis of the EDP will be submitted to the applicable forums.
The Executive Coaching Programme is ongoing and has been extended to October 2009. The programme was extended in order to give the participants time to complete the programme with their respective coaches.

Feasibility study into the establishment of a university

The Premier requested the flagship to investigate the possibility of establishing a university in Mpumalanga. As part of the investigation the ACBfp perused previous reports and legislative requirements, frameworks and consulted with various stakeholders. The findings of the initial investigation were summarised in a memorandum.

Education and NIHE were also tasked by the Premier to investigate the feasibility of a university. The memorandum was presented by Education to the Social Cluster to clarify the roles of the various role players. Currently the flagship is in the process of clarifying the mandate with Education and the Office of the Premier.

Processes and systems (Business Process Re-engineering - BPR)

The PMU was tasked to look at transversal systems and processes. A number of systems were identified. These systems and processes are:

  • recruitment and selection
  • performance management systems
  • supply chain
  • records management
  • integrity management

It was agreed that the PMU would focus initially on the Recruitment and Selection processes and the Performance Management and Development System.
Focus Interviews were conducted with the process owners. The process owners for the recruitment and selection and performance management development system were the transversal policy guidelines custodians in the Office of The Premier and the Human Resource Managers across all departments. The purpose of the focus interviews was to familiarise the PMU with the human resource practices in the Directorates. This was followed by the compilation of area sequence packs with process owners. The area sequence packs provide detailed information that includes function, structure, processes, systems, and key stakeholders within and outside of the process area.

The policy guidelines on the recruitment and selection system as well as the performance management development system, as prescribed by DPSA and MPG, were reviewed. These policies were reviewed to ensure that the key aspects were fully captured in the development of process mini-flows.

The development of process mini-flow maps entailed capturing the current practices of recruitment and selection as well as performance management. The process mini-flow maps were developed by the PMU in conjunction with the Human Resource Practitioners in the Office of the Premier. The completed process mini flows were circulated to the Human Resources sections of all departments. The purpose of this was for the departments to validate the process flows and also to indicate where they differed.

“Live” documentation was used to develop a “brown paper” (a graphic representation of a system) of the process mini-flows. This was presented to the HR Forum and agreed. The brown paper was also presented to the Project Steering Committee.

The recruitment and selection as well as the performance management development processes were critiqued and areas for improvement were identified. The critique process consisted of a number of workshops. The participants at these workshops included the process owners, the ACBfp PMU, BPR subject matter experts, and members the HR Forum. Process Critique Workshops for recruitment and selection were conducted on 24 and 25 June and 28 July 2009. The performance management development critique workshop was conducted on the 11 August 2009.

A time line was developed to demonstrate the length of time the recruitment and selection process takes, and the average time to complete this process is 88 days. Further, it was estimated that there are approximately 62 days of non productive time in these 88 days.

A process manual for recruitment and selection has been drafted by the PMU, and is being piloted by all departments. The key elements of the process manual are:

  • Section 1 – the work flow
  • Section 2 – the process schedule
  • Section 3 – the activity table

The PMU is currently reviewing the Supply Chain Management (SCM) process. The focus interviews have been concluded and the next steps are to map the master process mini-flows and to critique the current process.

The ACBfp BPR value is depicted graphically below.




 


 

 

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Water For All Flagship

Goal

The program goal is to insure sustainable water provision for all in the province through effective multi-disciplinary cross sector involvement.

Overview
  • The mandate of the project is to implement the Water for All Flagship project of the province announced by the Premier in February 2007
  •  Water of all is one of the Big Five Flagship projects identified with dedicated project management capacity to achieve defined targets
  • The Flagship project is assisting the acceleration for the eradication of the water backlogs in the province
  • By the time of its inception the backlogs registered then was 171 586 for the whole province, information gathered from DWAF in 2006. (258 55- 2008)
  • The project is an extra step from the Water Blue Prints that were developed for each district in the Province.
Objectives
  • To accelerate the roll-out of water infrastructure to meet the higher level of service by 2010
  •  To ensure that the basic level of services are progressively provided in areas without service infrastructure
  • To consolidate available technical and financial resources, improve capacity to implement and to strengthen cost recovery measures and sustainability
  • To develop proper monitoring and pro-active evaluation tools and formats to monitor progress and assist with the identification of critical areas for intervention
  • To support goals of the water for all projects in the province of Mpumalanga through:

1. Ensuring linkages and cohesion with other flagship projects and relevant water sector programmes
2. Ensuring sustainability of water service provision, and adequate attention to operation & maintenance issues (Service Level Agreements)
3. To provide management and technical support through PMU’s at provincial, district and local levels
4. Accelerated eradication of water backlogs through defined projects
5. Determined High impact Sanitation projects and link them to the roll-out of water services.
6. Mobilize technical and financial resources and coordinate all related funding sources to accelerate delivery.
7. Determine socio-economic benefits for the full number of households living with backlogs.

Opportunities
  • Attract investments and Local Economic Development
  • Create jobs
  • Build capacity in government
  • Black Economic Empowerment
Relationship with other Flagships
  • Heritage, Greening Mpumalanga and Tourism: Flagship
    To agree on the water consumption levels and water rations for the plantations
  • Moloto, Maputo Corridor Flagship
    To agree on water consumption needs in terms of bulk supplies.
  •  Private Sector Consumption
    Bulk supply needs should be determined and closely monitored

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Heritage, Greening Mpumalanga & Tourism Flagship

Project aims

To preserve the cultural and natural heritage, as well as the environmental resource base of the province in order to optimise socio-economic development through the promotion of sustainable tourism.

Objectives
  • Acknowledge, record, transform and preserve the Mpumalanga province's natural and cultural heritage
  • Conduct spatial planning and management of the natural environment through the greening programme
  • Optimise the Mpumalanga province's tourism potential to facilitate economic growth, sustainable development and job creation
  • Ensure a clean and healthy environment to the people living in and visiting the Mpumalanga province
  • Create awareness on the importance of efficient usage of cultural and natural resources to ensure a "good life" for future generations
  • Align, integrate and co-ordinate all initiatives and activities within the three components of the flagship programme to achieve the overall programme goal
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Maputo Development Corridor Flagship

Project aims
  • Rehabilitate the primary infrastructure network along the Maputo Corridor – including road and rail links between South Africa and Maputo, the border post between the two neighbours and the Maputo Port
  •  Maximise investment in the corridor area and added opportunities that infrastructure rehabilitation would create
  • Maximise social development, employment opportunities and increase participation of historically disadvantaged communities
  • Ensure sustainability by developing policies, strategies and frameworks that ensure holistic, participatory and environmentally sustainable approach to development in the corridor
Objectives
  • Realise the inherent resources potential along and adjacent to the corridor (through feeder corridors)
  • Facilitate the rehabilitation and upgrading of traditional transport and trade links between Mozambique and South Africa’s inland areas
  • Maximise investment in the Corridor area and in added opportunities created by the rehabilitation project
  • Ensure that the development impact of this investment was maximised especially among disadvantaged communities
  • Ensure sustainability by developing policies, strategies and frameworks, which encompassed a holistic, participatory approach to development
Achievements
  • USD5B Invested of MDC
  • 24 Hour Joint One Stop Border post – In Progress
  • N4 completed – increased road safety-5%pa traffic growth rate – Freight vehicles = 10%
  • Harbour concessions in place & successfully managed by private sector – increased infrastructure investment
  • Increased traffic – Port & Terminals – 3Mt in 1996 vs 6.6Mt 2006)
  • Increased Shipping Services
  • Comparative Freight and Travel Times and Cost
  • Cross Border People Flow (365K in 1993 vs 3,081K in 2006)
  • Cross border Road Freight Growth (29Kt in 1997 s 1.2Mt in 2006)
  • Cross border Rail Freight Growth (800Kt in 1995 vs 2.5Mt in 2006)
  • Increase in tourism & trade (South Africa and Mozambique)
  • Further investment in Port & terminals – US273M
  • Petro-Pipeline
  • Maputo Corridor Water Project
  • Maputo Metallurgical Complex
Projects

The MDC initiative has to date helped facilitate over $5 billion in private sector investments into regional infrastructure development, industrial development and natural resources exploitation and beneficiation.

Key infrastructure investments included the following:
  •  The N4 Maputo Toll Road – a PPP awarded in 1997 to the Trans African Concessions consortium (Trac) for a period of 30-years, and estimated at R1.5bn at the time
  • The management agreement with Liverpool’s Merseyside Docks and Harbour Company to upgrade and operate the Maputo Port for an estimated $65mn initial investment
  • Improvements to the Lebombo Border Post carried out for at estimated R20 million
  • The construction of two high voltage electricity lines from Duvha (SA, near Joburg) to Maputo through a SA-Mozambique electricity utilities JV (Motraco)
  • The development of the Pande/Temane gas field in Mozambique and the construction of a pipeline to SA ($1.4bn) by Sasol (SA) and ENH (Mozambique)
Some of the other investments include:
  •  Investments into the Mozal Aluminium Smelter at Maputo by SA’s Billiton (now BHP Billiton) in a joint venture with SA’s IDC (about $1.5bn for phase I and a further $1bn in phase II). The third phase of this project is now under consideration
  • The Beluluane Industrial Park, a 600 hectare industrial free zone development adjacent to the Mozal plant, is attracting a mix of foreign, regional and local investors into heavy industry, manufacturing and hi-tech businesses
  • The Corridor Sands Project at Chibuto some 180 kms north of Maputo, holds the world’s largest mineral sands deposit of high quality smelter feed ilmenite (titanium mineral). This investment for the construction of a titanium smelter, will be located next to Mozal and will create up to 1 600 jobs
  • Numerous smaller investments in the tourism (hotels), retail, manufacturing and services sectors
  •  A $2bn iron & steel complex in Matola, based on SA ore and Mozambican gas, is currently being assessed.
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Moloto Rail Development Corridor Flagship

Aim

Implement an integrated transport system that will improve the public transport system by providing a multi-modal integrated system consisting of Rail (main line) and Road based (Feeder) services that will:

  • lessen travel time and reduce the number of accidents on the Moloto corridor
  • provide affordable and safe travel solutions for both government and passengers by means of a cost effective system
  • improve regional accessibility and linkages
  • secure transport system capacity to absorb future increases in commuter numbers
  • broaden the economic base of the province by means of a dedicated local economic development programs with the corridor serving as a spine and catalyst for development
  • Positively impacting on the social lives of commuters by means of spin offs of the improved public transport system and economic benefits that flow from the corridor initiative
  • In addition to the three flagship projects, the cluster has identified further three high impact projects which will also receive attention.
They are the:
  • "masibuyel' emasimini" programme
  • coal haulage
  • bio-fuel project

The "Masibuyel' emasimini" programme under the Department of Agriculture and Land Administration was launched last year; it is a programme of support to subsistence farming, which encourages people to go back to the fields and plough. It has already reached 2 189 beneficiaries and we are planning to reach more in the coming financial year. Three plots were run in three regions and we are going to further roll out to cover more beneficiaries.

Coal haulage
  • The sustained accelerated growth experienced in South Africa since 2004 has led to a substantial increase in the demand of electricity. In order for Eskom to meet the mandate as laid down by Department of Public Enterprises, and the ever increasing demand for electricity, additional coal resources are required as tied collieries are unable to meet this demand.
  • The result is that Eskom now has a strategic dependence on coal hauling by road from mines around and just south of the N4 corridor in Mpumalanga to power stations in the southern parts of Mpumalanga
  • In an effort to arrest the collapsing road network in the coal rich Gert Sibande region, the Mpumalanga Department of Roads and Transport (MDRT) has and continues to spend the bulk of the 2005/06 and 2006/07 roads budget on the rebuilding and upgrading of some of the critical road network.
  • Furthermore the department has an obligation to keep the roads safe to the general travelling public and has to keep on patching potholes and failures on an ongoing basis on the sections of the imports routes not yet upgraded.
  • The damage has resulted in the roads becoming un-maintainable (daily maintenance costs well beyond economic limits), as potholes and failures are a constant problem, which keeps on recurring.
  • A high level coal haulage summit is planned in the first quarter of the 2007/08 financial year to involve all the stakeholders on the way forward. Development Bank of South Africa have made some moneys available and advertised a tender for a service provider to research on shadow tolling as part of the haulage. The Department will have an overall financial plan for the coal haulage network by the end of 2007/08 financial year.
  • Responsible departments in the cluster will give more information shortly.
  • Under the Expanded Public Works Programme (EPWP)
  • The Mpumalanga Government continued to create work in order to fight poverty and accelerate service delivery. In 2004, the province had committed itself to creating 100 000 new jobs through the programme over five years, ending in the year 2009. It is encouraging that by September last year, we had already created over 46 000 new jobs through this programme.
  • However, in the latest national reports on the EPWP places, Mpumalanga is leading the pack of provinces. In 43 206 of the above jobs, there has been skills transfer, which is another objective of the EPWP.
  • In our endeavour to scale up the implementation of EPWP, the province has set itself a target of creating 25 000 work opportunities in the 2007/08 financial year.
  • In line with the national priority to provide job opportunities and training, the province has set aside R11 million to be used for the maintenance of public infrastructure as part of the EPWP. This will include young women and disabled persons. The province will deploy 500 National Youth Service Corps members in the 2007/08 financial year.
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