Council Mr G Nkwinti for Department of Agriculture, Eastern Cape Legislature,
Bisho
14 March 2007
"Bridging the second and first economies"
Honourable Madam Speaker
Honourable Premier
Honourable Members of the Executive Council
Honourable Members of the Provincial Legislature
Honourable Members of the Agriculture Portfolio Committee
Honourable Members of the House of Traditional Leaders
Invited Guests and Members of the Agricultural Community
Ladies and gentlemen
I greet you all
Madam Speaker, It is my pleasure to present to you the Policy and Budget of
the Department of Agriculture for 2007/08 financial year.
Last year, I presented to this House the "Six-peg Policy" as a framework for
agricultural development in the province (fencing, dipping tanks, tractors and
implements, stock-water dams, resuscitation of old and establishment of new
irrigation schemes and human capacitating) to address and systematically defeat
underdevelopment and its manifestations, namely, unemployment and poverty in
rural and peri-urban areas. This year, I am pleased to report that the
department will intensify the implementation of these elements of this policy
framework of our Green Revolution Strategy over the remaining years of this
term.
We piloted the Green Revolution strategy at Mbhashe Local Municipality and
this has provided valuable lessons from which we can develop models. Last year,
the province was visited by two delegations, one from Mpumalanga, led by the
Member of the Executive Council of the Department of Agriculture in that
province. The second visit, led by the Food and Agriculture Organisation of the
United Nations (FAO), included representation from the other eight provinces
and the national Department of Agriculture. The object of the visit was to
learn more about the experiences, lessons and the impact of the Green
Revolution from the pilot area.
The main lesson learnt was the formation of community based institutional
arrangements at village, ward and municipal level resulting in strong community
participation in agricultural and rural development, thus, instilling a sense
of ownership and pride. Other lessons will be reflected in the highlights for
2006/07 presented herein.
1. Service delivery context
The over-all context of our service delivery in general, and the six-peg
policy, in particular comprises:
* the millennium development goals (eradication of extreme poverty and hunger,
promote gender equality and empower women, reduce child mortality, combat HIV
and AIDS, ensure environmental sustainability and develop a global partnership
for development
* the New Partnership for Africa's Development (NEPAD) objectives the African
Peer Review Mechanism (APRM), economic competitiveness, good corporate
governance, market access, agricultural development, human development, science
and technology, environment and tourism and infrastructure development as well
as its agriculture specific Comprehensive Africa Agricultural Development
Programme (CAADP) land management programme, water management and irrigation
initiatives, agri-business, supply chain and control initiatives and African
nutrition initiatives)
* the Freedom Charter (the people shall govern, the people shall share in the
country's wealth, the land shall be shared among those who work it, there shall
be work and security)
* the Reconstruction and Development Programme (RDP) with its five pillars;
meeting basic human needs, building the economy, transforming the state and
society, development of human resources and nation-building
* Accelerated and Shared Growth Initiative for South Africa (AsgiSA) with its
pillars macro-economic issues, infrastructure programmes, sector investment
strategies/industrial strategies, skills and education initiatives and second
economy interventions
* the Provincial Growth and Development Plan (PGDP) with its six planks (public
sector transformation, agrarian transformation, manufacturing diversification,
infrastructure development, environment and tourism and economic growth and
employment creation)
* our department's Green Revolution Strategy (a sustained social and
institutional mobilisation and organisation for sustainable accelerated
agricultural growth and development). This context is given substance through
our own strategy, municipal Integrated Development and Local Economic
Development Plans. The resolutions of the Growth and Development summits of
district and Metropolitan Municipalities will provide a great opportunity in
this regard.
2. Highlights and challenges: 2006/07
2.1 Highlights
Madam Speaker, the Green Revolution Strategy demands a multi-sectoral
integrated development approach by all government sectors. In the villages
where our agricultural programmes are implemented, new community needs emerge
that are not within the competence of our department, such as, access roads,
clinics, schools, etc.
A multi-sectoral approach should provide for an institutional structure
through which emerging needs are communicated and acted upon, which does not
exist at present.
In the 2006/07 financial year, we have been able to demonstrate the
following achievements:
* During the recent lumpy skin disease outbreak in January 2007 at Mbhashe,
the organised livestock farmers willingly, without facilitation, collected
funds to the value of R167 000 to purchase vaccine from Onderstepoort for their
livestock.
* Siyazondla pilot at Mbhashe focussed on 12 of the 24 Wards at the time.
Because of the success of this pilot, women in the other Wards started the
initiative on their own. These groups collected money amongst interested
participants, opened bank accounts and purchased production inputs through our
offices and started participating in the program with their own funds.
* Massive Food Program assisted 11 000 farmers operating through 424 farming
entities that planted 15 000 hector of maize and other food crops that yielded
50 000 tons of maize during 2006.
* Siyazondla Homestead Food Production Program covered 10 200 poor
households, with positive spin-offs like access to food, and improved
socio-economic conditions.
* Towards overcoming the limitation of access to mechanisation to work the
land, the department assisted with 40 tractors and 31 mechanised hoes with
ancillary equipment that were provided through the mechanisation schemes of the
department.
* Impact of initiating the resuscitation of irrigation schemes was the
opening of doors for emerging farmers to engage in Agri-broad based black
economic empowerment (Agri-BBBEE) joint ventures and Community Public Private
Partnership Program (CPPP). A budget of R13,7 million contributed to the
creation of 500 jobs, the social benefits of access to food, and the
circulation of money in the areas of schemes.
* A study by the Human Sciences Research Council applauded the agricultural
sector in our province for its contribution in creating 153 000 new jobs with
commentators citing the Provincial Growth and Development Plan (PGDP) and the
Green Revolution, especially in villages.
* Within the sub-Saharan region the Eastern Cape Department of Agriculture
was recognised as the government department having the best agricultural
policies relating to poverty reduction.
* During the service excellence awards in November 2006 the Department of
agriculture received the Premier's Special Award in recognition of its
contribution to integrated rural development and job creation.
* Based on its provincial scorecard for Government Service a panel of Daily
Dispatch reporters rated the performance of the Department as joint highest
with Department of Economic Affairs, Environment and Tourism in the province at
seven out of 10 for 2006. We aim to receive 10 out of 10 in 2007.
2.2 Challenges
Our service delivery experience has revealed a number of challenges:
* Despite the Department having a reasonably filled organogram, the lack of
scarce skills, knowledge and experience in critical areas (e.g. engineers,
veterinary practitioners, experienced agricultural scientists and researchers),
seriously limits the capacity for project planning and in-service development,
with a negative effect on service delivery.
The provincial backlog for agricultural fencing is in excess of 80 000
kilometre or R1,6 billion. The backlog deficit for stockwater dam development
is some R700 million while the deficit for providing new and upgrading old
approximately 2 500 dip tanks would require R248 million. Realisation of the
full cropping potential of the Province will require in the order of 3 000
additional tractor mechanisation units and the resuscitation of the six large
irrigation schemes require at least R700 million while the development of 100
000 hectares of new irrigation land will require in the order of R1,36 billion.
The planning and support service levels demanded to address these developments
have a parallel backlog in operating capital.
Based on current budget allocations it is calculated that it would take in
the order of two generations for the infrastructure backlog to be eliminated.
The goal of effective, sustained and equitable service delivery exposes our
inadequate institutional organisation and processes from village, community
level through to district and provincial level. The Green Revolution has
demonstrated the potential benefits that could be accrued by addressing this
challenge across the province. A steep development trajectory will have to be
developed and sustained through adequate training and budget for the province
to realise the potential of our natural and human resources.
One major institutional challenge is Fort Cox College of Agriculture. The
department cannot continue indefinitely to pay for the existence of this
College without having authority to control what happens with the money.
The sector has been badly hit by natural disasters for which the department
has not been prepared. This lack of preparedness has caused stress in both the
farming communities and our department. The department will take full
responsibility, as it should, in lending a hand to our farmers. We are going to
work with them to refine the mechanism of support to them to our mutual
satisfaction. The response time and the quality of interactive processes must
improve.
3. Strategic Plan for 2007-2009
From November 2006 the department has embarked upon a transformative
planning process. The result is that the strategic plan is viewed as a system
with the following pillars: the political pillar (political mandate,
overarching strategy and its objective and policy framework); the managerial
pillar; operational pillar, and, the environmental feedback pillar. This
approach to the strategic plan will or should answer the perennial question of
alignment across strategic plan, budget and the annual performance plans which
have been raised by this House. It should, also, make oversight work much
easier.
Critical to this alignment are the arenas of interface, firstly, between the
political and managerial pillars (strategic functions); secondly, between the
managerial and the operational pillars (the tasks per function); and, thirdly,
between the department and the environmental feed-back pillar (Service Delivery
Improvement Plan, Service Delivery Charter, regular stakeholders
consultations). The latter, indeed, answers to the requirements of Batho
Pele.
3.1 The political pillar
The current political mandate of the government is two-fold: "A people's
contract to create work and fight poverty" (2004-09) and "A plan to make local
government work better for you" (2006-11). From this electoral mandate, an
overarching strategy (The Green Revolution) and Six-peg Policy framework were
generated by the department. This process, which is essentially political, was
led by the Executing Authority.
This overarching strategy is defined as a process of "sustained social and
institutional mobilisation and organisation for sustainable accelerated
agricultural growth and development". Its objective is to defeat or overcome
underdevelopment in order to eradicate poverty and unemployment, especially in
rural and peri-urban areas. The political mandate, the overarching strategy and
the policy framework constitute the political pillar of the strategic plan.
3.2 The managerial pillar
The managerial pillar is the "back office" and focuses on two critical
interfacing responsibilities, analysis of the elements of the political pillar
and definition of strategic functions; and, analysis of strategic functions and
definition of tasks per function.
This process of analysing the elements of the political pillar emerged with
the following strategic functions: infrastructure, human capacitating,
entrepreneurial development, technology development and research, animal and
plant production improvement, support services, strategic development and
management. These strategic functions were further analysed in order to define
tasks for each function. Seen from this perspective the back-office is a
strategic bridge between the political and operational pillars. This stage of
the process was led by the Head of Department, with the Executing Authority
providing oversight to ensure that the strategic functions are aligned with the
elements of the political pillar.
3.3 The operational pillar
This pillar analyses the strategic functions and defines tasks for each
function, defines the demands of each task, activities per task, costing each
activity or set of activities, deciding on the mode of service delivery,
project design, procurement of goods and services and implementation of
projects. There are two phases in this pillar. The first phase starts with the
analysis of the strategic functions in order to define tasks per function and
ends with project design. This phase is led by the General Managers, with the
Head of Department providing oversight to ensure that the tasks are aligned
with the strategic functions. Phase two, which is led by the Senior Managers
and over sighted by the General Managers, starts with project design and runs
up to, and include, project implementation. Phase two of this pillar
constitutes the processing or transformation of goods and services into
outputs, which are services delivered to communities (output into the
environment).
3.4 Environmental feedback pillar
Service delivery to communities and individuals is subject to values, norms,
standards, legalities, quantities, quality, preferences and even priorities.
Moreover it is subject to time, place and politics. The elements of the
environmental feedback pillar are mostly qualitative in nature are difficult to
understand unless one got directly involved. Even those that are quantitative
in nature are subject to availability of resources, including finances, human
capital, technology, etc. The department has adopted a policy to engage with
all its stakeholders regularly, as part of the feedback mechanism. This
involves stakeholders interacting with departmental officials, providing
invaluable critique of the departmentâs service delivery performance. This
policy is in line with the principles of Batho Pele. The department will not
correct matters indicating major problems with the political pillar save to
indicate such to the Executing Authority. However, the department will correct
concerns raised about the managerial and operational pillars.
4. Service Delivery Focus areas: 2007/09
4.1 Provincial Spatial Development Perspective
The provincial government has adopted and adapted the National Spatial
Development Perspective as its guiding tool for service delivery spatial
planning. In this regard it has four spatial areas: the N2 Corridor, Mzimvubu
Development Zone, Ugie/ Maclear/ Mthatha Complex, and the Agro-Processing Zone.
These are the areas of increased attention in the next three years. In the N2
Corridor and Mzimvubu Development Zone where extreme poverty is dominant, the
department will expand the Siyazondla Programme. In the Ugie/ MaClear/ Mthatha
Complex, the department will increase its activity on Siyakhula and Massive
Food as this complex has been identified as a food basket for the eastern
segment of the Province. The Departmentâs activities in the Agro-Processing
Zone will focus on irrigation schemes, wool and food processing and biofuel.
Further detail on these designated areas is provided in the subsection
below.
4.2 Priority Services per Spatial Area
N2 Corridor
The N2 corridor will be further emphasised in the rollout of programmes such
as mechanisation, livestock development, farmer capacitation and
infrastructure. An amount of R5 million is provided for the first phase of the
Lima agricultural programme. The collective value of these projects supporting
the N2 corridor agricultural development amounts to R38,034 million.
Ugie-Maclear-Mthatha Development Zone
The Ugie-Maclear area is declared as the food basket for the eastern segment
of the province. Together with the economic development initiatives of
agro-forestry the Department of Agriculture will provide agricultural
infrastructure and development projects in this region that amount to a
collective value of R8,3 million.
Mzimvubu Development Zone
The Mzimvubu development zone is a mega AsgiSA project incorporating
resource conservation, generation of power, storing and harnessing of this
major water resource and the accelerated socio-economic upliftment of this
region through agro-forestry, agricultural production and agri-business. This
process will require an integration of development initiatives from all spheres
of government (public-public partnerships - PPPs), and community private public
partnership (CPPP) interventions. Beyond ongoing planning the contribution for
07/08 from the Department of Agriculture are those projects in the fields of
agricultural infrastructure, food security, livestock development, irrigation
development, land care and resource conservation that are planned to take place
within the catchment. The collective value of these projects is R56,138
million.
Agro-processing
* Bio-fuel: The potential of bio-fuel to accelerate economic activity is
recognised countrywide and the national bio-fuel strategy has prioritised it as
a key National AsgiSA intervention. Integrated planning with and through Local
Economic Development (LED) and Integrated Development Plan (IDP) processes with
local / district municipalities and traditional authorities is critical, and
will be actively pursued in co-operation with these bodies and other
stakeholders for the AsgiSA objectives of accelerated and shared growth to be
achieved through the bio-fuel intervention in the Eastern Cape. This year an
Eastern Cape bio-fuels entity will be established to oversee the development of
the bio-fuels industry in the province. An amount of R9,573 million is
allocated as seed funding for the development of feedstock production from
grains and R8 million for the development of sugar-beet based ethanol
production in collaboration with the Central Energy fund and the Industrial
Development Corporation. A total of R17,573 million is allocated for the
development of the bio-fuel industry in the Eastern Cape.
* Food processing:
1. Vegetable processing at Mbashe (Dutywa) and Alice: an amount of R5 million
has been allocated to establish the operation.
2. Maize processing: an amount of R1 million is made available to initiate PPP
ventures.
3. Fruit e.g. Tyhefu â pomegranate
4. Milk e.g. Keiskammahoek Dairy
5. Meet e.g. Head of Departments (HODs) coming trip to India to explore
possible partnership in this regard.
* Wool:
1. The partnership between the department and National Wool Growers
Association; and the department and Council for Scientific and Industrial
Research (CSIR) offer enormous opportunities. Dohne's satellite research
stations at Cradock and Jansenville will be utilised more and more for this
purpose.
4.3 Other service delivery across the province
Food security
The department is allocating a total of R100 million to eliminate food
insecurity and hunger. The struggle to eradicate poverty has been and will
continue to be a central part of our strategic efforts to support the second
economy to move up the economic ladder to the first economy. Food security
interventions will now expand beyond maize production to include other crops
and livestock enterprises (e.g. deciduous fruit, citrus fruit, vegetables,
poultry, etc.). The positive impact of Siyazondla and the feedback from rural
and peri-urban households has prompted a significant budget increase of 40
percent for the Siyazondla programme on that of 2006/07. The department
continues with support of the Siyakhula/Massive Food programme.
Livestock development
The partnership with the National Wool Growers' Association continues to be
strengthened to ensure that the quality and quantity of wool production
improves in the rural areas. Training of farmers and the distribution of rams
is progressing very well. An amount of R4,5 million is allocated for this
purpose. Beef Production: the department continues with the distribution of
bulls to improve the quality of genetic material in the livestock farming
communities. Dairy Production is being promoted in Amatole, Chris Hani, O R
Tambo and Western districts (R2,6 million). Commitment to sustaining animal
health is supported through the provision of an amount of R23,1 million for
dipping materials and vaccines. The branding of livestock will receive greater
attention moving forward. A total allocation of R30,2 million is allocated for
livestock development.
Infrastructure development
A total of R111,7 million is provided for agricultural infrastructure
development. This figure comprises R68 838 million from the Comprehensive
Agricultural Support Programme (CASP) and R42,8 million from the Provincial
Infrastructure Growth (PIG).
Agricultural infrastructure development is the major driver of the "Six-peg"
Policy which includes fences, dip tanks, stock-water facilities, irrigation
developments, mechanisation equipment and other agricultural infrastructure
focussing on land reform projects, communal farming areas and commonages. We
would like to use part of the PIG to facilitate movement of agricultural goods
between production points and markets. This is emerging as major challenge for
village/communal farmers.
An amount of R39 million is allocated for the resuscitation of the
irrigation schemes, viz. Ncorha, Qamata, Bilatye, Shilo, Tyhefu, Zanyokwe and
Kieskammahoek. These upgrades will serve as anchor infrastructure development
for respective public, private partnership (PPP) development initiatives.
Agricultural resource and land management
The legacy of ineffective and poor resource management controls, monitoring
and improper agricultural practice has raped the production potential of
extensive areas of our natural resources. The appointment of a Senior Manager
responsible for land administration together with re-alignment of staff to
carry out this essential service at the level required is anticipated to
provide a stable base for the major developments set out in government policies
and regulations.
* LandCare: LandCare is an active and overarching initiative integrating
awareness, social process, education and projects that aim to systematically
stem the apathy and lack of knowledge and institutional structures and
processes to halt and reverse unchecked resource degradation. This is carried
out as part of a national initiative whereby a conditional grant of R7,01
million is made available that is to be used in seven LandCare projects.
* Soil conservation: Soil conservation is currently regulated by the
conservation of Agricultural Resources Act. This is to be upgraded by enhanced
regulations that are envisaged in a revised act: Sustainable Utilisation and
Protection of agricultural Resources that is still in process. The Department
will systematically establish Agricultural Resource Use Committees at local
level to assist and support efforts to effect sustainable use of natural
agricultural resources. An amount of R4,350 million is allocated for soil
conservation structures to be used in terms of the Conservation of Agricultural
Resources Act.
Entrepreneurial development
Support is provided to consolidate and enhance agri-business through
specific and focused projects that develop the âsecond economyâ and accelerate
transformation. These include:
* R7 million for cotton production development
* R5 million towards macadamia nut production
* R5 million towards Majola tea
* R2 million towards North Pondoland sugar
* R4 million for Black Economic Empowerment citrus development projects
(Alice/Kat and Sundays River)
* R1 million for chicory
* R2 million for deciduous fruit
* R2 million for pineapple production
* R1,2 million for a tomato production intervention
* R2,3 million for projects in Addo-Kirkwood area
Technical support
Agricultural technical services provides professional and technical support
for the implementation of the "6-peg" policy, the development of municipal IDP
and LED plans and the respective project interventions of the department. These
services include development support, facilitation and training in the spheres
of agricultural technologies, institutional structures, social processes,
sustainable resource use, regulatory services, land administration and farmer
settlement. The department is structured into veterinary services, engineering
services, research and development, economics and marketing, education and
training, resource planning and management, land administration and extension
services to manage the provision of an integrated technical support service for
sustainable agricultural development.
Administrative and financial services
The transformation of corporate services and financial management to support
the six peg policy priorities will take a further step with the demands to
ensure that support staff adhere to the set service standards and turn around
time. Professionalism and customer care will be encouraged. We shall ensure
that every worker is not only aware of the strategic direction which the
department is taking, but they are able to see the line of sight in the
direction of achieving the vision.
Effective monitoring and evaluation has been identified as the weakness in
the department. In addressing this, the department has established a monitoring
and evaluation Forum at a political level to guide and advise the Executing
Authority on agricultural sector mandates. An integrated approach in Monitoring
and Evaluation will be adopted this financial year, whereby District
Municipalities as strategic partners will work together with the department in
monitoring service delivery in terms of economy, efficiency and effectiveness.
In the financial year, we shall ensure that we have our finger on the pulse
with regard to service delivery monitoring.
5. Capacity development
The department will focus on both its internal human capacity as well as
farmer capacity. The establishment of district farmer support centres and a
transformed Uvimba will play a major role.
5.1. Human Capacity
* Farmer Support Centres
Farmer training and development will be boosted through the systematic
setting up of Farmer Support centres in each district. The farmer support
centres will provide models of best agricultural practice and operate as a base
for demonstration training and in-situ hands-on practical agricultural
production skills development. The first will be at Tsolo and thereafter these
will be systematically established at strategic locations to intensify
agricultural activities in all district municipalities. An amount of R9 million
is set aside to initiate this in 2007/08.
* Agricultural education and training
Agricultural training receives added priority and momentum with the
appointment of a senior manager responsible for Education and Training.
Enhancing the skills of 43 extension officers through specialised training at
the University of Fort Hare continues. Twenty extension officers are scheduled
to complete their final year of the B Agric degree in the 2007 academic
year.
Dipping assistants (Community Animal Health Technicians) will be graded so
that their conditions of employment can be improved. Training in programs like
the Comprehensive Agricultural Support Programme (CASP) will continue to meet
the requirements of EPWP. Current collaboration with the Department of Labour
on farmer training is projected to train 8 000 farmers within the CASP,
Siyakhula/Massive food and LandCare projects. The Department of Public Works
will be increasingly engaged in this regard.
* Agricultural colleges
The provincial Department of Agriculture will continue to fund Fort Cox
College. This financial year 2007/08, R13,977 million will be invested in Fort
Cox College to sustain and develop the services of this institution. This is
proposed despite the major challenge referred to earlier on.
6.1. Organisational/functional re-engineering
During the 2007/08 financial year the department will undergo a process of
repositioning of its institutional arrangement in order to deliver on the new
service delivery model dictated by the new strategy (Green Revolution). It will
be in our interest to ensure that we work with and through district and local
municipalities so that integrated and seamless public service delivery is
achieved for improved sustainability, effectiveness and equitability.
As a major role-player in the sector, the department will contract out
certain non-core functions. The Eastern Cape Rural Finance Corporation (ECRFC)
will play a critical role in this regard, in particular the operation of a new
division, Vulithuba, under the ECRFC. This will complement the established
finance division, Uvimba. Vulithuba, will, over time on a contractual basis,
take up the implementation and project management of most of the
entrepreneurial agricultural production and agri-business development
initiatives of the department. The department will, thereby, be in a better
position to strengthen its core services of development support, facilitation
and training in the spheres of agricultural technologies, institutional
structures, social processes, sustainable resource use, regulatory services,
land administration and farmer settlement. The department has taken a decision,
in principle, to appoint co-ordinators of agricultural projects that are run by
great glaces. Last year the department allocated tractors and implements to all
great places. This was not a public relations exercise. We want great places to
lead by example in reviving agriculture in communal areas. In his State of the
Nation Address, the President indicated that the Communal Land Rights Act will
be activated this year. We must be ready.
6. Service delivery improvement
6.1. Stakeholder consultation
A critical element of the policy of the Department of Agriculture is
stakeholder consultation and involvement in the planning and evaluation
process. Following a series of consultations with our stakeholders, in an
unprecedented fashion, we can confidently say that we have a good sense of what
they expect of this Department. The department responds by providing services
back to the people based on the input represented by the governing party's
manifesto.
6.2. Monitoring and evaluation
Effective monitoring and evaluation has been identified as the weakness in
the department. In addressing this, the department has established the
Agricultural Development Monitoring Forum at a political level to guide and
advise the Executing Authority on agricultural sector tactics. An integrated
approach in monitoring and evaluation will be adopted this financial year,
whereby district and local municipalities as strategic partners will work
together with the department in monitoring service delivery in terms of
economy, efficiency, equity and effectiveness. We shall ensure that we have our
finger on the pulse with regard to service delivery monitoring.
6.3 Application of Performance Management Development System (PMDS)
The strategic plan and annual performance plan with clear measurable
objectives, verifiable performance indicators as well as service delivery
targets will form the basis for measurable performance of the department. These
targets will in turn provide the basis of the performance evaluation of each
official cascading down from the Head of Department, through all levels of
management, down to the lowest level of the organisation. A vigilant adherence
and application of the PMDS will enhance a satisfactory level of performance of
the department criteria and levels of 'entitlements' will be spelt out for all
staff members to know. The practice of 'pass one, pass all' will come to a stop
this year.
6.4 Service Delivery Charter
The launch of the service delivery charter by the department was a bold
statement in committing to efficient, equitable and transparent service
delivery. The new slogan "KwiSebe Lezolimo ungena ulila uphume uncumile" is a
responsive statement to ensure adherence to Batho Pele principles. This moral
foundation to the department's Service Delivery Charter came from one of our
General Assistants, Mrs Nokwakha Sokupha, when she rendered umnbongo (poem)
during the launch.
Madam speaker, the department has piloted the Green Revolution at Mbashe
which provided valuable lessons. We have, as a result of this, decided to
expand the pilot to the whole of Amathole District this year. We are now
embarking on a full war against underdevelopment and its social indicators,
poverty and unemployment. We will continue to confront these challenges so as
to erase poverty, hunger and unemployment in our province within budget
limitations. In the spirit of the opening paragraph of subsection 2.1 above, we
humbly invite all of us to hold hands to intensify the fight against
underdevelopment, poverty and unemployment â so that all our people, regardless
of their class positions or geographic location, can enjoy fully the fruits of
freedom, human rights and democracy in our land. The Honourable Speaker, I
humbly request this House to favourably consider the proposals contained in
this Speech. I table before this House this Speech, the Strategic Plan and the
Annual Performance Plan of the department.
I thank you.
Issued by: Department of Agriculture, Eastern Cape Provincial
Government
14 April 2007
Source: Eastern Cape provincial Government (http://www.ecpg.gov.za)
