Policy speech for 2007/08 by the Eastern Cape MEC for Housing, Local
Government and Traditional Affairs, Mr Sam Kwelita delivered in the Provincial
Legislature
14 March 2007
Honourable Madame Speaker and Deputy Speaker
Premier, Mrs Nosimo Balindlela and members of the Executive Council
Chief Whip and other party whips present here
Distinguished members of the Provincial Legislature
Executive mayors, municipal councillors
Members of the provincial house of traditional leaders
Director-General (DG) and heads of departments (HODs)
Distinguished guests
Stakeholders
Comrades
Ladies and gentlemen
Madam Speaker, precisely a week away from observing Human Rights Day I
present to this House the 12th policy speech of the Department of Housing,
Local Government and Traditional Affairs.
21 March 1960 marked a milestone in our fight for human rights. As a
province we have taken up that fight to ensure that the rights to which all our
people are entitled to are enjoyed by all communities. It is in the spirit of
21 March 1960 that we take this fight into the scourge of eradicating poverty
amongst our people.
The Reconstruction and Development Programme (RDP) remains the vehicle for
achieving our goals of meeting basic needs poverty eradication and creating
jobs. We have crafted the Provincial Growth and Development Programme (PGDP)
which will see us incrementally achieve key milestones in the development of
the communities in our province. This requires us to create a functional
Department managed by competent and dedicated agents of change who can maximise
the impact within limited resources to deal with access to clean water and
sanitation, electricity, proper roads, permanent shelter and other necessary
and basic needs.
What propels us is the consciousness of the responsibilities that we have to
our people, particularly the poor who have been marginalised.
Madam Speaker, I want to immediately move into the delivery imperatives of
the Department as we take further steps to meet the needs of our communities
during 2007/08 and beyond.
Housing
Budget: R1,101,981 million
Madame Speaker, providing housing to communities in the province remains a
huge challenge.
According to surveys the district with the highest percentage of informal
housing is Nelson Mandela Metro (23%), whereas OR Tambo (DC15) and Alfred Nzo
(DC44) have very low levels of informal housing (3% and 2% respectively). At
the local municipality level, Maletswai (EC143) and Buffalo City (EC125) are
the municipalities with the highest percentages of informal housing (with 30%
and 29%). By contrast in Inxuba Yethemba, Ikwezi, Baviaans, Camdeboo, Blue
Crane Route, Inkwanca, Kou-Kamma and Gariep, more than 80% of households live
in formal housing.
As we move towards eradicating informal settlements by 2014, the breaking
new ground delivery plan launched by the national Minister of Housing, Minister
Lindiwe Sisulu, remains the policy directive.
The primary goal of the programme is the creation of sustainable human
settlements in line with the vision of the Freedom Charter which states "new
suburbs shall be built where proper facilities shall be provided for transport,
lighting, playing fields, crèches and social centres". which goal translates
into the promotion of quality living environments. This approach will assist in
building a non-racial integrated society.
The shift in housing development necessitates that all government
departments gear themselves up to align their own delivery programmes to
housing development.
In terms of Breaking New Ground (BNG) during 2006/07, we have accelerated
the implementation of the BNG plan with five pilot projects on sustainable
human settlements currently being implemented in Buffalo City (Duncan Village),
Mbashe (Elliotdale), Nelson Mandela Metropolitan Municipality (NMMM)
(Zanemvula), King Sabatha Dalindyebo (KSD) (Ngangelizwe), Mnquma (Butterworth,
Siyanda), Ndlambe (Thornhill) and Maletswai. These projects will see the
delivery of some 51 000 houses upon completion. This, Madam Speaker, represents
a further step in moving towards eradicating informal settlements by 2014.
In terms of its service delivery model, the Department has opted to refocus
its approach. We have decided to utilise established contractors to speed up
housing delivery. We have roped in established contractors not only to deliver
on housing projects but also to build expertise and capacity amongst our
emerging contractors. We have set aside allocations for women and youth in
construction as a contribution to building this sector.
Madam Speaker, 2007/08 will also see other developments on the housing
front.
In the area of middle income housing, financial institutions in terms of
Financial Services Charter have partnered with government and pledged to
administer home loans for households earning between R3 501 to R7 000 per
month. to enable access not only to bank loans but to a combination of both
subsidies and bank loans. In the current financial year we have provided for an
amount of R3,6 million to assist with deposits for about 1 200 families.
With the recent boom in the property sector across the province,
specifically within the category of first time home owners, municipalities must
take responsibility to provide housing opportunities for these communities.
This may include the need for municipalities to release land for targeted
housing development within the context of broader economic development of the
municipality.
We must however work in partnership with municipalities to ensure housing
shortfalls are addressed. For this purpose a specific criteria has been
developed to accredit municipalities as developers. The accreditation involves
the delegation of certain clearly defined functions in respect of the
administration of national housing programmes. In the assessment of
municipalities to perform the function of housing, capacity assessments will be
undertaken. The evaluation of municipalities will look into capability areas
such as:
* Housing subsidy budget planning and allocation processes including ability
to develop and review independently housing sector plans and accreditation
business plans.
* Programme management which includes contract administration, subsidy
registration and technical (programme) quality assurance.
* Financial management with ability to review, report and manage subsidy
disbursements, financial reporting and reconciliation.
In response to the President's imbizo during September 2006, in the NMMM,
further assistance in 2007/08 will be provided to the metro, Buffalo City Ugie
and KSD in developing comprehensive housing plans. The plans will assist these
municipalities to develop housing within the context of developing housing
chapters as part of their respective integrated development plans (IDPs).
Funding of R1,2 million has been set aside for this purpose:
"The issue of delivery of quality housing will further be strengthened this
year. Poor quality in housing delivery will not be tolerated and we will
continue to take bold steps to address this situation. Apart from the
deployment of project managers to address the issues of quality, we will also
address the contracts management dimension impacting on quality and time.
Penalty clauses and other contractual means will be used to compel delivery
against set quality and time in an effort to drive delivery. Project managers
will also see their terms of engagement and remuneration linked to specific
quality outcomes in housing projects."
Madame Speaker, the following represents some key issues in the delivery of
housing during 2007/08:
* The eradication of informal settlements with six projects translating to a
value of R242,6 million will be undertaken this year.
* Finalisation of the unblocking of blocked projects will see 44 projects
valued at R129,6 million being implemented.
* We have adopted a policy for the rectification of housing stock built
between 1930 and 1994. In the current financial year we will conduct
investigations to determine the backlog. R10 million will be used to conduct
this investigation and to undertake initial rectification.
* For the 1994-2002 housing stock a report will be completed by end of March
2007. An amount of 40 million has been set aside to continue this
rectification. Approval of any rectification project will depend on action
taken against the previous contractor / developer who has failed to
deliver.
* Implementation of a comprehensive monitoring and evaluation system for
housing projects to track performance and ensure quality products.
With more than half of the Eastern Cape population still living in
traditional settlements, the implications of an expanded commitment to rural
housing supply in the province are enormous because so many people in these
areas earn very little to qualify for housing subsidies. This poses a
significant challenge in terms of housing delivery for the Eastern Cape in
future. Exactly how this should be undertaken in terms of housing provision
remains a major challenge for the province. We have thus convened a Rural
Housing Summit scheduled to take place during the first quarter of 2007. We
therefore further commit ourselves to popularise the rural housing policy and
to undertake an awareness campaign to do so.
The Department has a budget of just over R1 billion for providing housing
through the various policy instruments.
Local government
Budget: R241,852 million
Madam Speaker, I now turn to the support to municipalities within the
province. What is important to note is the character of the municipalities
making up our province in an effort to come closer to the kind and nature of
support required to further develop them. While we recognise the autonomy of
municipalities it is our responsibility to ensure that we have functional
institutions at the coal face of delivery.
Key to that is the political stability. In the words of Dr Xuma writing as
an organising secretary of the Atlantic Charter committee in 1943 when he
said,
"In the mass liberation movement there is no room for division or for
personal ambitions. The goal is one, namely, freedom for all. It should be the
central and the only aim for objective of all true African nationals. Division
and gratification of personal ambitions under the circumstances will be a
betrayal of this great cause."
Also in local government the division at the level of political leadership
as seen in the last term and also in the beginning of this term, is a betrayal
of the sacrifices made in the liberation of this country.
Management of municipalities
Madam Speaker, my Department acknowledges the challenges facing
municipalities to meet the overwhelming pressure for services. This is
exacerbated by the management vacuum in municipalities not only of accounting
officers but other levels of key technical expertise. This can be addressed by
ensuring that vacancies are filled by competent personnel who understand the
demands of developmental local governments. The Department will step up its
efforts to assist municipalities to find, select and employ the right
people.
Dealing with corruption
Corruption robs our democracy and the poor of their rights and freedoms. The
Department will be launching the local government anti corruption strategy and
I call upon all of us to use that platform collectively act against corruption.
We must pay specific attention to the integrity of key systems such as the
supply chain management processes.
Analysis of support programmes in the Eastern Cape
There are a number of support programs and initiatives (by both
national/provincial governments and the private sector) that are aimed at
enhancing service delivery, capacity building and organisational efficiency.
These efforts are however not properly coordinated and managed and ultimately
not maximised. This requires that we interrogate the capacity of both the
district municipalities and our Department to co-ordinate these support
programmes. This requires that we strengthen the capacity of both. In this
regard we will focus in the functioning municipal support units of all
districts.
Madame Speaker, the Department will also design a provincial municipal
support plan that provides direction and parameters for the existing support
providers with clear and measurable targets. The plan should also provide for a
set of norms and standards to guide the provision of hands on support to
municipalities. As monitoring and oversight are critical authority functions of
the Department clear indicators must be developed for district and local
municipalities.
IDP and Municipal Performance Management (PMS)
During 2006/07 financial year (40) draft IDPs were assessed using a credible
IDP assessment tool with all sector departments participating under the
direction of the Office of the Premier and my Department. Over 42 IDPs were
adopted after June 2006. The development of the second generation of IDPs has
been started in all districts with the exception of one through the IDP
engagement process started during December 2006.
The Department aims at training district municipalities on the credible IDP
framework and assessment tool. It will also focus on intensifying monitoring of
the implementation of ward based planning for maximum community participation
in IDP processes including consideration of provisions of the credible IDP
framework. For this purpose I have set aside a sum of R7 241 000.
With regard to PMS 13 municipalities have Municipal Performance Management
Systems (MPMS) whilst eight municipalities have adopted PMS policies. Whilst
some municipalities are committed in developing and implementing MPMS as well
as annual review thereof others completely resist in preference of human
resource PMS. Others use other systems that are not necessarily compliant with
Chapter 6 of the Systems Act. Development of a provincial municipal PMS
framework to be customised by municipalities is crucial. My Department has put
aside a sum of R4 000 000 for this purpose.
There were 16 annual performance reports submitted for 2005/06 whilst others
are still outstanding. The Department is committed to intensifying its hands-on
support in ensuring that municipalities improve on the submission of annual
performance reports.
Public participation at local government sphere
Involvement of citizens in governance matters at all levels of government is
gaining momentum. This places enormous responsibilities on the authorities to
ensure that communities are taken on board in the governance and decision
making processes that affect their lives through ward committees.
Challenges hampering the full functionality of the ward committees include
among things the lack of clarity on the role and functions of these structures
which are relatively new, limited support mechanisms such as administrative and
resources, vastness of some wards and ineffective communication between council
and wards.
The Department has been central in co-ordinating the Ministerial Izimbizo,
Presidential Izimmbizo and Cabinet outreach for the current financial year.
This year will be dedicated as the year of mass mobilisation towards effective
participation by citizens in programmes of government specifically at a local
level.
Municipal Infrastructure Grant (MIG)
The MIG allocation for the 2006/07 financial year amounted to R1 288 000 000
with R1 412 000 000 for the 2007/08 financial year. Due to the fact that 24 of
our municipalities were still below 60% expenditure from the reallocation
exercise the province experienced a reduction in allocation of R201 779 000.
However, good performance by some municipalities led to the province regaining
R181 171 000 resulting to the total loss R20 608 000.
The main reasons for poor expenditure are attributed to poor planning,
laborious project registration processes, tedious processes by sector
departments to recommend projects, cumbersome internal processes in and slow or
no commitments of MIG allocations by municipalities. Taking into consideration
the disaster relief additional budget to MIG of R339 551 000 received in
January 2007, these challenges are likely to persist.
To turnaround the current challenge, the Department is finalising its
recruitment of more than 18 technical staff specifically to assist
municipalities and provide hands-on support with all MIG related activities.
The Department has also contracted two engineering specialist since January
2007 to develop responsive systems at the departmental and municipal level. The
process will also inform the deployment of Siyenza Manje support engineers to
municipalities. This process has started rolling out as most of the engineers
and financial specialists will be deployed at provincial MIG office and
targeted municipalities.
Bucket-Toilet Eradication Programme (BEP)
The initial backlog for bucket toilets was 48 417 bucket units and this
included all other forms of unacceptable sanitation systems in both formal and
informal settlements. The verification exercise by both the Department of
Housing, Local Government and Traditional Affairs (DHLGTA) and Department of
Water Affairs and Forestry (DWAF) reduced the backlog to 37 192 units in the
formal settlements. By the end March 2007, 28 173 units were eradicated and the
remaining backlog is currently standing at 9019 units which in terms of funding
it translates into R216 000 000. This includes connection and bulk
services.
The allocation by my Department for 2007/08 financial year stands at R26 000
000 with the rest of the funding i.e. R190 000 000 being secured from MIG and
municipalities. Although the total sum of R216 million, for the physical
construction of new units and for the known associated bulk has been secured,
other challenges to meeting the national target of December 2007 includes
supply chain management processes, project registration and the delay in
environmental impact assessment and DWAF recommendation processes.
* To address the water service targets we will complete the assessment of
backlog verification and funding requirements by end of March 2007.
* For sanitation we will complete the backlog verification and funding
requirements by end June 2007.
* For electricity we will complete backlog verification and funding
requirements by end October 2007.
The Department is establishing a technical task team formed mainly by sector
departments, specifically to short circuit the sector specific requirement
processes. The Department has further set aside R2 000 000 for the development
of a Geographical Information System (GIS).
Local Economic Development (LED)
The Department has realised that LED has been reduced to social
interventions rather than enjoying a status as a catalyst to economic policy.
It is with this understanding that our participation within the Growth
Development Strategy (GDS) has become important. There is a need for
municipalities to engage the business community to develop a clear
understanding of the economic environment in order to play a supportive role in
establishing viable and sustainable communities. We appreciate the assistance
we have received from the Industrial Development Corporation (IDC) with the
establishment of seven development agencies in the province. These agencies
must serve as drivers of key development initiatives. I acknowledge the capital
infrastructure that government departments are investing in one of the poorer
districts in our province, Alfred Nzo. This investment will raise the economic
potential of this area. As a Department we are supporting the post-summit
processes through an allocation of R4,3 million for the six district
municipalities (DMs) for 2007/08.
With wall to wall municipalities the department will assist municipalities
to create a balance between urban and rural development.
I wish to thank the executive mayors of Amathole, OR Tambo, Ukhahlamba and
Chris Hani for driving and successfully hosting Growth and Development Summits
(GDSs). The outcomes of these GDSs give the Department an invaluable base of
information from which to better support the municipalities.
Municipal Financial Management And Viability
During 2006/07 30 of the 45 municipalities submitted their annual financial
statements on time. 12 municipalities managed to submit their annual financial
statements within three months from the cut-off date. Three municipalities
submitted their financial statements within six months after the cut-off date.
The challenge currently is to assist municipalities that were unable to meet
the cut-off date so that legal compliance is improved remarkably. Secondly the
audit reports revealed numerous issues under the qualifications that need
attention as well as the expression of opinions on the going concern of
specific municipalities.
This year my Department commits itself to manage these issues to expected
standards. We plan to assist 10 municipalities to determine their income
streams, ways to improve revenue collection and credit worthiness. Further to
this my Department will ensure that the Local government anti corruption
strategy is launched in all district municipalities as well as the metro. For
this purpose I set aside a sum of R11 535 000.
In the 2007/08 financial year also, 12 municipalities will be supported with
an amount of R6 000 000 for the development of municipal valuation rolls. These
rolls will assist municipalities to determine their rates base and levies which
should see an improvement in revenue collection.
Capacity Building and General Administration
We are only one year into the current five-year term of municipal councils
with the majority of our councillors having the first experience of the
municipal environment. Most of our municipalities have many new managers as
well. This places huge responsibility on my Department to ensure that all these
functionaries are capacitated in terms of formal developmental and training
programmes. My Department is currently in partnership with various tertiary and
other relevant institutions to develop appropriate training modules. This
arrangement will be strengthened this year to expedite the capacitation of our
councillors.
The Department has sponsored municipal officials to undertake a Masters in
Public Administration degree in a partnership between universities and South
African Local Government Association (SALGA).
In terms of the current legislation in particular the structures Act,
Speakers have a critical role to play in the promotion of public participation
in local government environment or matters of council and therefore it is very
much important to strengthen the capacity of offices of Speakers in terms of
appropriate development and training programmes. The Department has put aside a
sum of R2,1 million for this purpose.
The Department has budgeted a sum of R6 745 000 to support and assist in the
continuous improvement of the administration and capacity development within
our municipalities.
Free Basic Services
It is the policy of our government to provide every household with basic
services. Because some of our people cannot afford these services they are
regarded as indigent and must have access to these basic needs. The government
has committed itself to provide certain amounts of free basic services to such
households. The implementation hereof is not without challenges. Most
municipalities do not keep proper and updated records of indigents nor have
developed appropriate mechanisms to enable easy access to and awareness of the
existence of free basic services.
For this year my Department will focus on a robust programme of awareness of
communities regarding their rights to free basic services. I have put aside a
sum of R2 377 764 for this purpose.
Disaster Management and Emergency Services
During 2007/08 financial year the Department will be strengthening the
Provincial Disaster Management Centre for it to discharge its responsibilities
effectively. The Department will render support to Nelson Mandela Bay and
district municipalities through the deployment of newly recruited emergency
response personnel within the disaster management centres.
The integrated approach of our provincial disaster management framework
requires each provincial government department to prepare a disaster management
plan with contingency strategies and emergency procedures in the event of a
disaster, including measures to finance these strategies.
Nelson Mandela Bay, district municipalities, Buffalo City and King Sabatha
Dalindyebo Local Municipality will be supported to proactively respond to
disasters through the institutional capacity support on the establishment of
satellite disaster management centres closer to communities. Immediate relief
aid to disaster affected communities will be provided and training of disaster
management functionaries thereof. Fire fighting equipment will be purchased for
local municipalities according to available resources. An amount of R22 708 000
has been budgeted for 2007/08.
Traditional Affairs
Budget: R128,090 million
Madam Speaker, the protection and advancement of our traditional leadership
institutions remains a priority for our Department. Implementing key pieces of
legislation such as Traditional Leadership and Governance Framework Act, 41 of
2004, is a cornerstone of our delivery in this regard:
"Great strides have been made in the transformation of the traditional
institutions, including the transformation of traditional authorities into
traditional councils in line with the Traditional Leadership and Governance
Framework Act, 2003 (Act No 41 of 2003). Out of 229 traditional authorities,
120 traditional authorities have been transformed into traditional councils. It
is the intention of the Department to complete the transformation process
during the 2007/08 financial year. Transformation of these traditional
leadership institutions means amongst others that at least 30% of active
members are women, bringing these community structures in line with the
democratic principles of the country. Much has been achieved with the
provincial house of traditional leaders (PHOTL) in this regard and we applaud
the manner in which these changes have been introduced and accepted by the
traditional leadership.
In my previous policy speech for 2006/07, Madame Speaker, I indicated that
construction for the PHOTL and offices would take place in July 2006 and
September 2006 and be completed in June 2007 and November 2007 respectively.
However, this has not been possible because of the challenges with the
procurement processes and delays occasioned by administrative factors. The
construction of the PHOTL will now commence in April and according to the
Department of Public Works the period of construction is 20 months.
Furthermore, a sod turning ceremony and the handing over of the land for
construction by the honourable Premier was held on 8 to 9 March 2007. Also, the
Department will be constructing at least six traditional councils.
The Department also intends to begin the process of establishing local
houses that will work very closely with the district municipalities during the
2007/08 financial year. The drafting of the legislation is in progress with the
legal assistance of the Office of the Premier. We expect that by the third
quarter of 2007/08 the legislation will be ready public comment.
The Department commits itself to support the National Programme of Support
to the Institution of Traditional Leadership (NPS-TL) as announced by the
President of South Africa during his address at the annual opening of the
national House of Traditional Leaders on 23 February 2007. The programme which
is driven by Department of Provincial and Local Government (DPLG) includes
allocation of necessary resources, capacity development, involvement of the
institution of traditional leadership in development processes and formation of
partnerships between the municipalities and traditional councils in order to
speed up service delivery and development in areas that fall within the
jurisdiction of traditional leadership.
The "iMbumba yaMakhosikazi aKomkhulu" which was allocated R3 million in
2006/07 financial year for development projects in their areas has been
allocated R6 million for this coming financial year.
A senior manager for the PHOTL has been appointed and it is expected that
his appointment will enhance the efficiency of the PHOTL. Furthermore, a number
of critical posts have been advertised and will be filled during 2007/08.
We have set aside an amount of R5,197 million for the PHOTL for 2007/08.
During this year we will see amongst others the:
* 10th anniversary of the PHOTL. The Department is looking forward to these
celebrations of which will be given the full support of the Department.
* The current term of the executive committee coming to an end.
Madame Speaker, as regards the latter, the current term of the Executive
Committee will be coming to an end this year. I have to pause here to reflect
on some of the highlights of their term of office. The PHOTL led by the
executive has developed strong co-operation and good working relations with all
spheres of government. This is evidenced by the host of partner projects which
have yielded:
* Multi Purpose Community Centres (MPCC) for the communities
* HIV and AIDS programmes
* poverty alleviation programmes
* releasing funding for institutional development of the traditional leadership
institutions
* Memoranda of Understanding (MoU) with various state institutions such as the
South African Medical Research Council, Department of Agriculture and
Department of Health to name but a few.
Madam Speaker, from the above it is clear that our traditional leadership
institutions have remained not only relevant but have also spearheaded key
socio-economic issues within our communities. Under the leadership of the
current executive I extend my thanks and appreciation to them for their
tireless efforts and strong leadership of the PHOTL.
Corporate governance
Budget: R102,215 million
No doubt, Madam Speaker, you are aware of the delineation of the Department
into two separate departments of local government and traditional affairs and a
new Department of Housing. The Department, whilst finalising the recruitment
process in terms of the current organogram will ensure that the delineation of
the Department is finalised by the first quarter of the coming financial year
ending in 31 March 2008.
Despite the capacity challenges in the recruitment process the Department
has made great strides in filling the 176 critical vacant posts during the
current financial year thus far. A significant number of posts are at various
stages of the recruitment process. This process will be enhanced during the
next financial year to ensure that all the funded vacant posts will be filled
to strengthen the capacity of the Department. During the forthcoming financial
year, the Department will focus on the development of critical and scarce
skills especially those that are line function related.
In order to ensure that the Department upholds the value for money principle
and accountability we will vigorously implement the performance management and
development system throughout all levels, particularly senior management level.
Madam Speaker, this is a matter which I am passionate about. In the interest of
sound and effective delivery my Department has already completed all
performance agreements of all managers from the HOD to assistant managers.
These agreements will be used as a basis not only to assess performance but
more importantly to develop the identified capacity gaps sooner rather than
later. I have furthermore developed a specific timetable of assessments which
is part of the HODs performance agreement with me.
The issue of employment equity in the public service particularly has been a
challenge. In the past financial year we have manage to make some strides in
that the economic empowerment (EE) committee was formally appointed and the
draft EE plan in line with the new structure, has been developed and it
addresses the target of 50/50 representation in senior management echelon. This
issue requires all of our collective efforts. We have moved past the
statistical, numbers games being played in this area. As a Department we are
furthermore identifying specific posts that will be earmarked for targeted
recruitment and selection of under-represented groups such as women and the
disabled.
With many of the management positions being filled, we have to develop
improved mechanisms to support this growing information potential. The
Department will further facilitate the development and implementation of an
integrated ICT system that will enable the generation of improved management
information.
As the Department is rolling out an integrated wellness programme, which
includes HIV/AIDS, employee assistance programme (EAP) and safe and healthy
environment, we will not only concentrate on awareness campaigns but also now
moving towards home based care, taking care of HIV and AIDS orphans,
counselling of employees and their families.
Our special programmes unit, now driven from the office of the MEC, has a
critical role to play within our organisation. During the forthcoming financial
year we have set aside funding for the creation of awareness around issues
relating to mainstreaming of gender, disability, youth and the aged. The
special programme unit (SPU) will further monitor the departmental programmes
to assess the level of mainstreaming of these issues in the departmental
programmes. In addition the SPU will assume the mammoth task of co-ordinating
our local authorities and government departments as they respond to the 365
days programme of action.
Donors and Social Partners
The task of building local governments, delivering on housing and building a
Department are all in themselves huge undertakings. We have been fortunate to
have donors and social partners who have stepped forward to lend a hand and
help to advance the cause of this government. To these donors and partners I
extend our gratitude as a department and as a province for your
contributions.
Madame Speaker, we have fought for our freedom and for the rights which are
ours irrespective of race, class, culture, gender or religious persuasion. We
now need to harness that spirit of activism that has brought us to this point
where we must now direct our fervour into driving improved services for all our
people.
I thank you!
Issued by: Department of Local Government and Traditional Affairs, Eastern
Cape Provincial Government
14 March 2007
Source: Eastern Cape Provincial Government (http://www.ecpg.gov.za/)
