Date: 14/08/2003
Source: Mpumalanga Provincial Government
Title: Mahlangu: Salga Mpumalanga Conference
REMARKS BY THE PREMIER OF MPUMALANGA, NDAWENI MAHLANGU, AT THE SALGA MPUMALANGA CONFERENCE, Nelspruit, Thursday, 14 August 2003
Programme Director
Distinguished guests
Delegates
Ladies and gentlemen
On behalf of our provincial government and the people of Mpumalanga allow me to express our sincere gratitude at being invited to join you on this important occasion.
We also feel honoured that you elected to hold this important provincial conference of the South African Local Government Association in the political and administrative capitol of what must clearly be the most beautiful province.
The fact that you invited us to speak here today is a clear indication that you take seriously the call of our people that we work together as national, provincial and local governments.
It is only through such efforts that we will be able to sustain our offensive against poverty and deprivation in our province and country.
Today as we gather to talk, amongst other things, about our Provincial Growth and Development Strategy, inter-governmental relations, integrated development planning and challenges facing local government, we do so proudly proclaiming that indeed we are making a dent on poverty and deprivation.
We are succeeding in pushing back the frontiers of poverty and under-development because our basic polices sound.
Our people understand and support our programmes because they know that these programmes will ensure that they move further away from poverty and suffering towards a better quality of life.
They also support us because, as servants of the people, we are accessible.
There can be no such thing as a good government, at whatever level, that is cut off from the people.
Contact with the masses of the people must be an integral part of the regular work of all our municipalities, district councils and rural structures.
In the Imbizos and in our community outreach programmes, our people told us that our basic policies are sound.
But they also told us that the mechanisms of delivery and the visible impact on poverty on the lives of women, youth; rural communities and people living on farms must be accelerated.
They said we should do this through better integration and coordination of infrastructure delivery. We are doing that, but the people want us to improve on it.
Programme director, the Mpumalanga Provincial Growth and Development Strategy (PDGS) was first developed during 1996/7 and was mainly based on national policy guidelines.
The PGDS sets the tone and pace for growth and development in the province. It consist of the following developmental priority areas:
* Good governance
* Environmental infrastructure
* Social infrastructure
* Developmental infrastructure
* Economic infrastructure and
* Human resource development
Since the PGDS was formulated in 1996/7, new policy developments on both national and local government levels have taken place.
The lack of regular updating rendered the existing PGDS framework outdated and not keeping pace with current socio-economic policy environment.
There is a need to review:
The need to ensure integrated planning, which will enable development to be delivered in an efficient and co-ordinated manner in the province, has been reconfirmed both on a national and provincial levels.
The province, in pursuance of the above, specifically recognised the need to develop a management framework, in the provincial planning with national policies, as well as with planning and implementation programmes on both developmental and municipal levels.
Various initiatives, emphasising the need for co-ordinating the development initiatives both on a planning, as well as on a project implementation levels, have been embarked upon in the past.
In the same light various strategic documents were prepared to guide development and the determination of priorities and objectives.
The Provincial Growth and Development Strategy is considered as a strategic document in as far as it ties provincial policies with national policies, while it spells out broad strategies on a sectoral level, which should serve as a guideline to departments and their initiatives.
The PGDS is the overall strategic framework for the provincial government.
It is the embodiment of the broad strategic policy goals and objectives of the province inline with national policy objectives.
It constantly takes into account annual provincial priorities and set broad targets in terms of provincial economic growth and development, service delivery and public service transformation.
Sector policies and strategic plans are the practical expressions of the PGDS, together with macro-level provincial strategies like the Strategic Environmental Management Plan (SEMP).
The review of the PGDS followed a practical planning process and methodology.
The purpose is to benchmark a process that could be followed annually which would make the updating process effective and efficient.
The review of the previous PGDS was based on a process of interactive participation between key stakeholders namely:
* National Departments
* Provincial department
* District councils
* Non-governing organisations
* Parastatals and
* Business sector.
And in ensuring that all the stakeholders partake effectively in the process, six task teams were formed in accordance with the above mentioned developmental priority areas.
Furthermore, an appropriate monitoring and evaluation framework that is linked to the key performance indicators will be developed as well as a pro-active comprehensive information management system framework that will guide the implementation of the strategy.
The strategy assessment is looking at the time frame of 2004 -2014.
Presently, we have obtained inputs/comments from all stakeholders including the all HODs and the above-mentioned stakeholders.
We envisaged completing everything by the end of July 2003, and launch it early September.
Ladies and Gentlemen, let us turn to the issue of integrated planning. There are many advantages in integrated infrastructure planning.
An integrated infrastructure programme should maximize economic development benefits and improve prospects for long-term economic growth.
Indeed such a programme should ensure the proper balance between economic and social infrastructure.
Our people want us to ensure the alignment of budget cycles of municipalities to be in concert with the multi-year budgeting cycle of other spheres of government, in order to ensure the effective planning and financing of integrated development plans (IDPs).
That's what they want.
They also want us to create a consolidated information management system to monitor quality services and products and formulate appropriate strategies.
Surely there is merit in what they are calling for because we are all agreed that Infrastructure investment must be built upon the principle of co-operative governance and joint planning.
We must establish a framework for monitoring and evaluation, identifying role-players and their responsibilities on the basis of clearly identifiable key performance areas and project deliverables in relation to cost, quality and socio economic outcomes.
You see, sound and accessible infrastructure provides much needed access for people, particularly the poor and those in isolated areas or regions, to affordable and good quality services, facilities and opportunities.
It can also facilitate economic growth and diversification, and create favourable conditions for improved production and increased consumption.
I believe that some of the key components of vision for infrastructure in our province include the following objectives:
To expand infrastructure development to all areas of our country and ensure equitable access to good infrastructure through a clear infrastructure development programme.
We should eliminate inequalities and disparities in forward planning for infrastructure to ensure that resources are equitably used to meet the most critical needs first.
Indeed we must develop common standards for infrastructure development and maintenance, which are affordable both to government and our people.
Provide basic affordable household infrastructure to every household at standards defined appropriately for each type of human settlement.
The focused outcomes of infrastructure development must be job creation, poverty eradication and income generation through an Expanded Public Works Programme approach, using labour intensive methods of production and development.
We have been able to dent poverty through our Public Works Programmes.
But a lot still needs to be done.
We must build democratic participation in development, the social cohesion of communities and removing obstacles to effective participation of women, youth and other targeted groups.
As leaders in the different spheres of government we need to, together ensure that we integrate human settlement development through an enhanced strategy for land acquisition.
This we must do through disposal of state land and expropriation, and the provision of social facilities.
We also have to provide infrastructure, in particular basic social and municipal services, through labour intensive methods to maximise job creation and skills development.
That is why it is important to develop an Integrated Infrastructure Plan, which incorporates and consolidates development plans across all spheres of government, especially the Integrated Development Plans (IDPs) of local government, the Integrated Sustainable Rural Development Programme (ISRDP) and the Urban Renewal Programme (URP).
Such a plan must proceed from a critical assessment of all current programmes with a view to strengthening procedures, overcoming institutional and operational difficulties in regard to the coordination of government and state owned enterprises.
All of us must develop the capacity of people, organisations and systems to ensure that the effective management of the delivery and maintenance of infrastructure is achieved, with special focus on the planning and operational capacity of District Municipalities.
We must continue to ensure that there is effective integration and coordination across departments and amongst all spheres of government.
I believe we must, as a matter of urgency, establish an Inter-Departmental Inter-Municipality Committee on infrastructure development to ensure the appropriate prioritisation of budgets.
Finally, let me once again emphasise that we should involve the people in all we do.
The participation of civil society groups in public affairs must be enhanced if not institutionalised.
We are confident that this year, acting together, we will achieve new victories in the continuing struggle for the reconstruction and development of our province.
I thank you.
Issued by Mpumalanga Provincial Government
14 August 2003
Source: Mpumalanga Provincial Government
Title: Mahlangu: Salga Mpumalanga Conference
REMARKS BY THE PREMIER OF MPUMALANGA, NDAWENI MAHLANGU, AT THE SALGA MPUMALANGA CONFERENCE, Nelspruit, Thursday, 14 August 2003
Programme Director
Distinguished guests
Delegates
Ladies and gentlemen
On behalf of our provincial government and the people of Mpumalanga allow me to express our sincere gratitude at being invited to join you on this important occasion.
We also feel honoured that you elected to hold this important provincial conference of the South African Local Government Association in the political and administrative capitol of what must clearly be the most beautiful province.
The fact that you invited us to speak here today is a clear indication that you take seriously the call of our people that we work together as national, provincial and local governments.
It is only through such efforts that we will be able to sustain our offensive against poverty and deprivation in our province and country.
Today as we gather to talk, amongst other things, about our Provincial Growth and Development Strategy, inter-governmental relations, integrated development planning and challenges facing local government, we do so proudly proclaiming that indeed we are making a dent on poverty and deprivation.
We are succeeding in pushing back the frontiers of poverty and under-development because our basic polices sound.
Our people understand and support our programmes because they know that these programmes will ensure that they move further away from poverty and suffering towards a better quality of life.
They also support us because, as servants of the people, we are accessible.
There can be no such thing as a good government, at whatever level, that is cut off from the people.
Contact with the masses of the people must be an integral part of the regular work of all our municipalities, district councils and rural structures.
In the Imbizos and in our community outreach programmes, our people told us that our basic policies are sound.
But they also told us that the mechanisms of delivery and the visible impact on poverty on the lives of women, youth; rural communities and people living on farms must be accelerated.
They said we should do this through better integration and coordination of infrastructure delivery. We are doing that, but the people want us to improve on it.
Programme director, the Mpumalanga Provincial Growth and Development Strategy (PDGS) was first developed during 1996/7 and was mainly based on national policy guidelines.
The PGDS sets the tone and pace for growth and development in the province. It consist of the following developmental priority areas:
* Good governance
* Environmental infrastructure
* Social infrastructure
* Developmental infrastructure
* Economic infrastructure and
* Human resource development
Since the PGDS was formulated in 1996/7, new policy developments on both national and local government levels have taken place.
The lack of regular updating rendered the existing PGDS framework outdated and not keeping pace with current socio-economic policy environment.
There is a need to review:
The need to ensure integrated planning, which will enable development to be delivered in an efficient and co-ordinated manner in the province, has been reconfirmed both on a national and provincial levels.
The province, in pursuance of the above, specifically recognised the need to develop a management framework, in the provincial planning with national policies, as well as with planning and implementation programmes on both developmental and municipal levels.
Various initiatives, emphasising the need for co-ordinating the development initiatives both on a planning, as well as on a project implementation levels, have been embarked upon in the past.
In the same light various strategic documents were prepared to guide development and the determination of priorities and objectives.
The Provincial Growth and Development Strategy is considered as a strategic document in as far as it ties provincial policies with national policies, while it spells out broad strategies on a sectoral level, which should serve as a guideline to departments and their initiatives.
The PGDS is the overall strategic framework for the provincial government.
It is the embodiment of the broad strategic policy goals and objectives of the province inline with national policy objectives.
It constantly takes into account annual provincial priorities and set broad targets in terms of provincial economic growth and development, service delivery and public service transformation.
Sector policies and strategic plans are the practical expressions of the PGDS, together with macro-level provincial strategies like the Strategic Environmental Management Plan (SEMP).
The review of the PGDS followed a practical planning process and methodology.
The purpose is to benchmark a process that could be followed annually which would make the updating process effective and efficient.
The review of the previous PGDS was based on a process of interactive participation between key stakeholders namely:
* National Departments
* Provincial department
* District councils
* Non-governing organisations
* Parastatals and
* Business sector.
And in ensuring that all the stakeholders partake effectively in the process, six task teams were formed in accordance with the above mentioned developmental priority areas.
Furthermore, an appropriate monitoring and evaluation framework that is linked to the key performance indicators will be developed as well as a pro-active comprehensive information management system framework that will guide the implementation of the strategy.
The strategy assessment is looking at the time frame of 2004 -2014.
Presently, we have obtained inputs/comments from all stakeholders including the all HODs and the above-mentioned stakeholders.
We envisaged completing everything by the end of July 2003, and launch it early September.
Ladies and Gentlemen, let us turn to the issue of integrated planning. There are many advantages in integrated infrastructure planning.
An integrated infrastructure programme should maximize economic development benefits and improve prospects for long-term economic growth.
Indeed such a programme should ensure the proper balance between economic and social infrastructure.
Our people want us to ensure the alignment of budget cycles of municipalities to be in concert with the multi-year budgeting cycle of other spheres of government, in order to ensure the effective planning and financing of integrated development plans (IDPs).
That's what they want.
They also want us to create a consolidated information management system to monitor quality services and products and formulate appropriate strategies.
Surely there is merit in what they are calling for because we are all agreed that Infrastructure investment must be built upon the principle of co-operative governance and joint planning.
We must establish a framework for monitoring and evaluation, identifying role-players and their responsibilities on the basis of clearly identifiable key performance areas and project deliverables in relation to cost, quality and socio economic outcomes.
You see, sound and accessible infrastructure provides much needed access for people, particularly the poor and those in isolated areas or regions, to affordable and good quality services, facilities and opportunities.
It can also facilitate economic growth and diversification, and create favourable conditions for improved production and increased consumption.
I believe that some of the key components of vision for infrastructure in our province include the following objectives:
To expand infrastructure development to all areas of our country and ensure equitable access to good infrastructure through a clear infrastructure development programme.
We should eliminate inequalities and disparities in forward planning for infrastructure to ensure that resources are equitably used to meet the most critical needs first.
Indeed we must develop common standards for infrastructure development and maintenance, which are affordable both to government and our people.
Provide basic affordable household infrastructure to every household at standards defined appropriately for each type of human settlement.
The focused outcomes of infrastructure development must be job creation, poverty eradication and income generation through an Expanded Public Works Programme approach, using labour intensive methods of production and development.
We have been able to dent poverty through our Public Works Programmes.
But a lot still needs to be done.
We must build democratic participation in development, the social cohesion of communities and removing obstacles to effective participation of women, youth and other targeted groups.
As leaders in the different spheres of government we need to, together ensure that we integrate human settlement development through an enhanced strategy for land acquisition.
This we must do through disposal of state land and expropriation, and the provision of social facilities.
We also have to provide infrastructure, in particular basic social and municipal services, through labour intensive methods to maximise job creation and skills development.
That is why it is important to develop an Integrated Infrastructure Plan, which incorporates and consolidates development plans across all spheres of government, especially the Integrated Development Plans (IDPs) of local government, the Integrated Sustainable Rural Development Programme (ISRDP) and the Urban Renewal Programme (URP).
Such a plan must proceed from a critical assessment of all current programmes with a view to strengthening procedures, overcoming institutional and operational difficulties in regard to the coordination of government and state owned enterprises.
All of us must develop the capacity of people, organisations and systems to ensure that the effective management of the delivery and maintenance of infrastructure is achieved, with special focus on the planning and operational capacity of District Municipalities.
We must continue to ensure that there is effective integration and coordination across departments and amongst all spheres of government.
I believe we must, as a matter of urgency, establish an Inter-Departmental Inter-Municipality Committee on infrastructure development to ensure the appropriate prioritisation of budgets.
Finally, let me once again emphasise that we should involve the people in all we do.
The participation of civil society groups in public affairs must be enhanced if not institutionalised.
We are confident that this year, acting together, we will achieve new victories in the continuing struggle for the reconstruction and development of our province.
I thank you.
Issued by Mpumalanga Provincial Government
14 August 2003
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