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Progress and Challenges in Conditional Grants and Capital Expenditure: 2007/08 Report Overview

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herne
16 diapositives · 300 Views · Oct 02, 2014

This report presents an overview of the progress and trends in conditional grants and capital expenditure for the 2007/08 fiscal year. It highlights key activities including resource auditing, farmer capacity building, and project implementation, with a focus on well-planned projects. Significant outcomes include 90% budget expenditure and successful completion of major poultry projects. However, challenges such as late engineer appointments and slow conceptualization are acknowledged. Plans for enhanced project management and monitoring capacity are outlined to ensure improved future performance.

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  1. CONDITIONAL GRANTS PROGRESS AND CAPITAL EXPENDITURE 2007/2008 MEC DP Magadzi 22 January 2008

  2. PERFORMANCE & TRENDS IN ALLOCATION/TRANSFER 2005-2008

  3. 2007/08 CASP PROGRESS REPORT • The following activities were targeted • Deliver well planned & massified projects • Resource auditing e.g. water resource development, Soil testing • Implementation of projects found feasible • Farmer capacity building • Comprehensive planning for 2008/09

  4. 2007/08 PROGRESS REPORT CONT’D

  5. PROJECTED SPENDING FOR QUARTER 3 (07/08)

  6. One of the massified poultry projects

  7. 2006/07 IGP projects Outcomes • 90% of the budget was spent. • 10 of 12 Poultry houses of 40,000 capacity were completed. • 42 Microenterprises with 1247 beneficiaries were developed. • Fresh Produce Packhouse facilities were located, first seller withdrew offer. Facilities to lease in Seshego were withdrawn by ExCo decision.

  8. IGP PROJECTS 2007/08

  9. LandCare Objectives 2006/7

  10. LandCareQ3 Financial Progress

  11. TARGET vs OUTPUTS 2007/08

  12. Expected Outcomes -LandCare • All funds will be committed by end of January 2008. • Expected spending by end March 2008 will be R6,943mill. • Expected to be rolled over R1,8mill.

  13. DEVELOPMENTAL CHALLENGES • Assessment and program review revealed the need to move from quantity to quality (economic feasibility and impact) • Late appointment of planning engineers in line with a change of strategy from delivery of minute to massification, which necessitated detailed planning, therefore very delayed implementation with both happening in the same year – performance still expected to be just over 90% (R58,650 000) • Managing slow conceptualization to change of strategy by both farmers and officials took over 14months. • Engineering capacity to monitor mega projects is limited.

  14. PLANS TO ADDRESS THE SHORTCOMINGS • Massified approach delivers fewer, and more sustainable projects which are cost effective to both planning and monitoring resources • Demand officials have been capacitated on the procurement processes requisite to the mega projects e.g. contract management, drawing of TOR and SLAs • Use of external engineering capacity where necessary • Current readiness for 2008/9 evident that planning will henceforth be fully completed six months ahead.

  15. Challenges – IGP 2006/07 Poultry House Contracts was re-advertised in June 2006 contractors were on site. • Fresh Produce market infrastructure delays due to Montina Seller withdrawal from Purchase Offer & cancellation of Lease at Seshego by ExCo Decision. (ExCo wanted an integrated Plan with LEDET & Funding Plan = +-R300m) • Micro enterprises delayed due to Electricity connections but most are complete. Testing has to be done before finalizing and hand-over.

  16. MONITORING CAPACITY & PROCESSES • LDA makes use of the following tools: • Monitoring tools developed (involve rigorous approval criteria) • Monthly narrative & financial reporting by Districts (with digital recording of projects status • Provincial team meetings involving Districts, municipalities & specialized agric service units • Ad hoc projects sampling and field visits. • Sharing of best practice across districts. • All demand managers have been trained on contract management in order for them to enforcement adherence to the TOR and delivery of quality products • LDA has complied with reporting requirements of Dora.