Strategic Plan 2010-2015 - Dedea

DEPARTMENT OF ECONOMIC DEVELOPMENT 

AND ENVIRONMENTAL AFFAIRS 

Strategic Plan for the fiscal years 

2010/11 – 2014/15 

PROVINCE OF THE EASTERN CAPE 

Tabled: 23 March 2010 

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STRATEGIC PLAN for the fiscal years 2010/11 - 2014/15 | Department of Economic Development and Environmental Affairs 

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FOREWORD 

On the 18th of June 2009, we delivered the Department of Economic Development and Environmental Affairs policy speech for the 

2009/10 financial year. In the speech, we acknowledged three challenges that require the urgent attention of the Department of Economic 

Development and Environmental Affairs (DEDEA): 

• 

• 

• 

The first challenge relates to the fact that ineffectiveness and inefficiencies in the operations of government have resulted in 

service delivery that is not in line with the expectations and demands. 

The second challenge is that, due to the geographical spread and nature of poverty in a rural province like ours, the cost of 

providing services is more expensive than in concentrated urban areas. 

The third challenge refers to high poverty levels compounded by the global economic crisis which have resulted in the reduction 

of available provincial government resources to meet the needs of our people. 

Clearly, this has major implications for the DEDEA. Primary among these is the fact we as a Department will have to produce more with 

fewer resources. This has necessitated the development of policy responses in seven strategic dimensions, each of which is discussed in 

more detail in this strategic plan: 

1. 

2. 

3. 

4. 

5. 

6. 

7. 

Realignment and streamlining of the DEDEA and its public entities to increase effectiveness and efficiencies 

Rapid advancement of rural development to address Apartheid-created spatial distortions and poverty 

Management and protection of the natural environment 

Protection, diversification and expansion of our manufacturing and services sectors 

Achieving a sustainable balance between economic growth and responsible use of land and natural resources 

Creating an enabling regulatory function that ensures legal and regulatory compliance 

Creation of an enabling environment to support enterprise development 

These policy focus areas are directly aligned to two priority areas of the electoral mandate of the National and Provincial spheres of 

government, which focus on tackling the creation of decent work and sustainable livelihoods and on accelerating rural development, 

including land reform, and food production and security. They also align to the Medium Term Strategic Framework (2010 to 2014), the revised 

Provincial Growth and Development Plan, the National Spatial Development Perspective and the Economic Growth and Infrastructure 

cluster programme of action. 

I herewith commit the DEDEA to working tirelessly, in partnership with its entities and sister departments, towards the achievement of our 

vision. 

___________________________________ 

The Honourable Mcebisi Jonas 

MEC for Finance, Economic Development and Environmental Affairs 

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It is hereby certified that this Strategic Plan: 

• 

• 

• 

Was developed by the management of the Eastern Cape Department of Economic Development and Environmental Affairs 

under the guidance of the Honourable Mcebisi Jonas 

Takes into account all the relevant policies, legislation and other mandates for which the Eastern Cape Department of Economic 

Development and Environmental Affairs is responsible 

Accurately reflects the strategic goals and objectives which the Eastern Cape Department of Economic Development and 

Environmental Affairs will endeavour to achieve over the fiscal years 2010/11 – 2014/15 

Ms Sibongile Jongile 

Acting Chief Financial Officer 

Signature: 

Date: 

Mr Sybert Liebenberg 

Acting Head of Department 

Signature: 

Date: 

Approved by: 

Honourable Mcebisi Jonas 

MEC for Finance, Economic Development and Environmental Affairs 

Signature: 

Date:

Table of Contents 

PART A: STRATEGIC OVERVIEW 7 

1 Vision 8 

2 Mission 8 

3 Values 8 

4 Legislative and other mandates 8 

4.1 Constitutional mandates 8 

4.2 Legislative mandates 8 

4.3 Policy mandates 13 

4.4 Relevant court rulings 14 

4.5 Planned policy initiatives 15 

5 Situation analysis 15 

5.1 Performance environment 15 

5.2 Organisational environment 22 

5.3 Description of the strategic planning process 23 

6 Strategic goals of the department 24 

PART B: STRATEGIC OBJECTIVES 28 

7 Programme 1: Administration 28 

7.1 Strategic Objectives 31 

7.2 Resource considerations 33 

7.3 Risk management 34 

8 Programme 2: Economic Development 40 




9 Programme 3: Environmental Affairs 49 




PART C: LINKS TO OTHER PLANS 53 

10 Long-term infrastructure and other capital plans 54 

11 Conditional grants 54 

12 Public-private partnerships 54 

13 Public entities 57 

13.1 Mandates and Strategic Alignment 57 

13.2 Budgets and Evaluation Schedule 60 

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STRATEGIC 

overview 

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PART A: STRATEGIC OVERVIEW 

1. Vision 

We envisage the Eastern Cape as a province where all her people share the benefits of sound environmental management, sustainable 

development and economic growth. 

2. Mission 

To provide strategic leadership in developing a people-centred, equitably shared, Green Economy through effective programmes, strategic 

partnerships and responsive services 

3. Values 

LIFT 

LEADERSHIP: 

We accept responsibility to guide and direct the advancement of the Eastern Cape towards a Green Economy 

INTEGRITY: 

We adhere to high ethical and professional standards 

FLEXIBILITY: 

The department undertakes to ensure that it is able to respond appropriately and timeously to changed or changing 

circumstances 

TEAMWORK: 

We seek to honour our commitments through co-operative effort 

4. Legislative and other mandates 

4.1 Constitutional mandates 

DEDEA derives its constitutional mandate from Schedules 4 and 5 of the Constitution of the Republic of South Africa (Constitution Act 

No.108 of 1996). 

4.2 Legislative mandates 

DEDEA derives its legislative mandates from a raft of national and provincial legislations, as well as from policy specifications of the national 

departments of: 

• 

• 

• 

Trade and Industry 

Economic Development 

Environmental Affairs 

• Tourism

Legislative mandates 

Programmes and sub-programmes 

Source of Mandate 

PROGRAMME 1: ADMINISTRATION 

Office of the HOD: 

• Special Programmes Unit 

ºº Office of the COO 

ºº Public Entities Oversight 

• Project Support 

• 

Communications 

• 

• 

• 

• 

• 

• 

• 

• 

• 

National Gender Policy 

National Youth Development strategy 

National Disability strategy 

Employment Equity Act 

All legislation pertaining to Environmental Affairs 

All legislation pertaining to Economic Development 

Public Service Act 

Electronic Communications Amendment Act 

Protection of Information Act 

Strategic Management: 

• 


• 

Strategy Formulation 

• 

Public Finance Management Act 

• 

Planning and Reporting 

• 

Public Service Regulations (Ch 3. Part 1. Paragraph 27) 

• 

Monitoring and Evaluation 

• 

Spatial Data Infrastructure Act 

• 

Knowledge Management 

• 

National Spatial Development Perspective 

• 

Research 

• 

Provincial Spatial Development Framework 

• 

Information Technology 

• 

Provincial Archives and Records Services Act 

• 

Promotion of Access to Information Act 

• 

District Growth and Development Summit resolutions 

• 

Provincial Growth and Development Plan 

• 

Regulation of Interception of Communications Act 

• 

State Information Technology Act 

• 

Protection of Information Act 

• 

Promotion of Access to Information Act 

• 

Electronic Communication and Transactions Act 

Corporate Services: 

• 

Public Service Act and Regulations 

• 

Human Resource Planning and 

Practice 

• 

• 

CORE 


• 

Skills Development Act 

• 

Basic Conditions of Employment Communications Act 

• 

Labour Relations Act 

• 

Occupational Health and Safety 

• 

Compensation for Occupational Injuries and Diseases Act 

• Organisational Development 

• Public Service Act 

• 


• Skills Development Act 

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PROGRAMME 1: ADMINISTRATION 

• Office Management 


• 


• Legal Services 


Financial Management: 

• 

• 

• 

• 

• 

Budgeting 

Supply Chain Management 

Financial Administration 

Financial Accounting 

Internal Audit 

• 

• 

• 

• 

• 

• 

• 

• 


Public Service regulations 




Treasury Regulations 

GRAAP 

Audit Act 

• 

Compliance and Risk 

Management 

PROGRAMME 2: ECONOMIC DEVELOPMENT 

Economic Development: 

• Integrated Economic 

Development 

ºº 

ºº 

ºº 

Enterprise development 

Local Economic 

Development 

Economic Empowerment 

Business Regulation & Governance 

ºº Governance 

ºº Regulation Services 

ºº Consumer Protection 

ºº Liquor Industry Regulation 

ºº Gambling & Betting Sector 

Regulation 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

White paper on SMME promotion 

National Small Business 

Businesses Act 

Eastern Cape Development Corporation Act 

Co-operatives Act and Co-operatives Bank Act 

PPPFA 

Broad Based Black Economic Empowerment Act 

Mandatory Programme Budget Structure 

Eastern Cape Unfair Business Act 

Consumer Protection Act 

National Liquor Policy 

Eastern Cape Liquor Act 

• 

National Liquor Act 

• 

Gambling and Betting Act 

• 

National Gambling and Betting Act 

Trade and industry development 

ºº Trade & investment 

promotion 

ºº Sector development 

ºº Industry development 

• 

• 

• 

• 

Eastern Cape Development Corporation Act 

National Small Business Act 

Provincial Industrial development Strategy 

Framework for South Africa’s response to the international economic 

crisis 

Economic planning, research and policy 

formulation 

• 

• 


National Spatial Development Perspective 

• Provincial Spatial Development Framework




PROGRAMME 3: ENVIRONMENTAL AFFARIS 

Environmental Affairs: 

• Policy Co-ordination and 

Environmental Planning 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

NEM Act: Biodiversity Act; Protected Areas Act; Air Quality Act; Waste 

Act 

Environment Conservation Act 

Nature and Environmental Conservation Ordinance 

National Heritage Resources 

White Paper on Coastal Management 

Marine Living Resources 

Sea Shore Act 

Atmospheric Pollution Prevention 

Integrated Pollution and Waste Management Policy 

National Forest Act 

• 

Veld and Forest Fire 

• 

Ecosystems Biodiversity and 

Natural Heritage Management 

• 

• 

NEM: Biodiversity Act 


• 

Problem Animal Control Ordinance 

• 

Game Theft Act 

• 


• 

Veld and Forest Fire Act 

• 

Marine Living Resources Act 

• 

Fencing Act 

• 

Mountain Catchment Areas Act 

• 

Eastern Cape Parks Board Act 

1 

• Nature Conservation Act (Former Ciskei) 

• 

• 

Environmental Conservation Decree (Former Transkei)1 

National Heritage Resources Act 

1 

The Transkei Environmental Conservation Decree No. 9 of 1992 and the Ciskei Nature Conservation Act No 10 of 1987 were assigned 

to the Eastern Cape after 1994. They are to remain in place until the process (currently underway) to promulgate our new Eastern 

Cape Environmental Act is complete, at which time these will be repealed. 

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PROGRAMME 3: ENVIRONMENTAL AFFARIS 

• 

Environmental Quality 

Management 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

NEM: Waste Act 


White Paper on Coastal Management. 

Environmental Management White Paper 


Integrated Pollution and Waste Management Policy 

White Paper on Coastal Management. 

Sea Shore Act 

Environment Conservation Act 


NEM: Integrated Coastal Management Act 

• 


• 

NEM: Air Quality Act 

• 

Atmospheric Pollution Prevention Act 

• Compliance / Enforcement 

• NEM Act 

• 


• 

NEM: Integrated Coastal Management 

• 


• 


• 


• 

Veld and Forest Fire Act 

• 


• 

Fencing Act 

• 


• 

Nature Conservation Act (Ciskei) 1 

• 

Environmental Conservation Decree (Former Transkei) 1 

• 

Game Theft Act 

• 

Environmental Empowerment 

Services 

• 

• 

Skills Development Act 

All legislation pertaining to Environmental Affairs 

• 

Managing HIV/AIDS in the workplace: Section 41 of the Public Service Act 

• 

Domestic Violence Act 

• 

Promotion of Equality and Elimination of Unfair Discrimination Act 

• 


All Programmes and Public Entities 

• 

• 

• 

• 

Code of good practice on the employment of people with disability 

Equality Act 

Aged Persons Act 

Occupational Health and Safety Act 

• Labour Relations Act

4.3 Policy Mandates 

Policy directive: 

Growth, decent work & 

sustainable livelihoods (POA 2 ) 

Systematic poverty 

eradication through holistic, 

integrated and multidimensional 

approach to propoor 

programming (PGDP 3 ) 

Consolidation, development 

and diversification of the 

manufacturing based and 

tourism potential 

Infrastructure development 

(PGDP) 

DEDEA’s intended contribution / responsibility: 

• Promotion of the Green Economy through extensive collaboration with communities and 

local municipalities in creating EPWP-led initiatives (erosion combating, re-forestation, aquatic 

systems management, thicket rehabilitation, waste management, recycling etc.) 

• Investing in research, development and manufacturing of solar and wind energy generation 

and applications 

• Supporting, through public entities, the creation of Green Jobs in the Tourism and 

Environmental Management sectors 

• Facilitating the establishment of regional economic nodes, with local clustered supply and 

demand-side linkages, promoting agro-industry 

• Implement the Provincial Industrial Development Strategy in order to diversify the 

manufacturing sector, simultaneously attending to the Green Economy and labour 

absorption capacity 

• Using the SMME and Co-operatives policies to guide and target the development of capacity 

in respect of Green Jobs 

• Using youth and disability policies and strategies to promote participation in the economic 

growth of the province 

• 

Develop tourism products, including infrastructure 

Building social and economic 

infrastructure (POA) 

• Support the rehabilitation and construction of infrastructure related to Provincial Parks, 

including access roads, telecommunications infrastructure, electrification, bulk water supply 

and adequate sanitation 

Rural development, land and 

agrarian reform, food security 

(POA) 

Agrarian transformation and 

household food security 

(PGDP) 

Sustainable resource 

management and use (POA) 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

Establish partnerships to address infrastructure backlogs in the former homelands 

Prioritise the establishment of storage and packing facilities linked to highly effective logistics 

networks 

Promote development of provincial Business Process Outsourcing capacity 

Support the establishment of municipal waste management infrastructure 

Collaboration with the Department of Agriculture and Rural Development 

Promotion of agro-industry to support sustainable economic development 

Influence collaborating departments to improve road networks linking farm and non-farm 

activities in strategic rural locations 

Ensure the integration and expansion of Parks with local communities 

Develop, transform and expand the hunting industry 

Develop guidelines for the protection and promotion of bio-cultural diversity for the ongoing 

responsible use of medicinal and traditional herbs and plants 

Link with the EPWP to use labour-intensive methods 

Support initiatives to identify and commercialise alternate energy production 

Draft guidelines for the development and management of the Eastern Cape coastline in 

support of, and linked to, existing spatial development and planning frameworks 

2 

Programme of Action of Government 

3 


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Policy directive: 

DEDEA’s intended contribution / responsibility: 

Improving public service and 

democratic institutions (POA) 

Public sector and institutional 

transformation (PGDP) 

Education, skills and human 

resources (POA) 

• 

• 

• 

• 

• 

• 

• 

• 

Streamlining DEDEA’s structures and processes to optimise delivery models 

Refocus and re-gear public entities to deliver on their mandates 

Functionally integrate departmental and public entity capacity at a regional level on a project 

basis 

Re-organise DEDEA to focus on the provision of strategic and policy direction, supported by 

regulatory, monitoring and evaluation functions 

Actively contribute to and support the Provincial Planning Commission 

Promote the establishment and utilisation of shared transversal services in the Provincial 

Government 

Fully utilise the Intergovernmental Relations Framework to promote co-operation across 

spheres of government 

DEDEA will directly and indirectly, through various capacity and skills development initiatives, 

contribute to enhancing the skills-base of the Eastern Cape 

Human resource 

development (PGDP) 

Improving health (POA) 

Fighting crime and corruption 

(POA) 

• 

• 

• 

• 

• 

• 

• 

• 

• 

Promote use of cleaner technologies to enhance environmental quality 

Promote responsible liquor consumption and gaming 

Take proactive steps to mitigate the negative effects of addiction, particularly in already 

impoverished communities 

Offer educational opportunities in respect of sustainable harvesting of traditional medicine 

plants 

Promote the physical and mental benefits of outdoor recreation 

Through compliance and enforcement activities, DEDEA will: 

Regularise and manage legal liquor and gaming activities, and close down illegal operations 

Combat and reduce all types of environmental crime 

Through improved internal risk management and controls, DEDEA will prevent fraud and 

corruption amongst its officials 

4.4 Relevant court rulings 

None

4.5 Planned policy initiatives 

The Department intends to achieve its targets by implementing its programmes under SEVEN strategic pillars, each of which will be guided 

by the elaboration of related policies: 

• 

• 

• 

• 

• 

• 

• 

Realignment and streamlining of the DEDEA and its public entities to increase effectiveness and efficiencies 

Rapid advancement of rural development to address Apartheid-created spatial distortions and poverty 

Management and protection of the natural environment 

Protection, diversification and expansion of our manufacturing and services sectors 

Achieving a sustainable balance between economic growth and responsible use of land and natural resources 

Creating an enabling regulatory function that ensures legal and regulatory compliance 

Creation of an enabling environment to support enterprise development 

5. Situation analysis 

5.1 Performance environment 

The Deprivation Index is a composite measure of income and material deprivation; employment deprivation; education deprivation; 

adequate care deprivation; and living environment deprivation. The Eastern Cape is immediately identifiable on the national map of 

deprivation, reproduced in the Health Systems Trust Health Review 2008, as being home to some of the most deprived municipalities in the 

country. There is a higher than average concentration of deprivation in the municipalities of the former Transkei and Ciskei. 

Figure 1: Deprivation at municipal level, 2007. (Source: HST Health Review 2008, pp 253) 

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STRATEGIC PLAN for the fiscal years 2010/11 - 2014/15 | Department of Economic Development Ddevelopment and Environmental Affairs 

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By contrast, an analysis of economic activity reveals that these same areas are practically devoid of meaningful economic activity. At present, 

there are two economic hubs in the province – in East London and Port Elizabeth – with little or no infrastructure linking these to the 

surrounding areas. In fact, the rural parts of the province are both economically under-developed and poorly provided for in respect of the 

delivery of government services. This sets a vicious cycle in motion, as areas with low levels of service delivery tend to have reduced access 

to economic opportunities, which makes the delivery of services more expensive and difficult. The vast majority of people living in the 

rural Eastern Cape (specifically in the former Transkei and Ciskei) are compelled to travel for an average of 120 minutes in order to access 

economic opportunities. 

According to Statistics South Africa, the Eastern Cape compares to the rest of the country as follows: 

• 

• 

• 

An economic growth rate of 2.9% in the past year, which is less that the national average of 3.1% 

The reduction of unemployment to 29%. Unemployment remains stubbornly above the national average of 23.5% 

The achievement of a gross investment growth rate of 8.3%, which is still less than national average of 12.5% 

Development Economic Indicator EC RSA 

Investment growth (%) 8.3 12.5 

Persons below minimum living level (MLL) (%) 69 50 

Unemployment (%) 29 23.5 

GDP growth (%) 2.9 3.1 

Grade 12 Education Level (20 years & older) 11.1 16.4 

Figure 2: Eastern Cape performance on selected economic indicators (Source: StatsSA, 2009) 

With the widespread negative impact of the international economic crisis, the work of DEDEA has become increasingly important. In an 

impoverished, rural province, the effect of the crisis is most keenly felt by those who are already most vulnerable. Significant job losses in the 

two urban centres have exacerbated the endemic poverty of the rural areas as unemployed workers return home with no prospects. 

The economic outlook in the province is dampened by the province-wide skills shortage and low labour absorption capacity of existing 

industries and sectors. This shortfall in skills is partly due to the unexpectedly rapid economic growth South Africa experienced in the early 

to mid 2000s, accompanied as this was by substantial demand for skills sets in key market segments. Even at the height of the growth phase 

in 2006, the Eastern Cape had a labour absorption rate of only 0.7%, compared with 3.6% in the Western Cape and 3.8% in KwaZulu-Natal. 

In addition to the economic crisis, many parts of the province are experiencing a devastating drought, with livestock dying and crops failing. 

Many dams have run dry. These conditions are ideal for the spread of invasive alien plants, which exacerbate the detrimental impact on 

catchment management and biodiversity. However, the relative health of environmental systems, such as river eco-systems, can mitigate 

these detrimental impacts if healthy natural systems are well protected and managed. 

Endemic poverty and a ravaged natural environment will be among the most compelling factors influencing the work of DEDEA over the 

next five years: 

• High levels of poverty and deprivation in a stunted economy 

Vulnerable groups are in ever-increasing need of government intervention to mitigate the impact of the current economic recession 

and deepening poverty. Historical service delivery backlogs and persistent obstacles to development must be removed in order for 

the rural population of the province to participate in and benefit from economic growth. 

Opportunities 

ºº 

Programmes that address service delivery backlogs will be fundamental to unlocking the dormant economic potential of the 

rural areas of the province. The reputation and credibility of government will be improved by making a tangible difference to 

the quality of life of the citizens of the Eastern Cape

ºº 

ºº 

ºº 

ºº 

ºº 

ºº 

Connecting rural villages to towns and cities through a functional road network will increase access to economic activities 

and opportunities 

Organising communities to co-operatively identify, create and exploit local economic opportunities will assist in mitigating 

the ravaging effects of poverty 

Assisting rural entrepreneurs to participate in the mainstream economy through the provision of skills, opportunities and 

logistics 

Establishing partnerships with JIPSA, the Department of Labour and Further Education and Training centres to identify skill-set 

gaps and develop approaches to addressing these gaps 

Attention to the development of viable logistics networks to connect primary production activities in the rural areas to the 

economic hubs of East London and Port Elizabeth 

Plentiful opportunities for building partnerships to facilitate the necessary scale-up of service delivery exist 

Threats 

ºº 

ºº 

ºº 

If government fails to invest in addressing the existing service delivery backlogs, these will compound, increasing the 

likelihood of service delivery protests and a further deterioration of government’s credibility 

This scenario holds the additional threat of instability in the province 

Similarly, if poverty is allowed to deepen further, underdevelopment will be perpetuated, increasing the dependence on, and 

demand for, social services while existing service delivery backlogs are exacerbated 

• Retarded economic growth 

The provincial economic growth rate lags the national growth rate. According to African Economic Outlook (AEO) 2009, the 

national economic growth rate is expected to drop to 1.1% due to the impact of the global economic crisis on demand for its 

mineral exports compounded by a contraction in private consumption and investment. If the provincial economy maintains it 

0.2% lag, this implies a predicted growth rate of only 0.9% for 2010. In this context, companies and industries in the province are 

under severe threat. 

Opportunities 

ºº 

ºº 

ºº 

ºº 

The adoption of a more expansionary macroeconomic policy with significant resource mobilisation (as envisaged in the 

Accelerated and Shared Growth Initiative for South Africa (ASGISA)), is likely to see a significant increase in investment in 

economic infrastructure such as energy generation, water resource management and transport 

This creates opportunities for DEDEA to package projects for investment by both the public and private sector by rolling out 

the Provincial Industrial Development Strategy 

This can be overlaid by the wide scale deployment of labour absorptive, environmentally friendly construction methods 

There are also numerous opportunities for investment in research and development to identify and develop alternatives, and 

expand opportunities in currently untapped sectors 

Threats 

ºº 

ºº 

ºº 

Failure to protect existing industries can result in further considerable job losses and an increase in poverty levels 

Failure to invest significant public resources in economic infrastructure will further increase the economic deficit faced by the 

province 

The de-industrialisation trend experienced in the former Transkei and Ciskei will be perpetuated 

• Receding indigenous and unspoilt areas 

The provincial biodiversity map is currently dotted with pockets of protected areas. Many unprotected areas are increasingly under 

threat from a combination of human settlement encroachment and climate change, with potentially devastating consequences 

such as floods and fires. In this context, the extent to which the environmental protection mandate of the DEDEA and its entities is 

resourced, limits the province’s ability to mitigate these threats effectively. 

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Opportunities 

ºº 

ºº 

ºº 

ºº 

ºº 

The relatively good health of river and eco-systems, particularly in the Eastern part of the province, presents numerous 

opportunities to demonstrate the feasibility of integrating progressive environmental management with responsible 

economic development 

The adoption of an expanded environmental protection mandate (to include areas outside of protected areas) for East Cape 

Parks would enhance the possibility of pursuing stewardship and co-management arrangements 

Investigations into the development of guidelines for the protection of bio-cultural diversity for the sustainable, responsible 

use of medicinal and traditional herbs and plants will enhance the extent to which communities are involved in 

environmental management 

Enhancing land-use planning capacity and co-ordination will facilitate better local management of resources 

Marine and aquaculture development are areas that warrant attention as they have the duel benefit of environmental 

protection and economic development 

Threats 

ºº 

ºº 

ºº 

Continued destruction of the natural environment will negatively impact the sustainability of human settlements and 

economic activity 

The public image of the department will be further damaged if the standards in protected areas are not enhanced, if game 

continues to be poached, and indigenous vegetation is destroyed 

Continued under-resourcing of this vital aspect of the department’s work will undermine the department’s ability to execute 

its mandate 

• Agency-level inefficiencies 

Over the last several years, the province has experienced a ‘mushrooming’ of agencies established to facilitate local economic 

development (LED), support enterprise development, and promote tourism. These agencies mostly operate at the level of local 

municipalities where resources are generally limited and opportunities scarce. This has the effect of setting up a highly competitive 

relationship between agencies, as each agency seeks to maximise limited opportunities. The moribund status of many agencies 

undermines the image of the province. 

Opportunities 

ºº 

ºº 

ºº 

Streamlining and better co-ordinating LED, Enterprise Development and Local Tourism Agencies could lead to greater 

leverage being exercised in the attraction and management of resources, especially if these could be meaningfully connected 

to national and provincial priorities, strategies and programmes 

Improving the department’s ability to assess the effectiveness and efficiency of agencies would greatly enhance the 

province’s ability to adjust priorities and activities related to regional economic development and tourism promotion 

This would further increase possibilities for expanding and supporting key sectors 

Threats 

ºº 

Inefficiencies, duplication, corruption, waste, and mismanagement of agencies will aggravate the negative image of the 

province and further damage its potential as an investment and tourism destination. DEDEA will need to contribute to 

improving financial control across agencies to neutralise this threat 

DEDEA is currently ill equipped to respond to the challenges identified here, primarily because of a protracted period of leadership and 

management instability. This has further resulted in systemic failures within the department. To ameliorate this, priority has been given to 

the promotion of a learning culture supported by dynamically integrated policies and procedures and a project-based delivery platform. 

The strategic management functions of the department are also to be enhanced.


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5.2 Organisational environment 

In order for DEDEA to successfully meet the external challenges identified, the organisation must be properly prepared and equipped to 

function at optimal levels. Three performance areas were considered: Concept, Competence, and Commitment. 

• Concept refers to Understanding of purpose, clarity of focus, knowledge of the organisational direction and the sharing of these 

within the organisation 

Strengths 

ºº 

There is renewed vigour, energy and commitment to harnessing institutional memory and capacity 

Weaknesses 

ºº 

ºº 

ºº 

ºº 

ºº 

ºº 

There is a mismatch between the importance attached to the role of DEDEA and the relative resource allocation 

accompanying this role. In terms of resource allocations, the province prioritises administrative functions 

DEDEA has been plagued by rapid changes in the Executive Authority (Member of the Executive Council (MEC)) and 

Accounting Authority (Head of Department (HOD)). Since 2004, there have been four MECs and six HODs. In the seven public 

entities, there is instability in board membership, and there have been 32 executive membership replacements since 2004 

International benchmarking studies suggest that senior managers should constitute about 10% of the workforce. For the 

South African provincial civil service, the average percentage is about 1.4%. For DEDEA, it is less than 0.1%. As a result, 

planning takes place at the senior management service (SMS) level, but is not consistently cascaded to other levels of the 

department due to poor communication and an inability to manage vast spans of control 

For a significant period, the Performance Management and Development System has not been properly implemented. This 

has had (and continues to have) implications for the interpretation of departmental mandates. Because the performance 

review process is erratically implemented, it is difficult to assess the extent to which programmes and projects adhere to the 

planned direction and priorities of the department 

Similarly, a breakdown in relations between the department and its entities has dislocated the entities from the organisational 

core 

In addition to setting the strategic and policy direction for the department and its entities, the Head Office is responsible for 

planning, monitoring and evaluation. Execution is delegated to the Regional Offices and Pubic Entities. There is, however, 

an historical mismatch between these intentions and the accompanying budgetary allocations, which conspires to impede 

delivery 

• Competence refers to The skills, abilities, talents and knowledge of the people within the organisation 

Strengths 

ºº 

ºº 

There has been relative stability at middle management levels, resulting in solid institutional memory and capability 

There are a number of highly skilled individuals in key positions throughout the organisation 

Weaknesses 

ºº 

ºº 

ºº 

ºº 

ºº 

ºº 

ºº 

ºº 

Leadership instability and high vacancy rates have contributed to low morale 

Vacancies resulting from disciplinary suspensions of key personnel has hampered the department’s ability to effectively 

manage it finances and assets 

There is no succession plan 

Knowledge management is almost limited to registry functions, with little scope or opportunity for skill development 

The use of technology to facilitate communication, knowledge-sharing and operational reporting is limited 

The organisational structure is outdated 

There has been a consistently negative approach to building and acknowledging individuals, contributing to low morale and 

a lack of motivation 

Systems and structures do not adequately support functionality in the core delivery areas of the department

Commitment refers to The passion and involvement of staff 

Strengths 

ºº 

ºº 

ºº 

There is a high degree of commitment among a core group of SMS members 

A growing degree of commitment is evident from organised labour 

Staff have demonstrated enormous tenacity through the uncertainty and upheaval of the past number of years 

Weaknesses 

ºº 

ºº 

ºº 

ºº 

Staff morale, motivation and enthusiasm is low throughout the department 

There is often incongruence between the departmental intention to play a leadership role in the province and the leadership 

conduct of the SMS 

There is a high tolerance for poor performance 

There is inconsistent application of policies and standards 

The above analysis of the department’s organisational readiness to contend with the operational challenges it faces revealed that major 

deficits (weaknesses) exist in key performance areas, such that attention to these is both critical and strategic. There is an urgent need to 

attend to HRM functions within the department. Failure to positively alter the current organisational culture, and to support these changes 

with vigorous systems, will most certainly lead to the perpetuation of low morale and high staff turnover. 

5.3 Description of the strategic planning process 

Timeframes for planning have been consistent with Treasury Regulations and the budget and planning cycle as directed by National 

Treasury. The political transition during the first quarter of the year necessitated a slight delay in the process to accommodate the policy 

priorities of the incoming government. 

During the first quarter of the 2009/10 financial year, the Department received a new template for planning from National Treasury. At 

the same time, standard strategic objectives and performance measures for the two sectors (Economic Development and Environmental 

Affairs) were issued to the Department by National Treasury. 

Based on previous priorities, the Department developed a schedule of all priorities to be factored in over the next five years. These priorities 

include issues raised by DEDEA’s oversight agencies, Cabinet resolutions, and the updated Provincial Growth and Development Plan. 

The resultant work enabled the Department to deliver to the Provincial Treasury and Office of the Premier its first draft strategic plan on 

the 31st of July 2009. The plan was reviewed by the Office of the Premier. The report was discussed with both Economic Development and 

Environmental Affairs management in preparation for further input into the strategic plan. 

In summary, the following planning process was followed: 

• 

• 

• 

• 

• 

The Department reviewed the last five-year strategic plan in relation to the new direction that the Department intends to take. 

National Treasury issued a collectively agreed budget programme structure in May 2009. 

National Treasury issued a new framework for strategic plans in May 2009 (the template was also distributed to Public Entities of 

the Department). 

Programme managers were requested to review their work and that of Public Entities. (Pre-planning sessions were held on 20- 21, 

25 May 2009). 

Inputs on the MEC’s policy speech were sourced from programmes and Public Entities of the Department (May to early June 

2009). 

• The Department reflected on its legislative mandate while the MEC outlined his vision for the Department (this was later 

presented to the Provincial Cabinet Lekgotla). 

23


24 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

The MEC set up four working groups (manufacturing, services, re-organisation of the state, agrarian transformation) which 

anchored his focal strategic thrust of the Department. 

A number of meetings were held with the MEC where he elaborated his vision for the Department. 

Programmes were requested to consult with their communities of practice. 

Socio-economic data was constantly collected to inform planning (working groups were given the task to look at data/ 

information from the policy priority areas that were identified by the MEC). 

The MTSF document was released and circulated in the Department and Public Entities (July 2009)/ 

The Department participated in the Economic Development Sector plan meetings (10 July and 6-7 August 2009). 

Pre-planning sessions were held separately with both Economic Development and Environmental Affairs on 13 July 2009. 

A Departmental planning session together with Public Entities was held on 21 July 2009. 

Public Entities conducted separate planning sessions with their accounting authorities in August/September 2009. 

A draft strategic plan and annual performance plan were submitted to the Provincial Treasury on 31 July 2009. 

Each Public Entity was requested to develop its own strategy based on priorities presented on 21 July 2009. 

The Department convened an internal MTEC session with its Public Entities on 14 & 15 September. 

A reporting conference was held in the Department to look at the first and second quarter performance reports of both the 

Department and its Public Entities (8-9 October 2009). 

Sessions were held with both Economic Development and Environmental Affairs (15-16 October 2009) at which alignment 

between identified priorities and budgeted resources was sought. 

A formal meeting between the GM: Strategic Management and Labour took place on 4 November 2009, at which the proposed 

overall strategic direction and associated function-driven structural design were approved. 

Further planning sessions were held in January and February 2010 to adjust and confirm plans after Provincial Treasury cut the 

Department’s budget by 22% for the 2010/11 financial year. 

Throughout the process, the Department met with a wide range of stakeholders including members of the provincial legislature, chambers 

of business, other Departments in the economic sector, private business, labour, District Municipality officials, business owners, developers 

and prospective business players. 

6. Strategic goals of the department 

6.1 Leading the Province towards a Greener, more Prosperous Future 

The analysis detailed in Section 5 highlights the need for two distinct sets of priorities for the period 2010 – 2015. The first set relates to 

provision of leadership, direction and support. The second set defines the scope of delivery for the coming period. 

Leadership priorities include: 

Regulation and policy 

Strategic planning 

Monitoring and evaluation 

Support to public entities and regions 

Delivery priorities fall into five strategic dimensions: 

Streamline Departmental operations 

Rural Development 

Protect & expand the manufacturing sector 

Expand the services sector 

Manage and protect the environment

In order to give effect to these priorities, four strategic goals have been identified as fundamental to the department’s readiness to achieve 

its stated priorities. 

Strategic Goal 1 

Goal Statement 

Justification 

Organisational Culture 

To build a learning organisation that is responsive, within which innovative team members are valued 

and trusted 

The challenges highlighted in the foregoing analysis must be addressed as they pose a potential threat to 

the positive image of the department and hamper its ability to deliver on its mandate 

Links Strategic Government Priorities – SOPA 2009 

• 

• 

Intensifying the fight against crime and corruption 

ºº All departments to have anti-corruption, risk management and fraud prevention capacity 

Building a developmental state, improving the public services and strengthening democratic 

institutions 

ºº Public service is engine of Government and performance of State 

ºº Zero tolerance for non-performance 



Justification 

Links 

Service delivery 

To facilitate the work of DEDEA’s Public Entities and Regions by creating and supporting an enabling 

environment, a solid regulatory framework, and clear policy directions 

In the second most impoverished province in the country, where the vulnerability of the environment has 

been well documented, the need for economic and environmental leadership is undisputed. 

Strategic Framework of the PGDP (2004-2014) targets aligned with national targets and Millennium 

Development Goals (MDGs): 

• 

• 

• 

• 

Ensure an economic growth rate of 5-8% per annum 

Halve unemployment rate by 2014 

Ensure 60 - 80% reduction in the number of households living below the poverty line and 

proportion of people suffering from hunger by 2014 

Ensure food self-sufficiency in the Province by 2014 

MEC’s policy speech: 

• 

• 

• 

• 

• 

Regulatory functions 

Enhance land-use planning capacity and coordination 

Enhance marine and aquaculture development 

Clear alien vegetation and resettle indigenous species, thus restoring the original bio-diversity of 

the province and countering soil erosion 

Restore and / or protect bio-cultural diversity 

• Support integrated spatial development and planning frameworks 

25


26 



Justification 

Stakeholder relations 

To improve and protect clearly defined relationships with a wide range of external stakeholders to 

maximise the impact of policies and enhance the quality of services 

DEDEA relies on its Public Entities and Regions (and to a lesser extent, local and district municipalities) 

to execute its programmes and projects. DEDEA must ensure that the spending of transfers from the 

department is both efficient and effective, and that appropriate value is gained from these transfers. 

Mechanisms for monitoring the management of financial and other resources are prescribed in Service 

Level Agreements and Shareholder Compacts. In both instances, relationships with entities external to 

the departmental head office are critical. The quality of these relationships greatly impacts on the value 

derived from the services delivered by DEDEA. 


Firm-up inter-sphere co-operation on planning and service delivery 

PGDP 2004 - 2014 

Public sector and institutional transformation 



Justification 

Internal processes 

To strengthen its internal policies and processes to ensure clean, reliable and credible administration of 

the department at all levels 

A number of internal weaknesses, which undermine the department’s ability to deliver on its mandate, 

exist. In an effort to eliminate duplication, maximise productivity and eliminate corruption, process flows 

need to be re-engineered to facilitate teamwork and co-operation across traditional programmatic and 

hierarchical boundaries, manage performance and guard against abuse. 


• 

Building a developmental state, improving the public services and strengthening democratic 

institutions 

ºº Government is central in fight against poverty & underdevelopment 

ºº Public service is engine of Government and performance of State 

ºº Public service to treat people with dignity and timeously 

ºº Zero tolerance for non-performance 

ºº Commit to paying service providers within 30 days 

PGDP 2004 - 2014 

• Public sector and institutional transformation

STRATEGIC 

OBJECTIVES 

27


28 

PART B: STRATEGIC OBJECTIVES 

Programme Budget Structure 

Sub-Programmes Sub-Sub-Programmes Purpose 

1. Administration 

1.1 Office of the MEC 1.1.1 MEC Core Staff • Political leadership, management and 

oversight 

1.2 Office of the HOD 1.2.1 HOD Core Staff 

• 

• 

Special Programmes Unit 

Communications 

1.2.2 Office of the COO 

• 

• 

• 

Project Support Unit 

Public Entities 

Regional Co-ordination 

1.2.3 Strategic and Information Management 

• 

• 

• 

• 

• 

• 

Strategy formulation 

Planning and Reporting 

Monitoring and Evaluation 

Knowledge Management 

Research 

Information Technology 

• Provide effective and efficient strategic 

leadership 

• Facilitate mainstreaming of inclusion policies 

and programmes 

• Oversight of public entities requires the 

deployment of capacity in a structured 

manner to support, monitor and evaluate 

public entity performance, to manage 

DEDEA’s risk exposure in respect of transfers, 

to manage entities’ compliance with their 

mandates, and ensure alignment with 

DEDEA’s strategic objectives 

• Facilitate localised, responsive and dynamic 

integration of essential capacity to initiate, 

guide, catalyse, implement and evaluate the 

core services of DEDEA through a structured 

project-based approach which draws on 

regional offices and public entities 

• Provide effective and efficient corporate 

communication services in DEDEA 

• IT meets legislative imperatives, maintain the 

Department’s IT/IS capacity, offers training in 

computer literacy, and manages information 

automation 

• Engage with international, national and 

provincial strategic developments, and 

provide guidance to the core programmes in 

responding to these developments 

• Ensure compliance with departmental, 

provincial and national planning, monitoring 

and evaluation requirements 

• Effectively and efficiently deliver a full 

spectrum document management service 

while promoting a learning culture 

• 

Co-ordinate and integrate research activities 

of the department 

• Conduct output and impact evaluations of 

projects and programmes


1.3 Corporate Services 1.3.1 Human Resource Planning and Practice 

1.3.2 Organisational Development 

1.3.3 Office Management 

1.3.4 Legal Services 

• Ensure that DEDEA adheres to all Public 

Service requirements related to human 

resources, and administers and manages 

these effectively and efficiently 

• Implement and manage organisational 

development and change management 

systems and processes 

• 

Provide office management and security 

services at head office and regional offices 

• Provide effective and efficient legal support 

services i.r.o. contract management, 

litigation, law reform and corporate legal 

services 

1.4 Financial 

Management 

1.4.1 Budgeting 

1.4.2 Supply Chain Management 

1.4.3 Financial Administration 

1.4.4 Financial Accounting 

1.4.5 Compliance and Risk Management 

1.4.6 Internal Audit 

• Ensure that Public Service and PFMA 

requirements related to financial 

management and administration are 

adhered to with efficiency, effectiveness and 

economy 

• Provide anti-corruption and effective internal 

control measures 

• Facilitate regional accountability for 

financial administration, procurement, risk 

management and budgeting 

2. Economic Development 

2.1 Integrated 

Economic 

Development 

2.2 Trade and Sector 

Development 

2.1.1 Enterprise development 

2.1.2 Regional and Local Economic 

Development 

2.1.3 Economic Empowerment 

2.2.1Trade and Investment Promotion 

2.2.2 Sector Development 

2.2.3 Strategic Initiatives 

• Create an enabling environment for 

mainstreaming enterprises owned by PDI’s 

and HDI’s into the economy 

• Transform the economy for equitable 

distribution of wealth and sustainable 

growth 

• To facilitate trade, export promotion and 

attract investment 

• To co-ordinate localised production, 

manufacturing and trade based on nodes 

and clusters established to service local 

needs 

2.3 Business 

Regulation & 

Governance 

2.3.1 Governance 

2.3.2 Regulation services 

2.3.3 Consumer Protection 

2.3.4 Liquor Industry Regulation 

2.3.5 Gambling and Betting Regulation 

• 

Actively promote the Green Economy 

• Implement an enabling regulatory and 

licensing framework for liquor retailing, liquor 

manufacturing and gaming 

• Actively promote responsible liquor usage 

and gambling 

• 

• 

Collect and remit revenue to the state 

Lobby for removal of business barriers, and 

promote consumer awareness 

• Comply with the Unfair Business Practices 

Act and the Consumer Protection Act 

29


30 


2.4 Economic 

planning 

2.4.1 Intergovernmental Co-ordination, 

Spatial and development planning 

2.4.2 Legislative development 

2.4.3 Research and Information services 

• To guide decision making on economic 

growth and development, including in 

respect of the Green Economy 

• To facilitate the dissemination of meaningful 

economic analysis to stakeholders in 

municipalities and communities 

3. Environmental Affairs 

3.1 Policy Coordination 

and 

Environmental 

Planning 

3.2 Ecosystems 

Biodiversity and 

Natural Heritage 

Management 

3.1.1 Intergovernmental Co-ordination, 

Spatial and development planning 

3.1.2 Legislative development 

3.1.3 Research and Information services 

3.2.1 Biodiversity and protected area 

planning and management 

3.2.2 Conservation agencies and services 

3.2.3 Coastal resource use 

• Legislation, policies, programs, procedures 

and systems are established that will 

effectively empower and support the 

core functional programs of the Branch 

Environmental Affairs 

• Conserve the diversity of landscapes, 

ecosystems, habitats, biological 

communities, populations, species and 

genes in the Eastern Cape and 

• promote conservation and sustainable use 

of natural resources for the benefit of the 

people of the Eastern Cape 

3.3 Environmental 

quality management 

3.3.1 Impact management 

3.3.2 Air quality management 

3.3.3 Climate change management 

3.3.4 Pollution and waste management 

3.3.5 Coastal pollution management 

• Through effective Environmental Impact 

Management, Air Quality Management and 

Waste and Pollution Management strive 

towards a safe and healthy environment for 

the people of the Eastern Cape 

3.4 Compliance / 

Enforcement 

3.4.1 Authorisation, compliance and 

enforcement 

3.4.2 Biodiversity management authorisation, 

compliance & enforcement 

• Environmental legislation is effectively used 

to protect the environment and its resources 

from unlawful and unsustainable exploitation 

and negative impacts that could jeopardize 

environmental and economic sustainability 

in the Eastern Cape 


Empowerment 

Services 

3.5.1 External capacity building and support 

3.5.2 Sector skills development and training 

3.5.3 Communication and awareness raising 

• Empower and capacitate the external 

stakeholders of the Department to 

meaningfully; participate in and contribute 

to effective environmental management in 

the Eastern Cape

7. Programme 1: Administration 

Programme Purpose 

The administration programme has six sub-programmes whose purpose is to provide leadership, strategic management, direction, financial 

and human capital management in accordance with legislation, regulations and policies to the Department and its Public Entities. 

7.1 Strategic Objectives 

Strategic Objective 1.1 

Objective Statement 

Baseline 

Justification 

Links 


Policies 

To develop, implement and embed sound policies that are supportive of the Public Service 

Regulations and comply with the norms and standards set by the Department of Public Service and 

Administration, by 2011 

There is currently a policy deficit in DEDEA 

Policies form the backbone of the administration of any department. In the absence of a solid 

policy portfolio, the administration of the department is weak, inconsistent and open to abuse. 

Furthermore, the core programmes of the department are compromised as the environment in 

which they operate is not enabling 

Strategic Goal 2: Service Delivery 

Strategic Goal 4: Internal Processes 

Public Entity Oversight 

Objective Statement To ensure alignment of Public Entities to their mandates and the priorities of the department from 2010 

Baseline 

Service Level Agreements are poorly managed 

Oversight activities are limited 

Alignment between DEDEA priorities and Public Entities’ activities are incidental 

Justification The Public Entities are responsible for key areas of DEDEA’s mandate. DEDEA transfers almost 75% 

of its annual budget to Public Entities. To date DEDEA has lacked the capacity to ensure appropriate 

spending and accounting for these funds. DEDEA’s has thus not managed its risk exposure as 

shareholder. 

Links 



Baseline 

Justification 

Links 


Strategic Goal 3: Stakeholder Relations 


Project Support 

To plan, organise, and manage resources for the successful completion of specific regional project 

objectives from 2010 onwards 

The department has not previously operated on a project-basis 

The regional structures of the department represent a key delivery node. However, regions are 

poorly equipped to engage with the myriad stakeholders in a manner that ensures co-operative 

effort around mutually agreed projects. Introducing a project management approach will allow the 

department to optimise the integration of multi-source inputs to meet shared objectives through 

standardised practice 

Strategic Goal 1: Organisational Culture 



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32 


Human Resource Planning 

Objective Statement To properly capacitate all branches to execute their mandates from 2010 

Baseline Vacancy rate of around 30% 

Justification 

Links 


The under-staffing of key sections of the department has impeded service delivery and damaged the 

department’s credibility 



Human Resource Development 

Objective Statement To develop DEDEA’s human capital for the benefit of the organisation from 2010 

Baseline 

1. Competency gap 1: Financial Management for Non Financial Managers. At present 25% of staff are 

knowledgeable of how to manage and plan for their budgets. 

2. Competency gap 2: Supply Chain Management: Staff capacity is very low and the Unit is highly 

dependent on Interns to execute their day to day activities. 

3. Competency gap 3: Project Management Skills for all Programmes, at present 10% of staff have 

Basic and Advanced Management Skills. 

4. Competency gap 4: Leadership and Development at Senior and Executive Management. 45% 

of Senior and Executive Management have undergone this training in the Department and have 

Postgraduate studies in their fields of expertise. 

5. Competency gap 6: ABET: Because the Department inherited personnel from the Parks Board 

with no or little skills to function, 70% of staff in the Corporate services Unit do not have formal 

qualifications to execute their jobs. 

Justification 

Links 



Baseline 

Justification 

Links 

Pursuit of this strategic objective will address the major human resource capacity constraints 

currently hampering effective service delivery. For the department to become a true learning 

organisation, responsive to change and able to transform itself, the learning of all employees must be 

facilitated. Relevant skills/expertise to implement the policies and programmes (electoral mandate) 

needed. 




Financial Management 

To optimise management systems across the chief directorate such that the requirements for a clean 

audit are met by 2012 

The department received a qualified audit in 2008/09 as a result of an inability to prepare an asset 

register and a lack of supervision by senior officials 

As custodian of provincial economic development, the department must lead by example. The loss 

of credibility attendant to a qualified audit is not conducive to building and executing a leadership 

role in economic and environmental planning and policy implementation. As a department of state, 

accountable to the people of the Eastern Cape, DEDEA is committed to achieving and sustaining a 

clean audit record 



Strategic Goal 4: Internal Processes



Baseline 

Justification 

Links 

Strategic Management 

To achieve and sustain strategic consistency between the departmental mandate, programme 

objectives, unit activities, and the operating environment by 2011 

No formal evaluation of strategic consistency has been undertaken 

In order to lead the province’s environmental management and economic development efforts, 

the department must be conversant with all relevant contemporary developments and debates. 

This awareness should then be interpreted in the context of the departmental mandate such that 

the strategic direction of DEDEA is always well-informed, coherent, and, wherever possible, at the 

forefront of developments 





7.2 Resource considerations 

Programme 1: Administration 

Sub-programme 

Year -2 Year -1 Base year Average Year 1 Year 2 Year 3 

2007 / 

2008 

2008 / 

2009 

2009 / 

2010 Annual 

Change 

(%)1 

2010 / 

2011 

(Actual) (Actual) (Estimate) (Budget) 

20011/12 2012/13 

(MTEF 

Projection) 

(MTEF 

Projection) 

Average 

Annual 

Change 

(%)2 

1. Office of the MEC 5,992 4,214 2,127 181.71 3,843 3,540 3,726 -42.91 

2. Office of the HOD 29,440 111,236 48,858 -39.74 42,040 43,027 45,286 7.89 

3. Financial Management 22,836 43,340 44,822 -49.05 48,419 50,178 52,812 -15.13 

4. Corporate Services 20,396 27,355 25,399 -19.70 44,131 42,593 44,829 -43.34 

Total Programme 78,664 186,145 121,206 -35.10 138,433 139,338 146,653 -17.35 

1 Average annual change between Year -2 and Base year. 

2 Projected average annual change between Base year and Year 3. 

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34 

7.3 Risk management 

Strategic Objective Risk Risk Mitigation 

1.6 Financial Management 

1.7 Strategic Management 

Non-alignment of funding 

& planning model for public 

entities to the departmental 

strategy & budgeting process 

(r12) 

Conduct joint planning sessions with public entities. 

Develop schedules for meetings and planning. Review 

public entities plans for alignment. 

a) Capacitate the M&E unit within the Strategic 

Management Unit 

b) Develop more frequent and interrogative meetings 

with Public Entities 

1.2 Public Entity Oversight 

Inadequate monitoring and 

evaluation mechanisms of 

public entities performance 

in achieving department’s 

mandate 

c) Introduce review programmes between Public Entities 

and Senior management 

d) Nominated Departmental representatives Board 

members to support reports to relevant Programme 

Managers following each Board meeting 



1.1 Policies 

1.3 Project Support 



Limited interaction with public 

entities (r9d) 

Unauthorised expenditure to 

public entities due to failure 

by public entities to submit 

strategic plans (r11) 

Inadequate technique to plan 

and implement activities to 

meet stakeholder’s needs and 

expectations 

Absence of strategy to 

provide routine feedback and 

monitoring of performance 

e) Develop templates to facilitate this process and to 

develop integrated reporting by Top management to the 

Political Leadership 

Develop monthly meeting schedule of interaction with 

public entities. 

Establish planning and M&E forum with public entities. 

Develop procedures document for public entities. 

Participate in planning sessions of public entities. Request/ 

remind public entities of submission well in advance. 

Intensify the strategic management unit’s consultation 

process to include all relevant stakeholders and align it 

with the MEC outreach. Conduct customer & employee 

satisfaction survey 

Use the newly set-up project management office to track 

project performance. Train management on project 

management and reporting. 

1.3 Project Support 

Poor perception on the role of 

the department 

Produce & distribute monthly newsletters to all 

stakeholders 



Poor management of all 

stakeholders (entities) 

Conduct inclusive planning with the entities.




1.1 Policies 


Lack of reliable financial 

and non-financial data for 

effective planning, costing and 

management of projects 

Lack of integrated planning, 

monitoring and evaluation. (r25) 

Set-up a resource centre. Revive and skill the knowledge 

management office and data management system 

a) Capacitate the M&E unit within the Strategic 

Management Unit 

b) Develop more frequent and interrogative meetings 

with Public Entities 

c) Introduce review programmes between Public Entities 

and Senior management 

d) Nominated Departmental representatives Board 

members to support reports to relevant Programme 

Managers following each Board meeting 

e) Develop templates to facilitate this process and to 

develop integrated reporting by Top management to the 

Political Leadership 

f ) Annual Operational Plan of SIAS to supplement 

Departmental capacity 

g) Senior management to get involved in the Strategic 

Planning and review processes of the Public Entities 

Develop a tracking and monitoring register. Automate 

register and follow up. 

Review actions from register. Develop monthly meeting 

schedule of interaction with public entities. 

1.5 Human Resource Development 


Inadequate human resources 

capacity in strategic 

management. 

Establish planning and Monitoring & Evaluation (M&E) 

forum with public entities. Reintroduce quarterly review 

sessions. Develop review procedures and schedule for the 

department and public entities (reporting conferences). 

Conduct M&E assessment. Develop M&E strategy and 

action plan. 

Workshop M&E plan in the Department. Develop 

performance information check lists. Request portfolio of 

evidence from all programmes. 

1.1 Policies 

Absence of an approved records 

management policy. (r14) 

Absence of an approved records 

management procedures (r15) 

Conduct random field visits to check information. 

Develop & submit draft records management policy for 

comments and approval 

Submit draft records management policy for comments 

and approval 

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36 




1.1 Policies 



1.4 Human Resource Planning 

1.1 Policies 


Non-alignment of Budget to 

strategic objectives. (r24) 

Inadequate internal control 

activities for stewardship and 

accountability for department’s 

resources and for achieving 

effective and efficient results. 

Unreliable financial reporting 

(r88) 

Non compliance with applicable 

laws and regulations(r85) 

Inappropriate organisational 

structure 

Inadequate human resources 

capacity (r149) 

Inadequate of vetting of 

employees in high profile 

positions (r154) 

a) Ensure that the budget process is an integrated 

supportive process where policy initiatives are prioritised 

and programme development is supported by resource 

needs that facilitate effective implementation 

b) Responsibility for the process as well as the ongoing 

monitoring and evaluation of the budget be the 

responsibility of the Budget Committee which will meet 

prior to the monthly Senior management Meeting 

c) Strategic Planning must initiate this process as the first 

step in the budget development process 

d) Programme Managers must be held directly responsible 

for the inputs and resources analysis of their programmes 

e) Due recognition must be given and information 

provided on the Medium Term Expenditure Framework 

f ) Review process to be followed once preliminary 

allocation is provided and resources allocated in line with 

prioritised policies and programmes 

g) Budget Submission is reviewed and refined and be a 

true representation of the Department’s performance and 

future plans, strategies, action plans and deliverables. 

Conduct monthly and quarterly staff performance review 

timely. 

Develop clear policies and procedures. 

Issue delegation letters to relevant employees to ensure 

accountability. 

Clearance of suspense accounts monthly. 

Clean-up PERSAL & BAS exception and review monthly 

reports 

Create employee awareness on all relevant laws within 

their areas of responsibility. Incorporate understanding 

and law interpretation in the work plans and performance 

agreements of employees 

Align the organisational structure to strategic objectives 

Staff the anti-corruption and security management unit


1.1 Policies 





Loss of scarce quality labour 

force to other provinces (r157) 

Absence of proper guidelines 

for competence assessment of 

interview candidates (r161) 

Non-compliance with Public 

Service Regulations, Chapter 1, 

Part III, I2 (r90) 

Non-compliance with Public 

Service Regulations 2001, 

Chapter 1, Part IVII, I.1 (r91) 

Non compliance with Chapter 1, 

Part VIII, F1 of the Public Service 

Regulations (r92) 

Non-compliance with Chapter 1, 

Part VIII, B2 of the Public Service 

Regulations (r93) 

Non-alignment of individual 

performance reward system to 

program & department’s outputs 

(r94) 

Ineffective and inefficient 

financial management.(r87) 

Develop a staff retention policy 

Develop competence assessment guidelines 

Update reviews to be performed on a quarterly basis 

Update reviews on job descriptions to be performed on a 

quarterly basis 

Develop policy on reviewing of performance bonuses 

paid 

Conduct PMDS information sharing sessions. 

Align performance agreements and work plans to 

programme performance plans. 

Develop policies and procedures manuals 

Analysis of the expenditure report , Trial balance. 

1.1 Policies 


Lack of financial data integrity (r88) 

Inability to prevent, detect 

and combat fraudulent & 

corrupt transactions and 

maladministration ((SCM Reg. 

8(3)(f )(r119)) 

Insufficient controls over the 

maintenance of an asset register. 

(r103) 

Clear suspense accounts monthly 

Enforce compliance to Accounting Standards Board 

including National Treasury guidelines, procedures and 

regulatory framework. 

Train supply chain management officials on fraud & 

corruption prevention and detection and supplier vetting. 

Create anti-corruption awareness 

1. Develop and implement an Asset Management Policy, 

Disposal policy & procedures. 

2. Staff training. 

Lack of procedures to validate 

driving competency of officials. 

(r101) 

3. conduct bi-annual asset verification 

1. Develop department Transport policy. 

2. Conduct competency tests in conjunction with 

Provincial Department of Transport. 

37


38


40 

8. Programme 2: Economic Development 


Economic development is primarily responsible for administering sustainable economic policies and developing appropriate strategies 

to promote business development and job creation. The overall goal of the programme is to sustain economic development through 

partnerships. 




Economic development and growth 

To develop and utilise strategic frameworks and partnerships for the support and promotion of 

sustainable SMMEs in the Eastern Cape Province 

Baseline The number of registered enterprises in the Eastern Cape Province as per CIPRO in 2008 

is 12246 including CC’s, and PTY companies. The estimated contribution of Eastern Cape 

Province to small business activity in South Africa is 8 percent. A total of less than 800 SMME’s 

has been supported in the province. Rand value of new development investments made in 

Micro Enterprises and SMMEs during the period (i.e. loans in FY 2008/9) is R146.5m. Number of 

Permanent Jobs created through Long Term Development Investments (FY 8/9)is 1259 

Justification 

Links 



Baseline 

Justification 

Links 

The white paper on national small business of 1995 and the amended national small business 

act of 2004 further enjoins the provincial governments through the economic development 

departments to create enabling environment for the growth and development of the SMME 

sector. The potential that the SMME sector has for the economic growth, job creation, and 

innovation to fight unemployment and poverty. The ANC manifesto and MTSF call for the 

creation of decent work opportunities 


Promote regional economic growth and development 

To promote economic growth and development of local economies in partnership with key 

stakeholders by aligning LED initiatives with Government programmes and creating and 

facilitating an enabling environment for implementation 

None 

Improvement in the competence of the local sphere of government will improve the 

identification and design of LED programmes to assist communities and citizens with economic 

security 







Baseline 

Transform the Eastern Cape Provincial economy 

To promote and support the participation of previously disadvantaged individuals in the 

mainstream, “first” economy 

The Eastern Cape Provincial government has committed 8% of its total budget for procurement 

of goods and services (R8.5 Billion). Number of BEE transactions conducted is 35. The Value of 

loans issued to SMMEs is estimated at R 335.2 Million

Justification 

Links 


The BEE policy framework of 2002 and the BEE act no.53 of 2003 serve as the basis for 

development of the procurement strategies that favour HDIs and PDIs. Furthermore, the 

BBBEE codes of good practice of 2007 are instructional on 7 areas for the support of SMEs. 

The Provincial Industrial Development Strategy is a deliberate policy initiative to capacitate 

enterprises geared towards industrial programmes existing in the province and integration to 

global markets 


Trade and investment promotion 

Objective Statement To increase the rate and volume of investment in the Eastern Cape by 2015 

To improve the regional trade balance across the Eastern Cape by 2015 

Baseline 

Value of investment in 2008/9 = R9.4billion 

Number of investors attracted to the Province = 35 

Number of jobs created/saved= 3050 

Number of new exporters generated = 36 

Number of existing exporters assisted = 44 

Value of exports = R22 million (excl the IDZs) 

Justification 

Links 

The success of trade and investment activities has a direct link to improved spatial growth and 

wealth distribution 





Industry contribution to economic growth, labour absorption, and job retention in the context 

of promotion of the Green Economy 

To increase the number of jobs created through sector development incrementally for the 

duration of the planning period 

Baseline 3050 jobs created by sector development in 2008/09 

Justification 

Links 

Sector growth and diversification will contribute to a sustainable economy 





Baseline 

Tourism promotion 

To consistently develop and enhance tourism products that increase visitor arrivals, length of 

stay and average spend from 2010 

A drastic decrease in the province’s market share of international arrivals from 7.6% in 2005 to 

4.2% in 2008 

16.4% Market share in domestic arrivals 

The Eastern Cape is the second most visited province by domestic tourists 

Justification 

Links 

Product development strategies together with marketing tactics have not been effective 

enough to retain and sustain the market share of tourist arrivals 


41


42 



Baseline 

Justification 

Links 



Baseline 

Justification 

Links 



Baseline 

Justification 

Links 



Baseline 

Justification 

Links 

Strategic infrastructure 

To facilitate the development of strategic infrastructure projects that will stimulate the competitiveness 

of priority sectors in the Eastern Cape economy 

Financial support for infrastructure development (ELIDZ) in FY 08/09 = R119 000 million 

Government alone cannot make an impact without leveraging strategic resources available in the 

private sector 



Enabling business environment 

To establish a functional system for co-operation with key partners in identification and removal of 

barriers in each district by 2014 

There is limited co-operation between DEDEA, municipalities and organised business in developing and 

implementing district-based action plans 

Improvements in the operating environment will encourage businesses to invest in local and regional 

economic activities, in turn enhancing their contribution to economic growth and development 



Protected Consumers 

To develop legislation to provide for the establishment of an effective regulatory system for consumer 

protection within the current MTEF cycle 

National legislation has been amended and gaps in provincial legislation have been identified 

It is DEDEA’s responsibility to mitigate consumer vulnerability through effective legislative and 

institutional frameworks 



Compliant Industry and Business Sector 

Develop systems effective regulatory system for the liquor, gambling and betting industries in the 

province within the current MTEF cycle 

National legislation has been amended and gaps in provincial legislation have been identified 

It is a strategic priority for DEDEA to facilitate the re-organisation of the regulatory agencies responsible 

for compliance and enforcement in order to achieve efficiency and effectiveness 


Strategic Goal 3: Stakeholder Relations



Baseline 

Justification 

Links 



Baseline 

Justification 

Links 



Baseline 

Justification 

Links 

Policy debate and engagement 

To produce a robust policy debate and facilitate engagement on issues pertaining to the Eastern 

Cape economy which inform actions toward the achievement of sustainable economic growth and 

development 

None 

DEDEA is responsible for leading the growth of the provincial economy. To do so it is necessary that 

ongoing analysis and interpretation of National and Provincial economic policy and frameworks takes 

place, that their implementation is monitored, and that deficiencies are addressed. This should take 

place in the context of a broader, critical understanding of economic developments that have an impact 

on the province 


Research and Development 

To provide credible information that informs economic policy and planning processes 

None 

In order to effectively discharge its responsibilities, DEDEA must be in a position to inform planning on 

economic development, to influence decision making processes on economic development and to 

support investment opportunities in the province 


Provincial economic databank 

To establish a reliable economic databank that enables the Province to timeously respond to economic 

development issues 

None 

There is currently no public sector repository of economic analyses in the province. It is therefore difficult 

to co-ordinate efforts, as different departments have access to different, sometimes contradictory, 

data. As all departments are reliant on sound economic data, DEDEA should co-ordinate the gathering, 

analysis and reporting of economic data, and then ensure that this is available to inform the planning of 

all provincial government departments 



43


44


Programme 2: Economic Development Services 

Sub-programme 

Year -2 Year -1 Base year 

2007 / 

2008 

2008 / 

2009 

2009 / 

2010 

Average 

Annual 

Change 

(%)1 

Year 1 Year 2 Year 3 


2011 


20011/12 2012/13 

(MTEF 

Projection) 

(MTEF 

Projection) 

Average 

Annual 

Change 

(%)2 

1. Integrated Economic 

Development Services 

2. Trade and Industry 

Development 

3. Business Regulation 

and Governance 

127,137 139,404 186,558 -31.85 197,384 205,900 216,710 -13.91 

343,670 330,109 559,363 -38.56 233,285 254,046 267,399 109.19 

46,154 50,061 48,534 -4.90 54,543 69,975 73,649 -34.10 

4. Economic Planning 373 3,061 6,225 -94.01 10,103 14,055 14,783 -57.89 

Total Programme 517,334 522,635 800,680 -35.39 495,315 543,976 572,541 39.85 


2 Projected average annual change between Base year and Year 3. 


Strategic Objective Risks Risk mitigation 

2.1 Economic 

development and 

growth 

Absence of a specific reporting tool for SMMEs 

that is aligned to department’s operational plan. 

(r199) 

Non-compliance with national cabinet decision. 

(r200) 

Absence of provincial SMME strategy. (r202) 

Inefficiency and ineffectiveness of the unit to 

support and develop business enterprises.(r203) 

Inability to spend the funds allocated for the 

development and support of co-operatives. 

(r201) 

Develop the reporting template 

Implement the second phase. Provincial procurement 

strategy to local suppliers 

Finalisation of the SMME strategy 

Finalisation of the proposed organisational structure. 

Operationalisation of the Cooperatives Fund through the 

ECDC 

45


46 


2.2 Promote 

regional economic 

growth and 

development 

Inability to monitor local economic development 

projects. (r216) 

Lack of guidelines for managing local economic 

development in the province.(r218) 

Lack of continuity of Thina Sinako LED funding. 

(r219) 

Inability to measure the impact of local 

economic development programmes.(r212) 

Inability to comply with Treasury Regulations 

s8.4.1 and 8.4.2 

Monthly reporting by regional directors. Ad hoc visits 

to projects to verify reports. Utilisation of project 

management support 

Develop the provincial local economic development 

strategy 

Develop business plans for funding for all projects funded 

by Thina Sinako. Submit consolidated budget proposal to 

Treasury with an exit strategy 

Capacitate the research and policy analysis unit 

Implementation of funding criteria framework/guideline. 

Enforce compliance to departmental circular on transfer 

payments. 

2.3 Transform the 

Provincial economy 

Inadequate response to the economic 

downswing in the province.(r215) 

Motivate for funding of the Provincial Industrial 

Development Strategy 

2.4 Trade and 

Investment 

promotion 

2.5 Industry 

contribution in 

the context of 

promotion of the 

Green Economy 

2.6 Tourism 

promotion 

2.7 Strategic 

infrastructure 

Uncoordinated investment promotion in the 

province.(r174) 

Lack of infrastructure development.(r173) 

The province will not take advantage of the 

opportunity represented by the “green economy” 

to differentiate itself from other provincial 

economies 

Inadequate tourism safety initiatives.(r204) 

Absence of documented criteria for selecting 

tourism projects to be supported.(r206) 

Absence of regulations to give effect to the 

tourism legislation.(r209) 

Absence of measurement of the public sector 

procurement spending on tourism.(r210) 

Delays in the approval of the tourism sector 

plans.(r205) 

Deficits will worsen, deepening poverty and 

deprivation 

Continuous engagement with national and provincial 

government for an inclusive planning 

Development of an investment promotion strategy 

Lobby national government to unlock barriers to 

infrastructure Development 

Partner with local Government and PPPs for economic 

infrastructure development. 

Develop a research agenda 

Support Green Initiatives 

Develop tourism safety Toolkit and tourism enterprise 

safety checklist 

Develop selection criteria (policy) for the projects 

Finalisation of the merger legislative processes 

Develop a reporting tool on public procurement 

spending on tourism and hospitality 

Outsource the development of the sector plans. 

Establish robust partnerships to address deficits


Continuous professional education and training. 

2.8 Enabling 

business 

environment 

Uncoordinated planning between spheres of 

government.(r172) 

Strengthen intellectual capacity of the Inter- 

Governmental Fiscal Relations technical committee. 

2.9 Protected 

Consumers 

2.10 Compliant 

Industries & 

Businesses 

2.11 Policy debate 

and engagement 

2.12 Research and 

Development 

The province will fall foul of the legal 

requirements in this regard 

Inefficient & ineffective regulatory system.(r177) 

Inability to provide accurate and statistical 

information on economic development and 

growth in the province in order to inform policy 

Poor collection and fragmented information 

repository systems across government.(r178) 

Retention strategy: scarce skills & industry trends 

Establish consumer protection mechanisms 

Improve governance and implement enabling legislation 

Improve the research and intelligence gathering capacity 

of DEDEA 

Establish internal “think tank” 

Conduct survey of available research information and 

develop a data base. Use Department of sport (Archives); 

Office of the Premier & other agencies as a basis for data 

collection 

47


48

9. Programme 3: Environmental Affairs 


The environmental affairs programme is responsible for administering environmental policies that are cascaded from national level. The 

portfolio is also responsible for developing strategies in line with the mandate of the Department. Importantly, the component regulates 

development and biodiversity through instruments such as the environmental impact assessments, compliance and enforcement and 

biodiversity. 




Baseline 

Justification 

Links 

Securing a safe and healthy environment 

To establish, implement and maintain effective systems to manage waste, air quality, environmental 

impact and climate change by 2014 

Nationally, strategies are still in the developmental stage, hampering the ability of DEDEA to align 

provincial with national strategies 

A safe and healthy environment is a constitutionally protected right, and DEDEA is the custodian of this 

right in the province 






Baseline 

Justification 

Links 

Policy Co-ordination and Environmental Planning 

To facilitate informed environmental decision-making through the implementation of comprehensive 

environmental planning and co-ordination mechanisms by 2014 

There is currently poor co-ordination of environmental planning, such that decisions are arrived at 

without thorough consideration of all implications 

The NEMA requires that the province execute this role 







Baseline 

Justification 

Links 

Conserve biological diversity 

To establish, implement and maintain effective systems to manage sustainable utilization of biological 

resources and conservation of ecosystems by 2014 

Nationally, strategies are still in the developmental stage. The ability of the DEDEA to align provincial 

with national strategies is hampered by the absence of the internal scientific support 

DEDEA is mandated to ensure that there is conservation of biological resources and that utilisation is 

sustainable. 




49


50 



Baseline 

Justification 

Environmental Compliance and Enforcement 

To establish, implement and maintain effective systems using environmental legislation to protect 

the environment by 2014 

There is currently poor co-ordination of compliance and enforcement of the environmental 

legislation 

A safe and healthy environment is a constitutionally protected right, and DEDEA is the custodian of 

this right in the province 

Links SG 2,3,4 



Baseline 

Justification 

Environmentally empowered communities 

Establish, implement and maintain effective environmental awareness programmes to empower 

communities to effectively participate in environmental management by 2014 

Existing programmes are limited in reaching the intended stakeholders. Nationally, strategies are 

still in the developmental stage. 

NEMA requires people centred approach to environmental management. 

Links SG 2,3,4 


Programme 3: Environmental Affairs 

Year -2 Year -1 Base year Average Year 1 Year 2 Year 3 

Sub-programme 

2007 / 

2008 

2008 / 

2009 

2009 / 

2010 Annual 

Change 

(%)1 


2011 


20011/12 2012/13 

(MTEF 

Projection) 

(MTEF 

Projection) 

Average 

Annual 

Change (%)2 

1. Policy Co-ord & 

Environmental Planning 

2. Compliance and 

Enforcement 

3. Environmental 

Quality Management 

4. Biodiversity 

Management 

5. Environmental 

Empowerment Services 

33,646 38,862 47,192 -28.70 15,662 9,941 10,473 350.61 

829 1,049 1,350 -38.59 12,314 12,424 13,076 -89.68 

2,596 2,374 3,190 -18.62 29,221 29,685 31,243 -89.79 

103,098 103,792 107,300 -3.92 135,357 141,042 148,447 -27.72 

33,646 1,343 2,500 1,245.84 13,409 13,948 14,680 -82.97 

Total Programme 140,169 147,420 161,532 -13.23 205,963 207,040 217,920 -25.88 


2 Projected average annual change between Base year and Year 3.



• 

Develop proactive monitoring systems. 

Inadequate monitoring mechanisms to ensure 

sustainable use of resources and prevention of 

environmental degradation.(r235) 

• 

• 

Contribute to review of IDP, SDF, EMF & Bio-regional 

plans. 

Supervise all hunting of endangered species & 

dangerous game. 

• 

Develop a surveillance & reaction plan. 

• 

Investigate & source improved & up-to-date 

surveillance technology to gather evidence 

• 

Train officers in evidence collection & 

documentation 

3.1 Securing a 

safe and healthy 

environment 

Over exploitation of environmental resources 

(e.g. plants, animals etc).(r233) 

• 

• 

• 

Actively participate in SAPS forums on combating 

crime 

Implement the Standard Operating Procedures 

(SOPS) crime prevention plan 

Implement the environmental sector Extended 

Public Works Programme - job creation 

• Increase & strengthen the current 6 “People & 

Parks programme” through partnerships in wealth 

creation projects 

• 

Improve & increase public participation in parks 

management 

3.2 Policy Coordination 

and 

Environmental 

Planning 

Inability to detect and manage veld fires that 

damage the environment.(r243) 

Absence of provincial hazardous waste 

management and general waste 

management plans.(r248) 

Lack of effective Environmental Planning. 

(r237) 

Failure to produce a proper and relevant 

climate change strategy.(r245) 

Absence of the Eastern Cape Environmental 

Management Act.(r247) 

Unfunded mandates flowing from National 

Legislation.(r251) 

Non-adherence to performance timeframes in 

the legislation.(r251) 

Improve relationship with Forestry & Municipalities in 

management of air pollution & loss of biodiversity. 

Develop the plans. 

Align Environmental Affairs organizational structure with 

the Budget structure 

Motivate for the prioritisation of staffing of SCM to 

Executive Management. 

Develop a “White paper” on EC Environmental Management 

Act 

• Motivate through business plans, the funding for 

the new legal requirements. 

• Review & update organisational structure as 

appropriate. 

• Motivate through business plans, the funding for 

the new legal requirements. 

• Review & update organisational structure as 

appropriate. 

51


52 


• 

Develop proactive monitoring systems. 

3.3 Conserve 

biological diversity 

Inadequate monitoring mechanisms to ensure 

sustainable use of resources and prevention of 

environmental degradation.(r235) 

• 

• 

• 

Contribute to review of IDP, SDF, EMF & Bio-regional 

plans. 

Supervise all hunting of endangered species & 

dangerous game. 

Develop a surveillance & reaction plan. 


Compliance and 

Enforcement 

3.5 Environmentally 

empowered 

communities 

Detrimental impact of alien and invasive 

species on biodiversity.(r249) 

Increasing non-compliance with environment 

legislation in pursuit of economic gains.(r238) 

Inadequate incident reporting mechanisms. 

(r240) 

Absence of properly documented 

designations for environmental officers.(r241) 

Lack of stakeholder knowledge about 

environment management and legislation. 

(r234) 

Inability to measure effectiveness of the 

environmental awareness of the targeted 

stakeholders.(r236) 

• Implement National Environmental Management 

Biodiversity Act (NEMBA), regulations & relevant 

policies 

Establish Special Investigations Unit to combat organised 

crime against the environment. 

Promote the function amongst the public. 

Issue appointment cards to relevant officials & increase 

public awareness thereto 

• Conduct stakeholder education on importance of 

protecting environment. 

• 

Establish a co-ordinating unit at Head Office. 

• Develop environmental education material in main 

EC languages. 

• Conduct a study of knowledge base of 

environmental awareness on convicted/fined 

criminals. 

Design an incentive system that will bring evidence of 

implementation or utilisation of the transferred skill and 

knowledge.

LINKS TO 

OTHER PLANS 

53


54 

PART 3: LINKS TO OTHER PLANS 

10. Long-term infrastructure and other capital plans 

The department has no infrastructure plans except for specific infrastructure plans by the two IDZs for infrastructure in the zones 

11. Conditional grants 

The department is not a recipient of conditional grants. 

12. Public-private partnerships 

Currently the department does not have Public-Private Partnerships


55


56 

Public Entity Mandate Strategic Objectives 

Eastern Cape 

Parks Board 

Eastern Cape 

Liquor Board 

The Eastern Cape Parks 

Board is established in 

terms of the Eastern Cape 

Provincial Parks Act, 12 of 

2003 to: 

The Eastern Cape Liquor 

Board is established in 

terms of the Eastern Cape 

Liquor Act 10 of 2003 to: 

• Regulate the 

registration 

of retail sales 

and micromanufacturing 

of liquor in the 

province 

• Encourage and 

support the liquor 

industry in the 

management and 

reduction of the 

socio-economic 

and other costs of 

excessive alcohol 

consumption 

by creating 

a conducive 

environment 

• A representative system of 

protected areas on the Wild 

Coast is established, effectively 

managed and contributes to 

sustainable development; 

• Sustainable use of the natural 

resources of Provincial Parks 

facilitated; 

• To increase workforce productivity 

and build a performance culture; 

• A visitor access and management 

strategy for Provincial Parks 

developed and implemented; 

• 

• 

Retail Industry Development; 

Invite applications per district; 

• External and internal 

communication; 

• Social accountability and 

education; 

• 

Marketing; 

• Compliance with the legislation 

and the licensing conditions; 

• Enforcement of liquor legislation, 

license conditions and 

prosecution; 

2010 Projects • Promote Eastern Cape Brand; 

• Develop product information in 

six districts; 

• Provide support to 2010 tourism 

project 

Link to DEDEA Strategic 

Objectives 

• 

Monitoring of Public Entities; 

• Conservation of biodiversity 

ecosystems; 

• A leading and learning 

organization; 


ecosystems; 

• 

Coastal Resource Use. 

• To promote and maintain 

effective and efficient 

liquor regulation 

• Promote and monitor 

Provincial economic 

development and Greening 

Legacy Plan initiatives

13. Public entities 

13.1 Mandates and Strategic Alignment 


Eastern Cape 

Development 

Corporation 

Coega 

Development 

Corporation 

Eastern Cape 

Tourism Board 

The mandate as per 

preamble of the ECDC 

Act is to plan, finance, 

co-ordinate, market, 

promote and implement 

the development of the 

Province and all its people 

in the fields of industry, 

commerce, agriculture, 

transport and finance. 

The Coega Development 

Corporation (Pty) Ltd 

(“CDC”) is wholly owned 

by the South African 

government and was set 

up by the Department 

of Trade and Industry 

(DTI), the majority 

shareholder. The minority 

shareholder is the East 

Cape Development 

Corporation (Pty) Ltd. 

Section 24 of the Bill of 

Rights in the Constitution 

(Act No 108 of 1995); 

ECTB is a Schedule 3C 

entity established in 

terms of main objectives 

of the Eastern Cape 

Tourism Act (Act No. 8 of 

2003). 

Promotion and 

development of Tourism 

in the Province 

• To provide short and long term 

development finance primarily 

to previously disadvantaged 

entrepreneurs 

• To serve as a catalyst for 

economic development through 

the provision of non-financial 

support services 

• To optimise financial 

management and performance 

through applying sound business 

principles in all operations 

• To realise optimal value on 

investment assets 

• To achieve self sustainability in the 

medium to long term 

• Provide the location for the 

establishment of strategic 

investments 

• 

Renewal of destination brand 

• Marketing of tourism in various 

marketing platforms 

• Facilitate development of new 

products 

• 

Registration of products 

• Skills Development and 

accelerating the transformation 

agenda of tourism in the province 

• Implementation of the 2010 

Readiness Plan 


Objectives 

• To facilitate economic 

empowerment of PDIs 

• To develop the industrial base 

of the Province 

• Support and develop SMMEs 

and Cooperatives 

• Financial management 

systems. 

• To facilitate trade and 

investment by new companies 

in priority areas 

• To support economic growth 

and development of the local 

and regional economies 

• To position the industrial 

sector through strategic 

initiatives. 

• Political leadership, 

management and 

oversight; 

• To support economic 

growth and development 

of the local and regional 

economies; 

• To expand the provincial 

industrial base; 

• Support and develop 

SMMEs; 


organization; 

• Provide effective and 

efficient strategic 

leadership 

57


58 


Eastern Cape 

Gambling & 

Betting Board 

• Gambling and 

Betting Act No 5 

of 1997 (EC) and 

the Regulations 

and Rules. 

• Regulation and administration of 

gambling and betting activities 

in the province and powers and 

processes of the Board. 


Objectives 

• Promote and maintain 

an efficient and effective 

gambling and betting industry 

regulation 

• National 

Gambling Act No 

7 of 2004 and the 

Regulations. 

Eastern Cape 

Industrial 

Development 

Zone 

The South African 

Industrial Development 

Zone (IDZ) Programme 

awards Operating Permits 

which mandate entities 

approved by the of 

Trade and Industry (DTI) 

to pursue the aims and 

objectives of the IDZ 

Programme, as set out 

in the IDZ Regulations 

to the Manufacturing 

Development Act (MDA), 

Act No.187 of 1993. 

In executing this 

mandate and in 

discharging the interests 

of its government 

shareholders, the ELIDZ 

seeks to optimise its 

industrial development 

initiatives through the 

alignment and coordination 

of its activity 

with economic planning 

and development efforts 

spanning three spheres of 

government: DTI, DEDEA 

and BCM 

• Secure 7 investments worth 

R320m from target sectors, 

on13.8ha 

• Create a cumulative total of 1471 

manufacturing jobs and 2552 

actual construction jobs by end 

2009/10 

• Annual Revenue of R28.4m from 

land sales, rentals, utility charges 

and levies by the end of 2009/10 

• Secure R407.3m worth of grant 

funding for the financial year to 

cover capital and operational 

costs 

• Improve the BBBEE rating of ELIDZ 

by a level 

• 

Obtain a clean audit opinion 

• Visible and meaningful 

participation in business 

community programmes 

• Municipal agreements honoured, 

with forums of information 

sharing 

• Media relations strengthened 

through planned engagement 

• Partnerships with academic 

institutions and rural 

development institutions 

operationalised 

• Take-up 400 learners through 

learnerships and other training 

support to the manufacturing 

sector 

• R113.43m of the IDZ expenditure 

in construction on BBBEE entities 

and R83.18m on SMMEs 

• To facilitate trade and 

investment by new companies 

in priority areas 

• To develop the industrial base 

of the Province 


systems 

• To position the industrial 

sector through strategic 

initiatives 


systems 


organization 


systems 

• To support economic growth 

and development of the local 

and regional economies 


organization: PGDP – Human 

Resource Development 

• To facilitate economic 

empowerment of PDIs 

• Support and develop SMMEs 

and Cooperatives 

• Processing of Environmental 

Impact Assessment 

applications 

• 

• 

Waste minimization 

Coastal Resource Use 


ecosystems


60 

13.2 Budgets and Evaluation Schedule 

Public Entity 

Budget 

R ‘000 

Indicative Budget (Portion transferred by 

DEDEA) R ‘000 

2010 - 2011 2011 - 2012 2012-2013 

Requested 

Budget 

2010-2011 

Next 

evaluation 

Eastern Cape Development Corporation 332 899 193 473 229 318 241 357 433 473 2010-2011 

Coega Development Corporation 140 000 500 000 2010-2011 

Eastern Cape Industrial Development 

Zone 

127 601 135 257 141,614 148,695 235 257 2010-2011 

Eastern Cape Tourism Board 40 050 42 553 27,800 29,190 42 553 2010-2011 

Eastern Cape Parks Board 102 500 108 650 113,757 119,445 170 000 2010-2011 

Eastern Cape Gambling & Betting Board 22 017 23 338 31,187 32,746 40 000 2009-2010 

Eastern Cape Liquor Board 24 621 26 098 32,325 33,941 35 000 2010-2011 

2010 Projects 40 000 2010-2011

Strategic Plan 2010-2015 - Dedea

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