STRATEGIC PLAN 2015/ /20

Transcription

1 STRATEGIC PLAN 2015/ /20 LIMPOPO PROVINCE PR338/2014 ISBN:

2 FOREWORD BY THE MEMBER OF EXECUTIVE COUNCIL FOR AGRICULTURE FOREWORD BY THE MEMBER OF EXECUTIVE COUNCIL FOR AGRICULTURE LIMPOPO DEPARTMENT OF AGRICULTURE STRATEGIC PLAN 2015/ /2020 LIMPOPO The Limpopo DEPARTMENT Department OF of Agriculture AGRICULTURE has, STRATEGIC under the administrative PLAN 2015/2016 leadership 2019/2020 of the Head of the Department, Me Maisela RJ, concluded with the process to develop a blue print for service delivery for the The Limpopo Department of Agriculture has, under the administrative leadership of the Head of the next five years. The output of this process is a Strategic Plan that covers the years from 2015/16 to Department, Me Maisela RJ, concluded with the process to develop a blue print for service delivery for the 2019/2020 next five years. The output of this process is a Strategic Plan that covers the years from 2015/16 to 2019/2020 During the process, the development mandates that guide this Department were considered from different perspectives, including the international, regional (African continent), national, provincial and local During the process, the development mandates that guide this Department were considered from different perspectives. From the international perspective the Millennium Development Goals, specifically Goal 1 perspectives, including the international, regional (African continent), national, provincial and local (eradicate extreme poverty and hunger) and Goal 7 (ensure environmental sustainability), were perspectives. From the international perspective the Millennium Development Goals, specifically Goal 1 considered (eradicate extreme poverty and hunger) and Goal 7 (ensure environmental sustainability), were considered From an African perspective the Comprehensive Africa Agriculture Development Programme (CAADAP), contains a commitment to the allocation of at least ten per cent of national budgetary resources to From an African perspective the Comprehensive Africa Agriculture Development Programme (CAADAP), agriculture and rural development policy implementation in African states. contains a commitment to the allocation of at least ten per cent of national budgetary resources to agriculture and rural development policy implementation in African states. From a national perspective, we are guided by the 14 National Outcomes (2010), New Growth Path (2011), National Development Plan 2030 (2012), Strategic Infrastructure Plans (2011), and the Medium From a national perspective, we are guided by the 14 National Outcomes (2010), New Growth Path Term Strategic Framework The State of the Nation Address delivered on 17 June 2014 by (2011), National Development Plan 2030 (2012), Strategic Infrastructure Plans (2011), and the Medium the Honorable President Zuma further guided us: We have identified agriculture as a key job driver. Our Term Strategic Framework The State of the Nation Address delivered on 17 June 2014 by target is for the agricultural sector to create a million jobs by Government will provide the Honorable President Zuma further guided us: We have identified agriculture as a key job driver. Our comprehensive smallholder farmers by speeding up land reform and providing technical, infrastructural target is for the agricultural sector to create a million jobs by Government will provide and financial support. Support will be provided to communities as well to engage in food production and comprehensive smallholder farmers by speeding up land reform and providing technical, infrastructural subsistence farming to promote food security, in line with the Fetsa Tlala food production programme. and financial support. Support will be provided to communities as well to engage in food production and subsistence farming to promote food security, in line with the Fetsa Tlala food production programme. From a provincial perspective the Limpopo Provincial Growth and Development Strategy is critical when considering that agriculture and rural development is one of the growth and development pillars of the From a provincial perspective the Limpopo Provincial Growth and Development Strategy is critical when Strategy. From a local perspective, agricultural projects are planned in the spirit of cooperative considering that agriculture and rural development is one of the growth and development pillars of the governance and included in the Integrated Development Plans of district and local municipalities. Strategy. From a local perspective, agricultural projects are planned in the spirit of cooperative governance and included in the Integrated Development Plans of district and local municipalities. A comprehensive planning process was followed to develop this plan, considering inputs from our stakeholders as well as Departmental officials. This Strategic Plan 2015/16 to 2019/2020 is a collectively A comprehensive planning process was followed to develop this plan, considering inputs from our agreed to roadmap for the Limpopo Department of Agriculture towards stakeholders as well as Departmental officials. This Strategic Plan 2015/16 to 2019/2020 is a collectively agreed to roadmap for the Limpopo Department of Agriculture towards Thank you. Thank you. Honourable Matshoge BAJ Honourable MEC for Agriculture Matshoge BAJ MEC for Agriculture 2

3 OFFICIAL SIGN OFF It is hereby certified that this Strategic Plan: Was developed by the management of the Limpopo Department of Agriculture under the guidance of Hon. MEC Matshoge BAJ; Takes into account all the relevant policies, legislation and other mandates for which the Limpopo Department of Agriculture is responsible for; and Accurately reflects the strategic goals and objectives which the Limpopo Department of Agriculture will endeavour to achieve over the period 2015/ /20. General Manager: Strategic Management Ms Labuschagne M Signature: Acting Chief Financial Officer Ms Seabi LM Signature: Head of Department Ms Maisela RJ Signature: Executive Authority MEC Matshoge BAJ Signature: 3

4 CONTENTS PART A: STRATEGIC OVERVIEW VISION MISSION VALUES LEGISLATIVE AND OTHER MANDATES CONSTITUTIONAL MANDATES LEGISLATIVE MANDATES POLICY MANDATES RELEVANT COURT RULINGS PLANNED POLICY INITIATIVES SITUATIONAL ANALYSIS PERFORMANCE ENVIRONMENT ORGANISATIONAL ENVIRONMENT DESCRIPTION OF THE STRATEGIC PROCESS STRATEGIC OUTCOME ORIENTATED GOALS OF THE DEPARTMENT PART B: STRATEGIC OBJECTIVES STRATEGIC OBJECTIVES PROGRAMME 1: ADMINISTRATION STRATEGIC OBJECTIVES RESOURCE CONSIDERATIONS RISK CONSIDERATIONS PROGRAMME 2: SUSTAINABLE RESOURCE MANAGEMENT STRATEGIC OBJECTIVES RESOURCE CONSIDERATIONS RISK CONSIDERATIONS PROGRAMME 3: FARMER SUPPORT AND DEVELOPMENT STRATEGIC OBJECTIVES RESOURCE CONSIDERATIONS RISK CONSIDERATIONS PROGRAMME 4: VETERINARY SERVICES STRATEGIC OBJECTIVES RESOURCE CONSIDERATIONS RISK CONSIDERATIONS

5 7.5 PROGRAMME 5: RESEARCH AND TECHNOLOGY DEVELOPMENT SERVICES STRATEGIC OBJECTIVES RESOURCE CONSIDERATIONS RISK CONSIDERATIONS PROGRAMME 6: AGRICULTURAL ECONOMICS STRATEGIC OBJECTIVE RESOURCE CONSIDERATIONS RISK CONSIDERATIONS PROGRAMME 7: STRUCTURED AGRICULTURAL EDUCATION AND TRAINING STRATEGIC OBJECTIVES RESOURCE CONSIDERATIONS RISK CONSIDERATIONS PROGRAMME 8: RURAL DEVELOPMENT STRATEGIC OBJECTIVES RESOURCE CONSIDERATIONS RISK CONSIDERATIONS. 38 PART C: LINKS TO OTHER PLANS LINKS TO THE LONG-TERM INFRASTRURE AND OTHER CAPITAL PLANS CONDITIONAL GRANTS PUBLIC ENTITIES PUBLIC PRIVATE PARTNERSHIPS

6 ACRONYMS AgriBEE AEZ AIMS ARC ASS APP CAADAP CARA CASP CFO CHE CoE COGTA CPI CRDP CSF DAFF DORA EPWP ERP EXCO FET FMD GDP GIS GITO GM Ha HET Agricultural Black Economic Empowerment Agro-Ecological Zonation Agricultural Information and Management System Agricultural Research Council Agricultural Support Services Annual Performance Plan Comprehensive Africa Agriculture Development Programme Conservation of Agricultural Research Act Comprehensive Agricultural Support Programme Chief Financial Officer Council for Higher Education Compensation of Employees Co-operative Governance and Traditional Affairs Consumer Price Index Comprehensive Rural Development Programme Classical Swine Fever Department of Agriculture Fisheries and Forestry Division of Revenue Act Expanded Public Works Programme Extension Recovery Programme Executive Committee Further Education and Training Foot and Mouth Disease Gross Domestic Product Geographic Information System Government Information Technology Office General Manager Hectares Higher Education and Training 6

7 HOD HR HRD ICT IDP IDIP IES IFSS ILGC IRM ISO IT Km LADC LDA LEDA LEGDP LIRDS MEC MMS MoV MTEF MTSF NDP NGP NQF NRM OIE OSD PAIA Head of Department Human Resource Human Resource Development Information Communication Technologies Integrated Development Plan Infrastructure Delivery Improvement Programme Income Expenditure Survey Integrated Food Security Strategy of South Africa Indigenous Livestock Genetic Conservation Infrastructure Reporting Model International Organization for Standardization Information Technology Kilometres Limpopo Agribusiness Development Corporation Limpopo Department of Agriculture Limpopo Economic Development Agency Limpopo Employment, Growth and Development Plan Limpopo Integrated Rural Development Strategy Member of Executive Council Middle Management Services Means of Verification Medium Term Expenditure Framework Medium Term Strategic Framework National Development Plan New Growth Path National Qualification Framework Natural Resources Management Office Internacional des Epizoites (International Health Association) Occupation Specific Dispensation Promotion of Access to Information Act 7

8 PESTEL PFMA PME PPR QC RESIS SA SCM SEZ SITA SIP SM SMME SMS SPLUMA SWOT TB TOWS VPN WHO Political, Economic, Social, Technological, Environmental and Legal Public Finance Management Act Performance Monitoring and Evaluation Peste Petit Rumanis Quality Control Revitalization of Small Holder Irrigation Schemes South Africa Supply Chain Management Special Economic Zones State Information Technology Agency Strategic Infrastructure Projects Senior Managers Small and Medium Enterprise Senior Management Services Spatial Planning and Land Use Management Act Strengths, Weaknesses, Opportunities and Threats Tuberculosis Threats, Opportunities, Weaknesses and Strengths Veterinary Procedural Notes World Health Organisation 8

9 PART A: STRATEGIC OVERVIEW 9

10 1. VISION United, prosperous and productive agricultural sector for sustainable rural communities. 2. MISSION To promote food security and economic growth through sustainable agricultural development. 3. VALUES As the Department we value: Professionalism: We deliver excellent work with a positive attitude using best practice in a professional approach; Integrity: We act in an ethical manner with trust, honesty, reliability and credibility; Innovation: We continuously introduce new ways of doing our work; Caring: We want the best for our clients and staff, treat them with respect and empathy whilst embracing diversity; and Teamwork: We believe in the together we can do more philosophy through shared visionary leadership 4. LEGISLATIVE AND OTHER MANDATES 4.1 CONSTITUTIONAL MANDATES The Limpopo Department of Agriculture (LDA) is an integral part of the South African Public Service established in terms of section 197 of the Constitution and read with section 7(1) and 7 (2) of the Public Service Act of The Department derives its core mandate from the provisions of schedules 4 and 5 of the Constitution of the Republic of South Africa and in accordance with section 104 (1) b of the Constitution. As a concurrent national and provincial legislative competency listed in schedule 4 of the Constitution, the LDA, as part of the system of concurrent governance, derives its administrative mandate from both National Parliament and Provincial Legislature. 10

11 4.2 LEGISLATIVE MANDATES The core functions and mandates of the Department are governed by the following legislation in line with the functions and mandates: FUNCTION/MANDATE LEGISLATION GENERAL CONSTITUTIONAL MATTERS National Constitution of the Republic of South Africa (Act 108 of 1996) STAFF MEMBERS (Ensuring provision of efficient human resources management in order to create an efficient, effective and development oriented public service) Labour Relations Act (Act 66 of 1995) Basic Conditions of Employment Act (Act 75 of 1997) Skills Development Act (Act 97 of 1998) Sills Development Levies Act (Act 9 of 1999) Occupational Health and Safety Act (Act 85 of 1993) Compensation for Occupational Injuries and Diseases Act ( Act 130 of 1993) Government Employees Pension Law of 1996 Employee Equity Act ( Act 55 of 1998) Public Service Act (Act 103 of 1994) Natural Scientific Professions Act (Act 20 of 2003) FINANCIAL MANAGEMENT (To guide the Department in insuring proper management of limited financial and non-financial resources in an economic, effective and efficient manner) Public Finance Management Act ( Act 1 of 1999 as amended by Act 29 of 1999) Broad Based Black Economic Empowerment Act (Act 46 of 2013) Division of Revenue Act ( Annual) Preferential Procurement Policy Act (Act 5 of 2000) Companies Act ( Act 71 of 2008) Income Tax Act fourth standard ADMINISTRATIVE (To ensure provision of efficient administrative support to programmes and clients) Extension of Security of Tenure ACT ( Act 62 of 1997) National Archives Act (Act 43 of 1996) Promotion of Access to Information Act ( Act 2 of 2000) Administrative Justice Act ( Act 3 of 2000) AGRICULTURE (To ensure that the Department delivers on its mandate within the parameters of laws governing the agricultural sector) Conservation of Agricultural Resources Act (Act 43 of 1983) Subdivision of Agricultural Land Act ( Act 70 of 1970) Meat Safety Act (Act 40 of 2000) Animal Diseases Act (Act 35 of 1984) Land Redistribution for Agricultural Development Policy Land Use Planning Ordinance (Ordinance 15 of 1985) National Water Act, 1998 ( Act 36 of 1998) 11

12 Water Services Act, 1997 (Act 108 of 1997) Act on Marketing of Agricultural Products, 1996 ( Act 47 0f 1996) Land Reform Act, 1997 (Act 3 of 1997) Act on Agricultural Products Standards Veterinary and Para-Veterinary Professions Act, 1982 ( Act 19 of 1982) Fertilizers, Farm Feeds, Agricultural Remedies and Stock Remedies Act, 1947 (Act 36 of 1947) The International Code for the Control of Animal Diseases of the World Organization for Animal Health The International Code for Laboratory Diagnostic Procedure for Animal Diseases of the World Organization for Animal Health The International Sanitary and Phyto Sanitary Code of the World Trading Organization Codex Alimentarius of the World Trade Organization (International Code of Food Security) Spatial Planning and Land Use Management Act (Act 16 of 2013) OTHER MATTERS (Ensuring that all pieces of legislation affecting all the programmes within the Department guide service delivery within the parameters of the law, rules and regulations) Adult Basic Education and Training Act (Act 52 of 2000) South African Qualifications Act ( Act 58 of 1995) National Education Policy Act (Act 27 of 1996) Further Education and Training Act (Act 98 of 1998) General and Further Education and Training Quality Assurance Act (Act 58 of 2001) Employment Education and Training Act (Act 76 of 1998) Higher Education Act ( Act 101 of 1997) Cooperatives Act (Act 14 of 2005) Merchandise Marks Act, 1941 (Act 17 of 1941) Trade Mark Act, 1993 (Act 194 of 1993) Trade Practices Act, 1976 ( Act 76 of 1976) 12

13 4.3 POLICY MANDATES Policies National Policy on Food and Nutrition Security, 2013 National Policy on Extension and Advisory Services Reform, 2012 Crop Input Supply Policy, 2007 Land and Agrarian Reform Policy Departmental Key Responsibilities Integrated approach on the delivery of food security and nutrition programmes and interventions to ensure availability, accessibility and affordability of safe and nutritious food at national and household levels Uniform and standardised approach to the delivery of Extension Services to improve service delivery Through the Crop Production Unit, the Department provides crop production inputs to farmers The aim of the policy is to increase agricultural trade, increase agricultural production and provide universal access to agricultural support services for targeted groups sector 4.4 RELEVANT COURT RULINGS None 4.5 PLANNED POLICY INITIATIVES The Department plans to continue using the Crop Input Supply Policy and MAFISA as the basis for improving appropriate support to producers and improve service delivery. The review of the LDA policy on Farmer Support is underway and will be finalised in SITUATIONAL ANALYSIS 5.1 PERFORMANCE ENVIRONMENT Drawing from the national and provincial mandates, the LDA identified and will focus on the following key strategic priorities that put into effect the New Growth Path (NGP), National Development Plan (NDP) and 2015/19 Medium Term Strategic Framework (MTSF) priorities and which should contribute to Outcomes 7,4, 10 and 13: Increased smallholder agricultural production (crops and livestock) Development of agro-processing and value addition enterprises 13

14 Sustainable resource management Employment creation through upstream and downstream agricultural activities Support agribusinesses (agricultural cooperatives and agricultural enterprises) on finance and market access Provide veterinary regulatory services to reduce the impact of Foot and Mouth Disease (FMD) Extend and improve skills development and training in the agricultural sector Coordination of the rural development programme for the integration of the rural areas, achieve successful infrastructure development, job creation and poverty alleviation Good governance The Limpopo Province is predominantly rural, with agriculture as a dominant sector. However, water scarcity creates a challenge in rural livelihoods in some parts of the province s rural space. Fragmented government interventions, in responding to sustainable rural communities and contribution towards food security for all, creates a challenge. To ensure that the poor are not marginalised when development initiatives are implemented, this matter will be addressed through the implementation of the Limpopo Integrated Rural Development Strategy (LIRDS), of which the LDA has been charged with the responsibility to coordinate its implementation. The third sphere that the Department is functioning in is that of Local Government, which provides water services and allocates land it owns for agricultural use. Municipalities are also involved in activities further down the value chain, such as providing and regulating fresh produce markets, abattoirs and food safety standards. The three spheres of government work together to make sure that agricultural and land priorities are incorporated into the Municipal Integrated Development Plans (IDP s) and Local Economic Development (LED) initiatives. Limpopo province is an agricultural production hub for most of high value crop commodities. Predominant commodities are citrus and sub-tropical fruits as well as vegetables, particularly tomatoes and potatoes. Red meat industry has shown strength in some parts of Waterberg and Capricorn districts, and which are outside the FMD redline area. Limpopo s livestock commodity comprises of cattle farming and game. 80% of South Africa s game hunting industry is in Limpopo. Grain production is also significant in the province, especially maize and sorghum, which are predominant in communal areas for home consumption purpose. The LDA has therefore aligned its support programmes to respond to the sector s demands and has contributed positively to the growth of investments in the sector through its enabling policies and service delivery model, with particular emphasis on addressing the challenges of the historically excluded farmers. Economic indicators still depicts that in Limpopo, agriculture, forestry and fishing sector continues to tail other sectors, such as mining and manufacturing, in terms of real annual economic growth. Nationally, the agricultural sector s performance during the 3rd Quarter of 2014 recorded consecutive growth over the three quarters as compared to the previous year. The sector recorded 8.2% positive growth in the 3 rd quarter, translating into an annual growth of 8.9%. 14

15 Prospects for the local market during 2014 painted a positive outlook. Despite the rise in unemployment and inflation, the demand for food is expected to grow consistently with population growth. The next section discusses the annual contribution of the agricultural sector to the provincial Gross Domestic Product (GDP), the Consumer Price Index (CPI) trends as well as labour force survey figures. Annualized GDP contribution by Limpopo's Agricultural Sector Mil in Rands Annualized % contribution R MILLIOM YEAR The agricultural sector in Limpopo province has a positive growth in the economy and contributed an annual figure of 1.7% at the end of 2013 up from the end of This figure is a quarter to quarter figure at constant price but annualized figure. The monetary value contributed to the GDP by the sector rose to 5, 3 billion towards the end of 2013, which is 88 million more from These developments could be attributed to among others notable agricultural expansion and the lifting of the ban on some exports of agricultural commodities. 15

16 Provinces with higher annual inflation GP, 5.90% LP, 6.30% NW, 5.70% MP, 5.50% FS, 5.50% KZN, 6.00% WC, 6.10% EC, 5.70% Source: STATSSA CPI end of November 2014 release The above picture depicts a downward trend of inflation per province with Limpopo experiencing the highest food inflation rate since October Currently the inflation is below 6%, a figure below the previous month. Although Limpopo is one of the food baskets of South Africa, the bulk of its produce is sold in a raw form and get processed (value addition) elsewhere and the finished product is returned to the province at a higher price. Non-market activities as at 10 th February 2015 (Q4, 2014) Activity Qtr. to Qtr. % change South Africa Year on year % change Qtr. to Qtr. % change Limpopo Province Year on year % change Subsistence farming 17.0 (202000) ( ) 20.5 (32000) (-37000) Fetching water or collecting wood -9.5 ( ) -6.3 ( ) 0.0 (-1000) -5.7 (-63000) Production for HH consumption 4.4 (4000) 1.8 (2000) (8000) (8000) Source: STATSSA Labour Force Survey, Q4, 2014 released 10 th February 2015 embargo It is indicative from the table above that the situation in terms of subsistence farming has gained momentum amongst the communities in the province. After witnessing a positive turn out of the inhabitants of the Province turning into subsistence farming in the last quarter, the trend continue to grow exponentially quarter to quarter. These developments could be due to support given to the people through rural development programmes. 16

17 EMPLOYMENT IN AGRICULTURE, 10 FEBRUARY 2015 STATSSA Jul-Sep 2014 Oct-Dec SA Limpopo As stated in the previous sections, participation of smallholder farmers in the sector and the value chain at large has not reached the desired level due to structural challenges. Access to markets and agricultural finances remain the main hurdles for the historically excluded farmer s meaningful participation in the sector. The LDA support through its various support packages, such as farm infrastructure development, provision of production inputs, capacity building programmes and technical and economic advice, are all aimed at assisting smallholder farmers to overcome these challenges. With respect to job creation, in terms of the NDP the agriculture sector is expected to create 1 million jobs by This is to be achieved by a move from primary focus of production to emphasis on value chain production, through the implementation of Limpopo agro-processing strategy and in line with the Special Economic Zones (SEZ) development model. It is expected that the sector employment would rise as government continues to implement the NDP. The NDP targets have found expression in the LDA MTSF priorities. The drive to create more jobs in the secondary value chain through agro-processing development, will also stimulate and sustain the primary production of high value agricultural commodities. Equally, food security remains a key focus area for government. As part of NDP implementation, National Cabinet has approved the national policy on Food and Nutrition Security. This policy outlines roles and contribution of government Departments in addressing food insecurity in South Africa. It calls for integrated programmes and improved coordination of resources to increase the impact of government programmes on food security. LDA is the lead Department, coordinating activities of and working very closely with the Departments of Social Development, Rural Development and Land Reform, Basic Education, Co-operative Governance and Traditional Affairs (COGTA), Water Affairs and Sanitation, National Development Agency, through the Limpopo Food and Nutrition Security Coordinating Committee. 17

18 In terms of the average annual household income, census indicates that, Limpopo remained the province with the lowest average annual household income. The IES (Income Expenditure Survey) report indicates that Limpopo s black African households spend more on food and more households are depending on social grants. This is an indication that an increasing number of households are depending on purchasing food with the social grant money and low income earnings from government and other sectors. There is therefore a need to educate and train the rural communities on farming activities and implement the rural support programme to help communities to farm for themselves to enhance their income. The agricultural land that is available for use must find well trained and educated communities to produce food from it to supplement for the average annual household income. In response to this, the LDA through its Fetsa Tlala programme is embarking on a drive to encourage rural communities in particular to go back to own food production practices. The seed and mechanisation supports aims to support rural communities and farmers to put underutilised land back in production. Fetsa Tlala started in 2013/14 and it is one of the key focus in terms of LDA s MTSF priorities. In the spirit of Working together we can do more the agricultural sector continues to benefit from our strategic alliances with other sister Departments and development institutions. Partnerships with the private sector results in co-funding of projects and transfer of skills and government has created an enabling environment for investors to tap into the potential of agriculture in the Province. Information Technology (IT) connectivity is a challenge in the Department, especially at local service centre level. The Department needs to interrogate the State Information Technology Agency (SITA) contract with the aim of coming up with alternatives. Farm margins continue to decrease due to high input costs such as energy (fuel and electricity), fertilizers, farm machinery and labour. Sectorial determination on farm wages is becoming a crucial factor affecting the productivity of farms as it has an exponential effect on the farm costs. If not well managed it will force farmers to look for alternative options in the form of high technology and mechanisation. In support of smallholder development the Department will promote the use of efficient technologies and facilitate farmer cluster development through institutional structures such as cooperatives. Emerging farmers experience post-harvest losses due to unavailability of adequate market infrastructure and formal markets such as fresh produce markets and processing facilities. As part of unlocking upstream value chain opportunities, government has identified value addition and agro-processing to reduce post-harvest losses and to increase income generating opportunities. Farmers will be supported to expand production to supply existing local processing facilities. In collaboration with industry stakeholders we will continue to identify and evaluate agro-processing opportunities for further developments (including agro-logistics). In 2012 an Agro-processing Strategy was developed as part of a framework to guide the province s contribution to SIP 11 objectives. 18

19 The Department will also continue to facilitate access to AgriBEE funds to encourage equity shareholding in existing agro-processing businesses. Access to agricultural finance has been cited as one of the limiting factors for smallholder participation in farming business. Government grants to farmers have over time contributed to the dependency syndrome by farmers and loss of appetite to access agricultural credit. The Department will encourage equity contribution by farmers in their own development as a strategy to empower them to become independent entrepreneurs. The Department has identified a lack of entrepreneurial and technical skills by emerging / smallholder farmers also as cause of their inability to access credit and formal markets. To promote competiveness of farmers, the Department will strengthen provision of agribusiness development services such as record keeping, business management skills and coordinated and production planning. The Province is semi-arid, and prone to natural disasters such as floods and drought. Climate change may worsen the already deteriorate agro ecology. The Department will continue to promote/manage all programmes that are aimed at minimising the agricultural vulnerability and disaster risk. This includes, prevention, mitigation, adaptation, prediction and early warning systems. Attracting youth to agriculture and the recruitment of critical skills in the areas of engineering and veterinary services is still a challenge, which has the potential to hamper service delivery. The Department is addressing this through recruitment of young engineers and veterinary doctors through a bursary scheme and are developed through experiential training. Some are now registered with relevant professional council. The intensification of recruiting young graduates will continue. The need for alternative and affordable sources of energy in the rural areas has become imperative. The Department will continue to promote the use of alternative energy sources to reduce production cost and to augment current supply, though there is a low adoption rate as a result of price and criminality. The land that supports the Province against food insecurity and contributes to land and agrarian reform is acutely vulnerable to demand for other land use options. The Constitution of the Republic of South Africa conferred the powers and mandate through concurrent functions to the LDA to protect high potential agricultural land for food security purposes and environmental sustainability. In response to this mandate coupled with curbing aggressive uncoordinated development and competitive land use on prime agricultural land, LDA developed an Agro- Ecological Zonation (AEZ) which will guide agricultural development in line with the Spatial Planning and Land Use Management Act (SPLUMA). In continuing with the protection and sustainable use of natural agricultural resources, the Department will enhance the enforcement through Conservation of Agricultural Resources Act (Act 43 of 1983) and Subdivision of Agricultural Land Act (Act 70 of 1970). The Limpopo Green Economy Action Plan, which is spearheaded by Office of the Premier, has provided impetus for LDA to initiate interventions that are within the purview of this plan and 19

20 which are responsive to Climate Smart Agriculture, such as Conservation Agriculture, Agroforestry and Bio-char. Climate Smart Agriculture seeks to increase sustainable productivity, strengthen farmers resilience, reduce agriculture s greenhouse gas emissions and increase carbon sequestration. Increasingly in the country, the adoption of Conservation Agriculture and Land Care techniques has proven to be successful in the adaptation and mitigation measures to climate change. The Department is putting a concerted effort to realise the goal which was agreed upon at the Rio+20 Conference on sustainable development for the reduction of land degradation to achieve Land Degradation Neutral World by Drawing from this global call, there is a need to intensify efforts utilising the Land care Programme as a vehicle to increase agricultural productivity by combating wrongful practices that cause natural resource degradation. Through investment in the Land care Programme, the Province will aid in restoring the quality and productivity of degraded lands, thus enhancing agricultural productivity. According to the NGP and meeting Outcome 4, agriculture has been identified as the sector that has potential to create one million jobs by Consistent with this vision, the Expanded Public Works Programme (EPWP) will continue to change the social fabric of the citizens through putting them in the mainstream economy by implementing interventions such as skills development programs and creation of sustainable jobs. This will then afford the beneficiaries of EPWP to have options for career path or exit strategies into formal and self-employment. In heeding to the Cabinet Decision of November 2013 and the simultaneous government cycle which ushered in Phase 3 of EPWP ( ), the Environment and Culture Sector of EPWP, which includes the LDA, has a task of ensuring that the targets which are set for the sector of work opportunities which translate to full time equivalent opportunities are achieved by The Extension and Advisory services mandate is to provide farming communities with technical support services for animal and crop production to improve food security. To implement this, LDA will ensure that staff is properly equipped with appropriate knowledge and skills in order to render quality services to farmers. Through the Extension Recovery Programme (ERP), Agricultural Advisors will be exposed to technical skills programmes and to upgrade qualifications. Relevant short courses on facilitation skills and group dynamics will be facilitated in collaboration with training institutions to improve knowledge. Infrastructure both for production and post-harvest handling of produce will be provided to farmers in line with the strategic infrastructure plan (including land reform beneficiaries). Production input support, mechanization services and technical advice will continue to be provided as part of the comprehensive support for farmers. To ensure improved quality of produce, farmers will be supported on crop pest management. In executing the rural development coordination mandate, the LDA will ensure coordinated planning, implementation and monitoring of development interventions in all selected Comprehensive Rural Development Programme (CRDP) Sites. The implementation of LDA s Agricultural Infrastructure Plan, Fetsa Tlala and Letsema Input support continues to be the main contributions in the Department towards rural development. 20

21 Emerging diseases, which were not there before are a challenge and the Department needs to train staff in recognising and dealing with these diseases, such as: Avian Influenza; Peste Petit Rumanis (PPR); Classical Swine Fever (CSF); and Lumpy skin disease International trade regulations and protocols poses a challenge as certain minimum requirements are prescribed by the Office Internacional des Epizoites (OIE) for trade to take place. Disease control fences need to be managed effectively for adequate bio-security, as such fences must be effective but some game reserves are not prudent in fence-maintenance. The Department has identified scarce skills and gave bursaries to students who were trained as Veterinarians and have completed their studies, but cannot be absorbed in the system. They are now contracted as interns and their contracts are extended from time to time. The Department will fast-track their appointments. 5.2 ORGANISATIONAL ENVIRONMENT The Department is currently reviewing the organisational structure to align with the new mandate as outlined during the departmental strategic planning for the coming five years. Human Resource Management is providing strategic support and critical support services to the Department to ensure its effective and efficient functioning. LDA has 40 Senior Management Services (SMS) posts. There are 239 Middle Management Services (MMS) posts. The composition of organizational structure ranges from Executing Authority, Head of Department, 7 General Managers and 32 Senior Managers. The Department has conducted a skills audit in March The identified scares skills include Veterinary Medicine, Agricultural Engineering and Aquaculture. 37 Veterinarians and Agricultural Engineers are receiving training while 2 Veterinary students and 6 Engineers have completed their studies and are absorbed within the Department. Employment equity remains a critical issue for the Department. The Department is committed to achieving government target of 50% women in senior management and the 25% employment of people with disabilities in this MTSF. 21

22 5.3 DESCRIPTION OF THE STRATEGIC PLANNING PROCESS No Step Description 1 Policy Priority Setting MEC, HOD and EXCO determine key policy and priorities as basis of the strategic plan 2 Develop and agree on Strategic Planning Process Core management team confirms the strategic planning model as captured in the approved Strategic Planning Framework of the Department Agree on the process to follow 3 Pre-Strategic Sessions Strategic Planning team engage with programmes at a bilateral level, district planning sessions and programme managers are given resource packs in order to prepare thoroughly 4 Situational Analysis Status quo problem analysis, Political, Economic, Social, Technological, Environmental and Legal (PESTEL) and Theory of Change prior to first strategic planning. Vision, Mission, Values, strategic options identified through Threats, Opportunities, Weakness and Strengths (TOWS) strategy Matrix and programmes for 5 years are reviewed Strengths, Weakness, Opportunities and Threats (SWOT) Analysis 5 Strategic Planning Sessions Key stakeholders and role players are invited to attend the session: Strategic Planning sessions took place as follows: July October Draft Strategic Plan Strategic Planning unit draft strategic plan by consolidating facts gathered at both strategic planning sessions and submitted to Provincial Treasury by: First Draft Strategic Plan - July 2014 Second Draft Strategic Plan - October 2014 Official sign off of Strategic Planning documents Submit to Executive Authority for signing off in February

23 6. STRATEGIC OUTCOME ORIENTATED GOALS OF THE DEPARTMENT Goal Title No. 1 Goal Statement Improved service delivery environment To ensure provision of efficient administrative support to all programmes of the Department in order to create an efficient, effective and development oriented public service Goal Title No.2 Goal Statement Improved food security and agrarian transformation To provide technical solutions and information in support of improved sustainable agricultural production; comprehensive agricultural development support to increase agricultural production and competitiveness of the sector, ensure access to agricultural support programmes for all farmers in order to improve agricultural production and trade, control of animal diseases to ensure safe and tradable animals and animal products, capacitate prospective agricultural scientists; prospective and practicing farmers; extension officers and advisors through demand led training and research, skills and empower the farming community Goal Title No.3 Goal Statement Sustained management of natural agricultural resources Ensure sustainable management and efficient use of natural agricultural resources to improve agricultural productivity and to have balanced agro-ecosystems. To improve the livelihood through the implementation of sustainable land based and community-based natural resource management Goal Title No. 4 Goal Statement Improved livelihoods To ensure well coordinated rural development initiatives for improved rural livelihoods 23

24 24 PART B: STRATEGIC OBJECTIVES

25 THE PROGRAMME AND BUDGET STRUCTURE OF THE LDA IS AS FOLLOWS: PROGRAMME 1. Administration 2. Sustainable Resource Management 3. Farmer Support and Development 4. Veterinary Services 5. Research and Technology Development Services 6. Agricultural Economics Services 7. Structured Agricultural Education and Training SUB-PROGRAMME 1.1. Office of the MEC 1.2. Senior Management 1.3. Corporate Services 1.4. Financial Management 1.5. Communications and Liaison Services 2.1. Engineering Services 2.2. LandCare 2.3. Land Use Management 2.4. Disaster Risk Management 3.1. Farmer Settlement and Development 3.2. Extension and Advisory Services 3.3. Food Security 4.1. Animal Health 4.2. Export Control 4.3. Veterinary Public Health 4.4. Veterinary Laboratory Services 5.1. Research 5.2. Technology Transfer Services 5.3. Infrastructure Support Services 6.1. Agribusiness Support and Development 6.2. Macro Economics Support 7.1. Higher Education and Training 7.2. Agricultural Skills Development 8. Rural Development 8.1 Rural Development 25

26 7. STRATEGIC OBJECTIVES 7.1 PROGRAMME 1: ADMINISTRATION Programme Purpose The purpose of the programme is to manage and formulate policy directives and priorities and to ensure there is appropriate support service to all other programmes with regard to strategic management, finance, personnel, information, communication and procurement Strategic Objective Strategic Objective Objective Statement Baseline Enhanced administrative support provided to all programmes To coordinate and integrate 820 strategic management interventions through provision of IT, Legal services, planning, monitoring and evaluation to the Department by Strengthen Human Resource capacity to ensure effective administration of employees through strategic recruitment, training, retention, employee wellness, labour relations and sound record management to all employees. Effective financial management to provide institutional capacity in relation to effective, efficient and economic financial management systems. Provide effective and efficient Departmental communication and liaison services through media liaison, events as mechanisms to render support to all programmes through the implementation of the Communication Strategy as reviewed annually. To ensure that 5 risk assessments are conducted in order to identify risks that can affect the achievements of strategic objectives of the Department and develop relevant risk mitigation strategies. To provide 120 security interventions to ensure that all security aspects and functions are managed properly. 167 Strategic Management Interventions Employees 128 Communication interventions 17 Risk assessments 230 Security interventions 26

27 7.1.2 Resource Considerations a. Financial resources A budget is required to effectively run Administration in the most efficient manner to give support to all programmes. The Compensation of Employees (COE) is critical as it must be reduced by 2%, which restricts the number of people required to fulfil the mandate of the Department. A budget is also required for strategic management interventions, IT training, employee development, employee wellness and events such as shows and exhibitions. b. Human resources There is a need for the development of Human Resource Planning to ensure provision of all required skills to the Department. To retain the current scarce skills as well as recruitment of scarce skills, the Department will require effective human resources strategies. c. Systems and Infrastructure requirements The programme needs the most efficient electronic systems and network connectivity which is reliable in order to deliver according to its mandate Risk Considerations Strategic Objective Risk Mitigating Intervention Enhanced administrative support provided to all programmes Late submission of Means of Verification (MoV s) Inability to comply with uniform Court rules due to delay in referral of legal documents to Legal Services High staff turn over Shortage of critical and scare skills MoV s to be a standing agenda item in all management meetings Legal documents to be referred to Legal Services upon receipt Implementation of Retention strategy Training and development 27

28 7.2 PROGRAMME 2: SUSTAINABLE RESOURCE MANAGEMENT Programme Purpose To provide agricultural support services to farmers in order to ensure sustainable development and management of agricultural resources Strategic Objective 2.1 Strategic Objective 2.1 Increased availability of production infrastructure solutions, information and technology Objective Statement To ensure 441 engineering interventions for agricultural infrastructure development to enhance production both at primary and secondary level by Provide spatial information and disaster risk interventions to support timely decision making and monitoring (farmers/ cooperatives) by 2020 Baseline 644 engineering interventions and spatial information supports Resource Considerations a. Financial resources An amount of R30 million per annum at current cost will be required to revitalize the irrigation schemes as planned. An additional R12 million per annum will be required to fund specialised engineering services needed to support agro- logistics, dam safety and aquaculture initiatives. The National Disaster Management Act and National Disaster Management Policy does not make provision for this. What should be recommended here is a review of these pieces of legislation and policy prescripts. b. Human resources To retain the current scarce skills as well as recruitment in the field of engineering and Geographic Information Systems (GIS) the Department will require effective human resources strategies. Disaster risk management unit requires dedicated personnel at Local municipal level to effectively deal with programmes that are aimed at minimising the agricultural vulnerability and disaster risk including, prevention, mitigation, adaptation, prediction and early warning systems. 28

29 c. Systems and Infrastructure requirements The program is also entrusted with the responsibility to provide timely and reliable spatial information to both internal and external clients. The required information is provided through an integrated database and web services. Therefore, there is need for a reliable network and bandwidth. Survey equipment and plotters are required for engineers to be able to provide the technical support services efficiently Risk Considerations Strategic Objective Risk Mitigating Intervention Increased availability of production infrastructure solutions, information and technology Late identifications of needs by clients result in bottlenecks in the Planning, design and Implementation process Take part in Departmental activities that assist Clients to identify projects earlier Strategic Objective 2.2 Strategic Objective 2.2 Objective Statement Baseline Increased promotion of the sustainable use and management of natural agricultural resources To implement ha of the integrated sustainable use of natural agricultural resources and protect them from degradation by 2020 To implement natural resource management interventions in the sector through conservation agriculture and land care practices by hectares protected from degradation conservation agricultural and land care interventions Resource Considerations a. Financial resources The LandCare Programme to make meaningful impact on resource conservation in line with Strategic Infrastructure Project (SIP 11). There is a need for the province to consider equitable share budget allocation as LandCare conditional grant has proven to be insufficient to effectively address challenges that are confronting the Province that are compounded by the effects of climate change. 29

30 b. Risk Considerations Strategic Objective Risk Mitigating Intervention Increased promotion of the sustainable use and management of natural agricultural resources Continued encroachment into prime agricultural land by nonagricultural users and this causing a reduction of the productive land for farming purposes The Agro Ecological Zonation system is in place and to be included in the land use schemes of the municipalities Diminishing Natural resources Natural Disasters Land care and management of natural resources programs Early warnings 7.3 PROGRAMME 3: FARMER SUPPORT AND DEVELOPMENT Programme Purpose To provide support to all farmers through agricultural development programmes Strategic Objective Strategic Objective Increased comprehensive agricultural support provided to producers Objective Statement Baseline To ensure that small holder producers are provided with agricultural technical advice by 2020 To ensure provision of livestock breeding material to farmers by 2020 To supply fish breeding stock to farmers by provided with agricultural technical advice breeding material fish breeding stock 30

31 7.3.2 Resource Considerations a. Financial resources Continued budget cuts and austerity measures are constraining the provision of effective agricultural development support to farmers and communities, as outlined in the MTSF priority programmes of the LDA. b. Physical Resources Working tools (450 subsidized vehicles for Extension Officers, internet connectivity to 10 Service Centres, 300 laptops and 150 printers). c. Human Resources Vacant posts to be filled for technical staff to ensure continued service to farmers. There is high staff turnover due to ageing personnel. d. Systems and Infrastructure requirements Smart Pen and AIMS Project Management Systems for R22m need to be put into full operation. Upgrading 15 service centres with an estimated budget of R8m to improve poor accommodation at municipal and Service Centre levels Risk Considerations Strategic Objective Increased comprehensive agricultural support provided to producers Risk Group dynamics Under-utilization of agricultural land due to the dependency syndrome Pests and diseases outbreaks Mitigating Intervention Support institutional arrangements and social facilitations Partnerships to capacitate producers Farmer support policy (Exit strategy and PME) Early warning advisories 31

32 7.4 PROGRAMME 4: VETERINARY SERVICES Programme Purpose To provide veterinary services to clients in order to ensure healthy animals, safe animal products and welfare of people of South Africa Strategic Objective Strategic Objective Safe and tradable animals and animal products produced Objective Statement To ensure control of animal diseases for 4,5 million animals; inspection of 87 abattoirs through veterinary services to clients in order to ensure healthy animals, safe animal products and welfare of the people of South Africa by facilitating and providing animal health services in order to protect the animal and human population against identified zoonotic diseases of economic importance, and primary animal health and welfare programmes/ projects to allow for exports of animals and animal products by 2020 Baseline 2.5 million animals 84 Abattoirs inspected Resource Considerations a. Financial resources Budget allocation is required for key inputs. There is a need for adequate financial provision for the two main cost drivers of the programme i.e. vaccination and dipping. The two are preventative programmes which if followed properly will keep disease occurrence to the minimum and assist in dealing with Foot and Mouth Disease (FMD). b. Physical Resources Working tools (subsidized vehicles for technicians, internet connectivity and ICT tools, e.g. cell phones, laptops and printers). c. Human Resources To retain the current scarce skills as well as recruitment in the field of veterinary services the Department will need to have effective human resources strategies. d. Systems and Infrastructure requirements More animal handling facilities are required in order to render effective veterinary service 32

33 7.4.3 Risk Considerations Strategic Objective Risk Mitigating Intervention Safe and tradable animals and animal products produced Outbreak of diseases Skills shortage Continuous disease surveillance Head-hunting, retention strategy, Occupation Specific Dispensation (OSD), Bursary scheme and financial assistance for studies with service obligation contracts 7.5 PROGRAMME 5: RESEARCH AND TECHNOLOGY DEVELOMENT SERVICES Programme Purpose To provide expert and needs based research, development and technology transfer services impacting on development objectives Strategic Objective Strategic Objective Objective Statement Baseline Optimised provisioning of expert and needs based research To ensure that 122 medium to long term research and technology development projects are conducted, facilitated and coordinated to contribute to improved agricultural production by research projects 33

34 7.5.2 Resource Considerations a. Financial resources Budget for compensation of employees, operations and capital. b. Physical Resources The two research stations have been identified as the centres for Indigenous Livestock Genetic Conservation (ILGC) and production of planted pastures. Most of the infrastructure such as fences, cattle handling facilities, water reticulation system and electricity remain a challenge. The housing for farm workers are at a point of inhabitation according to health and safety standards. c. Human Resources The directorate is reasonably staffed with scientists and technicians. There is however a need to address the staff shortage on the farms, especially on farm workers in response to retirements and deaths. d. Systems and Infrastructure requirements IT connectivity at the stations remains a challenge Need to upgrade the following infrastructure: o Irrigation o Storage sheds o Fencing o Laboratory o Office and accommodation o Ablution facilities o Abattoir facility Risk Considerations Strategic Objective Risk Mitigating Intervention Optimised expert and needs based research provided Theft Loss of land Water scarcity Research not conducted on critical agricultural areas Construction of security fence Provision of security Amicable settlement of Land claims Drilling of additional boreholes Water encatchments Collaborate research work with other research institutions 34

35 7.6 PROGRAMME 6: AGRICULTURAL ECONOMICS SERVICES Programme Purpose To provide timely and relevant agricultural economic services to the sector in support of sustainable agricultural and agri-business development to increase economic growth Strategic Objective Strategic Objective Improved competitiveness and sustainability of agribusinesses Objective Statement To provide agribusiness development support services to agribusinesses (farmers/cooperatives) by 2020 through entrepreneurial development, marketing services, value adding, production and resource economics Baseline agribusinesses were supported Resource Considerations a. Financial resources The Programme is adequately resourced. b. Human resources The Programme is adequately resourced. c. Systems and infrastructure requirement. To put up systems in order to provide timely and reliable information to both internal and external clients Risk Considerations Strategic Objective Improved competitiveness and sustainability of agribusinesses Risk Reduced margins of farmers due to rising input costs Limited participation of emerging farmers in farming business due to lack of access to agricultural finance Mitigating Intervention Establishment of cooperatives to encourage cooperative actions such as bulk procurement to reduce costs Facilitate access to government mandated development finance programs such as MAFISA and Land Bank Retail Emerging Markets 35

36 Programme Purpose To facilitate and provide structured agricultural education and training in line with the Agriculture Education and Training Strategy to all participants in the agricultural sector in order to establish a knowledgeable, prosperous and competitive sector Strategic Objective Strategic Objective Enhanced facilitation and provision of structured agricultural education and training Objective Statement Baseline To provide non-formal and formal training to learners on NQF levels 1-4 through FET structured education and training programmes by learners, students and farmers Resource Considerations a. Financial resources Training affordability by Diploma students. Increased financial resources to have bursaries available for qualifying students. The Department has a multiyear plan for infrastructure upgrade, which will need continued funding. b. Physical resources Inadequate training infrastructure. There is still a need for internet connectivity, class rooms, accommodation, access roads and infrastructure practical lessons. c. Human resources The Department has aging staff and most of the support staff is retiring. Staff turnover is also a challenge due attraction by other industries and other competing colleges in neighbouring provinces. Organisational Structure of the colleges to be aligned in accordance with the education national norms and standards. 36

37 7.7.3 Risk Considerations Strategic Objective Enhanced facilitation and provision of structured agricultural education and training Risk Staff turn over Student unrests Loss of biological assets Veld fire Mitigating Intervention Improved condition of service improved training infrastructure Maintenance of boundary fence maintenance of fire belts 7.8 PROGRAMME 8: RURAL DEVELOPMENT Programme Purpose The purpose of the programme is to facilitate and coordinate the planning and implementation of integrated rural development program in line with LEGDP, CRDP, IDP and Limpopo Rural Development Strategy. The program will work with all key stakeholders in order to ensure that government and its social partners delivers a sustainable and efficient rural development services to all rural communities Strategic Objective Strategic Objective Objective Statement Baseline Improved coordination of rural development programme for the integration of the rural areas Coordination of 109 CRDP sites through successful infrastructure development, job creation and poverty alleviation to ensure access to basic infrastructure and rural livelihood creation by CRDP sites Resource Considerations a. Financial resources Budget for coordination activities. b. Physical Resources Working tools (transport for field staff, internet connectivity and ICT tools). 37

38 c. Human Resources Human resource required to establish a resourced Rural Development Secretariat in line with the LIRDS for effective coordination of strategy implementation Risk Considerations Strategic Objective Risk Mitigating Intervention Improved coordination of rural development programme for the integration of the rural areas Lack of rural developmentspecific statutory framework Lack of buy-in of all government Departments and agencies in the implementation of the rural development strategy Buy-in and commitment by all key stakeholders Rural development statutory framework aligned to national and provincial governments Accelerated customisation of the intra-governmental structures, systems and processes provided for in the Intergovernmental Relations Framework Act of 2005 to coordinate sustainable rural development Effective communication strategy and inclusive branding campaigns 38

39 PART C: LINKS TO OTHER PLANS 39

40 8. LINKS TO THE LONG-TERM INFRASTRURE AND OTHER CAPITAL PLANS The factors influencing the LDA s inability to deliver on the infrastructure plan can be reflected as follows: Changing of readiness of projects due to erratic weather conditions (e.g. Rainfall and water availability); and Changing of readiness of projects due to social conditions (e.g. Conflicts among targeted beneficiaries, vandalism of infrastructure). In response to the provincial government priority on agro-processing and value adding, the LDA has identified the following infrastructure development projects over the MTSF period, to support agricultural development throughout the value chain: PROJECT TARGET FOR 2015/ /20 LOCATION OF PROJECT Masalal packhouse Nwanedi Cooperative Bee Honey processing infrastructure Lebowakgomo Abattoir Valley Farms Tshakhuma Achar Factory Refurbishment of Masalal citrus and mango pack house facility Establishment of a vegetable pack house facility Development of a processing facility for honey bee producers in Limpopo Renovation of poultry houses around Sekhukhune and Capricorn to feed into the Abattoir Upgrading of Valley farms, an existing fruit juice and drying facility that belonging to the Levhubu land claimant communities Establishment of Atchar facility for mangos and vegetable farmers Mopani District (Letsitele) Vhembe District (Musina) Vhembe and Mopani Districts Sekhukhune and Capricorn Districts Vhembe District (Levhubu) Vhembe (Tshakhuma Village Moletji Dairy 1 processing facility and 13 villages Moletji Moshate and 13 villages Soil Conservation works 8313 Hectares Ga Kgatla Blouberg Leolo Greater Tubatse Fencing Provision of fencing All municipalities Feedlot and animal feed mills facilities Support the establishment of feedlot and feed mills around Waterberg District Waterberg District 40 Irrigation Schemes 6 Irrigation Schemes Sekhukhune District Capricorn District Vhembe District

41 9. CONDITIONAL GRANTS The status with regard to the below mentioned conditional grants remains the same, there are no changes and all grants are on continuing over the period of this Strategic Plan. Name of grant Purpose Performance indicator Continuation Motivation Landcare To ensure sustainable use and management of natural resources to ensure greater productivity, food security and job creation Participation, empowerment and conservation of resources in the number of area wide planned projects The grant will continue as gazetted in the Division of Revenue Act (DORA) through a call for business plans Challenges of degradation in the communal and land reform projects are huge and will require continued efforts. Mitigation and adaptation of impacts of climate change is appropriate under this program. MTSF priority of sustainable resource management and rural development are realized through this program Name of Grant Purpose Performance indicator Continuation Motivation Ilima-Letsema To support food production and ensure that resource poor farmers are assisted to participate competitively in agricultural production Number of projects provided with production inputs and access to technical advisory support The grant funding will continue through the Strategic Plan period The grant provides for farmers who lack access to credit to be assisted to access agricultural production inputs. The inputs are necessary to increase agricultural production and hence to improve household and national food security. Jobs are sustained and new ones created when farm enterprises are made operational, and this requires provision of the production inputs Name of Grant Purpose Performance Indicator Continuation Motivation Expanded Public Works Programme (EPWP) To incentivise provincial Departments to increase job creation efforts in environment and culture programmes through the use of labour intensive methods and the expansion of job creation in line with the EPWP guidelines Number of job opportunities created through labour intensive construction methods The eligibility for continuous funding is performance base for every/ for each public body The incentive is paid to encourage work creation. The incentive is paid per quarter of employment for the EPWP group and can be measured in a person s day of work or full time equivalent. The intention of the incentive is to increase work efforts by public bodies by providing a financial performance reward 41

42 Name of Grant Purpose Performance Indicator Continuation Motivation Extension Recovery Program (sub-program currently included in the CASP budget) To support provincial efforts to improve the delivery capacity of Extension Officers in order to facilitate comprehensive technical and advisory support to agricultural projects with a specific focus on the previously disadvantaged farmers and land reform projects Number of Extension Officers recruited and adequately trained as well as having all necessary physical and intellectual tools to support farmers in an effort to increase food production The grant funding will continue through the Strategic Plan period There is still an acute shortage of Extension Officers with the necessary skills and resources to support the previously disadvantaged farmers and enable them to cope in a technologically advanced and globalised sector 10. PUBLIC ENTITIES The Department does not currently have a Public Entity. The November 2013 Executive Council Decision 69 of 2013/14 rescinded EXCO Decision 156 of 2010, which approved the incorporation of the Limpopo Agricultural Development Corporation (LADC) into Limpopo Economic Development Agency (LEDA) and that LADC be registered as a separate entity with its assets, liabilities and employees that were transferred to LEDA restored. EXCO further approved that LADC commence its operations with effect from the 1st April 2014 as an entity of LDA. Based, on the advice by the National Treasury and subsequent analysis by LDA in relation to the implementation of the EXCO resolution, the Executive Council of 21 January 2015 approved withdrawal of EXCO Decision No. 69 of 2013/14 on the establishment of a public entity to manage Agribusiness functions in the Province and that the Agribusiness functions should be retained within the LEDA and that LEDA should continue to support the LDA on Agribusiness-related matters. 11. PUBLIC PRIVATE PARTNERSHIPS None 42

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