ACTION PLAN REPORT AUGUST 2004 – MARCH 2005
From August 2004, our proposed Empowerment Implementation Plan consisted of the various action plans that individually appear below, in the fashion and sequence in which they appeared. These were the Required Action Plans for the remainder of the financial year (Aug 04 to March 05), which were to be carried out within a total budget of R160000. This budget included a portion that would cover the appointment of a Co-ordinator who would be based in the Heritage Park or Rustenburg (for a start) to provide a link with the Heritage Park communities and adjacent areas.
1. ACTION PLAN 1: CODES OF CONDUCT
The objective was:
To obtain a formal set of “Codes of Conduct” or “Score Cards” to be adhered to by NWPTB, Developers, Operators and Contractors operating in the Heritage Park, which should form part of the standard agreements entered into by each of these parties, including the following components:
- Equity guided by the demographics as well as the removal of any entry barriers to the previously disadvantaged communities and in mindful compliance with the Employment Equity Act and its Regulations as well as the Code of Good Practice that have been shared elsewhere in our reports;
- Employment which should give first preference to the residents of the Heritage Park and its immediate surroundings, before the employing entity sees to recruit from other areas, provinces and countries;
- Outsourcing which shall be informed by the targets that are contained in the national codes of good practice already under:
- General provisions;
- The IT Industry Charter; and
- The Agricultural targets set by Minister Thoko Didiza recently.
- Training – this could include the commitment to the compliance with the Skills Development and the Skills Development Levies Act and their Regulations as well as well as:
- The taking on of learners;
- The taking on of interns;
- Providing workplace mentors and coaches for both the learners and the interns.
Background:
It was and still is important that the local/regional communities, businesses and PDIs are primary beneficiaries and that those that obtain contracts within the Heritage Park subscribe to a minimum “Code of Good Practice” and/or “Score Card” in terms of empowerment and local beneficiation. These “Codes of Conduct” and “Score Cards” need to be developed in partnership with current stakeholders and need to be incorporated into standard agreements.
Strategies:
At the time of drawing up the implementation plan, the proposed strategies included having to:
(a) Obtain buy-in to the overall intention from stake holders;
(b) Facilitate a workshop between key stakeholders to thrash out the key elements of a guideline containing a “Code of Conduct”, a “Score card” and a monitoring mechanism;
(c) Draft a first guideline;
(d) Finalise a final guideline; and
(e) Obtain signed MOAs from key stakeholders.
Steps with Accountability, Time Lines:
| Action to take | By whom | Deadline | Status |
| Management planning session | J.M. Maseko | Aug 2004 | Done |
| Report back to Board in Mmabatho | J.M. Maseko | Aug 2004 | Done |
| Visit National Dept of Agriculture (Pretoria) | J. M. Maseko | Sept 2004 | Obtained |
| Visit Adv. Dali Mpofu of the IT Charter | J. M. Maseko | Sept 2004 | Obtained |
| Visit DPSA (Pretoria) – for Final Code | J. M. Maseko | Sept 2004 | Obtained |
| Planning a workshop of Stakeholders | J. M. Maseko | Oct 2004 | Called Off (by NWPTB) |
| Facilitating the Workshop for HP Code(s) | J. M. Maseko | Oct 2004 | Pending the above |
| Draft a first guideline Code of Good Practice | J. M. Maseko | Nov 2004 | Pending the above |
| Finalise a final guideline or Code of Good Pr. | J. M. Maseko | Nov 2004 | |
| Engage Stakeholders to obtain signed MOAs | J. M. Maseko | Dec 2004 | Pending the above |
2. ACTION PLAN 2: EMPOWERMENT AWARENESS STRATEGY
The objective of this strategy was:
To create the awareness amongst key stake holders and communities around the Heritage Park relating to the realistic opportunities for beneficiation, specifically focussing on SMME and employment opportunities.
Background:
Communities in the region of the Heritage Park on the one hand had been found to be sceptical about the extent to which they can and will benefit from the Heritage Park; whilst on the other hand they may also have unrealistic expectations. It was decided that until they have access to all the necessary information, this state of affairs would not change. It was therefore important that the local/regional communities and businesses have timely access to reliable information on all relevant matters, so that they could make informed decisions on their potential involvement with and beneficiation from the Heritage Park.
The standards were to consist of a database of information on:
(a) what the opportunities are;
(b) when the opportunities are expected to occur;
(c) what the beneficiaries needed to do in preparation of taking up such opportunities;
(d) what the entry level requirements would be;
(e) where and how the beneficiaries could qualify themselves;
(f) what it would take in terms of time, costs and abilities;
(g) available support mechanisms; and
(h) how the beneficiaries could access support mechanisms.
Other Critical Requirements
Other critical action points identified were with regard to the fact that:
- There would also be a need for the free flow of information using communication tools that provide user-friendly information on above issues (posters, pamphlets, communication officers, etc.
- There must also be an installation of a distribution mechanism that will ensure accessibility of the above information to all the neighbouring villages; adjacent to the Heritage Park; and
- There must be established mechanisms by the end of March 2005, that would be used to freely carry the information flow from the project to the communities and back from the communities to the project; and it was critical that these tasks be completed within budget constraints of the Heritage Park.
The main strategy on this action plan would be to obtain buy-in to the overall intention from key stakeholders before compiling all relevant data, creating communication tools and creating training, coordination and support capacity within Contour and starting the implementation.
Steps with Accountability, Time Lines:
| Action to take | By whom | Deadline | Status |
| Recruit, Interview and Select a Co-ordinator | W. Boonzaaier | Aug 2004 | By Contour |
| Convene a Strategic planning session to include Joe, NWPTB, MKLM / BPDM etc. | W. Boonzaaier | Sept 2004 | Completed (in Plan) |
| Record the proceedings and decisions of workshop or strategic planning session | J. M. Maseko/Co-ordinator | Oct 2004 | Completed (in Plan) |
| Draw Up the Strategic Plan from the session – Maseko and Co-ordinator linking up by e-mail | J. M. Maseko/ Co-ordinator | Nov 2004 | Completed (in Plan) |
| Circulate and Receive inputs from others - Maseko and Co-ordinator linking up by e-mail | J. M. Maseko/ Co-ordinator | Nov 2004 | Partly (awaiting input) |
| Finalize Write-up of Communication Plan via e-mail | J. M. Maseko/ Co-ordinator | Dec 2004 | Pending Communication structure finalisation |
| Execute and implement Communication Plan | Co-ordinator | Dec 2004 | Pending Communication structure finalisation |
| Report on Successes / challenges of plan | Co-ordinator | Feb 2005 | Contained in this report |
3. ACTION PLAN 3: STRATEGIC EMPOWERMENT ALLIANCES
The objective of this strategy was:
To form alliances and obtain commitments between key role players in the empowerment arena, to ensure the necessary support mechanisms are in place for the proposed priority empowerment programmes.
Background:
Although there may be clarity on empowerment needs and opportunities in the Heritage Park region, it was not possible to implement empowerment programmes without having the required commitments and support from funding agencies. It was therefore essential that formal alliances be formed before embarking on any programmes.
Standards
The standards applicable in this case were to include:
- Considering all potentially viable programmes in determining support requirements;
- Considering all empowerment support agencies in Southern Africa that could match the requirements; and
- Obtaining Memoranda of Understanding and /or some form of commitment from appropriate support agencies for identified programmes by end of March 05.
Strategies:
The strategies chosen for implementing this part consisted of having to evaluate all realistic requirements identified in consultation with anticipated beneficiary groups before identifying all potential support agencies. A direct one-on-one approach was found likely to work best and would be employed as and when necessary. Recent failures, by some key stakeholders, to honour invitations, to empowerment workshops; had proven that the interest had not been kindled. It had been characterised by passive invitations to workshops and the approach needed to change. The main aim was by then to obtain signed Memoranda of Understanding from the stakeholders.
Progress to date has been somewhat set back by the challenges faced by the NWP&TB, concerning concessionaires, already alluded to above. Actions in this strategy had to be preceded by the workshop with concessionaires which could not take off as explained above.
Programme Steps with Accountability, Time Lines:
| Action to take | By whom | Deadline | Status |
| Draft an Aide Memoir for Approaching Stakeholders (This task should never take place unless drafted in consultation with the role players just as is the case with the Charters | J.M. Maseko | Dec 2004 | Shelved pending role playing by concessionaires |
| Approval of Aide Memoir Content – via e-mail | Willie & Board | Dec 2004 | Pending the foregoing |
| Meetings with pre-determined and approved DWAF, Concessionaires, Funding agencies, Service providers, Local Authorities and Communication Officers to share the vision and invite them to participate in the Heritage Park Programme – This has already started in February with two programmes proposed | J.M. Maseko Co-ordinator (logistical support) | January & February 2005 | This later turned to be project based. Funding will be sought for specific programmes |
| Co-ordination and communications in HP: This awaits the finalisation of the infrastructure | Co-ordinator | January - Feb 2005 | Pending appointment |
| Commissioning of data processing mechanism to analyse and collate data from the training needs surveys from the communities. | W. Boonzaaier Co-ordinator | Jan 2005 | Already in progress and first chunk of needs analysed |
| Review of the Work at hand and reporting on it | J.M. Maseko | Mar 2005 | Underway |
4. ACTION PLAN 4: DESIGN EMPOWERMENT PROGRAMMES
The objective for this strategy was:
To identify and design a few key empowerment programmes that best suit the needs of the communities in the region of the HP, the realistic opportunities offered by the HP and can be sustained by available mechanisms.
Background:
The needs of communities, the realistic opportunities and the available support mechanism need to be brought in line with each other before identifying and designing realistic empowerment programmes. This Action Plan intends matching these three important components before deigning realistic empowerment programmes.
Standards:Developing and maintaining an updated database on:
- Community needs and expectations;
- Realistic opportunities within the HP project;
- Empowerment support mechanisms;
- Prioritisation of programmes around those that are realistic, in line with needs and expectations and for which support mechanisms are in place;
- Completion of the identification and design by end of March 05;
- MOU s signed by support agencies by end of March 05; and
- Support agencies to include local authorities, provincial government, national government and NGOs.
Strategies:
The key strategies in this part are to:
- Set up the capacity for ongoing research (particularly with regards needs and expectations) and database management; and
- Analyse first round results to determine priority focus areas and then approach support agencies for commitments before designing final programmes
Programme Steps with Accountability, Time Lines and Budgets:
| Action to take | By whom | Deadline | Status |
| Receive routine daily returns of needs analysis data | Co-ordinator | Mar 2005 | Underway |
| Process data daily in between other tasks above | Co-ordinator | Mar 2005 | Underway |
| Draw up monthly/ periodic summaries of needs | Co-ordinator | Mar 2005 | Underway |
| Drawing up Training and development plans | Co-ordinator | Mar 2005 | Underway |
| Writing Training Proposals to Funders / providers | J.M. Maseko | Mar 2005 | Two to date |
| Co-ordinating the implementation of training phases | Co-ordinator | Mar 2005 | Pending |
5. SPECIAL REQUEST
In a meeting with Kgosi Pilane, he asked that great effort be put into the identification of potential ecologists within the area and the identification of appropriate courses / institutions and potential bursaries / funding for such people. He had expressed that he would like to see them trained and used as ambassadors for the Heritage Park project.
The Status on this request Out of all the needs received from the communities to date, only about 7 people have expressed a wish to qualify as ecologists. And all of them came from Molatedi and none of them came from Pilanesberg where Kgosi Pilane’s people hail from. Only the needs analysis route has been used to date to surface all needs of all the people. This method will be further strengthened when the Communicators are on board in the new financial year. And there is hope that the people in Kgosi Pilane’s area that may wish to be ecologists will be identified. In the current sample they are still not found.
6. OTHER MILESTONES REACHED TO DATE
To date (between October 2004 and February 2005), the achievements in the Empowerment arena have included the following outputs:
- A Compilation of a compendium of Accredited and Higher education providers of training and education in the North West, Gauteng, Western Cape, Limpopo and Mpumalanga Provinces. This means that they can now be contacted directly to quote for programmes identified in the on-going needs analysis exercise. After their quotations have been received, the fund raising aspect may arise and be based on programmes than blanket fund raising for nebulous purposes as Funders prefer to fund content rather than the container – by and large;
- There is also a compilation of the existing BBEE Charters in their varying degrees of completeness. Many are still drafts. Others are already complete. They have been circulated among members of the Steering Committee and continue to be available both in hard copy and electronically to other potential users;
- The data base of the training and development needs has been set out. The training needs are already coming in, in instalments. They are being processed each time there is a group of 10 or more of a kind, to be processed; Two programmes have already been proposed for funding and for provision, and include the following needs:
- There are also needs already packaged for Ecologists. The approach is the same as above. The needs cover the three different categories of needs. Institutions can then quote and do selection. The selection process is always for inclusion rather than for excluding the learners. An example of one programme documented and proposed for funding and provision may be circulated to members who may be interested in the appearance and the contents. It is guaranteed to address all the questions of a provider or funder. We even add the list of the names of the applicants and their contact details for ease of reference and direct contact where and when desired.
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TOUR OPERATORS
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| Need | Level Required | |||||
| Basic | Interim | Advanced | All | |||
| Skills Training Level | 1 | 6 | 2 | 2 | ||
| Academic/ Professional | Certificate | Diploma | Post Graduate | B Degree | Master's Degree | PhD |
| 4 | 7 | 1 | 3 | |||
| Experiential | Type of Learning | Years | ||||
| Tour | Attachment | Mentorship | 1 | 3 | 5 | |
| 3 | 5 | 2 | 4 | 2 | ||
7. THE WAY FORWARD
What is yet to take pace from March / April 2005 onwards will now consist of the contents as circulated and contained in the implementation strategy which is already integrated with the rest of the project. Again, these will be rehashed and circulated in case there is a need to show them separately in a report of this nature. But in a nut shell, the broad objectives include:
- The finalisation of the Communication infrastructure and budget and human resources;
- The appointment of that Co-ordinator with the Filed Communicators;
- A (resultant) fast tracking of the collection of further training and development needs in the filed;
- A Regular analysis and capturing of these needs in the data base;
- A continuous analysis and synthesis of the data base (training and development ) needs from the Co-ordinator;
- Drawing up of more proposals for funding and accredited institutions;
- Physical Visits to various institutions of learning and training to market specific programmes;
- Visits to SETAs that will be appropriate for the packaging of certain needs through the use of Learnerships;
- Regularly reporting on progress;
- Compiling lists of graduates and diplomandi from learning once through to potential employers;
- Facilitating the link between other service providers and the individual candidates in need of their services or products in areas such as drawing business plans for SME’s, BBBEE Partners; BBBEE Funding; Actual Training Workshops where appropriate etc.
