The National Council of Provinces (NCOP) embarked on its "Taking Parliament to the People" programme in November 2004 and visited the KwaZulu-Natal province. The communities that were visited raised various issues and concerns and the NCOP undertook that the relevant government departments would attend to these matters of concern. The NCOP indicated that it would return to the province to provide feedback to the communities on progress regarding the issues raised.

This report reflects the key issues that emerged during the course of the follow up visit by the NCOP to KwaZulu-Natal during 14-19 August 2005. The visit constituted part of a broader initiative to "Take Parliament to the People " and to engage in parliamentary oversight initiatives. This report is therefore constituted of several sub-sections, including each of the various meetings that took place during the course of the oversight visit. It is structured as follows:

• Report back by provincial leaders on the current situation regarding Local Government and Educational issues (14 August 2005).
• Meeting with SALGA and local government (15 August 2005).
• Visit to the Tholukuhle, Macekane Primary and Bhekulwazi High Schools (16 August 2005).
• Visit to Phezukomkhono Women’s Co-operative and Thathunyawo Cane and Citrus farm (16 August 2005).
• Visit to Disability Centres Eskhawini and Jabulani centre (16 August 2005).
• Meeting on Agricultural issues, report by MEC of Agriculture and the MEC of Public Works (16 August 2005).
• Visit to Mbonambi and Ntambanani Municipalities (17 August 2005).
• Visit to EPWP projects Nkonjane road (17 August 2005).
• Visit to Sokhulu farm, Amangwe Village & Ethembeni Centre (18 August 2005).
• Public hearings - a summary of the meeting (19 August 2005).

The Chairperson of the NCOP presented a report back on reports received from National Departments regarding progress made on issues of concern raised during the initial visit. He informed the meeting that the ATC containing the report of the initial visit was sent to each Minister reflecting issues that were raised by communities. Furthermore, he restated the matters of concern/key issues that were raised under the various departments.

The following progress reports were submitted by the individual MEC’s:

• The MEC for education in KZN reported that the province is in need of approximately 14000 new classrooms and toilets to reduce overcrowding in schools; that schools require essential major repairs; that old classrooms that do not comply with current specification caused major backlogs; that an additional 250 classrooms are damaged and in need of major repairs; and that the Department has devised a complex infrastructure development plan, which will provide an indication of which schools are worse off than others.

• In terms of the Fast Track Programme (Learners under trees), Zululand region will receive:

• 181 classrooms at 41 schools,
• 670 toilets to 117 school,
• 160 mobile classrooms

• In conclusion the MEC stated that there is progress but also lots of outstanding issues. He said that one of the major challenges that the Department is facing is its relationship with the Department of Public Works.

Challenges

• The under expenditure of the capital budget by the Provincial Department of Education.
• Perceived lack of infrastructure planning.
• Lack of sufficient classrooms.
• Department’s relationship with the Department of Public Works.
• Lack of psychological support services at schools.
• Lack of a transport budget at schools.

The following progress report was submitted by the MEC for Local Government:

• The MEC for Local Government in KZN reported that a summit was held from 19-20 April with 51 municipalities where guidelines were developed and functions of ward committees were established; that there are ninety-seven wards in total and thirty-two out of those are established; in Mbonambi 8 out of 30 ward committees have been established whilst in Inkandla no ward committees have been established; that a general plan has been developed to assist municipalities to establish ward committees; that community participation training was rolled out as part of Project Consolidate and that councillors were approached to attend the training.

• With regard to corporate governance, the MEC reported that the District Mayor should establish a moral forum to co-ordinate functions and activities; that the district manager attends the community participation training; that a share services model was established in Uthungulu District. This district helps the municipalities that do not have the human resources by pooling the skills and resources for service delivery from the districts; that there is a District Information System which allows access to software information from the provincial level; through the Management Assistance Programme (MAP), that a Plan of Action was set up consisting of (twenty-nine) 29 municipalities.

• The MEC provided the following statistical information with regard to access to basic services:

• Water 72%
• Electricity 20%
• Sanitation 25%
• Refuse removal 22%

• During discussions between the delegation and the department the following issues were raised:

• The progress made with the establishment of a disability desk. Information in this regard will be provided at a later stage.
• The backlog with regard to access to basic services in the Mbonambi and Mtambanana municipalities.
• The lack of a revenue base within these municipalities.
• The partnership between municipalities and DPSA.
• The lack of recourses to address the backlogs.

Conclusion

The Chairperson stated that Members will be given time to read the reports. The key issues that had to be considered were:

• What is achievable in the short-term with the current resources allocation?
• Medium term issues – to be isolated and identified to enable allocation of a budget.
• The issues that needs to be addressed over the long term.
• The establishment of ward committees to be attended to since it speaks to the core of public participation.

The Chairperson of the NCOP, Hon. Mr M J Mahlangu (MP), referred to the report of the initial visit and highlighted the following concerns in respect of Local Government:

• Lack of capacity by some municipalities, which results in service backlogs.
• Lack of effective management systems – he requested a briefing from Local Government on whether this has improved.
• Improper use of funds.
• Strengthening of public participation through ward committees. He enquired about the status of ward committees as they play a crucial role in public participation, ICD’s and CDW’s.
• Lack of co-ordination between Local Government and other spheres of government.
• Lack to capacity to raise revenue.
• Absence of sufficient local development programmes.

The Chairperson requested the Provincial Department of Local Government to provide feedback on progress to the meeting. In addition, the Chairperson indicated that the visits to Mbonambi and Ntambanani municipalities would continue as planned as the NCOP was interested to see the functioning of municipalities under Project Consolidate. He added that Members would also look at the District Information Management System (DIMS) at the Unthungulu District Municipality and interact with ward committees at these municipalities.

The General Manager in the Provincial Department of Local Government and Traditional Leadership, made a presentation regarding progress made by the Department in addressing the areas of concerns raised.

The General Manager provided the following progress report:

• There are 29 Project Consolidate municipalities in the province.
• Project Consolidate received great attention in KwaZulu-Natal and the Department had been requested to make a presentation at the Cabinet Legotla around the Project.
• A special programme was launched to improve relations between municipalities and the traditional leadership.
• There were still challenges regarding the training of councillors. However, there were a number of training programmes running.
• Tensions between administrators and the political leadership resulted in deficiency in service delivery.
• Co-operation between the different spheres of government was still a challenge.
• With regard to the budget, there were only 10 out of 61 qualified audit reports from municipalities.
• The implementation of the Municipal Finance Management Act and Property Rates Act were still a challenge. The Property Rates Act was the next big hurdle.
• With respect to the backlogs, since 1997/98 the municipality received R2, 8 million for infrastructure development. There was a problem to meet backlog targets and a total amount of R14, 6 billion was required for 2005. The budget over the MTEF amounted to R4, 2 billion and this allocation played a role in addressing backlogs.
• In response to the issue around capacity of municipalities, the municipalities had established good capacity to manage their IDPs.
• The District Information Management System (DIMS), complies with not only national but international best practice and members were requested to allocate time to view its functioning at the Unthungulu District Municipality.

Project Consolidate is a national imperative that finds innovative ways to improve and strengthen Local Government service delivery. Its aim is to ensure a more proficient use of resources derived from nationally raised revenue, to benefit the indigent and to implement government policy on the provision of basic services. The focus is on hands-on interventions addressing critical gaps in eight high level focus areas identified by the Department of Local Government. The initial two-year programme involved 136 municipalities nationwide, with 29 municipalities participating at provincial level.

• A Provincial Project Consolidate Task Team (PPCTT) and Regional Project Consolidate Task Team (RPCTT) had been established to manage the project at provincial and regional levels respectively.
• A Program Management Unit had been established to assist municipalities to formulate and facilitate Projects and interventions, as well as work closely with stakeholder representatives.
• The province is currently at Phase 3 level and it’s expected to complete Phase 4 by end of March 2007.
• A Provincial Programme of Action (PPA) was prepared and adopted by the Provincial Cabinet in October 2004. The PPA sets out the strategic objectives of the provincial responses to the eight high-level focus areas identified by DPLG.
• The PPA articulates specific target interventions and timeframes for delivery and it also strengthened the MAP programme. The PPA undergoes regular review and refinement and progress against targets is reported on a monthly basis.
• A communications strategy was developed to inform government departments, targeted municipalities and external stakeholders about Project Consolidate.
• Key communication mediums included ongoing meetings with Municipal Managers, information and updates on the provincial website, project brochures, targeted media and conferences and exhibitions as appropriate.
• A Project Launch took place in Indaka regarding the eradication of the bucket system on 13 August, which was attended by the MEC for Local Government and Traditional Affairs and other senior officials.
• With regard to the MPAs, in each of the 29 municipalities the participant municipalities have developed their MPAs.
• The participant municipalities have endorsed all MPAs and Council resolutions have been received. This was one of the mechanisms aimed at ensuring buy-in by the participating municipalities. The MPAs highlight the key priority areas of the municipality and suggest actions to be taken to address the issue. The MPA also forms the basis on which appropriate interventions are determined and developed, taking into account identified priorities and available resources.

• The relationship between Local Government and traditional institutions.
• The lack of capacity within municipalities to spend their budget.
• The co-ordination between Local Government activities and that of other spheres of government.
• The ability of municipalities to utilise the Municipal Infrastructure Grant.
• The uniform provision of free basic services.
• The integration of gender mainstreaming into Project Consolidate and IDP’s.
• The Department will contribute R90 million over the MTEF period to Project Consolidate.
• Four provincial departments will become actively involved in IDPs. The Department of Water Affairs and Forestry are already participating.
• The implementation of the Property Rates Act in rural areas.
• The uneven distribution of free basic services.

Ms Reddy provided a presentation on the establishment of ward committees and the role of the DPLGTA in this process.

• Whether there was any training for the ward committees and councillors.
• If compensation is offered to ward committees in rural areas.
• A concern was raised regarding the structures, powers and clarification of roles of ward committees in rural areas.
• The impact of the political dynamics on the functioning of ward committees.
• That there are no legislative guidelines regarding the frequency of meetings of ward committees.

The Chairperson thanked all for participating in the meeting and said that it was the electorate that was responsible to pass laws and not government. He said that when the NCOP embarked on the visit, its members came to work and assist their counterparts and the people of the province. He stated that a number of matters were raised which could be related to National Government.

The Chairperson requested the Chief Whip of the NCOP to ensure that the policy be placed as a Subject for Discussion for debate in the NCOP.

Mr Brookes from the DPLG undertook to co-operate with the Standing Committee to address issues raised during the visit.

The presentation focussed on the questions raised by NCOP regarding strategies employed by the Department to assist women in economic development.

The report contained the following:

• There is a women empowerment sub programme contained within the BEE programme.

• The Department provides support in terms of training.
• The Department is in partnership with NPI to improve productivity.
• The Department provides assistance to women by identifying markets and equity partnerships.
• The recently established co-operatives programme focuses specifically on women in rural areas.
• The Department is working on establishing BEE district forums to assist people in the urban forums to interact and exchange views.
• The Department is assisting in making access to finance easier.
• The Department is involved in assisting with indirect financing.
• In response to the question of support, the MME promotion targets two categories, namely youth and persons with disabilities.

• What municipalities are doing to inculcate a culture of saving?
• The role of industries in Local Economic Development.
• If relevant training is taking place with regard to co-operatives.
• If any tender advice centres were established and how they interact with other centres and DPLG.

The presentation included the following points:

The KZN LED Support Programme aims to promote economic growth in KZN. It assists the KZN Department of Economic Development (DED) and a broad range of stakeholders to more effectively implement LED policies, programmes and project within the province.

It comprises a number of LED funding and technical assistance instruments briefly outlined below:

The Business Enabling Fund (BEF) assists provincial, local government and public entities create an enabling environment for Local Economic Development.

The Local Competitiveness Fund (LCF) promotes the competitiveness of businesses and sectors in the local economy through partnerships and facilitates private and public sector involvement in sustainable local economic projects.

Networking and Communication Funding (NFC) provides marketing and communicating for the program, establish a provincial Monitoring, Learning and Research Facility (MLFR) and provide specific provincial-wide institutional support for the program. The NCF is not a grant fund and the Program Co-ordinating Unit (PCU) will procure services for these activities.

The Program Co-ordinating Unit (PCU) will provide technical assistance to local and provincial government and partnership groups to assist in preparation, packaging and implementation of BEF and LCF projects.

• The impact of the programmes on the 2^nd economy.
• If strategies were in place to address the lack of skills in municipalities regarding LEDs.
• What the department is doing to make women aware of how to get access to finance.

Three schools were visited by the NCOP namely Tholokuhle, Macekane and Bhekulwesi.

The Chief Whip of the NCOP, the Hon. Mr V V Z Windvoël, requested the principal to highlight the progress that was made with regard to the issues previously raised.

Issues raised at previous visit:

• Lack of classrooms, which resulted in over- crowding of the classrooms.
• Lack of motivation for educators.
• No laboratory facilities.
• Lack of qualified educators.

Progress made

• Scientific equipment and chemicals have been provided to the school now since they have a laboratory where these chemicals can be stored.
• The Department of Education has since embarked on providing training to the educators at the school.

Current challenges

• Drug abuse by students.
• Lack of motivation by educators.
• Funding for the tuck shop needed.
• The implementation of the new curriculum was costly to the school, as the books needed by students are very expensive.

Recommendations

• The Department of Education to consider deploying social workers to the school.
• Educators should be paid overtime for the extra effort they put into enhancing the students’ knowledge.
• Business within the community should be sought as a source of external funding for the tuck shop.

The Hon. Mr B J Tolo started the programme by mentioning the issues previously raised by the school.

Previous issues raised:

• No chalkboards.
• No desks and chairs.
• Shortage of water.
• No food storage.
• No electricity.

Progress made

• Classrooms that were in a dilapidated state have been repaired.
• With the classrooms being repaired, the problem of overcrowding has been eliminated.
• Plans for the renovation of the rest of the school are currently considered by the Department of Education.
• Two of the classrooms have since been fitted with electricity and as the rest of the renovations take place; electricity will be supplied to those renovated classrooms.
• The department has also provided the school with two water tanks.

Current challenges

• Renovations to the school need to be fast- tracked.
• Students come from poverty stricken homes; therefore the children cannot afford to pay school fees.
• The problem of the food storage facility has not yet been attended to.

The Principal of the school and the District Mayor received the parliamentary delegation at the school.

Previous issues raised:

• The water supply to the school was not sufficient.
• No laboratory for the students to carry out their experiments.

Progress made

• New classrooms were erected and the ones that were in a poor condition were repaired.
• The water supply to the school has been rectified by the Department of Public Works.
• The construction of a science laboratory has been undertaken.

Two farms namely the Phezukomkhono Women’s Co-operative and the Thathunyawo Citrus Farm were visited by the NCOP.

• The Department contributed 3000 chickens together with chicken feed. The project managed to sell the first batch for R52 000.00.
• The Department provided training on business management.
• There is a poultry mentor that has been provided.
• The implementation of an abattoir is currently underway.
• Institutional markets including hospitals, business and schools as well as other retail stores will be approached.

• There are 30 hectares of Paprika. The aim is to market this product overseas.
• There are other projects that have been started, for example a tea project and dry land rice.
• Realising that the women needed equipment, they were given a tractor through the Department’s mechanisation programme and this was launched by the MEC in June 2004.
• The co-operative was expecting a person sent by the CPPP to help them with the packing of the paprika.
• The irrigation is to continue.

• The fishponds are not yet completed but will be finished (conflict between the service provider and the co-operative members regarding payments).

• The conditional grants are below 70%.
• Land care is below 70% in terms of conditional grants.
• The removal of fencing.

• A need for an overall project manager was identified.
• Implementation of a marketing plan.
• Skills development, budgeting.
• Theft.
• Transport for co-operative members who lived in villages far from the farm.
• Disaster Management.

• It was stated that the local markets should get preference before moving to the international markets.
• It was further noted that not much have been spent on poverty at schools (integration of services, food alleviation – primary school nutrition).
• The Department of Transport must work towards constructing roads.

Thathunyawo Women’s Co-operative purchased a valley farm to grow sugar cane, citrus and vegetables for the benefit of the members and the community. The co-op has 46 members. The farm is 16 km west of Enkwaleni Road and has the following crops namely sugar cane (129 hectares), citrus (11,74 hectares), vegetables (20,6 hectares), irrigated crops (161,6 hectares) and bushveld. The rationale for the purchase of the farm is to build the economy, to develop project managers and to ensure that children are developed to be able to do things for themselves.

• A mentorship programme needs to be implemented to assist the co-operative.
• Training on management of farms.
• Tractor needed by the co-operative.
• The project needs to be in the IDP.
• Transportation of products.

• The MEC to talk to Eskom regarding the co-operative’s outstanding electricity bill.
• The house building that is vacant can be used for training purposes instead of having people paying a fare to go for training far.

The parliamentary delegation visited two centres, namely Esikhawini and Jabulani Centres.

The organisation was founded in June 2000. The membership of the organisation comprises of people with and without disabilities. After a number of attempts of trying to find accommodation, the National Department of Education under the leadership of Prof. Kader Asmal agreed to accommodate the group in one of the buildings that was used as a Teachers Training College.

• Lack of assistance from the Provincial Department of Social Development.

• Lack of training.
• Exploitation of their members by private sector.
• Some government departments marginalise companies that are formed by people with disabilities when it comes to awarding tenders.
• Lack of empowerment in the disability sector.
• Lack of employment opportunities.

• The need to form one central unifying body that will look at the interests of people with disabilities.

• The urgency of addressing social issues was also emphasised.
• A return visit by the Committee.

A representative from the association informed the delegation that the association was founded in 1964 and has 10 branches around Kwa-Zulu Natal. Jabulani is one of their projects. Jabulani Skills Centre started in 1942, since then the association has been receiving a subsidy from the department of R8-00 per person until they privatised the centre in 1996 due to financial crisis.

Mr. Makhaya, a representative from the Provincial Department of Social Development reported that this decision was going to have a negative impact on the residents as they do not have anywhere to go if the centre closes. On 24 March 2005, a meeting was held between the department, APC, Resident’s Committee and Hon. Gamede, where the association was informed that the department had approved the amount of R308 000 for renovations and R50 000 for electricity, the salary for a security guard and a cleaning staff. The department will pay this amount until the centre’s problems are resolved.

• Lack of assistance to residence by the association.
• The residents and the association do not own the property.
• The residents made most of the interventions when they approached the MEC of Social Development, who has since intervened and is trying to address the problem.
• Lack of cooperation between residence and association.

• The delegation urged the Department to investigate the possibilities open to the centre and assist the people.

The MEC for Agriculture gave a brief presentation as to what has happened during the last year. He said that the department has progressed even though there are still some limitations. One of the achievements that the Department can identify is the Phezukomkhono Women’s Co-operative. The department also created a number of jobs for the youth as some small agricultural projects for the youth have taken off. The NCOP has been invited to visit these youth projects next year.

With regard to the mechanisation programme, he said that tractors were given to the community and mentors were sent to help them with the maintenance of the tractors and how to use them. With regard to post settlement support, there are mentors who will teach them to weed the land and soil scientists to test if the land is good for a particular crop.

• The inability of farmers to move their produce to the markets.
• The shortage of water and the plans of the Department to provide water to this district.
• The impact of golf estates on the availability of agricultural land.

The MEC responded to questions raised by the delegates earlier in the morning regarding the storm damages that they saw in one of the schools they visited. He said that there were conflicting signals between the Department of Education and that of Public Works. Clarity is needed on this issue because Education is saying Public Works is delaying them and Public Works is saying they have not received a request for service from Education. This was referred to the Public Works and Education Committees.

On the question of contractors not being paid on time by the Department, the MEC said only those whose work had not been certified by the officials would have a problem with payment.

• The MEC proposed that when the NCOP calls a meeting again all parties should be invited (that is both Education and Public Works) so that they are able to respond to the allegations that they are slowing down service delivery.

The members visited the Uthungulu District Municipality where they received a full briefing and demonstration on the District Information Management System (DIMS).

The purpose of the visit to the municipality was to establish whether the municipality has the capacity to do the work that it is mandated by government to do.

The following information was supplied to Members by the Municipality:

• The Ntambanana Municipality is one of the poor municipalities. They have inherited 45 workers from the Department of Local Government. The land the municipality is responsible for is 90% tribal land and 10% farming community. The municipality is under four tribal authorities which are Somopho, Obizo, Obuka and Mambuka. 73% of the municipalities’ population has no access to water and 70% does not have proper sanitation. There is a 100% backlog on electricity.

• The municipality has a number of projects that are run by women and the youth. Included in these projects are block making, poultry farming and ceramic products. They are all registered into co-operatives and have been referred to Ithala for funding.

• Communication between the municipalities and the Department of Local Government.
• 90% of the property is not assessable.
• 5% employed and 95% unemployed (less than 8000 people are employed)
• The community qualifies to be put in the indigent policy
• Generation of income.

• The municipality has a problem with the alignment of the IDP with their budget.
• The municipality needs to find out what projects the departments have in their area.
• Lack of free basic services.
• There is no clinic servicing the area and surrounding areas.

The Municipal Mayor, Mr M E Mthethwa remarked that it has been a year since the initial NCOP visit where an indication has been given of the situation of the roads, the lack of health services, lack of electrification services, as well as the lack of potable water in the area.

The Municipal Manager, in his presentation stated that the challenge facing councillors was to create job opportunities and reform Mbonambi into an attractive investment opportunity to alleviate poverty; that agriculture and tourism have great potential in development of the municipality; that Mbonambi is a natural location for importers and exporters and they have investor incentives such as inexpensive water and a lot of vital services run by trained people; that partnerships were fused between the Independent Developing Trust (IDT), UN Agencies and EU Funders. These partnerships are constantly planning development. There is a plan to establish a R120 million service centre on N2; that 40 projects were launched including poultry farms, production of house products and community gardens. The municipality also has impressive tourism opportunities and dune forests, as well as the Greater St Lucia Wetlands Park and deep see fishing.

• Whether the municipality has communicated with the MEC regarding the building of the roads subsequent to the MECs undertaking.
• The issue around the ward committees.
• When the DPLG made their presentation, a different picture was painted. For instance, why does the DPLG not know what the municipality is doing?
• The 100% increase in expenditure for salaries.
• Whether the Municipal Programme of Action is in line with the Provincial Programme of Action.
• The progress regarding implementation of sanitation services in terms of addressing health hazards.
• The existence of a progress report regarding the expenditure on housing since the municipality received a R17 million injection and built 100 houses.
• The role of the Demarcation Board in the development of municipalities.

• The Mayor responded that the municipality had expressed the concern regarding the roads and also wrote a letter to the director.
• In response to the question around ward committees, they were established in 2001.
• The contribution of R3 million in the budget refers to MIG. With regard to housing, the provincial treasury had indicated that the municipality should not indicate any housing allocations on their budgets.
• He explained that the increase in salaries is due to the increase in the number of staff. 50% more staff have been employed.
• The municipality is currently appointing consulting engineers and there is a specific time frame set out with regards to sanitation.
• In response to the question regarding the Demarcation Board, its role is to assess, on yearly basis, the functions of municipality.

The Chairperson of the NCOP, the Honourable Mr M J Mahlangu, MP, addressed the meeting. Mr Mahlangu said that Local Government is mandated to work in such a manner as to deliver services to the people on ground. He acknowledged the role and functions of ward committees and said that these committees are statutory bodies. A number of issues were raised by the representatives of the ward committees, more specifically funding of ward committees by the municipalities.

• Powers between local and district municipalities and effectively integrating Community Development Workers to support the work of Municipal Councils.
• Capacity of Municipalities.
• Interaction between the municipalities and provincial departments

The general picture that emerged from the municipalities visited during the NCOP follow up visit is that they are functioning well, are delivering quality services and making genuine contributions towards improving the quality of lives of the communities they serve. However, there are some municipalities that continue to face severe constraints in delivering even the most basic services to the communities they serve. Many municipalities have no capacity to raise their own revenue and the challenge is to empower these municipalities to be able to raise their own revenue.

• The NCOP to strengthening its oversight work so that it can respond to the challenges faced by Local Government.

• Municipalities to ensure that they add value to the efforts being put in by national and provincial government to capacitate them, by enhancing their delivery of services to communities.

The profiling exercise indicates that municipalities face legal, financial and administrative challenges in the following areas:

• Public empowerment, participation and community development.
• Capacity building, systems, human resource development and improved organisational culture.
• The provision of free basic services that target poor households, appropriate billing systems and reducing municipal debt.
• Local Economic Development, job creation, Public Works Programme and municipal infrastructure.
• Anti corruption initiatives.
• Rural and urban development nodes.
• Performance monitoring, evaluation and communication.
• The low rate of payment of services. Communities need to be educated on why they should pay for services.
• In terms of the management of municipalities, many Municipal Managers and senior managers are not adhering to Batho Pele principles.
• Councillors also face certain capacity challenges. Since the Municipal Finance Management Act provides for the shift of power and responsibilities to councillors, they require training on budget management, planning (drawing up of Integrated Development Plans), financial management and general management issues.
• Councillors should be able to communicate Council resolutions to the community. They should be able to identify challenges and draw up an appropriate Programme of Action to deal with those challenges.

The project entailed the construction of a 5km road using labour intensive methods. The budget for the project was R1,2 million. The project is community based. The Department of Transport worked with the community through the Steering Committee. The Project employed 362 people of whom 146 were women, 146 youth and 2 disabled persons. The project is on the Infrastructure Development Plan.

The budget allocation for this project is as follows:

• 70% Labour Intensive
• 8% Hiring of machinery
• 22% Purchase of material

Learnerships were provided to three engineering students to assist in construction management of the contract. The project is 99% complete, first delivery will be taken on Friday, 19 August 2005. Maintenance of the road will create job opportunities to the community.

• Inter-departmental co-ordination is still very difficult.
• Continuity of the infrastructure (Road has been built who must maintain it)
• Departments should commit to ensuring that there is an exit strategy for sustainability
• Monitoring and evaluation

The service that the village provides is not only confined in Amangwe but also to communities that are outside its confines through its Homes Based Care, which comprises well trained volunteer caregivers who daily visit poverty stricken households to assist in caring for critically ill loved ones. Not every child has a grant; and the centre is trying to assist the children to get foster care grants. Amangwe village has a toy library that is linked up with 14 rural crèches. This library works like a normal library. The village has a herb and vegetable garden. Some of the herbs that are planted are pesticides and immune boosters.

The original intention of the health care centre was to address HIV/AIDS related problems that Occupational Health Clinics were experiencing. In 2002, Ethembeni Care Centre relocated to Amangwe Village, which was a Mondi Kraft property. Ethembeni was established primarily for use by the employees of local industries and was intended to be self-sustainable. Ethembeni’s services spread through word of mouth, and the clinic began to admit "private patients". Bayside and Hillside Aluminium (BHP Billiton) became then the main funder of infrastructure as well as the "indigent patients" i.e. those patients who could not afford the fees.

At present, Ethembeni is operating as an 18-bed step down, subacute facility with a 45-bed facility. The building of the 18 bed Paediatric Ward is also sponsored by Bayside and Hillside Aluminium has just been completed. With effect from 1^st July 2005, the management of Ethembeni Care Centre, was given the Dream Centre, with support and assistance from the Department of Health

• The manner under which the staff were working several months ago, has been changed and results can be seen by the way staff at Ethembeni are conducting themselves, in response to structured management and further more, people who do what they say they will do.
• At the end of May 2005, 13 Nursing posts were advertised, short-listed, and more than 30 out of 200 applicants were interviewed.
• More staff in other departments will be employed at the end of October 2005, this includes kitchen, social workers, physiotherapists, occupational therapist and psychologists.
• Memorandum of agreement is in place between the Regional Hospital (Ngwelezane) and Ethembeni for the transfer of patients from Ngwelezane to Ethembeni Care Centre.
• Uthungulu District has expressed interest in their programme.

• 95% of patients are indigents. Each patient’s stay costs ± R200.00 per day excluding drugs and tests done.
• Anti-retroviral drugs are not freely available especially to those patients that have been admitted. They are expensive for such patients, triple therapy is ± R730.00 upwards.
• Running costs e.g. electricity telephone photocopying including salaries and maintenance are also a big challenge.
• Transporting of patients to satellite hospital (Ngwelezane) is a big problem. Presently patients are being transported in a bakkie – the back padded with a mattress.
• Insufficient equipment or unavailability of equipments such as beds, cotbeds, trolleys, bedside lockers, dripstands, etc, especially for the Paediatric Ward.

The farms visited were within the Mbonambi municipal area and is rural. The farms are operated by the community and supported by the Uthungulu District Municipality.

• Requests tabled to the NCOP in 2004 have not been fulfilled. The requests are still as follows:

• Drainage system for the fields.
• Roads for the field produce to be transported.
• Water for the irrigation and the homesteads.
• Electricity.
• Market for the produce.

• There are no ward committees this contributes to the lack of communication between the community and the municipality.

The Department of Agriculture reported that a budget of R10million was to be allocated over the next 3-year period to the farming project of the community. Once the Environmental Impact Assessment has been completed, the implementation will begin.

• That the Agriculture Portfolio Committees and the provincial department to meet the community within two weeks to address the unresolved issues.
• The Portfolio Committee on Local Government to look into the issue of non-establishment of the ward committees.

The visit was concluded with a public Meeting at which the Premier and the Chairperson of the NCOP addressed the public regarding the follow-up visit.

The Chairperson, in his presentation, indicated that the purpose of the follow-up visit was to assess progress made since the initial visit by the NCOP in 2004. The public meeting was convened to give the public a summary of what transpired during the week. The presentation summarised the weeklong follow up visit, the meetings and activities that were embarked on and the progress the NCOP had noted.

The presentation highlighted a few matters with regard to each area that was focussed on during the week.

Visits were undertaken to the Uthungulu District Municipality as well as the Mbonambi and Nthambanana local municipalities.

• Special programmes were launched to improve relations between municipalities and traditional leadership.
• A number of training programmes were running for councillors.
• Some ward committees have been established. DIMS is national and international best practice and this is one of the achievements of the Uthungulu District Municipality.
• A provincial project consolidate task team and regional project consolidate task teams had been established to manage project consolidate at provincial and regional levels.
• A programme management unit had been established to assist municipalities with the formulation and facilitation of projects and interventions and to work closely with stakeholder representatives.
• A Provincial Programme of Action was prepared and adopted by the provincial Cabinet.

The Tholokhule, Macekane and Bhekulwasi Schools were visited. Substantial progress had been made regarding the issues raised during the initial visit.

• At Tholokhule High School additional classrooms were built to address the problem of over crowding.
• Extensive training of teachers in Mathematics and Science had taken place and the school now has modern technology to facilitate effective learning.
• At Macekane and Bhekulwasi schools classrooms have been built and renovated which provides children with a decent learning environment.
• Electrification and provision of water and sanitation is underway.
• Interim water tanks have been installed to provide children with clean water.
• Ablution facilities have been made available in some schools.
• By September 2005, 90 classrooms will be completed. The target is 133 classrooms, most schools that were damaged have been repaired.
• The provision of libraries, admin offices, administration officers and laboratories will be attended to in the next financial year budget.

The delegation visited the Madlebe water project and the Nkonjane road project.

• The Madlebe water project is near completion and the Nkonjane road construction is almost completed.
• Both projects are labour intensive and local labour was used. The main focus for job allocation was on women and the youth.
• The process was community driven.

The deligation visited the Esikhawini and Jabulani Centres for the disabled.

• The department approved an amount of R308 000 for renovations and R50000 for electricity, salary for security guard and cleaning staff at the Jabulani centre.
• The department is looking into converting the centre into a home for the disabled.
• It was noted that out of the 23 people staying there, 14 would not qualify to continue living in the home if it was to be converted.
• The process of issuing tenders for renovations is unfolding and tenders will be awarded in due time.

The delegation also visited the Amangwe Village and Ethembeni Centres.

• The department is assisting the Amangwe centre with foster care grants.
• Another family unit was built that offers additional accommodation.
• They have a health food store as well as an organic garden.
• A toy library that is shared with 14 other day care centres within the surrounding community was built.
• Volunteers provide home-based care for people who are infected and affected by HIV and AIDS.
• When visited initially the Ethembeni Centre was under threat of closure due to finances. By September 2005 it will be registered as a Section 21 Company.
• Services expanded to include other communities.
• A memorandum of understanding exists between the department of health and Ethembeni.
• Thandukuphila drop-in centre was established to look after orphans, HIV / AIDS affected and infected and abused children.
• They provide a laundry service for child and female headed homes.
• Volunteers provide home-based care to those infected and affected by HIV/AIDS.

The delegation visited Thathunyawo and Phezukomkhono farms.

• The department is providing the co-operatives with machinery to facilitate effective farming through its mechanization program.
• The Phezukomkhono women’s co-operative has been a role model for female farmers by mobilizing women from remote areas to participate in sustainable agriculture business.
• The project produces catfish, poultry and fresh produce.
• A project manager will be appointed by the department to assist women with running of the farm.

The Chairperson concluded by indicating that much progress has been made in the different areas. However, some challenges still needed to be attended to. He stated that the role of the Standing Committee and the Portfolio Committees in the Provincial Legislatures are crucial in ensuring that those challenges that still existing are attended to.

The NCOP follow-up visit to KwaZulu-Natal proved to be very successful and yielded many critical insights. Many valuable lessons were learnt as to how to improve upon service delivery.