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EPWP mag

EPWP mag

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2010

P RE S IDE NT IA L RE P O RT
C ont ri but i ng t o a working nat ion

SPONSORED BY

Active Power

P.O. BOX 39181 QUEENSBURGH, 4070 TEL: 031 4645129 FAX: 031 4645128 • PLANT HIRE CELL: 0791435559 • CONSTRUCTION & RESURFACING OF TAR ROADS 0798838927 • CONSTRUCTION & REHABILITATION OF GRAVEL ROADS

“WOMEN MAKING THE EARTH MOVE”

• CONSTRUCTION OF PARKING LOTS

E D I TO R ’ S C O M M E N T

Contributing to a working nation
OUTH AFRICA’S socio-economic development will be forever hampered unless there is a commitment from both the public and private sectors to develop skills and create employment opportunities. The Expanded Public Works Programme (EPWP) is one of government’s flagship initiatives to bridge the gap between the growing economy and the large numbers of unskilled and unemployed people who have yet to participate fully in South Africa’s economy and earn a living. The EPWP involves creating temporary work opportunities for the unemployed using public sector expenditure. It builds on existing best-practice government infrastructure and social programmes either by deepening their labour absorption or extending them. In terms of the process involved, provinces, municipalities and public bodies identify and locate suitable projects and issue tenders for EPWP contracts as they do for other projects. The emphasis is on relatively unskilled work opportunities combined with training, education or skills development, with the aim of increasing the ability of people to earn an income once they leave the programme. The EPWP’s phase 1 target of creating 1 million work opportunities was attained in 2008, a year earlier than envisaged in the 2004 electoral mandate. Phase 2 was launched in April 2009 with the goal of creating 2 million full-time equivalent (FTE) jobs for poor and unemployed people in South Africa and to reach the global vision of halving unemployment by 2014. In the inaugural state of the nation address in June 2009, the president set a target of 500 000 work opportunities for the EPWP by December 2009. In the February 2010 SONA the president reported that 482 000 work opportunities were created which was 98% ot the target. By December 2009, the total number of employment opportunities created already stood cu at 480 000. The EPWP cuts across every department and sphere

S

of government. All government bodies and parastatals are required to make a systematic effort to target the unskilled unemployed. They must formulate plans for using their budgets to draw significant numbers of the unemployed into productive work in such a way that workers gain skills while they work, so increasing their chances of getting out of the marginalised pool of unemployed people. The Department of Public Works (DPW) is responsible for leading the programme. It also formulates and coordinates EPWP programmes in the infrastructure sector, building on existing initiatives and co-creating new labour-intensive construction projects. The Department of Environmental Affairs is responsible for coordinating the implementation of the EPWP in the environmental sector. In the social cluster, the Department of Social Development is responsible for formulating and coordinating EPWP programmes in the areas of social and personal services (such as home-based care for people living with HIV/Aids and early childhood development), as well as food and nutrition. The non-state sector consists of institutionalbased programmes where non-state actors – typically not-for-profit organisations, faith-based organisations and community-based organisations (CBOs) – develop programmes that create income for large numbers of individuals through socially constructive activities. . In addition the government through the department of cooperative governance and traditional affairs are rolling out EPWP through area-based programmes involving local organisations that create employment in ways that build public or community-level goods and services. The Community Works Programme falls within this category. In this publication, we share government’s vision to create a happy, healthy, working nation. We hope you enjoy the read.

Tersia Booyzen Editor

Rachel Gitari Managing director

E P W P C O N T R I B U T I N G TO A WO R K I N G N AT I O N

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MANAGING DIRECTOR Rachel Gitari EDITOR Tersia Booyzen EDITORIAL CONTRIBUTORS Monique Terrazas George Chavunduka CREATIVE DIRECTOR Frédérick Danton GRAPHIC DESIGNER Cynthia Selemela CHIEF SUB-EDITOR Milton Webber SUB-EDITOR Lia Marus MARKETING MANAGER Jackie Slavin PRODUCTION MANAGER Felicity Moon PRODUCTION COORDINATOR Jaqueline Modise FINANCIAL MANAGER Andrew Lobban (ACIS, FCIBM) ADMINISTRATION Tonya Hebenton SUBSCRIPTION SALES Cindy Cloete DISTRIBUTION COORDINATOR Asha Pursotham ADVERTISING SALES Abisola Owolawi Nomaswazi Mposula Nomsa Phato Thabiso Manicus Darren Harrison Tel: +27 (0)11 258 6200 Sharecall: 0860 033 300 Fax: +27 (0)11 234 7274/7275 E-mail: abisola@3smedia.co.za PRINTERS United Litho Johannesburg

C O N T E N T S
Contributing to a working nation

1 5

Editor’s comment View from the top

Overview

1O 12 14 18 2O 22 25 26 28 31 35 39 41 43 46

The vision revisited Phase I: A solid foundation Phase 2: Charting the way forward

Focus on the sectors
Infrastructure Social Environment & Culture Non-state

Implementation
How to participate in the EPWP infrastructure sector Expanded Public Works Support Programme The EPWP incentive grant

PUBLISHER Elizabeth Shorten

On the national front
Phase 2 progress on track Vuk’uphile learnership programme Powering the EPWP Community Work Programme

Physical address: No.4, Fifth Avenue,Rivonia Postal address: PO Box 92026, Norwood 2117, South Africa Tel: +27 (0)11 258 6200 • Fax: +27 (0)11 234 7275 Editorial correspondence E-mail: tersia@3smedia.co.za

On the provincial level
Provinces taking up the challenge

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On the metro and municipal level

62 64 66 69 70 71 72

City of Johannesburg City of Cape Town Nelson Mandela Bay Amathole Chris Hani Sol Plaatjie

Kamoso Awards
Celebrating excellence in job creation

Winning Project Profiles
Infrastructure 75 Eastern Cape school building programme 76 eThekwini Municipality: Asbestos Cement Water Relay Social 77 Manyeleti Youth Academy 79 Limpopo: School Nutrition Programme Environment & Culture 81 Limpopo: Greening Vhembe 83 Eastern Cape: Baviaanskloof project 85 KwaZulu-Natal: Platt Estate Clearing 87 Limpopo: Mavhungeni SLAG 89 Gauteng: Vusomunye Clothing Manufacturers 91 Working for Coast 92 Working on Fire 93 Working for Water 96 Resources 96 Advertising index

E P W P C O N T R I B U T I N G TO A WO R K I N G N AT I O N

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Thesa Civils

ADVERTORIAL

Broadening horizons
More than just construction, Thesa Civils has a vision to empower communities
FOUNDED in 2006 by Thembisa Mgubo, Thesa Civils has consolidated its position as a key service provider of construction, civils, and a host of other capacities, and it has built a solid portfolio to reflect this. The East London-based company is led by ambitious business minds striving towards creating an empowered South Africa. It is a 100% historically disadvantaged individual owned company. The company’s service range covers:
• fuming and fumigating • catering • township reticulation • gravel and asphalt roads • sewer works and sewer lines • water lines and reservoirs • palisade and other fencing • grassing and fencing • grassing and hydro seeding • earthworks • demolition • road marking • building • renovation • landscaping • sanitation • stationery supply • roadworks Thesa Civils’ vision is to empower and uplift the local community, encourage skills development, execute works in a professional and efficient manner, maintain high-quality service, and broaden the opportunities and possibilities within the South African construction industry. Thesa Civils guarantees its clients proficient and efficient service in everything that they do.

The company has a CIDB rating of 3 CEPE, and 1 GB PE. The budding company is also committed to empowering the local community through job creation and skills development.

CONTACT
92 Scholl Road Cambridge West 5247 Tel: +27 (0)43 726 7654 Fax: +27 (0)43 726 7655 Cell: +27 (0)84 388 2063 E-mail: thesamgub@telkomsa.net

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E P W P C O N T R I B U T I N G TO A WO R K I N G N AT I O N

FOREWORD

View from the top

“A

S PART OF PHASE 2 OF THE EXPANDED PUBLIC WORKS PROGRAMME, the Community Work Programme will be

fast-tracked. Another important element of our drive to create job opportunities is the Expanded Public Works Programme (EPWP). The initial target of 1 million jobs has been achieved. The second phase of the programme aims to create about 4 million job opportunities by 2014. Between now and December 2009, we plan to create about 500 000 job opportunities” - President Jacob Zuma, State of the Nation Address, June 2009 “The nation will recall that during the 2009 State of the Nation Address, I announced that the Expanded Public Works Programme would create 500 000 work opportunities by December 2009. These are job opportunities created to provide unemployed people with an income, work experience and training opportunities. Honourable members, Fellow South Africans, We are pleased to announce that by the end of December, we had created more than 480 000 public works job opportunities, which is 97% of the target we had set. The jobs are in areas like construction, home and communitybased care, and environmental projects. We have identified some areas of improvement, which we will effect going forward, including ensuring more labourintensive projects Let me reiterate that these are not jobs in the mainstream economy. These are job opportunities created to provide unemployed people with an income, work experience, and training opportunities. The jobs are in areas like construction, home and communitybased care, and environmental projects. We have also identified some areas of improvement, which we will effect going forward, including ensuring more labour-intensive projects. We know that these and other measures cannot fully mitigate the effects of the recession or resolve poverty and unemployment overnight. But we are grateful for the spirit of family, community and voluntary work that inspires many people to help those most affected through these difficult times.” - President Jacob Zuma, State of the Nation Address, 11 February 2010 A key component of the inaugural State of the Nation Address delivered by President Zuma in 2009 was government’s target to fast-track the EPWP and create 500 000 job opportunities by December 2009.At that time, many experts, media commentators and opposition parties commented that this was an impossible task. Over the last eight months, my department has had to deal constantly with the many detractors to convince them that this was

realistic and achievable. This publication is an attempt to analyse the figures and more importantly to look beyond the figures at the stories about real communities, families and individuals who have benefited from this programme. There are stories President Jacob Zuma of hope, courage and perseverance where those who find themselves in the desperate situation of unemployment have taken it upon themselves to participate in these programmes. Participating in the EPWP has ensured that communities not only benefit from access to much-needed services, Geoff Doidge but that members of these communities were Minister of Public Works the ones that contributed to the delivery of the service. These services range from caring for the elderly and sick, and programmes that educate and care for young pre-school children, to projects that upgrade and maintain infrastructure such as roads, bridges, water and sanitation, and programmes that seek to rehabilitate and clean up our environment so that we all benefit. Since its inception, the EPWP has restored dignity to many of the unemployed by providing access to an income through productive work. This publication also highlights the successes of many professional civil servants at all levels of government who have diligently designed and managed labour-intensive programmes that were able to generate these job opportunities. However, the success thus far should serve to galvanise us all, communities and government, to expand this programme further so that its benefits can be felt by many more. We need to rise to the next challenge set by the president and grow the programme so that we can create 4 million work opportunities by 2014, but also ensure that there is not a community in our country that is not participating in the EPWP. Geoff Doidge, Minister of Public Works
Sponsored by Active Power

E P W P C O N T R I B U T I N G TO A WO R K I N G N AT I O N

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AN GROUP
A.N. Vehicle Hire & Civils

A.N. Vehicle Hire and Civils CC is a multi-disciplinary plant hire and civil construction organization based in Durban, KZN, South Africa. We are a 100% Youth & BBBEE organization.
Our Extensive range of services include: gravel Roads & upgrades, low level bridges & causeways, water & sewer pipelines. Rehabilitation of Roads, Surfacing & upgrading. Manufacture of concrete products. Commercial & residential property development. Earthmoving & Construction plant Hire, as well as passenger vehicle hire & bulk transportation. CIDB Grading: 7CEPE, 6SBCE, 5GBPE List of Plant: Cars, LDV’s, Minibuses, 4 -12T Dropside Trucks, 6cm3 -16cm3 Tippers, Cranetrucks, 6000Lt-20000Lt Water Carts, Fuel tankers, Low Beds, Rollbacks, ADTs, 1Ton18Tons Smooth & Padfoot Rollers, TLBs (4x4 & 4x2), Graders 120G -140H, 20T-57T Excavators, D31-D155 Dozers, Milling Machines, Recyclers, Pavers & various small plant
Tel: (+27) 031 701 3821 Tel/Fax: (+27) 031 702 4513 Fax : 086 615 3317 Cell: 082 876 5972 (Aaron Naidoo) E-mail: anvs@mweb.co.za Head office: 78 Gillitts Road, Pinetown, KZN, South Africa, 3608 Postal address: PO Box 15114, Westmead, KZN, South Africa, 3608
AN GROUP

CIVIL ENGINEERING

VEHICLE HIRE

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MATERIAL RESOURCES

ROAD REHABLITATION

HAULIERS

www.constructionsummit.co.za www.constructionsummit.co.za www.constructionsummit.co.za www.constructionsummit.co.z www.constructionsummit.co.za www.constructionsummit.co.za www.constructionsummit.co.za www.constructionsummit.co.z

The 2010

SUMMIT
Gallagher Convention Centre, Johannesburg 26-27 May 2010

Department: Public Works REPUBLIC OF SOUTH AFRICA

South African Council for Project and Construction management Professions

Op eni n g dialogue Opening d ialo gu e on creating a p i o u sustainable co nst ruction industry sus tain a ble construction s n o t based on intern atio nal best practice b ase d n international e n o
What are the most topical issues facing the African and international construction industries today? The Construction Industry Development Board (cidb) and the Chartered Institute of Building (CIOB) bring you the 2010 Construction Summit
Find out about the South African government s R846 billion infrastructure budget Seek opportunities for regional and international partnerships Discover alternative delivery models, saving you money and time Debate challenges, solutions and opportunities facing the industry Find sustainable infrastructure solutions Understand the impact of climate change Network with industry leaders

Hon. Trevor Manuel Minister of National Planning

Hon. Geoffrey Doidge Minister of Public Works

Prof. Raymond Nkado (MCIOB) Chairperson of cidb

Prof. Li Shirong President of CIOB International

Hon. Jeremy Cronin Deputy Minister of Transport

WHO SHOULD ATTEND?
Government stakeholders Registered members of the cidb and CIOB Quantity surveyors, architects and property developers Construction project managers Consulting, civil and electrical engineers Engineering, plumbing and general construction contractors Plant and equipment suppliers Construction service providers Economists, investors, asset manager and financial professionals Legal practitioners Rachel Gitari +27 (0)11 258 6200 • +27 (0)84 402 8415 rachel@3smedia.co.za • www.constructionsummit.co.za
Hon. Ibrahim Patel Minister Economic Development Cecil Rose Deputy chairperson of cidb Brigitte Gasa (FCIOB) President of CIOB Africa Ronnie Khoza CEO of cidb Michael Brown (FCIOB) Deputy CE of CIOB

Active Power Projects

ADVERTORIAL

Trading in the currency of inspiration
Active Power Projects is a one-stop provider of services and supplies to the engineering industry and trades in more than just goods and services.
Social responsibility
Lawrence Pillay believes wholeheartedly in giving back to the community and giving people the opportunity to prove themselves, as he was given the encouragement and the means to start APP. APP is involved in a number of initiatives to uplift the community: • APP distributes hampers to less-fortunate individuals, for the past 10 years. • The company regularly donates gifts, hampers and toys to children and works closely with Rotary. Lawrence Pillay was named a Paul Harrison Fellow by the Rotary Foundation owing to his commitment to assisting those in need. • In 2009, the company sponsored a live mixed-culture show and the proceeds of this show went to feeding approximately 2 000 people. • APP recently donated money to Leratong school in Alexandra. • The company supports 20 children at a home, and recently pledged R50 000 towards an underprivileged child’s ear operation. • In addition, APP has made the following donations: •R250 000 towards the building of a church •12 wheelchairs to a home for the disabled. APP also holds a certificate of recognition for involvement in the 16 Days of Activism for No Violence Against Women and Children.

Control panel

ACTIVE POWER PROJECTS is a supplier of industrial equipment, parts and services to the mining, petrochemical, process plant, power generation and general engineering industries. The company’s focus is mainly on the medium to heavy electrical and engineering industries. APP was founded in 2001 by dedicated and highly skilled engineers Lawrence and Vincent Pillay with Lawrence’s sons, Darrel and Rodney Pillay. Lawrence says his mentor and former manager and director, Johan Basson of RBF Engineering, gave a platform from which APP successfully launched into the industry. Basson made a significant contribution in all respects of APP’s and his own development from the early years of the company’s existence and Lawrence is deeply grateful to Basson for this support and contribution. Initially, the company’s services were limited to the rail sector but as the enterprise grew, APP began taking on larger projects for major corporations such as Transnet Freight Rail. Today, APP has offices and workshops in Brakpan and Booysens in Johannesburg, and is able to meet all of its sheet metal requirements using its own facilities. APP is a 100% South African owned black economic empowerment company.

Values and empowerment
Active Power Projects forms associations with reputable, reliable and approved companies, especially in multidisciplinary projects. The company maintains highquality standards, managing its projects according to the requirements of the ISO9000 system. Active Power Projects prides itself in first-rate management, dedicated leadership, integrity, efficiency, and the use of appropriate and cutting-edge technology to produce the most effective results in every project. Staff training and development are also important to the company. The organisation has an empowerment policy for the development of their staff, many of whom were previously not recognised for their skills and abilities.

Market segments
APP provides services to market segments such as: • food and beverages (breweries, food processing and canning plants) • petrochemicals • power (power generation, power distribution, power reticulation, and electrification) • rail (refurbishment of DC substations) • mining (material handling, conveyor systems and plant recovery).

Company divisions

Construction and project management
The focus of this division is on multidisciplinary and infrastructural projects. In this division, we provide the following services: • planning • advisory services in project delivery strategy • budget estimation • contract administration

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E P W P C O N T R I B U T I N G TO A WO R K I N G N AT I O N

ADVERTORIAL

Active Power Projects

Mr. Lawrence Pillay, Managing Director z

Electrical products
APP supplies electrical cables, cable accessories, cable racking, circuit breakers, transformers, rectifiers, fuse gear, lamps and lighting, electric motors, switchgear (MV and LV), positive isolators, battery chargers and under-voltage relays, as well as small to medium-sized panels

Previous projects
• 2003 to 2004: Metrorail (for the South African Rail Commuter Corporation SARCC): design, manufacture, supply, installation, testing and commissioning of control and distribution panels for various 3KV DC traction substations. • 2003 to 2004: Spoornet: refurbishment of a substation. • 2007 to 2009: Transnet Freight Rail 2007: refurbishment of various substations countrywide. Lawrence Pillay endorses the good work being done by the government in creating jobs and opportunities, and encourages people to look for niche markets instead of looking to government solely for solutions. “The Expanded Public Works Project is all about giving back, and so is Active Power,” he says.

Active Power management and staff

• project management • procurement • construction management • construction • commissioning • post-commissioning care and management.

Among APP’s general engineering services are conceptual engineering design, procurement, construction management and post commissioning care.

Industrial electrical services
APP provides the following industrial electrical services: • plant lighting power factor correction systems • bulk power supplies • HT and LT reticulation • motor-control centres and power distribution • servicing of electricals at wastewater treatment plants • materials handling. Process control, automation and instrumentation APP specialises in: • programmable logic control • supervisory control and data acquisition (SCADA) systems • field instrumentation

Electrical services
This division of APP performs the following electrical services: • HT and LT installation • power reticulation • supply and installation of stand-by plant • panel manufacture • stand-by generator installation • supply of street lighting • manufacture of rectifiers for traction substations.

CONTACT
PO Box 19427 Actonville, 1506 Tel: +27 (0)11 813 2293/5 Fax: +27 (0)11 813 1733 Cell: +27 (0)83 273 5482 E-mail: slpillay.activepower@gmail.com

General engineering
App provides a full spectrum of engineering-related services allowing it to fast track project implementation.

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O V E RV I E W

The vision revisited
The EPWP is a national governmentled initiative using the delivery of public services, established government structures and budgets, to draw millions of unemployed people into productive work.
DDRESSING THE CHALLENGE of high levels of unemployment has been identified as a national priority. Government’s approach to reducing unemployment is underpinned by two fundamental strategies: • increasing economic growth to ensure that the number of new jobs being created exceeds the number of new entrants into the labour market • improving the education system so that the workforce can take advantage of the (skilled) work opportunities generated by economic growth. Short- to medium-term strategies have been put in place to contribute toward these strategies, of which the Expanded Public Works Programme (EPWP) is one. As such, the EPWP covers all spheres of government and state-owned enterprises. Local, provincial and national government involved in infrastructure provision are tasked with taking steps to increase the levels of employment on these projects where it is economically and technically feasible. Former President Thabo Mbeki formally announced the programme in his State of the Nation Address in February 2003, and it was agreed to at the Growth and Development Summit held in June 2003. Following Cabinet approval in November 2003, the EPWP commenced on 1 April 2004, with an official launched hosted on 18 May 2004 at Sekhunyani Village, Giyani, in Limpopo.

A

Background
A number of strategies were the forerunners to the EPWP. As far back as the early 90s, engagements took place between

organised labour, the construction industry and government relating to the use of labour-intensive construction methods. These engagements resulted in the signing of a temporary Framework Agreement for Labour-Intensive Construction. The principles in this agreement were later written into a Code of Good Practice for Special Public Works Programmes and in a ministerial determination, which was formally gazetted by the Department of Labour in 2002, after further discussions at the National Economic Development and Labour Council (NEDLAC). Public Works Programmes were included in the Reconstruction and Development Programme under the name ‘National Public Works Programme’, incorporating a twopronged strategy: a community-based public works programme and the reorientation of mainstream public expenditure towards infrastructure using labour-intensive techniques. Another major development was the enactment of the Division of Revenue Act in 2002, which incorporated the major requirements for the implementation of labour-intensive work. In 2004, the South African government implemented a new electoral mandate based on the core objectives of increasing employment and reducing poverty. With regard to the EPWP, the manifesto stated that the approach should be to launch or expand labour-intensive projects that would also provide opportunities for skills development for employment and self-employment. Through the municipal infrastructure grants to local government and other budgets in social services, the EPWP was to ensure dedicated resources for labour-intensive

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O V E RV I E W

programmes. Flowing from this, the Medium-Term Strategic Framework suggested an approach of expanding labour-intensive projects by means of an EPWP, which would also provide opportunities for skills development for employment and self-employment. At the time of the EPWP launch in Limpopo in 2004, the EPWP already boasted a number of wellestablished and thriving projects, such as the labour-intensive Limpopo Provincial Roads Programme called Gundo Lashu, as well as the Zibambele, Vuk’uzenzele and Zivuseni road projects in KwaZulu-Natal, the Eastern Cape and Gauteng.

The EPWP covers all spheres of government and state-owned enterprises

and municipalities. The EPWP is implemented in a five-year phased approach: the first phase of the EPWP began in the 2004/05 financial year and ended in 2008/09. The second five-year phase of the EPWP began in April 2009. The programme involves reorientating line function budgets and conditional grants so that government expenditure results in more work opportunities, particularly

The strategy
The EPWP strategy is to create work opportunities coupled with training to ensure that workers gain skills while they work, and increase their capacity to earn an income in the future. The programme creates temporary work opportunities for the unemployed, using public-sector expenditure. It builds on existing best-practice government infrastructure and social programmes either by deepening their labour absorption or extending them. The challenge for the EPWP is not to reinvent the wheel, but to develop and promote existing best practices and to expand their application more widely. In reality, most of the unemployed are unskilled and many have never been employed before, necessitating an emphasis on skills development. All of the work opportunities generated by the EPWP are therefore combined with training, education or skills development, so the workers will be able to earn an income once they leave the programme. Together with the SETAs, the DOL coordinates the training and skills development aspects of the programme.

for unskilled labour. The GDS agreed that the EPWP must not displace existing permanent jobs and all opportunities must be based on real demand for services. The programme is also structured around four sectors: infrastructure, environment and culture, social and non-state.

Infrastructure sector
International and local experience has shown that with welltrained supervisory staff and an appropriate employment framework, labour-intensive methods can be used successfully for certain types of infrastructure projects. The infrastructure sector incorporates a large-scale initiative to use labour-intensive methods to upgrade rural and municipal roads, municipal pipelines, and storm water drains. People living in the vicinity of these infrastructure projects are employed by contractors to carry out the work. In addition, 500 emerging contractors will participate in learnerships registered at the Construction Education and Training Authority to gain the necessary skills to build this infrastructure labour intensively.

Environmental and cultural sector
The environmental sector’s contribution to the EPWP involves employing people to work on projects to improve their local environments.

Targets
The target of creating 1 million work opportunities through phase 1 of the EPWP was attained in 2008, a year earlier than envisaged in the 2004 electoral mandate. As a result, the targets for phase 2 are more ambitious. The goal of EPWP phase 2 is to create 4.5 million work opportunities or 2 million full-timeequivalent jobs for poor and unemployed people in South Africa to contribute to halving unemployment by 2014.

Social sector
The social sector contributes to the EPWP by employing people, through NGOs and CBOs, to work on home-based care and early childhood development programmes, coordinated by the Departments of Social Development, Health and Education.

Non-state sector
This is a new sector introduced in phase 2 and will consist of institution-based programmes delivered through nonstate institutions such as NGOs and CBOs. Department of Corporate and Traditional Affairs is also rolling out area-based programmes delivered through organisations that produce regular and predictable employment.

Implementation
The implementation of the EPWP is being coordinated by the Department of Public Works, which has established a dedicated unit to perform this function. Although the EPWP is a national programme, it is implemented largely by the provinces

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O V E RV I E W P H A S E I

A solid foundation
In 2008, a year earlier than envisaged, 1 million work opportunities were created through phase 1 of the EPWP, creating scope to expand the programme significantly and apply lessons learned to improve quality.
HASE 1 of the Expanded Public Works Programme (EPWP) was launched on 1 April 2004, as one of a number of government strategies and programmes aimed at addressing unemployment and poverty. It was based on the GDS Agreement of 2003. The objectives were fairly modest, despite the high levels of unemployment in South Africa at the time. Cutting across all departments and spheres of government, the EPWP required all government bodies and parastatals to formulate plans for using their budgets in such a way that significant numbers of unemployed people would be drawn into productive work and would gain skills in this process. This would be to ensure that they had an income-earning potential in the future.

P

Institutional arrangements
The Department of Public Works (DPW) is responsible for leading the programme. The department also formulates and coordinates EPWP programmes in the infrastructure sector, building on existing initiatives such as the Zibambele road maintenance programme in KwaZulu-Natal, the Gundo Lashu road construction programme in Limpopo, the Zivuseni building maintenance programme in Gauteng, and the labour-intensive construction of water pipelines under the Department of Water Affairs’ Community Water Supply and Sanitation Programme. The Department of Environmental Affairs and Tourism is responsible for coordinating the implementation of the EPWP in the environment sector, through programmes such as the Working for Water programmes, the Land Care Programme, the Coastal Care Programme, and the Waste Management Programme. The Department of Trade and Industry was responsible for coordinating the EPWP in the economic sector, including programmes such as incubator programmes for small businesses, which obtain work from government and community-based, income-generating projects. In the social sector, the Department of Social Development is responsible for formulating and coordinating EPWP programmes in the areas of social and personal services, such as home-based care for people living with HIV/Aids, as well

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O V E RV I E W P H A S E I

as early childhood development, and food and nutrition. The national sector coordinating departments are required to provide regular reports to Cabinet regarding progress made in implementing the EPWP in each sector. However, as the main delivery arms of government, provinces and municipalities are the primary project implementing bodies for the EPWP. They are supported by the national government departments responsible for sectoral coordination.

While the EPWP reached its goal of creating 1 million work opportunities, this effort only reached 11% of unemployed people

The results
The objective of phase 1 was to create 1 million work opportunities over five years. This goal was reached one year ahead of time. The programme also exceeded its youth and women targets, achieving 40% for youth employment against a target of 30%, and 47% for women, compared with a 40% target. While there has been a general decline in the rate of unemployment during the first years of the EPWP’s existence, the scale of the programme needs to be expanded significantly for it to make its contribution to the government’s goal of halving unemployment by 2014.

performance of public bodies was a further concern, with some performing very well and others very poorly. For the programme to be scaled up, all public bodies will have to perform at a specified minimum level. Wage rates also came under the spotlight, with these varying widely from sector to sector. In some areas, wages even remained stagnant, and did not increase to keep up with inflation and the rising cost of living, while in some cases wages were so low that they were not contributing in any meaningful way to poverty reduction among participants. A clearly defined minimum wage level for all participants in the programme, which is adjusted annually, would assist in resolving these issues.

Recommendations from phase I
The strategic review of the first phase of the EPWP, based on extensive performance evaluations, provided a number of recommendations aimed at increasing the scale and effect of the programme during its second phase.

Identified constraints on capacity for expansion
• DPW’s limited authority to demand contributions from provinces and municipalities • a lack of incentives in place for provinces and municipalities to maximise their employment creation efforts • a lack of capacity in certain public bodies • insufficient political mobilisation in some areas.

Lessons learned
The five-year review of the programme indicated some areas of concern, and made recommendations for increasing both the scale and the effect of the programme in the future. Criticism related mainly to the limited objectives and the limited effect the programme has had on decreasing unemployment and alleviating poverty. While the EPWP reached its goal of creating 1 million work opportunities, this effort only reached 11% of unemployed people in the 2007/08 financial year. Another concern that emerged from the review was that the duration of the work opportunities created was shorter than anticipated, limiting the effect on poverty reduction. There was considerable variation in the average duration of work projects between sectors, provinces and municipalities, with generally shorter periods reported in areas with higher rates of unemployment. This suggested that work opportunities were being shared within the community, resulting in the shorter duration periods. The widely varying

Recommendations
• Measures and targets for increasing the average duration of each work opportunity must be included. • To increase the scale of the programme to the size proposed in the Draft Anti-Poverty Strategy, mobilisation of non-state capacity is required with programmes managed by non-state organisations such as NGOs, CBOs and local communities through the Community Works Programme. • Improvement of the training framework is needed to implement the massive training requirements of the programme. • SMME development will need to be part of the delivery strategy for other organisations and agencies that become involved.

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O V E RV I E W P H A S E 2

Charting the way forward
Building on the successes and lessons learned from phase 1, phase 2 of the EPWP aims to create 2 million work opportunities for poor and unemployed South Africans within five years through the delivery of public and community services.
HE EXPANDED PUBLIC WORKS PROGRAMME (EPWP) unit began the planning and preparation for a second phase of the EPWP in 2008. Following Cabinet approval in June 2008, the Department of Public Works launched the second phase of the EPWP at the University of the Western Cape in Bellville, on 4 April 2009. During phase 2, the EPWP is expected to grow by approximately four and a half times its current size, enabling it to make a significant contribution to the Millennium Development Goal of halving unemployment by 2014.

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4. Government and non-state sector service delivery is to be provided to approved and defined standards. 5. An increased proportion of the normal budget is to be spent on EPWP outputs (work opportunities, people employed, training and income transferred). 6. Sector programme targets are to be specified, where applicable, as a percentage of labour-intensive employment.

New initiatives
Many of the recommendations from the five-year strategic review of phase 1 have been incorporated into phase 2.

Goals, purpose and indicators
The goal of phase 2 of the EPWP is to create employment equal to 2 million full-time equivalents (FTEs), namely 4.5 million short and ongoing work opportunities with an average duration of 100 days for poor and unemployed people in South Africa through the delivery of public and community services. This will scale up from 210 000 FTEs per year in 2009/10 to 680 000 FTEs in 2013/14. All public bodies from all spheres of government and the non-state sector will share a purpose to optimise the creation of work opportunities for unemployed and poor people in South Africa deliberately through the delivery of public and community services. Training and enterprise development will be implemented in sector-specific programmes to enhance service delivery and beneficiary well-being. Indicators for phase 2 Number of work opportunities (work opportunities, people employed and full-time equivalents) created per annum in EPWP programmes
Year 1 (2009/10) Year 2 (2010/11) Year 3 (2011/12) Year 4 (2012/13) Year 5 (2013/14) 500 000 work opportunities and 210 000 FTEs 600 000 work opportunities and 260 000 FTEs 850 000 work opportunities and 360 000 FTEs 1.2 million work opportunities and 500 000 FTEs 1.5 million work opportunities and 680 000 FTEs

Protocols
A significant development in the second phase of EPWP was the signing of the pledge at the launch of phase 2, committing national, provincial and local government to implementing and surpassing the targets for job creation. During the signing ceremony, public works minister, Geoff Doidge, said: “There is no better way to put in practice the formidable cooperative governance commitment between our national, provincial and local spheres of government than this signing ceremony.” The protocols developed to be signed between the EPWP unit and the different public entities are designed to secure buyin from the different public entities and spheres of government in implementing EPWP.

Wage incentive
One of the main reasons public bodies did not adopt labourintensive methods on a large scale during the first phase was the risk of increased costs. The wage incentive has been designed to address this by essentially covering any additional costs that public bodies might incur as a result of increasing the labour intensity of their projects. Where there are no additional costs, the incentive could be used to increase the overall budget, allowing for an increase in the overall scope of work. The wage incentive will be phased in, commencing in the 2009/10 financial year and R4.2 billion has been made available. Based on a R50 per day wage incentive, this would be sufficient to cover the costs of an additional 365 000 FTEs. In 2009/10, the wage incentive will be available to the infrastructure sector and the non-state sector of the programme. From the 2010/11 financial year, the wage incentive will also

2. Overall participation targets per annum starting from 2009/10: • at least 55% of workers should be women • at least 40% of workers should be youth • at least 2% of workers should be people with disabilities. 3. Sector level targets are to be developed.

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O V E RV I E W P H A S E 2

Cumulative outputs of the programme for each of the sectors for the 2009 to 2014 period Sector Work opportunities Infrastructure 2 374 000 Environment 1 156 000 Social 750 000 Non-state 640 000 TOTAL 4.5 million plus Work opportunities: targets per year and sphere of government Local Provincial 2009 to 2010 182 607 247 325 2010 to 2011 208 032 281 720 2011 to 2012 267 920 370 420 2012 to 2013 349 129 501 283 2013 to 2014 440 721 659 286 Totals 1 448 409 2 060 034 FTEs: Targets per year and sphere of government Local Provincial 2009 to 2010 61 922 117 554 2010 to 2011 74 371 136 630 2011 to 2012 97 342 181 667 2012 to 2013 125 853 243 527 2013 to 2014 157 086 320 692 Totals 516 573 1 000 070 be made available to the environmental and social sectors of the programme.

FTEs 900 000 350 000 500 000 280 000 2 million plus

National 100 068 104 248 133 660 183 588 249 994 771 557

Non-state 20 000 48 000 98 000 176 000 300 000 640 000

Totals 550 000 642 000 869 000 1 210 000 1 650 000 4 920 000

National 22 698 26 999 40 991 56 272 76 570 225 531

Non-state 8 696 20 870 41 739 76 522 130 435 278 261

Totals 210 870 260 870 361 739 502 174 684 783 2 020 435

Institutional arrangements
At the national government level, the overall coordination of the programme will continue under the auspices of the EPWP unit in the Department of Public Works (DPW). The DPW will also coordinate the infrastructure sector. The environment, culture and social sectors will be coordinated by the Department of Environmental Affairs and the Department of Social Development. The non-state sector will, in the first year, be led by the DPW and will be tested in partnership with the business trust. The DPW will also carry out its overall coordinating role and report on progress through the economic and social clusters of government. The clusters will receive progress reports and address bottlenecks in implementation. At the provincial government level, the EPWP units in the provincial DPWs will continue to mobilise other provincial departments, as well as municipalities within the province to ensure EPWP performance.

Sector programmes
The EPWP will continue to operate in the infrastructure, social, and environment and culture sectors, albeit with some changes in focus. The programme’s various SMME development activities will be integrated into the other relevant sectors of the programme, and the non-state sector will be mobilised to create employment and income for the EPWP target group. Operationally, all the sectors will continue to operate as they have in the past, and all the proposed changes will be made to enable implementing bodies to continue working as they have in the past. The second phase of the EPWP will increase the focus on the creation of temporary work opportunities that provide income for the poor and unemployed.

Funding
The minister of finance announced a substantially increased budget of more than R4 billion for the implementation of EPWP phase 2. It is expected that annual expenditure on the wage incentive will grow to at least R5 billion by 2014. As was the case in phase 1, funds for the EPWP programmes will be allocated to national departments, provinces and municipalities through the normal budgeting process. However, in phase 2, those public bodies that are performing well will be able to access additional funds through the EPWP wage incentive. Provinces and municipalities can also use their own budgets from their equitable share and own revenues to fund EPWP projects and programmes, and many are doing so already.

Monitoring and evaluation
The national EPWP unit will retain the overall responsibility for monitoring and evaluation. Key areas for improvement and amendment to the existing framework include: • the implementation of a central web-based monitoring system to allow for more accurate and rapid reporting and management of the EPWP wage incentive • establishing a central database to allow for improved data analysis • improvement of the existing evaluation studies to obtain qualitative feedback on the effect of the programme on the lives of individual participants.

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We tackle each project right the rst time and add good value for our customers
OUR KEY DELIVERABLES I R B S
Mologadi a Nape has consistently enlarged its capacity to handle any project of any magnitude, in terms of infrastructure and expertise.

1. CIVIL CONSTRUCTION I I O C I Mologadi a Nape has undertaken in some of the most challenging repairs, maintenance, constructions and rehabilitation of roads. 2. BUILDING CONSTRUCTION U L N N T This company has attained maturity in the nature of the projects it has consistently successfully delivered in all spheres of building constructions. 3. DEVELOPMENT AND E L M T D PROJECT MANAGEMENT C E N Mologadi a Nape has had the exposure to participate in the larger government projects, which prerequisite vast knowledge and skills in developments, quantity surveying and project management.

HEAD OFFICE A F I E
25G Rail 25G Railway Street, Benoni 1501 a

REGIONAL OFFICES
• 2067 Zone 3, Seshego, Polokwane 0742 • No 1 Batswana Building, Nelson Mandela Drive, Ma keng, 2745 Tel: 011 421 8665 / 015 223 3656 Fax: 011 421 8469 / 086 690 5481 Cell: 083 399 6555 / 083 444 7322 E-mail: info@mologadianape.co.za

CONSTRUCTION SERVICES
WE BUILD INFRASTRUCTURE

www.mologadianape.co.za

ADVERTORIAL

Mologadi a Nape

The course of a legacy
Mologadi a Nape envisions using construction as a means of uplifting individuals and communities.
company’s vision is standard-setting in terms of workforce gender composition, which will challenge the norms within the construction industry. The aim is to achieve these standards without the slightest compromise in quality, competence or professionalism in service delivery. In this and other socially oriented goals, the company demonstrates its longsightedness and dedication to community development. Mologadi a Nape aims to expand their service offering across all nine South African provinces and, eventually, to broaden its footprint across the length and breadth of the African continent. in areas such as development, quantity surveying, and project management. The following entities number among Mologadi a Nape’s previous clients: • The Department of Public Works: Mologadi a Nape has undertaken a number of projects for this department, including building and renovation, air conditioning, upgrading of buildings and the construction of parking bays. • The Department of Education in Limpopo: The company has undertaken renovation for this department and has erected a palisade fence. • Mogalakwena Municipality: Mologadi a Nape constructed water reticulation systems for the municipality. • Polokwane Municipality: Pre-paid cost recovery, reticulation, renovation and internal finishes were completed for the municipality. • Nkumpi Municipality: A new fire station was constructed for this municipality. • South African Police Services: Gravel surfacing and police cell renovations were completed for this entity. • Department of Education in the Sekhukhune District: A classroom and block of toilets were built for this entity. • Ekurhuleni Metropolitan Municipality: Mologadi a Nape renovated taxi ranks for this municipality. • North West Department of Housing and Local Government: The company undertook housing development for this department. • Gauteng Department of Housing: Housing development and the Bekkersdal Renewal Project were completed for this department.

Values and standards:
• response and delivery to clients in the shortest possible time • respect for, and consideration of, all people regardless of gender, race, beliefs, and socioeconomic grouping • recognition and use of the abilities of the individuals with which it is involved and of the communities within which it operates • abiding by its standards and values. Mologadi a Nape’s philosophy is simple – to tackle each project with precision and perfection the first time. The company’s vision is to be a leader in the construction industry and to create employment opportunities for previously disadvantaged communities. Mologadi a Nape recently donated two houses to child-headed families. In August 2009, the company donated two houses to two female-headed households in the Mmakaunyane Village. The company is also consistently enlarging its capacity to cater for projects of varying levels of expertise and scale, having established the following key deliverables: • civil construction • building construction • development and project management. Over the years, Mologadi a Nape has had the opportunity to participate in some of the larger government projects, a prerequisite of which is extensive knowledge and skills

AFTER NEARLY a decade in the
construction industry, Mologadi a Nape skillfully combines cutting-edge technology with an understanding of infrastructure development to achieve outstanding standards of excellence. Added to this the assurance of reliable service at costeffective rates, Mologadi a Nape is certainly a service provider to consider for your next construction project. Since its establishment in 2001, Mologadi a Nape has tackled various projects in the civil and building construction industries, from repairing and maintaining structures, to construction and rehabilitation. The company is 100% owned by black women, with an entrenched empowerment culture. To date, a significant number of women have been empowered through training that has facilitated access to decisionmaking, managerial and supervisory positions within the organisation. Incorporated in the

CONTACT
25 G Railway Street, Benoni, 1501 Tel: +27 (0)11 421 8665/ +27 (0)15 223 3656 Fax: +27 (0)11 421 8469/086 690 5481 Cell: +27 (0)83 399 6555/ +27 (0)83 444 7322 E-mail: info@mologadianape.co.za Website: www.mologadianape.co.za

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FOCUS

The infrastructure sector
Identified as the largest employment generator within the EPWP, the infrastructure sector has a target of creating 2 374 000 work opportunities over the next five years.
E IMPLEMENTATION OF THE EXPANDED PUBLIC WORKS PROGRAMME (EPWP) in the infrastructure sector involves the use of labour-intensive methods in the construction and maintenance of public sector-funded infrastructure projects. Labour-intensive construction methods relate to the use of an appropriate mix of labour and machines, with a preference for labour where technically and economically feasible, without compromising the quality of the product. Labour-intensive infrastructure projects under the EPWP consists of: • using labour-intensive construction methods to provide employment opportunities to local unemployed people • providing training or skills development to those locally employed workers • building cost-effective and quality assets.

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The Technical Support Programme
Under this programme, the national Department of Public Works (NDPW)/EPWP technical team provides technical support to provincial departments and municipalities to facilitate the implementation of infrastructure projects.

Assistance rendered
• identifying suitable projects • setting job creation targets for selected projects • ensuring that contract documents are compliant with the EPWP guidelines • providing advice on the development and adoption of policies that favour labour-intensive construction • reporting by municipalities on key performance indicators (KPIs) of the EPWP on projects implemented.

Successes
The EPWP’s infrastructure sector created more than 1 million jobs during phase 1 of the EPWP. Over the period covered by the strategic five-year review, approximately R15 billion (or one third of the total budget) was spent on labour-intensive construction and maintenance. On average, the local labour content of infrastructure projects was increased from 5% to 30% of project costs, being highly competitive with machine-intensive construction methods. As per the targets set in this regard, approximately 37 000 km of roads, 31 000 km of pipelines, 1 500 km of storm water drains and 150 km of urban sidewalks have been constructed using labourintensive methods. All the workers employed on these projects received training funded by the Department of Labour (DoL) from its budget. In addition, 492 emerging contractors participated in CETAregistered learnerships. The Department of Public Works (DPW) also arranged for access to finance for these learner contractors.

Vuk’uphile Contractor Learnership Programme
The Vuk’uphile Contractor Learnership Programme pertains to the training of individuals in labour-intensive methods of construction to become contractors at NQF level 2 and supervisors at NQF level 4. The objective of the Vuk’uphile programme is to build the capacity of contractors and supervisors knowledgeable in the areas of labourintensive methods of construction. To date, more than 492 labourintensive contracting companies have been developed across all nine provinces. The NDPW has partnered with 22 municipalities, six government departments and two government agencies in the creation and development of the 492 labour-intensive civil works companies. Each of the public entities have actively participated in the labour-intensive contractor development programmes.

Programmes
Five programmes have been implemented in the infrastructure sector under the auspices of the EPWP.
400 000

National Youth Service Programme
The National Youth Service (NYS) programme was jointly implemented by the DPW, the Umsobomvu Youth Fund and the DoL. The NYS is a year-long skills training and development intervention. It aims to provide unemployed South African youths with technical skills and 377 357 life skills training, access to practical work experience and mentoring, and opportunities 238 951 for future employment or support for continued studies upon completion of their year within the NYS programme. The EPWP NYS unit also facilitates exit strategies for 2007/08 2008/09 youths who have been trained

Work opportunities

350 000 300 000 250 000 200 000 150 000 100 000 50 000
158 277 136 035 103 343

0 2004/05 2005/06 2006/07

Financial year
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EPWP

on the programme. The exit strategies include, among others, placement of youth trained with contractors, placement of youth trained at Further Education Training colleges, and placement within workshops of the NDPW. A total of 9 688 individuals were recruited by both the national and provincial public works departments to participate in the NYS programme during the 2007/08 financial year.

Moving into phase 2
The infrastructure sector will be led by the DPW and will work together with the: • Department of Transport • Department of Provincial and Local Government • Department of Water Affairs • Department Minerals and Energy • Department of Sports and Recreation. Most projects are implemented by the provinces and municipalities, and this will continue in the second phase of the programme. While all provinces are already contributing to the EPWP, many provincial departments could increase their contribution further. The continued growth of the sector will depend on the degree to which some of the underperforming provinces can increase their performance by implementing their projects more labour intensively and by establishing dedicated labour-intensive maintenance programmes that have the potential to provide regular employment to large numbers of people, especially in rural areas.

Large projects programme
Large projects are defined as those with a minimum budget of R30 million or more. These should have appropriate contract conditions, including labour-based methods and allowing workers of all categories (non-skilled and semi-skilled) to undergo training.

The aims of the large projects programme are to:
• ensure delivery of large budgets based on EPWP principles • ensure meaningful development of emerging contractors • ensure job creation and skills transfer by training beneficiaries. The large projects programme is currently being implemented by three provincial departments, three metropolitan municipalities, and two district municipalities. In the fourth quarter of 2008/09, the programme created 37 340 work opportunities, against a target of 15 000.

Focus at the local government level
• ensuring that those municipalities that already exceeding their targets based on their municipal infrastructure grant allocations keep performing and are able to continue growing their EPWP programmes through accessing the wage incentive • ensuring that those municipalities already implementing the EPWP, but not yet meeting their targets based on their MIG allocations, improve their performance so that they can meet the minimum requirements to access the wage incentive • ensuring that those municipalities not yet implementing and reporting on the EPWP start implementing and reporting as required. It is anticipated that the sector will continue to grow and remain the largest sector of the EPWP because of the large investments and allocations already planned and the continued scope to increase the labour intensity of the infrastructure spending of government. While this has proved difficult in the first phase of the programme, it is anticipated that the wage incentive will provide a real boost to the efforts to increase the labour intensity in the second phase of the programme. The planned output for the five years is the creation of 900 000 full-time equivalents of employment.

Provincial roads programme
The provincial roads programme focuses on the provision of technical support to provincial roads and transport departments in constructing and maintaining access roads labour intensively.

Technical support provided
• assistance in identifying projects • designs and developing appropriate contract documentation for projects identified • assistance during project implementation to ensure that projects are implemented labour-intensively • adequate reporting on work opportunities created. There are more than 64 programmes in the provincial roads programme and more than 88 000 work opportunities were created on provincial access roads projects for the 2008/09 financial year.

Infrastructure five-year targets: no. of work opportunities Year
2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013

Total
300 000 342 000 440 000 572 000

Municipal
176 820 201 574 259 335 337 136

Provincial
121 412 138 410 178 071 231 493 291 390 47 461 56 953 74 419 96 061 119 601

National
1 768 2 016 2 593 3 371 4 243 687 824 1 077 1 390 1 731

Infrastructure five-year targets: no of000 2013 to 2014 720 full-time equivalents 424 367 Infrastructure five-year targets: no of full-time equivalents
2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013 2013 to 2014 108 696 130 435 170 435 220 000 273 913 60 548 72 658 94 939 122 549 152 581

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The social sector
The social sector contributes to the EPWP by employing people, through NGOs and CBOs, to work on home-based care and early childhood development programmes coordinated by the Departments of Social Development, Health and Education.
KEY FOCUS of the EPWP social sector, was to equip pre-school teachers and support staff (cooks, gardeners and administrators) with adequate training to pass on their knowledge to benefit the country’s children in the long term.

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Early childhood development (ECD)
The main purpose of early childhood development (ECD) is to protect the child’s rights and the ultimate goal is to improve young children’s capacity to develop and learn. ECD interventions include educating and supporting parents, delivering services to children, developing capacities of caregivers and teachers, and using mass communication to enhance parents’ and caregivers’ knowledge and practices. Programmes for children can be centre- or home-based, formal or informal, and can include parent education. The Integrated ECD Plan commenced with a mandate from the July Cabinet Lekgotla in 2004. It entailed training opportunities for primary caregivers, parents and practitioners. The purpose was to provide a basic package of care and education services to young children from birth to four, using an integrated approach. The EPWP interfaces with the Integrated ECD Plan by focusing on providing workplace experience and training to ECD practitioners and support staff. Other ECD objectives include increased registration of sites and augmenting the ECD subsidy to children located in registered sites.

response, substituting a significant proportion of Aids-related hospital care. The programme aimed to facilitate the foundations for launching the Community Health and Development Worker (CH&DW) Programme by equipping thousands of unemployed people with the foundation skills and experience to enter the CH&DW training programme.

HCBC services
• Early identification of families in need, orphans and vulnerable children • Addressing the needs of child-headed households • Linking families and caregivers with poverty alleviation programmes and services • Patient care and support related to HIV/Aids and other chronic conditions • Information, education and communication • Patient and family counselling and support • Community mobilisation • Addressing discrimination against stigmatisation and disclosure of chronic diseases • Family support, including capacity building, family planning, burials, support for children and social service advice • Initiating and supporting income-generating projects. Through the EPWP, HCBC was able to create 113 172 job opportunities over the five-year period. More than 50% of caregivers received training through skills programmes and learnerships, and over 4 million beneficiaries accessed HCBC services during the same period.

Responsibilities
• Department of Health: Immunisation services. • Department of Education: Provision of training oppor-tunities and overall coordination and management of the plan. • Department of Social Development (DSD): Increasing registration of sites and expanding the current levels of support to vulnerable children through food subsidies to selected sites to sustain the employment of trained practitioners and support staff. ECD has reached its original targets. Through the EPWP, registered sites increased from 8 113 in 2004/05, benefitting 270 096 children, to 12 927 sites, benefitting 617 702 children. The subsidy to children from poor households also increased from the average R4.50 to R9.00 per child in all provinces. To date, ,more than 31 000 work opportunities have been created, with practitioners and support staff receiving skills and NQF level training.

Community Safety on provincial level
The Western Cape provincial government commissioned the Department of Community Safety to implement a school safety project, giving rise to a unique EPWP social sector project: the Bambanani School Safety Programme. When the project was launched, 40 high-risk schools were identified and volunteers from the neighbourhood watch and street committee structures in the community were deployed to provide services such as access control, patrolling of school grounds, search-and-seizure operations with the South African Police Service, and conflict resolution. The project has since expanded to cover 168 high-risk schools, employing 825 people and a project team of 15 permanent staff members. Project members received accredited training aimed at increasing their employability. A total of 150 people obtained permanent employment as a result of training in the areas of security life skills. They are also registered with the Private Security Industry Regulatory Authority. The beneficiaries of the project are learners

Home community based care
This entails the provision of comprehensive services, including health and social services, by formal and informal caregivers in the HCBC and support programmes. It was prioritised as a cost-effective

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FOCUS
and teachers who now operate in a safe and secure learning environment, as school principals have reported a drastic reduction in criminal activities. Although this project has been implemented by the Western Cape only, plans are in progress to expand the programme to other provinces. training, the Health and Welfare SETA conduct the HCBC training, while procured service providers offer training at local level. The aim during Phase 1 was to provide skills programmes and learnerships to unemployed people and volunteers, on-the-job experience, a stipend and training – ultimately resulting in NQF qualifications and possible longer term income opportunities.

Institutional arrangements
Provincial departments are directly responsible for the implementation and monitoring of the programmes at both district and local levels. Non-profit organisations (NPOs) provide the bulk of services and are responsible for delivery. Government support is provided via conditional grants or subsidies to assist with the delivery of these services, especially to poor areas. The Education, Training and Development Practices SETA is responsible for the ECD

Phase 1 results
The social sector’s aim was to create 122 240 work opportunities, of which 17 400 would be through learnerships, and 150 000 temporary jobs. In addition, it was envisaged that 2.9 million people would be able to access HCBC services and 400 000 children would be serviced by registered ECD sites and trained practitioners. The table below reflects the work opportunities created over the first five-year period in the EPWP social sector.

Work opportunities created in ECD, HCBC, community safety and other projects: 2004/05 to 2008/09 Programme Name Early childhood development Home community based care Safety and security Other Grand Total 2004/05 1 316 0 334 1 650 2005/06 2 200 12 769 734 2 156 17 859 2006/07 12 144 20 893 1 075 220 34 332 2007/08 9 125 35 721 882 15 290 61 018 2008/09 7 531 42 473 2 493 8 413 60 910

Number of training days provided in social sector: 2006/07 to 2008/09 Programme Name 2006/07 Early childhood development 62,258 Home community based care 411 037 Safety and Security 1 910 Other Grand Total 4 488 479 693

2007/08 204 045 551 838 4 315 42 126 802 324

2008/09 90 362 419 328 11 653 37 605 558 948

Overall, during the period April 2004 to March 2009, the EPWP social sector provided 1 840 965 training days and created 175 769 job opportunities. In addition, 2.9 million individuals were targeted to access HCBC services and over 600 000 children were serviced by ECD practitioners for the five-year period commencing 2004/2005 to 2009/2010. Phase 2 The social sector plan for Phase 2 of the EPWP is still being finalised, and the sector will continue in its current format in the first year of this phase. In order to increase the scale of the sector so that it will be able to contribute 500 000 FTEs over the next five years, a number of key issues have to be resolved, including standardising the employment framework for the sector, funding mechanisms to grow the sector, and identifying key areas for expansion. Social Sector five to year targets: Number of work opportunities Total 2009 to 2010 80 000 2010 to 2011 96 000 2011 to 2012 132 000 2012 to 2013 187 000 2013 to 2014 255 000 Social Sector five to year targets: Number of full to time equivalents Total 2009 to 2010 12 144 2010 to 2011 20 893 2011 to 2012 1 075 2012 to 2013 220 2013 to 2014 34 332

Muncipal 2 744 3 293 4 527 6 414 8 746

Provincial 77 256 92 707 127 473 180 586 246 254

Muncipal 9 125 35 721 882 15 290 61 018

Provincial 7 531 42 473 2 493 8 413 60 910

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The environment and culture sector
The environment and culture sector’s contribution to the EPWP involves employing people to work on projects to improve their local environments, through programmes spearheaded by various government departments.
HE ENVIRONMENT and culture sector comprises a powerful combination in terms of building South Africa’s natural and cultural heritage, and utilising this heritage to create both medium- and long-term jobs and social benefits. This also implies particular ways of working with communities, building on their historical custodianship of these resources, and locating projects within the broader sustainable development strategy.

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Environment and culture sector objectives
• Creation of job opportunities • Training of beneficiaries • Linking people in the marginalised second economy with opportunities and resources to enable their participation in the developed first economy • Integrating sustainable rural development and urban renewal • Creating land-based livelihoods • Promoting community-based natural resource management • Developing natural resources and cultural heritage • Rehabilitating natural resources and protecting biodiversity • Promoting tourism

Other anticipated outputs for the period 2004 to 2009 included: • Creating work opportunities equivalent to one million human years • Providing accredited training (learnerships) to 2 100 learners • Training private sector players (250 emerging contractors and 15 000 professionals) on employment-intensive approaches • Training 1 000 public sector officials on employmentintensive approaches • Clearing of 200 000 hectares of alien vegetation • Rehabilitating of 40 wetlands • Supporting 20 fire protection associations • Clearing of 700 km of coastline and upgrading of facilities along the coast • Rehabilitating 10 000 hectares of land • Establishing 32 waste management programmes • Establishing 150 historical and community tourism projects

Role players and programmes
Programmes in the environment and culture sector are initiated by the Departments of Environmental Affairs and Tourism, Agriculture, Arts and Culture, Water Affairs, and Science and Technology. Funds for EPWP programmes in the environment and culture sector were allocated to the relevant national and provincial departments’ budgeting processes, and then dispersed to the projects using existing channels.

Background
The overarching objective of this sector was to create 200 000 job opportunities over the period 2004/2005 to 2008/2009, while generating useful outputs in the areas of environment, heritage, biodiversity and land care. In addition, the programmes supported the creation of land-based livelihoods and community-based natural resource management.

Flagship programmes
• DoA: Land Care programme and Comprehensive Agricultural Support Programme.

Number of work opportunities created in environment and culture sector Programme National Provincial Landcare 69 333 83 803 Casp 10 554 4 666 Working for Coast 8 084 5 Working for Tourism 33 243 150 Working for Water 182 900 2 786 Working for Wetlands 10 470 33 Working for Fire 15 637 77 Working for Waste 3 050 1 698 Other 4 995 13 080 Total 338 266 106 298

Muncipal 8 982 19 156 9 682 4 382 23 221

Total 162 118 15 220 8 108 31 850 185 686 10 659 15 714 14 430 22 457 467 785

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Number of SMMEs created in the environment and culture sector
Region Western Cape Eastern Cape Free State Limpopo Mpumalanga North West Northern Cape South African National Parks Board Independent Development Trust Gauteng CNC KwaZulu-Natal Total SMMEs created Contractors/SMME’s 507 310 77 355 229 134 176 368 95 179 221 671 338 266

• DWA: Working for Water, Working for Wetlands, and Working on Fire programmes.

Success
Through its different programmes in all spheres of government, the environment and culture sector was able to create more than 450 000 work opportunities over the five-year period, as outlined below.

Phase 2
The environment and culture sector will continue to grow through programmes implemented by national and provincial government departments. Allocations to the sector have increased, and include funds to initiate the working for energy programme, which is an interdepartmental initiative. Growth in the sector will come from increasing the number of work opportunities, as well as the duration of work opportunities so that the cumulative target of 350 000 FTEs can be met. The targets for the environment and culture sector during Phase 2 of EPWP are detailed below.

• DEAT: People and Parks, Coastal Care, Sustainable Landbased Livelihoods, Cleaning up SA, and Growing a Tourism Economy programmes

Environment and culture sector five-year targets: Number of job opportunities created Year 2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013 2013 to 2014 Total 150 000 156 000 200 000 275 000 375 000 Muncipal 3 043 3 165 4 058 5 579 7 608 Provincial 48 657 50 603 64 876 89 204 121 642 National 98 300 102 232 131 067 180 217 245 750

Environment and culture sector five-year targets: Number of full-time equivalents created Year 2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013 2013 to 2014 Total 32 609 41 739 59 130 81 304 110 870 Muncipal 1 103 1 412 2 001 2 751 3 751 Provincial 9 494 12 152 17 215 23 671 32 279 National 22 012 28 175 39 914 54 882 74 839

AA MOLAUDZI ELECTRICAL
For all electrical installations and repairs in Thohoyandou

Tel: 015 964 3150 • Cell: 082 894 1185 • E-mail: tshilidzi@telkomsa.net Address: 13th Avenue, Shayandima, Thohoyandou, Venda 0945

Madaleni

ADVERTORIAL

Strength in diversity
“Business is going very well, especially in Mpumalanga. In fact, I want to start something in Gauteng too,” says Gugu Stiba, the dynamic managing director of Madaleni GL Trading and Projects.
MADALENI specialises in projects
ranging from fencing, the servicing of fire extinguishers, information technology (IT), supplying and printing T-shirts for government, to providing travel agency services. Stiba notes that in difficult economic times, it is worth diversifying so that there is always one sector of your business which is performing well. “The most profitable is fencing,” says Stiba. “We have a two-year contract with the Taba Chweu Municipality and are currently erecting palisade fencing next to the road where RDP housing is located.” Madaleni uses local contractors, who are preferred suppliers, to manufacture the palisade fences and then its team of 15 workers erects the fencing where it has been contractually agreed upon. “Our travel agency has also grown over the past few years: we have two agents who make bookings for government officials,” Stiba elaborates. “IT jobs are a bit scarce: we had a contract to service the Tshwane Institute of Technology and completed a project for Sysco, which was very successful. We want to take on more contracts like this.” In addition to the fencing contract, Madaleni also has a three-year contract to service fire extinguishers in all the government buildings in Mpumalanga, the “red ones” as Stiba explains with a smile. Of everything the company has been involved in so far, she is most proud of the fencing and extinguisher contracts as “it was won purely on merit”. She notes that the biggest and almost only challenge she faces in Ehlanzeni is to get people to pay on time. “Generally, there are enough resources and everything is in its place; the district had some problems with strikes regarding service delivery a while ago but that is has now passed. “Ehlanzeni has been developing and growing at a rapid rate, all owing to 2010. After 2010? I’m not sure what will happen although I think that the development

will continue. The Maputo Corridor is making a difference as it brings a lot of traffic to the municipality, especially from Gauteng,” Stiba adds. On a personal level, Stiba completed her IT degree at the University of Pretoria before she went to work for Standard Bank. She left the bank to work for other private companies where she became involved in projects and developed an interest in business. As her family lives in Ehlanzeni, it was natural for her to start her business there. She ascribes her success to hard work and the ability to network. “Networking is very important in building contacts and staying informed of

developments in the business world,” she says. Stiba is currently looking for suitable premises and projects for her company in Gauteng so that she can start expanding Madaleni’s successes in Ehlanzeni to the rest of the country.

CONTACT
32 Bell Street Caltex Building Nelspruit 1200 Tel: +27 (0)13 752 3932 Fax: +27 (0)13 752 5770 E-mail: gugusti@hotmail.com

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FOCUS

The non-state sector
While the second phase of the EPWP consists of the continuation and growth of existing programmes, it has also seen the introduction of new programmes, the most significant of which is a programme to encourage the non-state sector to participate in the EPWP.
HE NEW non-state sector consists of two programmes, namely the Community Works Programme and the NonState Sector Programme. The introduction of the non-state sector is crucial to the success of phase 2 of the EPWP, as the different spheres of government will not be able to generate the 2 million full-time equivalent jobs on their own, even with an increased programme budget.

T

The targets for the non-state sector over the next five years are detailed in the tables below.
Non-state sector five-year targets: No. of work opportunities
Non-state 2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013 2013 to 2014 20 000 48 000 96 000 176 000 300 000 60% 12 000 28 800 57 600 105 600 180 000 40% 8 000 19 200 38 400 70 400 120 000

Non-state sector five-year targets: No. of full-time equivalents
Non-state 2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013 2013 to 2014 8 696 20 870 41 739 76 522 130 435 60% 5 217 12 522 25 043 45 913 78 261 40% 3 478 8 348 16 696 30 609 52 174

The proposed new sector will consist of institutional-based programmes and area-based programmes. The first will be delivered through non-state institutions such as nongovernmental organisations (NGOs) and community-based organisations (CBOs), while the second will be delivered through organisations that build capacity at local level. The latter approach offers considerable scope for work activities to be determined by the unique needs of a community and implemented at community level with partial funding from the state.

Institutional-based programmes
Institutional-based programmes will involve the development of programmes that could create income for large numbers of individuals through socially constructive activities by nonstate actors, typically not-for-profit organisations, faith-based organisations and CBOs. The type of initiative would be determined by the non-state sector with the state providing partial funding for specified costs and wages.

initiatives that create employment in ways that build goods and services on public or community level. This approach offers considerable scope for work activities to be determined by the unique needs of a community and implemented at community level with partial funding from the state. An approach called the Community Works Programme is currently being implemented by the Second Economy Strategy Project, an initiative of the Presidency, in collaboration with the Department of Social Development and Public Works. This approach aims to provide an employment safety net by providing regular, rather than full-time, employment to participants, with a predictable number of days of work provided per month.

Community Works Programme
The programme is structured so that it provides the participants with regular and predictable income through regular but parttime work. The pilots are being run in four areas in the country and employ approximately 1 000 people in each area on a parttime basis. Based on the results of the current pilots, this programme looks very promising and it is anticipated that it could grow to 180 sites and employ 180 000 people by 2014.

Area-based programmes
Area-based programmes involve local organisations to support

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How to participate in the EPWP infrastructure sector
Although the Expanded Public Works Programme has been initiated as a national programme, it will largely be implemented by the provinces and municipalities. Its success therefore depends on a high level of cooperative governance.
LL PUBLIC BODIES involved in infrastructure provision are expected to attempt to contribute to the programme. The starting point for any public body is a comprehensive document entitled: Guidelines for the Implementation of Labour-Intensive Infrastructure Projects under the Expanded Public Works Programme (EPWP). This guiding framework for the implementation of labourintensive projects was issued by the EPWP in 2004 and updated in 2005, and contains the guidelines agreed upon between SALGA, the national Treasury and the Department of Public Works (DPW) for identification, design and construction or projects financed through the municipal infrastructure grant (MIG) or provincial infrastructure grant. These guidelines aim to provide provinces and municipalities with the necessary tools to tender these projects successfully as labour-intensive projects and to minimise the additional work required from provincial and municipal officials.

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The document provides guidance on the:
• identification of suitable projects • appropriate design for labour-intensive construction • the specification of labour-intensive works • the compilation of contract documentation for intensive projects.

labour-

Implementation
The DPW will also put provincial project managers in place which will coordinate the EPWP at provincial level. All provinces will have a provincial structure that will manage and monitor the implementation of the EPWP in their respective provinces. Framework guidelines for the design of labour-intensive infrastructure have been distributed to municipalities and other industry stakeholders. The guidelines are also available from the DPW, which will provide additional assistance when required. Environmental and cultural sector and social sector projects will be implemented through current line departmental arrangements. The possibility of using other implementing models is being investigated.

What’s in the EPWP Guidelines document?
The EPWP Guidelines document provides the means by which labour-intensive works can be implemented under the most commonly encountered delivery model, namely design by employer (i.e. the model in which the contractor undertakes construction on the basis of full designs issued by the employer). It also assumes that the public body will appoint a consultant to design the works and to administer the contract.

EPWP Incentive
From 1 April 2009, an EPWP wage incentive through a grant for provinces and municipalities has been introduced. The intention of the EPWP Incentive Grant is to increase employment creation efforts by provinces and municipalities by

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providing a financial performance reward. The incentive is structured to reward provinces and municipalities that create EPWP work by reimbursing them a portion of their wage costs. The more employment created, the higher the incentive that will be paid out.

Technical support programme

One of the key lessons derived from phase one is that it was not realistic to assume that all public bodies have the capacity to implement EPWP programmes. In many cases, specific types of technical support will be required to ensure that these entities are able to meet their targets. The EPWP unit manages a technical support programme that supports municipalities and selected provinces with the identification, planning, execution and reporting of EPWP projects and programmes.

Activities such as low-volume roads, trenching, storm water drains and pavements should be undertaken using labourintensive methods

process and from these identify projects that are amenable to labour-intensive methods. There are no business plans to be submitted to the DPW as funds come directly to the municipalities. The MIG will have conditions attached that activities such as low- volume roads, trenching, storm water drains and pavements should be undertaken using labourintensive methods. The public body that implements the project is responsible for payments to consultants. Municipalities are also encouraged to use their own capital expenditure on EPWP projects where suitable. Many provinces and municipalities will now be eligible to access the wage incentive, but will initially require support to do so. It is the intention that the EPWP unit provides this support through an expansion of its existing technical support programme.

Management and monitoring
Management at project level rests with the employer and owner of the asset, i.e. the municipality of province. The municipality and/ or province will be responsible for the correct implementation of projects and accountable to the auditor general for funds disbursed. Municipalities and provinces are required to report on EPWP key indicators to the DPW via monitoring systems put in place by the DPW and DPLG, based on other requirements from Treasury.

Employment
The employment of locally employed temporary workers on all EPWP labour-intensive infrastructure projects must be in accordance with the Code of Good Practice for Employment and Conditions of Work for Special Public Works Programmes issued in terms of the Basic Conditions of Employment Act, 1997 (Act N° 75 of 1997) and promulgated in Government Gazette Notice No. P64 of 25 January 2002. However, proposals have been made to the Department of Labour for the updating of the current code of good practice and the related ministerial determination, which will hopefully come into effect from 1 April 2010. A minimum wage of R50 is applicable to all provinces and municipalities that access the EPWP Incentive Grant from the DPW. From 1 April, minimum wages across all EPWP programmes will need to comply with the minimum rate as determined by the ministerial determination.

Building capacity
Consultants that want to be part of the EPWP need to attend the NQF level 7 or NQF level 5 CETA-accredited training on labourintensive construction. There is also an eligibility requirement for the appointment of contractors and consulting engineers, i.e. their key staff involved in the project must undergo special NQF-accredited training programmes in labour-intensive construction. The DPW has applied to the Construction Education and Training Authority (CETA) for training 1 500 emerging contractors countrywide to participate in learnerships that will qualify them to build and maintain these types of infrastructure using labourintensive construction methods. These emerging civil contractors and individuals can apply to the DPW through their municipalities which must indicate to the DPW that they have adequate funds in their capital budget to provide three projects for the trainee contractor’s practical training. The learnerships are based on a framework for NQF level 2 to NQF level 4. For the infrastructure sector, all workers employed on the EPWP projects will be provided with training in terms of the Code of Good Practice for Special Public Works Programmes. This training will aim to equip the participants with the skills to enhance their ability to obtain an income after the projects have been completed. The Department of Labour will fund these training programmes and assist with their implementation.

Consultants and contractors
Consultants and contractors for EPWP projects are appointed through the normal procurement processes of public bodies. The EPWP Guidelines document stipulates that all the standard forms of contract listed in the Construction Industry Development Board (cidb) Standard for Uniformity in Construction Procurement may be used for labourintensive projects. The guidelines also cover contract documentation and design checklist activities suitable for labour-intensive methods. Public bodies must select sections of the guidelines and insert them in the tender documentation for labour-intensive projects.

Funding
The EPWP infrastructure projects will be funded through the MIG. Municipalities will identify infrastructure projects through the IDP

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Expanded Public Works Support Programme
The Expanded Public Works Support Programme (the support programme) is designed to accelerate implementation and expand the impact of the national EPWP by providing targeted assistance to the Department of Public Works and other public entities engaged in the implementation of the programme.
HE SUPPORT PROGRAMME is a joint initiative between the Department of Public Works (DPW) and the Business Trust. It aims to facilitate the implementation of the Expanded Publib Works Programme (EPWP) by undertaking focused and prioritised programmes, which seek to maximise the achievement of the EPWP’s targets. It is a five-year programme (1 March 2005 to 31 March 2010) with a project value of R110.64 million, of which R100 million was provided by the Business Trust and R10.64 million by the DPW.

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The Business Trust
The Business Trust combines the resources of business and government in areas of common interest to accelerate the achievement of national objectives. It focuses on creating jobs, building capacity and combating poverty. The trust was established in 1999, financed by South Africa’s leading companies and governed by a board of business and government leaders.

in the institutionalisation of EPWP practices in implementing public bodies. As a result of the support provided, new EPWP programmes such as the Roads Programme, Large Contractor Programme and Domestic Waste Collection programme were identified, structured and are now being implemented. A key focus was also assisting with the review of the first phase of the EPWP and with formulating and securing approvals for a second phase of the EPWP. With the support programme assistance during phase 1 of the EPWP, the target of creating 1 million work opportunities was achieved and is now one year and one month ahead of target. A total of 1.4 million work opportunities were created which are 400 000 more than the target of 1 million. As a result of this success, on the 22 April 2009 the second phase of the EPWP was launched with the aim to create 4.5 million work opportunities between April 2009 and March 2014. This means that the programme has been increased by four and a half times its original size. An amount of R4.2 billion has been allocated to the EPWP to provide a wage incentive to public entities to incentivise them to achieve this target.

Support programme focus
• Provides strategic support to the DPW and other sector lead departments. • Provides operational support to sector lead departments, provinces and municipalities. • Undertakes strategic and technical assignments to support the implementation of the EPWP.

Key achievements
The support programme has played a critical and important role in supporting the DPW in achieving the EPWP targets. In this regard, the support programme has undertaken a range of activities focused on introducing interventions to create work opportunities, undertaking strategic assignments, building the capacity of the EPWP unit and other stakeholders and assisting

Support programme key principles
• Support only: The support programme does not act as the principal, but seeks to enhance and complement the EPWP unit and the designated sector lead departments’ efforts to implement the EPWP.

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• Synchronisation: All activities of the support programme are synchronised with those of the EPWP unit and sector lead departments and feed directly into their systems. Institutional arrangements are carefully structured to ensure effective integration without creating undue duplication. • Building relationships: Ongoing and regular meetings are held between the support programme, the DPW, the sector lead departments and other stakeholders to build trust and plan and agree on the work to be undertaken. • Prioritisation and focus: The support programme focuses on those areas where it is able to achieve success. • Direct engagement: The support programme directly engages with stakeholders on the ground focusing on officials, contractors and non-governmental organisations that are implementing EPWP projects. • System driven: A management and information system has been developed that assists in implementing and managing the EPWP, as well as measuring and reporting on its achievements. This IT system has been adopted by the EPWP unit and is now being used to implement the second phase of the EPWP.

• Incentives and recognition: The support programme operates on the basis of incentives and recognition both in terms of implementers of the EPWP and its own staff. • Key innovations: The support programme identifies key innovations that can increase job creation at scale, as well as applies innovation in all aspects of the work that it is undertaking. • Opportunities for participation: The support programme identifies and maximises opportunities for private sector participation in, and contribution, to the EPWP.

The support model
The kind of support provided by the support programme varies but generally includes one of the following approaches depending on the issue being addressed: • Piloting an innovative approach to determine if it is feasible. • Documenting best practice and supporting mechanisms for it to be applied more widely. • Jointly developing and implementing innovation. • Directly implementing where the EPWP unit did not have the capacity or expertise.

Philip van Tonder Tel: +27 11 425 3578 Fax: +27 11 425 3579 Cell: +27 82 414 2099

PO Box 6743, Dunswart, rt, South Africa 1508 E-mail: ckind@icon.co.za o. .za Web: www.cypack.co.za za z

University of Johannesburg Athletics Track Completed on 11.11.2009

Bila Civil Contractors

ADVERTORIAL

Service you can rely on
Bila Civil Contractors goes the extra mile in meeting all transport and construction needs, all the time.
NOT OWNING plant and equipment is a common challenge faced by many emerging construction companies. Where projects demand specialised equipment and machinery, the unavailability of these items can impede progress. After a decade in the industry, Bila Civil Contractors has managed to overcome this problem facing emerging construction companies, and many other setbacks, and increasing its inventory of plant and civil construction equipment significantly. The company was established in June 2004, having already been operating as a transport services provider since 2000. Currently, Bila provides construction, transport and planthire services. Situated in Midrand, Bila’s headquarters are home to a skilled and experienced team of staff, which numbers over 30 permanent employees. The company is constantly upgrading its capacity and services, which can be seen by its growing client base that includes government departments and private entities. Bila Civil Contractors has a grade 7 rating with the cidb and is eager to take on larger and more complex projects than those handled in the past. The company is committed to employment creation, staff retention, sustainability, and strengthening its product and service offering. Ownership and black economic empowerment
The company recognises and supports the ideals of the Broad-Based Black Economic Empowerment Charter as well as the objectives of the Department of Trade and Industry. The company is committed to empowering previously disadvantaged individuals by providing them with employment. The company was founded by Richard Bila, the senior member of the business responsible for motivation, strategy, leadership, overall planning, and new business development. From a modest beginning, he has become one of the leading entrepreneurs in the country. Over the years, a strong ability in financial management has assisted the business in growing from strength to strength. Geoffrey Schweitzer, Pr. Eng., BSc (civil) (Wits), MSAICE, MCIOB has in-depth experience in both large and small civil engineering and building projects. Mr. Retsilisitsoe C Hohlo, an accredited installation technician, is senior electrician at Bila, responsible for ensuring adherence to the highest standards of safety regulation. The senior plumber at the company is Dan Parkies, who is an IOPSA member with extensive experience. Bila Civil Contractors believes in: • service excellence to their clients • sound and long-term relationships based on integrity and reliability • high-quality goods and services to maximise client satisfaction • treating their clients and staff with fairness, respect and dignity • well-trained staff who will perform their duties competently • creating work in communities in which the company functions • assuring their clients the highest-quality products • honesty towards clients. Their vision is to be South Africa’s best civil and structural building contractor. In addition, they also strongly believe in providing the best service to clients at all times without compromising on safety and environmental issues.

Services rendered
• embankment protection • storm water management systems • road surfacing • building, e.g. schools, hospitals, police stations, houses, commercial and private properties

• 3 × 20 m³ tipper trailers • 1 × 25t double-axle flat-base trailer • 2 × tractors • 2 × 700 mm wide, 7.3 Hp Hatz roller • 4 × 1 000 mm Robin Powerfloat • 1 × Spinnekop 4 × 4 hydraulic sweeper • 2 × Bomag BW212D-40 single drum-roller • 1 × 25-t double-axle flat-base trailer • 2 × tractors • 2 × total station with prison work about, 1 MB ram, 1MB flash and MultiSurv • 2 × Nissan Hardbody bakkies

Surveying equipment:
• 1 × total station • 2 × dumpy levels. We also supply the latest machines for hire. Bila Civil Contractors is a dynamic company and looks forward to expanding its activities to include property development in the near future.

Machinery on our plant
Construction plant equipment: • 1 × Caterpillar 428E backhoe loader (TLB) • 4 × Caterpillar 422E 4 × 4 backhoe loader (TLB) • 2 × Hyundai excavator R210LC-7 2007 model • 1 × Caterpillar 140G 1986 model grader • 1 × Cat 424D 4 × 4 TLB tractor 2003 • 1 × Bomag 212D compactor • 1 × Leyland 10 000 ℓ water tanker • 3 × front-end loader • 4 × Fimaco Powerstar 2628 ktip 10 m³ • 2 × horse trucks • 2 × 10 m³ tipper trucks • 4 × 6 m³ tipper trucks • 2 × Asiawing AW3300DT 3 t tipper

CONTACT
PO Box 6995 Halfway House Midrand,1685 Tel: +27 (0)11 261 0241 Fax: +27 (0)11 261 2061 E-mail: info@bila.co.za Website: www.bila.co.za

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Incentive grant
S A CONTINUATION OF ITS FIRST PHASE, the second chapter of the Expanded Public Works Programme (EPWP) was launched for implementation during the 2009 to 2014 financial years, with the aim of creating 2 million full-time jobs, which is a huge step towards providing the 4.5 million work opportunities that are needed. Though this phase is in many ways similar to the first stage of the programme, it places more emphasis on the creation of temporary work opportunities, providing income to the poor and unemployed. To facilitate this objective, a wage-incentive grant was introduced on 1 April 2009 for provinces, and on 1 July 2009 for municipalities, with the belief that this would further enhance the creation of full-time equivalent (FTE) work opportunities by public bodies, where one FTE = 230 working days. A total amount of R4.1 billion was allocated to the Department of Public Works (DPW) from 2009/10 to 20011/12 to pay out the incentive to public bodies such as provinces and municipalities that will implement the programme. It is expected that by the 2013/14 financial year, this figure will have risen to at least R 5 billion. Out of the sectors targeted by the programme, only the infrastructure and non-state sectors had access to the incentive during the 2009/10 financial year. The social sector as well as the environment and culture sector will be able to access the EPWP Incentive Grant from the 2010/11 year going forward.

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Figure 1: Type of infrastructure portfolio FTE factor used to determine the minimum performance threshold per portfolio for 2009/10 Infrastructure portfolio FTE factor Public works (provinces) Roads, transport and public works infrastructure (combined in provinces) Urban municipal infrastructure Non-urban municipal infrastructure: For the first year of the programme, the minimum threshold has been relaxed to allow for the participation of more rural municipalities. Figure 2: Infrastructure five-year targets: no. of work opportunities
Year 2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013 2013 to 2014 Total 300 000 342 000 440 000 572 000 720 000 Municipal 176 820 201 574 259 335 337 136 424 367 Provincial 121 412 138 410 178 071 231 493 291 390 National 1 768 2 016 2 593 3 371 4 243

FTEs per million rand 19.06 4.28 6.00 0

How the wage incentive works
The idea behind the grant is to increase the job creation efforts of provinces and municipalities by reimbursing them a portion of their wage costs. The more employment created, the higher the financial incentive paid out.

Incentivising the adoption of labour-intensive methods
A major assumption is that the incentive grant will lead to a greater adoption of labour-intensive methods and approaches by the public bodies implementing the EPWP. The incentive has been designed to address this by funding wage costs partially and freeing up funds to accommodate any additional costs that public bodies would have incurred, so increasing the labour intensity of their projects. Where there are no additional costs, the incentive will increase the overall budget, allowing for an increase of the scope of work of the public body.

the budget process of making proposals and budget requests takes place between July and November, the reporting criteria is applied as follows: • For example, to be eligible in 2010/11, public bodies must have reported on 2008/09 EPWP performance through the EPWP Management Information System managed by National Public Works for all EPWP projects. • In addition, eligible provincial departments and urban municipalities each have a set minimum performance thresholds that must be met to be eligible to receive the incentive grant. This minimum performance threshold is the minimum number of FTE jobs that must be created from the infrastructure grant funding allocated either through the infrastructure grant to provinces or the municipal infrastructure grant (MIG). • For the 2009/10 period, non-urban municipalities were designated a zero minimum performance threshold, meaning that the incentive is payable from the very first FTE job created. This is to assist the performance of non-urban municipalities in the first year of the incentive. Participation in the incentive grant by eligible public bodies also requires that they first enter into a standard agreement with the national DPW.

Eligibility
However, public bodies – provincial departments or municipalities – are not automatically eligible for the EPWP incentive grant. Specific criteria have been objectively set and consistently applied to categories of public bodies to determine the eligibility of a public body. These are: • Eligibility: Public bodies must have reported to the national Public Works on their contribution to job creation in a prior financial year. As

Performance thresholds
The FTE factor is considered as the minimum number of FTE jobs to be created per million rand of the infrastructure conditional grant budget using the infrastructure sector as an example. The relevant FTE factor is then multiplied by the infrastructure grant allocation to the public body to determine the minimum performance threshold for each public body, expressed as the minimum number of FTE jobs to be created:

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EW Tools and Industrial Supplies

ADVERTORIAL

EW Tools and Industrial Supplies
Hand-in-hand with you to ensure every project’s success
Company values
“Our aim is to build successful business partnerships based on outstanding customer satisfaction, good people practice, sound business principles and ethics in the provision of quality tools and equipment to the manufacturing, construction, engineering and other industries.” “Our company’s objective is to supply and strive for high quality service of exceptional standards, cost efficiency, accountability for our actions, mutually beneficial relationships with our customers, as well as being the preferred supplier to our customers through reliable service, quality and dependability. “To use the experience gained within the industry in terms of product knowledge and service excellence to empower and sustain previously disadvantaged individuals, is an integral part of our daily activities and turning our personal goals of empowerment into a reality,” adds Moosa. “The catalyst for our growth and success can be attributed to fostering and maintaining good relationships with clients.” of products include, but is not limited to, mining hoses, bolts and nuts, armoured hoses, PVC pipes and fittings, galvanised pipes and fittings, galvanised wire chain and ropes, lifting equipment, safety wear (overalls, dust coats, dust masks, gumboots, safety shoes and boots, safety goggles and gloves, hard hats and general hardware), air compressors, welders, generators, water pumps, hand tools, all power tools and industrial supplies. The company is committed not only to its clients, but also to the community and country. It has a level 3 broad based black economic empowerment (BBBEE) rating, thus ensuring that it conforms to government regulations. In addition to its comprehensive range the company also provides the following services: • full 24-hour technical support • manufacturers’ guarantees and warranties • replacement and courtesy equipment • 24-hour repair services on site • in-house workshops.

EW TOOLS AND Industrial Supplies
is a major supplier to the engineering, construction and mining industries. It is based in Lenasia, south of Johannesburg. Since its inception, EW Tools and Industrial Supplies has become renowned for its dedication to its founding principle 110% customer satisfaction and has provided its clients with a comprehensive range of light and heavy industrial tools. The company is also a full line distributor specialising in construction, mining, engineering, woodworking and safety equipment. Combined with competitive pricing, door-to-door delivery and superior after-sales support services, the company will meet your every expectation. “Our after-sales services are available virtually 24/7. We have an in-house team of technicians as well as agreements with most major suppliers and manufacturers of tools and equipment to ensure that we are able to provide service anywhere in the country at any time of the day or night,” says Ebrahim Moosa, founder and owner of EW Tools and Industrial Supplies.

Facilities
Among the facilities provided by EW Tools and Industrial Supplies at their premises include: • free delivery service • fully functional showroom • adequate warehousing space • retail shop.

Clients
Among EW Tools and Industrial Supplies’ client base are: • Rand Water • Johannesburg Water • Transnet Rail Engineering • Metro Rail • Duraset • Group Five Housing • Stanley Mining (Tanzania) • Bulugaya Engineering.

Products and services
The company has a range of products, covering the full spectrum for virtually every industry. EW Tools and Industrial Supplies is a direct supplier of a broad range of light and medium industrial tools and equipment, safety equipment, accessories and consumables to the engineering, mining, automotive and construction and allied industries. EW Tools and Industrial Supplies is also able to source and supply other products that clients require. Their range

CONTACT
Physical address: 10 Eland street Lenasia, 1820 Postal address: PO Box 651 Lenasia ,1820 Tel: +27 (0)11 854 5860 Fax: +27 (0)11 854 5564 Email: ewtools@mweb.co.za Website:www.ewtools.co.za

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• FTE factor x 2007/08 infrastructure conditional grant allocation = minimum performance threshold: • if EPWP performance for 2007/08 = or > minimum threshold, public body is eligible • if EPWP performance for 2007/08 < minimum threshold, public body is not eligible. National public works (in consultation with oversight bodies) determines the indicative incentive allocations. The size of each indicative incentive is calculated as follows: • performance targets public body – minimum performance threshold public body x R50 per day x 230 days per FTE. This amounts to an incentive of R11 500 per FTE. The rate of R50 per day will be reviewed annually based on inflation rates so that it at least remains constant in real terms. Once a public body exceeds the set quarterly minimum performance threshold of FTEs, public works will start paying out for every FTE created above the minimum performance threshold as per the above example. Consequently, although an annual FTE performance target and an indicative incentive allocation are determined for each public body for 2009/10, these are indicative allocations. This means that the actual amount that will be paid out within the financial year does not necessarily have to be the same as the indicative allocation.

Figure 5: Environment and culture sector five-year targets: no. of FTEs created
Year 2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013 2013 to 2014 Total 32 609 41 739 59 130 81 304 110 870 Municipal 1 103 1 412 2 001 2 751 3 751 Provincial 9 494 12 152 17 215 23 671 32 279 National 22 012 28 175 39 914 54 882 74 839

Figure 6: No. of work opportunities created/projected
2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013 2013 to 2014 Total 80 000 96 000 132 000 187 000 255 000 Municipal 2 744 3 293 4 527 6 414 8 746 Provincial 77 256 92 707 127 473 180 586 246 254

Figure 7: Social sector five-year targets: No. of FTEs created
2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013 2013 to 2014 Total 60 870 67 826 90 435 124 348 169 565 Municipal 270 301 402 552 753 Provincial 60 599 67 525 90 033 123 795 168 812

Infrastructure sector
Overall, R4.1 billion has been allocated for all sectors from the beginning of the EPWP. For the infrastructure sector, municipalities were allocated R201 million for the 2009/10 year. Provinces were allocated R151 million: • In 2010/11, provinces were allocated R331 million while municipalities were allocated R623 million. • In 2011/12, provinces were allocated R800 million while municipalities were allocated R1.1 billion. • In 2012/13, R1.16 billion will be allocated to municipalities. To date, 217 000 work opportunities have been created within the infrastructure sector out of a target 300 000 for all sectors. A total of 480 000 work opportunities were created from April to December 2009. Infrastructure is the largest sector of the EPWP and is expected to continue growing because of the large investments and allocations planned, as well as the continued scope to increase the labour intensity of the infrastructure spending of government. The planned output for the five years is the creation of 900 000 FTE jobs.

Expenditure Framework (MTEF) and have included funds to initiate the Working for Energy Programme, which is an interdepartmental initiative. The sector will be able to grow faster from 2010 when it will be able to access the wage incentive as well. Growth in the sector will come both from increasing the number of work opportunities and increasing the duration of work opportunities.

EPWP social sector grant allocation 2010/11
The social sector has been allocated an amount of R56 637 million for the 2010/11 financial year to create an additional number of 4 719 FTEs. The allocation will be accessed as a Conditional Grant Schedule 5 and this approach is applicable only in the 2010/11 financial year. The sector continues to finalise the comprehensive Social Sector Incentive Grant Model to be submitted to the national Treasury in June 2010 for consideration for 2011/12.The sector resolved to earmark the allocated amount for the Home Community-Based Care (HCBC) programmes of the departments of social development and health. The allocation will be used to subsidise wages of existing non-stipend caregivers in the HCBC NPOs of the two departments. To determine the allocation to programmes, the DPW considered information and data collected via desktop exercises, among others, the EPWP Monitoring and Evaluation System 2008/09 Performance Reports, NT Programme Quarterly Reports for 2008/09 and the National Programme Manager’s inputs. Communication on the grant allocation has been sent to the director-generals of the two departments and workshops have been conducted for the national and provincial stakeholders. The process of further engaging on the allocation to ensure achievement of expected FTEs will continue.

Environment and culture sector: number of work opportunities created
Allocations to the sector have increased over the Medium-Term Figure 3: Infrastructure five-year targets: no. of FTEs
Year 2009 – 2010 2010 – 2011 2011 – 2012 2012 – 2013 2013 – 2014 Year 2009 – 2010 2010 – 2011 2011 – 2012 2012 – 2013 2013 – 2014 Total 108 696 130 435 170 435 220 000 273 913 Total 150 000 156 000 200 000 275 000 375 000 Municipal 60 548 72 658 94 939 122 549 152 581 Municipal 3 043 3 165 4 058 5 579 7 608 Provincial 47 461 56 953 74 419 96 061 119 601 Provincial 48 657 50 603 64 876 89 204 121 642 National 687 824 1 077 1 390 1 731 National 98 300 102 232 131 067 180 217 245 750

Figure 4: No. of work opportunities

Planning for the social sector grant uptake
The business planning process by provinces as guided by the national Treasury template is underway to meet the deadline of end of March 2010. Subsequent implementation plans will be developed to ensure right targeting of non-stipended caregivers.

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Abicia Construction and Civils

ADVERTORIAL

Equal to the task
Abicia Construction and Civils continues to demonstrate that its service is second to none.
FOUNDED in 2004 by Abicia Mokoena,
Abicia Construction and Civils has an outstanding track record of providing quality service and client satisfaction. The company ensures total customer satisfaction, 100% of the time. “We take the time to find out what the problem is,” says Mokoena. “Our work is thorough and we use the right materials to ensure perfection.” Abicia Construction and Civils is motivated by a firm belief that there is no challenge that is impossible to overcome. Mokoena also believes that women are particularly advantaged with regard to the patience that they generally exercise in approaching tasks. Mokoena explains that this allows them to accomplish difficult assignments in a proactive manner. As a service objective, Abicia Construction and Civils aims to enhance their clients’ assets and infrastructure, and to minimise their future maintenance costs.

The company offers the following services:
• Civil engineering: plumbing, paving, gabions, concrete, channels, road patching, road construction, kerbing, road painting, asphalt, compaction and ground stabilisation. • Construction of offices, houses and walls. Abicia Construction and Civils has a wellequipped construction and management team that assures efficient service delivery. The company’s mission is to inspire and assist other women in starting, and succeeding in, their own businesses. Mokoena states that she has come a long way in realising

Abicia Mokoena

her dream, drawing strength from prayer and unwavering confidence in her own potential and that of others. She would like to encourage women and youth across the board to pursue their ambitions, saying that women have the strength to do much more than what other people give them credit for, as shown by the many responsibilities taken on by women across the nation.

CONTACT
PO Box 12854 Katlehong, 1432 Cell: +27 (0)73 393 4490 E-mail: abicia2010@gmail.com

Godzilla Electrical cc t/a

FANNIE’S ELECTRICAL
7 MAIN ROAD, SMC BUILDING • PO BOX 595, ELUKWATINI, 1192 TEL 017 883 2249 • FAX 0866963023

Domestic • Commercial • Industrial

For all your electrical requirements • Wiring certi cates • Free quotations

E LE CT RICAL INS TAL L ATION & M AINTEN A N C E
Chryselda offers general contracting services using the latest energy-efficient building methods. We effectively manage the construction process in a professional, timely, and cost effective manner. We provide high quality management with expert opinions and open communication to ensure the highest level of satisfaction throughout the building process.
| Liza’s Court | Suite 8 | 28 Vanrensburg Str. | Nelspruit 1200 | Tel: 013 753 3732 | Fax: 013 752 7915 | E-mail: bonny@chryselda.co.za | Web: www.chryselda.co.za

| Property Development | | Building Renovations and Maintenance Services | | Road Construction | | Property Consultation Services | | And other Civil Engineering Services |

T H E N AT I O N A L F R O N T

Progress on track
During the SONA in June 2009, President Jacob Zuma announced that the EPWP phase 2 would create 500 000 work opportunities by December 2009. The final reported figure of 482 742 work opportunities as at 31 December 2009 represents an impressive 97% achievement of this challenging target.

PHASE 2

T
Sector
Environment Social Non-state Total ***

HE SECOND PHASE of the Expanded Public Works Programme (EPWP) is seen as a key part of government’s stimulus package for the continued

growth and development of the country and is also a key intervention to respond to the global economic crises. Given the wide range of programmes and interventions that are part of the

Q1 [1 April 09 – 30 June 09]: Overall EPWP – progress against 2009 – 2010 targets Work opportunities [WO] delivered to date Targeted work opportunities [WO]
300 000 150 000 80 000 20 000 550 000

[1 April 09 – 30 June 09] Gross* No % of targeted WO
20 9 9 15 15 59 579 13 960 7 466 2 909 83 914

Net** No
59 579 13 960 7 466 2 909 83 914

% of targeted WO
20 9 9 15 15

Infrastructure

Source: Targets: Business Plan (dated January 2009) * Gross work opportunities: Overall number of work opportunities that the reporting body reported on. ** Net work opportunities: Calculated by subtracting the possible work opportunities if the projects were implemented machine intensively from the gross work opportunities – only applies to the infrastructure sector. ***Total: Figures adjusted by the EPWP unit to account for projects that are implemented across financial years.

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Aeroduct Moya

ADVERTORIAL

Kings of climate control
Aeroduct Moya is a specialist in air conditioning, refrigeration and ventilation electricals.

AERODUCT MOYA, a proudly South African air-conditioning and refrigeration firm, was formed in 1996 by Angus Abrahams. He has 20 years experience in the air-conditioning and ventilation industry. The company boasts a proud history of providing excellent service to the domestic, commercial and engineering sectors.
In addition to Abrahams’ hands-on approach to client service, the company excels in managing teams that consist of refrigeration mechanics and marketers. Together, these individuals ensure that the firm provides top-notch service to its valued clients.

the client’s strategic and operational requirements. Aeroduct Moya specialises in: • manufacturing air-conditioning and ventilation ducting • installing air conditioning and ventilation • repair and maintenance, as well as related mechanical work • refrigeration – cold and freezer rooms • water-cooled package units • hot water installations • general engineering – lagging, insulation, piping, welding and brazing.

• a crossbeader machine (the only one in South Africa) • automated elbow machines.

Current projects
• • • • Empangeni Prisons (R62 million) Braamfontein Campus (R10 million) Port Elizabeth Airport (R10 million) Pietermaritzburg High Court (R13 million) • Department of Transport (R10 million) • Maintenance of police stations (R6 million). Aeroduct Moya is a registered cidb supplier with a rating of MEPE 7. The company adheres to strict quality and environmental standards and all products used are accredited by the South African Bureau of Standards (SABS).

Equipment
Aeroduct Moya is the only company in Durban with electronic manufacturing equipment. They have invested over R2 million in their equipment, which includes: • a duct autoline machine p • 2 x spiral machines

Services
The company does everything in house and no subcontracting takes place. It offers , a full-service function, which commences with a comprehensive process of assessing

CONTACT
Physical address: 280 North Coast Road Briardene, Durban Postal address: PO Box 40798 Red Hill Durban, 4071 Tel: +27 (0)31 579 3851 Fax: +27 (0)31 579 3858 Cell: +27 (0)82 218 0036 E-mail: aeroduct@mweb.co.za

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E P W P C O N T R I B U T I N G TO A WO R K I N G N AT I O N

T H E N AT I O N A L F R O N T

EPWP, the second phase has allowed for a better categorisation of these programmes to enable improved policy and decision-making, in particular with regards to how they can best be scaled up. Indeed, the president’s announcement that the EPWP phase 2 will create 500 000 work opportunities by December 2009, and four million work opportunities – 2 million full-time equivalent jobs – by 2014, represents a significant scaling up from the target of 1 million work opportunities over five years set for Phase 1. However, the final third quarter results for the period 1 April 2009 to 31 December 2009 indicates that the president’s

The second phase has allowed for a better categorisation of these programmes to enable improved policy and decision-making

challenge was taken up with vigour and dedication by the various role players in the EPWP and the results achieved are truly inspiring. The reported figures show a steady increase over the three quarters starting at 83 194 as at the end of June 2009 to 223 568 as at the end of September 2009 to 482 742 as at the end of December 2009. The final reported figure of 482 742 represents a 97% achievement against the target of 500 000 set during the June 2009 SONA. Significant progress was achieved by the social and non-state sectors that exceeded their set targets by 207% and 169% respectively.

The graphs illustrate the remarkable results achieved.
Q2 [1 April to 30 September 2009]: Overall EPWP – progress against 2009 to 2010 targets Work opportunities [WO] delivered to date Targeted work [1 April 09 – 30 September 09] Sector Gross* Net** opportunities [WO] No. % of targeted WO No % of targeted WO
Infrastructure Environment Social Non-state Total *** 300 000 150 000 80 000 20 000 550 000 149 164 29 325 33 973 11 106 223 568 50 20 42 56 41 149 164 29 325 33 973 11 106 482 000 50 20 42 56 41

Source: Targets: Business Plan (dated January 2009) * Gross work opportunities: Overall number of work opportunities that the reporting body reported on. ** Net work opportunities: Calculated by subtracting the possible work opportunities if the projects were implemented machine intensively from the gross work opportunities – only applies in infrastructure sector. *** Total: Figures adjusted by the EPWP unit to account for projects that are implemented across financial years.

Q2 and Q3: Overall EPWP – Progress against 2009 – 2010 targets Sector
Infrastructure Environment Social Non-state Total ***

Targeted work opportunities [WO]
300 000 150 000 80 000 20 000 550 000

Gross Work opportunities [WO]* Apr – Sept 09 Apr – 31 Dec 09 No
149 164 29 325 33 973 11 106 223 568

% of targeted WO
50 20 42 56 41

No
217 527 66 040 165 466 33 709 482 742

% of targeted WO
73 44 207 169 55

Source: Targets: Business Plan (dated January 2009) * Gross work opportunities : Overall number of work opportunities that the reporting body reported on.

E P W P C O N T R I B U T I N G TO A WO R K I N G N AT I O N

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Lutsango Security Services, a female empowerment company offers Security Services, special events management and crowd control and assets protection. Our experience bears testimony to the challenging nature of the SA’s fast growing economy which in turn results into a challenging nature of business climate, in particular within the Security Industry. As a result the state of the business climate demands business ventures such as Managing Director outsourcing or sourcing of the Security to promote M.J.Mlangeni Ms focus on core business. The outsourcing is not only General Manager a smart idea, but it is a business necessity which Mr S.C Mazibuko puts the service – receiving organization onManaging Director the Ms M.J Mlangeni leading edge to improving its performance and focus. Let us define the meaning of the Word “Lutsango” before we go any further. It has two Ops Manager General Manager meaning the first Mr M Mbazo meaning being “A strong fence S C Mazibuko Mr. made of special tree trunk around a homestead of respected man in rural areas” the other meaning “is HR made up Controllers a regiment Manager by a group of strong women in MR R.N Mlangeni Ms a certain category or certain age group in Swazi S Zwane
Mr J B Mogale Mr. D Masina

Finance Manager
Ms F H .Mlangeni

Finance Manager
Ms FH Mlangeni

Admin & Finance Officers
Ms T Mlangeni Ms P Masilela

Site Manager
Ms Thembi Mashele Mr Jeffery Nkwane Ms Elinah Mqobokazi Mr Themba Mlotshwa

Site Senior Supervisors
Mr. V Manikela Mr. EM Masuku Mr S Mahlangu 22

Male Security Officers
179

Female Security Officers
102

Lutsango Security Services, a female empowerment company offers Security Services, special events management and crowd control and assets protection. Our experience bears testimony to the challenging nature of the SA’s fast growing economy which in turn results into a challenging nature of business climate, in particular within the Security Industry. As a result the state of the business climate demands business ventures such as outsourcing or sourcing of the Security to promote focus on core business. The outsourcing is not only a smart idea, but it is a business necessity which puts the service – receiving organization on the leading edge to improving its performance and focus. Let us define the meaning of the Word “Lutsango” before we go any further. It has two meaning the first meaning being “A strong fence made of special tree trunk around a homestead of respected man in rural areas” the other meaning “is a regiment made up by a group of strong women in a certain category or certain age group in Swazi culture.
P.O.BOX 12239 NELSPRUIT 1200 10 NEETHLING STREET SOUNHEUWEL 1200

Phone: +27 13 741 5565 Fax: +27 13 741 5561 E-mail: lutsangoscurity@yahoo.com

T H E N AT I O N A L F R O N T

Vuk’uphile learnership programme

IMING TO CREATE WORK OPPORTUNITIES, the Department of Public Works (DPW) together with the Construction Education and Training Authority (CETA) initiated the labour-intensive Vuk’uphile contractor learnership programme. It aims to train and establish a pool of small contractor businesses qualified to execute labour-intensive construction work by mentoring learner contractors and supervisors in the George and Mossel Bay municipalities. The programme was designed to incorporate practical work experience on actual projects as well as a theoretical learning component. It covered every aspect of business, from tendering, purchasing and execution through to payments of suppliers and salaries as well as the handover of contracts. Managing a business and its finances is a crucial part of the curriculum and bank accounts have been set up for each employee for the payment of wages and a share of the profit. The contract disciplines included storm water drainage, road works, sewer networks, water supply lines, water distribution networks and minor building works. Prior to the start of the training, the selected learners and supervisors, public body and accredited training provider signed an agreement for the entire learnership period. The duration of the Construction Contractor NQF level 2 programme was 24 months and the Construction Supervisor NQF level 4 programme, 39 months. The project was managed by a committee comprising representatives from the DPW, the public body; CETA, the accredited training provider and mentoring companies such as PDNA.

A

terms of the Code of Good Practice for Special Public Works Programmes, aimed at equipping them with the necessary skills to enhance their capabilities and enable them to obtain an income after completion of the programme. A total of 856 days of accredited training was completed during the project phases. Life skills training was complemented by technical skills training in an effort to enhance production and the quality of work delivered. All training was funded by the George and Mossel Bay municipalities as the Department of Labour could not meet the required implementation deadlines despite continued efforts by the key role players including the DPW. During the execution of the projects, a total of 87 463 days of work were created for the unemployed. Figures varied between 205 and a peak of 509 people being employed in projects in George, and between 140 and 245 people in Mossel Bay. The total sum spent on local labour amounted to almost R7 million. Owing to the limited use of heavy construction plants and strict adherence to the quality standards required in terms of the environmental management plans of the quality assurance system, the carbon footprint of the completed EPWP projects was much lower than that of similar projects completed with conventional construction methods.

Client and end user satisfaction
All projects were completed on time and within budget to highquality standards and without any major incidents. No bank overdraft was required during execution of the projects owing to sound planning and excellent relations being maintained. Awards such as the Construction Women of the Year were received and the programme was also featured in the national news.

Social, environmental sustainability

and

economic

All workers employed on the EPWP projects were trained in

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Mr. A. Sukreem established Conpack in 1997 to participate in infrastructure development needs of urban and rural communities in South Africa with specific focus on construction. Conpack is committed to high standard service provision; our approach is driven by the needs of our clients. We always meet expectations of our clients in some instances exceed them as we have experienced and qualified personnel in facilitation of our projects
Key factors in our vision are: • To conduct our business in fair manner in all dealings and maintain high standards of business ethics. • Ensure that all work is of best standard and is carried out in an efficient and professional manner. • Satisfy our clients by complying with the contractual obligation and handle all business with fairness • Effectively manage our business administration and always maintain adequate financial resources for the proper discharge of all our contractual obligations • Assist where possible with training of future human resource needs of the industry especially youth and the previously disadvantaged • Alleviate poverty in communities, by employing local people and provide them with different skills • At all times, provide healthy and safe working environment. • Comply with all legislation applicable to the Building industry in KwaZulu Natal and South Africa as whole.

10 Mitchell Crescent, Mithanagar, 4399 PO Box 2244, Tongaat, 4400

Tel: 032 – 945 2766 Fax: 032 – 944 8747 E-mail: conpack@netactive.co.za

Conpack HP- new pics.indd 1

2010/03/10 12:24:58 PM

T H E N AT I O N A L F R O N T

Powering the EPWP
Eskom is committed to adding value beyond electricity to our country. With the current challenges of unemployment, poverty alleviation and skills development, the EPWP delivers on this and is supported by Eskom.
SKOM has been fully supportive of EPWP since 2007 through ensuring that the projects it performs involve local people in the areas where it operates, transferring skills and creating opportunities for future engagements.

E

Contributing to the national effort
Zandile Mjoli, senior general manager: development at Eskom says that Eskom has implemented EPWP programmes mainly in the distribution division where there are large volumes of projects and contractors. “For the 2008/09 financial year, Eskom reported on 5 311 projects and in the process created 36 308 job opportunities. This is 6.37% of the 570 019 job opportunities created in the country during this period,” says Mjoli. “In addition, in 2008, Eskom embarked on a contractor development programme through the Eskom Contractor Training Academy. This programme is certificated through the University of Limpopo. To date, 96 contractors have been trained and have graduated. This training will continue during 2009/10 depending on the availability of funds.”

the regions, which involves large numbers of contractors and projects, is a major logistical challenge.”

Looking ahead
There are plans to incorporate divisions other than distribution, such as transmission lines, into EPWP in the 2010/11 financial year. Future EPWP projects include ongoing expansion projects as well as the new build projects like Medupi and Kusile.

Challenges
“Phase 1 was a major success but the new phase 2 implementation is posing a major logistical challenge,” explains Mjoli. “This is mainly owing to the new requirement on beneficiary name and ID numbers, which is complicating the process. The challenge is the systems, processes and extra requirements for data collation. The new template is in the process of being finalised and implemented. Implementation throughout the country in all

E P W P C O N T R I B U T I N G TO A WO R K I N G N AT I O N

41

EAGLE PLUMBERS & CONTRACTORS

Hlabisa Bulk Water Supply
Eagle Plumbers and Contractors are busy with reservoirs in Hlabisa. It is quite a challange as hlabisa is situated in a rural area close to the wetlands of KZN. It is an honour for the company to do the reservoirs as the people still carry water from the river, therefore at the end of this project their lives will be much easier.

Ivory Park Secondary School
Eagle Plumbers and Contractors left their mark when this school was build in Ivory Park. We were honoured because the Minister of Education opened the school and was very pleased with the building itself. We have now started to build a new school in Diepsloot.

Raheema Moosa Hospital (Coronation Hospital)
Once again Eagle Plumbers and Contractors raised their standard when the hospital theatre block was renovated after it burned down.

69 President Street
We are renovating 29 floors and as you can see OHS is a priority in our company. Our aim is to train and educate as far as possible. Our trade never goes without problems but because we are eagles we fly above all problems and soar above all situations. We acknowledge God first in order for him to direct our paths.

Project in progress
New Diepsloot Secondary School

Eagle Plumbers and Contractors PO Box 69, Naturena, 2064 Head Office 48 Yvette Crescent, Naturena Tel: 011 942 2886 • Fax: 086 653 7082 Alternative fax: 011 942 5652

Everitte Cupido 0825700142 Email:eagle@eject.co.za Durban Office 218 Gray Park Road Bluff, Brighton Beach Tel/Fax: 031 467 2690

T H E N AT I O N A L F R O N T

Community Work Programme
The Community Work Programme brings communities together to make a difference collectively across the cities and settlements of South Africa.
HE COMMUNITY WORK PROGRAMME (CWP) was a pilot programme. It was implemented as a partnership between the Special Projects Unit of the presidency, the Integrated Development Directorate of the Department for Social Development and the Youth Desk in the Presidency. The group is tasked with contributing to the upgrading of public works operations and special employment programmes, or publicly funded employment. In the process, the partnership explores different approaches to achieving employment objectives across sectors. From 1 April 2010 it will be managed by the Department of Corporate Gorvernance and Traditional Affairs. The CWP also investigates a range of issues, including the development of a minimum-employment guarantee based on regular, weekly work, operationalisation of such a programme in the South African context, as well as ways of enhancing community development. The group is continuously looking into ways of integrating social tasks into the work allocated for each project through interventions that differ according to the nature of the project, for example, providing support to child-headed households. Programme management was provided by the Second Economy Strategy Project – an initiative of the Presidency, based in Trade and Industrial Policy Strategies – a policy research NGO. The CWP was instated to add to already existing government initiatives for poverty alleviation. Dr Gavin Andersson, coordinator of the programme, says, “In the long term, the project contributes towards community development. In the short term, it (the CWP) helps residents become proactive and responsible for their own welfare.”

T

for the appointment of a project manager who is then trained either by the SERITI Institute or TEBA development, the recognised training providers for the programme. These organisations are also currently capacitating other implementing agencies to train project managers in future. The CWP has left an impression on the environment as well as on the fabric of society through efforts such as tree-planting and community-building initiatives championed by members of the communities themselves. Andersson believes that after a year of involvement with the programme, many currently underdeveloped communities will penetrate the mainstream economy. He cites the example of Tjakastad in Mpumalanga where the local community has become involved in policing for the Community Policing Forum. He notes that this has led to a drastic reduction in crime levels in the area. In yet another community where the Integrated Development Plan (a budgetary plan for community projects) fell short of the requirement to pay for labour for a vital water project, the community provided voluntary labourers to assist in its completion.

The nature of work
The work undertaken has varied across communities, depending on the dominant needs identified. Common themes include food gardens, support to vulnerable households, auxiliary services to home-based care (cleaning, provision of labour to sustain household food security), maintenance and repairs to classrooms, cutting long grass and fencing. The CWP has been involved with repairing public facilities, planting fruit gardens, planting trees, organising homework classes for school children, planning sports programmes, and caring for orphans and the elderly.

How the programme works
Participants in projects earn R50 per day for two days of work per week. The pooled payouts from projects ultimately make a noteworthy contribution towards sustainability in communities and supporting families. For example, in a case where 2 000 people work two days a week for a month, the programme injects R800 000 into the community. In this way, the programme also contributes positively towards building the local economy. The programme focuses on community development and diverse community-based initiatives in areas where special needs exist. The work done by the programme is proposed mostly by residents, ward committees, CBOs or faith-based organisations. In every project, a reference group of community leaders is responsible

Feedback on the programme
Follow-up meetings have indicated a tangible improvement in the quality of life in areas where the CWP is operating. Most notable is Bokfontein, where borehole water (instead of water trucked in weekly) and a road have recently contributed to a higher standard of living. The team-leader/supervisor structure used by the programme has also created leadership opportunities in communities. Project managers have reported a significant effect on alcoholism, drug use, sexual abuse and crime. It is expected that reports about the CWP’s performance will be verified over time through the programme’s monitoring and evaluation framework.

E P W P C O N T R I B U T I N G TO A WO R K I N G N AT I O N

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IS YOUR SECURITY

ADEQUATE?
If you are serious about your or your client's security, you have to wonder if the security solution currently in place is getting the job done. Take the test below and find out if your system is lacking in any way.

surveillance
Are the recordings from your surveillance cameras of high quality? Can you identify objects/people within the field of view of your surveillance cameras? Are your surveillance cameras placed in positions where they are effective? Can your surveillance recording system store a minimum of 30 days of recorded footage at a high quality resolution? Can your surveillance system collect data other than camera surveillance footage?

access control
Is your access control system reliable or must it be maintained on a regular bases? Is the information generated by the system accurate and can the information be utilised within your payroll system? Are you still experiencing theft/losses even though you have an access control system? Is your access control system able to track your assets in real-time? Does your access control integrate with your surveillance system to give you realtime verification of all access control users?

asset tracking
Do you know where your assets are at any given time? Do you know who is utilising your assets? Do you know if unauthorised individuals are utilising your assets? Are you losing laptops and other movable assets to theft? Do you know where your staff are at any given time?

If you have answered no to any of these questions

WE
Do you have safety concerns with your current full body screening equipment? Can you detect liquids, plastics, gels, powders? Do you know if confidential documents, CD's, or DVD's is leaving your premises? Does your current full body screening equipment reveal anatomical details? Is your full body screening equipment portable?

CAN

HELP

detection
Does your x-ray machine save 50 000 images? Does your x-ray machine have SIX colour differentials to help speed up detection of items? Can you network your x-ray machine over any distance or view images in your control room off site? Can you immediately select preprogrammed international security standards on your metal detector? Does the metal detector have high speed detection-15m/s?

whole body scanning

Access Control
Card readers Biometric scanners Visitor management control

Detection
Explosive and narcotics detection Metal detectors X Ray machines

Surveillance
CCTV Cameras Scaleable surveillance solutions

Asset tracking
Telemetry tracking RFID tracking

Whole body scanning
Passive millimeter wave scanners

Integration
Enterprise wide security Management Axitech can integrate any of its products into a complete security solution

Axitech wholesales leading edge security products to trade installers. These products are so versatile/scaleable that they can be used to secure any facility from a warehouse to a military installation. Call Axitech today to find out more about our tailor made security systems that are able to cater for a wide range of security needs as well as budgets.

Tel: 073 987 3789 Fax: 086 563 1588 info@axitech.co.za www.axitech.co.za

THE PROVINCIAL LEVEL

Provinces taking up the challenge
Having signed the Intergovernmental Implementation Protocol with the national Department of Public Works in 2009, the provinces certainly rose to the demanding challenge of creating 500 000 work opportunities in three short quarters between April 2009 and December 2009.
Q2 [1 April – 30 September 2009]: Overall EPWP - Job opportunities per S THE MAIN DELIVERY ARMS OF sector and province GOVERNMENT, provinces and Environment municipalities are the primary project Province Infrastructure Non-state Social TOTAL & Culture implementing bodies for the EPWP and therefore EC 5 229 26 148 3 200 2 323 36 900 play a central role in the success of the EPWP. FS 1 672 3 608 1 470 4 670 11 420 To confirm that all spheres of government are GP 4 541 31 301 2 331 6 118 44 291 committed to contribute to the overall national goal 6 560 59 059 784 3 828 70 231 and mobilise participation in the programme, the KZN LP 2 398 4 448 1 042 4 848 12 736 national Department of Public Works (DPW) produced MP 1 242 5 365 1 711 3 037 11 355 the EPWP Intergovernmental Implementation Protocol. This protocol was signed by each province, NC 874 3 968 3 311 8 153 represented by the Premier. This protocol specifies NW 1 649 5 372 568 1 622 9 211 provincial targets for EPWP Phase 2, as well as WC 5 160 9 895 4 216 19 271 mechanisms to monitor the implementation of TOTAL 29 325 149 164 11 106 33 973 223 568 these targets. Considered a significant development in the second phase of provinces in achieving this demanding target. A brief overview of EPWP, the signing of the pledges at the launch of Phase 2 at the each province’s approach and progress in terms of EPWP serves University of the Western Cape, Bellville, on 4 April 2009, committed to elucidate the driving forces behind the results achieved. national, provincial and local governments to implementing and Overview of EPWP in the provinces surpassing the targets for job creation. During the signing ceremony, public works minister, Geoff EASTERN CAPE Doidge, said, “There is no better way to put in practice the In the first phase of the EPWP, the Eastern Cape was the secondformidable cooperative governance commitment between our best contributing province, exceeding its target of 176 000 by national, provincial and local spheres of government than the creating 255 684 work opportunities. “This is a product of the cooperation and selfless participation signing ceremony you are witnessing here today. More importantly, this signing ceremony of commitment to implementing, reaching of public bodies within the province, both provincial departments and surpassing the target of job creation by different municipalities, and local government structures,” says MEC Pemmy Majodina, as well as national and provincial departments, is happening in full of the Eastern Cape Department of Roads and Public Works. “The 375 young people participating in the Vuk’uphile leanership view of the public represented here today.” Recognising the presence and commitment of Public Works programme are a clear testimony to this commitment.” In respect MECs from all provinces at the launch, minister Doidge said, “It of Phase 2, the Eastern Cape has committed itself to contribute not is our intention that these elected representatives must be held less than 484 736 work opportunities over the five years between to account to ensure that these commitments are delivered upon. 2009 and 2014. The Department of Roads and Public Works, as Simply put, all municipalities and provinces are signing a job- a lead department charged with the responsibility of coordinating creation target agreement with the national Department of Public and providing the support to public bodies, has already started with Works. And if and when they surpass their set target in that financial providing technical support to public bodies that are eligible for the year, they will be given more money to create more jobs.” The EPWP Wage Incentive Grant, which is meant to encourage public provinces have certainly risen to the demanding challenges, as bodies to create more job opportunities. The provision of accredited evidenced by a 97% achievement of the targets set by President training to the social sector through Department of Education and Jacob Zuma during his first State of the Nation Address on 3 June Social Development in the Early Childhood Development (ECD) 2009 of 500 000 work opportunities by December 2009, as well as programme has been accelerated to improve the quality of service 4 million work opportunities (2 million full-time equivalent jobs) by delivery and career-pathing of practitioners. Around 1 100 ECD 2014. The graph above indicate the contributions from the various practitioners are undergoing NQF level 1 on child care, while 60

A

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were already in child care level 4. By the end of October, a further 670 was trained in child care level 4. The Department of Economic Development and Environmental Affairs has started implementing the environmental cleanliness and biodiversity programmes, which have a great potential of absorbing unemployed people to productive work. The province has also intensified its communication strategy in profiling and presenting the EPWP and the best practice within the province. It aims to increase the public awareness on the strides the province has taken in mainstreaming job creation within the core mandates as well as to engage its social partners in attempts to encourage them to invest more in job creation programmes. EPWP Phase 2 in the province is well on track. During 2009, the National Youth Service programme was launched by Roads and Public Works with the aim of contracting 1 000 youth to maintain government assets. The Nelson Mandela Bay Municipality graduated 60 EPWP learnership contractors and in September, cheques were awarded to the public bodies eligible for the Wage Incentive Grant as a symbol of commitment in accelerating and taking the fight against poverty and unemployment to greater heights. A series of briefing sessions were held throughout the province with professional consultants to help them understand the EPWP requirements.

and Transport, as part of their “inaccessible roads programme”. Jobs were created for 111 people. Routine maintenance can easily be carried out by locals using the skills acquired during construction.

Spekboom thickets
The EPWP, through the Department of Economic Affairs and Tourism and the Gamtoos Irrigation Board, has established two sites on degraded communal land at Glenmore near Peddie where spekboom thickets are being planted to prevent further degradation and soil erosion. The work teams consist of 12 members each. Plans are in the pipeline to create 26 more jobs in the area and to sell carbon credits to foreign buyers.

FREE STATE
The Free State has shown considerable progress over the last few years in implementing the EPWP, particularly in the infrastructure, social and environmental sectors, with the provincial EPWP continually overachieving its targets for the creation of job opportunities and training. The Free State Public Works and Rural Development Department implements labour-intensive construction projects aimed at delivering much-needed community-level infrastructure, while at the same time contributing towards job creation targets. As part of Operation Hlasela, the department contributes, through the EPWP projects, to the revitalisation of Batho Location, particularly renovating the Maphikela Triangle. In building social cohesion in rural areas, the EPWP will renovate four community halls in the Xhariep district towns of Smithfield, Jacobsdal, Edenburg, Rouxville as well as Boshoff in the Lejweleputswa district. From November 2009, for a period of 12 months, the department will commence with a labour-intensive access road in Jaggersfontein amounting to R10 million. It will also respond to the call of township revitalisation programme by building an ablution block and fencing the cemetery in Jaggersfontein. These projects will alleviate unemployment in the poverty-stricken district. The Kroonstad house of the late reverend ZR Mahabane, former president of the ANC, will also be renovated. As part of the provinces’ commitment to providing accommodation to early childhood development centres, the EPWP unit will complete the construction of the Smithfield Crèche. The department, together with the national Department of Public Works and the Masilonyana Local Municipality, has put systems in place to launch a pilot project on waste management, the aim of which is to clean and green the designated areas. This is consistent with the premier’s call in his State of the Province Address regarding the launch of National Youth Service (NYS) projects focusing on cleaning and greening. It is expected that 60 households will benefit from this pilot project budgeted at R600 000 and all goods and services linked to the project will be sourced from local suppliers to contribute to the local economic development. The department also conducted a workshop with all the municipalities to discuss the effective implementation of the EPWP phase 2. Together with the Department of Corporate Governance and the Office of the Premier, the public works and rural development

Examples of Eastern Cape EPWP Projects
Inkwanca Home-Based Care Centre in Molteno
With funding from the Department of Social Development through its EPWP and the Department of Health, the Inkwanca Home-Based Care Centre in Molteno cares for 568 children of which 268 attend crèche and after-school centre every day. Employees include 15 carers who undertake home visits, a social worker and a nurse, as well as full-time staff for the vegetable garden, the kitchen producing food for Meals on Wheels, and commercial clothing makers that make free school uniforms for disadvantaged pupils.

A world first experimental road
The Eastern Cape Department of Roads and Transport, in partnership with the CSIR, implemented an experimental road project at the KuNgolo village near the Mthatha Quarry to change the road from gravel into the world’s first 50 mm continued reinforced concrete pavement (CRCP) road. The virtually maintenance-free road significantly reduced the cost of the road and increased the labour intensity. Two hundred and twentyfour locals were employed and trained. If proven successful, this technology will be implemented all over South Africa and the world.

Ngcingcinikhwe village now connected to the world
Physically isolated by the Great Kei River and enormous vertical cliffs, Ngcingcinikhwe village has now been connected to the world with a one-way all-weather concrete access road, a project implemented under the Eastern Cape Department of Public Works EPWP programme, with help from the Department of Roads

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Morongwa Business Enterprises

ADVERTORIAL

Endeavouring to empower
Quality is our motto, construction is our passion
Client: Department of Public Works Project: Cluster three schools • renovating five schools • plumbing • electrical. Project: Hoedspruit Clinic: • construction of a clinic and nurses’ homes. Project: TPA refurbishment: • fitting of new sanitary ware • tiling • plumbing of six ablution blocks. Project: Napo School Construction of: • eight classroom blocks • eight pit latrines. Project: Phalala Magistrate Office: • renovations and repairs of old offices • construction of four garages and one guard house • installation of a plumbing and electricity connection.

MORONGWA BUSINESS ENTERPRISES was founded in 2001
by Morongwa Maleta – a woman with a vision of excelling in the construction industry and empowering other women to follow in her footsteps.

Our values are:
• empowering women in the workplace • dedication • compliance • value for money • loyalty towards the workforce • integrity • Batho pele (People first). Our highly qualified and experienced staff are the building blocks of our company and the key to our success.

Social responsibility
Morongwa Business Enterprise’s operations also extend to the community. The company offers assistance to the underprivileged through donations made to aid institutions. The company gives vegetables monthly to the Holy Jerusalem Soup Kitchen in Kwa-Xuma, which supports orphans and people living with HIV.

Our vision is to:
• deliver quality and value in the building, infrastructure and engineering sectors • be the industry’s partner of choice • deliver tailor-made solutions for our customers’ individual needs • expand into the rest of Africa • maintain our high standards of business integrity • continually seek and develop innovative solutions through the work chain. Morongwa Business Enterprises is committed to delivering quality construction at an affordable rate and ensuring compliance. We further endeavour to empower women in the construction industry with the necessary knowledge and skills to compete on an equal footing with their male counterparts.

Projects
The company has extensive experience in carrying out a variety of projects, on differing scales, for both the public and private sectors. The following are examples of our clients and the projects that we have undertaken for them: Client: Tshwane University of Technology Project: Construction of • 72 female residences • four kitchens • one hall. Installation of paving as well as storm water and sewer systems.

Awards and achievements
• Limpopo Provincial Government Department of Public Works MEC Women Contractor’s Award in Recognition of Best Sakhasonke Women Contractor • National Certificate in Construction Contracting (NQF level 2).

CONTACT
Tel: +27 (0)12 991 2467 Fax: 0866 065 195 Cell: +27 (0) 82 806 5952 E-mail: mbeconstruction@webmail.co.za

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department will sign a memorandum of understanding with all 25 municipalities in the province, the purpose of which is to define the roles and duties of each public body in the execution of EPWP. The municipalities agreed to signing this memorandum of understanding on institutional mechanisms for effective implementation, reporting, monitoring and evaluation of the EPWP. Three municipalities have already signed a memorandum of understanding with the national Department of Public Works to access the incentive grants. The department has been coordinating all National Youth Service (NYS) activities in the province and will continue to do so. There have been successes and challenges that were experienced during the execution of the NYS programme. In the last financial year, 107 young people from Motheo and Xhariep were selected and trained in the built environment and some of them have since been absorbed by parastatals and the private sector as part of their exit strategy. The department continues to source funding from potential partners to ensure that 393 youth who were not able to participate on the programme are able to do so. The emphasis in this current financial year is on ensuring that all departments, and municipalities in particular, participate in the NYS programme. In an endeavour to absorb youth and women into the active sectors of the economy, the department – in partnership with Whole and Retail Sector Education and Training Authority – will implement a new venture learnership creation. A total of 30 young people from all over the province will be participating in this 18-month learnership. Upon successful completion of this learnership, they will become fully trained entrepreneurs who will have the necessary capacity to provide quality goods and services to the market.

By focusing on road maintenance, learners are helping city authorities to deal with one of the biggest nuisances in the city: potholes.

Transport infrastructure
A pilot EPWP programme, initiated in 2006 by the province’s directorate of transport infrastructure maintenance to increase output on road maintenance, while also creating jobs and developing contractors, has grown into one of the biggest projects of its kind in the country. In 2008, 69 contractors were supported and maintenance work was increased from 500 to 3 850 km of road. This maintenance programme has created 1 860 jobs. In all routine maintenance work carried out, the emphasis is on using and supporting contractors at CIDB level 1 and mentorship is made available from 15 professional teams. The plan is to grow these contractors to up to CIDB level 4.

Jameson Park Frail Care Centre
The Jameson Park Hospice provides terminally ill patients in the Lesedi Local Municipality with a 24-hour nursing care service. Land was donated by the Lesedi Local Municipality and Gauteng’s EPWP made available R7.5 million for construction. British American Tobacco contributed a further R1.5 million, illustrating how EPWP can encourage public-private partnerships. The Lesedi Local Municipality is committed to operating the centre with trained staff, in partnership with home-based care NGOs in the area. The centre staff also conduct home visits. Up to 30 work opportunities were created during the construction of the centre, excluding locals employed by the four local sub-contractors. EPWP beneficiaries were trained in areas such as bricklaying, carpentry, electrical works, plastering and welding and worked with qualified artisans on site. Previously disadvantaged professionals were also engaged as consultants.

GAUTENG
The provincial Department of Infrastructure Development is responsible for coordinating EPWP in Gauteng. A wide range of innovative EPWP projects have been undertaken in the province, a few of which are briefly described below.

EPWP supports the National Youth Service
Since 2007, Gauteng’s EPWP has recruited up to 4 000 young people, who have secured temporary work opportunities in the Department of Infrastructure Development. In addition, partnerships have been concluded with sister departments and state-owned agencies, such as the Johannesburg Roads Agency.

The new Natalspruit Hospital
With the help of the EPWP in Gauteng, construction on the new Natalspruit Hospital on a 12.7 ha piece of land on the eastern edge of Vosloorus commenced in 2006. The initiative has also been approved as a revitalisation project by both the national Department of Health and National Treasury. As such, the hospital is an example of how cooperative governance involving national, provincial and local government can deliver much needed public infrastructure. A joint venture construction group, consisting of five venture partners and incorporating a unique community involvement structure, has been awarded the work. Up to 48 local sub-contractors have benefitted from the projects and nine emerging contractors are part of the project’s entrepreneurial development programme. Five of these SMME’s are led by women and the other four are led by youths. So far, 273 people have been trained on life skills; 512 on technical skills such as plumbing, carpentry and electrical works. About eleven local contractors have benefitted through 320 jobs created and the more than R4.5 million paid to them. Because the hospital is creating a new development node, the project is continuously creating work opportunities for local people, with more than 70% of those employed being sourced locally.

George Mkhari hospital in Garankuwa
About 24 young people, including 13 women, have been deployed to the George Mkhari Hospital in Garankuwa, west of Pretoria. These learners are provided with training in as many as four trades, including carpentry, plumbing, electrical works and air conditioning. The learners are able to deal with the hospital’s plumbing problems and the maintenance of over 300 air conditioners, reducing turnaround time and improving conditions for the hospital staff and patients.

Joburg Roads Agency’s Benrose Depot
A total of 34 young people, including 18 women, have been placed at the Johannesburg Roads Agency’s Benrose Depot.

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Refemo Maintenance Services

ADVERTORIAL

Exceeding expectations
Refemo Maintenance Services champions quality workmanship, professionalism and innovation.

• be a one-stop shop in the construction services industry by providing services ranging from generic construction requirements to specific sector requirements that are traditionally addressed by larger construction operators • employ and retain the best talent in the industry, promoting employee development by offering comprehensive on-and-off-the-job training. Refemo Maintenance Services offers the following services: • general building- public and private infrastructure • civil works • electrical works • alterations and renovations • flooring and carpentry • waterproofing, plumbing and drainage • fencing (steel and concrete palisades) • vinyl sheeting and tiling

REFEMO MAINTENANCE SERVICES was founded in January
1998 by Patricia Dikeledi Mogale. Mogale’s husband and son are actively involved in the management of the business. The company’s principle focus has long been the provision of general building, maintenance and renovation services. Our skills and capital growth, coupled with constant client satisfaction over the years, have inspired us to expand our product portfolio to include general building construction and various other specialised activities in the field of construction. We have become a fully fledged construction company providing a variety of services that range from general building construction, to flooring, roofing, civil works and electrical installations. Time and time again, we have proved our capabilities in the industry by successfully completing construction works and installation upgrades for major

health and academic institutions. Our pride in our burgeoning entity is, unequivocally, our personnel. These individuals are exceptionally trained and possess vast experience in many fields and industries, and are fundamental in delivering quality and professional service. We believe in the uniqueness of each client’s needs. The company upholds high quality and service standards, and employs only the most qualified and experienced personnel. We aim to: • deliver unparalleled construction services to the building industry in general by employing specialist skills, while performing client specifications • exceed the expectations of our clients continuously in terms of quality, costeffectiveness and time frames, through continued research and use of stateof-the-art technologies and skills in service delivery

CONTACT
13 Reedbok Avenue Leondale Germiston, 1401 PO Box 16240 Leondale, 1424 Tel: +27 (0)11 865 2624 Fax: 086 635 0958 E-mail: info@refemo.co.za www.refemo.co.za

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Q3 [1 April – 31 Dec 09]: Overall EPWP - Job opportunities per sector and province Environment & Culture
11 438 3 519 11 226 17 837 5 658 3 063 3 262 2 415 7 622 66 040

Duduza Resource Centre

Province
EC

Infrastructure Non-state Social
40 142 7 103 53 712 68 370 9 947 6 982 9 186 8 099 13 986 217 527 12 509 4 147 2 413 4 236 2 499 4 391 354 2 598 562 14 716 11 182 14 379 54 570 22 927 18 507 5 875 11 320 11 990

TOTAL
78 805 25 951 81 730 145 013 41 031 32 943 18 677 24 432 34 160 482 742

The Duduza Resource Centre in Ekurhuleni was FS established in 1992 as a community development GP centre, housing workshops, education activities, community meetings and various community outreach KZN programmes. With around 15 separate projects running LP from the Duduza Resource Centre, space is a huge MP challenge and the centre was often forced to turn away NC projects. The EPWP in Gauteng therefore invested NW nearly R4 million for building an additional building on WC the grounds of the centre, employing local labour and TOTAL labour-intensive construction. The construction of the additional buildings is now complete and already 90% in use by organisations such as the Masihlanganeni Association for the Disabled and a private college training locals in upholstery and cabinet making.

33 709 165 466

KWAZULU-NATAL
KwaZulu-Natal occupies almost 8% of the total land area of the country and is home to 21% of the population. It has the secondlargest provincial economy in South Africa, despite being the country’s third-smallest province. It contributes approximately R206 billion or 16.5% towards the country’s gross domestic product. (Davies, 2008). The biggest challenge facing the province remains job creation. The provincial government has established a number of different mechanisms to ensure that provincial growth and development occurs in an integrated and balanced manner that also reduces the gaps between the dual economies. The EPWP is one of the mechanisms identified to create job opportunities.

selected by the communities themselves, is required to work a maximum of 60 hours per month. The programme is targeting women-headed households and has developed into a major employer of mainly unskilled and otherwise unemployable labour, 96% of which are women, on 25 000 km of the province’s road network.

African Renaissance Upgrading Programme (ARRUP)
This emerging contractor development programme focuses on wealth and job creation in historically disadvantaged communities. Piloted in 1994 as part of the Roads for Rural Development Programme with a budget of R3 million, this programme assists emerging contractors to acquire the skills, experience, and capital that contractors need to compete successfully with other independent entrepreneurs in the construction industry.

Institutional arrangements
The Department of Transport was mandated by the KZN Cabinet to lead EPWP in the province. There are two structures that oversee the coordination of activities and implementation of the EPWP in the province, the Provincial Steering Committee, convened by the Department of Transport on a quarterly basis, and the Sector Coordinating Committees, that are convened on a monthly basis by sector lead departments.

Learnerships
In 2008 the Department of Transport implemented the Vuk’uphile and road worker learnerships, two-year EPWP-specific programmes through which contractors are trained in civil construction activities through classroom theory and practical implementation on site. The contractors are capacitated and skilled in executing labour intensive

EPWP achievements
Infrastructure sector
There are a number of infrastructure programmes implemented through the various provincial departments.

Zibambele
A routine road maintenance programme, based on the Kenyan Lengthman system and using EPWP-aligned labour-intensive methods and norms. Each contractor,

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STREETS t

STORMWATER t

EPWP PROJECTS
Allow us to assist you with the implementation of EPWP projects:

BUILDINGS t

SEWER RETICULATION t

NQF7 and NQF5 qualified civil professional engineers to plan, design and supervise labour intensive EPWP projects
Tel: 013 752 7475 Fax: 013 752 2036 Cell: 082 558 2316 or 082 469 0639 info@tumberfourie.co.za

LEARNERSHIPS t

WATER RETICULATION t

Civil Engineers and Project Managers

AMM TRADING ENTERPRISE
CLEANING SERVICES: Cleaning carpets &
windows, cleaning equipment, cleaning chemicals & pesticides, cleaning sanitary bins

CONSTRUCTION: Civil engineers, building houses, stormwater control, water (storage, bulk), roads (gravel and paved roads)

OFFICE EQUIPMENT: Desks, office
consumables, computer supplier, printers and cartridges.

CATERING SERVICES: Events management,
weddings, birthday parties

PAINTING

GARDEN SERVICES: Cutting grass, trees
and all garden services

LS MOLOPE BUILDING, 696 MOTHUDI STREET, GA-RANKUWA 0208 TEL: (012) 703 4253 • CELL: 073 560 2909 • FAX: (086) 511 6195 • EMAIL: ammtradingenterprise@gmail.com

THE PROVINCIAL LEVEL

projects and are placed with a mentor to provide guidance while executing the identified projects. These learnerships are implemented in the following areas: Ndwedwe, KwaMashu, Empangeni, Mthunzini and Ulundi. The total number of beneficiaries is 195.

Environmental sector
The Environment and Culture Sector Programme collectively supports the creation of land-based livelihood and community-based natural resource management. The Department of Agriculture and Environmental Affairs’ EPWP initiatives are mainly through the Invasive Alien Species Programme, Land-Care and Diptank Rehabilitation. The Land-Care initiative involves a variety of activities that include small-scale invasive alien plant control, donga rehabilitation and wetland rehabilitation. These initiatives are short term, ranging from a few days to medium term of up to two years. The contribution to this sector’s EPWP by Ezemvelo KZN Wildlife (EKZNW) is mainly through the control of invasive alien plants and tourism-based initiatives. Since the initial implementation of EPWP in KZN, municipalities have been playing a critical role as far as creating much-needed jobs and where possible, facilitating skills development. There are a number of municipalities in KZN that continue to implement EPWP projects and currently include Umsunduzi, Hibiscus Coast and Mnambithi/Ladysmith. This is also in line with poverty alleviation within the poverty nodes of KZN. These municipalities have implemented the Siyazenzela initiative which is a community based waste management project wherein community members provide waste management services on behalf of the municipality. Community members collect and sort waste and in exchange for the sorted waste, receive food parcels from the municipality. The potential for this initiative to create more jobs and contribute to more effective waste management is partly limited by funds. The total number of community members benefitting from the project within the province is 452.

LIMPOPO
Limpopo featured strongly at the recent Kamoso Awards for its contribution to the EPWP. In the Social Sector categories, Limpopo was recognised as the Best Province – Early Childhood Development, while its Manyeleti Youth Academy programme walked away with the Best Innovative Project award. In the Environment and Culture sector of the Kamoso Awards, Limpopo was also honoured as the Best Province, while its Greening Vhembe project received the Best Project – National award, and the Limpopo-based Mbhombela Cultural Group Cooperative took the top honours as the Best Cooperative. Many other EPWP projects were nominated and recognised as finalists for the Kamoso Awards. To manage these programmes effectively, the Limpopo Department of Public Works has established a provincial steering committee (PSC), involving all EPWP stakeholders, which convenes quarterly. The PSC has a technical arm, i.e., the Technical Coordination Committee, which meets more regularly and deliberates on day-to-day technical activities of the sectors. Four sector coordinating committees are also established, each comprising of relevant implementing agencies and facilitated by a lead department. The department is being assisted by the International Labour Organisation (ILO), which is providing technical assistance and skills development support in infrastructure-related works covering all the sectors, while providing managerial support related to the implementation of EPWP. Sector plans have been prepared for all the sectors, which outline the scope and activities of EPWP projects under each sector. As part of its implementation strategy, the department has been providing assistance to the municipalities and other implementing agencies in the selection and design of projects, realigning projects to EPWP principles as well as awareness creation in the form of workshops and seminars. Programmes involving the Department of Water Affairs’ Working for Water project, including the protection of water sources and the removal of alien plants are ongoing. The Department of Agriculture is implementing projects under sustainable land base livelihood, RESIS and land care. The Department of Economic Development, Environment and Tourism has several projects that include the fencing of national

Social sector
The intervention in the social sector involves creating work opportunities in public social programmes such as community health workers, Home Community-Based Care, Early Childhood Development, and National Youth Service. The interventions are implemented through the Departments of Health, Education and Social Development.

Kamoso Awards
In 2006/2007, the KwaZulu-Natal Department of Transport was announced as the Best Performing Provincial Department at the Kamoso Awards. In 2007/2008, and again in 2008/2009, the department received two awards for the Best Maintenance Project and Best Province in performance.

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Equizine Civils

ADVERTORIAL

From strength to strength
Continually rising to the occasion, Equizine Civils continues to expand its range of construction and civils services to a growing client base.

THE HISTORY of Equizine Civils is closely linked with the Expanded Public Works Programme (EPWP). The company was established in 2006 by Sisa Tinise under the Buffalo City Municipality’s EPWP learnership agenda. It is based in Mdantsane, East London, and its areas of specialty are civil works, building construction, maintenance, renovations, rehabilitation of civil structures and various other civil engineering and construction services. In addition to an experienced and knowledgeable management and supervisory team, Equizine employs a skilled team of labourers, who possess the skills set necessary to complete any job to the highest-quality standards. The company is 100% owned by Tinise, who achieved a civil engineering qualification while developing his skills profile. He also has extensive experience, which he gained through the EPWP learnership empowerment programme. Employment creation and poverty alleviation for previously disadvantaged people are key aspects of this entrepreneur’s vision, and are actively pursued in the company’s planning. Equizine Civils aims to become a leading contractor, providing the highest-quality service in construction, civil engineering and building science in the Eastern Cape. Among its priorities is the development of a safe, active and positive workforce. The company attributes its efficiency to its top-quality, experienced and motivated staff, and it is dedicated to creating empowerment opportunities for their employees. As an organisation that is sensitive to change, Equizine keeps abreast of developments and opportunities in the construction industry through its association with professional bodies such as the Engineering Council

of South Africa (ECSA), the South African Institution of Civil Engineering (SAICE), the Construction Industry Development Board (cidb), the South African Federation of Civil Engineering Contractors (SAFCEC), Master Builders Association (MBA), and the Chamber of Commerce. Equizine provides the following services: • road construction • water supply reticulation • sewerage reticulation and sanitation • sidewalk construction, including kerbing, concrete paving and asphalt • asphalt speed humps and speed hump tables • low-cost housing staircases, slabs, beams, pillars and columns • retaining walls: gabions, stone pitching, concrete walls and masonry walls • roof structures • parking bays, e.g. taxi and bus bays • tunnelling • subways and bridges • fencing • painting • plumbing.

Previous projects
• Mdantsane schools’ pedestrian facilities: construction of sidewalks, speed humps as well as taxi and bus bays next to schools in Mdantsane • Nxamkwana sanitation project: construction of compost latrine toilets in the Berlin rural area • rehabilitation of sidewalks in Mdantsane • construction of sidewalks on the Qumza highway • rehabilitation and upgrading of roads in Mdantsane • road construction in Mdantsane.

Equizine Civils ensures that it completes projects within the allocated time, producing the finest-quality work. The company’s inventory consists of: • 1 × concrete mixer • 1 × plate compactor • 1 × generator • 1 × concrete breaker • 1 × grinder • 1 × flat truck • 1 × 1t van. Its staff complement is made up of the following artisans and labourers: • five bricklayers • two roofing carpenters • two plumbers • 20 general labourers • two operators. Equizine Civils has the capacity to provide services that vary in scale and type, having established relationships with other reputable contractors in different subtrades with whom it partners for specialised projects. The business intends on purchasing more plant and equipment in the near future, maximising revenue and realising its ideal potential. By offering plant hire in addition to its already-extensive repertoire of services, Equizine will cater to a wider range of its clients’ needs.

CONTACT
Postal address PO Box 185 Mdantsane East London, 5219 Fax: +27 (0)86 513 8154 Cell: +27 (0)71 444 6962/ +27 (0)76 916 3946 E-mail: sisatinise4msirana@yahoo.com

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THE PROVINCIAL LEVEL

parks, construction of camp sites and game viewing sites, reclamation of land and the refurbishment of lodges. The infrastructure sector is implementing projects such as roads, water and sanitation, fencing and these are being implemented by agencies that include Road Agency Limpopo (RAL), Department of Roads and Transport and Municipalities. All workers engaged on these projects have been provided with skill training in collaboration with the Department of Labour. The social sector’s primary focus in the province is the empowerment Social Sector Progress 1 April – 31 Dec 2009 (Overall) of basic social services, through implementing projects such as early childhood development, home community-based care and youth development programmes, Infrastructure sector: Work opportunities created since 2004 thereby enhancing the livelihood of the local communities. Year Work opportunities

Giyani Training Centre (GTC)
A training centre has been established in the province at Giyani College of Education premises and caters for both theoretical and practical learnerships to ensure that the training is run in the most efficient and coordinated manner. The training facility also provides services when required, to agencies in neighbouring provinces, including Mpumalanga and North West.

2004/2005 2005/2006 2006/2007 2007/2008 2008/2009 2009/2010 (April to December 2009)

39 570 35 299 41 120 44 164 65 495 44 506

EPWP Phase 2
Early in 2009, stakeholders from various sectors of the EPWP gathered at the cricket sports ground in Polokwane to witness the launch of EPWP Phase 2 in the province. Among the dignitaries in attendance were the deputy minister of Public Works, Ntopile Kganyago, MEC of Public Works in Limpopo, Machwene Semenya and the Premier of the province, Cassel Mathale. In his keynote address, Mathale said EPWP remained the most important vehicle for government to create employment for the poor directly. “Strong political leadership has proven to be critical in Phase 1 of the programme and will be equally important in Phase 2. The introduction of a framework to increase accountability on EPWP performance and a fiscal incentive to reward performance and increase budget for those who are performing, are expected to provide a huge boost to increase the scale of the EPWP over the next five years,” he said. Addressing the capacity crowd, Semenya said, “We are pleased to announce to the people of Limpopo that the first phase of the EPWP achieved its 1 million work opportunities target, a year ahead of schedule.” She further said the first phase of the EPWP was not all smooth sailing. “We realise that there were certain things that we needed to address in order to continue meeting our targets,” she said. According to Semenya, the successes foreseen in Phase 2 will include making paid work the primary objective of the programme, therefore aligning EPWP output with core mandates and programmes of implementing bodies. This should also mobilise

non-state capacity to deliver additional EPWP work opportunities, she said. The Phase 2 launch in Limpopo ended with the signing of a pledge.

MPUMALANGA
In Mpumalanga, the EPWP is coordinated through provincial EPWP committees. To date, Mpumalanga has created more than 100 000 job opportunities across all sectors. In his recent Budget and Policy Speech, Mpumalanga Public Works, Roads and Transport, MEC Dr Clifford Mkasi, said that in Mpumalanga’s first EPWP programme, which started in 2004, the province has exceeded its EPWP job creation target of 100 000 by the end of March 2009 by more than 7 000 work opportunities. The start of EPWP Phase 2 signals a new opportunity for the department to ad-dress some of the chal-lenges presented by the first phase. The target towards which all government departments as well as municipalities in Mpumalanga will work towards in 2009/10 is to create 28 198 work oppor-tunities of which 19 571 will be work opportunities and 8 627 will be full-time equivalent jobs. The national minister of public works, Geoff Doidge, signed a protocol agreement with Premier David Mabuza that committed provincial departments as well as municipalities in Mpumalanga to the above-mentioned targets. The province further intends increasing work opportunities annually to contribute significantly to the national target of 4.5 million work opportunities by 2014. The provincial target for 2014 is to create 237 170 work opportunities of which 75 617 will be full-time equivalent jobs. All municipalities in Mpumalanga have already committed to setting

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Zamang Women Trading & Projects
CK2008/085819/23

• General building • Civil Works • Palisade Fencing • ng n vic ces • Landscaping • Garden Services • Cleaning Services • • Plumbing • Electrical Works • • Alterations and renovations • Maintenance • Gabions • bions
Victoria Molebaloa Tel/Fax: 011 986 5896 • Cell: 082 946 8321 E-mail: victoria.molebaloa@gmail.com Address: 936 Mabalane Street, Mapetla • P.O. Box Chiawelo 1818 8

Zamang Women Trading & Projects QP.indd 1

P and B Master Builders
• building • maintenance (road maintenance, waterproofing, painting and tiling) • renovations • fencing • plumbing • welding • supply • electrical • quantity surveying •low-cost housing units P and B Master Builders’ notable track record includes the following work done for the Department of Public Works

ADVERTORIAL

2010/03/10 03:17:55 PM

P AND B MASTER BUILDERS is an
expert in construction and repair, and also offers supply services. Established in 2006, this emerging business is 100% owned by previously disadvantaged persons. The company supports the national development goal of creating opportunities for women and the youth, and has an equity allocation of 50% female ownership and 50% youth ownership.

in the Western Cape: • reparation of a ceiling and a roof (2006) • reparation of a roof (2007) • boundary wall reparation (2007) • removal of building rubble (2007) • repair work (2008).

CONTACT
30522 Asanda Village Zolastrand, Cape Town Tel: +27 (0)83 553 6457/ +27 (0)83 350 0177 Fax: 086 658 8072 E-mail: tebenaha@gmail.com

Services provided:
• construction • repairs

AKB Construction and Projects

ADVERTORIAL

Prioritising customer satisfaction
Meticulous and customer focused, AKB Construction and Projects is a full-service construction-related company, with the priority of ensuring the satisfaction of its clients.
IN THE ELEVEN YEARS since its establishment, AKB Construction and Projects has continued to maintain a superior standard of quality in every project it undertakes. The company was formally established eight years after founder and director, Aubrey K. Bantsijang, took on his first building and plumbing projects. (Building and plumbing are the company’s main business areas.) Bantsijang also has practical experience in plastering, welding, painting and tiling. He holds a building certificate and a diploma, which he obtained from the Department of Labour in Olifantsfontein in Gauteng. Bantsijang employs a team of skilled, temporary staff for several of the company’s projects, while his hands-on approach in operations guarantees that quality is always
maintained. “We always ensure that we do a proper job, the first time,” he says, highlighting the effectiveness of AKB’s customer satisfaction policy. Customer satisfaction is one of the company’s primary values, which is woven into the fabric of its service promise, together with values such as integrity and professionalism; employing experienced and qualified staff; and respect for the needs of its clients. AKB’s customer focus supports its vision to become an efficient service provider offering high-quality construction services at reasonable rates. Through realising its vision, AKB intends to create employment opportunities for youth, women and the disabled. The company is 100% black-owned, and is presently extending ownership rights to interested parties as part

of its expansion plan. The company’s range of services includes plumbing, building, painting, various maintenance services, building renovations, roofing, ceiling, carpentry, electricals, tiling, welding and paving.

CONTACT
1683 Maputo street, Tladi, Kwa-Xuma Johannesburg, 1868 Cell: +27 (0)83 723 0305/+27 (0)78 466 8022 E-mail: aubreykadimo@ymail.com

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aside 50% of their municipal infrastructure grant for the EPWP, some even committing 100% of their MIG funds. However, provision of EPWP training will definitely be a challenge, as only 40% of the municipalities in the province have been able to set aside 1% of their budget for EPWP training needs.

Environmental sector: Work opportunities created since 2004
Year 2004/2005 2005/2006 2006/2007 Work opportunities 1 592 5 220 23 940 19 228 13 036 8 846

Sakh’abakhi contractor development programme
The province has set targets for the participation of women, youth and people with disability, as well as military veterans in the Sakh’abakhi programme. To date, 55% women, 40% youths, 2% people with disability and 3% military veterans have participated in the programme. One of the biggest challenges is the lack of projects through which participating contractors can advance from one Construction Industry Development Board level to the next. From its first year, Sakh’abakhi 1, there are still 14 learner contractors that need second projects before they can exit the programme. From the second year, Sakh’abakhi 2, 35 learner contractors still need another project before they can exit the programme.

2007/2008 2008/2009 2009/2010 (April to December 2009)

for transport. Another improvement to the programme was that learners are now receiving their monthly stipends through the training service providers i.e. FET colleges and the Ifihlile Training Academy. NYS 2 members will be concluding their theoretical training in 2010 and the 1 050 members of NYS 2 should graduate early in 2010. The recruitment for NYS 3 commenced in October 2009 and will carry on in 2010.

NORTHERN CAPE
At the launch, EPWP Phase 2 in the Northern Cape, which took place in Kimberley in August 2009, the public works minister Geoff Doidge and Northern Cape Premier, Hazel Jenkins, signed the EPWP implementation protocol, to confirm the province’s agreement and commitment to achieving the targeted number of full-time equivalent jobs in the province by 2014 and to confirm the province’s agreement and commitment to assisting and mobilising municipalities in the province. Addressing the audience, provincial MEC for Roads and Public Works, David Rooi, acknowledged the successes of the first phase of EPWP and recommitted his department to achieving the targets set for the second phase of the programme. “Together we can do more to achieve our target for the next five years. “We have committed to provide skills to the unemployed youth. Our mandate as the Department of Roads and Public Works is to build roads and maintain public infrastructure. We will continue to build public schools and libraries.” During her State of the Province Address in February this year, the Northern Cape Premier, NC Jenkins, said that the Northern Cape planned to contribute, through the EPWP, a total of 115 019 work opportunities towards the national 4.5 million target over a period of five years to 2014, including 8 826 work opportunities within municipalities and 106 193 work opportunities within provincial departments. The three sectors namely social, infrastructure and environment will be crucial in the achievement of these targets. The EPWP Phase 2 implementation programme has seen the Northern Cape already creating and reporting an overall 8 153 work opportunities through 204 projects against the annual target of 16 709. For example, the department has spent more than R1 billion on road infrastructure development in the past

National Youth Service
The province formally launched the National Youth Service (NYS) in June 2007. Since then, the youth identified for these projects were trained as artisans, using a combination of on the job and classroom training. For the 2007/2008 financial year, 500 youths were recruited and have graduated as part of the NYS 1 group. Exit strategies saw 10% of the NYS 1 formally employed by the Department of Public Works, Roads and Transport. Some 150 members of NYS I are currently receiving further training at NQF level 3, through the national skills fund programme of Vul’ematfuba. Cooperatives have also been formed and registered as part of the exit strategy. The NYS was scaled up to recruit 1 050 new members. To improve the programme, participants in the new intake were recruited from within a walking distance of the projects identified. This is to ensure that the stipend is not used

Non-state Sector Progress 1 April – 31 Dec 2009 (Overall)

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SIYAZAMA HOUSING CC
CK 2002/018274/23 Vat Reg: 4400218410 17 CHERRY ROAD UNIT 11, PTN 3610 TEL: +27 (0)31 709 3138 FAX: +27 (0)31 709 3472

Siyazama Housing cc provided the clients with the highest quality of materials and service during the
construction of these projects. With years of technical and practical experience, the company guarantees customer satisfaction, placing great emphasis on client communication in order to achieve work ethic, Siyazama Housing boasts a proven track record in residential and commercial construction, ensuring the utmost attention on detail.

SAPS POLICE STATION KWAMASHU - 2007

HOUSE GRAHAM ZIMBALI - 2008

HOWELL HEIGHTS HOWELL RD - 2009 -2010

Siyazama Housing cc is a black empowered business. Members who were previously disadvantaged individuals by determination and hard work has progressed through hard times.

Management has adopted a policy that any project that is awarded to them, the community surrounded by such project must benefit from such, whereby 100% of unskilled labourers and 50% of skilled labourers will be taken from such Today they have a policy to empower people community. This will enhance the relationship through employment. Creating jobs in less with community leaders and the community by advantaged areas were possible. Making sure that creating employment. the community on hand is happy where they work. Where there are local black businesses in the We are proud to be truly South African, making surrounding areas then every Endeavour will be sure as far as possible that all material bought is taken to make sure that we support the local manufactured in South Africa. In this way we are businesses. doing our part in creating employment.
Our motto is to strive to empower people by creating employment and supporting small business to grow from stregth to strength

THE PROVINCIAL LEVEL

Social sector: Work opportunities created since 2004
Year 2004/2005 2005/2006 2006/2007 2007/2008 2008/2009 2009/2010 (April to December 2009) Work opportunities 0 6 474 8 030 5 893 4 711 50 898

department has entered into a service level agreement with the CIDB to establish a contractor contact centre in the Northern Cape to assist these emerging contractors with registration and also mentor them.

NORTH WEST
The North West Provincial Government is well on its way to contribute towards the EPWP Phase 2 targets, judging by various community projects in full swing around the province. The North West Province launched its EPWP under the brand name Semelela, which means “roll up your sleeves and work”, in 2004 through the Modimola Integrated Expanded Public Works Programme flagship project.

five years. The department completed the following major road projects: • Transfrontier Park • SKA road • Britstown – Vosburg • Barkly West – Hartsrivier. The department will spend R1.28 billion on capital infrastructure investment in the 2009/10 MTEF period. The bulk of this is funded from the infrastructure grant allocated to provinces. Projects under way for the 2009/10 financial year are as follows: • Churchill-Bendel road • Ntsweng-Tsineng road • UAP Phase 2 access road • Karakoel access road • Jooste Eiland access road. In addition, projects for 2010/11 include the following: • Vosburg-Carnarvon road • Nababeep-Concordia road • Colesburg-Phillipolus road • Prieska-Niekerkshoop road. Other major projects undertaken by Public Works include the Mental Health Facility, which is now 63% completed and created a total of 744 jobs to date, as well as the Kimberley Conference Centre. Through the National Youth Service (Building Maintenance programme), the Northern Cape aims for a skills revolution among the youth. Young people recruited into this programme will also be enrolled with institutes of higher learning as artisan trainees to further their skills. The National Youth Service programme also facilitates exit strategies for those youths upon completion of the programme, at which point they will be issued with accreditation certificates to enable them to seek for future employment opportunities. Similarly, the Phakamile Mabija leanership programme seeks to support nation-building through involving young people in the delivery of crucial government services and therefore enabling these young people in the maintenance of government assets, while training these youths to become mechanics in the motor industry. These young people will be trained in fields such as fitter and turner, earth moving equipment mechanic, diesel mechanics, as well as air conditioning and refrigeration specialists. The training of learners under the Vuk’uphile Contractor Learnership programme that seeks to build the capacity of emerging SMME’s involved in the construction industry also continues. One of these key challenges experienced in the Northern Cape is the acute limited number of contractors that are registered with the Construction Industry Development Board (cidb), especially on higher grade levels such as level seven to level nine. The

Modimola Integrated EPWP project
The Modimola Integrated EPWP was initiated by the Provincial Executive Council in 2004 to be a flagship project of the EPWP in the province.

The project entails the following:
• Labour intensive routine maintenance of a 70 km section of the Mafikeng-Vryburg road between Mafikeng and Setlagoli, involving five contractors. • Route patrol by three contractors, on the road between Mafikeng and Taung, via Vryburg over a length of approximately 230 km. • Labour-intensive construction of approximately 15 km internal access roads in Modimola by six contractors. • The establishment of an agricultural project in Modimola where 31 small farmers cultivate cash crops for own consumption and commercial production under irrigation, as well as the establishment of an egg-laying unit. The project focused on the integration of the different economic sectors relevant to the rural community of Modimola, to create short-term employment, as well as long-term sustainability and the establishment of economic advantages that will continue to sustain the community once construction of the infrastructure has been completed.The project also targeted unemployed individuals from the project area, to be trained as new small contractors and farmers and for them to employ labour from the project communities for the execution of the projects. A very heavy emphasis was therefore placed on training and skills development. All contractors and farmers employed on the project for the construction of infrastructure were identified, trained and developed through a learnership programme during this project. This resulted in the creation of 46 new entrepreneurs in the form of 16 contractors and 30 farmers, as well as direct employment for approximately 450 people from the target community. It is very clear that the project is having a profoundly beneficial impact on the lives of the people of Modimola, with the benefits filtering through to other parts of the community, such as small businesses.

Rustenburg Local Municipality – Vuk’uphile Projects
These infrastructure projects fall under the Vuk’uphile Development Programme, which is a joint initiative between the Department of Public Works, EPWP, Construction SETA, Department of Labour,

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Lindiwe Hlekani Construction

ADVERTORIAL

Building dreams
AT THE BEGINNING of the Expanded Public Works Programme (EPWP) in Buffalo City Municipality in the Eastern Cape, Lindiwe Hlekani, an architect by profession, began a two-year contract under the auspices of the EPWP learnership programme. Her contract consisted of: • construction management • a sanitation project • building speed humps at a school • construction of a taxi and bus bay • kerbing and sidewalk construction • roadworks around the Buffalo City Municipality. This contract marked the beginning of Lindiwe Hlekani Construction (LHC), a construction and civil engineering company that was established in 2006. Hlekani studied and practised architecture before developing an interest in construction. ”I became curious about what happens on site,” she says. This curiosity, combined with a motivation to overcome construction challenges, paved her way into the industry. LHC is a 100% woman-owned company where women are practically involved in on-site work. LHC specialises in kerbing, paving, concrete sidewalks, road construction, civil construction, building construction, designing building plans, and product supplies. As an additional service, LHC offers an after-service programme by which it ensures comprehensive service to its clients throughout the Eastern Cape, with a vision to expand throughout South Africa. Lessons learned
The process of mastering the handling of practical issues involved in the day-to-day running of the business has honed Hlekani’s leadership skills and cemented LHC as a people-driven entity. “I’ve learned a lot about leadership, communication, and people skills,” she says.

exceed the expectations and needs of clients. It is independent and is consequently able to take advantage of new opportunities quickly, in a dynamic environment.

Key clients
LHC’s key clients include local municipalities, district municipalities, government departments, megaconstruction companies, private-sector entities and private clients.

Values
LHC ensures that projects are completed within the time allocated. “We never miss deadlines and we don’t compromise,” emphasises Hlekani. LHC does its utmost to maintain high standards of integrity, professionalism, transparency, accountability and strives to be effective and efficient. It follows a non-discriminatory policy in employing staff and ensures adherence to industrial health and safety standards.

Previous projects
Nxamkwana sanitation project BCM – R350 000 Rehabilitation of sidewalks in Mdantsane BCM – R320 000 Mdantsane School pedestrian facilities BCM – R1 330 958.

Major business areas
• designing and drawing-up of building plans • construction of retaining walls and boundary walls • construction of concrete sidewalks • driveway construction • paving • kerbing • fencing • water supply and reticulation • sewer-line construction. Hlekani aspires to expand into projects involving water and sanitation. She would also like to start another company, where the sole focus will be on architectural design.

Vision and social responsibility
Hlekani’s goal is for LHC to excel as a woman-owned civil and road construction company, and eventually for it to be listed among the top-five companies in the industry. The organisation is committed to the economic growth of the nation, and believes in the contribution of women, youth and the disabled towards achieving this goal, beginning in the construction industry.

Staff
LHC prides itself on a team of qualified staff that collectively possess a number of industry-related certificates and qualifications. The team consists of two supervisors, a manager, a foreman and a ‘first-aider’. Where it undertakes labour-intensive construction projects, the company employs temporary staff. In this way, it contributes towards the fulfilment of EPWP objectives through which the organisation guarantees that its products and services are continually enhanced.

Mission
LHC aims to make a visible contribution in communities through the consistent provision of unequalled service in every project. The intention is to enhance service quality in the construction industry through innovative construction solutions and to make a visible contribution to rural, economic and human resource development. LHC attempts – through hard work, focus and dedication – to meet and

CONTACT
PO Box 682 East London, 5200 Fax: 086 600 5989 Cell: +27 (0)73 331 6161/ +27 (0)83 711 3563 E-mail: elihlel@webmail.co.za

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EPWP

Absa Bank and the local municipality. Unemployed people, interested in the construction industry, are recruited and shown how to form their own company, comprising one contractor and two supervisors. They undergo a formal learnership programme, followed by practical experience in the form of local municipality projects for which they recruit labourers from the local municipality. A private sector mentor oversees the quality of work, while Absa provides access to financing for the projects. Following the two-year programme, they receive a formal qualification and have the experience to go out into the private sector and find other work opportunities. There are currently 1 500 contractors and supervisors under this programme. The head of infrastructure for EPWP, Maikel Lieuw-Kie-Song, said that Vuk’uphile is the biggest contractor development programme in the country, with 39 programmes, worth R1.5 to R2 billion, in the Rustenburg area alone. “The drop-out rates are low, the project completion is good, about 400 people in the local Rustenburg community have been employed as labourers and most of the contractors have ended up with a positive bank balance.”

fight to create employment opportunities and eradicate poverty.

Institutional arrangement
The Western Cape Department of Transport and Public Works was mandated by the Western Cape Cabinet to implement the EPWP as a lead strategy throughout the Western Cape province. The key objectives of the institutionalising of the EPWP Lead Strategy’s strategic directive are to: • provide a planning platform for EPWP per sector with a key output being a sector implementation plan • drive accountability and accurate reporting per department on a monthly basis • develop and document best practice • commission relevant research • implement regulatory framework for provincial EPWP implementation. The EPWP has been the one of the strategies to create job opportunities in the province, and the province’s meeting of targets reflect the commitment and resolve of the Western Cape government and all EPWP stakeholders. Although the Western Cape is performing at a first-rate level in most sectors, a strategic decision has been taken to upscale the EPWP in the following sectors: • Infrastructure sector: • upgrading of access roads in the province • maintenance of provincial roads, targeting poor families identified through ward committees and CDW structures • continuing major construction projects, such as the GansbaaiBredasdorp roadworks • expanding labour-intensive construction methods, such as the MIG projects • going ahead with housing projects throughout the province • expanding the NYS programme • building facility maintenance programme. • Social sector: • the continued launch of the Community Home-Based Care Programme • the continued launch of the Early Childhood Development Programme • expanding programmes in community safety and other healthcare services.

The department has spent more than R1 billion on road infrastructure development in the past five years

North West EPWP/National Youth Service Projects
As one of the sub-programmes of the infrastructure sector of the EPWP, and aimed at assisting the youth of North West to become self-sufficient, this programme imparts valuable life, entrepreneurial and technical skills and provides opportunities for engagement in the actual implementation of projects. The North West Department of Public Works and the Department of Health as its client Department have undertaken to implement EPWP/ NYS projects that focus on the maintenance of governance facilities, such as hospitals, clinics and other government-owned buildings. The youth, who are the primary targeted group, are engaged into formal and accredited skills programme learning as well as active participation in the practical construction and maintenance sites and capacitated with business/entrepreneurial skills to facilitate exiting the programme. Various youth development institutions are playing a pivotal role in ensuring effective involvement of youth – such institutions are the Department of Labour, Department of Public Works, Umsobomvu Youth Fund, Provincial Youth Commission and the Small Enterprise Development Agency. The North West Department of Public Works aims to employ 565 young people – to date 465 young people have been identified and placed in 10 projects that are spread throughout the province.

Kamoso Awards
In 2007/2008, the Western Cape Department of Community Safety’s Bambanani Programme was announced as the best innovative programme in the social sector of the Kamoso Awards. In 2008/2009, the George Municipal won the Best Maintenance Project – Municipal within the infrastructure sector. The City of Cape Town was also recognised for the Best Innovative Project within the environmental sector.

WESTERN CAPE
The Expanded Public Works Programme (EPWP) in the Western Cape is being implemented by a united front of provincial departments, the City of Cape Town and the people, joined in the

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M E T R O & M U N I C I PA L L E V E L

City of Johannesburg
The City of Johannesburg has been actively participating in the EPWP since 2004/05, when the programme was introduced as EPWP phase I. The city continues to succeed in EPWP phase II, which was launched in April 2009.
HE PROJECT was piloted through the EPWP policy, which was approved by the mayoral committee in October 2004. The policy was reviewed and approved by the mayoral committee in May 2009 to accommodate phase II, demonstrating the commitment of the mayor, Cllr Amos Masondo, and his mayoral committee, to poverty eradication, job creation and skills development. The purpose of the Johannesburg policy document is to provide a framework for the implementation of the EPWP within the city, which includes the operations of all 15 municipal entities. The policy framework seeks to create work opportunities for the unemployed using City of Johannesburg (CoJ) expenditure in the short-to-medium term (next five years), in line with the EPWP. The policy looks at the legal framework, institutional arrangements and implementation framework for EPWP in the city and provides guidelines for the implementation of EPWP projects in the city. In addition, the policy outlines the EPWP targets that the city is aiming to achieve in the infrastructure, environment and culture, and social sectors. The CoJ has set an overall target, which is to create 150 000 work opportunities over the next five-year EPWP programme. The city’s work opportunities will be incorporated into the 4.5 million work opportunities expected to be created nationally by 2014.

T

indicators. An EPWP steering committee responsible for the overall EPWP coordination within the CoJ was also established. The steering committee is chaired by the executive director of economic development and representatives from all the city departments, and entities attend monthly meetings. Each city department/municipalowned entity has appointed a dedicated EPWP ‘champion’ to assist the steering committee in selecting suitable projects for inclusion in the city’s EPWP and learnership programmes. The champions are responsible for ensuring that the planning, design and contract administration of labour-intensive work is carried out by consultants who have completed the necessary skills training. The champions also monitors and reports on the implementation of EPWP projects.

Achievements
The city is implementing EPWP projects in the social, infrastructure, environmental and cultural sectors. In 2008, Johannesburg won three Kamoso Awards, one of which was in the Infrastructure Sector: Best Metropolitan City. In 2009, the city won the Environment and Culture Sector: Best Municipal Project. The Johannesburg Zoo, Johannesburg City Parks (JCP), Pikitup and the city’s department of environmental management contributed to the programme’s implemented in this sector. In the 2008/09 financial year, the CoJ created a cumulative total of 62 713 work opportunities through a total of 336 EPWP projects. The total expenditure in creating these work opportunities and implementing the projects was R5.329 billion.

Institutional arrangements
The city established a dedicated unit to coordinate, monitor and evaluate progress in implementation of EPWP projects. The unit is located in the Department of Economic Development and is headed by deputy-director Lulama Ndlovu, who reports directly to the executive director of economic development, Jason Ngobeni. The deputy-director is responsible for liaising with the sector lead departments at national level, keeping abreast of sector-specific developments and represents the city on all relevant provincial EPWP coordinating committees. The EPWP also features in the city manager’s scorecard, and cascades down to all executive directors who are measured on sector-specific key performance

Successful projects
Some of the successful projects undertaken by CoJ are briefly detailed below. i) The Gcin’Amanzi project won the Infrastructure Sector: Best Municipal Maintenance Programme Kamoso Award in 2008. The project aims to address the problem of ageing water and sewerage infrastructure in Soweto that is resulting in water leaks and burst pipes. The progress on the project to date is substantial and in some respects has already achieved more than the objectives set a year ahead

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of the expected completion date. Over 110 000 stands have been serviced, 60 km of bulk supply has been reticulated, 260 km of water mains has been reticulated and 3 500 toilets have been installed. Water wastage has been reduced by Cllr Amos Masondo, as much as 70%, Mayor, City of Joburg 11 379 jobs have been created, and 477 plumbers and emerging contractors have been trained and contracted. Through the project, 11 super blocks (15 townships) have been covered, R588 million has been spent and R265 million worth of new contracts were awarded. The project has provided exit opportunities to 248 beneficiaries. ii) I-Jozi Ihlomile. This is a unique model of HIV/Aids intervention created to assist the city’s community to translate HIV/Aids awareness and knowledge into action towards behaviour change. It is a community-driven programme implemented by communitytrained volunteers in their own residential areas to develop capacity at community level for individuals and families to deal with issues related to HIV/Aids. The programme was implemented in 18 wards across the CoJ. The target areas are those with less access to information, including informal settlements and hostels. Young school leavers implement this programme with women comprising 70% of the 445 community-trained volunteers residing in the areas where projects are implemented. The community volunteers are given a monthly stipend of R800. iii) Johannesburg City Parks (JCP) won the Environment and Culture Sector: Best Municipal Project (2008) Kamoso Award in 2008. Approximately 90% of JCP Capital and municipal infrastructure grant projects are in line with EPWP guidelines. JCP programmes have deployed a substantial amount of overall annual budget allocation towards the implementation of its EPWP and is an

excellent example of how an existing department or entity is able to contribute towards EPWPwithout having to change its core business. JCP implements a large variety of projects. Some of the main activities include development, landscaping and building of parks and botanical gardens; storm water management; as well as cemetery landscape development and grass cutting. Through these projects, the JCP has created 2 966 job opportunities and provided training to beneficiaries.

Key challenges faced
Underreporting takes place because the champions within departments and entities are changing continuously. Job creation and training initiatives are in place in all city departments and entities but proper reporting still needs attention. Training also continues to be a challenge as access to the Department of Labour funding is difficult and time consuming. The tight timelines on some projects means that accredited training cannot always take place. Instead, workers receive unaccredited on-the-job training. Some of the projects implemented using EPWP guidelines were not designed to be labour-intensive. Meeting targets to create labour-intensive jobs for people with disabilities remains a challenge.

Planned projects
During the 2008 CoJ EPWP lekgotla, a resolution was taken that all projects implemented by the city would be EPWP projects unless the implementers could state why the project should not be implemented using EPWP guidelines. The slogan “Every project an EPWP project” was adopted. Below are some of the projects that are going to be implemented in the 2009/10 financial year. These projects will have a huge impact on the communities in which they will be implemented. • fencing of informal settlements • rehabilitation of Bruma Lake • rehabilitation of Juskei River • tourism safety ambassadors • creation of new learnerships in the environment and social sectors, and upscaling of learnerships in the infrastructure sector • Stretford water mains connection. For more information on the CoJ, visit www.joburg.org.za

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M E T R O & M U N I C I PA L L E V E L

City of Cape Town
The City of Cape Town’s commitment to the EPWP is embedded in its IDP and corporate performance scorecard and is clearly reflected in the range and scope of its EPWP programmes.
N HIS OPENING MESSAGE to the City of Cape Town’s 2008/09 annual report, executive mayor of Cape Town, alderman Dan Plato, says “… on the back of public spending on fixed assets, it has also resulted in the creation of up to 11 700 jobs per year through the city’s Expanded Public Works Programme.” The mandate for the Expanded Public Works Programme (EPWP) within the City of Cape Town is to drive the labourintensive methodology and to make sure that it is mainstreamed in the service delivery operations of the organisation. The EPWP is firmly embedded in the city’s Integrated Development Plan (IDP) and it represents one of the top 20 key performance areas on the city’s corporate performance scorecard.

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EPWP milestones
• During 2008/09, 16 379 EPWP job opportunities were created against a corporate target of 12 000 with a budget totalling R1.3 billion. • A total of 468 officials have received the prescribed NQF level 5 and 7 training for planning and implementing the EPWP labourIntensive methodology since 2005. • An EPWP targets-cascading formula was developed in 2008 to determine a scientific target for each of the contributing departments in meeting the corporate target. The formula has been modelled on capital, operating and grants. • In 2009, council approved a draft recruitment and selection policy for the appointment of local labour on council-funded temporary job-creation projects and programmes. • The city has signed a memorandum of agreement to participate in the EPWP incentive scheme. • A revised EPWP monitoring and reporting framework has been developed in line with the national reporting requirements. • A draft EPWP policy has been developed to guide implementation and is in the process of being approved through the relevant structures of the city.

with the upgrading of 4 km of concrete roads in Tambo village and Guguletu. Some 25% of the project cost, about R2.4 million, has been a direct benefit to the communities in the form of salaries, wages and fees. The project has been implemented in other areas of the Cape Flats.

Other prominent projects across the EPWP sectors
Infrastructure sector
• Spatial planning and urban design: Through this department, EPWP principles are applied to create quality public spaces. This involves the use of labour-intensive construction methods for soft and hard landscaping. The flagship project under this programme is the upgrading of the Grand Parade, which will be one of the 2010 World Cup fan park sites. • Non-motorised transport (NMT): The city’s NMT plan focuses on the improvement of access, as well as the safety and security of cyclists and pedestrians. Under the programme, new cycle paths, sidewalks and disabled-friendly pedestrian crossings are constructed. Areas highlighted are public transport interchanges, CBD areas as well as routes to schools, public facilities and tourism sites. Key projects include park-and-ride facilities at main public transport interchanges, Bunga Avenue pedestrian and cycle bridge at a cost of more than R20 million,

Project Vukuhambe: a landmark project for the city
This is a roads rehabilitation programme using labour-intensive construction techniques. The model maximises the use of local labour and consequently complies with the principles of the EPWP. The initial project, at a cost of R9.5 million, commenced

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as well as the Gugulethu and Nonqubela pedestrian and cycle paths at a cost of more than R25 million. • Rapid Transport System (RTS): To enhance road-based public transport, the city has implemented the RTS. This system uses dedicated public transport lanes to ensure fast and economically efficient public transport. EPWP principles were applied to all the major RTS construction projects at a value of more than R500 million and include projects such as the Hospital Bend upgrade; as well as the construction of a public transport corridor on the R27 leading to the West Coast, the N1 and N2, which are the main entry and exit routes to the city and primary 2010 World Cup venues.

This project contributes to the city’s strategic priority: energy efficiency for a sustainable future

Environment sector
• City Parks spearheaded a project on cleaning public open spaces in 2006.

• The solid waste, sports, recreation and amenities industries are leading the generators of EPWP jobs in the environment sector. • The Witsand project: slipway construction: implemented by the Environmental Resource Management (ERM), the Witsand project in Ocean View involved the construction of a boat-launching slipway, stabilisation of the dunes and the rehabilitation of parking areas. The project was nominated as a finalist in the 2009 Kamoso Awards in the environment and culture sector. • City’s solar-heating initiative in Kuyasa, Khayelitsha: This project contributes to the city’s strategic priority: energy efficiency for a sustainable future, which represents one of the key activities to reduce energy consumption, limiting the city’s impact on the environment and building a low-carbon economy. The project won the 2009 Kamoso Award for Outstanding Innovation. The departments involved in this project include environmental resource management, electricity, housing, and the urban renewal programme, among others.

y B Cost Civic Eng en amm R
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• Road construction – Road making, structure, street seal and paving • Building Construction – brick laying, roo ng, plastering, painting and glazing • Water infrastructure – pipeline • Bridge construction • Taming • Catering • Renovation • Floor tiling carpentry

• Plumbing – storm water, drainage, piping and channeling • Electricity infrastructure – pipe, chipping, wiring and power line • Transport service • Stationary and of ce furniture • Supplier and cleaning material • Storm water drainage piping and chambering • Wiring and power line – plumbing • Pest control

M E T R O & M U N I C I PA L L E V E L

Nelson Mandela Bay Municipality
Since November 2002, the Nelson Mandela Bay Municipality has recruited, trained and deployed more than 400 community-based anti-crime volunteers around the metro. More than half have since found employment elsewhere.
FFICIALLY LAUNCHED on 28 November 2002 and funded from the municipal levy’s funds, this project extends across the Nelson Mandela Bay Municipality (NMBM). Initially, there were 453 beneficiaries in the project, of which 250 beneficiaries have managed to find permanent or part-time job opportunities elsewhere. Currently, there are 125 beneficiaries in the project, consisting of 63 men and 62 women, of which 56 are young people. All the volunteers receive a R850 monthly stipend. Over the last eight years, the community-based volunteer programme has proven to be the ideal tool with which to achieve the metro’s objectives contained in the Youth Development Strategy and Gender Policy in terms of skills development and promoting gender equality in the area. In 2003/04, the programme won the Impumelelo Silver Award for ‘innovative work in the field of poverty reduction and community development’.

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basic principles of criminal law; and disaster management. A total of 400 volunteers were trained as basic fire fighters and as peace officers, while 387 volunteers were trained as security officers in grades D and EC at the Eastern Cape Training Centre and the special event course. In addition, 368 of the volunteers have been trained in self-defence, while 62 volunteers underwent a disaster management course. All the volunteers attended a workshop facilitated by UMAC, CSVR and ISS.

Scope of work
Currently, the volunteers play a support role for the activities of other role players such as the SAPS, traffic services, beachfront office, with security services, disaster management and now the fire and emergency services. Some of the activities include foot patrols in the crime hotspot areas, including deployment in the CBD, assisting at scholar patrols, major events and roadblocks around the NMBM, as well as patrolling all the beaches around the municipality. Volunteers played an active role in the SAPS Sector Policing Programme and were instrumental in recovering stolen property as well as confiscating dangerous weapons during their activities. Volunteers worked night shifts with the SAPS and letters of commendation were received from some of the police stations where volunteers were operational. During the festive season, 30 volunteers are assigned to the security services where they assisted security officers by patrolling problem areas along beaches and other hot spot areas to reduce crime. Volunteers are jointly deployed to work with the traffic officers and security at roadblocks across the metro and to assist the SAPS with the sector-policing programme. Only volunteers with Peace Officer status are selected for beachfront operations. A total of 30 community anti-crime volunteers were detached to operate under the auspices of the

Project objectives
• social crime prevention • strong, integrated law enforcement • community participation • improved quality of life • poverty alleviation • reduction in the unemployment rate.

Training
Since the inception of the project, the volunteers have received an extensive range of accredited and non-accredited training. This training includes courses such as behaviour and relations; crime prevention; community policing; giving of evidence; points duty; tactical survival skills; basic fire fighting; basic first aid; legal matters such as domestic violence, criminal procedure, constitutional acts,

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security division. Volunteers are also deployed as tourist ambassadors to look after tourist along beaches and historical places.

Exit strategy
Since the establishment of the project, numerous volunteers found permanent employment both inside and outside the municipality, primarily owing to the skills acquired as part of the programme.

Full-time employment A total of 144 volunteers have found full-time employment, as detailed below:

Of 453 beneficiaries in the project, 250 have managed to find permanent or parttime job opportunities elsewhere

• 19 were employed in government departments • 36 were employed outside the municipality. In 2009, 104 volunteers were absorbed by the safety and security directorate on contract agreement. This number includes 18 men, 15 women, 69 youths and two disabled persons. Of this total, 61 entered the security services, while 43 entered the traffic and licensing division.

Structure

• 59 were employed as traffic officers in the NMBM • four were employed as traffic officers at the Department of Transport • 16 were employed at various NMBM departments • one was employed in the disaster management department of the NMBM • nine were employed in the security division

The programme is managed by permanent metro employees, who are not only responsible for the efficient deployment of the volunteers but also for the various administrative and budgetary functions pertaining to the community volunteer operation. The project manager, LM Majikazana, was appointed to the position from the traffic and licensing services division. In addition, there are two project coordinators and two clerical assistants appointed on a contract basis.

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Myezane Construction and Services

ADVERTORIAL

Committed to community
Producing quality structures and delivering exceptional services while developing people and communities is all part of Myezane Construction and Services’ grand plan for achieving excellence.
MYEZANE CONSTRUCTION AND SERVICES was founded in 2007
and is a partnership between Nonhlanhla and Bongani Mabanga. The company is based in Naledi and concentrates on welding and steelwork, general building, cleaning services, transport and plumbing. The company focuses on the construction of security features such as burglar bars, palisade fencing, carports and gates for private homes and offices. oversee, as can be seen from the quality finish of their structures. As a result of a personal understanding of the need for skills training, the company endeavours to create opportunities for the next generation to gain economic independence.

Policy
• Myezane Construction Services’ overriding policy is to serve clients to the best of its ability, with the aim of forming lasting relationships. • They commit themselves to honouring agreements with every client. • They endeavour to execute every service with the highest level of professionalism. • They provide development services, from feasibility and analysis to implementation and support.

Services
• construction of steelwork, fencing, palisades and railings • welding • general building • maintenance • plumbing • cleaning. Myezane uses only quality raw materials and boasts a ‘clean-and-neat’ finish every time, says Mabanga. ”Our clients always come back and usually refer others to us.” Through a catalogue of well-executed jobs, Myezane attracts a sizeable clientele, offering the assurance that job specifications are met with the utmost care and, where possible, enhancements are made to the original plan. Mabanga aims to provide the best possible service at highly competitive rates. As a 100% black-owned company with a vision of shared empowerment, Myezane Construction and Services is constantly reaching out to people from previously disadvantaged backgrounds, providing opportunities for creating a better life through skills development. The company recruits staff from marginalised communities near its clients’ locations and equips them with on-the-job training, while ensuring that professional standards and quality are maintained. In this way, Myezane Construction aims to train and inspire labourers to become managers in years to come. Mabanga explains that he too was once unskilled and disadvantaged, and a vision to become an independent business owner motivated him and his brother to launch the company. The brothers are highly experienced in the service divisions they

Consulting
Myezane also provides a corresponding service line that includes: • mentorship programmes • socio-economic consulting services • feasibility studies • leadership development • planning and time management consultation. The company is also involved in community projects and ventures, in conjunction with NGOs, which assist youth through training and skills development.

Social aims
Myezane Construction and Services has a social responsibility policy aimed at promoting development and sustainability, and not dependency, in communities. The company achieves these objectives through partnerships with beneficiaries in previously disadvantaged communities. ”We believe that our programmes within the communities are a seed sown for progress and improvement of the quality of life that will contribute towards prosperity and skills transfer,” Bongani adds.

Empowerment
Myezane supports the participation of women in its projects and also facilitates the involvement of youth and the disabled. ”We are committed to staff development and training as part of our contribution to economic empowerment and skills development,” says Bongani. The company has a vision to promote a culture of diversity through capacity-building, equity programmes. Through its positive attitude towards formerly underprivileged individuals, the company aims to address previous imbalances in communities and to contribute towards levelling the playing field of employment equity in the industry.

CONTACT
1613 Khanya Street, Senaoane Location. Fax: +27 (0)11 934 9549/ 086 578 4242 Cell: +27 (0)72 053 6216/ +27 (0)82 541 5835 E-mail: myezane77@yahoo.com

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Amatole Municipality
Located on the Eastern seaboard of South Africa and home to about 1.7 million people, Amathole District Municipality is abuzz with growth and ongoing development.
REGION rich in heritage and folklore, heroes and kings both ancient and contemporary, the Amathole district is affluent in more respects than may be apparent in mere observation. Observation of the district’s economy does however also reveal a substantial measure of the district’s wealth. Industrially, the locality boasts a manufacturing sector that includes automotive, textile, pharmaceutical, electronics and foodprocessing industries. Large companies such as DaimlerChrysler SA, Johnson & Johnson, Da Gama Textiles, China Garments, Nestlé, First National Battery, Summerpride Foods, Castellano-Beltrame, Defy Refrigeration, Dimbaza Foundries, Kromberg & Schubert, Aspen Pharmacare, Yarntex and Coca-Cola Bottling, to mention but a few, have major operations in the area.

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and 20 learner supervisors, systematically engaging the learners in theoretical and practical aspects of the discipline. The first phase of the programme entailed road projects – a major project having been undertaken at Indwe by one group of learners. A second group was involved in a sanitation project at Tendergate. Both groups then participated in a water project undertaken at Tsomo and at Ngcobo. An additional water project was also undertaken at Ngcobo and at Cofimvaba. Since the time of its inception, the municipality has made a notable contribution to the EPWP by creating 8 784 work opportunities.

Benefits from the EPWP Incentive grant
On 7 December 2009, the municipality received a financial allocation to the value of R1 038 400, which will be ploughed back into the region for supplementary job creation initiatives. Also supporting the regional economy are two of the Eastern Cape’s Spatial Development Initiatives (SDIs) for concentrated economic development – the Fish River and Wild Coast SDIs. The manufacturing and processing focused East London Industrial Development Zone, which is endorsed by the Department of Trade and Industry is also ideally located close to the airport and harbour, the only river port in South Africa. The district also has good road infrastructure as well as three tourist routes overlapping it – the Sunshine Coast (Port Elizabeth to East London), the Wild Coast (East London to Port Edward), the Friendly N6 (East London to Bloemfontein), as well as a fourth route, the Amathole Mountain Escape, which falls wholly within the district in the northern boundaries. Looking forward, the municipality intends to extend the scope of its EPWP-related activities to sectors other than the infrastructure sector, where its focus mostly rested in the first phase of the programme.

Inolvement with the EPWP
The municipality’s involvement with the EPWP has been most notable in that it has initiated projects using labour-intensive construction methods. Through these initiatives, the municipality has created employment for numerous unemployed and poor people within the area. Over and above these efforts, the municipality signed a letter of intent with the National Department of Public Works in which a work opportunity target of 9 108 job opportunities was indicated for a three-year period between the 2007/2008 and the 2009/2010 financial years.

The Vuk’uphile learnership programme
Amathole has a flagship three-year learnership programme dubbed ‘Vuk-uphile’, meaning ‘awake and live’. The learnership programme is registered with the Construction Education Training Authority, which emphasises labour-intensive construction technology in keeping with the dictates of the EPWP. So far, it has taken 10 learner contractors

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Chris Hani District Municipality
By continuing to implement a proven formula, the largely rural Chris Hani District Municipality is on the brink of significant transformation in the second phase of the EPWP.
HE CHRIS HANI DISTRICT is a land-locked area situated in the interior of the Eastern Cape between the Eastern Cape coastline and the Drakensberg Mountains. The district municipality is comprised of eight local municipalities, namely: • Engcobo • Inkwanca • Intsika Yethu • Inxuba Yethemba • Lukhanji • Tsolwana • Sakhisizwe. Generally considered a rural district, 95% of the district’s total population is located in rural and semi-rural areas.

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ROMP is an ongoing programme through which the CHDM has employed 1 213 people. This successful programme was nominated for the Kamoso Award for Best Maintenance Programme.

Creating work opportunities
Out of a targeted 3 255 work opportunities gazetted by the EPWP for the 2009/10 financial year, the CHDM has already created 2 766 opportunities. In the 2007/08 financial year, the district municipality exceeded a target of 607 work opportunities and created 1 152 jobs. In the 2008/09 financial year, the CHDM was given a target of 2 689 work opportunities and it created 2 278.

Past and present involvement with the EPWP
The 2000 launch of the Expanded Public Works Programme (EPWP) in the Chris Hani District Municipality (CHDM) was marked by the recruitment of 10 learner contractors under the three-year flagship Vuk’uphile learnership programme. Participants in the programme were at the time tasked with the development of the Indwe roads and storm water drains with a budget of R2 million, as well as a sanitation project at Kleibulhoek with a budget of R3 million. A second project completed during the learnership programme was the Tsomo RDP 2 water supply works in Intsika Yethu Local Municipality. The learner contractors also worked on the Gqobonco Nkondlo water supply works in the Engcobo Local Municipality. Graduates of the programme are free to tender for any job at any municipality and are not bound to work within the CHDM. In addition to the learnership programme, the CHDM has also been reporting on various other capital projects identified with the objectives of the EPWP.

The EPWP incentive grant
Based on results achieved in the 2007/08 financial year, the CHDM was allocated a sum of R7 949 000 by the EPWP. Out of this amount, the municipality has already received R2 700 000, which it is using for various projects in the district.

The future
The district municipality is currently working towards consolidating involvement from all sector departments in the programme. So far, it has only been reporting on infrastructure projects. The Vuk’uphile programme will also soon enrol new learners, as the current group of contractors has nearly completed the course. In an effort to stretch the horizons of development further and to enlarge project capacity within the district, the CHDM is encouraging all of its local municipalities to report their projects to the EPWP so that they too may receive allocations from the incentive grant. Taking into consideration the opportunities that have now been made available through the EPWP, the CHDM is poised for significant development in the next few years of the EPWP’s second phase.

Major projects with the EPWP
The Tsomo RDP2 water supply works, the Gqobonco Nkondlo water supply works, the Cofimvaba ward 15 water reticulation project and the refurbishment operations and maintenance programme (ROMP) are among the district municipality’s flagship programmes. The

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Sol Plaatje Municipality Setting the pace of change
Having long been on track with a vision of alleviating poverty, Sol Plaatje Municipality is a champion of the ideals behind the Expanded Public Works Programme.
OWARDS THE END of the Community-Based Public Works Programme, when discussions surrounding the Expanded Public Works Programme (EPWP) were in their infancy, the Sol Plaatje Municipality was heavily involved in labour-intensive projects, many of which were initiated in 2000. When the EPWP was introduced nationally in 2004, the concept behind the programme was heavily entrenched in Sol Plaatje. At the time, funding for the various projects was drawn from: • municipal funds • Department of Public Works • municipal infrastructure grants (MIG) • Department of Housing and Local Government through the Galeshewe Urban Renewal Programme. The following processes used labour-intensive methods: • construction of roads using the paving block method • construction of roads using the Mc Adam method • construction of bicycle lanes using paving blocks • construction of storm water drains using bricks or concrete • trenching for pipe-laying projects • patching of potholes • cleaning of infrastructure facilities • cleaning and ‘greening’ • formal training and on-site training of labour in the abovementioned processes. The responsibility for the implementation of the above-mentioned processes fell solely on the Sol Plaatje Municipality with no external contractors being brought in. In this way, the municipality created employment for locals and hiring the municipality’s own teams for all labour requirements. Skills transfer and development were also included in the programme through formal training conducted by the Department of Labour as well as on-the-job training. The recent introduction of the EPWP incentive grant is expected to enhance the financial capacity of the municipality further, enabling it to create more labour-intensive employment opportunities.

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Work opportunities created
In the year ending June 2008, the Sol Plaatje Municipality created 2 609 jobs. By the end of June 2009, an equivalent of 10 965 working days had been generated through the programme for that year. For the current year to date, the following job opportunities have been created: Number of job opportunities
4 61 14 68 209 177 341 816 1 690

Project name
GURP Kekana Park in Sol Plaatje Lindani Sanitation Kimberley street lights Roads and storm water paving in Galeshewe EPWP infrastructure EPWP cleaning and greening Sol Plaatje mayoral cleaning project Other EPWP projects in Sol Plaatje Total

Benefits from the EPWP incentive programme
Through the incentive grant programme, an amount of R3.01 million was officially allocated to the municipality for employmentcreation efforts. However, the municipality received claims worth R4 784 350 in December 2009.

Looking forward, what are the municipality’s plans for phase 2 of the EPWP?
The municipality is currently preparing the budget for the 2010/11 financial year, which will be in draft form by the end of March 2010. An amount of R12.34 million has been allocated for the 2010/11 financial year. The allocation increase will allow the municipality to enhance its EPWP implementation process. Projects aligned with the implementation of EPWP will only be finalised when the budget process is complete; however, projects to be undertaken in future will favour labour-intensive methods.

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K A M O S O AWA R D S

Celebrating excellence in job creation
The national Department of Public Works celebrated excellence in the implementation of the EPWP at the third annual Kamoso Awards.
HE 2009 KAMOSO AWARDS recognised the achievements of Expanded Public Works (EPWP) champions at a glamorous ceremony, themed ‘Celebrating excellence in EPWP implementation’, in November 2009. It also served as an important barometer of the progress in EPWP implementation. The Kamoso Awards programme was launched in February 2007 to recognise municipalities, provinces, departments and public bodies that excel in implementing the EPWP. The objectives of the awards are to: • mobilise government stakeholders and partners to increase efforts around the EPWP implementation and strive towards greater heights • communicate and showcase progress, reach and successes of the EPWP as a key government programme • create a platform to enhance the visibility of the EPWP and reinforce its objectives to a broader audience. Emphasising the role played by EPWP as a developmental catalyst in fighting poverty and unemployment, the keynote speaker, Faith Mazibuko, MEC for infrastructure development in Gauteng, said, “The accelerated EPWP targets in the electoral mandate period of 2009 to 2014 are part of government’s concerted responses to the current global financial downturn and aims to provide work opportunities as a safety net to those out of work.” Mazibuko acknowledged the quality of the finalists last year and was encouraged by the valuable contributions made by the many programmes and projects across the country. “The 2009 Kamoso Awards finalists have successfully raised the bar on the level of innovation and creativity in implementing projects that employ large numbers of the unemployed people and provide much-needed goods and services to local communities,” Mazibuko said. The 2009 Kamoso Awards recognised the vital fact that the basic aim of our government is to improve the general socio-economic conditions of our people. As a result, the effective implementation of the EPWP is at the centre of this national undertaking by our government. More so, the growth of the EPWP was highlighted as one of the most important forms of unemployment insurance and social protection. It is

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in recognition of this that the 2009 Kamoso Awards was extended from 15 to 23 award sub-categories, within the three sectors: infrastructure, social, and environment and culture. This expansion of the award subcategories affords the EPWP the unique opportunity to acknowledge the many examples of best practices in second economy intervention, which are being launched countrywide. The event proved that the Kamoso Awards continues to be an important annual pilgrimage of EPWP implementers, evidenced by the number of EPWP implementers and managers who attended the glitzy function in recognition of the hard work they have put in the EPWP projects. A roof-raising performance by AfroPop group Malaika set the stage alight in the Serengeti Boma of the Birchwood Hotel after the end of the formal activities of

The growth of the EPWP was highlighted as one of the most important forms of unemployment insurance and social protection
• • • •

the night, during which Limpopo scooped most of the awards. The members of the adjudication panel consist of representatives from the Presidency, Government Communications and Information Systems, SALGA, National Treasury, DPW (EPWP), and the sector-lead department such as social development or environmental affairs and tourism. The following criteria were taken into consideration during the adjudication phase: • level of labour intensity vs. actual expenditure total allocation vs. expenditure duration of work opportunities (average duration as the benchmark) number of FTEs created per million rand of expenditure exit opportunities provided (15%).

And the winners are…
Infrastructure
Best construction project Best maintenance project – municipal Best maintenance project – provincial Best public body supporting contractor development Best province Best metropolitan municipality Best district municipality Best local municipality Best regional DPW office implementing NYS Recognition of contribution by state-owned enterprise Best innovative project eThekwini Municipality: Asbestos Cement Water Relay Western Cape: George Civil Maintenance KwaZulu-Natal: Zibambele Eastern Cape DPW and DoE with Coega KwaZulu-Natal eThekwini Siyanda District Municipality (Northern Cape) Maluti a Phofung Local Municipality (Free State) Bloemfontein regional office Eskom, Coega Eastern Cape: Ngcingcinikhwe access road project

Social sector
Best province Best province – Early childhood development (ECD) Best province – Home community-based care (HCBC) Best innovative project Mpumalanga Limpopo Mpumalanga Limpopo: Manyeleti Youth Academy

Environment and culture sector
Best province Best project – national Best project – provincial Best project – metro Best project – local Best cooperative Best local municipality Best environment programme Best innovative project Limpopo Limpopo: Greening Vhembe KwaZulu-Natal: Platt estate clearing – eco coffins Gauteng: City of Johannesburg Free State: Mangaung Limpopo: Mbhombela Cultural Group Free State: Mangaung Working on Fire Kuyasa Clean Development Project

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Mmanduku Building Construction

ADVERTORIAL

Bricks and blossoms
Mmanduku Building Construction offers a comprehensive range of building and construction services, as well as flower arranging and catering.
FROM ITS INCEPTION, Mmanduku envisioned itself as a premier provider of quality and professional services within the construction industry. Established in 2003, with a service history spanning over 12 years, Mmanduku Building Construction has developed a colourful spectrum of services that includes building, plumbing and painting, to mention but a few. This rich diversity of services has played a major part in developing sustainability and seeing the company through trying economic climates. The company was founded in accordance with the South African government policy of encouraging the involvement of black-owned businesses in commerce and industry. Mmanduku Building Construction empowers historically disadvantaged individuals through skills training in construction and project management. Mmanduku Building Construction’s mission is to:
• provide quality construction work • render quality services that will add value and enable women and the youth to participate in the mainstream economy • uphold high ethical standards in dealing with clients • fully satisfy client needs • be flexible enough to accommodate all clients • act professionally with integrity and ubuntu. The company aims to be an active participant in Gauteng’s infrastructural development. Mmanduku Building Construction’s staff is imbued with the passion and determination that owner Lesole Lesole has for upholding uncompromising standard of integrity and quality. Lesole explains that Mmanduku Building Construction’s major client draw card is the quality of their completed projects: “We attract clients by letting them see what we’ve done.” On the softer side of the business, managing director, P Lesole, supervises

the company’s catering and flowerarranging services, backed by 15 years` experience. The other founding members of the company are also individuals with significant experience in their own right, having been involved in the construction industry for a number of years.

Service offering:
• plumbing • building • painting • electrical installations • carpentry and carpet fitting • building renovations • road and culvert construction • concrete flooring • catering and floral services • transport • township water reticulation • paving • welding • carpentry

The following companies are among Mmanduku’s previous clients:
• Kubak • Department of Education • Department of Public Works • City of Johannesburg • Sea Kay Engineering.

CONTACT
313 Kgodima Street Molapo 1818 Tel: +27 (0)11 984 6330 Fax: +27 (0)11 984 6330 Cell: +27 (0)83 962 5815 E-mail: lj.lesole@telkomsa.net

The company provides services to:
• government departments • municipalities • private sector • commercial entities • households

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WINNING PROFILE

Eastern Cape school building programme

The Eastern Cape Department of Public Works and the Coega Development Corporation (CDC) were jointly awarded the Best Public Body Supporting Contractor Development in the 2009 Kamoso Awards for their school building programme.
HE SCHOOL-BUILDING PROGRAMME is one of the Eastern Cape’s contributions towards the EPWP. The programme was initiated by the Department of Public Works through the EPWP and funded by the Eastern Cape Department of Education. The project was managed by the CDC, which also received an award for its contribution as a state-owned enterprise in implementing the EPWP. The programme has been able to assist in changing the socio-economic status of the province. Over and above the 50 emerging contractors that have been developed by the programme, so far 2 961 people have been employed. Of this number, 626 were women, 38 were disabled and 1 232 were youth. A total of 54 further education and training colleges interns were placed in jobs and 1 033 people received training on HIV/Aids and OHS. This is the third year in a row that the EPWP schoolbuilding learnership programme has received top honours. In 2008, the EPWP school building learnership programme won the Kamoso Award in the economic sector for Best Contractor Development Programme and also won the Best Government Enterprise Development Programme Award at the EPWP Big News Awards for 2007. The MEC for roads and public works, Pemmy Majodina, said that the award belonged to all the people in the department who have worked so hard to improve the lives of people in the Eastern Cape. “As a department, we are committed to finding sustainable ways to provide the people of the Eastern Cape with access not only to jobs but improved service delivery. This award really belongs to those people who work so hard, often without any recognition, to ensure that as a government we are making a

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meaningful contribution to the lives of the people in the Eastern Cape,” said Majodina. According to Chuma Mbande, CDC Services operations manager, “Coega’s winning of the EPWP is a reflection of the strength of the team that we have in place to ensure the successful delivery of infrastructure projects in the Eastern Cape. We also ensure, together with the government, that we are able to meet the challenges that confront us.” The Department of Education’s chief director for facilities management, Zamayedwa Tom has also welcomed this achievement, expressing the hope that it would also send a clear message to some of our communities that the work of eradicating the mammoth school infrastructure backlog is in good hands. “This clearly shows that even as we make haste in eradicating mud structures, best practice is still the norm as we know that our long-suffering school communities expect nothing less,” he added.

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WINNING PROFILE

Asbestos Cement (AC) Pipe Replacement Project
The eThekwini Water and Sanitation Service came out tops when their Asbestos Cement (AC) Pipe Replacement Project won the coveted Kamoso Award for Best Construction Project in the Infrastructure category.
WS PROJECT EXECUTIVE Alan Kee said recently, “We are delighted to be associated with the aims of the Expanded Public Works Programme (EPWP) as we use large-scale municipal projects of this nature to build both the infrastructure and the communities within our municipality. The AC Pipe Project has provided approximately 12 000 jobs this year to people living in the area. “The community will benefit from the project as it is our policy to source project requirements locally, wherever possible,” explains Kee. “We are proud to have been recognised by the Department of Public Works and for the AC Project to be recognised as an EPWP project that delivers excellence. The Department of Public Works actively encourages small enterprise development in a constructive and managed manner. We will continue to strive to produce sustainable growth in areas affected by the AC Project.” The eThekwini Municipality was recognised as the Best Metropolitan Municipality for their work in consolidating existing infrastructure and establishing new utility infrastructure, with projects such as the Moses Mabhida Stadium and the new airport being mentioned. “The AC project is an outstanding example of what we can achieve with team work and use of local resources,” says Kee. So far, the project has cost R1.6 billion and is on track for completion in June 2010. Around 1.100 km of pipe has been laid to date, as this massive project continues to improve the sustainability of water provision in the eThekwini Municipality.

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WINNING PROFILE

Limpopo’s Manyeleti Youth Academy
The Manyeleti Youth Academy empowers around 330 young people per year so that they can take control of their lives, become economically productive and serve as positive change agents within their communities.
HE MANYELETI YOUTH ACADEMY teaches life and vocational skills to youths between the ages of 17 and 30 who are unemployed or out of school, of which 23% are petty offenders. Participants reside on campus for three to 15 months. The first six weeks entails life skills training, which includes financial management, computer literacy, community safety and elementary fire fighting. During the remainder of the time the focus is on vocational skills training. Professionally, the youth are offered a number of SETA-accredited courses to choose from, the vocations includes beautician, hospitality and catering, diamond cutting and polishing, contact centre professional, business skills and community house building. But it isn’t all work and no play, the academy also offers sport, exercise and other complimentary activities such as debating and motivational talks to ensure that the youths leave as well-rounded, disciplined individuals. When participants complete the project, they are assisted with placement as interns with permanent employment or they are helped to start their own businesses. To date, the project has created 440 work opportunities as well as 58 jobs in the academy, of which 46% are filled by people living in the community and 68% by former participants in the programme. None of the participants have been reported to be in trouble with the law.

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ANDY’S BOILER BURNER SERVICE

&

Boiler, burner sales repairs service and inspections, electrical fault finding, repairs and factory maintenance, dairy/piping installation & hot water system.
Contact Andy Khan Cell: 082 453 7482 Tel/Fax 021 906 6703 Rhonda Khan Cell: 082 457 8423 Physical address: 9 Digtebij Street, Kuilsriver 7580 E-mail: andysboiler@mweb.co.za

Abakhethwa
DEVELOPMENTS

For all your • construction needs • renovations • extensions • roof erecting and installation • wall and roof painting and repairs • installation of floor and wall tiles • new ceilings • deco with gamazinne
Mr T.D. Vumisa Tel: 011 733 2320 Cell: 072 650 1621 E-mail: abakhethwa@yahoo.com Address: 8 Bosman Avenue, Persida, Springs 1559

Abakhethwa Developments QP.indd 1

2010/03/18 10:00:47 AM

WINNING PROFILE

Limpopo School Nutrition Programme
The Limpopo Department of Education has contracted 16 cooperatives, employing 98 women, to prepare and deliver nutritious meals to targeted learners at 38 primary schools for a minimum of 156 days in a financial year.
HE NATIONAL SCHOOL NUTRITION PROGRAMME is a national strategic programme and was established in 2004 under the leadership of the Department of Health as one of the presidential RDP programmes. The programme’s objectives are threefold: to provide school-going learners with nutritious food on each school going day by 10:00; to facilitate the development of food production projects in schools; and to promote a healthy life style. The implementation of this programme entails a number of activities performed by voluntary food handlers, mostly parents of learners recruited by school governing bodies, who receive an honorarium of R500. In light of this, the Limpopo Department of Education introduced a cooperative model as a procurement strategy to improve the quality and quantity of food delivered to schools, and to make a contribution towards job creation. The aim is to empower the volunteers so that they are able to act as service providers in the provisioning, preparation and serving of nutritious food stuffs to schools and learners. The department contracted 16 different cooperatives, all located in the Mogalakwena Local Municipality, from April 2008. All 109 cooperative members (2% male, 98% female and 10% youth) received accredited training through the Department of Labour.

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6. Beneficiaries, who received accredited training on vegetable production, then work in the gardens and the produce is used in the meals provided to the learners. 7. Beneficiaries also manage their business books and issue invoices to the department. As established businesses, they have catering cooperative business stamps, which they use to run business activities.

Beneficiaries’ daily activities
1. Purchase and deliver food to each school, where the food is prepared. 2. The food is dished out in the right quantities per class in line with the training received. 3. Full, nutritious meals are delivered to each classroom. 4. Water with disinfectant is prepared for learners to wash hands before eating. 5. The dishes are washed and the kitchen is cleaned. Beneficiaries also do stock taking every day.

The chairperson Cooperative

of

Leshike

Catering

R2.7 million was shared among 16 cooperatives for delivering food equivalent to 9 619 learners for 187 days in 2008/9. The cooperative members received R392 400 paid as honorariums for preparing food and serving the learners. The idea is to cascade the model across the province. The model is in line with the prescripts of EPWP, where the focus is to create local jobs, capacitate the beneficiaries and develop exit strategy so that the participants are able to tap into other programmes developed by government and the private sector.

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Bongi-M Construction

ADVERTORIAL

Going the extra mile is our standard
With service that goes beyond the ordinary, it’s not hard to see why clients constantly come back to the Bongi-M Construction team.
AFTER having been in business for seven
years and completing many successful construction projects, Bongi-M Construction (BMC) is still taking bold steps, making a lasting mark in the construction industry. The dynamic organisation, headed by Bongi Maseko, is forging ahead in the provision of services related to urban infrastructure, such as water, sanitation, roads and storm water, as well as other related civil engineering works. BMC goes the extra mile in ensuring the provision of a thorough service that is focused on the client’s specific area of need. “As a construction company, we don’t just build according to the brief given by the client. We conduct research of our own and carry out the necessary tests on existing structures so that we can advise clients accordingly. By following this procedure, we save clients a lot of money and trouble. We have had many clients coming back and thanking us for our services,” says Bongi. Bongi always tell her staff that: • everything in business is negotiable, except for quality • persistence and common sense are more important than intelligence – without basic hard work even the best-laid plans mean nothing. BMC’s mission is to enhance community landscapes through quality infrastructure and exceptional service to clients in the spirit of ubuntu, building a good name in the process. The cornerstones of BMC’s mission are: • quality service delivery • client satisfaction • employment creation as well as strong employer/employee relationship BMC employs a team of professional, committed staff who it acknowledges through awards given for notable achievement. In the course of her professional career, Bongi has also gained invaluable experience from consulting engineers and construction companies with whom she has worked. The vision of BMC is to develop into a renowned black-female-owned construction company in a male-dominated industry. The company intends to become a preferred employer for people with an interest in entering the construction industry, particularly those from previously disadvantaged communities. Ultimately, BMC

envisions itself becoming one of the preferred service providers in the construction industry.

Safety
BMC adheres to the highest safety standards.

• laying sewer pipes • laying water reticulation pipes • credit control.

Previous clients
BMC has completed numerous projects for: • Gauteng Department of Education • Johannesburg Water • South African Social Security Agency (SASSA) • Department of Public Works.

Employment creation
Company policy is to employ contract staff at professional and technical levels. This policy is based on the size of each individual project. Labour-intensive methods – with communityagreed, task-based wage rates – are preferred as they tend to maximise both the number of people employed as well as the amount earned per day. In a typical project, unless the necessary skills are not available locally, BMC will recruit personnel from the local community. BMC uses locally based services such as plant hire and security, according to Government Gazette rates, for labour.

Awards and certification
• cidb Women in Construction Excellence Award • Certificate of Management of Civil Engineering Construction Processes • Attended the JBCC series of seminars • civil engineering diploma. Bongi has a vision to see all South Africans housed, irrespective of their race and gender, and have access to basic amenities. She is motivated by the thought of being involved in the changes currently taking place in the country in terms of development.

Company services
• renovation of schools, clinics, offices, apartments, etc. • new building construction, including tiling, ceilings, cabinets and painting • plumbing • civil works – laying sewer pipes, water pipes and gas pipes • meter reading.

CONTACT
1219 Irving Street Queenswood Pretoria 0001 Tel/Fax: +27 (0)12 333 5507 E-mail: bmcadmin@telkomsa.net

Past projects
• renovating existing buildings • new building construction

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WINNING PROFILE

Limpopo’s Greening of Vhembe Project
Limpopo’s innovative Greening of Vhembe project supports the Greening of the Nation initiative, the eradication of malnutrition in the area by enhancing the School Nutrition Programme, encouraging environmental and resource conservation and creating awareness within the schools.
HE GREENING OF VHEMBE PROJECT was launched on 16 October 2008 by the minister of Public Works, Geoff Doidge, in Vhembe District Municipality in Limpopo. The programme has a huge training and capacity-building component, which intends to equip beneficiaries with skills that will allow them to access the job market or to develop their own businesses. The project is funded by the DPW, and coordinated by the Independent Development Trust and the South African National Biodiversity Institute as project implementing agents. It involves the greening of 10 schools and the establishment of a community nursery. The activities include, among others, planting of fruit trees, indigenous trees, medicinal gardens and water-saving gardens.

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The objectives of this project are to:
• support the Greening of the Nation initiative by expanding the greening of schools in Limpopo • eradicate malnutrition within the area • enhance the School Nutrition Programme • encourage environmental and resource conservation and awareness within the schools. The Greening of Vhembe project provides each of the 10 identified schools in the community with 30 fruit trees, 30 indigenous trees, a 600 m² indigenous garden, and a 150 m² vegetable garden. A community nursery was also established where local community members are provided short-term employment coupled with training on environmental and life-skills aspects. As the first

phase of project had to be completed in a limited amount of time, the initial number of labourers required increased from 57 to 113. Each school had 12 labourers on average and these beneficiaries, often parents, were identified by the school principals and local municipalities. When the programme was handed over in February 2009, 13 labourers were employed as school gardeners. A large number of the labourers became volunteers; these are mainly parents who work on a rotational basis for either the benefit of fruit and vegetables or a patch of irrigated school land. All the schools have environmental policies in place to ensure the sustainability of their gardens. In addition, 29 teachers have attended workshops to allow them to use the gardens in all learning areas of the curriculum, five students attended a level 5-accredited course on urban and rural greening techniques, 10 beneficiaries followed an accredited course in bush cutting and 10 completed an accredited first-aid course. All the beneficiaries followed the SANBI horticultural training, giving them a competitive skill in the job market. The nursery at the Tshiluvhi Primary School boasts a hot house and shade house. It maintains plants for the project and provides seedlings and cuttings. At present, it provides seedlings for the SANBI-DEAT projects in Vhembe. The nursery was handed over to the Tshiluvhi Primary School, which has a steering committee to run the nursery and employs a horticulturist as a supervisor. Although food gardens and orchards were primarily established to support the school feeding schemes, several schools sell their vegetables and earn an income, e.g. Tshiluvhi supplies Spar.

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e-KwikBuild Housing Company

ADVERTORIAL

e-Kwikbuild Housing Company
Your home in your hands
also supplied office buildings to Eskom in the Western and Eastern Cape. Under the auspices of ICAP, we also provide HIV/Aids clinics and wellness centres to the Department of Health in the Eastern Cape. We have supplied offices and accommodation units in Angola and Equatorial Guinea.

Projects
Classrooms: We have supplied over 300 classrooms in the last 24 months to the departments of education in the Western, Eastern and Northern Cape, KwaZulu Natal and Mpumalanga. Offices: We have built over 1 500 m2 of office buildings for Eskom in Atlantis and Mossel Bay. Clinics: We supplied two HIV/Aids clinics and two wellness centres for the ICAP Aids Project in Bizana and Flagstaff in the Eastern Cape.

Building systems
Currently, the main building system supplied uses 0.58 mm Chromadek cladding, which is laminated to flameretarded, expanded polystyrene filler. This gives a wall panel a thickness of 40 mm, and a roof panel a thickness of 60 mm. These relocatable buildings may be mounted either on a galvanised metal frame or a concrete slab. The buildings are fully insulated as the entire wall and roof panels are made of the same type of insulated panel. The building kits are in a knock-down format, which makes them readily transportable on conventional trucks. No additional equipment, such as cranes, is required for the offloading process. This allows the structures to be erected in the more inaccessible areas. We currently train subcontractors to erect the buildings in various regions of South Africa. This results in a skills transfer and creation of employment opportunities.

New developments
Currently, e-Kwikbuild is involved with two contracts to supply 90 classrooms to the Eastern Cape Emergency Schools projects. We have been approached by the Cape Town city council to supply emergency shelters for the victims of fires in the informal settlements. We are currently supplying Eskom with offices at their new site in Port Elizabeth for the new gas turbine generators. We are about to start on three new clinics in New Brighton, Motherwell and Zwide in Nelson Mandela Bay Municipality.

E-KWIKBUILD HOUSING COMPANY Housing Company
was formed in December 2002 with the objective of supplying insulated, prefabricated buildings for a wide variety of uses, including housing, offices, classrooms, dormitories, clinics and ablutions. The company has a level 1 B-bbee rating, verified by a Small Enterprise Rating Agency (SERA) verification agency as a black womenowned company. 31% of the equity in the company is currently held by local black women. The main shareholder (51%), KwikBuild Corporation in the UK, was taken over by Lonrho, which has a vision of supplying building infrastructure throughout Africa. They have provided e-Kwikbuild with financial support to help achieve this goal. e-Kwikbuild has its head office and a warehouse in Bellville, Cape Town, which was established Eight years ago. The company’s manufacturing facility is in Markman Industria, Port Elizabeth. This facility is capable of producing 220 panels in a single shift, which is the equivalent of five classrooms. We currently employ 41 permanent staff members and use ten subcontractor teams to erect buildings.

A vision for the future
e-Kwikbuild is looking to develop a new building system to assist in addressing the backlog of housing and accommodation in South Africa. The system will use structural insulated panels to provide the internal core of a building, up to 3 storeys high, quickly, thus giving a weatherproof envelope for the internal trades to work in without being affected by bad weather. The exterior of the building can be brick clad or plastered to suit the architectural requirements of the project. These panels can also be readily used as internal wall panels or cladding on existing buildings. We anticipate that this project will produce a prototype by the latter half of 2010.

Advantages and applications
The KWIKBUILD CB panel building system provides numerous advantages over traditional ’brick and mortar’ structures. For example, these advantages are: • quality look and feel • flexibility and easy extendibility • quick design and construction • fully insulated walls and roof • energy saving • easier transport of materials • possible relocation of structures. • the system components are recyclable. The building system can provide a fast solution for the construction of: • ablution facilities • classrooms • dormitories • clinics • offices • housing

Area of operation
Currently, we supply various types of classrooms to the Departments of Education in the Western Cape, Eastern Cape, Northern Cape, KwaZulu-Natal, Mpumalanga and the Free State. We have

CONTACT
Tel: +27 (0)21 949 0270 Fax: +27 (0)21 949 0288 Cell: +27 (0)82 555 3486 E-mail: jonbuxton@e-kwikbuild.co.za

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WINNING PROFILE

Baviaanskloof project
The Baviaanskloof project, which aims to restore the unique Eastern Cape thicket vegetation in the area, has drawn global attention with its research initiatives. It is widely regarded as the largest scientific experiment in the southern hemisphere.
HE MAIN CAUSE OF GLOBAL WARMING is the massive increase in carbon dioxide gas over the past decades. Since the start of the Industrial Revolution, humans have used enormous amounts of fossil fuels. These fuels and other related products release carbon dioxide when they burn. Plants have the ability to capture carbon dioxide and store the carbon in leaf stems and roots. The plants simultaneously release the oxygen we need to survive. The thicket vegetation found in Baviaanskloof is very effective at storing carbon, especially where spekboom is found. Large areas of spekboom have been destroyed by poor veld management, drastically reducing the sustainability of any form of development and reducing the capacity of the land to store large amounts of carbon. The Baviaanskloof project uses spekboom to restore the degraded landscapes and spans over three distinct areas, Baviaanskloof, the Addo Reserve and the Fish River Reserve. The project beneficiaries are previously disadvantaged, unemployed individuals. These beneficiaries gain skills and experience while they work so that they are able to participate meaningfully in the mainstream economy of the country. The spekboom plants are raised in a labour-intensive nursery in Kouga, near the Baviaanskloof project. The project is implemented by the Gamtoos Irrigation Board based in Patensie, which provides administration services, payment procedures and overall management.

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information and scientific back-up. Various papers have been published and contribute to the steady increase in scientific knowledge of the unique Eastern Cape thicket. The project complies with the international treaties signed by various countries in an effort to reduce global warming, including the United Nations Framework Convention on Climate Change (UNFCCC) and the Kyoto Protocol.

Current status
The thicket project is exceeding all expectations. Currently, 303 thicket wide plots have been completed across the thicket biome. The planting method has steadily evolved into a mechanised system through which productivity has been increased from 7 ha per contract per month to 25 ha per contract per month. A total of 693 has have already been planted, but this will be significantly increased during the 2010/11 financial year. The project currently provides work opportunities for 91 people from some of the most resource-poor communities of the Eastern Cape. Continuous improvements are made in terms of the management of the project and the planting methods employed.

The future
The new financial year will be one of the most exciting to date as the project intends launching large-scale planting in all areas for the first time since 2004. The accumulation of years of dedicated hard work by scientists such as Mike Powell is now becoming a reality and this will be the first year of full-scale implementation. The prospects for eco-tourism are high and, in addition, the long-term vision is to establish a carbon trading system in which the carbon credits generated by the project can be sold on the international market. South Africa is in the forefront regarding this research and the public design documents will be sent for validation in 2010/11.

International impact
The project has drawn the attention of the entire globe with its research initiatives and is regarded by many as the largest scientific experiment in the southern hemisphere. A dedicated group of scientists, formerly known as the Rhodes Restoration Group, continues to supply the project with

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Kunini Business Enterprises

ADVERTORIAL

Customer is king
A strong customer focus and service excellence are the distinguishing qualities of rising star Kunini Business Enterprises.
THE EXPANDED PUBLIC WORKS PROGRAMME (EPWP) boasts a rich
tapestry of companies that have reaped significant benefits through participation in the EPWP learnership programme. One such company is Kunini Business Enterprises. The emerging organisation, which operates in Limpopo and Gauteng, took part in the Sakhasonke programme in Limpopo. Registered in 2001, the company is 100% woman and 100% youth owned. The company’s major business area is building construction and civils. The company also concentrates on the following: • building construction • civil works • electrical works • plastering • plumbing • carpentry. Kunini aims to become the preferred service provider in all areas in which it operates. The company strives to provide optimum solutions and quality products. The enterprise has a strong customer focus and prioritises achieving and maintaining exceptional quality in their products and services. At Kunini, employees are valued, respected and mentored to be responsible leaders in their respective work areas. Kunini Business Enterprises has a social investment programme through which it empowers women, youth and the disabled. Through its sizeable plant, Kunini Business Enterprises is able to meet client needs efficiently and without unnecessary delays. The company’s inventory consists of: • trucks • bakkies • scaffolding • bomag compactor • theodelite • dumpy level • concrete mixer • plate compactor • fully equipped workshop. Kunini Business Enterprises’ project history illustrates its wealth of experience, especially in the area of construction. Some of their previous projects include: • renovation of schools • construction of various structures, including classroom blocks, an administration block and toilets at a number of schools.

CONTACT
117 Forest Hill, 900 Koeduberg Street Faerie Glen, Pretoria East Tel.: +27 (0) 12 991 7841 Fax: 086 619 1883 Cell: +27 (0)82 939 9667 E-mail: kuninij@yahoo.co.uk

Ithemba Construction
• Bricklaying • Painting • Roof construction and covering • • Building alterations and general maintenance • Brick and precast concrete paving • Plastering • General cleaning services • • Civil engineering • Mechanical engineering •

Inyameko Trading 126 cc Trading as

156 Cambridge Street, Goodwood 7460 Tel: (021) 592 0448 • Fax: (021) 591 0859 Cell: 082 973 9618 • ithembaconstructions@vodamail.co.za

WINNING PROFILE

KwaZulu-Natal’s Platt Estate-Clearing
The Eco-Coffins Project is a KZN initiative aimed at controlling invasive alien plants, rehabilitating and healing the environment, while creating employment opportunities and social benefits for poor communities.
and have a significant impact on water security, the productive potential of agricultural land, the severity of wildfires, and many other impacts. The project is labour intensive during all stages, from the clearing of the invasive alien trees to the manufacturing of the coffins, to optimise the number of sustainable jobs that can be created. Opportunities are provided for the long-term unemployed and 83 jobs have already been created in the clearing and manufacturing process. All of these people were unemployed prior to the start of the project. Emphasis is placed on providing opportunities to women, the disabled and former inmates to ensure that the job opportunities created are available to the marginalised. Another social benefit of the project extends to the poorest people in the local communities, who often borrow money, or use all of their insurance payouts, to bury their loved ones in ornate coffins. Through the eco-coffins project, dignified funerals – in keeping with all major religious traditions – are possible without deepening the plight of the poor. The eco-coffins are of a high standard and can compete in a commercial arena. The eco-coffins are made available to the poor at cost through faith-based organisations in South Africa working in partnership with local authorities, traditional leaders, NGOs and ethical burial societies. As such, it seeks to give the poor the greatest possible dignity, at the lowest possible cost, in their time of bereavement through the provision of quality eco-coffins and pastoral support around the funeral. The formal engagement of the traditional authorities and faith-based organisations to facilitate distribution and to advocate affordable funerals has been key to the success of the project. The programme was awarded US$ 150 000 (about R1 million) for a two-year pilot project as one of 31 winners, from over 2 600 entries, in the World Bank’s ‘development marketplace’ finals in 2005. The programme is co-funded by the KwaZulu-Natal IASP, in partnership with the national Working for Water programme. It is intended to become a self-funding, non-profit enterprise in the near future. As an EPWP, the project meets the needs of the government and the community. Employment opportunities are generated, environmental benefits are gained, and a service is offered to the most vulnerable in society.

HE PLATT ESTATE-CLEARING PROJECT – also known as the Eco-Coffins Project based at the Cedara Agricultural College in Howick – falls under the KZN Invasive Alien Species Programme (IASP), a sub-directorate of the Department of Agriculture and Environmental Affairs. It seeks to create tangible environmental benefits, through facilitating the control of invasive alien plants, and social benefits through the creation of employment opportunities in manufacturing coffins and growing indigenous plants for rehabilitation and healing.

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Objectives
• ensure that the targeted communities have access to affordable and dignified coffins • ensure that the project uses suitable cleared biomass for the manufacturing of the coffins • partner with local faith-based and other groups to reach those in need in the communities and through these groups to ensure the distribution to the bereaved • optimise the number of sustainable jobs that can be created through this project, and to ensure that these go to the marginalised • assist in reducing cost of clearing work through the use of the biomass. The eco-coffins are made from wood from invasive alien plants cleared by the IASP. These plants – among others pines, gums and wattles – are the biggest threat to South Africa’s rich biodiversity

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Luqaqambo Civil Construction

ADVERTORIAL

Vision and verve
Luqaqambo Civil Construction is committed to providing a high-quality, 180° service offering to all our clients.
policy with regard to health and safety.

Our commitment
We always have and will continue to commit ourselves to meeting and exceeding our clients’ expectations and needs through hard work, focus, dedication and the will to excel. Our commitment to independence ensures that we can act quickly to take advantage of new opportunities in a changing environment. Our commitment is motivated by our mandate, which is to transform our clients’ projects and ensure that their desired goals and objectives are achieved.

LUQAQAMBO CIVIL CONSTRUCTION was established
in 2006 with the aim of delivering quality products to clients with constructionrelated needs. The company was founded by Meliwe Mcotshana, who is also the director and 100% shareholder in the company. Our focus is mainly in the areas of civil construction, building construction and product supplies, among other areas. We also have an after-service programme and with this, clients are assured of the company’s commitment to service in all areas of the Eastern Cape. The longterm vision of Luqaqambo is to expand throughout South Africa.

proper financial control, a leading, selfsustained construction company. Ultimately, we aim to expand service delivery to include South Africa as a whole.

Social responsibility
We aim to contribute to the upliftment of previously disadvantaged individuals, groups and communities. To this end, we have committed ourselves to: • instilling a sense of pride and dignity in people in various communities through training and skills development • assisting the communities and youth with whom we are involved in becoming independent as well as exposing them to job opportunities after they have completed training.

Our mission is to:
• make a visible contribution through competitive service to our clients provide quality services and products • to all our clients through innovative construction solutions • make a visible contribution to rural and economic development nationally • develop human resources as an integral • part of our organisational development philosophy • render innovative and unique civil and building construction services • deliver high-quality, cost-effective products.

Service offering:
• retaining and boundary walls • concrete sidewalks • driveways • paving • kerbing • asphalt services • water supply and reticulation • sewer line construction.

Key clients
• local municipalities • district municipalities • government departments • large construction companies • private-sector clients, such as community members.

Values
We aim to:

Empowerment policy
We are committed to the economic development and active involvement of women, the youth and the disabled in the construction and infrastructure industries. In this way, Luqaqambo hopes to contribute to a greater vision of economic empowerment.

Vision
Luqaqambo’s vision is to be one of the best service providers in Southern Africa, delivering exceptional quality to our clients. We strive to be, through hard work and

• provide our clients with services of an exceptional quality and high standard • be instrumental in skills transfer and harnessing human resources to enable the creation of an environment in which employment opportunities are created. Luqaqambo Civil Construction prioritises assisting staff in accessing training that will boost their skills level and help them to be self-sufficient. This also has a positive knock-on effect in enhancing our service quality. We seek to maintain high standards of integrity, professionalism, transparency, accountability, effectiveness, and an efficient after-service programme. Our company adheres to a non-discriminatory

Previous projects
• Nxamkwana sanitation project • Mdantsane: rehabilitation of sidewalks • Mdantsane School pedestrian facilities • Mdantsane road rehabilitation.

CONTACT
PO Box 18213 Quigney East London 5200 Fax: +27 (0) 43 742 0146 Cell: +27 (0) 72 154 5474/ +27 (0) 72 574 4478

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WINNING PROFILE

Limpopo’s Mavungeni SLAG Cooperative
The Mavungeni Poultry Project, involving poultry farming and a vegetable garden, is situated on land given to the Mavungeni Village in the Vhembe District under the Land Reform Programme.
HE SETTLEMENT LAND ACQUISITION GRANT (SLAG) project has faced many challenges. In response, the Limpopo Department of Agriculture (LDA), together with beneficiaries, introduced various projects within the SLAG farm, dividing members into groups of horticulture, livestock production and poultry farmers. Project beneficiaries were trained in occupational health and safety, life skills and poultry production which enables them to run their business operations without monitoring. The cooperative currently has assets to the value of R3.5 million and will start buying day-old chicks and feeds from their savings with effect from January 2010. Through its value chain programme, the department secured a five-year strategic partnership with Bushvalley Poultry, which guarantees a market for all live chicken. The project created 15 work opportunities, including opportunities for seven youths and four women, during the construction of the poultry houses. It is now also able to create temporary work opportunities for local community members during the offloading of day-old chicks and cleaning the houses. The project has brought many positive developments within Makhado Municipality by being able to absorb a high number of seasonal labours. Most of the labourers employed come from villages around the project location and they are mostly household heads, dependent on agriculture only for survival. To ensure environmental management, the project has an exchange-of-resources agreement with a local commercial farmer, Kallie Rodgers, who supplies them with saw dust in return for poultry manure. The project produces an average turnover of R30 000 per cycle, and with seven cycles per annum, the annual turnover is

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approximately R210 000. The cooperative intends establishing a vegetable garden on 2 ha of fenced land with adequate water resources, using the chicken manure from the poultry house. The project is based on a partnership model wherein the cooperative and its strategic partners formulate a board of directors comprising general manager, financial manager, production manager and factory manager. The LDA’s Agribusiness Development oversees the contracts. This project, being led by women, was a finalist in Limpopo Female Farmer of the Year Competition for 2009.

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BUILDING & ROAD CONSTRUCTION & MAINTENANCE
QUALITY Ensure that our service and
products we supply are of high standard. The preset standards are maintained and improved. service delivery.

CREDIBILITY Ensure effective and ef cient PARTNERSHIP Develop a meaningful
relationship with our client.

FLEXIBILITY Adapt to different approaches to better suit the clients’ needs.

PO Box 7742, Weltevreden Park, 1714 Tel: +27 13 656 2155 Fax: +27 13 656 0279 / 088 013 656 0279 Cell: 072 789 5506 Email: ntombani@telkomsa.net tsakani@ntombani.co.za www.ntombani.co.za

GENERAL BUILDING • Building Maintenance • Waterproofing & Tilling • Painting & Paving • Roofing & Plastering • Tenant Installations & BICs • Plumbing Services CIVIL ENGINEERING • Roads & storm water • Manhole Extension • Sewer & Water Pipe Laying • Pipe Encasement & Reinforcement • Trench Opening, Drilling & Blasting MECHANICAL ENGINEERING • Heating, Ventilation, Air-condition and Refrigeration Services • Plant Maintenance • Pneumatics and Hydraulics Systems • Mechanical Engineering Designs • Cabling & Electrical Services

Vino Building Constructions & Multi Projects cc – A dynamic merging of established talent. We have a hands on management philosophy, a keen team player spirit and pride ourselves on quality workmanship and the timeous completion of projects. On all our projects we have a highly motivated, competent and quali ed foreman at all times. As a result, we have extremely resourceful individuals capable of implementing our works to the highest of standards in order to satisfy the expectations of our clients. We always seek to add value, to nd opportunities, and deliver to expectation. We guarantee and promise that to us the word “Service” means just that.

CLIENTS INCLUDE:
Johannesburg Water, City of Johannesburg, Johannesburg Fresh Produce Market, Department of Public Works, Department of Communications & Private clients.

Contact person: Mr Vincent Dube Tel: 011 680 4588 • Fax: 011 680 1251 • Cell: 072 858 3671 E-mail: vinoprojects@gmail.com Address: 11a Jackson Road, Southdale, 2190

WINNING PROFILE

Gauteng’s Vusomunye Clothing Manufacturers Cooperative
HE VUSOMUNYE CLOTHING M A N U FAC T U R E R S COOPERATIVE (VCMC) is a manufacturer of leather products mixed with the game skin products targeted at local and international markets. The company also produces customised orders of various clothing lines. Vusomunye aims to develop an export market in various international countries for leather products including bags, cushions, belts, purses, wallets and clothing that are all made from African leather. Differentiating itself through competitive pricing and high-quality products, VCMC is run by seven dedicated women led by Busisiwe Renah Papiyana. Founded in 2008, the company has an asset value of R50 000 and is fully operational on a day-to-day basis. Vusomunye means ‘seeking to develop other people in communities’, particularly women; the

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The Vusomunye Clothing Manufacturers Cooperative, based in Krugersdorp, Gauteng, focuses on the manufacture of leather products incorporating game skin.
company’s environment and structure encourages productivity and respect for customers and fellow employees. VCMC has strategic alliances with the Gauteng provincial government, NGOs and other cooperatives, which provide the required exposure for its products within communities. A key factor in the success of VCMC is its distribution: The company plans to distribute its products through chain stores, leather specialty stores, catalogues and a website. Quality products from a branded supplier with a good reputation, as well as continuous assessment and evaluation of the marketplace, products, methods of production and human resources, will ensure that VCMC becomes a world-class business entity, making a difference not only to members of the company, but also to the community through skills development.

E S TA B L I S H E D I N 1 9 7 7

Impact Engineering was established in 1977 by Mr Douglas Nidd. on the KZN North Coast. From humble beginnings, the company has progressed over the years and has established itself as the leader in the KZN Structural Steel Industry. We are also a major contributor to this industry on a national and international level. Impact Engineering undertakes all types of Structural Steel Fabrication, Corrosion Protection and Site Installations. These include Warehouses, Manufacturing Facilities, Bridges, Shopping Centres, Casinos, Sports Stadiums, Convention Centers, Conveyors, Ships Loaders, Storage Tanks and International Airports. The Company owns a wide range of equipment including over 20 Mobile Cranes, 6 Truck & Trailers, Fabrication and Corrosion Protection Equipment. We are members of the South African Institute of Steel Construction, International Steel Fabricators Association, Master Builders Association and hold a CIDB level 7SL rating. If your next project includes Structural Steel, talk to the industry leaders for expert advice and quality service. FOR MORE INFORMATION CONTACT Gordon McNeil or Byron Nidd on Telephone: 032 947 1054 or Fax: 032 947 2017

Kasi Building Construction

ADVERTORIAL

Thinking globally
Kasi Building Construction believes in making the impossible, possible

EVERY SO OFTEN, one finds an enterprise that pushes the limits previously set in the industry. Kasi Building Construction is one such company. The Mogale City-based establishment provides general construction, building renovation, project management and civil engineering services. It is owned by partners Goodness Nkomo and Esther Lebeko, with 60% of the equity being black women-owned. Kasi Building Construction reflects its 16 years of experience in the quality of its finished projects. Kasi Building Construction offers labourintensive, subcontracting services in infrastructure development, both to the public and the private sectors. The use of cutting-edge technology and expert technical skills plays a facilitating role in enabling the company to provide its clients with quality services. Services
General construction
• Provision of labour for services such as: – building construction and roofing – plumbing installation and maintenance – electrical installation and maintenance.

• office partition • flooring, carpeting and tiling.

Project management
• tendering, pricing as well as business, health and safety, and environmental plans and policies • projection plans and performance management • financial management, procurement and budgeting • business consultation.

Civil engineering
• water and sewer reticulation • storm water infrastructure • concrete rehabilitation and surfacing We provide labour for projects in any province. We believe in working smartly and developing strategic partnerships across the construction industry to harness the capacity of other service providers. In this way, we guarantee our clients specialised and effective service. Uncompromising with regard to quality, the company implements and enforces performance management and safety measures. At Kasi Building Construction we strive to meet global standards in each project we undertake by constantly upholding

professionalism and precision as key standards. Values • We demonstrate honesty in presentation and in contracting. • We prove ourselves reliable in delivery and in meeting deadlines. • We exercise integrity in our conduct and transactions. • We practise ubuntu in our client relations. Experience has also taught us the benefits and value of networking, information sharing, and learning from industry business leaders.

Membership
cidb and NHBRC

CONTACT
13506 extension 8 Kagiso Mogale City 1754 Tel: +27 (0)11 410 6798 Fax: +27 (0)11 410 5407 Cell: +27 (0)76 877 2993/ +27 (0)78 249 2596 E-mail: cchamzi@gmail.com

Building renovations
• painting, carpentry, paving and welding

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WINNING PROFILE

Working for Coast
Using poverty relief funding from the DEAT, the Working for Coast Programme provides jobs and training for unemployed people in coastal communities to create a cleaner and safer coastal environment.
UR COASTS must be managed in a sustainable manner at all cost. The White Paper for Sustainable Coastal Development in South Africa presents a national policy for managing the country’s coastal resources.

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Key aspects of sustainable coastal development:
• recognising the value of our coasts, estimated to contribute 35% to the country’s GDP • facilitating sustainable coastal development, which entails a peoplecentred approach rather than a resource-centred one • promoting coordinated and integrated coastal management • introducing a cooperative style of management. The Working for Coast Programme entails projects and products that contribute to the goals and objectives of government’s coastal policy: • cleaning of coastal areas of all litter on a regular basis and recycling materials, where appropriate • assisting with maintenance of public facilities (ablution blocks, parking areas, picnic sites, etc.) • rehabilitating coastal ecosystems • assisting with access control • serving as information and tourist officers

• patrolling beach and public areas to ensure safety of the general public and tourists • safeguarding the integrity of facilities • identifying sick and injured animals on the beach and reporting these to the relevant authorities. Through this programme, the EPWP was able to create more than 8 000 jobs over the five-year period of phase 1.

Working for coast: Strandfontein to Macassar
In the Western Cape, Anix Consulting was appointed by the Department of Environmental Affairs and Tourism as the implementer for the Working for Coast: Strandfontein to Macassar project, which was recognised at the Kamoso Awards as a finalist in the Best Environment Programme category of the Environment and Culture Sector. Since the launch of the project, the beaches have been maintained in pristine conditions. As part of the City of Cape Town’s Biodiversity Strategy, the project has maintained its Blue Flag status at Strandfontein and Mnandi beaches. Sixty-five unemployed people from the community were provided with job opportunities, and numerous SMMEs have been developed as part of the programme.

Work opportunities

2, 500 2, 000 1, 500 1, 000
953 1 493 2 103 1 725 1 773

500 0 2004/05 2005/06 2006/07
Financial year

2007/08

2008/09

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WINNING PROFILE

Fighting fire with fire
Working on Fire is a government-funded, multipartner organisation focused on integrated fire management of veld and wild fires. As a flagship EPWP programme, it contributes towards employment creation.
HE FOREST FIRE ASSOCIATION – a privatesector, veld fire-fighting initiative – was awarded a tender by the Department of Water Affairs and Forestry to implement an aerial and ground resource plan for fighting veld fires in September 2003. The result was Working on Fire (WoF), initially funded by the national government and the commercial forestry sector. Embedded in the EPWP, the project combines sound land management principles and bestpractice veld fire-fighting expertise with the need to create jobs and develop skills. Given the impact of annual fires across the country and in the urban areas, there was a need for an agency that could train a hand-crew fire-fighting resource where teams were based locally, but could be deployed nationally. The overall strategy is to apply the principles of integrated fire management to reduce the frequency and impact of uncontrolled veld fires. The project is not only a response to a national development need, but also involves skills acquisition and is a job creation initiative working towards poverty alleviation. In South Africa, numerous job-creation programmes for the alleviation of poverty have had various rates of success. WoF is regarded as a bestpractice model and one of the most effective poverty-relief and skills-development programmes launched since 1994, creating more than 15 000 work opportunities. To date, the project has established 65 veld fire-fighting bases with a range of local partners across the country. Approximately 1 800 previously unemployed men and women are currently trained, equipped and employed as 25-person units at the 65 bases, which are mainly located in rural areas. Of these, 93% are between 18 and 36 years old, 27% are women, and 88% are previously disadvantaged individuals. They are employed on a one-year contract, which is renewed annually based on performance. The programme lasts three years. Fire fighters earn a basic wage of R55.25 per day. Type-2 crew leaders

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earn R121.55 and Type 1 crew leaders R149.00 per day. On average, 48% of beneficiaries exit the programme in search of better employment. “We are delighted that this important award has recognised the work the programme has done in job creation, skills transfer and our work in integrated fire management,” said Fred Mokgope, WoF programme manager. “The wildland fire fighters who implement the programme will see this as a great incentive to work even harder to achieve the goals of the programme.”

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WINNING PROFILE

Working for Water Programme

The Working for Water Programme was launched in 1995 to rid our country of invasive alien plants. Administered by the DWA, the programme works in partnership with, among others, local communities and numerous government departments.
DIRECT THREAT to South Africa’s biological diversity, water security, the ecological functioning of natural systems and the productive use of land is caused by invasive alien plants. Of the estimated 9 000 plants introduced into our country, 198 are currently classified as being invasive. These plants cover an estimated 10% of the country’s surface and the problem is growing at an exponential rate. Against this background, the Working for Water Programme was launched in 1995 to rid our country of invasive alien plants. The programme is administered by the DWA and works in partnership with local communities – to whom it provides jobs – and also with government departments including the Department of Environmental Affairs and Tourism; the Department of Agriculture, Forestry and Fisheries; the Department of Trade and Industry; provincial departments of agriculture, conservation and environment; research foundations and private companies. The Working for Water Programme currently runs more than 300 projects in all South African provinces. Scientists and field workers use a range of methods to control invasive alien plants. The programme is globally recognised as one of the most outstanding environmental conservation initiatives and it enjoys sustained political support for its job creation efforts and the fight against poverty. Since its inception, the programme has cleared more than 1 million hectares of invasive alien plants, providing jobs and training to approximately 20 000 people per annum from among the most marginalised sectors of society. Of these, 52% represent women. Working for Water considers the development of people as an essential element of environmental conservation. Short-term contracts are entered into with workers when clearing activities are undertaken, with the emphasis on recruiting women (60%), youth (20%) and the disabled (5%). By creating an enabling

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environment for skills training, the programme also invests in the development of communities across the country. The programme was able to create more than 180 000 work opportunities during phase 1 of the Expanded Public Works Programme. In the 2007/08 financial year alone, the programme supported 1 663 emerging contractors. The programme is mainly implemented by regional directorates within DWA, but where the capacity for implementation proves to be inadequate, the services of implementing agents are used, of which the three largest are the Independent Development Trust, which operates in most regions, as well as on Department of Defence land (empowering military veterans in this way); the South African National Parks Board in their respective parks; and the Western Cape Nature Conservation Board in the Cape floral reserves. The programme further operates within quaternary catchments. In principle, each quaternary catchment constitutes one project area. In total, there are 315 projects in the country and each project has an assigned project manager tasked with managing five to 15 teams, which are business entities in their own right. A project advisory committee is established and is responsible for identifying potential contractors for the project. Workers are identified from communities within the catchment area and the recruitment and selection processes are then concluded by Working for Water. Each emerging contractor is responsible for a team, which typically consists of chainsaw operators, herbicide applicators, general workers, persons qualified in first aid, HIV/Aids peer educators and a health and safety officer. The contractors are awarded tenders that range in value from R30 000 to R150 000. Ideally, each tender or block of work lasts for 20 days. The DWA has developed a contractor development programme, which comprises three phases, of which each phase consists of 10 days of training.

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Sizisa Ukhanyo Trading 3

ADVERTORIAL

Building with a difference
Whether it is construction, engineering, civil, watersupply or geotechnical services, Sizisa Ukhanyo Trading 3 provides quality services that their clients can trust.
WITH a presence spanning across a
range of fields in the built environment sector, Sizisa Ukhanyo Trading 3 is a service provider with a distinctly eclectic quality. Formally established in 2003 but in operation since 1992, Sizisa is based in Mthatha, Eastern Cape, and has built a portfolio of successfully completed projects. Grounded by values such as integrity, teamwork, honesty, efficiency and determination, this cidb graded-6 GB (PE) organisation possesses both the ethical and operational capacity to deliver services of exceptional quality to its clients. buildings, as well as industrial structures, extending to bridge and reservoir construction.

Quality assurance
A strict quality assurance policy ensures that the company consistently maintains high standards and guarantees clients exceptional product and service delivery. For each contract it undertakes, Sizisa Ukhanyo commits to meeting each individual client’s specific requirements. Guidelines for conventional industry standards are followed through the training of site-supervision personnel in quality control procedures (QCP). Over and above modern facilities and equipment, Sizisa Ukhanyo carries out ongoing research and development initiatives, in this way attempting to fulfil its commitment to customer satisfaction.

Services
Sizisa Ukhanyo’s core business activities are: • building and engineering services • civil and infrastructure projects • water supply • structural and geotechnical services. The company’s building and engineering services are streamlined to ensure low operation and maintenance costs for clients. The company also provides a comprehensive product offering. Throughout its service delivery and production processes, careful attention is paid to the environment as Sizisa Ukhanyo Trading 3 truly believes that a wellpreserved atmosphere and natural habitat contribute towards happier and healthier communities. Civil and infrastructure projects undertaken include water and sewerage reticulation as well as the construction of roads and storm drainage systems. Sizisa Ukhanyo is also proficient in project management, master planning, tendering, and contract administration. Water is a commodity that is important to this eco-friendly business: Among others, it offers water supply, sanitation and pipeconstruction services. The company strives to be innovative in its structural and geotechnical projects. Sizisa Ukhanyo’s expertise includes the construction of high-, medium- and low-rise

Environmental consciousness
Environmental consciousness is highly prized by management and staff through a collective commitment to environmental preservation as well as the use of biodegradable and environmentally friendly products. It is Sizisa Ukhanyo’s common practice to conduct site walkabouts regularly for assessing and monitoring the impact of operations on the environment.

benefit of local communities, realising its mission of uplifting people and assisting in professional development. The company is in no way willing to compromise its service standards to clients. Consequently, it provides sub-contractors with quality, safety and management training. On-thejob training and mentoring further enable the transfer of skills to sub-contractors and employees alike; Sizisa has a vision of assisting all of these individuals to reach their full potential.

Past projects
The company has undertaken massive projects with the Department of Public Works for the departments of education, health and justice over a period of 17 years. These projects have contributed towards the development of a variety of bodies, including clinics and hospitals.

Safety
The company views the health and safety of its staff as key to productivity and adheres rigorously to occupational health and safety standards.

Leadership
Sizisa Ukhanyo Trading 3 is led by Nzuzo Mase, who is the company’s managing member, and Mncedisi Mase, who is the organisation’s general manager. T Pakati is the engineering manager.

Employment creation, mentorship and skills development
With regard to the organisation’s contribution to employment creation, the continued participation in community development projects ensures that local sub-contractors are repeatedly given preference. In this way, the company contributes towards the growth and

CONTACT
PO Box 527 Mthatha, 5099 Tel/Fax: +27 (0)47 537 0144 Cell: +27 (0)76 375 5804 E-mail: nzuzoprojects@gmail.com

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IS IS TH
WATER

ION ICAT UBL ER P TOM CUS A
MINING

Build your brand through a high quality corporate magazine distributed to your target market. Align your suppliers with your company vision.

Akanya Media can compile this
powerful tool, and enable your company to convey its message and establish itself in the market place.

MENT T

ENVIRONMENT

Contact Rachel Gitari: +27 (0)11 258 6200 or rachel@3smedia.co.za

RESOURCES
Useful resources to consult when implementing EPWP programmes and projects. Contacts Useful documents
Department of Public Works EPWP Unit Tel: +27 (0)12 337 3115 / +27 (0)12 337 2507 Website:www.epwp.gov.za Expanded Public Works Support Programme Tel: +27 (0)11 447 6388 E-mail: Afsaneh@shisaka.co.za Website: www.epwsp.co.za Construction Industry Development Board (CIDB) Tel: 086 681 9995 / +27 (0)12 482 7200 E-mail: cidb@cidb.org.za Website: www.cidb.org.za South African Qualifications Authority (SAQA) Tel: 086 010 3188 / +27 (0)12 431-5000 E-mail: saqainfo@saqa.org.za Website: www.saqa.org.za Construction Education and Training Authority (CETA) Tel: +27 (0)11 265 5900 Website: www.ceta.org.za Local Government SETA (LGSETA) Website: www.lgwseta.co.za

• Guidelines for the Implementation of Labour-Intensive Infrastructure Projects under the Expanded Public Works Programme (EPWP). Download from EPWP website www.epwp.gov.za. • Best Practice Guidelines for Labour-Based Construction Industry Productivities: Methods and Technologies for Employment Intensive Development Board Construction Works. Download from CIDB website www.cidb.org.za. • Code of Good Practice for Employment and Conditions of Work for Special Public Works Programmes. Download from EPWP website www.epwp.gov.za. • Ministerial Determination, Special Public Works Programmes, issued in terms of the Basic Conditions of Employment Act of 1997 by the Minister of Labour in Government Notice No. R63 of 25 January 2002. Download from EPWP website www.epwp.gov.za. • Government Gazette (DORA 2004 with MIG and PIG Conditions). Download from EPWP website www.epwp.gov.za. • Documents relating to the Labour Intensive Contractor Learnership Programme. Download from EPWP website www.epwp.gov.za. • Implementation Protocol: Provinces (Gauteng implementation protocol as an example of the implementation protocol signed with Provinces). Download from EPWSP website www.epwsp.co.za. • Implementation Protocol: Municipalities. Download from EPWSP website www.epwsp.co.za. • Presentations on EPWP Phase 2. Download from EPWSP website www.epwsp.co.za. • Fiscal Incentive Manual: guidelines and procedures for

Government departments
www.thepresidency.gov.za

www.epwp.gov.za www.publicworks.gov.za

Department: Public Works W REPUBLIC OF SOUTH AFRICA

accessing the incentive grant. Download from EPWSP website www.epwsp.co.za.

www.dsd.gov.za

Information resources
www.environment.gov.za

• Frequently Asked EPWP Questions. Visit www.epwp.gov.za. • EPWP Five Year Report. Visit www.epwp.gov.za. • Details regarding the Municipal Infrastructure Grant (MIG). Visit www.dplg.gov.za/html/progs/mig.htm. • Details of the skills programme on NQF 7, 5, 4 and 2. Visit www.saqa.org.za.

www.dplg.gov.za

www.thedti.gov.za

Index to advertisers
A.N Vehicle Hire & Civils AA Molaudzi Electrical Abakhethwa Developments Abicia Construction and Civils Active Power Projects Aeroduct Moya Afrisam AKB Construction & Projects AMM Trading Enterprise Andy's Boiler & Burner Service Axitech Barleda 232 Bila Civil Contractors Bongi M Construction Chryselda Building Construction CK Industries Conpack 6 23 78 34 8&9 36 OBC 56 52 78 44 IFC 30 80 34 29 40 CV Shopfitters TA Projects Eagle Plumbers and Contractors E-Kwikbuild Housing Company Equizine Civils EW Tools and Industrial Supplies Godzilla Electrical Gordon Verhoef & Krause Limited Impact Engineering Inyameko Trading Enterprise Kasi Building Construction Khethwayo Construction Kunini Business Enterprise Lindiwe Hlekani Construction Lutsango Security Services Liquid Image Luqaqambo Civils Madaleni GL Trading & Projects 38 86 24 78 42 82 54 32 34 40 89 84 90 46 84 60 Mmanduku Building Constraction Mologadi A Nape Morongwa Business Enterprise Myezane Construction & Services National Asphalt Nolitha Ntombani Trading Project P&B Master Builders Rammy Building Construction & Civil Refemo Maintenance Services Shatadi Developers Siyazama Housing Sizisa Ukhanyo Trading 3 Thesa Civils Tumber Fourie Consulting Engineers Vino Building Constructions & Multi Projects Zamang Women Trading & Projects 74 16 48 68 67 IBC 88 56 65 50 63 58 94 4 52 88 56

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Committed to Excellence
“Nolitha (Pty) Ltd is commi ed to complete client satisfaction from concept through to commissioning by providing quality performance and service.”

Directors from le to right: Faizal Pillay, Amina Pillay, Stephen Faisal Pillay, Fierdouz Essa, Waseem Pillay,

Nolitha (Pty) Ltd is a 100 percent black empowered company and has established its reputation through working relationships built on trust and service excellence - the ability to deliver and com-mitment to cost-effectiveness.
Nolitha (Pty) Ltd is committed to complete client satisfaction from concept through to commissioning by providing quality performance and service. The company generates excellence by complying with the highest standards and completing all contracts on time.

Recent Contracts Completed
Drakenstein Prison Oudtshoorn Prison George Prison Thohoyandou Prison Africa House:Parliament Saldanha Bay Harbour St.Helena Bay Harbour Lamberts Bay Harbour Roeland Street:Cape Town Langebaan Air Force Base Nyanga Home Affairs

Contract Value
+-R24 million +-R12 million +-R6 million +-R16 million +-R30 million +-R16 million +-R16 million +-R8 million +-R10 million +-R4 million +-R6 million

Goals & Objectives

• To provide quality and dependable services to all clients and customers • To contribute towards the social upliftment of previously disadvantaged communities and individuals • To contribute towards Black Economic Empowerment (BEE)

Unique Features

• 100 percent black-owned and controlled • Well-connected network • Highly experienced black directors and qualified staff in the electrical, mechanical and management industry • Registered with CIDB (Construction Industry Development Board) CIDB No. 107290

Contact Information
CEO & Managing Director: Stephen Faisal Pillay Financial Director : Faizal Pillay Administration Director: Amina Pillay Human Resource Manager: Fierdouz Essa Projects Manager: Keith Gribble Technical & Site Manager: Waseem Pillay Electrical Manager: George Procurement Manager: Rayyaan Essa Physical address: Nolitha House,137 Vasco Boulevard Goodwood 7460 Postal address: PO Box 12839, N1 City 7463 Telephone:(+27 21) 591 8183 Fax:(+27 21) 591 8190 Email address: fierdouze@nolitha.co.za Website: www.nolitha.co.za

Products and Services
• • • • • • • • •

Industrial electrical installations Commercial electrical installations Mechanical installations Maintenance services HVAC and controls Hot water systems Refrigeration Access control CCTV Civil

Principle Suppliers

Crew Electrical, Wilson & Herd, Vulcan Caars, Incledon Cape, Dulux, Multi x, A.C&R Components, Penny Pinchers, Voltex group.

Business & Finance
Financial Capacity: R100 million Bank: Absa (Corporate) Accountants/Auditors: msi Nolands Attorneys: Heyns & Partners

I AM AFRISAM
Building our future
“The AfriSam sustainability credo builds on the present to create the future. Education is key, forming long-term partnerships, not sporadic sponsorships. Through our involvement with the Whole School Development Programme (WSDP), we conduct needs analyses and, together with community leaders, draw up strategic plans to address shortcomings and requirements. Vital elements include good governance, safety and security, quality standards, teacher development, academic support and performance. Schools become a centre for education and skills training, with workshops and team-building developing individuals and the community as a whole.” Tsholo Diale Corporate Social Responsibility Manager

www.afrisam.com

0860 141 141

ARM 29069

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