Ntinga O.R. Tambo Development Agency responded to the unique challenges facing the district by adopting the following strategic approach toward LED: Effective harnessing of tangible and intangible resources in the district Mobilisation and leveraging of financial and other resources Spearheading of a sustainable human capital resource development Pursuance of innovation and best practise including indigenous system Effective planning and consultation Ntinga emanates from the realization by the O.R. Tambo Council of the need to prioritise local economic development if the much needed growth in one of the worst poverty and jobless stricken districts in the Eastern Cape is to be realised. Ntinga aspires to be the implementing agent of the O.R. Tambo District Municipality's (ORTDM) LED programmes focusing on: Strategic Infrastructure such as rail dams, electrification, roads (priority surfaced and rural access roads) Agriculture and Food Production Mari culture and Tourism Social Infrastructure ad Services Institutional Building Any other functions delegated to Ntinga by ORTDM in terms of its powers and functions
The department promotes, supports and coordinates rural development and agrarian reform interventions to reduce poverty and underdevelopment through job creation, integrated food security programme, and equitable participation in development by all rural communities.
Departmental goals Empowerment of communities, groups and individuals through their active participation in developmental programmes for improved social functioning and quality of life. Development and implementation of integrated safety net programmes that address social risks which are the result of unemployment, retirement, illness/disability, old age and death. Development and implementation of a comprehensive community development strategy (CCDS) focusing on healthy livelihoods, social inclusion, improved nutritional and social status of individuals infected and affected by HIV/AIDS. Organisational transformation and development for effective management, communication, planning, financial management, reporting and utilization of resources. Developing leadership and a learning organization to capacitate personnel for responsive and effective service delivery. To improve the quality of life and social well-being of the poor and vulnerable with a special focus on women, children, older persons, youth and people with disabilities through integrated developmental social services. Core Functions-EC Social Development Provision of social development services to individuals, groups and communities to enable them to enjoy an acceptable quality of life and become self reliant. (Our primary focus is on the poor, vulnerable and socially excluded). Provision of social welfare services. (promotive, preventive, palliative, rehabilitative, therapeutic) Provision of comprehensive social security services. Community development facilitation and support Poverty and inequality eradication HIV/AIDS (prevent and mitigate effects of HIV/AIDS on vulnerable groups)
Core functions and responsibilities Traditionally, government treasury management has been defined as a set of rules, practices, and procedures for making financial resources of the government more productive and borrowing of funds less expensive. This involves amongst others, the preparation and planning of the provincial budget, monitoring the implementation of the budget to ensure that the budget intent and outcome are congruent, controlling expenditure, and generally ensuring sound financial governance in the province. It is the primary responsibility of the Treasury to ensure effective and efficient cash management. This involves: the need to ensure that cash is available for payment of expenditures in order to allow an orderly implementation of the government budget managing revenue (cash collection) and expenditure payment processes in such a manner that cash becomes available for short term investment purposes. It is also the responsibility of the Treasury to implement effective and transparent financial management systems in the province, maintain and control associated systems in use by line departments, manage transversal supply chain management policies and systems, manage transversal financial information systems and assist in building financial management capacity in the provincial administration. The Treasury is responsible for the sound financial management of 39 municipalities in the province. This involves the following: Monitoring the planning and preparation of budgets Monitoring the in-year implementation of the budgets Ensuring timely submission of Annual Financial Statements and Audit Reports Instituting financial interventions, whenever necessary Ensuring the implementation of a Supply Chain Management Framework Assisting in the establishment of such structures as internal audit and budget offices Assisting in building financial management capacity Offering training in financial management Ensuring harmonization of Provincial Ordinances (if any) with the MFMA
The Provincial Government's decision to establish GEP as an agency that will support the establishment, growth and sustainability of SMME's in the Province was informed by two key strategic objectives: Commitment to halving poverty and unemployment in the country Ensuring increased and meaningful participation of SMME's and BBBEE in mainstream economic activities The province recognises that SMMEs have a valuable role to play in addressing the afore-mentioned objectives and can - directly and indirectly: Contribute to the Province's and country's GDP Create some long-term sustainable jobs Ensure transformation in terms of the representivity of the economic sector as a whole and contribute to a reduction of poverty The establishment of GEP must be understood within this context. GEP is a flagship initiative of GPG, and has been identified as one of the strategic levers in the Province's Growth and Development Strategy.
Introduction The Tshwane Economic Development Agency SOC Ltd (TEDA) was operationalized in 2013 as a municipal entity of the Tshwane Metropolitan Municipality (CoT). TEDA operates as a State Owned Company (SOC) registered in terms of the Companies Act. TEDA was established with the primary objective of cultivating an environment within which the City of Tshwane (CoT) can grow its human capital and the economy through the facilitation, implementation and management of developments with a specific focus on economic development and investment attraction into the greater Tshwane. Vision TEDA strives to be a catalyst for economic growth and development to position the City of Tshwane as a globally competitive Capital City. Mission The mission of Tshwane Economic Development Agency is: “To provide integrated and innovative economic development solutions through Investment promotion and funding, programme management and property management.” Service offerings Investment promotions and aftercare Export development and promotion Project management and development facilitation
The Universal Service and Access Agency of South Africa (USAASA) is a State Owned Entity of the South African government, established through the Electronic Communications Act, No 36 of 2005 to ensure that "every man, woman and child whether living in the remote areas of the Kalahari or in urban areas of Gauteng can be able to connect, speak, explore and study using ICT's. USAASA’s Value Proposition Flowing from its past initiatives, USAASA brings to the fore considerable experience which it makes available to its partners both in industry and within the public sector. By virtue of the National Strategy, USAASA is able to guide industry obligations and investment on where and how investment needs to be deployed. For provinces, we are able to channel private sector investment guiding it to previously identified areas across the South African landscape, augmenting provincial ICT budgets. The value we add to existing and new ICT strategies per province is considerable given USAASA’s access to sectors and donor communities. Mission Statement To facilitate the establishment of access to ICT services in partnership with all stakeholders towards achievement of an information society. Strategic objectives Provide universal service and access strategy, policy and leadership; Facilitate interventions in ensuring affordable and equitable access and usage; Monitor and evaluate effective use and social appropriation; Efficient and effective management of the Universal Service and Access Fund; Achieve project based organisational excellence OR To make ICT’s available, accessible and affordable to all South Africans through the provision of funding from USAF, in collaboration with the ICT stakeholders; To undertake continuous research to promote, encourage, facilitate and offer guidance regarding Universal Service and Access, with a view to inform policy and regulatory processes; To monitor and evaluate the extent to which Universal Service and Access have been achieved in order to assess the impact of the ECA in this regard; To ensure the optimal functioning of the Agency by strengthening its current strategic and operational capabilities in order to deliver on its mandate.
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