Strategic Plan Target (Measurable Objective)
Audited/Actual Estimated Medium-term targets performance performance 2011/12 2008/09 2009/10 2010/11 2012/13 2013/14 2014/15 Strategic objective: To promote a conducive environment for competitiveness and creation of sustainable employment opportunities To develop and fund the implementation of sector specifi c projects 100% 100% 100% 100% 100% 100% 100% Strategic objective: To build, strengthen and align institutions of economic development To improve the alignment of LED plans between provincial and local 100% 100% 100% 100% 100% 100% 100% spheres
Measurable objectives, performance measures or indicators, and targets for Regional and Local Economic Development
The specifi cations of the measurable objectives, performance measures or indicators are refl ected in the following tables:
Specification of Measurable Objectives and Performance Measures or Indicators
In the 2012/13 fi nancial year, the sub-programme will continue to improve its quality control systems as well as its monitoring and evaluation systems. Besides introducing a project risk management function, further experiential learning by programme staff will enable more effective contract and project cycle management.
Description of planned quality improvement measures
It is also evident that projects aimed at stimulating the creation of employment opportunities require fl exibility with regard to the administration of contracts. This is largely due to the broader externalities (seasonality, input price movements, infl ation etc) affecting the economy and sometimes are beyond the control of the projects themselves. The work of project management committees become more important in this context in timeously determining the fl exibility required.
In terms of the implementation of trading centres within the various municipalities, it is evident that municipalities lack the required human and fi nancial resources to develop and operate the desired facilities. This has impacted on our ability to support the municipalities developing these facilities. Our review of the feasibility studies on trading centres has furthermore revealed that none if any are feasible and that it may be more pragmatic to reduce the exposure of the state in formal built facilities and rather pursue movable temporary structures instead. This notion will be further explored in the 2012-2013 fi nancial year.
Several constraints exist in the implementation of the various RLED projects. Internally, much improvement is required in providing support to LCF applicants, and the quality of advice and support provided. A team in the sub-programme are currently reviewing the approach to project generation and development and measures still to be identifi ed and planned will be implemented with a view to addressing this constraint.
Analysis of constraints and measures planned to overcome them
economic development & tourism Department: Economic Development & Tourism
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KWAZULU-NATAL PROVINCIAL GOVERNMENT