Presentation for LED Learning Encounters: Partnerships

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Presentation for LED Learning Encounters
Partnerships

• An Ukhahlamba perspective
• Date 01 October 2007
• Presented By Geoff Orpen

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Contents

• Ukhahlamba-An introduction
• A Development perspective
• Partnerships-How are they formed
• Analysis
• Examples of partnerships
• Key Findings
• Challenges

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An introduction to Ukhahlamba
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An introduction to Ukhahlamba (cont)

• Key Statistics
• 340000 people in district
• 4 municipal areas with 80in Senqu/Elundini and
  20in Maletswai/Gariep
• 17 live in towns
• 18/100 people are employed
• 65of households earn less than R1500/year
• Prevalence of HIV Aids is about 25.
• Poor Public transport network (area is vast)
• Areas suffers from enormous outflow of products
  and people to Bfn. And Umtata
• Historically this area has been neglected and
  mismanaged
• No value adding processes in the region
• Key Economic Activities are Agriculture, Tourism,
  Forestry, Services and Trade

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A Development perspective
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How do we take something like this?
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Or this?
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To make this happen
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And add value like this?
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Our Approach

• Understand the Area
• Identify key areas of activity
• Understand where economic Development is Possible
• Understand the needs of communities
• Network (Public Sector)
• Active involvement to the inputs of strategic
  documents (e.g. IDP, GDS etc)
• Become involved in forums (LED forums, Tourism
  forums, Community Service Forums etc)
• Get to know and understand key role players.
• Promote interest and input into the value of
  partnership formation at all these forums
• Network (Private Sector)
• Active Participation in local organized bodies
  (Agricultural Bodies (NWGA, Co-ops,Farmers
  Associations), Tourism Organizations (LTO),
  Business Organizations (Business Chambers),
  Social Clubs (Golf, tennis, squash etc)
• Develop an understanding of the needs and
  requirements

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Our Approach (cont)

• Identify Key Areas of Intervention
• Needs can be identified, possible projects
  highlighted
• Key role players are identified
• Needs of role-players are analyzed and acted upon
  (skills development, workshops, facilitation)
• Potential partners become positioned and brought
  together
• Use the tools at our disposal
• Grant Funds form the basis of the stimulus.
• Use the public/private sector positioning
  (Neither can operate in isolation)

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A typical analysis of time spent
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Examples of partnerships

• Resource Center (UKHDM/PG Bison)
• Agricultural Training Center (Aliwal High
  School/Dept of Agric/Agri-EC/ Grootfontein/Aliwal
  Agric Association/LRAD Beneficiaries)
• LRAD Farm Upliftment (Dept of Agric/ATS)
• Baseline Economic Observatory (District
  Municipality/all local municipalities)
• Shearing Business Units (Barkly Advice Office/
  Senqu Municipality
• Rhodes Airfield (Tiffendell Ski/Rhodes Local
  Tourism Organization)
• Inxu Agric Co-op Development( (Umga Farmers
  Training Center/Umga Farmers Co-op)

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Applications By Sector
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Projects By Partnership Type
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Key Findings

• Need to align partnership formation with key
  development objectives (IDP, spatial development
  framework,PGDP etc) to ensure that projects are
  developed in a meaningful manner and aligned to
  the Local Government/Provincial Government
  strategies
• GDS has revealed commitment by role-players
  (pledges) and has formed a good springboard from
  where partnerships/applications can be worked on
• For the initial calls, projects were sourced from
  the IDPs of municipalities and then
  partnerships formed through our networking
  strategy.
• Recently, some of the more visible
  projects/partnerships are being considered for
  special attention within the IDPs.(Baseline
  Economic Observatory, ICT Study, ,Communications
  Strategy)
• No applications worked on had existing
  partnerships. These partnerships were formed as a
  result of the application criteria and a
  willingness to work together by the applicants.
  There was evidence of previous associations. (e.g
  PG Bison)
• Time Analysis indicates that at least 60 of time
  is allocated to networking and project
  development (time consuming)

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Key Findings

• Primary Sectors of project/partnership formation
  are in the Agri/Forestry Sector and Local
  Government Support Sectors (major employers)
• Applications worked on and not submitted are
  minimized in these sectors (outcomes can be
  predicted with a greater degree of accuracy)
• Higher incidence of non completed applications
  in the SMME sector due largely to uncertainty of
  applicants of the outcomes (difficult to
  quantify the envisaged profits/benefits to both
  parties as the risk is generally higher and there
  is an unproven track record)
• Most prevalent types of partnerships are between
  private sector and non profit Sector (CBOS,
  NGOs etc)
• Private/Public Sector have least number of
  applications Partnerships here are more those
  of including envisaged partners as members of the
  project team

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Key Challenges

• Integrated Development Approach needs to be
  attained (How is this to be attained through a
  continuous and stable source of funding)
• Are partnerships meaningful or merely marriages
  of convenience?
• Are the needs of the poorest of the poor taken
  into consideration in partnership formation?
• Should the IDP Process be repeated at more
  regular intervals to ensure relevance? How do we
  integrate this with our programme?
• Potential Poor Applicants are sometimes not able
  to compete on an equal footing due to a lack of
  knowledge of what is out there" (willing
  partners)
• Co-Financing-not always available from
  Municipalities so what other avenues do we go
  down and how?
• Ownership of projects and the skill to manage and
  implement these projects may prove to be a
  problem.
• How do we simplify the system and still make it
  effective (planting example)

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Conclusion

• Thank You
• Geoff Orpen
• 0828588012