ATC120425: Report on Strategic Plan & Budget Vote 26, dated 25 April 2012

Agriculture, Forestry and Fisheries

REPORT OF THE PORTFOLIO COMMITTEE ON AGRICULTURE, FORESTRY AND FISHERIES ON THE STRATEGIC PLAN AND BUDGET VOTE 26: AGRICULTURE, FORESTRY AND FISHERIES, AND RELATED ENTITIES, DATED 25 APRIL 2012

Report of the Portfolio Committee on AGRICULTURE, FORESTRY AND FISHERIES ON THE STRATEGIC PLAN AND BUDGET VOTe 26: AGRICULTURE, FORESTRY AND FISHERIES, AND RELATED ENTITIES, dated 25 APRIL 2012

1. Background

 

The Portfolio Committee on Agriculture, Forestry and Fisheries (the Portfolio Committee) having considered the strategic plan and budget vote of the Department of Agriculture, Forestry and Fisheries (the Department), and its entities, reports as follows:

 

2. Introduction

 

The Portfolio Committee held briefings on 13 March 2012 with the Department to consider their Strategic Plan and Budget Vote. The Portfolio Committee considered the strategic plan and budgets of the mandated entities of the Department on 24 April 2012. The briefings reviewed the following:

 

· The Strategic Plan (Annual Performance Plan) of the Department for the 2012/13 to 2016/17 financial years;

· The appropriations to the Department Budget Vote 30 for the 2012 financial years;

· The transfers of monies to entities falling within the mandate of the Department;

· An overview of programmes of, and allocations, to the Department;

· An overview of key performance areas (priority areas) of the Department;

· Synergies with government priorities and international obligations;

· Challenges faced by the Department; and

· Recommendations.

 

3. Overview of the Strategic Priorities of the Department

 

The Department’s plans for the medium term are guided by the New Growth Path, the Industrial Policy Action Plan 2 (IPAP2), the 12 government priority outcomes, the Comprehensive Rural Development Programme (CRDP) and the draft Integrated Growth and Development Plan (IGDP). The Department plans to finalise and publish the IGDP in mid-2012. In support of the NGP and the Industrial Policy Action Plan 2 (IPAP2) and in line with the CRDP and the IGDP, the Department plans to put more focus on employment creation, the development of smallholder producers, implementation of the Zero Hunger Programme and promotion of economic growth in rural areas. In addition, the Department contributes directly to three of the 12 national government priority outcomes, namely:

· Outcome 4: Decent employment through inclusive economic growth;

· Outcome 7: Vibrant, equitable and sustainable rural communities contributing towards food security for all; and

· Outcome 10: Protect and enhance our environmental assets and natural resources.

 

In the medium term, the Department plans to create jobs through provincial job creation projects, with a particular focus on agro-processing and within the services sector. The Department’s strategic priorities through which it plans to achieve its objectives over the medium term expenditure framework (MTEF) period are to:

 

· Create employment by increasing the number of participants in the agricultural, forestry and fisheries sectors through support for smallholders and processors;

· Improve the food security initiative by coordinating production systems to increase the profitable production, handling and processing of food, fibre and timber products by all categories of producers;

· Improve the income and conditions of farm workers, foresters and fishers;

· Enhance exports by facilitating market access for agricultural, forestry and fisheries products; and

· Ensure the sustainable use of natural resources by means of promoting environmentally sustainable production systems and the efficient use of natural resources.

 

To meet some of the priority outcomes, and in line with the Department’s focus of creating employment, improving rural livelihoods and increasing production, Government has provided an additional allocation of R1.9 billion to the Vote over the medium term. In addition, R1 billion will be allocated to Land Bank over the medium term and an additional R995 million to the Comprehensive Agriculture Support Programme (CASP). In terms of job creation, an additional allocation of R380 million will be made to the Working on Fire programme.

3.1 Key Policy Developments

The following key policy development will underpin the work of the Department over the medium term period:

· The Zero Hunger Programme, which seeks to link subsistence and smallholder producers to government institutions. Its implementation is being tested and refined through collaboration with provincial Departments of Agriculture ( PDAs ) and by means of linking the programme to CASP.

· The Strategic Plan for Smallholder Producers is a broader initiative that seeks to improve support to smallholder producers. A Smallholder Development Working Group has been initiated by the Department, which comprised of representatives from the Department, Provincial Departments of Agriculture ( PDAs ), Agricultural Research Council (ARC), Department of Rural Development and Land Reform (DRDLR) and Economic Development Department (EDD). Work on the Strategy will be completed and finalised in the 2012/13 financial year.

· The Aquaculture Programme is being implemented throughout the country in partnership with the Department of Trade and Industry (DTI). Ten fish farms have been developed to date (Strategic Plan - page 4). The latter is in contrast to the 87 existing fish farms (Strategic Plan - page 49).

· The Agro-processing Strategic Framework for the period 2012-2016, is an initiative to ensure the contribution of agriculture, forestry and fisheries sectors to job creation and related government priority targets. The Strategic Framework is being developed and will be finalised in the first half of 2012 (i.e. by June 2012).

· Spatial Analysis of Agriculture, Forestry and Fisheries is being developed to identify high impact intervention at a national, provincial and local level; and to further guide the implementation of the Zero Hunger Programme and the Strategic Plan for Smallholder Producers. The Spatial Analysis is developed in partnership with the DRDLR, the Department of Science and Technology (DST) and the Council for Scientific and Industrial Research (CSIR).

3.2 Planned Policy Initiatives

The Department also plans to make the following policy interventions in the medium term:

· A National Policy on Extension and Advisory Services;

· Develop a comprehensive approach to agroecology ;

· An overhaul of the National Mechanisation Programme, which was initiated in the 2010/11 financial year;

· Creating a policy and programme on Inland Fisheries;

· Develop a Policy to Support Labour-intensive Commercial Agriculture; and

· Creating a Strategy on Urban and Peri -urban Agriculture.

 

4. Overview of Budget Vote 26

 

It should be noted that Programmes 4 (formerly Trade and Market Access), 5 (formerly Forestry) and 6 (formerly Fisheries) have been renamed in the 2012/13 – 2016/17 Strategic Plan of the Department. However, because the sub-programmes within each Programme have not changed, and in order to align the analysis with the latest Strategic Plan, the new programme names have been used.

 

Table 1: The Department’s Budget Trends over the MTEF Period

Programme

Budget (MTEF)

 

Nominal Rand change

Real Rand change

Nominal % change

Real % change

R million

2011/12

2012/13

2013/14

2014/15

2011/12-2012/13

2011/12-2012/13

Administration

574.4

612.9

656.7

688.6

 

38.5

4.4

6.7

0.76

Agricultural Production, Health and Food Safety

1 689.8

1 891.6

1 948.5

2 117.2

201.8

96.4

11.94

5.71

Food Security and Agrarian Reform

1 253.9

1 408.6

1 600.3

1 713.0

154.7

76.2

12.34

6.08

Economic Development, Trade and Marketing

205.4

212.0

223.8

243.6

6.6

- 5.2

3.21

- 2.54

Forestry and Natural Resources Management

895.4

1 261.8

1 193.5

1 194.2

366.4

296.1

40.92

33.07

Fisheries Management

345.5

411.8

352.9

372.4

66.3

43.4

19.19

12.55

 

 

 

 

 

 

 

 

 

TOTAL

4 964.4

5 798.7

5 975.7

6 329.0

834.3

511.2

16.81

10.30

Source: National Treasury 2012

The Department of Agriculture, Forestry and Fisheries received an allocation of R5.8 billion in the 2012/13 financial year, which is 0.6 per cent of the total appropriation for the country (R969.4 billion) in the 2012/13 financial year. In real terms (inflation-adjusted), the Department’s 2012/13 budget allocation has increased by 10.3 per cent compared to the 2011/12 financial year’s allocation of R4.9 billion (see Table 1). As illustrated in Table 1, the Forestry and Natural Resources Management programme received a significant increase of 33 per cent in the budget allocation for 2012/13 financial year. The allocation for Economic Development, Trade and Marketing will decrease by 2.5 per cent in real terms.

 

4.1 Programme 1: Administration

 

The purpose of the Administration programme is to provide strategic leadership, management and support services to the Department. The Administration programme budget showed a nominal increase of 6.7 per cent while in real terms, the budget only increased by 0.76 per cent compared to the 2011/12 financial year. The increase as in the previous financial year is attributed to the incorporation of the Fisheries and Forestry functions into the Department and the inclusion in the programme, of the oversight role of the Micro Agricultural Financial Institutions of South Africa (MAFISA). Although the Department Management sub-programme of Administration constitutes only 4.7 per cent of the programme’s total budget, its budget increased significantly by 40 per cent in real terms from R19.6 million in 2011/12 to R29.1 million in 2012/13.

 

4.2 Programme 2: Agricultural Production, Health and Food Safety

 

This programme’s purpose is to manage the risks associated with animal diseases, plant pests, genetically modified organisms ( GMOs ) and registration of products used in agriculture; to promote food safety and to create an enabling environment for increased and sustainable agricultural production. The programme’s budget in 2012/13 increased by 11.9 per cent in nominal terms and 5.7 per cent in real terms. The budgetary increase is attributed to the 16.9 per cent increase (in real terms) in the allocation to the Agricultural Research Council, which increased from R755.5 million in 2011/12 to R935.5 million in 2012/13. The budgetary allocations to the Animal Production and Health, and the Plant Production and Health sub-programmes decreased by 9 per cent and 5.7 per cent (in real terms), respectively, in the 2012/13.

 

4.3 Programme 3: Food Security and Agrarian Reform

 

The Food Security and Agrarian Reform programme aims to facilitate and promote food security and agrarian reform programmes and initiatives. Its budget for the current financial year showed a real increase of 6.1 per cent (Table 2), which is due to a real increase of 27.5 per cent allocation to the Sector Capacity Development sub-programme. The sub-programme is responsible for sector education and training, sector colleges and other special programmes within the sector, e.g. female farmer awards. The sub-programme also makes transfers to CASP for sector colleges’ training and infrastructure development. However, the bulk of Programme 3’s budget goes to the Food Security sub-programme, which constitutes 61.7 per cent of the programme’s budget. In terms of economic classification, the programme’s largest allocation is for transfers to provinces and municipalities, specifically for CASP, amounting to R1.1 billion and accounting for 80.7 per cent of the programme’s budget . For the 2012/13 financial year, CASP allocations will be focused on infrastructure (R762.1 million), Extension Recovery Plan (R322.2 million) and colleges for infrastructure (R52.5 million).

 

4.4 Programme 4: Economic Development, Trade and Marketing

 

The purpose of this programme, which was previously named Trade Promotion and Market Access is to promote economic development, trade and market access for agriculture, forestry and fisheries products and to foster international relations for the sector. This programme saw a budgetary decrease of 2.5 per cent in real terms, due to decreases of 3.6 per cent and 10 per cent (in real terms) in the Cooperatives and Rural Business Development and Agroprocessing and Marketing sub-programmes, respectively. The budgetary reduction in both sub-programmes does not make sense given the Department’s mandate of job creation through agroprocessing under the NGP and the IPAP2; its strategic outcome of rural job creation and promoting economic livelihoods and supporting smallholder producers and rural communities with market access . In addition, the Department plans to establish 12 commodity associations, 378 rural ‘sustainable’ cooperatives (108 in agriculture, 126 in forestry and 144 in fisheries) and value chain networks for all the three sectors in the medium term. Yet, the programme’s budget allocation does not speak to these activities.

 

4.5 Programme 5: Forestry and Natural Resources Management

 

In the new Strategic Plan, this programme, which was previously called Forestry, is now referred to as Forestry and Natural Resources Management and its purpose is to develop and facilitate the implementation of policies and targeted programmes to ensure the management of forests, sustainable use and protection of land and water as well as managing related agricultural, forestry and fisheries risks and disasters. The budget of the Forestry and Natural Resources Management programme increased significantly by 33 per cent in real terms from R894.5 million in 2011/12 to R1.26 billion in 2012/13. The budgetary increase is attributed to an increase of 60.7 per cent (in real terms) in the Natural Resources Management sub-programme. The sub-programme budget increased from R445.6 million in 2011/12 to R758.2 million in 2012/13 due to additional allocations for disasters and flood-damaged infrastructure component of CASP. The latter sub-programme also constitutes the largest share (60 per cent) of the budget of the Forestry and Natural Resources Management programme. Over the medium term, the Natural Resources Management sub-programme will be responsible for developing and implementing disaster risks mitigation strategies, developing and implementing climate change adaption plans, and rehabilitating 3 200 hectares of indigenous forests and woodlands. In terms of economic classification, for current payments, most of the programme’s budget went to employee compensation (39 per cent) and for transfers and subsidies, mostly to provinces and municipalities for CASP and LandCare infrastructure projects (40.7 per cent).

 

4.6 Programme 6: Fisheries Management

 

The new purpose of the Fisheries Management programme (previously Fisheries) is to promote the management, monitoring and sustainable use of marine living resources and the development of South Africa ’s fisheries sector. The Fisheries Management programme budget increased by 19.2 per cent in nominal terms and 12.5 per cent in real terms (Table 2). The budget increase may be attributed to increases in the allocations for the Marine Living Resources Fund (MLRF) and the Management sub-programmes. The budget allocation of the Marine Living Resources Fund (MLRF) sub-programme, which constitutes the bulk of the Fisheries Management budget (61.4 per cent), increased by 18.7 per cent in real terms, from R201 million in 2011/12 to R253 million in 2012/13. The remaining 38.6 per cent is for compensation of employees. Despite constituting only 0.5 per cent of the Fisheries Management budget, the Management sub-programme saw a significant budget increase of 498 per cent in real terms, from R300 000 in 2011/12 to R1.9 million in 2012/13. The Department need to clarify the significant increase under the latter sub-programme.

 

The Aquaculture sub-programme budget which saw a 59.7 per cent budget increase in real terms in 2011/12, increased by 3.7 per cent in nominal terms, but decreased by 2.1 per cent in real terms (see Table 2) in 2012/13. This is a concern considering that the Department has identified aquaculture development as one of its economic drivers of agrarian reform for the fisheries sector and plans to establish 10 new fish farms in the 2012/13 financial year as per Strategic Plan or 3 new farms as per APP. In terms of economic classification, 100 per cent of transfers and subsidies (R253 million) go to the MLRF, which funds most operational activities of the Fisheries programme, while 100 per cent of current payments (R158.8 million) are for compensation of employees. There is little detail on the Fisheries Management programme and it is expected that more details will be provided in the Strategic Plan of the Marine Living Resources Fund, which is responsible for the programme’s operations and performance.

 

5. Overview of strategic imperatives of entities

 

Five entities of the Department of Agriculture, Forestry and Fisheries presented their strategic plans. These comprised the following:

 

 

5.1 Onderstepoort Biology Products (OBP)

 

Onderstepoort Biological Products (OBP) is a State Owned Entity. Its aim is to achieve a skilled and capable workforce to support the inclusive growth path, to grow vibrant, equitable and sustainable rural communities, and to contribute towards food security for all.

 

OBP had prioritised skills development through its Learnership and Internship programmes, bursaries and development programme. It was also looking at raising more funding through partnerships with international bodies such as the United Nations. This is an important aspect in achieving some of the entity’s objectives.

 

For the 2012/13 financial year, the OBP will receive R193.7 million to undertake and implement its strategic objectives.

 

5.2 Agricultural Research Council (ARC)

 

The Agricultural Research Council was established by the Agricultural Research Act (1990). The council is a science institution that conducts fundamental and applied research with partners to generate knowledge, develop human capital, and foster innovation in agriculture through technology development and transfer, and the dissemination and commercialisation of research results.

 

The council’s strategic objectives and related outputs are aligned with the department’s mission, and are directed at: ensuring access to sufficient, safe and nutritious food; eliminating skewed participation and inequality in the sector; maximising growth, job creation and income in agriculture; and enhancing the sustainable management of natural agricultural resources and ecological systems. Technology development and transfer aim at improving agricultural production, food security and growth, which in turn will result in poverty alleviation. The council carries out its functions in accordance with the approved strategic and business plans.

 

The spending focus over the medium term will be on: smallholder farming, in particular livestock improvement schemes and crop production; agro-processing, in order to create jobs; research coordination through the establishment of research chairs at universities; and the maintenance of national assets.

 

The council is funded mainly from government transfers and income generated from applied research and other projects. Revenue increased from R761.7 million in 2008/09 to R1 billion in 2011/12, at an average annual rate of 10.1 per cent, and is expected to increase to R1.3 billion over the medium term, at an average annual rate of 9.5 per cent. The growth in revenue has been driven mainly by increased government transfers to fund new agricultural research programmes, the upgrading and replacing of ageing machinery and equipment, and the construction of a factory for manufacturing a vaccine against foot and mouth disease. As part of the economic competitiveness and support package, R400 million has been allocated to the council over the MTEF period for research into crop production, production of animal vaccines, extension services for smallholder farmers, university research, and maintenance of national collections/gene banks.

 

5.3 National Agricultural Marketing Council (NAMC)

 

The challenges facing NAMC comprise integrating black farmers, transforming the industry trust, levying administration of institutions and market development. The NAMC was running programmes for marketing schemes in identified products, as well as targeted training programmes, and was aiming to give farmers a greater share of the profit from the sale of the products, as well as technical production support and favourable financing terms.

 

In order to transform the industry trust and levy administration on institutions, the NAMC was aiming for fairness to all producer segments, and responsiveness to industry challenges. The organisation would focus on long-term strategic planning, and good financial responsibilities. The organisation also wanted a clear communication strategy with grassroots organisations and people, and to achieve good succession planning and empowerment.

 

In the area of market development, the focus would be on trade and administration, the need for planning on the impact of climate change on trade, and the need to work with the BRICS countries, trade intelligence and promotions.

 

For the 2012/13 financial year, the NAMC will receive R31.8 million to undertake and implement its strategic objectives.

 

5.4 Perishable Products Export Control Board (PPECB)

 

The Perishable Products Export Control Board (PPECB) was established in terms of Section 2 of the Perishable Products Export Control Act, 1983 (Act No.9 of 1983) , but its founding Act was now outdated, and it was now urgent that a review of the PPECB mandate be held.

 

A number of challenges currently confronted the Board. These ranged from high inspection costs, coupled with poor or inconsistent service, communication with stakeholder, high turnover of staff, lack of skilled replacements to fill the positions, and a need to review the inspection methodologies. Funding was also raised as major challenges.

 

PPECB would work with NAMC to help smallholder farmers, specifically with overseas markets. Collaboration with other entities was paramount. PPECB would also assist smallholder farmers in developing export markets on the African continent.

 

For the 2012/13 financial year, the PPECB will receive R193.7 million to undertake and implement its strategic objectives.

 

5.5 Marine Living Resources Fund (MLRF)

 

The Marine Living Resources Fund was established in terms of the Marine Living Resources Act (1998). It is the main source of funding for the fisheries management branch of the national Department of Agriculture, Forestry and Fisheries. The fund’s mandate and core business is to manage the development and sustainable use of South Africa ’s marine resources, and protect the integrity and quality of the marine ecosystem. The fund covers the operational costs of an administrative and support component, and the five delivery sub-programmes. The organisation regulates the use of marine resources by administering fishing rights, permits and licences. Key activities include: developing and implementing a policy framework for allocating and managing long term fishing rights in 20 commercial fishing sectors; facilitating and managing the transfer of commercial fishing rights; conserving and protecting seals, seabirds and shorebirds; developing a policy and management framework for the subsistence fishing sector; monitoring fish stocks to prevent over-exploitation or negative impacts on the integrity of marine ecosystems; and developing management strategies to rebuild depleted fish stocks.

 

The key strategic priorities for the fisheries sector over the medium term include: conducting annual fishery specific research to inform the setting of total allowable catches and effort in 22 fishing sectors; investigating the feasibility of two potential new fisheries; implementing the stock-recovery strategy for hake, abalone, West Coast rock lobster and line fish; finalising and implementing the small scale subsistence fisheries policy; broadening the scope of the aquaculture sector by launching 12 aquaculture pilot projects by 2014/15; developing and finalising a fisheries charter to meet transformation targets within the fishing sector; developing and implementing the integrated fisheries security strategy to ensure better compliance, monitoring and enforcement efforts; and promoting job creation and sustainable economic livelihoods by implementing 50 community projects through the Working for Fisheries programme by 2014/15.

 

The spending focus over the medium term will be on rolling out the small scale fisheries policy, decentralising services provided in terms of the Marine Living Resources Act (1998), increasing sea days for the research and patrol vessels and replacing the research fleet.

 

The fund receives transfers from the department and generates revenue from levies on fish and fish products, licence and permit fees, fines and confiscations, and harbour fees. Revenue increased from R341.1 million in 2008/09 to R412.6 million in 2011/12, at an average annual rate of 6.5 per cent, as a result of an increase in financial assistance for vessel operating costs. Over the medium term, revenue is expected to decrease to R374.4 million, at an average annual rate of 3.2 per cent, due mainly to an allocation for the Working for Fisheries projects component of the expanded public works programme coming to an end in 2012/13.This decrease over the medium term is partially offset by an increase in revenue from levies, licences, permits and application fees, the tariffs of which were all increased from October 2010. The increase in administration fees in 2013/14 is as a result of the expected increase in grant of rights fees due to the allocation of rights process. Expenditure increased from R351.3 million in 2008/09 to R412.6 million in 2011/12, at an average annual rate of 5.5 per cent, and is expected to decrease to R374.4 million over the medium term, at an average annual rate of 3.2 per cent, due mainly to a decrease in financial assistance for Working for Fisheries projects from 2013/14.

 

6. Committee observations and recommendations

 

Having noted the Department’s strategic plan and budget vote, as well as those of its entities, the Portfolio Committee, through its engagements with the Department raises the following issues for further consideration:

 

· That there was too much emphasis on smallholder farmers, but too little recognition given to commercial farmers;

· Governance issues within the OBP needed attention;

· No willingness from DAFF to amend plenty of legislation due to be amended;

· Most of the targets set by the DAFF were not so realistic; and

· In the medium term, the Department is planning to develop a number of policies, strategies and frameworks, starting in 2012/13. However, some of the Department’s planned and important activities are either under-funded or not funded, for example, the Zero Hunger Programme. The Department must explain how it plans to address the budget shortfalls to initiate and/or implement some of the underfunded programmes in the reporting financial year.

· Some of the challenges of the Department that have been highlighted by the Auditor-General (AG) in previous annual reports include lack of, or poor oversight on, financial and performance management, internal audit and risk assessment and management. Under Administration, the Department must explain the decrease in the allocation of the Policy, Planning, Monitoring and Evaluation sub-programme. The latter sub-programme is very essential as lack of monitoring and evaluation is one of the Department’s challenges.

· The Department must give details of the comprehensive funding facility for development finance that it plans to implement in the 2012/13 financial year, and also state whether the facility is going to be a DAFF-only initiative or inter-departmental.

· The Comprehensive Africa Agriculture Development Programme (CAADP) was launched by NEPAD in 2002 to provide a framework for accelerating long term agricultural development and growth among African countries. Its overall goal is to eliminate hunger and reduce poverty in Africa through agriculture. The Department must explain the consultants’ role in the CAADP, which is a country programme; and explain the rationale for using consultants instead of dedicating its own personnel.

· The Forestry and Natural Resources Management programme, which has received a significant increase in the budget allocation for 2012/13, has the highest number of vacancies (close to 400). The Department must give an indication of how far the recruitment process for these vacancies is and also state whether it has the capacity to effectively utilise this programme’s increased budget for the 2012/13 financial year to avoid underspending .

· As per the responsibilities of the Natural Resources Management sub-programme for the medium term, the Department is supposed to rehabilitate at least 800 ha of indigenous forests and woodlands per year to meet the 3 200 ha that it has set to rehabilitate in the medium term. However, in its APP, the Department plans to rehabilitate 500 ha (300 ha less than the baseline) of indigenous forests and woodlands under this programme. The Department must provide reasons for this.

· The Department, which is also involved in CRDP, stated rural development as one of its focus areas for the medium term in line with Government priority outcome 7. In this case, the Department must state whether there is a Memorandum of Understanding with the Department of Rural Development and Land Reform with respect to roles and responsibilities (financial and otherwise) of each department in rural development projects.

 

Having deliberated on the 2012/13 Strategic Plan and Budget Vote of the Department of Agriculture, Forestry and Fisheries, the Portfolio Committee on Agriculture, Forestry and Fisheries recommends the following;

 

  • The Marine Living Resources Fund should be part of the DAFF without being a department on its own.
  • All legislations affecting the Department and its Entities must be amended.
  • The department must outline the working relationships of its entities.
  • The alignment of the National Department and its Entities, alignment within the entities should be clearly outlined on the strategic plans.
  • Clear budgetary allocations by DAFF to provincial departments should be made available to the committee.
  • The MLRF should be incorporated into the National Administration of DAFF.
  • The DAFF should make available a report on the budget of fisheries.
  • Treasury, the Auditor General and the DAFF should appear before the committee to outline the budget of the Department, Entities and the MLRF.
  • All functions transfers of the Marine Coastal Management Act should be finalised.
  • The DAFF should look into salary scales of the Entities personnel in line with the review on state enterprises commissioned by the President and a report be made available to the committee.
  • Restrained of trade clause on the intellectual property of all the entities should be made available to the committee.
  • Clarity by the DAFF and the Department of Trade and Industry on the fishing sector and how best could transformation plan be implemented.
  • The Land Bank should make available a report on the number of repossessed farms and a number of small scale farmers that are assisted by the Land Bank.

 

 

 

 

 

 

 

7. Conclusion

 

Having considered Budget Vote 26 and Strategic Plan of the Department of Agriculture, Forestry and Fisheries, the Portfolio Committee recommends that the House, endorse Budget Vote 26: Department of Agriculture, Forestry and Fisheries.

 

 

Report to be considered.

 

References

 

Auditor-General (2011). Presentation to the Portfolio Committee on Agriculture, Forestry and Fisheries, Cape Town , Parliament of South Africa , 17 March.

 

Department of Agriculture, Forestry and Fisheries (2011). Annual Report 2010/11.

 

Department of Agriculture, Forestry and Fisheries (2012). Strategic Plan 2012/13 – 2016/17.

 

Department of Economic Development (2010). The New Growth Path: A Framework. Pretoria .

 

National Treasury (2012b). Budget Review.

 

National Treasury (2012a). Estimates of National Expenditure.

 

Zuma GJ (2011). State of the Nation Address at the Joint Sitting of Parliament, Cape Town , 10 February.

 

Zuma GJ (2012). State of the Nation Address at the Joint Sitting of Parliament, Cape Town , 09 February.

 

 

 

 

 

 

 

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