1 recapitalization and development programme (radp) presentation to portfolio committee on rural...

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RECAPITALIZATION AND DEVELOPMENT PROGRAMME (RADP)RECAPITALIZATION AND DEVELOPMENT PROGRAMME (RADP)

PRESENTATION TO PORTFOLIO COMMITTEE ON RURAL DEVELOPMENT PRESENTATION TO PORTFOLIO COMMITTEE ON RURAL DEVELOPMENT AND LAND REFORM AND LAND REFORM

PUBLIC HEARINGS ON RADPPUBLIC HEARINGS ON RADP

4-5 FEBRUARY 20154-5 FEBRUARY 2015

BUSINESS PROCESS FLOW

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PRESENTATION OUTLINEPRESENTATION OUTLINE

INTRODUCTION INTRODUCTION 3

MTSF serves as “the principal guide to planning and resource allocation across all the spheres of government” and also sets out the country’s developmental challenges, it is best viewed as a “frame of reference” designed to guide the government’s policy position and programmes of action, it is informed by the election manifesto of the governing party.The National Development Plan (NDP) identifies six policy imperatives, which will be the focus areas in this MTSF period:1)Improved land administration and spatial planning for integrated development in rural areas;2)Sustainable land reform (agrarian transformation);3)Improved Food Security;4)Smallholder farmer development and support (technical, financial, infrastructure) for agrarian transformation;5)Increased access to quality basic infrastructure and services, particularly in the education, healthcare and public transport in rural areas; and6)Growth of sustainable rural enterprises and industries characterised by strong rural-urban linkages, increased investment in agro-processing, trade development and access to markets and financial services – resulting in rural job creation.NB: Through RADP the Department contributes to the MTSF priority 4.

BACKGROUND ON THE PROGRAMME BACKGROUND ON THE PROGRAMME

In 2009, the Department undertook an evaluation of the implementation of the

Land Reform Programs since their inception.

•It identified that many land reform projects were not successful and thus in

distress or lying fallow;

•There was a lack of adequate and appropriate post-settlement support;

•Numerous properties acquired through various sub-programs (such as the

Land Redistribution for Agricultural Development (LRAD) were on the verge

of being auctioned or had been sold due the collapse of the project, resulting

in a reversal of the original objectives of land reform;

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BACKGROUNG CONTINUE…… BACKGROUNG CONTINUE…… • RADP was introduced in 2009 in order to address the above challenges;

RADP targets properties acquired since 1994 through Restitution and

Redistribution programmes; and

• Aims to contribute to the transformation of the rural economy through

establishment of enterprise and industrial development in the various

agricultural value chains.

to ensure national and household food security

to promote job creation

• Implemented correctly, RADP would result in the significant reduction of

the rural – urban population and resource flow.

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OBJECTIVE OF THE RADP POLICY OBJECTIVE OF THE RADP POLICY

The policy has three strategic objectives:

•That Land Reform farms are 100% productive;

• That the class of black fledgling commercial farmers which was destroyed

by the 1913 Natives Land Act is rekindled ;and

•That the rural-urban population flow is significantly reduced.

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RADP ALIGNMENT WITH GOVERNMENT MANDATE RADP ALIGNMENT WITH GOVERNMENT MANDATE

RADP program took cognizance of the following:

• Reversing the legacy of the 1913 Native Land Act;

• The Constitution of the Republic: Section 25,26,27 and 36;

• The Comprehensive Rural Development Plan (CRDP); and

• Alignment with the National Development Plan and Medium Term Strategic Framework.

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INTENTIONS OF THE PROGRAMME INTENTIONS OF THE PROGRAMME The policy seeks to:

•Provide black emerging farmers with the social and economic infrastructure and

basic resources required;

•Combat poverty, unemployment and income inequality;

•Reduce tide of rural-urban migration; and

•Complements agricultural development programs of the Department of

Agriculture, Forestry and Fisheries (DAFF).

The policy is not meant to:

•Substitute for, or compete with the agricultural development programs of the

DAFF; and

•Create a welfare program meant to provide support to so-called beneficiaries.

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THE PROGRAMME DOES NOT PROMOTE,,,,,THE PROGRAMME DOES NOT PROMOTE,,,,,

• Supporting people who have means to develop their land;

• Promote proxy farmers - people who run their own businesses in towns and cities, but employ managers to run their farms; and

• Failed commercial farmers who want to make a fortune from disbursements meant to fairly compensate strategic partners for work done.

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THE PROGRAMME STRATEGY…. THE PROGRAMME STRATEGY….

The new strategy has taken into account and tried to address challenges that have been identified in the old RECAP policy through the following Strategic Partnership arrangements:

a)Mentorship of emerging farmers and/or land reform farmer;

b)Co-management;

c)Share-equity arrangements; and

d)Contract farming and concessions.

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THE PROGRAMME STRATEGY CONTINUE…THE PROGRAMME STRATEGY CONTINUE…• In the RADP policy emphasis is placed on:

Assessing capability of emerging farmer; Assessing farm needs with regards to RECAP; Use outcome of the above to determine kind of partnership appropriate for

the farm; Enter into milestone based performance agreement with termination clause Deploy partner and monitor performance; Analyse social and economic impact; and Close out report at the end of five years.

The above will determine the lease termination or continuation.

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PROGRAMME FUNDING MODELPROGRAMME FUNDING MODEL12

PROGRAMME FUNDING MODEL CONTINUE…PROGRAMME FUNDING MODEL CONTINUE…13

pore

The model above demonstrates the tripartite collaboration between the DRDLR, Strategic partner/s and Farmers or Entrepreneurs;

The middle numbers (1-5) demonstrate the five-year involvement of DRDLR in the farm both financially and at the project management level; and

The contribution of the DRDLR will decrease from the first year to the fifth year whilst the contribution of both SPs and Farmers or Entrepreneurs will increase both financially and at the project management level.

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DPME RADP IMPLEMENTATION EVALUATION DPME RADP IMPLEMENTATION EVALUATION

FINDINGS AND RECOMMENDATIONSFINDINGS AND RECOMMENDATIONS

CONTENT OF THE EVALUATION PROCESSCONTENT OF THE EVALUATION PROCESS

INTRODUCTION PURPOSE OF EVALUATION KEY QUESTIONS METHODOLOGY KEY POLICY FINDINGS RECOMMENDATIONS

RADP – DMPE EVALUATION

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BACKGROUND TO THE STUDY…BACKGROUND TO THE STUDY…

Implementation Evaluation of the

Recapitalisation and Development Programme, by the Department of

Performance Monitoring and Evaluation, from inception (2010 till July

2013);

Service provider: Business Enterprises, University of Pretoria;

The Recapitalisation and Development Programme is a post settlement

support programme in the Department of Rural Development and Land

Reform;

DPME - custodian of the evaluations


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PURPOSE OF THE EVALUATION…PURPOSE OF THE EVALUATION…1. Provide strategic information on the implementation of the RADP

since inception;

2. Compile lessons learned & recommendations to strengthen the implementation of RADP;

3. Analyse the stakeholders’ effectiveness during the implementation of the programme;

4. To establish whether the programme is on track to achieve its intended objectives; and

5. To advise on what needs to be done to ensure better implementation of the programme.

SECRERADP – DMPE EVALUATION

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KEY QUESTIONS DURING THE EVALUATION…KEY QUESTIONS DURING THE EVALUATION…

1. Are the two interventions (strategic partnership and mentorship) effective in developing the projects?

2. Does the programme effectively develop the intended beneficiaries to participate in commercial production?

3. Is the programme reaching its targeted beneficiaries?

4. Was the RADP designed appropriately for the achievement of its objectives?

5. Are the resources used efficiently? Is the value for money being obtained?

6. What are the strengths and weaknesses of the programme in achieving its objectives in relation to the technical competencies of the various stakeholders?

7. How can the programme be strengthened?

8. Is the RADP project cycle aligned to the farming operations?

9. Are the intended objectives of recapitalization & development programme being achieved / are likely to be achieved?


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METHODOLOGY…METHODOLOGY…

Respondents identified from 640 farms, and were classified into the following categories: 1.Project/farm management: A structured questionnaire to the management (emerging farmers) of the farms/projects. 2.Focus Groups (emerging farmers other than project managers): A checklist was used in cases where, in addition to the project manager, there were other beneficiaries. 3.Strategic partners: Interviews with strategic partners using a checklist.


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METHODOLOGY CONTINUE…METHODOLOGY CONTINUE…

4. Project officers: DRDLR officials responsible for the Recapitalisation and Development Programme project facilitation and coordination with strategic partners and mentors were interviewed using a checklist.

5. Provincial leadership (provincial government officials): A checklist was used for interviews with DRDLR provincial managers responsible for land reform and the Recapitalisation and Development Programme .

6. National leadership (national government officials): A DRDLR official (Director) at the national level responsible for the Recapitalisation and Development Programme was interviewed using a checklist.


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KEY FINDINGS…KEY FINDINGS…

1. The Recapitalisation and Development Programme (RADP) has made some progress towards achieving its intended objectives, but there is room for significant improvement.

• About 540 additional jobs were created (111 full-time & 429 part-time) on the 98 farms under evaluation after the RADP was implemented. The number of jobs created is too small to justify the amount of investment in the RADP. There seems to be insufficient emphasis on job creation within the RADP;

• Most of the RADP stakeholders interviewed believe that food security has improved after recapitalisation. With regards to agricultural production, it is on-going on 70% of the projects included in the evaluation. Both crop & livestock production increased after recapitalisation;

• An area in which the RADP, seems not to have made much progress, is facilitation of market access for farmers.

RADP - DPME EVALUATION

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KEY FINDINGS CONTINUE…KEY FINDINGS CONTINUE…

2. The RADP objectives are too ambitious and involve aspects that are normally outside the control of the programme;

3. Key terms used in the objectives are not clearly defined, resulting in possible misinterpretation by those implementing the programme;

4. There are varying degrees of understanding amongst stakeholders of what the RADP entails;

5. There is no clarity on the selection criteria for beneficiaries and farms to form part of the RADP; this has resulted in the inclusion of beneficiaries that did not necessarily deserve to be assisted;

6. The grant funding approach in the RADP is not sustainable given the limited resources available and it promotes dependency on state funding among beneficiaries.

7. The approach limits the coverage of the programme in terms of the number of farmers that may be assisted;


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KEY FINDINGS CONTINUE…KEY FINDINGS CONTINUE…

8. Strengthening the RADP is the second-best solution, however, the RADP should continue in the interim, while a lasting solution is sought.;

9. The best and lasting solution would entail a redesign and overhaul of all public agricultural support programmes and doing away with existing silos of funding for agricultural support services. This would entail the establishment of an all-inclusive fund to support land acquisition, extension services and mentorship, agricultural finance and

market access.


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KEY RECOMMENDATIONS…KEY RECOMMENDATIONS…The following key recommendations are meant to strengthen the RADP whilst a lasting solution is sought:

1.Review the objectives of the RADP to make them more clear and specific. This should include defining the meanings of key terms used in the programme (e.g. distressed farms, recapitalisation, development, commercial farmer, etc.).

4.Ensure a common understanding of the RADP among its stakeholders by engaging in an all-inclusive process to discuss the nature, operation, purpose and objectives of the programme.

5.Develop clear and specific selection criteria for beneficiaries and land reform farms for recapitalisation and development in line with the objectives of the RADP. The criteria should be developed to ensure that only deserving land reform farms and beneficiaries are selected for participation in the RADP.


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KEY RECOMMENDATIONS Continue…KEY RECOMMENDATIONS Continue…

6. Replace the current RADP grant funding with loan funding. Changing to loan funding would increase the coverage of RADP in terms of the number of beneficiaries assisted as the money paid back would become available for on-lending to more beneficiaries.

7. Establish guidelines to limit the amount of RADP funding per project in order to widen the coverage of the programme and ensure that the funding model is adapted to the various agricultural production systems.


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MANAGEMENT RESPONSES AND INTERVENTIONS TO MANAGEMENT RESPONSES AND INTERVENTIONS TO

ADRESS FINDINGS AND RECOMMENDATIONSADRESS FINDINGS AND RECOMMENDATIONS

RADP – DMPE EVALUATION – MANAGEMENT RESPONSE

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DISAGREEMENTDiscussion

1. Strengthening RADP is a second-best solution. The best and lasting solution would entail a redesign and overhaul of all public agricultural support programmes and doing away with existing silos of funding agricultural support services. This would entail the establishment of an all-inclusive fund to support land acquisition, extension and mentorship, agricultural finance and market access.

Agree with recommendation: Hence the Department together with DAFF has developed an integrated funding model for post settlement support to farmers.

2. As our second best solution, we recommend that RADP should continue in the interim. Hence, the following key recommendations are meant to strengthen RADP whilst a lasting solution is sought.

Agree with the recommendation:

3. Review the objectives of RADP to make them more clear and specific. This should include defining the meanings of key terms used in the programme (e.g. distressed farms, recapitalization, development, commercial farmer, etc.).

Agree with the recommendation: This has been addressed in the new policy and draft manual is being developed to address this finding.

4. Ensure a common understanding of RADP among its stakeholders by engaging in an all-inclusive process to discuss the nature, operation, purpose and objectives of the programme

Agree with recommendation. RADP draft manual is being developed and will be works hoped to both internal and external stakeholders to address this finding, this include a communication strategy for the programme.


285. Establish a separate organisational structure for RADP and ensure that the programme has its own full-time staff and do away with the current arrangement of seconding staff from other units of DRDLR to work for RADP part-time. A separate organisational structure would also help to address the current problems experienced related to reporting arrangements between provincial and national RADP offices.

Agree with recommendation: There is an approved RADP structure for both at national level and at provincial level. This structure was approved in this financial year 2013/14 by DPSA. The filling of posts is underway and adverts for all prioritized posts have been done and the recruitment will be finalized before end of the financial year.

6. Provide additional and appropriately qualified personnel dedicated to RADP to improve its administrative and functional efficiency. This will address the problem of understaffing in RADP and lack of skills, especially among project officers.

Agree with the recommendation: In the past owing to capacity issues in the Department as a result of the new added mandate of Rural Development and also the restructuring process, officials were just placed on RADP without proper assessment of their skills as this was a new programme and there was no capacity at all. Recruitment process is underway and the relevant skills have been identified and capacity of individuals needed to implement the programme.

7. Develop clear and specific selection criteria for beneficiaries and land reform farms for recapitalization and development in line with the objectives of RADP. The criteria should be developed to ensure that only deserving land reform farms and beneficiaries are selected for participation in RADP.

Agree with recommendation: The Department understand the importance of proper selection criteria as fundamental to ensure the integrity of the program and to ensure that it reaches the targeted and deserving beneficiaries. A draft internal policy on the identification and selectiction of emerging farmers for strategic support by the Department has been developed and will be finalized before end of this financial year.


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8. Review selection criteria for strategic partners and mentors to ensure that only those that are competent and committed to RADP objectives are selected.

Agree with recommendation

Based on the challenges that we have experienced with some of the strategic partners (, the new policy and guidelines in the draft manual have addressed this issue. Intensified selection criteria for strategic partners to evaluate their competency to assist land reform farmers. This process will be done through district and provincial committees in line with Virtuous cycle.

No Comments

9. The requirement to have a strategic partner or mentor to qualify for participation in RADP should be applied selectively to exempt beneficiaries with adequate experience and capacity to manage their farms. This will require conducting skills and needs assessment to determine the readiness of beneficiaries to carry out farming activities without a mentor/strategic partner.

Agree with the recommendations The beneficiaries, who are able to manage their farms and have traceable record, will be allowed to work independently but still account to the Department. Criteria will be developed to assess the skills level of the beneficiaries.

No Comments

10. Replace the current RADP grant funding with loan funding. RADP funding should differentiate recapitalization needs from farm development or growth needs, with a view to encourage beneficiaries to take responsibility for their enterprise/farm growth. Changing to loan funding would also increase the coverage of RADP in terms of the number of beneficiaries assisted as the money paid back would become available for on-lending to more beneficiaries.

Disagree with the recommendations: RADP was established to ensure that farmers are given full support and assistance as most of land reform projects were not productive and others were fully indebted to financial institutions because of lack of government support. This resulted in some Land Reform projects being auctioned or needing bail out. RADP wants to ensure that before beneficiaries go to financial institutions they are given a start-up support and skills training. It also needs to be noted that RADP going forward is no longer going to fund 100% needs and development of the farm. Beneficiaries who have been assessed positively and are doing well after initially RADP support are expected to get loan to fund their businesses enterprises. Co-management and share equity strategies are introduced in the new policy. This will ensure that strategic partners invest in the program. An integrated funding model that has been developed with DAFF and National Treasury will address this finding once implemented.

RADP PERFORMANCE SINCE INCEPTIONRADP PERFORMANCE SINCE INCEPTION30

• Generally, even though there are challenges in the implementation of the Recapitalization and Development programme but significant progress has been made,

• The key strategic objective of the programme is to: Provide comprehensive farm development support to smallholder farmers and land reform beneficiaries for agrarian transformation by 2019.

• There are 1 459 farms under the programme in terms of the 5 year funding model. This constitutes 1,4 million hectares under the programme.

• Payment for the interventions is done in tranches based on the approved business plans.

• Expenditure of R 3, 318, 305,359 billion for recapitalization and development incurred from November 2009 to March 2014. There are 612 strategic partners currently supporting our farmers.

• The support varies from production inputs, Infrastructure, machinery and implements .

STATISTICS ON RADP PERFORMANCE PER PROVINCE STATISTICS ON RADP PERFORMANCE PER PROVINCE Province Number of Farms Redistributed/Restored vs Number of Farms under Recap since

2009 – March 2014

Redistributed Restored (Restitution) Farms Under Recapitalisation

Farms Hectares Claims Hectares Farms Hectares

EC 211 193 355 378 35 070 188 111 591

FS 154 114 858 17 6 870 182 134 587

GP 95 16 050 162 7 629 115 19 916

KZN 244 136 805 112 135 068 212 131 619

LP 139 56 086 304 106 696 196 79 143

MP 183 144 507 87 99 133 206 165 726

NC 80 449 174 21 62 932 81 464 914

NW 164 129 164 32 122 240 215 225 571

WC 49 34 641 687 128 64 47 714

Totals 1 319 1 274 639 1 800 575 766 1 459 1 380 781

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STATE INVESTEMENT ON RADP PERFORMANCE PER PROVINCE STATE INVESTEMENT ON RADP PERFORMANCE PER PROVINCE 32

RADP expenditure up to 22 January 2015GRAND TOTAL

Province 2009-2012 2012-2013 2013-2014 April 2014 to 22 Jan 2015

EC 90 838 551 149 510 203 209 192 627 32 432 211 481 973 592

FS 129 174 115 155 301 914 103 366 191 1 277 286 389 119 506

Gau 30 891 762 91 519 211 83 900 508 20 985 852 227 297 333

KZN 146 444 743 137 848 568 269 562 216 67 146 308 621 001 835

Lim 108 226 016 157 231 772 79 260 550 28 837 178 373 555 516

Mpu 158 868 381 249 945 241 113 923 035 15 602 888 538 339 545

NC 62 011 362 79 269 857 59 747 525 30 995 997 232 024 741

NW 208 765 773 107 120 161 110 686 828 44 570 941 471 143 703

WC 60 158 331 23 281 196 52 188 292 12 370 257 147 998 076

Total R 995 379 034.00 R 1 151 028 123.00 R 1 081 827 772.00 R 254 218 918.00 R 3 482 453 847.00

KEY COMMODITIES FUNDED BY RADP…KEY COMMODITIES FUNDED BY RADP…

• RED MEAT ;• POULTRY ;• GRAIN;• CITRUS;• VEGETABLES;• DAIRY;• PIGGERY; and• GRAPES.

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IMPACT ON FOUR KEY COMMODITIES FUNDED…IMPACT ON FOUR KEY COMMODITIES FUNDED…

1. RED MEAT VALUE

Bloemfontein Abbattoir is the key SP under Red Meat Value Chain. Many of the farms have reached the 85% production leveIs to full production. The total number of 3,939 cattle across FS,NC and NW were acquired for 58,396 ha. The jobs created under this partnership are 132 permanent and 1,187 temporary.

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IMPACT ON FOUR KEY COMMODITIES FUNDED…IMPACT ON FOUR KEY COMMODITIES FUNDED…

2. BROILER PRODUCTION: DRDLR has recapitalized 7 broiler projects, in North West (6) and, Free State (1) since the inception. The national poultry plan has been developed to increase poultry meat supply wherein projects from LP, MP, NW,GP and FS have been prioritised. There is a poultry value HUD being initiated in the GP Province and EIA is being done. These farmers are now commercial broiler producers and, each farm is running at least seven cycles per annum. Thus, collectively, they supply about 2,359,000 ready to slaughter broiler birds to the contract market. The highest Black Commercial producer assisted by RADP is producing 528,000 Birds per cycle in the North West Province.

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IMPACT ON FOUR KEY COMMODITIES FUNDED CONTINUE…IMPACT ON FOUR KEY COMMODITIES FUNDED CONTINUE…

3. GRAIN:

We are having 16 farms under the program of Grain SA. These farmers have collectively planted 2,400 ha under Maize and Sunflower. The farmers have been assisted with machinery, implement’s and inputs costs. Grain SA interventions is rolled out in MP, NW and GP in this current financial year wherein the total of 30 farms will be planted.

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4. SUGAR CANE:

The land reform transfers represent 21 % of land under commercial sugar cane production in KwaZulu-Natal (371,075 hectares). Should the valid gazetted land claims be settled timeously, the 50% of land under commercial sugar production will be owned by Black Growers. The department has invested more than R 98,174,162 in the sugar industry to support emerging cane growers who currently planted 4,524 ha under cane and 347 jobs (permanent and seasonal).

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4. GRAPE INDUSTRY:

Programme has also supported farmers in the grape industry: West Coast District municipality in the Western Cape Province:

■ Portion 33 of the farm Rietkloof 2 The current yield is 350 000 cartons of table grapes and 21 000 cartons of citrus. This has improved from 300 000 cartons of grapes in 2010/11 and 16 000 cartons of citrus in 2010/11. There are 19 beneficiaries. The project has employed 55 permanent and approximately 600 temporary employees. Their table grapes are been exported to more than 50 countries abroad ie Europe, Far East, Middle East, Russia, USA, etc

■Mont Piquet: the farm Rietkloof 144 commonly known as Mount Piquet situated in West Coast District municipality, Western Cape Province. The current yield is 282 000 cartons of table grapes and 40 tons of citrus. Management indicated that the farm exports of table grapes have increased from 234 000 in 2010/11 season to 282 000 in 2011/12 season. There are 34 beneficiaries. The project has employed 34 permanent and approximately 605 temporary employees. Their table grapes are been exported as above to more than 50 countries abroad ie Europe, Far East, Middle East, Russia, USA, etc

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Current Key Challenges…Current Key Challenges…39 • Unaccountability of SP – Ageing Report (All programs)

• Transfer of funds from the Joint business Accounts to other private accounts

• Deviation from approved Business Plan• Lack of reports for the released trenches• Coordination of Stakeholders especially on project support• Appointment of Strategic Partners by Farmers• Alignment of Business Plan , Contracts and approved funds• Models of SP (Mentorship, Contract farming, share equity and co-

management) misinterpreted by farmers and SP.• Procurement of goods and services not monitored and accounted• Registration of the Assets by farmers• None alignment of lease agreement with RADP contracts• Inclusion of VAT on the requested amount• Insurance on the projects not done• Defaulters are in most cases exempted from accountability

• Non compliance to Tax legislation by farmers.

Before

DURING

AFTER

Current Key Challenges Continue…Current Key Challenges Continue…40 • Release of tranches delayed due to non compliance by Strategic partners and

farmers• Creation of commitment to DRDLR due to prior approval

• Non communication of changes of BP to SP and Beneficiaries by PSSC,s

• Release of funds without notification to PSSC nor RADP team

• Price variation between Standard costs and BP

• Quality of services by contractors and sub-contracting

• Dismissal of SP after the release of the Money

• No re-investment of beneficiaries in the farm

• Conflict management btw beneficiaries

• Profit deposited in the private account

• Fraudulent activities on the account

• Reimbursement of beneficiaries from RADP funds

• Separation of roles and responsibility between CPA and Business Entities

AFTER

DURING

BEFORE

Current Interventions…Current Interventions…41

• Several Internal workshops with Strategic partners and farmers were convened to deliberate on the key challenges in the implementation of the programme at a Ministerial level.

• All RADP Contracts are being reviewed and will be completed by end March 2015

• RADP Implementation Manual is being developed for completion by end March

• An integrated funding model has been developed with DAFF ( integration of RADP funds, CASP and other funds)

• RADP Automated management system is being developed.

• Capacitation of Provincial offices with the necessary skills eg Agricultural economists at District level underway.

• Forensic investigation on all RADP farms identified with mismanagement of RADP funds

• All RADP subsequent trenches or release of further fundings has been put on hold until all funds disbursed are accounted for.

NGIYABONGA

ENKOSI

Thank You

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1 recapitalization and development programme (radp) presentation to portfolio committee on rural...

Documents

radp policy

land reform programs

land redistribution

land reform farms

land reform projects

integrated development

industrial development

rural economy