ZCSD Expression of Interest

0 ZCSD Community Development and Training Academy;

Farm Pure on Lake Nsese, Empangeni, KZN

Expression of Interest & Capability Record

Submitted by: Gavin Eichler Managing Director Zululand Centre for Sustainable Development Contact Details: 0833084818 Email: [email protected]

Cell: 083 308 4818

Community Economic Development Programs

2012

mailto:[email protected]



1 CONTACT DETAILS

Organisation Zululand Centre for Sustainable Development (ZCSD) NGO

Address Physical:

Address Postal:

Physical Address: Farm Pure on Lake Nsese Empangeni 3910

P.O. Box 7304

Empangeni Rail 3910

Contact Person Gavin Eichler, Managing Director

Institutional Information Section 21 Reg. No. 2002/028547/08

VAT No. 4380206856 (Zero Rated)

Telephone (No Landlines) 083 955 1348 /082 808 0042 / 082 652 1145

Fax & Main office email 0866841631 [email protected]

Emails Managing Director [email protected]

Chairman [email protected]

Tech & Fundraising [email protected]

Website (Click the link for a deeper

Look)

http://zcsd.org.za/

General Rates for Services:

For complex investigatory work, we

will prepare a quotation for you.

Consulting fees ZAR 395/hr

(includes cellphone, minor admin expenses)

Vehicle Travel cost is billed at ZAR 3.85/km











http://zcsd.org.za/



Community Economic Development Program Contents

1 CONTACT DETAILS .......................................................................................................................................................................................................... 1

2 Introduction ................................................................................................................................................................................................................... 4

2.1 ZCSD: THE VISION ............................................................................................................................................................................................... 4

2.2 ZCSD: THE MISSION ............................................................................................................................................................................................ 4

2.3 ZCSD: OBJECTIVES TOWARDS THE MISSION ....................................................................................................................................................... 4

2.4 ZCSD’s HISTORY .................................................................................................................................................................................................. 5

2.5 BACKGROUND .................................................................................................................................................................................................... 5

3 METHODOLOGY & APPROACH TO COMMUNITY ECONOMIC DEVELOPMENT ............................................................................................................... 8

3.1 ZCSD's Understanding of the assignment ........................................................................................................................................................... 8

3.2 Proposed methodology and approach ............................................................................................................................................................... 8

3.2.1 Over-all Methodology ............................................................................................................................................................ 8

Innovate: ................................................................................................................................................................................................................ 9

Quantify ................................................................................................................................................................................................................. 9

Orchestrate .......................................................................................................................................................................................................... 10

3.2.2 Approach to Project identification and generation .............................................................................................................. 10

Underutilised Resources ...................................................................................................................................................................................... 11

Underutilised Skills ............................................................................................................................................................................................... 11

The Needs of the Community .............................................................................................................................................................................. 11

Needs That the Community Could Meet .............................................................................................................................................................. 11

3.2.3 Approach t o Pre-market preparation .................................................................................................................................. 12

3.2.4 Approach to Project-packaging ............................................................................................................................................ 13

Approach to Business Plan Development ............................................................................................................................................................. 13

Approach to the Securing of Funding ................................................................................................................................................................... 13

Approach to the Resolution of Legal Issues .......................................................................................................................................................... 14

3.2.5 Approach to Project implementation support ..................................................................................................................... 14

3.3 Proposed approach to partnership formulation and development .................................................................................................................. 14

3.4 Proposed approach for risk management ........................................................................................................................................................ 15

4 TECHNICAL CAPACITY ................................................................................................................................................................................................... 16

4.1 Technical capacity of the organisation to successfully undertake the project ................................................................................................. 16

4.1.1 MANAGEMENT AND INSTITUTIONAL ARRANGEMENT S ...................................................................................................... 16

4.1.2 FINANCIAL MANAGEMENT EXPERTISE ................................................................................................................................. 16



4.1.3 ASSETS OWNED/AVAILABLE TO ORGANISATION ................................................................................................................. 16

4.2 ZCSD's in-house technical skills ........................................................................................................................................................................ 17

4.3 ZCSD Board members ....................................................................................................................................................................................... 19

5 EXPERIENCE OF THE ZCSD NGO.................................................................................................................................................................................... 20

5.1 Ability to achieve results .................................................................................................................................................................................. 20

5.2 Experience on projects of similar scope and scale ........................................................................................................................................... 20

5.2.1 Scope ................................................................................................................................................................................... 20

5.2.2 Scale ..................................................................................................................................................................................... 21

5.2.3 Assorted Projects that add up to Capacity for a Project of this Scope and Scale ................................................................. 22

5.3 Demonstrated experience working with local and/or provincial government, rural communities, small businesses/entrepreneurs, and civil

society in KZN.................................................................................................................................................................................................................... 24

5.3.1 Experience With Local/Provincial Government.................................................................................................................... 24

5.3.2 Experience with Rural Communities .................................................................................................................................... 24

5.3.3 Experience with small Businesses/Entrepreneurs ................................................................................................................ 24

5.3.4 Experience in Civil Society .................................................................................................................................................... 25

5.4 Specific experience within districts and understanding of the local socioeconomic environment................................................................... 25

5.5 Demonstrated experience as facilitators or intermediaries between different parties, advisors and/or active shareholders or investors. .... 26

5.6 Demonstrated experience in capacity building, coaching, mentoring, training etc. ......................................................................................... 26

6 Conclusion.................................................................................................................................................................................................................... 27



2 INTRODUCTION

2.1 ZCSD: THE VISION

We see a world, where those with the potential to succeed and make a greater contribution to their

communities, are given such an opportunity. We see a world where sustainable methods are

accepted as the only truly profitable path towards advancement. We see a world where long- term

benefits are given more weight than short-term profits. We see a world where South Africa leads the

way in terms of balancing growth, stewardship, and fair trade.

We see such a world, we see such a country, we believe it is possible, and so:

We will start here within our circle of influence to make such a world a reality.

2.2 ZCSD: THE MISSION

ZCSD's mission is to support local job creation through sustainable community development, using

local natural materials in production of products, to minimize our carbon footprint and karma through

Fair Trade - and Buy Local - Principles.

2.3 ZCSD: OBJECTIVES TOWARDS THE MISSION

ZCSD is passionate about making the following outcomes more pervasive in South Africa:

Develop sustainable community projects in South Africa.

Develop rural communities to enable them to utilise available resources and skills to provide an income.

Provide a business support and training centre for Sustainable Rural Development in South Africa.

Ensure that skills are transferred to the local community through an intensive and ongoing on-site Education Training and Mentorship approach.

Provide nationally accredited training, for the literate working poor, and non accredited short courses for the illiterate working poor.

Develop existing co-operatives in Zululand that are dysfunctional or under-productive, through joint ventures with existing local businesses.

Provide marketing support for Co- operatives by, for example: Linking government and private sector protective clothing needs,with our managed Co-operatives that can jointly produce them.



Provide a web-based Employment Database that links Work Seekers, and Micro-enterprises with potential Employers and Clients.

Encourage skills transfer and networking between communities to improve the livelihoods of all.

2.4 ZCSD’S HISTORY

ZCSD was established in 2001 as a Section 21 NGO by Gavin Eichler of Ecosystems and Dr. Syd Kelly of

the Richards Bay Spatial Development Initiative (SDI) to address much needed rural development and

training in the Zululand Region. The uMhlatuze Municipality (Richards Bay) kindly supplied the

facilities (at a subsidised price), being an old waterworks facility situated on the banks of Lake Nsese;

ZCSD was born. The Department of Economic Development and Tourism supplied the initial seed

funding to get the facility operational.

ZCSD has facilitated numerous projects ranging from training, tourism, agriculture, Youth Enviro

Education, Alien Weed Eradication, SMME Development, Clean and Green Projects, Early Childhood

Development and many more. We presently manage a R61 million project called the Community

Work Program (CWP) for National Government and have trained over 7200 unemployed community

members in the past 11 years.

2.5 BACKGROUND

Much of ZCSD's experience in the LED, tourism, ECD, conservation, forestry, organic agriculture, small

business, waste recycling and development has been hard earned at the “coal face” through ZCSD's

implementation of and participation in actual projects, establishment of SMME’s, project

management of and training for community driven projects.

In all our projects a holistic, environmentally friendly, approach is key to developing sustainable

solutions, and successful implementation. Where appropriate; our project planning provides for

cutting edge solutions in respect of waste management, recycling, and environmental rehabilitation.

All of this is made possible through our established linkages with leading research and educational

institutions. We are proud of the fact that our solutions are practical and implementation orientated

and ZCSD is therefore frequently retained to manage the implementation of projects.

ZCSD combines the skills of professionals, who are all experts in their respective fields, to ensure that

the appropriate mix of skills and experience is made available to the client. ZCSD is an equal

opportunities company, which aims to transfer real capacity to members of the previously

disadvantaged communities. ZCSD is totally committed to building long- term business relationships

with its donors on the basis of providing a professional and efficient service.





ZCSD prides itself on its client base which includes:-

National Department of Environmental Affairs and Tourism,

Tourism KwaZulu-Natal,

CoGTA

DoA&RD

European Union,

Mondi Forests,

National Roads Agency,

Zululand Chamber of Business Foundation,

Uthungulu MD

Umhlabayaligana DM

uMhlathuze Municipality,

uMkhanyakude Municipality,

Richards Bay IDZ

LIMA Rural Development Agency,

Richards Bay Minerals,

Foskor,

Richards bay Coal Terminal,

National Lotto.

DoE- Early Childhood Development in Rural Creches



3 METHODOLOGY & APPROACH TO COMMUNITY ECONOMIC

DEVELOPMENT

3.1 ZCSD'S UNDERSTANDING OF THE ASSIGNMENT

This initiative of the KZN RLED Support Programme focuses mainly on supporting and implementing

community economic development initiatives (i.e. those relating to Rural Livelihoods and Income,

Related Infrastructure and Natural Resources). ZCSD will be supplying the support required to

communities in rural areas in and around our areas of influence. It will be our task to supply the

following services to the community in partnership with DEDT, these include the following:-

Project identification and generation

Pre-market preparation e.g. industry analysis; market research, analysis and strategies, stakeholder identification, institutional analysis, partnership formation and negotiation, value chain development etc.

Project packaging e.g. securing of funding; business plan development; resolution of legal issues etc.

Project implementation support e.g. capacity building/mentoring; project management support; facilitation; training etc.

See below for our proposed approach to each of the above services.

ZCSD has extensive experience carrying out each of the above activities, in the process of developing

into an NGO with positive regional impact. However, to do so with the backing of the DEDT, would

give greater direction to our existing activities, and certainly enhance the synergistic impact of all

activities.

3.2 PROPOSED METHODOLOGY AND APPROACH

3.2.1 OVER-ALL METHODOLOGY

Our over-all Methodology for a project of this nature is to follow the Innovate, Quantify, and

Orchestrate Development Cycle.

Innovation

Quantification Orchestration



Innovate:

This is the creative aspect of the process. Gather in groups, discuss, brain-storm, scan the horizon for

untapped resources, and opportunities. The result is a Plan of Action. Each element of the plan goes

through each of the following stages:

Experimentation

◦ Having applied our minds we put our ideas to the test.

◦ We build on success, and tweak minor failures

before they become major ones.

Prototyping

◦ Best experiments become the Standard.

◦ Results in Clarity.

Bug Fixing

◦ Prototypes are refined but not re-invented.

◦ “Work-Arounds” incorporated or eliminated.

Quantify

Quantification (or measurement) is an ongoing aspect of all activites. We know that what we

accurately measure tends to improve. Of particular importance is the establishment and

measurement of Process Goals towards the achievement of Project/Outcome Goals.

Outcome Goals

◦ Defined towards the purpose of the project or Action Plan

◦ Progress is measured and shared

◦ Indicators are tracked

Performance Goals

◦ Defined towards the purpose of the team’s role.

◦ Progress is measured and shared

◦ Indicators are tracked.



Process Goals

◦ Defined for the person from Performance Goals. Outputs

◦ Defined for other departments towards the person’s Performance Goal. Inputs

◦ Indicators are tracked

Orchestrate

Orchestration is the management of People, Energy, Resources, and Time is such a way as to

effectively achieve Outcome Goals. The process of Orchestration leads naturally on to further

Innovation, thereby closing the circle for Continuous Improvement, both within the Organisation and

its Environment.

Resources are allocated

◦ Based on Quantified Goals.

◦ Through standardised processes.

Re-work is eliminated

◦ Towards the achievement of Goals

◦ Through maintaining minimum standards

◦ Through simplifying what is required by each person

Activities are integrated

◦ So that Process Goals lead to over-all Outcome Goals.

◦ Through scheduling activities; both their beginnings and their targets.

3.2.2 APPROACH TO PROJECT IDENTIFICATIO N AND GENERATION

Our approach is to work closely with the community to identify:

Underutilised Resources

Underutilised Skills

The Needs of the Community

Needs That the Community Could Meet (Markets)



Underutilised Resources

For example:

River sand, to make building blocks and construct dwellings.

Pebbles and stones, to be bagged and sold to suburban

nurseries.

Hardwoods and certain alien weed to make charcoal.

Raffia palm fronds, used to make ecotourism buildings/ crafts.

Water resources, as in encouraging water harvesting from roof

Run-off and landscapes Swales.

Soil resources, enhanced through Permaculture principles and

composting.

Underutilised Skills

This encompasses enhancing the skills that people already possess instead

of placing them in completely new situations. The goal is to develop the

skills and talents of each participant. This impacts our method of

beneficiary selection:

For example:

If we are rolling out an Outgrower Development Project, we will make

one of our selection criteria that the beneficiary already maintains a garden at their own

homestead.

The Needs of the Community

Essentially, we connect the needs of the community with the resources

at their disposal in a way that meets market needs. When we hear

statements like "poorest of the poor" we understand that to mean

cash poor. Communities we interact with tend to be cash poor, but

land rich. Sustainably enhancing utility of the land is often away to

address the cash needs of members of the community.

Needs That the Community Could Meet

During the planning stage, Before seeking funding for a project we

ascertain whether there is a clear market for these value-added

resources were they to be produced by the community.

1 New Ablution facility at Veyane Village

[for Lotto Projects]

2 Fresh Veg from Community

Gardens

3 Building a Jungle Gym

4 Sewing & Craftwork



It is sometimes surprising to the community members, to find out that there is a market for

something that they have an abundance.

We encountered one community that had numerous Pebbles and stones removed from the

agricultural fields. Under our guidance, these were bagged and sold to local suburban nurseries as

garden bed decoration. (Look-in, at your local nursery; You will see that currently such decorative

pebbles sell for approximately R40/ bag – or more)!

3.2.3 APPROACH T O PRE-MARKET PREPARATION

Our approach to premarket preparation may best be explained by using

a working example:

The Jabulani Disabled group are not able to participate in the

community works programme in the same way that able-bodied

participants are. For example, they can't garden, and they can't fix

roads. So how can we help them?

We identify an opportunity through the E-Waste Project (http://www.ewasa.org/) and find that South

Africa needs people who can assist with the recycling of E- Waste. T-Waste includes all old broken

appliances and computers etc.

We conduct industry analysis. We research the opportunity to ascertain the viability of the project.

For example, establishing how much money could be made made by dismantling and separating the

parts of a single old desktop computer.

We conduct market research. We discover that there are markets in place via the E-waste

programme, and furthermore establish linkages to local recyclers for the purchase of separated e-

waste.

We consult with the disabled group to see if they would like to pursue such an opportunity.

We produce a broad business plan, and conduct a one-month trial (experimentation).

If the one-month trial confirms viability; the business plan is updated with key learnings from the trial.

We source additional funding, by establishing win-win relationships with stakeholders whose missions

would benefit from Association with a project of this nature. We source such funding, to bring about

increased production and economies of scale.

Through institutional analysis, we develop the group into small enterprises or cooperatives. Forming

a partnership with the resulting entity/entities, usually for a fixed term, with the intention of handing

over a successfully running enterprise to the community.

5 Rebuilding wheelchairs

http://www.ewasa.org/



We continuously monitor and evaluate all activities, and outcomes; according to the Innovate,

Quantify, and Orchestrate Model.

We ensure that we are always on the lookout for further value-adding, new potential markets, and

greater process efficiencies. And attempt to build on the success of the project by integrating it with

other related projects, or by making use of forward or backward integration within the Value Chain.

For example, deciding to use the many 12 V fans that are stripped from computers to start making

Home-Scale biltong dryers for new markets.

3.2.4 APPROACH TO PROJECT-PACKAGING

Our overall approach to Project Packaging is to ensure that two

objectives are simultaneously met:

Create a business plan that appeals to a specific subset of funders.

Create a business plan around which to execute, that can guarantee

the success of the project.

Approach to Business Plan Development

We believe that all great events begin with the conversation - actually several conversations. It is

through conversations with stakeholders that new ideas are generated. It is through creative

conversations that these ideas are built upon, resulting in a vision of what is possible. The

business plan process then involves moving from the rough to the smooth, and the vague to the

distinct. In this process of moving from the general to the specific, often new ideas are generated

that further enhance the viability of the project.

Approach to the Securing of Funding

It is usually in between the general vision and the specific business plan; that we begin to find

potential funders for whom the resulting plan may be appealing. Several funders might be keen

to realise the core outcomes and vision of the plan, but each usually has a different emphasis and

proposal requirements.

It therefore makes sense to produce a business plan, from the core idea, that matches the

requirements of the shortlist of potential funders. It is perhaps important here to note that good

ideas are plentiful, but have little value in and of themselves: What matters is the effective

execution of the idea. An average idea; executed with excellence, will outperform a brilliant idea,

executed poorly; every time. Although an excellent business plan is essential for securing funding;

it is far more important than that: the detailed thinking required to produce an excellent business

plan goes a long way towards ensuring effective execution of the core idea, and hence victory for

all the stakeholders.

6 Craftwork with presentation packaging



Approach to the Resolution of Legal Issues

Our first approach with regard to resolving legal issues is to avoid getting into legal conflicts in the

first place. By conducting ourselves in such a manner, we would naturally find ourselves with a

strong case, should should any conflict escalate into a legal issue. Good documentation and

contracts are a necessary tool in this regard, not so much because they form a solid defence

should a legal conflict arise, but because the process of clearly clarifying expectations, reaching a

clear agreement, and then documenting that agreement goes a long way to ensuring that minor

conflicts do not escalate into legal issues.

We understand that where-ever there are conflicts of interest, there is some form of conflict. It is

in with dealing, proactively, with minor conflicts; that legal conflicts can be avoided.

Our experience in this regard relates primarily to sound relationships with governmental

stakeholders of the areas within which we operate. Traditional leaders tend to play a very

important role in this: It is the local Nkosi's whom we tend to rely on to help us solve most in-field

concerns and conflicts. One cannot however, involve the traditional leaders and not also involve

the local municipality, and ward councillors; as to do so would likely escalate the conflicts of

interest between these parties.

This too is all about balancing benefits, resources, and needs.

3.2.5 APPROACH TO PROJECT IMPLEMENTATIO N SUPPORT

Our primary approach to project implementation support, is one of

Consultative Project Management, which leads into the progressive hand

over of responsibility to Primary Stakeholders, and

Participants/Beneficiaries.

Our approach to Capacity Building is to design our courses, mentorship,

and interventions with an emphasis on practical experience over theory.

Not only does this emphasis on practical examples solidify and lock-in theoretical

aspects; but the constant shift into practical exercises also maintains interest and the

attention of the participants. Ctrl+Click this link for more details on the capacity building aspects of ZCSD.

3.3 PROPOSED APPROACH TO PARTNERSHIP FORMULATION AND DEVELOPMENT

ZCSD has been instrumental in developing small businesses in and around KZN over the years. The

approach is simple, identify a need or a service and find a market who will pay for it, and you have a

viable business.

We have presently facilitated local sewing co-ops being brought together by a local business who

manufactures PPE. This partnership of Business, NGO and Co-operative is a winning concept.

7 ABET class



The Co-ops have the skills and basic machinery; the business has the know-how - and reputation-

based quality assurance; and the NGO is the catalyst that sources the funds and provides Operacy

Training. We are now in production using this concept, and can foresee bringing Mondi, Foskor, SASA

and our Government on-board to produce for their PPE requirements. This concept has been a dream

for many years by Government LED implementers, and now it is finally working!

3.4 PROPOSED APPROACH FOR RISK MANAGEMENT

All business carries the risk of failure. Some 95% of small businesses do not make their second

birthday and fail. There are many reasons for this, and the most common is the lack of financial

management and cash flow; as well as technical knowledge and production output skills. Our

partnerships address these problems by forming a partnership with a company that knows the

business, and can produce a quality product. We find the capable communities to do the work, and

train them extensively to achieve excellence. This is done with a view to progressively hand

responsibility to the participants until they are standing on their own feet as a successful

entrepreneurial enterprise.

ZCSD has such business know-how, financial background, and years of experience in implementing

projects. It is our job to bring these JV’s together. ZCSD also sources the initial funding for the project.

For co-operatives to be in any way productive, they need to have secure markets. Many co-

operatives are existent in name only and are not functional due to a number of issues.

These include the following:

1. Poor Markets and unstable orders for their products

2. Poor Production and Time Management Skills

3. Poor Financial Management Skills

4. Inability to get co-op members to work productively, based on task for a day’s payment

5. Poor, inappropriate Equipment used for the job

6. Lack of Material Suppliers in their towns

7. Lack of Capital

The ZCSD Business Centre will allow for training, capacity building, and market linkages to major

projects operating in the areas. These could include Government Departments, Government Projects

like - Community Work Program, EPWP, Zibambela Roads Project and many more.

ZCSD would act as the agent between these organisations via the Web-Database we are setting up;

through which organisations can find products and services being offered in and around their areas.

ZCSD will, on an ongoing basis, source Grant Funding to supply Capacity Building and Both to the co-

operatives and small businesses. ZCSD will further attempt to open up further markets through its

own Business Network.



4 TECHNICAL CAPACITY

4.1 TECHNICAL CAPACITY OF THE ORGANISATION TO SUCCESSFULLY UNDERTAKE THE PROJECT

ZCSD is a Section 21 NGO governed by a strong Board of Directors, chaired by Dr Syd Kelly and

managed by Gavin Eichler. ZCSD is supported by a wide range of local, national, and international

funders; including government, trusts, private businesses, financial institutions and individuals. It is

an anchor in the community it serves, and is well-known among residents, as well as institutional

stakeholders, such as the City of Umhlatuze and other NPOs.

ZCSD has gained the respect of funders and Government Organisations alike.

4.1.1 MANAGEMENT AND INSTITUTIONAL ARRANGEMENT S

ZCSD is managed by our managing director, Gavin Eichler who is the founding member of the NGO in

conjunction with Dr Syd Kelly (previously the CEO of the IDZ- Richards Bay). Dr Kelly fills the role of

Chairman and leads the financial portfolio. We have an active, representative board, that guides

ZCSD’s approach, activities, and outputs; to ensure we meet our objectives of sustainable community

development.

4.1.2 FINANCIAL MANAGEMENT EXPERTISE

ZCSD has a permanently employed Financial Manager who reports to our board’s Financial Director,

Dr. S. Kelly. All our financial management is done on the Pastel Accounting System, as well as on

Excel; and all invoices are professionally produced from here. All payments are prepared via a

payment/cheque request form which details allocation, project name, and details of expenditure. This

requisition is signed by the Financial Director and Managing Director before any payments are made.

Our books are annually sent to our accountants and auditors for assessment and signing off. The

books are checked and audited by Hills Howard and Associates on an annual basis and signed off.

The Board of ZCSD is a force to be reckoned with. Each member is a specialist in their field. At the

monthly board meetings these minds meet to steer the ship.

4.1.3 ASSETS OWNED/AVAILABLE TO ORGANISATION

ZCSD is an established NGO which has fully functional offices, training

facilities, storage facilities, staff accommodation; all located at the

Empangeni head office. Our offices are fully supplied with up to date

technology, including computers (12 off), printers, scanners and

photocopiers. We are linked to an internet server and have all computers

networked and e-mail addresses allocated.

We have an admin compliment of 6 staff with a fully qualified bookkeeper, admin manager, data-

capturer, stock controller and storemen. We have 4 vehicles allocated presently to the program.

8 Delievering Equipment to site



Additional vehicles that will be required for the program for facilitators will be purchased by ZCSD on

a lease basis and allocated to the personnel for project use only. Each vehicle has a security tracking

system on it so as to be able to track on site activities and monitor misuse of vehicles.

4.2 ZCSD'S IN-HOUSE TECHNICAL SKILLS

ZCSD prides itself on its staff. Each staff member has brought their own skill-set, which has been

further enhanced through training, and progressive delegation, to result in people who take their

responsibilities seriously.

Name Position Race M/F Job Description

G. Eichler Project

Manager/MD

White Male Overall company management

F. Blades Office manager White Female Co-ordinates all office duties and manages the

CWP operations admin.

D.van den

Bosch

I.T. Cloud Based

Systems

Specialist

White Male Uses existing Cloud Computing solutions, and

designs new ones, as the needs arise. Internal

Capacity Building on the effective use of such

systems.

K. Turnbull Procurement and

assets manager

White Male Does all procurement of stock, materials, PPE

and tools. As well as stock control and dispatch

and deliveries.

N. Mkhize Data capture and

training admin

Black Female Captures all participants contracts, pay sheet,

training co-ordination

J. Mkhize Technical

manager

Black Male Project facilitator for CWP

B. Zongoro Agriculturalist Black Male Project manager for CWP and agricultural

projects

B. Majola Tech. manager Black Male Project facilitator for CWP



M.

Mthembu

Technical

manager


S. Dlamuka Technical

manager


Z. Eichler Financial

Manager

White Female Overall financial management of ZCSD, HR duties

and report writing

B. de Vos Stock Controller White Male Stock control and asset management

T.

Khuzwayo

Project Manager Black Female Project management of the Youth Enviro.

Education Project for Lotto.

T. Gumunyu Agriculturalist Black Male Project facilitator for Foskor and agricultural

projects

S. Woods Project Manager White Male Project management of Lotto projects



4.3 ZCSD BOARD MEMBERS

ZCSD Board- Portfolios & Responsibilities

Board

Member

Portfolios Responsibilities

Dr. Syd. Kelly

[White]

Chairman / Financial

Support

Syd ensures that the ZCSD board are functional and ensures that ZCSD

meets its objectives of sustainable community development

Mr. Gavin.

Eichler

[White]

Managing Director Gavin keeps the wheels turning and looks after all the daily activities to

ensure we meet our targets. He runs all projects with his team.

Dr. Sazile.

Mtshali

[Professor].

[Black]

Community liaison and

support

Sazile ensures that the communities we engage are well informed of the

activities happening in their area and ensures that all structures are

consulted with prior to development

Mrs. Virginia

Bhengu

[Black]

Training and

accreditation support

Virginia is our training specialist and looks after the accreditation and

course support

Ms Makhosi

Mtshali

[Black]

SMME Development Khosi assists on all the SMME development issues

Mr. Ian.

Coates

[White]

Fund raising and

technical Support

Ian supplies the technical support on all large projects and is involved

with fund raising for ZCSD

Miss. Thanda.

Nkhosi

[Black]

Public relations Thanda ensures that ZCSD gets publicity for all its great work done out

there, in the communities.



5 EXPERIENCE OF THE ZCSD NGO

5.1 ABILITY TO ACHIEVE RE SULTS

For a more detailed view of the results achieved by ZCSD over the last 11

years; please explore our Website: http://zcsd.org.za/

Being a part of the CWP since 2010, has greatly enhanced our reputation for

delivery, and stretched our Capacity to Produce Results.

Click this link for more info on the Community Works Programme and ZCSD’s

role therein http://zcsd.org.za/index.php/features .

ZCSD continues to implement the CWP program, currently employing 5,500 community participants

with a budget of over R61 000 000. This is growing to 10 000 participants in 2012/13 with a budget of

over R122 000 000 turnover per year. This has now driven ZCSD into another league of being fully self

sustaining, and now employs some 29 employees, full time. We have a professional team of

agriculturalists, project managers, administrators, bookkeepers, office managers, stock controllers,

fundraisers, trainers and facilitators.

5.2 EXPERIENCE ON PROJECT S OF SIMILAR SCOPE AND SCALE

5.2.1 SCOPE

With the scope of this programme being to facilitate Local and District

Economic development; ZCSD has had valuable experiences to build

upon.

Currently we are setting up a fifth Sewing Co-Operative Development

Hive, according to the successful model of a Joint Venture between an

NGO, a well-established Commercial Enterprise, and several Co-

Operatives.

Other initiatives have been at Josini Municipality where we set up a

Waste Sorting Station with a Municipal Service of reducing waste to

Landfill. This lasted a few years and collapsed, because the Municipality

didn’t think they needed to pay a Community for work done on reducing

their waste. Waste which was being illegally dumped. Municipalities

tend to have this idea that if you set up a community project to deliver a

service they do not need to pay them.

We did a similar thing for the world Cup 2010 when we had local beading ladies making

beaded pens specifically for the World cup. Another idea that was around was to make a

Nguni Skin Soccer Ball for tourists. Many potential funders confirmed interest, but we ran out of time

to bring all the elements together in – time for the 2010 World Cup.

9 Craft making / Beadwork

10 Cradft making Leather sporting goods

11 Crafts display

http://zcsd.org.za/

http://zcsd.org.za/index.php/features



We contracted by a large rebewable energy business that is being developed by the Norwegians, who

have plans to build a Biomass Power Plant in Richards Bay. They approached ZCSD to assist in the

sourcing of biomass from the timber and sugar industry, big or small. They indicated that they would

pay R350/ton of biomass for their plant. Initial work has been done, and investors are moving on with

the concept, with pother EPC contractors & invetsors also now showing interest (China & Belgium).

All businesses are developed from a need, ZCSD has the business network in Richards Bay to fill this

role, and to link projects to communities. Our Chairman was the former IDZ CEO, Dr. S. Kelly. It is Dr

S. Kelly & our team of professional board members who link us to many of these opportunities.

Our approach is simple: Find the business partner that requires our service or product, find the

community or small business that can do the work, and form a JV. Set up concise rules of supply and

returns, and get on with the work.

5.2.2 SCALE

As implementing agent for the CWP, we have needed to manage a workforce of 5000 participants.

This includes:

Finding and Promoting Talent

Capacity Building of Leadership and Workers

Organising Individuals into functioning teams that produce results.

Detailed activity reporting for All Work-Teams

Managing a budget of over R61 000 000

Sharing best-practices with the National Steering Committee.

Liasing monthly with local government municipal Reference Group



5.2.3 ASSORTED PROJECTS THAT ADD UP TO CAPACITY FOR A PROJECT OF THIS SCOPE AND SCALE

Funder Project description Beneficiaries Period Budget

DCoG Community Work Program

(CWP Zululand)

5500 Aug 2008 -

present

R 61 000 000

National Lottery Clean and green, Taxi water and

waste, Youth environment

education

1250 Jul 2011 -

present

R 8 500 000

Foskor Fertilisers One homestead one garden 120 Families Dec 2011 -

present

R 500 000

Richard Bay Coal

Terminal

One homestead one garden 60 Oct 2009-

Sept 2010

R 360 000

Foskor Fertilisers One homestead one garden 400 Families Jan 2008 –

Dec 2008

R 1 200 000

Wildlands trust One homestead one garden 20 Families Mar 2009-

Aug 2009

R 116 000

Hlabisa

Municipality

Development on an integrated

waste Management Plan

0 Jun 2009 R 280 000

CoGTA Dukuduku Resettlement

Program

(LED development)

600 Sep 2007 –

Aug 2008

R 684 000

EU Gijima

Program DED&T

Best practice composting for

Municipalities in SA

0 Aug 2006 –

Feb 2007

R 500 000

National lottery Alien weed eradication and

ecotourism development at

Dokodweni

48 Aug 2006- Jul

2007

R 926 000



Hende Wayela Development and

implementation of demo agri-

village for Mozambique

Government

32 May 2007 –

Apr 2008

R 1 200 000

National Lottery Community based Eco-tourism

at Kosi bay

40 Jan 2005 –

Dec 2005

R 1 000 000

MRBB Norway Development of a Biomass

availability and logistics plan for

renewable energy

0 Jan 2009 R 250 000

Paulpieterburg

Municipality

LED development - Poultry and

vegetable production

30 Apr 2003 R 500 000

DoA - Prov Integrated waste management

and composting at Josini

Municipality

24 May 2004 R 706 000

ZCSD Training Training of Rural community

members in food production

and LED opportunities

7200 11 years R 8 640 000

To Name a Few Projects only

Total Budget Total budget handled over the

past 10 years

7200 R 86 362 000

Current

Average

Annual Budget being

administered by ZCSD

Over

R 15,000,000



5.3 DEMONSTRATED EXPERIENCE WORKING WITH LOCAL AND/OR PROVINCIAL GOVERNMENT, RURAL

COMMUNITIES, SMALL BUSINESSES/ENTREPRENEURS, AND CIVIL SOCIETY IN KZN

5.3.1 EXPERIENCE W ITH LOCAL/PROVINCIAL GOVERNMENT

As implementing agent for the Community Work Programme,

ZCSD has gained valuable experience in dealing with government

structures. The Community Works Programme is an initiative

funded by National CoGTA, and requires working closely with

Provincial CoGTA Representatives, as well as Local Municipalities.

These relationships have been formalised in the representative

Reference Groups for each of our 5 CWP sites. Each Reference

Group includes the CWP Site Facilitator, a CoGTA Representative, Tribal Representatives, and Ward

Councillors from each Ward, among other selected Specialists.

5.3.2 EXPERIENCE WITH RURAL COMMUNITIES

ZCSD has been operating in the Umkhanyakude, Uthungulu, Zululand

and eLembe DM for the past 10 years now. We have gained vast

amounts of experience dealing with rural communities, small

buinesses, and co- operatives. Much of this experience gained was

through direct interaction with community members, identifying

their needs, which are mostly based on survival needs and food.

Many community members only know what they see around them,

and are sometimes hungry for new ideas using the skills they have learned over the years. Ideas are

therefore implemented by the communities, and ZCSD takes these skills and develops them into

businesses.

5.3.3 EXPERIENCE WITH SMALL BUSINESSES/ENTREPRENEURS

All successful businesses start with a market first, and then planning

for fabrication is easy. This we have presently done with the need of

protective clothing by the Community Work Programme, run by us in

the area. The Community Work Programme has a Buy Local policy.

When we noticed how difficult it was to procure PPE that was not

imported (mostly from China and India) we decided to facilitate the

establishment of Co-Operatives to produce the PPE for the CWP.

12 Community Liaison

13 Playground Equipment handover



ZCSD has had this experience in other fields as well that can make potential small businesses via co-

operatives, namely:-

Waste collection, recycling and services

Desk repairs for Dept of Education (see pic alongside);

Developing & building crèches as small business

Sewing traditional wares the local market

Block making for round houses, using local river sand that is for free

Building of houses (“rondavels”, rain-water tanks and toilets)

Waste plastic for Plastic wood composites

Biomass for energy

And many more….

5.3.4 EXPERIENCE IN C IVIL SOCIETY

ZCSD prides itself on its network, both within the Business Sector and within Civil Society.

One thing that has come out of the National Community Work Programme, is that it brings together

many Civil Society Organisations (CSO's) from around the country. Monthly meetings between these

community groups and non-governmental organizations (NGOs) have been occuring since the

Programme's inception.

ZCSD also works closely with:

LIMA Rural Development Foundation (http://www.lima.org.za/)

The Aids Foundation

Temba Letu

Seriti Institute

Hand-to-Hand

5.4 SPECIFIC EXPERIENCE WITHIN DISTRICTS AND UNDERSTANDING OF THE LOCAL SOCIOECONOMIC

ENVIRONMENT

ZCSD has worked extensively in the following four districts:

Umkhanyakude

Umhlabuyalingana

Zululand

Ilembe

14 Repairs and rebuilding school

desks

http://www.lima.org.za/



We are well known in these areas, have dealt with the local municipalities, and been involved with

their IDP's.

We have been sub-contracted by Paulpietersburg to assist with LED, by finding and assisting; or

establishing, viable community-based projects. Here we have focused on appropriate technology,

labour-intensive, job creators; like:

Waste Management

Recycling

Poultry

Small-Scale Organic Farming

Maize Milling

Pig farming

We have focused on the above in place of high-tech, high input-

cost projects; like hydroponic vegetables, and sugarcane farming.

5.5 DEMONSTRATED EXPERIENCE AS FACILITATORS OR INTERMEDIARIES BETWEEN DIFFERENT PARTIES,

ADVISORS AND/OR ACTIVE SHAREHOLDERS OR INVESTORS.

The best example of where ZCSD played a pivotal role as facilitators and intermediaries between

different parties was during the Dukuduku relocation program facilitated by CoGTA. The movement

of communities into the Dukuduku Forest was becoming a hot-button issue in the area.

ZCSD was appointed as an LED specialist to look at developing job-creating enterprises within the

Dukuduku area. This Dukuduku relocation was a volatile situation that required diplomacy and

bridge-building between conflicting parties.

We were also retained as an adviser to the Mozambique government to investigate the movement of

periurban communities back to rural farms as part of a post-war recuperation programme.

This was to be done through the formulation of Agri-Villages which would include several Micro-

Enterprises plus one Core Industry (in this case Coconut Oil Extraction)

5.6 DEMONSTRATED EXPERIENCE IN CAPACITY BUILDING, COACHING, MENTORING, TRAINING ETC .

Ctrl+Click this Link to return to APPROACH TO PROJECT IMPLEMENTATION SUPPORT

It is in the Capacity Building of participants that ZCSD truly shines: As

Implementing Agent of the Community Work Programme, ZCSD is the only

implementing agent to focus on developing Programme Participants into

Site Facilitators and Admin Clerks. The ZCSD CWP Sites are the only sites

to employ participants of the programme as admin clerks, who manage

the Attendance Register Capturing for payments.

15 Waste Sorting station

16 Competency Certificates being

issued



In the case of CWP, at nDlangubo, we found and built upon the capacity of one of the participants -

Bongani Majola - up to the point of becoming over-all Site Facilitator of CWP at nDlangubo.

Presently ZCSD does all the non accredited training for the CWP program and funded-projects . All

registered courses provided by ZCSD will be certificated, with accreditation from the appropriate

training partners, based locally in Richards bay.

The following certified courses are available at the training academy:-

New venture & Small business management

ABET- literacy and numeracy

Basic maintenance

Basic Carpentry

Integrated waste management- recycling, waste management, income opportunities from waste

Painting

Brick laying

Block making

Plumbing

Plastering and Tiling

Hospitality- domestic workers, waiters, catering

Domestic gardeners

Small plant operation- lawn mowers, brush cutters, chainsaws, etc.

Permaculture and organic food production

Alien plant eradication - Limited pest control operator’s license, plant identification and eradication techniques

Computer Training

Early Childhood Development (Creche child-minders).

6 CONCLUSION

ZCSD is already very involved with LED in the region.

Together, with additional funding (& other material) assistance and guidance from your organisation:

Imagine what we could achieve!

17 Work for Handicapped persons

Documents

ZCSD Expression of Interest