Empangeni Business Retention & Expansion Programme - City of ...

Empangeni Business Retention &
Expansion Programme
“A joint initiative to promote business”
SUMMARY REPORT
Initiated and supported by
November 2003
Initiated and supported by
Sponsored by

Task Team
Alec Bozas
Johan Davel
Zakile Mnqayi
Acknowledgements
Mike Patterson
Hennie Smit
Raj Ramchander
1
Marina Roets
Jan van der Westhuizen
Louis Wessels
Local Co-ordinators Claire Goodenough Jolene Lazarus
Facilitators Gerry Delany Zandile Majola
Volunteers
Alec Bozas A Bozas Group
Andy Goodenough GS Auto Electrical
Charmaine De Lange Lifestyle Communications
Christie Appelgym SA Wire
Derek Smythe Bell Equipment
Dhana Goodenough Dhana Pillay Insurance Brokers
Erika Van der Linde Profplan
Jabulani Buthelezi Private
Jeanette King Zululand Homeads/Graphic Dimensions
Louis Wessels Marriott Properties
Marina Roets Gensec Properties
Mark Hathorn Site Services
Mary Calverley Bell Equipment
Mike Patterson Waltons
Nobby Clark SA Wire
Philani Zungu Private
Raya Oomadram Dhana Pillay Insurance Brokers
Reena Aamuggoom Dhana Pillay Insurance Brokers
Rob Millar Kingspress
Rosemary Smith Profplan
Sithembiso Mthembu Private
Thuli Khumalo Singatha
Zizi Michonza Stunning Events
Participating businesses
Ackermans
Afritude
Arts & Crafts shop 4
Avbob
B&B Plant & Equipment
Bell Equipment
Best Cuts
Bozas Group
Cabernet Motors
Central Park Spar
Clicks
CNA
Coastal Farmers
Country Habitat
Craft Mania
CTM
De Ponte Transport
Dhana Pillay Insurance
Brokers
Edwards Pharmacy
Empangeni Cash & Carry
Empangeni Pump Shop
Foto First
Furniture Warehouse
G&D Photo Centre
Grand Bali
Graphic Dimensions
GS Auto Electrical
Hillestad Estates
House of Exclusive Cards
J R Service Station
Kenart
Kingspress
Kwa Gijima
Kwik Spar
L W Wessels
Maxprop
Mica Hardware
Moffat Optical
Musica
Nissan
North Coast Industrial
Pep Stores
Pillbox Pharmacy
Power Stores
P&P Auctioneers
Progress Empangeni
Promech
Qedani Ububha
Quality Cars
Ritchie Motors
SA Wire
Sales House
SG Motor Spares
Sidlangoludala Coffee Shop
Singlehurst
Stunning Events
Supa Quick
Tren Tyre
Waltons Stationery
Zululand Forestry Equipment
Zululand Sports

Empangeni
Business Retention & Expansion Programme
CONTENTS
Acknowledgements ................................ ................................ ................................ ..1
Overview ................................ ................................ ................................ .................. 3
Survey Findings................................ ................................ ................................ ........ 3
Background on Businesses Visited ................................ ................................ ...... 3
Employment Patterns and Concerns................................ ................................ .... 4
The Business Environment ................................ ................................ .................. 4
Business Plans ................................ ................................ ................................ .... 7
Information Needs................................ ................................ ................................ 8
Problems with Government................................ ................................ .................. 8
Issues for the Task Team................................ ................................ ..................... 9
Business On-Line................................ ................................ ................................ .9
Business Organisations ................................ ................................ ....................... 9
“Shop Local” Campaign ................................ ................................ ....................... 9
Helpfulness of the BR&E Survey................................ ................................ .......... 9
Priorities and Recommendations for Action................................ ............................ 10
Priority 1: Crime ................................ ................................ ................................ 10
Priority 2: Growing the Market................................ ................................ ........... 11
Priority 3: Infrastructure, Roads and Traffic................................ ....................... 12
Priority 4: Skills and Information................................ ................................ ........ 12
Priority 5: Business Support................................ ................................ .............. 13
MORE INFORMATION
For further information or a copy of the final report (to be written after the
feedback to stakeholders) contact Hennie Smit, uMhkathuze Municipality,
phone (035) 901 600 or email hsmit@richemp.org.za
2

Overview
Despite the above average growth of uMhlathuze the economy of Empangeni has
stagnated and even declined as a number of businesses have relocated or closed their
doors. As a result, the Business Development Centre and the Zululand Chamber of
Business in partnership with the City of uMhlathuze decided to participate in the
Business Retention and Expansion (BR&E) Programme initiated and supported by Trade
and Investment KwaZulu-Natal (TIK).
The overall goal of the Empangeni BR&E Programme is to help existing local businesses
become more competitive and by growing to create sustainable local jobs.
The short-term objectives of the programme are:
• To identify local business needs and priorities
• To respond to immediate business concerns.
• To demonstrate community support for local business
• To enhance the profile of Empangeni businesses
• To seek new ideas for economic and employment growth
• To develop consensus around action plans for business growth
The long-term objectives are
• To enhance the competitiveness of local business
• To identify opportunities for business growth and the creation of new businesses,
• To create a broad based partnership to sustain long-term economic development.
• To establish and implement strategic action plans for economic development
• To create new jobs through the growth of local businesses
After the launch of the Empangeni BR&E programme 31 people from the local business
community volunteered to be trained as interviewers in one of two training sessions.
Working in pairs they visited a total of 61 Empangeni businesses including seven in the
Arts and Crafts Centre, 13 in the CBD, 12 in Sanlam Shopping Centre, and 29 in
Empangeni Rail. During the interviews with the business owners or managers the
volunteers learned about and recorded their concerns, plans and information needs.
“Red Flag” issues requiring urgent action were highlighted and immediately referred to
the Task team.
The Local Co-ordinator collated the survey data and the results were analysed with the
assistance of BR&E Facilitators. The Task Team then reviewed the results before
identifying key issues and developing recommendations for action.
Survey Findings
Background on Businesses Visited
The majority of businesses interviewed (61%) were in the
wholesale, retail and motor trade sector, followed in turn
by manufacturing and the finance, property and business
services sector.
3
Other
Local

A high portion of businesses (77%) are locally owned and most (79%) of those that are
branches of a national company.
The most common (44%) form of business is a Close Corporation and over 70% of the
businesses surveyed have been operating in Empangeni for longer than 10 years.
Employment Patterns and Concerns
Between them the businesses surveyed employ 1 546 people. About 60% of them are
men, predominantly in Rail and the CBD while a higher proportion of women are
employed in Sanlam and the Arts & Crafts Centre.
Numbers employed Arts CBD Rail Sanlam
F M F M F M F M
Full Time 7 2 126 305 322 513 39 23
Part time 17 2 18 17 16 21 24 7
Casual/contractors 0 0 1 22 4 25 30 11
Total 28 489 895 134
There was a generally positive view of employment trends with most (59%) firms
expecting to increase the number of people employed over the next 2 years while 39%
expect the number to remain unchanged.
Word-of-mouth was the most common (64%) means of recruiting. Customer service
skills are in most demand followed by marketing and business management skills. Most
(61%) firms, if taking on new staff, would be looking for a sales person.
The Business Environment
No change
Decrease
Asked for the five main advantages of operating in Empangeni most (75%) businesses
listed local customer loyalty however 97% of Rail firms identified being close to key
industries as a key advantage with local customer loyalty as their second most popular
(72%) choice.
There was a fair degree of agreement that quality of life was an important advantage
except among Sanlam firms that gave parking a higher rating.
Although positive local image was often listed, some respondents interpreted this as
relating to their own firms rather than to Empangeni as a whole.
NR
4
Increase

Main advantages Arts CBD Rail Sanlam All
Local customer loyalty 57% 85% 72% 83% 75%
Quality & supply of local labour 0% 15% 17% 8% 13%
Employee housing available 14% 8% 7% 17% 10%
Positive local image * 43% 23% 41% 58% 41%
Parking 14% 8% 31% 67% 31%
Local crime rates 14% 0% 31% 0% 16%
Close to key industries 43% 23% 97% 25% 39%
Reliable transport & freight 14% 23% 24% 42% 26%
Close to markets 29% 23% 52% 33% 39%
Quality of life locally 43% 46% 52% 25% 44%
Communication networks 14% 8% 10% 8% 10%
Reliable support businesses & other local services 14% 31% 24% 25% 25%
Other 14% 23% 14% 8% 15%
No response 14% 0% 0% 0% 2%
Crime easily topped the list as the major disadvantage (82% overall and 93% in Rail) of
doing business in Empangeni except in the Arts and Crafts Centre where a shortage of
skilled labour was seen as more important.
Rail and Sanlam rated road networks second and a negative image of the community
third while CBD gave much greater emphasis to lack of support from the Municipality.
Main Disadvantages Arts CBD Rail Sanlam All
Time/distance from other markets 14% 23% 7% 0% 10%
Time/distance from suppliers 14% 15% 31% 42% 28%
Transport costs 14% 15% 24% 17% 20%
Negative image of the community 29% 38% 38% 42% 38%
Quality of infrastructure 0% 0% 17% 17% 11%
Crime rate 29% 85% 93% 83% 82%
Shortage of skilled labour 43% 15% 21% 33% 25%
Road networks 14% 31% 41% 58% 39%
Communication costs 29% 0% 3% 8% 7%
Lack of local support 14% 8% 21% 8% 15%
Poor service of local businesses 14% 15% 28% 8% 20%
Slow growth of local market 29% 38% 24% 42% 31%
Small size of local market 29% 31% 14% 25% 21%
Lack of employee housing 0% 8% 0% 8% 3%
Lack of support by Municipality 29% 46% 0% 8% 15%
Planning restrictions 0% 15% 7% 8% 8%
Lack of car parking 0% 0% 3% 8% 3%
Cost of rates & services 29% 38% 34% 8% 30%
Other 29% 46% 31% 42% 36%
No response 0% 0% 0% 0% 0%
5

Most firms were optimistic about the outlook for the next 12 months with 28% rating
prospects as very good, 28% as good and 30% as fair. CBD firms were the most
pessimistic with 25% rating the outlook as poor or very poor.
VG
Good
Fair
Dunno
Poor
V Poor
NR
Outlook for Next 12 mths
0% 5% 10% 15% 20% 25% 30% 35%
There was reasonable agreement between the four areas on the constraints to growth.
All put availability of finance, small local market and (except CBD) lack of skilled
employees in their top five. Too much competition and/or lack of market share was also
considered important. There were several complaints about complex government
procedures or of lack of support from local companies and the Municipality. The issue of
access and the need for banks was highlighted in Rail.
On the other hand most (74%) of firms forecast an increase in sales over the in the next
three years with only CBD sounding a note of pessimism. Most (86%) have local
competitors but see them as making little impact. Very few firms said they were facing
competition from outside the area.
Help improve business performance Arts CBD Rail Sanlam
Improved management skills 57% 23% 21% 50%
Improved staff skills. 43% 46% 41% 67%
More staff 29% 0% 21% 25%
Reduced staff 0% 8% 0% 0%
Information on staff incentives 0% 23% 21% 42%
Improved labour relations 29% 23% 14% 33%
Better industry information 29% 15% 21% 17%
New products 86% 38% 24% 67%
New machinery/equipment 43% 15% 21% 17%
Local and regional information 57% 38% 24% 25%
Trade/export information 43% 23% 17% 8%
Reduced business overheads 57% 69% 66% 58%
Improved security measures 14% 54% 66% 83%
Improved traffic networks 14% 54% 62% 42%
More bus & taxi stopping points 43% 54% 31% 33%
Other 14% 62% 21% 33%
No response 0% 0% 0% 0%
6

A number of suggestions were made about businesses that might be located
successfully in Empangeni. By far the most frequently mentioned were a cinema,
"entertainment", restaurants and Woolworths Food Market.
Business Plans
In Empangeni as a whole, 30% of all business surveyed have considered moving, selling
up or closing! The problem is particularly acute in the CBD where 46% fall into this
category, followed by Rail (36%). Sanlam Centre is more optimistic at 17% and no one
is thinking of leaving the Arts & Crafts Centre at all.
Stay
Of those thinking of leaving, more than a third said they were going to Richards Bay -
mainly because the market is better but also to save costs (travel and rates). One would
move to a neighbouring country if the road issues in Rail were not resolved satisfactorily
Of the 12 businesses in the CBD survey, one is thinking of closing completely - because
of declining sales. One of the 29 Rail firms surveyed is also considering closing, in this
case because of high electricity costs.
Survey participants employ a total of 1 546 people. If 30% of these businesses actually
did move, sell or close, it could mean the loss of as many as 464 direct jobs and about
twice as many indirect jobs.
Business plans Arts CBD Rail Sanlam All
Have you considered:
Moving your business out of the community 0% 23% 17% 0% 13%
Selling your business 0% 15% 14% 17% 13%
Closing your business 0% 8% 3% 0% 3%
Other - please specify 0% 0% 0% 0% 0%
No response 86% 46% 3% 75% 36%
Plans to change, modernise or expand?
Expand 86% 31% 55% 33% 49%
Modernise facilities 29% 23% 41% 50% 38%
Add product line 14% 15% 14% 17% 15%
Add services 29% 15% 14% 42% 21%
No change 14% 46% 24% 17% 26%
Change mix of goods/services 14% 15% 14% 0% 11%
Change production technology 14% 8% 7% 8% 8%
Other - please specify 0% 8% 3% 8% 5%
No response 0% 0% 3% 0% 2%
7
Move
Sell
Close

In contrast, half (49%) of the businesses surveyed are considering expansion. The Arts
and Crafts Centre is by far the most optimistic although some plans are still in the very
early stages. Rail is surprisingly positive where 55% are considering expansion - and
only two of the 16 firms thinking of expansion were also planning to move.
About a third of the businesses in CBD and Sanlam were contemplating expansion - in
only one case by moving out of the community.
Information Needs
Many firms, particularly the smaller ones, want information on the Skills Development
Levy, business planning and marketing. Financial and tax issues were also high on the
list while in Sanlam information on merchandising was in demand. In Rail the majority of
firms did not seek any information at all and those that did were primarily interested in
information on municipal bylaws and business planning.
Most people wanted to receive this information by post (39%) or email (33%). There was
some interest in individual consultation but very little in workshops (except perhaps in the
Art & Craft Centre).
Problems with Government
Firms were split evenly on whether they had problems with government. Sanlam was
particularly positive with 92% reporting no problem. CBD and Rail were not so happy
with 62% and 69% reporting problems with one or other tier of government.
Most of their concerns were directed at local government and repeated issues of crime,
road access, rates and service charges and poor communication raised in other sections
of the survey.
There were also some criticisms of the local Receiver of Revenue.
All
Sanlam
Rail
CBD
Arts
Prolems with Government
0% 20% 40% 60% 80% 100%
8
Yes No NR

Issues for the Task Team
Half or the firms interviewed had issues they would like the Task Team to address with
crime, road access issues and rates and/or service charges topping the list.
Business On-Line
The majority (80%) of businesses are on-line and by far the most common reason for
this is for banking/finance. About 30% of respondents have a website but the
contribution it makes to sales is either small or not known at all. There would appear to
be scope for seminars on e-commerce and how to get the most out of a website.
Business Organisations
Only 26% of respondents feel they receive any direct or indirect benefits from the
existence of local business associations.
No
NR
At least part of the problem is one of communication and there is clearly a need for the
ZCB to promote itself and clarify its role and its relationship to other bodies such as BDC
and ZCBF.
“Buy Local” Campaign
While there was clear support for a "Buy Local" Campaign, it was qualified by a few
reservations about its feasibility. In a number of cases it was linked to the need for
improved customer service, a theme that is echoed in other sections.
"Buy Local" Campaign? Arts CBD Rail Sanlam All
Yes 100% 85% 90% 75% 87%
No 0% 8% 10% 25% 11%
NR 0% 8% 0% 0% 2%
Helpfulness of the BR&E Survey
While courtesy may have played a part in how people responded to the final question on
whether the survey helped them to express their views, the results were still very positive
with 89% saying they found it helpful. The remainder were unsure. No one felt it was
unhelpful.
9
Yes

Priorities and Recommendations for Action
After analysing the results, the Task Team identified the following five priorities.
• Crime
• Growing the market
• Infrastructure, roads & traffic
• Skills and information
• Business support
A number of recommendations for action were made for each priority. Topping the list in
each case were things that the Task Team believes can be done with local resources,
then follow actions requiring some external support. Finally there are recommendations
that would need substantial outside support to implement.
Priority 1: Crime
The Task Team recognises that crime has to be tackled from the perspective of the
whole community but in addition there are issues specific to certain areas that need to be
addressed.
Action 1.1 Implement the Community Based Crime Prevention Strategy
The uMhlathuze Municipality has received the results of a study by CSIR and Universal
Security Services on a crime prevention strategy for uMhlathuze that includes a 10-point
programme of action. The Task Team recommends that the Municipality appoint a full
time manager dedicated exclusively to implementing the strategy as a matter of urgency.
Action 1.2 Enforce municipal by-laws to clean up specific trouble spots
Prostitution has been decriminalised and the provisions of the Liquor Act are rarely
enforced in the case of shebeens. They therefore do not attract the attention of the
SAPS yet both attract and provide cover for criminals. On the other hand since certain
aspects may be in breach of municipal by-laws the Task Team recommends that the
Municipality in partnership with SAPS begins a campaign to clean up known trouble
spots in Union St and Rail by enforcing relevant by-laws.
Action 1.3 Crime prevention in Sanlam Centre
Organised shoplifting, bag snatching and pick-pocketing are characteristic of crime in the
Sanlam Centre. The Task Team proposes an urgent discussion of the survey results
with Business Against Crime with a view to developing a best practice action plan that
would involve Centre management and tenants as well as SAPS
Action 1.4 Communicate plans and progress to the business community
Business confidence and decisions are affected by the belief that nothing is being done
to address crime and that the authorities are indifferent to the effect it has on business.
The Task Team proposes that the Municipality regularly communicates to business and
the public what it and its partners are doing and intend to do about crime.
Action 1.5 Neighbourhood patrols
The Task Team recommends that the feasibility of establishing neighbourhood patrols to
prevent crime in business areas be investigated but recognises that it may take time to
find the necessary resources.
10

Priority 2: Growing the Market
Many businesses see the limited size of the local market as a major constraint to growth,
others see it as declining and are considering relocation or even closure. However the
Task Team believes there are exciting opportunities to grow the market by making
Empangeni more attractive to customers and by promoting it more effectively.
Action 2.1 Appearance
Recommended that the Municipality leads a drive to improve the appearance of
Empangeni by the following.
• Provide palm trees and street furniture in Union St.
• Improve the appearance of the town entrances particularly on the R34 (in partnership
with Ticor), on the R102 (Parks Dept) and from the N2 (with uThungulu Distract
Municipality).
• Initiate "Mainstreet" programmes in the CBD (with ZCB) and Rail (with Kuleka
Property Owners Forum).
• Improve the appearance of the Court building (with Dept Public Works).
Action 2.2 Promotion
The Task Team recommends that Empangeni and its businesses should be promoted by
the following.
• Review local advantages, e.g., as highlighted in economic reports and reviewing
them with the Municipal Marketing Department to obtain more balanced promotion of
uMhlathuze.
• Develop an Internet portal for local businesses.
Action 2.3 Retail draw-cards
Encourage people to visit and shop in Empangeni by:
• "Headhunting" draw-cards, e.g., Woolworths Foods and Makro,
• Identifying and headhunting retail or hospitality draw-cards for the Arts & Crafts
Centre,
• Establishing a weekly Farmers' Market and/or Sunday flea-market (CBD/Sanlam),
• In the longer term establishing a local "Springfield Park" for discount stores such as
HiFi Corporation.
Action 2.4 Entertainment
Meet local demand for entertainment and attract visitors by:
• Exploring options for developing Sanlam/CBD as an entertainment area possibly
including a cinema,
• Initiating regular events such as a monthly "Pay Day Party",
• Creating a local Barnyard Theatre venue for live performances,
• Using (and possibly roofing) the Art & Craft Centre as an entertainment and event
venue,
• Clarifying entertainment possibilities related to the Casino,
• Establishing a bird park and/or butterfly park in the Casino area.
Action 2.5 Clustering
Create hubs to serve regional markets by clustering businesses and government
services as follows.
11

• Initially: clarify land availability, Municipal planning proposals and Propnet intentions
in Rail.
• Develop a regional motor hub in Rail.
• Develop Rail as an agricultural service hub for the region.
• Explore the possibility of using redundant buildings for warehousing.
• In the medium term:
- develop show-grounds in Old Mill Industrial Estate
- establish an agricultural show linked to the Rail hub
• Longer term
- develop Empangeni as a regional education centre.
- encourage regional government offices to locate in Empangeni.
Priority 3: Infrastructure, Roads and Traffic
Road and traffic issues were high on the list of constraints to business growth and a
shortage of land for housing has been a chronic problem. Accordingly the Task Team
recommends the following.
Action 3.1 Tanner Rd
The most pressing issue is to convey the importance to business of resolving Tanner Rd
access problems to the Municipality and to review the situation regarding the proposed
traffic circle to ensure it is addressed urgently without inhibiting the development of Rail.
In addition the following is recommended for action by the Municipality:
- resolve the problem of oil and grease spillage created by street mechanics (short
term measures are required while this is being addressed)
- repair pavements and potholes.
Action 3.2 Taxi & Bus stopping points
Proposed that the Municipality addresses commuter access and traffic problems in
Empangeni as follows.
• Communicate traffic plan for the CBD.
• Demarcate bus & taxi stopping points in north Tanner Rd.
• Implement proposals to address CBD traffic problems in the short term.
• Develop 5-10 year traffic flow plans for Rail and Empangeni CBD including bus & taxi
stopping points and improved access to Union St.
• In the longer term develop access to Rail from the east.
Action 3.3 Residential sites
A shortage of residential sites is inhibiting the development of middle-income housing.
Proposed that the Municipality implements the five year development plan by conducting
a housing needs assessment and commissioning a private developer to develop sites.
Priority 4: Skills and Information
To meet a clear demand for business information and key skills the Task Team
recommends that the ZCB/BDC spearheads the following programme.
Action 4.1 Business information
Develop written business information and a programme of seminars on:
12

- the National Skills Development Strategy and SETAs.
- marketing
- merchandising for retailers
- recruitment practice
- effective websites and e-commerce
Action 4.2 Customer service
Establish an SA Host Partnership in Empangeni to develop a culture of service
excellence by means of SA Host "Customer Care" workshops for frontline and support
staff as well as management.
Action 4.3 Business Management
In partnership with the University of Zululand and DTI
• Conduct a training needs assessment for business management skills for
- CBD/Sanlam and Rail businesses
- Art & Craft Centre businesses
• Conduct a programme of business management training and short courses based on
the outcome.
Action 4.4 Sales Skills
Address the difficulty in recruiting salespeople recorded in the survey by
- following up to clarify the nature of the problem
- responding appropriately e.g., by implementing by sales training programme.
Priority 5: Business Support
The Task Team has identified a range of possible actions to remove obstacles to growth
and to support local business.
Action 5.1 Rates and service charges
The Task Team proposes to meet the Mayor and Municipal officials on the impact of
unequal rates and charges and the delayed revaluation with a view to:
- developing creative interim solutions
- setting up a meeting between property owners and municipal officials
- persuading the Municipality to issue a statement on property valuation.
In the longer term it is recommended that an action team be established to press for
revaluation and address any subsequent issues such as claims for compensation.
Action 5.2 Development plans
To address the concern of Empangeni business that the Municipality lacks a clear vision
for the economic development of Empangeni and in fact official thinking is biased against
the town, the Task Team recommends that the Municipality meets Empangeni business
leaders to:
- address the perceptions and reality of official bias
- communicate Municipal thinking on the development of Empangeni
- begin developing a shared vision for the economic future of the town as an integral
part of uMhlathuze.
13

Action 5.3 Business unity
Recognising that many issues affecting business can best be addressed by collective
action, the Task Team recommends that the ZCB and BDC undertake the following.
• Clarify and communicate the respective roles and achievements of the ZCB, BDC
and ZCBF.
• Embark on a promotional campaign to encourage businesses to become members.
• Establish satellite offices in the Empangeni Municipal Buildings and in eSikhawini.
Action 5.4 Buy Local
To reduce "economic leaks" it is recommended that then ZCB/BDC play a leading role in
the following.
• Investigate the feasibility of a "buy local" campaign for which strong support was
indicated in the survey.
• Discuss the Municipality's procurement policy with officials in order to ensure that a
proportion of local expenditure reaches Empangeni.
• Conduct a campaign to register small firms on the BDC database of potential
suppliers to large companies.
• Facilitate local business-to-business networking, e.g., through events, publications
and the Internet portal.
Action 5.5 Business Finance
Bank policies, misconceptions and the high cost of administering small loans make it
difficult for many local businesses to obtain finance.
• Recommended that the ZCB meets local bankers with a view to clarifying policy and
addressing misconceptions
• Proposed that BDC in partnership with DTI investigates the possibility of establishing
a local micro-enterprise financing agency.
14