30-day payment to service providers; National Youth Development Agency Act & Public Administration Management Act amendments

Public Service and Administration

06 June 2018
Chairperson: Mr M Maswanganyi (ANC)
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Meeting Summary

The Department of Public Service and Administration, Department of Monitoring and Evaluation, and the National Youth Development Agency briefed the Portfolio Committee on the Public Administration Management Act, progress on the payment to suppliers and progress on the amendment of the National Youth Development Agency Act.

The challenges regarding the Public Administration Management Act include:

  • Extension of the eDisclosure system requires configuration to accommodate different Human Relations systems in municipalities and additional funding.
  • Deeds data is expensive (currently R12.00 per record). For public service employees – R12.00 x 1.3m employees = almost R16m.
  • The extension of the financial disclosure to other categories of employees should follow a phased in approach.

Government has identified the small business sector as an important area to grow the economy and reduce unemployment, hence the establishment of the Department of Small Business Development. One of the challenges faced by the sector has been the late or non-payment of suppliers. The reasons forwarded by departments for late or non-payment include:

  • Medico-legal claims due medical negligence.
  • Cross border and boundary migration.
  • Cash flow challenges, resulting in accruals.
  • Revenue management (Collection and debtor management).
  • Poor internal controls.
  • Poor administrative processes.
  • Lack of consequence management.

The National Youth Development Agency was established as the merger of the National Youth Commission and Umsobomvu Youth Fund. The President passed the National Youth Development Act, Act No. 54 of 2008 as the founding legislation of the Agency. However, after its existence the Agency encountered challenges, particularly in relation to execution of its legislated mandate. It was then proposed that the founding legislation be amended to intensify youth development service provision.

The objectives of amending the National Youth Development Agency Act are to:

  • streamline the broad mandate of the Agency, particularly in relation to programmes offered by other youth development institutions;
  • scale up service provision to reach young people at local levels;
  • address the challenges identified in practical implementation of the Act by providing for measures to address those.

Regarding the briefing by DPSA, Committee Members asked about protection for whistle blowers. Whistle blowers are useful in providing information needed to get to the bottom of things, there is therefore the need to protect these individuals. The Committee asked if the Department of Public Service and Administration had measures in place to protect whistle blowers. Members also inquired about consequence management regarding doing business with the state. The understanding was that some public service employees are doing business with the state. Members asked if there were any measures in place to deal with such individuals. Members were also interested to knowing the time frame regarding the implementation of the Act, the role of the unit, and what the role of the Public Service Commission will be in the Public Administration Management Act.

On payment to suppliers, Members noticed that the Western Cape Province seemed to be doing well in terms of paying suppliers. There is something that the Director Generals in these provinces are doing right. They asked if the Department of Monitoring and Administration could ensure that these Director Generals shared their best performance practices with those in other provinces. Members also inquired about what the zero percent for North West province meant, in relation to the number of outstanding invoices. The committee was interested in hearing the Department of Monitoring and Evaluation’s view on the DeafSA’s situation regarding late payment of invoices.

The Committee expressed its appreciation for the initiative by the National Youth Development Agency amendment to ensure that, going forward, the responsibilities are discharged without any hindrance. However, the Members asked for clarity on how the amendment was going to help Agency improve on their provision of services.

Meeting report

Briefing on progress with regards to the Public Administration Management Act, 2014

Mr Kenny Govender, Deputy Director General: DPSA, briefed the Committee on progress with regard to the implementation of the Public Administration Management Act (PAMA).

The purpose of the briefing was for the Portfolio Committee to note the progress in the implementation of the Public Administration Management Act (PAM Act), 2014 pertaining to:

  • ethics and anti-corruption management; and
  • norms and standards (s16) and compliance with minimum norms and standards in public administration (s17) through an Office of Standards and Compliance (OSC).

The PAM Act was signed in Dec 2014 and amongst others seeks to provide a legal framework across the three spheres of government for bringing some degree of uniformity of purpose in ethics and integrity management.

No provision of the Act has been brought into effect yet as most provisions require a state of readiness and regulations.

It is envisaged that provisions of the Act will be gradually brought into effect as systems and processes are put in place supported by regulations where required.

The Following are the challenges that are being encountered:

  • Extension of the eDisclosure system requires configuration to accommodate different HR systems in municipalities and additional funding.
  • Deeds data is expensive (currently R12.00 per record). For public service employees – R12.00 x 1.3m employees = almost R16m.
  • The extension of the financial disclosure to other categories of employees should follow a phased in approach.

In terms of the way forward, the PAM regulations regarding employees doing business with the State and financial disclosures will be combined to deal with both the public service and municipalities;

While the regulations to effect sections 8 and 9 of the PAM Act are processed, the following interventions will be undertaken to create an easier path to implementation of the PAM Act:

  1. Aligning of Public Service Regulations, 2016 with the intended PAM Act and its Regulations.
  2. Reviewing and amending of the Public Service Regulations, 2016 to include regulations on “life-style audits”.
  3. consideration to financial disclosures being done once and thereafter resubmitted when changes occur.

The proclamation to bring sections 15 and 17 of the PAM Act into operation will be finalised in this financial year which will see the establishment of the Ethics, Integrity and Disciplinary Technical Assistance Unit and the Office of Standards and Compliance being operationalised by March 2019.

The Strategic Framework for Public Administration Norms and Standards will be finalised.

Discussion

Mr M Khosa (ANC) said there is a huge task, ahead of the unit, of support from the institutions in all these spheres of government. He asked what the size of the unit was to ensure that there is sufficient or enough capacity to deal with issues ahead.

He asked if the unit will have to second its personnel or allow each institution to appoint its own staff to deal with disciplinary measures.

Mr Khosa asked if there is a time frame for the implementation of the unit.

Mr Khosa said some officials continue to do business with the state despite the Act and public service regulations. He asked what has been done so far to reprimand them.

He asked if there had been any charges of financial misconduct. If yes, how many cases? If No, why haven’t there been charges?

Mr S Mncwabe (NFP) was concerned about the protection of whistle blowers. They provide necessary information to help get to the bottom of things. There is need to protect them to facilitate the flow of information to the authorities and to take the necessary action. He asked if there were any measures in place to protect them.

Ms D Van der Walt (DA) was concerned that the Act was signed off about three years ago, but she still was not sure if anything in the Act had been implemented. The Acts talks about units. Is it really going to happen? When is it going to happen? What day does the minister start reporting twice a year?

Ms Van der Walt said that two months ago, about 2780 officials were reported by National Treasury as still doing business with the government to the tune of about R8 billion. She asked if there were any charges laid given that the Act was in place. She found it very strange that complaints are made about lots of things but government never implements the laws available.

Ms W Newhoudt-Druchen (ANC) said the Public Service Commission already gets the e-disclosures. She asked where the public service commission fits in with the PAM Act. Is it the same disclosure that applies to the Act as well?

Ms Newhoudt-Druchen asked if the Act as well as the regulations is applicable to staff in State Owned Enterprises (SOEs) as well or not.

Ms Newhoudt-Druchen asked if the unit is going to be at a national level and if it is going to see to the various spheres of government, national, provincial and local. Is that going to be the case?

Response
The Deputy Minister, Dr Chana Pilane-Majeke, said last year Parliament passed the Protected Disclosures bill. The aim of the bill was to strengthen the protection of whistle blowers. South Africa has enough legislation to be able to protect whistle blowers.

What is good about that Act is that it also criminalises false disclosures. Half the time, in public services, the confusion is that people make false disclosures for their own personal motives which may unnecessarily hurt people. There is a specific provision within that Act to ensure that people who present false disclosures are also criminalised.

Mr Govender said the implementation of the PAM Act and the regulation and the various institutions and systems the DPSA is going to put in place was going to be quite a task. Part of that responsibility was trying to assess how to gradually bring in the Act. The understanding was that DPSA was going to phase in the implementation of the Act to ensure that there was sufficient capacity. Once implemented through regulation, there is need to have the capacity to support all spheres of government in terms of implementation.

As a starting point, DPSA will introduce both units. The unit dealing with the office of standards and the unit dealing with ethics and integrity. They will be established during 2019. The establishment of the unit will be based on the existing staff within DPSA. There are Chief Directors in units dealing with the office of standards in DPSA, as well as units with Chief Directors dealing with ethics and integrity management and there is a Director dealing with discipline management. The idea is to bring these units together to form this unit as a starting point. With time, DPSA will have to determine the capacity needed and will have to build capacity. That is the initial intention.

Part of this process will involve determining its organisational form and the capacity and funding it needs to effectively discharge its responsibility.

The unit plays more of a support role such as the setting of norms and standards, setting of the policy environment and putting in place the system’s tool to implement all of this. However, regarding the physical implementation, e.g. on discipline management, the responsibility will be at institutional level. The intention is not for this unit to take over discipline across the public service. The idea is to put the system in place, the mechanism in place and to support, but the responsibility for discipline is done at the institutional level. The Public Service Act is very clear, the responsibility for discipline management at department level is the head of the Department. There is therefore the need to ensure to ensure that that happens, through the unit, and it happens timeously. That is the monitoring and reporting DPSA is going to do through the unit.

Mr Govender said regarding the timeframe, units will be up during this year. The regulations around ethical behaviour, around doing business with the state and financial disclosure, will also be discussed during this year.

When DPSA introduced the Public Service Regulation in 2016, it put into regulation that no public servant can conduct business with any organ of the state. DPSA gave six months all public servants that were currently engaged in business with the state, and that six months expired in January of 2017. From that date onwards, DPSA has been monitoring. DPSA does a report in relation to PERSAL, where all public servants are recorded, and it compares that information with the Central Supplier Database (CSD). That central supplier database is managed by National Treasury. The challenge is that the 15000 employees that are registered on the Central supplier database are at the same time also registered as PERSAL employees. Many are temporary employees, they come in on a part time basis and they leave. Some of them have worked 10 years ago on a part time basis and they left, but the departments have not removed their name from the PERSAL system. Therefore, they are still reflected as employees. DPSA identifies all the employees on both PERSAL and CSD and write to individual departments notifying them that some of their employees may be conducting business with the state. The departments will then be encouraged to investigate and to take necessary action.

The figures now show that between 500 and 600 employees are registered on both the CSD and on PERSAL and in terms of the supply chain management are conducting business with the state. However, there is a possibility that it could be people who have been in the public service four or five years ago and have left but the departments have not removed their names on the system. The departments need to investigate and act in that regard.

Mr Govender said the Protected Disclosure Act (PDA) places an obligation on every single employer including the public servants to put in place a system to protect whistle blowers and to put a system in place for reporting of wrong doings. DPSA has finalised the frame work, and it is busy consulting with departments. DPSA will be issuing the guideline during this year for department to use the framework to establish their own policy environments for the reporting, for the investigation and for the taking of action in relation to whistle blowers.

The second thing that DPSA is doing, through the Anti-Corruption task team, is to establish a special unit that departments can immediately refer matters of whistle blowing for a speedy resolution and speedy investigation. In this regard DPSA is working with a special investigative unit as well as the National Prosecuting Authority (NPA)to look at the whistle blowing, the protective part of it as well as the support for the investigative part of it.

Mr Govender said the bill was signed into law in December 2014. DPSA started work in 2015 and the Department had done a complete analysis of what needed to be done. However, DPSA continued working in the background rather than the actual consultation process due to the local government elections at that point. the decision was, because PAMA involves local government, there was no way anything could be implemented at local government level without a full consultation with local government. The idea was to delay it to after 2016.

DPSA issued the first set of regulations in the early 2017 which dealt with conducting business with the state as well as financial disclosure. DPSA conducted consultations around that and it is now moving into the implementation phase, during 2018/19 and the finalisation of those regulations.

Mr Govender said that the Minister of Public Service and Administration will only report once the units are fully established and the provisions of these legislations come into effect. The understanding is that DPSA wants to introduce the units during this financial year. So, by March 2019, both the units will be in play. The implication for that will be that during 2019, the Minister will have to report twice in that financial year.

Mr Govender said the role of the Public Service Commission continues even in terms of PAMA. All senior managers still disclose through to the Public Service Commission. They will still be responsible for the verification, the validation, the management of conflict of interest, ensuring that discipline management takes place. The Public Service Commission will still have that role. The only thing DPSA has to do is the separation. The Commission deals with senior management and the head of department deals with all other employees in that organisation because it will be very difficult for the Commission to deal with everyone and DPSA will still play the role of support.

Mr Govender said that the Public and Management Act and its regulations will not cover SOEs. It is only limited to National, provincial and local government.

Follow up questions

The Chairperson noted that Section 9, on the Disclosure of financial interest, It says, ‘an employee must, in a prescribed manner, disclose to the relevant head of the institution all his or her financial interests and the financial interests of his spouse and a person living with that person as if they were married to each other…” He asked if DPSA was not making life very difficult for people who are not married. How do you oblige a person who is not married to you but you stay together and ask them to disclose? And if the poor person does not get that relevant information, it is considered a misconduct. What is the intended objective of this?

The Chairperson said there are currently regulations that deal with disclosure about financial interest and doing business with the state. He asked why DPSA was not working on the existing regulations. Why does DPSA want to develop new regulations whereas there are regulations?

Response

Dr Pilane-Majeke responded that, regarding section 9, there was the need to look at the situation where there could be regulations that become a deterrent to possible corruption. It might be difficult to request such information from the spouse because the spouse may not be willing to disclose. The Department is just trying to come up with regulations that are tight enough so that there are no loop holes that might lead to promoting corruption in terms of the people you are closely related to.

Mr Govender responded that DPSA’s intention is not to rewrite things. DPSA has been using lots of the work it has already done in terms of the public service regulation and extend it to include the three spheres of government. DPSA has also identified many activities that are not constituted as doing business with the state. The intention is to strengthen the current public service regulation. DPSA is not reinventing the wheel, it is simply building on what it already has.

Progress Report on Payment of Suppliers

Dr Ntsiki Tshayingca-Mashiya briefed the Committee on the progress report on the payment of suppliers.

The purpose of the briefing was to provide an update to the Portfolio Committee on the progress on payment of suppliers within 30 days and to appraise the Portfolio committee on measures being taken to address continuing challenges on payment of suppliers.

Government has identified the small business sector as an important area to grow the economy and reduce unemployment, hence the establishment of the Department of Small Business Development.

One of the challenges faced by the sector has been the late or non-payment of suppliers.

The establishment of a unit on payment of suppliers gives evidence to government’s unwavering resolve to address this challenge.

Following a Cabinet decision in 2015, the DPME has been attending to cases of unpaid invoices. To this end, the Department has facilitated payments of over R300m to service providers.

The reasons forwarded by departments for late or non-payment include:

  • Medico-legal claims due medical negligence.
  • Cross border and boundary migration.
  • Cash flow challenges, resulting in accruals.
  • Revenue management (Collection and debtor management).
  • Poor internal controls.
  • Poor administrative processes.
  • Lack of consequence management.

Discussion

Mr Khosa noted that poor internal control has been cited as the main reason for the non-payment of suppliers on time. He asked who is responsible to ensure that that sound internal controls are in place in the Department. Are the DGs and HODs not responsible to execute their powers conferred by the PFMA to the government officials?

The report does not show the number of officials disciplined for not executing their responsibilities for the payment of the suppliers. The DGs and HODs are measured on the performance of this key indicator. Thus, one would also ask as to how many were disciplined based on the unpaid invoices to suppliers.

Mr Khosa noted that slide 14 recorded zero percent, in terms the number of invoices older than 30 days unpaid by the health sector in the North West. He asked for further clarification on what the zero percent meant.

Mr S Motau (DA) said it was clear that something has been done right in the Western Cape because it seems to score the best in everything. He asked if DPME has tried to establish from them what it is that they are doing to do the things right and if it is something that DPME can share with the other provincial departments.

Mr Motau asked DPME to look into the problem of the lack of consequence management. When officials have signed these performance agreements, somebody has to go and check and see if they are doing their work, if they are not, then there has to be a bit of stick rather than carrot.

Ms Newhoudt-Druchen asked for clarification on what was meant by poor internal control and poor administrative processes.

Ms Newhoudt-Druchen asked the DPME to give an example of cross boarder claims. What is the implication of the cross-border issue? Why is that an excuse?

Ms Newhoudt-Druchen said she came to this Committee in 2016 that was just after the committee had public hearings about 30-day payments. The Deaf Federation of South Africa (DeafSA) has many unpaid invoices. At that time in 2016, the total amount was R500, 0000 of unpaid invoices. The Committee did a follow-up with DeafSA and now they still owed R200,000.

She had asked DeafSA to explain what exactly happened. DeafSA gave an example that it was difficult to know who was responsible for the payment of the invoices in a situation where departments were merged. The Department of Women, Children and People with Disability (DWCPD) was closed and moved to Department of Social Development and DeafSA had invoices from DWCPD. When it closed and was moved to Social Development, DeafSA followed up with Social Development for the payment of those invoices. Social Development said all those order numbers did not match what is on their computer system. So, they will not pay those invoices.

Secondly, DWCPD would have a national event, for example, but the Department does not have the capacity to organise the event themselves. So, they would hire an event organising company to handle that. The event organiser then contracts DeafSA to arrange the interpreters for this event. Now that the Department has not paid the event organising company, the events company is closed and is no longer in existence. So, DeafSA has paid its suppliers, before the 30 days hoping that the Department or the events company will make good on that invoice. But this company does not exist anymore. DeafSA wants to find out what happens to the claims? What happens to this invoice? Who does it go to in order that it gets paid?

Ms Newhoudt-Druchen said there are situations where a supply chain manager would conduct a tender process and leave to find a new job before the payment is done. A new Supply manager who takes over would then refuse to pay the company because they did not conduct the tender process. That also causes delays.

DeafSA coordinates interpreting services. If there is no payment to DeafSA, the same Department will later ask for the interpreter. DeafSA cannot tell the Department that it had not paid its previous invoices so it cannot give the service. DeafSA has to give the service because Deaf people need access to information. DeafSA cannot pay its staff because the Department is owing so much money.

So, the behaviour of non-payment does not only bankrupt Small, Medium and Micro Enterprises (SMMEs), it bankrupts also these NGOs that have no voice. She asked DPME to investigate that and to advise DeafSA and other NGOs on how to take up these tricky situations.

Response

Dr Tshayingca-Mashiya responded that the DeafSA issue is a specific issue. She would register it as a complaint and make sure it is investigated and would provide feedback.

Dr Tshayingca-Mashiya said that the PFMA is specific on what needs to happen when people do not comply with payment within 30 days. PFMA is also clear on role of the accounting officer. Therefore, DPME has put this on the performance agreement of the accounting officer. Accounting officers know their responsibility but they were not contracting with their managers on this on some areas. So, the accounting officers are responsible for disciplining managers who do not ensure the payments within their units or branches are made within the specified time.

Regarding the zero percent, because in the North West, the departments there outsourced the payment of providers to the PMU. They themselves have no responsibility of paying. If you ask the Department, they will say they do not have the invoices that are outstanding. It is a matter being investigated now by the SIU.

The DPME has observed that the Western Cape has been consistent with having a low number of invoices that are paid after 30 days. Other DGs need to engage with the DGs in this province in terms of the processes. Northern Cape is also consistently having low numbers of invoices not paid. They were seen to be doing well in terms of financial management practices, procurement and supply chain management. DPME is in the path of sharing best practices and will therefore ensure that the DG’s in these two provinces share their best practices with the DGs in the other province.

Dr Tshayingca-Mashiya said the DPME and DPSA must come together to strengthen that area of consequence management. Consequence management is needed when someone needs to be disciplined. This is the culture that is going to ensure that people take responsibility in terms of accounting.

Budget is allocated according to the population in some sectors. The Health and Social Development sector usually end up spending on people they did not budget for who come through illegally through the borders. These people do not even provide the identity documents. When you are accessing a health service, you need to produce an ID and you must pay a minimal fee. When you do not have that fee, and you do not have an ID, they (the health facility) do not have a way of following up to recover the money. That money becomes a debt that remains until it should just be written off. That is what is also consuming the health budget. The Health sector often operates beyond the cash flow that they have.

In terms of cross border, it is the illegal immigrants that should be provided for in the health system. There is a task team that is working on that and it is reporting to the IMC on immigration. They will report to say, how much of the problem is the problem in terms of catering for the nationals that we have not budgeted for so that there is a policy decision that is taken in terms of whether we have to claim from their countries or whether there can be an arrangement that can be made between countries.

Progress Report on Amendment of the National Youth Development Agency Act

Dr Bernice Hlagala, Briefed the committee on the Amendment of the National Youth Development Agency Act.

The purpose of the briefing was to report progress on amendment of the National Youth Development Agency (NYDA) Act, Act No. 54 of 2008.

NYDA was established as the merger of the National Youth Commission (NYC) and Umsobomvu Youth Fund (UYF). The President passed the NYDA Act, Act No. 54 of 2008 as the founding legislation of the NYDA. However, after its existence the NYDA encountered challenges, particularly in relation to execution of its legislated mandate. It was then proposed that the founding legislation be amended to intensify youth development service provision.

The objectives of amending the NYDA Act are to:

  • streamline the broad mandate of the NYDA, particularly in relation to programmes offered by other youth development institutions;
  • scale up service provision to reach young people at local levels;
  • address the challenges identified in practical implementation of the Act by providing for measures to address those.

There are presently 17 operational NYDA branches offering NYDA’s products and services at provincial levels. These are inadequate to render services to young people at local levels. Therefore, there remains a gap about accessibility of NYDA services, particularly to young people in deep rural areas. Furthermore, even though youth development services are rendered by other stakeholders such as government departments, there is still poor mainstreaming of programmes within sector specific programmes and policies. This is due to lack of human and financial resources, inadequate and poorly skilled personnel as well as budgets which are often not youth responsive. There are also disparities in service provision by the youth development service providers. All these culminated into poor programming, inaccessible and limited impact of youth development services.

In amending the NYDA Act, consideration is being made for:

  • expanding products and services of the NYDA to reach youth at provincial and local levels.
  • strengthening the entire youth development machinery in the country through institutionalisation and mainstreaming of youth development services.
  • strengthening coordination mechanisms.

Discussion

Ms Bavelile Hlongwa. Deputy Chair: NYDA, said a lot of work has been done on the trying to review the Act. What is worth noting is that there have been six different approaches in terms of how to deal with the spreading of the accessibility of the NYDA and its existence and its funding. That is why there remained a question mark on how they should move forward. When you take it to provinces, through making it section 76, it means that you will appoint the national board and then provinces will appoint provincial boards and it would be difficult to deal with that kind of structure.

According to the discussion held at board level, it is probably not the best to make to make it a section 76 but to keep it as a national entity that will spread through offices. However, the challenge of funding remains one of the biggest ones that the Department does not have a solution for.

Mr Khosa expressed his appreciation for the initiative by the NYDA for the amendment so that going forward they will be able to discharge their responsibilities without any hindrance. The Committee believes that they are trying to do well for the constituency that they are representing that is the youth.

Mr Motau advised NYDA not to let the tagging bother them. He told NYDA to do what they needed to and then when they take it to the lawyers and National Treasury, they will tell them whether to tag it 75 or 76.

Ms Newhoudt-Druchen said that it is difficult to say what in the bill needs to be amended. According to the national youth policies of 2015-2020, the legislation says the NYDA Act of 2008, mandate the NYDA to develop the integrated youth development machinery for South Africa and to design coordinate and monitor all programmes. It then says that the Act instructs the agency to promote a uniform approach to the development of all organs of state, private sector and NGO’s. If we have this, what is not happening? How will amendments to the Act assist the agency in areas that it needs to achieve?

Ms Hlongwa said one of the issues that has always been outstanding from the side of the NYDA is the integrated youth Development strategy which will work as an instruction to all areas of focus. That has been outstanding. The work has now been completed and been submitted now for Cabinet approval. We are waiting for that to come back. That is one exercise that has been outstanding since the establishment of the NYDA.

Ms Hlongwa said that from the side of NYDA, there is need to expand section seven and give it clarity in terms of specifying the roles of the state, the private sector, the civic organisation, in youth development.

Ms Hlongwa said that the Act is toothless. It does not specify what should happen to the people who do not do youth development. These are issues that were raised by DPME around consequence management. There is no such. The Act says NYDA should report to the President, and part of the reason it was made to report to the President is so that this Agency should be able to hold people accountable. But, that is not happening. It should start speaking about dealing with those people who do not wish to address the issues of youth development.

Ms Hlongwa said that the main challenge is the issue of funding. At one stage NYDA will have to speak to that in terms of where the funds will come from. The fact is that only 50 grants per province can be given and that fact cannot be changed. There is more influx of young people that are applying for this grant. NYDA is going to have limited resources. That is the challenge.

Dr Hlagala said that the amendment of the Act is going to assist in scaling up service provision. The current provision of the original Act places a huge burden on the NYDA. The fact is that the NYDA is responsible for policy making, also for promoting uniform approach. By implication, it is saying that the NYDA should also be responsible for the norms and standards. In addressing that, when amending the Act, the Department will also look at the mandate of the NYDA so that that which is policy function and is a responsibility of government should be shifted to government and then the NYDA can focus on intensifying the service provision by being more focused on scaling up services such as entrepreneurship

The meeting was adjourned.

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