Questions and Replies

11 April 2027 - NW585

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Carter, Ms D to ask the Minister of Public Enterprises

(1)With reference to SA Express’ frequent use in 2016 of chartered planes provided by Solenta Aviation and SKA Aircraft Leasing amongst others to cover its route between (a) Bloemfontein and Johannesburg, (b) George and Johannesburg and (c) Kimberley and Johannesburg, what is the total amount of chartering a flight to cover an ordinary route that is supposed to be operated by SA Express; (2) Whether there is a service level agreement in place between SA Express and the specified companies; if not, why not; if so, what are the relevant details?

Reply:

(1)

Solenta: see the link: https://pmg.org.za/files/RNW585Solenta-170411.docx

SKA: see the link: https://pmg.org.za/files/RNW585SKA-170411.docx

 

(2) Yes there are contracts in place for both entities and the SLA’s are contained in both contracts.

Solenta: Contract Period: 01 Feb 2017 to 31 July 2017

SKA: Contract Period: 06 December 2016 to 31 March 2017

Mogokare Richard Seleke Lynne Brown, MP

Director-General Minister of Public Enterprises

Date: Date:

06 May 2017 - NW750

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Van Dalen, Mr P to ask the Minister of Environmental Affairs

(1)With reference to the decision of the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) in September 2016, (a) what is the total number of lion bones that were exported from South Africa in (i) October, (ii) November and (iii) December 2016, (b) what is the total number of export permits that were granted during the specified period and (c) to whom were the permits awarded; (2) how was the proposed quota of 800 lion skeletons established; (3) (a) why are lions not listed as large predators in terms of the Threatened or Protected Species regulations and (b) what plans does she have in place to remedy the situation?

Reply:

(1) (a) The following exports were endorsed at OR Tambo International Airport: (i) October – 150 skeletons, (ii) November – 84 skeletons, (iii) December – 144 skeletons.

(b) and (c) The provincial conservation departments are the issuing authorities for permits relating to the export by the private sector. The following information was obtained from the provincial conservation departments:

Province

October 2016

November 2016

December 2016

GP

15

5

2

EC

0

0

0

NW

0

0

0

FS

0

0

0

NC

0

1

1

WC

0

0

0

LP

1

1

1

KZN

0

1

0

MP

0

0

0

(2) The South African National Biodiversity Institute (SANBI) reviewed available information regarding the export of lion bones, lion skeletons and captive produced lion hunting trophies from South Africa between 2005 and September 2016. Based on the CITES trade database information and two studies, (i) Bones of Contention: An assessment of South African trade in African lion bone and other body parts and (ii) Southern African Wildlife trade: an analysis of CITES trade in the South African Development Community (SADC) region – a study commissioned by the Department of Environmental Affairs and the South African National Biodiversity Institute, the Scientific Authority recommended an export quota of 800 skeletons per year. The Scientific Authority considered the recommendation by SANBI, and the comments were received by the Department of Environmental Affairs and made a recommendation to the Minister, relating to the final quota.

(3) (a) Lion was temporarily removed from the list of threatened or protected species through a notice in the Gazette, No. 30703, published on 28 January 2008, pending the outcome of the litigation case by the (then) South African Predator Breeders Association against the former Minister of Environmental Affairs and Tourism. Upon delivering of the judgement by the Supreme Court of Appeal of South Africa on 29 November 2010, lion was not included in the list, on the basis of the ruling:

It is declared that the inclusion of lion (panthera leo) within the definition of “listed large predator” in the definition in regulation 1 of the Threatened or Protected Species Regulations published on 23 February 2007 as amended, would have the effect of rendering regulation 24(2) in its current form, invalid in so far as it applies to a “put and take” animal that is a lion.”.

(b) Lion has been included in the definition for “listed large predator” in the revised Threatened or Protected Species (TOPS) Regulations that is currently in the final approval process for implementation. The provision of regulation 24(2) of the current TOPS Regulations (referred to in the judgment above) have been amended to avoid a similar legal challenge.

---ooOoo---

21 April 2017 - NW799

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Cassim, Mr Y to ask the Minister in the Presidency

(1)What was the (a) budget and (b) total cost of hosting the National Youth Development Agency’s first SA Youth Awards ceremony on 28 July 2012 in terms of (i) venue hire, (ii) catering, (iii) awards and (iv) all other expenses;

21 April 2017 - NW929

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Macpherson, Mr DW to ask the Minister in the Presidency

(1)Whether there is any position of (a) chief executive officer, (b) chief financial officer and/or (c) chief operating officer that is currently vacant in each entity reporting to him; if so, (i) how long has each specified position been vacant and (ii) what is the reason for each vacancy; (2) have the vacancies been advertised; if so, (a) were interviews done and (b) on what date will the vacancies be filled; (3) (a) what is the total number of persons who are currently employed in the specified positions in an acting capacity, (b) for what period has each person been acting in each position and (c) has any of the specified persons applied for the positions?

Reply:

There are no vacancies in regard to the mentioned positions.

Approved / Not Approved

Mr J T Radebe, MP

Minister in The Presidency

Date

21 April 2017 - NW796

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Chance, Mr R to ask the Minister in the Presidency

(1)Who did the National Youth Development Agency (NYDA) consult before drawing up the business model for BuddiBox; (2) did the NYDA executives meet representatives from (a) a certain company (name furnished) and (b) the Department of Small Business Development prior to the establishment of BuddiBox in January 2017; if so, (i) on what dates and (ii) what was discussed in each case; (3) (a) did the specified company present its business model to the NYDA executives and (b) was an agreement reached for a partnership between the NYDA and the company; if so, what are the relevant details in each case?

Reply:

The National Youth Development Agency issued a Request for Proposals (RFP) that was advertised on 16 January 2015 and closed on the 06 February 2015 for organisations to partner with the NYDA on all of its programmes. The concept came as a response to that request for proposals.

On the 13 February 2014 Zeila from Costilogix which is a South African company that offers entrepreneurship to the unemployed requested for a meeting with the office of the CEO. In this meeting the Directors of Costilogix, Bobby Mosidi and Frans Venter were going to meet with the office of the CEO, to see if they could partner with NYDA to support the youth. The office of the CEO referred the request to Senior Manager Rural Development to handle the request.

Costilogix has never presented their business model to the NYDA executives, and there is no partnership agreement between NYDA and Costilogix.

Approved / Not Approved

Mr J T Radebe, MP

Minister in The Presidency

Date

21 April 2017 - NW756

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Marais, Mr S to ask the Minister in the Presidency

(1)Whether a certain company (name and details furnished) has confirmed legal permits to manufacture and export arms and arms-related services from South Africa; if so, what are the relevant details; (2) whether the (a) two shareholders (names furnished) of the specified company and (b) company has been (i) vetted and (ii) approved as being in compliance with the National Conventional Arms Control Committee regulations of 2012; if so, what are the relevant details in each case; (3) will he confirm that none of the products manufactured by the company or any of its associated companies have been exported to countries currently or potentially involved in various forms of warfare and suppression of citizens; (4) whether he has found that the specified shareholders do not have any connections to a certain organisation (details furnished); if so, in each case, what are the relevant details?

Reply:

Records of the NCACC as at 27/03/2017 show that the only entities registered under the Milkor Trade name are: Milkor (Pty) Ltd and Milkor Special Projects. For both these entities there are various permits that authorise them to manufacture and export their products and related services.

The entities currently registered under the NCAC Act, do not have Shareholders in terms of Mr Sehrat Bayoglu and Raci Yetis. However, the NCACC can confirm that a new application was lodged by Milkor to include these shareholders. This application is pending while due diligence is being conducted by organs of state with a vetting mandate as prescribed in the Act and its attendant Regulations.

In regard to confirmation of exports by Milkor, the confirmation being sought here is wide and somewhat tentative. However, it should be born in mind that transfers approved by the NCACC are effected strictly in accordance with sec 15 of the NCAC Act (Act 41 of 2002, as amended).

The Act also provides that if and when it is established that individuals belong to or are involved in nefarious activities in South Africa and/or elsewhere, the approval sought for their admission as new shareholders of Milkor shall not be granted by the NCACC under such circumstances.

Approved / Not Approved

Mr J T Radebe, MP

Minister in The Presidency

Date

 

21 April 2017 - NW818

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Stander, Ms T to ask the Minister in the Presidency

Whether his Office has engaged with the Office of Women in The Presidency to discuss the roll out of Project Dignity to provide sanitary towels to vulnerable and poor girls; if not, why not; if so, (a) in what ways will the Office of The Presidency be involved and (b) what are the further relevant details in this regard?

Reply:

By virtue of its location in The Presidency, the Office of Women in The Presidency works collaboratively with all the other Offices in the Presidency on matters affecting our communities.

Approved / Not Approved

Mr J T Radebe, MP

Minister in The Presidency

Date:

20 April 2017 - NW829

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Bucwa, Ms H to ask the Minister of Higher Education and Training

With regard to his reply to question 2449 on 6 December 2016, how did each international trip undertaken by management executives of the Bank Sector Education and Training Authority (a) directly and (b) indirectly contribute to increasing the number of beneficiaries of skills training?

Reply:

Based on the reports obtained from the Banking Sector Education and Training Authority (BANKSETA), one delegate was certificated during one of the Marine Africa Expansion study trips. The trips were undertaken to inform the relevant African countries of the International Executive Development Programme (IEDP) General Banking and Investment Banking components as well as the Africa Expansion project and IEDP: Development Finance, which was approved in the 2016/17 financial year and comprised of a delegation from the banking and micro-finance sector.

The IEDP trips were undertaken to verify the continuing relevance of the programme to the sector from the Board (stakeholder) and executive management perspectives. The programme is continuing with an intake of 40 delegates from the sector on an annual basis.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 829 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW928

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Mackay, Mr G to ask the Minister of Mineral Resources

(1)Whether there is any position of (a) chief executive officer, (b) chief financial officer and/or (c) chief operating officer that is currently vacant in each entity reporting to him; if so, (i) how long has each specified position been vacant and (ii) what is the reason for each vacancy; (2) have the vacancies been advertised; if so, (a) were interviews done and (b) on what date will the vacancies be filled; (3) (a) what is the total number of persons who are currently employed in the specified positions in an acting capacity, (b) for what period has each person been acting in each position and (c) has any of the specified persons applied for the positions?

Reply:

   

1.

2.

3

ii)Entities

CGS

(a)CEO post is Vacant

(i)May 2015

(ii)Previous incumbent resigned

(a)Yes,

(b) but no suitable candidate was identified.

(a)1 person

(b)16 and 4 months respectively

(c)Not applicable

 

MINTEK

No vacant positions

   
 

SDT

No vacant positions

   
 

SADPMR

(a)CEO post is vacant

(i)1 June 2016

(ii) Contract lapsed

(b) CFO post is vacant

(i)14 May 2016

(ii)Resignation

(a)Firstly advertised on 15/05/2016

Re-advertised: 20/02/2017

Closing date was 03/03/2017

(a)Advert: 14/02/2016

Re-advertised: 15/01/2017

Closing date was 27/01/2017

(a) Two (2) employees are currently employed in an acting capacity, (1) Acting Chief Executive Officer (1) Acting Chief Financial Officer.

(b) Acting Chief Executive Officer: the first one acted from 01/06/2016 – 30/08/2016

The second one acted from 01/09/2016 – 30/11/2016 and was re-appointed again from 01/12/2016 – 31/01/2017.

The third acted from 01/02/2017 to date.

Acting Chief Financial Officer: first one acted from 21/04/2016 - 20 /06/2016 and 31/06/2016 – 31/07/2016

Reappointed on 14 /12/ 2016 to 31/01/2017 and 01/03/2017 to 31 March 2017

Another acting was appointed on

11/10/2016 to 30/11/2016

(c) Acting Chief Executive Officer, yes.

Acting Chief Executive Officer, yes.

 

MHSC

No vacant positions

   

Approved/Not Approved

Mr MJ Zwane, MP

Minister of Mineral Resources

Date Submitted:-……………/………………/2017

20 April 2017 - NW841

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Bergman, Mr D to ask the Minister of Higher Education and Training

With regard to his reply to question 2467 on 5 December 2016, how did each international trip undertaken by management executives of the Wholesale and Retail Sector Education and Training Authority (a) directly and (b) indirectly contribute to increasing the number of beneficiaries of skills training?

Reply:

The collaboration of the Wholesale and Retail Sector Education and Training Authority (W&RSETA), wholesale and retail industry, and Technical and Vocational Education and Training (TVET) colleges after the trips has resulted in the following outcomes:

  • 250 Unemployed and 250 employed learners were enrolled for qualifications developed in partnership with retail companies, TVET colleges and W&RSETA.
  • 11 TVET college lecturers were exposed to retail companies operations for work experiential learning.

The trips also resulted in the following:

  • Work placement opportunities were created by the participating companies for all registered unemployed learners.
  • The following qualifications were developed and implemented through TVET colleges:
  • National Qualifications Framework (NQF) 3 National Certificate W&R Operations Retail Skills
  • NQF 4 National Certificate W&R Operations Supervision
  • NQF 5 National Certificate W&R Generic Management
  • NQF 5 National Certificate W&R Buying and Planning
  • Wholesale and Retail Schools of Excellence have been established in the following TVET colleges:
  • Esayidi
  • Mthashana
  • Majuba
  • Ethekwini
  • College of Cape Town
  • Vuselela
  • Motheo
  • Gert Sibande
  • National Certificate (Vocational) Retail Qualification for NQF levels 2 - 4 have been developed in partnership with retail companies and TVET colleges. NQF levels 2 and 3 have already been successfully implemented during the 2016/17 financial year.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 841 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW830

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Bucwa, Ms H to ask the Minister of Higher Education and Training

With regard to his reply to question 2451 on 6 December 2016, how did each international trip undertaken by management executives of the Chemical Industries Education and Training Authority (a) directly and (b) indirectly contribute to increasing the number of beneficiaries of skills training?

Reply:

Based on the reports obtained from the Chemical Industries Education and Training Authority (CHIETA) pertaining to the World Skills Competition Trip to Brazil:

Delegates were able to learn skills development and training approaches adopted by Brazil and other countries participating in this event.

Delegates also learnt of partnerships that existed between SENAI schools, i.e. government, and industry in which there is realisation of quality vocational training required for economic growth and development. This exposure enabled the CHIETA to reposition their partnership models within the context of the Post-School Education and Training (PSET) system.

Delegates were also exposed to global skills development and training strategies of developed and developing countries that participated in the event.

In relation to the Marine Manufacturing Seminar trip to China, as per reports obtained from CHIETA:

a) One delegate was certificated at the marine manufacturing seminar, aimed at expanding and broadening the understanding of the oceans economy.

b) The Chinese government outlined their partnerships with higher education and training institutions in the marine economy through skills development and training.

The South African International Maritime Institute (SAIMI) is the implementing agency for skills development and training in the maritime oceans economy and CHIETA is a working group member on the Operation Phakisa Oil, Gas and Manufacturing Skills Working Group.

CHIETA did not incur any costs during the study tour as funding was sponsored by the Chinese government.

 

COMPILER/CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 830 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW839

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Bara, MR to ask the Minister of Higher Education and Training

With regard to his reply to question 2464 on 6 December 2016, how did each international trip undertaken by management executives of the Public Sector Education and Training Authority (a) directly and (b) indirectly contribute to increasing the number of beneficiaries of skills training?

Reply:

According to the Public Sector Education and Training Authority (PSETA), the purpose of attending the World Skills Conference was to:

  • To participate in the World Skills Leaders Forum, network and exchange ideas with global leaders in skills development;
  • Capacitate senior management on international skills development trends and provide exposure to leaders in the field of vocational skills development;
  • To be exposed to innovative skills development interventions for youth; and
  • Visit the Public Service Training Academy in Sao Paulo.

After attending this conference, the Chief Executive Officer and Accounting Authority presented a report to the board. Some of the benefits of this trip for PSETA are as follows:

  • Strengthened relationship with Technical and Vocational Education and Training (TVET) colleges through best practice examples of exhibitions learnt from various countries on vocational education and training;
  • Experience used in analyses during development of 2017/18 Strategic planning documents;
  • Based on learning with the Escola Nacional de Administração Pública (ENAP) Brazilian School of Public Administration, PSETA explored the training of public service officials through various e-learning courses in an effort to increase efficiencies and reduce cost; and
  • PSETA board and management shared country experiences and best practices on training interventions in the public service.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 839 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW834

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America, Mr D to ask the Minister of Higher Education and Training

With reference to his reply to question 2456 on 5 December 2016, how did each international trip undertaken by management executives of the Fibre Processing and Manufacturing Sector Education and Training Authority (a) directly and (b) indirectly contribute to increase the number of beneficiaries who received skills training?

Reply:

Based on the information obtained from the Sector Education and Training Authority (SETA):

World Skills Summit Trip to Brazil

The Fibre Processing and Manufacturing Sector Education and Training Authority (FP&M SETA), used the opportunity to benchmark different Skills Development models used in other countries, and how to best implement and monitor the implementation of learning programmes across industries. It was also important to discuss and learn how Skills Development initiatives are funded in other countries, and the involvement of Government, the private sector and Non-Governmental Organisations, as partners.

In view of the above, the FP&M SETA has since facilitated discussions between industry sectors and TVET colleges, aimed at building a working relationship between colleges and industry. This promotes much needed skills development for the economy.

International Leadership Development Programme (ILDP) Trip to the USA

The explicit objectives of the programme as established by the FP&M SETA are as detailed below:

  • To develop potential leadership and strategic positions with a view to expose learners to international benchmarks and best practices.
  • Provide the sector with potential leaders that have strong business and leadership acumen.
  • Immerse participants in academic and market experiences to accelerate their business insights and learn directly from local and global business leaders.
  • To cultivate personal and professional development, and create opportunities for participants to function more effectively in a team.
  • To transfer and apply knowledge gained on the programme into their own organisations, thereby providing a return on investment for attending FP&M SETA ILDP.

The total number of beneficiaries was 26 and created opportunities for:

  • Leadership Development;
  • Business Knowledge;
  • Creating new sectors or new market niches or new technology;
  • New solutions based on international trends;
  • MIT: Platform-based manufacturing - can be applied to all goods and services (through finding a successful platform and leveraging innovations and products); and
  • 3-D/Additive manufacturing (allows for localised customisation, decentralised sourcing).

Some of the successes or highlights include:

  • Postgraduate Diploma in Business Management.
  • 12 Students are ready to write examinations to achieve the coveted Postgraduate Diploma in Business Management, NQF level 8 (entry to MBA).
  • Stakeholder engagement opportunities.
  • Networking at Board level with FP&M SETA.
  • Robust discussions with industry leaders, which were well received by the participants and provided them with the opportunity to engage, debate and discuss with each other in an informal and relaxed environment.
  • Prior to the international trip, Professors from MIT generously spent time guiding the students through the content of the programme in the USA and answering their questions.
  • The Professors are internationally renowned and have achieved many teaching and academic awards.
  • A Graduation ceremony.
  • Furthermore, MIT donated a 3D printer which will be used as follows:
    • 3D Manufacturing is revolutionising manufacturing and students were granted permission to visit the MIT 3D lab as well as one of the leading manufacturers of 3D printers in the world namely, FORMLABS.
    • The ownership of the printer will be vested in the best performing student in the class, who will demonstrate the printer at 3 events for FP&M SETA, who will bear all associated costs including training on how to use the printer and the resins required for the end product.
    • This particular printer has only just been launched internationally.

Local (SA) Content

The ILDP programme was designed to encourage a high level of intrapreneurship and entrepreneurship. A combination of a real-world perspective on current local and global challenges with lots of inspiration to ensure participants push past obvious barriers and constraints into the exceptional. Particular attention was paid to entrepreneurial manufacturing and marketing opportunities and to assessing the viability of an innovation or new venture of the student's choice. The Advanced Entrepreneurship module was designed to get them to focus their thinking. All modules for the FP&M SETA ILDP were customised and aligned with NQF level expectations.

International (USA) Content

It was decided to adopt a systems engineering approach to the manufacturing innovation part of the International Leadership Development Programme (ILDP). The sub-sectors of the FP&MSETA are economically stressed due to market inefficiencies and a lack of competitiveness in their manufacturing and operational methods versus global competition. The goal of the MIT leg was to expose them to best thinkers and leading innovators in a systems engineering approach to manufacturing. Examining how they transform an innovative idea in the manufacturing space is pivotal to this particular programme.

Success from the Integrated Assignments

(Return on Investment: Action-Learning Integrated Assignment Presentation and Examination)

  • Ensured that the students integrated all their learning on the programme in alignment with the goals of the programme. Students were required to present their innovative ideas to a panel including FP&M SETA at the conclusion of the programme.
  • As a result, 26 innovations and new ventures are ready to go to funders and if implemented would generate employment.

Women’s Forum Global Meeting in France

“Our future is notoriously unpredictable” underpinned the conference message and was central to the responses, ideas and discussions for the duration of the conference. The overarching theme of energising the world is hugely valuable and relevant for the work of the FP&M SETA. It is important to link work with the possibility of "energising our sub sectors" to better tackle the intractable challenges of sustainable development that lies ahead for young people, women and society at large. More importantly, the conference highlighted the need for strategic engagement and collaboration with sub sectors and a collective of various sub-sectors around gender equality, women's participation and economic advancement. It was also important in highlighting the various technological and impactful innovations of women from around the globe that are reshaping the way in which business and social enterprises respond to poverty reduction and human development.

a) The Cartier Women's Initiatives Awards was instrumental in showcasing and profiling high impact innovation of its global finalists — notably the recognition of an emergent South African social enterprise started by Thato Kgatlhanye (Rethaka Trading), who recycles plastic bags and manufactures a school bag with a solar panel that offers low income school children the possibility of light at home to read and complete after school tasks. This small business employs 17 full time staff and falls directly within the FP&M sub sector focus and these are the type of high impact entrepreneurship skills and innovation that must profiled, celebrated, encouraged and replicated nationally.

b) Another outcome of the trip is the Women in Leadership Development Programme that has since been established within the SETA. Conferences are currently being scheduled as part of this programme.

Belfast Skill Summit in February 2016

The thematic focus of the skills summit was creating a skilled workforce: The importance of vocational education in Science, Technology, Engineering and Mathematics (STEM). The overall purpose of the programme was for participants to better understand how Northern Ireland is developing its skills system to meet its objective to “create one of the most entrepreneurial knowledge economies in Europe by 2030”, how developing skills for STEM is critical to achieving this and for sharing of various country experiences.

FP&MSETA directly contributed to increasing the number of beneficiaries as follows:

  • Capacitating one female FP&M SETA staff member on international skills planning trends in relation to Artisanal training - Ms Ansie Nagel, Artisan Learning Coordinator.
  • Opportunity for international exposure of one FP&M SETA staff member to broaden their knowledge on skills development.
  • One female internal staff member appointed to specialise in Artisan Development.
  • Provided an opportunity for international benchmarking opportunity in artisan training and skills development for one FP&M SETA staff member.
  • The trip directly resulted in the implementation of 5 national projects on Artisan Development.
  • The trip directly resulted in the implementation of one provincial project in the Western Cape on Artisan Development with 50 beneficiaries.

The trip indirectly contributed to increasing the number of beneficiaries as follows:

  • Introduced the FP&M SETA to the skills sector in the United Kingdom (UK), particularly the local entrepreneurship economy, which is of high relevance to South Africa.
  • Awareness of possibility of outreach programmes to raise esteem of technical trade and vocational education.
  • Learning opportunities for the SETA to implement suitable beneficiaries for the SETA. There are a plethora of modalities for skills development through immersive and mobile learning units that travel to outlying rural communities in Northern Ireland made possible by collaborative partnerships between TVET colleges and industry partners.
  • Overall improvement of the artisan delivery model.
  • Increasing of artisan registration and completion rates.

 

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 834 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW819

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van der Westhuizen, Mr AP to ask the Minister of Higher Education and Training

(1)Whether his department has entered into performance agreements with principals of public technical and vocational education and training (TVET) colleges; if not, why not; if so, (a) how are the agreements linked to financial incentives for the principals, (b) are the agreements standardised, (c) to what extent are the agreements tailored to fit local challenges that need to be managed, (d) what are the critical performance indicators used in the agreements and (e) what is the weighting allocated to each of the indicators; (2) (a)(i) when and (ii) by whom were the principals last assessed and (b) what procedures have been put in place to ensure that the scores achieved during the assessments are moderated and of comparable standard across all public TVET colleges, given the vast differences in the challenges faced by the principals?

Reply:

(1) Yes, the Department has entered into performance agreements with principals of Technical and Vocational Education and Training (TVET) colleges.

(a) Principals are members of the Senior Management Service (SMS) and the SMS handbook links financial incentives to assessed performance.

(b) Performance agreements have been standardised for the 2017/18 performance cycle.

(c) Revised Key Result Areas (KRAs) were consulted with Regional Managers and principals to ensure that they take into account local challenges that need to be managed.

(d) There are several Key Performance Indicators (KPIs) linked to respective Key Result Areas (KRAs). The KRAs, activities and KPIs are outlined in the attached Annexure A.

(e) The weighting is not linked to KPIs but rather to the KRAs. There are three critical KRAs. The first KRA is that of improving student performance and development, which is weighted at 50%. The second is on student registration and enrolment planning, weighted at 25% and the last KRA is on the management of examinations and assessments, which is also weighted at 25%.

(2) (a) (i) The principals were last assessed in the third quarter which ended in December 2016.

(ii) They were assessed by the Regional Managers, who are their immediate supervisors.

(b) The Department has a moderation committee, which moderates and standardises the assessed scores across all public TVET colleges.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 819 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

ANNEXURE A

KEY RESULT AREAS

ACTIVITIES / OUTPUTS PER QUARTER

PERFORMANCE MEASURES

   

PERFORMANCE INDICATOR

WEIGHT

  1. Improving student performance and development

Monitor the implementation of student development and performance plans

Submission of student developmental plans to DHET

50%

 

Coordinate data analysis of student performance and submit to DHET

Submission of student performance data to DHET

 
 

Engage with Student Representative Councils (SRCs)

Enhanced working relations with SRCs

 
 

Constitute Academic Boards

Fully constituted and functioning Academic Boards

 
 

Develop lecturer development programmes

Lecturer development programmes implemented

 
   

Effectiveness of lecturer development programmes assessed

 
 

Ensure that there is sufficient learning material and protective gear

Adequate and relevant learning material provided before commencement of the academic year

 
   

Protective gear provided before commencement of the academic year

 
 

Ensure efficient management and administration of the National Student Financial Aid Scheme

NSFAS administered in line with the policy and applicable guidelines

 
   

Student allowances paid on time in line with guidelines

 
 

Analyse results and development of interventions to improve student performance

Examination results analysed per subject, per campus with best and worst performing subjects identified

 
   

Interventions to improve student performance developed and implemented

 
  1. Student registration and enrolment planning

Ensure student enrolments are in line with funding norms

Student enrolments in line with the budget allocated to the College

25%

   

Student enrolments audited as per the guidelines

 
 

Ensure student enrolments are audited in line with targets set by the DHET

Student enrolments in line with targets

 
 

Ensuring student registrations are completed on time

Student registration process completed on time

 
   

Academic year commences as planned

 
 

Monitor and report on college enrolments

Enrolment report submitted to the Department on time

 
  1. Management of examinations and assessment

Monitor data management per examination cycle, including double capturing

Correct data captured and submitted to DHET examinations

25%

3.1 Ensure the functionality and efficiency of IT and data management systems to generate reliable data for National Examinations

Monitor submission of data per examination cycle

Timeous submission to DHET examinations.

 
 

Conduct verification of all raw data prior to submission to DHET examination per cycle

Verification conducted on all necessary information submitted to DHET examinations

 

3.2 Ensure full compliance to national policies, standard operating procedures, guidelines and management plans by exercising oversight of all assessment activities across examination centres and delivery points within the College

Coordinate implementation of and monitor all compliance standards per examination cycle, e.g.

  • Institute institutional SOPs
  • Monitor compliance of exam and SBA conduct per examination cycle

Successful and complete implementation of all compliance standards

 
   

Management of scripts and mark-sheets by delivery points

 
   

Management and storage of mark-sheets.

 
   

Verification and sign-off of txt files by college Principals

 

3.3 Ensure that consolidated institutional reports are generated and duly submitted for national examinations

Submissions of reports such as; daily conduct, irregularities, state of readiness and any other reports as required by DHET examinations

Timeous submissions of comprehensive reports

 

 

3.4 Coordinate the establishment and functioning of an institutional assessment committee

Portfolios, for example: IT, data, SBA – compliance and quality assurance, examination conduct, irregularities and any other portfolio related to dissemination of examinations

Fully constituted institutional assessment committees

 

20 April 2017 - NW836

Profile picture: Bagraim, Mr M

Bagraim, Mr M to ask the Minister of Higher Education and Training

With reference to his reply to question 2459 on 5 December 2016, how did each international trip undertaken by management executives of the Insurance Sector Education and Training Authority (a) directly and (b) indirectly contribute to increasing the number of beneficiaries of skills training?

Reply:

The international trip undertaken to Orlando in the United States of America directly increased the number of training beneficiaries by the four officials who attended the conference.

While, there was no quantitative increase in sector beneficiaries, the trip did have an impact on external beneficiaries, as officials were privy to cutting edge ideas and ways of thinking, as follows:

  • Key note speakers shared messages on how to remain motivated in a fast paced business and ensure that the organsations vision and mission are shared by all staff. This renewed focus on motivation at all levels, contributed to the Insurance Sector Education and Training Authority (INSETA) achieving its first clean audit by the Auditor-General of South Africa.
  • Speakers also delved into creative solutions to disseminate skills development, these discussions have inspired several shifts in traditional thinking by INSETA, namely, a wider use of Technical and Vocational Education and Training (TVET) colleges to penetrate communities more widely. Offerings have traditionally been limited to the bigger metropoles, where the financial services industry is located, thus whittling away at the triple challenge of poverty, inequality and unemployment.
  • The talks also inspired conversations around increased digitisation of learning to reach more remote communities. These internal conversations are continuing and will form part of the INSETA stategic planning sessions for 2017/18.
  • Finally, the conversations around impact assessments and the move away from quantitative evaluation to qualitative impact evaluation has directly contributed to the INSETA Impact Assessment that will target over 4 000 previously funded beneficiaries in an attempt to establish the socio-economic impact that funding has had on their lives and that of their families, as well as to identify ways in which service offerings can improve.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 836 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW837

Profile picture: Bagraim, Mr M

Bagraim, Mr M to ask the Minister of Higher Education and Training

With regard to his reply to question 2462 on 6 December 2016, how did each international trip undertaken by management executives of the Manufacturing, Engineering and Related Services Sector Education and Training Authority (a) directly and (b) indirectly contribute to increasing the number of beneficiaries of skills training?

Reply:

The Manufacturing, Engineering and Related Services Sector Education and Training Authority (merSETA) responded as follows:

Namibia Trip in February 2015

Indirect benefit

  • The Chief Executive Officer (CEO) and Chairperson of the World Skills South Africa (WSSA), Dr Patel, was the keynote speaker at the opening of the World Skills Expo.
  • The CEO of merSETA met with the Namibian Training Authority to discuss cooperation in the recognition of skills training in South Africa and Namibia. There are a number of manufacturing companies in Namibia who have their base in South Africa and pay the levies to the merSETA for skills training. These companies implement the merSETA programmes in both countries.

Norway and Denmark Trip in April 2015

Direct benefit

merSETA is supporting skills development at correctional services centres. The lessons learned from the visit were how youth offender programmes are structured, developed and implemented. merSETA has since implemented 8 offender rehabilitation programmes, which includes entrepreneurship. Thus far, there are more than 200 offenders enrolled. The first success indicator was that 20 offenders, who had completed, were given equipment and have started their own business.

Russia Trip in May 2015

Indirect benefit

Dr Patel was invited as the Chairperson of WSSA. The visit was aimed at examining the future skills needs of the economy as determined by the transformation of real sectors driven by major technological and social trends.

Based on identified future skills needs and new working contexts, participants also discussed new solutions in the educational ecosystem that can help reduce education training and skills development gaps. The methodology used has been shared with merSETA stakeholders and adapted for the SETA’s sector skills planning methodology.

World Skills Competition in Brazil, August 2016

Direct benefit

Twenty-two learners participated in the World Skills Competition representing SA in nineteen trades. Fifty-two other countries participated in this competition.

Indirect benefit

  • SA benefitted from benchmarking against world standards and analysis of gaps within the training and development processes.
  • The participants who participated came to understand the pressures of the world of work as well as what is required to operate on an international level. Tylers Skow was elected to represent Africa together with six other youth, forming part of an international youth council to influence and advance skills development throughout the world.

International Network on Innovative Apprenticeship (INAP) 6th International Conference in Ballarat Australia

Indirect benefit

The CEO presented a keynote address on innovative apprenticeship development. He presented a paper on the need to develop T-Shaped apprenticeships in response to the 21st century manufacturing and economy. The paper centred around the importance of curriculum change, industry involvement, response to manufacturing industry 4.0 and innovative apprenticeships instituted by merSETA in response to economic demands.

United Kingdom (UK) Trip in November 2015

Indirect benefit

Together with British UK Trade and Investment, merSETA is supporting five colleges in benchmarking standards for lecture, management development and curriculum improvement within the manufacturing and engineering space.

The CEO was a keynote speaker on addressing an international dialogue whose focus was on the impact that skills competitions have had at national level and how it meets the objectives of the South African government’s National Development Plan.

Brussels Trip in February 2016

Indirect benefit

The visit was to discuss the World Skills Strategy for the 2025 World Skills Competitions which will also benefit the participant learners from South Africa

London Trip in March 2016

Indirect benefit

The UK motor industries have developed a return on investment tool for the learners within the Retail Motor Industry space. The visit included observation of training at major retail motor training centres. merSETA has entered into an agreement with RMI (SA) and IMI (UK) to implement the return on training investment tool. merSETA has ventured into implementing the tool at sixty companies within South Africa. The project was initiated by RMI as a key stakeholder of merSETA

Bremen University, Bremen, Germany – RSA TVET Research in April 2016

Direct and Indirect benefit

The visit was aimed at exploring an approach for skills transfer on partnerships with Bremen University and integrates research topics and themes into the Higher Education Institution system in South Africa. Enterprise based training centres for artisan training and one Technical and Vocational Education and Training (TVET) lecturer development centre was visited.

Bremen University, Bremen, Germany – RSA TVET Research in September 2016

Direct and Indirect benefit

Support sponsored PhD candidates who graduated from Bremen University. merSETA has introduced a manufacturing TVET research Master programmes with the University of the Western Cape for the Masters and PhD programmes. The PhD student is now employed by UWC to support the merSETA TVET lecturer development project for the postgraduate diploma, Masters and PhDs.

Upgrading informal Apprenticeships - The education of skilled workers in the sector of informal apprenticeship – in the tradition of Master Artisan – already in quantitative terms plays a considerable role for the employment system and the local economy.

Canada World Skills General Assembly and USA Trip in October 2016

Indirect benefit

The visit was to study the apprenticeship model used in the United States with the view of adopting best practices for the South African apprenticeship system. BMW SA has been awarded the tender to assemble the BMW X3 SUV. The technology and methodology is totally different from the current one of the BMW 3 series. As from January 2018, South Africa will be the sole assembler of BMW X3 for the entire market and learners will be trained on this latest technology.

Direct benefit

The merSETA delegation visited the Urban Institute of Research and American Institute for Innovative Apprenticeship to engage on the 21st century apprenticeship programme. merSETA was given various curricula to use as a benchmark for the development of the South African qualification relating to apprenticeship at no cost.

World Manufacturing Forum (WMF) in May 2016, Barcelona, Spain

Indirect benefit

This is the only event that explores industry megatrends and provides high-level networking opportunities. The participants from large multinationals, small to medium sized enterprises and academic leaders discussed policy, economic, social, and technical challenges that influence the global manufacturing industry. The Department of Science and Technology held post WMF feedback sessions in which members of the delegation have reflected resulting in some concrete ideas to take forward some of the learning from the WMF.

Brussels Trip in February 2016

Indirect benefit

Dr. Patel was invited in his capacity as Chairperson of WSSA to discuss the strategy for World Skills 2025. He facilitated the two-day session on developing the strategy for World Skills 2025, which was to be presented at the World Skills general assembly in Canada in October 2016.

COMPILER/CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 837 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW922

Profile picture: Krumbock, Mr GR

Krumbock, Mr GR to ask the Minister of Higher Education and Training

(1)Whether there is any position of (a) chief executive officer, (b) chief financial officer and/or (c) chief operating officer that is currently vacant in each entity reporting to him; if so, (i) how long has each specified position been vacant and (ii) what is the reason for each vacancy; (2) have the vacancies been advertised; if so, (a) were interviews done and (b) on what date will the vacancies be filled; (3) (a) what is the total number of persons who are currently employed in the specified positions in an acting capacity, (b) for what period has each person been acting in each position and (c) has any of the specified persons applied for the positions?

Reply:

  1. Agricultural Sector Education and Training Authority (AGRISETA)

Question 1a

No

Question 1b

Outsourced services

Question 1c

Position does not exist

(i)

Not applicable

(ii)

Not applicable

 

Question 2

Not applicable

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

Not applicable

Question 3b

Not applicable

Question 3c

Not applicable

   

2. Banking Sector Education and Training Authority (BANKSETA)

Question 1a

Yes

Question 1b

No

Question 1c

No

(i)

13 Months vacant

5 Months suspension period pending outcome of disciplinary proceedings.

(ii)

Dismissal (Outcome of disciplinary proceedings)

 

Question 2

Yes

Question 2a

Interviews process still in progress.

Question 2b

30 June 2017

   
 

Question 3a

1

Question 3b

March 2016 – June 2017

Question 3c

No

   

3. Construction Education and Training Authority (CETA)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

4. Culture, Arts, Tourism, Hospitality and Sport Sector Education and Training Authority (CATHSSETA)

Question 1a

Yes

Question 1b

No

Question 1c

No

(i)

2 Years for CEO.

(ii)

Termination

 

Question 2

Yes

Question 2a

Yes

Question 2b

Subject to the Cabinet approval process.

   
 

Question 3a

1

Question 3b

1 month

Question 3c

No

   

5. Chemical Industries Education and Training Authority (CHIETA)

Question 1a

Yes

Question 1b

No

Question 1c

No

(i)

CEO position has been vacant for 6 years.

(ii)

Termination of employment by former CEO.

 

Question 2

Yes

Question 2a

Yes

Question 2b

Subject to the Cabinet approval process.

   
 

Question 3a

1

Question 3b

6 years

Question 3c

Yes

   

6. Education, Training and Development Practices Sector Education and Training Authority (ETDP SETA)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

7. Energy and Water Sector Education and Training Authority (EWSETA)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

8. Finance and Accounting Services Sector Education and Training Authority (FASSET)

Question 1a

No (CEO still on suspension)

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

1

Question 3b

Six months

Question 3c

No

   

9. Food and Beverages Sector Education and Training Authority (FOODBEV)

Question 1a

Yes

Question 1b

No

Question 1c

Yes

(i)

CEO: 2 Years

COO: 8 Months

(ii)

CEO: Suspension and labour dispute from January 2015 to March 2016.

COO: New position approved by Board on 28 July 2016. Organisational review currently being conducted to determine the specifications of the position, before the position can be filled.

 

Question 2

CEO: Yes

COO: No

Question 2a

Yes

Question 2b

CEO: Subject to the Cabinet approval process.

   
 

Question 3a

1

Question 3b

2 Years

Question 3c

Yes

   

10. Fibre Processing and Manufacturing Sector Education and Training Authority (FP&MSETA)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

11. Health and Welfare Sector Education and Training Authority (HWSETA)

Question 1a

Yes

Question 1b

No

Question 1c

HWSETA does not have a COO position.

(i)

Since 1 February 2017 (CEO position)

(ii)

Resignation

 

Question 2

Yes

Question 2a

No, interviews will be conducted during the last week of April 2017.

Question 2b

Will be subject to interview results and Cabinet approval process.

   
 

Question 3a

1

Question 3b

1 February 2017 until the appointment process is finalised.

Question 3c

No

   

12. Insurance Sector Education and Training Authority (INSETA)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

13. Local Government Sector Education and Training Authority (LGSETA)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

No

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

14. Mechanical Engineering and Related Sector Education Training Authority (MERSETA)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

15. Media, Information and Communication Technologies Sector Education and Training Authority

(MICT SETA)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

16. Mining Qualifications Authority (MQA)

Question 1a

Yes

Question 1b

No

Question 1v

No

(i)

Since September 2016.

(ii)

CEO resigned due to ill health.

 

Question 2

Yes

Question 2a

No

Question 2b

Will be subject to interview results and Cabinet approval process.

   
 

Question 3a

1

Question 3b

From September 2016 to date.

Question 3c

Yes

   

17. Public Service Sector Education and Training Authority (PSETA)

Question 1a

No

Question 1b

No

Question 1c

Yes

(i)

From 19 December 2016 to date.

(ii)

Resignation

 

Question 2

Yes

Question 2a

Yes

Question 2b

20 June 2017

   
 

Question 3a

1

Question 3b

1 April 2017 until the post is filled.

Question 3c

No

   

18. Safety and Security Sector Education and Training Authority (SASSETA)

Question 1a

No

Question 1a

Yes

Question 1a

Not applicable

(i)

1 Month

(ii)

Resignation

 

Question 2

No

Question 2a

No

Question 2b

Will be subject to interview results and Cabinet approval process.

   
 

Question 3a

1

Question 3b

1 month

Question 3c

Post not yet advertised.

   

19. Services Sector Education and Training Authority (SERVICES SETA)

Question 1a

No

Question 1b

No

Question 1c

Yes

(i)

Since 3 March 2014

(ii)

The organisation embarked on an organisation development process, which included a review of the core business operations and structure.

 

Question 2

No

Question 2a

No

Question 2b

Depended on the finalisation of the business process.

   
 

Question 3a

No

Question 3b

Not applicable

Question 3c

Not applicable

   

20. Transport Education and Training Authority (TETA)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

21. Wholesale and Retail Sector Education and Training Authority (W&RSETA)

Question 1a

Yes

Question 1b

No

Question 1c

No

(i)

Since 11 September 2015 to date.

The SETA was placed under administration on 17 October 2016.

(ii)

Under administration.

 

Question 2

No

Question 2a

No

Question 2b

Depended on the finalisation of the business process.

   
 

Question 3a

1

Question 3b

17 October 2016 to date.

Question 3c

No

   

22. Council on Higher Education

(CHE)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

23. National Skills Fund

(NSF)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

No

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Minister has approved the appointment of Ms Theron as acting Chief Financial Officer (CFO) of the National Skills Fund (NSF) for the period 3 January 2017 to 31 December 2017.

The current CFO, Mr Minnie has been assigned to project manage the implementation of the new operating model of the NSF, including the new structure, ICT platform, etc.

Question 3c

Not applicable

   

24. National Student Financial Aid Scheme

(NSFAS)

Question 1a

Yes

Question 1b

No

Question 1a

Yes

(i)

CEO – Since 1 April 2017, previous incumbent’s last day was 30 January 2017.

COO – Vacancy with effect from 1 July 2015. Position was filled between 23 February 2016 and 30 January 2017 by means of a secondment from the banking sector.

(ii)

CEO: Resignation.

COO: Previous COO resignation on 1 June 2015.

Secondment agreement expired.

 

Question 2a

CEO: Yes

COO: No

Question 2a

CEO: No, interviews scheduled for 12 April 2017.

COO: No

Question 2b

CEO, earliest possible date of appointment - 1 June 2017 depending on outcome of selection process.

   
 

Question 3a

1

Question 3b

With effect from 16 February 2017 until the position is filled or for a maximum period of 6 months whichever is first.

Question 3c

No

   

25. Quality Council for Trades and Occupations

(QCTO)

Question 1a

Yes

Question 1b

No

Question 1c

QCTO does not have such a post in the structure.

(i)

Since 1 April 2017.

(ii)

Contract ended.

 

Question 2

Yes

Question 2a

Yes

Question 2b

Subject to the Cabinet approval process.

   
 

Question 3a

1

Question 3b

1 April 2017 up to date.

Question 3c

No

   

26. South African Qualifications Authority

(SAQA)

Question 1a

No

Question 1b

No

Question 1c

No

(i)

Not applicable

(ii)

Not applicable

 

Question 2

Not applicable

Question 2a

Not applicable

Question 2b

Not applicable

   
 

Question 3a

None

Question 3b

Not applicable

Question 3c

Not applicable

   

COMPILER/CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 922 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW578

Profile picture: Tarabella - Marchesi, Ms NI

Tarabella - Marchesi, Ms NI to ask the Minister of Home Affairs

(1)Whether he shared an image of a certain letter (details furnished) on Twitter on Friday, 24 February 2017, creating the impression that it is fake news; if not, what is the position in this regard; if so, (2) Is he aware that the letter is authentic; if so, when did he become aware of its authenticity; (3) Whether officials of his department visited the school prior to the letter being issued; if so, was there a threat of a R25 000 fine for each foreign national pupil without proper documents at the school leveled against the school’s principal; (4) Does his department have any policy allocating responsibility to principals for ensuring that foreign nationals who are pupils at their school have proper documentation; if so, what are the details of this policy?

Reply:

1. I am not aware of my predecessor circulating an image of a certain letter.

2. I cannot respond to the authencity or otherwise of the letter mentioned.

3. I have been informed that officials from the Department visited the school on 7 February 2017 as per the invite from the school. No threats of R25 000 fine were made by officials who attended the briefing session.

4. Yes. Section 39 of the Immigration Act 13 of 2002 as amended stipulate the duties and obligations of the learning institution of which the principal is responsible:

Learning institutions

1. No learning institution shall knowingly provide training or instruction to-

         (a) An illegal foreigner;

        (b) A foreigner whose status does not authorise him or her to receive such training or instruction by such person; or

       (c) A foreigner on terms or conditions or in a capacity different from those contemplated in such foreigner’s status

2. If an illegal foreigner is found on any premises where instruction or training is provided, it shall be presumed that such foreigner was receiving instruction or training from, or allowed to receive instruction or training by, the person who has control over such premises, unless prima facie evidence to the contrary is adduced.

20 April 2017 - NW730

Profile picture: Figlan, Mr AM

Figlan, Mr AM to ask the Minister of Home Affairs

In view of the indication from the National Treasury that the Border Management Authority Bill [B9-2016] may not be fully funded in its proposed form, what changes will be needed in the migration policy?

Reply:

The Department of Home Affairs is not aware of the indication by National Treasury that the Border Management Authority Bill [B9-2016] may not be fully funded in its proposed form.

Since the BMA is envisaged to be an implementation organ of state in the border environment no immediate migration policy changes are foreseen as a result of the BMA’s establishment. The White Paper process on International Migration is at an advanced stage and it already makes provision for and supports the establishment of a BMA.

20 April 2017 - NW821

Profile picture: van der Westhuizen, Mr AP

van der Westhuizen, Mr AP to ask the Minister of Higher Education and Training

Has the Board of the Agricultural Sector Education and Training Authority (AgriSETA) been instructed to initiate disciplinary proceedings against the Chief Executive Officer (CEO) of AgriSETA; if so, (a) who informed the board, (b) on what date, (c) what progress has been made to date and (d) what are the charges; (2) whether the Chairperson of the board and the CEO entered into any discussions which will result in the CEO taking a severance package in return for the dropping of the potential charges; if so, (a) what amount has been requested and offered for the severance package and (b) what are the further relevant details; (3) (a) what is his position on entities reporting to him choosing to award severance packages rather than conducting disciplinary processes, especially where prima facie evidence and advice received recommend that a disciplinary process should be initiated and (b) has he communicated this position to all entities reporting to him?

Reply:

1. No, the Board of Agricultural Sector and Training Authority (AgriSETA) was instructed in terms of section 14A of the Skills Development Act 97 of 1998, to submit a report addressing the veracity of allegations as well as the action plan to resolve the issues raised.

2. No, the Chairperson of the board has not entered into any discussions with the Chief Executive Officer regarding the taking of a severance package.

3.(a) In cases where there is prima facie evidence of a crime, corrective action has to be undertaken in accordance with relevant prescripts.

(b) All SETAs are guided by their internal policies and the SETA standard constitution, which is applicable to all SETA staff members.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 821 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW833

Profile picture: America, Mr D

America, Mr D to ask the Minister of Higher Education and Training

With regard to his reply to question 2453 on 6 December 2016, how did each international trip undertaken by management executives of the Energy and Water Sector Education and Training Authority (a) directly and (b) indirectly contribute to increasing the number of beneficiaries of skills training?

Reply:

The trips provided the Energy and Water Sector Education and Training Authority (EWSETA) with a deepened understanding of what the knowledge and experiences are of the water and energy sectors in order that it better positions the entity to lead skills development and capacity building within the sector. 

Due to these exposure opportunities, EWSETA could guide universities and Technical and Vocational Education and Training (TVET) colleges in the development of infrastructure, lecturer development and research focus, etc. and enable access to the latest technologies by enriching the education and training initiatives at universities of technology and TVET colleges.

The overseas study visits also enabled EWSETA to identify strategic and relevant partnerships that strengthened EWSETA’s capacity to service its sector in line with its core mandate and research sharing initiatives.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 833 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW820

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van der Westhuizen, Mr AP to ask the Minister of Higher Education and Training

(1)With reference to performance agreements entered into with principals of public technical and vocational education and training (TVET) colleges, (a) how many principals were assessed during the last assessment cycle and (b) what percentage of the specified principals qualified for (i) full, (ii) partial and (iii) no performance bonuses; (2) what (a) are the details of the remedial actions undertaken by his department where gaps in principals’ management style and abilities were identified and (b) amount was spent on assisting underperforming principals of TVET colleges?

Reply:

1. Performance assessments results for the 2016/17 assessment cycle must still be processed, as the year has just ended, i.e. 31 March 2017. However, during the 2015/16 assessment cycle:

(a) 38 Principals were assessed.

(b) Principals were assessed and categorised in terms of Chapter 4 of the Senior Management Service (SMS) handbook on Performance Management as illustrated in the table below:

Performance Category

Score

Bonus Percentage

TVET College Principals

Performance fully effective

100% - 129%

0%

21

Performance significantly above expectations

130%

5%

3

 

133%

6%

3

 

135%

6%

2

 

144%

8%

1

Outstanding performance

150 %

10%

2

 

152%

10%

3

 

153%

11%

2

 

157%

12%

1

 

2) (a) No remedial actions were required for the assessed principals.

(b) Not applicable.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 820 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW832

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America, Mr D to ask the Minister of Higher Education and Training

With regard to his reply to question 2454 on 5 December 2016, how did each international trip undertaken by management executives of the Education Training and Development Practices Sector Education and Training Authority (a) directly and (b) indirectly contribute to increasing the number of beneficiaries of skills training?

Reply:

Based on the information obtained from the Education, Training and Development Practices Sector Education and Training Authority (ETDP SETA), the international trip to Brazil for the World Skills Competition contributed as follows:

  • The programmes that were implemented ensured that Technical and Vocational Education and Training (TVET) colleges received adequate and increased support to ensure sufficient skills development in the sector.
  • In determining its programmes, ETDP SETA considered the National Development Plan and the White Paper for Post-School Education and Training (PSET), which places a huge responsibility on TVET colleges to improving both employability and entrepreneurial skills of students.
  • Since South Africa did not “win” the competition, ETDP SETA has committed to provide the necessary support towards World Skills South Africa in order to contribute towards improved performance.

The Chief Executive Officer of ETDP SETA is a member of World Skills South Africa and needs to ensure that processes and logistics are in place for ensuring skills acquisitions and transfer from relevant experts.

Programme 1 of ETDP SETA’s Annual Performance Plan (APP) for 2015/16 included the commissioning of research chairs on TVET, Work Integrated Learning, Labour Market Intelligence, and Monitoring and Evaluation at Sector Level. The research chairs’ terms of reference were revised for continuation until 2018 with an intention to strengthen TVET colleges output, including the following:

  • Work Integrated Learning - College lecturers received additional attention to ensure that there is integration between theory and industry related skills. The primary intention was to expose lecturers to industry in order to improve their pedagogy.
  • TVET research - The research is now focusing on understanding current curriculum content and pedagogy in the light of the mandate of colleges, as they are required to produce a different “breed” of learners with skills that will make them self-employable.

Programme 2 of the APP for 2016/17 showed an increase in financial support for the skilling of TVET personnel. All 50 TVET colleges participated in various skills development programmes and an amount of R34 million was availed for the 2016/17 financial year compared to an amount of R9 million during 2015/16.

Programme 4 of the 2016/17 and 2017/18 APPs show significant increases in learners who need to be provided with workplace experience opportunities. This programme increases their employability opportunities and attainment of the N6 National Diploma. 1 125 College students were assisted with workplace training opportunities and the payment of stipends to cover traveling expenses. The target for the 2015/16 financial year was 500.

ETDP SETA has continued to place and support Career Development Officers (CDOs) at TVET colleges with at least one CDO per campus. The role of the CDOs is to assist in the recruitment of learners to consider TVET colleges as institutions of choice and not to assume that universities are the only option. They also provide student liaison support to the relevant managers and provide career information to current and new students. ETDP SETA afforded the CDOs with a training opportunity through UNISA on career guidance. The current cohort was placed for a period of 5 years and a new cohort will soon commence in the 2017/18 financial year.

In 2017/18, ETDP SETA will have at least two offices attached to TVET colleges to increase its support to the identified colleges.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 832 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW835

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Bagraim, Mr M to ask the Minister of Higher Education and Training

With reference to his reply to question 2458 on 6 December 2016, how did each international trip undertaken by management executives of the Health and Welfare Sector Education and Training Authority (a) directly and (b) indirectly contribute to increase the number of beneficiaries who received skills training?

Reply:

The Health and Welfare Sector Education and Training Authority (HWSETA) responded as follows:

World Skills 2015 in Brazil

This is an international artisan skills competition held every 2 years. HWSETA was a member of the World Skills Steering Committee as representative of a cluster of SETAs. All SETAs have artisans as an indicator in the Annual Performance Plans, and support work ready graduates in various trades. HWSETA has submitted a report on this International trip to various stakeholders.

The Skills Steering Committee, of which HWSETA is a part, has drafted a full report with recommendations to the Department in order to implement some of the learning.

HWSETA visited Technical and Vocational Education and Training (TVET) colleges and an employer involved in community skills development in Brazil, in order to learn more about skills development in Brazil and to bring back best practice to the World Skills Steering Committee and HWSETA. Furthermore, the delegation attended presentations by the Skills Working Group of BRICS, World Skills Global Leaders Forum, and on Skills Supply and Demand as well as Skills for Sustainable Development.

The recommendations from the delegation of HWSETA to this competition has informed the HWSETA strategy going forward. HWSETA has also been able to contribute to the World Skills Steering Committee influencing future completions and increasing in the number of artisan skills showcased in future world competitions.

The International trip to Brazil was valuable in contributing to the HWSETA strategy that benefits the learners funded by the HWSETA, as well as the employers and partners, in carrying out the HWSETA mandate and strategy.

Namibia Training Authority

The trip to the Namibian Training Authority (NTA) was undertaken on 11 October 2016. NTA extended an invitation to HWSETA to enquire how SETAs operated within South Africa and share how NTA operated in Namibia in relation to skills development. The purpose was to learn from each other, as skills development authorities. HWSETA, as well as NTA, shared presentations on skills development in their respective countries. A discussion around their unique dispensations ensued and sharing of best practices took place. HWSETA has committed to a continued relationship with NTA to share information, experiences and advice when needed, particularly around the area of health and social sciences. The NTA team will also visit HWSETA within the coming year.

The experience of this visit allowed HWSETA to implement some best practices in its short-term strategy and future strategic initiatives to enhance skills development in the health and social sciences.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 835 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW838

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Bara, MR to ask the Minister of Higher Education and Training

With regard to his reply to question 2463 on 6 December 2016, how did each international trip undertaken by management executives of the Mining Qualifications Authority (a) directly and (b) indirectly contribute to increasing the number of beneficiaries of skills training?

Reply:

The study trip had brought different learning perspectives and a comparative analysis between the two countries with best practices learned and applied in a South African context, thereby contributing towards increased beneficiation of mining sector output and support for the development of local skills in jewellery design, Watchmaking and Goldsmithing art.

The Mining Qualifications Authority (MQA) identified and placed 25 young learners at the Tari School of Jewellery in Italy to study as Goldsmiths and Watchmakers. These learners went through a thorough selection process and came from different parts of the country.

On completion of the programme in June 2017, the learners will be qualified artisans and have opportunities as entrepreneurs in the jewellery economy. The State Diamond Trader and MQA are engaging on the development of a sustainable exit strategy for these students.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 838 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW840

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Bara, MR to ask the Minister of Higher Education and Training

With regard to his reply to question 1763 on 18 October 2016, how did each international trip undertaken by management executives of the Transport Education and Training Authority (a) directly and (b) indirectly contribute to increasing the number of beneficiaries of skills training?

Reply:

Commonwealth Lawyers Association Conference April 2016

The corporate governance of Sector Education and Training Authorities is an integral part of the implementation of the Skills Development Act, 1998. The Company Secretary shared with all 54 Commonwealth countries the challenges and opportunities associated with corporate governance in South Africa and in turn gained experience of corporate governance in other countries. This experience manifested in focused advice to the Board and in turn proper decisions taken to ensure that Transport Education and Training Authority (TETA) management implement the mandate of government as per the national priorities.

World Maritime University (WMU) Graduation, TETA 2016 Cohort orientation + 2015 Cohort Farewell and Lund University discussions - November 2015

The World Maritime University (WMU) trained 18 Learners at postgraduate level with another 10 learners ready for intake in the 2017 calendar year. The South African Qualifications Authority has since recognised the University with the result that the relationship between TETA and WMU will continue to address Operation Phakisa imperatives.

The relationship between TETA and WMU fits squarely within government’s priorities in maritime (Operation Phakisa) and more learners will be afforded the opportunity of acquiring skills in this field.

GIBS International Leadership Development Programme (ILDP) and International Executive Development Programme (IEDP) Global Immersion Report January 2016

100 Transport sector employees were trained in the International Leadership Development Programme, which included an international leg and a further 25 transport sector employees were trained in the International Executive Development Programme.

Wits Business School Strategic International Board Leadership Programme August 2015

The Boards of all SETAs comprise of employer representatives as well as organised labour and, in TETA’s instance, employees within the transport sector. 18 Learners within the sector have benefitted from this programme.

This Programme was aimed at enhancing the Board and Senior Management’s capabilities in implementing the Skills Development mandate. Emanating from this programme, the management and Board has established an essential, beneficial relationship that will serve the greater purpose of enhancing the performance of TETA as per the Service Level Agreement signed with the Department of Higher Education and Training.

International Maritime Organisation

This visit is linked to the World Maritime University, a University established under the auspices of the International Maritime Organisation (United Nations).

Panama August 2016

TETA had invested an amount of R202 million into the now defunct Fidentia, which funds were meant for skills development. Upon the Curator having been appointed to handle the affairs of Fidentia, TETA received an amount of R33 million in the first Curator’s report. A further amount of R15 million is likely to be paid into TETA’s accounts upon acceptance of the Liquidation and Distribution account by the Master of the High Court. This amount will be reinvested into skills development.

R8 million of the R33 million received by TETA was reinvested into the World Maritime University programme with the result that 10 learners from the transport sector, as seconded by SAMSA, were funded to undertake postgraduate learning at the University. The visit was aimed at following some of the money Fidentia channelled outside the shores of South Africa for purposes of re-investing it into skills programmes.

Cranfield and Plymouth August 2016

A leadership development programme aimed only at women has been established in collaboration with Cranfield University. In 2017, TETA has committed to send 20 women to Cranfield University in the United Kingdom for this particular purpose.

Mozambique TETA/Indub Litigation April 2016

This is part of litigation and the matter is still sub judice. Should the Courts find in favour of TETA, the savings generated will be reinvested into skills development.

Road Safety Study Tour

TETA has partnered with the Road Traffic Infringement Agency to roll out road safety programmes in the country resembling the lessons learnt on the trip. This programme will benefit a considerable number of beneficiaries and is aimed at addressing the carnage on South Africa’s roads.

Students for Advancement of Global Entrepreneurship (SAGE)

TETA as advocates for SMME development and supporting small growing institutions has established a need to look at extending its scope to support high school pupils, college and university students in their entrepreneurial ideas and innovations. To this end, TETA has adopted 54 schools across the provinces of South Africa. The programme is aimed at supporting the schools with Mathematics, Science and Technology. A small business development strategy has since been adopted by the TETA Board with the result that many small companies are currently being supported.

CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 840 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

20 April 2017 - NW923

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Lotriet, Dr A to ask the Minister of Home Affairs

(1)Whether there is any position of (a) chief executive officer, (b) chief financial officer and/or (c) chief operating officer that is currently vacant in each entity reporting to him; if so, (i) how long has each specified position been vacant and (ii) what is the reason for each vacancy; (2) have the vacancies been advertised; if so, (a) were interviews done and (b) on what date will the vacancies be filled; (3) (a) what is the total number of persons who are currently employed in the specified positions in an acting capacity, (b) for what period has each person been acting in each position and (c) has any of the specified persons applied for the positions?

Reply:

The question was forwarded to the Department and the entities who responded as follows:

Department of Home Affairs

(1)(a) No

(1)(b) No

(1)(c) No

(2) Not applicable

3) Not applicable

Government Printing Works

(1)(a)(i) 11 months

(1)(a)(ii) Departure of former incumbent

(1)(b)(i) Not applicable

(1)(b)(ii) Not applicable

(1)(c)(i) Not applicable

(1)(c)(ii) Not appplicable

(2)(a) Recruitment process to commence

(2)(b) In the coming few months

(3)(a) 1

(3)(b) 11 months

(3)(c) Not applicable

Electoral Commission

(1)(a)(i-ii) Became vacant on 1 April 2017 following the departure of Mr. Moepya, who was employed on a fixed term contract.

(1)(b) The role of Chief Financial Officer was allocated to the Senior Manager: Financial Administration, Ms Rowley-Withey, when she was appointed. She retained the role when promoted to Deputy CEO: Corporate Services on 1 March 2014. The Commission has since taken a decision to separate the two roles and fixed-term appointment will soon be made in respect of the role of chief financial officer.

(1)(c) Not applicable

(2) The vacancy for the CEO has not as yet been advertised as it only fell vacant on 1 April 2017, the Commission is yet to consider the process and period for recruitment of the CEO but will do so at its next scheduled meeting.

(3)(a) One.

(3)(b) The Deputy Chief Electoral Officer responsible for Electoral Operations is acting in the post of CEO, whilst the process to fill the post is undertaken.

(3)(c) The process has not yet begun.

19 April 2017 - NW519

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Kopane, Ms SP to ask the Minister of Small Business Development

Since her reply to question 772 on 7 April 2016, (a) what is the current status of the plan to reduce red tape in the Moretele Local Municipality in North West, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the municipality; (2) can she list three or more examples of the red tape that was cut because of the intervention in the municipality?

Reply:

1. (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act;

(vii) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of Moretele Local Municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations are as follows: ineffectively supply chain management process with regarding to payment of outstanding invoices. construction by-laws, customer complaints system.

(c) The total amount of administration costs is determined by each municipality, however the examples mentioned under point (2) outline how the red tape reduction intervention by DSBD has supported the municipality. The total value of these administrative interventions have not been calculated by the municipality.

2. The examples that outlines improvement since April 2016 are as follows (i) the municipality has developed an effective supply chain training program and they also upgraded the financial system and hired an invoice clerk in order to pay invoices within 30 days as per National Treasury regulation.(ii) the municipality has also been able to improve construction by-laws in terms of Grading in order for SMMEs acquired level 7 & 8 accreditation. (iii) the overall complaints management system is housed within the office of the municipal within the office of the municipal manager but every unit within municipality has a champion who is responsible for follow-up on the complaints. The municipality has made efforts to adhere to the 7-10 days period for responding to

19 April 2017 - NW516

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Kohler-Barnard, Ms D to ask the Minister of Small Business Development

Since her reply to question 769 on 5 April 2016, (a) what is the current status of the plan to reduce red tape in the Greater Kokstad Local Municipality in Kwazulu-Natal, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the specified municipality; (2) can she list three or more examples of the red tape that was cut because of the specified intervention in the specified municipality?”

Reply:

(1) (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act;

(vii) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of Greater Kokstad Local Municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations are as follows: the municipality have an inadequate customer complaints system, cumbersome decision making process which affect the delivery time frame, the business permits issuing process has not been reviewed for past 3 years.

(c) The total amount of administration costs is determined by each municipality, however the examples mentioned under point (2) outline how the red tape reduction intervention by DSBD has supported the municipality. The total value of these administrative interventions have not been calculated by the municipality.

(2) The examples that can be referred to since April 2016 are as follows (i) the municipality has managed to develop an effective complaints management system and customer service policy, the monthly management reports are submitted to the Council on the nature of the complaints lodged, and the resolution of complaints. (ii) the municipality has reviewed the delegation of powers where applicable in order to address the decision making process(iii) the business permit issuing has been reviewed which assisted the municipality to process application within 21 days if all accompanying documents received on time.

19 April 2017 - NW888

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Kruger, Mr HC to ask the Minister of Small Business Development

Whether she is aware of any excessive regulations and/or red tape due to the delayed finalisation of land transfers for the Grabouw Investment Initiative that is preventing the development of small business opportunities in the Theewaterskloof Local Municipality; if so, what steps will her department take to ensure that the project continues in order to create jobs?”

Reply:

The Department of Small Business development (DSBD) Red Tape Reduction (RTR) Programme initially targeted twelve municipalities in six provinces country wide. The Red Tape Reduction programme was informed by the results of the 2011/12 National Red Tape Reduction Pilot. The municipalities that participated in this national red tape reduction action plans were viz;

Provinces

Municipalities

(i) Eastern Cape

Buffalo City

(ii) Eastern Cape

Lukhanji

(iii) Limpopo

Elias Motsoaledi

(iv) Limpopo

Ephraim Mogale

(v) KwaZulu-Natal

Greater Kokstad

(vi) KwaZulu-Natal

UMzimkhulu

(vii) Northern Cape

Khara Hais

(viii) Northern Cape

Sol Plaatjie

(ix) North West

Moses Kotane

(x) North West

Moretele

(xi) Free State

Matjhabeng

(xii) Free State

Maluti-A-Phofung

The Western Cape, Mpumalanga and Gauteng Provinces are currently not part of this initiative. Theewaterskloof Local Municipality in the Western Cape Province was therefore, not part of the initial pilot stage. The current plan of the Department of Small Business Development is to revisit all the piloted municipalities to assess the progress made in relation to the major red tape issues identified. The DSBD has already started with the first phase of the Red Tape Reduction programme by assessing the implementation of the red tape reduction guidelines to four municipalities (Greater Kokstad and UMzimkhulu in KZN and Matjhabeng and Maluti-A-Phofung in FS) from twelve piloted municipalities.

19 April 2017 - NW848

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Brauteseth, Mr TJ to ask the Minister of Water and Sanitation

(1)With reference to her department’s acknowledgement that certain areas in the North West still require support, as indicated in her department’s presentation to the Portfolio Committee on Water and Sanitation on 1 March 2017, (a) how is her department going to support the (i) NgakaModiriMolema and (ii) Dr Ruth Mompati District Municipalities, (b) who will be responsible for the implementation of the support and (c) when will the support commence; (2) whether her department will support the specified district municipalities to address the water crisis caused by the low levels of the Wentzel Dam and declining yields in boreholes; if not, why not; if so, (a) in what ways will her department be supporting the specified district municipalities in this regard, (b) when will the support commence and (c) who will be responsible for the implementation of this assistance

Reply:

Requesting the Honorable Member to refer to the response provided in NA 579 of 10 March 2017.

---00O00---

19 April 2017 - NW918

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Kopane, Ms SP to ask the Minister of Energy

(1)Whether there is any position of (a) chief executive officer, (b) chief financial officer and/or (c) chief operating officer that is currently vacant in each entity reporting to her; if so, (i) how long has each specified position been vacant and (ii) what is the reason for each vacancy; (2) have the vacancies been advertised; if so, (a) were interviews done and (b) on what date will the vacancies be filled; (3) (a) what is the total number of persons who are currently employed in the specified positions in an acting capacity, (b) for what period has each person been acting in each position and (c) has any of the specified persons applied for the positions?

Reply:

The response is attached below.

NO

South African Nuclear Energy Corporation (NECSA

National Energy Regulator of South Africa (NERSA)

National Radioactive Waste Disposal Institute (NRWDI)

National Nuclear Regulator (NNR)

South African National Energy Development Institute (SANEDI

  1. (a) (b) (c)

1 (i)

1(ii)

(ii)

There are no vacant positions within NECSA.

Not applicable.

Not applicable

There is a vacant position of the Chief Financial Officer.

The position has been vacant for a period of 5 months.

The CFO position became vacant due to resignation. NERSA was awaiting the appointment of its CEO who assumed duty on 1 January 2017. The CFO position reports to the CEO hence the rationale to await the appointment of the CEO first.

There are no vacancies in the positions in question.

Not applicable

Not applicable

There are no vacancies in the positions in question. The institution does not have a position for a COO

Not applicable

Not applicable

The current CEO is on a month-to-month contract with effect from 1 April 2017.

SANEDI does not have a position for a COO.

The position has been vacant From 1 April 2017.

The term of office for the CEO expired on 31 March 2017.

2

Not applicable.

  1. Yes, the position was advertised and interviews were held on 8 March 2017. The psychometric assessments were completed on 30 March 2017.
  1. We anticipate the vacancy to be filled by 1 June 2017 at the latest

Not applicable as indicated above

Not applicable as indicated above

The board is in the process of filling the vacancy an advert for the position has not yet been issued.

3

Not applicable.

Mr. Nthupeni Ragimana is the Acting CFO.

He has been acting for five (5) months in this position.

(c) No. Mr. Ragimana did not apply for the CFO position.

Not applicable as indicated above

Not applicable as indicated above

Mr Nassip is the acting CEO and will be on a month-to-month contract effective from 01 April 2017.

NO

Central Energy Fund Group

PetroSA

Petroleum Agency of South Africa

Strategic Fuel Fund

1(a) (b) (c)

1 (i)

1(ii)

(ii)

(a) (i) (ii) The position of the CEO has been vacant for 2 years. The previous incumbent resigned effective from December 2014.

(b) (i) (ii) The position for CFO has been vacant for the past 4 months. The previous incumbent resigned effective from November 2016.

(i) (ii) The position for CEO is vacant and has been vacant for 1 year, 4 months as the previous incumbent resigned effective from November 2015.

(b) (i) (ii) The position for CFO is vacant and has been vacant for 1 year, 4 months as the previous incumbent’s service was terminated by mutual agreement in 2015.

(c) (i) (ii) The position for COO is vacant and has been vacant for the past 3 years. The previous incumbent resigned in 2014.

Yes. The position of CEO is vacant.

The position has been vacant for 5 years

The term of office for the previous CEO came to an ended.

The position for CEO is currently vacant.

The position has been vacant for 1 year 10 months.

The previous incumbent resigned effective from August 2015.

2

The vacancies of CEO and CFO were both advertised on 22 November 2016.

(a) Interviews for the vacancy of CEO were done on the 27 March 2017 and 28 March 2017. Interviews for the position of CFO were held on 2 March 2017.

(b) It is anticipated the position of CEO will be filled by 1 June 2017. The position of CFO was filled with effect from 01 April 2017.

a) The roles of the CEO and CFO was advertised and assigned to Executives Search companies to conduct a headhunting process on behalf of the company.

The COO position will not be filled as it has been removed from the structure after approval of the new structure by the Board.

(b) It is anticipated that this process (including interviews and required psychometric assessments) will be completed by the end of April 2017, when a recommendation will be made to the Board and Shareholder for appointment

The position for CEO was advertised but no interviews were held pending the finalisation to move PASA from the Department of Energy to the Department of Mineral Resources as envisaged in the MPRDA amendment bill.

The recruitment process commenced in February 2016. The recruitment process was placed on hold pending the CEF Group business model review. The acting CEF Group CEO is also managing the SFF role.

3

(a) 1 person. Mr. Mojalefa Moagi is currently the CEF CEO.

1 person. Mr. Lufuno Makhuba was appointed the Acting CFO.

(b) Mr. Moagi has been acting CEO since July 2016 to date.

Mr. Makhuba acted as the CFO from January 2016 – 31 March 2017.

(c) Mr. Moagi has applied for the position of CEO and was interviewed on 28 March 2017.

 

Mr. Makhuba applied for the position of CFO and was successfully appointed as the CEF Group CFO effective 01 April 2017.

(a) 2 people.

(b) The CEO has been acting from the 01 December 2016 to date and the CFO has been acting from 01 March 2016 to date, following the resignation of Ms. Lindiwe Bakoro on the 30 November 2015.

(c) The recruitment for both CEO and CFO are currently managed by Executive Search Company. No internal candidates, including acting incumbents expressed interest in the roles when they were advertised previously.

Ms. Mekwe has been acting in the position since 22 October 2013 to date.

(c) She has not applied for the position.

1 person. Mr. Mojalefa Moagi is the acting CEO of SFF.

(b) He has been acting from the 16 September 2016, following the resignation of Mr. Sibusiso Gamede in July 2016.

(c) The recruitment process has been placed on hold.

19 April 2017 - NW703

Profile picture: Hoosen, Mr MH

Hoosen, Mr MH to ask the Minister of Small Business Development

(1)Did (a) her department or (b) any entity reporting to her participate in the Dialogue with the President: Unpacking of the SONA 2017 on Radical Economic Transformation Implementation event hosted at the Oyster Box Hotel in Umhlanga, Durban, on 25 February 2017; if so, what amount was spent in each case; (2) did (a) her department or (b) any entity reporting to her participate in the auction of the (i) souvenirs or (ii) personal belongings of the President of the Republic, Mr Jacob G Zuma; if so, (aa) which items were purchased and (bb) at what cost, in each case?”

Reply:

(1) (a) The Department did not participate in the Dialogue with the President: Unpacking of the SONA 2017 on Radical Economic Transformation Implementation.

(1) (b)

(2) (a) The Department did not participate in the auction of souvenirs or personal belongings of the President of the Republic.

(a) (i) Not applicable.

(a) (ii) Not applicable.

(aa) Not applicable.

(bb) Not applicable.

(2) (b)

(b) (i)

(b) (ii)

19 April 2017 - NW522

Profile picture: Krumbock, Mr GR

Krumbock, Mr GR to ask the Minister of Small Business Development

Since her reply to question 775 on 5 April 2016, (a) what is the current status of the plan to reduce red tape in the Matjhabeng Local Municipality in Free State, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the municipality; (2) can she list three or more examples of the red tape that was cut because of the intervention in the municipality?”

Reply:

(1) (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act;

(vii) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of Matjhabeng Local Municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations are as follows: procurement processes for infrastructure development and maintenance are excessively complex and lengthy leading to excessive costs being incurred by businesses, SMMEs and Co-operatives are not paid within 30 days, municipal customer care system is non-operational additionally service standards are non-existent furthermore informal sector by-laws are due for review.

(c) The total amount of administration costs is determined by each municipality however the examples mentioned below outline how the red tape reduction intervention by DSBD has supported the municipality to improve governance and reduce the burden regulatory and administrative burden for the benefit of SMMEs and Co-operatives. The total value of these administrative interventions have not been calculated by the municipality.

(2) Examples that outline improvements in the business environment within Matjhabeng municipality include: (i) the improvement in the turnaround times within the internal supply chain management processes; (ii) reviewing of the delegation of powers regarding payments, in order to address late payments to SMMEs and Co-operatives; and (iii) the design of a complaints/customer notification system as well as standard operating procedures (SOPs) for assessing and addressing complaints; and (iv) centralised town planning and building control offices to reduce turnaround times for building plan approval processes and procedures.

19 April 2017 - NW518

Profile picture: Kopane, Ms SP

Kopane, Ms SP to ask the Minister of Small Business Development

Since her reply to question 771 on 12 May 2016, (a) what is the current status of the plan to reduce red tape in the Moses Kotane Local Municipality in North West, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the specified municipality; (2) can she list three or more examples of the red tape that was cut because of the specified intervention in the specified municipality?”

Reply:

(1) (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act;

(vii) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of Moses Kotane Local Municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations are as follows: ineffectively and inefficiency channels to communicate relevant information to business people, supply chain management system and by-laws.

(c) The total amount of administration costs is determined by each municipality, however the examples mentioned under point (2) outline how the red tape reduction intervention by DSBD has supported the municipality. The total value of these administrative interventions have not been calculated by the municipality.

(2) The examples outline improvement since April 2016 are as follows (i) the municipality has hired additional staff in order to pay creditors on time and upgraded their financial software to fasten the processing of invoices as per National Treasury regulation. (ii) informal business by-laws has also been reviewed in order to address the business permits issuing.(iii) the municipality has developed the communication policy which entails the method of communication to externally stakeholders, the complaint process is aligned with number of hours. The Seda hotline also assist with unresolved issues that affect the non-payment of SMMEs and Co-operatives in the area.

19 April 2017 - NW579

Profile picture: Basson, Mr LJ

Basson, Mr LJ to ask the Minister of Water and Sanitation

(1)With reference to her department’s comments in a presentation to the Portfolio Committee on Water and Sanitation on 1 March 2017 that North West still needs support, (a) how does her department intend to support the (i) Ngaka Modiri Molema District Municipality and (ii) Dr Ruth Segomotso Mompati District Municipality with the supply of water and sanitation services, (b) who will be responsible for the implementation of the support and (c) when will the implementation commence; (2) (a) how will her department resolve the problem of the (i) empty Wentzel Dam and (ii) lack of funds and (b)(i) when will each specified problem be resolved and (ii) which entity will be responsible for solving each problem?

Reply:

(1)(a)(i) I have issued a directive in terms of Section 41 (1) (a) (ii) of the Water Services Act and Section 73 (1) (d) to Sedibeng Water to carry over the operation and maintenance within the Ngaka Modiri Molema District Municipality (DM). At the moment, all local municipalities under the Ngaka Modiri Molema DM receive support from Sedibeng Water Board as the Water Service Provider. My Department has also appointed Sedibeng Water Board as the Implementing Agent for implementation of the Regional Bulk Infrastructure Programme and Water Services Infrastructure Programme in support of the provision of water and sanitation service delivery with a budget of R780 Million over the MTEF period.

(1)(a)(ii) My Department has allocated funding to the tune of R1,244 billion under Regional Bulk Infrastructure Programme and the total amount of R 77 million through the Water Services Infrastructure Programme in support of the provision of water and sanitation service delivery in Dr Ruth Segomotsi Mompati DM over the MTEF period.

(1)(b) My Department has also appointed Dr Ruth Segomotsi Mompati DM as the Implementing Agent and therefore will be responsible for the implementation of the latter support.

(1)(c) The work is envisaged to commerce in June 2017.

(2)(a)(i) During the financial year 2016/17, my Department through the National Water Resources Infrastructure (Construction West Unit) has rehabilitated the portion of the Wentzel Dam on the foundation for stabilization, fitting of the piece of a steel pipe and couplings to ease the maintenance. This work has already reduced loss of water through redundant structures and leaking valves. Since the dam is currently at full capacity, immediately when the dam level is low, my Department will resume with the removal of the silt in order to increase its capacity .The construction of the bulk pipeline from Bloemhof to augment the water supply in Schweizer Reneke will also commence in 2018 with the intention to complete the project within a year .The project cost on the pipeline is R222 million which will also bring relief to Wentzel Dam.

(2)(a)(ii) In the current financial year 2017/18, my Department has allocated R14 Million under Water Services Infrastructure Grant (WSIG) for the refurbishment of the Water Treatment Works and for the implementation of the Water Conservation and Water Demand Management programme in Schweitzer-Reneke.

(2)(b)(i) The project for the refurbishment of the Water Treatment Works and for the implementation of the Water Conservation and Water Demand Management programme in Schweitzer-Reneke is anticipated to be completed by end of June 2018.

(2)(b)(ii) The Dr Ruth Segomotsi Mompati as the Water Services Authority and as the Implementing Agent will be responsible for the implementation of this project.

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19 April 2017 - NW521

Profile picture: Krumbock, Mr GR

Krumbock, Mr GR to ask the Minister of Small Business Development

Since her reply to question 774 on 5 April 2016, (a) what is the current status of the plan to reduce red tape in the Khara Hais Local Municipality in Northern Cape, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the municipality; (2) can she list three or more examples of the red tape that was cut because of the intervention in the municipality?”

Reply:

(1) (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act;

(vii) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of Khara Hais Local Municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations are as follows: lengthy processes of issuing of permits within the transport industry which impacts on small businesses, limited information provided to SMMEs and Co-operatives in terms of rezoning processes and procedures, and in terms of construction industry registration process including grading does not prioritise targeted groups (women, youth and disabled).

(c) The total amount of administration costs is determined by each municipality however the examples mentioned in points below outline how the red tape reduction intervention by DSBD has supported the municipality to improve governance and reduce the burden regulatory and administrative burden for the benefit of SMMEs and Co-operatives. The total value of these administrative interventions have not been calculated by the municipality.

(2) Examples that outline improvements in the business environment within Khara Hais local municipality include: (i) the establishment of a dedicated human and financial resources for issuing permits; (ii) workshops are conducted on an on-going-basis regarding the rezoning processes and procedures; and (iii) partnership is created with National Home Builders Registration Council (NHBRC) in terms of grading within the construction sector and the prioritisation of targeted groups..

19 April 2017 - NW717

Profile picture: Basson, Mr LJ

Basson, Mr LJ to ask the Minister of Water and Sanitation

(1)With reference to her reply to question 1194 on 24 May 2016, (a) what number of the 35 Cuban engineers are still in the employ of her department and (b) on what date will the employment contracts of each specified engineer expire; (2) whether her department has employed any other Cuban nationals since her reply to the specified question; if so, what are the relevant details; (3) what are the current costs of contracting the Cuban engineers in terms of (a) salaries, (b) accommodation, (c) transport costs and (d) any other relevant expenses?

Reply:

(1)(a) Since 1 March 2017, 31 Cubans are still in the employ of my Department. 1 Cuban specialist resigned in April 2016 and the other 3 did not renew their contracts when they expired at the end of February 2017.

(1)(b) Their contracts will expire on 21 December 2017 but I have approved that their contracts should be extended up to 30 June 2018.

(2) My Department has not employed any additional Cuban specialists.

(3) The current costs for the financial year under review (2016/17) of contracting the engineers in terms of the line items requested are as follows:

 

Items

Cost

(3)(a)

Salaries

R 19 132 905.00

(3)(b)

Accommodation

R 6 414 355.00

(3)(c)

Transport Cost

R 5 164 250.00

(3)(d)

Other Expenses (Cell phones, 3Gs and S&T claims)

R 447 080.00

 

TOTAL

R 31 158 590

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19 April 2017 - NW849

Profile picture: Brauteseth, Mr TJ

Brauteseth, Mr TJ to ask the Minister of Water and Sanitation

Whether her department has put any training programmes in place for municipal operators of water and waste water treatment works; if not, why not; if so, what are the relevant details?

Reply:

The responsibility of training programmes for municipalities is of the Department of Cooperative Governace and Traditional Affairs (CoGTA) and not of my Department. However my Department as a custodian of water resources and a sector leader has a significant role to play in supporting local government to fulfill this obligation. In this regard, my Department supported Water Services Authorities (WSAs) in developing the training programme for municipal operators of water and waste water treatment works.

My Department has conducted training needs assessments of water and waste water process controllers with the aim of identifying training gaps and ultimately assisted the Water Services Authorities (WSAs) to submit the funding proposals to the Local Government Sector Education Training Authority (LGSETA).

The programme will be implemented in the following 11 WSAs:

  • Eastern Cape: Alfred Nzo District Municipality and Amathole District Municipality.
  • Limpopo: Capricorn District Municipality and Polokwane Local Municipality.
  • North West: Dr Ruth Segomotsi Mompati District Municipality, Madibeng Local Municipality, Moses Kotane Local Municipality, Moretele Local Municipality, Ventersdorp Local Municipality, Kgetlengrivier Local Municipality and City of Matlosana Local Municipality.

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19 April 2017 - NW944

Profile picture: Mbabama, Ms TM

Mbabama, Ms TM to ask the Minister of Water and Sanitation

(1)Whether there is any position of (a) chief executive officer, (b) chief financial officer and/or (c) chief operating officer that is currently vacant in each entity reporting to her; if so, (i) how long has each specified position been vacant and (ii) what is the reason for each vacancy; (2) have the vacancies been advertised; if so, (a) were interviews done and (b) on what date will the vacancies be filled; (3) (a) what is the total number of persons who are currently employed in the specified positions in an acting capacity, (b) for what period has each person been acting in each position and (c) has any of the specified persons applied for the positions?

Reply:

Refer to Annexure A for positions currently vacant in each entity.

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Annexure A

 

Entity

(1)(a)

(1)(b)

(1)(c)

(1)(i)

(1)(ii)

(2)(a)

(2)(b)

(3)(a)

(3)(b)

(3)(c)

Amatola Water

No

No

No

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Bloem Water

No

No

No

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Lepelle Water

No

No

Yes

Position was created in 2015

Position is earmarked for future expansion (as Regional Water Utility)

No

No

No

No

No

Magalies Water

Yes

No

No

19 months

Term of CEO expired and contract was not renewed

Position has been advertised internally and externally; the interviews are scheduled for April 2017

The recruitment process is expected to be completed in May 2017

Two Executives are appointed on acting capacity, COO acting for CEO, and GM: Engineering for COO

The GM: Corporate Services acted as CEO for 12 months; The COO is currently acting as CEO now for 7months

Information not known. Information is with the Recruitment Agency

Mhlathuze Water

Yes

Yes

No

CE Suspended since November 2015 pending disciplinary enquiry,

Not applicable

No. It's a secondment to Mhlathuze Water from Cogta since June 2016.

Not applicable

1

June 2016.

N/A

     

Yes

COO Incumbent resigned in October 2016

Incumbent resigned in October 2016. Restructuring of the Engineering and Operations Departments

The Chief Operations Officer position has not been advertised as the Engineering and Operations department is being restructured.

Pending restructuring of the Engineering and Operations departments

1

October 2016.

N/A

Overberg Water

Yes

No

No

2 years

The incumbent left the position

Yes

Not known

One

1 year and 10 months

No

Rand Water

No

No

No

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Sedibeng Water

No

No

No

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Umgeni Water

No

No

No

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

TCTA

No

Yes

No

5 months for CE

7 Months for COO

Automatic contract expiry

No

To be filled by November 2017

1

5 months

Recruitment process has not been activated

WRC

No

No

No

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Inkomati CMA

No

No

No

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Breede-Gouritz CMA

No

No

No

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

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19 April 2017 - NW931

Profile picture: Macpherson, Mr DW

Macpherson, Mr DW to ask the Minister of Public Enterprises

(1) Whether there is any position of (a) chief executive officer, (b) chief financial officer and/or (c) chief operating officer that is currently vacant in each entity reporting to her; if so, (i) how long has each specified position been vacant and (ii) what is the reason for each vacancy; (2) Have the vacancies been advertised; if so, (a) were interviews done and (b) on what date will the vacancies be filled; (3) (a) what is the total number of persons who are currently employed in the specified positions in an acting capacity; (b) For what period has each person been acting in each position and (c) has any of the specified persons applied for the positions?

Reply:

Responses to the questions for each State Owned Company (SOC) within the DPE portfolio are recorded separately below as follows:

Alexkor

1. (a)(b)(c)(i)(ii)

The Company has vacancies for the positions of Chief Executive Officer (CEO) and Chief Financial Officer (CFO). The position of Chief Operating Officer (COO) is not vacant. The CEO position has been vacant since 1 April 2016 with Mr Vimal Bansi appointed through an interim contract until the position is filled. The position of CEO became vacant after a restructuring process that was completed on 31 March 2016. The CFO position became vacant on 10 October 2016 and Ms Tsundzukani Mhlanga has been acting since. The position of CFO became vacant as a result of the resignation by the previous incumbent.

2. (a)(b)

Both positions were advertised on 15 January 2017. The interview and selection process for both positions has commenced and it is anticipated that the process will be finalised in the first quarter of the current financial year.

3(a)(b)(c)

As stated above, there are two people appointed to act in each position separately. The Acting CEO has been in place for a year, while the acting CFO for the past 6 months. Given that the recruitment processes are still underway, it is against good labour practice to disclose the details of any applicant at this stage.

Denel

(1)(a)(b)(c)(i)(ii)

The Company has vacancies for the positions of Group Chief Executive Officer (GCEO) and Group Chief Financial Officer (GCFO). The position of Chief Operating Officer (COO) is not vacant. The position of the GCEO became vacant on 9 November 2016 and Mr Z Ntshepe has been acting in the position since. The position of GCFO became vacant on 1 September 2016 and Mr O Mhlwana has been acting in the position since. Both positions became vacant as result of separation agreements with the previous incumbents.

(2)(a)(b)

The vacant positions have been advertised and it envisaged that these vacancies will be filled by the end of May 2017.

3(a)(b)(c)

As indicated above, there are two Executives acting in the positions of GCEO and GCFO, separately. Both acting incumbents have been acting for 1 year and 6 months, respectively. Given that the recruitment processes are still underway, it is against good labour practice to disclose the details of any applicant at this stage.

Eskom

(1)(a)(b)(c)(i)(ii)

The company has a vacancy for the position of Group Chief Executive Officer (GCEO). The Group Chief Financial Officer (GCFO) is Mr Anoj Singh. The Company does not have a position of Chief Operating Officer (COO) in its structure. Due to the resignation of the previous incumbent, the position of GCEO became vacant on 1 January 2017 and Mr Matshela Koko has been acting in the position since.

(2)(a)(b)

The advertisement for the position of GCEO was published on 5 March 2017 and the recruitment process is underway with the intent that the process will be finalised before the end of May 2017.

3(a)(b)(c)

As indicated above one Executive is acting in the position of GCEO. Given that the recruitment processes are still underway, it is against good labour practice to disclose the details of any applicant at this stage.

SA Express

(1)(a)(b)(c)(i)(ii)

The Company only has vacant position of a CEO. The position of CFO is held by Mr Mark Shelley and the organisational structure of SA Express does not have a COO. The position of the CEO has been vacant from 1 April 2017 as a result of the resignation by the previous incumbent.

(2)(a)(b)

Mr Victor Xaba has been appointed to act in the position of CEO. Now that the position is vacant I am taking cognisance of the announcement by the Minister of Finance in the National Budget on 22 February 2017 that Advisors are assisting government with a review of the state’s aviation assets with the goal of developing a stronger, more efficient and sustainable state aviation sector. The possibility of consolidation of SAA with SA Express, and introducing a strategic equity partner, will be considered. In light of these developments I am of the view that the position of CEO of SA Express will not be advertised pending finalisation of the government process.

3(a)(b)(c)

One person is acting in the position of CEO and it is envisaged that the recruitment process will be held in abeyance until the government process mentioned above is finalised.

SAFCOL

(1)(a)(b)(c)(i)(ii)

The Company has vacancies of Chief Executive Officer (CEO) and Chief Operating Officer (COO). Ms Trish Pillay is the Chief Financial Officer (CFO); hence the position is not vacant. The position of CEO has been vacant since 15 December 2015 and the position of COO has been vacant since 18 February 2016. Both positions became vacant as result of resignation by the previous incumbents.

(2)(a)(b)

The CEO position will be advertised by the end April 2017, whereas the COO position was advertised on 15 February 2016. As part of the CEO recruitment plan, it is anticipated that interviews with potential candidates will be held during May and June 2017. Applicants were initially interviewed for the COO vacancy but no suitable candidate was found. SAFCOL is taking further steps in the recruitment process to identify suitable candidates. It is anticipated that the CEO vacancy will be filled by July 2017 and COO vacancy will be filled by June 2017.

3(a)(b)(c)

There are two Executives acting in the positions of GCEO and GCFO, separately. The acting CEO, Mr Harvey Theron has been acting in this position since 16 December 2015 to date and Mr Klaas Makobane has been acting COO from 19 February 2016 to date. Given that the recruitment processes are still underway, it is against good labour practice to disclose the details of any applicant at this stage.

Transnet

(1)(a)(b)(c)(i)(ii)

Transnet does not have vacancies in these positions. The Group Chief Executive is Mr Siyabonga Gama, the Group Chief Financial Officer is Mr Garry Pita and Group Chief Operations Officer is Mr Mlamuli Buthelezi

(2)(a)(b)

Not applicable

3(a)(b)(c)

Not applicable

Remarks:

   

Reply: Approved / Not Approved

       

Mr Mogokare Richard Seleke

   

Ms Lynne Brown, MP

 

Director-General

   

Minister of Public Enterprises

Date:

   

Date:

19 April 2017 - NW517

Profile picture: Kopane, Ms SP

Kopane, Ms SP to ask the Minister of Small Business Development

Since her reply to question 770 on 5 April 2016, (a) what is the current status of the plan to reduce red tape in the UMzimkhulu Local Municipality in KwaZulu-Natal, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the specified municipality; (2) can she list three or more examples of the red tape that was cut because of the specified intervention in the specified municipality?”

Reply:

(1) (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act;

(vi) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of UMzimkhulu Local Municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations are as follows: the turnaround times for invoice payments to SMMEs and Co-operatives, informal traders by-laws, turnaround times regarding availability and accessibility of land.

(c) The total amount of administration costs is determined by each municipality, however the examples mentioned under point (2) outline how the red tape reduction intervention by DSBD has supported the municipality. The total value of these administrative interventions have not been calculated by the municipality.

(2) The examples that outline improvement since April 2016 are as follows (i) the municipality has managed to develop an effective supply chain management process is now able to pay all outstanding invoices twice in a month. Every year, during the first quarter, a six month payment schedule is circulated from the Finance Department to all officials indicating the dates when invoices will be paid. (ii) the municipality has also reviewed Informal Traders Policy that are actively implemented and sets out all the requirements with respect to the business permit application process and procedures. The workshops to create awareness are also held. (iii) With the introduction of Spatial Land Use Management Act (SPLUMA) the municipality has made it easier for SMMEs and Co-operatives to access the available land for business usage in the area.

19 April 2017 - NW520

Profile picture: Krumbock, Mr GR

Krumbock, Mr GR to ask the Minister of Small Business Development

Since her reply to question 773 on 5 April 2016, (a) what is the current status of the plan to reduce red tape in the Sol Plaatjie Local Municipality in Northern Cape, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the municipality; (2) can she list three or more examples of the red tape that was cut because of the intervention in the municipality?”

Reply:

(1) (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act;

(vii) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of Sol Plaatjie local municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations are as follows: communication to SMMEs and Co-operatives is hampered due to limited and efficient intergovernmental relations, approval processes for small scale mining is cumbersome and too long, SMMEs and Co-operatives find it difficult to access tenders within the municipality and few opportunities are awarded to locals.

(c) The total amount of administration costs is determined by each municipality however the examples mentioned below outline how the red tape reduction intervention by DSBD has supported the municipality to improve governance and reduce the burden regulatory and administrative burden for the benefit of SMMEs and Co-operatives. The total value of these administrative interventions have not been calculated by the municipality.

(2) Examples that outline improvement of business environment with Sol Plaatjie local municipality include: (i) the municipality in collaboration with the Northern Cape Provincial Department of Economic Development and Tourism established am economic forum to strengthen intergovernmental relations and specifically support to SMMEs and Co-operatives, the municipality has created a tender board for SMMEs and Co-operatives opportunities within the local environment, and a constant update on the database for SMMEs and Co-operatives is maintained for local opportunities (ii) the development of informal sector by-laws in underway, (iii) the municipality is part of the revitalisation programme led by Department of Planning Monitoring and Evaluation as well as Department of Minerals to revitalise towns in which mines are closing down to refocus on economic opportunities for SMMEs and Co-operatives.

 

19 April 2017 - NW867

Profile picture: Jooste, Ms K

Jooste, Ms K to ask the Minister of Justice and Correctional Services

Whether, with reference to his reply to question 203 on 14 March 2017, case number 2016/37284 has been brought before the courts; if not, on what date is the case expected to be heard; if so, (a) what was the outcome of the court case and (b) will he provide Mrs K Jooste with a copy of the court judgment?

Reply:

The matter was enrolled in the Motion roll and heard on the 28 March 2017.

a) The draft order filed by the applicant and agreed to by all parties, was granted by the judge and was made an order of court.

b) There is no judgement handed down in the matter. The order of the court was issued by the judge and provided to the parties on the 28 March 2017.

 

19 April 2017 - NW866

Profile picture: Jooste, Ms K

Jooste, Ms K to ask the Minister of Water and Sanitation

Whether, with reference to her reply to question 208 on 24 February 2017, the assessment that was conducted jointly by Ekurhuleni Metropolitan Municipality and Rand Water has been completed; if not, on what date is it expected that the assessment will be completed; if so, will he provide a full copy of the assessment to Mrs K Jooste?

Reply:

No, the assessment is still in progress and will be completed in May 2017. Once the assessment report is finalised, a full copy will be submitted.

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19 April 2017 - NW524

Profile picture: Lorimer, Mr JR

Lorimer, Mr JR to ask the Minister of Small Business Development

Since her reply to question 777 on 5 April 2016, (a) what is the current status of the plan to reduce red tape in the Lukhanji Local Municipality in Free State, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the municipality; (2) can she list three or more examples of the red tape that was cut because of the intervention in the municipality?”

Reply:

(1) (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act; and

(vii) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of Lukhanji Local Municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations are as follows: unavailability of the complaints/customer notification system, lack of standard or uniform enforcement of by-laws leading to different standards being utilised for business in the same sector, improvement of supply chain management processes including appropriate approval turnaround times.

(c) The total amount of administration costs is determined by each municipality however the examples mentioned in points below outline how the red tape reduction intervention by DSBD has supported the municipality to improve governance and reduce the burden regulatory and administrative burden for the benefit of SMMEs and Co-operatives. The total value of these administrative interventions have not been calculated by the municipality.

(2) Examples that outline improvement of business environment within Lukhanji local municipality include: (i) the by-laws on tourism are currently being reviewed, standard operational procedure (SOPs) for implementation of by-laws on informal businesses are being developed; (ii) the delegation of authority is also currently being reviewed, to ensure that payment to SMMEs and Co-operatives is conducted within the stipulated 30-days; (iii) the municipality has started to convene briefing workshops on tender application processes in collaboration with business chambers and associations; and (iv) SMMEs and Co-operatives database is updated on an on-going basis to ensure that relevant adverts are sent to local businesses.

19 April 2017 - NW878

Profile picture: Figlan, Mr AM

Figlan, Mr AM to ask the Minister of Justice and Correctional Services

With regards to the case number 2013/33571 between the residents of the Angelo informal settlement vs Ekurhuleni Metropolitan Council heard in the Johannesburg High Court, what was the outcome of the court? (2) Will he furnish Mr AM Figlan with a copy of the full judgement?

Reply:

  1. An order for the first and second respondents to vacate the property on or before 01 February 2015 was granted by the Judge on 01 August 2014.
  2. No judgement was handed down in the matter. The record is available at the court.

 

19 April 2017 - NW523

Profile picture: Lorimer, Mr JR

Lorimer, Mr JR to ask the Minister of Small Business Development

Since her reply to question 776 on 5 April 2016, (a) what is the current status of the plan to reduce red tape in the Maluti-A-Phofung Local Municipality in Free State, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the municipality; (2) can she list three or more examples of the red tape that was cut because of the intervention in the municipality?”

Reply:

(1) (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act;

(vii) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of Maluti-A-Phofung Local Municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations are as follows: inadequate municipal communication to business including a lack of a functioning local economic development (LED) forum, lack of information on how the grading system (tourism) is managed and implemented, late payments to service providers and municipal by-laws and policies not translated into the local language.

(c) The total amount of administration costs is determined by each municipality, however the examples mentioned in points below outline how the red tape reduction intervention by DSBD has supported the municipality to improve governance and reduce the burden regulatory and administrative burden for the benefit of SMMEs and Co-operatives. The total value of this administrative interventions have not been calculated by the municipality.

(2) Examples that outline improvement of business environment with Maluti-A-Phofung municipality include: (i) the development of a complaints notification system to allow businesses to submit service delivery complaints; (ii) a partnership has been finalised with provincial government regarding appropriate standards for grading within the tourism industry (these are inclusive of signage, promotion and attraction of investment opportunities) for potential revenue generation; (iii) supply chain management processes have been improved to ensure that SMMEs and Co-operatives are paid within the 30-day period; and (iv) municipal by-laws and policies have been translated into local languages.

19 April 2017 - NW514

Profile picture: Kohler-Barnard, Ms D

Kohler-Barnard, Ms D to ask the Minister of Small Business Development

(1)Since her reply to question 767 on 5 April 2016, (a) what is the current status of the plan to reduce red tape in the Ephraim Mogale Local Municipality in Limpopo, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the specified municipality; (2) can she list three or more examples of the red tape that was cut because of the specified intervention in the specified municipality

Reply:

(1) (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act;

(vii) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of Ephraim Mogale Local Municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations are as follows: (i) the reviewing of the informal sector by-laws: (ii) the non-payment of invoices within 30 days as per national treasury regulation 8.2.3, and (iii) reviewing of the building plan approval process .

(c) The total amount of administration costs is determined by each municipality, however the examples mentioned under point (2) outline how the red tape reduction intervention by DSBD has supported the municipality. The total value of these administrative interventions have not been calculated by the municipality.

(2) The examples that outline improvement since April 2016 are as follows (i) the municipality has been able to review informal sector by-laws approved by Council which among others” includes the processes and procedures for the establishment of hawkers and informal traders associations in the area. The informal traders associations will assist the municipality to have an accurate database on the numbers of hawkers in the area and also for the development of target driven programmes for business development and to support hawkers towards formalisation. (ii) The delegation of powers has been amended to allow divisional managers to authorise payments in order to fast track the processing of invoices to SMMEs and Co-operatives within 30 days or less.(iii) the building plans of less than 500 square meters are now assessed within 10 days of receipt.

19 April 2017 - NW515

Profile picture: Kohler-Barnard, Ms D

Kohler-Barnard, Ms D to ask the Minister of Small Business Development

Since her reply to question 768 on 5 April 2016, (a) what is the current status of the plan to reduce red tape in the Elias Motsoaledi Local Municipality in Limpopo, (b) what is the total number unnecessary (i) policies, (ii) by-laws and (iii) regulations that were rescinded during the process to reduce red tape in the specified municipality and (c) what total amount of administration costs will the specified intervention save businesses in the municipality; (2) can she list three or more examples of the red tape that was cut because of the intervention in the municipality?

Reply:

(1) (a) Since April 2016, the Department of Small Business Development (DSBD) programme in partnership with Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA), begun the process of assessing the implementation of the Red Tape Reduction (RTR) guidelines by municipalities. This process is also supported by the International Labour Organisation (ILO). The assessment is based on reducing the regulatory and administrative burdens as experienced by small, micro and medium enterprises (SMMEs) and Co-operatives within the different municipalities. The assessment is based on the following seven indicators and associated legislation/regulations:

(i) Effectiveness of the complaints notification system as governed by the Municipal Systems Act;

(ii) Communication of relevant business information by municipalities to SMMEs and Co-operatives as governed by the Promotion of Access to Information Act;

(iii) Municipal building plan approval processes as governed by the National Building Standards Act, Spatial Planning and Land Use Management Act as well as Municipal Services Charter;

(iv) Lengthy and inefficient supply chain management processes (which ultimately affects the 30-day payment system). Relevant legislation would be PPPFA, MFMA and Preferential Procurement Regulations;

(v) Municipal business registration and permits relevant legislation includes: Business Act, National Health Act, National Building Regulations and Building Standards Act including various by-laws those which are relevant to the business licensing process e.g. municipal by-law on food or tourism regulations;

(vi) Development and enforcement of municipal by-laws that promote business development, some of the relevant legislation include the Municipal Systems Act and Local Government Transition Act;

(vii) Assessment of percentage spent in procurement on SMMEs and Co-operatives aligned to the PPPFA and MFMA and preferential procurement regulations.

(b) In terms of Elias Motsoaledi Local Municipality the total number of unnecessary (i) policies, (ii) by-laws, and (iii) regulations including associated administrative burdens considered for review regarding red tape reduction as guided by the above mentioned indicators and associated legislation/regulations; (i) the building plans approvals processes has been developed and land use by-laws has also been reviewed which aligned with both the National Building Regulations and building Standard Act and Spatial Land Use Management Act).(ii) Additional staff was allocated within supply chain unit on contract basis. (iii) Poor communication of relevant business information to SMMEs and Co-operatives.

(c) The total amount of administration costs is determined by each municipality, however the examples mentioned under point (2) outline how the red tape reduction intervention by DSBD has supported the municipality. The total value of these administrative interventions have not been calculated by the municipality.

(2) The examples that outline improvement since April 2016 are as follows (i) the municipality has reviewed the building regulation and land use by-laws which positively contributed to commercial land being accessible for local SMMEs and Co-operatives and also to fast track building plan approvals for small businesses and co-operatives.(ii) The additional staff which were previously employed on contract basis, they are now placed permanent within the finance unit which assisted the municipality to pay creditors twice in the month. (iii) The municipality pay its creditors twice in the month including SMMEs and Co-operatives in order to comply with 30 days payment policy.