Reply:

a) According to the information provided by the NSFAS, Table 1 below provides the total number of students who (a) applied for and (b) received funding from the National Student Financial Aid Scheme (NSFAS) for the (aa) 2013, (bb) 2014, (cc) 2015 and (dd) 2016 academic years at (i) universities and (ii) Technical and Vocational Education and Training (TVET) colleges.

Table 1

Year	(i) Universities	(ii) TVET Colleges
	(a) Applications received	(b) Number of students funded	(a) Applications received	(b) Number of students funded
(aa) 2013 (audited)	This information is not available at NSFAS as during these years, applications were managed by institutions who were not on the NSFAS Central Application System.	194 923	This information is not available at NSFAS as during these years, applications were managed by institutions who were not on the NSFAS Central Application System.	220 978
(bb) 2014 (audited)		186 150		228 642
(cc) 2015 (audited)		178 961		235 988
(dd) 2016 (unaudited)		244 488		225 864

Table 2 below provides the total number of students who as at 20 March 2017 had (a) applied for and (b) received funding from NSFAS for the (ee) 2017 academic year at (i) universities and (ii) TVET colleges. It must be noted that these applications refer to the Department of Higher Education and Training (DHET) loan fund (at universities) and DHET bursary fund (at TVET colleges). NSFAS is still making funding decisions and these numbers are expected to increase. In addition, these numbers do not include applications to other funds, e.g. Funza Lushaka; Social Development; National Skills Fund Scarce Skills Fund, etc., as these applications are managed through a different process.

Table 2

(ee) 2017	(i) Universities	(ii) TVET Colleges
	(a) Applications received	(b) Number of students funded	(a) Applications received	(b) Number of students funded
2017 First Time Entrants - unaudited	225 753	78 413	118 538	27 020
2017 Returning Students - unaudited	190 502	115 940	182 684	96 312

The entity staff will work overtime, on weekends and public holidays, to ensure that the funding decisions and appeals are finalised. NSFAS has employed additional resources to expedite the process and are currently running two shifts.

Currently, university funding decisions were concluded on 31 March 2017 and TVET College funding decisions will be concluded in April 2017.

COMPILER/CONTACT PERSONS:

EXT: 021 763 3200

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 606 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

The Project Management Office of the Broadcasting Digital Migration Programme (“BDM”) falls within the mandate of the Department of Communications. This question should be referred to the Department of Communications as the competent Department mandated with the BDM programme.    

Reply:

As the member may know, the Project Management Office of the Broadcasting Digital Migration Programme (“BDM”) falls within the mandate of the Department of Communications.

However, I am advised by USAASA that disciplinary investigation against Supply Chain Management has been instituted on the basis of the AG’s report of July 2016 pertaining to irregularities flowing from the SCM process.    

Reply:

I have been informed by USAASA as follows:

(i) The three service providers, namely Leratadima Marketing Solutions, CZ Electronics and Bua Africa have separately declared a dispute for arbitration. So far, only Leratadima Marketing Solutions and CZ Electronics have filed their claims in the Arbitration Foundation of Southern Africa (AFSA). USAASA has not yet received claims from the third service provider.

(a) Leratadima Marketing Solutions claim is in two parts. In the first part it seeks an order declaring that USAASA is liable to pay Leratadima Marketing Solutions for variation in the foreign exchange rate, which occurred during the subsistence of the Purchase Order which Leratadima was executing. The second part relates to a consequential loss which it has suffered as a result of suspension of production.

CZ Electronics has also filed its Statement of Claim with AFSA for the exchange rate variance, suspension of manufacturing, outstanding invoices and consequential loss.

(b) (i) USAASA is not contractually liable to the service providers to pay for the variance in the exchange rate. It was the responsibility of the service providers to hedge against fluctuations in the exchange rate. This was an express term of the purchase orders which are an integral and constitutive part of the agreements between USAASA and the service providers. The service providers at their own risk failed to hedge themselves against the fluctuation in the exchange rate. USAASA did not commit to pay the service providers for the variance in the exchange rate. USAASA could consider, and only on compassionate and benevolent grounds, partial assistance to the service providers provided it got additional funding from National Treasury for that purpose. National Treasury did not provide USAASA with any additional funding to pay the service providers for the variance in the exchange rate.

In so far as the claim for consequential loss is concerned, the Supply and Delivery Agreements with service providers stipulate that neither party shall be liable for the special or consequential damages suffered by the other party arising out of the agreement howsoever arising.

(ii) The Broadcasting Digital Migration Programme (“BDM”) falls within the mandate of the Department of Communications and as such, the acting Director-General of the Department of Communications commissioned an investigation into the supply chain management (“SCM”) processes followed by the USAASA in appointing a panel of service providers for the BDM programme. Legal action pertaining to any alleged irregularities flowing from the SCM process must therefore be dealt with by the Department of Communications as the competent department mandated with the BDM programme.    

Reply:

The Project Management Office of the Broadcasting Digital Migration Programme (“BDM”) falls within the mandate of the Department of Communications. Legal action pertaining to any alleged irregularities flowing from the SCM process must therefore be dealt with by the Department of Communications as the competent Department mandated with the BDM programme.

However, I am advised by USAASA that it is reviewing the entire procurement process.    

Reply:

I have been informed by the Department as follows:

1. The former Acting Deputy Director-General: ICT Policy and Strategy is no longer an employee of the Department.

2. The specified person served a notice from 1 March 2017 to 31 March 2017. Advertisement of the post was authorized on 25 March 2017 and the post was advertised on 12 April 2017 with a closing date of 28 April 2017.

3. Another Acting Deputy Director-General: ICT Policy and Strategy has been appointed until the current process of appointment is finalised.

Reply:

I have been informed by USAASA and the Department as follows:

(a)(i)&(ii) No

(b)(i)&(ii) No, USAASA has sought Senior Counsel opinion on the appropriate process to be followed, which is to review the procurement process.

Reply:

I have been informed by the Department as follows:

1. The post was advertised, shortlisted, interviewed and approved in terms of the Public Service Regulations, 2001 relevant at the time.
2. The former Acting Director-General was not present during the interview process of the specified person as he requested to leave and appointed another panelist to chair before the interview of the specified person started.

Reply:

No.

Approved / Not Approved

Mr J T Radebe, MP

Minister in The Presidency

Date

Reply:

a) No. He did not disclose financial interests in the private sector.

b) Not applicable

Reply:

I am advised by the Department as follows:

1. The contract for Mr Mjwara (DDG: E-Government) expired on 12 March 2017.

2. His employment was a fixed-term employment contract to assist the Department to implement key policies and projects. This has been done to a large extent and the Department is looking into him finalising the handover report of his projects.

3. Not applicable

Reply:

There are no vacancies in regard to the mentioned positions.

Approved / Not Approved

Mr J T Radebe, MP

Minister in The Presidency

Date

Reply:

The Economic Development Department and its entities did not participate in the above-mentioned event or auction.

-END-

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

Reply:

I have been advised by the Industrial Development Corporation (IDC) that it is considering ways to reduce electricity consumption in domestic processing of both metal groups and I attach hereto the more detailed reply by the CEO of the IDC.

“With reference to question (a), the IDC is participating in the feasibility study to advance the development of a process aimed at producing platinum group metals without going through the high energy intensive smelting route.

This process recovers platinum group metals from sulphide flotation concentrates into separate solution streams for further downstream conventional refining. Unlike smelting, it is also able to upgrade low grade platinum group metal concentrates.

The feasibility study has recently been completed with positive findings confirming the economic viability of the process. The process is considered to be a game changer for the beneficiation of platinum because of its innovative nature and the benefits the platinum industry will derive by adopting this technology.

Firstly, indications from test work are that it reduces energy consumption by approximately 20% because the process is hydrometallurgical rather than pyro-metallurgical.

Secondly, it also eliminates CO2 emissions which makes it an environmentally friendly technology. It is not affected by the chrome content of platinum ores which is a major constraint of traditional smelters.

CHROME SMELTING

Regarding ferrochrome processing the IDC has conducted an internal study which has identified high costs as a major reason for the recent ferrochrome smelter closures, and has identified the need to build less energy intensive ferrochrome producing facilities going forward if the South Africa ferrochrome sector is to remain competitive.

To that end, the IDC has recently approved funding to participate in a feasibility study that is expected to lead to the establishment of a ferrochrome smelter which utilises heat generated by furnace waste gases from the smelting processes to pre-heat the chrome ore before it is fed into the smelter’s furnaces.

The smelter is expected to operate with production costs of approximately 20% lower than the global average.”

-END-

Reply:

Section 6(2) of the Industrial Development Corporation Act provides for a board of directors of not less than five and not more than 15 directors. Currently the Board has 12 directors. Should it become appropriate to appoint additional members to the Board, an announcement of such successful candidate/s will be made.

-END-

Reply:

See the link below for reply:

https://pmg.org.za/files/RNW799Table1-170421.docx

https://pmg.org.za/files/RNW799Table2-170421.docx

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:

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

 

Reply:

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:

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:

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
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
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
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

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:

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.

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

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:

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:

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.

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.

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:

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:

Reply:

The Gauteng Province Industrial Parks Association (GAPIPA) Executive Committee refused the offer to buy the Properties at the price reflecting the properties Fair Market Value. Their expectation is that the transfer must be free since they are not prepared to pay anything for the properties. We indicated to them that the board approved the sale and transfer at a selling price of fair market value and sefa management team cannot go beyond its mandate by transferring the properties for free. The GAPIPA Executive Committee further demanded to negotiate directly with sefa Board. Sefa is in the process of considering a board meeting with GAPIPA Executive Committee.

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:

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:

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:

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:

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:

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:

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:

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:

Reply:

The Department of Small Business Development (DSBD) has never procured any services from and/or made any payments to (a) Mr Mzwanele Manyi, (b) the Progressive Professionals Forum, (c) the Decolonisation Fund and/or (d) the Black Business Council.

The Department uses the Central Supplier Database to source the names of prospective service providers and according to our records, (a) Mr Mzwanele Manyi, (b) the Progressive Professionals Forum, (c) the Decolonisation Fund and/or (d) the Black Business Council has never submitted a quotation to the DSBD, nor render any services to/on behalf of the Department.

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.

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..

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)

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.

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.

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

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.

 

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.

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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