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:

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:

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:

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:

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:

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 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:

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:

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

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

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

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

	Items	Cost
(3)(a)	Salaries	R 19 132 905.00
(3)(b)	Accommodation	R 6 414 355.00
(3)(c)	Transport Cost	R 5 164 250.00
(3)(d)	Other Expenses (Cell phones, 3Gs and S&T claims)	R 447 080.00
	TOTAL	R 31 158 590

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Reply:

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

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

The programme will be implemented in the following 11 WSAs:

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

---00O00---

Reply:

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

---00O00---

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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Reply:

1. (a) The Memorandum of Understanding (MoU) will be signed as soon as the Department of Energy has completed the vetting process. It is anticipated that implementation will happen shortly after the MoU has been signed by both parties.

(b) The programme will benefit 200 small, micro and medium enterprises (SMMEs) and Cooperatives.

(c) The programme will utilise the existing pool of SMMEs and Cooperatives in the Department and its agencies databases. It is proposed that 70% of opportunities will be given to existing and experienced SMMEs, while 30% of opportunities will be afforded to start-up small enterprises.

(d) The estimated numbers are approximately 5000 jobs per SMME amongst which target groupings would include semi-skilled personnel (informal plumbers, artisans, etc) and qualified personnel from Technical and Vocational Education Training (TVET) colleges.

2. According to the Department of Energy (DoE), the last installation took place on 30 June 2015. Up to 30 June 2015, the DoE reported approximately 422 429 Solar Water Heater installations nationally. Since 1 April 2016, no installations have been recorded.

3. The programme will reduce energy consumption by about 55GWh per month which would potentially displace the use of expensive diesel by 12% every month.

Reply:

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

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

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

 

Reply:

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

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

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

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

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

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

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

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

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

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

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

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:

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

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Reply:

The response is attached below.

NO	South African Nuclear Energy Corporation (NECSA	National Energy Regulator of South Africa (NERSA)	National Radioactive Waste Disposal Institute (NRWDI)	National Nuclear Regulator (NNR)	South African National Energy Development Institute (SANEDI
(a) (b) (c) 1 (i) 1(ii) (ii)	There are no vacant positions within NECSA. Not applicable. Not applicable	There is a vacant position of the Chief Financial Officer. The position has been vacant for a period of 5 months. The CFO position became vacant due to resignation. NERSA was awaiting the appointment of its CEO who assumed duty on 1 January 2017. The CFO position reports to the CEO hence the rationale to await the appointment of the CEO first.	There are no vacancies in the positions in question. Not applicable Not applicable	There are no vacancies in the positions in question. The institution does not have a position for a COO Not applicable Not applicable	The current CEO is on a month-to-month contract with effect from 1 April 2017. SANEDI does not have a position for a COO. The position has been vacant From 1 April 2017. The term of office for the CEO expired on 31 March 2017.
2	Not applicable.	Yes, the position was advertised and interviews were held on 8 March 2017. The psychometric assessments were completed on 30 March 2017. We anticipate the vacancy to be filled by 1 June 2017 at the latest	Not applicable as indicated above	Not applicable as indicated above	The board is in the process of filling the vacancy an advert for the position has not yet been issued.
3	Not applicable.	Mr. Nthupeni Ragimana is the Acting CFO. He has been acting for five (5) months in this position. (c) No. Mr. Ragimana did not apply for the CFO position.	Not applicable as indicated above	Not applicable as indicated above	Mr Nassip is the acting CEO and will be on a month-to-month contract effective from 01 April 2017.

NO	Central Energy Fund Group	PetroSA	Petroleum Agency of South Africa	Strategic Fuel Fund
1(a) (b) (c) 1 (i) 1(ii) (ii)	(a) (i) (ii) The position of the CEO has been vacant for 2 years. The previous incumbent resigned effective from December 2014. (b) (i) (ii) The position for CFO has been vacant for the past 4 months. The previous incumbent resigned effective from November 2016.	(i) (ii) The position for CEO is vacant and has been vacant for 1 year, 4 months as the previous incumbent resigned effective from November 2015. (b) (i) (ii) The position for CFO is vacant and has been vacant for 1 year, 4 months as the previous incumbent’s service was terminated by mutual agreement in 2015. (c) (i) (ii) The position for COO is vacant and has been vacant for the past 3 years. The previous incumbent resigned in 2014.	Yes. The position of CEO is vacant. The position has been vacant for 5 years The term of office for the previous CEO came to an ended.	The position for CEO is currently vacant. The position has been vacant for 1 year 10 months. The previous incumbent resigned effective from August 2015.
2	The vacancies of CEO and CFO were both advertised on 22 November 2016. (a) Interviews for the vacancy of CEO were done on the 27 March 2017 and 28 March 2017. Interviews for the position of CFO were held on 2 March 2017. (b) It is anticipated the position of CEO will be filled by 1 June 2017. The position of CFO was filled with effect from 01 April 2017.	a) The roles of the CEO and CFO was advertised and assigned to Executives Search companies to conduct a headhunting process on behalf of the company. The COO position will not be filled as it has been removed from the structure after approval of the new structure by the Board. (b) It is anticipated that this process (including interviews and required psychometric assessments) will be completed by the end of April 2017, when a recommendation will be made to the Board and Shareholder for appointment	The position for CEO was advertised but no interviews were held pending the finalisation to move PASA from the Department of Energy to the Department of Mineral Resources as envisaged in the MPRDA amendment bill.	The recruitment process commenced in February 2016. The recruitment process was placed on hold pending the CEF Group business model review. The acting CEF Group CEO is also managing the SFF role.
3	(a) 1 person. Mr. Mojalefa Moagi is currently the CEF CEO. 1 person. Mr. Lufuno Makhuba was appointed the Acting CFO. (b) Mr. Moagi has been acting CEO since July 2016 to date. Mr. Makhuba acted as the CFO from January 2016 – 31 March 2017. (c) Mr. Moagi has applied for the position of CEO and was interviewed on 28 March 2017.   Mr. Makhuba applied for the position of CFO and was successfully appointed as the CEF Group CFO effective 01 April 2017.	(a) 2 people. (b) The CEO has been acting from the 01 December 2016 to date and the CFO has been acting from 01 March 2016 to date, following the resignation of Ms. Lindiwe Bakoro on the 30 November 2015. (c) The recruitment for both CEO and CFO are currently managed by Executive Search Company. No internal candidates, including acting incumbents expressed interest in the roles when they were advertised previously.	Ms. Mekwe has been acting in the position since 22 October 2013 to date. (c) She has not applied for the position.	1 person. Mr. Mojalefa Moagi is the acting CEO of SFF. (b) He has been acting from the 16 September 2016, following the resignation of Mr. Sibusiso Gamede in July 2016. (c) The recruitment process has been placed on hold.

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 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:

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

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

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

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

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

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

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

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

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

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

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

Reply:

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

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

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

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

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

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

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

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

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Reply:

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

Alexkor

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

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

2. (a)(b)

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

3(a)(b)(c)

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

Denel

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

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

(2)(a)(b)

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

3(a)(b)(c)

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

Eskom

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

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

(2)(a)(b)

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

3(a)(b)(c)

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

SA Express

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

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

(2)(a)(b)

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

3(a)(b)(c)

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

SAFCOL

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

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

(2)(a)(b)

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

3(a)(b)(c)

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

Transnet

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

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

(2)(a)(b)

Not applicable

3(a)(b)(c)

Not applicable

Remarks:			Reply: Approved / Not Approved
Mr Mogokare Richard Seleke			Ms Lynne Brown, MP
Director-General			Minister of Public Enterprises
Date:			Date:

Reply:

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

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

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

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

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

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

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

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

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

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

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

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 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. The Gazelles programme approved 200 enterprises to be supported. Out of this number 40 of the enterprises were selected as the premier enterprise to be put under the acceleration strategies and the remaining 160 enterprises are integrated into the Small Enterprise Development Agency (seda) network support system.

TOP 40

(a) Progress from the National Gazelles Programme

1. The Top 40 cohort is showing average growth in turnover of 11% month on month.
2. Refer to (i) above.
3. Profitability fluctuates between 16% and 43% month on month. The reason for the huge fluctuation in profitability is mainly attributed to companies in the construction sector (short term contracts are more profitable than long term contracts).
4. Staff levels have increased by 4% over the 9 months to December 2016.
5. Points (i), (iii) and (iv) reflects the achievements.

(b) Drop-out rate from the programme

     (i) No business failure to date. One company was sold during the reporting period.

60 GROUP

(a) Progress from the National Gazelles Programme

A survey was conducted on the 160 group and the results are as follows:

1. 71 % of business increased their performance by 15%.
2. 43 % of businesses improved their cashflow by 15%. The turnover for the 160 gazelles is not measured yet since their programme exit is April 2017. Once the exit process is concluded the measure for impact on these variables including employees will be done.
3. As a result of the 71 % increase in performance by businesses, this resulted in R51m increase in combined business value.
4. Refer to (ii) above.
5. 65% of businesses increased their growth potential by 15%.

It should be noted that it is difficult to measure the effectiveness of high growth programmes over a short period of time. The experience from both the Organisation for Economic Co-operation and Development (OECD) and Developing Countries, shows that these programmes are measured over a 3 -5 year period. The first Gazelles Grants were paid in December 2016 and the impact of these grants hasn’t been felt yet by the entities.

(b) Drop-out rate from the programme

(i) No business failure to date.

2. The names and business profiles of the Top 40 and the 160 Group are attached as Annexure A and B respectively.

Reply:

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

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

 

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:

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

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

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

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

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

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

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

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

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

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

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

Reply:

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

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

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

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

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

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

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

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

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

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

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

Reply:

a) Vredefort Dome will be proclaimed as soon as consensus is reached with the landowners on critical issues around governance and management models, and in particular the establishment of the Management Authority. Landowners have demanded that proclamation and governance issues be addressed simultaneously. This is despite a previous arrangement that the proclamation of the Site be processed while the resolution of the governance issues is underway; and

b) Government is not delaying the proclamation of the site as a heritage site. As indicated above, the differences in governance modalities need to be resolved with the landowners associations prior to the proclamation being effected. The Department of Environmental Affairs (DEA) has made efforts to create the space for these to be addressed. However, the declarations of dispute by the landowners contribute to the slow pace in finalising the proclamation process. Failure to address these issues may lead to the undesirable withdrawal of the site from the UNESCO.

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Reply:

1. South Africa National Parks (SANparks)

1.

(a) No

(b) Yes

(c) No

(i) CFO vacant since 1 April 2017

(ii) Resignation

2) Yes

a) No

b) No specific date as the post just been vacated, however, once the advertisement has been closed , short-listing and interviews will follow immediately.

3)

a) One

b) As at 1st April 2017.

c) No

2. South African National Biodiversity Institute (SANBI)

1)

(a) No

(b) No

(c) No

   (i) Not applicable

   (ii) Not applicable

2)

(a) Not applicable

(b) Not applicable

3)

(a) No

(b) No

(c) No

3. iSimangaliso Wetland Park

1)

(a) No

(b) No

(c) No

   (i) Not applicable

   (ii) Not applicable

2)

(a) Not applicable

(b) Not applicable

3)

(a) No

(b) No

(c) No

4. South African Weather Services (SAWS)

1)

(a) Yes

(b) No

(c) Not Applicable

1. 5 Months - while there was an acting senior Manager
2. The board released the former CEO earlier from her contract which was ending March 2017

2)

(a) Yes (October 2016) and Interviews was held in November 2016

(b) Cabinet approved appointment on the 29 March 2017 and the new incumbent will commence duty on the 1st May 2017.

3)

(a) 1

(b) 5 Months

(c) Yes – However, substantive appointment has already been done through Cabinet. A Cabinet announcement has also been done.

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Reply:

1. See the link: https://pmg.org.za/files/RNW885PRE-170418.docx
 

(2) The local government equitable share allocation for LIM368 for 2016/17 in the 2016 Division of Revenue Act was R92.5 million. In the 2017 Division of Revenue Bill the allocation to LIM368 is R93.4 million; and the indicative allocations for 2018/19 and 2019/20 are R100.8 million and R107.3 million respectively.

(3)(a) The Explanatory Memorandum to the Division of Revenue (available at www.treasury.gov.za and printed in the 2017 Division of Revenue Bill) sets out in detail how the local government equitable share allocations are calculated.

The Local Government Equitable Share (LGES) mainly funds free basic services for poor households in each municipality. For the purposes of the LGES formula, a poor household is defined as a household with an income less than the value of two state old age pensions. The number of poor households used in the LGES formula is based on the 2011 Census but is updated each year based on estimated household growth. The LGES also includes allocations for the institutional costs of municipalities and to subsidise other community services. Funds for community services and institutional costs are only allocated to municipalities with less ability to fund these costs from their own revenues.

The household numbers used to allocate the LGES since 2016 reflect the new municipal boundaries. The changes to municipal boundaries resulted in some significant changes to municipal allocations in 2016/17. To cushion the impact of these changes, all municipalities received at least 95 per cent of the equitable share formula allocation indicatively allocated to them in 2016/17 in the 2015 Division of Revenue Act. For merged municipalities, this guarantee was based on the sum of the equitable share allocations to the previously separate municipalities.

Additional funding was also allocated to the newly formed municipalities to support them with the costs of implementing the new demarcations. LIM368 was allocated R13.4 million in 2016/17 through the Municipal Demarcation Transition Grant. In 2017/18 the municipality is allocated R4.6 million through this grant.

(3)(b) The dates on which the local government equitable share is transferred to each municipality are prescribed in section 5(3) of the annual Division of Revenue Act. In 2016, local government equitable share transfers took place on 4 July 2016, 31 August 2016, 1 December 2016 and 17 March 2017. The 31 August 2016 transfer was made in terms of section 38 of the 2016 Division of Revenue Act which allowed for an additional transfer date for re-demarcated municipalities.

Reply:

a) The National Development Plan (NDP) identifies various conditions that are necessary for its successful implementation. An enabling condition is to ensure that the Department of Home Affairs can efficiently facilitate the entry and stay of migrants with skills that are scarce and critical for economic growth.

In the chapter under Research and Development (R&D), the NDP places a responsibility on the Department to retain students from abroad who graduate from South African universities with a seven-year work permit to encourage them to stay and work here. While the Immigration Act 13 of 2002 in its current form does not allow for a work visa that exceeds 5 years, the Minister of Home Affairs issued a Directive in 2016 which allowed students who graduate in any of the fields listed in the Critical Skills List to apply for Permanent Residence.

Students who graduate and obtain their PHD at South African universities are also eligible for permanent residence on condition that there is no obligation attached to their studies which requires them to return to their country of origin.

b) Chapter 3 of the NDP on “Economy and Employment” lists a number of actions that should be taken in order to achieve the objectives of the NDP. Action 10 requires the country to “Adopt a more open immigration approach to expand supply of high-level skills” and Chapter 9, Action 67 requires that the country should “Relax immigration requirements for highly skilled science and mathematics teachers, technicians and researchers”.

Concerning implementation, it should be noted that the Department is already in the process of reviewing its Immigration Policy. To this end the Department has submitted its Draft White Paper on International Migration to Cabinet for approval before 31 March 2017. This revised policy framework makes provision for attraction of skilled migrants.

Applications for critical skills work visas are being processed within an accelerated turnaround of 4 weeks from date of application to issuance. In the 2015/16 financial year, 84.7% of critical skills applications were finalised within 4 days to 4 weeks. This represents half the time required for all other categories of temporary residence visas (8 weeks).

Critically skilled migrants are also allowed to sojourn in South Africa for a period of 12 months prior to securing employment in order to determine whether they will be interested in working and staying in the Republic on a longer term.

Reply:

1. I am advised that the Workers Association Union (WAU) has since been deregistered

2. Not that I am aware of;

3. Not that I am aware of;

4. Not that I am aware of;

Reply:

a) The Office of the Chief Procurement Officer (OCPO) has an approved structure of 141 positions. Only 93 posts are funded. As at 31 March 2017, there are 91 permanent staff appointed on the OCPO establishment of which 28 are senior managers. (The said numbers do not reflect terminations, transfers or retirements from the department for the period 1 April 2013 to date.) Currently, the office component is 93, with 91 permanent and 2 contract employees.

(i) Since the inception of the OCPO on 1 April 2013, 47 appointments were made and 95 were absorbed from the establishment of the Specialist Function Division which was previously responsible for Supply Chain Management in the National Treasury.

(ii) No permanent employees are allocated to the OCPO call centre. The Black Business Council in the Built Environment (BBCBE) is funding thirteen (13) resources for queries on 30 day payments and ten (10) resources for the Central Supplier Database (CSD) funded by the South African Local Government Association (SALGA), for a period ending 31 March 2017. Call centres for CSD are also available at the Provincial Treasuries and the number of personnel are allocated as follows:

• Eastern Cape Provincial Treasury: 10 people
• Northern Cape Provincial Treasury: 8 people
• Western Cape Provincial Treasury: 4 people
• Free State Provincial Treasury: 5 people
• Limpopo Provincial Treasury: 18 people
• Gauteng Provincial Treasury: 15 people
• Mpumalanga Provincial Treasury: 7 people
• KwaZulu-Natal Provincial Treasury: 11 people
• North West Provincial Treasury: 6 people

b) The OCPO has only one office based in the National Treasury, Pretoria.

Reply:

1. The Small and Medium-sized Enterprises Fund was started by business and is driven through the CEO initiative as a show of solidarity and contribution towards growing the economy in a manner that creates more business and work opportunities for the people of South Africa. Government fully supports the initiative. While no “new money” is allocated to this initiative in the 2017 budget, Government is assessing the most appropriate vehicle and means through which to support SMME development, given the fiscally constrained environment.

2. As and when a decision has been made in this regard, government will then follow its process to set aside additional resources to further support SMMEs and announcements will then be made in either the Medium Term Budget Policy Statement or the Budget.

Reply:

1. (a) No

(b) No

(c) No

   (i) Not vacant

   (ii) Not vacant

2. (a) No vacant position to be advertised

(b) No vacant position to be advertised

3. (a) Not Applicable

(b) Not vacant

(c) Not vacant

Reply:

In order for progress to be made on this matter various regional blocks within the continent as well as the African Union (AU) are considering the terms of Agenda 2063 to see how the objectives can be realised. Currently various experts on immigration from within the region and continent are discussing the technical aspects and other matters in relation to this. It is envisaged that a harmonised position will eventually be considered at a heads of state summit level.

Reply:

It is not the duty of the National Treasury to collect any taxes, including fringe benefit tax. In terms of the Income Tax Act 58 of 1962 and the Tax Administration Act 28 of 2011, the South African Revenue Service (SARS) Commissioner is responsible for collecting taxes, including fringe benefit tax.

In terms of section 69 of the Tax Administration Act 28 of 2011, SARS is prohibited from disclosing taxpayer information.

Reply:

The following response was submitted by South African Airways (SAA).

a) SAA did not procure any services from and / or make payments to Mr Mzwanele Manyi. There was no requirement for SAA to procure any services from the identified individual.

b) SAA did not procure any services from and / or make payments to the Progressive Professionals Forum. There was no requirement for SAA to procure any services from the identified organisation.

c) SAA did not procure any services from and / or make payments to the Decolonisation Fund. There was no requirement for SAA to procure any services from the identified organisation.

d) SAA did not procure any services from and / or make payments to the Black Business Council. There was no requirement for SAA to procure any services from the identified organisation.

(i) – (vi) Not applicable.

Reply:

Minister’s Responses in Matrix;

	1) Whether there is any position of (a) chief executive officer, (b) chief financial officer and/or (c) chief operating officer that is currently vacant in each entity.
ENTITIES REPORTING TO THE MINISTER	(a) – CEO.	(1)(b) – CFO.	(1)(c) – COO.
NEDLAC.	No current vacancy.	No current vacancy	No current vacancy
(1)(i).	N/a.	N/a.	N/a.
(1)(ii).	N/a.	N/a.	N/a.
(2)(a) & (b).	N/a.	N/a.	N/a.
(3) (a), (b) & (c).	N/a.	N/a.	N/a.
CCMA.	No current vacancy.	No current vacancy	No current vacancy
(1)(i).	N/a.	N/a.	N/a.
(1)(ii).	N/a.	N/a.	N/a.
(2)(a) & (b).	N/a.	N/a.	N/a.
(3) (a), (b) & (c).	N/a.	N/a.	N/a.
PRODUCTIVITY SA.	No current vacancy.	No current vacancy.	No current vacancy.
(1)(i).	N/a.	N/a.	N/a.
(1)(ii).	N/a.	N/a.	N/a.
(2)(a).	N/a.	N/a.	N/a.
(2)(b).	N/a.	N/a.	N/a.
(3)(a), (b) & (c).	N/a.	N/a.	N/a.
COMPENSATION FUND.	No current vacancy.	No current vacancy.	Currently vacant.
(1)(i).	N/a.	N/a.	6 months.
(1)(ii).	N/a.	N/a.	Resignation.
(2)(a).	N/a.	N/a.	Advertised & interviews done.
(2)(b).	N/a.	N/a.	01 June 2017.
(3) (a), (b) & (c).	N/a.	N/a.	No acting appointment.
UNEMPLOYMENT INSURANCE FUND.	No current vacancy.	No current vacancy.	Currently vacant.
(1)(i).	N/a.	N/a.	4 months.
(1)(ii).	N/a.	N/a.	Promotion.
(2)(a).	N/a.	N/a.	Advertised & Interviews – 04 May 2017.
(2)(b).	N/a.	N/a.	01 July 2017 – anticipated.
(3)(a).	N/a.	N/a.	01 person acting.
(3)(b).	N/a.	N/a.	04 months.
(3)(c).	N/a.	N/a.	Yes – person acting has applied for this post.

Reply:

a) The Turnaround Strategy was tabled on 28 &29 November 2016 at a Board Strategy Workshop and it was tabled formally at the Board of Control meeting on the 27th February 2017.

b) The Board supported the Turnaround Strategy and made the following amendments:

    (i) That Management must refine the implementation dates as these were un-realistic.

    (ii) That Management get the assistance of external experts to assist management with the implementation of the Turn Around Strategy

Reply:

a) SAPO debt which has been long outstanding due to a dispute with SAPO over proof of service. The details are as follows:

a(i) Service provider / Invoice holder	Invoice number	Invoice dates	a(ii) Reason for non-payment	b) Settlement date
South African Post office (SAPO)	19034GS3030 8069862335 8069862334 8069880768 8069889842 8069906437 8069917673 8069906423 8069906421 8069906420 8069906422 15050007 8069949634 8069949636 8069949635 8069977529 8069977533 8069988717 8069988723 8069988722 8069988714 8069988720 8069988721 4060019 4060010 10060010 8070019964 8070019966 10060008 8070039169 8070039168 8070039170 8070039171 19060029 8070055661 8070055662 8070055658 8070055667 8070055663 8070055666 8070055665 8070055664	01/04/2015 – 24/06/2015	Dispute with SAPO over service delivery not within legislated timeframes as required by AARTO regulations	Envisaged end of April 2017

 

(c) (i), (ii), (iii) Internal checks and balances to prove service on a monthly basis. Monthly SAPO service reports between SAPO and RTIA. A new SLA is in place to deal with proof of service mechanisms and how each party responds to instances outside of SAPO’s control.

Reply:

a) DAFF was first informed on 19 January 2017 by the ARC Grain Crops Institute through Grain SA that they had collected larvae (caterpillars) that resemble Fall Armyworm.

b) DAFF was informed by the ARC Biosystematics Division on 3 February 2017 of the positive identification of the larvae collected at various areas (which had at that passed through the pupa stage of their lifecycle and emerged as adult moths) that the pest is indeed the Fall Armyworm (FAW) (Spodoptera frugiperda).

c) (i) DAFF received no loss reports from role players, i.e. of losses due to FAW, but FAW was reported by role players to be detected in planted maize of about 11000ha.

(ii) & (iii) No FAW cases have been confirmed in South Africa from Soya or Sugarcane.