Questions and Replies

Reply:

The Giyani Water Project comprises of three different but interlinked projects namely Nandoni-Nsami Pipeline (Giyani Water Project); Giyani Water Services (reticulation to reservoirs) and Reticulation to 55 villages.

The overall progress for the Nandoni-Nsami Pipeline (Giyani Water) Project is 72%. The 40 km pipeline has been completed. The remaining work includes permanent river crossings, chambers, and pressure testing. Water is being pumped from the Nandoni Dam to the canal at Xixukwana and gravitates to the balancing dam at the Nsami Water Treatment Works. Practical completion for Nandoni to Nsami pipeline was achieved on 05 April 2023. The final completion is anticipated for 30 June 2023.

The overall progress for the Giyani Water Services (reticulation to reservoirs) Project is at 60% with 300km of the 325km pipeline installed. Of the 66 planned connections to the reservoirs, 20 (30,3%) have been completed and are supplying bulk water to the community. However, water is currently supplied on rationing basis due to reduced capacity at Nsami WTW. This is being addressed through refurbishment project for the WTW which is currently under construction. Completion of the project is planned for December 2023.

The Giyani reticulation programme was initiated to complete the water service value chain (source to tap) in August 2022. The reticulation program extends the supply from bulk pipelines to households. The reticulation project will be implemented in two phases.

• Phase 1 for reticulation to 24 villages has commenced. A total of 24 out of 37 contractors have been appointed and are at varying stages of implementation phase. The duration of each contract is for 12 months per village.
• Phase 2 for reticulation to 31 villages is planned for commencement and completion in the 2024/25 financial year.

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Reply:

(1) The Minister of Basic Education gazetted the DBE Policy on the Prevention and Management of Learner Pregnancy in Secondary schools on 08 November 2021. The Policy was further launched by the Deputy Minister of Basic Education in February 2022 in Rustenburg, North West province. All provinces were orientated on the policy for implementation and dissemination workshops were conducted in 2022.

(2) Provinces are not allowed to contradict or deviate from the policy. The DBE is currently finalising a guide on the implementation of the policy to support SGBs and SMTs with school level operationalisation of the policy. 

Reply:

The Department of Small Business Development (DSBD) has initiated the Shared Economic Infrastructure Facility (SEIF), a programme aimed at assisting small enterprises (including informal, micro, small and medium businesses as well as co-operatives) in improving their competitiveness and sustainability, to become integrated into the main economy. The SEIF is an instrument responding to the ecosystem identified Infrastructural needs through product markets, containers, SMME industrial hub etc. for potential, informal and operational entrepreneurs as articulated in the National Informal Business Upliftment Strategy (NIBUS); Integrated Strategy on the Promotion of Entrepreneurship and Small Enterprises (ISPESE); Cooperative Development Strategy. The programme is open to the following institutions to apply on behalf of the beneficiaries: municipalities, agencies of government, secondary cooperatives, private sector through a partnership with government, provincial government, and private entities. The instrument is a 50/50 cost sharing facility with a maximum funding of up to R15 million.

Through Seda the Department is providing infrastructure (machinery and equipment) via its Seda Technology Programme unit, which has a support programme called Technology Transfer Assistance (TTA) which supports SMMEs with machinery and equipment needed by SMMEs to grow their businesses. This takes the form of a grant of up to R1.2 million. Also, the incubation programme, provides infrastructure to SMMEs in various sectors to grow their businesses by giving them access to physical infrastructure needed. These are actual buildings, plant and equipment and skills development in the form of technical mentors in that particular sector.

Seda continuously reflects on how it positions itself and contribute meaningfully to the small business ecosystem and understand the importance of extending our services and offerings to SMMEs and Co-operatives. With limited resources, the agency continues to leverage on strategic partnerships and programmes that will stimulate economic growth, improve small enterprise performance, productivity, long-term sustainability whilst creating entrepreneurship awareness in these areas.

Through Seda’s access points, SMMEs and Cooperatives are provided with business related information, advice, consultancy, training, coaching, mentoring and business development interventions to improve their business performance. These services are aimed at providing solutions related to various business functions from production to human resources, finance, marketing, quality improvement and export development.

• Seda has an Entrepreneurship in Schools Programme that encourages learners to consider entrepreneurship as an alternative career to employment. The main objective of the programme is:
• To influence the mind set of learners by encouraging them to become job creators instead of job seekers once they leave the schooling system.
• To equip learners with entrepreneurial knowledge and skills needed to start and manage their businesses; and
• To improve entrepreneurial activity amongst the learners and educators.

• Entrepreneurship in Schools (Step up to a Start Up) is a Programme together with Primestars that will support educators through Boot camps to create entrepreneurship awareness amongst the youth and educators. To date, Seda has supported 13 190 student beneficiaries.

• The Enterprise Coaching programme is one of Seda’s flagship programmes aimed at developing and enhancing the competencies of business owners by providing them with knowledge, skills and tools needed to grow their businesses. It is a 10-month coaching programme. Coaching sessions included topics such as financial assistance, self-aware mastery, social marketing strategies, financial management and debt counselling, the dtic incentives, worker’s motivation, productivity, best practices in business. Successful entrepreneurs were invited to share challenges, successes of running a successful business, for example, in the manufacturing sector. A total of 159 enterprises were supported in the 2022/23 financial year. All of the supported enterprises recorded an increase in turnover and more than 374 jobs created.

• Seda through its Learning Academy has also developed different training programmes. These programmes are credit bearing and accredited by the Services Seta. Quality training aims to assist organisations of all types to implement and operate the Quality Management System (QMS) to increase effectiveness, consistency, and customer satisfaction, explain the benefits of implementing QMS and understand the quality, management principles. Whilst Food safety introduces Food Safety, Understand Pre-Requisite programme, HACCP (Hazard Analysis, Critical, Control, Point) system and HACCP principles and Implementing a Food Safety Management System.

The Small Enterprise Finance Agency (sefa) as a development finance institution acknowledges the importance of long-term sustainability of small businesses as they are important in reducing inequality, poverty and unemployment. Through its financing programme, sefa is enabling SMMEs to expand and grow. As part of post-investment support services small business are provided with mentoring and business support. During the quarter 4 of the 2022/23 financial year, sefa initiated a business diagnostic project with 144 clients funded under the Township Rural Entrepreneurship Programme (TREP). The diagnoses conducted focused on the following:

• Owner capability and shortcomings,
• Financial sustainability focusing on development of financial discipline, financial planning and profitability of the business.
• Efficient utilisation of Human capital/resources,
• Efficient and effective operational systems,
• Creating sustainable market share,
• Technical know-how and looking at possible improvements and systems.

The diagnostic results indicate the following:

• Load shedding is affecting most of the businesses.
• No financial systems in place as most of them are not recording their business transactions.
• Most businesses have no clear market.
• Some of the businesses are poorly located, impacting their ability to attract new markets.

sefa continually works with its clients to understand their challenges as to better support these businesses in growing the South African economy. Business support and mentoring are essential ingredients that add value to SMMEs and ensure their continued growth and sustainability in these trying economic times.

Reply:

a) In relation to evaluation, I have been advised that the Department of Small Business Development (DSBD) periodically conducts different types of programme evaluations depending on the life cycle of an intervention/project or a programme. Just an example, in 2021/2022 financial year, the Spaza Shop Support Programme (SSSP) was subjected to a process evaluation. The purpose of the evaluation was to assess the effectiveness of the SSSP and to determine if the programme is achieving its intended objectives. The recommendations(information) derived from the evaluation were used to inform the programme review, enhance performance, and leaning. Furthermore, I have been advised that the department is finalising an impact evaluation of the Incubation Support Programme (ISP). The purpose of the impact evaluation is to determine how the beneficial impacts can be strengthened. The envisaged information/ outcomes from this evaluation will be used to inform current (review) and future policies including intervention design around small enterprise support.

b) Entities and the DSBD’s Research Units use programme performance data to identify shortcoming in programme implementation and opportunities to enhance access to finance and financial inclusion. Entities’ programmes performance data was further used as an input in the formulation of the National Integrated Small Enterprise Development (NISED) Strategic Framework. The NISED Strategic Framework outlines government’s future policy direction for the SMME and Co-operatives sector.

Reply:

(1) (a) The breakdown of the vacant posts in national and provincial departments is provided in Annexure A.

(b) The vacancies are reported in Annexure B in terms of the broad occupational post classification.

(2) (a) Posts are vacant in the public service for a median period of 14 months. A breakdown per department is provided in Annexure C.

(b) The individual departments will be best placed to give the specific reasons why each of the posts has been vacant. However, departments in the past have reported that causes and challenges hindering the filling of vacancies include among others budget constraints, reprioritisation of funds, competition with the private sector as well as internal and external administrative challenges. In addition to the processing of amendments to the Public Service Act and the Public Service Regulations, 2016, the Department of Public Service and Administration provides technical assistants to departments on measures to address the challenges that are listed above.

End

Reply:

1. The DWS has no records of water use registration nor authorisation for the properties in question.

2. The DWS has no records of water use registration nor authorisation for the property in question.

3. The DWS has no records of water use registration nor authorisation for the properties in question.

The department will investigate whether there is unlawful use of water at the properties enquired about.

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Reply:

a) The Department of Water and Sanitation (DWS) has issued 83 directives from January 2021 to date against municipalities that have failed to manage sewage and causing pollution.

b) (i) The table below depicts a breakdown of the directives issued per province.

Enforcement Actions taken against non-compliant Municipalities *from January 2021 to date
Responsible Regional Office	*NWA Notices Issued	NWA Directives Issued
Eastern Cape	10	8
Free State	6	7
Gauteng	20	18
KwaZulu Natal	21	1
Limpopo	11	13
Mpumalanga	39	22
North-West	5	5
Northern Cape	30	8
Western Cape	12	1
Total	154	83

ii) The consequences of DWS’ enforcement actions are indicated below:

• Five criminal charges laid against municipalities because of non-compliance with the Directives issued.
• Two criminal charges were laid and finalised against Randfontein and Thaba Chweu Local Municipality whereby both municipalities pleaded guilty of all the charges. Both municipalities were subsequently fined by the courts for failure to adhere to the provisions of NWA, among other violations.
• Three cases were referred to National Prosecuting Authority for a decision. The Department has initiated three court interdict applications against the non-compliant municipalities, seeking Court Orders from the courts.

(iii) The DWS conducted 49 follow-up inspections whereby compliance with the provisions of the Notices and Directives is established.

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Reply:

(a)(i) The Small Enterprise Development Agency (Seda) has the following partnerships with Government Agencies

Training & Capacity Building –

• DHET – NSF Basic Entrepreneurial Skills Development
• MerSeta – skills development
• W&R Seta - skills development
• PSETA – skills development
• Stellenbosch University - hydroponics vegetable growing
• SALGA - collaboration at local government
• Seda, Entrepreneurial Planning Institute (EPI) & Institute of Business Advisors of South Africa
• (IBASA) Project on Capacity building of Business Advisors - re-grading Business Advisors

(a)(ii) Local Government

As part of the District Ecosystem Facilitation Model (DEF) implementation, which is linked to the District Development Model (DDM), Seda branches engaged with the following 9 district municipalities:

• Seda Western Cape has signed a tripartite agreement with the Department of Economic Development and Tourism (DEDAT) and the Garden Route District Municipality (GRDM). Work has been ongoing in terms of the agreement.
• Seda Northern Cape - Namakwa branch had engagements with local municipalities, Kangnas Windfarm, BTE Renewables, and Vedanta Resources. The Review of the John Taolo Gaetsewe (JTG) District “One Plan” was concluded and approved by the Council.
• Seda’s Gauteng, City of Tshwane branch had a meeting on the new agreement with the City of Tshwane was held in March 2023. The agreement is in the final stages of being signed and it was agreed that the rollout on the district model would be discussed at the first quarterly meeting.
• Seda’s North West, Ngaka Modiri Molema Branch is actively involved in the District Development Model led by the Ngaka Modiri Molema District Municipality and Cogta and participated in the DDM Economic Development Work-Stream Meetings. Ecosystem projects include the Mafikeng trade hub, the District SMME Expo as well as the initiative on beneficiation of Hemp (Cannabis).
• Seda Eastern Cape - An agreement was signed at the launch of Seda’s District SMME Coordinating Council (DSCC) in the Sarah Baartman District Municipality which continues to be championed by the Seda’s Gqeberha / Port Elizabeth Branch.
• Northern Cape, the Seda ZFM branch in Kuruman, conducted a 3-day Farm management training with small scale farmers in the small-town agricultural town of Keimos within the ZF Mgcawu District. The training helped by upskilling them on the management activities and responsibilities involved in running an agri-business. Basic activities involved in the agri-management process were explained by providing examples and scenarios.
• Free State, Seda Thabo Mofutsanyana Branch within the Thabo Mofutsanyane District partnered with the Department of Correctional Services with the aim of developing a capacity program for inmates based in Bethlehem prison. The Provincial Regional Facilitator conducted self-mastery training.
• Free State, DESTEA in partnership with the Motheo TVET College hosted a Financial Symposium on the which was Seda Provincial Office and Mangaung Branch attended the session together with other stakeholders namely, Nedbank, Sefa, NEF, and the DTI to present offerings to the audience.
• Gauteng, Seda Joburg Branch collaborated with EkasiLab from the Innovation Hub to roll out design clinic training in Soweto and Kagiso for approximately 30 Small Businesses.

In terms of government departments and agencies, Seda and sefa participates in various DDM initiatives that are driven by DSBD. This ensures that there is closer collaboration with local municipalities and other local structures.

(a)(iii) Private Sector Ecosystem Partners

Seda’s engagement with the private sector ecosystem partners in 7 provinces as indicated below:

Retail Motor Industry Organisation (RMI), Gauteng - The partnership provides small enterprise development services to black informal and semi formal businesses who are candidates of the National African Association for Automobile Services Providers (NAAASP). Seda’s role is to provide business development support whilst RMI’s is to provide technical training, facilitate accreditation and facilitate access to retail automotive value chain.

SAPPI, Mpumalanga - Seda’s role is to provide non-financial business development support to Enterprises/ Suppliers selected by Sappi whilst the latter identifies and select Enterprises/ Suppliers for development.

Gold One Mine, Gauteng - Gold One provides access to contracts and SDP opportunities to SMMEs. Seda is currently working with the mine on a Cooperative Initiative. This involves supporting five (5) Bakery Cooperatives, which are based in Ekurhuleni Municipality.

Kgodiso Development Fund, Northern Cape - Seda to provide business development support to Enterprises/Suppliers selected by Kgodiso. Kgodiso to identify and select Enterprises/Suppliers for development.

The South African Furniture Initiative (SAFI) Programme, Western Cape - SAFI has identified youth artisans for business development support. Seda subsequently trained several of the potential clients on Business Awareness. Seven (7) clients have indicated that they are interested in further Seda assistance and were assigned to Business Advisors. At present only one (1) client (Werwel Holdings) is actively working with Seda WC.

Shoprite - Exotic Taste, a City of Cape Town, Western Cape client, has signed a deal with to supply products under its private label programme. Seda Northern Cape, De Aar, for supplier development opportunities in areas where Shoprite operates within Pixley. Seda Free State and the Shoprite Group are working towards having a Supplier Development Programme for Seda clients in the province. This partnership kickstarted with the branches identifying those SMMEs who have the potential to join the programme.

Coca-Cola partnered with Seda Gert Sibande Branch in Mpumalanga to train fifteen (15) businesses. Coca-Cola offers a 3-meter container valued at R150 000 and a Fridge to the Spaza Shops in rural and township areas.

sefa direct Lending has a total of 20 strategic partner institutions. These partnerships range from public, private sector institutions as well as business chambers and associations. The partnerships are managed through MOU’s by a dedicated unit that is geared towards generating a quality pipeline for sefa.

(b) The support provided by Seda in Business Development Services (BDS) is assisting the small enterprises in the areas where there is agreement with the Local Government and the Private Sector.

Seda continuously reflects on how it wants to position itself and contribute meaningfully to the small business ecosystem and understand the importance of extending our services and offerings to SMMEs and Cooperatives. With limited resources, the Agency continues to leverage on strategic partnerships and programmes that will stimulate economic growth, improve small enterprise performance, productivity, long-term sustainability whilst creating entrepreneurship awareness in these areas.

Seda is also in partnership with the United Nations Conference on Trade & Development’s (UNCTAD) Division of Investment and Enterprise United Nation’s Empretec training Programme. Empretec is a six day programme aimed based on a unique Harvard University methodology focusing on behavioural approach to entrepreneurship. The programme is interactive, experience and self-assessment based and takes 25-30 participants per workshop. Participants learn by doing. Participants on this programme receive an UNCTAD endorsed certificate. Programme develops Personal Entrepreneurial Competencies (PECs) such as Opportunity Seeking, Persistence, Goal setting, risk taking, fulfilling commitments, planning etc. for participants.

Seda has a dedicated programme, the Basic Entrepreneurship Skills Development (BESD) which was jointly developed by Seda and German Federal Ministry for Economic Cooperation and Development via Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) since 2012. The programme is funded by the National Skills Fund for an amount of R84 million. The BESD approach utilises coaching as an innovative methodology to facilitate and reinforce learning and development support to emerging entrepreneurs.

The SheTrades programme is a partnership between the International Trade Centre (ITC), DSBD and Seda to promote Women’s Entrepreneurship. ITC SheTrades has set up a Hub in South Africa to help South African women entrepreneurs increase their international competitiveness and connect to national, regional, and global markets through the SheTradesZA Hub. The primary objective of the Hub is to connect at least 10 000 women owned businesses to markets by 2024. This is part of South Africa’s contribution to ITC's goal of connecting three million women entrepreneurs to markets by 2023. Through the programme, women-owned businesses will be able to:

• Connect to potential buyers, investors, suppliers, business support organizations and SheTrades partners.
• Learn skills to boost business potential through free e-learning courses, on-site workshops, and webinars.
• Receive support to attend national, regional, and international trade fairs.
• Get chances to participate in B2B meetings.
• Access to investment opportunities.
• Increased visibility and larger network in international markets.

A total of 3004 women have registered as at the end of March 2023.

The following table lists other key partnerships already formalised and in the process of being formalised:

Partner	Purpose
OR Tambo Co-operative Development Centre	Partnership with Coop centre on enterprise development. Seda to provide non-financial support services such as Business Plans, access to markets, and training whilst the Coop Development Centre provides access to their database and share defined resources with Seda.
Department of Economic Development and Tourism and Free State Development Corporation (FDC)	To Set-up of a Pop-up store for SMMEs in the Thabo Mofutsanyana district in Qwaqwa. Seda is to Manage the store. Department of Economic Development and Tourism and FDC to assist with monthly rental amount for a period of 12 months.
National Home Builders Registration Council (NHBRC)	Purpose: A partnership established due to a high demand of technical skills in the construction sector, particularly amongst disabled, youth & Women owned business based rural and Township areas. Seda Thabo Mofutsanyana Branch to recruit clients. NHBRC to provide training and manuals.
Gold One Mine	Purpose: Seda to provide non-financial support services such as Business Plans, Technology Transfer Funding and Marketing Support. Gold One to provide access to contracts and Supplier Development (SDP) opportunities for their suppliers.
Anglo American	Supply Development Programme (SDP) around Fetakgomo Tubatse under Mototolo and De-Brochen shafts jurisdiction. Parties collaborate for SMME Development in terms of co-funding projects in the area identified and agreed by both parties. Seda will facilitate non-financial support and Anglo will provide venue and funding for the client identified by both parties.
SFERA Training and Development	Partnering in the development of the Automotive sector, Agriculture, and ICT (Technical Specialist in Autobody Repairs accredited with all vehicle brands excluding BMW).
SIOC CDT Thabazimbi Hub	Appointed by Khumba Resources as the implementor of their Enterprise Supplier Development (ESD) and CSI in areas where the mine has closed to develop communities
SAPPI	Seda and Sappi intend to create a joint Enterprise / Supplier development programme. Seda to provide non-financial business development support to Enterprises / Suppliers selected by SAPPI. SAPPI to identify and select Enterprises / Suppliers for development
Columbus Steel and Gert Sibande District Municipality	The establishment of Virtual Incubation programme. Seda to provide non-financial services. Columbus Stainless Steel to provide technical support. Gert Sibande District will come with tools of trade.
Sishen Iron Ore Company (SOIC)	Seda to provide non-financial services support to SIOC contracted service providers as well as aspiring service providers. Parties to conduct joint outreach sessions. SOIC to refer client to Seda for the provision of non-financial support.
Kangnas Windfarm	Seda to provide post funding interventions for clients that received funding from Kangnas Windfarm.
Bojanala Platinum District Municipality	Memorandum of Agreement on Enterprise Development and Events Partnership
Rustenburg Local Municipality	Memorandum of Agreement on Enterprise Development and Events Partnership.
Moses Kotane Local Municipality	Memorandum of Agreement on Enterprise Development and Events Partnership
National Youth Development Agency	NYDA co-locating with Seda to support youth owned enterprises with financial and non-financial services. Participation in DDM and supporting Seda’s facilitation role
National Youth Development Agency	NYDA co-locating with Seda to support youth owned enterprises with financial and non-financial services. Participation in DDM and supporting Seda’s facilitation role
Pick n Pay	Seda to assist clients with business development services to clients referred by PnP. Pick n Pay to provide Seda with their supplier list. Monitor and track the progress and successes of the working relationships and meet once a Quarter to discuss the progress and performance of the programme.
City of Cape Town and City of Cape Town Municipality	ESD support to their emerging vendors to become approved suppliers on the municipality’s database (cost sharing enterprise and supplier development programme). Seda to provide Business Development Support to identified clients. City of Cape Town to allocate funding towards the Supplier Development Programme.
Seda/DEDAT/GRDM	Facilitation of District Development Model Roles: Joint SMME programmes in the Garden Route Region
Entrepreneurial Planning Institute (EPI) and Institute of Business Advisors of South Africa (IBASA)	Partnership in the skills development of the small business development practitioners and small enterprises in the form of a webinar series, training, and development services The Parties collaborate in: Delivering educational webinars, formal training and enterprise development services for small business development practitioners and small enterprises. Recruit and secure sponsorships and fundraising partners, from both public and private sectors, to cover the costs of delivering the activities falling under the Agreement.
Cherrie Blair Foundation and Gordon Institute of Business Science (GIBS)	The purpose of the partnership is to train 2500 women owned businesses on the Cherrie Blair Foundation’s HerVenture App, an e-learning platform for training. Seda through its network is responsible for the recruitment of the participants, assisting women owned businesses to download and utilize the HerVenture APP. GIBS is the strategic partner of Cherie Blair Foundation for Women and responsible for the implementation of HerVenture Programme in South Africa. GIBS is responsible for the training of Seda Staff on the functionality of Her Venture App and provides technical support to the participating business owners.
Merseta	In 2021, DSBD, Seda and Merseta signed Agreement for Merseta to release the discretionary grant to Seda to the value of R 50million. The funding will be provided in phased approach over a 3-year period. The purpose is to train Small Enterprise in the Automotive Trade Sector as well as facilitate Artisan Recognition of Prior Learning (ARPL).
United Nations Commission for Trade and Development (UNCDP)	To foment the entrepreneurial aptitudes and business behaviours oriented towards the growth and empowerment of entrepreneurs and promote an open entrepreneurship culture in the whole of South Africa. Seda is the implementer of the Empretec programme in South Africa. UNCTAD continues developing integrated capacity building programmes to assist national governments in their efforts to promote the creation of sustainable support structures for Small Medium Enterprises.
Enactus South Africa NPC	Purpose: To facilitate entrepreneurial community development projects driven by students and supported by business leaders. Seda’s role is to make Business Advisors available for judging, training, and professional development, provide mentorship, conduct business assessments, and provide technical support. Enactus’ role is to provide administration support in the co-ordination of joint events and projects between the two partners.
The South African Local Government Association	Purpose: To create a cooperative and collaborative framework in selected areas of capacity building and development. Seda’s role is to implement the Small-Town Regeneration programme nationally. SALGA’S role is to train LED officers, Councillors, Incubators etc.
National Skills Fund (NSF)	Seda applied to the National Skills Fund (NSF) requesting funding to benefit 14 000 beneficiaries for a total budget of R 592 275 000 for a period of 3 years. The aim of the project was to recruit unemployed graduates with Accounting and Business Management qualifications to be trained on New Venture Creation, Coaching, and Mentorship Programme to enhance their skills to provide support to Micro Enterprises. Seda will use coaching as an innovative methodology to facilitate and reinforce learning and development support to Micro Enterprises and the Unemployed graduates will be trained on new venture creation as well as business coaching to enable them to transfer skills & knowledge to Micro Enterprise owners.
University of Stellenbosch and GEM SA and University of Johannesburg	Publication of the annual GEM SA 2021/22 report and the regional/municipal Ecosystem Index (ESI) report.
Retail Motor Industry (RMI)	Purpose: To provide small enterprise development services to black informal and semi formal businesses who are candidates of the National African Association for Automobile Services Providers (NAAASP). Seda to Provision of Non-Financial and business development support. RMI to provide technical training, facilitate accreditation and facilitate access to retail automotive value chain.
Umgeni Water	This is part of Seda’s Supplier Development Programme in which Provision of Non-Financial support, training, and aftercare support to SMMEs in the supply chain of Umgeni Water in order to build their operational capabilities, efficiencies and effectiveness.
W&R Seta	Seda and W&R Seta signed an Agreement to support one thousand (1000) Tuckshops, General Dealers to the value of R 9 975 000.

sefa only enters a formal partnership with organisations that play a critical role in the SMME ecosystem – thus ensuring value add. In compliance with the Protection of Personal Information Act, sefa will not be able to divulge the names of individual partners – but it’s worth mentioning that these relationships are reported in the sefa management structures and some of them published in the annual reports.

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Reply:

1. (a) The number of cards that expired are as follows :

1. April 2023=838 420
2. May 2023= 2 652 151
3. June 2023= 1 524 963

(b) The expiry date on the cards have been extended to 31 December 2023, hence the current gold cards can still be used to access funds in the clients bank account. Beneficiaries are able to access their grants using the expired cards.

2. The expiry date on the cards have been extended to 31 December 2023 thus providing clients and the Postbank an additional 8 months to replace the cards.

The Postbank has also introduced a card less solution to enable clients to access funds in their bank accounts, thus reducing the dependency on a card. This cardless solution is a permanent solution that will enable beneficiaries to access payment at the participating retailers.

Postbank has also reached an agreement with certain merchants who will assist them with the issuing of cards. More information on this will be communicated by the Postbank in due course.

Clients are also able to use their own bank accounts to receive their social grant payments. SASSA has increased its front office capacity to accommodate an expected increase of clients to address this challenge.

Reply:

According to the School Realities 2022 available on the DBE website, the number of learners per grade are as follows:

• There are 7 grades in Primary Schools, compared to only 5 grades in Secondary Schools.  If there were an equal number of learners in each grade, we will need 40% more Primary School classrooms than Secondary School classrooms.
• Based on the actual number of learners reported in the School Realities, there were 7 906 918 learners in Primary Schools, compared to only 4 766 312 learners in Secondary Schools.  If there were an equal number of learners per classroom, we will need 60% more Primary School classrooms than Secondary School classrooms.
• The CSIR guidelines simply reflect similar realities.
• Overcrowding is not limited to Secondary Schools.
• Overcrowding is the result of the migration of learners.  This seems to be a combination of the migration from rural schools to urban schools and the migration to specific provinces.
• Overcrowding is also the result of the preference of parents to place their children in better performing schools.

Reply:

a) I have been advised that the reversal in the payment was due to a difference of opinion, between Microsoft and the Department of Small Business Development, regarding the currency in which the payment needed to be made.

b) The Department made the payment to Microsoft in South African Rand, but Microsoft insisted on receiving the payment in US Dollars. The payment had to be reversed in order to make the payment in US dollars.

Reply:

a) The Department has prioritize the establishment of Shelters in districts without Shelters in the current financial years, 2023/2024 and 2024/2025.

b) Below is the details of the Shelter establishment:

PROVINCES	DISTRICTS	DATES
North West	Ngaka Modiri Molema	June 2023
	Dr Kenneth Kaunda	31 March 2025
KwaZulu-Natal	Zulu-land	31 March 2024
Northern Cape	Namaqua	November 2023
	John Taolo Gaetsewe	31 March 2025
Limpopo	Sekhukhune	31 March 2024
	Vhembe	31 March 2025
	Waterberg	31 March 2025

The above table reflect four (04) shelters to be established in the current financial year, 2023/2024. The remaining four (04) will be established in the next financial year 2024/2025 due to budget limitations.

Reply:

1. This is an annual practice which has been institutionalized over the last 10 years, to maximise spending and effectiveness of conditional grants. Such withholding and reallocation of grants is published in Government Gazette No. 48327 of 29 March 2023.

On 17 February 2023 National Treasury initiated the process of stopping and re-allocating the 2022/23 conditional grant allocations in terms of section 18 of the Division of Revenue Act (Act No. 5 of 2022) (DoRA), as amended by the Division of Revenue Amendment Act (Act No. 15 of 2022) (DoRAA). NT issued 171 letters to all under-performing municipalities on 17 February 2023 covering about 11 conditional grants that were reflecting under-performance against the 2022/23 conditional grant allocations. This process was done in consultation with the transferring national accounting officers/ departments that are responsible for the administration of the conditional grants.

The 2022/23 mid-year expenditure reports in terms of section 10 of the 2022 DoRA as amended and section 71 and 72 of the Municipal Finance Management Act, 2003 (Act No. 56 of 2003) (MFMA) were utilized to determine if the municipalities are under-performing against their allocations as they report to both National Treasury and to the transferring officers.

In terms of section 18 of DoRA and section 38 (2)(a) of the MFMA the affected municipalities were afforded an opportunity to make a written presentation to National Treasury, by providing a motivation on why the grants should not be stopped. The municipalities were required to submit the motivation to the National Treasury within seven days after the receipt of the letters regarding expenditure against their allocations and project progress on the ground.

In total an amount of R7.4 billion was proposed to be stopped from municipalities in terms of section 18 of the Division of Revenue Act, 2022 (Act No. 5 of 2022) for various conditional grants due to their poor performance or slow spending as proposed by either the Transferring Officer (national department) administering the conditional grant or National Treasury. An amount of R2.7 billion was ultimately not transferred from the initial proposed amount of R7.4 billion. The details of the proposed non-transferred amounts per conditional grant per province are in the tables as per of Annexure A.

2. The stopping and non-transfer of the conditional grants against underperforming municipalities is to assist municipalities to address any issue hindering the spending of their conditional grant allocation in that year i.e. late approval of projects, late procurement, litigation etc., and re-allocate to municipalities that are ready to spend and have shovel ready projects. This is because the funds would not in any case be spent by the municipalities’ funds are proposed to be stopped from, therefore minimizing underperformance of the overall programme. Once these municipalities have addressed their challenges and they are ready, it will be able to spend its future annual allocations which are not normally affected by in year spending.

Therefore, the stopping of the allocation is to ensure efficiency in spending and protecting against possible misuse and usage of the conditional grants for operational purposes while the municipality is being supported to resolve its challenges.

3. With respect to infrastructure conditional grants, specific support includes technical support and assistance provided by DCoG’s Municipal Infrastructure Support Agent (MISA) for infrastructure delivery. Further, the municipalities that are affected by the stopping / suspension process due to governance and financial challenges will continue receiving support from NT, DCoG and the relevant stakeholders under the MIG cost reimbursement and invoice verification which has been a continuous process over the years. This is a process of safeguarding the cash in the interim before stopping of allocations is considered. In this case municipalities only have their funds transferred once an invoice against work done has been verified by MISA, provincial government, and national government.

The National Treasury has also made funds available in various forms of capacity support in ensuring municipalities and provinces have the capacity to implement infrastructure projects. For example, five per cent of the Municipal Infrastructure Grant and Integrated Urban Development Grant may be used for project management units in municipalities and 3 per cent of the Urban Settlements Development Grant can be used for capacity in metropolitan municipalities, and continuous financial management support and guidance by both National and Provincial treasuries on the usage and reporting of conditional grants is provided to municipalities in this regard.

Various other conditional grants provide for the option to convert part of the capital infrastructure grants for technical support to capacitate municipalities to spend more effectively. This could be in the form of engaging district municipalities to implement stalled projects on behalf of struggling municipalities, utilization of both national entities and municipal entities to assist municipalities (either through a service level agreement (SLA) or agency vs. principal option) to roll out struggling projects. National Treasury further utilizes the services of the provincial treasuries to assist struggling municipalities in terms of the system of “delegated municipalities” while National Treasury focusses on the non-delegated ones. A host of experts are also available to these municipalities through the support of the Municipal Finance Improvement Programme (MFIP) from National Treasury.

The National Treasury and relevant department administering the grants (Transferring Officers) with the support of the respective provinces have fulfilled their obligations in supporting the municipalities. On a quarterly basis, the national transferring officers conduct quarterly meetings across the country with the municipalities that receive their grants to assess performance of the previous quarter and advise municipalities on how to mitigate the challenges causing them to underperform. In addition, the national transferring officers conduct site visits to confirm the performance reported by municipalities align, where National Treasury is sometimes also invited.

Further CoGTA holds under-performance meetings with targeted municipalities to get to the root causes of underperformance. MISA also plays a crucial part in that it provides technical support to municipalities that experience challenges in the implementation of their infrastructure programmes.

Despite all the interventions in place, some municipalities still underspend. It is ultimately the responsibility of municipalities to take up the support provided and make their own decisions but still be accountable.

Annexure A

details of the proposed stopping amounts per conditional grant per province

Municipal Infrastructure Grant (MIG)

Integrated National Electrification Programme (INEP) Grant

Regional Bulk Infrastructure Grant (RBIG)

Water Services Infrastructure Grant (WSIG)

Energy Efficiency Demand Side Management (EEDSM) Grant

Neighbourhood Development Partnership Grant (NDPG)

Informal Settlements Upgrading Partnership Grant (ISUPG)

Public Transport Network Grant (PTNG)

Urban Settlements Development Grant (USDG)

Rural Roads Asset Management Systems (RRAMS) Grant

Annexure B

The following 171 municipalities received letters of intention to stop a portion of their conditional grants:

Eastern Cape (22 letters)

• Buffalo City;
• NMA Nelson Mandela Bay;
• Amatole District Municipality (DM);
• Joe Gqabi DM;
• O.R. Tambo DM;
• Alfred Nzo DM;
• Dr Beyers Naude Local Municipality (LM);
• Makana LM;
• Ndlambe LM;
• Kou-Kamma LM;
• Mbhashe LM;
• Great Kei LM;
• Emalahleni LM;
• Dr AB Xuma LM;
• Enoch Mgijima LM;
• Elundini LM;
• Senqu LM;
• Walter Sisulu LM;
• Ngquza Hill LM;
• Port St Johns LM;
• Matatiele LM; and
• Winnie Madikizela-Mandela LM.

Free State (17 letters)

• Mangaung;
• Fezile Dabi DM;
• Letsemeng LM;
• Kopanong LM;
• Mohokare LM;
• Masilonyana LM;
• Tokologo LM;
• Matjhabeng LM;
• Nala LM;
• Setsoto LM;
• Dihlabeng LM;
• Nketoana LM;
• Phumelela LM;
• Mantsopa LM;
• Ngwathe LM;
• Metsimaholo LM; and
• Mafube LM.

Gauteng (9 letters)

• City of Ekurhuleni;
• City of Johannesburg;
• City of Tshwane;
• Emfuleni LM;
• Midvaal LM;
• Lesedi LM;
• Mogale City LM;
• Merafong City LM; and
• Rand West City LM.

KwaZulu-Natal (34 letters)

• EThekwini;
• UThukela DM;
• UMzinyathi DM;
• Amajuba DM;
• Zululand DM;
• UMkhanyakude DM;
• King Cetshwayo DM;
• Harry Gwala;
• UMzumbe LM;
• UMuziwabantu LM;
• Ray Nkonyeni LM;
• UMshwathiLM;
• UMngeni LM;
• Msunduzi LM;
• iNkosi Langalibalele LM;
• Alfred Duma LM;
• eNdumeni LM;
• Nquthu LM;
• UMvoti LM;
• Newcastle LM;
• Dannhauser LM;
• eDumbe LM;
• uPhongolo LM;
• Ulundi LM;
• Jozini LM;
• Big Five Hlabisa LM;
• UMhlathuze LM;
• Mthonjaneni LM;
• Nkandla LM;
• KwaDukuza LM;
• Maphumulo LM;
• Greater Kokstad LM;
• UMzimkhulu LM; and
• Dr Nkosazana Dlamini Zuma LM.

Limpopo (20 letters)

• Mopani DM;
• Vhembe DM;
• Capricorn DM;
• Sekhukhune DM;
• Greater Giyani LM;
• Greater Letaba LM;
• Greater Tzaneen LM;
• Musina LM;
• Thulamela LM;
• Makhado LM;
• Blouberg LM;
• Polokwane LM;
• Lepelle-Nkumpi LM;
• Thabazimbi LM;
• Lephalale LM;
• Bela-Bela LM;
• Mogalakwena LM;
• Modimolle-Mookgophong LM;
• Elias Motsoaledi LM; and
• Makhuduthamaga LM.

Mpumalanga (14 letters)

• Chief Albert Luthuli LM;
• Msukaligwa LM;
• Mkhondo LM;
• Dr Pixley ka Isaka Seme LM;
• Lekwa LM
• Dipaleseng LM;
• Emalahleni LM;
• Steve Tshwete LM;
• Emakhazeni LM
• Thembisile Hani LM;
• Thaba Chweu LM;
• Nkomazi LM;
• Bushbuckridge LM; and
• City of Mbombela LM.

Northern Cape (23 letters)

• Richtersveld LM;
• Nama Khoi LM;
• Kamiesberg LM;
• Hantam LM:
• Karoo Hoogland LM;
• Khâi-Ma LM;
• Ubuntu LM;
• Umsobomvu LM;
• Emthanjeni LM;
• Kareeberg LM;
• Renosterberg LM;
• Thembelihle LM
• Siyathemba LM;
• Siyancuma LM;
• !Kai !Garib LM;
• !Kheis LM;
• Tsantsabane LM;
• Dawid Kruiper LM;
• Sol Plaatjie LM;
• Dikgatlong LM;
• Joe Morolong LM;
• Ga-Segonyana LM; and
• Gamagara LM.

North West (13 letters)

• Dr Ruth Segomotsi Mompati DM;
• Moretele LM;
• Madibeng LM;
• Rustenburg LM;
• Moses Kotane LM;
• Ratlou LM;
• Ditsobotla LM;
• Ramotshere Moiloa LM;
• Naledi LM;
• Mamusa LM;
• Lekwa-Teemane LM;
• City of Matlosana LM; and
• JB Marks LM.

Western Cape (19 letters)

• City of Cape Town;
• Cape Winelands DM;
• Matzikama LM;
• Cederberg LM;
• Saldanha Bay LM;
• Swartland LM;
• Witzenberg LM;
• Stellenbosch LM;
• Breede Valley LM;
• Langeberg LM;
• Overstrand LM;
• Cape Agulhas LM;
• Kannaland LM;
• Mossel Bay LM;
• George LM;
• Bitou LM;
• Knysna LM;
• Prince Albert LM; and
• Beaufort West LM.

NB!! Details of the amounts stopped per province, per municipality and per conditional grant are attached as an annexure (Government Gazette No. 48327 of 29 March 2023).

Reply:

There is no intention to rescind the decision to table the said report in the National Assembly as the fact-finding report was intended for internal use by management.

Reply:

National Treasury is concerned with the impact of insufficient and unreliable electricity supply on the broader economy, including SMEs and households. In this regard, National Treasury has, as announced in 2023 Budget Speech, undertaken various interventions. Some aim to reduce the negative impact as a result of load shedding, while other measures aim to encourage an expansion in the country’s generation capacity – particularly from renewables.

The first intervention relates to the measures taken to return ESKOM to stability and sustainability given that ESKOM remains the principal electricity generat.ing entity. National Treasury proposed a total debt relief arrangement for Eskom of R254 billion. This consists of two components. One is for R184 billion, which represents Eskom’s full debt settlement requirement in three tranches over the medium term. The second is a direct take-over of up to R70 billion of Eskom’s loan portfolio in 2025/26. Because of the structure of the debt relief, Eskom will not need further borrowing during the relief period. Government will finance the arrangement through a R66 billion baseline provision announced in the 2019 Budget, and R118 billion in additional borrowings over the next three years.

Secondly, as announced in the 2023 Budget, from 1 March 2023, businesses will be able to reduce their taxable income by 125 per cent of the cost of an investment in renewables. There will be no thresholds on the size of the projects that qualify, and the incentive will be available for two years to stimulate investment in electricity generation capacity from renewables in the short term. Further, there is also a new temporary tax incentive introduced to encourage households to invest in clean electricity generation capacity which can supplement electricity supply. Individuals who install rooftop solar panels from 1 March 2023 will be able to claim a rebate of 25 per cent of the cost of the panels, up to a maximum of R15 000. This can be used to reduce their tax liability in the 2023/24 tax year. This incentive will be available for one year.

Thirdly, also announced in the 2023 Budget, National Treasury will make changes to the Bounce Back Loan Guarantee Scheme (introduced in 2022) to incentivize renewable energy, rooftop solar, and address energy-related constraints experienced by small and medium enterprises. Government will guarantee solar-related loans for small and medium enterprises on a 20 per cent first-loss basis. National Treasury will launch the Energy Bounce Back Scheme in the coming weeks.

For more information, I refer the Honourable Member to the 2023 Budget Review and subsequent Bills introduced in Parliament or published for public comment on the National Treasury website.

Reply:

The question asked by the Honourable Member, falls within the Executive Authority of the MEC for Education in Gauteng, not the Minister for Basic Education.  The Honourable Member is advised to direct the question to the responsible MEC. 

Reply:

a) In terms of information taken from PERSAL, as of 1 March 2023, there were 1874 senior managers within the Public Service who have no qualifications for the positions that they currently occupy.

The 2016 Directive on Minimum Requirements for Appointment of SMS members, provided for minimum requirements as followed:

• Director and Chief Director level : Undergraduate qualification on NQF Level 7
• Deputy Director General and HOD : Undergraduate qualification and a post graduate qualification on NQF Level 8

Senior managers who are considered to have no qualification for the position they occupy are officials in positions who either does not poses the minimum NQF level qualification or qualifications have not been captured on PERSAL by the department that they work in.

b) The breakdown is provided in the table below for (i) national and (ii) provincial governments and highlights the appointments made before the 2016 Directive came into effect and those that were made after August 2016 when the Directive was already in place. It should be noted that engagements are continuing with departments to ensure that all qualification details are updated on PERSAL especially for senior managers appointed after August 2016. The DPSA is intervening to investigate appointments made after 2016 and information obtained indicates that some departments are not updating their information on PERSAL, even when senior managers are in compliance with minimum requirements.

(i) At national level, 634 senior managers were appointed before 2016 and 211 appointed after August 2016.

(ii) At the provincial level 738 senior managers were appointed before 2016 and 291 after August 2016.

National Departments	Before 1 August 2016	From 1 August 2016	As on 31 March 2023
Agriculture, Land Reform and Rural Development	25	6	31
Basic Education	3	4	7
Civilian Secretariat for the Police Service	2	0	2
Communications and Digital Technologies	7	0	7
Cooperative Governance	23	8	31
Correctional Services	35	14	49
Employment and Labour	32	12	44
Environment, Forestry and Fisheries	17	7	24
Government Communication and Information System	4	0	4
Health	30	9	39
Higher Education and Training	26	22	48
Home Affairs	20	5	25
Human Settlements	23	5	28
Independent Police Investigative Directorate	4	1	5
International Relations and Cooperation	21	12	33
Justice and Constitutional Development	9	6	15
Military Veterans	2	0	2
Mineral Resources and Energy	19	7	26
National School of Government	0	0	0
National Treasury	49	15	64
National Prosecuting Authority	61	0	61
Office of the Chief Justice	5	2	7
Office of the Public Service Commission	2	1	3
Planning, Monitoring and Evaluation	8	2	10
Police	3	1	4
Public Enterprises	9	4	13
Public Service and Administration	5	2	7
Public Works and Infrastructure	37	12	49
Science and Innovation	11	0	11
Small Business Development	4	0	4
Social Development	5	0	5
Sport, Arts and Culture	9	3	12
Statistics South Africa	13	3	16
The Presidency	10	3	13
Tourism	9	0	9
Trade, Industry and Competition	11	0	11
Traditional Affairs	6	1	7
Transport	16	6	22
Water and Sanitation	17	25	42
Women, Youth and Persons with Disabilities	2	1	3
Total	634	211	845

ii. provincial government breakdown

Eastern Cape	Departments	Before 1 August 2016	From 1 August 2016	As on 31 March 2023
	Community Safety	0	1	1
	Cooperative Governance and Traditional Affairs	7	2	9
	Economic Development, Environmental Affairs and Tourism	11	1	12
	Education	11	7	18
	Health	31	7	38
	Human Settlements	10	2	12
	Office of the Premier	3	0	3
	Provincial Treasury	0	2	2
	Public works and Infrastructure	2	1	3
	Rural Development and Agrarian Reform	10	2	12
	Social Development	7	5	12
	Sport, Recreation, Arts and Culture	6	2	8
	Transport	4	3	7
	Total	102	35	137

Free state	Departments	Before 1 August 2016	From 1 August 2016	As on 31 March 2023
	Agriculture	11	1	12
	Co-operative Governance and Traditional Affairs	5	0	5
	Economic Dev, Tourism and Environmental Affair	0	1	1
	Education	8	2	10
	Health	10	5	15
	Human Settlements	2	2	4
	Office of the Premier	4	3	7
	Police, Roads and Transport	4	2	6
	Provincial Treasury	1	0	1
	Public Works	1	1	2
	Social Development	2	0	2
	Sport, Arts, Culture and Recreation	3	0	3
	Total	51	17	68

Gauteng	Departments	Before 1 August 2016	From 1 August 2016	As on 31 March 2023
	Agriculture and Rural Development	13	7	20
	Co-operative Governance and Traditional Affairs	10	2	12
	Community Safety	4	8	12
	E-Government	7	6	13
	Economic Development	8	5	13
	Education	24	8	32
	Health	29	15	44
	Human Settlements	11	6	17
	Infrastructure Development	7	4	11
	Office of the Premier	23	5	28
	Provincial Treasury	19	11	30
	Roads and Transport	15	3	18
	Social Development	0	4	4
	Sports, Arts, Culture and Recreation	9	1	10
	Total	179	85	264

KwaZulu Natal	Departments	Before 1 August 2016	From 1 August 2016	As on 31 March 2023
	Agriculture and Rural Development	2	0	2
	Arts and Culture	5	0	5
	Co-operative Governance and Traditional Affairs	1	5	6
	Community Safety and Liaison	4	1	5
	Economic Development, Tourism and Environmental Affairs	8	8	16
	Education	20	6	26
	Finance	12	4	16
	Health	8	4	12
	Human Settlements	2	2	4
	Office of the Premier	9	4	13
	Public Works	3	1	4
	Social Development	6	5	11
	Sports, Arts and Recreation	0	0	0
	Transport	17	2	19
	Total	97	42	139

Limpopo	Departments	Before 1 August 2016	From 1 August 2016	As on 31 March 2023
	Agriculture and Rural Development	4	0	4
	Co-operative Governance, Human Settlements and Traditional Affairs	14	3	17
	Economic Development, Environment and Tourism	6	3	9
	Education	13	5	18
	Health	27	7	34
	Office of the Premier	3	0	3
	Provincial Treasury	1	1	2
	Public Works, Roads and Infrastructure	11	2	13
	Social Development	4	1	5
	Sports, Arts and Culture	2	0	2
	Transport and Community Safety	11	1	12
	Total	96	23	119

Mpumalanga	Departments	Before 1 August 2016	From 1 August 2016	As on 31 March 2023
	Agriculture, Rural Development, Land and Environmental Affairs	5	2	7
	Co-operative Governance and Traditional Affairs	3	2	5
	Community Safety, Security and Liaison	3	1	4
	Culture, Sport and Recreation	1	0	1
	Economic Development and Tourism	4	3	7
	Education	10	0	10
	Health	14	12	26
	Human Settlements	3	11	14
	Office of the Premier	9	1	10
	Provincial Treasury	6	1	7
	Public Works, Roads and Transport	8	5	13
	Social Development	8	0	8
	Total	74	38	112

North West	Departments	Before 1 August 2016	From 1 August 2016	As on 31 March 2023
	Agriculture and Rural Development	6	6	12
	Arts, Culture, Sports and Recreation	3	0	3
	Community Safety and Transport Management	2	3	5
	Cooperative Governance and Traditional Affairs	5	1	6
	Economic Development, Environment, Conservation and Tourism	2	1	3
	Education	3	5	8
	Health	3	2	5
	Human Settlements	2	0	2
	Office of the Premier	7	3	10
	Provincial Treasury	15	5	20
	Public Works and Roads	11	6	17
	Social Development	6	2	8
	Total	65	34	99

Northern Cape	Departments	Before 1 August 2016	From 1 August 2016	As on 31 March 2023
	Agriculture, Environmental Affairs, Rural Development and Land Affairs	3	0	3
	Co-operative Governance, Human Settlements and Traditional Affairs	3	0	3
	Economic Development and Tourism	3	0	3
	Education	8	2	10
	Environment and Nature Conservation	0	0	0
	Health	3	4	7
	Office of the Premier	4	1	5
	Provincial Treasury	2	0	2
	Roads and Public Works	6	1	7
	Social Development	2	0	2
	Sport, Arts and Culture	4	1	5
	Transport, Safety and Liaison	1	1	2
	Total	39	10	49

Western Cape	Departments	Before 1 August 2016	From 1 August 2016	As on 31 March 2023
	Agriculture	0	0	0
	Community Safety	0	0	0
	Cultural Affairs and Sport	0	0	0
	Economic Development and Tourism	2	1	3
	Education	0	0	0
	Environmental Affairs and Development Planning	1	0	1
	Health	7	3	10
	Human Settlements	3	0	3
	Local Government	2	1	3
	Provincial Treasury	1	0	1
	Social Development	3	0	3
	The Premier	11	1	12
	Transport and Public Works	5	1	6
	Total	35	7	42

Total for National and Provincial

National/Provincial department
	Total
	Eastern Cape	137
	Free State	68
	Gauteng	264
	Kwa Zulu Natal	139
	Limpopo	119
	Mpumalanga	112
	National	845
	North West	99
	Northern Cape	49
	Western Cape	42
	Total	1874

End

Reply:

1. The agency of the Department of Small Business Development (DSBD) – Small Enterprise Development Agency (Seda), via its technology programme which is in charge of the Incubation rollout nationally, focuses only on township and rural areas in terms of establishing new incubators. This will assist in the expansion of Seda’s footprint in both rural and township communities. Below is a graphical presentation of the new incubators that are to be established and their respective provinces/locations.

Seda has by far the biggest network of offices in the country, with 53 branches and 56 co- location points. Seda’s Co-locations are specifically established to extend access to the Small Business Development Portfolio (DSBD and its agencies, Seda and sefa) services in underserviced and rural South Africa. SBD Portfolio has also realised that there are still a number of areas where entrepreneurs and SMMEs still have to travel far for them to access services. As such, through Seda, 58 service points or access points were established during the 2022/23 financial year. The agency also employes alternative mechanisms for ensuring that services are available, such as mobile offices. A Business Development Services mapping exercise has been undertaken to identify other stakeholders that are also providing similar services to establish partnerships with them and offer services on the agency’s behalf. Information is also provided through DSBD, Seda and sefa websites and contact centers. Where possible, Seda also provides virtual interaction with those clients that can attend online training and webinars.

(2) Seda has been prioritising support to SMMEs and Cooperatives with dedicated programmes to ensure that the desired impact is realised. Amongst the dedicated programmes are the following:

The Township and Rural Entrepreneurship Pogramme (TREP) targets specific sectors and/or types of business that are to be provided with both financial and non-financial support. The support offered is tailored per targeted sector to try and ensure the best opportunities for sustainability and growth. The Sectors/business types are Artisans, Automotive businesses, Bakeries & Confectionaries, Clothing & Textile, Personal Care, Retail (including restaurants, car washes, general dealers etc.) and Tshisanyama and Cooked Food. Seda, has provided 22 233 skills development and other business development support interventions for township and rural businesses which also include interventions such as Financial Management training, Point of Sale Training, Access to funding, Basic Business skills training, Information and Business Advice, Business Plans, Training and Mentoring etc.

Seda has a dedicated programme, The Basic Entrepreneurship Skills Development (BESD) which was jointly developed by Seda and German Federal Ministry for Economic Cooperation and Development via Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) since 2012. The programme is funded by the National Skills Fund for an amount of R84 million. The BESD approach utilises coaching as an innovative methodology to facilitate and reinforce learning and development support to emerging entrepreneurs.

Seda has an Entrepreneurship in Schools Programme that encourages learners to consider entrepreneurship as an alternative career to employment. The main objective of the programme is:

• To influence the mind set of learners by encouraging them to become job creators instead of job seekers once they leave the schooling system.
• To equip learners with entrepreneurial knowledge and skills needed to start and manage their businesses; and
• To improve entrepreneurial activity amongst the learners and educators.

Entrepreneurship in Schools (Step up to a Start Up) is a Programme together with Primestars that will support educators through Boot camps to create entrepreneurship awareness amongst the youth and educators. To date, Seda has supported 13 190 student beneficiaries.

The Enterprise Coaching programme is one of Seda’s flagship programmes aimed at developing and enhancing the competencies of business owners by providing them with knowledge, skills and tools needed to grow their businesses. It is a 10-month coaching programme. Coaching sessions include topics such as financial assistance, self-aware mastery, social marketing strategies, financial management and debt counselling, the dtic incentives, worker’s motivation, productivity, best practices in business. Successful entrepreneurs were invited to share challenges, successes of running a successful business, for example, in the manufacturing sector. A total of 159 enterprises were supported in the 2022/23 financial year. All of the supported enterprises recorded an increase in turnover and more than 374 jobs created.

Seda through its Learning Academy has also developed different training programmes. These programmes are credit bearing and accredited by the Services Seta. Quality training aims to assist organisations of all types to implement and operate the Quality Management System (QMS) to increase effectiveness, consistency, and customer satisfaction, explain the benefits of implementing QMS and understand the quality, management principles. Whilst Food safety introduces Food Safety, Understand Pre-Requisite programme, HACCP (Hazard Analysis, Critical, Control, Point) system and HACCP principles and Implementing a Food Safety Management System.

Clients are also supported with access to Local markets through Pop-Up Markets in collaboration with our strategic partners. Following are a few recent examples:

• Seda Namakwa Branch conducted their Pop-Up market from 28th of February 2023 to 1st of March 2023 where various clients exhibited their products and services. Eighteen (18) Exhibitors were in attendance.
• Seda ZFM Branch hosted the Pop-Up Market from 2nd to 3rd of March 2023 in Upington.
• The Nkangala Branch held a Pop-up market on the 17th of March 2023, in Delmas, and 25 SMMEs exhibited their products and services in partnership with Victor Khanye Local Municipality and Standard Bank.
• Seda Limpopo hosted a Pop-Up market in collaboration with the Groblersdal Mall in February 2023.
• The Mopani Branch in conjunction with the district and local municipalities hosted two (2) Popup markets and one (1) in Waterberg on 31st of March 2023.
• The SBD Portfolio in Limpopo, in collaboration with Exxaro, hosted a three-day Mall Activation at Lephalale Mall from the 24th to the 26th of March 2023. Twenty-two (22) local entrepreneurs from the manufacturing, arts & craft, agriculture, and service sector participated in the exhibition.
• Pop-Up markets were held in the Brits Mall with ten (10) SMMEs and Letlhabile Mall with fifteen (15) SMMEs exhibiting. Both events were held on the 31st of March 2023 ending on 1st April 2023.

Seda’s Export Development Programme (Trade Facilitation /Promotion) aims to contribute to the creation of a dynamic and successful SMME sector in South Africa by facilitating an improvement in the sector’s international competitiveness. Priority was given to enterprises owned by previously disadvantaged individuals. Missions and exhibitions that Seda participates in are determined by the Department, in line with government’s strategy.

The SheTrades programme is a partnership between the International Trade Centre (ITC), DSBD and Seda to promote Women’s Entrepreneurship. ITC SheTrades has set up a Hub in South Africa in order to help South African women entrepreneurs increase their international competitiveness and connect to national, regional and global markets through the SheTradesZA Hub. The primary objective of the Hub is to connect at least 10 000 women owned businesses to markets by 2024. This is part of South Africa’s contribution to ITC's goal of connecting three million women entrepreneurs to markets by 2023. Through the programme, women-owned businesses will be able to:

• Connect to potential buyers, investors, suppliers, business support organizations and SheTrades partners.
• Learn skills to boost business potential through free e-learning courses, on-site workshops and webinars.
• Receive support to attend national, regional, and international trade fairs.
• Get chances to participate in B2B meetings.
• Access to investment opportunities.
• Increased visibility and larger network in international markets.

A total of 3004 women have registered as at the end of March 2023.

A partnership between Seda, GIBBS and the Cherie Blair Foundation for Women was forged. The Cherie Blair Foundation has an award-winning Mobile App that offers women entrepreneurs essential business training and support on the go. It features a range of learning tracks on topics including launching a business, accessing finance, expanding market access, e-commerce and mobile money.

• Seda practitioners have been trained on the HerVenture App to assist clients.
• Preparations are underway to create more awareness of the programme.
• Access to information on Research Publications that is now made available to entrepreneurs.
• Entrepreneurs are sharing their best practices.
• Training sessions for specific areas of interest by SMMEs have indicated the importance of the APP and the acceptance as well as the participation in the training.
• The APP has indicated that it is an influencer to competition amongst the users.

Supplier Development Programme is aimed at strengthening the performance of supplier firms by enabling them to acquire the skills and capacities required to make them globally competitive. The programme attempts to raise awareness on opportunities available to supply to corporates and state-owned enterprises. Through the programme and partnerships many of Seda clients secure contracts with mines and large retail companies such as Anglo, Pick n Pay, SPAR, SAPPI, to supply their goods and services and register as suppliers on their databases.

Manufacturing Support Programme responds to the specific current challenges, needs, skills and capabilities of the country’s SMMEs in the manufacturing sector, while at the same time charting a path to assist SMME manufacturers to be competitive. Typical interventions include quality training, implementation of quality systems, product certification and testing, etc. These interventions help clients to also gain access to local and international markets. Seda is also rolling out an Access Point programme to improve access to Seda services by SMMEs.

The Small Enterprise Finance Agency (sefa) as a development finance institution acknowledges the importance of long-term sustainability of small businesses as they are important in reducing inequality, poverty and unemployment. Through its financing programme, sefa is enabling SMMEs to expand and grow. As part of post-investment support services small business are provided with mentoring and business support. During the quarter 4 of the 2022/23 financial year, sefa initiated a business diagnostic project with 144 clients funded under the Township Rural Entrepreneurship Programme (TREP). The diagnoses conducted focused on the following:

• Owner capability and shortcomings,
• Financial sustainability focusing on development of financial discipline, financial planning and profitability of the business.
• Efficient utilisation of Human capital/resources,
• Efficient and effective operational systems,
• Creating sustainable market share,
• Technical know-how and looking at possible improvements and systems.

The diagnostic results indicate the following:

• Load shedding is affecting most of the businesses.
• No financial systems in place as most of them are not recording their business transactions.
• Most businesses have no clear market.
• Some of the businesses are poorly located, impacting their ability to attract new markets.

sefa continually works with its clients to understand their challenges as to better support these businesses in growing the South African economy. Business support and mentoring are essential ingredients that add value to SMMEs and ensure their continued growth and sustainability in these trying economic times.

Reply:

a) What are the reasons for the overspending of 119.2% on claims projected for the second and fourth quarter but were paid in the third quarter of the financial year?

I have been advised that Departments are required in line with section 40 (4) of the PFMA Act No.1 of 1999 to provide National Treasury with a breakdown per month of the anticipated revenue and expenditure for the financial year, on the 28th of February, which is one month before the beginning of a financial year.

The National Treasury approved monthly cash flow projections are drawn down per month from April and kept in the departmental bank account referred to as the Pay Master General (PMG) account. Payments are processed once fully compliant documents are submitted to Finance.

The reason for the cashflow variance of 119.2% is the timing misalignment between actual cash disbursement and planned cash payout. Factors that contribute towards this misalignment are milestones in projects either being delayed or reached earlier than the cash flow. In instances of goods and services, it could also be due to early or late deliveries of orders.

Finance can only process transactions upon receipt of fully compliant supporting documents.

b) Why was it necessary to pay the claims in the third quarter of the financial year, when they were projected for the second and fourth quarters?

I have been advised that cash flow projections and plans are based on estimated values and dates. As part of cash flow management and compliance with Treasury Regulations 8.3.2, claims are processed within 30 days of receipt by Finance.

It should be noted that the utilisation of the available cash did not lead to overspending on the overall vote.

Reply:

a) The DWS is participating in nationwide discussions to find sector wide solutions to the impact of loadshedding on delivery of water and sanitation services. This challenge requires collaboration with municipalities, water boards and ESKOM, among other institutions. DWS proposed recommendations for consideration are as follows.

1. Water Boards and municipalities should maximize water treatment while electricity is available.
2. Water Boards and municipalities should revise the minimum operational levels for their reservoirs to increase storage capacity.
3. Water Boards and municipalities should endeavour to increase their water treatment and reservoir storage capacity to enable them to better manage periods of load shedding. Households should be encouraged to install their own storage capacity, such as rainwater catchment tanks.
4. All municipalities and Water Boards should either apply to Eskom for exemptions from load shedding (where they obtain electricity directly from Eskom) or work with their municipal electricity departments to isolate their water and sanitation infrastructure. In some cases, where water and sanitation infrastructure cannot be isolated from local electricity grids, it may not be possible. In some instances, making this effective might require additional switching and cabling to limit the size of affected electrical supply zones. Where Eskom directly supplies a strategic installation (such as a major Water Board pump station) it may be necessary for Eskom to limit the electricity supply zone area so as not to impede their load shedding options.
5. Municipalities which are water service authorities should develop integrated response plans to keep water flowing during load shedding. These response plans should be integrated across the water and sanitation, electricity, and other divisions of the municipality.
6. Eskom should quickly review its processes for dealing with requests for exemptions from load shedding for water and sanitation infrastructure, with a view to making them more simple and quicker.

 

 

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Reply:

1. The Small Enterprise Development Agency has adjudicated 78 and signed contracts with 52 access points during the 2022-23 financial year as shown below. The additional twenty-six (26) access points will be contracted during 2023/24 financial year.

Furthermore, since the beginning of the sixth administration, sefa has provided financial support as follows in the rural towns and villages of South Africa:

Township per Province and District

Rural per Province and District

a) The Small Enterprise Development Agency is working with municipalities through the DDM model to expand its co-location points working through Local Economic Development with the municipalities, this will expand its footprint in the rural communities.

Also, over the MTEF period, sefa plans to disburse as follows to rural towns and villages:

Measurement Indicator	FY2023/24	FY2024/25	FY2025/26
Disbursements to township-based enterprises (R’000)	R586 647	R645 312	R709 843
Disbursements to enterprises located in rural towns and villages (R’000)	R938 636	R1 032 499	R1 135 749

Reply:

(a) The Department of Basic Education condemns schools which have grown intolerant of black learners, male and female, keeping their Afro hair to a point of even cutting learners’ hair; as it happened in the Endlozana Primary School, kwaNongoma; thus negatively impuning on the learners' dignity and their religious beliefs; as they belong to the Nazareth Church.  This practice is unconstitutional, intolerant and misaligned with the spirit of diversity and social inclusion in schools, expressed in the education policy frameworks to guide such matters. 

Schools that are affected by this phenomenon often quote the School Codes of Conduct that tend to require children to dress their hair in a particular fashion.  Many years ago, when this matter of hair arose for girls, the Sector resolved that School Codes of Conduct must be periodically reviewed for prejudice and discrimination; and immediately revised when findings of the review points out to existence of discrimination.  Currently, the Department is working with the South African Human Rights Commission (SAHRC), Equal Education Law Centre (EELC), and the Centre for Child Law to develop an human rights compliant exemplar code of conduct for schools in order to assist schools to avoid human rights violations of whatever nature.

(b) Provincial Education Departments will be in a position to activate consequence management (i) support principals and (ii) teachers regarding prevention and management of discrimination, prejudice and related intolerance in school management.

Reply:

The Small Enterprise Development Agency (Seda) and Small Enterprise Finance Agency (Sefa) raise awareness of their products and services particularly in rural communities through entrepreneurship awareness sessions, these are organized by the branches of the entity and in collaboration with municipalities and private sector partners.

Our agencies also use community radio stations, social media platforms, sector specific webinars, and pop-up markets to expose their products and services. Seda will now also use its access points to send out information to the nearby communities particularly in the rural areas where there is no direct presence.

During the 2022/23 year, Seda trained more than fifteen thousand one hundred and nineteen (15,119) SMMEs on various programmes and courses. These includes courses amongst many other Basic Business Skills, Business Start-Up 1, Cybercrimes, HACCP Awareness, Food Safety, QMS, SARS Incentives, Export Awareness, Costing, Empretec, Business Planning, Business Model Canvas, Community Public Private Partnership, Art of Pitching, Customer Care, Retail Management, Design Thinking, Green Economy, etc. Training are needs based and often presented in collaboration with our partners.

As part of reclaiming components of the township economy Seda has also forged key skills development partnerships namely:

• A 3-year partnership with the National Skills Fund (NSF) and W&R Seta to benefit 15 000 beneficiaries. The aim of the project is to recruit unemployed graduates with Accounting and Business Management qualifications to be trained on New Venture Creation, Coaching, and Mentorship Programme to enhance their skills to provide support to Micro Enterprises. Seda will use coaching as an innovative methodology to facilitate and reinforce learning and development support to Micro Enterprises and the unemployed graduates will be trained on new venture creation as well as business coaching to enable them to transfer skills and knowledge to Micro Enterprise owners..

In 2021, DSBD, Seda and Merseta signed an agreement for Merseta to release a discretionary grant to Seda to the value of R 50 million. The funding will be provided in phased approach over a 3-year period. The purpose is to train small enterprises in the Automotive Trade Sector as well as facilitate Artisan Recognition of Prior Learning (ARPL).

Furthermore, information is also provided through the Department of Small Business Development (DSBD), Seda and the Small Enterprise Finance Agency (sefa) websites and contact centres. The DSBD also participates in Municipal LED Forums organised by the Municipalities / Provincial and National Government in various Provinces across the country. These include Business Forums, Izimbizo, Summits / Conferences, Community Outreach Programmes, Road Shows and other programmes. The DSBD uses these platforms to share information regarding the services that are available to SMMEs and Co-operatives offered through sefa and Seda. Participants at these engagements are also directed to Seda and sefa offices that are found across the country to acquire further assistance regarding the initiatives of the Department and its agencies.

Reply:

(a) Government aims to pay all service providers within a 30 day time period. The late payment in KZN is related to difficulties experienced in that province linked to the inability of a service provider to fulfil its obligations in terms of a recent tender.

(b) The NSNP in the provinces, has since been stabilised; and feeding in schools has been fully restored.

Reply:

The non-achievement of this indicator in the third quarter was linked to ambiguity in the Technical Indicator Descriptor and not programme implementation. The matter has since been addressed.

Reply:

The Mopani District Municipality has the responsibility of developing and maintaining water and sanitation services infrastructure within its area of jurisdiction as a Water Service Authority (WSA). The Department of Water and Sanitation is supporting the Municipality through various programmes to ensure infrastructure is developed for the efficient provision of water services to communities. This support is provided through the Regional Bulk Infrastructure Grant (RBIG) and Water Services Infrastructure Grant (WSIG) for groundwater development (drilling, equipping and distribution) to augment water supply to communities in Mopani DM.

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Reply:

The Giyani Water Treatment Works (WTW) was upgraded by the Mopani District Municipality (DM) through the Municipal Infrastructure Grant (MIG) funding administered by the Department of Cooperative Governance and Traditional Affairs (COGTA). That component of the WTW functioned briefly after completion but was subsequently shut down due to structural defects at the pump station. The Mopani DM is handling the matter internally to in terms of applying consequence management against responsible parties that were involved in the project.

During the 2022/23 financial year, the Department approved business plans and provided funding through Water Services Infrastructure Grant (WSIG) to address the capacity constraints at the Giyani WTW. The project is implemented in two phases as follows:

• Phase 1 includes, refurbishment of the existing 30Ml/d WTW to restore its capacity to provide water to the 55 villages.
• Phase 2 includes upgrade of the WTW with additional 10Ml/d to meet the current and future water demands in Giyani. This will include refurbishment and upgrade of some components of the failed 6,5Ml/d WTW.

Implementation of Phase 1 is underway with overall progress at 13%. It is anticipated that the project will be completed by December 2023. Phase 2 is being planned and will be funded through the Regional Bulk Infrastructure Grant (RBIG). The implementation of this project is planned to commence in April 2024.

 

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Reply:

a) I have been advised that the Gazelles Programme was discontinued at the beginning of the 2022/23 financial year and by the time it was discontinued, a budget of R29.8 million was already allocated to this programme during the Estimates of National Expenditure (ENE) process and the related cash flow already approved by National Treasury.

b) A decision was taken to discontinue the Gazelles programme after the MTEF process had closed. The funds were originally allocated to Seda for the discontinued Gazelles programme, whilst a decision was taken to fund the Blended Finance programme – the Youth Start Up programme, which is implemented by sefa.

c) The misalignment was known at the beginning of the financial year as stated in (a) above and the corrective measure was to request and receive approval from national treasury. The approval was granted in November 2022. There was a two-month delay in getting the related cash flow approved. The cash flow approval was in January 2023. It needs to be noted that the department has not exceeded the overall allocated 2022/23 budget.

During the Adjustment Estimates of National Expenditure (AENE) process, DSBD requested for reprioritisation of the Gazelles allocated budget to the Youth start-up programme to be implemented by sefa under the umbrella of the Blended Finance line item. The reprioritisation was approved by National Treasury and the Department was requested to submit the revised cash flow by the 9th of January 2022.

The cashflow for the discontinued Gazelles programme was in November 2022 and it was decided that the available cash for this programme should be redirected to the Youth start-up programme to ensure that the new programme is not delayed any further. Waiting for the cashflow process to be finalised in line with National Treasury’s timelines was going to result in a delay of two months as the revised AENE cashflow was only approved on 23 January 2023.

Reply:

I have been informed that the department is aware of the new Preferential Procurement Regulations issued on 4 November 2022 and as a result have made the changes to the departmental Supply Chain Management policy as follows: -

The preferential points for bids below R50 million which is for bids based on 80/20 principle are allocated as follows:

• 6% for Women-Owned Businesses
• 12% for Black-Owned Businesses
• 2% for SMMEs

Awarding of the bid is based on 80% for price and 20% for preferential points as stated above.

The preferential points for bids above R50 million which is for bids based on 90/10 principle are allocated as follows:

• 2% for People Living with Disabilities
• 2% for Women-Owned Businesses
• 2% for SMMEs
• 4% for Black-Owned Businesses

Awarding of the bid is based on 90% for price and 10% for preferential points as stated above.

Reply:

The Department of Public Service and Administration (DPSA) has developed the Digital Government Policy Framework and the Public Service Digital Transformation Strategy as part of initiatives to guide the public service in embracing the use of Artificial Intelligence in planning and service delivery. Government considers, AI “as a set of computer science techniques that enable systems to perform tasks normally requiring human intelligence, such as visual perception, speech recognition, decision making, and language translation”.

The following are already being implemented to ensure that the transformative nature of AI is fully harnessed:

1. The department is leading research into the Future of Work and the required skills in partnership with the Public Service Education and Training Authority (PSETA), WITS and TUT;
2. A skills audit is being rolled out using the Public Service Skills Audit Methodology to identify the current skills, qualifications and competencies that are already available within the state;
3. Full rollout of the GovChat platform, which is a chatbot-based solution that enables citizens to access government services and information via popular social media platforms. The GovChat platform proved very efficient during the lockdown period as government responded to the COVID-19 pandemic where it made it easier for citizens to interact with the government and access services;
4. Taking advantage of partnerships with the Private Sector to deliver services digitally;
5. Making use of digital booking system to manage long ques and speed service delivery for popular services such renewal of vehicle and driver licenses (Department of Transport), IDs and passports (Department of Home Affairs), registration of learners in schools (Education) and delivery of chronic medication (Department of Health);
6. Continued innovation at the South African Revenue Service showcasing how technology can be used to improve organisational performance, leading to citizen satisfaction;
7. Use of WhatsApp, USSD, and email platforms to process 14 million Social Relief of Distress (SRD) Grant applications, and successfully granting six million qualifying applicants in a short space of time by the South African Social Security Agency (SASSA)
8. The Department of Communications and Digital Technologies’ partnership with several universities to establish AI institutes to promote skills development and innovation; And
9. The promotion of AI linked softwares and workspaces for office productivity and functionality.

The Department is alive to the possibilities that AI will have in revolutionising industries as diverse as health care, education, law, criminal justice, journalism, aerospace, and manufacturing, with the potential to profoundly affect how people live, work, and play. However, it also acknowledges the existence of significant obstacles that require attention, including ethical considerations in AI usage, tackling the issue of data scarcity, ensuring universal access to AI benefits, and addressing the digital divide, among other challenges.

To fully capitalize on the potential of AI, it is crucial for all participants in the ecosystem to play their respective roles. These include:

1. Government: Policy makers must adopt a long-term perspective and act as coordinators and regulators of the ecosystem to ensure that its benefits are accessible to all.
2. Academia: Academia drives state-of-the-art research, serves as a breeding ground for tomorrow's high-growth AI start-ups, and must collaborate with industry to continuously retrain the workforce.
3. International AI community: Collaboration with the international AI community is vital for South Africa's development in AI, as it will enable the country to compete on a global level.
4. Industry: Industry is responsible for providing broadband connectivity, funding, expanding the use of AI technologies, and retraining the workforce for an AI-enabled future.
5. Civil society: Civil society is responsible for extending the advantages of AI to underserved communities and serves as an alarm system for regulating AI risks in the future."

The National School of Government (NSG) continues to host Masterclasses to create awareness on the use of artificial intelligence in the public service.

The DPSA, in partnership with the Centre for Public Service Innovation (CPSI), the Wits School of Governance, the DCDT and international partners including the Danish Agency of Digitisation, the OECD and the United Nations University is compiling global best practices to strengthen streamlining of open digital governance and transformation. Denmark is the highest-ranking country on the eGovernment Survey and according to the 2022 UN eGovernment Survey, South Africa is ranked the highest on the Continent on digitisation and digital transformation and this approach will assist the country to retain the top spot.

The CPSI is also investing in supporting innovators within and outside of government who contribute to the digitisation and digital transformation of the Public Sector including through “hackathons” and piloting projects such as Guardian Health which uses AI in improving diagnostics in Health. Top of FormThe approach to the adoption of AI is rooted in the professionalisation and wage bill management imperative for meeting the needs and expectations of society through improving the efficiency and effectiveness of office work by automating routine tasks, improving collaboration, and providing intelligent insights and recommendations.

The department acknowledges the numerous advantages that can be attained by integrating AI into various sectors and the abovementioned approach showcases how these and the challenges are being comprehensively responded to.

Bottom of FormEnd

Reply:

(1)(a) The Department of Home Affairs is a participant in the National Treasury’s RT61-2018 transversal contract for the hiring and leasing of aircrafts and helicopters to the state. Thirteen (13) service providers who are accredited on this contract were approached to submit quotations for the service. Out of the thirteen service providers, three responded. The Department selected the cheapest option from the quotations which were received.

(1)(b) The information is as follows:

(i) The quotes received were from:

• National Airways Corporation;
• Y and P Logistics;
• Cobra Aviation.

(ii) The total quoted amount for each is as follows:

• National Airways Corporation: R 1 412 927.00;
• Y and P Logistics: R 1 546 700.00; and
• Cobra Aviation: R 1 997 000.00.

(iii) National Airways Corporation was selected to render the service at an amount of R1 412 927.00.

2. No, the Department will not attempt to recover the costs relating to the charter flight from G4S. The Department does not have a legal basis to recover the cost of the charter flight from G4S as there is no contract or contractual relationship with G4S.

END

Reply:

(1) I have been informed by the Department that the details of infrastructure maintenance and beautification programmes for 2019 – current are as follows:

2019-current 1 .(a) Infrastructure maintenance and beautification programmes that have been initiated and concluded	1(b) Dates in each case
Infrastructure maintenance programme in 19 National Parks (National State-owned Assets) : Arid Region (Kgalagadi, Namakwa, Augrabies, Richtersveld National Parks); Frontier Region (Addo Elephant, Camdeboo, Mountain Zebra & Karoo National Parks); Garden Route Region (Wilderness, Knysna & Tsitsikamma National Parks); Cape Region (West Coast, Table Mountain, Bontebok, Agulhas, Tankwa Karoo National Parks); Northern Region (Golden Gate, Marakele, Mapungubwe National Parks) Kruger National Park (North and South Region National Parks)	2019-2023, project completed
Infrastructure maintenance programme in Provincial State Owned Assets The following projects in five provinces are being implemented as part of the 2023/24 Annual Performance Plan Eastern Cape Double Mouth Nature Reserve Oviston Nature Reserve Mpofu and Fordyce Nature Reserve Baviaanskloof Nature Reserve Thomas Baines Nature Reserve Cwebe & Dwesa Nature Reserves Free State Gariep Dam Resort Maria Moroka Resort Phillip Saunders Resort Sterkfontein Dam Nature Reserve Limpopo Makapans Valley World Heritage Site Nwanedi Nature Reserve Blouberg Nature Reserve Musina Nature Reserve Modjadji Nature Reserve Mpumalanga Manyeleti Nature Reserve Andover Nature Reserve Songimvelo Nature Reserve SS Skosana Nature Reserve Western Cape Lookout Hill Khayelitsha De Hoop Nature Reserve Wolwekloof Nature Reserve Cederberg Wilderness Area Goukamma Nature Reserve Kogelberg Nature Reserve The following projects are being implemented as part of the 2023/24 Operational Plans NC Doornkloof Nature Reserve NC Rolfontein Nature Reserve NC Goegap Nature Reserve GP Suikerbosrand Nature Reserve EC Hluleka Nature Reserve KZN J L Dube Precinct NW Mafikeng Hotel School NW Pilanesberg Nature Reserve	Conditional assessments were completed in 2021/22, contractor procurement was completed in 2022/23 and implementation rolled out from 2022/23 In 2023/24 implementation will commence on the NC and GP projects. In 2023/24 planning is being concluded for EC, KZN and NW projects, implementation is subject to budget availability.

(2) Programme	(a) Budget allocated for each programme	(b) Actual amount spent on each programme	(c) What processes, procedures, and mechanisms are in place	(d) Timelines, deadlines, milestones and time frames	(e) Criteria by which it is measured
Infrastructure Maintenance in 19 National Parks funded by the Department of Tourism	R120,000,000	R119,999,945	The implementation of the programme was continually monitored through quarterly PSC meetings, site visits, monthly financial and progress reporting.	The programme implemented by SANParks started in 2019. The quarterly targets were to monitor the implementation of the programme until its completion in March 2023.	The programme aimed to create jobs and SMME opportunities and improve the core tourism infrastructure product offering. These were therefore measured according to the number of work opportunities in the programme. The labour statistics are as follows: 953 temporary jobs were created in some of the most remote areas of the country, 67 SMMEs recruited with 345 women and 519 youth employed in the programme.
Infrastructure Maintenance Programme in 19 National Parks funded from the Presidential Employment Stimulus (PES) Fund	R 25,582,809	R 25,582,809	The implementation of the programme was continually monitored through quarterly PSC meetings, site visit, monthly financial and progress reporting	October 2021 - June 2022	The labour statistics are as follows: 639 temporary jobs were created in some of the most remote areas of the country, with 396 of the EPWP participants youth (62%) and 272 women (43%).
Infrastructure maintenance programme in Provincial State Owned Assets	R 124 417 191	Programme is currently being implemented, budget spend can only be provided once the programme has been completed.	The implementation of the programme is continually monitored through monthly site visits, meetings, financial and progress reporting.	As outlined in the table above	The programme aimed to create job and SMME opportunities and improve the core tourism infrastructure product offering. These were therefore measured according to the number of work opportunities in the programme.

(3) What was the set and actual conclusion date for each programme in each case?

The Infrastructure Maintenance Programme in National Parks funded by the National Department of Tourism commenced in 2019 with a 24-month term for implementation. However, with a disruption caused by COVID-19 in 2020, the programme was therefore extended and was completed in March 2023. The Infrastructure Maintenance Programme in National Parks funded through the Presidential Employment Stimulus (PES) Fund was implemented between October 2021 - June 2022. The Infrastructure Maintenance Programme in Provincial State Owned Assets is currently being implemented as indicated in the Tables above.

Reply:

REPLY 1 April 2021 – March 2022 1(a) Capacity-building programmes initiated and concluded	1(b) Dates in each case	1(c) Number of participants selected for each programme	2(a) What number of participants completed and graduated in each programme respectively	3(a) Budget allocated for each programme	3(a) Actual amounts spent for each programme **
Food and Beverage Cluster 3 (Northern Cape, Eastern Cape & Western Cape)	Start date: 01/09/2021 End date: 31/03/2023	340	225 (EC: 55, WESTERN CAPE: 98 and NC:72)	R 20 380 280.00	R15 351 303.00
Gauteng - Food Safety Quality Assurers	Start date: 01/08/2021 End date 31/01/2023	165	108	R 10 119 680.00	R8 007 541.00
Western Cape Food Safety Quality Assurer	Start date: 28/05/2021 End date: 31/08/2022	170	111	R 11 118 478.00	R8 620 874.00
Free State Professional Cookery	Start date: 02/09/2021 End date: 31/03/2023	120	108	R 7 127 038.00	R6 654 549.00
Northern Cape Professional Cookery	Start date 26/05/2021 End date: 31/12/2022	60	39	R 4 192 995.00	R3 257 554.00
Free State Hospitality Youth Training Programme (Fast Food Services)	Start date 01/11/2019 End date: 30/09/2023	250	235 learners active, 8th months at host employers. They will exit in June 2023.	R 17 462 400.00	R11 365 326.00
Kwa Zulu Natal & Western Cape Wine Service Training	Start date: 01/09/2021 – End date: 31/12/2022	252 100 KZN 152 WC	224 88 KZN 136 WC	R 17 181 791.00 was allocated to both Provinces managed by one service provider.	R16 335 587.00

REPLY 1 April 2022-March 2023 1(a) Capacity-building programmes initiated and concluded	1(b) Dates in each case	1(c) Number of participants selected for each programme	2(a) What number of participants completed and graduated in each programme respectively	3(a) Budget allocated for each programme	3(a) Actual amounts spent for each programme **
Food and Beverage Cluster 3 (Northern Cape, Eastern Cape & Western Cape)	Start date: 01/09/2021 End date: 31/03/2023	340	225 (EC: 55, WC: 98 and NC:72)	R 20 380 280.00	R15 351 303.00
Free State Professional Cookery	Start date: 02/09/2021 End date: 31/03/2023	120	108	R 7 127 038.00	R6 654 549.00
Free State Hospitality Youth Training Programme (Fast Food Services)	Start date 01/11/2019 End date: 30/09/2023	250	235 learners active, 8th months at host employers. They will exit in June 2023.	R 17 462 400.00	R11 365 326.00
Gauteng Food Safety Quality Assurers	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R249 382.00
Western Cape Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R228 690.00
North West Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R252 005.00
Limpopo Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R 1 177 375.00	R337 410.00
Mphumalanga Food Safety Quality Assurers	Start date: 01/03/2023 End date: 31/09/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 177 375.00	R343 754.00
Western Cape Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 346 310.00	R329 670.00
North West Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 362 295.00	R313 335.00
Limpopo Service Training	Start date: 10/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 361 375.00	R621 977.00
Mpumalanga Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 360 225.00	R624 487.00
KwaZulu Natal Wine Service Training (Skills programme 3 months)	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 320 320.00	R598 130.00
Mpumalanga Food and Beverage (learnership 12 months)	Start date: 01/03/2023 End date: 31/08/2024	100	*Training delivery and placement with the host employers in progress	R6 786 350.00	R753 407.00
Limpopo Food and Beverage	Start date: 01/03/2023 End date: 31/08/2024	100	*Training delivery and placement with the host employers in progress	R6 786 350.00	R737 963.00
Gauteng Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	120	*Training delivery and placement with the host employers in progress	R8 074 920.00	R805 727.00
KwaZulu Natal Food and Beverage	Start date 01/03/2023 End date: 30/09/2024	140	*Training delivery and placement with the host employers in progress	R8 457 330.00	R1 901 944.00
North West Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	100	*Training delivery and placement with the host employers in progress	R6 740 600.00	R1 141 625.00
Free State Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	100	*Training delivery and placement with the host employers in progress	R6 089 100.00	R818 010.00

REPLY SINCE 1 APRIL 2023 1(a) Capacity-building programmes initiated and concluded	1(b) Dates in each case	1(c) Number of participants selected for each programme	2(a) What number of participants completed and graduated in each programme respectively	3(a) Budget allocated for each programme	3(a) Actual amounts spent for each programme **
Free State Hospitality Youth Training Programme (Fast Food Services)	Start date 01/11/2019 End date: 30/09/2023	250	235 learners active, 8th months at host employers. They will exit in June 2023.	R 17 462 400.00	R11 365 326.00
Gauteng Food Safety Quality Assurers	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R249 382.00
Western Cape Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R228 690.00
North West Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R252 005.00
Limpopo Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R 1 177 375.00	R337 410.00
Mpumalanga Food Safety Quality Assurers	Start date: 01/03/2023 End date: 31/09/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 177 375.00	R343 754.00
Western Cape Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 346 310.00	R329 670.00
North West Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 362 295.00	R313 335.00
Limpopo Service Training	Start date: 10/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 361 375.00	R621 977.00
Mpumalanga Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 360 225.00	R624 487.00
KwaZulu Natal Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 320 320.00	R598 130.00
Mpumalanga Food and Beverage	Start date: 01/03/2023 End date: 31/08/2024	100	*Training delivery and placement with the host employers in progress	R6 786 350.00	R753 407.00
Limpopo Food and Beverage	Start date: 01/03/2023 End date: 31/08/2024	100	*Training delivery and placement with the host employers in progress	R6 786 350.00	R737 963.00
Gauteng Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	120	*Training delivery and placement with the host employers in progress	R8 074 920.00	R805 727.00
KwaZulu Natal Food and Beverage	Start date 01/03/2023 End date: 30/09/2024	140	*Training delivery and placement with the host employers in progress	R8 457 330.00	R1 901 944.00
North West Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	100	*Training delivery and placement with the host employers in progress	R6 740 600.00	R1 141 625.00
Free State Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	100	*Training delivery and placement with the host employers in progress	R6 089 100.00	R818 010.00

* I have been informed by the Department that learners get placed after the theoretical training. Placement is done for all the learners since it is part of their learning process, what is not guaranteed is the appointment of learners after completion of the programme.

** In terms of the unspent budget, the budget shows the full amount set aside for the specific skills programme. The skills programmes are mostly at the beginning of the implementation hence it shows such high unspent budget. As and when the project unfolds, the money will be paid to learners for stipends and the service providers are paid for training and project management fees. The money is paid in line with the achievement of the set milestones for the project which is spread over the project time.

(2) (b) How are participants selected for each programme?

The approved advertisement from the Department is published through the various platforms such as online platform; departmental website, uploaded through the provincial departments and municipalities as well as appointed service providers’ website. The recruitment and selection of prospective learners is managed by the appointed service provider in consultation with the Department.

(3) (a) What was the budget allocated for each programme and actual amount spent for each programme?

 

Please see tables above on the budget allocated and amount spent per programme.

(b) What processes, procedures and/or mechanisms are in place to ensure that each programme is completed by the required date/?

The Department has the following mechanism and instruments in place to manage the implementation of unemployed youth training programmes:

Service Level Agreements and Business Plan signed between the department and the implementing agents:

• Enforce compliance in line with the PFMA, SCM processes, Preferential

Procurement and Broad-Based Economic Empowerment Act.

• Monitor and evaluate projects delivery in accordance with the agreed scope of work assessment of performance,
• Report breach of contract based on project performance during implementation to management, seek legal advice on identified areas and SCM on procurement matters especially the tender deviation process (Tender documentation).

(4) (a) What are the timelines, deadlines, milestones and time frames in respect of each programme?

Project timeline is as follows:

Upon appointment of the service provider, the development, vetting process and final approval of the service level agreement (SLA) and conclusion of the project Business Plan (BP) are finalised. Project implementation is 12 months, the set timeline is 18 months which makes provision for submission of the completion report and project annual financial statements accompanied by supporting evidence.

 

Deadline is set out in the signed SLA. On or before the 5th of every month the appointed service provider submits the following to the department:

Project Progress Report (PPR) on project expenses incurred and status of achieved deliverables for assessment and approval by the Department.

EPWP report on number of active learners and drop outs, number of job days accumulated, monthly stipend expense and 1% UIF contribution. It should be noted that the report is accompanied by signed attendance registers as evidence on payment processed.

Milestone document: clearly defines all project milestones from 1-5 on deliverables, submission of all required evidence and payment due to the service provider upon assessment and approval of achieved deliverables.

(b) What are the criteria for measuring it?

The signed SLA, BP and implementation plan are used as instruments to measure the overall training deliverables. It should be noted that the impact of the training is measured according to the retention or absorption rate of skilled learners into temporary or permanent employment opportunities.

(c) What was the set conclusion date for each programme in each case and actual conclusion date for each programme in each instance respectively?

 

The information on project start date and end date is included in the above tables under the column 1(b).

 

Reply:

Kindly note that the matter is not under my control and therefore I cannot account for it as per the provision of section 92(3)(b) of the Constitution and Rule 134(5)(b) of the NA Rules.  

Reply:

Kindly note that the matter is not under my control and therefore I cannot account for it as per the provision of section 92(3)(b) of the Constitution and Rule 134(5)(b) of the NA Rules  

Reply:

(1) I have been informed that the total GTIP grant disbursements between 1 April 2022 and 31 March 2023 amounted to R13 663 433 million. In addition to disbursements in the 2022/2023 financial year a further R22.3 million was registered as commitments for 31 GTIP applicants that were approved and another five approved applicants for which grant adjustments were approved. Once contracts between the IDC and approved applicants are concluded to trigger project implementation, registered commitments will change to disbursements.

An additional amount of R130 million was also transferred to the IDC from the Department in the 2022/2023 financial year to recapitalise the GTIP and ensure availability of funds required to open up additional application windows after taking into account existing commitments and future estimated expenditure on pipeline applications.

(2) Whether she will furnish Mr A Matumba with a list including the

(a) Names of the companies that benefited from the GTIP **	(b) Manner in which the specified companies benefited	(c) Total amount that was spent on the companies
Applicant number	Renewable energy generation	Energy efficiency equipment	Water efficiency equipment	Value of grant funding disbursement
1	X	X		R 937 367.00
2			X	R 52 191.60
3	X			R 378 962.00
4	X			R 319 727.56
5	X			R 302 557.13
6			X	R 75 545.09
7	X			R 21 078.00
8	X		X	R 564 679.55
9	X			R 372 371.23
10	X			R 310 367.00
11	X			R 163 028.88
12	X			R 429 812.50
13	X			R 247 626.25
14	X			R 395 827.08
15	X			R 115 667.62
16	X			R 218 246.00
17	X		X	R 441 064.05
18	X			R 478 869.84
19	X			R 1 000 000.00
20	X			R 571 743.45
21	X			R 1 000 000.00
22	X			R 155 569.00
23	X			R 331 339.86
24	X			R 391 946.08
25	X			R 406 288.88
26	X			R 286 108.45
27	X			R 346 922.22
28	X			R 915 156.60
29	X			R 912 785.37
30	X			R 317 636.49
31	X			R 431 609.81
32	x			R 270 881.38
33	x			R 400 457.00

** Application of the POPI Act

Protection of Personal Information Act 4 of 2013

Reply:

(a) What intervention has the Minister made in the past three financial years to ensure that service providers are paid within 30 days by her department?

The Department of Public Service and Administration has designed and implemented financial controls for the efficient administering and processing of invoices and payments as follows:

1. Establishing a central invoice for active tracking of invoices;
2. Proper management of the authorisation of invoices received; and
3. Implementation of an internal 30day payment circular on the timelines to be adhered to with regard to invoice processing.

(b) What measures have been taken to bring to book those responsible for non-payment?

Over the past three years all payments to suppliers were made within 30 days, which serves as testimony that the abovementioned measures are effective. This has resulted in no corrective measures needed to be taken.

End

Reply:

Honourable member you are asking us about the activities of a chapter 9 institution. I wish to refer you to Chapter 9, section 181 (4) and (5) of the Constitution of the Republic of South Africa, Act 108 of 1996.

181 (4) No person or organ of the state may interfere with the functioning of these institutions.

(5) These institutions are accountable to the National Assembly and must report on their activities and the performance of their functions to the Assembly at least once a year.

In my understanding Honourable Member, the Commission for Gender Equality (CGE) is accountable to you as a Member of the National Assembly and should report on their activities to you in the National Assembly.

I would humbly request you to follow that route.

END

Reply:

1. National School Safety Framework

The Department of Basic Education (DBE) and Provincial Education Departments continue to implement the National School Safety Framework (NSSF), which is a guiding framework in addressing all forms of violent incidents in schools including drug abuse. The NSSF empowers schools to identify and manage all safety threats in schools, establish school safety committees comprising of stakeholders such as teachers, police officers, school governing body members and learner representative council members. Furthermore, the NSSF also empowers schools to develop incident reporting mechanisms, establish collaborations with external stakeholders such as the South African Police Service (SAPS), the Department of Social Development and civil society organisations, develop school safety plans and policies to respond to safety challenges of drug abuse in schools.

Through the implementation of the NSSF, access control measures in schools are strengthened and awareness programmes on social ills by partner departments and civil society organisations are implemented in schools. 

The DBE together with its partner the Wits Reproductive Health and HIV Institute further developed an NSSF digital training course for school communities, to enable them to access the training anywhere in the country. The course has been accredited by the South African Council of Educators. As a result, educators will receive 15 Professional Development Points (PDP) for successfully completing the course. The DBE released a circular in September 2022, compelling all school based personnel and school safety committees to complete the digital training. To date, 130 028 people completed the course.

2. Partnership Protocol between the Department of Basic Education and the South African Police Service

The Department also has an established Protocol with SAPS to address crime and violence in schools. The Protocol has enabled all schools to be linked to their local police stations, SAPS to conduct searches and seizures in schools and conduct crime awareness campaigns in schools. Regularly, schools work with SAPS and local community police forums and social workers to address violent incidents such as gangsterism, bullying, drug abuse and the carrying of dangerous weapons in schools.

Constantly, searches and seizures of illegal drugs and dangerous weapons are done in schools.  However, these searches and seizers are only done if there is reasonable suspicion of violence or drug use in a specific school.

3. District Monitoring of School Safety Programmes

The Department further conducts annual monitoring of districts on the implementation of school safety programmes such as the NSSF, the DBE and SAPS Protocol and the Prevention and Management of Bullying in Schools. In the monitoring sessions, the Department always encourages districts to conduct physical monitoring in schools, in order to determine if schools are implementing the above mentioned school safety programmes and provide the necessary support. In the previous financial year of 2022-23, the Department has thus far conducted monitoring in all 75 districts nationwide. 

4. Inter-Departmental Campaign on the prevention of Violence, Bullying, Corporal Punishment, Gender-Based Violence, Learner Pregnancy, Drugs and Substance Abuse

The Department and its partner Departments: Social Development, Health, Justice and Constitutional Development, Correctional Services, the South African Police Service and the Department of Communications and Digital Technologies have also embarked on an Inter-Departmental Campaign on Violence Prevention. This Campaign raises awareness on issues such as the prevention of bullying, corporal punishment, gender-based violence, learner pregnancy and drugs and substance abuse in schools. The Campaign has been championed by the Deputy Minister of Basic Education and is supported by other Deputy Ministers from the partner Departments. The Campaign has been targeting districts with high levels of crime and violence known as hot spots. The Campaign includes build up events that take groups of learners through priority content areas related to violence prevention; including drugs and substance abuse.

To date, the Campaign has been rolled out in five provinces including Gauteng (Gauteng West District), Limpopo (Sekhukhune East District), Mpumalanga (Nkangala District) and the North West (Dr Kenneth Kaunda District), as well as in the Eastern Cape (Nelson Mandela). The Department further plans to roll out the Campaign in other provinces in the current financial year.

Moreover, provincial education departments in partnership with partner departments and various civil society organisations regularly conduct awareness campaigns on social ills in schools.

5. Codes of Conducts

The Department also requires schools to develop learner codes of conduct in consultation with the School Governing Bodies and Learner Representative Councils. The codes of conduct stipulate the rules of learner behaviour in schools and the disciplinary procedures to be undertaken after incidents of contravention are reported.  

Reply:

2020/2021 FINANCIAL YEAR

The SA Tourism Board was appointed for a period of three years from 1 June 2018 to 31 May 2021 and was properly constituted. There was however only one resignation of Ms Pam Yako as the SA Tourism Board Chairperson.

2021-2022 FINANCIAL YEAR

(a)What number of applications for appointment of the Board of the SA Tourism were received	(b) What number of applications missed the set deadline.	(c) What is the name of each applicant.	(d) What is the name of each board member who has resigned	(e) What were the reasons for each resignation	(f) What processes were followed in each case when appointing board members.	(g) On what date were the names of new board members gazetted in each case.	(h) On what date were they appointed.
118	N/A	Due to POPIA Act the names of the names of the applicants will not be disclosed.	N/A	N/A	The advert calling for nominations of members was placed in the government gazette No 45909 (11 February 2022) and two national newspapers (Sunday Times and City Press) on 6 February 2022 with a closing date of 7 March 2022. A total of 118 nominations to serve on the SA Tourism Board were received.	N/A (finalised in 2022/2023)	N/A (finalised in 2022/2023)

2022-2023 FINANCIAL YEAR

(a)What number of applications for appointment of the Board of the SA Tourism were received	(b) What number of applications missed the set deadline.	(c) What is the name of each applicant.	(d) What is the name of each board member who has resigned	(e) What were the reasons for each resignation	(f) What processes were followed in each case when appointing board members.	(g) On what date were the names of new board members gazetted in each case.	(h) On what date were they appointed.
118 (Received in 2021/2022)	N/A	Due to POPIA Act the names of the names of the applicants will not be disclosed.	N/A	N/A	The Selection Committee convened on 5 April 2022 to consider the candidature of applicants. A 28 candidates were identified for former Minister Sisulus’s consideration and approval. Twelve identified candidates (including a departmental representative) were subjected to pre-employment vetting in preparation to serve as SA Tourism Board 2022 to 2025. On 29 June 2022, the former Minister Sisulu, assigned the role, functions and responsibilities of the Accounting Authority (the Board and its Board Committees) of SA Tourism to the Acting Chief Executive Officer. The assignment was effective 01 June 2022 until such time that a new Board would be appointed. On 31 August 2022, the former Minister Sisulu appointed an interim Board of SA Tourism. A memorandum was submitted to the Cabinet Committee. Cabinet Committee recommended the cabinet memorandum to Cabinet for concurrence. On 19 October 2022 Cabinet granted concurrence on the recommended candidates subject to the verification of qualifications and the relevant clearance. The former Minister Sisulu following cabinet concurrence appointed members of the Board on 26 October 2022	8 November 2022	Interim SA Tourism Board: 31 August 2022 19 October 2022

SINCE 1 JANUARY 2023

(a)What number of applications for appointment of the Board of the SA Tourism were received	(b) What number of applications missed the set deadline.	(c) What is the name of each applicant.	(d) What is the name of each board member who has resigned	(e) What were the reasons for each resignation	(f) What processes were followed in each case when appointing board members.	(g) On what date were the names of new board members gazetted in each case.	(h) On what date were they appointed.
There were no Board nominations in 2023.	N/A	N/A	Mr. Ravi Nadasen Mr. Enver Duminy Ms Rosemary Anderson	Work commitments.	N/A	N/A	N/A

Reply:

(a) The Director General was never advised of the matter.

(b) (i) None

(ii) The Director General was never briefed on the matter but learnt about it from media. Upon learning about it from the media, the Director General immediately wrote to the Acting CEO enquiring if the information contained in the article was true and also raise other related governance matters associated thereto. This information was never received to date.

(c) The Department may only know of matters communicated and/or reported to it by the entity and basis of which the Department advises the Executive Authority on appropriate action. Where matters are not brought to the Department’s attention, it would have no means of overseeing such. However, the Board members individually and severally have fiduciary duties which they must uphold at all times and for which they take full accountability.

Reply:

1. (a)The tracking of data of learners who enter higher education (public and private institutions) with Mathematics, Natural Sciences and Technology (STM) has not been actioned. The Department mostly tracks subject neutral data of students that fall within the public university sector. For instance, tracking of studies related to Engineering between 2019 to 2021 shows there has been a decline in the number of engineering graduates. Universities reported 13 714 graduates in 2019, 12 652 in 2020 and 12 605 in 2021. The main cause of the decline may be linked to the difficulties experienced in 2020 regarding the COVID-19 Pandemic when students could not readily access laboratories.

b) The Table (a) below shows the number of first-time entering undergraduate enrolment in SET across 26 public universities in the republic over a year period 2017 – 2021, followed by table(b) which consist of total undergraduate graduates in SET and lastly table(c) indicate masters and doctoral total enrolment in SET.

Table a

Qualification Type	Year
	2017	2018	2019	2020	2021
FTE Undergraduate	57738	58182	55350	57418	50742

Table b

Qualification Type	Year
	2017	2018	2019	2020	2021
Total Undergraduate	45477	48392	48088	48305	50600

Table c

Qualification Type	Year
	2017	2018	2019	2020	2021
Doctoral	11103	11678	12302	11662	12179
Masters	28512	29454	29766	29461	29614

2. The Department’s expenditure is through a block grant subsidy transferred to the universities. The subsidy generated from Science, Technology, Engineering and Mathematics (STEM) qualifications is based on teaching input units linked to enrolment targets. For the 2023 academic year, using 2021 audited HEMIS data, the teaching input subsidy generated from STEM qualifications amounts to approximately R12,5 billion.

Reply:

(a) Number of vacancies exist in her department.

39 as of 01 April 2023.

(b) The department’s vacancy rate target is to keep the vacancy rate below 10% which has been achieved. However, the existing vacancies still need to be filled.

(c) and (d) The Department will continue to fill the vacant funded positions.

Reply:

Due to the limited number of jobs which are readily available in the country, university graduates are not always able to secure immediate relevant work opportunities once they have completed their studies. The Department of Higher Education and Training (the Department) is participating in the Presidential Youth Employment Stimulus (PES) programme. The programme offers opportunities for unemployed graduates to gain useful university-based experience in a range of areas that can improve their readiness for employment and open career pathways that may not have been available without work experience.

In 2021/22 financial year an amount of R90 million was allocated to support the programme across all 26 universities with 3000 graduates placed on contract to support core administration and operations in core business areas, teaching and learning and research.

The Department designed a standard reporting template to be used by all universities for monitoring purposes. This was to ensure that there is coordinated reporting and recording of opportunities provided through the programme. Universities submit monthly reports with updates on placements of graduates including information on jobs created, demographics, number of graduates leaving the programme and reasons, challenges experienced and financial reports. The reports also include the performance of the participants and impact of the programme as it seeks to provide participants with skills and social relief in the form of stipends.

An amount of R93 million is allocated for the implementation of the second phase of the programme. All 26 universities are participating and have started recruiting and placing graduates as per the plans received by the Department. It is anticipated that approximately 3000 graduates will be employed across universities.

The Department has further decided it will conduct tracer studies in this financial year to establish which universities yield graduate employment and in which fields of study. Once the study is completed further support will be provided to the lagging universities.

Recently the Minister hosted the summit on Strategic Industry Partnerships with Technical and Vocational Education and Training Colleges which was held at the International Convention Centre (ICC) in Cape Town from 27 July 2022 to 28 July 2022, the Minister emphasized the importance of establishing partnerships with industry for student placements to the extent that he recently gave a directive that all TVET college Principals should sign new Performance Agreements that include Industry Partnerships as one of their Key Performance Indicators.

Through the Ministerial summit on strategic industry partnerships with Technical and Vocational Education and Training (TVET) colleges, the Department of Higher Education and Training, and its partners in government, industry and academia shared best practices and innovation regarding expansion of workplace-based learning opportunities for TVET college students. Furthermore, the Minister called upon all employers to open their workplaces for the placement of both TVET college students as well as to give workplace exposure to WET college lecturers, so that what is taught is relevant and needed by industry.

This decision was informed by the White Paper for Post-School Education and Training which requires Work-Integrated Learning (WIL) to be a central component of the college programmes and that the extent to which students can secure placements in the workplace must be used as an important indicator for assessing the performance of the management of institutions. The National Development Plan (NDP) also emphasises the importance of workplace-based training in job creation and the need for TVET colleges to become preferred institutions for vocational education and training. It also stresses the role of Sector Education and Training Authorities (SETAs) in supporting the development of relationships between educational institutions and employers.

The expansion of workplace-based learning opportunities for students has proven to be a challenge in the IVET college sector, however there are signs that a partnership between all the key stakeholders (TVET colleges, SETAs, and industry) is beginning to work as the roles and contribution of each partner are becoming clearly defined and understood by all.

The vision of the Department is to provide an integrated and coordinated Post-School Education and Training (PSET) system for improved economic participation and social development of the youth and adults. To this end, TVET college Principals are required to manage student admissions with the end in mind, and this calls for the establishment of strategic pannerships with industry. This approach will ensure that TVET colleges do not become a dead-end for students as college management is duty bound to break down barriers to opportunities by creating pathways for young people to access skills training programmes, access workplace-based training, articulate into higher education, and pursue self-employment without any hindrance.

Reply:

Kindly note that the matter is not under my control and therefore I cannot account for it as per the provision of section 92(3)(b) of the Constitution and Rule 134(5)(b) of the NA Rules.

Reply:

During the 2021/22 and the current 2023/24 financial years, the Department of Higher Education and Training did not identify procurement allocation for small, medium, and micro enterprises; cooperatives, township and rural. However, a 40% procurement from women owned business was a target. The main challenge experienced in pursuing procurement targets with the previous Preferential Procurement Policy (PPP) Regulations of 2017, was that it did not provide a legal framework to procure directly from women, for an example. Therefore, the Department could merely measure performance monthly.

With the introduction of the PPP Regulation 2022, the Department is now able to direct procurement towards targets through specific procurement goals.

For the current financial year (2023/24), the Department set the following procurement targets:

• 60% from businesses owned by black persons;
• 40% from businesses owned by women;
• 30% from businesses owned by SMMEs;
• 30% from businesses owned by youth;
• 7% from businesses owned by persons living with disabilities.

In response to the parliamentary question, the table below contains the procurement spending for the financial year 2021/22 and April 2023 in respect of (i) small, medium and micro enterprises; (ii) cooperatives; (iii) township enterprises; and (iv) rural enterprises.

DEPARTMENT OF HIGHER EDUCATION & TRAINING
CRITERIA	(aa) FINANCIAL YEAR 2021/22	(bb) APRIL 2023
	AMOUNT	**PERCENTAGE	AMOUNT	**PERCENTAGE
i) Small-, Medium- And Micro-Enterprises	R131 513 248.03	34.93%	R7 573 910.89	88.50%
ii) Cooperatives	R19 612 766.86	5.21%	R0	0%
iii) Township Enterprises	R28 207 059.24	7.49%	R26 150.15	0.31%
iv) Rural Enterprises	R6 028 384.90	1.60%	R42 190.65	0.49%
*Total Expenditure	R376 533 697.82		R8 558 307.72

* This is the total expenditure for the period.

**Represents the percentage of expenditure per criterion in relation to the total expenditure for the period.

1. INFORMATION PROVIDED BY THE PUBLIC ENTITIES DIRECTORATE OF THE DEPARTMENT:

	% allocation for SMMEs	% allocation for Co-ops	% allocation for township enterprises	% allocation for rural enterprises
SETA NAME	aa (2021-22)	bb (1 April 2023)	aa (2021-22)	bb (1 April 2023)	aa (2021-22)	bb (1 April 2023)	aa (2021-22)	bb (1 April 2023)
AGRISETA	88 %	100%	0%	0%	0%	0%	0%	0%
CHIETA	0.1%	4.7%	0%	0.74%	0%	2.9%	0%	0.06%
BANKSETA	6%	100%	0%	0%	0%	0%	0%	0%
CETA	76%	87%	0%	0%	7.06%	8%	2.2%	2%
CATHSETA	52%	0%	2%	0%	0%	0%	2%	0%
ETDPSETA	62,79%	58%	100%	100%	0%	0%	0%	0%
EWSETA	90%	90%	0%	0%	1%	1%	0%	0%
FASSET	0%	1%	1%	3%	0%	0%	6%	1%
FOODBEV	64,85%	51,22%	0%	0%	0%	0%	0%	0%
FP&M SETA	41%	100%	0%	0%	0%	0%	0%	0%
HWSETA	38%	26%	0%	0%	0%	0%	0%	1%
INSETA	0%	100%	N/A	0%	0%	0%	0%	0%
LGSETA	32,76%	29,89%	0%	0%	0%	0%	0%	0%
MICT	98%	100%	0%	0%	0.08%	0%	0%	0%
MERSETA	N/A	N/A	N/A	N/A	N/A	N/A	N/A	N/A
MQA	38%	0%	0.54%	0%	1,07%	0%	4.41%	0%
PSETA	76%	77%	94%	0%	0%	0%	0%	0%
SASSETA	94%	91%	0%	0%	5%	7%	0%	1%
SERVICES SETA	100%	100%	0%	0%			0%	0%
TETA	N/A	N/A	N/A	N/A	N/A	N/A	N/A	N/A
	TETA- indicated that it implements the preferential point system in terms of the Preferential Procurement Policy Framework Act (2000) and its Regulations when inviting bids and quotations from the market. TETA did not have any set-asides in its procurement practices as of 2021/22 and this was consistent with the dictates/provisions of the National Treasury Practice Note Number SCM 2 of 2006 paragraph 1.1.7. The same principle is applicable for the period 1 April 2023.
W&R SETA	90.38%	95%	0%	0%	87.35%	96.5%	0%	20%
NSFAS	63%	0%	0%	0%	0%	0%	0%	0%
QCTO	51%	N/A	N/A	N/A	0.11%	N/A	N/A	N/A
NSF	0%	0%	0%	0%	0%	0%	92.6%	99.8%
CHE	Internal Auditors = 0.63% Garden Services = 0.26% Security Services = 0.66% IT = 8.59% Travel = 1.06% Venue and catering = 0.78% Training = 0.70% Employee Wellness = 0.34% Legal firms = 2.40%	N/A	External Auditors (AGSA) = 1.38%	N/A	N/A	N/A	N/A	N/A

Reply:

(1) With reference to disciplinary action and/or any related action taken against staff in each level within the department

(a) in the past three financial years

Financial Year 2020/2021

(i) What number of disciplinary cases were dealt with in each month,

April 2020 - September 2020: No Cases

October 2020: Two Cases

November 2020 – January 2021: No cases

February 2021: One case

March 2021: Two cases

 

(ii) on what date was each case initiated and concluded,

• Initiated 26 October 2020 and concluded 25 November 2020
• Initiated 29 October 2020 and concluded 29 November 2020
• Initiated 25 February 2021 and concluded 13 April 2021
• Initiated 24 March 2021 and concluded 15 June 2021
• Initiated 30 March 2021 and concluded 01 July 2021

(iii)What were the reasons for the action?

• Gross negligence relating to management of projects
• Gross negligence relating to management of projects
• Misuse of departmental vehicle
• Misuse of departmental vehicle
• Misuse of departmental petrol card

(iv) What number of staff members were found:

(aa) No staff members were found guilty and fired

(bb) Three staff members were found guilty and not fired

1. The Presiding Officer imposed demotion and final written warning sanctions which were reduced by the appeal authority to a written warning and three months’ suspension without pay on the basis that the sanctions imposed by the Presiding Officer were too harsh.

2. The Presiding Officer imposed combined sanctions of a final written warning and one-month suspension without pay on the basis that she pleaded guilty, she was honest, there was no unmanageable elements of dishonesty which could affect the employer/ employee relationship and that the broken employment relationship could be salvaged.

3. The Presiding Officer imposed a final written warning on the basis that he could be rehabilitated, was a first offender and pleaded guilty.

(cc) Two staff members were innocent;

1. The Presiding Officer dismissed the charges against the employee on the basis that there was a time delay between the discovery of the alleged misconduct and the preferring of the charges. This is factually incorrect as the charges emanate from a forensic report that arises from outcomes of a prior year audit. The matter has been referred to the Labour Court for review of the decision of the presiding officer.

2. Same as the (cc) 1 above.

(2) (a) What alternative sanction was meted out in each case where a staff member was found guilty but not fired and

• Written warning and three (3) months suspension without pay
• Final written warning
• Final written warning and one-month suspension without pay

(b) what were the reasons that staff members were found not guilty in each specified case?

Inordinate delay in the institution of disciplinary proceedings against the employees. The Department has since escalated the matters to the Labour Court.

Financial Year 2021/2022

(i) What number of disciplinary cases were dealt with each month?

April- June 2021 no cases

July 2021 1 (one) case

August 2021 – March 2022 no cases

(ii) On what date was each case initiated and concluded?

Initiated on 13 July 2021 and concluded on 18 August 2021

(iii) What were the reasons for the action?

Misleading the Chief Financial Officer (CFO) to authorise several trips and accommodation with the belief that the trips and accommodation were for work purposes when that was not the case.

(iv) Number of staff members were found guilty and fired

(aa) No staff members were found guilty and fired

(bb) guilty and not fired.

The Presiding Officer imposed a sanction of dismissal but on appeal the sanctions were reduced to three months’ suspension without pay by the Appeals Authority.

(cc) No staff members were found innocent.

(2 ) (a) What alternative sanction was meted out in each case where a staff member was found guilty but not fired and

Three months’ suspension without pay.

(b) What were the reasons that staff members were found not guilty in each specified case?

No staff member was found not guilty.

Financial Year 2022/2023 and (b) since 1 April 2023,

(i) What number of disciplinary cases were dealt with in each month:

April – August 2022: No disciplinary cases

September 2022: One case

October 2022: No cases

November 2022: Three cases

December 2022: No cases

January 2023: One case

February 2023: No cases

March 2023: Three Cases

(b) Since April 2023: There were no disciplinary hearings.

(ii) On what date was each case initiated and concluded?

• Initiated 21 November 2022 and concluded 01 February 2023
• Initiated 18 January 2023 and concluded 23 January 2023
• Initiated on 07 November 2022 and 02 March 2023 but not concluded
• Initiated on 29 November 2022 and 08 March 2023 but not concluded
• Initiated on 06 September 2022 and 14 March 2023 but not concluded

(iii) What were the reasons for the action?

• Misuse of state vehicle
• Signing of business plan relating to a project without authority
• Gross negligence relating to management of projects

(iv) Number of staff members were found:

(aa) One staff member was found guilty and fired

(bb) No staff members were found guilty and not fired

(cc) One staff member was found innocent

The employee was found not guilty of signing Business Plan without authority. The ruling was based on the testimony of the employer’s witness that new developments revealed that the employee had the necessary authority to sign the Business Plan since a letter which was not made available to them at the time of their investigation, confirmed that the employee was acting Chief Director and was justified in signing the Business Plan.

(2) (a) What alternative sanction was meted out in each case where a staff member was found guilty but not fired and

There are no alternative sanctions. One official who was found guilty has submitted an appeal to the Executive Authority regarding their dismissal verdict.

(b) What were the reasons that staff members were found not guilty in each specified case?

The Presiding Officer established that the staff member had an authority as Acting Chief Director to sign the business plan.

Reply:

(1) Yes there is a mobile unit assigned to service the Zwelihle Community. The mobile unit itineraries/ notice of intended visits are communicated through local Community Leaders, stakeholders as well as the Local and District Municipality social media platforms.

The most commonly used venues where services are mostly rendered from is the Qhayiya Secondary School in Zwelihle and Moffatt Hall which is less than 5km away from the Zwelihle Community.

During April and May 2023, two (2) visits were made to Qhayiya Secondary School and one (1) visit to the Moffatt Hall. In June 2023 it is envisaged to make one (1) visit to the Moffatt Hall on 1 June 2023 and two (2) visits to the Zwelihle Community Hall on 14 and 15 June 2023.

(2) The Department is in the process of procuring an additional 100 Mobile Units to Provinces of which one (1) out of the ten (10) Mobile Units earmarked for the Western Cape, will be dedicated to the Caledon Office for the purpose of rendering a focused service to the Zwelihle Community and increase days for services.

END

Reply:

In response to all questions, the Department requested Parliament to engage the Party to provide the list of companies indicated as specified, as it was not provided with the Question.

On 16 May 2023, office of the Procedural Advisor: Questions, confirmed that the information has as yet not been received.

As such, the Department is not in a position to currently respond to the question, but will do so once the information is provided by the Party.

Reply:

Breakdown of the procurement allocation in terms of percentages allocated:

(aa) 2021-22

HDI’s	Department	Entities reporting to Minister
(i) SMME’s	29%	N/A
(ii) Cooperatives	24%	N/A
(iii)Township Enterprise	4%	N/A
(iv)Rural Enterprise	1%	N/A

(bb) 1 April 2023

Specific Goals	Department	Entities reporting to Minister
SMME’s	4%	N/A
>51% Black Owned	7%	N/A
Women	2%	N/A
Youth	1%	N/A
Persons with Disabilities	0	N/A
Military Veterans	2%	N/A
Local Municipality	0	N/A

Thank you.