Questions and Replies

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Reply:

The African Union has developed a focused strategy to deal with African migration to Europe through its Migration Policy Framework for Africa 2018-2030 and its Plan of Action. The Migration Policy Framework for Africa provides comprehensive policy guidelines to the African Union Member States and the Regional Economic Communities in nine thematic areas, namely:

• Migration Governance;
• Labour Migration and Education;
• Diaspora Engagement;
• Border Governance;
• Irregular Migration;
• Forced Displacement;
• Internal Migration; and
• Migration and Trade and other cross-cutting issues.

The Plan of Action focusses on activities to be undertaken by the African Union Commission to facilitate a coherent management of migration.

Additionally, the African Union has also developed the following tools:

• A training manual on migration governance;
• The Continental Policy on Combatting Human Trafficking;
• The Continental Policy on Addressing Migrant Smuggling;
• Guidelines on Return, Re-Admission and Sustainable Re-Integration; and
• The convening of the first meeting on Missing Migrants in collaboration with the International Committee of the Red Cross.

In July 2018 the AU Assembly of Heads of State and Government endorsed the creation of the African Observatory on Migration to improve migration governance in Africa and the appointment of a Special Envoy for Migration to promote a better management of migration in the Continent. Three Migration Centres are currently being operationalised namely:

• The African Migration Observatory (Morocco);
• The Continental Operational Centre (Sudan); and
• The African Centre for the Study and Research on Migration (Mali).

Reply:

DEPARTMENT OF SCIENCE AND INNOVATION

1. (aa) Minister

(a)	(b) (i)	(b) (ii)	(b) (iii)
Namibia	R6800	R8770	R1919.00
Japan	R16316	R103565	R16785
Germany	R25300	R68362	R10656
USA	R32,200.00	R78,195	R15,451.00
Italy, Czech Republic, and Hungary	R24,080.00	R71,039	R19,703.00
Italy	R10,560.00	R80,134	R14,175.00
France	R13,980.00	R85,851	R15,841.00
Dubai	R15,623.00	R92192.75	R18,812.00
USA	R26,650.00	R217,502.4	R24,699.00
United Kingdom	R18,473.00	R118338.4	R16,933.00
Portugal	R9,460.00	R127,902.4	R7,263.00
France	R10,300.00		R9,243.00
Indonesia	R12,900.00	R85275.4	R11,479.00
Japan	R14,700.00		R13,430.00
Senegal	R8,300.00	R112161.4	R10,562.00
United Kingdom and Northern Ireland	R13,750.00		R15,408.00

1. (bb) Deputy Minister

(a)	(b) (i)	(b) (ii)	(b) (iii)
Russia and India	N/A	N/A	R35,759.00
Brazil	N/A	N/A	R10,165.00
Australia	N/A	N/A	R9,791.00
Ethiopia	N/A	N/A	R3,935.00
Namibia	N/A	R10084.38	R2,349.00
Germany	N/A	R83068.4	R7,071.00
Canada	N/A	R151,326.00	R14,553.00
Germany and Switzerland	N/A	N/A	R28,142.00
Germany	R17,500.00	R100,873.4	R15,725.00
Australia			R 13,737.00

2(a) R1 079 290.

2(b) R550 222

Reply:

1. The late closure of NSFAS applications (31 January 2023) coupled with a significant increase in applications for first time entering places system wide and NSFAS system challenges contributed to some of the delays. The Department of Higher Education and Training (DHET) utilising a monitoring toolkit embarked on oversight visits to universities to assess the state of readiness about registration, admissions, funding as well as any other challenges institutions might have encountered. The Department has closely monitored the state of readiness regarding the 2023 registration cycle at 26 universities following the Minister’s consultation with the sector, regarding the start of the 2023 academic year. These monitoring oversight visits allowed the Department to engage with universities and student leaders as well as NSFAS to deal with any matters including the delay in NSFAS funding confirmations. NSFAS reported to the Portfolio Committee on 22 February 2023 that 1 084 574 students have been provisionally funded at universities and TVET Colleges. Confirmed funding for universities and TVET Colleges where registration data is received is 350 014 and 81 281 students respectively. The exchange of registration data between NSFAS and institutions are ongoing.

The closing date for appeals to be lodged at NSFAS was extended to 28 February to accommodate students that are currently being evaluated through NSFAS processes.

NSFAS also made upfront payments to both Universities and TVET Colleges with prior periods’ savings and recovery funds.

2. Measures that universities have put in place to allow provisionally funded students to register are as follows:

• Some universities allowed students who are provisionally funded to register while waiting for the funded list from NSFAS.
• Some universities granted an extension to accommodate the late release of results for Grade 12s, delayed NSFAS funding decisions and minimum payments for registrations.
• Some universities had to adjust orientation schedules to accommodate late registering students, as well as to ensure opportunity for extended registration for those students who require it.
• Majority of institutions use online registration with opportunities also for face to face and assisted registration on campus.
• At most institutions, there are mechanisms in place to ensure that students can sign Acknowledgements of Debt, and to (in most cases) access the start of the academic year and accommodation.

Reply:

Question 1

a) Despite the challenges experienced by the Aeroswift joint venture partner, the CSIR continued with the technology development and pre-commercialisation activities, which includes, amongst others, the establishment of an expanded team focused towards achieving these goals. There are no current financial challenges on the Aeroswift project.

There is no one “called out” in the forensic report that is currently a member of the Aeroswift project team.

b) Aeroswift is not only aimed at using titanium powder in the additive Manufacturing process.

c) The aviation industry is still one of the identified target markets.

Question 2

a) The key expected deliverables of the project are publications, support to post-graduate students, technology development packages, patents, pre-commercialisation of the Aeroswift technology, and pre-production machine.

b) (i) The DSI’s total investment over the last 14 years is in the order of R183,545 million

(ii) The additional amount required for commercialisation and manufacturing of the pre-production machine is in the process of being determined.

c) The return on the RDI investment is beyond financial and cannot be quantified only in financial terms. The intent is to leverage the technology to position South Africa as a manufacturer of niche 3D printers/Additive manufacturing machines and to strengthen our local manufacturing sector.

d) All specific contractual goals have been met at this point for the pre-commercialisation of the Aeroswift technology.

Reply:

I do not have any official information about this matter as yet. I have requested an official report from SA Tourism, so that I can appraise myself about this matter.

Reply:

(a) (i) Chief Executive officer

I have been informed that the position of Chief Executive Officer is currently vacant and thus there are no salary costs incurred. The only costs incurred is the payment of an acting allowance to the Chief Marketing Officer who is the acting CEO.

The entity’s salaries are governed by the Guaranteed Remuneration Policy and the employment offers are at Notch 1. Should a need arise to offer beyond the Notch 1, this process would require a Board resolution. Deviations are based on a number of reasons including the following: What the candidate is currently on, benefits and other factors which the candidate will discuss with the Board.

Salary scales:

Grade	Notch 1	Maximum Notch
F2	R 2 421 023	R 2 951 678

(ii) Top executive positions

Other executives in the organisation are graded at F1. The salary scales for this grade are below:

Grade	Notch 1	Maximum Notch
F1	R 1 984 075	R 2 562 045

(b) What total amount does each get paid to attend a meeting.

The executives are not paid to attend meetings as they form part of SA Tourism staff and not board members.

Reply:

(a) What are the details of the measures and/or mechanisms that her department has in place to mitigate the impact of crime on tourism in;

(i) The Republic as a whole

I have been informed by the Department that, at the national level and in line with the provisions of the National Tourism Safety Strategy, the Department of Tourism has set up the National Tourism Safety Forum which is a public-private sector platform responsible for the co-ordination and integration of safety mechanisms or measures for tourists in distress. The measures include proactive, responsive and aftercare programmes and initiatives.

(ii) In Mpumalanga specifically

The Department of Tourism in partnership with Mpumalanga Parks Tourism Agencies, the South African Police Services, traffic police and community safety policing forums conducted a number of Joint Tourism Safety Awareness Campaigns to create awareness and promote tourism safety in the province.

The Department implemented the second phase of the Tourism Monitors Programme which included 288 youth who were trained and deployed to various tourism attractions in Mpumalanga.

The Department in partnership with Mpumalanga Tourism and Parks Agency conducted the joint festive season tourism safety campaigns from 2 – 17 December 2022. The purpose of the joint festive season tourism safety awareness campaigns was to promote tourism safety on Panorama route which include Graskop, Hazyview, Sabie, Kruger Park; N4 Road Mataffin; Coopersdal - N4 as well as R539 Numbi Road.

The Deputy Minister of Tourism, Mr. Fish Mahlalela held a Tourism Safety Stakeholder Engagement on 2nd September 2022, in Hazeyview Sun in Mpumalanga. The purpose of the meeting was to understand the challenges faced by the community and to look at opportunities that could be considered for community involvement in tourism.

(b) The Department is currently evaluating the effect of the mechanism put in place from 1 November 2022 to 31 January 2023.

Reply:

Whether the department has made any:

(a) Plans to particularly support small, local and rural businesses in the tourism sector that are negatively impacted by continuous and increasing load shedding; if not, why not; if so, what are the relevant details

I have been informed that the Department introduced the Green Tourism Incentive Programme (GTIP) in 2017/18 to privately-owned tourism enterprises that meet the eligibility criteria of the programme, regardless of where they are, to offer them assistance to adopt responsible tourism practices through installing solutions for the sustainable management and usage of electricity and water resources.

The nature of support offered includes a resource efficiency assessment with recommendations on the retrofitting/ installation of energy and water efficiency solutions (e.g. equipment and systems) as well as grant funding support (addressed in b) below) towards the cost of installing recommended solutions. It is most likely that recommended solutions will also address the impact of load-shedding.

(b) Funding available to particularly support small, local and rural businesses in the tourism sector that are negatively impacted by continuous and increasing load shedding; if not, why not; if so, what are the relevant details

The GTIP offers support to small tourism enterprises in the form of partial grant funding support. The first stage of the application process involves a resource efficiency audit, the cost of which is fully covered under the GTIP programme, followed by a second phase where an applicant can apply for funding support (50% to 90% up to R1m) on the cost of installing relevant technologies and equipment recommended in the resource efficiency audit during the first stage.

Reply:

No, I have not been informed of any of operations of Jintek Technical College (Pty) Ltd without the requisite accreditation and registration with my department. Currently Jintek Technical College (Pty) Ltd is registered with my department to offer the following qualifications:

National Certificate (Vocational): Finance Economics and Accounting – Level 2

National Certificate (Vocational): Management – Level 2

National Certificate (Vocational): Marketing– Level 2

National Certificate (Vocational): Office Management – Level 2

National Certificate (Vocational): Tourism – Level 2

National Certificate: Engineering Studies – N1; N2; and N3.

Reply:

Sefa conducted a study on the impact of loadshedding on its funded clients and the outcome of the survey shows that SMMEs are indeed adversely impacted by loadshedding.

The findings revealed that businesses suffered loss of revenue and production, have no alternative power, resorted to utilising the loadshedding schedule to plan for production, seek assistance to acquire alternative energy sources and assistance with restructuring of their loans in respect of their loan repayment obligation.

The DSBD together with its agencies, the Small Enterprise Development Agency (Seda) and the sefa is considering the introduction of interventions to address the situation. The DSBD are looking at a multi-pronged approach for supporting SMMEs affected by loadshedding:

1. The Power Purchase Product (PPP) is an immediate relief for formal and informal enterprises (alternative power sources). It is an initiative of the Small Business Development Portfolio (DSBD, Seda and sefa) to support SMMEs with alternative energy generating equipment (generators and Photovoltaic installations - PV). The programme will be implemented via the existing programme structures as follows:

• Informal and Micro business to be supported via DSBD’s Informal and Micro Enterprise Development Programme (IMEDP).
• Small to Medium enterprises to be supported through sefa’s Township and Rural Entrepreneurship Programme (TREP).

The power purchase IMEDP will be a 100% grant programme, whilst the TREP power purchase will be a blended term loan facility of 50% of the installed price (50% grant and 50% term loan). The programme will utilise the services and capacity of existing suppliers of equipment and accredited installers.

2. Guarantee programme via the Bounce Back Scheme administered by Khula Credit Guarantee (KCG) on behalf of government. This is a medium to long term intervention that still require intense discussion relevant parties including the National treasury who are the custodian of the scheme.

• Ongoing discussions with National Treasury indicate their interest and consideration of opening up the bounce back scheme to all Development Finance Institutions.

STELLA NDABENI-ABRAHAMS

MINISTER: DEPARTMENT OF SMALL BUSINESS DEVELOPMENT

Reply:

The Department is not responsible for SA Social Security Agency (SASSA) scholarships. This question should be directed to SASSA and the Department of Social Development.

However, the Health and Welfare Sector Education and Training Authority (HWSETA) invested and continues to invest in various health-related professions as referred below:

a) R425 Nursing Diploma

Year	Number of students	Budget
2019-2020	478	R37 762 000
2020-2021	400	R31 600 000
2021-2022	203	R16 037 000

b) R174 B Nursing & midwifery

Year	Number of students	Budget
2019-2020	93	R11 160 000
2020-2021	65	R7 800 000
2021-2022	44	R5 280 000

c) R425 Nursing Degree

Year	Number of students	Budget
2019-2020	185	R22 200 000
2020-2021	130	R15 600 000
2021-2022	88	R10 560 000

d) New Post Graduate Diploma in Nursing (Mental Health)

Year	Number of students	Budget
2019-2020	0	0
2021-2022	0	0
2022-2023	0	0

Reply:

1. The KwaZulu Natal Province has reported that the total rental value for the Crystal Valley shelter that is used as a transitional emergency accommodation for the victims amounted to R28,4 million for 550 beds.
2. There was an open tender process and the tender was referenced as Bid No. HDA / KZN /2022/005.

Reply:

DEPARTMENT OF SCIENCE AND INNOVATION

Name of public entity/institution	(a)	(b)
	(i)	(ii)
	R’000 (per annum)	R’000 (per annum)	R’000 (per annum)
Council for Scientific and Industrial Research	6,168	4,269	Nil
Technology Innovation Agency	2,142	2,234	Nil
South African National Space Agency	2,800	2,415	Nil
Human Sciences Research Council	3,210	2,421	Nil
Academy of Science of South Africa	1,530	1,160	Nil
National Research Foundation	3,966	3,300	Nil

DEPARTMENT OF HIGHER EDUCATION AND TRAINING

Name of entity	(a) (i) and (ii)	(b)
National Institute for Human and Social Sciences	(i) Acting CEO salary = R2 603 150.86 (ii) Top Executive salary CFO = R2 263 609.44	No payments for meetings
National Student Financial Aid Scheme	(i) Chief Executive Officer = R3 219 780 (ii) Top executive salary Chief Corporate Services Officer = R1 748 713.58 Chief Operations Officer = R1 748 713.58 Chief Information Officer = R1 722 884.48 Chief Financial Officer = R2 018 518.64	No payments for meetings

No	Entity	What is the salary of each?	i) Chief Executive Officer	ii) Top executive position	What is the total amount does each get paid to attend a meeting?
	Agriculture sector education and training Authority (AGRISETA)		R 2 049 255,59	Chief Financial Officer (CFO) = R 1 880 976,00 Corporate Services: Executive Manager =R 1 567 483.31 ETQA: Executive Manager = R 1 567 483.31 Learning programme: Executive Manager = R 1 567 483.31 Skills Programme & Project: Executive Manager = R 1 567 483.31	Not applicable
	Banking Sector Education and Training Authority (BANKSETA)		R2 067 566.99	Chief Financial Officer = R 1 622 168.55 General Manager: Operations =R 1 622 168.55 General Manager: Corporate Services (Vacant) = R 1 552 314.00	Not applicable
	Council on Higher Education (CHE)		R 2 301 373.26	Chief Financial Officer = R 1 823 489.80 Director: Corporate Services = R 1 772 121.04 Director: National Standards Reviews =R 1 756 677.52 Director: Accreditation =R 1 659 102.60 Director: Research, Monitoring, and Advice =R 1 546 702.18 Director: Institutional Audits =R 1 510 569.96 Director: Management of HEQSF =R 1 402 976.99	Not applicable
	Chemical Industries Education and Training Authority (CHIETA)		R 2 382 608.58	Executive- Governance and Risk =R 2 086 692.36 Acting CFO =R1 326 484.98 Executive Grants and Regions =R 1 721 294.14 Executive Research and Skills Planning =R 1 922 833.07 Executive Corporate Services =R 1 721 294.48 Acting Executive ETQA =R 1 531 210.27	Not applicable
	Construction Sector Education and Training Authority (CETA)		R 1 714 074	Chief Financial Officer = R 1 800 000 Executive Management: Strategic Support =R 1 984 599.96 Executive Management: ETQA & Projects =R 2 088 200.04
	Education, Training and Development Practices (ETDPSETA)		R2 364 053.72	Chief Financial Officer =R1 787 642.16 Chief Risk Officer =R1 787 642.16 Chief Operations Officer =R1 696, 471.44	Not applicable
	Energy and Water Sector Education and Training Authority (EWSETA)		R 2 090 088	Chief Financial Officer =R 1 404 000 Corporate Services Executive =R 1 541 954.82	Not applicable
	Food and Beverages Manufacturing Industry Sector Education and Authority (FOODBEV)		R 2 493 825.30	Chief Financial Officer =R 1 836 481.14	Not applicable
	Health and Welfare Sector Education and Training Authorities (HWSETA)		R 2 251 105	Chief Financial Officer =R1 945 371 Executive Manager: Corporate Services =R1 960 976 Executive Manager: Skills Development Programmes = R1 845 502 Executive Manager: ETQA =R1 647 797 Executive Manager: RIME =R1 618 794 Executive Manager: Provincial Offices = R1 714 119	Not applicable
	Local Government Sector Education and Training Authority (LGSETA)		R 2 458 739.75	Executive Manager: Corporate Services =R1 395 636.91 Head: Internal Audit and Risk =R1 399 571.59 Executive Manager: Strategy and Planning =R 1 900 833.48 Chief Financial Officer =R 2 269 526.96 Chief Operation Officer =R 2 338 339.69	Not applicable
	Manufacturing Engineering and Related Services Sector Education and Training Authority (MERSETA)		R 2 399 816.88	Chief Financial Officer =R 1 935 359.75 Chief Operation Officer = R 1 935 359.75 Corporate Services =R1 488 310.24	Not applicable
	The Media, Information and Communication Technologies Sector Education and Training Authority (MICT SETA)		R 2 216 713.20	Chief Information Officer =R 1 760 245.31 Chief Financial Officer = R 2 075 440.03 Board Secretary =R 1 090 628.00 Senior Manager 4IR =R 951 081.71 Senior Manager Learning Programme =R 1 487 170.64 Senior Manager Monitoring and Evaluation =  348 154.08 Senior Manager Corporate Service = R 1 500 603.00 Senior Manager ETQA = R 1 451 862.70 Senior Manager Sector Skills Plan = R 1 090 628.35 Manager Office of the CEO = R 1 063 234.07	Not applicable
	Mining Qualifications  Authority (MQA)		R 2 330 121	Chief Financial Officer = R 1 789 314 Chief Operations Officer =R 1 870 041 EM: Corporate Services =R 1 754 196 Chief Risk Monitoring & Evaluation Officer =R 1 757 840	Not applicable
	Safety and Security Sector Education & Training Authority (SASSETA)		R 2 291 317.32	Chief Financial Officer =R 2 055 805.92 Executive Manager: Corporate Services =R 1 733 309,28 Executive Manager: Learning Programmes =R 1 733 308.92 Executive Manager: Research =R 1 733 308.92	Not applicable
	South African Qualifications Authority (SAQA)		R 1 688 372.87	Chief Financial Officer =R1 663 421.16	Not applicable
	Transport Education and Training Authority (TETA)		R 3 600 000	Chief Operations Officer =R 2 605 999.92 Chief Finance Officer =R 2 605 999.92 Company Secretary =R 2 056 188.48 Executive Manager CSU =R 2 468 071.92	Not applicable
	Wholesale and Reatail Sector Education and Training Authority (WRSETA)		R 2 401 999.44	Chief Audit Executive =R 1 635 821 Chief Operations Officer (COO) =R 1 869 971.52 Chief Information Officer =R 1 788 677.04 CFO R 1 898 022.36 Executive Strategic Planning, Performance and Evaluation Executive = R 1 685 263.32 Executice Corporate Services =R 1 788 677.04	Not applicable
	Culture, Arts, Tourism, Hospitality and Sport Education and Training Authority (CATHSSETA)		R2,076,394.32	Chief Financial Officer = R1,682,720.00 Executive Manager: Learning Programmes = R1,693,477.76 Executive Manager: Research, Monitoring and Evaluation =R1,491,346.48 Executive Manager: Corporate Services =R1,501,276.82
	Quality Council for Trades and Occupations (QCTO)		R2 195 400.00	Chief Director: Corporate Services – =R1 518 069.00 Chief Director: OQA – =R1 563 948.00 Chief Director: OQM – =R 1 518 069.00
	Financial and Accounting Services Sector Education and Training Authority (FASSET)		R 2 451 781,92	Chief Operating Officer (currently vacant) = R 2 092 215,24 Chief Financial Officer =R 1 682 113,92
	Services Sector Education and Training Authority (SERVICES SETA)		R 2 802 234.96	Chief Financial Officer =R 1 899 327.32 Executive: Strategy and Planning =R 1 899 327.32 Executive: Core Business =R 2 083 087.20 Executive: Strategic Partnership =R 1 899 327.32 Executive: Corporate Services =R 1 899 327.32
	Public Service Sector Education and Training Authority (PSETA)		R 2 088 539.43	Chief Financial Officer =R 1 540 597.01 Chief Operations Officer = R 1 558 507.08 Chief Audit Executive =R1 344 449.64
	Fibre Processing and Manufacturing Sector Education and Training Authority (FP&M SETA)		R 1,911,474	General Manager: Research, Planning & Reporting = R 1,186,746.72 Chief Information Officer = R902 027.96 General Manager: Operations, Project &QA = R 1,040,871.49 Chief Financial Officer = R 1,023,853.76
	Insurance Sector Education and Training Authority (INSETA)		R2 253 176	Executive Manager Operations =R1 780 000 Executive Manager Risk =R 1 650 000 Chief Financial Officer =R1 780 000 Executive Corporate Services = R1 650 000

Reply:

​1. 

1.1 On the 03 February 2023, the University of Venda successfully traced and apprehended one of its Junior Administrative staff members who was allegedly soliciting bribes from prospective students. His modus operandi was to contact students who had applied for admissions at the University and had received notification to accept admission to the programme of their choice. He called students, informing them that they would not be admitted since the spaces are being taken up, but if they paid him money, he would enable them to be admitted. The staff member concerned was immediately suspended pending the finalisation of the contemplated disciplinary action against him. It is important to note that the staff member had no access to admission and registration process since the whole process is conducted via the Online System.

 

1.2  On 08 February 2023, the University learned through social media reports (Twitter) of the allegations of a needy student seeking admission and placement at the University of Venda. Upon receipt of the allegations, the University through its Legal Services Department conducted an investigation which revealed the following:-

1.2.1 The alleged victim posted on a Facebook page called UNIVEN-Students UPDATES & Fun, asking for assistance to apply for PGCE at the University. This page called UNIVEN-Students UPDATES & Fun, does not belong to the University of Venda.

1.2.2  In response thereto, the victim received an inbox message on her Facebook account from one Amukelani who indicated that there is Skhumbuzo Venda who could assist the victim with application, as he (Skhumbuzo) also assisted her (Amukelani) to apply for PGCE and she is waiting for admission. Amukelani also provided the victim with contact numbers of Skhumbuzo Venda, and the victim started communicating with Skhumbuzo.

1.2.3 According to the victim, Skhumbuzo is the one who assisted her throughout the application process to the completion stage. Co-incidentally, within a period of ten minutes of the completion and uploading her application on the University application portal, the victim received a WhatsApp text message from one Tshilidzi Isaac Mulidzi soliciting a bribe amounting to R3 500.00 for her admission to the program.

1.2.4 The University of Venda does not have a staff member by the name of Tshilidzi Isaac Mulidzi, nor does the University have an employee and/or student by the name of Skhumbuzo Venda.

1.2.5 When 2023 admissions commenced, the University issued a communique to members of the public advising them to communicate with Univen officials via the University contact details appearing on its website for information and assistance. Skhumbuzo Venda and Tshilidzi Isaac Mulidzi are not amongst the University of Venda contact persons.

1.2.6 The investigation revealed that the victim never communicated with the University official/s regarding her application. The University is in possession of screen shots of the victims Facebook posts on UNIVEN-Students Updates & Fun, WhatsApp conversation between the victim and Skhumbuzo Venda, and Mr Tshilidzi Isaac Mulidzi.

1.2.7 From the information gathered, the complainant was a victim of a Facebook scam.

2. RESPONSE TO PARLIAMETARY QUESTIONS RAISED:

a) Following the suspension of the Staff Member, the University of Venda Management initiated disciplinary action in accordance with its Disciplinary Code and Procedure against the staff member. The staff member will be subjected to a disciplinary enquiry. If the staff member is found guilty of misconduct, he will be dismissed, this should deter other employees from committing a similar offence.

b) steps his department taken to prevent the incident from occurring again

All staff members at the University of Venda have been warned against any corrupt activity within their sphere of operations in the Admissions Section. The whole University Community was also warned against such activities. Media statements were issued to the public against such involvement or engagement.

c) number of similar incidents have been reported to (i) his department and/or (ii) to him?

There is just one incident which the University of Venda is attending to currently.

Reply:

Independent studies and assessments have been conducted on the impact of the R&D tax incentive. These studies and assessments were considered during the recent policy review of the R&D tax incentive programme, the outcome of which culminated in the Minister of Finance announcing in his 2023 Budget Speech a 10-year extension of the incentive until 31 December 2033. As part of this policy review a Discussion Document was published on 15 December 2021 by the National Treasury and the Department of Science and Innovation, which document referred to and referenced the relevant studies. The Discussion Document is available on the National Treasury’s website.

In terms of impact, the study conducted by James (2017) indicated that companies benefiting from the R&D tax incentive spend an additional R4 million on R&D compared to those who conducted R&D but did not benefit from the incentive. The study indicated that while the revenue foregone between 2008 and 2015 was about R7 billion, the additional R&D spending was nearly R13 billion. This implies that for every one rand of tax revenue foregone by the fiscus, these companies spent an additional R1.83 on R&D. Another study also indicated positive and significant effects associated with the R&D tax incentive, in that companies that received the R&D tax allowance increased in-house R&D investment in terms of expenditure and intensity and reduced technology in-licensing.

Reply:

I do not have any official information about this matter as yet. I have requested an official report from SA Tourism, so that I can appraise myself about this matter.

Reply:

No.	Institution/University	Stage 3	Stage4	Stage 5	Stage 6
1	Cape Peninsula University of Technology (across all campuses)	R30 500.00	R44 650.00	R56 400.00	R82 250.00
2	University of Cape Town	R98 510.00	R131 346.00	R164 183.00	R197 019.00
3	Central University of Technology	Central University of Technology spends about R 39 285.87 per week for both campuses. This is a conservative number since it varies based on the stages of the loadshedding.
4	Durban University of Technology	R5 870.70	R7 044.84	R11 741.40	R16 437.96
5	University of Fort Hare
6	University of the Free State.	R7 747.20	R15 494.40	R20 659.20	R25 824.00
7	University of Johannesburg (across all 4 campuses)	R178 494.63	R535 483.88	R713 978.51	R892 473.13
8	Mangosuthu University of Technology	Unfortunately, we are unable to provide information on the cost of diesel under each of the different stages of load shedding; however, we are able to advise that it costs MUT approximately R123 026 per month when generators are used during load shedding. This is based on the load shedding on 2 hours per day.
9	University of Mpumalanga
10	Nelson Mandela University (across all campuses)	R75 600.00	R100 800.00	R108 360.00	R115 920.00
11	North-West University (3 campuses)	R196 800.00	R295 200.00	R392 600.00	R492 000.00
12	University of Pretoria (with two campuses in close proximity to hospitals not experiencing load shedding – figures per day)	R1 200 933.00	R1 501 167.00	R1 801 400.00	R2 201 711.00
13	Rhodes University	It’s difficult for the Rhodes University to show the spend per Stage of loadshedding. We can however show the spend on diesel for the year. It is evident that as the year progressed and the stages increased, the spend on diesel increased substantially.
14	Sefako Makgatho University	R1 233.00	R1 513.00	R2 104.00	R2 603.00
15	Sol Plaatje University	R3 880.80	R7 276.50	R7 276.50	R8 731.80
16	University of South Africa	UNISA does do not keep track of expenditure per stage of loadshedding and is therefore not able to provide data in that format. Expenditure schedule attached.
17	Stellenbosch University *across the 4 campuses)	R194 221.00	R234 576.00	R288 473.00	R342 739.00
18	Tshwane University of Technology (6 Campuses)	R26 250.00	R39 375.00	R42 000.00	R42 000.00
19	University of the Western Cape	R21 871.00	R33 333.00	R41 667.00	R49 911.00
20	University of Zululand	The University of Zululand does not have many generators. We, therefore, do not have an astronomical diesel account for load shedding, but the reality is that we are in dire need of generators and a budget for diesel for the generators if the load shedding is going to continue as is.

 

UNIVERSITY OF SOUTH AFRICA: LOADSHEDDING EXPENDITURE BREAKDOWN

Month	Monthly Usage	Days	Daily Usage
	R		R
Jan & Feb 2020	246947,60	60	4115,79
Mar-20	63151,70	31	2037,15
Apr,May & Jun 2020	25035,81	122	205,21
Aug-20	17518,29	31	565,11
Sep-20	18040,43	30	601,35
Oct-20	33725,10	31	1087,91
Nov-20	80989,16	30	2699,64
Dec-20	90871,96	31	2931,35
Jan & Feb 2021	26888,58	59	455,74
Mar-21	15948,16	31	514,46
Apr-21	53977,89	30	1799,26
May-21	81001,58	31	2612,95
Jun-21	41150,90	30	1371,70
Jul, Aug & Sep 2021	27000,00	92	293,48
Oct-21	52672,14	31	1699,10
Nov-21	45000,00	30	1500,00
Dec-21	248158,77	31	8005,12
Jan & Feb 2022	45000,00	59	762,71
Mar-22	63000,00	31	2032,26
Apr-22	72000,00	30	2400,00
May-22	130991,80	31	4225,54
Jun-22	93352,60	30	3111,75
Jul-22	545811,47	31	17606,82
Aug-22	563791,45	31	18186,82
Sep-22	296575,74	30	9885,86
Oct-22	897823,41	31	28962,05
Nov-22	430533,29	30	14351,11
Dec-22	1159115,82	31	37390,83
Jan-23	795095,57	31	25648,24
Feb-23	1107191,50	28	39542,55
Mar-23	44795,89	3	14931,96

Reply:

DEPARTMENT OF HIGHER EDUCATION AND TRAINING

The Public Entities of the department aligned their procurement policies to Regulations 2022 of the Preferential Procurement Policy Framework Act, 2000 (Act 5 of 2000) with the focal amendment of implementing specific goals in accordance with the White Paper on Reconstruction and Development, 15 November 1994. The advantage of the changes in legislation is that other than price for goods/services, Broad-Based Black Economic Empowerment is not the only other criterium of scoring point in the final award of tenders. Instead, Public Entities are now permitted to identify points for specific goals to be incorporated into their tender that contributes to the final points scored together with points for price. It implies, Public Entities can select target markets based on predetermined specific goals. Though Public Entities of the department do not procure from or for other state-owned entities, they are however able to render much more competitive and focused services by now being able to select specific goals in the procurement processes.

Reply:

a) How is the Global Advocacy Campaign tailor-made for each tourism market?

I have been informed by the Department that the Global Advocacy Campaign is being implemented in various countries, by localising messaging for the target audience in each market. In executing the campaign, the country hubs have partnered and worked through various stakeholders in market including trade partners, influencers and other strategic non-tourism-related brand-aligned collaborations. 

The strategy of the campaign is three-fold:

• Leveraging of strategic events and trade platforms where SA Tourism is participating in each market, by engaging key stakeholders about the destination.
• Addressing barrier issues i.e., safety and security and visa challenges, amongst others, through issuing of media releases, newsletters and stakeholder engagements.
• Destination profiling content is always on various SA Tourism platforms including digital.

b) What has been the impact of various (i) international and (ii) regional campaigns on boosting destination image.

(i) International and (ii) Regional

The global “Live Again” campaign was launched in March 2022 and ran until 31 July 2022. The campaign, activated in two phases, targeted 25 countries across key global digital media platforms as follows:

• 5 global platforms used in phase 1 from 5 March – 15 April 2022: National Geographic, BBC, Expedia, Connected TV, YouTube and Gameloft.
• 8 global platforms used in phase 2 from 16 April – 31July 2022: National Geographic, BBC, CNN Expedia, Connected TV, YouTube, Gameloft, Facebook and Twitter.

The campaign resulted in the following:

Reach & awareness	Engagement & interest	Interest & Intent	Conversion
Ad impressions 374 750 898 Video views 84 759 694	Ad engagements 38 207 076 Ad clicks 1 337 661 Website visits 238 553 Website pages viewed 271 794	Website engagements with content 88 388 Website articles viewed 27 973 Website videos viewed 1 450 Deals added to wish list 1 176 Accounts created 2 545	Clicks on “BOOK NOW” 3 100

The above table demonstrates the following:

• By delivering over 374 million impressions, the cost per thousand impressions (CPM) averaged at R173,27 and an average cost per video viewed (CPV) of R0,77, both of which are above the average global CPM and CPV but explained by the quality of the ad placements and global platforms.
• Quality of the platforms is further heighted by the average ad engagement rate at 10% vs a global average of between 1% and 5%. This indicates the ads are shown to a relevant audience base.
• Campaign performance volume is top-of-the-funnel heavy, attention should be given to the intent and conversion metrics as Return On Investment indicators
• The brand tracker process is currently underway, and we should expect to see an impact on the brand tracker results.

c) how has the SA Tourism tracked the impact of the recent killing of the German tourists on :

(i) forward bookings

• South African Tourism did not track the impact of this specific incident on forward bookings. SA Tourism has, however, received information on cancellations of foreign bookings, with no reason given for the said cancellation.
• The average bookings over a normal 3-year period is 64,496. The average cancellation over the same period is 2.48%

(ii) cancellations

• The total cancellation rate for various reasons, not specifically linked to this incident was 3.02%

(iii) travel restrictions to the Republic

• No travel restrictions experienced as a result of the incident.

d) what steps has she taken to engage the Ministers in the security cluster to curb crime against tourists

The mandate of the Security Cluster is to ensure the safety of all, including tourists.

However, the Department continues to engage relevant Departments and implements various initiatives aimed at ensuring that tourists are safe, through the National Tourism Safety Strategy and the Memorandum of Understanding (MoU) between the Department and the South African Police Service (SAPS).

e) what measures must the Republic put in place to avoid a repeat of the incidents like the recent murder of the German tourist around the Numbi Gate?

It is the mandate of the South African Police Service to deal with all crime.

 

Reply:

a) The protocol is within the competency of the South African Police Services as the custodian of safety and security.

b) The Department was informed that a case of a missing person has been opened at Pinelands Police Stations and a search was initiated by the South African Police Services. The Western Cape Provincial Department of Economic Development and Tourism is in contact with the parents of the missing person and is providing aftercare support. The department has also informed the German Embassy, Consul and the Department of International Relations and Cooperation.

Reply:

As indicated in my media briefing on 24 January 2023 regarding the state of readiness for the academic year 2023, TVET colleges planned headcount enrolment for 2023 is 497 032 for the ministerial approved programmes with additional 59 383 headcount enrolment for programmes that is funded through other funding sources, thus bringing the total planned TVET enrolment for the academic year 2023 to 556 415.

Of the total planned enrolment of 556 415, a total of 480,686 (2022/23: 500,071) ministerial headcount enrolments are currently funded through the baseline funding (Fiscus) provided by the state, with the balance of the enrolments either must be collected via student fees or written off by the respective TVET Colleges. 

The total required budget for this enrolment plan amounts to R14.591 billion of which R14.428 billion is funding by the State with a correlating budget deficit of (R162 million or 1.13% funding deficit) that must be absorbed by TVET Colleges through the recovery of student fees. The state can therefore currently only fund 480,686 TVET Enrolments from the fiscus baseline which is far below the envisaged growth required by the NDP of 2.5 million TVET enrolments by 2030.

The following table reflects the result of minimal baseline growth due to the increase in Consumer Price Index (CPI) and labour on the programme costs which resulted in reduced enrolments:

Description	2021/22	2022/23	2023/24	Decline in State Funded enrolment from 2021/22 to 2023/24
State Funded enrolment	505,770	500,071	480,686	(4.95%)

There has been a decline of approximately 5% in state funded TVET enrolments over the past three (3) financial years. This is predominantly attributable to the impact of COVID-19 on the fiscus envelope, and the numerous budget cuts that have been applied by National Treasury (NT) on the TVET budget allocation resulting in almost no real time growth in the baseline since 2021/22.

Thus, substantial increase of funding is required for expansion of the TVET college sector to meet the National Development Plan targets. The analysis done by the Department has revealed that a required significant funding increase of, up to 100% over the MTEF and up to 300% until the 2030 will be required if the developmental target of 2.5 million TVET students still must be achieved.

As part of the fiscal strategy to close the gap towards the realization of the National Development Plan (NDP) 2030 target, the TVET branch has held consultative engagements with the South African Colleges Principals Organization (SAPCO) to consider various options to support accelerated access and growth of the sector. A Task Team comprising of senior managers and the leadership of SAPCO was formed and is currently working on the following potential expansion strategies:

• assessment of the available excess infrastructure (classrooms, workshops etc.) to cater for additional enrolments,
• assessment of the capacity of colleges to offer multimodal / hybrid teaching and learning i.e. distance learning,
• acceleration of initiatives for digitizing assessments and online digital content development, and
• assessment of the human resource (i.e. lecturers) capacity to cater for the growth of the sector.

In addition, the Department is aware that the traditional brick and mortar approach is not only costly in terms human resources and physical infrastructure, but it is associated with delays in relation to the timeframes attached to the development of physical infrastructure. This approach not only hampers the timelines in realizing NDP targets but is also time consuming. The Department is currently working on developing a digitization strategy and its first pilot phase will be funded through reprioritization from the current infrastructure budget. The Department is planning to submit the Budget for Infrastructure (BFI) proposal to National Treasury to fund the full phase. The pilot phase will take place during the 2023 academic year, while the full phase will be rolled-out during the 2024 academic year. It should also be noted that this project includes both TVET and CET colleges.

The Department is also mindful that the issue of expansion should not only be funding-focused, but that an integrated approach is also required both aimed at increasing the enrolment numbers and quality education. This integrated approach should include among other:

• Ensuring that there are costs and operational efficiencies regarding the utilization of current resources by colleges.
• Improving governance processes at colleges to attract external funding.
• Accelerating the curriculum transformation process.
• Institutionalizing skills levy funding for skills programmes offered by colleges.
• Strengthening relations with private colleges.
• Exploring opportunities evident from the gap created by Universities of Technologies, as several are currently operating as traditional universities.

Reply:

a) What are the details of the process and/or procedure followed to identify Tourism Monitors.

I have been informed by the Department that,

• The project is introduced to Provincial tourism departments and entities, local municipalities and all the local stakeholders.
• Once the Service Provider is appointed, they draft the advert and the department approves it
• The advert to recruit Tourism Monitors is placed in local newspapers, government departments and in some instances also in traditional authorities’ offices
• Recruitment is localized as such, applicants should submit a proof of residence
• During recruitment and selection, addresses are verified to ascertain that they are within the 28 kilometer’s radius to the attraction/site.

b) What training do Tourism Monitors undergo?

The Tourism Monitors were trained in various accredited skills programmes and qualifications like;

• National Certificate in Tour Guiding
• National Certificate in Environmental practice
• National certificate in Occupational health and Safety
• Skills programme Customer Care and Volunteer safety

c) What total number have been identified, trained, completed. See below table.

 

	2019-2020	2020 – 2021	2021 – 2022	2022 – 2023
Provinces	Identified	Trained	completed	Identified	Trained	Completed	Identified	Trained	completed	Identified	Trained	Completed
Gauteng							230	230	200
Eastern Cape							200	200	169
Western Cape				100	100	85	345	345	252
Northern Cape	50	50	46				100	100	85
Free State				100	100	96	100	100	94
North West				100	100	95	100	100	94
Mpumalanga										288	288	270
Limpopo	180	180	168
KZN	370	370	350				460	460	410
SANBI Gardens				100	100	88
Isimanagaliso							230	230	206
	2019-2023
Entity	Identified	Trained	Completed
SANPARKS	312	312	253

Reply:

(1) According to the KwaZulu Natal Department of Health, Wentworth Hospital Gateway clinic has a backlog on issuing of spectacles to 300 patients. The reason for the backlog is that the institution exhausted the budget for spectacles in October 2022.

(2) There is no optometrist employed at Wentworth Hospital Gateway Clinic. However, the facility receives support from a visiting optometrist who visits the hospital once a week. There is one ophthalmic nurse employed at the clinic.

(3) The hospital has no budget to fill optometrist posts, however, the Department continues to advocate for enough funds to address this problem. The budget allocated to the hospital over the past years was insufficient to create new posts.

(4) The hospital has included the filling of the optometrist post in the budget bid for 2023/24. Additional funds for spectacles have also been requested.

Further information is awaited from the Province.

END.

Reply:

a) Infant Mortality Rate

Chris Hani Baragwanath Hospital -All Data	2020	2021	2022	Total
Death in facility 0-6 days	359	403	325	1087	59,6%
Death in facility 7-28 days	162	162	191	515	28,2%
Death in facility 29 days - 11 months	43	95	84	222	12,2%
Total infant deaths	564	660	600	1824	100,0%
DHIS data extracted 20th February 2022

(b)-(c) Chris Hani Baragwanath Academic Hospital (CHBAH) does not procure ambulances. Provision of ambulances is the responsibility of Gauteng EMS. Gauteng EMS does not have dedicated obstetric ambulances as all ambulances are equipped to treat and transport all emergencies including obstetric cases.

Gauteng EMS is piloting the Gauteng Scheduled Emergency Transport (G-SET) which is a scheduled transport system between high call volume facilities like CHBAH. We are encouraged by the improved response times and plan to expand G-SET during the new financial year subject to recruitment of additional staff.

(d) (i) Action plans to reduce avoidable mortality

• All Health care facilities should have monitoring and evaluation team that monitors perinatal mortality data using the Perinatal Problem Identification Program (PPIP) to exclude avoidable deaths.
• Integrate PPIP programme into M & E teams at all levels of care.
• Facility management should develop quality improvement plan focussing on avoidable factors of death and address them.
• Facility Management must ensure that all delivering institution discuss every death within 7 days, report on PPIP, develop and follow up on implementation of Quality Improvement Plans (QIP)
• Senior management must ensure that junior staff is provided technical support on the job and onsite corrective measures.
• Provincial Management to submit and verify their PPIP data to NDoH establish Provincial Perinatal Mortality Meetings Committee, NDOH, Provinces, MNCH cluster.

(ii) Promote the prevention, early identification, and comprehensive management of the stabilisation phase of children with Severe Acute Malnutrition (SAM)

• Strengthen the capacity of hospitals to identify and care for acutely sick children not limited to the following:

• Equitable allocation and non-rotation of staff
• Ensure effective triage system in hospitals.
• Strengthen daily ward rounds including on weekends.
• Sustain Outreach support to District Hospitals

• Empower households and strengthen community services to promote early entry into the health service and reduce barriers.

• Create a safe home and social environments for children to reduce non-natural deaths, such as burns prevention and road traffic accidents.

• Strengthen the capacity of community and primary health care services to address common childhood illnesses.

(e) The Department of Health reached the sustainable development goal set target of <12/1 000live births by 2030 for newborn nationally which is part of the infant mortality rate. The Department is therefore striving to sustain the performance not to regress below the current achievement, however.

The Infant Mortality Rate sustainable development goal which is also the Departmental goal is set at 20/1 000 live births by 2030.

(f) The Department of Health reached the sustainable development goal set target of <12/1 000live births by 2030 for newborn nationally and the infant mortality rate l recorded in 2020 was 23.6.

END.

Reply:

1. (a) Rehabilitation of the old De Beers slime dams had started; however the rehabilitation is currently on hold due to West Coast Resources being placed on provisional liquidation (and now on business rescue). A section/portion of the slime dams is covered with >40mm material, therefore the dust emanating from those slimes is no longer as extreme as it used to be.

(b) It is DMRE’s responsibility to ensure that mining of mineral resources is done in a sustainable and environmentally sound manner and that the health of communities are not compromised. The Department will conduct regular audit inspections at the WCR operation to ensure full compliance with the issued Environmental Authorisation and the approved EMPR.

2. (a) (i) The last site inspections were conducted on 02 August 2022 & 21 September 2021. (ii) DMRE together with the Department of Agriculture, Environmental Affairs, Rural Development and Land Reform (DAERL) as the regulating authority for Air Emission Licenses (AEL) in the NC conducted an inspection at WCR on 02 August 2022. On the day of the inspection there was little to no activity on site, site visit was undertaken in the windiest month of the year and still little to no dust emissions were observed.

(b) Two officials from the Department were part of the team that conducted the last inspection.

(c) The next inspection will take place during the course of March 2023.

 

Reply:

1. Eskom’s business case clearly demonstrated that they are not intending to be in the business of wholesale Petroleum Products. Purchasing diesel for own use does not require a Wholesale Licence.
2. As indicated above, Eskom is not in the business of wholesaling as envisaged in the law.
3. There is no impediment to the purchasing of diesel by Eskom as there are a number of experienced oil companies in the South Africa that are capable of supplying fuel to any customer at competitive prices as was envisaged by Legislation.

Reply:

a) What are the full details of the roll-out of solar geysers to date:

The DMRE procured 87 206 Solar Water Heaters (SWH) manufactured by local companies. These were meant to be installed in 19 Municipalities but 15 have remained on the programme. The participating municipalities have to provide beneficiary list for the allocated units. The beneficiaries are mainly indigen households or low income households who did not have geysers before. The Department together with CEF has installed 22 002 SWH in 15 municipalities.

b) What is the feedback on their effectiveness?

All units installed are functioning well. Noting that the installation is mainly on houses that did not have geysers before, the effectiveness in terms of electricity saved cannot be calculated as they were not on the grid before installation.

(c)(i) What are the Plans to install

The first bid to install was closed and service providers appointed. Installation under phase one of the installation has been completed in Mossel Bay, Bitou and nearly completed in Mahikeng. A total of 22 002 SWH have been installed.

The final bid to install the outstanding systems has been issued, closed, evaluated, adjudicated in January 2023 and the Department is in the process of appointing service providers to install on the last phase of the project. A total of 42 service providers has been approved.

(ii) Time frames of the roll-out of solar geysers going forward?

It is anticipated that the installation phase will be completed in 8 months noting that the

Department has approved more service providers now.

Reply:

1. The Ministry undertakes international travel to carry out the core mandate on Trade, Industry and Competition. Travel is either at the request of the President, particularly for State Visits, or through our membership of global structures where South Africa’s interests have to be defended or advanced (for example in the World Trade Organisation), or meetings with investors.

In the period under question, the travel undertaken focused on the following four categories:

1. Promoting African trade, investment and industrialisation.
2. Meeting with major trading partners, including State Visits
3. Meetings where South Africa is a member of the International Organisations.
4. Travel to set out the case for investment in South Africa.

Total spending on the above will be finalised shortly and provided as an updated reply.

(2) Minister Patel’s domestic travel since 1 June 2019 amounts to R 748 328. This covers trips between the seat of Parliament (Cape Town) and the seat of the Executive (Pretoria), as well as meetings in different provinces, such as E Cape and KZN. All travel is currently in economy class, except where seats are not available.

Deputy Minister Majola’s domestic travel since 1 June 2019 amounts to R 518 460. All travel is currently in economy class, except where seats are not available.

Deputy Minister Gina’s total cost incurred for domestic travel since 1 June 2019 amounts to R1 154 770. All travel is currently in economy class, except where seats are not available.

3. The expenditure for the 2019/20 financial year was disclosed in the audited Annual Financial Statements of the former department of Trade and Industry and the expenditure for the 2020/21 and 2021/22 financial years were disclosed in the audited Annual Financial Statements Department of Trade, Industry and Competition (the dtic). The current financial year’s audited Annual Financial Statements will be available in September 2023.

-END-

Reply:

1.

(aa) Minister
a) Destination	Date	(b)Total Costs	(bi) Accommodation	(bii)Travel Costs
1. United Kingdom	10 Feb 2020	R 110 320.80	R 25 239.80	R 85 081.00
2. Côte d’Ivoire	14 Dec 2020	R 71 662.88	R 5 536.88	R 66 126.00
3. Mozambique	24 Feb 2020	R 15 436.51	R 6 277.51	R 9 159.00
4. Nigeria	3 - 4 Dec 2020	R 60 175.38	R 3 798.38	R 56 377.00
5. Botswana	25 May 2022	R 23 231.03	R 16 751.03	R 6 480.00
6. Zimbabwe	27 May 2022	R 15 999.14	R 3 639.14	R 12 360.00
7. Indonesia	2 Sept 2022	R 26 388.90	R 16 080.90	R 10 308.00
8. South Sudan	8 Sept 2022	R 56 836.03	R 45 023.93	R 11 812.10

(bb) Deputy Minister
(a)Destination	Date	(b)Total Costs	(bi)Accommodation	(bii)Travel Costs
1. France	March 2022	R 160 856.00	R 50 117.00	R 110 739.00
2. Belgium	18 June 2022	R 12 409.58	R 12 409.58	Sponsored trip
3. Australia	31 August 2022	R 103 080.00	R 39 220.34	R 142 300.34
4. Austria	26 Sept 2022	R 138 683.30	R 48 682.30	R 90 001.00

2.

Year	Minister	Deputy minister
2020	R 7 123.00	R0
2021	R 227 551.00	R 57 982.00
2022	R 236 768.00	R 257 421.00
2023	R 60 600.23	R 45 611.66
Total cost	R 532 042.23	R 361 014.66

Reply:

It should be noted that since the Media Statement issued by the Department of Mineral Resources and Energy on the 02nd February 2023 about the expired 1995 Agreement on Peaceful Uses of Nuclear Energy between RSA and USA, significant progress has been made towards the completion of the New Nuclear Cooperation Agreement.

On 3rd February 2023, the US has informed the Department that regarding the export of fuel assembly components, the amended license was signed out by the U.S Nuclear Regulatory Commission on Tuesday January 31, 2023. Accordingly, the suspension is no longer in effect and Westinghouse is now authorized to export the subject components (The components in question are those that support Westinghouse’s manufacture of fuel assemblies in Sweden, after which the finished fuel assemblies will be shipped to South Africa for use at Koeberg).

During the recent round of negotiations on 14 and 15 February 2023 the two Parties (RSA and USA) made significant progress and committed to expedite the conclusion of the Nuclear Cooperation Agreement to ensure mutual benefit for the two countries. This is in alignment with the successful trading partnerships which has been in existence for the past five decades between the two countries.

The two Parties have committed to continue with the negotiations until a new Nuclear Cooperation Agreement is concluded. As the Department we are very hopeful this process will be concluded in the near foreseeable future.

Reply:

We are not aware of any deaths associated with the crisis of loadshedding as the question alleges. With regard to the details furnished by the Honourable Member, I am assured by the Gauteng Provincial Department of Health that there is no reported incident in Radiology relating to any death in CT/MRI due to loadshedding at the Chris Hani Baragwanath Hospital, as alleged. The Gauteng Provincial Department further confirms that the CT and MRI machines of the Hospital have uninterrupted power supply (UPS) and generators, which ensures the continuity of service during black-outs. It could be of great assistance if details of the abovementioned case can be made available to us for detailed investigation and response.

END.

Reply:

Inyamazane Funding Scheme was launched on 5 September 2018. This scheme is administered by the Small Enterprise Finance Agency (sefa).

a) Since the inception of the scheme 8 (eight) enterprises were approved to the value of R25 055 376.

b) R12 418 253 was disbursed to 2 (two) enterprises. sefa was not able to disburse to 6 (six) enterprises as these (enterprises) were not able to secure contracts – and these contracts were the basis for the financial support.

Enterprises that were supported are based in the Eastern Cape and Mpumalanga. The slow uptake of the scheme can be attributed to the challenges of market access which is faced by most military veterans.

sefa continues to participate in various platforms where the subject of promoting economic transformation to military veterans are explored.

STELLA NDABENI-ABRAHAMS

MINISTER: DEPARTMENT OF SMALL BUSINESS DEVELOPMENT

Reply:

1. Major public entities as listed under Schedule 2 of the Public Finance Management Act (1999) are required to operate as sustainable profit-generating businesses that borrow on the strength of their balance sheets. However, over the years the financial and operational performance of these entities has steadily deteriorated due in large part to state capture, corruption (as noted by the Zondo Commission), weak corporate governance, archaic business models and burdensome cost structures. Too many SOEs continue to rely on government bailouts. Various initiatives are underway across government to ensure that we create an environment where our SOEs can become sustainable and fulfil their developmental mandate without government support. In this regard, the 2022 Budget Review outlined the need for a new framework for managing bailouts to state-owned companies to reduce fiscal risks and promote long-overdue reforms. The framework, when finalised, will link bailouts of these entities to a range of reforms needed to make them sustainable and efficient.

2. Some SOEs have indeed become a burden on taxpayers. Between 2012/13 and 2021/22, SOEs received about R266.6 billion in bailouts from government. These bailouts crowd out important social expenditure. Therefore, government has shifted its approach in dealing with funding support to these entities, in particular those that are listed under Schedule 2 of the PFMA. Starting last year, and going forward, any fiscal support to SOEs is accompanied by strict conditions to ensure that these SOEs fix their underlying structural challenges if they are to qualify for support from taxpayers.

Reply:

The purpose of Business Rescue process as per the Companies Act is to provide for the efficient rescue and recovery of financially distressed companies so as to balance the rights and interests of all relevant stakeholders (employees, creditors and shareholders)

The primary objective of business rescue is the development and implementation of a business rescue plan that either:

• 1. Rescues the company by restructuring its debt and equity in a manner that maximises the likelihood of the company continuing in existence on a solvent basis; or
  2. Results in a better return for the company’s creditors or shareholders than would result from the immediate liquidation of the company

SAA was placed into voluntary business rescue on 06 December 2019 by its Board of Directors as they believed that the company was in financial distress, after which the airline’s Business Rescue Practitioners (BRPs) took over the management of the airline.

The National Treasury is not aware of any non-compliance to any legal prescripts in relation to SAA’s business rescue process as regulated by the Companies Act and the PFMA.

Reply:

1. Progress in implementing the new organisational structure to reduce high vacancy rate:
   1. Matching and Placement Framework was approved.
   2. Placement and Appeals Committee has been established and approved.
   3. Placement for all salary levels has been initiated:
      1. The implementation plan provides for the placement process to be concluded by end of March 2023 and official implementation of the new structure on 1 April 2023 to ensure business continuity in respect of implementation of the 2022/23 Annual Performance Plan.
      2. At present, the Department is still on track to finalise within this timeframe with the placement of Chief Directors finalised with no concerns raised. The placement of all levels finalised by the Placement Committee and placement of Directors is at present with the Minister for a decision and salary levels 2 to 12 will be routed to the Director-General for a decision.
   4. Thirty-six (35) posts advertised and/or initiated for filling since approval of the structure (1 September 2022:
      1. 1 Deputy Director-General.
      2. 5 Director posts (includes Private and Appointment Secretary).
      3. 12 Deputy Director posts
      4. 8 Assistant Director posts.
      5. 1 Business Analyst
      6. 3 Level 7 posts - 2 Human Resources Practitioners and 1 Supply Chain Management.
      7. 3 Level 5 posts - 2 Accounting Clerks and a Registry Clerk.
      8. 2 Posts in the Ministry (2 Food Service Aids).

• 1. Fourteen (14) appointments and (9) interns since 1 September 2022:
     1. 1 Director: Human Resources Management (HRM).
     2. 5 Deputy Directors (Information and Communications Technology (ICT), Research, and Value Chain Support, HRM; and Performance Monitoring and Reporting).
     3. 3 Assistant Director (HRM; SMME and Policy and Oversight; and Demand and Acquisition [additional to the establishment])
     4. 1 Travel Coordinator (additional to the establishment).
     5. 1 Food Service Aid (contract).
     6. 1 Personal Assistant.
     7. 1 Private and Appointment Secretary to the Minister.
     8. 9 Interns (contracts).
     9. 1 Senior Internal Auditor.

• 1. Three (3) Terminations from November:
     1. Director: Legal Services
     2. Director ICT
     3. Deputy Director: International Relations

1. Impact to the DSBD’s recruitment process
   1. Vacancy rate reduced from 15.6% to 10.9% = 4,7% change in the vacancy rate.
   2. Appointment of a new service provider (recruitment agency) once the current contract of the existing service provider expires. Estimated due date of expiry is 31 March 2023 .

STELLA NDABENI-ABRAHAMS

MINISTER: DEPARTMENT OF SMALL BUSINESS DEVELOPMENT

Reply:

(a), (b), (c), (d) It is assumed that the Honourable Ceza is referring to the 2020/21 municipal financial year in which R1.26 billion was spent on consultants by municipalities to assist them with financial statement preparations as reported by the AGSA in its MFMA General Report (see the link below for a copy of the 2020/21 MFMA General Report, https://www.agsa.co.za/Reporting/MFMAReports/MFMA2020-2021.aspx). Section 2.2 of the MFMA General Report (page 18) sets out the AGSA’s conclusions on the use of consultants for financial reporting. Furthermore, section 2.3 of the MFMA General Report (page 20) sets out the AGSA’s conclusions on the “Financial Health” of municipalities. Information for use of consultants for the 2021/22 municipal financial year is not yet available as the audits are still in progress.

Various disciplines and specialist knowledge is required in financial management. An appropriate use of consultants, coupled with transfer of skills to municipal officials, can assist in making a difference in stabilising and sustaining municipal finances. In this regard, the National Treasury issued a Circular to municipalities in 2016 dealing with cost containment, followed by Regulations in 2019, requiring municipal managers to only appoint consultants if a gap analysis confirmed that the requisite skills or resources are not available to perform the necessary work. It also reminded municipalities of the legislated requirements to closely monitor contracts and the importance of transferring skills. The responsibility for the effective use of financial reporting consultants lies with the Municipal Manager and the relevant Chief Financial Officer.

Reply:

“With reference to her department’s SheTradesZA platform which aims to connect at least 50 000 women-owned businesses to markets by 2023”. The plan was to connect at least 50 000 women owned businesses to markets by 2023, however this figure was amended to 10 000 in the Department’s Strategic Plan to ensure that sufficient resources are allocated to getting these women owned businesses export ready within the time period allocated.

a) As of 31 January 2023, there are 2999 South African users on http://SheTrades.com. For 2022/2023, the Small Enterprise Development Agency (Seda) reported that 2236 clients have already participated in ecosystem advocacy, awareness and capacity building events focused on women-owned businesses and ecosystem stakeholders to encourage registration, as well as participation on the international platform.

b) Since the easing of travel restrictions in 2021, SheTradesZA delegations comprising of clients from various sectors participated in trade shows and missions, with a focus on Africa. In November 2021, the first eight (8) women clients participated in Intra-African Trade Fair (IATF).

Qualifying SheTradesZA Hub women clients have also participated in markets where beneficiaries are integrated into, and they participate in B2B fairs and exhibitions. The following are the details:

• Pan African Women’s Economic Summit Zanzibar: 06 – 08 March 2022 (20 women clients).
• Kenyan Food Event 2022, Nairobi: 23 – 25 March 2022 (18 women clients).
• SARCDA, Gallagher Estate: (20 women clients).
• Ghana Food Event: 23 – 25 March (11 women clients).
• FACIM, Mozambique: 29 August – 04 September 2022 (9 women clients).
• Mission to Mauritius, 17-23 October 2022 (20 women clients).

c) SheTradesZA Hub leverages the Seda Export Development Programme, hereby ensuring seamless integration into mainstream business platforms. This alignment ensures the work of the Hub is not isolated and integrates with relevant offerings sourced both internally and external to the Hub.

The 2023/2024 implementation approach aims to focus on the post-event mentorship as many women require bespoke assistance to follow through with deals due to complexities arising from logistical and tariff costs.

STELLA NDABENI-ABRAHAMS

MINISTER: DEPARTMENT OF SMALL BUSINESS DEVELOPMENT

Reply:

Honourable Ceza’s question must be contextualised within the framework as contained in section 1 of the Municipal Finance Management Act (Act 56 of 2003) (MFMA). It outlines four instances where a municipality will incur irregular expenditure (a) where the expenditure incurred by a municipality is in contravention of, or that is not in accordance with a requirement of the MFMA, (b) where expenditure incurred by a municipality in contravention of, or that is not in accordance with a requirement of the Municipal Systems Act (c) expenditure incurred by a municipality in contravention of, or that is not in accordance with, a requirement of the Public Office-Bearers Act, or (d)

expenditure incurred by a municipality or municipal entity in contravention of, or that is not in accordance with, a requirement of the Supply Chain Management Policy of the municipality or entity or any of the municipality’s by-laws giving effect to such policy.

It is therefore incorrect to assert all amounts to fraud and corruption. To illustrate this using an example; the law requires a municipality to advertise a tender for 14 days and if a municipality advertises the tender for 13 days or less, the law requires for the associated expenditure to be disclosed as irregular expenditure.

Powers to deal with irregular expenditure vests with the Accounting Officer and the Municipal Council. Section 32 of the MFMA, requires municipalities to investigate the irregular expenditure and either recover the irregular expenditure from the person liable or write off that expenditure where value for money was obtained. Municipalities are also required to implement consequence management against officials who failed to comply with the MFMA and implement measures to avoid future recurrences of irregular expenditure.

Where matters are reported to law enforcement agencies, the recovery of proceeds of crime are largely dependent on the successful prosecution of criminal cases. This information is not maintained by the National Treasury.

Reply:

The Annual report produced by the Department of Small Businesses Development asserts that the statistic that 70-80% of SMEs in the Republic fail within first five years, is not only a South African phenomenon, but is a global one. This aspect is also confirmed by the European Commission and United States Bureau of Labour Statistics (2019). Therefore, the phenomenon of high failure rates for small businesses in South Africa should be understood in this context.

Further, the demise of the SMEs in the first few years of existence cannot be attributed to DSBD as their support emanates from all government departments and entities as well as the private sector in various forms and methods.

It is normally posited that the high failure rate amongst small businesses in South Africa are due to challenges such as lack of access to finance, caused by stringent requirements by financial institutions; inability to access markets triggered by dominance of large firms; lack of knowledge/skills; regulatory burdens such as labour laws that unintentionally discourage entrepreneurs from employing workers; inadequate infrastructure and high crime rate. The impact of COVID-19 has also exacerbated this failure rate as per study by World Bank Group and DSBD (2022), reflecting low sales levels with 4 out of 5 firms (80%) reporting sales being down compared to pre-pandemic levels as reflected below.

The Department also recognises the importance of ensuring that entrepreneurs that have experienced an honest business failure, can be given an opportunity to wind up previous businesses and be given a ‘second chances’ through being treated in the same way as new start-ups of receiving various financial and non-financial support by the DSBD’s agencies i.e., small enterprise development agency (Seda) and the small enterprise finance agency (sefa).

STELLA NDABENI-ABRAHAMS

MINISTER: DEPARTMENT OF SMALL BUSINESS DEVELOPMENT

Reply:

The Department of Small Business Development (DSBD) procured one vehicle since 01 June 2019 for the Minister of Small Business Development, which was transferred to the Department of Communication and Digital Technologies (DCDT) as per agreement between the incoming and outgoing Ministers to DCDT. The details are as follows:

(a) Make: Audi

(b) Model: Q5 40 TDI

(c) Year of manufacture: 2021

(d) Price: R726 469.25

(e) Purchase date: December 2021

No vehicle was purchased for the Deputy Minister of Small Business Development since 01 June 2019.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

The Department of Small Business Development (DSBD) continues to support informal and small businesses, inclusive of co-operatives, through a range of existing programmes. The support rendered is financial and non-financial.

The DSBD, through the Small Enterprise Finance Agency (sefa), recently conducted a research study on the impact of loadshedding on its funded clients and the following are some of the findings identified:

• Respondents suffered loss of revenue and production due to loadshedding.
  • 76% of respondents indicated that they do not have alternative power in place to mitigate the effect of loadshedding.
  • To cope with the impact of loadshedding, most respondents indicated that they utilised the loadshedding schedule to plan their business operations and have reduced their production.
  • Majority indicated that they require assistance with funding to acquire alternative energy source and assistance with restructuring of their loans in respect of their loan repayment obligation with us.

In response to the challenges faced by the small and informal businesses, the DSBD is considering the introduction of interventions to address the situation. The DSBD together with its agencies, the Small Enterprise Development Agency (Seda) and the sefa are looking at a multi-pronged approach for supporting SMMEs affected by loadshedding:

1. The Power Purchase Product (PPP) is an immediate relief for formal and informal enterprises (alternative power sources). It is an initiative of the Small Business Development Portfolio (DSBD, Seda and sefa) to support SMMEs with alternative energy generating equipment (generators and Photovoltaic installations - PV). The programme will be implemented via the existing programme structures as follows:
   • Informal and Micro business to be supported via DSBD’s Informal and Micro Enterprise Development Programme (IMEDP).
   • Small to Medium enterprises to be supported through sefa’s Township and Rural Entrepreneurship Programme (TREP).

The power purchase IMEDP will be a 100% grant programme, whilst the TREP power purchase will be a blended term loan facility of 50% of the installed price (50% grant and 50% term loan). The programme will utilise the services and capacity of existing suppliers of equipment and accredited installers.

2. Guarantee programme via the Bounce Back Scheme administered by Khula Credit Guarantee (KCG) on behalf of government. This is a medium to long term intervention that still require intense discussion relevant parties including the National treasury who are the custodian of the scheme.

• Ongoing discussions with National Treasury indicates their interest and consideration of opening up the bounce back scheme to all Development Finance Institutions.

The DSBD will provide support to formal and informal enterprises as immediate intervention and within the available financial resources whilst working on the medium and long terms sustainable solutions.

STELLA NDABENI-ABRAHAMS

MINISTER: DEPARTMENT OF SMALL BUSINESS DEVELOPMENT

Reply:

a) The Department of Small Business Development (DSBD) together with its agencies, the Small Enterprise Development Agency (Seda) and the Small Enterprise Finance Agency (sefa) are looking at a multi-pronged approach for supporting SMMEs affected by loadshedding:

1. The Power Purchase Product (PPP) is an immediate relief for formal and informal enterprises (alternative power sources). It is an initiative of the SBD Portfolio (DSBD, Seda and sefa) to support SMMEs with alternative energy generating equipment (generators and Photovoltaic installations - PV). The programme will be implemented via the existing programme structures as follows:

• The PPP is an initiative in the SBD Portfolio (DSBD, Seda and sefa) to support SMMEs with alternative energy generating equipment (generators and Photovoltaic installations - PV). The programme will be implemented via the existing programme structures.
• Informal and Micro business to be supported via DSBD’s Informal and Micro Enterprise Development Programme (IMEDP).
• Small to Medium enterprises to be supported through sefa’s Township and Rural Entrepreneurship Programme (TREP).
• The power purchase IMEDP will be a 100% grant programme, whilst the TREP power purchase will be a blended term loan facility of 50% of the installed price (50% grant and 50% term loan).
• The programme will utilise the services and capacity of existing suppliers of equipment and accredited installers.

2. Guarantee programme via the Bounce Back Scheme administered by Khula Credit Guarantee (KCG) on behalf of government. This is a medium to long term intervention that still require intense discussion relevant parties including the National treasury who are the custodian of the scheme.

• Ongoing discussions with National Treasury indicate their interest and consideration of opening up the bounce back scheme to all Development Finance Institutions.

(b) The Department will provide support to formal and informal enterprises as immediate intervention and within the available financial resources whilst working on the medium and long terms sustainable solutions.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPEMENT

Reply:

Since the function shift, the main focus of the Provincial Education Departments has been on stabilising the function under the new leadership and management of the Department of Basic Education. The DBE’s long-run vision for ECD is to have “All children accessing comprehensive, age-appropriate, quality ECD services to enable them to grow holistically and thrive”.

The following five strategies are proposed to achieve the DBE’s long-run vision of universal access to quality ECD:

1. Curriculum-based early learning for all children birth to 5 years
2. Early childhood development programmes for all children birth to 5 years
3. Training, education and development for all those working in ECD
4. Co-ordination of all early childhood development services
5. A flexible funding and provisioning framework

The DBE’s proposed integrated Service Delivery Model seeks to increase access to quality ECD services, while bearing in mind the need to streamline services to ensure that the government can feasibly support all ECD programmes. The DBE will therefore enable the provision of multiple modalities of ECD provisioning to ensure that they are age- and developmental-stage appropriate. These modalities include independent ECD programmes, public ECD programmes, playgroups and home-based programmes. These modalities will be supported by toy libraries and mobile ECD programmes.

The DBE is developing a 10-year sector plan for ECD. DBE has identified the following activities for the Sector Plan:

1. Develop a National Strategy for ECD delivery at scale.
2. Develop a costed Service Delivery Model that considers various modalities, compliance, appropriate skilling and quality in a coordinated integrated manner.
3. Develop a Human Resources Development Plan based on the approved HRD Strategy. This includes the professionalisation of the workforce and exploring appropriate registration mechanisms for the workforce.
4. Develop a Quality Assurance and Support System using a child outcomes lens to monitor and support Early Learning Programmes to reach the minimum quality standards.
5. Develop a Funding Model for ECD programmes that accommodate all aspects of the service delivery model
6. Develop a system of Infrastructure Support for early childhood development in programmes and schools.
7. The development of a Registration Management System for ECD.
8. Develop a streamlined Registration Framework and process with the Department of Health and ensure local government is on-boarded through engagement with COGTA and SALGA
9. Ensure that all Departments know their roles and responsibilities in delivering early childhood development programmes.
10. Develop a communication strategy and advocacy campaign.
11. Develop an Organisational Structure for effective coordination between different government departments and stakeholders anchored in the DBE.
12. Strengthen the institutional mechanisms for ECD like the intersectoral forum, interdepartmental ECD committee, and the Inter-Ministerial Committee for ECD.
13. Develop necessary legislation as the primary piece of legislation for ECD; and identify, review and amend existing policies and legislation.

DBE is also scoping and exploring the development of a primary piece of legislation for ECD; and identify, review and amend existing policies and legislation.

Reply:

Since the Small Enterprise Finance Agency (sefa) established the Amavulandlela Funding Scheme in December 2016 to date, the scheme has approved loans to the value of R75.3 million, disbursed R54.8 million to 39 enterprises owned by entrepreneurs with disabilities. These enterprises in turn helped create and sustain 753 jobs.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

The Small Enterprise Development Agency (Seda):

a) Annual package of Top management in Seda:

Title(i) & (ii)	Annual package in Rands
Acting Chief Executive Officer	R 2 682 646
Executive Manager: Enterprise Development	R 1 846 069
Executive Manager: Seda Technology Programme	R 1 800 000
Chief Strategy Information Officer	R 1 737 200
Acting Chief Financial Officer	R 1 737 200
Acting Executive Manager: Corporate Services	R 1 737 200
TOTAL	R 11 540 315

b) No payments for meetings attended.

The Small Enterprise Finance Agency (sefa):

a) The salaries of all executives are disclosed in the sefa annual report each year, including the Chief Executive Officer. Please refer to the attached extract from the financial statements, Annexure A (note 10.2.2) in the financial statement section of the annual report on our website.

b) Executives are not remunerated for attending meetings as they are Executive Officials and not Non-Executive Directors.

STELLA NDABENI ABRAHAMS

MINISTER: DEPARTMENT OF SMALL BUSINESS DEVELOPMENT

Reply:

In responding to the question, it is important to first contextualise the widespread and sometimes inaccurate use of the term municipal dysfunction. Municipal dysfunction refers to a situation where a municipality is not functioning as it is supposed to and the discharge of a municipality’s constitutional responsibilities is impaired for some or other reason. However, there are various degrees of municipal dysfunction ranging from dysfunction which is less serious or temporary in nature requiring only appropriate support to rectify and dysfunction that implies a full-blown crisis in the financial and service delivery affairs of a municipality warranting intervention. Often, the use of the term “municipal dysfunctionality” is construed to mean that a municipality is in crisis which is not necessarily the correct interpretation.

The 165 municipalities referred to by the President in his State of the Nation Address, are municipalities that the National Treasury has identified in its annual municipal financial health assessment to be in financial distress. This means that according to the 13 indicators used by the National Treasury to measure the financial health of municipalities based on their audited financial statements, these municipalities are showing signs of existing, recurring and/or potentially serious financial problems. Again, this should not be construed as a necessary crisis in the municipality’s financial affairs.

The assessment is just one of the many early warning systems developed by the National Treasury to indicate where problems are emerging in a municipality’s financial health and if used proactively as early warning systems should be, to avoid these problems from morphing into a financial crisis. This results of this annual assessment should be interpreted alongside many of the in-year monitoring systems already institutionalized by the National Treasury including the monthly S71 reporting process. The National Treasury also publishes on a quarterly basis municipal performance indicators outlined in Section 138 and 140 of the MFMA. S138 indicators are used to indicate “serious financial problems” in a municipality whilst S140 indicators refer to a “financial crisis”. Serious financial problems should ideally be addressed via a discretionary financial recovery plan prepared by the respective province whilst financial crises require that the Provincial Executive Committees institute a mandatory intervention in terms of Section 139(5) of the Constitution and imposes a financial recovery plan on the municipality.

The role of the Provincial Treasury is to implement S213 of the Constitution and to assist the National Treasury in enforcing compliance with the measures established in terms of S216 of the Constitution and chapter 2 of the Municipal Finance Management Act (no: 56 of 2003 as amended).

In terms of the delegation of responsibility, the National Treasury shares the responsibility for the oversight of municipal finances with the Provincial Treasuries. The role of the National Treasury is to develop the policies, regulations, norms and standards required to improve financial management and reporting in municipalities and the National Treasury is also responsible for directly monitoring the performance of the 17 largest municipalities responsible for 80 per cent of municipal expenditure. The remaining 239 municipalities are monitored by the respective Provincial Treasuries.

Apart from the development of early warning systems which help municipalities to identify the extent of their financial problems where they exist, there are several other support initiatives which the NT has focused on to strengthen and enforce transparency, improve fiscal discipline and promote the better use of municipal revenue. These include initiatives focused on improving budget compliance, such as the Municipal Budget and Reporting regulations which aim to standardize the format of municipal budgets, the adoption of a realistically funded and credible budgets by municipalities, integration and management of the revenue value chain, providing technical support to build municipal financial management capacity through the Municipal Finance Improvement Programme (MFIP), resolution of municipal financial problems through the development of financial recovery plans, the introduction of a Standard Chart of Accounts for municipalities (mSCOA) and processes to deal timeously with financial misconduct and consequence management.

National and Provincial Treasuries also engage municipalities annually through budget and benchmark engagements where the tabled budget is subjected to a rigorous assessment prior to adoption by the municipal council. There are also mid-year performance assessments which provide an opportunity to assess the financial and service delivery performance of the municipality against the adopted budget and effect the necessary adjustments. National Treasury also enforces compliance in terms of s18 of the Municipal Finance Management Act by ensuring that any municipality who adopts an unfunded budget must develop a credible funding plan which seeks to gradually improve the financial position of the municipality and achieve a funded budget status. The implementation of these funding plans is monitored on a quarterly basis by the Treasuries.

Reply:

The causes of South Africa’s poor economic growth and development are complex and multi-faceted. It includes the impact of state capture, as outlined by the Zondo Commission findings published in 2022. The National Treasury provides a bi-annual update on the performance of the economy and the policy proposals to improve it in the annual Budget Review and in the Medium-Term Budget Policy Statement. In addition, both publications provide an update on the state of public finances, with the Budget Review providing a comprehensive outline of the spending plans, division of revenue, the liability position of government, as well as government assets in the form of public entities. The President also submitted the response of Government to Parliament on 22 October 2022, which outlined the response of Government to the recommendations made by Judge Zondo in his report on State Capture. Members of Parliament and the public may examine the details of these publications for information on what government is doing to address the country’s challenges. All the documents are available on the National Treasury or government websites.

Reply:

(a) There are no salaries of (i) chief executive officers and (ii) top executive positions in state-owned entities reporting to the Minister, as well as (ii) the total amount they are paid to attend a meeting. Thus, there are no state-owned entities that report to the Department of International Relations and Cooperation.

Reply:

Based on the feedback conducted by the Small Enterprise Finance Agency (sefa) on its funded clients, there was no client that indicated to have closed their doors permanently due to loadshedding.

STELLA NDABENI-ABRAHAMS

MINISTER: DEPARTMENT OF SMALL BUSINESS DEVELOPMENT