Questions and Replies

Reply:

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Reply:

There is a term contract in place with the Department of Public Works and Infrastructure which covers for the repair and service of the Heating, Ventilation and Air Conditioning (HVAC) system. The contract commenced on 01 April 2021, and is due to expire in April 2023.

The Court Manager of the Supreme Court of Appeal (SCA) has advised that the project instruction to replace chillers and the air conditioning units at the SCA has been issued to the Free State Regional Office of the Department of Public Works and Infrastructure (DPWI) on 18 February 2022. The assigned project manager, held a site briefing meeting between the Supreme Court of Appeal and the professional team from the DPWI Head Office on 12 May 2022. The commissioned engineers conducted a conditional assessment of the HVAC system.

However, due to the fact that the system is very old, the HVAC system has a history of continuous breakdowns and it was therefore recommended that the system be replaced due to lack or unavailability of spares since the system is too old. The system was repaired in numerous occasions without any lasting or long-term solutions.

Currently, there is a plan to replace HVAC system, and the project is in planning phase. The DPWI confirmed that the tender processes will commence in the 2022/2023 (December 2022/January 2023) Financial Year and that the project is earmarked to be completed in the 2024/2025 Financial Year.

Reply:

(a) and (b) The day-to-day maintenance of each Superior Court remains the responsibility of the respective Court Managers. The Court Manager of the Supreme Court of Appeal (SCA) has advised that the Facilities Management Unit of the Department of Public Works and Infrastructure (DPWI) fixed both the sump pumps and the lifts were back in service on 28 April 2022.

Reply:

I have been advised by the Department as follows:

Parliamentary sittings are broadcasted to South Africans through Commercial, Public, and Community broadcasting platforms. Secondly the parliament channel is accessible through various streaming platforms.

1. Currently the public may follow sittings live on Parliament Radio and TV (DStv Channel 408), via live stream on Parliament YouTube channel and Twitter and Facebook pages. The public may subscribe to the Parliament YouTube channel to receive instant notification of live feeds, videos and streaming of the plenaries of the National Assembly and National Council of Provinces.
2. The SABC’s 2020 editorial policies define events of national importance to include “the opening of Parliament, the budget speech, major Parliamentary debates, and the opening of provincial legislatures…” that it will broadcast from time to time on its national television and radio platforms.
3. Parliamentary Channel is accessible through the Free-to-Air DTT platform together with other SABC television services..
4. Sentech is syndicating the Parliamentary channel to over 100 community broadcasters across the country
5. To further enhance above efforts, Parliament, Provincial and Local Legislatures must approve targeted funding to ensure that Parliamentary, Legislatures and Council plenary sittings and committee meetings that will ensure that they are accessible to the public through broadcasting platforms which are free to air.  This is at the core of the public service mandate of the SABC and various community media broadcasters of promoting universal access and making Parliamentary, Legislatures and Council plenary sittings, committee meetings and activities more accessible to the masses or for all South Africans on a free-to-air basis. It requires deliberate and targeted funding by the three spheres to ensure that it happens daily.
6. South Africa has sufficient DTT Multiplexes and streaming capacity to achieve greater accessibility, however content production and distribution costs must be covered

Authorised for submission by

 

MS. NONKQUBELA JORDAN-DYANI

DIRECTOR-GENERAL (ACTING)

DATE:

Recommended/not recommended

__________________________

HON. PHILLY MAPULANE, MP

DEPUTY MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Approved/ not approved

________________________________

HON. KHUMBUDZO NTSHAVHENI, MP

MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Reply:

Telkom has committed to engage with Department, as its significant shareholder. The Minister is confident that the matter will be resolved through the application of the relevant prescripts of the Companies Act, and the applicable JSE Securities Exchange rules and regulations.

Authorised for submission by

 

MS. NONKQUBELA JORDAN-DYANI

DIRECTOR-GENERAL (ACTING)

DATE:

Recommended/not recommended

__________________________

HON. PHILLY MAPULANE, MP

DEPUTY MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Approved/ not approved

________________________________

HON. KHUMBUDZO NTSHAVHENI, MP

MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Reply:

The Department has not packaged a particular intervention to mitigate against this challenge. However, there has been some observations on the Informal and Micro Enterprise Development Programme (IMEDP) applications of the trends of alternative source of energy such as generators. It should be borne in mind though that the programme is meant for the informal and micro segment of enterprises.

The Small Enterprise Finance Agency (sefa) has a range of products and service that can be accessed by SMMEs to address some of these challenges brough about by loadshedding. In particular, the Township and Rural Entrepreneurship Program (TREP) program can be used to acquire backup generators as well as working capital is a relevant programme for affected enterprises. The TREP program is aimed at rural and township businesses. The loan is for a maximum of R1m with a maximum grant of R100 000. Should the entrepreneur require more than R1m, sefa is also administrating the Business Viability Program (BVP) which is aimed at assisting businesses in distress to a maximum of R15m in blended finance, with the grant capped at 20% of the loan depending on developmental impact.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

The Minister of Public Works and Infrastructure:

a) I have been informed by the Department that the site ERF 3206, Thulani Ext. 1, is a Provincial Government site. The property currently belongs to Gauteng Provincial Department.

b) National Department of Public Works and Infrastructure (NDPWI) requested permission to build and occupy whilst the acquisition of the property unfolds. The permission to build and occupy was granted by the province to NDPWI in March 2022, together with the site clearance for construction. NDPWI is currently awaiting confirmation of budget from South African Police services (SAPS), so that NDPWI can proceed with construction of the police station.

c) (i) A plan will be drafted once SAPS confirms the budget.

(ii) The timeline for completion will only be determined once the client, SAPS, has provided the necessary documentation referred to in (i) above.

Reply:

The Minister of Public Works and Infrastructure:

a) Total amount spent, to refurbish each of the six buildings that were handed over to the Department of Social Development in the Western Cape for the purpose of being used as shelters in terms of the Victim Empowerment Programme, is R1 026 900,00.

b) The refurbishment of shelters commenced on the 07th May 2020 and was concluded on the 12th August 2020.

Reply:

I have been informed by the entities as follows:

(1)(a)The State-Owned Company (SOC) Rationalisation project seeks to harmonise and align SOCs capabilities within the DCDT to form a coherent agent for the efficient delivery of ICT services to South African citizens.. Broadband Infraco holds an Electronic Communications Network Service (ECNS) licence whilst Sentech has both Electronic Communications Service  (ECS) and ECNS licences. The two entities capabilities are complementary in completing the service value chain and therefore logical to merge and equip for the growing service demand.

(1)(b)(i) Both the SENTECH and BBI capabilities will exist in the merged entities and will require workforce to manage these capabilities. Secondly, the merger is premised on Growth and to improve ICT services for South African. It therefore anticipated that the merger will not result in job losses. It will also create opportunities in other areas of the merged entity.

(1)(b)(ii) The Board directorship will be revised for efficiency and effective Leadership of a Merged entity in alignment with the market shifts.

(2)(a) A financial Due Diligence process is being undertaken by the two entities, whereafter the report will be shared with the Minister during third quarter of FY23.

(2)(b) The process is scheduled to be completed by the end of the financial year 2023.

Authorised for submission by

___________________

MS. NONKQUBELA JORDAN-DYANI

DIRECTOR-GENERAL (ACTING)

DATE:

Recommended/not recommended

________________________________

HON. PHILLY MAPULANE, MP

DEPUTY MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Approved/ not approved

____________________________________

HON. KHUMBUDZO NTSHAVHENI, MP

MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Reply:

The co-operatives development support model that we use has been moderately successful in the creation of jobs. Through the Co-operatives Incentives Scheme (CIS) that was implemented from 2015/16 until 2021/22, the DSBD supported 928 co-operatives to the tune of R380.6 million which resulted in the creation and retention of 5 583 jobs. It is important to note that this performance was anchored on the principles and pillars espoused in the government’s Integrated Strategy on the Development and Promotion of Co-operatives (the Co-operatives Strategy). The Co-operatives Strategy sets out an implementation framework for the Co-operatives Development Policy of 2004 and the Co-operatives Act, No. 14 of 2005, as amended. It also ensures that government, through the utilisation of various partnership models, engages in joint initiatives with all relevant stakeholders, to promote strong, viable, self-reliant, autonomous, and self-sustaining the co-operatives movement in the country.

Our two implementing agencies, namely the Small Enterprise Development Agency (Seda) and Small Enterprise Finance Agency (sefa), also played a pivotal role in the development of co-operatives in the country. Agencies’ interventions are also based on the pillars of the abovementioned Co-operatives Strategy. Through the provision of pre and post formation training as well as business skills training, Seda has supported 3 057 co-operatives, which resulted in the improvement of the co-operatives’ performance in respect of growth as well as job creation and retention. In respect of funding support, sefa supported 49 co-operatives to the value of R37.5 million, which resulted in the creation and retention of 510 jobs.

While the Co-operatives Strategy has made a marked contribution to the growth and development of co-operatives in the country, it is apparent that additional measures must be taken to improve the aforesaid contribution. Chief among these measures is the intensification of market access efforts for co-operatives products and services in both the public and private sectors. This will ensure that co-operatives are able to increase their assets base as well as have healthier income statements and balance sheets.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

The Minister of Public Works and Infrastructure:

I have been informed that the Department of Public Works and Infrastructure (“DPWI”) does not have a registered project to renovate the Protea Glen Police Station including holding cells since 2016.

The only project for DPWI in the vicinity that went into construction relates to Sinkholes and Dolomite rehabilitation including cavity grouting, joint sealing and repairs of storm water canals. The project entailed the upgrading of Engineering wet services (Water, Sewer and Storm water reticulation), renovation and repairs of Roads and paved areas. Practical Completion on this project was achieved on the 25th August 2022.

Reply:

The Historically Disadvantaged Institutions Development Grant was converted to the Sibusiso Bengu Development Programme (SB-DP). There is no close-out report of the Historically Disadvantaged Institutions Development Grant as it was not discontinued, the programme has been enhanced and is ongoing. The Sibusiso Bengu Development Framework provides the rationale for enhancing the programme.

(a)   Following extensive consultations with universities and various interest groups, the Historically Disadvantaged Institutions Development Programme was renamed the Sibusiso Bengu Development Programme (SB-DP) in honour of Prof Bengu.

The SB-DP has been developed to support capacity development in seven strategic areas as outlined in the SB-DP Framework document. The seven strategic areas are institutional management and governance; institutional infrastructure and facilities; student experience; staff development and support; academic enterprise; research and innovation; and relationships and partnerships.

(b)   The funds were transferred to the National Student Financial Aid Scheme (NSFAS) in accordance with the regulatory framework governing the transfer of voted funds and requisite prior approvals.

(c)   The Department did not host a gala event. It conducted an official launch of the programme.  The launch catered for more than 150 guests at a total cost of R410 136.39 which is broken-down as follows:

 

Item	Cost (R)
Venue and Catering	90 800.00
Décor including Sound and Video	69 336.39
Media Coverage	250 000.00
Total	410 136.39

Reply:

a) The Central Drug Authority board members who were interviewed and appointed by the Portfolio Committee on Social Development in November 2020 have submitted two annual reports on time to the Minister of Social development. These reports detail the progress report of the CDA members on the implementation of the National Drug Master Plan (NDMP) 2019-2024 for financial years 2020/2021 and 2021/2022.

b) The Central Drug Authority board members who were interviewed and appointed by the Portfolio Committee on Social Development in November 2020 have implemented the 7 goals of the NDMP aimed towards a South Africa free from substance abuse and achieved the following:

Goal 1: Demand reduction through prevention and treatment of drug use, misuse and abuse.

Achievements:

1.1 This goal is implemented by government departments and entities, led by the departments of Social development, Basic Education, Sports Arts and Culture, Correctional services and Health. The CDA was able to increase the number of annual reports from 8 national departments and entities in 2020/2021 to 16 in 2021/22 and all the reports from the 9 Provincial Substance Abuse Fora (PSAFs) were received. There is an improvement on accountability on the implementation of this goal. Details of the work of government and other stakeholders to implement this goal is well captured in the annual report.

1.2 To monitor programmes on treatment of substance use, misuse and abuse, the CDA undertook oversight visits to in-patient treatment centres managed and funded by Government in all 9 provinces. The CDA also undertook a benchmarking visit to out-patient treatment centres that offer Opioid Substitution Therapy (OST) in Cape Town in order to measure their effectiveness in communities and in particular with users. The CDA is now addressing the findings of these visits with relevant government departments and other stakeholders.

Goal 2: Supply reduction through multi-sectoral cooperation.

Achievements:

2.1 The implementation of this goal is led by the departments of South African Police and Justice and Constitutional development and the achievements of these and other departments and entities are well captured in the annual report.

2.2 In order to oversee the implementation of this goal and to foster collaboration, The CDA participated at the Gender-based Violence and Substance Abuse Dialogue held on 19 February 2022 and; the Substance Abuse Seminar held on 11 March 2022, which was jointly convened by the Departments of Justice and Constitutional Development, Basic Education and Social Development. This approach promotes multi-sectoralism in addressing the problem of substance abuse and illicit trafficking.

Goal 3: Ensuring availability of and access to controlled substances exclusively for medical and scientific purposes, while preventing their diversion.

Achievements:

3.1 The implementation of this goal is led by the department of Health and SAHPRA and their achievements are well captured in the annual report.

3.2 In order to monitor the implementation of this goal and to gather evidence-based approaches from the other countries, the CDA participated in the 65th Commission on Narcotics and Drugs on 14th-18th March 2022, which was organised by the United Nations Office Against Drugs and Crime (UNODC). Lessons learned are being shared with implementers of the NDMP.

3.3 The Deputy Minister of Social Development introduced the CDA to the EGYPT-SA Hepatitis project task team, with a view to discussing a partnership with the Egyptian Ministry of Health and Population and the Egypt Mission of SA for the screening and treatment of Hepatitis C, especially among PWUD (people who use and inject drugs). The CDA participates fully in this project to find evidence-based approaches to reduce transmission of Hepatitis infection especially amongst people who inject drugs.

Goal 4: Identify trends and control of new psychoactive substances.

Achievements:

4.1 The implementation of this goal is led by the department of South African Police and International Relations. Their achievements on this work are well captured in the annual report.

4.2 To gather world-wide evidence-based strategies to control New Psychoactive Substances, The CDA’s attendance of the 65th session of the Commission on Narcotic Drugs mentioned above, also discussed the trends and control of NPS and amphetamine-type stimulants in the world, as well as the need to address the diversion of precursors and the non-medical use and misuse of pharmaceuticals containing narcotic drugs and psychotropic substances. These evidence-based programmes will enrich the work of relevant government departments, entities and the private sector to control New Psychoactive Substances.

4.3 The CDA has decided to undertake research into the trends and prevalence of NPS, based on the submission developed by the Research, Data Collection, Monitoring and Evaluation Committee (RDMEC). The implementation of this project is dependent on availability of adequate resources.

Goal 5: Promote governance, leadership, and accountability for a coordinated multi-sectoral effective response, including economic development at community levels.

Achievements:

5.1 The Minister appointed the Chairperson of the CDA and the CDA appointed the Deputy Chairperson in line with the Act. The CDA also established governance structures to carry out its mandate and to coordinate the implementation of the NDMP. These include:

5.1.1 Five CDA Committees namely:

1. Governance Committee
2. Research, Development, Monitoring and Evaluation
3. Programmes and Projects
4. Communications and Marketing and
5. Finance, Social and Ethics

All these committees have Chairpersons and Deputy Chairpersons. They are all functional and they meet once a month.

5.1.2 The CDA Executive Committee comprised of the CDA Chairperson, Deputy Chairperson and Chairpersons of Committees. Its functional and it meets once a quarter.

5.1.3 The CDA General Meeting which is comprised of all CDA members is functional and it meets once a quarter.

5.1.4 The Extended General Meeting comprised of all members of the CDA, the Provincial Substance Abuse Fora and other strategic stakeholders from civil society and business is functional and meets twice a year.

5.2 All the above governance structures have CDA approved terms of reference to manage execution of the CDA mandate.

5.3 The CDA reviewed the 2014 CDA Rules and developed a new set of Rules in accordance with the Act. The CDA Rules will now be reviewed and promulgated by the Minister.

5.4 The CDA visited and supported the Provincial Substance Abuse Forums and in fact helped to capacitate all provinces on the NDMP. The CDA also started to encourage the launch of the Local Drug Action Committees across the 9 provinces and is capacitating these whenever there’s a request.

5.5 The CDA has engaged the stakeholders with a view to forging partnerships in the interest of service integration and coordination. The stakeholders engaged includes: the Commission on Narcotic Drugs, UN Office on Drugs and Crime, World Health Organisation, African Union, The Colombo Plan, Formal Anti-Drug Committee, International Technology Transfer Centre (ITTC), International Consortium of Universities for Drug Demand Reduction, International Society of Substance Use Professional South Africa, Medical Research Council, South African Community Epidemiology Network on Drug Use (SACENDU), South African Network of People Who Use Drugs, South African Local Government Association (SALGA), The South African National Aids Council (SANAC), and International Network on Hepatitis in Substance Users.

5.6 To monitor the performance of role-players and stakeholders, the CDA has regularly demanded submission of reports through the DG’s, Provincial HOD’s and Heads of other stakeholder organizations. The CDA has studied and analysed the reports of government departments and its entities, national and international partners and given departments the opportunity to present their draft before the Annual Report is compiled and submitted to the Minister of Social Development.

5.7 As such there has been great improvement and increase in numbers of departmental representatives in the CDA and an increased number of reports received from member departments and the PSAFs. In addition, CDA ‘s engagement with other strategic partners who are not necessarily members of the CDA has led to submission of their reports to the CDA, enhancing sharing of information and best practices.

5.8 For the first time, the CDA has developed a website and social media pages including the face book and twitter, using member’s own personal resources. This has opened up communication channels and access to the CDA information by members of civil society and the CDA members are able to assist those who connect with the CDA through these channels.

Goal 6: Strengthening data collection, monitoring, evaluation and research evidence for an evidence-based response.

Achievements:

6.1 The implementation of this goal is led by the CDA and the departments of social development and performance monitoring and evaluation. The CDA has received reports from the department of health and social development on the research work done by the South African Medical Research Council on data collection, analysis and on trends of substance use and abuse through SACENDU.

6.2 The CDA is monitoring the implementation of the NDMP by all role-players and stakeholders through its governance structures.

6.3 The CDA has a clearing house with information and documents but it needs to be re-organised.

Goal 7: Stimulate robust and sustainable economic growth aimed at reducing poverty, unemployment and inequalities.

Achievements:

7.1 The implementation of this goal is supposed to the led by the department of economic development (who has not yet appointed a representative to sit in the CDA) as well as the departments of performance monitoring and evaluation and trade and industry. Some achievements of these departments and PSAFs are captured in the annual report, although very scanty.

In conclusion the CDA recorded significant achievements in coordinating the implementation of the NDMP 2019-24 in the past two years and these are reflected in the two annual reports, 2020/2021 and 2021/2022 that have been submitted on time to the Minister of Social development and tabled in parliament. The CDA is experiencing many challenges but has continued to focus on executing its mandate, in the interest of working towards a South Africa free from substance abuse.

Reply:

I have been advised by the Department as follows:

1. All Policy Documents of the Department undergo public consultation with relevant stakeholders. Some of the consultations may require closed meetings and such are undertaken when requested included by political parties.

(i) The Draft White Paper on Audio and Audio-visual Content Services Policy Framework, Gazette No. 43797, published on 09 October 2020, was consulted with commercial media companies including eTV, Multi Choice, Primedia, National Association of Publishers.

(ii) The Draft Next Generation Networks Spectrum Policy was consulted with ACT,and WAPA, and the Department is currently considering a request from the individual telecommunications companies for private session to discuss the Draft policy.

(iii) The reason is to solicit the views of critical industry players through frank deliberations without fear of compromising business strategy.

 

Authorised for submission by

 

MS. NONKQUBELA JORDAN-DYANI

DIRECTOR-GENERAL (ACTING)

DATE:

Recommended/not recommended

__________________________

HON. PHILLY MAPULANE, MP

DEPUTY MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Approved/ not approved

________________________________

HON. KHUMBUDZO NTSHAVHENI, MP

MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Reply:

The Department of Small Business Development (DSBD) prescribes to the Constitutional provisions for Freedom of Association founded in the Bill of Rights. Small, medium, and micro enterprises have the liberty to exercise this freedom by self-determination and association based on their needs and aspirations.

With that freedom of association, there are several representative bodies for private sectors, SMMEs, informal economy, etc. The Department does support individual small businesses and these can then form their own associations or chambers to advance their interests. The Department engages on a regular basis with the associations matters including the South African Chamber of Commerce and Industry (SACCI) to gather inputs on policy matters.

Pillar 4 of the National Integrated Small Enterprise Development (NISED) Strategic Framework, recently approved by Cabinet, calls for the strengthening of strategic partnerships with the ecosystem role-players. This includes government to government relations, government with the private sector and other non-state actors. The SACCI Chief Executive Officer is an active participant on the programme of the National Presidential SMME and Cooperatives Summit taking place on 13-15 November 2022.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

Government policy and processes aims to uphold the principles enshrined in the Constitution. The Z83 and requirements contained therein are aimed at assisting a selection committee to recruit. Aspects such a race and gender for example, as depicted on the form is requested for purposes of upholding national legislation such as the Employment Equity Act 55 of 1998. Documentation and or forms of any nature are subject to prescribed processes which include consultation and maintaining the principle of an inclusive South Africa.

End

Reply:

The DSBD’s Programme One (Administration) underperformed in three of its eight indicators, registering 62.5% performance for quarter one of 2022/23 financial year. The three targets that were not met are:

a) The DSBD had 47.1 % female representation against a target of 50 % and above. This was due to appointments and terminations in SMS during the previous cycle. For example: changes in the Administration (as indicated in the annual report). During quarter one of 2022/23 the status quo also remained since there were no appointments or terminations in SMS during this reporting period.

b) The two targets on Approved System specification and roadmap design for Phases 4 and 5 were not met due to lack of capacity within the Directorate in ICT and similarly within the agencies of the Department. The Department, by means of an existing multi-party Memorandum of Agreement (MoA) across government, had enlisted the CSIR as an entity of government to assist with the systems development capacity challenges faced. The Department had initiated the process of a deviation for this appointment on the basis that the CSIR had developed complex systems for other government departments and in light of ensuring that the Intellectual Property remains within the public sector domain. Unfortunately, the process concluding the costing and agreements had taken time as it involved multiple scoping and specification sessions to determine the costing.

The following are processes in place for fundamental areas to reach the targeted goals:

a) The Organisational Structure has been approved by the Minister and process to continue with the approved recruitment plan of vacant and funded continues. The Human Resource Management directorate monitors the Employment Equity plan to inform the panel members at shortlisting stage for posts that should be earmarked to increase the representation of woman in SMS positions.

b) Targets on Approved System specification and roadmap design for Phase 4 and 5: The Department will be using EU donor funding for this project and hence also needed to ensure that such funding is allocated. The approach is to ensure a portfolio development approach to ensure an all-inclusive one-stop shop for SMME’s, although the process to deviate was initiated timeously, the process was curtailed because of the request from the Seda not to include DIMS module on the work being done by CSIR. This created a delay and necessitated the resubmission of the deviation request.

Unfortunately, the delays had resulted in the lack of achievement of the quarter two target as the development of the system was to proceed. The deviation request had been approved on 12 September 2022. The agreement was to initiate an advance to CSIR on the basis that a contract or Service Level Agreement (SLA) be in place. This is currently in progress and will ensure that the targets for quarter three and four will be attained.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

1. About 1, 5 million registrations have been recorded since the commencement of registrations in September 2015 to date.

2. A date of 30 September 2022 is gazetted and remains the deadline for citizens to make application for Government subsidised Set-top box. We have created sufficient awareness around the final registrations date, and the Minister does not intend issuing another gazette to extend the registration deadline.

Authorised for submission by

 

MS. NONKQUBELA JORDAN-DYANI

DIRECTOR-GENERAL (ACTING)

DATE:

Recommended/not recommended

__________________________

HON. PHILLY MAPULANE, MP

DEPUTY MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Approved/ not approved

________________________________

HON. KHUMBUDZO NTSHAVHENI, MP

MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Reply:

1. Since the merger there has been a downward trend of new litigation matters reported. The Department predominantly deals with pending matters which occurred before the merger.

(a). Consequent to the merger the Department’s Legal Services Unit now has more staff members from both former Departments, with different skills and experience.

(b). Quality of Advisory Services and legal counsel for DSAC has improved resulting in the settlement of disputes before they escalate into litigation matters.

Reply:

(a). Long term planning initiatives aimed at stability, growth, and the reduction of susceptibility to unexpected challenges is built into the Iziko strategic plan and include the crafting and implementation of a long-term financial sustainability plan and an income generation strategy.

These plans incorporate innovations to address weaknesses in income streams; allow for income diversification and increase own income generation through unlocking some legislative impediments, like the Section 18A of the Income Tax Act 58 of 1962 which other government departments enjoy.

Iziko’s revenue streams were negatively affected by budget cuts and the COVID-19 pandemic which necessitated the closure of museums and impeded travel and tourism. While cost containment and other cost cutting measures have been implemented, these measures on their own will not lead to financial health and issues related to the lack of staffing. Regular reporting and in-year monitoring by the Department of Sport, Arts and Culture (DSAC), ensures sound financial administration and budgeting practices essential for financial viability and resilience of the institution. In addition, the Department of Sport, Arts and Culture has initiated discussions with relevant government departments to address challenges facing the museum sector. The overall objective is to secure additional funding for the heritage.

(b). The Minister of Sport, Arts and Culture is not the custodian of state-owned buildings and as user is only required to fund repairs and maintenance projects of R100 000 and below, however DSAC has nevertheless provided funding and appointed Architects with heritage expertise to develop a five-year Conservation and Maintenance Plan for the nine state-owned buildings occupied by Iziko Museums.  

In terms of the South African National Heritage Resources Act, 1999 (Act No. 25 of 1999), all heritage buildings must be managed in terms of a Conservation and Maintenance Plan (CMP) to protect the heritage resource.

In addition, a Project Manager with architectural and heritage experience was appointed and applications for repair and renovation permits were submitted to Heritage Western Cape (HWC) in terms of the South African National Heritage Resources Act, 1999 (Act No. 25 of 1999). HWC has approved the CMP for all sites as legislated. The documents not only direct Iziko's annual repair and maintenance programme but also assists to maintain and preserve the significance of the heritage buildings.

Reply:

The National Arts Council, has initiated a process for the recruitment and appointment of the Chief Executive Officer (CEO). To this end, the NAC is currently in the process of evaluating Request for Quotations (RFQs) for the appointment of an executive search company that will assist Council with the recruitment of the CEO. Once the executive search firm is appointed, the NAC will endeavour to conclude on the appointment of the CEO as speedily as possible.

Reply:

a) The total number of non-profit organisations (NPO) that have been funded by her department in the past five years is as follows:

Name of Province	2017/18	2018/19	2019/20	2020/21	2021/22
EC	2665	3576	3427	3866	4029
FS	1763	1809	1812	1904	2027
GP	3261	3223	3066	3037	3435
KZN	3644	3759	3771	4076	4287
LP	2607	2742	2742	2957	2923
MP	1339	1318	1323	1344	1641
NC	777	751	720	684	638
NW	700	624	459	740	927
WC	2300	2300	2300	2300	2300

 

(b) The total amount of funds in each province is as follows:

Name of Province	2017/18 R’000	2018/19 R’000	2019/20 R’000	2020/21 R’000	2021 /22 R’000
EC	487 852	298 264	340 950	319 082	311 113
FS	416 808	466 233	471 348	528 907	579 716
GP	2 396 240	1 879 899	2 246 252	2 434 251	2 466 828
KZN	926 206	957 899	999 432	1 130 018	1 268 364
LP	529 833	220 142	248 566	333 363	305 777
MP	430 256	459 179	489 795	485 507	613 122
NC	205 182	195 578	161 920	203 662	247 965
NW	285 758	309 272	341 419	300 172	405 797
WC	1 136 307	888 588	962 387	1 026 954	1 043 359

(c) Please refer to the attached Annexures for the names of the specified NPOs.

NAME OF PROVINCE	ANNEXURES
EC	A
FS	B
GP	C
KZN	D - Response not received
LP	E - Response not received
MP	F
NW	G - Response not received
NC	H
WC	I

Reply:

A multi-pronged approach was adopted on skills training aligned to the Fourth Industrial Revolution(4IR) in TVET colleges.

1. The first approach involved the identification of ten (10) TVET Colleges wherein 4IR Centres of Excellence are established.

(a) 1.     The ETDP SETA and the Department of Higher Education and Training (DHET) identified ten (10) TVET colleges to establish 4IR Centres of Excellence from which, skills training aligned to 4IR would be conducted. The table below reflects the names of the ten TVET colleges, the 4IR areas each has chosen to focus on, and the progress achieved thus far:

TVET COLLEGE	FOCUS AREAS	PROGRESS
Ehlanzeni TVET College	3D printing, Internet of Things, robotics, and Networking	90% completed. Launched on  6th October 2022.
Goldfields TVET College	Cyber Security	100% completed. To be  launched on  10 November 2022.
Ikhala TVET College	Recognition of Prior Learning; and use of the Learning Management System	60% completed.
Lephalale TVET College	Robotics, coding, Artificial Intelligence; 3D printing, Internet of Things, networking, and growing interest in Cyber Security	95% completed. To be  launched on                  30 November 2022.
Northern Cape Urban TVET College	Renewable Energy, IT Linguistics; Welding; Drone simulation, and 3D Printing	25% completed.
Umgungundlovu TVET College	Recognition of Prior Learning; and use of the Learning Management System	60% completed.
Vhembe TVET College	Robotics (Bionic and Microcontrollers); Industrial Robotics; Mobile Robotics; Automation Technology; Intelligent Components; Industry 4.0 System; and Cyber security	100% completed and  launched on                    11 August 2022
Vuselela TVET College	Artificial Intelligence Robots; House Automation technology; 3D Printing technology; and Virtual Reality technology	95% completed. To be  launched by  03 November 2022
West Coast TVET College	Coding, 3D printing; artificial intelligence; and robotics	25% completed.
Western TVET College	Welding robot (raspberry pi, Arduino); CNC machining & 3D printing; PLC’s; Drone simulation; and Software simulation	90% completed. To be launched on  07 December 2022.

(a) 2.     Further, the Ekurhuleni East TVET College, merSETA, and FESTO are in a tripartite private-public partnership to establish a 4IR Centre of Excellence, to an estimated value of R10 million with the College providing the infrastructure in addition to its contribution.

(b) 1.     The Vhembe TVET College 4IR Centre of Excellence was launched on 11 August 2022 presided over by the DHET Director-General, Dr Nkosinathi Sishi, the   Deputy Director-General of TVET, Mr Samuel Zungu, the local Chiefs in the Vhembe District, and the CEO of the ETDP SETA, Ms Nombulelo Nxesi. The Ehlanzeni TVET College 4IR Centre of Excellence was launched on 06 October 2022 presided over by the Mpumalanga Department of Education MEC, Mr Bonakele Majuba, the ETDP SETA, Ms Nombulelo Nxesi, and the Mpumalanga-North West Regional Manager, Dr Nick Balkrishen. 

The table displayed in 1. (a) 1 above, reflects the progress achieved by the 10 colleges. Most of the 10 TVET colleges have also applied to the DHET for approval to provide the 4IR-aligned skills training and will commence with that after approval and accreditation are granted. Implementation could commence in 2023. However, staff development processes have already commenced.

(b) 2. The Ekurhuleni East TVET College- MerSETA-FESTO project is at 80% completion of the building works. The skills training is envisaged to commence in April 2023.

(c) 1. The ten colleges involved in the ETDP SETA-DHET project were funded with a combined figure of R47 900 000.00.

(c) 2. The Ekurhuleni East TVET College-MerSETA-FESTO project is funded with an estimated combined figure of R10 000 000.00 for equipment while the cost for the building construction (funded by the College) is estimated at R5 000 000.00.

2. The second approach is the establishment of Industry-Partnered Learning Factories spearheaded by the CSIR, the DSI, and merSETA

(a) The merSETA is targeting to establish 18 Industry-Partnered Learning Factories (IPLFs), two IPLFs in each province at an estimated amount of (c) R120m to support 4IR skills development, innovation, and entrepreneurship. These Learning Factories will also serve as platforms for upskilling and re-skilling of the industry workforce through short courses to support the adoption of advanced technologies.

(a) The following two TVET Colleges have been identified for piloting the programme:

• East Cape Midlands TVET College – The following focus areas for this Learning Factory have been identified in partnership with the local automotive industry: mechatronics digital cell, mechanical digital cell, welding cell, etc, and 4IR technologies will include Internet of Things, Robotics, Cyber security, blockchain, AR & VR, Cloud Computing, etc. (b) The digital cells are scheduled to be completed before the end of March 2023.
• Falsebay TVET College – (b) This TVET College still needs to identify a campus that will be more accessible, then industry engagements will start in order to determine focus areas for the Learning Factory.

(b) The CSIR in partnership with merSETA, DHET, and DSI is in the process of finalizing the development of a National Framework for Industry-Partnered Learning Factories.

3. The third approach is the establishment of Academies.

 The Department has partnered with HUAWEI which has established ICT Academies in at least 22 TVET Colleges. These academies have offered courses related to 4IR such as AI, Big Data, IoT, 5G, Cloud Computing, Routing and Switching, Security, WLAN, Storage, etc. in a three-level certification system. 261students and 51 instructors have been trained in these programmes.

10 Colleges have been approved to offer a new stream on Robotics which is part of the NCV: IT & Computer Science programme from 2023. Below is the list of the approved colleges:

College	Campus
Ekurhuleni West TVET College	Germiston Campus
Vhembe TVET College	Makwarela Campus
Capricorn TVET College	Polokwane Campus
College of Cape Town	Pinelands Campus
False Bay College	Fish Hoek Campus Khayelitsha Campus
Sedibeng TVET College	Vereeniging Campus
Motheo TVET College	Hillside View campus
Mopani TVET College	Sir Val Duncan Campus
uMgungundlovu TVET College	Northdale College
Thekwini TVET College	Melbourne Campus

4. The fourth approach is the establishment of ICT laboratories sponsored by Intel:

(a) The Department of Higher Education and Training (DHET) partnered with Intel South Africa to provide ICT infrastructure to TVET Colleges with the implementation of 4IR. The pilot project was started with Orbit College in the North West Province to develop a blueprint for the implementation of the project.

The project consists of two aspects:

1. ICT Infrastructure; and

2. Comprehensive 4 IR training at different levels.

The following processes unfolded:

1. Identification of the institution;

2. Engage with the management and lecturers to determine the level of commitment and sustainability of the project;

3. Level of training requirements (baseline assessment); and

4. Infrastructure requirements.

(c) Cost of the ICT infrastructure: A total of R1 million per project. The training cost is dependent on the finding of the baseline assessment.

Next steps:

1. Identify Colleges with 4 IR ICT Infrastructure that need 4IR training;

2. Identify Colleges that need support with 4 IR ICT infrastructure;

3. Update the 4 IR Orbit blueprint for ICT infrastructure; and 

4. Develop a college-specific 4 IR support plan.

Reply:

The DPSA does not have the information requested. It is recommended that the member pose the parliamentary question to each government department for a response.

End

Reply:

The Mopani District Municipality (DM) is a Water Service Authority (WSA) in its area of jurisdiction comprising of five local municipalities (Greater Tzaneen, Ba-Phalaborwa, Greater Letaba, Maruleng and Greater Giyani). The district area has been experiencing water shortages due to various causes, namely:Raw Water Shortages (low level dams)

• Dilapidated and aging infrastructure
• Population growth

The Mopani DM receives funding from the Department through the Regional Bulk Infrastructure Grant (RBIG) and Water Services Infrastructure Grant (WSIG) schedule 6B and under schedule 5B. The municipality utilises these grants to provide short- and long-term water provision interventions.

The municipality also receives Municipal Infrastructure Grant (MIG) from the Department of Cooperative Governance which they utilise for their water and sanitation projects.

Table 1: Water Provisioning Status and Backlogs in Mopani

NUMBER OF HOUSEHOLDS PER MUNICIPALITY
MUNICIPALITY	BPM	GGM	GLM	GTM	MLM	MDM
Total No. of HH	41 115	63 548	58 261	108 925	24 469	296 320
HH with access	39 889	54 003	52 838	82 552	20 101	249 384
HH without access	1 226	9 545	5 423	26 373	4 368	46 935
% Backlog	2.98%	15.02%	9.31%	24.21%	17.85%	16%
% HH with access	97.02%	84.98%	90.69%	75.79%	82.15%	84%

The following are projects that are currently being implemented by the Mopani DM through funding from DWS and COGRA (MIG, RBIG and WSIG) to improve water supply services in the short, medium to long term:

• Tours Water Scheme: Bulk Lines refurbishment and Reticulation
• Hoedspruit Bulk Water Supply
• Thapane Regional Water Scheme (Upgrading of Water Reticulation and Extensions)
• Sefofotse to Ditshosine Bulk Water Supply/Ramahlatsi Bulk and Reticulation
• Lulekani Water Scheme (Benfarm)
• Rural Household Sanitation (Maruleng)
• Rural Household Sanitation (Greater Tzaneen LM)
• Rural Household Sanitation (Greater Giyani LM)
• Rural Household Sanitation (Greater Letaba LM)
• Rural Household Sanitation (Ba-Phalaborwa LM)
• Ritavhi 2 Water Scheme (Sub-Scheme 1)
• Giyani Water Reticulation to the outstanding villages
• Refurbishment of the Giyani Water Treatment Works
• Mametja Sekororo RWS Phase 1
• Mametja Sekororo RWS Phase 1A (Edlin)
• Mametja Sekororo RWS Phase 1B (Eternity)
• Mametja Sekororo RWS Phase 2

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Reply:

As the shareholder representative of Telkom, I am unaware of any intention to sell Government’s shares in the company.

Authorised for submission by

____________

MS. NONKQUBELA JORDAN-DYANI

DIRECTOR-GENERAL (ACTING)

DATE:

Recommended/not recommended

__________________________

HON. PHILLY MAPULANE, MP

DEPUTY MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Approved/ not approved

________________________________

HON. KHUMBUDZO NTSHAVHENI, MP

MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Reply:

a)  The Department undertakes planning studies over different planning horizons to derive interventions that are implemented to ensure water security for the entire country. These interventions incorporate enablers like governance, financing, human capacity building and science and innovation that facilitate implementation of water projects at National, Provincial and District and Local Municipality level.

The interventions implemented for our water security are contained in the National Water Resource Strategy (NWRS), the instrument by which the minister gives effect to the National Water Act, as well as the master plans that emanate from the NWRS. The various studies informing the NWRS are available on the DWS website, at http://www6.dwa.gov.za/iwrp/projects.aspx, and the National Water and Sanitation Master Plan (NW&SMP) is available at http://www.dwa.gov.za.

Some of the work done by the department in relation to long term planning includes the development of the:

• Water Reconciliation Strategies
• Five-year Water and Sanitation Reliability Plans for all District Municipalities in South Africa.

The key outputs of the scenario planning are strategies to reconcile water requirements and availability for all large integrated systems in the country as well for localised water resource systems that secure water for small towns, villages, or clusters of settlements. Reconciliation strategies inform water security perspectives into national, provincial, and local planning instruments such as the National Development Plan, NWRS, Provincial Growth and Development Strategy, Water Service Development Plans and vice-versa

The objective of the Five-year Water and Sanitation Reliability Plans for all District Municipalities is to develop a Water and Sanitation Services Situational Assessment of the current service levels and infrastructure referenced to households at community level. The situational assessment information knowledge base is then interpreted into a needs perspective that categorises each supply need and gap analysis into a reliability category. Projects are then identified to address each of the reliability needs classification categories and a funding model developed that enables a five-year pipeline of projects implementation plan that integrates all grant funding. The full development of the plans for all 44 District Municipalities is scheduled to be completed by March 2024.

b) The identified interventions cover the whole country and benefit all the municipalities and communities in the country.

c) The plans extend cover continuous daily and weekly monitoring of water levels, to the Annual Operating Analyses which optimise annual water management, to at least 25-year planning horizons for the water resource reconciliation studies and beyond. The plans conducted as indicated in (a) above provide the direction of strategies for the country’s water security, which are continuously firmed up on a progressive basis to make them dynamic. The plans are continuously monitored and updated every 3 to 5 years to ensure that they remain current and relevant.

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Reply:

a) The Minister of Communications and Digital Technologies did not decide to close any post office branch.

 

Authorised for submission by

_______________

MS. NONKQUBELA JORDAN-DYANI

DIRECTOR-GENERAL (ACTING)

DATE:

Recommended/not recommended

_______________________________

HON. PHILLY MAPULANE, MP

DEPUTY MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Approved/ not approved

___________________________________

HON. KHUMBUDZO NTSHAVHENI, MP

MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Reply:

a) (i) There were 2 665 students with hearing disabilities at universities within the 2021 academic year;

(ii) The Department does not collect academic staff information in relation to disabilities as part of its Higher Education Management Information System processes;

(b) and (c)   The NSFAS/DHET Disability Fund is aimed at providing financial support for students with disabilities who are financially needy and academically able. It is intended to open opportunities for further study in higher education and provide the necessary additional teaching and learning support for students to enable them to overcome barriers to learning.

Students who qualify fall within the maximum threshold of up to R600 000 of combined gross family income per annum. In addition to paying for students' full cost of study, the bursary also provides students with assistive devices (e.g., wheelchairs, hearing aids, adapted laptops, etc.) and human support (e.g., carers, scribes, tutors, sign language interpreters, etc.) at a capped amount that is reviewed annually by the National Student Financial Aid Scheme (NSFAS). Allowances for students with disabilities are outlined in the 2022 NSFAS Eligibility and Conditions for Financial Aid.

Reply:

The Department has a regular schedule of oversight visits to institutions relating to key programmes and reporting schedules, particularly those linked to earmarked funding from the Department.

On governance and management issues, the Department maintains oversight through the reporting regulations and regular engagement with institutions.

In 2014, the Minister of Higher Education and Training approved the Regulations for Reporting by Public Higher Education Institutions, aimed at improved institutional accountability. The Regulations provide the legal framework for reporting by all public HEIs required from a council and management team of a public higher education institution, so that they exercise their fiduciary and managerial responsibilities in a transparent manner; implement mechanisms that will ensure good corporate governance; and give regular account of the results of exercising their delegated power.

A university, in its submission, must ensure alignment between the following institutional plans and instruments: strategic plan, annual performance plan, annual report, budget documents and mid-year performance report. All reports must be signed and approved by the Council before submission to the Department.

The Department has an oversight function to monitor and oversee the implementation of the reporting regulations. The Chief Directorate: Institutional Management and Governance Support analyses the reports and checks to ensure that universities have complied with the reporting regulations. Should information be omitted in the reports, a request is made to the university to provide the requested information.

A financial health report is prepared by the Department to provide a consolidated review of all universities. This allows the Department to assess whether institutions are financially healthy as at the reporting date.

The Council Chairperson’s report is also analysed together with the Governance Scorecards to understand governance practices of each institution and across the system; and to identify areas of non-compliance with the requirements of the Act.

The Minister and Department are guided by the Higher Education Act in terms of the circumstances under which the Minister can intervene at institutions.

The Department also processes and responds to complaints and queries from the public, students, and stakeholders with regards to public higher education institutions, in relation to any matter of concern.

Reply:

The reasons for the recruitment of the Chief Director: Corporate Management having been finalised by 1 July 2022 were due to the following:

1. During the recruiting period the responsible unit only had 1 Human Resource Practitioner and 1 Deputy Director (total staff compliment for the unit) at that stage, this while having to deal with the normal workload as well.
2. The festive period impacted the recruitment timeframe. This refers to the months for December 2021 and January 2022 and these are normally considered “dead” months since most staff and participants to the process are not available. The process tends to get suspended over this period.
3. The Recruitment mailbox was a challenge and could not handle the quantity of applications. Human Resource Management also found that applications from internal candidates did not go through to the mailbox. This was resolved by moving servers. However, the transfer between servers further contributed to these challenges. Additional challenges included the sorting of online mailboxes where different number of applications had to be reconciled in order to make sure the process was not compromised.
4. The final steps of the process transpired as follows:

• a) Interviews were concluded in March 2022. This includes all administrative processes including finding panel members, confirming availability which in itself is a challenge.
• b)  Then process of the competency assessment and personnel suitability followed which took approximately a month.
• c) The internal administrative appointment processes followed and were completed in May 2022.
• d) 1 June 2022 was the notice month and the successful candidate assumed duty on 1 July 2022.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

During the COVID-19 pandemic and the national lockdown, normal teaching and learning was severely impacted as a result of the suspension of physical classes and physical interaction between students and lecturers on campus. Funds (COVID-19 Responsiveness Grant) were made available to each university to enable the teaching and learning programme to continue through the adoption of remote teaching and learning strategies. At that point the focus was on ensuring that each university is supported to deal with its unique situation. However, through Higher Health, the Department was able to use technological solutions to support the entire PSET sector and eased the burden of educators.

Furthermore, the Department facilitated collaboration amongst universities and relevant stakeholders through collaborative programmes that are funded through the University Capacity Development Grant (UCDG) that is allocated by the Minister each year. The grant also supports collaboration through research projects.

Reply:

(1). Yes, the Department supported various National Arts and Jazz festivals post the Covid-19 pandemic that includes amongst others the following events: The National Arts Festival, The Joy of Jazz, We Can Arts Festival, Buyel 'Khaya Pan African Festival, Ebubeleni Music Festival, and Moretele Tribute Concert.

The supported projects have since played a role in re-igniting the economic activities of the Cultural and Creative sector which was severely affected by the restriction brought about by the Covid-19 pandemic.

Reply:

The correlation between performance information and expenditure is a complex matter as the annual performance plan (APP) that is designed to track performance does not necessarily monitor all expenditure items of the Department. The APP is designed to measure activities of strategic importance within a given period even though some activities may have little cost implications.

In an effort of aligning the performance with expenditure, the departmental activities that have the highest budget have several indicators, for example the Regional Bulk Infrastructure and Water Services Infrastructure Grants. The Department is continually improving processes that result in inefficiencies and contribute to the low performance (a case in point is the procurement processes).

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Reply:

(1). (a). Robben Island Museum (RIM) has embarked on a marketing plan that is solely focused on revenue generation over the past year so that it can regain its financial health and stay afloat.

• The campaign that the entity embarked on affords locals with group specials by offering concession rates to school groups and religious groups.

In addition, Mondays and Tuesdays are marked as pensioners’ day, where pensioners can visit the Island at a discounted rate.

• The entity has also fostered collaboration with the Tour operators through Southern Africa Tourism Services Association (SATSA) and hosted a familiarisation trip to strengthen the relationship that RIM has with the trade, thus promoting private tours that are targeted to international tourist market.
• Through Western Cape Tourism Trade and Investment Promotion Agency (WESGRO) and South African Tourism as well as Cape Town Tourism, RIM has hosted media from across the globe and influencers that promote Cape Town as a key tourist attraction in South Africa.
• RIM has also participated in the “Find your freedom” campaign that was facilitated by Cape Tourism to re-ignite tourism in the city of Cape Town.

(b) The Tripartite Agreement between Department of Public Works and Infrastructure DPWI, DSAC and RIM expired in 2020, and the new agreement has not been finalised yet. DPWI is in the process of procuring a Total Facilities Management Company which will take responsibility for maintenance works on the Island. 

(2). Due to the financial constraints caused by COVID-19, RIM explored two options, the first one being, initiating a Section 189 process of the Labour Relations Act, which would have led to retrenchments. The second option was exploring the reduction in salaries of employees across the board. However, due to intervention by the Department, RIM was granted approval to reprioritise R23 million in January 2021 and a further R17 million in June 2021 from the infrastructure grant to be utilized for operations.

Through engagements with the National Treasury on RIM’s financial position, the Department was able to further allocate an additional amount of R20 million at the end of March 2022 to assist with the operational costs. Any shortfall was covered by RIM utilizing its fast-depleting reserves. RIM also embarked on austerity measures by suspending the filling of non-critical positions. In addition, no cost-of-living adjustment increase was provided to staff for the past two financial years. These measures have allowed RIM to continue to sustain the salary bill and improve its financial position, thus avoiding job losses which would have had a negative reputation for the entity.

Reply:

Access to an electronic funds transfer (EFT) payment for the COVID SRD does not require a smartphone. Below are the methods of payments that clients can choose from:

• EFT into the clients own bank account of choice. A client paid through this process can collect funds at an ATM, participating merchants or Bank branches. Clients can also transact directly with their cards at participating merchants.
• EFT into a Post Bank account (if the client does not have their own account).Clients will have to collect their funds at retailers (PnP, Boxer, Shoprite, Usave or Spar). These clients are expected to be in possession of any type of mobile phone that can receive a one-time pin via USSD message. It is important for clients to use the same mobile numbers they registered with when applying for their social grant.
• Mobile money (cash send) option. A client will receive an sms with a voucher number to collect the funds from the bank of their choice. This method requires any kind of mobile phone that can receive an sms.

Reply:

Since 2014/15 financial year, the Small Enterprise Finance Agency (sefa) approved loans to the value of R4.087 billion to the Wholesale Lending (WL) channel. Furthermore, the organisation disbursed into the South African economy loans to the value of R4.083 billion using the intermediaries. The number of SMMEs supported were 548 174 and these SMMEs in turn, helped create and sustain 640 778 jobs. In terms of developmental impact, over this period, sefa disbursed R3.47 billion to enterprises owned by black entrepreneurs; R2.58 billion to women-owned businesses; R742 million to businesses owned by youth; R1.87 million to enterprises owned by persons with disabilities; R1.55 billion to businesses based in rural towns and villages; and R219 million to township-based businesses.

a) The number of intermediaries that have defaulted on their debts since 01 April 2014 to September 2022 is forty-one (41). Categorised as follows:

• Stage 1: 10 intermediaries are categorised to be on stage 1 probability of default as they have not had a significant increase in credit risk since initial recognition or that have low credit risk at the reporting date.
• Stage 2: 10 intermediaries are categorised to be on stage 2 probability of default as they had a significant increase in credit risk since initial recognition but that do not have objective evidence of impairment.
• Stage 3: 21 intermediaries are categorised to be on stage 3 probability of default as they have objective evidence of impairment at the reporting date.

b) The total number and value of bad debts written off as of 30 September 2022 was Fifty-four (54) and R340 million respectively, grouped as follows:

• Retail Financial Intermediary loans: Four (4) intermediaries were written off with the total value of R209.1 million. The average loan size written off was R52.2 million with the lowest and highest write offs of R11 thousand and R152.4 million respectively.
• Micro loans: Twenty-nine (29) intermediaries were written off with the total value of R58.9 million. The average loan size written off was R2.1 million with the lowest and highest write offs of R8 300 and R14.7 million respectively.
• Co-operative loans: Eight (8) intermediaries were written off with the total value of R72.3m the average loan size written off was R3.2m with the lowest and highest write offs of R210k and R11.5m respectively.

(c) As part of our standard terms and conditions, sefa will specify parameters as per the Developmental Impact expected from the intermediaries specific to which type SMMEs they must fund i.e., black owned, women owned, youth owned, owned by persons with disabilities, SMMEs operating in rural areas and SMMEs operating in townships. This is not a one size fits all and is determined in all practicality by economic sector/ industry and to an extend geographical location where the intermediary will be deploying funds into the economy.

Other parameters sefa imposes is the maximum interest rate which an intermediary can charge however this must not compromise their commercial viability however it must be fair and just interest charged to the SMME and in line with the National Credit Act.

All the above, is strictly monitored by sefa's Post Investment and Monitoring to ensure that the intermediaries operate within the ambit of the contractual agreement.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

Cricket South Africa have requested additional time to respond to the question.

Reply:

The Small Enterprise Finance Agency (sefa), is required to ensure that all of its clients, that are required to adhere to the National Credit Act (NCA) are compliant and registered throughout the life of any loan from sefa,

All micro finance intermediaries in the sefa micro finance portfolios are registered with the National Credit Regulator (NCR). The NCA regulates all interest and fee charges between the end client and the intermediary client of sefa. All sefa clients are registered with the NCR and their interest rates are therefore regulated by the Act.

sefa as part of its due diligence process and through the life of the loan monitors the clients’ compliance to the act. Additionally, each of the sefa clients must ensure that their NCR certificates remain current throughout their loan period with sefa. The sefa clients therefore needs to provide the NCR with quarterly and annual reports detailing their loans disbursed, their charges and fees as well as other aspects of compliance.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

The protection of actors in South Africa is governed in terms of the Copyright Act 98 of 1978 (the “Copyright Act”). This legislation and matters related to it thereof, are under the horizon or mandate of the Department of Trade, Industry and Competition (DTIC). However, my department does work with the DTIC on matters related to the protection of all artists including actors. The common practice that has been for a very long time allowed by the current Act is that ‘he who pays owns the work’. In terms of this practice, those who commissioned the work would remain the property owners – this to the exclusion of many of the actors who participated. Copyright law grants the copyright owners bundle of exclusive rights, including the public performance right. This then vests the copyright owners with the authority to control how the work is publicly performed and that is the reason you see these works being aired, as and when the owners wish. This happens in many instances at the exclusion of the performers who participated in the production.

The Copyright Amendment Bill and the Performers Protection Amendment Bill which both Bills were recently endorsed by the National Assembly tell us that ownership of any copyright subsisting in the work (in commissioned work) shall be governed by standard contract/written agreement between the parties. In the main, proposed legislation provides for the payment of royalties or equitable remuneration, whichever is applicable, due, and payable to the performer for any use of the fixation of the performance.

The agreement may limit the ownership strictly for the purpose of the Commission and if the work is used other than for the purpose of the commission, payment to the author shall be ordered. When there is a dispute between the parties, the matter shall be referred to a Copyright Tribunal. Amendment of the copyright regime is part of the government's drive to advance a balanced and coordinated approach to intellectual property (IP) that regulates IP rights in line with our Constitution. The key objective is to ensure that all individuals who seek to take advantage of the IP system are empowered and protected.

Work is being finalised regarding the proposed Bills and the NCOP has recently hosted workshops to understand how these proposed legislations would work.

Reply:

a) (i), (ii) Since its inception, the system has been serviced, however challenges were experienced when the service provider who maintained and serviced the system was liquidated in 2016. No updates were made of the system since then.

b) The norm for implementing ICT related projects is to have a detailed project and migration plan which also include risks identification and how the risks will be mitigated during the project tenure.

c) Refer to b above.

Reply:

The One-Stop Shop is part of Government’s services to improve the investment climate and make it easier to operate a business in South Africa.

To this end the One-Stop Shop provides an investment facilitation service, at the National One-Stop and the three (3) Provincial in Gauteng, KwaZulu-Natal and Western Cape.

This consists of support with respect to:

• pre investment (information and advisory) services to investors
• set up (roll out and implementation) and
• post investment services.

The role of the One-Stop Shop is to support new investments, expansions and retention of investment through assisting investors. Examples of the type of support rendered to foreign investors include support with:

• addressing challenges at local government level
• environment impact licenses
• water usage licenses
• construction permits
• electricity connections
• information to facilitate compliance with standards
• port clearances and
• work visas for managers and investors

Investment cuts across the three (3) sphere of Government (National, Provincial and Local) and Government agencies and InvestSa thus work with these various entities.

The One-Stop Shop provides an investment facilitation service throughout the investment life cycle journey in South Africa. The One-Stop Shop facilitates investment projects to be implemented and operationalised so that production plants and services can start, thereby creating new jobs and retaining jobs.

Recent examples include facilitating visas and electricity connections for Ford’s $1 billion new production line at the Tshwane Special Economic Zone (SEZ); as well visas for P&G and technical engagements with the National Regulator for Compulsory Specifications (NRCS) for industrial products.

The quarterly reports of the Department submitted to Parliament, provides additional information on the successes of InvestSA.

-END-

Reply:

(a) Illegal mining of chrome in Witrankie is one of the Department’s priority areas. In order to address illegal mining in the village, intelligence led operations were conducted with members of the SAPS and the Hawks. As a result of those operations, cases were opened, and arrests made. There are continuous disruptive operations conducted by the Department and SAPS given the extent of illegal mining in the area.

(b) The profile of illegal mining in South Africa is such that it is dominated by illegal immigrants. Illegal miners cannot be transformed into small scale miners. The Department through its Small-scale division only assists potential miners who intend operating within the boundaries of the law.

Reply:

I have been furnished with the information that follows, by the management of the Industrial Development Corporation (IDC):

The SMME Crisis Partnership Fund is managed by an independent Fund Manager, that being the SASME Fund.

As an investor in the fund, the Industrial Development Corporation (IDC) participates in a governance framework that has been put in place to protect the fund against corruption and wasteful expenditure. This consists of:

• Advisory Board

• Investment Committee

• IDC Oversight

• Reporting and Audit

Advisory Board

The Advisory Board is comprised of members appointed by the Investors. These members are independent in that they are not employees of the Fund Manager. The Advisory Board ensures that the Fund’s Guidelines, Policies and Procedures are adhered to. The Fund Manager may raise reasonable objections to the appointment of a prospective candidate e.g., reputational, or legal (criminal/fraud). The rights and responsibilities of the Advisory Board are to:

1. approve any variations or waivers to the Fund Guidelines.
2. approve increases to prudential limits on investments where specifically allowed in the Fund’s guidelines.
3. advise on any governance issues that may arise in the Fund.
4. review all expenses of the Fund.
5. approve the appointment/replacement of the Fund’s Auditor.
6. review bank statements of the Fund.
7. review the annual valuations of investments, and to the extent that there is any dispute in respect of a valuation refer the issue to a recognised expert for final determination.
8. to resolve any material conflict of interest between the Fund Manager and the Investors or the investors themselves arising from a Fund transaction.

Investment Committee

The Investment Committees key role is to:

1. Approve or decline investments or exits from investments.
2. Monitor and report to Investors the performance of the investments.
3. Approve third party expenses to be borne by the Investors in respect of investments or exits.
4. Ensure that the Fund manager implements the Investment Policy of the Fund as negotiated with Investors.

The committee is established and hosted by the Fund Manager. The Investment Committee members are individuals independent from the Fund Manager who possess the requisite industry, technical and financial skills to make investment decisions in accordance with the investment mandate and terms of the Fund.

IDC Oversight

IDC ensure appropriate oversight of the fund through representation on the Advisory Board and the Investment Committee. IDC has appointed senior staff who possess the requisite experience in respect of deal assessment, development finance and township sector knowledge to sit on these committees.

In addition, the IDC has a senior person responsible for constant oversight of the Fund and the Fund Manager.

Payments to the fund by the IDC are made as the fund invests in the SMMEs and not in a single lump sum. To effect disbursement of monies to the Fund, the Fund Manager must provide to the IDC the minutes of the Fund’s IC meetings showing which applicants have been approved for investment and the value of the investment.

Reporting and Audit

The fund manager is required to:

1. Provide monthly reports to IDC on the performance of the Fund within 7 days after each month-end. The report will cover but not be limited to relevant fund performance indicators including approvals, cancellations disbursements, impairments, distressed investees, realised and projected financial returns and latest valuation of the Fund (and each of its underlying investments); number of jobs created/ saved, the number and value of investments to black owned investees.
2. provide management accounts of the Fund and the Fund Manager to IDC on a quarterly basis within 30 days after each quarter-end.
3. provide the IDC with audited annual financial statements of the Fund and Fund Manager within 6 months after its year-end.

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Reply:

a) The Department has not received any responses to the withdrawal of the Bill.

b) The inputs from public consultations will be used to strengthen and improve on the Bill which will be resubmitted in next financial year.

Reply:

South Africa’s official statistical agency is Statistics South Africa (StatsSA) and it is responsible for calculating South Africa’s national gross domestic product (GDP). I am advised that StatsSA does not publish data in the form requested by the Honourable Member.

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Reply:

The Department and SAPS established a stakeholder forum named “Illegal Mining Forum” in Limpopo Province in 2017 for the purpose of implementing measures to ultimately eradicate illegal mining activities in all the illegal mining hotspots, including Burgersfort.

This forum is assisted by the recently established Essential Infrastructure Task Team, which is a specialised unit within SAPS to deal, amongst others, with illegal mining.

Reply:

1. Through the National Energy Crisis Committee (NECOM) established by the President of the Republic, short – medium term initiatives are being pursued to bring online both renewable and non-renewable energy-based power generation technologies. With regard to building “the Republic’s green energy industry”, outside opening bids for private entities and/or collaborations, limits on the maximum power that can be generated and traded through bilateral arrangements without the need to apply for a license from the National Energy Regulator of South Africa are in the process of being removed; and shopping centres, households and mines are now at liberty to generate and sell excess green power from rooftop and/or utility scale PV installations through necessary wheeling arrangements.
2. Through the national power utility, electricity generation largely remains, and will remain for the foreseeable future, in the hands of government. Therefore, the Government is not shifting some of its responsibilities to services providers and the private sector in a manner that dismantles the Republic’s sovereignty. However, to competitively trade in the global market, South Africa needs to keep pace with global developments such as the liberalisation of the electricity market, that being done without compromising its developmental imperatives. In response to this global trend of market liberalisation, government is facilitating, through a regulated procurement programme, carefully managed participation of Independent Power Producers in the electricity generation space.

Reply:

No trade agreements were signed at the recent South Africa-Saudi Arabia Joint Economic Commission (JEC) meeting held in Pretoria on 3-4 October 2022.

The JEC was convened inter alia in order to prepare the work for the planned State Visit to Saudi Arabia subsequently undertaken by President Ramaphosa on 15-16 October 2022, at which several economic cooperation agreements were signed. The JEC was therefore a useful clearing-house and opportunity to identify the status of negotiations on such proposed agreements.

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Reply:

1.  The Department of Water and Sanitation (the Department) has a maintenance plan in place for government water schemes which includes all activities to ensure adherence to routine, planned and unplanned maintenance requirements. The maintenance plan is informed by the Asset Management Plan of the Department. Furthermore, the Department has entered into agreements with some Water User Associations (WUAs) and Irrigation Boards (IB) to operate and maintain water schemes to ensure increased water security or sustainable bulk raw water supply for economic and social water users.

2. The Department has, through a competitive bidding process, appointed sixteen (16) mechanical and electrical engineering maintenance contractors for a period of three (3) years, to augment existing capacity.