Mr B M Bhanga (Cope) to ask the President of the Republic:
What are the reasons that led to him not travelling to Davos for the World Economic Forum?
Reply:
I was unable to attend the 2014 World Economic Forum (WEF) Annual meeting due to equally important domestic commitments. However, the South Africa government delegation to the event was ably led by the Minister of Finance.
The delegation represented the country well at many fora during WEF Davos including among others, the Business Interaction group (BIG). This is a platform where 50 Global CEO's engage with the South African Government on matters relating to Investment opportunities in South Africa and where they have an opportunity to clarify policy areas where necessary.
Of paramount importance in our participation at the event were the 6 Key Messages that the delegation carried to WEF Davos 2014, which were aimed at marketing our country to potential investors as a great investment destination and an excellent gateway to African markets. The 6 Key Messages were as follows:
1. South Africa is a growing economy with a potential for even higher growth;
2. The National Development Plan provides a framework for improved cooperation between government, business, labour and civil society to address pressing concerns and embark on long term reforms;
3. South Africa is a pivotal economy in a dynamic and growing region and a strategic platform to accessing one of the world's fastest-growing regions;
4. South Africa supports growth in Africa through regional integration and direct investment;
5. The region is investing in key infrastructure necessary for regional integration and long term growth;
6. We are committed to addressing the challenges in our country and region.
Our delegation to the WEF Annual Meeting of 2014 comprised the following;
- Minister of Finance
- Minister of Communication
- Minister of Science and Technology
- Minister of Economic Development
- Minister of Trade and Industry
- Minister in the Presidency: National Planning Commission
- Executive Mayor of Johannesburg
The delegation participated successfully in the activities of WEF 2014.
Mr M G P Lekota (Cope) to ask the President of the Republic:
Whether he has given personal attention to the service delivery protests and municipal revolts to find a long lasting solution; if not, why not; if so, what leadership has he provided over the past five years to bring the volatile situation under control?
Reply:
Since I took office in 2009, the government has prioritised the delivery of services to all citizens and has taken numerous initiatives to address the shortcomings in the service delivery chain.
One of the first stakeholder meetings I convened after coming into office in 2009, the government has prioritised the delivery of services to all citizens and has taken numerous initiatives to address the shortcomings in the service delivery chain.
One of the first stakeholder meetings I convened after coming into office was with Mayors and Municipal Managers of all municipalities in Khayelitsha on 20 October 2009. It was resolved that we need to assist municipalities and strengthen inter-governmental relations in order to improve the delivery of services to the people.
We also committed ourselves to the improvement of the governance, financial and administrative capacities of some municipalities, as well as to root out corruption and address the political problems that are causing great delays in service delivery. Furthermore, we agreed that there is a need for municipalities to prioritise skills development, and the recruitment of accountants and other skilled personnel to ensure efficiency.
Progress has been made at the administrative level with the amendment to the Municipal Systems Act and the regulations in terms of the said Act to limit political interference in administration. The Department of Public Service and Administration and National Treasury are embarking on initiatives to close the loopholes on supply chain management, officials doing business with the state and corruption.
Our government took a conscious decision to establish a performance monitoring and evaluation department in the Presidency. We further decided to go beyond receiving reports from departments and to undertake hands-on visits to assess the delivery on our five priorities and other programmes of government. The government has emphasised performance monitoring and evaluation and has introduced the outcomes-based approach to monitor service delivery.
The Presidential Coordinating Council (PCC) meeting of 31 March 2010 discussed at length the Outcomes-Based Approach, including the notion of delivery and performance agreements by Ministers and Departments. The PCC brings together national, provincial and local government. On 23 April 2010, I met with Directors-General of national and provincial departments and gave a clear direction of what we expect in terms of improving service delivery and citizen care.
I have undertaken several personal visits to areas prone to unrest and subsequently senior politicians including Cabinet Ministers and Premiers have engaged with communities on the ground. On 22 May 2010, I conducted a report back visit to Siyathemba Township in Balfour, Mpumalanga province. This followed a surprise visit to the area during the sporadic service delivery protests the previous year. I then established an inter-Ministerial task team to look into the problems raised in Balfour.
Teams of officials from the Department of Performance Monitoring and Evaluation were deployed to various areas in the country, including Umzimkhulu in KwaZulu-Natal, Bekkersdal in Gauteng, Balfour in Mpumalanga provinces, to assess service delivery frustrations and to find solutions thereof.
The reasons for service delivery protests remain complex, as there are a combination of factors that contribute to such actions such as the historical backlog of services, the in-migration into cities and the issues of relative deprivation of those exposed to better services in an urban context, socio-economic dynamics and unemployment. It has been found that most service delivery protests take place in informal settlements situated in metros, where the highest level of population growth and migration take place. It is in this context that the government has announced the informal settlements upgrading programme.
It has proven almost impossible to reverse three centuries of underdevelopment and racially-based spatial planning in just a few years. The reality of apartheid is that large parts of the country had never had any form of local government. As a result, the backlogs are still glaring. Municipalities in formerly whites only areas have relatively well-developed services and infrastructure, alongside under-developed townships and rural areas which were deliberately deprived of resources. In addition, the post-apartheid demarcation process left many municipalities without access to the required administrative, financial and technical capacity to function efficiently and effectively. This has hampered the delivery of services.
Cabinet has at various times given attention to the issues of protests as well as addressing underlying matters of concern. The South African government has policies and programmes to speed up the delivery of basic services in all communities, especially those most affected by backlogs. There are currently 23 district municipalities that have been prioritised for attention due to the prevalence of extreme poverty and underdevelopment. The July 2011 Cabinet Lekgotla adopted various Action Plans to further improve service delivery in these priority areas. The action plans are led by identified departments who have to ensure coordination and service delivery of the agreed targets.
The Department of Cooperative Governance through its dedicated agency, the Municipal Infrastructure Support Agent (MISA), has been playing a pivotal role in the implementation of government's initiatives aimed at addressing service delivery backlogs in these 23 district municipalities and other areas still experiencing high backlog levels. MISA is a government component within Cooperative Governance and Traditional Affairs (COGTA) established as part of the Local Government Turnaround Strategy (LGTAS) initiatives towards strengthening the capacity of municipalities for accelerated and sustainable provisions of basic services such as water and sanitation, energy supply, waste collection and municipal roads infrastructure. Its main focus is on providing technical support to and strengthening internal capacity of municipalities, especially with limited potential to attract and retain skilled technical staff critical for the optimal development and maintenance of infrastructure for basic services provision.
MISA supported some municipalities such as OR Tambo District and Mahikeng Local Municipality, amongst others, in improving on their MIG spending in order to accelerate the provision of basic services to communities. These municipalities were on the verge of losing significant amounts of their MIG allocations due to under-expenditure and slow pace in infrastructure delivery.
MISA also launched a Water Services Operations & Maintenance Skills Deployment Programme in Vhembe District Municipality. The programme was launched with the deployment of 17 water process controllers, 17 waste process controllers and 22 artisans to undertake operations and maintenance of water and sanitation infrastructure. After two years, the municipality will absorb these young artisans and operators. Through the deployment of this capacity, the functionality of infrastructure and provision of services has significantly improved. The programme is currently being rolled-out to other districts including Ugu, Uthungulu and Harry Gwala District Municipalities to address lack of operations and maintenance of water and sanitation assets that results into interruption of service provision.
MISA is supporting a number of municipalities such as Victor Kanye and Mogalakwena in eradicating sanitation backlogs. In uMzinyathi, MISA has assisted the district in taking back the operations and maintenance from uThukela Water. The billing function is now being done in-house by uMzinyathi District Municipality. All planned capital programmes have commenced and funding (R303 million) has been sourced from the Development Bank of Southern Africa to accelerate service delivery.
Currently, MISA is an Implementation Agent for the Bucket Eradication Programme in Northern Cape. Since inception of the programme in December 2013, MISA has already developed a business plan and finalised technical reports and appointed contractors who are already on site to commence with work.
With regards to electricity, MISA is supporting a number of municipalities to deal with identified challenges. These include Westonaria and Lesedi to reduce electricity losses, Randfontein with the restructuring of electricity tariffs and Emfuleni with the maintenance of the electricity supply network, monitoring and management of electricity losses and capacity building for junior technicians toward registration with ECSA.
In partnership with the Department of Environmental Affairs, MISA is supporting municipalities in Gauteng, Free State, KwaZulu-Natal, Mpumalanga and Eastern Cape with the licensing of all unlicensed landfill sites in order to improve refuse management.
Furthermore, the provision of social and economic infrastructure in the 23 district municipalities which are experiencing the largest number of backlogs is one of the identified Strategic Integrated Projects (SIPs) contained in the infrastructure development plan adopted by Cabinet and the Presidential Infrastructure Coordination Commission (PICC). In this regard, district-wide infrastructure action plans are being developed in conjunction with all the three spheres of government. A national inter-departmental Task Team is collating and evaluating projects submitted by various district municipalities. Moreover, government has announced in February 2014 that it has set aside R2 billion to fix water and sanitation infrastructure and will build more houses to address service delivery challenges.
Addressing the volatile situation of protests, I have on numerous occasions called for restraint. Although the Constitution grants people the right to protest, this should be done within the ambit of the law, and in a peaceful manner. I have also pointed out that the violent nature of community protests needed to be attended to. We need to address the citizens of this country on the culture of violence that was inherited from our apartheid past, that we have not been able to shake off up until now. We cannot solve our problems through violence and anger.
This is something that we must address at all levels of society as part of nation building and promoting social cohesion and progress.
The Ministry of Cooperative Governance has also taken a number of appropriate steps. To this effect, the Department of Cooperative Governance is working with all spheres of government in areas where there are service delivery protests to implement appropriate interventions. Given the complexity of grievances and challenges being experienced, a multi-disciplinary approach is necessary to ensure that the root causes of local protests are resolved.
There is a need for greater consultation and participation of citizens in information-sharing and local decision-making. Effective communication is critical, as well as the strengthening and expanding of platforms for constructive two way dialogue and interaction between citizens and local government.
On 7 August 2013, Cabinet approved the policy framework for citizen-based monitoring titled "A framework for Strengthening Citizen-Government partnerships for Monitoring Frontline Service Delivery". Government departments involved in service delivery to the public are required to adjust their monitoring and evaluation frameworks to include mechanisms for incorporating the views and experiences of citizens on service delivery.
Mr M G P Lekota (Cope) to ask the President of the Republic:
(1) Whether he will instruct government departments to support the proposal by the SA Institute for Business Accountants (SAIBA) to introduce a voucher system, similar to the system used in the United Kingdom, to enable start-up businesses to receive critical advice on running their businesses, farms, co-operatives and services in exchange for government-issued vouchers; if not, why not; if so, what are the relevant details;
(2) whether he will make a statement on the matter?
Reply:
(1) The voucher system is not a new concept in South Africa. It was first introduced in South Africa in 2001 when the National Youth Development Agency (NYDA) (the then Umsobomvu Youth Fund) designed and implemented a voucher programme to support youth enterprises.
The SA Institute for Business Accountants (SAIBA) sent a request to the Minister of Trade and Industry to consider a voucher system. The department is considering this proposal and has invited the institute to make a presentation to the relevant officials.
(2) A consideration will be made for making a statement after relevant government departments have conducted investigations on the feasibility, viability and benefits of designing and implementing a voucher system in South Africa based on the above referred institute proposal.
Mr M G P Lekota (Cope) to ask the President of the Republic:
(1) Whether he had commissioned any study, inside or outside of the Government, to help him to determine to what extent red tape, bureaucratic tardiness, including paper pushing and rent seeking by officials across all departments were frustrating investors, stifling growth and hampering job creation; if so, (a) who had undertaken the study, (b) to what did the study leaders attribute the negative experiences of entrepreneurs with officials and (c) what recommendations did they make to remedy the situation;
(2) whether, considering the singular importance of creating an investor friendly environment in South Africa, the study benchmarked South Africa's regulatory requirements and processes with best practices in the world; if not, why not; if so, what are the relevant details?
Reply:
My Administration undertook a new approach to governance - one that depends on continuous monitoring and evaluation of outcomes and activities in order to ensure ongoing improvement in the work of the state. This process has taken a number of forms, which go far beyond a single study of the regulatory impact on the economy. The main elements include:
1. The requirement that new legal proposals be accompanied by an impact assessment. We are now initiating measures to ensure that this kind of impact assessment specifically reflects the effects on priorities of government around employment and decent work, equality, inclusive growth and sustainability. Impact assessments have been conducted amongst others for the labour law amendments tabled in the past year; the amendments to the National Environmental Management Act; the Minerals and Petroleum Development Act; the National Environmental Management: Waste Act; the National Environmental Management: Air Quality Management Act; the National Water Act; and the Infrastructure Development Bill.
2. The second element is the development of a three-year rolling evaluation plan by the Department of Performance Monitoring and Evaluation. In 2012/13, the plan included a number of issues that are relevant to the economy, specifically on the Comprehensive Rural Development Programme, the Land Reform Recapitalisation and Development Programme and the Business Processes Services Programme. For 2013/14, it includes the Export Marketing Investment Assistance Programme, the Support Programme for Industrial Innovation, the Technology and Human Resources for Industry Programme, the National Advanced Manufacturing Technology Strategy, an evaluation of the cost of tax compliance for small businesses, the Comprehensive Agricultural Support Programme, and the impact of state-subsidised housing on asset poverty for households and municipalities.
3. The Presidential Infrastructure Coordinating Commission (PICC) has established an extensive programme of monitoring and evaluation of strategic infrastructure projects included in the national infrastructure plan. This programme encompasses both regular reports from each SIP, which are consolidated for review by the PICC, and site visits. These identify reasons for delays in projects where these are applicable.
4. Individual departments regularly undertake initiatives to reduce unnecessary regulatory burdens on enterprises. Most recently,
a. The Departments of Trade and Industry and Cooperative Governance have developed guidelines to reduce red-tape at municipal level. These norms will be piloted initially in two metros from April 2014, targeting red-tape issues that hinder catalytic investments.
b. The Departments of Environmental Affairs, Mineral Resources and Water Affairs have aligned their regulatory requirements so as to reduce application times to 300 days, or 390 days if there is an appeal.
c. The Department of Economic Development has taken up a number of requests for assistance by the private sector where regulatory delays impacted on investment decisions.
* The Infrastructure Development Bill includes mechanisms to ensure simultaneous regulatory processing and avoid unnecessary delays around Strategic Integrated Projects.
5. The outcomes-based approach that we instituted has ensured that the departments responsible for outcome 4, job creation and inclusive growth provide a regular overview of factors that affect economic development, including unnecessary regulatory burdens. These departments are the Department of Economic Development, the National Treasury and the Department of Trade and Industry. The process has assisted departments in identifying and reducing unintended results of their regulatory endeavours. In addition, Cabinet receives reports on progress with the number of environmental impact assessments that are concluded each quarter.
The aim of all these monitoring and evaluation programmes is to provide an ongoing assessment of challenges as they arise and on that basis ensure appropriate and prompt action to address them.
All societies need a strong regulatory framework to help shape an increasingly safe, sustainable, competitive and equitable economy. This is particularly true in South Africa, where structural changes are required as the basis for inclusive development.
Still, my Administration recognises that regulations often has unintended consequences, especially for small and medium size businesses. Both the National Development Plan and our Medium Term Strategic Framework acknowledge that regulations must not impose unnecessary compliance burdens and costs that exceed the hoped-for benefits.
Where appropriate, South African regulations have been evaluated against the experience of other countries similar laws. This approach has been followed, amongst others, for telecommunications, the labour laws (in collaboration with the International Labour Organisation) and the new Employment Tax Incentive.
The Leader of the Opposition (DA) to ask the President of the Republic:
Whether he intends to set a clear policy position for South Africa regarding Uganda's Anti-Homosexuality Act of 2014; if not, why not; if so, what are the relevant details?
Reply:
South Africa respects the sovereign rights of other countries to adopt their own legislation.
In this regard, through diplomatic channels South Africa engages with Uganda on areas of mutual concern bearing in mind Uganda's sovereignty.
The Leader of the Opposition (DA) to ask the President of the Republic:
Whether he has considered the petition of the largest opposition party in the National Assembly to send the Protection of State Information Bill [B 6H - 2010] back to Parliament for further reconsideration; if not, why not; if so, what are the relevant details?
Reply:
The President is still considering the submissions received from all interested parties regarding the Bill in question.
Enquiries:
Mac Maharaj
Cell: 079 879 3203
E-mail: macmaharaj@icloud.com
