View Document - Parliament of South Africa

21 THURSDAY, 2 OCTOBER 2008
22
cial offices which together with
the branch offices and EICs provide
nonfinancial support across
the country in an integrated fashion.
Services to small enterprise
include business registration,
business planning support, tender
advice and related advisory assistance,
facilitation of access to finance,
co-operatives support, and
business start-up advice, manufacturing
advice, productivity improvement
training and exporter
development training. Seda also
manages the technology support
programme, which operates
through its 23 technology centres
covering most provinces.
(c) Overall, Seda’s national information
centre records an annual average
of 90 000 people visiting its
branch offices across the country
and about 50 000 people visit
Seda EICs annually.
In line with any institution that has had
to establish itself through a merger and
deliver while instilling new organisational
structures and values, Seda
has had its own share of challenges.
Many of the current challenges arise
because of the need to do more than it
has already done. Seda is faced with a
challenge of how to access financial
resources to keep up with its growth
and quickly and efficiently build the
additional capacity necessary for an
institution that has, in three years,
reached the size of an organisation that
Seda has become today.
(2) The cost implications for appointing
the identified positions are as follows:
Role
Remuneration
CEO R901 500
Senior Manager Finance (referred
to as deputy finance office)
R417 248
Role
Network Executive (referred to as
enterprise service manager)
Remuneration
R630 777
Vacant senior management posts:
performance agreements
1393. Mr K J MINNIE (DA) asked the
Minister for the Public Service and Administration:
(1) With reference to a certain steering
committee meeting (details fur-
(2)
nished) held on 17 June 2008, how
many (a) vacant senior management
posts existed and (b) performance
agreements had not been signed by
senior managers in each province as
reported in this meeting;
whether any steps have been taken
against underperforming provinces
after this meeting; if not, why not; if
so, what steps? NW2137E
The MINISTER FOR THE PUBLIC SER-
VICE AND ADMINISTRATION:
(1) Emanating from a FOSAD engagement
early in 2007 with the President, a
number of priority projects called
APEX projects were identified and
approved. APEX Project 15 was identified
with the aim ‘‘to regularise employment
and performance agreements
at designated management levels’’. The
project involves the following two activities
—
● to ensure the filling of current vacant
positions of DG/HoD, DDG, CFO
and municipal managers; and
● to ensure that by 30 June 2007 and by
May of every year thereafter, all SMS
members have signed and submitted
Performance Agreements.
In order to institutionalise project 15
for 2008-09 financial year, a circular
was sent to provincial administrations
and national departments to reiterate