CONTENTSpmg-assets.s3-website-eu-west-1.amazonaws.com/Seda...complimentary programme, co-location,...

1. ORGANISATIONAL STRUCTURE 22. FOREWORD BY THE MINISTER 33. OVERVIEW BY THE CHAIRPERSON 54. OFFICIAL SIGN OFF 7

PART A: STRATEGIC OVERVIEW 8

5. VISION 96. MISSION 97. VALUES 98. LEGISLATIVE AND OTHER MANDATES 109. RECENT COURT RULINGS 1310. SITUATIONAL ANALYSIS 14 10.1. Performance Environment 18 10.2. Organisational Environment 23 10.3. Products and Services 2411. DESCRIPTION OF THE PLANNING PROCESS 2612. STRATEGIC OUTCOME ORIENTED GOALS 27 12.1. Alignment to DSBD priorities 26

PART B: PROGRAMME PERFORMANCE 35

13. PROGRAMME 1: ENTERPRISE DEVELOPMENT 3614. PROGRAMME 2: SEDA TECHNOLOGY PROGRAMME 4015. PROGRAMME 3: ADMINISTRATION 4216. PROGRAMMES MIGRATED FROM THE DSBD 4517. FINANCIAL PLAN 46 17.1. Projections of Revenue, Expenditure and Borrowings 46 17.2. Asset and Liability Management 47 17.3. Cash Flow Projections 49 17.4. Capital Expenditure Programmes 5018. RISK MANAGEMENT AND FRAUD PREVENTION PLAN 51 18.1. Risk Management Process and Strategic Risk Register 51 18.2. Seda Fraud Prevention Plan 53

PART C: LINKS TO OTHER PLANS 54

19. INFORMATION TECHNOLOGY PLAN 55 Annex A: Indicator profiles 56

CONTENTS

ACRONYMS AND ABBREVIATIONS

1 SEDA | ANNUAL REPORT

LIST OF ACRONYMS AND ABREVIATIONS

CEO ChiefExecutiveOfficer

COTII CouncilofTradeandIndustryInstitutions

CPPP CommunityPublicPrivatePartnershipProgramme

DSBD DepartmentofSmallBusinessDevelopment

dti DepartmentofTradeandIndustry

EDD EconomicDevelopmentDepartment

EIC EnterpriseInformationCentre

HR HumanResources

ICT InformationandCommunicationTechnology

IPAP IndustrialPolicyActionPlan

ISO InternationalOrganisationforStandards

M&E MonitoringandEvaluation

MOA MemorandumofAgreement

NAMAC NationalManufacturingAdvisoryCentre

NGP NewGrowthPath

PFMA PublicFinanceManagementAct

SA SouthAfrica

SAQI SouthAfricanQualityInstitute

Seda SmallEnterpriseDevelopmentAgency

Sefa SmallEnterpriseFinanceAgency

SMME Small,Medium,andMicroEnterprise

Stp SedaTechnologyProgramme

TWIB TechnologyforWomeninBusiness

ORGANISATIONAL STRUCTURE


BOARD

CHIEF EXECUTIVEOFFICER

Stakeholder and Public Relations

Legal and Government Internal Audit

Risk and Compliance

COPORATESERVICES

ENTERPRICEDEVELOPMENT

FINANCESEDA TECHNOLOGY

PROGRAMME

STRATEGY ANDINFORMATIONMANAGEMENT

Stakeholder and Public Relations

Co-Operativesand Community

Private partnership

Financial Management

Quality, standardand technology

transfer

Information andCommunication

technology

Human ResourcesCentre of Excelence

Programme Analysis Development and

Learning

ManagementAccounting

IncubationBusiness andInformation

Systems

Facilities Management

Provincial Offices (9)

Supply ChainManagement

IndependentCentres (57)

Strategy andOrganisationalPerformanceManagement

Communicationand Marketing

Division National Office Provinces Independent Incubation Centres

Branches (58)

FOREWORD BY THE MINISTER


The potential of small enterprises and cooperatives in South Africa continues to gain prominence, despite the country’sconstrained economic outlook. This growing stature is because of a number of reasons. Two of these are the collectiveviewoftheprivateandpublicsectorsthatsmallenterprisesholdthekeytoaddressingourcountry’seconomicchallenges,and small enterprisesmaking ameaningful contribution to the country’s revenue during the last tax collection period.

President Jacob Zuma, in his 2016 State of the Nation Address highlighted need for the country to empower smallenterprisesandcooperativestoimprove,amongotherthings,thesuccessrateatstartupstage.Inthe2017StateoftheNationAddress,theimportanceofsmallenterpriseswasagainhighlightedwhenhementionedthemaskeytothecountry’sNine-PointPlan.TheDSBDfullyunderstandsthemulti-facetednatureofitsmandateespeciallythatofaddressingsocioeconomicexclusion patterns and at the same time creatingmuch needed jobs. The current socio economic environment doesn’tallowforprioritisationofcertainmandates,theDSBSanditsagenciesthereforehaveanoneroustaskontheirshoulders.

Implementation of the recommendations from the programme review exercise that was undertaken by the DSBDand its agencies during the 2015/16 financial year is beginning to and will continue to improve the effectiveness ofthe DSBD and its agencies. One area that will receive focus going forward is the coordination of research, monitoringand evaluation. As the department responsible for implementing government’s mandate for developing smallenterprises and cooperatives; we will be spearheading the development of a comprehensive SMME database. Thiswill allow us to develop policies from a well-informed viewpoint and develop business intelligence on the sector. Anumber of programmeswill bemigrated to the implementing agencies of the DSBD during the 2018/19 financial year.

Implementation of the recommendations from the programme review exercise that was undertaken by the DSBDand its agencies during the 2015/16 financial year is beginning to and will continue to improve the effectiveness ofthe DSBD and its agencies. One area that will receive focus going forward is the coordination of research, monitoringand evaluation. As the department responsible for implementing government’s mandate for developing smallenterprises and cooperatives; we will be spearheading the development of a comprehensive SMME database. Thiswill allow us to develop policies from a well-informed viewpoint and develop business intelligence on the sector.Anumberofprogrammeswillbemigrated to the implementingagenciesof theDSBDduring the2017/18financialyear.

Thiswillbedoneintandemwithacomprehensivereviewofthepolicyenvironmentforsmallbusinessandcooperativesdevelopment.ThefocuswillnotonlybeonthelegislationspecifictotheDSBD,butalsolegislationsuchastheminimumwagewhichhasamaterialbearingontheperformanceofthesmallenterprisesector.


TheDSBDheldconsultativesessionsacrossthecountryduringthefirsthalfof2016.Thesefrankandrobustsessionshaveprovided theDSBDwithapractical viewofwhichsupport instrumentsworkandwhatareasneedscalingup toaddressthemyriad of challenges small enterprises face on a daily basis.Key findings from these consultative sessions include:

• Needtoproiritiseincubationsupportandsupplierdevelopment.• Increaseaccesstobusinessdevelopmentsupportservicesthroughdecentralisationandcolocation.• Acceleratemarketaccessthroughpublicprocurementopportunities.• Enhancecapacityofcooperatives.• Enhancecapacityofmunicipalityofficialsdealingwithlocaleconomicdevelopment.

The DSBD believes that decent employment through inclusive economic growth will be achieved by interventionsthat seek to create sustainable, competitive and growing small enterprises; increasing participation of smallenterprises that are in rural and township economies, increasing participation of women, youth and people withdisabilities in small businesses in entrepreneurial activities and forming strategic partnerships that seek to integratesmall business and cooperative support mechanisms. At a programme level, the DSBD will prioritise the following:

• Colocationanddecentralisedbusinessdevelopmentsupportservices.• Focusedprogrammesontownshipandruralenterprisedevelopment.• Increasedaccesstofinance.

TogetherwithSedaandotherdepartmentsandagencies,theDSBDwillworktirelesslytowardsensuringthatsmallenterprisescontinuetomaketheirmarkinachievingthecountry’ssocioeconomicgoals.

OVERVIEW BY THE CHAIRPERSON


TheSouthAfricanpublichas,duringtheleaduptothe2016localgovernmentelections,broughttotheforethechallengestheyfaceonadailybasis.Oneofthebiggestchallengesobservedhasbeenthatofunemploymentinaneconomythatisnotgrowingatthedesiredrate.Theyhavealsoatthesametimepointedtosolutions,andoneoftheseiscreatinganenvironmentthatallowsfortheestablishment,nurturingandgrowthofsmallenterprisesandcooperatives.ThisplacesaddedimportanceontheworkthatSedadoes,somethingwedonottakeforgranted.WhileSedahasdemonstratedreasonablesuccesswiththefundsallocatedtoit,theorganisationstillbattlestoserviceasizeableportionofthesmallenterpriseandcooperativesector,duetolimitedresources.

At the beginning of 2016, the Board prioritised the development and implementation of a balanced scorecard for theorganisation.WhileweunderstandtheimportanceoftheresultsbasedapproachthatNationalTreasuryhasinstitutionalisedthroughoutthecountry,webelievethatcomplimentingthiswiththebalancescorecardwillgivetheBoardandtheshareholderamoreholisticviewofhowtheorganisationisperforming.Workondevelopingacorporatelevelscorecardhasbeencompleted,andthisscorecardwasusedindevelopingperformanceagreementsfortheexecutiveleadershipteamforthe2017/18financialyear.

Furtherinstitutionalisationofthebalancedscorecardwillbedoneoverthenexttwoyears,whereitwillbecascadedtodivisionsandultimatelytoindividuallevelscorecards.Thehigh-levelmapofSeda’sstrategicobjectivesisdetailedfurtherinthisdocument.

SedathreestrategicoutcomeorientedgoalsremaincriticaltoachievingtheDSBD’smandate.Theorganisationwillfocusonenhancingitsprogrammesandinterventionsinrelationtoeachstrategicoutcomeorientedgoal.Seda’sbusinessmodelwillcontinuetobeanchoredbytherealisationthattheorganisationwillfinditextremelychallengingtosuccessfullyimplementitsstrategyifitdoessoonitsown.FiveareaswherepartnerscanenhanceSeda’sofferingsarebeingpursued.Theseincluderesearch,complimentary programme, co-location, professionalisation of business advisory services and sharing of best practices.

TheimportanceofBusinessAdvisorstoSedacanneverbeoveremphasised.ThesecondSedaBusinessAdvisorseminar,whichwasheldinOctober2017,hasresultedinnumberofinitiativesaimedatstrengtheningthecapacityofSeda’sBusinessAdvisors.Theseare:

• AcomprehensiveBusinessAdvisoronboardingprogramme.• Practicalexposuretoindustry.• Partnershipswithinstitutionsofhigherlearning.• Partnershipswithprofessionalbodiesintheindustry.

Theorganisation isof thefirmviewthat it’srelevant,needsbasedprogrammecangoa longwaytowardsenhancingthecapabilitiesofthebroadersmallenterprisesector,ifadequatelyresourced.ImprovedcoordinationbetweentheSedabranch

networkandSedasupportedincubatorswillalsoresultinimprovedperformanceandgreaterimpactonassistedenterprises.


ItisherebycertifiedthatthisStrategicPlan:

WasdevelopedbythemanagementofSedaundertheguidanceofSedaBoard.

IspreparedtoduetothechangesinSeda’sstrategicfocusfrom2014/15todate,andmigrationofcertain

programmesfromtheDSBDtoSeda.

IsalignedtothePortfolioStrategyFramework2015/16–2019/20.

AccuratelyreflectstheperformancetargetswhichSedawillendeavourtoachievegiventheresourcesmade

availableinthebudgetforthe2018/2019period.

Signature:___________________________

MrNMzizi

ChiefFinancialOfficer

Signature:___________________________

MsMTshikwatamba

ChiefExecutiveOfficer

Recommendedforapprovalby:

Signature:___________________________

Dr.IZwane

BoardChairperson

Approvalby:

Signature:___________________________

MsLZulu

MinisterofSmallBusinessDevelopment

OFFICIAL SIGN OFF

PART ASTRATEGIC OVERVIEW



Seda’smissiongivesaclear-cutframeworkforeverythingSedadoes.Thisisshownintheproductrange

ofSedaaswellasintheapproach,attitudeandworkingmethodsofSedastaff.ThesuccessofSedais

ultimatelymeasuredagainstthismission:howwellSedaisensuringthegrowthandsustainabilityofthe

smallenterprisesithasinteractedwith.

SedawasestablishedinDecember2004throughtheNationalSmallBusinessAmendmentAct–Act29of2004-asan

agencyunderthedti.Theestablishmentwasdonebymergingthreeentities:NtsikaEnterprisePromotionAgency,National

ManufacturingAdvisoryCentre(NAMAC)andtheCommunityPublicPrivatePartnershipProgramme(CPPP).TheGODISA

TrustandtheNationalTechnologyTransferCentreweremergedwithSedainApril2006,becomingtheSedaTechnology

Programme(Stp).ThesmallenterprisesupportfunctionoftheSouthAfricanQualityInstitute(SAQI)andthetechnology

relatedactivitiesoftheTechnologyforWomeninBusiness(TWIB)were incorporatedwith theStp in2008.TheStpwas

fullyintegratedintoSedastructuresin2009.In2014,Seda’smandateandfunctionsweretransferredfromthedtitothe

DepartmentofSmallBusinessDevelopment(theDSBD).

TobethecentreofexcellenceforsmallenterprisedevelopmentinSouthAfrica.

6. MISSION

Topromoteentrepreneurshipanddevelopsmallenterprisesbyprovidingcustomisednon-financialbusinesssupport

servicesthatresultinbusinessgrowthandsustainabilityincollaborationwithotherroleplayers.

Thevisionistranslatedintohighlevelcompetency,motivation,accountabilityaswellascustomerdriveofSeda.In

ordertobecometheCentreofExcellence,wemuststrivetowardsimprovinginallthesecriticalareas.

7. CORE VALUES

• Customercentricity

• Nurturing

• Innovation

• Responsibleconduct

5. VISION


The core values govern Seda’s operations and relationships with stakeholders such as clients, partners, employees,

localcommunityandtheshareholder.Thecorevaluesremainconstantandarenotaffectedbychangesintheoperational

environmentandmanagement.ThemeaningofSeda’scorevaluesisexplainedasfollows:

NURTURE

Wecreateanurturingenvironmentbypartneringwithourclientsandemployees,andinthewayinwhichwecareand

supportthem.

INNOVATION

Wefosterinnovativeideasandsolutionsinordertodeliverexceptionalcustomerservice.

CUSTOMER CENTRICITY

Weplacecustomerserviceexcellenceatthecentreofeverythingwedo.

RESPONSIBLE CONDUCT

Webehavewithintegrityinallouractions,alwaysactinginthebestinterestofSeda.

LEGISLATIVE AND OTHER MANDATES


Seda’sworkisgovernedbyabroadlegislativeframework,asoutlinedbelow:

Table 1: Seda’s Legislative Framework

NAME OF ACT PURPOSE

1. National Small Enterprise Act, No. 102 of 1996 amended by the National by the National Small Business Amendment Act, No. 29 of

2. Occupational Health and Safety Act, No. 85 of 1993

3. Public Finance Management Act, No. 1 of 1999

4. Cooperatives Act, No. 14 of 2005

5. Basic Conditions of Employment Act, No. 75 of 1997

• ToprovidefortheestablishmentoftheAdvisoryBodyandtheEnterprisePromotionAgency;and

• ToprovideguidelinesfororgansofstatetopromotesmallbusinessintheRepublic;andtoprovideformattersincidentalthereto.004

• To provide for the health and safety of persons atwork and for the health and safety of persons inconnection with the use of plant and machinery;

• The protection of persons other than persons at workagainst hazards to health and safety arising out of orin connection with the activities of persons at work;

• To establish an advisory council for occupational healthandsafety;andtoprovideformattersconnectedtherewith.

• Toregulatefinancialmanagementinthenationalandprovincialgovernments;

• Toensurethatallrevenue,expenditure,assetsandliabilitiesofthosegovernmentsaremanagedefficientlyandeffectively;and

• Toprovidefortheresponsibilitiesofpersonsentrustedwithfinancialmanagementinthosegovernmentsandtoprovideformattersconnectedtherewith.

• Toprovidefortheformationandregistrationofco-operatives;theestablishmentofaco-operatives’advisoryboard;thewinding-upofco-operatives;therepealofAct91of1981;andconnectedmatters.

• Togiveeffecttotherighttofairlabourpracticesreferredtoinsection23(1)oftheConstitutionbyestablishingandmakingprovisionfortheregulationofbasicconditionsofemployment;andtherebytocomplywiththeobligationsoftheRepublicasamemberstateoftheInternationalLabourOrganisation;andtoprovideformatters

connectedtherewith.


3. Public Finance Management Act, No. 1 of 1999

4. Cooperatives Act, No. 14 of 2005

5. Basic Conditions of Employment Act, No. 75 of 1997

• Toregulatefinancialmanagementinthenationalandprovincialgovernments;

• Toensurethatallrevenue,expenditure,assetsandliabilitiesofthosegovernmentsaremanagedefficientlyandeffectively;and

• Toprovidefortheresponsibilitiesofpersonsentrustedwithfinancialmanagementinthosegovernmentsandtoprovideformattersconnectedtherewith.

• Toprovidefortheformationandregistrationofco-operatives;theestablishmentofaco-operatives’advisoryboard;thewinding-upofco-operatives;therepealofAct91of1981;andconnectedmatters.

• Togiveeffecttotherighttofairlabourpracticesreferredtoinsection23(1)oftheConstitutionbyestablishingandmakingprovisionfortheregulationofbasicconditionsofemployment;andtherebytocomplywiththeobligationsoftheRepublicasamemberstateoftheInternationalLabourOrganisation;andtoprovideformatters

connectedtherewith.

6. Income Tax Act, No. 58 of 19622004

7. Labour Relations Act, No. 66 of 1995

8. Employment Equity Act, No. 55 of 1998

9. Promotion of Access to Information Act 2 of 2000

• Toconsolidatethelawrelatingtothetaxationofincomesanddonations,toprovidefortherecoveryoftaxesonpersons,toprovideforthedeductionbyemployersofamountsfromtheremunerationofemployeesinrespectofcertaintaxliabilitiesofemployees,andtoprovideforthemakingofprovisionaltaxpaymentsandforthepaymentintotheNationalRevenueFundofportionsofthenormaltaxandinterestandotherchargesinrespectofsuchtaxes,andtoprovideforrelatedmatters.

• Tofacilitatethegrantingoforganisationalrightstotradeunionsthataresufficientlyrepresentative;

• Tostrengthenthestatusofpicketingrulesandagreements;toamendtheoperation,functionsandcompositionoftheessentialservicescommitteeandtoprovideforminimumservicedeterminations;

• ToprovidefortheLabourCourttoorderthatasuitablepersonbeappointedtoadministeratradeunionoremployers’organisation;

• ToenablejudgesoftheLabourCourttoserveasajudgeontheLabourAppealCourt;

• Tofurtherregulateenquiriesbyarbitrators;toprovidegreaterprotectionforworkersplacedintemporaryemploymentservices;

• Toregulatetheemploymentoffixedtermcontractsandpart-timeemployeesearningbelowtheearningsthresholddeterminedbytheMinister;

• Tofurtherspecifytheliabilityforemployer’sobligations;andtosubstitutecertaindefinitions;andtoprovideformattersconnectedtherewith.

• Toprovideforemploymentequity;andtoprovideformattersincidentalthereto.

• ThepurposeofthisActistogiveeffecttotheconstitutionalrightofaccesstoanyinformationheldbythestate,aswellasinformationheldbyanotherpersonthatisrequiredfortheexerciseorprotectionofanyright.


RECENT COURT RULINGS

There are seven CCMA cases that have recently (i.e. April to December 2017) been concluded and

allwere in favour of Seda. An additional CCMA casewas settledwith Seda not continuingwith the

probationextensionandanotherCCMAcasewassettledwithSedawithdrawingthedisciplinaryprocess.

AsatendDecember2017,therewerenopendingCCMAmatters,andnopendingLabourCourtmatters.

8. Employment Equity Act, No. 55 of 1998

9. Promotion of Access to Information Act 2 of 2000

10. Promotion of Administrative Justice Act 3 of 2000

• Tofacilitatethegrantingoforganisationalrightstotradeunionsthataresufficientlyrepresentative;

• Tostrengthenthestatusofpicketingrulesandagreements;toamendtheoperation,functionsandcompositionoftheessentialservicescommitteeandtoprovideforminimumservicedeterminations;

• ToprovidefortheLabourCourttoorderthatasuitablepersonbeappointedtoadministeratradeunionoremployers’organisation;

• ToenablejudgesoftheLabourCourttoserveasajudgeontheLabourAppealCourt;

• Tofurtherregulateenquiriesbyarbitrators;toprovidegreaterprotectionforworkersplacedintemporaryemploymentservices;

• Toregulatetheemploymentoffixedtermcontractsandpart-timeemployeesearningbelowtheearningsthresholddeterminedbytheMinister;

• Tofurtherspecifytheliabilityforemployer’sobligations;andtosubstitutecertaindefinitions;andtoprovideformattersconnectedtherewith.

• Toprovideforemploymentequity;andtoprovideformattersincidentalthereto.

•ThepurposeofthisActistogiveeffecttotherighttoadministrativeactionthatislawful,reasonableandprocedurallyfairandtotherightwrittenreasonsforadministrativeactionascontemplatedinsection33oftheconstitutionoftheRepublicofSouthAfrica,1996andtoprovideformattersincidentalthereto.

• ThepurposeofthisActistogiveeffecttotheconstitutionalrightofaccesstoanyinformationheldbythestate,aswellasinformationheldbyanotherpersonthatisrequiredfortheexerciseorprotectionofanyright.


SITUATIONAL ANALYSIS

Macro-Economic factors and Trends While growth in advanced economies is being driven by an upbeat Europe, Japan and Canada, with the United Statesoutlook more subdued, there are positive signs of a strong economic pickup in emerging and developing economies,with China remaining resilient at 6.7% forecast growth and India’s growth expected to rise from 7.2% in 2017 to 7.7%in2018.BrazilandRussia, twoofSouthAfrica’sotherBRICSpartners,areexpectedtoexit theirrespectiverecessions in2017.Off a lowgrowth rate of 1.4% in 2016, growthmomentum in sub-SaharanAfrica remains fragile,with a projectedgrowth rate of 2.6% in 2017 and 3.5% in 2018. The growth, however, is barely positive territory in per capita terms forthe region as awhole and remains negative for about a third of the countries in the region. The slight upward revisionto the 2017 growth forecast is mainly due to a recovery in oil production in Nigeria, higher public spending ahead ofelections in Angola and a modest upgrading of growth prospects for South Africa, which is experiencing a bumpercrop, due to better rainfall and an increase in mining output prompted by a moderate rebound in commodity prices.

However,theoutlookforSouthAfricaremainsdifficult.ContinuedloweconomicgrowthandfollowingtwoconsecutivequartersofnegativeGDPgrowth(acontractionof0.4%inthe4thquarterof2016andafurther0.7%inthe1stquarterof2017)hasresultedinSouthAfricaslippingintorecession.Inthe1stquarterof2017;bothsecondaryandtertiarysectorsrecordedanegativegrowth.Thetradeandmanufacturingindustrieswerethemajorheavyweightsthatstifledproduction,withtradefallingby5.9%,andmanufacturingby3.7%.Thelasttimethetertiarysectorexperiencednegativegrowthwasinthesecondquarterof2009.Onthepositiveside,theagricultureandminingindustriesbothcontributedpositivelytogrowthinthefirstquarter,butnotenoughtoavoidrecession.

South African context The development of SMMEs is critical in view of their size and employment intensity and the objectives of inclusivegrowth. A large share of economic production originates in the SMME sector. The employment intensity of the sectoris even more important. Excluding micro enterprises, the SME sector accounts for more than 40% of total incomeand expenditure of all enterprises in the economy (in turn, excluding agriculture, financial intermediation, insuranceservices and government institutions). A further perspective is gained, taking into account thatmore than two thirds oftheSASMMEsectoroperate in the informalsector.Byanymeasure, theSMMEsector is important in theSAeconomy.

ThereportbyBER(2017firstQuarter)hasemphasisedthatSouthAfricaneconomyenteredatechnicalrecessionasrealGDPcontractedforthesecondconsecutivequarter (0.7%annualised) inthefirstquarterof2017.ThenumberofSMMEsinSouthAfrica(SA)increasedby11.2%year-on-year(y-o-y)from2.23millionin2016Q1to2.48millionin2017Q1.Overthesameperiod,thenumberofformalsectorSMMEsincreasedby11.6%,whileinformalsectorSMMEsincreasedby11.7%.Some of the growth in SMMEs may reflect survivalist operations resulting from the dire formal economic conditions.

• Total employment provided by SMMEs increased by 5.6% between 2016Q1 and 2017Q1 to 10.6 million.• TheSMEshareinthetotalturnoverofallenterprises#1expandedabove40%forthefirsttimeonrecordduring2016.

• The number of employed people in SA increased by 144 000 during 2017Q1, to reach a total of 16.212 million.

This is an increase of 0.9% quarter-on-quarter (q-o-q). However, an additional 577 000 people joined the labour

force over the same period, resulting in the unemployment rate increasing from 26.5% in 2016Q4 to 27.7% in the

first quarter of 2017 - the highest unemployment rate in 14 years. The agricultural sector shed the most jobs.


Source: Stats SA, Financial Statistics, December 2016

• Blacksaccountformorethan90%intheincreaseinSMMEownershipoverthepastyear.Gauteng,KZN,Limpopoand

theWesternCapehostthemostSMMEs;financial&businessservicesSMMEsareconcentratedinGautengandthe

WesternCape.

Small businesses have not only to contend with pressure on their selling price margins as sales dwindle, but also

have to navigate financial turbulence and the resulting cost pressures. SMMEs account for 65% of employment

in South Africa. SMMEs navigate the challenging conditions with substantially less resources compared to bigger

corporates. In this context, the potential of SMMEs and Cooperatives in South Africa continues to gain prominence,

and there has been a growing awareness of the significant role that SMMEs and Cooperatives can play in economic

growth and transformation in South Africa; and that small businesses have a greater capacity to turn the economy

around than big businesses, and play an important role as key drivers of economic growth and job creation.

Figure 1: Contribution by Small Businesses


AlthoughSouthAfricaremainsatopdestinationforforeigndirectinvestment(FDI),attractingthebulkofFDIprojectsdestinedfor the continent at a shareof 20.6%of all investments, elevatedpoliticaluncertainty andweakconsumerandbusinessconfidencecontinuetorestrainSouthAfrica’sgrowthprospects.Theresultisaforecastgrowthrateof0.8%in2017andamarkeddowngrowthrateof1.2%in2018.AlthoughboththeSouthAfricanReserveBankandStatsSAforecasthighergrowthrates,at1%and1.3%respectivelyin2017,itisunlikelythatSouthAfricawillachievetheMTSF2014-2019targetof6%growthby2019;theraterequiredtoensuretheeconomycreatesthejobsneededtoachievetheNDPtargetof11millionnewjobsby2030.

TheimpactofthelowgrowthandrecessionaryenvironmenthasincludedariseinSouthAfrica’sunemploymentrateto27.7%inthe1stquarterof2017.RadicalinterventionisthusrequiredconsideringtheNDPtargetof14%unemploymentby2020and6%by2030.Particularlyconcerningistheyouthunemploymentrate,whichreachedanall-timehighof54.5%inthe1stquarterof2017.Asreflectedinthebelowfigure,atotalof6.2millioneconomicallyactivepeoplewereunemploymentinQ12017basedontheofficialunemploymentrate.Thisnumberincreasesto9.3millionwhenusingtheexpandeddefinitionfortheunemploymentrate.

TheNationalDevelopment Plan, Vision 2030 (2012) (NDP) ascribes a critical role to SMMEs (includingCo-operatives) incontributingtothegrowthoftheSouthAfricaneconomyandtowardseliminatinginequalityandreducingpoverty. ItviewsSMMEsandCooperativesaseconomicempowermentvehiclesforthehistoricallydisadvantaged.Italsorecognisesthatthesmallbusinesssectorhaspreviouslybeenneglectedduringmuchoftheperiodfollowingthediscoveryofdiamondsandgold,andtheestablishmentofamodern,capitalisteconomywithalmostexclusivewhitecontrol.

In the 2016State of theNationAddress, thePresident furtherhighlighted theneed for the country to empowerSMMEsandCooperatives to improve,amongother, thesuccessrateatstartupstageand theprovisionofaccess tohighqualityandinnovativebusinesssupportthatcandramaticallyimprovethesuccessrateofnewventures.InrecognisingthatSMMEand Co-operative enterprise development and promotion represents an important economic intervention for sustainableeconomicgrowth,jobcreationandinnovation;soastounlockthegrowthpotentialinSouthAfricaandtoaddresspovertyandinequality; theNDPsetsspecificgoals for thesmallbusinesssectorbroadly (government,civilsocietyandprivatesectortogether),specifically:

To enhance economic growth through SMMEs as assessed through an increased contribution by the sector to GDP;1. Tocreate90%ofSouthAfrica’s11millionneededjobsby2030throughtheSMMEsector,andsocontributetoreducing

theunemploymentrateto6%;and

2. ToreducethecostofregulatorycomplianceandpromoteeaseofdoingbusinessforSMMEs;andensurepolicycoherencethroughpartnershipsamongkeysocietalplayers,businessandgovernment.

3. However,itisrecognisedthatinSouthAfrica,themajorityofSMMEsareconcentratedatthelowerendoftheenterprise

developmentspectrumandfaceanumberofchallenges,including;


4. Inadequatecollateralonthepartoftheentrepreneur,alackofcredithistory,theinabilitytoproducean

acceptablebusinessplanaccordingtofinancialinstitutions,poormarketresearchandtheabsenceofaviable

businessidea;

5. Lackofaccesstovibrantmarkets,whichbecomeoneofthefundamentalrequirementstoaccessingfundingand

mentorshipatearlystages.Notably,smallbusinesseslocatedinruralareasareatadisadvantagecomparedto

theirurbancounterparts;

6. Restrictivelabourlaws,whichareidentifiedasasignificantregulatoryobstacletobusinessgrowth,particularlywhenit

comestohiringandfiringstaff;

7. InadequateaccesstoICTandcommunicationinfrastructure,utilitiesandtransport,landorspaceataffordableprices,

whichisinstrumentaltosupportingnewbusinesses;

8. InadequatesupportforbuildingR&DcapacityamongSMMEs,whichcouldhelpintransformingideasintosustainable

businesses;and

9. Lowerlevelsofentrepreneurshipandlowskillslevelinenterprise,financialandbusinessmanagementbySMMEsand

Co-operatives.

10. Lackofaccesstofinanceandpoorprofitability,whichaccountforthemainreasonsforbusinessdiscontinuance;on

average,realGDPgrowthisforecastatjust1.3%perannumover2017-2021


TheDepartmentofSmallBusinessDevelopmentanditsImplementingagenciesareworkingdiligentlytopromoteentrepreneurshipinSouthAfricaandtocreateconduciveenvironmentfor SMMEgrowthandsustainability.ThefollowingsarestridesthatDSBDisputtinginplacetocounteractthechallengingeconomicenvironment.

• Policyandplanningcoherenceinthesector,thatpromotesanenablingecosystemforSMMEsandco-operatives.• Equitableaccesstoresponsiveandtargetedproductsandservices,thatenablethegrowthanddevelopmentofSMMEs

andco-operatives.• Anenhancedcontributiontosocio-economicdevelopmentoutcomesbythesector.• Soundgovernanceandtheoptimalutilisationofavailableresources

10. 1 PERFORMANCE ENVIRONMENT

Theorganisationcontinues to improvesupportoffered toSMME’sandcooperatives. Indoing this,greatcare isexercisedtaking into account the need for greater economic inclusivity of previously disadvantaged South Africans. In thecurrent government administration from 2014/15 - 2016/17 financial years, nearly 35 097 clients have been assistedby Seda’s service network accessing a variety of services from information to export readiness interventions, provideddirectly or through Seda partners. Moreover, 36 269 clients received business development training from Seda.

TheorganisationimplementsitsprogrammesfullyawareoftheneedtoredressthedemographicprofileofSouthAfrica’seconomy.Theprofileoftheclientssupportedinthepastthreeyearshighlightsthat33160businessesareblackowned,16829arewomenownedbusinesses,13879areyouthownedbusinessesand1017areownedbydisabledpeople.Sedahascontinuedtrackingitsperformanceoutcomesthroughspecificindicatorsacrossitsportfolioofcompaniesassisted,indicatorslikeemploymentcreationandincreaseinturnover.Sedaperformancereflectthat2964assistedclientssawanimprovementintheirprofitand3331clientssawanimprovementintheirturnover.Inrelationtoemploymentcreation,2155assistedclientssawanincreaseintheirnumberofemployees.Thisimprovementresultedin4997newjobscreatedbyclientssupportedthroughSedaBranchnetworkandadditional4913jobscreatedbyclientsincubatedundertheSedaTechnologyProgramme(STP).

Thisachievementhappenedinspiteof theorganisations internal limitationandthoseposedbytheexternalenvironment.Whiletheseperformancetrendshasbeengood,materialimpactonthesmallenterprisesectorremainsquestionedandthiscanbeascribedtothesheersizeofthesectorcomparedtothenumberofcompaniesthatcanreceivesupportoverareasonableperiodandafairmixofinterventionsmadeavailableattherighttime.BERReport(2017)highlightthatthereare2.48millionactiveSMMEsinSouthAfricaattheendofquarter1in2017.Seda’sresourcesandcapabilitiesneedtobesignificantlyenhancedtoenabletheorganisationtoservicesizeableproportionofthesmallbusinesssector.Seda2017/18strategicplanningsessionthatwasheldonthe20-21September2017identifiedthefollowingfiveimpactareaswhereSedaisexpectedtocontributein,andsupportprogrammesthatcanbeimplementedtoensurethatthedesiredimpactisrealised.


Table 2: Impact Areas

IMPACT AREAS PROGRAMMES TO DELIVER DESIRED IMPACT

1. Improvement in Turnover on

supported SMME’s and Cooperatives

2. Improvement in Jobs created by supported SMME’s and Cooperatives

4. Improvement in support for women, youth and disabled owned SMME’s and Cooperatives

3. Improvement in support for SMME’s and Cooperatives based in Rural and Township

5. Improvement in business formalisation for supported SMME’s and Cooperatives

ExportDevelopmentProgramme&TradeFacilitation,SupplierDevelopmentProgramme,NationalGazelles,Incubation,CooperativesSupport,TechnologyTransfer,QualityandStandards

ExportDevelopmentProgramme&TradeFacilitation,SupplierDevelopmentProgramme,NationalGazelles,Incubation,CooperativesSupport,TechnologyTransfer,BasicEntrepreneurialSkillsDevelopmentProgramme

EnterpriseCoaching,EntrepreneurshipinSchools,Colocation

EnterpriseCoaching,EntrepreneurshipinSchools,RapidIncubation

Incubation,CooperativesSupport,BasicEntrepreneurialSkillsDevelopmentProgramme

Seda programmes under the enterprise developmentandSeda technologyprogrammearegeared todeliveron the expectedimpactindicatorsashighlightedabove.Assuchtheywillbe prioritisedin the2018/19 financial year.Stakeholders performancepriorities were alsoconsideredandareaswereSedacancontributeintheachievementofthegovernmentmandatewashighlightedthesearepresentedbelow.


Table 3 : Stakeholders Performance Priorities

NATIONAL DEVELOPMENT PLAN

MEDIUM TERM STRATEGIC FRAMEWORK

NINE POINT PLAN

1. ToenhanceeconomicgrowththroughSMMEsasassessedthroughanincreasedcontributionbythesectortoGDP;

2. Tocreate90%ofSouthAfrica’s11millionneededjobsby2030throughtheSMMEsector,andsocontributetoreducingtheunemploymentrateto6%;

Outcome 4: Decent Employment throughInclusive Economic Growth:

1. Townshipandruraleconomies

2. Programmestoensureincreasedaccessto

employmentandentrepreneurship

3. Providecoaching,incubation,intensivesupport

Outcome 7: Vibrant, equitable, sustainable rural communities:

1. Promotesustainableruralenterprisesandindustriesinareaswitheconomicdevelopmentpotential

1. PublicProcurement2. AccesstoFinanceand

Non-FinancialSupport3. Buildingmarketaccess4. TownshipandRuralEnterprisesstrategy


Figure 2: Policy mandates of the SBD portfolio

GROWTH TARGET : Annual increase in the contribution to GP from (Current) 42 % to 45% in 2019JOBS : Current 7.33m. 2019: 8.69m (SMMEs = 90% of 11m Jobs

CURRENTSTATUS (NOV-15)

2019TARGET CHALLENGES KEY INTERVENTIONS

AbsoluteContributionof SMMEs to

GDP : R1.77tr

AbsoluteContributionof SMMEs to

GDP : R2.10tr

No ActiveSMMEs &/Start-up

Rate: 2.1m/13%

No ActiveSMMEs &/Start-up

Rate: 2.5m/16%

Total jobs inSMMEs:7.33m

Total jobs inSMMEs8.69m

1. Capacity tomeet demand2. Funding notdevelopmental3. Limited marketaccess4. Targetedsupport forsectors5. Absence ofinformal sector policies

1. Policy,Legislative &Regulatoryreview2. PublicProcurement3. Access toFinance4. Building marketaccess5. Township andrural Enterprisesstrategy

TheabovestakeholderperformanceareasarethepillarsofSedaperformance,theorganisationsprogrammesand

interventionareorganisedtopresentmeaningfulcontributiontosectorgrowth.Sedahasidentifiedareaswhereit

canplayameaningfulroleincontributingtothegovernmentaspirationofreducingunemploymentandimproving

GDP.Townshipandruralenterpriseswillbeprioritisedintheupcomingfinancialyearandinterventionsofferedwill

seektoimprovemarketaccessforthesupportedSMME’sandCooperatives.

ThedepartmentofSmallbusinessdevelopmenthasspearheadedclosercollaborationandalignmentbetweenits

agencies(SedaandSefa)toenhanceSMME’sandCooperativesinSouthAfrica.Inthisregardasmallbusinessde-

velopmentportfoliowascraftedtohighlighttheroleofDSBD,SedaandSefa.Thisdelineationofrolesandrespon-

sibilitiesoutlinetheprocessthatmustbeundertakentodirectresourcesandcapabilitieswhereeachorganisation

hasbetterexpertise.ThepolicymandatesoftheSmallBusinessDevelopmentportfolioarepresentedbelowwhich

amplifygovernmentexpectationfromtheSmallBusinessDevelopmentportfolio.


Takingintoaccountthesettargetsfor2019,theDepartmentofSmallbusinessdevelopmentanditsagencies,understand

theenormoustaskplaceduponthem.Thereforeprogrammedesign,implementedandmonitoringshouldstrivetodeliver

onthesettargets.Interventionsshouldbeimplementedtominimisethechallengeswhichareidentifiedasbottleneckinthe

realisationofthesetgoals.TheSmallBusinessDevelopmentportfolioarchitectureandservicedeliverymodeloutlinesthe

roleofeachentityintheachievementofthedesiredoutcome.Thedepartmentofsmallbusinessdevelopmentiscontributing

mainlytogoal1,3,4and5.WhereSedaiscontributingingoal2,4and5.SedaandDSBDareexpectedtoworktogetherin

researchingandtargetedprogrammedesignincludingduringthepilotingofprogrammes.Goal5outlinestheexpected

roleofsupportdivisionsintheachievementoftheSBDportfolio,thereisanundertakingtoexplorethecollaborationwithin

theportfoliowheresupportservicescouldbesharedamongallplayerwithintheSBDportfoliotoimproveinterdependence.

Figure 3: Policy mandates of the SBD portfolio


10.2. ORGANISATIONAL ENVIRONMENT

Inthe2017/18financialyeartheorganisationcontinuedtomonitorandtrackitsperformanceinaccordancewiththebalanced

scorecardthatwasdevelopedin2016/17financialyear.Anumberofsessionswereheldwithshareholderwheretheyexpressed

concern that they support the balanced scorecard methodology in monitoring the organisations performance. However

concernswereraisedthatthemannerthatSedapresenttheirperformance informationtendtobemore inwardfocused.

A recommendation was made to reflect service outputs and programme performance, therefore the organisation has

modified the approach that is used in presenting their performance information while marinating the core balanced

scorecard perspectives and strategic objectives. The strategicmap for the organisation has been reorganised to amplify

those strategic objectiveswhich aremore geared to the service of SMME’s andCooperatives. Other strategic objectives

whicharemoreinwardfocusedwillcontinuetobetrackedwithintheorganisationinordertoensurethattheysupportthe

organisations themesofOperationalexcellence,ServicedeliveryandStakeholderpartnering.Theeditedstrategicmap is

presentedbelowand inward focusedstrategicobjectiveshavebeenhighlighted inorange, theseare improveoperational

efficiency, improve service delivery model, and improve knowledge and skills as well as improve systems integration.

Seda Strategy Map

Fina

nce

Cust

omer

s/

Stak

ehol

ders

O

rgan

isat

ions

Ca

paci

ty

Inte

rnal

Pr

oces

ses

Improve stakeholder satisfaction

Increase funding

Improve cost efficiencies

Improve organisational performance

Improve stakeholder engagement

Improve customer

satisfaction

Improve strategic

alignment

Improve operational efficiency

Improve service delivery model

Improve knowledge and

skills

Improve system

integration

Improve service access

Figure 4: Seda’s Strategy Map


The remaining strategic initiatives which will continue to be tracked at strategic level have been categorisedaccording to the national treasury results based management framework, which group organisationsofferings according to the main programmes. As such Seda’s sub programmes have been groupedinto three main programmes which are Enterprise Development (ED) Seda technology programme andadministration. Details under each programme are presented in part B. the link between the programmeand the strategic objective including the respective perspective has been maintained for internal tracking.

10.3. PRODUCT AND SERVICES

Seda provides business related information, advice, consultancy, training and mentoring services in all areas ofenterprise development. These services aim at providing solutions related to various business functions fromproduction to human resources, finance, marketing and export development. Rural enterprise development andcooperatives are prioritised through the Cooperatives and Community Private Partnerships Programme (CPPP).ThroughStp,Sedaalsoprovidestechnologytransfer,businessandtechnologyincubationservices,aswellasincentivesfor management systems implementation (such as ISO9001 and OHSAS 18001), product testing and certification.

Duringthecomingperiod,SedawillinheritanumberofprogrammesthatwillmigratefromtheDSBD.ThemigrationisinlinewiththeDSBD’svaluepropositionmodelwhichclearlydelineatesrolesbetweentheDSBDanditsagencies.Themigrationoftheseprogrammes,includingbudgets,targets,deliverymodalities,etc.isstilltobefinalised.Oncethemigrationofthespecificprogrammeshasbeenfinalised,theseprogrammeswillthenbereflectedintheSedaannualperformanceandstrategicplans.

During the 2018/19 financial year, Seda will inherit a number of programmes that will migrate from the DSBD.ThemigrationisinlinewiththeDSBD’svaluepropositionmodelwhichclearlydelineatesrolesbetweentheDSBDanditsagencies.TheDSBDprogrammesthatwillbetransferredtoSedaare:theEnterpriseIncubationProgramme(EIP),theBlackBusinessSupplierDevelopmentProgramme(BBSDP),theCooperativesIncentivesScheme(CIS),theSharedInfrastructureFacility(SEIF),theInformalandMicroEnterpriseDevelopmentProgramme(IMEDP)aswellastheCraftCustomisedSectorProgramme.

Sedacontinuestoutilisea‘client-journeyapproach’,whichaimsatestablishingalong-termrelationshipwithclients.Priortoembarkingonanyintervention,aSedaBusinessAdvisorassessestheneedsoftheclientandbasedontheassessmentresultstheclient,togetherwiththeSedaBusinessAdvisor,draftsadevelopmentplanwithspecificdevelopmentinterventions.TheseservicesaredeliveredtotheclienteitherbySeda’sownstafforthroughbusinessdevelopmentserviceproviders.

Seda’stargetmarketcoverssmall,mediumandmicroenterprises(SMME),includingcooperatives,aswellaspotentialentrepreneurswithabusinessidea.ThedefinitionofasmallenterpriseisprovidedforintheNationalSmallBusinessActof1996anditisbasedonthenumberofemployees,turnoverandfixedassets.Sedadefinesitsclientsaccordingtothenumberofemployees.


Historically,SedahasprimarilyfocusedonthemicroandverysmallsegmentsoftheSMMEsector,duetothesheervolumesandthenumberofpeoplewhowanttostartabusiness.Theoutputsintermsofclientsassistedhavebeenhuge,butthishascomeatacostonimpactmeasuressuchasemployment,profitabilityandsustainabilityofassistedclients.ThecurrenteconomicrealitiesnecessitatethatSedacontinuesontheentiresmallenterprisesector,withtheaimofreducingthemortalityrateofnascent

enterprisesandcreatingjobsandgloballycompetitivesmallenterprisesatthesmallandmediumenterpriselevel.

Tomaximiseimpact(i.e.jobcreation),theorganisationhasimplementedanumberofinitiatives.Sedahasembeddeda

modelthataimstoworkwithsmallenterprisesoveralongerperiod,asopposedtoonce-offinterventions.Thismodel,

whichiscalledtheclient-journeymodelisbasedonresearchthatshowsastrongcorrelationbetweenlong-termsupport

andimpacti.e.increaseinturnoverandnumberofpeopleemployed.Theorganisationwillenhanceitsfocusontheupper

endofthesmallenterprisesector,i.e.businessesemployingbetween21and200peopleasthemarketsegmentwithjob

creationpotential.Needsanalysishasbeenconductedontheseclientsandrelevantprogrammeshavebeenidentified.

These programmes include export development, coaching, incubation, technology transfer, conformity assessment

Small enterprise defined

by number of employees :• Medium:51-200• Small:21-50• Verrysmall:6-5

• Micro:0-5

Figure 5: Seda’s Strategic Focus

Research Research Research

Asmallminorityofhigh-growthbusinessesholdthekeytojobcreationandwiderprosperity1SMEscontribute32%ofGDP,59%ofemploymentand

19%ofexports²

“...theorganisationwillenhanceitsfocusonsmallandmediumsizedenterprises(thoseemployingbetween21and200employees).TheselattersegmentsoftheSMMEsectorhavealargerjobcreationpotentialincomparativeterms.Overtime,theorganisationaimstospendmoretimewithexistingbusinessestherebyprovidingmoreinterventionsperclientandultimatelyregistergreaterimpact

onassistedsmallenterprises”³

•Product,serviceandneedsofhigh-growthbusinesscategorythatdifferfromotherSedaclientcategories•Bestwaytoaccessthesecustomers•Operationalchangesrequired•Investmentinpeopleandsystemsnecessary•Strategicpartnerships•Impactmeasurement•Risksandtrade-offs•Implicationsonfinancialsustainability•Fundingmodel

Figure5:Seda’sEnterprisedefinedbynumberofemployees

The service delivery network of Seda consists of delivery points located throughout the country. These points

currently take the form of Seda branches, Seda enterprise development centres and Seda supported incubation

centres. Seda also utilises information kiosks and mobile units to access remote areas. In addition, Seda co-

locates primarilywith localmunicipalities and various other partners in areaswhere it does not have a branch. As

at endDecember 2017, Seda had an established network of 56 branches, 7mobile units, 17 electronic information

kiosks, 57 incubation centres and 59 access points where Seda collocates with Sefa and other partners.


DESCRIPTION OF THE PLANNING PROCESS

Seda’splanningcycle for the2018/2019 to2020/2021periodwasprecededby thestrategyplanningworkshopof the

DSBDwhichtookplaceinJuly2017.TheworkshopwhichwasattendedbySeda’sseniormanagementteam,highlighted

areasof focusand theenvisagedoutcomesof theDSBD.TheSedaBoardstrategyplanningworkshop inSeptember

2017,whichwasfacilitatedbyanexternalstrategyfirm,wasattendedbytheBoard,executivemanagementandsenior

managementfromthedeliverynetwork,aswellasseniormanagementfromthegovernanceandstrategicsupportunits.

Thestrategyplanningfor2018/19wasusedtoreflectonandimproveSeda’scorporatelevelbalancedscorecard.Adetailed

reviewoftheorganisationwasundertakenfromboththecustomerandthestakeholder’sperspectives,particularlyareas

theDSBDastheshareholderwantstheorganisationtofocuson.Currentinterventionsthattheorganisationofferswere

scrutinised if theyareresponding to theclient’sneeds.DetailedorganisationsStrengths,Weaknesses,Opportunities

and Threats (SWOT) were identified and proposals weremade on how to deal with Weaknesses and Threats. The

proposed programmes and the method of monitoring and evaluation of the organisations impact were presented.

Thefinal interventionwas intended tooutlinehow theorganisationshouldcascade theadoptedbalancedscorecard.

A number of external documents from organisations such as the Bureau for Economic Research (BER) from

Stellenbosch University and Statistics South Africa were used to present a macroeconomic view of the country,

as well as performance of the SMME sector. This information outlined how the global economic climate

continue to affect SMMEs and proposals were made on how SMMEs can respond under these conditions.

Figure5:Seda’sEnterprisedefinedbynumberofemployees


STRATEGIC OUTCOME ORIENTED GOAL

Table 4 : Alignment of Strategic Themes and Outcomes

Government Outcome 4 :DecentemploymentthrougheconomicgrowthGovernment outcome 7 : Vibrant,equitable,sustainableruralcommunitiescontributingtowardsfoodsecurityforall

Ultimate Outcome (Impact)

Intermediate Outcomes

Strategic Themes

• IncreasedcontributionofsmallenterprisestotheSAeconomy,andpromotionofeconomicgrowth,jobcreationandequity.

• Increaseinturnoverofassistedsmallenterprises• Increasednumberofpeopleemployedinassistedsmallenterprises• Reducedmortalityrateofassistedsmallenterprises

Increasedservicedelivery

Improvedoperationalexcellence

Increasedstakeholderpartnering

12.1. ALIGNMENT TO DBS PRIORITIES

TheDepartmentofSmallBusinessDevelopment’smandateistocreateaconduciveenvironmentforthedevelopment

and growth of small businesses and cooperatives through the provision of enhanced financial and non-financial

support services, competitiveness, market access, promotion of entrepreneurship, advancing localization and

leveraging on public and private sector procurement. During the 2015/16 planning cycle, the DSBD, Sefa and

Seda embarked on a planning process that culminated in the development of a Portfolio Strategic Framework

2015/16 – 2019/20 and will feed into an overall Strategic Framework for the entire Small Business Development

Portfolio. Based on the process, the DSBD, Sefa and Seda have agreed on five high level strategic outcome

oriented goals for the Portfolio Strategic Framework 2015/16 – 2019/20. The five high level strategic outcome

oriented goals, goal statements, national policy alignment and Seda’s contribution and goal are detailed next.

Seda’sResultsBasedManagementFrameworkwhichisillustratedbelowdepictshowSeda’sstrategicthemeslinks

tothestrategicorientedoutcomegoals,theexpectedintermediateandultimateoutcomes,aswellasthegovernment

outcomeofdecentemploymentthrougheconomicgrowth.TheoverallnationaloutcomesthattheDSBDandSeda

takesthecuefromarethecreationofdecentemploymentthroughinclusiveeconomicgrowthandvibrant,equitable

sustainableruralcommunitiescontributingtowardsfoodsecurityforall.


Table 5 : Portfolio Strategic Outcome-Orientated Goal and Seda contribution

Portfolio Strategic Outcome-

Orientated GoalGoal Statement National Policy

AlignmentSeda Contribution

and Role

Policyandplanningcoherenceinthesector,thatpromotesanenablingecosystemforSMMEsandco-operatives.

The Portfolio will drive policy and planning coherence, and an enabling ecosystem in the sector, by:

Providingdirectionandleadershiptothesectorbroadlyandacrossall3spheresofgovernment.Leadingevidencebasedlegislative,regulatoryandpolicyreviewandrefinement.

Developingandenforcingguidelinesandsectoralindicatorstopromotecoherence.

Enhancingstakeholderconsultationandengagement–tosecuresocialcompactsandagreementswithsectorbodiestodriveandenhancetheSBDagenda.SecuringTransversalAgreementswithdepartments-toinfluence,mobiliseandmonitortheapplicationofavailableresourcesforSMMEandcooperativesdevelopment.

LeadingandstrengtheningIGRmechanismsandforatoimprovecoordinationwithnationaldepartments,agencies,provincesandmunicipalities.

NDP and MTSF Sub-Outcomes:

4.3.2:Measureandreducedelaysandunnecessaryredtapearoundauthorisationsneededforprovincialinvestments.

7.6.1:Promotesustainableruralenterprisesandindustriesinareaswith economic developmentpotential.

Sedawillcontinueestablishincuba-tors,branchesandcolocationpointsinunderservicedareas.





and Role

EquitableaccesstoresponsiveandtargetedproductsandservicesthatenablesthegrowthanddevelopmentofSMMEsandco-operatives.

The Portfolio will ensure equitable access to responsive and targeted products and services by:Coordinatingandintegratingsupportservicestosmallbusinessesandco-operatives,inparticularintownshipsandruralareas.Enhancingtheaccessibilitytoprogrammesandservicesthatsupportthewholesmallbusinesslifecycle.

Ensuringprogrammesandservicesbenefittargetedgroups.Ensuringalignmentofstrategy,budgetandimplementationprogrammes.

Ensuringeffectiveandefficientimplementationofprogrammesandservices.

Streamliningandsimplifyingsupportprocesses,andensuringincreasedaccesstoservicesandonlineservices.


4.5.2:Townshipandruraleconomiessupportedandreportontheimpactintermsofthenumberofbusinesssupported,valueofthegrantap-provedandgeographiclocationofthesupportedbusinesses.

4.8.1:Programmestoensureincreasedaccesstoemploymentandentrepreneurshipforblackwomenandyouthinthecontext of strongersupportforemergingandsmallerenterprisesoverall.

4.8.2:Providecoaching,incubation,intensivesupportandfinancingtosustainexistingsmallbusinessesandco-operatives,aswellasexpandthesector.

7.6.1:Promotesustainableruralenterprisesandindustriesinareaswith economic development

Sedahasdoneresearchandiscurrentlyworkingonaservicedeliverymodelfortownshipbasedsmallenterprises.

Policyandplanningcoherenceinthesector,thatpromotesanenablingecosystemforSMMEsandco-operatives.

The Portfolio will drive policy and planning coherence, and an enabling ecosystem in the sector, by:

Providingdirectionandleadershiptothesectorbroadlyandacrossall3spheresofgovernment.Leadingevidencebasedlegislative,regulatoryandpolicyreviewandrefinement.

Developingandenforcingguidelinesandsectoralindicatorstopromotecoherence.

Enhancingstakeholderconsultationandengagement–tosecuresocialcompactsandagreementswithsectorbodiestodriveandenhancetheSBDagenda.SecuringTransversalAgreementswithdepartments-toinfluence,mobiliseandmonitortheapplicationofavailableresourcesforSMMEandcooperativesdevelopment.

LeadingandstrengtheningIGRmechanismsandforatoimprovecoordinationwithnationaldepartments,agencies,provincesandmunicipalities.


4.3.2:Measureandreducedelaysandunnecessaryredtapearoundauthorisationsneededforprovincialinvestments.

7.6.1:Promotesustainableruralenterprisesandindustriesinareaswith economic developmentpotential.

Sedawillcontinueestablishincuba-tors,branchesandcolocationpointsinunderservicedareas.


EquitableaccesstoresponsiveandtargetedproductsandservicesthatenablesthegrowthanddevelopmentofSMMEsandco-operatives.

The Portfolio will ensure equitable access to responsive and targeted products and services by:Coordinatingandintegratingsupportservicestosmallbusinessesandco-operatives,inparticularintownshipsandruralareas.Enhancingtheaccessibilitytoprogrammesandservicesthatsupportthewholesmallbusinesslifecycle.

Ensuringprogrammesandservicesbenefittargetedgroups.Ensuringalignmentofstrategy,budgetandimplementationprogrammes.

Ensuringeffectiveandefficientimplementationofprogrammesandservices.

Streamliningandsimplifyingsupportprocesses,andensuringincreasedaccesstoservicesandonlineservices.


4.5.2:Townshipandruraleconomiessupportedandreportontheimpactintermsofthenumberofbusinesssupported,valueofthegrantap-provedandgeographiclocationofthesupportedbusinesses.

4.8.1:Programmestoensureincreasedaccesstoemploymentandentrepreneurshipforblackwomenandyouthinthecontext of strongersupportforemergingandsmallerenterprisesoverall.

4.8.2:Providecoaching,incubation,intensivesupportandfinancingtosustainexistingsmallbusinessesandco-operatives,aswellasexpandthesector.

7.6.1:Promotesustainableruralenterprisesandindustriesinareaswith economic development

Sedahasdoneresearchandiscurrentlyworkingonaservicedeliverymodelfortownshipbasedsmallenterprises.





and Role

Anenhancedcontributiontosocio-economic developmentoutcomesbythesector.

The Portfolio will en-hance the sector’s socio-economic contribution by:

Monitoringandevaluatingtheimpactofinvestmentsmadeinsmallbusinessdevelopment,andthesectorscontributiontoeconomicgrowthandjobcreation,soastoinformevidencebaseddecisionmaking.

Strengtheningsupporttoensurethemainstreamingofthesectorintotheformaleconomy.

StrengtheningsupporttotherealisationofILOdecentworkagenda.

Leveragingandmobilisingfinancialandnon-financialsupportfromstakeholdersthroughpartnershipdevelopment.

NDP and MTSF Sub-Outcomes:Outcome 4:

Decent employmentthroughinclusivegrowth.

Outcome 7:

Vibrant,equitable,sustainableruralcommunitiescontributingtowardsfoodsecurityforall.

4.5.2:Townshipandruraleconomiessupportedandreportontheimpactintermsofthenumberofbusinesssupported,valueofthegrantapprovedandgeographiclocationofthesupportedbusinesses.

4.8.1:Programmestoensureincreasedaccesstoemploymentandentreprneurshipforblackwomenandyouthinthecontext of strongersupportforemergingandsmallerenterprisesoverall.

Sedahasdoneresearchandiscurrentlyworkingonaservicedeliverymodelfortownshipbasedsmallenter-prises.


Anenhancedcontributiontosocio-economic developmentoutcomesbythesector.

The Portfolio will en-hance the sector’s socio-economic contribution by:

Monitoringandevaluatingtheimpactofinvestmentsmadeinsmallbusinessdevelopment,andthesectorscontributiontoeconomicgrowthandjobcreation,soastoinformevidencebaseddecisionmaking.

Strengtheningsupporttoensurethemainstreamingofthesectorintotheformaleconomy.

StrengtheningsupporttotherealisationofILOdecentworkagenda.

Leveragingandmobilisingfinancialandnon-financialsupportfromstakeholdersthroughpartnershipdevelopment.


Decent employmentthroughinclusivegrowth.

Outcome 7:

Vibrant,equitable,sustainableruralcommunitiescontributingtowardsfoodsecurityforall.

4.5.2:Townshipandruraleconomiessupportedandreportontheimpactintermsofthenumberofbusinesssupported,valueofthegrantapprovedandgeographiclocationofthesupportedbusinesses.

4.8.1:Programmestoensureincreasedaccesstoemploymentandentreprneurshipforblackwomenandyouthinthecontext of strongersupportforemergingandsmallerenterprisesoverall.

Sedahasdoneresearchandiscurrentlyworkingonaservicedeliverymodelfortownshipbasedsmallenter-prises.





and Role

Soundgovernanceandtheoptimalutilisationofavailableresources.

The Portfolio will ensure sound governance, effective-ness and efficiency in its operations by:

EnsuringeffectiveoversightandgoodgovernanceoftheBoardsandinstitutionsestablishedtosupportthedeliveryofsmallbusinessandcooperativesdevelopmentfunctionsandservices.

Creatingastablepublicserviceorganisationandintegratedsystemsandprocesses,andensuringtheeffectiveutilisationandleveragingofresources.

Reviewingandenhancingfundingandinvestmentmodelstoensuretheyarefitforpurposeandresponsive.


SecondarytoOutcome12:Anefficient,effectiveanddevelopment-orientedpublicservice.

Sedahasimplementedthebalancedscorecardsystemtoensuresoundmanagementandoptimalresourceallocation.





and Role

AprofessionalandcapacitatedSBDSector.

ThePortfoliowillbuildacadreofcapableandskilledprofessionalsinthesector,andamongitsownstaff,by:

Activelybuildingacadreoftransformed,capableandprofessionalbusinessadvisors.

StrengtheningengagementwiththeSETAsandskillsdevelopmentorganisationsoperatinginthesector.

Buildinghumanresourcecapacity,andpromotingacultureofhighperformance.

Supportingeffortstopromoteanentrepreneurialcultureacrosssociety.


SecondarytoOutcome5:

Askilledandcapableworkforcetosupportaninclusivegrowthpath..

Sedawillcontinuetoworkwithpartnerinstitutionstowardsthedevelopmentandprofessionalizationof the smallbusinessdevelopmentsector.

PART BPROGRAMME PERFORMANCE



• Purpose: To support small businesses and cooperatives by providing them with needs based and growth

oriented non-financial business development support, to ensure that their businesses are sustainable and

contribute to thecountiesdevelopmentalgoalsofdecreasingunemploymentand increasingcontributiontoGDP.

• Description of programme: This programme is intended to support the achievement of the organisational

capacity perspective of the balanced scorecard. By improving service access the organisation seek to ensure

thatsupportedenterprisesandcooperativesareprovidedwithbusinessrelated information,advice,consultancy,

training, coaching, mentoring and business development intervention to improve their business performance.

These services aimed at providing solutions related to various business functions from production to human

resources, finance, marketing, quality improvement and export development. Rural and township enterprises

including cooperatives are prioritised by ensuring that must of the support offered is directed towards them

Table 6 : Impact areas and programmes focusing on Township and rural areas

Impact areas Programmes to deliver desired impact

• EnterpriseCoaching,• EntrepreneurshipinSchools,• BESD• Colocation

SupportingRuralandTownshipEnterprises

PROGRAMME 1 ENTERPRISE DEVELOPMENT


Per

spec

tive

Stra

tegi

cO

bjec

tive

Out

put

Per

form

ance

Indi

cato

r /

Mea

sure

Act

ual

Aud

ited

Per

form

ance

20

14/1

5

Act

ual

Aud

ited

Per

form

ance

20

14/1

6

Act

ual

Aud

ited

Per

form

ance

20

14/1

7

Pro

ject

ed

2017

/18

Ann

ual

targ

et

2018

/19

Ann

ual

Targ

et

Org

anis

atio

nal

Cap

acit

yIm

prov

eSe

rvic

eA

cces

s

Incr

ease

num

ber

of e

nter

pris

es

acce

ssin

g Se

da

serv

ices

Num

ber

of c

lient

s w

ho a

tten

ded

entr

epre

neur

ship

aw

aren

ess

(Bri

efing

Ses

sion

s)

Incr

ease

num

ber

of e

nter

pris

es

acce

ssin

g Se

da

serv

ices

Num

ber

of d

iagn

osti

c as

sess

men

t con

duct

ed

on c

lient

s bu

sine

sses

Num

ber

of

ente

rpri

ses

trai

ned

in

busi

ness

man

agem

ent

(Gro

up tr

aini

ng e

tc.)

Num

ber

of in

terv

enti

ons

impl

emen

ted

Num

ber

of c

oope

rati

ves

asse

ssed

/ a

dopt

ed

Num

ber

of in

terv

enti

ons

impl

emen

ted

on

adop

ted

coop

erat

ives

Not

m

easu

red

10, 6

97

20, 0

00N

ot

mea

sure

dN

ot

mea

sure

dN

ot

mea

sure

d

10, 6

7910

, 830

12, 2

1510

, 679

5, 0

00N

ot

mea

sure

dN

ot

mea

sure

dN

ot

mea

sure

dN

ot

mea

sure

d

4, 0

00N

ot

mea

sure

dN

ot

mea

sure

dN

ot

mea

sure

dN

ot

mea

sure

d

600

Not

m

easu

red

540

160

206

100

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red


Org

anis

atio

nal

Cap

acit

y

Per

spec

tive

Impr

ove

Serv

ice

Acc

ess

Incr

ease

num

ber

of e

nter

pris

es

supp

orte

d th

roug

h en

terp

rise

s de

velo

pmen

t pr

ogra

mm

es

Incr

ease

nu

mbe

r of

in

form

al

busi

ness

es

acce

ssin

g Se

da

serv

ices

Num

ber

of c

lient

s su

ppor

ted

thro

ugh

Nat

iona

l Gaz

elle

s

Num

ber

of c

lient

s su

ppor

ted

thro

ugh

ente

rpri

se c

oach

ing

Num

ber

of le

arne

rs

part

icip

atin

g in

en

trep

rene

ursh

ip

in s

choo

ls

Num

ber

of c

lient

s su

ppor

ted

thro

ugh

expo

rt, e

xhib

itio

ns &

tr

aini

ng

Num

ber

of in

form

al

busi

ness

es s

uppo

rted

(B

ESD

Not

m

easu

red

4040

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

350

10, 0

00

400

350

Not

m

easu

red

1, 8

001,

747

521

Stra

tegi

cO

bjec

tive

Out

put

Per

form

ance

Indi

cato

r /

Mea

sure

Act

ual

Aud

ited

Per

form

ance

20

14/1

5

Act

ual

Aud

ited

Per

form

ance

20

14/1

6

Act

ual

Aud

ited

Per

form

ance

20

14/1

7

Pro

ject

ed

2017

/18

Ann

ual

targ

et

2018

/19

Ann

ual

Targ

etP

ersp

ecti

ve


Per

spec

tive

Stra

tegi

cO

bjec

tive

Out

put

Per

form

ance

Indi

cato

r /

Mea

sure

Act

ual

Aud

ited

Per

form

ance

20

14/1

5

Act

ual

Aud

ited

Per

form

ance

20

14/1

6

Act

ual

Aud

ited

Per

form

ance

20

14/1

7

Pro

ject

ed

2017

/18

Ann

ual

targ

et

2018

/19

Ann

ual

Targ

et

Org

anis

atio

nal

Cap

acit

yIm

prov

eSe

rvic

eA

cces

s

Incr

ease

num

ber

of c

lient

s tr

aine

d in

qua

lity

impr

ovem

ent

Incr

ease

ser

vice

ac

cess

poi

nts

Num

ber

of c

lient

s tr

aine

d on

nat

iona

l and

in

tern

atio

nal s

tand

ards

Num

ber

of c

oloc

atio

n po

ints

696

850

893

609

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

5939


14. PROGRAMME 2: SEDA TECHNOLOGY PROGRAMME

• Purpose: To provide technology and innovation oriented interventions, including quality and product

improvement support to small enterprises and cooperatives. To enable incubated clients to improve their

survival rate beyond first challenging two years of business start-up by providing support to improve their

product offering and other business development support.

• Description of programme: This programme is intended to support the achievement of the organisational

capacity perspective of the balanced scorecard. By improving service access the organisation seek to ensure

that supported enterprises and clients are provided with incubation support, technological equipment and

innovation support to improve their capacity and productivity. Another focus of the programme is to ensure

that incubated clients are given tools to be self-sustainable post incubation period and are able to contribute

meaningfully to the economy. The Quality and Standards interventions ensure that the products and services of

the supported enterprises complies with the statutory and regulatory requirements and create market access.

Table 7 : Impact areas and programmes focusing on Township and rural areas

Impact areas Programmes to deliver desired impact

• Incubation• TechnologyTransferandInnovation• Qualityandstandards

SupportingRuralandTownshipEnterprises

PROGRAMME 2: SEDA TECHNOLOGY PROGRAMME

Per

spec

tive

Stra

tegi

cO

bjec

tive

Out

put

Per

form

ance

Indi

cato

r /

Mea

sure

Act

ual

Aud

ited

Per

form

ance

20

14/1

5

Act

ual

Aud

ited

Per

form

ance

20

14/1

6

Act

ual

Aud

ited

Per

form

ance

20

14/1

7

Pro

ject

ed

2017

/18

Ann

ual t

arge

t

2018

/19

Ann

ual

Targ

et

Org

anis

atio

nal

Cap

acit

yIm

prov

eSe

rvic

eA

cces

s

Incr

ease

the

num

ber

of

incu

bate

d cl

ient

s

Not

m

easu

red

2, 7

00

Not

m

easu

red

Not

m

easu

red

Incr

ease

the

num

ber

of c

lient

s su

ppor

ted

thro

ugh

inno

vati

on

Impr

ove

prod

uct a

nd

serv

ice

qual

ity

of

supp

orte

d cl

ient

s

Incr

ease

in n

umbe

r of

clie

nts

supp

orte

d th

roug

h TT

F

Incr

ease

in

num

ber

of n

ew

SMM

Es

esta

blis

hed

Incr

ease

in

incu

bati

on

grad

uate

s

Num

ber

of c

lient

s su

ppor

ted

Num

ber

of c

lient

s su

ppor

ted

thro

ugh

inno

vati

on

Num

ber

of c

lient

s su

ppor

ted

wit

h qu

alit

y in

terv

enti

ons

Num

ber

of c

lient

s su

ppor

ted

thro

ugh

Tech

nolo

gy

Tran

sfer

Num

ber

of

new

SM

MEs

es

tabl

ishe

d

Num

ber

of S

MM

Es

grad

uate

d

2, 2

102,

492

2, 6

633,

016

Not

m

easu

red

225

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

150

27

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

338

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

140

2767

3042


• Purpose: Toprovidestrategicleadershipandsupporttocoredeliverytoensuresuccessfulimplementationof

theorganisationsstrategy.Thisincludesmonitoringorganisationsperformance,strategicalignmentwiththe

shareholdersexpectationsandcapacitatingtheorganisationtoachieveitssetobjectives

• Description of programme: Thisprogrammeisintendedtosupporttheachievementofalltheperspectivesof

thebalancedscorecardi.e.organisationalcapacity,internalprocesses,financeandcustomerandstakeholder

perspectives.By improvingstrategicalignment,stakeholderengagement,organisationalperformanceincreasing

funding improvingcostefficiencies including improvingcustomer and stakeholder satisfaction theorganisation

seektoensurethatallnon-coredivisionsareabletosupport,improveandoptimisetheirfunctionstocontribute

effectivelyintheorganisationperformance.


PROGRAMME 3 : ADMINISTRATION


Per

spec

tive

Stra

tegi

cO

bjec

tive

Out

put

Per

form

ance

Indi

cato

r /

Mea

sure

Act

ual

Aud

ited

Per

form

ance

20

14/1

5

Act

ual

Aud

ited

Per

form

ance

20

14/1

6

Act

ual

Aud

ited

Per

form

ance

20

14/1

7

Pro

ject

ed

2017

/18

Ann

ual t

arge

t

2018

/19

Ann

ual

Targ

et

Org

anis

atio

nal

Cap

acit

yIm

prov

e St

rate

gic

Alig

nmen

t

Del

iver

y on

sh

areh

olde

rs

com

pact

Per

cent

age

achi

evem

ent o

f sh

areh

olde

rs

com

pact

de

liver

able

s

Inte

rnal

P

roce

sses

Im

prov

e St

akeh

olde

r En

gage

men

t

Impr

ove

Org

anis

atio

nal

Per

form

ance

Impl

emen

t st

akeh

olde

r en

gage

men

t pla

n

Jobs

cre

ated

Turn

over

incr

ease

Jobs

sus

tain

ed

Per

cent

age

impl

emen

tati

on

of s

take

hold

er

enga

gem

ent

Num

ber

of

jobs

sus

tain

ed b

y su

ppor

ted

clie

nts

Num

ber

of n

ew

jobs

cre

ated

by

supp

orte

d cl

ient

s

Am

ount

incr

ease

in

turn

over

in

sup

port

ed

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

100

%10

0%

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

30 %

50%

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

3000

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

8000

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

1,25

Bill

ion


Per

spec

tive

Stra

tegi

cO

bjec

tive

Out

put

Per

form

ance

Indi

cato

r /

Mea

sure

Act

ual

Aud

ited

Per

form

ance

20

14/1

5

Act

ual

Aud

ited

Per

form

ance

20

14/1

6

Act

ual

Aud

ited

Per

form

ance

20

14/1

7

Pro

ject

ed

2017

/18

Ann

ual t

arge

t

2018

/19

Ann

ual

Targ

et

Clie

nts

Fina

nce

Incr

ease

Fu

ndin

g

Impr

ove

Cos

t Ef

ficie

ncie

s

Impr

ove

Cus

tom

er

Sati

sfac

tion

Impr

ove

Stak

ehol

der

Sati

sfac

tion

Impr

ove

part

neri

ng

wit

h st

akeh

olde

rs

Allo

cati

ng m

ost

of fi

nanc

ial

reso

urce

s to

cor

e se

rvic

e de

liver

y

Mea

sure

cus

tom

ers

sati

sfac

tion

Mea

sure

st

akeh

olde

rs

sati

sfac

tion

Mea

sure

the

Vaca

ncy

rate

Valu

e of

sup

port

le

vera

ged

from

pa

rtne

rs

Per

cent

age

of

Seda

bud

get

allo

cate

d to

core

del

iver

y

Mea

sure

cu

stom

ers

sati

sfac

tion

Stak

ehol

der

sati

sfac

tion

in

dex

Per

cent

age

redu

ctio

n in

6.8

Mill

ion

8, 1

7 M

illio

n7,

39

Mill

ion

20 M

illio

n30

Mill

ion

15, 4

9% 6 %

7,

8 %

5 %

5 %

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

Not

m

easu

red

4on

a1

- 5

scal

e

71

, 02

%

79 %

85

, 24

%

75 %

75 % 4

on a

1 -

5 sc

ale

3on

a1

- 5

scal

e

3on

a1

- 5

scal

e

Cus

tom

er a

nd

Stak

ehol

der


DiscussionshavebeeninitiatedwiththeDSBDonmigratingcertainprogrammestoitsagencies,i.e.SedaandSefa.

ThemigrationisinlinewiththeDSBD’svaluepropositionmodelwhichclearlydelineatesrolesbetweentheDSBD

anditsagencies.Onceagreementhasbeenreachedonthemigrationmodalities,includingresourcesand

targets,theseprogrammeswillinitiallybemonitoredandreportedonseparately,andovertimeintegratedinto

complimentarySedaprogrammes.

PROGRAMMES MIGRATED FROM THE DSBD


FINANCIAL PLAN

Sedaappliesthezero-basedbudgetingapproachwhichensuresthatonlyvalue-addedactivitiesareincluded.

Suchactivitiesaretestedforvalueaddition,aswellascontributiontoactualdeliveryofsmallenterprises.It

furtherallowsSedatomanagetheavailablebudgeteffectively.

17.1. PROJECTIONS OF REVENUE, EXPENDITURE AND BORROWINGS

The table below details Seda’s budget for the three year planning cycle as per the MTEF allocation. Seda’s MTEF

allocation increased with R118,5 million from 2016/17 to 2017/18. The MTEF budget allocation has been reduced

by R123 million which is 5% from 2018/19 to 2020/21. The budget reduction has been incorporated in the

tables below. A number of strategic initiatives that had to be scaled down or postponed in previous financial

years such as incubation expansion, the one municipality one product (OMOP) programme, and promotion

of Seda’s interventions in the key growth sectors will be delayed or postponed due to limited resources.

Mostofthefixedcostslikeofficerental,goodsandservicesincreasewithratesthataremostlyabovetherateofinflation,

meanwhiletheallocatedbudgetamountsareincreasingatminimalratesthatarebelowtherateof inflation.Thisresults

in the amount available for programmes and projects being reduced accordingly as the total budget amount is limited.

Seda has also experience reduced funding from partner organisations. Commitments have beenmade to service small

enterprises and cooperatives in these areas, and Seda cannot close these service centres down due to reputational

consequences.Sedaisaserviceorganisationandassuch,needstoallocateadequatefundstothecompensationofemployees.

Thecurrentallocationtocompensationofemployeesisbelowtheindustrybenchmark,duetoavailablefinancialresources.

TheprocessofmigratingprogrammesfromtheDSBDtoSedahasnotyetbeenfinalised, andassuchthebudgetamounts

associatedwiththeseprogrammesarenotincludedinthetablesbelow.


Table 8 : Seda Budget 2016/17 – 2020/21 (Rand Million)

INCOME

FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21

Audited figures Draft

R’million

Seda - DSBD from ENE budget

STP - DSBD from ENE budget

External earnings

Other Income

481.5

152.3

108.0

12.6

EXPENDTURE

Seda - DSBD from ENE budget

STP - DSBD from ENE budget

External earnings

Other Income

300.2

453.6

18.3

.

TOTAL INCOME

575.8

176.5

663.0

5.0

580.2

159.2

.

5.0

648.2

167.7

12.0

5.0

677.7

176.5

12.0

5.0

754.4 820.3 744.5 832.9 871.2TOTAL INCOME

330.3

472.0

18.0

.

352.6

403.1

18.8

.

376.4

436.8

19.7

.

401.8

448.8

20.6

.

772.1 820.3 774.5 832.9 871.2

17.2. ASSET AND LIABILITY MANAGEMENT

Seda’s asset and liability management works towards ensuring a balance between assets and liabilities.

Thelargestassetiscashandcashequivalents,whiletradeandotherpayablesmakeupasizeableportionoftheliabilities


Table 7: Asset and Liability Management (R Million)

ASSETS

FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21Audited figures

R’millionCarrying value of assests

Invetory

Receivables and prepayments

Cash and cash equivalents

Total Assests

54.6

0.6

10.2

87.6

56.7.5

0.6

10.7

144.4

62.5

0.8

10.0

109.3

65.7

0.8

9.8

104.3

66.5

0.7

9.0

98.1

153. 0 212.4 182.6 180.6 174.3

LIABILITIES

FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21Audited figures

46.8

4.2

76.8

25.2

40.0

0.8

144.2

27.4

15.0

0.9

136.5

30.2

15.0

0.9

132.9

31.8

15.0

0.8

125.0

33.5

153.0 212.4 182.6 180.6 174.3

Accumulated surplus/deficit

Operating Lease

Trade and other payables

Provisions

Total equity and liabilities

R’million


17.3. CASH FLOW PROJECTIONS

Thetablebelowdetailstheorganisation’scashflowprojectionsforthe2016/2017to2020/2021period

Table 8 : Cash Flow Projections (R million)

CASH FLOW DATA

FY 16/17FY 17/18 FY 18/19 FY 19/20 FY 20/21Audited

figures

R’million

Cash flow from operating activities

Cash flow from investing activities

Cash flow from financing activities

Net increase/(decrease) in cash and cash equivalents

Cash and cash equivalents at the beginning of the year

Estimate of available cash

-73.3

-17.7

0.0

-90.4

65.5

-8.7

56.8

-25.6

-9.5

-35.1

4.9

-9.9

-5.0

9.8

-16.0

-6.2

178.0 87.6 144.4 109.3 104.3

87.6 144.4 109.3 104.3 98.1

0.00.00.00.0


17.4. CAPITAL EXPENDITURE PROGRAMMESSeda’splannedcapitalexpenditureprogrammeaimstoensureequitableaccessbysmallenterprisestosupportservices.

Asaresult,Sedabranchesneedtobeequippedtoservicelargevolumesofclientsandalsotoreachclientsinoutlyingareas.

Table 9: Capital Expenditure (R million)

ACQUISITIONS

FY 16/17FY 17/18 FY 18/19 FY 19/20 FY 20/21Audited

figures

R’million

Buildings: non-residential

Transport equipment

Furniture and office equipment

Computer equipment

TOTAL ACQUISITIONS

0.20

0.21

15.82

1.20

1.72

1.99

1.01

1.00

2.50

1.50

1.04

2.60

1.56

2.50

4.50

2.50

17.43 12.15 9.50 9.88 16.00

6.504.684.507.43


RISK MANAGEMENT AND FRAUD PREVENTION PLAN

18.1. RISK MANAGEMENT PROCESS AND STRATEGIC RISK REGISTERSedaBoardandmanagementannuallyassesstheorganisation’sriskenvironmentandcomeupwithstrategicrisks

thattheBoardmanagesthroughtheAuditandRiskCommittee.Operationalrisksaremanagedbymanagement

throughExco.Theriskstakeintoaccounttheorganisation’sstrategicobjectives,thestrategicfocusareasandthehigh

impactprogrammes/themes.

Table 10 : Seda’s Strategic Risk Register

Risk Description Risk Treatment Action Plans OriginalRating

ResidualRisk Rating

RiskNr.

1

2

7

6

5

4

3

8

Insufficient funding from the Ministry

Misinterpretation of organisational mandate and strategy

Failure to improve delivery model.

Insufficient financial and human resources to meet the commitments as per the agreements.

Failure to manage stakeholder expectations.

Lack of access in targeted areas

Inter-divisional silos

Ineffective implementation of workplace skills plan and capacity

1. Continuous leveraging funds through partnerships.2. Continuous stakeholder engagement.

Improve coordination between SEDA and shareholder

1. Improve HR planning.2. Motivate for additional funds.3. Conduct annual skills audits.

1. Review ICT Steering Committee, TOR and composition.

2. Review the Master System Plan

1. Develop a strategy on supplemental funding.2. Review stakeholder engagement matrix / model.

1. Continuous stakeholder engagement and feedback to stakeholders.

2. Demonstrate Return on Investment.

1. Application and weighting of the Balance Scorecard.

1. Create partnerships for leveraging resources.2. Improve Management of the Budget.3. Strategy review sessions.4. Review of the Services Delivery Model.

High Medium

High Medium

High Medium

High Medium

High Medium

High Medium

High Medium

High Medium

Risk Description Risk Treatment Action Plans OriginalRating

ResidualRisk Rating

RiskNr.

9

10

Failure to achieve set targets

Failure to implement operational efficiencies.

High Medium

Medium Medium

1. Review of Annual Targets.2. Create partnerships for leveraging resources.

Development and Implementation of a Quality Management System


7

6

5

4

8 Failure to improve delivery model.

Insufficient financial and human resources to meet the commitments as per the agreements.

Failure to manage stakeholder expectations.

Lack of access in targeted areas

Inter-divisional silos1. Review ICT Steering Committee, TOR and

composition.2. Review the Master System Plan

1. Develop a strategy on supplemental funding.2. Review stakeholder engagement matrix / model.

1. Continuous stakeholder engagement and feedback to stakeholders.

2. Demonstrate Return on Investment.

1. Application and weighting of the Balance Scorecard.

1. Create partnerships for leveraging resources.2. Improve Management of the Budget.3. Strategy review sessions.4. Review of the Services Delivery Model.

High Medium

High Medium

High Medium

High Medium

High Medium


18.2. SEDA FRAUD PREVENTION PLAN

ResponsibilityforthepreventionanddetectionofmisconductinvolvinglossofassetsandotherresourcesrestswithSeda’sManagement.Inparticular,fraud,theftandcorruptioncangenerallybedeterredand/ordetectedthroughthedesign,implementationandoperationofadequateinternalcontrols.

Internalcontrolsmay,however,failtooperateasdesignedandmaybeineffectiveagainstfraud,theftandcorruption,whencommittedwiththecollusionofemployeesand/oroutsideparties.Otherfactorsmayalsomilitateagainsttheoperationofthesecontrols.

ThestanceofSedaonfraudandcorruption iszerotolerance. It is thepolicyofSedathatfraud,corruption,maladministrationoranyotherdishonestactivitiesofasimilarnaturewillnotbetolerated.Suchactivitieswillbeinvestigatedandactionsinstitutedagainstthosefoundresponsible.

TheSedaFraudPreventionPlanhasbeendevelopedwithinthecontextoftheSedaEnterpriseRiskManagementFrameworkandcertainprovisionsofthePublicFinanceManagementAct(PFAMA)andTreasuryRegulations.Themainprinciplesoftheplanare:

• Creatingaculturewhichpromotesgoodgovernanceandgoodethics;• Creatingaculturewhichisintoleranttofraudandcorruption;• Deterrenceoffraudandcorruption;• Preventingfraudandcorruptionwhichcannotbedeterred;• Investigationofdetectedfraudandcorruption;• Takingappropriateactionagainstfraudstersandcorruptindividuals,e.g.criminalprosecution,disciplinaryactions,civilrecoveryetc.;and• Improvementofweaknessinidentifiedcontrols

Sedahasestablishedapartnershipandco-operativerelationshipwiththeofficeofthePublicServiceCommission(PSC)inthefightagainstfraudandcorruptionbyencouragingtheanonymousreportingofallegedfraudandcorruptionactivitiesthroughtheNationalAnti-CorruptionHotline(NACH).Thisisofparticularimportancewhereacallerpreferstoremainanonymousastheremaynotbeanotheropportunityforfurthercontact.

IntermsoftakingappropriateactionlinemanagementisresponsibleforthemaintenanceandimplementationofdisciplinaryactionandreportingcriminalmatterstotheSouthAfricanPoliceService(SAPS).TheHumanResources(HR)functionhastheresponsibilityofprovidingguidanceandsupporttolinemanagementonthedisciplinaryprocess.TheLegal,CorporateGovernanceUnitisresponsibleforprovidingguidanceandsupporttolinemanagementonthecivilandcriminalproceedings.Intheultimateanalysis,linemanagementistheownerofalltheabove

PART CLINKS TO OTHER PLANS



INFORMATION TECHNOLOGY PLAN

The Seda ICT Strategic Plan: 2016/17-2020/21 provides a holistic view of the current business and ICTenvironment, the future direction, and the initiatives required to propel Seda to the desired future environment.It further seeks to leverage enterprise architecture building blocks and components, including externallyprovided services and related capabilities to enable agile, reliable and efficient response to strategic objectives

The plan also aligns strategic ICT plans with business objectives while clearly communicating the objectivesand associated accountabilities so that they are understood by all, with the IT strategic options identified,structured and integrated with the business plans. It is Seda’s overarching blueprint that will guide its ICTorganisation to deliver the value-added services required by Seda for the achievement of its strategic objectives.

TheStrategicICTobjectivethataligntotheSedaStrategicGoals,asperSeda’sbalancedscorecardframework,are

summarisedinthetablebelow.

Table 11 : Alignment of Seda’s Strategic objectives with ICT Strategic Objectives

Strategic Objective ICT Strategic Objective Strategic ICT Projects

Improve systems integration

Improve service access

Improve operational efficiency

To provide an agile platform to enable Seda to deliver its services, programmes and products

To provide cost-effective, agile and robust ICT infrastructure consistently accessible in

urban and outlying areas nation-wide

To provide economical, secure and effective ICT solutions to support internal business

operations and processes

Enterprise Architecture framework implementation

ICT Governance framework implementation

Integrated ERP system implementation

Robust database platform

Data Warehousing & Business Intelligence platform implementation

Electronic Document Management System (EDMS) implementation

Modernise ICT infrastructure and communications platform

Enterprise-wide IT Disaster Recovery and Service Continuity (IT DR&SC) implementation

Implementation of online services and self-help service points for clients

Business Process Management framework implementation

Develop Master Systems Plan (MSP)

Implement MSP projects for an Integrated Enterprise Architecture

ANNEXURE AINDICATOR PROFILES



1. In

dica

tor

titl

eN

umbe

r of

clie

nts

w

ho a

tten

ded

entr

epre

neur

ship

aw

aren

ess

(Bri

efing

Ses

sion

s)

Num

ber

of d

iagn

osti

c as

sess

men

t co

nduc

ted

on c

lient

s bu

sine

sses

Num

ber

of e

nter

pris

es tr

aine

d in

bu

sine

ss m

anag

emen

t (G

roup

trai

ning

etc

.

2. S

hort

defi

niti

on

11. I

ndic

ator

r

espo

nsib

ility

10. R

epor

ting

cyc

le

9. C

alcu

lati

on ty

pe

8. D

ata

limita

tion

s

7. T

arge

t and

targ

et d

ate

for

the

indi

cato

r

6. B

asel

ine

5. M

etho

d of

cal

cula

tion

4. S

ourc

e/co

llect

ion

of d

ata

3. P

urpo

se/i

mpo

rtan

ce

Num

ber

of a

spir

ing

entr

epre

neur

s w

ho a

re

expo

sed

to s

mal

l bus

ines

s m

anag

emen

t or

entr

epre

neur

ship

To e

nsur

e th

e or

gani

sati

on e

xpan

d to

po

ol o

f ind

ivid

uals

who

wan

t to

purs

ue e

ntre

pren

eurs

hip

EDD

qua

rter

ly r

epor

t

Num

ber

of c

lient

s w

ho a

tten

ded

entr

epre

neur

ship

aw

aren

ess

sess

ions

No

Bas

elin

e

8000

by

end

Mar

ch 2

019

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive

Num

ber

of e

ntre

pren

eurs

who

att

ende

d bu

sine

ss m

anag

emen

t tra

inin

g

To in

crea

se th

e nu

mbe

r of

en

trep

rene

urs

who

are

ski

lled

to

bett

er m

anag

e th

eir

busi

ness

es

EDD

qua

rter

ly r

epor

t

Num

ber

of c

lient

s w

ho r

ecei

ved

trai

ning

from

Sed

a

No

Bas

elin

e

5,00

0 by

end

Mar

ch 2

019

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive

Num

ber

of b

usin

ess

asse

ssm

ents

con

duct

ed

on s

uppo

rted

bus

ines

ses

To in

crea

se th

e nu

mbe

r of

ent

erpr

ises

who

ar

e su

ppor

ted

by S

eda

to u

nder

stan

d th

eir

chal

leng

es a

nd o

ppor

tuni

ties

thro

ugh

busi

ness

ass

essm

ent

EDD

qua

rter

ly r

epor

t

Tota

l num

ber

of d

iagn

osti

c as

sess

men

t co

nduc

ted

on c

lient

s bu

sine

sses

No

Bas

elin

e

10,6

79 b

y en

d M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive

AN

NEX

UR

E A

: IN

DIC

ATO

R P

RO

FILE

SP

rogr

amm

e 1

: Ent

erpr

ise

Dev

elop

men

t


1. In

dica

tor

titl

eN

umbe

r of

inte

rven

tion

s im

plem

ente

dN

umbe

r of

coo

pera

tive

s as

sess

ed/

adop

ted

Num

ber

of in

terv

enti

ons

impl

emen

ted

on

adop

ted

coop

erat

ives

2. S

hort

defi

niti

on

11. I

ndic

ator

r

espo

nsib

ility

10. R

epor

ting

cyc

le

9. C

alcu

lati

on ty

pe

8. D

ata

limita

tion

s

7. T

arge

t and

targ

et d

ate

for

the

indi

cato

r

6. B

asel

ine

5. M

etho

d of

cal

cula

tion

4. S

ourc

e/co

llect

ion

of d

ata

3. P

urpo

se/i

mpo

rtan

ce

Num

ber

of b

usin

ess

deve

lopm

ent

inte

rven

tion

s im

plem

ente

d on

a

supp

orte

d en

terp

rise

s

To in

crea

se th

e nu

mbe

r of

ent

erpr

ises

su

ppor

ted

thro

ugh

bus

ines

s de

velo

pmen

t in

terv

enti

on to

gro

w o

r su

stai

n th

eir

busi

ness

EDD

qua

rter

ly r

epor

t

Tota

l num

ber

of in

terv

enti

ons

impl

emen

ted

on

sup

port

ed b

usin

esse

s

No

Bas

elin

e

3,50

0 by

end

Mar

ch 2

019

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive

Num

ber

of a

dopt

ed c

oope

rati

ves

who

re

ceiv

e Se

da in

terv

enti

on

To in

crea

se th

e nu

mbe

r of

co

oper

ativ

es w

ho r

ecei

ve b

usin

ess

deve

lopm

ent i

nter

vent

ion

to s

usta

in

and

grow

thei

r co

oper

ativ

e

EDD

qua

rter

ly r

epor

t

Tota

l num

ber

of

inte

rven

tion

s im

plem

ente

d on

ad

opte

d C

oope

rati

ves

No

Bas

elin

e

100

by e

nd M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive

Num

ber

of c

oope

rati

ves

acce

ssin

g Se

da s

ervi

ces

To in

crea

se th

e nu

mbe

r of

coo

pera

tive

s w

ho a

re s

uppo

rted

by

Seda

to u

nder

stan

d th

eir

chal

leng

es a

nd o

ppor

tuni

ties

th

roug

h bu

sine

ss a

sses

smen

t

EDD

qua

rter

ly r

epor

t

Num

ber

of c

oope

rati

ves

asse

ssed

or

ado

pted

540

600

by e

nd M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive


1. In

dica

tor

titl

eN

umbe

r of

clie

nts

supp

orte

d th

roug

h N

atio

nal G

azel

les

Num

ber

of c

lient

s su

ppor

ted

thro

ugh

ente

rpri

se c

oach

ing

Num

ber

of le

arne

rs p

arti

cipa

ting

in

entr

epre

neur

ship

in s

choo

ls

2. S

hort

defi

niti

on

11. I

ndic

ator

res

pons

ibili

ty

10. R

epor

ting

cyc

le

9. C

alcu

lati

on ty

pe

8. D

ata

limita

tion

s

7. T

arge

t and

targ

et d

ate

for

the

indi

cato

r

6. B

asel

ine

5. M

etho

d of

cal

cula

tion

4. S

ourc

e/co

llect

ion

of d

ata

3. P

urpo

se/i

mpo

rtan

ce

Num

ber

of e

nter

pris

es w

hich

hav

e hi

gh g

row

th p

oten

tial

that

are

su

ppor

ted

by S

eda

To e

nsur

e id

enti

fied

ente

rpri

ses

that

hav

e hi

gh g

row

th a

re p

rovi

ded

wit

h su

ppor

t to

com

pete

loca

lly a

nd g

loba

lly

EDD

qua

rter

ly r

epor

t

Num

ber

of e

nter

pris

es e

nrol

led

in th

e na

tion

al g

azel

le p

rogr

amm

e

40 40 b

y en

d M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive

Num

ber

of e

nter

pris

es th

at a

re

supp

orte

d th

roug

h st

ruct

ured

coa

chin

g

To e

nsur

e th

at e

nter

pris

es

part

icip

atin

g in

coa

chin

g ar

e ab

le to

impr

ove

thei

r bu

sine

ss

grow

th a

nd s

usta

inab

ility

com

pete

lo

cally

and

glo

bally

EDD

qua

rter

ly r

epor

t

Num

ber

of e

nter

pris

es w

ho r

ecei

ved

coac

hing

inte

rven

tion

No

Bas

elin

e

300

by e

nd M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive

Num

ber

of le

arne

rs w

ho a

re r

ecei

ving

en

trep

rene

ursh

ip tr

aini

ng

To in

crea

se th

e nu

mbe

r of

lear

ners

w

ho w

ant t

o pu

rsue

ent

repr

eneu

rshi

p af

ter

scho

olin

g

EDD

qua

rter

ly r

epor

t

Num

ber

of le

arne

rs tr

aine

d

No

Bas

elin

e

100

by e

nd M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive

SEDA | ANNUAL REPORT60 SEDA | ANNUAL REPORT

1. In

dica

tor

titl

e

2. S

hort

defi

niti

on

11. I

ndic

ator

res

pons

ibili

ty

10. R

epor

ting

cyc

le

9. C

alcu

lati

on ty

pe

8. D

ata

limita

tion

s

7. T

arge

t and

targ

et d

ate

for

the

indi

cato

r

6. B

asel

ine

5. M

etho

d of

cal

cula

tion

4. S

ourc

e/co

llect

ion

of d

ata

3. P

urpo

se/i

mpo

rtan

ce

Num

ber

of c

lient

s su

ppor

ted

thro

ugh

expo

rt,

exhi

biti

ons

& tr

aini

ng

Num

ber

of in

form

al b

usin

esse

s su

ppor

ted

(BES

D)

Num

ber

of c

lient

s tr

aine

d on

na

tion

al a

nd in

tern

atio

nal s

tand

ards

Num

ber

of e

nter

pris

es w

ho a

re e

xpos

ed

to lo

cal a

nd in

tern

atio

nal m

arke

ts

To in

crea

se th

e nu

mbe

r of

ent

erpr

ises

w

ho in

tend

s to

trad

e th

eir

prod

ucts

be

yond

thei

r pr

ovin

ces

and

Sout

h A

fric

an b

oard

ers

EDD

qua

rter

ly r

epor

t

Num

ber

of c

lient

s su

ppor

ted

thro

ugh

expo

rt, e

xhib

itio

ns &

trai

ning

No

Bas

elin

e

200

by e

nd M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive

Num

ber

of in

form

al b

usin

ess

acce

ssin

g Se

da s

ervi

ces

To in

crea

se th

e nu

mbe

r of

info

rmal

an

d em

ergi

ng s

mal

l ent

erpr

ises

who

re

ceiv

e Se

da s

uppo

rt

EDD

qua

rter

ly r

epor

t

Num

ber

of in

form

al

busi

ness

sup

port

ed

350

1,80

0 by

end

Mar

ch 2

019

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive

Num

ber

of e

nter

pris

es tr

aine

d on

qu

alit

y im

prov

emen

t sta

ndar

ds

To in

crea

se th

e nu

mbe

r of

cl

ient

s w

ho r

ecei

ve tr

aini

ng in

qu

alit

y im

prov

emen

t in

orde

r to

im

prov

e th

eir

com

peti

tive

ness

EDD

qua

rter

ly r

epor

t

Num

ber

of le

arne

rs tr

aine

d

893

850

by e

nd M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

Qua

rter

ly

Cum

ulat

ive


1. Indicator title Number of colocation

2. Short Definition

11. Indicator responsibility

10. Reporting cycle

9. Calculation type

8. Data limitations

7. Target and target date for the indicator

6. Baseline

5. Method of calculation

4. Source/collection of data

3. Purpose/importance

Increase the number of Seda access points in under serviced areas

Executive Manager: EDD

Quarterly

Cumulative

None

43 by end March 2019

46

Number of collocation points

EDD quarterly report

To ensure Seda expand its service offerings in underserviced areas


1. In

dica

tor

titl

eN

umbe

r of

clie

nts

su

ppor

ted

Num

ber

of c

lient

s su

ppor

ted

thro

ugh

tech

nolo

gy tr

ansf

er

and

inno

vati

on

Num

ber

of c

lient

s su

ppor

ted

wit

h qu

alit

y in

terv

enti

ons

2. S

hort

defi

niti

on

11. I

ndic

ator

res

pons

ibili

ty

10. R

epor

ting

cyc

le

9. C

alcu

lati

on ty

pe

8. D

ata

limita

tion

s

7. T

arge

t and

targ

et d

ate

for

the

indi

cato

r

6. B

asel

ine

5. M

etho

d of

cal

cula

tion

4. S

ourc

e/co

llect

ion

of d

ata

3. P

urpo

se/i

mpo

rtan

ce

Num

ber

of c

lient

s w

ho r

ecei

ved

busi

ness

incu

bati

on s

uppo

rt

To s

uppo

rt a

spir

ing

and

exis

ting

bu

sine

ss to

impr

ove

thei

r su

stai

n-ab

ility

bey

ond

busi

ness

ear

ly s

tage

s

STP

qua

rter

ly r

epor

t

Num

ber

of c

lient

s su

ppor

ted

2, 2

10

2,75

0 by

end

Mar

ch 2

019

Non

e

Exec

utiv

e M

anag

er: S

TP

Qua

rter

ly

Cum

ulat

ive

Clie

nts

supp

orte

d by

inno

vati

on

inte

rven

tion

s

To e

nsur

e el

igib

le c

lient

s ar

e su

ppor

ted

to im

prov

e th

eir

busi

ness

pro

duct

ivit

y

STP

qua

rter

ly r

epor

t

Num

ber

of c

lient

s Su

ppor

ted

by in

nova

tion

No

Bas

elin

e

225

by e

nd M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: S

TP

Qua

rter

ly

Cum

ulat

ive

Num

ber

of e

nter

pris

es s

uppo

rted

wit

h sy

stem

and

pro

duct

impr

ovem

ent

To in

crea

se th

e nu

mbe

r of

clie

nts

who

are

sup

port

ed to

impr

ove

thei

r co

mpe

titi

vene

ss

STP

qua

rter

ly r

epor

t

Num

ber

of c

lient

s su

ppor

ted

wit

h qu

alit

y in

terv

enti

ons

No

Bas

elin

e

150

by e

nd M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: S

TP

Qua

rter

ly

Cum

ulat

ive

AN

NEX

UR

E A

: IN

DIC

ATO

R P

RO

FILE

SP

rogr

amm

e 2

: STP


1. In

dica

tor

titl

eIn

crea

se in

num

ber

of c

lient

s su

ppor

ted

TTF

Incr

ease

in n

umbe

r of

new

SM

MEs

es

tabl

ishe

d In

crea

se in

incu

bati

on g

radu

ates

2. S

hort

defi

niti

on

11. I

ndic

ator

res

pons

ibili

ty

10. R

epor

ting

cyc

le

9. C

alcu

lati

on ty

pe

8. D

ata

limita

tion

s

7. T

arge

t and

targ

et d

ate

for

the

indi

cato

r

6. B

asel

ine

5. M

etho

d of

cal

cula

tion

4. S

ourc

e/co

llect

ion

of d

ata

3. P

urpo

se/i

mpo

rtan

ce

Num

ber

of c

lient

s su

ppor

ted

by T

TF

To in

crea

se th

e nu

mbe

r of

clie

nts

who

are

sup

port

ed to

impr

ove

thei

r tu

rnov

er a

nd in

crea

se jo

bs

STP

qua

rter

ly r

epor

t

Num

ber

of c

lient

s ap

prov

ed

27 27 b

y en

d M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: S

TP

Qua

rter

ly

Cum

ulat

ive

Num

ber

of n

ew S

MM

Es e

stab

lishe

d by

in

cuba

tors

To in

crea

se th

e nu

mbe

r of

st

art-

up e

nter

pris

es a

nd

leve

l of e

ntre

pren

eurs

hip

STP

qua

rter

ly r

epor

t

Num

ber

of n

ew S

MM

Es e

stab

lishe

d by

in

cuba

tors

441

383

by e

nd M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: S

TP

Qua

rter

ly

Cum

ulat

ive

Num

ber

of S

MM

Es g

radu

ated

from

in

cuba

tors

To im

prov

e th

e su

rviv

al r

ate

of S

MM

Es

STP

qua

rter

ly r

epor

t

Num

ber

of S

MM

Es g

radu

ated

from

in

cuba

tors

No

Bas

elin

e

55 b

y en

d M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: S

TP

Qua

rter

ly

Cum

ulat

ive


1. In

dica

tor

titl

eP

erce

ntag

e ac

hiev

emen

t of

shar

ehol

ders

com

pact

del

iver

able

s P

erce

ntag

e im

plem

enta

tion

of

stak

ehol

der

enga

gem

ent

Num

ber

of n

ew jo

bs c

reat

ed

2. S

hort

defi

niti

on

11. I

ndic

ator

res

pons

ibili

ty

10. R

epor

ting

cyc

le

9. C

alcu

lati

on ty

pe

8. D

ata

limita

tion

s

7. T

arge

t and

targ

et d

ate

for

the

indi

cato

r

6. B

asel

ine

5. M

etho

d of

cal

cula

tion

4. S

ourc

e/co

llect

ion

of d

ata

3. P

urpo

se/i

mpo

rtan

ce

Ach

ieve

men

t of t

he p

erfo

rman

ce c

ontr

act

betw

een

the

shar

ehol

der

and

Seda

To e

nsur

e th

at th

e ag

reem

ents

set

by

the

depa

rtm

ent o

f sm

all b

usin

ess

deve

lopm

ents

in th

e sh

areh

olde

rs c

ompa

ct

and

Seda

are

mon

itore

d an

d ac

hiev

ed

Div

isio

nal s

ubm

issi

on r

epor

ts

Num

ber

of d

eliv

erab

les

achi

eved

vs

the

tota

l num

ber

of d

eliv

erab

les

in

the

shar

ehol

ders

com

pact

No

Bas

elin

e

100%

by

end

Mar

ch 2

019

Non

e

CEO

Qua

rter

ly

Cum

ulat

ive

To e

nhan

ce c

omm

unic

atio

n w

ith

stak

ehol

ders

To e

nsur

e im

prov

ed c

oope

rati

on w

ith

stak

ehol

ders

Stak

ehol

der

Man

agem

ent R

epor

t

Num

ber

of s

take

hold

ers

acti

vely

en

gage

d vs

tota

l num

ber

of

stak

ehol

ders

iden

tifie

d

No

Bas

elin

e

50%

by

end

Mar

ch 2

019

Non

e

CEO

Qua

rter

ly

Cum

ulat

ive

Num

ber

of n

ew jo

bs c

reat

ed

(tem

pora

ry a

nd p

erm

anen

t)

To im

prov

e su

ppor

t off

ered

to c

lient

s in

ord

er to

red

uce

unem

ploy

men

t

EDD

and

STP

qua

rter

ly r

epor

t

Num

ber

of n

ew jo

bs c

reat

ed

No

Bas

elin

e

3,00

0 by

end

Mar

ch 2

019

Non

e

Exec

utiv

e M

anag

er: E

DD

& S

TP

Qua

rter

ly

Cum

ulat

ive

AN

NEX

UR

E A

: IN

DIC

ATO

R P

RO

FILE

SP

rogr

amm

e 3:

Adm

inis

trat

ion


1. In

dica

tor

titl

eN

umbe

r of

jobs

sus

tain

ed

Am

ount

incr

ease

in tu

rnov

er

Valu

e of

sup

port

leve

rage

d fr

om

part

ners

2. S

hort

defi

niti

on

11. I

ndic

ator

res

pons

ibili

ty

10. R

epor

ting

cyc

le

9. C

alcu

lati

on ty

pe

8. D

ata

limita

tion

s

7. T

arge

t and

targ

et d

ate

for

the

indi

cato

r

6. B

asel

ine

5. M

etho

d of

cal

cula

tion

4. S

ourc

e/co

llect

ion

of d

ata

3. P

urpo

se/i

mpo

rtan

ce

Num

ber

of e

xist

ing

jobs

sus

tain

ed

(tem

pora

ry a

nd p

erm

anen

t)

To im

prov

e su

ppor

t off

ered

to c

lient

s in

or

der

to m

inim

ise

jobs

loss

es

EDD

and

STP

qua

rter

ly r

epor

t

Num

ber

of jo

bs s

usta

ined

No

Bas

elin

e

10,2

50 b

y en

d M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

& S

TP

Qua

rter

ly

Cum

ulat

ive

Am

ount

incr

ease

in tu

rnov

er

To im

prov

e su

ppor

t off

ered

to c

lient

s in

ord

er to

impr

ove

thei

r re

venu

e an

d co

ntri

bute

to in

crea

se in

GD

P

EDD

and

STP

qua

rter

ly r

epor

t

Tota

l am

ount

incr

ease

in tu

rnov

er fo

r al

l sup

port

ed c

lient

s

No

Bas

elin

e

1,25

bill

ion

by e

nd M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

& S

TP

Qua

rter

ly

Cum

ulat

ive

Valu

e of

sup

port

leve

rage

d fr

om p

artn

ers

To e

nsur

e th

at th

e or

gani

sati

on is

abl

e to

aug

men

t its

fund

ing

in o

rder

to

impr

ove

Seda

ser

vice

s

Org

anis

atio

ns P

erfo

rman

ce R

epor

t

Valu

e of

fund

s re

ceiv

ed

from

sta

keho

lder

s

8,17

Mill

ion

30 m

illio

n re

view

by

end

Mar

ch 2

019

Non

e

Exec

utiv

e M

anag

er: E

DD

, STP

and

CEO

Qua

rter

ly

Cum

ulat

ive


1. In

dica

tor

titl

eP

erce

ntag

e of

Sed

a bu

dget

allo

cate

d to

cor

e de

liver

yC

usto

mer

sat

isfa

ctio

n in

dex

Stak

ehol

der

sat

isfa

ctio

n in

dex

2. S

hort

defi

niti

on

11. I

ndic

ator

res

pons

ibili

ty

10. R

epor

ting

cyc

le

9. C

alcu

lati

on ty

pe

8. D

ata

limita

tion

s

7. T

arge

t and

targ

et d

ate

for

the

indi

cato

r

6. B

asel

ine

5. M

etho

d of

cal

cula

tion

4. S

ourc

e/co

llect

ion

of d

ata

3. P

urpo

se/i

mpo

rtan

ce

Am

ount

of b

udge

t allo

cate

d to

cor

e de

liver

y

To e

nsur

e th

at th

e or

gani

sati

on

allo

cate

s m

ost o

f its

bud

get t

o th

e co

re d

eliv

ery

achi

eved

Fina

ncia

l Rep

ort

Bud

get a

lloca

ted

to c

ore

deliv

ery

vs to

tal S

eda

Bud

get

79%

75%

of t

he b

udge

t allo

cate

d to

cor

e de

liv-

ery

by e

nd M

arch

201

9

Non

e

CFO

Qua

rter

ly

Non

- C

umul

ativ

e

Inde

x to

mea

sure

cu

stom

er s

atis

fact

ion

To e

nsur

e th

at th

e or

gani

sati

on

cont

inuo

usly

ass

ess

cust

omer

s le

vel o

f sat

isfa

ctio

n

Org

anis

atio

nal P

erfo

rman

ce R

epor

t

Num

ber

of c

lient

s sa

tisfi

ed o

ver

tota

lnu

mbe

r of

clie

nts

supp

orte

d

No

Bas

elin

e

4 on

a s

cale

of 1

-5 b

y en

d M

arch

201

9

Non

e

Exec

utiv

e M

anag

er: E

DD

& S

TP

Qua

rter

ly

Cum

ulat

ive

Inde

x to

mea

sure

st

akeh

olde

r sa

tisf

acti

on

To e

nsur

e th

at th

e or

gani

sati

on

cont

inuo

usly

ass

ess

stak

ehol

ders

le

vel o

f sat

isfa

ctio

n

Org

anis

atio

nal P

erfo

rman

ce R

epor

t

Num

ber

of s

take

hold

ers

sati

sfied

ove

rto

tal n

umbe

r of

sta

keho

lder

s

No

Bas

elin

e

3 on

a s

cale

of 1

-5 b

y en

d M

arch

201

9

Non

e

Chi

ef E

xecu

tive

Offi

cer

Qua

rter

ly

Cum

ulat

ive


1. Indicator title Percentage reduction in vacancy rate

2. Short definition

11. Indicator responsibility

10. Reporting cycle

9. Calculation type

8. Data limitations

7. Target and target date for the indicator

6. Baseline

5. Method of calculation

4. Source/collection of data

3. Purpose/importance

Reduction in vacancy rate

Ensure that Seda maintain adequate levels of vacancies

Human Resources Report

Number of vacancies vs total number of approved positions

6%

5% by end March 2019

None

Executive Manager: Corporate Services

Quarterly

Cumulative

CONTENTSpmg-assets.s3-website-eu-west-1.amazonaws.com/Seda...complimentary programme, co-location,...

Documents

Transcript of CONTENTSpmg-assets.s3-website-eu-west-1.amazonaws.com/Seda...complimentary programme, co-location,...