presentation to portfolio committee on economic development sefa
TRANSCRIPT
Corporate Plan 2015/16 Portfolio Committee of Small Business Development
Parliament
06 May 2015
Index
• Introduction
• DSBD/sefa Corporate Plan Alignment: Common Strategic Themes
• Vision, Mission and Values
• Five Principles Underpinning sefa’s Operations & Strategy
• sefa’s Targeted Groups
• Investment criteria & approach
• sefa’s Distribution Model
• Portfolio of Products
• sefa’s Footprint
• Loan Book Performance
• 2015/16 Strategic Thrust
• Alignment of sefa to DSBD’s objectives
• Financial Overview
• Risk Management
• Property Portfolio
• sefa challenges
• Case Studies
• Annexure - Historical Context 2
Introduction
• Establishment of sefa in April 2012 is a result of government’s investigation
and resolve to streamline provision and access to finance for SMMEs.
• Investigation into SAMAF and Khula identified a number of concerns,
including:
High operating costs
Duplication of services
Poor market visibility to small business and
Poor uptake of products available
• The establishment of sefa was therefore conceived to radically increase the
provision and access to finance to SMME’s
• sefa operates as a wholly owned subsidiary of the IDC and derives its
legislative mandate from the IDC Act of 1940 (amended in 2001) and reports
to the Minister of Small Business Development effective 1 April 2015.
• sefa’s corporate plan implementation contributes to the Department of Small
Business Development medium term expenditure objectives.
3
Introduction (cont’d)
The sefa Corporate Plan is mainly guided by the following legislation, policies and Strategies:
4
• The Public Finance Management Act of 1999 and as amended
• National Small Business Act of 1996 and as amended in 2004;
• The National Credit Act • The Short Term Insurance Act • The Co-operatives Act of 2013 • Broad-Based Black Economic
Empowerment Amendment Act, 2013 • Industrial Development Corporation
Act, 1940 as amended in 2001
• The Integrated Small Business Development Strategy (2004)
• The Medium Term Strategic Framework (Outcome 4: Decent employment through inclusive growth) sefa’s Key Strategic Objective is to
increase access and provision of finance to SMMEs and Co-operatives and contribute towards job creation/maintenance
• The New Growth Path • The Industrial Policy Action Plan • The National Development Plan • The DSBD 2015-19 Strategic Plan
DSBD/ sefa Corporate Plan Alignment: Common Strategic Themes
a) Access to finance
b) Market Access: Public & Private Sector Procurement
c) Decentralised access/LED & Presidential Poverty Nodes
d) Partnership Development
e) Franchising
f) Start-up funding
g) High growth/high impact SMMEs
h) Co-operatives (primary & secondary)
i) Targeted groups (women, disabled & youth)
j) Spatial: Rural & Townships
k) Priority Sectors
l) Informal sector/micro enterprise finance
m) Incubation
n) Red tape reduction
o) Shared Infrastructure
5
6
DSBD
Strategic Plan
2015-19:
Themes
DSBD
strategic
objective
link to DSBD Program sefa activities / offering
a) Access to
finance
To facilitate
radical
economic
transformation
through
increased
participation of
small
businesses
and
cooperatives in
the
mainstream
economy
Incentives, grants and soft
loans: To provide incentive
programmes that promote
broader participation in the
mainstream economy by small
businesses and co-operatives
(BBSDP, WBDS and
YBBSDP)
sefa offers asset finance, working capital, term loans,
micro enterprise finance, bank & supplier guarantees and
other specialised products through its direct and
wholesale lending channels to SMMEs and co-
operatives. sefa focuses on small businesses that require
funding ranging from R500 to R5m.
The loan programme outcomes over the next three years
will result in:
• 131 882 SMMEs receiving financial support
• R4.3 billion of loan financing approvals
• R3.1 billion disbursements and
• 218 000 jobs created or maintained
DSBD / sefa Corporate Plan Alignment
7
DSBD Strategic
Plan 2015-19:
Themes
DSBD strategic
objective
link to DSBD
Program
sefa activities / offering
b) Market
access: Public
and Private
Sector
Procurement
To facilitate the
development and
growth of small
businesses and co-
operatives to contribute
to inclusive and shared
economic growth and
job creation through
public and private
sector procurement
Market Access
Support: To forge
partnerships with
other spheres of
government for the
sustainable
development of
SMMEs and Co-
operatives through
ensuring access to
markets
• Through the direct lending loan programme, sefa offers bridging loans
and asset finance for working capital (stock and operating overheads)
and purchase of equipment to SMMEs and co-operatives awarded
contracts by public and private sector institutions. The majority of
sefa’s direct lending clients are provided funding to deliver on contracts
from the public sector and high exposure levels are in the areas of
construction.
• sefa also crowds-in public and private sector institutions to provide
customised technical and financial support to SMMEs and Co-
operatives participating in their enterprise development and supply
chains. Examples are the Godisa Development Fund (sefa, Transnet
& Anglo Zimele), Aluminium Beneficiation Initiative (sefa, Hulamin &
BHP-Billiton), Women in Rail Facility (sefa & PRASA) and DOE
Feeding Scheme Co-operatives (sefa, Co-ops, GP & KZN Depts of
Education).
DSBD / sefa Corporate Plan Alignment
8
DSBD Strategic
Plan 2015-19:
Themes
DSBD strategic
objective
link to DSBD Program sefa activities / offering
c)
Decentralised
access / LED
To facilitate
radical economic
transformation
through increased
participation of
small businesses
and co-operatives
in the mainstream
economy
LED and Intergovernmental
relations: To promote
spatially balanced economic
development and
productivity improvements
by developing policies,
strategies and programmes
that focus on small
businesses and co-
operatives in
underdeveloped regions
(Decentralisation, co-location
and LED Strategies)
• Currently sefa provides access to its products and service through:
o 10 Main Offices & 7 branch co-locations
o 11 Active Microfinance Institutions
o 8 Funds & Joint Ventures
o 10 Co-operative Financial Institutions
o 6 Retail Financial Intermediaries
o 4 Strategic Partnerships
• sefa’s strives to have an access point per district municipality and has
a roll-out plan in place to implement this. Priority will be given to the
Presidential Poverty Nodes.
• The strategy is to focus on co-location and partnerships with seda,
municipal LED offices, local Chambers of Commerce and Industry
and the IDC.
• sefa has an on-line application facility accessible by any entrepreneur
with internet access.
DSBD / sefa Corporate Plan Alignment
9
DSBD
Strategic Plan
2015-19:
Themes
DSBD
strategic
objective
link to DSBD
Program
sefa activities / offering
d)
Partnership
development
Facilitate
partnerships
with all
spheres of
government
as well as the
private sector
to ensure
mutual
cooperation
that will
benefit small
businesses
and co-
operatives
Enterprise
Development:
facilitate the
establishment
of new and
productive
enterprises as
well as the
sustainability
and growth of
existing
enterprises
• sefa has a relationship with our sister agency, seda and trained 34 seda
branch offices to assist entrepreneurs with sefa applications and also to
receive such applications.
• sefa will enhance existing networks and partnerships with organisations
including co-location with IDC, seda and other institutions such as
Municipalities, Local Economic Development Agencies, Provincial DFIs
(GEP, MEGA, ECDC, NWDC) and Business Chambers.
• Other public & private partnerships include Business Chambers and
Associations at National & Local Level such as SACCI & Black Business
Council, South African Institute of Chartered Accountants, Institute of
Business Advisors, Franchising Association of South Africa, CBDA, TUSK,
NDA, NYDA, Masisizane (Old Mutual), Transnet, PRASA, Anglo Zimele,
Tourism-TEP, Aluminium Beneficiation Initiative with Hulamin & BHP-Billiton.
• sefa has partnered with the International Labour Organisation (ILO) with a
view to fund micro enterprises & co-operatives in rural and peri-urban areas
benefiting from ILO entrepreneurial training programmes.
• The envisaged partnership with the Unemployment Insurance Fund,
Department of Labour, will extend sefa financing and support to rural and
peri-urban areas.
• Partnerships and collaboration with government departments such as Rural
Development & Land Reform & Military Veterans. Also provide funding to
SMMEs and Co-operatives awarded contracts by the public sector including
departments of Basic Education & Human Settlements, ESKOM, IDZs and
municipalities.
DSBD / sefa Corporate Plan Alignment
10
DSBD Strategic Plan
2015-19: Themes
DSBD strategic
objective
link to DSBD
Program
sefa activities / offering
e) Franchising Facilitate partnerships
with all spheres of
government as well as
the private sector to
ensure mutual
cooperation that will
benefit small
businesses and co-
operatives
Entrepreneurship
and Franchising: To
identify potential
entrepreneurs and
provide them with the
necessary business
skills as well as
identifying SMMEs
and Co-operatives
that have the potential
to franchise
• sefa provides funding for franchises through its Direct
Lending Program and also plays a role in the
development of new concepts that are more
affordable and focussed on the township economies.
• sefa signed a Memorandum of Understanding with
the Franchising Association of South Africa with the
objective to facilitate transformation in the sector and
to promote and develop franchising systems and
business concepts from black township
entrepreneurs.
DSBD / sefa Corporate Plan Alignment
11
DSBD Strategic Plan
2015-19: Themes
DSBD strategic
objective
link to DSBD Program sefa activities / offering
f) Start-up funding To facilitate radical
economic
transformation through
increased participation
of small businesses and
cooperatives in the
mainstream economy
Enterprise
Development: facilitate
the establishment of
new and productive
enterprises as well as
the sustainability and
growth of existing
enterprises
• The majority of sefa loan products is tailored to
support entrepreneurs in the start-up phase of
the development cycle (1-3 years).
• In order to facilitate the sustainability of these
start-up enterprises, sefa also has a post-
investment mentorship program that provides
customised support to entrepreneurs facing
start-up risk.
• sefa will also partner with the DSBD regarding
the establishment of a National Enterprise
Development Fund.
g) High growth / high
impact SMMEs
• sefa strives to balance its portfolio between the
different segments of the SMME sphere, from
survivalists, social entrepreneurs to “Gazelles”.
• sefa will also support the “Gazelle” programme
of the DSBD through its Direct Lending
Program and the Khula Guarantee Scheme.
DSBD / sefa Corporate Plan Alignment
12
DSBD Strategic Plan
2015-19: Themes
DSBD strategic
objective
link to DSBD Program sefa activities / offering
h) Co-operatives
(primary & secondary)
To facilitate radical
economic
transformation through
increased participation
of small businesses
and cooperatives in the
mainstream economy
Primary Cooperatives
Development: To
manage and support
individual primary co-
operatives with start-up
support which will
enable co-operatives
members to run the co-
operative on co-
operatives principles
(CDA, CIS and
Secondary Marketing
Cooperatives)
• sefa provides loan financing to co-operative
via its direct and wholesale lending channels -
Co-operative Financial Institutions (CFIs)
• Signed an MOU with CBDA to coordinate
support to CFIs and collaborate in
projects/programmes (including the proposed
Banking Platform) for sector development.
DSBD / sefa Corporate Plan Alignment
13
DSBD Strategic Plan
2015-19: Themes
DSBD strategic
objective
link to DSBD Program sefa activities / offering
i) Targeted groups:
Women
To facilitate radical
economic transformation
through increased
participation of small
businesses and
cooperatives in the
mainstream economy
Gender, Youth and
People with disabilities:
To increase the
establishment of and
sustainability of existing
women-owned SMMEs
and Co-operatives, to
increase the number and
sustainability of SMMEs
and Co-operatives run by
people with disabilities
and the mainstreaming
of youth enterprises
• A minimum of 45% of all sefa loan facilities
are targeted at women owned businesses.
• sefa established a dedicated Joint Venture
Fund (Identity Fund Managers) as vehicle to
finance women owned businesses
Disabled • A minimum of 2% of all sefa loan facilities are
targeted at enterprises owned by people
living with disabilities.
• sefa will, amongst others, work with DSBD
and seda to identify and support companies
owned by people living with disabilities.
Youth • A minimum of 30% of all sefa loan facilities
are targeted at youth owned entrepreneurs.
• sefa in collaboration with IDC and NYDA
established a dedicated youth financing
scheme.
DSBD / sefa Corporate Plan Alignment
14
DSBD Strategic
Plan 2015-19:
Themes
DSBD strategic
objective
link to DSBD
Program
sefa activities / offering
j) Spatial: Rural &
Townships
To facilitate radical
economic
transformation
through increased
participation of small
businesses and
cooperatives in the
mainstream economy
LED and
Intergovernmental
relations: To
promote spatially
balanced economic
development and
productivity
improvements by
developing policies,
strategies and
programmes that
focus on small
businesses and co-
operatives in
underdeveloped
regions
(Decentralisation, co-
location and LED
Strategies)
• A minimum of 45% of all sefa funding is targeted to
SMMEs located in priority provinces.
• Implementing agent for a donor funded Bakery Co-
operative Project in rural areas of the Western Cape
• Implementing the Grocat coal briquette
manufacturing in the townships of Gauteng,
Mpumulanga and Northwest.
• Financing programmes to support sugar farmers in
KwaZulu Natal and Mpumulanga.
• Piloting Bulk Buying project for spaza shops
programme in Limpopo with private sector and tribal
authorities as partners.
• To finance SMMEs and Co-operatives in rural areas
& townships, trained by the ILO and other private
sector players across all economic sector
• Outreached events and advertising (including bill
boards)
DSBD / sefa Corporate Plan Alignment
15
DSBD Strategic Plan
2015-19: Themes
DSBD strategic
objective
link to DSBD Program sefa activities / offering
k) Priority sectors To facilitate radical
economic transformation
through increased
participation of small
businesses and
cooperatives in the
mainstream economy
Special projects: To
initiate, develop and
implement enterprise
development
interventions through
value chains and clusters
in prioritised areas
• sefa’s loan policies and products is informed
by government’s economic policies (NGP,
IPAP, NDP).
• sefa plans to increase percentage of loans to
businesses in the productive sectors of the
economy to 60% over the next two years
• Through the relationship with the IDC, sefa
develops and finances SMMEs to participate
in the IDC’s large industrial & localisation
projects
• sefa finances SMMEs that are beneficiaries of
Government's land reform programme and
small businesses in agro-processing industry
using the Land Reform Empowerment Fund
(LREF) and its own resources.
DSBD / sefa Corporate Plan Alignment
16
DSBD Strategic Plan
2015-19: Themes
DSBD strategic
objective
link to DSBD Program sefa activities / offering
l) Informal sector /
micro enterprise
finance
To facilitate radical
economic
transformation through
increased participation
of small businesses and
cooperatives in the
mainstream economy
National Informal
Business Upliftment
Strategy: To create a
conductive business
environment for informal
businesses and to
provide adequate skills
and infrastructure to
support informal
businesses
• Provides micro enterprise finance through
Micro-Finance Institutions (MFIs) located in
rural and peri-urban areas.
• Piloting a supplier credit programme for short
term trade credit to micro enterprises.
• Piloting a new lending platform to informal
traders using the fresh produce markets.
• In partnership with the ILO to support informal
& formal small businesses and Co-operatives
across economic sectors located in townships
and rural areas.
• Partnering with the private sector for support to
the micro-enterprises in the retail sector (AJ
Containers)
DSBD / sefa Corporate Plan Alignment
17
DSBD Strategic Plan
2015-19: Themes
DSBD strategic
objective
link to DSBD Program sefa activities / offering
m) Incubation To facilitate radical
economic transformation
through increased
participation of small
businesses and
cooperatives in the
mainstream economy
Special projects: To
initiate, develop and
implement enterprise
development
interventions through
value chains and
clusters in prioritised
areas
• sefa will aggressively market its loan products to
entrepreneurs located in seda and private sector
incubators
• sefa Awethu Youth Fund – Start-ups from the
incubation programme are assisted with seed
capital, mentorship and entrepreneurship
training facilities.
DSBD / sefa Corporate Plan Alignment
18
DSBD Strategic Plan
2015-19: Themes
DSBD strategic
objective
link to DSBD Program sefa activities / offering
n) Red Tape
Reduction
To advocate for a
conducive regulatory
environment for small
businesses and co-
operatives to enable
access to finance,
investment, trade and
market access in an
equitable and
sustainable manner.
Roll-out of the red tape
reduction guidelines in
order to ensure that the
guidelines are
institutionalised at all
state institutions.
sefa strives to have a customer-centric approach
with reduced red tape in its processes: This is
being done through:
• Improved access to sefa (real and virtual)
• Reduced turnaround times
• Clarity of sefa systems and procedures
• Automation of some components of our
process
• Improved co-ordination within sefa
• Improved communication with our clients
• Development of a Client Relationship
Management System
• Client surveys that measures customer
satisfaction
DSBD / sefa Corporate Plan Alignment
19
DSBD Strategic Plan
2015-19: Themes
DSBD strategic
objective
link to DSBD Program sefa activities / offering
o) Shared economic
Infrastructure
Facilitate partnerships
with all spheres of
government as well as
the private sector to
ensure mutual co-
operation that will
benefit small
businesses and co-
operatives.
Implementation of the
Shared Economic
Infrastructure Facility
to enable strong
partnership agreements
with Provincial and
Local Governments.
sefa currently has 52 properties (industrial and
retail) in 5 provinces. Property portfolio is viewed
as a strategic asset in the context of government
policy of: Providing affordable infrastructure to
small businesses; Building Sustainable Small
Businesses; and Creating employment.
sefa will work with DSBD to ensure that these
assets are optimally applied to maximise the
appropriate support to SMMEs and co-operatives.
DSBD / sefa Corporate Plan Alignment
Vision, Mission and Values
To be the leading catalyst for the development of sustainable Small, Medium and Micro
Enterprises and Co-operative Enterprises through the provision of finance
Our mission is to provide simple access to finance in an efficient and sustainable manner to
SMMEs and Co-operative enterprises throughout South Africa by:
• providing loan and credit facilities to SMMEs and Co-operative enterprises;
• providing credit guarantees to SMMEs and Co-operative enterprises;
• creating strategic partnerships with a range of institutions for sustainable SMMEs and
Co-operative enterprises development and support;
• developing (through partnerships) innovative finance products, tools and channels to
speed up increased market participation in the provision of affordable finance.
• Kuya sheshwa!” - Speed and urgency
• Passion for development: Solution-driven attitude, commitment to serve
• Integrity: Dealing with clients and stakeholders in an honest and ethical manner
• Transparency: Ensuring compliance with best practice on the dissemination and
sharing of information with all stakeholders
• Innovation: Continuously looking at new and better ways to serve our clients
VIS
ION
M
ISS
ION
V
AL
UE
S
20
Five Principles Underpinning sefa’s Operations & Strategy
• Market Failure: sefa’s activities are geared towards correcting market failure and crowding-in the private sector. The
organisation plays in high risk spaces where the private sector would normally never look at, and thereby increase the
probability of venture capital, Angel finance, and most importantly start-up finance. The size of SMMEs, and amount of
funding they require, are the major key impediments of access to funding to small businesses since smaller loans are
expensive to administer.
• Catalytic or unlocking latent potential: sefa strives to be a leading catalyst for the development of sustainable
micro, small, and medium sized and co-operative enterprises through the provision of finance; targeted capacity
building and business support to enhance viability and growth of SMMEs and co-operatives. sefa will unlock SMME
and co-operatives opportunities emanating from preferential procurement, localisation, black industrialist programme,
B-BBEE, enterprise and supplier development programmes.
• Transformative: The strategy will also be one of the transformation tools that seeks to redress the SMME and co-
operatives funding gaps for R50 000 to R5 000 000 accentuated by the inability to accumulate savings and assets
required by commercial lenders.
• Partnership: Cooperation, Coordination and Collaboration: sefa forms strategic partnerships and consolidates
existing ones so that both government and the private sector take responsibility for addressing the challenges faced in
enterprise development. It is envisaged that the DSBD will play a major role in facilitating collaborated effort for small
business & co-operatives development and financing between sefa, seda, public sector, private sector and
international organisations.
• Focus on the SMMEs and co-operatives: sefa will ensure that SMMEs and co-operatives across the spectrum are
able to access finance since the private sector focuses on the high-end of the market. sefa will endeavour to make its
funds available especially to the SMMEs and co-operatives that requires smaller loans that are administratively
expensive to the private sector. 21
sefa’s Target Groups
Targeted Groups
women,
black people,
youth,
people in rural
communities and
townships
people living with
disabilities.
services (including retail, wholesale, IT and
tourism);
manufacturing (including agro-processing);
agriculture (specifically land reform beneficiaries
and micro-farming activities);
construction (small construction
contractors);
Mining (specifically small miners);
green industries (renewable energy, waste
and recycling management).
sefa
fun
ds in
the
follo
win
g s
ec
tors
Lending policy is informed by government’s economic policy - NGP, IPAP, NDP
22
We fund enterprises that…
• are owned by South African citizens and permanent residents
• are legally registered with fixed physical address
• are within the required contractual capacity
• Operate in South Africa
• have a written proposal or business plan that meets the requirements of sefa’s loan
application criteria
• demonstrate the character and ability to repay the loan
• have provided personal and/or credit references (if available)
• have the majority shareholder as the owner manager of the business
• where available, can provide relevant securities/ collateral
• have a valid tax clearance certificate
23
• High appetite for risk in exchange for high developmental impact
• Provision of capital and/or interest moratorium (Payment Holiday) up to 12 Months
• Financing SMMEs including start up businesses that are often perceived as high risk
• Addressing the financing gap for loans below R500k
• Provision of pre and post loan business support
• Provision of funding to entrepreneurs with adverse credit records provided they can demonstrate active remedy of their indebtedness
• Lending not solely based on security backing – long term sustainability potential
• Specific focus on youth owned businesses
24
What makes sefa different?
sefa’s distribution model
R50k to R5m Up to R5m R500 to R5m
sefa
DIRECT
LENDING
sefa
WHOLESALE
LENDING
sefa Funding
Model
SMMEs can access sefa funding solutions through any of the above channels
CREDIT
GUARANTEE
SCHEMES
Finance
Intermediaries: (CFIs,
MFIs, Joint Ventures
& Funds, Retail
Finance
Intermediaries)
Registered
financial
institutions
sefa regional
offices and seda
co-locations
25
Portfolio of Products
DIRECT LENDING
SECTOR-SPECIFIC
FINANCING
PRODUCTS MICRO-FINANCE
CO-OPERATIVE
FINANCIAL
INSTITUTIONS (CFIs)
CREDIT
GUARANTEE
SCHEME
• Working Capital
Facilities
• Asset Finance
• Term Loans
• Revolving Loans
• Bridging Loans
• Short-term Trade
Finance
• Land Reform -
Land Reform
Empowerment
Facility for
emerging black
farmers.
• Tourism: iKwezi
Tourism Facility
(sefa /Tourism
Enterprise
Partnership (TEP))
• Sugar Farming:
sefa/ Hulett Sugar
(THS) Facility
• Mining: sefa
Anglo-American
Mining Fund
• Youth:
sefa/Awethu Youth
Fund
• sefa has
partnered with 11
active MFIs
nationally
• sefa has partnered
with 10 CFIs
across the country
• Designed to
indemnify
commercial banks
and suppliers who
extend credit to
SMME.
• Supplier Credit
Guarantee
programme is in
its pilot phase.
• funding from R50k
up to R5 million • small scale
finance – between
R500 and R50k.
• facilities from R500
up to R50k
26
S
S
S
S
S S S S
S
S
S
S
S
S
S
S
S
S
S
– 10 sefa Main Offices
– 4 Strategic Partnerships
– 8 Specialised Funds/Joint Ventures
– 7 sefa colocations
– 10 Co-operative Financial Institutions
– 6 Retail Financial Intermediaries
– 11 Active Microfinance Intermediaries
S – 37 proposed new access points
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
Footprint – Locations
28
Main Offices Co-location S CFI MFI RFI SP JV
1 Bloemfontein George Alfred Nzo Apel Observatory, WC Bellville Midrand, JHB Braamfontein, JHB
2 Braamfontein Saldanha Amajuba Bellville Cape Town, CBD Bloemfontein Rosebank, JHB Illovo, JHB
3 Cape Town Tshwane Amatole Cape Town Port Elizabeth Durbanville, WC Springs Johannesburg, CBD
4 Centurion – H/O Ekurhuleni Cape Winelands Durban Pietermaritzburg Midrand, JHB Tongaat Johannesburg, CBD
5 Durban Soweto Central Karoo Gauteng Phoenix, Durban Newlands, WC Malelane
6 East London Mthatha Chris Hani Limpopo Phuthaditjhaba Stellenbosch Midrand
7 Kimberley Port Elizabeth Dr Kenneth Kaunda Limpopo Whiteriver, MP Rivonia, JHB
8 Nelspruit Dr Ruth Segomotsi Mompati Limpopo Mamelodi, Tshwane Westville, Durban
9 Polokwane Fezile Dabi Limpopo Sunninghill, JHB
10 Rustenburg Gert Sibande North West Chislenhurston, Sandton
11 Greater Sekhukhune North West Klerksdorp
12 iLembe Elim
13 John Taolo Gaetsewe Malamulele
14 Lejweleputswa Tzaneen
15 Mopani Polokwane
16 Namakwa Mokopane
17 Ngaka Modiri Molema
18 Nkangala
19 Overberg
20 Pixley ka Seme
21 Sedibeng
22 Sisonke
23 Siyanda
24 Thabo Mofutsanyane
25 Ugu
26 Joe Gqabi
27 Umgungundlovu
28 Umkhanyakude
29 Umzinyathi
30 Uthukela
31 Uthungulu
32 Vhembe
33 Waterberg
34 West Coast
35 West Rand
36 Xhariep
37 Zululand
38
S
Footprint Building Mechanisms
• sefa strives to be accessible on a district/metropolitan municipal level
• Target: 37 new access points
− Phase 1 - access points to be concluded by March 2016: 30 new access points
− Phase 2 - access points to be concluded by September 2016: 7 access points
• sefa will enhance existing networks and partnerships with organisations including co-
locations with IDC, seda and other institutions such as Municipalities, Local Economic
Development Agencies, Provincial DFIs and Business Chambers.
• sefa has a relationship with seda and trained 34 seda branch offices to assist
entrepreneurs with sefa applications and also to receive such applications on behalf of
sefa.
• Different type of access points will be matched to different specific types of districts and
Metropolis as well as Presidential Poverty Nodes
29
2011/12 2012/13 2013/14 2014/15
ex-Khula
and
ex- samaf sefa sefa
sefa
(unaudited)
Approvals R211 million R440 million R1 065 million R987 million
Disbursements R143 million R198 million R549 million
R664 million
Since its establishment sefa’s loan book growth has
outperformed the combined loan books of its predecessor
institutions.
Loan Book Performance
30
2015/16 Strategic Thrust
31
1. Increase access to finance
for small businesses and co-
operative enterprises
2. Strengthening Human
Resource capacity
3. Marketing of the sefa
products and services
4. Consolidating the Post
Investment and Monitoring
Support
2015/16 Strategic Thrust 1 – Increase access to finance for small businesses and co-operatives
• Enhance and strengthen partnerships with seda, chamber of commerce and
sector specific institutions
• Strengthen the due-diligence capacity
• Streamline the loan management processes through increased use of online
and workflow technology
− Improve the turnaround times
• Implement effective business support services
• Implement effective customer resolutions processes
• Implement loan programmes for targeted groups
• Grow the micro-enterprise loan book through innovative products (supplier
credit, partnerships with community organisations, etc.).
32
2015/16 Strategic Thrust 2 - Strengthening Human Resource capacity
• Building the capacity of staff to increase productivity and improved
customer centricity/ satisfaction
• Re-skill and re-deploy identified personnel that is mismatched in their
current role profiles/ jobs
• Build and strengthen sefa institutional culture
• Leadership development to ensure a values driven organisation
• Increasing staff engagement and effective communication
• Review and redesign a comprehensive orientation programme; and
• Implementation of employee relations programme to harmonise and
improve the working relationship and organisational discipline.
33
2015/16 Strategic Thrust 3 - Marketing of the sefa products and services
• Implement a strategic outreach and marketing programme with
Stakeholder/ Partner organisations
• Implement a customer relationship management strategy that
encompasses the different client touch points
• Design and implement a stakeholder relationship strategy and
programme
• Implementation of an evaluation tool to measure the
effectiveness of the marketing and outreach campaigns
34
Create awareness about the sefa products and services
− Outdoor Marketing: 44 billboards evenly distributed/located in strategic priority
areas initially in the 4 provinces of Gauteng, EC, Limpopo and KZN
− Print: Advertorials:
Flight magazines such as Indwe, Khuluma;
Local community newspapers (Weslander, George Herald, Polokwane Express,
etc)
− Radio Interviews/ adverts: Vernacular radio stations (Motsweding FM, North-
West FM, etc)
− Outreach events:
Roadshows
Exhibitions
Trade shows
35
2015/16 Strategic Thrust 3 - Marketing of the sefa products and services (cont’d)
2015/16 Strategic Thrust 4- Consolidating the Post Investment and Monitoring Support
• Centralise the post investment monitoring function
• Strengthen the collections capability through the introduction of a
Debit Order facility and increase collections capacity
• Strengthen and expand the Investment Monitoring Committee to
encompass both the Direct and Wholesale loan programmes
• Expand the post investment business support services.
36
Co-operative Enterprise Strategy
• Leverage public and private sector partnerships and resources for the
establishment and growth of co-operative enterprises
− To promote partnership with state agencies, government departments,
municipalities and private sector
− To provide access to finance and services to CFIs and co-operative
enterprises
− To ensure sustainability and growth of sefa funded co-operatives
• Products and Services
− Wholesale business loans to CFI to on-lend to small businesses
− Institutional Strengthening support/ Capacity Building grants
− Direct business loans to co-operative enterprises.
37
Growing the Co-operative Loan Book
Support to Co-operative Financial Institutions (on-lending to small businesses)
Institution Amount Description Province
Mathabatha Financial Co-
operative
R150,000 Owned by 2844 members with
total assets of R2.3 million.
Limpopo
Kwa-Machi Financial Co-
operative
R150,000
Owned by 590 members with
total assets of R1.9 million.
KZN
Ditsobotla Co-operative Bank
R1,4m
Owned by 1257 members with
total assets of R9,3 million.
Northwest
Partnership-CBDA
Project sefa
contribution
Partner
Banking platform project R10 million Technology platform for CFIs
that will enable better
management of the
organisational resources,
accountability and access for
end users to the commercial
banking platform.
CBDA
38
Growing the Co-operative Loan Book (cont.)
Support to Co-operative Enterprises
PROJECT AMOUNT DESCRIPTION PROVINCE
Retail Cluster
(Bulk buying)
R10 million Centralised distribution centre that bulk
buys and distributes to local township &
rural enterprises.
Limpopo
Feeding
scheme
R30 million Financing to co-operative feeding schemes
who received contracts with Department of
Education. The project will be piloted in
Gauteng and KZN.
KZN/Gauteng
Tshepo 10 000
Youth
R30 million Support to youth owned co-operatives that
received short term contracts from the City
of Tshwane
Gauteng
Pipelines
Energy
Renewable
R30 million A partnership with the dti to finance co-
operative beneficiaries to produce energy
through biomass and agriculturist
Northern Cape
Egg Production R30 million The project has secured an off-take
agreement with Top-play to distribute eggs
to different retailers
Eastern Cape
TOTAL R130 million
39
DSBD Strategic Objective 1:
To facilitate the development and growth of small businesses and co-operatives to contribute to
inclusive and shared economic growth and job creation through public and private sector procurement DSBD Performance Indicator/ Measure
sefa Key Performance Indicators/Measures
(approvals)
sefa 2015/16
sefa 2016/2017
sefa 2017/18
sefa 2015 - 2018
• Increased number of SMMEs and Co-operatives accessing public and private sector procurement opportunities
• An increase in the provision of adequate skills and infrastructure support to informal businesses
• Direct Lending Number Value
• Wholesale Lending Number Value
• Co-operative enterprises Number Value
• Survivalist and Micro
enterprises financed Number Value • Credit Guarantee Number Value TOTAL (excl. Credit Guarantees) Number Value
628
R540.6m
3 176 R355.0m
194 R97.0m
37 800 R97.0m
156 R177.5m
41 954 R1 267.1m
774
R627.5m
3 498 R400.0m
221 R110.5m
39 000 R110.5m
176 R196.5m
43 669 R1 445.0m
928
R677.7m
3 862 R472.0m
261 R130.5m
41 000 R130.5m
208 R216.1m
46 259 R1 626.8m
2 330
R1 845.8m
10 536 R1 227.0m
676 R338.0m
117 800 R338.0m
540 R590.10m
131 882 R4 338.9m
• Productive industrial sector target: 40% in 2015/16 and 60% thereafter • Majority of sefa direct lending is targeted towards public and private sector procurement
Alignment of sefa to DSBD’s objectives
DSBD Strategic Objective 2
To facilitate radical economic transformation through increased participation of small businesses and
cooperatives in the mainstream economy DSBD Performance Indicator/ Measure
sefa Key Performance Indicators/Measures
sefa
2015/2016
sefa
2016/2017
sefa 2017/2018
Total sefa 2015 - 2018
Increased participation of SMMEs and Co-operatives in the mainstream of the economy
Overall disbursements by intermediaries to end users and through direct lending Targeted Groups:
Youth
Priority rural provinces
Women owned
Black owned
Less than R500k
People living with disabilities
R 885,4m
R 265.6m
R398.4m
R398.4m
R619.7m
R177.0m
R17.7m
R1 039.4m
R311.8m
R467.7m
R467.7m
R727.5m
R207.8
R20.7m
R 1 158.4m
R347.5m
R521.2m
R521.2m
R810.8m
R231.6m
R23.1m
R3 083.2m
R924.9m
R1 387.3m
R1 387.3m
R2 158.0m
R616.4m
R61.5m
Alignment of sefa to DSBD’s objectives (cont’d)
DSBD Strategic Objective 4: Facilitate partnerships with all spheres of government as well as the private sector to ensure mutual cooperation that will benefit small businesses and co-operatives DSBD Performance Indicator/ Measure
sefa Key Performance areas
Forging sustainable partnerships with the private sector to benefit SMMEs and Co-operatives Accelerated Partnership Agreements with Provincial and Local Government
• sefa has a relationship with our sister agency, seda and trained 34 seda branch offices to assist
entrepreneurs with sefa applications and also to receive such applications.
• sefa will enhance existing networks and partnerships with organisations including co-location with IDC,
seda and other institutions such as Municipalities, Local Economic Development Agencies, Provincial DFIs
(GEP, MEGA, ECDC, NWDC) and Business Chambers.
• Other public & private partnerships include Business Chambers and Associations at National & Local Level
such as SACCI & Black Business Council, South African Institute of Chartered Accountants, Institute of
Business Advisors, Franchising Association of South Africa, CBDA, TUSK, NDA, NYDA, Masisizane (Old
Mutual), Transnet, PRASA, Anglo Zimele, Tourism-TEP, Aluminium Beneficiation Initiative with Hulamin &
BHP-Billiton.
• sefa has partnered with the International Labour Organisation (ILO) with a view to fund micro enterprises &
co-operatives in rural and peri-urban areas benefiting from ILO entrepreneurial training programmes.
• The envisaged partnership with the Unemployment Insurance Fund, Department of Labour, will extend
sefa financing and support to rural and peri-urban areas.
• Partnerships and collaboration with government departments such as Rural Development & Land Reform &
Military Veterans. Also provide funding to SMMEs and Co-operatives awarded contracts by the public
sector including departments of Basic Education & Human Settlements, ESKOM, IDZs and municipalities.
Alignment of sefa to DSBD’s objectives (cont’d)
Approvals and Disbursements over 5 years
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Total
R'000 m R'000 m R'000 m R'000 m R'000 m R'000 m R'000 m
Direct Lending 485.000 540.600 627.500 677.700 731.900 790.500 3 368.200
Wholesale SMMEs Lending 283.000 355.000 400.000 472.000 596.400 624.000 2 447.400
Credit Guarantees 50.000 177.500 196.500 216.100 237.700 261.500 1 089.300
Co-operatives 6.400 97.000 110.500 130.500 154.000 172.500 664.500
Wholesale micro enterprise finance 153.000 97.000 110.500 130.500 154.000 172.500 664.500
Total 977.400 1 267.100 1 445.000 1 626.800 1 874.000 2 021.000 8 233.900
Disbursements
Disbursements to SMMEs via all Product
Channels 800.000 885.400 1 039.400 1 158.400 1 293.800 1 418.300 5 795 300.000
Approvals
43
SMMEs/ Co-operatives Financed and Jobs Created/ Maintained over 5 years
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
SMMEs financed 37 758 41 798 44 183 46 726 49 465 52 319
Jobs created 57 255 67 912 72 572 77 780 83 058 89 121
0
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
90 000
100 000
SMMEs financed Jobs created
44
Financial Overview
• 28% increase in revenue from 2015 to 2016
• Staff costs
− an annual salary adjustment
− proposed head count increase of 16% which is centered
around the core business strategy to increase the loan book
by 52%.
• Cost containment in line with instructions from National Treasury
Instructions
• Management of sefa impairments and bad debts.
• Increased organizational efficiencies and streamlining of internal
processes
45
Statement of Comprehensive Income
2020 2019 2018 2017 2016 2015 Forecast
R'000 R'000 R'000 R'000 R'000 R'000
Revenue 420,493 351,776 303,595 254,875 204,112 159,516
Expenses (701,641) (644,039) (635,763) (631,771) (562,787) (454,058)
Personnel expenses (252,102) (235,939) (220,660) (207,012) (166,937) (119,575)
Investment property expenses - - (24,117) (43,870) (57,419) (66,945) Movement on impairments
provisions, bad debt provisions (281,909) (246,193) (236,094) (233,218) (240,924) (199,291)
Grants paid to Khula Institutional Support (47,000) (45,000) (42,000) (40,000) - -
Other operating expenses (120,630) (116,907) (112,892) (107,671) (97,507) (68,247)
Profit/(loss) before grant income (281,148) (292,263) (332,168) (376,896) (358,675) (294,542)
Grant income - - - - 706 113
Profit/(loss) before tax (281,148) (292,263) (332,168) (376,896) (357,969) (294,429)
Income tax expense - - - - - -
Profit/(loss) after tax (281,148) (292,263) (332,168) (376,896) (357,969) (294,429)
Grants capitalised to shareholder's loan 310,986 293,756 277,483 264,124 406,397 257,604
*Surplus/(deficit) after subsidies 29,838 1,493 (54,685) (112,772) 48,428 (36,825)
46
Statements of Financial Position
2020 2019 2018 2017 2016 2015 Forecast
TOTAL ASSETS R'000 R'000 R'000 R'000 R'000 R'000
Non-current assets 3,247,180 2,671,328 2,155,381 1,801,770 1,451,246 1,131,443
Other 441,293 422,311 403,524 486,070 494,297 501,770
Loans and advances 2,805,887 2,249,017 1,751,857 1,315,700 956,949 629,673
Current Assets 279,213 236,125 98,629 131,892 258,844 407,678
Trade and other receivables 32,766 31,602 30,144 31,341 30,447 16,238
Other - - - - - 11,200
Cash and cash equivalents 246,447 204,523 68,485 100,551 228,397 380,240
3,526,393 2,907,453 2,254,010 1,933,662 1,710,090 1,539,121
EQUITY AND LIABILITIES
Equity attributable to
owners of the parent 2,254,662 2,224,825 2,133,630 1,822,018 1,615,789 1,421,362
Non-current liabilities 13,274 11,995 10,675 9,332 8,318 5,612
Current liabilities 1,258,457 670,633 109,705 102,312 85,983 112,147
3,526,393 2,907,453 2,254,010 1,933,662 1,710,090 1,539,121
47
Revenue Mix
Interest from lending operations remains the main drivers of growth of Revenue
-50000
0
50000
100000
150000
200000
250000
300000
350000
400000
450000
2020Budget
2019Budget
2018Budget
2017Budget
2016Budget
2015Forecast
2014 Actual
Indemnity fees Interest from lending operations
Investment property rental income Other income
Investment income Net fair value gain/(loss) on financial assets
48
Interest earned by portfolio over 3 years
Direct Lending steady increase is in line with sefa strategy
0
20 000
40 000
60 000
80 000
100 000
120 000
140 000
160 000
2016 2015 2014
24 % 24%
35%
9%
10%
20%
67%
65%
44%
0%
1%
1%
SME Wholesale portfolio Micro Wholesale SME Direct Lending ISA and NBF
49
Funding Mix (Including Govt Grant) - 2015/16
Indemnity fees 1%
Interest from lending
operations 23%
Investment property rental
income 4%
Other income 4%
Investment income
2%
Net fair value gain/(loss) on
financial assets -2%
Grants capitalised to shareholder's
loan 64%
Indemnity fees Interest from lending operations
Investment property rental income Other income
Investment income Net fair value gain/(loss) on financial assets
Grants capitalised to shareholder's loan50
2020 2019 2018 2017 2016
Year on year growth in revenue 20% 16% 19% 25% 28%
Year on year growth in expenses 9% 1% 1% 12% 24%
Cost: income (excluding grant) 100% 113% 132% 156% 158%
Cost: income (including grant) 57% 62% 69% 77% 53%
Growth in interest and admin fees
generated from loans % 22% 22% 23% 30% 76%
Key Ratios over 5 years
51
Risk Management Model
sefa adopted an integrated risk management strategy, based on international best practice, to
ensure that the achievement of its stated objectives.
52
sefa’s Risk Universe
53
Property Portfolio
• sefa has inherited the property portfolio from its predecessor institutions. The parks are meant to incubate small
micro and medium sized enterprises including co-operatives by making available access of affordable and subsidised
infrastructure to enterprises thus creating jobs and contributing to economic development.
• sefa property portfolio
− currently has 52 properties in 5 provinces: Gauteng; Kwa-Zulu Natal; Western Cape; Eastern Cape & Free State
− split into 30 industrial & 22 retail commercial properties
− valued at R184 million as at 31 March 2014.
• sefa has provided support via provision of affordable infrastructure and its developmental impact of the property
portfolio is:
− Portfolio - total of 948 tenants/businesses
− black owned businesses – 95%
− women owned businesses – 35%
− no of jobs created – 3792 (average of 4 jobs per tenant/business)
− Type of business activities: - furniture manufacturing, upholstery and cabinets making; dress making, clothing design,
curtain & dress making; printing; dry cleaning depot; welding works; footwear manufacturing; Retail; Shoe & Leather
Bags Repairs; Butchery; Dry Cleaners; Motor repairs; Engine rebuilding and others.
54
Property Portfolio (cont’d.)
• sefa’s property portfolio is viewed as a strategic asset in the context of government policy of:
− Providing affordable infrastructure to small businesses
− Building Sustainable Small Businesses
− Creating employment
55
Property Portfolio (cont’d.)
• Challenges
− Non-payment of rentals had a detrimental effect on sefa’s ability to maintain the
properties
sefa has had a low collection rates for rentals ranging from 1% in some areas in Gauteng to 70%,
in other areas, with the average collection rate at a low 35%.
Total arrears = R68 million as at 31 December 2014
− High cost of refurbishment resulting from the age of the properties
− Deterioration of physical state and condition of the properties
− Interpretation of historical agreements between the dti and tenants associations
Organised tenants (such GAPIPA and OWIPA) in reaction to historical agreements between the
dti and tenants resulting in high levels of arrears.
− Tenants struggling from a financial perspective (low profitability)
− High reliance on expensive external property managing services
− Lack of dedicated in-house resources
56
Property Portfolio (cont’d.)
• sefa’s approach
− Strengthen collection of rentals
− In-house property management
Sefa is considering In-house management and acquisition of specialised property management skills of these
industrial parks.
− Engaging with DSBD to align the strategy on properties with the DSBD’s strategic priority
− Perform urgent repairs and maintenance on identified priority areas
− Sale and transfer of ownership of some properties
sefa has a strategy to sell off some properties that will facilitate transfer to existing long-term
tenants
In order to satisfy the dti historical agreement with GAPIPA, sefa is in negotiations with GAPIPA
in this regard
An Instalment Sale Agreement (ISA) financing model was developed to provide an affordable
instrument of empowering tenants who could not afford to raise finance to acquire business
premises
57
Overview of sefa Challenges
• High levels of impairments
• Repayment of public contract-based finance – cessions from public
entities
• Low levels of funding to enterprises owned by people with
disabilities
• Full optimisation of the Khula Credit Guarantee Scheme
• sefa property portfolio (rental arrears)
• Pricing to end-users
• sefa recapitalisation for growth
• Internal capacity development
58
Case Studies
59
NBZ Ambulance Services
• After working as a paramedic for the Usher Memorial Hospital in Kokstad for 9 years, Nomfanelo realised the need for a private ambulance services for the Mount Free community.
• Nomfanelo’s dream was to assist the community as it took about two and half hours for government ambulances to respond to emergency calls all the way from Kokstad.
• One day, whilst mulling over this she turned her radio on and heard sefa being interviewed, where it announced that it will visit Bizana on a roadshow to talk to existing and aspiring entrepreneurs about availability of funding for small businesses.
• The following day she drove to the roadshow event and made a thereafter made formal application for funding.
• The rest is history as sefa granted her an asset finance loan of R350 000 to acquire her own ambulance
• To date, 6 jobs have been created
60
Financial Services Co-operative
• Kwa-Zulu Ladies is a Financial Services Co-operative based in Kwa-Zulu Natal funded by sefa to the value of R1 757 078 of which R1 198 052 was meant for on-lending and the remaining R559 026 was for capacity building. The total funds has been disbursed to the cooperative.
• The co-operative provides loans and saving services to its members. K Ladies has offered different types of loans which include enterprise/business loans to its members.
• The aim of the business loans is to contribute towards job creation .
• Nyonende Farm is one of the projects that K. Ladies has funded. The business is located in Pietermaritzburg and is involved in hatchery activities. The business was issued with a loan of R16,000 to buy stock (eggs to produce chicks which are sold to farmers).
• The owners are the first black farmers in Pietermaritzburg to own hatchery and have been trained to run the hatchery. The co-operative plans to sell chickens to their clients and deliver them to supermarkets, prisons and hospitals. The business has 8 employees.
61
Non-Financial Co-operatives
GROCAT-MANUFACTURING CO-OPERATIVES
• Grocat Commodities, a subsidiary of Afgri, entered into a partnership with sefa to mobilise young people and form manufacturing co-operatives to produce briquettes to be used for cooking and heating purposes. The briquettes are produced from coal duff and biomass.
• A total facility of R14, 016,000 was approved by sefa towards to the establishment of 24 manufacturing youth co-operatives. sefa contributes R11, 616,000 whilst Grocat contributes R2, 400,000.
• Each co-operative qualifies for total funding of R584, 000, out of that R384, 000 is meant for business loan to buy machinery and equipment, and site establishment; while R100, 000 sefa grant is for business support and R100, 000 interest free loan is from Grocat.
• Two co-operatives have been established under the facility to date (at Kagiso and Garankua).
62
Enterprise Lending
FHATU CHICKENS
• Fhatu Chickens is a female owned close corporation, which started its operation in 2006. It is a broiler chicken farming operation operating on a farm in Doornspruit at Makhado.
• In June 2012 the business was offered a contract to supply eggs to Pick n’ Pay and Boxer Stores in the Limpopo province. This was an opportunity of a life time to any egg producer with the backup from Highveld Egg Co-operation Ltd, but the contract lapsed as they could not raise funds and start their own production.
• In February 2014 the client approached sefa for a R3 million loan to expand its egg production operation of the business. The funding was for the purchase of 20 000 chickens’ layers and provision of working capital. The loan was disbursed in April 2014.
The project created 13 permanent jobs
63
Enterprise Lending
Green Home Products (Pty) Ltd
• Green Home Products (Pty) Ltd is an established operation which came into being 8 years ago, in March 2007. It wholesales and retails pure biodegradable products focussing on the take away market. Some of the products that they sell are:
• Wooden spoon products made out of bamboo.
• Bagasse which is a fibrous matter that remains after sugarcane or sorghum stalks are crushed to extract their juice. The packaging of this product is fully biodegradable and compostable after use.
• The company is owned and managed by Catherine Morris. She is passionate about the environment and its survival, hence the field of biodegradable packaging. Mrs Morris hold 92% of the shareholding in this business.
• Green Home Products (Pty) Ltd approached sefa for a loan of R1m in order to expand their business by acquiring more products in order to meet the market demand.
• At the time of applying for the loan the client already employed 12 people. With sefa’s funding the client was able to increase her complement by 3 to 15 staff members.
• sefa started to disburse at the end of December 2014 and the business performance in relation to expectation has been achieved to date. The client is also adhering to her payment arrangements.
64
Agriculture – Land Reform Empowerment Fund (LREF)
ROBELA FARMING ENTERPRISES
• Robela Farm Enterprises is owned by Antoinette Robela. The farm is located in Brits, North West province and farms with vegetables such as tomatoes, cabbage, cucumber, lettuce and spinach under tunnels. The farm was financially assisted through the LREF, by sefa strategic partner, Capital Harvest Emerging Farmer Finance with a loan of R600, 000
• According to Capital Harvest, the biggest challenge of Robela farm is farming scale which is not sufficient to farm on a profitable basis. Therefore, as part of financial assistance, Capital Harvest allocated the majority of the farm enterprise development expenditure by purchasing a Ford Ranger 2.2 Tdci valued at R230, 000 for the Robela Farm Trust which, from Capital Harvest perspective, is an absolute necessity to be able to farm the property properly.
• Capital Harvest indicated that once they have completed the first season with the client(Robela) and the farm shows potential, they (Capital Harvest) will provide further loan funding to enable the addition of other
tunnels to scale up the production of tomatoes and cucumber
• The project has created 26 permanent jobs
65
Support to Youth Enterprise
sefa/Awethu Youth Fund
• Entrepreneur: Themba Khumalo (aged 23)
• Investment Approved: R3.825 million
• Investment Disbursed: R2.7 million (to date)
• Description: Using a decentralized production model and recycled materials from industrial applications, GroBlock produces concrete bricks that are not only environmentally friendly but also price competitive. GroBlock partners with large wholesalers of building and construction materials, co-locating in their yards, decreasing transport costs and improving time-to-market.
• Operational Highlights: Since commencing operations in April 2014, the GroBlock team has:
− piloted the first plant in the yard of a major building materials supplier in Vosloorus, reaching production of 5000 units / day;
− Managed to achieve target unit cost in the second week of production;
− Secured both waste inputs from the foundry and boiler industries for use in the production of bricks, further lowering unit cost per brick;
− Adopted time in motion studies to maximize efficiencies at the pilot plant, thereby increasing the productive capacity;
− Raised R440 000 of third-party capital (an ED Grant from General Electric SA) to commission a second machine to increase capacity in order to meet key client demand; and
− Implemented a comprehensive business performance tracking system whereby budget, targets, actual production and actual costs are tracked on a daily basis by Themba.
• Employees: 10 currently (including Themba), planned to be 12 when the second machine comes fully online (by first quarter of 2015).
• Growth Prospects: GroBlock aims to be operating 4 plants by the end of 2016.
66
Meqheleng Waste Management (Pty) Ltd
• Meqheleng Waste Management (MWM) is a Ficksburg-based black-woman owned company.
• Obtained working capital facility of R493 000 from sefa in order to deliver on contracts awarded by Nampak and Consol to supply waste papers and bottles for recycling.
• Employed10 local youth.
• Business is owner-managed by Ms Caroline Kgomo.
• Ms Kgomo was one of the participants in the Entrepreneurship Challenge Competition hosted by the International Labor Organization (ILO) in 2014.
67
Aluminium Beneficiation Facility
• The R100 million Aluminium Beneficiation Facility was established by sefa in collaboration with
the Aluminium Beneficiation Initiative (“ABI”), a Hulamin and BHP Billiton initiative;
• The initiative aims to identify and support 100 entrepreneurs in the aluminium fabrication sector
and guide them into sustainable businesses.
• The R80 million of the facility is targeted at financing South African entrepreneurs with innovative
ideas in aluminium fabrication.
• The R20 million contractors fund is aimed at financing Hulamin and BHP Billiton contractors to
meet their working capital and expansion needs.
• Hulamin and BHP Billiton committed to develop SMMEs by providing technical resources in
aluminium extrusion, business support through ABI.
68
Thank You
69
Annexure:
Historical Context
70
Key Policy Decisions in Facilitating
Access to Finance Pre-Merger
Key Policy Decisions in Facilitating Access to Finance Pre-Merger (cont.)
PERIOD STRATEGIC PROGRAMME INITIATIVE
1995 • White Paper on Small Business Development
• Wholesale Approach
o Tap on the existing financial infrastructure
o Bank Infrastructure – footprint, financial resources, and expertise
o NGO sector to service the micro enterprise sector (Donor Funded)
• State Resources were to enable the private sector to lend to SMME market
1996 - 2012 Khula Enterprise Finance Limited
• Facilitation of finance to SMMEs via financial intermediation (banks, MFIs, RFIs,
etc..)
• Guarantee Programme to enable the banking sector to lend to Small Business
• Establishment of Wholesale Programme – Joint Venture Funds, Lending to SMMEs
Retail Financial Intermediaries (RFIs) and Micro Finance Institutions (MFIs)
• Strategic focus was to build intermediaries that can be profitable and sustainable
2005 - 2012 South African Micro Finance Apex Fund (SAMAF)
• Expand micro enterprise finance to the economy
• Focus on institutional grants and capacity building
• Establishing MFIs and Financial Service Co-operatives
• Khula transferred MFI loan book to SAMAF
72
Key Policy Decisions in Facilitating Access to Finance Pre-Merger (cont.)
PERIOD STRATEGIC PROGRAMME INITIATIVE
2008 - 2010 Khula Direct
• Cabinet Decision (2008)
• National Treasury R55m pilot approval
o R50m on-lending facility
o R5m Capacity building programme
• Pilot Direct Lending programme implemented (2011) in Pretoria, Johannesburg and
East London
2010 New Growth Path (NGP)
• Identified enterprise development as a key priority, with the aim of promoting small
business and entrepreneurship
• Articulated need to support labour intensive sectors. These include the following
sectors:-
o Services (repairs, cleaning, tourism, small construction contractors);
o Manufacturing (including agro-processing);
o Agriculture (specifically land reform beneficiaries and micro-farming activities);
o Mining (specifically small miners);
o Commercial (retail and wholesale);
o Construction; and
o Green economy.
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Key Policy Decisions in Facilitating Access to Finance Pre-Merger (cont.)
PERIOD STRATEGIC PROGRAMME INITIATIVE
2012 Small Enterprise Finance Agency (sefa)
• Government resolved to streamline provision and access to finance for SMMEs
• The establishment of sefa was therefore conceived to radically increase the
provision and access to finance to SMME’s
• Cabinet Decision - Establishment of a new wholly owned subsidiary of the IDC
combining Khula, SAMAF and IDC’s small business activities
• Mandate of the Agency – IDC Act
o 3(d) to foster the development of small and medium enterprises and co-
operatives
o Schedule 2 company under the PFMA
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