SAWS, SANParks, iSimangaliso WPA & SANBI APPs 2024/25 (with Minister & Deputy Minister)

Meeting report

The Chairperson began by welcoming all those present in the meeting. She explained that the Committee would review the APPs of the ISPA, SANBI, SANParks, and SAWS.

Thereafter, she asked if any apologies were tabled.

Ms Tyhileka Madubela (Committee Secretary) noted an apology from Mr Jonas, who was said to be travelling.

The Chairperson then requested a mover to adopt the agenda.

Ms R Nalumango (ANC) moved for its adoption.

Ms N Makasi (ANC) seconded the mover.

The agenda was duly adopted.

The Chairperson noted the Minister and his deputy’s presence in the meeting and asked if they wanted to make any opening remarks.

Dr Dion George (Minister of the DFFE) thanked the Committee for inviting the department back for further engagements.

The Chairperson then handed over to SAWS for its presentation.

Briefing by SAWS

Mr Itani Phaduli (Deputy Chairperson of the SAWS Board) explained that the APP focused on the entity’s strategic matters, in line with its broader mandate.

The APP's priorities include timely and accurate warnings, alerts, advisories, research and innovation investment, infrastructure maintenance, and public awareness programmes.

Like many countries, South Africa faces many risks in the years ahead. These risks range from economic instability to social and environmental challenges. The country is particularly vulnerable to the impact of climate change, including increased droughts, flooding, and a rise in temperature, which will have significant economic, social, and environmental consequences.

The effect of global warming continues to bring about increased extreme weather events, with undesirable and devastating effects on, amongst others, food and water security.

He added that SAWS will continue to provide early warnings and climate information to vulnerable communities and economic sectors, allowing them to adapt to the effects of climate change.

He pointed out that insufficient funding for the entity’s long-term sustainability remains a challenge that SAWS is confronting head-on.

The effects of COVID-19 on the country’s fiscus continue to be felt, as budgetary constraints are felt across the public and private sectors. However, SAWS has gained a much-needed injection of capital investment that will be utilised for stabilising, upgrading and expanding its critical meteorological infrastructure – such as radars – and upgrades of its information and communications technology infrastructure, like high-performance computing. With the utilisation of this capital investment into critical infrastructure, SAWS will be able to regain its competitiveness and improve its effectiveness in discharging its mandate for the safety of lives and safeguarding of property against meteorological-related risks.

In 2023, SAWS’ risk reduction system warned of extreme weather events in KwaZulu-Natal (KZN) and the Western Cape (WC), which helped reduce the loss of life. He said that SAWS continues to provide life-saving weather and climate information for the country and its citizens, with impact-based weather information disseminated to even the most rural and vulnerable communities through various communication channels and stakeholders.

Dr Jonas Mphepya (Acting Chief Executive Officer of SAWS) and Mr Norman Mzizi (Chief Financial Officer of SAWS) took the Committee through the presentation.

Dr Mphepya told Members that the country's slow economic growth has affected SAWS’ ability to generate revenue. This has forced SAWS to rely heavily on the grant allocation it receives from the government to conduct its operations. To overcome this, SAWS developed a revenue turnaround strategy, which centres around commercialising some of its products and services.

The entity has set out four programmes in its APP: weather and climate services, research and innovation, infrastructure and information systems, and administration. The centre of its objectives is providing timely and accurate impact-based early warnings, alerts, and advisories to mitigate the impact of severe weather on communities.

To carry out this task, it will invest in its infrastructure, such as its weather radars and other information communications technology (ICT), to improve the accuracy of its data. In addition, it will implement sound corporate governance, hoping to generate additional revenue and build relationships with different stakeholders.

Mr Mzizi indicated that SAWS' total revenue is set to reduce from R754.7 million in 2023-2024 to R681.8 million this financial year, whilst expenditure is set to increase from R532 million to R554.9 million in the same period. Revenue is set to reduce even further in 2025-2026 to R596.7 million, and expenditure is predicted to fall to R523.8 million.

After the presentation, the Chairperson asked if Members preferred to pose questions once all the entities had presented.

Ms T Mchunu (ANC) suggested that the Committee allow all the entities to present, with the discussion to follow.

The Chairperson noted the suggestion and asked SANParks to make its presentation.

(See Presentation)

Briefing by SANParks

Ms Pam Yako (Chairperson of the SANParks Board) indicated that SANParks continues to implement its mandate as the country's primary conservation agency through its APP. This year, it has ensured alignment between its targets and the work outlined by the White Paper, which was approved last year.

SANParks has established four outcome goals with various targets. Tourism, which currently contributes 74% of its revenue, will continue to be the core of SANParks’ goal to grow its revenue base. She said the entity will need to improve its infrastructure to increase the number of domestic and international arrivals at its parks.

She added that SANParks’ estimated budget for the year is R3.8 billion, which will be safeguarded through efficient governance systems.

She asked that the Chief Executive Officer (CEO) begin the presentation from slide 13.

Ms Hapiloe Sello (CEO of SANParks) and Ms Pretty Makukule (Chief Financial Officer of SANParks) took the Committee through the presentation.

Ms Sello informed the Committee that the APP contains four outcome goals for this financial year: sustainable biodiversity and cultural heritage, improved diverse responsible tourism, sustainable socio-economic development programme, and a sustainable and transformed organisation.

Some of the key targets she outlined included the addition of 10 000 hectares (ha) of land to its national parks, the rehabilitation of 20 wetlands, the maintenance of the current 2600 rhino population, a 0.5% improvement in customer service index (CSI) on the previous year, the delivery of 750 animals to communities and individual emerging game farmers, and the completion of 6 social legacy projects.

Ms Makukule mentioned that total revenue is projected to be R3.773 billion for this financial year, with R940.7 million of that coming from grants and donations. This total amount represents an increase of 6% from the previous year. SANParks believes that all that revenue will be spent in this financial year, up 6% from the prior year. The bulk of the expenditure will go to human resources (47%) and operating costs (32%). Maintenance costs have increased by 10% this financial year due to the infrastructure maintenance backlog. However, this will partly be funded by the DFFE.

(See Presentation)

Briefing by ISPA

Inkosi Mabhudu Tembe (Chairperson of the ISPA Board) was pleased to announce that the ISPA achieved a clean audit in the 2023-2024 financial year and achieved all of its operational targets.

During the same year, the entity began implementing its commercialisation strategy, with the first phase currently underway. One of the key highlights of this strategy so far is that 32% of small capital projects were allocated to previously disadvantaged groups, which stood at 3% before the rollout. ISPA has since appointed a transitional advisor to implement large capital projects under commercialisation.

Currently, ISPA is implementing the recommendations of the panel of experts report on the spoil pile between the Umfolozi River and St Lucia estuary matter, with the community surrounding the area and farmers accepting the proposed action that needs to be taken. The latest meeting held on 17 May 2024 was positive, with community members welcoming the key milestones achieved in implementing the action plan, he announced. During the meeting, the community also received an update on the progress of the basic assessment report and the status of the specialist studies.

With the 30-day public process now complete, the entity is busy collecting comments to submit the final basic assessment report to the department by 15 July 2024. The purpose of the basic assessment report is to request environmental authorisation for the region in the Msunduzi/Umfolozi river canal to address the water shortages highlighted by farmers in the area. 

He thanked the department for providing funds to support ISPA’s implementation of the panel of experts’ report recommendations.

Mr Sibusiso Bukhosini (Chief Executive Officer of the IsiMangaliso Wetland Park Authority) took the Committee through the presentation.

The ISPA board sat with the department over a period of 3 days in September 2023 to discuss the development of the APP. Some of the output indicators contained in the are a rollover from the previous one.

Through the APP, the entity plans to implement its commercialisation strategy, which it believes will help it reduce its alliance on government grant funding, especially given the country's weak economic climate.

The APP has six programmes: corporate support, biodiversity conservation, tourism and marketing, socio-economic development, infrastructure, internal operations, and strategic projects. There are 26 output indicators in total within those programmes.

Some of the key targets he outlined included generating R27.5 million in revenue, 215 000 paid visitor entries, 500 social media posts, the employment of 200 Groen Sebenza interns, the expansion of the Wetland Park into Mozambique, and the take-over of the Ezemvelo KZN Wildlife-managed facility.

He told the Committee that total revenue is approved to be R327 million for this financial year, with internal park revenue set to increase to R28.5 million. Revenue was presumed to be R360 million originally, but this was revised downwards due to the R34 million budget cut to the expanded public works programme (EPW). The bulk of the revenue, 94%, is obtained from grant funding, 2% from park revenue, and the remaining 4% from other revenue sources.

R154.85 million will be set aside for projects and programs, R72.2 million for repairs, maintenance and security, and R53.25 for personnel costs.

(See Presentation)

Briefing by SANBI

Prof Edward Nesamvuni (Chairperson of the SANBI Board) mentioned that SANBI's long-term mission was to provide leadership in biodiversity research, policy advice, conservation, and human capital development and to promote the appreciation, sustainable use, and equitable sharing of the benefits of South Africa’s biodiversity.

To ensure a coordinated and cost-effective approach to implementing its legal mandate, SANBI, working with management, has approved several key strategies and policies with interrelated strategic outcomes, which are being implemented through a phased-in approach based on available resources. This includes, among others, the SANBI research strategy, the SANBI financial sustainability strategy, the SANBI digital transformation strategy, the National Zoological Gardens repositioning strategy, the Biodiversity Human Capital Development Strategy, the National Botanical Gardens Expansion Strategy, and the Infrastructure Maintenance and Development programme, which is aimed at improving the state of facilities of the institute for an enhanced world-class customer product offering.

He said the SANBI board plans to continue fulfilling its fiduciary and oversight responsibilities on all governance, strategic, planning, finance, policy, and performance matters in pursuit of SANBI’s vision.

SANBI’s footprint spans all the country's unique biomes. SANBI remains at the centre of the country’s effort to protect, conserve, and ensure the sustainable use of its unique biological assets. SANBI’s scientific programmes and biodiversity information are critical in ensuring evidence-based decision-making across sectors.

SANBI’s botanical and zoological gardens remain windows to biodiversity and play multiple roles in education, tourism, recreation, research, and conservation. Yet another international recognition of the Kirstenbosch Botanical Gardens as a world-class tourist attraction for nature enthusiasts demonstrates this.

Recently, through the International Convention on Biological Diversity, SANBI was selected to host the subregional technical and scientific cooperation centre for implementing the global biodiversity framework.

The cumulative expected long-term impact of the combined outcome of these different SANBI strategies and programmes aims to build an efficient, adequate, capacitated, responsive and financially sustainable institution with modernised systems that position SANBI to execute its legal conservation mandate and offer enhanced value for the rest of the society.

SANBI plans to continue working with a network of strategic partners and stakeholders in governance through its spheres, academic institutions—of which it has signed several memorandums of understanding (MOU) to enhance its human capital development—businesses, non-governmental organisations (NGO), civil society, local communities, international governments and organisations, and other funding institutions.

The entity will also contribute internationally to help the country fulfil its international obligations in fighting the effects of climate change, halting biodiversity loss, combating diversification, and reducing land degradation.

Mr Shonisani Munzhedzi (Chief Executive Officer of SANBI) and Ms Maphefo Sedite (Chief Financial Officer of SANBI) took the Committee through the presentation.

Mr Munzhedzi indicated that SANBI had four programmes in its APP: national botanical gardens and national zoological gardens, biodiversity science and policy advice, human capital development and transformation, and administration. SANBI aims to implement a transformation charter through these programmes to achieve a socio-culturally diverse workforce and financial sustainability, improve its ICT infrastructure for better business efficiency, and a clean audit.

SANBI’s work cuts across various government departments and agencies. For instance, it conducts forensic casework for rhinos and the identification of animal stock and wildlife species.

Ms Sedite informed the Committee that this financial year's total income is R1.095 billion, 70% of which will come from grant funding, while the remaining 30% from internal income generation.

(See Presentation)

After the final presentation, the Chairperson proposed that the Committee take a 5-minute comfort break.

Ms Nolumango supported the proposal.

The Committee adjourned for a 5-minute comfort break.

Once the meeting resumed, the Chairperson opened the floor for discussion.

Discussion

Ms Nalumango asked SAWS if it could make provisions to detect the erratic weather patterns seen in KZN and WC over the past 12 months, considering its lack of funds; if so, what provisions were made. She then asked whether it was doing enough to get the warning messages timeously to the communities to ensure that they take the correct safety measures, especially in the rural areas; what the reduction in budget cuts this financial year amounted to; and if the entity had a maintenance plan in place for its radar systems.

She then posed a series of questions to SANParks. First, she asked the entity to elaborate on its target for the number of wetlands to be rehabilitated in the previous financial year. Second, she asked what the target for the CSI rating in the previous financial year was. Third, she asked how many social legacy projects were identified.

She asked for clarity on what ISPA meant regarding the executive's interaction with the concerns raised around the service level agreements on the Ezemvelo KZN Wildlife tourism contracts.

Mr A De Blocq Van Scheltinga (DA) said all the entities had a critical role to play in the country’s efforts to tackle the twin crises of biodiversity loss and climate change. The fact that the Committee had set aside 6 hours in two days to engage with the department – other committees only met for 2 hours with their line departments – showed the level of work that will be needed to address the issues in the next five years.

He began by asking SAWS how many point sources it has geographically for its data on meteorological monitoring and air quality, whether these were geographically representative and sufficient, and whether an expansion of the data collection sites was needed to fulfil its mandate.

Then, he said SANParks had to do some benchmarking on its number so that Members could better understand the targets set out in the APP. Nonetheless, he asked what the benchmark achieved for the customer satisfaction index in 2023-2024 was, which would give a sense of whether the 0.5% increase was significant or not. Two, he asked how many of the 2600 rhinos were black, how many were white and what the benchmark was for 2023-2024 so that the Committee could understand how healthy the population was.

Referring to the statement on the extension of the IsiMangaliso Wetland Park expansion into Mozambique, he asked how this would contribute to the country’s 30/30 goals and its conservation estate. He also asked how this fitted into the Lubombo Transfrontier Conservation Area and whether this expansion would fall under that programme’s remit.

He noted that SANBI’s work cut across various departments on issues like water conservation, the habitat, and geological mapping done in mineral resources. He asked how healthy the relationships between the entity and the different departments and portfolios were. Second, he asked how involved SAPS had been in tackling the succulent poaching crisis, as some species had been poached nearly to extinction. Third, he asked how the recent developments of removing free access to botanical gardens had impacted the entity’s revenue and if it had any concerns about the effect this would have on its funding going forward.

Dr L Mananga (EFF) asked what strategies SAWS would be using to fulfil its mandate; how the R40 million reduction in this financial year would impact its programmes, its operations, the purchase of new radars, and the refurbishment of ageing infrastructure.

Thereafter, she asked SANParks why the target on the rhino horn data management system had not been included in the APP, despite the high levels of rhino poaching, and where the five other rhino strongholds, besides the Kruger National Park (KNP), were situated. She commended SANParks for being able to self-generate 74% of its revenue, and she felt that other entities should follow its example.

Earlier in the day, she received a phone call from one of the 200 youth participants in the Groen Sebenza Project, who asked whether the ISPA would renew their contracts.

She felt that it was unfair for the Committee to have the entities present their budget votes before it heard from the National Treasury (NT) and the President’s Opening of Parliament Speech.

Mr W Peach (DA) raised his concerns that many of the entities could not generate sufficient revenue to mitigate the effects of the budget cuts. He felt that some of the APPs presented were superficial and could have been unpacked further to address issues surrounding performance management and revenue creation.

His first question was addressed to SAWS, and he asked why the entity had not included the regulation maritime product, as the International Civil Aviation Organisation (ICAO) does, as a potential revenue stream. He thought it would be better for SAWS to expand the revenue streams at its disposal before it considered creating another financial institution.

Still on SAWS, he expressed his disappointment with the entity’s decision to reduce its targets for this financial year and called for it to show greater ambition. At the same time, he acknowledged that this may be due to the budget cuts implemented. Like Dr Mananga, he wished that the NT could have also appeared before the Committee.

Referring to SANParks, he believed that it would be of greater use to the department and Committee for the entity to provide a breakdown of the number of individuals, cooperatives and communities that have been allocated wildlife so that they could better understand who the communities were and how they had been assisted.

He then suggested that ISPA’s target of achieving 500 social media posts be changed to increasing the number of followers on social media. Doing so, he continued, would assist in setting targets on activity and interaction on social media platforms, which would go a long way in promoting the park and allowing it to be more financially sustainable.

He commended SANBI’s presentation for unpacking the various key performance indicators and explaining how they would influence its business case.

The Chairperson highlighted that she had three questions, 1 for SAWS and 2 for SANParks.

To SAWS, she asked which projects the R161 million capital injection is set to fund would be allocated funding and where the projects would be located.

Then, she asked SANParks how far it had gone to rebuild relations with the land reform communities around the KNP, how much of the targeted 10,000 ha of land to be added to the national parks would be obtained from private individuals and land reform communities, and what process would be put in place to ensure that the land allocated was fairly priced.

Dr Mphepya mentioned that SAWS’ early warning weather system is used to try to lessen the impact of damaging weather patterns in provinces like KZN and WC. Whenever it issues warnings, SAWS interacts with all disaster management centres (DMC), from the district to the national level. It also utilises different platforms to ensure that timely information reaches vulnerable communities.

From time to time, it conducts workshops or joint operation committee events where it works with the DMCs to help them understand how best to warn communities. This partnership can be seen in managing the disaster in the City of Cape Town, where the Premier, Parliament, and other bodies assisted SAWS in getting the warning messages across to the affected communities.

On the reduced targets for this financial year, he explained that the ones that were reduced (from 28 to 12) were related to human capital and did not refer to SAWS's core business. Those targets have remained in its operational plans, however.

Regarding whether SAWS has a maintenance plan in place, he confirmed that it did have an infrastructure plan that looks to ensure that all of its networks are maintained. SAWS has a large infrastructure network, which includes 11 radars, close to 1200 rain stations, and 200-odd automatic weather stations.

He admitted that SAWS's current budget was not enough to meet these needs. At present, SAWS requires a larger observing network and computing capabilities to increase its predictive capabilities.

He said the costs involved in deploying infrastructure in the oceans are very high, as seen in other countries where the weather authorities are 100% fully funded. Presently, SAWS does not have its own observing network in the country’s oceans and relies on donations from other countries.

On the quality of SAWS air monitoring stations, he stated that the entity had 15 stations, most of which are in priority areas like the highveld, Bojanala District Municipality and the Vaal Triangle, which it is manning on behalf of the provinces. Meanwhile, the metros, Eskom, and SASOL had their own air quality stations. The entity requires more monitoring stations to improve its accuracy. Some of the gaps can be closed by coupling observation with modelling and measurements that can be done with remote sensing.

Touching on the question related to its funding sources, he indicated that SAWS recovers 35% from regulated aviation. A few years back, a study was commissioned, finding that SAWS could not regulate maritime operations as there were already smaller companies involved in the sector. The minister asked the current regulatory body to check if there had been any changes so that SAWS could regulate the sector.

However, SAWS has made some inroads in the marine sector, having participated in a tender to provide services to all of the port authorities.

He clarified that the aviation and maritime sectors were not the same. For instance, ICOU states that costs must be recovered in Annexure 3, whereas the International Maritime Organization (IMO) does not have that; it requires that member states will provide those services for free. Nonetheless, this did not stop SAWS from providing over and above what is provided for free.

SAWS is currently engaged in discussions with the World Meteorological Organization to approach the IMO and start making a case for those coastal countries to see if there is no way of recovering the costs the weather services are providing to the sector, he said.

The Chairperson asked him to conclude his responses due to the limited time.

Dr Mphephya said the outstanding questions would be answered in writing.

The Chairperson asked the other entities to be concise in their responses.

Ms Sello pointed out that slide 9 of the presentation explained why SANParks’ sub-outcomes and indicators were reduced. Based on the guidance received from the Department of Minerals Resources and Energy, the sub-outcomes were reduced from 57 to 15.

On the question related to the benchmark of the CSI, she said that SANParks achieved a target of 78.8% in the previous year. Furthermore, it achieved all six targets of the social legacy projects.

Regarding the comment on the breakdown of the game animals delivered, she said a detailed breakdown of the number of individuals and communities that had received the donations will be provided to the Committee when it is reported on. Thus far, eight communities and 40 individuals have received donations.

Dr Howard Hendricks (Managing Executive: Conservation at SANParks), in response to the question on the number of white and black rhinos present in the national parks, mentioned that SANParks has recorded 2000 white rhinos and 500 black rhinos throughout its national park system. Compared to previous years, the white rhino population is stabilising, with a drop of 37 animals in the last year. whereas the black rhino population has recorded an increase of 10% per annum in recent years.

He added that SANParks did have other rhino parks, like the Eastern Cape Parks and Tourism Agency (ECPTA) and rhino strongholds, which consist of rhinos residing on land owned by emerging game farmers, particularly in the Eastern Cape and Northern Cape and a stronghold in the Barberton area.

On how much of the targeted 10 000 ha of land to be added to the national parks would be obtained from privately-owned land and land reform communities, he remarked that SANParks had identified several properties throughout its national park system. A further 35 000 ha around parks, such as Addo parks, include Addo, Bontebok, Garden Route, Marakele, Mokala and Mountain Zebra. It also identified 52 000 ha of communal land. The strategy is that when the properties become available, they will be included in the national parks.

Ms Lize McCourt (Chief Operating Officer of SANParks) outlined that the wetlands target was previously expressed in cubic metres. This metric is linked to the national environmental programmes, an EPWP called Working on Wetlands. The 7200 cubic metres achieved last year was spread over 34 wetlands. Due to the national metric changing to the number fully rehabilitated and budget cuts to the EPWP, the number has been set for 20 wetlands.

Regarding the number of social legacy projects achieved, she said SANParks achieved 6, which range from community bursaries to specific infrastructure and learning opportunities. It has maintained the same target based on the ratios of the conservation fund that can be used for the purpose. She said the entity planned to elaborate further on this in the future.

In response to the questions on the Ezemvelo KZN Wildlife, Mr Bukhosini thought that the issue had to be investigated thoroughly, as it involved the amendment and review of the World Heritage Convention Act and the regulations.

Touching on the commercialisation project, he confirmed that agreements had been signed between Ezemvelo and ISPA, with the latter taking over the former’s facilities.

On extending the Wetland Park into Mozambique, he mentioned that the 30/30 forms part of the Kunming-Montreal Global Biodiversity Framework. The planned extension would ensure that Mozambique continues to conduct conservation efforts in its area. Once the extension commences, plans to mine in the area and build the harbour will cease.

On the Groen Sebenza project, he acknowledged that one of the challenges with working on the APPs when the Appropriation Bill has not been finalised is that they are preliminary. The contracts of the project's 200 employees cannot be renewed until the R58 million that has been set aside for goods and services is transferred to ISPA. This can only occur once the Bill is finalised.

He noted the suggestion that ISPA should rather set a target of increasing its followers on social media than setting one for 500 posts.

One of the difficulties when formulating APPs is that targets have to be within a department/agency's control. For example, if SANParks were to state that it will increase the number of black rhinos to 500, it would imply that it has direct control over the birth rate of rhinos, which is not the case.

He acknowledged that in certain areas, ISPA should be more emphatic about its targets going forward.

Mr Mundzhedzi confirmed that SANBI’s work cuts across departments and other sectors. Currently, it has agreements and MOUs with several departments and agencies, some of which provide returns on services, like the forensic work it conducts on behalf of SAPS.

He confirmed that SANBI works with the Botanical Society of South Africa. Before it decided to remove free access to its botanical gardens, it embarked on a consultative process open to the public. SANBI believes that the current membership system has more added benefits, such as an individual can access all gardens after paying for the membership card.

The uptake of the membership has increased. Life members still get free access, including their guests—depending on the number. Tuesdays are free for pensioners across the board in botanical gardens.

He felt that it was too early to state whether the changes in the admission fees had benefited the institution financially. However, he remained convinced that the entity had made the right decision.

Dr Theressa Frantz (Chief Director: Biodiversity Research, Assessment and Monitoring at SANBI) highlighted that SANBI enjoyed a healthy understanding and relationship with SAPS. SAPS confiscates succulent plants at its national botanical gardens, which SANBI treats as evidence. This means that there is a chain of custody from SAPS to SANBI. SANBI then analyses the evidence and provides an expert statement on the species and the number of plants per species, which is used to support prosecutions by the National Prosecuting Authority.

Ms Sedite agreed that SANBi noted the uptake of the membership card, but it planned to conduct a half-yearly assessment of its progress toward the targets and then provide the Committee with precise numbers.

The Chairperson assured Members that a workshop would be conducted between them and the department so that they could engage further on the issues and meet all of the sector's stakeholders.

She asked if the Minister or DMs wanted to make any remarks.

Dr Mananga suggested that the entities be allowed to respond to all questions as members will need the information in the mini-plenaries debates. She asked how much time the Committee had left.

The Chairperson indicated that the meeting was supposed to conclude at 21:00, but the meeting had run 14 minutes over time.

Mr Narend Singh (Deputy Minister of the DFFE) appreciated the commitment shown by the Ministry, the department’s officials and the Committee throughout the past two days. He assured members that the department would continue engaging with them and that written responses would be provided to unanswered questions over the weekend.

Minister George also thanked the Committee for the engagement and said he looked forward to engaging with it in greater depth over time. He invited the Committee to a day session where the details of the entities would be discussed. He said this exercise will take time, as the DFFE is a large department.

The Chairperson thanked the Minister and DM for their words. She proposed that the Committee meet the following day to adopt the draft budget report.

Mr De Blocq Van Scheltinga supported the proposal.

Mr Peach also supported it.

The Chairperson said the Committee would further engage on the reports and conduct oversight visits in the future.

The meeting was adjourned.