Questions and Replies
28 November 2024 - NW1131
Dugmore, Mr C to ask the Minister of Land Reform and Rural Development
(1) With regard to claims lodged by claimants in terms of the Restitution of Land Rights Act, Act 22 of 1994, before the deadline of 1998 in each province, what total number of (a) claims were timeously lodged and (b) the specified claims were settled. (2) what total number of the settled claims were (a) settled via (i) financial compensation and/or (ii) returning the land to the relevant claimants and (b) not settled. (3) whether he will provide a comprehensive list of all the claims which have not yet been settled; if not, why not; if so, what are the relevant details; (4) whether he will provide a short description of the cause of the delay in settling each of the specified claims; if not, why not; if so, what are the relevant details. (5) what is the proposed time frame to settle each outstanding claim? NW1380E
Reply:
(1)(a) Please refer to the table below.
Province |
Total Lodged |
Eastern Cape |
16,716 |
Free State |
2,682 |
Gauteng |
13,162 |
KwaZulu-Natal |
16,394 |
Limpopo |
3,489 |
Mpumalanga |
3,400 |
North West |
3,902 |
Northern Cape |
3,852 |
Western Cape |
16,099 |
TOTAL |
79,696 |
(b) Please refer to Annexure A.
(2)(a)(i) 56 040
(ii) 8 314
(b) 5755
3. Yes. Please refer to Annexure B.
4. There are various challenges amongst others such as conflict amongst the beneficiaries, landowners challenging the validity of the claims and land invasions which caused the delays in the settlement of claims.
Due to the declining budget, the Commission on Restitution of Land Rights reduced its APP targets. Cognisant of the increased value of settlements and the declining budget, the Commission has aligned the settlement and finalisation targets with the allocated budget. There is need for increased budget and human resources capacity in order for the Commission to accelerate the fast-tracking of land claims.
5. Due to above mention reasons no specific time frame can be indicated as each claim has different challenges.
END
25 November 2024 - NW228
Douglas, Mr WM to ask the Minister of Defence and Military Veterans
Given the increasing number of casualties to troops deployed in African peacekeeping missions, what plans does her department intend to undertake to deal with the lack of resources and logistical support for the SA National Defence Force personnel?
Reply:
There is no increasing number of South African troops dying in African peacekeeping missions. The losses incurred have been from enemy fire and measures are and have been taken to ensure the safety of our troops cognisant they are deployed in war zones.
The matter of lack of resources is being addressed through requests for additional funding from government. These have been obtained from National Treasury. An amount of R2.4 billion was required to respond fully to the operational requirements in the DRC and Mozambique (back loading of equipment). R2 billion was allocated for the deployment in the DRC (short of Rm 300) and R750 million for back loading of equipment and return of personnel from Mozambique. With funds allocated the DRC situation is receiving close attention and equipment being back loaded.
The defence establishment is fully aware of the fiscal constraints the country is facing and is seeking to do the best with whatever is allocated for ordered military commitments.
In addition, we are developing a new level of ambition on the defence of the RSA. This will result in a reviewed military strategy, consistent with the direction of the President and Commander-in-Chief of the SANDF that the defence function must be funded at 1,5% of the Gross Domestic Product (GDP), It is hoped that new funding consistent with our ordered commitments will be realised.
25 November 2024 - NW1622
Shelembe, Mr ML to ask the Minister of Defence and Military Veterans
Whether the structures, such as the Military Veterans Advisory Board and the Military Veterans Appeals Board, are now in place; if not, (a) why not and (b) by what date is it envisaged to have them in place; if so, what are the relevant details? NW2001E
Reply:
The former Minister of Defence and Military Veterans, Ms T.R. Modise appointed members of the two Statutory Bodies, as follows;
1. The Advisory Council. The appointment of the current Advisory Council is with effect 1 March 2022 and commenced work in April 2022 . Their meetings are held monthly.
2. The Appeal Board. The appointment of the current Appeal Board is with effect 01 September 2023. The board is comprised of four members of which three members are practicing lawyers and one (1) member is an employee of government and not remunerated. One is the Attorney and two are Advocates. The three members have raised an issue of payment tariffs that are not commensurate with tribunals of similar nature in the legal profession. Their proposed remuneration tariff is outside the National Treasury Regulations. Therefore the process of appointing new Appeal Board has to commence to ensure compliance with Military Veterans Act, 18 of 2011.
25 November 2024 - NW953
Cebekhulu, Inkosi RN to ask the Minister of Defence and Military Veterans
What are the relevant details of the progress that has been made regarding the call by the Joint Standing Committee on Defence and Military Veterans (JSCD&MV) to her department and the Office of the Military Ombud to find workable solutions to the latter's current challenges •in spending its goods and services budget?
Reply:
The office of the Military Ombud derives its support from the Department of Defence's divisions for matters such as Human Resources; Finance and ICT systems. As a department, support is ensured in the procurement environments. There is continued engagements to improve the support provided and to ensure that the budget is not underspent in its goods and services items. In the engagement the Minister of Defence and Military Veterans had with the office of the Military Ombud, these matters were brought to light, and undertakings made that utilization of a shared services model would be most appropriate as it is within one vote and they have their ring-fenced budget to fulfil their legal mandate.
22 November 2024 - NW1508
Thembekwayo, Dr S to ask the Minister of Health
Whether he has the power to put measures in place to declare all acting executive positions in the provincial departments of health redundant; if not, what is the position in this regard; if so, what time frames have been put in place in this regard?
Reply:
The Minister does not have any powers to declare acting positions in provincial departments redundant. This power currently lies with the Premiers in the provinces.
END.
22 November 2024 - NW1846
Sompa-Masiu, Ms NS to ask the Minister of Cooperative Governance and Traditional Affairs
How does his department intend to develop strategies to replace the potential loss of a significant component of the revenue generated by municipalities from electricity, as households and industries are increasingly developing off-grid generation capacity?
Reply:
The risk to municipalities' sustainability, which largely depends on revenue from selling electricity, has become alarming, and COGTA is initiating several strategies to mitigate revenue loss due to municipal customers' shift towards off-grid and embedded generation solutions.
The Department of Cooperative Governance and Traditional Affairs (CoGTA) acknowledges the impact of off-grid generation on municipal revenue. To address this, we're developing strategies to diversify and enhance municipal revenue streams. In the short term, we encourage municipalities to review their tariffs to ensure they remain competitive, improve revenue collection, and reduce debt. We're also supporting municipalities in exploring alternative revenue streams, such as waste management, water services, and property rates. Long-term measures include developing a Municipal Energy Reform Strategy to enable municipalities to adapt to changing energy landscapes and promoting the integration of renewable energy sources into the municipal energy mix. We are considering collaboratively investing in smart grid infrastructure and supporting research into new energy technologies and innovative revenue models. Our department will continue to work with the National Energy Regulator (NERSA) to ensure regulatory frameworks support municipal energy generation and distribution.
We are committed to ensuring municipalities remain financially sustainable and resilient in the face of changing energy landscapes.
Several other complementary interventions include:
- Plans are underway to support municipalities in generating their own renewable energy, which is necessary for municipalities to retain their customers. For instance, CoGTA is currently introducing the Industrial Solar Farm concept / Microgrid initiatives to numerous municipalities. This initiative aims to establish self-generation and more reliable energy corridors, enabling potential investors to connect renewable energy sources to industrial loads. The department actively engages and supports various municipalities through concept development, proposal development for council approval, and subsequent project preparation. Further support will also be provided to secure funding for feasibility studies and following project implementation where these projects are viable.
- Many municipalities have received support for conducting cost of supply (COS) studies. This will enable municipalities to design cost-reflective and competitive tariffs. CoGTA, through its Results Management Office, is collaborating with Sustainable Energy Africa to assist municipalities in this effort. An additional 37 municipalities will benefit from a planned COS training initiative by late November 2024. This will help municipalities improve cost competitiveness and retain customers.
- Demand-side management is also a key focus area for the government. For instance, the National Energy Crisis Committee (NECOM) supports municipalities in this area. At the same time, MISA (an agency of CoGTA) assists Municipalities in managing energy efficiency interventions funded through the Energy Efficiency Demand Side Management (EEDSM) grant. By managing demand, Municipalities will become energy efficient and remain competitive.
- Municipalities face infrastructure and capacity challenges exacerbated by slow renewable energy adoption or uptake. CoGTA’s Results Management Office collaborates with municipalities to address distribution-related issues by developing plans to improve network reliability, service delivery, and customer retention.
The department is also engaging other partners, such as the DBSA, the National Treasury, and the British High Commission, amongst other stakeholders, who are willing to support municipalities in implementing the Just Energy Transition. This will also improve financial sustainability while facilitating the transition to renewable energy sources in local government.
5. Municipalities (through NERSA regulations) will impose a surcharge on all scaled-embedded electricity generators to improve revenue generation. The department, through the office of the RMO, also supports municipalities in developing their Small-Scale Embedded Generation (SSEG) policies and guidelines. In this regard, we will work with Sustainable Energy Africa to design suitable tariffs for all SSEGs and those IPPs seeking to wheel power through the municipal network. This will go a long way to improving municipal revenues.
End.
22 November 2024 - NW182
Motubatse, Mr MP to ask the Minister in the Presidency
(a) What are the reasons that government institutions and national key points such as airports are secured by private security companies, which poses a threat to the security of the State and (b) does she intend to intervene in this regard?
Reply:
A). Whilst the mandate of the State Security Agency (SSA) particularly focuses on information security, the South African Police Service (SAPS) is mandated to coordinate the provision of physical security in organs of state, including National Key Points. In the case of National Key Points, the Protection and Security Services (PSS) division, has the responsibility for coordinating the protection thereof. Both the National Key Points Act (Act 102 of 1980) and the Critical Infrastructure Protection Act (Act 8 of 2019) clearly states that the owner of the institution or key point is responsible for appointing a service provider to secure the facility. The aforementioned can be either sourced from within the institution or key point (in-house security), or by appointing a private security company. As such, the responsibility of providing security is not allocated to the state. The question will be best dealt with by SAPS PSS.
B). There are strict requirements to be met by private security companies appointed to guard state institutions and key points, including registration by the Private Security Industry Regulatory Authority (PSIRA) who regulates the private security industry. The SSA supports the SAPS by providing forewarning to potential and identified threats to institutions and National Key Points.
REPLY COORDINATOR
Name :
Designation :
Contacts :
Recommended / Not recommended
___________________________
Ambassador Nozuko Bam
Acting Director-General: State Security Agency
Date:
Approved / Not Approved
________________________
Khumbudzo Ntshavheni , MP,
Minister in The Presidency
Date:
22 November 2024 - NW1439
Trollip, Mr A to ask the Minister of Cooperative Governance and Traditional Affairs
(1) Whether he will furnish Mr R A P Trollip with a list of all municipalities in each province that have been placed under administration from 1 January 2020 to date, including details on the (a) dates on which the specified municipalities were placed under administration, (b) duration of the administration periods and (c) names of the mayors in office at the time of the administration; if not, why not, in each case; if so, what are the relevant details in each case; (2) what (a) specific plans are in place to assist municipalities presently under administration in exiting administration and (b) progress has been made in this regard? NW1671E (PGA & LGOS)
Reply:
(1) List of all municipalities in each province that have been placed under administration from 1 January 2020 to date |
|||||
---|---|---|---|---|---|
No. |
Province |
Municipality Name |
(a) Dates on which the specified municipalities were placed under administration |
(b) Duration of the administration periods |
(c) Names of the mayors in office at the time of the administration |
1. |
Eastern Cape -5 municipalities |
Enoch Mgijima LM |
April 2022 [s139(7)] (National intervention in the stead of the provincial executive in terms of section 139(5)(a) and (c)] |
April 2022-to date |
Executive Mayor, Madoda Papiyana (Current) |
2. |
Amathole DM |
January 2021 [S139(5)] |
January 2021-to date |
Executive Mayor, Khanyile Maneli (Current) |
|
3. |
OR Tambo District Municipality |
08 December 2021 [S139(5)] |
08 December 2021-to date |
Executive Mayor, Mesuli Ngqondwana (Current) |
|
4. |
Walter Sisulu LM |
23 February 2022 [S139(5)] |
23 February 2022-to date |
Executive Mayor, Vania Davids (Current) |
|
5. |
Chris Hani DM |
Dec 2023 [S139(5)] |
Dec 2023-to date |
Executive Mayor, Lucinda Sizani (Current) |
|
6. |
Free State- 4 municipalities |
Mangaung Metropolitan Municipality |
April 2022 [S139(7)] (National intervention in the stead of the provincial executive in terms of section 139(5)(a) and (c)] |
April 2022-to date |
Executive Mayor, Gregory Nthatisi (2023 to date) |
7. |
Mafube LM |
June 2022 [S139(5)] |
June 2022-to date |
Executive Mayor,Jabulani Sigasa (Current) |
|
8. |
Tokologo LM |
June 2022 [S139(5)] |
June 2022-to date |
Executive Mayor, Boitumelo Enoch Seakge (Current) |
|
9. |
Kopanong LM |
September 2023 [S139(5)] |
September 2023-to date |
Executive Mayor, Xolani Tseletsele (Current) |
|
10. |
Gauteng – 1 municipality |
Merafong City |
September 2022 [S139(5)] |
September 2022 to date |
Executive Mayor, Nozuko Best |
11. |
KwaZulu Natal-16 municipalities |
Umkhanyakude DM (KZN) |
January 2021[S139(1)(b)] |
January 2021-to date |
Executive Mayor, Sphile Mdaka (Current) |
September 2024 Section 139(1)(a) |
September 2024-30 April 2025 |
Executive Mayor: Solomon Mkhombo (Current) |
|||
12. |
Umzumbe LM |
April 2024[S139(1)(b)] |
April 2024-to date |
Executive Mayor, Mlungisi Ndlovu: (Current) |
|
13. |
Mhlathuze LM (intervention was not implemented and the matter is before Court) |
April 2024[S139(1)(a)] |
April 2024-to date |
Executive Mayor, Xolani Ngwezi: April (Current) |
|
14. |
Zululand DM (intervention was not implemented and the matter is before Court) |
May 2024[S139(1)(b)] |
May 2024-to date |
Executive Mayor, SI Mbatha (Current) |
|
15. |
Edumbe LM |
September 2024 [S139(1)(a)] |
September 2024- to date |
Executive Mayor, Sibusiso Mkhabela (Current) |
|
16. |
Umuziwabantu LM |
September 2024 [S139(1)(a)] |
September 2024- to date |
Executive Mayor, Siboniso Zungu (Current) |
|
17. |
Ray Nkonyeni LM |
September 2024 [S139(1)(a)] |
September 2024- to date |
Executive Mayor, Zodwa Mzindle (Current) |
|
18. |
uMvoti LM |
September 2024 [S139(1)(a)] |
September 2024- to date |
Executive Mayor, Philani Mavundla (Current) |
|
19. |
Maphumulo LM |
September 2024 [S139(1)(a)] |
September 2024- to date |
Executive Mayor, Zibuyisile Khuzwayo-Dlamini (Current) |
|
20. |
Msundunzi LM |
September 2024 [S139(1)(a)] |
September 2024- 31 October 2024 |
Executive Mayor, Mzimkhulu Thebolla (Current) |
|
21. |
EThekwini MM |
September 2024 [S139(1)(a)] |
September 2024- to date |
Executive Mayor, Vusimuzi Cyril Xaba (Current) |
|
22. |
uGu DM |
September 2024 [S139(1)(a)] |
September 2024- to date |
Executive Mayor, Sikhumbuzo Isaac Mqadi (Current) |
|
23. |
Umgungundlovu DM |
September 2024 [S139(1)(a)] |
September 2024- to date |
Executive Mayor, Mzi Zuma (Current) |
|
24. |
Ilembe DM |
September 2024 [S139(1)(a)] |
September 2024- to date |
Executive Mayor, Thobani Shandu (Current) |
|
25. |
Mpofana LM |
September 2024 Section 139(1)(a |
September 2024-30 April 2025 |
Executive Mayor: TM Magubane (Current) |
|
26. |
UMzinyathi DM |
September 2024 Section 139(1)(a) |
September 2024-30 April 2025 |
Executive Mayor: Mr Petros Mthandeni Ngubane (Current) |
|
27. |
uThukela DM |
September 2024 Section 139(1)(a) |
September 2024-30 April 2025 |
Executive Mayor: Inkosi NB Shabalala (Current) |
|
28. |
UMkhanyakude DM |
September 2024 Section 139(1)(a) |
September 2024-30 April 2025 |
Executive Mayor: Solomon Mkhombo (Current) |
|
29. |
Limpopo - 1 municipality |
Thabazimbi LM |
September 2024 [S139(1)(c)] |
September 2024-to date |
Executive Mayor, Tokkie Swanepoel (Municipal Council dissolved) |
30. |
Mpumalanga-1 municipality |
Lekwa LM |
April 2021 [S139(7)] (National intervention in the stead of the provincial executive in terms of section 139(5)(a) and (c)] |
April 2021-to date |
Executive Mayor, Linda Dhlamini (2021) Executive Mayor, Louis Thabethe (Current) |
31. |
Northern Cape- 2 municipalities |
Phokwane LM |
March 2020 [S139(1)(c)] |
March 2020 -June 2020 |
Executive Mayor, Tebogo Africa (2020) |
July 2020 [S139(5)] |
July 2020-to date |
Executive Mayor, Tebogo Africa (Current) |
|||
32. |
Renosterberg LM |
August 2020 [S139(5)] |
August 2020-to date |
Executive Mayor, Andrew Samson (Current) |
|
33. |
North-West- 7 municipalities |
Madibeng LM |
August 2020-Novemb 2021: [S139(1)(b)] |
August 2020-November 2021 |
Executive Mayor,Jostina Mothibe (2020) |
January 2022 [S139(5)] |
January 2022-to date |
Executive Mayor,Douglas Maimane (Current) |
|||
34. |
Tswaing LM |
January 2022 [S139(5)] |
January 2022-to date |
Executive Mayor, Flora Mahlangu (Current) |
|
35. |
Dr Ruth Segomotsi Mompati DM |
January 2022 [S139(5)] |
January 2022-to date |
Executive Mayor, Motseokae Maje (Current) |
|
36. |
Kgetleng Rivier LM |
January 2022[S139(5)] |
January 2022-to date |
Executive Mayor, Thabo Jacobs (Current) |
|
37. |
Ramotshere LM |
August-2020- [S139(1)(b)] |
August-2020-November 2021: |
Executive Mayor, Peter Pilane (2020) |
|
January 2022 [S139(5)] |
January 2022 |
Executive Mayor, Dinah Pitso (Current) |
|||
38. |
Naledi LM |
January 2022 [S139(5)] |
January 2022-to date |
Executive Mayor, Cliffton J Groep (Current) |
|
39. |
Ditsobotla LM |
September 2022 [S139(1)(c)] |
September 2022-November 2022 |
Executive Mayor, Boitumelo Lethoko (2022) |
|
April 2023 [S139(5)] |
April 2023-to date |
Executive Mayor, Thabo Nkashe (Current) |
|||
40. |
Western Cape- 3 municipalities |
Beaufort West LM |
August 2021 [S139(5)] |
August 2021-to date |
Executive Mayor, Josias De Kock Reynolds (Current) |
41. |
Kannaland LM |
December 2023 [S139(5)] |
December 2023-to date |
Executive Mayor, Jeffrey Donson (Current) |
|
42. |
Garden Route DM |
October 2024[S139(1)(a)] |
October 2024- to date |
Executive Mayor, Ald. Andrew Stroebel (Current) |
NO |
PR |
MUNICIPALITY NAME |
2(a) SPECIFIC PLANS |
2(b) PROGRESS TO DATE |
|
1. |
EC |
Makana LM |
FRP imposed by Provincial Executive Council. |
Governance |
|
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
2. |
OR Tambo DM |
FRP imposed by Provincial Executive Council |
Governance |
|
|
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
3. |
Amathole District municipality |
FRP imposed by Provincial Executive Council |
Governance |
|
|
Building Institutional capacity |
|
||||
Financial management |
|
||||
Service delivery |
|
||||
4. |
Walter Sisulu LM |
FRP imposed by Provincial Executive Council |
Governance |
|
|
Financial Management |
|
||||
Building institutional capacity |
|
||||
Service delivery |
|
||||
5. |
Enoch Mgijima LM |
FRP imposed by national executive. |
Governance |
|
|
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
6. |
FS |
Mafube LM |
|
Putting people first |
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local economic Development |
|
||||
7. |
Mangaung MM |
FRP imposed by National Executive and approved by Minister of Finance. |
Putting people first |
|
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local economic Development |
|
||||
8. |
Togologo LM |
FRP imposed by court order and approved by MEC Finance. |
Putting people first |
|
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
Water & Sanitation:
Infrastructure development - Request for Town Planning Support from Housing Development Agency.
Infrastructure development – Request for Town Planning Support from Free, Human Settlement
|
||||
Local economic Development |
|
||||
9. |
Kopanong LM |
Municipal Recovery Plan[1] |
Putting people first |
|
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local economic Development |
|
||||
10. |
GP |
Merafong City LM |
FRP[2] imposed by provincial executive council. |
Putting people first |
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local economic Development |
|
||||
11 |
KZN |
Umkhanyakude DM |
FRP imposed by provincial executive council. |
Putting People First |
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
12. |
Mhlathuze LM |
Intervention was not implemented, and the matter is before court. |
Putting People First |
|
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
13. |
Zululand DM |
Intervention was not implemented, and the matter is before court. |
Putting People First |
|
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
14. |
Edumbe LM |
Municipal Recovery Plan |
Putting People First |
|
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
15. |
Umuziwabantu LM |
Municipal Recovery Plan |
Putting people first |
|
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
16. |
Ray Nkonyeni LM |
Municipal Recovery Plan |
Putting people first |
|
|
Governance |
|
||||
Financial Management |
|
||||
Building Institutional Capability |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
17. |
uMvoti LM |
Municipal Recovery Plan |
Putting people first |
|
|
Governance |
|
||||
Financial Management |
|
||||
Building Institutional Capability |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
18. |
Maphumulo LM |
Municipal Recovery Plan |
Putting People First |
|
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
19. |
Msunduzi LM |
Municipal Recovery Plan |
Putting People First |
|
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
20. |
Ethekwini Metro |
Municipal Recovery Plan |
Putting People First |
|
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
21. |
uGu DM |
Municipal Recovery Plan |
Putting people first |
|
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
22. |
Umgungundlovu DM |
Municipal Recovery Plan |
Putting People First |
|
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
23. |
Ilembe DM) |
Municipal Recovery Plan |
Putting People |
|
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
24. |
Mpofana LM |
FRP imposed by provincial executive council. |
Putting People First |
|
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
25. |
Umzinyathi DM |
FRP imposed by provincial executive council. |
Putting people first |
|
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Development |
|||||
26. |
Uthukela DM |
FRP imposed by provincial executive council. |
Putting People First |
|
|
Governance |
|
||||
Building Institutional Capacity |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|||||
27. |
Limpopo |
Thabazimbi LM |
Municipal Recovery Plan |
Putting people first |
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
Putting people first |
|||||
Governance |
|||||
Building Institutional Capacity |
|||||
Financial Management |
|||||
Service Delivery |
|||||
Local Economic Development |
|||||
28. |
Mpumalanga |
Lekwa LM |
FRP imposed by provincial executive council. |
Putting people first |
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local economic Development |
|
||||
29. |
Northern Cape |
Phokwane LM |
FRP imposed by court order. |
Putting people first |
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local economic Development |
|
||||
30. |
Renosterberg LM |
A voluntary FRP was converted to a mandatory FRP imposed by Provincial Executive. |
Putting people first |
|
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local Economic Development |
|
||||
31. |
North West |
Madibeng LM |
Municipal Recovery Plan |
Governance |
|
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|
||||
FRP imposed by provincial executive |
Governance |
|
|||
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|
||||
32. |
Tswaing LM |
FRP imposed by provincial executive |
Governance |
|
|
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|
||||
33. |
Dr Ruth Segomotsi Mompati DM |
FRP imposed by provincial executive |
Governance |
|
|
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|
||||
34. |
Kgetleng Rivier LM |
FRP imposed by provincial executive |
Governance |
|
|
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|
||||
35. |
Ramotshere Moiloa LM |
Municipal Recovery Plan |
Governance |
|
|
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|
||||
FRP imposed by provincial executive |
|
||||
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|
||||
36 |
Naledi LM |
FRP imposed by provincial executive |
Governance |
|
|
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|
||||
37. |
Ditsobotla LM |
Municipal Recovery Plan |
Governance |
|
|
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|
||||
FRP imposed by provincial executive council |
Governance |
|
|||
Institutional Management |
|
||||
Financial Management |
|
||||
Service delivery |
|
||||
Local Economic Development |
|
||||
38. |
Western Cape |
Kannaland LM |
FRP imposed by provincial executive council. |
Putting people first |
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local economic Development |
|
||||
39. |
Western Cape |
Beaufort West LM |
FRP imposed by provincial executive council. |
Putting people first |
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
||||
Local economic Development |
|
||||
40. |
Western Cape |
Garden Route District Municipality |
FRP imposed by provincial executive council. |
Putting people first |
|
Governance |
|
||||
Building Institutional Capability |
|
||||
Financial Management |
|
||||
Service Delivery |
|
End.
22 November 2024 - NW1845
Direko, Ms DR to ask the Minister of Cooperative Governance and Traditional Affairs
What progress has been made in addressing the natural disasters between December 2023 and February 2024 in the Eastern Cape, KwaZulu-Natal, Mpumalanga and Limpopo?
Reply:
The National Disaster Management Centre (NDMC) coordinated multisectoral interventions in the affected provinces to ensure that the following support is provided to the affected communities
- Search and rescue mission
- Humanitarian assistance and food parcels,
- Psychosocial services,
- Temporary shelters,
- Health services (medication),
- Replacement of identity documentation, and
- Repairs, reconstruction and rehabilitation of the damaged water, sanitation, electricity, roads, bridges, stormwater and public amenities infrastructure through the Municipal Disaster Response and Recovery Grant
A total of R 1 453 800 billion was made available through the Municipal Disaster Grants in the 2023/24 financial year to support the Eastern Cape, Kwazulu Natal, Mpumalanga, and Limpopo provinces in addressing natural disasters between December 2023 and February 2024. Breakdown of the allocation per grant , Municipal Disaster Response Grant: R 269 328 million. Municipal Disaster Recovery Grant: R 1.184 472 billion.
End.
22 November 2024 - NW1861
Buthelezi, Mr NZ to ask the Minister of Cooperative Governance and Traditional Affairs
Considering the recent Medium-Term Budget Policy Statement, what (a) provisions have been made for disaster relief funding to assist municipalities affected by disasters and (b) mechanisms are in place to monitor the usage of disaster funds?
Reply:
On 30 October 2024, the Minister of Finance delivered the Medium-Term Budget Policy Statement, which included an allocation of R683,955 million for municipalities to support disaster relief and recovery measures in the 2024/25 financial year.
Mechanisms for monitoring these measures are in place, including:
- Monthly provincial steering committees convened by the provinces, consisting of representatives from the District Disaster Management Centres (DDMC), Provincial Treasury (PT), Provincial Disaster Management Centres (PDMC), National Disaster Management Centre (NDMC), and the Municipal Infrastructure Support Agency (MISA). These committees engage with implementing municipalities to discuss progress, address challenges, and coordinate necessary interventions.
- Deployment of MISA engineers to offer technical support to municipalities in areas such as planning, project preparation, packaging, and implementation.
- Submission of monthly and quarterly financial and non-financial reports, in accordance with the Division of Revenue Act, No. 24 of 2024, which includes the submission of Section 71 reports aligned with the Municipal Finance Management Act, No. 56 of 2003.
- Project site visits to monitor project implementation and verify that expenditures align with physical progress. Participating stakeholders in these visits include the DDMC, PDMC, NDMC, PT, MISA, SALGA, and various sector departments.
End
22 November 2024 - NW1490
Tito-Duba, Ms LF to ask the Minister of Health
Whether he was informed about the shocking allegations made against the workers of the Mpumalanga Provincial Department of Health who are deliberately causing damage to ambulances thereby rendering them unfit for official use so as to skip work; if not, what is the position in this regard; if so, what measures have been taken against the specified workers?
Reply:
Mpumalanga, Department of Health (MDOH) has confirmed the suspicion of malicious damage to ambulances by Emergency Medical Services (EMS) personnel. The MDOH was alerted to these possible acts of malice by Volkswagen South Africa (VW) Dealerships through technical reports which were submitted to Mpumalanga Emergency Medical Services when these ambulances were sent for service or repairs. A total of 24 ambulances have been affected by these alleged acts of sabotage thus far. The reported incidents of sabotage include, but are not limited to, the following:
- Addition of oil to brake fluid reservoir,
- Puncture of radiator pipe.
- Removal of fuses from the fuse box,
- Driving without water in the radiator,
- Fuel contamination,
- Reporting incorrect faults, and
- Misuse of seatbelts leading to damage.
Mpumalanga, Head of Health has tasked the Internal Audit Unit, with the assistance of VW Dealerships authorities to conduct a full investigation into this matter and the outcome thereof will determine the nature of consequence management to be applied to the officials involved. While this process is underway, Mpumalanga: EMS has alerted management of the affected EMS stations to implement tighter fleet management controls and have instructed all EMS staff to refuel at specific fuelling stations within the province only to curb fuel contamination.
These acts have had a negative impact on service delivery with slower response times and adds to the workload on the remaining operational ambulances.
END.
22 November 2024 - NW1856
Labuschagne, Ms C to ask the Minister of Cooperative Governance and Traditional Affairs
Whether, with reference to the pilot models of the District Development Model (DDM) that cost more than R100 million, excluding the cost of Presidential Imbizos, and noting that according to the Auditor-General’s latest report only a small minority of our local governments remain in good financial standing, he has found that this state of affairs demonstrates the failure of the DDM; if not, on what basis does he justify such costly expenditure; if so, how will his department now approach local government reform?
Reply:
As outlined in previous responses, the R100 million investment in the District Development Model (DDM) pilot phases was allocated through our contractual partnership with the Development Bank of Southern Africa (DBSA). The DDM's purpose extends beyond municipal boundaries, aiming to enhance cooperative governance, foster a capable, ethical, and developmental state, and ensure unified service delivery. Municipalities face complex and multifaceted financial challenges, influenced by factors such as economic stagnation, geopolitical instability, skills gaps, and population growth. It's misleading to attribute municipal financial struggles solely to the DDM's effectiveness. Instead, these challenges underscore the necessity of the DDM in driving meaningful reform. To address municipal financial woes, our department will:
- Strengthen intergovernmental cooperation and accountability.
- Enhance capacity building and skills development programs.
- Foster economic growth and development initiatives.
- Improve service delivery and developmental outcomes.
The DDM remains a vital tool in building resilient, effective local governments. End.
22 November 2024 - NW1284
Letlape, Dr TKS to ask the Minister of Health
(a)(i) What plans does his department have in place to address the growing problem of public healthcare facilities that are overwhelmed by undocumented foreign patients and subsequently unable to cope with the service loads and (ii) how does his department intend to incorporate the National Health Insurance (NHI) under the circumstances and (b) who will pay and/or contribute towards the NHI Fund on behalf of undocumented foreign nationals?
Reply:
(a) (i) Provincial health departments are obliged to treat all patients, regardless of their citizen status, at public healthcare facilities.
This is an ongoing challenge that requires a whole of government response, including border management, immigration, law enforcement, National Treasury, international relations, Parliament, and others. It is not a matter that the health departments can address alone.
(ii) The National Health Insurance (NHI) will be obliged to pay for the benefits for any person who is cared for in the national health system in accordance with section 4 of the NHI Act.
(b) The funding of the National Health Insurance is provided for in sections 48 and 49 of the Act. The chief source of funding is from money appropriated annually by Parliament, in other words through the prescribed budget process. Payment for care of undocumented foreign nationals remains a challenge for the health departments. It is -envisaged that the White Paper on Immigration will result in revised immigration management that will assist the health system to manage this.
END.
22 November 2024 - NW1609
Clarke, Ms M to ask the Minister of Health
(1) Since the reply to question 1198 on 18 April 2023, in each year, what is the breakdown of the (a) number of children who died in public health facilities in each province, (b) reason(s) for each death and (c) number of deaths that were due to unnatural causes; (2) what is the (a) total number of children who died in public health facilities in each province from 1 January 2023 to date, (b) detailed breakdown of the reason(s) for each death and (c) total number of deaths that were due to unnatural causes?
Reply:
Official statistics on the number of deaths and causes of death based on death registration are released by Statistics South Africa on an annual basis with 2020 being the most recent year for which these statistics have been reported.
As part of efforts to reduce deaths in young children the Department of Health monitors the number of deaths in children under five years of age in all public health facilities. Aggregated data on common causes of deaths in children under-five years of age (diarrhoea and pneumonia) as well as data on underlying causes such as severe and moderate acute malnutrition, are collected routinely through the District Health Information System (DHIS). These numbers were previously provided in the response to Question 1198 and updated figures for 2023 and 2024 are provided below.
a) The number of child deaths (under-five years) recorded in each province since 1st January 2023 is shown in the table below.
|
2023 |
2024 |
Eastern Cape |
2 567 |
1 685 |
Free State |
1 293 |
883 |
Gauteng |
4 217 |
3 083 |
KwaZulu-Natal |
4 150 |
2 741 |
Limpopo |
2 577 |
1 849 |
Mpumalanga |
1 568 |
1 055 |
Northern Cape |
495 |
384 |
North West |
1 171 |
812 |
Western Cape |
1 157 |
917 |
South Africa |
19 195 |
13 409 |
Source: District Health Information System, Extracted 8th November 2024
b) Data on cause of deaths of individuals forms part of that individual’s personal medical record and cannot be released without the permission of the individual’s next of kin. Aggregated data on common causes of deaths in children and underlying conditions for each province since 1st January 2023 are shown in the table below.
|
Pneumonia |
Diarrhoea |
Moderate Acute Malnutrition |
Severe Acute Malnutrition |
Eastern Cape |
215 |
197 |
23 |
190 |
Free State |
135 |
42 |
6 |
121 |
Gauteng |
263 |
175 |
54 |
172 |
KwaZulu-Natal |
341 |
236 |
99 |
265 |
Limpopo |
198 |
145 |
26 |
230 |
Mpumalanga |
147 |
84 |
54 |
61 |
Northern Cape |
46 |
36 |
8 |
49 |
North West |
40 |
47 |
33 |
47 |
Western Cape |
57 |
32 |
1 |
18 |
South Africa |
1 442 |
994 |
304 |
1 153 |
Source: District Health Information System, Extracted 8th November 2024
c) Statistics South Africa is responsible for reporting on all unnatural deaths. The reported data (up to 2020) and are shown in the table below.
Non-natural deaths |
% under-5 deaths |
|
2013 |
2 452 |
7.0% |
2014 |
2 496 |
7.3% |
2015 |
2 509 |
7.9% |
2016 |
2 364 |
8.3% |
2017 |
2 024 |
7.9% |
2018 |
2 199 |
8.4% |
2019 |
2 252 |
8.2% |
2020 |
2 024 |
8.0% |
Source: Statistics South Africa
END.
22 November 2024 - NW1857
Labuschagne, Ms C to ask the Minister of Cooperative Governance and Traditional Affairs
Whether the implementation of the District Development Model (DDM) and the review of the Intergovernmental Relations Framework Act, Act 13 of 2005, to formalise and legalise the DDM by centralising planning and coordination at district level are still his department’s priorities; if not, why not; if so, what is the (a) time frame and (b) cost implications for the implementation of the DDM?
Reply:
I can confirm that implementing the District Development Model (DDM) and reviewing the Intergovernmental Relations Framework Act remain top priorities for our department. The DDM aims to address service delivery challenges through localised procurement, job creation, and community involvement.
Priorities and Objectives:
Our focus is on improving intergovernmental relations and coordination and strengthening district-level planning and implementation. This aligns with the National Development Plan: Vision 2023 and the outcomes of extensive intergovernmental dialogues.
Implementation Timeline:
a) We're on track with the Intergovernmental Relations Amendment Bill of 2024, which was approved by the Cabinet for public comment by December 2024 and will be submitted to Parliament by 31 March 2025.
Cost Implications:
b) As the DDM is a government-wide responsibility, its implementation will be integrated into the overall implementation of the Intergovernmental Relations Framework Amendment Bill/Act once assented to. We'll ensure efficient resource allocation and coordination across spheres of government.
Key Milestones:
- Public Comment Period: December 2024
- Parliamentary Submission: 31 March 2025
- Implementation Phase: Following assent of the Intergovernmental Relations Framework Amendment Bill/Act
We are committed to effective implementation, ensuring the DDM benefits local communities and drives meaningful development.
End.
22 November 2024 - NW1524
Clarke, Ms M to ask the Minister of Health
(1) Whether the Health Professions Council of South Africa (HPCSA) has received a request to (a) re-open and/or (b) appeal case MP0189502/20330578 (details furnished) on the basis that case was unlawfully closed/dismissed by the former board of the HPCSA without any documentation, legal reasoning or just cause; if not, what is the position in this regard; if so, what are the relevant details; (2) whether the case will be reopened; if not, why not; if so, on what date; (3) whether the HPCSA can furnish proof and/or evidence that due process was followed in the handling of the case; if not, why not; if so, what are the relevant details; (4) whether the person against whom the complaint is made is a registered plastic surgeon; if not, in which category of medical practitioners is the person registered; if so, on what date did the person first register as a plastic surgeon?
Reply:
- The Health Professions Council of South Africa (HPCSA) received the request to (a) reopen case MP0189502/20330578 for reconsideration by the new Board in 2023. A response was duly communicated to the complainant providing clarity in terms of the process to follow. The complainant was advised to approach the relevant High Court to appeal the decision of the Committee in line with section 20 of the Health Professions Act,1974 (Act No 56 of 1974).
- The case will not be reopened in accordance with section 20 of the Health Professions Act, 1979, which stipulates the legal recourse for a complainant who is aggrieved by the Committee's decision or outcome, as indicated above. The Committees did not have the power to review their own decisions. The regulations providing an internal appeal mechanism for decisions made by the Preliminary Committees of Inquiry were only promulgated in June 2023 and do not apply retrospectively.
- The complaint was duly investigated in line with regulations relating to the conduct of inquiries into alleged unprofessional conduct and further considered by the Preliminary Committee of Inquiry in November 2017. The complainant provided further information after the decision of the Committee which the Committee considered and resolved that the information provided did not constitute new information.
- The Respondent is registered with the HPCSA. The Respondent was initially registered in the category INDEPENDENT PRACTICE MEDICAL PRACTITIONER for the period 31 January 1978 to 07 November 1983 thereafter he was registered in the category INDEPENDENT PRACTICE SPECIALIST OTORHINOLARYNGOLOGY and is active to date. The Respondent is not registered in the category INDEPENDENT PRACTICE SPECIALIST PLASTIC AND RECONSTRUCTIVE SURGERY.
END.
22 November 2024 - NW1844
Mkhize, Dr Z to ask the Minister of Cooperative Governance and Traditional Affairs
What is the action plan of his department to respond to the report of the Auditor-General of South Africa to support municipalities and improve financial management in the local government sphere?
Reply:
Municipalities will be assessed and supported on the key pillars, which cover areas flagged by the Auditor-General of South Africa (AGSA): Governance, Financial Health, Institutional Matters, and Service Delivery. The audit action plans in selected municipalities will be assessed for adequacy and evaluated to the extent that proposed actions address issues raised by the AGSA and their root causes.
Furthermore, to address these shortcomings and poor municipal performance, the Department has developed a Municipal Performance Turnaround Strategy (MPTAS), per the Cabinet resolution of 21 August 2024. The cabinet had also approved the establishment of an Inter-Ministerial Committee to oversee the various activities towards the implementation of the MPTAS, which will focus on short, medium and long actions, as follows –
PHASE |
PERIOD |
DESCRIPTION/ ACTIVITY |
Short-term |
Sept-Dec 2024 |
Focus on assessing the municipality's state, including identifying deficiencies, gaps, and challenges and ascertaining the type of support and intervention required. |
Medium-term |
Jan – June 2025 |
Focus on implementing remedial measures to address deficiencies identified in the “as-is” assessment reports. |
Long-term |
July 2025 - Jun 2026 |
Focus on monitoring and evaluation of the impact of the Turnaround Strategy. |
End.
22 November 2024 - NW1858
Van Zyl, Ms A M to ask the Minister of Cooperative Governance and Traditional Affairs
Whether, with reference to his reply to question 902 on 30 September 2024, dealing with the key outcome of izimbizos that are the development of outcomes and commitments action plans, he will provide the relevant details on (a) which of the broad issues, like road infrastructure, crime, and water and sanitation that were raised in 2022 and in 2023 have outcomes and commitments action plans that are monitored by his department and (b) what is the progress in this regard?
Reply:
CoGTA is pleased to provide an update on the outcomes and commitments arising from the 2022 and 2023 Izimbizos. Our department tracks the progress of these commitments quarterly.
a) Key Issues and Commitments:
In 2022 and 2023, various broad issues were raised, including:
- Road Infrastructure: Upgrades and maintenance of roads to improve connectivity and economic growth
- Crime: Enhanced community safety initiatives and law enforcement collaborations
- Water and Sanitation: Improved access to clean water and sanitation facilities
These issues have outcomes and commitments, as well as action plans, monitored by our department.
b) Progress Update:
I refer you to the April 2024 consolidated report for a detailed breakdown of the progress made. This report outlines the specific issues and commitments made during the 2022 and 2023 Izimbizos and the implementation status of each commitment per imbizo.
Tracking Progress:
To ensure accountability, our department documents the implementation status of commitments in a consolidated report. This report demonstrates the progress made by responsible departments and provinces in addressing the raised issues.
End.
22 November 2024 - NW1714
Letlape, Dr TKS to ask the Minister of Health
(1) With reference to the Pressure Swing Adsorption (PSA) Oxygen Plants which will be installed in 55 public hospitals by the Independent Development Trust, an implementing entity appointed by his department, what processes were followed to vet the credentials and regulatory compliance of private contractors, including a certain service provider (details furnished), prior to awarding the contract; (2) what is the department’s (a) oversight role and (b) involvement in the PSA Oxygen Plants installation that is reported to cost R836 million; (3) whether all the appointed contractors and their associates are fully accredited with the SA Health Products Regulatory Authority for the installation of medical-grade oxygen plants; if not, what are the reasons that the specified contracts were awarded to unaccredited contractors; if so, what are the relevant details; (4) what has he found to be the reasons for the initial budget estimate for the project to increase from R256 million to more than R800 million, nearly four times the initial costs?
Reply:
The IDT is an entity that reports to the Minister of Public Works and Infrastructure. The Department of Health was just a client, and once we as the Department submit to IDT to run a particular project for us, we leave them to their own procurement systems, not those of the Department of Health. Since news broke out about the alleged corruption, the Minister of Public Works and Infrastructure has been investigating this matter as he is politically responsible for IDT. He promised that once he has completed, he will go public about his findings.
END.
22 November 2024 - NW1685
Mathys, Ms L to ask the Minister of International Relations and Cooperation
Whether, given our membership in BRICS and that the Republic has not imposed sanctions on Russia, any actions were taken by his department in relation to the discontinuation of Russia Today on the DStv platform on 2 March 2022 to date; if not, why not; if so, what are the relevant details?
Reply:
The Department of International Relations and Cooperation has not taken any action in relation to the discontinuation of Russia Today on the DStv platform as the Department is not the competent authority in the sphere of broadcasting.
22 November 2024 - NW1448
Beesley, Mr AD to ask the Minister of Forestry, Fisheries and the Environment
Whether he will furnish Mr A D Beesley with the total number of cases brought before the Environmental Management Inspectorate from 1 January 2020 to date; if not, why not; if so, what (a) is the breakdown of cases in each province, (b) is the conviction rate for the specified cases in the specified period in each province and (c) type of cases have been brought before the Environmental Management Inspectorate? 1448.
Reply:
Find here: Reply
22 November 2024 - NW1555
Le Roux, Dr KW to ask the Minister of Health
(1) With regard to the Internship and Community Service Programme for 2025, what total number of medical students from each specified university (a) were placed in their first, second, third, fourth and fifth choice hospital and (b) qualified for each of the social compact categories; (2) what total number of medical students (a) from each specified university and (b) for each social compact category did not get allocated to one of their top five hospital choices, but were placed in one of the three provinces chosen during the first round of applications; (3) what total number of medical students were allocated in the second round to their 6th, 7th, 8th, 9th or 10th choice, again broken down by university and social compact; (4) why does his department not allow for all students, not just those who were second-rounded, to swap posts if they are unhappy with their allocations as such will increase the chances of students being placed at a hospital they would like to work and be beneficial or good for both the students and his department?
Reply:
The Internship and Community Services Placement (ICSP) system is an electronic system designed to recognise applicants as individuals rather than as part of group applications. The university name is used only as an eligibility criterion, not an allocation criterion, with the applicant through ID numbers as the primary factor in the algorithm who is allocated against available funded posts.
- The table below illustrates the social compact consideration outcomes:
SC - Social Compact |
1st |
2nd |
3rd |
4th |
5th |
Sefako Makgatho Health Sciences University |
28 |
|
|
|
|
University of Cape Town |
35 |
6 |
5 |
19 |
1 |
University of KwaZulu Natal |
42 |
|
|
|
|
University of Limpopo |
1 |
|
|
|
|
University of Pretoria |
69 |
13 |
5 |
8 |
2 |
University of Stellenbosch |
20 |
2 |
1 |
3 |
11 |
University of the Free State |
9 |
1 |
1 |
2 |
1 |
University of the Witwatersrand |
43 |
9 |
4 |
9 |
15 |
Walter Sisulu University |
14 |
|
|
|
|
2. (a) The table below illustrates top 3 provincial allocations (outside first five choices):
University |
Within the 3 provinces |
Sefako Makgatho Health Sciences University |
2 |
University of Cape Town |
5 |
University of KwaZulu Natal |
5 |
University of Limpopo |
1 |
University of Pretoria |
3 |
University of Stellenbosch |
43 |
University of the Free State |
3 |
University of the Witwatersrand |
12 |
Walter Sisulu University |
|
b) The table below illustrates social compact considerations outside first five choices:
SC - Social Compact |
Within the 3 provinces |
University of Cape Town |
1 |
University of KwaZulu Natal |
1 |
University of Pretoria |
1 |
University of Stellenbosch |
15 |
University of the Witwatersrand |
3 |
Total |
21 |
3. The ICSP System does not offer 6th, 7th, 8th, 9th or 10th choice for placements.
4. According to the policy guidelines which were agreed upon by associations and unions, all applicants who are placed within the first 5 options will not be allowed to swop. This was extensively communicated to applicants through various platforms including webinars and university visits.
END.
22 November 2024 - NW1656
Powell, Ms EL to ask the Minister of International Relations and Cooperation
What (a) are the full details of the outcomes of the 16th BRICS Summit and (b) is the Government’s formal position with regard to the notion of de-dollarisation within the BRICS group?
Reply:
a) The XVI BRICS Summit was held in Kazan, Russia from 22 to 24 October 2024 under the theme: “Strengthening multilateralism for just global development and security.” The Summit reflected on global developments, including the situation in the Middle East, BRICS political and security cooperation, BRICS economic and financial cooperation, including reports by the New Development Bank, BRICS Business Council, BRICS Women’s Business Alliance and BRICS Interbank Cooperation Mechanism, and cooperation between BRICS and the global South. In line with the taskings of the XV BRICS Summit held in Johannesburg from 22 to 24 August 2023, the Kazan Summit endorsed the modalities for the BRICS Partner Country Model. The Summit also welcomed the use of local currencies in financial transactions; encouraged the strengthening of correspondent banking networks within BRICS and acknowledged the importance of exploring the feasibility of connecting BRICS financial markets infrastructure. Finance Ministers and Central Bank Governors will report to the next Summit on their further consideration of these issues. The outcomes of the XVI BRICS Summit are reflected in the Kazan Declaration adopted on 23 October 2024 which conveys shared BRICS positions on economic, financial and political matters of global importance and reflects on developments in BRICS cooperation, including amongst others, the establishment of a Civil BRICS Council, a BRICS Medical Association, a BRICS Working Group on social sciences and humanities research; a BRICS Tourism Forum; first meetings of BRICS Ministers of Justice, BRICS Ministers of Transport and Heads of BRICS Geological Services; the adoption of a Memorandum of Understanding on a BRICS Carbon Markets Partnership; the publication of the BRICS Joint Statistical Publication, a BRICS Just Energy Transition Report and the first edition of the BRICS Health Journal.
b) BRICS calls for a reformed international financial system that would facilitate the increased use of national currencies in international trade and financial transactions in order to derisk BRICS trade from foreign exchange fluctuations rather than de-dollarisation. The strengthening of correspondent banking networks and the development of infrastructure suitable for settlements in national currencies could generate more momentum in this regard and would not mean that our economies shift away from the US dollar settlement model. South Africa also supports increased access to financing in local currencies, including from the New Development Bank, in order to minimise exposure to foreign exchange and interest rate risk.
22 November 2024 - NW1265
Sithole, Mr KP to ask the Minister in the Presidency
With reference to the Public Sector Manager (PSM) magazine that is published by the Government Communication and Information System, (a) how does the PSM assist senior managers in the Public Service to improve the quality of services offered by respective departments and/or agencies and (b) what specific examples of management innovations and/or best practices that have been featured in the PSM have contributed to improved service?
Reply:
a) How does the PSM magazine assist senior managers in the Public Service to improve the quality of services offered by respective departments and/or agencies?
The PSM magazine is a vital platform for public sector managers to share knowledge and best practices. It was established in 2011 to address the need for an official platform that caters for the information needs of public sector managers. Its content is sourced from public sector managers, ministerial interviews and contributions from various government departments.
PSM’s key features include:
- Insights-driven opinion pieces by decision-makers.
- Ministerial interviews on government programmes and progress achieved since the dawn of democracy in 1994.
- External contributions offering perspectives on government programmes and policies; and
- Themed content aligned to South Africa’s national calendar.
PSM covers various topics to keep public sector managers informed about key government programmes aimed at improving citizens’ lives through enhanced public services. The magazine fosters knowledge-sharing and cooperation among public managers to promote excellence in the Public Service.
The PSM supports Senior Managers in departments and entities by allowing knowledge on centres of excellence in the delivery of services to be shared. This allows a largely cohort of managers to access and share this knowledge, providing a resource to better enable continuous delivery of quality services.
b) What specific examples of management innovations and/or best practices that have been featured in the PSM magazine have contributed to improved service?
The PSM magazine has consistently showcased exceptional management innovations and best practices that have significantly improved service delivery in South Africa. One notable example is the groundbreaking COVID-19 research conducted by South African scientists who used wastewater surveillance to detect the presence of the virus.
South Africa has made notable advancements in technology, including securing contracts worth R1.2 billion for the Square Kilometre Array (SKA) project. Additionally, the country has launched its first 3D construction printing project to address the housing backlog, which currently stands at over 2.3 million houses. Furthermore, drone technology is being used to enhance service delivery in rural areas.
South Africa has also made strides in empowerment initiatives and the promotion of basic human rights. Research programmes have been pioneered to support victim-empowerment initiatives. The country has reflected on three decades of progress in advancing human rights and gender equality, including empowering women and upholding the rights of the LGBTQIA community.
Effective governance has also been prioritised to improve public trust, and foster transparency and accountability. Notably, South Africa played an active role in the development of the COVID-19 vaccine. These innovative initiatives demonstrate the commitment of public servants to excellence, improving service delivery and enhancing the overall quality of the Public Service.
The examples cited demonstrates how innovation and best practices have been uplifted in the PSM and shared as a contribution towards capacitating managers to continually improve service.
REPLY COORDINATOR
Name : Ms Saadia Moolla
Designation : Director: Office of the DG
Contact : 012 473 0264
Recommended / Not recommended
___________________________
Ms Nomonde Mnukwa
Acting Director-General: Government Communication and Information System
(GCIS)
Date:
Approved / Not Approved
________________________
Ms Khumbudzo Ntshavheni, MP
Minister in The Presidency
Date:
22 November 2024 - NW1716
Ngobeni, Ms LM to ask the Minister of Home Affairs
1) With reference to his reply question 229 on 16 September 2024, wherein he confirmed that over the Medium -Term Expenditure Framework, the Border Management Authority (BMA) is facing a shortfall of R 4, 535 billion, what plans has he put in place to secure the Republic’s vulnerable 4,800 km land borders without critical resources; 2) what he found to be the reasons for the National Treasury not to prioritise the funding needs of the BMA whose mandate is to protect the Republic’s already dangerously porous borders?
Reply:
1. The BMA Operation Unit has conducted a comprehensive analysis of the border enforcement area to pinpoint high-risk zones that require increased resources to prevent the illegal movement of goods and people. In response to these findings, some resources have been strategically redirected to these critical areas with the goal of mitigating identified risks. However, it is crucial to highlight that significant underfunding of the BMA continues to hinder its capacity to effectively fulfil its mandate of ensuring national security.
In addition to the strategic reallocation of resources, the BMA has strengthened collaboration with other border law enforcement entities through joint operations. This increased cooperation aims to enhance visibility and presence in vulnerable areas, thereby bolstering overall border security efforts. Despite these initiatives, ongoing resource constraints remain a challenge that must be address to ensure the BMA can fully deliver on its responsibilities.
2. In the discussion between the Border Management (BMA) and the National Treasury, a significant issue highlighted with regarding to prioritising the funding of BMA is the challenges posed by a constrained fiscal environment. Furthermore, National Treasury has stated that the lack of economic growth and financial stability had a negative impact on the available resources significantly limits the ability to prioritize funding for the BMA.
END.
22 November 2024 - NW1554
Le Roux, Dr KW to ask the Minister of Health
(1) With regard to the budgetary crisis faced by the Gauteng Department of Health and its stated commitment to continue to prioritise the filling of critical positions, what (a) are the reasons that the (i) Heads of Department at the Charlotte Maxeke Johannesburg Academic Hospital (CMJAH) are being blocked from advertising vacancies of critical clinical staff, including medical specialist and medical officer posts and (ii) appointment letters for new and critical clinical staff that have gone through the interview process are being delayed and (b) total number of each category of critical clinical posts at the CMJAH, Helen Joseph Hospital, Steve Biko Academic Hospital, Chris Hani Baragwanath Hospital, George Mukhari Hospital and Kalafong Provincial Tertiary Hospital are expected to require advertising and filling by the end of March 2025; (2) (a) what total number of clinical staff members are currently suspended on full pay pending a disciplinary action at each of the specified hospitals, (b) for how long has each of the persons been suspended on full pay and (c) what are the reasons that the disciplinary hearings for clinical staff that have been suspended for three months or more have not been concluded to allow critical posts to be opened up under the current budgetary constraints?
Reply:
1. (a) (i) The Heads of Department at Charlotte Maxeke Academic Hospital have not been blocked from advertising critical posts including medical specialist and medical officer posts and therefore, vacant clinical posts at Charlotte Maxeke Academic have not been blocked.
(ii) The recruitment processes have not been completed. The Gauteng Department of health is still working on the critical priority posts to be filled.
(b) The total number of posts that will be filled by March 2025 will be determined after the re-prioritisation of critical clinical posts has been finalised in line with the allocated budget.
2.
Name of hospital |
a) Number of clinical staff suspended |
b) Duration of suspense |
c) Reasons for delays in conclusion of cases |
Chris Hani Baragwanath Academic Hospital |
0 |
N/A |
N/A |
Steve Biko Academic Hospital |
0 |
N/A |
N/A |
Charlotte Maxeke Academic Hospital |
1 |
Four months |
Postponement of the disciplinary hearing |
Dr George Mukhari Academic Hospital |
0 |
N/A |
N/A |
Helen Joseph Hospital |
0 |
N/A |
N/A |
Kalafong Hospital |
0 |
N/A |
N/A |
END.
22 November 2024 - NW1553
Kgobisa-Ngcaba, Ms K to ask the Minister of Correctional Services
With regard to each management area in the Republic, what is the total (a) number and (b) cost of (i) narcotics dogs, (ii) two-way radios, (iii) Closed Circuit Television cameras, (iv) body scanners and (v) other tools utilised to (aa) prevent the smuggling of contraband into correctional services facilities and/or centres and (bb) find contraband in correctional facilities and/or centres?
Reply:
Management Area |
No. & cost of Narcotics Dogs |
No. & cost of Two-way Radios |
No. & costs of Closed-Circuit Television cameras |
No. & cost of Body Scanners |
No. & costs of other tools |
---|---|---|---|---|---|
KwaZulu-Natal Region |
|||||
Durban |
x2 @ R28 500 each |
x105 @ R2 949.75 |
x154 @R3050 |
X2 units (Westville Med A) @ R 2 644 722.28 each |
X6 Parcel Scanners X57 Hand metal detectors X6 Walk-through Metal Detectors, X6 Finger prints turnstiles |
Glencoe |
0 |
62 @ R2 949.75 each |
0 |
0 |
x45 Hand held metal detectors @ R900.00 |
Empangeni |
0 |
X56 @ R2949.75 each |
X9 @ R2799.00 each |
0 |
|
Kokstad |
X1 @ R35 000 |
X78 @ R461.53 each |
X916 on Contract |
0 |
|
Ncome |
0 |
X70 @R4000.00 |
X12 @R3166.66 |
0 |
|
Waterval |
X1 @ R30 000 |
X40 @ R2949.75 each |
X453 @ R4415.01 each |
0 |
|
Free State Northern Cape Region (FS&NC) |
|||||
Colesburg |
0 |
X55 @ R1 500 each |
0 |
0 |
|
Groenpunt |
X1 @ R30 000 |
X100 @ R2 949.75 each |
X27 @ R12 124 each |
X2 units at Groenpunt Max and Main gate @ R 2 644 722.28 each |
|
Kimberley |
X1 @R30 000 |
X93 @ R2 949.75 each |
X93 @ R 2 949 each |
0 |
0 |
Goedemoed |
X2 @R30 000 each |
X72 @ R2949.75 each |
0 |
0 |
0 |
Bizza Makhate |
X2 @ R30 000 each |
X280 @R2949.75 |
X180 @ R12 124 each |
0 |
|
Grootvlei |
0 |
X57 @ R2 949.75 each |
0 |
0 |
|
Gauteng Region |
|||||
Kgoši Mampuru II |
X5@ R30 000 each |
X126 @R2 949.75 each |
0 |
X2 units (Kgosi Mampuru II) @ R 2 644 722.28 each |
|
Modderbee |
0 |
X27@ R2949.75 each |
0 |
0 |
|
Zonderwater |
X3 @ R30 000 each |
X28 @ R2949,75 each |
0 |
0 |
|
Johannesburg |
X3 @ R30 000 each |
X120 @R2 949.75 each |
X360 @ R12 124 each |
X2 units (Med A & Med B) @ R 2 644 722.28 each |
|
Krugersdorp |
X3@ R30 000 each |
X40 @ R2 949.75 each |
0 |
0 |
X4 Walk through metal detectors @ R32 500 each |
Boksburg |
x1 @ R30 000 each |
X50 @ R2 949.75 |
X46 @R3 478.26 each |
0 |
|
Baviaanspoort |
X2 @ R30 000 each |
X105 @ R2 949.75 |
0 |
0 |
|
Limpopo, Mpumalanga and North West Region (LMN) |
|||||
Barberton |
X1 @ R30 000 |
X50 @ R2949.75 each |
X46 @ R12 124 each |
X2 units (Max & Main Gate) @ R 2 644 722.28 each |
|
Klerksdorp |
0 |
X98 @ R2949.75 each |
0 |
0 |
|
Polokwane |
X1 @ R30 000 |
X90 @ R2949.75 each |
X25 @ R1 840 each |
0 |
|
Rooigrond |
0 |
X38 @ R2 949.75 each |
0 |
0 |
0 |
Rustenburg |
X2 @ R30 000 each |
X103 @ R2 949.75 each |
0 |
0 |
|
Thohoyandou |
0 |
X26 @ R2949.75 each |
0 |
0 |
X1 Walk through metal detector @ R107 651.50 |
Witbank |
X2 @ R30 000 each |
X77 @ R2949.75 each |
0 |
0 |
|
Bethal |
0 |
X159 @ R2949.75 each |
X363 @ R3 500 each |
0 |
|
Eastern Cape Region |
|||||
Amathole |
0 |
X24 @ R2 949.75 each |
0 |
0 |
|
East London |
X1 @ R30 000 each |
X41 @ R2 949.75 each |
0 |
0 |
|
Kirkwood |
X3 @ R30 000 each |
X25 @ R2 949.75 each |
0 |
0 |
X15 Hand held metal detectors @ R345 each |
Mthatha |
0 |
X57 @ R2 949.75 each |
X77 @ R12 124 each |
0 |
|
Sada |
0 |
X68 @ R2 949.75 each |
X20 @ R3 500 each |
0 |
|
St Albans |
X2 @ R30 000 each |
X59 @ R2 949 each |
X447 @ R3 500 each |
X2 units (Max & Med A) @ R 2 644 722.28 each |
|
Western Cape Region |
|||||
Allandale |
0 |
X57 @ R2 949 each |
0 |
0 |
|
Brandvlei |
X4 @ R30 000 each |
X62 @ R2 949.75 each |
X247 @ R3500 each |
0 |
|
Breederivier |
X1 @ R30 000 each |
X20 @ R2 949.75 each |
X25 @ R3500 each |
0 |
|
Drakenstein |
X1 @ R30 000 each |
X35 @ R2 949.75 each |
X32 @ R3 500 each |
0 |
|
Goodwood |
0 |
x20 @ R2 949.75 each |
X99 @R3 500 each |
0 |
|
Overberg |
X1 @ R30 000 |
X26 @ R2 949 each |
0 |
0 |
|
Pollsmoor |
X3 @ R30 000 each |
X73 @ R 2 949.75 each |
0 |
X2 units (RDF & Main Gate) @ R 2 644 722.28 each |
|
Southern Cape |
0 |
118 @ R2 949.75 each |
182 @ R3 500 each |
0 |
|
Voorberg |
X3 @ R30 000 each |
X136 @ R2 949.75 each |
0 |
0 |
|
West Coast |
0 |
X136 @ R2 949.75 each |
X25 @ R3 500 each |
0 |
|
(bb) The following contraband has been found utilising the abovementioned security tools:
- Cellphones;
- Dagga;
- Mandrax and other habit-forming drugs;
- Knives;
- Coins; and
- Alcohol
END.
22 November 2024 - NW1653
Le Roux, Dr KW to ask the Minister of Health
(1) What number of South African students who graduated from the Nelson Mandela-Fidel Castro South Africa-Cuba Medical Training Programme were accommodated as (a) first-year interns, (b) second-year interns and (c) community service doctors in each province in each of the past five financial years since the 2019‑20 financial year; (2) what number of South African graduates are expected to take up posts as (a) first-year interns, (b) second-year interns and (c) community service doctors in each province in (i) 2025, (ii) 2026 and (iii) 2027?
Reply:
The Internship and Community Services Placement (ICSP) system is designed to recognise applicants as individuals rather than as part of group applications. The university name is used only as an eligibility criterion, not an allocation criterion, with the applicant through ID numbers as the primary factor in the algorithm who is allocated against available funded posts. Furthermore, loading of applicants is initially done through the local universities and students details uploaded without differentiating between NMFC or Local students but as Final Year Medical Students registered in that institution at the time of uploading.
- The table below illustrates numbers of students who had passed the Cuban National Examination (CNE) and were eligible for (a) 1st Year Internship placements:
Province |
2019 |
2020 |
2021 |
2022 |
2023 |
Eastern Cape |
1 |
9 |
20 |
3 |
2 |
Free State |
1 |
1 |
1 |
0 |
2 |
Gauteng |
0 |
10 |
118 |
12 |
9 |
KwaZulu-Natal |
2 |
9 |
37 |
7 |
5 |
Limpopo |
1 |
9 |
109 |
17 |
16 |
Mpumalanga |
0 |
1 |
68 |
18 |
14 |
Northern Cape |
1 |
1 |
28 |
2 |
4 |
North West |
0 |
10 |
50 |
5 |
4 |
Total |
6 |
50 |
421 |
64 |
54 |
(b) and (c) The NMFC Graduates who had been placed for 1st year internship have since proceeded to complete their 2nd Year Internship were successfully placed for Community Services in the subsequent years.
2. According to the Internship and Community Services Placements (ICSP), projections for South Africans graduates for 2025 are as per the table below:
Province |
Community Services |
2nd Year Internship |
1st Year Internship |
Eastern Cape |
282 |
215 |
202 |
Free State |
100 |
51 |
79 |
Gauteng |
402 |
753 |
772 |
KwaZulu-Natal |
288 |
435 |
517 |
Limpopo |
273 |
168 |
119 |
Mpumalanga |
302 |
93 |
110 |
Northern Cape |
75 |
40 |
32 |
North West |
281 |
172 |
146 |
Western Cape |
349 |
307 |
141 |
Total |
2358 |
2234 |
2118 |
2026 Projections:
- 1st Year Internship will be confirmed through uploading by universities in January 2026 following registration of final year students.
- 2nd Year Internship projected 2118 placements with provincial distribution as in 2025 1st Year allocation.
- Community services projected 2234 placements with provincial distribution determined in March 2025 from confirmation of posts by provinces.
2027 Projections:
- 1st Year Internship will be confirmed through uploading by universities in January 2027 following registration of final year students.
- 2nd Year Internship projected as progression of 2026 1st Year Internship placements
- Community services projected 2118 placements with provincial distribution determined in March 2026 from confirmation of posts by provinces.
END.
22 November 2024 - NW1879
Reddy, Mr VG to ask the Minister of Cooperative Governance and Traditional Affairs
What (a) has he found to be the reasons for the visible decay of the critical local government infrastructure across the Republic under the current 7th Administration and (b) concrete plans has he developed to assist local government structures in their efforts to rehabilitate essential services in our communities?
Reply:
a) Since the dawn of democracy in 1994, the government has focused on addressing spatial and developmental imbalances of the past, and as such, there was rapid capitalisation and development to alleviate the infrastructure backlogs. In the same breath, the was a requirement to upscale capacity level and skill set of public service. Local government, as the first point of contact to citizens, was the primary infrastructure delivery instrument for communities to improve human settlements and quality of life. StatsSA report of 2022 exhibits that access to infrastructure services has improved tremendously to average levels of 88% across all infrastructure sectors, and the reflection affiliates to the NDP 2030 target of full access by 2030.
b) The major infrastructure (service delivery) risk is aligned with service provision reliability, which is a direct result of lack of infrastructure maintenance, limited resources, and under-budgeting for asset management (technical human resources and financial resources).
c) (i) Flowing from the programmes of the 6th administration, which commenced with addressing the skill deficiencies at local government by professionalising public service, that remains an ideal priority of the 7th administration and with a specific priority of DCOG in improving capacity and skill of municipal officials. Various capacity building programmes are focusing on technical improvement that MISA implements for municipalities. The below reflects on those programmes:
Table 1: MISA Capacity Building programmes implemented for municipalities.
PROGRAMME |
Financial Year |
|||
2021/22 |
2022/23 |
2023/24 |
2024/25 (current status) |
|
Apprenticeship |
100 |
100 |
97 |
63 |
Bursary offered to university students |
100 |
100 |
||
Experiential Learnership |
39 |
70 |
41 |
29 |
Training of municipal officials |
519 |
510 |
524 |
228 |
Young Graduate programme |
143 |
150 |
150 |
114 |
Table 2: Trainings conducted by MISA for municipalities in 2024/25 FY.
Financial Year |
Type of training |
2024/25 |
Enhancing the Municipal Electrical Revenue Value Chain |
Understanding the Technical Implications of Developing and Operating a Landfill |
|
Getting Acquainted with Estimating, Costing and Pricing of Construction Tenders |
|
Getting Acquainted with the Management and rehabilitation design of urban road pavement |
|
Township Establishment: How to Formulate Compliant Conditions of Establishment |
|
Pressure Management and Pressure Reducing Valves |
|
Getting Acquainted with General Conditions of Contract 4th Edition (GCC 2024) |
|
Understanding the six work stages in the Project Life Cycle |
|
Getting Acquainted with Wastewater Treatment Plant Operation and Maintenance |
|
Introduction to GIS in Local Government |
Initially, there was an introduction of allowing for a portion of infrastructure grants that focuses on repairs, maintenance and refurbishment of infrastructure by allocating 10% of Municipal Infrastructure Grant (MIG) to repairs and maintenance. The 7th administration has further taken this forward by negotiating with the National Treasury for a direct grant from MIG that will be directly allocated to DCOG and assigned to MISA to address identified infrastructure deficiencies with a main emphasis on repairs and maintenance of infrastructure.
This will be done by ensuring that all municipalities have credible Infrastructure Asset Management Plans (IAMP) that reflect on stages of the useful life of infrastructure assets and when intervention should be applied, and this will be translated to IDPs for prioritisation by municipalities as well.
End.
22 November 2024 - NW1142
Mohlala, Ms MR to ask the Minister of Health
Whether he has the power to reduce the number of waiting lists for patients in need of knee replacements, who often have to wait for over a year, particularly at facilities like the Steve Biko Academic Hospital; if not, what is the position in this regard; if so, what measures has he put in place?
Reply:
According to the National Health Act, Chapter 3, Section 21-24, the Minister does not have direct powers in the delivery of health services. Furthermore, Chapter 4, Section 25-28 of the National Health Act indicates that the powers of health service delivery lies with the Provincial departments of health. Therefore, in this regard, the power to manage backlogs and the reduction of long waiting lists for knee replacements lies with the Gauteng Provincial department of health. The National Department of Health, however, assists Provincial Departments with funding for specialised care services through the allocation of the National Tertiary Services Grant (NTSG).
END.
22 November 2024 - NW1523
Clarke, Ms M to ask the Minister of Health
(1) What total number of medical practitioners who received their qualifications abroad (a) wrote the board examination of the Health Professions Council of South Africa (HPCSA), (b) passed the specified examination, (c) requested access to their examination papers after receiving their results and (d) were granted access to their papers in each year since 2018 up to the latest specified date in 2024 for which information is available; (2) what number of the persons who failed the examination in each year (a) rewrote the examination and (b) passed in each specified year; (3) what number of times on average do medical practitioners who received their qualifications abroad sit for the examination before passing it in each specified year; (4) whether the HPCSA has done a study to determine which medical practitioners who received their qualifications abroad seem to struggle the most with passing the examination; if not, why not; if so, what were the results?
Reply:
- Table below illustrates Board Examination outcomes in response to (a), (b), (c) and (d) with access to papers extended to viewing of the examination papers.
Year |
(a) Number Wrote Exams |
(b) Number Passed Exams |
(c) Percentage Passed Exams |
Number Requested Access |
Number Granted Access* |
Percentage Granted Access |
2018 |
456 |
258 |
57% |
N/A |
N/A |
N/A |
2019 |
496 |
327 |
65% |
N/A |
N/A |
N/A |
2020 |
119 |
77 |
65% |
N/A |
N/A |
N/A |
2021 |
753 |
563 |
75% |
N/A |
N/A |
N/A |
2022 |
888 |
658 |
74% |
20 |
20 |
100% |
2023 |
380 |
191 |
50% |
3 |
3 |
100% |
2024 |
616 |
242 |
39% |
16 |
16 |
100% |
Total |
4,159 |
2554 |
61% |
39 |
39 |
100% |
2. Cohorts of applicants applying for, and ultimately sitting for exams are complex and not easy dissect to reflect failures. In a year, a cohort may comprise applicants who applied in that year or may have failed multiple times previously. Data that is available, manually extracted, is only available for repeaters who sat for examinations from 2022 as stated below:
YEAR |
REPEATERS |
||
Number |
Passed |
Percentage Passed |
|
2018 |
92 |
12 |
13,0% |
2019 |
125 |
1 |
0,8% |
2020 |
46 |
0 |
0,0% |
2021 |
76 |
0 |
0,0% |
2022 |
179 |
84 |
46,9% |
2023 |
42 |
0 |
0,0% |
2024 |
133 |
27 |
20,3% |
TOTAL |
693 |
124 |
17,9% |
3. This information is currently not available.
Foreign-qualified graduates are offered an opportunity to sit for Board Examinations until they can fulfill the requirements to practice as a Medical Doctor. Previously, graduates were granted a maximum of three attempts to complete, with the fourth offered at the discretion of the board, but that rule has since been put aside by the high court. However, HPCSA has not collected and correlated data to establish the average number of times it takes for the applicants to finally pass. Furthermore, some of the medical graduates opt to have a gap after failing exams and the number of re-writes does not follow a linear annual pattern.
No. The HPCSA’s research capacity is at an infancy stage, and therefore not capable, especially, to provide meaningful answers to as variable and complex a subject as that regarding a country where a South African studies as a predictor for examination success. However, because of its importance, the HPCSA plans to, at the time resources permit, explore the matter, either using internal means or through an external third party.
END.
22 November 2024 - NW1509
Thembekwayo, Dr S to ask the Minister of Health
Whether he has the power to put measures in place to improve the poor quality of (a) pharmacies and (b) clinics in provinces; if not, what is the position in this regard; if so, what relevant measures has he put in place?
Reply:
The National Department of Health (NDoH) is not aware of pervasive poor quality in pharmacies and clinics in South Africa. Where sporadic problems occur, they are attended to. Yes, the Minister has powers through the measures outlined below to improve quality in (a) Pharmacies and (b) Clinics:
a)Pharmacies
- All pharmacies in provinces, whether in the public or private sector, may operate only if a license has been issued in terms of the Pharmacy Act 53 of 1974, on the conditions as prescribed by the Director-General: Health. The conditions for the issue of the pharmacy premises licenses include compliance with the relevant legislation, including compliance with Good Pharmacy Practice (GPP) Rules.
- The South African Pharmacy Council (SAPC) is a statutory body mandated in terms of the Pharmacy Act, 1974 (Act 53 of 1974) to regulate the pharmacy profession in the country with powers to register pharmacy professionals and pharmacies, control of pharmaceutical education, and ensuring good pharmacy practice.
- The Good Pharmacy Practice (GPP) Rules, published by the SAPC in terms of Regulation 35A(b) of the Pharmacy Act provides for the quality which pharmacies must strive to achieve and adhere to.
- The SAPC requires the responsible pharmacists to conduct self-inspections of their pharmacies annually. Self-inspections are used to monitor compliance with GPP Rules and to identify gaps and implement corrective measures on shortcomings identified. The SAPC also provides a guide to compliance to help prepare for an inspection.
- Furthermore, the SAPC conducts different types of inspections to monitor the operations and quality of pharmaceutical services. Reports are generated from the inspections, which pharmacies should use to improve on the quality of services they provide.
b) Primary Health Care facilities (Clinics and Community Health Centres)
- Section 25(1)(n) of the Health Act, 2003 (Act 61 of 2003) mandates provincial departments to control the quality of all health services and facilities while section 47(1) requires all health establishments to comply with the quality requirements and standards prescribed by the Minister.
- To this end the National Health Council adopted an Ideal Clinic Realisation and Maintenance (ICRM) framework in the public sector that addresses the gaps in the primary health services delivery platform. The ICRM Framework is used to identify quality gaps, generate quality improvement plans for each gap identified, assign timelines for corrective actions and to assign responsible persons for every area who should report progress on the interventions undertaken.
- Patients are provided with an opportunity to lodge complaints, compliments and suggestions in writing and in person to the facility manager. Patients are at liberty to escalate their complaints to higher levels of authority in case they do not get a response or a satisfactory response.
- The Office of Health Standards Compliance, established in terms of section 78 of the Health Act, is mandated to conduct quality assurance inspections of all health establishments, to provide reports of outcomes, and the facilities are expected to develop quality improvement plans to correct non-compliance.
END.
22 November 2024 - NW1583
Zungula, Mr V to ask the Minister of Home Affairs
1) Whether the Border Management Authority (BMA) has a (a) disciplinary appeals authority and (b) secretariat;, if not, why not; if so, what total number of (i) pending appeals were concluded within the first 100 days after the elections and (ii) the specified pending appeals are still awaiting a final decision. 2) (a) how does the BMA handle referrals by the Commission for Conciliation, Mediation and Arbitration (CCMA) for junior managers and (b) what is the process for senior managers; 3) Under what circumstances does the BMA utilise outsourced legal practitioners to represent it at the CCMA level? NW1909E
Reply:
1. The BMA has a:
a) Disciplinary appeals authority; and
b) Secretariat to the disciplinary appeals authority
- The pending appeals that were concluded within the first 100 days after the elections are seven (7)
- There are no specified pending appeals which are still awaiting final a decision
2. (a) The BMA is represented at all set down cases at CCMA by its Labour Relations Management component officials. These officials are sometimes accompanied by the attorneys from the law firms which handled the disciplinary cases which resulted in dismissal of affected officials.
(b) No case involving any senior managers has been reported or registered
3. The BMA utilises outsourced legal practitioners to represent it at the CCMA level in the matters of serious misconduct disciplinary enquiries wherein the law firms handled the matter until its conclusion and any matter that involve a senior manager.
END.
21 November 2024 - NW1852
Christie, Ms KA to ask the Minister in the Presidency
Whether, considering that Statistics SA accumulated more than R128 million in unauthorised expenditure and more than R13 million in irregular expenditure, resulting in an adverse audit outcome, she has found that the outcome could be attributed to the fact that the position of the Chief Financial Officer (CFO) is vacant; if not, what is the position in this regard; if so, by what date will the CFO be appointed? NO3166E
Reply:
The recruitment process of the Chief Financial Officer post is in progress. The post was advertised in the Sunday Times and DPSA Vacancies Circular with the closing date of 07 October 2024 and the shortlisting process has been concluded. Interviews are planned for 04 December 2024 and the post should be filled by 01 March 2025.
Risenga Maluleke Statistician-General Date: 11 November 2024
____________________________
Hon. Khumbudzo Ntshavheni, MP Minister in the Presidency Date:
21 November 2024 - NW1978
Maotwe, Ms OMC to ask the Minister of Finance
Considering National Treasury’s strategy of allowing early retirements to align public servant’s headcount with budget which he outlined in his Medium Term Budget Policy Statement, (a) what total number of civil servants are being targeted and (b) how will this affect service delivery?
Reply:
a) Government is incentivising early retirement with the aim of achieving two broad objectives, which are rejuvenating the public service through employment of graduates and younger professionals as well as aligning public service headcounts with the budget. The current allocation of R11 billion in the 2024 MTBPS is based on an assumption of approximately 30 000 employees exiting the public service. However, the final number will depend on the respective salary levels of the employees that would be approved for early retirement.
b) Executive authorities have the authority in terms of section 16(6) of the Public Service Act to approve early retirement applications and ensuring that the initiative does not reduce the pool of highly skilled individuals within their respective government departments. Therefore, the programme would not be a ''free'' for all employees in the identified age categories as such decisions will rest with the executive authorities taking into account the impact on service delivery. Further details about the implementation of the programme will be communicated once the discussions with labour at the Public Service Coordination Bargaining Council have been concluded.
21 November 2024 - NW1821
Mphithi, Mr L to ask the Minister of Human Settlements
What steps has she taken to address the allegations of financial mismanagement and fraud at the National Housing Finance Corporation?
Reply:
I am not aware of financial mismanagement or fraud at the National Housing Finance Corporation. Should any substantive information be brought to my attention confirming such, the matter will be investigated, and corrective steps will be taken, including consequence management.
21 November 2024 - NW1853
Christie, Ms KA to ask the Minister in the Presidency
Whether, considering that Statistics SA (Stats SA) relies on the State Information Technology Agency (SITA) for its information and communication technology (ICT) operations, and is constantly let down by the poorly performing government organisation, it is her intention for Stats SA to procure the ICT services of a private company, not only to save costs in its constrained budget, but also to improve efficiency; if not, why not; if so, what are the relevant details?
Reply:
Stats SA entered into a business agreement with SITA as state Information and Communication Technology (ICT) agency through the SITA Act No. 88 of 1998. As per the SITA’s Act, all departments are mandated to go through SITA’s procurement processes for ICT related goods and services.
The current business contract with between SITA and Stats SA started in July 2022 and will be in force till June 2025., while the service level agreement started in August 2023 and will expire in July 2026.
Stats SA is heavily reliant on ICT infrastructure for data collection, processing, analysis and dissemination. The department has invested internally on ICT infrastructure and services for to enable these key business processes. SITA is supposed to be our strategic partner for services such as network connectivity, transversal systems (Persal, BAS and LOGIS), internet connection and hosting services amongst others. These are fundamental services that enable the organisation to meet its strategic objectives.
However, the SITA Act, stipulates that not all procurements of ICT goods and services are mandated to go through SITA processes, some of the goods and services that are optional and therefore can be obtained through other supply chain procedures.
Herewith is a summary of both mandatory and optional services that may be acquired from or through SITA:
MANDATORY services that MUST be provided to the National and Provincial departments by SITA:
- Provide or maintain a private telecommunications network;
- Provide and maintain transversal and department specific information systems;
- Provide data-processing or associated services for transversal or departmental specific information systems;
- Provide sets of standards for interoperability;
- Set standards for information security standards;
- Eliminate duplication;
- Leverage economies of scale; and
- Procurement of goods and services.
OPTIONAL services that may be provided to the national and provincial departments by SITA, but the departments have the flexibility to acquire these services elsewhere.
- Training on ICT or information systems;
- Applications and software development;
- Maintenance of software and infrastructure;
- Data processing for departmental specific applications;
- Technology or business advice on ICT related matters;
- Research and development; and
- Selling and provision of authentication products.
As reflected above, SITA’s mandatory services, cover critical services such as networking and transversal systems which are core to the functioning of Stats SA, acquiring these services from a private service provider will attract very high initial capital costs. Furthermore, services such as Persal are quite complex and expensive when acquired externally. Stats SA’s financial situation does not make provision for any additional spending. However, Stats SA may benefit from an exemption from SITA Act on the following 2 services:
- Procurement of goods and services - their turn-around time on this one are quite bad and this affect us negatively.
- Internet services - our ICT division will embark on a full technical investigation together with related cost-benefit analysis.
On optional services, most of these services are already provided internally or acquired outside of SITA.
As reported previously, Stats SA has on numerous occasions engaged with SITA and escalated these technical challenges but even after the escalation SITA did not adhere to their own State Information Technology Agency Act 1998 General regulations on Procurement Guidelines.
Risenga Maluleke
Statistician-General
Date: 11 November 2024
____________________________
Hon. Khumbudzo Ntshavheni, MP
Minister in the Presidency
Date:
21 November 2024 - NW1828
Tafeni, Ms N to ask the Minister of Human Settlements
What steps has she taken recently to investigate the widespread allegations of gross mismanagement and poor administration at the National Housing Finance Corporation?
Reply:
I am not aware of gross mismanagement or poor administration at the National Housing Finance Corporation. Should any substantive information be brought to my attention confirming such, the matter will be investigated and corrective steps will be taken, including consequence management.
21 November 2024 - NW1283
Letlape, Dr TKS to ask the Minister of Employment and Labour
Following the announcement that 20 000 intern inspectors will be hired, what is the (a) total cost of the specified initiative, (b) breakdown of (i) how the interns will be distributed in each province and (ii) the hours that they will work and (c) specific tests and standards that the intern inspectors will use to ensure black economic empowerment compliance?
Reply:
(a) Total Cost of the Initiative
The total estimated cost for the 20,000 intern inspectors' initiative over a five-year period is currently being determined.
(b) Breakdown of Intern Distribution and Work Hours
(i) Distribution of Interns in Each Province
The allocation of interns will be strategically based on the unique economic activities and compliance needs of each province. This approach ensures that all regions, particularly those with higher economic activity and potential compliance challenges, receive adequate attention.
(ii) Hours of Work
Intern inspectors will adhere to a standard 40-hour work week in line with the Basic Conditions of Employment Act.
However, to effectively monitor compliance across various sectors, interns may occasionally be required to conduct inspections after hours or on weekends, particularly in industries like hospitality and retail. Any overtime will be managed in accordance with relevant labour laws to ensure fairness and compliance.
(c) Specific Tests and Standards for Black Economic Empowerment Compliance
Intern inspectors will receive specialised training to assess compliance with relevant labour and employment equity legislation. Their focus will be on promoting fair labour practices and ensuring that employers adhere to South Africa's labour laws and regulations.
21 November 2024 - NW1398
Van Der Walt, Ms D to ask the Minister of Employment and Labour
(1) What are the full details of all (a) listed and (b) unlisted investments made by the (i) Unemployment Insurance Fund and (ii) Compensation Fund (aa) in each of the past eight financial years and (bb) since 1 April 2024 up to the latest date for which information is available; (2) what is the total (a) amount and (b) income benefit of listed and unlisted investments made through the Public Investment Corporation (PIC) for both entities since the initial investment transactions; (3) whether the PIC incurred any loss over the specified period of business with both entities on any listed and unlisted investment transactions; if not, what is the position in each case; if so, what are the further relevant details in each case? NW1726E
Reply:
(1)(i)(b):
UIF - UNLISTED INVESTMENTS – PERFORMING MARCH 2024
- Performing investments are investee companies whose performance as at 31 March 2024 were in line with expected outcomes.
- R13,9 bn was committed (contractually) to be invested in these companies by PIC on behalf of UIF and R12,42 bn has been invested as at Mar’24.
- R4,5 bn was received from these investee companies in the form of interest, dividends and capital repayments.
- As at 31 March 2024, the (unaudited) market value (as determined be independent external valuation experts) of these 18 investees were R11 bn.
- Therefore the economic value of these investments amounted to R15,6 bn (R4,566 bn + R11,036 bn) which is positive.
UIF UNLISTED INVESTMENTS – UNDERPERFORMING MARCH 2024
- Underperforming investments are investee companies whose performance as at 31 March 2024 were below expected outcomes.
- R3 bn was committed (contractually) to be invested in these companies by PIC on behalf of UIF and R2,8 bn has been invested as at Mar’24.
- R637 million was received from these investee companies in the form of interest, dividends and capital repayments.
- As at 31 March 2024, the (unaudited) market value (as determined be independent external valuation experts) of these 7 investees were R1,2 bn.
- Therefore the economic value of these investments amounted to R1,8 bn (R1,157 bn + R637 mil) which is underperforming initial expectation.
- South Point - Parties are in potential restructuring engagements which may result in a liquidity event to improve performance.
- SA SME FUND - The SA SME Fund of VC Funds reached first close with commitments of R695 million in June 2023 and has subsequently received further commitments of R100 million. The fund has invested in four portfolio funds at the end of the financial year which will result in improved performance.
- SAIF SATRC - 2023 budget was reviewed by the Finance and Risk committee and amended by management to align increase in Opex to increase in revenue. This together with revenue maximization implemented by Bakwena will improve performance.
- Clinix – undergoing debt restructuring with SBSA and performance should improve once the refinance is completed.
- Daybreak - Daybreak has faced several significant challenges, including financial mismanagement. On 10 July 2023, the Daybreak Board (“the Board”) constituted a transitional office, which improved the Company's governance and financial position. However, in September 2023, the Highly Pathogenic Avian Influenza (bird flu) outbreak at Daybreak’s Dieputten Breeder farm (one of the two breeder farms in Limpopo) devastated the business, leaving it in a dire financial situation requiring a cash injection. A material misstatement identified late 2023 during the external audit process indicated an error in the audited AFS of the company indicating a potential significant overstatement of Daybreak’s revenue and accounts receivable dating back three financial years. The process to re-audit and restate the financial statements is in progress and Daybreak approached the PIC for shareholder supported bridge funding to mitigate liquidity constraints. The funding request is currently going through PIC’s internal Governance processes and if approved will improve business performance.
- Naturecell – Turnaround efforts to get the plant to operational stage are underway. Management is targeting that by February 2025 the plant will be operational.
- Busamed - Busamed, together with RH Managers have commenced a process to consolidate the Busamed assets as well as RH Managers targeted assets into a NewCo (Project Thamani). This is to benefit from scale, tariff negotiation, capital raising, amongst others. This will improve investment performance.
(1)(i)(c)
UIF UNLISTED INVESTMENTS – IN LITIGATION MARCH 2024
- The PIC has taken legal action against/jointly with these investee companies on behalf of the Fund to remedy default.
- R2,3 bn was committed (contractually) to be invested in these companies by PIC on behalf of UIF and R2,3 bn has been invested as at Mar’24.
- As at 31 March 2024, these 5 investees were fully impaired by independent valuation experts indicating no potential expected recoverable amount anticipated from the litigation process as at 31 March 2024.
UIF UNLISTED INVESTMENTS – IN BUSINESS RESCUE/LIQUIDATION MARCH 2024
- These 6 investees were placed in Business Rescue and/or Liquidation through a formal court process. The proceedings have not been concluded as at 31 March 2024, however as at 31 March Edcon had a further potential recoverable amount of R158 mil and KHI R41 mil as confirmed by the appointed practitioners.
- R3,899 bn was committed (contractually) to be invested in these companies by PIC on behalf of UIF and R3,599 bn has been invested as at Mar’24.
- R509 million was recovered through the BA/liquidation process from these investee companies.
- It is anticipated that a further potential recovery in the amount of R158 mil may be made from Edcon and R41 mil from KHI as confirmed by the appointed practitioners. However, no further recoveries are expected from the other 4 investee companies.
- This will remain an impairment until the BA/liquidation process is concluded after which a realised loss will materialise.
(2)(i)(b): UIF
- The UIF’s investment portfolio is invested in accordance with the PFMA based on a passive investment strategy tracking an investment benchmark per asset category.
- During COVID pandemic the Fund had to liquidate listed equity and bond instruments from its investment portfolio during unfavourable economic conditions to fund COVID-Ters benefit payments. Hence the slight underperformance against the benchmark return for the 24- and 36- month rolling portfolio performance in the table below.