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

Source
Link

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?

Source
Link

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

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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)

Source
Link

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)
11.		Umkhanyakude DM (KZN)	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)
31.		Phokwane LM	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)
33.		Madibeng LM	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)
37.		Ramotshere LM	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)
39.		Ditsobotla LM	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	The UIFW policy is implemented by the municipality Reviewed Delegations System to be approved by Council The municipality has developed a Contracts Management Register which is updated monthly. The auditing of the Contracts Register was done by the Internal Audit end June 2024. There is a Risk Committee that is sitting on a quarterly basis and is being Chaired by an independent person that is not from the municipality. Council and Committee Minutes are done on every Council and Committee sittings. MPAC is functional and sits monthly and reports to Council
				Building Institutional Capability	SALGA has reviewed the structure in term of norms and standards and the municipality have been found as not compliant in terms of 70% / 30% compliance The Organogram is at a consultative stage and will be presented to LLF and then to Council. The municipality is also in the process of reviewing all the policies and the last workshop that was held for Councillors was on the 24 & 25 March 2024 and those policies were submitted to Council in May 2024. Performance Agreements have not yet been signed. A process plan to implement the cascading of performance agreements has been developed.
				Financial Management	Disclaimer for 5 consecutive years Financially distressed Financial recovery plan reviewed Unfunded Budget Cost Containment Policy has been developed and adopted by Council Revenue Enhancement Strategy has been developed and implemented and reconciliations are performed monthly. The Municipality is still busy with debt collection campaign focusing on government debt, schools and businesses. The municipality has a signed payment plan with Eskom and DWS, as other payment plans have been fully serviced. The Eskom payment plan has been revised in line with the conditions of the Municipal Eskom Debt Relief Programme. Cashflow is monitored on a weekly basis and reported to Municipal Manager weekly then Audit Committee and Council quarterly.
				Service Delivery	The municipality is performing well on Capital grants through the assistance of Risk Adjustment strategy implemented by the MEC of Cogta PMU manager appointed permanently for project management. The municipality is updating the Asset Register on a quarterly basis for the movable assets. COGTA approved funding for development of Infrastructure Asset Management Plan and is currently undergoing SCM processes. The municipality is also finalising the cost of supply study for electricity which was submitted to NERSA in March 2024 for approval. Performance of Meter readers is monitored monthly. Monthly Meter replacement report is submitted monthly for capturing. Waste management-The Contractor is on site and managing Makhanda Landfill Site on behalf of the Municipality. The municipality is currently upgrading James Kleynhans Water Treatment Works funded by Department Water and Sanitation and implemented by Amatola Water Board. Water supply challenges (Storage capacity, water demand outstrip the supply ); Sewer spillages (ageing AC pipelines); Poorly maintained infrastructure (water & Sanitation and electricity).
2.		OR Tambo DM	FRP imposed by Provincial Executive Council	Governance	Municipal oversight committees are convened as required. Municipal DC Board has been resuscitated, and a new chairperson has been appointed by Council. MPAC sits regularly and is investigating historical and current Unauthorised, Irregular, Fruitless and Wasteful Expenditure . IGR and DDM stakeholders remain active and meetings are taking place Capacitation of Councillors was done with the assistance of SALGA on powers and functions, financial management and contravention of the MFMA and related laws and regulations The post Audit action plan for 2022/23 is monitored monthly and is a standing item in monthly management Risk register is monitored on a quarterly basis and forms part of the reports that go through the Council committees. Council resolution tracking register has been developed and monitoring of the implementation of Council resolutions is reported quarterly in Council.
				Building Institutional Capacity	The district municipality has streamlined the organizational structure and was approved by Council, reduced senior managers posts from thirteen to six in terms of the regulations, and revised its operational strategy in line with its powers and functions. Change Management Strategy has been submitted to Cogta and SALGA inputs and advise. Developed Individual Performance Management System Policy Draft consequence management Policy has been presented in the Management & LLF in June 2024
				Financial Management	Funded 2024/25 Budget approved in April 2024. The municipality is performing well on Capital grants through the assistance of Risk Adjustment strategy implemented by the MEC of Cogta Developed a detailed SCM reporting template. The report is tabled to Council on quarterly basis The budget is implemented as approved and the quarterly reports on the implementation are submitted to Council. No irregular expenditure identified in the reporting period except those that relate to prior years, irregular report has been submitted to Council. The cost containment policy has been approved and is slowly being implemented. Intervention is required with dealing with Eskom, the invoices of ESKOM has fruitless and wasteful expenditure in the form of interest. The cost containment policy has been approved and is slowly being implemented Infrastructure asset register and movable assets are updated monthly.
				Service Delivery	The municipality is performing well on Capital grants through the assistance of Risk Adjustment strategy implemented by the MEC of Cogta Fleet Management function has been transferred to Corporate Services department and there is recorded improvement on overall management of the service. There is a need to adjust the budget to allow more bulk meter installation in the entire ORTDM water systems. Budget is required to be allocated from the ORTDM grant allocations for the Water Conservation Demand Management projects The DWS had provided support to develop the water and sanitation master plan for the ORTDM The green drop improvement plans were developed, and Action plans were submitted to DWS The district has obtained an improved blue drop score of 56.7% on the 2023 assessment. The district has also recruited more qualified employees to undertake the relevant functions for the improvement of the district performance hence the improvement. Conventional meters are installed in all the towns; however there is a culture of nonpayment by consumers.
3.		Amathole District municipality	FRP imposed by Provincial Executive Council	Governance	The MPAC of the municipality has been assisted and supported by Provincial Treasury with sessions for investigation and write off processes. Council and Committees meetings are sitting. There is a fully fledged public participation unit.
			FRP imposed by Provincial Executive Council	Building Institutional capacity	The municipality is implementing a new organogram, and positions are being advertised at the correct grading. The municipality is at 98% of the placement process with the remaining 2% to be advertised by the municipality. The municipality has done qualifications verifications from Task Grade 14 upwards but due to financial constraints has not been able to verify for officials below Task Grade
				Financial management	Cost containment policy was tabled to Council and measures are implemented. Payment plans with Eskom, AGSA, SALGA and DWS are in place, however the municipality is battling to maintain its payment plans due to the poor collection rate.
				Service delivery	MIG 2024/25 original allocation was R493 511m, revised to R488 582m and expenditure as at end Aug 2024 was R109 518m (22%). In 2024/25 the municipality is implementing fifty-one (51) projects for 2024/25 FY MIG allocation, and all contractors have been procured. Water: Access to tap water: 172 103hh (71%) and Water Backlog 22 121hh (29%) Sanitation: Access to Sanitation: 230 981hh (96%) and Sanitation Backlog 10 631hh (4%).
4.		Walter Sisulu LM	FRP imposed by Provincial Executive Council	Governance	All Section 79 Committees were established by 12 December 2023 and approved by Council; Bylaws relating to the standing rules and orders of council were adopted 12 Dec 23 and gazetted on the 22 January 2024; All potential irregularities are recorded in a register and submitted to MPAC for further processing. UIFW strategy has been adopted and the report for reduction strategy has been developed The contract and commitment registers have been developed. It is currently being monitored on monthly and quarterly basis. Standard Operation Procedure and template was developed – distinguishing business processes between contract management and contract administration and roles and responsibilities. Performance management tool is used to monitor contractor performance The municipality improved from an Adverse Audit Opinion to a Qualified Audit Opinion achieved in 2022/23. The municipality has developed and approved an Audit Improvement Plan, which it has been implementing and the implementation has been monitored at various forums.
				Financial Management	There has been a commitment from the municipality to deal with the 2022-23 FMCMM. The 9 partially completed activities are the ones that have a very huge impact on the success of the FRP and their full implementation has a medium to long term effect. The municipality is currently partially implementing some aspects of these activities, with very insignificant impact on the success of the FRP.
				Building institutional capacity	The municipality reviewed and approved the organizational structure; The recruitment plan for 2024-25 was developed and approved; The prioritised positions to be filled in the 2024/2025 financial year was identified and approved by the Top Management Meeting - (Inclusive with the personnel budget).
				Service delivery	There has been a significant improvement in the conditional grant spending of the municipality Service provider appointed for establishment of a landfill site Cleaning of storm water drainage systems. Maintenance of parks and cemeteries (with a maintenance plan) Policy adopted by council to enable partnerships on maintenance of municipal sports facilities Regular meter audits, Upgrade and replace bulk electricity infrastructure
5.		Enoch Mgijima LM	FRP imposed by national executive.	Governance	The Stakeholder Engagement Strategy was approved by Council. Ensure adherence to Council and committee Calendar of meetings. Conducted campaigns and workshops on anti-fraud and corruption policy Monitor the implementation of the Enterprise-Wide Risk Management Plan Develop a consequence management framework Progress report on implementation of AG audit action plan Troika is in place and managed by the Whip of Council. The Mayoral Committee remain fully functional. All the section 80 committees remain operative and chaired by members of the Mayoral Committee. MPAC is in place as a Section 79 committee. All 34 Ward Committees are functional and report monthly to the Speaker on their activities.
				Institutional Management	All S 56 Vacant positions are filled except for Director: Human Settlements. The Council took a resolution that the position be re-advertised as all candidates got a basic outcome in terms of the assessment of Senior Managers.
				Financial Management	The cash flow Committee is established to monitor expenditure The municipality has started to report on cost-cutting measures and the implementation of cost savings controls. Advertisement of projects and posts through one circulation newspaper including utilisation of municipal website and extender portals for cost savings. Billed revenue in 2023/24 increased by 13.43% compared to the 2022/23 FY. The growth is attributed to an 8.59% increase in revenue from electricity revenue and a 68.8% increase in revenue from refuse removal
				Service delivery	Improved grant expenditure performance. The malfunctioning protection at Ezibeleni substation was addressed by conducting maintenance work on the 11kV breaker at Ezibeleni substation.
6.	FS	Mafube LM	FRP imposed by court order and approved by MEC Finance. Rural Maintenance approached court to set aside the FRP. Matter still pending.	Putting people first	Ward committees established. Manual complaints system due to ICT challenges. Community complaints
				Governance	Council sitting and committees of council are functional. Municipality receiving support on FRP. Disclaimer audit opinion. AG on site to complete previous financial year audit. Provincial Representative and experts appointed to oversee implementation of FRP by provincial governance. Lack and aging ICT connectivity e.g websites, emails, billing systems. High litigations leading to attachment of bank account. Regazzetted MIG to the Fezile Dabi District.
				Building Institutional Capability	MM, Dir Corporate Services and Community Services appointed Strategic planning held to address inefficient and ineffective institutional capabilities. CFO, Technical Director and SCM Manager by provincial government
				Financial Management	Municipality receiving support on FRP. Disclaimer audit opinion. AG on site to complete previous financial year audit. Provincial Representative and experts appointed to oversee implementation of FRP by provincial governance. Lack and aging ICT connectivity e.g websites, emails, billing systems. High litigations leading to attachment of bank account. Regazzetted MIG to the Fezile Dabi District.
				Service Delivery	Poor service delivery and poor spending on infrastructure grants. Resource deployed (RMO)
				Local economic Development	Lack economic activities. Resource deployed (MISA)
7.		Mangaung MM	FRP imposed by National Executive and approved by Minister of Finance.	Putting people first	Ward committees established but reports not submitted on functionality to provincial CoGTA
				Governance	City Manager and all Senior Managers positions are filled Disciplinary Board is appointed to commence its work. Executive Management Team convenes regularly to discuss administrative matters All Council Oversight Committees appointed and functional
				Building Institutional Capability	Micro organisational structure is being reviewed. Consultations on the shift system commenced aimed at effective management of overtime.
				Financial Management	Approved funded budget for 2024/25 Valuation roll being maintained Tariffs reviewed annually to ensure cost reflective tariffs for water. Annual Financial Statements was reviewed by Internal Audit All SCM committees are functional War Room on revenue collection established. Improvement in spending of grants e.g. USDG
				Service Delivery	Blue and Green Drop Report recommendations being implemented Strategy developed to eradicate VIP toilets Improvement in turnaround times to address leakages Waste collection management has been improved
				Local economic Development	Key catalytic projects being implemented – planning phase e.g. Airport node.
8.		Togologo LM	FRP imposed by court order and approved by MEC Finance.	Putting people first	All ward committees established.
				Governance	Institutional challenges experienced by the municipality impacted progress with implementation of FRP for almost 18 months. NT, DCOG, PT and provincial CoGTA revived the FRP and Provincial Cogta appointed the Provincial Executive Representative to assume implementation FRP, A kick-off meeting was held on the 28th of October 2024. Council is fully functional. Executive Committee (EXCO) – The Committee convenes meetings regularly as per its Schedule Finance and Technical Committee - The Committee convenes meetings regularly as per its Schedule Corporate and Community Service Committee - The Committee convenes meetings regularly as per its Schedule Oversight/MPAC Committee - The Committee convenes meetings regularly as per its Schedule, there were support challenges that are being addressed. Rules & Orders (Ethics) Committee - The Committee convenes meetings as and when necessary Consequence Management Committee – This committee is replaced by a Disciplinary Board in our Municipality. Audit Committee - The Committee convenes meetings regularly as per its Schedule Risk Management & Performance Management Systems Committee – The Committee needs to be resuscitated.
				Building Institutional Capability	Only the MM position remain vacant, and the processes to fill it is underway. Vacancy Rate for staff below is at 47.97% The Audit backlog has been completed. The team from Cogta-FS is actively assisting to capacitate the Municipality. The municipality was previously disclaimed due to lack of records, as a result there was an intervention from DCoG with an indirect grant (Municipal Systems Improvement Grant) to improve records. (Policy formulation, set up Controls, Develop a file Plan and train existing personnel).
				Financial Management	The Audit backlog has been completed. All AG payments are up to date. Eskom - The matter is being litigated with Eskom. Pension Funds - All debt was paid except for SALA – the municipality made payment arrangement in place and honors the payments. The debt was R18m behind with SALA, and now currently at R12m. All Reports are updated monthly to keep the risk guard up to date monthly Salaries - nonpayment of Salaries is in the past, TLM is paying Salaries to employees monthly and on time. Unfunded Budget – There is a Financial Recovery Plan in Plan and the Municipality will now be reporting Monthly. Budget Steering Committee – The Municipality has put this committee in place to have an oversight over the Budget. AFS are submitted on time. 2023/2024 FY Submitted. The Audit opinion improved from Disclaimer to Qualified. Budget to be prepared based on cost reflective tariffs arising from study conducted on cost of supply of service. Training is conducted to capacitate finance function and training of mSCOA implementation. Review and update of the indigent register and improve indigent processes.
				Service Delivery	Water & Sanitation: Boshof: Plant Under Capacity and not functioning optimally. Rehabilitation to restore current design capacity and upgrading to increase capacity. Dealesville: Plant extremely Under Capacity. Plant currently under rehabilitation. However immediate upgrades are required to increase Capacity to accommodate additional households to be connected to the waterborne system Hertzogville: Plant Under Capacity and not functioning optimally. Rehabilitation to restore current design capacity and upgrading to increase capacity. Electricity Supply:A bulk of Electricity Transformers within the Municipality's jurisdiction have shown signs of ageing i.e. Leaking oil, sudden failure, etc. The servicing of all existing Transformers is within the Municipality. The replacement of damaged Transformers. The procurement of spares is done for different sized transformers to allow rapid response to emergencies. Infrastructure development - Request for Town Planning Support from Housing Development Agency. Township Establishment and Re-Zoning of 2500 sites in Malebogo. Township - Hertzogville Township Establishment and Re-Zoning of 1500 sites in Seretse Township – Boshof Township Establishment and Re-Zoning of 1000 sites in Tshwaraganang Township – Dealesville The projects were identified by the Municipality and sent to the Housing Development Agency. HDA started processes with the 2500 sites in Malebogo-Hertzogville, a company was appointed, the Community was involved on the Social Impact Study. Progress is currently on hold. Infrastructure development – Request for Town Planning Support from Free, Human Settlement Re-Zoning and Subdivision of Erf: 1315 and Erf: 1316 Re-Zoning and Subdivision of Erf: 1174 and Erf: 1175. The projects or subdivisions are at an advanced stage since they both have EIA Authorisation and are a quick win for any funding intervention
				Local economic Development	Game Farm: TLM has game farms in 2 towns. The farms do not have ablution, sleeping, or activity-based infrastructure to be able to attract Tourists. Funding support is required to assist with the Construction of infrastructure in the Game Farms of the Municipality. The likes of Sleeping Chalets to host visitors on the farm, Ablution Facilities, Restaurants, halls, etc. Business Development: TLM does not have the financial muscle to support start-ups and growing businesses. Even though support is given in the form of sites. Currently, Business Development is supported by the Solar companies within the Municipality. This is minimal and also the Companies have limited scope in terms of the types of businesses they support. Thus, the Municipality requires funding support to be able to nurture business Development in all sectors within its area Business Support: The Municipality also supports local business organizations/forums in their events i.e. Transport, venues, etc. in the industry functions.
9.		Kopanong LM	Municipal Recovery Plan^{^[1]}	Putting people first	Ward committees established. Manual complaints system due to ICT challenges and number of Community complaints
				Governance	Council sitting and committees of council are functional. Outer boundary redetermination to establish new municipality.
				Building Institutional Capability	An acting MM was seconded by the Provincial CoGTA department
				Financial Management	Unfunded Budget Payment plans to major creditors developed to settle outstanding debts e.g. Vaal Central Water Board to avoid attachment of bank account National Treasury will develop FRP for the municipality. Bank account attachment Low revenue collection due.
				Service Delivery	Poor service delivery and poor spending on infrastructure grants.
				Local economic Development	Lack of economic activities
10.	GP	Merafong City LM	FRP^{^[2]} imposed by provincial executive council.	Putting people first	Ward committees and are functional. The municipality has prioritised engaging with residents, with consultations held to facilitate dialogue and raise concerns and priorities.
				Governance	Governance interventions are ongoing with committees of Council being supported. Audit committee beginning to function, unpaid service bills by councillors and employees being deducted from salaries. irregularity on the implementation of the financial management system for 8 years resolved, systems of delegation being reviewed and other interventions still ongoing.
				Building Institutional Capability	Reviewed staff establishment under consultation with LLF but has gone to all sec 80 council committees. Job evaluations in progress and Key positions are filled and others are ongoing. Hr policies reviewed awaiting council approval. Skills audit ongoing including vetting of all employee’s qualification and ID's.
				Financial Management	Funded 2024/25 Budget approved in May 2024. Payment plan to be concluded and all Randwater accounts is serviced on cashflow plan, although cash shortage still severe. Budget Related policies reviewed to incorporate national and provincial guidelines. All approved by Council in May 2024. Ongoing evaluation roll to billing system reconciliation on CCG system.
				Service Delivery	Performing poorly on infrastructure grants. PMU manager appointed permanently for project management.
				Local economic Development	LED strategy initiated focusing on addressing high unemployment, economic instability and social inequality. Among these strategies is to revitalise the mining sector; Agricultural development; Supporting SMMEs; Tourism promotion; Infrastructure investment Education and skills development and Green economy initiatives.
11	KZN	Umkhanyakude DM	FRP imposed by provincial executive council.	Putting People First	Ward Committees are established and monitored on quarterly basis 100% functional ward committees
				Governance	Internal forensic investigations were tabled to Council in May 2024. Council resolved to close the matter because they found that the report did not point at anyone to held responsible; hence they decided to close the matter. The newly appointed Ministerial Representative is seeking a legal opinion to verify the accuracy of the decision of Council and to determine the next cause of action. The trigger has not been resolved.
				Building Institutional Capacity	All Senior Managers positions are filled
				Financial Management	A new Eskom payment plan is being renegotiated in each twelve (12) distressed municipalities to take the National Treasury approved debt relief into account. Audit Action Plan is in place
				Service Delivery	In 2023/2024 financial year, Section 63 of the Water Services Act intervention was invoked by the Minister of Water and Sanitation due to capacity constraints within the Municipality Project Management Unity. The UMngeni-uThukela Water Board is still implementing the directive and providing support for the revival of the Water Services Authority (WSA) functions and accelerating water supply to communities. Thus, the Water and Sanitation Infrastructure (WSIG) has been transferred to UMngeni-uThukela Water Board, as per the Section 63 Directive. The invocation was caused by Municipality’s failure to spend the conditional grants, which are RBIG, WSIG and MIG. As at end of financial year in June 2024, conditional grant expenditure was as follows: Municipal Infrastructure Grant (MIG) was 100%, WSIG was 100%, Expanded Public Works Programme (EPWP) was 100%, and (RAMS) was 84%. There are service providers that have vacated construction sites as a result of non-payment due to cash flow challenges. There is a number of projects which remain incomplete for almost more than three (3) years despite funds having been expended; in respect of which investigations have been commissioned, those are: Nondabuya Water Project: project was launched in 2023. Funds were spent, but the service provider has not met its contractual obligations and left the project incomplete. The matter is in courts on two separated cases where both parties are claiming each other. The service provider is claiming R19 million; while the Municipality is making a counter-claim of R23 million rands. While court processes are in progress, an investigation has been initiated to check if no one can be held liable within the Municipality, for example for certifying the invoices. The following projects have since been taken over by the Umngeni-Uthukela Water Board as part of the Section 63 intervention. The projects were not completed, and the Municipality had incurred expenditure before takeover. Investigations on the funds spent by the Municipality and possible double payments have been instituted: - UMkuze Water Treatment Plant. Project value is R38 million; iNkosi uMtubatuba Water Project. Project value is R18 million. Mpukunyoni Water Project. Project value is R35 million. The project was not completed; it was eventually was decommissioned. Jozini Water Project. Project value is R162 million. The preventative maintenance programme is in place. For repairs and maintenance for water infrastructure the Municipality has allocated 3% of the its annual budget. The repairs and maintenance budget is projected to be at 5% in the 2025/2026 and 6% in 2026/2027 financial years. The trigger has not been resolved.
				Local Economic Development	To improve capacity in municipalities as well as enhancing impact of projects, the department of Cogta KZN was mandated to support municipalities in establishing District Economic Development Agencies in Amajuba, Ugu and Umkhanyakude DMs. CWP implementation supported and monitored as key programmes to provide safety net and job opportunities in communities in all distressed municipalities. Challenges still exist in relations to EPWP.
12.		Mhlathuze LM	Intervention was not implemented, and the matter is before court.	Putting People First	N/A
				Governance	N/A
				Building Institutional Capacity	N/A
				Financial Management	N/A
				Service Delivery	N/A
				Local Economic Development	N/A
13.		Zululand DM	Intervention was not implemented, and the matter is before court.	Putting People First	N/A
				Governance	N/A
				Building Institutional Capacity	N/A
				Financial Management	N/A
				Service Delivery	N/A
				Local Economic Development	N/A
14.		Edumbe LM	Municipal Recovery Plan	Putting People First	N/A
				Governance	Directive to the municipality with accelerated Recruitment plan prepared and shared with the Municipality. Guidance and advice was provided in respect of staff establishment review and to fill the vacant senior manager posts: Director: Community Services and Director: Planning Services.
				Building Institutional Capacity	The posts have never been filled due to financial constraints. The Municipality advised that they are currently in the process of merging posts. The Staff establishment review process is at an advanced stage
				Financial Management	N/A
				Service Delivery	N/A
				Local Economic Development	N/A
15.		Umuziwabantu LM	Municipal Recovery Plan	Putting people first	N/A
				Governance	Directive issued due to failures to fill vacant senior management positions. Accelerated Recruitment plan prepared and shared with the Municipality. The Municipality must fill all vacant senior manager posts CFO, Municipal Manager and Director: Corporate Services.
				Building Institutional Capability	The MM and CFO have been appointed. The appointed Director: Corporate Services was not supported as the candidate obtained a basic result. The Council was directed to take remedial action
				Financial Management	N/A
				Service Delivery	N/A
				Local Economic Development	N/A
16.		Ray Nkonyeni LM	Municipal Recovery Plan	Putting people first	N/A
				Governance	Directive was issued due to failures to fill vacant senior management positions. Accelerated Recruitment plan prepared and shared with the Municipality. The Municipality to fill all vacant senior manager posts CFO and HOD: Corporate Services
				Financial Management	N/A
				Building Institutional Capability	Both posts have been filled.
				Service Delivery	N/A
				Local Economic Development	N/A
17.		uMvoti LM	Municipal Recovery Plan	Putting people first	N/A
				Governance	Directive issued due to failures to fill vacant senior management positions. Accelerated Recruitment plan prepared and shared with the Municipality. The Municipality to fill the vacant positions of Director: Planning & Economic Services post
				Financial Management	N/A
				Building Institutional Capability	Interviews were held for 11 November 2024.
				Service Delivery	N/A
				Local Economic Development	N/A
18.		Maphumulo LM	Municipal Recovery Plan	Putting People First	N/A
				Governance	Directive issued due to failures to fill vacant senior management positions. Accelerated Recruitment plan prepared ad shared with the Municipality. Guidance and advice provided in respect of staff establishment review. The Municipality to fill the vacant senior manager posts: Director: Economic Development & Planning Services.
				Building Institutional Capacity	The Municipality has reviewed its staff establishment to align with the Staff Regulations, 2021 and will commence with the recruitment process in February 2025 (due to current budgetary constraints).
				Financial Management	N/A
				Service Delivery	N/A
				Local Economic Development	N/A
19.		Msunduzi LM	Municipal Recovery Plan	Putting People First	N/A
				Governance	Directive was issued with accelerated Recruitment plan prepared and shared with the Municipality. The Municipality to fill all vacant senior manager posts: DMM: Community Services and DMM: Electricity Supply Services. Support provided during shortlisting and interviews.
				Building Institutional Capacity	The Council is scheduled to meet no later than 30 November 2024 to consider the appointment of the MM. DMM: Electricity Supply Services: Shortlisting was conducted on 3 October 2024. The Municipality advised that due to the delay in the verification process, interviews were postponed from 28 October 2024 to 12 November 2024.
				Financial Management	N/A
				Service Delivery	N/A
				Local Economic Development	N/A
20.		Ethekwini Metro	Municipal Recovery Plan	Putting People First	N/A
				Governance	Directive issued with guidance and advice provided in respective of staff establishment review. Ethekwini is part of the prototype staff establishment pilot project. The Municipality to fill all vacant senior manager posts: Chief of Operations; DCM: Human Settlements, Engineering and Transport and DCM: Economic Development and Planning. Presidential Working Group is in place. The Working Group is implementing financial oversight reforms, focusing on transparent budgeting, stronger financial accountability, and sustainable financial practices, involving the private sector and organized labour. Recently Political landscape of the City is stable. The City is stable politically under coalition arrangements, despite continuous threats to the political leadership. The City established a Troika – City Manager, Mayor, Speaker and Chief Whip meet weekly - an indication of good interaction between the Executive and management. Currently – all governance structures are functional
				Building Institutional Capacity	The staff establishment process is at an advanced stage and should be adopted by December 2024, whereafter it will be submitted to the MEC for comments. Thereafter the recruitment and selection process will commence. DCM: Economic Development and Planning post was filled but the appointment was not supported by the MEC as the selection panel was not correctly constituted. The Municipality was directed to take remedial action.
				Financial Management	The City past balanced and fully-funded budget and deemed it to be credible over the three-year period, The City received an unqualified audit opinion for past 3 years. In the 2022/23 financial year eThekwini again achieved a qualified performance audit with material findings. The city experience decreased in capital expenditure over the past 3 years.
				Service Delivery	During the past three years experienced service delivery protests due to lack of water and sanitation-related issues. However, the city managed to exceeded targets for providing basic water and sanitation services over the years: In 2021: 5097 new households received water (target: 2000), 8334 received sanitation (target: 2700), and 4479 received electricity (target: 5000). In 2022: 8213 new households received water (target: 2000), 8334 received sanitation (target: 2700), and 6047 received electricity (target: 8000). In 2023: 3741 new households received water (target: 2000), 4587 received sanitation (target: 1500), and 5831 received electricity (target: 4500).
				Local Economic Development	The Industrial Sector Support Desk in partnership with various stakeholders focus is on: Facilitating local industry supplier development & localisation (SD&L) programme. Provision of industry advisory services on different sector support programmes. Facilitating the implementation on of industry sector competitiveness enhancement initiatives.
21.		uGu DM	Municipal Recovery Plan	Putting people first	Ward Committees not performing at the optimal standards.
				Governance	Directive issued due to failures to fill vacant senior management positions. Accelerated Recruitment plan prepared and shared with the Municipality. The Municipality to fill all vacant senior manager posts, Municipal Manager, and the GM: Water and Technical Services.
				Building Institutional Capability	The recruitment process of the MM post was finalized in October 2024; however, Council is yet to appoint the MM.
				Financial Management	The District Manged to passed funded budget over 3 financial years The District managed to obtain qualified audit outcome for 3 financial years
	Service Delivery			Regional Spatial Development Framework (RSDF) have been finalized inclusive of an Implementation Framework that indicate future Capital Investment. Adoption RSDF is in progress by the Council of Ugu DM and LMs in Ugu and the Eastern Seaboard Development (ESD) area. Only 1 LM's adoption is outstanding. Eastern Seaboard Development Infrastructure Master Plan in preparation and consultation with Interested & affected parties commenced. Intergrated Transport Plan contract awarded UGu District has allocated R27 million for 2024/25 FY, and another R28 million for 2025/26 on Refurbishment and Maintenance of water and sanitation infrastructure through MIG. This is also assisting on reducing Non-Revenue Water. MISA, with KZN CoGTA and DCOG conduct monthly progress meeting and site verification to monitor the projects under MIG and provide technical advice and support
	Local Economic Development			To improve capacity in municipalities as well as enhancing impact of projects, the department of Cogta KZN was mandated to support municipalities in establishing District Economic Development Agencies in Amajuba, Ugu and Umkhanyakude DMs. CWP implementation supported and monitored as key programmes to provide safety net and job opportunities in communities in all distressed municipalities. Challenges still exist in relations to EPWP.
22.	Umgungundlovu DM	Municipal Recovery Plan	Putting People First	N/A
			Governance	Directive issued with Accelerated Recruitment plan prepared and shared with the Municipality. The Municipality to fill the vacant of Municipal Manager post.
			Building Institutional Capacity	Senior Management has been filled
			Financial Management	N/A
			Service Delivery	N/A
			Local Economic Development	N/A
23.	Ilembe DM)	Municipal Recovery Plan	Putting People	N/A
			Governance	Directive issued with Accelerated Recruitment plan prepared and shared with the Municipality. The Municipality to fill the vacant of Director Corporate Services post.
			Building Institutional Capacity	The post has been filled.
			Financial Management	N/A
			Service Delivery	N/A
			Local Economic Development	N/A
24.	Mpofana LM	FRP imposed by provincial executive council.	Putting People First	Functionality of is at 80%, however 20% of ward committees are non-functional
			Governance	The Council and its structures remain functional Governance Triggers were achieved.
			Building Institutional Capacity	The positions of Senior Managers were all filled until 13 June 2024 when the CFO resigned. The position was advertised with a closing date of 05 July 2024, Shortlisting was held on 11 July 2024 and Interviews were held on 14 August 2024. The Competency assessments were held on 28 and 29 August 2024. The Municipal Council has sat and processed the appointment of the CFO. This trigger has been resolved.
			Financial Management	From 2016/2017 to 2022/2023 financial years, it has maintained a qualified audit opinion. As of 30 September 2024, the Eskom debt owed by the Municipality was R496 million. The Municipality applied for ESKOM Debt Relief Programme which was approved by the National Treasury for an amount of R391 774 154,61. A payment plan for 24 months was entered into. Since June 2024, the Municipality is constantly paying R1.5 million a month to Eskom which is as per payment plan. The financial status based on 2023/2024 unaudited AFS- Operational deficit of R75 million, unspent conditional grants not cash backed, negative cash coverage ratio of -1,08, current ratio of 0,19 and trade payable of R539,118 million, consumer debt more than 90 days of R168 million The Municipality has tabled an unfunded budget of R383,925 million for the 2024/2025 financial year. The funding plan was assessed by Provincial Treasury and was found to be credible. UIFW closing balances as of 30 June 2024, based on unaudited AFS is as follows: Unauthorized expenditure of R 331 386 905, irregular expenditure of R 137 814 934 and fruitless and wasteful expenditure of R 12 759 908. A total of R 117 877 272 UIFW expenditure was written off during 2023/2024 financial year. The trigger has not been resolved. The municipality will be monitored by cogta in line with section 154 of the constitution; working with the provincial treasury
			Service Delivery	The MIG was fully spent for the 2023/2024 financial year as per unaudited AFS and expenditure is 60% as of the end of July 2024. The Small-Town Rehabilitation grant is 100% spent. The Municipality is making a proposal for the debt write-off to the Department of Human Settlement, coupled with a payment plan should the write-off be not considered. The Municipality is experiencing serious cashflow challenges at this stage. The total allocation was R33 819 000,00 and the unspent amount was R2 542 839 as at the end of 2023/2024 financial year. However, the Department of Minerals and Energy recalled R8 Million The Municipality allocated 6.8% which is below the norm of 8% for repairs and maintenance. The trigger has been resolved.
			Local Economic Development	To improve capacity in municipalities as well as enhancing impact of projects, the department of Cogta KZN was mandated to support municipalities in establishing District Economic Development Agencies in Amajuba, Ugu and Umkhanyakude DMs. CWP implementation supported and monitored as key programmes to provide safety net and job opportunities in communities in all distressed municipalities. Challenges still exist in relations to EPWP. This municipality falls under Ugu DM.
25.	Umzinyathi DM	FRP imposed by provincial executive council.	Putting people first	98% functionality of ward committees.
			Governance	Section 106 investigation report was tabled by the Department to Council. There were 23 recommendations for implementation by Council. Sixteen (16) Section 106 recommendations have been implemented and seven (7) recommendations are still outstanding and in progress. Criminal cases were registered with SAPS in respect of recommendations with criminal elements. There has been no arrests or prosecution reported, arising from the Section 106 investigation recommendations to date. Follow-ups are being made with the South African Police Service (SAPS). No Disciplinary Hearings have been conducted. The newly appointed Ministerial Representative is studying the Section 106 report, for facilitation of the implementation of recommendations. The trigger has not been resolved.
			Building Institutional Capability	Post of MM and CFO are now filled. For The Director: Technical Services, on 30 July 2024 Council resolved to re-advertise this position. The advertisement was issued in August 2024. The position is expected to be filled by end of October 2024. The non-filling of this post poses a serious threat to the service delivery key performance indicator of the Municipality. The Capacity development programmes conducted includes Monitoring the Implementation of Workplace Skills Plans, Evidence-Based Policy Making and Municipal Staff Regulations of 2023. The MPAC training was provided on the Roles and Responsibilities of the MPAC, processing and treatment of the UIFW and Analyses of AFS. The SALGA, COGTA and Treasury trainings are being utilised for capacitation of councillors. Councillors were enrolled to the relevant LGSETA training. Another Councillor training was arranged for September 2024 on Roles and Responsibilities and Rules and Orders of the Municipal Council. The trigger relating to filling of vacancies is not yet achieved, however, trigger relating to capacity programmes for councillors has been resolved.
			Financial Management	The Municipality’s budget is unfunded; the funding plan has been submitted to the Provincial Treasury and the assessment is underway. The Municipality has poor cash flow, cash coverage is 0,28 months, collection rate is 42% as of the end of June 2024. As at 16 October 2024, the main bank account had R1.2 million. The creditors register is at R241 million. There is a high risk on non-payment of salaries in subsequent months. On Unauthorized, Irregular, Fruitless and Wasteful Expenditure (UIFW): At the commencement of the intervention in 2017, UIFW expenditure was at R244 million. UIFW proportionally increased over the years to R3.1 billion in 2022/2023 financial year. In that financial year there was a write-off of R1.39 billion of irregular expenditure. As 30 June 2024, UIFW decreased from R3.1 billion to R1.7 billion. The Council has written off R1.39 billion, which was certified as irrecoverable. This write off is still to be audited by the Auditor General South Africa (AGSA), hence not conclusive at this stage. Of the R1.39 billion written off, an amount of R15 million was recommended for recoveries in the MPAC investigation report and investigations are still ongoing for the remaining balance. However, there is lack of implementation of consequence. management because all members of the Disciplinary Board have since resigned, last resignation was in September 2024. Recruitment process for new Disciplinary Board is underway. The total expenditure on Operations and Maintenance expenditure is to be subjected to investigation. The service provider which was investigating for MPAC, reported that there was a lack of cooperation from relevant officials and service providers hence recommended that the total population of O and M be subjected to a further investigation. In 2022/2023 they maintained an adverse audit opinion. For the last audit the main causal factor of an adverse opinion is that the Municipal officials were not providing required information to the AGSA, hence they could not make an opinion. At the time of audit for 2022/2023, strategic senior managements post were vacant, those are for CFO and Director: Technical Services. CFO’s post has since been filled in May 2024. The trigger has not been resolved.
			Service Delivery	MIG was 100%. Water and Sanitation Infrastructure Grant (WSIG) was 100%. RBIG was 92%. Expanded Public Works Programme (EPWP) was 100% MIG, WSIG and EPWP conditional grants received were used for financing operational expenditure and were not cash-backed. As a result, the first tranche of equitable share for 2024/2025 financial year was used for the payment of Conditional Grant Creditors. Service Providers have vacated most of the sites as a result of non-payment due to cash flow challenges. The trigger has not been resolved. MISA, with KZN CoGTA and DCOG conduct monthly progress meeting and site verification to monitor the projects under MIG and provide technical advice and support.
			Local Development
26.	Uthukela DM	FRP imposed by provincial executive council.	Putting People First	Development of a recovery plan that will ensure that the Municipal Public Participation Framework is reviewed, implemented, and monitored. The Municipality has a Municipal Public Participation framework which was approved in May 2024. The Municipality also has an approved planning, implementation and monitoring process to assist with the implementation of the framework. The Municipality has had no dedicated coordinator in respect of the rapid response which led to the Rapid Response protocols not being adhered to in processing protest issues. The Municipality had held engagements in order to resuscitate the functionality of its governance structures. The Department has noted improvements in respect of the functionality of the ward committees. The Department has further noted improvements in respect of the functionality of the Municipal Rapid Response Teams. The trigger is resolved. Development of a Community Safety Plan which will incorporate the establishment of a functional Community Safety Forum. The Municipality is in possession of a Community Safety Plan with a period of validity ending in 2029. The community safety plan is used by specific communities to bring about safety in its environment by addressing risk factors giving rise to violence. The trigger is resolved. Preparation and implementation of the Standard Operating Procedure (SOP) aligned to the Firearms Control Act and Regulations in order to ensure the safety and security of all Councillors, staff and members of the public: The Municipality has since adopted a Standard Operating Procedure and Conditions for issue and handling of official firearms and ammunition which regulates the control of official firearms and ammunition, the conditions were issued in terms of section 98 (4) of the firearm Control Act and in accordance with the Municipality’s Firearm policy. The trigger is resolved.
			Governance	The Council and Council Committees sit as per the approved schedules, however, weak 4 oversight by Council, EXCO and Portfolio Committees remains a challenge. All Section 106 recommendations are implemented. The MEC has introduced two (2) new Section 106 investigations. The first Investigation (Sponsorship, allegations of illegal allocation of the vehicle and subsequent accident), report is 60% complete, the second Investigation – its in relation to an investigation into Ezakheni Water Treatment Works pumps matter, the report is 70% complete.
			Building Institutional Capacity	The WSA Manager post of the Municipality remains vacant due to budget constraints. However, ad hoc acting appointments are being made. The posts has since been advertised, the recruitment and selection process is scheduled to be finalised by end October 2024. While the Local Labour Forum (LLF) has been established and the Terms of Reference developed, the structure is not functional due to labour representatives not attending meetings despite invitations extended to them. Thus, no platform to discuss and resolve labour issues. Labour Dispute Trask team has not yet been established and this is a fertile ground for labour protests. There are ten (10) employees, including the CFO, who were on suspension emanating from the recommendations of forensic investigations, but were recalled due to non-ratification of the Council resolution by the then Ministerial Representative. The matter is being addresses as was flagged by the Auditor General South Africa. There is a blotted organogram due to double dipping and alleged ghost employees. There is a need for a work-study to be conducted and head-counting of staff. Overtime and standby costs, while had been previously curtailed, the challenge has since resurged due to the exemption certificate issued by the Bargaining Council in September 2024, which allows for blanket payment of overtime and standby even to the categories of staff above the threshold. It is the Municipality that applied to Bargaining Council despite its chronic financial position and the fact that it was flagged by the AGSA as one of the cost drivers. The exemption certificate is yet to be revoked through court processes, initiated by the Ministerial Representative. Out of 821 employees, 314 (38%) are the beneficiaries of the exemption. In September 2024 an amount of R3.8 million was paid. The trigger has not been resolved.
			Financial Management	From 2019 to 2023, the Municipality maintained a Qualified Audit opinion. The state of finance has not changed over the years, and it remains dire. Figures from the unaudited 2023/2024 Annual Financial Statement (AFS) submitted to the AGSA reflects the following: Cash coverage ratio is 0,04 months, Low current ratio of 0,31 & Low collection rate of 44%. High employee costs of 44%. High contracted services of 18%, Creditors of R 937 390 986.00, UIFW closing balance of 527 million as at September 2024. In 2024, financial challenges are still persistent. The Municipality is still operating an unfunded budget of R604 million; however, the National Treasury approved the funding plans. Creditors are totalling to R241 million, which are as follows: The Umngeni-UThukela Water Board debt is R160 million. The Municipality pays R2.2 million per month to offset the outstanding amount. Department of Water and Sanitation is R111 million, Inkosi Langalibalele Municipality R48 Million for electricity. Other creditors, R22 million. Forensic investigation commissioned by Council was in relation to two financial misconducts inter alia (a) fuel and maintenance of fleet as well as (b) abuse of overtime and standby by officials. Effective from July 2021 Council observed that the Municipality was paying R5.8 million for fuel and maintenance. It was further observed that there were officials who were claiming about R80 thousand each per month. Municipality was spending R4.2 million for standby and overtime. These investigations were not concluded. The Municipality is currently dealing with the service provider who imposes (or appoints) himself and subsequently litigates the Municipality if not paid. He once garnished the Municipality for R15.8million when his appointment was found to be irregular by the Auditor General and forensic investigators. As at 30 June 2024, the end of last financial year, grants were not cashed back. Salaries and other third parties were paid through MIG. Consequently, the first tranche of the equitable share was used to pay MIG invoices which would have been ordinarily paid in June 2024. The discrepancy poses a risk of non-payment of salaries in November 2024 which is the month where staff bonuses are paid. The aforesaid situation has led to the failure by the Municipality to pay invoices for capital projects and failure to submit proof of payments for MIG projects. As a result, R26 million for MIG has been withheld by the National Treasury. The trigger has not been resolved.
			Service delivery	The Municipality is a Water Service Authority; however the allocation of budget is skewed in that the bulk of the budget is consumed by salaries which is R33 million per month excluding overtime and standby allowances. Water losses remain a challenge resulting to financial losses. However, three contractors have been appointed for Ezakheni, Steadville and Ekuvukeni for water Demand and Water Conservative Project at the total cost of R86 million funded by Water and Sanitation Infrastructure Grant (WSIG). Contractors are on site for all three projects. Service provider has been appointed to calculate water losses, the report has been issued. The costing of water losses is underway. The Non-Revenue Water 5-year strategy has been developed and needs funding to be implemented. It has since been discovered that there are two (2) contractors that have illegally connected their private pipes on the municipal main water pipe. They have installed their own meters and are charging members of the public for water consumed; and the Municipality gets no money out that. An investigation into this being instituted by the Ministerial Representative. The WSA Manager post of the Municipality remains vacant due to budget constraints. However, ad hoc acting appointments are being made. The posts has since been advertised, the recruitment and selection process is scheduled to be finalised by end October 2024. The Minister for Water and Sanitation intervened in terms of Section 63 of the Water Services Act by taking over water and sanitation services following the Municipalities due consistent decline, even after numerous intervention actions have been taken to support them. The Intervention is in progress. There are persistent public protests and labour protests due water outrages and sanitation problems. As at end of September 2024, expenditure of grants were as following: MIG was 100%. Water and Sanitation Infrastructure Grant (WSIG) was 100%. RBIG was 92%. Expanded Public Works Programme (EPWP) was 100%. MIG, WSIG and EPWP conditional grants received were used for financing operational expenditure and were not cash-backed. As a result, the first tranche of equitable share for 2024/2025 financial year was used for the payment of Conditional Grant Creditors. Service Providers have vacated most of the sites as a result of non-payment due to cash flow challenges. Underspending remains a challenge even though the Municipality has a fully flagged Project Management Unit.
			Local Economic Development
27.	Limpopo	Thabazimbi LM	Municipal Recovery Plan	Putting people first	Ward committees dissolved. Elections of ward committees planned for 25 January 2024

				Governance	Municipal Council dissolved. Administrator appointed in terms of S35 of the Municipal Stricture Act. By-elections scheduled for 4th of December 2024.
				Building Institutional Capability	Advertisement for the post of Municipal Manager and managers reporting directly to Municipal Manager will be issued by 30th of November 2024.
				Financial Management	The municipality retained a qualified audit opinion and an audit action plan and war room to deal with implementation of the audit action plans. The municipality owes Umngeni R534 M and Eskom R9.7M. A NEW Eskom payment plan is being re-negotiated to factor in the approved debt relief recently approved by NT.
				Service Delivery	The municipality has been placed under MIG cost-reimbursement measures A Technical Verification Team (TVT) comprised of DCOG, MISA, Provincial Treasury, and CoGHSTA has been established to verify project implementation by service providers before invoice payments are processed. The municipality is currently implementing four (4) MIG projects, namely: Skierlik paving of bus routes; Construction of Northam Transfer Station; Rooiberg paving of internal streets and Appiesdooring upgrading of cementry.
				Local Economic Development	The LED strategy has been approved and business registration committee has been established to deal with business application backlog, including Thursday to profile and market tourism facilitate.
				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	All ward committees established and functional. Effective complaints management system in place.
				Governance	Council is functional. MPAC, Risk Committee and Audit Committee including Section 79 and Section 80 committees have been established and meet frequently. LLF is functional and meets monthly
				Building Institutional Capability	Total number of posts is 927, number of posts filled 522 and there are 405 vacant posts. Only 2 of the 6 Top management posts are vacant, i.e. Director Corporate Services -interviews concluded, Director Planning & Economic Development (shortlisting concluded). The organogram was last reviewed in July 2024. The Municipality is implementing the performance management development system on all levels from top management to elementary workers
				Financial Management	Audit Outcome improved from four consecutive years of Disclaimer to Qualified in 2022/23 Unfunded Budget decreased from R2 749 498 in 2023/24 to R2 653 020 Escalating Eskom Debt (August 2024): R2,204,448,011 and DWS Debt: R588,774,468 Poor revenue collection: 56% as at September 2024.
				Service Delivery	Improved Grant Expenditure (2023/24): MIG - 100%; RBIG - 100%; WSIG - 97,17%; INEP - 100% 60 KM Provincial feeder roads were rehabilitated through emergency repairs by the Dept of Transport & SANRAL. Blue and Green Drop results (32.5% for Standerton WTW and 50% for Morgenzon WTW; 17% for Standerton WWTW and 21% for Morgenzon WWTW) Service delivery support through DWS & the district: DWS committed about R350m to address water and sanitation challenges. High impact short term interventions/projects were identified which include upgrade and repair of pump stations, unblocking of sewer pipelines, internal sewer reticulation, repair water treatment works. Implementation is in progress.
				Local economic Development	The LED Forum has been disbanded and new set of TORS have been drafted and awaiting approval by council. Ongoing initiatives to strength the working relationship between the municipality and the private sector to enhance economic activity and growth.
29.	Northern Cape	Phokwane LM	FRP imposed by court order.	Putting people first	Ward committees are in place and functional
				Governance	Council meetings sit regularly, and council committees were established and inducted. Council workshopped on council policies and policies were reviewed. Progress is being made in terms of improving the compliance levels in the municipality. Internal audit committee is resuscitated to assist with audit functions. The backlog of AFS submission has been addressed Audit outcomes improved
				Building Institutional Capability	The positions of Municipal Manager, Technical Director and CFO are now filled. Senior managers signed performance agreements for 2024/25 FY PMS unit functional & PMS Officer appointed CoGTA has appointed a service provider who will be pilot and validate prototype staff establishment according to powers and functions. Phokwane was selected to be part of pilot process
				Financial Management	The municipality has now addressed the backlog of submission of Annual Financial Statements. Phokwane submitted AFS on time for 2023/24 The budget is unfunded. The municipality has developed and adopted budget funding Plan that will move the budget from unfunded to funded budget. Phokwane is reporting on a quarterly basis to Provincial Treasury. The municipality has improved its revenue collection from 42% to 50% in 2023/24
				Service Delivery	The municipality spent 100% of MIG during 2023/24 FY, an improvement from previous years The municipality is currently working on a project to replace asbestos pipes with PVC pipes to address high water losses
				Local economic Development	LED strategy is in place. However, implementation is slow.
30.		Renosterberg LM	A voluntary FRP was converted to a mandatory FRP imposed by Provincial Executive.	Putting people first	Ward Committees in place Political stability has been restored in Renosterberg LM
				Governance	Council functional MPAC is in place but fully effective. SALGA supporting with capacity building for MPAC
				Building Institutional Capability	Due to financial challenges, the Municipality has been unable to fill positions at senior management level. Acting MM, Technical Director (COGHSTA) and CFO (PT) are seconded by provincial government. Renosterberg has provided for the filling of MM CFO and Technical Director in the 2024/25 budget and recently advertised both the position of the Municipal Manager and the Chief Financial Officer. The Municipality forms part of the Prototype Pilot Project. Positions that are not critical are abolished, and vacant positions that are left by deceased and by workers who took pension are not filled
				Financial Management	The budget is funded budget but remains at risk due to low collections BTO is understaffed and under-capacitated staff Audit improved from years of disclaimer to qualified in 2022/23 Eskom debt at R 128m. Municipality struggling to honour the full payment of its current ESKOM bill. Water board: Payments made monthly with the debt at R 8m.
				Service Delivery	The Municipality has improved of its MIG performance over the past two (2) financial years. Two (2) projects (Phase 1) will be completed before December 2024 Renosterberg is currently implementing a project to eradicate conservancy tanks in the Municipality, targeting to connect 427 households to the sewer network in Philipstown during 2024/25 financial year The Municipality has now established a Project Management Unit (PMU). MISA had been assisting the Municipality on an adhoc basis, to supplement the capacity of the PMU. Renosterberg recently upgraded the five (5) boreholes in Phillipstown with solar pumping equipment, to ensure a combined safe water yield of 1460 kl/d (24 hours) and 1033 kl/d (12 hours).
				Local Economic Development	The municipality has engaged the department of Economic Development and Tourism DeDAT to assist with the review of the LED strategy
31.	North West	Madibeng LM	Municipal Recovery Plan	Governance	An Administrator was appointed by provincial EXCO Council and its committees are stable and functional.
				Institutional Management	All S56 managers posts were advertised, however when the administration ended the post were not filled.
				Financial Management	The municipality remained with an unfunded budget.
				Service delivery	The Britz Water Treatment stalled due to disruptions by Business Forums. Mining Houses pledged resources for the completion of the project.
				Local Economic Development	All economic development projects and economic recovery plans are part of DDM One Plan of the District.
			FRP imposed by provincial executive	Governance	Council and its committees are stable and functional including ward committees.
				Institutional Management	All S56 Vacant positions are filled except for Municipal Manager whereby recruitment and selection processes are underway.
				Financial Management	The municipality still operating with an unfunded budget.
				Service delivery	The Britz Water Treatment plant phase one to be finalised by end December 2024 as per the report of Magalies Water Board which is the implementing agent.
				Local Economic Development	All economic development projects and economic recovery plans are part of DDM One Plan of the District.
32.		Tswaing LM	FRP imposed by provincial executive	Governance	Council is stable and functional including ward committees.
				Institutional Management	The PER Team assisted by provincial CoGTA are reviewing and aligning the 2 organizational structures that have been existing in the municipality for a long time.
				Financial Management	The municipality is operating on an unfunded budget.
				Service delivery	The municipality has provided new houses for the Deelpan area which was structed by disaster however provision of water remains a challenge for the new housing development, the district as a water services authority is making interventions in terms of water supply.
				Local Economic Development	All economic development projects and economic recovery plans are part of DDM One Plan of the District
33.		Dr Ruth Segomotsi Mompati DM	FRP imposed by provincial executive	Governance	Council is stable and functional The district have shared audit committee with the locals except of Naledi L.M.
				Institutional Management	Senior managers posts have been filled except for senior managers posts where recruitment and selection processes are underway.
				Financial Management	The district was placed under cost re-imbursement due misuse of MIG funds. The municipality have responded positively as a result they are out of the cost reimbursement measures. The mandatory recovery plan is ongoing as the municipality is on rescue phase of the plan.
				Service delivery	The municipality as the water services authority has concluded service level agreements with locals which are the providers
				Local Economic Development	All economic development projects and economic recovery plans are part of DDM One Plan of the District
34.		Kgetleng Rivier LM	FRP imposed by provincial executive	Governance	Council is stable and functional There has been a smooth transition of converting the municipality from Plenary to Collective EXCO System.
				Institutional Management	Senior managers posts have been filled, however, the Municipal Manager have been suspended.
				Financial Management	The municipality is still struggling to hounour the ESKOM debt relief and the Water board because it have no revenue base, however, the PER team have introduced a revenue enhancement strategy whereby most of the revenue will come from sale of land.
				Service delivery	The municipality is struggling to provide water services as a water services authority, Magallies Waterboard has been appointed to render the service of water.
				Local Economic Development	All economic development projects and economic recovery plans are part of DDM One Plan of the District
35.		Ramotshere Moiloa LM	Municipal Recovery Plan	Governance	The municipality responded positively in all pillars as the as the intervention was revoked within a period of 6 months, however, 4 months later the municipality regressed.
				Institutional Management	All Senior managers posts were filled during the period of Administration.
				Financial Management	N/A
				Service delivery	The municipality had water challenges in particular in rural areas. The District as a water services authority intervened.
				Local Economic Development	All economic development projects and economic recovery plans are part of DDM One Plan of the District
			FRP imposed by provincial executive		The council is stable, however the council still need to review the terms of reference of it’s oversight committees. The municipality has stabilised and it is recommended that it should be graduated from the rescue phase to stabilisation phase of the FRP.
				Institutional Management	All Senior managers posts are filled and there is good cooperation amongst the management team.
				Financial Management	Adherence to commitments regarding the ESKOM debt relief measures.
				Service delivery	The municipality has improved on waste removal by procuring compact trucks, however, issues of water remain a challenge in the rural areas.
				Local Economic Development	All economic development projects and economic recovery plans are part of DDM One Plan of the District
36		Naledi LM	FRP imposed by provincial executive	Governance	The municipal council is stable.
				Institutional Management	All Senior managers posts are filled, however, the director corporate services have been placed on suspension. There are also attempts to remove the current municipal manager and matter is before courts.
				Financial Management	The municipality is number one in the province of MIG expenditure and implementation.
				Service delivery	The municipality has improved in all aspect of service delivery including provision of water in the township of Huhudi that had many challenges in the past.
				Local Economic Development	All economic development projects and economic recovery plans are part of DDM One Plan of the District
37.		Ditsobotla LM	Municipal Recovery Plan	Governance	Provincial EXCO resolved dissolve the municipality in September 2022 due political instability and administration collapse coupled with institutional weaknesses. An Administrator was appointed for a period of 3 months.
				Institutional Management	All Senior managers posts remained vacant for over a period of time.
				Financial Management	The financial systems and system of internal control collapsed. The municipality had a backlog of 2 years of annual financial statements not being submitted to the AG. The municipality have not been collecting revenue since July 2022
				Service delivery	The municipality have an old electricity infrastructure which dates 50 years ago. DMRE with draw it INEP funding due to funds that were not accounted for. The municipality has been taken to court by rate payers association due to non provision of water services.
				Local Economic Development	All economic development projects and economic recovery plans are part of DDM One Plan of the District
			FRP imposed by provincial executive council	Governance	The council was reconstituted on the 09 January 2023. The council is stable, however, working relationship with PER Team deployed to assist the municipality are strained
				Institutional Management	All Senior managers posts remained vacant only the municipal manager was appointed in July 2024. Council resisted secondment of Snr Managers by provincial government.
				Financial Management	Due to the support provided by the PER Team the municipality has finally managed to submit all the outstanding financial statements to the AG for auditing. As from June 2024 the municipality is managing to collect revenue at a rate of 37 to 40% per month, however, the municipality is struggling to pay salaries.
				Service delivery	DMRE is now onboard in terms of availing INEP grant for refurbishment of electricity infrastructure. The district is finalising the SLA with the municipality in terms of water provision.
				Local Economic Development	All economic development projects and economic recovery plans are part of DDM One Plan of the District
38.	Western Cape	Kannaland LM	FRP imposed by provincial executive council.	Putting people first	N/A
				Governance	N/A
				Building Institutional Capability	N/A
				Financial Management	The National Treasury is still to finalise the Financial Recovery Plan.
				Service Delivery	N/A
				Local economic Development	N/A
39.	Western Cape	Beaufort West LM	FRP imposed by provincial executive council.	Putting people first	N/A
				Governance	Political stability intact. Council is governing with outright majority no more coalition.
				Building Institutional Capability	The Municipality’s Senior Management positions are all filled including Municipal Manager and Chief Financial Officer. Organisational Structure approved by Council on 29 June 2023.
				Financial Management	Progress has been made in terms of the completion of a substantial portion of activities in terms of phase 1 of the Financial Recovery Plan and the municipality is in a process of migrating to phase 2 of the Financial Recovery Plan. Council approved 2024/2025 unfunded budget and a budget funding plan developed to ensure that the budget is brought back to respond to all FRP targets. Municipality Eskom debt relief application approved by National Treasury, and there is adherence to the terms and conditions of the programme. Municipality planning to spend all its conditional grants. Revenue enhancement strategy is being developed.
				Service Delivery	Good performing on MIG expenditure at 76% to date and planning to spend all its conditional grants. Municipality responding to waste management directives.
				Local economic Development	N/A
40.	Western Cape	Garden Route District Municipality	FRP imposed by provincial executive council.	Putting people first	The Council of the Garden Route District Municipality is informed and the Minister for CoGTA notified. On 24 May 2024 the Western Cape Provincial Executive issued a Notice of intention to intervene to recover the irregular payment made to six Senior Management and on 16 October 2024 Provincial Executive issued a directive to recover irregular payments made to six Senior Management.
				Governance	N/A
				Building Institutional Capability	N/A
				Financial Management	N/A
				Service Delivery	N/A

End.

Municipal Recovery Plan: Discretionary Intervention by provincial government ↑
Mandatory Intervention by provincial or national government to address financial crisis impacting on service delivery. ↑

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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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 1^st 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 8^th 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 8^th 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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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.

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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.

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?

Source
Link

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	X20 hand-held metal detectors @R345 each X80 Cellphone detection @ R650 each X1 Camera surveillance visitation R8000.00 X2 X-ray Security inspection scanners @ R200 000.00
Kokstad	X1 @ R35 000	X78 @ R461.53 each	X916 on Contract	0	X4 Parcel X-Ray @R135,000 each X45 Hand held metal detectors @ R500 X9 Walk-Through Metal Detectors @ R77 777.00 each
Ncome	0	X70 @R4000.00	X12 @R3166.66	0	X1 Walk-through Metal Detector @ R7 500 000 X1 Parcel scanner @ R350 000 X25 Handheld metal detectors @ R700 each
Waterval	X1 @ R30 000	X40 @ R2949.75 each	X453 @ R4415.01 each	0	X1 Walk-through Metal Detector @ R7 500 000 X1 Handheld metal detector @ R500 each
Free State Northern Cape Region (FS&NC)
Colesburg	0	X55 @ R1 500 each	0	0	X35 Handheld metal detector @ R345 each
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	X27 Handheld metal detector @ R345 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	X14 Signal scanners @ R1 961 each X4 Signal detectors @ R1999 X10 Walking through Metal detectors @ R26 000 each
Grootvlei	0	X57 @ R2 949.75 each	0	0	X27 Handheld metal detector @ R345 each
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	X34 Handheld metal detector @ R345 each
Modderbee	0	X27@ R2949.75 each	0	0	X15 Handheld metal detector @ R345 each
Zonderwater	X3 @ R30 000 each	X28 @ R2949,75 each	0	0	X4 Cellphone detectors @ R10 000 each X4 Guard tracks @ R5 000 each
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	X60 Handheld metal detector @ R345 each X25 Searching mirrors @ R4 163 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	X7 Walk through metal detectors @ R107 651 each X2 Cellphone detectors @R2 450 each X30 Handheld metal detector @ R2 799 each
Baviaanspoort	X2 @ R30 000 each	X105 @ R2 949.75	0	0	X3 Cellphone detectors @R1 500 each X49 Handheld metal detector @ R345 each
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	X20 Handheld metal detector @ R345 each
Klerksdorp	0	X98 @ R2949.75 each	0	0	X24 Handheld metal detectors @ R345 each X1 walk through metal detector @ R93 610
Polokwane	X1 @ R30 000	X90 @ R2949.75 each	X25 @ R1 840 each	0	X9 Handheld metal detectors @ R345 each X3 walk through metal detector @ R70 000 each
Rooigrond	0	X38 @ R2 949.75 each	0	0	0
Rustenburg	X2 @ R30 000 each	X103 @ R2 949.75 each	0	0	X3 Walk through Metal detectors @ R18 500 each X24 Handheld metal detectors @ R345 each X3 X-ray parcel scanner @ R135 333.33 each
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	X2 Walk through metal detector @ R107 651.50 X20 Handheld metal detectors @ R345 each
Bethal	0	X159 @ R2949.75 each	X363 @ R3 500 each	0	X7 Walk through metal detectors @ R20 000 X39 Handheld metal detectors @ R345 each X8 Torches @ R291.01 each
Eastern Cape Region
Amathole	0	X24 @ R2 949.75 each	0	0	X9 Searching mirrors @R20 000 each X10 Hand held metal detectors @ R345 each
East London	X1 @ R30 000 each	X41 @ R2 949.75 each	0	0	X9 walk through metal detectors @ R20 000 each X3 Parcel Scanner @ R135 333.33 each X20 Hand held metal detectors @ R345 each
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	X24 walk through metal detectors @ R20 000 each X5 Inspection mirrors @ R1 237.24 each X42 Hand held metal detectors @ R345 each
Sada	0	X68 @ R2 949.75 each	X20 @ R3 500 each	0	X25 walk through metal detectors @ R20 000 each X54 Hand held metal detectors @ R345 each
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	X5 walk through metal detectors @ R20 000 each X32 Hand held metal detectors @ R345 each X5 searching mirrors @ 4 163 each X3 Parcel scanners @R135 333.33 each
Western Cape Region
Allandale	0	X57 @ R2 949 each	0	0	X4 walk through metal detectors @ R20 000 each X50 Hand held metal detectors @ R345 each X5 searching mirrors @ 4 163 each X3 Parcel scanners @R135 333.33 each X10 Cellphone detectors @ R10 000 each
Brandvlei	X4 @ R30 000 each	X62 @ R2 949.75 each	X247 @ R3500 each	0	X3 walk through metal detectors @ R20 000 each X45 Hand held metal detectors @ R345 each X5 searching mirrors @ 4 163 each X3 Parcel scanners @R135 333.33 each X17 Cellphone detectors @R10 000 each
Breederivier	X1 @ R30 000 each	X20 @ R2 949.75 each	X25 @ R3500 each	0	X35 Hand held metal detectors @ R345 each X2 walk through metal detectors @ R20 000 each X3 searching mirrors @ 4 163 each X3 Parcel scanners @R135 333.33 each X7 Cellphone detectors @R10 000 each
Drakenstein	X1 @ R30 000 each	X35 @ R2 949.75 each	X32 @ R3 500 each	0	X47 Hand held metal detectors @ R345 each X4 walk through metal detectors @ R20 000 each X3 searching mirrors @ 4 163 each X2 Parcel scanners @R135 333.33 each X10 Cellphone detectors @R10 000 each
Goodwood	0	x20 @ R2 949.75 each	X99 @R3 500 each	0	X40 Hand held metal detectors @ R345 each X3 walk through metal detectors @ R20 000 each X2 searching mirrors @ 4 163 each X5 Parcel scanners @R135 333.33 each X8 Cellphone detectors @R10 000 each
Overberg	X1 @ R30 000	X26 @ R2 949 each	0	0	X10 Hand held metal detectors @ R345 each X3 walk through metal detectors @ R20 000 each X2 searching mirrors @ 4 163 each X3 Parcel scanners @R135 333.33 each X6 Cellphone detectors @R10 000 each
Pollsmoor	X3 @ R30 000 each	X73 @ R 2 949.75 each	0	X2 units (RDF & Main Gate) @ R 2 644 722.28 each	X100 Hand held metal detectors @ R345 each X10 walk through metal detectors @ R20 000 each X8 searching mirrors @ 4 163 each X5 Parcel scanners @R135 333.33 each X10 Cellphone detectors @R10 000 each
Southern Cape	0	118 @ R2 949.75 each	182 @ R3 500 each	0	X15 Hand held metal detectors @ R345 each X3 walk through metal detectors @ R20 000 each X5 searching mirrors @ 4 163 each X3 Parcel scanners @R135 333.33 each X10 Cellphone detectors @R10 000 each
Voorberg	X3 @ R30 000 each	X136 @ R2 949.75 each	0	0	X25 Hand held metal detectors @ R345 each X3 walk through metal detectors @ R20 000 each X3 searching mirrors @ 4 163 each X3 Parcel scanners @R135 333.33 each X10 Cellphone detectors @R10 000 each
West Coast	0	X136 @ R2 949.75 each	X25 @ R3 500 each	0	X15 Hand held metal detectors @ R345 each X3 walk through metal detectors @ R20 000 each X2 searching mirrors @ 4 163 each X2 Parcel scanners @R135 333.33 each X10 Cellphone detectors @R10 000 each

(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?

Source
Link

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) 1^st 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 1^st year internship have since proceeded to complete their 2^nd 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	2^nd Year Internship	1^st 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:

1^st Year Internship will be confirmed through uploading by universities in January 2026 following registration of final year students.
2^nd Year Internship projected 2118 placements with provincial distribution as in 2025 1^st Year allocation.
Community services projected 2234 placements with provincial distribution determined in March 2025 from confirmation of posts by provinces.

2027 Projections:

1^st Year Internship will be confirmed through uploading by universities in January 2027 following registration of final year students.
2^nd Year Internship projected as progression of 2026 1^st 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?

Source
Link

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 6^th 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
PROGRAMME	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 7^th 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?

Source
Link

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?

Source
Link

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
YEAR	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?

Source
Link

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

Source
Link

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

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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?

Source
Link

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

Source
Link

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.