Questions and Replies

Reply:

In November 2019, Cabinet decided that State-Owned Airline needed to be restructured, and a Strategic
Equity Partner (SEP) should be sought. Government did not have cash in hand. It needed R4.1 billion in bridging finance to support the working capital of SAA until the end of the 2019 financial year. It approached a number of the major financial institutions for assistance. However, these financial institutions were unwilling to extend further credit to SAA. Consequently, on 5 December 2019 SAA was placed under business rescue in line with the provisions of section 129 of the Companies Act 71 of 2008.

Government then undertook a process to seek an SEP for SAA. The Takatso transaction deal was the best option in reviving SAA because it would have given the airline the required capital injection for its expansion. Furthermore, the deal would guarantee SAA’s future’s sustainability as the government would not be expected to inject capital into SAA for operations. 

As the Takatso transaction was terminated by mutual consent, SAA would need to raise debt funding which requires interest to be paid whether the airline makes a profit or loss in any particular year.

Reply:

(1) According to South African Airway’s (SAA) Memorandum of Incorporation, the SAA Board is responsible for the recruitment and selection of SAA executives, particularly the Chief Executive Officer and Chief Financial Officer, not the Executive Authority. This recruitment process remains valid even though the SAA Board was appointed on an interim basis. The Companies Act 71 of 2008 does not distinguish between interim and permanent directors. Section 1 of the Companies Act defines a ‘director’ as a member of the board of a company, as contemplated in section 66, or an alternate director of a company, and includes any person, regardless of their title.

(2) The term of office for the current Board expires on 31 December 2024. The process of appointing a permanent Board will be completed before the expiration of the current Board’s term.

(3) Stabilizing the boards of State-Owned Companies (SOCs) within the department's portfolio is one of the top priorities for the 7th Administration. The appointment of new permanent boards, including that of SAA, will ensure leadership stability and effective governance.

Reply:

The National Policing Strategy (NPS), which has adopted by the SAPS in 2022/23, seeks to give effect to the SAPS’ commitment towards using an inclusive approach to addressing crime and violence. The SAPS has also developed the Increased Crime Prevention and Combating Action Plan (ICPCAP), which has been incorporated into the NPS, and which focuses the efforts and the SAPS, in collaboration with its law enforcement partners and key government departments, on the immediate stabilisation of violent crime in the country, focusing on the identified Top 30 High Contact Crime Stations (HCCSs). The ICPCAP includes the implementation of weekly, intelligence-led high density operations, within the Top 30 HCCSs, as well as other prioritised station precincts, which is referred to as “Operation Shanela”.

Operation Shanela was initiated in May 2023, and requires the SAPS to work with other law enforcement agencies, key departments in the Justice, Crime Prevention and Security (JCPS) Cluster and civil society partners, to fight crime, using the five-pillar approach, which is included in the NPS. Operation Shanela, therefore, extends the successful “Operation O’ Kae Molao” methodology, to all provinces and the Top 30 HCCSs, including other prioritised station areas.

The monitoring of the progress that is achieved by the SAPS and its partners in the fight against violent crime, through Operation Shanela, is monitored weekly by the National Commissioner, in conjunction with the Provincial Commissioners. The monitoring of the reported incidence of contact crimes at the Top 30 HCCSs is also included in the SAPS’ Annual Performance Plan, which implies that it is cascaded down to provincial, district and station levels, thereby prioritising these stations. The management of the SAPS provides detailed feedback on the operations that were conducted during the previous week, the emerging crime trends that were identified, and the successes that were achieved with the aforementioned operations. The management of the SAPS will also indicate the action that will be taken to address all emerging crime trends that are identified, as part of the overall approach to the implementation of Operation Shanela. Operation Shanela, therefore, represents the immediate plan that the SAPS, together with its JCPS Cluster partners, is using to curb crime and improve the levels and feelings of safety in communities, specifically at the Top 30 HCCSs.

The resourcing of the Top 30 HCCSs has also been prioritised, in order to ensure that adequate resources are available at these stations. The SAPS allocates dedicated funding to the respective provinces annually, for the further capacitation and resourcing of the Top 30 HCCSs.

Reply:

1(a) The incident in question is not specific to a date and time and, therefore, cannot be responded to specifically.

1(b) The South African Police Service (SAPS) will become aware of possible “community conflicts and disputes”, when a complaint is received through the 10111 Command Centre, through calls or walk-ins at a police station, or as a result of observations by members on patrol. The 10111 Command Centre or the station will dispatch the complaint to a member to the incident for further investigation. Standing Order (General) 259 on Rapid Response Services and Radio Equipped Vehicles, provides directives for complaints reported to the 10111 emergency number of the SAPS. The standing order applies to calls going to a 10111 call centre, as well as directly to police stations.

In most instances, members assigned to the Community Service Centre, who handle complaints and patrols, will be first responders to the scene. The first responders must assess the situation and provide a situational report to the 10111 Command Centre or the operational commander. If necessary, other police units, for example Public Order Police (POP), may be dispatched to the scene.

The situational report will include whether the situation is peaceful or not, the estimated number of people, the presence of weapons and any other relevant information. National Instruction 4 of 2014: Crowd Management in the Service, provides for the deployment of POP Units.

The first responders withdraw from the scene after the specialist unit takes over. This process is further facilitated and monitored by the relevant SAPS Operational Command Centre.

(2) The incident in question is not specific to a date and time and therefore cannot be responded to specifically.

Reply:

a) The matter pertaining to the Ownership of the Lesedi Building has been referred to the State Attorney and as such the Legal Opinion advice from the State Attorney is pending. The Department through the Accounting Officer has then resolved to arrange a meeting with the erstwhile Directorate: Entrepreneurial Development (DED) Management to provide further information pertaining to this matter and the meeting will probably take place during the month of August 2024.

b) The handover date has not yet been determined and this will be guided or informed by the outcomes of the meeting scheduled for the month of August.

Reply:

The Health Sector in consultation with the National Treasury have introduced a budget item classification for ringfencing budgets per province for the payment of legal claims in order to ensure compliance with court orders to circumvent and/ or mitigate the risks of assets being attached and ultimately seized.

END.

Reply:

1. Strategies for addressing severe acute malnutrition (SAM) in young children include:

• Routine implementation of evidence-based interventions aimed at the prevention, early identification and treatment of SAM, namely promotion of breastfeeding and complementary feeding, growth monitoring and promotion, active case finding and provision of specialised formulated therapeutic foods to promote catch-up growth.
• Scaling up of community-based screening for acute malnutrition including involving caregivers at household level to improve early detection.
• Inclusion of SAM case management in all relevant guidelines including the Integrated Management of Childhood Illnesses (IMCI), the Integrated Management of Acute Malnutrition (IMAM) and the Essential Medicine List (EML) Standard Treatment Guidelines at primary health care and hospital levels.
• Continuous capacity building of frontline staff in the management of children with severe acute malnutrition at high risk of death.
• Improved clinical governance through monthly death reviews and clinical audits to identify and address modifiable factors at hospital level.
• Data verification and use of data for action at all levels of care.
• Implementation of targeted operational plans based on malnutrition bottleneck analyses conducted in selected districts.
• Community health workers conduct tracing and tracking of all discharged children with severe acute malnutrition as part of follow-up care and support.

2. Yes. The Department of Health continues to work in collaboration with other sectors across all levels to address food insecurity, malnutrition and hunger through implementation of the National and Provincial Food and Nutrition Security plans. The key objectives of these plans include:

• Establishment of inclusive local food value chains to support access to nutritious, affordable foods (led by the Department of Agriculture).
• Expand targeted social protection measures and sustainable livelihood programmes (led by the Department of Social Development)
• Scale-up of high impact nutrition interventions targeting women, infants and children (led by the Department of Health)
• Influence people across the life-cycle to make informed food and nutrition decisions through an integrated communications strategy.
• Develop a monitoring and evaluation system for Food and Nutrition Security in South Africa and establish an integrated risk management system for monitoring related risks (led by the Department of Agriculture, the Department of Performance Monitoring and Evaluation and Statistics South Africa).
• Entrepreneurship and Entrepreneurial skills development (led by the Department of Small Business Development).

END.

Reply:

Yes, the Department measures the effectiveness of its HIV/AIDS and TB prevention campaigns through various means and modalities, such as the responses that the campaigns solicit from the intended recipients of the message or target groups and feedback received from the recipients of the messages. The department can confirm that the rate of new HIV infections continues to fall from 164,000 in 2022 to 146,784 in 2023, This is as a result of the robust prevention programmes currently being implemented. The department further receives updates on the effectiveness of the prevention campaigns from the following modalities:

• Tier.Net: This is a routine data collection system that records the outcomes of the people who have gone through HIV testing. The testing rates indicates the effectiveness of the prevention campaigns which is collected through Tier.Net, as backed up by the decline in the incidents rates.
• District Health Information System: This system reports on Condom distribution, HIV Testing services, as well as Voluntary Medical Male Circumcision. It is through this system that the department is able to measure effectiveness of the afore mentioned prevention campaigns.
• Operation Phuthuma Nerve Centre approach: This is a regular programme where reports from the communities, health facilities, districts and provinces are discussed and consolidated for the monthly reporting purposes. This project assists the Department to measure and monitor its performance against the UNAIDS targets of 95-95-95. The country’s performance is currently on 95-80-93
• PMTCT Programme: This programme provides update which shows the rapid decline of the Mother to Child Transmission for HIV and AIDS, which can be confirmed to be at less 1%. This is mainly due to the emphasis on the prevention campaigns.
• Thembisa modelling: This modelling approach is conducted yearly to track HIV and AIDS incidence and prevalence. The modelling also enables the Department to estimate targets for the HIV and AIDS progress towards the attainment of the 95-95-95 targets.
• The Department participates and receives the results of the surveys such as South African National HIV Prevalence, Incidence, Behaviour and Communication Survey (SABSSM VI) which inform sustaining and/or designing new campaigns.

END.

Reply:

1. The department is committed to the principles espoused in section 195 of the Constitution of the Republic of South Africa, which includes fostering a culture of transparency and accountability within public administration. The department implements several key measures towards achieving this objective-

a) The department upholds the provisions of the Protection of Personal Information Act, 2013 (POPIA) and the Promotion of Access to Information Act, 2000 (PAIA) by ensuring that any permissible information requested by the public in terms of PAIA is released promptly, promoting openness and transparency and that information is released in full compliance with the provisions of POPIA, maintaining the highest standards of data protection and confidentiality.

b) The Minister issued the Public Service Handbook in terms of section 42 of the Public Service Act, which is a compilation of directives and determinations issued by the Minister. The Handbook serves as a crucial resource for both public service employees and the public and is accessible on the department’s website, ensuring that our policies, procedures, and guidelines are transparent and easily available to all stakeholders.

c) The department ensures that it publishes key documents, reports, and updates about its activities.

d) The principles of transparency and good governance embody what the Public Administration Management Act of 2014 and the Public Service Act of 1994 seek to achieve.

e) The Minister publishes all Bills and regulations for public comment, ensuring that stakeholders can provide input before finalisation. Draft regulations are published on the website and the Government Gazette for public comment, ensuring that stakeholders have the opportunity to provide input before finalisation.

f) The department of Public Service and Administration (DPSA) is committed to fostering a culture of transparency and accountability within public administration. To achieve this, the DPSA implements several key initiatives.

g) The DPSA is dedicated to upholding the provisions of the Protection of Personal Information Act (POPIA) and the Promotion of Access to Information Act (PAIA).

h) The DPSA ensures that any information released is in full compliance with the provisions of POPIA, maintaining the highest standards of data protection and confidentiality. In line with PAIA, we ensure that any permissible information requested by the public is released promptly, promoting openness and transparency.

i) The Public Service Handbook, issued by the Minister in terms of section 42 of the Public Service Act, is a compilation of directives and determinations issued by the Minister. It serves as a crucial resource for both public service employees and the public. This handbook is accessible to the public on the DPSA website, ensuring that our policies, procedures, and guidelines are transparent and easily available to all stakeholders.

j) The DPSA website is functional and constantly updated to ensure that all instruments issued by the Minister are accessible to both the public service employees and the public. The website publishes key documents, reports, and updates about the DPSA’s activities.

(2) (a) The Department of Public Service and Administration (DPSA) put the following measures in place to combat corruption within the Public Service:

(i) Prohibition on Public Administration employees Conducting Business with the State:

The conducting of business with the State is prohibited for Public Service employees under the PSR and was made a criminal offence for all Public Administration employees (including political advisors) in terms of Section 8 of the Public Administration Management Act, 2014 (PAMA). A contravention of this section is an offence and any person found guilty of the offence is liable to a fine or imprisonment for a period not exceeding 5 years or both. Such a fine and/or imprisonment, constitutes serious misconduct which may result in the termination of employment by the employer following a disciplinary process.

The DPSA is monitoring Public Service employees who are conducting business with the State monthly through the National Treasury’s Central Supplier Database (CSD – a database with information on tenders). Once the DPSA detects presence of employees on the CSD, their departments are informed to take disciplinary steps and to open a criminal case with the South African Police Service. The DPSA follow up with the affected departments monthly to establish progress made.

(ii) Fast tracking of criminal cases against public servants:

Through the Fusion Centre, the DPSA is working closely with the South African Police Service, the Special Investigating Unit, the Financial Intelligence Centre, and the National Prosecuting Authority to assist with investigations and prosecutions of cases of employees who are criminally charged with conducting business with the State, in terms of PAMA. This ensures that cases are addressed without delay.

(iii) Compulsory Lifestyle Audits:

With the adoption of the Guide on implementing lifestyle audits in the Public Service, lifestyle audits for the Public Service became compulsory from 1 April 2021. When implementing the Guide, government component, national and provincial departments follow a three-step approach, starting with lifestyle reviews. When red flags (unexplained wealth, conflicts of interest, etc) are identified during this step, the department will move to the next step, which is lifestyle investigations. This step may lead to disciplinary action if an irregularity or wrongdoing was detected (and if action is required in terms of law and prescripts). When an investigation proves to be challenging, a department will move to the last step, namely a lifestyle audit (quantification/evaluation). This step involves the utilisation of specialist auditors and forensic accountants that will employ specialist tools to trace unexplained wealth (for example) and recover the loss.

Lifestyle reviews are to be completed at the end of each financial year for members of the Senior Management Service (SMS), and every second year for other categories of employees. At the end of each January, departments are required to submit statistics on the implementation of lifestyle audits in their departments. Departments are informed in October the previous year of the obligation to submit statistics and are provided with a template to complete. This enables the DPSA to make a comparative analysis over time and prepare information for the Portfolio Committee in March each year.

The DPSA does not have the mandate to conduct lifestyle audits in the public service, however they play an oversight role in the implementation of lifestyle audits by departments and provide implementation support to departments. The conducting of lifestyle audits is a decentralised function that must be carried out by the departments each financial year. As a result, departments will apply consequence management measures based on the results of the lifestyle investigation and report outcomes to the Public Administration Ethics, Integrity, and Disciplinary Technical Assistance Unit (PAEIDTAU).

To monitor the investigation of the employees and to assist departments with the process, the DPSA request quarterly feedback from departments with investigations to provide progress on incidents related to lifestyle audits. The SMS members are a special focus area for support and monitoring, as it is a performance agreement between the MPSA and the President.

(iv) Central Discipline Register:

The Judicial Commission of Inquiry into Allegations of State Capture, Corruption and Fraud recommended (to Parliament on 22 October 2022) that a single or central register be developed for the Public Administration to be able to assess whether someone has been dismissed (or resigned while facing disciplinary charges) in another sphere of government or public entity, especially when the person attempts to rejoin the Public Administration. The first phase of this project was completed, with a single register adopted for the Public Service. The second phase is in progress, where the register will be expanded to cover the municipal sphere and where regulations will be adopted to guide the use of the register to ensure consultation before any new appointments are made.

(b) Public officials (Public Service employees) are held accountable for their actions in the following way.

The PAMA, section 15 (5)(a) requires that when an institution discovers an act of corruption, such corruption must immediately be reported to the police for investigation in terms of any applicable law, including the Preventing and Combating of Corrupt Activities Act, Act 12 of 2004).

1. Subsection 5(b) of PAMA provides that issues of misconduct emanating from criminal investigations be reported to the PAEIDTAU and the relevant head of institution for initiation and institution of disciplinary proceedings. In terms of subsection 6(b) of PAMA, all institutions have the responsibility to ensure that it deals with the matters relating to misconduct without undue delay.
2. The national and provincial departments as a result are required to submit to the MPSA, on a quarterly basis, records of new, finalised, and carried over disciplinary cases at their departments. In addition to that, any precautionary suspensions, periods thereof and cost implications are submitted to the PAEIDTAU. These reports are monitored to determine finalisation trends and interventions on any systemic challenges.
3. While Heads of Department are required in terms of section 7(3) of the Public Service Act to manage disciplinary processes in their respective departments, the PAEIDTAU provides technical assistance and support to institutions in all spheres of government on management of disciplinary matters.

3. The Department of Public Service and Administration (DPSA) is implementing several initiatives aligned with the Operations Management Framework (OMF). This initiative is designed to enhance efficiency, effectiveness, and responsiveness in the public service sector. The OMF was established to provide a comprehensive and structured approach for optimizing and streamlining public service operations. The OMF aims to enhance efficiency, effectiveness, and service quality across all public service sectors.

3.1.1 The framework is composed of several key components designed to achieve these objectives:

3.1.1.1 Service Delivery Model: One of the cornerstone elements of the OMF is the development and implementation of service delivery models. These models are meticulously crafted to analyse current delivery methods, identifying areas for improvement. By focusing on automation, resource alignment, and efficiency, the models aim to enhance service delivery significantly. efficiently. This involves:

• Analysing Current Delivery Modes: Examining existing modes of delivery within departments to identify inefficiencies and areas needing improvement.
• Resource Alignment: Ensuring that resources are optimally allocated to meet service demands efficiently.

3.1.1.2 Business Process Mapping: Business Process Mapping and Reengineering is another critical component of the OMF. This involves standardizing and optimizing business processes to eliminate redundancies and ensure uniformity across various departments. Key activities include:

• Process Mapping: Creating detailed visual representations of existing processes to identify inefficiencies and bottlenecks.
• Process Improvement: Redesigning processes to be more efficient, cost-effective, and aligned with best practices.

3.1.1.3 Standard Operating Procedures (SOPs): Standard Operating Procedures (SOPs) are essential for ensuring uniformity and consistency in work processes. They serve as functional training tools, making service delivery more efficient and effective. The development of SOPs involves:

• Documentation: Creating detailed guides and manuals that outline each step of a process.
• Training: Providing comprehensive training to ensure that all staff members understand and adhere to the SOPs.
• Continuous Improvement: Regularly updating SOPs to incorporate feedback and adapt to changing needs.

3.1.1.4 Service Standards: Service standards are developed and implemented as a commitment to the quality of services provided by public service departments. These standards serve as a benchmark for performance and quality, involving:

• Benchmarking: Setting clear, measurable standards for service quality.
• Monitoring: Continuously tracking performance against these standards.
• Improvement: Implementing corrective actions when standards are not met.
  • •  

3.1.1.5 Service Delivery Charter: The Service Delivery Charter is a vital communication tool within the OMF. It outlines the service standards and provides essential information about the department's services. It also includes a redress mechanism for service beneficiaries, ensuring accountability and transparency. The charter involves:

• Communication: Clearly conveying service standards and expectations to the public.
• Transparency: Providing detailed information about services, including how to access them and what to expect.

3.2 The Ministry for Public Service and Administration in terms of the Public Service Act for setting frameworks for improving Access mechanisms to government services and information in institutionalising the ethos and principles of Batho Pele.

3.2.1 The continuous improvement of services to citizens are also centred around the creation and strengthening of citizen-centric integrated service delivery provisioning through sustainable delivery mechanisms as provided for by the Public Administration Management Act: 2014 (PAMA). These include the promulgation of a legal framework to ensure legality of access mechanisms, creation, and coordination of responsive mechanisms to promote integrated service delivery approaches across the three spheres of government.

3.2.2 Furthermore, mainstreaming of the reviewed Batho Pele Revitalisation Strategy is aiming at positioning the public servants to provide accessible high quality sustainable government service to the citizens. The Strategy makes emphasis on departments to develop context-specific Batho Pele standards of which citizens can hold government accountable for.

3.2.3 In entrenching the good ethos of Batho Pele the department has been mainstreaming knowledge management and institutionalising excellence awards aimed at encouraging and priding officials who exemplify these principles by going the extra mile in service delivery by Putting People First.

4.1 The Department of Public Service and Administration is fully committed to ensuring that marginalised communities receive adequate attention and quality access to government services closer to where they live.

4.2 The department continue to institutionalise various service delivery improvement initiatives that are centred around the needs of the citizens as driven by the ethos and Principles of Batho Pele. Taking the services closer to where the people live is a main priority, as such, the department has partnered with various departments, and sectors and provinces by embarking on varied Programmes that include, deployment of senior managers to frontline coalface service delivery to unblock services delivery challenges and access barriers.

4.3 Furthermore, the Department of Public Service and Administration is prioritising a process that actively addresses complaint of citizens to build trust whilst reinforcing democratic values of our Constitution and Batho Pele. By working in close collaboration with various departments and sectors, complaints handling mechanisms seeks to ensure that citizens’ complaints are dealt with promptly and they are provided with feedback within the stipulated timeframe.

4.4 The department is also working towards strengthening of frontline service delivery monitoring by conducting announced and unannounced site visits to frontline service delivery points. This is to ensure that citizens, especially those marginalised receive accessible, fair, and quality services.

5.1 In September 2023, the MPSA issued the Directive on Compulsory Training Programme for the Public Service which defines the compulsory training programme for employees which must be taken through the National School of Government. The Directive is the main part of the public service reforms to support professionalisation by creating a highly competent and professionalised public service. This is to ensure that employees are capacitated to discharge their responsibilities not only in a skilled and competent manner, but also in a manner that espouses Batho Pele Principles and is most efficient.

5.2 The Framework on Professionalisation of the Public Sector also provides guidance on the expected human resources development initiatives that need to be implemented to achieve a competent and capable Public Service. Employees are afforded opportunities to study through institutions of their choice, whereby they are offered bursaries to improve their skills levels and competence for the roles they occupy. Furthermore, SETAs play a significant role in training and capacity building in the Public Service to capacitate employees. Funding for development interventions is prioritized from the 1% of compensation budget.

5.3 The DPSA is working with departments to rollout the skills audit methodology framework, which assists departments to identify skills and competency gaps. The skills audit is designed to assist departments to transition to a more functional and integrated government, which is capacitated with professional, responsive, and meritocratic public servants and to concentrate training, effort and spend in those areas that will achieve the largest and rapid turnaround on professionalisation and improved governance, service delivery and accountability.

END

Reply:

Ministers are delegated responsibilities by the President when they assume office.

Section 92 of the Constitution states:

92. (1) The Deputy President and Ministers are responsible for the powers and functions of the executive assigned to them by the President.

(2) Members of the Cabinet are accountable collectively and individually to Parliament for the exercise of their powers and the performance of their functions.

The exercise of accountability and the expectations of Ministerial performance are therefore entrenched in the Constitution and are not dependent on the conclusion of performance agreements.

To clearly outline the areas on which Ministers are expected to focus, I will once again be signing performance agreements with Ministers. The agreements will be signed after the Medium Term Development Plan is approved and will apply for a five year term.

Reply:

To note: All figures referenced in this submission as at the end of June 2024 which is the fourth quarter of the municipal financial year.

(a)(i)(ii)(iii)(iv)(aa)(bb) Organs of State owe municipalities collectively for rates and taxes and services an amount of R18.6bn.

The breakdown between National and Provincial Organs of State, per the age category and lastly, per department is attached as Annexure A

The breakdown per municipality, per Organ of State, per the source (e.g. Water, Electricity, Property Rates etc.) is attached as Annexure B

(b) Unfortunately, the Section 71 of the MFMA template does not cater for the payment arrangement plans between Organs of State and Municipalities. This information should be sought from individual municipalities.

Reply:

1(a). The South African Geographical Names Council (SAGNC) working together with the Provincial Geographical Names Committees (PGNCs) has been embarking on an ongoing public awareness campaign on the need to transform the geographical names landscape.

It will continue with this process and is currently planning to conduct national awareness using both national broadcasting and social media platforms.

(b). Following National Consultation across the nine provinces, the Department of Sport, Arts and Culture appointed a Ministerial Task Team to advise on the transformation of South Africa’s heritage landscape in the 2017/2018 financial year.

• The Ministerial Task Team produced a report with recommendations.
• The report was tabled to Cabinet for endorsement 2020/2021.

As part of implementation of the recommendations, the Department through the South African Heritage Resources Agency (SAHRA) conducted a national audit of all statues in South Africa in the 2021/2022 financial year. The process for the relocation and repositioning of the symbols and statues was to be guided by National Heritage Resources Act. No. 25 of 1999.

However, the National Treasury declined the Department’s request for the budget allocation regarding the relocation, repositioning and curation into Regional Cultural Nation Building Parks of statues and monuments not in line with the values and spirit of the constitution.

Once the budget is made available, SAHRA together with Provincial Heritage Resources Authorities and local authorities and guided by National Heritage Resources Act, 1999 (Act 25 of 1999) will ensure stakeholder involvement and public consultation with all the relevant and interested parties in the relocation, repositioning and curation into Regional Cultural Nation Building Parks of statues.

2. The South African Geographical Names Council (SAGNC) Act No. 118 of 1998, the Promotion of Administrative Justice Act (PAJA) Act No. 3 of 2000, and the United Nations Resolutions on geographical names stress on public involvement/inclusion concerning the standardization of geographical names.

All members of the public, especially those who have been historically marginalised have the right to have their voices heard in the transformation of geographical names. Communities must identity/support the new names where old names are being replaced. Municipalities facilitate public consultations.

Thus, it is crucial for the Minister to rely on the involvement of both municipalities and the public.

Reply:

I will be signing performance agreements with Ministers to clearly outline the areas on which Ministers are expected to focus. Progress in the implementation of these agreements will be monitored on a regular basis and corrective action taken when necessary.

Ministers’ performance agreements are linked to the Medium Term Development Plan (MTDP) and to departmental Annual Performance Plans, over which Parliament exercises oversight.

Reply:

1. What are the full relevant details of any measures that have been put in place by her department recently to prevent acts of violence in schools?

 

a) School Safety District Support Intervention in Gauteng: Sedibeng East & West

The DBE in collaboration with Gauteng Department of Education implemented the School Safety District Support Intervention in Gauteng, Sedibeng East and West Districts from the 03 - 05th of June 2024. The intervention included Local Stakeholder engagement meeting comprising of partner departments, local municipality and civil society organisations, which was convened on the 03rd of June 2024. A total of 52 people participated in the meeting and stakeholders agreed to plan and implement school safety related programmes jointly in Sedibeng schools.

On 04-05 June 2024, the DBE convened a workshop at Quest Conference Estate in Vanderbijlpark, which covered the National School Safety Framework (NSSF), the Protocol on the Reporting and Management of Sexual Abuse and Harassment in schools, the Policy on the prevention and management of Learner Pregnancy, The Prevention and Management of Bullying in schools, including cyberbullying, Psychosocial Support Programme, as well as the Procedures of Learner Discipline in schools and Disaster Risk Management. On day one, a total of 184 people (School principals, SGB members and School Safety Officers) attended the workshop, and on day two, a total of 188 people (School principals, SGB members and School Safety Officers) people from 52 schools and partner departments also attended the workshop.

b) Partnership Protocol between the Department of Basic Education and the South African Police Service

The Department also has an established Protocol with SAPS to address crime and violence in schools. The Protocol has enabled all schools to be linked to their local police stations, SAPS conduct searches and seizures in schools and conduct crime awareness campaigns in schools. Regularly, schools work with SAPS and local community police forums and social workers to address violent incidents such as gangsterism, bullying, drug abuse and the carrying of dangerous weapons in schools in schools.

Constantly, searches and seizures of illegal drugs and dangerous weapons are done in schools.  However, these searches and seizers are only done if there is reasonable suspicion of violence in the school.

c) Online Safety and Cyberbullying Programme: Cyber-Safety Toolkit

The DBE in partnership with the Department of Communications and Digital Technologies, as well as the Provincial Education Departments in Limpopo and Gauteng conducted awareness sessions on cyber-safety and cyberbullying in schools. These awareness sessions took place at Wordsworth High School, Gauteng Province  on the 10th  of April 2024, and also at Bela-Bela Secondary School and Mapoe Secondary School Limpopo Province on the 18th  of April 2024. The awareness sessions were anchored around the Cyber-Safety Awareness Toolkit. A total of 300 learners were reached throughout the awareness sessions.

d) District Monitoring of School Safety Programmes

Recently, the DBE monitored the implementation of the NSSF and other school safety programmes in 10 districts across three provinces: Eastern Cape, Western Cape and Gauteng) within the first quarter of the financial year, April to June 2024.

 

The table below indicates the number districts monitored per provinces:

Province	District Name	Dates
Eastern Cape	Amathole West	20 May 2024
	Amathole East	21 May 2024
	OR Tambo Coastal	22 May 2024
	Joe Gqabi	24 May 2024
Gauteng	Tshwane South	30 May 2024
	Tshwane North	30 May 2024
	Tshwane West	31 May 2024
Western Cape	Eden & Central Karoo	10 June 2024
	Overberg	12 June 2024
	Cape Winelands	13 June 2024

 

e) Disaster Risk Management Assessment Tool 

In June 2024, the team comprising of DBE, National Disaster Risk Management Centre and SANTAM with the Northern Cape Education Department assessed eight public special schools in the Northern Cape province. Upon completion of the assessments, SANTAM Insurance donated Fire Systems and extinguishers in the schools including upgrade of the hydrants in some schools.

f) PROVINCIAL INITIATIVES

• Gauteng Education Department has deployed 5 387 school patrollers and security guards to 75 schools.
• The Western Cape Education Department has deployed 90 School Resource Officers to 45 schools
• Eastern Cape has deployed 262 Security Assistants in 131 schools in Nelson Mandela Bay, 156 Security Guards in Buffalo City, OR Tambo Inland- 262 Security Guards in 131 schools.
• The North-West Education Department had deployed security guards in 32 special schools, 11 Mega farm schools and four technical schools.
• KZN Circular 53 of 2024 was issued encouraging schools to re-establish School Safety Committees and to link all of them with Police Stations post the completion of SGB Elections.

 

2. Whether there is any cogent policy in place that deals with the issue of safety and security in schools; if not, why not; if so, what are the relevant details? 

a) Regulations for Safety Measures at all Public Schools 2001

The Department has the Regulations for Safety Measures at all Public Schools 2001 in place as means to ensure that schools are safe learning environments. The regulations have declared that all schools are alcohol and drug free zones, thus no persons may enter school premises under the influence of alcohol and illicit drugs , or in possession of dangerous weapons. In addition, the Regulations also allow principals, police officers and delegated officers to conduct searches and seizures of illicit drugs and dangerous weapons, if there is reasonable suspicion.

 

b) Policy Framework for the Regulations of Drug Abuse by learners in Public Schools   and  Public Further Education and Training Institutions 2002

In supporting the regulations on safety measures , the Department further introduced the   Policy Framework for the Regulations of Drug Abuse by learners in Public Schools and  Public Further Education and Training Institutions 2002, which advocates for preventative methods on alcohol and drug abuse to be implemented through the introduction of Life Orientation Curricula, and also for support and care to be provided to addicted learners so that they can be rehabilitated. The policy framework further make provision for drug testing in schools to be conducted in schools, but only if there is reasonable suspicion.

 c) National School Safety Framework

The DBE has also developed the NSSF which is a guiding framework in addressing all forms of violent incidences in schools. The NSSF empowers schools to identify and manage all safety threats in schools, establish school safety committees comprising of stakeholders such as teachers, police officers, school governing body members and learner representative council members. Furthermore, The NSSF also empowers schools to develop incident reporting mechanisms, establish collaborations with external stakeholders such as the South African Police Service (SAPS), the Department of Social Development and civil society organisations, develop school safety plans and policies to respond to safety challenges of drug abuse in schools.

Through the implementation of the NSSF, access control measures in schools are strengthened and awareness programmes on social ills by partner departments and civil society organisations are implemented in schools.

The DBE together with its partner the Wits Reproductive Health and HIV Institute further developed an NSSF digital training course for school communities, to enable them to access the training anywhere in the country. The course has been accredited by the South African Council of Educators. As a result, educators receive 15 Professional Development Points (PDP) for successfully completing the course. From April 2023 to March 2024, 80 700 people completed the course (officials, school safety officers, School Governing Body Members).

Reply:

The DBE has established a Human Resource Development Task Team responsible for developing a Strategic Human Resource Development Plan for the ECD workforce. This plan will outline the qualifications that are available for ECD practitioners; the expectations in terms of competencies, skills and qualifications at different levels; flexible opportunities for training and development including recognition of prior learning; clear career paths and conditions of service.

Whilst the Strategic Human Resource Development Plan for ECD is being developed, the DBE continues with training opportunities that are provided for ECD practitioners through the ETDP Seta to give them opportunities to upgrade their qualifications from NQF level 4 to 6  

Reply:

 (a) The Presidential and Provincial proclamations that were signed by the President and the respective Premiers in 2021 enacted the shift of the ECD function from the Minister and MECs of Social Development to the Minister and MECs of Basic Education on 1 April 2022. This has meant that all resources (human, financial and capital) that were connected to the function were transferred from the relinquishing department to the receiving department on 1 April 2022.

(b) There is currently a multitude of challenges in the early childhood development sector and they can be divided into three main categories: (1) systemic challenges; (2) challenges in having access to early learning opportunities for all children; (3) challenges in the quality of early learning opportunities provided. The main systemic challenges entail the overly burdensome regulatory framework, the lack of a management information system, historic underfunding of the sector, lack of infrastructure support to ECD centres, the lack of a quality assurance system and under-qualified practitioners. The challenge with access is that only 58% of 3-year-olds and 75% of 4-year-olds are currently accessing early learning opportunities. Ideally, we would like all 4-year-olds to be able to access early learning opportunities. Finally, the Thrive by Five Index highlighted the quality constraints in the ECD sector, with only 44.5% of 4-year-olds being developmentally on track in their early learning outcomes. To address these challenges, the DBE has developed the 2030 Strategy for ECD programmes as a roadmap to achieve the vision of universal access to quality ECD programmes by 2030. The 2024/25 financial year is the first year of the implementation of the Strategy where the DBE has prioritised the reduction of red tape through the implementation of a Mass Registration Drive and processing the 2023 Children’s Amendment Bill. To improve the quality of ECD programme delivery, the DBE is strengthening the implementation of the National Curriculum Framework (NCF), through the development of guidelines and Learner Teacher Support Material (LTSM) for NCF implementation. The DBE is also working on the development of a quality assurance and support system to progressively support ECD programmes to meet the DBE's quality standards. 

(c) The ECD and Inclusive Education directorates are collaborating with the University of Johannesburg (UJ) on the development of a screening tool to assist ECD practitioners with early identification and intervention of developmental delays. Plans are in place to train health officials and ECD practitioners on the use of these tools to identify children with special needs are early as possible, and to provide them with the needed support. All materials and training on the implementation of the National Curriculum Framework also include information to guide ECD practitioners on implementing inclusive practices in their classrooms.

Reply:

The provision of sanitary towels to schools is a competency of the Department of Women, Youth and Persons with Disabilities (DWYPD). The full grant is in the custody of DWYPD. The DWYPD have full oversight on logistical operations of sanitary towel distribution, including monitoring, evaluation and reporting. It is recommended that the Honourable Member kindly redirects the question to the relevant Department, as they may have the details on the requested information.

Reply:

a) A total number of claims currently due and /or outstanding following Court proceedings in respect of alleged recklessness, negligence, and misconduct of the departmental officials.

ANSWER:

The Department of Basic Education does not have any claim that is due and/or outstanding following  Court proceedings in respect of alleged:

1. Recklessness;
2. Negligence; and
3. Misconduct of the department’s officials

 

b) Full list of total contingent liability

ANSWER:

The Department of Basic Education currently has twenty court cases on its (20) Contingent Liability Register  to  a total amount of R 173 744 000.00 (One hundred and seventy-three million seven hundred and forty-four thousand rand).  None of these court cases involved departmental officials and these cases originated mainly in the provinces.

Reply:

(1)(a) The total number of detectives currently employed in the South African Police Service (SAPS) are 22 413.

(1)(b)(2) The total number of detectives and vacancies in each Province are as follows:

PROVINCE	ACTUAL WORKFORCE	FIXED ESTABLISHMENT	VACANCIES
Eastern Cape	2721	4186	-1465
Free State	1469	2252	-783
Gauteng	6310	6800	-490
KwaZulu-Natal	3510	5139	-1629
Limpopo	1448	2361	-913
Mpumalanga	1623	2142	-519
North West	1366	1911	-545
Northern Cape	928	1632	-695
Western Cape	3038	4593	-1555
TOTAL	22 413	31 007	-8594

Actual workforce information provided is for Police Act personnel within the station detective and specialised detective units, excluding DPCI.

3(a) 527 detectives voluntarily left the SAPS since 1 October 2023 until 19 July 2024.

(b) Employees are not required to disclose particulars of future employers when they exit the service.

Reply:

In 2024, the DBE released its 2030 Strategy for ECD programmes. The development of the Strategy was based on a comprehensive analysis of the ECD sector and aimed to address the challenge identified of the majority of children not having access to quality ECD programmes, with the poorest children most likely to miss out. Based on this, the Strategy aims to ensure universal access to quality ECD prioritising to the most vulnerable children. In implementing the Strategy, the DBE has three priority activities for 2024:

1. The Mass Registration Drive which aims to pull all ECD programmes into the regulatory net through developmental approaches, so that vulnerable children can benefit from the ECD subsidy;
2. Development of a population-based planning tool, to ensure that resources are efficiently targeted to the most vulnerable and under-served communities; and
3. The development of daily activity plans for ECD practitioners, with guidance on the implementation of inclusive practices during their lessons.

Reply:

a) What are the current traits of a learner who has completed a primary level of education?

 A Grade 12 learner who has completed a Primary level education should be able to listen, speak, read with understanding and write in their Home Language and a First Additional Language.

They should be able to read with understanding and respond appropriately to the prompts provided in the question papers, discussions and such settings that they may be exposed to. Furthermore, they should be critical readers of texts and be able to express their views on texts. They should also be able to express their views and sustain an argument in support of their views. 

They should also have acquired the skills and knowledge of the subjects they are offering as outlined in the Curriculum and Assessment Policy Statements and be able to demonstrate the relatedness of the knowledge acquired in their daily life.

In accordance with the CAPS learners who have completed the primary level of education should be possess with the following traits: Ambition, Analytical, Creativity, Critical thinking, Curiosity, Collaborative, Compassion, Organised, Disciplined, Respectful and Resilient amongst others, as acquired through the curriculum and practical applications through various forms of assessment.

The National Curriculum Statement Grades R-12 aims to produce learners that are able to:

• identify and solve problems and make decisions using critical and creative thinking; 
• work effectively as individuals and with others as members of a team;
• organise and manage themselves and their activities responsibly and effectively;
• collect, analyse, organise and critically evaluate information;
• communicate effectively using visual, symbolic and/or language skills in various modes;
• use science and technology effectively and critically showing responsibility towards the environment and the health of others; and
• demonstrate an understanding of the world as a set of related systems by recognising that problem solving contexts do not exist in isolation.

b) What guarantees that the Grade offer the learner to be equipped with?

The skills highlighted above together with the high content knowledge taught through various subjects are all dependent upon the learners themselves as to how motivated they are intrinsically to ensure that they apply the skill to better their chances of success in life. These skills and knowledge received prepares learners to be able to function in the 21st century world and become global citizens.

c) What employable involvement does the learner who has completed Grade 12 have in the economy?

Learners who have completed Grade 12 have been equipped with Employability Skills and prepared to acquire Entrepreneurial Mind-sets so that they can not only seek but also create employment. These has been done through the curriculum and also aligning career content to the subject matter as outlined below:

The National Curriculum Statement Grades R-12 serves the purposes of:

•    equipping learners, irrespective of their socio-economic background, race, gender, physical ability or intellectual ability, with the knowledge, skills and values necessary for self-fulfilment, and meaningful participation in society as citizens of a free country;

•    providing access to higher education;

•    facilitating the transition of learners from education institutions to the workplace;

•    providing employers with a sufficient profile of a learner’s competences.

The Department through Career Development Services (CDS) initiative also provides free quality career information, advice and guidance to South Africans of all ages and from all walks of life throughout their lives. CDS aims to ensure equitable access to all thus equipping learners to become active and productive citizens who can contribute to the socio-economic status of the country. CDS under the brand name Khetha: Make the Right Choice offers the following services: National coordination, Multi-channel Career Advice Helpline and an Outreach Programme.

The DBE collaboration and partnership with the DHET and DEL in the Education for Employability (E4E) programme funded by the European Union (EU)  aims to advance and ensure a smooth transition from the basic schooling sector through to the Post School Education and Training System (PSET) and to the world of work. Services offered by the three Departments include provision of career education, information, advice, guidance and counselling by career advisors and counsellors; access to the National Career Advisory Portal (NCAP) and registration on the Employment Services of South Africa (ESSA) System.

Reply:

1.  (a-c) The Constitution assigns the responsibility of ensuring access to services for water and sanitation to municipalities. The role of the national and provincial government is to support, monitor and regulate local government.

(i) As the regulator of the water sector DWS is required to set regulatory rules, norms and standards for municipal water and sanitation services in terms of the National Water Act and the Water Services Act. This responsibility includes monitoring compliance to the norms and standards and taking appropriate measures to correct and address non-compliance by municipalities which have the responsibility to provide clean water to communities. The Department is actively intervening in poorly performing municipalities and action plans have been agreed upon to address water supply shortages and sanitation challenges. In terms of its mandate the DWS:

• Conducts regular inspections on the operation and maintenance of Water Supply Systems (WSS) including Water Treatment Works (WTW), pumps stations, and the entire supply network in all the Water Service Institutions.
• Collects samples of drinking water from WTW for analysis on a quarterly basis to monitor whether drinking water supplied to consumers is compliant with the South African National Standard (SANS 241); a drinking water specification that specifies minimum requirements for potable water to be considered safe for human consumption.
• In terms of SANS 241, municipalities are required to monitor the microbiological and chemical quality of the water provided to residents at specified intervals, including hourly, daily, weekly, fortnightly and monthly tests of various types. When the tests carried out by a municipality indicate that the water supplied poses a health risk, the municipality must inform its consumers that the quality of the water that it supplies poses a health risk.

(ii) There is a projected 17% deficit in water demand and supply by 2030 and so South Africa cannot afford to continue to install sewered water borne system in all households across the country to address sanitation backlogs. There is therefore an urgent need to adopt and implement alternative sanitation systems that minimize the use of water resources and that do not require expensive and difficult to maintain WWTW. In efforts to support provision of safe sanitation by municipalities, the DWS developed the National Sanitation Framework (NSF) which was adopted by Cabinet in 2023. The NSF provides for a Minimum Level of Service that makes provision for equivalent alternative sanitation solutions (such as innovative off-grid/non-sewered, on-site treatment or waterless/low water use sanitation technologies), while conforming to standards set by recognized institutions.

(iii) Interventions include amendment of legislation and strengthening of regulatory measures which are intended to improve the capacity of Water Service Authorities to operate, maintain and manage assets for existing infrastructure. Other measures to facilitate access to safe water, infrastructure upgrades and investment in rural and peri-urban areas include:

• Provision of financial support to municipalities by the DWS and COGTA in terms of the grant framework. Implementation of grant funded projects will improve the reliability of water supply and sanitation services to all households in South Africa through the development of municipal water and sanitation infrastructure to address backlogs. This also includes refurbishment of existing infrastructure that is no longer functioning optimally.
• Implementation of bulk water resource projects aimed at ensuring water security measures are being implemented by the DWS throughout the country. These include regional, inter-basin and transboundary transfer schemes/ systems entailing large dams, canals, pump stations, tunnels and pipelines. The department is also advocating for diversified water resources through as an example, groundwater development, wastewater treatment to domestic standard, desalination from sea water, and water conservation through efficient operation and maintenance of infrastructure to reduce water leaks.

2. The National Water Act is being amended to ensure that Historically Disadvantaged Individuals (HDIs) are given priority in allocation of water and to provide for the Regulations to prescribe the criteria that must be considered when redressing the results of past racial and gender discrimination in relation to water use. All authorisations issued by the department have conditions under which their use can be exercised. Compliance with these conditions and that all water use is authorised is monitored by the Catchment Management Agencies (CMAs). Where non-compliance or unlawful use are detected or reported the department has administrative enforcement powers to bring users into compliance. Where these are not successful or where there is gross negligence, the department and the CMAs have peace officer powers to conduct criminal investigations and engage with the National Prosecuting Authority. Further proposed amendments of the National Water Act include additional offenses and stronger penalties as well as personal liability of Directors of Companies and Municipal Managers.

3. The Constitution assigns the responsibility of ensuring access to water and sanitation services to local government (municipalities). The DWS is responsible for implementation of Sanitation projects through Regional Bulk Infrastructure Grant (RBIG) and Water Services Infrastructure Grant (WSIG) and is currently implementing 137 sanitation projects across all provinces. This constitutes of 117 projects through WSIG and 20 through RBIG.

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Reply:

(1) (a) Eight (8) members were appointed since April 2022.

(b) Two (2) appointed on 01 June 2022, one (1) appointed on 01 September 2022,

three (3) appointed on 01 December 2022, one (1) appointed on 01 June 2024, and one (1) appointed on 01 July 2024.

(2) Executive obligations regarding the appointment of Distributing Agency members are discharged in accordance with the Lotteries Act of 1997. I am informed by the department that the delays in the appointment of the Distributing Agency members were as a result of having to make sure that the candidates appointed are not tainted in any way and will stand the test of public scrutiny.

-END-

Reply:

The entities of the dtic have no board positions that have remained vacant for extended periods and the National Gambling Board (NGB) is under administration.

-END-

Reply:

a)  The Department of Water and Sanitation (DWS) has resuscitated the Blue Drop Certification Programme to intensify regulation and monitoring of the municipalities regarding their provision of drinking water that is safe for human consumption. The Blue Drop Certification programme assesses municipalities on all regulatory requirements to check whether they comply with microbiological and chemical quality requirements as prescribed by SANS 241.

Municipalities are required to load their drinking water quality results for monitoring by the DWS through a web Integrated regulatory Information System (IRIS). This system serves as an early warning system. Whenever microbiological water quality results failures are detected, the IRIS sends automated emails to the municipalities for rectification and DWS regional offices for monitoring.

The Blue Drop assessment is an early warning system wherein, a municipality that is Blue Drop Certified has systems in place to identify risks and mitigate them before outbreaks can occur. However, systems that are categorised as critical systems are required to develop corrective action plans to turn around the situation. The corrective plans are also monitored to ensure compliance.

b) DWS requires municipalities to implement Water Safety Planning, which is a systematic process that aims to consistently ensure safe and acceptable drinking water by implementing integrated water quality management plans.

c) Notwithstanding the water safety planning processes, municipalities are also required to have Incident Management Protocol to deal with drinking water quality failures in an efficient and effective manner, using a consultative and transparent approach, for the protection of public health. In terms of SANS241 and the norms and standards issued by DWS under the Water Services Act, when the tests carried out by a municipality indicate that the water supplied poses a health risk, the municipality must inform its consumers that the quality of the water that it supplies poses a health risk.

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Reply:

(a),(b),(c) The Department of Trade, Industry and Competition (the dtic), through the Incentives Branch, supported 65 research projects to the value of R237 million in the past five years. These projects were funded under the Technology and Human Resource for Industry Programme (THRIP). Permission to publish names of grantees and beneficiaries must be in line with Protection of Personal Information Act.

-END-

Reply:

The Department of Tourism had no role or involvement in the Ratelrivier Estate Project. The Honourable Member is requested to refer this question to the relevant entity, South African National Parks.

END

____________________

Ms Patricia de Lillle, MP

Minister of Tourism

Date: 7 August 2024

Reply:

a) What are the (i) role and (ii) purpose of the various buildings being constructed in the Cape Agulhas Lighthouse Precinct Project?

1. Investment in destination development to attract more tourists.
2. Outlined below is the scope of the construction work for the current project:
   • A restaurant;
   • An Interpretation Centre which includes vendor stalls, ablution facilities, curio shops, a booking office and a lecture theatre;
   • Reception area and offices;
   • External works and bulk infrastructure;
   • In addition to the construction work, the project budget makes provision for furniture

(b) What is the total cost of the development? The total project budget is R 54 million.

(c) What is the envisaged date of completion? It is estimated the work will be complete by 30 September 2024

END

____________________

Ms Patricia de Lillle, MP

Minister of Tourism

Date: 7 August 2024

Reply:

1.  The Department of Water and Sanitation (DWS) has plans to refurbish the Thabong WWTW. The project is divided into two phases and the details thereof are as follows:

• Phase 1a was funded by COGTA though the Municipal Infrastructure Grant (MIG) and implemented by the municipality. Phase 1(a) was completed but there were other components that had not been catered for under the scope of MIG. The project costed R63 million. The outstanding scope is being attended under phase 1b through Ministerial intervention.
• Phase 1b is a Ministerial intervention which is funded by the DWS through Regional Bulk Infrastructure Grant (RBIG). The project is intended to complete the outstanding scope to ensure that the Thabong WWTW is functional. The project is under construction and planned for completion in March 2025. The 2024/2025 financial year allocation for this project is R35 million.

2. As indicated above, phase 1(a) of the project was completed and phase 1(b) is still under construction. Completion of phase 1(b) will restore functionality of the plant. The project is being monitored closely through regular site inspections by DWS officials. The following is also being done to facilitate close monitoring of the project:

• Intervention meetings and site inspections have been held with both the contractor and consultant to address any challenges or blockages that hinder progress.
• Weekly stakeholder meetings are convened to keep Matjhabeng abreast about the project.
• Performance of the contractor is managed as per the General Condition of Contract 2015 and unsatisfactory progress will be addressed as per the relevant clauses in the contract.

3. The total amount paid to the contractor by the DWS for phase 1(b) as at the end of June 2024 is R10 million.

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Reply:

 

The total number of tourists who visited the Republic from the following countries	2021-2022 Financial Year	2022-2023 Financial Year	2023-2024 Financial Year
(a) Brazil	6 871	17 458	33 087
(b) Argentina	913	3 178	4 320
(c) Russia	11 808	21 481	29 173
(d) India	22 302	64 100	79 628
(e) China	7 024	16 373	42 082
(f) Taiwan	895	2 142	3 808
(g) Iran	797	2 160	2 985
(h) United States of America	111 159	306 351	357 490
(i) United Kingdom	107 299	336 191	362 462
(j) Germany	81 978	220 699	254 132

(Source: Stats SA)

END

____________________

Ms Patricia de Lillle, MP

Minister of Tourism

Date: 7 August 2024

Reply:

a) The total cost for the Umzimvubu Dam project to date is R 493 million. The expenditure to date includes the following:

• Cost for Professional Services (design of the dam and associated infrastructure, environmental services, Occupational Health and Safety, and Construction Supervision)
• Project Management
• Construction
• Land Acquisition

b) The Department is currently finalizing the appointment of a Professional Service Provider (PSP) to undertake a bridging study, where an assessment will be undertaken of the existing bulk and reticulation infrastructure versus the infrastructure requirements to uptake the additional raw water to be developed by the dam project, treat it and distribute the potable water to the various communities. This exercise will develop a pipeline of bulk and reticulation projects, to be implemented by the Water Services Authorities or Implementing Agents to District Municipalities.

The appointed PSPs will then also align funding (MIG, RBIG, WSIG, BFI and internal revenue) to this pipeline of projects, culminating in a funded pipeline of projects, and develop a project implementation plan. The bulk and reticulation projects will then be incorporated into Water Services Development Plans (WSDP) and the Department will only recommend and approve grant funding based on the projects in the WSDPs, ensuring alignment between the plan and grant funding dispensed.

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Reply:

a)  The progress relating to the construction of uMzimvubu Dam is indicated below:

• The access road to the dam site is 88 % complete
• The detailed designs for the dam were submitted to the Department’s Dam Safety Office (DSO) to obtain a Licence to construct in accordance with the National Water Act. The excavation of the dam foundation will commence once the License to construct has been issued by the DSO, which is envisaged to happen within the next two to three months.
• The Department’s Construction Unit has commenced with pre-construction activities and mobilised resources to implement site establishment (i.e. houses, water infrastructure for construction staff etc).

b) The budget estimate for the uMzimvubu Water Project is R 8 billion, which is inclusive of the dam development and associated works as well as critical water supply infrastructure to serve the communities. National Treasury has confirmed that DWS will be funded from the fiscus in this regard.

The Department is currently finalizing the appointment of a Professional Service Provider (PSP) to undertake a bridging study, where an assessment will be undertaken of the existing bulk and reticulation infrastructure versus the infrastructure requirements to uptake the additional raw water to be developed by the dam project, treat it and distribute the potable water to the various communities. This exercise will develop a pipeline of bulk and reticulation projects, to be implemented by the Water Services Authorities or an Implementing Agent to provide reliable potable water to the communities in the OR Tambo District Municipality.

The appointed PSP will then also align funding (MIG, RBIG, WSIG, BFI and internal revenue) to this pipeline of projects, culminating in a funded pipeline of projects, and develop a project implementation plan. The Department will then be in a position to establish the funding requirements for bulk and reticulation projects in the OR Tambo District Municipality.

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Reply:

1. The audit outcomes of the dtic and its entities are available on their respective annual reports. The management reports are for management to enhance their internal control environment. Audit outcomes for the past three financial years have been provided in Annexure A.

(2)

a) The awarding and issuing of the National Lotteries Licence (“Licence”) is regulated under the Lotteries Act (Act no. 57 of 1997) (“Lotteries Act”). On 7 August 2023, Notice No. 1951 of 2023 was published in Government Gazette No.49091, calling on interest parties who wish to operate the National Lottery and Sports Pools to apply for access to a copy of the RFP for the Fourth National Lottery and National Sports Pools Licence. The RFP document was issued to the market on 31 August 2023.The closing date for receipt of applications was 3 February 2024.

b) There are currently no shortlisted candidates as the evaluation process is still underway. A total of eight (8) applications have been received.

c) The names of the Evaluation Committee appointed by the NLC are not published in order to protect the evaluation process from risks associated with their identities becoming public.

d) Members of the NLC Board and all external advisors on the RFP process have been required to complete a Conflict-of-Interest Declaration to ensure that they do not have any indirect or direct interest, financial or otherwise, which could reasonably be expected to compromise them and the NLC in the performance of their functions and impede their ability to conduct their duties independently.

e) The NLC Board is enjoined in terms of the Lotteries Act to amongst others approve, determine, oversee, or revise the broad policy framework within which the NLC must perform its functions, and to ensure that the NLC performs its functions in accordance with principles of transparency and accountability, which are free from personal bias, obligation, allegiance or favouritism. The Board is therefore committed to ensuring that the highest levels of probity are maintained within the NLC. The NLC’s Ethics and Conflict of Interest Policy is strictly enforced by the Board and the terms of the Lotteries Act and the RFP Document have been closely followed throughout to ensure that the integrity of the licensing process and integrity is not and will not be compromised.

f) The RFP Document does not contemplate a process of interviews to be conducted.

ANNEXURE A

Audit Outcomes for the departments and its entities.

	Institution	2022/23	2021/22	2020/21
1	The department of Trade Industry and Competition (the dtic)
2	Companies and Intellectual Property Commission (CIPC)
3	Companies Tribunal
4	Competition Commission
5	Competition Tribunal
6	Export Credit Insurance Corporation (ECIC)
7	National Metrology Institute of South Africa (NMISA)
8	National Consumer Commission (NCC)
9	National Consumer Tribunal (NCT
10	National Credit Regulator (NCR)
11	National Regulator for Compulsory Specification (NRCS)
12	National Gambling Board (NGB)
13	South African National Accreditation System (SANAS)
14	The Takeover Regulation Panel (TRP)		Listed on 28 March 2023	N/A
15	International Trade Administration Commission (ITAC)
16	National Empowerment Fund (NEF)
17	South African Bureau of Standards (SABS)
18	National Lotteries Commission (NLC)
19	Industrial Development Corporation (IDC)
20	Broad-Based Black Economic Empowerment (B-BBEE) Commission - operates under the dtic and its finances are under the dtic.	N/A	N/A	N/A

 

Unqualified/ No material findings (Clean Audit)

Unqualified with material findings

Qualified

Reply:

1.  The Department of Water and Sanitation manages the Regional Bulk Infrastructure Grant (RBIG) and Water Services Infrastructure Grant (WSIG), which are aimed at supporting municipalities to deliver on their mandate by developing new infrastructure, refurbish and upgrade water and sanitation infrastructure to ensure access to water services. The grants account for an average of R14 billion per annum to support municipalities. In addition there are a number of other measures to ensure equitable access to clean drinking water across all regions in the Republic including:

 

• Implementation of the Green, Blue and No Drop programmes which assess the state of drinking water, wastewater treatment systems and Water Conservation and Demand Management in all municipalities that are Water Service Authorities. Results of the assessments carried out in 2022 and 2023 were released in December 2023. Generally, the drops reports indicate the dire situation in provision of water and sanitation services by most of the WSAs. WSAs were instructed to develop action plans to alleviate the challenges. The Action plans are currently being submitted to the Department. The Department is monitoring the implementations of the plans.
• Implementation of a country wide programme to ensure effective integrated planning together with Municipalities through the development of Five-Year Water and Sanitation Reliability plans that will also ensure funding stream interaction during the implementation programme.
• Development of Provincial Bulk Master Plans that will identify Water Resource shortages in critical areas and the development of pipeline of projects to ensure the availability of resources and access to water services.
• The reconfiguration of Water Boards. The intention is to have a Water Board per Province, except for Rand Water which will be responsible for Gauteng and Mpumalanga. The Water Boards have been strengthened to provide Bulk infrastructure and technical support to WSAs to ensure provision of water and sanitation to communities.
• Amendments to the Water Services Act which will:
  • include the introduction of an Operating License for a Water Service Providers (WSP). The Department will specify minimum competency and minimum performance levels for WSPs linked to gazetted minimum norms and standards for water and sanitation services (including full financial transparency and reporting). A Municipality must fulfil the licence conditions if it provides the service itself, or must contract with a licensed WSP.
  • Strengthen enforcement by Amending Section 63 of Water Services Act to enable enforcement through directives (as is done in National Water Act). The amendments will, as the last resort, enable the Minister to enforce the separation of the water services provider function from the municipal administration where there is persistent failure to meet license conditions, and require the municipality (as Water Services Authority) to contract with a licensed WSP.

2. (a) It is important to note that water pollution may be from non-point and point sources. Non-point sources are where the polluter cannot be pinpointed and is normally due to land use management including informal settlements that are not yet serviced or large scale agricultural areas where pesticides may be used. Point sources include discharge points of industries, mines or municipal wastewater works. In recent years, DWS has been strengthening its regulatory function and making its regulatory actions more consistent, and this has resulted in an increased number of civil actions and criminal charges against polluters including municipalities for sewage pollution.

Since 2017, DWS has opened 88 criminal cases for sewage pollution involving 52 municipalities, across all 9 provinces. This follows non-responsiveness of the municipalities to notices and directives. The number of criminal charges is expected to increase further. In 78 of these cases, an investigation is currently underway. For 5 cases, investigations are complete, and the National Prosecuting Authority has decided to prosecute (preparing to go to trial or in court).

Five cases have been ruled upon and the department is monitoring the implementation of the court decisions. All 5 were plea and sentence agreements. The cases that have been ruled upon by the courts have resulted in fines being imposed on the municipality, e.g. Govan Mbeki LM was fined R200m and Thaba Chweu and Rand West LM were each fined R10m. The courts ordered the municipalities to allocate the fines to address the sewage pollution.

Further proposed amendments of the National Water Act include additional offences and stronger penalties as well as personal liability of Directors of Companies and Municipal Managers of municipalities.

It is important to note that on average, it takes 2-3 years for a criminal case to be finalised (from the date of laying the charge at the police station to the date of a court ruling) whilst the pollution most likely continues.

(b) The Constitution assigns the responsibility of ensuring access to water and sanitation services to local government (municipalities). The DWS provides support to municipalities through providing them with funding through Regional Bulk Infrastructure Grant (RBIG) and Water Services Infrastructure Grant (WSIG) and is currently funding 137 sanitation projects across all provinces. This consists of 117 projects through WSIG and 20 through RBIG.

3) The Department is implementing several initiatives to conserve water and promote efficient water use at WSA level. Below is a list of the initiatives:

• The Department has just finalized the updating of the National Water Conservation and Water Demand Management (WC/WDM) Strategy, supported by three subsidiary strategies that focus on water services, agriculture, and industry, mining and power generation to drive the implementation of WC/WDM. The WC/WDM strategies are further supported by implementation plans to operationalize and drive implementation of WC/WDM measures by the water sectors.
• The Department is in process of finalising National Minimum Norms And Standards for Water Services. The norms strongly require water conservation and demand management, and set standards for NRW, water losses and average consumption of water per capital per day.
• The Department implements the No Drop Incentive based regulatory monitoring programme. The No Drop programme is used as a tool to regulate municipal performance on water loss management and water use efficiency practices. The programme provides a guideline to water services institutions on what is required to manage water losses and improve efficiency. This includes the No Drop Guideline, which focuses on the key requirements (water resource balance diagram, water balance, Water Conservation and Water Demand Management (WCWDM) Strategy) as building blocks for planning for implementation of WC/WDM projects. The Guideline has been workshopped on a national level and made available to municipalities.
• The Department monitors the state of water losses, NRW and water use efficiency. The last comprehensive analysis on water losses in South Africa was based on data for the 2022/23 municipal financial year was published in December 2023.
• The Department has further established the Water Partnership Office (WPO) within the Development Bank of Southern Africa (DBSA). The WPO has developed five standardized National Programmes for private sector participation in municipal water and sanitation services, to make it easier, quicker and cheaper for municipalities to enter into partnerships, without having to ‘reinvent the wheel’ for each partnership. One of the five National Programmes within the WPO is Non- Revenue Water (NRW) programme aimed at implementing WC/WDM and cost recovery programme focusing on reducing losses, reducing over consumption and improving cost recovery.
• There are also continuous capacity building programmes conducted on WC/WDM for municipalities. Training included benchmarking of leakages, planning and implementation of WC/WDM projects, the development and requirements of an International Water Association (IWA) water balance and the development of a WC/WDM strategy and business plans. In addition, the DWS has, through cooperation with Japan International Cooperation Agency, constructed a Non-Revenue Water training yard and developed training material. About 89 municipality officials from 16 WSAs have attended this training programme.

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Reply:

(a) The export value of agricultural products surged to R55.8 billion in Quarter 1:2024, marking a 14.4% increase relative to Quarter 1: 2023. The strong export earnings were attained despite obstacles in our ports and in key export markets. The import value of agricultural products rose to R29.8 billion, marking a 2.4% increase relative to Quarter 1: 2023. On a quarter-on-quarter basis, South Africa experienced a notable 9.2% growth in net exports of agricultural commodities, while comparing Quarter 1:2023 and Quarter 1: 2024, South Africa recorded a notable 31.9% growth in net exports of agricultural commodities. The 31.9% growth in net exports of agricultural commodities is driven by a 14.4% increase in exports of grapes, apples and maize emerging as the top export products dominating the export list.

(b) The National Agricultural Marketing Council established that about 8.1% of commercial agricultural production was produced by black farmers between 2015 and 2019, and the rest were white farmers. This has gradually increased to 10.3% between 2019 and 2023.

Total Net Exports of Agricultural products in Quarter 1:2024 is R26 048 372 000.

The total net amount from black-owned production is R26 829 823 16.

Reply:

(a),(b),(c)(i),(ii),(iii) Please refer to the table below.

ANNEXURE A OF NA-QUESTION 39 OF 2024

a) Programmes	b) Impact	(c)(i),(ii),(iii)Transaction details (cumulative)
		2021 -2022	2022 -2023	2023 -2024
Blended Finance Scheme (BFS)	Since its launch in March 2021, 183 producers has been supported to the total value of R3,107 billion of which R1, 204 billion was the grant and will create a total of 3 418 jobs at full operation. The average production capacity of supported poultry producers is 333 000 chickens per cycle. Commodities supported include livestock, poultry, fruits, vegetables, and grains.	8 black commercial producers were supported through IDC to a total value of R385 million of which R128,3 million is the grant creating 314 jobs. Five of the approved transactions are poultry farm expansions with an average cycle of 420 000 chickens per cycle.	19 black commercial producers were supported through IDC to a total value of R986 million of which R352 million is the grant creating 655 jobs. Ten of the approved transactions are poultry farm expansions with an average cycle of 333 000 chickens per cycle. Land Bank approved 31 smallholder producers to a total value of R254,3 million of which R133 million is the grant creating 599 jobs. 12 813 Ha will be under the production of grains, fodder, fruits, nuts, vegetables, sugarcane, and red meat.	As @31 December 2023 IDC approved 29 transactions to the value R1.915 billion, of which R587,5 million is the grant creating 1445 jobs. Fourteen of the approved transactions are poultry farm expansions with an average cycle of 277 000 chickens per cycle; 220 ha of vegetables in seven farms, average piggery supported is 305 sows; and 160 ha fruits. Land Bank approved 183 producers to the total value of R1, 192 billion of which R617 million is the grant creating 1973 jobs.
Comprehensive Agricultural Support Programme (CASP)	For the period 2019/20 – 2023/24, CASP has spent R6, 661 billion in 2125 projects and benefitted 59 482 smallholder producers and creating 21 762 jobs. This programme develops these farmers to be self-reliant small scale commercial producers who are exited to blended finance scheme. Many of the beneficiaries of BFS were developed through CASP.	R1, 128 billion was spent in 488 projects benefiting 6 407 producers and creating 5 564 jobs. Commodities supported include vegetables, red meat, fruits, poultry, piggery, and grains.	R1, 478 billion was spent in 457 projects benefiting 19 889 producers and creating 4 624 jobs. Commodities supported include vegetables, red meat, fruits, poultry, piggery, wool, and grains.	R1, 477 billion was spent in 396 projects supporting 6 942 producers and creating 1694 jobs. Commodities supported include vegetables, red meat, fruits, poultry, piggery, wool, and grains.
Agro-Energy Fund (AEF)	Increase access to affordable finance by producers and agro processors in the agriculture sector irrespective of race by providing grants to lower their gearing. The AEF will be used for the acquisition of alternative energy assets to generate energy for their farming or processing enterprises. The focus of the AEF is on energy intensive agricultural activities such as irrigation, intensive agricultural production systems, and on-farm cold chain related activities. The fund is targeting alternative energy sources like solar, biogas / Anaerobic digesters and Biomass (agricultural crops), the list is not exhaustive.	N/A	N/A	Since its launch on the 29th of August 2023, a total of R24.425 million has been approved as of 31 May 2024 of which R7, 989 million is the grant and R16.436 million is the loan supporting 9 transactions. The support included solar infrastructure on irrigated farms.
Micro-Agricultural Financial Institution of South Africa (MAFISA). This is a financial scheme that was introduced in 2004 to address the financial services needs of smallholder producers in the sector. The implementation of MAFISA is through a network of financial intermediaries accredited by the department to further disburse the funds to the potential smallholder producers. The fund is administered and managed by the Land Bank. The production loan is up to a minimum of R50 000 without collateral and a maximum loan of R500 000 with collateral, at an interest rate of 7% per annum	MAFISA has contributed to the entrepreneurial and enterprise development, job creation and economic growth of smallholder producers.	R7 244 889.01 with production loan support to 190 beneficiaries	R11 610 737.21 with production loan support to 247 beneficiaries	R6 908 010.62 With production loan support to 60 beneficiaries
Farmer Production Support Units (FPSUs)	The FPSU is a rural smallholder producer outreach and capacity building unit supported by the department through any or some of the following: (1) Governance structure, (2) production inputs, (3) Mechanisation support; (4) Human resources support; and (5) Producer registration. The provisioning of production inputs and mechanization assisted Black Farmers to be in production and / or increased their production yields. Black Farmers have access to formal and informal markets thus generating own income. Black farmers have FPSUs as local holding facilities for their mechanization services and production input storage for further distribution within. Jobs are created through self-employment by Black Farmers with additional temporary jobs during planting and harvesting periods. Jobs created 2021/2022: 2438 Permanent 2285 Temporary Total : 4723 2022/2023: 2509 Permanent 3998 Temporary Total: 6507 2023/2024: 2603 Permanent 3198 Temporary Total: 5801 The Department provides training to agricultural cooperatives to assist them to improve operational efficiencies and enhance competitiveness using the Farmtogether cooperative training programme. The programme addresses a wide range of skills that include among others governance in cooperatives, financial management, record keeping, markets and contract negotiations, agribusiness management, conflict resolution mechanisms, leadership skills, and compliance (Training) 2021/2022: 91 2022/2023:100 2023/2024:108
Eastern Cape		R31 498 995,17	R22 740 411,84	R50 886 326.87
Free State		R14 510 209,05	R5 566 661,76	R14 126 706.71
Gauteng		R26 476 308,49	R32 286 113,69	R25 622 660.98
KwaZulu-Natal		R82 574 395,26	R34 186 478,74	R58 014 826.66
Limpopo		R41 455 451,80	R20 361 522,00	R27 867 565.53
Mpumalanga		R47 711 159,06	R69 407 740,38	R25 100 388.52
North West		R16 710 972,47	R17 055 806,16	R2 686 582.77
Northern Cape		R22 992 134,92	R20 459 380 .46	R26 024 019.95
Western Cape		R3 457 724,52	R5 902 333,00	R15 285 025.30
AgriBEE Fund	For the period in question 6 Agribusinesses were supported to commercialise with value adding and processing infrastructure as well as equity acquisition to the value of R93.6 million. This has assisted in terms of improving market access and contributed to sector transformation. In addition, an estimated 67 jobs were created.	R0	R 31 661 201,91	R 61 903 280,33

Reply:

No, the Minister has not studied the submissions made at the Mpondoland Cannabis Belt founding summit held in Port St Johns in October 2023 as this information has not been made available to the Department.

In the absence of a legislative framework on the commercialisation of cannabis, the Department cannot express a view on the submissions or plans. The Department is consulting the province to determine their plans and measures that have been put in place to assist small scale cannabis farmers in regions like Alfred Nzo District Municipality, but cannabis remains illegal and thus the activities of the Department are limited to hemp.

Reply:

The office of the Regional Land Commission in the Eastern Cape is processing payments for the 3 affected villages, namely Lower Ngqumeya, Lower Zingcuka and Upper Zingquka.

• 105 beneficiaries have been paid in Lower Ngqumeya; and
• 33 beneficiaries will be paid on or before 30 September 2024.

A list of 50 households for both Lower and Upper Zingcuka are at payment compilation stage and is to be paid on or before 30 September 2024. Five (5) additional households that have been confirmed, family disputes are delaying finalisation.

The resolution of the meeting with the community was that the payment will be released as and when the household concerned has gone through the verification if information process.

The officials held engagements with Lower and Upper Zingcuka on 29 July 2024 and 01 August 2024. The purpose was for the confirmation and updating of the family tree. Subsequently, distribution agreements will be signed in order to proceed with payments.

---END---

Reply:

No. Stipulated timeframes as per written reply to PQ 522 will not be achieved.

• Currently, 105 out of 544 beneficiaries have been paid in terms of the schedule;
• A payment list for 33 beneficiaries has been submitted to National Office to be released for payment on or before 30 September 2024; and
• 50 households are at payment list compilation stage to be paid on or before September 2024.

The payment period will be extended due to the household identification process currently in progress:

• The officials will be updating family trees with beneficiary families on 29 to 30 July 2024, in order to sign Distribution Agreements for payment in August 2024;
• A homestead identification process will be conducted in August 2024 and September 2024; and
• Signing of distribution agreements for the confirmed households will be completed in September 2024 and October 2024, payment will be processed only after the signing.

END

Reply:

(1)(a) In 2019, the National Agricultural Marketing Council (NAMC) measured black farmers' contribution (i.e. Africans, Coloured, and Asians) to total commercial production. The NAMC established that about 8.1% of commercial agricultural production was produced by black farmers between 2015 and 2019, and the rest were white farmers. This has gradually increased to 10.3% between 2019 and 2023. Industries such as sugar, red meat, wool, and mohair have a relatively high volume of production from black farmers while fruit and grain commodities are lagging. This partly illustrates the high barrier costs emanating from land and capital requirements to enter grain and fruit production as compared to the animal industry. The breakdown per major commodity is provided in Table 1 below, which averaged at around 8,2% of black farmer share.

Table:1 Black farmer’s contribution to agriculture output

Source: NAMC

(1)(b) 20% of food is accounted for by smallholder farmers, while 80% is from commercial farmers.

(2)(a)(i),(ii),(iii),(iv) The Labour Force Employment statistics by Statistics South Africa (Stats) SA do not show a breakdown by race and foreign nationals at industry levels. Total employment in agriculture is 941 390. (Source: Stats SA).

(2)(b) Please refer to the table below.

Province	Employment in agriculture
Western Cape	215 106
Eastern Cape	99 181
Northern Cape	54 098
Free State	78 571
KwaZulu-Natal	142 695
North West	77 438
Gauteng	46 807
Mpumalanga	104 604
Limpopo	122 889

Source: Stats SA.

Reply:

a) The Restitution Land Claim is against the State, therefore funding for the settlement of the claim emanates from the National Fiscus.

b) The Accounting Officer of the Department of Land Reform and Rural Development will undertake necessary engagement processes with the National Treasury regarding increase contribution to the settlement of land claims.

Reply:

a) The Department initiated a process to address and reduce Late Registration of Birth(LRB) through the following steps:

1. By reviewing the legislation that deals with Late Registration of Birth.
2. This was followed by stringent measures for those who visited the department to apply for this category of birth registration.
3. Hereafter a campaign was launched to further emphasise the importance of birth registration within 30 days. This was ramped up with the deployment of mobile units to far-flung rural areas for birth registrations services.

b) For the Department to completely eradicate LRB’s, an Optimisation rollout strategy was developed to automate the birth registration process in ensuring connectivity and automation at health facilities. The Department has entered into a memorandum of understanding (MOU) with the Department of Health (DoH) to ensure that each child is allocated with a birth certificate on the spot, by registering birth at health facilities. The objective is to have all health facilities connected to Home Affairs systems in ensuring that all births which occurred at a health facility are registered before discharge and within 30 days as prescribed in the Births and Deaths Registration Act 51, of 1992 (amendment Act, Act 18 of 2010). The DHA will continue to expand access to services at health facilities with maternity wards over the medium term. Concerted efforts will be made to encourage the public to register births and deaths at hospitals in order to release pressure on conventional DHA offices. The plan was developed based on birth occurrences per health facility. The plan in this regard is staggered over a 5-year period and is envisaged to be completed by 2024/25. The early registration of birth will also reduce the need for late registration of birth applications. It is thus expected that this plan will ultimately assist in addressing challenges with birth registrations.

END.

Reply:

1. The Commission on Restitution of Land Rights is guided by policies and standard operating procedures to identify the correct beneficiaries including household verification using historic documents. Furthermore, it is the representative of the Community who alerted the office of the discrepancy in the payment list stating that the qualifying beneficiaries have been left out.

2. The requirement of PTOs does not replace the screening and vetting exercise that has been conducted, but it is part of the policy to confirm that legitimate beneficiaries are paid in terms of the Restitution of Land Rights Act No 22 of 1994.

END

Reply:

(1)(a)&(b) The Minister has been and continues to engage the Minister of Police to request and explore the interventions that the police service could provide to MSMEs and determine what support role could DSBD provide in this regard. Furthermore, the DSBD initiated stakeholder consultations on the development of a Township and Rural Economy Revitalisation Policy; the consultations will amongst other be facilitated through Local Economic Development Forums to be hosted in townships. The DSBD will also consult with business forums, faith-based organisations, and other community structures to ensure that every segment of the community is covered and engaged in finding solutions to this problem. The longitudinal study conducted by the Department over three waves covering the period 2020 to 2023 with the same cohort of small enterprises confirmed that around 30% of small enterprises experience challenges with crime. The stakeholder consultations for developing the Township Economy Revitalisation strategy will, amongst others, focus on gathering intelligence on the so-called protection fees and how best to deal with them.

2. South African-owned businesses that are law-abiding and tax-compliant benefit from a range of financial and non-financial support offered across the three spheres of government. The enforcement of compliance requirements is important to ensure an equitable trading environment making close collaboration with local authorities, local governments and law enforcement at a local government and district level imperative.

The Department is collaborating with the Department of Home Affairs (DHA), municipalities, and other departments to continue to develop, refine and implement various interventions that the DSBD identified at the DHA led Migration Workshop which was held in October 2023. These interventions not only include policy and legislative amendments but also the implementation of current legal provisions. The operation of businesses by illegal foreign nationals poses the greatest challenge and danger to MSMEs and the local economy. Foreign nationals operating without a business visa or refugee certificate are operating illegally. One of the identified interventions is geared at addressing this problem.

The Department of Small Business Development (DSBD) introduced to Parliament the National Small Enterprise Amendment Bill (NSEAB) which provides for the establishment of the office of Small Enterprise Ombudsman which will enable an equitable trading environment for small enterprises through the provision of affordable and effective access to justice. The Bill empowers the Minister to declare certain practices in relation to small enterprises to be prohibited as unfair trading practices.

In the draft National Business Licensing Policy, which was gazetted for public comments in March 2024, provision is made for preferential business licensing for citizens as well as a proposal for the reservation of trading in identified sectors for citizens. These provisions will also be codified in the Business Licensing Bill which is still to be presented to Cabinet for approval for gazetting for public comments.

During the 6^th Administration the Department of Cooperative Governance commenced with the process of drafting Standard By Laws to bring in new thinking and ideas with regards to the development and management of township economies while regulating business activities for the benefit of the public residing and carrying out business activities within municipalities, especially in economically depressed areas. Furthermore, the standard By-laws intends to introduce a standardised enabling framework to encourage municipal councils to designate business areas or sites to promote commercial and industrial activity in economically depressed areas and to promote inclusive growth.

3. The Department has developed a Sector-focused and Hybrid Incubation and Digital Hub Support Strategy (SHIDHSS) that aims to create high-growth MSMEs and Co-operatives, consolidate incubation ecosystems with an attempt to reduce differentiated performance and establish innovation-driven MSMEs and Co-operatives. The SHIDHSS is a deliberate intervention to forge alignment with different partners to consolidate the existing incubation offerings to ensure the efficiency, effectiveness and sustainability of incubation support within the ecosystem and deliver impactful services for the MSMEs and Co-operatives. The SHIDHSS has four key impact areas, namely, creating high-impact incubation centres; deployment of innovative solutions; network of knowledge sharing; and establishment of new incubators. The SHIDHSS implementation plan has been developed as informed by the strategic interventions and initiatives and will explicitly respond to the key impact areas as outlined and these interventions will encourage entrepreneurship and innovation.

Apart from the Youth Challenge Fund (YCF) that is specifically aimed at young entrepreneurs, support to small enterprises across the different support programmes offered by the Department and its agencies (the Small Enterprise Development Agency [Seda] and the Small Enterprise Finance Agency [sefa]), that is, amongst others the Township and Rural Entrepreneurship Programme (TREP) and the Small Enterprise Manufacturing Programme Support (SEMSP) are based on the different targeted groups. The primary objective of the youth challenge fund is to provide support to youth Start-Up enterprises which are formally registered to increase capacity and enhance the competitiveness by supporting access to finance for youth-owned start-ups and enterprises improving their overall survival rate. The enterprises are prioritised and supported to enable their meaningful participation and contribution to the economy through employment creation, poverty alleviation and reduced inequality

The DSBD has entered into a range of partnerships with Institutions of Higher Learning such as Universities, Universities of Technology and TVET Colleges in an effort to accelerate entrepreneurship amongst the youth of South Africa. An example of this collaboration is the creation of Centres of Entrepreneurship for Rapid Incubation (CfERI) housed at the TVET Colleges and aimed at promoting and developing young entrepreneurs. Added to this is the DSBDs partnership with the National Youth Development Agency that aims to support youth business to access the DSBDs range of support programmes.

On encouraging entrepreneurship, Seda carries out entrepreneurship awareness sessions which seek to encourage and promote entrepreneurship by providing information and guidance to those interested in starting and managing a business. Seda also hosted several events focusing on youth, most of these were organised during the youth month. Furthermore, Seda has an Entrepreneurship in Schools Programme that encourages learners to consider entrepreneurship as an alternative career to employment. The Entrepreneurship in Schools programme is a partnership that involves a lot of private sector stakeholders. The owner and custodian of the programme is PrimeStars, the CSI arm of Prime Media.

4. The DSBD is assisting MSMEs and Co-operatives with Business Development Support in order to make them financially ready. DSBD is implementing various financial support initiatives for formal and informal MSMEs. The Department is finalising the SMMEs and Co-operatives Funding Policy. The Funding Policy proposes a variety of interventions aimed at deepening access to finance for MSMEs and Cooperative sectors.

The National Informal Business Upliftment Strategy (NIBUS) seeks to uplift informal businesses and micro enterprises; and to further render support to local chambers/business associations and municipal Local Economic Development offices to deliver and facilitate access to upliftment programmes. The priority is mainly for informal business entrepreneurs from designated groups, i.e., women, youth, and people with disabilities, predominantly in township and rural areas of South Africa.

NIBUS has two Instruments under its enterprise development pillar, namely the Shared Economic Infrastructure Facility (SEIF) and the Informal and Micro Enterprise Development Programme (IMEDP) which the department implements. The two programme aims to develop and strengthen the capacity of credible formal and informal and or micro enterprises to be sustainable through the provision of access to information, appropriate business development support and business infrastructure (machinery, building, tools, equipment and stock) and excludes (working capital, conversions, clothing) for eligible applicants.

The Informal and Micro Enterprises Development Programme (IMEDP) is a 100% grant offered to informal and micro enterprises from a minimum grant amount of five hundred rand (R500) up to a maximum of thirty thousand rand (R30 000) to assist them in improving their competitiveness and sustainability.

The Khula Credit Guarantee Scheme, operated by sefa operates an indemnity scheme aimed at assisting MSMEs to obtain financing from financial institutions to enable them to establish, expand or acquire new or existing businesses in circumstances where they would not, without support of an indemnity cover, qualify for such financing in terms of the participating financial institutions MSME lending criteria. The objective of the scheme is to issue partial credit guarantees to lenders for MSME borrowers, whose access to finance is impeded by the lack of collateral required by lenders.

5. The National Integrated Small Enterprise (NISED) Strategic Framework (SF), proclaimed in February 2023 as the National Small Enterprise Support strategy for small enterprises, aims to guide and provide leadership towards a well-coordinated and collective ecosystem approach with shared responsibilities, commitments and mutual benefits. Through the NISED SF and the development of the Township Economy Revitalisation Policy that will also consider rural development, the objective is to tackle the challenges faced by small enterprises through a cluster approach that facilitates private sector investments in rural under-served areas supported through financial and non-financial support offerings at national and provincial government level and effective services through local government support interventions.

(5)(a)&(b) The DSBD Intends to set up product markets in different provinces. This entails the setting up of infrastructure in the form of premises that will be made “fit for purpose” through refurbishments and revamps in order for MSMEs to occupy them and start trading. These will be in various sectors aligned to the integrated development plans in the various provinces. Over and above the physical structure, these will be powered with alternative energy so that they will be able to operate during times when there is no supply of electricity.

In addition to the Product markets the Shared Economic Infrastructure Facility programme, in collaboration with partners at municipal level, aims to leverage public and private sector investment to create an enabling environment for entrepreneurs to maximize business benefits. This programme establishes shared infrastructure for independent businesses. The infrastructure is inclusive of supplying alternative sources of energy.

Reply:

I have been advised that:

1. The performance and sustainability of MSMEs and Co-operatives have been impacted by factors such as: the low economic growth environment, structural impediments (load-shedding, poor infrastructure especially at local government, crime, etc), high-interest environment and its impact on the cash-flow performance of the MSMEs and administered pricing. This has significantly affected the majority of the MSMEs especially those that are in the start-up phases.
2. As part of the Small Enterprise Finance Agency (sefa) business processes, sefa monitors the performance of the clients after approval of funds into businesses, this is performed through the sefa Post Investment Monitoring division. The processes include monitoring whether businesses achieve their projected sales and ensuring that the funded businesses are viable, sustainable and achieve the targeted jobs. During the monitoring processes, the accounts are graded into three categories, good, performing and portfolio at risk (PaR). The good accounts category are those accounts that are up to date with their payments, the performing category refers to those with arrears of between 31-60 days and the PaR category refer to those with arrears of more than 61 days.
3. Depending on the category, these accounts are afforded different interventions such as close monitoring, restructuring and providing value-added service and mentorship. Restructuring interventions include extending the client’s loan terms, extending more money to these businesses where necessary and providing them with payment breaks.
4. Based on the monitoring results, the Post Investment Monitoring Division and Lending Business have monthly regional meetings to share the performance on funded transactions, challenges, lessons learnt and collections statics, to improve on quality of the deals and transactions.
5. sefa has put more focus on entrepreneurial assessment to determine the suitability of entrepreneurs applying for funding. As part of our due diligence process and as part of the credit assessment, the character behind the business which sefa is considering for funding is one of the most important elements in ensuring the success of the businesses being considered for funding. The entrepreneurial assessment checklist is being used.
6. In addition to that, the following interventions are implemented to improve the quality of applications received:
   1. Targeted business development initiatives are done, often in collaboration with key partners in the MSME ecosystem (such as business chambers).
   2. Value chain financing by targeting MSMEs that benefit from opportunities created by corporates (e.g. commodity groups in agriculture).
   3. Building relationships with credible franchisors.
   4. Partnerships with entities that provide opportunities to MSMEs through their procurement spent.
7. sefa management together with the Regional Managers and Heads of Departments / Divisions at sefa are involved in the Project Bhatala, which aims to increase collections. sefa continues to list defaulting clients on the credit bureaus to assist with the recoveries.

Reply:

The relationship of the Department of Agriculture, Land Reform and Rural Development (DALRRD) and the Department of Science and Innovation (DSI) is defined in terms of a collaboration agreement entered in 2022. This agreement identifies the following main collaborative areas:

• implementation of the agricultural pillar of the bio-economy strategy of DSI through the Agriculture Bio-economy Innovation Partnership Programme (ABIPP);
• plant and animal improvement, including breeding and genome sequencing;
• implementing human capital development;
• biosecurity;
• bio-innovation in support of nutrition security;
• sustainable natural resources management; and
• digital knowledge platforms.

More than 30 initiatives have been implemented under the ABIPP including multi-institutional and multi-disciplinary research in support of the agricultural sector. These initiatives include:

• enterprise development of orange flesh sweet potato;
• honeybush research and development project;
• crop improvement programme for grains and oil seeds;
• soybean food and nutrition programme;
• cape aloe project; and
• other farmer development projects.

DALRRD and DSI, in collaboration with the private sector, are also sponsoring the national biosecurity hub which works jointly work toward ensuring biosecurity threats are identified and dealt with timely and appropriately through:

• pest risk analyses;
• coordinating pest surveillance and pest alert systems;
• biosecurity training; and
• human capital development.

The development of a digital information hub for the collation of pest information in South Africa is another key output of the collaboration between DALRRD and DSI.

Reply:

Yes, impact assessments were conducted to determine the effectiveness of the implemented Gender Based Violence (GBV) related training programmes in 2019 and 2020.

The conducted impact assessment on “First Responder to Sexual Offences Learning Programme and Sexual Offences for Investigating Officers Learning Programme” contributed towards the review of the Domestic Violence Learning Programme, Vulnerable Groups Learning Programme and Family Violence, Child Protection and Sexual Offences Learning Programme. The Dignity, Diversity and Policing Learning workshop was also introduced to both Basic Police Development and In-Service Police Development.

The Basic Police Development Learning Programme content was also reviewed and aligned to the reviewed Domestic Violence Learning Programme, Vulnerable Groups Learning Programme and Family Violence, Child Protection and Sexual Offences Learning Programme. These mentioned programmes are also presented in the In-Service Police Development as post basic training to enhance the skills and competencies of the members. The decrease or increase of GBV cannot be attributed to training of police members as GBV is committed by the society and mostly indoors. SAPS is currently reviewing training on GBV with relevant stakeholders after the Public Protector findings training

Reply:

Over the past there of administration government has focused on implementing the National Development Plan (NDP) through the and the 5 yearly Medium Term Strategic Framework (MTSF) and the annual performance plan of the departments and the entities.

In the 6^th Administration government identified 7 priorities that will fast track South Africa’s path to prosperity are namely:

1. Economic transformation
2. Education, skills and health
3. Consolidating the social wage through reliable and quality basic services
4. Spatial integration, human settlements and local government
5. Social cohesion and safe communities
6. A capable, ethical and developmental state
7. A better Africa and the World.

It is now common knowledge that the implementation of the MTSF didn’t proceed as planned as we had to significantly rebase the targets and reallocate the budgets towards managing the Covid 19 Global Pandemic. While significant strides were made to manage the pandemic and achieve some of the targets available data indicates that we are moving towards archiving our commitments.

Going forward the Government in the context of National Unity (GNU) still sees the NDP as a lodestar of our development trajectory. In this regard, most of the commitments made in the NDP still finds greater expression in the Medium Term Development Plan (MTDP) which was announced by the president during the opening of parliament in July 2024. Our department is coordinating the development of cluster action plans which will culminate in the Annual Performance Plans (APPs) of departments and affected state entities.

Thank you

Reply:

It's important to note that South Africa's foreign policy is a direct reflection of its domestic imperatives aimed at redressing the historical socio-economic disparities that are the legacy of the apartheid system. Consequently, our embassies worldwide actively drive economic diplomacy through export, investment, startups and incubation projects’ promotion initiatives by working closely with varied public institutions i.e. SEDA (Small, Enterprise Development Agency), and private sector stakeholders, both abroad and in South Africa, to assist in bolstering the country's small and medium-sized enterprises. To this end, we have been unequivocal in urging businesses globally to actively engage with South Africa's economy, as their participation is critical to our economic growth and overall development.

Reply:

DEPARTMENT OF PLANNING, MONITORING AND EVALUATION

a) The Consolidated Financial Statements for the Financial Year ending 31 March 2023, which was compiled by the National Treasury show that Contingent Liabilities which emanated out of Legal Court proceedings stood at R21 Billion.

b) Whilst accounting standards require state institutions to make provision for contingent liabilities, details relating to claims against the state are considered confidential as it contains information of claimants. Furthermore, departments cannot disclose the information thereof as it is still subject to court proceedings.

(i) The decision on which case is defensible or not lies with each state institution and is determined on a case by case basis.

a) (ii) TOTAL CLAIMS DUE AND OR OUTSTANDING SUBJECT TO COURT PROCEEDINGS AGAINST STATE OWNED ENTITIES

ALEXKOR:

According to the information received from

a) (ii) All legal matters involving claims against Alexkor and the PSJV are reported in the 2023 Integrated Report

• There are three claims against Alexkor and the PSJV from service providers dating back to 2020 and all three cases are dormant.
• There is one claim against Alexkor and the PSJV dating back to 2022 involving a service provider awarded a contract for training services. An attempt to settle out of court failed and the matter is pending.
• The former CEO who was dismissed in 2020 was awarded R 3 200 000 by the CCMA and this is currently awaiting a date for a hearing of a review application at the Labour Court.

Investigations by the SIU into the allegations of State Capture are ongoing and the final report of the SIU is pending.

b) The full list of legal matters is reviewed quarterly and reported to the Shareholder by the Board.

c) (i)(ii) (bb) The claims made against Alexkor and the PSJV are being opposed.

DENEL:

According to the information received from Denel

Denel SOC Ltd does not have any claims due or outstanding.

ESKOM:

According to the information received from Eskom

a) (ii) (b) (c) (i)(ii) (bb)

Cause Of Loss	Sum of Total Incurred	Sum of Counter
Z24 - Electrical/Mechanical Failure	7 987 066.20	32
Z43 - Human/Operating Error	-	1
Z46 - Low Hanging Conductor	44 306 260.72	43
Z75 - Veld Fire	2 258 612.91	16
Grand Total	54 551 939.83	92

SOUTH AFRICAN AIRWAYS:

According to the information received from SAA

a) (ii)There are two court proceedings dating from 2018 to current against SAA and its subsidiaries in respect of alleged reckless, negligence and misconduct.

(b) There are two. Of the two cases referred above there is only one case wherein there is a contingent liability of R5 Million

(c) (i)The above-mentioned cases are both defensible

(ii)(bb) None of the cases are indefensible.

SAFCOL:

According to the information received from SAFCOL

(a) (ii) SAFCOL – 3

(b) 3 list below

Economistza v KLF (R399 000.00),

Economistsza v KLF – Mr de Villiers appointed his friend’s company (Mike Schuller) without following a fair, competitive, cost-effective and transparent process as per the KLF procurement policy read with the PFMA, PPPFA and Constitution, which constitute a financial misconduct by an official in terms section 83 of the PFMA. Then Mike Schuller sued KLF for payment of their invoices sent to Mr de Villiers, KLF defended the claim as there was no agreement between itself and Economistsza;

Ladz Trading cc vs SAFCOL & Nomkhita Mona (R807 560.04)

Ladz Trading cc vs SAFCOL & Nomkhita Mona - Ms Mona appointed Llyod MacPatie (Ladz Trading cc) without following a fair, competitive, cost-effective and transparent process as per the SAFCOL procurement policy read with the PFMA, PPPFA and Constitution, which constitute a financial misconduct by an official in terms section 83 of the PFMA. Then Llyod MacPatie sued SAFCOL, the latter defended the claim for payment and joined Ms Mona on the matter, there was no agreement between SAFCOL and Ladz Trading cc for the liability of SAFCOL to any payment to Llyod MacPatie.

The iFIRM Trading & Project (Pty) Ltd vs SAFCOL & NP Mona (R873 053.95)

The iFIRM Trading & Project (Pty) Ltd vs SAFCOL & NP Mona – Ms Mona appointed an iFIRM without following a fair, competitive, cost-effective and transparent process as per the SAFCOL procurement policy read with the PFMA, PPPFA and Constitution, which constitute a financial misconduct by an official in terms section 83 of the PFMA. Then The iFIRM Trading sued SAFCOL and Ms Mona, since there was no contract between itself and iFIRM, SAFCOL defended the claim for payment.

(c) (ii)(aa)

(bb) SAFCOL - 3

TRANSNET:

According to the information received from Transnet

(a)(ii) Transnet SOC Ltd (Transnet) has 49 (forty-nine) defended/pending litigious claims against Transnet in respect of alleged recklessness, negligence and misconduct of a functionary or an official of Transnet

(b) The full list and total contingent liability for the 49 matters referred to above are as follows:

	Matter	Transnet Operating Division	Contingent Liability
	“MV SMART” ran aground (Claim by owners of “MV SMART” & claim by owners of the cargo).	TNPA	R2 258 519 846.68
	The vehicle drove off quay wall – 2 Fatalities.	TPT	R3 069 309.60
	The train collided with JK Mashaya – Seriously Injured.	TFR	R4 368 185.64
	“Genco Tiberius” collided with quay wall under pilotage (pilot error).	TNPA	R26 759 268.58
	Train collided with motor vehicles - no injuries.	TFR	R250 000.00
	"Julian" collided with coal-loader on dock under pilotage (property damaged).	TNPA	R6 010 608.53
	Crane damage to “TR Princess” (property damaged).	TPT	R560 000.00
	MSC Vita NZ301R Case no A38/2024 (TPT employees allegedly caused reefer container to be powered off)	TPT	R564 903.30
	MSC Case no A27/2024 (Damaged caused to containers)	TPT	R79 612.80
	MSC Case no A20/2024 (Damage caused to containers)	TPT	R843 569.89
	MSC Caterina Case no A17/2024 (Damage caused to containers)	TPT	R 668 754.52
	MSC Jeongmin Case no A3/2024 (Damage caused to containers)	TPT	R79 737.10
	MSC Samu Case no A1/2024 (Damage caused to containers)	TPT	R252 186.88
	MSC Carouge Case no A79/2023 (Damage caused to containers)	TPT	R56 097.09
	MSC Sarya III Case no A78/2023 (Damage caused to containers)	TPT	R334 432.98
	MSC Case no A77/2023 (Damage caused to containers)	TPT	R891 481.63
	MSC Desiree Case no A75/2023 (Damage caused to containers)	TPT	R28 995.77
	MSC Anzu Case no A74/2023 (Damage caused to containers)	TPT	R33 317.92
	MSC Marianna NZ235A Case number A64/2023 (Damage to containers)	TPT	R1 442 875.21
	Mv Letizia Case No A42/2023 (Damage to containers)	TPT	R1 036 664.08
	MV "MSC Krittika" Case no A24/2023 (Damage to containers)	TPT	R392 633.00
	MV "MSC Meltemi III" Case no A23/2023 (Damage to containers)	TPT	R10 000.00
	MVmv "Seamax Stamford” Ocean Network Express Case no A10/2023 (Damage to containers)	TPT	R26 395.05
	MSC Cape Kortia ZF139A Case no A2/2023 (Damage to containers)	TPT	R9187.00
	MV Conti Chivalry Case no A 57/2022 (Damages to vessel)	TPT	R40 440.00
	MV MSC Branka Case no A55/2022 (Damages to vessel)	TPT	R20 000.00
	MV MSC Jeanne Case no A53/2022 (Damages to vessel cell guides)	TPT	R26 258.00
	MSC Antigua Case no A49/2022 (Damages to containers)	TPT	R680 000.00
	MSC Case no A47/2022 (Damages to container and contents of container)	TPT	R75 904.50
	MSC Chloe Case no A45/2022 (Damages to container and contents of container)	TPT	R286 416.06
	MSC Case no A36/2022 (Damages to container and contents of container)	TPT	R987 232.00
	GSL NINGBO ZF115A Case no A 43/2022 (Damages to container)	TPT	R902 211.67
	MSC Sasha Case no A41/2022 (Damages to container)	TPT	R232 555.00
	MSC Diego Case no A40/2022	TPT	R50 000.00
	TRANSNET FREIGHT RAIL // SAREL LOMBARD (Electrocution on railway track)	TFR	R1 500 000.00
	WILLIAM GEORGE BARNARD // WILLIAM FORD HOWARD (Action for malicious prosecution/unlawful arrest against TFR employee)	TFR	R915 857.93
	MR. S D MAKHANYA // TRANSNET SOC LIMITED (Damages resulting from alleged negligent driving of motor vehicle by Transnet employee).	TFR	R203 662.00
	DANIEL PRETORIUS // TRANSNET FREIGHT RAIL (Claim for damages resulting from collision between motor vehicle and locomotive at railway crossing).	TFR	R2 500 000.00
	MBALENHLE SMARTGIRL NSIBANDE VS TRANSNET FREIGHT RAIL (Claim for loss of support resulting from negligence of Transnet employee in a collision)	TFR	R7 511 850.00
	WALKER MSUKELWA MHLONGO // K MOHAN (Motor vehicle collision allegedly caused by negligent driving of Transnet employee)	TFR	R69 725.00
	TRANSNET FREIGHT RAIL // NP NOTHELE obo SAMKELO (human/train incident)	TFR	R9 100 000.00
	KENNETH CLAUDE OLDWADGE HELENA OLDWADGE // TRANSNET FREIGHT RAIL (Damages to property resulting from fire caused by Transnet employee)	TFR	R179 525.60
	TRANSNET FREIGHT RAIL // SELINAH ZOOWA BUDA & ANOTHER (Electrocution caused by negligence of Transnet employee)	TFR	R20 000 000.00
	VUSUMUZI THOMAS MADI // TRANSNET FREIGHT RAIL (TFR Train hit two bulls)	TFR	R211 500.00
	REMADE HOLDINGS (PTY) LTD // TRANSNET (Collision due to negligent driving by Transnet employee)	TFR	R152 234.00
	TRANSNET FREIGHT RAIL // JOHANNES MADALA MASHEGOANE (Personal injuries resulting from shooting by Transnet security officials)	TFR	R6 300 000.00
	TRANSNET FREIGHT RAIL // MATTHEW RAYNE ELLISH (Claim for damages as a result of collision)	TFR	R12 933.65
	MAFIKA ISAAC MOTLOUNG VS TRANSNET (Claim for damages to Plaintiff’s vehicle)	TFR	R31 753.05
	TRANSNET FREIGHT RAIL // M L MANDHLAZI (Personal injuries when Plaintiff was alighted from moving Train)	TFR	R1 648 850.00
TOTAL CONTINGENT LIABILITY			R2,359,926,971.71

(c) (i) All 49 matters listed herein are defensible.

(ii)(bb) N/A

Thank You