Questions and Replies

Reply:

1. The Department is not aware of the delays regarding the payment of the traditional leaders referred to by the Honourable Member. As the Honourable member would know, in terms of the Traditional and Khoi-san Leadership Act, the recognition of traditional leaders below the level of Kingship/Queenship is the competence of Premiers. The provincial departments responsible for Traditional Affairs thereafter commence with the administrative processes of paying a recognised traditional leader.

We will investigate the specific cases the Honourable Member has raised to establish the causes of the alleged delays and the corrective measures to be implemented.

2. Once the Department has completed its investigation, I will assess the outcome and will, in consultation with the MEC concerned, determine how best the concerns of the said traditional leaders should be addressed;

3. a. We have already developed a Traditional and Khoi-san Leadership Handbook whose main objective is to ensure the equitable treatment of traditional and khoi-san leaders. The Handbook is undergoing consultations at the moment; and

b. After the enactment of the new Traditional and Khoi-san Leadership Bill, we intend to introduce regulations which will specify timeframes within which the processing of the recognition of traditional leaders should be concluded by government once the relevant royal families have nominated and submitted the name of an heir.

End.

Reply:

The Municipal Finance Management Act (MFMA), which is overseen by the Minister of Finance with assistance from the National Treasury, is directly affected by the honorable member's inquiry. In accordance with the MFMA, municipalities submit their budgets directly to the National Treasury, which decides whether or not to support them. As a result, the Minister of Finance may answer to the question of the Honourable Member. There has in the past been some parliamentary questions having a direct bearing on the functional mandate of the National Treasury which have been referred to the Department of Cooperative Governance and Traditional Affairs. There is now an agreement between officials of the two departments that in such instances Parliament must re-route the question to the Minister of Finance for a direct response to ensure proper accountability of the response.

End.

Reply:

QUESTIONS	REPLY
	Province	Name of Municipalities
a) List of municipalities	Eastern Cape	Nelson Mandela Bay Metro Makana LM Amathole DM Amahlathi LM Raymond Mhlaba LM Sakhisizwe LM Enoch Mgijima LM: S139(7) Chris Hani LM Walter Sisulu LM Nqquza Hill LM OR Tambo DM
	Free State	Tokologo LM: S139(5) Moqhaka LM Mangaung Metro: S139(7) Kopanong LM: (S139(1)(b) & S63) Maluti-A-Phofong LM Mafube LM: (S139) (5) Mohakare LM Nala LM Tswelopele LM Dihlabeng LM Masilonyana LM
	Gauteng	Emfuleni LM Merafong LM
	KwaZulu Natal	Mpofana LM Msunduzi LM Inkosi Langalibalele LM Newcastle LM Nquthu LM Emadlangeni LM Mtubatuba LM UThukela DM Ugu DM UMkhanyakude DM UMzinyathi DM Amajuba DM
	Limpopo	Mogalakwena LM Modimolle-Mookgophong LM Lepelle-Nkumpi LM
	Mpumalanga	Lekwa LM Govan Mbeki LM Dr JS Moroka LM Thaba-Chewu LM Msukaligwa LM Dipaleseng LM
	Northen Cape	Sol Plaatje LM Phokwane LM Ubuntu LM Renosterberg LM Siyancuma LM Tsantsabane LM Kai Garib LM Gamagara LM Joe Morolong LM
	North-West	Madibeng LM Kgetlengrivier LM Ratlou LM Tswaing LM Mahikeng LM Ditsobotla LM Ramotshere Moiloa LM Ngaka Modiri Molema LM City of Matlosana LM Dr Ruth Mompati LM
	Western Cape	Kannaland LM Beaufort West LM
(i) Degree / level of classification	These municipalities were classified as distressed municipalities in terms of the State of Local Government Report (SoLG) approved by Cabinet in 2021/22. The focus of the assessment was based on key areas of performance, namely: Political and Governance, Institutional Capability, Financial Management and Service Delivery and in certain instances where municipalities have been placed under intervention in terms of the Constitution by provincial and national government. Dysfunctional (66) Low Risk (107) Medium Risk (54) Stable (30) Copy of the State of Local Government Report (SoLG, 2022) is attached as Annexure “A”.
ii) (aa) Period of classification	The SoLG Report was approved by Cabinet in 2021/22 financial year. However another municipal performance assessment was conducted and finalized in 2023. The State of Local Government Report will be presented to Cabinet during October 2024
(bb) What interventions by departments	Interventions aimed at strengthening governance capacity National government and provincial government invoke interventions in terms of the Constitution depending on the nature of crisis in a particular municipality. Municipal Support and Intervention Plans (MSIPs) and Financial Recovery Plans (FRPs) were developed and finalized with the inputs of National Treasury, Provincial CoGTAs and Treasuries and sector service departments. These plans are monitored quarterly to track progress of implementation through IGR structures, as necessary. Provincial CoGTAs support and monitor implementation of the recommendations of the outcomes of Section 106 (Systems Act) investigations.
	Interventions aimed at strengthening institutional capacity Municipalities are supported during the recruitment process of Senior Managers, by ensuring that all vacant Senior Manager’s posts are filled. Deployment of officials acting in vacant senior positions by provincial COGTAs and Treasuries and sometimes national government (recently through the RMO). Deployment of financial and technical expert support. Piloting and validation of prototype staff establishments across different categories of municipalities.
	Interventions aimed at improving financial viability Provincial Treasuries/National Treasury support the development and implementation of a budget funding plans to address unfunded budgets of all municipalities. CoGTA supports engagements with Eskom and National Treasury on possible debt repayment plans. Regular reports in respect of compliance with Circular 124 in respect of Municipal Debt Relief. National Treasury and COGTA support and monitor the development and implementation of Audit Action Plans. Provincial Treasuries deploy advisors in municipalities to support on Budget & Revenue, mSCOA, Asset Management and SCM Provincial Treasuries and National Treasury (as the case may be) receive and assess Section 71 and 52 (MFMA) reports
	Interventions aimed at accelerating service delivery and Economic Development DCOG (Inclusive of MISA) provides support on the planning and implementation of infrastructure projects through MIG. DCoG (Inclusive of MISA), jointly with DWS supports, implements and monitors prioritized water and sanitation projects. The DCoG (has started efforts to leverage the involvement and participation of SOEs and private sector in the implementation of infrastructure projects. Continual engagements with Eskom on upgrading of NMD in the various municipalities. DCoG (Inclusive of MISA) supports municipalities with preparation of Business Plans to access 5% of MIG for the setting and operation of Project Management Units (PMU) DCoG has revised the MIG Framework to cater for the employment of at least 10% of their MIG allocations for Repairs and Refurbishment. DCoG has also provided for the use of up to 5% of the MIG allocation for Asset Management Planning. DCoG assists municipalities with Water Cost Reflective study. DCoG has also introduced the MIG 6B Conversion which commenced with Emfuleni and Uthukela Municipalities. Discussions are advanced between DCoG and NT to convert a further allocation during the 2025/2025 to address challenges faced by 53 municipalities facing charges by the DWS.
b) Further details	Information available in ‘Annexure A’ (SoLG Report, 2022)
c) Specific Challenges	Generally, municipalities that are classified as distressed fail all the pillars of sustainability as aforesaid namely political instability and infighting, unfunded budgets, lack or inadequate allocation of repairs and maintenance budgets, usage of grants for operational expenses, increasing indigency leading to lack of payment of services resulting in low revenue collection, poor planning and maladministration. Detailed information is available in ‘Annexure A’ (SoLG Report, 2022)

End.

Reply:

a) There are 958 Mining Right holders in the Republic of South Africa.

b) Part of the terms and conditions of the mining right is compliance with the approved Social and Labour Plan.

Reply:

1. The Honourable Mthethwa, with reference to section 25(1) of the Constitution, asks what the reasons are why 1913 is used as the benchmark “… for the return of the land, …”.

2. Section 25(7) of the Constitution stipulates that persons or communities who were dispossessed of property as a result of, among others, past racially discriminatory laws after 19 June 1913 are entitled to restitution or to equitable redress. The reference to the date of 19 June 2013 is clear to the extent that that was the date on which the Natives Land Act, 1913 (Act No. 27 of 1913), commenced.

3. On 30 June 1991, the Abolition of Racially Based Land Measures Act, 1991 (Act No. 108 of 1991), repealed and amended a large number of legislation and, among others, repealed the Natives Land Act, 1913.

4. The date of 19 June 1913 should not be scrutinised with reference to the date of repeal of the Natives Land Act, 1913, on 30 June 1991, as the Honourable member’s question may suggest, but rather with reference to the significance and historical basis of 19 June 1913.

5. The Honourable member may be aware that a number of initiatives have in the recent past been undertaken where, among others, the 19 June 1913 date came under discussion. The—

(a) Report of the High-Level Panel on the Assessment of Key Legislation and the Acceleration of Fundamental Change. The mandate of the High-Level Panel was to review legislation (that enables the transformational agenda and pursuit of the developmental state), assess implementation, identify gaps and propose action steps with a view to identifying laws that require strengthening, amending or change. The Panel published its report in November 2017 and, among others, highlighted the 1913 cut-off date (in this regard refer to, among others, pages 246 to 251 of the Report); and

(b) reports of the Ad Hoc Committee to Initiate and Introduce Legislation Amending Section 25 of the Constitution dating back to 2021, which Committee, among others, reported on the public participation process on the Eighteenth Constitution Amendment Bill.

(c) the establishment of the Presidential Advisory Panel on Land Reform and Agriculture (the expert panel). The panel’s report provided advise on a broad range of policy matters associated with land reform, including restitution, redistribution, tenure security and agricultural support.

6. In conclusion it should also be recognised that the Restitution of Land Rights Act, 1994 (Act No. 22 of 1994), established the statutory framework for the restitution of rights in land to persons or communities dispossessed of such rights after 19 June 1913 as a result of past racially discriminatory laws or practices. The date of 19 June 1913 should not be scrutinised with reference to the date of repeal of the Natives Land Act, 1913, on 30 June 1991, but rather with reference to the significance and historical basis of 19 June 1913 which has been underscored by the restitution framework established in terms of the Restitution of Land Rights Act, 1994.

 

Reply:

1. The Social and Labour Plan Sub-Directorates within the Department is responsible for monitoring and ensuring compliance by Mining Right Holders to commitments made in terms of their Social and Labour Plans.

2. In terms of section 28 of the MPRDA, the Mining Right Holders are required to submit reports annually.

3. The MPRDA makes provision for administrative notices or directives in terms of section 93 to be issued for any non-compliance to commitments made in the SLP by the right holder to take corrective measures and address non-compliance matters or the operations can be suspended until compliance has been addressed.

Section 47 provides the Minister with powers to suspend or cancel the right, should the right holder of such right breaches any material term and condition, is operating in contravention of the Act.

4. The MPRDA regulations makes provision for holders of rights to convene up to three community meetings in the area where Community Development projects are implemented, in order to provide feedback of such projects and understand community challenges. Complaints due to non-compliance can also be communicated to the Office of the Regional Manager in each region.

Reply:

The below response is based on information provided by the Municipal Demarcation Board (“the MDB”).

a) The MDB, based on its research findings and final investigation conducted in terms of section 29 of the Local Government: Municipal Demarcation Act, 1998 (“the Demarcation Act”), has highlighted the following reasons for its decision to not proceed with the redetermination process of incorporating the area of Khowa into Senqu Local Municipality (LM):

• There was no indication of functional interaction by the affected community with the services and opportunities within Senqu LM, but rather with Elliot (within Sakhisizwe LM) which forms part of the affected area.
• The topography and road access along the R58 makes it significantly easier for communities to access service within Elliot than with the Senqu LM.
• The proposed redetermination is anticipated to result in the smallest municipality within both Chris Hani District Municipality (DM) i.e. Sakhisizwe LM’s spatial area being reduced by approximately 69%, to be left with only 714 km² without any noticeable major town. This will have a negative impact on the financial ability of Sakhisizwe LM and its ability to provide basic services.
• The inclusion of this area into Senqu LM is not expected to benefit the affected communities and will certainly have negative impact on the remaining minor portion of the Sakhisizwe LM.

b) On 30 March 2023, the MDB issued a notice in terms of section 26 of the Demarcation Act, as published in the Daily Sun, inviting views and representations from members of the public on the proposed redetermination within 30 calendar days. There were no views and representations received by the end of this period. Although there were no views and representations received, the MDB decided to conduct a formal investigation in terms of section 29 of the Demarcation Act. The formal investigation allowed the MDB to obtain more information about the proposed municipal boundary re-determination, through engagements with several identified stakeholders including the applicant and from other sources of information. The outcomes of the investigation can be summarised as follows:

• The two affected municipalities releasing the area (Sakhisizwe LM and Chris Hani DM) opposed the proposal citing water infrastructure investment and development investments and
• The other two municipalities acquiring the area (Senqu LM and Joe Gqabi DM) also opposed the proposal citing the financial burden it will have on them.

End.

Reply:

a) Section 21 of the MPRDA governs:

1. The collection and;
2. Submission of geological information in the Republic

b) This method is similar to other well established mining Jurisdictions such as Canada and Australia where exploration data is submitted to their Geological Survey Institutions

Reply:

a) Information captured on the Personnel Salary System (PERSAL), as at the end of July 2024, indicates that 288 public servants from national departments and 183 from provincial departments are on paid suspension.

b) Information captured on the Personnel Salary System (PERSAL), as at the end of July 2024, indicates that 54 employees were suspended for a period longer than one year. The longest period that a public servant has spent while on paid suspension in the 2023-24 financial year is 5 years.

The breakdown of the 54 cases is as follows:

Number of years	Number of cases
More than 1 year, less than 2 years	32
More than 2 years, less than 3 years	16
More than 3 years, less than 4 years	1
More than 4 years, less than 5 years	4
More than 5 years, less than 6 years	1
	54

Cases longer than 3 years were recorded by the Department of Defence (5 years), the Department of Higher Education and Training (4 years), the National Prosecuting Authority (NPA) (3 years), the Gauteng Province (Department of Economic Development (4 years) and Human Settlements (4 years)), as well as the Kwa-Zulu Natal Department of Education (4 years).

Of the 54 employees on suspension, 17 are from the education sector and eight from the NPA. These cases are considered complex cases and could not be finalised within the prescribed period. In the education sector, cases involving teachers committing sexual transgressions against learners are referred to the Education Labour Relations Council (ELRC) and these teachers cannot be considered for precautionary transfers. The ELRC indicated it has a backlog of cases, which impacts the finalisation of cases. Some of the cases in the NPA involve allegations of corruption, fraud and financial investigations and prosecutors cannot be considered for precautionary transfers. Some of the cases in the NPA were delayed due to attempts to interdict the disciplinary process and by challenging suspensions.

End

Reply:

The Minister for the Public Service and Administration currently administers the Public Service Act, 1994 and the Public Administration Management Act, 2014 and has put the following measures in place to ensure compliance with both Acts:

• The Minister plays a crucial role by setting norms and standards through the issuance of regulations, determinations, and directives. These subordinate legislative tools provide clarity on the application of the Public Service Act, 1994 offering departments detailed guidance on how to comply with the law. The same applies to the Public Administration Management Act, the Minister issues regulations to supplement the provisions of the Act.
• Once these regulations and directives are issued, the relevant line functions within the Department of Public Service and Administration (DPSA) conduct training and awareness sessions. These sessions equip departments with the necessary knowledge to implement the law effectively, enhancing overall compliance.
• Additionally, Regulation 9 of the Public Service Regulations, 2016 mandates that executive authorities or heads of departments report compliance in a specified format and within set deadlines. This allows the DPSA to monitor and assess adherence to the Public Service Act.
• Regulation 9(3) of the Public Service Regulations further provides that an executive authority may not require or permit an employee to perform, or not to perform, any act in breach of the regulations which ensures that there is always compliance with the regulations.
• Employees also have a responsibility under Regulation 14(q) to report any instances of non-compliance to the head of department. If the head of department is responsible for the non-compliance, employees must report this to the executive authority.
• Furthermore, Section 16A of the Public Service Act requires both the executive authority and the head of department to report non-compliance to the Minister and the Director-General of the DPSA. In cases where an executive authority is non-compliant, the Minister must report this to Cabinet or the Executive Council and submit a report to the relevant parliamentary committee overseeing public service matters.
• These measures ensure a clear structure for monitoring, reporting, and addressing non-compliance, reinforcing accountability and promoting adherence to public service legislation.
• Lastly, the DPSA has entered into a Memorandum of Understanding (MOU) with the Auditor General of South Africa where the AG will be auditing selected areas of compliance especially as it relates to the public sector reforms for professionalisation.

End

Reply:

The Department regulates the sector and is mandated to license all mining companies in the country including Small Scale Mining in line with the Mineral and Petroleum Resources Development Act (MPRDA) and other relevant legislations. In addition, it provides guidance and assistance towards potential and aspirant Artisanal and Small-Scale Miners with the application process of obtaining Mining Permits.

Reply:

The provision of sport and recreation facilities is the constitutional responsibility of Local Government; however, my Department as a National Department is obligated to regulate parameters within which Local Government delivers on its mandate regarding sport and recreation facilities. Concerning this, my department established Sport and Recreation Norms and Standards, which guide the provision of sport facilities. These accommodate the special needs of persons with disabilities. To ensure that the Norms and Standards are not overlooked, DSAC provides technical (design reviews) and management (monitoring) support during planning and the actual implementation of sport and recreation facilities projects.

Reply:

(1). (a). There is no programme that is run by myself or my Department and any Sport stakeholders that is called Operational Excellence Courses Programme (OECP).

(b). No further response related to Operational Excellence Courses Programme as indicated above.

(2). No further response related to Operational Excellence Courses Programme as indicated to in 1(a).

Reply:

(a)(i)

The 2024 Department of Home Affairs report is not yet available, the response below is based on the 2023 data. 

There were 10 240 890 learners of South African origin in LURITS whose ID numbers matched (verified) with the Department of Home Affairs (National Population Register) , and 

(ii) 875 487 learners records were submitted without ID numbers, in 2023.

(b)(i) Admitted learners were not subjected to any condition should they fail to produce IDs as the Department has long remove submissions of documents as a condition for admission.

(ii) No learners were refused admission on the basis of failure to produce IDs in line with Circular 1 of 2020 instructing schools not to exclude undocumented learners for the purpose of admission.

Reply:

a) The MPSA is responsible to ensure implementation of the framework within the public service (national and provincial department. Significant strides have been made by the Department of Public Service and Administration (DPSA), and these include the following: a) Amendments to the Public Service Regulations were issued in October 2023 to ensure alignment with the framework b) MPSA led provincial outreach in the first quarter of 24/25 FY c) The MPSA issued 5 Directives for implementation in the public service focusing on Human Resources, institutionalising Ethics Officer work; Discipline Management and others as part of implementing the proffessionalisation agenda. These were issued in the last quarter of 2023/24 and first quarter of 24/25 FY. The Directive on Human Resource Management and Development for the Professionalisation of Public Service Volume 01 issued on 16 February 2024, is foundational in establishing a meritocratic recruitment and selection process that rigorously evaluates candidates based on their competencies, skills, and knowledge. It stipulates that all national and provincial departments undertake thorough integrity and competency assessments, acquire a pre-entry certificate for entry into the Senior Management Service (SMS), and complete mandatory technical assessments as integral selection process components.

Furthermore, the provincial outreach specifically targeting Senior Managers within the provincial spheres of government continue. These sessions are crucial for aligning leadership at all levels with the Professionalisation Framework principles and addressing specific challenges and opportunities within the provincial contexts.

In addition to direct intervention, the DPSA is committed to supporting the continuous implementation of the Framework across national and provincial departments. This support is extended through workshops designed to educate and train departmental staff on the new standards and processes. Moreover, the DPSA provides formalised responses to enquiries typically directed towards the Minister or the Director-General, ensuring that all departments receive timely and accurate information to facilitate compliance and alignment with the Framework.

To further solidify the MPSA’s commitment to professionalisation, the Director-General has issued several circulars that articulate the government’s strategic intentions and provide detailed guidance on operationalising the Professionalisation Framework. These circulars serve as an essential resource for all departments, helping to clarify expectations and reinforce the shift towards a more professional, accountable, and service-oriented public service.

The DPSA's efforts to implement the Professionalisation Framework are comprehensive and multi-faceted, reflecting a deep commitment to enhancing the quality of public service across all levels of government. Through these initiatives, the DPSA aims to foster a culture of excellence and integrity that meets the needs of the South African public efficiently and effectively.

b) As stated earlier, the Amendment Public Service Regulations 2016 was issued in October 2023. The amendments amongst others, enables counter offers to bring in new skills or retain currents whenever possible. Furthermore, the DPSA is currently in the process to finalise the development of the Remuneration Policy for the Public Service. This Policy is aligned to the needs for state efficiency, effectiveness, and the realization of government goals and objectives through appropriate remuneration regime in its various dynamics across the Public Service including the organs of State. Furthermore, the Remuneration Policy will promote, direct and encourage justifiable, effective, efficient and sustainable remuneration practices that will simultaneously ensure the attraction, recruitment and retention of talented and professional individuals to enhance productivity. This Policy provides for the review of the Incentive Policy Framework, this aimed to incentivise / reward good performers and bring elements for non-incentive rewards across the Public Service including State organs.

Reply:

a) (i) & (ii) The Honorable Member must note that the provisioning of school Infrastructure and Learner Transport Programmes are the competencies of Provinces. However, in cases where schools are affected by floods and teaching and learning is interrupted, Provinces are advised by DBE to reprioritize funding allocated in the Education Infrastructure Grant to provide emergency facilities (Mobile Classrooms) and address the damaged schools. With regards to safely travelling to flood affected areas Provinces are often forced to re-route the buses to accessible safe routes.

b) The transportation of learners will only be provided to already benefiting learners through the rerouting of buses to accessible safe routes. In cases where the new need arises because of damaged routes, these needs will be assessed and proper supply chain procurement processes will be followed depending on the available financial resources of that specific province.

Reply:

The Minister’s key priorities are geared towards rebuilding the public’s trust in the public service by ensuring that public servants have as their main priority the serving of the public by being responsive, accountable and living the Batho Pele Principles of putting people first. In the short term the key priorities are:

1. Professionalisation of the Public Service: Ensuring that the public sector reforms towards professionalisation are institutionalised for improved service delivery, service access and building a capable, ethical and developmental government.
2. Combatting Corruption: Improving trust in government and government services, by decisively dealing with corruption and corrupt officials especially by collaborating with the Justice Cluster for the prioritisation of cases involving public servants.
3. Streamlining Discipline Management: Improving discipline management to ensure that disciplinary processes are completed timeously. This includes the institutionalisation of the Discipline Central Register and its use during the recruitment process in government. This will ensure that no official can avoid being held accountable by resigning and reappearing in another state entity.
4. Conducting Lifestyle Audits: Lifestyle audits must be conducted across the board to avoid the public sector from being abused for personal and selfish gain.
5. Modernising Service Delivery Monitoring: Upgrading monitoring systems to handle complaints efficiently, identify gaps in service delivery, and reward high-performing departments.
6. Digitisation and ICT Innovations: Modernising public services through digital transformation, and enhanced delivery of government services. A Business Case has been submitted to the National Treasury to allow the DPSA a deviation from the moratorium on ICT systems. This will allow the DPSA to develop an integrated HR Information Management System including the adoption of eRecruitment and improved HR data management.
7. Partnering with Organised Labour: Collaborating with organised labour to ensure that collective bargaining processes are effective and that resolutions are implemented to improve the needs of public servants and government services.
8. Enhancing Public Servant Welfare: Focusing on the health and well-being of public servants by providing responsive corporate services, including mental health support, necessary tools, and opportunities for training and professional development to boost productivity, accountability, and professionalism.
9. Conducting Skills Audits: Institutionalising skills audits across the Public Service, to ensure that departments know what skills, competencies and qualifications are possessed by employees. This will allow departments to effectively make use of these skills and employees are effectively and productively employed.
10. Improving Compliance: Supporting departments to improve their ability to comply with policy and legislative prescripts. This includes advocacy engagements and partnerships with the Auditor General of South Africa to audit compliance.

End

Reply:

The Minister for the Public Service and Administration currently administers the Public Service Act, 1994 and the Public Administration Management Act, 2014 and has put the following measures in place to ensure compliance with both Acts:

• The Minister plays a crucial role by setting norms and standards through the issuance of regulations, determinations, and directives. These subordinate legislative tools provide clarity on the application of the Public Service Act, 1994 offering departments detailed guidance on how to comply with the law. The same applies to the Public Administration Management Act, the Minister issues regulations to supplement the provisions of the Act.
• Once these regulations and directives are issued, the relevant line functions within the Department of Public Service and Administration (DPSA) conduct training and awareness sessions. These sessions equip departments with the necessary knowledge to implement the law effectively, enhancing overall compliance.
• Additionally, Regulation 9 of the Public Service Regulations, 2016 mandates that executive authorities or head of department report compliance in a specified format and within set deadlines. This allows the DPSA to monitor and assess adherence to the Public Service Act.
• Regulation 9(3) of the Public Service Regulations further provides that an executive authority may not require or permit an employee to perform, or not to perform, any act in breach of the regulations which ensures that there is always compliance with the regulations.
• Employees also have a responsibility under Regulation 14(q) to report any instances of non-compliance to the head of department. If the head of department is responsible for the non-compliance, employees must report this to the executive authority.
• Furthermore, Section 16A of the Public Service Act requires both the executive authority and the head of department to report non-compliance to the Minister and the Director-General of the DPSA. In cases where an executive authority is non-compliant, the Minister must report this to Cabinet or the Executive Council and submit a report to the relevant parliamentary committee overseeing public service matters.
• These measures ensure a clear structure for monitoring, reporting, and addressing non-compliance, reinforcing accountability and promoting adherence to public service legislation.
• Lastly, the DPSA has entered into a Memorandum of Understanding (MOU) with the Auditor General of South Africa where the AG will be auditing selected areas of compliance especially as it relates to the public sector reforms for professionalisation.

The Minister for the Public Service and Administration sees professionalisation as a critical element to build the capacity of government and officials to act ethically, efficiently and in a developmental manner. The building of capacity, includes the public service conducting a skills audit, entrenching lifestyle audits and ensuring meritocratic recruitment in the filling of positions. These measures will improve knowledge and understanding of the importance of compliance with legislation.

End

Reply:

(1)(a) Law enforcement agencies, through the Justice, Crime Prevention and Security (JCPS) Cluster, verified and established that the institution is registered with the Private Security Regulator (PSIRA).

(1)(b) According to PSIRA the institution was established for security training and not for military training.

(2) An investigation is currently underway. The department will only be able to respond to this question once the investigation is completed and the findings known.

END.

Reply:

We have successfully migrated four offices (Wynberg, Menlyn, Soshanguve, and Umgeni) to the SANReN network and CSIR is monitoring the performance of the systems. There are delays in Potchefstroom associated with wayleave applications. Additionally, CSIR is currently analysing the collected data.

 

END.

Reply:

The question relating to primary schools to be provided with sporting facilities in all provinces and districts  falls under the Executive Authority of the respective Members of the Executive Council (MECs) for the respective provinces. The Member is kindly requested to refer the question to the MECs for Education in Provinces as per section 92(3)(b) of the Constitution and Rule 134 (5)(b) of the NA rules. 

Reply:

(1) The Border Management Authority (BMA) has adopted a zero-tolerance approach against corruption and in this regard, all officials who were identified as being involved in any act of wrongdoing including stamping passports of foreign nationals to fraudulently extend their days in the Republic were internally charged and disciplinary measures instituted against them. In the financial year 2023/2024, three (3) officials were charged internally, and they were all taken through disciplinary proceedings. One of these officials was also criminally charged. All these officials are currently awaiting the outcome of their disciplinary proceedings.

Furthermore, two additional (2) officials who were stationed at the Beitbridge port of entry were charged, found guilty and dismissed in the last five years.

(2) The BMA, in collaboration with the Department of Home Affairs’ counter corruption unit, is currently pursuing a variety of cases of alleged corruption. To this end, one official has been suspended with immediate effect pending the conclusion of her disciplinary hearing and outcome thereof. The official continues to attend a criminal case as she was also criminally charged.

(3) Generally, we are not in denial that most of our ports of entry are faced with a corruption problem. However, we continue to put in place measures meant to curb and eliminate acts of corruption at our ports of entry. The continued deployment of the Biometric Movement Control System (BMCS) is one of the measures we have taken to contain the scourge of corruption at our ports of entry. The procurement of advanced technology such as body cameras, drones and CCTV cameras will also assist the BMA in detecting acts of corruption as they occur at our ports of entry. The establishment of the Border Management and Immigration Anti-Corruption Forum which is constituted by the Special Investigation Unit (SIU), BMA and the Department of Home Affairs will also assist in developing strategies and measures aimed at dealing with corruption within the border environment, especially in the immigration space.

END.

 

Reply:

The tender process has been cancelled per communication provided to bidders on 6 September 2024. 

Reply:

Below is the information as provided by SASCOC in response to the question:

Reporting Financial Year	Games	Amount Rands (R)
2023/24	World Games Birmingham USA	R3 096 657,00
	Commonwealth Games Birmingham UK	R15 162 337,00
	AUSC Region 5 Games Lilongwe	R9 864 250,00
2022/23	Tokyo Olympics & Paralympics Games	R15 453 731,00
	AUSC Region 5 Games Maseru	R7 597 597,00
2021/22	Covid - No games
2020/21	African Games Rabat	R4 512 544,47
2019/20	Commonwealth Games Gold Coast	R2 132 778,30
	African Youth Games Algiers	R2 567 007,13
	Youth Olympic Games Buenos Aires	R2 152 426,24
	AUSC Region 5 Games Gaborone	R4 624 719,48

Reply:

A report will be made available once the investigation has been concluded.

On the 20^th off August 2024 at around 06:15, there was a congestion incident at Tshwane Refugee Reception Centre that resulted in the death of a foreign national (a Malawian male) by the name of Benson Daison. The actual commotion started outside the premises with the first-time asylum-seeker applicants pushing each other against the gate. The pushing of the crowd gained momentum after the gate was opened at 06:15. There were approximately one thousand first-time applicants at the time of this incident.

The incident occurred immediately after the gate was opened for the first time asylum permit seekers to enter the premises. According to the Security Officers, they (asylum seekers) tried to enter the premises in large numbers and in the process, there was an incident resulting in the deceased losing his life whilst twenty-eight (28) people sustained injuries. Clients who were not in the queue forced their way into the premises immediately after the gate was opened and caused the incident.

Of the 28 people injured, twenty-seven (27) are unknown foreign nationals and the other one is a South African male, Mr. Calvin Simango (the Security Officer that was manning the gate at the time of the incident).

The matter has been reported to the South African Police Services for further investigation. A case was opened at PTA Central CAS 419/8/2024.

END.

Reply:

1. The public sector faces many challenges, including fiscal constraints, understaffing, and other variabilities, which significantly impact the effectiveness of health and wellness initiatives intended to improve working conditions. A practical illustration of this is a hospital where a single nurse is responsible for managing the care of numerous patients, exacerbated by the strain on resources. Acknowledging these strenuous conditions is essential for developing strategic responses that enhance the well-being and productivity of public servants. By recognising these difficulties, we can tailor our interventions more effectively and implement targeted strategies that support our workforce amidst these persistent challenges.

To this end, the public service has one of the most extensive employee health and wellness programmes that promotes the employee health and wellness. Since the launch of the EHW strategic framework for public service in 2009, all National and Provincial departments have implemented integrated employee health and wellness programmes to promote employees' physical and mental health. The strategic framework is comprised of four pillars, namely: -

• Wellness Management focuses on physical, psychosocial, and organisational wellness, including work-life balance.
• Health and Productivity Management focuses on managing communicable and non-communicable diseases, mental health, incapacity due to ill health, and health education.
• Safety, Health, Environment, Risk, and Quality (SHERQ) Management focuses on occupational health and safety, environmental management, and risk and quality management.
• HIV, STIs and TB Management, which focuses on the mitigation of the impact of HIV and TB to reduce the number of infections and the impact on individual employees.

Furthermore, a collaborative approach has been adopted with the Government Employees Medical Scheme (GEMS) and private-sector partners to help find innovative solutions for implementing the EHW programme in the Public Service. These include the partnership with GEMS in the annual Batho Pele Walkie Talkie, which promotes an active public service that practices healthy lifestyles to manage chronic diseases. GEMS plays a critical role in providing health screening services for public service employees, including mental health screening and providing psychosocial support.

To enhance these, the Department of Public Service and Administration (DPSA) has embarked on substantive reforms to professionalise the public service. This is because it has become clear that a professional public service may only be functional and productive if it is staffed by public servants with conducive working conditions and access to wellness initiatives.

2. The DPSA conducts annual audits to monitor departments' compliance with implementing EHW Programmes to improve public servants' well-being and enhance workplace productivity, per the Public Service Act of 1994 and Public Service Regulations of 2016.

Over recent years, the DPSA has led efforts to integrate the approach to the Policy and Procedure on Incapacity Leave and Ill-Health Retirement (PILIR), Employee Health and Wellness, and Transformation initiatives to ensure that the public service is a conducive, productive, and healthy world of work.

The introduction of the Policy on the Prevention and Elimination of Harassment and Violence in the Public Service World of Work also aims to eliminate barriers to public servants' mental and physical health that may hinder productivity and wellness.

End

Reply:

1. During the Budget Vote speech, I articulated a comprehensive vision for professionalisation that extends well beyond the traditional accumulation of qualifications. The true professionalisation of the Public Service involves cultivating a deep commitment to service excellence, which is essential to the role of every public servant. Serving the community is not merely a responsibility but a unique privilege that defines the essence of a public servant's role, embedding exemplary service in the DNA of bureaucracy. Therefore, while qualifications form part of the criteria for employment in public service, becoming a public servant and serving the community goes beyond only qualifications and must encompass a composite package of expertise.

The Department of Public Service and Administration (DPSA) has initiated multiple strategic reforms to address these ambitious goals. Central to these reforms is the revitalisation of the Batho Pele ("People First") principles, which aim to enhance service delivery by making it more citizen-centric and bringing it to the grassroots level. This Revitalisation Strategy embeds the "People First" ethos in all facets of public service, promoting transparency, accountability, and responsiveness.

Furthering these principles, the DPSA has updated the recruitment and continuous professional development frameworks to ensure that public servants are competent and passionately committed to delivering service excellence. The mandatory assessments in the hiring process evaluate candidates' capability to act ethically and effectively, ensuring that those who join the public service are well-aligned with its core values.

Additionally, the DPSA has implemented robust performance management systems that recognise outstanding service and rigorously address underperformance. This dual approach guarantees that public servants are continually motivated to improve their service delivery and held accountable for their actions.

Through these measures, the DPSA aims to transform the public service into an entity that is not only efficient and effective but also deeply embedded with a culture of service excellence, where every interaction with the public reflects a sincere commitment to putting the needs of the citizens first.

Most public servants are dedicated and committed to serving South Africans. In areas where despondency and indifference can be found, the MPSA has implemented several innovative and transformative strategies to eliminate it. This includes introducing comprehensive leadership development programmes tailored to cultivate a proactive and committed leadership style across all management levels, such as Nyukela. In parallel, a robust policy to prevent and eliminate all forms of harassment in the public service world of work, ensuring that public servants are always psychologically safe, has been approved, incorporating regular forums and dialogue designed to capture and address the voices and concerns of public servants. These are only some strategic efforts aimed at reinvigorating the spirit of service within the Public Service and rebuilding public trust and confidence in its capability to serve the community with utmost efficiency, respect, and unwavering dedication.

2. Although 44.6% is a notable achievement towards gender parity, it falls short of the 50% target. This shortfall highlights a persistent oversight in various portfolios regarding the serious commitment to gender balance. The DPSA plans to undertake several strategic initiatives to address this discrepancy. Firstly, the DPSA will host a national dialogue involving Ministers, Deputy Ministers, and Directors-General to reinforce the commitment and discuss the challenges that may be experienced in appointing women across all levels of the public service, not only within Senior Management roles. This dialogue aims to foster a more concerted effort towards achieving gender balance. Secondly, the DPSA will intensify oversight regarding appointment requests. The DPSA will engage in discussions with the relevant offices and may return requests that do not demonstrate a commitment to gender parity. The public service must adopt these measures if there is a sincere commitment to correcting the gender imbalances that have persisted for over three decades. At the same time, there are commendable examples from the Member of the Executive Council (MEC) in the Free State and Minister Gayton McKenzie, who have shown commitment to appointing women in their respective offices, including in the Special Advisor roles.

In addition to the essential plans mentioned above, the DPSA is a steadfast advocate for the principles outlined in the Employment Equity Act of 1997, particularly concerning the advancement of women within Senior Management Services. The MPSA ensures that all employment opportunities are accessible to qualified candidates, upholding a stringent non-discrimination policy in all job advertisements to encourage applications from all qualified individuals, including women. This commitment ensures that every potential applicant is considered fairly and respectfully, in line with the highest standards of equity and professionalism.

Innovative interventions have been introduced to improve sensitivity and gender representativity, especially at the senior management level. These include the rollout of the Gender Equality Seal for Public Institutions in partnership with the United Nations Development Programme (UNDP), which helps public institutions go the extra mile to create institutions where women and men have equal opportunities. The DPSA also actively monitors the pursuit of the Cabinet set a target for 50-50 representativity through the Gender Equality Strategic Framework (GESF) reports and plans and the 8-HOD Principle Plan of Action reports.

End

Reply:

What (a) has she found to be the progress in implementing the robotics and coding pilot programme?

The Department of Basic Education (DBE) embarked on a process of developing a curriculum on Coding and Robotics for Grades R-9. This development was in response to the emerging global phenomena of the Fourth 4th Industrial Revolution (4IR) which prepares the world for the new body of knowledge.

The Department piloted this curriculum in 1770 Primary and Secondary Schools, from 2021 to the present.

On 7 October 2020, the Department submitted a draft C&R CAPS documents for Grade R-3; Grade 4-6 and Grade 7-9, to UMALUSI for evaluation and appraisal. Umalusi then provided a list of shortcomings and recommendations.

Following the appraisal, on 19 March 2021, the Minister gazetted the Draft C&R CAPS Grade R-9 and published it for public comments, which elicited more than 240 public comments from various sectors of society. This led to a task team reworking the Coding and Robotics Draft curriculum to address concerns. The reworked curriculum was submitted to the DBE in October 2022, after which the Department then appointed a reference team to quality assure the reworked curriculum.

FINALISATION OF A CODING AND ROBOTICS GRADES R-9 CURRICULUM AND ASSESSMENT (CAPS) POLICY

The Reference Team found that not all aspects indicated by Umalusi and public comments were addressed. The team worked tirelessly through 5 workshops from March 2023 to August 2023 to rework the curriculum to ensure the following:

• Alignment of the curriculum between grades and phases;
• Mapping out coding and robotics content to ensure synergy between these two strands;
• Alignment of content to similar or enabling content in other subjects in the same grade and across grades and phases;
• Providing redress of prevailing misconceptions regarding coding and robotics in terms of content and approach;
• Providing redress of prevailing misconceptions regarding coding content and concepts with similar Mathematics content and concepts, as well as Natural Science and Technology (Intermediate Phase) and Technology (Senior Phase);
• Age appropriateness of activities relating to coding and robotics content, considering cognitive development;
• Basic concepts and first principles are well addressed and grounded;
• Content is well-scaffolded to ensure an acceptable learning curve;
• Alignment between coding content and robotics content is addressed in the Intermediate and Senior phases;
• The curriculum is not overloaded to ensure time for the grounding of concepts and first principles, as well as retrieval practice and deliberate practice of skills; 
• The curriculum is informed by clear theoretical and conceptual underpinning;
• Alignment with the latest findings in academic literature in terms of appropriate approaches, how people learn (Science of Learning), appropriate scaffolding considering cognitive load, and consideration of other tried and tested curricula across various countries, whilst considering the South African context;
• The curriculum can be implemented with affordable resources; 
• Alignment with and progression from the Foundation Phase to the Intermediate and Senior Phases; and
• Umalusi’s concerns, directives and public comments have been addressed.

The Foundation Phase Coding and Robotics curriculum was submitted to Umalusi in June 2023. The Intermediate Phase C&R curriculum was submitted to Umalusi at the end of August 2023 and the Senior Phase C&R curriculum was submitted to Umalusi at the end of October 2023.

On 11 December 2023, DBE received a letter of response from Umalusi after re-evaluating and appraising the draft coding and robotics curricula.

Umalusi favourably received and reviewed the reworked curriculum. While some concerns were raised regarding excluding some content by the Reference Team, all concerns were resolved following additional engagements on 10 January 2024. On 10 January 2024, the Reference Team co-ordinator presented the reconceptualised Coding and Robotics Grade R – 9 curriculum to the Director-General and other senior managers and indicated that time is needed on the time table which needs to be indicated in Section 1 of the Coding and Robotics curriculum.

In February 2024, The CAPS for Coding and Robotics was approved by Umalusi for gazetting and subsequently published on the Department’s website/

While implementation of the reworked FP Coding and Robotics curriculum was planned for 2025, the Department has also continued to pilot the ‘old’ draft curriculum in 1770 schools on the old draft curriculum.

THE PILOT PROJECT

Generic findings to the pilot of the ‘old’ draft curriculum during school visits and survey administration:

• Schools were in different phases of implementation:
• Resources were purchased using the MSTCG but were insufficient to cater to all school learners.
• Timetabling was a considerable challenge.
• Internet connectivity was also a considerable challenge.
• LTSM - lesson plans were provided
• In some schools – donations of Coding and Robotics Kits were received
• Some found time to implement Coding and Robotics through innovative solutions such as afternoon coding clubs.
• Specialized devices were used to assist learners in special schools
• Teachers have received Orientation and Training in their provinces.

Provincial management structures and interprovincial meetings:

Each Province has established a Coding and Robotics Project Management Team comprising Curriculum, E-Learning, Teacher Development, and ICT members. These teams assist in advocating and monitoring the pilot (old draft curriculum) at the Provincial Level.

The DBE has instituted interprovincial meetings, which give them an opportunity to share good practices and act as a reporting mechanism.

PARTNERSHIPS:

The DBE has forged gainful partnerships in this reporting timeframe, The table below depicts the partner and the program managed through the partnership:

Partner	Program	Target
UNICEF	Through this partnership, provincial and district officials have been trained to use specific robotics kits, which can then be used for competitions.	Provincial and district Officials, Teachers and Learners
British Counsel	This program engages officials in the use of the microcontroller and its applications.	Provincial and district Officials, Teachers and Learners
UN-Women and Department of Science and Innovation	This partnership aims to empower female learners to take up mathematics, sciences, and technology subjects, as well as Coding and Robotics. It also aims to alert girls to social ills and prevalent gender abuse issues and teach them how to arm themselves against them.	Grade 11 girls 17 years and older
SITA	The State Information Technology Agency (SITA) also collaborates with the DBE, through which grade 8 and 9 learners enter a SITA robotics challenge. This challenge challenges the learners to devise a robotic solution to economic challenges. This challenge has two stages. The first stage requires learners to write an essay about the economic problem their Robot will solve. The next stage involves the winners of the first stage building their robot.	Grade 8 and 9 Learners

(b) Does her department plan to increase the number of schools with coding and robotics as a subject, particularly for lower quintile schools?

PROGRESS REGARDING THE REWORKED, APPROVED AND GAZETTED CODING AND ROBOTICS CURRICULUM GRADE R – 9

Orientation on the reworked Coding and Robotics (C&R) Curriculum and Assessment Policy Statement (CAPS) Grade R – 9:

• The DBE has successfully orientated Provincial Coordinators, Subject Advisors and Teachers on the Coding and Robotics curriculum for Grades R-3 in preparation for implementation.
• Provinces are expected to train their teachers and are in different stages of this process.
• While face-to-face training occurs in the provinces, the DBE has also implemented systems for provinces to access online training through its Moodle platform.

Due to the nature of the subject, implementation must be done incrementally. It is envisaged that Foundation phase (grades R-3) schools in all quintiles will implement Coding and Robotics in 2025 (pending approval by DBE Structures).

The foundation phase of C&R CAPS is based on unplugged coding, and no devices will be required.

Thereafter, implementation will be incrementally on a grade-by-grade basis. As devices are required from Grade 4 onwards, this incremental introduction will allow the system to gradually procure the necessary devices.

The following aspects are in place:

• Coding and Robotics Curriculum and Assessment Policy Statement (CAPS) Grade R – 9
• The DBE has reworked the pilot curriculum and finalised the reworked Coding and Robotics Curriculum and Assessment Policy Statement (CAPS) Grade R—9, which is ready for implementation in all schools.
• The DBE has started with the versioning process in all African Languages and Afrikaans, which should be finalised by December 2024.

Orientation of provincial and district subject advisors

In May 2024, 160 officials across all provinces and districts were oriented on the reworked Foundation Phase Coding and Robotics CAPS.

Cascading of training in provinces is ongoing, and Grade 4 orientation is planned for 2025.

Learning and Teaching Support Material

Publishers have been called upon to develop Learner Books and Teacher Guides for the Foundation Phase (initially for implementation in 2025, but implementation has now been postponed to 2026). These will be ready for evaluation in November 2024 in all official languages.

These also include lesson plans tailored to the learner books, coding cards to implement activities, and pedagogy and assessment guidance.

Lesson Plans for the foundation phase will be developed from 9 to 13 September 2024 and will be ready by October 2024, after which they will be versioned in all official languages.

No devices are required for the foundation phase.

Reply:

It is worth noting that the tasks assigned to Education Assistance have always been part of the duties carried out by teachers as part of their ordinary course of work.

The additional support provided by Education Assistants was envisioned as a temporary solution to alleviate the impact of COVID-19 on the education environment primarily and to support continued teaching and learning - particularly where teachers with co-morbidities could not be physically present in classrooms. 

Reply:

The provisioning of Learner Transport Programme is a provincial competency and Provinces are responsible for appointment and contracting of Learner Transport Transport Operators. The National Departments of Basic Education and Transport are responsible for policy development and monitoring of learner transport provisioning by Provinces.

However, it must be noted that the reported rising number of scholar transport road accidents related mostly to privately arranged learner transport by parents. The subsidized learner transport programme that is managed by government has reported few incidents and accidents. 

The Department of Basic Education in collaboration with the Department of Transport have intensified their monitoring efforts to ensure compliance with safety regulations. These steps include road safety implementation programmes to deal with operators that are not in compliance with road safety regulations including the implementation of road safety educational programmes with specific focus on learner transport stakeholders including operators, schools, parents and learners. 

Reply:

(a) None 

(b) Not Applicable 

Reply:

(a) The sector priorities in relation to the provision of infrastructure are articulated in the Regulations Relating to Minimum Uniform Norms and Standards for Public School Infrastructure. These are; 

1. Schools that do not have access to any form of power supply, water supply or sanitation; 

2. All buildings built entirely or substantially from materials such as mud, asbestos, metal and wood; 

3. Schools that do not have sufficient classrooms to accommodate learners enrolled in the schools; 

4. Schools that do not have adequate perimeter fencing; 

5. Schools that do not have the relevant minimum education areas for an enabling school environment. These includes libraries and laboratories.

(b) The Department initiated a Sanitation Appropriate For Education (SAFE) initiative in 2018. The purpose of SAFE was to eradicate basic pit toilets. At inception Provincial Education Departments indicated that 3 898 schools were using basic pit toilets. This number later increased to 4 707 and only 3 375 SAFE projects could proceed to implementation. To date 3 116 projects have been completed and the plan is to complete the remaining 259 by March 2025.

Reply:

(a) The DBE is aware that recruiting and retaining qualified educators in rural and underserved areas remains an ongoing challenge. However, the Department gathers information through its monitoring and oversight role, which shows that, although it may take longer than usual to fill vacancies in these areas, the posts eventually get filled with qualified teachers. Therefore, the Department believes that the ongoing recruitment and retention efforts in various Provincial Education Departments (PEDs) are adequate to address the recruitment needs for schools located in the affected areas and that no policy and regulatory intervention from the National Department is necessary at this stage. However, the Department will continue to monitor the filling of vacant posts in the rural and underserved areas. The Honourable Member is encouraged to bring any specific incident of the non-filling of vacant posts that she is aware of to the attention of the Department so that it can be urgently attended to with the affected PED.  

(b) As indicated above, the Department will work with PEDs to ensure that all schools will have access to qualified educators as part of the overall package of efforts to ensure access to quality education for all learners regardless of their geographical location.

Reply:

(a) The planning and provision of infrastructure is not based on the race of learners attending these schools. However, it is a reality that schools with pit latrines are predominantly found in schools located in previously disadvantaged areas as a result of policies of previous governments prior to the attainment of democracy. 

(b) The ASIDI (Accelerated School Infrastructure Delivery Initiative) and SAFE (Sanitation Appropriate for Schools) programmes were initiated to provide sanitation in schools without and schools using pit latrines, respectively.

Reply:

The Minister of Public Works and Infrastructure

The Border Management Authority (BMA) is an Entity reporting to the Department of Home Affairs. Therefore, our sister department, Department of Home Affairs will be best suited to respond to this question.

Reply:

The Department of Basic Education (DBE) performs its duties in terms of the Public Finance Management Act (PFMA) to ensure that measures are in place to pay valid invoices and claims within 30 days as required by legislation.  In addition, this task forms part of the Performance Agreement of all senior Managers not to allow the responsible officials for late or non-payment.  There are internal controls such as, a payment schedule to ensure that funds are transferred on time to provinces for payment of services rendered. The school nutrition programme is consistently monitored for compliance.

Reply:

The Department of Basic Education (DBE) promotes partnership with relevant Mathematics and Sciences programmes which educates during weekends or school holidays. 

AWQAF SA revised Mathematics content for grades 10, 11 and 12 through online lessons before learners write June Examinations, Trial (in August-September) and final examinations. AWQAF SA together with DBE are currently revising both papers in Mathematics, grade 10 paper 1 on 31 August 2024 and paper 2 on 01 September 2024. Mathematics papers 1 and 2 were revised last weekend on 24 and 25 August 2024 respectively. 

All learners in all quintiles benefit from this programme. South African Mathematics Foundation (SAMF) also assists teachers and all learners by promoting and skilling both teachers and learners in the field of Mathematics and Sciences. Science programmes are conducted to capacitate both teachers and learners through science workshops and lessons. Teachers are trained on Mathematics content especially those in schools not producing good Mathematics results in Grades 9 and 12

Reply:

Driven by the urgent need to deliver universal access to quality Early Childhood Development (ECD) programmes, the Department of Basic Education developed the Basic Education 2030 Strategy for ECD programmes. The strategy centres around a Social Compact for ECD. In the Social Compact, the DBE is responsible for subsidising access to ECD programmes for indigent children. 

To do this, we require funding, and we have, therefore, submitted a budget bid to the National Treasury. The bid sets out the necessary resources to achieve universal access to ECD by 2030. 

It proposes increasing the ECD conditional grant to expand access to an additional 800,000 poor children over the MTEF and restore the subsidy's value.

 A summary of the bid is provided.

However, the Social Compact proposes a strategic partnership between the government, donors and the private sector to support the investment required to increase access and improve quality. The DBE's Results-Based Financing Initiative will test this strategic partnership approach with donors matching the government's contribution to expanding access and improving quality.

Reply:

Inputs as requested:

	(a) 2022-23
	Budget	Expenditure	(a)Returned Amount	(b) Intended for?
PROGRAMMES	R'000	R'000	R'000
ADMINISTRATION	569 582	564 259	5 323	Ministerial visits.  Due to cost containment ministerial visits were reduced.
CURRICULUM POLICY, SUPPORT AND MONITORING	3 267 520	3 172 133	95 387	Delivery of Workbooks.  Invoices were received late from service provider.  National Treasury approved Roll-over worth R99,245 million in 2023/24 financial year. As per Treasury regulation 6.4.1 limitation are set on Economic Classification, not on the Programme hence amount requested as Roll-over on Goods and Services is more than the remaining amount on the programme.
TEACHERS, EDUCATION HUMAN RESOURCES AND INSTITUTIONAL DEVELOPMENT	1 497 761	1 496 587	1 175	Monitoring and evaluation in Provinces.  Due to cost containment provincial visits were reduced.
PLANNING, INFORMATION AND ASSESSMENT	15 529 447	15 366 653	162 794	Accelerated School Infrastructure Delivery Initiative.  Invoices were received late from contractors and professional service providers.  National Treasury approved Roll-over worth R135,735 million in 2023/24 financial year.
EDUCATIONAL ENRICHMENT SERVICES	8 828 850	8 827 028	1 822	Monitoring and evaluation in Provinces.  Due to cost containment provincial visits were reduced.
Total	29 692 500	29 426 659	265 841

 

 

	(b) 2023/24
	Budget	Expenditure	(a)Returned Amount	(b) Intended for?
PROGRAMMES	R'000	R'000	R'000
ADMINISTRATION	577 874	576 283	1 591	Ministerial visits. Due to cost containment ministerial visits were reduced.
CURRICULUM POLCY, SUPPORT AND MONITORING	3 344 465	3 320 739	23 726	Delivery of Workbooks.  Invoices were received late from service provider. Roll-over worth R20 million has been requested.
TEACHERS, EDUCATION HUMAN RESOURCES AND INSTITUTIONAL DEVELOPMENT	1 507 090	1 500 400	6 690	Monitoring and evaluation in Provinces.  Due to cost containment provincial visits were reduced.
PLANNING, INFORMATION AND ASSESSMENT	15 023 186	14 990 222	32 964	Accelerated School Infrastructure Delivery Initiative.  Invoices were received late from contractors and professional service providers.  Roll-over worth R41,554 million has been requested.
EDUCATIONAL ENRICHMENT SERVICES	9 575 980	9 573 598	2 382	Monitoring and evaluation in Provinces.  Due to cost containment provincial visits were reduced.
Total	30 028 595	29 961 242	67 353

 

Reply:

a) The Department of Basic Education is in the process of conducting an audit to determine the number of schools in the country that have existing computer laboratories for teaching and learning. The aim is to determine the state of these computer laboratories and what support should be provided to these schools. It should be noted that while provinces like Gauteng and the Western Cape have made strides in equipping schools with computer labs, others such as Eastern Cape, Northern Cape, North West, Mpumalanga, and Limpopo are still struggling to roll out these facilities effectively. This is caused by the limited availability of ICT budgets and other competing priorities in these provinces.

b) The provincial governments have outlined plans to provide schools with classroom technologies in rural schools in 2024. However, the scale and speed of these plans vary significantly across the country. Some provinces aim to expand their current programs, while others may focus on upgrading and securing existing facilities. Despite these efforts, the theft of the ICT devices remains a significant issue, disrupting the educational progress and posing a challenge to the sustainability of these digital initiatives.

c) To address these security concerns and ensure that learners can still access digital education tools, provinces are exploring alternative solutions, such as providing mobile devices like laptops and tablets to students and educators. These devices are easier to secure and can be used both in and out of school, ensuring continuous access to educational content. Coupled with data bundles, this approach aims to bridge the digital divide more effectively, allowing rural learners to be at the same level with their urban peers despite the ongoing challenges in equipping schools with traditional computer laboratories.

d) Table below indicates the number of ICT devices provided to learner, teachers, and schools during 2022 and 2023 financial years.

PEDs	2022			2023
	Learners	Teachers	Schools	Learners	Teachers	Schools
Eastern Cape	9 896	-	487	3 360	1 380	86
Free State	1 689	300	544	1 775	14	7
Gauteng	71 494	215	286	62 500	4 000	1 000
KwaZulu Natal	440	235	27	660	360	492
Limpopo	44 777	158	-	35 740	-	-
Mpumalanga	66 701	7 130	-	61 691	7 074	-
Northern Cape	13 000	204	331	12 000	505	-
North West	2 793	2 397	-	270	181	140
Western Cape	600	1 766	1 677	21 546	1 735	1 737
DBE	1 855	-	32	840	112	28
Total	213 245	10 669	3 384	200 382	15 361	3 490

 

Reply:

Population movements from rural areas to urban areas in search of better economic opportunities are having an impact on the provision of educational spaces, resulting in underutilisation in rural areas, townships and villages are the opposite spectre of overcrowding in urban and built up areas. This has had implications for the planning and provision of infrastructure, amidst dwindling revenue.  The following initiatives are being implemented to address this challenge.

1. Planning and provision of new schools;
2. Provision of additional classrooms in existing schools, where there is land available;
3. Provision of temporary classrooms to address overcrowding;
4. Private Public Partnerships with the private sector to build new schools or additional classrooms;
5. Learner transport to transport learners to underutilised schools;
6. Linking infrastructure planning to mega human settlement developments.

Reply:

(a) and (b) Based on the information available, as received from provincial education departments, there are no registered schools operating air environments.

Reply:

(a) A total of 255 firearms were traced and returned to their owners, during 2022/23.

(b) Recovered firearms with serial numbers are linked to the owners and handed back, provided that the owner is still fit to possess the firearm(s). Firearms without or obliterated serial numbers are sent to the South African Police Service’s (SAPS) Ballistics Section, within the Forensic Science Laboratory, for analysis. The etching process is employed to attempt recovery of the serial numbers, which may then be used to trace and link the firearm to its rightful owner. Any firearms that cannot be returned to the rightful owners, are forfeited to the state, and subsequently sent for destruction,

Reply:

(a) and (b) None.

Reply:

a) The total number of officials who were suspended and dismissed over the past five financial years are as follows:

Financial Year	Total suspended	Total Dismissed
2019/2020	357	102
2020/2021	277	94
2021/2022	286	96
2022/2023	378	123
2023/2024	381	154
TOTAL	1679	586

Dismissal cases were finalised and officials were terminated from service of the Department of Correctional Services. The total number of suspensions reported are precautionary suspensions.

b) The Status of such cases is as follows:

Financial Year	Total finalised	Total active
2019/2020	321	36
2020/2021	246	31
2021/2022	203	83
2022/2023	301	77
2023/2024	322	59

It needs to be noted that precautionary suspensions are applied under the following circumstances:

• If the employee is alleged to have committed a serious offence,
• If the employer believes that the presence of an employee at the workplace might jeopardise any investigation into the alleged misconduct, or endanger the wellbeing or safety of any person or state property.

END

Reply:

(a) The Department of Home Affairs took a decision to modernise most of its enabling documents by introducing the Live Capture System in 2013. The intention was to replace the Green Barcoded ID book with the more secure Smart ID Card.

The Department used a phased approach which focused primarily on persons who are citizens by birth. The second phase is to focus on other categories of citizens, e.g. Naturalized Citizens, which will be followed by Permanent Residence Permit holders.

(b) Permanent Residents will be eligible to apply for Smart ID Cards after the Naturalised Citizens have been included in the process flow of issuance of Cards, this would have proven system stability and capability to verify such applications.

END.

Reply:

• The Department has set up a project management plan to eradicate the backlog for the above-mentioned categories by end of December 2024.
• A Project Manager who is also a data analyst that monitors and tracks daily progress leads the team and the project manager is required to report to the Minister on daily basis.
• I have directed that the backlog should be finalized by December 2024.
• The Backlog team has been capacitated with additional officials from provinces and head office.
• The Department of Public Service and Administration (DPSA) approved overtime for the officials working on the backlog to work additional hours to process applications.

END.

Reply:

(a) Unblocking Stalled Projects

The 6th Administration prioritized addressing the issue of blocked housing projects, which significantly hamper housing delivery. A blocked project is defined as an approved project that has been contractually committed, has commenced planning and physical phases, but has experienced a significant delay (at least 12 months) and is not nearing completion (less than 95% complete).

In collaboration with Provincial Departments, the Department undertook a comprehensive exercise to identify and list all blocked projects. The sector then worked collaboratively in actively unblocking these projects. These collaborative efforts and the use of digitized monitoring tools like the Dashboard further demonstrate the Department's dedication to resolving this critical issue.

The Department's records indicate that as at end March 2024 there were 3150 unblocked housing projects out of 3445. There were 295 blocked housing projects carried over from the previous administration. The Department is actively working to address the remaining backlog, with 100 projects targeted for intervention in the 2024/2025 financial year.

(b) Completed Houses and Handovers

During the 6th Administration, the department made significant strides in delivering housing units to beneficiaries. A total of 240,933 houses were completed and handed over to their rightful owners. This achievement demonstrates substantial progress towards the target of 292,946 units.

The Department remains steadfast in its commitment to accelerating housing delivery and ensuring that more South Africans have access to safe and dignified housing. We continue to implement various strategies, including unblocking stalled projects, optimizing resource allocation, and fostering partnerships with key stakeholders to achieve this goal.

Reply:

Social housing is developed within the gazetted Restructuring Zones, which is a minimum investment criterion as per the Social Housing Act 16 of 2008. The Restructuring Zones are geographic areas which have been identified by the Municipalities with the concurrence of the provinces for the purposes of social housing development. These are further expressed in both Local Government Plans IDPs and Provincial Plans.

The principle behind the Restructuring Zones is to promote spatial and racial integration, economic mobility and access to public amenities. It must however be said that in approving projects, the location of these public amenities is critical, and it is one of the key determinants for an investment decision. Equally, the schools for the disabled population are few and not as commonly found throughout the country.

In so far as the current social housing development is concerned, the Minister has on the 20th of January 2023 approved the Norms and Standards for social and rental housing, which amongst others, deals with the infrastructure required to accommodate people with disabilities. The Social Housing Regulatory Authority has in the recent past approved projects on Prasa owned stations to reduce travel time and save tenants cost of mobility. Furthermore, SHRA looks at Municipalities to consider Spatial Development Framework, bulk services availability, etc. to support the project locations through the DDM in order to respond to the needs of the people with disabilities.

As part of a development, each social housing project has a recreational facility such as a 6 side soccer field, kids play areas, jungle gym and braai areas.

For the 2024/25 financial year the provinces allocated a total budget of R15 097 825 towards the Institutional subsidy programme from the Human Settlements Development Grant.

Reply:

I have been advised by the Department that this current constrained situation arose as a result of various factors, all underpinned by limited financial resources available to the Department and the apparent inability of or difficulty for Federations to secure sufficient funding from the corporate sector.

In the main, international participation is the responsibility of National Federations, informed by the International Federations calendar. Unfortunately, some private organisations also arrange international tours outside of the main calendar developed by a Federation. These tours generally require payment from participants, which deepens the challenge being highlighted.

Another factor that contributes to this scenario is the different financial positions of the various sporting codes, both nationally and internationally. If we take cricket and hockey as an example, international bodies such as the International Cricket Council (ICC) often pay for countries participating at ICC-sanctioned events, with the National Federation only needing to cover flights, while a sport code such as hockey does not have this luxury. Hockey has 10 national teams (including males and females, so 20 teams in total) that participate internationally and at an average cost of R1.6 million, depending on the host country. With the limited resources available to the Department, DSAC could only allocate R3m overall to hockey in 2024/25. This allocation includes capacity-development programmes.

While more needs to be done to ensure National Federations attract more and sustainable private sponsorships, as a developing country, the state requires additional resources if it is to level the playing field.

This is the reason why I as the new Minister have been working so hard to engage the private sector and one of our former bastions of funding, the National Lotteries Commission, to recommit to supporting and funding our various sports teams, because the dividends for society far exceed the investment.

We are approaching this matter holistically, by also including opportunities for potential broadcasting of sports. We also need to ensure that every federation and confederation is governed extremely well, so that funders feel confidence that their money is going to what it should.

We are already starting to see signs of progress in this matter.