Questions and Replies

Reply:

Surgeries are conducted at facility level and the information is also collected at these facilities. The Provincial Departments of Health provided the information as follows for all hospitals with backlogs

a) Table 1 below provides total number of backlogs on surgeries.

Province	Total number of backlogs on surgeries
Eastern Cape	5373
Free State	2947
Gauteng	13433
KwaZulu Natal	17906
Limpopo	45690
Mpumalanga	3005
Northwest	5531
Northern Cape	4000
Western Cape	77139

The information above and provided for the Eastern Cape, Gauteng, KwaZulu Natal, Northwest, Northern Cape and Western Cape was last updated in the past two (2) months. These Provinces had not updated their information at the time of requesting it for this response and have been requested to do so. Only Free State, Limpopo and Mpumalanga were able to provide updated information.

Eastern Cape Province	Hospital Name	(b)Surgery Discipline	(c) Duration of backlog
	Nelson Mandela Academic Livingstone Port Elizabeth Provincial Frere Hospital Cecilia Makiwane Dora Nginza Frontier	Orthopaedics	Not specified
		Obstetrics and Gynaecology	Not specified
		General Surgery	Not specified
		Ophthalmology	Not specified
		Urology	Not specified
		Plastic Surgery	Not specified
		Paediatric surgery	Not specified

Eastern Cape Province	(d)(i) What actions are being put in place to eradicate the backlog?	(d)(ii) What are the timeframes in this regard?
	Optimising Efficiency Moratorium on elective surgery was lifted in 2021 Monthly monitoring of the waiting period The hospitals have rescheduled all non-emergency operations Providing theatre services during the weekends and extended hours to reduce backlogs	Cannot be pre-determined as prioritization is done in terms of urgency, status of the patient and surgical procedure to be conducted.

Free State Province	Hospital Name	(b)Surgery Discipline	(c) Duration of backlog
	Manapo Universitas Pelonomi Bongani Boitumelo Dihlabeng	Orthopaedics	3 months to 4years
		Obstetrics and Gynaecology	8 months
		General Surgery	3 to 8 months
		Opthalmology	3 years
		Urology	6 months
		Plastic Surgery	8 months
		Cardio Thoracic	6 months
		Oncology	Not specified

Free State Province	(d)(i) What steps have been taken to deal with the backlogs	(d)(ii) What are the timeframes in this regard?
	Optimising Efficiency Monthly monitoring of waiting period. Marathons arranged if department notices backlog Patient education to ensure patients show up for appointments A team on call for emergency theatres Sometimes using theatre at private hospitals Increase of theatre time Prioritizing according to severity or quality of life Conducting Blitz over weekends Outreach to district hospitals. Human Resource Recruitment of additional staff	Cannot be pre-determined as prioritization is done in terms of urgency, status of the patient and surgical procedure to be conducted.

Gauteng Province	Hospital Name	(b)Surgery Discipline	(c) Duration of backlog
	Chris Hani Baragwanath Academic hospital, Charlotte Maxeke Academic hospital, Dr George Mukhari Academic Hospital, Steve Biko Academic Hospital, Tembisa Provincial Tertiary Hospital, Kalafong Provincial Tertiary Hospital, Rahima Moosa Mother and Child Hospital	Orthopaedics	2 weeks to 7 years
		Obstetrics and Gynaecology	2 weeks to 2 years
		General Surgery	2 weeks to 2 years
		Paediatric Surgery	3 weeks to 1 year
		Opthalmology	6 months to 1 year
		Urology	1 month to 1 year
		Plastic Surgery	3 months to 2 years
		Neurosurgery	3 weeks to 3 months
		ENT	2 weeks to 9 months
		Cardio Thoracic	3 to 6 months
		Maxillo Facial	Not specified

Gauteng Province	(d)(i) What steps have been taken to deal with the backlogs	(d)(ii) What are the timeframes in this regard?
	Optimising Efficiency District outreach surgical teams provide services once a week per quarter and spent time in a district conducting various surgeries using all hospitals (Rural Health Matters campaign). A team of volunteers (orthopaedics and anaesthetics) from other provinces form part of the outreach teams. Introduce electronic theatre booking system Re-purposed COVID wards to increase post-operative care space Dedicate specific “catch-up” days e.g., surgical cataract. Rescheduling of elective surgeries; Planning to increase High Care Unit beds. Human Resources Theatre has fourteen (14)posts recruitment activated 4 vacant consultant posts and 6 registrar post (Maternity) and 4 vacant medical officer posts (Interviewed April and awaiting appointment). Appointed a dedicated clinical Manager to oversee all 46 theatre efficiencies. Beefing up of human resource through sessional appointments for specialists and nursing agencies for nurses. Through the National Health Insurance Grant, public patients are taken to accredited private service providers (hospitals) where surgery is conducted as part of addressing the surgical backlog. Infrastructure, Maintenance And Equipment Renovation of theatres to increase the number of functional theatres. Contractors sourced to repair and maintain tunnel washers Contractor appointed for repair and maintained autoclaves	Cannot be pre-determined as prioritization is done in terms of urgency, status of the patient and surgical procedure to be conducted.

KwaZulu Natal Province	Hospital Name	(b)Surgery Discipline	(c) Duration of backlog
	Madadeni Hospital King Edward Hospital RK Khan Hospital Ngwelezana Hospital Port Shepstone Regional Murchison Hospital GJ Crookes Hospital Grey’s Hospital Harry Gwala Regional Hospital Northdale Hospital Manguzi Hospital Mosvold Hospital Ladysmith Regional Hospital	Orthopaedics	6 months to 2 years
		Obstetrics and Gynaecology	3 to 6 months
		General Surgery	6 months to 1 year
		Urology	12 months to 3 years
		Plastic Surgery	Not specified
		Neurosurgery	Not specified
		ENT	6 months to 1 year

KwaZulu Natal	(d)(i) What actions are being put in place to eradicate the backlog?	(d)(ii) What are the timeframes in this regard?
	Optimising Efficiency Catch up has been done by increasing theatre times Elective slates done over the weekend to catch up. Camps have also been planned Increase theatre times Use after hours to reduce backlog Elective theatre slates run even after hours Electives commenced in 2021 Emergencies are given priority Maximum utilization of theatres with added slates on weekends. Weekend camps are planned The hospital is increasing theatre time. Additional days added Weekend cataract camps held to reduce the backlog Additional half day theatre planned for every Thursday No waiting for emergencies or malignancies as these were all done under emergency slates. No new dates given but electives are called back according to priority and bed availability. For Gastrointestinal Tract (GIT) procedures i.e., endoscopy and colonoscopy- are limited to emergencies only, e.g., GI bleeds, malignancy and selected elective cases after discussion with a specialist. There is a plan to conduct a marathon (i.e., Request for two theatres to do only elective cases) Theatre time increased	Cannot be pre-determined as prioritization is done in terms of urgency, status of the patient and surgical procedure to be conducted.

Limpopo Province	Hospital Names	(b)Discipline	(c) Duration of backlog
	Groblersdal Jane Furse Mecklenburg Philadelphia Mokopane, Philadelphia St Ritas Letaba, Van Velden Dr CN Phatudi Kgapane Nkhensani Maphuta Malatji Thabazimbi Lephalale George Masebe Witpoort Bela-Bela Voortrekker FH Odendaal Botlokwa Helen Franz Seshego Lebowakgomo Thabamoopo WF Knobel Zebediela Tshilidzini Elim Donald Frazer Siloam Malamulele Messina Mankweng Pietersburg	Orthopaedics	12 months to 2 years
		Obstetrics and Gynaecology	6 to 12 months
		General Surgery	12 months
		Opthalmology	4 years
		Urology	12 months
		Plastic Surgery	12 months
		Neurosurgery	5 years
		ENT	6 months
		Maxillo Facial	12 months

Limpopo Province	(d)(i) What steps have been taken to deal with the backlogs	(d)(ii) What are the timeframes in this regard?
	Optimising Efficiency Groups of in-house specialists and volunteers from other provinces visit a district at a time to conduct elective surgeries in obstetrics and Gynaecology (hysterectomy), general surgery (mastectomy and thyroidectomy every quarter From May 2022, monthly outreach services under the theme "Rural Health Matters" for urology (prostrate and hydrocoele), orthopaedic (hip replacement and knee surgery), Paediatric, maxillo-facial and cataract extraction Specific month's focus is the Programme from 13th- 21st August 2022 in Waterberg District where 428 surgeries conducted. Human Resources Through the National Health Insurance Grant, public patients are taken to accredited private service providers (hospitals) where surgery is conducted as part of addressing the surgical backlog.	Cannot be pre-determined as prioritization is done in terms of urgency, status of the patient and surgical procedure to be conducted.

Mpumalanga Province	Hospital Name	(b)Surgery Discipline	(c) Duration of backlog
	Rob Ferreira Witbank Mapulaneng Themba Ermelo	Orthopaedics	3 to 6 months
		Obstetrics and Gyanaecology	2 to 3 months
		General Surgery	2 months
		Opthalmology	3 to 9 months
		Urology	Not specified
		ENT	Not specified

Mpumalanga	(d)(i) What steps have been taken to deal with the backlogs	(d)(ii) What are the timeframes in this regard?
	Optimising Efficiency Orthopedic surgeries are also conducted on weekends, Cataract increased theatre times to two days per week, Operationalization the 7 theatres and 2 emergency theatres, Allocation of an extra theatre per department and increase the theatre time, Developed and implementing marathons over weekends, Increased outreach to districts Human Resources Headhunting a second Orthopedic Surgeon for the Province, and an Ophthalmologist has commenced A plan for a planned Orthopaedic Marathon is in process, Month of October planned for Ophthalmology marathon. Recruitment processes for General Surgeon is also underway	Cannot be pre-determined as prioritization is done in terms of urgency, status of the patient and surgical procedure to be conducted.

Northern Cape Province	Hospital Name	(b)Surgery Discipline	(c) Duration of backlog
	Robert Mangaliso Sobukwe	Orthopaedics	2 days to 3 months
		Obstetrics and Gyanaecology	Not specified
		General Surgery	Not specified
		Opthalmology	2 to 3 years
		Urology	8 months to 1 year
		Plastic Surgery	Not specified
		ENT	Not specified
		Maxillo Facial	Not specified

Northern Cape Province	(d)(i) What actions are being put in place to eradicate the backlog?	(d)(ii) What are the timeframes in this regard?
	Optimising Efficiency The suspension of non -emergency cases was lifted in 2021 The tertiary hospitals conduct outreach service where minor orthopaedic operations in the district hospitals are performed (Upington, ZK Matthews and De Aar) Human Resources Recruitment of specialists, especially anaesthetists	Cannot be pre-determined as prioritization is done in terms of urgency, status of the patient and surgical procedure to be conducted.

Northwest Province	Hospital Name	(b)Surgery Discipline	(c) Duration of backlog
	Klerksdorp/Tshepong Job Shimankana Tabane Mafikeng Provincial Joe Morolong Memorial Potchefstroom	Orthopaedics	3 years
		Obstetrics and Gynaecology	6 months
		General Surgery	6 months
		Urology	6 months
		ENT	6 months
		Opthalmology	7 months

Northwest Province	(d)(i) What actions are being put in place to eradicate the backlog?	(d)(ii) What are the timeframes in this regard?
	Optimising Efficiency Implementation of surgical blitz Providing theatre services during the weekends and extended hours to reduce backlogs Utilization of all available theatres to improve efficiency Human Resources Public/Private partnership where it is feasible	Cannot be pre-determined as prioritization is done in terms of urgency, status of the patient and surgical procedure to be conducted.

Western Cape Province	Hospital Name	(b)Surgery Discipline	(c) Duration of backlog
	Alan Blyth Hospital Beaufort West BreedeValey Caledon Ceres Citrusdarl Clanwilliam Eerste River False Bay George Groote Schuur Helderberg Hermanus Karl Bremer Khayelitsha Knysna Laingsburg Mitchells Plain Montagu Mossel Bay Murraysburg New Somerset Otto du Plessis Oudtshoorn Paarl Prince Albert Red Croos War Memorial Children Riversdale Robertson Stellenbosch Swartland Swellendam Tygerburg Victoria Vredenburg Vredendal Wesfleur Worcester	Orthopaedics	Backlogs on elective surgery have been building up over the past (two)2 and a half year due to the COVID pandemic. There is not a set waiting list being kept for elective theatre lists. Patients are booked 6 months in advance as well as according to capacity. They are also constantly being reviewed.
		Obstetrics and Gyanaecology
		General Surgery
		Opthalmology
		Urology
		Plastic Surgery
		Neurosurgery
		Oncology

Western Cape Province	(d)(i) What actions are being put in place to eradicate the backlog?	(d)(ii) What are the timeframes in this regard?
	Optimisation of Efficiency The province allocated an additional R 20 million from internal prioritization of funds to deal with backlogs. The Province is also increasing day surgery activities as far as possible, and this will assist us in dealing with backlogs The Province also procured two (2) surgical robots at a cost of R 80 million, this will reduce the recovery time and allow patients to be discharged earlier.	Elective cases are being discussed with specialists as they present again. Patients are booked 6 months in advance as well as according to capacity. They are also constantly being reviewed.

(2) No I will not make a statement on this matter.

END.

Reply:

1. According to the data drawn from the PERSAL System dated 31 July 2022, the tables below indicate the vacancy rate per province:

a) Psychologist

Total Vacant Posts

(1) Vacant Posts for (a) psychologists
	ECP	FSP	GAU	KZN	LIM	MPU	NDoH	NWP	NCP	WCP	Vacant Posts
CHIEF PSYCHOLOGIST	0	0	0	0	0	0	0	0	0	0	0
PRINCIPAL PSYCHOLOGIST	0	1	0	2	0	0	0	0	2	3	8
PSYCHOLOGIST (COMMUNITY SERVICE)	3	0	18	8	0	0	0	8	0	7	44
PSYCHOLOGIST (INTERN)	1	0	30	5	1	0	0	2	0	15	54
PSYCHOLOGIST	18	12	31	23	1	1	0	5	4	62	157
Grand Total	22	13	79	38	2	1	0	15	6	87	263

Total % of vacant posts

(1) Vacant Posts % for (a) psychologists
	ECP	FSP	GAU	KZN	LIM	MPU	NDoH	NWP	NCP	WCP	Vacancy rate %
	%	%	%	%	%	%	%	%	%	%
CHIEF PSYCHOLOGIST	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00
PRINCIPAL PSYCHOLOGIST	0.00	16.67	0.00	20.00	0.00	0.00	0.00	0.00	100.00	50.00	16.67
PSYCHOLOGIST (COMMUNITY SERVICE)	60.00	0.00	35.29	47.06	0.00	0.00	0.00	61.54	0.00	0.00	37.00
PSYCHOLOGIST (INTERN)	7.69	0.00	35.29	29.41	10.00	0.00	0.00	33.33	0.00	11.76	25.63
PSYCHOLOGIST	25.35	50.00	15.98	27.71	1.92	4.35	0.00	11.11	22.22	23.46	19.15
Grand Total	24.44	28.26	22.64	29.69	2.70	4.17	0.00	22.73	28.57	21.62	21.92

b) Psychiatrics

Due to the limited information on PERSAL System regarding occupation classifications and job titles the data as required is unavailable. The National Department has since requested the information from Provincial Departments of Health and awaits responses.

c) Therapists (All categories of Therapist)

Total Vacant Posts

(1) Vacant Posts for (c) Therapist
	ECP	FSP	GAU	KZN	LIM	MPU	NWP	NDoH	NCP	WCP	Grand Total
CHIEF DENTAL THERAPIST				4		1			1		6
CHIEF OCCUPATIONAL THERAPIST	7	3		8			1		1	2	22
CHIEF PHYSIOTHERAPIST	2	2	4	3	1		1		1		14
CHIEF SPEECH THERAPIST AND AUDIOLOGIST	1		1	1							3
CHIEF SPEECH THERAPIST		1		3			1				5
DENTAL THERAPIST	4	1	6	10	1	1					23
DEPUTY DIRECTOR:SPEECH THERAPIST & AUDIOLOGIST L11	15										15
HEALTH THERAPIST											0
OCCUPATIONAL THERAPIST	44	8	50	30	4	6	12		14	19	187
OCCUPATIONAL THERAPIST (COMMUNITY SERVICE)	4	1		27	1	1	5			1	40
PHYSIOTHERAPIST (COMMUNITY SERVICE)	15	1	1	27	1	2	4				51
PHYSIOTHERAPIST	37	12	17	31	2	5	9		11	13	137
SPEECH THERAPIST (COMMUNITY SERVICE)	1		1	22		1	1			2	28
SPEECH THERAPIST AND AUDIOLOGIST (COMMUNITY SERV)	18	4	7	1	1	2					33
SPEECH THERAPIST AND AUDIOLOGIST	26	2	5	1	2		3		1		40
SPEECH THERAPIST ASSISTANT											0
SPEECH THERAPIST		9	5	16		3	2		2	4	41
Grand Total	174	44	97	184	13	22	39	0	31	41	645

Total % of vacant posts

(1) Vacancy rate for (c) Therapists
Row Labels	ECP	FSP	GAU	KZN	LIM	MPU	NWP	NCP	WCP	Vacancy rate %
CHIEF DENTAL THERAPIST	0.0	0.0	0.0	57.1	0.0	50.0	0.0	100.0	0.0	28.6
CHIEF OCCUPATIONAL THERAPIST	63.6	15.0	0.0	22.2	0.0	0.0	12.5	50.0	10.0	13.7
CHIEF PHYSIOTHERAPIST	18.2	28.6	8.0	5.2	7.7	0.0	11.1	50.0	0.0	8.1
CHIEF SPEECH THERAPIST AND AUDIOLOGIST	20.0	0.0	5.0	16.7	0.0	0.0	0.0	0.0	0.0	8.6
CHIEF SPEECH THERAPIST	0.0	50.0	0.0	27.3	0.0	0.0	25.0	0.0	0.0	18.5
DENTAL THERAPIST	30.8	50.0	16.2	20.0	3.7	7.1	0.0	0.0	0.0	14.5
DEPUTY DIRECTOR: SPEECH THERAPIST & AUDIOLOGIST L11	55.6	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	55.6
HEALTH THERAPIST	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0
OCCUPATIONAL THERAPIST	32.6	22.2	20.2	29.4	4.3	9.1	24.0	34.1	13.0	20.6
OCCUPATIONAL THERAPIST (COMMUNITY SERVICE)	7.7	3.4	0.0	28.7	8.3	3.4	16.7	0.0	7.7	11.0
PHYSIOTHERAPIST (COMMUNITY SERVICE)	22.4	3.3	1.1	23.3	6.3	6.5	9.5	0.0	0.0	11.4
PHYSIOTHERAPIST	23.3	26.7	8.7	16.9	1.5	6.1	14.5	28.9	8.6	13.0
SPEECH THERAPIST (COMMUNITY SERVICE)	50.0	0.0	4.5	35.5	0.0	4.8	12.5	0.0	28.6	21.2
SPEECH THERAPIST AND AUDIOLOGIST (COMMUNITY SERV)	48.6	26.7	15.6	100.0	11.1	25.0	0.0	0.0	0.0	26.0
SPEECH THERAPIST AND AUDIOLOGIST	38.2	66.7	6.5	9.1	3.3	0.0	37.5	14.3	0.0	15.0
SPEECH THERAPIST ASSISTANT	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0
SPEECH THERAPIST	0.0	64.3	11.6	30.8	0.0	37.5	13.3	40.0	10.5	22.8
Grand Total	29.5	22.8	10.1	22.9	3.3	7.4	14.9	19.9	9.5	15.8

2. (a)(i)(ii)(iii), (b) Due to the limited information on PERSAL System regarding occupation classifications and job titles the data as required is unavailable. The National Department has since requested the information from Provincial Departments of Health and awaits responses.

END.

Reply:

Find here: Reply

Reply:

Yes, there is a plan to address issues raised. The details are as follows:

1. Staff shortages

Due to general budget cuts introduced by National Treasury because of the economical status of the country not all posts can be filled simultaneously and this has negatively affected all the provincial departments of Health.

In order to mitigate the above, the Department has introduced several interventions to address the shortage of health workers in health facilities, which amongst others includes:

• Prioritisation of the posts in the Annual Recruitment Plan – where funding permits
• Prioritisation of the posts for conditional grant funding
• Filling of replacement posts considered and approved weekly
• Employment of health professionals on contract bases to strengthen capacity for
• Prioritization of these contract employees for permanent employment where funding permits at the end of their contracts
• Awarding of bursaries yearly to internal and external candidates to study further in various disciplines
• A dedicated Registrar Programme to train and produce in-house Medical Specialists
• Provision of internship and community service programme

2. Broken equipment

The Department has been experiencing budget cuts over the past few years impacting negatively on issues such as maintenance of equipment and facilities. However, new interventions in the form of conditional grants have been put in place to help provinces cope with revitalisation and maintenance backlogs.

The following are some of the conditional grants that have been introduced to help with maintenance and revitalisation of facilities inclusive of Medical Equipment and are in addition to Equitable Share granted to provinces:

• Health Facilities Revitalisation Grant (HFRG), Managed National Health, but transferred to provinces with conditions and oversight by National Health.
• National Tertiary Services Grant (NTSG): Managed by National Health but transferred to provinces for equipment gaps and repairs.
• National Health Insurance Indirect Grant (In-kind grant): Managed and implemented under National Health through implementing agents.

Other interventions include:

• Integration of maintenance plans and Service Level Agreements within transversal contracts administered under National Treasury.
• Development of Medical Equipment Maintenance Strategic Framework within the Office of the Chief Procurement Officer within National Treasury, and the related transversal Contract for Maintenance of Medical Equipment

3.. Shortage of drugs

The national medicine supply chain has been stable in 2022 and the Department has not experienced general stockouts.

However, when we are informed about stockouts we endeavour to intervene immediately. Some of the constraints we have been informed about relate to:

• Supply constraints of specific items which are sometimes experienced at specific hospitals and when that happens the department responds to those specific issues.
• There were some global supply disruptions on some items experienced during COVID-19 and some fluctuations in medicine availability, but this has improved post Covid-19.
• The introduction of the stock surveillance system which gives alert on the issue of drugs allows the National Department of Health to pick up problems early and intervene timeously.

4. Improving patient waiting times

All provinces are now conducting emergency surgeries that have an impact on the quality of life of individuals and are life threatening. These are some of interventions they have embarked on:

4.1 Optimising Efficiency

• Moratorium on elective surgery was lifted in 2021
• Monthly monitoring of the waiting period
• The hospitals have rescheduled all non-emergency operations
• Providing theatre services during the weekends and extended hours to reduce backlogs
• Sometimes using theatre at private hospitals
• Increase of theatre time
• Prioritizing according to severity or quality of life
• Conducting Blitz over weekends
• Outreach to district hospitals.

Human Resource

• Recruitment of additional staff including Specialist for key specific disciplines.

5. Reduction of neonatal deaths

Yes, we have seen a sharp rise in neonatal death rates in health facilities and mainly because of three main causes which are:

Asphyxia, Prematurity and Neonatal infections.

The solution to address neonatal deaths due to Asphyxia is through:

• the improvement of health care worker skills to manage labour and delivery,
• manage the obstetric emergencies and ensure quick referral to the next level of care. During the pandemic period there were losses of skilled health care workers from maternity and neonatal wards and the Department developed the online curriculum to support the health care workers who were allocated to maternity and neonatal wards.
• To date 1752 health care workers were trained through that program and additional staff trained through the face-to-face sessions on courses like Essential Steps of Management of Obstetric Emergency (ESMOE), Helping Babies Breath (HBB) and Management of small and sick neonates (MSSN).

The solution to address neonatal deaths to Prematurity is attained through the implementation of Kangaroo mother care services for mothers who delivered prematurely.

The solution to address neonatal deaths due to Neonatal infections is addressed by

• close monitoring of the neonatal infections in the wards,
• screening of small and sick babies for possible nosocomial infections and strengthening the infection surveillance systems in the unit.
• An example of the successful implementation of strategy was in Tembisa hospital, in Gauteng Province, where the reported neonatal infections were reduced by 40% between 2020 and 2021. This is one of the best practices that can be rolled out to other hospitals with similar challenges of neonatal infections.

These three interventions are implemented as part of the clinical interventions to address the Neonatal Infections in the facilities.

END.

Reply:

1. (a) The outstanding accruals as at 31/7/2022: R178,410,428

(b) Service providers have not been paid within the 30 days requirement. 30 Day compliance was at 74% as per attached spreadsheet

2. Number of contracts of service providers

• Contract renewal is a competency of the Province and National Treasury.
• Contract for chicken, red meat, fish are awarded.
• Contract for groceries is extended
• Some contracts for major medical equipment (diagnostic) are not finalised.

3. (a) The issue of shortage of supply of bread was not arise as the matter of contract not being renewed, the non-delivery of bread was due to non-payment of the supplier by the department.

(b) Due to non-availability of the Provincial contract for supply and delivery of bread, the Hospital arranged their own contract within the financial delegations of the CEO. Currently there are no challenges with supply and deliveries for bread.

END.

Reply:

The information is as follows, according to the Provincial Departments of Health:

Province	Name of the hospital	(i) in the (aa) 2019/20,	(bb) 2020/21	(cc) 2021/22	(ii) since 1 April 2022	(b) what are the details thereof in each case?
Free State	Universitas Academic Hospital	2020	-	-	-	A cigarette smoked in the male public toilet at the waiting area at Ward 3 was the cause of fire. A side window in the toilet was forced open by damaging the locking rivets which secure the window always closed. The cigarette butt was thrown out of the window and landed on the shaft floor. It ignited some old toilet paper and hand towels. The fire was extinguished immediately. The fire extinguishers and fire hydrants are always serviced.
	Botshabelo District Hospital	-	-	January 2022	-	Laundry caught fire. The building was refurbished and the whole electrical cabling was replaced. The Institution is expecting the delivery of the new Laundry Machines which were affected by the fire.
	Thebe District Hospital	-	-	-	July 2022	Fire incident took place at the back of Thebe District Hospital near the Bulk Oxygen Cylinders. Veld fires came from the west side of the hospital in the afternoon. The firefighters were called but never reached due to unavailability of vehicles. The hospital staff used fire extinguishers and hose reels to stop the fire. The Senior Administration Officer was made aware of the situation and promised to maintain the grass short and pave around the oxygen tank in the next financial year.
	Phekolong/Nketoana District Hospital Complex					Nketoana District Hospital experienced fire in the storeroom that is situated outside the Hospital main building. It had equipment destined for disposal and stationery that was not in use.
	Albert Nzula Hospital				May 2022	Fire incident at the accommodation site
Gauteng	Carletonville	-	-	February 2021	-	Fire at Carletonville destroyed medical equipment and PPE
	Charlotte Maxeke	-	-	April 2021	-	Charlotte Maxeke Hospital caught fire medical and surgical consumables destroyed and the infrastructure destroyed
	Steve Biko Academic	-	-	-	May 2022	Fire at Steve Biko started at the Wendy house used for the storage of the medical waste
	Chris Hani Baragwanath Academic	-	-	-	June 2022	Fire at Chris Hani Baragwanath Academic hospital started in the open space near the COVID-19 tents and was extinguished.
KwaZulu Natal	Nkandla	-	-	18 June 2021	-	Fire caused damages to the Office of the CEO, entrance to OPD and zonal matron’s office. Doors and expander gates and ceiling were damaged in all areas.
	Hlabisa			13 January 2021		Hlabisa hospital psychiatry unit caught fire. The door, shower curtain was damaged and electric wires melted.
Limpopo	FH Odendaal	-	-	04 May 2021	-	The COVID -19 unit burnt and there were two casualties and one among them was a prisoner under guard. The whole cubicle damaged completely.
	Ellisrus	-	-	17 June 2021	-	A fire broke out in the Occupational therapy toilet. The fire was put out and the damage was insignificant, and the building was declared safe for occupation.
	Hellen Franz	-	February 2020	-	May 2022	One incident of fire in Maternity Block which also damaged the Clinic and part of maternity (1 roofed building) took place in February 2020. One incident of Fire in May 2022. Faulty UV light caught fire in Allied block, but it was contained.
	WF Knobel	-	-	-	August 2022	Fire broke outside the hospital in August 2022 at around 16h30 and was extinguished by colleagues Working on Fire.
Mpumalanga	No hospitals	-	-	-	-	N/A
Northern Cape	No report
Northwest	No report
Western Cape	Worcester Hospital	September 2019	-	-	-	Fire took place due to the failure of electrical equipment in the substation. Municipal main supply was re-instated within 72 hours.
	Tygerberg Hospital	September 2019	-	-	-	A notice board caught fire due to substation failure. Damage was limited to a small section of flooring and wall in the Adult Psychiatric Out-Patient Clinic.
	Mitchells Plain CHC	September 2019	-	-	-	Fire started in the theatre section due to an electrical fault but was quickly extinguished.
	Caledon Hospital	-	-	April 2021	-	Fire damaged adjacent rooms and the efforts of the fire department resulted in additional water damage. The said ward was fully restored and was fully operational within a fortnight. The service was not adversely affected, and patients were accommodated in other wards in the hospital.
	Vredendal Hospital	-	-	-	May 2022	A patient set fire to the mattress and bed. The damage was assessed as: a. The ward where the patient had been who allegedly had started the fire is very severely damaged b. The adjacent passageway and wards have smoke damage but were not directly damaged by the fire c. The water used to extinguish the fire also did some damage to e.g., the floors. d. Furniture and equipment were coated with soot but not physically damaged The COVID “field ward” which had been constructed during one of the worse waves of the epidemic – the old boiler room was converted to accommodate patients from the affected ward.

END.

Reply:

The Minister of Public Works and Infrastructure:

1. I have been informed that the Department has not yet advertised a request for proposal (RFP) to let out unutilised State-Owned properties due the following reasons:

• The National Treasury instruction to put procurement processes on hold delayed the formulation the bid specifications; and
• The bid specification was finalised in August 2022, and is currently with the bid adjudication committee for approval. Once approved, the RFP shall be advertised accordingly.

2. One unsolicited bid was received, however it could not be processed as an open bid. Procedures must be used to comply with section 217 of the Constitution.

3. The Department has not been informed about the extent of the damage, however the condition assessment shall be conducted to determine any damages and related costs.

4. The Department has initiated the process of safeguarding the property.

5. The property will be leased out as is or “voetstoots”. The lessee will be responsible to develop/upgrade/refurbish the property accordingly to their business interest.

Reply:

With regards to the Integrated Justice System (IJS) initial projected costs, as a way of giving background/overview of the IJS Programme, the Programme was conceptualised upon approval of the National Crime Prevention Strategy by Cabinet in 1996 to modernise the Criminal Justice System (CJS).

The IJS Programme was further given impetus by:

• Review of the Criminal Justice System – “The seven-point plan” (2007)
• Outcome 3 of the JCPS Cluster Delivery Agreement - “All people in South Africa are and feel safe”
• National Development Plan (NDP vision 2030)

The primary objective of the IJS is to transform South Africa’s CJS into a modern, efficient, effective & integrated system by:

• Electronically enabling and integrating the end-to-end criminal justice business processes (i.e. from the report of a crime to the release of a convicted person), through technology solutions; and
• Managing the related inter-departmental information exchanges across the CJS

Eight government departments, agencies and authorities are involved in the criminal justice value chain, from the time a crime is detected or reported, through to investigation, prosecution and delivery of justice.

The implementation strategy of the IJS Programme has been divided into three steps to facilitate an effective modernisation process whilst realising early benefits:

Step 1: Creating departmental system capacity to automate business process flow;

Step 2: Integrating the criminal justice business processes; and

Step 3: Instrumentation of the criminal justice process to manage identified key

performance indicators.

One of the focus areas of the Programme has been building sufficient capacity in areas of forensic services, detective services and prosecution services to support our efforts to reduce the overall levels of crime, particularly “contact” crimes.

To improve the efficiency and effectiveness of the end-to-end CJS, extensive enabling department capacity building has been undertaken by the IJS programme. The benefits from system modernisations and case workflow integrations are only realised when pre-requisite departmental systems and ICT infrastructure is in place.

Inter-Departmental Information exchanges

It is also important to note that IJS is not a system but a programme comprising of multiple projects across eight CJS member departments. The IJS also has what is called the Transversal Hub. The Transversal hub manages the related inter-departmental information exchanges across the CJS member departments.

Currently, ten (10) government departments/entities (South African Police Service, National Prosecuting Authority, Department of Justice and Constitutional Development, Office of the Chief Justice, Department of Correctional Service, Department of Home Affairs, Department of Social Development, Legal Aid South Africa, SASSA, and RTMC) are connected to the IJS hub and able to electronically exchange information. The Hub allows electronic information sharing to reduce administrative delays, enabling the various justice service providers to respond efficiently and provide tools for the effective management and planning of the criminal justice system

For the implementation of a fair and just system to be successful, efficient and effective, a cohesive integrated capability is required that considers the processes, policies, application systems and people across the CJS

With regards to initial costing of IJS:

There is no initial costing of the IJS programme. When one looks at the nature of the programme, it comprises of several initiatives from the eight (8) member departments forming part of the CJS. The annual programme costing is done by following a specific budgeting process which is repeated every financial year and it works as follows:

• Each member department submits a list of projects (Infrastructure modernization, application development etc.) that it plans to undertake in the following financial year.
• IJS Project Management Office (PMO) then analyses these projects to determine relevance and value add to the CJS.
• IJS through IJS Implementation Committee and IJS Board of Directors-General (DGs) then approves or declines, and once approved, the list of projects is then sent to National treasury to obtain funding. Once funding is obtained, project execution is undertaken (refer to the New IJS Governance Framework).

With regards to Completion date of the IJS Programme:

At this point in time, the IJS programme does not really have an end date due to the following:

• Businesses evolve. As a results, business processes also must be reengineered, resulting in a need for applications/systems supporting these processes to be enhanced, in some cases, built from scratch.
• Continuous Infrastructure Modernization is key to the IJS to ensure systems developed support key/core business processes and that they are used optimally.
• Enhancement and maintenance of current case management systems and development of new persons’ management system in line with the 4IR stack remains a continuous priority.

On what date is the IJS envisaged to be rolled out to all courts in the republic:

It should be noted that the IJS is a programme comprising of multiple projects from eight member departments. To date, case management business applications have been developed and implemented for almost all eight member departments (including DoJ&CD) with exception of the OCJ which is currently piloting its Court Online application in the Johannesburg and Pretoria High Courts, national roll out is planned for the current financial year.

Some IJS key initiatives that have been rolled out to courts in the republic include:

A strategic IJS modernisation project which seeks to transform the management, handling and sharing of records. The Office of the Chief Justice (OCJ) Court Online System provides a platform for law firms and litigants to file documents to the courts electronically, via the Internet. Modernisation of traditionally paper-intensive manual processes realises significant efficiency benefits. Beyond minimising the physical movement of people and paper court documents from parties to the Courts, it also leverages the benefits of electronic storage including faster document filing and retrieval, eradication of the misplacement of case files, and allows concurrent access to view the same case file by different parties.

The first component of the solution enabled the digitalization of evidence in the court. This enables a fully digital version of the case bundle (including all filed court documents) to be made available electronically to all the relevant parties.

On 18 July 2019, a key milestone was reached through the undertaking of the first fully paperless case trial simulation. All parties in court were able to use their own laptops and/or mobile tablets (iPads) to access and refer to digital versions of case materials. The solution enables each party to record notes and annotations, highlight and redact content as needed, and choose whether notes and annotations be shared, or kept private.

The digital case bundle pilot at Johannesburg High Court and Pretoria High Court was completed successfully and the digital case bundle has been operationalised (rolled out to production) at both these two sites. The project has established a centralised Court Online helpdesk to provide support to both internal stakeholders (judges and court officials) and external stakeholders (legal practitioners).

Recently, the IJS and OCJ completed development for the second component which is the main engine (CRM dynamics) was completed successfully in 2021/22 financial year. Pilot for the end-to-end court online solution commenced in March 2022 in Johannesburg High Court, thereafter it was extended to the Pretoria High Court. National roll-out is planned for quarter 3 of 2022/23 financial year.

The IJS and OCJ has also rolled out critical infrastructure on all high courts national in preparation for the Court online rollout. This included Servers, Network Switches, Wi-Fi Upgrade, Provisioning of the Uninterrupted Power Supply (UPS) for Server and Patch Rooms for all Service Points, etc.

Court Audio Visual Solution for Case Participants: This is a court audio visual solution that is used for witnesses/victims’ interview and testimony in cases where direct contact is not feasible or very expensive, as well as in cases where expert witnesses are required in court. This also allows victims and witnesses to easily get in touch and communicate with the CJS practitioners that are responsible for their case. This is related specifically to virtual court appearances integrating to court recording solution for the court record. In the last financial year, IJS completed the national roll-out to eighteen (18) sites.

In July 2017, the Department of Justice & Constitutional Development (DoJ&CD) completed development, testing and implementation of the enhancements to its Integrated Case Management System (ICMS) to enable the electronic generation of the J7 Warrant of Detention. This has been successfully deployed to production and is currently active nationally. It should be noted that the paper based J7 will not be eliminated until the mechanism for digital signature is established and this is in the pipeline, already the electronic exchange of this information from DoJ&CD to DCS introduces efficiencies by eliminating the need for DCS to recapture information during the admission & receipt process.

As part of its quest to modernise the CJS infrastructure so as to minimise downtime and lay the foundation for a fully digitised criminal justice system, IJS recently invested in the DoJ&CD data centre upgrade project. This will ensure that the current capacity in the data centre (storage, processing, etc.) is upgraded in order to archive data produced by various solutions (e.g. CRT, ICMS, etc.), thereby improving operational processing and data governance.

IJS will continue to modernise Courts in the republic by:

• Upgrading all infrastructure that has reached end of life; and
• Developing and implemented applications to support court processes.

IJS overall spending

The overall spending of the IJS programme from 2002 to March 2022 is ± R7.7 billion. However, the following should be noted:

• Total spending is across all eight (8) IJS member departments for various projects relating to CJS person integration; Case management systems; Business Intelligence; and Infrastructure Modernization. It also includes IJS transversal Hub integration projects and maintenance initiatives (daily, weekly, and monthly).
• The IJS programme comprises of an average of approximately 40 – 50 projects on an annual basis across all CJS member departments.

END

Reply:

I am informed by the Departments of Cooperative Governance, Traditional Affairs and the Municipal Infrastructure Support Agent (MISA) as follows:

1.

(i) No employees are currently working from home on a permanent basis.

(ii) No employees have special permission to work from home.

(iii) Not Applicable

(b) Not Applicable

2. No, I will not make a statement on the matter.

Reply:

The Minister of Public Works and Infrastructure:

(1) I have been informed by the Council for the Built Environment that:

(a) From 2019 to 2020, the CIDB underwent an Organisational Design (OD) process, of which an independent service provider, Work Dynamics Pty Ltd, was commissioned to facilitate the exercise.

The OD looked at restructuring the organogram, salary structure, job grades, and job descriptions/profiles. The result was the reduction of the job grades from 24 to 16 levels. The service provider also recommended that the job profile of the position of CEO be redesigned and this was approved by the previous Board.

(b) To align more with CIDB strategy, the Board prioritised expertise and qualifications in the built environment as a construction regulator. A Master's degree was added as an advantage to include those with experience and relevant qualifications.

(2)

(a) The reason was to expand the talent pool and include designated groups comprising more people with living disabilities, women and youth. As a result, the Board resolved to modify the job profile to ensure it is user-friendly, straightforward, and appeals to a broader pool of talent.

(b) In terms of the CIDB Act, the Board of Directors is obligated to ensure that it implements resolutions in line with the organisation's strategic objectives. The decision to craft the requirements for the CEO position was taken into full consideration of these strategic objectives and to assert the CIDB in the Built Environment. An NQF8 qualification is a postgraduate qualification. The main difference is a move away from a general qualification such as MBA/MBL to a requirement for the incumbent to have a built environment qualification. The Board firmly believes that for the CIDB to remain at the cutting edge of the Built Environment, the person at its helm must have spent time in the Built Environment as an operational practitioner, with exposure to senior and executive management. That is if the CIDB is to continue playing a meaningful role in and transforming the Built Environment.

(3) Six candidates met all the requirements, including the added advantage of a Master's degree and were shortlisted accordingly.

(4) The appointed individual met the minimum requirements and exceeded them by possessing a Master's Degree, which he attained from the University of Cambridge.

Reply:

It must be noted that the National Prosecuting Authority (NPA) Sexual Offenses and Community Affairs (SOCA) Unit participated in the Convention on the Elimination of All Forms of Discrimination against Women (CEDAW) feedback country report session on 5 November 2021 on a virtual platform. Comprehensive inputs were submitted to the NPA at the session.

As reflected at the session, the Covid-19 pandemic had a negative impact on the performance of courts due to the unavailability of officials and witnesses because of various reasons related to the different levels of lockdown.

Irrespective of the aforementioned, a number of interventions and measures were implemented by the NPA as follows:

1. The Thuthuzela Care Centres (TCCs) have expanded from only focusing on services to victims of sexual offences to welcoming victims of gender-based violence, more particularly, domestic violence. Staff have been adequately sensitised and no victim of gender-based violence is turned away. The TCCs have become a supportive environment for women to report incidents of domestic violence. At one of our centres in Worcester, Western Cape, a domestic violence protocol has been put in place to increase the identification of domestic violence victims who enter the health facility, increase the number of victims able to access victim support services through referral to the TCC (including referral to a shelter) as well as empower the victim for their protection, i.e. by assisting them in applying for the protection order and facilitating the issuing of the order in court. The NPA, with the Department of Health, plans to roll out the domestic violence protocol to all its TCCs and the relevant hospitals. The Domestic Violence protocol when implemented nationally, will ensure a focused attempt to identify all domestic violence victims as they enter the trauma section of the hospital and through an immediate victim-centric approach reduce the chances of further harm. This approach will ensure the de-stigmatisation of the victim, dismantle commonly held victim-blaming beliefs, reduce judicial bias and gender stereotypes, and protect women complainants from retaliation by perpetrators.

Currently, there are sixty-one (61) TCC sites nationally, providing services to victims and the NPA is planning to roll-out an additional 9 sites towards March 2024.

a) The NPA has also embarked on an efficacy review of all the TCC sites to ensure that the standards of service offered at the sites are consistent. Where certain services are lacking, steps have been taken to address this. The efficacy review includes a focus on enhancing the accessibility to services for disabled victims.

b) The NPA has, with reference to the latest list of thirty (30) gender-based violence (GBV) hotspots, analysed such list and can confirm that all of these sites are covered by providing services from the TCCs to victims, excluding Diepsloot, but interventions are ongoing to address the position.

c) The number of matters reported at the TCCs during this financial year, increased by 16.4% overall from the previous financial year (2020/21). This reflects a total number of 34 456 matters reported, which is an increase of 4862 matters from the previous financial year. 

d) For the past five (5) years, the current TCC sites delivered services to 168 049 victims at the sites, whilst 88% of these matters on average were specifically on sexual offences. Furthermore, 57% of these matters are specifically with children as victims.    

e) Regarding TCC reported matters that were prosecuted, an average conviction rate of 76.7% for this financial year was achieved. This is 6.7% above the NPA Annual Performance Plan (APP) target. It is also the 7th year that we have consecutively achieved a conviction rate of above 70%. The current conviction rate reflects 1 033 convictions from the 1 346 verdict cases finalised. In the said financial year, the number of matters finalised with a verdict increased from 993 in the previous financial to 1 346, hence an improvement of 35.5%. The current TCC conviction percentage is also 2.9% above that of the national conviction rate for all sexual offences which stood at 73.8%. Furthermore, when placed in perspective, for the 2011/12 financial year the conviction rate for TCC cases was 60.7%, therefore a considerable improvement of 16% over a period of 10 years regarding the conviction rate of TCC-reported cases as compared with the said financial year of 2011/12.

f) The table below provides a breakdown of all sexual offence cases nationally prosecuted (including the TCC cases) and finalised with a verdict for the past nine years:              

Financial years	2014/15	2015/16	2016/17	2017/18	2018/19	2019/2020	2020/2021	2021/2022
Conviction %	69%	70.1%	71.7%	72.7%	74.4%	75.2%	75.8%	73.8%
Actual convictions	5 084	4 978	4 780	5 004	4 724	4 098	2 539	3 161
Finalized cases	7 372	7 098	6 669	6 879	6 353	5 451	3 349	4 285

           

g) In evaluating the prosecution of sexual offences, it is to be noted, that for the seventh consecutive year a national conviction rate of above 70% was achieved (both in relation to all sexual offence prosecutions and in relation to the TCC-reported cases).

h) The management and prosecution of GBV matters is a priority focus in all DPP divisions, which is aligned to the NSP on GBVF and most importantly the NPS BU APP. It is also a standing priority item at all provincial and national stakeholder related meetings and forums. This is to ensure a collective and standardised approach in response mechanisms as the CJS towards GBVF.

i) In relation to sentences imposed by the courts for TCC verdict cases during the 2021/22 financial year, the following is to be noted:

• Life imprisonment sentences: 201 (an increase of 60 (42.5%) versus the previous financial year).
• 20-25 years imprisonment sentences: 106 (an increase of 21 (24.7%) versus the previous financial year).
• 10-19 years imprisonment sentences: 378 (an increase of 83 (28.1%) versus the previous financial year).
• Furthermore, it confirms that the courts are generally imposing more severe sentences specifically on rape offences regarding TCC verdict cases, in comparison with the financial years prior to the NSP on GBVF (2018).  
• In addition, it reflects that the courts specifically imposed life imprisonment sentences in 19.5% of the 1 033 verdict cases. It also indicates that the courts imposed long-term sentences (including life imprisonment) in 66.3% of the verdict cases.   

2. In line with Pillar 3, the NPA, to give effect to a victim-centric approach has ensured through its Ke Bona Lesedi Court Preparation Component that victims are adequately informed of their rights and that the judicial process is understood. This component is responsible for specialised prosecutor-guided court preparation for state witnesses provided by court preparation officers. They also ensure the provision of victim impact statements and the provision of specialised training across the CJS. The use of court preparation officers by the NPA to prepare witnesses for the court is an initiative aimed at empowering witnesses and victims and reducing secondary trauma. In the 2021/2022 reporting period, 97 176 witnesses were assisted by the court preparation officers. Of these 46 805 (48.2%) witnesses are specifically in relation to sexual offence matters.

3. NPA SOCA Unit, facilitated or participated in several public awareness and community projects/campaigns on gender-based violence, human trafficking and relevant legislation by the TCC personnel and SOCA provincial officials nationally in line with the “365 National Action Plan of no violence against women and children”. The TCC participation in campaigns focussed inter alia on the following topics:

• the essence of gender-based violence and early disclosure/reporting of sexual and or physical abuse offences;
• TCC services and the model;
• the influence of drugs and alcohol at schools (substance abuse);
• child pornography and related cybercrime;
• LGBQTI-cases;
• the importance of forensic medical examinations and post-trauma consequences of GBV;
• Ukuthwala-practises;
• the existence of sexual harassment and what it entails;
• the presence and occurrence of bullying at schools and the possible subsequent consequences thereof on the victims; and
• the manifestation of human trafficking specifically for sexual exploitation of victims (children) and also child labour, etc.

NPA officials also participated in several dialogue sessions specifically at schools, community events or community radio stations and NSP webinars on related topics. It must be noted that comprehensive reports from the various cluster or provincial managers are available detailing the content and extent of the various campaigns delivered or participated in by SOCA officials.

4. In relation to training for prosecutors and related stakeholders, the SOCA Unit developed, reviewed, and amended the relevant training material regarding our GBV mandate and facilitated seventy (70) training sessions nationally in the past 2021/22 financial year.

5. The NPA SOCA Unit commenced in a collaboration with SAPS FSL, a process to speed up the finalisation of DNA analysis reports urgently required at courts re GBV cases. The delay in the submission of these reports by FSL had a negative impact on the backlog of sexual offence cases. Such process was initiated in October 2020 to address the backlog of specifically sexual offence cases at courts due to the outstanding DNA reports from FSL. This resulted in the submission of 14 022 FSL reports (as at August 2022) received and submitted to the DPPs. This is a considerable increase in the number of reports received from the end of March 2021, when the number was only 444 reports. In addition, the SOCA Unit with the assistance of the NPA Research Unit, identified a number of 1 016 potential serial rapist reports as from October 2021. Some of these reports reflect the modus operandi of potential serial rapists whose activities straddle different divisions which then might require centralisation of cases (in line with the CPA) by the respective DPP divisions. This initiative resulted in a decrease in the backlog of long outstanding sexual offence cases at court. It is evident that our joint intervention between NPA and SAPS, regarding the prioritization of these DNA reports is indeed successful and will henceforth continue accordingly.

6 In relation to the Community Prosecution Initiative implemented by the NPA, designated community prosecutors monitor the progress and implementation of the Community Prosecution Initiatives at identified sites nationally. Currently, there are twenty-three (23) initiatives, thirteen (13) of which focus specifically on GBV and one (1) initiative on Assault and Domestic Violence. The aforementioned community prosecutors continuously facilitate several public awareness campaigns on related topics and various platforms, including radio and local newspapers, and/or delivered training sessions to relevant stakeholders on the Community Prosecution Initiative. Building stakeholder relations with relevant community partners are essential in this process, to collectively identify challenges and implementable solutions. The impact hereof will also be reported in the next annual report.

7. Following the enactment of the three (3) GBV pieces of legislation, SOCA established GBV Legislation Task Teams responsible for the execution of these Acts, by means of:

• Amendment of current charge sheet annexures/ drafting of new charge sheet annexures;
• Amendment of relevant NPA Policy Directives; and
• Amendment of all training material utilised by SOCA in the facilitation of training sessions. currently putting teams together, to review the relevant NPA Prosecution Policies which are affected by the signing into law of the three (3) GBV pieces of legislation.

Reply:

1. The department has never supported the two pageants namely: Miss South Africa and Mrs South Africa beauty pageants from 2015 to date.
2. There are no conditions applicable as we have not supported the said pageants.
3. Not applicable.

Reply:

Legal costs are annually budgeted, however, it is difficult to make precise determination in budgeting for legal costs, as a result, periodically, the legal costs budget is adjusted informed by case at hand. This is in line with Audit requirements that prescribe adequate contingency provisioning for legal costs and in line with National Treasury Regulations that allow Goods and Services budget adjustments.

Reply:

1. Yes, Government is in support of possible return of Formula 1 to South Africa.
2. The Department has not conducted any research and/or work with any Departments nor the private sector to measure the interest and identify the economic impact especially market branding for the Republic. The Department is the custodian of the Bidding and Hosting of International Sport and Recreational Events Regulations. The Regulations sets out the minimum requirement and procedures to be met and followed by any individual and or organization intending to Bid to Host an international event. It is therefore incumbent upon a Federation, in this case Motor Sport South Africa and its partners to ensure that necessary research, economic impact assessment and financial / cost implications are done in preparation for submission of their application to bid
3. The Kyalami circuit is privately owned and as such the Department does not have access to information on how long is it anticipated it would take to upgrade the Kyalami circuit to Formula 1 status.
4. The Department is not aware whether any financial guarantees would be needed from Government. This is because the Department has not received any application Bid for Formula 1 as prescribed by the Bidding and Hosting of International Sport and Recreational Events Regulations.

Reply:

1. The Department will consider liaising with the Department of Public Works and Infrastructure to assist in utilising unused buildings in order to decrease the total amount spent by Heath Entities on leasing building on request by entities, noting the following details with regard to each of the entities falling under the mandate of Health:

a) National Health Laboratory Service (NHLS): NHLS is only leasing offices for the regional offices in Eastern Cape, Free State, Gauteng, North West, Limpopo, and Mpumalanga. The Forensic Chemistry Laboratories are also leasing buildings in Gauteng, Western Cape and Durban. The NHLS is currently engaging the Department of Public Works for the transfer of ownership of the buildings occupied by the Forensic Chemistry Laboratories in Johannesburg and Pretoria. Furthermore, the NHLS is also considering the buying of property. All other NHLS activities and laboratories are in public or university facilities.

b) Council for Medical Schemes (CMS): CMS spent 8% of its budget on the current lease building in Pretoria for the 2021/2022 financial year. The CMS has already initiated a process of soliciting advice from the NDPW in respect to compliance with Government Immovable Asset Management Act (GIAMA) and NDPW Space Planning Norms and Standards which will guide CMS office accommodation procurement.

c) South African Health Products Regulatory Authority (SAHPRA): SAHPRA budget allocated to office rentals amount to 5.8% for 2021/22 and 5.5% for the 2022/23 financial year.

d) South African Medical Research Council (SAMRC): The SAMRC owns most of its properties in Parow, Delft, Durban and Pretoria. The leasing of research sites near primary health care clinics and hospitals ensures the SAMRC’s ability to conduct relevant research in communities where they don’t own property. Where there is open space in their buildings or on their properties they enter into lease agreements, and income received is used to supplement funding for the operations. Most of the research sites are externally funded, have a finite period and will not be economical for SAMRC to own these properties which may not be used beyond the research period.

e) Office of Health Standards Compliance (OHSC): The OHSC is currently in a five-year lease agreement which will expire at the end of October 2023. The office lease payments make up 9% of the 2022/23 budget. During this September 2022, the OHSC will commence with evaluating options for office premises to be considered when the current lease agreement expires. Amongst the options, the OHSC will also evaluate the possibility of engaging the Department of Public Works and Infrastructure for suitable office premises, in the event that such premises are available.

2.  The department’s first option is always to request the Department of Public Works and Infrastructure (DPWI) as the landlord of all government departments to allocate government owned buildings to cover the department’s property needs as this is cost effective. The Department is however reliant on the availability of these buildings as guided by the DPWI.

3. Budget allocation is normally awarded based on their historic budgets which considers the following:

• Population serviced
• Disease profile
• Level of services offered (district, regional, tertiary, and central)
• Bed capacity of the hospital
• Head count of the hospital
• Staff employed and proposed new appointments

The usage of the budget in within the hospital is divided into the following:

• Compensation of employees
• Goods and services
• Maintenance
• Equipment

END.

Reply:

1. (a) (i) The Department have nil employees working from home.

(ii) Nil employees with such special permission to work from home and

(iii) Not applicable

(b). As stated above (1) (a) (i, ii &iii).

2. Not necessary as all employees are back at their workstations.

Reply:

Attached find here: Reply

Reply:

(1) Additional budget was in a form of personnel/human resources that were distributed from Charlotte to Baragwanath Hospital whose Salaries continued to be paid by Charlotte

(2) See below a table that covers a budget for (a) CAPEX projects funded through Health Facilities Revitalization Grant and (b) OPEX projects funded through Equitable Share:

Chris Hani Baragwanath Hospital Infrastructure Budget
Health facility Revitilization Grant
Project	Expenditure to date	Budget Forecast	Estimated total project cost
CHRIS HANI 500 ICU COVID19 NEWO	264 515 573,91		264 515 573,91
Chris Hani Bara Hospital - Electro	1 784 800,00		1 784 800,00
Chris Hani Baragwanath - Critical repairs and refurbishment of staff accommo	902 892 623,17	134 000 000,00	1 036 892 623,17
Chris Hani Baragwanath Hospital _ HT for critical repairs	-	2 500 000,00	2 500 000,00
Chris Hani Baragwanath Hospital Maintenance - Planned, statutory and preventative maintenance	328 582 494,22	118 112 000,00	446 694 494,22
Chris Hani Laundry Maintenance -Planned, statutory and preventative maintenance	2 990 676,96		2 990 676,96
Total	1 500 766 168,26	254 612 000,00	1 755 378 168,26
Equitable Share
Project	Expenditure to date	Budget Forecast	Estimated total project cost
Chris Hani Bara Hospital - Electro	23 124 950,53	9 146 000,00	32 270 950,53
Chris Hani Bara Hospital OHS Compliance Services	32 145 000,00	0,00	32 145 000,00
Chris Hani Bara Laundry-electro	10 228 940,68	8 575 000,00	18 803 940,68
Chris Hani Baragwanath - Critical repairs and refurbishment of staff accommo	29 206 099,74		29 206 099,74
Chris Hani Baragwanath Hospital _ Upgrades and additions to ICU and orthopedic workshop and	4 480 972,07		4 480 972,07
Chris Hani Baragwanath Hospital Maintenance - Planned, statutory and preventative maintenance	347 299 530,82	123 000 000,00	470 299 530,82
Chris Hani Laundry Maintenance -Planned, statutory and preventative maintenance	10 746 234,26	11 984 000,00	22 730 234,26
Linear Accelerator Bunkers - Chris Hani Baragwanath Academic Hospital		50 000,00	50 000,00
Total	457 231 728,10	152 755 000,00	609 986 728,10
Grand Total	1 957 997 896,36	407 367 000,00	2 365 364 896,36

END.

Reply:

In terms of our law, there is no specific crime called gender-based violence. As a result, a need for the determination of a category of crimes that constitute gender-based violence has been identified. The Department has therefore established a Task Team constituted by the judiciary, National Prosecuting Authority (NPA) and the civil society organisations to define a category of GBVF- related crimes, which will encapsulate the relevant statutory and common law offences. The ultimate goal is to have an integrated repository of all GBVF-related crimes on the Integrated Justice System Transversal Hub where the criminal justice actors can have an agile communication and sharing of data. The work of this Task Team is expected to be finalised before the end of this financial year.

In the meantime, the Department collects data of all criminal cases, including GBVF-related criminal cases, registered by the lower courts in the Integrated Case Management System (ICMS). As soon as a category of GBVF-related crimes is determined by the Task Team, the Department will enhance the existing repository to provide disaggregated data of GBVF-related criminal cases registered and managed by our lower courts.

Against this backdrop, this reply will therefore focus on sexual offences, domestic violence criminal offences and femicide cases registered by our courts.

Sexual Offences

a) With regard to sexual offences matters, since 1 January 2022 our lower courts registered a pending caseload of 16 781 sexual offences cases of which 6 026 were backlog cases. What this means is that 39.5% of the pending cases of sexual offences were backlog cases.

b) The NPA has reported that during the period 1 January 2022 to 31 July 2022, a total of 1 994 convictions were obtained from 2 673 cases of sexual offences finalised with a verdict. These convictions amounted to a 74.6% conviction rate.

As reported by the NPA, many of the pending cases of sexual offences are due to the delayed submission of DNA reports by SAPS to the NPA. In the previous financial year, the Deputy Ministers for Justice and Constitutional Development and Police set up a Task Team with representations from DoJ&CD, SAPS and NPA to address challenges relating to the DNA backlog reports. I have been informed that this collaborative continues to yield the expected outputs. As at 31 March 2022, SAPS finalised 7 618 DNA reports which increased the number of trial-ready cases of sexual offences managed by NPA.

Domestic Violence Criminal Cases

a) With regard to criminal cases of domestic violence, since 1 January 2022 our district courts registered a volume of 3 856 domestic violence criminal cases of which 348 cases were backlog cases.

b) From 1 January 2022 up to 31 July 2022, 1 762 of the 3 856 domestic violence cases were finalised with a verdict.

Femicide (Murder) Cases

a) In our law there is no specific crime called ‘femicide’, but the NPA captures statistics on both femicide and Intimate Partner Femicide cases. However, no record of backlog cases in femicide cases is kept as all cases of this nature are registered as murder cases.

b) During the period 1 January 2022 and 31 July 2022, the number of femicide cases finalised with a verdict was 284 of which 271 resulted in convictions. The conviction rate in the femicide cases amounted to 95.4%.

During the same period, a total of 221 verdicts were handed down in cases relating to Intimate Partner Femicide. From these 221 verdicts, a total of 206 convictions were obtained, thus registering a conviction rate of 93.2%.

It must however be noted that the core drivers for case backlogs are contributed by the different actors in the criminal justice system. Blockages to the speedy finalisation of cases can also be traced from the diverse value service points that feed into the court system. For this reason, the Department cannot resolve all challenges of case backlogs alone. The Department, with the support of the ministry, is therefore in the process of establishing the National Integrated Criminal Court Optimisation Steering Committee (NICCO SteerCo), which will draw representation from the judiciary and other key stakeholders in the criminal justice system. The aim of this collaborative is to collectively identify and remove stoppers that delay the realisation of a criminal justice system that quick, responsive and effective.

The Department has also developed a Criminal Case Backlog Action Plan, which gives priority to cases relating to gender-based violence and femicide. The implementation of this Plan is coordinated, facilitated and monitored by the Criminal Case Backlogs Committee which meets every month.

The Department has further included an indicator in the Annual Performance Plan which seeks to monitor the reasons for postponements which occur as a consequence of inadequacies in the support provided by the Department, e.g. postponements due to administrative staff, water shortages, power cuts, etc.

END

Reply:

1. WESTERN CAPE PROVINCE: NO VACANT SENIOR POSTS.

2. LIMPOPO PROVINCE:

(a) There are Sixty Four (64) vacant SMS Posts.

(b) For what period have the specified posts been vacant – See table below:

NO	POST NAMES	POSTS WERE VACATED AS FOLLOWS	Period Posts Vacated
1.	HEAD OF THE DEPARTMENT	2022/06/29	Less than 6 months
2.	DIRECTOR:FINANCIAL REGULATORY COMPLIANCE & REPORTING	2022/03/01	6 Months
3.	DIRECTOR: HEALTH SUPPORT SERVICES	2020/09/11	2 Years
3.	DIRECTOR:PUBLIC HEALTH PROGRAMMES	2021/04/30	18 Months
4.	DIRECTOR:HEALTH CARE SUPPORT PROGRAMMES	2021/06/30	14 Months
5.	CHIEF DIRECTOR STANDARDS COMPLIANCE	2021/11/15	10 Months
6.	CHIEF DIRECTOR HEALTH SPECIAL PROGRAMMES	2021/08/31	12 Months
7.	DIRECTOR:HOSPITAL MANAGEMENT SUPPORT	2021/12/31
8.	DIRECTOR:DISTRICT HOSPITAL SERVICES	2021/05/31	9 Months
9.	DIRECTOR:LEGAL SERVICES	2020/01/31	More than 2 Years
10.	CHIEF EXECUTIVE OFFICER	2021/06/17	14 Months
11.	DIRECTOR:MOTHER CHILD WOMEN'S HEALTH INTEGRATED	2021/04/30	16 Months
12.	CHIEF EXECUTIVE OFFICER	2022/04/30	4 Months
13.	DIRECTOR:NURSING EDUCATION	2021/08/31	12 Months
14.	DEPUTY DIRECTOR PURCHASING MANAGEMENT	2019/04/30	More than 3 years
15.	DISTRICT EXECUTIVE MANAGER	2019/08/31	More than 2 years
16.	CHIEF EXECUTIVE OFFICER	2021/03/01	17 Months
17.	CHIEF DIRECTOR: STRATEGIC PLANNING POLICY MONITOR	2022/05/31	3 Months
19.	DIRECTOR:SUPPLY CHAIN COMPLIANCE	2020/03/31	More than 2 Years
20.	CHIEF EXECUTIVE OFFICER	2019/04/30
21.	DIRECTOR:HEALTH SPECIAL PROGRAMMES	2022/06/30

COMMENTS:

It should be noted that some of the SMS posts on the approved organizational structure were never filled. It should also be noted that the Department is in the process of reviewing its organizational structure and some posts will be abolished and some will be merged.

(c) by what date(s) will the posts be (i) advertised and/or (ii) filled?

COMMENTS:

It should be noted that other critical SMS posts will be filled in the next financial year (s) depending on the availability of funds.

Post Names	Number of Posts	Recruitment Status	To be filled in the current Financial Year
Chief Director: Strategic Planning	1	Advertised during August 2022	Yes
District Executive Manager: Sekhukhune District	1	Advertised during August 2022	Yes
Director Legal Services: Provincial Head Office	1	Advertised during August 2022	Yes
Director: Corporate Service: Vhembe District Office	1	Not Advertised as yet but post is approved by the Provincial Treasury for filling.	Yes
Director: HR Regulatory Compliance: Provincial Head Office	1	Advertised during August 2022	Yes
Director: Records Management	1	Advertised during August 2022	Yes
Chief Executive Officers: Letaba Hospital Thabamoopo Hospital	2	Advertised during August 2022	Yes
Director: Nursing Education and Services	1	Advertised during August 2022	Yes
Principal Nursing Education	1	Advertised during August 2022	Yes
Total	10

3. NORTH WEST PROVINCE

Vacant senior management Services (SMS) posts in the North West Department of Health are as follows;

Vacant SMS posts	Salary level	No of posts	Date post became vacant	Date of advertisement	Date of filling these posts
HIV Prevention & Support	13	1	18/06/2017	13/06/2021	01/10/2022
MEC Support	13	1	23/11/2021	N/A	N/A
Internal Control	13	1	31/10/2017	06/02/2022	01/10/2022
Demand & Acquisition	13	1	01/08/2022	11/09/2022	Three to 6 months after the advert.
Infrastructure Planning	13	1	30/06/2020	10/10/2021	01/11/2022
Human Resource Management	13	1	01/09/2022	11/09/2022	Three to 6 months after the advert.
CEO JST Hospital	14	1	01/01/2022	17/10/2021	01/09/2022
DDG: District Health Services	15	1	30/06/2020	16/05/2021	Will be re-advertised before end of October 2022
TOTAL		8

4. FREE STATE PROVINCE

Post Job Title Description	Institution	Salary Level	Vacant Date	Total Vacant	Practice Note 48. Submission validity as at 21 July 2022	Closing date/planned closing date	Planned filling date
Chief Financial Officer	Finance (Free State Department Of Health)	15	20210531	1	Submission for activation for 2022/2023 re-sent 31 August 2022	15-Aug-22	01-Dec-22
Director	Xhariep District Corporate & Health Support	13	20210331	1	Submission for activation for 2022/2023 re-sent 31 August 2022	30-Aug-21	01-Dec-22
Chief Executive Officer	Mofumahadi Manapo Mopeli Region Hosp (Phuthaditjha	13	20180401	1	Submission for activation for 2022/2023 re-sent 31 August 2022	19-Mar-21	01-Dec-23

TOTAL : 3

5. KWA-ZULU NATAL PROVINCE

#	COMPONENT DESCRIPTION	POST JOB TITLE DESCRIPTION	VACANT DATE	PERIOD VACANT IN YEARS	SALARY LEVEL	PROGRESS
	HO:BRANCH SPECIALISED SERVICES & CLINICAL SUPPORT	DEPUTY DIRECTOR GENERAL:DC HEALTH SERVICES & INTER	2020/04/30	2.33	15	There are no funds to fill this post in the current financial year.
	HO:BR DISTRICT HEALTH SERVICES	CHIEF HEALTH OFFICER	2011/11/01	10.83	15
	INKOSI ALBERT LUTHULI CENTRAL HOSPITAL	CHIEF EXECUTIVE OFFICER	2021/12/31	0.67	15	The advert closed on the 31st May 2022
	HO:CHIEF DIRECTORATE HR DEVELOPMENT PLANNING & OD	CHIEF DIRECTOR:HUMAN RESOURCE MANAGEMENT	2022/04/30	0.33	14	There are no funds to fill this post in the current financial year.
	HO: CORPORATE GOVERNANCE IGR & ISC SERVICES	CHIEF DIRECTOR:CORPORATE GOVERNANCE IGR & ISC	2017/06/30	5.17	14
	HO:CHIEF DIRECTORATE CLINICAL SUPPORT	CHIEF DIRECTOR:NORTH EASTERN AREA	2019/10/01	2.92	14	The advert closed on the 08th July 2022
	HO:CHIEF DIRECTORATE STRATEGIC HEALTH PROGRAMMES	CHIEF DIRECTOR:HEALTH SERVICE DEVELOPMENT	2018/12/01	3.75	14
	HO:CHIEF DIRECTORATE NON COMMUNICABLE DISEASE	CHIEF DIRECTOR	2019/01/31	3.58	14	There are no funds to fill this post in the current financial year.
	HO: INFORMATION TECHNOLOGY	CHIEF DIRECTOR:INFORMATION TECHNOLOGY	2021/06/18	1.20	14
	HO:DIRECTORATE LABOUR RELATIONS	DIRECTOR:LABOUR RELATIONS	2019/12/31	2.67	13	Assumption of duty anticipated on the 01st October 2022
	HO: HR STRATEGY AND PLANNING	DIRECTOR:HUMAN RESOURCE PLANNING	2019/11/01	2.83	13	There are no funds to fill this post in the current financial year.
	HO:DIRECTORATE E-HEALTH	DIRECTOR:TELEMEDICINE	2017/09/30	4.92	13
	HO:DIRECTORATE HIV&AIDS COMMUN,ADVOCACY&CAMP	DIRECTOR	2019/04/01	3.42	13	The advert closed on the 06th April 2022
	HO:DIRECTORATE PHC	DIRECTOR:PHC SYSTEMS DEVELOPMENT	2019/12/31	2.67	13
	HO:DIRECTORATE NUTRITION	DIRECTOR:NUTRITION	2018/10/31	3.83	13	There are no funds to fill this post in the current financial year.
	HO:DIRECTORATE BUDGET PLANNING AND DEVELOPMENT	DIRECTOR:BUDGET PLANNING DEVELOPMENT	2018/08/01	4.08	13	There are no funds to fill this post in the current financial year.
	HO:DIRECTORATE IT GOVERNANCE & PROJECT MANAGEMENT	DIRECTOR:INFORMATION TECHNOLOGY	2020/09/30	1.92	13
	HO:DIR:SERVICE CONDITIONS	DIRECTOR:HUMAN RESOURCE MANAGEMENT	2022/07/01	0.17	13	The advert closed on the 08th July 2022
	HO:FRAUD MNGMT SPECIAL INVESTIGATIONS & INSPECTOR	DIRECTOR:SPECIAL INVESTIGATION	2019/07/01	3.17	13	There are no funds to fill this post in the current financial year.
	HO:DIR:ORGANISATIONAL RISK ASSURANCE AND MNGMT	DIRECTOR:INSTI SECURITY RISK MAN ANTI CORRUPTION	2022/08/01	0.08	13
	HO:DIRECTORATE SECURITY MANAGEMENT SERVICES	DIRECTOR	2019/02/01	3.58	13
	DIVISION:MEDICAL ORTHOTIC&PROSTHETIC SERVICES(MOP)	DIRECTOR:HOSPITAL SERVICE SYSTEM DEVELOPMENT	2016/07/31	6.08	13
	HARRY GWALA: DISTRICT OFFICE	DIRECTOR:DISTRICT HEALTH OFFICE	2021/12/31	0.67	13
	GJGM REGIONAL HOSPITAL	CHIEF EXECUTIVE OFFICER	2020/04/30	2.33	13	Advert closing 2022/09/23
	LADYSMITH HOSPITAL	CHIEF EXECUTIVE OFFICER	2021/01/22	1.61	13	There are no funds to fill this post in the current financial year.

6. MPUMALANGA PROVINCE

COMPONENT DESCRIPTION	POST JOB TITLE DESCRIPTION	VACANT DATE	SALARY LEVEL	PROGRESS
DIRECTOR-GENERAL	HEAD OF DEPARTMENT	20211031	16	Advertised. Proposed assumption of duty 1 November 2022
DEPUTY DIRECTOR - GENERAL (FINANCIAL)	DDG: CFO	20220331	15	Advertised. Proposed assumption of duty 1 November 2022
CHIEF DIRECTORATE:FINANCIAL MANAGEMENT	CHIEF DIRECTOR: FINANCIAL MANAGEMENT	20220331	14	Advertised. Proposed assumption of duty 1 November 2022
DIRECTORATE:FINANCIAL ACCOUNTING	DIRECTOR:FINANCIAL ACCOUNTING	20160301	13	Advertised. Proposed assumption of duty 1 November 2022
SD:LOGISTICS MNGMNT	DIRECTOR : SUPPLY CHAIN MANAGEMENT	20190901	13	Advertised. Proposed assumption of duty 1 November 2022
DIR:HR PRACT & ADMIN	DIRECTOR: HUMAN RESOURCE PRACTISES & ADMINISTR	2016	13	Advertised. Proposed assumption of duty 1 November 2022
CD:INTEGR HLTH PLAN	CHIEF DIRECTOR: INTERGRATED HEALTH PLANNING	2020	14	Advertised. Proposed assumption of duty 1 November 2022
DIR:RESEARCH&EPIDEM	DIRECTOR	NEVER FILLED	13	Advertised. Proposed assumption of duty 1 November 2022
DIRECTOR : INFRASTRUCTURE DELIVERY	DIRECTOR	20190401	13	Advertised. Proposed assumption of duty 1 November 2022
CD:CORPORATE SERVICE	DIRECTOR: SPECIAL PROJECTS	20200309	13	Advertised. Proposed assumption of duty 1 November 2022
SD:LEGISL&CONTRACTS	DIRECTOR: LEGAL SERVICES	NEVER FILLED	13	Advertised. Proposed assumption of duty 1 November 2022
CD:PRIM HLTH CARE	CHIEF DIRECTOR : PRIMARY HEALTH CARE	20210901	14	Advertised. Proposed assumption of duty 1 November 2022
DIR: MATERNAL HEALTH	DIRECTOR	NEVER FILLED	13	Advertised. Proposed assumption of duty 1 November 2022
DIR: MENTAL HEALTH	DIRECTOR	NEW POST AWAITING APPROVAL OF NEW STRUCTURE	13	Advertised. Proposed assumption of duty 1 November 2022
DIR: FORENSIC SERVICES	DIRECTOR	20190301	13	Advertised. Proposed assumption of duty 1 November 2022

TOTAL: 15

7. EASTERN CAPE PROVINCE

Vacant funded posts	Salary Level	Total Vacant	by what date(s) will the posts be (i) advertised	by what date(s) will the posts be and/or (ii) filled?
CEO’s for Mthatha & Frontier Regional Hospital	14	2	Post was advertise on the 14 January 2022	Proposed assumption of duty date: 01 November 2022
CEO’s for Livingstone & Frere Tertiary Hospital	14	2	Post was advertised on the 14 January 2022	Interviews are taking place on the 15 September, there after they are going to competency assessment. Proposed assumption of duty date: 01 November 2022
CEO for Nelson Mandela Academic Hospital	14	1	Post was advertised on the 14 January 2022	Shortlisting will take place on the 26 September. Proposed assumption of duty date: 01 December 2022
CEO for Tower Mental Hospital	14	1	30 September 2022	Proposed assumption of duty date: 01 December 2022
CEO for Tower Mental Hospital	14	1	30 September 2022	Proposed assumption of duty date: 01 December 2022
Director: Nursing	13	1	30 September 2022	Proposed assumption of duty date: 01 December 2022
Director: Internal Audit	13	1	30 September 2022	Proposed assumption of duty date: 01 December 2022
Director: Salary Administration	13	1	30 September 2022	Proposed assumption of duty date: 01 December 2022
Director: Legal Services	13	1	30 September 2022	Proposed assumption of duty date: 01 December 2022
Director: HRM	13	1	30 September 2022	Proposed assumption of duty date: 01 December 2022
Total		12

COMMENTS:

The selection process for CEOs for Mthatha & Frontier Hospital started on 18th – 22nd of July 2022 and interviews were on the 4th – 5th of August 2022. Recommended candidates are currently being subjected to competency assessments and personnel suitability checks are being concluded.

Shortlisting for Chief Executive Officers for Livingstone & Frere Tertiary Hospital is scheduled for the week of the 5th – 9th of September 2022.

 

8. NORTHERN CAPE PROVINCE

Job Title Description	Salary level	No of posts	Date post became vacant	Date of advert/filled
Deputy Director-General	15	1	20200831	post advertised by NC Office of the Premier
Chief Director: MEC Office	14	1	20191001	post to be filled in accordance with priority list as agreed upon with NC Provincial Treasury
Chief Director: Priority Programmes		1	20190801
Chief Director: CEO: Robert Mangaliso Sobukwe Hospital		1	20200901
Chief Director: District Health Services		1	20220131	post advertised with closing date 26 August 2022
Chief Director: Corporate Services		1	20210201	post advertised with closing date 05 August 2022
Chief Director: Provincial Hospital Services & EMS		1	20210831	post to be filled in accordance with priority list as agreed upon with NC Provincial Treasury
Chief Director: Strategic Planning & Analysis		1	20211001
Director: Office of the DDG	13	1	20160601
Director: Facility Planning and Maintenance		1	20160701
Director: Quality Assurance		1	20220601
Director: Rehabilitation		1	20220601
Director: Financial Accounting		1	20210727
Director: MCYWH		1	20170901	post was re-advertised
Director: Communicable Diseases		1	20170101	post to be filled in accordance with priority list as agreed upon with NC Provincial Treasury
Director: Human Resources Management		1	20191101
Director: Legal Services		1	20180831	post was advertised and interviews were conducted, submission for appointment in circulation
Total		17

9. GAUTENG PROVINCE

 Response outstanding. It will be submitted once received.

END.

Reply:

EASTERN CAPE PROVINCE

a) Total Number of Mortuaries	(b) Necessary equipment as per standard requirements	(c)Total number of qualified Pathologists	(d) Are all staff trained /capacitated to their duties.
25	Most facilities have standard equipment	3 in total	Yes

d) Some facilities in the Eastern Cape do not have an Xray machine however equipment from the adjacent mortuaries is utilised.

(e) For all mortuaries in South Africa, removal of bodies at incident scenes is determined by several factors: -

• Time taken by the SAPS to complete their incident scene investigation
• Reaction time taken by FPS to reach the scene (traffic)
• The distance between the mortuary and the area of the scene.
• The mortuaries have Forensic Pathology Officers (FPO’s) on standby 24 hours.

2. Yes, all mortuaries have the necessary infrastructure to function. Details are in table below. There are also holding facilities where the human remains are only stored, and autopsies are conducted in another facility.

Total Vehicles	Total staff at facilities
48	175

FREE STATE PROVINCE

(1)

(a)Total Number of Mortuaries	(b) Necessary equipment as per standard requirements	(c)Total number of qualified Pathologists	(d) Are all staff trained /capacitated to their duties.
11	Most facilities have standard equipment	6 in total	Yes

 

(b) Some facilities in Free State do not have an Xray machine however equipment from the adjacent mortuaries is utilised.

2. Yes, all mortuaries have the necessary infrastructure to function. Details are in table below. There are also holding facilities where the human remains are only stored, and autopsies are conducted in another facility. There are however infrastructure challenges in some mortuaries hosted within SAPS premises.

Total Vehicles	Total staff at facilities
14	22

GAUTENG PROVINCE

(a) Total Number of Mortuaries	(b) Necessary equipment as per standard requirements	(c)Total number of qualified Pathologists	(d) Are all staff trained /capacitated to their duties.
11	Most facilities have standard equipment	12 in total	Yes

b) Some facilities in the Gauteng do not have an Xray machine however equipment from the adjacent mortuaries is utilised.

2. Yes, mortuaries have the necessary infrastructure to functional environment. Details are in table below.

Total Vehicles	Total staff at facilities
88	330

LIMPOPO PROVINCE

1.  

(a)Total Number of Mortuaries	(b) Necessary equipment as per standard requirements	(c)Total number of qualified Pathologists	(d) Are all staff trained /capacitated to their duties.
15	Most facilities have standard equipment	6 in total	Yes

b) Some facilities in the Limpopo are currently using a manual head saw it is envisaged that procurement of an electric head saw with extraction fan will improve the functioning of such facilities.

2. Yes, mortuaries have the necessary infrastructure to functional environment. There are also holding facilities where the human remains are only stored, and autopsies are conducted in another facility Details are in table 1 below.

Total Vehicles	Total staff at facilities
59	94

MPUMALANGA PROVINCE

 

(1)

(a)Total Number of Mortuaries	(b) Necessary equipment as per standard requirements	(c)Total number of qualified Pathologists	(d) Are all staff trained /capacitated to their duties.
21	Most facilities have standard equipment	1	Yes

b) Some facilities in Mpumalanga do not have an Xray machine, hydraulic lifting trolleys, autopsy head saw and foldable stretchers however equipment from the adjacent mortuaries is utilised.

(2) Yes, mortuaries have the necessary infrastructure to functional environment. Details are in table below. There are also holding facilities where the human remains are only stored, and autopsies are conducted in another facility.

Total Vehicles	Total staff at facilities
59	94

NORTHERN CAPE PROVINCE

(1)

(a)Total Number of Mortuaries	(b) Necessary equipment as per standard requirements	(c)Total number of qualified Pathologists	(d) Are all staff trained /capacitated to their duties.
11	Most facilities have standard equipment	1	Yes

(b) Some facilities in the Northern Cape do not have an Xray machine however one Xray machine has been incorporated in the construction plan for Frances Baard mortuary where Specialist/ Pathologist services are available

(2) Yes, mortuaries have the necessary infrastructure to functional environment. Details are in table below. There are also holding facilities where the human remains are only stored, and autopsies are conducted in another facility.

Total Vehicles	Total staff at facilities
27	53

The Northwest and Western Cape responses are still outstanding.

END.

Reply:

According to the KwaZulu Natal Provincial Department of Health, the response is as follows:

a) It was the professional nurses with a qualification as Advanced Midwives;

b) (i) A formal disciplinary process has been instituted against the involved staff members.

(ii) This was a full term baby born to a 16 year old mother. There was late booking to the antenatal clinic with 4 visits. The newborn was born with fetal distress. Other problems were that of jaundice and parenteral diarrhoea with neonatal sepsis. The cause of death was neonatal sepsis.

END.

Reply:

1. A deviation was sought from the National Treasury to deviate from normal procurement processes and embark on a single source for Court Recording Technology (CRT) and Sexual Offences System (SOS) maintenance and support services, on a month to month basis, for a period not exceeding twelve (12) months.

2. In line with the above approval, a service provider was appointed to provide CRT and SOS maintenance & support services, for a period of twelve (12) months, ending on 4 February 2023.

3. As a long-term solution, the Department is in a process of issuing a tender, through SITA, for the appointment of a service provider for a period of three (3) years or until such time that a new court recording solution has been procured and implemented. In this regard, the compilation of the bid specifications for the maintenance and support of the existing CRT and SOS system is underway.

Reply:

	PROVINCE	FIELD HOSPITAL	COMMENTS	Total Number per province
1.	Eastern Cape	Port Elizabeth VW field hospital	This facility was a conversion of a warehouse into a 3000 bed hospital donated by Volkswagen (VW manufacturer. Currently the facility is not in use.	1 Facility
2.	Free State	Intra-Health Care Facilities for Surge	Universitas converted the underground management parking to create a space for 110 beds. The ward has been repurposed for its intended services. House Idahlia was identified for 60 High Care Beds. The ward has been repurposed for its intended services. Pelonomi hospital was approved for 296 beds. The ward has been repurposed for other health care services. Bongani hospital Nurses was identified for 150 beds. The ward has been repurposed for other health care services. Itumeleng CHC was approved for 200 beds. The ward has been repurposed for other health care services. Field hospital in the Mangaung showground was erected but it has dismentled Manapo Hospital Hall was approved for 53 beds. The facility has been repurposed. Albert Nzula Hospital in Trompsburg was approved for 95 beds. The contract was cancelled and the ward has been repurposed for other health care services.	8 hospitals with
3.	Gauteng	NASREC Field hospital	500 beds was completed and commissioned, but never used and has been decommissioned	6 Facilities
		Anglo Gold Ashanti	Anglo Gold Field Ashanti Hospital has been decommissioned.
		Kopanong hospital	New 300 ICU Beds Hospital. Construction was only at 50% towards completion but it has been cancelled
		Chris Hani Baragwanath Hospital	New 500 ICU Beds Hospital was completed but not used as Covid facility and has been repurposed to accommodate a Dental Clinic.
		George Mukhari Hospital	New 300 ICU Beds Hospital. The facility is not completed and not functional.
		Jubille Hospital	New 300 ICU Beds Hospital was completed and opened.  It is functional, but not only for Covid cases.
4.	KZN	Royal Agricultural Showground, Ngwelezana, general Gizenga Mpanza Hospital and Clairewood field hospital	Royal Agricultural Showground. The field hospital in Pietermaritzburg has been decommissioned. Ngwelezane hospital has been approved the construction of 113 beds but has been decommissioned General Justice Ginzenga Mapanza was approved for 113 beds but it has been decommissioned. Clairewood hospital was allocated 226 beds for Covid cases. The facility not in use and the decommissioning was delayed due to an ongoing court case.	4 Facilities
5.	Limpopo	none	Limpopo has not built any field hospitals.
6.	Mpumalanga	none	Mpumalanga has not built any field hospitals
7.	Northern Cape	none	Northern Cape has not built any field hospitals
8.	North West	None	In NW province there is no new facility that was built. The province acquired additional beds from two mines and 1 private supplier that were not used beforehand and they are:   1. Wesvaal hospital: 150 beds of the 250 were operationalised for Covid-19. Currently repurposed to host Ex-miners Occupational Disease clinic.   2. Maseve hospital: 182 beds operationalised for Covid-19. The facility has been handed over back to the mine.   3. DuffScott hospital: 100 beds procured for covid-19. Contract was terminated when covid numbers went down.	3 Facilities
9.	Western Cape		CTICC (CoCT) decommissioned in 2020 Brackengate (CoCT) converted to an intermediate care facility Thusong centre (CoCT) decommissioned in 2020 Harry Comay (George), part of the hospital, converted to an intermediate care facility Sonstraal (Paarl) part of the hospital, converted to an intermediate care facility	5 Facilities

END.

Reply:

The Department is still awaiting response from the South African Football Association. The Department is following up with SAFA.

Reply:

1. The surplus funds in the President’s Fund will be applied in line with the Truth and Reconciliation Commission (TRC) Parliament’s recommendations by granting reparations to victims in respect of final reparation in the form of:

a) A once-off grant of R30 000.00;

b) Symbols and monuments;

c) Medical benefits and other forms of social assistance; and

d) Community rehabilitation.

In respect of the once-off grant of R30 000.00, of the 21 676 persons identified as victims by the TRC, 17 422 applied and were paid the R30 000.00 grant. The surplus of the fund will be used to pay the outstanding 4 254 when they apply for the once off grant.

With symbols and monuments, of the 477 TRC identified missing persons, families of the outstanding 304 will, when the remains are found, be paid from the President’s Fund, amongst others: travel and subsistence allowances to attend exhumations, cleansing ceremony, hand-over ceremony, once-off grant for the reburial of the remains of deceased victims or symbolic burial of deceased victims, allowance to purchase an animal to be slaughtered for the purposes of a cleansing ceremony, the provision of a coffin under certain circumstances and funeral items and accessories.

Regarding medical benefits and other forms of social assistance, the provision of reparation to victims in respect of Basic Education will be paid from the President’s Fund for the period of application of thirteen (13) years starting at the beginning of 2023 to qualifying TRC identified victims, their relatives and dependents in respect of Grade R, general and further education.

The assistance covers, amongst other things, a maximum amount in respect of school fees, boarding fees, personal care allowance, psychological support, supplementary learning and teaching support material, digital device, uniform and transport allowance.

The Higher Education and Training regulations which came into effect in 2014 ending 2022 provides for payment of education assistance reparation from the President Fund to qualifying TRC identified victims, their relatives and dependents in respect of adult education and training; further education and training, higher education and skills development.

The assistance covers amongst other things, registration fees, boarding allowance, textbook allowance, transport allowance, meal allowance, once-off allowance to purchase a device, and financial assistance to students with disabilities in respect of assistive devices and human support.

A similar set of regulations is envisaged to be implemented from 2023. A draft set of Higher Education and Training regulations has been prepared and is awaiting internal process to be finalized for submission to the Minister for forward submission to the President for promulgation.

The surplus funds will also be applied for housing reparation assistance when the draft housing regulations which are to go out for public comments have been finalised.

In respect of medical benefits, the Department has agreed with the Department of Health that the National Health Act will be amended to include TRC identified victims and their relatives and dependents in the categories of persons who are eligible for free health services at public health establishments and the Department will make provision in the draft Regulations for special health services not rendered by public health establishments to be paid from the President’s Fund.

Regarding the usage of the surplus funds in respect of the rehabilitation of communities, the Department has been in consultation with some of the TRC referred communities for rehabilitation and with the approval of the draft regulations on community rehabilitation the fund will be used to implement the community consulted rehabilitation interventions.

2. Section 42(2) of the Promotion of National Unity and Reconciliation Act, (Act No. 34 of 1995), provides that “there shall be paid from the fund all amounts payable to victims by way of reparation in terms of regulations made by the President”.

Thus, the funds in the President’s Fund can only be used to directly benefit TRC identified victims in line with approved regulations.

The Regulations that are already promulgated are:

a) Reparation to Victims (R30 000.00 grant);

b) Exhumations, Reburial or Symbolic Burial of Deceased Victims;

c) Regulations relating to Assistance to Victims in respect of Basic Education; and

d) Regulations relating to Assistance to Victims in respect of Higher Education and Training.

The following are the Regulations that are outstanding:

a) Housing assistance;

b) Medical benefits; and

c) Regulations relating to Community Rehabilitation.

END

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The Auditor-General’s report does not paint a picture of a glaringly deteriorating state of local government audit outcomes between the 2016/17 to 2020/21 financial years. The most recent “Consolidated General Report on Local Government Audit Outcomes” reflects improvement on unqualified audit opinions. In 2019/20, 128 municipalities obtained unqualified audit opinions for both unqualified audit opinions with no findings and with findings, and in 2020/21, 141 municipalities obtained unqualified audit opinions for both unqualified with no findings and with findings. We may not have moved leaps and bounds, but steadily we are making progress toward improving the audit opinion outcomes by the Auditor-General.

1. Political parties must send ethical leaders to municipalities, the ethical leadership at both political and administration is critical in stabilization of municipalities. The local government audit outcomes and CoGTA’s State of Local Government report confirms the correlation between failures in governance as a main driver for poor performance and undesired audit outcomes. To address the challenges, the Municipal Support and Intervention Plans (MSIPs) Framework has been developed by CoGTA, Provinces, SALGA and National Treasury to provide guidance on the development, implementation and the monitoring of the MSIPs. 

On the 20th September 2022, the Minister will be launching the Local Government Anti-Corruption Forum and the Local Government Ethical Leadership Initiative in collaboration with key stakeholders. The Local Government Ethical Leadership Initiative project aims to facilitate a national dialogue on ethical leadership in municipalities, culminating in the development of a Code for Ethical Governance for municipalities that sets out the principles and practices for ethical governance and leadership in local government.

1. The stability of municipal administrations is an important component both in building capacity and in creating a conducive environment. To strengthen institutional capacity, the Minister promulgated the Local Government: Municipal Staff Regulations which regulations prescribe minimum competency requirements for staff below senior management. This should be viewed as a game changer in the professionalization of local government. The Department also intends rolling out the prototype staff establishment project in municipalities to address challenges in the organograms of municipalities.

The Department has, through the Municipal Infrastructure Support Agent (MISA), placed civil and electrical engineers in all provinces to assist municipalities in planning and executing of infrastructure projects. The focus of these engineers is on poor performing municipalities and those that lack technical capacity to deal with service delivery.

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(1) There are no members of the South African National Defence Force who are on extended leave and/or suspension who have been offered the Mobility Exit Mechanism (MEM).


MS.T.R.MODISE

MINISTER OF DEFENCE AND MILITARY VETERANS: MP

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1. I have not attended any such a meeting.
2. (a) and (b) not applicable.

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1. The Department continue to mainstream youth employment in the various sectors. In this case, the Department developed the Monitoring and Evaluation Framework for the National Youth Policy 2020-2030, to track implementation of policy priorities, including Economic Development, Job Creation, and Entrepreneurship. As a government, we announced the Presidential Youth Employment Intervention, which is a comprehensive response to the youth unemployment challenge. We have also launched the Presidential Employment Stimulus, which supports public and social employment, and which has created close on 880,000 job opportunities since it was established. A flagship programme of the employment stimulus is the school assistants’ programme, which has placed 287,000 young people in schools across the country. These young people are accessing meaningful employment opportunities, such as being Assistant Teachers who support teachers by contributing to positive learning outcomes in our schools. Government has also launched the Future of Work Ambassadors programme. This programme focuses on improving and modernising the recruitment and retention of youth in the public service. Government is pursuing innovative new ways of linking learning with earning. The National Skills Fund is pioneering the pay-for-performance skills development model that will create 8,000 job opportunities for young people in digital skills. Additionally, the National Youth Service is being expanded to inculcate in all young people a sense of service and opportunities to learn and earn a stipend. Under the auspices of the Department and the National Youth Development Agency (NYDA) it has already recruited 35 000 young people with a target of 50 000. Lastly, the National Youth Development Agency, working with other partners, continues to provide young entrepreneurs with the capital, capacity and networks to grow their businesses. In the past financial year, 7,500 young people have received financial enterprise support and over 30,000 young people have received other enterprise support from the National Youth Development Agency and the Department of Small Business Development.

1. Statistics South Africa (StatsSA) is a government department that derives its mandate from the Statistics Act (Act No. 6 of 1999). StatsSA collects and process data on persons and companies for statistical purposes. Its vision is to improve lives through data ecosystems. As a Department, the work done by Stats SA ensures that there is evidence-based planning and targeted interventions. The Department continue to monitor the youth unemployment rate for both the 15 and 24 year olds and 25 to 34 year olds as measured by Stats SA.

___________________________

Approved by Minister

Ms M Nkoana-Mashabane, MP

Date:

Additional Information:

Youth unemployment is a national crisis that demands urgent, innovative and coordinated solutions. The Presidential Youth Employment Intervention is a direct response to the challenge that too many young people are not transitioning from learning to earning. Of the 1.2 million young people entering the labour market each year, more than 65% remain outside of employment, education and training. Those young people who do manage to access opportunities tend to zigzag on often broken pathways, falling in and out of education and short-term work so that they are unable to realise their potential and get a foothold in the economy.

The Presidential Youth Employment Intervention is government’s plan to address this challenge. It is designed to effectively transition young people into the labour market, aiming to significantly reduce the high rate of youth unemployment. It is intended to coordinate, enhance, and scale up existing programmes across government and through close partnerships with the private sector. Bringing together a wide range of partners within and beyond government, it is the largest and most comprehensive plan to address youth employment in South Africa’s democratic history.

To pursue this objective and to unlock the energy and potential of young people, we are implementing five priority actions to catalyse long-term change, the National Youth Development Agency (NYDA) working in collaboration with the Department of Employment and Labour (DEL) and the Harambee Youth Employment Accelerator as well as a range of other stakeholders have developed the SAYouth.Mobi Platform as the National Pathway Management Network. The Pathway Management Network, recognising the barriers that young people face in entering the labour market, allows for greater alignment between the different networks and systems that exist so as to ensure that regardless of where young people enter the network they are visible across the Pathway Management Network and have access to a shared set of opportunities as well as services and resources available from government as well as other social partners. It further allows young people to build a profile and be kept update and connected to opportunities which match their profile on an ongoing basis. Partners can recruit talent and overcome their own hiring challenges by utilising the National Pathway Management Network. The SA Youth Platform has the following objectives:

1. Create More Jobs and Opportunities for Youth in the Formal, Informal and Social Economy. Identifying and aggregating jobs and work experiences is the most critical function. This will happen through sector-based approaches (e.g., Masterplans processes and working with business associations), government hiring opportunities (e.g., Stimulus programmes), private sector jobs, as well as entrepreneurship, community, township and village opportunities.

2. Drive System Change that address barriers and supports Inclusive Hiring and Reduced Unemployment. Identify and advocate for policy, regulatory, and other changes that will improve the outcomes of the entire system, including changes like reducing data costs (zero rating of SA Youth by all network operators), reduce barriers like shifting qualifications requirements to be market-related, and inform incentive schemes to promote youth employment

3. Link Youth to Opportunities and to Support – Inclusively and For Free. It connects young people to different platforms in the network where they can build their profiles, receive nudges to jobs, work experiences and income-generating programmes, encouragement, work-seeker support, learning, and opportunities (e.g. SA Youth, mapping of services).

Some Statistics

The Presidential Youth Employment is a comprehensive response to the youth unemployment challenge. We have also launched the Presidential Employment Stimulus, which supports public and social employment, and which has created close on 880,000 job opportunities since it was established.

A flagship programme of the employment stimulus is the Teacher Assistants programme, which has placed 287,000 young people in schools across the country. These young people are accessing meaningful employment while supporting teachers and contributing to positive learning outcomes in our schools.

The latest programme to be launched through the employment stimulus is the Social Employment Fund. It has begun to recruit 50,000 participants in community safety, food and nutrition, digital inclusion, and sports, arts and recreation.

We have just launched a new dashboard for the Presidential Youth Employment Intervention on the State of the Nation website. Members of the public are now able to track detailed progress with implementation and receive up-to-date information about the intervention.

Our National Pathway Management Network, which links young people to opportunities for earning, learning and support, has now signed up 2.4 million users. Over the last year, it has placed more than 600,000 young people.

As part of government’s commitment to remove the barriers that young people confront when trying to enter the public service, we are reducing the cost and effort of applying for positions. For example, applicants for public service positions are no longer required to submit certified copies of their educational qualifications and other relevant documents. This simple change will significantly reduce the cost of applying, improve turnaround times and reduce the administrative burden on departments.

Government has launched the Future of Work Ambassadors programme. This programme will focus on improving and modernising the recruitment and retention of youth in the public service.

We are pursuing innovative new ways of linking learning with earning. For example, the National Skills Fund is pioneering the pay-for-performance skills development model that will create 8,000 job opportunities for young people in digital skills.

We look to the National Youth Service to inculcate in all young people the habits of work, the taste for adventure and a sense of duty. Under the auspices of the Department and NYDA it has already recruited 35 000 young people with a target of 50 000.

The Youth Employment Service – known as YES – has reached key milestones over the last year. its partnerships with the private sector, YES has created nearly 82,000 quality work opportunities for young South Africans. This has injected over R4.6 billion into the economy through salaries alone. Corporate partners use the Youth Employment Service to build their own workforces by creating work experiences for youth in industries of the future. These include industries such digital, drones, green economy, urban farming, mining, global business services, creative industries and many more.

The young people of South Africa are imbued with a great entrepreneurial spirit and energy. The Department of Trade, Industry and Competition, for example, is establishing a fund that will support an enabling ecosystem for young people to enter and sustain forms of enterprise and self-employment.

We will continue to provide young entrepreneurs with the capital and networks to grow their start-up businesses. In the past financial year, 7,500 young people have received financial enterprise support and over 30,000 young people have received other enterprise support from the National Youth Development Agency and the Department of Small Business Development.

We have adopted the National Youth Policy and the Integrated Youth Development Strategy, which directs every arm of government to respond to the needs of young people.

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No, I have not assessed the viability of assigning any statutory power and/or function to members of Provincial Executive Councils and/or Municipal Councils in terms of section 99 of the Constitution of the Republic of South Africa, 1996.

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1. (a) During the period of the 6th Parliament until 2 September 2022, the Minister received about 489 Parliamentary questions from the National Assembly of which (i) around 439 were for written reply and (ii) roughly 50 were for oral reply; (b) approximately 163 written reply, and about 6 oral reply and (c) around 169 of the parliamentary questions posed to the Department relate to service delivery matters in municipalities. The responses are solicited from the respective municipalities and provincial government departments.

2. There were no municipalities that refused to provide answers to parliamentary questions received, however some responses were not within the 10 working days timeframe as per Parliamentary prescripts.

3. Not applicable.

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1. All employees of the department have been called back to office and there are none that are working from home.
2. N/A

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1. Yes, there are improvements in the performance of some municipalities mentioned that are placed under administration, particularly the Amahlathi and Walter Sisulu Local Municipalities as follows:

Amahlathi Local Municipality

In Amahlathi, a functional Audit Committee was established, the financial delegations were instituted, negotiations with creditors were undertaken, a financial turnaround-plan was adopted by the Municipal Council, improved legislative compliance was registered in that the annual report and financial statements were prepared and submitted, and meetings were held according to the schedule of ordinary Municipal Council meetings. As a result, there have been improvements in the Audit Outcomes from qualified audit opinion in 2018/19 to unqualified audit opinion in 2019/20 and 2020/21financial years.

Walter Sisulu Local Municipality

In Walter Sisulu, the improvements noted included the filling of critical vacancies such as the Municipal Manager, the Chief Financial Officer, and General Manager: Corporate Services. There have been improvements in the functionality of the human resource component, the supply chain management policy was developed and implemented for the running of the procurement management processes. Regrettably these improvements did not translate into an improved audit outcome, albeit work continues to improve the audit opinion obtained.

Enoch Mgijima Local Municipality

The Eastern Cape Provincial Executive in August 2018 placed Enoch Mgijima Local Municipality under administration in terms of Section 139 (1)(b) and (5) of the Constitution. The intervention did not yield any positive results, particularly as it related to the implementation of the Financial Recovery Plan.

Cabinet invoked section 139(7) of the Constitution, read with section 150 of the Municipal Finance Management Act, 2003, wherein Cabinet imposed a Financial Recovery Plan (FRP) and assumed the responsibility for the implementation thereof.

A National Cabinet Representative was appointed to lead the intervention with a team of specialists in April 2022. To compliment efforts by the National Treasury, the Minister of COGTA appointed a Task Team to support the efforts of the NCR. It is still early to tell if there are any improvements yet as work is ongoing and may take time to address all issues of concern.

 

Raymond Mhlaba and Dr Beyers Naude Local Municipalities

Contrary to the view of the Honorable Member, the Raymond Mhlaba and Dr Beyers Naude Local Municipalities were never placed under administration.

1. No, the department has no intention of putting more municipalities under administration. The responsibility to intervene in a Municipality is vested with the Provincial Government in terms of section 139 (1) – (5). It is only when the provincial government fails to intervene in such a dysfunctional Municipality or when such intervention yields no tangible results, that the national government would consider putting such a municipality under national intervention in terms of Section 139(7) of the Constitution.

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1. Public Sector positions inside government are filled by units, branches, divisions and departments created or established to do just that.

2. Appointments to public sector positions are done by those who have to perform those duties using prescripts that govern that space.

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I received communication which had information on a forensic investigation conducted at the Umuziwabantu Local Municipality and I responded by referring the matter to the Kwa-Zulu Natal Province. I have not received the final forensic report and its findings. I have since requested that the uMuziwabantu Local Municipality shares a copy of the report with the Department, which report I will submit to Parliament once I have received same.

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1. and (2): I have not attended a meeting outside the structures of the Government to determine the deployment of personnel in public sector positions.