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

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(1)(a)(i) The Department of Home Affairs is currently not having any employee working from home.

(ii) Not Applicable;

(iii) Not Applicable;

(b) Not Applicable; and

(2) Not Applicable

END

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It is unlikely that Sasria will request another capital injection in the short term (two years) subject to claims due to perils insured by SASRIA not exceeding a loss ratio of 58% over that period and the reinsurance arrangements remaining the same. Therefore, in the event that an event similar to one of July 2021 occurs in addition to a loss ratio of 58%, SASRIA may need capital injections of approximately R100 million for a loss of R5 billion, R2,7 billion for a loss of R10 billion and R8,4 billion for a loss of R15 billion. This excludes any assistance that SASRIA might require to provide large corporates with an additional cover of R1 billion over and above the current limit of R500 million. SASRIA had to withdraw from providing this additional R1 billion cover due to expensive reinsurance costs that made it commercially unsustainable to give this cover. Treasury and SASRIA are working hard to find solutions to this matter as it is key to unlock further investment in infrastructure by the Private Sector.

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1. According to the information obtained from the Department of Human Settlements:

(i) Deputy Director-General: Chief Financial Officer was appointed on 1 February 2016 from Ekurhuleni Metropolitan Municipality with the retention of her conditions of service (was on the last notch of salary level 15 in 2015 before the appointment at the Department of Human Settlements).

(ii) Deputy Director-Generals: Strategy and Planning is earning a salary at level 16 because he was transferred from the Ekurhuleni Metropolitan Municipality with the retention of his conditions of service (was on almost notch 8 of salary level 16 in 2015).

(b) On what dates were they appointed at the specified salary level?

(i) Deputy Director-General: Chief Financial Officer translated into 1st notch of salary level 16 on 1 March 2017.

(ii) Deputy Director-Generals: Strategy and Planning on 1 April 2015.

2. According to the information obtained from the Department of International Relations and Cooperation:

The Director earning at salary level 15 was appointed as the Head of Mission to Havana, Cuba on 13 February 2003, with a salary approved by the Acting Director-General to be at Director level, with a personal notch of level 15. Subsequently the Ambassador was appointed to serve as Head of Mission in Bucharest, Romania in June 2013 and currently as an Ambassador serving at the mission in Windhoek, Namibia, still remunerated at the level of Director, with a personal notch of level 15.

3. 31 December 2022.

End

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The Directorate for Priority Crime Investigation (DPCI) is still busy with the criminal investigation and once such investigation is finalised, it will be taken to the National Prosecuting Authority (NPA) for a decision whether to prosecute anyone or not.

Reply to question 2467 recommended

GENERAL NATIONAL COMMISSIONER: SOUTH AFRICAN POLICE SERVICE
SF MASEMOLA
Date: 07-09-2022

Reply to question 2467 approved

MINISTER OF POLICE
GENERAL BH CELE, MP
Date: 11/09/2022

Reply:

1. The dates on which each of the Chief Directors, currently earning a salary at salary level 15, were appointed on this salary level at the (a) national and (b) provincial level are indicated in the table below:

Dates on which each of the Chief Directors earning a salary at salary level 15 were appointed on that level
as on 28 February 2022
Province	Department	Component	Job title	Event date
Eastern Cape	Education		Chief Director: Financial Management Services	2021-10-01
Free State	Office of the Premier		Chief Director	2006-01-01
Gauteng	Human Settlements		Chief Director	2013-12-01
	Office of the Premier		Chief Director	2010-08-01
				2014-04-01
	Provincial Treasury	Infrastructure Financing Agency	Chief Director	2013-09-01
			Chief Director: Project Finance	2016-11-01
		Provincial Treasury	Chief Director	2000-11-01
KwaZulu-Natal	Finance		Chief Director: Municipal Finance	2010-12-01
	Public Works		Chief Director: Corporate Services	2003-05-01
Limpopo	Economic Development, Environment and Tourism		Chief Director: Commercial Operation	2017-06-01
National	Agriculture, Land Reform and Rural Development		Chief Director: Monitoring & Evaluation	2009-12-01
			Chief Director: National Rural Youth Service Corps	2010-12-01
			Chief Director: Policy Research	2012-04-01
	Basic Education		CD: Strategic Planning Research & Co-Ordination	2011-10-01
	Environment, Forestry and Fisheries		Chief Director L14	2008-04-01
				2012-01-01
				2012-04-01
	Government Communication and Information System		Chief Director: Content And Writing	2009-04-01
			Chief Director: Entity Oversight	2015-07-01
			Chief Director: Provincial And Local Liaison	2013-03-01
	Health		CD: CCOD & Occupational Health	2014-12-19
			Chief Director	2010-04-01
	Mineral Resources and Energy		Chief Director: Economic Growth & Global Relations	2014-06-11
	National Treasury	Government Technical Advisory Centre	Chief Director: Financial Management	2008-12-01
			Chief Director: Transaction Advisory Services	2007-09-01
		National Treasury	Chief Director: Legal Tax Design	2014-05-01
			Chief Director: Legislation	2008-07-01
			Chief Director: Regulatory Impact Assessment	2005-11-01
			Chief Director: Tax Specialist	2009-01-26
			Chief Director: Technical Support Services	2013-09-01
			Chief Director: Information Technology	2012-02-01
			Chief Director: Legal Services	2012-04-01
	Planning, Monitoring and Evaluation		Chief Director: Education & Skills	2010-08-01
			Chief Director: Frontline Monitoring & Support	2016-12-01
			Chief Director: Health	2013-04-01
			Chief Director: Social Cohesion Protection & Gender	2011-04-01
	Public Service and Administration		Chief Director: Human Resource Development.	2012-12-01
	Statistics South Africa		Chief Director: Price Statistics	2012-05-01
			Chief Director: Programme Office	2002-05-01
	Trade, Industry and Competition		Cd: Investment Promotion & Facilitation	2015-04-01
			Chief Director: Consumer And Corporate Regulation	2014-05-01
Western Cape	Transport and Public Works		Chief Director	2001-02-01
Data source: PERSAL

2. The reason why the KwaZulu Natal Department of Health is paying the Chief Director: IDMTS on salary level 16 is because an offer of employment was made to him, by the Development Bank of South Africa, on a salary package which fell within salary level 16 in the Public Service. In order to retain his services, a counter-offer was made by the department on the nearest higher salary package compared to the offer received.

The Chief Director in the Gauteng Department of Economic Development, paid on salary level 16, was appointed as the Chief Executive Officer (CEO) of the Cradle of Humankind World Heritage Site and Dinokeng Projects on 1 January 2022. This was done in accordance with the approved organisational and salary structure below:

3. The appointments of heads of departments on salary level 15 and others on salary level 16 is based on the service delivery model of the departments. Furthermore, the size of the departments is also taken into consideration, including client group, geographical distribution and the availability of funds within the Department. As a result, the upgrading of the Head of the Department leads to the upgrading of the lower level posts including the performer level and such leads to an increase in the compensation of employees (CoE), hence the differences of salary levels.

4. According to the information submitted by the Department of Cooperative Governance:

4.1 The Chief Executive Officer in the National Department of Cooperative Governance is the Head of the Municipal Infrastructure Support Agency (MISA), which is a government component of the department established in terms of section 7A of the Public Service Act, 1994. The CEO is the accounting officer of the component as contemplated in section 36 of the Public Finance Management Act, 1999 (PFMA) and thus has all the responsibilities that accounting officers of departments have in accordance with the PFMA. The job of the Head/CEO of MISA was graded by the DPSA at salary level 16, which is comparative to that of a Director-General and it was concurred by the MPSA on 28 March 2012.

4.2 The Chief Technology Officer was appointed on a one-year contract additional to the establishment to develop and lead the implementation of the Departmental Corporate Governance of ICT Strategy and to transfer the necessary skills to the Department. Although the incumbent’s income in the private sector was significantly higher than what is available in the public sector, he agreed to the maximum notch of salary level 16 for the duration of the one-year contract. He will return to the private sector at the conclusion of the contract.

End

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a) The rationale for the email solution is to try to work the two-year backlog downwards without troubling over around 40 000 clients to come to offices at once whilst the capacity can only take a limited number. It must be noted that the offices were closed for a period of two years due to disaster regulations and over this period no new asylum applications were processed. This booking solution was in place before the state of disaster, only difference is that clients would have travelled to office to get the future appointment, as launched in 2017 as the ABT (Automated Booking Terminals). The email solution serves to limit large crowds to offices that can lead to overcrowdings and stampedes.

On 25 January 2022, at the High Level Bilateral engagement between Minister and UNHCR Assistant High Commissioner for Protection, it was further agreed that the Department should develop a solution for new asylum applicants to deal with the COVID disaster induced backlog for new asylum applications. This email solution was developed and deployed on 03 May 2022. It was initially suggested by UNHCR, as the custodians of international protection, during the lockdown period and was immediately developed and rolled out for existing clients who wished to extend existing permits. Civil Society and UNHCR have also been advised to assist clients through this booking solution.

(b) The solution was deployed as a compliance with the State of Disaster Regulations. It now works as a mechanism to ensure control and order during the recovery period of these services. It is the same mechanism that was utilised before the state of disaster where the Department cannot assist everyone in the form of the ABT (Automated Booking Terminal) that was launched and deployed in 2017. The deference is that the ABT expect clients to travel to the office to make a future booking whilst email brings services at their comfort. The ABT solution was challenged in the Qheberha High Court in 2019. The High Court judgement does concur with the Department that where resources and demand do not match the Department should utilise a booking solution that does not expose clients.

(c) There is a total of 9057 booked for future dates. There are 31 973 emails not yet processed which includes duplicates, unrelated requests/queries and incomplete requests.

Given the backlog estimates built over the past two years, the department is embarking on strategies to recover full services in manner that reduces the possibility of overcrowding in this area that include;

• Continuation of the online solutions to manage the volumes of clients visiting offices versus capacity.

• Increase capacity at offices with limited capacity

• Prioritize the reopening of CTRRO to new comers

• Utilize overtime in particular on critical areas like new comer adjudication

(d) 131 190 remain to be finalised at the level of appeal.

(e) The Refugee Reception Centers were opened to all services on 03 May 2022, except for newcomers in Cape Town where the Department is still finalising renovations of the new office. The offices are attending to clients through appointments. Clients who walk-in without appointment, where capacity allows, are also attended to over and above scheduled appointments.

The Department is also finalising the recovery strategy which includes fast-tracking recruitment of additional staff, working overtime and the re-opening of the Cape Town Refugee Center. These processes, once concluded, will assist in eradicating the backlog that was created by the closure.

(f)(i) 17 455 received as at 31 May 2022, including duplicates.

(f)(ii) 1860 have been booked as at 31 May 2022.

(g) The waiting period varies at each Center given the capacity disparities and language interpretation requirements. The Department in this regard is increasing capacity in offices like Durban and Qheberha in order to meet the demand. Waiting periods are as follows:

Desmond Tutu: One to two months

Musina: Slots available instantly

Qheberha: One month to twelve months (with only two RSDOs processing newcomers and the Department is currently recruiting an additional 12 RSDOs and a Centre Manager)

Durban: One to fourteen months (the office has introduced additional recent slots and clients are encouraged to rebook for earlier dates)

END

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According to the information received from Transnet

Transnet Freight Rail (TFR) has ramped up maintenance on the North Corridor to daily maintenance (with up to 26 planned maintenance occupations daily). Major maintenance activities were conducted during the annual shutdown that took place in July this year. Given the increased focus on maintenance on the corridor, TFR lifted 16 temporary speed restrictions (TSR) on the main line; 2 prior to the annual shutdown and 14 during the annual shut. Some 36km of rail and 20 000 sleepers were replaced during the shutdown to improve the reliability of the network and reduce the probability of derailments.

A significant amount of work has been undertaken internally to improve procurement timeframes for key contracts that have been the significant cause for delays in the past.

The finalization of major bulk materials and on-track machine contracts (allowing Transnet to assess and restore the line) has led to faster and more efficient resolution of historical maintenance and new maintenance issues as they arise.

Transnet will shortly commence with a process to acquire new locomotives to address the shortage of rolling stock and improve volumes and associated revenue for the business. The company and CRRC E-Loco (Pty) Ltd (“E-loco”) have reached an in-principal agreement towards the resolution of all current legal disputes between the two companies. This will allow TFR to access spare parts and components needed to bring back to service 53 Class 20E and 67 Class 21E locomotives, which have been standing idle as a result of the inability to access the required spares and components. Furthermore, this agreement enables TFR to continue procuring new locomotives from E-Loco.

To curb cable theft, which reached 1560km in 21/22, TFR is a member of the recently established Essential Infrastructure Task Unit by the Police Commissioner within all provinces. Freight Rail also chairs the Infrastructure Crime Forum (ICF) which is a forum that enables collaboration with other SOCs, and other industries impacted by theft of ferrous and non-ferrous metals. In addition, TFR has established multidisciplinary joint operation initiatives with law enforcement agencies (SAPS) to address the rising crime.

Transnet security officers have been granted peace officer status. As such, they will be entitled to; search premises, facilities, and persons; effect arrests; complete dockets to ensure suspects are correctly charged; assist with basic investigations; assist with prosecutions and act as visible deterrents in areas of responsibility. This initiative will lead to an improved security response and increased law enforcement to protect the economically essential railway infrastructure and equipment.

TFR has also established customer partnerships where Coal Customers have provided 89 additional Task teams and 35 Drones for the coal line. The security initiatives have resulted in a decrease in security incidents on the export coal line.

 

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According to the information received from Alexkor

1. (a) The person concerned resigned after accepting a job offer elsewhere; (b) The SIU report has not been completed and the Gobodo Forensic Service Report does not implicate the previous Chief Executive Officer of Alexkor;(c) No charges were filed against him as there were no recommendations to take such actions in the Gobodo Forensic Services Report; and (d) No hearing is scheduled yet.

2. The Hon Member should clarify what report is being referred to as the SIU report has not been completed and the Gobodo Forensic Service report does not implicate the person in question.

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• Mining legislative framework and policies amongst others requires that mining companies must have 60% of Historically Disadvantaged Persons (HDP’s) and 25% women representatives on Senior Management Level in order to redress the imbalances of the past.
• The law does not categorise the Historically Disadvantaged South Africans in terms of their local place of origin within South Africa in as far as Employment Equity targets are concerned. Mining companies are however encouraged to be sensitive to the needs of immediate communities when it comes to job opportunities.
• As of 9th June 2021, Senior Management of Tronox was at 100% HDP’s and 40% thereof was occupied by women.

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(1) (a) I have been informed by the Department that the total amount spent in Hout Bay as part of the Small Harbours Unit repair and maintenance initiative was R89.87 million.

(b) Details of the expenditure is as follows:

(i) The marine infrastructure upgrades included removal of sunken vessels, dredging of harbour basins, repairs to slipways, shore crane replacements and electrical kiosks to jetties and quays which equated to R57.88 million.

(ii) The land infrastructure upgrades included fencing of the harbour precinct, new harbour masters office, a new compliance building, new ablution facilities, upgraded fish flecking area, new guard houses, entrance control, internal fencing, CCTV and security apparatus which equated to R31.99 million

(2) Yes, plans are in place for the further development of Hout Bay Harbour in line with the Department’s Spatial and Economic Development Frameworks (SEDFs).

The SEDF allows for the phased development of Hout Bay Harbour with the aforementioned works completed under question 1 comprising of Phase 0 and a portion of Phase 1 of the SEDF. The outer phases i.e. Phase 1-3 comprise of the further development of Hout Bay Harbour by developing economic specific precincts in the harbour and include new multi-use buildings, marine support services, reconfiguring and adding of marine infrastructure, small-scale fishing facilities, harbour administration facilities and bulk infrastructure upgrades.

(3) There are 34 tenants currently occupying premises within Hout Bay Harbour.

(4) (a) There are 30 tenants currently on month to-month leases.

(b) There are 4 leases with remaining terms as per the below table:

No.	Property description	Contract lease start date	Contract Lease end date	Lease period	Remaining term
1	Lot 82	1 November 2001	31 October 2026	25 years	4 years and 2 months.
2	Lot 30A	1 July 1993	31 May 2030	26 years and 11 months.	7 years and 9 months.
3	Lot 13A	1 July 2004	30 June 2024	20 years	1 year and 10 months.
4	Lot 66A	1 December 2021	30 November 2026	5 years	4 years and 3 months

Reply:

The Minister of Public Works and Infrastructure:

I have been informed by the Department that Somerset West Community Corrections reports to or falls under Drakenstein Correctional Management, Franschoek Area and not the Department of Public Works and Infrastructure.

Reply:

Several operations have been conducted jointly by the South Africa Police Services with officials of the Department. The South African police service is to launch the Economic Infrastructure Task Team (EITT), whose primary objective is to address the scourge of crimes within the non-ferrous metals, essential infrastructure, critical infrastructure, extortion, and illegal mining environments due to the negative impact these crimes have on the economy, security and growth of the country and society at large.

Reply:

1. I have not attended any outside meeting of the type described in the question;

2. I have not had any meeting to discuss these matters outside my department.

Reply:

1. I have never attended a meeting outside the structures of the Government to determine the deployment of personnel in public sector positions.

2. None of the appointments to public sector positions were discussed and determined during my appearance at any forum that is private and external to the structures of Government. Appointments to public sector positions are dealt with in terms of the Public Service Act, Public Service Regulations and where applicable the SMS Handbook.

_________________________

Approved by Minister

Ms M Nkoana-Mashabane, MP

Date _____________________

Reply:

The data and research that was relied on to compile the critical skills list, in particular as it pertains to architects, economists, chemists and tax professionals can be found in the 2022 Technical Report on The Finalisation of the Critical Skills List. The Report is available online at www.dhet.gov.za

END

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The Minister of Public Works and Infrastructure:

1)

(a) I have been informed that the Department has recalled all employees to function at 100% capacity to the office

(i) there are no employees currently working from home

(ii) no special permission was granted after the Departmental Circular 215 of 2022 based on DPSA Circular of 38 of 2022 Repeal of Regulations relating to the surveillance and control of Notifiable Medical Conditions

(iii) and (b) Fall away.

2) N/A

Reply:

The Minister of Public Works and Infrastructure

(1)

(a) I have been informed by the Department that due to challenges in addressing the maintenance and delays experienced by User Departments, especially in the ambit of Repairs, Refurbishment, Renovations and Replacements, certain maintenance functions were devolved to the User Department.

(b) Within the maintenance type, there is preventive maintenance, which comprises of interval or time-based approaches and condition-based, through inspections, testing and monitoring. The maintenance actions are servicing and maintenance actions. Within corrective maintenance, when there is a breakdown or failure, there will be a planned or emergency maintenance approach through repairs based on the condition and criticality of the assets. Minor non-technical or building maintenance was devolved to User Departments.

(c) The current interim increase in devolution, is R1 million per incident.

(d) Section 17(3) (a), of the Government Immovable Asset Management Act, IV read in conjunction with subsections 17(1) and 17(2) allows for the delegation of any powers or duties entrusted to the Minister, to any official in the employ of another organ of state and delegation of the accounting officer of a custodian or user may, in writing, delegate any powers or duties entrusted to him or her to any official in the employ of that custodian or user.

• • • Section 17(3)(a) the delegation as referred to in subsection (1) or (2) is subject to any limitations or conditions that the Minister or Accounting Officer may impose.

• • • As such there is an interim increase in delegation for Day-to-Day Maintenance for specific building works following written confirmation from the User Department. The conditions are:

• • • • The work to be carried out is absolutely necessary and is in aid of service delivery;

• • • • The User Department has the technical capacity and competency to carry out the Day-to-Day Maintenance for specific building works up to R 1 million;

• • • • DPWI will be indemnified from any work carried out by the User Department;

• • • • The User Department understands and will ensure that there will be a clear segregation of Opex and Capex work to ensure that there is compliance with all related prescripts

• • • • Review and revision of the service level agreement to accommodate this request between DPWI and the User Department.

Reply:

(1)(a)(i) No employees work from home; all are obliged to perform their duties from their traditional workstations. There may be exceptions where employees are required to perform such duties at other places of work than the departmental facilities.

(ii) Not applicable.

(iii) Not applicable.

(b) Not applicable.

(2) Not applicable.

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Approved by Minister

Ms M Nkoana-Mashabane, MP

Date _____________________

Reply:

(a) (i) A Department and Ministry incur expenditure in connection with the activities of a department or division within a department that directly relates to the achievement of its objectives. The employer shall meet reasonable actual accommodation costs when official perform their duties.

(ii) aa), (bb) (cc) (b) The R293 million spent over the past three (3) years on catering, entertainment and accommodation is a consolidation of different accounting transactions. The Department of Justice and Constitutional Development uses the basic accounting system which does not have the capability to provide detailed transactions as required. The manual supporting documents are kept manually and audited by the Auditor-General on an annual basis.

Reply:

1. The Minister of Public Works and Infrastructure:

I have not attended any meetings outside the structures of the Government to determine the deployment of personnel in public sector positions.

2. N/A

Reply:

 

1. The NDoT has met with the City several times in bilateral meetings in 2019 to 2022 and has communicated the same consistent message during the period viz. the city needs to scale up to 20 000 passengers a day, reduce costs and increase revenues.

The City has acknowledged the NDoT’s position and indicates it is doing its best to make the required corrections to the project. It is hoping to achieve a turnaround by 2023/24.

Documents capturing the bilateral engagements and correspondence with the City of Ekurhuleni are attached for further details.

2. While progress is not as speedy as desired, the City has been taking incremental turnaround steps to improve the situation. Progress has been made based on the availability of buses and to date the fleet size increased from 8 buses in 2017 to 40 buses during the 2020/21 financial year.

A steady increase in passenger trips has been realised since the services were improved and the network extended to Bartlett Industrial area in 20/21. During the current financial year 1 172 507 passenger trips have been carried by the system with a monthly average of 117 251 passenger trips and approximately 6 000 average weekday passenger trips.

The next challenge is to expand to 10 000 and then 20 000 passenger trips per weekday, to conclude minibus negotiations, compensation and vehicle removal and to start reducing operating unit costs.

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Unsafe learning environments and exposure to violence reduces the quality of education for all learners. Affected learners may avoid or participate less in class or drop out of school altogether. Learners and educators, including support staff who are exposed to violence are at increased risks of anxiety, psychological stress, and depression. To this end, Department of Basic Education undertakes a quarterly district monitoring exercise on all Safety in Education, Sport & Enrichment in Education and Social Cohesion & Equity in Education programmes. This monitoring exercise is reflected in the Annual Performance Plan (APP), Indicator 5.1.3: Number of districts monitored in the implementation of the National School Safety Framework (NSSF), Social Cohesion, Sport and Enrichment Programmes. In terms of the APP, this indicator is scheduled for monitoring quarterly, targeting the 75 districts per financial year.

The NSSF remains our primary strategic response to school violence. It is a comprehensive approach that coordinates and consolidates all school safety interventions in the sector.  The NSSF is based on a social ecological systems model which locates the school within its broader community.  It relies on collaboration and partnerships for a more coordinated approach to responding to school violence. The NSSF provides the framework within which:

a) All schools have active school safety committees and school safety plans based on an audit of needs are in place and are reviewed frequently.

b) School perimeter is secured (fenced) and access controls (guard and/or surveillance) are in place and managed. Infrastructure plans for 2018/19 are informed by the Audit of the Districts’ school fencing coverage which highlights the schools that need to be prioritised.

c) School codes of conduct are aligned with the Constitution of South Africa and child-protection legislation; and is communicated and adopted/ agreed to by all school stakeholders.

d) Corporal punishment is prohibited by law and alternatives on positive discipline are implemented in all schools.

e) Protocols are in place to inforce consequence management timeously and is consistently applied when responding to contraventions that put the learning environment at risk.

f) Schools have systems in place to report violent incidences and criminal behaviour at local police station, to district and provincial office bearers and SACE.

g) Schools have established relationships with their intergovernmental counterparts: Departments of Social Development; Health and Justice, to progressively ensure services such as counselling services (SBSTs); medical examinations and access to justice are effective and in the best interest of the child.

For the reporting period 2022/2023, the DBE is conducting monitoring and support in seventy-five (75) districts on the implementation of the NSSF.  This includes the functionality of School Safety Committees.  Provinces and districts have committed to rolling out training to all schools to ensure that all School Safety Committees are trained, including all school personnel (educators and support staff). 

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(a) The National State of Disaster that was promulgated in South Africa due to COVID-19 pandemic created a unique situation which disrupted the school calendar thus impacting on the implementation of the Curriculum and Assessment Policy Statement (CAPS) for 2020 and 2021 academic year. To mitigate the impact of the COVID-19 lockdown, the Department of Basic Education (DBE) worked in collaboration with Provincial Education Departments (PEDs) and other stakeholders such as Teacher Unions and the National Education Collaboration Trust (NECT) to put together a framework for curriculum recovery plans post the COVID 19 lockdown. The framework revised school calendar and curriculum reorganization and trimming as some of the strategies to create opportunities for curriculum recovery. The framework further motivated for a nationally driven process of careful Curriculum Content Mapping (CCM) that informed curriculum reorganization/trimming to cover the curriculum. 

The DBE used Curriculum Content Mapping to develop the Recovery Annual Teaching Plans (ATPs) and to revise the Programme of Assessment as broad policy to assist schools with guided pacing and sequencing of curriculum content and assessment for Grades R-11. The process was done in a manner that the final learning outcomes are not compromised and that teachers to cover the essential core content in each phase, in preparation for the subsequent phase, laying the necessary cumulative foundation for the final examinations and assessment for progression. The DBE further ensured that assessment for learning is placed as an integral to curriculum delivery and completes the learning cycle. The DBE trimmed number of School Based Tasks in all the subjects to ensure that more time is committed to teaching and learning. The June Examination was also removed in all the grades to consolidate teaching and learning. The DBE also increased the number of school days by reducing the school holidays in 2021 to ensure that teaching and learning are prioritised.  

(b) The DBE has encouraged the learning losses are recorded in each and every subject in each province increased the number of school days by reducing the school holidays in 2021 to ensure that teaching and learning are prioritised. The PEDs are encouraged to develop catch-up plans to recover the learning losses. The Recovery ATPs also ensured that they built in content from the previous grades that is core and fundamental as part of revision before starting with the teaching of the new content for the current grades. The DBE in collaboration with relevant stakeholders also broadcast (TV and radio) lessons in various critical subjects to assist learners catching up on the learning losses. The DBE distributed different Self Study Guides (Grades 10-12) in various subjects to assist learners as part of recovering the learning losses. 

Reply:

1. Yes.

a) The Department of Agriculture Land Reform and Rural Development (DALRRD) advises Communal Property Associations (CPAs) to submit financial records or Audited Financial Statements as required by section 11 and regulation 8 of the Communal Property Associations Act, 1996 for the preparation of the CPA Annual Performance Report. DALRRD also provides training to CPAs on governance issues and compliance with the provisions of the Act.

b) Advice and training were provided to all registered CPAs.

Reply:

In 2020/21, as part of the Presidential Employment Stimulus package, the National Library of South Africa (NLSA) was allocated an amount of R60 million in response to the job losses that came because of the COVID-19 Pandemic. Half of the amount, R30 million was allocated to the National Archives and Records Service of South Africa (NARSSA) for the digitisation of archival records and the remaining R30 million to NLSA for the digitization of newspapers and periodicals. The allocation was mainly to be used towards the appointment of 326 unemployed youth and the procurement of digitisation equipment. As a result, 453 youth benefited from the project which commenced in November 2020 to August 2022.

Equipment such as scanners for different formats of records, film cleaning equipment, computers etc. were procured to digitise paper and audio-visual materials.

Since November 2020 until 31 March 2022, the employed interns that were placed at NLSA digitised the following:

ITEM	NUMBER
Number of images digitised	206 050
Number of items converted using Optical Character Recognition	192 979
Number of items bound and repaired	10 649
Number of items with metadata added	165 478

At the National Archives, the interns worked on the following, and it should be noted that the formats that were digitised are unique, and the digitisation equipment was not received on time, however preparatory work was conducted prior the delivery of the equipment:

ITEM	NUMBER
Number of pages digitised	72 811
Number of photographs digitised	78 333
Number of Treason Trial dictabelts digitised	727
Number of TRC Audio tapes digitised	911
Number of items with metadata added	28 060

NATIONAL ASSEMBLY

QUESTION NO. 383

INKOSI B N LUTHULI (IFP) TO ASK THE MINISTER OF SPORT, ARTS AND CULTURE

Whether, in view of the controversy with different organisations in the arts and provincial orchestras communiting that there has been a lack of transparency around the establishment and the budget of the Mzansi National Philharmonic Orchestra, with the funding to be administered by the National Arts Council of South Africa, he will provide (a) an itemised list of expenditure and (b) details on how it will be monitored and distributed. NO3306E

REPLY

1. It is not true that there was some form of lack of transparency in the process of establishing the Mzansi National Philharmonic Orchestra. As indicated before, a team of experts from the very same sector was appointed for the purpose of the conceptualisation of the company. Based on the concept document, a proposal was then developed and submitted to the National Arts Council of South Africa for funding. Based on the contract between the NAC and the National Orchestra, a total amount of R51 946 570 which constitutes funds that were reserved or ringfenced for a period of over three- financial years; 2019/2020, 2020/2021 and 2021/2022 financial years – has been allocated. These are funds that were earmarked for development of orchestras.

Note that eighty percent of the above total amount which is R41 557 256 has already been transferred as grant to the National Orchestra and R10 389 314 is to be transferred after the submission of reports. As per the contract. seventy-five per cent should be spent on programming while the balance on the administration. In line with the concept document, the National orchestra should ensure that these resources are allocated appropriately for national and international tours, skills development and for supporting the development of orchestral activities mainly to benefit the previously disadvantaged provinces.

In as far as the reporting or accounting of the monies is concerned, there are serious contractual obligations which should be adhered to, and this include the submission of detailed financial expenditures with audited financial statements signed by a registered accounting firm. Any money that has not been utilised by 2023/2024 financial year would have to be returned back to the NAC.

NATIONAL ASSEMBLY

QUESTION NO. 403

DATE OF PUBLICATION IN THE INTERNAL QUESTION PAPER: 30 AUGUST 2022: INTERNAL QUESTION PAPER NO. 28 - 2022

QUESTION 403: MR. A ZONDI (ANC) TO ASK THE MINISTER OF SPORT, ARTS AND CULTURE: 

How, is his department leveraging digital economy, given that digitisation and technology opportunities have created new opportunities for creative artists to leverage platforms to promote their creative work and earn from it.

REPLY

1. There are several projects that the Department is supporting and/or implementing to enable the creative industry to leverage the digital economy. Amongst them is the Debut Program that capacitates particularly the young creatives opening up opportunities to occupy the Digital space and grow their businesses. Also, the Department is supporting Ditshego Media (PTY) LTD towards the project “Master Class/ Mentorship Session on Social Media Management and Content Hub programme for South African Youth in Sport, Arts and Culture’.  With this project, Ditshego Media (PTY) has been able to conduct numerous Master Class / Mentorship Sessions at different Provinces across the country which attracted youth from different sectors of the Cultural Creative industries including Sport to learn the intricacies of Social Media Digital Platforms Management and how they can utilise these platforms to maximise the exposure of their products to various markets, build audiences and clients for their services. 

At present, the Department has a 3-year contract with

Ditshego Media (PTY) LTD ending in 2023/24. 

NATIONAL ASSEMBLY

QUESTION 404-2022

ORAL REPLY

INTERNAL QUESTION PAPER NO. 28–2022, DATE OF PUBLICATION 30 AUGUST 2022:

Ms V P Malomane (ANC) to ask the Minister of Sport, Arts and Culture;

(1) How is his department working with creative artists and traditional authorities to promote arts and culture that plays a critical role in moulding a society’s values, principles, diverse identities and cultures, as part of nation building;

(2) Whether his department is creating art centres for children to be involved in arts, if not, why not; if so what are the relevant details? NO3247

REPLY:

1. The Department continues to play its role as the custodian of the government’s programme of action on social cohesion and nation building, with regular progress reports to Cabinet, and reports are also published and made available in the public domain for scrutiny. As part of ensuring that all sectors have a role to play and that there is a firm commitment about this, we are now finalising the letter and spirit of the social compact for social cohesion and nation building. Engagements are still in progress at NEDLAC on this and we expect to have reached sufficient consensus on this compact before the end of this current financial year.

1. As the Department of Sport, Arts and Culture, we support the establishment of community arts centres; however, the co-operation of all spheres of government is critical. This is in line with the Revised White Paper on Arts and Culture 2020 which states that ‘all three spheres of government to cooperate in providing facilities and resources for the development of arts, culture and heritage at community level with a recognition that each tier of government has different competencies in relation to community arts.

The Department has adopted a strategy for the development of Community Arts Centres called Provincial Community Arts Development Programmes, which is a programme that supports provinces to develop and implement their own community arts development programmes to position and organize the community arts sector to support the overarching government objectives of access and participation in the arts by all South Africans, including school going and out of school children. Children arts programmes across all genres are offered in all community arts centres but we do not have centres that cater only for the children.

NATIONAL ASSEMBLY

QUESTION NO. 405-2022

ORAL REPLY

INTERNAL QUESTION PAPER NO.28–2022, DATE OF PUBLICATION 30 AUGUST 2022

MS D P SIBIYA (ANC) TO ASK THE MINISTER OF SPORT, ARTS AND CULTURE:

What (a) mechanism is his department using to ensure that the Municipalities include sport infrastructure maintenance and development in their plans, and (b) measures are in place to ensure the Municipalities comply with the regulations of the municipal infrastructure grant allocated for sport facilities

Reply

a) The provision and maintenance of Sport and recreation facilities is the constitutional responsibility of Local Government. Be that as it may, through the intervention of the Department of Sport, Arts and Culture, the Sport and Recreation Norms and Standards volume 1 provides guidelines for municipalities to maintain and safeguard their Sport and recreation facilities. Further to the guidelines during Municipal Infrastructure Grant ring-renfed allocation, Municipalities are required to demonstrate that they will maintain the facilities by confirming the budget for maintenance in their business plans for three years.

b) Measures are in place to ensure that Municipalities comply with regulations, in terms of Sport and Recreation facilities, Municipalities must ensure that the facilities constructed are in compliance with the norms and standards. During implementation phase, Municipalities present their designs to the Department to confirm and approve them before construction. Progress meetings are conducted and where construction has started, site visits are conducted. On a monthly basis, municipalities are required to submit the monthly progress reports.

NATIONAL ASSEMBLY

QUESTION NO. 433 - 2022

FOR ORAL REPLY

DATE OF PUBLICATION IN THE INTERNAL QUESTION PAPER: 30 AUGUST 2022 (INTERNAL QUESTION PAPER NO.28- 2022)

“Mr. B S Madlingozi (EFF) to ask the Minister of Sport, Arts and Culture:”

1. What is the rationale behind the R22 million monumental flag project that has been referred to cabinet for further discussion and formal decision.
2. Whether he has found that this project is more important than addressing the plight of artists in the country; if not, what is the position in this regard; if so, what are the relevant details? N03278LE

REPLY:

(1). As part of transforming our heritage landscape, the Department has a responsibility to introduce monuments that show our transition from apartheid to democracy. This is in the light of the fact that one of the key mandates of the Department is to promote nation building and social cohesion. National symbols, especially the national flag, expresses the country’s common identity which is pivotal to building a common national identity and advancing unity.

(2). Transforming our heritage landscape post 1994 does not make the plight of our creatives any less important. Both these matters are important and are given the necessary attention by the Department.

NATIONAL ASSEMBLY

QUESTION NO. 460-2022

FOR ORAL REPLY

INTERNAL QUESTION PAPER NO. 28-2022 DATE OF PUBLICATION 30 AUGUST 2022

“Mr T W Mhlongo (DA) to ask the Minister of Sport, Arts and Culture”

Whether the National Arts Council of South Africa met with him to discuss the alleged proposed appointment of Mr Tshepo Mashiane to the position of Programme Manager: Capacity Building, after the specified person was told that his appointment had been irregular more than a week after he was appointed to the specified position; if not; has such meeting been scheduled; if so, what are the relevant details? NO3305E

REPLY:

I had a meeting with the Council of the National Arts Council after the reported irregularities and the alleged involvement of Council members in the process leading to the appointment of Mr Mashiane. The purpose of the meeting was to seek clarity from Council on the report as submitted to the me by the Chairperson of Council. I am not involved in staff appointment matters of the National Arts Council or any other entity of the Department of Sport, Arts and Culture.

NATIONAL ASSEMBLY

QUESTION NO. 461

DATE OF PUBLICATION IN THE INTERNAL QUESTION PAPER: 30 AUGUST 2022: INTERNAL QUESTION PAPER NO. 28 - 2022

MRS V VAN DYK (DA) TO ASK THE MINISTER OF SPORT, ARTS AND CULTURE.

1. Where did the public participation meetings take place before the recent establishment of the Mzansi National Philharmonic Orchestra;

Whether he will furnish Mrs V van Dyk with a copy of the list of all the individuals that participated in the specified public meetings. NO3306E

REPLY

1. The idea for the establishment of the national orchestra is not something that was internally created by the Department, but was raised during the public hearings process of the Revised White Paper on Arts, Culture and Heritage. This idea is part of the approved Revised White Paper which the Department had to implement. Chapter 4.1 of the Revised White Paper provisions are made for, inter alia, the establishment of ‘Orchestral companies with youth components each resident in a different province cross-subsidised by national, provincial and metro funding. National companies must be developed so that their artistic reputations for excellence contribute to the advancement of cultural tourism in the cities in which they are located. National companies must be subsidised to embark on a touring circuit’. South Africa has always entrenched good public policy-making practices, this by setting out clear principles for effective policy development and implementation. The Constitution of the Republic of South Africa stipulates that people’s needs must be responded to, and that the public must be encouraged to participate in policymaking process. All the processes were adhered to before the Revised Paper was approved. When implementing the recommendation of the Revised White Paper, the Department appointed a team of experts from the sector who assisted in the conceptualisation.

1. It is practically impossible to submit all the names of those who participated in the Revised White Paper process at this stage. However, I can confirm that the following participated as part of the team of experts for the conceptualisation of the orchestra; Mr Louis Heinemann (CEO of the Cape Town Philharmonic Orchestra), Mr Kutlwano Masote (Independent Educator and Conductor), Mr Lindumuzi Mngoma (Independent Educator and Conductor), Mr Bongani Tembe (CEO of the KZN Philharmonic Orchestra), Mr Shadrack Bokaba (former Acting CEO NFVF), Ms Julie Diphofa (former Acting CEO NAC), and Ms Lindi Ngcobo (Project Manager: NAC). All meetings by the team of experts were held at the National Arts Council (NAC) offices in Johannesburg.

Reply:

(1). As part of transforming our heritage landscape, the Department has a responsibility to introduce monuments that show our transition from apartheid to democracy. This is in the light of the fact that one of the key mandates of the Department is to promote nation building and social cohesion. National symbols, especially the national flag, expresses the country’s common identity which is pivotal to building a common national identity and advancing unity.

(2). Transforming our heritage landscape post 1994 does not make the plight of our creatives any less important. Both these matters are important and are given the necessary attention by the Department.

Reply:

a) An ongoing family dispute within the Kramer family over family representation in the processing of their land claim was delaying the settlement of the claim. The person who lodged the claim on behalf of the family does not want other beneficiaries to participate in the processing of the claim.

In the process of settling the claim, the Commission met all the beneficiaries of Kramer family and advised them to elect a representative committee that would represent all the beneficiaries. The resolution to have a committee was taken because the family comprises of 13 households with more than 500 beneficiaries.

The committee was elected in the presence of the Project Officer. The Commission continued with the processing of the claim in consultation with the committee. At the same time, the person who lodged claim continued writing to the Commission stating that the office should be working with her alone. This continued to be a dispute between the person who lodged the claim and other beneficiaries.

In an attempt to resolve the dispute, the Commission held a meeting with the beneficiaries on the 30th October 2021. The resolution of the meeting was that the family should re-look at the composition of the committee and ensure that it represents all the households and beneficiaries to the claim. The Commission requested the names of the committee members to be sent within 14 days. The family complied with the request and the names were sent comprising the same people who were elected before.

Subsequent to that, the person who lodged a claim on behalf of the Kramer family submitted a written objection, complaining about some issues discussed in the meeting of the 30th October 2021, and questioned the credibility of the meeting itself. She complained that the process which was followed was unfair and maintained that the committee elected was illegitimate. This halted the processing of the claim.

The family was requested to assist the process of finalizing the claim by resolving the dispute as this will allow the Commission to proceed to the next phase of restitution.

Only a Rule 3 investigation was conducted and approved by the Regional Land Claims Commissioner. A Rule 5 research report is still to be conducted and still to be approved by the Regional Land Claims Commissioner. As a result, the claim has not yet been approved.

(b) The Rule 3 investigation looked at all the claimed properties, that is Farm 158 and Farm 172. The two farms are currently subdivided into various small portions.

The family however disputed the extent in the investigation. To this end the office then did an inspection in loco on the 25th August 2022 together with the members of the Kramer family and with the assistance of the National Geo-Spatial and Information (NGI) The purpose of the in loco inspection was to identify the land parcels and boundaries of the claimed land.

A further meeting was held with the Kramer family on the 26th August to discuss the roadmap and the timelines towards the settlement of the claim.

One of the resolutions of the meeting was that the Commission will appoint a Historian/ an independent researcher to conduct further investigation on the circumstances of dispossession and the extent of the land that is the subject of the claim. The investigation will cover all the claimed properties, that is Farm 158, Farm 172 and Erf 3 in Hanley.

The family accepted the roadmap and the timelines that were proposed by the Commission.

(c) The selling of the properties and the exchange of ownership will be determined by the investigation to be conducted. The claim is not yet approved and it is still to be gazetted

END

Reply:

(1) Never.

(2)(a)(b) Falls away.