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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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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.

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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

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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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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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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. 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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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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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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(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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• 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) 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.

_________________________

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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(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:

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:

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