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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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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. (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) 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. 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. 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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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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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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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

Reply:

(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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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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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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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:

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. 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

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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.

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Approved by Minister

Ms M Nkoana-Mashabane, MP

Date _____________________

Reply:

• 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.

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

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.

_________________________

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 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. 

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