Questions and Replies

Reply:

(a) 357;

b) According to the Provincial Departments of Health, Table 1 below reflects the situation in this regard.

(i) There are 44 hospitals that have psychiatric inpatient units.

(ii) (aa) 12.3% of hospitals that have psychiatric inpatient units nationally

(bb) The percentage of hospitals that have inpatient units provincially is shown below on Table 1.

Table 1:

Province	(a) total number of hospitals in the Republic	(b)(i) hospitals that have psychiatric units	(b)(ii) Percentage of the hospitals that have psychiatric units (b/a *100)
Eastern Cape	63	3	4.7%
Free State	31	2	6%
Gauteng	37	9	24.3%
Kwa-Zulu	72	10	14%
Limpopo	40	9	22,5%
Mpumalanga	29	3	10.3%
Northwest	19	2	10.5%
Northern Cape	14	0	0%
Western Cape	52	6	11.5%
South Africa	357	44	12.3%

(i) There are 14004 total number of beds are available for mental health patients and

(ii) Provincially as shown on the Table 2 below.

Table 2

Province	Total beds
Eastern Cape	1816
Free State	927
Gauteng	2478
KwaZulu-Natal	3028
Limpopo	1569
Mpumalanga	329
North West	1446
Northern Cape	344
Western Cape	2067
National Total	14004

1. EASTERN CAPE PROVINCE

(c) Hospital Name	Total number of beds are available for mental health patients
	Standalone Psychiatric Hospital	Designated Mental Health Inpatient Units	72hr Assessment Facilities
1. Cecilia Makiwane Hospital	-	50	-
2. Umthata Hospital	-	60	-
3. Dora Nginza Hospital	-	39	-
4. Elizabeth Donkin Psychiatric Hospital	163	-	-
5. Fort England	313	-	-
6. Komani	440	-	-
7. Tower	400	-	-
8. Mount Ayliff	-	-	2
9. Madzikane KwaZulu (Mary Theresa)	-	-	2
10. St Elizabeth	-	-	2
11. Holy cross	-	-	2
12. St Patrick	-	-	2
13. Canzibe	-	-	2
14. Bambisana	-	-	5
15. Taylor Bequest Hospital Matatiele)	-	-	12
16. St Lucy’s	-	-	2
17. Zitulele	-	-	2
18. Madwaleni	-	-	2
19. Tafalofefe	-	-	2
20. Bisho	-	-	32
21. Butterworth	-	-	2
22. Victoria	-	-	10
23. Fort Beaufort Provincial	-	-	2
24. S.S Gida	-	-	13
25. All Saints	-	-	2
26. Frontier	-	-	40
27. Hewu	-	-	10
28. Glengrey	-	-	23
29. Cala	-	-	2
30. Cofimvaba	-	-	2
40. Cradock	-	-	2
41. Empilisweni	-	-	8
42. Aliwal North	-	-	2
43. Nompumelelo	-	-	2
44. Settlers	-	-	28
45. Port Alfred	-	-	18
46. Midland	-	-	2
47. Andries Vosloo	-	-	2
48. Humansdorp	-	-	2
49. Dora Nginza	-	-	30
50. Uitenhage	-	-	40
51. Livingstone	-	-	40
Total	1316	149	351

2. FREE STATE PROVINCE

(c) Hospital Name	Total number of beds are available for mental health patients
	Standalone Psychiatric Hospital	Designated Mental Health Inpatient Units	72hr Assessment Facilities
1. Free State Psychiatric Complex	760	-	-
2. Mofumahadi Manapo Mopeli	-	30	-
3. Boitumelo Hospital	-	47	-
4. Diamant district hospital	-	-	2
5. Embekweni district hospital	-	-	2
6. Stoffel Coetzee district hospital	-	-	2
7. Tromsburg/Albert Nzula hospital	-	-	2
8. Botshabelo district hospital	-	-	2
9. Dr J.S Moroka district hospital	-	-	2
10. Pelonomi regional hospital	-	-	2
11. National Hospital	-	-	12
12. Univesitas central hospital	-	-	0
13. Bongani regional hospital	-	-	18
14. Katlehong district hospital	-	-	2
15. Thusanong district hospital	-	-	2
16. Mohau district hospital	-	-	2
17. Winburg district hospital	-	-	2
18. Nala district hospital	-	-	2
19. Mafube district hospital	-	-	2
20. Parys district hospital	-	-	2
21. Metsimaholo (Fezi Ngubentombi)district hospital	-	-	10
22. Tokollo district hospital	-	-	2
23. Elizabeth Ross district hospital	-	-	2
24. Phekolong district hospital	-	-	2
25. Phutoloha district hospital	-	-	2
26. J.D Newberry district hospital	-	-	2
27. Thebe district hospital	-	-	2
28. Itemoheleng district hospital	-	-	2
29. Dihlabeng regional hospital	-	-	2
30. Nketoane district hospital	-	-	2
31. Mantsopa district hospital	-	-	2
32. Phumelela district hospital	-	-	2
Total	760	77	90

3. GAUTENG PROVINCE

Hospital Name	Total number of beds are available for mental health patients
	Specialized Psychiatric Hospital	Mental Health Inpatient Units	72hr Assessment Facilities
Weskoppies Hospital	732
Sterkfontein Hospital	585
Tara H. Moss Hospital	141
Cullinan Care & Rehabilitation Centre	300
Chris Hani Baragwanath Academic Hospital		165
Charlotte Maxeke Academic Hospital		40
Dr George Mukhari Academic Hospital		48
Steve Biko Academic Hospital		20
Helen Joseph Tertiary Hospital		30
Tembisa Tertiary Hospital		30
Kalafong Tertiary Hospital			20
Leratong Regional Hospital		40
Thelle Mogoerane Regional Hospital		20
Kopanong District Hospital		30
Pholosong Regional Hospital			24
Tambo Memorial Regional Hospital			26
Mamelodi Regional Hospital			28
Sebokeng Regional Hospital			30
Jubilee District Hospital			50
Bheki Mlangeni District Hospital			30
South Rand District Hospital			32
Pretoria West District Hospital			15
Bertha Gxowa District Hospital			8
Carletonville District Hospital			8
Dr Yusuf Dadoo District Hospital			8
Odi District			12
Heidelberg District Hospital			6
Provincial total	1758	423	297

4. KWA ZULU-NATAL PROVINCE

(c) Hospital Name	Total number of beds are available for mental health patients
	Standalone Psychiatric Hospital	Designated Mental Health Inpatient Units	72hr Assessment Facilities
1. Ekuhlengeni	884	-	-
2. Fort Napier	370	-	-
3. Townhill	280	-	-
4. Umngeni	464	-	-
5. Umzimkhulu	320	-	-
6. King (Dinuzulu) George V	-	68	-
7. Ladysmith Hospital	-	10	-
8. Port Shepston Hospital	-	32	-
9. the St. Benedictine	-	-	15
30. GJ Crooks	-	-	8
31. Northdale	-	-	10
32. Edendale	-	15
33. Church of Scotland	-	-	20
34. Charles Johnson	-	-	17
35. Dr Prixley Ka Seme	-	26
36. Vryheid	-	-	15
37. Murchison Hospital	-	-	12
38. St Francis	-	-	16
39. Greytown Hospital	-	-	11
40. Estcourt	-	-	12
41. Stanger (General Justice Gizenga Mpanza)	-	20
42. Umphumulo	-	-	2
43. Addington	-		20
44. KE VIII	-	20
45. RK Khan	-	20
46. Prince Mshiyeni	-	25
47. Mahatma Gandhi	-	-	18
48. Wentworth	-	-	8
49. Madadeni	250
50. Hillcrest	-	-	10
51. Ngwelezane Hospital	-	30	-
Total	2568	266	194

5. LIMPOPO PROVINCE

(c) Hospital Name	Total number of beds available for mental health patients
	Standalone Psychiatric Hospital	Designated Mental Health Inpatient Units	72hr Assessment Facilities
1.Botlokwa	-	-	10
2.Mankweng	-	20
3.F W Knobel	-	-	2
4.Seshego	-	-	16
5.Lebowakgomo	-	-	19
6.Zebediela	-	-	4
7.Polokwane	-	-	10
8.Helena Franz	-	-	14
9.Thabamoopo	500	-
10.C N Phathudi	-	-	10
11.Evuxakeni	354	-
12.Kgapane	-	-	14
13.Letaba	-	40
14.Maphuta-Malatji	-	-	20
15.Nkhensani	-	15	-
16.Sekororo	-	-	8
17.Van Velden	-	-	1
18.Matlala	-	15
19.Groblersdaal	-	-	2
20.Philadelphia	-	-	20
21.Dilokong	-	-	15
22.Mecklenburg	-	-	2
23.St Ritas	-	-	12
24.Jane Furse	-		12
25.Donald Fraser	-	36
26.Elim	-	40
27.Hayani	250	-
28.Louis Trichardt	-	-	0
29.Malamulele	-	16
30.Messina	-	-	4
31.Siloam	-	30	-
32.Tshilidzini	-	13	-
33.George Masebe	-	-	12
34.F H Odendaal	-	-	4
35.Warmbad	-	-	5
36.Thabazimbi	-	-	4
37.Ellisrus	-	-	3
38.Witpoort	-	-	2
39.Mokopane	-	-	24
40.Voortrekker	-	-	4
Total	1104	212	253

6. MPUMALANGA PROVINCE

(c) Hospital Name	Total number of beds available for mental health patients
	Standalone Psychiatric Hospital	Designated Mental Health Inpatient Units	72hr Assessment Facilities
1.Witbank	-	26	12
2. Rob Ferreira	-	30	10
3. Tintswalo	-	50	10
4. Tonga	-	-	10
5. Themba	-	-	27
6. Matikwane	-	-	8
7. Mapulaneng	-	-	4
8. Sabie	-	-	6
9. Matibidi	-	-	5
10. Barberton	-	-	6
11. Lydenburg	-	-	4
12. Embhuleni	-	-	20
13. Carolina	-	-	2
14. Ermelo	-	-	8
15. Standerton	-	-	12
16. Elsie Ballot	-	-	4
17. Amajuba	-	-	6
18. Bethal	-	-	6
19. Piet Retief	-	-	6
20. Evander	-	-	4
21. HA Grove	-	-	4
22. Waterval Boven	-	-	2
23. Middelburg	-	-	8
24. Impungwe	-	-	4
25. Kwamhlanga	-	-	12
26. Bernice Samuel	-	-	3
27. Mmamethlake	-	-	8
28. Shongwe	-	-	12
Total	0	106	223

7. NORTHWEST

(c) Hospital Name	Total number of beds available for mental health patients
	Standalone Psychiatric Hospital	Designated Mental Health Inpatient Units	72hr Assessment Facilities
1. Bophelong	384	-	-
2.Witrand (Profound intellectual disability services)	982	-	-
3.Taung hospital	-	20	-
4.Job- Shimankana Tabane	-	60	-
5.Klerksdorp / Tshepong	-	-	30
6.Mahikeng Provincial	-	-	46
7.Potchefstroom	-	-	11
Total	1366	80

8. NORTHERN CAPE PROVINCE

(c) Hospital Name	Total number of beds are available for mental health patients
	Standalone Psychiatric Hospital	Designated Mental Health Inpatient Units	72hr Assessment Facilities
1. Kimberly Mental Health	287	-	-
2. Kuruman Hospital	-	-	5
3. Tshwaragano Hospital	-	-	9
4. Calvinia	-	-	2
5. Springbok Hospital	-	-	2
6. De Aar	-	-	2
7. Prieska	-	-	2
8. Manne Dipico Hospital	-	-	2
9. Harry Surtie Hospital	-	-	8
10. Kakamas Hospital	-	-	2
11. Postmasburg Hospital	-	-	2
12. Connie Voster Hospital	-	-	2
13. Robert Mangaliso Sobukwe	-	-	15
14. Prof ZK Matthews	-	-	2
15. Hartswater Hospital	-	-	2
Total	287		57

9. WESTERN CAPE PROVINCE

(c) Hospital Name	Total number of beds are available for mental health patients
	Standalone Psychiatric Hospital	Designated Mental Health Inpatient Units	72hr Assessment Facilities
1. Alexandra - intellectual disability	300	-	-
2. Lentegeur - General Adult psychiatry, Intellectual Disability and Forensics	690	-	-
3. Stikland - General Adult Psychiatry, Psychogeriatrics and Detox	423	-
4. Valkenberg - General Adult Psychiatry and Forensics	391	-
5.Mitchell’s Plain			44
6. Khayelitsha	-	-	55
7. Helderberg	-	-	12
8. Karl Bremer	-	-	36
9. Eerste River	-	-	30
10. Falsebay	-	-	9
11. Victoria	-	-	15
12. Somerset	-	-	32
13. Worcester	-	24
14. Paarl	-	30
15. George	-	12
16. Tygerberg	-	42
17. Groote Schuur		25	30
Total	1804	133	263

The Mental Health Care Act provides for designation of specialized standalone psychiatric hospitals and inpatient units/wards attached to general hospitals, which are also referred to as designated psychiatric hospitals. This is a concurrent function of the National Director-General of Health and the Provincial Heads of Departments.

The Act further provides for a list of health establishments to conduct 72-hours assessment for involuntary mental health care, with designated beds for this purpose. Other general hospitals render 72-hours assessment in medical wards as there are no dedicated beds for this service in those hospitals. This is the prerogative of the Provincial Heads of Departments. The list above provides only health establishments that have dedicated beds for 72 hours assessment services.

END.

Reply:

1. The implementation of housing delivery as well as appointment of contractors is the function of the provinces. The list of contractors has been requested and obtained from the provinces since they are responsible for appointment and contract management.

The details of all the housing contractors who have entered into business with Government in the past five financial years in all provinces are as follows:

A total of 2 970 contractors have entered into business with Provinces. The details of those contractors per province are attached as Annexure A.

2. (a) 95 contractors defaulted in the completion of the projects; contractors that have not defaulted have completed or are still constructing the projects that are not yet complete.

(b) Reasons for defaulting include:

• Poor performance by the contractor;
• Lack of bulk infrastructure;
• Contractor Cash flow challenges;
• Untraceable beneficiaries;
• Legal land requirements;
• Replacements of beneficiaries;
• Change of local authorities;
• Scarcity and price escalation of building material;
• Project surrendered due to cost escalation;
• Covid-19 challenges;
• Unbuildable sites and missing beneficiaries;
• Delays with beneficiary administration;
• Social issues;
• Change of local authorities;
• Delays in Water Licence (WULA) approval and variation order delays.

The details of defaulting contractors per province are attached as Annexure A.

PROVINCE	(1) NUMBER OF CONTRACTORS	(2a) NUMBERS OF DEFAULTERS	(2b) SUMMARY OF REASONS
EC	818	4	Poor performance and cash follow constrains
FS	123	0	No defaulters reported by the Province
GP	97	3	Poor performance
KZN	652	62	Poor performance; Bulk infrastructure; Cash flow; Untraceable beneficiaries; Legal land requirements; Replacements of beneficiaries; Change of local authorities; Scarcity and price escalation of building material; Project surrendered due to cost escalation; Covid-19 challenges; Unbuildable sites and missing beneficiaries; Delays with beneficiary administration; Social issues; Change of local authorities; Delays in Water Licence (WULA) approval and Variation order delays
LP	400	14	Poor performance
MP	182	5	Contractors failed to commence with the work after site hand over and poor performance
NC	66	0	No defaulters reported by the Province
NW	285	0	No defaulters reported by the Province
WC	347	7	Poor performance and cash flow challenges
TOTAL	2 970	95

Reply:

Industrial Parks fall within the responsibility of Provinces and in some instances, municipalities. The dtic considers requests for funding for infrastructure improvements, typically on areas such as fencing and security. The Department has tabled a report on SEZs and Industrial Parks at the Portfolio Committee of Trade and Industry, addressing the challenges with the existing model and the need for reform.

The Department has provided more details on developments relating to the Ekandustria Industrial Park, which I set out below.

It advises that the Ekandustria Industrial Park application for Phase 2, was submitted on 10 November 2020 by Mpumalanga Economic Growth Agency (MEGA) to DBSA. This was to solicit assistance from DBSA to finalise the Bill of Quantity and Project Schedule before submission to the dtic. The department has not adjudicated on the application from MEGA for Ekandustria due to incomplete information and delays in responding to requests to provide the outstanding information. In an effort to assist the Province, the IDC based PMU project support team has been requested to provide support.

In respect of the second part of the question, the Department advises:

(a) (i) – (iii)

There was no budget sum set aside because the Phase 2 application has not been submitted for the 3-years in question.

(b) No Phases were delivered and implemented prior to application approval being granted.

(c) (i) – (ii)

Further Phase development is dependent on Phase 2 approval being granted and successfully implemented.

(d) There are no budgetary estimates applicable since no application has been approved for the said period.

-END-

Reply:

The difficulty we encounter, the records the Honorable Member requires are more than five years old. In terms of National Treasury Regulation 17.2 of March 2005, the institutions of state including government departments are allowed to dispose of the documents when five years have lapsed.

The documents we had when I responded to question 820, were not the relevant documents.

Reply:

Total number of cases 16.

(i) Legal cases = 3 cases

(ii) Disciplinary cases = 13 cases

(3) Recommendations of Bonakude and Morar report

a) Morar report’s recommendations are fully implemented

b) Bonakude report’s recommendations are 90% implemented. Process is already underway to conclude the remaining 10%.

Reply:

a) Maintenance of Roads

The current road infrastructure network is in a very poor state within the Municipality and maintenance needs to be prioritised. On 02 May 2022, The Acting HOD: Engineering Services commenced his services, and the critical road maintenance areas were identified for urgent attention and priority. Road maintenance is dependent on a fully functioning fleet department within the municipality which is operating at suboptimal level.

Current interventions and priorities on Road Maintenance

The municipality has urgently undertaken roads assessments to identify the critical roads in needs of repairs. These repairs are categorised as pothole repairs and complete re-sealing of critical roads. There are continuous pothole repairs on-going across the metro and re-sealing of roads of estimated 18,8km of length which has started 25 May 2022 and will be complete by end of June 2022. The current benefitting areas are Ward 19(Vista Park), Ward 30(Botshabelo), Ward 31(Botshabelo) and Ward 41(Thaba Nchu). The road maintenance will continue as planned from July 2022 onwards.

(b) Removal of Solid Waste on a sustainability basis (Integrated Waste Management)

Current interventions and priorities

• Maintenance - Southern Landfill site was inaccessible due to the lack of maintenance and illegal dumping around access roads.
• Resources was deployed to clean access roads.
• Law enforcement was deployed to assist with enforcement of illegal dumping around entrances.
• Workers from the Presidential Employment Programme (PEP) were deployed to assist with cleaning.
• The Department of Forestry, Fisheries and Environment has procured the services of a contractor for 12 months to assist on the Southern Landfill site.
• Commencement date of the service provider was 01 June 2022. However, the service provider is not on site yet. The Intervention Team planned meeting with management from the service provider on 16 June 2022 for planning and identification of critical activities.
• Vehicle reallocation from the Southern to Northern site will commence as soon as the service provider is on site to assist with maintenance and operational matters on the Southern site. This will also provide augment maintenance of current fleet that is not operational.
• Fleet assessment -Fleet status quo analysis has been conducted to determine critical fleet that needs urgent attention. As mentioned, the current compactor fleet that deliver domestic waste collection is currently operating at under 40%, that make it impossible to deliver proper domestic waste collection within the Metro.

Key priorities for waste and fleet management in the next 30 days.

• Provide status quo and request support and intervention by the Acting Chief Financial Officer.
• Provide status quo and request support and assistance from National Department of Forestry, Fisheries and Environment for possible assistance regarding Yellow Fleet by:
• Revisit current waste collection practices to streamline service in line with current challenges.
• Development of strategies to strengthen management oversight and accountability and consequence management.
• Standardisation of reporting mechanisms to ward councillors
• Boost and improve morale of workers.

Summary

The success of the intervention as well as the efforts to stabilize the current dysfunctional Waste Management system of the Municipality will and must be supported by proper tools and equipment. The Intervention Team is committed to provide the necessary direction and support to stabilize the current challenges experienced by our communities. Further interaction is urgently needed between Department of Forestry, Fisheries and Environment and National Treasury to investigate measures of support as most of the grand funding resources within the Municipality has been allocated in the 2022/2023 budget.  

Reply:

Revenue Management

As part of revenue raising mechanisms, the Intervention Team will be undertaking stakeholder engagement including Premier’s Office and Public Works to discuss and agree on payment arrangement of outstanding debt owed to the Municipality by government departments.

Regarding disconnection of water services and collections, the Municipality has insufficient institutional capacity and resources to execute disconnections. Therefore, the Intervention Team will source expertise to assist with issuing notices to discontinue services of non-paying consumers failing to conclude payment arrangements with the municipality.

In addition, The Intervention Team is partnering with CENTLEC (municipal entity responsible for electricity reticulation and distribution) by entering Memorandum of Understanding to strengthen coordinate efforts and strategies to collect debt generally owed to the Municipality.

Expenditure Management

The intervention team is implementing corrective measures to reduce excessive overtime and acting allowances that has been paid in the past. These includes enforcing the legislative requirement that pre-approval is to be obtained for any overtime to be worked, limiting the monthly overtime to between 40 - 60 hours per employee where overtime is to be worked and filling of critical vacancies that are funded. 

The repairs and maintenance of critical service delivery fleet and equipment is to be prioritized to further alleviate excessive and unauthorized overtime expenditures. This will also by and large significantly reduce the expenditure on contracted services provided there is proper planning, coordination, and control of resources by responsible departments within the city.

The Intervention Team has commenced discussions with Bloemwater on cost of bulk water supply which is unfordable to the Metro. The Metro is in discussions with Bloemwater to review the current outdated service level agreement and review bulk water tariffs. There is a plan to refurbish and upgrade the Masselpoort Water Treatment Plant in the 2022/23 budget year which will diversify the Metro’s sorurces for bulk water supply. The Intervention Team is currently implementing water conservation demand management plan whereby it is envisaging to reduce water losses from 46% to below 20% within the next five years.

Reply:

I advise the Honourable Member that the management of the SEZ is with the Provincial government and queries should be directed to the appropriate sphere.

To assist with the question, the Department sent the question to the CEO of Saldanha Bay Industrial Development Zone (IDZ), who provided the following information:

(A) Investor Names	(B) Investment Amount (Rm)	(C) Industry / Sector	(D) Status of Operations
West Coast Corrosion Protection (WCCP) [SEZ Facility]	25,00	Manufacturing, repair & installation	Operational
Off-Shore Supply Base Saldehco	92,00	Maritime	Operational
Anchora Enterprises	1400,00	Maritime	Construction to commence
Cape Oceans Terminals	2000,00	Energy	Construction to commence
New Tenant SEZ Facility	1500,00	Medical	Lease negotiation underway
New Tenant SEZ Facility	1300,00	Renewable	Lease negotiation underway
Chemie Tech/Goal	900,00	Chemicals	Delay in environmental permits
ALE/Mammoet (Q1’21)	24,00	Logistics	Contract Completed
Absolute Wind (Q1’21)	2,50	Logistics	Contract Completed
Rennies (Q1’21 & Q4’20)	1,08	Logistics	Operational
Total	7244,58

a) Column A – name of companies that have invested;

b) Column B – total amount invested to date by each company; and

c) Column C – details of the industry / business conducted by each company.

Column D indicates the actual operational status of each investment. Only three (3) companies are operational and the rest are at different stages of: contracting, lease drafting, or to commence with construction. The SEZ does not yet wish to have details of two tenants published until the transactions have been completed.

-END-

Reply:

1. The province is aware of the bad infrastructural condition that the Tambo Memorial hospital is in and had embarked on a feasibility study with the intention of revitalizing the entire facility. Initially the Gauteng Provincial Department of Health (GPDOH) wanted to construct two new facilities, a 350 bed District Hospital, and 800 bed Tertiary Hospital respectively on different sites. However, the Gauteng Department of Infrastructure Development (GDID) currently has no land (site) allocated for both facilities. Following the peer review meetings of July 2016, it was decided that the Tambo Memorial will now be a single 600 bed Regional Hospital, but no site was available. The Peer Review Committee in August 2017 proposed the decanting and diversion of critical services and demolish the existing facility to build on current site. The City of Ekurhuleni (COE) was tasked to assist with Identification of a suitable site. The City of Ekurhuleni was also requested to assist in identifying and donating any suitable nearby land (Around 30 000 and 40 000m2). During a meeting held between MEC of GDID and MEC of GPDOH on 14 June 2018, it was decided that this project will only proceed to construction once the financial position of the department improves.

2. There is an amount of R40 million that has been allocated under the Provincial Equitable Share funding for the Major Refurbishments of the facility as well as the OHS Compliance Services. This project is still on the early stages on planning.

3. In terms of the maintenance, there is also a maintenance and repairs project that is underway and has been allocated a budget of R13 million for 2022/23 financial year. Subsequent to that there is an allocation of R1 million that has been allocated for the installation of a 500kva generator which has already been installed on the 04/11/2021.

END.

Reply:

The Minister of Public Works and Infrastructure

1. The Department of Public Works and Infrastructure (DPWI) has an unemployed database of Professionals, Graduates, Qualified Artisans and National Accredited Technical Education Diploma (NATED) students. The database (a) professional category field is provided, (b) gender- segregation is included (c) age is determined from the ID number field, (d) province specification is included, (e) the database does not have a region field; instead, the fields that are provided for are Local and the District Municipalities. Based on that one is able to determine which regions the persons fall under.

2. DPWI unemployed professional built environment graduates database link is available on the department’s website therefore it updates automatically as people register their information.

The link is http://www.publicworks.gov.za/DPWI_Unemployed_Database.html

3. DPWI sources applications of persons to participate on all Developmental Programmes utilising the unemployed database. Professionals and Qualified Artisans are appointed on special projects where additional capacity is required within the department, and further to provide mentorship to the trainees.

Reply:

1. Yes, a copy of the revised policy is attached. This policy is scheduled to be approved at the upcoming Annual General Meeting in November 2022. We have also attached the currently endorsed policy for ease of reference.

2. SASCOC encourages all its members to follow their internal due processes (as determined by their respective Safeguarding Policies and Constitution) and only when such matters are escalated to SASCOC and after due process is exhausted, the case will be forwarded to the Case Management Panel for guidance. It must be noted that, where criminal charges have been laid against a specific coach, and the matter is in the hands of the law enforcement Authorities, in such cases, SASCOC and its members will not get involved except to allow the Justice process to take its course.

3. SASCOC indicates that it has no record of any coaches suspended.

4. SASCOC in its response indicated that their considered view is that the question should be directed to and addressed by Swimming SA. They are in a better position to give clarity on the matter.

 

Reply:

The management and Governance of this school is the competence of provincial authority of the Free State Province's Member of the Executive Council (MEC)  for Education.  The Honourable member is advised to refer the question to the MEC.

Reply:

1. The Department of Employment and Labour incurred the R 68, 391, 612.98 in respect of legal fees.

• The table below shows a breakdown of the legal fees paid for a five period:

2017/18	2018/19	2019/20	2020/21	2021/22	Total
R 12 795 110.78	R 16 062 038.78	R 14 247 235.29	R 9 443 086.69	R 15 844 141.44	R 68 391 612.98

2. The Unemployment Insurance Fund (UIF) has in the past five years spent a total amount of R 6, 344, 778.21 on legal cases brought to UIF.

• The table below shows a breakdown of the legal fees paid for a five period:

2017/18	2018/19	2019/20	2020/21	2021/22	Total
R554,456.83	R401,667.71	R1,493,572.20	R1,646,577.75	R2,248,503.72	R6,344,778.21

3. The Compensation Fund spent R 50 885 557.69 on legal costs in the past five years; and all these fees were as a result of cases brought against the Fund.

Reply:

1. The Department has provided incentives through funding provided by the Unemployment Insurance Fund to different private sector institutions for job creation interventions.

The UIF has set aside R 551 million for the three projects to benefit 19 921 beneficiaries in KwaZulu-Natal in the following skills disciplines: 14 771 Chief Food Handlers; 5 000 Enterprise Development (mixed farming systems); and 150 Fibre Optic Technicians.

The UIF signed a R 201 498 000 funding Agreement for job placement of 7 810 unemployed beneficiaries in KwaZulu-Natal, Free State, Gauteng, Limpopo, North West and Western Cape

The UIF entered into a R 10 136 175 150 agreement to train and place 150 unemployed beneficiaries in jobs in the Western Cape in the following fields:

Horticulture 30, Generic Management 30, Early Childhood 30, Clothing Manufacturing 30, and Tourism 30.

The UIF participates in the implementation of an Equine Business Management Learnership project targeting to train and create jobs for 50 unemployed beneficiaries in the Eastern cape on a co-funding basis at a total budget of R 20 000 000.00 (twenty million rand). The UIF contributes R 15 000 0000 and the partner contributes R 5 000 000 towards the costs.

The UIF entered into a Funding Agreement to fund a Youth Technology Development Project targeting to train and create jobs for 500 unemployed youth at a total budget of R 96 760 750.00 (ninety-six thousand seven hundred and sixty thousand, seven hundred and fifty rand) where the UIF contributes R 70 151 543.75 (seventy million, one hundred and fifty one thousand, five hundred and forty three rand, seventy five cent) and the partner contributes R 26 609 206.25 (twenty-six million, six hundred and nine thousand, two hundred and six rand, twenty five cent). This project is implemented in the Eastern Cape Province.

The UIF entered into a R 238 506 003.75 agreement to implement a programme to train and place 5 000 unemployed beneficiaries in Assistant Chef, Cook Convenience, Fast Food, Table Attendant and Barista programmes and place them in jobs in post the UIF Funding in Gauteng, KZN, North West, and the Western Cape over three years. This is a co-funded project where the UIF contributes R 220 618 053.47 (Two Hundred and Twenty Million, Six Hundred and Eighteen Thousand and Fifty-Three Rand, Forty-Seven Cents only) and Summit R 17 887 950.28 (Seventeen Million, Eight Hundred and Eighty-Seven Thousand, Nine Hundred and Fifty Rand, Twenty-Eight Cents only).

Reply:

Generally, it remains a challenge to recruit health professionals, particularly doctors to underserved and rural areas despite all measures taken by Government to introduce additional emoluments, which amongst others include payment of rural allowance. However, in response to the specific question by the honourable member, the Provincial Departments of Health of Limpopo and Eastern Cape, respectively informed as follows:

(i) Limpopo Department of Health has 12.37% vacancy rate in rural areas.

(ii) Eastern Cape Department of Health has 50-60% vacancy rate in rural areas.

The reason these two Provinces are unable to recruit to their full capacity, amongst others, is because of poor infrastructure, no recreational facilities, lack of medical equipment in those deep rural institutions and the shortage of nurses. The rural allowance is no longer attracting the doctors more especially when they get married. Less chances to specialize like in the Regional Hospitals.

END.

Reply:

1. No such policy has been made by the Department or the Ministry to remove Afrikaans from the name of the Afrikaanse Taalmuseum en monument. So there will be no name change on the atm. We have charged our entities to ensure that as part of the language development, the entity should take on board at least one indigenous language.

Reply:

The Minister of Public Works and Infrastructure

a) The Department has informed me that the office accommodation required is 999.45 square meters to be constructed on erf 809 at corner Phakamani Road and Vati Street in Khayelitsha.

b) It was an open tender. See attached the advertisement and PA13 register of bids received (see advert and PA as Annexure A).

c) The monthly rental will be R150 305.00 (see lease agreement as Annexure B)

d) The property is to be constructed.

e) Not yet in place, it will be available upon completion.

Reply:

1. Yes, I have been informed about the said patient, including why she was admitted I have also been informed that the patient received adequate medical treatment whilst she was in the tent.

I wish to raise my concern regarding exposing patient’s names and conditions I as in the public domain as in the Department of Health we are bound by the patient-doctor confidentiality, however I wish to respond as follow regarding the context of patients being admitted into the tent is as follows:

• The response to the COVID-19 pandemic at Steve Biko Academic Hospital wanted additional infrastructure to manage the COVID-19 suspected and confirmed patients and limiting risk of exposure to patients who were confirmed to be virologically negative.
• Tents are well ventilated and fully equipped as wards. This was the immediate response to the then rapidly progressing pandemic, where semi-formal structures were erected.
• The semi-formal structures added an additional 30 beds to treat the COVID-19 patients and remedy the challenges with space and enabled Steve Biko Academic Hospital to as far as possible, continue with rendering the non-COVID-19’s highly specialised services and not to utilize the regular patient beds to accommodate person under investigations (PUIs).
• Tents have enabled Steve Biko Academic Hospital to be in the position to successfully manage Priority 1 and Priority 3 COVID-19 suspected patients.
• As with all patients who had respiratory symptoms, the patient in question presented to Steve Biko Academic Hospital and admitted as a person under investigation (PUI) on the 22/05/22 and was admitted to Ward 8.2, gynaecology ward on the 24/05/22 where the patient subsequently demised on the 25/05/2022 at 11h35min.
• The details regarding the detailed treatment of the said patient are available and will not presented here as these are deemed confidential as per patient doctor confidentiality.

2. No, I will not make any statement regarding this matter, this to maintain patient-doctor relationship in accordance with health care professionalism. The matter was raised as a complaint and the prescribed complaints management processes were followed. The patient received an optimal treatment for her condition.

END.

Reply:

a) Justice Moseneke Inquiry on Free and Fair Local Government Elections during COVID-19

(i) The total fees incurred were R 2 544 169,09

(ii)(aa) Justice Moseneke waived his entitlement of R 800 000 being fees payable to him in favour of the University of Pretoria while R 849 000 was paid to the team of researchers and administrative support personnel.

(bb) The deliverable in respect of the Moseneke Inquiry was a report in terms of section 14(4) of the Electoral Commission Act 51 of 1996 on the likelihood or otherwise that the Commission would be able to ensure that the general elections of municipal councils in 2021 would be free and fair in view of the challenges posed by the COVID-19 pandemic. Justice Moseneke presented the report on 20 July 2021.

(b&c) Ministerial Advisory Committee Report on Electoral Reform and Task Team to review some permits that were issued by his department since 2004

(i) Total expenditure budget allocated to both committees is R10 000 000 per annum and Total expenditure costs incurred for both committees is R9 144 000.

(ii)(aa) Fees were billed in line with National Treasury regulations and DPSA hourly fee rates for such Committees.

(ii)(bb) Ministerial Advisory Committee on Electoral Reform

The Honourable Roos is part of the Portfolio Committee on Home Affairs and the report will be tabled before the Committee in due course.

(ii)(bb) Task Team to review some permits that were issued by his department since 2004

The Honourable Roos is a member of the Portfolio Committee on Home Affairs and the report of the Task Team will be tabled before the Committee in due course.

(d) Investigation within the Government Printing Works (GPW on the loss of financial data:

(i) The total budget allocated was R 3 771 156,70.

(ii)(aa) The review panels’ remunerations were determined in accordance with National Treasury regulations and DPSA hourly rates for Committees. .

(ii)(bb) The Honourable Roos is part of the Portfolio Committee on Home Affairs and the report will be tabled before the Committee in due course.

Loss of Curricula Vitae

• An internal investigation was done by the Security Management Unit and the matter was also further referred to the Hawks. No external service provider was utilized to do investigation.
• Consequently, no financial implications were incurred by the GPW.

 

END

Reply:

GCIS conducts impact assessment of GCIS products/publications through primary research using independent service providers under the management of the GCIS research unit. In terms of Vuk'uzenzele, impact studies are undertaken using both quantitative and qualitative research on the print and digital versions. The research is conducted to assess awareness, required content detail and relevance. The research also informs changes to format, content or platform where necessary. The research is conducted with the main focus on primary target audience being the Rooted Realists (mostly located in rural areas) as per Government Segmentation Model developed by GCIS, however does not exclude other population segments.
 

GCIS continually assess the impact through qualitative research where we have found that the readers appreciate the newspaper immensely, find the information useful and tend to keep the paper for future reference. Our quantitative research demonstrates that we require more resources to reach the entire segment (Rooted Realist).
 

Thank You.

Reply:

(a) According to the information as received from the South African Nursing Council (SANC) the total number of specialist nurses who completed their studies and registered as nursing specialists over the past 10 years period, is 52 887, as per table below:

Nurse category	Output per year
	2012	2013	2014	2015	2016	2017	2018	2019	2020	2021	Grand Total
Specialist Nurses	5185	6321	4722	6211	6010	5494	4941	5530	3508	4965	52 887

*Statistics obtained from South African Nursing Council

(b) According to the records as drawn from the Persal System on 31 May 2022, the table below indicate the number of nursing specialists appointed in the public service, in each province, over the reporting 10 years period (per financial year):

*Data extracted from the PERSAL System dated 31 May 2022

It is important to inform the Honourable Member that the trend of high number of production of specialist nurses vs low number of appointment (in the public sector) is because of a number of factors but not limited to:

(i) Some nurse specialists are absorbed by the private sector after qualifying as specialists;

(ii) Some nurse specialists especially ICU trained prefer to work for agencies as proven during the height of the Covid-19 pandemic;

(iii) Some nurses underwent training towards non-clinical specialty programs such as Nursing Management and Nursing Education, as a way of preparing themselves for future career prospects when they apply to be managers etc. Incidentally, these two programs are the ones with higher production (see SANC data). It has also been empirically proven that sometimes nurses study for these programs to add bars on their epaulets as each one has a distinct bar, silver and white respectively;  

(iv) Some specialist nurse already employed within an Organization, may study towards a specialty of their choice as part of life-long learning not necessarily to be absorbed within that specialty. As an example, a nurse educator at a college may further pursue studies in Primary Health Care (PHC), so that they can teach PHC in the future but already employed as Specialist (nurse educator); and

(v) Finally, in contrast, another example is psychiatric nurses who decide to study for the Occupational Nursing specialty just out of curiosity but not necessarily to work in an OHS environment.

END.

Reply:

The Departmental Task Team on amalgamation has mapped a process towards the merger of the National Arts Council and the National Film and Video Foundation. The estimated timeline for the merger of the two entities will be informed by the conclusion of the enactment of the new legislation.

In this instance it is estimated that a period of 18 to 24 months is required for the drafting of the legislation and undertaking the consultation process before the draft bill is submitted to the National Assembly.

Reply:

According to the Gauteng Provincial Department of Health, the tables below reflect the details in this regard:

1.  
2.  
3.  

1. With reference to the South Rand Hospital in (a) each of the past three financial years and (b) the current financial year, what was the (i) allocated budget and expenditure, (ii) average expenditure in each month for water, electricity, security and security services, food and catering services, maintenance and upgrades, cleaning services, medical, consumables and disposables and (iii)(aa) maximum bed capacity and (bb) average bed occupancy in each month;

2. what is the (a) staff complement currently in each department of the hospital and (b) total number of posts that are unfilled currently in each department?

1. (a)       The tables below reflect the details in this regard.

            (b)       (iii)       (aa)     Maximum bed capacity of the hospital is 278.

                                    (bb)     Average bed occupancy is 60% because of reduced COVID-19 admissions.

(2)       (a)-(b) The following table reflects the details in this regard.

 

Department	(a) Staff complement currently	(b) Posts that are unfilled
Executive Management	7	1
Administration Staff	76	3
Medical Staff	45	2
Clinical Support Staff	52	0
Nursing Staff	332	7
Support Services	137	2
Hospital Board members	5	0
Total	657	15

 

END.

Reply:

May the Honourable Member be specific as to which Conference is referring too?

Reply:

1. I am advised that the proposed specifications were published for public comment and that the dtic has considered the comments and is currently finalizing the publication of the Compulsory Specification for Performance of general service lamps (VC 9109); and the Safety of general service lamps (VC 9110).

The new specifications are expected to be published in the Government Gazette by September 2022.

2. The Department does not table technical regulations/compulsory specifications at the National Assembly prior to implementation. The matter is regulated by section 13(1) of the National Regulator for Compulsory Specifications Act, 2008 (Act No. 5 of 2008) which prescribes the process for finalizing regulations. The Honourable Member is encouraged to provide any submission on the matter to the Department within the next two weeks. Although the deadline for public comment has passed, I will request the Department to take these into account prior to submitting their final report to me. the dtic and the technical agencies would be subject to oversight by the National Assembly through the Portfolio Committee in relation to the work they have undertaken.

-END-

Reply:

(a)-(b) According to the Provincial Departments of Health, the Table below provides the details in this regard, regarding the 2022/23 maintenance allocations per province:

c) The attached Annexure A – covers (c) (i) and (ii) questions regarding the breakdown of maintenance budget and expenditure per facility and per province.

END.

Reply:

The Minister and Department of Basic Education are not directly responsible for the operation of schools. The Honourable Member of Parliament is advised to refer the question to the relevant provincial education department.

Reply:

The project is under the control and management of the Limpopo province.

The Department has contacted the CEO of Musina-Makhado Special Economic Zone (MMSEZ) in order to respond to the questions posed, and the CEO has furnished the department with the following reply:

1. The project is behind schedule due to delays in the process of securing Environmental Impact Assessment (EIA) authorisation on time. The timelines for the implementation of the Musina-Makhado Special Economic Zone (MMSEZ) are dependent on amongst others, the granting of the environmental authorisation. The environmental authorisation granted on 23rd February 2022 is currently the subject of an appeal process. As a result, no development can take place on the site until the appeal processes are completed.

2. Environmental authorisation was granted on 23rd February 2022 and currently undergoing appeal process.

3. It is anticipated that majority of the job opportunities to be created in the MMSEZ will benefit the people of Limpopo, based on the available skills. Priority will be given to local entrepreneurs for the majority of business opportunities in line with the existing government policies and regulations. A comprehensive enterprise development strategy has been developed for the integration and empowerment of local Small, Medium and Micro Enterprises (SMMEs) in the implementation of the project.

The Honourable Member is encouraged to engage directly with the province and the SEZ Management to get more details about the project.

-END-

Reply:

The IDC provides funding for companies based on the mandate to industrialise the economy and support broadening the base of the economy. A number of IDC investments are successful whilst some projects fail, for a range of reasons. These reasons may include changes in market conditions resulting in changes in either demand or costs, failure by investors to adhere to their commitments and counter-party challenges.

As a development finance institution, the IDC will normally take a higher risk profile than commercial banks.

The IDC publishes information in its annual reports on loans and equity approvals or disbursements that it makes and the level of impairment to its book, which includes amounts written off. In a number of cases, the IDC pursues recovery of funds where there is a legal basis for doing so, for example, that an investor has applied the funds for purposes different to what is in the funding agreement.

I have requested the IDC to review a number of its transactions in East London with a view to identifying common or unique reasons for investment projects failing or succeeding and will provide the Honourable Member with a supplementary reply on conclusion of the study, citing specific project details as appropriate.

-END-

Reply:

(a) What are the details of how the graduates were recruited?

 The advert was published through the DPSA Public Service Vacancy Circular;

 Received applications were recorded and screened;

 Prospective Candidates were shortlisted as per the departmental Recruitment and Selection Policy;

 Interviews were conducted;

 Recommended candidates were subjected to suitability checks including( criminal records and verification of qualifications);

 Successful candidates were appointed.

(b) What is the duration of the internship?

All graduate Interns were appointed on a 24 months contract as per the DPSA Determination on Employment of Persons on Developmental Programmes.

(c) What is the total cost of the programme to the Office of the Presidency (Government Communication and Iformation System -GCIS)?

The total cost of 22 graduate interns for the period of 24 months is R 3 562 833.12, paid monthly as stipend to all Interns. The cost is defrayed from the Compensation of Employees budget of the Department.

(d) What support is given to the graduates when they exit the programme?

The GCIS Graduate Internship Programme is one of the departmental skills pipeline programmes meant to develop and nurture skills required by the GCIS. It is provided for in the DPSA Determination on Employment of Persons on Developmental Programmes.

This Programme has been the strongest tool the GCIS uses to attract youth into the permanent establishment of the Department. The GCIS Internship Programme is an integral part of the Department’s overall Human Resource Strategy, integrating Human Resource Development initiatives and Human Resource Planning processes of the Department. The Programme is linked to building capacity for technical and specialist communication professions addressing scarce and critical skills essential to the Department’s mandate.

The Internship Programme further provides a talent pool from which to recruit when vacancies are available. In the year under review 17 Graduate Interns were permanenltly appointed into the establishment of the Department.

Due to budgetary constraints and the unavailability of suitable positions(entry level), the Department released some of the Interns into the mainstream economy at the end of the contract. They leave the Department having ammased a lot of valuable skills through on the job-training, mentoring and coaching interventions. In addition all Interns are taken through the compulsory Workplace Readiness Training Programme- The Breaking the Barrier to Entry ( BB2E).

Thank You.

Reply:

Section 19(6) of the DORA allows us, in the case of disasters, to spend money outside the grant conditions and through a joint request with the NDMC. According to the National Treasury as soon as the Appropriation Bill and DORA Bill is enacted, the DORA can then be amended to make additional provisions in the Provincial Road Maintenance Grant that will be ring fenced for rebuilding of all damaged roads due to the floods.

As soon as the above processes are completed, the approved funds will be transferred.

Reply:

a\) The Minister of Public Service and Administration has determined, in terms of section 3(3)(c), read with section 5(4) of the Public Service Act, 1994, GPSSBC Resolutions 3, 5, 6, and 9 of 2009, effective from 1 July 2009 the Occupation Specific Dispensation (post and salary structures) for Engineers.

Road Authorities have an instrument that is used as an incentive for persons employed by the Government through the payment of the OSD Allowances to the qualifying staff.

As the Department of Transport, there is an opportunity provided and available for Road Authorities to send their engineering graduates for practical training at the SANRAL Technical School. There are no cost implications for the Road Authorities, except for the travelling and accommodation for the staff they send to the SANRAL Technical School.

b) The measures put in place at SANRAL are (i) the implementation of their Transformation Policy and the establishment Project Liaison Committees, wherein there is on-going stakeholder engagements taking place to avoid project disruptions.

In the event of problems experienced with persons or organisations trying to exhort money from the Contractors, these matters are reported to the South African Police Services who have prioritised their operations to deal with such matters.

Reply:

The Department has provided a brief report on the work done on updating the previously approved standards. It does not adequately explain the need for the time taken and I have requested a more detailed reply. A supplementary reply will be furnished within a week.

I have also requested the Department to review the processes to ensure that they are not cumbersome and that duplications in processes are removed, as part of the red-tape review.

-END-

Reply:

a) GCIS can confirm that the Imbizo Centre and Cape Town Radio station are not operating due to technological infrastructure challenges. We have set aside in our current baseline a budget over the next three years to refurbish the Imbizo centre. With the available budget, it is envisaged that the refurbishment will be completed in the 2024/2025 financial year.

b) The costs to address the GCIS technological infrastructure challenges is estimated to be R10m. GCIS’s current budget is unable to absorb its costs. A funding request to address various GCIS Information and Communication Technology has been submitted to the National Treasury. The operational cost plans and timelines will only be committed once the departments have received a positive response from the National Treasury.

Thank You.

Reply:

1. Yes, the Department has an email to the office of the Director General (DG’s office): [email protected] They also use an email address of the Head of Communications advertised on our website.

2. Yes, the Department of Sport, Arts and Culture currently has a dedicated Call Centre which is used to handle enquiries relating to all relief programmes including Mzansi Golden Economy (MGE) Programme. The current call centre was effectively utilised during all COVID – 19 relief measures that the Department embarked upon.

The Department during the COVID – 19 relief measures and based on the number of enquiries received was able to conclude that there is a need to improve on the existing call centre and that process in well underway.

The improved Call Centre System will serve as an upgrade to the existing call centre by implementing the automating processes that will be able to handle all departmental enquires coming from various programmes despite their magnitude including MGE. The current call centre number is 0800 724 4278 and the same number will be retained for the newly improved call centre.

3. Department has several platforms to communicate its programmes / campaigns to the public and which the public can always access. Those platforms are as follows:

(i) DSAC Social Media platforms.

(ii) Facebook: https://web.facebook.com/sportartsculturersa

(iii) Twitter: https://twitter.com/SportArtsCultur

(iv) Instagram: https://www.instagram.com/sportartsculturersa/

(v) YouTube: https://www.youtube.com/channel/UCOfYRLd7cwKj5ReAt_nLsNw/videos?view=0&sort=dd&shelf_id=0

(vi) Website: www.dsac.gov.za

Reply:

According to the information received from Transnet

a) Medium Term Plans

The following infrastructure development projects are intended to materialize in the short- to medium-term and is illustrated below:

a) Land reclamation next to the current iron ore stockyard for the increase of the iron ore stockpile area (short-medium term) as well as additional space for new Liquid Natural Gas (LNG) facilities (medium-long term).

b) LNG Floating Ship Regasification Unit (FSRU) infrastructure connected to the new LNG facilities (extension of land in dunes area and oyster dam reclamation).

c) The existing Mossgas Quay converts to maritime engineering berth together with additional maritime engineering berths as provision for dedicated facilities for rig and ship repair.

d) One additional maritime engineering berth for ship repairs adjacent (southern side) to the break bulk Multi Purpose Terminal (MPT) berths.

e) One additional dry bulk berth adjacent (south) of the new ship/rig repair berth.

f) Break Bulk (MPT) extension towards the north providing one additional Break Bulk (MPT) berth at the Break Bulk terminal.

b) Long Term Plans

The following infrastructure development projects are intended to materialize in the long-term and is illustrated in Annexure B:

a) New proposed land-based LNG storage area inside the port limits.

b) Decommissioning of the LPG Multi Buouy Mooring (MBM) Facility at end of life, and subsequent replacement with fixed LNG and LPG berths (eastern side of the port).

c) Expansion of the Offshore Supply Base.

An aerial view of the port indicating the specific berths that are referred to above are provided in Annexure C.

(i) Development of additional infrastructure for the Port of Saldanha

Background

Future port development is planned for and indicated on the Port Development Framework Plans (PDFP). The PDFP aims to provide a flexible spatial guideline within which the port can develop over the next 30 years. It is defined as a spatial framework within which future port services can be provided.

The planning process comprises of the agreement and alignment of planning objectives, the assessment of the current state of port infrastructure and its associated cargo throughput or functional role, analysis of potential and latent capacity and a comprehensive cargo demand forecast. The outcome of this work defines the temporal and spatial demand for future freight handling facilities, leading to the drafting of several port developments options (PDO). The preferred development is then subjected to further rigorous evaluation in terms of cost benefit analysis, phasing to meet demand, inter-model and other port relationships and opportunity and constraint analyses, leading to the final PDFP.

The following port development framework plans (PDFP’s) are based on the approved 2019 PDFP’s. The 2022 updated PDFPs have been submitted to TNPA head office for approval.

(ii) Maintenance of current infrastructure at the Port of Saldanha

Background

Maintenance of current infrastructure is performed using the Transnet Asset Maintenance Policies and Procedures. This typically follows annual inspections, and identification of short-term maintenance requirements, and budgeted for on a 3 year rolling cycle, using operational budget (OPEX).

For medium term maintenance requirements, these typically are for extensive refurbishment activities, such a midlife refurbishment of assets, or rehabilitation that adds significant remaining useful life to the assets. These are placed onto the Capital investment corporate plan (CAPEX).

Maintenance activities typically have a short to medium term planning cycle that comprises a window of up to ten years.

(a) Short to medium term maintenance plans

At present, there are three main refurbishment programs identified over the 10-year period:

• Refurbishment of Quay and Jetty Infrastructure – which covers Fenders, Mooring Hooks and Concrete repairs;
• Road and Rail Upgrade – which covers 3 phased refurbishment and upgrade projects for the port road network;
• Refurbishment of Main Breakwater and Causeway rock revetments – which covers coastal protection structures critical to the port operation;

Maintenance activities typically have a short to medium term planning cycle that comprises a window of up to ten years. Where assets are identified for replacement due to end-of-life consideration beyond this planning period or where any upgrade as per the original design or intended use becomes applicable, budget planning would consider CAPEX requirements. Such events would normally require significant planning and alignment of operational activities and could be included on the PDFP’s. This would allow for coordinated planning by all stakeholders to ensure minimal impact on operational activities.

Reply:

Budget for 2021-2022 financial year

The Sub-Programme Youth in the allocation for 2021-2022 allocated the funds according to the Goods and Services, which were programmes and interventions for youth across the country; compensation of employed staff and equipment needed for execution of tasks in the department. The allocation is as reflected below:

DIR : YOUTH 2021/22	Current Budget	Total Expenditure	Available Budget	Percentage
COMPENSATION OF EMPLOYEES	4 103	4 152	-49	101.19%
GOODS AND SERVICES	9 568	4 529	5 039	47.33%
HOUSEHOLDS(HH)			0
MACHINERY AND EQUIPMENT	45	-	45	0.00%
TOTAL	13 716	8 681	5 035	63.29%

Budget for 2022-2023 financial year

The Sub-Programme Youth in the allocation for 2022-2023 allocated the funds according to the Goods and Services, which are programmes and interventions for youth across the country; compensation of employed staff and equipment needed for execution of tasks in the department. The allocation and expenditure is as reflected below:

DIR : YOUTH 2022/23	Current Budget	Total Expenditure	Available Budget	Percentage
COMPENSATION OF EMPLOYEES	3 858	328	3 530	8.50%
GOODS AND SERVICES	8 701	545	8 156	6.26%
HOUSEHOLDS(HH)			0
MACHINERY AND EQUIPMENT	48	-	48	0.00%
TOTAL	12 607	873	11 734	6.92%

REPLY (2)

What are the details of any underspending in the 2021-22 financial year?

The financial year 2021-2022 reflects underspending due to the following reasons:

There was no facilitated National Camp as a mobilization strategy for youth due to (i) the Department embarked on the process of appointing a service provider for conducting the Design and Implementation Evaluation of Youth Camps in order to determine the impact of camps over the years since 2012-2019. The appointment of the Service provider to conduct the evaluation of camps delayed due to no responses from the advertisements. Lack of a Service provider to deliver a skills development training on Business Management also resulted in 2021-2022 underspending. The hosting of provincial engagements further led to underspending due to COVID restrictions as well provincial competing priorities.

Reply:

1. The Minister, Department Officials, Eskom Board of Directors, Eskom Chief Executive Officer (CEO) and Management meet on a regular basis to discuss Generation performance challenges and plans to improve the performance. The Eskom’s worst-case scenario is assumption of unplanned unavailability between 13 500 MW and 15 000 MW for winter and between 14 500 MW and 16 000 MW for summer, this shows that 104 days of loadshedding could be expected in 2022 winter and 191 days of loadshedding could be expected in the 2022/23 summer. These result in total of the 295 days of load shedding. The Generational Recovery Plan (including Maintenance Recovery Programme) has been implemented to improve Generation performance. Eskom has been implementing defects correction mechanism plan to improve Energy Availability Factor (EAF) at Medupi and Kusile power stations. Eskom will require additional capacity of between 4 000MW to 6 00MW to minimise load shedding.

2. The explanation given by the Eskom CEO has been sufficient that the CEO and Management know what they are doing in turning around Generation performance. I have got confidence of Eskom CEO and management to turnaround Eskom’s Generation Performance and reduce loadshedding that is affecting our economy.

At the same time, the board, management and staff are being directed to make energetic and urgent efforts to avert as much load shedding as possible- recognising the deleterious effect it has on households and businesses.

Additional Information for the Minister

Eskom never plans to loadshed. The System Operator (SO) evaluates the adequacy of the power system at the beginning of each season (1 April – 31 August for winter and 1 September – 31 March for summer) based on the maintenance requirements of the generation fleet, the anticipated demand from the customers and the unplanned breakdowns of generators. The capacity unavailable due to breakdowns, is highly volatile and uncertain, leading the SO to resort to scenario planning based on the range of unplanned unavailability of generation capacity.

For the 2022 winter, the SO determined that the unplanned unavailability of generation capacity would be in the range of 12 000 MW – 15 000 MW based on a trend analysis of the previous five years performance. For the 2022/23 summer, this range is between 13 000 MW – 16 000 MW (subject to review in August 2022).

This was broken down into three scenarios which were further analysed:

• The optimistic scenario: with unplanned unavailability below 12 000 MW for winter and below 13 000 MW for summer, this illustrates those 0 days of loadshedding would be expected in winter 2022, while 16 days of loadshedding could be expected in summer 2022/23.

• The realistic scenario: with unplanned unavailability between 12 000 MW and 13 500 MW for winter and between 13 000 MW and 14 500 MW for summer, this shows that 37 days of loadshedding could be expected in 2022 winter and 132 days of loadshedding could be expected in summer 2022/23.

• The extreme scenario: with unplanned unavailability between 13 500 MW and 15 000 MW for winter and between 14 500 MW and 16 000 MW for summer, this shows that 104 days of loadshedding could be expected in the 2022 winter and 191 days of loadshedding could be expected in the 2022/23 summer. This is the total of the 295 days referred to.

The unplanned unavailability varies dynamically in time with variances in excess of 4 000 MW in a single week being common. To achieve 295 days of loadshedding in summer and winter combined, the unplanned unavailability would need to remain at 15 000 MW for every hour of winter and at 16 000 MW for every hour of summer for the 12-month period, and that is unlikely.

Reply:

(a) The total number of identified employers that should contribute towards the Compensation Fund as at 31 May 2022 is 520 860.

(b) The total number of employers who had submitted the 2021 ROE by the end of 31 May 2022 is 204 822

Reply:

According to the information received from Transnet

Transnet SOC (“Transnet”) plans to raise USD ($1 billion) (~ZAR15, 6 billion) in both the domestic and international capital markets to settle the USD $1,0 billion (an obligation that is due on 26 July 2022). Transnet has also appointed Joint Lead Managers (JLMs) who will assist Transnet to access the capital markets to raise the USD $1,0 billion (~ZAR15, 6 billion).

Reply:

We confirm that the operations of the airline are being funded from the working capital that was provided to the airline by Government as part of the R10.5 billion for implementing the business rescue plan. As soon as the audited fiancials are ready, these will be made public.

 

Reply:

The Department of Employment and Labour, as a consequence of the change in its mandate is in a process of internal engagement on the reconfiguration of the Department. The could be functions that are transferred to certain entities of the Department, including Productivity South Africa. For now, no such a decision has been made but purely suggestions.

Reply:

a) i) The purpose of the Annual Youth camp offered by the National Department of Social Development is to:

The purpose of annual Youth Camp is to empower youth by providing them with necessary employment, entrepreneurial and lifeskills. The Department provide these these interventions through partnerships with other government departments such as Department of Defence and Military Veterans, Department of Women, Youth and People with Disabilities, Youth organizations, youth structures and other relevant stakeholders. Youth are identified through DSD Youth Mobilisation programmes and are mobilized from different races, ethnicity, gender, class and language from all nine provinces. The Youth Camps are aimed at promoting national identity, nation building, social cohesion, patriotism and active citizenry under various themes each year. The camps present an environment where young people are moulded, guided and skilled to enhance their sense of responsibility and maximise their individual and collective energies for personal development as well as development of the broader society. Within the programme, young people are engaged in dialogues on topical issues that affect them and their communities, with a view of identifying root causes and identify strategic solutions to address the youth challenges.

(ii) The impact of the Annual National Youth Camp in the lives of the youth,

The impact of Youth Camps has been enormous in the sense that majority of Youth who participated in the DSD Youth Camps are involved in community development through running of the NPOs and their businesses contributing towards development of communities and building and strengthening of social cohesive communities. The department is also currently conducting a study on the ‘Design and Implementation Evaluation of youth camps’: DSD Camp model’. The study is scheduled to end in the second quarter of the financial year 2022/2023 and it will provide the department with a clear picture of the impact made by the Youth Camps and once the report is ready it will be shared with the Members as the report will identify and profile some of Youth that have participated in the Youth Camps and are making some impact in their respective areas of development.

b) How are the youth who participate identified?

The Youth camp participants are made of the youth from all the nine provinces. A youth criterion is generated to identify youth according to age, gender, race, disability, demographic location to ensure the balance concerning the participation of youth. The Youth come through the District Camp engagement per province, and Provincial Camps per province. At the District level, Youth are identified through Youth Mobilisation programmes by looking at their active participation and engagement with the programmes and their willingness to contribute towards eradication of the triple challenges of poverty, unemployment and inequalities especially as it affects the young people.

(c) What are the details of the involvement of the provinces in the national youth camps.

The Department has build-up camps first at District level that culminate into the Provincial Youth Camps. From the Provincial Camps, then the Youth will be taken to the National Youth Camps through submission of their names to National Department by the provinces.

(3) whether she will furnish Ms A L A Abrahams with a list of (a) facilities that were used to host the youth camps in the past 10 years, (b) catering service providers that were used for the specified period and (c)(i) all other service providers used, indicating service that was rendered by each in the specified period; if not, why not in each case; if so, on what date?

Response:

(a) Facilities that were used to host the youth camps in the past 10 years,

The Department has in the main used the Department of Defence and Military Veterans facilities as it had a partnership with the Department.

(b) Catering service providers that were used for the specified period and

The catering service providers in the main it was the Department of Defence and Military, who provided an all inclusive list of services.

(c) (i) all other service providers used, indicating service that was rendered by each in the specified period; if not, why not in each case; if so, on what date

The service providers used where mainly government departments and agencies (NDA, NYDA) rendering training on various aspects such as entrepreneurial and leadership skills. Other service providers included providers for promotional and training materials as well as facilitators.

Reply:

The NHBRC has finalised its investigation and concluded that it is unable to take disciplinary steps against this home builder based on the investigations conducted by the SIU and its internal resources. The NHBRC lacks jurisdiction on the matter as the Temporary Residential Units (TRUs) in question are not “homes” as defined in the Housing Consumer Protection Measures Act, 1998 (Act No. 95 of 1998).

Reply:

1. The 28 596 are users registered in the Compensation Fund’s CompEasy system of which:

a) 14 974 are Employer representatives

b) 10 632 are Medical Service Provider representatives and; 2 990 are Third Party users representing either Medical Service Providers or Employers, or both.

2. 

a) Reasons why more users registered in previous systems versus now is unknown.

b). A communication was sent to all users during 2019 who were in the previous system informing them of the eminent change of systems and the new requirements for access on the new CompEasy system.

Reply:

According to the information received from SAA

1. Captain Vusi Khumalo has indeed been appointed to the position of Manager: Aviation Training Organisation (ATO) for a fixed term of three years.

2. His appointment came after a comprehensive, rigorous, and interrogative process where he emerged as the best candidate, and there is no doubt that he is the right person for the job. He not only knows the inner workings of SAA, but those of the industry and has clear ideas on what priorities need to be set in terms of driving the implementation of sustainable developmental solutions and align our training needs with business objectives and priorities to enhance optimum performance.

3. Captain Khumalo’s role will include expanding the mandate of the ATO to attract external business and turn it into a profit center. Furthermore, his role will include transformation, monitoring and evaluating the impact of learning and developmental interventions on performance across the airline. Captain Khumalo is a well-known and a respected figure in our company and the industry and has the full support of the Board and Executive team in his new position.

4. Yes, Captain Khumalo did receive the VSP, but the norm is that after a 12-month period and as required by the business, those that have previously taken packages can be brought back into any position, especially those that are multi skilled like Captain Khumalo. The position was advertised after the previous incumbent retired, shortlisting and interviews were conducted in line with the SAA recruitment and selection processes.

Reply:

No, there isn’t a decrease of 6 million beneficiaries in the 2021-22 financial.

In the 2020/21 financial year we paid 12 628 175 beneficiaries (that is the people who actually receive the social grant). Thus there was an increase of 159 691 to 12 787 866 between the two years.

The total number of grants paid in the 2020/21 financial year was 18 440 572 and this has increased to 18 677 339 in the 2021/22 financial year. A beneficiary may receive more than one grant, e.g. a caregiver receiving 2 child grants for 2 children. Hence the number of beneficiaries are smaller than the number of grants paid.

Reply:

According to the information received from Eskom:

(a)(i) In the 2021/22 financial year, 571 295 617 litres of diesel were burnt.

(a)(ii) The total cost of diesel consumption was R 6 407 million.

(b) Eskom implemented loadshedding for 50 days from 1 January 2022 to 2 June 2022. Five (5) days were at Stage 1; 35 days were at Stage 2; four (4) days were at Stage 3; and six (6) days were at Stage 4.

(c ) (i) The amount of diesel consumed at Eskom’s Ankerlig and Gourikwa OCGTs, as well as the associated cost for the current year, 2022 (January to May) is 272 911 112 litres consumed.

(c ) (ii) The total cost of the diesel consumption from January to May 2022 is R 3 843 million.

Reply:

According to the information received from the Department and SOCs:

DPE/SOC	REPLY:
DPE	(a) Whether his department have found any ghost workers within their system in the past five years, if not what is the position in this regard, if so, what: (i) total number of ghost workers was discovered: None (ii) total amount was paid to them: None (iii) steps have been taken to: None (aa) recover the money lost: None (bb) hold the offending parties accountable? None
ALEXKOR	Alexkor SOC Limited and the Pooling and Sharing Joint Venture (PSJV) do not have any Ghost Workers.
DENEL	a) N/A b) In August 2020, Denel (SOC) Ltd discovered that two apprentices whose training programme had ended on 30 June 2018 and 28 October 2019 respectively remained on the payroll until they were terminated on 30 August 2020. (i) The total number that was discovered was two (2). (ii) The amount paid to them during this period was a combined total of R182,082.40. (iii) (aa) No steps were taken to recover the money paid to them. (bb) The responsible employee resigned and left the company before the disciplinary action process could be finalised.
ESKOM	(b) In the past five years, no ghost employees have been found at Eskom. In 2018 Eskom embarked on an exercise to validate all employees on its payroll to ensure that no ghost workers exist. The exercise involved conducting various checks across Eskom in line with best practices. Eskom continues to implement further enhancements in terms of monitoring and identifying potential ghost employees. (b)(i) (ii) (iii) Not applicable. (aa) Not applicable.
SAFCOL	(a) N/A (b) None for SAFCOL (i) N/A (ii N/A (iii) N/A (aa) N/A (bb) N/A
SAA	SAA has not found any Ghost Workers in our SAP payroll system in the past five years. SAA’s position in this regard is that there is a very stringent system in place to ensure that no ghost employees are paid by the company. No Ghost Workers were identified following our recent HR audit.
TRANSNET	a) Not applicable b) On 15 June 2021 Transnet SOC (“Transnet”) commissioned Transnet Internal Audit (TIA) to conduct a Payroll Audit assessment to verify the number of employees within its system, amongst other functions. Following this assessment, a report was issued on 27 August 2021 which indicated that were no ghost employees on their system (i) Not applicable (ii) Not applicable (iii) Not applicable (aa) Not applicable (bb) Not applicable

Reply:

The top Five rejection reasons for medical invoices:

 

Rejection Reason	Number of invoices
No medical report	11 759
No Pre-authorisation	8 098
Duplicate invoice	4 112
Liability not accepted	1 972
Exempted Employer claim	1 078