Questions and Replies

Reply:

1. The following correctional centres in Northern Cape provide Education, Skills and Training to sentenced offenders:

• Kimberley Correctional Centre female;
• Tswelopele Correctional Centre;
• Douglas Correctional Centre;
• Upington Correctional Centre;
• Kuruman Correctional Centre and
• Colesburg Correctional Centre offering only skills training.

2. (a) Kimberley and (b) Upington;

The classes are big enough to accommodate the number of learners registered for skills training and also big enough to accommodate female offenders to be taught (4 Classes), AET Level 1-4.

Tswelopele Correctional Centre – There are 08 classes in total and are not sufficient to accommodate AET Level 1-4 and FET (Grades 10-12). Thus, the AET classes rotate eg. AET L3 and L4 go to school on certain days such as Monday and Tuesday and may not go to school on Wednesday and Thursday to make space for Grade 10 -12.

Douglas Correctional Centre – The Classes are extremely small, not big enough to accommodate the total number registered and the Centre is using the platoon system to cater for the needs of the learners.

Kuruman Correctional Centre - has 03 Classes - AET Level 1-3 & Senior Certificate.

Upington Correctional Centre – has 03 Classes - AET level: Pre-AET, Level 4 & Senior Certificate which can accommodate 05 leaners per class.

(3)(a &b)

Correctional Centre	Number attending Formal Education Programmes	Number not attending
Kimberley Correctional Centre	07	0
Douglas Correctional Centre	68	0
Upington Correctional Centre	All juveniles transferred to Douglas Correctional Centre
Kuruman Correctional Centre	10	0

(4)(a) Classes are insufficient at Tswelopele, Upington and Kuruman.

(4)(b & c) The Department is participating in contract RT17-2020 which includes the provision of Learner Teacher Support Material and the supply of School Stationery for the period 01 June 2021 to 31 May 2023. All material is purchased and distributed based on needs registered.

Funds for purchasing ICT equipment were made available to all full time schools (in 2020) and AET centres (in 2021) to advance e-learning.

(5) Yes, the Department has is a functional relationship with the Department of Basic Education and Department of Higher Education which can be outlined as follows:

• There is an Implementation Protocol signed on 25 August 2020 between the Department of Higher Education and the Department of Correctional Services for matters that involve Adult Basic Education and Training and Technical Vocational Education and Training; and which remains in force for 3 years (till August 2023).
• Further to this the DBE and DCS have a MOU that regulates the relationship with regard to DCS receiving Grade 12 results on an annual basis.
• The DBE assists the DCS nationally with regard to providing training to Further Education and Training educators on invigilation, curriculum related intervention, school management system (SA-SAMS).
• The DHET also assists with training of DCS educators on matters pertaining to the ABET curriculum and policy matters on the administration of examinations.
• Tswelopele Secondary School - the Department of Basic Education in the Northern Cape provides support as follows:
• In auditing the examination centres;
• Providing relevant School Based Assessments
• Monitoring of examinations;
• Moderate educators portfolio’s and learners;
• Provision of the necessary Curriculum to schools;
• Provision of external examination question papers during exams;
• Appointment of DCS Educators as markers, moderators etc;
• Circuit Managers visit schools regularly to provide guidance and support;
• DCS Educators attend District and Provincial Sessions on a quarterly basis.

END

Reply:

What total amount in Rand has been spent on:

	a|) Catering since 29 May 2019 – until 31 March 2021*	b) Entertainment since 29 May 2019-– until 31 March 2021*	c) Accommodation since 29 May 2019-– until 31 March 2021*
i) Minister	R 79 451.51	R 8 341.00	R 168 847.36
ii) Deputy Minister	R 98 984.71	R 10 438.17	R 597 072.93
iii) Officials in the department	R 6 681 088.58	R 482 948.00	R 11 020 937.57

*Spent from April 2021 -March 2022 is excluded as it is being audited and spent from April 202 until date still needs to be audited.

Reply:

(a)(i) The total number of parolees released on parole since 01 March 2019 is: 99 146

2019/2020	2020/2021	2021/2022
38 193	33 231	27 722

2019/2020	2020/2021	2021/2022
6 404	4 309	5 399

(ii) The total number of parolees in breach of parole conditions after being released since 01 March 2019 is: 16 112

This includes the actual numbers of all revocations such as reoffending, loss of support system, revocation of absconders, and violation of conditions.

(b) The total number of parolees who committed serious offences after being released on parole since 01 March 2019 is: 6 417

2019/2020	2020/2021	2021/2022
1 457	2 451	2 509

END.

Reply:

a) Department

(i) No formal audit has been undertaken however preventative and detective internal controls measures are implemented on the departmental post establishment.

(ii) Not applicable, based on the answer provided in (i).

(iii) Not applicable, based on the answer provided in (i).

iv) 

2019-2020 financial year	2020-2021 financial year	2021-2022 financial year	2022 to date
Not applicable, based on the answer provided in (i).	Not applicable, based on the answer provided in (i).	Not applicable, based on the answer provided in (i).	Not applicable, based on the answer provided in (i).

v) Not applicable, based on the answer provided in (i).

(vi) Not applicable, based on the answer provided in (i).

(viii) Not applicable, based on the answer provided in (i), however the Department has adequate internal control measure on the monthly review of the post establishment and certification of salary expenditure where Head of business units sign-off on the payroll certificates as confirmation that all the names listed therein are employees. Review, monitoring of the post establishment and signing of pay sheets is conducted monthly by the PERSAL manager and the Office of the Chief Financial Officer.

b) SA Tourism

(i) The audit is conducted annually by the Auditor General

(ii) No ghost employees were identified in the last audit

(iii) Not applicable

(iv) Not applicable

2019-2020 financial year	2020-2021 financial year	2021-2022 financial year	2022 to date
N/A	N/A	N/A	N/A

(v) Not applicable

(vi) Not applicable

(viii) The organisation conducts monthly head count report against payroll and the monthly alignment of the organogram against the head count.

 

Reply:

The Budget Vote speech for Vote 31: Employment and Labour took place via a virtual platform.

In this respect, no reception took place regarding the Budget Vote s peech, therefore no cost was incurred.

Reply:

The Minister of Public Works and Infrastructure:

(1)

(a) I have been informed by the Department that based on the budgets allocated, a number of buildings have been prioritised in the Repairs and Maintenance Programme since 2019 that will contribute to addressing the maintenance backlog. Further, scheduled and unscheduled maintenance in various buildings is implemented via term contracts for preventative/corrective and corrective/reactive maintenance calls.

Table below indicates the expenditure that has been incurred on Repairs as well as Preventative and Corrective Maintenance:

YEAR	EXPENDITURE ON REPAIRS	EXPENDITURE ON PREVENTATIVE AND CORRECTIVE MAINTENANCE
2019/2020	R1 045 276 524	R 1 781 094 850
2020/2021	R 762 613 802	R 1 461 487 679
2021/2022	R 778 825 485	R 1 794 585 504

(b)

(i) The Department is focused on maintenance of existing immovable assets in pursuit of optimising the cost of service delivery and ensuring a dignified client experience are central to effective and efficient execution of maintenance. In line with the National Immovable Asset Maintenance Management Framework (NIAMM), maintenance is being prioritised first, with the implementation of preventative and condition-based maintenance for highly critical components with priority condition rating, proceeding to moderately and less critical components. Condition assessments have been institutionalised as part of the Strategic and Annual Performance Plans.

The Department has procured a Multi-disciplinary Technical Team to support with conducting condition assessments and development of maintenance plans. Aligned to this is the development of the condition assessments reporting templates and training of internal resources.

(ii) The Department has issued a term contract directive in 2021 with a minimum suite of contracts with a criticality criteria to ensure that there is a reduction in reactive maintenance and more corrective and preventative maintenance. The Department has rolled out the Total Facilities Management Contract in 2020 for three (3) pilot facilities. The Department has procured the DPWI TFM panel in 2021 and are anticipating rolling out 15 facilities for the 2022/2023 FY.

(aa) In line with the NIAMM Framework, maintenance is being prioritised first, with the implementation of preventative and condition-based maintenance for highly critical components with priority condition rating, proceeding to moderately and less critical components.

The budget availability and the client’s facility maintenance needs, allows the Department to offer the following:

• Facility Condition and Critical Components Assessments for which the Department has completed 301;
• Total Facilities Management Contract, comprising of hard and soft services;
• Comprehensive Term Contract, comprising of hard services in a single facility;
• Term Contract, comprising of maintenance of critical components in various facilities and;
• Corrective maintenance and reactive maintenance

(bb) There is continuous engagement with National Treasury and User Departments to close the funding deficit that each client has on their portfolio. The deficit is the difference between the full cost recovery (including property rates, maintenance and allowance for refurbishment) and what the clients are paying as a result of the devolved budgets. Leveraging these funds will avail funds for covering the full asset life-cycle costs. The DPWI has also devolved maintenance to User Departments to the value of R1 million.

(cc) In pursuit of the long-term strategy in the management of government properties, DPWI is introducing a Refurbish, Operate and Transfer (ROT) Programme to be implemented for DPWI’s High Priority Facilities. The programme is planned to be out in two phases with the first phase being a pilot project on at least five strategic facilities for the Proof of Concept (PoC) and the second phase being the long term roll out of the ROT Programme to the reminder of additional High Priority Facilities. The plan is to collaborate and form partnerships with the private sector, wherein the private sector will invest their resources to refurbish these facilities, operate these facilities for a period of twenty (20) to twenty five (25) years, including maintenance, and handover the facilities back to government after this period. The government will repay the private investor for the duration of the lease through the User Accommodation Charges collected from the Client Departments.

The five strategic facilities prioritised for the Proof of Concept are all in the City of Tshwane Metropolitan Municipality and they are:

• Telkom Towers Complex (3 buildings within the complex)
• Public Works House
• Civitas Building

The plan of the Department supported by ISA, is to go to the market through the Request For Interests (RFI) before the end of the second quarter, 30 September 2022.

(2) There’s no need for a statement as the questions have been answered.

Reply:

(a), (b) and (c) are reflected in the table below:

No:	(a) names	(b) salaries	(c) date of commencement of service?	Contract duration
	Mr. Dan Metlana Gorbachev Mashitisho (Chairperson) Qualifications: BA Legal Post Graduate Diploma in Management (PDM) Postgraduate Diploma in Labour Law (PDL) Master of Business Administration	Remunerated at R 5260 per day for a maximum period not exceeding 20 days per month	21 March 2022	12 months
	Dr. Mmaphaka Ephraim Tau Qualifications: PhD in Development and Management Magister in Disaster Management Masters in Development Studies Honours in Development Studies Higher Education Diploma Bachelor of Arts	Remunerated at R 4317 per day for a maximum period not exceeding 20 days per month	01 May 2022	12 months
	Mr. Abongile Dyariwe Qualifications: MSc Degree (Built Environment (Project Management) Advanced Programme in Sourcing and Supply Chain Management Advanced Diploma (PM Ideas) Advanced Project Management BTech Degree: (CPUT) Civil Engineering (Urban Engineering) National Diploma: (CPUT) Civil Engineering	Remunerated at R 4317 per day for a maximum period not exceeding 20 days per month	01 May 2022	12 months
	Mr. Job Katlego Ditshego Qualifications: B-Tech: Civil Engineering (Transportation) National Diploma: Civil Engineering	Remunerated at R 4317 per day for a maximum period not exceeding 20 days per month	01 May 2022	12 months
	Mr. Kwena Maphoto Qualifications: National Higher Diploma (Civil Engineering) Baccalareus Technologiae: Engineering (Civil)	Remunerated at R 4317 per day for a maximum period not exceeding 20 days per month	01 May 2022	12 months
	Ms Patience Ntombifikile Ndlovu Qualifications: B.Soc.Sc degree BA (Hons) Masters in Urban & Regional Planning Specialist Project Management Programme NQF 6	Remunerated at R 4317 per day for a maximum period not exceeding 20 days per month	01 May 2022	12 months

(d) The terms of reference for the War Room provides for delivery objective on human settlements sector, aimed at improving inter-governmental relations across the human settlements sector, addressing service delivery challenges and fast-tracking the implementation of matters raised in provincial visits; as well as overall human settlements service delivery.

(e) The War Room was established in May 2022; the performance outcomes will be provided as the work continues in various strategic interventions.

Reply:

The work of the NDB is guided by its General Strategy. The first General Strategy was for the period 2017 to 2021. The Bank has recently approved its second General Strategy for the period 2022 to 2026. The National Treasury commented and contributed to the finalization of the Bank’s second General Strategy.

The Bank has not yet finalized its policy on member country partnership plans. This policy will set out the relationship between the Bank and its member countries.

The Honourable Member can access the Bank’s General Strategy on the Bank’s website (https://www.ndb.int/about-us/strategy/strategy/).

Reply:

1. The Minister took the decision to withdraw the policy on incentives for teachers after consideration of implementation challenges that Provincial Education Departments (PEDs) had been experiencing since the inception of the policy. These implementation challenges included the practicalities related to the identification of qualifying posts and the availability of funding to sustain and extend the policy have affected its effectiveness. These challenges, compounded by the current budget constraints that most PEDs are facing, has resulted in a decision to terminate the policy.

2. Although the policy was contained in a Ministerial determination as opposed to a collective agreement with teacher unions, the Department consulted with unions that are party to the Education Labour Relations Council. The consultation with teacher unions on the intention to withdraw the policy was finalised on 14 February 2022.

3.There is currently no specific plan. However, a number of developments have occurred since the determination of the policy in 2008 which are directly or indirectly addressing the supply challenges that the incentives policy aimed to address. There has been a rapid  growth in the supply of  teacher education graduates  from an annual output of about 7000 graduates in 2008 to about 30000 in 2022. In addition, as part of the implementation of the Funza Lushaka Bursary Scheme, a portion of bursaries are reserved for the district-based allocation targeting rural districts. This is in addition to targeted recruitment in scarce skills subjects.

Reply:

The Minister of Public Works and Infrastructure:

Background:

I have been informed that the department has an existing project, for upgrading of civil engineering services and sinkhole repairs in the vicinity of Radio Uitkyk. However this project is approximately One (1) kilometre away from Radio Uitkyk. The scope of work includes the upgrading of old subsurface piping to HDPE piping and rehabilitation of sinkholes as per the department’s specifications. The name of the contractor for this project is BhekuAngel Trading and Projects and the Consultant is IIifa Consulting Engineers.

a) The location of the site under this parliamentary question was not specific however, the department has the above mentioned project in the vicinity of Road Uitkyk. In this project, the trenches are opened and safely barricaded by the contractor to enable the contractor to carry out the scope of work. Upon completion of the scope of work, e.g. laying of HDPE piping, the trenches are subsequently closed. The trenches that were opened have been backfilled in the residential area in Tobias Street. The contractor is busy with the construction of ring beams, around the installed manholes and casting manhole covers for completion.

b) The department has appointed the Consulting Engineers and Occupational Health and Safety (“OHS”) Agent to restore all wayleaves immediately upon completion of the works. The detailed assessment of the status of the wayleaves is underway.

c) The appointed Consulting Engineers and OHS Agent are placed on-site to monitor the quality of work carried out by the contractor, under the supervision of the Project Manager. Any identified transgressions will be dealt with in terms of the provisions of the contract.

Reply:

Information on projects funded by the New Development Bank are listed on the Bank’s website. The Honourable Member and members of the public are encouraged to visit the New Development Bank website to obtain information on the work of the Bank https://www.ndb.int/projects/list-of-all-projects/.

The originator of any project that is funded by the Bank has to ensure that consultation occurs with the relevant stakeholders.

The National Treasury, in general, strongly supports the disclosure policies of information to institutions and entities in which it is a shareholder and has done so with the NDB.

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The Revised Guideline was approved by Departmental Management Committee in May 2021 and has been implemented since the 2021/22 financial year. The Guidelines is attached as an Annexure to this reply.

The Guideline were not updated over the years because there were no major revisions to the legislation and framework which inform management of performance information in the Public Service. During the period of implementation of this Guideline, DSD complied with all the regulatory requirements for compilation and submission of performance reports to all relevant stakeholders. Among major achievements was the ability of the Department to obtain and maintain an Unqualified Audit Outcome from Auditor General of South Africa on the Usefulness and Reliability of its performance information reported in the annual performance reports for nine consecutive years.

In the 2019 Medium Term Expenditure period, there were several changes and improvements in the management of performance information throughout the Public Service. These changes resulted in DSD having to review their Guidelines between October 2020 to March 2021. Some of the key revisions were the following:

• Expanding of the Chapter on Reporting Requires to elaborate of criteria for assessing performance information, the timelines for submission of performance reports as well as introduction of Departmental Performance Review Sessions.
• Explanation of Reporting Lines (Channels) to various stakeholders.
• Inclusion of a full Chapter on Results Framework to assist in familiarising managers with the various concepts and approaches to planning (setting baselines, targets and defining indicators)
• Inclusion of an annexure on compilation of evidence to support reported performance information

b) How has she found does this impact service delivery?

The Guideline has no direct impact on service delivery as it guides compliance to the regulatory reporting requirements. It however, indirectly contributes to improved service delivery within the context of performance monitoring. The Guideline introduced quarterly Departmental Performance Review sessions, where progress is assessed to ensure that set targets in the Annual Performance Plan are achieved. Achievement of set targets in the Annual Performance Plan leads to attainment of service delivery objectives.

Background and context of the Guideline for Performance Monitoring and Reporting

The Department developed its Guideline for Performance Monitoring and Reporting in 2012 to ensure that it complies with all requisite legal prescripts and to improve systems and processes required to manage performance information. The Guideline has been used as a Standard Operating Procedure for managing performance information in the Department.

The purpose of the Guideline is to:

• Set the standard for managing performance information in line with relevant legal prescripts and requirements;
• Outline the roles and responsibilities of line managers and other management structures with regard to the generation and management of credible performance information;
• Establish a common understanding of the role that Monitoring and Evaluation plays in managing and reporting performance information in line with the pieces of relevant policies and frameworks within the DSD; and,
• Familiarise staff with the terminology used by different practitioners in various contexts regarding monitoring, evaluation and reporting.

The DSD Guidelines were informed by, among others, the Constitution of the Republic of South Africa, the Public Finance Management Act, the National Treasury Regulations, Public Service Act, 1994 as amended and Public Service Regulations. In addition, the Guideline is further informed by regular Frameworks, Instruction Notes, Circulars and Guidelines issued National Treasury (NT) together with the Department of Planning, Monitoring and Evaluation (DPME), which gives effect to the above legislation.

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Reply:

A) The Northern Cape Provincial Department of Human Settlements has advised that it conducted an asbestos use in houses assessment in 2015. The estimated cost of removal, at the time, highlighted that it would cost over one billion (R1bn) rands to remove and replace. The Province is currently updating the assessment report and packaging an asbestos removal plan including a project pipeline for implementation in the 2023/24 financial year. The asbestos houses in Pampierstad will be prioritized once the assessment report and plan have been completed, and implemented

B) The North West Provincial Department of Human Settlements will be requested to assess the existence of asbestos in homes Promosa in the Marks and Greater Taung Local Municipal jurisdiction. The North West Departmental Planning Unit is currently consulting with all the affected municipalities in the province to prepare a plan for eradication.

Upon conclusion of the consultations, a verification process will be undertaken to determine the exact numbers affected and the budget requirements thereof. Upon completing the processes, the budgeting in the business plan and development of an implementation plan for the balance of the MTSF 2022/23 period.

Reply:

a) I only received the aforementioned letter on 21 June 2022. However the National Department of Human Settlements together with the KwaZulu-Natal Provincial Department of Human Settlements have intervened after several concerns were raised in respect of the allocation of houses in Endumeni Municipality in 2017. A court application was lodged wherein the provincial department was cited as a respondent in the notice of a motion that was served on the 18th of March 2017. The Province has continued to monitor the project at Endumeni Municipality as per the directive of the court.

b) The Dlamini Forestdale Housing Project is progressing well, and it is set to yield two hundred and sixty-one (261) units in Endumeni Local Municipality. Two hundred and thirty-four (234) beneficiaries have already been allocated occupation of houses. Both water and bulk infrastructure services are in place and the Metropolitan Municipality is currently seized with the connection for electricity supply provision.

c) Occupying these houses. There are water and sewer services. The city is busy doing the connection of electricity.

Reply:

The need for social service professionals is identified in the National Development Plan and other key policy documents such as the HWSETA skills sector plan. According to the NDP, the ranks of social services professionals should be boosted to 55 000 to meet the demand for appropriate basic social welfare services. This is because social welfare services are becoming more development orientated, focusing on serving vulnerable people in families and in communities.

As a category of social service professionals, social workers are located across Provinces and District offices, where they render an integrated basket across the life stages of beneficiaries, which are prevention and promotion, early intervention, psychosocial care, and support, statutory and protection, re-integration and aftercare services.

Currently we have 17503 social service professionals who render a range of services.

For the Department to perform the integrated basket of services across the life stages, it will require the total number of social workers and social auxiliary workers, which are reflected in the below table:

Legislation & Policies	Social Workers	Social Auxiliary workers	Total
Children’s Act & Children’s Amendment Bill	6, 575	3, 113	9, 688
Older Persons Act	298	87	385
Prevention and Treatment of Substance Abuse	517	94	611
Probation Services Act	547	153	700
Victim Empowerment Bill (Act)	1040	58	1098
Policy for Disabilities	227	83	310
Prevention, Care and Support for HIV and Aids	502	112	614
White Paper for Families	951	309	1260
Total	10, 657	4, 009	14, 666

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The information below indicates that since the launch of Integrated Security Plan, PRASA has experienced a steady decrease in crime incidents and crime spots are beginning to stabilize. The phase-in approach of security intervention both in the form of physical guards and technology will ultimately bring about a total eradication of crime within PRASA environment and it points to a promising future of crime free situation.

 

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(1) VFS only attends to the “non-judgemental” part of the application process (i.e. the administrative function). VFS is not permitted, by law, to give any advice or to take over the role of the DHA. Consequently, VFS are not permitted to validate the documents or provide any substantive confirmations to applicants. In order to assist applicants, the DHA has developed a checklist which VFS uses, from an administrative perspective, to cross check whether all the required documentation is present. If any document is missing, the applicant is informed at the point of submission. The applicant then has the option to, despite the missing documents, proceed to submit their application or return later with the missing documents. In the event that the applicant, despite being informed of the missing documents, wishes to proceed with their submission, they are required to sign the checklist acknowledging that he or she was informed about the missing document. All applicants are issued with a receipt which is an acknowledgement of submission of their application.

(2) In view of the fact that VFS has a process in place as indicated above, there is no need to implement any further measures.

END

Reply:

(1)(a) The Statistics for the Mining Indaba, 2022 as received from the Missions were consolidated and reflects in Annexure A attached hereto.

(1)(b) Annexure A also reflects the statistics for applications processed by each country.

(2)(a) The numbers rejected are contained in Annexure A as attached.

(2)(b) The reasons for rejection vary from case to case but in general is subject to what the findings are in the adjudication process.

 

See the link for Annexure A: https://pmg.org.za/files/RNW2375_-_Annexure_A.pdf

END

 

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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:

(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:

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 information requested in the question falls within the Executive purview of the Member of the Executive Council of the Eastern Cape Department of Education, not the Minister of Basic Education.

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)(a) Charges against Mr Ronney Marhule were as follows:

(i) Gross dishonesty;

(ii) Gross negligence; and

(iii) Non-compliance with the Immigration Act, Regulations and Standard Operating Procedures (SOPS) in relation to granting of Permanent Residence.

(1)(b) The disciplinary hearings of the other officials were postponed due to preliminary points raised by the employee. However the hearings are now proceeding as planned.

2. The matter of Mr Ronney Marhule was reported to South African Police Services for criminal investigation at Pretoria Central and it is handled by the Directorate for Priority Crime Investigation, DPCI.

END

 

Reply:

a)  The Department has done a lot with regards towards ensuring that fake passports are identifiable which include amongst others:

• • All passports have unique security features of which specimens were shared with all foreign governments present in South Africa for purposes of differentiating a fake passport from an authentic one.

• • During the production process of a passport a unique identifier is uploaded onto our Movement Control System which upon scanning at a port of entry is able to verify the authenticity of a passport, i.e. to check if such passport was issued by the Department.
• Airlines have access to the Advanced Passenger Processing system which enables them to screen travellers before they depart. The Department also runs a 24-hour Operations Centre which airlines can use if they want to authenticate SA passports. Department also regularly communicates with all airlines to update them on how to validate South African passports, including the look and feel.

b) Passports issued under fraudulent circumstances are traced, flagged as fraudulent and removed from the records.

c) We have started following up and arresting Home Affairs Officials and Foreign Nationals involved in passport fraud.

END

 

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:

The Provincial Departments of Health provided the information as follows:

a) Table below

Province	Total number of backlogs on surgeries
Eastern Cape	5373
Free State	1923
Gauteng	13433
KwaZulu Natal	Waiting for response
Limpopo	4229
Mpumalanga	190
North West	5531
Northern Cape	Waiting for response
Western Cape	77139

Gauteng Province	Hospital Name	(b)What steps have been taken to deal with the backlogs
	Chris Hani Baragwanath Academic hospital, Charlotte Maxeke Academic hospital, Dr George Mukhari Academic Hospital, Steve Biko Academic Hospital, Tembisa Provincial Tertiary Hospital, Kalafong Provincial Tertiary Hospital, Rahima Moosa Mother and Child Hospital	Chris Hani Baragwanath There is a plan to purchase 1 boiler or convert existing ones from coal to gas Contractors sourced to repair and maintain tunnel washers Purchasing disposable linen to compensate for the shortfalls Electronic theatre booking system Contractor appointed for repair and maintained Autoclaves Two additional gas sterilizers have been ordered Appointing a dedicated clinical Manager to oversee all 46 theatre efficiencies Washing linen outside (privately) or using Masakhane, Danswart, Edenvale Laundry services, etc. From the local DID information, the plans are aligned with the presentation Charlotte Maxeke Academic Hospital District outreach surgical teams provide services once a week per quarter and spent time in a district conducting various surgeries utilising all hospitals (Rural Health Matters campaign). A team of volunteers (orthopaedics and anaesthetics) from other provinces form part of the outreach teams. Through the National Health Insurance Grant, public patients are taken to accredited private service providers (hospitals) where surgery is conducted as part of addressing the surgical backlog. Dr George Mukhari Academic hospital In- and outreach activities for procedures that can be done at a lower level of care will be planned once our Covid numbers are declining on a regular basis. Surgical department’s theatre allocations have been reduced due to the shortage of staff. Surgical bookings and scheduled operations are cancelled, and the ones admitted are postponed and have to wait longer for their operations in the ward. Theatre has 14 posts in-active: 4 vacant consultant posts and 6 registrar post (Maternity) and 4 vacant medical officer posts (Interviewed April and awaiting appointment). Outreach is only done if the cluster hospital allocates the anaesthetist otherwise the bookings will be cancelled. Steve Biko Academic hospital Utilizing other facilities within the cluster for procedure appropriate to each hospital Tembisa hospital Resumed all Elective Surgery post COVID waves/ surge Re-purposed and re-allocated COVID Theatre back to General surgery, and re-allocated a second theatre for Ophthalmology We also re-purposed COVID wards to increase post-operative care space Conducted Cataract Blitz for a week (25-29 October 2021) and achieved a total of 74 cataract operations Allocated extra theatre on Fridays for Urology Renovation of Burn’s Theatre to increase the number of functional theatres Allocated an extra Community Service Medical Officer for Anaesthesia Kalafong hospital Dedicate specific “catch-up” days e.g., surgical cataract marathons in Ophthalmology. Additional Orthopaedics list on Fridays. Weekly Urology, ENT, Ophthalmology lists. Optimization of theatre utilization in collaboration with cluster hospitals (Pretoria West District Hospital). Constant supervision on change over times in between cases not to be more than 10 minutes, thereby improving the efficiency. Rescheduling of elective surgeries; Planning to increase High Care Unit beds; Beefing up of human resource through sessional appointments for specialists and nursing agencies for nurses. Rahima Moosa Hospital Theatre time allocating for the year organized in blitz weeks. Workable additional plant to operate at Yusuf Dadoo and South Rand Hospital requires appointment of medical officers in surgery and anaesthesia for mobile teams to these institutions.

Limpopo Province	Hospital Name	(b)What steps have been taken to deal with the backlogs
	Letaba, Mokopane, Philadelphia St Ritas Tshilidzini Mankweng Pietersburg	District outreach surgical teams provide services once a week per quarter and spent time in a district conducting various surgeries utilising all hospitals (Rural Health Matters campaign). A team of volunteers (orthopaedics and anaesthetics) from other provinces form part of the outreach teams. Through the National Health Insurance Grant, public patients are taken to accredited private service providers (hospitals) where surgery is conducted as part of addressing the surgical backlog. Lists of patients are coordinated by the tertiary hospitals that have the overall information on patients that need surgery.

Mpumalanga Province	Hospital Name	(b)What steps have been taken to deal with the backlogs
	Rob Ferreira Witbank Mapulaneng Themba Ermelo	The hospitals have rescheduled all non-emergency operations. The suspension of operating non-emergency cases was lifted, and operations are back to normal. Shortage of specialists however also contribute to the backlog. The tertiary hospitals conduct outreach service where minor orthopaedic operations in the district hospitals are performed.

Northwest Province	Hospital Name	(b)What steps have been taken to deal with the backlogs
	Klerksdorp/Tshepong Job Shimankana Tabane Mafikeng Provincial Joe Morolong Memorial Potchefstroom	Implementation of surgical blitz Providing theatre services during the weekends and extended hours to reduce backlogs Utilization of all available theatres to improve efficiency Public/Private partnership where it is feasible

Free State Province	Hospital Name	(b)What steps have been taken to deal with the backlogs
	Universitas Pelonomi Dihlabeng Bongani	Monthly monitoring of waiting time Marathons arranged if department notices backlog Patient education to ensure patients show up for appointments A team on call for emergency theatres Sometimes using theatre at private hospitals Recruitment of additional staff Increase of theatre time Prioritizing according to severity or quality of life Conducting Blitz over weekends Outreach to district hospitals

Eastern Cape Province	Hospital Name	(b)What steps have been taken to deal with the backlogs
	Nelson Mandela Academic Hospital Livingstone hospital Port Elizabeth Provincial hospital Frere Hospital Cecilia Makiwane Hospital Dora Nginza hospital Frontier hospital

Western Cape Province	Hospital Name	(b)What steps have been taken to deal with the backlogs
	Alan Blyth Hospital Beaufort West BreedeValey Caledon Ceres Citrusdarl Clanwilliam Eerste River False Bay George Groote Schuur Helderberg Hermanus Karl Bremer Khayelitsha Knysna Laingsburg Mitchells Plain Montagu Mossel Bay Murraysburg New Somerset Otto du Plessis Oudtshoorn Paarl Prince Albert Red Croos War Memorial Children Riversdale Robertson Stellenbosch Swartland Swellendam Tygerburg Victoria Vredenburg Vredendal Wesfleur Worcester	Operations increased by dedicated budget increase and efficiency gains

KZN NATAL State Province	Hospital Name	(b)What steps have been taken to deal with the backlogs
	Madadeni Hospital King Edward Hospital RK Khan Hospital IALCH Ngwelezana Hospital Port Shepstone Regional Murchison Hospital GJ Crookes Hospital Grey’s Hospital Harry Gwala Regional Hospital Northdale Hospital Manguzi Hospital Mosvold Hospital Ladysmith Regional Hospital	Catch up has been done by increasing theatre times Elective slates done over the weekend to catch up. Camps have also been planned Increase theatre times Use after hours to reduce backlog Elective theatre slates run even after hours Electives commenced in 2021 Emergencies are given priority Maximum utilization of theatres with added slates on weekends. Weekend camps are planned The hospital is increasing theatre time. Additional days added Weekend cataract camps held to reduce the backlog Additional half day theatre planned for every Thursday No waiting for emergencies or malignancies as these were all done under emergency slates. No new dates given but electives are called back according to priority and bed availability. For GIT procedures i.e. endoscopy and colonoscopy- are limited to emergencies only, e.g. GI bleeds, malignancy and selected elective cases after discussion with a specialist. There is a plan to conduct a marathon (i.e. request for 2 theatres to do only elective cases) Theatre time increased

Information from NC still outstanding.

END.

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:

(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 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:

According to information received from the Provincial Departments of Health through Project management information system, the table below provides a summary of the number of (a) hospitals and (b) clinics that are being built (newly built and upgrades). These facilities are all funded from the Health Facility Revitalisation Grant. It is also imperative to note that these include new and replaced facilities as well as upgrades and additions.

Province	District Municipality	Local Municipality	No of Hospitals being built	No of CHC’s and Clinics being built
Eastern Cape (EC)	Amatole (DC12)	Mbhashe (EC121)	1	0
Eastern Cape (EC)	Amatole (DC12)	Raymond Mhlaba (EC129)	2	1
Eastern Cape (EC)	Buffalo City (BUF)	Buffalo City (BUF)	2	0
Eastern Cape (EC)	Chris Hani (DC13)	Enoch Mgijima (EC139)	0	1
Eastern Cape (EC)	Joe Gqabi (DC14)	Elundini (EC141)	1	1
Eastern Cape (EC)	Joe Gqabi (DC14)	Senqu (EC142)	0	1
Eastern Cape (EC)	Sarah Baartman (DC10)	Makana (EC104)	0	1
Eastern Cape (EC)	O.R.Tambo (DC15)	Port St Johns (EC154)	1	0
Eastern Cape (EC)	Nelson Mandela Bay Metro (NMA)	Nelson Mandela Bay (NMA)	3	0
Eastern Cape (EC)	O.R.Tambo (DC15)	King Sabata Dalindyebo (EC157)	0	1
Eastern Cape (EC)	Alfred Nzo (DC44)	Umzimvubu (EC442)	0	2
Eastern Cape (EC)	Alfred Nzo (DC44)	Matatiele (EC441)	1	0
Eastern Cape (EC)	Alfred Nzo (DC44)	Ntabankulu (EC444)	1	0
Eastern Cape (EC)	Alfred Nzo (DC44)	Mbizana (EC443)	1	0
Eastern Cape (EC)	Chris Hani (DC13)	Engcobo (EC137)	1	0
Free State (FS)	Thabo Mofutsanyane (DC19)	Maluti a Phofung (FS194)	1	0
Free State (FS)	Thabo Mofutsanyane (DC19)	Dihlabeng (FS192)	0	2
Free State (FS)	Lejweleputswa (DC18)	Tswelopele (FS183)	0	1
Free State (FS)	Fezile Dabi (DC20)	Moqhaka (FS201)	1	2
Free State (FS)	Xhariep (DC16)	Kopanong (FS162)	0	1
Free State (FS)	Lejweleputswa (DC18)	Matjhabeng (FS184)	0	3
Free State (FS)	Mangaung (MAN)	Mangaung (MAN)	1	1
Free State (FS)	Fezile Dabi (DC20)	Mafube (FS205)	0	1
Gauteng (GT)	City of Johannesburg (JHB)	City of Johannesburg (JHB)	1	5
Gauteng (GT)	City of Ekurhuleni (EKU)	City of Ekurhuleni (EKU)	3	2
Gauteng (GT)	City of Tshwane (TSH)	City of Tshwane (TSH)	2	6
Gauteng (GT)	West Rand (DC48)	Mogale City (GT481)	0	4
Gauteng (GT)	West Rand (DC48)	Merafong City (GT484)	0	3
Gauteng (GT)	Sedibeng (DC42)	Emfuleni (GT421)	0	2
KwaZulu - Natal (KZ)	Ugu (DC21)	Umdoni (KZN212)	1	1
KwaZulu - Natal (KZ)	eThekwini (ETH)	eThekwini (ETH)	11	4
KwaZulu - Natal (KZ)	Ugu (DC21)	Ray Nkonyeni (KZN216)	2	0
KwaZulu - Natal (KZ)	iLembe (DC29)	KwaDukuza (KZN292)	1	1
KwaZulu - Natal (KZ)	King Cetshwayo (DC28)	uMlalazi (KZN284)	2	3
KwaZulu - Natal (KZ)	King Cetshwayo (DC28)	Nkandla (KZN286)	2	1
KwaZulu - Natal (KZ)	Zululand (DC26)	Nongoma (KZN265)	1	1
KwaZulu - Natal (KZ)	King Cetshwayo (DC28)	uMhlathuze (KZN282)	2	2
KwaZulu - Natal (KZ)	Zululand (DC26)	Ulundi (KZN266)	2	2
KwaZulu - Natal (KZ)	Amajuba (DC25)	Newcastle (KZN252)	2	1
KwaZulu - Natal (KZ)	Umgungundlovu (DC22)	The Msunduzi (KZN225)	4	2
KwaZulu - Natal (KZ)	Harry Gwala (DC43)	Dr Nkosazana Dlamini Zuma (KZN436)	1	1
KwaZulu - Natal (KZ)	Amajuba (DC25)	Emadlangeni (KZN253)	2	0
KwaZulu - Natal (KZ)	Harry Gwala (DC43)	Ubuhlebezwe (KZN434)	0	3
KwaZulu - Natal (KZ)	iLembe (DC29)	Maphumulo (KZN294)	2	2
KwaZulu - Natal (KZ)	Umzinyathi (DC24)	Endumeni (KZN241)	1	0
KwaZulu - Natal (KZ)	Uthukela (DC23)	Alfred Duma (KZN238)	1	2
KwaZulu - Natal (KZ)	Harry Gwala (DC43)	Greater Kokstad (KZN433)	2	1
KwaZulu - Natal (KZ)	Ugu (DC21)	Umzumbe (KZN213)	0	2
KwaZulu - Natal (KZ)	Zululand (DC26)	eDumbe (KZN261)	0	2
KwaZulu - Natal (KZ)	Umgungundlovu (DC22)	Richmond (KZN227)	0	1
KwaZulu - Natal (KZ)	Harry Gwala (DC43)	Umzimkhulu (KZN435)	1	0
KwaZulu - Natal (KZ)	Umkhanyakude (DC27)	Big Five Hlabisa (KZN276)	1	1
KwaZulu - Natal (KZ)	Umgungundlovu (DC22)	Mpofana (KZN223)	0	1
KwaZulu - Natal (KZ)	Umzinyathi (DC24)	Msinga (KZN244)	1	1
KwaZulu - Natal (KZ)	Umzinyathi (DC24)	Nqutu (KZN242)	1	2
KwaZulu - Natal (KZ)	Uthukela (DC23)	Inkosi Langalibalele (KZN237)	1	0
KwaZulu - Natal (KZ)	Umgungundlovu (DC22)	uMngeni (KZN222)	1	0
KwaZulu - Natal (KZ)	Uthukela (DC23)	Okhahlamba (KZN235)	1	1
KwaZulu - Natal (KZ)	King Cetshwayo (DC28)	Mthonjaneni (KZN285)	0	1
KwaZulu - Natal (KZ)	Ugu (DC21)	UMuziwabantu (KZN214)	1	0
KwaZulu - Natal (KZ)	Umkhanyakude (DC27)	Umhlabuyalingana (KZN271)	1	0
KwaZulu - Natal (KZ)	Umkhanyakude (DC27)	Jozini (KZN272)	1	0
Limpopo (LP)	Sekhukhune (DC47)	Elias Motsoaledi (LIM472)	1	0
Limpopo (LP)	Capricorn (DC35)	Polokwane (LIM354)	2	2
Limpopo (LP)	Capricorn (DC35)	Lepele-Nkumpi (LIM355)	2	0
Limpopo (LP)	Capricorn (DC35)	Blouberg (LIM351)	1	1
Limpopo (LP)	Mopani (DC33)	Ba-Phalaborwa (LIM334)	1	0
Limpopo (LP)	Waterberg (DC36)	Bela-Bela (LIM366)	0	1
Limpopo (LP)	Waterberg (DC36)	Thabazimbi (LIM361)	1	0
Limpopo (LP)	Waterberg (DC36)	Mogalakwena (LIM367)	2	1
Limpopo (LP)	Mopani (DC33)	Greater Tzaneen (LIM333)	3	0
Limpopo (LP)	Vhembe (DC34)	Thulamela (LIM343)	1	0
Limpopo (LP)	Sekhukhune (DC47)	Ephraim Mogale (LIM471)	1	0
Limpopo (LP)	Vhembe (DC34)	Makhado (LIM344)	2	0
Limpopo (LP)	Waterberg (DC36)	Modimolle/Mookgophong (LIM368)	1	2
Limpopo (LP)	Sekhukhune (DC47)	Greater Tubatse/Fetakgomo (LIM476)	2	0
Limpopo (LP)	Sekhukhune (DC47)	Makhuduthamaga (LIM473)	1	0
Limpopo (LP)	Mopani (DC33)	Greater Giyani (LIM331)	1	0
Limpopo (LP)	Vhembe (DC34)	Musina (LIM341)	1	0
Limpopo (LP)	Mopani (DC33)	Greater Letaba (LIM332)	0	1
Mpumalanga (MP)	Nkangala (DC31)	Dr JS Moroka (MP316)	0	1
Mpumalanga (MP)	Ehlanzeni (DC32)	Mbombela (MP326)	1	1
Mpumalanga (MP)	Gert Sibande (DC30)	Msukaligwa (MP302)	0	2
Mpumalanga (MP)	Nkangala (DC31)	Thembisile (MP315)	1	0
North West (NW)	Bojanala Platinum (DC37)	Moses Kotane (NW375)	0	1
North West (NW)	Dr Kenneth Kaunda (DC40)	Maquassi Hills (NW404)	0	1
North West (NW)	Dr Ruth Segomotsi Mompati (DC39)	Greater Taung (NW394)	1	2
North West (NW)	Dr Ruth Segomotsi Mompati (DC39)	Kagisano (NW397)	1	1
North West (NW)	Dr Kenneth Kaunda (DC40)	Ventersdorp/Tlokwe (NW405)	3	3
North West (NW)	Ngaka Modiri Molema (DC38)	Mafikeng (NW383)	3	1
North West (NW)	Bojanala Platinum (DC37)	Local Municipality of Madibeng (NW372)	0	1
North West (NW)	Ngaka Modiri Molema (DC38)	Ramotshere Moiloa (NW385)	0	2
North West (NW)	Bojanala Platinum (DC37)	Moretele (NW371)	0	1
North West (NW)	Ngaka Modiri Molema (DC38)	Ratlou (NW381)	0	2
North West (NW)	Ngaka Modiri Molema (DC38)	Tswaing (NW382)	0	3
North West (NW)	Ngaka Modiri Molema (DC38)	Ditsobotla (NW384)	1	0
North West (NW)	Bojanala Platinum (DC37)	Rustenburg (NW373)	1	0
North West (NW)	Dr Kenneth Kaunda (DC40)	City of Matlosana (NW403)	0	2
Northern Cape (NC)	John Taolo Gaetsewe (DC45)	Ga-Segonyana (NC452)	0	1
Northern Cape (NC)	John Taolo Gaetsewe (DC45)	Joe Morolong (NC451)	0	2
Northern Cape (NC)	Namakwa (DC06)	Richtersveld (NC061)	0	1
Northern Cape (NC)	ZF Mgcawu (DC08)	!Kheis (NC084)	0	1
Northern Cape (NC)	Namakwa (DC06)	Nama Khoi (NC062)	1	0
Western Cape (WC)	City of Cape Town (CPT)	City of Cape Town (CPT)	10	8
Western Cape (WC)	Overberg (DC03)	Theewaterskloof (WC031)	0	2
Western Cape (WC)	Cape Winelands (DC02)	Drakenstein (WC023)	1	3
Western Cape (WC)	Garden Route (DC04)	Kannaland (WC041)	0	1
Western Cape (WC)	Cape Winelands (DC02)	Breede Valley (WC025)	1	2
Western Cape (WC)	Cape Winelands (DC02)	Witzenberg (WC022)	1	0
Western Cape (WC)	Overberg (DC03)	Overstrand (WC032)	1	1
Western Cape (WC)	Garden Route (DC04)	Mossel Bay (WC043)	1	1
Western Cape (WC)	West Coast (DC01)	Saldanha Bay (WC014)	0	3
Western Cape (WC)	Garden Route (DC04)	Knysna (WC048)	0	1
Western Cape (WC)	Central Karoo (DC05)	Laingsburg (WC051)	0	1
Total			123	140

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:

The Minister of Public Works and Infrastructure

The Department of Public Works and Infrastructure (DPWI) has a designated call centre which allows all its clients to log qualifying calls for the department's attention. This ensures that urgent and emergency works are attended to as and when they get registered for attention and remedy.

Matters related to poor housekeeping, which may affect safety and habitability and impact essential service delivery, remain the responsibility of the client department, which has its processes and procedures for ensuring the implementation of works allocated to them in line with the signed Service level agreement (SLA). The DOD has stopped all projects in the design phase and requested that DPWI only continue with specific projects in the tender and execution stages. Thaba Tshwane is an Endowment property owned by the DOD; therefore, any project related to the road infrastructure must be managed between the DOD and the Municipality. The client department is also responsible for prioritising funds for the registration of project/s to deal with infrastructure requirements that may require works of a Capex nature.

Reply:

The Minister of Public Works and Infrastructure

The department has a designated call centre which allows all its clients to log qualifying calls for the department's attention. This ensures that urgent and emergency works are attended to when they get registered for attention and remedy.

There are no outstanding calls for the electrical substation at Radio Uitkyk and the streetlights. However, the department has raised a security concern with the client department responsible for safeguarding property allocated to them.

Matters related to poor housekeeping and security remain the responsibility of the client department, which has its processes and procedures for ensuring the implementation of works allocated to them in line with the signed Service level agreement (SLA). Thaba Tshwane is an Endowment property owned by the DOD; therefore, any project related to the road infrastructure must be managed between the DOD and the Municipality.

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:

(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. 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