Questions and Replies

Reply:

No, there is no integrated strategic plan. The intention of the site inspections undertaken by officials from NDT; EDTEA; TKZN; Ezemvelo and KZN Sharks Board was to assess affected sites that have relatively high impact on the value-chain to drive local tourism development and recovery post the pandemic, thus having socio-economic bearing on affected neighboring communities. The purpose was to assess damage and to determine how the Department may assist the province and product owners in repairing-refurbishing affected critical tourism infrastructure. Integration of various aspects of responses to the flood damage is integrated at a level of the Disaster Management Centers both provincially and nationally, working with relevant departments.

a) Product owners affected by flooding have mostly indicated that their insurances will pay for the repair of damaged tourism infrastructure. Given that there is not much damage and disruption to tourism establishments and infrastructure, businesses have continued to operate. To this end, operators are largely calling for restoration of bulk services. This is attended to through the efforts of the various mandate departments.

The focus is on restoration of operations through refurbishment in the cases of tourism infrastructure in the publicly owned facilities working with the provincial authorities.

b) As indicated, the purpose of the site inspections was to assess damage to tourism products and infrastructure. Consultations were with relevant product owners and operators both public and private sector.

c) Where there might be limited disruption of incomes, those effected will be eligible to approach the UIF in line with its mandate.

Reply:

1. (i) Minister, since 29 May 2019

(a) Make	(b) Model	(c) Year of manufacture	(d) Price	(e) Purchase date
Volvo based in Cape Town	XC60 D4 AWD G/T Inscription	2020	R700 000-00	2020/12/07
Volvo based in Pretoria	XC60 D4 AWD G/T Inscription	2020	R700 000-00	2020/12/07

(ii) Deputy Minister, since 29 May 2019

(a) Make	(b) Model	(c) Year of manufacture	(d) Price	(e) Purchase date
Volvo based in Cape Town	XC40 D4-AWD G/T Momentum	2021	R700 000-00	2021/03/24
Volvo based in Pretoria	XC40 D4-AWD G/T Momentum	2021	R700 000-00	2021/03/24

(a)&(b) (i) Security detail for both the Minister and Deputy Minister is confidential and is the responsibility of SAPS.

(a)&(b) (ii) Cost for security is paid for by the VIP Protective Services of the SAPS and not by the Department of Tourism.

Reply:

a) The Mangaung Metropolitan Municipality (MMM) was officially placed under section 139(5)(a) and (c) intervention by the Free State Provincial Executive Council on 19 December 2019, due to a financial and service delivery crisis in the municipality.  However, no significant progress has been made to implement the Financial Recovery Plan developed by National Treasury as a result of significant political interference in the administrative functioning of the Metro.  Cabinet received a formal request from the Provincial Executive for a national intervention.

b) Cabinet approved a national intervention in terms of Section 139(7) of the Constitution on 6 April 2022 to create stability and improve service delivery in Mangaung Metropolitan Municipality.  A National Cabinet Representative supported by a multi-disciplinary team of experts are being deployed with responsibilities that will amongst others ensure and oversee the execution by the Accounting Officer of the functions referred to in Section 67(1)(h) and Schedule 2 of the Local Government: Municipal Systems Act, 2000 (Act No. 32 of 2000), read with any other relevant legislative provisions dealing with disciplinary matters, including criminal, disciplinary and civil action.

Reply:

a) The Department of Tourism, has not concluded any commercial contract with (i) the government of the Russian Federation and/or (ii) any other entity based in the Russian Federation since 1 April 2017.

(aa) – (ee) Not applicable

b) SA Tourism, has not concluded any commercial contract with (i) the government of the Russian Federation and/or (ii) any other entity based in the Russian Federation since 1 April 2017.

(aa) –(ee) Not applicable

Reply:

Yes. The State Security Agency is aware of operations where fraudulent Home Affairs documents are being distributed. The operations relate to unlawful and fraudulent manufacturing and distribution of fraudulent identification documents. These operations are attributed to the organised crime syndicates, which involve some Home Affairs officials.

As part of its counterintelligence mandate, the State Security Agency monitors risks relating to the integrity of the Department of Home Affairs documents and shares relevant information with the department of Home Affairs and also with the Security Cluster, of which the Department of Home Affairs is a member.

Reply:

a) Department

(i) Current total number of unfilled posts.	(ii) Since what date has each respective post been unfilled in each case.	(iii) What are the reasons for each post remaining unfilled in each case.
52	Since April 2017 to March 2022. (Refer to attached table)	Natural attrition due to movement of staff (Refer to attached table) and fiscal constraints on the compensation of employees

 

(d) It is envisaged that all posts will be filled by latest the end of September 2022. (Refer to attached table)

(e) The functions of the unfilled posts are currently executed through various intervention strategies e.g. assignment of additional functions in terms of section 32 of the Public Service Act, 1994 as amended. (Refer to attached table)

Detail of the Department of Tourism unfilled posts
No.	Post name	(ii)Vacant date	(iii)Reasons for post being vacant	(d)Envisaged date for filling post	(e)How are functions currently executed
Ministry
1.	Parliamentary Liaison Officer	01 September 2021	New post in the establishment	Post not yet advertised	Not applicable.
2	Cabinet and Parliamentary Officer	01 September 2021	New post in the establishment	Post not yet advertised	Not applicable.
Branch: Corporate Management
Office of the DDG: Corporate Management
3.	Branch Coordinator: Corporate Management	01 April 2019	Previous incumbent transferred to another component	Post not yet advertised	There’s an official acting in the post.
Office of the Chief Financial Officer
4.	Chief Financial Officer	01 October 2022	Previous incumbent resigned	June/July 2022	There’s an official acting in the post.
5.	DD: Internal Control and Compliance	01 April 2017	Previous incumbent transferred to another department	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
6.	ASD: Budgeting	01 May 2021	Previous incumbent transferred to another department	July/August 2022	Not applicable No official appointed in acting capacity or assigned the tasks.
7.	Snr Supply Chain Practitioner	01 September 2021	Previous incumbent was promoted	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
8.	State Accountant: Creditors, Travel and Subsistence	01 November 2020	Previous incumbent transferred to another component	July/August 2022	There was a contractor appointed in the post.
CD: Communications
9.	Chief Director: Communications	01 November 2021	Previous incumbent resigned	July/August 2022	There’s an official acting in the post.
10.	DD: Internal Comms and Graphic Design	01 October 2021	Previous incumbent resigned	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
11.	DD: Content Writer and Editor	01 March 2022	Previous incumbent was promoted to another department	Post not yet advertised	Not applicable No official appointed in acting capacity or assigned the tasks.
12.	ASD: Content Writer	20 December 2018	Previous incumbent is deceased	Post not yet advertised	There’s an official acting in the post.
13.	ASD: Internal Communication	01 November 2019	Previous incumbent resigned	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
CD: Strategy and Systems
14.	ASD: Risk and Integrity Management	01 November 2018	Previous incumbent resigned	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
15.	Risk Management Practitioner	01 November 2021	Previous incumbent resigned	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
16.	Risk Management Practitioner	01 December 2021	Previous incumbent resigned	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
17.	DD: Entity Oversight	01 June 2020	Previous incumbent resigned	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
CD: HR Management and Development
18.	Snr Health Practitioner	16 February 2018	Previous incumbent was promoted to another department	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
19.	ASD: Auxillary Support	01 April 2022	Previous incumbent transferred to another department	Post not yet advertised	There’s an official acting in the post
20.	Security Officer	01 December 2020	Previous incumbent was retired	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
21.	Security Officer	01 December 2021	Previous incumbent was promoted to another department	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
22.	DD: HR Strategy Planning and Information Man	01 May 2018	Previous incumbent transferred to another department	Post not yet advertised	There’s an official acting in the post.
CD: Legal Services
23.	Legal Admin Officer	01 September 2018	Previous incumbent transferred to another department	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
24.	Legal Admin Officer	01 February 2019	Previous incumbent transferred to another department	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
25.	Snr Legal Admin Officer	01 October 2018	Previous incumbent transferred to another department	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
26.	Admin Assistant: Legal Services	01 February 2022	Previous incumbent resigned	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Internal Audit
27.	DD: IT Audit	01 November 2018	Previous incumbent resigned	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
Branch: Tourism Research, Policy and International Relations
D: Strategic Sector Partnerships
28.	D: Strategic Sector Partnerships	01 December 2019	Previous incumbent transferred to another department	July 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
29.	DD: Strategic Sector Partnerships	20 November 2021	Previous incumbent resigned	Post not yet advertised	There’s an official acting in the post.
30.	DD: Strategic Sector Partnerships	01 March 2022	Previous incumbent resigned	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Policy Development and Regulations
31.	DD: Policy Dev and Regulation	01 August 2019	Previous incumbent transferred to another component	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Strategy and Development
32.	DD: Strategy Development	01 May 2021	Previous incumbent was promoted to another department	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Knowledge Management
33.	DD: Knowledge Management Strategy and Planning	01 December 2021	Previous incumbent resigned	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
34.	Knowledge Management Officer	07 January 2020	Previous incumbent resigned	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Monitoring and Evaluation
35.	ASD: Monitoring and Data Management	10 November 2018	Previous incumbent was promoted to another department	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Bilateral Relations and Cooperation
36.	Director: Bilateral Relations and Cooperation	01 June 2019	Previous incumbent resigned	July 2022	There’s an official acting in the post.
37.	Deputy Director: Africa and Middle East	01 November 2019	Previous incumbent was transferred to another component	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
38.	ASD: Bilateral Relations and Cooperation	01 November 2021	Previous incumbent was promoted to another department	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
39.	ASD: Multilateral and Cooperation	01 April 2020	Previous incumbent was transferred to another department	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
Branch: Destination Development
Office of the DDG: Destination Development
40.	Branch Coordinator: Destination Development	12 February 2019	Previous incumbent transferred to another department	July/August 2022	There’s an official acting in the post.
CD: Destination Planning and Investment Coordination
41.	Admin Assistant: Planning and Investment	27 September 2018	Previous incumbent is deceased	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
CD: Tourism Enhancement
42.	CD: Tourism Enhancement	01 August 2021	Previous incumbent resigned	July 2022	There’s an official acting in the post.
D: Investment Facilitation
43.	DD: Investment Facilitation	01 October 2020	Previous incumbent resigned	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Destination Planning
44.	ASD: Spatial Mapping and Database Management	01 October 2017	New post due to re-structuring	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Experience and Route Development
45.	ASD: Experience and Route Development	01 November 2020	Previous incumbent resigned	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Tourism Integration
46.	D: Tourism Integration	01 December 2019	Previous incumbent was promoted to a higher post	July 2022	There’s an official acting in the post.
Branch: Tourism Sector Support Services
Office of the DDG: Tourism Sector Support Services
47.	Branch Coordinator: TSSS	01 October 2020	Previous incumbent transferred to another component	Post not yet advertised	There’s an official acting in the post.
D: Responsible Tourism
48.	DD: Tourism and Env Efficiency	01 April 2021	Previous incumbent was promoted to a higher post	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Programme Planning and Implementation
49.	DD: Programme Planning and Implementation	01 November 2019	Previous incumbent resigned	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Tourism Guiding Management
50.	DD: Tourism Guiding Growth and Dev	01 May 2019	Previous incumbent transferred to another component	July/August 2022	Not applicable. No official appointed in acting capacity or assigned the tasks.
D: Provincial and Local Government Coordination
51.	D: Provincial and Local Government Coordination	13 December 2020	Previous incumbent is deceased	Post not yet advertised	Not applicable. No official appointed in acting capacity or assigned the tasks.

b) South Africa Tourism

(i) Current total number of unfilled posts.	(ii) Since what date has each respective post been unfilled in each case.	(iii) What are the reasons for each post remaining unfilled in each case.
35 vacant positions	Some roles have been vacant since 2020 when the moratorium was put in place. However, with the high attrition experienced last year, the majority of roles have been vacant since Q3 and Q4 of FY21/22	The organisation had a moratorium put in place in May 2020 due to COVID and the possibility of a merger with another public agency. Over the last two years, the organisation has experienced high attrition which has increased the number of vacancies. As the moratorium was in place, only roles that were considered critical were recruited for and filled with fixed term contracts. In December 2021, the organisation lifted the moratorium and has been working at filling the roles as per the approved structure.

 

(d) With the majority of roles having been advertised in Q1, we envisage filling the roles in Q2. A few of the roles offers have been extended with start dates for June confirmed.

(e) The critical roles that are vacant are currently being supported through acting appointments. Acting appointments are in place for roles where the organisation requires delegation of authority in place for business continuity.

See below detail of vacant posts at the SA Tourism

No.	Post name	(ii)Vacant date	(iii)Reasons for post being vacant	(d)Envisaged date for filling post	(e ) How are functions currently executed
Brand and Marketing
1.	Regional Public Relations & Communications Officer	December 2019	Moratorium came into effect while role was being recruited for	1 July 2022	No acting incumbent appointed
2.	Brand & PR Manager	1 March 2021	Previous incumbent has moved to a senior role within the division	Role not yet advertised	No acting incumbent appointed
Finance
3.	Head: Supply Chain & Asset Management	1 January 2021	Previous incumbent resigned	1 July 2022	Role is staffed with a resource on a fixed term contract
4.	GM: Finance	1 September 2019	Previous incumbent has moved to a senior role within the division	1 July 2022	Role is staffed with an acting incumbent
5.	Finance Business Partner	8 July 2020	Previous incumbent is deceased	1 July 2022	Role is staffed with an acting incumbent
6.	Accounts Payable Officer		Role has not been filled since	1 July 2022	No acting incumbent appointed
7.	Sourcing Specialist 1	1 September 2020	Previous incumbent was dismissed	1 August 2022	No acting incumbent appointed
8.	Sourcing Specialist 2	1 April 2022	Previous incumbent has resigned	1 August 2022	No acting incumbent appointed
Insights and Analytics
9.	Chief Strategy Officer	May 2020	Previous incumbent resigned	Post not yet advertised	Role is staffed with an acting incumbent
Office of the CEO
10.	Chief Executive Officer	1 June 2021	Previous incumbent resigned	To be confirmed. Pending Ministerial concurrence.	Role is staffed with an acting incumbent
11.	Manager Office of the CEO	1 November 2019	Previous incumbent resigned	August 2022	Role is staffed with an acting incumbent
12.	Head: Strategic Planning, Evaluation & Programme Management	2017	The role was never staffed on a permanent basis	August 2022	Role is staffed with a resource on a fixed term contract
Group Risk and Compliance/Company Secretariat
13.	Head: Governance, Risk & Compliance/ Company Secretary	25 April 2022	Previous incumbent resigned	Post not yet advertised	No acting incumbent appointed
14.	Risk and Compliance Officer	1 October 2019	Previous incumbent resigned	Post not yet advertised	Role is staffed with a resource on a fixed term contract
National Convention Bureau
13.	Exhibitions Sales Manager	September 2019	Previous incumbent resigned	Post not yet advertised	No acting incumbent appointed
14.	Strategic Platforms & Events Manager	1 February 2022	Previous incumbent has moved to a senior role within the division	Post not yet advertised	No acting incumbent appointed
Tourism Grading Council
15.	Chief Quality Assurance Officer	May 2020	Previous incumbent resigned	1 August 2022	Role is staffed with an acting incumbent
16.	Head: Global Trade Relations	8 July 2021	Previous incumbent is deceased	Post not yet advertised	Role is staffed with an acting incumbent
Human Capital & Facilities
17.	GM: Human Capital	1 December 2021	Previous incumbent resigned	TBC	Role is staffed with an acting incumbent
18.	Facilities & Maintenance Officer	December 2018	Previous incumbent was dismissed	Post not yet advertised	No acting incumbent appointed
19.	GM: ICT	May 2021	Previous incumbent was dismissed	Not applicable	Role is staffed with a resource on a fixed term contract
Tourism Execution
20.	Marketing and Communications Officer	April 2019	Previous incumbent resigned	Post not yet advertised	No acting incumbent appointed
21.	Hub Head: South Europe	November 2020	Previous incumbent’s contract expired	October 2022	No acting incumbent appointed
22.	Channel & Partnerships Manager: South Europe Hub	New roles	Not applicable	Post not yet advertised	No acting incumbent appointed
23.	Channel Specialist	New role	Not applicable	Post not yet advertised	No acting incumbent appointed
24.	Hub Head: Central Europe	1 December 2020	Previous incumbent resigned	October 2022	Role is staffed with an acting incumbent
25.	Marketing & Promotions Manager: Germany	1 February 2021	Previous incumbent resigned	1 August 2022	No acting incumbent appointed
26.	Finance & Admin Manager	1 February 2020	Previous incumbent resigned	1 August 2022	Role is staffed with an acting incumbent
27.	Hub Head: UK/Ireland	1 September 2019	Previous incumbent’s contract expired	October 2022	Role is staffed with an acting incumbent
28.	Trade Training Specialist	1 February 2022	Previous incumbent resigned	1 August 2022	No acting incumbent appointed
29.	Marketing & Communications Manage	1 January 2021	Previous incumbent resigned	1 August 2022	Role is staffed with an acting incumbent
30.	Trade Relations West Coast	September 2019	Previous incumbent resigned	1 August 2022	Role is staffed with an acting incumbent
31.	Trade Relations East Coast	August 2019	Previous incumbent resigned	1 August 2022	Role is staffed with an acting incumbent
32.	Finance and Admin Manager	November 2019	Previous incumbent resigned	1 August 2022	Role is staffed with an acting incumbent
33.	Marketing Officer	May 2022	Previous incumbent resigned	1 September 2022	Role is staffed with an acting incumbent
34.	Trade Relations Manager: China	New role	Not applicable	1 September 2022	No acting incumbent appointed
35.	Chief Operations Officer	1 December 2021	Previous incumbent resigned	1 July 2022	New incumbent starting 1 July 2022

Reply:

No, the department has not placed advertisements with the Minister’s face and her profile. Only departmental programme-based advertorials/advertisements are placed at the department’s cost.

(a) –(e) Not applicable

Reply:

(a)      The estimated costs for the Ministerial visit to Kuruman in the Northern Cape for the Tourism Outreach Programme and engagement of Tourism Sector Stakeholders is R 269 119.72 which includes transport, accommodation and stakeholder event.

(b) 14 Departmental Officials.

 

Reply:

a) (i) Security Services paid by the Department relates to the Head Office at Tourism House at 17 Trevenna street, Sunnyside. No personal security is provided for personnel.

(ii) Security Services paid by the department is rendered by Octavian Group (Pty) Ltd, with the purpose of provision of 24-7-365 days Security and Guarding services to the Department of Tourism’s Head Office.

(iii)The monthly cost is R140 326.94

b) (i) Security Services paid by SA Tourism relates to the Head Office at Bojanala House, 90 Protea Road, Chislehurston, 2196. No security is provided for personnel.

(ii) Security services at SA Tourism is rendered by Fidelity Security Services (Pty) Ltd, with the purpose of provision of 24-7-365 days Security and Guarding services to SA Tourism, Head Office.

(iii)The monthly cost is R72,082.68.

 

Reply:

a) (1) 2018/19 Refer to Annual Performance Report 2018/19 page 46-51 https://www.tourism.gov.za/AboutNDT/Publications/Department%20of%20Tourism%20Annual%20Report%202018-2019.pdf

(2) 2019/20 Refer to Annual Performance Report 2019/20 page 47-54 https://www.tourism.gov.za/AboutNDT/Publications/Tourism%20Annual%20Report%202019-20.pdf

(3) 2020/21 refer to Annual Performance Report 2020/21 page 34-36

https://www.tourism.gov.za/AboutNDT/Publications/Tourism%20Annual%20Report%2020-21.pdf

b) Since April 2021 the following infrastructure projects are outlined in the Department’s 2021/22 Annual Performance Plan

1. Infrastructure maintenance programme implemented at 19 (nineteen) National Parks:

1. EC Addo National Park
2. EC Camdeboo
3. EC Mountain Zebra
4. WC Garden Route (Knysna, Wilderness)
5. EC Tsitsikamma
6. NC Karoo
7. FS Golden Gate
8. NW Marakele
9. LP Mapungubwe
10. NC Kgalagadi
11. NC Augrabies
12. NC Namakwa
13. NC Richtersveld
14. WC Agulhas
15. WC Bontebok
16. WC Table Mountain
17. WC West Coast
18. WC Tankwa-Karoo
19. MP Kruger

2. Infrastructure maintenance programme implemented in one state owned asset in all nine Provinces.

Built Environment Professional Service Providers have been appointed and conditional assessments have been completed for sites recommended for inclusion in the provincial maintenance programme.

3. Support the Implementation of Thirty Community-based Tourism Projects:

1. LP Matsila Lodge
2. LP Phiphidi Waterfall
3. LP The Oaks Lodge
4. MP Mnisi Resort
5. LP Ngove
6. LP Tisane
7. LP VhaTsonga
8. FS QwaQwa Guest House
9. FS Vredefort Dome
10. FS Monotsha
11. NW Manyane Lodge
12. NW Lotlamoreng Dam
13. NC Platfontein Lodge
14. NC Kamiesburg
15. KZN Muzi Pan
16. EC Maluti Hiking Trail
17. EC Mthonsi Lodge
18. EC Qatywa Lodge
19. EC Nyandeni Chalets
20. EC Western Tembuland
21. KZN Anton Lembede Museum eThekwini Municipality
22. NC McGregor Museum
23. KZN AmaHlubi Cultural Heritage
24. NC & NW Sol Plaatjie Museum
25. NW Lehurutshe Liberation Heritage Museum
26. MP Numbi Gate
27. LP Nandoni Dam
28. LP Tshathogwe Game Farm
29. LP Mtititi Game Farm
30. LP Mapate Recreational Social Tourism Facility

(iii) (aa) and (bb) In 2021/22, built environment professionals were appointed for these projects and planning is being finalised, including the necessary planning approvals which would include EIA’s if and where applicable.

(iv) Final completions of projects can only be reported once the financial year has been concluded with an audit of all the project

Reply:

The Department of Tourism does not use cultural grouping as a criterion for selection of projects but rather implements transformational projects in destinations with the potential for more than one tourism project within the District Development Model.

The following projects do involve the Khoi and San communities:

• Interpretation Centre, signage and Narrative Development for the Khomani San Cultural Landscape in the Kgalagadi World Heritage Site (Local San communities in Rietfontein, Ashkam and Mier);
• Tourism Interpretative Signage in Richtersveld World Heritage Site Local San (Nama) communities, Khuboes and Lekkersing);
• The !Xaus Lodge in the Kgalagadi Transfrontier National Park (Local San (!Komani San) communities in Rietfontein, Ashkam and Mier);
• Mier Tourism SMME Incubator (Local San communities in Rietfontein, Ashkam and Mier);
• SANParks Infrastructure Maintenance Programme- (Local communities surrounding the National parks, i.e Richtersveld, Namakwa, Tankwa, Karoo, Kgalagadi, Augrabies, Bontebok, Agulhas, West Coast and Table Mountain);
• Capacity Building Workshops- (Namakwa and Upington); and
• SKA Science Visitor Centre - (Carnarvon, Vanwyksvlei, and Brandvlei).

Reply:

1. The broader challenges with infrastructure are well known to respective Government Departments including the Department of Tourism. While the tourism sector, just like many others depends on bulk infrastructure and services to be fully operational for both citizens and tourists alike, the development and maintenance of bulk infrastructure is not the competency of the Department of Tourism. The Department also believes that effective and functional public infrastructure at local level is the direct responsibility of the local authorities and where necessary with the support of the respective mandated portfolio departments.

2. The recovery of tourism is a collective responsibility of all spheres of government and across the various role-playing portfolios. Thus, each portfolio responsible for such enabling infrastructure across the spheres of government should effectively perform the mandate thereby enabling the recovery efforts for tourism and other sectors. To this end, the District Development Model (DDM) will go a long way in creating such enabling environment.

Reply:

The DBE has intensified its monitoring activities of  the Eastern Cape DoE Infrastructure Programme.  Meetings with the provincial team are held twice every month. Monitoring addresses planning, budgeting, expenditure, procurement and project management. These are interrogated and a sample of projects are visited. Based on the findings from these visits, remedial actions are devised with the province and monitored by the DBE. Monitoring deals with both programme and project issues. 

1.  Programme matters include - 

- The pattern of overall expenditure being achieved;

-Comparisons of expenditure to projected cash flows;

- Progress being made with key groups of projects [eg. Water, sanitation, libraries, laboratories, Grade R]; and

- Management of the portfolio of projects [ie evidence that the programme of projects is being managed effectively through the project cycle].

2.  At the Project level the focus is on ensuring -

-that PSP appointments are being made;

- that planning and design processes are progressing;

- that the tender process for the appointment of contractors is progressing, that construction is progressing satisfactorily, [i.e. on programme, on budget, at acceptable quality…]; and

- that projects are being handed over and closed out and that final accounts are being wrapped up.

Reply:

The promotion of national symbols and the construction of monuments are important for building a common identity and advancing national unity.

The flag project, as with all programmes of government departments, is informed by the Medium-Term Strategic Framework (MTSF), which is itself based on the electoral mandate of this administration. These programmes are reflected in departmental budget votes, which are extensively debated in Parliament.

In view of the current fiscal pressures and public concern, the Minister of Sport, Arts and Culture directed his department to review the flag project.

Government will continue to work to ensure that its programmes and associated expenditure are informed by the priorities of the MTSF and the broader interests of the country.

Reply:

While the DBE responded to the initial question about the work we do with the Department of Social Development around provision of the psychosocial support to learners and educators with the intention of building resilience, minimizing mental health problems and ensuring continuity of teaching and learning in schools; the current question needs specifics about the three provinces which is the responsibility of the Members of the Executive Councils (MECs) of those provinces and not the Minister. 

Reply:

Government is committed to the implementation of the Economic Reconstruction and Recovery Plan, which is a series of measures to accelerate economic recovery and create employment. The plan was developed with important contributions from social partners and expert advisers through bodies like the Presidential Economic Advisory Council.

Localisation is one of several tools in the Economic Reconstruction and Recovery Plan to improve the dynamism of the economy, promote investment, develop new markets, transform the economy, promote equitable spatial development and contribute to the development of a capable state.

Localisation is pivotal in stimulating growth and transformation. It is about creating an enabling environment for inclusive growth, deepening the country’s industrialisation base and creating targeted transformation measures. It seeks to expand the economy to include more participants and to ensure that more parts of the population, including women, young people, black South Africans and the rural poor, can contribute to and benefit from growth.

The government’s approach is to make use of the entire policy toolkit including industrial policy, trade policy, localisation policy and social policy to drive growth.

We have already seen some of the results of this approach. In agro-processing, we have seen an investment of R1.7 billion by the SA Poultry Association as part of the Poultry Master Plan. In the automotive sector, we have seen a R3 billion investment by Ford Motor Company of South Africa and a R10 billion investment by Mercedes Benz to expand plants in Port Elizabeth and East London. In primary minerals processing, Komatsu SA has made a R300 million investment in an engine remanufacturing plant.

We have seen significant success in the textile industry where government has implemented 100% designation, requiring entities such as the South African National Defence Force (SANDF) to purchase all of its uniforms from local producers.

While the evidence suggests that our localisation efforts are on the right path, the challenge of growth and employment is nevertheless challenging and complex. Contributions to the public discourse on how we improve our efforts, including those by the Centre for Development and Enterprise, should be encouraged and welcomed.

Reply:

What are the educational requirements for early childhood development (ECD) workers?

• The Department of Basic Education is training the ECD practitioners on the National Curriculum Framework (NCF) from birth to four years on NQF level 4, which is the minimum qualification for ECD practitioners.

What is the total number of ECD workers in the Republic and the provincial breakdown?

• The Department released the ECD Census Summary Report on 01 April 2022, which tells us that there is a total of 198,361 staff employed in ECD Programmes. The information on the provincial breakdown will however be available when the full report of the ECD Census is finalised and released. 

Reply:

DATE OF PUBLICATION OF INTERNAL QUESTION PAPER: 03/06/2022

INTERNAL QUESTION PAPER: 22/2022

2189. Mrs D van der Walt (DA) to ask the Minister of Basic Education: to ask the Minister of Basic Education:

. (1) What (a) is the total number of girls who gave birth in 2021 in each province in each age group from 12 to 19 years and (b) monetary and/or otherwise support do the specified (i) learners and (ii) their children receive from her department; (2) what steps are being taken by her department to educate the learners with regard to the (a) long-term career implications, (b) monetary costs of raising a child and (c) implications of falling pregnant at a young age without finishing school?

Response

1. (a) According to data from the Department of Health, the total number of girls who gave birth in the 2021 financial year in each province in each age group from 12 to 19 years are provided below,  and

Province	Number of deliveries to girls aged 10-19 years (April 2021 - March 2022)
EC	12 582
FS	4 444
GT	13 814
KZN	24 230
LIM	11 287
MPU	8 840
NC	2 662
NW	5 635
WC	6 543
RSA	90 037

 

1. (b) Schools are required to provide an environment where all pregnant learners can access professional information advice, referrals, treatment, care, counselling and support. Therefore, other departments also have a role to play in ensuring that the pregnant learners are linked to services such as antenatal and postnatal care provided by the Health Department; and the Department of Social Development and SASSA for access to the Child Support Grant and other social support, amongst others. The department protects the rights of learners to education including continuation of schooling through accommodating reasonable absence due to pregnancy and provision of continuous educational support post-delivery while facilitating earliest return to school. Furthermore, through partners such as Global Fund, learners are given Early Childhood Development  (ECD) Vouchers so that they can leave their children in ECD Centres while the learner is continuing with schooling.

 2.  (a) The Comprehensive Sexuality Education that is offered through Life Skills and Life Orientation, educates all learners about goal setting and how they can reach their full potential. Furthermore, the department also holds Career Jamborees and Future Choice where learners get to see different career paths that they can choose.

 2. (b) and (c) The Career Jamborees and Future Choice campaigns are held with other government departments, including health. Sexual Reproductive Health and Rights information and services are provided, which includes content on the consequences of early and unintended pregnancy. 

Reply:

The question has been referred to the North West Department of Education and a response will be provided as soon as it is received.

Reply:

The Department of Basic Education is not aware of assertions made that of the 125 000 pupils eligible for scholar transport in the Eastern Cape, only 10 000 will be accommodated due to budget constraints.

However, Information received from the Eastern Cape Department of Transport who implement the Learner Transport Programme in the province indicates that for the 2021/2022 Financial Year, there were 111 127 learners who were eligible for Learner Transport Programme and of these, 125 423 learners were transported which was 112% more than the total need.

For the 2022/2023 Financial Year, there are 127 455 learners who are eligible for Learner Transport Programme and of these, 102 998 learners are targeted to be transported which is 81% of the total need. This leaves out 24 457 who are in need and qualify for learner transport due to Budget constraints

The Shova Kalula National Bicycle Project is an initiative of the National Department of Transport which was introduced as a pilot project in 2001. The project is an intervention to improve mobility and access to basic needs. The project aims to alleviate transport pressure on poor households and ensure access to public transport and schools.

The Department of Basic Education is not fully privy of the project schedule and thus request the Honorable Member to redirect the question to the Department of Transport as the custodians of the project. 

Reply:

As I indicated in my address during the Presidency Budget Vote, we are working in earnest to conclude our negotiations on a social compact.

The engagements are taking place within the context of NEDLAC, which is a statutory forum for social dialogue.

We set ourselves the ambitious target of 100 working days to signal the urgency with which we need to find common ground on difficult issues that have wide-ranging implications for our economy. While all social partners share the same goals of inclusive growth and employment, there are differing views on how to achieve those goals.

 

We are determined that the social compact should be substantial and meaningful and make a real difference to the trajectory of our economy. We are therefore pushing ahead to achieve an agreement that is inclusive and lasting.

Reply:

a) The state of overcrowding in correctional centres as at 01 February 2022 was 27.41% above the approved bed space.

The table below reflects the level of overcrowding per region:

NATIONAL INMATE POPULATION
INMATE POPULATION: 01 FEBRUARY 2022
REGION	APPROVED BED SPACE	GRAND TOTAL (INMATE POPULATION)	OCCUPANCY LEVELS	OVERCROWDING LEVELS
EASTERN CAPE	12583	19986	158.83%	58.83%
GAUTENG	23632	31989	135.36%	35.36%
KWAZULU-NATAL	18759	21743	115.91%	15.91%
LIMPOPO, MPUMALANGA & NORTH WEST	18643	21821	117.05%	17.05%
FREE STATE & NORTHERN CAPE	19202	19005	98.97%	-1.03%
WESTERN CAPE	18017	26677	148.07%	48.07%
NATIONAL	110836	141221	127.41%	27.41%

(b) The tables below reflect the relevant details of overcrowding in each prison:

REGION: EASTERN CAPE (EC)
INMATE POPULATION: 01 FEBRUARY 2022
CORRECTIONAL CENTRE	APPROVED BED SPACE	GRAND TOTAL (INMATE POPULATION)	OCCUPANCY LEVELS	OVERCROWDING LEVELS
FORT BEAUFORT	153	40	26.14%	-73.86%
GRAHAMSTOWN	281	508	180.78%	80.78%
KING WILLIAM's TOWN	275	797	289.82%	189.82%
MIDDLEDRIFT	590	1096	185.76%	85.76%
STUTTERHEIM	44	58	131.82%	31.82%
EAST LONDON MED. A	780	1330	170.51%	70.51%
EAST LONDON MED. B	480	1008	210.00%	110.00%
EAST LONDON MED. C	342	232	67.84%	-32.16%
MDANTSANE	697	1296	185.94%	85.94%
GRAAFF-REINET	70	143	204.29%	104.29%
JANSENVILLE	34	24	70.59%	-29.41%
KIRKWOOD	712	766	107.58%	7.58%
SOMERSET-EAST	122	156	127.87%	27.87%
BIZANA	48	158	329.17%	229.17%
ELLIOTDALE	50	26	52.00%	-48.00%
FLAGSTAFF	54	132	244.44%	144.44%
LUSIKISIKI	122	352	288.52%	188.52%
MOUNT AYLIFF	72	137	190.28%	90.28%
MOUNT FLETCHER	118	196	166.10%	66.10%
MOUNT FRERE	52	106	203.85%	103.85%
MQANDULI	70	110	157.14%	57.14%
NQGELENI	85	137	161.18%	61.18%
TABANKULU	51	32	62.75%	-37.25%
MTHATHA REMAND	607	1121	184.68%	84.68%
MTHATHA MEDIUM	672	1518	225.89%	125.89%
BARKLY-EAST	69	100	144.93%	44.93%
BURGERSDORP	220	476	216.36%	116.36%
BUTTERWORTH	130	336	258.46%	158.46%
COFIMVABA	99	28	28.28%	-71.72%
CRADOCK	319	352	110.34%	10.34%
DODRECHT	114	130	114.04%	14.04%
ENGCOBO	75	145	193.33%	93.33%
IDUTYWA	82	154	187.80%	87.80%
LADY FRERE	51	69	135.29%	35.29%
MIDDELBURG	351	493	140.46%	40.46%
NQAMAKWE	53	69	130.19%	30.19%
QUEENSTOWN	129	343	265.89%	165.89%
SADA	318	424	133.33%	33.33%
STERKSPRUIT	64	74	115.63%	15.63%
WILLOWVALE	44	92	209.09%	109.09%
ST ALBANS MAX.	1322	1962	148.41%	48.41%
ST ALBANS MED.A	686	1234	179.88%	79.88%
ST ALBANS MED.B	861	1243	144.37%	44.37%
PATENSIE	425	344	80.94%	-19.06%
PORT ELIZABETH	590	439	74.41%	-25.59%

REGION: GAUTENG (GP)
INMATE POPULATION: 01 FEBRUARY 2022
CORRECTIONAL CENTRE	APPROVED BED SPACE	GRAND TOTAL (INMATE POPULATION)	OCCUPANCY LEVELS	OVERCROWDING LEVELS
BAVIAANSPOORT MAX	360	554	153.89%	53.89%
BAVIAANSPOORT MED	649	829	127.73%	27.73%
EMTHONJENI	192	172	89.58%	-10.42%
BOKSBURG MED A	2062	2433	117.99%	17.99%
BOKSBURG JUVENILES	271	318	117.34%	17.34%
HEIDELBERG MALE	517	642	124.18%	24.18%
JOHANNESBURG MED A	2468	5234	212.07%	112.07%
JOHANNESBURG MED B	1499	2216	147.83%	47.83%
JOHANNESBURG MED C	307	401	130.62%	30.62%
JOHANNESBURG FEMALE	711	866	121.80%	21.80%
KRUGERSDORP	1466	2180	148.70%	48.70%
LEEUWKOP MAX	688	1069	155.38%	55.38%
LEEUWKOP MED A	954	810	84.91%	-15.09%
LEEUWKOP MED B JUVENILE	673	640	95.10%	-4.90%
LEEUWKOP MED C	601	868	144.43%	44.43%
MODDERBEE	2309	3305	143.14%	43.14%
DEVON	347	188	54.18%	-45.82%
NIGEL	310	365	117.74%	17.74%
KGOŠI MAMPURU II MAX	294	277	94.22%	-5.78%
KGOŠI MAMPURU II LOCAL	2306	2944	127.67%	27.67%
KGOŠI MAMPURU II CENTRAL	1514	2010	132.76%	32.76%
KGOŠI MAMPURU II FEMALE	132	184	139.39%	39.39%
ODI	861	977	113.47%	13.47%
ATTERIDGEVILLE	546	532	97.44%	-2.56%
ZONDERWATER MED A	825	1062	128.73%	28.73%
ZONDERWATER MED B	770	913	118.57%	18.57%

REGION: KWAZULU NATAL (KZN)
INMATE POPULATION: 01 FEBRUARY 2022
CORRECTIONAL CENTRE	APPROVED BED SPACE	GRAND TOTAL (INMATE POPULATION)	OCCUPANCY LEVELS	OVERCROWDING LEVELS
DBN MED A	2202	2900	131.70%	31.70%
DBN MED B	1936	3067	158.42%	58.42%
DBN MED C	552	814	147.46%	47.46%
DBN FEMALE	230	320	139.13%	39.13%
DBN YOUTH	732	273	37.30%	-62.70%
UMZINTO	378	197	52.12%	-47.88%
INGWAVUMA	71	50	70.42%	-29.58%
MTUNZINI	84	100	119.05%	19.05%
STANGER	81	72	88.89%	-11.11%
MAPHUMULO	44	47	106.82%	6.82%
ESHOWE	459	586	127.67%	27.67%
EMPANGENI	276	260	94.20%	-5.80%
QALAKABUSHA	1638	1713	104.58%	4.58%
GLENCOE	497	478	96.18%	-3.82%
DUNDEE	82	104	126.83%	26.83%
POMEROY	78	21	26.92%	-73.08%
LADYSMITH	307	599	195.11%	95.11%
BERGVILLE	24	25	104.17%	4.17%
GREYTOWN	57	76	133.33%	33.33%
ESTCOURT	513	503	98.05%	-1.95%
KRANSKOP	59	120	203.39%	103.39%
EBONGWENI	1536	518	33.72%	-66.28%
PORT SHEPSTONE	180	155	86.11%	-13.89%
KOKSTAD MED	345	426	123.48%	23.48%
MATATIELE	70	78	111.43%	11.43%
UMZIMKULU	0	0	0.00%	0.00%
NONGOMA	46	47	102.17%	2.17%
NCOME MED A	534	770	144.19%	44.19%
NCOME MED B	724	851	117.54%	17.54%
MELMOTH	44	52	118.18%	18.18%
VRYHEID	244	342	140.16%	40.16%
NKANDLA	36	36	100.00%	0.00%
PMB MED A	1493	3087	206.76%	106.76%
PMB MED B	328	364	110.98%	10.98%
SEVONTEIN	823	844	102.55%	2.55%
NEW HANOVER	110	147	133.64%	33.64%
IXOPO	79	96	121.52%	21.52%
WATERVAL MED A	608	661	108.72%	8.72%
WATERVAL MED B	359	470	130.92%	30.92%
UTHRECT	38	35	92.11%	-7.89%
NEWCASTLE	254	395	155.51%	55.51%
EKUSENI	608	44	7.24%	-92.76%

REGION: LIMPOPO, MPUMALANGA AND NORTH WEST (LMN)
INMATE POPULATION: 01 FEBRUARY 2022
CORRECTIONAL CENTRE	APPROVED BED SPACE	GRAND TOTAL (INMATE POPULATION)	OCCUPANCY LEVELS	OVERCROWDING LEVELS
BARBERTON MAX	795	1263	158.87%	58.87%
BARBERTON MED A	154	0	0.00%	-100.00%
BARBERTON MED B	655	928	141.68%	41.68%
BARBERTON TOWN	334	301	90.12%	-9.88%
LYDENBURG	82	82	100.00%	0.00%
NELSPRUIT	757	1086	143.46%	43.46%
BETHAL	765	936	122.35%	22.35%
GELUK	0	0	0.00%	0.00%
VOLKRUST	198	242	122.22%	22.22%
PIET RETIEF	245	351	143.27%	43.27%
ERMELO	499	622	124.65%	24.65%
STANDERTON	1462	718	49.11%	-50.89%
KLERKSDORP	1136	1314	115.67%	15.67%
POTCHEFSTROOM	636	721	113.36%	13.36%
CHRISTIANA	112	107	95.54%	-4.46%
WOLMARANSTAD	101	125	123.76%	23.76%
POLOKWANE	480	856	178.33%	78.33%
MODOMOLLE	315	526	166.98%	66.98%
TZANEEN	501	426	85.03%	-14.97%
ROOIGROND MED A	645	884	137.05%	37.05%
ROOIGROND MED B	249	367	147.39%	47.39%
MAFIKENG	100	64	64.00%	-36.00%
LICHTENBURG	264	262	99.24%	-0.76%
ZEERUST	140	160	114.29%	14.29%
BRITS	0	0	0.00%	0.00%
LOSPERFONTEIN	792	756	95.45%	-4.55%
MOGWASE	396	555	140.15%	40.15%
RUSTENBURG MED A	555	519	93.51%	-6.49%
RUSTENBURG MED B	152	97	63.82%	-36.18%
THOHOYANDOU MED A	685	955	139.42%	39.42%
THOHOYANDOU MED B	217	709	326.73%	226.73%
FEMALE & YOUTH	124	212	170.97%	70.97%
MAKHADO	303	626	206.60%	106.60%
KUTAMA SINTHUMULE	3024	3024	100.00%	0.00%
BELFAST	54	50	92.59%	-7.41%
CAROLINA	109	81	74.31%	-25.69%
MIDDLEBURG	287	344	119.86%	19.86%
WITBANK	1320	1552	117.58%	17.58%

REGION: FREE STATE AND NORTHERN CAPE (FSNC)
INMATE POPULATION: 01 FEBRUARY 2022
CORRECTIONAL CENTRE	APPROVED BED SPACE	GRAND TOTAL (INMATE POPULATION)	OCCUPANCY LEVELS	OVERCROWDING LEVELS
COLESBERG	153	214	139.87%	39.87%
DE AAR MALE	265	244	92.08%	-7.92%
HOPETOWN	40	57	142.50%	42.50%
RICHMOND	39	41	105.13%	5.13%
VICTORIA WEST	81	100	123.46%	23.46%
GOEDEMOED A	769	368	47.85%	-52.15%
GOEDEMOED B	566	254	44.88%	-55.12%
BETHULIE	42	66	157.14%	57.14%
EDENBURG	92	44	47.83%	-52.17%
FAURESMITH	28	20	71.43%	-28.57%
ZASTRON	59	8	13.56%	-86.44%
GROENPUNT MAX	1531	1836	119.92%	19.92%
GROENPUNT MED	687	528	76.86%	-23.14%
GROENPUNT YOUTH	227	134	59.03%	-40.97%
FRANKFORT	61	93	152.46%	52.46%
HEILBRON	51	68	133.33%	33.33%
PARYS	68	85	125.00%	25.00%
SASOLBURG	310	390	125.81%	25.81%
VEREENIGING	739	1069	144.65%	44.65%
GROOTVLEI A	806	1693	210.05%	110.05%
GROOTVLEI B	237	242	102.11%	2.11%
BRANDFORT	146	19	13.01%	-86.99%
BOSHOF	56	47	83.93%	-16.07%
LADYBRAND	43	40	93.02%	-6.98%
WEPENER	113	93	82.30%	-17.70%
WINBURG	158	105	66.46%	-33.54%
MANGAUNG	2928	2928	100.00%	0.00%
KIMBERLEY	750	784	104.53%	4.53%
TSWELOPELE	2930	1659	56.62%	-43.38%
BARKLEY WEST	58	38	65.52%	-34.48%
DOUGLAS	279	223	79.93%	-20.07%
BIZZA MAKHATE A	974	998	102.46%	2.46%
BIZZA MAKHATE B	534	674	126.22%	26.22%
BIZZA MAKHATE C	210	319	151.90%	51.90%
BIZZA MAKHATE D	53	0	0.00%	0.00%
BETHLEHEM	201	297	147.76%	47.76%
FICKSBURG	70	56	80.00%	-20.00%
HARRISMITH	215	397	184.65%	84.65%
HENNENMAN	230	183	79.57%	-20.43%
HOOPSTAD	102	38	37.25%	-62.75%
LINDLEY	42	34	80.95%	-19.05%
ODENDAALSRUS	367	633	172.48%	72.48%
SENEKAL	106	127	119.81%	19.81%
VENTERBURG	229	136	59.39%	-40.61%
VIRGINIA	378	317	83.86%	-16.14%
UPINGTON	772	805	104.27%	4.27%
KURUMAN	338	364	107.69%	7.69%
SPRINGBOK	69	137	198.55%	98.55%

REGION: WESTERN CAPE (WC)
INMATE POPULATION: 01 FEBRUARY 2022
CORRECTIONAL CENTRE	APPROVED BED SPACE	GRAND TOTAL (INMATE POPULATION)	OCCUPANCY LEVELS	OVERCROWDING LEVELS
ALLANDALE	292	826	282.88%	182.88%
HAWEQUA	201	158	78.61%	-21.39%
OBIQUA	235	321	136.60%	36.60%
STAART VAN PAARDEBERG	222	325	146.40%	46.40%
BRANDVLEI MEDIUM C	289	492	170.24%	70.24%
BRANDVLEI YOUTH	300	191	63.67%	-36.33%
BRANDVLEI MAXIMUM (MEDIUM)	981	787	80.22%	-19.78%
BRANDVLEI MAXIMUM	0	0	0.00%	0.00%
DRAKENSTEIN MEDIUM A	501	731	145.91%	45.91%
DRAKENSTEIN MEDIUM B	497	477	95.98%	-4.02%
DRAKENSTEIN MAXIMUM	375	546	145.60%	45.60%
STELLENBOSCH	54	113	209.26%	109.26%
BEAUFORT-WEST	75	165	220.00%	120.00%
GEORGE	517	1163	224.95%	124.95%
KNYSNA	167	378	226.35%	126.35%
LADISMITH	48	72	150.00%	50.00%
MOSSELBAAI	313	627	200.32%	100.32%
OUDTSHOORN MEDIUM A	273	573	209.89%	109.89%
OUDTSHOORN MEDIUM B	63	102	161.90%	61.90%
PRINCE ALBERT	38	76	200.00%	100.00%
UNIONDALE	39	66	169.23%	69.23%
GOODWOOD	1713	2625	153.24%	53.24%
BUFFELJAGSRIVIER	215	430	200.00%	100.00%
CALEDON RDF	192	389	202.60%	102.60%
HELDERSTROOM MED A	615	1000	162.60%	62.60%
HELDERSTROOM MAX	534	809	151.50%	51.50%
SWELLENDAM	0	0	0.00%	0.00%
MALMESBURY MEDIUM A	1105	1519	137.47%	37.47%
MALMESBURY RDF	158	278	175.95%	75.95%
RIEBEEK-WEST	185	149	80.54%	-19.46%
POLLSMOOR RDF	1423	2894	203.37%	103.37%
POLLSMOOR MEDIUM A	1028	1406	136.77%	36.77%
POLLSMOOR MEDIUM B	512	1135	221.68%	121.68%
POLLSMOOR MEDIUM C	520	360	69.23%	-30.77%
POLLSMOOR FEMALES	408	599	146.81%	46.81%
CALVINIA	29	46	158.62%	58.62%
VANRHYNSDORP	552	606	109.78%	9.78%
VOORBERG MEDIUM A	461	444	96.31%	-3.69%
VOORBERG MEDIUM B	1433	1464	102.16%	2.16%
DWARSRIVIER	179	325	181.56%	81.56%
ROBERTSON	203	369	181.77%	81.77%
WARMBOKKEVELD	554	476	85.92%	-14.08%
WORCESTER MALES	406	941	231.77%	131.77%
WORCESTER FEMALES	112	224	200.00%	100.00%

It should be mentioned that Barberton Medium A and Bizzah Makhate Medium D are designated COVID-19 sites. A total of three facilities were closed down due to dilapidation namely Swellendam, Brandvlei Maximum and Geluk Correctional Centres.

Brits and UMzimkulu centres are temporarily closed for upgrades, the latter has resulted in the facility not being occupied.

END.

Reply:

1. The request for procurement of alternative accommodation for Gqeberha Community Corrections offices was forwarded to the Department of Public Works and Infrastructure (DPWI) on 19 April 2019. The request was resubmitted to the DPWI on 10 October 2021, after which the DPWI reported that the tender for procurement of alternative accommodation for Gqeberha Community Corrections will be advertised during the month of April 2022.

(2)(a) & (b) The alternative accommodation to be procured will have adequate parking facilities to secure the vehicles from theft and vandalism.

3. The landlord was placed in mora in terms of clause 11of the lease agreement, which resulted in minor refurbishments by the landlord, although full compliance was not achieved. Various engagements were undertaken with DPWI regarding poor condition of the facility and there has been little success in this regard; hence the request for alternative accommodation was submitted.

4. DPWI indicated that the procurement for the alternative office accommodation will be finalised by 30 October 2022, thereafter the relocation will commence. It is anticipated that the relocation will be finalised by 30 January 2023.

END

Reply:

(a) The minimum requirements for the position of parole board Chairperson is a recognised and appropriate NQF level 07 qualification in any Criminal Justice field, Social Sciences or related. Five (05) years of experience in management or decision making position. He/She is required to have demonstrable experience of and ability to conduct effective evidence-based decision making, weighing facts and evidence, analysing and critically evaluating large volumes of complex information and identifying key issues, within tight deadlines and working on own initiative.

Demonstrable independence of mind and sound judgment, with the ability to make evidence based decisions that are accurately documented. Excellent interpersonal skills, the ability to gain respect and maintain rapport through effective communication and influencing skills with the confidence to challenge opinions where necessary, work collegiately and resolve differences to reach sound decisions.

The member should uphold corporate and personal integrity standards and conduct, such as a strong commitment to fairness, time management skills, organisational and administrative skills, strong personal motivation and commitment to professional self-development. Traceable experience of any aspect of the criminal justice system and understanding of the importance of the victim’s perspective.

The Vice-Chairperson is required to possess a recognised and appropriate NQF level 07 qualification in any Criminal Justice field, Social Sciences or related. Proven three (03) years supervisory role or community leadership experience as well as active involvement in community-based structures. Commitment to a corruption free administration. Good standing with the community with extensive life experience. Proven special interest in the Criminal Justice System as well as understanding of the importance of the victim’s perspective.

The Community Member is required to possess a NQF level 6 qualification in one of the following fields: Criminal Justice, Community Development, Social Science, Policing or Human Rights related field. Five (05) years’ experience in community development work and/or Criminal Justice. Previous experience in a decision making capacity is advantageous.

(b) In line with Section 42 (2)(d) of Correctional Services Act 111 of 1998, the Case Management Committee (CMC) is required to submit a report, together with the relevant documents, to the Correctional Supervision and Parole Board regarding the offence for which the offender is sentenced including the judgement. The report referred to should contain the previous criminal record of such offender including the record of conduct, disciplinary, adaptation, training, aptitude, industry, physical and mental state of such offender.

The likelihood of a relapse into crime and the risk posed to the community including the manner in which this risk can be reduced and assessment results with the progress in relation to the correctional sentence plan are also required as part of the report.

A report on the possible placement of an offender under correctional supervision in terms of a sentence is provided for in section 276 (1) (i) or 287 (4) (a) of the Criminal Procedure Act (CPA), or in terms of the conversion of such offender’s sentence into correctional supervision under section 276A (3) (e) (ii) or 287 (4) (b) of the said Act, and the conditions for such placement: the possible placement of such sentenced offender on day parole, parole or medical parole, and the conditions for such placement.

A certified copy of the offender’s identity document and, in the case of a foreign national, a report from the Department of Home Affairs (DHA) on the residential status of such offender are a requirement.

END.

Reply:

With regard to a reply to question 2260 on 24 May 2022, it can be stated that there is no link between what is currently before the courts, namely the donation of humanitarian aid by the South African Government to the amount of R50 million to the Republic of Cuba, and the Agreement that was signed in 2012 to make available an Economic Assistance Package (EAP) of R350 million to the Republic Cuba that consisted of grants and a loan facility, to be repaid, with interest, by Cuba.

a) The information regarding the Economic Assistance Package of R 350 million was shared with Parliament in response to Parliamentary Question 1665 from the Leader of the Opposition (DA) about Government expenditure on Cuba since 15 February 2018. Updates on the implementation of the Economic Assistance Package were also provided to the Parlaimantary Portfolio Committee on International Relations an Cooperation.

b) (i) All relevant information about the R 350 million EAP and R 50 Million humanatrian assistance have been disclosed to Parliament.

(ii) No information regarding donations to the Republic of Cuba has been withheld from Parliament and the public

 

 

Reply:

The Department Agriculture, Land Reform and Rural Development (DALRRD) has drafted protocols to ensure that industry is able to export their poultry produce to a number of countries in Africa and to the Middle East from closed and bio secure facilities generally known as compartments. Compartments assist the poultry farmers to avoid introducing harmful poultry diseases in their farms. DALRRD continuously monitors these compartments.

Reply:

a) As at 30 April 2022, the total number of permanently appointed magistrates, excluding temporary/acting magistrates and vacant posts, is as tabulated below:

Post Class	Number
Magistrate	1 257
Chief Magistrate	16
Regional Magistrate	326
Senior Magistrate	124
Regional Court President	8
Grand Total	1 731

b) In responding to this part of the question, it is important to draw the Honourable Member’s attention to section 13 of the Magistrates Act, 1990 (Act 90 of 1993), which provides that a magistrate shall vacate office when attaining the age of 65. This section was amended with effect from 1 December 2017, and a magistrate holding office may, before attaining the age of 65 years, in written notice to the Magistrates Commission, indicate his or her intention to continue to serve in such office for such further period specified in the written notice: Provided that a magistrate must vacate his or her office on attaining the age of 70 years.

The table below provides the number of magistrates who will reach retirement age within the next five (5) years (only permanently appointed magistrates):

(i) Per age group:

Row Labels	Count of Age
60	70
61	57
62	46
63	53
64	31
65	18
66	23
67	10
68	5
69	11
Grand Total	324

(ii) Per Post Class (permanently appointed magistrates between 60 and 69 years of age)

Post Class	Number
Magistrate	179
Chief Magistrate	10
Regional Magistrate	96
Senior Magistrate	35
Regional Court President	4
Grand Total	324

c) The latest information at our disposal in respect of funded posts for magistrates in the Republic is contained in the table below:

Post Class	Approved Posts
Special Grade Chief Magistrate	1
Chief Magistrate	21
Senior Magistrate	162
Magistrate	1 456
Regional Court President	10
Regional Magistrate	386
Grand Total	2 036

d) In terms of section 9(3) of the Magistrates’ Courts Act, 1944 (Act 32 of 1944), the Minister may appoint any appropriately qualified, fit and proper person as an acting magistrate after consultation with the Head of the Court concerned in any vacant Office of Magistrate. In practice, the Chief Magistrate or the Regional Court President will submit applications to the Deputy Minister, as the delegated authority by the Minister, for consideration of appointment of an acting Magistrate in the vacancies that still need to be filled. Acting magistrates are therefore appointed in all the vacant offices where applications are submitted by the Regional Court President or the Chief Magistrate in his or her area of jurisdiction. Acting Magistrates are also in posts where the incumbent Magistrate is acting in a higher position such as an acting Judge, acting Chief Magistrate or Senior Magistrate, etc, for appointment in posts where a Magistrate is on leave, for appointment where a Magistrate is suspended or in the funded case backlog courts. The acting appointments are generally made for a period of three (3) months at a time where-after the acting Magistrate may be re-appointed as the need exists. During the period of 1 April 2021 to 31 March 2022, the Deputy Minister appointed 2 251 acting Magistrates for the reasons mentioned above.

Reply:

The Minister of Small Business Development is aware of the effects of the rising costs of fuel to small enterprises. However, the Minister has not considered further mechanisms to cushion the blow that small enterprises may have felt beyond the government fuel levy relief declared by government. The Minister of Finance announced that the general fuel levy would be temporarily reduced by R1.50 per litre from 6 April 2022 until 31 May 2022. The date of April has since been reviewed to end in August 2022 to provide relief. I believe that the Ministers of Finance and of Mineral Resources and Energy are handling the matter related to fuel relief.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

(a),(b) The Department has consulted with the Onderstepoort Biological Products (OBP) and requests that the OBP be given more time to provide the information necessary to respond to the questions. This will assist the Department of Agriculture, Land Reform and Rural Development (DALRRD) to respond to the questions with certainty and accuracy, which it undertakes to do by 30 June 2022.

Reply:

The South African Police Service or Department of Justice and Constitutional Development would be in a better position to respond to the above question, especially due to admission of guilt options having been determined by the Judiciary on various of these contraventions.

Persons charged with offences related to contraventions in terms of the State of Disaster Regulations, may have paid admission of guilt at either a Police Station or any Court house. The dockets, in which admission of guilt were paid, would not be sent to the National Prosecuting Authority – except if the admission of guilt fine may have been set aside in in terms of Section 57(7) of the criminal Procedure Act, Act 51 of 1977. The National Prosecuting Authority will therefore not have the requested information.

Reply:

The steps are as follows:

Government’s comprehensive support to farmers:

The Department of Agriculture, Land Reform and Rural Development (DALRRD) is part of the multispectral committee that is coordinated by the Presidency to implement the National Food and Nutrition Security Plan (NFNSP). There are a number of interventions implemented under the NFNS Plan towards ensuring food and nutrition security. Efforts are being strengthened on an ongoing basis to increase greater access to support for all farmer categories. The Presidential Employment Stimulus (PES) continues towards to support subsistence producer with the aim of ensuring food production at household level. Under this initiative more than 66 000 subsistence producers have been supported to retain self-employment in the agricultural sector, thereby contributing to food security and economic growth. The PES is implemented amidst deliberate efforts that are also made to transform the agricultural sector and allow new players from historically disadvantaged backgrounds. The number of Extension Officers in the 44 districts across the nine provinces is being increased to strengthen extension and advisory services to farmers.

Intensifying agricultural production:

The DALRRD continues to support agricultural producers and increasing domestic food production through departmental programmes such as the Comprehensive Agricultural Support Programme (CASP) / Ilima-Letsema.

Land development and post settlement support:

The Land development and post settlement is implemented within the current budgetary constraints. The current policy and programmes are being strengthened to ensure an inclusive and holistic approach to support provided and maximise food production on available land.

Rural Development:

The Department’s Rural Development Mandate Outcome 6: Integrated and inclusive rural economy. The department is engaged with the finalisation of the Draft Integrated Rural Development Strategy, building on the lessons learnt from the implementation of Comprehensive Rural Development Programme (CRDP) and the Integrated Sustainable Rural Development Strategy (ISRDS). The department continues to play its role to Initiate, facilitate, coordinate and act as a catalyst for the implementation of a comprehensive rural development programme leading to sustainable and vibrant rural communities working closely with provincial and other national department through the District Development Model and Rural District Plans working with all national and provincial government departments and Traditional Councils.

The National Development Plan (NDP) (2012) identifies the following four key points relating to rural development: (i) Rural communities require greater social, economic, and political opportunities to overcome poverty; (ii) To achieve this, agricultural development should introduce a land reform and job-creation/livelihood strategy that ensures rural communities have jobs; (iii) Ensure quality access to basic services, health care, education, and food security; and (iii) plans for rural towns should be tailor-made according to the varying opportunities in each area. Intergovernmental relations should be addressed to improve rural governance.

The Department remains the driver of the Agri-Parks Programme that aims to uplift impoverished rural communities into the Agricultural value chain. The Department provides critical infrastructure such as fencing and irrigation to rural communities to assist them, with improving their production. These communities are linked into Farmer Production Support Units, which are constructed in rural areas to provide communities with agricultural support services. The Department continues to construct Farmer Production Support Units (FPSUs) that provide rural communities with a range of facilities such as mechanisation, pelleting machines for feed, silos to store grain, pack houses with refrigeration, access to state vets and training. Many of these services was in the past only reserved for commercial farmers in rural areas. This allows for rural communities to improve their production and enter the agricultural value chain with their small-scale produce and creates a sustainable path out of poverty. The current programmes through which the department executives its work includes:

• Socio-economic infrastructure projects to support Farmer Production Support Units (FPSUs), Animal and Veld Management Programme (AVMP) and River Valley Catalytic Programme (RVCP). This includes mechanization such as: fencing, animal handling facilities, stock water dams, boreholes, canals, dip tanks, pump houses, pack houses, irrigation pipes and schemes, silos and storage facilities and rural roads. The road infrastructure remains a high priority in national, provincial, municipal and farm roads to promote economic viability through safer, swift transport logistics of agricultural produce. As part of the implementation of the Comprehensive Rural Development Programme (CRDP) and Agriculture and Agro-processing Master Plan (AAMP), repair and rehabilitation of rural roads is critical to facilitate road logistics from farm to habour and to market. The Department is co-ordinating a Public-Private Partnership initiative which will include national, provincial and local governments as well as agricultural organisations;
• Development and Implementation of Skills development opportunities to rural youth through the National Rural Youth Services Corps (NARYSEC) which aims to build capacity of rural youth through various skills development interventions and working with public and private sector partners to facilitate the transitioning of recruited youth into economic activities; and
• Research of new innovative technologies, including Information and Communications Technology (ICT), and promote indigenous knowledge systems into rural communities to contributes towards improving the quality of lives of rural communities working in partnership and collaboration with institutions of higher learning, research agencies and technology agencies.

Reply:

(a)(i)(ii),(aa),(bb),(cc),(dd) Agricultural Extension Officers: Please refer to the table below.

 

(a)(i) employed in the past two years	(a)(ii) qualified through bursary schemes in each province
(aa) Limpopo: 0 and Mpumalanga: 53 Extension Officers were on contract and were permanently absorbed during 2021/22 financial year   DALRRD employed Extension Officers: Limpopo: 6 and Mpumalanga: 4 on contract for 3 months	Limpopo: 0 Mpumalanga: 0
(bb) Eastern Cape: 21 and Northern Cape: 0   DALRRD employed 3 Extension Officers in Eastern Cape and 6 in Northern Cape on contract for 3 months	Eastern Cape: 0 Northern Cape: 0
(cc) KwaZulu-Natal:71   DALRRD employed 4 Extension Officers in KwaZulu-Natal on contract for 3 months	KwaZulu-Natal: 8
(dd) North West:46   DALRRD employed 6 Extension Officers in North West on contract for 3 months	North West: 0

 

 

 

 

 

(b)(i),(ii) Black emerging farmers: Please refer to the table below.

 

(b)(i) provided with extension officers in the past two years	(b)(ii) assisted with funding in the past two financial years   A total of 38 203 smallholder producers were supported over a period of 2020/21 and 2021/22.  These are figures as reported by provinces on the Electronic Quarterly Report System (e-QPRS)   Province 2020/21 Smallholder producers supported as reported in eQPRS Total Q1 Q2 Q3 Q4 EC 0 240 3616 4169 8025 FS 0 0 58 228 286 GP 14 39 116 66 235 KZN 1797 1985 1205 1058 6045 LP 878   1927 1512 4317 MP 52 83 282 115 532 NC 0 12 711 298 1021 NW 0 110 95 160 365 WC 16 23 9 13 61 Total         20887   Province 2021/22 Smallholder producers supported as reported in eQPRS Total Q1 Q2 Q3 Q4 EC 753 917 479 3717 5866 FS 0 0 5 98 103 GP 73 37 90 46 246 KZN 0 1849 2259 1894 6002 LP 312 354 286 246 1198 MP 438 198 660 287 1583 NC 0 0 1237 795 2032 NW 0 0 61 182 243 WC 8 20 12 3 43 Total         17316
(aa)   Limpopo: 13 444, and Mpumalanga: 5 100
(bb)   Eastern Cape: 18 351, and   Northern Cape: 3 075
(cc)   KwaZulu-Natal: 11 984
(dd)   North West: 14 356

 

Reply:

The Department of Agriculture, Land Reform and Rural Development (DALRRD) has developed an electronic export certification system which already enables all farmers to apply for the inspection of orchards and of goods to determine if they adhere to the importing countries standards and food safety requirements, completely electronically. The system went live in November 2019, is used by more than 3000 agricultural sector clients throughout the country, including farmers or companies that do not have computer systems. This system is used by farmers, traders, logistics companies, Food Business Operators, Pack houses, exporters.

The Western Cape Provincial Department of Agriculture is collaborating with the eCert system in the development of the Export control office System (ECOS) system which is an animal meat export system which will enable the export of meat products. The system was tested in the Western Cape on 15 November 2021. The Northern Cape is busy with testing and piloting the system to be possibly rolled out later this year. The system focuses on the value chain from the abattoir onwards for meat and on the dairy milking parlour onwards. The system will work with/integrate with the Livestock Traceability System for South Africa (LITSA).

DALRRD in collaboration with the Council for Scientific and Industrial Research (CSIR) is busy developing a LITSA system which will manage the movement and traceability of cattle initially and later on all animals. This system affects all animal farmers but in particular the Foot and Mouth Disease (FMD) affected provinces of South Africa and will help to manage the disease and facilitate trade in meat products once South Africa’s FMD free status has been re-instated. The system will integrate with the eCert System.

The Presidential Employment Stimulus Initiative has resulted in a system being developed that allowed rural farmers to get electronic vouchers which could be redeemed once they received their agricultural inputs from service providers. The survey 123 system also enables georeferencing of departmental projects.

The Western Cape and Free State Provincial Departments of Agriculture have been doing extensive research and development on the use of drones. The Free State is using them to manage stock theft. Western Cape mainly use them to monitor crops and apply precision arial spray, amongst others.

Reply:

a) Since the start of the lock down as a result of the Covid-19 pandemic on 27 March 2020, the Department of Agriculture, Land Reform and Rural Development (DALRRD) implemented strategic projects to assist farmers inclusive of the following:

• The COVID 19 relief programme for smallholder producers;
• The Presidential Employment Stimulus for subsistence producers with a focus on women, youth people with disabilities and veterans;
• Working on the Blended Finance modalities and launching the industrial leg of the programme with the IDC;
• Intensely working with partners in implementation of the Jobs Fund Project with National Treasury;
• Continuous support through Programmes such as CASP and Ilima/ Letsema to focus on strategic impact of sustainability;
• The finalisation of the Agriculture and Agro-processing Master Plan (AAMP) with additional emphasis on increasing support for grains, red meat value chain, citrus and cotton; and
• Working with Provincial Departments of Agriculture to employ additional extension personnel who will support farmers with technical advisory services

b) The transformation of the agricultural sector is an ongoing process to include all black entrants across the subsistence, smallholder and commercial levels. Different transformation programmes target different farmer groups but with a focus for overall integration. The main effort being undertaken by DALRRD in relation to transformation is the Agriculture and Agro Processing Master Plan which is a social compact that aims to enhance existing and future transformation efforts.

Reply:

The National Prosecuting Authority (NPA) does not keep record of matters against illegal immigrants. We are moving towards electronic information where the nationality of an accused will be recorded but it does not reflect the legality of their residence or working permits. When an illegal immigrant is convicted and sentenced, they are channelled from the courts to the Department of Correctional Services until the Department of Home Affairs can deport such individuals after serving the sentence. The Department of Home Affairs would be the most appropriate Department to respond to the question as they keep records of these cases.

Since the information on part (a) of the question is not available, the NPA is not able to respond to the part (b) of the question relating to the categories of crimes.

Reply:

a) Vaalharts Cotton Workers Trust was established in 2004 and its workers became beneficiaries. The Vaalharts Katoen Produsente (Pty) Ltd (“the Company”) owns and operates the Cotton Gin in Hartswater town of Phokwane Local Municipality, Frances Baard District of the Northern Cape Province. The Company does not conduct any farming activities. The Company has two shareholders, namely Vaalharts Cotton (Pty) Ltd and the Vaalharts Cotton Permanent Workers Trust (“the Trust”). The ownership of the assets and shareholding in the Company was partly (49%) financed by the Industrial Development Corporation (IDC) in terms of a set of loan agreements. The payment of the IDC by the Company and the IDC’s requirements regarding shareholding of the Trust in the Company is well documented and the Trust has copies of the relevant documents as it was a signatory to the settlement agreements in terms of which the Company’s indebtedness to the IDC was settled (see attached copies).

b) The Department did not, in any form or manner, provide any funding or other assistance to the Company or its shareholders in acquiring and operating the Cotton Gin.

(c) (i),(ii) In view of the latter, Monitoring and Evaluation was not carried out since the contention from the company is that the Department had not provided any financial assistance during the acquisition process. However, workers have raised concerns with the Department, including the lack of participation in the operations of the company, power relations between management and worker-shareholders, skills transfer and labour relations, and tenure security. The Northern Cape Office of the Department has tried to mediate between management and workers.

Reply:

1. The project, Cathedral Peak Outgrowers (3 sites) has over the years of implementation to date been allocated a total budget of R54, 9 million. Below is a summary of budget allocation and sources over time:

a) Amaswazini Vineyard total R19 831 198;

b) Amazizi Vineyard total R13 975 876; and

c) Amangwane Vineyard amount R20 287 882.

CATHEDRAL PEAK OUTGROWERS BUDGET & EXPENDUTURE
	2015/16	2016/17	2017/18	2018/19	2019/20	2020/21	2021/22	2022/23
COGTA Allocation	R2 500 000	R5 200 000	R551 978	R0,00	R0,00	R0,00	R0,00	R0,00
Expenditure COGTA	R2 500 000	R4 979 352	R551 978	R0,00	R0,00	R0,00	R0,00	R0,00
ADA/DARD Allocation	R0,00	R2 500 000	R11 162 560	R14 000 00	R8 420 000	R7 925 200	R3 487 715	R431 909
Expenditure ADA/DARD	R0,00	R5 144 658	R11 162 360	R14 000 00	R8 420 000	R4 437485	R3 355 806	R37 355
Total Expenditure to date/annum	R2 500 000	R10 124 011	R11 714 338	R14 000 000	R8 420 000	R4 437 485	R3 355 806	R37 355
Expenditure to date is up to 12 May 2022. Total Allocation to date: R54 959 738. Total Expenditure to date: R54 588 994. Percentage budget spent 99%

(2)(a) There were no permanent jobs created over the period, all jobs created were linked to projects which ultimately came to an end.

(b) A total of 203 casual jobs were created including annually sustained over the period of project implementation (2015/16 to 2021/22).

3. Each vineyard is 15ha in extent, thus a total of 45 hectares altogether.

4. Date of first harvest was expected in each site as per table below:

Amaswazi Site	Amangwane site	Amazizi site
Feb 2021	Feb 2021	Feb 2023

5. Beneficiaries of the proceeds from the project at each of the three locations:

a) The intended beneficiaries of proceeds from the grape enterprise are the nominated cooperatives per site that the project was implemented with and funds transferred to over the period of implementation. These are:

• Inkosi Mthethwa Cooperative for Amazizi Site;
• Amangwane Primary Cooperative for the Amangwane Site; and
• Madlangampisi Cooperative for the Amaswazi site.

b) The employment opportunities created in each site and for the overall project can be considered a benefit for those who were employed over the period of project implementation. From an accumulated budget of R54,9 million an estimated total of R30.3 million served to pay for labour and working capital. An estimated total of 203 employment opportunities of the amount over the years. All labour was compensated at sectoral determined rates per annum. These are not new jobs per annum but sustained opportunities per annum.

Year	Amaswazi Site	Amangwane Site	Amazizi Site
2015/16	65	73	0
2016/17	30	35	0
2017/18	30	30	60
2019/20	30	30	35
2020/21	30	30	37
2021/22	16	26	12

 

Reply:

1.

a) The verification process was conducted on the 8th -14th May 2022 in Lower Zingcuka. Out of the original list of 160 households /ODIs that was submitted as the families that were affected by the dispossession, the Commission has verified 154 households that have submitted the necessary documents and 6 households have not been verified.

The outstanding 6 families have outstanding documents which have not been submitted to the Commission, it is however alleged that the list of ODIs is not comprehensive and the Commission will not entertain the allegations without comprehensive documentation submitted as evidence.

The Commission has scheduled a follow up visit for 22 July 2022 for the second phase to collect documents from the 6 families and receive any other information and records from any other party alleging that they are part of the claim.

b) It is anticipated that the verification process will be completed by 30 August 2022 barring any challenges that emanate from the community concerned.

2. The claim is projected to be settled in Quarter 3 of 2022/23 Financial Year, on condition that the Commission receives full co-operation from the community in submitting all the required documentation.

END

Reply:

Melinda McKenzie was convicted of one (1) count of corruption, having contravened section 3(b)(iv) of the Prevention and Combatting of Corrupt Activities Act 12 of 2004 (PRECCA).

The Senior Public Prosecutor at the Germiston Regional Court advised that the accused changed legal representation after conviction. The new legal representative requested transcripts of the record, which on its own delayed the matter.

The new legal representative now intends bringing an application on 21 June 2022 for the reopening of the defence case after conviction.

This application will be opposed by the State because judgment has been given, and the accused has been convicted.

The only available avenue for the defence would be to appeal the conviction, if there are grounds to appeal.