Questions and Replies

Reply:

Attached find here: Reply

Reply:

(a) A procedure manual has been developed as a tool to assist the officials working at the detention facilities to understand the requirements with regard to the implementation of section 48 (Clothing) of the Correctional Services Act. The procedure manual serves to make provision for consistent standards in terms of issuing, assigning and receiving of remand detainee uniforms and to ensure uniformity within the department.

On a yearly basis, Regions submit their needs for the next financial year, for the ordering of remand detainees’ uniform. It is acknowledged that the uniform for Remand Detainees is not sufficient to cater for all remand detainees due to lack of funding. Since 2019 the budget for Remand Detainees uniform was drastically reduced on an annual basis. In 2019/2020 an amount of R40 049 000.00 was allocated for Remand Detainees uniform. In 2020/2021, an amount of R15 800 000 was allocated and in 2021/2022 an amount of R17 900 000.00 was allocated. The budget is further reduced to R9,5 million for 2022/23 financial year. With the reduced budget the challenge of shortages for Remand Detainees Uniform is going to be even bigger in 2022/23 as the required quantities to be submitted to the National Treasury will also be reduced due to budget cuts.

The provision of uniform to remand detainees has been prioritised and included in the 2022/23 Annual Operational Plan (AOP) with a monthly target of 90%..

(b)(i)(ii) The Department has identified the need for training officials in supply Chain Management and the need was for the past two years among top priorities. During the financial year 2020/21 a total of twenty-three (23) officials received training in Supply Chain Management and a total of forty-one (41) officials were also trained in 2021/22. Training was concluded in all Regions and the Department has again in 2022/23 placed Supply Chain Management training as one of the top training priorities where the number of officials to be trained will be increased.

END.

Reply:

1. It should be noted that Department of Correctional Services allows offenders to lodge complaints or requests on daily basis, which include enquiring about the status of their profiles. This process has always been available to the mentioned offenders. The whereabouts of the profile reports of both offenders have always been known by the Department. Both profiles are in the final phases of the consideration process.

Both Offenders are serving sentences of life imprisonment. They have benefitted from Phaahla judgment handed down by the Constitutional Court on 03 May 2019, since they were sentenced after 01 October 2004 for offences committed before 01 October 2004. Therefore, they were also allocated maximum credits as per the Van Wyk Judgment. However, this does not mean they qualified for automatic placement on parole.

2(a) The offenders were considered by the Case Management Committee (CMC) and the Correctional Supervision and Parole Board (CSPB) for possible placement on parole.

(b) The profile reports were also considered by the National Council for Correctional Services (NCCS) for possible placement on parole. The possible placement of offenders serving life sentences (lifers) is considered by the Minister in line with section 78 of the Correctional Services Act 111 of 1998. Therefore, the Minister will consider each case on its merit and his decision will be made known to both offenders within a reasonable time after the Minister has made a decision.

END.

Reply:

The provisioning of the erf numbers by the Lesedi Local Municipality already took place during the criminal investigations on the matter, whereupon same were outlined on Schedule “A” of the charge sheet, as follows:

No.	Property description	Current title deed no.	Current owner details	Purchase date	Purchase price	Previous owner details	Previous title deed number
	Erf 1810 Heidelberg extension 9	T56357/2018	Mashinini Florence with ID no. 8604130709083	10/02/2010	R150 000.00	Lesedi Local Municipality	T24246/1975
	Erf 3407 Heidelberg extension 16	T56350/2018	Mashinini Florence with ID no. 8604130709083	10/03/2010	R81 000. 00	Lesedi Local Municipality	T30258/1989
	Erf 3404 Heidelberg extension 16	T56344/2018	Mashinini Florence with ID no. 8604130709083	10/03/2010	R81 000. 00	Lesedi Local Municipality	T30258/1989
	Erf 2033 Heidelberg extension 9	T56352/2018	Mashinini Florence with ID no. 8604130709083	10/03/2010	R179 000.00	Lesedi Local Municipality	T24246/1975
	Erf 3353 Heidelberg extension 9	T56355/2018	Mashinini Florence with ID no. 8604130709083	10/03/2010	R75 000.00	Lesedi Local Municipality	T24246/1975
	Erf 3108 Heidelberg extension 16	T56343/2018	Mashinini Florence with ID no. 8604130709083	10/03/2010	R85 000. 00	Lesedi Local Municipality	T30258/1989
	Erf 3405 Heidelberg extension 16	T56346/2018	Mashinini Florence with ID no. 860413 0709083	10/10/2010	R81 000. 00	Lesedi Local Municipality	T30258/1989
	Erf 1817 Heidelberg extension 9	T57285/2018	Mashinini Florence with ID no. 8604130709083	10/02/2010	R180 000.00	Lesedi Local Municipality	T24246/1975
	Erf 3403 Heidelberg extension 16	T57286/2018	Mashinini Florence with ID no. 8604130709083	10/03/2010	R81 000. 00	Lesedi Local Municipality	T30258/1989
	Erf 2151 Heidelberg extension 9	T57284/2018	Mashinini Florence with ID no. 8604130709083	10/02/2010	R220 000.00	Lesedi Local Municipality	T24246/1975
	Erf 1811 Heidelberg extension 9	T74471/2018	Mashinini Florence with ID no. 8604130709083	10/02/2010	R172 000.00	Lesedi Local Municipality	T24246/1975
	Erf 1816 Heidelberg extension 9	T74472/2018	Mashinini Florence with ID no. 8604130709083	10/02/2010	R162 000.00	Lesedi Local Municipality	T24246/1975
	Erf 1658 Heidelberg extension 9	T88175/2018	Mashinini Florence with ID no. 8604130709083	10/02/2010	R248 000.00	Lesedi Local Municipality	T24246/1975
	Erf 1579 Heidelberg extension 9	T89743/2018	Mashinini Florence with ID no. 8604130709083	10/02/2010	R240 000.00	Lesedi Local Municipality	T24246/1975
	Erf 3145 Heidelberg extension 16	T4829/2019	Nombembe Wandile Elvis with ID no. 9107106385085 and Nombembe Samukelisiwe Thandeka Felicity with identity nr 9012181057080	07/05/2009	R100 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3146 Heidelberg extension 16	T40964/2018	Peete Justice Malefetsane with identity no. 6905225627086 and Peete Matshidiso with ID no. 7401190271083	22/12/2010	R100 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3371 Heidelberg extension 16	T1869/2019	Msiza Themba Hope with ID no. 8603075344088	09/12/2018	R280 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3292 Heidelberg extension 16	T66475/2018	Ratanda Young Generation with registration no. 071-320-NPO	07/04/2009	R375 000.00	Lesedi Local Municipality	T30258/1989
	Erf 484 Jameson Park	T80274/2018	Oorvloed Eiendom Trust with registration no. 2116/2018	05/10/2018	R197 000.00	Lesedi Local Municipality	T68847/2000
	Erf 629 Jameson Park	T79939/2018	Buffels Kraai Kroning Trust with registration no. 2053/2018	05/10/2018	R172 000.00	Lesedi Local Municipality	T57804/1999
	Erf 6860 Heidelberg extension 25	T5087/2019	Kroonjuwele Eiendom Trust with registration no. 848/2018	05/10/2018	R850 000.00	Lesedi Local Municipality	T86377/2010
	Erf 3091 Heidelberg extension 16	T13731/2019	Oorvloed Eiendom Trust with registration no. 2116/2018	13/12/2018	R270 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3089 Heidelberg extension 16	T13732/2019	Oorvloed Eiendom Trust with registration no. 2116/2018	13/12/2018	R270 000.00	Lesedi Local Municipality	T30258/1989
	Erf 2307 Heidelberg extension 9	T2328/2019	Oorvloed Eiendom Trust with registration no. 2116/2018	22/11/2018	R175 000.00	Lesedi Local Municipality	T24246/1975
	Erf 2308 Heidelberg extension 9	T2610/2019	Oorvloed Eiendom Trust with registration no. 2116/2018	22/11/2018	R185 000.00	Lesedi Local Municipality	T24246/1975
	Erf 2306 Heidelberg extension 9	T2611/2019	Oorvloed Eiendom Trust with registration no. 2116/2018	22/11/2018	R180 000.00	Lesedi Local Municipality	T24246/1975
	Erf 3416 Heidelberg extension 16	T6629/2019	Oorvloed Eiendom Trust with registration no. 2116/2018	13/12/2018	R230 000.00	Lesedi Local Municipality	T30258/1989
	Erf 362 Jameson Park	T74445/2018	Oorvloed Eiendom Trust with registration no. 2116/2018	05/10/2018	R180 000.00	Lesedi Local Municipality	T28780/1996
	Erf 362 Rensburg	T7553/2019	Oorvloed Eiendom Trust with registration no. 2116/2018	05/10/2018	R156 000.00	Lesedi Local Municipality	T70301/1989
	Erf 2305 Heidelberg extension 9	T7991/2019	Oorvloed Eiendom Trust with registration no. 2116/2018	22/11/2018	R175, 000.00	Lesedi Local Municipality	T24246/1975
	Erf 816 Jameson Park	T79945/2018	Oorvloed Eiendom Trust with registration no. 2116/2018	05/10/2018	R180 000.00	Lesedi Local Municipality	T148224/1999
	Erf 3411 Heidelberg extension 16	T47435/2018	Radebe Buti Paulus with ID no. 6602155534081	03/02/2009	R85 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3381 Heidelberg extension 16	T47436/2018	Radebe Buti Paulus with ID no. 6602155534081	03/02/2009	R110 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3414 Heidelberg extension 16	T47889/2018	Radebe Buti Paulus with ID no. 6602155534081	03/02/2009	R85 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3412 Heidelberg extension 16	T47890/2018	Radebe Buti Paulus with ID no. 6602155534081	03/02/2009	R85 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3413 Heidelberg extension 16	T48041/2018	Radebe Buti Paulus with ID no. 6602155534081	03/02/2009	R85 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3377 Heidelberg extension 16	T47432/2018	Radebe Teboho Edward with ID no. 9004015377081	07/04/2009	R90 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3378 Heidelberg extension 16	T47433/2018	Radebe Teboho Edward with ID no. 9004015377081	07/04/2009	R100 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3376 Heidelberg extension 16	T47434/2018	Radebe Teboho Edward with ID no. 9004015377081	07/04/2009	R90 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3128 Heidelberg extension 16	T66474/2018	Radebe Teboho Edward with ID no. 9004015377081	07/04/2009	R100 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3129 Heidelberg extension 16	T66476/2018	Radebe Teboho Edward with ID no. 9004015377081	07/04/2009	R100 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3127 Heidelberg extension 16	T70825/2018	Radebe Teboho Edward with ID no. 9004015377081	06/04/2009	R100 000.00	Lesedi Local Municipality	T30258/1989
	Erf 385 Jameson Park	T2659/2019	Ambrosius Familie Trust registration no. 2072/2018(G)	05/10/2018	R186 000.00	Lesedi Local Municipality	T64708/1999
	Erf 298 Jameson Park	T3342/2019	Ambrosius Familie Trust registration no.2072/2018(G)	05/10/2018	R186 000.00	Lesedi Local Municipality	T9535/2000
	Erf 150 Jameson Park	T79947/2018	Ambrosius Familie Trust registration no. 2072/2018	05/10/2018	R187 000.00	Lesedi Local Municipality	T117586/1999
	Erf 656 Jameson Park	T88643/2018	Ambrosius Familie Trust registration no. 2072/2018	05/10/2018	R186 000.00	Lesedi Local Municipality	T87586/1996
	Erf 2357 Heidelberg extension 9	T3373/2019	Muizenberg Familie Trust registration no. 2063/2018	22/11/2018	R195 000.00	Lesedi Local Municipality	T24246/1975
	Erf 541 Jameson Park	T75945/2018	Muizenberg Familie Trust registration no. 2063/2018	05/10/2018	R183 000.00	Lesedi Local Municipality	T77618/1997
	Erf 682 Jameson Park	T79943/2018	Muizenberg Familie Trust registration no. 2063/2018	05/10/2018	R191 500.00	Lesedi Local Municipality	T72955/1988
	Erf 146 Jameson Park	T80272/2018	Bedenhorst Familie Trust registration no. 2073/2018(G)	05/10/2018	R186 000.00	Lesedi Local Municipality	T64296/1999
	Erf 251 Jameson Park	T84465/2018	Bedenhorst Familie Trust registration no. 2073/2018(G)	05/10/2018	R200 000.00	Lesedi Local Municipality	T14163/2000
	Erf 75 Jameson Park	T84470/2018	Bedenhorst Familie Trust registration no. 2073/2018(G)	05/10/2018	R195 000.00	Lesedi Local Municipality	T4426/1996
	Erf 467 Jameson Park	T79951/2018	Bedenhorst Familie Trust registration no. 2073/2018	05/10/2018	R195 000.00	Lesedi Local Municipality	T20040/1972
	Erf 545 Jameson Park	T79949/2018	Bedenhorst Familie Trust registration no. 2073/2018	05/10/2018	R197 000.00	Lesedi Local Municipality	T62741/1999
	Erf 3081 Heidelberg extension 16	T88174/2018	Makgoale Jacqueline Matete Mokgohloe with ID no. 9808090135085	21/02/2009	R110 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3099 Heidelberg extension 16	T1868/2019	Bordewijk Familie Trust registration no. 2074/2018	05/10/2018	R180 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3125 Heidelberg extension 16	T1639/2018	Mabunda Popo Brian with ID no. 7804175340080 and Fumo Vincent with ID no. 0311265255084	19/02/2010	R80 000.00	Lesedi Local Municipality	T30258/1989
	Erf 4601 Heidelberg extension 23	T22665/2019	Mabunda Popo Brian with ID no. 7804175340080	17/01/2014	R296 960.00	Lesedi Local Municipality	T25132/2002
	Erf 3120 Heidelberg extension 16	T32281/2017	Mabunda Popo Brian with ID no. 7804175340080	07/04/2009	R80 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3389 Heidelberg extension 16	T89657/2018	Mabunda Popo Brian with ID no. 7804175340080 and Fumo Vincent with ID no. 0311265255084	29/01/2010	R89 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3167 Heidelberg extension 16	T16915/2018	Mokoena Siphiwe Ephraim with ID no. 7607035653083 and Mokoena Ntombikayise with ID no. 7507040720085	27/03/2009	R100 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3292 Heidelberg extension 16	T66475/2018	Ratanda Young Generation	07/04/2009	R375 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3293 Heidelberg extension 16	T2329/2019	Mfene Popie Maria with ID no. 5607020714082	15/10/2018	R145 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3384 Heidelberg extension 16	T85819/2018	Mangoato Piet Phuti with ID no. 7009215993084	15/10/2018	R97 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3322 Heidelberg extension 16	T85818/2018	Mangoato Piet Phuti with ID no. 7009215993084	15/10/2018	R130 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3371 Heidelberg extension 16	T1869/2019	Msiza Themba Hope with ID no. 8603075344088	09/12/2018	R280 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3373 Heidelberg extension 16	T13730/2019	Legodi David Malesela with ID no. 7210285296081	13/11/2018	R170 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3375 Heidelberg extension 16	T15908/2019	Legodi David Malesela with ID no. 7210285296081	13/11/2018	R170 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3374 Heidelberg extension 16	T18815/2019	Legodi David Malesela with ID no. 7210285296081	13/11/2018	R170 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3382 Heidelberg extension 16	T6631/2019	Legodi David Malesela with ID no. 7210285296081	13/11/2018	R170 000.00	Lesedi Local Municipality	T30258/1989
	Erf 3402 Heidelberg extension 16	T56354/2018	Motsoeneng Teboho Moses with ID no. 8812055399083	15/01/2010	R85 000.00	Lesedi Local Municipality	T30258/1989
	Erf 8 Jameson Park	T79941/2018	Sadomba Andrew with ID no. 7012145206080	05/06/2018	R120 000.00	Lesedi Local Municipality	T15395/2000
	Erf 3417 Heidelberg extension 16	T81767/2018	Sebiloane Teboho Joseph with ID no. 8402055916084	10/02/2009	R85 000.00	Lesedi Local Municipality	T30258/1989
	Erf 245 Jameson Park	T2259/2019	Miya Sebolai Joseph with ID no. 7212075417083 and Miya Sebolelo Maria with ID no. 8103080543089	5/05/2018 04/10/2018	R120 000.00 R250 000.00	Lesedi Local Municipality Pule Vincent Motaung with ID no. 790323 5645 080	T142397/2000 T74097/2018
	Erf 1630 Heidelberg extension 9	T6630/2019	Elzinkhorst Familie Trust with registration nr 2071/2018	05/10/2018	R200 000.00	Lesedi Local Municipality	T24246/1975
	Erf 1962 Heidelberg extension 9	T56353/2018	Mmusi Project Management CC with registration no. 200910105023	10/01/2010	R170 000.00	Lesedi Local Municipality	T24246/1975
	Erf 1814 Heidelberg extension 9	T56356/2018	Mmusi Project Management CC with registration no. 200910105023	10/01/2010	R170 000.00	Lesedi Local Municipality	T24246/1975
	Erf 1815 Heidelberg extension 9	T56345/2018	Tlaka Matubatse Victor	10/01/2010	R158 000.00	Lesedi Local Municipality	T24246/1975

END.

Reply:

1. I am appealing to the Honourable Member to be a bit patient because these questions are a subject of a tribunal/investigation, which was introduced to the Portfolio Committee when it started its work last year.

2. The tribunal is about to report its findings to the Portfolio Committee on Home Affairs

END

Reply:

1. The lifestyle audits are conducted in three phases namely lifestyle review, lifestyle investigation and lifestyle audit (a) A total number of 21574 public servants have been subjected to lifestyle review, which is the first phase of lifestyle audit, as at January 2022; (b) There were 746 public servants who are undergoing investigation for non-disclosure of assets, vehicles and companies as well as conflicts of interest.

2. The breakdown of the number of lifestyle audits conducted is as follow: (a) National departments’ lifestyle reviews conducted amounts to 12557; and (b) Provincial government departments’ lifestyle reviews conducted amounts to 9017, as at January 2022.

End

Reply:

The Department of Public Service has sexual harassment policy in place. As part of the implementation of the policy awareness programmes on management of sexual harassment in the workplace including procedures and processes to be followed in reporting related cases are held. The department also provides psychosocial support through Employee Health and Wellness unit to victims and those affected.

(a) The total number of incidents (i) sexual harassment = 0 and (ii) sexual assault that were reported in her department (aa) in each of the past three financial years = 0 and (bb) since 1 April 2021 =0, (b) number of cases (i) were opened and concluded =0, (ii) were withdrawn =0 and (iii) remain open or pending based on incidents =0 and (c) sanctions were meted out against each person who was found guilty =0.

END

Reply:

a) Full relevant details of the signed Agreements and Memoranda of Understanding (MoU) that have not been fully implemented:

• The Heads of State at the Bi-National Commission (BNC) noted that in the years between the convening of the 4th and the 5th BNCs, the MoU on Cooperation in Prosecution Matters and the MoU on Cooperation between the Agricultural Research Council and the Botswana Vaccine Institute were signed in February 2018 and November 2019 respectively. This brought the total number of signed Agreements and Memoranda of Understanding to 40 from 38.

Furthermore, the BNC was apprised about the completion of the pre-feasibility study in December 2021 on the 2017 MoU between Lesotho-Botswana and South Africa on Water Transfer Project, and the 2018 MoU on Water Course Commission which has not yet entered into force.

In this context and upon consideration of the 5th BNC decision to develop an Implementation Matrix, the Heads of State directed that all Agreements and MoUs be fully implemented.

b) Reasons for the delays; and

• The full feasibility study on the MoU between Lesotho-Botswana and South Africa on Water Transfer Project, could not be conducted and/or completed on time by the African Development Bank due to the outbreak of the COVID 19 pandemic.

With regard to the MoU on Water Course Commission that has not yet entered into force, efforts are underway to finalise national processes in order for the MoU to enter into force.

c) Timelines for implementation.

• The African Development Bank has set December 2023 as the envisaged date for the completion of the full feasibility study in regard to the MoU on Water Transfer Project.

The Parties have committed to finalise national processes for the entry into force of the MoU on Water Course Commission and report to the BNC Mid-Term Review Meeting in November 2022.

Progress report on the Implementation Matrix, as a tracking tool of all Agreements and MoUs, will also be provided during the BNC Mid-term review in November 2022.

 

 

Reply:

1. The ten Missions identified for closure, and subsequently closed in 2021 included the following:

1. SA Representative Office in Minsk (Belarus)
2. SA Embassy in the Holy See (The Vatican)
3. SA Embassy in Port of Spain (Trinidad and Tobago)
4. SA Embassy in Helsinki (Finland)
5. SA Consulate-General in Milan (Italy)
6. SA Embassy in Muscat (Oman)
7. SA High Commission in Suva (Fiji)
8. SA Embassy in Bucharest (Romania)
9. SA Embassy in Lima (Peru)
10. SA Consulate-General in Chicago (USA)

2. The process of closure of these diplomatic Missions included both political engagements with the host countries as well as official Diplomatic communication, and facilitation of the change of diplomatic and, civic, immigration and consular accreditation, to new non-resident countries.

3. Formal requests for non-residential accreditation and concurrence were submitted to 25 countries and organisations, which all have their own internal processes and procedures pertaining to accreditation. The finalisation of non-residential accreditation of seven countries is still in process.

4. The savings from the closure of these 10 Missions are reflected as follows:

(a) 2021/2022 Financial Year: Savings of ZAR 71 729 878 (following the deduction of costs related to the closure process).

(b) 2022/2023 Financial Year and beyond: anticiaped savings of ZAR 161 620 546 per annum.

 

Reply:

1. Balfour is a Small Office (Service Point), wherein DHA was allocated space in a Thusong centre by Dipaleseng Municipality to provide limited services. The office is open 5 days per week (Monday to Friday).

2. Balfour SP has 1 civic services employee and is attached to Secunda Office which has 7 civic services employees. During April 2022, Balfour office processed an average of 6 applications daily for birth registration and death registration, while Secunda office provided services to an average of (155) members of the public daily, during the same period. If the employee is on leave or off sick DHA is not able to allocate an employee to the SP due to capacity limitations, also considering that the demand for services at full service offices such as Secunda, Bethal, Ermelo, Standerton increases during peak season.

3. The employee’ s salary has not been changed as she is on duty 5 days per week.

(4) (a) The department is in the process to fill selected vacancies.

(b) The Small Office is not modernised and does not have the required number of staff to operate the modernised system.

(c) The Province has engaged the local Municipality and Department of Basic Education to identify mobile unit service points in Balfour and schools in the area, the mobile schedule allocation will start during the month of June 2022.

END

Reply:

For the sake of clarity, the accused was sentenced to five (5) years’ imprisonment in terms of the provisions of section 276(1)(i) of the Criminal Procedure Act No. 51 of 1977. Thus, after serving a sixth of the sentence (10 months), she may be placed under correctional supervision. The 5-year term was therefore not accurately reported by the media.

The Department of Education and INTELLIMALI commissioned two (2) forensic investigations (Ernst & Young being one of the two companies) and the findings from both companies cleared the officials of any involvement or human error. The final findings were that the deposit was due to a computer glitch or hacking. The police investigations also did not reveal any evidence of wrong-doing on the part of the officials, either from the Department or INTELLIMALI. 

In light of the above, no grounds of acting against any official could be found. Any further enquiries in this regard should be addressed to the Department of Higher Education or South African Police Service.

END.

Reply:

a) I had visited Steve Biko Academic Hospital while Minister of Health, with the then Minister of Finance Mr Pravin Gordhan on 11 September 2012.

b) We did not ask for such details because it was not necessary to do so.

END

Reply:

The matter referred to in the question should be addressed to the Department of Forestry, Fisheries and the Environment.

 

Reply:

Yes, Elandshoogte Gold mine is issued with the mining right and an approved EMP/ EA which contain rehabilitation plan.

Reply:

a1 NRWDI

a) N/A

b) No commercial contract was concluded between the entity and Russian Federation

(i) No contract concluded

(ii) No contract concluded since 01 April 2017

(aa) N/A

(bb) N/A

(cc) N/A

(dd) N/A

(ee) N/A

2. SDT

a) N/A

b) No commercial contract was concluded between the entity and Russian Federation

(i) No contract concluded

(ii)No contract concluded since 01 April 2017

(aa) N/A

(bb) N/A

(cc) N/A

(dd) N/A

(ee) N/A

3. MHSC

a) N/A

b) No commercial contract was concluded between the entity and Russian Federation

(i) No contract concluded

(ii) No contract concluded since 01 April 2017

(aa) N/A

(bb) N/A

(cc) N/A

(dd) N/A

(ee) N/A

4. CEF

We can confirm that as CEF Group we have not concluded any commercial agreements with any Russian entities since 2017 to date. Following a tender by our subsidiary, PetroSA to sell non-core assets (i.e. Christmas Trees) through an open tender process, the Russian entity called Gazprom has shown interest to acquire these assets. We can also confirm that no agreement has been concluded in this regard.

a) N/A

b) No commercial contract was concluded between the entity and Russian Federation

(i) No contract concluded

(ii) No contract concluded since 01 April 2017

(aa) N/A

(bb) N/A

(cc) N/A

(dd) N/A

(ee) N/A

5. CGS

(a) N/A

(b) No commercial contract was concluded between the entity and Russian Federation

(i) No contract concluded

(ii) No contract concluded since 01 April 2017

(aa) N/A

(bb) N/A

(cc) N/A

(dd) N/A

(ee) N/A

6. MINTEK

Russian Federation entities involved: EVRAZ Holdings, PAO Severstal, Kutchatov Institute, Ural Mining and Metallurgical Company (UMMC) (Uchalin and Gai Mines), A9 Systems, and Polyus Verinskoe.

Total value of projects: R7 751 547

​6.1 RAZ Holdings – Moscow Russia (East Metals AG Switzerland)

(aa) Relevant details

MINTEK has contracted with EVRAZ, based in Russian, for MINTEK to perform quality control (QA) evaluation work on grinding balls.

Date: 22 November 2021

(bb) Values

EVRAZ Holdings: R403 065

(cc) Time Frames

Complete by 31 May 2022

(dd) Goods Contracted

MINTEK will perform metallurgical characterisation test work on the grinding balls, including:

• Chemical composition analysis
• Metallurgical characterisation
• Impact/drop tests
• Ball mill abrasion wear testing
• Pin abrasion testing
• Dry rubber wheel abrasion testing

(ee) Reasons that the goods could not be contracted in the Republic?

EVRAZ Holdings sought the best available services and approached Mintek to execute the work on their behalf.

​6.2 PAO Severstal – Russia

(aa) Relevant details

MINTEK has contracted with PAO Severstal, based in Russian, for MINTEK to perform metallurgical characterisation test (i.e. Quality Control (QC) work on grinding balls).

Date: 22 October 2021

(bb) Values

PAO Severstal: R425 766

(cc) Time Frames

PAO Severstal: Work conducted over 30 October 2021 to 03 December 2021

(dd) Goods Contracted

MINTEK will perform metallurgical characterisation test work on the grinding balls, including:

• Visual inspection and mass of the balls.
• Chemical Analysis.
• Microstructural Analysis.
• Hardness Measurements.
• Impact/Drop Testing (2000 drops) of three balls from each set.
• Charpy Impact Strength Analysis
• Ball mill abrasion wear test in the laboratory ball mill using the silica sand ore

(ee) Reasons that the goods could not be contracted in the Republic?

PAO Severstal sought the best available services and approached Mintek to do the work.

​6.3 Kutchatov Institute (KI), of the Russian Federation

(aa) Relevant details

SA-Russia Bilateral Agreement on Research & Development (R&D):

MINTEK, under the Joint Russia-South Africa Commission on Science & Technology (JCST) that was established in 2011 collaborated with the Kutchatov Institute (KI), of the Russian Federation, on Nanotechnology. The work centred on developing Smart Human and Animal Health Sensing using Nanotechnology.

(bb) Values

AMD (Nanoscience & Nanotechnology Group): South Africa Department of Science & Innovation (DSI)-funded programme at Mintek: R1 500 000

(cc) Time Frames

AMD (Nanoscience & Nanotechnology Group): South Africa Department of Science & Innovation (DSI)-funded programme at Mintek: Programme planned over 2014/15, 2015/16 and 2016/17. Programme concluded in 2017/18.

(dd) Goods Contracted

MINTEK was tasked with the design, development and characterization of new nanotechnology biolabels (gold-based) and Surface Enhanced Raman Spectroscopy (SERS) systems for the detection of diseases which are prevalent in South Africa. The Kutchatov Institute (KI) was responsible for advanced materials testing and validation of these technologies. The work developed gold (Au) and silver (Ag)-based SERS sensors for the detection of human (Malaria) and animal diseases (Rift Valley Fever (RVF), Rabies and Foot and Mouth).

(ee) Reasons that the goods could not be contracted in the Republic?

AMD – A collaboration between institutes in South Africa (MINTEK) and Russia (Kutchatov Institute (KI)) carried out under a bilateral agreement between SA and Russia.

​6.4 A9 Systems and Polyus Verinskoe

(aa) Relevant details

Mintek signed a contract with A9 Systems on behalf Polyus Verinskoe. A9 Systems is a third-party distributor in Russia.

(bb) Values

Measurement and Control Division (MCD): R4 611 036

(cc) Time Frames

17 April 2019 – 26 August 2022

(dd) Goods Contracted

Mining Efficiency Automated Measurement and Controls Systems/Products:

Carbon Activity Analyzer, Cynoprobes, Carbon Concentration Meters, LeachStar Control Systems and CyLas Instruments

(N.B. These are all trademarked products manufactured at Mintek).

(ee) Reasons that the goods could not be contracted in the Republic?

No other suppliers in the Russian Federation.

​6.5 Ural Mining and Metallurgical Company (UMMC) – Uchalin Mine

(aa) Relevant details

The Division submitted a proposal for consultation work.  This are for consulting for Ural Mining and Metallurgical Company (UMMC) – Uchalin Mine. The work involves reviewing their data on processing of tailings from Au/Sb deposits and advising on a test work program and interpretation of results. The proposal for Uchalin mine has been accepted.

(bb) Values

R202 920

(cc) Time Frames

Complete by 31 August 2022

(dd) Goods Contracted

The work involves reviewing their data on the processing of tailings from Au/Sb (Gold/Antimony) deposits and advising on a test work program and interpretation of results.

(ee) Reasons that the goods could not be contracted in the Republic?

Ural Mining and Metallurgical Company (UMMC) – Uchalin Mine: No reason given.

​6.6 Ural Mining and Metallurgical Company (UMMC) – Uchalin Mine

(aa) Relevant details

The Division submitted a proposal for consultation work.  This are for consulting for Ural Mining and Metallurgical Company (UMMC) – Gai Mine. The work involves reviewing their data on processing of tailings from Au/Sb deposits and advising on a test work program and interpretation of results. The proposal for Gai Mine has yet to be accepted.

(bb) Values

R202 920

(cc) Time Frames

Complete by 31 December 2022 should the project be awarded.

(dd) Goods Contracted

The work involves reviewing their data on the processing of tailings from Au/Sb (Gold/Antimony) deposits and advising on a test work program and interpretation of results.

(ee) Reasons that the goods could not be contracted in the Republic?

Ural Mining and Metallurgical Company (UMMC) – Gai Mine: No reason given

7. NECSA

(a) N/A.

(b) Yes,

(i) N/A

(ii) Necsa concluded two once-off commercial contracts with companies based in the Russian Federation within the period in question (since 01 April 2017).

​7.1 Contract One

(aa) Necsa concluded a once-off contract with Novosibirsk Chemical Concentrates Plant

(NCCP) in November 2018.

(bb) USD 1 058 015, 00

(cc) Once-off transaction that will conclude upon delivery of the order, possibly in the financial year 2022/23. At the moment the delivery of the order is delayed by the current conflict between Russia and Ukraine.

(dd) The goods procured are LTA fuel Elements and control rods for SAFARI-1.

(ee) The rods and the fuel elements are not available in the country.

7.2 Contract Two

(aa) Necsa’s subsidiary NTP Radioisotopes concluded a once-off contract with the Center for Molecular Research (CMR) in January 2018.

(bb) USD 7000

(cc) Once-off transaction that was concluded upon delivery of goods.

(dd) The product that was procured was Ytterbium - 176 (Raw Material used in the

production of Lutetium)

(ee) This isotope is only produced in Russia and is sometimes available through

distributors based in the USA but no such distributors are available in Africa.

8. SANEDI

a) N/A

b) No commercial contract was concluded between the entity and Russian Federation.

(i) No contract concluded

(ii No contract concluded since 01 April 2017

(aa) N/A

(bb) N/A

(cc) N/A

(dd) N/A

(ee) N/A

9. SADPMR

(a) N/A

(b) No

(i) No

(ii) No, the Entity is guided by the decision of the DMRE and Government

(aa) N/A

(bb) N/A

(cc) N/A

(dd) N/A

(ee) N/A

10. NERSA

a) N/A

b) No commercial contract was concluded between the entity and Russian Federation

(i)No contract concluded

(ii) No contract concluded since 01 April 2017

(aa) N/A

(bb) N/A

(cc) N/A

(dd) N/A

(ee) N/A

11. NNR

(a) N/A

(b) No

(i) N/A

(ii) No position

(aa) N/A

(bb) N/A

(cc) N/A

(dd) N/A

(ee) N/A

Reply:

Provision of catering services on campuses and university residencies is the responsibility of the University Management.  My department was concerned about the complaints relating to the provision of quality food in the institutions of higher learning. As soon as questions were brought to our attention, Sol Plaatje University was contacted about the incident reported to have happened in one of its cafeterias. 

The University responded that it has contracted with local Kimberley-based service providers to provide catering services in its student dining halls.  These service providers are required to provide food that is of a national standard, and the University holds them to that undertaking.  In the case reported, meals for lunch were prepared in the University 's dining hall and one pack was reported to contain a worm.  It is not clear how the worm entered the pack.  The University took the proactive approach to shut down the cafeteria, and invited a health inspection from the Sol Plaatje Local Municipality who visited the kitchen to conduct an inspection and was accompanied by two members of the SRC, Sol Plaatje University Manager for Soft Services and the Residence Warden.

The Health Inspector could not find fault with the operations of the kitchen, which included the processes of receiving, storing, preparing, cooking and serving meals to students.  Students were given the option to eat in any of the other cafeterias on campus, but they refused to do so, and demanded that the kitchen be re-opened. The kitchen was only re-opened after the go-ahead was received from the health inspector.

The University has instituted additional measures to support food safety in its dining halls. These measures include regular checks by management and student leaders, regular inspections by external experts, and the secondment of experienced staff to its kitchens.

Reply:

1. The total cost of the salary increases for members of the Senior Management Service (SMS) for the 2021/22 financial year is R373 165 844. It must be noted that no decision on salary increases for members of the SMS for the 2022/23 financial year has yet been taken.

2. A breakdown of the cost of the salary increases for SMS levels 13, 14, 15 and 16 for the 2021/22 financial year is indicated in the table below:

SMS salary level	Cost (R)
13	243 526 088
14	85 976 406
15	25 203 259
16	18 460 091
Total	373 165 844

3. Yes, the salary increases for members of the SMS in the Public Service are regarded as just, equitable and an efficient use of public money in the current economic climate. The salary adjustments granted to members of the SMS is equitable, considering the fact that it is similar to what was granted to employees below the SMS. If the salaries of members of the SMS are not adjusted, it will result in a situation where employees below SMS will earn more that senior managers. The gap between the maximum salary notch of a Deputy Director on salary level 12 and a Director on the minimum of salary level 13 is already narrow. In some occupation specific dispensations, staff below SMS level already earn more than senior managers. This situation creates a disincentive for competent employees to aspire to become senior managers.

It should be noted that the 2019 Incentive Policy Framework provides for payment of annual pay (notch) progression for eligible members of the SMS. The cost-of-living adjustment for 2021/22 was granted in lieu of pay progression.

Furthermore, the remuneration of the members of the SMS are impacted by the changes in the consumer price index (CPI) that reflect changes in the cost-of-living and which has a direct impact on the “buying power” of their remuneration. As a result, the adjustments are necessary to protect the “buying power” of the salaries of members of the SMS

End

Reply:

1. Yes, it is the responsibility of the Minister of Mineral Resources and Energy to establish a Cadastral system.
2. The Department engaged SITA to initiative the procurement of the system and the evaluation of the proposal was concluded in October 2021. To date the Department is awaiting the recommendation letter from SITA in order to appoint the successful bidder.
3. The budget for the system has been included in the Departmental Budget.

 

Reply:

a) The department has recently gazetted the Exploration Strategy to address this. There are logistical (rail and freight), regulatory (water and environmental licensing) and security challenges which fall outside the mandate of the DMRE.

b) Key areas have been identified in the Exploration Strategy that government and social partners will address to improve the country’s investment attractiveness in the next five years.

 

 

Reply:

The (a) total number of public servants earning a salary at (i) level 15 was 467 and (ii) level 16 was 122, as on 28 February 2022. This excludes Defence and State Security Agency. The (b) breakdown per (i) national and (ii) provincial department including the (aa) job title is provided in the table below as it has been captured on PERSAL by departments.

(bb) Public Service Regulations, 2016 (Part I, regulation 39) stipulates that “for each post or group of posts, an executive authority shall establish a job description and job title that indicate, with appropriate emphasis on service delivery –

(a) The main objectives, activities and functions of the post or posts in question; and

(b) The inherent requirements of the job”.

The function to develop job descriptions and job titles for posts, is therefore decentralised to each national and provincial department. The Department of Public Service and Administration does not have access to information on job descriptions.

Number of Public Servants on salary levels 15 and 16
as on 28 February 2022
National/Provincial department and Job title	Salary level
	15	16
Total	467	122
Eastern Cape	Cooperative Governance and Traditional Affairs	DDG-DEVELOPMENTAL LOCAL GOVT	1
		DDG-TRADITIONAL AFFAIRS	1
		HEAD OF DEPARTMENT		1
	Economic Development, Environmental Affairs and Tourism	HEAD OF DEPARTMENT	1
	Education	CHIEF DIRECTOR:FINANCIAL MANAGEMENT SERVICES	1
		DDG:IOM*	1
		SUPERINTENDENT GENERAL_*		1
	Health	DEPUTY DIRECTOR GENERAL:CLINICAL HEALTH L15	1
		DEPUTY DIRECTOR GENERAL:CORPORATE SERVICES L15	1
		DEPUTY DIRECTOR GENERAL:FINANCIAL MANAGEMENT L15	1
		SUPERINTENDENT GENERAL (HOD) L16		1
	Human Settlements	HEAD OF DEPARTMENT	1
	Office of the Premier	DEPUTY DIRECTOR GENERAL	2
		DIRECTOR GENERAL: PROVINCE OF THE EASTERN CAPE		1
	Provincial Treasury	DDG:CORPORATE MANAGEMENT	1
		DEPUTY DIRECTOR GENERAL:FINANCIAL GOVERNANCE	2
		DEPUTY DIRECTOR GENERAL:MUNICIPAL FINANCIAL GOVERN	1
		DEPUTY DIRECTOR GENERAL:SUST FISCAL RESOURCE MNGMT	1
		HEAD OF DEPARTMENT		1
	Roads and Public works	HEAD OF DEPARTMENT		1
	Rural Development and Agrarian Reform	DEPUTY DIRECTOR GENERAL	3
		HEAD OF DEPARTMENT		1
	Safety and Liaison	DIRECTOR GENERAL	1
	Social Development	DEPUTY DIRECTOR GENERAL_OPERATIONS	1
		SUPERINTENDENT GENERAL		2
	Sport, Recreation, Arts and Culture	HEAD OF DEPARTMENT	1
	Transport	DEPUTY DIRECTOR GENERAL: ADMINISTRATION	1
		SUPERINTENDENT GENERAL		1
Free State	Agriculture	DDG	1
		HEAD OF DEPARTMENT: AGRIC AND RURAL DEVELOPMENT		1
	Co-operative Governance and Traditional Affairs	ADMINISTRATOR	1
		DEPUTY DIRECTOR GENERAL LOCAL GOVERNMENT	1
		DEPUTY DIRECTOR GENERAL`	1
		HEAD OF DEPARTMENT		1
	Economic Development, Tourism and Environmental Affairs	HEAD OF DEPARTMENT		1
	Education	DIRECTOR GENERAL: DEPUTY=	1
		FINANCIAL ADMINISTRATION OFFICER CHIEF	1
		SUPERINTENDENT-GENERAL		1
	Health	DEPUTY DIRECTOR GENERAL	1
		HEAD HEALTH		1
	Human Settlements	DEPUTY DIRECTOR GENERAL	1
		HEAD OF DEPARTMENT		1
	Office of the Premier	CHIEF DIRECTOR	1
		DEPUTY DIRECTOR GENERAL: MONITORING & EVALUATION	1
		DIRECTOR GENERAL: FREE STATE PROVINCIAL ADMIN		1
		HEAD: CORPORATE ADMINISTRATION & COORDINATION		1
	Police, Roads and Transport	DEPUTY DIRECTOR GENERAL:ROADS & TRANSPORT	1
	Provincial Treasury	DEPUTY DIRECTOR GENERAL	1
	Public Works	SUPERINTENDENT GENERAL		1
Gauteng	Agriculture and Rural Development	DDG: SUSTAINABLE RESOURCE MANAGEMENT	1
		DEPUTY DIRECTOR GENERAL: TRANSVERSAL SERVICES	1
		HEAD OF DEPARTMENT		1
	Co-operative Governance and Traditional Affairs	CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR GENERAL	1
		DIRECTOR	1
		DIRECTOR:LEGAL SERVICES	1
	Community Safety	HEAD OF DEPARTMENT	1
	E-Government	DEPUTY DIRECTOR GENERAL	1
		HEAD OF DEPARTMENT		1
	Economic Development	DEPUTY DIRECTOR GENERAL	1
		DEPUTY DIRECTOR GENERAL: CORPORATE MANAGEMENT	1
		HEAD OF DEPARTMENT: ECONOMIC DEVELOPMENT		1
	Education	DEPUTY DIRECTOR GENERAL: CORPORATE MANAGEMENT		1
		DEPUTY DIRECTOR GENERAL: CURRICULUM	1
		DEPUTY DIRECTOR GENERAL: EDUCATION SUPPORT	1
		DEPUTY DIRECTOR GENERAL: FINANCIAL MANAGEMENT	1
		DEPUTY DIRECTOR GENERAL: GCRA	1
		DEPUTY DIRECTOR GENERAL: STRATEGIC PLANNING MANAG	1
		SUPERINTENDENT-GENERAL		1
	Health	CHIEF EXECUTIVE OFFICER(HEALTH	5
		SENIOR MANAGER (ADMINISTRATION)	1
	Human Settlements	CHIEF DIRECTOR	1
		CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR GENERAL	3
		HEAD OF DEPARTMENT		1
	Infrastructure Development	DIRECTOR GENERAL: DEPUTY=	4
		HEAD OF OFFICE		1
	Office of the Premier	CHIEF DIRECTOR	2
		DEPUTY DIRECTOR-GENERAL	2
		HEAD: GAUTENG PLANNING COMMISSION		1
		SPECIAL ADVISER I	1	1
	Provincial Treasury	CEO/PROJECT DIRECTOR		1
		CHIEF DIRECTOR	2
		CHIEF DIRECTOR: PROJECT DEVELOPMENT		1
		CHIEF DIRECTOR: PROJECT FINANCE	1
		DEPUTY DIRECTOR GENERAL	4
		HEAD OF DEPARTMENT		1
		PROJECT ACCOUNTANT	1
		PROJECT MANAGER	1
	Roads and Transport	CHIEF: DIRECTOR	1
		DEPUTY DIRECTOR GENERAL	4
		DEPUTY DIRECTOR GENERAL: G-FLEET TRADING ENTITY	1
		HEAD OF DEPARTMENT: ROADS & TRANSPORT		1
	Social Development	DEPUTY DIRECTOR GENERAL: CHIEF OPERATIONS OFFICER	1
		DEPUTY DIRECTOR GENERAL: SUPPORT SERVICES	1
		HEAD OF DEPARTMENT		1
	Sports, Arts, Culture and Recreation	CHIEF DIRECTOR		1
		HEAD OF DEPARTMENT	1
KwaZulu-Natal	Agriculture and Rural Development	CHIEF OPERATIONS OFFICER	1
		DEPUTY DIRECTOR GENERAL	2
		HEAD:AGRICULTURE		1
	Arts and Culture	HEAD: ARTS & CULTURE	1
	Co-operative Governance and Traditional Affairs	DEPUTY DIRECTOR GENERAL:DEVELOPMENT AND PLANNING	1
		DEPUTY DIRECTOR GENERAL:TRADITIONAL AFFAIRS	1
		HEAD:COOPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS		1
	Community Safety and Liaison	HEAD: COMMUNITY SAFETY AND LIAISON		1
	Economic Development, Tourism and Environmental Affairs	DDG: ADMINISTRATION	1
		DDG: INDUSTRY DEVELOPMENT & BUSINESS REG	1
		DDG: INTEGRATED ECONOMIC DEVELOPMENT	1
		HEAD: ECO DEV TOURISM & ENVIRO AFFAIRS		1
	Education	CHIEF FINANCIAL ADMINISTRATION OFFICER	1
		DDG: CURRICULUM MANAGEMENT AND DELIVERY	1
		DDG: INSTITUTIONAL DEVELOPMENT SUPPORT	1
		DEPUTY DIRECTOR GENERAL	1
	Finance	CHIEF DIRECTOR: MUNICIPAL FINANCE	1
		DDG:FINANCIAL MANAGEMENT(PROVINCIAL ACCOUNTANT GEN	1
		DEPUTY DIRECTOR GENERAL: FISCAL	1
	Health	CHIEF DIRECTOR:IDMTS		1
		CHIEF EXECUTIVE OFFICER	1
		DEPUTY DIRECTOR-GENERAL	2
		HEAD OF DEPARTMENT: HEALTH		1
	Human Settlements	CHIEF FINANCIAL OFFICER:OFFICE OF CFO	1
		HEAD: HUMAN SETTLEMENT		1
	Office of the Premier	CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR-GENERAL	2
		DIRECTOR GENERAL: DEPUTY=	2
		DIRECTOR-GENERAL		1
	Public Works	CHIEF DIRECTOR:CORPORATE SERVICES	1
		CHIEF FINANCIAL OFFICER	1
		HEAD:PUBLIC WORKS		1
	Social Development	DEPUTY DIRECTOR-GENERAL	1
		HEAD:SOCIAL DEVELOPMENT		1
	Sport and Recreation	HEAD: SPORT AND RECREATION	1
	Transport	DEPUTY-DIRECTOR GENERAL: TIRS	1
		DEPUTY-DIRECTOR GENERAL: TRANSPORTATION SERVICES	1
		DEPUTY-DIRECTOR GENERAL:CORPORATE SERVICES	1
		HEAD : TRANSPORT		1
Limpopo	Agriculture and Rural Development	HEAD OF DEPARTMENT	1
	Co-operative Governance, Human Settlements and Traditional Affairs	CHIEF FINANCIAL OFFICER	1
		DDG:COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS	1
		DEPUTY DIRECTOR GENERAL: CORPORATE SERVICES	1
	Economic Development, Environment and Tourism	CHIEF DIRECTOR: COMMERCIAL OPERATION	1
		DEPUTY DIRECTOR GENERAL: ENVIRONMENT AND TOURISM	1
		DEPUTY DIRECTOR GENERAL: INTER ECONOM DEVELOP SERV	1
		HEAD OF DEPARTMENT	1
	Education	CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR GENERAL CORPORATE MANAGEMENT	1
		DEPUTY DIRECTOR GENERAL CURRICULUM DEVELOPMENT	1
		HEAD OF DEPARTMENT		1
	Health	CHIEF FINACIAL OFFICER	1
		DEPUTY DIRECTOR-GENERAL:CORPORATE SERVICES	1
		DEPUTY DIRECTOR-GENERAL:HEALTH SERVICES	1
		DIRECTOR:INFRASTRUCTURE PLANNING	1
		HEAD OF THE DEPARTMENT		1
	Office of the Premier	D-G: PROVINCIAL ADMINISTRATION: NORTHERN PROVINCE		1
		DEPUTY DIRECTOR GENERAL: CORPORATE MANAGEMENT	1
		DEPUTY DIRECTOR GENERAL: PLANNING COORDINATION	1
		DEPUTY DIRECTOR GENERAL:INSTITUTIONAL DEVELOP SUPPO	1
	Provincial Treasury	DEPUTY DIRECTOR-GENERAL: ASSETS LIABIL & SCM	1
		DEPUTY DIRECTOR-GENERAL: CORPORATE MANAGEMENT SERV	1
		DEPUTY DIRECTOR-GENERAL: FINANCIAL GOVERNANCE	1
		DEPUTY DIRECTOR-GENERAL: SUST RESOURCE MANAGEMENT	1
		FINANCIAL SPECIALIST TO OFFICE OF THE HOD	1
		HEAD OF DEPARTMENT		1
	Public Works, Roads and Infrastructure	HEAD OF DEPARTMENT	1
	Social Development	HEAD OF THE DEPARTMENT	1
	Sports, Arts and Culture	HOD	1
Mpumalanga	Agriculture, Rural Development, Land and Environmental Affairs	HEAD OF DEPARTMENT	1
	Co-operative Governance and Traditional Affairs	DEPUTY DIRECTOR GENERAL	1
	Community Safety, Security and Liaison	DIRECTOR GENERAL: DEPUTY=	1
	Culture, Sport and Recreation	DEPUTY DIRECTOR-GENERAL	1
	Education	HEAD OF DEPARTMENT: EDUCATION ÝH/O¨		1
	Health	CHIEF FINANCIAL OFFICER	1
		DDG:CLINICAL HEALTH SERVICES	1
	Human Settlements	DIRECTOR GENERAL: DEPUTY	1
	Office of the Premier	DIRECTOR GENERAL		1
		EXECUTIVE MANAGER: CORPORATE STRATEGY	1
	Provincial Treasury	HEAD OF DEPARTMENT	1
	Public Works, Roads and Transport	HOD:PUBLIC WORKS ROADS AND TRANSPORT		1
	Social Development	DEPUTY DIRECTOR GENERAL	1
National	Agriculture, Land Reform and Rural Development	CHIEF DIRECTOR: MONITORING & EVALUATION	1
		CHIEF DIRECTOR: NATIONAL RURAL YOUTH SERVICE CORPS	1
		CHIEF DIRECTOR: POLICY RESEARCH	1
		CHIEF FINANCIAL OFFICER	1
		CHIEF LAND CLAIMS COMMISSIONER	1
		CHIEF OF STAFF	1
		CHIEF REGISTRAR OF DEEDS	1
		DDG: FOOD SECURITY & AGRARIAN REFORM	1
		DDG: LAND REDISTRIBUTION AND TENURE REFORM	1
		DEPUTY DIRECTOR-GENERAL: CORPORATE SUPPORT SERVICE	1
		DEPUTY DIRECTOR-GENERAL: ECONOMIC DEVELOPMENT	1
		DIRECTOR-GENERAL		1
		DIRECTOR: PROJECT MANAGEMENT SUPPORT	1
		NATIONAL PROJECT COORDINATOR (CASP)	1
		SPECIAL MASTER		1
	Basic Education	CD: STRATEGIC PLANNING RESEARCH & CO-ORDINATION	1
		CFO	1
		DDG: PLANNING AND DELIVERY OVERSIGHT UNIT	1
		DDG: PLANNING INFORMATION & ASSESSMENTS	1
		DDG: SOCIAL MOBILISATION & SUPPORT SERVICES	1
		DIRECTOR-GENERAL: BASIC EDUCATION		1
		PROJECT MANAGER		1
	Communications and Digital Technologies	DDG: GOVERNANCE & ADMINISTRATION	1
		DDG: ICT INFRASTRUCTURE DEVELOPMENT	1
		DDG:ICT INTERNATIONAL AFFAIRS & TRADE	1
		DDG:INFORMATION SOCIETY DEVELOPMENT & RESEARCH	1
		DDG:SOE OVERSIGHT&ICT ENTERPRISE DEVELOPMENT	1
		HEAD:PRESIDENTIAL COMMISSION (4IR)	1
	Cooperative Governance	CHIEF EXECUTIVE OFFICER		1
		CHIEF TECHNOLOGY OFFICER		1
		DEPUTY DIRECTOR GENERAL	2
		DEPUTY DIRECTOR-GENERAL :NATIONAL DISASTER MAN CEN	1
		DEPUTY DIRECTOR-GENERAL: CORPORATE SERVICE	1
		DIRECTOR-GENERAL: COOPERATIVE GOVERNANCE		1
	Correctional Services	CDC COMMUNITY CORRECTIONS	1
		CDC STRATEGIC MANAGEMENT	1
		CDC: REGIONAL COMMISSIONER	6
		CDC:FINANCE(CFO)	1
		CDC:INCARCERATION & CORRECTIONS	1
		CDC:REMAND DETENTION	1
	Employment and Labour	CHIEF FINANCIAL OFFICER	1
		CHIEF OPERATIONS OFFICER	1
		DEPUTY DIRECTOR GENERAL: CORPORATE SERVICES	1
		DEPUTY DIRECTOR GENERAL: IES	1
		DEPUTY DIRECTOR GENERAL:PUBLIC EMPLOYMENT SERVICES	1
		DIRECTOR GENERAL: LABOUR		1
	Environment, Forestry and Fisheries	CHIEF DIRECTOR L14	3
		CHIEF FINANCIAL OFFICER L15	1
		DEPUTY DIRECTOR-GENERAL L15	7
		DIRECTOR-GENERAL (DEFF) L16		1
		SPECIALIST ADVISOR L15	1
	Government Communication and Information System	CHIEF DIRECTOR: CONTENT AND WRITING	1
		CHIEF DIRECTOR: ENTITY OVERSIGHT	1
		CHIEF DIRECTOR: PROVINCIAL AND LOCAL LIAISON	1
		DIRECTOR GENERAL: GOVERNMENT COMMUNICATIONS		1
	Health	CD: CCOD & OCCUPATIONAL HEALTH	1
		CHIEF DIRECTOR	1
		CHIEF OPERATING OFFICER	1
		DDG: HEALTH REGULATION & COMPLIANCE	1
		DDG: PRIMARY HEALTH CARE	1
		DEPUTY DIRECTOR-GENERAL: NHI	1
		DIRECTOR GENERAL: HEALTH		1
		HEAD: CORPORATE SERVICES	1
		TECHNICAL SPECIALIST: HEALTH ECONOMIST	1
	Higher Education and Training	CHIEF EXECUTIVE OFFICER NATIONAL SKILLS FUND	1
		CHIEF FINANCIAL OFFICER	1
		DDG: COMMUNITY EDUCATION AND TRAINING	1
		DDG: CORPORATE SERVICES	1
		DDG: PLANNING POLICY AND STRATEGY	1
		DDG: SKILLS DEVELOPMENT	1
		DDG: TECHNICAL & VOCATIONAL EDUCATION & TRAINING	1
		DIRECTOR-GENERAL		1
	Home Affairs	CHIEF EXECUTIVE OFFICER		1
		CHIEF FINANCIAL OFFICER	1	1
		COMMISSIONER		1
		DDG: HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT	1
		DDG: INSTITUTIONAL PLANNING AND SUPPORT	1
		DEPUTY COMMISSIONER: CORPORATE SERVICES	1
		DEPUTY COMMISSIONER: OPERATIONS	1
		DEPUTY DIRECTOR-GENERAL: CIVIC SERVICES	1
		DEPUTY DIRECTOR-GENERAL: IMMIGRATION SERVICES	1
		DEPUTY DIRECTOR-GENERAL: INFORMATION SERVICES	1
		DEPUTY DIRECTOR-GENERAL:COUNTER CORRUPTION AND SEC	1
		DIRECTOR GENERAL: HOME AFFAIRS		1
		PROJECT OFFICER BORDER MANAGEMENT AGENCY	1
	Human Settlements	DDG: CHIEF FINANCIAL OFFICER		1
		DDG: CHIEF OPERATIONS OFFICER	1
		DDG: HEAD OF MINISTRY	1
		DDG: HS STRATEGY AND PLANNING		1
		DEPUTY DIRECTOR GENERAL: CORPORATE SERVICES	1
		DIRECTOR GENERAL: HUMAN SETTLEMENTS		1
	Independent Police Investigative Directorate	EXECUTIVE DIRECTOR	1
	International Relations and Cooperation	CHIEF OF STATE PROTOCOL	1
		CHIEF STATE LAW ADVISOR	1
		DDG:PUBLIC DIPLOMACY	1
		DEPUTY DIRECTOR-GENERAL	4
		DEPUTY DIRECTOR-GENERAL:FOREIGN SERVICE	3
		DIRECTOR	1
	Justice and Constitutional Development	CHIEF FINANCIAL OFFICER	1
		CHIEF MASTER	1
		DEPUTY DIRECTOR GENERAL/MANAGING DIRECTOR	8
		DEPUTY DIRECTOR OF PUBLIC PROSECUTIONS	1
		DEPUTY NATIONAL DIRECTOR PUBLIC PROSECUTION		4
		DIRECTOR GENERAL		4
		DIRECTOR OF PUBLIC PROSECUTIONS	6
		DIRECTOR/SENIOR MANAGER	1
		NATIONAL DIRECTOR OF PUBLIC PROSECUTIONS		1
		SENIOR SPECIAL ADVISER	1
		SPECIAL DIRECTOR	5
	Military Veterans	DEPUTY DIRECTOR-GENERAL: EMPOWERMENT & STAKEHOLDER	1
		DIRECTOR-GENERAL: DEPARTMENT OF MILITARY VETERANS		1
	Mineral Resources and Energy	CHIEF DIRECTOR: ECONOMIC GROWTH & GLOBAL RELATIONS	1
		CHIEF FINANCIAL OFFICER	1
		CHIEF INSPECTOR OF MINES (DEPUTY DIRECTOR-GENERAL)	1
		DEPUTY DIRECTOR-GENERAL: CORPORATE SERVICES	2
		DEPUTY DIRECTOR-GENERAL: MINERAL&PETROLEUM REGULAT	2
		DEPUTY DIRECTOR-GENERAL: NUCLEAR	1
		DEPUTY DIRECTOR-GENERAL: PROGRAMMES AND PROJECTS	1
		DEPUTY DIRECTOR-GENERAL:MINING MINERALS&ENERGY PD	1
		DIRECTOR-GENERAL: MINERAL RESOURCES AND ENERGY		1
	National School of Government	DEPUTY DIRECTOR-GENERAL	1
		DEPUTY DIRECTOR-GENERAL: CORPORATE MANAGEMENT		1
		PRINCIPAL:NSG		1
	National Treasury	CHIEF DIRECTOR: FINANCIAL MANAGEMENT	1
		CHIEF DIRECTOR: LEGAL TAX DESIGN	1
		CHIEF DIRECTOR: LEGISLATION	1
		CHIEF DIRECTOR: REGULATORY IMPACT ASSESSMENT	1
		CHIEF DIRECTOR: TAX SPECIALIST	1
		CHIEF DIRECTOR: TECHNICAL SUPPORT SERVICES	1
		CHIEF DIRECTOR: TRANSACTION ADVISORY SERVICES &PPP	1
		CHIEF DIRECTOR:INFORMATION TECHNOLOGY	1
		CHIEF DIRECTOR:LEGAL SERVICES	1
		DDG PUBLIC EXPENDITURE AND POLICY ANALYSIS	1
		DDG: CORPORATE SERVICES	1
		DDG: ECONOMIC POLICY	1
		DDG: EMPLOYMENT FACILITATION	1
		DDG: INTERGOVERNMETAL RELATIONS	1
		DDG: TAX AND FINANCIAL SECTOR POLICY	1
		DDG:INTERNATIONAL & REGIONAL ECONOMIC POLICY	1
		DEPUTY DIRECTOR GENERAL: PUBLIC FINANCE	1
		DEPUTY DIRECTOR-GENERAL	1
		DIRECTOR-GENERAL: NATIONAL TREASURY		1
		PROJECT DIRECTOR JF	1
	Office of the Chief Justice	DEPUTY DIRECTOR GENERAL/MANAGING DIRECTOR	1
		DEPUTY DIRECTOR GENERAL:CORPORATE MANAGEMENT SERVI	1
		DEPUTY DIRECTOR GENERAL:COURT ADMINISTRATION SERVI	1
		DIRECTOR GENERAL		1
		DIRECTOR: CHIEF/GENERAL MANAGER	1
	Office of the Public Service Commission	DEPUTY DIRECTOR-GENERAL:INTEGRITY & ANTI-CORRUPTIO	1
		DEPUTY DIRECTOR-GENERAL:LEADERSHIP MANAGEMENT PRAC	1
		DEPUTY DIRECTOR-GENERAL:MONITORING & EVALUATION	1
		DIRECTOR GENERAL: OFFICE OF THE PUBLIC SERV COMMIS		1
	Planning, Monitoring and Evaluation	CHIEF DIRECTOR: EDUCATION & SKILLS	1
		CHIEF DIRECTOR: FRONTLINE MONITORING & SUPPORT	1
		CHIEF DIRECTOR: HEALTH	1
		CHIEF DIRECTOR: SOCIAL COHESION PROTECTION & GEND	1
		DDG: CORPORATE SERVICES	1
		DDG: EVALUATION EVIDENCE AND KNOWLEDGE SYSTEMS	1
		DDG: NATIONAL PLANNING COORDINATION	1
		DDG: SECTOR MONITORING	1
		DEPUTY SECRETARY OF PLANNING		1
		DIRECTOR-GENERAL		1
	Police	COMMISIONER: S A POLICE SERVICE NATIONAL		1
		COMMISSIONER: S A POLICE SERVICE PROVINCIAL=(P)	4
		COMMISSIONER: S A POLICE SERVICE REGIONAL=(P)	14
		COMMISSIONER:S A POLICE SERVICE:DEPUTY NAT=(P)	1
		DIRECTOR GENERAL: DEPUTY=	1
		LIEUTENANT GENERAL	1
		PROVINCIAL COMMISSIONER	2
		SPECIAL ADVISEUR III	1
	Public Enterprises	CHIEF SPECIALIST:FINANCIAL ASSES & INVEST SUPPORT	1
		DIRECTOR GENERAL		1
	Public Service and Administration	ADMINISTRATOR: INTERVENTION NW OFFICE PREMIER		1
		CHIEF DIRECTOR: HUMAN RESOURCE DEVELOPMENT	1
		DDG: ADMINISTRATION	1
		DDG: E-GOVERNMENT SERVICES & INFORMATION MNG	1
		DDG: GOVERNMENT SERVICES ACCESS & IMPROVEMENT	1
		DDG: HUMAN RESOURCE MANAGEMENT & DEVELOPMENT	1
		DIRECTOR-GENERAL DPSA		1
	Public Works and Infrastructure	CHIEF FINANCIAL OFFICER	1
		DDG: INFRASTRUCTURE INVESTMENT PLANNING	1
		DEPUTY DIRECTOR GENERAL: CORPORATE SERVICES	1
		DEPUTY DIRECTOR GENERAL:EPWP	1
		DEPUTY DIRECTOR GENERAL:PROFESSIONAL SERVICES DPW	1
		DIRECTOR-GENERAL:PUBLIC WORKS		1
		DIVISIONAL HEAD:REAL ESTATE INVESTMENT SERVICES	1
		DIVISIONAL HEAD:REAL ESTATE MANAGEMENT SERVICES	1
		HEAD OF INFRASTRUCTURE SOUTH AFRICA		1
		HEAD OF PMTE		1
		HEAD:GOVERNANCE RISK AND COMPLIANCE		1
		PMTE:DIVISIONAL HEAD:CONSTRUCTION MANAGEMENT	1
		SUPPLY CHAIN MANAGEMENT:EXECUTIVE	1
	Science and Innovation	DDG CORPORATE SERVICE	1
		DDG: SOCIO-ECONOMIC INNOVATION PARTNERSHIPS	1
		DDG:INTERNATIONAL COOPERATION & RESOUR	1
		DDG:TECHNOLOGY INNOVATION	1
		DEPUTY DIRECTOR GENERAL: IP&S	1
		DIRECTOR-GENERAL		1
	Small Business Development	DIRECTOR-GENERAL		1
	Social Development	DDG: COMMUNITY DEVELOPMENT	1
		DDG: COMPREHENSIVE SOCIAL SECURITY	1
		DDG:CORPORATE SUPPORT SERVICES	1
	Sport, Arts and Culture	DEPUTY DIRECTOR-GENERAL	4
		DIRECTOR GENERAL ARTS AND CULTURE		1
	Statistics South Africa	CHIEF DIRECTOR:PRICE STATISTICS	1
		CHIEF DIRECTOR:PROGRAMME OFFICE	1
		DDG:STATISTICAL OPERATIONS & PROVINCIAL COORDINATI	1
		DEPUTY DIRECTOR GENERAL: ECONOMIC STATISTICS	1
		DEPUTY DIRECTOR GENERAL: METHODOLOGY STD & RESEARC	1
		STATISTICIAN-GENERAL		1
	The Presidency	CHIEF POLICY ANALYST	1
		DEPUTY DIRECTOR GENERAL	4
		DIRECTOR-GENERAL PRESIDENCY		1
	Tourism	DDG: DESTINATION DEVELOPMENT	1
		DDG: TOURISM RESEARCH POLICY & INT RELATIONS	1
		DDG: TOURISM SECTOR SUPPORT SERVICES	1
		DEP DIRECTOR GENERAL: CORPORATE MANAGEMENT	1
		DIRECTOR-GENERAL NATIONAL DEPARTMENT OF TOURISM		1
		SENIOR SPECIALIST - STRATEGIC PROJECTS SL15	1
	Trade, Industry and Competition	CD: INVESTMENT PROMOTION & FACILITATION	1
		CHIEF DIRECTOR:CONSUMER AND CORPORATE REGULATION	1
		CHIEF ECONOMIST	1
		CHIEF FINANCIAL OFFICER	1
		COMMISSIONER		1
		DDG: CORPORATE MANAGEMENT SERVICES DIVISION	1
		DDG: TRADE & INVESTMENT SOUTH AFRICA	1
		DEPUTY DIRECTOR-GENERAL: CCRD	1
		DEPUTY DIRECTOR-GENERAL: ITED	1
		DEPUTY DIRECTOR-GENERAL: TEO	1
		GROUP CHIEF OPERATING OFFICER	1
		SA AMBASSADOR TO WTO	1
		SNR SPECIALIST: STRATEGIC INDUSTRIAL DEVELOPMENT	1
	Traditional Affairs	DEPUTY DIRECTOR-GENERAL: ISC	1
		DEPUTY DIRECTOR-GENERAL: RPL	1
		DIRECTOR-GENERAL		1
	Transport	CHIEF FINANCIAL OFFICER	1
		DDG: INTEGRATED TRANSPORT PLANNING	1
		DDG: MARITIME TRANSPORT	1
		DDG: PUBLIC TRANSPORT	1
		DDG: ROAD TRANSPORT		1
		DDG:CIVIL AVIATION	1
		DDG:RAIL TRANSPORT	1
	Water and Sanitation	DDG: NATIONAL WATER RESOURCE INFRASTRUCTURE	1
		DDG: PLANNING & INFORMATION	1
		DEPUTY DIRECTOR-GENERAL	2	1
		DEPUTY DIRECTOR-GENERAL:INTERNATIONAL WATER COOP	1
		DIRECTOR-GENERAL WATER AND SANITATION		1
	Women, Youth and Persons with Disabilities	DEPUTY DIRECTOR GENERAL:STEE	1
		DEPUTY DIRECTOR-GENERAL: RPD	1
		DIRECTOR GENERAL		1
North West	Agriculture and Rural Development	HEAD OF DEPARTMENT	1
	Community Safety and Transport Management	DEPUTY DIRECTOR GENERAL	1
	Economic Development, Environment, Conservation and Tourism	DIRECTOR GENERAL: DEPUTY=**OLD	1
	Education	DEPUTY DIRECTOR GENERAL	2
		SUPERINTENDENT-GENERAL		1
	Health	CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR GENERAL	1
		SUPERINTENDENT GENERAL		1
	Office of the Premier	D-G: PROVINCIAL ADMINISTRATION: NORTH WEST		1
		DDG:ADMINISTRATION	2
		DEPUTY DIRECTOR GENERAL	1
	Provincial Treasury	DDG: FINANCIAL GOVERNANCE	1
		HEAD OF DEPARTMENT/ SUPERINTENDANT GENERAL		1
	Social Development	DEPUTY DIRECTOR GENERAL: SOCIAL DEVELOPMENT	1
Northern Cape	Co-operative Governance, Human Settlements and Traditional Affairs	DEPUTY DIRECTOR GENERAL	1
	Economic Development and Tourism	CHIEF FINANCIAL OFFICER	1
		HEAD OF DEPARTMENT	1
	Education	DDG-CURRICULUM EXAMINATIONS&ASSESSMENT	1
		SUPERINTENDENT-GENERAL		1
	Office of the Premier	CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR GENERAL: INSTITUTIONAL DEVELOPMENT	1
		DEPUTY DIRECTOR-GENERAL	1
	Social Development	DEPUTY DIRECTOR GENERAL	1
	Transport, Safety and Liaison	DEPUTY DIRECTOR-GENERAL (HOD)	1
Western Cape	Agriculture	DEPUTY DIRECTOR GENERAL	2
		HEAD: AGRICULTURE		1
	Community Safety	HEAD: COMMUNITY SAFETY	1
		PROVINCIAL POLICE OMBUDSMAN	1
	Cultural Affairs and Sport	HEAD: CULTURAL AFFAIRS AND SPORT	1
	Economic Development and Tourism	DEPUTY DIRECTOR GENERAL	2
		HEAD: ECONOMIC DEVELOPMENT AND TOURISM		1
	Education	DEPUTY DIRECTOR GENERAL	4
		SUPERINTENDENT-GENERAL		1
	Health	CHIEF EXECUTIVE OFFICER SR15	2
		DIRECTOR GENERAL: DEPUTY	2
		SUPERINTENDENT-GENERAL		1
	Local Government	HEAD: LOCAL GOVERNMENT	1
	Provincial Treasury	DEPUTY DIRECTOR GENERAL	2
		HEAD OFFICIAL: PROVINCIAL TREASURY		1
	Social Development	HEAD: SOCIAL DEVELOPMENT	1
	The Premier	DEPUTY DIRECTOR GENERAL	2
		DEPUTY DIRECTOR GENERAL: CORPORATE ASSURANCE	1
		DIRECTOR-GENERAL		1
		HEAD: CORPORATE SERVICES CENTRE		1
	Transport and Public Works	CHIEF DIRECTOR	1
		DEPUTY DIRECTOR GENERAL	4
		DEPUTY DIRECTOR-GENERAL: FINANCE	1
		HEAD:TRANSPORT AND PUBLIC WORKS		1
Data source: PERSAL
Compiled by the DPSA
Excluding Defence and State Security Agency

Reply:

There were no new agreements signed between South Africa and India during the recent visit by Deputy Minister, Ms K C Mashego-Dlamini to New Delhi, India.

Deputy Minister K C Mashego-Dlamini represented the Minister of International Relations, Dr Pandor at the 7th edition of the Raisina Dialogue held from 25 – 27 April 2022 in New Delhi. The Minister, who had participated in the 2020 event, accepted the 2022 invitation but the event was postponed due to scheduling difficulties, hence the attendance by Deputy Minister Mashego-Dlamini.

The Raisina Dialogue is India’s premier conference on geopolitics and geo-economics focussed on addressing critical contemporary issues facing the global community and attended by leaders in politics, business, media and civil society. It is co-hosted by the Observer Research Foundation (ORF) in partnership with the Indian Ministry of External Affairs (MEA).

Within the mentioned context, Deputy Minister Mashego-Dlamini paid a courtesy visit on the co-host of the Raisina Dialogue, i.e. the Indian Minister of State of External Affairs, Mr Vellamvelly Muraleedharan on 26 April 2022. Courtesy meetings in diplomacy are customary and provide an opportunity to, among others, verbally discuss e.g. issues of bilateral interest, especially in view of the Strategic Partnership status between South Africa and India.

 

Reply:

Minister for Public Service and Administration issued the Graduate Recruitment Scheme Framework for implementation across the Public Service.

One of the objectives of the Framework is to attract graduates to address skills shortages in scarce occupational areas of the service in line with the departmental Human Resource Plan. Therefore, the intention is to appoint these graduates on permanent basis, subject to successful completion of the programme.

a) The DPSA monitors implementation and compliance of the Graduate Recruitment Scheme Framework on annual basis. Government departments are required to submit reports on the implementation of the framework to the Director-General, as part of the Annual HRD Implementation Plans and Monitoring and Evaluation on 31 March of each year.

b) The DPSA encourage departments to dedicate 10% of the department`s vacant posts to recruit and retain graduates with potential, beyond the graduate development phase, into entry level positions. Recruitment should be in line with the department`s career Planning and Progression Strategy.

Each department is expected to regularly monitor its own needs for scarce occupations as well as the vacancy rate in those occupations then recruit accordingly.

End

Reply:

The KwaZulu-Natal Provincial Department of Social Development has deployed three hundred and eighty-two (382) social workers to provide psychosocial support services to individuals and families in the flood-stricken areas.

Reply:

a) (i) The Technical Committee for SASSA was appointed by the previous Minister of Social Development to assist SASSA in implementing the Constitutional Court judgment of 23rd March 2018 and to advise on business model review of SASSA.

Various Constitutional Court judgments in the course of 2017 made it clear that there were challenges with the existing contract with service providers for cash payment, without which SASSA would not be able to execute its mandate and the extra capacity for a period of time was required.

The Technical Committee was appointed from May 2018 until October 2018.

Hon Minister Susan Shabangu appointed the Technical Committee for Payments of Social Grants in accordance with Regulation 20 of Treasury Regulations published in terms of Public Finance Management Act 1 of 1999 (PFMA). Also, see the attached Affidavit to the Constitutional Court filed by the then Minister of Social Development.

a)(ii) The following names were given as part of the committee:

1.	Ms. Dipuo Peters	Former Minister of Transport and former Premier of the Northern Cape Provincial Government
2.	Adv Vusi Madonsela	Former Director-General of the Department of Justice and Constitutional Development and former Director-General of the Department of Social Development (Withdrew from the committee due to other commitments
3.	Ms Manoko Nchwe	Former Deputy National Commissioner: South African Police Service
4.	Ms.Totsie Memela	Non-Executive Chairman of Memela Pratt and Associates
5.	Mr.Selwyn Jehoma	Former Deputy Director-General of the Department of Social Development
6.	Ms Zodwa Manase	A Chartered Accountant to help with numbers
7.	Mr Sipho . Shezi	Former Special Adviser to the Minister of Social Development

(b) The roles of the Technical Committee for Payments of Social Grants is outlined in the attached Terms of Reference (See Attached Annexure B)

(c) The total amount paid to the Technical Committee for Payments of Social Grants was R2, 534 831,05 Please see below breakdown of payment per committee member:

Name of Committee Member	Total Amount Paid
Ms.Dipuo Peters	R468,503.05
Ms Manoko Nchwe	R449,040.00
Ms.Totsie Memela	R235,592.00
Mr.Selwyn Jehoma	R383,466.00
Ms.Zodwa Manase	R348,580.00
Mr.Sipho Shezi	R649,650.00

2. Yes, the Technical Committee for Payments of Social Grants submitted monthly reports (See attached Annexure C)

 

Reply:

1. All staff members in the office of the Chief Executive Officer and her office are in the process of being vetted at the level of Top Secret by the State Security Agency. Forms submitted between the period 2020/02/12 and 2022/05/04

CEO submitted in 2021/11/10- Top Secret

Senior Manager: Office of the CEO- submitted in 12/02/2020- Top Secret

General Manager: Office of the CEO submitted 04/05/2022- Top Secret

Manager: Intergovernmental & Stakeholder Liaison - submitted 04/05/2022- Top Secret

Chief Coordinator: Office of the CEO: her completed form in the year 2016 and has since been awaiting the results. She now has to complete a new form since 5 years has lapsed.

2. A request for the vetting status for the members mentioned above was submitted to the State Security Agency on Friday, 06 May 2022.

3. Vetting by the State Security Agency (SSA) was conducted for the company, 4 Chakras Consulting CC which is doing Business Process Re-engineering (BPR) at SASSA on (a) 21 December 2021 and received report back in January 2022.

(b) The following Directors/members of 4 Chakras Consulting CC were vetted:

Dr. M Kuppen, Ms SA Meadows and Mr I Hassim. No negative information of national security relevance was received on behalf of the above members.

(4) 4 Chakras Consulting CC comes with lot of experience in conducting BPR. See attached annexures for (a) and (b) replies.

(5) Yes, 4 Chakras Consulting CC was appointed for other services in SASSA prior to BPR.

(a) 26 August 2019 and 21 February 2021

(b) These two services were acquired through a quotation process.

(c) For Strategic planning facilitation and skills audit services

(c) For Strategic planning facilitation, the company was paid R499 150 and R498 400 for skills audit.

Reply:

The management of social grants, including the child support grant is done in terms of the Social Assistance Act, 2004. Section 19 of the Social Assistance Act empowers SASSA to appoint a person to investigate suspected abuse of a social grant. If the abuse is confirmed on objective grounds, SASSA may suspend payment of that grant, or appoint another person to receive the grant in respect of the beneficiary or child.

The determination as to the fitness of the care giver to care for the child is being dealt with in terms of section 150 of the Children’s Act, Act 38 of 2005. The investigation needs to be conducted by a social worker which will assist to compile a report that will guide the court to make a decision in terms of the caregiver’s fitness to care for the child.

Reply:

The role of the COVID-19 Ministerial Advisory Committee (MAC) is to advise the Minister of Health with regards to managing cases of COVID-19 in the health system, interventions to control the spread of the disease, communication strategies, the research agenda and the economic impact on the health system.

The MAC develops advisories on specific issues in response to requests from the Minister for guidance on a particular issue or in response to new knowledge and developments as the pandemic evolves.

Following submission of an advisory to the Minister of Health, the Minister directs the response to the advisory which may include:

• activation, processing and implementation through internal departmental processes;

• engagement with other internal and external stakeholders;

• tabling at the National Coronavirus Command Council (NCCC) or Cabinet for deliberation and decision making.

In reaching decisions, the NCCC relies on contributions from numerous sectors and other stakeholders. While decisions are guided by scientific advice and evidence, additional social, economic, legal and behavioural considerations are also taken into account.

Reply:

At the beginning of the Sixth Administration, on the occasion of the Budget Vote of the Presidency 2019/20, I said that public policy that must be evidence-based and effectively coordinated.

The Presidency established a Public Sector Policy Development and Research Network in March 2020 as a platform to capacitate policy practitioners on the use of evidence in policy making. This network is represented by policy practitioners, researchers and legal services from national and provincial government, and municipalities will be included in the near future

The Presidency, through the Department of Planning, Monitoring and Evaluation (DPME), has an Evidence Mapping System that assists departments with mapping research work and evidence from a wide range of credible sources.

The National School of Government offers training to officials on evidence-based policy making and the National Policy Development Framework.

Finally, the Socio-Economic Impact Assessment System assists in ensuring that early drafting of policies, Bills and Regulations are supported by relevant evidence.

Reply:

The Minister of Public Works and Infrastructure

1. I have been informed by the Department that there are no costs of court orders that the Department of Public Works & Infrastructure has entered into to assist the Government to drive down costs with private service providers. However, the Department has incurred legal costs for a briefing of Senior and Junior Counsel to assist in bringing an urgent court application for spoliation against one landlord who illegally locked-out some client departments from leased premises and the costs thereof are still to be received from the Office of the State Attorney.

2. 

(a) The Department has undertaken a lease renegotiation drive for lease renewals with various landlords whose leases have expired or are about to expire; where user departments are still in occupation of such buildings. In this process, the Department relies on the following principles:

• All renewed lease agreements are aligned to the Rhode Report – which is an independent instrument that does market research to determine fair rentals for various areas around the country.
• Escalation is capped at 6% to manage the increase in rental rates annually.
• Negotiation of longer-term leases to increase our bargaining power to negotiate the lower rentals.
• Improved maintenance and tenant installations for such buildings where longer-term lease agreements have been successfully negotiated.

(b) In the medium term, the Department is implementing various strategies in order to reduce over-reliance on private leases and reduce the cost of leasing.

• • The Lease-to-own Strategy – Involves signing longer-term leases (more than the usual 9years, 11 months) that allow developers to build these facilities to specification and the facilities reverting back to the state at the end of the lease period. This is aimed at smaller properties such as police stations and some courts.

• • The Precinct Development Strategy - The DPWI is making strides to plan and integrate accommodation requirements within government precincts, targeting both urban and rural areas. Because of population growth mainly in metros, there is a deliberate infrastructure planning interventions in the metro areas. In this regard, most of the Government Head Offices are situated in Tshwane, which is a hybrid of state-owned and leased accommodation. In terms of state-owned 14, National Government Departments occupy 750 000m2 of accommodation.

The establishment of the Government Estate Development Framework will facilitate the development of a further 900 000m2 of state-owned development across the following Precincts in Tshwane: Northern Gateway, Civic Precinct, Caledonian Precinct, Government Boulevard, and Ceremonial Boulevard

Within the Northern Gateway precinct, Salvokop is a mixed-use precinct gazetted as Strategic Infrastructure Project. Salvokop is a state-owned mixed-use precinct located within the inner city of Tshwane. The development will focus on phase 1 to develop 360 000 m2 of Head Office Complex for four (4) National Government Departments. This flagship project is jointly executed by DPWI, the National Treasury, and the City of Tshwane.

• • The Refurbish, Operate, and Transfer Strategy (ROT) - The ROT is an offtake of the already well-established infrastructure financing scheme called Build, Operate, and Transfer (BOT). Only the target for DPWI is already existing buildings that require funding to refurbish. BOT is a scheme or private finance initiative (PFI) or alternative procurement method in which a government contractually grants to a private sector entity a concession requiring the entity to obtain financing for the design, build, and operation of a public facility or infrastructure for a fixed period of time, during which the private entity can recover its costs of construction, plus profit, by charging fees or tools for its use and at the end of the concession period, transfer ownership and operation of the facility back to the government.

 

Reply:

The President has signed performance agreements with Ministers and Deputy Ministers to assist in the fulfilment of Section 91(2) of the Constitution, which states: “The President appoints the Deputy President and Ministers, assigns their powers and functions, and may dismiss them.”

The performance agreements provide clear guidance to Ministers and Deputy Ministers on their responsibilities and performance indicators. This enables the President to more effectively evaluate the fulfilment of these responsibilities, and, together with the Deputy President and respective Ministers and Deputy Ministers, identify measures to address areas of concern.

While these performance agreements and the process of assessment are matters between the President and the respective Ministers and Deputy Ministers, copies of these agreements have been made public. They are available on the Government website at: www.gov.za/ministers-performance-agreement

Reply:

It is important to note that, despite downtime being registered against the system, the Social Pensions System (SocPen) has always been able to pay SASSA beneficiaries each month without fail.

The system had downtime related challenges which have been resolved since 15 March 2022. The system was continuously monitored since then and has been stable with no downtime being required. However, periodically downtime was caused by external factors such as load shedding or network related matters, which are dealt with on an individual, per occurrence basis. It usually also just affects a certain location and not the whole system.

A firm decision was taken to replace the system with a modern, progressive and technologically advanced system, which can be fully integrated with current SASSA systems and technologies.

In this regard SASSA is busy developing a roadmap to replace the old mainframe legacy system. The system replacement is amongst others, based on industry comparative studies that will guide and benchmark what other government and agencies are using for government social security benefits distribution and disbursement. By the end of the second quarter, the roadmap will be finalised.

Reply:

SASSA is able to determine the province where the application for a social grant is made, if such an application was done in person at a SASSA office. For online applications done through the internet, SASSA is unable to determine the location from which the application was done. However, the address provided by the applicant confirms the province in which the applicant resides.

In addition to knowing where an application emanates, SASSA is able to determine where the grant money was withdrawn for beneficiaries who receive their money through the SASSA/SAPO card. This information is provided by the South African Post Office to SASSA. However, where the grant is deposited into a personal bank account, SASSA is unable to determine where the grant is withdrawn.

a) The principles for establishment of offices was derived from the SASSA Service Delivery Model (SDM) which was introduced in 2010. In terms of the SDM SASSA committed to the establishment of service offices within a 40km radius. Where there is insufficient infrastructure available in the 40km radius and/or the beneficiary numbers do not justify a physical building, a mobile office unit and field workers would be deployed. In the process of attempting to establish these service offices, SASSA does take reasonable consideration of available resources (staffing, finance and other tools of trade) to help achieve the progressive realisation of this objective.

b) In order to establish any additional service point, funded posts must exist on the organisational structure. Where mobile services are provided, the staff are taken from the local offices to provide the service on specific days.

c) Existing offices are allocated resources on the basis of the following critical elements :

• • Number of beneficiaries serviced by the affected office.
  • Number of communities the office services which may require extensive travelling
  • Financial resources available at the time.

d) Breakdown of beneficiaries in each province

 

Total number of BENEFICIARIES in Payment by region and Grant Type as at 202203
Region	Care Dependency Grant	Child Support Grant	Combination (foster child and care dependency)	Disability Grant	Foster Child Grant	Grant-In-Aid	Old Age Grant	War Veterans Grant	Grand Total
Eastern Cape	21419	1079071	1578	172623	47387	36422	595873	6	1721073
Free State	8293	418796	518	75276	15573	11673	214703		672672
Gauteng	20441	1179473	638	115924	26651	11366	700253	7	1951636
KwaZulu- Natal	36983	1642112	1331	215294	38724	81766	741335	4	2476262
Limpopo	16170	1064528	546	95731	26332	56198	494929		1589530
Mpumalanga	11122	655480	343	76135	14772	23877	270796		957640
North West	9123	498010	411	61456	16755	17676	280052	1	807904
Northern Cape	5121	181501	479	47226	6463	21162	93362	1	301871
Western Cape	15259	636676	942	145133	19633	23631	383301	6	1125222
Grand Total	143931	7355641	6786	1004798	212290	283771	3774604	25	11603801