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Organization	What total amount in Rand has been spent on	a) Catering	b) Entertainment	c) Accommodation
Departments of Higher Education and Training and Science and Innovation	(i) Minister	R78 992.35	R56 562.13	R2 010 038.00
	(ii) Deputy Minister	Nil	R2 209.50	R1 210 453.79
	(iii) Departmental Officials	R17 163 787.11	R226 096.59	R53 954 822.98

Kindly note that the expenditure incurred by the Minister and Deputy Minister on these items is for official purpose use only.

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a) Council Members of the Social Housing Regulatory Authority are not employees of the entity but are appointed in terms of Section 9(2) of the Social Housing Act, 16 of 2008.

b)n Ms Dlamini was appointed as a Member of Council from 28 October 2019 to 25 November 2021.

c)  According to the SHRA audited annual reports, the 2019/20 and 2020/21 following remuneration was paid to Ms Dlamini:

2019/20 - R 77 031.00

2020/21 - R 108 871.00

d) The 2021/22 the audited amounts are not yet available

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(1) (a) 11 881 MBChB students (Audited figures for the 2020 academic year)

(b) 9 210 Nursing students (Audited figures for the 2020 academic year)

(2) There are ten universities in South Africa with medical schools with each of these universities having different admission criteria. As competition for places is intense, each university has its own methodology of calculating its admission scores based on a combination of academic criteria, e.g. National Senior Certificate results in compulsory subjects, National Benchmark Tests, etc., and non-academic criteria, e.g. extracurricular activities, measures of disadvantage, personal reports and interviews, etc. 

(3) Universities are required to select their medical students by ensuring equitable and fair access to students from all population groups, whilst ensuring optimal student throughput and success, equity and demographic representivity, and training future healthcare practitioners who can fulfil the needs of society. 

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1. The purpose of the Protection of Personal Information Act (POPI) Act, is to protect data subjects (internal and external stakeholders of the Community Schemes Ombud Service) from security breaches such as unauthorised dissemination of personal information belonging to or relating to data subjects, amongst others. The POPI Act achieves this goal by outlining 8 principles which data processors, such as the Community Schemes Ombud Service and scheme executives, must adhere to when collecting, processing, storing and deleting personal information belonging to internal and external stakeholders. Like most entities, the POPI Act has changed the manner in which the Community Schemes Ombud Service and scheme executives engage with personal information. Some of the legal and material impacts introduced by the POPI Act and experienced by the Community Schemes Ombud Service include:

(a) At an operational level, amending the agreements concluded with third party service providers and ensuring that they are bound by the responsibilities and principles of the POPI Act when processing information given for purposes of delivering or providing services to the Community Schemes Ombud Service. All entities regulated by the POPI Act are required to have similar provisions which give effect to the POPI principle in their contracts with third parties such as managing agents.

(b) The development and implementation of the entity’s POPI Compliance Framework which consists of the POPI Policy, Manual, Breach Incident Policy, Flow Charts and Risk Register. In addition, the Community Schemes Ombud Service procured the services of an expert service provider to facilitate training sessions for all business units and staff of the Community Schemes Ombud Service on the compliance requirements.

(c) Adoption of data protection standards aimed at ensuring that personal information is collected, processed, and stored lawfully.

(d) In relation to all community schemes, the 8 principles governing the collection, storing, and processing of personal information belonging to members of a community scheme are also applicable. Community Schemes should only collect personal information necessary for the purpose for collection and further put in place measures which protect such personal information belonging to members and their visitors from unauthorised disclosure or theft. Failure to do so will result in the imposition of fines or other enforcement steps taken by the Information Regulator. Accordingly, all entities need to invest in the resources they have identified to ensure that the principles of the POPI Act are upheld.

(2) Since the implementation of the Community Schemes Ombud Service POPI Act Compliance Framework the entity has not experienced any queries or challenges relating to the POPI Act necessitating the sourcing of external legal advice in the form of formal legal opinions from external attorneys. All queries have been from internal business units and legal guidance and support has been provided by the Community Schemes Ombud Service Legal Section.

(3) During 2021, the Community Schemes Ombud Service provided training to all business units, including its adjudicators, on the 8 principles of the POPI Act and its impact on the relevant business unit. Continuous refresher training is also being offered by the Community Schemes Ombud Service Legal Team together with the POPI Act expert service provider as and when requested by the business unit.

(a) & (b) The POPI Act has not changed the type or nature of information which scheme executives, managing agents or body corporates can obtain from their members. The POPI Act has changed the manner, in other words how scheme executives go about in collecting, storing and processing their personal information and as already mentioned above, all community schemes need to do so in accordance with the principles set out in POPI Act.

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Projects that are incomplete are indicated in Annexure A below as follows;(a) grant funded projects, (b) augmentation projects and, (c) the bucket eradication projects.

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ANNEXURE A:

PROVINCE	PROJECT	REASON FOR NON- ACHIEVEMENT	RECOVERY PLAN	PROJECTED COMPLETION DATE
Grant funded projects
Eastern Cape	Xhora BWS phase 1 of 2 (Weir, WTW, dam Bulk pipeline)	Shortage of material available coupled with delays in resolving SMME appointments and delays in approval of concrete mix design caused delays in project completion.	To speed up the process of procuring material, an SMME desk has been established and appointment process to go ahead with finalisation of concrete mix design.	December 2022
	Sundays river (Paterson) BWS phase 6 of 6	The purchase order of the Professional Service Person’s (PSP) was depleted, and the PSP suspended. The Contractor cannot work without the supervision of the PSP and has been off site since 14 September 2020	Amatola Water is currently in the process of rectifying the issue of the PSP’s purchase order. Once this process is done, a formal process will be followed to get the contractor back to site and continue with the work.	June 2023
Free State	Rouxville/ Smithfield / Zastron BWS (Mohokare BWS)	Hydro – Tech new Mechanical Contractor has not commenced with their scope of work due to the required process of assessing the existing equipment and components prior to commencing with the works	MLM has finalized the assessment of the equipment scope of work for the new contractor.	April 2022
Mpumalanga	Driekoppies Phase 1C of 5	Graves were found on site which resulted in the relocation of the reservoir. This required re-design exercise Some materials were imported and were affected by the COVID 19 lockdown restrictions	A revised program was submitted and an extension of time due to additional scope	July 2022
	Sibange Phase 2 of 5	Delays due to community unrest and heavy rains	Contractors are back on site and acceleration plan will be implemented to catch up and complete the project	September 2022
	Sibange Phase 4 of 5	Delays due to community unrest and heavy rains	Contractors are back on site and acceleration plan will be implemented to catch up and complete project. New method of sealing the reservoirs after the rainfall is being implemented	May 2022
	Sibange Phase 5 of 5	Delays due to community unrest and heavy rains	Contractors are back on site and acceleration plan will be implemented to catch up and complete project	April 2022
	Balfour/Siyathemba RBWS Phase 2 of 6	Delays due to rainfall, non-payment to suppliers and community unrests	Community issues have been addressed and budget made available to pay service providers. The Contractor will provide acceleration plan to catch up for the time lapsed.	May 2022
	Balfour/ Siyathemba Phase 3 of 6	Community unrest due to employment demands Land servitude unavailability issues Hard Material encountered during excavations	The Municipality has intervened, and community issues were resolved successfully The Compensation for the Land has been finalised	May 2022
Augmentation projects
KZN	Raising of Hazelmere Dam	Unforeseen technical challenges during dam construction Delays in procurement of critical instrumentation for the dam	The site was handed back to contractor in October 2021 and the site establishment was completed in December 2021. Critical instrumentation procurement and installation included in scope of contractor	October 2022 (completion of construction)
	Cwabeni OCS Dam KZN	Lack of funding	The Minister issued a Directive to Umgeni Water to fund and implement the project. Umgeni Water has submitted a draft Implementation Agreement for consideration by DWS.	TBC
	Stephen Dlamini Dam	Lack of funding	The Minister issued a Directive to Umgeni Water to fund and implement the Stephen Dlamini Dam project. Umgeni Water has submitted a draft Implementation Agreement for consideration by DWS.	TBC
	Umkhomazi Water Project (UWP) - Phase 1	Delay in finalising Water Supply Agreements	The Heads of Agreement for the Water User Agreement have been drafted and negotiations are ongoing. Funding of R60 million has been transferred to TCTA for project preparation activities.\ The Project Steering Committee is in place	2028
Western Cape	Raising of Clanwilliam Dam	Delays in procurement outsourced services and goods Previous funding constraints	Process for resumption of construction activities has been initiated Establishment of an Infrastructure Procurement Office to unlock procurement challenges	Apr 2026 (to be revised on resumption of construction activities)
Eastern Cape	Mzimvubu Water Project	Long-term funding for the project not assured Delays in procurement outsourced services and goods Challenges with obtaining the project documentation from the professional service provider	The processing of tenders for the procurement of construction materials is underway Alternative options are being considered for the completion of construction of the access roads	TBC
North West	Mokolo Crocodile Water Augmentation Project- Phase 2 (MCWAP-2A)	Impact of delay in the Environmental Authorisations appeal decision on project activities Delay in procurement of project and support services Delay in finalisation of tender design due to delay in appointment of Panel of Experts	The Implementation Agreement has been signed and the Water Supply Agreements are being finalised.	April 2028
Limpopo Province	Great Letaba Water Augmentation Project (GLEWAP): Nwamitwa Dam	Insufficient funding for project implementation Outstanding sign-off on design work undertaken under LNW as the Implementing Agent such as the dam boundary line.	Project activities to be planned as per the availability of funding and in stages Engagement with previous IA to unlock impasse with regards to outstanding dam boundary line	TBC
	Olifants River Water Resources Development Project- Phase 2D (ORWRDP-2D)	Due to funding limitations, a strategic decision was taken by DWS to re-sequence the project and project implementation will need to be reviewed. A Memorandum of Intent (MOI) was signed between DWS and Commercial Users Consortium. Project to be deferred as per new implementation approach	Project deferred	TBC
	Olifants River Water Resources Development Project- Phase 2E & 2F (ORWRDP-2E & F)	Due to funding limitations, a strategic decision was taken by DWS to re-sequence the project and project implementation will need to be reviewed. A Memorandum of Intent (MOI) was signed between DWS and Commercial Users Consortium. Project to be deferred as per new implementation approach (ORWRDP 2E) ORWRDP 2F to form part of the re-sequencing implementation model	2E deferred 2F -TBC	TBC
	Raising of Tzaneen Dam	Delay in conclusion of design work with previous Implementing Agent and application for licence to construct which is required for construction to commence	The appointment of a new IA was approved on 17 Feb 2022. The establishment of a Project Management Office as well as the commencement of construction will start as soon as the process to appoint the Implementing Agent is finalised.	June 2023 (to be revised on resumption of construction activities)
Eastern Cape	Coerney Dam	Delays in procurement of professional service provider	The Coerney Dam project was declared by the Minister as an Emergency Works on 10 July 2020 to enable the detailed design to be undertaken in parallel with the environmental impact assessment process. DWS Internal Engineering Unit was appointed on 08 October 2020 to undertake the detailed design on the project and is in the process of procuring an external professional service provider to undertake the engineering design work.	Dec 2025
	Zalu Dam (Lusikisiki)	Delays in procurement of specialist services Lack of sufficient funding for the implementation of the project	The design work is approximately 40% complete. Process for procurement of specialist services is currently underway Funding to advance the design work has been provided in the 2021 MTEF.	TBC
	Foxwood Dam	Lack of funding	The process of appointing Chief Directorate: Engineering Services for the provision of engineering services for the project has been initiated Funding to advance the design work has been provided in the 2022 MTEF.	TBC
Western Cape	Berg River Voëlvlei Augmentation Scheme (BRVAS)	Delay in securing funding Delay in finalising Water Supply Agreements	TCTA is continuing with stakeholder consultations to conclude the institutional arrangements. Funding of R75 million has been transferred to TCTA for project preparation activities.	TBC
Bucket Eradication Project
Free State	Ficksburg	Contractor appointed in March 2021, however, took site in June 2021 after review of the Engineering Designs	Revised Construction Programme submitted and will be monitored accordingly.	March 2023
	Clocolan	Contractor appointed in March 2021, however, took site in June 2021 after review of the Engineering Designs	Revised Construction Programme submitted and will be monitored accordingly.	March 2023
	Senekal	DWS Construction appointed – delays in acquisition of material through local tenders (however service providers are non-responsive, and this has delayed construction activities)	Revised Construction Programme submitted and will be monitored accordingly.	March 2023
	Reitz	Contractor appointed took site in July 2021, after review of the Engineering Designs	Revised Construction Programme submitted and will be monitored accordingly.	March 2023
	Petrus Steyn	Contractor appointed took site in July 2022, after review of the Engineering Designs	Revised Construction Programme submitted and will be monitored accordingly.	March 2023
	Arlington	Contractor appointed took site in September 2022 (re-advertisement of tender), after review of the Engineering Designs	Revised Construction Programme submitted and will be monitored accordingly.	March 2023
	Dealesville	Contractor appointed took site in September 2022 (re-advertisement of tender), after review of the Engineering Designs	Revised Construction Programme submitted and will be monitored accordingly.	March 2023
Northern Cape	Campbell	Contractor appointed in December 2022 however, appointment found to be irregular and will be terminated. A new contractor to b sourced and appointed within 2 months.	A new contractor will be sourced and appointed within the next 3 months.	March 2023

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The Minister of Public Works and Infrastructure:

1. I have been informed by the Department that the Department of Public Works and Infrastructure (DPWI) has finalised a technical condition report on the constructed fence. In its current form, the fence is not fit for purpose and is in material non-compliance with the project specifications. For this reason, the DPWI has resolved not to carry out any repairs on the fence as this will constitute wasteful expenditure.

The DPWI is also currently collaborating with the Department of Defence (DOD), the Department of Home Affairs (DHA), the Border Management Authority (BMA) and the Department of Agriculture, Land Reform and Rural Development (DALRRD) to develop a multi-party Memorandum of Agreement (MOA) to integrate and align the collective roles, responsibilities and operational plans of each organisation on the matter of border fencing and control as a precursor to implementing a new integrated border-line solution.

2. (a) Currently, the DOD, supported by the DPWI and the DALRRD through the above-mentioned processes, is consulting its internal DOD structures to develop user specifications and user asset management plans in compliance with the Government Immovable Asset Management Act No. 19 of 2007 Section 6 (1) (b) and Section 14 (1) (a) (b).

(b) The tasks and projected timelines are as follows:

i. Request for Information: To support the DOD in the development of an integrated Borderline solution, a Request for Information (RFI) was commissioned by DPWI on 28 March 2021. The RFI closed on 26 of April 2021 and 16 Proposals have been received. The Bid Evaluation Committee completed the evaluation of bids in June 2021. Three bids were compliant to the terms of reference of the RFI. Compliant bids were submitted to DOD in July 2021 to be incorporated into the final specifications for border fences.

DOD indicated in a meeting held on the 11th November 2021 that engagements are transpiring internally and will confirm the submission date of their approved specifications by 25 November 2021. To date DOD has not submitted their approved specifications.

ii. Feasibility studies: Site acquisition feasibilities completed.

Construction feasibilities will require 12 to 18 months to complete, upon receipt of DOD output specifications.

The above processes have been commissioned, some completed and the remainder are underway as indicated above. This will ensure that all legal and legislative frameworks are complied with to allow for the formalisation of the RSA borderline to meet South African and International Standards.

The collective body of work from the above processes will identify viable engineering options, risk analysis and mitigation strategies, funding models and budget co-ordination. These would input into subsequent bid and construction processes, and enable informed funding requests to be submitted to National Treasury.

Reply:

(a) Official	(b) Make	(c) Model	(d) Year of Manufacture	(e) Purchase Price	Date Purchased/ ordered	Status
Deputy Minister Magadzi (PTA)	BMW	X3	2021	R799 563.97	11 Oct 2021	Delivered
Deputy Minister Magadzi (CT)	Lexus	UX 250 Hybrid SE	2021	R735 004.10	19 Nov 2021	Ordered
Deputy Minister Mahlobo (PTA)	Audi A6	40TDI 140 KW S Tronic	2021	R 698 133.00	19 Nov 2021	Ordered

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Reply:

Neither the Office of the Minister not the Department of Water and Sanitation received the correspondence referred to in the question posed by the Honourable Member.

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According to the information received from Eskom

a) ( i & ii)

In terms of the economic regulation framework applicable to the regulated parts of the Electricity Supply Industry (ESI), all investments should earn a return equal to its weighted average cost of capital (WACC), on the depreciated asset value, over its full life cycle – in line with globally-accepted regulatory practice.

This is dependent on the initial asset construction cost, as well as the ongoing annual operating and maintenance cost, and the performance of the asset being assessed as prudent and efficient.

The electricity regulator assessed the %WACC for Eskom for the current MYPD4 revenue cycle as 7.1% pre-tax ‘real’. The regulator also commented in a Reasons for Decision and a subsequent affidavit that the overnight construction cost of Medupi is approximately 6% above the international benchmark norms, and that of Kusile fell within the international benchmark norms. The current operating and maintenance costs are at or below international benchmark norms. After some initial teething problems, Eskom is confident that both Medupi and Kusile will perform according to their design parameters.

Therefore, once the electricity price reaches the level of cost-reflectivity the power stations should earn a return on investment of equal to the %WACC, which for the current MYPD4 revenue cycle is assessed as 7.1% pre-tax ‘real’. However, in the interest of a gradual transition to cost-reflective electricity prices the electricity regulator is not yet awarding the full return on investment in its revenue and price determinations.

For the current MYPD4 revenue cycle the electricity regulator awarded a return of 1.5% on the regulatory asset value, however due to the regulator having reduced the revenue by the amount of the government equity support of R23bn per year the actual returns are close to zero.

(b) In terms of the economic regulatory framework applicable to the regulated parts of the ESI, the return on investment on the depreciated asset values should annually be equal to the %WACC, over the full life cycle of the asset. This will apply once electricity prices are cost-reflective.

Reply:

The role of the Department of Agriculture, Land Reform and Rural Development (DALRRD) in marketing, as envisioned by the Agricultural Marketing Policy, is to provide a range of agricultural marketing support services in order to enhance participation by all role players across the various agricultural value chains. DALRRD implements various marketing support programmes that are aimed at enabling producers, particularly smallholder producers to gain access to markets.

(a),(b) The above-mentioned support programmes include provision of marketing information, marketing skills development programme, Good Agricultural Practices Certification Programme (SA-GAP), marketing infrastructure and market linkages program.

Marketing Information: DALRRD disseminates a wide range of market information to producers and other value chain players through the Marketing Information System, which is a web-based system that can be accessed on the internet and through cellular phones. The information distributed through the system includes daily prices for agricultural products (fresh produce and grains) and weekly prices for meat, as well as standards and grading information and contact information for various markets and market agents. This information is distributed to get producers to understand the prevailing market conditions; to inform them about the existing alternative marketing channels; and to bring to the fingertips of farmers the contact information for various markets. DALRRD runs a user-awareness campaign for smallholder producers on the use of the system, which has reached 473 producers in the current financial year. Furthermore, 11 804 people have accessed the MIS system to date this current financial year.

The marketing skills development programme is being implemented on a continuous basis to empower producers on how the market operates (mechanics) and to provide them with an exposure to different marketing channels. e.g. fresh produce producers are capacitated on fresh produce marketing and are also given an opportunity to participate in market exposure visits in order for them to meet with market management and agents. The goal is to empower producers with knowledge about markets and to give them an opportunity to meet with market managers and organize deals (on their own) with those markets. This program has reached 473 producers during the current financial year.

Marketing infrastructure: the Department is currently facilitating a funding programme for Small and Medium Enterprises (SMEs) falling within the agriculture sector through the Agri-BEE Fund and Comprehensive Agricultural Support Programme (CASP). The programme is aimed at establishing basic agricultural marketing infrastructure to collate fresh produce from several smallholder farmers in a given production area/hub with a view to performing first stage marketing functions such as grading, washing and packaging before forwarding to either wholesale or retail markets. This project will in part further facilitate the development of economic activities in the rural nodes via facilitating commercialization of fresh agricultural products within and outside the identified nodes. This current financial year, 20 projects were funded under CASP for the provision of marketing infrastructure.

DALRRD also implements the SA-GAP certification program that is aimed at providing assurance to potential buyers that the food produced by smallholder producers is safe for human consumption. Smallholder producers identified to participate in the program are taken through pre-audit exercises to identify any non-conformances on their farms and this is then followed by training/workshops on good agricultural practices, food safety, responsible use of pesticides and product safety and quality as outlined in Regulation 707 of 2005 under the Agricultural Products Standards (APS) Act of 1990. These producers will then be given an opportunity to rectify any identified non-conformances before the final audit and certification can be concluded. This financial year, 82 farms were identified to participate in the program and pre-audits were conducted on all identified farms. One-on-one consultations were conducted on 46 farms. Final audits were conducted on 46 farms and renewal audits were conducted on 21 farms.

Finally, DALRRD administers the preferential market access programme through which it issues import and export quotas and permits to traders to enable them to import and export certain agricultural products at reduced rates of duty. This system gives preference to previously disadvantaged companies and/or traders. A total 1 036 traders (660 established companies and 330 SMEs) benefitted from this programme during 2021/22 financial year.

While the abovementioned initiatives will continue to be implemented to create a conducive environment for producers to gain access to markets, it is acknowledged that there are legislative gaps in the market that still expose our producers to market risks, particularly in areas where the produce is sold on behalf of producers by agents. To close these gaps, DALRRD has initiated a process of amending the Agricultural Produce Agents Act, 1992 (Act No. 12 of 1992) to improve legislative provisions that provide protection to producers and to provide for more accountability on the part of agents.

Reply:

The DBE has just completed the fieldwork on the National ECD Census and is busy with data analysis. The honourable member is therefore humbly requested to allow the DBE to finalise the analysis process and release the Census data as this will enable the DBE to respond.

Reply:

a) The Somerset West Office has twenty-four (24) posts on its fixed staff establishment.

b) Fifteen (15) posts are currently filled.

c) It is envisaged to fill two (2) front office clerks, two (2) Immigration Officers and one (1) Control Immigration Officer posts before the end of July 2022. All workstations are currently equipped and will be further capacitated once the above mentioned appointments are concluded.

d) The building is shared with the Department of Labour. Clients for both Departments are using the same entrance. The Department is looking at the possibility of using an alternative entrance, unfortunately the building is classified as a heritage site and no alterations may be considered to the facade of the building. A secondary cause for the congestion is the various lockdowns due to the Coronavirus pandemic and the limited services available to clients as per the lockdown restrictions.

e) Several overtime projects have been conducted to increase access and alleviate the congestion.

END

 

Reply:

1. The Department of Agriculture, Land Reform and Rural Development is the custodian of a total of 10 454 652 hectares (ha) of land.

Province	Area (ha)
Eastern Cape	1,759,362
Free State	394,955
Gauteng	98,003
Kwazulu-Natal	822,401
Limpopo	2,636,848
Mpumalanga	928,663
North West	1,979,980
Northern Cape	1,728,766
Western Cape	105,675
Grand Total	10,454,652

2. A total of 1 289 583 hectares under the custodianship of the Department of Agriculture, Land Reform and Rural Development are subject to active long-term agricultural leases in the past five years.

Province	Area (ha)
EASTERN CAPE
Alfred Nzo District Municipality	9,621
Amathole District Municipality	34,232
Buffalo City Metropolitan Municipality	4,262
Chris Hani District Municipality	33,707
Joe Gqabi District Municipality	30,779
Nelson Mandela Bay Metropolitan Municipality	161
Sarah Baartman District Municipality	74,285
FREE STATE
Fezile Dabi District Municipality	16,156
Lejweleputswa District Municipality	32,253
Mangaung Metropolitan Municipality	15,736
Thabo Mofutsanyane District Municipality	36,839
Xhariep District Municipality	34,993
GAUTENG
City of Tshwane Metropolitan Municipality	6,623
Ekurhuleni Metropolitan Municipality	789
Sedibeng District Municipality	17,249
West Rand District Municipality	10,751
KWAZULU-NATAL
Amajuba District Municipality	3,836
Harry Gwala District Municipality	12,125
Ilembe District Municipality	1,510
King Cetshwayo District Municipality	12,811
Ugu District Municipality	1,237
Umgungundlovu District Municipality	9,198
Umkhanyakude District Municipality	2,233
Umzinyathi District Municipality	4,781
Uthukela District Municipality	5,473
Zululand District Municipality	17,540
LIMPOPO
Capricorn District Municipality	27,968
Mopani District Municipality	1,357
Sekhukhune District Municipality	3,236
Vhembe District Municipality	5,434
Waterberg District Municipality	60,237
MPUMALANGA
Ehlanzeni District Municipality	19,699
Gert Sibande District Municipality	103,201
Nkangala District Municipality	54,162
NORTH WEST
Bojanala District Municipality	66,197
Dr Kenneth Kaunda District Municipality	20,979
Dr Ruth Segomotsi Mompati District Municipality	192,838
Ngaka Modiri Molema District Municipality	53,783
NORTHERN CAPE
Frances Baard District Municipality	18,216
John Taolo Gaetsewe District Municipality	16,533
Namakwa District Municipality	34,222
Pixley Ka Seme District Municipality	29,019
ZF Mgcawu District Municipality	84,938
WESTERN CAPE
Cape Winelands District Municipality	1,871
Central Karoo District Municipality	42,642
City of Cape Town Metropolitan Municipality	1,285
Eden District Municipality	5,403
Overberg District Municipality	975
West Coast District Municipality	16,210
Grand Total	1,289,583

3. The past five years 8 173 ha was transferred to individuals and businesses, while 104 850 ha was transferred to communities by the Department of Agriculture, Land Reform and Rural Development

	Area (ha)
	(a)	(b)
	Individual/Business	Community	Total
EASTERN CAPE
Alfred Nzo District Municipality		5,641.13	5,641.13
Amathole District Municipality	834.15		834.15
O.R.Tambo District Municipality		201.36	201.36
Sarah Baartman District Municipality	0.86	822.91	823.77
FREE STATE
Mangaung Metropolitan Municipality	0.11	215.72	215.83
Thabo Mofutsanyane District Municipality		417.90	417.90
Xhariep District Municipality		1,520.40	1,520.40
GAUTENG
City of Tshwane Metropolitan Municipality	170.04		170.04
West Rand District Municipality		189.43	189.43
KWAZULU-NATAL
Ethekwini Metropolitan Municipality	0.04		0.04
Ilembe District Municipality		2,009.56	2,009.56
King Cetshwayo District Municipality	259.52	3,497.81	3,757.33
Umkhanyakude District Municipality		847.87	847.87
Zululand District Municipality		16,446.04	16,446.04
LIMPOPO
Capricorn District Municipality	11.18	6,072.82	6,084.00
Mopani District Municipality	97.52	4,447.19	4,544.71
Sekhukhune District Municipality	345.05	1,600.58	1,945.63
Vhembe District Municipality	3,274.74	4,694.87	7,969.61
Waterberg District Municipality	3,079.79	1,848.26	4,928.05
MPUMALANGA
Ehlanzeni District Municipality	19.78	10,391.62	10,411.40
Gert Sibande District Municipality		2,820.96	2,820.96
Nkangala District Municipality		2,992.75	2,992.75
NORTH WEST
Bojanala District Municipality		22,326.02	22,326.02
Dr Ruth Segomotsi Mompati District Municipality		190.66	190.66
Ngaka Modiri Molema District Municipality		8,649.90	8,649.90
NORTHERN CAPE
John Taolo Gaetsewe District Municipality	42.83		42.83
ZF Mgcawu District Municipality		4,507.26	4,507.26
Western Cape
City of Cape Town Metropolitan Municipality	1.79	2,466.09	2,467.89
Eden District Municipality		30.80	30.80
West Coast District Municipality		0.22	0.22
Grand Total	8,137	104,850	112,988

Reply:

(a) and (b) The Department does not collect data on job opportunities linked to qualifications. However, the Statistics South Africa (Stats SA) Quarterly Labour Force Survey (QLFS) — Quarter 3 of 2021 indicates that only 2.7% of unemployed persons were graduates, while 7.2% had other tertiary qualifications as their highest level of education.

(c) As at 31 December 2021, the National Student Financial Aid Scheme (NSFAS) reported that R33.652 billion was paid to new and continuing students registered at public universities.

Reply:

(a)(i) The Department of Home Affairs obtained a database from Department of Basic Education (DBE), at the beginning of the school year and then determines the number of learners with a qualifying age for Identity documents (matriculants and non-matriculants). Learners 16 years of age without an identity document are also assisted irrespective of the grade they are in, to ensure that by grade 12 they are in possession of a Smart ID Card.

(a)(ii) The breakdown below is the total number of services provided per province:

Province	(ii) Total Number of Schools visited (01 January – 31 Dec 2021)	(iii) (aa) Total number of birth registration within 30 days	(bb) Smart ID cards applications
Eastern Cape	207	40	6 226
Free State	57	0	1 825
Gauteng	487	0	2 696
Kwazulu-Natal	244	407	7 595
Limpopo	202	2	8 160
Mpumalanga	208	0	6 482
Northern Cape	209	264	4 204
North West	127	83	4 225
Western Cape	22	3 463	2 872
TOTAL	1763	4 259	44 285

(b) Collaboration by all stakeholders (i.e Councillors, religious groups, Amakhosi, DBE District Directors and School Principals) advise on the areas where there is a dire need for learners without ID documents, especially where there is no DHA footprint in close proximity, and then a schedule of schools to be visited is developed on monthly basis. Dates for visits and lists of requirements are determined and shared with the school authorities and an implementation schedule is developed and actioned

END

Reply:

a) District Manager: Operations and Office Manager to ensure compliance to basic queue management principles of communicating with clients at regular intervals and to educate the staff to conduct themselves in a professional manner.

b) All offices prioritise the aged, persons with disabilities, pregnant mothers, mothers with babies as well as school learners in uniform. The Departmental Service Charter is displayed in front offices and staff pause areas and two (2) front office clerk posts will be filled before July 2022.

END

Reply:

The Ministry has never travelled to Ukraine and is therefore not in a position to respond this question.

Reply:

The question asked has direct implication to the work of the Member of the Executive Council (MEC) of the Western Cape Provincial Government who has direct jurisdiction to the work referred to, not the Minister of Basic Education. The question has therefore been referred to the MEC of the Western Cape Department of Education for response. 

Reply:

(a) No amendment or changes were ordered by the Supreme Court of Appeal whose ruling came after the once off Tourism Relief Fund’s implementation was already completed. Thus, no changes or amendements were applicable.

(b) - (d) Not applicable.

Reply:

(1)

(a) Where does SA Tourism have offices internationally	(b) On what date did each office open	(c) What number of officials are at each office
Nigeria	2014	5
US	1984	3
Germany	1960	4
UK	1989	6
France	1993	4
Netherlands	1983	3
India	2004	5
China	2014	6
Japan	1978	2
Australia	2000	5

(d) Each office operates as a regional hub servicing key source markets, to ensure effective marketing initiatives, support to the value chain partners and effective delegation of authority and responsibility. Mandate of each office is to create demand through traveller acquisition by working with the distribution channels to sell South Africa as a tourism destination.

(e) Annual and/or quarterly targets are set for all deliverables of the various country offices before the start of each financial year and success is measured against the delivery of those targets as per portfolio of evidence.

(2) Continue next page

(2) Annual budgets for each office below include both overhead costs and marketing costs. In the 2020/21 fiscal, country offices were only allocated funding for overhead costs and contractual obligations due to Covid 19 pandemic. Budget allocation to South African Tourism was limited as funds were channelled to support efforts to fight the spread of the pandemic in the country.

Country Office	(i) 2018-2019	(i) 2019-2020	(i) 2020-2021	(ii) Since April 2021 to Jan 2022
	(a) What amount has been budgeted for each office.	(b) What expenditure was incurred in each office.	(a) What amount has been budgeted for each office.	(b) What expenditure was incurred in each office.	(a) What amount has been budgeted for each office.	(b) What expenditure was incurred in each office.	(a) What amount has been budgeted for each office.	(b) What expenditure was incurred in each office.
Nigeria	R30 036 783	R22 698 046	R26 210 153	R18 976 722	R12 020 803	R12 285 452	R40 466 333	R21 857 770
US	R72 265 152	R77 432 730	R87 000 000	R79 844 087	R23 106 798	R15 244 438	R76 199 296	R22 745 990
Germany	R77 994 899	R69 949 316	R75 543 793	R55 517 274	R18 304 367	R11 827 980	R43 695 320	R38 274 172
UK	R71 851 647	R75 062 613	R69 127 524	R92 697 559	R18 441 741	R16 593 867	R43 616 747	R29 628 639
France	R31 392 564	R33 749 174	R45 425 302	R22 634 046	R16 989 398	R10 046 920	R23 379 480	R11 766 050
Netherlands	R49 998 733	R54 533 645	R46 827 089	R37 836 009	R13 881 719	R12 407 193	R36 220 803	R 23 149 700
India	R49 595 332	R47 920 764	R44 694 662	R 4 474 387	R17 190 343	R15 807 495	R50 198 776	R28 609 854
China	R36 631 210	R39 627 027	R57 401 566	R28 225 979	R11 301 529	R11 298 210	R31 369 746	R20 705 142
Japan	R20 463 251	R19 760 242	R15 513 332	R15 684 849	R7 248 486	R 4 653 471	R18 671 315	R16 916 187
Australia	R40 428 712	R37 375 197	R43 993 558	R37 660 105	R14 227 593	R11 045 308	R41 296 569	R27 959 719

Reply:

1. The Office Managers are responsible for sharing of information i.e. capacity intake, client volume inside and system stability with clients queueing outside. This must be done at regular intervals throughout the day. Furthermore, there are plans to strengthen capacity with the filing of vacant positions of additional front office staff during the financial year 2022/23.

2. As part of the Western Cape Complaint resolution mechanism, the contact details of the Office Manager, District Manager and Provincial Manager are displayed in all front offices. Complaints escalated to the Provincial Manager are being recorded and monitored. All Front Office staff are required to wear name tags. Once a specific complaint related to a staff member’s conduct was received the District Manager will investigate and apply the necessary corrective measures. The aggrieved client will be provided with feedback and assisted as part of redress. All the staff members from the Somerset West Office are multilingual and are required to address clients in English. The Office has staff who is proficient in other languages should there be a specific request from a client.

3. Yes. The complaint was related to the alleged discrimination against a member from the LGBTQI community in August 2021.

a) There was no disciplinary hearing due to a lack of evidence against any specific employee.

b) A training session for all staff was facilitated by the District Manager: Operations to update staff on prevailing policies.

END

Reply:

DEPARTMENT OF SCIENCE AND INNOVATION

The department did not have sexual harassment incidents and sexual assault incidents reported for the past three financial years and the period 1 April 2021 to March 2022. The table below provides a response to the questions asked.

QUESTION	3 Financial years
What (a) is the total number of incidents of (i) sexual harassment and (ii) sexual assault that were reported in his department (aa) in each of the past three financial years and (bb) since 1 April 2021	2019 - 2020	2020 - 2021	2021 - 2022
(b) Number of cases	0	0	0
(i) Opened and concluded	0	0	0
(ii) Withdrawn	0	0	0
iii) Remain open or pending based on the incidents	0	0	0
(c) Sanctions were meted out against each person who was found guilty?	0	0	0

DEPARTMENT OF HIGHER EDUCATION AND TRAINING:

a i) There were 13 sexual harassment cases reported during the period 2018/19 to 2020/21 

  ii) There were no cases of sexual assault that were reported during the period 2018/19 to 2020/21 

(aa) The following breakdown applies in each three past financial years: 

(i) 2018/19: there was one (1) reported case

(ii) 2019/20: there were three (3) reported cases 

(iii) 2020/21: there were nine (9) reported cases 

(bb) Two (2) cases of sexual harassment were reported and there was no case of sexual assault reported since April 2021 

b) Out of a total of 15 misconduct cases opened:

i) A total of 11 cases were concluded

 ii) A total of 2 misconduct cases were withdrawn 

iii) A total of 2 misconduct cases remain open or pending 

c) The following sanctions were meted out against the alleged persons: - 8 sanctions of dismissals were meted, - 1 sanction of a final written warning was meted; - 1 sanction of a 3 months suspension without pay; was meted; and - 1 case was not found guilty.

Reply:

(a) The Department of Basic Education (DBE) values mother tongue education and thus encourages learners to learn through their Home Languages wherever it is feasible and practicable. This position is in alignment with the provisions of the Constitution of the Republic of South Africa. Section 6 of the Constitution of the Republic of South Africa lists the official languages as IsiZulu, IsiXhosa, IsiNdebele, Siswati, Sesotho, Setswana, Sepedi, Tshivenda, Xitsonga, English and Afrikaans. All these languages can be used as languages of learning and teaching or as subjects. Section 29(2) of the Bill of Rights provides that “everyone has the right to receive education in the official language or languages of their choice in public educational institutions where that education is REASONABLY PRACTICABLE.” 

The above are reiterated in the National Education Policy Act, the South African Schools Act and the Language in Education Policy. The South African Schools Act goes further and provides that “A recognised Sign Language has the status of an official language for purposes of learning at a public school.” Whilst waiting for the enactment of the South African Sign Language as the twelfth official language, in the education sector, it has been long that the system has been operating with 12 official languages. 

In its attempts to elevate the status of the previously marginalised languages, the Department of Basic Education developed the National Curriculum Statement (NCS) Grades 1-12, which makes provision for equal use of all 11 official languages and the South African Sign Language in the schooling system. The National Curriculum Statement Grades 1-12 encourages learners to learn through their home language(s), particularly, though not limited, in the Foundation Phase. The policy does not restrict the use of home language instruction up to Grade 3, but emphasises the use of the home language in Grades 1-3 to reinforce the critical foundational skills of reading, writing and counting. The NCS recognises the importance for learners to learn in their home language. The Language of Learning and Teaching (LoLT) can be selected from any official language. The NCS and the LiEP advocate for an additive bi/multilingualism approach that encourages learners to learn through their home language as long as it is feasible, as well as to learn other languages. Additive bi/multilingualism allows maintenance of learners’ home language as they acquire additional languages as subjects or as languages of instruction.

The National Development Plan (NDP) recommends that learners’ home language be used as LoLT for longer periods and English be introduced much earlier in the foundation phase. Chapter 15 of the NDP emphasises the need to develop African languages or mother tongue as integral to education, science and technology, in order to develop and preserve these languages.

Despite all these noble efforts, the reality on the ground reflects otherwise. The hegemony of English as a preferred medium of instruction and communication seems to prevail, which together with Afrikaans are still the dominant languages of learning and teaching in majority of South African schools.

The Eastern Cape initiated the Mother Tongue Based Bilingual Education pilot, wherein 2 015 schools are using IsiXhosa and Sesotho as LoLT beyond Foundation Phase (up to Grade 9). Learners in these schools are taught Mathematics, Natural Science and Technology in their home languages IsiXhosa and Sesotho. This initiative was started in 72 Confimvaba schools in Grade 4 in 2012 and incrementally in subsequent grades and it is now being implemented up to Grade 9 in 2022. The province is planning to roll it out to all the schools where it is feasible.

The DBE is currently putting prudent plan in place to roll out African Languages Mother Tongue Based Bilingual Education to the other eight provinces.  

(b) As detailed under (a) English and Afrikaans are used as LoLT throughout the schooling system. African languages are used as LoLT mainly in the Foundation Phase. Only IsiXhosa and Sesotho, through the Eastern Cape Mother Tongue Based Bilingual Education are used as LoLT post the Foundation Phase.

Reply:

According to the records of the Department, there is no company by the name of Liquid Mist.

 

Reply:

a) The consulting engineering service providers are finalising the required detail plans and construction tender documents, subject to finalisation of various outstanding matters such as land acquisition.

b) Based on the current SANRAL planning and timelines as submitted and already considered by the City of Cape Town (CoCT), SANRAL can only commence with road construction when in possession of a ‘vacant road reserve’, which for now is planned for the period January 2025 to July 2025, as per the two planned construction sections. It must be emphasized that the conclusion of the land acquisition by the CoCT and the securing of all development rights to enable the alternative land procured to be developed into integrated townships, is on the “critical path” that will determine the timeline for the N2 Construction Projects. This aspect is complex, and the consents required in terms of the Planning and Environmental Laws are not within the control of SANRAL and the CoCT.

Reply:

(1)(a) The Department of Water and Sanitation (DWS) issued a Directive instructing the responsible company to appoint a suitably qualified environmental consultant to compile a rehabilitation plan for all the areas affected by the pollution incident. The issued Directive also indicated that the rehabilitation plan ought to have clear timeframes and descriptions of how and when each remedial action will be implemented. The company subsequently submitted the draft rehabilitation plan. The Department has assessed and accepted the rehabilitation plan for implementation however, there are still further investigations that need to be conducted to ensure sustainability.

One of the important aspects that were committed in the draft rehabilitation plan is the ecological restoration of the system. This aspect will be implemented over time as containment or curbing of pollution is prioritised to prevent potential immigration. The DWS is currently monitoring implementation of compliance to the Directive to ensure all reasonable measures are taken to contain and minimise the effects of the incident.

Further, the Department together with the representative from the responsible company held a meeting wherein the following matters were confirmed:

• The company will appoint an independent qualified environmental consultant as prescribed in the Directive to develop sustainable rehabilitation plan
• The company will implement remedial measures to minimise and curb pollution, these measures include, amongst others, clean-up of the pollutants from the river system, the removal of fish carcass from the stream
• The company requested approval from the DWS to release water from Bronkhorspruit and Witbank Dams to assist with the flushing of affected areas and the request was granted
• Final Rehabilitation Plan will be submitted on or before 30 April 2022

(1)(b) The Department conducted an investigation after receiving reports of fish kill at Wilge River system. Findings of the investigation revealed that there was a pollution incident that had occurred at Kwezela Colliery on approximately 14 February 2022. The incident was caused by an old Mine shaft that collapsed which led to an overflow of polluted water from the facility into the watercourse. The Department served the facility with a Directive to immediately rectify the contravention. The Department directed the facility to, amongst others:

• take reasonable measures to contain, minimise the effects of pollution incident,
• undertake clean-up procedures,
• remedy the effects of the incident.

The facility submitted an action plan, and the Department is currently monitoring implementation thereof. The DWS has recently engaged the Department of Forestry, Fisheries and the Environment (DFFE) to request the inclusion of criminal investigators from DFFE on the investigative team. The DFFE will therefore be supporting the other government officials, in relation to the criminal investigation, which will determine the criminal liability based on the evidence collected. A decision would then be made by the National Prosecuting Authority on whether or not to prosecute and which parties should be prosecuted.

(1)(c) Kromdraai Mine which is a section of Khwezela Colliery.

(2)(a) The DWS has a compliance monitoring programme to monitor compliance with the conditions of the water use authorisation in terms of water uses including the discharges of water into the water resources. Furthermore, the department has a regular sampling programme which serves as an early warning system to non-compliance or water quality risks.

2(b) The Department has identified and assessed catchments at high risk for acid mine drainage and is developing mitigation plans to proactively manage these aspects.

3(a) The lead authority for mining is the Department of Mineral Resources and Energy (DMRE). The total number of the un-rehabilitated mines can be obtained from the DMRE.

3(b) Although my Department is not the lead authority on un-rehabilitated mines, the DWS is currently in the process of drafting mitigation strategies to address the impacts of Acid Mine Drainage and amongst other things, these include mitigation measures for un-rehabilitated mines which may pose a danger to water resources.

3(c) Until mine closure certificates are obtained, mines are monitored in accordance with their water use authorisation. The department provides comment and input in this process to DMRE. Water use authorisations also include provisions for progressive rehabilitation and mines are monitored in accordance with these provisions.

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Reply:

(a) The following are the Minister of Tourism’s Key Responsibility Areas:

1. Political leadership contributing to the country’s triple challenges, NDP priorities and Medium term Strategic Framework (NTSF) 2019 – 2024. This contributes to the following outcomes:

• Re-industrialisation of the economy and emergence of globally competitive sectors.
• Transformed, representative and inclusive economy which prioritises women, youth and persons with disabilities.
• A better South Africa.

2. Building a capable, ethical and developmental state. The outcome to which this KRA contributes is functional, efficient and integrated government

3. Institutional oversight of the HOD and Department. This KRA contributes to the following outcomes:

• Executive Authority oversight over the Deputy Minister
• Executive Authority oversight over the Accounting Officer
• The oversight and achievement of departmental strategic goals and annual performance plans and budget
• The oversight and achievement of gender responsive departmental strategic goals and annual performance plans and budget as per the gender responsive planning, budgeting, monitoring, evaluation and auditing framework.
• National Department facilitation of public involvement, participation and service delivery improvement initiatives.
• National Departments’ and entities’ involvement and contribution to the District Development Model.

4. Political leadership and oversight, in respect of Government Structures, Parliamentary Accountability, and Oversight on State Owned Companies and Public Entities / Agencies

(b) The DPME prepares the scorecard, which includes key issues affecting delivery, early warning risks and emerging policy issues for the President, a copy of which is sent to the Minister. In preparation of the scorecard, DPME obtains initial progress reports with supporting evidence from the Department.

(c) The Minister is expected to table bi-annual progress reports to Cabinet on progress with regard to the Minister’s commitments in the MTSF. These bi-annual progress reports also forms the basis of the Executive discussions to identify and tackle obstacles to implementation.

Reply:

Training of Tourist Guides	(a) 2018-2019
(i) What total number of tour guides have completed their training in each province in each month.	Kruger National Park Orientation January 2019 Mpumalanga (MP) – 20 guides Limpopo (LP) – 3 guides February 2019 MP – 14 guides LP – 8 guides A total of 45 guides were trained.
(ii) (aa) What total number of students started the course and did not complete the course.	All participants that started the course completed it.
(ii) (bb) What were their reasons for not completing the course.	N/A
(iii) (aa) How are potential students identified.	Adverts were developed and circulated to guides from MP and LP (via the respective Provincial Registrars) to apply for the up-skilling opportunity. The advert was also distributed to guides that work in the Kruger National Park and this was done via SANParks.
(iii) (bb) What criteria are used in this regard	Applicants needed to be registered tourist guides with a minimum qualification or competency as a Nature Site Guide with Kruger National Park being listed as one of the areas of operation. Those with qualifications over and above the minimum requirements were also acceptable.

No training of tourist guides was done with SANParks in the Financial Years of (a) 2019- 2020, 2020- 2021 and (b) since 1 January 2022 to date.

(i)- (iii) Not applicable

Reply:

SANRAL and the City of Cape Town (CoCT) signed an Implementation Protocol (IP) in terms of section 35(1) of the Intergovernmental Relations Framework Act, 2005 (Act No. 13 of 2005) ("IRFA"), in Dec 2020. This IP is a codification of the Constitutional obligation placed upon all organs of the state to cooperate with one another when embarking on major projects that will draw on the resources of two or more such organs of the state. It also allows for the exercising of statutory powers by both parties in a coordinated manner.

The IP sets out in detail the role and responsibilities of each party thereto.

In this instance, the statutory function or the provision of a service, depends on the participation of organs of state in different governments who must co-ordinate their actions. This has been done as it would be in the best interest of both the CoCT and SANRAL to construct the N2 through Somerset West, thus positively impacting the economy of Western Cape Province and that of the country. This initiative by SANRAL is accordingly in the national and local public interest.

In brief, the IP requires that SANRAL would design and construct the proposed extension of the 13 km of Greenfields N2, amongst others, whereas the CoCT would be responsible for the procurement of alternative land suitable for housing, take transfer of such alternate land, procure all necessary development rights and to develop such land to enable the main relocations and other relocations of the informal settlements within the N2 Road Reserve to be effected in keeping with the N2 Project Timeline.

The IP established an Intergovernmental Forum (the IgF) which consists of delegated management officials from both SANRAL and the CoCT. Both parties provide the alternating chairperson for the “IgF”. Various work plans have been prepared and adopted by the IgF which set out all the tasks relating to the full spectrum of the IP in support of the N2 Project. There are but two outstanding work plans which are currently being finalised. These work plans, inter alia, are geared and detailed to the extent that the projected timelines for the both the construction of the N2 Project and the relocation of all occupants from the road reserve is achieved. The CoCT has identified various land parcels for the main relocation and is currently finalising the acquisition thereof. Once this process is finalised a more detailed timeline for the main relocation will be submitted to the IgF for approval and adoption.

Once all work plans are approved and adopted by the IgF, each party is bound to these and the timeframes that flow therefrom. In terms of the IP, the IgF is empowered to intervene and seek higher authority and assistance to ensure any risk of “slippages” are addressed before they are realised. In this regard the IgF will also shortly be required to consider and adopt a full “Risk Register” that will guide the whole process under the IP. Further the IP will also be requested to consider, adopt and manage a joint communication strategy that will ensure there is a unified approach to all aspects of communication both with the communities settled in the N2 Road Reserve, the wider community of Somerset West and the greater CoCT Community. .

The work plan for project timelines will be submitted to the next IgF meeting on the 17 May 2022. At this point the provisional timeline is for the main relocation to commence from September 2024 and be concluded by December 2026. This will be in a phased manner allowing the affected section of the N2 Project to commence from July 2025.

Based on the current SANRAL planning and timelines as submitted and already considered by the CoCT, SANRAL must be able to commence with road construction when in possession of “a vacant road reserve “by the fourth quarter of 2024/2025”, as per the two planned construction sections.

It must be emphasized that the conclusion of the land acquisition by the CoCT and the procurement of all development rights to enable the alternative land procured to be developed into integrated townships, is on the “critical path” that will determine the timeline for the N2 Project construction activities. This aspect is complex, and the consents required in terms of the Planning and Environmental Laws are not within the control of SANRAL and the CoCT.

Reply:

Yes, the Agriculture and Agro-processing Master Plan provides practical interventions to address the issues of safety of the farming community aligned to the Rural Safety Strategy developed by the Department of Police. This notwithstanding, safety and security remain the primary responsibility of the South African Police Services.

The two specific measures addressed by the AAMP are as follows:

a) Farm safety – establish and promote farming community forums aligned to local policies and expand visibility of police in farming communities, including mobile police stations; all these to form part of Rural Safety Strategy.

b) Stock theft – Full implementation of Livestock Identification and Traceability System to all farmers. Expand the installation of livestock anti-theft cameras in the entry points of key routes in rural and farming areas.

In both areas, the AAMP promotes the Public Private Partnership (PPP) approach to leverage resources from government and business sectors. The Master Plan also addresses the measures required to curb livestock theft in rural and commercial farming areas. The Master Plan will be made available after sign-off by social partners in the first quarter of 2022.

Reply:

To date, there are no sexual harassment cases that are pending. For the past three financial years, only one case was reported, which has since been withdrawn.

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Reply:

ITEMS	2019/20	2020/21	2021/22
	OFFICE OF THE MINISTER	OFFICE OF THE DEPUTY MINISTER	DEPARTMENT	OFFICE OF THE MINISTER	OFFICE OF THE DEPUTY MINISTER	DEPARTMENT	OFFICE OF THE MINISTER	DEPUTY MINISTER	DEPARTMENT
a) CATERING	1,272.90	24,164.50	1,041,642.70	15,468.00	-	272,099.64	7,832.00	1,572.40	432,669.69
b) ENTERTAINMENT	-	-	-	-	-	-	888.90	-	-
c) S&T - LOCAL ACCOMMODATION	822,741.16	258,903.06	22,248,865.44	352,939.89	117,943.62	10,506,194.13	510,031.34	694,075.03	15,643,483.33
c) S&T - FOREIGN ACCOMMODATION	387,307.17	143,021.00	1,236,889.29	183,157.94	12,379.75	140,784.86	3,735.89	23,908.67	176,859.52
TOTALS	1,211,321.23	426,088.56	24,527,397.43	551,565.83	130,323.37	10,919,078.63	522,488.13	719,556.10	16,253,012.54

.

Reply:

a) What is the total number of incidents reported in the department:

	(aa) 2018-2019	(aa) 2019-2020	(aa) 2020-2021	(bb) Since 1 April 2021
(i) Sexual harassment	Nil	Nil	Nil	Nil
(ii) Sexual assault	Nil	Nil	Nil	Nil

b) (i) - (iii) Not applicable

c) Not applicable

Reply:

“Whether, with reference to the Chief Dawid Stuurman International Airport in Port Elizabeth, the Airports Company South Africa has:

a) completed the review of the precinct plan announced in the 2018-19 financial year;

Yes

b) developed a plan to upgrade the airport infrastructure to increase capacity; if not, why not; if so, what are they?

No. Due to the Covid-19 pandemic impact, passenger traffic demand declined with more than 80% over the entire ACSA airport system. Passenger traffic at Chief Dawid Stuurman International Airport decreased from approximately 1.7 million passengers in the 2019/2020 FY to approximately 400 000 passengers in the 2020/21 FY. As a result of low traffic volumes and ACSA’s financial position (-R2.6 billion loss in 2020/21) it was decided to suspend all capacity projects, including the Development Plans for Chief Dawid Stuurman International Airport. The business strategy was refocused on critical refurbishments and replacements and, all capacity projects had to be deferred. ACSA continues to monitor traffic and intends to re-initiate capacity projects of this nature in line with passenger demand.(i) relevant details of the plan, including dates of commencement and completion, See Sections 2-4, for the approach, capacity projects, and detailed process followed.

1. Background and Context

The development of Airports in the ACSA group is guided by a hierarchy of plans at a macro and micro level. At a macro level, development is guided by the Airport Master Plans followed by Precinct Plans, where precinct plans focus on specific areas or precincts as identified in the Airport Master Plan, e.g., terminal precinct, cargo precinct. etc. On a micro level, development plans focus on a specific infrastructure, e.g., passenger terminal, parking area, etc., within a specific precinct.

For the purpose of this response, the focus will be placed on the Landside Terminal Precinct Plan and the Development Plans for Chief Dawid Stuurman International Airport. The Precinct Plans do not identify specific infrastructure projects to increase capacity, but the Development Plans respond directly to interventions to increase capacity in line with traffic demand.

The Airports Company South Africa commenced with the development of a Landside Terminal Precinct Plan/Urban Design Framework for Chief Dawid Stuurman International Airport in the 2019/20 financial year and successfully completed the Precinct Plan in the 2020/21 financial year. The study area for the Precinct Plan consists of the landside terminal precinct area as identified in the Chief Dawid Stuurman International Airport Master Plan.

The primary focus of the Precinct Plan was to ensure clear linkages of the precinct with the land uses in the airport’s adjoining and surrounding areas to create a fully integrated precinct in the urban context.

The main purpose of the Precinct Plan is to determine sustainable land use and to define a development strategy, based on the commercial development potential of the airport property that is not required for core aviation uses. This is in accordance with ACSA’s strategic objective of generating non-regulated revenue/non-aeronautical revenue.

The process to arrive at the Precinct Plan consisted of the following phases, each with associated deliverables:

• Phase 1: Inception / Scoping Report
• Phase 2: Data Collection and Consolidation
• Phase 3: Future Conceptualisation and Objectives
• Phase 4: Conceptual Design Framework
• Phase 5: Final Precinct Plan / Framework

2. Development Plans - Chief Dawid Stuurman International Airport

Two major projects for Chief Dawid Stuurman International Airport were planned to commence during the 2019 to 2023 Permission Period i.e., Terminal Re-development and Landside Parking. The details of these projects or developments at the time (pre-Covid-19) are indicated below:

Project Name:	terminal Development
PrOJECT CATEGORY	New Capacity
Project Motivation	The terminal was last renovated in 2009. The renovations took the overall capacity of the terminal to 2 Million Annual Passengers (MAP) with limitations on the departure lounge, concourses, and queuing areas. The 2 MAP overall capacity was expected to be reached by 2019.
Project Scope/Description	The cost estimate of R 10 million at this stage only consisted of initial fees to initiate design development. Construction or implementation of the development was not included in the estimated cost. The fees were also to be utilised to finalise scoping. It was envisaged that the eventual terminal development will entail the demolition of a part of the existing terminal and reconstruction of a new building on the existing site. The new building was to have double the footprint of the existing terminal. Passenger loading bridges were to be introduced.
PROJECT BENEFITS	This terminal development project was targeted at addressing the current constraints at the time and to provide additional capacity to meet future demand. Benefits included improvement of the ASQ score for the airport along with the IATA Levels of Service (LOS). An additional 2 MAP capacity was also anticipated.
ASSOCIATED Opex/NON-AERO REVENUE	This was going to be determined once the scope was finalised and it was going to be realised once the development of the terminal was complete.
Project Cost	The full project cost was estimated at R 1,2 billion, however only R 10 million was required for this Permssion period to commence with the intial design development.
PrOJECT TIMELINES	The design was to commence in 2023. The terminal development was estimated to be completed by 2026.

Project Name:	PARKING
PrOJECT CATEGORY	New Capacity
Project Motivation	The demand for car rental bays was expected to exceed the current allocation. The airport has sufficient bays to meet the overall demand, however, the allocation between car rental and public parking needed to be re-assigned.
Project Scope/Description	This project entails re-organising and optimising the existing parking. The boundary between car rental and public parking was to be relocated, with parking re-assigned between car rental and public parking. The ingress and egress layout were intended to be re-organised in-line with the parking reassignment.
PROJECT BENEFITS	This project was aimed at improving utilisation of the existing parking facilities and to optimise utilisation of the landside.
ASSOCIATED Opex/NON-AERO REVENUE	Parking revenues were to be generated for the reallocation of public and car rental bays.
Project Cost	The project was estimated to cost R 17 million.
PrOJECT TIMELINES	The project was planned for completion in 2022.

Due to the Covid-19 pandemic impact, passenger traffic demand declined with more than 80% over the entire ACSA airport system. Passenger traffic at Chief Dawid Stuurman International Airport decreased from approximately 1.7 million passengers in the 2019/2020 FY to approximately 400 000 passengers in the 2020/21 FY. As a result of low traffic volumes and ACSA’s financial position (-R2.6 billion loss in 2020/21) it was decided to suspend all capacity projects including the Development Plans for Chief Dawid Stuurman International Airport mentioned above. The business strategy was focussed on critical refurbishments and replacements, therefore, all capacity projects had to be deferred. ACSA continues to monitor traffic and intends to re-initiate capacity projects of this nature in line with passenger demand.

(ii) relevant details of the successes achieved as a result of the Airport Airlift Project;

(iii) any further, relevant details?”

3. Airport Airlift Project

The Nelson Mandela Bay Airlift project is a collaboration between Nelson Mandela Bay Municipality, Airports Company of South Africa, Nelson Mandela Bay Tourism, and the Nelson Mandela Bay Business Chamber.

The main objective of the project is to increase the number of tourists to Gqeberha, to stimulate economic growth for the city and region.

The key strategic pillars for the project are:

• Improving airlift – by partnering with airlines to develop new air routes whilst maintaining and expanding existing routes at Chief Dawid Stuurman Airport.
• Collaborative destination marketing – to create/stimulate demand and drive inbound tourist arrivals into the city and region.

Other objectives are to:

• increase our market share of tourists.
• inspire travellers and change perceptions regarding Nelson Mandela Bay.
• increase awareness and positivity for the destination.
• increase searches and engagement on our destination marketing channels.

Progress to date:

• The development of an Airline Incentive Framework/Policy, which has been included in the City’s Investment Incentive Policy. An incentive programme is vital to mitigate the risk in the early stages of a new airline operation and thereby ensuring the sustainability of route development opportunities.
• Partnership with Mango Airlines to increase airlift between Chief Dawid Stuurman International Airport and Lanseria in 2019.
• Partnership with Cemair to develop direct routes between Chief Dawid Stuurman International Airport to Braam Fischer International Airport and King Phalo Airport.
• Development of a route pipeline, with targeted routes earmarked for development.

Reply:

1.a) All water resources are managed through the National Water Act, 1998 (Act 36 of 1998), under the competency of the Minister of Water and Sanitation, all mines are mandated to acquire water use License prior commencing with mining activities

2(a)(b) The Department has record of the Authorised mining operations conducting concurrent rehabilitations on portion/s of the disturbed environment, however there’s no recorded of a complete rehabilitated and closed mining operations in Mpumalanga. All mining operations conduct concurrent rehabilitation in accordance with the approved Environmental management Program/Environmental Authorisation

3(a)(b) Mining companies submit an annual Environmental Audit report which describe the current environmental disturbances and conducted rehabilitation process with a quantum calculation on the extent of the activities within the mining operations. This report further provides the operational cost on the management of the potential impacts with the adjustment of the financial provision. All mining operations conduct concurrent rehabilitation in accordance with the approved Environmental management Program/Environmental Authorisation

4) All holders of rights and permits whose operations are underway or placed under Business Rescue Practice have some level of outstanding rehabilitation, and the Department continuously monitor these operations to ensure that the State is not exposed to the risk of inheriting liability.

 

 

Reply:

What amount remains unspent on the budget for the 

(a) Basic Education Infrastructure Grant:

No amount was unspent on the budget. The total budget was transferred to provinces.

(b) conditional grants and 

The other conditional grants budgets were transferred fully, with exception for Learners with Profound Disability Grant where an amount of R17.1 million was not transferred to two province, namely, KwaZulu-Natal and Western Cape.

(c) funds from the Accelerated Schools Infrastructure Delivery Initiative (ASIDI) in the 2020-21 financial year?

Unspent amount for ASIDI was R321 million.

Reply:

Whether with reference to the fourth Industrial revolution, the increase of automation, more use for robotic components and an urgent need to upskill those whose  jobs are in danger of becoming redundant and the many opportunities for the Republic to benefit from changes 4IR will bring, her department has a plan to focus on skills development to ensure that (a) young persons are ready for the new development in the world and (b)the Republic does not  fall further behind on a global scale, if not why not; if so what are the further, relevant details?

Response

Basic Education Sector is at the centre of realigning the output of young people that the economy requires. The Fourth Industrial Revolution (4IR) is at the centre of this realignment of the required skills of the future. The Department of Basic Education has a roadmap which it has followed by the development of a Coding and Robotics Curriculum for Grades R-9 which will eventually be offered in the FET Band (Grades10-12) responding to the changing work environment. This roadmap is aligned with the National Development Plan (NDP) and the Sustainable Development Goals (SDG’s) to ensure that learners going through the educations system, are being exposed to Coding and Robotics will develop the Foundational Skills required from a workplace that has been changed by the 4IR e.g. Big Data, Artificial Intelligence, Automation of production systems, etc.  

Through the Coding and Robotics Curriculum, the DBE aim is to upskill the educators, education officials and youth in these areas. The Application Skills envisaged in the draft Coding and Robotics targets these specific skills required. In a short to medium term, the public-private partnerships including industry and Higher Education Institutions should activate plans that will mediate the required 4IR skills to the current workforce, to cushion the impact of change management and negative impact of automating the economic tools of production on labour.

The DBE has awakened to the realisation that the “Skills of a Changing World” is a reality that the country requires. Thus, the development and piloting of the Three Steams Model (Academic, Vocational and Occupational Steams) and the Multi-Certification Strategy in the curriculum offering by the DBE

The DBE has Orientated the Grade R-8 piloting schools’ teachers in the Draft Coding and Robotics Curriculum. The University of South Africa is currently training 950 Foundation Phase teachers in Coding and Robotics. This training will realise its objectives in the third quarter of 2022 with the support from the ETDP-SETA.

(b)the DBE does not believe that we are falling behind from the 4IR space since we are the country is amongst the first in the world to develop a formal Coding and Robotics curriculum which provide learners with necessary skills and competencies. There is no need to panic, as automation of the economic tools is not equal to job losses automated Machinery and Robots will need skilled personnel to design, manufacture, programme and code them. The   capacitation of our Human Resources both active in the economy through in-service programmes that the youth can be   part of and those in our education system will contribute to job creation and economic development noting the required “Skills of the changing world. The DBE is partnering with the private sector to resource and fund the programmes for teacher development and the youth at large

Reply:

1.  (a) The projected date of completion for the project is 22 November 2022.

(b) The total budgeted cost for the project is R21 065 353.73.

(c) 33 million mᶾ of additional water will be stored after completion of the project

(2) The dam safety rehabilitation programme for Kwaggaskloof Dam which forms part of Greater Brandvlei Scheme will commence in the 2022/23 financial year.

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Reply:

1. (a) and (b)

(i) No research has been undertaken by the Department of Tourism or SA Tourism.

(ii) Not applicable

2. (a) & (b) The concept is already existing in South Africa with different packages and prices for South African Citizens, SADC citizens and foreign visitors. The setting of prices falls within the ambit of the private sector. SA Tourism does engage the sector to consider special offers as part of the domestic tourism promotion activities they conduct i.e. Sho’t Left programme.

Reply:

(a) and (b) The Department does not collect data on job opportunities linked to qualifications. However, the Statistics South Africa (Stats SA) Quarterly Labour Force Survey (QLFS) — Quarter 3 of 2021 indicates that only 2.7% of unemployed persons were graduates, while 7.2% had other tertiary qualifications as their highest level of education.

(c) As at 31 December 2021, the National Student Financial Aid Scheme (NSFAS) reported that R33.652 billion was paid to new and continuing students registered at public universities.

Reply:

(a) DPE has a zero / No cases

(aa) there was zero reported in the past three financial years.

(bb) there was zero reported since 1 April 2021.

(b) Number of cases opened and concluded:

1. There was zero opened and concluded.
2. There was zero withdrawn.
3. Zero remained opened or pending based on incidences.

(c) There was zero sanctions meted out on guilty findings.

Remarks: Reply: Approved / Not Approved

Kgathatso Tlhakudi P J Gordhan, MP

Director-General Minister

Date: Date:

Reply:

The Department of Transport and various other Departments are working closely with the Department of Cooperative Governance (DoCG) and the National Disaster Management Center (NDMC), the designated government body responsible for handling of natural disasters taking place in South Africa.

The NDMC received incident reports from various provinces and shared same with affected sector departments for support coordination and intervention measures.

Relevant structures were activated in all affected provinces through the coordination of Provincial Disaster Management Centres (PDMCs) for activation of provincial response plans as well as coordination of reports by organs of state and relevant stakeholders. This was done in line with the 2021/22 National Summer Seasonal Contingency Plan.

All PDMCs and some Sector Departments also submitted their Summer Seasonal Plans. The NDMC activated and coordinates the National Joint Flood Operational Committee (NJFCC) that constitutes all relevant organs of state for preparedness measures, contingency arrangements and intervention measures

a) Based on the initial assessments conducted by provincial road authorities, the extent of the damages is estimated at R11 919 909 965 in the various provinces.

Province	District Municipalities	No of Local Municipalities	Assessments Estimated Cost
			Reprioritisation	Shortfall
Eastern Cape	Sarah Baartman, Joe Gqabi, Amathole and OR Tambo	27	Not Quantified	R1 469 393 770
Free State	Lejweleputswa, Xhariep, Fezile Dabi, Mangaung and Thabo Mofutsanyana		Not Quantified	R504 400 000
Kwa-Zulu Natal	eThekwini Metro, Ugu, iLembe, Umgungundlovu, Amajuba, Harry Gwala Uthukela and uMzinyathi,	32	Not Quantified	R2 794 650 801
Limpopo	Capricorn, Sekhukhune, Waterberg, Vhembe and Mopani	22	R29 370 000	R2 021 780 000
Mpumalanga	Bohlabela, Ehlanzeni, Gert Sibande and District Nkangala District	16	R4 000 000	R157 600 000
North west	Dr. Kenneth Kaunda, Bojanala, Ngaka Modiri Molema and Dr. Ruth Segomotsi Mompati	10	R99 300 000	R4 632 900 560
Northern Cape	Francees Baard, John Taolo Gaetsewe, Namaqua, ZF Mgawu and Pixley ka Seme		0	R309 814 834
Grand Total			R132 670 000	R11 919 909 965

Table 1: Estimated Cost of Flood Damages

b) The restoration works of infrastructure will be planned, scheduled and undertaken based on the inspections and assessments. Officials from the Department shall assist the teams to conduct the detailed site inspections and assessments (already in progress) as per details provide below:

Province	District / Region	Roads / Sites	Date
Kwa-Zulu Natal	Ladysmith, Durban, Pietermaritzburg	D2502, D91, P40, P549, P205/2, P213, D96	10-11 March 2022
Eastern Cape	Amathole, Alfred Nzo, Sarah Baartman, Joe Gqabi, OR Tambo, Chris Hani	DR08047, DR08403, DR08044, DR08331, DR08346, DR2764	16-17 March 2022
Free State	Lejweleputswa, Thabo Mofutsanyana, Mangaung, Fezile Dabi, Xhariep	S556, S570, S118, S571, P8/1	24-24 March 2022
Mpumalanga	Nkangala, Bohlabela, Gert Sibande, Ehlanzeni	D1175, D957, D2685, D1604, D2950, D1604, P77/2	29-31 March 2022
North West	Dr Ruth Segomotsi Mompati, Ngaka Modri Molema, Bojanala, Dr Kennet Kaunda	D141, P34/2, P48/1, D171, D970	5-6 April 2022
Limpopo	Capricon, Sekhukhune Waterberg, Vhembe, Mopani	D3830, D3749, D3653	9-11 April 2022

Table 2: Details of Inspections and Assessments

In the case of the National Route R61 at Tsomo junction between Ngcobo and Cofimvaba in the Chris Hani District Municipality, the repairs were completed by SANRAL and this road officially opened to motorists on the 28 February 2022.

In case of provincial and municipal roads, the implementation of emergency repairs works was activated by the various road authorities to the affected road infrastructure that falls within their respective areas of jurisdiction.

It must be noted that:

• In terms of the Disaster Management Act No 57 of 2002, when a disaster occurs:
  • the cost of repairing or replacing public sector infrastructure should be borne by the organ of state responsible for the maintenance of such infrastructure.
  • any financial assistance provided by a national, provincial or municipal organ of state must be in accordance with the national disaster management framework and any applicable post-disaster recovery and rehabilitation policy of the relevant sphere of government
• as storms continue to cause floods in some areas, the road authorities continues to assess and intervene by repairing damages to restore access, including temporary bypasses and alternative routing for continued access to basic amenities and socio-economic facilities.
• the reconstruction and rehabilitation to infrastructure damaged by floods, including road infrastructure will depend on the approval of budget reprioritisation and allocation of additional funds by the NDMC and National Treasury;
• National Government shall assist provinces through the Provincial Road Maintenance Grant (PRMG) and municipalities through the Municipal Infrastructure Grant (MIG), as allowable with the provisions of these grant frameworks in terms of the Divisional of Revenue Act (DORA);
• discussions are taking place at the Inter-Governmental Committee on Disaster Management (ICDM) and the National Disaster Management Centre (NDMC)’s Disaster Operations Centre (DOC) remains activated to coordinate and facilitate the implementation of focused intervention and response measures including the monitoring and reporting of summer-related incidents and declared disasters;
• The Department shall comply with any policy changes approved by ICDM.