Questions and Replies

Reply:

(a)-(b) The South African Postbank SOC Ltd processes and pays SASSA grants using an Integrated Grant Payment System (IGPS) based on FSS Tech 5.1.0 Software and a payment switch, Postillion Switch 5.6 Software. The payment switch was last updated on 28 September 2023, version 2023.V1.5.0.  

(c) The payment technical infrastructure and software, IGPS are licensed until March 2024 for R32.2 million for the duration of the contract.

Thank You.

Reply:

(1). The Department has not assisted any persons to attend events inside the country or outside the country as ambassadors of SA Sport and hence we are not able to respond to;

• the number of persons that are currently supported,
• how they are selected
• , the cost and dates related to the support.
• The date the financial support started to up to the latest specified date.
• A revolving policy that benefits more than just the persons who have been selected.
• How are persons allowed to apply to the department to become ambassadors and
• The relevant details: what criteria were used to choose the specified person as a super fan who is seen at rugby, cricket and netball matches with her trademark face painting, isicholo hat and flag colours of the republic?

 

Reply:

1. NATIONAL TREASURY

The department has developed an audit action plan to address audit findings and improve on the quality of reporting on both the financial statements and performance information. The audit action plan will be presented quarterly to the NT Audit Steering Committee, where the responsible officials identified as per the action plan will be invited to provide progress updates on the proposed action plan.

The monitoring of the audit action plan will be facilitated by Internal Audit, wherein they will engage with the respective responsible officials on the inputs for the action plans to be implemented as well as monitoring the effectiveness of the corrective measures.

Continuous improvements on the effectiveness of the Internal Control through frequent assessment and enhancement of current controls to detect and prevent any deficiencies that may potentially hamper the department to achieving a clean audit. These includes amongst others the strengthening controls on the effectiveness of:

• Contract Management review processes to detect and prevent any possible Unauthorised, Fruitless & Wasteful, and Irregular Expenditure;

• Proactively engaging relevant stakeholders such as Office of the Accountant General, Internal Control and Audit Steering Committee on significant extra ordinary transactions that pose a potential for material misstatements i.e. Land Bank and ESKOM; and

• Identifying high risks areas coming from prior year audit to initiate early engagements and discussions to prevent the reoccurrence of material findings.

Of the 11 entities reporting to the Minister of Finance, 6 entities received an unqualified audit opinion, while 5 received an unqualified audit opinion with emphasis of matters.

2. ACCOUNTING STANDARDS BOARD (ASB)

We have only ever received unqualified (“clean”) audits since the inception of the ASB in 2002. This includes the audit for the financial year ended 31 March 2023.

3. CO-OPERATIVE BANKS DEVELOPMENT AGENCY (CBDA)

The CBDA is a relatively small entity without its own internal audit function. The CBDA appointed a service provider to perform qualify reviews during the 2022/23 annual financial statements. This measure resulted in an unqualified audit outcome with no material misstatement for the 2022/23 annual financial statements.

Five of the findings on material misstatements of the 2022/23 annual financial statements were resolved and one, relating to non-compliance with legislation, was resolved. The only outstanding finding relates to consequence management, which is in progress. The Acting Managing Director, after his re-appointment in July 2023, has now concluded the remaining consequence management matters and has sent it to NT Internal Audit for due diligence, as requested by the CBDA Audit Committee. All consequence management issues will be finalised during this financial year.

Yet again, a service provider has been appointed to perform qualify reviews for the 2023/24 annual financial statements.

The AMD is confident that the measures put in place will achieve a 100% clean audit for the 2023/24 financial year.

4. DEVELOPMENT BANK OF SOUTHERN AFRICA (DBSA)

N/A - DBSA achieved a clean audit.

5. FAIS OMBUD

We confirm that the FAIS Ombud Office achieved a clean audit for the 2022/23 financial year and will continue to strive to achieve it.

6. FINANCIAL INTELLIGENCE CENTRE (FIC)

The Financial Intelligence Centre (FIC) has achieved a clean audit in its 2022/23 financial year. The FIC will continue on this trajectory of rigorous financial management in the current financial year.

7. FINANCIAL SECTOR CONDUCT AUTHORITY (FSCA)

The Financial Sector Conduct Authority (FSCA) has adopted a comprehensive approach to maintain a clean audit status from the Auditor-General of South Africa (AGSA). Its commitment to financial prudence, transparency and accountability drives its efforts to ensure that Annual Financial Statements (AFS) are free from material misstatements, whether due to fraud or error and the Annual Performance Report (APR) meets the highest standards of accuracy and compliance. The following are the key measures the FSCA has put in place to maintain a clean audit status:

1. Annual Financial Statements

A dedicated team of qualified and experienced personnel is responsible for preparing the AFS. They ensure strict compliance with relevant accounting standards, the Public Finance Management Act (PFMA) and other applicable legislation. The Executive Committee (EXCO), Strategic Management Committee (SMC), Audit and Risk Committees provide oversight of the FSCA’s monthly, quarterly and annual financial reporting.

2. Irregular, Fruitless and Wasteful Expenditure

To prevent irregular or wasteful expenditure, the FSCA has implemented a rigorous multi-level approval process and established a system of internal controls. These measures ensure that all financial transactions align with organisational goals and adhere to FSCA internal policies and applicable legislation.

3. Predetermined Objectives

The FSCA’s Monitoring and Evaluation unit reviews quarterly reports and verifies the submissions against each division’s portfolio of evidence to ensure that all reports accurately reflect the performance against the predetermined objectives laid out in the Annual Performance Plan.

4. Procurement and Contract Management

The FSCA procurement decisions benefit from the expertise of supply chain professionals and the counsel of the Head of Office of General Counsel, who advise the Bid Adjudication Committee on the legal aspects of all procurement decisions.

5. Compliance with Key Legislation

The compliance unit continuously monitors the FSCA’s adherence to relevant policies, legislation governing financial matters, including the PFMA and other applicable legislation.

6. Effective Internal Control Systems

The internal audit function overseen by the Audit Committee reviews internal controls annually in alignment with the FSCA's risk profile. The audit annual plan incorporates a pre-assessment of financial and performance reporting. Additionally, all findings raised from audits, if there are any, are recorded in the audit tracker and implementation of controls as per the audit recommendations, are monitored on a monthly basis. The Governance, Risk and Assurance department conducts a thorough annual risk assessment to identify potential risks related to financial and performance reporting and takes steps to mitigate them. Regular training is provided to personnel responsible for financial and performance reporting to ensure that reports produced are in accordance with applicable laws and regulations.

7. Governance

The FSCA has four governance committees in place authorised to provide oversight and make recommendations to EXCO. These are the Remuneration, Risk, Audit, and Social and Ethics Committees. These committees have approved terms of reference that outline the purpose, scope, and operational rules for each committee. All committees have annual evaluation processes in place to measure the effectiveness of each committee.

Through these measures, the FSCA is dedicated to achieving and maintaining a clean audit status, demonstrating a commitment to uphold the highest standards of financial integrity, transparency and accountability.

8. GOVERNMENT EMPLOYEES PENSION FUND (GEPF)

The GEPF has received unqualified audit outcomes for 26 consecutive years from 1998 to 2023.

9. GOVERNMENT PENSIONS ADMINISTRATION AGENCY (GPAA)

The Government Pensions Administration Agency (GPAA) has historically never achieved a clean audit due to irregular expenditure and the inadequate consequence management related to it. The GPAA has made a concerted progress towards a clean audit outcome during 2022/23 financial year under the guidance of the newly appointed Chief Executive Officer and the Acting Chief Financial Officer. This is evidenced by a visible R14 million (33%) decrease in the irregular expenditure of (R29 million) reported during 2022/23 against the R43 million reported during 2021/22. The R25 million of irregular expenditure was due to the historic irregular recurring contracts emanating from previous financial years. The CEO GPAA has taken a firm stance and decision to terminate these recurring irregular contracts in order to halt the continuation of irregular expenditure.

The decrease in irregular expenditure was achieved due to management initiatives of improving the internal controls around the procurement processes. The GPAA CEO, Acting Chief Financial Officer and relevant Chief Directors also improved on the implementation of historical pending consequence management cases relating to irregular expenditure.

All these initiatives took place even though the GPAA has operated without the following Level 15 Executive positions for a decade:

Chief Financial Officer

Chief Operations Officer

Head Corporate Services

A decade long lack of Director-General Positions at GPAA has led to this void and the fact that we are currently operating at over 200 contract positions, has led to the instability of the work force. The finalisation of vacant Director General positions is currently in the DG: Treasury’s desk and we await feedback. Subsequently on the 7 June 2023; The Minister of Finance has recommended to the Minister DPSA the GPAA structure for approval. The GPAA still await the approval of the baseline structure from DPSA. Some supply chain management vacancies still need to be filled to improve on the capacity and performance of the unit. The approval of the structure will ensure that operationally we are more stable and rigid in achieving our mandate and circumvent matters that impede the organisation from achieving a clean audit, amongst others.

Management’s efforts has been carried forward into 2023/24 and the results should reflect a significant improvement.

10.GOVERNMENT TECHNICAL ADVISORY CENTRE (GTAC)

GTAC had achieved a clean audit for the 2022/23 year

11. INDEPENDENT REGULATORY BOARD FOR AUDITORS (IRBA)

The IRBA already receives a clean audit.

12. LAND BANK

Actions at entity level

Reason for Land Bank’s unqualified audit with findings:

The Land and Agricultural Development Bank of South Africa (Land Bank) received an unqualified audit opinion with findings for FY2023 due to internal control deficiencies that were identified by the Auditor General of South Africa on the reporting of collateral that resulted in material adjustments. The underlying collateral management system works as intended. The finding resulted from the erroneous reporting wherein some portfolios’ collaterals were duplicated.

Remedial Action

The Board of Land Bank instituted an extensive remedial plan post the disclaimed audit opinion in FY2020. The remedial plan process continues to be implemented with focus not only on areas where deficiencies were identified but broadly across the different processes of the Bank to ensure that adequate internal controls are in place.

Specific remedial work is being undertaken on the management and reporting of collateral to address the audit findings raised by the Auditor General of South Africa (AGSA) in the FY2023 audit.

The Land Bank’s Internal Audit Department (which has been strengthened with the appointment of a permanent Chief Audit Executive effective 03 July 2023) provides an independent review of the remedial work by management.

Progress Monitoring and Oversight.

Implementation of the remedial plan is done through a dedicated management forum and monitored through the oversight role of the Audit and Finance Committee of the Board which meets on a monthly basis for this purpose.

13. OFFICE OF THE PENSION FUNDS ADJUDICATOR (OPFA)

Not applicable, the Office of the Pension Funds Adjudicator received a clean audit for the 2022-23 financial year.

14. OFFICE OF THE TAX OMBUD (OTO)

1. Section 19(1) of the Tax Administration Act, 2011 (Act 28 of 2011) (TAA) provides that the Tax Ombud reports directly to the Minister of Finance and the Office of the Tax Ombud must submit an annual report to the Minister of Finance, within 5 months of the end of the South African Revenue Service (SARS) financial year.
2. In turn, section 19(3) of the TAA makes provision for the Minister of Finance to table the annual report of the Office of the Tax Ombud to the National Assembly.
3. The Office of the Tax Ombud (OTO) is not a public entity in terms of the Public Finance Management Act, 1999 (Act 1 of 1999) (PFMA).
4. That said, the Auditor General South Africa (AGSA) currently performs the external audit assurance only on performance information of the Office of the Tax Ombud at the request of the Tax Ombud. The audit conclusion on the performance of the Office of the Tax Ombud against predetermined objectives is included in the 2022/2023 Annual Report of the Office of the Tax Ombud that was tabled by the Minister of Finance in the National Assembly on 29 September 2023 and discussed in the Standing Committee Finance on 11 October 2023.
5. Therefore, the Office of the Tax Ombud received no material findings on its audit of pre-determined objectives for the 2022/2023 financial year.
6. To maintain the status-quo the OTO will incorporate combined assurance approach within its governance structure that involves the integration and coordination of various assurance activities to provide a comprehensive and well-rounded view of risk management, control systems, and overall performance. This includes bringing together multiple assurance providers, such internal audit, external audit, and oversight committees, to collaborate and share information, findings, and insights.

15. PUBLIC INVESTMENT CORPORATION (PIC)

1. Audit opinion: unqualified audit opinion with a finding.

 

The Auditor-General’s finding indicated that the investment activities performed did not, in all instances, comply with investment policies and guidelines, in that in some instances, the risk relating to politically exposed persons (PEPs) identified was not assessed to ensure that the necessary enhanced due diligence and enhanced monitoring processes are applied to the high-risk PEPs identified, as required by the established policy.

1. Action:

• The identified PEPs have been included in the PEP register.

• The custodian of the PEP register is now the Compliance Department that gets weekly PEP activity from the system.

• The policy will also be workshopped to the business.

16. SOUTH AFRICAN REVENUE SERVICE (SARS)

SARS received clean audits for its Expenditure Accounts (Own Accounts) (1), Revenue Accounts (2) and the report on the Audit of the Annual Performance Report (3) in the 2022/2023 financial year. The three (3) audit opinions attest to the quality of financial management in SARS and is aligned to one of its Strategic Objectives focused on inculcating good stewardship of its resources across the organisation.

SARS Internal Audit regularly perform audits on areas of risk. SARS has appointed resources such as Governance Specialists in the finance teams. Controls have been embedded to detect and pro-actively manage risks related to the regulated environment.

SARS also implemented action plans to not only sustain the audit outcome from 2022/23 but to further embed good financial management practices.

17. SASRIA SOC LIMITED

1. Audit opinion: unqualified audit opinion with a finding.

Finding related to SASRIA’s failure to comply with section 55 of the PFMA insofar as it relates to the submission of the annual report, annual financial statements and the report of the auditors on those statements.

1. Actions to be put in place

• SASRIA will have an Audit Steering Committee, comprising of External Audit, other Assurance functions and management.

• Ensure active management and implement improvements in communication and efficacy of the audit process.

• External Audit will be requested to develop a project plan which will be approved by the Audit Committee. The progress against the plan will be monitored by the Steering Committee on a weekly/bi-weekly basis.

• Significant deviations from the plan will be escalated to the Executive Committee and if no improvement to the Audit Committee.

Reply:

The development of the draft National Security Strategy is being undertaken by the National Security Council. Once the National Security Council has completed its work and the draft National Security Strategy has been considered by Cabinet, the draft will be made available for consultation and input.

Reply:

Forensic Audits 2020-2021
(1)(a)(i+ii) Which audits have been concluded per month	(1)(b) What was the value of each audit	(2) What was the nature of each audit	(3) Who conducted each audit	(4) What was the outcome of each audit
N/A	R0	General complaint received 24 Feb 2020	Independent Forensic Investigators	Closed
N/A	R0	Unethical conduct complaint received 22 July 2020	Independent Forensic Investigators	Closed

Forensic Audits 2021-2022
(1)(a)(i+ii) Which audits have been concluded per month	(1)(b) What was the value of each audit	(2) What was the nature of each audit	(3) Who conducted each audit	(4) What was the outcome of each audit
From 1 January 2022, three investigations were undertaken. Two investigations were received in May 2022 through the Hotline and one was a direct call from the whistle-blower received in June 2022.	R0 R0 The Direct Call R89 000	Unethical Conduct Unethical Conduct Payment of invoices without work done	All investigations are conducted by independent forensic investigators that are sourced through supply chain management processes.	The process was underway to conclude the three investigations in the FY 2022-2023 table.

 

 

Forensic Audits 2022-2023
(1)(a)(i+ii) Which audits have been concluded per month	(1)(b) What was the value of each audit	(2) What was the nature of each audit	(3) Who conducted each audit	(4) What was the outcome of each audit
N/A	R0	Unethical Conduct	SIU	Irregularities were identified. Matter still underway.
N/A	R0	Unethical Conduct	SIU	Allegations partly confirmed. Matter still underway.
N/A	R390 195	Bribery/Corruption	Forensic Investigators (Outsourced)	Improper conduct and misrepresentation on the part of certain officials identified. Matter still underway.
N/A	R0	Misconduct	Human Capital	False allegations identified.
N/A	R0	Misconduct(duplicate of 10)	Human Capital	False allegations identified.
N/A	R89 000	Payment of invoices without work done	The preliminary investigation was done by forensic investigators (Outsourced)	Referred to SIU for full investigation. Matter still underway.

Forensic Audits since 1 April 2023
(1)(a)(i+ii) Which audits have been concluded	(1)(b) What was the value of each audit	(2) What was the nature of each audit	(3) Who conducted each audit	(4) What was the outcome of each audit
N/A	Pending	Corruption	SIU	In progress
N/A	Pending	Corruption	SIU	In progress
N/A	Pending	Investigation	Pending	In progress
18 September 2023	Pending	Suspected scam	SIU	In progress
04 October 2023	Pending	Complaint on HC process	SIU	In progress

 

Reply:

(a and c)The time allocated in Cabinet for concurrence is as follows:

• Present to ESIEID Cabinet Committee on 7 February 2024
• Cabinet approval on 14 February 2024.  
• Gazette on 23 February 2024.

(b) I was hoping to get this matter onto the November Cabinet schedule.

Reply:

I have been informed by the department that the details of ongoing cases are contained in the table below.

NO.	NAME OF THE CASE	DATE STARTED	NATURE OF THE CASE
1.	Minister of Tourism vs. Corporate Skills Development Services.	25/02/2019	This is a claim by Department for the irregular award of a tender to Corporate Skills Development Services. The Department requested the court to cancel the contract.
2.	Minister of Tourism vs. KA Morritt/ Morritt CC	07/11/2016	This is a claim by the Department based on a collision between a Departmental vehicle and a vehicle belonging to and/ or driven by KA Morritt.
3.	Minister of Tourism vs. Bonwelong Skills Development cc and Mr Inama.	27/01/2017	This is a claim for money paid in advance to Bonwelong for the implementation of the Hospitality Youth Programme in Limpopo and North West Provinces. Bonwelong cancelled the Agreement with the Department but failed to pay back the advanced payments.
4.	Minister of Tourism vs. Wayne Smith and Associates & Wayne Smith	04/11/2020	This is a claim by the Department based on a collision between a Departmental vehicle and a vehicle belonging to and/ or driven by Wayne Smith and Associates & Wayne Smith.
5.	Minister of Tourism vs. Second Generation Consulting CC	18/10/2017	This is a claim filed by the Minister for damages emanating from failure by the Defendant to discharge its contractual obligations as per the Agreement.
6.	Minister of Tourism vs. Amathemba Skills Pty Ltd	14/07/2021	This is a claim by the Department against Amathemba Skills for: Claim for payment of unused project funds totalling R1 335 106-15. R445 632-12 which was withdrawn by Amathemba after the expiry of the Agreement without authorisation. R1 412 348-86 for drawings made by Amathemba without furnishing valid invoices to justify the expenses.
7.	Minister of Tourism vs. Samuel Malesela Mogale Business Enterprise CC	10/07/2020	This is a claim by the Department against the Defendant as a result of double payment from a Covid-19 relief fund.
8.	Minister of Tourism vs. Siyanda Mbeki	28/06/2019	On 1 July 2019, the Defendant was transferred from the Department of Tourism. At the time of his departure, he had an existing debt in respect of his bursary debt. The Defendant failed to comply with clause 2(C) of the bursary contract, where upon he had undertaken to “furnish the Department with necessary proof of my examination results immediately after the results of any annual examinations/ supplementary examinations have been made known by the examination authority.” As a result of his non-compliance the Department withdrew his bursary contract in terms of clause 3(b) of the contract and the debt became due.
9.	Minister of Tourism vs. ZM Kubheka.	02/03/2022	This is a claim to recover from the official, overpayment of monthly salary, bond repayment and leave taken without authorisation, which resulted in leave without pay.
10.	Minister of Tourism vs. MBB Consulting Services (PTY) Ltd	01/11/2022	The claim relates to financial loss to the amount of R12 215 308-00 suffered by the Department due to mismanagement of the projects’ funds by the Implementer.
11.	Minister of Tourism vs Kganakga SM	21/04/2022	On 11 November 2020, the Department entered into a written an agreement with the Defendant wherein the latter was to participate in a training programme of Mandarin Language Tourist Guiding. The Defendant pulled out of the programme before its completion and as a result the Department incurred costs in the sum of R8 395-00 being costs for the preparation. The Department instructed the State Attorney to recover the amount from the Defendant.

Ongoing Cases against the Department

NO.	NAME OF THE CASE	DATE STARTED	NATURE OF THE CASE
1.	Gerson Nevari vs. Department of Tourism & Director-General of the Department of Tourism	25/06/2020	Applicant is challenging that the Department that he resigned from his employment and if the court finds that indeed he resigned, he alleges constructive dismissal.
2.	Umbuso Training Services (Pty) Ltd vs. The Member of the Executive Committee, Department of Tourism	15/04 2021	This is a claim against the Department for payment in the amount of R246 675-00 (being the 10% retention money) and for payment in the amount of R825 700-00 (being for administration of stipends).
3.	ActionSA vs. Minister of Tourism and Others	16/11/2022	An application regarding the flow of untreated and raw sewage into the rivers and the sea in Durban and surrounding areas.

Reply:

The Tourism Sector Masterplan which was approved by Cabinet in October 2023 was derived from, among others, the three-year Tourism Sector Recovery Plan (TSRP), approved by the Cabinet in April 2021.

The plan primarily aims to galvanise government, industry, and labour to collectively share a common vision that will position the tourism industry on an inclusive and sustainable competitive path for the benefit of all South Africans.

The Masterplan is anchored on three interlinked pillars or strategic themes:

• Protect and Rejuvenating Supply;
• Re-ignite Demand;
• Strengthen Enabling Capability for long-term sustainability.

Within these pillars, there are seven Strategic Interventions that address key areas of focus.

These interventions include enhancing education and skills development, promoting entrepreneurship and economic growth, improving infrastructure and connectivity, fostering social cohesion and well-being, preserving the environment and natural resources, strengthening governance and institutions, and promoting regional cooperation.

Additionally, there are three enablers that support the implementation of the plan, namely, to form targeted, strategic partnerships between government and industry; partnering with relevant departments to ensure improved travel facilitation through the implementation of e-visas, tourist safety, airlift capacity and quicker turnaround times in the processing of tour operator licences; and stimulate domestic demand through Government Consumption expenditure.

The plan indicates that South African Tourism is the lead partner in destination marketing of South Africa as a key destination and the entity will continue leading in the stimulation of demand in collaboration with the industry and provinces through the following programmes:

• Targeted domestic initiatives and campaigns through domestic tourism seasonal campaigns.
• Domestic business events and B2B campaigns.
• Regional tourism campaigns to increase the number of tourists from the continent/region.
• A global marketing campaign targeted at high-value source markets.
• A global business events campaign to drive an increase in the number of events and business events hosted in SA.
• Drive the number of international bid submissions.
• Facilitation through the National Association Project to host Business events in VTSDs.
• Drive the growth in the number of quality-assured establishments.  
• Confirming and implementing the brand management protocol.

 

Reply:

I have been informed by SA Tourism that the details regarding qualifications of top management are contained in the table below.

With regard to the top leadership and management in SAT	(i) What qualifications does each of the specified persons have in each case	(ii) How do the specified qualifications align with the position that must be fulfilled
(a) Chief Executive Officer	The CEO role is currently vacant and recruitment is in progress. The acting incumbent has been appointed by the Board to carry the delegation of CEO to allow for business continuity.	The requirements for the Chief Executive Officer are the following: A recognised Bachelor’s Degree; A recognised post graduate qualification. Masters or equivalent will be an added advantage; At least 10 years proven experience in senior management, including 5 years at executive-level; Public Service/Public entity experience at senior management level will be an added advantage; An understanding of the tourism industry (Government Policy and Private Sector Stakeholder landscape) will be an added advantage; Marketing Operations Management
(b) Chief Finance Officer	- Bachelor degree in Accounting; - Bachelor Honours degree in Accounting; and (CA) SA	The requirements for the Chief Finance Officer are the following: B. Com Financial Accounting Honours Degree or equivalent; Registration with SAICA as CA (SA); Master’s in Business Administration (MBA) or Financial Management will be a definite added advantage; Minimum 10 years in executive financial management role; Minimum 10 years’ experience in managing the Finance function in a public entity; Minimum 10 years experience in managing the Finance function of an entity within the tourism sector will be an added advantage; The qualifications the incumbent possesses, coupled by their work experience align them to the position fulfilled.
(c) Chief Operations Officer	- Bachelor of Social Science - GIBS Executive Leadership Development Programme;	The requirements for the Chief Operations Officer are the following: A three-year Commerce degree (major in Marketing would be preferred); Excellent understanding of marketing principles A post graduate business management qualification and/or previous project management experience would be an advantage 8-10 years’ work experience in Marketing and Advertising and communications field, or similar environment, of which 5 should be in senior management. Marketing Operations Management. Government priorities and imperatives. Legislation and regulations that govern the Public Service e.g. the Public Service Act. The PFMA and regulations, and other relevant legislation – e.g. the National Strategic Intelligence Act; the National Archives of South Africa Act; the Promotion of Access to Information Act. Performance monitoring, evaluation and reporting frameworks, systems and processes. Relevant legislation and regulatory requirements namely PFMA, Treasury Regulations and Frameworks on performance information and strategic plans. The panel at the time of recruitment considered the candidate's experience and knowledge and concluded that it is aligned with job requirements which led to the decision to hire the candidate.
(d) Chief Quality Assurance Officer	- BCom Marketing Degree - Professional Management Development programme -GIBS - MASA Diploma in Media Management.	- A Three-year Commerce degree (major in Marketing would be preferred) - A postgraduate or Master’s Degree in PR/Hospitality/Sales & Marketing/Travel & Tourism Management or equivalent. - 8-10 years in Senior Operations and/or Marketing and Sales Management experience or a related field, of which 5 years should be in management position. - Experience in Hospitality Product / Business Development, Destination and/or product knowledge. The qualifications the incumbent possesses, coupled by their work experience align them to the position fulfilled.
e) Chief Marketing Officer	The CMO role is currently vacant and recruitment is in progress. The acting incumbent has been appointed to carry the delegation of CEO to allow for business continuity.	Bachelor’s degree in marketing/Advertising/Business Development/Management/Business Administration/International Relations/Public Relations or a bachelor’s degree in any other field with relevant experience Postgraduate qualification in Marketing/Advertising/Business Development/ Management and/or relevant field will be an added advantage. 10 years’ work experience in Marketing, Advertising, Communications and Media Marketing (press and digital) with experience from travel and tourism industry or similar background. • 5 years’ experience in Senior General Management experience • Experience in Public Sector will be added advantage • Experience in international/multinational marketing organisation • Ability to operate and manage in a matrix organisation with multiple stakeholders • Savvy marketer and a great communicator
f) Chief Convention Bureau Officer	The CCBO role is currently vacant and recruitment is in progress. The acting incumbent has been appointed to carry the delegation of CEO to allow for business continuity.	Degree Commerce (major in Marketing/Tourism/Economics would be preferred); Excellent understanding of marketing principles, especially business events; A postgraduate qualification in business management and previous project management experience would be an advantage; 8-10 years’ work experience in Marketing and Advertising and communications field, or a similar environment, of which 5 should be in management.
g) Chief Strategy Officer	Vacant	Bachelor’s Degree preferably in Business Information Science or Statistics. 8-10 years in data analytics and research or a related field, of which 5 years should be in a management position. • Post Graduate Degree in Business Management would be an added advantage. - Extensive knowledge of international and domestic travel • Knowledge and understanding of the principles of business, the application thereof, the opportunities within business and the seizure of such opportunities • Knowledge and understanding of research methodology and principles critical in deriving intel that is reliable and integral • Excellent understanding of marketing principles, especially business events. Understanding general data management policies and procedures. • Ability to implement and follow governance and compliance procedures. Previous experience in managing an Analytics/ Research Department is essential

Reply:

(i)The Department

(a)(i) What are the plans to reduce spending?

I have been informed by the Department that the Cost Containment Guidelines were issued as advisory and not an instruction in terms of section 76 the Public Finance Management Act (PFMA), 1999. The department, however, took an initiative to reduce expenditure on travel and related items as advised in the guidelines. An internal circular was issued to staff in that regard in September 2023.

(b)(ii) What are the timelines, milestones and/or deadlines in this regard?

Based on the guidelines, the Department of Tourism reprioritized and released R63,699m during the Adjustment Estimates of National Expenditure (AENE) process.

(c) What is the anticipated impact of this on the

(i) functioning of the Department

Although travelling was scaled down due to the budget cuts, the department is committed to achieve all the planned targets.

(ii) respective mandates of the department?

The department is committed to implement all the targets in the APP. There have not been any amendments to the APP.

(ii) SA Tourism

(a)(i) What are the plans to reduce spending?

I have been informed by South African Tourism that in 2024/25, SA Tourism’s budget allocation is set to decrease by 7,5%. The budget cuts and spending reviews during the Medium Term Expenditure Committee submission have heightened the entity’s budget optimisation strategy. The entity had already in its annual performance plan identified budget optimisation as an indicator, thus emphasizing efforts to adhere to austerity measures as communicated by National Treasury.

(b)(ii) What are the timelines, milestones and/or deadlines in this regard?

Overhead expenditure, which include operational costs such as communication, office consumables and IT support have been targeted as areas to reduce spending. Where contractual obligations exist, these will not be renewed. This is an ongoing process; however, most savings are expected to be realised in 2024/25 budget.

(c) What is the anticipated impact of this on the

(i) functioning and (ii) the respective mandate of SA Tourism

Marketing costs which are the core operating costs in achieving SAT’s are expected to decrease by 6% in 2024/25. Hosting and capabilities have been targeted to be reduced. These include reduction in travel costs of hosted media and trade.

Also, currently cost efficiency measures are being implemented in procurement of marketing initiatives to ensure that SAT achieves maximum value for money and unnecessary spending is avoided.

Reply:

I have been informed that the Department is not responsible for the Mphephu Resort and has not provided any funding to this facility. I understand that this property belongs to the Limpopo Department of Economic Development, Environment and Tourism and the Honourable Member is advised to refer this query to them.

Reply:

1. What is the implementation interface between the Tourism Sector Masterplan and the National Tourism Sector Strategy 2016-2026 with regard to the SA Tourism plans?

The Tourism Sector Masterplan (TSMP) was approved by Cabinet in October 2023.

It was derived from, among others, the three-year Tourism Sector Recovery Plan (TSRP), which comprises interventions that extend beyond its immediate implementation time period of 2023–2024 and was approved by the Cabinet in April 2021.

The plan primarily aims to galvanise government, industry and labour to collectively share a common vision that will position the tourism industry on an inclusive and sustainable competitive path for the benefit of all South Africans.

The Masterplan is anchored on three interlinked pillars or strategic themes:

• Protect and Rejuvenating Supply;
• Re-ignite Demand;
• Strengthen Enabling Capability for long-term sustainability.

Within these pillars, there are seven Strategic Interventions that address key areas of focus. These interventions include enhancing education and skills development, promoting entrepreneurship and economic growth, improving infrastructure and connectivity, fostering social cohesion and well-being, preserving the environment and natural resources, strengthening governance and institutions, and promoting regional cooperation.

Additionally, there are three Enablers that support the implementation of the plan, namely, to form targeted, strategic partnerships between government and industry; partnering with relevant departments to ensure improved travel facilitation through the implementation of e-visas, tourist safety, airlift capacity and quicker turnaround times in the processing of tour operator licences; and stimulate domestic demand through Government Consumption expenditure.

The plan indicates that South African Tourism is the lead partner in destination marketing of South Africa as a key destination and the entity will continue leading in the stimulation of demand in collaboration with the industry and provinces through the following programmes:

• Targeted domestic initiatives and campaigns through domestic tourism seasonal campaigns.
• Domestic business events and B2B campaigns.
• Regional tourism campaigns to increase the number of tourists from the continent/region.
• A global marketing campaign targeted at high-value source markets.
• A global business events campaign to drive an increase in the number of events and business events hosted in SA.
• Drive the number of international bid submissions.
• Facilitation through the National Association Project to host Business events in VTSDs.
• Drive the growth in the number of quality-assured establishments.  
• Confirming and implementing the brand management protocol.

SA Tourism is the lead on the Effective Marketing Pillar of the NTSS, which is aligned to the strategic interventions of the Tourism Master Plan. The effective marketing is done through engagement with tourism bodies and provinces through a coordinated approach.

(2) Whether SA Tourism has developed audit action plans to deal with financial management and cash flow challenges; if not, what is the position in this regard; if so, what are the relevant details?

With regard to audit action plans; for the current financial year South African Tourism has compiled an audit action plan resulting from findings by the Auditor General and Internal Audit services. The plan is monitored on a monthly basis by internal audit to ensure implementation by management. Moreover, SAT has set up an “operation clean audit committee” comprising various business unit managers to ensure that compliance and financial management is achieved throughout the organisation.

Stringent cashflow management is in place given the current cashflow challenges. Controls are to monitor cash flow daily and report more frequently. Measures also include deferring non-urgent payment and transfer of funds to the international office been rationed to transfer only what is required on a monthly basis.

3. Whether SA Tourism has started to develop a business optimisation strategy; if not, why not; if so, what are the relevant details?

The budget optimisation strategy which was identified as a deliverable in the approved Annual Performance Plan, is at an advanced stage of development. A change in the approach to strategy development in the beginning of the financial year, and extensive work required in research and benchmarking has resulted in delays in the targeted dates. However, management will ensure that sufficient progress is achieved at the end of quarter 3.

4) What measures has SA Tourism put in place to achieve its employment equity targets with the current moratorium in place?

Two targets have not been met during the period, namely Women in Senior management positions and employment of person with disabilities.

1. Ordinarily the action would be to identify roles for purposes of meeting the Employment Equity targets as part of recruitment planning.

2. Persons with disabilities were prioritised through the recruitment of interns with disabilities,  as well as awareness sessions and management training on reasonable accommodation.

 

Reply:

The Department of Home Affairs plays no role in the online application process beyond confirming the citizenship status of the supplied identity number. The duty to register voters, compile and maintain a voters’ roll is in terms of section 5 (e) of the Electoral Commission Act 51 of 1996 read with section 5 of the Electoral Act 73 of 1998 within the sole remit of the Electoral Commission.

Voters who register to be included in an international segment of the voters’ roll are not required to provide their physical addresses because they are registered against a South African mission and the mission constitutes a component of the international segment of the voters’ roll for purposes of elections of the National Assembly.

END

Reply:

1. There are some imperatives that must be understood by all when it comes to Social Compact and Social Compacting. Among these, are the following:

1. Social Compacting is both a process and an institutional framework.
2. Social Compact traverse on the social dialogue path, it then progresses through collective bargaining processes
3. Social Compact requires elements of societal partnerships.
4. Given what is stated above and below, it therefore stands to reason that, Social Compacting is about Unity in Diversity, where common interests are maximised in a principled manner.
5. Social Compacting is premised from a firm belief that working together, coordinating, collaborating, cooperating, converging, co-creating, networking and building trust between important groupings in society will lead to better socio-economic outcomes than each working separately.

2. The dynamic process of Social Compact is advancing, recognising changing conditions, adapting to them, acknowledging different and/or conflicting interests, navigating through them. It should be stated that some of the elements that are listed on this question may not fall under the ambit of Social Compact, whilst others can be grouped together, and as such are globally responded to.

1. Emerging consensus was achieved on key binding constraints to economic growth and what should be done especially in relation to energy and freight.
2. Understanding of the nature of the ESKOM crisis and links to the energy crisis was developed
3. Signing of the social compact to support ESKOM
4. The implementation plan has been regularly reviewed and updated making the Social Compact a living and interactive process
5. Birthed the work of Operation Vulindlela, the National Electricity Crisis Committee (NECOM) and the Operational Partnership between business and government.
6. Changing nature of NEDLAC Energy Work Stream when NECOM was set up.
7. Set up co-ordinating structures including a 7-a-side of the leadership of social partners and government.
8. Improve the eco-system for small business
9. The structures set up under the Economic Recovery and Reconstruction Plan (ERRP) were consolidated into NEDLAC Chambers and Task Teams.
10. Establishment of the Presidential Climate Change Commission

Reply:

Find reply here

Reply:

The Department of Home Affairs plays no role in the accreditation of venues as voting stations for eligible South African citizens abroad. Sections 33(3) and 33(4) of the Electoral Act 73 of 1998, determine the location of voting stations outside of the country at South African Embassies, High Commissions, and Consulates.

END

Reply:

I have been informed that the Department of Tourism has not had a budget line item for transfers to the Tourism Business Council of South Africa (TBCSA) for the financial years 2020/21 to 2023/24 and has not made any transfers to TBCSA in that period.

SA Tourism does not allocate budget for the Tourism Business Council of South Africa (TBCSA) as they have their own budget as the administrators of the Tourism Marketing South Africa (TOMSA) levy.

Reply:

(a)(i) There were 31 229 persons detained for the purposes of deportation between 29 June 2019 and 30 October 2023.

(a)(ii) 27 823 deportations were confirmed between 29 June 2019 and 30 October 2023.

(b) For the period between 19 June 2019 and 30 October 2023, the following:

(b)(i)(aa) There were no court cases initiated against Home Affairs concerning detention for purposes of deportation.

(b)(i)(bb) No court cases were initiated against the department to prevent confirmation of deportations.

(b)(i)(cc) There were no court cases initiated against the department regarding the confirmation of deportation.

(b)(ii) There were no court cases which required the department to defend.

 

END

Reply:

(1)(a) When an applicant applies for renunciation and submits a guarantee letter, [of a pending offer of citizenship by another country] the applicant is issued with a renunciation letter, and his/her ID number is converted from a SA citizen ID number to a non-SA citizen ID number.

(1)(b) Same as above.

(2)(a) There is no backlog.

2(b) Not applicable

 

END

Reply:

ACTIVATIONS AND AMPLIFICATION OF THE CAMPAIGN:

I have been informed by SA Tourism that the plan for a summer campaign activation has been approved for implementation during the weekends of December 15-17 and 22-24. The objective is to establish a platform for South Africans to engage in the Tourism Economy while also generating excitement among the public through a diverse range of tourism products and experiences.

The roll out includes the following activities:

• Out of Home Campaign - running since October 2023
  • • SMME Showcase platforms at main route oasis + Festivals through the Sustainability Village platform.
    • Gimme Summer Amplification of PTA summer campaign activations (2 per province)
    • Amplification of the activations through SAT owned social media channels.

(b) total number of jobs does she envisage to create from the summer campaign this year?

SA Tourism uses the “Summer Army” in the activation across all nine provinces. SA Tourism will receive the final job creation figures at the end of the summer campaign.

Reply:

The Minister of International Relations and Cooperation (DIRCO) did not meet with Mr Ismail Haniyeh or any member of Hamas during her visit to Qatar in November 2023. It is worth noting that Hamas is headquartered in Qatar and that the organisation is funded by the Government of Qatar. The presence of Hamas has historically been supported by the Government of the United States as the latter required a channel of communication to the organisation. This is part of the reason why Qatar has been able to play a prominent role in negotiating the current humanitarian pause as well as the exchange of hostages and political prisoners between Hamas and Israel.

Reply:

In the State of the Nation Address in June 2019, I invited South Africans to look beyond the challenges of the present and to imagine a country of high-speed trains, smart cities and a high-tech economy.

I said that to reinvigorate the implementation of the National Development Plan, “we must cast our sights on the broadest of horizons”.

This bolder vision of a technologically advanced society has received practical attention over the last few years.

For example, the Department of Transport has developed a High-Speed Rail Framework. The Framework has prioritised and ranked the corridors using internationally benchmarked criteria. The Johannesburg to Durban corridor was identified as the highest-ranking potential high-speed rail corridor, with the Pretoria to Mbombela to Komatipoort corridor, and Johannesburg to Pretoria to Polokwane to Musina corridor, ranking second and third, respectively.

On 1 November 2023, Cabinet approved the High-Speed Rail Framework Framework for implementation, and for the Johannesburg to Durban corridor to be prioritised for a feasibility study. The Department of Transport plans to establish a High-Speed Rail Project Management Office to take this process forward.

Another practical example is the Lanseria Smart City.

The project aims to establish a new smart city in the area currently known as Lanseria that will be home to between 350,000 and 500,000 people by 2030. The Master Plan is managed and coordinated by the Gauteng Growth and Development Agency, with the support of local, provincial and national government.

Support is being provided for the development of bulk infrastructure through the allocation by the Department of Human Settlements of an Urban Settlements Development Grant to the city of Johannesburg.

The current focus of the project is on building a wastewater treatment and land acquisition.

Reply:

a) What steps have been taken to deal with issues related to tourism mentioned in the World Bank report?

It is the mandate of the South African Police Service to deal with all crime.

The safety of all tourists is paramount and we are determined to do all we can to ensure that all tourists have a safe and memorable experience in South Africa.

The Department continues to engage relevant Departments and implements various initiatives aimed at ensuring that tourists are safe, through the National Tourism Safety Strategy and the Memorandum of Understanding (MoU) between the Department and the South African Police Service (SAPS).

I convened the inaugural, quarterly, National Safety Forum (NSF) meeting on 29 May 2023. Two subsequent meetings were held on 29 August 2023 and 12 December 2023.

The NSF comprises all three spheres of government, SAPS, Airports Company South Africa, National Prosecuting Authority, Provincial Tourism entities, the private sector and various tourism product owners.

The NSF meets quarterly and has set targets to be achieved quarterly.

The Department has also budgeted R174 Million for the deployment and training of 2300 Tourism Monitors who will be deployed at major tourist attractions and sites, including strategic ports of entry, national parks and other attractions across the country to assist with tourism and safety related information and matters.

Another aspect of the National Tourism Safety Strategy is the Victim Support Programme (VSP) running in some provinces to support victims of crime.  A Standard Operation Procedure/ “How-to Guide” for the establishment of the VSP for all provinces was developed by the Department to assist provinces in setting up VSPs. Currently Mpumalanga and the western Cape have successful VSPs.

As part of the National Tourism Safety work, on 14 November 2023, I also held a Tourism Safety engagement with members of the Diplomatic Corps. The session was attended by 115 participants including Ambassadors, High Commissioners, Attachés’ as well as the embassy officials who included the locally recruited personnel.  

The briefing document was sent, via the Department of International Relations and Cooperation, to the diplomatic Corps and all SA Missions abroad.

The purpose of the session was to amongst others share South Africa’s programmes, interventions and strategies towards tourist safety.  The session provided prerequisite information with a view to enable the Diplomatic Community to appreciate South Africa’s efforts towards tourist safety and to further transmit the information to their citizens in countries of origin who are planning to visit South Africa in the near future. 

Earlier this year, the private sector launched the Secura Traveller app and 24-hour operations center to assist tourists with a range of services they may need in the event of any incident. The private sector indicates that the app links tourists to more than 200 service providers including private security companies, medical and translation services.

(b) What are the timelines, deadlines and/or milestones in this regard?

The above initiatives are continuously implemented by the department with the Tourism Monitors programme launched in Mpumalanga on 12 December 2023. The deployment to the remaining eight provinces will take place during the festive season.

Reply:

(1)(a)(i) - When did it take place?

I have been informed by South Africa Tourism that, regarding the inquiry concerning the acquisition of assets belonging to South African Tourism, it is imperative to clarify that it was not a seizure but rather a retrieval of assets. Specifically, the laptops in question are the rightful property of SA Tourism and do not constitute the personal assets of the individuals who were instructed to surrender their laptops for the purpose of data preservation. This procedural action transpired on Thursday, July 6, 2023.

(1)(a)(ii) - Where did it take place?

At the SA Tourism Johannesburg office, located in Bojanala House, 90 Protea Road, Chislehurston, Johannesburg, 2196.

(2)(a) - What assets were seized?

NO	LAPTOP/DESKTOP	MAKE	COLLECTION LOCATION	DATA COLLECTED	DATE RETURNED
1	LAPTOP	DELL LATITUDE 5520	SIU OFFICES DELIVERED BY SAT	10-Jul-23	11-Jul-23
2	LAPTOP	DELL LATITUDE 5520	SIU OFFICES DELIVERED BY SAT	10-Jul-23	11-Jul-23
3	LAPTOP	DELL LATITUDE 5520	SIU OFFICES DELIVERED BY SAT	07-Jul-23	10-Jul-23
4	LAPTOP	DELL LATITUDE 5520	SAT	06-Jul-23	10-Jul-23
5	LAPTOP	DELL LATITUDE 5520	SAT	06-Jul-23	10-Jul-23
6	LAPTOP	DELL LATITUDE 7300	SAT	06-Jul-23	10-Jul-23
7	LAPTOP	DELL LATITUDE 7290	SAT	06-Jul-23	10-Jul-23
8	LAPTOP	DELL LATITUDE 7300	SAT	06-Jul-23	07-Jul-23
9	LAPTOP	DELL LATITUDE 5300	SAT	06-Jul-23	07-Jul-23
10	LAPTOP	DELL LATITUDE 7290	SAT	06-Jul-23	07-Jul-23
11	LAPTOP	DELL XPS	SAT	06-Jul-23	07-Jul-23
12	LAPTOP	DELL LATITUDE 5520	SAT	06-Jul-23	07-Jul-23
13	LAPTOP	DELL LATITUDE 5430	SAT	06-Sep-23	08-Sep-23

(2)(b) - What are being used in place of the seized assets?

Individual laptops were returned as per the Table above. The focus remained on expediting the return of laptops to individuals in the minimum amount of time.

(3)(a) - Value of the seized assets?

The average value of laptops taken is approximately R 21 000, therefore the total average value was approximately R 252,000 at the time of collection for data preservation purposes.

(3)(b) - Reason for the seizure?

The assets were collected for the preservation of data to ensure that all information necessary to the investigation was secured and available to the investigators.

(4) - Whether legal action has been initiated?

The event was not a seizure but a collection of assets which already belonged to SA Tourism, not the individuals who were asked to hand them in for data preservation purposes. The assets that were collected are the property of SAT as an employer and were not seized from anyone. Officials were requested to temporarily hand in SAT property. No legal action has been initiated, and the SIU employees seconded to the agency continue their investigations.

 

 

Reply:

The projects, initiated by SA Tourism in the past three financial years, are as captured in the Annual Performance Plans and the relevant implementation reports have been presented to the Portfolio Committee.

The reports can also be accessed on the Parliamentary Monitoring Group (PMG) website.

Reply:

The Four-Year Partnership Agreement is between the Department of Home Affairs and the United Nations High Commissioner for Refugees (UNHCR). The Agreement was signed on 8 March 2021 paving the way for the implementation of Plan 2019: Backlog Project.

A (i) At the heart of Plan 2019, was the recruitment of 36 legally qualified Refugee Appeals Authority of South Africa (RAASA) members to assist with the adjudication and finalisation of Backlog Appeal cases. A total of thirty (30) Members were recruited at different times of the project in 2021. The Project was never fully capacitated with 36 Members due to UNHCR’s financial constraints.

(ii) During the recruitment process, we preferred lawyers who actually practised on arguing cases in court. However, the number has decreased to twenty-two (22) because many lawyers who abandoned their practices during the Covid lockdown have now resigned to go back to their practices since the lockdown is over

The UNHCR has first informed that they no longer have money, however, the EU (European Union) has agreed to help but can only fund ten (10) members. The result is that 12 members’ contracts will have to be terminated.

B (i) A total number of hearings conducted: 3 439.

(ii) A total number of finalised decisions: 3 626. (This figure includes paper determinations, “No Show” decisions, and family joining)

The total number of finalised appeal cases including cancellations/withdrawals of asylum claims: 8 380.

END

Reply:

(a) The type of critical skills shortages within the tourism sector institutions are:

• Financial Management
• Strategic Leadership
• Food Safety Quality Assurance
• Travel consulting
• Professional Cookery
• Tourism Information Officers
• Work Readiness and placement
• Occupational Health Norms and Standards
• Career Development
• Service Excellence
• Digitalisation Skills

I have, further, been informed that the above critical skills are informed by the existing Skills Audit Report and Tourism Sector Human Resources Development Strategy 2017 – 2027.

(b) The department experiences high turnover is some skills while unable to recruit and retain adequately skilled persons, at the same level as the level of loss, in the following areas:

• Supply Chain Management Skills
• Risk Management (Business Continuity Management Skills)
• Information and Communication Technology Skills
• Geographic Information System
• Graphic Designers

The department has also resolved to strengthen existing capacity on the management of Infrastructure Projects through augmenting the following skills:

• Construction Project Managers
• Quantity Surveyors

 

Reply:

Find reply here

Reply:

Yes.

a) The Department is contributing towards the training and upskilling of youth agri-preneurs in rural areas through various training interventions categorised as follows:

• Production: goat, poultry, crops, animals, maize, livestock and beef production, artificial insemination, hydroponics etc;
• Business and Entrepreneurship: bookkeeping, business management, financial management, record keeping, marketing, new venture creation, farm management, veld management, South African Good Agricultural Practice (SA-GAP), access to funding, conflict management etc.;
• Occupation Health and Safety: safety use of chemicals, animal health, fire management, biosecurity etc.; and
• Agro – Processing: grain processing, value adding, packaging etc.

(b)(i) Total beneficiaries who received training through the Comprehensive Agricultural Support Programme (CASP) during the current financial year (2023/24) is 10 085 of which 4 134 are youth and in addition, 394 beneficiaries of State Land Allocation Programme also received training of which 239 are youth.

NARYSEC Programme: 128 young people have been trained and certified in the agricultural sector in the 2023/ 2024 Financial Year to date with a budget of R7 026 050.72 (Annexure A: NARYSEC Interventions).

A total of 195 young people under the NARYSEC Programme is currently busy with skills development in the agricultural sector for the 2023/24 Financial Year, and the estimated budget is R10 961 643 (Annexure A: NARYSEC Interventions).

2023/ 2024 Financial Year Intakes for the NARYSEC Programme on different sectors:

• Annexure B: July 2022 Intake – 702 youth people;
• Annexure C: May 2023 Intake – 700 young people;
• Annexure D: September 2023 Intake – 845 young people; and
• Annexure E: October 2023 Intake – 735 young people.

(ii) R50 425 000 was spent on CASP beneficiaries and R1 195 000 was spent on State Land beneficiaries.

 

ANNEXURE A OF NA-QUES 3518 OF 2023– NARYSEC INTERVENTIONS

Table 1: NARYSEC Youth Trained and Certified in the Agricultural Sector in the 2023/24 Financial Year: The table below details the number of NARYSEC youth trained and certified in the Agricultural Sector for the 2023/24 financial year to date, per province, per learning programme, as well as the type of agribusiness these youth were recruited for, and the associated budget:

No.	Province	No. Youth	Learning Programme	Agribusiness Opportunity	Budget
1.	Eastern Cape	13	Poultry & Piggery Production	In Joe Gqabi and OR Tambo Districts, the Municipalities and Traditional Councils have made projects and land available for NARYSEC participants to be linked to projects and start their own agricultural enterprises.	R529 100.00
2.	Free State	20	Animal Production	The Trompsburg and Zastron Farming and Projects Cooperatives have committed to expose the young people who are decedents of the beneficiaries to take an active role in the operation of the projects. Support will be provided to establish these youth into enterprises.	R680 000.00
		27	Plant Production	The Bakoena Tribal Authority has committed to support the enterprise formed with a portion of land for fruit and vegetable production. Support will be provided to establish these youth into enterprises.	R877 500.00
3.	KZN	19	Tractor & Basic Farm Implements Maintenance	Youth trained to support DALRRD supported enterprises.	R847 020.00
4.	Limpopo	3	Crop Production	Youth being supported to start enterprises through DALRRD Community Enterprise Development (CED) unit.	R58 500.00
5.	Northern Cape	8	Bee Keeping & Honey Production	The Ba-Ga Bareki Traditional Authority has committed to supply the 8 youth with land to start-up and run a Bee Keeping and Honey Production business.	R526 150.72
6.	North West	15	Animal Production	The Bangwaketse bo-Rra Motingoe Trust requested that these youth be trained in Animal and Plant Production, as the farm has both grain and animal production components. The farmer who is leasing the farm has offered to mentor them for a year after they complete their training, whilst paying them a salary. The mentoring will help the youth to apply their skills in a commercial set-up. This will result in the Bangwaketse bo-Rra Motingoe Trust having a skilled workforce when the lease lapses and the community take over the operation of the farm.	R1 384 650.00
		23	Plant Production		R2 123 130.00
GRAND TOTAL	128		R7 026 050.72

Table 2: NARYSEC Youth Currently Busy with Skills Development in the Agricultural Sector for the 2023/24 Financial Year. The table below details the number of NARYSEC youth currently busy with skills development in the Agricultural Sector for this financial year per province, per learning programme, as well as the type of agribusiness these youth were recruited for, and the associated budget:

 

No.	Province	No. Youth	Learning Programme	Agribusiness Opportunity	Budget
1.	Eastern Cape	10	Grain Production	In Joe Gqabi and OR Tambo Districts, the Municipalities and Traditional Councils have made projects and land available for NARYSEC participants to be linked to projects and start their own agricultural enterprises.	R370 300.00
		10	Tea Production		R367 700.00
2.	Free State	15	Fruit & Vegetable Production	The Edenville farming and Projects Cooperatives has committed to expose the young people who are decedents of the beneficiaries to take an active role in the operation of the projects. Support will be provided to establish these youth into enterprises.	R487 500.00
3.	Gauteng	20	Poultry Production	These youth will be grouped into 4 poultry cooperatives and will also be issued with starter packs to become operational.	R1 449 200.00
4.	KZN	19	Plant Production	Youth being trained to support DALRRD supported enterprises.	R751 526.00
		10	Animal Production	Enterprises to be supported by DALRRD CED units.	R387 620.00
		13	Poultry Production	Enterprises to be supported by DALRRD CED units.	R463 892.00
5.	Limpopo	20	Vegetable Production	Land has been made available by Ellias Motsoaledi and Greater Letaba Municipalities and the Traditional Council, for these youth to start their own agricultural enterprises.	R814 000.00
		10	Mixed Farming	Maruleng, Waterberg, Vhembe and Sekhukhune District Municipalities have committed to absorbing these youth upon completion of training and to also support those interested in starting their own enterprises.	R378 475.00
		10	Poultry Production	The Bantwane Traditional Council has provided 10 Hectares of land where these youth will be supported to start their own enterprise. The Provincial Department of Agriculture has also committed to absorb these youth into funded agricultural enterprises for experiential training.	R635 000.00
6.	North West	10	Animal Production	Ten (10) youth from Jericho in the Bojanala District formed a cooperative, namely JBS Co-operative whose main aim is beef production.	R923 100.00
		17	Plant Production	The Ramotlakane CPA Executive Committee identified a portion of land that will be allocated to the youth after training. The portion is approximately 22 hectares and has a functional irrigation system, water pump and fenced.	R1 569 270.00
7.	Western Cape	31	Agriculture Maintenance Supervisor	Nine (9) youth will work with the Thembelihle farming project as a way of introducing the youth into Farming. The youth are the descendants of the beneficiaries. The project has been largely funded by the Department. A further nine (9) youth will work with the Sandkraal farm; the Department is in the process of funding the establishment. The youth are from the same community where the farm is. The remaining thirteen (13) youth will be absorbed by UmuSA Foundation and placed in their farm for permanent employment.	R2 364 060.00
GRAND TOTAL	195		R10 961 643.00

Please note that the total budget per learning programme includes the costs related to Training, Personal Protective Equipment (PPE), Toolboxes, and Training Stipend (R3 500.00 per month per learner).

Reply:

(1)(a),(b),(i),(ii) and (2) Please refer to Annexure A.

Province	(a) Boreholes Drilled	(b) Boreholes Maintained	Reasons for not drilling/ Maintaining	(i) Total Number of Boreholes Drilled	(i) Total Number of Boreholes Maintained	(ii) Total Cost of Drilling (ZAR)	(ii) Total Cost of Maintenance (ZAR)	Borehole Identification	Water Discovery	Details if Water Not Found	Additional Relevant Details
Eastern Cape	0	0	The province is planning to drill and maintain 5 boreholes in the 2024/ 2025 financial year.	0	0	R0	R0	0	0	0	A detailed investigation is to be conducted within the community and drilling of boreholes be done at locations where enough underground water is found and pipelines to be used to transfer the water closer to where it is needed. The aquafer in the area does not deliver enough water and is not sustainable; the indicated area is restricted. Existing boreholes are rehabilitated to establish the yield and to determine if a new borehole is required.
Free State	55	32	N/A	55	32	R5,5m	R1,1m	87	54	33
Gauteng	24	0	N/A	24	0	R6,8m	R0	24	24	0
KwaZulu Natal	6	1	N/A	6	1	R0,6m	R0,03m	7	4	3
Limpopo	0	0	There was no target set for borehole projects in the 2023/ 2024 financial year. The province has been granted approval of R3 520 000 for drilling of 11 boreholes for the 2024/ 2025 financial year.	0	0	R0	R0	0	0	0
Mpumalanga	0	0	The province is planning to drill boreholes in projects that are being implemented such as Malelane/Nkomati Farmer Production Support Unit (FPSU) and Red Meat value chain projects, if necessary after a feasibility study has been concluded.	0	0	R0	R0	0	0	0
North West	7	0	N/A	7	0	R1,8m	R0	7	6	1
Northern Cape	2	0	N/A	2	0	R0,7m	R0	2	2	0
Western Cape	0	0	The province is planning to drill 7 boreholes and maintain 4 boreholes in the 2024/ 2025 financial year.	0	0	R0	R0	0	0	0
Totals	94	33		94	33	R15,5m	R1,1m	127	90	37

Reply:

(a),(b),(c),(d) Yes. This response covers young commercial farmers who have received funding from the Department of Agriculture, Land Reform and Rural Development (DALRRD) through Conditional Grants (Comprehensive Agricultural Support Programme “CASP” and Ilima/Letsema) that are transferred to Provincial Departments of Agriculture who implement agricultural projects. The young farmers reported herein are beneficiaries (owners or shareholders) of projects that were implemented in the respective financial years reported below.

(i) The number of youth farmers supported per province in the respective financial years as follows: Tables 1 and 2 depicts figures for CASP and Ilima/Letsema respectively, while Table 3 provides information for the Jobs Fund.

Table 1: CASP – Number of youth supported per financial year:

CASP	2019/20	2020/21	2021/22	2022/23
Eastern Cape	195	257	131	278
Free State	235	610	300	155
Gauteng	67	21	231	1 575
KwaZulu Natal	188	442	484	503
Limpopo	79	77	26	26
Mpumalanga	190	61	115	94
Northern Cape	29	3	39	5
North West	128	128	41	51
Western Cape	251	131	95	3
Total No	1 363	1 731	1 462	2 690
Males/Female	717 / 646	911 / 820	840 / 622	1 189 / 1 501

Source: CASP Annual Reports from Provincial Departments of Agriculture.

Table 2: Ilima/Letsema- Number of youth Supported per financial year

Ilima/Letsema	2019/20	2020/21	2021/22	2022/23
Eastern Cape	5 059	410	3 894	5 672
Free State	13 331	5 789	222	0
Gauteng	83	18	2 000	55
KwaZulu Natal	603	607	1 241	1 235
Limpopo	461	474	2 070	1 253
Mpumalanga	403	191	1 408	395
Northern Cape	26	10	22	0
North West	62	19	0	21
Western Cape	232	36	0	432
Total No.	20 260	7 554	10 857	9 063
Males/Female	8 885 / 11 375	3 804 / 3 750	4 136 / 6 721	3 893 / 5 170

Source: Ilima/Letsema Annual Reports from Provincial Departments of Agriculture.

Table 3: Jobs Fund – Number of youth supported per financial year:

Year	2019-20	2020-21	2021-22	2022-23
(i) what are the figures in each municipality?			Dr. Ruth Segomotsi Mompathi District - 1 livestock farmer (34 years) - Allocated Amount = R 1 021 600	Bojanala District (North West) - 2 young citrus farmers (28 & 32 years) - Allocated Amount = R 10 815 965 Chris Hani District (Eastern Cape) - 1 livestock farmer (32 years) - Allocated Amount = R 4 013 514
(ii) which sectors of agriculture have seen the most investment?	Horticulture and livestock production received the most investment. Funding went towards both primary production and agro-processing.
(iii) What was the total expenditure?		R 15 851 079.00
Total Project Budget		R 38 437 823.25
% Expenditure on Young Commercial Farmers		41 %

(ii) In terms of CASP (Ilima/Letsema), the support focused on grain production followed by livestock, vegetable, and fruit while horticulture and livestock production received the most investment with regards the Jobs Fund intervention.

(iii) Conditional Grants and Jobs Fund Expenditure reported:

Financial Year	CASP Budget spent R’000	Ilima/Letsema Budget Spent R’000	Jobs Fund Budget Spent
2019/20	1 537 000	510 000	-
2020/21	1 041 000	415 000	-
2021/22	1 228 875	546 574	1 021 600
2022/23	1 478 007	593 818	10 815 965 4 013 514
Total spent	5 284 882	2 065 392	15 851 079

Note! The total expenditure against the budget transferred to the province was reported, not expenditure against gender or vulnerability groups.

Reply:

(1)(a)(i),(ii) The Department has a Primary Animal Health Care (PAHC) Strategy which was developed in 2013 for the implementation of primary animal health care services across the country.

The aim of the Animal Health Care Strategy is to provide veterinary services, especially to resource-poor communities of South Africa thus improving the livelihood and Animal Health.

Objectives:

• To promote accessibility is main element of the PAHC thus ensuring that veterinary services are rendered to the rural and peri-urban areas where the most needy and vulnerable groups of the population live.
• To promote community participation by meaningful involvement of the community in planning, implementing and maintaining veterinary services.
• To promote veterinary extension services by providing adequate training to communities on prevention and control of endemic animal diseases.
• To use appropriate technology that is scientifically sound, adaptable to local needs, and acceptable to those who apply it and for whom it is used.
• To facilitate inter-sectoral collaboration to improve animal health services and strengthen vertical linkages within government and horizontal linkages at national, provincial, district and municipal levels.

The Strategy also gives effect to the implementation of a Compulsory Community Service (CCS) programme for veterinarians in South Africa.

The CCS programme requires newly qualified veterinarians and those registering with the South African Veterinary Council for the first time to practice as veterinarians in South Africa, to perform a Compulsory Community Service under the Department of Agriculture, Land Reform and Rural Development (DALRRD), in line with the provisions of the Veterinary and Para-Veterinary Professions Act No 19 of 1982. The veterinarians are employed by DALRRD for a period of 12 months and distributed across all provinces.

The CCS programme, in addition to implementing the objectives under primary animal health care, also aims to address the skewed distribution of veterinarians across the country, which has resulted in poor accessibility of veterinary services to under-served and resource-poor areas. The programme also aims to distribute the veterinary profession equitably and provide an opportunity for newly qualified veterinarians to develop their knowledge, critical thinking and problem-solving skills.

The CCS veterinarians provide the following services:

• • Primary animal health care including sterilization (spay and neuter) and vaccination campaigns;
  • Herd health management;
  • Disease surveillance and control;
  • Extension services and awareness;
  • Clinical veterinary services;
  • Imports and export facilitation;
  • Veterinary diagnostics services (laboratories);
  • Regulatory services; and
  • Veterinary Public Health.

(b)(i),(ii) The CCS veterinarians are employed for a period of 12 months and provide the above-mentioned services daily.

(2)(a),(b) Please refer to Annexure A.

3. No.

a) The allocation of CCS veterinarians depends on the number of veterinarians entering the CCS programme in a particular year. The DALRRD allocates the veterinarians based on the requests by provinces and the total number available, this therefore means that the distribution differs from year to year and there may be years in which there is a shortage to cover all areas in the country.

b) The programme is dependent on the total number of available CCS veterinarians entering the programme every year, and this dependency is outside the control of the Department. However, it should be noted that provinces, in addition to the CCS programmes, operate various primary animal health care programmes such as spays and neutering, depending on their capacities.

Reply:

a) Steps taken are as follows:

• Appointment and Mandate of the Task Team: In November 2021, the Head of Department (HOD) of the North West Provincial Department of Agriculture (NW-PDA) formed a Task Team. This Team's primary objective was to address two key issues at the North West Provincial agricultural facility: firstly, determining the rightful ownership of the facility, and secondly, evacuating non-agricultural businesses, such as motor mechanic workshops and brick-making enterprises.
• Initial Actions and Renovation Plans: The Task Team, in collaboration with the Department of Agriculture, Land Reform and Rural Development (DALRRD), decided to refurbish specific structures at the facility for use as a Farmer Production Support Unit (FPSU). This unit would support Taung crop farmers who cultivate approximately 3600-3700 hectares of land under an Irrigation Scheme. Essential renovation works identified included upgrading the storage facility, the guard room, and fencing, with further infrastructure development planned for the future.
• Challenges in Eviction and Lease Agreements: The eviction process of the current tenants, primarily non-agricultural businesses, faced complications. Occupiers of the Lesedi building claimed to have valid lease agreements with the Provincial Department of Agriculture. However, upon investigation, it was determined that these leases had expired, and the NW-PDA had no plans to renew them. The Task Team's mandate to evict these tenants was hindered by this lease disagreement.
• Stalled Development Plans: Due to unresolved issues regarding the facility's ownership and the ongoing presence of non-agricultural businesses, DALRRD's plans to develop the site were put on hold.

b) Resolution Efforts by NW-PDA: The NW-PDA, as the custodian of the Lesedi building, committed to resolving the conflict with local businesses. This action aims to make the facility available for its intended purpose – the establishment of a functional FPSU for Taung farmers. However, the Task Team faced further delays. Meetings with tenants were disrupted by individuals claiming ownership of the Lesedi Cooperative facility. Consequently, the Task Team could not resolve the ownership issue and sought legal advice from the State Attorney, which is still pending.

Reply:

According to information received from Provinces, the department received applications for housing assistance across provinces. Applications are selected and approved based on the government criteria from Municipalities for allocations on what is available for beneficiaries.

The list below provides information of Women, Youth headed households and previously homeless people who have been living in informal settlements with no proper houses.

EASTERN CAPE for the period, delivered and recorded.

Women	236,391 units
Youth	23,328 units
Previously Homeless People	Nothing was recorded under this category

FREE STATE reported.

Women	116,363 units
Youth	3,235 units
Previously Homeless People	Nothing reported under this category.

GAUTENG for the period, delivered and recorded.

Women	10,848 units
Youth	3,359 units
Previously Homeless People	Nothing reported under the category

KWAZULU NATAL for the period, delivered and recorded.

Women	32,344 units
Youth	6,381 units
Previously Homeless People	49,574 units

LIMPOPO reported.

Women	11,898 units
Youth	4,813 units
Previously Homeless People	There is no information on that.

MPUMALANGA for the period, delivered and recorded.

Women	9,407 units
Youth	127,988 units
Previously Homeless People	Nothing reported under the category

NORTHERN CAPE for the period, delivered and recorded.

Women	31,600 units
Youth	1,444 units
Previously Homeless People	Nothing reported under the category

NORTH-WEST reported.

Women	173,900 units
Youth	16,648 units
Previously Homeless People	There is no information on that.

WESTERN CAPE for the period, delivered and recorded.

Women	170,171 units
Youth	12,074 units
Previously Homeless People	Nothing reported under the category

Reply:

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Reply:

In the late 1990s and early 2000s, Provincial Departments had their own waiting lists that were not digitised and were held in various offices.

a) Steps taken:

1. The National Department has developed the National Housing Needs Register (NHNR) which is utilized at provincial and municipal level to enable citizens to register their need for adequate shelter.
2. The Provincial Departments use the NHNR to identify potential beneficiaries to ensure that the allocation process is fair and transparent, and that queue jumping is eliminated.
3. The identification process uses a prioritisation criterion for beneficiary selection to reserve the subsidised units for the most vulnerable. The priority cohort includes:

• Elderly beneficiaries (60 years and older).
• People living with medically certified disabilities.
• Beneficiaries who are on the National Housing Needs Register for the longest period (15 years and longer).
• Backyard dwellers (only for new/Greenfield projects).
• Approved Military Veterans.

b) Delays can be alluded to the following:

1. There have been several budget cuts over the past years due to the shrinking fiscus which has led to the reduction of completed housing units, meaning that a lesser number of beneficiaries stand to benefit from the housing projects.
2. In some cases, households move from one area to another, therefore when a project is completed, the initially registered households become untraceable.
3. In some Municipalities, Councillors are still hesitant in the utilisation of the NHNR for allocation purposes- This is a matter that we are addressing through our Councillor Induction Training that is rolled out throughout the country and delivered by our Capacity Building Unit.
4. Some people assume that after completing the NHNR, they have applied for an actual housing opportunity, whereas the application process begins with filling in the subsidy application form which is issued by the Province or Municipality when a project is going to be built close to your place of residence- In response to this challenge, we conduct consumer education in collaborate with Provinces and Municipalities.

Reply:

a) The Department approached the university for a response which was then provided on 14 December 2023. In the report the university confirms that it developed a transformation strategy in 2022 as required, and the strategy creates safe spaces for engagement and discussion on institutional culture, and subsequently established UP Institutional Transformation Committee and UP Transformation Office, all which are tasked with developing and implementing various transformation initiatives.

b) All incidences on racial prejudice and other forms of discrimination which are reported to the Department are immediately investigated by senior officials, sometimes with the assistance of Higher Health and South African Police Services.

Reply:

The question pertaining certain company was referred to the KwaZulu Natal Department of Transport who have confirmed:

1. The company is operational

The company can only be excluded, if the National Treasury exclude them from the Centralised Supplier Database (CSD) and/or if the Construction Industry Development Board (CIDB) imposes restrictions on it.

2. The company met and fulfilled all the necessary requirements as per the bid document.

3. The province is in the position to furnish relevant documents.

However, access to information pertaining to the process followed in the awarding of the bid and relevant documents may be requested by filling Form 1 provided in terms of Promotion of Access to Information Act read with Regulations. The request may be addressed to the province, for attention Ms Philile Sithole: Deputy Information Officer at: [email protected].

Reply:

According to the Case Management Register for the past 3 financial years, including the current financial year the Department did not receive complaints or allegations from municipal officials relating to fraud, corruption and maladministration.

Municipal officials can report allegations of housing fraud and corruption by making use of the following reporting mechanisms:

• DHS Special Investigations Directorate: 012 421 1503/1416/1535
• DHS Call Centre: 0800 146 873
• DHS Reception/Call Centre walk in reporting at 240 Justice Mahomed Street, Sunnyside, Pretoria
• National Anti-Corruption Hotline: 0800 701 701
• The Presidential Hotline: 17737

.

Reply:

1. No such a directive was issued by the Road Accident Fund. However, it must be noted that a Service Level Agreement (SLA) was in place with the erstwhile

Panel of Attorneys. The SLA was clear that the RAF would not be liable for any fees charged by the experts where no pre-Authorisation is obtained.

2. The specific reports were processed by the erstwhile panel of attorneys as part of claims administration process.

3. The Service Level Agreement is clear and provides guidance on all matters connected with payments, pre-authorisation and handing of reports.

Reply:

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Reply:

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Reply:

(1) (a) The Department of Agriculture, Land Reform and Rural Development (DALRRD) signed an overarching MoA with the National Agricultural Marketing Council (NAMC) which controls all commodity organization trusts through the Marketing of Agricultural Act No. 47 of 1996 including the introduction of levies on agricultural products. A portion of these levies is used for transformation of the sectors. The MoA allows DALRRD to enter into Service Level Agreements (SLA) which regulate this partnership.

The response is divided into three parts based on specific interventions as per agreements emanating from the main Memorandum of Agreement (MoA) concluded with the South African Farmers Development Association (SAFDA). Part 1 focuses on Land Development and Post Settlement Support, Part 2 on Fertilizer support and Part 3 on Infrastructure Development.

(b) Please refer to Annexure A.

(2) (a),(b)(i),(ii) Please refer to Annexure A.

(c) The farms are all at different levels of productivity. Infrastructure projects progress is reflected in Annexure A.

(3) (a) None.

(b) Falls away.

 

(1)(b) Breakdown of funds received by/ disbursed to SAFDA from allocated budget	(2)(a) Details of farmers funded and/or supported	(2)(b)(i) Item received / details of support	(2)(b)(ii) Price per item	(c) Success rate of farmers to date
Budgeted amount	Amount disbursed to SAFDA.
Part 1: LAND DEVELOPMENT SUPPORT PROGRAMME
KWAZULU-NATAL: FARMS UNDER SAFDA
R18 461 128.92	R18 461 128.92	Isizwe Sakwa Dludla Trust	Production inputs	R4 991 840.00	The Trust had internal conflict that delayed implementation. Following a community resolution, the Trust established a new Operational Entity for the implementation of LDS. Current status: the new entity to sign a Financial Tripartite with the Financial Institution to enable the transfer of funds to be completed and implementation to resume.
			Machinations	R12 907 306.50
			Infrastructure	R200 000.00
			Operating Capital	R0.00
			SAFDA management fee (2%)	R361 982.92
R18 577 375.52	R18 577 375.52	Entembeni Trust, Entembeni	Production inputs	R1 529 280.00	Expenditure to date R9 635 713.31 Implementation at 52%
			Machinations	R15 133 833.25
			Infrastructure	R1 550 000.00
			Operating Capital	R0.00
			SAFDA management fee(2%)	R364 262.27
R14 429 937.91	R14 429 937.91	Entembeni Royal Household	Production inputs	R842 400.00	Expenditure to date R8 685 887.13 Implementation at 60%
			Machinations	R12 754 598.30
			Infrastructure	R550 000.00
			Operating Capital	R0.00
			SAFDA management fee (2%)	R282 939.66
R15 178 092.92	R15 178 092.92	Emakhasaneni Trust	Production inputs	R0.00	Expenditure to date R9 216 378.88 Implementation at 61%
			Mechanizations	R13 323 282.20
			Infrastructure	R650 000.00
			Operating Capital	R907 200.00
			SAFDA management fee (2%)	R297 609.67
MPUMALANGA: FARMS UNDER SAFDA
R33 508 660.53	R33 508 660.53	Matsamo CPA	Production inputs	R5 509 769.09	90% complete
			Mechanizations	R6 313 705.00
			Infrastructure	R8 750 000.00
			Operating Capital	R17 787 922.57
			SAFDA management fee (2%)	R657 032.56
R4 839 900.00	R4 839 900.00	Rouxville	Production inputs	R00.00	25% complete
			Mechanizations	R810 000.00
			Infrastructure	R3 935 000.00
			Operating Capital	R0.00
			SAFDA management fee (2%)	R94 900.00
R14 879 839.00	R14 879 839.00	Bambanani Mlambo trust	Production inputs	R709 745.00	100% complete
			Mechanizations	R1 464 217.25
			Infrastructure	R0.00
			Operating Capital	R6 322 877.00
			SAFDA management fee (2%)	R291 761.65
Part 2: EDTM: FERTILIZER SUPPORT DALRRD signed a Service Level Agreement with the SA Farmers Development Association (SAFDA) to coordinate and facilitate procurement of production inputs (fertilizers) for Small-Scale Growers (SSGs) in the Komati/Malelane Farmer Production Support Units (FPSUs) in Nkomazi Local Municipality under the Ehlanzeni District of the Mpumalanga Province: SAFDA developed business plans for Mpumalanga, motivating for support to SSG’s for fertilizer support, given that fertilizer prices had trebled; and Business plans were approved and SAFDA was tasked with the procurement of the fertilizer, delivery to the farmers and then invoicing DALRRD.
KWAZULU-NATAL (KZN): SMALL SCALE GROWERS’ (SSGs) FERTILIZER SUPPORT 2023 (Summary of SSGs, HAs, Bags and value of provided fertilizer)
Budgeted amount	Amount disbursed to SAFDA.	MUNICIPAL DISTRICT	BUSINESS PLAN	No of Bags @R856	Price per item	Success rate to date
			Area		Growers
R97 274 342	R97 274 342	Umzimkulu	1 436.65	235	7 183	R856.00 per bag	All the Growers received the fertilizer and signed for it.
		Sezela	3 166.59	1 661	15 833
		UGU	4 603.24	1 896	23 016
		Umfolozi	2 478.89	1 624	12 394
		UMKHANYAKUDE	2 478.89	1 624	12 394
		Gledhow	2 210.40	182	11 052
		Darnall	1 948.55	160	9 742
		Maidstone	1 476.30	343	7 382
		ILEMBE	5 635.25	685	28 176
		Noodsberg	849.60	714	4 248
		Eston	737.45	487	3 687
		UMGUNGUNDLOVU	1 587.05	1 201	7 935
		Pongola RCL	136.60	16	683
		ZULULAND	136.60	16	683
		Amatikulu	4 040.22	2 661	20 201
		Felixton / Makhatini / Jozini	4 801.75	2 596	24 009
		KING CHETSHWAYO	8 841.97	5 257	44 210
		TOTALS	23 283	10 679	116 415
MPUMALANGA : KOMATI PROJECTS
R43 million	R43 million	Project	Cession (ha)	No of growers	Cession (No of Bags)	Price per item	Success Rate
		Spoons 8 Farmer Association	627,8	56	3139	R833.65 per bag of fertilizer throughout all the projects	All fertilisers were issued and signed for.
		Lugedlane and Shinyokane	576	37	2880
		Figtree A FA Association	447	14	2235
		Figtree B Farmer Association	235	14	1175
		Figtree C Farmer Association	446,4	47	2232
		Figtree D Farmer Association	437,8	76	2189
		Madadeni FA	327	40	1635
		Magudu FA	391,2	15	1956
		Mbunu B	402	52	2011
		Mfumfane	634	75	3170
		Ntunda A and B	33	1	42
		Sibange	333	38	1665
		Sikhwahlane	436	54	2180
		Spoons 7 A&B	367,2	30	1836
		Sibonshwa project	116	1	580
		Walda	871,6	36	4358
		Vuka Usebente	76	7	380
		Huchinson farm Mzinti	18	1	90
		Timiseleni Coop Magudu	243	15	1215
		Phaphamani womens coop	23,3	2	117
		JJ Maswati coop	141	40	705
		Total	71 825	651	35790
MPUMALANGA: MALELANE PROJECTS
		Projects	Cession (ha)	No of Growers	Cession	Price per item	Success rate
		Nyubela and Sons	51	1	255	R833.65 per bag of fertilizer throughout all the projects	All fertilisers were issued and signed for.
		Langeloop 1 (West & East)	410	40	2050
		Langeloop 2	300	37	1500
		Khanyangwane/ Buffelspruit	224	29	1121
		Gijima Bomake Coop	135	56	677
		Tikhontele Co-op	314	28	1570
		Schoemansdal Trust	104	88	522
		Nhlangu West	87	27	435
		Nhlangu East	127,6	25	638
		Ngogolo	590	39	2950
		Mbongozi	135,6	18	678
		Zelpy	136	22	680
		Dwaleni	51	1	255
		Lotswitswi	22	1	110
		Middleplaas (Timiseleni n Tizameleni)	122	28	610
		Rainbow	32	20	160
		Rouxville farm	90	1	450
		Total	2931,8	461	14659
EQUIPMENT AND MACHINERY FOR KOMATI/MALELANE FPSU
		EQUIPMENT / MACHINERY	Specification	Usage	Quantity	Total Amount (R)	Growers that use the services of the FPSU equipment can save more than R3 500/ha on land preparation costs since private contractors have been charging more than R8 000/ha for complete land preparation while the FPSU charges between R4 500 – R5 500/ha. The current land preparation rate is more than R10 000/ha, and the FPSU currently charges R5 500/ha. Farmers that have used the growers’ machinery have saved and improved their farm profitability (though no actual impact assessment has been done at this stage). The success rate on farms will be determined after harvesting in December 2023.
		Tractors (4x4)	71-80 kw with CAB MFWD	Land Preparation/ General Purpose	2	R1 554 132
		Tractor (4x4)	91-100 kw with CAB MFWD	Land Preparation /Fire Fighting	1	R1 387 284
		Boom Sprayer	600L	Herbicide/Pesticide Application	1	R63 106
		Fire Tanker	5000L, full house	Firefighting/ Herbicide	1	R252 800
		Gyramower/ Slasher 1.8m	Heavy Duty	Slashing/Road Maint	1	R53 424
		Mouldboard Plough	Reversible	Land Preparation	1	R111 700
		Lowbed	6 Ton capacity	Transporting machinery between projects	1	R221 600
		Bell Loader	120 model	Crop removal	4	R4 338 688
		Ripper	Medium Duty – 5 Curved Shank	Land Preparation	1	R84 000
		Ridger/ Furrow	Shear Ridger – 3 Row	Land Preparation	1	R77 000
		TLB		Land Preparation /General Purpose	1	R1 017 600
		3 row fertilizer applicator	3 row fertilizer applicator	Fertilizer application	1	R58 500
		5 Ton Tipper Trailer	5 Ton Tipper Trailer	General Purpose	1	R128 000
		INFRASTRUCTURE
		Dragline rehabilitation	(50m draglines; tripods; sprinkler heads; nozzles; stoppers; piplets)	Irrigation overhauling (procurement and supply)	300	R1 500 000
		Drip system materials	(filters; valves; rolls; gromets; L-couples; reducers; straight couplings; End stoppers; Submain line)	Irrigation overhauling (procurement, supply and installation)	100	R2 500 000
		Dam/River Pumps	8x10/75kw motors; 8x soft starters)	Replacement and installation	400	R1 000 000
		TOTAL				R14 347 834
Part 3: RURAL DEVELOPMENT: INFRASTRUCTURE
KWAZULU NATAL
R37 455 014	R37 455 014	Amatikulu	Macekane FPSU: Macekane has 2 600 small-scale sugar cane growers, planting approximately 5372 hectares.	R37 455 014	Progress made to date is 30-50%
R37 455 014	R37 455 014	Felixton	Amatikulu FPSU: Amatikulu has 4 025 sugar cane small-scale growers, planting approximately 5 862 hectares.	R37 455 014	Progress made to date is 30-50%
R37 455 014	R37 455 014	Gledhow Darnall Maidstone	Qwabe FPSU: Qwabe has 547 sugar cane small-scale growers, planting approximately 3 958 hectares.	R37 455 014	Progress made to date is 30-50%
R37 455 014	R37 455 014	Makhathini/ Jozini	Jozini FPSU: Jozini has 1240 sugar cane small-scale growers, planting approximately 2278 hectares.	R37 455 014	Progress made to date is 30-50%
R37 455 014	R37 455 014	Umzimkulu Sezela	Sezela FPSU: Sezela has 1156 sugar cane small-scale growers, planting approximately 4283 hectares.	R37 455 014	Progress made to date is 10%
R37 455 014	R37 455 014	Noodsberg Eston	Noordsburg FPSU: Noordsburg has 2321 sugar cane small-scale growers, planting approximately 1467 hectares.	R37 455 014	Progress made to date is 30-50%
MPUMALANGA
R44 844 404.66	R29 299 331.13	Komati: Spoons 7 & 8 Farmer Association Lugedlane and Shinyokane Figtree A, B, C & D Association Madadeni FA Magudu FA Mbunu B Mfumfane Ntunda A and B Sibange Sikhwahlane Sibonshwa Walda Magudu	Farms Irrigation infrastructure development and upgrades for 2 200ha	R29 299 331.13	Progress is at 32% (700ha) to date.
	R15 545 073.53	Malelane: Langeloop 1 & 2 Schoemansdal Trust Nhlangu West Nhlangu East Ngogolo Middleplaas (Timiseleni n Tizameleni) Schoemansdal	Refurbishment of 22 farms’ production inputs storage facilities and offices Farms soil and water conservation structures development Development of Malelane/Nkomati Sugarcane FPSU that will provide support to production farms in the form of a mechanisation centre and fuel depot.	R15 545 073.53	Progress made to date is 80%.

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Reply:

SANRAL resurfaced the following kilometres of national roads:

a) (i) 2021/22 = 449 km

(ii) 2022/23 = 688 km

b) 2023/24 = 1308 km to date

Reply:

The Animal Health Directorate has not failed livestock farmers. The mandate of the Directorate is “to provide for the control of animal diseases and parasites, for measures to promote animal health, and for matters connected therewith”.

To this end, the Department has regulations and guidelines for the prevention of entry as well as the control of diseases. The sub-directorates of Epidemiology and Disease Control are constantly monitoring laboratory results which are analyzed, and any suspicion of infection is brought to the attention of the Director and the Chief Veterinary Officer. This is followed up by instructions to the provinces on how to handle the suspicion including control measures to apply. Due to varying resources in the provinces, these are applied differently in each province, with varying success.

One of the high-risk activities that the Department is managing is research conducted using pathogens that could be detrimental to the health status of the country. Ironically this same risk mitigation is found to be unnecessary by the Ministerial Task Team’s report.

The findings of the Ministerial Task Team’s report were all catered for in the Veterinary Strategy that was signed in March 2016. The Strategy has 5 pillars, one of which is to strengthen competencies for animal health, all of which are being implemented and facilitated by Operation Phakisa, at differing rates depending on the availability of resources.

Section 11 of the Animal Diseases Act, 1984 (Act No. 35 of 1984) places the responsibility of preventing the introduction of diseases on owners. The Department has several biosecurity guidelines for different farming practices which include surveillance, some of which is at the owner’s expense and some which the Government pays for. However, many farms do not implement these measures due to the expenses associated with them. The lack of biosecurity on farms has been demonstrated to contribute significantly to the introduction and further spread of diseases into and between farms.

Climate change and international trade in animals and animal products have also led to increased occurrence of animal diseases. Maintaining a biosecure environment is thus always a moving target and this is not unique to animal and animal products.

In the past 5 years, South Africa successfully eradicated 3 separate outbreaks of Highly Pathogenic Avian Influenza outbreaks in the country, but most importantly, retained trade with neighboring countries. The reason neighboring countries could still accept poultry products from South Africa, at the height of a trade-sensitive disease outbreak, was because of the confidence they have in the Veterinary Services of South Africa, which is brought by its sound technical expertise in the field.

South Africa also reported cases of African Swine Fever outbreaks and equally retained trade with most neighboring countries.

Since 2019, South Africa has not had a free status for Foot and Mouth Disease, and yet trade of livestock, beef, and wool continues; this again is due to the confidence in the South African Veterinary Services’ globally. Recently the Department facilitated the opening of beef exports to China and Saudi Arabia, and a few other countries are in the pipeline, such as Iraq.

Just these three points highlight the support given to the farming communities and how the Department is not failing its livestock farmers.

While some control measures are not solely the responsibility of the Department, classic examples of challenges illustrating plain disregard of the law are indiscriminate movements of cattle even though the Minister had placed restrictions on the movements of livestock at the start of the North West outbreak, and the legal challenges lodged against the Department by the same livestock farmers the Department was trying to protect.

 

As the report recommends, Veterinary Services is strengthening its collaboration with industries; there are already two recent success stories from this collaboration viz. the opening of beef markets for China and Saudi Arabia. The containment of Foot and Mouth Disease is another success story that is due to these collaborative efforts.

Reply:

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Reply:

a) The report compiled by Prof Ballim constitutes an investigation into the causes and failures of the NSFAS, and it investigates business, processes, systems, and capacity challenges of the NSFAS. The Department has engaged the government printers for a quotation, and the report will be published as soon as it is processed internally.

b) The 271-page report concludes with 21 recommendations. Some of the findings and actions processed thus far are captured in the table below:

FINDINGS	ACTION
Migration from a decentralized to a student centred model (SCM) occurred without properly configured operational model / enterprise architecture plan that articulates its processes and organizational capabilities	NSFAS has assigned an Executive to oversee the feasibility study into regionalization. NSFAS
Full integration of the IT systems with all PSET institutions to ensure integrity of data and efficiency of the flow of information on registration, academic progression and funding details is required. Upgrade IT system and protect systems against fraud.	NSFAS has developed a multi-year ICT implementation strategy. Thus far it has received R119 million to improve its ICT systems.
Develop an organogram and a staffing plan with requisite competencies	An organogram was developed in 2022. NSFAS turn-around plan aims to add communication, ICT and finance skills as the organogram is aligned to new challenges
Accelerate regulations that will frame the bursary scheme in consultation with the sector.	The Department is commencing with the development of a fee regulatory framework in 2024 which will advance regulations as opposed to guidelines. The regulations will incorporate the bursary scheme.
Protect systems against fraud.	NSFAS is cooperating with law enforcement agencies.
Desist from radical policy shifts which have no regard for implementation complexities	Evidence based decisions are being affected, such as, extensive research which guided the student funding model.

Reply:

Whether the Minister of Basic Education has taken any steps to intervene regarding the allegations of poor management and financial irregularities at the Settlers Agricultural High school in Limpopo. If not, why not? If so, (a) on what date, (b) what are the relevant details of the specified intervention and (c) who has been appointed to perform the functions of the school governing body?

Answer:

I must first point out that the answers to these questions are based from the information I received from the Limpopo Education Department (LED) and that I intend to visit Settlers Agricultural High School in January 2024 to ascertain the accuracy of the reports

The LED has reported that it intervened by appointing an investigation team comprising officials from Institutional Governance and Learner Affairs, Norms and Standards for School Funding, Risk Management and Labour Directorates.

1. The Investigation Team was appointed on 24 April 2023.
2. The investigation focused on school management, school governance, learner discipline, financial management and hostel management.
3. On 25 August 2023 the Head of Department applied section 25 (1), (2) and (3) of South African Schools Act, 84 of 1996 as amended and appointed six (6) departmental officials as members of Settlers Agricultural High School sufficient persons to perform all functions of the school governing body.

 

2. Whether an audit investigation has been conducted into the utilisation of school funds. If no, why not; if so, what was the findings of the audit investigation?

Answer:  

Yes, an audit is being conducted into the utilisation of school funds. There are clear indicators that the school finances might have been mismanaged by the school governing body. For example, the R500 000, 00 Maths, Science and Technology (MST) grant that was deposited into the school bank account by the Limpopo Department of Education on 31 May 2023, with a condition that it be utilised for agricultural science resources or programmes in the school, was not used for that purposes. So far not enough evidence has been found to prove that the money was utilised for agricultural sciences resources or programmes. The Department is still investigating what the money was used for.

3. Whether the Minister will furnish Mrs. D van der Walt (DA) with a copy of the report of the findings of the audit investigation. If not, why not? If so, what are the relevant details?

Answer:

Yes, the Minister will furnish Mrs. D van der Walt with a copy of the audit investigation once the investigation is concluded. 

 

4. What measures will be put in place to ensure that the (a) specified school returns to its status as one of the top agricultural schools in the Republic and (b) hostels of the school are run with adequate resources for all learners?

Answer:

a) The Department has dissolved the school governing body and appointed sufficient persons to perform all the functions of the school governing body and they have expertise in the management and governance of schools. The profiles of the sufficient persons are as follows:

 

RECOMMENDED OFFICIAL	SPECIALITIES
Advocate Tshiwela Molepo	- Legal background, - Specialist in Governance and School Leadership
Mr Mokobane Malose Simon	Specialist in Governance and School Leadership
Ms Mokgehle Mamotlhatlego Sherin	Specialist in Governance and School Leadership
Dr Madire Sakgea Elias	- PHD in Business administration and conducted research on small and medium enterprises - Specialist in Governance and School Leadership
Mr Ntshumeni Thando	Finance expert with BCom in Accounting
Dr Mathobo David Nndineni	- Specialist in curriculum support - PHD in agriculture and conducted research on sustainability of vegetable production system in Limpopo

 

b) The Department has placed the principal on precautionary transfer to the Circuit office and appointed an acting principal who has the vast knowledge of running a farm and a hostel. Sufficient Persons have already established the following committees in terms of section 29 of the South African Schools Act, 84 of 1996 as amended. The following committees were established to assist them to perform their functions so as to quickly turn the school around:

1. Finance Committee
2. Disciplinary and Hostel Committee
3. Admission and Human Resources Committee
4. Curriculum Committee
5. Uniform, Tuckshop and Farm Committee
6. School safety and infrastructure Committee

Sufficient Persons are in the process of reviewing school and hostel policies to enable them to govern the school and to administer the hostel.

Collection of fees

At the time of the appointment of sufficient persons the school was unable to collect fees from parents. Parents refused to pay both school and hostel fees because they said they had lost confidence in the SGB and did not have trust in its financial management. The Sufficient Persons are working on rebuilding trust between themselves and the parents of learners. As a result of the confidence and trust that are improving, sufficient persons were able to collect hostel fees as follows;

1. August 2023 = R440,228
2. September 2023 = R440,895
3. October 2023 = R1,131,233

Unfortunately parents are still reluctant to make payments towards school fees and it remains difficult for the sufficient persons to run the school.

Debt recovery plan

The Sufficient Persons are working on identifying and appointing a Debt Collector. The Debt Collector will be appointed and will be instructed to collect fees with the required aggression. Debts from previous years will also be followed up. Sufficient Persons have resolved that parents owing funds for 2023 can make payment arrangements until the 29th October 2023. The due date for payment of 2023 fees has been extended to 30 November 2023 for those who signed Acknowledgement of Debt and made Payment Arrangements.

Maintenance of Hostel, School Buildings, and Grounds

Sufficient persons have started the process of repairing and maintaining the following:

1. Hostel burglar proofs,
2. Hostel ceilings
3. School grounds and sewage systems.

Farm operations and revenue

The Sufficient Persons are working on a turn-around strategy to improve revenue, operation and accountability on the farm. The plan is that by January 2024, the farm must be able to pay salaries for its own employees. The year-to-year lease agreement for the lease of 128 hectares of arable land owned by the school that was signed between the Willand Boerdery and the School has lapsed on 31 October 2023. The proposed lease agreement is at an amount of R1200 per hectare. The Sufficient persons are still looking into a possibility of renewing the lease agreement for another year.

Please note that over and above the steps taken in response above, as a Minister, i will personally lead a team from DBE to interact with the province to make sure that the matter is being sufficiently dealt with, the visit to the province will probably take place early in 2024 due to current time constrains.

Reply:

Boxing South Africa has indicated to the Department that the details of the settlement agreement shall be submitted to the Chairperson of the Portfolio Committee because the provision of the settlement prohibits Boxing South Africa from divulging the contents thereof. The Chairperson to take into cognizance the contents thereof and act accordingly.