Questions and Replies

Reply:

1. (a) The total number of senior staff members of the Passenger Rail Agency of South Africa (PRASA) that has been and/or was suspended since 2019 and (b) on what charges are listed in the table below:

(a) Financial Year	(b) Charges
2019/20 TOTAL = 17	Participating in the irregular appointment of private security providers
	Failing breathalyser test when reporting for duty and colluding with competitors.
	Procurement related irregularities
	Misconduct: sexual harassment nepotism and violation of recruitment policy gross dishonesty gross negligence dereliction of duties damage to company property theft operational irregularities
2020/21 TOTAL = 14	Procurement related irregularities
	Misconduct: gross dishonesty gross negligence dereliction of duties damage to company property operational irregularities
2021/22 TOTAL = 11	Procurement related irregularities
	Theft
	Sexual harassment

2. The total number of the suspended PRASA members which (a) have been reinstated, (b) are still suspended and/or (c) had their services terminated are listed below:

Financial Year	(a) Reinstated	(b) Still Suspended	(c) Service Terminated
2019/20	5	46	18
2020/21	12	36	30
2021/22	9	22	14

3. With reference to the specified PRASA members who have been reinstated, are still suspended and/or had their services terminated, the cost at which this has taken place in each specified case, including (a) salary and benefits expenses to Prasa and (b) legal costs are listed below:

(a) FY2020/21: EMPLOYEE COST TO COMPANY
PRASA Corporate	R5,316,062-92
AUTOPAX	R1,228,945-43
PRASA CRES	R2,460,022-63
PRASA Rail	R13,497,814-55
PRASA Tech	R6,951,264-48
TOTAL	R29,454,110-01

(a) FY2021/22: EMPLOYEE COST TO COMPANY
PRASA Corporate	R6,680,079-48
AUTOPAX	R492,277-49
PRASA CRES	R4,709,643-24
PRASA Rail	R3,617,636-63
PRASA Tech	R593,538-19
TOTAL	R16,093,175-03

(b) FY2021/22: LEGAL COSTS
Internal disciplinary hearings	R11,024,796-36
CCMA	R7,309,533-83
Labour Court	R5,766,758-82
TOTAL	R24,101,089-01

 

4. With reference to the PRASA members who are still suspended, (a) the next expected step and (b) by which date the specified step is envisaged to be implemented is listed below.

(a)

BUSINESS UNIT	PROGRESS STATUS
PRASA Corporate	4 Senior members: disciplinary hearing in progress for Procurement related irregularities One manager: still under investigation for Gross dishonesty and fraud allegations
AUTOPAX	Disciplinary Hearings in progress for gross negligence, false declaration, shortages and theft
PRASA CRES	Disciplinary hearings are in progress for all suspended employees for procurement related irregularities
PRASA Rail	Disciplinary hearings are in progress for all suspended employees for various acts of misconduct
PRASA Technical	One Employee undergoing disciplinary process Attorneys appointed to finalise charges and proceed with disciplinary hearing in another matter

(b) Dates

The matters are all at different stages of either the investigation or the disciplinary process. It is not possible to give an exact date of the next step for each matter, since this is influenced by a number of factors, like the complexity of the matter, the availability of the parties, the stage of the investigation by either internal or external investigators, etc.

Reply:

Currently, the issuing of operating licenses to Taxi operators is the responsibility of the Provincial Regulatory Entities (PREs) in the respective Provinces. In order to determine a national backlog in respect of the issuing of operating licenses to Taxi operators, the Department, on 05 November 2021, requested each of the nine (9) Provinces to submit details of their backlogs, the causes of the delays and indications of when the backlogs will be dealt with.

To date, only seven (7) Provinces have responded, namely the Eastern Cape, Western Cape, Northern Cape, Kwa Zulu Natal, Free State, Limpopo and Mpumalanga province. The Gauteng and North West Provinces have not yet responded. The Eastern Cape and Western Cape Provinces have indicated that they have no backlog in respect of issuing of operating licenses to Taxi operators in their Provinces.

There is a combined total of seven thousand nine hundred and twenty (7920) applications in backlog in respect of the issuing of operating licenses to Taxi operators as reported by Kwa-Zulu Natal, Northern Cape, Limpopo and Free State Provinces. The reasons for the delays vary between the slowness and unreliability of the NLTIS system and the impact of the COVID-19 pandemic. It is envisioned that the backlog will be dealt with and finalized by 31 March 2022.

The table below depicts the responses received from Provinces in respect of the backlog in numbers, reasons for the delay and envisioned dates to finalize the backlog per Province.

Province	a) Backlog	b) Reasons for the delay	(c) Date to finalize the backlog
Gauteng	No response received	-	-
North West	No response received	-	-
Western Cape	No backlog reported	-	-
Eastern Cape	No backlog reported	-	-
Mpumalanga	No backlog reported		-
Free State	821 applications	Restrictions imposed by the National Lockdown.	31 March 2022
Northern Cape	2698 applications	COVID-19 protocols and restrictions	31 March 2022
Kwa-Zulu Natal	2859 applications	Taxi operators are not uplifting the operating licenses due to vehicles being repossessed or due to reduced profit collections on operations.	Applications are cancelled on the system in accordance with the National Land Transport Regulation time-frames.
Limpopo	1542 applications	Lack of evidence of demand/supply of transport information from ITPS of municipalities in the province.	31 March 2023

Reply:

PRASA, in its quest to restore the operations of public commuter and passenger rail transport is executing the following programs: -

a) PRASA has prioritised the rehabilitation of what is themed Presidential Projects in the Mabopane Line in Gauteng, and Central Line in the Western Cape.

b) Several other key corridors and lines across the country are also project listed for rehabilitation and completion within the current financial year up to 2022/23.

c) PRASA has put in multiple strategic processes to ensure that security challenges are resolved as soon as possible to secure the safety of all passengers and employees.

Reply:

a) The South African Government remains steadfast in its approach with regard to the Middle East Peace Process (MEPP) and its support for the State of Palestine. The establishment of a viable Palestinian state, living side-by-side in peace with Israel, within the internationally recognised borders, which came into existence on 4 June 1967, with East Jerusalem as its capital, in compliance with all relevant United Nations resolutions, international law and internationally agreed parameters, remains a fundamental pillar of South Africa’s Foreign Policy. The commitment of solidarity with the Palestinian people made on 8 June 2021, as well as South Africa’s reaction to the granting of Observer Status to Israel by the African Union, are testimony to the Government’s efforts to bring Palestine back into the global mainstream.

b) The Government has indicated its views on the Miss Universe pagearnt and called on Miss South Africa to refrain from participating in the pageant. Miss South Africa has not agreed to the governments proposal.

Reply:

Question 1: What (a) number of municipalities are in arrears on motor vehicle license fees payable to his department and (b) amount does each municipality owe;

Response:

A) The national department of transport is not responsible for the collection of licence fees, it is the provincial departments of transport that are responsible for the collection of the licence fees.

It is worth noting that the DLCA only withhold driving licence cards for DLTCs that have been in arrears for more than 90 days without entering into or honouring the payment arrangement. As at 1 November 2021, the DLCA withheld cards for 9 DLTCs that are in arrears for more than 90 days. Refer to the Age analysis below.

Name	120+ Days	90 Days
Category : 2 - KWAZULU-NATAL
Estcourt/Wembezi DLTC	R -	R 20,372.54
Eshowe DLTC	R -	R 22,199.00
Category : 3 - EASTERN CAPE
Komga DLTC - Great Kei Municipality	R 190.94	R 12,878.11
Category : 4 - WESTERN CAPE
Eastridge / Mitchells Plain DLTC	R -	R 2,942.00
Riversdale DLTC (incl.1067)	R -	R 8,096.50
Category : 7 - NORTHWEST
Ventersdorp DLTC/ JB Marks Mun	R 15,326.00	R -
Wolmaranstad Reg Auth	R 13,750.17	R 0.48
Category : 9 - NORTHERN CAPE
Upington DLTC / Khara Hais	R -	R 37,213.27
Springbok DLTC Nama Khoi	R 15,465.15	R 24,411.00

Furthermore, the following process is followed before cards are withheld:

1. 30 days outstanding - The DLCA will telephonically liaise with DLTCs that are owing invoices for more than 30 days which a view of trying to obtain results for late payment.
2. 60 days outstanding - Reminder letters are sent to remind DLTCs that their invoices are outstanding for more than 60 days and must come up with a payment plan to address the debt owing with is in line with the DLCA policies.
3. 90 days outstanding - When no feedback is received from the above steps, DLCA will then resolve to withhold cards until we have an active payment plan or the amount owing is paid in full.
4. 120 days outstanding - interest is charged on all invoices that have been outstanding for than 120 days.

B) This question is no more relevant, kindly be referred to the 1A above.

Question 2: What number of municipalities are (a) having licence paper withheld as a result of outstanding monies and (b) at risk of losing their agencies as a result of outstanding monies;

1. The National Department of Transport is not responsible for withholding of the licence paper, however it is worth noting that municipalities themselves procure the face value documents directly from the GPW OR alternatively from the provincial department of transport.
2. The national department of transport does not enter into any agency agreement with municipalities for that reason the department is not aware of any risk where municipalities are losing their agencies.

Question 3: What other measures will be taken against the defaulting municipalities?

The national department of transport cannot take any measures against the defaulting municipalities because of the explanation furnished at the 1A and 1B above.

The action to be taken is contained within agency agreements concluded by provinces and their agents and the decision to act is the sole prerogative of the province concerned as custodian of the function of vehicle and driving licences.

Reply:

a) PRASA started to provide services under COVID-19 on the 01 July 2020 operating under difficult conditions of stolen and vandalised rail network infrastructure while operating limited services to ensure that staff is familiar with the handling of customers under the Covid-19 conditions. Limited services were introduced, and the limited number of stations were identified for the stoppage of trains to avoid overcrowding. Measurers were put in place to mitigate the spread of the pandemic in all modes of transport.

However, there were no additional measures put in place during the period from 1 September 2021 to 1 November 2021 across all modes.

b) No Personal Protective Equipment (PPE) was provided to the public and passengers on taxis, trains and buses over this period. A number of municipalities provided PPEs and sanitisers to public transport operators before this period.

c) Because there were no additional measures introduced for the said period, the success rate was not measured.

Reply:

(a)(i)(ii) Annual Scrapping Statistics – Financial Year 2018/19:

Province	Apr 18	May 18	Jun 18	Jul 18	TOTAL
Eastern Cape	5	30	34	57	126
Free State	3	7	14	5	29
Gauteng	4	23	51	75	153
KwaZulu-Natal	18	25	56	54	153
Limpopo	-	11	15	6	32
Mpumulanga	2	10	30	7	49
Northern Cape	-	-	2	-	2
North West	-	10	21	13	44
Western Cape	14	29	34	101	178
TOTAL	46	145	257	318	766

Note: Vehicles were scrapped for a 4 month period (April – July 2018) only in this financial year as the previous TRP contract ended in September 2018.

 

(a)(i) Annual Scrapping Statistics – Financial Year 2019/20:

Province	May 19	Jun 19	Jul 19	Aug 19	Sep 19	Oct 19	Nov 19	Dec 19	Jan 20	Feb 20	Mar 20	TOTAL
Eastern Cape	-	-	-	-	12	34	16	39	95	30	55	281
Free State	-	-	-	-	14	2	19	11	11	5	3	65
Gauteng	18	22	37	22	34	50	71	64	68	22	49	457
KwaZulu-Natal	-	19	47	30	30	51	28	59	81	53	63	461
Limpopo	-	-	-	12	1	21	18	60	14	24	15	165
Mpumulanga	-	-	-	-	3	8	37	21	9	38	62	178
Northern Cape	-	-	-	-	-	-	-	10	2	1	-	13
North West	-	-	-	4	5	25	27	32	24	13	8	138
Western Cape	-	-	-	-	10	36	24	49	22	19	25	185
TOTAL	18	41	84	68	109	227	240	345	326	205	280	1 943

Note: New RTRP contract concluded on 13 March 2019 with actual scrapping of vehicles only commencing in May 2019 on a staggered site establishment approach.

(a)(i)(ii) Annual Scrapping Statistics – Financial Year 2020/21:

Province	Apr 20	May 20	Jun 20	Jul 20	Aug 20	Sep 20	Oct 20	Nov 20	Dec 20	Jan 21	Feb 21	Mar 21	TOTAL
Eastern Cape			32	32	9	24	32	17	21	18	32	17	234
Free State			6	16	-	8	2	1	8	1	-	8	50
Gauteng			21	29	15	88	31	78	34	-	58	62	416
KwaZulu-Natal			39	27	37	54	61	58	63	39	70	104	552
Limpopo			1	20	18	8	5	8	5	5	6	3	79
Mpumulanga			19	29	33	21	16	15	18	9	17	9	186
Northern Cape			2	-	3	-	1	-	-	-	-	-	6
North West			4	-	7	6	6	-	4	9	1	10	47
Western Cape			16	17	18	41	16	23	47	11	36	9	234
TOTAL	-	-	140	170	140	250	170	200	200	92	220	222	1 804

Note: There was no scrapping of vehicles during April and May 2020 due to the hard lockdown imposed during COVID.

1. Annual Scrapping Statistics – Current Financial Year 2021/22 to date:

Province	Apr 21	May 21	Jun 21	Jul 21	Aug 21	Sep 21	Oct 21	Nov 21	TOTAL
Eastern Cape	26	26	20	7	29	29	63	49	249
Free State	3	6	9	10	13	8	2	16	67
Gauteng	30	63	26	9	50	23	20	33	254
KwaZulu-Natal	-	113	3	75	40	113	7	55	406
Limpopo	8	6	4	4	9	7	10	4	52
Mpumulanga	8	-	23	17	18	10	7	13	96
Northern Cape	5	3	10	-	6	3	6	-	33
North West	-	-	1	-	1	-	1	-	3
Western Cape	9	28	24	9	22	27	43	31	193
TOTAL	89	245	120	131	188	220	159	201	1 353

Reply:

The Minister of Public Works and Infrastructure

1 I have been informed that the Department received the letter of demand without a breakdown of the amount claimed as well as a copy of a non-compliant lease which was signed by one party to a contract. The matter was referred to the attorneys of City of Tshwane to provide the breakdown of the claim and justify its legitimacy. To date, the region has not received response. No payment will be effected until the claim is verified.

(2) No payment arrangement has been concluded with City of Tshwane.

a) There is no payment agreement in place.

b) The Department through its Legal Services has requested the breakdown of the amount claimed from the Attorneys as this information was not included, so that the Department knows from what period is the claim based. Once the department is in receipt of such information, verification will be conducted on the system. Finance and REMS through Legal Service will confirm whether the claim is payable or not.

Reply:

1. The Taxi Recapitalisation Programme (TRP) has been successful in that to date, 77 763 old and unsafe minibus taxi vehicles have been removed from active operation and over R5 billion of support has been provided to an industry that transports approximately 69% of the public commuters daily while not receiving operational subsidy from government. Only minibus taxi vehicles older than 04 September 2006 are processed for scrapping and only if they are in possession of a valid operating license. As a result, the slow uptake in scrapping cannot simply be attribute to lack of interest from operators but it is equally a consequence of not meeting the requirements.

2. The objective of the TRP goes beyond the scrapping of old taxi vehicles. It forms a key pillar of the national programme to improve public transport, and is focused on the two pillars of improving the safety of passengers using the taxi mode, and the transformation and empowerment of the taxi industry. The South African public transport system consists of the rail, bus and minibus taxi services, with the latter being the only public transport service not receiving operational subsidy.

According to the National Household Travel Survey, the minibus taxi commuters account for approximately 69% of public transport users for work, school and other purposes. Over and above being the main mode of transporting public transport passengers, the taxi industry forms a critical and complex part of the South African economy with its business operations and activities. As a critical strategy in transforming and integrating the public transport system, the Taxi Recapitalisation Programme is aimed, amongst others, at:

• replacing old unsafe taxi vehicles with safe compliant vehicles,
• promoting modal integration through addressing the fragmentation in the minibus taxi industry, and
• promoting the formalisation of the taxi industry and its operations into business units thereby facilitating modal integration and effective structuring and institutionalisation of the taxi industry.

Therefore, the Taxi Recapitalisation Programme will be an ongoing programme that ensures the use of safe and compliant vehicles for the majority of commuters and also provide a form of capital subsidy to the industry to incentivise compliance.

Reply:

a) Vehicles processed under the Taxi Recapitalisation Programme (TRP) and Revised Taxi Recapitalisation Programme (RTRP) are surrendered by the owner/applicant to the appointed service provider.

b) Old Taxi Vehicles (OTVs - minibus taxi vehicles older than 4 September 2006) processed for scrapping are physically compacted and the bales of scrap metal are sold.

The panel vans that were unlawfully converted to operate as taxis, are scrapped through the Revised Taxi Recapitalisation Program following the remedial action by the Public Protector. However, because they are not defined as OTVs, only spare parts that are not safety critical components, are salvaged and sold. The chassis, body and remaining parts are physically compacted and the bales of scrap metal sold.

c) The revenue generated from the sale of the scrap metals bales and spare parts is ring fenced and accounted for by the appointed service provider for the benefit of the minibus taxi industry. Therefore, no income is returned to National Treasury.

Reply:

The Minister of Public Works and Infrastructure

National treasury has restricted the relevant companies from doing business with the State for 10 years and therefore will not qualify to participate in any bid while they are restricted.

Reply:

The Minister of Public Works and Infrastructure

One of the roles of Infrastructure South Africa (ISA) is to develop a comprehensive infrastructure project pipeline. ISA is not a project owner. The procurement of service providers remains the responsibility of the project owners and sponsors. The Construction Industry Development Board’s mandate is to, among others, ensure uniformity in construction procurement, industry transformation and efficient and effective infrastructure delivery. The CIDB ensures that local contractors are empowered to take advantage of the opportunities arising out of infrastructure projects at a local level. The CIDB issues quarterly Construction Monitoring reports to track employment in relation to construction of infrastructure projects.

Reply:

Since the beginning of the Libyan crisis in 2011, South Africa has been calling for a political solution to the crisis in Libya as the only viable means towards achieving durable peace. We believe that the holding of free and fair national elections on 24 December 2021 will create confidence whilst at the same time contributing towards the enhancement of security, stability and development for the Libyan people.

South Africa supports the ongoing efforts of the African Union (AU) Peace and Security Council. We have consistently called for the AU to remain seized with the Libyan conflict with a view towards ensuring the achievement of transition towards a stable, durable and inclusive political order in the interest of all Libyans. South Africa is also a member of the AU High Level Committee on Libya, chaired by President Sassou-Nguesso of the Republic of Congo. We also acknowledge the efforts of the AU high Representative for Libya in his continuing enagement with the various stakeholders in Libya.

At the United Nations (UN), South Africa has made consistently articulated its principled position on the matter. In this regard, and as a member of the UN Security Council from 1 January 2019 to 31 December 2020, we called for a peaceful political solution that is Libyan-led and owned, emphasizing the importance of unified institutions and reconciliation among Libyans. In addtion,South Africa supported peace efforts in Libya by voting in favour of a number of resolutions. The latest of which are 2570 and 2571 (2021), which were aimed at creating conditions conducive for an intra-Libyan political process under the auspices of the UN. South Africa has also welcomed the efforts of the UN Support Mission in Libya (UNSMIL) aimed at bringing about an early and peaceful resolution to the Libyan crisis.

We met Libya at UN and offered assistance with elections preparation and constitutional process. We indicated that South Africa’s experience of transition could be of great help to Libya especially the writing of a new constitution and training of public service.

Finally, South Africa reiterates its support for free, fair, peaceful and credible elections in Libya.

COMPILER DETAILS

NAME AND SURNAME: DR JOHNNY PITSWANE

CONTACT: x10982

RECOMMENDATION

It is recommended that the Minister signs Parliamentary Reply 2635.

 

MR TC MONYELA

ACTING DIRECTOR–GENERAL: INTERNATIONAL RELATIONS AND COOPERATION

DATE:

PARLIAMENTARY REPLY 2635 IS APPROVED / NOT APPROVED / AMENDED.

COMMENT/S

DR GNM PANDOR, MP

MINISTER OF INTERNATIONAL RELATIONS AND COOPERATION

DATE:

Reply:

The Minister of Public Works and Infrastructure

(a) I have been informed by the Department that in the eThekwini Metropolitan Municipality:

(i) There are one-thousand-and-eighty-three (1083) buildings owned by the Department of Public Works and Infrastructure (DPWI).

(ii) There are ninety-six (96) vacant land parcels owned by DPWI.

(b) The total number of the specified buildings and land parcels that are unoccupied and vacant, is one-hundred-and-two (102).

(c) The plans by the Department are to use some of these for: (i) the Gender-Based Violence (GBV) sites through Social Development; (ii) student housing; (iii) Waste Management Bureau through the Department of Environmental, Forestry and Fisheries; and (iv) advertisement and revenue generation.

 

Reply:

Please find response as provided by Mpumalanga Department of Education 

Reply:

1.   Railway Operators are required to report occurrences and incidents as prescribed by SANS 3000-1 by contacting the RSR Contact Centre, using the National Information Management System (NIMS) and a designated occurrence reporting email address. These occurrence statistics are reported and recorded to the RSR according to mandatory categories included in the South African National Standard on Railway Safety Management. These reportable categories operational occurrences and security incidents include derailments, collisions signals passed at danger, level crossing occurrences and security incidents such as theft and vandalism. Manual Train Authorisations are a daily procedural arrangement and are not reportable to the RSR. The RSR does not serve the authorisations, it is the Operator’s responsibility.

Safe train movement relies on the effective combination of all aspects of a railway system. Train control and communications systems play an important in this respect. Asset condition and maintenance faults also contribute to manual authorizations. That is, faulty signalling cables, defective rail, rail washaways or security violations like theft and vandalism of railway assets.

Manual train authorization is an accepted fallback method of train operations during abnormal conditions.

The required information can be obtained from the Operators.

Reply:

Please find attached response as provided by KZN DoE

Reply:

(a) and (b) The Department signed a Partnership Protocol Agreement with the South African Police Service (SAPS) to support its efforts in combatting violence and crime in schools. This Protocol, sets out the framework for close inter-departmental co-ordination in order to create Safe, Caring and Child Friendly Schools, in which quality learning and teaching can take place. The aims of this protocol are to:

1. Strengthen Safe School Committees to curb crime and violence in schools;
2. Encourage all role players at school and in communities to play an active role as members of Safe School Committees;
3. Link all schools to local Police Stations;
4. Establish reporting systems at schools;
5. Raise awareness amongst learners regarding crime and violence and its impact on individuals, families and education;
6. Establish a school-based crime prevention service and interventions, which will deter potential offenders and empower potential victims and past victims;
7. Extend  crime  prevention  programmes  to  Early  Childhood  Development Centres in order to raise awareness amongst young children on how to keep themselves safe;
8. Mobilise communities to take ownership of schools; and
9. Promote the image of the South African Police Service, and to build positive relationships between schools, police stations, children and school communities.

The abduction of learners outside school premises is a worrisome development for the Basic Education Sector and the school communities in general. Due to the complexity of this threat to the Sector, a broader national collaboration is being marshalled by the department with other relevant departments, especially those in the Security Cluster.

The Minister of Basic Education collaborates and works effectively with the SAPS through the National Joint Operations and Intelligence Structures (Natjoints) which coordinates all security and law enforcement throughout the country to source intelligence regarding incidences of violence in schools.

The Department also utilises the Quality Learning and Teaching Campaign (QLTC) to work with school communities to ensure the safety of school communities. The QLTC constantly reaches out to communities, including the traditional leaders, in promoting the participation of  parents and the broader society to make our schools safe places of teaching and learning.

Reply:

a) As at 19 November 2021, a total number of 61 new trains have been manufactured at the local factory in Dunottar. A further 18 new trains were manufactured in Brazil and deliver to PRASA.

(i) The total number of trains that have been manufactured at the Gibela Manufacturing Plant in Ekhurhuleni in each month of each year since the opening of the factory is listed below:

Year	Month	Number of trains manufactured	Total per year
2018	December	1	1
2019	February	1	8
	March	1
	April	1
	June	1
	September	1
	October	1
	November	1
	December	1
2020	January	1	20
	February	1
	March	2
	July	4
	August	1
	September	3
	October	2
	November	4
	December	2
2021	January	2	32
	February	3
	March	4
	April	2
	May	4
	June	2
	July	4
	August	4
	September	4
	October	2
	November	1

(ii) As at 19 November 2021, 51 new trains have been produced at the local factory and delivered to PRASA in terms of the Manufacturing and Supply Agreement entered into between PRASA and Gibela. The delivery of further 10 trains in currently in progress.

b) The Gibela Factory currently only manufactures trains for PRASA in terms of a Manufacturing and Supply Agreement.

Reply:

The Minister of Public Works and Infrastructure

a) I have been informed by the Department that the Government Immovable Asset Management Act 19 of 2007 (GIAMA) provides guidance in respect of the disposal of immovable assets. The National Department of Public Works and Infrastructure Immovable Asset Disposal Policy, which was approved by the Minister on 30 May 2013, is used when leasing state-owned buildings for both (i) residential and/or (ii) business purposes.

b) In addition to the above, the 2007 Business Processes for Property Management, developed in terms of Public Finance Management Act of 1999, is used by all provincial Regional Offices to ensure consistency. In addition the revised circular 135 of 2020 on letting out of state-owned properties further ensures consistency.

Reply:

The Department of Public Service and Administration (DPSA) has conducted an investigation into the reasons why some government departments are battling to finalise and/or conclude disciplinary cases within the stipulated time frame.

During Quarter (Q) 3 of the previous financial year (October to December 2020), the Public Administration Ethics, Integrity and Disciplinary Technical Assistance Unit (PAEIDTAU), assisted by the Strengthening Ethics and Integrity Project that are funded by the Canadian Government, contracted an independent expert to conduct research into the reasons for case backlogs and long overdue precautionary suspensions.

a) The following reasons were identified why some government departments are battling to finalise their disciplinary cases within the stipulated time frame:

• Interference were reported, where it was alleged that suspensions were sometimes used as a tool to neutralize opposition, or employees from different camps or interest groups.
• Heads of Departments and labour relations officials are scared to address interferences due to a fear for retaliation.
• Unavailability of chairpersons in provinces.
• Use of legal services to assist with discipline management cases without involving the labour relations official.
• Appeals instituted on the side of the employer with the aim to keep an official out of the work place, usually when this person reported wrongdoing or corruption.
• Shortage of labour relations employees.
• Unavailability of tools of the trade, especially where educators are involved.
• Complexity of cases due to sector specific challenges, such as in Education and Health.

b) To capacitate government departments that are failing to finalise their disciplinary cases within the stipulated time frames, the DPSA launched a project where the Minister for the Public Service and Administration (MPSA) held one-on-one meetings with Executive Authorities of departments identified to have long overdue disciplinary cases and precautionary suspensions to ascertain the reasons for backlogs and to pledge support. This was immediately followed by a workshop conducted by the PAEIDTAU to the identified departments to address their backlogs. The PAEIDTAU developed, with the assistance of the Strengthening Ethics and Integrity Project, an electronic tool that was utilised by the affected departments to register their backlog cases on, and to provide monthly feedback. In January 2021, the Director-General (DG) DPSA embarked on provincial meetings, where the issue of discipline management is addressed and compliance statistics are shared with departments. The MPSA also addressed a special FOSAD meeting in May 2021 to raise this issue with director-generals.

To assist departments with managing discipline and to address the findings of the PAEIDTAU research, a new Guide on managing discipline in the public service was adopted and approved by the MPSA. From 1 April 2021, the implementation of this Guide is compulsory. This guide specifically addresses the issues of appeals and precautionary suspensions. During 2020, the DPSA also facilitated the training of 204 (out of 246) public service employees on a PSETA accredited course for presiding officers (chairpersons and initiators) to address the issue of capacity. With the assistance of the Strengthening Ethics and Integrity Project, the PAEIDTAU is currently developing training material for labour relations officials and managers, to improve implementation of the newly adopted guide.

The above outlined interventions undertaken by the MPSA, PAEIDTAU and DG yielded significant success. A decrease in suspensions and in the costs of precautionary suspensions, as well as an improvement in the capturing of cases on the Personnel Salary System (PERSAL) were noted at the end of March 2021. By the end of March 2021, provinces finalised 78% of their backlogs (up from only 1% in Q1, 8% in Q 2, and 18% in Q 3). The cost of precautionary suspensions for National Departments stabilised around R 20 million per quarter and the cost for precautionary suspensions in provinces decreased to a new low level - almost R 25 million less than what the year started with (Q1: R 87 million compared to Q4: R62 million). The two provinces that had the most precautionary suspensions also managed to reduced their backlogs. The Free State reduced their cost from R 12 million in Q 3 to R 6 million in Q 4. Kwa-Zulu Natal managed to reduce their cost from a high of R 92 million in Q 3 to R 21 Million in Q 4. The amounts reflected here are based on all disciplinary cases captured on PERSAL.

End

Reply:

1. No disciplinary and/or legal steps have been taken against the 241 Public Service employees who received Social Relief of Distress (SRD) grants in May 2020.

The South African Social Security Agency (SASSA) is working with the departments of identified Public Service employees to ensure legal steps are taken where required. The Department of Public Service Administration (DPSA) is working closely with SASSA to ensure that disciplinary steps are taken against Public Service employees who received SRD grants in an unlawful way.

In terms of this arrangement, investigations are conducted by SASSA (supported by the Fusion Centre), as the DPSA has no investigative mandate. Furthermore, However, the DPSA plays a coordinating role and provides technical assistance to departments as far as that is concerned.

Up to date, the DPSA verified a list of 241 employees identified to have received SRD grants unlawfully. During the screening process, the DPSA found that only 198 employees on the list of 241 employees were in fact Public Service employees.

The investigating team therefore is currently focussing on the remaining 198 cases, and works with the South African Police Service to obtain statements and to collect evidence. This collated information is packaged in files which were opened for each accused. These files will be used during the criminal and disciplinary process so as to synchronize the two processes. The charges levelled against the employees will be fraud and misrepresentation. The investigation process is not yet finalised, but is continuing.

On 16 November 2021, the DPSA and investigation team from SASSA met to assess progress. The meeting resolved that the allegations against the public service employees are of a serious nature and therefore:

a) Disciplinary hearings should be held;

b) SASSA and DPSA agreed on the information/evidence to be included in the files to be opened for each employee;

c) For employees employed in provinces, the offices of the Premier will coordinate and monitor cases;

d) SASSA will provide witnesses;

e) Departments will have 90 days to finalise their cases from the dates of receiving files;

f) DPSA and SASSA will monitor the adherence to the timelines; and

g) SASSA will finalise the packaging of files.

 

Once investigations are finalised, the DPSA and investigators will reconvene with the identified departments, where guidance will be provided to labour relations officers to take the disciplinary cases forward in a coordinated way. The DPSA will source additional resources to assist those provinces with the most cases.

(2) SASSA is responsible for managing the payment of SRD grants and utilises its own electronic system to do that. The DPSA and SASSA linked the SASSA system to access information on the Personnel Salary System (PERSAL) so that current payments to applicants are only made after it was confirmed that the applicants are not appointed as Public Service employees.

End

Reply:

The matter is sub judice and therefore the Department is not in a position to respond until court proceedings are finalised.

END

Reply:

Honourable Member, here is the reply:

a) There are currently two employees acting in higher positions:

(i) Chief Director: Communications

(ii) Deputy Director-General: Informal Settlement Upgrading and Emergency Housing

b) The Chief Director: Communication was advertised and shortlisting is scheduled to take place before 20 December 2021, with the interview taking place before the end of January 2022. The Deputy Director-General post will be advertised by 28 January 2022 and be filled by the end of the financial year (31 March 2022).

Reply:

1.It should be noted that not all former officials have received their payment. This is due to the system utilised to process calculations providing incorrect outcomes.

(1)(a)(i) Some former officials have not been paid due to the department having to suspend the process and subject all payments to an audit due to discrepancies in percentages used to calculate payments.

(1)(a)(ii) Rectification is underway with regard to all officials that were paid incorrect amounts.

(1)(b) The Department anticipates finalising this process during the 2022/23 financial year due to the magnitude of transactions to be audited. It must be noted that out of 6 306 transactions, 3 567 (57%) have been concluded.

2. The Department will not be paying interest. DCS was compelled to undertake the verification process to avoid overpayments to ex – officials as it would be difficult if not impossible to recover such amounts.

3. No, the Department does not have different regulations and/or policy positions for serving and former officials. The Department opted to initially pay serving officials as they are on the payroll system of Government (PERSAL) and as such processing such emoluments was less onerous administratively, however after commencement of the process the errors in calculations were discovered and a comprehensive audit was commissioned to rectify / prevent any errors. As such former officials’ payments are pending finalisation of the audits.

END

Reply:

The extradition proceedings against Shepherd Huxley Bushiri and Mary Bushiri (the Bushiris) commenced on the 8th March 2021 before the Chief Resident Magistrate’s Court in Lilongwe, Malawi. During these proceedings, Counsel for the Bushiris brought a number of preliminary applications relating to the following issues:

a) The Magistrate should recuse himself from the proceedings. This application was dismissed.

b) The State is using SADC Protocol when it is not law in Malawi. This application was dismissed.

c) The State should furnish counsel for the Bushiris with the transcript of the bail hearing of the Bushiris in South Africa. This application was successful. The State has since complied with the order.

d) The various witnesses of the State of South Africa should appear in person in the extradition proceedings in order to:

(i) Authenticate documents; and

(ii) Sign depositions.

This application was successful.

Counsel for the Bushiris applied for the review of all applications that were dismissed. The High Court dismissed the application without a hearing.

The State made an application to the Chief Resident’s Magistrate Court for the review of the decision regarding witnesses, and asked the Court to order that witnesses must appear through video conferencing or link. The Court dismissed the application.

The State then applied for a review in the High Court of the order of the Chief Resident’s Magistrate Court regarding witnesses. The review was argued in Court on 21 July 2021.

The High Court directed both parties to file submissions on whether the State witnesses from South Africa could testify via video link. The matter has since been adjourned pending the delivery of the order on a date to be communicated by the Court through the office of the Registrar.

Reply:

Yes, the Department of Water and Sanitation (DWS) has made efforts to intervene and improve the quality of drinking water in Hammanskraal including the following:

• Undertaking sampling of drinking water at the Temba Water Treatment Works (WTW) which confirmed that the drinking water is non-compliant with the drinking water standards, South African National Standards 214:2015
• Conducting investigations into the situation regarding water challenges in Hammanskraal and issued Directives to the City of Tshwane to improve the quality of drinking water supplied to the community of Hammanskraal
• Issued mutliple directives instructing City of Tshwane (CoT) to comply with the drinking water standards

It is important for the Honourable Member to note that the source of the contaminated water in Hammanskraal is the poor effluent discharged by the Rooiwal Wastewater Treatment Works (WWTW) into the Apies River. The Rooiwal WWTW is overloaded, such that the effluent discharged into the Apies River is partially treated, and therefore pollutes the Apies River and the Leeukraal Dam.

The DWS also found that the CoT did not have capacity to optimally operate the Rooiwal WWTW. Subsequently, the CoT appointed East Rand Water Care Company (Erwat) to operate and upgrade the Rooiwal WWTW. Once completed, it is envisaged that the effluent discharged from the WWTW will improve. This will in turn improve the quality of water abstracted from the Temba WTW, which supplies water to Hammanskraal. The DWS will continue with compliance and enforcement processes until the CoT fully complies with effluent standards. The CoT is currently providing potable water to Hammanskraal community, using tankers.

---00O00---

 

Reply:

1. National Treasury is not drafting a policy on a family poverty grant.

2. There will be no pilot as National Treasury is not drafting the policy.

3. Refer to (2).

Reply:

The Department has the Disciplinary Code and Procedures for Educators which are provided in Schedule 2 of the Employment of Educators Act (EEA), 1997 (Act No. 76 of 1998). The Code is aimed at, amongst others, promoting acceptable conduct. It is therefore, the responsibility of the employer, who in terms of section 3(1)(b) of the EEA, is the Head of the Provincial Education Department, to implement and enforce the Code.

Reply:

SASSA runs the data – both for social grants and the social relief of distress grant – against the Department of Home Affairs’ Population Register before the payments are extracted for the following month. All deaths that have been registered with Department of Home Affairs result in the payment not being extracted. However, deaths that are reported late, or after the extraction date will result in payments for the specific beneficiary being extracted.

The information provided below is for the payment vouchers extracted after the date of death of the beneficiary. This information is not grant specific, but linked to a beneficiary, who may receive more than one grant. Further analysis is required to be able to specify this by grant type. For the period January 2020 to 31 October 2021, a total of 214 344 vouchers were extracted after the death of the beneficiary. However, this does not reflect the numbers actually paid out as in some cases, the money paid has already been recovered, or returned to SASSA by SAPO.

The total number of vouchers for the R350 social relief of distress grant extracted after the death of the beneficiary for the period under discussion is 59 089. Again, this is the total number of vouchers extracted, but the actual number paid out will only be known on receipt of the full reconciliation from SAPO.

Reply:

1. Following President Cyril Ramaphosa’s declaration of the state of emergency in 2020, the volunteers were recruited as part of the NDA’s response to control the further spread and mitigation of the COVID-19 pandemic through community education, identification and registration of individuals/households for SRD application, including the Special COVID-19 SRD Grant, distribution of food parcels to eligible individuals/households provided by the Social Development Portfolio and providing queue management at SAPO and SASSA pay points, amongst others.

The programme plan and costing of the volunteer programme was presented to the NDA for approval and it was granted by the NDA Board as per their delegated authority. The NDA administratively, executed the programme through the NDA Grant Funding Policy. However, the processing and appointment of the CSOs that were appointed did not go through the structures required in the grant funding policy. This was declared during the audit as irregular expenditure.

When President Ramaphosa extended Special COVID-19 SRD Grant earlier this year, the NDA was requested to render services alluded to earlier. As a result, the volunteer programme was extended with an additional 3 (three) months (January-March 2021). However, the Accounting Officer implemented the extension of the volunteer programme without the approval of the NDA Board.

1 (a) The R29 million that the Honourable Member is referring to is not entirely related to the NDA volunteer programme, the total sum of irregular expenditure for the Agency for the financial year 2020/2021. The total is inclusive of the following irregular expenditure reported in the NDA annual financial report:

Nature of Irregular Expenditure	Amount
Tender not approved in accordance with NDA Delegations	R 1 182 735
Competitive process not followed for price quotations	R 1 214 943
Price charged by supplier for PPE no in line with Treasury guidelines	R 21 710
Award made prior to approval	R 59 112
Extension of extension of Volunteer Programme not in accordance with Delegations of Authority	R 4 522 025
Volunteer programme approved without following Grant funding policy	R 22 471 235
TOTAL IRREGULAR EXPENDITURE - NOTE 29 OF ANNUAL REPORT	R 29 471 760

1 (b)(i) The NDA Board duly approved the programme budget, but not the expenditure of R22 471 235 which was incurred under this programme as it did not comply with the NDA Grant Funding Policy.

1 (ii) Refer to 1 and 1 (a) above

SASSA

2(a) The reported R1 million fruitless and wasteful expenditure disclosed in SASSA’s 2020/21 Annual Report is not only for the hotel no shows. Of the total amount, only R8, 908 is relates to hotel no shows. SASSA recorded the R1 million fruitless and wasteful expenditure. The fruitless and wasteful expenditure breakdown of the R1, 083, 218 as reported by AGSA is made up of the following (Refer to note no. 30 of SASSA Annual Report):

• Interest and penalties R61, 147 which include a material amount of R58, 136.99 (R50, 000 with interest) paid to an official for the unfair disciplinary process and defamation of character as per the court judgement made on a matter employee vs SASSA. There were penalties and interest levied by municipalities relating to car renewals and accounts payments cycle negatively impacted by the pandemic making the balance of the amount.

• Hotel no shows amounted to R8, 908 sometimes officials are booked and due to circumstances related to Covid-19 the accommodation could not be utilised. An amount of R 3,303.06 associated to a SASSA appointed medical doctor for purposes of disability assessment. The amount was then deemed recoverable from the relevant doctor. Hotel no shows does not make a major portion of the fruitless and wasteful expenditure. All the cases have been finalised, four were finalised in the previous financial year (2020/21) and last one was finalised during the current financial year (2021/22). Three cases were written off and two are being recovered.

• Payment made to a service provider R266, 760 (the service provider did not render the service but claimed the money, a case of fraud has been opened). The corrective disciplinary process was undertaken and the affected official who has since left the agency was cleared due to insufficient evidence of wrong doing. The agency awaits the outcome of the criminal case.

• Other matters R746, 403 made out of the following amounts:
  • R 549,942.75 salary paid to an official from KZN who was not at work, when SASSA requested the alleged sick notes could not get any. The employee has since been dismissed. We are currently trying to recover funds, she does not have adequate pensions benefits as she started work the past two years. SASSA is following a due legal process to recover the amount paid.
  • R187,920.53 relate to salary paid to an official in Gauteng region together with legal costs (There is currently a disciplinary process underway to deal with this matter). Only once the corrective disciplinary process is finalised will the matter be finalised in line with the outcome.
  • R8, 381.20 a KZN official did not attend arranged training. The circumstances are still being investigated.
  • R158.52, a beneficiary was booked for medical assessment in the month the grant was still valid.

(b) (i) who are the responsible persons and (ii) what consequences have been instituted?

From the stated information hotel no shows does not make a major portion of the fruitless and wasteful expenditure recorded in 2020/21. The hotel no shows cases have been finalised, four were finalised in the previous financial year (2020/21) and last one was finalised during the current financial year (2021/22). Three cases were written off and two are being recovered.

DSD

(2)(a)

With regards to fruitless and wasteful expenditure, the National Department of Social Development had R1,132 million related to car damages. 51 cases were recorded as car damages.

(2)(a)(i)

The Loss Control Committee recommended that 35 cases (R674 437, 04) be recovered from officials and the Travel Agent. The cases have been referred to the Finance to commence with the recovery process. 12 cases (R170 624, 55) were written off on the basis that the officials were not negligent; and

(2)(a)(ii)

4 cases (R286 298, 47) were referred to Labour Relation for further investigation and if the officials are found to be liable for the expenditure, it will be recovered and disciplinary processes will commence.

(2)(b)

In terms of R 1 million in hotel no-shows, only R21 638.96 has been recorded in the Annual Report for Social Development as “Hotel no-shows” and not R1 million as indicated.

14 Cases were recorded during the 2020/21 financial year 2020/2021 for “Hotel No-Show”. Eight (8) cases has already been recommended to be recovered from the officials and the Travel Agent to the amount of R11 714,52 and these cases have already been referred to commence with the recovery process.

1 case (R1 200, 00) was written off and the official was not liable due to travel restrictions imposed and the late cancellation of an event as a result of Covid-19 restrictions

The remaining 5 cases (R8 724.44) has been investigated and will be finalised by the Loss Control Committee in due course.

 

Reply:

I would like to point out to the Honourable Member that South Africa does not have any legislation referred to in the question. Rather, the Comprehensive Addiction Recovery Act 2016 is a piece of legislation that has its origins from the United States of America.

CARA is an abbreviation for the Criminal Assets Recovery Accounts, a fund that is currently administered by the National Development Agency (NDA). The contract for the NDA to manage the CARA Fund to support NGOs/civil society organisations that provide services to survivors and victims of gender-based violence as guided by the National Strategic Plan on Gender-Based Violence and Femicide (2019-2024).

a) (i) (ii) Refer to Annexure A

b) The Public Finance Management Act (PFMA), which is the principal Act in terms of funding of non-profit organisations/civil society organisations prescribes that due diligence be conducted before the transfer of funds to any organisation, and the CARA Fund is no exception. All funded CSOs are subjected to verifications and performance reviews before funds can be transferred to the CSOs’ bank accounts. The organisations are expected to submit progress reports and thereafter the performance reviews are conducted before second tranches can transferred. Therefore, all the CSOs that have not been paid second tranches are yet to submit progress reports and be subjected to performance review before the transfer of second tranches as per the Service Level Agreement.

c) Refer to (b)

d) Refer to second paragraph above.

Reply:

1. The Fund-Raising Amendment Bill, once signed into law, will culminate in the dissolution of the Refugee Relief, Social Relief, State President and Disaster Relief Funds with the exception of South African National Defence Force Fund (in terms of clause 7 of the amendment Bill), The amendment Bill establishes a new Disaster Relief and National Social Development Fund, and in terms of clause 7, transfers all the assets and liabilities of the existing funds to the new Fund. There should thus be no impact on the Funds, as the four funds are being consolidated into one, and all their assets and liabilities will be transferred to the new Fund once the President has signed the Bill into law.

2. (a) SOCIAL DEVELOPMENT

The Department has an established an Entity Oversight Forum. This engagement was prompted by the Auditor General’s report that the Department strengthen its oversight on its public entities. The main focus of the Forum is to:

• Built a harmonious relationship with DSD Entities and Associated institutions;
• To address Auditor general’s concerns of oversight;
• To take note of governance issues in all Entities;

The Audit Steering Committee has also been re-established to address all Auditor-General’s findings within the Department and its Entities. The Committee meets on monthly basis to discuss the Audit Implementation Action Plan. Responses to challenges related to audit findings and related implementation plans are managed and overseen as preparations for the scheduled Audit Committee meetings.

2(b) NATIONAL DEVELOPMENT AGENCY:

The NDA has put in place the following measures in place to prevent the occurrence of irregular expenditure:

a) The development a policy and detailed Standard Operating Procedure manual on Irregular Expenditure - In the 2021 Financial year, the entity developed a policy on Irregular expenditure, guided by the requirements of the Framework for Irregular expenditure that was issued by the National Treasury. The Framework and the policy are intended to institutionalise the processes for the treatment of Irregular expenditure identification, determination of losses and investigation of cases of irregular expenditure. After approval of the policy, awareness workshops were held across all NDA offices where NDA staff were workshopped on the policy.

b) Establishment of an independent Loss Control Committee to investigate all reported cases of Irregular Expenditure - The establishment of this committee is informed by the requirement of the Framework on Irregular expenditure that was issued by National Treasury. The Loss Control Committee is expected to investigate all reported cases within 30 days of these instances being reported. This committee will ensure that all cases are dealt with timeously. The process to appoint the Loss Control Committee is s expected to be finalised by end of January 2022.

2. SASSA

SASSA takes issues of irregular expenditure very seriously and has focused on the areas listed below;

a) Focus on office accommodation procurement for SASSA:

SASSA recorded additional Irregular expenditure amounting R73 million during the 2020/21 reporting period of which over R43 million relate to occupation of office accommodation with expired lease agreements. The procurement of alternative accommodation by the Department of Public Works and Infrastructure was not concluded by the time a lease expired and SASSA did not request approval to extend the existing lease agreement on time.

Mechanism being put in place are:

• SASSA is currently developing an appropriate procurement strategy to fast track procurement of office accommodation currently occupied by SASSA for which lease agreements already expired. This is being done in consultation with Department of Social Development and Department of Public Works and Infrastructure to be finalised 31 December 2021.
• SASSA with the assistance of Department of Social Development is currently reviewing Immovable Property management policy to be concluded by 31 March 2022.
• Review the Memorandum of Agreement (MOA) entered with DPWI by 28 February 2022.

b) Strengthen internal controls

• Requests for procurement of alternative office accommodation by Department of Public Works and Infrastructure will be sent eighteen (18) months before expiry of any lease agreement.
• Where DPWI has not finalised procurement of requested office accommodation, SASSA will timeously request for the extension of the existing lease agreement before expiry of lease agreement.
• Supply Chain Management Compliance unit performs pre-audit or reviews of all new contracts before an award is made.
• Prioritised Supply Chain Management (SCM) unit capacity (Currently busy with recruitment process to augment current manpower across the agency).
• Re-trained SCM and users at head office on SCM Legislative framework and processes and procedures.
• Reviewed Supply Chain Management Policy and Standard Operating Procedures and work shopped all SCM officials in the Agency on 26 November 2021
• Trained EXCO and officials serving as Bid Adjudication Committee members. The first training took place on 22 October 2021 and the second training should take place during the fourth (4th) quarter of 2021/22.
• Treasury training of all SCM officials in SASSA on 02 June 2021
• Develop and implement a Corporate Audit Action plan to respond to 2020/21 audit findings.

c) Strengthen implementation of disciplinary corrective measures for already incurred irregular expenditure cases:

• Accurate and complete recording of all incurred irregular expenditure including where currently SASSA is in occupation of office accommodation where leases have expired thus continue to incur irregular expenditure.
• A target on financial misconduct cases has been included in 2021/22 Annual Performance Plan (APP) allowing adequate monitoring.
  • 95% of long outstanding cases to be finalised by 31 March 2022, timeous implementation of disciplinary corrective measure will serve as a deterrent.
• SASSA Head Office to strengthen regional Support
• Outcome of the disciplinary corrective measures will become the basis for consideration of recovery or support for National Treasury to condone Irregular Expenditure where appropriate.

Reply:

a) The post became vacant on 14 December 2014.

b) In 2018, a moratorium was placed on the filling of posts due to financial constraints occasioned by a drastic cut to the Compensation of Employees (COE) budget The Department has commenced with the process of identifying and prioritising critical posts to be filled.

c) (i) Initially two Deputy Directors, namely Ms MG Keetse and Ms MN Maloba acted in the vacant post before it became unfunded.

(ii) 2 years and 5 months

d) Refer to (b)

e) The Department is currently prioritising posts that will give effect to the Departmental Strategy as required in the MTSF. While this process is under way, this function is currently performed by the four (4) Social Work Managers in the unit.

Reply:

1.  The writing of Grade 12 examinations is reaching its conclusion and as at 31 November 2021, there are four more days to the end of the writing of the examination. In terms of the writing of the examination, the impact of load shedding has been minimal, as observed during the monitoring process. In subjects like Computer Applications Technology (CAT) and Information Technology (IT), where computers are used, and where learners may have been affected, the DBE, will offer to these candidates an opportunity to rewrite the examination on 7 December 2021. The other subject that required electricity, is South African Sign Language (SASL). But given the very small numbers, these candidates were not adversely affected, as the schools could put in place alternative mechanisms. However, there is still the impact of load shedding on the final preparations for the examination, undertaken by learners during the examination period. This impact, if any, will only be established after the marking has been completed and the results are analysed.

 

2. In terms of addressing the possible disadvantage that may have been suffered by learners in terms of their final preparations for the examinations, this together with other factors that may have negatively impacted on learner performance, these will be addressed during the standardisation of results. The standardisation of results is a process, undertaken by the Quality Assurance Council, Umalusi, to mitigate, factors other than learners knowledge, ability and aptitude, that may impact on learner performance.     

Reply:

According to the Information Received from Denel

Denel SOC has no intention to sell off Denel Pretoria Metal Pressings. This part of business remains strategic to both Denel and THE Department of Defence. The development and manufacturing of small and medium caliber munitions are core to Denel’s business model of Denel. However, the SOC overall structure and business model required for sustainability is under review.

Reply:

According to the information received from ALEXKOR

1. Alexkor and Richtersveld Mining Company (RMC) Pooling and Sharing Joint Venture, known as Alexkor RMC PSJV, is an unincorporated joint venture where Alexkor holds 51% interest and RMC holds 49%.

The settlement agreement reached between Government and the community of Richtersveld directed that land-based diamond assets previously owned by Alexkor be transferred to the community and Alexkor to retain the marine based diamonds assets

The Alexkor RMC PSJV is led by a board composed of three (3) members from Alexkor and three (3) from the communities.

2. In terms of the settlement agreement, the court ordered that R200 million be expended to the recapitalisation of the diamond operations post the prolonged court proceedings.

The terms of repayment are outlined in the settlement agreement. No further funding has been provided to the PSJV nor Alexkor

Alexkor is a Schedule 2 company bound by the PFMA. Alexkor RMC PSJV is not Schedule 2 company therefore it is not bound by PFMA provisions.

3. Alexkor is a Schedule 2 company bound by the PFMA. Alexkor RMC PSJV is not Schedule 2 company therefore it is not bound by PFMA provisions.

4. The Alexkor RMC PSJV is an unincorporated entity and does not qualify as a national public entity or a national government business enterprise based on the definition of the two by the PFMA namely the Alexkor RMC PSJV is not juristic entity nor under the ownership control of the national executive. Given that the Alexkor RMC PSJV is not a public entity that it could not be listed in either Schedule 2 or 3 of the PFMA. Section 3 of the PFMA provides that the PFMA applies to departments, public entities listed in Schedule 2 or 3, and constitutional institutions. The Alexkor RMC PSJV is none of these. It is therefore advised that the PFMA does not apply to the Alexkor RMC PSJV itself, in its own name.

Reply:

The following responses are as received from the nine provinces

a) Safety precautions and/or plans have been implemented nationally in hospitals to manage fires

• In Eastern Cape, fire safety is managed at hospital level. Fire safety has several role-players including Infrastructure/ Facilities/ Engineering and Occupational Health and Safety units in most hospitals. Some hospitals have fire safety in their disaster plans and some have unit / ward – based action cards for response to fire and/or evacuation plans.

• All Free State facilities are fitted with fire extinguishers and fire hydrants. The smaller facilities have fire extinguishers and the larger facilities e.g. Hospitals have fire extinguishers and fire hydrants.

• Safety plans and emergency preparedness plans are in place but in many facilities in Gauteng there are no approved disaster management plans by the local authority for hospitals and also no occupancy certificates. Fire and evacuation drills are done sporadically or not done at all.

• All institutions in KwaZulu-Natal have fire fighting equipment i.e. fire extinguishers (10538), fire hose reels (2756) and depending on the size of the institution fire hydrants (1152). Internal disaster management plans, which include fire evacuation plans are available and reviewed as necessary. Fire evacuation drills are conducted internally and documented. Fire departments from local municipalities are involved in major evacuation drills and also institutions acquire their inputs when reviewing fire evacuation plans. Fire safety training has been conducted for staff and some institutions have fire and alarm detection systems.

• Limpopo has trained fire wardens in every facility with the Fire departments providing support and training. Fire drills are conducted at each facility.

• Mpumalanga facilities have approved disaster and emergency evacuation plans. Risk assessments are being conducted inclusive of fire hazards and risks and control measures put in place. Local fire inspectors conduct fire inspections at facilities on invitation.

• Northern Cape has no approved disaster plan but emergency plans are in place and bi-annual fire drills are conducted at facilities.

• All hospitals in North West have floor plans and evacuation plans with trained fire wardens and fire drills performed. Inspections of hospitals were done by the Fire Departments of local authorities in 2021 and the recommendations are used to enhance the plans.

• The Western Cape has adopted the MIMMS systems for hospital preparedness for managing Major Incidents. MIMMS (Major Incident Medical Management and Support) is an internationally accepted system to manage such incidents. Hospitals have Major Incident Plans that also include managing a fire incident. The Office for Disaster Medicine at provincial level and the facility manager signs off on the plan. The plan is reviewed annually or after a major incident at the facility.

(b) Servicing of fire equipment

• Eastern Cape has a provincial contract for the fire safety equipment which includes the servicing of fire extinguishers and fire hydrants annually.

• In Gauteng fire equipment are serviced once a year in line with expiry dates – however there is a dependency on the Department of Public Works and Infrastructure.

• The fire equipment are serviced annually in Free State, KwaZulu-Natal, Limpopo, Mpumalanga, Northern Cape and North West.

• Fire equipment at all facilities in all districts of the Western Cape are serviced through service level agreement (SLA) contracts. Each district has its own SLA contract and all fire equipment are serviced every 12 months according to applicable regulations and requirements.

(c) Breakdown in each province in terms of fire equipment checks in each of the past five financial years

• Eastern Cape could not collate the information as it is kept at facility level.

• It varied in different hospitals in Gauteng with 27 facilities reporting annual checks; 5 facilities were last assessed in 2020 and 4 facilities did not report.

• Free State and Limpopo have annual checks on the fire equipment.

• In KwaZulu-Natal, fire equipment checks form part of the monthly inspections by health and safety representatives.

• Mpumalanga has spent on average R2m per annum on fire equipment checks and maintenance.

• Northern Cape conducts monthly checks on fire equipment.

• North West has monthly checks by Occupational Health and Safety (OHS) representatives with quarterly inspections by the provincial OHS forum.

• Western Cape has spent on average R8m per annum on fire equipment checks and maintenance.

 

END.

Reply:

According to the information received from Eskom

Eskom’s current leadership is committed to rooting out fraud and corruption and addressing issues related to past corporate governance breaches, in order to restore Eskom's reputation as a trusted corporate citizen and further, to improve the organization’s financial and operational sustainability.

(1)

There are a number of safeguards built into the operationalization of the JET financing facility. Firstly, we see the facility, and disbursement of funds being managed by a strict governance committee comprised of the lender group. Financing will be released in tranches, based on project milestones being met. This means if we do not meet project deliverables and timeframes for deliverables, the financing will not be released.

(2)(b)

The total amount identified through investigations conducted by the Eskom Forensics team is R3 448 024.

(2)(b)

While loadshedding cannot ALWAYS BE attributed to corruption, the financial losses due to corruption have had a negative impact on Eskom’s overall financial position. This in turn negatively affect Eskom’s ability to reliably provide electricity.

For instance, the underlying cause of Eskom’s poor operational performance is insufficient maintenance on Generation plant over the years which is now resulting in poor plant performance. There is an increase in mechanical power station breakdowns.

Therefore, the sum of R3 448 024 which was lost due to maladministration could have been used to perform much-needed maintenance on Eskom’s power generating units.

 

We also provide details of Eskom’s response to the fraud and corruption challenge:

• Eskom is making good progress in the implementation of the Fraud Risk Management Plan, to maximise fraud prevention and enhance good corporate governance practices. The Anti-Fraud and Corruption Integration Committee monitors the implementation of this plan and ensures integration between forensic, legal, ethics, industrial relations and supplier review functions, with progress reported to Exco and the Audit and Risk Committee (ARC) on a regular basis.

• In financial year 2020/21, our fraud prevention and whistleblowing policies were revised to enforce our zero-tolerance approach to fraud, strengthen our whistleblowing processes and ensure compliance with changes to relevant legislation. Furthermore, a whistle-blowing procedure has been developed to provide step-by-step guidance to report incidents of unethical behaviour through an independent, confidential hotline. As an additional measure, we also encourage reporting through DPE's whistle-blowing channels.

• Ethics and fraud awareness programmes have been enhanced and remain mandatory for all employees. To complement these, anti-fraud training has been developed for managers and supervisors to ensure that they understand their roles and responsibilities in the management of risks associated with fraud, corruption and irregularities. Fraud awareness for suppliers was also implemented during the year.

• Our Assurance and Forensic Department and Human Resources Division are collaborating to improve consequence management and disciplinary processes. Feedback on disciplinary cases is reported regularly to executive management. Disciplinary action is monitored, particularly where line managers and supervisors have decided not to take action against an employee despite findings from an investigation.

Reply:

The Maluti-A-Phofung SEZ (MAPSEZ) was designated in 2015; and subsequent to that, the SEZ License was issued in 2017 which formally designated MAPSEZ as a brownfield. The SEZ is managed by the Free-State Provincial Government. The department of trade, industry and competition’s role in this regard is to designate at the request of the province and to provide the financial support at the SEZ.

With all the new SEZ’s designated since 2020, the dtic is directly involved in the co-ownership and management of the zones. The new ownership model involves the national, province, and municipalities in the running of the SEZs.

Accordingly, the honourable member is encouraged to engage directly with the province and the SEZ Management to get more details about the project.

-END-

Reply:

1. The number of vacancies at the Pelonomi Hospital in Bloemfontein, Free State, as drawn from the Persal System and confirmed by the province are as follows (a) Nurses – 113, (b) Doctor – 22, (c) Cleaners – 33, (d) Maintenance officials – 5, Administrative Officials – 4 and (f) Management Personnel – 21.

2. These posts were vacated between the periods September 2009 to May 2021.

3. Due to financial constraints in the Free State Province, the priority of filling vacant posts is given to clinical posts. The Department does that to avoid unauthorised expenditure on Compensation of Employees (COE) within the budgetary allocation (VOTE), in accordance with Treasury Regulation 8.3 read with the PFMA section 76(4)(b) and Treasury Regulation 9 read with PFMA sections 38(1)g and 76(2)(e).” The Department is also busy with a process of reviewing the Organizational Structures of Hospitals including Pelonomi and the process is already at an advanced stage. It is anticipated that some of these posts might become redundant.

4. In order to ensure that the Hospital services are not compromised, as a temporary control measure, the Department has appointed a committee that focus in identify posts that are critical for filling. Based on the recommendation of the said Committee, those posts are urgently filled on a contract basis as when the need arise (i.e. While the Organizational Structural review is underway). The department also makes provision for approved overtime as one of the measures in ensuring that service delivery is not compromised.

5. The department will make a statement on the matter once the process of the Organizational Structure review is completed, defined in line with the service delivery requirements.

END.

Reply:

According to the information received from Eskom

(a) and (b)

Investigations on the fuel oil crime syndicate are ongoing and at a critical stage therefore we are unable to offer any more information on the matter at this stage.

Eskom issues media statements to the public, and reports progress on investigations into cases of suspected fraud and corruption to the Standing Committee on Public Accounts, on a regular basis.

The media statement issued on 5 November 2021 on the fuel oil crime syndicate is attached.

Reply:

a) The Department has put the following interventions in order to promote awareness on the dangers of diabetes:

1. The department has developed Information, Education and Communication (IEC) materials on the signs and symptoms of diabetes, prevention measures and identification of risk factors. These materials have been shared with all provinces and are available in all the clinics. The materials are also used by the Community Health Workers as well as Health Promoters as part of the wider reach to the public. This is done as part of the routine services at all platforms, including during the commemoration of Health Events and at community campaigns. The target groups for these messages include vulnerable persons such as the youth, older persons, and persons with disabilities.
2. The Department has developed material which is used by nurses to educate patients and promote health and wellness when patients attend routine health visits.

b) Interventions which demonstrate how access to proper care for patients with diabetes is created, among others include:

1. Additional to the interventions listed above, he department is also conducting screening for chronic diseases including for diabetes at health facilities as part of the routine services in all our clinics, at mobile health facilities and is offered at the general Health Counselling and Testing Campaigns during all public events.

2. The department has further developed policies, strategies and guidelines including Primary Care Adult, Standard Treatment Guidelines and Essential Medicine List on the prevention, and treatment of diabetes including on preventing complications.

3. The Department promotes that diabetes risks and care are integrated in the policies, strategies, and guidelines of other health programs to address amongst others: gestational diabetes and diabetes among TB patients. The integrated approach for diabetic patients with co-, and multi- morbidities is implemented through the Ideal Clinic service delivery platform.

4. The department also introduced the Centralised Chronic Medicine Dispensing and Distributing mechanism which ensures that the medicines are available and reach the eligible diabetic patients at points where they live and work.

5. There has been training of health care workers at all levels to enhance knowledge of diabetes and risk factors as well as to improve competencies when treating patients.

6. The department has also strengthened home and community-based care and support of patients with diabetes by community health workers.

END.

Reply:

10 In 2018, Ministers of Health and of Police met to discuss safety and security challenges emanating from the incident where a Dr was shot at in Limpopo at Letaba Hospital. It was resolved that an inter departmental task team should be established comprising SAPS, PSIRA, DLE, SSA and all Provincial Security Managers to develop a safety and security strategy to address security challenges.

2. In this regard, a Task Team through National Joint Operational and Intelligence Structure (NATJOINS) developed a plan with the following deliverables:

• Development of security infrastructure norms and standards
• Memorandum of Agreement (MoA) between SAPS and Department of Health
• Deployment of Reservist at identified hot spot hospitals
• Development of a Health Security Dispensation
• Physical assessment of hot spot hospitals
• Normalisation of hot spot hospitals and safety of EMS practitioners

Progress to date

The following table reflects progress to date

Deliverables	Progress
Development of security infrastructure norms and standards	Done: Infrastructure Unit Support Systems (IUSS) was developed and Gazetted. This is a document developed for health facilities and provides norms and standards, which include security services.
Memorandum of Agreement between SAPS and Department of Health	Done: MOA for collaboration was developed and signed by both the Director-General of Health and the National Commissioner of South African Police Services
Deployment of Reservist at identified hot spot hospitals	Work in progress: Costing for the development of police Reservists was done, waiting for provinces to request for deployment when required
Development of a Health Security Dispensation (in-sourcing of security)	Work in progress: Dependent on inputs from provincial in-sourcing strategy and/or hybrid model, which would then be consolidated into a nation strategy. These are still outstanding.
Physical assessment of hot spot hospitals	Done: Assessments were conducted at all hot spot hospitals and recommendations were submitted to relevant HoDs for implementation.

 

3. In addition to the establishment of the task team by both Ministers (Health and SAPS), NDoH has established a team to facilitate the implementation of safety and security strategy emanating from NATJOINTS comprising South African Medical Association (SAMA), Medical Women Association of South Africa (MWASA), Provincial Security Managers and Organised Labour.

4. The National Department of Health internal team came up with the following action plan:

• Expand membership of the Forum to incorporate other key stakeholders.
• The Forum will be the sub-committee to the Technical NHC
• Provinces must submit their needs for intervention and indicate hotspots hospitals for deployment of Reservists, number and period for deploying the Reservists and lastly indicate if funding is available.
• Health Care Workers and In-house Security Officers must be trained while Private Security should be retrained every six months.
• Provinces to provide copies of their current Service Level Agreement (SLA) to NDoH which will help the Forum to develop a universal SLA.
• The Forum will develop standardized security services specifications.
• Provinces to conduct and provide capacity and competency database audits and submit to NDoH.
• Provinces must report security breaches to NDoH promptly on a continuous basis.

5. CONCLUSION

Both NATJOINTS task team led by SAPS and internal stakeholder’s security committee are meeting on continuous basis with the view to ensure that all provinces implement the strategy.

 

END.

Reply:

a) Beds

The Department has no plan to increase the number of beds from the current baseline that we have. This is based on the fact that even during the third wave, which was the highest, the country never had shortage of beds and oxygen that was required for the management of Covid-19 pandemic. As an example, between the 12 and 15 July 2021, which was at the highest point of the third wave, the country had the following hospitalisation breakdown:

• The total admissions in Non-ICU Beds was 14 319 out of total General 108 805 beds (13% bed occupancy)
• There 2423 admissions in the ICU beds out of 5615 total ICU beds (43% bed occupancy)

This means that we have enough capacity based on the lessons learned from the third wave, and as such there is no need to increase the number of beds.

b) Additional Ventilators

Both private and public sector hospitals have received 14 292 ventilators from Solidarity Fund. These devices are in the hospitals and approximately 7000 have been used. This has left us with a strategic reserve in the event of the increase in the number of patients. The department has further received 5708 of the additional ventilators which is the reserve that is kept in the National Department of Health for further deployment in the event of further pressure that may arise.

c) Additional PPEs

PPEs are in the main consumable and as such they are dependent on the rate of use. The Department has a system for monitoring the Stock On Hand, which alerts the department to the areas of acute shortages. The department has budget which will be used whenever the PPE reach less than 70% at aby given time.

END.

Reply:

The Maluti-A-Phofung SEZ (MAPSEZ) was designated in 2015; and subsequent to that, the SEZ License was issued in 2017 which formally designated MAPSEZ as a brownfield. The SEZ is managed by the Free-State Provincial Government. The department of trade, industry and competition’s role in this regard is to designate at the request of the province and to provide the financial support at the SEZ.

With all the new SEZ’s designated since 2020, the dtic is directly involved in the co-ownership and management of the zones. The new ownership model involves the national, province, and municipalities in the running of the SEZs.

Accordingly, the honourable member is encouraged to engage directly with the province and the SEZ Management to get more details about the project.

-END-

Reply:

The Maluti-A-Phofung SEZ (MAPSEZ) was designated in 2015; and subsequent to that, the SEZ License was issued in 2017 which formally designated MAPSEZ as a brownfield. The SEZ is managed by the Free-State Provincial Government. The department of trade, industry and competition’s role in this regard is to designate at the request of the province and to provide the financial support at the SEZ.

With all the new SEZ’s designated since 2020, the dtic is directly involved in the co-ownership and management of the zones. The new ownership model involves the national, province, and municipalities in the running of the SEZs.

Accordingly, the honourable member is encouraged to engage directly with the province and the SEZ Management to get more details about the project.

-END-

Reply:

a) (i) and (ii) Following extensive investigation and consultation between the National Department of Health (NDOH) and National Treasury to find a suitable model to distribute the funds, these two departments have resolved that the Fund will be administered within the NDOH. Treasury will transfer the appropriate allocation to the NDOH. The NDOH is in the process of establishing a unit that will administer the Fund, in consultation with Treasury and the Department for the Public Service and Administration (DPSA). The Director-General of Health as the Accounting Officer will oversee the governance and administration of the Fund.

b) See (1) above.

c) (i) and (ii) The prescripts of the PFMA will apply. Treasury and the Auditor General will also continue to exercise oversight over the Fund.

d) The Director-General of the National Department of Health.

END.

Reply:

The health system has limited capacity to provide vaccinations in people’s homes. Factors that contribute to this include the fact that the vaccine must be administered by a health professional, that open vials of vaccine (5 doses) cannot be transported between different locations, that the vaccinee must be observed for 15 minutes (or in some cases 30 minutes) following vaccination and that emergency equipment must always be available during administration of vaccines.

Local health services are however encouraged to assist elderly and disabled persons who are unable to attend vaccination sites, including through provision of vaccination in people’s homes. Community health workers who visit households play an important role in establishing linkage between such persons and local vaccination sites.

Additional strategies used by the Vaccine Programme to reach elderly people include:

• Vaccination of people in congregate settings especially in old-age homes.
• Setting up outreach and pop-up sites at locations where older persons congregate such as at SASSA pay-points.
• Encouraging younger people to assist elderly people to access sites.
• Ensuring that all sites prioritise the elderly to avoid long waiting times.
• Piloting the provision of R100 grocery vouchers for older persons to offset costs associated with vaccination such as costs associated with transport.

END.

Reply:

a) Plans to address the hospital’s

(i) Infrastructural problems

The Northwest Department of Health currently focus on statutory and day-to-day maintenance on health facilities in Lichtenburg. Statutory maintenance budget is ring-fenced to focus on Heating Ventilation Air-Conditioning and Cooling (HVAC) and maintenance of standby generators and boilers.

(ii) Staff Shortage

Due to funding constraints, the Department finds it difficult to fill vacant posts and continue to year-on-year overspend on compensation of employees. The Department continues to engage both Provincial and National Treasury in this regard.

b) Costs of the plans to the department

The estimated cost at present associated with the replacement of Lichtenburg Hospital amounts to R1.2 billion. This excludes costs associated with maintenance to maintain operability of the current facility and to where possible extend its life.

c) Update on the progress regarding the implementation of plans

The Maintenance plan, to do upkeep of the existing hospital, is an ongoing activity and funded for every financial year. The new Lichtenburg hospital will replace the old General de la Rey Hospital and the dilapidated Thusong Hospital which is too old for renovation at an estimated cost of R1,2 billion. The following tasks have been completed by the professional team since 2017:

• Accommodation Schedule – The number of beds (wards) including the pharmacy, operating theatres, trauma unit, kitchen, laundry, mortuary, mechanical workshops etc. have been agreed to and signed off by the stakeholders. This forms part of the project brief.
• Acquisition of land – The Ditsobotla Local Municipality has committed to making land available for the project (refer to attached letter from the municipality).
• Environmental Impact Assessment – A record of approval from the relevant authorities have been received.
• Traffic Impact Study – A preliminary study has been done.
• Geotechnical Investigation – A preliminary soil investigation has been completed.
• Land Survey – A topographical survey of the project site has been completed.
• Hospital layout and designs – A layout of the hospital and the detailed designs are expected to be finalized by the department in 2022/23 financial year

d) What steps will he take to address implementation of the plans.

There is an emphasis on strategic alignment of the project in the Infrastructure Unit of the National Department of Health and the appraisal and prioritization of this capital project undertaken has received quite a bit of attention over the past years. A concerted effort in alignment is thus underway for this project to ensure full compliance to the National Treasury Capital Planning guidelines.

The National Department of Health via the Direct-Health Facility Revitalisation Grant will continue monitoring the progress of implementing plans associated with this new hospital.

END.