Questions and Replies

Reply:

a) In 2016/17, SA Tourism, in partnership with the Tourism industry, developed a Marketing Investment Framework (MIF) that was focused on identifying markets, optimising marketing investments across the identified target markets, and distributing resources to help meet the set objectives. Every three to five years, SA Tourism then reviews its portfolio in order to improve its ability to dynamically and effectively allocate and manage its budgets and resources

In 2020, SA Tourism initiated a revision of the Marketing and Investment Framework using 2019 as the base year to review the portfolio. The review came at an opportune time as the global markets are facing the challenges presented by COVID 19 pandemic. The framework will further assist in the implementation of the strategic interventions of the recovery plan. The process of the review made use of key variables related to performance, outlook, South Africa’s ability to win in the market, return on past investments, and other criteria.

It should be noted that the Tourism Recovery Plan is currently in the process of being submitted to cabinet.

b) Details of the new Marketing Investment Framework. The framework process considered four (4) main stages of evaluating the markets. 

Level 0 - Data availability

For market prioritisation, the framework considered all the 54 countries in the continent, and shortlists markets based on their data availability across mandatory indicators such as Urban population, GDP PPP per capita purchasing power parity rates) , currency exchange rate, political stability index and education index.

Level 1 - Attractiveness (The size of travel in each country and what drives it)

The purpose of this stage is to quantify which macroeconomic indicators are important in driving travel. Considered indicators in the final model were political stability index, GDP PPP (purchasing power parity rates), Inflation rate, Unemployment percentage, Inequality in income, Currency exchange rate, education index, urban population, internet penetration and proximity to SA.

Level 2 Travel potential

The purpose of this stage is to rate countries based on their travel potential. A regression model is developed using the following indicators such as total outbound trips, size of domestic trips, passport index, tourist outbound expenditure, propensity to travel short haul vs long haul, business outbound trips, holiday trips, spend in SA and length of stay in SA.

Level 3 – SA’s ability to attract those markets

The purpose is to assess how easy would be for SA to operate in those countries. The indicators looked at visa regulation by SA. Furthermore, the model looked at SA’s presence in those countries, trading across border index, airports with direct flight, average cost of travel, hygiene index (covid19)

c) The challenges of the unprecedented COVID-19 pandemic have decimated the ability of many of these source markets to travel to South Africa. Source market travel restrictions, international government regulations and slashed airline routes will continue to severely impact the ability of international travel to South Africa for several months to come.

Consequently, the relative priority of the 24 markets (as mentioned in (d)) must be considered, in conjunction with dynamic and up to date information of variables that will affect the likelihood of travel from each market. This includes:

• COVID-19 pandemic severity and outlook: Which is detailed by the current total cases of COVID-19, the current growth rate of COVID-19 (measured as weekly change per 10 000 of the population), and the projected COVID19 growth rate for Quarter 1 of 2021.
• Government Stringency Index: Source market government policies to control the pandemic, such as border control, travel advisories which include quarantine (isolation), and local movement regulations which will influence the readiness of individuals to external travel.
• Accessibility: Level of impact of travel to and from South Africa (land, air and sea).
• Vaccination rollout: The pace, impact and resultant confidence levels for traveld) New markets that have been incorporated in the new Marketing Investment Framework.

In total, 24 markets / countries are identified for prioritisation, segmented into 16 “`Growth” and 8 “Defend” markets, with an additional set of markets ear marked as “Watchlist”. The 24 prioritised markets accounted for 92% of all international trips in 2019. The selection, to meet the 21 million target, comprises:

• • • Eight (8) Africa Land markets
    • Two (2) Africa Air markets
    • Three (3) American markets
    • Seven (7) European markets
    • Four (4) Australasia and Middle East Markets (AAME )

The selection portfolio in 2019 accounted for

• • • 83% of holiday arrivals,
    • 77% of MICE arrivals ( Meetings Incentives Conference and Exhibitions)
    • 92% of total international arrivals to South Africa in 2019

e) For the next 12-15 months, given the fast-changing dynamic of the COVID-19 pandemic and related uncertainty, the broader South African Tourism strategic focus is on domestic, regional and select global markets. In each market, a dual business and leisure focus will be adopted, as follows:

(i) South African Markets

Accelerate domestic demand and associated revenue for sustained growth

(ii) African Markets (Land and Air Markets)

Develop break through communication and content that drive brand positivity messaging to increase arrivals and spend for sustainable growth.

(iii) Global Markets (Europe, Americas and Asia)

Return the core business to marketing.

Reply:

1(a) National Treasury only has access to payments information from national and provincial departments using the BAS payment system. In order to search for information against individuals, the National Treasury would need the identification numbers as a search by names may result in inaccurate results.

1(b) A search was done on the BAS payment system for the period 1 April 2017 to date and no payments were found that were made to the entities or initiatives mentioned. (name and details furnished)

2 The National Treasury is not aware of any application of any nature to obtain state funding and/or tenders by the specified persons, entities and/or initiatives.

Reply:

a) What is being done to reduce the outsourcing of functions and services within SA Tourism.

South African Tourism strictly monitors the appointment of consultants as evidenced by the fact that consultants may only be appointed after a comprehensive gap analysis has been approved by the Chief Executive Officer. The outsourcing model remains relevant as the entity requires specilised agency services like marketing content creation, production, creative, media, activation etc, as there are currently no internal human resource, systems capacity and expertise to carry out these services. In order to ensure the most effecient way of outsourcing marketing services, South African Tourism during the current year changed the agency fee model from fixed retainer to an activity based fee structure.

South African Tourism is currently in the process of reviewing all contracts in the ICT space with the aim of reducing reliance on external consultants especially in the helpdesk and support service as well as system support and database space.

b) What are the (i) time frames, (ii) timelines and (iii) deadlines.

The conversion for marketing services from a fixed retainer to an activity based fee will be concluded in the 2021/22 financial year.

(c) The following services in the ICT services wil be prioritised.

– helpdesk & support services and

– support and database services.

.

d) How will this be (i) monitored and (ii) measured.

(i) Will be monitored through expenditure.

(ii) Measured through efficiencies.

Reply:

The information required in this Parliamentary question relates to Operational matters that are security sensitive.

The response to this question can be disclosed in a closed session of the Joint Standing Committee on Defence and/or Joint Standing Committee on Intelligence.

Reply:

(a) And (b) The Department of Tourism provides specific support programmes for both businesses in the townships and rural areas. Informal businesses that approach the Department for assistance are guided to platforms where they can obtain assistance and relevant support packages including being guided on the requisite compliance measures to access such support.

Reply:

(1) Yes

(2) There are ongoing discussions on all aspects affecting military veterans and currently a task team is headed up by the Deputy President to attend to pressing matters affecting military veterans.

(3) R 4 852 145.00

Reply:

a) Communication undertaken related to implications of COVID19 outbreak, as well as clarification and awareness raising around the Ministerial directions issued in terms Disaster Management Act. The department’s engagements also focused on health protocols to give confidence to tourists and to ensure that the sector supports the country’s efforts to minimize the spread of COVID19 infection. Finally, the focus was also on recovery and long-term sustainability of the sector post the pandemic.

b) The communication was with the industry, media, other departments and organs of the state and the international community.

c) Please refer to (a) above for the contents

d) Communication started shortly before the first COVID19 case in South Africa and continues to date as the country implements the Risk Adjusted Strategy to maintain a balance between lives and livelihood in the management of the pandemic.

Reply:

In response to the lack of travel amongst South Africans especially the previously disadvantaged communities, the Domestic Tourism Scheme was developed to respond to the challenges highlighted in the DTGS and encourage group travel.

The Scheme is one of the tools that the department uses to promote and encourage domestic tourism, particularly amongst the previously disadvantages communities, thus increasing the number of domestic travellers. It is used to familiarise the new travellers with the services of tour operators, who can organise holiday trips on individual’s behalf and remove the burden from the unseasoned traveller. Often this traveller is not familiar with booking these services. The scheme makes it easier for ordinary South Africans to travel and know their country. The Department has developed a Domestic Tourism (incentive) Scheme, which has been piloted through partnerships with national parks and provincial reserves. The program is envisioned to design and galvanize different social tourism groups; from rural and urban areas; to buy in and participate in the program.

A Social Tourism Directory has also been developed with the most recent information on tourism attractions. The directory is targeting the previously untraveled communities which will include the youth, people with modest to low income, senior citizens, stokvels/social groups and people living with disabilities. This directory is a tool to make information available and accessible regarding tourism attractions, services and places of interest to the identified target groups. Its purpose is to encourage travel amongst South Africans by making the information available and accessible, so that more South Africans can travel and enjoy the benefits thereof.

Product diversification efforts that aim to enhance rural and township related experiences shall also serve as an incentive for rural tourism.

Reply:

During the opening of the National House of Traditional Leaders (NHTL) on 25 February 2020, the President of the Republic of South Africa called on traditional leaders to lead in the implementation of the agrarian revolution programme. Through the NHTL, traditional leaders in all provinces were mobilized to make land available in their respective communities for agricultural programmes and projects.

In ensuring that traditional leaders acceded to the call of making land available for the implementation of the agrarian revolution programme, Traditional Leaders were consulted through Provincial Houses of Traditional Leaders and the Chairperson Forum. All Provincial Houses were requested to cascade information to respective Local Houses of Traditional Leaders. Furthermore, the Chairperson visited provinces where he encouraged traditional leaders to pledge land for agricultural purposes.

To date, as per the table below, one million five hundred thousand (1.5 million) hectares of land has been pledged by traditional leaders for agricultural programmes and projects in areas under the jurisdiction of traditional leadership. Working with the relevant government departments and stakeholders, the implementation of the agrarian revolution programme will be in line with the District Development Model (DDM).

The details of the land pledged are as follows:

PROVINCE	DISTRICT	HECTARES PLEDGED	TOTAL P/PROVINCE
Limpopo	Waterberg	684943	685043
	Mopani	100
Mpumalanga	All Districts		66109
Northern Cape	John Taolo Gaetsewe	4 410	4410
Free State	Thabo Mofutsanyane	100	2100
	Mangaung	2000
Eastern Cape	OR Tambo	804038	810 250
	Chris Hani	4 300
Gauteng	City of Tshwane	2010	2010
KwaZulu-Natal	iLembe	30	30
TOTAL			1 569 952

Reply:

The road in question between Matatiele and Mount Frere is T15 and a portion of it was upgraded to surface standard. There is approximately 60km of this road that is gravel and is being maintained in its current form i.e. gravel. It is important to note that the Eastern Cape Department of Transport appointed a contractor in November 2020 for re-gravel the first 30km and the contractor is still on site. Furthermore, there are long term plans to upgrade the remaining 30km as phase 2 of this project however, the actual implementation date of the project depends on budget availability.

Reply:

The Minister of Public Works and Infrastructure :

(1) I have been informed by the Department that it has communicated with the National Treasury to seek concurrence to make available a sum of R115 million from its own baseline in order to fund the IDT for its operational cost shortfall. The management of this financial assistance will be monitored as part of the Executive Authority’s responsibility enshrined in Section 63(2) of the Public Finance Management Act (PFMA) (Act no. 1 of 1999), as amended.

(2) Yes, the Independent Development Trust (IDT) is expected to implement the Expanded Public Works Programme (EPWP) Non-State Sector (NSS) Non-Profit Organisations (NPO) programme for the duration of the EPWP Phase 4 covering the 2019/20 – 2023/24 financial years based on the signed five (5) year Memorandum of Agreement (MoA) with the Department of Public Works and Infrastructure and the Medium Term Expenditure Framework (MTEF) allocation framework for period 2021/22 – 2023/24 allocated to the DPWI Budget Vote.

However, there are engagements currently underway to determine the future of IDT which will inform on whether the IDT will remain the implementing agent for the NSS NPO Programme in the 2021/22 financial year;

Noting that the process for the consideration of the reconfiguration of the IDT is currently underway, the DPWI is considering the institutional arrangement for the management of the implementation of the EPWP NSS NPO programme. As such, at this stage the Department cannot advise if there will be changes to this responsibility.

The EPWP NSS NPO programme has been allocated an amount of R1 069 928 000, inclusive of an amount of R49 514 000 as the management/intermediary fees in 2021/22 financial year. From this budget, an implementing agent is supposed to ensure that a full complement of staff is appointed to manage the implementation of the EPWP NSS NPO programme in all provinces.

(3) (a) Currently, the Department is pursuing consultative and administrative processes to ensure the issuing of the instruction letter and signing of contractual arrangements with regard to the NPO Programme by Quarter 1 of 2021/22.

(b) (i) The DPWI is considering the institutional arrangement for the management of the implementation of the EPWP NSS NPO programme and undertaking the required consultations. (ii) Consultations are already underway with the legal unit of DPWI within quarter 4 of 2020/21 and the engagements prior to the start of the financial year is viewed as a critical component for mitigating the delays.

(c) A Selection Panel was appointed in January 2021 to undertake the process of the nomination of the new board for appointment by the Executive Authority. The Selection Panel has, in terms of clause 8.3.1 of the IDT Trust Deed caused the call for the nominations to be published in two national newspapers on 14 February 2021 and closed on 01 March 2021. The Selection Panel is now in the process of determining the suitable candidates to be recommended to the Executive Authority for appointment to the IDT Board of Trustees by way of shortlisting and interviews. Once the Executive Authority has considered the recommended candidates, they will be subjected to a further process of consideration by the Cabinet for the purpose of giving concurrence on the Executive Authority approved individuals to be appointed as the new Board of Trustees for the IDT. Following Cabinet concurrence the approved candidates’ particulars will be submitted to the Master of the High Court, who will issue them with letters of authority, which upon receipt will allow the new trustees to start with their board duties.

(d) Kindly refer to Part C, section 14 of the IDT Annual Performance Plan 2021/22 for the list of projects to be implemented by the public entity.

(4) The Executive Authority, by allowing the nomination process to take effect, has carefully considered the need for the IDT to have the Accounting Authority to assume its fiduciary responsibility and take full charge of the IDT to fulfil its mandate. Considering that there is a process to reconfigure the entity, the Executive Authority will work closely with the Accounting Authority to map the future of the IDT.

(5) Part of the process of reconfiguring the IDT is a consideration on ways for the public entity to be self-sustainable. Working with the new board of the IDT, we will establish whether the IDT has the requisite capacity to take on additional work, including projects from my Department.

Reply:

a) The funding requirement to sustain South Africa Road Network through pothole repairs is estimated at (a) R700 to R1500 / per square meter.

b) As an Honourable Member may be aware it is difficult to eradicate potholes on the road network as the emergence of new potholes depends entirely on the extent and nature of rainfall in that month or year. It is important to note that the road maintenance funding allocated from the National Fiscus is not sufficient to maintain the road network in the three spheres of Government as there are competing needs to all sectors.

It’s worth noting that most of our Provincial road network has reached its design life (25 years) and were never designed for the current increased traffic volumes and traffic configuration.

With that said, my Department ensures that roads are properly maintained through the Provincial Road Maintenance Grant (PRMG). The PRMG is ringfenced for the maintenance of the Provincial Strategic Road Network including rehabilitation, strengthening of paved roads, re-gravelling, gravel road blading and blacktop patching (potholes with an amount of just over R12 billion per annum to all provinces.

 

Reply:

(1)(a) Yes

(1) (b) Yes, The Application for Employee to Perform Other Remunerative Work in terms of Section 30 of the Public Service act; is valid for the period of twelve (12) months, thereafter the employee is expected to re-apply for new approval before he or she can continue to work again.

(1) (i)

Number of applications	Year
2	2014
2	2015
3	2016
10	2017
6	2018
9	2019
6	2020
Total = 38

(1)(ii)

Job / Work Categories	Year
Middle Management (2)	2014
Senior Management (1) and Middle Management (1)	2015
Middle Management (1), lower level (2)	2016
Senior Management (1) Middle Management (5) and lower level (Clerical) (3)	2017
Senior Management (1), Middle Management (3) and lower level (2)	2018
Senior Management (1), Middle Management (6), lower level (2)	2019
Senior Management (1), Middle Management (1) and lower level (1)	2020

(2) Yes

(2) (a) DPSA Directive/Guide on Managing of Other Remunerative Work in the Public Service;

(2)(b) According to HR Delegations: The Salary Level 1- 12 is considered and approved by the Director-General and the Salary Level 13 and above is considered and approved by the Minister

(2)(c) None

(2)(d) Not applicable

Reply:

The Minister of Public Works and Infrastructure:

1. I have been informed by the Department of the alleged challenges in the SACAP and have:

a) Directed that an independent investigation of the allegations of harassment of the female councillors by their male counterparts be carried out. After receiving such allegations from the complainant, I have afforded the SACAP Council an opportunity to provide a report responding to the allegations and how the Council is dealing with the matter. After receiving the response from the Council President, I deemed it necessary to have an independent investigation conducted. Such a decision is however still to be communicated with the Council as part of consultation.

b) The powers of the Minister to perform an oversight responsibility over the SACAP are limited in terms of the Architectural Profession Act, 2000 (Act No. 47 of 2000). The SACAP Council has its own Code of Conduct, which all its members are supposed to comply with. Therefore, the Minister must rely on general good practice to perform this oversight role, as well as the framework for the oversight over public entities, albeit SACAP, like the other five built environment professions reporting to the Minister, are not listed as public entities, but rather statutory bodies that perform regulatory functions on behalf of the State.

 

2. Please refer to 1(a) above.

c) The Minister exercises oversight over the Council which in turn has oversight on the SACAP Executive Management. The Minister does not deal with the matters affecting the employees of SACAP, as this is the function of the SACAP Council and Executive Management.

d) There are no anti-bullying policies developed for the Professional Councils. Professional Councils develop their own policies which are approved by their respective Council members. In this instance, the SACAP Council has a Code of Conduct, which all its members must comply with.

3. The Minister has been informed about the governance challenges besetting the effective and efficient functioning of SACAP as a professional body and is in consultation with the Council to address those alleged challenges.

Reply:

The Provincial Authorities does not derive any revenue in respect of the license fees pertaining to Aviation license fees and private chartered flights.

As it relates to Chartered bus services, the permit fees are receivables for provinces. In this regard provinces shall be approached to provide the requisite information.

Reply:

Important to note that toll income from toll roads are used to:

• Repay the debt raised to fund the capital cost of the initial road construction works and other major capital costs implemented during the life of the project (typically 30 years) to ensure that there is sufficient road capacity to cater for increasing traffic demand.
• Cover the cost of road maintenance including pavement rehabilitation and resurfacing to ensure the economic sustainability of this crucial national asset over the life of the project.
• Operation and maintenance of the toll collection system, including the toll plazas over the life of the project.
• Undertake routine maintenance including grass cutting, minor road repairs, road marking and signage over the life of the project.
• Provide route patrols including incident management, emergency response and road user assistance over the life of the project.

(a)(b) Toll revenue along the National Route 3 (N3) per month and year are derived as follow:

• SANRAL – Marrianhill toll plaza - This is state toll road driven by Government with no profit objective, and
• N3TC Concession - De Hoek Plaza, Wilge Plaza, Tugela Plaza, Mooi River Plaza and associated ramp plazas. – This is a 30-year concession with the private sector to secure off balance sheet funding and investment into infrastructure, with the associated private sector investor Return on Investment (ROI) objectives. Returns are however regulated through the concession agreement.

The monthly breakdown for 2019/20 audited financial year is provided in the Table below. The 2019/20 audited financial year is used since 2020/21 audited figures are not yet available. The 2020/21 numbers are expected to be approximately 25% lower due to the COVID-19 pandemic.

(a) Month	SANRAL	Concession	Total
Jan-19	R 20 648 213.00	R 153 991 519.00	R 174 639 732.00
Feb-19	R 19 574 170.00	R 145 981 460.00	R 165 555 630.00
Mar-19	R 23 042 389.00	R 171 846 953.00	R 194 889 342.00
Apr-19	R 22 039 547.00	R 164 367 896.00	R 186 407 443.00
May-19	R 22 988 554.00	R 171 445 459.00	R 194 434 013.00
Jun-19	R 22 941 076.00	R 171 091 378.00	R 194 032 454.00
Jul-19	R 23 778 803.00	R 177 339 031.00	R 201 117 834.00
Aug-19	R 23 931 447.00	R 178 477 429.00	R 202 408 876.00
Sep-19	R 22 814 467.00	R 170 147 146.00	R 192 961 613.00
Oct-19	R 24 179 326.00	R 180 326 076.00	R 204 505 402.00
Nov-19	R 23 469 829.00	R 175 034 742.00	R 198 504 571.00
Dec-19	R 23 059 412.00	R 171 973 911.00	R 195 033 323.00
(b) Total 2019/20 FY	R 272 467 233.00	R 2 032 023 000.00	R 2 304 490 233.00

Reply:

There is no fruitless, wasteful nor irregular expenditure linked to the MTEF allocation for the District Development Model for the 2020/21 Financial Year.

Reply:

1.(a) The eastern part of the fence of the 6 South African Infantry Battalion (6 SAI Bn) training area is absent as it has been stolen. (b) A Project was registered and sent out for tender via the Department of Public Works and Infrastructure (DPWI), but the process was placed on hold by DPWI due to insufficient funding.

2.The SA Army is aware of complaints by farmers adjacent to the 6 SAI Bn training area, centred on stock theft and illegal poaching, exacerbated by the absent perimeter fence, and has reported this to the SANDF. The Defence Works Formation is co-ordinating the restoration of the absent perimeter fence with the provincial Department of Public Works and Infrastructure, on behalf of the Department of Defence.

3. Static and Roving guards from 6 SAI Bn are in place and patrolling the vast training area.

Reply:

a) Councillors, as public representatives and as members of municipal councils, must adhere to a Code of Conduct for Councillors and must ensure strict compliance with all legislation when performing their responsibilities. The Municipal Structures Act presently provides for the establishment of portfolio committees to deal with specific focus areas, as well as an oversight committee, commonly referred to as the Municipal Public Accounts Committee (MPACs). The functions of the MPAC are to, in the main, review reports of the Auditor-General, the management committee, and the audit committee, and to then make recommendations to the municipal council on any matter affecting the municipality. The MPAC is also required to initiate and develop the oversight report on the annual report of the municipality, as required in terms of section 129 of the Municipal Finance Management Act.

b) Metropolitan and local municipalities that have established ward committees also use these committees to attend to community concerns and complaints. Ward committees are community representative structures meant to serve as official participatory structures in municipalities. These committees are chaired by ward councilors and serve as formal communication channels between the community and municipal councils. Ward committees are constituted by diverse interest groups to ensure inclusion of all sectors and vulnerable groups such as youth, women, religious groups, senior citizens, and community-based organizations. The Department supports the functionality of these structures through disbursement of the Local Government Equitable Share to cover Out of Pocket expenses for qualifying municipalities, capacity building for ward committee members and monitors the functionality of these structures on an on-going basis. In the absence of the ward councillor, members of the ward committees become a bridge between the municipality and communities.

In addition to ward committees, the Department is rolling-out GovChat, a social media-based community engagement platform that is implemented through an Open Government Partnership. Through GovChat, users can drop a location pin or physical address to know their public representative/ward councillor, lodge municipal service requests as well as rate and report service delivery in government facilities. The platform allows the public to lodge complaints and receive real-time feedback. Such will include service delivery complaints, non-adherence to covid-19 regulations as well as gender-based violence and femicide.

Reply:

Yes, I have received a briefing from the Gauteng department of COGTA on the sewer system challenges in the Emfuleni Municipality. The Emfuleni Municipality’s sewerage system has had numerous and continues to have interventions to ensure that it is fully functional. Unfortunately, due to ageing infrastructure, often these interment repairs result in other failures on the system in other areas, leading to the health hazards that are caused by the sewerage spillage.

The Sharpeville area is serviced through the Leeuwkuil Waste-Water Treatment Works. This plant is earmarked for upgrading as part of the Sedibeng Regional Sanitation Scheme. The programme includes all lines and pumpstations that convey sewer to the plant. The Department of Water and Sanitation has allocated R117.1 million under the 2021/22 Regional Bulk Infrastructure Grant (RBIG) to the Vaal River System Intervention project to upgrade infrastructure and to address the sewer blockages and pollution of the Vaal River.

The participation of the Provincial and National Departments on these intervention programme has addressed some of the challenges, an example being the completion of the Module 6 Waste-Water Treatment in Sebokeng. Ongoing engagements with the Department Water and Sanitation and various stakeholder such as MISA, DBSA and other such agencies, are currently taking place to address both the short- and long-term intervention plans.

Operational sewer blockages are attended to as-and-when they occur. The Emfuleni Local Municipality has serious constraint with regard to resources however the municipality always attempts to address sewer spillages in order to mitigate health risks and avoid undue inconvenience to its residence.

The existing pumpstation located within Sharpeville was refurbished and repaired in 2018/2019 financial year. The pumpstation is sometimes non-functional due to electrical interruptions and other related operational challenges however, these challenges are attended to by the operational personnel as-and-when required.

Reply:

1. Private sector stakeholders have engaged the department and agreed to provide technical assistance of varying nature in respect of the work of the District Hubs

(a) The stakeholders are among others, the Development Bank of South Africa (DBSA), the United Nations and the Public/Private Growth Initiative (PPGI).

(b) The DBSA has been appointed as the implementing agent for the District Development Model on behalf of the department. The remaining stakeholders provide capacity building opportunities and technical support in their respective areas of expertise.

We have no formal agreements with individual volunteers at this early stage.

2. A memorandum of agreement has been signed with the DBSA. Memoranda of understanding have been finalized with United Nations; National Business Institute (NBI) detailing length of the respective agreements; roles and responsibilities; governance structures; and other legalities.

The District Development Model is inclusive in its approach to ensure that we bring stakeholders outside the department. In this regard the department continues to explore partnerships in support of the implementation of the District Development Model.

Reply:

1. What is the position of her department regarding the appeal by the Makana Local Municipality and the Provincial Executive of the Eastern Cape to appeal the judgment of the Grahamstown High Court to dissolve the Council;

I cannot comment on the matter regarding the appeal by the Municipality and Provincial Executive because it is in the courts at the moment to deal with concerns about the interpretation and application of vitally important provisions of the Constitution.

2. whether she has been informed of the numerous service delivery issues affecting the residents of the Makana Local Municipality, including landfill management, water availability, road repairs and sewerage leaks, which have not been resolved and for which numerous court cases have found against the municipality, resulting in several criminal cases being opened against the mayor and the municipal manager; if not, what is the position in this regard; if so,

I am aware of the service delivery challenges facing the municipality. The Department is providing support to the Municipality to deal with some of the challenges while building capacity for the municipality. These challenges are also compounded by the drought conditions and dilapidated infrastructure that has been prevalent for over five years to date.

The challenges were escalating at a very high pace, which led to the Municipal Manager (MM), Mr M Mene to convene various special council meetings to address service delivery matters since 2019. These meetings were attended by several stakeholders representing the residents of the Makana Municipality and representatives of government departments. In these meetings it was resolved that the Water Crisis Disaster Management Plan should be compiled outlining interventions to mitigate the water crisis in the area. A Water Crisis Joint Operations Committee (WCJOC) was established to develop and implement the Disaster Management Plan.

The WCJOC is mandated to invite stakeholders at an ad hoc basis to assist with the implementation of the Disaster Management Plans. The WCJOC described above is a decision making and planning entity whose primary goal is to limit and contain the impact of the current disaster situation to the community. The Committee still meets every week in the Makhanda Municipality to assess and get update on the responses to the water crisis and provision of basic infrastructure.

WATER AVAILABILITY:

The Makana Local Municipality is one the heavily affect municipalities by drought conditions. As a result, Makhanda community relies only on the water supply from mostly Glen Melville Dam that is on the Fish River Catchment. This water is treated in the James Kleynhans Water Treatment Works (JKWTW), treating 10Ml/d. The other source is rather unreliable due to the low dam Levels (about 25%) and can only treat about 5Ml/d relative to its full capacity of 7.5Ml/d. The normal daily demand for Makhanda is 18Ml/d and that puts a burden as the demand is higher than supply. As a result, they are currently implementing water restrictions between 20h00 to 05h00 every day. To ensure reliable water supply, the following infrastructure projects are currently being implemented:

(i) Supply and Installation of 2 Pumpset for JKWTW to enable pumping redundancy so to avoid unnecessary water supply disturbance,

(ii) Replacement of Asbestos pipelines with PVC pipe Phase 1 and Phase 2 to help with reduction of pipe leakages,

(iii) Water Conservation and Water Demand Management Phase 2 and 3, this is to assist with early pipe leak detection and reduction of water losses,

(iv) Installation and replacement of old Zonal Water Meters to help with monitoring of water usage.

MISA is providing technical support relating to civil work on infrastructure and the electrical engineer is normally on site at the James Kleynhans Water Treatment Works. The support is also given to municipality on MIG projects planning, implementation and monitoring processes and to ensure the development of response plan to service delivery challenges.

The National Department of Cooperative Governance allocated MIG funding to deal with all the persistence service delivery challenges including water and sanitation challenges.

SEWER:

(i) Upgrade of Mayfield Gravity Sewer is underway to enable smooth transportation of sewerage to the treatment works therefore unlocking bottlenecks on the sanitation conveyance system, especially after the completion of the upgrade of Makana Sewer Pump Stations.

(ii) Makana Bulk Sewer Treatment Works is being upgraded to unlocking bottlenecks on the sanitation upgrade that enable smooth transportation of sewerage to the conveyance system, especially after the completion of the Upgrade of Makana Sewer Pump Stations.

ROADS:

(i) Upgrade of Ncame Street: This will focus on the main taxi route and therefore improving the state of the roads, and

(ii) Resurfacing of Somerset, High, New and Hill Street to reduce and improve roads infrastructure

MISA has provided funding for the rehabilitation and maintenance of roads. This includes Grahamstown CBD road, Somerset, Hill and New Road.

(3) What action will she take to ensure that the residents of Makana receive the services they are entitled to:

The above processes taken by the Municipality will ensure that reliable and quality services are rendered to the residents. Also with the completion of the above mentioned projects, Makana will have more sustainable and reliable provision of services putting more emphasis on operations and maintenance as a result of the aged infrastructure.

(4) Whether she will consider invoking section 139(7) of the Constitution, read with sections 139(1)(c) and 139(5), given the failure of the Provincial Executive to adequately deal with their obligations in this regard; if not, why not; if so, what are the relevant details? NW829E

The invocation of section 139(1), (4) and (5) of the Constitution are a prerogative of the provincial executives. On the other hand, section 139(7) of the Constitution of the Republic of South Africa, 1996 follows from lack of or inadequate invocation of a mandatory section 139(4) or (5) of the Constitution. Section 139(7) of the Constitution of the Republic of South Africa, 1996 provides that if a provincial executive cannot or does not adequately exercise the powers or perform the functions referred to it in subsection 139(4) and (5) of the Constitution, the national executive must intervene in the stead of relevant provincial executive.

The interventions invoked in terms of the two subsections (4) and (5) of section 139 of the Constitution are mandatory financial interventions, and the provincial executives must invoke these subsections if the municipalities satisfy the criteria outlined in those two subsections. The only time when the national executive may intervene in these scenarios are when:

(i) the provincial executive cannot, or

(ii) the provincial executive does not, or

(iii) the provincial executive does not adequately exercise the powers or perform the functions referred to in subsection (4) or (5) of section 139 of the Constitution, then the national executive must intervene in the stead of the provincial executive.

A regulatory framework on interventions will provide further detailed obligatory criteria on the invocation of section 139(7) of the Constitution by the national executive.

Reply:

a) The Department has not failed to pay the NPOs nor has it failed to honor its contractual obligations. During the last 3 years, our Department has received negative audit findings. Most of these findings were linked to the process by which monies were transferred to the NPOs. This was largely due to the NPO’s poor accountability for the transfers made to them. As a result of this, we have strengthened our financial processes, and every rand disbursed is accounted for before further disbursements are made. We are working with some of the NPO and implementing agents that are still struggling to reconcile their accounts. The NPOs, however, are fully engaged and aware what the outstanding issues are.

b) The monies owed will be settled with each Implementing agent once they have complied with the Service Level Agreement signed with them and submitted the requisite documents to enable the department to pay. All monies transferred to partnering NPOs need to be accounted for in full as prescribed by the relevant NPO Transfer protocols.

Reply:

No, the Department of International Relations and Cooperation (DIRCO) does not make use of private security firms. All security officers at DIRCO Head office are employed full time by the Department. The security staff complement comprises of 88 security officers who work through a shift system that has been negotiated with organised labour though the Departmental Bargaining Chamber.

The security services at DIRCO’s three State Protocol Lounges (OR Tambo, King Shaka and Cape Town International airports), are offered by Airports Company South Africa and the South African Police Service.

However, South African Missions abroad require security services, so in this case private security firms are used. Due to the limited number of personnel that DIRCO can deploy, missions rely on private security firms for security.

 

Reply:

1. Yes, drought relief funds were provided by the Department of Cooperative

Governance (DCOG) during the national financial year 2017/2018 to (a) Ndlambe Local Municipality, (b) Makana Local Municipality and (c) no funds were provided to Ngqushwa Local Municipality.

(i) The total amounts provided to the municipalities were as follows:

• Ndlambe Local Municipality – R950 000
• Makana Local Municipality – R810 000

(ii) The intended purpose for funds allocated to Ndlambe and Makana Local Municipalities was for drought intervention projects, particularly the recommissioning of boreholes and related water infrastructure that were not functional within the municipalities.

2. the reports from both municipalities indicated that the funds were used for the intended purposes for drought interventions within the municipality;

3. the projects for which the funds were intended were completed successfully as per the reports submitted by the municipalities;

4. the DCOG continues to support all municipalities within the country, including the mentioned municipalities through normal existing departmental programme, particularly the Municipal Infrastructure Grant (MIG) regarding annual funding allocations for water and sanitation infrastructure for development and service delivery enhancement within the municipalities.

 

Reply:

Figure 1 below provides details of the municipalities across the country regarding (1) (a) total number of fire trucks that each municipality have (b) number of operational trucks and (2) itemised list of expenditure on firefighting equipment in the (a) 2018-19 and (b) 2019-20 financial years:

FIGURE 1: OPERATIONAL TRUCKS AND EXPENDITURE ON FIREFIGHTING EQUIPMENT NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
City of Cape Town Metro	68 Pumpers (Fire Engines) 26 Water Tankers 19 Bush Tenders 24 Skid Units 3 Foam Tankers 3 All-Terrain Vehicles (Polaris) 3 Technical Rescue Vehicles 16 Rescue Vehicles 4 56m Ladder Units 6 Hydraulic Platforms 2 Hazmat/Breathing Apparatus Vehicles 2 Hazmat Vehicles 4 Jet ski’s 4 Rubber Ducks	68 Pumpers (Fire Engines) 26 Water Tankers 19 Bush Tenders 24 Skid Units 3 Foam Tankers 3 All-Terrain Vehicles (Polaris) 3 Technical Rescue Vehicles 16 Rescue Vehicles 4 56m Ladder Units 6 Hydraulic Platforms 2 Hazmat/Breathing Apparatus Vehicles 2 Hazmat Vehicles 4 Jet ski’s	R 2 537 984.81 Total cost of equipment – Items too many to itemize	R 2 154 397.84 Total cost of equipment – items too many to itemize.

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
	5 Paramedic Vehicles 5 Command & Control 2 Command Support 3 Breathing Apparatus Vehicles 6 Diving Units 2 Kitchen Units 84 Service Bakkies 28 Service Cars 9 Service Trucks 20 Service Busses 16 Service Vans SMALL PLANT 2 Tractor Trucks 2 35t Low beds 1 D6 Bull Dozer 1 Cat Digger Loader 1 930K Cat Front End Loader 40 Trailers	4 Rubber Ducks 5 Paramedic Vehicles 5 Command & Control 2 Command Support 3 Breathing Apparatus Vehicles 6 Diving Units 2 Kitchen Units 84 Service Bakkies 28 Service Cars 9 Service Trucks 20 Service Busses 16 Service Vans SMALL PLANT 2 Tractor Trucks 2 35t Low beds 1 D6 Bull Dozer 1 Cat Digger Loader 1 930K Cat Front End Loader 40 Trailers

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
George LM	10	10	Thermal Camera Hoses Flashlights “Bossiekapper” Drone Drill Branches Drip Torches Hazmat Spades Rakes Portable Dam Portable dam Foam Medical Equipment Leave Blower.	Boat Equipment AED defibrillator Torpedo Boys Compressor (Vehicle) Rope Equipment Nozzles Go Pro Camera Binoculars SCBA Cylinders.

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Mossel Bay LM	Major Pumpers x 4 Bush Pumper x 1 Light Pumper x 1 LDV Skid Units x 5 Water Tankers x 2 Trailer skid unit x 4	Major Pumpers x 4 Bush Pumper x 1 Light Pumper x 1 LDV Skid Units x 5 Water Tankers x 1 Trailer skid unit x 4	R 4 155 000	R 2 074 425.28
Knysna LM	Major Pumpers x 2 Medium Pumper x 1 Water Tankers x 2 Skid Units x 3 Bush Pumper x 2 Utility x	Major Pumpers x 2 Medium Pumper x 1 Water Tankers x 2 Skid Units x 3 Bush Pumper x 2 Utility x 1	Procured one new fire engine and equipment R 1 406 518.28	Procured two new fire engines R 2 170 693.70

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Bitou LM	6 UD Tanker Iveco Tanker Pumper Mercedes Pumper Tata Rural Pump Buffel Rural Pump Samil 50 Rural Tanker	3 Proposed in budget replacement, alternative as refurbishment projects 2004 Tata Rural Pump Replace R1 800 000-00 refurbish and upgrade R250 000 (cab, lockers, Gearbox, monitor) 1995 Buffel Rural Pump Replace R1 800 000-00 refurbish and upgrade R500 000 (New cab, Lockers, tanks, pump and monitor 1994 Samil 50 Rural Tanker Replace R2 600 000-00 refurbish and upgrade R500 000 (cab, Transfer case, Tank repair, Lockers, Monitor and respray	Operating Expenditure R14 001 315,00 Capital Expenditure R350 000,00 (R0,00) Was not authorised to project for station upgrades, tender process was delayed and inevitably the funds were reallocated during the adjustment budgets. The intentions were to replace steel roller engine bay doors in Kurland Sub Station, and finish off works at Kranshoek/Airport sub station	Operating Expenditure R 14 123 909,00 Capital Expenditure R0,00

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Hessequa LM	Medium Pumper x 4 Water Tankers x 0 Skid Units x 6	Medium Pumper x 4 Water Tankers x 0 Skid Units x 6	Thermal Camera Hoses Flashlights “Bossiekapper” Branches Hazmat Spades Rakes Foam Leave Blower Halligans SCBS’s Cylinders Hoe Rakes Standpipes Key and Bar Foam Branch Dividing Breach Two-way radios Chainsaw Jump Bag Snake Handling Equipment Binoculars Torches Ceiling Hook	Hoses Flashlights Branches Hazmat Spades Rakes Foam Leave Blower Halligans SCBS’s Cylinders Hoe Rakes Standpipes Key and Bar Foam Branch Dividing Breach Two-way radios Chainsaw Snake Handling Equipment Torches Ceiling Hook Fire Hydrants
NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Oudtshoorn LM	1 x Major Pumper 3 x Small water tankers	Only 3 x small water tankers are operations	R 168 587.92 8 x Self Contained Breathing Apparatus sets 65 mm Hoses	R 652 423.00 4 x 4 Bakkie Unit 25mm Hoses 65 mm Hoses 45 mm Hoses 2 x 65mm Branches 2 x 25 mm Branches Hoe Rakes Standpipes Key and Bar Foam Branch Inline inductor Dividing Breach Collecting Head Aerial Radios Chainsaw Jump Bag Grabber Bags Snake Handling Equipment Camera Binoculars Torches Ceiling Hooks

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Overberg District	20	20	1040 000	1475 000
Theewaterskloof LM	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District
Overstrand LM	16	3 Fire Engines 3 Pumps 3 Alpha Skid Units	R 990 639	R 955 167
Cape Agulhas LM	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District
Swellendam LM	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District
Cape Winelands District	31 Firefighting trucks	31 Firefighting trucks	R4 860 962	R3 581 085

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Witzenberg LM	Water Tanker Service vehicle Medium Pumper Light Veld vehicle Water Tanker Medium Pumper Light Veld vehicle	Water Tanker Service vehicle Medium Pumper Light Veld vehicle Water Tanker Medium Pumper Light Veld vehicle	Hoses and small equipment – R 75 000.00	R200 000.00 Self-Contained Breathing Apparatus (SCBA Compressor)
Drakenstein LM	4 x Major Pumpers (Mercedes Benz) 2 x Water Tankers 2 x Medium Pumpers (Iveco’s) 4 x Light bush firefighting vehicles (Landcruiser’s) 1 x Turntable Ladder (Hydraulic Platform) Trailer skid unit x 4	4 x Major Pumpers (Mercedes Benz) 2 x Water Tankers 2 x Medium Pumpers (Iveco’s) 4 x Light bush firefighting vehicles (Landcruiser’s) 1 x Turntable Ladder (Hydraulic Platform)	R 1539 000.00 (Province) Co funding on the purchase of an IVECO medium pumper Capital funds: R55 000 BA Sets and firefighting hose and 4 nozzles.	Capital Budget: R35 000. Firefighting hoses, nozzles and hose fittings
Stellenbosch LM	12 – Pumpers (major/medium) 5 x Landcruiser’s/light	11	R 300 000 – Various rescue tools and equipment	R 300 000 – Various rescue tools and equipment

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Langeberg LM	2 X Major Pumpers Mercedes Benz Atego 1 X Grass/Bush, Land cruiser light pumper. 2 x off road 4x4 Tata, medium pumpers. 2 x 4x4 Isuzu Bakkies used as service vehicles 1 x Nissan (champ) Bakkie used as service vehicle	All vehicles operational	No information available	Capital Budget=R 356 000,00 Operating Budget=R6 797 620,00
West Coast District	Command and Control – 7 x 4 x 4 LDV Skid Units – 9 x 4 x 4 Vehicles Medium Bush Pumpers – 2 Major Pumpers – 3 Medium Pumpers – 3 Tankers – 3 Light Hazmat – 1 I Command Bus - 1	Command and Control – 7 x 4 x 4 LDV Skid Units – 9 x 4 x 4 Vehicles Medium Bush Pumpers – 3 Major Pumpers – 3 Medium Pumpers – 3 Tankers – 4 Light Hazmat – 1 I Command Bus - 1	R 1 512 800, 00	R 2 642 246, 00

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
			List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Matzikama LM	Firefighting function performed by West Coast District	Firefighting function performed by West Coast District	Firefighting function performed by West Coast District	Firefighting function performed by West Coast District
Cederberg LM	One 4-ton truck sponsored by province Firefighting function performed by West Coast District	Medium Pumper – 1 Firefighting function performed by West Coast District	No expenditure information available	No expenditure information available.
Central Karoo LM	Land cruiser (BT) x1 HAZMAT Vehicle x1 1000 litre Skid Unit Trailer X 1 No vehicles and equipment	Landcruiser (BT) x1 HAZMAT Vehicle x1 1000 litre Skid Unit Trailer X1 No vehicles and equipment	No expenditure information available	No expenditure information available
Laingsburg LM	4 Tonner Medium Pumper x1	4 Tonner Medium Pumper x1	No expenditure information available	No expenditure information available
Prince Albert LM	4 Tonner Medium Pumper x1 Landcruiser (BT) x1 1 Tonner (BT) x1 1000 litre Skid Unit Trailer	4 Tonner Medium Pumper x1 Landcruiser (BT) x1 Isuzu 1 Tonner (BT) x1 1000 litre Skid Unit Trailer	No expenditure information available	No expenditure information available
Beaufort West LM	4 Tonner Medium Pumper x1 Landcruiser (BT) x1 1 Tonner (BT) x1	4 Tonner Medium Pumper x1 Landcruiser (BT) x1 1 Tonner (BT) x1( Skid pump faulty)	No expenditure information available	No expenditure information available

NAME OF PROVINCE: GAUTENG
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
City of Tshwane	42	25	R5 911 587,65 (Equipment)	R3 582 799,00 (Equipment)
City of Johannesburg	21	6	R10 849 220,08 (Equipment) R4 391 231,42 (Repairs and maintenance)	R10 915 354,70 (Equipment) R5 188 473,00 (Repairs and maintenance)
City of Ekurhuleni	108	57	R27 608 586,00 (Equipment)	R5 726 669,27 (Equipment)
West Rand District Municipality	14	8	R00.00	R6 596 103,27 (Equipment)
Sedibeng District Municipality	No firefighting function	N/A	N/A	N/A
Lesedi Local Municipality	4	2	R32 550,75 (servicing of fire extinguishers); R141 035,63 (Uniform)	R639 836,51 (Rescue equipment) R226 842,28 (Fire extinguisher service and protective equipment)
Midvaal Local Municipality	4	3	R1 500 000,00 (Fire engine refurbishment) R800 000 (Grass skid unit vehicle)	R100 000 (equipment)
Emfuleni Local Municipality	12	3	R687 130,01 (Maintenance of fire vehicles) R34 789,45 (Repairs of fire equipment)	R00.00

NAME OF PROVINCE: LIMPOPO
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Waterberg District Municipality (covering entire district)	8x fire engines/trucks 7x Water Tenders/Tankers 2x hazmat response trailers 5x Grass Tenders 8x Skid Units 5x Rapid Intervention Vehicles	8x fire engines/trucks 5x Water Tenders/Tankers 2x hazmat response trailers 5x Grass Tenders 8x Skid Units 5x Rapid Intervention Vehicles	R218 391.31 (Fleet maintenance) R325 116.57 (Fuel cost) R380 043.52 (Uniforms and Personal Protective Equipment) R293 705.34 (Vehicle Repairs)	R775 196.10 (Fleet maintenance) R294 946.57 (Fuel cost) R247 693.36 (Uniforms and Personal Protective Equipment) R48 315.06 (Vehicle Repairs)
Vhembe District	No submission	No submission	No submission	No submission
Sekhukhune District	No submission	No submission	No submission	No submission
Capricorn	No submission	No submission	No submission	No submission
Mopani District	No submission	No submission	No submission	No submission

NAME OF PROVINCE MPUMALANGA
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Ehlanzeni District
City of Mbombela	5 fire engines	5 Fire engines	R 350 074.00. (Fuel) R 657,723.00 (vehicle maintenance) R 150 000.00 (equipment maintenance) R 530 65.00 (personnel Uniform) R529 161.00 (PPE) R 95 818.00 (Fire Protection Association [FPA] membership) R 321 702.00 (servicing of fire extinguishers)	R 400 000.00 (Fuel); R 836,436.00 (Vehicle maintenance) R200 000.00 (Equipment maintenance) R 1 000 000.00 (personnel Uniform) R 2,438,001.00 (PPE) R 200 000 (FPA membership) R 1 000 000.00 (servicing of fire extinguishers)
Gert Sibande District
Msukaligwa LM	5 fire engines 1 heavy duty hazmat response truck 1 hazmat response trailer	2 fire engines 1 heavy duty hazmat response truck 1 hazmat response trailer	R 3,280,000 (Aerial Support) R 899,000 (Fleet maintenance) R 170,000 (Fuel) R 250,000 (Uniforms & PPE) R 368,929 (Repair of tools and equipment) R 112,000 (FPA membership)	R 3 558,000 (Aerial Support) R 837 453 (Fleet maintenance) R 229 350,00 (Fuel) R638 786,00 (Uniforms & PPE) R 361,843 (Repair of tools and equipment) R 112,000 (FPA membership)
NAME OF PROVINCE MPUMALANGA
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Nkangala District
Steve Tshwete LM	08 Fire trucks 02 Tankers 01 Hazmat 12 Veld Fire Vehicle	07 Fire trucks 02 Tankers 01 Hazmat 10 Veld Fire Vehicle	R500 000 (Replace Jaws Rescue set) R1 100 000 (Replace 4X4 veld fire Vehicle) R155 000 (Replace Skid-Units) R180 000 (Replace Fire Equipment) R120 000 (Work Station Control Centre)	R440 000 (Replace Jaws Rescue set) R750 000 (Replace 4X4 veld fire Vehicle) R160 000 (Replace Skid-Units) R190 000 (Replace Fire Equipment)

NAME OF PROVINCE: KWAZULU-NATAL
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Ugu District
Umziwabantu LM	None	None	R300 000.00	R300 000.00
Mdoni LM	None	None	R 5 465 783.00	R 7 681 919.00
Mzumbe LM	1 Fire Engine	1 Fire Engine	R 1 000 000.00	R 3 600 000.00
Ray Nkonyeni LM	1 Fire Engine	1 Fire Engine	R 500 000.00	R 500 000.00
uMgungundlovu DM	5 fire Engine	4 Fire Engine	R1 700 000.00	R 6 400 000. 00
Msunduzi LM	4 fire Engines	2 Fire Engines	00	R345 000.00
King Cetshwayo DM
Umfolozi LM	1 Fire Engine	1 Fire Engine	R 200 000.00	R 200 000.00
Umhlathuze LM	8 Fire Engine	8 Fire Engine	R 9 000 000.00	R 7 000 000.00
Umlalazi LM	1 Fire Engine	1 Fire Engine	R 2 267 000.00	R00. 00
Mthonjaneni LM	1 Fire engine	1 Fire Engine	00	R500 000
Nkandla LM	1 Fire engine	1 Fire Engine	00	00
iLembe District
KwaDukuza LM	4 Fire engines	3 Fire engines	R200 000	00
Ndwedwe LM	No fire service	No fire service	00	00
Maphumulo LM	No fire service	No fire service	00	00
Mandeni LM	1 Fire engine	1 fire engine	R5 000 000.00	R500 000

NAME OF PROVINCE: KWAZULU-NATAL
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Harry Gwala District
Ubuhlebezwe LM	1 Fire Engine	1 Fire Engine	R 515 000.00	R 450 000.00
Nkosazana Dlamini Zuma LM	1 Fire engine	1 Fire engine	R1 500 000.	R600 000
uMzimkhulu LM	1 Fire engine	1 Fire engine	R2 000 000	R5 000 000
eThekwini Metro	44 Fire engines	44 Fire engines	R11 000 000	R8 000 000
uThukela District
Alfred Duma LM	4 Fire engines	4 Fire engines	00	00
Inkosi Langalibalele LM	1 Fire engine	1 Fire engine	00	00
Okhahlamba	2 Fire engines	2 Fire engines	R100 000	00
Amajuba District
Newcastle LM	7 fire engines	7 fire engines	R45 321.50	R29 584.13
Emadlangeni LM	00	00	00	00
Danhauser LM	00	00	00	00
Zululand District
Dumbe LM	1 Fire engine	1 Fire engine	00	00
Phongola LM	1 Fire engine	1 Fire engine	00	00
Abaqulusi LM	4 Fire engine	4 Fire engine	00	00
Nongoma LM	00	00	00	00
Ulundi LM	1 Fire engine	1 Fire engine	00	R6 000 000
NAME OF PROVINCE: KWAZULU-NATAL
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
uMzinyathi District
Umvoti LM	3 Fire engines	3 Fire engines	00	00
Msinga LM	00	00	R70 000	R70 000
Nquthu LM	4 Fire engines	4 Fire engines	R210 000	R2 183 000.00
Endumeni LM	1 Fire Engine	1 Fire engine	R1 800 000.00	R800 000.00
uMkhanyakude District
Jozini LM	1 Fire engine	1 fire engine	00	00
Umhlambuyalingana LM	1 Fire engine	1 fire engine	R60 000	R190 000
Big 5 Hlabisa LM	1 Fire engine	1 fire engine
Mtubatuba	1 Fire engine	1 fire engine	R150 000	R150 000

NAME OF PROVINCE: NORTH WEST
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Bojanala District
Rustenburg LM	14 (1X Hydraulic Platform, 7x Major Pumpers, 1xMedium Pumper, 2x Skid Units, 1x Rescue Unit, 1x Hazmat Unit, 1x Dive Unit)	8 (3xMajor Pumpers, 2x Skid Units, 1x Rescue Unit, 1x Hazmat Unit, 1x Dive Unit)	R900 000 Consumables, Repair and Maintenance of fleet and equipment. R800 000 Procurement of PPE	R1m Consumables, Repair and Maintenance of fleet and equipment. R1.1m Procurement of PPE
Madibeng LM	5 (Turntable Ladder, Major Pump, Water Tanker, Rapid Intervention, Grass Unit) Hazmat Trailer	5 (Turntable Ladder, Major Pump, Water Tanker, Rapid Intervention, Grass Unit) Hazmat Trailer	R 400 .000 Procurement of Equipment	R 800 000 for PPE
Moretele LM	3 (Rescue Pumper, Water Tanker, Major Pumper)	2 (Rescue Pumper and Water Tanker)	None	R180 000.00 Repair and Maintenance of Fire Service Fleet and Equipment. R20 000 installation of back-up water supply.
Moses Kotane LM	4 (Medium Pumper, Rescue Vehicle and Water Tanker, Major Pumper)	2 (Medium Pumper, Rescue Vehicle)	None	R123 000 Repair and Maintenance of Fire Service Fleet and Equipment.
Kgetleng LM	4(Tanker; Medium Pumper Major Pumper; Rescue Vehicle)	2 (Medium Pumper, Rescue Vehicle).	None	R45 000.00 Repair and Maintenance of Fire Service Fleet and Equipment.

NAME OF PROVINCE: NORTH WEST
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Dr Ruth Segomotsi Mompati District
Lekwa Teemane LM	6 (2xWater Tankers, 2xRescue Pumpers, 2xSkid Units)	5 (1xWater Tanker, 2xRescue Pumpers, 2xSkid Units)	R125 000	R175 000
Mamusa LM	4 (2x Water Tankers, 1x Rescue Pumper, Skid Unit)	4 (2x Water Tankers, 1x Rescue Pumper, Skid Unit)	R125 000	R175 000
Greater Taung LM	4 (1xWater Tanker, 1x Rescue Pumper, 2xSkid Units)	4 (1xWater Tanker, 1x Rescue Pumper, 2xSkid Units)	R125 000	R175 000
Kagisano-Molopo LM	5 (2xRescue Pumpers, 1x Water Tanker, 2x Grass Units)	3 (2xRescue Pumpers, 1x Water Tanker)	R125 000	R175 000
Naledi LM	4 Pumpers 3 LDV Grass Fire Units	3 Pumpers 2LDV Grass Fire Units	R366 054.16	R545 655
Ngaka Modiri Molema District
Mahikeng LM	6 (1X Water Tanker, 3xRescue Pumpers, 2x Skid Units)	1x Rescue Pumper	Budget centralised at the fleet management Unit.	Budget centralised at the fleet management Unit.
Ratlou LM	2 ((1xRescue Pumper, 1xSkid Unit)	None	Budget centralised at the fleet management Unit.	Budget centralised at the fleet management Unit.

NAME OF PROVINCE: NORTH WEST
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Ramotshere Moiloa LM	6 (1xWater Tanker, 2xRescue Pumpers, 2xSkid Unit, 1x Hazmat Unit)	4 (1xWater Tanker, 1xRescue Pumper, 1xSkid Unit, 1x Hazmat Unit)	Budget centralised at the fleet management Unit.	Budget centralised at the fleet management Unit.
Ditsobotla LM	3 (2xRescue Pumper, 1xSkid Unit)	1xSkid Unit	Budget centralised at the fleet management Unit.	Budget centralised at the fleet management Unit.
Tswaing LM	2 (1xRescue Pumper, 1xSkid Unit)	None	Budget centralised at the fleet management Unit.	Budget centralised at the fleet management Unit.
Dr Kenneth Kaunda District
JB Marks LM	12 (3X Water Tankers, 2xRescue Vehicles, 3x Pumpers, 4x Skid Units,	9 (3X Water Tankers, 1xRescue Vehicles, 2x Pumpers, 3x Skid Units,	R213 603.00	R3 258 856.00
Matlosana LM	6 (3X Water Tankers, 3xRescue Pumpers)	6 (3X Water Tankers, 3xRescue Pumpers)	R200 000.00	R320 000.00
Maquassi Hills LM	4 (1x Medium Pumper, 1x Mini Pumper, 2x Skid Units)	3 (1x Medium Pumper, 1x Mini Pumper, 1x Skid Unit)	R252 600	R337 900
Z.F.Mgcawu District
Dawid Kruiper LM	02 Fire truck/engine 01 fully equipped LDV 01 Water Tanker	01 Fire truck/engine 01 fully equipped LDV 01 Water Tanker	Information not submitted	Information not submitted
Frances Baard District	02 Fire Trucks	02 Fire Trucks (no personnel to operate the trucks)	Information not submitted	Information not submitted
Sol Plaatje	03 Pumpers (fire engine) 02 Water tankers 01 Aerial Platform (Snorkel)	03 Pumpers (fire engine) 02 Water tankers 01 Aerial Platform (Snorkel)	Information not submitted	Information not submitted
NAME OF PROVINCE: NORTH WEST
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Namakwa District
Nama Khoi	01 Fire Truck / engine 01 LDV	01 Fire Truck / engine 01 LDV	Information not submitted	Information not submitted
John Taolo Gaetsewe District	Information not submitted	Information not submitted	Information not submitted	Information not submitted
Pixley Ka Seme District
Emthanjeni LM	01 Old Fire truck/ Engine	01 Operational fire truck engine	Information not submitted	Information not submitted

NAME OF PROVINCE: FREE STATE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Mangaung Metro	6 X Major Fire Pumpers; 1 X Aerial Appliance (Taken out of commission: to be replaced by 31 April 2021); 1 X HAZMAT Unit; 1 X Urban Search and Rescue (USAR) Unit; 7 X LDV 4 X 4 Grass Fire Units; 2 X Motorized Water Rescue Boats	6 X Major Fire Pumpers; 1 X Aerial Appliance (On order: delivery expected by 31 April 2021); 1 X HAZMAT Unit; 1 X USAR Unit; 2 X LDV 4 X 4 Grass Fire Units (5 out of commission); 2 X Motorized Water Rescue Boats	Nil (Zero) Capital Expenditure	R 352 725 for equipment i.e. 5 X Level “A” HAZMAT Suits; 8 X Fire Fighting / Rescue Extension Ladders; (8 X petrol Powered Blowers; Petrol Powered Chain Saws; 2 X Portable Fire Fighting Pumps) R 14 000 000 (2 X Major Fire Pumpers).
Lejweleputswa District	No submission	No submission	No submission	No submission
Thabo Mofutsanyane	0	0	R2 000 000 (firefighting equipment donated by Santam)	00
Dihlabeng LM	4 Fire engines	2 fire engines	00	00
Phumelela LM	00	0	00	00
Maluti LM	4 Fire engines	0	00	00
NAME OF PROVINCE: FREE STATE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Setsoto LM	None	None	None	None
Nketoana LM	None	None	00	00
Mantsopa LM	1 fire truck	1 fire truck	00	00
Fezile Dabi District	No submission	No submission	No submission	No submission
Xhariep District	No submission	No submission	No submission	No submission

NAME OF PROVINCE: EASTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Amathole District	23 in total 14 x fire engines 9 x bakkies with skid unit	6 operational trucks 3 x operational skid units	unknown	unknown
Amahlathi LM	5 vehicles	3x Medium pumpers, 1x skid unit and 1x rescue unit	Nil/Zero	Nil/Zero
Raymond Mhlaba LM	2 vehicles	1x Medium Fire Engine 1x Firefighting LDV Skid unit	unknown	unknown
Great Kei LM	5 vehicles	2x Medium fire engines, 1x skid unit, 1x Major pumper, 1x Response vehicle	unknown	unknown
Mbhashe LM	3 vehicles	1x major pumper, 1x Skid unit bakkie, 1x Response vehicle	unknown	unknown
Mnquma LM	6 vehicles	3x Skid Units, 1x Major pumper 1x medium pumper 1x Response vehicle	unknown	unknown
Ngqushwa LM	4 vehicles	2x Medium pumper 1x rescue unit 1x Response vehicle	Unknown	Unknown

NAME OF PROVINCE: EASTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Alfred Nzo District
Matatiele LM	6 vehicles	3x Firefighting LDV Skid units, 1x Medium fire engine, 1x Fire tanker 1 x Rescue & Extrication with jaws of life, fire pumper (less capacity than fire engines).	no response	no response
Umzimvubu LM	3 vehicles	1x Fire-Tanker (not in good condition), 1x Skid Unit and 1x Medium Fire Engine	no response	no response
Ntabankulu LM	1 Skid Unit (Toyota Double Cab)	1x Skid Unit Toyota Hilux	no response	no response
Mbizane LM	4 vehicles	2x Firefighting LDV Skid units 1x Medium fire engine 1x Response Vehicle	no response	no response
Chris Hani District
Emalahleni LM	1 Vehicle	1x LDV Skid unit (Land cruiser)	no response	no response
Engcobo LM	4 Vehicles	2x LDV Skid units and 1x Medium Pump 1x Firefighting trailer	no response	no response
Intsika Yethu LM	2 Vehicles	1x LDV Skid unit and 1x Medium Pumper	no response	no response
Inxuba Yethemba LM	2 Vehicles	2x Medium Pumpers	no response	no response
Sakhisizwe LM	0	None	no response	no response
NAME OF PROVINCE: EASTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Enoch Mgijima LM	10 Vehicles	2x Medium pumper 3x Firefighting skid units 1x Rescue vehicle 1x Hazmat Vehicle 1x Light vehicle 1x Major pumper 1x Fire Fighting trailer	no response	no response
Joe Gqabi District
Elundini LM	1 vehicle	1 Skid Unit	no response	no response
Walter Sisulu LM	6 vehicles	3x Skid Unit 2x Medium Pumpers 1x Rescue	no response	no response
Senqu LM	3 vehicles	2x Medium Fire Engines 1x Firefighting skid unit	no response	no response
OR Tambo District
Ingquza Hill LM	1 Tanker	1x Water tanker	no response	no response
King Sabata Dalindyebo LM	6 Vehicles	1x Water Tanker (OOC) 1x Medium Pumper (OOC) 2x Major Pumpers (OOC) 1x Hazmat LDV (new) 1x Skid unit	no response	no response
Mhlontlo LM	2 Vehicles	1x Medium Pumper 1x Skid Unit (OOC)	no response	no response
Nyandeni LM	2 Vehicles	1x Major Pumper 1x Skid Unit (OOC)	no response	no response
Port St. Johns LM	2 Vehicles	1x Major Pumper 1x Skid Unit (Rescue Tools)	no response	no response
NAME OF PROVINCE: EASTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Sarah Baartman District	nil	nil	R1,246,343	R753,053
Blue Crane Route LM	1	1	nil	nil
Dr Beyer’s Naude LM	3	3	nil	nil
Makana	3	3	nil	nil
Koukamma	1	0	nil	nil
Sunday's River Valley	2	2	nil	nil
Kouga	9	9	nil	R518 218.40
Nelson Mandela Metro	44 Fire trucks	17x Rescue pumps, 6x Hazmat unit, 1x Heavy rescue vehicle 4x LDV firefighting Skid units 1x Firefighting trailer 4x Water tankers, 1x Medium Pumper	No submission	No submission

BACKGROUND INFORMATION:

a) The National Disaster Management Centre (NDMC) interacted with all Provincial COGTAs through their Head of Department offices requesting them to facilitate, collate and consolidate information regarding this Parliamentary Question (PQ). Accordingly, the NDMC developed a generic template, in line with the PQ and its sub-elements in order to facilitate packaging of responses by the municipalities through their respective Provincial Disaster Management Centres (PDMCs).

b) The NDMC has interacted with all provincial COGTAs on numerous occasions regarding the submission of the required information and only five (5) provinces i.e. Gauteng, North West, Western Cape, KwaZulu Natal and Eastern Cape (to some extent) submitted comprehensive reports in this regard. The other provinces submitted information with gaps from districts that did not submit the required information.

c) The NDMC has noted that the provinces i.e. Free State, Northern Cape, Limpopo and Mpumalanga without dedicated and fulltime capacity for the coordination of Fire Services struggled to provide comprehensive reports. The NDMC is concerned about effects of the weak institutional capacity in these provinces on effective national coordination of fire services work and on the provision of support to municipalities respectively.

d) It is important to note that the PQ is somewhat vague as it refers to fire trucks rather than fire engines. In view of this, most municipalities have chosen to provide specifics about the various appliances (firefighting vehicles) that are at their disposal.

e) While the Firefighting function is performed by all the metros, there are some category B and C municipalities without the authority to render this service. This is in line with the adjustment of powers and functions provided for in section 85 of the Municipal Structures Act, 1998. Thus, some municipalities (either districts or locals) did not provide information as they are not authorised to render a function. The NDMC is confident that the approval of the White Paper on Fire Services will provide impetus for municipalities to build capacity to manage fire risks in their respective jurisdictions.

Reply:

1. The Department of Cooperative Governance (DCOG) has approached the Development Bank of Southern Africa (DBSA) to act as its implementing agent in the roll out of the District Development Model (DDM) by providing the requisite project and programme capacity. Accordingly, the DCOG and the DBSA has entered into a Memorandum of Agreement on 03 March 2020 to formalise the roles of the Parties in the establishment of the DDM Programme Management Office (PMO) and the rolling out of Phase 1 of the DDM in the pilots in accordance with the programme implementation plan. The said MoA provides for the programme funding arrangements and specifies that the DCOG shall fund the programme up to a total amount of R50 million (Fifty Million Rand) per annum over the first three financial years of the duration of the MoA.

(i) To this end, the DBSA has invoiced the Department for the first R50 million payable for the 2020/21 financial year.

(ii) Furthermore, the DBSA has agreed to contribute financially towards the capacitation of the PMO and technical advisors to support the initiatives which are essential to the implementation and management of the programme, i.e. the preparation of the One Plan for the two DDM pilots, namely OR Tambo and Waterberg. Therefore, the DBSA as the implementing agent has procured the service providers for the development of the One Plans for the two pilots and all payments are made by the DBSA directly to the contracted service providers.

2. As indicated above the department does not pay any of the One Plan service providers and all payments are made by the DBSA as the implementing agent to the contracted service providers. To date the DBSA has paid the contracted One Plan service providers a total amount of R1 257 217.40.

3. The total contract value payable to the appointed service providers for the complete development of the One Plans for the two pilots amount to R4 930 398.00

 

Reply:

a) The Government of South Africa remains seized with the modalities in respect of the downgrading of the South African Embassy in Israel. The Department will communicate further actions upon the conclusion of our deliberations; and

b) The Government of the Republic of South Africa remains of the view that the only way to realise a lasting peace in the Middle East Peace Process, is to ensure a two-state solution for Palestine and Israel with a sovereign, internationally recognised and independent State of Palestine, based on the 4 June 1967 borders, with East Jerusalem as its capital, within recognised and secure borders.

Reply:

The ESKOM Technical Task Team that was established as an interdepartmental and intergovernmental platform to facilitate the discussion and resolution on matters relating to outstanding payments and debt owed to ESKOM. The Task Team resolved that an Ombudsman must be appointed to process and verify the amount of debt owed by organs of state to municipalities, and in turn the debt owed by municipalities to Eskom, Water Boards, Department of Water and Sanitation Trading Entity.

As the custodian of the Intergovernmental Relations Framework (IGRFA) Act 13 of 2005, my Department was tasked to initiate and facilitate the appointment of an Ombudsman. The Department obtained advice from its Legal Services Unit and the Unit dealing with intergovernmental relations on the feasibility of appointing an Ombudsman to act as an intergovernmental dispute facilitator. It was concluded that such an appointment would not be feasible as the IGRFA makes specific reference to an “Intergovernmental Dispute Facilitator” with key responsibilities that are different to the definition and role of an Ombudsman.

The Technical Task Team endorsed the establishment of a panel of intergovernmental dispute facilitators instead. Given the technical nature of the disputes, such a panel will comprise of senior officials from member departments and stakeholder entities making up the ESKOM Technical Task Team.

This process is now underway and the department of COTGTA has also developed the terms of reference that will frame the functioning of such panel which was approved and endorsed by the Technical Task Team.

Reply:

South Africa is committed to the establishment of a physical BRICS Vaccine Research and

Development Centre, the concept of which it initiated during South Africa’s BRICS Chairship in 2018. Government is in the process of establishing an inter-departmental task team comprising the Department of Science and Innovation, Department of Health, Department of Trade, Industry and Competition, and the Department of International Relations and Cooperation. The objective of the Task Team will be to re-assess South Africa’s priorities on this issue and cooperate on the operationalisation of the BRICS Vaccine Research and Development Centre, to expedite the process under India’s 2021 BRICS Chairship and report regularly to the four Ministers.

Reply:

(a) The Comprehensive National GBVF Prevention Strategy was prioritised. The department divided the prioritisation of the Prevention Strategy into two phases; The 1st phase involved the development of a communication strategy. This was based on the understanding that over the years, public dialogue and visibility of GBVF around social behavioral change programmes has not transpired on communication platforms. The communication strategy was developed and concluded last year to inform and raise awareness and influence behavioral change. The GBVF Communication Strategy was developed with men and boys as the core target audience. The goal is to change the norms and stereotypes that perpetuate violence against women, children and the LGBTQIA+ sector.

The communication strategy was the first step towards the development of a comprehensive national prevention strategy

Below is the response for phase 2:

(b) Due to a lack of resources the Department has partnered with four UN agencies, namely UN Office on Drugs and Crime; UN Women; United Nations International Children's Emergency Fund (UNICEF); and UN Development Programme (UNDP) in the development of a Comprehensive National Gender-Based Violence and Femicide Prevention Strategy.

This partnership also includes the GIZ which is the German development cooperation with South Africa. This has been done to ensure that the implementation of the Prevention Strategy is not hindered.

It should be noted that the Prevention Strategy will be concluded in the 2021/22 financial year.

(c) The inability of the officials to develop the prevention strategy is based on the inadequate resources in terms of personnel and funding and not due to incompetency. It is the very officials that reached out to UN agencies in forging a partnership. This does not require consequences management. The partnership forged already is strategic enough and it will enhance existing capacity and yield the desired results.

___________________________

Approved by:

Ms M Nkoana-Mashabane, MP

Minister

Date:

Reply:

SASSA has not lost any money as a result of cash in transit heists. Over the past 5 years, there have been two payment contractors. For the period from 2016 to 2018, payments were made by Cash Paymaster Services and for the period from 2018 to date, social grant disbursement services have been made by the South African Post Office.

In terms of the contracts entered into, the contracted service providers have to carry insurance against losses as a result of cash in transit heists. The risk is therefore transferred from SASSA to the service providers.

Reply:

The Portfolio Committee on Women, Youth and Persons with Disabilities has regularly indicated its concern with the use of consultants by the department due to budgetary constraints.

It must be emphasised that due to budgetary cuts, especially in the allocation for compensation of employees, it has impacted on the ability of the Department to recruit and hire suitably technically skilled persons to carry out certain specific tasks and activities. Unfortunately the Department has been placed in a situation where it is forced to use short-term, temporary skilled personnel to assist in these areas of work.

One such area is in the development of an evidence-based knowledge portal, which requires high technical skills in conceptualising and developing a model for an electronic platform. Furthermore there is also an element of IT Skills that are needed to develop and undertake the back-end processes of such an electronic platform. These skills are not available within the current personnel in the department. Thus the Department has been working with the University of Johannesburg since 2019 towards this end. However due to the budget reprioritisation process redirecting government spending towards the response to the COVID-19 pandemic in the country, this project was reprioritised for implementation in the 2021/22 financial year.

In order to reduce the use of consultants, the Department has also embarked on collaborative efforts with UN agencies in an effort to increase its capacity on areas that requires technical expertise. Two technical experts have been secured from UNFPA in respect of the development of a comprehensive M&E framework for the Sanitary Dignity programme, and the development of a comprehensive M&E Framework for the National Strategic Plan on Gender Based Violence & Femicide.

It must be noted that in the use of these external technical expertise in these three programmes of the department, there is a level of ongoing skills transfer as well. However in achieving the majority of the targets in the Annual Performance Plan, the Department has been undertaking the work in-house, and meeting the necessary quarterly targets. The Department is therefore on course to meet its targets for the year with the work done by the officials in the department itself.

_________________________

Approved by Minister

Ms M Nkoana-Mashabane, MP

Date _____________________

Reply:

a) There are 291 active call centre agents.

b) (i) The UIF call centre receives on average 253 312 calls per month.

(ii) 236 903 (93,5%) are successfully resolved by the 291 active call centre agents.

c) The average wait time call to be responded to is 28 seconds

Reply:

The National Youth Machinery meeting has been established at the national sphere of government, to coordinate youth development by all relevant stakeholders within the youth sector. It is a professional space to share information and showcase good practices. The meeting provides a platform to different stakeholders, to share information about their strategies, plans, programmes, and projects. The participants are youth workers who are mainly youth focal points from youth led and youth serving organisations.

The National Youth Machinery meeting consist of representatives from:

a) the National Youth Development unit in the DWYPD; to serve as the Convenor, Chairperson and Secretariat of the meeting;

b) the line function department responsible for youth development at the national sphere;

c) the youth units in the Offices the Premiers (representing each province);

d) the NYDA;

e) Department of Cooperative Governance and Traditional Affairs;

f) the South African Local Government Association (SALGA);

g) the South African Youth Council (SAYC);

h) non-government youth led organisations; and

i) Representatives of the private sector.

There are similar structures at provincial and local levels, where provincial and local youth focal points representing Offices of the Premiers, provincial sector departments as well as district and local municipalities, also participate. The meeting participants are expected to engage directly with the clients they are servicing. This would mean that at provincial and local level, the youth workers (youth focal points), cascade information to majority of young people they are servicing including those residing in rural areas.

_________________________

Approved by Minister

Ms M Nkoana-Mashabane, MP

Date _____________________

Reply:

a) (i) and (ii) The validation and internal investigations into irregular payments were conducted in the 2017-2018 financial year to 2019-20 financial year. These validation and internal investigations were finalized on 20 September 2019.

b) The irregular payments for both ineligible deceased participants and non-qualifying government employees were recouped in Quarter 1 and Quarter 2 of 2020-2021 financial year from the relevant Implementing Agents.

Reply:

1. (a) The DALRRD’s requested the National Treasury to retain the surplus from the 2019/20 financial year due to underspending on a number of projects for the following reasons.

• Recapitalisation and development projects: Non- Accountability of previous disbursements.

• Guarantees on Land Acquisition: The DALRRD indicated that there were lengthy negotiations on some projects between sellers of land and the department which concluded at the end of quarter 3 and beginning of quarter 4. After conclusion of agreements, the projects had to go for conveyancing and registration process by Deeds Office which delayed the payments.

• Contracted one Hectare one Household projects: were not completed due to slow mobilization of the projects due to lengthy stakeholder consultation process, and disputes amongst beneficiaries.

• Contracted Land Development Support: The DALRRD indicated that they had to request Section 66 and Section 72 approvals (PFMA restrictions on borrowing, guarantees and other commitments) from the National Treasury to enter into contracts with ABSA and FNB for the purpose of mitigating the risk of farmers misusing the funds as experienced in the past with the Recapitalization and Development Programme (RADP) program. The approval was granted during December 2019. A team of agricultural engineers from former the Department of Agriculture, Forestry and Fisheries (DAFF) were assembled and deployed to the farms to reassess the infrastructure. Transfers were made after receipt of the assessment reports of relevant infrastructure required on farms, and some of these project assessments were only concluded during the 2020/21 financial year.

• Contracted forensic audit: delays due to ongoing forensic audit. The DALRRD indicated that the amount would be paid after close up report is received on forensic audit performed. The expenditure was expected to be disbursed within 30 days after receipt of invoice.

• Open orders: Valuations for land acquisition projects not yet concluded at the end of the financial year.

• Further ALHA received an additional R277 million towards the end of March 2020 (end of 2019/20 financial year) for COVID-19 Disaster Fund.

2. 

(b) The DALRRD, did not provide any proposed spending changes. The retained surplus is supposed to be spend during the 2020/21, during which the approval would be valid.

• The DALRRD provided the cash flow / expenditure disbursement terms, which ranges from 2 days after registration of land by Deeds Office; 30 days after receipt of invoice; and some projects expenditure to be disbursed within 1 year.

• The table below indicates the disbursement terms, project values and project terms.

Table 1: List of commitments at the end of 2019/20

Commitment description	Project term (years)	Cash flow disbursement term	Reason for slow spending	Project budget (R’000)	Project Surplus (R’000)
Recapitalisation and Development projects	5	1 year	Non Accountability of previous disbursements	122 436	122 436
Guarantees on Land Acquisition	0.5	2 days after land registration by Deeds	Lengthy negotiations on some projects between seller and department which concluded end of quarter 3 and beginning of quarter 4, after agreement projects have to go for conveyancing and registration process by Deeds Office.	146 436	146 436
Contracted one Hectare one Household projects	unlimited	1 year	Slow mobilization of the projects due to lengthy stakeholder consultation process. Disputes amongst beneficiaries These commitments are mainly second or third tranches, which are earmarked to be finalised this financial year.	28 257	28257
Contracted Land Development Support	5	1 year	The Department had to request Section 66 and Section 72 approvals from Treasury to enter into contracts with ABSA and FNB for the purpose of mitigation the risk of farmers misusing the funds as experienced in the past with the RADP program. The approval was granted during December 2019. A team of Agricultural Engineers from DAFF were assembled and deployed to the farms to reassess the infrastructure. Transfers were made after receipt of the assessment report of relevant infrastructure required on farms. Some of these project assessments were only concluded in the current financial year.	716 990	716 990
Contracted forensic audit	1	I year	Retention amount will be paid after close up report is received on forensic audit performed.	1 710	1 710
Contracted project management	1	30 days after receipt of invoice	Balance for project will be paid after final review and sign off the close up report.	477	477
Open Orders	0.5	30 days after receipt of invoice	Valuations for land acquisition projects not yet concluded.	2 828	2 828
Total				1 019 135	1 019 135

COVID Disaster Fund	0.5	30 days after receipt of invoice	Current financial year, funds received from department during 2019/20.	513 844	513 844
Grand Total				1 532 979	1 532 979

Reply:

In terms of the enabling Legislation of the Unemployment Insurance Fund (UIF), the Compensation Fund (CF) and Supported Employment Enterprises (SEE), the Minister of Labour (now Employment and Labour) appoints a Commissioner and support staff to perform the functions of the Funds and seconds such to the Funds.

As a result of this, it is the Department that is the registered employer and all appointments are made in line with the Public Service Act and accompanying Regulations. The Department therefore performs all payroll functions for the Department, the UIF, CF and SEE as one employer.

In terms of Compensation of Employees (CoE or payroll), the allocation of expenditure is governed by an Organisational Development (OD) exercise determining the functions and the level of such functions performed by positions contained in the approved establishment. This is commonly referred to as the “Approved Percentage Split”. This information is captured against positions on the establishment and is monitored and controlled by the Human Resource Management units within the Department as well as the UIF, CF and SEE.

The establishment is confirmed as being correct at regular intervals as it is this establishment which determines the value of CoE that is expensed against the Vote or alternatively recovered from the respective Fund.

As a result of this symbiotic relationship, the Department reflects an approved establishment of 9,990 on PERSAL however, only expenditure in respect of 2987 positions are expensed against the CoE allocations reflected in the Estimates of National Expenditure, and not 9,990 positions as per the approved establishment.

Reply:

(a) and (b) Yes, the Department of Justice and Constitutional Development (DoJ&CD), Office of the Chief Justice (OCJ) as well as the National Prosecuting Authority (NPA), Special Investigating Unit (SIU) and Legal Aid South Africa make use of private security firms.  The tables below provide details of the security firms per Department and entity reporting to me:

 

1. Department of Justice and Constitutional Development, OCJ and NPA:

MARCH 2021 TO DATE
(i) Name of Security Firms	(ii) Purpose	(iii) Contract value	Duration of specific contract
			Start date	End date
1. Mabotwane Security Services	Security guarding and special services in various offices (DoJ&CD, NPA, OCJ) Gauteng and Western Cape provinces	R118 477 375.20 (Gauteng) R86 775 743.04 (Western Cape)	01 March 2021	28 February 2022
2. Fidelity Security Services	Security guarding and special services in various offices (DoJ&CD, NPA, OCJ) Kwa-Zulu Natal and Eastern Cape provinces	R125 937 824.81 (Kwa-Zulu Natal) R140 116 955.68 (Eastern Cape)	01 March 2021	28 February 2022
3. PhepheMV	Security guarding and special services in various offices (DoJ&CD, NPA, OCJ) Limpopo and North West	R51 288 890.20 (Limpopo) R31 100 672.02 (North West)	01 March 2021	28 February 2022
4. Vhugi Protection Services	Security guarding and special services in various offices (DoJ&CD, NPA, OCJ)  Mpumalanga province and National Offices	R55 987 986.64 (Mpumalanga) R21 757 528.15 (National Offices)	10 March 2021 10 March 2021	28 February 2022 28 February 2022
5. Zacks Business Enterprise	Security guarding and special services in various offices (DoJ&CD, NPA, OCJ) Free State and Northern Cape provinces	R42 028 800.00 (Northern Cape) R76 114 608.48 (Free State)	10 March 2021 11 March 2021	28 February 2022 28 February 2022

 

2. Legal Aid South Africa

Legal Aid SA has 118 contracts relating to security services with private security services providers for 118 of 129 of its offices. Security services of the remaining 11 offices are provided by respective landlords. The offices are made up of 64 local offices, 64 satellite offices and National office. The majority (115) of contracts are for alarm monitoring and armed responses and three (3) are for physical guarding of fixed properties and immovables at the National office and two (2) of its local offices. The total value of the contracts is R5 898 807, 38 with the average durations of 36 months. The table below provides a summary of the security contracts.

Profile of Legal Aid SA security contracts profile
Region	Physical		Alarm monitoring		Total			Average duration of the contract
	Number of contracts	Total value of the contracts (Rands)	Number of contracts	Total value of the contracts (Rands)	Number of contracts	Total value of the contracts (Rands)
National Office	1	3 737 009,50	0	-	1	3 737 009,50		36 months
KZN	0	-	21	295 898,99	21	295 898,99		36 months
Limpopo	0	-	25	454 297,82	25	454 297,82		36 months
WCNC	0	-	21	232 322,38	21	232 322,38		36 months
Gauteng	2	407 870,87	13	249 924,41	15	657 795,28		36 months
EC	0	-	17	256 191,17	17	256 191,17		36 months
FS	0	-	18	265 292,24	18	265 292,24		36 months
Total	3	4 144 880,37	115	1 753 927,01	118	5 898 807,38

 

A detailed spreadsheet with the name of each firm, purpose, value and duration of each contract is attached as Annexure A.

 

3. Special Investigating Unit

 

Region	Description	Appointed Service Provider	Value	Duration
				Start Date	End Date
1. Durban Office	Security Guards Services at SIU Durban Office for a period of 10 Months	Stallion Security (Pty) Ltd	R396,858.53	1 June 2020	30 May 2021
2. Nelspruit Office	Security guard Services for Nelspruit Office for a period of 12 months	Fidelity Security Group (Pty)Ltd	R342,233.40	1 August 2020	31 Jul 2021
3. Bloemfontein Office	Appointment of security guard services for Bloemfontein office and for a period of 10 months	Fidelity Security Group (Pty)Ltd	R287,500.00	3 August 2020	2 May 2021
4. Mahikeng Office	Appointment of service provider to render security guard services for Mahikeng office	Mminatlou Security and Projects	R466,273.08	1 September 2020	31 August 2021
5. Mthatha Office	Appointment of service provider to render security services for Mthatha office	Tyeks Security Services (Pty)Ltd	R408,910.22	8 October 2020	7 October 2021
6. Pretoria Office	Appointment of service provider to render security guard services for Pretoria office for a 12 months period	Lenong Security Services cc	R315,608.16	1 January 2021	31 December 2021
7. Polokwane Office	Appointment of service provider to render security guard services for Polokwane office for a 12 months period	Eager Beaver Projects(Pty)Ltd	R238,146.00	01 November 2020	31 October 2021
8. East London	Provision of Grade C Security Guards (Unarmed) for the SIU East London Office for a period of Ten (10) months.	Xhobani Cleaning and Security Services	R497 927.00	01 February 2021	30 November 2021
9. Bloemfontein Office	Provision of armed close protectors for SIU employee on very high risk investigation, after SAPS security assessment recommendation	Arcangel Group	R277,828.50	29 January 2021	28 April 2021

 

4. Information Regulator

The Information Regulator does not use private security firms. Security services of the work premises are provided by the Landlord.

Reply:

National Treasury has not received nor approved any requests for deviations from procurement processes from the Department of Human Settlements (DHS) or Department of Water & Sanitation (DWS) for the procurement of personal protective equipment from Travel with Flair (2004/028611/07) for the period 1 January 2020 to 31 January 2021.

The National Treasury does, however, notice the Covid-19 transactions that were reported by DHS against Travel with Flair to the amount of R939 349.00. These transactions were undertaken by the authority of the accounting officer and not as a result of any deviation that NT approved.

National Treasury did not find any transactions for DWS against Travel with Flair on the Covid-19 Reporting Dashboard.

Human Settlements – Extract from the Covid-19 Reporting Dashboard

Reply:

(1)(a) There are currently no shelters for the homeless operating in the Hantam Local Municipality. During Level 5 Lockdown shelters were operational in Calvinia and Brandvlei respectively. Buildings at the Sport Grounds were utilized. A total of thirteen (13) individuals made use of the services during this time, (11 in Calvinia and 2 in Brandvlei). Upon investigation, it was found that eleven (11) of the beneficiaries were residents of the area, but were refused accommodation with their families, where they usually reside, due to disruptive behaviour. Family preservation services were rendered, and all persons were re-united with their families within three(3) months. Two (2) of the residents were from outside the Northern-Cape and were transported back to Pretoria and the Eastern Cape, respectively, as soon as restrictions on travel were relaxed.

(1)(b) No assistance or services are currently required.

(2)(a)(b) No shelters for the homeless are currently operational.

(3) No shelters for the homeless are currently operational in the Province. The approach of the Department of Social Development is to render psycho-social and family reunification services. If cases are reported the circumstances under which an adult male would report himself as homeless will be investigated. In most cases it is found that he has accommodation, but due to conflict or unacceptable behaviour could no longer stay there. Through family group conferences and other interventions, the matter is usually resolved and there is no need for accommodation in a shelter.

There are six (6) shelters available for women who need temporary shelter, or became homeless due to violence. Support and counselling are given in order to return these victims to a safe family environment as soon as possible. All these shelters are operational and funded by the Department of Social Development.

In cases of homeless children, one of the ten (10) funded Child and Youth care Centres are utilized for the placement of these children - if they cannot be returned to their families.

Maintaining shelters in the Province (at least one per District) will require a large budget. If only one (1) shelter is operational, beneficiaries might have to be transported up to 800 km to stay at a shelter for a few days, which is also not cost effective.

The number of adult males (the target group of shelters) reporting to be homeless is very low, and matters relating to their temporary housing problems can usually be resolved in a short space of time. The available budget in the Province will be much better utilized by funding existing VEP Shelters and Child and Youth Care Centres.

Reply:

	Department: DWYPD	Entity: NYDA
(a)	Yes, Her office makes use of private security firm.
(b)	N/A	Yes, the NYDA makes use of a private security firm:
(i)	Idlangamandla Security Protection & Project cc	Rise Security Services (Pty) LTD
(ii)	The purpose is to provide physical (guarding) services to protect the DWYPD infrastructure and assets.	The purpose is to provide physical security services to twenty-one (21) NYDA branch offices and thirty-one (31) district offices in terms of access control, guarding, alarm services and emergency response to protect the NYDA infrastructure and assets.
(iii)	R2 378 660, 48	R18 551 388.66
(iv)	24 months from 01 January 2021 – December 2022	36 months from 1 November 2019 to 31 October 2022.

_________________________

Approved by Minister

Ms M Nkoana-Mashabane, MP

Date _____________________

Reply:

1. Telkom terminated the service of the 0800 call centre number as a result of the non-extension of the telephone line contract. 
2. This was resolved on the 4th March 2021 and the call centre was fully operational from the afternoon of 4 March 2021. 

Reply:

All legislations and policy frameworks related to Public Procurement resides with the Ministry of Finance.

Reply:

a) The draft Bill that the Department is developing will guide inter alia, the establishment of the NCGBVF, which will outline the details of the model in line with the Gender-Based Violence and Femicide (GBVF) NSP and the declaration.

b) The process to establish the National Gender-Based Violence and Femicide Council requires enactment of a founding legislation first. The department is in the process of developing the draft Bill.

___________________________

Approved by:

Ms M Nkoana-Mashabane, MP

Minister

Date:

Reply:

Section 22 (4) of the COID Act indicates that compensation will be considered for accidents that has ‘arisen out of and in the course of employment’. The Compensation Fund does not consider claims for accidents that occurred during the journey to and from work if they do not meet “arising out of and in the course of employment”.

Section 22 (5) does provide for consideration of claims in the event of accidents that have arisen where the employer provides free transportation to commute to and from work for the purposes of employment.

However, the Fund does not keep information in such a way that we can distinguish motor vehicle accident claims between those where it was transport provided by the employer to and from work as well as those that occurred while the worker was executing his/her duties.

Reply:

a) It is worth noting that there is reasonable progress in some of the interventions of the NSP on GBVF. However, reporting on progress has been mainly based on outputs of activities rather than outcomes. The NSP on GBVF is still in its early stages of implementation and outcomes and impact takes time.

b) The department has been working with national departments, provinces, districts and local municipalities towards integration of NSP on GBVF priorities in strategic plans. As part of localising the NSP on GVBF, provinces are working on their implementation plans and establishing structures aligned to the principles of the NSP on GBVF with the guidance of the department. The department is also conducting information sessions across all nine provinces. Between February and March 2021 eight (8) provinces have been covered with KwaZulu-Natal being the only outstanding province.

___________________________

Approved by:

Ms M Nkoana-Mashabane, MP

Minister

Date:

Reply:

1. The irregular expenditure cases are being investigated in line with the Irregular Expenditure Framework issued by the National Treasury in 2019. Upon finalization of these investigations, reports will be considered by the Loss Control and Asset Disposal Committee whereafter recommendations will be submitted to the Accounting Officer for further processing. At this stage, the department is not yet at the stage where it can concisely indicate how many cases will be recommended for condonement, and how many will be recommended for recovery in instances where loss was suffered by the department.

2. The final determination of irregular expenditure and the related outcomes such as recovery, condonement and consequence management can only be concluded once the investigation reports are finalized. These reports are currently being finalized.

Reply:

The NSG is one of the entities that reports to the Minister for Public Service and Administration and has its own premises that it leases from DPWI (PIC) situated at ZK Matthews, Trevenna Bld, 70 Meintjies street Sunnyside PRETORIA and utilise the following security firms.

(i) Name of the Company	(ii) Purpose	(iii) Contract Value	(iv) Duration of the contract
Phuthadichaba Trading Enterprise cc (Reg 2003/034074/23)	To provide physical security services to safeguard NSG personnel and property	R 17, 538, 566,28	Five (5) years (01 November 2018 – 31 October 2023)
Vox Telecommunications (Pty) Ltd (Reg 2011/000797/07)	To provide management and maintenance service for CCTV surveillance, Access Control and Intruder Alarm System	R2,128,829.36	36 months (01 January 2020-31 December 2023)

REPLY: PSC

The Office of the Public Service Commission (OPSC) has appointed private security firms for four Provincial Offices as set out in the table below:

i) Name of service provider	ii)Purpose	iii) Value	iv) Duration of each contract
Tyeks Security Services	Alarm Monitoring and Guard Services (day and night) for the Eastern Cape Provincial Office	R614 477.76	01 November 2019 to 31 October 2021
Divergent OPS (Pty) Ltd	Alarm Monitoring for the Mpumalanga Provincial Office	R40 986.00	01 March 2020 to 28 February 2022
National Security and Fire	Alarm Monitoring for the Limpopo Provincial Office	R44 683.35	01 November 2019 to 31 October 2022
Defensor Electronic Security System	Alarm Monitoring for the Free State Provincial Office	R11 098.41	01 October 2020 to 30 September 2021

REPLY: DPSA

a) Yes

Department of Public Service and Administration:

1. Jackcliffy Trading Cc
2. Security guarding services during week days, weekends, Public Holidays and nightshift.
3. R2 589 998.80
4. Two year contract

b) Thusong Service Centre

1. Masutha Training & Security Services (Pty) Ltd
2. Security Guarding Services during week days and on Saturday only.
3. R4 524 399.72
4. Three year contract

REPLY: CPSI

a) The CPSI does not make use of private security firms. The organisation has 3 permanently employed Security Officers on the staff establishment.

(i) N/A

(ii) N/A

(iii) NA

(iv) N/A

End

Reply:

a) The lease for the Williston Office is entered into and managed by the National Department of Public Works and Infrastructure (NDPWI). SASSA is the User Client. As a result, SASSA pays all the rentals payable to DPWI and not directly to the landlord. All amounts due for rental for this office have been paid to DPWI.

b) Payment was due and payable by NDPWI for the months of October, November and December 2020 respectively amounting to R28 339.95 (R9.446.65 per month). This balance was duly settled in February 2021 by DPWI.

It is reported that DPWI was paying the rental into the bank account of the deceased Lessor/Landlord. DPWI received an instruction from the Attorneys of the deceased Lessor/Landlord, to change the banking details accordingly. This was not done timeously and the payments were returned as this bank account was closed. Subsequently NDPWI processed the new banking details as instructed and has paid the outstanding amounts, thereby putting this matter to rest.