Questions and Replies
15 August 2024 - NW37
Tito, Ms LF to ask the Minister of Justice and Constitutional Development
What are the reasons that employees at the Masters Office, in the Northern Cape High Court, Kimberley, take prolonged lunch breaks from 12:00 until 14h00 effectively causing the closure of operations and denial of access to services to members of the public?
Reply:
The Department of Justice and Constitutional Development, in line with its commitment to the Batho Pele principles of “People First”, considers the efficient and professional delivery of justice services as fundamentally important. Members of the public must receive quality, accessible and transparent services at all times.
The Department did ascertain, from both officials internally and from external stakeholders, that no such prolonged lunch breaks, as mentioned by the Honourable Member of Parliament, were taking place.
The Department’s lunch break for officials is 45 minutes in accordance with the provisions of the Basic Conditions of Employment Act, 1997 (Act 75 of 1997). Officials are expected to be back at their stations immediately after lunch. This practice is regulated and governed by the relevant prescripts and other public service regulations.
The Honourable Member can be assured that the matter will be closely monitored going forward and that unannounced “spot check” visits will be done to ensure that the regulations are adhered to at all times.
14 August 2024 - NW53
Mokoena, Mr L to ask the Minister of Sport, Arts and Culture
Whether he will furnish Mr L G Mokoena with a list of projects executed under the banner of the Mzansi Golden Economy Strategic Fund since January 2012; if not, why not; if so, (a) who were the recipients of the grant and (b) what total amount was spent on each project?
Reply:
The department would like to furnish the honorable Mr. L G Mokoena with the list as requested. Kindly see below the table with the list of recipients and the amounts spent:
MGE WORKSTREAMS |
2017/18 |
2018/19 |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
R'000 |
R'000 |
R'000 |
R'000 |
R'000 |
R'000 |
R'000 |
Art Bank |
- |
3 000 |
3 000 |
3 000 |
3 000 |
6 000 |
6 000 |
Artist in School |
12 386 |
15 514 |
13 530 |
7 200 |
19 507 |
20 793 |
20 302 |
Community Arts Centres |
8 959 |
7 525 |
7 403 |
4 869 |
22 140 |
17 400 |
29 166 |
Cultural Events |
115 766 |
129 852 |
123 291 |
42 778 |
117 978 |
97 029 |
165 659 |
Debut Fund |
- |
- |
- |
3 000 |
4 000 |
2 000 |
4 500 |
Legacy projects |
|
8 045 |
1 458 |
1 391 |
- |
809 |
1 887 |
NaCiSa (Skils and Training) |
17 854 |
20 203 |
30 430 |
27 948 |
20 768 |
38 119 |
24 731 |
Public Art |
2 065 |
2 673 |
127 |
1 334 |
6 933 |
247 |
4 984 |
Wellness Intervention Programme |
- |
- |
- |
3 389 |
7 207 |
899 |
4 595 |
South African Cultural Observatory (SACO) |
22 261 |
8 207 |
16 497 |
14 301 |
13 833 |
21 566 |
13 436 |
Touring Ventures |
23 391 |
22 316 |
7 592 |
5 846 |
18 781 |
1 518 |
15 081 |
Venice Biennale |
6 525 |
- |
7 942 |
- |
1 651 |
8 924 |
8 812 |
TOTAL |
209 207 |
217 335 |
211 270 |
115 056 |
235 798 |
215 304 |
299 153 |
MGE Main Appropriation |
288 728 |
306 122 |
323 264 |
322 449 |
322 960 |
307 265 |
298 202 |
MGE Final Allocation post AENE virements/shifts |
300 528 |
300 156 |
310 464 |
140 110 |
280 298 |
266 829 |
329 834 |
14 August 2024 - NW136
Mogale, Mr T to ask the Minister of Sport Arts and Culture
What (a) plans does he intend to undertake to tackle the slow pace of transformation within (i) rugby, (ii) cricket and (iii) other sporting codes which are not a true reflection of the Republic’s demographical representation and (b) measures have been put in place to ensure that sporting quotas are adhered to by the different sporting federations?
Reply:
As the new Minister of Sport, Arts and Culture, I want to be clear that I would like to change the approach, because if we just keep doing the same things we’ve done before, then we are just going to get more of what we’ve been getting to date.
There has been an overemphasis over the years of focusing on what I might call “equality of outcome” when it comes to transformation in sport, meaning that our society tends to look at the demographic profile of people who succeed at the upper and professional levels of sport, but by then it is already too late. What matters more is “equality of access”, which speaks to young people being able to participate and train in various sports from an early age on. Many professional tennis players, for example, started at the age of five. The game becomes second nature to such players.
We see people from underprivileged communities succeeding in sports that don’t require a large investment in resources. To learn to play soccer, you just need an open patch of ground and a ball. To become a cricket bowler, you just need a ball. However, to be a batter, you need pads, a bat, a helmet, gloves, groin protector, and more. This is why we see our system producing many black bowlers of talent, but few batters.
Equality of access if therefore the critical challenge.
Already I have started the discussion with the department around building sporting facilities that can be located within accessible distance of clusters of schools, in such a way that we begin to turn around a statistic that shocked me when I first took on this role, and that is that only one in 10 school children are participating in sport.
Some of the historical background I can offer is that the Department held the National Sport and Recreation Indaba of 2011, where the sports sector adopted the National Sport and Recreation Plan as well as the Transformation Charter for South African Sport.
To implement the Charter, the Department, SASCOC and nineteen targeted National Federations signed Agreements wherein the National Federations committed to meeting self-set transformation targets. Through an Independent Transformation Committee referred to as the Eminent Persons Group (EPG) the Department has been monitoring and evaluating progress made by these nineteen National Federations in terms of their self-set transformation targets. The assessments have been based on a multi-dimensional scorecard and the following are the key dimensions of transformation being assessed:
1) Access
2) Skills and Capacity Development
3) Demographics
4) Performance
5) Contribution to government priorities
6) Good Governance
The EPG Reports have highlighted common areas that require attention to fast-track transformation in sport. These areas cover:
1. Revival of Physical Education and the School Sport System
The Department has attempted the implementation of a School Sport Programme in partnership with the Department of Basic Education through a Memorandum of Understanding (MoU). However, this MoU expired last year, in May 2023, and underwent a review, which culminated in the hosting of a national School Sport Indaba. It was clear at the Indaba that there has been little to no progress in establishing sustainable school sport leagues in less privileged communities, which constitutes the vast majority of where our children are affected. A new MoU is currently being discussed between the two departments that will see intensive focus on the establishment of school sport leagues and setting of structures to manage those leagues.
Currently the School Sport Programme offers competitive playing opportunities for learners at Under-15 Rugby and Cricket for the Under-17 from district, provincial and national level. These competitions are there to ensure that learners, both male and female, from Quintile 1-3 schools, are given an opportunity to showcase their talents and ensure that the Federations can have a talent pool from which to identify and nurture their skills. The Department meets with the structures to monitor the talent development programme and encourage further identification of learners from the School Sport Programme to be considered. So far, through the SA Rugby Union, a school rugby programme has been developed that aligns the School Sport programme with the Development Programme of Rugby, to ensure there is progress from this programme to Grant Kgomo Rugby Development up to Craven Week, including franchise rugby. This system assists to see how government initiatives are being aligned to Federation development programmes and the intake thereof.
Similarly, with Cricket, there is a consideration through the league programme to ensure we increase the number of Cricket Hubs. Where hubs exist, the number of clubs and schools affiliated there are increased. Through the KFC mini-cricket programme, which is led by Cricket SA, we intend to expand the quality of opportunities and ensure that schools and clubs from rural areas are actively involved in the mainstream of cricket.
On the other hand, the Indaba also resolved that the DBE must ensure that Physical Education is revived in schools.
2. Revival of the Club System
The Department is currently reviewing the Club Development Programme, post the pilot study which was undertaken in 2016 and piloted in two provinces. This programme mainly focused on two sporting codes, Football and Netball, in both rural and urban areas. The result of this programme indicates a serious need of building capacity and addressing the infrastructure needs of clubs. The discussions, between Rugby and Cricket, have centred on creating a conducive space for township and rural clubs to be brought into the mainstream of their clubs. The Club Development Programme is meant to be a bridge between informal to formal and mainstream sport. It is meant to address the impediments and obstacles that limit the participation of rural and township clubs from affiliating into mainstream sport. This initiative will help the established and existing clubs to participate in the same competition that provides all rugby structures an equal participating opportunity.
3. Provision of Sport Infrastructure (Facilities)
The department uses a portion of 5% earmarked for sport infrastructure in the Municipal Infrastructure Grant (MIG) and allocates this funding to municipalities, through the Department of Cooperative Governance (DCOG), for the development of sport facilities that are required to broaden participation opportunities and ensure transformation.
The adoption of the Charter meant that the sector moved from a quota-based system to a target-based system. The EPG Report, which details the findings, recommendations and whether the National Federation has passed or failed, guides the Department on corrective measures to be undertaken.
Failure of a National Federation to achieve at least 50% of self-set targets could lead to the imposition of one or more of the following penalties: -
1. Revoking authority to bid for staging or participating in international tournaments.
2. Suspension or withdrawal of funding or support from government.
3. Withdrawal of rights to award national colours.
4. Withdrawal of recognition as national federation in terms of National Sports Act.
I am still making a determination on whether I believe the above approach will be sustained, going forward, given my opening comments on focusing on equality of access over equality of outcome.
14 August 2024 - NW129
Maotwe, Ms OMC to ask the Minister of Planning, Monitoring and Evaluation
Whether in light of how the SAA Airways (SAA) has proven itself to be profitable without strategic equity partner, she has found that the Takatso Consortium deal was the best option in reviving SAA; if not, why not; if so, what are the reasons for her findings?
Reply:
In November 2019, Cabinet decided that State-Owned Airline needed to be restructured, and a Strategic
Equity Partner (SEP) should be sought. Government did not have cash in hand. It needed R4.1 billion in bridging finance to support the working capital of SAA until the end of the 2019 financial year. It approached a number of the major financial institutions for assistance. However, these financial institutions were unwilling to extend further credit to SAA. Consequently, on 5 December 2019 SAA was placed under business rescue in line with the provisions of section 129 of the Companies Act 71 of 2008.
Government then undertook a process to seek an SEP for SAA. The Takatso transaction deal was the best option in reviving SAA because it would have given the airline the required capital injection for its expansion. Furthermore, the deal would guarantee SAA’s future’s sustainability as the government would not be expected to inject capital into SAA for operations.
As the Takatso transaction was terminated by mutual consent, SAA would need to raise debt funding which requires interest to be paid whether the airline makes a profit or loss in any particular year.
14 August 2024 - NW174
Mathulelwa, Ms B to ask the Minister of Sport, Arts and Culture
In light of the upcoming national heritage celebrations which will be held in September, what (a) total amount of budget has been set aside to celebrate (i) AmaHlubi and (ii) amaBhaca nations which have been calling for recognition and (b) measures have been put in place to ensure that the specified nations receive their recognition accordingly?
Reply:
(a). The Department has not set aside a specific budget to celebrate (i) Amahlubi and (ii) amaBhaca nations.
(b). The department does not put measures in place to recognise specific groups but strives to recognise and celebrate the diverse heritage of all groups during national heritage celebrations in September and through all the department’s programmes and those of its entities throughout the year.
14 August 2024 - NW130
Maotwe, Ms OMC to ask the Minister of Planning, Monitoring and Evaluation
(1) With reference to the advertisement of executive roles at SA Airways (SAA) by the former Minister of Public Enterprises, Mr P J Gordhan, at the end of the sixth administration, what is the validity of that process considering that the appointment of the SAA board by Cabinet was on an interim basis; (2) when does she intend appointing a permanent SAA board; (3) what measures have been put in place to facilitate and expedite the appointment of a permanent and competent board instead of the current interim one?
Reply:
(1) According to South African Airway’s (SAA) Memorandum of Incorporation, the SAA Board is responsible for the recruitment and selection of SAA executives, particularly the Chief Executive Officer and Chief Financial Officer, not the Executive Authority. This recruitment process remains valid even though the SAA Board was appointed on an interim basis. The Companies Act 71 of 2008 does not distinguish between interim and permanent directors. Section 1 of the Companies Act defines a ‘director’ as a member of the board of a company, as contemplated in section 66, or an alternate director of a company, and includes any person, regardless of their title.
(2) The term of office for the current Board expires on 31 December 2024. The process of appointing a permanent Board will be completed before the expiration of the current Board’s term.
(3) Stabilizing the boards of State-Owned Companies (SOCs) within the department's portfolio is one of the top priorities for the 7th Administration. The appointment of new permanent boards, including that of SAA, will ensure leadership stability and effective governance.
13 August 2024 - NW21
Smit, Mr CF to ask the Minister of Home Affairs
(1) With reference to the unveiling of the 100 mobile Home Affairs offices on 7 May 2024 in Mokopane, what were the total costs of the (a) event and (b)(i) fuel and (ii) toll gate fees to transport the 100 trucks to and from Mokopane; (2) what were the total costs related to the drivers of the specified 100 trucks, including (a) wages, (b) subsistence and travel allowance, (c) accommodation, (d) meals, (e) total cost for the venue in Mahwelereng, (f) lease of the Mahwelereng Stadium and (g) any other related cost incurred?
Reply:
(1)(a) The event cost R2 640 750.00. The main costs were for the marquee at the stadium, ablution facilities, chairs, stage and sound.
(1)(b)(i-ii) Fuel was R684 173.93 and toll gates fees were R63 987 to and from Mokopane.
(2)(a) No expenditure was incurred for wages as the officials are permanently employed by the department.
(2)(b-d) Subsistence and travel allowance costs, accommodation costs and meal allowance costs are in line with National Treasury Regulations.
(2)(e) There were no costs incurred as the stadium was offered free of charge by the municipality.
(2)(f) There were no costs incurred as the stadium was offered free of charge by the municipality.
(2)(g) The other costs incurred were for flights totalling R114 785.61 and shuttles for the mobile drivers totaling R49 615.00
END
13 August 2024 - NW150
Mohlala, Ms MR to ask the Minister of Water and Sanitation
What are the (a) reasons that the Phalakubeni in Greater Giyani, Mopani District Municipality, Limpopo, is experiencing difficulties in accessing water, despite the proximity of Nandoni Dam located a few kilometres away and (b) details of the time frames that she has set for herself to ensure access to water as a fundamental right for all citizens, including the Phalakubeni community?
Reply:
a) The Phalakubeni village is situated in the Greater Giyani Municipality, under the Mopani District Municipality in Limpopo. Residents of the Phalakubeni village are currently supplied by four boreholes. Three of the four boreholes are currently operational. All the three boreholes pump water into the old reticulation network which provides water through communal standpipes. The Mopani District Municipality is currently attending to the non-functional borehole to restore functionality to continue supplying water to the residents of the village.
b) The Nandoni-Nsami pipeline project has been completed and is supplying raw water to the Giyani/Nsami Water Treatment Works. The bulk pipeline to Phalakubeni has already been laid to supply potable bulk water to the area. Practical completion of the bulk supply project is scheduled for the end of September 2024.
Phalakubeni will benefit from Phase 2 of the reticulation projects to be implemented by the Mopani DM to provide water to 31 of 55 Giyani villages. Phase 2 of the project is planned to commence in the 2025/26 financial year.
---00O00---
13 August 2024 - NW152
Tetyana, Mr Y to ask the Minister of Home Affairs
What (a) interventions have been made in the standardisation of services offered by all Home Affairs offices and (b) are the reasons that the rural offices such as the one in Dutywa, Eastern Cape, cannot print and/or take fingerprints, with residents having to travel an extra 60 km to Butterworth to do fingerprints?
Reply:
(a) The Department of Home Affairs has Standard Operating Procedures, which are approved and distributed to offices to make sure that there is uniformity with how applications for various products are taken at front offices.
(b) The local Office in Dutywa has online verification; the challenge is the low-voltage electricity, which has affected all computers in the office. To mitigate the non-functioning computers there is a mobile unit, which is stationed full-time at the office to assist clients while the low voltage issue is being resolved.
END.
13 August 2024 - NW22
Smit, Mr CF to ask the Minister of Home Affairs [
(1) With reference to the unveiling of the 100 mobile Home Affairs offices on 7 May 2024 in Mokopane, what were the total costs for the (a) hire of the (i) marquee tent, (ii) tables, (iii) chairs, (iv) stage and (v) sound system and (b) advertisements and branding and (c) catering for the attendees; (2) what was the total cost of transport to get attendees to and from the venue; (3) what was the total number of (a) attendees who were catered for and (b) persons who actually attended the event on the day? NW23E
Reply:
(1)(a)(i – v) The event cost R2 640 750 inclusive of the hire of the marquee, tables, chairs stage and sound system.
(1)(b) No expenditure was incurred as the department used in-house branding and advertised on a local radio station at no cost.
(1)(c) The expenditure incurred for catering amounted to R500 000.
(2) The total cost for transporting attendees was R199 000.
(3)(a)&(b) The Department planned catering for 2500 persons. However, 3500 persons participated at the event.
END.
13 August 2024 - NW149
Mohlala, Ms MR to ask the Minister of Water and Sanitation
What (a) measures have been implemented to address the deterioration of Edinburg Dam in Ward 36, Bushbuckridge, which historically supplied water to nearby villages such as Elanddale, Role and Edinburg, as well as the Tintswalo Hospital and (b) are the reasons that the dam has not undergone maintenance for the past decade?
Reply:
The Edinburg dam was handed over to the Department of Water and Sanitation (DWS) in 2015 after the owner’s information could not be verified. After the handover, DWS conducted a condition assessment of the dam and it was established that the dam wall appeared to have suffered overtopping before, due to insufficient spillway capacity. Thereafter, a decision was taken to include the dam on the departmental dam safety rehabilitation programme. Unfortunately, the non-availability of internal Approved Professional Person (APP) delayed the rehabilitation of the dam. However, the APP issue has now been resolved and currently the designs are in the preliminary design phase. It is anticipated that the construction phase will start at the beginning of the 2025/2026 financial year.
The condition of the dam warrants for major works that cannot be covered under regular maintenance, however the Department’s operations personnel will carry out prescribed maintenance, which includes the clearing of vegetation on the dam walls, monitoring of settlement and erosion and any indication of slope bulging. This practise should be carried out until such time that the spillway capacity is improved in terms of the project to rehabilitate the dam.
---00O00---
13 August 2024 - NW168
Thembekwayo, Dr S to ask the Minister of Health
(1) What strategy is his department implementing to combat severe acute malnutrition? (2) whether a cross-sectoral approach with other departments such as the Departments of Social Development, Basic Education and others is being utilised; if not, why not; if so, what are the relevant details?
Reply:
1. Strategies for addressing severe acute malnutrition (SAM) in young children include:
- Routine implementation of evidence-based interventions aimed at the prevention, early identification and treatment of SAM, namely promotion of breastfeeding and complementary feeding, growth monitoring and promotion, active case finding and provision of specialised formulated therapeutic foods to promote catch-up growth.
- Scaling up of community-based screening for acute malnutrition including involving caregivers at household level to improve early detection.
- Inclusion of SAM case management in all relevant guidelines including the Integrated Management of Childhood Illnesses (IMCI), the Integrated Management of Acute Malnutrition (IMAM) and the Essential Medicine List (EML) Standard Treatment Guidelines at primary health care and hospital levels.
- Continuous capacity building of frontline staff in the management of children with severe acute malnutrition at high risk of death.
- Improved clinical governance through monthly death reviews and clinical audits to identify and address modifiable factors at hospital level.
- Data verification and use of data for action at all levels of care.
- Implementation of targeted operational plans based on malnutrition bottleneck analyses conducted in selected districts.
- Community health workers conduct tracing and tracking of all discharged children with severe acute malnutrition as part of follow-up care and support.
2. Yes. The Department of Health continues to work in collaboration with other sectors across all levels to address food insecurity, malnutrition and hunger through implementation of the National and Provincial Food and Nutrition Security plans. The key objectives of these plans include:
- Establishment of inclusive local food value chains to support access to nutritious, affordable foods (led by the Department of Agriculture).
- Expand targeted social protection measures and sustainable livelihood programmes (led by the Department of Social Development)
- Scale-up of high impact nutrition interventions targeting women, infants and children (led by the Department of Health)
- Influence people across the life-cycle to make informed food and nutrition decisions through an integrated communications strategy.
- Develop a monitoring and evaluation system for Food and Nutrition Security in South Africa and establish an integrated risk management system for monitoring related risks (led by the Department of Agriculture, the Department of Performance Monitoring and Evaluation and Statistics South Africa).
- Entrepreneurship and Entrepreneurial skills development (led by the Department of Small Business Development).
END.
13 August 2024 - NW121
Clarke, Ms M to ask the Minister of Health
(a) On what date will the reclassification of the Rahima Moosa Mother and Child Hospital be completed and (b) what are the reasons that the specified reclassification process has not yet been completed?
Reply:
a) The Gauteng Department of Health has made a submission to reclassify Rahima Moosa Mother and Child Hospital as a Tertiary Hospital. Therefore, the process to reclassify this hospital is being considered in line with the current guidelines.
b) The National Department of Health is in the process of reviewing regulations 185, relating to the categorisation of hospitals. The consultation process to guide the provinces on the criteria to be followed to reclassify hospitals has commenced. Once the Provinces’ inputs have been consolidated, amendments will be made to regulation 185 relating to categories of hospitals. The amendments will be presented through various approval platforms in the Department of Health and on approval the Minister will sign and publish the amendments.
END.
13 August 2024 - NW109
Mjadu, TS to ask the Minister of Public Service and Administration
(1) What steps will his department take to ensure transparency and accountability in public administration. (2) (a) what measures did his department put in place to combat corruption within the Public Service and (b) how are public officials held accountable for their actions; (3) what initiatives are being implemented by his department to improve service delivery to citizens. (4) how does his department prioritise the needs of marginalised communities in service delivery; (5) what steps will his department take to ensure that public sector employees are skilled and competent for their roles?
Reply:
1. The department is committed to the principles espoused in section 195 of the Constitution of the Republic of South Africa, which includes fostering a culture of transparency and accountability within public administration. The department implements several key measures towards achieving this objective-
a) The department upholds the provisions of the Protection of Personal Information Act, 2013 (POPIA) and the Promotion of Access to Information Act, 2000 (PAIA) by ensuring that any permissible information requested by the public in terms of PAIA is released promptly, promoting openness and transparency and that information is released in full compliance with the provisions of POPIA, maintaining the highest standards of data protection and confidentiality.
b) The Minister issued the Public Service Handbook in terms of section 42 of the Public Service Act, which is a compilation of directives and determinations issued by the Minister. The Handbook serves as a crucial resource for both public service employees and the public and is accessible on the department’s website, ensuring that our policies, procedures, and guidelines are transparent and easily available to all stakeholders.
c) The department ensures that it publishes key documents, reports, and updates about its activities.
d) The principles of transparency and good governance embody what the Public Administration Management Act of 2014 and the Public Service Act of 1994 seek to achieve.
e) The Minister publishes all Bills and regulations for public comment, ensuring that stakeholders can provide input before finalisation. Draft regulations are published on the website and the Government Gazette for public comment, ensuring that stakeholders have the opportunity to provide input before finalisation.
f) The department of Public Service and Administration (DPSA) is committed to fostering a culture of transparency and accountability within public administration. To achieve this, the DPSA implements several key initiatives.
g) The DPSA is dedicated to upholding the provisions of the Protection of Personal Information Act (POPIA) and the Promotion of Access to Information Act (PAIA).
h) The DPSA ensures that any information released is in full compliance with the provisions of POPIA, maintaining the highest standards of data protection and confidentiality. In line with PAIA, we ensure that any permissible information requested by the public is released promptly, promoting openness and transparency.
i) The Public Service Handbook, issued by the Minister in terms of section 42 of the Public Service Act, is a compilation of directives and determinations issued by the Minister. It serves as a crucial resource for both public service employees and the public. This handbook is accessible to the public on the DPSA website, ensuring that our policies, procedures, and guidelines are transparent and easily available to all stakeholders.
j) The DPSA website is functional and constantly updated to ensure that all instruments issued by the Minister are accessible to both the public service employees and the public. The website publishes key documents, reports, and updates about the DPSA’s activities.
(2) (a) The Department of Public Service and Administration (DPSA) put the following measures in place to combat corruption within the Public Service:
(i) Prohibition on Public Administration employees Conducting Business with the State:
The conducting of business with the State is prohibited for Public Service employees under the PSR and was made a criminal offence for all Public Administration employees (including political advisors) in terms of Section 8 of the Public Administration Management Act, 2014 (PAMA). A contravention of this section is an offence and any person found guilty of the offence is liable to a fine or imprisonment for a period not exceeding 5 years or both. Such a fine and/or imprisonment, constitutes serious misconduct which may result in the termination of employment by the employer following a disciplinary process.
The DPSA is monitoring Public Service employees who are conducting business with the State monthly through the National Treasury’s Central Supplier Database (CSD – a database with information on tenders). Once the DPSA detects presence of employees on the CSD, their departments are informed to take disciplinary steps and to open a criminal case with the South African Police Service. The DPSA follow up with the affected departments monthly to establish progress made.
(ii) Fast tracking of criminal cases against public servants:
Through the Fusion Centre, the DPSA is working closely with the South African Police Service, the Special Investigating Unit, the Financial Intelligence Centre, and the National Prosecuting Authority to assist with investigations and prosecutions of cases of employees who are criminally charged with conducting business with the State, in terms of PAMA. This ensures that cases are addressed without delay.
(iii) Compulsory Lifestyle Audits:
With the adoption of the Guide on implementing lifestyle audits in the Public Service, lifestyle audits for the Public Service became compulsory from 1 April 2021. When implementing the Guide, government component, national and provincial departments follow a three-step approach, starting with lifestyle reviews. When red flags (unexplained wealth, conflicts of interest, etc) are identified during this step, the department will move to the next step, which is lifestyle investigations. This step may lead to disciplinary action if an irregularity or wrongdoing was detected (and if action is required in terms of law and prescripts). When an investigation proves to be challenging, a department will move to the last step, namely a lifestyle audit (quantification/evaluation). This step involves the utilisation of specialist auditors and forensic accountants that will employ specialist tools to trace unexplained wealth (for example) and recover the loss.
Lifestyle reviews are to be completed at the end of each financial year for members of the Senior Management Service (SMS), and every second year for other categories of employees. At the end of each January, departments are required to submit statistics on the implementation of lifestyle audits in their departments. Departments are informed in October the previous year of the obligation to submit statistics and are provided with a template to complete. This enables the DPSA to make a comparative analysis over time and prepare information for the Portfolio Committee in March each year.
The DPSA does not have the mandate to conduct lifestyle audits in the public service, however they play an oversight role in the implementation of lifestyle audits by departments and provide implementation support to departments. The conducting of lifestyle audits is a decentralised function that must be carried out by the departments each financial year. As a result, departments will apply consequence management measures based on the results of the lifestyle investigation and report outcomes to the Public Administration Ethics, Integrity, and Disciplinary Technical Assistance Unit (PAEIDTAU).
To monitor the investigation of the employees and to assist departments with the process, the DPSA request quarterly feedback from departments with investigations to provide progress on incidents related to lifestyle audits. The SMS members are a special focus area for support and monitoring, as it is a performance agreement between the MPSA and the President.
(iv) Central Discipline Register:
The Judicial Commission of Inquiry into Allegations of State Capture, Corruption and Fraud recommended (to Parliament on 22 October 2022) that a single or central register be developed for the Public Administration to be able to assess whether someone has been dismissed (or resigned while facing disciplinary charges) in another sphere of government or public entity, especially when the person attempts to rejoin the Public Administration. The first phase of this project was completed, with a single register adopted for the Public Service. The second phase is in progress, where the register will be expanded to cover the municipal sphere and where regulations will be adopted to guide the use of the register to ensure consultation before any new appointments are made.
(b) Public officials (Public Service employees) are held accountable for their actions in the following way.
The PAMA, section 15 (5)(a) requires that when an institution discovers an act of corruption, such corruption must immediately be reported to the police for investigation in terms of any applicable law, including the Preventing and Combating of Corrupt Activities Act, Act 12 of 2004).
- Subsection 5(b) of PAMA provides that issues of misconduct emanating from criminal investigations be reported to the PAEIDTAU and the relevant head of institution for initiation and institution of disciplinary proceedings. In terms of subsection 6(b) of PAMA, all institutions have the responsibility to ensure that it deals with the matters relating to misconduct without undue delay.
- The national and provincial departments as a result are required to submit to the MPSA, on a quarterly basis, records of new, finalised, and carried over disciplinary cases at their departments. In addition to that, any precautionary suspensions, periods thereof and cost implications are submitted to the PAEIDTAU. These reports are monitored to determine finalisation trends and interventions on any systemic challenges.
- While Heads of Department are required in terms of section 7(3) of the Public Service Act to manage disciplinary processes in their respective departments, the PAEIDTAU provides technical assistance and support to institutions in all spheres of government on management of disciplinary matters.
3. The Department of Public Service and Administration (DPSA) is implementing several initiatives aligned with the Operations Management Framework (OMF). This initiative is designed to enhance efficiency, effectiveness, and responsiveness in the public service sector. The OMF was established to provide a comprehensive and structured approach for optimizing and streamlining public service operations. The OMF aims to enhance efficiency, effectiveness, and service quality across all public service sectors.
3.1.1 The framework is composed of several key components designed to achieve these objectives:
3.1.1.1 Service Delivery Model: One of the cornerstone elements of the OMF is the development and implementation of service delivery models. These models are meticulously crafted to analyse current delivery methods, identifying areas for improvement. By focusing on automation, resource alignment, and efficiency, the models aim to enhance service delivery significantly. efficiently. This involves:
- Analysing Current Delivery Modes: Examining existing modes of delivery within departments to identify inefficiencies and areas needing improvement.
- Resource Alignment: Ensuring that resources are optimally allocated to meet service demands efficiently.
3.1.1.2 Business Process Mapping: Business Process Mapping and Reengineering is another critical component of the OMF. This involves standardizing and optimizing business processes to eliminate redundancies and ensure uniformity across various departments. Key activities include:
- Process Mapping: Creating detailed visual representations of existing processes to identify inefficiencies and bottlenecks.
- Process Improvement: Redesigning processes to be more efficient, cost-effective, and aligned with best practices.
3.1.1.3 Standard Operating Procedures (SOPs): Standard Operating Procedures (SOPs) are essential for ensuring uniformity and consistency in work processes. They serve as functional training tools, making service delivery more efficient and effective. The development of SOPs involves:
- Documentation: Creating detailed guides and manuals that outline each step of a process.
- Training: Providing comprehensive training to ensure that all staff members understand and adhere to the SOPs.
- Continuous Improvement: Regularly updating SOPs to incorporate feedback and adapt to changing needs.
3.1.1.4 Service Standards: Service standards are developed and implemented as a commitment to the quality of services provided by public service departments. These standards serve as a benchmark for performance and quality, involving:
- Benchmarking: Setting clear, measurable standards for service quality.
- Monitoring: Continuously tracking performance against these standards.
- Improvement: Implementing corrective actions when standards are not met.
-
3.1.1.5 Service Delivery Charter: The Service Delivery Charter is a vital communication tool within the OMF. It outlines the service standards and provides essential information about the department's services. It also includes a redress mechanism for service beneficiaries, ensuring accountability and transparency. The charter involves:
- Communication: Clearly conveying service standards and expectations to the public.
- Transparency: Providing detailed information about services, including how to access them and what to expect.
3.2 The Ministry for Public Service and Administration in terms of the Public Service Act for setting frameworks for improving Access mechanisms to government services and information in institutionalising the ethos and principles of Batho Pele.
3.2.1 The continuous improvement of services to citizens are also centred around the creation and strengthening of citizen-centric integrated service delivery provisioning through sustainable delivery mechanisms as provided for by the Public Administration Management Act: 2014 (PAMA). These include the promulgation of a legal framework to ensure legality of access mechanisms, creation, and coordination of responsive mechanisms to promote integrated service delivery approaches across the three spheres of government.
3.2.2 Furthermore, mainstreaming of the reviewed Batho Pele Revitalisation Strategy is aiming at positioning the public servants to provide accessible high quality sustainable government service to the citizens. The Strategy makes emphasis on departments to develop context-specific Batho Pele standards of which citizens can hold government accountable for.
3.2.3 In entrenching the good ethos of Batho Pele the department has been mainstreaming knowledge management and institutionalising excellence awards aimed at encouraging and priding officials who exemplify these principles by going the extra mile in service delivery by Putting People First.
4.1 The Department of Public Service and Administration is fully committed to ensuring that marginalised communities receive adequate attention and quality access to government services closer to where they live.
4.2 The department continue to institutionalise various service delivery improvement initiatives that are centred around the needs of the citizens as driven by the ethos and Principles of Batho Pele. Taking the services closer to where the people live is a main priority, as such, the department has partnered with various departments, and sectors and provinces by embarking on varied Programmes that include, deployment of senior managers to frontline coalface service delivery to unblock services delivery challenges and access barriers.
4.3 Furthermore, the Department of Public Service and Administration is prioritising a process that actively addresses complaint of citizens to build trust whilst reinforcing democratic values of our Constitution and Batho Pele. By working in close collaboration with various departments and sectors, complaints handling mechanisms seeks to ensure that citizens’ complaints are dealt with promptly and they are provided with feedback within the stipulated timeframe.
4.4 The department is also working towards strengthening of frontline service delivery monitoring by conducting announced and unannounced site visits to frontline service delivery points. This is to ensure that citizens, especially those marginalised receive accessible, fair, and quality services.
5.1 In September 2023, the MPSA issued the Directive on Compulsory Training Programme for the Public Service which defines the compulsory training programme for employees which must be taken through the National School of Government. The Directive is the main part of the public service reforms to support professionalisation by creating a highly competent and professionalised public service. This is to ensure that employees are capacitated to discharge their responsibilities not only in a skilled and competent manner, but also in a manner that espouses Batho Pele Principles and is most efficient.
5.2 The Framework on Professionalisation of the Public Sector also provides guidance on the expected human resources development initiatives that need to be implemented to achieve a competent and capable Public Service. Employees are afforded opportunities to study through institutions of their choice, whereby they are offered bursaries to improve their skills levels and competence for the roles they occupy. Furthermore, SETAs play a significant role in training and capacity building in the Public Service to capacitate employees. Funding for development interventions is prioritized from the 1% of compensation budget.
5.3 The DPSA is working with departments to rollout the skills audit methodology framework, which assists departments to identify skills and competency gaps. The skills audit is designed to assist departments to transition to a more functional and integrated government, which is capacitated with professional, responsive, and meritocratic public servants and to concentrate training, effort and spend in those areas that will achieve the largest and rapid turnaround on professionalisation and improved governance, service delivery and accountability.
END
13 August 2024 - NW67
Komane, Mr LM to ask the Minister of Police
(1) Whether he has been informed of incidents where officers of the SA Police Service (SAPS) fled from a community feud; if not, what is the position in this regard; if so, what (a) are the relevant details of the circumstances surrounding their flight and (b) protocols are in place for SAPS officers responding to community disputes and/or conflicts; (2) whether he has found that the response time of SAPS officers was adequate in each specified instance; if not, why not; if so, what are the relevant details?
Reply:
1(a) The incident in question is not specific to a date and time and, therefore, cannot be responded to specifically.
1(b) The South African Police Service (SAPS) will become aware of possible “community conflicts and disputes”, when a complaint is received through the 10111 Command Centre, through calls or walk-ins at a police station, or as a result of observations by members on patrol. The 10111 Command Centre or the station will dispatch the complaint to a member to the incident for further investigation. Standing Order (General) 259 on Rapid Response Services and Radio Equipped Vehicles, provides directives for complaints reported to the 10111 emergency number of the SAPS. The standing order applies to calls going to a 10111 call centre, as well as directly to police stations.
In most instances, members assigned to the Community Service Centre, who handle complaints and patrols, will be first responders to the scene. The first responders must assess the situation and provide a situational report to the 10111 Command Centre or the operational commander. If necessary, other police units, for example Public Order Police (POP), may be dispatched to the scene.
The situational report will include whether the situation is peaceful or not, the estimated number of people, the presence of weapons and any other relevant information. National Instruction 4 of 2014: Crowd Management in the Service, provides for the deployment of POP Units.
The first responders withdraw from the scene after the specialist unit takes over. This process is further facilitated and monitored by the relevant SAPS Operational Command Centre.
(2) The incident in question is not specific to a date and time and therefore cannot be responded to specifically.
13 August 2024 - NW154
Tetyana, Mr Y to ask the Minister of Home Affairs
What are the reasons that (a) the New Hanover Home Affairs Office under the uMshwathi Local Municipality is always having a problem of its system being down and (b) no intervention has been made by his department by sending a mobile unit to ensure services are rendered?
Reply:
(a) The New Hanover Office has been affected by the system downtimes for different reasons. Since April 2024 the office has been offline for 6 different days. Furthermore, the town has a network instability as well as electricity outages. The office has a generator that serves as a backup during power outages.
(b) The UMgungundlovu District only has one mobile unit to service all seven (7) Local Municipalities under the district, which includes uMshwathi Local Municipality under which Hanover belongs. The mobile unit has an itinerary for school visits as well as other outreach programs. Due to unplanned system downtimes, the use of a mobile unit as a backup cannot be planned as the unit will be engaged in line with its schedule.
END.
13 August 2024 - NW153
Tetyana, Mr Y to ask the Minister of Home Affairs
What are the (a) reasons that the Home Affairs office in Mthatha, Eastern Cape, which is amongst the busiest offices in the Eastern Cape, has no waiting rooms and toilets for clients, resulting in residents having to wait hours outside in the queue before getting assistance and (b) full details of immediate interventions that he intends to take in this regard?
Reply:
(a) The Mthatha Local Office is a State-owned building and a Heritage building that is not supporting the operational requirements of the Department. The office has public toilets and a waiting area inside the office that can accommodate forty clients (40) and an overflow space under the carport outside the office further accommodates an additional sixty (60) clients where Supervisors are visibly managing the queues.
(b) The Department is seeking alternative accommodation that will support the Department’s operational requirements and as such, a meeting has been scheduled for August to meet the management of Mthatha Mall with an intervention to relocate the office to the Mall.
END.
13 August 2024 - NW155
Nolutshungu, Ms N to ask the Minister of Health
What are the full details of the measures that he has put in place to prevent the seizure of his department’s assets, which may result in loss of lives if not available to service the intended recipients?
Reply:
The Health Sector in consultation with the National Treasury have introduced a budget item classification for ringfencing budgets per province for the payment of legal claims in order to ensure compliance with court orders to circumvent and/ or mitigate the risks of assets being attached and ultimately seized.
END.
13 August 2024 - NW4
Mahlatsi, Mr LW to ask the Minister of Water and Sanitation
(1) Given that despite 30 years of democratic governance, more than 10% of the population in rural areas are still struggling with access to clean water, what specific measures are being implemented to ensure that rural communities gain consistent and reliable access to clean water; (2) given that the water shortage affects health, education and overall economic development, despite annual government budgets allocated to address such issues, what steps has her department taken to monitor and evaluate the effectiveness of the water and sanitation projects to ensure that allocated budgets are being utilised efficiently and effectively; (3) given that the Republic’s economy is heavily dependent on the mining sector and noting that much of the specified industry is owned by foreign companies, what steps has the Government taken to ensure that local communities benefit from their natural resources, particularly in terms of (a) access to water and (b) water infrastructure development; (4) (a) what role does the Government envisage for the regained ancestral lands in enhancing (i) water supply and (ii) sanitation infrastructure and (b) how can the mineral wealth derived from such lands be used to fund critical water projects that promote development and progress within the nation?
Reply:
1. The Department of Water and Sanitation (DWS), Department of Cooperative Governance (CoGTA), MISA, National Treasury (NT), and the Infrastructure Fund (IF) are engaged in support work in many municipalities with deficits in budgets for new infrastructure investment. The Department is working closely with CoGTA to support municipalities to improve the water and sanitation services in municipalities throughout the country. Both DWS and COGTA allocate funding through the Regional Bulk Infrastructure Grant, Water Services infrastructure Grant and Municipal Infrastructure Grant, to municipalities for water and sanitation infrastructure.
Several bulk water resource projects aimed at ensuring water security are being implemented by the DWS throughout the country. These include regional, inter-basin and transboundary transfer schemes/ systems entailing large dams, canals, pump stations, tunnels and pipelines.
Furthermore, the DWS has implemented a country wide programme to ensure effective integrated planning together with Municipalities through the development of Five-Year Water and Sanitation Reliability plans that will also ensure funding stream interaction during the implementation programme. The Department is also in the process of developing Provincial Bulk Master Plans that will identify Water Resource shortages in critical areas and the development of pipeline of projects to ensure the availability of resources to all affected areas.
2. The Department monitors the status of all projects under construction on its web-based Project Dashboard which reflects all projects funded by DWS. All projects are fully populated with authenticated information from municipalities. The information on the Project Dashboard will be extended to also include projects funded under the Municipal Infrastructure Grant and Human Settlement Grant on water and sanitation related projects (bulk and reticulation infrastructure).
3. DWS is also collaborating with industry, including the mining and agricultural sectors, to invest in new water infrastructure. For example, DWS is implementing two projects in Limpopo and the Northern Cape in partnership with mining houses and relevant municipalities, through which DWS and the mines are jointly funding both bulk water infrastructure and new household connections to communities.
The Olifants Management Model in Limpopo is a R25 billion multi-year partnership between DWS, municipalities and mining houses to construct bulk and potable reticulation water infrastructure to supply communities and mines in Sekhukhune and Mogalakwena in Limpopo. The programme will provide potable water to yard connection to an estimated 390 000 people. Similarly, the Vaal Gamagara Bulk Water Scheme in the Northern Cape is a partnership between DWS and mining houses to supply potable bulk water for mining, industrial, agricultural and domestic use.
4. The Constitution assigns the responsibility of ensuring access to water services to local government (municipalities). Municipalities are allocated funding from the equitable share to facilitate delivery of basic services in all areas within their jurisdiction, including ancestral lands.
During the project planning phase, traditional authorities are engaged through a social facilitation process and servitudes agreements are entered into with relevant authorities, for infrastructure development. The projects are planned with socio economic considerations in mind for job opportunities/creation for the benefit of the affected areas/communities. The Department of Water and Sanitation (DWS), Department of Cooperative Governance (CoGTA), MISA, National Treasury (NT), and the Infrastructure Fund (IF) are engaged in support work in many municipalities with deficits in budgets for new infrastructure investment.
As indicated above in (3), there are several initiatives where the DWS, municipalities and mining companies are collaborating to fund and implement infrastructure projects that will facilitate access to water services, thus addressing backlogs
---00O00---
13 August 2024 - NW11
Gana, Mr M to ask the Minister of Home Affairs
(1) What total number of (a) South African citizens over the age of 18 has never applied for identity documents (IDs) and (b) IDs remain uncollected at Home Affairs offices; (2) what is the breakdown of the total number of uncollected IDs in each province; (3) what are the (a) names and/or (b) location of the top 5 Home Affairs offices with the highest number of uncollected IDs; (4) what measures has his department taken to reach the applicants of uncollected IDs; (5) what total number of Home Affairs officials have been disciplined and/or fired for selling South African IDs to foreign nationals?
Reply:
(1)(a) This question should be referred to Statistics SA as they are mandated by the Statistics Act, 1999 (Act No. 6 of 1999) to collect data for official statistics and to conduct a census.
(1)(b) As at 19 July 2024, there were 593 886 uncollected IDs at Home Affairs offices
(2) Breakdown of the total number of uncollected IDs in each province is as follows:
Province |
ID Re-Issue |
ID 1st Issue |
Total |
Eastern Cape |
59158 |
21518 |
80676 |
Free State |
29254 |
11066 |
40320 |
Gauteng |
117404 |
29879 |
147283 |
Kwazulu Natal |
64528 |
20350 |
84878 |
Limpopo |
41502 |
16025 |
57527 |
Mobile Units |
7006 |
774 |
7780 |
Mobile Web Branch |
1972 |
2015 |
3987 |
Mpumalanga |
27804 |
9739 |
37543 |
North West |
28621 |
9719 |
38340 |
Northern Cape |
13407 |
5254 |
18661 |
Western Cape |
60666 |
16225 |
76891 |
TOTAL |
451322 |
142564 |
593886 |
(3)(a)&(b) The names and location of the top 5 Home Affairs offices with the highest number of uncollected IDs is as below:
|
|
NUMBER OF UNCOLLECTED IDs |
Eastern Cape |
Port Elizabeth |
10468 |
Gauteng |
Johannesburg |
9205 |
Gauteng |
Akasia |
9006 |
Western Cape |
Cape Town |
8381 |
Gauteng |
Pretoria |
7939 |
(4) The Department has implemented the strategy on uncollected IDs. This strategy seeks to reduce the number of uncollected IDs in offices, thereby encouraging applicants to collect their IDs.
The Department has implemented additional service channels like the Branch Booking Appointment System (BABS) to reduce waiting times in queues at offices and has also deployed additional Mobile Units to service more areas, including far outlying rural areas.
(5) During the period 1 April 2019 – 29 July 2024, fifty-three (53) employees have been disciplined in relation to the irregular processing of identity documents and 33 employees have been dismissed during this period.
END
13 August 2024 - NW75
Letlape, Ms MS to ask the Minister of Police
Whether the SA Police Service has a strategy and/or plan for the top 30 police stations with the highest contact crime figures; if not, what is the position in this regard; if so, what are the full details of the progress that has been made in this regard?
Reply:
The National Policing Strategy (NPS), which has adopted by the SAPS in 2022/23, seeks to give effect to the SAPS’ commitment towards using an inclusive approach to addressing crime and violence. The SAPS has also developed the Increased Crime Prevention and Combating Action Plan (ICPCAP), which has been incorporated into the NPS, and which focuses the efforts and the SAPS, in collaboration with its law enforcement partners and key government departments, on the immediate stabilisation of violent crime in the country, focusing on the identified Top 30 High Contact Crime Stations (HCCSs). The ICPCAP includes the implementation of weekly, intelligence-led high density operations, within the Top 30 HCCSs, as well as other prioritised station precincts, which is referred to as “Operation Shanela”.
Operation Shanela was initiated in May 2023, and requires the SAPS to work with other law enforcement agencies, key departments in the Justice, Crime Prevention and Security (JCPS) Cluster and civil society partners, to fight crime, using the five-pillar approach, which is included in the NPS. Operation Shanela, therefore, extends the successful “Operation O’ Kae Molao” methodology, to all provinces and the Top 30 HCCSs, including other prioritised station areas.
The monitoring of the progress that is achieved by the SAPS and its partners in the fight against violent crime, through Operation Shanela, is monitored weekly by the National Commissioner, in conjunction with the Provincial Commissioners. The monitoring of the reported incidence of contact crimes at the Top 30 HCCSs is also included in the SAPS’ Annual Performance Plan, which implies that it is cascaded down to provincial, district and station levels, thereby prioritising these stations. The management of the SAPS provides detailed feedback on the operations that were conducted during the previous week, the emerging crime trends that were identified, and the successes that were achieved with the aforementioned operations. The management of the SAPS will also indicate the action that will be taken to address all emerging crime trends that are identified, as part of the overall approach to the implementation of Operation Shanela. Operation Shanela, therefore, represents the immediate plan that the SAPS, together with its JCPS Cluster partners, is using to curb crime and improve the levels and feelings of safety in communities, specifically at the Top 30 HCCSs.
The resourcing of the Top 30 HCCSs has also been prioritised, in order to ensure that adequate resources are available at these stations. The SAPS allocates dedicated funding to the respective provinces annually, for the further capacitation and resourcing of the Top 30 HCCSs.
13 August 2024 - NW169
Thembekwayo, Dr S to ask the Minister of Health
Whether his department measures the effectiveness of its HIV/AIDS and TB prevention campaigns; if not, what is the position in this regard; if so, what are the relevant details?
Reply:
Yes, the Department measures the effectiveness of its HIV/AIDS and TB prevention campaigns through various means and modalities, such as the responses that the campaigns solicit from the intended recipients of the message or target groups and feedback received from the recipients of the messages. The department can confirm that the rate of new HIV infections continues to fall from 164,000 in 2022 to 146,784 in 2023, This is as a result of the robust prevention programmes currently being implemented. The department further receives updates on the effectiveness of the prevention campaigns from the following modalities:
- Tier.Net: This is a routine data collection system that records the outcomes of the people who have gone through HIV testing. The testing rates indicates the effectiveness of the prevention campaigns which is collected through Tier.Net, as backed up by the decline in the incidents rates.
- District Health Information System: This system reports on Condom distribution, HIV Testing services, as well as Voluntary Medical Male Circumcision. It is through this system that the department is able to measure effectiveness of the afore mentioned prevention campaigns.
- Operation Phuthuma Nerve Centre approach: This is a regular programme where reports from the communities, health facilities, districts and provinces are discussed and consolidated for the monthly reporting purposes. This project assists the Department to measure and monitor its performance against the UNAIDS targets of 95-95-95. The country’s performance is currently on 95-80-93
- PMTCT Programme: This programme provides update which shows the rapid decline of the Mother to Child Transmission for HIV and AIDS, which can be confirmed to be at less 1%. This is mainly due to the emphasis on the prevention campaigns.
- Thembisa modelling: This modelling approach is conducted yearly to track HIV and AIDS incidence and prevalence. The modelling also enables the Department to estimate targets for the HIV and AIDS progress towards the attainment of the 95-95-95 targets.
- The Department participates and receives the results of the surveys such as South African National HIV Prevalence, Incidence, Behaviour and Communication Survey (SABSSM VI) which inform sustaining and/or designing new campaigns.
END.
13 August 2024 - NW162
Montwedi, Mr Mk to ask the Minister of Agriculture
With reference to the reply to question 3269 on 20 December 2023, wherein it was indicated that the plans to develop Lesedi Agricultural Facility in North West by the then Department of Agriculture, Land Reform and Rural Development were put on hold due to unresolved issues and also that a legal advice sought from the State Attorney regarding the ownership of the Facility was still pending, what (a) progress has been made to resolve the outstanding issues that delayed the commencement of the revamp process and (b) on what date will the specified facility be returned to the farmers?
Reply:
a) The matter pertaining to the Ownership of the Lesedi Building has been referred to the State Attorney and as such the Legal Opinion advice from the State Attorney is pending. The Department through the Accounting Officer has then resolved to arrange a meeting with the erstwhile Directorate: Entrepreneurial Development (DED) Management to provide further information pertaining to this matter and the meeting will probably take place during the month of August 2024.
b) The handover date has not yet been determined and this will be guided or informed by the outcomes of the meeting scheduled for the month of August.
12 August 2024 - NW135
Mogale, Mr T to ask the MINISTER OF SPORT, ARTS AND CULTURE
1. What (a) actions will he undertake to fast-track name changes across the Republic and (b) what are his intentions regarding statues of colonial and apartheid leaders which are still publicly displayed. 2. Whether the Minister will consider introducing a Bill giving him powers to institute name change processes and not rely on municipalities to facilitate the process of name changes; if not, why not; if so, what are the relevant details. NW150E
Reply:
1(a). The South African Geographical Names Council (SAGNC) working together with the Provincial Geographical Names Committees (PGNCs) has been embarking on an ongoing public awareness campaign on the need to transform the geographical names landscape.
It will continue with this process and is currently planning to conduct national awareness using both national broadcasting and social media platforms.
(b). Following National Consultation across the nine provinces, the Department of Sport, Arts and Culture appointed a Ministerial Task Team to advise on the transformation of South Africa’s heritage landscape in the 2017/2018 financial year.
- The Ministerial Task Team produced a report with recommendations.
- The report was tabled to Cabinet for endorsement 2020/2021.
As part of implementation of the recommendations, the Department through the South African Heritage Resources Agency (SAHRA) conducted a national audit of all statues in South Africa in the 2021/2022 financial year. The process for the relocation and repositioning of the symbols and statues was to be guided by National Heritage Resources Act. No. 25 of 1999.
However, the National Treasury declined the Department’s request for the budget allocation regarding the relocation, repositioning and curation into Regional Cultural Nation Building Parks of statues and monuments not in line with the values and spirit of the constitution.
Once the budget is made available, SAHRA together with Provincial Heritage Resources Authorities and local authorities and guided by National Heritage Resources Act, 1999 (Act 25 of 1999) will ensure stakeholder involvement and public consultation with all the relevant and interested parties in the relocation, repositioning and curation into Regional Cultural Nation Building Parks of statues.
2. The South African Geographical Names Council (SAGNC) Act No. 118 of 1998, the Promotion of Administrative Justice Act (PAJA) Act No. 3 of 2000, and the United Nations Resolutions on geographical names stress on public involvement/inclusion concerning the standardization of geographical names.
All members of the public, especially those who have been historically marginalised have the right to have their voices heard in the transformation of geographical names. Communities must identity/support the new names where old names are being replaced. Municipalities facilitate public consultations.
Thus, it is crucial for the Minister to rely on the involvement of both municipalities and the public.
12 August 2024 - NW166
Manyi, Mr M to ask the President of the Republic
What timeframes have been put in place for signing performance agreements with the Members of the National Executive as the delay in formalising the specified agreements is raising concerns about accountability and efficiency in this administration?
Reply:
Ministers are delegated responsibilities by the President when they assume office.
Section 92 of the Constitution states:
92. (1) The Deputy President and Ministers are responsible for the powers and functions of the executive assigned to them by the President.
(2) Members of the Cabinet are accountable collectively and individually to Parliament for the exercise of their powers and the performance of their functions.
The exercise of accountability and the expectations of Ministerial performance are therefore entrenched in the Constitution and are not dependent on the conclusion of performance agreements.
To clearly outline the areas on which Ministers are expected to focus, I will once again be signing performance agreements with Ministers. The agreements will be signed after the Medium Term Development Plan is approved and will apply for a five year term.
12 August 2024 - NW137
Pambo, Mr V to ask the Minister of Finance
As at the latest specified date for which information is available, (a) how much do state departments owe municipalities in (i) rates and taxes, (ii) utilities, (iii) electricity and (iv) water per (aa) province and (bb) municipality and (b) what are the details of debt repayment plans in each case?
Reply:
To note: All figures referenced in this submission as at the end of June 2024 which is the fourth quarter of the municipal financial year.
(a)(i)(ii)(iii)(iv)(aa)(bb) Organs of State owe municipalities collectively for rates and taxes and services an amount of R18.6bn.
The breakdown between National and Provincial Organs of State, per the age category and lastly, per department is attached as Annexure A
The breakdown per municipality, per Organ of State, per the source (e.g. Water, Electricity, Property Rates etc.) is attached as Annexure B
(b) Unfortunately, the Section 71 of the MFMA template does not cater for the payment arrangement plans between Organs of State and Municipalities. This information should be sought from individual municipalities.
12 August 2024 - NW167
Manyi, Mr M to ask the President of the Republic
What measures will he put in place to ensure that the (a) performance agreements with the Members of the National Executive are not only signed but are also strictly (i) monitored and (ii) enforced and (b) public is kept informed about the progress and performance of the Members of the Executive in meeting their targets?
Reply:
I will be signing performance agreements with Ministers to clearly outline the areas on which Ministers are expected to focus. Progress in the implementation of these agreements will be monitored on a regular basis and corrective action taken when necessary.
Ministers’ performance agreements are linked to the Medium Term Development Plan (MTDP) and to departmental Annual Performance Plans, over which Parliament exercises oversight.
08 August 2024 - NW172
Mashabela, Ms N to ask the Minister of Basic Education
What steps have been taken to address the professional development needs of Early Childhood Development practitioners to enhance their skills and knowledge?
Reply:
The DBE has established a Human Resource Development Task Team responsible for developing a Strategic Human Resource Development Plan for the ECD workforce. This plan will outline the qualifications that are available for ECD practitioners; the expectations in terms of competencies, skills and qualifications at different levels; flexible opportunities for training and development including recognition of prior learning; clear career paths and conditions of service.
Whilst the Strategic Human Resource Development Plan for ECD is being developed, the DBE continues with training opportunities that are provided for ECD practitioners through the ETDP Seta to give them opportunities to upgrade their qualifications from NQF level 4 to 6
08 August 2024 - NW9
Gana, Mr M to ask the Minister of Police
(1) What (a) total number of detectives are currently employed in the SA Police Service (SAPS) and (b) number of the total specified number are employed in each province; (2) what total number of vacancies for detectives exist in each province; (3) what total number of detectives have since October 2023 (a) voluntarily left the employ of the SAPS and (b) informed the SAPS that they have joined the private sector?
Reply:
(1)(a) The total number of detectives currently employed in the South African Police Service (SAPS) are 22 413.
(1)(b)(2) The total number of detectives and vacancies in each Province are as follows:
PROVINCE |
ACTUAL WORKFORCE |
FIXED ESTABLISHMENT |
VACANCIES |
Eastern Cape |
2721 |
4186 |
-1465 |
Free State |
1469 |
2252 |
-783 |
Gauteng |
6310 |
6800 |
-490 |
KwaZulu-Natal |
3510 |
5139 |
-1629 |
Limpopo |
1448 |
2361 |
-913 |
Mpumalanga |
1623 |
2142 |
-519 |
North West |
1366 |
1911 |
-545 |
Northern Cape |
928 |
1632 |
-695 |
Western Cape |
3038 |
4593 |
-1555 |
TOTAL |
22 413 |
31 007 |
-8594 |
Actual workforce information provided is for Police Act personnel within the station detective and specialised detective units, excluding DPCI.
3(a) 527 detectives voluntarily left the SAPS since 1 October 2023 until 19 July 2024.
(b) Employees are not required to disclose particulars of future employers when they exit the service.
08 August 2024 - NW58
Mashabela, Ms N to ask the Minister of Basic Education
(1) What are the full relevant details of any measures that have been put in place by her department recently to prevent acts of violence in schools; (2) whether there is any cogent policy in place that deals with the issue of safety and security in schools; if not, why not; if so, what are the relevant details?
Reply:
1. What are the full relevant details of any measures that have been put in place by her department recently to prevent acts of violence in schools?
a) School Safety District Support Intervention in Gauteng: Sedibeng East & West
The DBE in collaboration with Gauteng Department of Education implemented the School Safety District Support Intervention in Gauteng, Sedibeng East and West Districts from the 03 - 05th of June 2024. The intervention included Local Stakeholder engagement meeting comprising of partner departments, local municipality and civil society organisations, which was convened on the 03rd of June 2024. A total of 52 people participated in the meeting and stakeholders agreed to plan and implement school safety related programmes jointly in Sedibeng schools.
On 04-05 June 2024, the DBE convened a workshop at Quest Conference Estate in Vanderbijlpark, which covered the National School Safety Framework (NSSF), the Protocol on the Reporting and Management of Sexual Abuse and Harassment in schools, the Policy on the prevention and management of Learner Pregnancy, The Prevention and Management of Bullying in schools, including cyberbullying, Psychosocial Support Programme, as well as the Procedures of Learner Discipline in schools and Disaster Risk Management. On day one, a total of 184 people (School principals, SGB members and School Safety Officers) attended the workshop, and on day two, a total of 188 people (School principals, SGB members and School Safety Officers) people from 52 schools and partner departments also attended the workshop.
b) Partnership Protocol between the Department of Basic Education and the South African Police Service
The Department also has an established Protocol with SAPS to address crime and violence in schools. The Protocol has enabled all schools to be linked to their local police stations, SAPS conduct searches and seizures in schools and conduct crime awareness campaigns in schools. Regularly, schools work with SAPS and local community police forums and social workers to address violent incidents such as gangsterism, bullying, drug abuse and the carrying of dangerous weapons in schools in schools.
Constantly, searches and seizures of illegal drugs and dangerous weapons are done in schools. However, these searches and seizers are only done if there is reasonable suspicion of violence in the school.
c) Online Safety and Cyberbullying Programme: Cyber-Safety Toolkit
The DBE in partnership with the Department of Communications and Digital Technologies, as well as the Provincial Education Departments in Limpopo and Gauteng conducted awareness sessions on cyber-safety and cyberbullying in schools. These awareness sessions took place at Wordsworth High School, Gauteng Province on the 10th of April 2024, and also at Bela-Bela Secondary School and Mapoe Secondary School Limpopo Province on the 18th of April 2024. The awareness sessions were anchored around the Cyber-Safety Awareness Toolkit. A total of 300 learners were reached throughout the awareness sessions.
d) District Monitoring of School Safety Programmes
Recently, the DBE monitored the implementation of the NSSF and other school safety programmes in 10 districts across three provinces: Eastern Cape, Western Cape and Gauteng) within the first quarter of the financial year, April to June 2024.
The table below indicates the number districts monitored per provinces:
Province |
District Name |
Dates |
Eastern Cape |
Amathole West |
20 May 2024 |
Amathole East |
21 May 2024 |
|
OR Tambo Coastal |
22 May 2024 |
|
Joe Gqabi |
24 May 2024 |
|
Gauteng |
Tshwane South |
30 May 2024 |
|
Tshwane North |
30 May 2024 |
|
Tshwane West |
31 May 2024 |
Western Cape |
Eden & Central Karoo |
10 June 2024 |
|
Overberg |
12 June 2024 |
|
Cape Winelands |
13 June 2024 |
e) Disaster Risk Management Assessment Tool
In June 2024, the team comprising of DBE, National Disaster Risk Management Centre and SANTAM with the Northern Cape Education Department assessed eight public special schools in the Northern Cape province. Upon completion of the assessments, SANTAM Insurance donated Fire Systems and extinguishers in the schools including upgrade of the hydrants in some schools.
f) PROVINCIAL INITIATIVES
- Gauteng Education Department has deployed 5 387 school patrollers and security guards to 75 schools.
- The Western Cape Education Department has deployed 90 School Resource Officers to 45 schools
- Eastern Cape has deployed 262 Security Assistants in 131 schools in Nelson Mandela Bay, 156 Security Guards in Buffalo City, OR Tambo Inland- 262 Security Guards in 131 schools.
- The North-West Education Department had deployed security guards in 32 special schools, 11 Mega farm schools and four technical schools.
- KZN Circular 53 of 2024 was issued encouraging schools to re-establish School Safety Committees and to link all of them with Police Stations post the completion of SGB Elections.
2. Whether there is any cogent policy in place that deals with the issue of safety and security in schools; if not, why not; if so, what are the relevant details?
a) Regulations for Safety Measures at all Public Schools 2001
The Department has the Regulations for Safety Measures at all Public Schools 2001 in place as means to ensure that schools are safe learning environments. The regulations have declared that all schools are alcohol and drug free zones, thus no persons may enter school premises under the influence of alcohol and illicit drugs , or in possession of dangerous weapons. In addition, the Regulations also allow principals, police officers and delegated officers to conduct searches and seizures of illicit drugs and dangerous weapons, if there is reasonable suspicion.
b) Policy Framework for the Regulations of Drug Abuse by learners in Public Schools and Public Further Education and Training Institutions 2002
In supporting the regulations on safety measures , the Department further introduced the Policy Framework for the Regulations of Drug Abuse by learners in Public Schools and Public Further Education and Training Institutions 2002, which advocates for preventative methods on alcohol and drug abuse to be implemented through the introduction of Life Orientation Curricula, and also for support and care to be provided to addicted learners so that they can be rehabilitated. The policy framework further make provision for drug testing in schools to be conducted in schools, but only if there is reasonable suspicion.
c) National School Safety Framework
The DBE has also developed the NSSF which is a guiding framework in addressing all forms of violent incidences in schools. The NSSF empowers schools to identify and manage all safety threats in schools, establish school safety committees comprising of stakeholders such as teachers, police officers, school governing body members and learner representative council members. Furthermore, The NSSF also empowers schools to develop incident reporting mechanisms, establish collaborations with external stakeholders such as the South African Police Service (SAPS), the Department of Social Development and civil society organisations, develop school safety plans and policies to respond to safety challenges of drug abuse in schools.
Through the implementation of the NSSF, access control measures in schools are strengthened and awareness programmes on social ills by partner departments and civil society organisations are implemented in schools.
The DBE together with its partner the Wits Reproductive Health and HIV Institute further developed an NSSF digital training course for school communities, to enable them to access the training anywhere in the country. The course has been accredited by the South African Council of Educators. As a result, educators receive 15 Professional Development Points (PDP) for successfully completing the course. From April 2023 to March 2024, 80 700 people completed the course (officials, school safety officers, School Governing Body Members).
08 August 2024 - NW26
Madlala, Mr EK to ask the Minister of Basic Education
What (a) are the traits of a Grade 12 learner who has completed a primary level of education, (b) guarantees does the grade offer the learner to be equipped with and (c) employable involvement does a learner who has completed Grade 12 have in the economy?
Reply:
a) What are the current traits of a learner who has completed a primary level of education?
A Grade 12 learner who has completed a Primary level education should be able to listen, speak, read with understanding and write in their Home Language and a First Additional Language.
They should be able to read with understanding and respond appropriately to the prompts provided in the question papers, discussions and such settings that they may be exposed to. Furthermore, they should be critical readers of texts and be able to express their views on texts. They should also be able to express their views and sustain an argument in support of their views.
They should also have acquired the skills and knowledge of the subjects they are offering as outlined in the Curriculum and Assessment Policy Statements and be able to demonstrate the relatedness of the knowledge acquired in their daily life.
In accordance with the CAPS learners who have completed the primary level of education should be possess with the following traits: Ambition, Analytical, Creativity, Critical thinking, Curiosity, Collaborative, Compassion, Organised, Disciplined, Respectful and Resilient amongst others, as acquired through the curriculum and practical applications through various forms of assessment.
The National Curriculum Statement Grades R-12 aims to produce learners that are able to:
- identify and solve problems and make decisions using critical and creative thinking;
- work effectively as individuals and with others as members of a team;
- organise and manage themselves and their activities responsibly and effectively;
- collect, analyse, organise and critically evaluate information;
- communicate effectively using visual, symbolic and/or language skills in various modes;
- use science and technology effectively and critically showing responsibility towards the environment and the health of others; and
- demonstrate an understanding of the world as a set of related systems by recognising that problem solving contexts do not exist in isolation.
b) What guarantees that the Grade offer the learner to be equipped with?
The skills highlighted above together with the high content knowledge taught through various subjects are all dependent upon the learners themselves as to how motivated they are intrinsically to ensure that they apply the skill to better their chances of success in life. These skills and knowledge received prepares learners to be able to function in the 21st century world and become global citizens.
c) What employable involvement does the learner who has completed Grade 12 have in the economy?
Learners who have completed Grade 12 have been equipped with Employability Skills and prepared to acquire Entrepreneurial Mind-sets so that they can not only seek but also create employment. These has been done through the curriculum and also aligning career content to the subject matter as outlined below:
The National Curriculum Statement Grades R-12 serves the purposes of:
• equipping learners, irrespective of their socio-economic background, race, gender, physical ability or intellectual ability, with the knowledge, skills and values necessary for self-fulfilment, and meaningful participation in society as citizens of a free country;
• providing access to higher education;
• facilitating the transition of learners from education institutions to the workplace;
• providing employers with a sufficient profile of a learner’s competences.
The Department through Career Development Services (CDS) initiative also provides free quality career information, advice and guidance to South Africans of all ages and from all walks of life throughout their lives. CDS aims to ensure equitable access to all thus equipping learners to become active and productive citizens who can contribute to the socio-economic status of the country. CDS under the brand name Khetha: Make the Right Choice offers the following services: National coordination, Multi-channel Career Advice Helpline and an Outreach Programme.
The DBE collaboration and partnership with the DHET and DEL in the Education for Employability (E4E) programme funded by the European Union (EU) aims to advance and ensure a smooth transition from the basic schooling sector through to the Post School Education and Training System (PSET) and to the world of work. Services offered by the three Departments include provision of career education, information, advice, guidance and counselling by career advisors and counsellors; access to the National Career Advisory Portal (NCAP) and registration on the Employment Services of South Africa (ESSA) System.
08 August 2024 - NW56
Mashabela, Ms N to ask the Minister of Basic Education
How has the transition of early childhood development (ECD) functions from the Department of Social Development to her department been managed so far, (b) what challenges have been encountered in this regard and (c) what steps are being taken to address the needs of children with disabilities within the ECD framework?
Reply:
(a) The Presidential and Provincial proclamations that were signed by the President and the respective Premiers in 2021 enacted the shift of the ECD function from the Minister and MECs of Social Development to the Minister and MECs of Basic Education on 1 April 2022. This has meant that all resources (human, financial and capital) that were connected to the function were transferred from the relinquishing department to the receiving department on 1 April 2022.
(b) There is currently a multitude of challenges in the early childhood development sector and they can be divided into three main categories: (1) systemic challenges; (2) challenges in having access to early learning opportunities for all children; (3) challenges in the quality of early learning opportunities provided. The main systemic challenges entail the overly burdensome regulatory framework, the lack of a management information system, historic underfunding of the sector, lack of infrastructure support to ECD centres, the lack of a quality assurance system and under-qualified practitioners. The challenge with access is that only 58% of 3-year-olds and 75% of 4-year-olds are currently accessing early learning opportunities. Ideally, we would like all 4-year-olds to be able to access early learning opportunities. Finally, the Thrive by Five Index highlighted the quality constraints in the ECD sector, with only 44.5% of 4-year-olds being developmentally on track in their early learning outcomes. To address these challenges, the DBE has developed the 2030 Strategy for ECD programmes as a roadmap to achieve the vision of universal access to quality ECD programmes by 2030. The 2024/25 financial year is the first year of the implementation of the Strategy where the DBE has prioritised the reduction of red tape through the implementation of a Mass Registration Drive and processing the 2023 Children’s Amendment Bill. To improve the quality of ECD programme delivery, the DBE is strengthening the implementation of the National Curriculum Framework (NCF), through the development of guidelines and Learner Teacher Support Material (LTSM) for NCF implementation. The DBE is also working on the development of a quality assurance and support system to progressively support ECD programmes to meet the DBE's quality standards.
(c) The ECD and Inclusive Education directorates are collaborating with the University of Johannesburg (UJ) on the development of a screening tool to assist ECD practitioners with early identification and intervention of developmental delays. Plans are in place to train health officials and ECD practitioners on the use of these tools to identify children with special needs are early as possible, and to provide them with the needed support. All materials and training on the implementation of the National Curriculum Framework also include information to guide ECD practitioners on implementing inclusive practices in their classrooms.
08 August 2024 - NW158
Dlamini, Ms M to ask the Minister of Basic Education
(a) What total number of schools provide learners with free sanitary towels, (b) what are the details of the time frames and/or milestones that have been put in place to implement a programme of access to free sanitary towels to all learners in the Republic and (c) on what date is it envisaged the programme will be fully implemented?
Reply:
The provision of sanitary towels to schools is a competency of the Department of Women, Youth and Persons with Disabilities (DWYPD). The full grant is in the custody of DWYPD. The DWYPD have full oversight on logistical operations of sanitary towel distribution, including monitoring, evaluation and reporting. It is recommended that the Honourable Member kindly redirects the question to the relevant Department, as they may have the details on the requested information.
08 August 2024 - NW173
Mashabela, Ms N to ask the Minister of Basic Education
What measures have been taken to ensure that Early Childhood Development programmes are inclusive and accessible to children from marginalised and disadvantaged communities?
Reply:
In 2024, the DBE released its 2030 Strategy for ECD programmes. The development of the Strategy was based on a comprehensive analysis of the ECD sector and aimed to address the challenge identified of the majority of children not having access to quality ECD programmes, with the poorest children most likely to miss out. Based on this, the Strategy aims to ensure universal access to quality ECD prioritising to the most vulnerable children. In implementing the Strategy, the DBE has three priority activities for 2024:
- The Mass Registration Drive which aims to pull all ECD programmes into the regulatory net through developmental approaches, so that vulnerable children can benefit from the ECD subsidy;
- Development of a population-based planning tool, to ensure that resources are efficiently targeted to the most vulnerable and under-served communities; and
- The development of daily activity plans for ECD practitioners, with guidance on the implementation of inclusive practices during their lessons.
08 August 2024 - NW98
Pambo, Mr V to ask the Minister of Basic Education
What (a) total number of claims are currently due and/or outstanding following court proceedings relating to all the offices of her department in respect of alleged recklessness, negligence and misconduct of her department’s officials and (b) is the full list of the total contingency liability in this regard?
Reply:
a) A total number of claims currently due and /or outstanding following Court proceedings in respect of alleged recklessness, negligence, and misconduct of the departmental officials.
ANSWER:
The Department of Basic Education does not have any claim that is due and/or outstanding following Court proceedings in respect of alleged:
- Recklessness;
- Negligence; and
- Misconduct of the department’s officials
b) Full list of total contingent liability
ANSWER:
The Department of Basic Education currently has twenty court cases on its (20) Contingent Liability Register to a total amount of R 173 744 000.00 (One hundred and seventy-three million seven hundred and forty-four thousand rand). None of these court cases involved departmental officials and these cases originated mainly in the provinces.
07 August 2024 - NW6
Marawu, Ms TL to ask the Minister of Water and Sanitation
(1) Whether her department has any plans and/or measures in place to tackle the critical issues of (a) 3 million South Africans who are lacking access to safe drinking water, (b) 14 million who are lacking access to basic sanitation facilities and (c) the prevalence of contaminated water sources affecting nearly half of the water supply of the Republic; if not, why not, in each case; if so, (i) what urgent steps has her department taken to (aa) improve water quality and ensure that all citizens have access to safe drinking water, (ii) how does her department intend to address the lack of basic sanitation facilities in underserved communities and (iii) what plans does her department have in place regarding infrastructure upgrades and investment in rural and peri-urban areas; (2) given the exploitation of rural communities by private dam owners, what legislative reforms and/or regulatory frameworks does her department intend to implement to ensure fair and equitable access to water resources, without the financial exploitation of vulnerable populations; (3) what are the full, relevant details on how her department intends to allocate resources and invest in infrastructure that will eradicate pit latrines?
Reply:
1. (a-c) The Constitution assigns the responsibility of ensuring access to services for water and sanitation to municipalities. The role of the national and provincial government is to support, monitor and regulate local government.
(i) As the regulator of the water sector DWS is required to set regulatory rules, norms and standards for municipal water and sanitation services in terms of the National Water Act and the Water Services Act. This responsibility includes monitoring compliance to the norms and standards and taking appropriate measures to correct and address non-compliance by municipalities which have the responsibility to provide clean water to communities. The Department is actively intervening in poorly performing municipalities and action plans have been agreed upon to address water supply shortages and sanitation challenges. In terms of its mandate the DWS:
- Conducts regular inspections on the operation and maintenance of Water Supply Systems (WSS) including Water Treatment Works (WTW), pumps stations, and the entire supply network in all the Water Service Institutions.
- Collects samples of drinking water from WTW for analysis on a quarterly basis to monitor whether drinking water supplied to consumers is compliant with the South African National Standard (SANS 241); a drinking water specification that specifies minimum requirements for potable water to be considered safe for human consumption.
- In terms of SANS 241, municipalities are required to monitor the microbiological and chemical quality of the water provided to residents at specified intervals, including hourly, daily, weekly, fortnightly and monthly tests of various types. When the tests carried out by a municipality indicate that the water supplied poses a health risk, the municipality must inform its consumers that the quality of the water that it supplies poses a health risk.
(ii) There is a projected 17% deficit in water demand and supply by 2030 and so South Africa cannot afford to continue to install sewered water borne system in all households across the country to address sanitation backlogs. There is therefore an urgent need to adopt and implement alternative sanitation systems that minimize the use of water resources and that do not require expensive and difficult to maintain WWTW. In efforts to support provision of safe sanitation by municipalities, the DWS developed the National Sanitation Framework (NSF) which was adopted by Cabinet in 2023. The NSF provides for a Minimum Level of Service that makes provision for equivalent alternative sanitation solutions (such as innovative off-grid/non-sewered, on-site treatment or waterless/low water use sanitation technologies), while conforming to standards set by recognized institutions.
(iii) Interventions include amendment of legislation and strengthening of regulatory measures which are intended to improve the capacity of Water Service Authorities to operate, maintain and manage assets for existing infrastructure. Other measures to facilitate access to safe water, infrastructure upgrades and investment in rural and peri-urban areas include:
- Provision of financial support to municipalities by the DWS and COGTA in terms of the grant framework. Implementation of grant funded projects will improve the reliability of water supply and sanitation services to all households in South Africa through the development of municipal water and sanitation infrastructure to address backlogs. This also includes refurbishment of existing infrastructure that is no longer functioning optimally.
- Implementation of bulk water resource projects aimed at ensuring water security measures are being implemented by the DWS throughout the country. These include regional, inter-basin and transboundary transfer schemes/ systems entailing large dams, canals, pump stations, tunnels and pipelines. The department is also advocating for diversified water resources through as an example, groundwater development, wastewater treatment to domestic standard, desalination from sea water, and water conservation through efficient operation and maintenance of infrastructure to reduce water leaks.
2. The National Water Act is being amended to ensure that Historically Disadvantaged Individuals (HDIs) are given priority in allocation of water and to provide for the Regulations to prescribe the criteria that must be considered when redressing the results of past racial and gender discrimination in relation to water use. All authorisations issued by the department have conditions under which their use can be exercised. Compliance with these conditions and that all water use is authorised is monitored by the Catchment Management Agencies (CMAs). Where non-compliance or unlawful use are detected or reported the department has administrative enforcement powers to bring users into compliance. Where these are not successful or where there is gross negligence, the department and the CMAs have peace officer powers to conduct criminal investigations and engage with the National Prosecuting Authority. Further proposed amendments of the National Water Act include additional offenses and stronger penalties as well as personal liability of Directors of Companies and Municipal Managers.
3. The Constitution assigns the responsibility of ensuring access to water and sanitation services to local government (municipalities). The DWS is responsible for implementation of Sanitation projects through Regional Bulk Infrastructure Grant (RBIG) and Water Services Infrastructure Grant (WSIG) and is currently implementing 137 sanitation projects across all provinces. This constitutes of 117 projects through WSIG and 20 through RBIG.
---00O00---
07 August 2024 - NW118
Myburgh, Mr NG to ask the Minister of Tourism
What (a) are the full relevant details of the (i) role and (ii) purpose of the various buildings being constructed in the Cape Agulhas Lighthouse Precinct Project, (b) is the total cost of the development and (c) is the envisaged date of completion?
Reply:
a) What are the (i) role and (ii) purpose of the various buildings being constructed in the Cape Agulhas Lighthouse Precinct Project?
- Investment in destination development to attract more tourists.
- Outlined below is the scope of the construction work for the current project:
- A restaurant;
- An Interpretation Centre which includes vendor stalls, ablution facilities, curio shops, a booking office and a lecture theatre;
- Reception area and offices;
- External works and bulk infrastructure;
- In addition to the construction work, the project budget makes provision for furniture
(b) What is the total cost of the development? The total project budget is R 54 million.
(c) What is the envisaged date of completion? It is estimated the work will be complete by 30 September 2024
END
____________________
Ms Patricia de Lillle, MP
Minister of Tourism
Date: 7 August 2024
07 August 2024 - NW119
Myburgh, Mr NG to ask the Minister of Tourism
(1) What is the current status of the historic Ratelrivier Estate that was restored at great cost as a potentially lucrative tourist attraction in the Cape Agulhas National Park? (2) Whether issues and complaints pertaining to concession holders in the Cape AgulhasNational Park have been properly investigated; if not, why not; if so, what are the relevant details?
Reply:
The Department of Tourism had no role or involvement in the Ratelrivier Estate Project. The Honourable Member is requested to refer this question to the relevant entity, South African National Parks.
END
____________________
Ms Patricia de Lillle, MP
Minister of Tourism
Date: 7 August 2024
07 August 2024 - NW151
Mohlala, Ms MR to ask the Minister of Water and Sanitation
(a) What has been the total cost of building the Umzimvubu Dam to date and (b) how will she ensure that the reticulation networks are undertaken to ensure improved water supply to thousands of households in the OR Tambo, Joe Gqabi and Alfred Nzo districts, to address the current water scarcity?
Reply:
a) The total cost for the Umzimvubu Dam project to date is R 493 million. The expenditure to date includes the following:
- Cost for Professional Services (design of the dam and associated infrastructure, environmental services, Occupational Health and Safety, and Construction Supervision)
- Project Management
- Construction
- Land Acquisition
b) The Department is currently finalizing the appointment of a Professional Service Provider (PSP) to undertake a bridging study, where an assessment will be undertaken of the existing bulk and reticulation infrastructure versus the infrastructure requirements to uptake the additional raw water to be developed by the dam project, treat it and distribute the potable water to the various communities. This exercise will develop a pipeline of bulk and reticulation projects, to be implemented by the Water Services Authorities or Implementing Agents to District Municipalities.
The appointed PSPs will then also align funding (MIG, RBIG, WSIG, BFI and internal revenue) to this pipeline of projects, culminating in a funded pipeline of projects, and develop a project implementation plan. The bulk and reticulation projects will then be incorporated into Water Services Development Plans (WSDP) and the Department will only recommend and approve grant funding based on the projects in the WSDPs, ensuring alignment between the plan and grant funding dispensed.
---00O00---
07 August 2024 - NW90
Zuma-Sambudla, Ms D to ask the Minister of Trade, Industry and Competition
What (a) total number of grantees and/or beneficiaries were funded through research-based funding in the past five financial years, (b) amount was paid to each grantee and/or beneficiary and (c) are the names of the specified grantees and/or beneficiaries?
Reply:
(a),(b),(c) The Department of Trade, Industry and Competition (the dtic), through the Incentives Branch, supported 65 research projects to the value of R237 million in the past five years. These projects were funded under the Technology and Human Resource for Industry Programme (THRIP). Permission to publish names of grantees and beneficiaries must be in line with Protection of Personal Information Act.
-END-
07 August 2024 - NW88
Van Rooyen, Mr DD to ask the Minister of Trade, Industry and Competition
(1) Whether he will furnish Mr D D D van Rooyen with the (a) audit outcomes and (b) management reports of (i) his department and (ii) the entities that report to him for the past three financial years; if not, why not; if so, what are the relevant details; (2) whether the National Lotteries Commission (NLC) has made any progress on the allocation of the new operator’s licence for the National Lottery, given the litigious nature of awarding the specified licence (details furnished); if not, why not; if so, what (a) are the full details of the process, including advertisements, that will be followed in the appointment of the new operator, (b) are the names of candidates in both the long and short list, (c) are the names of the interviewing panellists, (d) probity checks and/or independence tests have been conducted to, among other things, check if there are any relations between the Board members of the NLC and the members of his department, (e) assurances will the current Board of the NLC give to the nation that it will adjudicate and advise his department properly to avoid compromising the process and (f) on what dates are the interviews scheduled to be conducted?NW92E
Reply:
1. The audit outcomes of the dtic and its entities are available on their respective annual reports. The management reports are for management to enhance their internal control environment. Audit outcomes for the past three financial years have been provided in Annexure A.
(2)
a) The awarding and issuing of the National Lotteries Licence (“Licence”) is regulated under the Lotteries Act (Act no. 57 of 1997) (“Lotteries Act”). On 7 August 2023, Notice No. 1951 of 2023 was published in Government Gazette No.49091, calling on interest parties who wish to operate the National Lottery and Sports Pools to apply for access to a copy of the RFP for the Fourth National Lottery and National Sports Pools Licence. The RFP document was issued to the market on 31 August 2023.The closing date for receipt of applications was 3 February 2024.
b) There are currently no shortlisted candidates as the evaluation process is still underway. A total of eight (8) applications have been received.
c) The names of the Evaluation Committee appointed by the NLC are not published in order to protect the evaluation process from risks associated with their identities becoming public.
d) Members of the NLC Board and all external advisors on the RFP process have been required to complete a Conflict-of-Interest Declaration to ensure that they do not have any indirect or direct interest, financial or otherwise, which could reasonably be expected to compromise them and the NLC in the performance of their functions and impede their ability to conduct their duties independently.
e) The NLC Board is enjoined in terms of the Lotteries Act to amongst others approve, determine, oversee, or revise the broad policy framework within which the NLC must perform its functions, and to ensure that the NLC performs its functions in accordance with principles of transparency and accountability, which are free from personal bias, obligation, allegiance or favouritism. The Board is therefore committed to ensuring that the highest levels of probity are maintained within the NLC. The NLC’s Ethics and Conflict of Interest Policy is strictly enforced by the Board and the terms of the Lotteries Act and the RFP Document have been closely followed throughout to ensure that the integrity of the licensing process and integrity is not and will not be compromised.
f) The RFP Document does not contemplate a process of interviews to be conducted.
ANNEXURE A
Audit Outcomes for the departments and its entities.
Institution |
2022/23 |
2021/22 |
2020/21 |
|
1 |
The department of Trade Industry and Competition (the dtic) |
|||
2 |
Companies and Intellectual Property Commission (CIPC) |
|||
3 |
Companies Tribunal |
|||
4 |
Competition Commission |
|||
5 |
Competition Tribunal |
|||
6 |
Export Credit Insurance Corporation (ECIC) |
|||
7 |
National Metrology Institute of South Africa (NMISA) |
|||
8 |
National Consumer Commission (NCC) |
|||
9 |
National Consumer Tribunal (NCT |
|||
10 |
National Credit Regulator (NCR) |
|||
11 |
National Regulator for Compulsory Specification (NRCS) |
|||
12 |
National Gambling Board (NGB) |
|||
13 |
South African National Accreditation System (SANAS) |
|||
14 |
The Takeover Regulation Panel (TRP) |
Listed on 28 March 2023 |
N/A |
|
15 |
International Trade Administration Commission (ITAC) |
|||
16 |
National Empowerment Fund (NEF) |
|||
17 |
South African Bureau of Standards (SABS) |
|||
18 |
National Lotteries Commission (NLC) |
|||
19 |
Industrial Development Corporation (IDC) |
|||
20 |
Broad-Based Black Economic Empowerment (B-BBEE) Commission - operates under the dtic and its finances are under the dtic. |
N/A |
N/A |
N/A |
Unqualified/ No material findings (Clean Audit) |
Unqualified with material findings |
Qualified |
07 August 2024 - NW89
Van Rooyen, Mr DD to ask the Minister of Trade, Industry and Competition
(1) What total number of members of Distributing Agencies have been appointed on a full‑time basis at the National Lottery Commission in terms of the Lotteries Act, Act 57 of 1997, since April 2022 and (b) on what date was each member appointed; (2) whether he has found that his predecessor discharged his executive obligation in accordance with the Lotteries Act, Act 57 of 1997, regarding the appointment of members of the Distributing Agencies; if not, why not; if so, what are the relevant details? NW93E
Reply:
(1) (a) Eight (8) members were appointed since April 2022.
(b) Two (2) appointed on 01 June 2022, one (1) appointed on 01 September 2022,
three (3) appointed on 01 December 2022, one (1) appointed on 01 June 2024, and one (1) appointed on 01 July 2024.
(2) Executive obligations regarding the appointment of Distributing Agency members are discharged in accordance with the Lotteries Act of 1997. I am informed by the department that the delays in the appointment of the Distributing Agency members were as a result of having to make sure that the candidates appointed are not tainted in any way and will stand the test of public scrutiny.
-END-
07 August 2024 - NW124
Michalakis, Mr G to ask the Minister of Water and Sanitation
(1) Whether her department currently has any plans to ensure that the new Thabong Wastewater Treatment Plant in the Matjhabeng Local Municipality in the Free State is functional; if not, why not; if so, what are the relevant details; (2) whether her department has taken any steps to assist the Matjhabeng Local Municipality in Free State to ensure that the contractor is held accountable for the incomplete work on the specified facility; if not, why not; if so, what are the relevant details; (3) what is the total amount that the contractor has been paid to date?
Reply:
1. The Department of Water and Sanitation (DWS) has plans to refurbish the Thabong WWTW. The project is divided into two phases and the details thereof are as follows:
- Phase 1a was funded by COGTA though the Municipal Infrastructure Grant (MIG) and implemented by the municipality. Phase 1(a) was completed but there were other components that had not been catered for under the scope of MIG. The project costed R63 million. The outstanding scope is being attended under phase 1b through Ministerial intervention.
- Phase 1b is a Ministerial intervention which is funded by the DWS through Regional Bulk Infrastructure Grant (RBIG). The project is intended to complete the outstanding scope to ensure that the Thabong WWTW is functional. The project is under construction and planned for completion in March 2025. The 2024/2025 financial year allocation for this project is R35 million.
2. As indicated above, phase 1(a) of the project was completed and phase 1(b) is still under construction. Completion of phase 1(b) will restore functionality of the plant. The project is being monitored closely through regular site inspections by DWS officials. The following is also being done to facilitate close monitoring of the project:
- Intervention meetings and site inspections have been held with both the contractor and consultant to address any challenges or blockages that hinder progress.
- Weekly stakeholder meetings are convened to keep Matjhabeng abreast about the project.
- Performance of the contractor is managed as per the General Condition of Contract 2015 and unsatisfactory progress will be addressed as per the relevant clauses in the contract.
3. The total amount paid to the contractor by the DWS for phase 1(b) as at the end of June 2024 is R10 million.
---00O00---
07 August 2024 - NW63
Khawula, Ms MS to ask the Minister of Water and Sanitation
Whether her department has put any systems in place to (a) prevent water-borne diseases, (b) manage contamination and (c) respond to outbreaks effectively; if not, why not; if so, what are the full relevant details of the systems?
Reply:
a) The Department of Water and Sanitation (DWS) has resuscitated the Blue Drop Certification Programme to intensify regulation and monitoring of the municipalities regarding their provision of drinking water that is safe for human consumption. The Blue Drop Certification programme assesses municipalities on all regulatory requirements to check whether they comply with microbiological and chemical quality requirements as prescribed by SANS 241.
Municipalities are required to load their drinking water quality results for monitoring by the DWS through a web Integrated regulatory Information System (IRIS). This system serves as an early warning system. Whenever microbiological water quality results failures are detected, the IRIS sends automated emails to the municipalities for rectification and DWS regional offices for monitoring.
The Blue Drop assessment is an early warning system wherein, a municipality that is Blue Drop Certified has systems in place to identify risks and mitigate them before outbreaks can occur. However, systems that are categorised as critical systems are required to develop corrective action plans to turn around the situation. The corrective plans are also monitored to ensure compliance.
b) DWS requires municipalities to implement Water Safety Planning, which is a systematic process that aims to consistently ensure safe and acceptable drinking water by implementing integrated water quality management plans.
c) Notwithstanding the water safety planning processes, municipalities are also required to have Incident Management Protocol to deal with drinking water quality failures in an efficient and effective manner, using a consultative and transparent approach, for the protection of public health. In terms of SANS241 and the norms and standards issued by DWS under the Water Services Act, when the tests carried out by a municipality indicate that the water supplied poses a health risk, the municipality must inform its consumers that the quality of the water that it supplies poses a health risk.
---00O00---
07 August 2024 - NW87
Van Rooyen, Mr DD to ask the Minister of Trade, Industry and Competition
With reference to the Board positions that have remained vacant for extended periods in the entities that report to her, what is the status of the appointment of Board members for each of the specified entities?
Reply:
The entities of the dtic have no board positions that have remained vacant for extended periods and the National Gambling Board (NGB) is under administration.
-END-
07 August 2024 - NW128
Mente-Nkuna, Ms NV to ask the Minister of Water and Sanitation
(a) What is the status of the development and construction of Umzimvubu Dam and (b) how much money has been allocated to provide water to the communities of O R Tambo District municipality?
Reply:
a) The progress relating to the construction of uMzimvubu Dam is indicated below:
- The access road to the dam site is 88 % complete
- The detailed designs for the dam were submitted to the Department’s Dam Safety Office (DSO) to obtain a Licence to construct in accordance with the National Water Act. The excavation of the dam foundation will commence once the License to construct has been issued by the DSO, which is envisaged to happen within the next two to three months.
- The Department’s Construction Unit has commenced with pre-construction activities and mobilised resources to implement site establishment (i.e. houses, water infrastructure for construction staff etc).
b) The budget estimate for the uMzimvubu Water Project is R 8 billion, which is inclusive of the dam development and associated works as well as critical water supply infrastructure to serve the communities. National Treasury has confirmed that DWS will be funded from the fiscus in this regard.
The Department is currently finalizing the appointment of a Professional Service Provider (PSP) to undertake a bridging study, where an assessment will be undertaken of the existing bulk and reticulation infrastructure versus the infrastructure requirements to uptake the additional raw water to be developed by the dam project, treat it and distribute the potable water to the various communities. This exercise will develop a pipeline of bulk and reticulation projects, to be implemented by the Water Services Authorities or an Implementing Agent to provide reliable potable water to the communities in the OR Tambo District Municipality.
The appointed PSP will then also align funding (MIG, RBIG, WSIG, BFI and internal revenue) to this pipeline of projects, culminating in a funded pipeline of projects, and develop a project implementation plan. The Department will then be in a position to establish the funding requirements for bulk and reticulation projects in the OR Tambo District Municipality.
---00O00---
07 August 2024 - NW111
Mjadu, TS to ask the Minister of Water and Sanitation
(1) What steps will her department take to ensure equitable access to clean drinking water across all regions in the Republic; (2) what steps has her department taken to tackle the challenges of (a) water pollution and (b) inadequate sanitation facilities in rural areas; (3) what initiatives and/or policies are being implemented to promote (a) water conservation and (b) efficient water management?
Reply:
1. The Department of Water and Sanitation manages the Regional Bulk Infrastructure Grant (RBIG) and Water Services Infrastructure Grant (WSIG), which are aimed at supporting municipalities to deliver on their mandate by developing new infrastructure, refurbish and upgrade water and sanitation infrastructure to ensure access to water services. The grants account for an average of R14 billion per annum to support municipalities. In addition there are a number of other measures to ensure equitable access to clean drinking water across all regions in the Republic including:
- Implementation of the Green, Blue and No Drop programmes which assess the state of drinking water, wastewater treatment systems and Water Conservation and Demand Management in all municipalities that are Water Service Authorities. Results of the assessments carried out in 2022 and 2023 were released in December 2023. Generally, the drops reports indicate the dire situation in provision of water and sanitation services by most of the WSAs. WSAs were instructed to develop action plans to alleviate the challenges. The Action plans are currently being submitted to the Department. The Department is monitoring the implementations of the plans.
- Implementation of a country wide programme to ensure effective integrated planning together with Municipalities through the development of Five-Year Water and Sanitation Reliability plans that will also ensure funding stream interaction during the implementation programme.
- Development of Provincial Bulk Master Plans that will identify Water Resource shortages in critical areas and the development of pipeline of projects to ensure the availability of resources and access to water services.
- The reconfiguration of Water Boards. The intention is to have a Water Board per Province, except for Rand Water which will be responsible for Gauteng and Mpumalanga. The Water Boards have been strengthened to provide Bulk infrastructure and technical support to WSAs to ensure provision of water and sanitation to communities.
- Amendments to the Water Services Act which will:
- include the introduction of an Operating License for a Water Service Providers (WSP). The Department will specify minimum competency and minimum performance levels for WSPs linked to gazetted minimum norms and standards for water and sanitation services (including full financial transparency and reporting). A Municipality must fulfil the licence conditions if it provides the service itself, or must contract with a licensed WSP.
- Strengthen enforcement by Amending Section 63 of Water Services Act to enable enforcement through directives (as is done in National Water Act). The amendments will, as the last resort, enable the Minister to enforce the separation of the water services provider function from the municipal administration where there is persistent failure to meet license conditions, and require the municipality (as Water Services Authority) to contract with a licensed WSP.
2. (a) It is important to note that water pollution may be from non-point and point sources. Non-point sources are where the polluter cannot be pinpointed and is normally due to land use management including informal settlements that are not yet serviced or large scale agricultural areas where pesticides may be used. Point sources include discharge points of industries, mines or municipal wastewater works. In recent years, DWS has been strengthening its regulatory function and making its regulatory actions more consistent, and this has resulted in an increased number of civil actions and criminal charges against polluters including municipalities for sewage pollution.
Since 2017, DWS has opened 88 criminal cases for sewage pollution involving 52 municipalities, across all 9 provinces. This follows non-responsiveness of the municipalities to notices and directives. The number of criminal charges is expected to increase further. In 78 of these cases, an investigation is currently underway. For 5 cases, investigations are complete, and the National Prosecuting Authority has decided to prosecute (preparing to go to trial or in court).
Five cases have been ruled upon and the department is monitoring the implementation of the court decisions. All 5 were plea and sentence agreements. The cases that have been ruled upon by the courts have resulted in fines being imposed on the municipality, e.g. Govan Mbeki LM was fined R200m and Thaba Chweu and Rand West LM were each fined R10m. The courts ordered the municipalities to allocate the fines to address the sewage pollution.
Further proposed amendments of the National Water Act include additional offences and stronger penalties as well as personal liability of Directors of Companies and Municipal Managers of municipalities.
It is important to note that on average, it takes 2-3 years for a criminal case to be finalised (from the date of laying the charge at the police station to the date of a court ruling) whilst the pollution most likely continues.
(b) The Constitution assigns the responsibility of ensuring access to water and sanitation services to local government (municipalities). The DWS provides support to municipalities through providing them with funding through Regional Bulk Infrastructure Grant (RBIG) and Water Services Infrastructure Grant (WSIG) and is currently funding 137 sanitation projects across all provinces. This consists of 117 projects through WSIG and 20 through RBIG.
3) The Department is implementing several initiatives to conserve water and promote efficient water use at WSA level. Below is a list of the initiatives:
- The Department has just finalized the updating of the National Water Conservation and Water Demand Management (WC/WDM) Strategy, supported by three subsidiary strategies that focus on water services, agriculture, and industry, mining and power generation to drive the implementation of WC/WDM. The WC/WDM strategies are further supported by implementation plans to operationalize and drive implementation of WC/WDM measures by the water sectors.
- The Department is in process of finalising National Minimum Norms And Standards for Water Services. The norms strongly require water conservation and demand management, and set standards for NRW, water losses and average consumption of water per capital per day.
- The Department implements the No Drop Incentive based regulatory monitoring programme. The No Drop programme is used as a tool to regulate municipal performance on water loss management and water use efficiency practices. The programme provides a guideline to water services institutions on what is required to manage water losses and improve efficiency. This includes the No Drop Guideline, which focuses on the key requirements (water resource balance diagram, water balance, Water Conservation and Water Demand Management (WCWDM) Strategy) as building blocks for planning for implementation of WC/WDM projects. The Guideline has been workshopped on a national level and made available to municipalities.
- The Department monitors the state of water losses, NRW and water use efficiency. The last comprehensive analysis on water losses in South Africa was based on data for the 2022/23 municipal financial year was published in December 2023.
- The Department has further established the Water Partnership Office (WPO) within the Development Bank of Southern Africa (DBSA). The WPO has developed five standardized National Programmes for private sector participation in municipal water and sanitation services, to make it easier, quicker and cheaper for municipalities to enter into partnerships, without having to ‘reinvent the wheel’ for each partnership. One of the five National Programmes within the WPO is Non- Revenue Water (NRW) programme aimed at implementing WC/WDM and cost recovery programme focusing on reducing losses, reducing over consumption and improving cost recovery.
- There are also continuous capacity building programmes conducted on WC/WDM for municipalities. Training included benchmarking of leakages, planning and implementation of WC/WDM projects, the development and requirements of an International Water Association (IWA) water balance and the development of a WC/WDM strategy and business plans. In addition, the DWS has, through cooperation with Japan International Cooperation Agency, constructed a Non-Revenue Water training yard and developed training material. About 89 municipality officials from 16 WSAs have attended this training programme.
---00O00---
07 August 2024 - NW120
Myburgh, Mr NG to ask the Minister of Tourism
What is the total number of tourists who visited the Republic from (a) Brazil, (b) Argentina, (c) Russia, (d) India, (e) China, (f) Taiwan, (g) Iran, (h) United States of America, (i) United Kingdom and (j) Germany in the past three years?
Reply:
The total number of tourists who visited the Republic from the following countries |
2021-2022 Financial Year |
2022-2023 Financial Year |
2023-2024 Financial Year |
(a) Brazil |
6 871 |
17 458 |
33 087 |
(b) Argentina |
913 |
3 178 |
4 320 |
(c) Russia |
11 808 |
21 481 |
29 173 |
(d) India |
22 302 |
64 100 |
79 628 |
(e) China |
7 024 |
16 373 |
42 082 |
(f) Taiwan |
895 |
2 142 |
3 808 |
(g) Iran |
797 |
2 160 |
2 985 |
(h) United States of America |
111 159 |
306 351 |
357 490 |
(i) United Kingdom |
107 299 |
336 191 |
362 462 |
(j) Germany |
81 978 |
220 699 |
254 132 |
(Source: Stats SA)
END
____________________
Ms Patricia de Lillle, MP
Minister of Tourism
Date: 7 August 2024
05 August 2024 - NW175
Mathulelwa, Ms B to ask the Minister of Agriculture
Whether he has studied the submissions made at the Mpondoland Cannabis Belt founding summit held in Port St Johns in October 2023; if not, what is the position in this regard; if so, what measures have been put in place to assist small scale cannabis farmers in regions like Alfred Nzo District Municipality?
Reply:
No, the Minister has not studied the submissions made at the Mpondoland Cannabis Belt founding summit held in Port St Johns in October 2023 as this information has not been made available to the Department.
In the absence of a legislative framework on the commercialisation of cannabis, the Department cannot express a view on the submissions or plans. The Department is consulting the province to determine their plans and measures that have been put in place to assist small scale cannabis farmers in regions like Alfred Nzo District Municipality, but cannabis remains illegal and thus the activities of the Department are limited to hemp.
05 August 2024 - NW160
Montwedi, Mr Mk to ask the Minister of Agriculture
What initiatives has his department taken to partner with the Department of Science, Technology and Innovation, to ensure that we take advantage of emerging technologies as part of modernising the agricultural sector in the next three to five years?
Reply:
The relationship of the Department of Agriculture, Land Reform and Rural Development (DALRRD) and the Department of Science and Innovation (DSI) is defined in terms of a collaboration agreement entered in 2022. This agreement identifies the following main collaborative areas:
- implementation of the agricultural pillar of the bio-economy strategy of DSI through the Agriculture Bio-economy Innovation Partnership Programme (ABIPP);
- plant and animal improvement, including breeding and genome sequencing;
- implementing human capital development;
- biosecurity;
- bio-innovation in support of nutrition security;
- sustainable natural resources management; and
- digital knowledge platforms.
More than 30 initiatives have been implemented under the ABIPP including multi-institutional and multi-disciplinary research in support of the agricultural sector. These initiatives include:
- enterprise development of orange flesh sweet potato;
- honeybush research and development project;
- crop improvement programme for grains and oil seeds;
- soybean food and nutrition programme;
- cape aloe project; and
- other farmer development projects.
DALRRD and DSI, in collaboration with the private sector, are also sponsoring the national biosecurity hub which works jointly work toward ensuring biosecurity threats are identified and dealt with timely and appropriately through:
- pest risk analyses;
- coordinating pest surveillance and pest alert systems;
- biosecurity training; and
- human capital development.
The development of a digital information hub for the collation of pest information in South Africa is another key output of the collaboration between DALRRD and DSI.