Questions and Replies

Reply:

a) I have been informed that the audit outcome for the 2018/2019 financial year identified fruitless and wasteful expenditure in relation to the implementation of the infrastructure projects, included was the NW – Manyane Lodge Project. The AGSA recommended that management should investigate the circumstances related to the reported expenditure.

b) The Accounting Officer, in consultation with the then Executive Authority, Minister Kubayi, commissioned a forensic investigation in line with Section 38(1) of the PFMA which defines the following responsibilities in relation to the fruitless and wasteful expenditure:

1. Section 38 (1) (c) (ii) The accounting officer must take effective and appropriate steps to prevent fruitless and wasteful expenditure;
2. Section 38 (1) (g) The accounting officer must on discovery of fruitless and wasteful expenditure, immediately report, in writing, particulars of the expenditure to the relevant treasury; and
3. Section 38 (1) (h): The accounting officer must take effective and appropriate disciplinary steps against any official in the service of the department or constitutional institution who makes or permits fruitless and wasteful expenditure.

c) The forensic investigation yielded that certain officials did not comply with the requirements of Section 45(a) to (c) of the PFMA which obligate the following in relation to the responsibilities of other officials:

1. Section 45 (a) An official in a department must ensure that the system of financial management and internal control established for that department is carried out within the area of responsibility of that official;
2. Section 45 (b) An official in a department is responsible for the effective, efficient, economical and transparent use of financial and other resources within that official’s area of responsibility; and
3. Section 45 (c) An official in a department must take effective and appropriate steps to prevent, within that official’s area of responsibility, any unauthorised expenditure, irregular expenditure and fruitless and wasteful expenditure.

d) The reported findings also went into each official’s own alleged transgressions per project.

e) The Deputy Director-General who was responsible for the programme, at that time, has since retired from the public service effective July 2020. Similarly, the responsible Accounting Officer at the time of the projects, also left the public service in 2015. All other implicated officials are undergoing disciplinary processes, which are at various stages.

f) The current Accounting Officer reported this matter to the South African Police Services (SAPS) in September 2020 and it is currently under further investigation processes by the Directorate for Priority Crime Investigations, also known as The Hawks. Furthermore, the Accounting Officer has initiated the process of civil claims against the implementing agents through the State Attorney in July 2020 and July 2021.

g) It is important to note that both the current Accounting Officer and Deputy Director-General: Destination Development were not implicated in the outcome of the investigation, because they were not involved in the project.

Reply:

(a) Tourism is a concurrent function in the Constitution.

The Department together with provinces, the private sector and law enforcement agencies developed a Tourism Safety Strategy in 2018. The 2018 Strategy has not yet been fully implemented and was revisited on 29 May 2023 at a Dialogue to implement it and action was agreed on outstanding issues. The strategy implementation is supported by a Memorandum of Understanding (MoU) between the Department and SAPS.

The Tourism Safety Forum will now meet quarterly.

The Department has budgeted to train 2000 Tourism Monitors in the 2023/24 Financial Year.

(b) In partnership with the private sector, we will launch a safety app and operational centre where monitoring will be done.

Reply:

I have been informed that the Department, in the past, did not do social facilitation for infrastructure projects.

I have, now, instructed the Department to use and implement the existing social facilitation process, as approved by Cabinet in 2021.

Reply:

1. (a) and (b) I have been informed by the Department the TOMSA levy collected by TBCSA will be confirmed upon payment of the contribution to SA Tourism from 2022/23 collections.

2. .No funds in relation to TOMSA levy collections for the period under review have been received by South African Tourism as yet.

Reply:

I have been informed by South African Tourism that these funds were directed to marketing campaigns and activities. In this case, the funds were allocated and used for the planned localisation of the global advocacy campaign in the USA, which is a priority source market for South Africa.

Reply:

(a) How has her department dealt with the challenge of reducing greenhouse gas emissions in order to promote sustainable tourism practices in the Republic,

I have been informed that the Department has a Tourism Environmental Implementation Plan 2020-2025, which was published for implementation on Gazette Number 45425, 05 November 2021 the department has developed and implemented the Tourism Resource Efficiency Training Programme.

The programme was initiated in the 2021/22 financial year whereby a concept was developed and approved to train 25 youth on Resource Efficiency and Cleaner Production Methodologies.

Simultaneously as part of the Tourism Environmental Implementation Plan 2023/2024 objectives, the department aims to implement and coordinate awareness campaigns that are aimed at raising environmental consciousness in the operations of tourism facilities.

The awareness campaigns also aim to provide a platform that will enable the showcasing of green initiatives that will be adapted within the tourism sector spectrum to reduce the dependence on greenhouse emitting products and practices.

In addition, the department has a continuous Tourism Adaptation Project (TAP) that seeks to build resilience and adaptive capacity within the tourism sector to mitigate the impacts of climate change.

To date, thirty-six (36) climate change risk and vulnerability assessments (RVA) have been completed in various tourism sites across the country, including major tourist attractions such as Table Mountain National Park, Robben Island, Kruger National Park, iSimangaliso Wetland Park and uKhahlamba-Drakensberg Park.

Furthermore, the Department’s Green Tourism Incentive Programme (GTIP) aims to encourage private sector tourism enterprises to move towards more sustainable tourism practices through the offering financial support for the installation of solutions for the sustainable management and usage of electricity and water resources.

(b) What are the strategic measures employed to achieve the specified goal

Green Tourism Incentive Programme

Under the GTIP, eligible applicants are able to qualify for the full cost of a new energy and water efficiency audit or the review of an existing audit. Furthermore, eligible applicants are also able to apply and qualify for grant funding of between 50% and 90%, capped at a maximum of R1 million per applicant, on the cost of approved solutions that will improve the energy and water efficiency and reduce the costs of their tourism operations. The GTIP will not only help reduce pressure on electricity and water resources, but also contributes to reducing greenhouse gas emissions, ensuring an uninterrupted visitor experience for tourists, reduce operational input cost for the qualifying enterprise.

(c) Green Tourism Incentive Programme in each province

1. The GTIP is available nationally for prospective applicants to apply regardless the province in which they are located. As such there are no specific or predetermined allocation per province.
2. Following from the response in (c)(i), the utilisation or uptake of the GTIP per province is a factor of the number of applications received from, and approved for a particular province.
3. Based on the latest available information, the majority of GTIP approvals are located in the Western Cape, Eastern Cape, Gauteng and Limpopo, followed by KwaZulu-Natal, North West, Mpumalanga, Northern Cape and Free State.

(d) What are the specific projects and their outcomes.

While it is not possible to provide information on specific GTIP projects under the Protection of Personal Information Act (POPIA), it is worth noting that solutions approved for each qualifying applicant varies depending on the specific needs identified during the energy and water efficiency audit. Typical solutions supported under the GTIP may include renewable energy generating systems (e.g. solar, wind, etc.), energy efficient equipment and lighting (e.g. solar water heaters, gas stoves, LED lighting, etc.), and water efficient appliances and systems (e.g. low-flow/ aerated taps, rainwater harvesting and greywater recycling systems).

In terms of outcomes of GTIP projects, it is worth noting that projected energy consumption savings for approved GTIP applicants range between 65% and 80%, while projected water saving for those that are installing water efficiency systems range between 30% and 50% on water consumption.

Province	Number of GTIP applications approved (excluding projects cancelled after approval)	Value of GTIP applications approved (excluding projects cancelled after approval)
EC	26	R19 080 788
FS	2	R1 726 567
GP	20	R12 913 859
KZN	11	R5 981 145
LP	15	R11 580 095
MP	5	R2 925 879
NC	6	R4 753 255
NW	11	R5 870 313
WC	32	R18 133 822
Total	128	R82 965 723

Reply:

1. How has the Tourism Safety Plan been operationalised to mitigate such incidents and ensure a secure environment for both domestic and international visitors.

I have been informed by the Department that the Tourism Safety Plan has been implemented since 2018. The Tourism Safety plan has initiatives that speak to the three main themes that form part of the strategy. The bulk of the initiatives form part of the “Proactive Measures” which are those initiatives that have to be put in place even before an incident happens, to minimise the risks. Some of the initiatives that were operationalised include:

The Tourism Monitors Programme – this programme entails the recruitment and training of young unemployed youth, who are then deployed at the various identified attractions and to assist the tourist with basic tourism related and safety information.

Identification of the hot spots – This process is about understanding some of the key areas where most of the crimes/attacks against tourist take place. Such information will not only assist in putting measures to counter such attacks in the identified areas but will also ensure that the risks of attacks to tourists is minimised.

Police Reservists – The department together with SAPS made a call up for police reservists back in 2019 as part of ensuring police visibility especially in Mpumalanga then, following a spate of follow-ons.

The department has over the years conducted “tourist safety awareness” sessions jointly with SAPS and other security structures in the various provinces.

Establishment of Provincial Tourism Safety Forums (PTSF) – the department has been instrumental in the establishment of the PTSF.

 

(2) Whether she will furnish Ms H Ismail with a thorough assessment of the implementation of the specified plan, including the

a) Strategies:

The National Tourism Sector Strategy’s pillar three on “Visitor Experiences” demands that there should be a plan of safety. It’s on that premise that department developed that National Tourism Safety Strategy in 2018 and the current plan being implemented is based on the strategy.

(b) Resources:

Tourism Monitors programme is funded through the Expanded Public Works Programme (EPWP).

(c) Partnerships leveraged to address the challenge; if not, why not; if so, what are the relevant details

The 2018 strategy was developed through a partnership between government and tourism private sector. The implementation has over the year been more government lead but recently the Minister had conducted a session with both private and public sectors to assess the progress on implementation and to ensure that private sector also contributes to the strategy implementation.

On Monday 29 May 2023, I held a multi-sector Tourism Safety Dialogue, which included a range of stakeholders including the National Department of Tourism, provincial tourism departments and agencies as well as the private sector.

The dialogue agreed to the full implementation of the Terms of Reference of the National Safety Forum, the Memorandum of Understanding with the South African Police Service and the use of technology to further mitigate the impact of crime on local and international tourists.

This meeting will, now, be held quarterly in a bid to track implementation and progress.

 

Reply:

I have been informed by the Department that the projects started in 2012 and that the responsible Deputy Director-General at the time of the project, retired from public service in July 2020.

The DDG, relied on monitoring visits that were conducted by officials charged with project management responsibilities in the Programme. Project progress was assessed through monthly financial and project reports submitted by the Implementing Agents.

A review of the Working for Tourism Programme was undertaken around 2017. The Programme is now aligned to the Framework for Infrastructure Delivery and Procurement Management (FIDPM).

The Department further contracted with the Development Bank of South Africa (DBSA) in November 2020 which has built environment professional capacity to manage infrastructure projects.

This happened before my time but what I have since started work to build infrastructure capacity.

The Department is also in the process of acquiring built environment professionals to support internal infrastructure programme management and is also finalising discussions with Infrastructure South Africa in this regard.

The matter has been reported to the police for investigation in September 2020.

Reply:

(a)

(i) I have received the report of the Portfolio Committee dated 5 May 2023. On 22 May 2023, I convened a meeting with Development Bank of Southern Africa (DBSA) to discuss the poor performance on infrastructure projects.

(ii) These projects started in 2012, before I took office and therefore the report was not handed to me. However, I have been informed by the Department that upon receipt of the report in June 2020, the following steps were taken:

1. the Accounting Officer opened a case with the South African Police Services (SAPS) on, 14 September 2020.

2. briefed the national office of the State Attorney to pursue civil claims against implementing agents on 25 July 2020 and, upon instruction from the State Attorney, reinstituted the claims around 27 July 2021 in the Mahikeng Office.

3. instituted disciplinary proceedings against implicated officials in October 2020. The process is still ongoing with cases before the Labour Court.

(b) I am informed by the Department that the forensic investigation found that certain officials did not comply with the requirements of Section 45(a) to (c) of the PFMA, which states that:

An official in a department, trading entity or constitutional institution—

(a) must ensure that the system of financial management and internal control established for that department, trading entity or constitutional institution is carried out within the area of responsibility of that official;

(b) is responsible for the effective, efficient, economical and transparent use of financial and other resources within that official’s area of responsibility;

(c) must take effective and appropriate steps to prevent, within that official’s area of responsibility, any unauthorised expenditure, irregular expenditure and fruitless and wasteful expenditure and any under collection of revenue due;

Reply:

(1) (a) I have been informed by the Department that the extent of financial allocations to the Tourism Infrastructure Maintenance Programme is as Tabled below.

 

Tourism Infrastructure Maintenance in Annual Performance Plan 2023/24
Province	Projects	Number of projects	Total Value
Eastern Cape	Thomas Baines Nature Reserve Baviaanskloof Nature Reserve Double Mouth Nature Reserve Oviston Nature Reserve Mpofu and Fordyce Nature Reserve Cwebe and Dwesa Nature Reserves	6	R23 155 555,45
Free State	Gariep Dam Resort Maria Moroka Resort Phillip Saunders Resort Sterkfontein Dam Nature Reserve	4	R19 812 088,34
Limpopo	Makapans Valley WH Nwanedi Nature Reserve Blouberg Nature Reserve Musina Nature Reserve Modjadji Nature Reserve	5	R15 581 126,15
Mpumalanga	Manyeleti Nature Reserve Andover Nature Reserve Songimvelo Nature Reserve SS Skosana Nature Reserve	4	R14 806 055,98
Western Cape	Khayelitsha Lookout Hill De Hoop Nature Reserve Wolvekloof Nature Reserve Cedarberg Wilderness Goukamma Nature Reserve Kogelberg Nature Reserve	6	R21 602 105,31

(b) How have the specified funds been utilised to improve tourism infrastructure in the Republic.

The funds have been utilised for infrastructure maintenance at the sites listed in the table above. These state owned provincial sites are tourism assets.

(2) (a) A comprehensive breakdown of the expenditure and its allocation to specific projects in each province

Province	Projects	Budget (Including maintenance and professional service provider fees)	Current Expenditure
Eastern Cape	1. Thomas Baines Nature Reserve	R3 846 954,33	R720 078,92
	2. Baviaanskloof Nature Reserve	R3 495 172,70	R967 795,03
	3. Double Mouth Nature Reserve	R3 495 172,70	R1 992 618,51
	4. Oviston Nature Reserve	R3 471 831,27	R1 501 562,87
	5. Mpofu and Fordyce Nature Reserve	R4 224 132,34	R160 629,65
	6. Cwebe and Dwesa Nature Reserves	R4224132,34	R54 183,61
Free State	7. Gariep Dam Resort	R4 953 022,08	R128 592,70
	8. Maria Moroka Resort	R4 953 022,08	R128 592,70
	9. Phillip Saunders Resort	R4 953 022,08	R328 736,18
	10. Sterkfontein Dam Nature Reserve	R4 953 022,08	R814 239,23
Limpopo	11. Makapans Valley WH	R3 116 225,23	R1 784 311,46
	12. Nwanedi Nature Reserve	R3 116 225,23	R1 993 254,48
	13. Blouberg Nature Reserve	R3 116 225,23	R2 150 442,00
	14. Musina Nature Reserve	R3 116 225,23	R1 864 144,17
	15. Modjadji Nature Reserve	R3 116 225,23	R2 142 211,68
Mpumalanga	16. Manyeleti Nature Reserve	R3 701 514,00	R2 302 675,88
	17. Andover Nature Reserve	R3 701 514,00	R2 305 689,40
	18. Songimvelo Nature Reserve	R3 701 514,00	R2 792 223,71
	19. SS Skosana Nature Reserve	R3 701 514,00	R2 475 707,10
Western Cape	20. Khayelitsha Lookout Hill	R3 600 350.89	R2 390 511,14
	21. De Hoop Nature Reserve	R3 600 350.89	R1 046 725,70
	22. Wolvekloof Nature Reserve	R3 600 350.89	R1 787 692,35
	23. Cedarberg Wilderness	R3 600 350.89	R1 466 089,98
	24. Goukamma Nature Reserve	R3 600 350.89	R1 828 543,97
	25 Kogelberg Nature Reserve	R3 600 350.89	R2 007 848,37

(b) An evaluation of the impact of the investments on the overall quality and accessibility of tourism infrastructure; if not, why not; if so, what are the relevant details

The maintenance projects serve to improve the condition of existing tourism infrastructure. Public infrastructure assets are critical for economic development, maintenance extends the life and efficiency of public infrastructure assets.

 

 

Reply:

(1) What are the reasons that she appointed certain persons (names and details furnished) as board members of SA Tourism after she was advised not to appoint them by the Portfolio Committee on Tourism?

The appointments were made in accordance with Section 13 (b) of the Tourism Act, 2014. The said appointments were made prior to the Department’s appearance before the Portfolio Committee meeting which the Member is referencing.

(2) Whether she has found that this is direct nepotism and capturing of the SA Tourism Board by a certain party and a certain company (names furnished)

No, there is no nepotism and capturing of the SA Tourism Board. The Board members are appointed in Non-Executive positions.

Reply:

(a) What amount is tourism expected to gain from the BRICS Road Show that took place in Mpumalanga on 4 April 2023.

The BRICS Roadshows are arranged by the Department of International Relations and Cooperation. That Department is best placed to reply to this question.

(b) What steps does the Government intend to take to ensure that other regions in the Republic also attract tourists during the specified period.

The BRICS Roadshows are arranged by the Department of International Relations and Cooperation. That Department is best placed to reply to this question.

Reply:

(a) I have been informed by the Department as tabled below.

Years	(i) Small, Medium and Micro-enterprises	(ii) Cooperatives	(iii) Township enterprises	(iv) Rural enterprises
(aa) 2021-2022	Total procurement allocation for the department amounted to R101 131 716 of which 40% (R61 775 393) was spent on SMME’s.	N/A	N/A	N/A
(bb) 1 April 2023	Total procurement allocation for the department equals to R436 966 of which 40% (R174 786) is allocated to SMME’s.	N/A	N/A	N/A

 

(b) South African Tourism

I have been informed by SAT that the service provider appointments were treated in accordance with the applicable Preferential Procurement Regulation.

Years	(i) Small, Medium and Micro-enterprises	(ii) Cooperatives	(iii) Township enterprises	(iv) Rural enterprises
(aa) 2021-2022	Total procurement spends for the entity amounted to R 732 340 185.38 of which 40% (R 292 936 074,15) was on SMME’s.	N/A	N/A	N/A
(bb) 1 April 2023	Total procurement spends for the entity equals to R1 343 895.20 of which 40% (R537 558.08) was on SMME’s.	N/A	N/A	N/A

Reply:

No, SA Tourism does not have formal partnership(s) with Robben Island and other iconic destinations.

However, I have had a meeting with the Minister of Sports, Arts and Culture on Wednesday 31 May 2023.

We are, now, in the process of ensuring we Market Robben Island as a Heritage Site.

 

Reply:

(a) How are the new Preferential Procurement Regulations different from the previous dispensation?

I have been informed by the Department that the previous PPPFA regulations required the calculation of points to be based on the 80/20 principle for which 80 points were for price, 20 points for preferential points as prescribed by National Treasury.

The current PPPFA regulation calculation of points is still based on 80/20 principle however with the new regulations 80 points are still for price but 20 points will be the prerogative of the department to allocate points.

The department reviewed the SCM policy effective from 16 January 2023 to align with the new PPPFA.

The department amended the SCM policy based on the new PPPFA regulations that were issued in November 2022. The changes in the policy were done on the 80/20 principle for bids below R50m and 90/10 principle for bids above R50m respectively to align with the new regulations.

 

(b) What issues have been flagged by the Internal Audit Committee on departmental performance thus far?

The Q2 and Q3 performance reports were presented to the newly appointed Audit Committee on the 27 March 2023 and the matters that Internal Audit flagged related to:

• Payment of compliant invoices within 30 days.
• Impact of Technical Indicator Description related to the expenditure on women owned businesses which had intended transversal contracts.
• Impact of SCM processes and participants’ conduct on Service Delivery
• The links between changes at executive leadership level and performance on areas of work that require Executive Authority input e.g. Public Policy

 

(c) What engagements has her department had with the Office of the Auditor-General to minimise negative findings at the end of the financial year?

• Engagement to input in the audit implementation plan.
• Engagements on the audit strategy.
• Engagement on audit findings,
• Engagements on planning matters prior to the conclusion of Annual Performance Plan for 2023/24.

 

Reply:

(a) On what date is it envisaged that she will finalise the appointment of the new SA Tourism Board.

We are targeting no later than end of October 2023.

(b) What time frames have been put in place in this regard.

It is not possible to state the exact time frames but the process is envisaged to take up to 160 days for finalisation of the appointment of the board.

30 days are dedicated to placing the advert for Nominations of new members to serve on the Board of SA Tourism in the government gazette and two national newspapers in terms of the Tourism Act, Act 3 of 2014.

 

30 days are allocated to the evaluation of candidature and verifying qualifications;

30-60 days for vetting by SSA;

30 days are set aside for the Cabinet processes, which entails the Cabinet Committee making recommendations to Cabinet for concurrence;

And 15 days for appointment and subsequent publication of the names and term of office of the Board in two national newspapers and Gazette.

Reply:

a) I have been informed that the Working for Tourism Programme has created short-term or temporary work opportunities in line with the principles of the Expanded Public Works Programme from 1 January 2019 to date.

a) Financial Year
	b) (i) Total number of Work Opportunities (WO) created in each specified financial year
2019/2020	7459 Work Opportunities
2020/2021	2772 Work Opportunities
2021/2022	5961Work Opportunities
2022/2023	5081 Work Opportunities

Total Number of Work Opportunities 2019/2020	7 459
(ii) (aa) Province/Region	(ii) (bb) Type of Temporary Work Opportunity	Work Opportunities (Number)
Eastern Cape	Tourism Monitors	137
Eastern Cape	Data Collectors Project	74
Eastern Cape	Hospitality Youth Training Programme	180
Eastern Cape	Security Services	15
Eastern Cape	Tourism Green Coast Programme	119
Free State	Tourism Monitors	100
Gauteng	Wine Service	380
Gauteng	Hospitality Youth Training - Fast Food	499
Gauteng	Security Services	6
Gauteng	Safety Monitors	189
Gauteng	Tourism Monitors	96
Gauteng	National Youth Chefs Training Programme	694
KwaZulu Natal	Hospitality Youth Training fast food	736
KwaZulu Natal	Tourism Monitors	367
Limpopo	Security Services	37
Limpopo	Cleaning Services	9
Limpopo	Hospitality Youth Training - Fast Food	564
Limpopo	Security Services	26
Limpopo	Cleaning Services	10
Limpopo	Construction	41
Limpopo	Tourism Monitors	177
Mpumalanga	Hospitality Youth Training Programme	397
Mpumalanga	Hospitality Youth Training Programme	319
Mpumalanga	Tourism Monitors	234
Northern Cape	Hospitality Youth Training - Fast Food	193
Northern Cape and Free State	Data Collectors	104
Northern Cape	Tourism Monitors Programme	48
North West	Hospitality Youth Training - Fast Food	412
North West	Cleaning Services	18
North West	Tourism Monitors	98
National Parks	Tourism Monitors	264
Western Cape	Hospitality Youth Training	438
Western Cape	Hospitality Youth Training	378
Western Cape	Tourism Monitors Programme	100

 

Total Number of Work Opportunities 2020/2021	2 772
(ii) (aa) Province/Region	(ii) (bb) Type of Temporary Work Opportunity	Work Opportunities (Number)
Eastern Cape	Data Collectors	9
Eastern Cape	Security Services	45
Eastern Cape	Tourism Green Coast Programme	14
Eastern Cape	Construction	105
Free State	Construction	66
Free State	Security Service	20
Free State	Tourism Monitors	100
Gauteng	Security Services	11
Gauteng	Data Collectors	108
Gauteng	Tourism Monitors	98
Gauteng	Tourism Monitors Programme	166
Kwa-Zulu Natal	Tourism Blue Flag Programme	97
Kwa-Zulu Natal	Tourism Monitors	1
Kwa-Zulu Natal	Skills Development Project	48
Kwa-Zulu Natal	Security Services	18
Limpopo	Hospitality Youth Training - Fast Food-	17
Limpopo	Cleaning Services	9
Mpumalanga	Infrastructure Maintenance	563
Mpumalanga	Data Collectors	82
Mpumalanga	Skills Development Project	479
Northern Cape	Hospitality Youth Training - Fast Food	150
Northern Cape and Free State	Data Collectors	93
North West	Hospitality Youth Training - Fast Food	10
North West	Tourism Monitors	98
Western Cape	Hospitality Youth Training	271
Western Cape	Tourism Monitors Programme	94

Total Number of Work Opportunities 2021/2022	5 961
(ii) (aa) Province/Region	(ii) (bb) Type of Temporary Work Opportunity	Work Opportunities (Number)
Eastern Cape	Construction	35
Eastern Cape	Security Services	15
Eastern Cape	Tourism Monitors	186
Eastern Cape	Construction	55
Free State	Tourism Monitors	98
(ii) (aa) Province/Region	(ii) (bb) Type of Temporary Work Opportunity	Work Opportunities (Number)
Free State	Construction	72
Gauteng	Tourism Monitors	242
Gauteng	Food Safety Quality Assurers	152
Gauteng and North West	Data Collectors	103
Gauteng (SANBI sites)	Tourism Monitors Programme	98
Mpumalanga	Tourism Monitors	290
Northern Cape, Eastern Cape and Western Cape	Food and Beverage	213
Kwazulu Natal	Construction	13
Kwazulu Natal	Tourism Blue Flag Programme	116
Kwazulu Natal	Tourism Monitors	234
Kwazulu Natal	Data Collectors	101
Kwazulu Natal	Security Services	9
Kwazulu Natal and Western Cape	Wine Making Training	216
Kwazulu Natal	Construction	74
Kwazulu Natal	Tourism Monitors	470
Mpumalanga and Limpopo	Data Collectors	102
Mpumalanga	Skills Development	391
Mpumalanga	Infrastructure Maintenance (National Parks)	1 313
National Parks	Tourism Monitors	315
Northern Cape	Tourism Monitors	104
Northern Cape	Chefs Training Programme	53
Northern Cape and Free State	Data Collectors	21
North West	Cleaning Services	10
North West	Security Services	10
North West	Tourism Monitors	106
Western Cape	Chefs Training	116
Western Cape	Data Collectors Project	62
Western Cape	Food Safety Quality Assurers Programme	218
Western Cape	Tourism Monitors	48

Total Number of Work Opportunities 2022/2023	*5 081
(ii) (aa) Province/Region	(ii) (bb) Type of Temporary Work Opportunity	Work Opportunities (Number)*
Kwazulu Natal	Construction	15
(ii) (aa) Province/Region	(ii) (bb) Type of Temporary Work Opportunity	Work Opportunities (Number)*
Eastern Cape, Northern Cape and Western Cape	Food and Beverage	278
Eastern Cape	Tourism Monitors	189
Eastern Cape	Construction	12
Free State	Construction	31
Free State	Chef Training Programme	114
Free State	Hospitality Youth Training Programme (Fast Food)	232
Free State	Tourism Monitors	98
Gauteng	Construction	17
Gauteng	Food Safety Quality Assurers	138
Gauteng	Tourism Monitors	222
Isimangaliso	Tourism Monitors	222
Kwazulu Natal	Tourism Blue Flag Programme	99
Kwazulu Natal	Data Collectors	69
Kwazulu Natal	Tourism Monitors	468
Kwazulu Natal	Construction	25
Kwazulu Natal and Western Cape	Wine Making Training Programme	235
Limpopo	Construction	17
Limpopo	Construction	21
Limpopo	Construction	12
Mpumalanga	Infrastructure Maintenance	1 135
Mpumalanga	Tourism Monitors	301
National Parks	Tourism Monitors	316
Northern Cape	Chef Training Programme	50
Northern Cape	Tourism Monitors	104
North West	Tourism Monitors	100
Western Cape	Construction	78
Western Cape	Data collector	16
Western Cape	Food Safety Quality Assurers	119
Western Cape	Tourism Monitors Programme	348

*Total Number of Work Opportunities 2022/2023 must still be audited

Reply:

Prov		Project Name	(a) Details of the contractor allocated to the project within the past two financial years**	(b)Corresponding contract values of each project in each province
EC	1	Qatywa Lodge	**	R32,802,163.00
	2	Western Tembuland Lodge	**	R23,437,638.25
	3	Maluti Hiking and Horse Trail	**	R18,160,388.15
	4	Mthonsi Lodge	**	R31,072,567.60
	5	Nyandeni	**	R19,023,014.80
FS	1	Qwa Qwa Guest House	**	R21,120,795.06
	2	Vredefort Dome Interpretation Centre	**	R24,160,892.96
	3	Monontsha Access Road	**	R6,726,894.01
KZN	1	Isibhubhu	**	R29,918,570.53
LP	1	The Oaks	**	R25,807,207.29
	2	Ngove	**	R29,988,483.30
	3	Tisane	**	R27,463,083.70

** Based on the reply to Question 1640 regarding the reasons of not completing projects the POPIA Act is also applied in this case.

** Application of the POPI Act

Protection of Personal Information Act 4 of 2013

(c) an assessment of the impact of the completed projects on the (i) overall performance of the tourism industry and (ii) regional economies in the Republic; if not, why not, in each case; if so, what are the relevant details in each case

I have been informed by the Department that the projects are in the construction stage, none of the above-mentioned projects are completed.

I have met with DBSA to discuss the poor performance and advised the Department to establish a project management unit to conduct oversight.

 

Reply:

Prov		Project Name	(a) Initial allocation to each contractor	(b) Reasons behind the failure to complete each project within the original scope, budget and timeline	(c) Additional funds allocated to the DBSA for completion of each project (construction value)
EC	1	Qatywa Lodge	Budget: R 23,750,000 Exp: R 23,288,668	Incomplete chalets, restaurant and conference centre due to budget depletion.	R 32,802,163.00
	2	Western Tembuland Lodge	Budget: R 10,449,156 Exp: R 10,382,358	Incomplete chalets, entrance guard house due to budget depletion	R 23,437,638.25
	3	Maluti Hiking and Horse Trail	Budget: R 4,750,000 Exp: R 4,749,987	Poor workmanship on the river crossing bridges	R 18,160,388.15
	4	Mthonsi Lodge	Budget: R 28,215,000 Exp: R 27,531,883	Incomplete chalets, restaurant and conference centre due to budget depletion.	R 31,072,567.60
	5	Nyandeni	Budget: R 7,600,000 Exp: R 7,546,800	Chalets completed however not furnished. Lack of maintenance over time.	R19,023,014.80
FS	1	Qwa Qwa Guest House	Budget: R 34,234,974 Exp: R 34,001,662	Incomplete chalets due to budget depletion.	R21,120,795.06
	2	Vredefort Dome Interpretation Centre	Budget: R 3,009,453 Exp: R 2,927,652	Interpretation Centre completed however there were structural defects due to geotechnical instability.	R24,160,892.96
	3	Monontsha Access Road	Budget: R 12,629,500 Exp: R 12,548,922	Incomplete access road due to budget budget depletion.	R6,726,894.01
KZN	1	Muzi Pan	Budget: R 12,447,480 Exp: R 11,887,690	Chalets completed however with some defects/ poor workmanship.	Contractor not yet appointed
	2	Isibhubhu	Budget: R 15,000,000 Exp: R 14,889,708	The project was completed however it could not be handed over without occupation certificate.	R29,918,570.53
LP	1	Phiphidi Waterfall	Budget: R 29,477,099 Exp: R 23,264,771.67	Incomplete chalets. Contractual disputes with the Implementing Agent whose contract lapsed.	Contractor not yet appointed
	2	The Oaks	Budget: R 26,550,216 Exp: R 25,483,869	Incomplete chalets and restaurant due to Contractual disputes with the Implementing Agent whose contract lapsed.	R25,807,207.29
	3	Ngove	Budget: R 20,133,951 Exp: R 19,993,013	Some chalets not completed due to budget depletion.	R29,988,483.30
	4	Tisane	Budget: R 18,810,000 Exp: R 18,299,799	Incomplete chalets due to budget depletion	R27,463,083.70
	5	VhaTsonga	Budget: R 9,185,000 Exp: R 9,068,064	Incomplete rondavels and poor workmanship and budget depletion.	Contractor not yet appointed
NC	1	Kamiesburg	Budget: R 5,100,000 Exp: R 4,815,074	Incomplete ablution facilities, campsite and chalets due to budget depletion.	Contractor not yet appointed
	2	Platfontein	Budget: R 32,206,320 Exp: R 32,072,057	Chalets and kitchen completed. Structural defects post completion due in part to geotechnical issues and drainage.	Contractor not yet appointed
NW	1	Manyane Lodge	Budget: R 48,465,113 Exp: R 47,884,114	Incomplete restaurant. Conference centre not done. Damages on the completed chalets from a fire and vandalism. And budget depletion.	Contractor not yet appointed
	2	Lehurutshe Bird and Trophy Hunting	Budget: R 2,827,500 Exp: R 2,809,808	Completed, not ready to be handed over due to lack of Occupation Certificate .	Contractor not yet appointed

(d) Measures taken to mitigate such issues in future tourism related contracts

I have been informed that the Department has aligned its processes to the Framework for Infrastructure Delivery and Procurement Management (FIPDM), and also partnered with the Development Bank of South Africa (DBSA) which has requisite built environment capacity and is assisting the Department with the following:

a) Provision of infrastructure delivery, including planning, design and construction through a multi-disciplinary team of professionals and technical specialists and

b) Exercising effective project controls, monitoring and reporting in line with applicable norms and standards.

c) I have met with DBSA to discuss the poor performance and advised the Department to establish a project management unit to conduct oversight.

 

Reply:

Prov		(a) A comprehensive breakdown of the total number of such projects in each province	(b) Names of the original contractors assigned to each of the projects **	(c) An explanation of the technical, financial and contractual factors that necessitated the involvement of the DBSA
EC	1	Qatywa Lodge	**	Incomplete chalets, restaurant and conference centre due to budget depletion.
	2	Western Tembuland Lodge	**	Incomplete chalets, entrance guard house due to budget depletion
	3	Maluti Hiking and Horse Trail	**	Poor workmanship on the river crossing bridges
	4	Mthonsi Lodge	**	Incomplete chalets, restaurant and conference centre due to budget depletion.
	5	Nyandeni	**	Chalets completed however not furnished. Lack of maintenance over time.
FS	1	Qwa Qwa Guest House	**	Incomplete chalets due to budget depletion.
	2	Vredefort Dome Interpretation Centre	**	Interpretation Centre completed however there were structural defects due to geotechnical instability.
	3	Monontsha Access Road	**	Incomplete access road due to budget depletion.
KZN	1	Muzi Pan	**	Chalets completed however with some defects/poor workmanship.
	2	Isibhubhu	**	The project was completed however could not be handed over without occupation certificate.
LP	1	Phiphidi Waterfall	**	Incomplete chalets due to contractual disputes with the Implementing Agent whose contract lapsed.
	2	The Oaks	**	Incomplete chalets due to contractual disputes with the Implementing Agent whose contract lapsed.
	3	Ngove	**	Some chalets not completed due to budget depletion
	4	Tisane	**	Incomplete chalets due to budget depletion
	5	VhaTsonga	**	Incomplete rondavels due to budget depletion and poor workmanship
NC	1	Kamiesburg	**	Incomplete ablution facilities, campsite and chalets due to budget depletion
	2	Platfontein	**	Chalets and kitchen completed. Structural defects post completion due in part to geotechnical issues and drainage.
NW	1	Manyane Lodge	**	Incomplete restaurant. Conference centre not done. Damages to the completed chalets from fire and vandalism. Budget depletion.
	2	Lehurutshe Bird and Trophy Hunting	**	Completed and not ready for however not ready be handed due to lack of Occupation certificate.

I have met with DBSA to discuss the poor performance and advised the Department to establish a project management unit to conduct oversight.

 

** Application of the POPI Act

Protection of Personal Information Act 4 of 2013

Reply:

REPLY 1 April 2021 – March 2022 1(a) Capacity-building programmes initiated and concluded	1(b) Dates in each case	1(c) Number of participants selected for each programme	2(a) What number of participants completed and graduated in each programme respectively	3(a) Budget allocated for each programme	3(a) Actual amounts spent for each programme **
Food and Beverage Cluster 3 (Northern Cape, Eastern Cape & Western Cape)	Start date: 01/09/2021 End date: 31/03/2023	340	225 (EC: 55, WESTERN CAPE: 98 and NC:72)	R 20 380 280.00	R15 351 303.00
Gauteng - Food Safety Quality Assurers	Start date: 01/08/2021 End date 31/01/2023	165	108	R 10 119 680.00	R8 007 541.00
Western Cape Food Safety Quality Assurer	Start date: 28/05/2021 End date: 31/08/2022	170	111	R 11 118 478.00	R8 620 874.00
Free State Professional Cookery	Start date: 02/09/2021 End date: 31/03/2023	120	108	R 7 127 038.00	R6 654 549.00
Northern Cape Professional Cookery	Start date 26/05/2021 End date: 31/12/2022	60	39	R 4 192 995.00	R3 257 554.00
Free State Hospitality Youth Training Programme (Fast Food Services)	Start date 01/11/2019 End date: 30/09/2023	250	235 learners active, 8th months at host employers. They will exit in June 2023.	R 17 462 400.00	R11 365 326.00
Kwa Zulu Natal & Western Cape Wine Service Training	Start date: 01/09/2021 – End date: 31/12/2022	252 100 KZN 152 WC	224 88 KZN 136 WC	R 17 181 791.00 was allocated to both Provinces managed by one service provider.	R16 335 587.00

REPLY 1 April 2022-March 2023 1(a) Capacity-building programmes initiated and concluded	1(b) Dates in each case	1(c) Number of participants selected for each programme	2(a) What number of participants completed and graduated in each programme respectively	3(a) Budget allocated for each programme	3(a) Actual amounts spent for each programme **
Food and Beverage Cluster 3 (Northern Cape, Eastern Cape & Western Cape)	Start date: 01/09/2021 End date: 31/03/2023	340	225 (EC: 55, WC: 98 and NC:72)	R 20 380 280.00	R15 351 303.00
Free State Professional Cookery	Start date: 02/09/2021 End date: 31/03/2023	120	108	R 7 127 038.00	R6 654 549.00
Free State Hospitality Youth Training Programme (Fast Food Services)	Start date 01/11/2019 End date: 30/09/2023	250	235 learners active, 8th months at host employers. They will exit in June 2023.	R 17 462 400.00	R11 365 326.00
Gauteng Food Safety Quality Assurers	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R249 382.00
Western Cape Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R228 690.00
North West Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R252 005.00
Limpopo Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R 1 177 375.00	R337 410.00
Mphumalanga Food Safety Quality Assurers	Start date: 01/03/2023 End date: 31/09/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 177 375.00	R343 754.00
Western Cape Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 346 310.00	R329 670.00
North West Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 362 295.00	R313 335.00
Limpopo Service Training	Start date: 10/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 361 375.00	R621 977.00
Mpumalanga Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 360 225.00	R624 487.00
KwaZulu Natal Wine Service Training (Skills programme 3 months)	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 320 320.00	R598 130.00
Mpumalanga Food and Beverage (learnership 12 months)	Start date: 01/03/2023 End date: 31/08/2024	100	*Training delivery and placement with the host employers in progress	R6 786 350.00	R753 407.00
Limpopo Food and Beverage	Start date: 01/03/2023 End date: 31/08/2024	100	*Training delivery and placement with the host employers in progress	R6 786 350.00	R737 963.00
Gauteng Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	120	*Training delivery and placement with the host employers in progress	R8 074 920.00	R805 727.00
KwaZulu Natal Food and Beverage	Start date 01/03/2023 End date: 30/09/2024	140	*Training delivery and placement with the host employers in progress	R8 457 330.00	R1 901 944.00
North West Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	100	*Training delivery and placement with the host employers in progress	R6 740 600.00	R1 141 625.00
Free State Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	100	*Training delivery and placement with the host employers in progress	R6 089 100.00	R818 010.00

REPLY SINCE 1 APRIL 2023 1(a) Capacity-building programmes initiated and concluded	1(b) Dates in each case	1(c) Number of participants selected for each programme	2(a) What number of participants completed and graduated in each programme respectively	3(a) Budget allocated for each programme	3(a) Actual amounts spent for each programme **
Free State Hospitality Youth Training Programme (Fast Food Services)	Start date 01/11/2019 End date: 30/09/2023	250	235 learners active, 8th months at host employers. They will exit in June 2023.	R 17 462 400.00	R11 365 326.00
Gauteng Food Safety Quality Assurers	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R249 382.00
Western Cape Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R228 690.00
North West Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R1 441 875.00	R252 005.00
Limpopo Food Safety Quality Assurers	Start date: 01/03/2023 End date: 30/09/2023	50	*Training delivery completed and placement with the host employers in progress.	R 1 177 375.00	R337 410.00
Mpumalanga Food Safety Quality Assurers	Start date: 01/03/2023 End date: 31/09/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 177 375.00	R343 754.00
Western Cape Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 346 310.00	R329 670.00
North West Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 362 295.00	R313 335.00
Limpopo Service Training	Start date: 10/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R 1 361 375.00	R621 977.00
Mpumalanga Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 360 225.00	R624 487.00
KwaZulu Natal Wine Service Training	Start date: 01/03/2023 End date: 31/08/2023	50	*Training delivery completed and placement with the host employers in progress	R1 320 320.00	R598 130.00
Mpumalanga Food and Beverage	Start date: 01/03/2023 End date: 31/08/2024	100	*Training delivery and placement with the host employers in progress	R6 786 350.00	R753 407.00
Limpopo Food and Beverage	Start date: 01/03/2023 End date: 31/08/2024	100	*Training delivery and placement with the host employers in progress	R6 786 350.00	R737 963.00
Gauteng Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	120	*Training delivery and placement with the host employers in progress	R8 074 920.00	R805 727.00
KwaZulu Natal Food and Beverage	Start date 01/03/2023 End date: 30/09/2024	140	*Training delivery and placement with the host employers in progress	R8 457 330.00	R1 901 944.00
North West Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	100	*Training delivery and placement with the host employers in progress	R6 740 600.00	R1 141 625.00
Free State Food and Beverage	Start date: 01/03/2023 End date: 30/09/2024	100	*Training delivery and placement with the host employers in progress	R6 089 100.00	R818 010.00

* I have been informed by the Department that learners get placed after the theoretical training. Placement is done for all the learners since it is part of their learning process, what is not guaranteed is the appointment of learners after completion of the programme.

** In terms of the unspent budget, the budget shows the full amount set aside for the specific skills programme. The skills programmes are mostly at the beginning of the implementation hence it shows such high unspent budget. As and when the project unfolds, the money will be paid to learners for stipends and the service providers are paid for training and project management fees. The money is paid in line with the achievement of the set milestones for the project which is spread over the project time.

(2) (b) How are participants selected for each programme?

The approved advertisement from the Department is published through the various platforms such as online platform; departmental website, uploaded through the provincial departments and municipalities as well as appointed service providers’ website. The recruitment and selection of prospective learners is managed by the appointed service provider in consultation with the Department.

(3) (a) What was the budget allocated for each programme and actual amount spent for each programme?

 

Please see tables above on the budget allocated and amount spent per programme.

(b) What processes, procedures and/or mechanisms are in place to ensure that each programme is completed by the required date/?

The Department has the following mechanism and instruments in place to manage the implementation of unemployed youth training programmes:

Service Level Agreements and Business Plan signed between the department and the implementing agents:

• Enforce compliance in line with the PFMA, SCM processes, Preferential

Procurement and Broad-Based Economic Empowerment Act.

• Monitor and evaluate projects delivery in accordance with the agreed scope of work assessment of performance,
• Report breach of contract based on project performance during implementation to management, seek legal advice on identified areas and SCM on procurement matters especially the tender deviation process (Tender documentation).

(4) (a) What are the timelines, deadlines, milestones and time frames in respect of each programme?

Project timeline is as follows:

Upon appointment of the service provider, the development, vetting process and final approval of the service level agreement (SLA) and conclusion of the project Business Plan (BP) are finalised. Project implementation is 12 months, the set timeline is 18 months which makes provision for submission of the completion report and project annual financial statements accompanied by supporting evidence.

 

Deadline is set out in the signed SLA. On or before the 5th of every month the appointed service provider submits the following to the department:

Project Progress Report (PPR) on project expenses incurred and status of achieved deliverables for assessment and approval by the Department.

EPWP report on number of active learners and drop outs, number of job days accumulated, monthly stipend expense and 1% UIF contribution. It should be noted that the report is accompanied by signed attendance registers as evidence on payment processed.

Milestone document: clearly defines all project milestones from 1-5 on deliverables, submission of all required evidence and payment due to the service provider upon assessment and approval of achieved deliverables.

(b) What are the criteria for measuring it?

The signed SLA, BP and implementation plan are used as instruments to measure the overall training deliverables. It should be noted that the impact of the training is measured according to the retention or absorption rate of skilled learners into temporary or permanent employment opportunities.

(c) What was the set conclusion date for each programme in each case and actual conclusion date for each programme in each instance respectively?

 

The information on project start date and end date is included in the above tables under the column 1(b).

 

Reply:

2020/2021 FINANCIAL YEAR

The SA Tourism Board was appointed for a period of three years from 1 June 2018 to 31 May 2021 and was properly constituted. There was however only one resignation of Ms Pam Yako as the SA Tourism Board Chairperson.

2021-2022 FINANCIAL YEAR

(a)What number of applications for appointment of the Board of the SA Tourism were received	(b) What number of applications missed the set deadline.	(c) What is the name of each applicant.	(d) What is the name of each board member who has resigned	(e) What were the reasons for each resignation	(f) What processes were followed in each case when appointing board members.	(g) On what date were the names of new board members gazetted in each case.	(h) On what date were they appointed.
118	N/A	Due to POPIA Act the names of the names of the applicants will not be disclosed.	N/A	N/A	The advert calling for nominations of members was placed in the government gazette No 45909 (11 February 2022) and two national newspapers (Sunday Times and City Press) on 6 February 2022 with a closing date of 7 March 2022. A total of 118 nominations to serve on the SA Tourism Board were received.	N/A (finalised in 2022/2023)	N/A (finalised in 2022/2023)

2022-2023 FINANCIAL YEAR

(a)What number of applications for appointment of the Board of the SA Tourism were received	(b) What number of applications missed the set deadline.	(c) What is the name of each applicant.	(d) What is the name of each board member who has resigned	(e) What were the reasons for each resignation	(f) What processes were followed in each case when appointing board members.	(g) On what date were the names of new board members gazetted in each case.	(h) On what date were they appointed.
118 (Received in 2021/2022)	N/A	Due to POPIA Act the names of the names of the applicants will not be disclosed.	N/A	N/A	The Selection Committee convened on 5 April 2022 to consider the candidature of applicants. A 28 candidates were identified for former Minister Sisulus’s consideration and approval. Twelve identified candidates (including a departmental representative) were subjected to pre-employment vetting in preparation to serve as SA Tourism Board 2022 to 2025. On 29 June 2022, the former Minister Sisulu, assigned the role, functions and responsibilities of the Accounting Authority (the Board and its Board Committees) of SA Tourism to the Acting Chief Executive Officer. The assignment was effective 01 June 2022 until such time that a new Board would be appointed. On 31 August 2022, the former Minister Sisulu appointed an interim Board of SA Tourism. A memorandum was submitted to the Cabinet Committee. Cabinet Committee recommended the cabinet memorandum to Cabinet for concurrence. On 19 October 2022 Cabinet granted concurrence on the recommended candidates subject to the verification of qualifications and the relevant clearance. The former Minister Sisulu following cabinet concurrence appointed members of the Board on 26 October 2022	8 November 2022	Interim SA Tourism Board: 31 August 2022 19 October 2022

SINCE 1 JANUARY 2023

(a)What number of applications for appointment of the Board of the SA Tourism were received	(b) What number of applications missed the set deadline.	(c) What is the name of each applicant.	(d) What is the name of each board member who has resigned	(e) What were the reasons for each resignation	(f) What processes were followed in each case when appointing board members.	(g) On what date were the names of new board members gazetted in each case.	(h) On what date were they appointed.
There were no Board nominations in 2023.	N/A	N/A	Mr. Ravi Nadasen Mr. Enver Duminy Ms Rosemary Anderson	Work commitments.	N/A	N/A	N/A

Reply:

(a) Number of vacancies exist in her department.

39 as of 01 April 2023.

(b) The department’s vacancy rate target is to keep the vacancy rate below 10% which has been achieved. However, the existing vacancies still need to be filled.

(c) and (d) The Department will continue to fill the vacant funded positions.

Reply:

(1) With reference to disciplinary action and/or any related action taken against staff in each level within the department

(a) in the past three financial years

Financial Year 2020/2021

(i) What number of disciplinary cases were dealt with in each month,

April 2020 - September 2020: No Cases

October 2020: Two Cases

November 2020 – January 2021: No cases

February 2021: One case

March 2021: Two cases

 

(ii) on what date was each case initiated and concluded,

• Initiated 26 October 2020 and concluded 25 November 2020
• Initiated 29 October 2020 and concluded 29 November 2020
• Initiated 25 February 2021 and concluded 13 April 2021
• Initiated 24 March 2021 and concluded 15 June 2021
• Initiated 30 March 2021 and concluded 01 July 2021

(iii)What were the reasons for the action?

• Gross negligence relating to management of projects
• Gross negligence relating to management of projects
• Misuse of departmental vehicle
• Misuse of departmental vehicle
• Misuse of departmental petrol card

(iv) What number of staff members were found:

(aa) No staff members were found guilty and fired

(bb) Three staff members were found guilty and not fired

1. The Presiding Officer imposed demotion and final written warning sanctions which were reduced by the appeal authority to a written warning and three months’ suspension without pay on the basis that the sanctions imposed by the Presiding Officer were too harsh.

2. The Presiding Officer imposed combined sanctions of a final written warning and one-month suspension without pay on the basis that she pleaded guilty, she was honest, there was no unmanageable elements of dishonesty which could affect the employer/ employee relationship and that the broken employment relationship could be salvaged.

3. The Presiding Officer imposed a final written warning on the basis that he could be rehabilitated, was a first offender and pleaded guilty.

(cc) Two staff members were innocent;

1. The Presiding Officer dismissed the charges against the employee on the basis that there was a time delay between the discovery of the alleged misconduct and the preferring of the charges. This is factually incorrect as the charges emanate from a forensic report that arises from outcomes of a prior year audit. The matter has been referred to the Labour Court for review of the decision of the presiding officer.

2. Same as the (cc) 1 above.

(2) (a) What alternative sanction was meted out in each case where a staff member was found guilty but not fired and

• Written warning and three (3) months suspension without pay
• Final written warning
• Final written warning and one-month suspension without pay

(b) what were the reasons that staff members were found not guilty in each specified case?

Inordinate delay in the institution of disciplinary proceedings against the employees. The Department has since escalated the matters to the Labour Court.

Financial Year 2021/2022

(i) What number of disciplinary cases were dealt with each month?

April- June 2021 no cases

July 2021 1 (one) case

August 2021 – March 2022 no cases

(ii) On what date was each case initiated and concluded?

Initiated on 13 July 2021 and concluded on 18 August 2021

(iii) What were the reasons for the action?

Misleading the Chief Financial Officer (CFO) to authorise several trips and accommodation with the belief that the trips and accommodation were for work purposes when that was not the case.

(iv) Number of staff members were found guilty and fired

(aa) No staff members were found guilty and fired

(bb) guilty and not fired.

The Presiding Officer imposed a sanction of dismissal but on appeal the sanctions were reduced to three months’ suspension without pay by the Appeals Authority.

(cc) No staff members were found innocent.

(2 ) (a) What alternative sanction was meted out in each case where a staff member was found guilty but not fired and

Three months’ suspension without pay.

(b) What were the reasons that staff members were found not guilty in each specified case?

No staff member was found not guilty.

Financial Year 2022/2023 and (b) since 1 April 2023,

(i) What number of disciplinary cases were dealt with in each month:

April – August 2022: No disciplinary cases

September 2022: One case

October 2022: No cases

November 2022: Three cases

December 2022: No cases

January 2023: One case

February 2023: No cases

March 2023: Three Cases

(b) Since April 2023: There were no disciplinary hearings.

(ii) On what date was each case initiated and concluded?

• Initiated 21 November 2022 and concluded 01 February 2023
• Initiated 18 January 2023 and concluded 23 January 2023
• Initiated on 07 November 2022 and 02 March 2023 but not concluded
• Initiated on 29 November 2022 and 08 March 2023 but not concluded
• Initiated on 06 September 2022 and 14 March 2023 but not concluded

(iii) What were the reasons for the action?

• Misuse of state vehicle
• Signing of business plan relating to a project without authority
• Gross negligence relating to management of projects

(iv) Number of staff members were found:

(aa) One staff member was found guilty and fired

(bb) No staff members were found guilty and not fired

(cc) One staff member was found innocent

The employee was found not guilty of signing Business Plan without authority. The ruling was based on the testimony of the employer’s witness that new developments revealed that the employee had the necessary authority to sign the Business Plan since a letter which was not made available to them at the time of their investigation, confirmed that the employee was acting Chief Director and was justified in signing the Business Plan.

(2) (a) What alternative sanction was meted out in each case where a staff member was found guilty but not fired and

There are no alternative sanctions. One official who was found guilty has submitted an appeal to the Executive Authority regarding their dismissal verdict.

(b) What were the reasons that staff members were found not guilty in each specified case?

The Presiding Officer established that the staff member had an authority as Acting Chief Director to sign the business plan.

Reply:

(1) I have been informed that the total GTIP grant disbursements between 1 April 2022 and 31 March 2023 amounted to R13 663 433 million. In addition to disbursements in the 2022/2023 financial year a further R22.3 million was registered as commitments for 31 GTIP applicants that were approved and another five approved applicants for which grant adjustments were approved. Once contracts between the IDC and approved applicants are concluded to trigger project implementation, registered commitments will change to disbursements.

An additional amount of R130 million was also transferred to the IDC from the Department in the 2022/2023 financial year to recapitalise the GTIP and ensure availability of funds required to open up additional application windows after taking into account existing commitments and future estimated expenditure on pipeline applications.

(2) Whether she will furnish Mr A Matumba with a list including the

(a) Names of the companies that benefited from the GTIP **	(b) Manner in which the specified companies benefited	(c) Total amount that was spent on the companies
Applicant number	Renewable energy generation	Energy efficiency equipment	Water efficiency equipment	Value of grant funding disbursement
1	X	X		R 937 367.00
2			X	R 52 191.60
3	X			R 378 962.00
4	X			R 319 727.56
5	X			R 302 557.13
6			X	R 75 545.09
7	X			R 21 078.00
8	X		X	R 564 679.55
9	X			R 372 371.23
10	X			R 310 367.00
11	X			R 163 028.88
12	X			R 429 812.50
13	X			R 247 626.25
14	X			R 395 827.08
15	X			R 115 667.62
16	X			R 218 246.00
17	X		X	R 441 064.05
18	X			R 478 869.84
19	X			R 1 000 000.00
20	X			R 571 743.45
21	X			R 1 000 000.00
22	X			R 155 569.00
23	X			R 331 339.86
24	X			R 391 946.08
25	X			R 406 288.88
26	X			R 286 108.45
27	X			R 346 922.22
28	X			R 915 156.60
29	X			R 912 785.37
30	X			R 317 636.49
31	X			R 431 609.81
32	x			R 270 881.38
33	x			R 400 457.00

** Application of the POPI Act

Protection of Personal Information Act 4 of 2013

Reply:

I have been informed that the department is aware of the new Preferential Procurement Regulations issued on 4 November 2022 and as a result have made the changes to the departmental Supply Chain Management policy as follows: -

The preferential points for bids below R50 million which is for bids based on 80/20 principle are allocated as follows:

• 6% for Women-Owned Businesses
• 12% for Black-Owned Businesses
• 2% for SMMEs

Awarding of the bid is based on 80% for price and 20% for preferential points as stated above.

The preferential points for bids above R50 million which is for bids based on 90/10 principle are allocated as follows:

• 2% for People Living with Disabilities
• 2% for Women-Owned Businesses
• 2% for SMMEs
• 4% for Black-Owned Businesses

Awarding of the bid is based on 90% for price and 10% for preferential points as stated above.

Reply:

(1) I have been informed by the Department that the details of infrastructure maintenance and beautification programmes for 2019 – current are as follows:

2019-current 1 .(a) Infrastructure maintenance and beautification programmes that have been initiated and concluded	1(b) Dates in each case
Infrastructure maintenance programme in 19 National Parks (National State-owned Assets) : Arid Region (Kgalagadi, Namakwa, Augrabies, Richtersveld National Parks); Frontier Region (Addo Elephant, Camdeboo, Mountain Zebra & Karoo National Parks); Garden Route Region (Wilderness, Knysna & Tsitsikamma National Parks); Cape Region (West Coast, Table Mountain, Bontebok, Agulhas, Tankwa Karoo National Parks); Northern Region (Golden Gate, Marakele, Mapungubwe National Parks) Kruger National Park (North and South Region National Parks)	2019-2023, project completed
Infrastructure maintenance programme in Provincial State Owned Assets The following projects in five provinces are being implemented as part of the 2023/24 Annual Performance Plan Eastern Cape Double Mouth Nature Reserve Oviston Nature Reserve Mpofu and Fordyce Nature Reserve Baviaanskloof Nature Reserve Thomas Baines Nature Reserve Cwebe & Dwesa Nature Reserves Free State Gariep Dam Resort Maria Moroka Resort Phillip Saunders Resort Sterkfontein Dam Nature Reserve Limpopo Makapans Valley World Heritage Site Nwanedi Nature Reserve Blouberg Nature Reserve Musina Nature Reserve Modjadji Nature Reserve Mpumalanga Manyeleti Nature Reserve Andover Nature Reserve Songimvelo Nature Reserve SS Skosana Nature Reserve Western Cape Lookout Hill Khayelitsha De Hoop Nature Reserve Wolwekloof Nature Reserve Cederberg Wilderness Area Goukamma Nature Reserve Kogelberg Nature Reserve The following projects are being implemented as part of the 2023/24 Operational Plans NC Doornkloof Nature Reserve NC Rolfontein Nature Reserve NC Goegap Nature Reserve GP Suikerbosrand Nature Reserve EC Hluleka Nature Reserve KZN J L Dube Precinct NW Mafikeng Hotel School NW Pilanesberg Nature Reserve	Conditional assessments were completed in 2021/22, contractor procurement was completed in 2022/23 and implementation rolled out from 2022/23 In 2023/24 implementation will commence on the NC and GP projects. In 2023/24 planning is being concluded for EC, KZN and NW projects, implementation is subject to budget availability.

(2) Programme	(a) Budget allocated for each programme	(b) Actual amount spent on each programme	(c) What processes, procedures, and mechanisms are in place	(d) Timelines, deadlines, milestones and time frames	(e) Criteria by which it is measured
Infrastructure Maintenance in 19 National Parks funded by the Department of Tourism	R120,000,000	R119,999,945	The implementation of the programme was continually monitored through quarterly PSC meetings, site visits, monthly financial and progress reporting.	The programme implemented by SANParks started in 2019. The quarterly targets were to monitor the implementation of the programme until its completion in March 2023.	The programme aimed to create jobs and SMME opportunities and improve the core tourism infrastructure product offering. These were therefore measured according to the number of work opportunities in the programme. The labour statistics are as follows: 953 temporary jobs were created in some of the most remote areas of the country, 67 SMMEs recruited with 345 women and 519 youth employed in the programme.
Infrastructure Maintenance Programme in 19 National Parks funded from the Presidential Employment Stimulus (PES) Fund	R 25,582,809	R 25,582,809	The implementation of the programme was continually monitored through quarterly PSC meetings, site visit, monthly financial and progress reporting	October 2021 - June 2022	The labour statistics are as follows: 639 temporary jobs were created in some of the most remote areas of the country, with 396 of the EPWP participants youth (62%) and 272 women (43%).
Infrastructure maintenance programme in Provincial State Owned Assets	R 124 417 191	Programme is currently being implemented, budget spend can only be provided once the programme has been completed.	The implementation of the programme is continually monitored through monthly site visits, meetings, financial and progress reporting.	As outlined in the table above	The programme aimed to create job and SMME opportunities and improve the core tourism infrastructure product offering. These were therefore measured according to the number of work opportunities in the programme.

(3) What was the set and actual conclusion date for each programme in each case?

The Infrastructure Maintenance Programme in National Parks funded by the National Department of Tourism commenced in 2019 with a 24-month term for implementation. However, with a disruption caused by COVID-19 in 2020, the programme was therefore extended and was completed in March 2023. The Infrastructure Maintenance Programme in National Parks funded through the Presidential Employment Stimulus (PES) Fund was implemented between October 2021 - June 2022. The Infrastructure Maintenance Programme in Provincial State Owned Assets is currently being implemented as indicated in the Tables above.

Reply:

(a) The Director General was never advised of the matter.

(b) (i) None

(ii) The Director General was never briefed on the matter but learnt about it from media. Upon learning about it from the media, the Director General immediately wrote to the Acting CEO enquiring if the information contained in the article was true and also raise other related governance matters associated thereto. This information was never received to date.

(c) The Department may only know of matters communicated and/or reported to it by the entity and basis of which the Department advises the Executive Authority on appropriate action. Where matters are not brought to the Department’s attention, it would have no means of overseeing such. However, the Board members individually and severally have fiduciary duties which they must uphold at all times and for which they take full accountability.

Reply:

1. (aa) Minister

(a) Destinations	(b i) Total cost accommodation	(b ii) Total cost travel	(b iii) Other cost (ground transport and S&T)
Minister MT Kubayi-Ngubane - was appointed on 29 May 2019
14/07/2019 – 18/07/2019 United States of America	38 852.14	68 472.60	13 372.18
12/08/2019 – 19/08/2019 Tanzania	52 347.71	20 843.93	12 787.03
08/09/2019 – 15/09/2019 Russia	106 426.96	129 191.86	90 619.72
29/09/2019 – 03/10/2019 Dubai – trip cancelled due to ill health of Minister/ cancellation costs for flight only	0.00	82 320.93	0.00
20/10/2019 – 25/10/2019 Japan	66 191.50	78 193.93	16 840.70
24/11/2019 – 28/112019 Ghana and Nigeria	48 278.18	76 717.04	8 502.69
01/12/2019 – 08/12/2019 Egypt	64 541.40	39 226.95	3 535.03
13/01/2019 – 16/01/2020 India	40 979.74	141 801.36	9 078.55
02/03/2020 – 07/03/2020 Germany – trip cancelled due to Covid-19/ cancellation costs	22 064.55	73 549.93	405.00
01/06/2020 – 31/05/2021	None	None	None
Minister LN Sisulu - was appointed on 5 August 2021
30/11/2021 – 03/12/2021 Spain	308 855.82	148 895.00	12 542.61
01/12/2021 – 08/12/2021 Dubai, United Emirates	122 797.65	271 016.30	51 403.34
10/12/2021 – 16/12//2021 United Kingdom	20 045.22	218 789.50	17 643.60
16/04/2022 – 18/04/2022 Philippines	58 425.73*	112 314.40*	14 194.96*
09/05/2022 – 12/05/2022 United Arab Emirates	80 176.22*	148 809.40*	17 958.60*
06/06/2022 – 08/06/2022 Kingdom of Saudi Arabia	Paid by host	55 279.90*	15 663.12*
14/06/2022 – 01/07/2022 United Kingdom	164 028.60*	132 981.62*	11 727.03*
10/07/2022 – 13/07/2022 Russia	81 521.17*	139 619.90*	29 004.79*
19/09/2022 – 26/09/2022 Japan	Claim not received from DIRCO	228 310.92*	7 092.78*
26/11/2022 – 02/12/2022 Saudi Arabia	Paid by host	182 750.40*	7 315.11*
Minister P de Lille - Appointed on 6 March 2023
The Minister did not, as yet, travel internationally

* Costs for the 2022-2023 financial year still needs to be audited

(bb) Deputy-Minister: Mr AF Mahlalela - Appointed on 29 May 2019

(a) Destinations	(b i) Total cost accommodation	(b ii) Total cost travel	(b iii) Other cost (ground transport and S&T)
24/10/2019 – 26/10/2019 Tanzania	6 330.91	54 529.93	6 911.31
20/01/2020 – 25/01/2020 Spain	21 247.60	56 216.93	9 075.88
18/02/2020 – 24/02/2020 Cote D’voire	33 657.72	59 332.64	12 221.49
29/05/2022 – 03/06/2022 Germany	28 512.07*	84 619.40*	8 690.73*
24/09/2022 – 27/09/2022 Indonesia	27 826.63*	135 268.55*	9 941.51*
03/10/2022 – 08/10/2022 Tanzania	41 107.69*	93 546.35*	12 945.22*
24/10/2022 – 27/10/2022 Botswana	23 685.90*	18 464.96*	3 720.42*

* Costs for the 2022-2023 financial year still needs to be audited

2. (a) Minister

Since 1 June	Total cost incurred for domestic air travel
Minister MT Kubayi-Ngubane - was appointed on 29 May 2019.
2019 – 2020	R 633 445,09
2020 – 2021	R 172 433,25
Minister LN Sisulu - was appointed on 5 August 2021.
2021 – 2022	R 242 031,09
Minister LN Sisulu
2022 – 2023	R760 388.28*
Minister P de Lille - Appointed on 6 March 2023.
2022-2023	R9 446.52*

(b) Deputy Minister Mr AF Mahlalela - Appointed on 29 May 2019.

Since 1 June	Total cost incurred for domestic air travel
2019 – 2020	R 591 138,38
2020 – 2021	R 101 739,65
2021 – 2022	R 110 123,98
2022 – 2023	R178 446.84*

* Costs for the 2022-2023 financial year still needs to be audited

Reply:

(1) With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

(a) in the past three financial years

Financial Year 2020/2021

i) what number of disciplinary cases were dealt with in each month,

• I have been informed of one disciplinary case in FY20/21

ii) on what date was each case initiated and concluded,

• The employee was charged in March 2020 and the disciplinary enquiry was convened in July 2020 over three days.

iii) what were the reasons for the action,?

• The employee was charged with gross negligence as it relates to supply chain and procurement processes for one of the in-country offices;
• The secondary charges were around the failure to follow procedures in relation to a procurement process.

iv) what number of staff members were found?

(aa) guilty and fired,

• The employee was found guilty of gross negligence and the sanction meted out was dismissal

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

- Not applicable

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- Not applicable

Financial Year 2021/2022

With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

(i)  what number of disciplinary cases were dealt with in each month,

• Three disciplinary cases took place in the organisation

(ii) on what date was each case initiated and concluded,

1. The first case involved the GM: ICT and was initiated in April 2021 and was concluded in May 2021;
2. The second case involved the Enterprise Architecture Manager and was initiated in October 2021 and was concluded in the same month;
3. The third case involved the Data & Security Implementation Specialist and was initiated in March 2022 and was concluded in the same month.

(iii) what were the reasons for the action,?

1. The case involving the GM: ICT involved charges of gross negligence in relation to the management and payment of invoices for systems and failure to follow organisational procedures and compliance;
2. The case involving the Enterprise Architecture Manager involved charges of gross negligence, dereliction of duty as well as insubordination;
3. The case involving the Data & Security Implementation involved failure to deliver work of the required standard and negligence.

(iv) what number of staff members were fired?

(aa) guilty and fired,

• Employees under (a) and (b) were found guilty and the sanction meted out was dismissal

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

- Employee under (c) was found not guilty

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- The evidence presented for employee under (c) did not support a guilty verdict. It was recommended that the employee undergo a performance counselling process.

Financial Year 2022/2023 and (b) since 1 April 2023,

With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

(i) what number of disciplinary cases were dealt with in each month,

• A total number of two disciplinary cases for the fiscal

(iii) on what date was each case initiated and concluded,

1. The first case involved the Head: Analytics and was initiated in February 2022;
2. The second case involved the Brand Innovation Manager and was initiated in July 2022;

(iv) what were the reasons for the action?

1. The employee under (a) was charged with gross insubordination and gross negligence;
2. The employee under (b) was charged with dereliction of duty, gross negligence and negligence;

(v) what number of staff members were found

(aa) guilty and fired,

1. The employee under (a) was found guilty and the sanction meted out was dismissal;
2. The employee under (b) was found guilty and the sanction meted out was dismissal;

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

• Not applicable

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- Not applicable

Reply:

(1) With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

(a) in the past three financial years

Financial Year 2020/2021

i) what number of disciplinary cases were dealt with in each month,

• I have been informed of one disciplinary case in FY20/21

ii) on what date was each case initiated and concluded,

• The employee was charged in March 2020 and the disciplinary enquiry was convened in July 2020 over three days.

iii) what were the reasons for the action,?

• The employee was charged with gross negligence as it relates to supply chain and procurement processes for one of the in-country offices;
• The secondary charges were around the failure to follow procedures in relation to a procurement process.

iv) what number of staff members were found?

(aa) guilty and fired,

• The employee was found guilty of gross negligence and the sanction meted out was dismissal

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

- Not applicable

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- Not applicable

Financial Year 2021/2022

With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

i) what number of disciplinary cases were dealt with in each month,

• Three disciplinary cases took place in the organisation

ii) on what date was each case initiated and concluded,

1. The first case involved the GM: ICT and was initiated in April 2021 and was concluded in May 2021;
2. The second case involved the Enterprise Architecture Manager and was initiated in October 2021 and was concluded in the same month;
3. The third case involved the Data & Security Implementation Specialist and was initiated in March 2022 and was concluded in the same month.

iii) what were the reasons for the action,?

1. The case involving the GM: ICT involved charges of gross negligence in relation to the management and payment of invoices for systems and failure to follow organisational procedures and compliance;
2. The case involving the Enterprise Architecture Manager involved charges of gross negligence, dereliction of duty as well as insubordination;
3. The case involving the Data & Security Implementation involved failure to deliver work of the required standard and negligence.

iv) what number of staff members were fired?

(aa) guilty and fired,

• Employees under (a) and (b) were found guilty and the sanction meted out was dismissal

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

- Employee under (c) was found not guilty

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- The evidence presented for employee under (c) did not support a guilty verdict. It was recommended that the employee undergo a performance counselling process.

Financial Year 2022/2023 and (b) since 1 April 2023,

With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

i) what number of disciplinary cases were dealt with in each month,

• A total number of two disciplinary cases for the fiscal

ii) on what date was each case initiated and concluded,

1. The first case involved the Head: Analytics and was initiated in February 2022;
2. The second case involved the Brand Innovation Manager and was initiated in July 2022;

iii) what were the reasons for the action?

1. The employee under (a) was charged with gross insubordination and gross negligence;
2. The employee under (b) was charged with dereliction of duty, gross negligence and negligence;

(v) what number of staff members were found

(aa) guilty and fired,

1. The employee under (a) was found guilty and the sanction meted out was dismissal;
2. The employee under (b) was found guilty and the sanction meted out was dismissal;

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

• Not applicable

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- Not applicable

Reply:

(1) With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

(a) in the past three financial years

Financial Year 2020/2021

i) what number of disciplinary cases were dealt with in each month,

• I have been informed of one disciplinary case in FY20/21

ii) on what date was each case initiated and concluded,

• The employee was charged in March 2020 and the disciplinary enquiry was convened in July 2020 over three days.

iii) what were the reasons for the action,?

• The employee was charged with gross negligence as it relates to supply chain and procurement processes for one of the in-country offices;
• The secondary charges were around the failure to follow procedures in relation to a procurement process.

iv) what number of staff members were found?

(aa) guilty and fired,

• The employee was found guilty of gross negligence and the sanction meted out was dismissal

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

- Not applicable

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- Not applicable

Financial Year 2021/2022

With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

i) what number of disciplinary cases were dealt with in each month,

• Three disciplinary cases took place in the organisation

ii) on what date was each case initiated and concluded,

1. The first case involved the GM: ICT and was initiated in April 2021 and was concluded in May 2021;
2. The second case involved the Enterprise Architecture Manager and was initiated in October 2021 and was concluded in the same month;
3. The third case involved the Data & Security Implementation Specialist and was initiated in March 2022 and was concluded in the same month.

iii) what were the reasons for the action,?

1. The case involving the GM: ICT involved charges of gross negligence in relation to the management and payment of invoices for systems and failure to follow organisational procedures and compliance;
2. The case involving the Enterprise Architecture Manager involved charges of gross negligence, dereliction of duty as well as insubordination;
3. The case involving the Data & Security Implementation involved failure to deliver work of the required standard and negligence.

iv) what number of staff members were fired?

(aa) guilty and fired,

• Employees under (a) and (b) were found guilty and the sanction meted out was dismissal

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

- Employee under (c) was found not guilty

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- The evidence presented for employee under (c) did not support a guilty verdict. It was recommended that the employee undergo a performance counselling process.

Financial Year 2022/2023 and (b) since 1 April 2023,

With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

i) what number of disciplinary cases were dealt with in each month,

ii) 

• A total number of two disciplinary cases for the fiscal

iii) on what date was each case initiated and concluded,

1. The first case involved the Head: Analytics and was initiated in February 2022;
2. The second case involved the Brand Innovation Manager and was initiated in July 2022;

iv) what were the reasons for the action?

1. The employee under (a) was charged with gross insubordination and gross negligence;
2. The employee under (b) was charged with dereliction of duty, gross negligence and negligence;

(v) what number of staff members were found

(aa) guilty and fired,

1. The employee under (a) was found guilty and the sanction meted out was dismissal;
2. The employee under (b) was found guilty and the sanction meted out was dismissal;

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

• Not applicable

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- Not applicable

Reply:

(1) With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

(a) in the past three financial years

Financial Year 2020/2021

i)what number of disciplinary cases were dealt with in each month,

• I have been informed of one disciplinary case in FY20/21

ii) on what date was each case initiated and concluded,

• The employee was charged in March 2020 and the disciplinary enquiry was convened in July 2020 over three days.

iii) what were the reasons for the action,?

• The employee was charged with gross negligence as it relates to supply chain and procurement processes for one of the in-country offices;
• The secondary charges were around the failure to follow procedures in relation to a procurement process.

iv) what number of staff members were found?

(aa) guilty and fired,

• The employee was found guilty of gross negligence and the sanction meted out was dismissal

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

- Not applicable

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- Not applicable

Financial Year 2021/2022

With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

i) what number of disciplinary cases were dealt with in each month,

• Three disciplinary cases took place in the organisation

ii) on what date was each case initiated and concluded,

1. The first case involved the GM: ICT and was initiated in April 2021 and was concluded in May 2021;
2. The second case involved the Enterprise Architecture Manager and was initiated in October 2021 and was concluded in the same month;
3. The third case involved the Data & Security Implementation Specialist and was initiated in March 2022 and was concluded in the same month.

iii) what were the reasons for the action,?

1. The case involving the GM: ICT involved charges of gross negligence in relation to the management and payment of invoices for systems and failure to follow organisational procedures and compliance;
2. The case involving the Enterprise Architecture Manager involved charges of gross negligence, dereliction of duty as well as insubordination;
3. The case involving the Data & Security Implementation involved failure to deliver work of the required standard and negligence.

iv) what number of staff members were fired?

(aa) guilty and fired,

• Employees under (a) and (b) were found guilty and the sanction meted out was dismissal

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

- Employee under (c) was found not guilty

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- The evidence presented for employee under (c) did not support a guilty verdict. It was recommended that the employee undergo a performance counselling process.

Financial Year 2022/2023 and (b) since 1 April 2023,

With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

i) what number of disciplinary cases were dealt with in each month,

ii) 

• A total number of two disciplinary cases for the fiscal

iii) on what date was each case initiated and concluded,

1. The first case involved the Head: Analytics and was initiated in February 2022;
2. The second case involved the Brand Innovation Manager and was initiated in July 2022;

iv) what were the reasons for the action?

1. The employee under (a) was charged with gross insubordination and gross negligence;
2. The employee under (b) was charged with dereliction of duty, gross negligence and negligence;

(v) what number of staff members were found

(aa) guilty and fired,

1. The employee under (a) was found guilty and the sanction meted out was dismissal;
2. The employee under (b) was found guilty and the sanction meted out was dismissal;

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

• Not applicable

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- Not applicable

Reply:

(1) With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

(a) in the past three financial years

Financial Year 2020/2021

i) what number of disciplinary cases were dealt with in each month,

• I have been informed of one disciplinary case in FY20/21

ii) on what date was each case initiated and concluded,

• The employee was charged in March 2020 and the disciplinary enquiry was convened in July 2020 over three days.

iii) what were the reasons for the action,?

• The employee was charged with gross negligence as it relates to supply chain and procurement processes for one of the in-country offices;
• The secondary charges were around the failure to follow procedures in relation to a procurement process.

iv) what number of staff members were found?

(aa) guilty and fired,

• The employee was found guilty of gross negligence and the sanction meted out was dismissal

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

- Not applicable

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- Not applicable

Financial Year 2021/2022

With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

i) what number of disciplinary cases were dealt with in each month,

• Three disciplinary cases took place in the organisation

ii) on what date was each case initiated and concluded,

1. The first case involved the GM: ICT and was initiated in April 2021 and was concluded in May 2021;
2. The second case involved the Enterprise Architecture Manager and was initiated in October 2021 and was concluded in the same month;
3. The third case involved the Data & Security Implementation Specialist and was initiated in March 2022 and was concluded in the same month.

iii) what were the reasons for the action,?

1. The case involving the GM: ICT involved charges of gross negligence in relation to the management and payment of invoices for systems and failure to follow organisational procedures and compliance;
2. The case involving the Enterprise Architecture Manager involved charges of gross negligence, dereliction of duty as well as insubordination;
3. The case involving the Data & Security Implementation involved failure to deliver work of the required standard and negligence.

iv) what number of staff members were fired?

(aa) guilty and fired,

• Employees under (a) and (b) were found guilty and the sanction meted out was dismissal

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

- Employee under (c) was found not guilty

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- The evidence presented for employee under (c) did not support a guilty verdict. It was recommended that the employee undergo a performance counselling process.

Financial Year 2022/2023 and (b) since 1 April 2023,

With reference to disciplinary action and/or any related action taken against staff in each level within SA Tourism

i)n what number of disciplinary cases were dealt with in each month,

• A total number of two disciplinary cases for the fiscal

iii) on what date was each case initiated and concluded,

1. The first case involved the Head: Analytics and was initiated in February 2022;
2. The second case involved the Brand Innovation Manager and was initiated in July 2022;

iv) what were the reasons for the action?

1. The employee under (a) was charged with gross insubordination and gross negligence;
2. The employee under (b) was charged with dereliction of duty, gross negligence and negligence;

(v) what number of staff members were found

(aa) guilty and fired,

1. The employee under (a) was found guilty and the sanction meted out was dismissal;
2. The employee under (b) was found guilty and the sanction meted out was dismissal;

(bb) guilty and not fired and

• Not applicable

(cc) innocent;

• Not applicable

(2) what (a) alternative sanction was meted out in each case where a staff member was found guilty but not fired and

- Not applicable

(b) were the reasons that staff members were found not guilty in each specified case?

- Not applicable

Reply:

(1) I have been informed by SA Tourism as follows:

Years	(a) Number of meetings held	(b) Number of meetings expected to have	(c) Reasons for having had more or fewer meetings
1 Jan – 31 Dec 2019	12	7	As a result of the Covid-19 pandemic, the Board had to convene special Board meetings in response to the pandemic, establish new ways of working, drafting of sector recovery plans etc.
1 Jan – 31 Dec 2020	24	7	As a result of the Covid-19 pandemic, the Board had to convene special Board meetings in response to the pandemic, establish new ways of working, drafting of sector recovery plans etc. The Board resorted to weekly working meetings
1 Jan – 31 Dec 2021	17	7	As a result of the Covid-19 pandemic, the Board had to convene special Board meetings in response to the pandemic, establish new ways of working, drafting of sector recovery plans etc.
1 Jan – 31 Dec 2022	16	7	Period starting 1 January 2022 to 31 May 2022, 3 Board meetings were held. Period from 1 May 2022 to 1 August 2022, there was no Board. The ACEO was appointed as the Accounting Authority. 2 September 2022 to December 2022, 13 Board Meetings were held
1 Jan – 31 Mar 2023	15	1	The Board had to consider and approve the Tottenham Hotspur proposal and further deal with all the issues that arose from the proposal.

 

(2) Since the members resigned on 2 February 2023:

(a) The board had 13 meetings

(b) The following decisions were taken – Please see attached resolutions.

(3) Provision of registers and minutes of the meetings. – See attached Board resolutions.

 

 

Reply:

(1) Whether her department will furnish the official report from SA Tourism on the Tottenham Hotspur deal; if not, why not; if so, what are the relevant details?

On 22 March, I issued a letter to the Chairperson of the SA Tourism Board, requesting details of the proposed deal with Tottenham Hotspur Football Club. That letter is attached as an annexure. The Board responded on the specified deadline of 29 March, that it will no longer proceed with the transaction, nor will it seek the concomitant requisite approvals for the proposed transaction. The SAT response is attached as an annexure.

(2) What is the position of the acting Chief Executive officer of SA Tourism on the issue?

The Board is the Accounting Authority, not the Acting CEO.

Reply:

(a) I have been informed by the Department that the Green Paper was not approved in the third quarter of 2022/23 financial year. Consultations were held to solicit the views of stakeholders on matters that require policy attention as opposed to formal consultations that afford the public to submit their inputs which only takes place after cabinet processes.

(b) Preliminary stakeholder consolations took place on the dates in the table below. However, the call for public comments will be done through a government gazette.

Name of Stakeholder Consulted	Dates
National Departments (internal stakeholders)	07 November 2022
KwaZulu-Natal Local Government Tourism Peer Learning Network Session	17 November 2022
Eastern Cape Local Government Tourism Peer Learning Network Session	25 November 2022
Western Cape Local Government Tourism Peer Learning Network Session	29 November 2022
Bilateral with Department of Home Affairs Legal section	13 December 2022
Quarter 4 Consultations
Tourism Business Council of South Africa	31 January 2023
Bilateral Consultation Department of Science & Innovation	10 February 2023
KwaZulu-Natal Provincial Consultation	21 February 2023
Limpopo Provincial Tourism Forum	22 February 2023
Quarter 4 Consultations
Eastern Cape Provincial Tourism Forum	28 February 2023
Western Cape Provincial consultation	06 March 2023
Free State Provincial Stakeholder Engagement	07 March 2023
Northern Cape Provincial Learning Network	08 March 2023
North West Provincial Stakeholders Forum	14 & 16 March 2023

(c) The Department of Tourism

(d) Various platforms are utilised including Provincial fora, private sector representative bodies and relevant tourism stakeholder engagement platforms.

(e) The Cabinet process is targeted for May 2023.

(f) Internal management reporting applies.

Reply:

(a) A timeline for the filling of the vacant Chief Executive Officer (CEO) position at SA Tourism

I have been informed that the advertisement for the CEO position was placed in national newspapers on 20 January 2023 with the closing date for applications on 20 February 2023. This was followed by a two-week applications screening and shortlisting process. The shortlisted applications are currently at the Board for further processing including conducting interviews.

(b) The combined salary being paid to the acting CEO, Mr Themba Khumalo, including the salary for the:

(i) Specified person’s role as Chief Marketing Officer.

Mr Themba Khumalo has been in his role as Chief Marketing Officer since August 2019 and currently on a total cost to company of R 2 655 443 per annum.

(ii) Acting allowance of CEO; if not, why not, in each case; if so, what are the relevant details in
each case?

All acting appointments in the organisation are governed by the Acting policy. The allowance is calculated at twenty percent (20%) of notch one (1) of the total cost to company of the position the acting employee will be appointed into.

Acting Allowance – Chief Executive Officer

• Job Grade = F2= R2 421 443
• Notch 1 = R 201 751,91pm
• Acting Allow @ 20% = R 40 350,20 pm

Reply:

I have been informed by SA Tourism that the 3-year Integrated Destination Brand Marketing Strategy was approved by the South African Tourism Executive Committee on 22 December 2022.

The objective was to develop a 3-year destination marketing strategy to address the target of reaching 21 million arrivals by 2030 while considering the destination marketing objectives for leisure, business and corporate brands.

At the core of the strategy is our vision is to position South Africa as an exceptional tourist and business events destination that offers a value-for money, quality tourist experience that is diverse and unique.

This will be achieved by marketing South Africa both domestically and internationally in order to increase the volume of tourists and the value they add to the economy by:

• Implementing an integrated tourism marketing strategy for South Africa
• Promoting South Africa as a world-class business events destination
• Facilitating the delivery of service-orientated, quality-assured tourism experiences
• Positioning South African Tourism as an industry thought leader
• Championing a digital outlook for the industry
• Enhancing stakeholder participation and collaboration.

Reply:

(a) Whether her department is on track with the Global Advocacy Programme; if not, what are the full details of the delays?

I have been informed by SA Tourism that the Global Advocacy Programme is about addressing barriers and managing the brand and the image of the country as it pertains to tourism. The Global Advocacy Programme focuses on three key areas, and these include travel barrier removal communications roadmap; the strategic events communications calendar and the "Always On” content management roadmap. To this end, the programme is on track and has been rolled out accordingly.

(b) What type of stringent measures are being implemented to address the backlog; if so, what are the relevant details?

The Global Advocacy Programme is on track. SA Tourism has implemented this programme through various channels and platforms inclusive of traditional and social media. These engagements include partnering with key stakeholders at trade shows, ensuring that the right content that seeks to address barrier issues is shared with media and stakeholders. As part of the Global Advocacy Programme, SA Tourism also leverages strategic national days of importance to also drive image and perception management.

Reply:

(a)

I have been informed by the Department that the information is still to be audited for the 2022/23 financial year.

(b) (i) The Office of the CFO issued non-compliance letters for invoices that exceeded 30 days. Supervisors discussed the non-compliance with affected employees. In cases where an employee was at fault, a verbal warning was issued and in some cases further travel by affected employee was suspended until the matter was resolved. In cases of repeat offenders, written warnings were issued.

(ii) The approach to consequence management will be strengthened through introducing disciplinary measures in cases of repeat offenders.

Reply:

a) I have been informed by SAT that the percentage of payments paid to service providers and suppliers is as follows:

(i) For the financial year 2021/2022 the entity achieved 100% of compliant invoices within 30 days from the date of receipt as audited by the Auditor General and as prescribed by law.

b) (i) N/A as all payments were made within 30 days.

(ii) For the period under review, this report is yet to be audited as part of the Annual Report.

Reply:

1. (a) I have discussed the matter with the Minister in the Presidency responsible for BrandSA. There was no Cabinet decision on the matter as it was scheduled to serve before Cabinet in August 2022 but was withdrawn. The two Ministers have agreed to, first, do a feasibility study and audit the performance of both entities, before a submission is made to Cabinet for consideration.

(b)- (d) Not applicable

2. (a) –(d) Not applicable

Reply:

(1) and (2) According to SA Tourism, the reason for the proposed sponsorship was to market South Africa as a tourist destination, abroad.

Since receiving the report, I sought legal advice and on 22 March, I issued a letter to the Chairperson of the SA Tourism Board, requesting details of the proposed deal with Tottenham Hotspur Football Club. That letter is attached as an annexure. The Board responded on the specified deadline of 29 March, that it will no longer proceed with the transaction, nor will it seek the concomitant requisite approvals for the proposed transaction. The SAT response is attached as an annexure.

Reply:

I did not receive a handover on which processes were followed in appointing the three Board members by my predecessor.

On Friday 18 April, via a Government Gazette, I will dissolve the SA Tourism Board.

In the same Gazette, I will appoint three Interim Board members in terms of Section 16 (3) (b) of the Tourism Act with experience in Finance, Governance and Tourism.

These three members will have full decision-making powers until such time that the Board is officially appointed.

Reply:

I have been informed that:

(a) (i) Mr. Enver Duminy resigned on 1 February 2023, while Mr. Ravi Nadasen and Ms. Rosemary Anderson resigned on 2 February 2023.

– 2 February 2023

(ii) and (b) (i) and (ii)

On Friday 18 April, via a Government Gazette, I will dissolve the SA Tourism Board.

In the same Gazette, I will appoint three Interim Board members in terms of Section 16 (3) (b) of the Tourism Act with experience in Finance, Governance and Tourism.

These three members will have full decision-making powers until such time that the Board is officially appointed.

Reply:

(a) I have been informed by SA Tourism that all three members attended the Board meeting on 27 January 2023 where the Tottenham Hotspur proposal was first tabled for approval.

(b) I have been informed by SA Tourism that one board member attended the meeting and formed part of the quorum. The other two board members tendered their apologies and did not form part of the quorum.

(c) I have been informed by SA Tourism that one board member attended and recorded her dissent with regard to approval of the proposal. Another member, who tendered an apology for the meeting, formally submitted his disagreement and dissent in a letter to the Chairperson.

Reply:

(a) The law is clear that invoices must be paid within 30 days. SO, this is a compliance issue.

(b) Monthly reporting to the Executive Authority monitoring will be conducted and consequence management will be introduced.

(c) (i), (ii), (iii) and (iv)

See above

 

Reply:

(1) (a) I have been informed by the Department that the percentage of payments paid to service providers and suppliers are tabled below:

(i) 30 days of invoicing

2020-2021	2021-2022	2022-2023
95,54%	99,98%	To be audited

(ii) 60 days of invoicing

2020-2021	2021-2022	2022-2023
0,020%	1,98%	To be audited

(iii) 90 days of invoicing

2020-2021	2021-2022	2022-2023
0,000%	1,001%	To be audited

(iv) 120 days of invoicing

2020-2021	2021-2022	2022-2023
0,000%	0,78%	To be audited

 

(b) Percentage of payments paid to service providers and suppliers by her department above 120 days of invoicing in each month:

(i) – (iii) Payments above 120 days of invoicing for financial years 2020-21 and 2021-22 were at zero percent (0%).

(b)(ii) Payments for 2022 – 2023 financial year are still to be audited.

(2) (a) Processes, procedures and mechanisms are in place to improve the total number of days it takes to pay invoices:

The Department is working on introducing automation for submission and tracking of invoices, so that all invoices are paid within 30 days as required by law.

(b) How will her department measure the improvement.

Monthly monitoring will be conducted and consequence management will be introduced.

Reply:

(1) I have been informed by the Department that the Constitutional Court’s decision of the 8th of February 2023 relates to another application against the Minister of Tourism concerning the Tourism Relief Fund (TRF) and not the Tourism Equity Fund (TEF).

However, on 26 April 2021 the High Court of South Africa, in Pretoria, ordered that the Respondents, including the Minister of Tourism, are interdicted and restrained from processing any application and/or making any payments pursuant to any application for funding from the Tourism Equity Fund (TEF) pending the determination and finalisation Part B (main application) of the application. This litigation is still ongoing.

(2) N/A

(3) (a) N/A

(b) N/A