Questions and Replies

Reply:

1. The Minister has not been informed of the position expressed by an official who is from South African Central Authority, and represented the department at an African regional and international conference in April 2019 in Cape Town. The said official is holding the position of a Director and is responsible for adoptions and international social services. The official was requested to present to the conference on the situation of intercountry adoptions in the country. The presentation made was authorised by the relevant principals in the department, beforehand.

Amongst other things the presentation touched on the principle of subsidiarity, which basically means that children should be placed with families within the country before intercountry adoption could be considered which is in line with the best interest of the child to retain culture, language amongst other things.

(a)The government of South Africa requires that the principle of subsidiarity should be applied in all cases involving children; which states that “Children should be raised by his or her birth family or extended family whenever possible. If that is not possible other forms of permanent family care in the country of origin should be considered. Only after due consideration has been given to national solutions intercountry adoption should be considered.” This is as per section 47 of Guide no.1 of 2008, which relates to subsidiarity in The Guide to Good Practice on Inter Country Adoptions. This is also the position of the South African Government as signatories of the Hague convention.

(i)The Department’s position is consistent with the Hague Convention on Inter-country Adoptions, the Constitution of the Republic of South Africa and the Children’s Act (Act no.38 of 2005) which are the guiding tools to render adoption services. As a result the Government upholds the principle that the best interests of the child are of paramount importance in every case when adoption is being facilitated.

(ii)The Department complies with the constitutional right as articulated in section 28 (1) (b) that every child has a right to family care or parental care, or to appropriate alternative care when removed from family environment. Therefore when children are adopted this right is respected and upheld by the department.

(iii)The Department applies the hierarchy of placement options for children in a manner that befits the best interests of the children, in line with the principle of subsidiary and measures are taken to place the children within their country of origin first before intercountry adoption is considered. Institutionalisation is considered a last resort for children when suitable families cannot be found in the country. This is in line with the Hague Convention on Intercountry Adoptions.

(b) The presentation done by Director responsible for adoptions and international social services was in line with the position of South Africa, Constitution of the Republic of South Africa, the Children’s Act 38 of 2005 and the Hague Convention on Intercountry Adoptions. The presentation touched on challenges experienced which amongst others included the implementation and compliance to the subsidiarity principle. This challenge sparked the discussion as the Director was requested by the Chair Person of the session Judge Connie Mocumi to clarify what subsidiarity principle means in simple terms. The department is of the view that there is no need to retract the statement or position made at the conference on subsidiarity as it is compliant with the position of South Africa. Here with attached is the presentation done, conclusions and recommendations made at the conference.

(c) The Department adhered to the Hague Convention on Intercountry Adoptions and authorities from the Hague Secretariat were present at the conference and did not object to the presentation made by the Director for adoptions and international social services on behalf of the Department. The department would like to confirm that the officials from Hague Secretariat are aware and understands the South African Government position.

(d) The Hague Secretariat fully understands the position of South Africa in relation to the principle of subsidiarity. South Africa acceded to the Hague Convention on Intercountry Adoption in December 2003. Since then the relationship between the Department and The Hague Secretariat has been good. So far there have not been challenges and concerns regarding the implementation of the Convention. As the result there is no need to take steps to empower officials on the applicability of the international legal principle of subsidiarity.

2. The department has taken a resolution not to investigate the allegations raised since what was presented is in line with The Hague convention guide to good practice and it’s also the position of the department on the principle of subsidiarity.

________________________

Approved by the Minister of Social Development

Date……………………….

Reply:

I have been advised by the department and entities as follows:

SA BROADCASTING CORPORATION:

1. (a) Number of Security Personnel

Area	Number of personnel
SABC HEAD OFFICE - AUCKLAND PARK	157
SABC MPUMALANGA	14
SABC NORTH WEST	32
SABC LIMPOPO	29
SABC EASTERN CAPE	23
SABC NORTHERN CAPE	12
SABC TSHWANE	21
SABC FREE STATE	16
SABC WESTERN CAPE	16
SABC KZN	26

1. (b) Number of Cleaning Personnel

Area	Number of personnel
SABC HEAD OFFICE - AUCKLAND PARK	117
SABC MPUMALANGA	2
SABC NORTH WEST	17
SABC LIMPOPO	15
SABC EASTERN CAPE	14
SABC NORTHERN CAPE	8
SABC TSHWANE	5
SABC FREE STATE	9
SABC WESTERN CAPE	11
SABC KZN	8

(c) Number of General Workers

Zero

2. Total amount budgeted for FY2019/20 on:

Security Services: R64.1 million

Cleaning Services: R23.1 million

General Workers: Zero

SA POST OFFICE

1. (a) SAPO’s total number of guards in all provinces is 6 010.

(b) SAPO’s total number of cleaning service personnel is 134 in all provinces.

(c) SAPO does not have general worker personnel.

2. SAPO security budget for the 2019/2020 financial year is R 827 104 090.00 (eight hundred and twenty-seven million one hundred and four thousand and ninety rand). To date as at the end of October 2019 the amount spent is R 457 000 000 (four hundred and fifty-seven million rand). On cleaning services R22 924 551. 61 was spent and no amount on general workers.

TELKOM

Telkom is exempted from entire provisions of section 51 of the PFMA which deals with, among other things, procurement of goods and services in general and the submission by the public entity of all reports, returns, notices and other information to Parliament.

MS. STELLA NDABENI-ABRAHAMS, MP

MINISTER

Reply:

I have been advised by the departments and entities as follows:

DEPARTMENT OF TELECOMMUNICATIONS AND POSTAL SERVICES

See the link below 1(a)-(b) 

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW781_Table1.pdf

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW781_Table2.pdf

2(a)(ii) N/A. There was no outdoor advertising by the Department.

2(c) N/A. There was no outdoor advertising by the Department.

DEPARTMENT OF COMMUNICATIONS

1 (i) (aa) (bb) and (cc) The amount spent by the Department of Communications is reflected as per the table below.

DOC Advertising Spend
Financial Year	Amount
2016/17	R 1,229,768.66
2017/18	R 2,943,619.13
2018/19	R 2,059,150.79
Total	R 6,232,538.58

2 (a) (i) The amount spent by the Department of Communications is reflected in the tables below:

Financial Year 2016/17
Supplier	Order Amount	Ownership
Infinity Media Networks	R 958,689.84	Black owned
Total	R 958,689.84	-

Financial Year 2017/18
Supplier	Order Amount	Ownership
Tiso Blackstar Group	R 125 377.20	Black Owned
Community Radio Stations	Order Amount	Ownership
Aganang community radio	R 36 000.00	Black owned
Alfred Nzo community radio	R 42 000.00	Black owned
Barberton community radio	R 6 000.00	Black owned
Cosmo FM	R 42 000.00	Black owned
Eden FM	R 42 000.00	Black owned
Eldo's FM	R 36 000.00	Black owned
Emalahleni FM	R 36 000.00	Black owned
Good News community radio	R 42 000.00	Black owned
Icora FM	R 42 000.00	Black owned
Impact radio	R 36 000.00	Black owned
Inanda FM	R 42 000.00	Black owned
Kanyamazane radio	R 42 000.00	Black owned
Lekoa FM	R 42 000.00	Black owned
Makhado FM	R 42 000.00	Black owned
Mmabatho FM	R 36 000.00	Black owned
Modiri FM	R 36 000.00	Black owned
Mohodi community radio	R 36 000.00	Black owned
Moletsi community radio	R 6 000.00	Black owned
Moretele community radio	R 6 000.00	Black owned
Mosupatsela FM	R 36 000.00	Black owned
Myeza Network	R 16 000.00	Black owned
Nkqubela community radio	R 36 000.00	Black owned
North Coast radio	R 42 000.00	Black owned
Nqubeko community radio	R 6 000.00	Black owned
Pheli FM	R 36 000.00	Black owned
Pongola FM	R 36 000.00	Black owned
Radio 786	R 36 000.00	Black owned
Radio Gamkaland	R 6 000.00	Black owned
Radio KC	R 42 000.00	Black owned
Radio Mafisa	R 36 000.00	Black owned
Radio Zibonele	R 36 000.00	Black owned
Ratlou FM	R 36 000.00	Black owned
Revival FM	R 6 000.00	Black owned
Rise community radio	R 42 000.00	Black owned
Sedibeng FM	R 36 000.00	Black owned
Siyathuthuka FM	R 42 000.00	Black owned
Sound fusion	R 6 840.00	Black owned
Takalani community radio	R 36 000.00	Black owned
The voice of the Cape	R 36 000.00	Black owned
Tubatse community radio	R 6 000.00	Black owned
Ugu Youth Radio	R 42 000.00	Black owned
Umgungundlovu FM	R 6 000.00	Black owned
Univen radio	R 42 000.00	Black owned
Forte community radio	R 42 000.00	Black owned
Vukani community radio	R 42 000.00	Black owned
Westside FM	R 6 000.00	Black owned
Worcester FM	R 36 000.00	Black owned
Zebediela community radio	R 42 000.00	Black owned
Zululand FM	R 6 000.00	Black owned
Total	R 1 648 217.20

Financial Year 2018/19	Owneship
Supplier	Order Amount
Tiso Blackstar Group	R 813 141.54	Black Owned
Community Radio Stations	Order Amount	Ownership
Aganang Community Radio	R 6 000.00	Black owned
Bojanala FM	R 6 000.00	Black owned
Eldo's FM	R 6 000.00	Black owned
Emalahleni FM	R 6 000.00	Black owned
Hlanganani FM	R 6 000.00	Black owned
Icora FM	R 6 000.00	Black owned
Impact radio	R 6 000.00	Black owned
Inanda FM	R 6 000.00	Black owned
Inkonjane FM	R 6 000.00	Black owned
Intokozo FM	R 6 000.00	Black owned
Itheku FM	R 6 000.00	Black owned
Kanyamazane radio	R 6 000.00	Black owned
Makhado FM	R 6 000.00	Black owned
Malamulele Community Radio	R 6 000.00	Black owned
Mkhondo FM	R 6 000.00	Black owned
Mmabatho FM	R 6 000.00	Black owned
Modiri FM	R 6 000.00	Black owned
Mohodi Community Radio	R 6 000.00	Black owned
Moletsi community radio	R 6 000.00	Black owned
Moretele community radio	R 6 000.00	Black owned
Mosupatsela FM	R 6 000.00	Black owned
Motheo FM	R 6 000.00	Black owned
Moutse Community Radio	R 6 000.00	Black owned
Nongoma FM	R 6 000.00	Black owned
North Coast Radio	R 6 000.00	Black owned
Nqubeko Community Radio	R 6 000.00	Black owned
Pheli FM	R 6 000.00	Black owned
Radio 786	R 6 000.00	Black owned
Radio KC	R 6 000.00	Black owned
Ratlou FM	R 6 000.00	Black owned
Rise community radio	R 6 000.00	Black owned
Sajonisi Youth Radio	R 6 000.00	Black owned
Siyathuthuka FM	R 6 000.00	Black owned
Takalani Community Radio	R 6 000.00	Black owned
Tubatse community radio	R 6 000.00	Black owned
Ugu Youth Radio	R 6 000.00	Black owned
Vibe FM	R 6 000.00	Black owned
Vukani Community Radio	R 6 000.00	Black owned
Total	R 1 041 141, 54

2 (ii) (c) The Department of Communications did not spend any amount herein.

FILMS AND PUBLICATIONS BOARD (FPB)

1 (a) (ii) (aa) (bb) (cc) The amount spent by the FPB is reflected as per the table below.

Films and Publications Board Advertising Spend
Financial Year	Amount
2016/17	R 517 389.26
2017/18	R 608 513.76
2018/19	R 1 074 158.10
Total	R 2 200 061.12

2 (b) and The blacked owned media company for the said financial years.

FINANCIAL YEAR: 2016/17
Media Platform and Owner	Ownership Status	Amount
Pretoria News:  Independent Media SA (Pty) Ltd: Newspaper Division	54.90% White owned	42 388.20
Cape Times:  Independent Media SA (Pty) Ltd: Newspaper Division	54.90% White owned	74 161.06
The Star: Independent Media SA (Pty) Ltd: Newspaper Division	54.90% White owned	101 178.30
The Mercury: Independent Media SA (Pty) Ltd: Newspaper Division	54.90% White owned	59 594.90
Screen Africa:  Sun Circle Publishers t/a Screen Africa	100% White owned	108 300.00
The Loeries: The Loerie Awards Company NPC	100% White owned	9 875.00
Sunday Times: Tiso Blackstar: Newspapers	53.25% Black owned	121 888.80
TOTAL		517 389.26
FINANCIAL YEAR: 2017/18
Media Platform and Owner	Ownership Status	Amount
Screen Africa:  Sun Circle Publishers t/a Screen Africa	100% White owned	15 960.00
Callsheet:  Film & Event Media	100% White owned	28 500.00
Sunday Times: Tiso Blackstar: Newspapers	53.25% Black owned	369 313.83
Stuff Mag:  Stuff Group (Pty) Ltd	100% White owned	75 998.67
GQ Magazine: Independent Media SA (Pty) Ltd	54.90% White owned	118 741.26
TOTAL		608 513.76
FINANCIAL YEAR: 2018/19
Media Platform and Owner	Ownership Status	Amount
City Press:  Media24: News	60% White owned	68 629.00
Business Day: Tiso Blackstar: Newspapers	53.25% Black owned	50 542.50
Government Handbook: Yes Media	100% White owned	74 750.00
City Press: Media24: News	60% White owned	89 239.00
Daily Sun:  Media24: News	60% White owned	87 375.00
Mail and Guardian: M&G Media Limited	100% White owned	34 414.10
Sunday Times: Tiso Blackstar: Newspapers	53.25% Black owned	182 655.00
SABC Radio (Motsweding FM; Mhlobo Wenene FM; 5FM; RSG)	State Owned Entity	486 553.50
TOTAL		1 074 158.10

SOUTH AFRICAN BROADCASTING CORPORATION (SABC)

1 (a) (ii) (aa) (bb) and (cc)

SOUTH AFRICAN BROADCASTING CORPORATION (SABC)
Financial Year	Amount
2016/17	R42, 296,162.00
2017/18	R22, 298,233.00
2018/19	R5, 187,878.00
Total	R 69 722 273.00

2 (a) Not applicable

2 (b) (i) The SABC’s media buying and advertising were done through a media buying agency “The Media Shop”. The Media Shop was appointed in 2010 through a procurement process. SABC does not negotiate directly with media owners but this is done via the agency “The Media Shop”. The Media Shop is a Level 1 Contributor.

(ii) Outdoor advertising

SOUTH AFRICAN BROADCASTING CORPORATION (SABC)/ OUTDOOR ADVERTISING
Financial Year	Amount
2016/17	R 29, 179,391.00
2017/18	R 13, 494,927.00
2018/19	R 3, 658,578.00
Total	R 46, 332, 896 .00

(c) The SABC media buying and advertising were done through a media buying agency “The Media Shop”. The Media Shop was appointed in 2010 through a procurement process. SABC does not negotiate directly with media owners but this is done via “The Media Shop”. The Media Shop is a Level 1 Contributor.

ICASA

1(a) (ii)

ICASA Advertising Spend
Financial Year	Amount
2016/17	R 122 842.27
2017/18	R 1 737 664. 17
2018/19	R 7 102 589.84
Total	R 8 963 096. 28

2 (b)(i)

Recruitment advertising 2016-2017 total – R122 842.27

Ownership status	Black-Owned	Media Platform	Amount
Jozi Media	100% Black owned	Full page colour advert	R 21 090.00
Ultimate Recruitment Solutions		Adverts 4 positions	R15 398.21
Basadzi Personnel		Advert: PE	R 1 228.12
Basadzi Personnel		Advert: JHB	R 24 699.54
Ultimate Recruitment Solutions		Adverts 2 pos – Snr Man Facilities	R 24 637.13
Basadzi Personnel		Adverts advert 4 positions	R 10 982.36
Kone Staffing Solutions		adverts market analyst	R 24 806.91
Total			R122 842.27

Recruitment advertising 2017-2018 total – R343 798.26

Ownership status	Black-Owned	Media Platform	Amount
Basadzi Personnel	100% Black owned	CCC Vacancies	R 77 911.03
Basadzi Personnel		Vacancy Adverts	R 24 931.53
Ayanda Mbanga Communications		Advert for CEO	R 25 471.21
Human Communications		Manager Type Approval Advert	R 26 845.63
Human Communications		Technical Officer Eastern Cape	R 2 190.99
Ayanda Mbanga Communications		Adverts for Adm Manager	R 25 474.63
Ayanda Mbanga Communications		Ayanda Mbanga - Advertisements	R 25 474.63
Basadzi Personnel		CCC, ITRC, Applications Develop	R 106 232.61
Nugen Media		Placement of adverts	R 29 266.00
Total			R 343 798.26

Recruitment advertising 2018-2019 total – R166 623.72

Ownership status	Black-Owned	Media Platform	Amount
Human Communications	100% Black owned	Recruitment Advertising	R 26 691.88
Basadzi Personnel		Adverts x2 Sunday times	R 26 580.73
Basadzi Personnel		2 x adverts	R 26 598.09
Kone Staffing Solutions		Adverts Sunday Times City Press	R 28 039.39
Human Communications		Adverts Rf Specialist	R 28 823.63
Kwanza Communications		Advert Supervisor procurement	R 29 890.00
Total			R 166 623.72

2. (b) Not Applicable

(ii)Not Applicable

(c) Not Applicable

DTPS ENTITIES

1.(a)(ii)(aa,bb,cc)

ENTITY	2016-17	2017/18	2018/19
USAASA	R48 693.85	R1 000.00	R4 174.80
NEMISA	R96 900.00	R50 000.00	R57 384.00
ZADNA	R3 675 165.00	R1 210 485.00	R77 611.00
SITA	R1 755 277.50	R1 316 466.69	R3 542 576.98
BBI	R199 500.00	R22 344.00	R56 868.00
SAPO	R11 109 283.99	R4 179 423.60	R7 878 262.52
SENTECH	R255 417.00	R387 452.37	R737 606.06

2. (b)(i,ii)

ENTITY	BLACK OWNED MEDIA	2016/17	2017/18	2018/19
USAASA	-	-	-	-
NEMISA	-	-	-	-
ZADNA	Independent Newspaper	R386 536.61
	Pure Brown		R16 000.00
	Lebone		R131 314.12
	Eclipse		R69 563.75
	Pesiyanto Stationery		R5 700.00	-
SITA	Off-the-Wall	R1 595 000.00
	Flash Marketing		R1 316 466.69	R3 542 576.98
BBI	-	-	-	-
SAPO	MOD Management Consulting, Polokwane	R62 888.00
	MA Executive CC, Laudium	R26 803.50
	Morwamphtshe Trading Projects	R22 701.00
	Sondlo &Knopp Advertising	R308 829.54
SENTECH	Highbury Media	R127 053.00		R80 000.05
	Whoodoo Media & Advertising			R40 589.25
	Times Media Pty Ltd	R17 784.00	R55 723.20

(c)

ENTITY	Outdoor Advertising	2016/17	2017/18	2018/19
USAASA	-	-	-	-
NEMISA	-	-	-	-
ZADNA	-	-	-	-
SITA	Flash Marketing	-	R93 000.00	-
SABC	-	-	-	-
BBI	-	-	-	-
SENTECH	-	-	-	-

MS. STELLA NDABENI-ABRAHAMS, MP

MINISTER

Reply:

During the 2014 – 2019 Medium Term Strategic Framework (MTSF) period, the Department of Human Settlements commenced with the process of developing a White Paper on Human Settlements. However, this process was paused due to the fact that the process of developing a White Paper started at the same time as the process of evaluating policy programmes. The evaluation piece was done by the Department of Human Settlements in partnership with the Presidency, driven by the Cabinet approved evaluation program.

The Department is in the process of developing a Macro Policy Framework for Human Settlements. Extensive progress has been made in this regard, including a series of dialogues with sector stakeholders who are currently grappling with the causal pathways on the issue of Housing and Human Settlements – allowing for a Human Settlements legislative reform by the end of 2020. It must be emphasized that, the Comprehensive Plan for the creation of the Sustainable Human Settlements commonly known as the (Breaking New Ground (BNG) remains valid and in place as the legal framework on Human Settlements.

Reply:

The Ministry is yet to finalize its international engagement programme but ordinarily, Ministers and Deputy Ministers undertake these trips at the request and permission of the President or in response to invitations from the international organizations of relevance to their mandates. Attendance by officials and costs thereof, will depend on the nature of the engagement.

Reply:

(a) &(b) Honourable Member, the construction of the De Hoop Dam is unfolding in various phases. Phase 2A of the De Hoop Dam in Sekhukhune is complete and the dam has been operational since October 2018.

However, completion of the remaining phases is critical for the dam to be utilised optimally. The remaining phases are as indicated below:

• Phase 2B – Pipeline Flag Boshielo Dam to Mokopane, design complete, construction to commence once funding is available.
• Phase 2C – 40 km long pipeline from De Hoop Dam to Steelpoort, construction completed in 2017. Phase 2C interlinks to Phase 2A and the remaining phases 2D, 2E and 2F of the scheme.
• Phase 2D – New pipeline from Steelpoort to Mooihoek and Balancing Dam, pipeline design completed and final work packages for tender purposes was submitted to DWS and are under review. The project is ready to commence with the construction stage, however, the confirmation of funding for the entire project is required. In addition, delays in the finalisation of the acquisition of land may adversely impact on progress with the construction programme due to the required relocations/ resettlements.

• Phase 2E – 10 km gravity pipeline from Mooihoek to Havercroft Junction, tender design stage. This phase is currently on hold due to no funding being allocated.
• Phase 2F – 46 km gravity pipeline from Havercroft Junction to the existing Olifantspoort WTW, tender design stage. This phase is currently on hold due to no funding being allocated.

 

Reply:

(i) The details of purpose of investigation or specialised performance audit conducted is reflected as the title of each report, as listed in Annexure A of Parliamentary Question 3072, dated 26 October 2018, as attached.

(ii) (aa) The details of findings are contained in the detailed reports of the organ of state concern and should be required from the relevant organisation.

(iii) (bb) The details of recommendations are contained in the detailed reports of the organ of state concern and should be required from the relevant organisation.

Reply:

The Public Investment Corporation did not request a certain person (name furnished) to conduct a workshop for the PIC.

The rest of the question falls away.

Reply:

I have been informed by SAPO as follows:

Following the withdrawal of the cash payment tender by SASSA, the Inter-Ministerial Committee (IMC) requested SAPO to look into assisting with the distribution of cash payments to beneficiaries through utilising SAPO infrastructure. An agreement was reached between the parties (SAPO and SASSA) to focus on the immediate needs to ensure that beneficiaries are serviced. SAPO was required to perform a detailed review of its current infrastructure to determine if any upgrades would be required to be able to adequately render the service to SASSA. The analysis indicated that SAPO would require R541 million in the FY 2018/19 to address all immediate needs which include the following capacity areas:

• IGPS licenses and a new instance for Cash (Biopay). This environment was subsequently funded by Postbank.
• Front End Infrastructure for Retail
• Dignity services
• Network Upgrade/ Refresher and banking host infrastructure
• CIT, Guarding and Response Service
• Risk Management (Insurance)
• Branch staffing
• Banking charges

The actual expenditure in the identified areas that was funded from the R541 million advance are reflected in the link below:

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW1424Table.pdf

MS STELLA NDABENI-ABRAHAMS

MINISTER

Reply:

a) No, the agreement is between the Department and Simeka Group (Pty) Ltd and Regiments Capital (Pty) Ltd. The appointed companies incorporated a Special Purpose Vehicle in terms of the Companies Act, viz Lemascene (Pty) Ltd and the Department concluded a Project Preparation Agreement with Lemascene (Pty) Ltd

b) The amount paid spent USD 9 million (R 117 million).

c) The penalties are not yet determined as the matterr is before the courts, wherein Lemascene (Pty) Ltd filed summons against the Department on claiming that it has breached the agreement. In terms of the summons Lemascene seeks the following relief:

• Specific performance - in that the Department be directed to honour its obligations in terms of the provisions contained in the Project Preparation Agreement and tender award; or
• Payment of damages in the total amount of R598 606 379.82 plus interest thereon at a rate of 15,5% per annum for loss of profits and out of pocket costs.

Reply:

According to the information received from South African Airways:

SAA Corporate mainly procures in the following categories: cleaning services, employee assistance services, facilities and maintenance, financial services, insurance, IT services, legal services, recruitment, medical services, security services, rates and taxes etc. These items and services do not fall under the definition of original equipment manufacturing.

All food and beverage is procured from source e.g. wines from Zorgvliet and Weltevreden Wineries, soft drinks from Coca Cola Beverages South Africa and beer from SAB.

The SAA Group buys all fleet vehicles from OEM’s through the relevant channels and using the necessary National Treasury Transversal agreements for ground fleet.

SAA is unable to provide detail per line item on middlemen and premium paid without expending significant man-hours and cost for the following reasons:

1. Due to the current system utilisation, SAA buys most of their items on free text. This makes a procurement history analysis an extremely time intensive exercise [manually matching various different description into a normalised description], then identifying the various vendors and identifying which ones are OEMS and middlemen and then determining an estimated premium paid.

2. SAA is in the process of implementing the SAP ARIBA solution with an expected go-live date of April 2020. This system will enable SAA to provide this information from the transaction history based on master data, within a year after go live.

Subsidiaries

The SAAT utilises the AMOS system that carries item masters for traceability purposes as required by aviation legislation and Air Chefs are more advanced in the utilisation of the SAP system, thus can provide the information as required. Air Chefs uses Bill of materials in procuring their requirement hence this information can be reported by Air Chefs as follows.

Air Chefs, the catering subsidiary of SAA, procures mainly meat, fruit and vegetables, confectionery products and dry groceries in order to produce meals, either directly from producers or from third party suppliers at market related prices. Some third parties have arrangements with producers based on volumes offering better competitive pricing.

Mango: 95% of Mango spend is attributed to fuel, aircraft and engine maintenance by SAA Technical, navigation, property rentals by ACSA, licensing by SACAA, aircraft leases, ground handling services, catering services and advertising services. Mango does not procure through any middle person supplier. Mango contracts directly with suppliers that are supplying the goods and services after a robust procurement processes.

Please find the list of foreign supplier from April 2017 to date:

Aergen Aircraft Five Limited

Airline Tariff Publishing Company

CRED Acro Aircraft Seating Ltd

CRED Amadeus IT Group SA

CRED APB Winglets Company LLC

CRED Aviation Performance Solutions

CRED Aviation Quality Services GmbH

CRED Aviation Safety and Quality Solutions

CRED Celestial Aviation Trading 41 Ltd C/O GE Capital Aviati

CRED ENGINE LEASE FINANCE CORPORATION

CRED ezy Webwekstaden

CRED Flitepartners Ltd

CRED Galley Tours and Safaris

CRED GOOGLE IRELAND LIMITED

CRED HADID International Services FZE

CRED HONEYWELL INTERNATIONAL

CRED JEPPESEN GMBH

CRED Jordan Aircraft Maintanance Limited

CRED Lufthansa Technic AG

CRED Macquarie Aircraft Leasing Services (Ireland) Limited

CRED MOMONDO A/S

CRED PACKAGING USD CONTROL ACC

CRED RESOURCE AND REVENUE MANAGEMENT

CRED SAMA JET INTERNATIONAL FZE

CRED Scaleout Software Inc

CRED START IRELAND LEASING  LIMITED

CRED The Boeing Company

CRED Travelpoint International LTD

SAA Technical (SAAT)

SAAT procured spares/components/material that were sourced from 383 different suppliers during the period under review. A list (Annexure A) with suppliers from whom South African Airways Technical SoC procured equipment, parts, consumables and services is attached containing:

a) full names and (ii) (a) details of the middle person supplier (ii) (bb) name of original manufacturer

b) Value of supplies per commodity per middle person supplier (Annexure B)

c) Estimated premium paid per supplier

Reply:

(a) 

Following the Presidential Summit a proposal was tabled and adopted on 15 November 2018 to use the Steering Committee that was responsible for organising the Summit, as the core for the Interim Steering Committee.

Initially, the Interim Steering Committee deliverables were supposed to be concluded within six months in line with article 3 of the Declaration amongst other articles. The article purports for a National Strategic Plan to end Gender Based Violence & Femicide (NSP GBVF), and a Multi-Sectoral Structure to serve as a Council. The rationale was three-fold: (1) Continuity; (2) Operational coherence; and (3) Pragmatic sense given the short duration for the structure. Once the task is concluded the committee would be disbanded.

The process of drafting the NSP took longer than anticipated due extensive consultation sessions that were required across all relevant sectors and all 9 provinces. This impacted on the establishment of the Council, as in principle strategy informs structure. An additional responsibility was entrusted on the Interim Steering Committee to oversee the crafting and implementation of the Emergency Response Action Plan (ERAP) to end Gender Based Violence and Femicide. The ERAP was announced by the President on 18 September, and is being implemented over six months between October 2019 and March 2020.

b)

The Cabinet processes are at an advanced stage regarding approval of the NSP and Council. Once the proposed council is endorsed, the nomination process will be embarked upon towards the establishment of a National Council to end Gender Based Violence and Femicide.

Reply:

South Africa as a member of the African Union commemorates Africa Day annually, however this year, the Department was unable to host the Africa Day event as it coincided with the inauguration of President Cyril Ramaphosa on 25 May 2019.

Reply:

SMEs assisted through technical interventions and trained

Description	2015/2016	2016/2017	2017/2018	2018/2019	TOTAL
No. of SME’s assisted through technical assistance	7975	12 170	14 513	17 711	52 369
SME’s trained	7665	9367	7295	6231	30 558
Amount spent on technical assistance	R1 769 000	R17 182 000	R6 878 000	R8 388 000	R34 217 000
Amount spent on training	R6 936 000	R8 398 000	R5 234 000	R4 770 000	R25 338 000
Jobs created through technical intervention	959	1990	1698	4192	8839

The NYDA conducts repaid assessments every two years and has done two on its entrepreneurship programs. In rapid assessment 1, 72% of businesses were sustainable post two years after technical assistance. In rapid assessment 2, 100% of businesses were sustainable post two years after technical assistance.

Reply:

1. The figures as indicated above are inaccurate. The expenditure on Project Thusano is as indicated in the table below per financial year:

Ser No	Financial Year	Amount Spent
	a	b
1	2015/16	R6 Million
2	2016/17	R144 Million
3	2017/18	R163 Million
4	2018/19	R261 Million
5	2019/20	R25 Million
	Total Expenditure	R599 Million

2. The total expenditure of R599 million, minus the planned expenditure of R229 million over five years on the initial contract terms equals to R370 million. This is an insignificant escalation compared to savings and recovered funds over five years.

3. It is estimated that the Department of Defence (DOD) will save R1, 9 billion, plus R192 million (10% inflation), that equals to R2.1 billion over the period of five years of the contract, excluding the costs of, amongst others:

a) labour;

b) reduced spares;

c) repair of components;

d) spray painting for the J Ops Division;

e) maintenance and repair at Special Forces;

f) support to internal and external operations;

g) maintenance and repair at Infantry School, and

h) training and qualifying of one-thousand-one-hundred-and-eighty-one (1181) apprentices.

4. The above mentioned calculations are based on R384 million that was saved in the FYs 2014/15 and 2015/16 of the initial contract and inclusive of the current contracted period.

5. Vocational and technical skills that have been developed over the past three years came with not only college-text book-theory, but along with excellent work ethic that is military-operational results driven; which cannot be found in any civilian institution. A feeder system to this initiative by the South African National Defence Force (SANDF) is the Military Skills Development System (MSDS) recruitment, whereby youth is trained and employed every year; therefore in this case the project has indeed, and continues to contribute towards national objectives of creating sustainable jobs whilst imparting unparalleled skills development with a unique twist of excellent military operational work ethics.

6. Members of Parliament are invited to visit Project Thusano workshops to equate recovered and savings by observation on the ground, especially in the Department’s preservation facilities in Walmansthall (Pretoria) and De Brug (Bloemfontein).

Reply:

(a)

There is adequate legislative framework that provides protection of the human rights and dignity of lesbian, gay, bisexual, transgender, intersex and queer, or commonly referred to as the LGBTIQ, sector. Their rights are human rights too as entrenched in Chapter 2 of the Constitution, in particular s9 (3) on the issue of non-discrimination on the basis of sexual orientation.

South Africa became the first country in the world to outlaw discrimination based on sexual orientation. We are also the fifth country in the world and the first country in Africa to legalise same-sex marriages.

Furthermore, in 2003 South Africa enacted the Alteration of Sex Descriptors and Sex Status 49 of 2003, which allows citizens to change their descriptors on their identification documents. The Promotion of Equality and Prevention of Unfair Discrimination Act, 2000 governs the judicial interpretation of the Equality Clause. In 2005 the promulgation of the Judicial Matters Amendment Act of 2005 changed the legal status of intersex people in South Africa. The amendment saw the Promotion of Equality Act and Prevention of Unfair Discrimination Act 4 of 2000 amended at section 1 by the insertion the definition of “intersex” and the definition of ‘sex’ to include intersex.

This demonstrates that our biggest challenges lie beyond legislation. Discriminatory societal beliefs influence attitudes, perspectives about lesbians, gays, bisexual, and transgender as well as intersex people, and attribute those to culture. For example, in some communities, Intersex infants are seen as ‘bad omens’, some perceive the infants as punishment from God and a curse on the family tree. The on-going dialogues conducted by the department seeks to address these stereotypes.

(b)

Our immediate task is to work collectively in closing the gap between legislation and implementation, through intervention mechanisms to protect the rights of the LGBTIQ+ sector.

The Department of Women, Youth and Persons with Disabilities is also a member of the National Task Team on gender and sexual orientation-based violence established by the Department of Justice and Constitutional Development in 2011.

The National task Team, which is constituted by government departments, chapter nine institutions and civil society organisations that specialise in issues related to LGBTI persons is currently developing a National Intervention Strategy for the LGBTIQ+ sector.

Members of the Criminal Justice System are equal partners in this dialogue. The courts have been playing an important role in enforcing the law to protect citizens against hate crimes, and in handing down harsher minimum sentences for corrective rape. Our mandate is that of advocacy, and we will continue to play an advocacy role in this regard.

Reply:

(1)(a) An amount of Rm35, 963, 32 has already been spent against the projected Rm23.

(1)(b) Funding is done through reprioritisation within the departmental budget.

(1)(c) The allowance consists of Standby (R80.75), Danger (R15.58) and
Deprivation Allowances (R326.35) to the amount R12, 680.40. These allowance are taxable and therefore the members qualify for R8 084, 59 after tax depending on the member’s taxable income.

(1)(d) The allowances (Rm 14,5) are based on the number of deployed members multiplied by amounts stated in (1)(c). Of the Rm35,963, 32 , Rm4.5 will be paid for the purchase of showers and ablution facilities by the end of November and Rm4, 665,820, will be paid to the South African Air Force. Rm2,322,500 is for Fuel Oil and Lubricants (FOL) and Rm 9,975 for rations.

(2) The whole budget was spent as explained in (1)(a).

Reply:

SMEs supported by NYDA

Description	2015/2016	2016/2017	2017/2018	2018/2019	TOTAL
No of SME’s funded	673	698	801	1103	3275
Amount of funding	R29 974 000	R30 486 000	R34 611 000	R58 686 000	R153 757 000
Number of jobs created and sustained	500	1728	2373	2929	7530

The NYDA conducts repaid assessments every two years and has done two on its entrepreneurship programs. In rapid assessment 1, 72% of businesses were sustainable post two years after funding. In rapid assessment 2, 100% of businesses were sustainable post two years after funding.

 

Reply:

Yes, the Department has been informed about the sinkhole in Umboboyi Street, Mfundo Park, Extension 30 in Vosloorus. On 02 November 2019 the City of Ekurhuleni deployed its Dolomite Risk Management Section to the area and their inspections revealed that the sinkhole was approximately two meters in circumference and one meter deep.

The City of Ekurhuleni has confirmed that some houses suffered cracks, but none were reported to have collapsed.

A process is underway to assess the structural integrity of all the affected houses whilst the residents who are in immediate danger are being consulted before they are relocated to a safe location.

The municipality has commenced with a process to solicit the services of a sinkhole specialist contractor to rehabilitate the sinkhole for the safety of the residents and thereby also mitigate potential future risks to nearby dwellings.

 

Reply:

a) The Department has not yet built Silulu Secondary School but conducted planning and design in the 2018/19 Financial year and earmarked construction commencement in the 2019/20 and completion in the 2020/21 financial year. The Project was out on tender in May, however was withdrawn and will be re-advertised in the 4th quarter of the 2019/20 Financial Year.

b) The estimated total project cost is R63 250 000.

Reply:

1. The Minister of Defence and Military Veterans is well informed of the poor condition of facilities in the Thaba Tshwane military base in Centurion, which is a serious matter of concern to her. Cognisance must be taken that Thaba Tshwane was built on dolomite land, and with virtually no upgrade or renovations during the last two decades due to predominantly a lack of funds and a huge backlog of maintenance and repair, poses serious structural maintenance problems for both the Department of Defence (DOD) and Department of Public Works and Infrastructure (DPWI).

Buildings and land that the units occupy are managed and maintained by the DPWI, who is the custodian of state land and facilities and therefore responsible for the maintenance and repair of these facilities, however, partly the DOD is responsible for the failure to address poor maintenance of own properties and infrastructure, by not taking the initiative to repair its facilities on realising that DPWI is failing in its mandate. Repairs and renovations of sewer, storm water and roads, as well as sinkholes are in process to take place. A Facility Strategic Plan has been compiled with the Thaba Tshwane military area as one of the first priorities to be addressed. The Defence Works Formation is in the process to capacitate itself to be able to execute maintenance and repair work.

Reply:

1. No luxury vehicles exceeding R600 000 were purchased by the SA National Defence Force (SANDF) in the 2014-15 to 2016-17 financial years. Twenty luxury vehicles were procured in the 2017-18 financial year, and two vehicles were procured in the 2018-19 financial year.

2. The total cost of the specified luxury vehicles in each specified financial year is as indicated in Enclosure 1.

3. The (a) make, (b) model and (c) quantity of each type of luxury vehicle is as indicated in Enclosure 1.

Enclosure 1

SER NO	FINANCIAL YEAR	NUMBER OF VEHICLES PROCURED
1	2014/15	NIL
2	2015/16	NIL
3	2016/17	NIL
4	2017/18	20
		VEHICLE MAKE AND MODEL	COST	SERVICE/DIVISION
		Mercedes Benz V2500 7 Seated	R1, 027, 804. 00	Joint Operations Division
		Mercedes Benz V2500 7 Seated	R1, 027, 804. 00	Joint Operations Division
		Mercedes Benz V2500 7 Seated	R1, 027, 804. 00	Joint Operations Division
		Audi 6	R 631, 365.06	Joint Operations Division
		BMW 540i	R 831, 976. 80	Joint Operations Division
		BMW X5	R 916, 883. 50	SA Army
		BMW X5	R 916, 883. 50	SA Army
		BMW330D	R 635, 200. 00	SA Military Health Services
		BMW X5	R 947, 633. 50	SA Military Health Services
		BMW 540i	R 849, 526. 80	SA Military Health Services
		BMW750i	R 1, 683, 811. 04	Logistics Division
		BMW750i	R 1, 559, 340. 00	Logistics Division
		Audi Q7	R 964, 723. 11	Logistics Division
		Audi Q7	R 964, 723. 11	Logistics Division
		Audi Q7	R 964, 723. 11	Logistics Division
		Mercedes Benz V2500 7 Seated	R 812, 574. 00	Logistics Division
		Mercedes Benz V2500 7 Seated	R 812, 574. 00	Logistics Division
		Mercedes Benz V2500 7 Seated	R 812, 574. 00	Logistics Division
		Mercedes Benz V2500 7 Seated	R 812, 574. 00	Logistics Division
		BMW 540i	R 823, 326.80	Defence Intelligence Division
			R19, 023824.33
5	2018/19	2
		BMW520i	R 651, 862. 47	Defence Foreign Relations
		BMW540i	R 812, 563. 87	Defence Foreign Relations
			R 1, 464, 426. 34
		GRAND TOTAL	R20, 488, 250. 67

Reply:

a) During the process of developing a Gender Based Violence & Femicide-National Strategic Plan (GBVF NSP), an urgent need arose that required concerted, focused and results-oriented emergency interventions at all levels of society.

b) In September 2019, there was a noticeable spike in the national interest with several high level femicide cases raising awareness of the on-going scourge of violence against women.

c) The Emergency Response Action Plan was developed in response to the September 2019 femicide related incidents and the call for urgent action by civil society, whilst the NSP is being concluded.

d) The Emergency Response Action Plan (ERAP) is aligned to priorities raised in the National Strategic Plan (NSP).

e) Article 4 point H of the Presidential Summit states that the national multi-sectoral coordinating body shall develop a National Strategy with Action Plan for Gender-Based Violence and Femicide not later than six months after its establishment.

f) Currently, the NSP is serving through Cabinet processes. Once Cabinet approves the NSP, the Department of Women, Youth and Persons with Disabilities (DWYPD) together with the Department of Planning, Monitoring and Evaluation (DPME) will develop and monitor the implementation framework for the NSP.

g) The NSP implementation framework will provide more details in terms of interventions to be delivered, indicators, targets and responsible stakeholder(s).

h) The NSP implementation framework will build onto, consolidate and expand on the key interventions of the Emergency Response Action Plan (October 2019 – March 2020).

i) Some of the interventions in the Emergency Response Action Plan that are on-going in nature (that is going beyond the life-span of the Emergency Response Action Plan) will be phased into the NSP implementation framework.

j) Over and above the NSP implementation framework the proposed National Council for Gender Based Violence and Femicide once established, will develop its operational plan.

Reply:

On 27 November 2019, the North Gauteng High Court declared the report of the Public Protector (Report no 10 of 2017/18) unlawful and unconstitutional and declared that it has been reviewed and set aside in review proceedings brought by the Department of Defence. 

Reply:

No. The department is currently analysing the farm assessment report for the purpose of recovery of funds.

Reply:

a) The application process for amendments and rectifications is manual and non-automated thereby entails the manual retrieval of records prior to it being finalised. Applications in this regard are forwarded by front offices to head office and upon receipt thereof by the postal receipts unit, all such applications would then be sent to fingerprint verification unit and ultimately to the amendment section for final processing. Once the application is received at amendments, the birth records have to be traced from the archives based at various storage facilities. The turnaround time for the amendment process is eight (8) weeks. This is however subjected to the availability of record as there are instances where there is no trace of records which results in the applicant being notified to complete forms DHA 24 and DHA 288 for the re-construction of such records. The Department has approximately 286 million records in its possession and these records are paper based. Records have to be searched manually which causes further delays. However, the concerned persons’ matter was revisited and all issues have been addressed.

b) i) There are no outstanding issues.

ii) This matter was finalized and the gender was amended from male to female as at 21st October 2019. A new identity number of a female has subsequently been allocated.

END

Reply:

a) The application made in 2003 was rejected based on incorrect information submitted to the Department. The parents have since then never submitted any updated birth registration application with the correct information required.

b) The Head Office processing centre in Pretoria.

c) (i) A birth registration application that meets the Late Registration of Birth (LRB) application process requirements and standard operating procedures.

  (ii) Estimated time may take up to 180 days subjected to compliance with LRB processes.

END

Reply:

Mental disorder (Mental Health Illness) per se manifest in a wide range of conditions that affect mood, thinking and behaviour. The defined main groups are mood disorders (depression or bipolar disorder), personality disorders, psychotic disorders, eating disorders, trauma-related disorders (post-traumatic stress disorder) and substance abuse disorders. Given the complexity of the development and later manifestation of such disorders it is not possible to quantify the numbers that are involved without deep analysis of patient history per incident.

The suicide incidence is a problematic aspect. Suicides are classed as unnatural deaths and is therefore reverts to the state coroner for final classification. The cause of death coding is vague with most capturing indicated as “death unspecified”

All members have access to the full spectrum of clinicians in managing mental disorders. The SAHMS does have management and defusing programmes in place to render care after traumatic incidents and after every deployment. As mental health presents, more frequently than not, differently in individual, each individual group programmes are not commonly used.

Given the complexity of the clinical environment under discussion it would be prudent to do a complete study to be able to answer the question.

Reply:

1. The certain person (name furnished) is an employee of a certain company (name furnished) within the Corporate Affairs Department. He was first employed as a Consultant from 01 August 2016 to March 2018. He was appointed as an Investor Relations Specialist on 02 April 2018. The position was advertised internally on the 7th of March 2018.

The certain person (name furnished) was seconded for a period of one year to the Ministry of Public Entities (DPE) to assist with skills development in that Ministry. A formal secondment agreement was entered into between the PIC and DPE. The DPE also reimbursed the certain company (name furnished) for a certain person’s services. The said agreement expired on 31 July 2019.

2. The appointment of employees to positions within the certain company rests with management. The appointment of a certain person was initiated and concluded by the certain company management. The Board of the certain company had no role in the appointment of a certain person (name furnished), first as a Consultant and later to the position of Investor Relations Specialist.

Reply:

(1)(a-b) Currently no funded vacancies exist within the Western Cape. Due to austerity measures all posts become unfunded when they become vacant.

(1)(c) No funded vacancies exist.

(2) The Western Cape Province has 46 Immigration Officers in total distributed as follows:

• George Office = 4 x Immigration Officers
• Mosselbay Office = 1 x Immigration Officer,
• Oudtshoorn Office = 3 x Immigration Officers,
• Beaufort West Office = 2 x Immigration Officers,
• Cape Town Office = 16 x Immigration Officers
• Khayelithsa Office = 6 x Immigration Officers,
• Caledon Office = 3 x Immigration Officers,
• Paarl Office = 5 x Immigration Officers,
• Worcester Office = 2 x Immigration Officers,
• Malmesbury Office = 3 x Immigration Officers,
• Vredendal Office = 1 x Immigration Officer

(3) The Department has one Immigration Officer stationed at the Mosselbay Office responsible to perform inspectorate functions. The Mosselbay Harbour is serviced from the Cape Town Port Control Office on a call out basis for clearances of crew.

END

Reply:

(a) Please refer to the table below

Year	2009-2012	2012-2013	2013-2014	2014-2015	2015-2016	2016-2017
Amount Spent	R 995 379 034	R 1 151 028 123	R 1 081 827 772	R 461 957 000	R 836 612 144	R 308 311 000

b) (i) 1 675 projects were part of the RECAP programme.

    (ii) Please refer to Annexure “A”

c) (i) 375

(ii) Discontinuation of the RECAP programme.

Reply:

(a) There are seventy (70) companies that were contracted to provide mentorship to Land Reform beneficiaries.

(b),(c) Please refer to the table below.

b) Name of the Company	c) Monetary Value
Imbumba Beef Production (Pty) LTD	R 180 000
SARDI- Mr. Johnson Lwalanda	R 180 000
ATS Consulting Management Services by Frikkie Coetzee	R 180 000
Umnga Farmers Training	R 180 000
Nonezile Trading Enterprise	R 180 000
UNIVERSITY OF FORT HARE-ARDRI (Prof. PJ Masike (ARDRI	R 180 000
Agricon Mzansi Farming PTY Ltd	R 180 000
Mgudlwa Farming & Consulting	R 180 000
RULIV	R 180 000
EDEN Agri Services by Shaun Brown	R 180 000
Vusiphango Agency and Consulting cc	R 180 000
Simasonke Agri	R 180 000
Ebeye Consulting Agencies	R 180 000
Riverside Advisory Services	R 180 000
BEST LAND STRATEGIES HOLDINGS (BLS HOLDINGS)	R 180 000
OVK PTY(Ltd)	R 180 000
Grain SA	R 180 000
FSI Consultant	R 180 000
Rhenosterrivier	R 180 000
Agridelight	R 180 000
VKB	R 180 000
Amandla Fresh Fresh Produce Cooperation (Mr. Gert Veljion)	R 180 000
Masisizane Fund	R 180 000
Mlungiseleli Construction 7 cc - Mr. Sandile Luthuli	R 180 000
Tongaat Hullett Sugar (TSB Sugar)	R 180 000
Umoda Development Pty Ltd	R 180 000
Masakhane Trust - Mr. Higgins	R 180 000
Hahisa Consulting	R 180 000
Just Veggies by Dawie Du Plessis	R 180 000
Propa Development and Agric Consultant by Isaac Madiba	R 180 000
Baker Farming Trust	R 180 000
KLK	R 180 000
Resource Africa	R 180 000
Womiwu	R 180 000
Vinny Project Developers by Mr. Vincent Makamu	R 180 000
Agriesy Trading	R 180 000
NKANDANI TRADING	R 180 000
Maphala Technologies and Management	R 180 000
Zwelakhe Investment Group (PTY)	R 180 000
MASDT	R 180 000
TechnoServe	R 180 000
SAL Nkosi Company	R 180 000
Encimanzi	R 180 000
Pharon 59	R 180 000
Mposa Agricultural Consultant -Mr. Alphons Dube	R 180 000
Beef master	R 180 000
GWK Beperk Limited	R 180 000
Lubern Voere by Mr. Sweigers	R 180 000
Matiti Trading and Projects	R 180 000
YOUR TRADE TRAINING & CONSULTANTS	R 180 000
Momano Agric Services	R 180 000
BAFKENAGRIC ENTERPRISE CC	R 180 000
The Ackerman/Pick n Pay Enterprise Development Foundation	R 180 000
Tropical Eden Trading 151 cc t/a Thanniah consultants	R 180 000
AgricultSURE and Farming Service CC	R 180 000
Agri-Start - Mr. F. J.N. Harman	R 180 000
Pan African Business Dev Institute	R 180 000
Reyalema Agric Consultancy cc	R 180 000
Crooks Brothers Limited	R 180 000
Two-A-Day group	R 180 000
BKB	R 180 000
Renosterrivier	R 180 000
Caryki Consulting	R 180 000
Rony Farming (PTY) Ltd	R 180 000
Land Breeze Trading 641	R 180 000
Karsten Group	R 180 000
Dipalemo	R 180 000
Bloemfontein Abbatoire	R 180 000
Herbal View Nursing	R 180 000
ASNAPP	R 180 000

Reply:

(A) Commonwealth

The Department of International Relations and Cooperation is not aware that Cabinet has discussed South Africa’s withdrawal from the Commonwealth. Since its return to the Commonwealth in 1994, South Africa has participated in summits, ministerial meetings and the governing bodies of the Commonwealth and worked closely with the Commonwealth Secretariat, contributing politically, financially, and in terms of capacity and expertise to the work of the Organisation. The work of the Commonwealth is in line with South Africa’s foreign policy commitments to human rights, democracy, good governance, justice and international law, peace, economic development, multilateralism, and promoting the African Agenda. For South Africa, the Commonwealth provides a platform to forge common approaches to these matters of global importance, and to promote trade, investment and the exchange of skills and knowledge between countries. In this regard, South Africa has worked together with fellow Commonwealth member countries to promote the value, relevance and effectiveness of the association.

(B) International Criminal Court

The Department of International Relations and Cooperation is not aware that Cabinet has discussed the withdrawal from the International Criminal Court (ICC) since 1 June 2019. This matter falls under the responsibility of the Department of Justice and Constitutional Development.

Reply:

a) There is no legislation within the Department of Agriculture, Land Reform and Rural Development which hampers the importation of medical cannabis seeds into the Republic. However, there is regulation which governs the importation of plants and plant products into South Africa. The importation of plant and plant products are subject to the Agricultural Pests Act, 1983 (Act No.36 of 1983). The purpose of the Agricultural Pests Act is to provide for measures by which agricultural pests may be prevented and combated.

In terms of Section 3 of the Agricultural Pests Act, 1983 (Act No.36 of 1983) (APA), no person shall import into the Republic any plant except on the authority of a permit. Under the said Act “Plant” is defined as any live or dead part of a plant and any derivation of plant. In this regard, any importation of plant including the seeds thereof should meet the phytosanitary import requirements of the Republic under the Agricultural Pests Act.

Cannabis seed for medical, industrial or any other purpose is subject to the Agricultural Pests Act, 1983. It therefore has to be imported under the certain conditions which are informed by a pest risk assessment.

In the past, pre-2001, Cannabis sativa was declared a weed in terms of the Conservation of Agricultural Resources Act, 1983 (Act 43 of 1983) (CARA) under Regulation 15 and subsequently there has been an amendment in 2001 which was promulgated in 2001 and Cannabis was removed from the list of declared weeds. The list of CARA under regulation 15 was interlinked with R.846 of 12 April 1985 of the Agricultural Pests Act, 1983 (Act No.36 of 1983) used to regulate the importation of Cannabis: live plants or seeds only for research purpose. Regulation R.846 of 12 April 1985 provides for importation of plants that are listed under Regulation 15 of CARA list as a declared weed or invader plant. Subsequently, the CARA list was amended in 2001 and Cannabis was removed from the list. The reason for removal of cannabis includes that  Cannabis does not affect agricultural production and does not meet the CARA criteria and further that it is being regulated by other pieces of legislation, namely:

• • Drugs and Drug Trafficking Act, 1992: Section 3 (Part III): Department of Justice and Correctional Services,
  • Medicines and Related Substances Act 101 of 1965 as amended, Department of Health.

b) There is currently no need for amending the Agricultural Pest Act, 1983, to accommodate the importation of Cannabis seed into South Africa. The only requirement is that import conditions needs to be developed based on a pest risk assessment. The pest risk assessment and the development of import conditions is a consultative process which is currently underway and expected to be concluded before the end of 2019. It should be noted that the importation of Cannabis sativa will still be subjected to the requirements of the legislation of the Department of Justice and Correctional Services and the Department of Health.

Reply:

The Department has appointed legal representatives for the Ndabeni Communal Property Trust, in order to oppose a sequestration application lodged against the Trust.  The Cape High Court decided in favour of the Trust and the sequestration application was defeated.

The Department, in collaboration with the Master of the High Court, Cape Town was instrumental in having two [2] independent trustees appointed to the Trust in order to secure the trust assets and finalize the verification process of all Trust members.

END

Reply:

The mandate of the Department of Home Affairs (DHA) relates to the management of migration involving processing of movements of people, and not goods. 

The South African Revenue Service (SARS) is best suited to deal with matters of Customs and the import and export of goods.

END

Reply:

The Minister of Public Works and Infrastructure:

1. (a) The the impact was softened by the pool of contract appointments made in critical areas like project construction, facilities management, and property management focusing on the leasing portfolio, amongst others. The Department had also ring-fenced approximately R200 million for identified priority positions to fill. Various factors delayed the finalisation of the filling of these positions including but the department has been granted approval to steam ahead and process these positions including the reconfiguration of DPWI.

(b) The number of the specified positions that are funded in the current financial year and staff establishment is 4 962. Permanent positions are 4 296 and contract positions are 666. The 460 vacancies are funded.

2. (a) The identified 268 posts are deemed critical covering various areas across the Property Management Trading Entity

(b) Approval has been granted for the Department to fill and conclude the process of filling of these positions by the end of the Financial Year 2019/20. A recruitment plan has been concluded to guide the process of filling. The huge pool of contract appointments against existing vacancies remains a challenge.

(c) Yes, there are timeframes as indicated in the response in 2(b) above that the process of filling of these priority positions is guided by the recruitment plan and will be concluded by the 31 March 2020.

Reply:

(1)(a) The number of officials from the SA Sports Confederation and Olympic Committee (SASCOC) that will attend the 2020 Olympic Games in Tokyo in Japan will depend on the final team size. The priority is that all resources are applied to ensure that all qualifying athletes are sent to the Olympic Games.

(b) The support team will include the accredited Chef De Mission and Games Coordinators who are SASCOC employees. They will be part of the Team and will be accredited and accommodated in the athlete’s village together with all the athlete. (c)(i)(ii) At this point no additional officials (including board members) have been identified to attend the Olympic Games in Tokyo.

(2) SASCOC will not incur any costs for any family members to attend the Olympic Games.

(3)(a)(b) There will be no SASCOC delegation other than Team Management attending the 2020 Olympics and no costs will be incurred in this regard. The costs for Team South Africa including Team Management will be finalized after the team sizes have been determined.

(4)(a) The number of (persons) athletes is still to be finalised based on the selection criteria and qualifications.

(b) It is estimated that that the cost of delivering the team to the Olympics will be R37m and the Paralympics will cost R17m respectively.

Reply:

a) The registered new arrivals for the past 6 years are as follows:

Year	Total
2013	70 010
2014	71 914
2015	62 159
2016	35 377
2017	24 174
2018	18 354

b) The following totals were processed up to first level of adjudication in the past 6 years.

2013	68 241
2014	75 733
2015	60 640
2016	41 241
2017	27 980
2018	18 104

It must be noted that Adjudication is not based on the year of NIIS registration, this will mean that cases not finalized in the year of registration may be processed in subsequent years, this may result in more cases processed up to first level of adjudication than newcomers registered

END

Reply:

1. Since Beijing 2008 where South Africa took all athletes who qualified and only got one medal, SASCOC General Assembly took a decision to make the selection policies more stringent in order to ensure that the athletes/teams selected to represent South Africa at the Olympic Games would be more competitive. The more stringent selection policy would contribute to ensuring that South Africa has a better chance of achieving honour for our country by taking those athletes that feature more prominently on the world rankings within their respective codes.

2. The selection policies are decided by engagement and in agreement with the respective national federations. They are not unilaterally decided by SASCOC. Whilst participating at the Olympic and Paralympic Games is admirable it is important that South Africa send a competitive team.

3. It is not a funding issue; the athletes did not qualify as per the agreed policy. Canoeing South Africa, represented by their President negotiated and signed the selection policy with SASCOC. They would then have the duty to communicate this to their athletes. It was only subsequent to the signing of the agreed selection policy that their athletes did not qualify, in terms of the policy. The canoeing fraternity then wanted to change the agreed and signed policy to accommodate those athletes that did not qualify.

4. The Selection Policy and criteria is considered at the SASCOC General Assembly only.

5. As per the Olympic Charter (Article 27, rule 3), SASCOC as the National Olympic Committee of South Africa, in good standing with and recognised by the IOC, is the only one authorised to enter South African athletes to the Olympic Games. The IOC would not accept entries unless they are signed off by the NOC. Only athletes whose NOC’s are suspended are afforded the opportunity to enter as Neutral Athletes.

Reply:

(1)(a) Gauteng has eleven (11) mobile units and all are not yet modernised. The mobile units have been decommissioned as they are still operating on the old manual system. Currently four (4) trucks have been refurbished and modernisation equipment is being installed and one (1) is equipped with live capture system and it is envisaged that it will be connected to the SITA/ MTN network by latest 29 November 2019.

(b)(i) Two (2) mobile units which are not modernised are currently parked at Germiston Office. There is no mobile unit parked at Braamfontein office, being the Provincial Office, as it is not an office to serve the public.

(b)(ii) Mobile units are in a process of being modernised and refurbished to meet the required and current operational model.

(2)(a) Yes.

(b) There are eight (8) mobile operators and six (6) support staff and their duties is to drive to schools, informal settlements and communities and assist them with applications for enabling documents.

(c) There are regular system interruptions in the Province but the Regional IT Managers are always on site to give support and ensure system stability. There are no extended hours worked by officials, other than on voluntary basis after hours and over weekends.

(3)(a) The current staff compliment is 1249 and the staff shortage is 124 in Gauteng.

(b) There is only one funded vacant position of a Regional IT Manager: Westrand that has not been filled.

(4)  June 2020 is envisaged for occupation, as currently the tender process to acquire the alternative accommodation is near completion.

END

Reply:

1. According to information provided by the MEC responsible for local government in the Northern Cape Province, there are currently two (2) municipal managers that are employed who either lack the requisite qualifications and/or experience.

The details of the 2 municipal managers are as follows:

NO.	MUNICIPALITY	NAME OF MUNICIPAL MANAGER	QUALIFICATIONS	EXPERIENCE	DETAILS/ COMMENTS
(i)	Karoo Hoogland Local Municipality	Mr. Jan Johannes Fortuin	B.A Hons.	2 years and 8 months	The appointed Municipal Manager holds a BA degree and meets the minimum qualifications for the post but did not meet the 5 years’ experience as prescribed in the Regulations on appointment and conditions of employment for senior managers of 2014.
(ii)	ZF Mgcawu District Municipality	Mr. Gilbert Lategan	Diploma in Education Management Certificate	24 years’ experience as Senior Manager	The appointed Municipal Manager holds a Diploma in Education Management and has more than 5 years’ experience at senior management level. The incumbent does not meet the requisite qualifications as prescribed by the Regulations.

THANK YOU

Reply:

The information requested by the Honourable Member is not readily available in the Department. The information will be submitted to the Honourable Member as soon as it is available

Thank you

Reply:

The information requested by the Honourable Member is not readily available in the Department. The information will be submitted to the Honourable Member as soon as it is available

Thank you

Reply:

The information requested by the Honourable Member is not readily available in the Department. The information will be submitted to the Honourable Member as soon as it is available

Thank you

Reply:

The information requested by the Honourable Member is not readily available in the Department. The information will be submitted to the Honourable Member as soon as it is available

Thank you

Reply:

The information requested by the Honourable Member is not readily available in the Department. The information will be submitted to the Honourable Member as soon as it is available

Thank you

Reply:

(1) The SASCOC General Assembly, is the only forum authorised to consider the selection criteria and take decision which may have a bearing on the codes to be included or excluded. However, for codes such as Canoeing and Rugby the deadline for submission of their qualifications for acceptance with the Tokyo Games Organising Committee has passed.

(2) The Department has not made available any specific amount in funding to support the South African athletes who will compete in the 2020 (a) Olympic and (b) Paralympic Games. This is due the fact that SASCOC has not finalized and submitted its team sizes.

(3)(a)(b) SASCOC did not amend its selection criteria for any specific code. The criteria have been stringent since the Olympic Games in 2012.

(4) Canoeing and Rugby are the codes affected by the qualifying criteria set by SASCOC to compete in the Olympic Games than those set internationally.

Reply:

The Minister of Public Works and Infrastructure

1638 (1) (a) The scope of work for the planned refurbishment project at the three parliamentary villages is as follows:

The project is meant to address the current Building Regulations in terms of refurbishments of each unit. The scope of work for the project includes but not limited to, the following:

• General building renovations and maintenance (internally and externally); this includes painting, tiling, floor coverings, roof coverings, brickwork, plastering windows and doors
• Upgrading of the Electrical installation services, i.e. solar heaters, replacement of DB’s, rewiring of units
• Upgrading the alarms and intercoms systems linking them to the gate security system
• Structural work (where required), this will include repairs to the cracks, trusses and all related items
• Reconfiguring bathrooms to allow for showers; each bathroom will have a combination of a bathtub and shower to accommodate the User Clients
• Addressing the plumbing issues where necessary
• Maintenance of Joinery items, this will include kitchen and bedroom cupboards, door handles, etc.
• The replacement of kitchen appliances, stoves, etc. where necessary

The scope of work mainly focuses on maintenance items that are as a result of a lack of or periodic and routine maintenance of the identified units within the three (3) villages. These defects have been documented onto room data plans identifying the locations as well as the descriptions of the defects during the conditional assessments done by the professional team.

(a) The detailed breakdown of the project cost is as follows:

ESTIMATED CONSTRUCTION COST (excluding CPAP and fees)

ROUTINE MAINTENANCE IN THREE PARLIAMENTARY VILLAGES
1	Acacia Park renovations (A-D)	R 12,975,114.00
2	Acacia Park renovations (E)	R 7,360,865.00
3	Pelican Park renovations	R 13,056,490.00
5	Laboria Park renovations	R 11,223,805.00
6	Provisional Sums (inclusive of Joinery, Appliances,	R 9,173,000.00
9	Electrical & electronic [including mark-up]	R 6,200,000.00
11	EPWP	R 2,999,464.00
12	Preliminaries	R 10,494,497.00
14	Sub total	R 73,483,235.00
16	Escalation	R 5,992,928.00
17	Contingency allowance	R 3,937,808.00
	Sub total	R 83,413,971.00
18	VAT 15%	R 12,517,496.00
	GRAND CONSTRUCTION ESTIMATED COST	R 95,931,467.00

Further breakdown is as follows:

The refurbishment cost per unit is R 361 882. This cost is broken down as follows:

• Kitchen upgrades R37 450
• Bathroom upgrades(incl. showers and bath tubs) R56 536
• Upgrading of all floors R20 094
• Repair/redecorate walls internally & externally R39 834
• Repair/replace doors, windows, burglar bars, gates & bedroom cupboards R11 923
• Structural repairs to walls and floors R11 923
• Redecorate/replace ceilings and cornices R17 204
• Repair/replace/clean roofs, gutters, eaves, downpipes R46 937
• Repair/replace paving, stormwater channels, yard walls and gates R26 174
• Electrical compliance upgrade R41 479
• New solar panels R19 270
• New alarm system R7 008

Each house will be assessed before any work is carried out; the work will be done according to the needs of each unit.

2. The Department and the appointed Implementing Agency subscribes to the PFMA, CIDB standards of uniformity and all the governing procurement legislation for procuring service providers.

• The Bid Specification Committee (BSC) approved the Procurement Plan for this project on 19 August 2019.
• An open tender process was followed to solicit bids.
• Tenders were advertised as through the following mediums:

(i) Government Tender Bulletin on 30 August 2019;

(ii) National Treasury e-Tender Portal Publication on 30 August 2019;

(iii) CIDB i-Tender on 29 August 2019; and

(iv) CDC Website on 30 August 2019.

• Thirty-six (36) bid documents were collected from the CDC’s Cape Town Offices situated at South African Reserve Bank Building, Office 1101, 11th Floor, 60 St George’s Mall, Cape Town; from Friday, 30 August 2019.
• A mandatory briefing meeting was conducted on Friday, 13th September 2019, at 14h00 at the Department of Public Works & Infrastructure, Customs House Building, Lower Heerengracht Street, 11th Floor, South Wing Boardroom, Cape Town, Western Cape, and was attended by CDC representatives, consultants, and Thirty-eight (38) prospective bidders.
• The closing date for submission of bids was on 1 October 2019 at 12:00 as advertised in the Government Gazette, National Treasury e-Tender Portal, CIDB i-Tender, and on the CDC website.
• Twenty (20) bids were received and there were no late submissions.
• The bids were opened in public and the bid opening was attended by CDC representatives and bidders.
• Evaluation of bids was done by at least three (3) CDC members of staff (Procurement Manager and two Project Managers after the opening of the bids)
• BAC approval (Procurement Committee meeting) obtained on the 19th November 2019;
• Final CDC EXMA approval is envisaged for the 28th November 2019
• Letters of regret to be issued to unsuccessful bidders on the 28th November 2019 with 7 days appeal period.

3. All Consultancy was ceded over to the CDC by the DPWI for the implementation is envisaged for the appointment of the Contractor will be concluded by the 13th December 2019. The appointed contractor is expected to comply with security Clearance requirements by the 13th January 2020.

4. The schedule below depicts the current implementation plan for the project with the anticipated start and end dates

The appointed contractor shall submit a definitive Construction Project Schedule for CDC approval which is expected by the 13th January 2020

The detailed programme below illustrates the cycle of the units that will be renovated in every village with a time duration of 4 months for 50 units. This programme was workshopped with the DPWI as a decanting plan and also included in the tender document to inform contractors as to how the works in these units will be phased with decanting etc.

Reply:

The Minister of Public Works and Infrastructure

1. I was informed by the Department of Public Works and Infrastructure (DPWI) that in 2017 (a) The rationale was to enhance functionality and property value.

(b) There were three (3) Ministerial residences that received braai facilities

2. (a) The total cost for the three (3) braai facilities was R 523,985.51

(b) The duration for the contract was six months

3. This was an open tender procurement process. It was advertised under tender number: CPT1029/16

• Advert date: 2 December 2016
• Closing Date: 25 January 2017
• There were eleven (11) bid documents received.
• The average value of all acceptable tenders was: R 1 063 942.89
• The lowest awarded contract value was: R 592 904. 48 ( Excl Vat)
• The Department had omission/exclusions of R 133 268. 07 ( Excl Vat
• The contract adjustment price became R 459 636. 41 (Excl vat)
• The final contract value was: R 523 985. 51 (Inclusive Vat)