Questions and Replies

Reply:

(1) (a) The Nationally representative psychiatric epidemiological study, the South African Stress and Health (SASH) survey, found that 25,2% of participants with a mental disorder had sought treatment within the previous 12 months of which 5,7% with a mental disorder received mental health care.

(b) The national survey on the evaluation of health system costs of mental health services and programmes in South Africa undertaken by the University of Cape Town using the 2016/17 Financial Year provincial health budget expenditure found the following in respect of expenditure on Mental Health in 2016/17.

Province	2016/17 financial year total inpatient and outpatient mental health expenditure
	Millions
Eastern Cape	R806
Free State	R253
Gauteng	R2,334
KwaZulu-Natal	R1,831
Limpopo	R422
Mpumalanga	R178
Northern Cape	R177
North West	R296
Western Cape	R1,504

The above budgets does not include funds that are transferred to private health care providers who are contracted by some provincial departments of health to provide mental health services in provinces where such contracts exist.

(c)-(d) The budget for provision of mental health care, treatment and rehabilitation is not separated in terms of severity of mental health symptoms or type of mental health intervention. Available budget data separation is in terms of percentage spent on inpatient mental health care and percentage spent on outpatient mental health care as reflected in the table below.

Province	Total mental health budget	% of total mental health budget spent on inpatient mental health care	% of total mental health budget spent on outpatient mental health care
	Millions	%	%
Eastern Cape	R806	86%	14%
Free State	R253	88%	12%
Gauteng	R2,334	89.1%	10.9%
KwaZulu-Natal	R1,831	82.3%	17.7%
Limpopo	R422	70.2%	29.8%
Mpumalanga	R178	76.2%	23.8%
Northern Cape	R177	82%	18%
North West	R296	86.2%	13.8%
Western Cape	R1,504	90.5%	9.5%

The above budgets do not include funds that are transferred to private health care providers who are contracted by some provincial departments of health to provide mental health services in provinces where such contracts exist.

(2) The following table reflects the details in this regard.

	Total number of public hospitals
	Province	Compliant with Mental Health Care Legislation	Providing 72 hour assess-ments	Have qualified child psychiatrists
		(a)	(b)	(c)
	Eastern Cape	7	39	0
	Free State	1	29	1
	Gauteng	13	17	5
	KwaZulu-Natal	27	56	1
	Limpopo	5	35	0
	Mpumalanga has 28 public health facilities providing mental health services BUT they do not meet the basic requirements prescribed	0	28	0
	Northern Cape	13	1	1
	North West	2	6	0
	Western Cape	11	31	3
	TOTAL	67	254	11

END.

Reply:

(a) The Report was issued in February 2019 to the Limpopo Department of Health.

(b) Yes. The Preliminary report (for comments by the Limpopo Department of Health) is attached.

(c) (i) and (ii) Information is still awaited from the province and will be submitted once received.

END.

Reply:

All primary health facilities are providing sexual and reproductive health services however the table below is for Termination of Pregnancy facilities:

Public Health Facilities Providing TOP services per Province

Eastern Cape
	Designated Facilities Providing TOP services
Cacadu District
	Andres Vosloo hospital
Nelson Mandela Bay
	1. Dora Ndiza hospital 2. Uitenhage provincial hospital
Amathole District
	1. Madwaleni hospital 2. S.S Gida hospital 3. Frere hospital 4. Cecilia-Makwane hospital 5. Empilweni-Gompo CHC 6. Elliotdale CHC 7. Ngqamakwe CHC
UKhahlamba
	1. Empilisweni hospital 2. Toylor-Bequest hospital
OR Tambo
	1. Umthata-General hospital 2. St Pats hospital 3. St Barnaba’s hospital 4. St Liz hospital 5. Nessie Night hospital 6. Qumbu CHC
Chris Hani
	1. Cofimvaba CHC 2. Cala Hospital 3. Elliot hospital 4. Cradock hospital 6. Glen Grey hospital
Gauteng
	Designated Facilities Providing TOP services
Ekurhuleni
	1. Natalspruit hospital 2. Tembisa hospital 3. Pholosong hospital 4. Far Eastrand hospital 5. Germiston hospital 6. Nokuthela-Ngwenya CHC 7. Jabulane-Dumane CHC 8. Pholopark CHC
Sedibeng
	1. Sebokeng hospital 2. Kopanong hospital 3. Heidelberg hospital 4. Johan Heyns CHC
Tshwane
	5.Kalafong hospital 2. George-Mokhari hospital 3.Odi hospital 4. Tshwane-district hospital 5. Phedisong 4 CHC 6. Laudium CHC 7. Soshanguve CHC 8. Kgabo CHC

City of Johannesburg
	1. Chris-Hani Baragwaneth 2. Charlotte-Maxeke hospital 3. Raheema-Moosa hospital 4. Edenvale hospital 5. Hilbrow CHC 6. Chawelo CHC 7. ZolaCHC 8. Lenasia South CHC
West Rand
	1. Leratong hospital 2. Dr-Yusuf-Dadoo hospital 3. Carltonville hospital
Free Sate
	Designated Facilities Providing TOP services
Lejweleputswa
	1. Bongani hospital
Thabo Mofutsanyane
	1. Elizabeth Ross
Motheo
	1. National hospital
Fezile Dabi
	1. Matsimaholo

Limpopo
	Designated Facilities Providing TOP services
Capricorn
	1. Batlokwa 2. Lebowakgomo 3. Mankweng 4. Polokwane 5. Seshigo 6. WF Nnobel 7. Ratshatsha CHC 8. Rethabile 9. Mamottshwa clinic
Mopani
	1. C N Phathudi 2. Kgapane 3. Letaba 4. Maphutha L Malatji 5. Nkhensani 6. Sekororo 7. Van Velden Duiwelskloof Clinic Duiwelskloof CHC Shilivane CHC Bolobedu Clinic Raphahleol Clinic
Sekhukhune
	Jane Furse Matlala Mecklenburg Philadephia
Vhembe
	Dolnald Fraser Elim Louis Tritchardt Malamulele Siloam Tshilidzini Makhado CHC Thohoyandou CHC
Waterberg
	Ellisras Hospital FH Odendaal (Nylstroom) Hospital Mookgopong CHC Voortrekker Memorial Hospital Warmbaths Hospital

Mpumalanga
	Designated Facilities Providing TOP services
Nkangala
	Mammethlake hospital Kwamhlanga hospital
Gert Sibande
	Bethal hospital

Northern Cape
	Designated Facilities Providing TOP services
Frances Baard
	Galeshwe CHC
John Taolo Gaetsewe
	Tshwaragano level 1 hospital
Siyanda
	Gordonia level 1 hospital Askam CHC

Kwa-Zulu Natal
	Designated Facilities Providing TOP services
UThungulu
	Ngwelezane hospital Mbongolwane hospital Catherine Booth hospital
Zululand
	Nkonjeni hospital
UMkhanyakude
	Bethesda hospital
UGu
	GJ Crookes hospital
EThekwini
	Prince Mushiyeni hospital Wentworth hospital Addington hospital
ILembe
	Maphumulo hospital
UMgungundlovu
	Edendale hospital Northdale hospital Applesboch hospital
UThukela
	Escourt hospital Emawusi hospital
Amajuba
	Newcasle hospital
Sisonke
	Christ the King hospital St Appllinaris hospital EG Usher hospital
North West
	Designated Facilities Providing TOP services
Dr K Kaunda
	Klerksdorp hospital Potchefstroom hospital Grace Mkhomo CHC Nic Bodenstein hospital
Dr RS Mopati
	Taung hospital Vryburg hospital Sweitzereneke hospital loemhof hospital
Dr M Molema
	Mafikeng hospital Gelukspan hospital Thusong hospital Ottosdal CHC Delareyville CHC Sannieshoff CHC Ratlou CHC Montshioa Stdt CHC
Bojanala
	Phokeng CHC Mogwase CHC Makapanstad CHC George Stegman hospital Lethlabile CHC JS Tabane hospital

Western Cape
	Designated Facilities Providing TOP services
Cape Town Metro
	Groote Schuur hospital Somerset hospital Wesfleur hospital False Bay hospital Victoria hospital 2 Military hospital GF Jooste hospital Michell’s Plain CHC Carnation-ward Lentegeur hospital Karl Bremer hospital Tygerburg hospital Eerste River hospital Helderburg hospital Michael hospital Mapongwana CHC Nolungile clinic Kuayasa clinic
West Coast District
	Clan William Hospital Swartland Hospital Vredenburg Hospital Vredendal Hospital
Cape Wine lands District
	Paarl Hospital TC Newman CDC Stellenbosch Hospital Ceres Hospital Worcester Hospital Montagu Hospital
Overberg District
	Caledon Hospital Hermanus Hospital Otto-du-Plessis Hospital

pap smears services

All primary health care facilities are providing Pap Smear services

Mammogram services

Province	Facilities
Limpopo	Pietersburg Hospital Mankweng Hospital
Mpumalanga	Witbank Hospital Rob Ferreira Hospital
Free State	Universitas Hospital; Pelenomi Hospital
North West	Klerksdorp Tshepong Complex Job Shimankane Tabane Hospital Mahikeng Provincial Hospital
Western Cape	Groote Schuur Hospital Tygerberg Hospital
Northern Cape	Kimberly Hospital
Eastern Cape	None
Gauteng	Chris Hani Hospital Charlotte Maxeke Hospital George Mukhari Hospital Kalafong Hospital Mamelodi Hospital Steve Biko Hospital Tembisa Hospital Helen joseph Hospital Rahima Moosa Hospital Sebokeng Hospital Thelle Mogoerane Hospital
KwaZulu Natal	Ngwelezane Hospital Addington Hospital Prince Albert Luthuli Hospital Ngwelezane Hospital Greys Hospital RK Khan Hospital Prince Mshiyeni Memorial Hospital

Annexure A: Current Facilities Providing Oncology Treatment and Availability of Equipment (NDoH Audit, 2017)

Province	Facility	Chemo-therapy	Radiation Oncology	Paediatric Oncology	Contracting	No of Linacs
Eastern Cape	Frere Hospital	X	X	X		1
	Nelson Mandela Academic Hospital	X			Yes
	Livingstone Hospital	X	X	X		2
Free State	Universitas Hospital	X	X	X		2
Gauteng	Steve Biko Hospital	X	X	X		3
	Charlotte Maxeke Johannesburg Academic Hospital	X	X	X		4
	Chris Hani Baragwabath Academic Hospital			X
	Kalafong Hospital	X
Kwa Zulu Natal	Greys Hospital	X	X	X		1
	Addington Hospital	X			Yes
	Ngwelezane Hospital	X			Yes
	Inkosi Albert Luthuli Central Hospital	X	X		Yes	3
Limpopo	Polokwane Hospital	X	X	X	Yes	1
Mpumalanga	Rob Ferreira Hospital	X			Yes
Northern Cape	Robert Mangaliso Sobukwe Hospital	X	X	X	Yes
Western Cape	Tygerberg	X	X			3
	Groote Schuur	X	X			3
	George Hospital	X	X		Yes
	Red Cross Hospital			X

END.

Reply:

1. (a) Health Facilities

The Department has security guards in all the health facilities. The purpose is to protect both the staff and the patients on continuous basis. The security guards conduct patrol in the health facilities throughout the day. The Ideal Hospital Realisation and Management Framework and the Ideal Clinic Realisation and Maintenance as well as the Office of Health Standards Compliance, have measures compelling all health facilities to introduce safety and security features. The health facilities have been declared gun free ones. These are measured at regular intervals by means of inspections and reports being submitted.

(b) Emergency Medical Services Personnel

• Through engagement with the National Joint Intelligence Structures, a PROJOC instruction was issued that SAPS is required to escort ambulances to calls in volatile areas.
• Provinces are required to establish a response protocol to areas identified as hot zones.
• A comprehensive National EMS Safety Guideline is in place to ensure that the (EMS) personnel work in an environment consistent with accepted minimum safety and security standards. This encompasses the development of provincial EMS safety plans and of mainstreaming the individual and collective sense of security and safety awareness and responsibility.

• A National EMS Safety Forum has recently been considered to advise the National and Provincial Departments of Health on safety challenges, undertaking risk assessments and proposing risk reduction measures in addition to mitigating, developing, maintaining, updating and implementing safety protocols and standard operating procedures according to the changing situation, where necessary.

2. Each province is required to develop and implement their respective Safety Plan in line with the National EMS Safety Guideline depending on the level of threat/incidents in their respective provinces. The guideline is as follows:

STRATEGIC FOCUS	OUTPUT	ACTIVITIES	SUCCESS PERFORMANCE INDICATORS
Focus on Staff	Staff Preparedness	Promote staff operational readiness Staff are encouraged to take part in Wellness Initiatives.	Reduce the risk to staff member being targeted by criminals
	Staff Vigilance / Awareness	Staff members to be sensitised in vigilance and awareness of surroundings	Staff members have access to all information regarding high risk zones
	Staff Resilience	Regular debriefing and mental health training sessions to be attended by staff members	Mentally fit staff
	Staff Safety Course	A Safety course is currently being developed	Awareness & Preparedness of EMS in hostile situations
Focus on Community	Informal	Awareness campaigns within communities highlighting challenges with regards to limitations and barriers and implementation of red zones	Staff members will be familiar to community members and a level of trust can be built between all parties.
	Formal	Active participation in Community Police forums, neighbourhood watches and farm watches – meeting scheduled with agenda item tabled	Greater awareness within the community of incidents that have occurred. Also to provide support to staff that needs to testify
Focus on Management	Before the incident	Keep staff informed of all pertinent activities within their district so as to increase their vigilance and awareness.	Ensuring a fluid process during and after an incident
	During the Incident	Immediate response of officers to scene of incident if safe, or to place of safety	Ensuring staff support
	Post Incident	Staff wellness to investigate a more proactive and efficient external staff support service for ongoing management of individuals that have been subjected to traumatic incidents especially attacks on their person	Supported staff members will feel they are able to contribute to the service and this will assist in their recovery.
	Provincial	Regular stakeholders meeting with the Community Police Forum (CPF), Business South Africa, Private Security in the identified affected areas;	Regular feedback to staff on stakeholder meetings.
	National	Regular feedback to NHC -TAC on prevention and mitigation strategy to reduce the attacks on EMS.	Support from NHC-TAC. Monitoring on the implementation of the Emergency Medical Support in Hostile Environments) training. National and Provincial feedback on Health Care In Danger Project
Focus on Technology		Panic button located in the front and rear of vehicles to be tested on a regular basis to check their status Use of social media/ digital media, Use digital media to campaign with other platforms on the management of EMS Safety Vest specifications were approved at the National Committee for EMS meeting held on the 15th October 2019	Improved responsiveness and confidence in service capacity Ensure safety and protection for EMS personnel.

 

3. One EMS personnel was fatality shot in Gauteng Province in 2017, and one security guard in Limpopo province

END.

Reply:

(1) Thabakhibidu Primary School has (a) 370 learners and (b) 8 permanent teachers in 2019 with (c) 2 vacant positions;

(2) (a) (b) It has 8 classrooms with between 37 and 57 learners per class. There are 10 educators residing on the schools premises. Please see Table 1 below for more detail.

Table 1: Number of learners per class, in Thabakhibidu Primary School, in 2019

2b)	Number of learners in each classroom:	Gr R	37
		Gr 1	55
		Gr 2	32
		Gr 3	48
		Gr 4	53
		Gr 5	57
		Gr 6	54
		Gr 7	34
		Total	370

Source: 2019 Limpopo Provincial Warehouse

(3) Number of educators residing on school premises is 8

(4) (a) Yes, the building were previously used as office, (b) since November 2003.

4 (b) Donor funding has been sourced to start construction in the next financial year.

Reply:

The establishment of the State-owned company Ketlaphela was led by the Department of Science and Technology. The initial plans were to establish a State-owned active pharmaceutical ingredients company producing the API’s for the widely used ARVs. After the expression of interest advert for companies to partner on API production, there was no economically viable proposal.

The project has since been taken over by NECSA with a change in focus towards medicines formulation and packaging as an initial step toward final API production. The business case in this regard suggests that this approach would be economically viable. The Department of Energy would be able to provide full details regarding progress with Ketlaphela given that it is now with that Department.

END.

Reply:

Department of Basic Education (DBE):

(a) (i) The Department of Basic Education (DBE) has signed a Public Private Partnership (PPP) for the finance, design, construction and maintenance of the head office building. The DBE pays a unitary monthly fee for the capital as well as maintenance cost. The unitary fee cannot be broken down into the various services provided.

(ii) Not applicable

(aa) Not applicable

(bb) Not applicable

(cc) Not applicable

(aaa) Not applicable

(bbb) Not applicable

b) Not applicable

c) Not applicable

UMALUSI RESPONSE:

(a) (ii) Umalusi paid for the following services to the indicated service providers:

Services	Service Provider	(aaa) 2017/18 R	(bbb) 2018/19 R
(aa) Cleaning	Total cleaning	369, 517. 41	370, 758.88
	Servest Group	369, 517.41	227, 237.26
	Mamulo Trading	-	143, 521.62
(bb) Security	Total Security	786, 546.85	880, 277.24
	Brinant Security	786, 546.85	425, 058.39
	Rise Security Services	-	455, 018.85
(cc) Gardening Services	Persequor Tuindienste	22, 000.00	28, 473.16

Service Provider	Service	(aaa) 2017/18 R	(bbb) 2018/19 R	(C) Total R
Servest Group	Cleaning	369, 517.41	227, 237.26	596, 754.67
Mamulo Trading	Cleaning	-	143, 521.62	143, 521.62
Brinant Security	Security	786, 546.85	425, 058.39	1, 211, 605.24
Rise Security Services	Security	-	455, 018.85	455, 018.85
Persequor Tuindienste	Gardening Services	22, 000.00	28, 473.16	50, 473.16

SACE RESPONSE:

(ii) (aa) The South African Council for Educators spent R129 718,30 on cleaning during the 2017/18 financial year.

(bb) The South African Council for Educators spent R347 355,70 on security during the 2017/18 financial year.

(cc) N/A

 

(ii) (b) TOTAL SECURITY COSTS FOR 2017/18 Consisting of: BLOEMSEC 5424 ASKARI DEVELOPMENT 263 874,9 NATIONAL SECURITY & FIRE 6 296.76 BRATFORCE SECURITY AND PROJECTS 71 760 TOTAL 347 355,7
TOTAL SECURITY COSTS FOR 2018/19 Consisting of: BLOEMSEC 5832 ASKARI DEVELOPMENT 230176,2 NATIONAL SECURITY & FIRE 6306,13 BRATFORCE SECURITY AND PROJECTS 40420 THLAPI SECURITY AND PROJECTS 79624 TOTAL 362 358,4

TOTAL CLEANING FOR 2017/18

Consisting of:

RENTOKIL INITIAL	88058,16
MALETSATSI HOME	5118,6
KA-NTLE TRADING ENTERPRISE	8076,5
PETTY CASH	1078,47
DGR DISTRIBUTORS CC	4983
LUPHA TRADING & PROJECTS	5695
KATSHEMONG (PTY) LTD	10046
MAYFAY SERVICES	646,02
IPOPENG OFFICE SUPPLIES	2229,56
LEBOMCAPITAL	1014,98
UNICOPY STATIONERS	567,04
ABIYOT EMPIRE ENTERPRISE	2205
TOTAL	129 718,

TOTAL CLEANING FOR 2018/17 Consisting of:
CANNON HYGIENE 89025,96 MALETSATSI HOME 6666,72 REFHUMUDZE TRADING (PTY) LTD 32978,25 PETTY CASH 3812,88 EXPERTS TRADERS AND PROJECT MANAGEMENT 7090 LUPHA TRADING AND PROJECTS 16635 OKS INVESTMENT 2009 6440 EXTRAODINARY HOLDINGS (PTY) LTD 21750 MC TREND SYSTEM 4724,3 KHONGI HOLDINGS 37500 THLALEFO YA KA TRADING (PTY) LTD 336,3 BURUDANI PTY LTD 10230,4 UNI COPY & STATIONERS CC 1121,25 ENGETELA SUPPLIERS 2462,5 SEKGOTO BUSINESS ENTERPRISE 2601,16 TOTAL 243 374,7

Reply:

RESPONSE TO PARLIAMENTARY QUESTION 1143/NW2303E

The Agricultural Research Council is a statutory body established in terms of the Agricultural Research Act, 1990 (Act no.86 of 1990) (the ARC Act) and is listed as a Schedule 3, Part A Public Entity in terms of the Public Finance Management Act, 1999 (Act no.1 of 1999) (the PFMA).

The response to the Parliamentary Question 1143/NW2303E is postulated as per the 3 tables.

In the event that your office requires any further information, please do not hesitate to contact my office.

Table 1: REPLY: (1) (a), (b), (c), (d) supporting documents attached

Province	Number of farms	Size	Activities	Current conditions
Gauteng	3	7826ha	Vegetables research, animal breeding and animal production	Good
Mpumalanga	1	66ha	Cattle farming	Good
Western Cape	9	Between 243,8 and 227,917ha	Research on fruit and vine	Fair
Eastern Cape	3	657,65ha	Cattle farming, agricultural training and SAPS stock theft training	Poor
Mpumalanga	1	66ha	Cattle farming	Good
Free State	2	1039.5ha	Plant breeding, National cultivar evaluation and plant diseases	Good
North West	2	594,92ha	Maize trials and Research	Fair
Limpopo	3	5591haha	Vegetables production, research, commercial farming and grazing	Good

Table 2: REPLY: (1) continues (i), (ii), supporting documents attached

Province	Activities	Outcome from each farm
Gauteng	Vegetables research, animal breeding and animal production	-Animal breeding -Maize seeds production -Training of farmers -Cash revenue on social events
Mpumalanga	Cattle farming	Generating external revenue
Western Cape	Research on fruit and vine	Fair
Eastern Cape	Cattle farming, agricultural training and SAPS stock theft unit	-The farm is in a bad state due to underutilization. -Farming -Training
Mpumalanga	Cattle farming	Generating external revenue
Free State	Wheat commercial	R800 000
North West	Maize trials and research	-Research -Maize harvest
Limpopo	Vegetables production, research, commercial farming and grazing	Good

Table 3: REPLY: (2) (a), (b), supporting documents attached

Province	Person or individuals that lease the farm	Amount paid for farm leased
Gauteng	United Seeds Naka breeders	R220 000 p/a
Mpumalanga	AA HUNN	R4716 p/m
Western Cape	None	N/A
Eastern Cape	-SAPS -Chumani Water Solutions -Asante Management Services	-SAPS R21059 -Chumani R12160 -Asante R26827
Mpumalanga	Cattle farming	R4716 p/m
Free State	None	N/A
North West	Agricol	R5617 p/m
Limpopo	Oppierandjie	R35727 p/m

Reply:

Mokala Primary School was initially a farm school about 13km from Setlagole Village. In 2011, due to the low enrolment of learners the school was forced to close. Learners from the school were moved to Senwamatsana Primary School in Setlagole in 2012. In 2013 the school was reopened in Lopapeng Section in Setlagole. This school was merged with Badiri Primary School from Westend Ranch Farm (34 kms from Setlagole) and Segakeng Primary School was added to the school in 2015.

The schools mentioned above received learners from Setlagole. Now that Mokala Primary, Badiri Primary and Segakeng Primary merged to become Mokala Primary it meant that learners will no more have to move to the farms as the learners are all from Setlagole.

To provide space for learners, mobile classrooms were given to replace the tents which were initially erected to serve as classrooms. The Hon Mec Matsemela instructed the closure of such tents in favour of mobile classrooms.

At the moment the learner enrolment is 660 with a staff compliment of 18 educators. There are 14 mobile classrooms provided. A new school was supposed to be built in 2016 but due to a new site having sought a delay was experienced.

Reply:

As stated in the reply to question 324, key measures that are put in place to meet targets also include ongoing engagement with the private sector, other government departments and other stakeholders in their respective roles in achieving the target set by the President in the June 2019 State of the Nation Address. The targets will form part of the Strategic Plan within the new MTSF period of the department and SAT.

There are ongoing engagements with the Tourism Business Council of South Africa (TBCSA) which is the umbrella organization representing the unified voice of business in the travel and tourism sector. TBCSA comprises of 14 travel and tourism sub-sector associations and 28 business members. These engagements have ensured that TBCSA is integral in the planning that is aimed at meeting the 21 million international tourist target, and in strategizing on various mechanisms that are aimed at growing the tourism sector. Minister has had, since her arrival, more than 4 engagements with the Chairperson and CEO of TBCSA and has been invited to address a full TBCSA board meeting at beginning of December.

The minister also met with the Airline industry operating in the country during the month of November in order to improve collaboration and partnership. She also held a meeting with representative of Association of Southern African Travel Agents (ASATA) after they raised a concern of the regulation for South Africa still requiring unabridged certificate during the month of November. She was invited to share her vision with Southern Africa Tourism Services Association (SATSA) Gauteng Chapter during the month of November and plans to continue with these kind of engagements with other associations.

Furthermore, the Minister hosts a quarterly tourism leadership forum (TLF) which brings together representatives from various associations in the tourism sector and this was held during October month. These engagements gave an opportunity for the Minister to outline her plans and the need for working together.

Since she took Office, the Minister has convened two MinMec meetings, to ensure collaboration and alignment of strategies between National government and provinces.

The Minister has also convened a meeting with business leaders from the rail tourism industry and representatives of state owned enterprises (Transnet and Prasa). The engagement, the first of its kind, was aimed at ensuring that rail tourism is mainstreamed and forms part of the tourism marketing programmes so that it can attract more tourists.

The Minister hosted a Youth summit that shared the work of the Department with the youth. The summit also provided a platform for young people to engage the Minister and the Department on opportunities and challenges in the tourism sector. The summit also provided an opportunity for the participants to provide feedback on their experience in the sector and in dealing with the Department with a view on how to collectively improve the sector.

The Minister met with Tourism BBBEE Council during the month of July, to welcome them and receive the state of transformation report prepared by the outgoing council at the time.

The Minister has also hosted an Imbizo in Limpopo aimed at engaging with communities and community leaders. These engagements have played an important role in ensuring continued improvement of society’s understanding of the importance of welcoming tourists in the various destinations across the country and in ensuring that they enjoy a safe and memorable experience.

Minister has engaged with tour operators, media and influencers to get feedback on what we need to do to ensure that we increase our international arrivals. These engagements took place in China, Japan, New York, Ghana and Nigeria.

More engagements will continue in 2020 and the underlying message that the Minister has been conveying to various stakeholders relates to the importance of working together as a sector in order to ensure that we grow the sector and meet the 21 million target that we have set.

Key Strategic Stakeholders

The key strategic stakeholder comprised of the following but not limiting sector stakeholders as per the engagement structure below:

a) (i) Private Sector:

Private sector stakeholder	(i) Format and nature of engagements	(b)(ii)How long have each of the engagements been taking place	(c ) What are the of the engagements as at the latest specified date in each instance
Tourism Business Council of South Africa (TBCSA) The association is the umbrella organisation representing the unified voice of business in the travel and tourism sector. The organisation serves to unite and influence the diverse travel and tourism sector to contribute to a competitive, responsible and inclusive tourism economy and comprises of 14 travel and tourism sub-sector associations and 28 business members.	The engagement is through a collaborative MOU between two entities. The MOU covers areas of joint marketing, exhibitions, roadshows, knowledge sharing and grading. Engagement is through monthly meetings and performance reporting.	The MOU is concluded every three years and both entities have just finalised a new five-year agreement from April 2019 -March 2024.	TBCSA and SA Tourism embarked on a roadshow to Europe (September 2019) and North America (October 2019) to affirm the industry’s commitment to the markets by gathering valuable insights from valued trade partners to better understand the current market challenges, barriers, and opportunities to achieve greater success together. Insights gathered from these roadshows will assist in addressing challenges that may hinder efforts of reaching the 2030 target. Furthermore, a debrief was conducted post-roadshows to discuss the way forward. Some of the key outcomes of the debrief were: Conduct a global market mapping to identify key trade driving volume and value markets Develop joint marketing initiatives to be done with trade in market. Working with the department to address supply side issues such as language challenges through relevant training and development of tour guides for different key markets.

b) (ii) Other stakeholders: Public Sector

Other stakeholders	(i) Format and nature of engagements	(b)(ii)How long have each of the engagements been taking place	(c) What are the latest results
Provincial Tourism Authorities (PTAs)	The engagement is through collaborative MOU. The purpose of the MOU is for both parties to collaborate, commit and align their strategic and tactical plans and resources of whatever nature in relation to their tourism mandate and to achieve the 2030 targets. The engagement is conducted through the following structures: 1. Quarterly CEO Forum (Effective Marketing Pillar of NTSS) 2. Quarterly marketing forum 3. Quarterly Business Events Coordinating Forum	Engagements have been in place for years since provinces established PTAs, however the main focus in line with the 6th administration is to work towards achieving 21 million visitors by 2030.	CEO Forum: 10 October 2019 The CEO Forum met on 10 October 2019 to discuss the alignment of business planning processes. This is the first time that SA Tourism and provincial tourism authorities conducted a joint business planning session, and this provided an opportunity to develop the 5-year strategic plan in line with the 6th administration. Furthermore, to focus on key focus areas, working towards achieving the 2030 targets. Marketing Forum: 13 November 2019 The marketing forum met on 13 November 2019 to discuss the development of key action plans for the 2020/21 financial year. Key outcomes: 1. Consolidation of annual calendar of events 2. Develop destination stories to package destinations content. 3. Package key flagship products. 4. Identify other stakeholders to partner in destination marketing i.e. Film Commissions, Department of Arts, Culture and Sports and Brand SA. The above outcomes will form part of integrated annual plans.

Reply:

Treatment of different types of cancer differ by province, facility and type of cancer The estimated waiting period for patients diagnosed with cervical cancer ranges from 6-11 weeks and for prostate cancer 11-28 weeks.

Waiting times at selected hospitals such as Frere Hospital, Nelson Mandela Academic Hospital, Livingstone Hospital, Polokwane Hospital ranges between 6 to 8 weeks. In Tygerberg, Groote Schuur and Universitas Hospitals the waiting times are between 12-14 weeks.

We are currently conducting an audit on cancer services and the outcome will be made available once the audit is completed.

END.

Reply:

a) South Africa Tourism is entrusted with responsibilities of primarily focusing on marketing South Africa as a domestic and international tourist destination (leisure) and as a business tourism destination. Each year SAT develops an annual performance plan derived from its five year strategy. SAT’s five year strategy is guided by the strategic plan of the department. Each annual performance outlines priorities and programmes that SAT will be driving for that particular year and a budget for each priority or programme is allocated accordingly and approved by parliament. The primary goal of the marketing programmes driven within SAT is the increase in the number of tourists both International arrivals and domestic travellers.

Objectively getting travellers to choose South Africa as a destination of choice and getting South Africans to travel is influenced by factors that are within SAT’s control and those that are outside SAT’s control.

SAT can control factors such as the intensity of its campaigns, the countries it targets, the demographics it targets, and etc. which are outlined in the funded marketing framework. The strategy as expressed in each APP gives expression to how much budget is allocated to maximise on the factors that are within the control of SAT towards achieving the main goal which the increase in numbers.

Notwithstanding the investment in marketing, negative perceptions about South Africa are a significant barrier for international tourists. These issues lead to the divergence between budget allocations and the performance of SAT. The following are key issues that adversely affect the number of tourists visiting the country:

• Safety and security concerns
• The Cape Town Water Crisis Messaging that exaggerated the situation.
• Inappropriate wildlife interaction
• Immigration regulations particularly visa application processes and the recently scrapped requirement for unabridged birth certificate for minors travelling to South Africa.

(b) How was the budget to SAT calculated in the (i) past three financial years and (ii) for the 2019-20 financial year

The following table indicate the budget of SA Tourism’s budget for the past three financial years and for the 2019/20 financial year.

Name of the Programme		2016/17	2017/18	2018/19	2019/20
		(R’000)	(R’000)	(R’000)	(R’000)
1.	Corporate Support	102 127	151 212	132 271	135 171
2.	Business Enablement	99 907	60 926	85 929	89 700
3.	Leisure Tourism Marketing	846 955	955 996	1 026 270	1 066 602
4.	Business Events	154 552	172 123	129 287	137 869
5.	Visitor Experience	54 035	49 596	65 807	68 695
Total		1 257 576	1 389 853	1 439 564	1 497 857

Programme 1: Corporate Support

Corporate Support provides support services to the organisation and ensures compliance with statutory Requirements.

 

Programme 2: Business Enablement

Business Enablement ensures that the strategic plan is developed and integrated with business performance monitoring, governance and evaluation. It provides centralised research insights and analytics to support the core business and provide an open source for information-sharing with the tourism sector.

 

Programme 3: Leisure Tourism Marketing

Leisure Tourism Marketing provides destination tourism marketing, targeting both international and domestic leisure tourists.

 

Programme 4: Business Events

The Business Events programme markets South Africa as a business events

 

Programme 5: Tourist Experience

The Tourist Experience programme aims to deliver a quality experience expected by international and domestic tourists by grading establishments, developing product capacity and building itineraries for tourists.

 

Reply:

Information is still being sourced from Provinces. The answer will be submitted to Parliament as soon as the information is received from Provinces.

END.

Reply:

1. (a) 161 clinics based on the Ideal clinic database (on the software) and

(b) 14 hospitals based on the regulation relating to categories of hospitals 2012 in the Northern Cape province.

2. (a) (i) Total doctors employed in hospitals in Northern Cape as at end October 2019

Medical Officer employed in Hospital as at October 2019
Northern Cape	Medical Officer	54
	Medical Officer (Community Service)	17
	Medical Specialist	1
Northern Cape Total		72

(ii) Total doctors employed in clinics in Northern Cape as at end October 2019

Medical Officers employed in Clinics as at October 2019
Northern Cape	Medical Officer	1

b) (i) Total nurses employed in hospitals in Northern Cape as at end October 2019

Nurse Professionals employed in Hospital as at October 2019
Northern Cape	Assistant Manager Nursing (Head Nursing Service)	3
	Clinical Nurse Practitioner (Prim H Care)	3
	Nursing Assistant	168
	Operational Manager Nursing (General)	11
	Operational Manager Nursing (Primary H Care)	1
	Operational Manager Nursing (Speciality Unit)	4
	Professional Nurse	250
	Professional Nurse ( Speciality Nursing)	37
	Professional Nurse (Community Service)	29
	Staff Nurse	64
Northern Cape Total		570

(ii) Total nurses employed in clinics in Northern Cape as at end October 2019

Nurse Professions employed in Clinics as at October 2019
Northern Cape	Staff Nurse	37
	Assistant Manager Nursing (Primary H Care)	3
	Professional Nurse	162
	Deputy Manager Nursing (Level 1 & 2 Hospital)	1
	Professional Nurse ( Speciality Nursing)	2
	Nursing Assistant	173
	Professional Nurse (Community Service)	20
	Operational Manager Nursing (General)	17
	Assistant Manager Nursing Area	1
	Operational Manager Nursing (Primary H Care)	89
	Clinical Nurse Practitioner (Prim H Care)	111
Northern Cape total		616

3. Good Hope is a mobile point in Flagstaff in the Eastern Cape province. The community from the village has been requesting the department to build a clinic for them. The department could not build it due to budgetary constraints. The community is being serviced through a mobile clinic which visits once per month.

(a) There is nobody who has been awarded a contract to build and/or upgrade the Good Hope clinic;

(b) Due to the fact that there was no tender awarded to anyone, there is no progress on the building/upgrade of the clinic.

END.

Reply:

Information is still being sourced from provinces to enable us to respond to this question. The final response will be submitted to Parliament as soon as the relevant information has been received from provinces.

END.

Reply:

The Special Paper on the Roadmap for Eskom in a Reformed Electricity Supply Industry was published on 29 October 2019.

Reply:

Information is still being sourced from the Province on this matter, it will be submitted as soon as the Province has supplied such information.

END.

Reply:

(a) The term of office of the Board of the Estate Agency Affairs Board (EAAB) expired on the 5th of July 2019. The date of expiry coincided with the final stages of Parliamentary approval of the Property Practitioners Bill (2018). In order to avoid the existence of a possible governance vacuum at the Estate Agency Affairs Board during the approval process of the Bill, the term of office of the current Board was extended.

(b) The transitional board was appointed with effect from 6 July 2019 until the Property Practitioners Act, Act No. 22 of 2019, comes into effect. The said Act will be operational once the regulations have been finalised early next year.

 

Reply:

Yes.

Middelburg Provincial Hospital has a working drainage system. Maintenance of the drainage system (plumbing works, etc) is done internally by the Department of Public Works, Roads and Transport (DPWRT) artisans based at the Hospital on a day-to-day basis.

END.

Reply:

(a) It is not true that the clinic in Makolokwe, ward 29 is dysfunctional. It operates for limited number of days because it is not a fully-fledged clinic. It is a health post which is supported by Bethanie Clinic which is about 7km away and it provides 24 hour services. It is visited by a mobile clinic twice per week. Due to the small catchment population and its proximity to Bethanie Clinic the facility could not be made a fully-fledged clinic. The structure is a health post that was built in the 2004-2005 financial year.

(b) The costs for the structure at the time was approximately R 250 000.

(c) The departmental records do not show who the service provider was as it was built over 15 years ago and at the lowest costs at the time.

END.

Reply:

1. The table below reflects the total number of nurses who are employed at Middelburg Provincial Hospital, Mpumalanga.

2. (a) The table also indicates the vacant nursing posts and (b) Since each post was vacated at a different date, it is not possible to mention the specific date that a post will be filled, however, in accordance with the Department of Public Service and Administration directive on reducing the recruitment period and the vacancy rate in the public service dated 08 June 2015, a median period to fill a vacant funded post is six (6) months.

Table 1

Middelburg Hospital in Mpumalanga as at end September 2019	Filled / Vacant
Province	Profession: NURSE	Filled	Vacant	Grand Total
Mpumalanga	OPERATIONAL MANAGER NURSING (SPECIALITY UNIT)	2	0	2
	NURSING ASSISTANT	37	0	37
	OPERATIONAL MANAGER NURSING (GENERAL)	7	0	7
	PROFESSIONAL NURSE	117	1	118
	PROFESSIONAL NURSE (COMMUNITY SERVICE)	9	0	9
	STAFF NURSE	61	0	61
Mpumalanga Total		233	1	234

END.

Reply:

In 2011, a base line infrastructure audit found a total of 958 health facilities with at least one type of asbestos building material (roof, ceiling, internal or external walls). Currently we have a total of 382 facilities with at least one component of asbestos out of the four components. A total of 576 facilities have been replaced to date and the plan is to eradicate the remaining ones within the next three financial years in line with available budget.

END.

Reply:

1. The Uniform Patient Fee Schedule (UPFS) is Ministerial approved annually, based on the MTBS (CPI).

2. A UPFS Technical Tariff Task team has been established and consist of both provincial and national representatives of which national facilitates the process and provide guidance;

3. The UPFS makes provision for three groups of users: Full paying, subsidized and free users:

• Full Paying

This category of users includes but is not limited to externally funded users, users being treated by their private practitioner and certain categories. They are liable for the full UPFS fee.

• Subsidised

Subsidised users are categorised based on their ability to pay for health services into four categories: H0, H1, H2 and H3. The fees payable by subsidised users are expressed as a percentage of the fees payable by full paying users as determined by the latest edition of the Uniform Patient Fee Schedule (UPFS).

• Free

There are certain circumstances under which users will receive services free of charge independently of their classification as full paying or subsidised users. These circumstances have a statutory basis and apply only to the episode of care directly related to the circumstances under which the user has qualified for free services.

4. The UPFS further makes provision for non subsidised services and the full UPFS tariff applies irrespective of the classification of the patient.

• Cosmetic Surgery (None Medical Reasons)
• Medical Reports
• Mortuary services
• Autopsies
• Port Health and Travel Medicine

MEDICAL REPORTS (Examinations)

This tariff is levied for the completion of a report for insurance or any other purpose e.g. medico-legal and / or procedure above that required for the purposes of the report are undertaken. If a clinical examination and/or procedure are undertaken in addition to the examination, the relevant categories of that particular tariff should also be charged.

The tariff fee is payable strictly in advance before any information is disclosed. This tariff grouping accommodates: the issue and/or the completion of original medical reports and the completion of certificates/forms; as well as the issue of copies of reports/records.

Current UPFS

The tariff payable by e.g. Medical Scheme, Insurance Company etc. is R620.00 for

the financial year 2019/2020

CODE	DESCRIPTION	BASIS	Professional Fee	FACILITY FEE
				LEVEL 1	LEVEL 2	LEVEL 3
			R	R	R	R

04	Medical Reports - 100%
0410	Medical Report – Facility Fee	Report		185	185	185
0411	Medical Report – General medical practitioner	Report	435
0412	Medical Report – Specialist medical practitioner	Report	435

Response from the Mpumalanga Health Department after consultation with Rob Ferreira Hospital on the process followed for Medical Reports and stamps:

The patient will request the completion of the medical report in writing or verbal. The Patient Accounts or Patient Admission will request payment upfront before the completion of the form, immediately payment is received, the form will be forwarded to the specific doctor for completion and the relevant section will stamp it after either Patient Admission or Accounts. The charging of the completion of the form is as per the UPFS tariffs regardless of the level of the hospital.

If is difficult to reply to the question as more information is needed on the patient and exactly what form is referred too to give a more defined answer

END.

Reply:

We are aware that there not enough beds at Job Shimankana Tabane Provincial Hospital.

a) The Hospital is expecting additional beds by the end of this financial year;

b) The number of beds to be delivered is 20.

END.

Reply:

Yes, there is an appointed Hospital Board at the Hospital

(a) (i) There are three (3) external Board Members. The others are five (5) Hospital Management Team Members;

(ii) The three external members are having the following qualification

• Ms S. Mculu = Bachelor of Information
• Mr A.J. Nethononda = Diploma in Government Finance
• Mr R.M. Xaba R.M (Chairperson) = Standard 10 (Matric) only

(b) 01 August 2017

END.

Reply:

a) 297

b) (i) Irregular expenditure

IRREGULAR SPEND	2018/19 (R’000s)
Opening balance	4 445 560
This relates to expenditure on valid contracts that expired. This relates mostly to reagents and consumables	1 690 132
In terms of the NHLS Delegations of Authority, the Board needs to approve all contracts with a value of more than R10 million. The previous CEO and CFO was found guilty of entering contracts for more than R10 million which they were not allowed to do in terms of their delegated authority	104 770
In certain instances, goods were procured without any tender procedures being followed. This relates to items that NHLS classify as “catalogue” items. It is a practice that originated many years ago, but that the new management only became aware of in the last year. Processes are underway to correct this	800 671
In certain instances, the contract value that was approved had been exceeded by more than the allowed 15%. This relates mostly to reagents where there was an unanticipated spike in the number of tests that needed to be performed	361 810
Although evidence exist of a valid tender process and award, the actual contract confirming the award could not be found. It relates to one contract only	19 470
Cases were found where expenditure was incurred after the award of a tender but before the actual contract was signed (normally due to the urgency of the situation). Standard contract wording has now been changed to prevent this from recurring	18 282
In one Region, the Manager authorized several separate tenders for the same product on the same day. This was erroneously done in an effort to allocate the expenses easier to various cost centers. Procedures have been put in place to prevent this from happening again	1 707
Less: Amount Condoned	-2 310 258
Total	5 132 144

(ii) None

(c) (i) The Department has put in place the following mechanism to ensure that expenditure is in line with applicable legislation:

• The Minister has approved the NHLS Materiality and Significance Framework in terms of Sections 50 and 55 of the PFMA and Treasury Regulation 28.3, which define significant, material and parameters of transaction that the institution is authorised to approve. The purpose of the Framework is to regulate the disclosure of material facts by public entities to the Executive Authority. This includes information to be provided in terms of the Annual Report and financial statements, as well as requests for approval from the Minister to participate in certain significant transactions, and

• The Department monitors NHLS’s budget on a quarterly basis to ensure that the actual expenditure is aligned to the budget.

(ii) The Department has put in place a mechanism to ensure that the NHLS report on quarterly basis on the level of compliance to the PFMA which includes the following:

• Ensuring that NHLS has a delegation of authority that define powers entrusted or delegated to officials within the organisation,

• Ensuring that NHLS takes appropriate disciplinary steps against employees who have made or permitted irregular or fruitless and wasteful expenditure,

• Ensuring that NHLS has an appropriate procurement and provisioning administration system, which is fair, equitable, transparent, competitive and cost-effective, and

Ensuring that NHLS has mechanisms in place to prevent irregular, fruitless, and wasteful expenditure.

END.

Reply:

Accordingly to the information received from Eskom

a) Eskom does not have specific functions that have been declared non-core. However, a general view of the business refers to the Generation, Transmission and Distribution businesses as core and critical, while functions such as Human Resources, Finance, Information Technology and similar functions as non-core. However, it has to be noted that even functions referred to as non-core are essential to the functioning of the business and will always be required by Eskom. Therefore the use of core and non-core business in classifying functions will mainly be referring to primary business operations and support functions respectively. The primary business operations mainly refers functions such as the design, engineering, construction, operations and maintenance of plants and supply of electricity to end users.

b) Based on the above definition of Eskom critical workforce segments, it is not possible to provide budget details.

c) As explained above, the non-core functions are required by the business to support the operations.

Reply:

(a)	Limpopo budget for vaccines (as allocated by Provincial Treasury)
	2017-18 (i)	2018-19 (ii)
	R268,920,000	R317,781,000

(b) The National Department of Health responded to a request for support from the Acting Head of Department of Limpopo Department of Health who asked for help as the province had run out of funds to procure vaccines.

(c)		Amount	Budget from which funds were taken and motivation
1.	R6,000,000	HIV/AIDS & STI'S: Male Condoms due to supplier being unable to supply male condoms and the National Department of Health did not project at that stage a condom shortage or stock outs.
2.	R9,000,000	HIV/AIDS & STI'S: Consultants. No tender for Mass Media communication was in order and expenditure were done through the three quotations process. Note: Mass Media Communication is budgeted for under Consultants on BASS.
3.	R16,000,00	Chronic Diseases: Health Promotion Levy part of Mass Media Communication that could not be spent as no tender was in place and expenditure were done through the three quotation system.

(d) Following the Presidential Health Summit Compact (2018) it was resolved that a budget planning process for pharmaceuticals be instituted and that National Treasury earmark funds for procurement of pharmaceuticals (ring-fencing of the budget). The National Department has embarked on a process to generate a budget for pharmaceutical products for FY2020-2021 for each of the provinces based on accurate demand forecasts. This was discussed at the National Health Council and will be submitted to National Treasury in line with budgeting processes.

END.

Reply:

1. The Compensation Commissioner for Occupational Diseases (CCOD) is not a listed entity. The Compensation Commissioner is currently in discussions with National Treasury about the status of the Mines and Works Compensation Fund in terms of the Occupational Diseases in Mines and Works Act, No. 78 of 1973 and the Public Financial Management Act, No. 1 of 1999.

Section 61(1) of the Occupational Diseases in Mines and Works Act, No. 78 of 1973 (ODMWA) provides for the establishment of the Mines and Works Compensation Fund. Section 61(2) of the ODMWA states that the Compensation Fund shall be managed by the Compensation Commissioner for Occupational Diseases (CCOD).

2.  The Fund was listed as a Public Entity in terms of schedule 3A of the Public Finance Management Act, No. 1 of 1999. However, it was removed in terms of Gazette Notice 3366 of 2003 on 18 November 2003.

Since then, the CCOD was referred to as a trading entity or account of the National Department of Health and produces its Annual Financial Statements separately. The acronym the CCOD and the Fund has been used interchangeably.

The Fund should be classified as an Unlisted Public Entity as it is not listed in Schedule 3A of the PFMA and does not meet the definition of a Trading Account or Entity. The Compensation Commissioner is to apply to National Treasury to have the Fund re-instated as a Public Entity, once the current status as an Unlisted Public Entity has been confirmed by National Treasury. Correspondence in this respect is expected from National Treasury.

END.

Reply:

a) Engagements between the Department of Defence and National Treasury are taking place to address the funding challenges of the SANDF in general. Capabilities will gradually come to a grinding stop if both State Owned Entities like Denel and the DOD are not adequately resources to fulfil on their various mandates. The decision to stop flying will be determined by airworthiness and aviation safety considerations. The SAAF has qualified personnel that monitor and certify aircraft airworthiness and safety.

Reply:

Accordingly to the information received from Eskom

(a)

Eskom would like to confirm that its relationship with the Daily Maverick is no different from its relationship with any other publication or media house. We categorically place on record that we do not have any special arrangements with any media house, including the Daily Maverick.

(b)

There is no media house or publication that consults or provides any communication services to Eskom, with the exception of reporting on our business operations.

Reply:

(a) (i) Nurses employed at Job Shimankana Tabane Provincial Hospital in Rustenburg, North West is 578.

(ii) Vacant positions is 106 (vacancy rate of 15%).

(b) The vacancies will be advertised before the end of this financial year (2019/2020), and filled during the 2020/2021 financial year.

END.

Reply:

(1) Madibeng Water Purification Plant will be completed in two phases as follows:

• Civil work will be completed in June 2020, and
• Mechanical and electrical in February 2021.

(2) The total cost for completion will be higher than the cost of R480 million initially estimated, amounting to R671 million. This is due to the additional scope on pipe re-routing, storage dams, and time wasted on stoppages.

 

Reply:

According to the information received from Eskom

(1)(a) Eskom had 12 Chief Executives since 2009.

(2)(a)(i)(ii) and (2)(b) Table 1 below provides the nature of appointments of Eskom Chief Executive Officers and the period of each appointment

Table 1: List of Acting Chief Executive and Chief Executives since 2009

Name	Designation	Period	Nature of appointment
P J Maroga	Designate CE	01/02/2007 - 31/04/2007	Permanent
	Chief Executive	01/05/2007 - 30/11/2009
M Makwana	Acting CE	01/12/2009 - 30/06/2010	Non-executive Director
			Non-Permanent
B A Dames	Chief Executive	01/07/2010 - 31/03/2014	Permanent
M C Matjila	Board Member	28/06/2011 - 01/04/2014	Non-executive Director
	Acting CE	01/04/2014 - 30/09/2014	Non-permanent
	Board Member	01/10/2014 - 31/12/2014
T J Matona	Chief Executive	01/10/2014 - 31/05/2015	Permanent

Name	Designation	Period	Nature of appointment
Z Khoza	Interim CE	13/03/2015 - 19/04/2015	Non-executive Director
			Non-permanent
B Molefe	Seconded CE	20/04/2015 - 24/09/2015
	Chief Executive	25/09/2015 - 31/12/2016	Appointed on a 5 year contract
M M Koko	Interim CE	01/12/2016 - 21/06/2017	Permanent
J A Dladla	Acting CE	22/06/2017 - 04/10/2017	Permanent
S Maritz	Interim CE	06/10/2017 - 28/02/2018	Permanent
P S Hadebe	Interim CE	22/01/2018 - 31/05/2018	Interim
	Chief Executive	01/06/2018 - 31/07/2019	Appointed as a contractor
J A Mabuza	Acting CE	01/08/2019 -	Non-executive Director

(3) It is clear to the Department that the attrition rate of CEOs at Eskom has been extra-ordinarily high and is a concern. The appointment of a new CEO, is the beginning of stabilizing the leadership at Eskom.

Reply:

1. ​(a)-(b)      There are Twenty (20) hospitals in the Public Service that provide oncology services as reflected in the table below.

 

Facility	Chemo-therapy	Radiation Oncology	Paediatric Oncology
Frere Hospital	X	X	X
Nelson Mandela Academic Hospital	X
Livingstone Hospital	X	X	X
Universitas Hospital	X	X	X
Steve Biko Hospital	X	X	X
Charlotte Maxeke Johannesburg Academic Hospital	X	X	X
Chris Hani Baragwanath Academic Hospital			X
Dr George Mukhari Hospital	X
Greys Hospital	X	X	X
Addington Hospital	X	X
Ngwelezane Hospital	X
Inkosi Albert Luthuli Central Hospital	X	X

 

Facility	Chemo-therapy	Radiation Oncology	Paediatric Oncology
Polokwane Hospital	X	X	X
Rob Ferreira Hospital	X
Robert Mangaliso Sobukwe Hospital	X	X	X
Tygerberg Hospital	X	X
Groote Schuur Hospital	X	X
George Hospital	X	X
Red Cross Hospital			X
Klerksdorp Hospital	X	X

2. The details of the lack in oncology treatment in each province is not reflected in the National Cancer Registry. The National Cancer Registry is a pathology based registry which registers cancer incidence and not the status of treatment for cancer. 

Waiting times at selected hospitals such as Frere Hospital, Nelson Mandela Academic Hospital, Livingstone Hospital, Polokwane Hospital ranges between 6 to 8 weeks.  In Tygerberg, Groote Schuur and Universitas Hospitals the waiting times are between 12-14 weeks.

The National Department of Health are currently conducting an audit on cancer services and details will be made available on completion of audit.

Reply:

1. In April 2018, I appointed four Presidential Envoys on Investment – Mr Trevor Manuel, Mr Mcebisi Jonas, Ms Phumzile Langeni and Mr Jacko Maree – to engage with domestic and foreign investors on the opportunities for investment in South Africa, and to understand any impediments they experience in pursuing those opportunities.

The Envoys do not have specific targets. Instead, their activities support the investment mobilisation drive which has a stated intention of ensuring an additional R1.2 trillion of investment in South Africa over five years.

The State is only responsible for the travel and associated expenses of the Envoys in carrying out these duties.

To strengthen the work of the Investment Envoys, the President in November 2019 appointed Mr Jeff Radebe, Mr Derek Hanekom and Ms Elizabeth Thabethe as new Presidential Envoys on Investment targeting specific areas, in addition to general investment promotion. Mr Radebe will drive investment promotion in the energy sector, focusing on oil and gas, while Mr Hanekom and Ms Thabethe will both be responsible for investment mobilisation in the tourism sector.

Details relating to these recent appointments are still in the process of being finalised.

2. The Special Envoys do not have any executive responsibilities and are not members of the Government. They are deployed to convey messages about the investment climate and to generate goodwill with investors. They are not responsible for the formulation or implementation of policy nor the exercise of any administrative authority.

Reply:

a) 92

b) (i) Irregular expenditure

• Three (3) written quotations were not approved by the delegated official R63235
• Payment made to supplier is in excess of the quoted amount (difference R12, 750) R97750
• Supplier unqualified based on the awarding of the quotation was not fair, transparent, competitive and cost effective which is in contravention of Section 16A3 of the Treasury Regulation and the Preferential Procurement Policy Framework Act of 2000 which therefore results in irregular expenditure R1045800;

(ii) None

(c) (i) The Department has put in place the following mechanism to ensure that expenditure is in line with applicable legislation:

• The Minister has approved the SAHPRA Materiality and Significance Framework in terms of Sections 50 and 55 of the PFMA and Treasury Regulation 28.3, which define significant, material and parameters of transaction that the institution is authorised to approve. The purpose of the Framework is to regulate the disclosure of material facts by public entities to the Executive Authority. This includes information to be provided in terms of the Annual Report and financial statements, as well as requests for approval from the Minister to participate in certain significant transactions, and

• The Department monitors SAHPRA’s budget on a quarterly basis to ensure that the actual expenditure is aligned to the budget

(ii) The Department has put in place a mechanism to ensure that the SAHPRA report on quarterly basis on the level of compliance to the PFMA which includes the following:

• Ensuring that SAHPRA has a delegation of authority that define powers entrusted or delegated to officials within the organisation,

• Ensuring that SAHPRA takes appropriate disciplinary steps against employees of who have made or permitted irregular or fruitless and wasteful expenditure,

• Ensuring that SAHPRA has an appropriate procurement and provisioning administration system, which is fair, equitable, transparent, competitive and cost-effective, and

• Ensuring that SAHPRA has mechanisms in place to prevent irregular, fruitless, and wasteful expenditure.

END.

Reply:

Yes, the boiler in Middleburg Provincial Hospital is in working condition.

a) (i) The appointed coals supplier is Kiabuse (Pty) Ltd.

(ii) The appointment of Kiabuse was done in August 2017.

b) The Hospital spent R800 000 on maintenance of the boiler in the past financial year.

END.

Reply:

The question requires a closed session of the Joint Standing Committee on Defence as it relates to the ability of the Defence Force to execute its Constitutional mandate.

Reply:

a) The Department of Agriculture, Land Reform and Rural Development (DALRRD) has undertaken the following with regard to the implementation of the Spatial Data Infrastructure Act (Act 54 of 2003):

(i) The Spatial Data Infrastructure (SDI) Act was assented on 28 January 2004 as Act 54 of 2003 (Gazette No. 25973 published 4 April 2004).

(ii) The operationalization of the SDI Act was done in phases. This was to ensure that systems and processes are in place to avoid legal liabilities.

(iii) SDI Act sections 1-11, 13, 19-22 commenced 28 April 2006 (Gazette No. 28788 published 28 April 2006). Remainder of sections 12, 14 to 18 of the SDI Act came into operation on the 23rd of April 2015 (Gazette No. 38822 published 29 May 2015).

(iv) Regulations for section 5 were published to allow the Minister to call for nomination of the Committee for Spatial Information (CSI) (Gazette No. 29134 published 25 August 2006). The first CSI was appointed in June 2010.

(v) The second CSI was appointed in May 2016. Its term was extended until end of May 2020. The Department will soon release a call for nomination for the third CSI.

(vi) The Department published the Base Data Set Custodianship Policy and the Policy on the pricing of spatial information products and services as national policies for SASDI in 2015 (Gazette No. 38474 published 16 February 2015).

(vii) The SDI Regulations and the National Land Cover Standard documents were published in 2017 (Gazette No. 41203 published 27 October 2017 and Gazette No. 40919 published 15 June 2017 respectively).

(viii) With the assistance of the CSI, the Department has rolled out the implementation of the prioritized ten base data set themes. The themes include inter alia; the Administrative boundaries, Imagery, Geodesy, Land Cover, Land Use, Hydrology, Transport, Conservation, Social statistics and Cadastre, (please refer to Annexure A for more details). To date, the CSI has appointed 10 base data set coordinators who continuously contribute to the delivery of base data sets for the themes allocated for.

(ix) The CSI is currently reviewing the list of the themes to align with the fourteen Global Fundamental Geospatial Data Theme of the United Nations Global Geospatial Information Management (UN-GGIM) as adopted in 2018.

b) The Directorate: National Spatial Information Framework (NSIF) which is responsible for providing administrative support has a budget allocation of R5, 023, 000 for compensation of employees and other related support for the implementation of the Act.

c) Currently the Department has not quantified the savings with regard to the monitoring of spatial information contracts across the different departments and spheres of government. The compliance with Regulation 5 of the Act is still very minimal. Organs of state still continue to embark on exercises to capture spatial data and/or information without receiving the necessary permission from the CSI as required in terms of Regulation 5. As a result, the Department together with the CSI is engaging National Treasury to develop a cost-saving model that will be achieved by implementation of Regulation 5.

Reply:

 

a) The information requested in part (a) of this question refers to SANDF capabilities and can only be disclosed in a closed session of the Joint Standing Committee on Defence.

(b) Underfunding has a direct effect on:

1. Denel Aeronautics losing key personnel
2. The continual degradation of maintenance and repair capability and capacity has a pronounced effect on the Air Transport Fleet of the SAAF.
3. Inability to fully fund all maintenance contracts has direct effect on survival of local industry like Denel ito the Maintenance and Repair Organisation (MRO) of the C130
4. SAAF not fully funded to operate aged and new fleet

 

Reply:

DEPARTMENT OF HIGHER EDUCATION AND TRAINING:

The Department is currently not funding any research projects related to HIV/Aids vaccines.  However, the Department through Higher Health (previously known as HEAIDS) is implementing HIV mitigation programmes at public Technical and Vocational Education and Training colleges and universities.

DEPARTMENT OF SCIENCE AND INNOVATION:

The Department of Science and Innovation (DSI) has a flagship programme that coordinates and manages innovation projects focused on the development of prevention, treatment and diagnostics tools for HIV/AIDS. There are currently five projects within the HIV prevention portfolio that deal with different aspects of HIV vaccine research and development.

Reply:

(1)(a) The Department has constantly upon request by industry partners’ revised curricula over the years in the National Certificate (Vocational) [NC (V)] and lately in the National Accredited Technical Diploma/Report 191 programmes. In the NC (V) programmes, e.g. Electrical Infrastructure and Construction (EIC) and Information Technology and Computer Science (IT&CS), revisions have been conducted and implemented on a phase-in by phase-out process. Other reviewed programmes and subjects include Safety in Society, Mathematics and Office Data Processing (ODP), which were revised on request from the security cluster, especially the South African Police Service with which the Department has a Memorandum of Understanding.

Through the Quality Council for Trades and Occupation, six subjects in finance and accounting, public administration, municipal administration, labour relations, travel office procedure and mercantile law where revised in the Report 191/NATED programmes. This was followed in 2018 by a review of Management Communication and Communication N4 curriculum. The review of a curriculum will naturally prompt the review of student textbooks, which results in the screening of textbooks and annual updating of the Department’s national textbook catalogue.

(b) In 2018, the Department identified and prioritised Technical and Vocational Education and Training (TVET) college programmes that required immediate curriculum review and update, in line with the current needs of industry and the changing digital skills needs of the economy. Curriculum Support Teams, which comprise of lecturers who are subject experts and industry stakeholders, were established to undertake reviews of specific programmes in the following fields, i.e. Information Technology (IT) and Computer Science (National Certificate (Vocational)), Business Studies (NATED), Mechanical Engineering (NATED), Mechano-Technics (NATED) and Hospitality and Tourism (NATED). In some instances, partnerships were established with industry role players such as the Cisco Networking Academy to enhance the quality of the new curricula.

The Department has also worked with the IT Faculty at the Tshwane University of Technology to develop a Robotics specialisation in the IT and Computer Science National Certificate (Vocational) programme. The reviews and updates are complete and the textbooks on the revised curricula have been commissioned and evaluated. The revised curricula will be implemented in 2021.

Of the 38 subjects that were prioritised in the NATED curricula, 22 have been reviewed and updated, and are currently undergoing a quality assurance process. The remaining 16 are in the final stages of curriculum review with Curriculum Support Teams. The revised curricula of the 38 NATED subjects are envisaged to be phased in during 2021 and 2022.

The opening of 26 Centres of Specialisation at 19 TVET colleges have ensured that TVET colleges are starting to address the demand for priority trades required by the economy and needed for implementation of government’s National Development Plan in general and national infrastructure plan more in particular. There are 797 apprentices currently being trained as artisans in 13 selected priority trades.

The Department has also commissioned research in the areas of curriculum relevance and responsiveness, as well as partnerships between TVET colleges and the world of work. These studies will provide data that will assist in enhancing the responsiveness of TVET programmes to the needs of industry and the South African economy.

(2) The Department and Cisco have a partnership to collaborate in reviewing and updating the ICT related TVET curricula through the Cisco Networking Academy. Life Orientation in the NC (V) programme has two components, i.e. Life Skills and ICT (Computer) Skills. In partnership with Cisco, the Department has mapped and matched the ICT Skills curriculum with the Cisco Network Academy curriculum. From 2020, the mapped curriculum, which has been aligned with latest ICT developments required for the Fourth Industrial Revolution, will be offered at TVET colleges as part of Life Orientation with lecturer training starting in January/February 2020. Students completing an NC (V) Level 2 certificate with Life Orientation will also receive a Cisco Networking Academy accredited certificate on the latest ICT developments in areas such as Get Connected, Introduction to Internet of Things, and Introduction to Cybersecurity. Furthermore, TVET colleges are currently registering as Cisco Network Academy Centres for the purpose of lecturer training and the implementation of the programme.

Reply:

As replied by the former Minister of Finance to question 1086 on 19 May 2016, the Minister of Finance is not aware of any senior officials in the National Treasury and Finance Ministry having had a meeting with any members of the Gupta family from 1 January 2009 up to the latest specified date for which information is available.

The Minister of Finance is aware, as replied to question 3498 on 16 November 2018, that the current Director-General of National Treasury in his then position as the Chief of Staff: Ministry of Finance provided support capacity to the then Minister of Finance in a meeting requested and attended by Mr. Anil Ambani. At that meeting, was accompanied by one of the Gupta brothers who was then present during the meeting. The meeting details are as follows:

a) Anil Ambani, Pravin Gordhan, Dondo Mogajane and one of the Gupta brothers

b) (i) One Sunday morning around June 2010

(ii) Villa Sterne Tshwane

c) The purpose of the meeting was for Mr. Ambani from the Reliance group of companies in India to meet with the Minister of Finance as he was an international investor and was considering a possible MTN transaction.

Reply:

a) The result of the 2017 Land Audit indicates a figure of 7 701 605 hectares of land that is unregistered trust state land. This figure consists of both un-surveyed and unregistered land in the Republic.

b) (i) None. The role of the Department through the Office of the Surveyor-General is to regulate surveying in the Republic by ensuring the correct implementation of the Land Survey Act, Act 8 of 1997 not the actual surveying. From time to time, the Department would perform state land surveys and not privately owned land.

(ii) None.

(iii) No costs were incurred since there were no land surveys done.

Reply:

                                                                                  

I was informed by SITA as follows:

a) According to the letter from Microfocus, Afrocentric fulfilment agreement was terminated for convenience in accordance with the agreement between the parties. After insisting on reasons, SITA was informed that there were some irregularities that led to the on-boarding of Afrocentric, which SITA is currently investigating. No further information was given to SITA which tend to prove or disprove this allegation.

SITA embarked on a preliminary investigation following the reports in the media. Subsequent the allegations purported in the media, the Agency received formal correspondence from Microfocus dated 01 October 2019. SITAs Internal Audit Unit initiated a forensic investigation on 03 October 2019, which is underway.

b) SITA has ensured that the onboarding of SMMEs is addressed by clause 12.2; 12.3 and 12.4 of the SITA Framework Agreement. In addition, there’s Annexure J of the agreement that governs the relationship between SITA and Microfocus states that Microfocus agrees to make use of the selection criteria for the purposes of selecting a black owned Small, Medium and Micro Enterprise (SMME) to develop and empower. It is with this provision that InnovD (Afrocentric) was onboarded as a fulfilment agent to Microfocus. To date SITA has not onboarded any additional fulfilment agent. SITA received an email correspondence dated 21 August 2019 from Microfocus communicating they have identified a fulfilment partner. This was followed with official correspondence from Microfocus dated 02 September 2019, communicating details of the identified fulfilment partner. SITA has not implemented the recommendation. As an interim arrangement SITA is engaging directly with Microfocus and not utilising any of the fulfilment partners.

SITA through the office of the Acting Executive SCM raised an objection to this appointment as per the clauses that govern this agreement on the 3rd September 2019.  A meeting was convened on 25th September 2019 and a follow up was held on the 11th October 2019. SITA and Microfocus agreed that a process which is compliant with PFMA will be used for the appointment of Fulfilment Agents going forward. 

It is envisaged this process should be finalised at the end of November 2019.

(c)   SITA has never received any instruction from Deputy Minister to on board SMMEs to the Framework Agreement.                                                                                       

MS STELLA NDABENI-ABRAHAMS

MINISTER

Reply:

1. The Department of International Relations and Cooperation organised a mid – term review in Dubai, (a) thirty(30) missions attended the mid – term review in Dubai and (b) total projected cost for the review meeting is R 1, 566, 367.00

2. Mid – term reviews are conducted annually and are held in countries that are central and easily accessible for the region.

Reply:

I have been advised by the department as follows:

There are two reasons why the SABC applies clause 7.2.2

a) The SABC is not forced to (or must) negotiate a lump sum in terms of clause 7.2.1. It is merely an option available to the SABC. The SABC therefore prefers to opt for clause 7.2.2 which refers to the 2% profit share.

b) It also becomes practically impossible and a protracted process to negotiate individually with the performers once the SABC has commercialized a production. Therefore, the implementation of clause 7.2.2 is applicable, see below.

MS. STELLA NDABENI-ABRAHAMS

MINISTER

Reply:

(1) The SANDF received a report of complaints from some community members of Phongolo in KZN with allegations of illegal house raids and searches that were conducted by members of the SANDF. The allegations central issue was the fact that the SANDF conducted the house raids illegally without the SAPS and or search warrants and are also alleged to have ill-treated some community members during the raids. The affected community members opened criminal cases at the local Police Station and laid charges of illegal conduct, theft and assault by these SANDF members.

(a) The SANDF duly responded by conducting an internal investigation and verifying these allegations and community complaints. The internal investigation found the allegations to be true and the complaints of the community members to be genuine.

(b) The SANDF will allow the legal process to take its course as per the criminal cases currently in the hands of the SAPS. The SANDF has already commenced with the internal Military Disciplinary processes on those involved and those found responsible will be dealt with accordingly and to ensure that such unbecoming conduct does not happen again.

The Minister of Defence and Military Veterans, and the SANDF, unreservedly condemns this unbecoming conduct by these members and condemns it in the strongest terms. This is not how we conduct our business and, we as the organisation charged with the responsibility to protect and defend the people of South Africa, tender our sincere apologies to the affected community members as well as to the entire community of the area of Phongola.

We can assure the citizens of this country that the SANDF members deployed to conduct operations are given the necessary training on all aspects relevant to their tasks during the conduct of operations. Furthermore, continuous training is conducted on the conduct and discipline expected of all members of the SANDF. We will not allow a few members to tarnish the good work done by the bulk of our dedicated and disciplined members.

As a consequence of this incident, the Minister of Defence has directed the CSANDF to ensure that effective disciplinary actions are undertaken against those found to have been responsible. Furthermore, the CSANDF is to ensure that effective measures are put in place to prevent similar incidents in future.

Reply:

Whilst the criticism is acknowledged, it should be noted that these social partners together with civil society and government constitute what is NEDLAC and therefore such criticism could be regarded as criticism of our collective contribution towards the success of NEDLAC.

NEDLAC and its constituent parties has worked endlessly to address the efficacy as well as the relevance of the organization in the current debates whether economic, developmental and Labour issues. The honourable member needs not be reminded that the organization is currently seized with trying to address a number of critical issues such as the Presidential Jobs summit, the Eskom Leadership task team, amongst others. The honourable member should also take note that these social partners are also busy addressing governance structures and underlying founding documents in order to position the organization to go beyond being representative but also systematized such that it is more responsive and more agile to tackle emergent issues.

The question therefore as to whether the organization is fit for purpose should therefore be answered in the affirmative. As has been pointed out the organization is currently engaged in a governance discussion. Currently it is loaded with the task of being a designated home of the Presidential Jobs Summit, that is amongst other.