Reply:

(1)(a)(b) and (2)

Police Station	(1)(a) Actual	(1)(b) Optimal (Ideal)	(2) Date when full complement will be reached
Sebenza Sector Policing	17	13 (+4)	During the 2017/2018 financial year, one student was allocated to the police station

 

 

 

 

Reply to question 1780 recommended/

GENERAL TH AFRICAN POLICE SERVICE

2

Reply to question 1780 approved/cot.apgfoved

MIN ER OF POLICE BH CELE, MP

Reply:

(1)(a)(b) and (2)

 

Police Station	(1)(a) Actual	(1)(b) Optimal (Ideal)	(2) Date when full complement will be reached
Kempton Park Sector Policing	49	65(-16)	During the 2017/2018 financial year, five students were allocated to the police station. The entry level allocation demand was submitted to the National Commissioner and once the allocation is received, priority will be given to police stations, in order to address shortages and fill the projected service terminations.

 

 

 

Reply to question 1784 recommended/

CO

LE (SOEG)

GENERAL ER: TH AFRICAN POLICE SERVICE

2

Reply to question 1784 approved/not-

MINIST OF POLICE BH CELE, MP

Reply:

(1) The latest date, on which an audit was done of the actual number of vehicles, which are allocated for the exclusive use of the Sedgefield Satellite Police Station, was on 1 June 2018.

(2) Yes, the information, which was provided by the South African Police Service (SAPS), is accurate. The verification of the number of vehicles revealed that there were four vehicles, which were utilised on a rotational basis, due to the age and mechanical status of the vehicles at the time. These vehicles have now been replaced with two new vehicles, which are utilised for the Sedgefield Satellite Police Station.

Reply to question 1754 recommended

GENERAL

NATIONAL COMMISSIONER: SOUTH AFRICAN POLICE SERVICE

KJ SITOLE (SOEG)

Date:2018-06-14

Reply to question 1754 approved


MINISTER OF POLICE
BH CELE, MP
Date: 17/06/2018
 

Reply:

The Department of Women has not conducted any lifestyle audits to its Senior Management Service members in the past three financial years; and currently there are no measures in place to conduct such. However, the Department shall conduct lifestyle audits to the SMS members when it is necessary.

Reply:

(a) A tender in this regard has not been approved. The South African Police Service (SAPS), is currently leasing the Cloetesvllle Police Station, through the National Department of Public Works (NDPW), from the Western Cape Provincial Government, on a lease that expired, on 2016-11-30. The NDPW informed the SAPS that the lease could only be extended, from 2016-12-01 to 2017-11-30. The SAPS was served with a notice to vacate the premises, because the Western Cape Provincial Government required the property for their infrastructure developments. The lease is currently dealt with, on a month to-month basis.

The SAPS has issued a needs assessment and a procurement instruction to the Cape Town Regional Office of the NDPW, on 2017-05-16, for the acquisition of alternative accommodation.

The conclusion of lease agreements for the SAPS, is undertaken by the NDPW, as the mandated institution. The Cape Town Regional Office of the NDPW has indicated that the procurement processes must still be followed.

The NDPW did not provide a date when the matter would be placed on an open tender for the acquisition of alternative office accommodation.

(b) The station is currently leased from the Western Cape Provincial Government and no plans have been communicated to the SAPS, which indicate proposals to replace the station.

(b)(i) By virtue of the dependency on the NDPW, for the conclusion of leases, the SAPS is not in a position to comment on the duration of the procurement processes that the NDPW will follow to conclude the new lease agreement for alternative accommodation, as requested.

(b)(ii)The SAPS has requested that the leased accommodation be procured centrally, within the precinct of the current Cloetesville Police Station. By virtue of the SAPS's dependency on the NDPW for the conclusion of leases, the SAPS is therefore, not in a position to comment on the location of the facility to be procured, up until such a time that the lease has been concluded by the NDPW.

Reply to question 1594 recommended

GENERAL NATIONAL COMMISSIONER: SOUTH AFRICAN POLICE SERVICE
KJ SITOLE (SOEG)
Date: 2018-06-13

Reply to question 1594 approved

 

Reply:

(1)(a)(b) The South African Police Service (SAPS), achieved a submission rate of 99,45% (909 out of 914), for Senior Management Service {SMS) level disclosures. All disclosures were done on the Electronic E-disclosure System of the Department: Public Service and Administration {DPSA).

Five officials, at SMS level, submitted their disclosures late and in the manual format, as they had difficulty submitting it in the electronic format.

Four of these officials were newly appointed SMS members, at the level of Brigadier (Director) and one employee, at the level of Major General (Chief Director), was on extended sick leave.

Please find here: (1)(c)(i)(ii) and (2)

 

Reply:

(1)(a)Yes. Steps were taken to effect the rule of law, by registering a case of defeating the ends of justice, as per Diepsloot, CAS 74/12/2017. The details are as follows:

A case of intimidation was opened by Mr Theba Mgabe, as per Diepkloof, CAS 487/08/2016. The docket was transferred to the Gauteng Provincial Investigation Unit, for investigation.

During the investigation of Diepkloof, CAS 487/08/2016, it was alleged that Colonel Pienaar, of the Dobsonville Police Station, did not submit all the relevant statements and exhibits, which were relevant to the aforementioned case.

A case was then opened against Colonel Pienaar for defeating the ends of justice, as per Diepkloof, CAS 74/12/2017. The case was presented to the Director of Public Prosecution (OPP), who declined to prosecute, due to a lack of evidence.

The Station Commander of the Diepkloof Police Station did not want to initiate any disciplinary steps against Colonel Pienaar, due to the fact that the OPP declined to prosecute in the criminal matter. However, an instruction was issued from the Provincial Office that the matter should be investigated, departmentally.

The departmental investigation was completed and referred for a disciplinary hearing. Currently, functionaries are being appointed to conduct the departmental hearing.

(2)(a) Yes. The former South African Police Service (SAPS) member's complaint has been dealt with. The administrator for the Soweto Pension Fund, found that the former member was not eligible for the benefits and advised that in respect of the demutualisation shares, the former member should engage with the relevant financial institution; namely, Old Mutual. It was established that the former member was not eligible for the top-up benefits and that there was no irregularity in respect of the former member's pension lump sum payment.

It is common cause that the SAPS has no jurisdiction on these matters.

Furthermore, the former member's complaint was also attended to by the Financial Services Board and the findings were similar to those made by the administrator for the Soweto Pension Fund.

In terms of the allegation of corruption, the former member is advised to open a criminal case at a police station.

(2)(b)No. The complaint has been addressed, however, it appears that the complainant is not satisfied with a response, which does not suit his expectations.

(3)(a)The reservist system in the SAPS is regulated by National Instruction 3 of 2014. In terms of the reservist dispensation, members of the community volunteer to assist the SAPS in the fight against crime, without any expectation of being permanently employed and without any payment, unless called up for special duties. Reservists are not automatically employed or absorbed into the SAPS. Permanent employment as new police officers or support/clerical staff in the SAPS, is governed by legislative/regulatory framework/prescripts.

Reservists must comply with the necessary enlistment/appointment criteria to be employed permanently.

According to records kept by the SAPS, Ms K Mafuna was subjected to the psychometric assessment on eight different occasions and did not fit the prescribed profile to be a permanent police officer. As a result, her application for enlistment was not favourably considered.

Reply to question 1496 recommended

GENERAL NATIONAL COMMISSIONER: SOUTH AFRICAN POLICE SERVICE
KJ SITOLE (SEOG)
Date: 2018/06/05

Reply to question 1496 approved

MINISTER OF POLICE
BH CELE, MP
Date: 2018/06/17

Reply:

1. No, I have never travelled on any official international trip with a spouse or family member.
2. Not applicable

Reply:

(1)(a)(i)(ii)

2013	2014	2015
Number of Cases	Quantity Confiscated	Number of Cases	Quantity Confiscated	Number of Cases	Quantity Confiscated
8	11995,70 kg	5	11471 kg	9	11906,02 kg

 

2016	2017	2018
Number of Cases	Quantity Confiscated	Number of Cases	Quantity Confiscated	Number of Cases	Quantity Confiscated
12	8809,42 ka	7	6326,30 ka	2	1536,50 ka

(1)(b) The abalone is handed over to the Department of Agriculture, Fisheries and Forestry (Marine and Coastal Management), in terms of the Marine Living Resource Act, 1998 (Act No 18 of 1998).

Please find here: (2)(a)(i)(ii)(b)

Reply:

(1) and (2)

(1 )(a)(b)(c)(d)(e) and (2)(a)(b)

The following information can be provided in terms of procurement contracts entered into by the South African Police Service (SAPS), above the value of R30 000 000,00, for Movable Government Property and Services as well as, Facility Management: Capital Works:

Movable Government Property and Services
The information is reflected in Annexure A.

Facility Management: Capital Works
The information is reflected in Annexure B.

Attached please find here: Reply continue

Reply:

1. Only one employee at level nine (9) is currently suspended on full salary for longer than 120 days

2. The service provision in relation to the suspended employee is being shared amongst DPSA employees, who continue to provide the required services during this period of suspension.

Reply:

1. (a) – (e) (i) – (ii). Details furnished.

2. Yes.

(a) 3 September 2015.

(b) Yes.

3. No

Reply:

(a) and (b) Yes,

Overview Progress Report on the Implementation of the 1997 and 1999 Public Works White Papers can be summarised as follows:

Construction Sector

Since the adoption of the 1997 and 1999 Public Works White Papers respectively the Department of Public Works (DPW) led a process that culminated in the Construction Industry Development Board (CIDB) and the Council for the Built Environment (CBE) Acts of Parliament, as well as the Construction Sector Charter and Codes. The Department is currently in the process of reviewing the cited Acts.

The Emerging Contractor Development Programme is a key intervention that has been implemented. This has enabled participation of black owned small and medium enterprises in the construction sector. However, there is still room for improvement to deepen transformation in the sector. Opportunities availed to these enterprises through set-asides have afforded these business entities opportunities to gain skills and knowledge, as well as expand their asset-base.

Property Sector

The State has been beset with a number of intertwined challenges in respect of the management and administration of its immovable property portfolio. To provide a uniform framework and ensure coordination in the management of immovable assets the Government Immovable Assets Management Act, 2007 (GIAMA) [Act No. 19 of 2007] was enacted. The process of institutionalisation of the Act started immediately thereafter and continuous monitoring is being undertaken.

In an endeavour to enhance implementation of GIAMA, the Department of Public Works embarked on a programme to produce a complete and Generally Recognised Accounting Practice (GRAP) compliant Immovable Asset Register (IAR). The IAR enhancement programme was successfully completed in the 2015/16 financial year.

The IAR is a critical mechanism that enables the State to have accurate, up-to-date and comprehensive information on its immovable assets.

One of the challenges identified through the operational Policy Framework was the lack of a pre-eminent property and facilities management hub for the State. In September 2014 Cabinet approved the establishment of the Property Management Trading Entity (PMTE). The Entity is primarily charged with the management of State properties. We are currently in the process of operationalizing the PMTE.

Public Employment/Works Programmes

The Expanded Public Works Programme (EPWP) is in its third phase, having been formally launched in 2004. The EPWP Strategy and EPWP Guidelines for implementation have been developed to give direction towards the implementation of the intervention.

Central to the implementation of the EPWP is the application of labour intensive methods, which have resulted in massive job creation, skilling and community asset building. Major social infrastructure assets include police stations, schools, community halls, courts and internal access roads, amongst others. The StatsSA 2015 Quarterly Household Survey confirmed that the EPWP has had a significant impact in addressing the challenge of hunger as a result of poverty for thousands of households. The EPWP has been a safety net for many who struggle to find employment in the mainstream economy. Moreover, to an extent, the EPWP has contributed to reducing socio-economic inequalities and has had a positive effect on social cohesion.

Deracialisation and Radical Transformation in the Construction Sector

The Department of Public Works provides leadership in facilitating the transformation of the built environment (BE). The enactment of the Council for the Built Environment Act, 2000 [Act No. 43 of 2000] and the Acts related to the 6 Built Environment Professions Councils (BEPCs) attests to the efforts towards the transformation of the BE sector. The BEPC talk to the following disciplines:

• Architecture;
• Landscape Architecture;
• Quantity Surveying;
• Engineering;
• Construction project management; and
• Property Valuers.

Though challenges still exist, a lot of groundwork has been covered leading to a steady throughput of BE professionals from designated groups.

To foster inclusivity and broad participation in the property sector, particularly with respect to State-owned immovable assets, the Property Management Empowerment Policy was developed and approved in January 2018 and subsequently became operational.

The Property Sector Charter and Codes were developed to facilitate transformation in the Property sector. The amended Codes were approved by the Department of Trade and Industry (DTI) in June 2017.

The Construction Sector Transformation Charter provides the basis for the development of the Construction Sector Code as it reflects the commitment of various parties to actively promote a vibrant, transformed and competitive construction sector. The Construction Sector Charter and Codes have recently (December 2017) been approved by the DTI.

All the efforts alluded above demonstrate that the Department of Public Works is committed to creating an enabling environment for reconstruction, growth and development in the Property and Construction Sectors.

_________________________________________________________________________

Reply:

(1) The South African Police Service (SAPS) has entered into an agreement with Tracker Connect (Pty) Ltd. A Memorandum of Understanding was concluded between the two entities, as per reference 19/1/9/1/114 TR (13). The above agreement was compiled in accordance with the required prescripts.

(1)(a) The contract was concluded, on 15 February 2017.
(1)(b) The advantages for SAPS of working in partnership with Tracker Connect (Pty) Ltd, are the following:

The fast recovery of stolen and hijacked vehicles, which are fitted with a tracking device.

The arrest of criminals found at the scene of a crime, with stolen or hijacked vehicles, which improves the detection rate for stolen and/or hijacked vehicles.

(2) Tracker Connect (Pty) Ltd, renders the service free of charge to the SAPS, as part of the agreement.

(3) Tracker Connect (Pty) Ltd, as a partner in the combating of vehicle-related crime works jointly with the SAPS and has, in consultation with SAPS management, come up with an initiative called, "Tracker Connect/SAPS Awards".

The aim of the above initiative is to recognise SAPS members, who have gone the extra mile to assist during Tracker activations or deactivations on stolen and hijacked vehicles.

The recognition certificates are awarded to SAPS members, who are actively involved, when the Tracker device is activated and who respond promptly, in attending the scene of crime where stolen or hijacked vehicles are found. No incentives apply to SAPS members.

(4) Currently, Tracker Connect (Pty) Ltd is the only company that has entered into an agreement and signed the Memorandum of Understanding with SAPS.

Apart from Tracker, there seems to be no other company involved in this capacity. However, the invitation was extended to other companies with a vested interest in this capacity. The Bid Committee, at the Division: Supply Chain Management (SCM), after careful consideration of other factors, nominated Tracker Connect (Pty) Ltd, as the SAPS Private Partnership in this capacity.

(5) The Minister of Police will decide if he would like to make a statement, in this regard.

Reply to question 1499 recommended


GENERAL NATIONAL COMMISSIONER: SOUTH AFRICAN POLICE SERVICE
KJ SITOLE (SOEG)
Date: 2018-06-05


Reply to question 1499 approved/not approved


MINISTER OF POLICE
BH CELE, MP
Date: 17/06/2018

Reply:

(1)(a)(b) and (2)

Police Station	(1)(a) Actual	(1)(b) Optimal (Ideal)	(2) Date when full complement will be reached
Boksburg Sector Policing	32	24 (+8)	During the 2017/2018 financial year, six students were allocated to the police station.

 

 

 

Reply to question 1786 recommended/

Date: »1g -„- i ,

GENERAL H AFRICAN POLICE SERVICE

2

Reply to question 1786 approved/not approved

MINISTER OF POLICE BH CELE, P

Reply:

(a)(b)(i)-(vii)

The information required in reply to this question, must be drawn from a live system. Therefore, an extension, of one month, is requested to extract and analyse the raw data to provide effective feedback.

 

 

Reply to question 1545 recommended/

OM

E (SOEG)

GENERAL R: S AFRICAN POLICE SERVICE

Reply to question 1545 approved/

MINISTER OF POLICE BH CELE, MP

Reply:

Response to Parliament Question 1701.

1. (a) The Department of Arts and Culture does not own land
2. (a) South African Heritage Resources Agency has ownership of the land listed below:

ITEM NO	PROPERTY NAME	LOCATION (1)(b)(i) (2)(b)(ii)(aa)	SIZE OF LAND (1)(b)(ii)	VACANT LAND/ UNUSED LAND (1)(a)(i) / (1)(a)(ii)	SIZE OF LEASED LAND (2)(b)(ii)(bb)	RAND VALUE OF LEASE (2)(b)(i)
EASTERN CAPE
1	The Lookout	Kirkwood District	3 947m²	Memorial and Grave site	N/A	N/A
2	Old Congregational Church	Cradock	1 753m²	Unused. Potential use of Church for community purpose	N/A	N/A
3	Mooimeisiesfontein	Riebeeck East	69 156m²	Main building leased to residential tenants; Repurposing concepts in process of being determined for soci-economic benefit for the community	298m²	R 3 000.00
4	Old Gaol	Grahamstown	3 736m²	SAHRA Eastern Cape office; Administration block to be leased	N/A	N/A
5	Old Residency	King Wiiliams Town	10 746m²	Unused; Not suitable for occupation; Repurposing concept in process of being determined	N/A	N/A
6	Concentration Camp Garden of Remembrance	Aliwal North	5 312m²	Memorial and Cemetery	N/A	N/A
FREE STATE
7	Burgher Monument	Edenburg	52 589m²	Memorial	N/A	N/A
KWAZULU-NATAL
8	Old Fort	Durban	20 703m²	Public Open Space	N/A	N/A
9	Blarney Cottage	Richmond	2.4571ha	Unused; Engagements in process with local Municipality to determine best use for socio-economic benefits	N/A	N/A
10	Birthplace of Louis Botha	Greytown	645m²	Memorial	N/A	N/A
11	Spioenkop Battlefield	Bergville	46.7127ha	Memorial	N/A	N/A
12	Elandslaagte Memorial	Klip River District	149m²	Memorial	N/A	N/A
13	Piet Retief's Grave	Ulundi	4 307m²	Grave site, memorial	N/A	N/A
LIMPOPO
14	Moordrift Monument	Mokopane	132m²	Memorial	N/A	N/A
15	Old English Fort	Polokwane	18 323m²	Memorial	N/A	N/A
16	Verdun Ruins	Soutspansberg	3 789m²	Archeological site	N/A	N/A
17	Mapochs Caves	Roossenekal	63.1100ha	Archeological site; Used for religious fetivals	N/A	N/A
MPUMALANGA
18	Krugerhof	Waterval Onder	440m²	Museum	N/A	N/A
NORTH WEST
19	Old Powder Magazine	Potchefstroom	70m²	Monument	N/A	N/A
20	Old Fort & Cemetery	Potchefstroom	3 735m²	Memorial, Cemetery	N/A	N/A
21	Site of Livingstone's House	Marico District	343m²	Ruins, natural site	N/A	N/A
NORTHERN CAPE
22	Union Masonic Temple	Kimberely	426m²	Use of building by local church	N/A	N/A
WESTERN CAPE
23	Granite Lodge	Cape Town CBD	1 505m²	SAHRA Head Office	N/A	N/A
24	Wouter Wessels Vault	Green Point	331m²	Vault	N/A	N/A
25	Vlakenberg Manor	Observatory	1.1456ha	Leased for portion of a hotel and restaurant	1.1456ha	R 29 986.00
26	Van Riebeeck's Hedge	Bishopscourt	19 151m²	Vacant: Natural site		N/A
27	Het Posthuys Museum	Muizenberg	1 977m²	Museum; Repurposing of remaining property for conference facilities. Registered PPP project.		N/A
28	Welcome Cottage	Glencairn	2 885m²	Repurposing for best use concept; Registered PPP project	78m²	R 2 300.00
29	Hugo Family Vault	Simons Town	1 042m²	Vault	N/A	N/A
30	Dal Josafat Farm	Paarl	232.5850ha	Buildings leased for residential use; Repurposing of property for socio-economic benefit; Engagements with national and local public entities for best use; Registered PPP project.	1 579m²	R 50 068.00
31	Onderdal School	Paarl	8 728m²	SAHRA Paarl site office; Repurposing of property in process; Engagement with national and local public entities for best use.	N/A	N/A
32	Kleinbosch Cemetery	Paarl	1 065m²	Cemetery	N/A	N/A
33	Groenenberg School	Wellington	8 565m²	Vacant; Repurposing concept in process; Engagement with national and local public entities for best use.	N/A	N/A
34	Tulbagh Erf 56	Tulbagh	4 479m²	Vacant: Community Vegetable Garden	N/A	N/A
35	Tulbagh Erf 255	Tulbagh	4 746m²	Vacant: Open space for community use	N/A	N/A
36	Struisbaai Fishermen Cottages	Struisbaai	17 043m²	Repurposing of property into holiday cottages; Registered PPP project. (Income dependant on seasonal occupation)	91m²	R 7 000.00

Reply:

1(a)(b) 

The vehicle, with registration number CF52060, is a white Chevrolet Optra, which is attached to the Kuilsrivier Detective Service. It is currently parked at the Faure Base which is a South African Police

Service (SAPS) training facility.

(2)(a) No, the vehicle in currently not operational. The vehicle was involved in a collision, a case docket was opened and registered at the Khayelitsha Police Station, GAS 215/05/2018 and the charge is reckless and negligent driving.

(2)(b) The vehicle will be towed to the Maitland SAPS garage for repairs and it is not possible to say on what date it will be operational again.

Reply to question 1802 recommended/not recommended

GENERAL NATIONAL COMMISSIONER: SOUTH AFRICAN POLICE SERVICE
KL SITOLE (SOEG)
Date: 2018/06/08

Reply to question 1802 approved

MINISTER OF POLICE
BH CELE, MP
Date: 17/06/2018

Reply:

(1)(a)(b) and (2)

 

Police Station	(1)(a) Actual	(1)(b) Optimal (Ideal)	(2) Date when full complement will be reached
Norkem Park Sector Policing	29	23+(6)	During the 2017/2018 financial year, two students was allocated to the police station

 

 

 

Reply to question 1783 recommended/

CO

KJ LE (SOEG)

Date: ]g'{$ -§§- b &

GENERAL ER! H AFRICAN POLICE SERVICE

2

Reply to question 1783 approved/ e

MINISTER OF POLICE BH CELE, MP

Date:

Reply:

(a)(b)(i)(ii)(iii)(iv) and (c)

Elsburg (Dectetive Service)	(b)(i) 1- 100 000 kms		(b)(ii) 100 001 – 200 000kms		(b)(iii) 200 001 -300 000kms		(b)(iv)over 300 000kms
	Number of vehicles (SAPS Numbers)	Days out of working order	Number of vehicles	Days out of working order	Number of vehicles	c)Days out of working order	a) Number of vehicles	c)Days out of working order
Elsburg (Dectetive Service)	BSN879B BTTJ21B  BVB205B BVC787B BVC795B BVC797B	2 1 1 1 1 60	BSM 901B BSL180B	80 14	BSNB48B BSRB319B BST431B BSs819B	14 90 7 60	BSZ174B	60

 

 

 

 

 

Reply to question 1628 recommended/

KJ LE (SO

GENERAL R: H AFRICAN POLICE SERVICE

Reply ID question 1628 approved/

MINISYER OF POLICE BH CELE, MP '

Reply:

1. (a) There was no decision taken regarding a fixed date to implement the South African Language Practitioners’ Council Act, Act 8 of 2014 because there is no budget to implement the Act.

2. According to the Act, the Council should be funded with the budget appropriated by Parliament. In line with this aforesaid requirement, the Department has approached Treasury for the budget to establish and fund the Council, but to no avail.

3). The Department will make a statement on the matter when the budget is available.

Reply:

The investigation pertaining to the Estina Dairy Farm Project is on-going. When the Investigation is finalised, it will be submitted to the National Prosecuting Authority (NPA), who will decide on the prosecution thereof.

Reply to question 1985 recommended


GENERAL

NATIONAL COMMISSIONER: SOUTH AFRICAN POLICE SERVICE

KJ SITOLE (SOEG)

Date:2018-06-14

Reply to question 1985 approved

MINISTER OF POLICE
BH CELE, MP
Date: 17/06/2018

Reply:

(a)(b)(i)(ii)(iii)(iv) and (c)

Kempton Park	(b)(i) 1- 100 000 kms		(b)(ii) 100 001 – 200 000kms		(b)(iii) 200 001 -300 000kms		(b)(iv)over 300 000kms
	Number of vehicles (SAPS Numbers)	Days out of working order	Number of vehicles	Days out of working order	Number of vehicles	c)Days out of working order	a) Number of vehicles	c)Days out of working order
Kempton Park	BTR869B BTRB90B BTN690B BTZ074B BTY171B	15 1 5 95 120(vehicles was stolen)	BSK630B BTG393B BTF419B BTM207B BTB511B BSK220B BSK488B	6 32 60 17 15 23 65	BSY840B BSZ513B	66 35	BSX553B	6

 

 

 

 

Reply to Question 1629 recommended

OLE (S

Date: {$ j[jjj ]gjg

GENERAL UTH AFRICAN POLICE SERVICE

” 2

Reply to Question 1629 approved/red

MINISTER F POLICE BH CELE, MP

Reply:

(1)-(5) The information that is required is not readily available, as each case must be verified, before the information can be submitted. A request for an extension of three weeks is hereby made, to ensure that the information that is provided, is factually correct.

 

 

 

Original signed MAJOR GENERAL f/DIVISIONAL COMMISSIONER: DETECTIVE SERVICE (AOD) PP RAMATSOELE

Date: 11 May 2018

Reply to question 1408 recommended/not recommended

Original signed LIEUTENANT GENERAL DEPUTY NATIONAL COMMISSIONER: CRIME DETECTION LJ TSUMANE

Date: 17 May 2018

Reply to question 1408 recommended/

AL

OLE (SOEG)

GENERAL

SIO iOUTH AFRICAN POLICE SERVICE

Reply to question 1408 approve‹f o ed

Reply:

(a) to (e)(i)

Name of Police Station	Number of Active Police Officers - Actual	Number of Pollce Officers - Granted
(a) Stellenbosch	183	196
(b) Cloeiesville	48	56
(c) Kayamandi-sub	12	13
(d) Groot-Drakensteln	28	30
(a) Franschhoek	28	32

(a) to (e)(ii)

Name of Pollce Station	Operational Vehicles • Actual	Operational Vehicles • Granted
(a) Stellenbosch	44	55
(b) Cloetesville	20	12
(c) Kayamandi-sub	1	1
(d) Groot-Drakenstein	10	7
(e) Franschhoek	14	e

 

(a)to(e)ii) Yes,victims friendly rooms are established at a fully fledged stations

i.e. Stellenbosch, Cloetesville, Groot Drakanstain and Franschhoek.

(a) to (e)(iv) Yes.

(v)(a Stellenbosch Police Station - 17 Community reported serious crimes.

1 April to 31 March
201412015	2015/2016	2016/2017
7 603	9 503	9 298

(v)(b) Cloetesville Police Station - 17 Community reported serious crimes.

1 April to 31 March
2014/2015	201512016	2016/2017
1 782	1 669	1 705

(v)(c) Kayamandi-sub Police Station - 17 Community reported serious crimes.

1 April to 31 March
2014/2015	2015/2016	2016/2017
1 250	1 423	1 425

(v)(d) Groot-Drakenstein Police Station - 17 Community reported serious crimes.

1 April to 31 March
2014/2015	2015/2016	2016/2017
687	564	815

(e) Franschhoek Police Station - 17 CDmmunity reported serious crimes.

1 April to 31 March
2014/2015	2016/2016	2016/2017
742	810	823

Reply to question 1595 recommended/

L C

LE (SOEG)

GENERAL

R: OUTH AFRICAN POLICE SERVICE

Reply to question 1595 apprDved

MINISTER OF POLICE BH CELE, MP

Date: “ "

Reply:

Province	Trained Members
Head Office	2
Eastern Cape	48
Free State	56
Gauteng	61
Limpopo	37
Mpumalanga	75
North West	72
Northern Cape	63
Western Cape	110
Non-SAPS Member	1
Total “	525

(1)(b) The duration of the South African Sign Language (SASL) Training Unit Standard, 115709 NQF Level 4, Credit 4, is five days, for eight hours a day, which translates into four notionall learning hours, per week. The learners acquire the following capabilities after the completion of the training:

•  Be able to communicate and understand a conversation with a person with a hearing impairment.
• Learners will be able to take statements from a person with a hearing impairment.

(1)(c) An analysis is being conducted to determine which continuous training intervention is required, however, refresher training is available.

(2)(a) No, the South African Police Service (SAPS) training colleges do not offer the SASL to new recruits, as it is viewed as a support function, which is a scarce skill. Yes, the SAPS does offer the SASL to existing officers through accredited external service providers.

(2)(b) Currently, the Basic Police Development Learning Programme is fully capacitated and is not able to accommodate an additional competency.

(3)(a) None. The SASL training is not included in the Basic Police Development Learning Programme, which is presented to new recruits.

(3)(b) None. Once the recruits are placed at the provinces/divisions and stations, the training is conducted through external service providers.

(4)(a) The SAPS Policy on Disability is in place and is being implemented. The SAPS is implementing the Job Access Strategic Framework, as required by the Department of Public Service and Administration (DPSA).

The SAPS allocates a budget annually, to procure asslstive devices, as per individual needs and disabilities, in order to eliminate barriers that may affect persons with disabilities, during the performance of their duties.

The SAPS has established partnerships with organisations for persons with disabilities, such as the South African Disability Alliance (SADA) and their affiliates, Deaf South Africa.

During workshops or meetings, sign language services are procured, as and when required, in order to accommodate people who have a hearing impairment.

(4)(b)  National Instruction 2/2012, Victim Empowerment, states how people with special needs must be assisted. In the case of victims with special needs, specific arrangements may have to be made to ensure that they are adequately assisted. (For example, a sign language interpreter might have to be arranged to assist a victim with a hearing impairment and to take down his or her statement.)

The SAPS is currently developing a user-friendly emergency system for the hearing impaired community, in order to be able to report crime to the SAPS Emergency telephone number, 10111.

 

 

 

Reply to question 1623 recommended/

GENERAL UTHAFRlCANPOLICESERWCE

Date:

2DI8 OD-08

Reply to question 1623 approved/not-agpreved

MINIS E F POLICE BH CEL , MP

Date:

Reply:

1. (a) Spouse accompanied the Minister on her international trips (b) No other family member accompanied her

(i) in the financial year 2017 /18 spouse qualified for two trips and he accompanied Minister on one trip to Germany

(ii) Since April 2018 Minister travelled with her husband to Switzerland, as per the Ministerial Handbook Chapter 6:3.1

(aa) Mr. S J Ngubane

(bb),(aaa) in the financial year 2017/18 Germany attending G20 Summit and the year 2018/19 Switzerland, Genava to attend the United Nations

Commission on Science and Technology for Development;

(bbb) Germany; and Switzerland, Geneva;

(cc), (aaa) R121, 139.25;

(bbb) Germany R55,042.49; and Switzerland R66, 096.76.

2. Both trips were approved by the Honourable President and there are no

further details.

MS MT KUBAYl-NGUBANE, MP

MINISTER OF SCIENCE AND TECHNOLOGY
DATE: 15/06/2018

Reply:

The Bid Submission for REIPPP Projects in Bid Window 4 was on 18 August 2014, a total number of 77 bids were received and evaluated based on stringent qualification and evaluation criteria. Accordingly these four projects were selected as preferred bidders based on the outcome of the evaluation. The shareholding of each project company was disclosed at bid submission as bid criteria include South African Entity and Black ownership requirements. Bidders are not precluded from submitting more than one project for evaluation. All bidders are bound by rules against collusion which may result in disqualification. As the four specified project companies have the same shareholding structure collusion with another bidding group or developer is not relevant. The individual bids by the four project companies competed with multiple other bids in respect of the unique offering of each underlying project, in terms of a combination of factors that inform their pricing, for example location, size of plant and technology.

Reply:

There is one (1) case from South African National Energy Development Institute (SANEDI). It is currently being investigated by SAPS.

Reply:

The National Energy Regulator of South Africa (NERSA) continues to work with Eskom to advise on Eskom’s pricing model, in line with Electricity Regulation Act, 2006 (Act No. 4 of 2006). The aim is to safeguard and meet the interests and requirements of present and future electricity customers and end users.

Reply:

All international trips involving my family and I in the period in question were in total compliance with the applicable prescripts that govern such trips, including costs, destinations and approval by the President.

Reply:

The Department owns seven (7) vehicles of which six (6) of them have tracking devices and one (1) vehicle is currently in the process of being installed with tracking device. No road accidents were reported in the period in question.

Reply:

a) (i) 1 768 270

(ii) 5 177 013

b) (i),(ii) The competency for this function lies with a municipality in terms of Section 24 of the Spatial Planning and Land Use Management Act, 2013 (Act No 16 of 2013). A municipality as part of its land use scheme is required to record the use of land as part of its land use scheme. Therefore, the DRDLR Deeds Office does not have records of information on the various land use parcels in the municipalities.

Reply:

Energy is the lifeblood of any economy. This is why the purpose of the Integrated Energy Plan (IEP) is to provide a roadmap of the future energy landscape for South Africa which guides future energy infrastructure investments, policy development and alignment. The IEP provides an overarching planning framework for electricity, liquid fuels and gas sector plans such that the development of these plans are done in a coordinated and integrated manner. Following the Cabinet decision of December 2017, the department is steadily working towards concluding the review of the IRP this year (2018).

Reply:

1. (a) and / or (b)

(i) Financial Year: 2013/2014

Minister Benedict Anthony Martins (April – August 2013)

1. None
2. None

Minister Elizabeth Peters (September 2013 – March 2014)

1. None
2. None

Financial Year: 2014/2015

Minister Elizabeth Peters (April 2014 –March 2015)

1. None
2. None

Financial Year: 2015/2016

Minister Elizabeth Peters (April 2015 – March 2016)

1. None
2. None

Financial Year: 2016/2017

Minister Elizabeth Peters (April 2016 – February 2017)

1. None
2. None

Minister Joseph Mkhacani Maswanganyi (February – March 2017)

(a) None

(b) None

Financial Year 2017/2018

Minister Joseph Mkhacani Maswanganyi (April 2017 – February 2018)

1. None
2. None

Minister Blade Nzimande (end of February – March 2018)

1. None
2. None

(ii) April 2018

(a) None

(b) None

(aa) Not applicable

(bb)

(aaa) Not applicable

(bbb) Not applicable

(cc)

(aaa) Not applicable

(bbb) Not applicable

2. Not applicable

Reply:

It is an over-simplification to suggest that ‘subsidies and tariff protection remove competitiveness in the industry’.

(i) The dti’s incentives are carefully designed so as to improve the competitiveness of the beneficiary company and – over time – the competitiveness of industries.

For example, the Manufacturing Competitiveness Enhancement Programme (MCEP) was designed to assist firms which, after the Global Financial Crisis, were facing declining demand in traditional export markets and heightened import competition in South Africa’s domestic market. the dti offered matching grant funding to qualifying companies intending to invest in inter alia:

• Buildings, machinery and equipment,
• Improving company-level electricity and water generation and/or usage,
• Undertaking specialised skills development, and
• Product development to access new export markets.

By providing incentives to firms undertaking these types of investments, the dti is precisely targeting support to those activities which it is widely agreed, will raise firm-level competitiveness.

Over time, those firms that received the incentive should see an improvement in their competitiveness and may begin to win additional market share in the domestic or export market.

Those firms which have not made these kinds of investment may lose market share and through competition will eventually be forced to consider making competitiveness improving investments of their own, accept the loss of market share/profits, or find other markets for their products.

In this way, the dti will have directly supported the competiveness improvement of Company A through the provision of a subsidy. In addition, the dti’s support to Company A may – over time – induce substantial new investments from Companies B, C, D, and E which represent the industry as a whole, and thereby the competitiveness of an industry may improve.

(ii) South Africa has adopted a developmental approach to tariffs and has ensured that tariffs are used as a policy tool to support industrial development. In addition, South Africa adopts a case-by-case approach to tariffs based on the needs of each sector.

Consider the case of South Africa’s Automotive sector. It is widely held that the industry and local firms are highly competitive and are regular recipients of global quality and productivity awards. This happens even though South Africa maintains modest tariff protection for the Automotive sector. In these specific circumstances, the domestic Automotive sector firms compete with one another vigorously and are constantly looking at ways to improve their competitiveness even though they benefit from tariff protection.

There are however cases where tariff protection can remove competitiveness from industry. Consider a product such as soybeans which is used to produce poultry feed. Imposition of, or maintenance of a tariff on soybeans while South Africa’s agricultural sector is unable to grow enough soybeans to satisfy local demand will indeed reduce the competitiveness of the downstream industry (in this case poultry).

To avoid such a situation arising, Government assesses tariff protection in a rigorous process and considers a wide range of socio-economic factors across stakeholders before deciding to reduce, increase or impose tariff protection. In addition, Government may decide to provide a rebate of a particular tariff for a specific amount of time. Such a rebate is designed to avoid the competitiveness-reducing effect of a tariff in the soybean example while not forfeiting Government’s policy space to impose a tariff at a later date when circumstances may necessitate such an intervention.

(ii) the dti has found that the provision of carefully designed incentives (including tariff protection) has substantially contributed to South Africa’s economic growth.

For example, for every R1 in investment incentives provided by the dti, approximately R4 in investment is provided by private-sector investors. Thus, in the 2017/18 Financial Year, the dti’s incentives encouraged 849 firms to commit R35bn in private-sector investment.

Put differently, Government’s economic policy which includes the provision of incentives and tariffs, creates an enabling business environment which sustains 1.4 million formal and informal jobs in the Manufacturing sector.

Consequently, the support afforded by the dti to industry has supported economic growth and job retention especially in the period after the Global Financial Crisis.

 

Reply:

(1)(a) The Department of Higher Education has received information about seven alleged instances of corruption at the University of Zululand.

(b) These allegations relate to the following:

(i) procurement processes for infrastructure projects;

(ii) qualification fraud, changing of marks and tampering with admission requirements;

(iii) irregularities relating to the purchase of housing for executive managers;

(iv) the procurement process for the appointment of a computer-training service provider using funds from the Teaching Development Grant;

(v) fraud relating to the appointment of the Vice-Chancellor;

(vi) the un-procedural appointment of University of Zululand attorneys; and

(vii) an alleged R11.5 million transfer.

(c) – (d) (i) Procurement processes for infrastructure projects. The tender process for infrastructure development was challenged in court and it was halted whilst the matter was heard in court. The university investigated the matter and found that certain staff members flawed the procurement process due to the non-disclosure of material facts. The officials implicated in the irregular procurement process were subjected to the university’s disciplinary process and have since left the institution.

(ii) Qualification fraud, changing of marks and tampering with admission requirements to allow students who did not meet the requirements to be admitted. It was alleged that fake academic transcripts were being generated outside the university. The university reported that it acted decisively and suspended two employees identified in the alleged degrees for sale scam. The matter was also dealt with in the court and both accused were found guilty on 62 counts of fraud. The marks of individuals identified were removed and students were allowed to re-register.

(iii) Irregularities relating to the purchase of executive housing. The Department received a number of complaints from the Secretary of Save Unizulu amongst others, alleging financial irregularities, including the spending of R19 million on houses and plots at an up-market eco-state to house university executives. The Minister wrote to the University Council requesting clarity on the alleged irregularities. The Council responded that the purchase was approved in 2015 as part of the university’s retention strategy. The houses remain the property of the university, and the use is governed by the university housing policy.

(iv) Illegal sourcing of a computer-training programme. The allegation is linked to the appointment of a service provider to provide computer training as part of the university’s Teaching Development Grant (TDG) funded activities. The Department requested information from the university and was satisfied with the explanation. The external audit report of the TDG funded activities indicated that the funds were used to support the university’s approved TDG plan, and were in accordance with the university’s own policies. No further action was requested at that time.

(v) Alleged fraudulent appointment of the Vice-Chancellor. The appointment of a Vice-Chancellor is the remit of Council and not the Department. The Department was initially invited to sit on the selection committee due to a misinterpretation of the university rule. The Department engaged with the university explaining that the rule referred to Ministerial appointees on Council and not Departmental officials, and recused itself from the process. The Minister of Higher Education and Training also raised the matter with the Chairperson of Council and was reassured that the university had undertaken an extensive search in accordance with the recruitment policy applied to appointment of a Vice-Chancellor and been unsuccessful in attracting an appropriate candidate before the Chairperson of Council requesting Professor Mtose to consider applying for the Vice-Chancellor position.

(vi) Fraudulent/Unprocedural appointment of the University of Zululand attorneys. The university appoints its service providers in line with its own supply chain management policies. The Council approved the appointment of the attorneys. The university has submitted satisfactory reports on time and in line with reporting requirements. In 2016, it received an unqualified audit opinion. The analysis of the reports does not show any material irregularities in respect to its supply chain management.

(vii) Illegal transfer of R11.5 million. An illegal transfer of R11.5 million to a private account occurred in 2013 just before the Administrator left the university. A forensic audit was undertaken by the university to investigate the case. The university has indicated that it had dealt with the matter. The Department has not seen the forensic report.

(2) Although the university has investigated all the cases detailed above, and put in place various punitive measures, the Minister has recently directed the Council to conduct an independent forensic investigation into a whole range of matters, including the above, so that these allegations can be comprehensively addressed as a matter of urgency.

Reply:

a) Additional areas were identified for inclusion as amendments of the Tourism Act, 2014. The submission of the Draft Amendment Bill to Cabinet in the Financial Year 2017/18 did not occur in order to accommodate a comprehensive policy review and analysis to inform the drafting of the Bill in the areas indicated below.

b) (i) and (ii) The Department seeks to amend the Tourism Act 3, 2014 to provide for:

• Improved governance of SAT
• Implementation of the national grading system
• Professionalisation of the tourist guiding sector
• Regulation of new platforms of tourism services for the sharing economy – eg. Air BnB

Reply:

Department

a) The department has so far identified critical posts that are funded and to date sixty-nine posts have been advertised and are in different stages of being filled

b) The department experience budget cuts on compensation of employees during 2015/16 Financial year and this had an impact on the filling of posts since not all vacant posts could not be filled with the current budget

(c) The functions of vacancies are being executed by other employees on the same salary grading and in some instances of a person appointed to act in a higher post. The acting appointments are based on the Department’s operational requirements, to ensure continuity in service delivery and efficient and effective functioning. An acting appointment is only applicable when service delivery will be hampered.

(d)(i) The total cost implication of vacancies in the Department since the implementation of the new structure, i.e. from 1 April 2012 to date amounts to R361 051 457.08.

(ii) R9 760 335.72.

Airports Company South Africa SOC Limited (ACSA)

The Airports Company South Africa approaches resourcing within the context of its approved Manpower budget. Where employee terminations are relevant, and a vacancy occurs, the company proceeds in recruiting for such positions within the shortest possible time thereby ensuring efficient continuation of operations.

In instances where a position is vacant, whilst recruiting for such position, it may be required to appoint an employee to act in such position. The acting of the employee in another position is regulated by a Board approved Acting Policy which includes the payment of an Acting Allowance, which is aligned with market practice.

Air Traffic and Navigation Services SOC Limited (ATNS)

Occupational Levels	Peromnes Grade	Number of vacancies
Top Management	1	1
Senior Management	2 -3	2
Professionally Qualified and Experienced Special	5 - 6	4
Skilled Technical Workers Junior Managers	7 - 8	28
Semi-Skilled and Discretionary Decision	9- 12	9
Unskilled and Defined Decision Making	13 - 17	2
Total		46

(b) Positions are in the various stages of recruitment, ranging from advertising, shortlisting, interview stage, offers extended to successful candidates and candidates serving their notice periods with current employers.

(c) For critical positions an acting employee is appointed in the interim. The acting employee must perform all the duties of the higher position. The acting appointment must be in writing and communicated. Payment of Acting Allowances will be motivated by the Line Executive, and approved by the Executive Human Capital, for all acting appointments below executive level. Acting for executive positions must be approved by the Chief Executive Officer.

Non-critical positions are absorbed by current employees.

(d) Recruitment costs where applicable.

(i) ATNS pays retrospective ex-gratia payment to employees acting in the higher positions for a period of two (2) months and more. Employees acting on higher position will be paid 15% of own current Cost to Company as ex-gratia payment. Employees acting on higher position with another employee acting in that employees’ position, will be paid 5% of own current Cost to Company as ex-gratia payment. However, the acting allowance are offset against the salary for the vacant position.

(ii) Cost as per the Peromnes grade and the ATNS remuneration Policy.

South African Civil Aviation Authority (SACAA)

a) All vacant positions as per the approved organisational structure of the South African Civil Aviation (SACAA) have been advertised on multiple platforms. Trainee positions have also been created to build capacity and fast track the filling of positions. As existing positions become vacant they are advertised immediately.

b) The SACAA had undergone a restructuring exercise about two years ago and as a result additional positions were created. The filling of the new positions is staggered over a period of three (3) years, i.e. 2016/17, 2017/18 and 2018/19 financial years. In the current financial year, i.e. 2018/19, all positions as per the new structure need to be filled. Vacancies often occur as a result of the newly created positions being filled by existing staff who have applied for the new positions and this then opens up new vacancies. As soon as these vacancies occur they get advertised immediately. In addition, occasionally there would be a shortage of certain scarce and critical skills, which results in those positions taking longer to fill.

c) The vacancies have not resulted in performance issues or gaps as the work gets planned based on the staff complement approved for the particular financial year. In instances where there is a specific need for additional staffing, fixed temporary employees are appointed to deal with the additional work load in order to fulfil the specified projects.

d) (i)during the vacancy period

All vacant posts are budgeted for. In some instances, staff is appointed to act in critical positions and in terms of the SACAA remuneration policy an acting allowance is paid to these employees that act in higher positions. The costs relating to vacancies in the 2017/2018 financial year are:

1. Acting allowances paid to employees acting in higher positions R 720 766.00
2. Recruitment and placement fees; and R1 530 837.00

(ii) once a vacancy has been filled?

There is no additional cost implications because all positions are budgeted for.

Cross-Border Road Transport Agency (CBRTA)

a) The Cross-Border Road Transport Agency (CBRTA) not all vacant positions would be filled in any financial year except those that are budgeted for and are identified as critical positions.

b) Due to budget limitations and financial constraints, only identified critical positions are given preference.

c) Operations continue with the current employees in positions. Only in instances where it has been proven that the function will require at least someone to act will an employee be appointed to act in the vacant position.

d) The implications of vacant positions in the organisation has financial impact in instances where acting arrangements exist. (ii) Once a vacancy is filled, there are no extra costs outside the remuneration and rewards cost.

Road Accident Fund (RAF)

a) The Road Accident Fund (RAF) utilises various methods to fill vacancies at all levels and grades which includes, inter alia, Linked-In, the RAF website, recruitment agencies appointed through the RAF’s supply chain management processes and the use of head hunters from the RAF’s panel of service providers in the event where the above-mentioned resourcing methods prove to be unsuccessful,

b) the reasons for the vacancies not being filled includes; interviews not yielding positive results for senior positions, resulting in the positions having to be re-advertised; job applicants have to work a notice periods at their current employer; and instances where the successful candidate declines the employment offer and the second best candidate is not suitable, resulting in the position having to be re-advertised,

c) suitably qualified employees are appointed to act in vacant positions, to perform the necessary functions. The RAF’s Resourcing Policy provides that the relevant Executive is responsible for appointing employees to act in vacant positions up to TASK grade 20 and the CEO, for vacant positions above TASK grade 20; and

d) the cost implications (i) during the vacancy period includes an acting allowance of 15% of the basic salary paid in respect of the acting employee’s substantive position, provided that the entitlement to the acting allowance arises only from the third month of the acting period and (ii) there are no costs incurred once the vacancy has been filled, save for the cost of employment related to the successful incumbent.

Road Traffic Management Corporation (RTMC)

a) Strides have been made to reduce vacancies in the Road Traffic Management Corporation (RTMC) in line with the available funds. As one of our measures and KPI’s the vacancy rate is kept at 10% which is a universally acceptable standard to ensure capacity within an institution.

b) The filling of vacancies is determined on the basis of available funds and strategic objectives of the Corporation.

c) Employees are appointed to act in positions which have been identified as critical, to ensure that mthe work that would have been performed by those employees continues.

Where the positions are vacant but not critical, employees within the units are alternatively utilised through job enrichment and or enlargement to perform such functions as part of employee career development.

d) (i) During the vacancy period, there were two employees who were appointed to act in key positions namely, Acting Company and Secretary and Regional Manager Mpumalanga. The cost of the acting assignment is R246 549.97.

(ii) The financial implications for filling of vacant and funded positions during the 2017/18 is R3 252 329.40.

AARTO

a) The steps taken to fill the vacancies were first to finalise the organisational structure, in line with what would be required for the national rollout and the new requirements as a result of the AARTO Amendment Bill provisions. After the organisational structure was approved, it was followed by the subsequent grading of all post levels, prior to embarking on the recruitment process to fill those positions, which were scheduled to be filled during the 2018/19 period;

b) The Agency was working on the new organisational structure to support the RTIA strategy;

c) The existing staff members; and

d) None. (i) None and (ii) None.

Road Traffic Infringement Agency (RTIA)

1. The steps taken by the Road Traffic Infringement Agency (RTIA) to fill the vacancies were first to finalise the organisational structure, in line with what would be required for the national rollout and the new requirements as a result of the AARTO Amendment Bill provisions. Once the organisational structure was approved, it was followed by the subsequent grading of all post levels, prior to embarking on the recruitment process to fill those positions, which is scheduled to be filled during the 2018/19 period;
2. The Agency was working on the new organisational structure to support the RTIA strategy;
3. The existing staff members; and
4. None. (i) None and (ii) None.

South African National Roads Agency (SANRAL)

a) South African National Roads Agency (SANRAL) Corporate Services cluster advertises open roles on a continuous basis to fill any vacancies, as and when they become vacant in line with our policies.

b) Recruitment delays can occur from time to time if right skills, that are in line with our Employment Equity Plan, are not readily available from the market. This may necessitate SANRAL to re-advertise and thus delay the finalisation of the recruitment process.

c) In the interim acting or temporary arrangements are made until positions are filled.

d) (i) -There are no quantifiable costs as SANRAL does not pay acting allowances.

(ii) Other than the cost of recruitment, there is no other costs associated with vacancies.

Passenger Rail Agency of South Africa (PRASA):

a) PRASA has a moratorium on appointments except for core and critical skills as well as vacancies that have transpired because of natural attrition. The vacancies that are not affected by the moratorium are duly advertised and filled, however, there are vacancies at an executive level that are yet to be filled.

b) The number of Board changes have affected the finalization and filling of the executive positions.

c) The Human Capital Management function performs vacancy management, and other employees are employed in an acting capacity to fill the vacant positions.

d) (i) The cost implications for critical vacancies are either the acting or responsibility allowances paid to individuals taking care of the role whilst there is a vacancy.

(ii) The agency or advertisement costs are the costs incurred in filling the vacancies and the salary of the successful candidates is the cost incurred once the vacancies are filled.

Railway Safety Regulator (RSR):

a) All vacant positions are advertised on the RSR’s website and national newspapers simultaneously in order to ensure that the entire South African population is reached.

b) Some positions are not currently filled as per the approved Organizational Structure due to the RSR’s turn-around plan that was approved at the beginning of the financial year.

c) Filling of vacant positions is the responsibility of the line manager in consultation with the HR and Finance departments. Responsibilities are spread across the employees in that department or section to ensure continuity of service delivery.

d) (i) There are no cost implications because no one is paid acting allowances in those vacant positions.

(ii) Once the vacancy has been filled, the applicable remuneration is paid to the incumbent. This would have been budgeted for.

South African Maritime Safety Authority (SAMSA)

The SAMSA Board made a recommendation to the Shareholder Minister on the CEO appointment, appointment is the Shareholder’s prerogative. The Board appointed the Acting CEO for twelve months and the incumbent could not act in the role for over twelve months. Decisions are made by EXCO, supported by the COO in the absence of the CEO.

Ports Regulator Of South Africa (PRSA)

a) The Ports Regulator cannot fill all vacancies as it is limited by the transfers received from parliamentary appropriations and the DOT budget, and in terms of the National Ports Act, it is not currently allowed to generate funds from other charges or levies. The DOT is currently working on an Amendment to the National Ports Act in order to facilitate a self-funding model for the Ports Regulator, to allow it to better capacitate itself.

b) In the absence of a self-funding mandate in the Act, the filling of remaining unfunded vacancies on the organogram requires a revision to the baseline allocation from appropriation. The vacant positions have been unfilled as the baseline has not been revised upwards at a reasonable rate, and the entity can not appoint employees using its small reserves as this option is not sustainable going forward. Non-recurrent or lump sum funds cannot be used for recurrent expenditure such as the filling of posts.

c) The current workforce works much harder to perform tasks that would have been performed by people in vacant positions. Also, the Ports Regulator has hired interns on a one year contract basis using non-recurrent funds. Thus far the Regulator has (with difficulty) managed the situation such that the vacant positions have not reduced the overall performance of the entity in that for the past four years, the entity has always achieved 85% to 100% of the KPI’s on the annual performance plan, as well as a clean audit over the past three years.

d) The cost implications has been communicated during the MTEF budget process to indicate the employee cost funding gap, unfortunately the gap has not been filled thus no appointments made. Currently it is estimated that approximately R10 million per annum revision to baseline is required to fill the organogram with respect to salaries and other employee related costs.

Reply:

The Question was referred to the Department and entities which responded as follows:

(aa) Department of Home Affairs

(a) 286 cases were submitted to (i) SA Police Service (SAPS) and (ii) Directorate for Priority Crime Investigation DPCI)

(b)(i-ii) 286 cases of fraud and corruption were investigated and arrests were effected. The number of arrests are as follows:

2009	2010	2011	2012	2013	2014	2015	2016	2017
40 arrests	No stats available	9 arrests	4 arrests	19 arrests	6 arrests	54 arrests	125 arrests	29 arrests

(b)(iii) The Department does not readily have the number of convictions.

(bb) Electoral Commission

(a) No cases were referred in terms of the Prevention and Combating of Corrupt Activities Act, Act 12 of 2004, as amended to:

(i) The SAPS, and

(ii) Directorate for Priority Crime Investigation (DPCI)

9b) (i-iii) Not applicable

(bb) Government Printing Works

(a) (i) Two were referred to the SAPS – Case numbers (CAS 1201/09/2011) and CAS 688/11/2016)

     (ii)0

(b) (i) Two

(ii) Two

 (iii) One

Reply:

The Department has not failed to implement the budget resort concept. Properties identified in the budget resort audit completed by the Department of Tourism are not owned by the department but by Local and/ or Provincial Government. Commercialisation of these tourism assets remains the responsibility of the owing entities and not the Department of Tourism. If requested, the Department of Tourism remains committed to supporting the efforts of Local and/or Provincial Government with regards to these facilities. One form of such support is in the 2018/19 financial year the Department will develop an ownership and operational model for the budget resorts.

Reply:

(a)(i) The following number of permanent staff were appointed by the Road Accident Fund and	in the 2015-2016;	2016-2017;	2017-18 financial year; and	(ii) from 1 April 2018 to 31 May 2018
	379	333	267	not applicable
(ii) each staff member was appointed in each grade on the following dates	as set out in Annexure A	not applicable
and (b) the Total Employment Cost in each financial year was	R 97 335 538.24	R 92 783 390.06	R 72 861 794.40	R1 765 753.39.

Annexure A

In response to (a) (ii) to PQ 1805

2015/16 Financial Year Date each staff member was appointed and grade (TASK grading system).

2015/04/01	10	2015/04/01	10	2015/05/01	10	2015/06/01	10	2015/08/01	13	2015/09/01	12
2015/04/01	06	2015/04/01	13	2015/05/01	12	2015/07/01	15	2015/08/01	10	2015/09/01	12
2015/04/01	12	2015/04/01	13	2015/05/01	10	2015/07/01	06	2015/08/01	13	2015/09/01	12
2015/04/01	06	2015/04/01	10	2015/05/01	12	2015/07/01	10	2015/08/01	10	2015/09/01	12
2015/04/01	06	2015/04/01	12	2015/05/01	10	2015/07/01	14	2015/08/01	06	2015/09/01	10
2015/04/01	10	2015/04/01	15	2015/05/01	13	2015/07/01	05	2015/08/01	15	2015/09/01	10
2015/04/01	10	2015/04/01	15	2015/05/01	12	2015/07/01	16	2015/08/01	07	2015/10/01	12
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2015/11/01	10	2015/11/01	18	2015/12/01	06	2016/01/01	10	2016/02/01	10	2016/03/01	10
2015/11/01	10	2015/11/03	10	2015/12/01	06	2016/01/01	10	2016/02/01	08	2016/03/01	10
2015/11/01	10	2015/11/03	10	2015/12/01	13	2016/01/01	10	2016/02/01	10	2016/03/01	15
2015/11/01	10	2015/11/03	10	2015/12/01	12	2016/01/01	10	2016/02/05	10	2016/03/01	12
2015/11/01	10	2015/11/05	10	2015/12/01	10	2016/01/01	08	2016/02/05	10	2016/03/01	12
2015/11/01	10	2015/11/05	10	2015/12/01	18	2016/01/01	13	2016/03/01	10	2016/03/01	09
2015/11/01	10	2015/11/05	10	2015/12/01	12	2016/01/01	08	2016/03/01	10	2016/03/02	06
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2015/11/01	06	2015/11/05	10	2015/12/01	10	2016/01/01	10	2016/03/01	06

2016/17 Financial Year Date each staff member was appointed and grade (TASK grading system).

2014/07/01	06	2016/04/01	12	2016/06/01	18	2016/09/01	06	2016/10/01	14	2016/12/01	10
2014/07/02	10	2016/04/01	12	2016/06/01	18	2016/09/01	10	2016/10/01	07	2016/12/01	07
2014/07/02	10	2016/04/01	10	2016/06/01	10	2016/09/01	10	2016/10/01	13	2016/12/01	13
2014/11/01	10	2016/04/01	10	2016/06/01	13	2016/09/01	10	2016/10/01	12	2016/12/05	10
2014/12/01	10	2016/04/01	12	2016/06/01	10	2016/09/01	06	2016/10/01	08	2016/12/05	10
2014/12/01	10	2016/04/01	12	2016/06/01	15	2016/09/01	15	2016/10/01	14	2017/01/01	10
2014/12/02	10	2016/04/01	12	2016/06/01	12	2016/09/01	08	2016/10/06	06	2017/01/01	14
2015/04/07	10	2016/04/01	10	2016/06/01	08	2016/09/01	11	2016/11/01	06	2017/01/01	10
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2015/04/07	06	2016/04/01	12	2016/07/01	14	2016/09/01	14	2016/11/01	14	2017/01/01	10
2015/04/07	10	2016/04/01	10	2016/07/01	06	2016/09/01	14	2016/11/01	12	2017/01/01	10
2015/04/09	06	2016/04/01	14	2016/07/01	06	2016/09/01	12	2016/11/01	10	2017/01/01	10
2015/04/09	06	2016/04/01	07	2016/07/01	10	2016/09/01	12	2016/11/01	16	2017/01/01	12
2015/04/13	06	2016/04/01	14	2016/07/01	06	2016/09/01	12	2016/11/01	10	2017/01/01	15
2015/05/01	06	2016/04/04	10	2016/07/01	12	2016/09/01	14	2016/11/01	14	2017/01/01	10
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2016/04/01	14	2016/05/01	10	2016/08/01	10	2016/09/05	08	2016/12/01	10	2017/02/01	12
2016/04/01	13	2016/05/01	12	2016/08/01	10	2016/10/01	12	2016/12/01	06	2017/02/01	15
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2016/04/01	06	2016/05/01	10	2016/08/01	10	2016/10/01	10	2016/12/01	14	2017/03/01	10
2016/04/01	10	2016/05/01	08	2016/08/01	12	2016/10/01	10	2016/12/01	10	2017/03/01	13
2016/04/01	10	2016/05/01	14	2016/08/01	06	2016/10/01	10	2016/12/01	10	2017/03/01	10
2016/04/01	12	2016/05/01	08	2016/08/01	15	2016/10/01	10	2016/12/01	13	2017/03/01	12
2016/04/01	10	2016/06/01	20	2016/08/01	12	2016/10/01	06	2016/12/01	09	2017/03/01	12
2016/04/01	13	2016/06/01	16	2016/08/04	03	2016/10/01	10	2016/12/01	13	2017/03/06	10
2016/04/01	12	2016/06/01	15	2016/09/01	10	2016/10/01	10	2016/12/01	10
2016/04/01	08	2016/06/01	18	2016/06/01	18	2016/10/01	14	2016/12/01	13

2017/18 Financial Year Date each staff member was appointed and grade (TASK grading system).

2016/03/01	07	2017/05/01	10	2017/07/01	08	2017/09/01	13	2017/12/01	13	2018/02/01	12
2016/03/01	07	2017/05/01	14	2017/08/01	08	2017/09/01	13	2018/01/01	18	2018/02/01	13
2016/05/01	10	2017/05/01	10	2017/08/01	08	2017/09/01	12	2018/01/01	08	2018/02/01	10
2016/09/05	10	2017/05/01	10	2017/08/01	08	2017/09/29	16	2018/01/01	15	2018/02/01	16
2016/11/01	06	2017/06/01	11	2017/08/01	08	2017/10/01	22	2018/01/01	16	2018/02/05	06
2016/11/01	10	2017/06/01	18	2017/08/01	10	2017/10/01	06	2018/01/01	10	2018/03/01	15
2016/11/01	07	2017/06/01	18	2017/08/01	10	2017/10/01	14	2018/01/01	10	2018/03/01	16
2016/11/01	07	2017/06/01	14	2017/08/01	10	2017/10/01	10	2018/01/01	06	2018/03/01	18
2016/12/01	14	2017/06/01	10	2017/08/01	10	2017/10/01	08	2018/01/01	10	2018/03/01	22
2017/02/01	10	2017/06/01	10	2017/08/01	10	2017/10/01	10	2018/01/01	10	2018/03/01	10
2017/02/01	06	2017/06/01	16	2017/08/01	10	2017/10/01	10	2018/01/01	10	2018/03/01	10
2017/03/01	10	2017/06/01	14	2017/08/01	10	2017/10/01	10	2018/01/01	10	2018/03/01	13
2017/03/01	06	2017/06/01	06	2017/08/01	16	2017/10/01	10	2018/01/01	12	2018/03/01	10
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2017/03/01	10	2017/06/01	18	2017/08/01	08	2017/10/01	12	2018/01/01	10	2018/03/01	10
2017/03/01	10	2017/06/01	10	2017/08/01	15	2017/10/01	12	2018/01/01	10	2018/03/01	10
2017/04/01	12	2017/06/01	10	2017/08/01	12	2017/10/01	09	2018/01/01	10	2018/03/01	10
2017/04/01	15	2017/06/01	10	2017/08/01	18	2017/10/05	18	2018/01/01	07	2018/03/01	10
2017/04/01	12	2017/06/01	10	2017/08/02	03	2017/10/09	06	2018/01/01	10	2018/03/01	10
2017/04/01	14	2017/06/01	12	2017/08/04	06	2017/11/01	16	2018/01/01	08	2018/03/01	10
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2017/04/01	10	2017/06/01	13	2017/09/01	20	2017/11/01	06	2018/01/01	12	2018/03/01	10
2017/04/01	10	2017/06/01	06	2017/09/01	10	2017/11/01	10	2018/01/01	13	2018/03/01	16
2017/04/01	07	2017/06/01	06	2017/09/01	16	2017/11/01	10	2018/01/04	16	2018/03/01	06
2017/04/01	12	2017/06/12	18	2017/09/01	10	2017/11/01	10	2018/01/08	20	2018/03/01	13
2017/04/01	12	2017/07/01	06	2017/09/01	10	2017/11/01	10	2018/01/15	14	2018/03/01	06
2017/04/01	06	2017/07/01	20	2017/09/01	12	2017/12/01	10	2018/02/01	14	2018/03/01	06
2017/04/01	12	2017/07/01	12	2017/09/01	10	2017/12/01	10	2018/02/01	15	2018/03/01	12
2017/04/01	13	2017/07/01	14	2017/09/01	10	2017/12/01	10	2018/02/01	10	2018/03/01	12
2017/05/01	10	2017/07/01	13	2017/09/01	10	2017/12/01	10	2018/02/01	13	2018/03/01	12
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2017/05/01	14	2017/07/01	16	2017/09/01	12	2017/12/01	10	2018/02/01	10	2018/03/01	10
2017/05/01	12	2017/07/01	10	2017/09/01	10	2017/12/01	10	2018/02/01	10	2018/03/02	10
2017/05/01	10	2017/07/01	10	2017/09/01	16	2017/12/01	10	2018/02/01	10	2018/03/06	06
2017/05/01	10	2017/07/01	12	2017/09/01	10	2017/12/01	13	2018/02/01	10	2018/03/07	10
2017/05/01	10	2017/07/01	10	2017/09/01	10	2017/12/01	10	2018/02/01	10	2018/03/12	13
2017/05/01	10	2017/07/01	10	2017/09/01	10	2017/12/01	10	2018/02/01	10	2018/03/19	18
2017/05/01	10	2017/07/01	07	2017/09/01	23	2017/12/01	10	2018/02/01	16
2017/05/01	10	2017/07/01	08	2017/09/01	07	2017/12/01	15	2018/02/01	16
2017/05/01	15	2017/07/01	15	2017/09/01	12	2017/12/01	10	2018/02/01	16
2017/05/01	14	2017/07/01	12	2017/09/01	12	2017/12/01	13	2018/02/01	12

Reply:

No, the conditions of the 10% tariff increase on primary steel products produced by ArcelorMittal South Africa (AMSA) does not include conditions that the price of steel must not increase.

The conditions of the tariff adjustment are subject to a signed agreement between AMSA and government which includes a requirement for AMSA to abide by steel pricing principles and reciprocal commitments. These are the retention of jobs, maintaining industrial output and an independent settlement with the Competition Commission to invest R4.6 billion to raise competitiveness.

The agreement is based on an international basket price calculated using the domestic prices of steel in countries South Africa competes with in downstream steel intensive products. The basket is aimed at achieving a fair flat steel price that is priced appropriately to ensure that steel-dependent industries are competitive, while at the same time ensuring that the upstream steel mills remain sustainable. AMSA has complied with the basket price which changes as global prices increase or decrease in an environment where global market prices and input costs are volatile, but generally increasing. This process is monitored by the Department of Trade and Industry (thedti) and the International Trade and Administration Commission.(ITAC)

Excess steel capacity, unfair trade and increased steel imports are challenges, not only for the domestic economy, but globally. These problems are exacerbated by structural problems, weak economic recovery and depressed market demand. This has resulted in the increasing deployment of large-scale trade measures by a host of countries. In SA, the tariff increases are part of an integrated set of measures deployed by the SA government to respond to the challenges and support the steel industry as a whole.

In 2015 with the onset of the steel crisis, an interdepartmental task team was established to develop short to medium term measures to save the industry from the threat of closure, loss of capacity and job losses. The outcomes of the work to date are the following measures currently being implemented and monitored:

1. Increase in the general rate of customs duty on primary steel products to 10% and safeguard measures for a period of 3 years on hot rolled coil and plate products,
2. Tariff increases on a range of downstream products and the deployment of rebates where products are not manufactured or additional value added, before export,
3. As set out above an agreement on a set of principles for flat steel pricing in SA,
4. Local procurement by government to raise aggregate domestic demand by:
   • • ‘undeeming’ of primary steel in designated products (requiring the use of locally manufactured primary steel)
     • designation of downstream steel intensive construction steel products and components,
5. A settlement by the Competition Commission on a range of issues with AMSA,
6. Establishment of a R1.5bn Steel Development Fund to support key downstream steel sectors/sub sectors, housed at the Industrial Development Corporation (IDC)
7. Investment support through 12i tax incentives and incubation support for SME development.

Other measures are currently being considered and processed. These include the development of a short term negotiated electricity pricing framework for energy intensive users and a SARS/Customs reference price system for downstream products.

The inter-departmental steel task team is also engaged with developing medium to longer term interventions. Announcements on these will be made in due course.

Reply:

(1)(a-b) Data files for 2008 to 2010 are not available and therefore information can only be provided as from April 2011.

Apr-11

Office	Total
REFUGEE RECEPTION CENTRE CAPE TOWN	21
REFUGEE RECEPTION CENTRE CROWN MINES	56
REFUGEE RECEPTION CENTRE DURBAN	12
REFUGEE RECEPTION CENTRE MARABASTAD	31
REFUGEE RECEPTION CENTRE MUSINA	9
REFUGEE RECEPTION CENTRE PORT ELIZABETH	6
Grand Total	135
Apr-12
Office	Total
REFUGEE RECEPTION CENTRE CAPE TOWN	19
REFUGEE RECEPTION CENTRE CROWN MINES	50
REFUGEE RECEPTION CENTRE DURBAN	11
REFUGEE RECEPTION CENTRE MARABASTAD	30
REFUGEE RECEPTION CENTRE MUSINA	8
REFUGEE RECEPTION CENTRE PORT ELIZABETH	6
Grand Total	124
Apr-13
Office	Total
REFUGEE RECEPTION CENTRE PORT ELIZABETH	4
REFUGEE RECEPTION CENTRE PRETORIA (MARABASTAD)	78
REFUGEE RECEPTION CENTRE DURBAN	11
REFUGEE RECEPTION CENTRE MUSINA	20
REFUGEE RECEPTION CENTRE CAPE TOWN	26
Grand Total	139
Apr-14
Office	Total
REFUGEE RECEPTION CENTRE PORT ELIZABETH	5
REFUGEE RECEPTION CENTRE PRETORIA (MARABASTAD)	79
REFUGEE RECEPTION CENTRE DURBAN	14
REFUGEE RECEPTION CENTRE MUSINA	20
REFUGEE RECEPTION CENTRE CAPE TOWN	25
Grand Total	143
Apr-15
Office	Total
REFUGEE RECEPTION CENTRE PORT ELIZABETH	2
REFUGEE RECEPTION CENTRE PRETORIA (MARABASTAD)	76
REFUGEE RECEPTION CENTRE DURBAN	13
REFUGEE RECEPTION CENTRE MUSINA	20
REFUGEE RECEPTION CENTRE CAPE TOWN	21
Grand Total	132
Apr-16
Office	Total
REFUGEE RECEPTION CENTRE PORT ELIZABETH	2
REFUGEE RECEPTION CENTRE PRETORIA (MARABASTAD)	75
REFUGEE RECEPTION CENTRE DURBAN	12
REFUGEE RECEPTION CENTRE MUSINA	18
REFUGEE RECEPTION CENTRE CAPE TOWN	17
Grand Total	124
Apr-17
Office	Total
REFUGEE RECEPTION CENTRE CAPE TOWN	15
REFUGEE RECEPTION CENTRE DURBAN	12
REFUGEE RECEPTION CENTRE MUSINA	18
REFUGEE RECEPTION CENTRE PORT ELIZABETH	2
REFUGEE RECEPTION CENTRE PRETORIA (MARABASTAD)	74
Grand Total	121
Apr-18
Office	Total
REFUGEE RECEPTION CENTRE CAPE TOWN	15
REFUGEE RECEPTION CENTRE DURBAN	12
REFUGEE RECEPTION CENTRE MUSINA	18
REFUGEE RECEPTION CENTRE PORT ELIZABETH	2
REFUGEE RECEPTION CENTRE PRETORIA (MARABASTAD)	70
Grand Total	117

(1)(c-d)

Year	Applications received	Adjudications
2017	24174	27980
2016	35377	41241
2015	62159	60640
2014	71914	75733
2013	70010	68241
2012	85058	63226
2011	106904	43953
2010	124336	77071
2009	223324	157204
2008	207206	69114

2 (a) Unfounded as follows:

Year	Cape Town / PE	Port Elizabeth	Durban	Musina	Johannesburg	Desmond Tutu
2017	552	75	3435	2138		619
2016	1801	***Refer to comment below	7009	4227		8656
2015	1240	***Refer to comment below	3347	1793		7713
2014	8517	***Refer to comment below	3478	2865		14685
2013	3105	***Refer to comment below	3101	3977		15370
2012	2782	225	3351	1929		16750
2011	952	1033	2988	6	3744	8152
2010	*24827 Refer to comment below
2009	5186	3178	9490	2972	26210	25561
2008	*Refer to comment below

2 (b) Manifestly Unfounded as follows:

Year	Cape Town / PE	Port Elizabeth	Durban	Musina	Johannesburg	Desmond Tutu
2017	326	24	1271	945		16328
2016	644	***Refer to comment below	1721	2990		11036
2015	773	***Refer to comment below	1117	8134		34024
2014	1997	***Refer to comment below	336	10326		24299
2013	2803	***Refer to comment below	808	8072		23719
2012	3898	32	518	3193		24322
2011	3428	624	278	0	1940	14005
2010	**42161 Refer to comment below
2009	6618	3501	7436	5641	10696	39745
2008	*Refer comment below

2 (c) Successful applications as follows:

Year	Cape Town	Port Elizabeth	Durban	Musina	Johannesburg	Desmond Tutu
2017	105	231	307	14		1610
2016	1523	***Refer to comment below	414	1		1219
2015	328	***Refer to comment below	71	0		2100
2014	2965	***Refer to comment below	238	3		6024
2013	2593	***Refer to comment below	223	2		4468
2012	1806	441	287	8		3684
2011	633	765	520	78	2251	2556
2010	**10083 Refer to comment below
2009	2628	889	1310	65	4671	1407
2008	2973	862	746	53	2059	356

Comment:

* During 2008 the total rejections (unfounded and manifestly unfounded) were recorded as 62,065. However, they were not separated into the various categories.

** During 2010 successful applications and rejections were not recorded per office.

*** From 2013 to 2016 Port Elizabeth cases were processed under the Cape Town server.