Questions and Replies

Reply:

The Government of South Africa manages its species in line with the provisions of the provisions of Chapter 4 of of National Environment Act: Biodiversity Act, 2004 (Act No.10 of 2004). NEMBA has its objectives framed in the context of conservation, sustainable use and equitable sharing of benefits arising from the use of biological resources. The relationship between captive bred predators and the survival of wild populations is not simplistic or linear and therefore requires an understanding of interacting underlying factors as well as the potential risks. A precautionary approach which is evidence based and supported supported by regulatory tools and management systems constitute the government orientation.

The key wild predators that the South African government instituted additional protection measures on, include Lion, Leopard, Brown and Spotted Hyena, Cheetah and African Wild Dog. All of these are listed as threatened or protected species in line with the Threatened or Protected Species (TOPS) Regulations, 2007, and their trade is also regulated through the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES).  These regulatory tools accord additional conservation, hunting and trade restrictions to the use of these species. South Africa, cooperates with the SADC countries on approaches and conservation of predators in Southern Africa especially on areas of common interest. This is done despite the varying conservation philosophies of each country.  South Africa adopts an evidence-based approach which is anchored on the regular advisories that are presented in the form of Non-Detrimental Findings(NDFs) from the established National Scientific Authority. The Scientific Authority has to date developed the NDFs for Leopard and Lion. The determination of the Leopard Quota was evidence-based precautionary approach and such led to the allocation of zero quota for 2016 and 2017, as well as a proposal for a limited quota in 2018. The government further developed and is finalizing the Draft Norms and Standards(N&S) for the Management and Monitoring of the Hunting of Leopards in South Africa for Trophy Hunting Purposes. These N&S are aimed at managing the impact of trophy hunting on the wild Leopard population. This is a clear demonstration of the government commitment to facilitating sustainable use while ensuring adequate protection and the survival of leopard population in the wild.

The relationship between captive bred predators and survival of wild populations in southern Africa may be best analysed in the context of lions in South Africa. Lion, like any other predator is managed with the aim, of safeguarding the survival of lion population in the wild. The South African population of Panthera Leo (African lion) is included in Appendix II to the Convention on International Trade in Endangered Species of Wild Fauna and Flora(CITES).  In terms of Article IV of the Convention, an export permits shall only be granted for an Appendix II species when a Scientific Authority of the State of export has advised that such export will not be detrimental to the survival of that species. Government published the NDF for lion for implementation on 23 January 2018. The NDF analysed the threats to lions in South Africa in the wild and also presented a view on whether the hunting of captive bred lions in South Africa poses a threat to the survival of the wild lion population. The Scientific Authority determined that the trophy hunting of captive bred lions poses no threat to the survival of the wild lion population within South Africa. Furthermore, is the view that captive lions, may in fact serve as a buffer to potential threat to wild lions by being the primary source of hunting trophies and other associated derivatives.

The reference to the two species referred above may also be relevant to the other predators, however Government addresses each of the species and populations on their own merits. Government has since commissioned a research study to investigate how the international trade in products from the captive bred lions under an export quota system impacts on wild lion population. This will further assist in informing the policy orientation in the management of captive bred predators and ensuring the survival of lion population in the wild.

Reply:

Response to Sub-question (1)

The matter of a state house being occupied by Amathole Forestry Company representative was only brought to my attention when the Honourable Member asked the question. Part of the state assets transferred to Lower Zingcuka community is a residential house that was used by agricultural extension officers during the Ciskei government. It should be pointed out that DAFF was never involved in this process. However, it was established that that house in question was abandoned and vandalised. The community took a decision to preserve the house and used it as a crèche. Unfortunately vandalism on the property continued unabated. Subsequently, Lower Zingcuka Agricultural Cooperative Limited in agreement with the community took over the use of the house for business purposes. The cooperative stores its implements and a tractor at the property. Through the partnership described under response to question 1028, Mr Jerry of Amathole Forestry Company was deployed to the Wolf River area by Rance Rural Development Agency to provide technical support to the cooperative and other villages in the area. Through the agreement of both the community and the cooperative, Mr Jerry was given permission to reside in the house.

Response to Sub-Question (2)

Even after the partnership between AFC and the cooperatives lapsed, Mr Jerry continues to reside in the house providing production related technical support to other communities in the area. Mr Jerry also services the tractor belonging to the cooperative and other equipment, even though there is no formal contract in place. It has been established that the continued stay of Mr Jerry at the house is per agreement by the community and the youth cooperative due to the value of the services that he provides to them. Mr Jerry has become part of the community and provides various forms of assistance to members of the community.

In conclusion, there are no formal agreements or documents signed between the state and Amathole Forestry Company allowing Mr Jerry to use the house in question. This is a matter between the community, Lower Zingcuka Agricultural Cooperative and Amathole Forestry Company. The continued stay of Mr Jerry at the house is purely based on the value that he (Mr Jerry) brings to the community. Should the community wish to reclaim the use of the house, it is envisaged that they will engage Mr Jerry personally who has expressed his willingness and readiness to vacate the property should the community so wish.

Reply:

The department and entities reporting to the Minister for Public Service and Administration do not own land. The department of Public Works is responsible for the accommodation needs of the department and entities

Reply:

a) There were no grievances filed against the Department due to irregular appointments.

b) n/a.

Reply:

(1)(a)(ii) Provincial Task Team.

(1)(b) No, the vehicle is being used by the Detective Trio Task Team, at the EThekwini Outer North Cluster Office.

(2)(a) Yes, available electronically, due to the size of the documents.

(2)(b} Yes, the AVL and fuel consumption records are available.

(3) No.

(3)(a) Not applicable.

(3)(b) Not applicable.

Original signed LIEUTENANT GENERAL

DIVISIONAL COMMISSIONER: VISIBLE POLICING

NPMASIYE

Date: 3 May 2018

Reply to question 1273 recommend
 

Original signed LIEUTENANT GENERAL

DEPUTY NATIONAL COMMISSIONER: POLICING

SFMASEMOLA

Date: 5 May 2018

Reply to question 1273 recommend

GENERAL NATIONAL COMISSIONER: SOUTH AFRICAN POLICE SERVICE
KJ SITOLE 9SOEG)
Date: 2018/05/11

Reply to question 1273 approved

MINISTER OF POLICE
BH CELE, MP
Date: 2018/05/17

Reply:

a) The Department has installed Kiosks in 22 sites by March 2018. There are further 40 sites that have equipment that are awaiting cabling.

b) The total cost for equipment for the 62 sites was around R12 million.

c) The Labour Centers that are currently live are:

Alberton

Atteridgeville

Benoni

Bethlehem

Boksburg

Bloemfontein Labour Centre

Cape Town Labour Centre

East London

Giyani

Hazyview

Kimberley

Lephalale

Mokopane

Mahikeng

Oudsthoorn

Port Elizabeth

Potchefstroom

Richard's Bay

Soweto

Upington

Verulam

Kempton Park

d) The Kiosks offer the following functions:

1. Registration of work seekers
2. Searching for job opportunities
3. Registration of job opportunities
4. Application for UIF benefits
5. Letters of Good Standing for the Compensation Fund
6. Career Interest Assessments

e) As at 31 March 2018, the detailed statistics relating to usages for all services was not available as the landing page is being enhanced.

Reply:

(1)

(a) The Department does not have job centres and/or mobile job clinics operational in Provinces; it has Labour Centres and 2 Mobile Buses.

(b) N/A

(c) N/A

(d) N/A

(e) N/A

2.

(a) The Department will not be opening any job centres and/or job clinics in the 2018/19 financial year. However, the Department intends to pilot Youth Employment Centres in the existing Labour Centres and the Compensation Fund intends to introduce 4 multipurpose mobile units and 4 mobile clinics to take services closer to the people.

Reply:

a) Disciplinary action was taken against Mr N Lubelwana.

b) Disciplinary action was taken due to a salary overpayment to an official that resigned with immediate effect.

c) The official was issued with a written warning.

Reply:

(1) (2) (3) Audit process on the figures with regard to the cost and the numbers referred has not been completed.

(4) Not at this stage

Reply:

Sub-question (1)

Amathole Forestry Company (Pty) Ltd (“AFC”) was created by government to house state forestry assets in the East Cape South package (Stutterheim and Hogsback region). Amathole Forestry Company owns the plantations and leases the plantations land from the state. In 2005, the Rance Group of Companies through Amathole Timber Holdings (The Holding Company) and its Black Economic Empowerment partners successfully won a public tender and acquired 84% stake in AFC from the state owned parastatal, SAFCOL.

To advance transformation in the sector and achieve Socio economic development as one of the elements of empowerment in terms of the Broad Based Black Economic Empowerment legislation by the Rance Group of Companies, Rance Rural Development Agency (RRDA) was created to provide support to rural communities along the Wolf River. AFC through Rance Rural Development Agency is currently supporting 83 rural communities along the Wolf River and Lower Zingcuka Agricultural Cooperative was among the beneficiaries. Predominantly, these rural communities are involved in chillies production as well as vegetables and maize with support from RRDA.

AFC through RRDA entered into a partnership with Lower Zingcuka Agricultural Cooperative Limited in 2012 in which the cooperative was to produce chillies on its land while AFC provide technical support, inputs, operational costs and markets. The product was delivered to a processing plant in Grahamstown that processes the chillies into spice. The facility (Plant) is owned by the Rance Group.

However, the partnership between AFC and the cooperative lasted for two years (2012 & 2013), after which it was terminated. The reasons for termination were cited as poor and declining yields as a result of viral infection in the soil. The cooperative indicated that they received no money from this partnership as AFC claimed to have made no profits owing to poor yields. Currently the cooperative produces vegetables and maize with support from the Office of the Premier which provided a tractor, fencing and production inputs.

Sub-question (2)

At this stage, there is no relationship between AFC and the cooperative as the partnership ended in 2013 and AFC plays no role in the operations of the cooperative. Consequently, DAFF will not be launching any investigation into the role of AFC into the operations of the cooperative.

Reply:

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

DEPARTMENT:

a) The Department has contracted five (5) consulting firms.

b) (i)

• Laetoli
• Intini Research & Consulting
• Crossroad Consulting House
• K. Edmunson
• Broadband Infraco

(ii)

• Laetoli: To conduct the organisational climate and culture survey
• Intini Research & Consulting: Undertake a survey of transformation of the top 100 ICT sector companies
• Crossroad Consulting House: Conducting the organisational design investigations to determine Department of Telecommunications & Postal Services (DTPS) organogram and evaluate newly created positions.
• K. Edmunson: Assist with the drafting of the ICT Sector Commission and Tribunal Legislation.
• Broadband Infraco: Implementation of SA Connect Phase 1

(iii)(aa)

• Laetoli – 16 June 2016
• Intini Research & Consulting – 29 September 2017
• Crossroad Consulting House – 01 February 2018
• K. Edmunson – 01 December 2017
• Broadband Infraco – 09 March 2018

(bb)

• Laetoli – 21 Months
• Intini Research & Consulting – 2 Months
• Crossroads Consulting House – 3 Months
• K. Edmunson – 5 Months
• Broadband Infraco – 12 Months

(cc)

• Laetoli – R 1 246 600.00
• Intini Research & Consulting – R 356 343.00
• Crossroad Consulting House – R 495 900.00
• K. Edmunson – R 462 350.00
• Broadband Infraco – R 11 775 060.00

 

(dd)

• Laetoli - Mr. Joe Mjwara: Acting Director General
• Intini Research & Consulting – Mr. Alfred Mmoto: Chief Director: BBBEE
• Crossroad Consulting House – Mr. Robert Nkuna: Director General
• K. Edmunson – Ms. Mameetse Masemola: Acting Director General (ADDG) Policy Development Branch
• Broadband Infraco – Mr. Robert Nkuna: Director General

ENTITIES:

ENTITY	(a)CONTRACTOR	(b (i) PURPOSE	(aa)START DATE	(bb)TIME PERIOD	(cc)VALUE	(dd)CONTRACT APPROVAL
SAPO	KPMG	Implementation partner for Postbank Corporatisation Project	26 Jan 2016	Extended to 30 Sept 2018	R21 101 881.40	Mr Mark Barnes (GCEO); Mr Shaheen Adam (Acting MD: Postbank)
ZADNA	Duja Financial Management	Accounting Services & Secretariat Services	01 March 2008	12 months	R200 000	Mr Vika Mpisane CEO
	Nduma Chartered Accountants Incorporated	Internal Auditors	01 Oct 2016	12 months	R121 023. 13	Mr Vika Mpisane CEO
	Rakoma & Associates	External Auditors	01 Apr 2018	12 months	R132 450.90	Mr Vika Mpisane CEO
	Eagle iLab	Web presence	01 Apr 2017	12 months	R18 000 per month	Mr Vika Mpisane CEO
NEMISA	STP Consulting	Organisational Design	01 Jun 2017	31 May 2018	R760 665.00	Tender Process CEO signed Off
	BDO HR Advisory Services	Labour Relations Specialist to support organisational restructuring	21 Jun 2017	31 May 2018	R1 000 000	Tender Process CEO signed Off
	Rise Security	Security Services	01 Dec 2017	31 Oct 2020	R3 369 326.03	Tender Process CEO signed Off
	Walking Tall	Cleaning Services	01 Dec2017	31 Oct 2020	R1 352 788.96	Tender Process CEO signed Off
	ORCA	Internal Audit Services	01 Apr 2018	31 Mar 2021	R3 000 000	Tender Process CEO signed Off
SENTECH	Bitz technologies T/A Abacus Advisory	Value for-money assessment on capital investments over the past two years.	18 Sept 2017	30 April 2018	R 1,611,589.00	Exco
	Bayajula (PTY) Ltd	Sentech Performance Management Training	19 May 2017	Once-off	R 400,000.00	Head-SCM
	Quest Research Services	Customer Satisfaction Measurement Service Provider	10 Feb 2016	9 Feb 2019	R 923,657.89	Exco
	Sekela Xabiso	Review of IT General Control	4 Mar 2016	3 Mar 2019	R 1 837 957 .47	Exco
	Momentum OCSA	Medical surveillance programme at Sender Transmission Park (STP) Honeydew offices, in Sentech’s OC’s and at Meyerton	7Aug 2017	6 Aug 2019	R360 755.00	Head-SCM
	Transformex cc	B-BBEE verification	25 Oct 2016	24 Oct 2019	R 240 558.00	Head-SCM
	Brink Stores Mkhize	Architectural Services required for renovations to the Upington office Sentech	22 Feb 2017	22 Feb 2020	R1 219 800.00	Exco
	Nkonki Incoporated	External Audit Services and Assurance Service for the period of five years to Sentech SOC LTD (renewable annually)	17 Aug 2017	16 Aug 2022	R1, 426 754.46	Exco
	Delta Built Environment	Principal agent for STP renovations	11 Oct 2016	31 Jan 2019	R 1,160,000	Exco
	JHI Properties	Re-evaluation of Sentech's Land and Buildings	25 Nov 2015	24 Nov 2018	R 963 300.00	Exco
	Edward Nethan (ENS),Cliff Decker Hofmeyer,Rice Boulton,DM5 Ink,Malebeye,Motaung (MMM),ODBB Attorneys JV(Inqubeko),Sitsehedi Makgale (SMMA), NMA attorneys, Phuthi Manamela, Mkhabela attorneys, Hogen Lovells, Seanago attorneys, Selebogo ink, Manong attorneys, Crawford attorneys	Panel of legal practioners	23 Jul 2015	23 Jul 2018	The monetary value is not quantifiable upfront as it depends on the nature of the case etc. But our legal budget for the year 2017/18 was R500 000.00	Board
	Xicon Solutions	SAP & CSD Integration	29 Nov 2017	(3 month contract, not yet started) - end date to be determined	R435,000.00	Head-SCM
	Nyeleti consulting,RBI assets,Delf consulting	Structural analysis on masts structures and related work	14 Jan 2018	14 Jan 2023	Panel, the estimated tender value has been capped at R15 million over 5years	Board
	One Zerro Consulting Pty	Design and principal agent for implementation of solar sytems	28 Feb 2018	Linked to the appointment of a service provider for the installation	R 793,611.00	Exco
	MFT Advisory Services	Assurance review of the SAP functional update project (phase 1&2)	1 Mar 2018	Until completion of the project	R766.08 per hour, contract value estimated at R330 000	Head-IA
	Institute of Directors Southern Africa (IoDSA)	Board Appraisal	3 May 2017	30 Jun 2019	R464 151.00	Company Sec
	Palladian	Skills Audit	3 Apr 2018	1Oct 2018	R163,875.00	Exec: HR
	Emergent Growth	Executive Coaching	15 May 2018	30 Nov 2018	R422,625.00	Exec: HR
	Careways	Employee wellness	4 Oct 2018	month to month until appointment of a service provider	R250,000.00	Exec: HR
SITA	Five Network Technologies	Procurement of Audit Service for SITA NGN	19 May 2015	3	R1 641 600	Mr Sizwe Majavu: Acting Head of Department: Technical Sourcing
	McKinsey Incorporate	Appointment of a panel of service providers to provide supply market intelligence services for 3 years	01 Aug 2015	3	R2 000 000	Mr Sizwe Majavu: Acting Head of Department: Technical Sourcing
	Work Dynamics (Pty) Ltd	Provision of Leadership Assessments	28 Sept 2015	3	R4 800 000	Mr Sizwe Majavu: Acting Head of Department: Technical Sourcing
	Accenture SA	Procurement of consultancy Architectural Services for SITA Strategic Technology Management	22 Jul 2016	2	R31 998 319.14	Ms Jabulile Tlhako: Executive SCM
	Gartner Ireland	Microsoft for SAPS	01 Aug 2016	3	R15 014 052	Mogogodi Dioka: Head of Department: Technical Sourcing
	Enterpriseroom (Pty)	Programme Management: SITA ICT Management	01 Nov 2016	3	R4 883 999	Mogogodi Dioka: Head of Department: Technical Sourcing
	The Innovation Hub Management Company (Pty) Ltd	Renewal of the MoU between SITA and Innovation Hub (SOC)Ltd	26 Apr 2017	3	R3 071 315.79	Mogogodi Dioka: Head of Department: Technical Sourcing
	Gartner SA (Pty) Ltd	SITA subscription for 2 years	01 Jul 2017	2	R9 246 152	Mogogodi Dioka: Head of Department: Technical Sourcing
	Fundudzi Forensic Service (Pty)Ltd	Professional services for investigation into employees non- compliance to SITA’s conflict of interest Policy & Investigation of employees who have conducted business with the State	20 Nov 2017	12 months	R5 178 336	Mogogodi Dioka: Head of Department: Technical Sourcing
	Fundudzi Forensic Service (Pty)Ltd	Scope expansion for contract between SITA & Fundudzi Forensic Services for the appointment of external company to perform an independent forensic investigation of the SCM function	15 Feb 2018	4 months	R5 070 957.12	Ms Mimi le Roux: Acting Exec Internal Audit
	Flow Communications (Pty) Ltd	Appointment of a Public Relations Agency	01 Mar 2018	3	R3 000 000	Mogogodi Dioka: Head of Department: Technical Sourcing
	Bowman Gilfillan Inc.	Independent forensic investigation into allegation of irregular and /or fruitless expenditure or wrongdoing between SITA, SAPS, FDA & ISS	01 Jan 2018	6 months	R14 890 245.77	Ms Mimi le Roux: Acting Exec Internal Audit
	Council foe Science and Industrial Research	Conduct research, provide advisory services and develop the specification document for the procurement of National Identity System	17 Jan 2018	2	R28 900 113.16	Jabulile Tlhako: Executive SCM
BBI	-	-	-	-	-	-
USAASA	-	-	-	-	-	-

 

Reply:

(a) (i) The current estimate is that there are 300 lion breeding facilities in South Africa. This is based on reports provided by the provincial issuing authorities.

(ii) (aa) the lion breeding facilities register with the Provincial Authorities as competent Authorities; hence the data referred to in (a) (i) (the Department, therefore, does not have information on the detailed breakdown of the number of the specified facilities registered with SA Predators Association and other associations. Such information on the registration aspects to respective associations can be sourced from associations themselves;

(bb) As indicated above, information on any other associations is also not available to DEA.

(b) Information on the names of other associations is not available to DEA. However, DEA works, or cooperates, with a number of associations individually or through various forums, depending on issues at hand.

(c) (i) Information on the type of each predator is not available to DEA and are closely connected with and under the control of the Provincial Issuing Authorities

(ii) Information on the number of each type of predator found at each specified facilities is not available to DEA and are closely connected with and under the control of the Provincial Issuing Authorities.

---ooOoo---

Reply:

Each government department is in a better position to provide required details including representivity, demographic and total number of employees

Reply:

(1) An investigated was initiated on 22 February 2016.

(2) Yes, the investigation has been finalised.

(a) 01 July 2016.

(b) The findings are as per the table below:

	Allegation	Finding
1	Unlawful/unilateral powers of the Executive Committee to change moderated performance scores. The CEO has powers to award discretionary bonuses.	The allegation was unfounded.
2	Unilateral blanket correction of scores.	The allegation was substantiated. Senior management scores adjusted downwards (3%) by the Moderating Committee without justification. Error in the calculation and award of a bonus to the General Manager: Operations (employee underpaid by R47 400.12). Error subsequently corrected: R47 400.12 retrospectively paid to the General Manager: Operations.
3	Implementation of performance-based salary increases.	The allegation was unfounded. Executive Management, however, incorrectly applied Board Resolution in determining salary increases (upward adjustment of 0.16%), without justification.
4	The CEO sets commercial targets for SAWS in terms of organisational performance.	The allegation was unfounded.
5	The former General Manager: Corporate Affairs was awarded a performance bonus despite being on a prolonged leave of absence during the assessment period.	The allegation was unfounded. The former General Manager: Corporate Affairs was, however, overpaid by an amount of R9 270.22 and the money was refunded to the SAWS.

---ooOoo---

Reply:

1. (a) and (b) public servants on salary levels 1 to 10 are eligible to apply for housing allowance in terms of Public Service Co-ordinating Bargaining Council (PSCBC) Resolution 7 of 2015, approximately 950 090 public servants are receiving Housing Allowance.

(2) (a) public servants on salary levels 1 to 10, certain educators on salary levels 11 and 12, Occupational Specific Dispensations and Department of Defence (administrated by PERSOL) qualify to apply for GEHS Housing Allowance. Public Service employees on salary levels 11 and higher receive a total cost to company package of which the housing allowance is included.

2. (b) and (b)

Salary level	Number of employees receiving the GEHS Housing Allowance as at 1 March 2018
1	1 721
2	51 462
3	68 031
4	31 060
5	181 054
6	88 061
7	228 887
8	113 852
9	81 683
10	42 809
All others	61 470
Total	090

2. (c) An arrangement has been made with SA Home Loans, however, each employee is required to submit application to SA Home Loans for consideration and processing.

Reply:

(a)

Trauma Debriefing: Reactive

Psychological trauma debriefing is conducted, subsequent to all traumatic Incidents. This intervention is employed within 48 hours after exposure to a traumatic incident. Trauma debriefing is offered to all members of the South African Police Service (SAPS), who have been exposed to trauma. The table below reflects the number of employees of high risk units and operational members, who were debriefed during 2017/2018:
 

Province	Number of SAPS Act members debriefed
Eastern Cape	804
Free State	198
Gauteng	1178
KwaZulu-Natal	408
Limpopo	368
Mpumalanga	258
Northern Cape	128
North West	451
Western Cape	1007
Head Office	573
Total	5371

Find here: Multiple Stressor Intervention: Proactive (Biannual)

Reply:

According to the Persal system of the Department of Agriculture, Forestry and Fisheries (DAFF) does not have an official by the name of Ms Peteni, so we are not in a position to confirm her role in enabling Amathole Forestry Company’s operation in Keiskammahoek and Stutterheim.

Reply:

(1) (a) A report was compiled by the Department of Public Works’ Professional Services branch, which indicated that the property is not habitable, and not suitable for use.

(b) This report was subsequently handed to the occupant for their immediate remedial action. The occupant duly committed to reinstate the house to its original state.

(2) No, remedial action has not been carried out by the occupant. A process of eviction has since been instituted by the Department of Public Works.

The current zoning of the erf is residential.

 

Reply:

a)  Productivity SA’s mandate is not to create jobs. It is important to carefully note that Productivity SA’s mandate is to assist companies in distress through its programmes, such as Work Place Challenge and Turn Around Solutions to sustain and save jobs. Therefore, there are no jobs created by Productivity SA in the past 3 financial years.

b) In the past 3 financial years Productivity SA had a total of 1 797 (One Thousand Seven Hundred and Ninety Seven) companies ranging from small to large corporates participated in the Workplace Challenge Programme and managed to assist in sustaining just over 143 429 (One Hundred and forty Three Thousand Four Hundred and Twenty Nine) jobs.

Furthermore during the period in question Productivity SA assisted just over 163 (One Hundred and Sixty Three) companies through the Turnaround Solutions Programme and managed to save a total of 20 251 (Twenty Thousand Two Hundred Fifty One) jobs.

Reply:

(1) To date 13 contracts have been completed, 23 contracts are still in progress, 10 contracts are at evaluation stage and 1 contract is at tender stage. Refer to Annexure A for the estimated completion dates and estimated cost.

Contracts in Progress:

The Polihali Dam as well as the Polihali to Katse Transfer Tunnel design is progressing well. Presently the Geotechnical drilling contract is 3 months behind schedule. Alternatives are being considered to mitigate any delays this may have on the above-mentioned designs.

 

Infrastructure, Social and Environmental consultancy work in progress are the design of:

• Environmental Social Impact Assessment (ESIA) Western Corridor,
• ESIA Dam and Tunnel site establishment areas,
• Resettlement Action Plan (RAP) for Project Housing, main reservoir, Major bridges & road realignments (iv) RAP - Western access road and
• Hydropower feasibility study now concentrating on the detailed feasibility of conventional hydropower generation at three sites.

Designs and tender documentation are ready to be issued by June 2018, of the following works are:

• Western Access Road,
• Power supply and Telecommunications.

Tender evaluation of the first three (3) construction contracts, were advertised in September and October 2017 are complete and is about to be awarded. The contract for the Advanced Infrastructure construction works are:

• An Access Road,
• Civil works at the Polihali Village accommodation area and,
• The short Diversion Tunnel around the Dam wall to mitigate any delays when the Dam construction commences.

(2) No construction contracts have been awarded to date.

 

Annexure A

Phase II: Progress to date (Budget figures exclude escalation):

KEY items	Milestone dates	Budget at completion	Cost to date Rand	% Invoiced	Comment (Reference Program V11.0)
Administrative cost	Dec 2025	329 052 613	272 428 720	82.7
Advanced Infrastructure – design and supervision	Apr 2015 – Sept 2018	252 502 764	120 194 418	47.7	Average 2 months behind schedule. Budget includes supervision costs.
Advance Infrastructure – construction	May 2018 – Aug 2020	4 125 620 005	-	-	Various awards starts in May 2018
Polihali Dam - design & supervision	Jul 2017	465 103 216	13 541 039	2.9	Design on programme. Budget includes supervision costs.
Polihali Dam – construction	Feb 2020 (Start)	3 800 000 000	-	-	To be awarded by Feb 2020, Completion date - Dec 2025
Geotechnical investigations	Apr 2019	42 719 213	29 881 290		3 months behind due to flooding and cashflow problems. Alternatives considered
Diversion tunnel around dam wall – design and supervision	Sept 2016 – Sept 2019	82 460 557	22 883 723	27.8	On programme. Non critical item
Diversion tunnel around dam wall – construction	May 2018 – Sept 2019	-	-	-	To be awarded by end of May 2018
Polihali to Katse Tunnel - design and supervision	Nov 2017	920 000 000	-	-	Awarded in Nov 2017. Budget includes supervision costs.
Polihali to Katse Tunnel – construction	May 2020 (Start)	4 500 000 000	-	-	To be awarded by May 2020. Completion date – Feb 2026
Social development projects	Present to Dec 2024	128 722 147	39 862 675	40	3 months behind on average. Resettlements will be completed in time for construction
Environmental projects	Present to Dec 2024	53 646 560	26 837 363	50	Studies and designs on programme
Start impounding water in Polihali	Nov/Dec 2023	-	-	NA	On programme Ver 11.0
Water delivery into Katse Dam	By end Jan 2026	-	-	NA	Water in storage since Nov 2023 Volume of transfers to Katse Dam will be dependent on the agreement reached with Lesotho on the new Operational Rules of the LHWP
ESTIMATED COST AT COMPLETION INCLUDING ESCALATION AND CONTINGENCIES	24,326 bill	525 629 228	2.7%	Scheduled complete 3.48%

 

Reply:

Yes; the Department has an operating Employment Equity Plan.

a) The Department’s Employment Equity Plan has been in operation since 01 September 2015.

b) The Department’s Employment Equity Plan was last reviewed on 27 February 2018.

c) The Department’s Employment Equity Plan has been in operation for 2 years 8 months.

d) Yes; the copy of the plan is attached herewith.

Reply:

(a)(I). The process of constituting Councils is prescribed in relevant enabling legislations that compel the Department to ensure that issues of diversity are addressed. The process of appointing Councils also prescribes that an open and transparent process is followed and as such the shortlist of recommended candidates is only drawn from the public nominations received. All efforts are made to ensure that diversity considerations are made in terms of age, gender, race, class and geographical spread during the selection process.

II). PACOFS Management

The Council of PACOFS will ensure that issues of diversity are addressed when filling the following managerial vacancies:

1. Chief Executive Officer
2. Technical Director
3. ICT Manager
4. Marketing Manager

(b). Leadership vacuum is a major contributor to the instability at PACOFS. To this end, my Department is working closely with the Council of PACOFS to complete and finalise the litigation cases which have held up the filling of critical leadership positions. Further, we have granted the Council of PACOFS permission to utilize the previously ring-fenced funding to upgrade the infrastructure of the entity which will enable the PACOFS to host national and or international programmes.

(c). The Performing Arts Centre of the Free State (PACOFS) will be guided by its policies and disciplinary code in instituting consequence management against any person found to have brought PACOFS into disrepute.

Reply:

All employees of the SSA, including all levels of management, are subjected to extensive vetting every five years. The SSA also reserves the right to re-vet any of its employees during the course and scope of the five years should a need arise. Vetting is one of the core competencies of the SSA and is not outsourced to any service provider.

Information pertaining to vetting, as with other operational information of the SSA, forms part of the broader operational strategy of the agency and, therefore, as a matter of policy, the SSA does not disclose such information. It should, however, be observed that the SSA is overseen by the Joint Standing Committee on Intelligence (JSCI) and the Inspector General of Intelligence amongst other regulatory bodies.

Reply:

a) (i)The tender to constitute a panel of advertising agencies to assist with the procurement of community media was advertised on 17 November 2017.

(ii) The tender was advertised on the GCIS website and on the Government Tender Bulletin.

b) There was a total of 8 bids received

c) The process of evaluation is still in progress.

d) There is no monetary value attached to the tender (the value/ budget will be dependent on the client’s expected demand.)

Reply:

Not Applicable

Reply:

The Performing Arts Centre of the Free State (PACOFS) will be guided by its policies and disciplinary code in instituting consequence management against any member of PACOFS who is found to be responsible for incurring irregular expenditure.

Reply:

No, there were never any meetings with the ITU on the June 2019 switch-off date. ITU resolutions are communicated through World Radio Conferences held every four years or through specific Circulars sent by the ITU.

The ITU mandated analogue transition date was June 2015, which has since passed. Beyond this date, the ITU no longer provides protection for analogue services in the affected spectrum bands. Beyond June 2015, it is up to the neighboring member states to negotiate mutual terms to avoid causing interference with each other. The ITU can merely be informed for the record on the progress made regarding analogue switch off in the affected member states.

South Africa has set June 2019 analogue switch off target, it is not an ITU directive.

a) Not Applicable

b) Not Applicable

c) Not Applicable

d) Not Applicable

____________________

Dr Boloka Mashilo

Department of Communications – Director-General (Acting)

Date:

Approved/ Not approved

_______________________________

Ms Nomvula Mokonyane

Minister

Date:

Reply:

The Department of Environmental Affairs is committed to utilising resources allocated through the Parliament appropriation process in the most cost effective and responsible way. As a first priority the Department utilises public servants in the department to do the work. Only if the specific expertise is not available internally, will the department consider using the services of consultants.

In making use of consultants, the department ensures cost effectiveness. Where possible, we aim to ensure that consultants transfer these skills to departmental officials. The Department will continue to ensure that the use of consultants are in line and guided by the PFMA and the relevant Treasury Regulations. The use of consultants is reported in our quarterly financial reports to the Portfolio Committee on Environmental Affairs (PCEA), and in our annual financial statements. These are audited by the Auditor General and are tabled in Parliament as part of our Annual Report.

---ooOoo---

Reply:

(1) (a) There is a total of 1 471 protected areas in South Africa.

(b) A list of all protected areas are kept in the Register of Protected Areas in line with the National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003), Section 10, and can be downloaded from https://egis.environment.gov.za/. All the information on (i) and (ii) are contained in the file.

(2) (a)(b) Protected areas are managed by either goverment departments, statutury bodies or by a suitable person, organisation or organ of state as assigned by the Minister or Member of Executive Council in terms of Section 38 (1) and (2) of the National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003).

---ooOoo---

Reply:

(1)(a) I have been advised that the nature of the Settlement Agreement is to address the outstanding matters connected with the Correctional Officials Occupational Specific Dispensation (OSD) 2nd Phase experience recognition for the production salary levels 03 to 08 that emanated from General Public Service Sectoral Bargaining Council (GPSSBC) Resolution 2 of 2009.

(b) The collective agreement allows for a multi-year implementation of back pay amounts. The Department has already paid 17% of the back pay amount owed to fourteen thousand two hundred and ninety (14290) qualifying correctional officials, and 6% back pay amounts to twelve thousand three hundred and sixty five (12365) qualifying correctional officials respectively. With regard to the six thousand three hundred and six (6306) qualifying correctional officials who terminated services, the Department has initiated an audit to determine the debt owed to them in relation to the OSD Departmental Bargaining Chamber settlement agreement. To date a total of three thousand two hundred and seven cases (3207) have been audited and submitted for payment. The agreed 4% payments which are due in the 2018/2019 financial year for both serving and terminated officials are scheduled for payment during the 2nd quarter starting July 2018 of the current financial year.

(2)(a):

(i) The 17% owed to qualifying officials plus 6% of the staggered payments have been paid.

(ii) 4% payments are scheduled to be made to serving officials during the 2nd quarter of the current financial year (2018/2019).

27% (17% + 6%+ 4%) payments are scheduled to be made to ex officials during the 2nd quarter of the current financial year (2018/2019).

(2)(b):

(i) The 17% payments were made during June 2017 and October 2017.

6% payments were made during February 2018.

4% to serving officials as well as 27% to ex-officials are scheduled to be paid during the 2nd quarter of the current financial year (2018/2019).

(ii) R57, 463 574.00 already paid to serving officials.

An estimated amount of R71 million is to be paid to both serving and ex-officials (4% for serving officials and 27% to ex-officials back log).

(3)(a) As agreed in the Settlement Agreement it is expected to conclude this matter not later than 31st March 2020.

(b) Utilisation of a task team to oversee payments centrally on a continuous basis and assist/guide regions with all relevant administrative processes to conclude the remaining 3% payments in the 2019/2020 financial year.

Reply:

The Department of Basic Education (DBE) does not collect or collate this information. The Honourable member is requested to direct the question to the relevant province as such may be in their possession.

Reply:

The Department of Basic Education does not collect these data. The honourable member is advised to direct the question to the province.

Reply:

The Department of Basic Education does not collect these data. The honourable member is advised to direct the question to the province.

Reply:

The Department of Basic Education does not collect these data. The honourable member is advised to direct the question to the province.

Reply:

A) Percentage of learners repeating a grade by province and year

Currently, the best source of data available for estimating repetition rates is STATS SA’s General Household Survey (GHS). The most recent data is from 2016. The repetition rates per grade, year and province are shown below. Note that this is a nationally representative sample survey, and the figures presented below are therefore estimates rather than exact census type information. The sample is not designed to provide representative statistics per education district, and therefore this information is not available. For 2016, the estimated national repetition rate was 7.6% in grade 7, 11.0% in grade 8, and 11.9% in grade 9.

 

Province	Grade 7	Grade 8	Grade 9
	2012	2013	2014	2015	2016	2012	2013	2014	2015	2016	2012	2013	2014	2015	2016
Western Cape	4.4	6.0	4.9	5.8	5.9	9.6	3.8	7.6	10.2	6.3	8.7	14.7	9.8	14.4	15.4
Eastern Cape	7.8	7.9	8.4	9.5	7.5	11.9	11.3	7.6	13.7	5.8	10.0	11.2	14.7	11.1	4.7
Northern Cape	7.7	10.3	10.0	21.1	12.8	8.0	8.6	10.6	17.2	12.0	6.5	13.0	22.3	18.1	9.2
Free State	4.7	14.2	12.0	13.1	16.5	8.5	7.9	11.3	18.1	18.4	13.9	22.7	26.9	29.9	22.1
KwaZulu-Natal	5.8	6.0	4.1	6.3	7.5	7.4	8.7	10.0	5.9	11.0	9.7	13.2	9.0	6.9	7.7
North West	14.6	10.4	8.9	13.5	10.8	13.8	4.8	10.0	17.7	20.1	16.5	31.2	19.5	21.0	23.7
Gauteng	3.5	4.9	3.1	3.6	5.0	8.3	4.4	9.1	6.5	8.2	13.9	8.4	11.4	8.9	7.9
Mpumalanga	7.9	14.7	12.8	10.5	8.6	19.3	19.4	18.8	24.4	18.7	19.4	15.6	23.2	21.0	17.1
Limpopo	7.7	7.9	8.8	7.8	5.9	8.9	10.2	7.0	17.2	11.7	27.4	24.5	32.9	24.1	16.6
South Africa	6.5	7.9	6.8	7.9	7.6	10.3	8.6	9.8	12.3	11.0	15.0	16.2	17.3	14.8	11.9

Source: General Household Survey (GHS), DBE own calculation

B) Drop-out rate

Similarly, the best available estimates of drop-out rates by grade are derived using GHS data. The table below shows the drop-out rates and survival rates for 2 different age cohorts, those born during 1987-1989 (and surveyed between 2011-2013) and those born during 1990-1992 (and surveyed between 2014-2016). These two cohorts provide a justifiable comparison across time, because the individuals would have been the same age when surveyed (between 22 and 26 years old). The specific cohorts were chosen, because individuals aged 22 – 26 years old would have been old enough to have completed school at the time when the GHS data was collected, and we will therefore be able to gauge what percentage of them finished their schooling at which grades. The survival rates in the table show the percentage of individuals who reached each grade. The rate was then converted to show the number of individuals, out of a 1000 individuals who reached each grade. It was then also possible to calculate the percentage of all individuals reaching particular grades who then drop out before attaining the next grade.

Note that for several years the data has been combined for this analysis in order to ensure that there are sufficient sample sizes in each of the cells. It is also important to note that whilst this method provides the most reliable estimates of drop-out rates by grade, it does not reflect the drop-out that happened in a particular year – the data may have been collected from 22-26 year-olds between 2014-2016 but those youths may have dropped out of school in an earlier year.

Interpretation focusing on 2014-2016:

An estimated 0.7% of these youths in 2014-2016 reported to have not even completed Grade 1. Grade 12: 51.5% of this cohort attained Grade 12. It was also calculated that 26% of those with Grade 11 (NB: not of all youths) dropped-out before attaining Grade 12. Similarly, the drop-out rates for grade 7, 8 and 9 were 3.1%, 4.6% and 9.5% respectively.

Drop-out rates for each grade are also reported by province using the same methodology in the tables below, for both the 2011-2013 combined period and the 2014-2016 combined period. It is worth noting that in general the survival rates improved in the more recent period.

Survival rates and drop-out rates, associated with each grade

	2011-2013	2014-2016
	Survival Rate	Survival per 1000	Percentage dropping out with this Grade attained	Survival Rate	Survival per 1000	Percentage dropping out with this Grade attained
Total cohort	100%			100%
No schooling		1000	0.7%		1000	0.7%
Grade 1	99.3%	993	0.4%	99.3%	993	0.1%
Grade 2	98.9%	989	0.5%	99.1%	991	0.2%
Grade 3	98.4%	984	0.4%	98.9%	989	0.5%
Grade 4	98.0%	980	0.7%	98.4%	984	0.5%
Grade 5	97.3%	973	1.0%	97.9%	979	0.8%
Grade 6	96.3%	963	1.5%	97.1%	971	1.5%
Grade 7	94.9%	949	3.1%	95.7%	957	3.1%
Grade 8	92.0%	920	5.2%	92.7%	927	4.6%
Grade 9	87.2%	872	9.0%	88.5%	885	9.5%
Grade 10	79.4%	794	17.1%	80.0%	800	15.5%
Grade 11	65.8%	658	26.0%	67.6%	676	23.8%
Grade 12	48.6%	486		51.5%	515

Data Source: General Household Survey, DBE own calculation

Drop-out rates, associated with each grade by province 2014-2016

Grade	No schooling	Grade 1	Grade 2	Grade 3	Grade 4	Grade 5	Grade 6	Grade 7	Grade 8	Grade 9	Grade 10	Grade 11
Western Cape	1.0%	0.1%	0.2%	0.4%	0.3%	0.3%	0.8%	3.1%	4.7%	9.9%	16.9%	22.3%
Eastern Cape	0.9%	0.2%	0.4%	1.3%	1.1%	1.9%	3.0%	5.0%	6.9%	13.7%	23.8%	35.0%
Northern Cape	1.8%	0.4%	0.0%	0.4%	0.5%	1.1%	2.3%	4.0%	8.8%	14.0%	19.3%	23.0%
Free State	0.9%	0.1%	0.1%	0.1%	0.4%	0.8%	1.8%	3.4%	5.2%	12.5%	17.1%	21.5%
Kwazulu-Natal	0.7%	0.3%	0.4%	0.5%	0.6%	0.8%	0.8%	2.5%	4.1%	7.8%	13.3%	25.3%
North West	1.4%	0.2%	0.5%	0.3%	0.7%	0.9%	2.1%	2.5%	6.3%	14.5%	20.2%	22.6%
Gauteng	0.4%	0.0%	0.2%	0.2%	0.3%	0.2%	0.8%	2.0%	2.6%	5.0%	10.4%	17.6%
Mpumalanga	0.5%	0.0%	0.0%	0.3%	0.5%	1.5%	1.6%	3.7%	2.9%	8.1%	16.6%	28.7%
Limpopo	0.6%	0.1%	0.2%	0.7%	0.6%	0.8%	2.5%	4.3%	7.3%	15.6%	19.3%	28.4%

Data Source: General Household Survey, DBE own calculation

Note: data for 2014-2016 pooled together to overcome small sample errors

INTERPRETATION: This means that 28.4% of 22-26 year-olds in Limpopo who completed Grade 11 dropped-out before attaining Grade 12.

Drop-out rates, associated with each grade by province 2011-2013

Grade	No schooling	Grade 1	Grade 2	Grade 3	Grade 4	Grade 5	Grade 6	Grade 7	Grade 8	Grade 9	Grade 10	Grade 11
Western Cape	0.4%	0.3%	0.3%	0.1%	0.2%	0.5%	0.8%	2.7%	5.5%	11.1%	21.1%	23.1%
Eastern Cape	0.7%	0.4%	0.8%	1.3%	1.2%	2.3%	3.6%	5.2%	10.0%	13.3%	23.5%	40.6%
Northern Cape	1.5%	0.1%	0.1%	0.6%	1.9%	0.8%	1.4%	4.6%	10.3%	14.1%	20.7%	19.4%
Free State	0.3%	0.4%	0.2%	0.2%	1.0%	0.4%	1.9%	2.8%	4.9%	12.7%	19.1%	20.3%
Kwazulu-Natal	0.5%	0.6%	0.6%	0.7%	0.8%	0.9%	1.1%	2.4%	4.0%	7.5%	15.2%	23.2%
North West	1.8%	0.7%	0.4%	0.5%	0.8%	1.9%	2.3%	5.4%	6.1%	10.1%	19.2%	27.3%
Gauteng	0.6%	0.3%	0.4%	0.1%	0.4%	0.4%	0.8%	1.7%	2.8%	4.8%	12.0%	22.2%
Mpumalanga	1.2%	0.1%	0.6%	0.2%	0.9%	1.2%	1.4%	2.9%	6.5%	8.9%	16.3%	29.4%
Limpopo	1.1%	0.5%	0.4%	0.4%	0.4%	1.3%	1.3%	4.3%	5.2%	12.6%	22.5%	33.4%

Data Source: General Household Survey, DBE own calculation

Note: data for 2011-2013 pooled together to overcome small sample errors

Reply:

The Department of Basic Education does not collect these data. The honourable member is advised to direct the question to the province.

 

Reply:

During the past five years Armscor was involved in the following litigation:

a) Beverly Securities v Armscor

The total amount in respect of legal costs from 1 April 2013 is R9 305 677 which represents the costs of external legal representatives, Gildenhuys Malatji in South Africa and Rui Pena & Arnaut in Portugal, including Counsel’s fees in South Africa and Portugal.

b) Quaker Peace Centre v The Government of the Republic of South Africa and Armscor

The total amount in respect of legal costs is R775 253 which represents the costs of external legal representatives, Maluleke, Seriti, Makume, Matlala Inc., including Counsel’s fees.

c) Steradian v Armscor

The total amount in respect of legal costs is R210 023 which represents the costs of external legal representatives Maluleke, Seriti, Makume, Matlala Inc, including Counsel’s fees.

d) New Generation Arms Management (PTY) Ltd v Armscor

The total amount in respect of legal costs is R69 431 which represents the cost of external legal representatives Gildenhuys Malatji Attorneys

e) MP Ngoasheng v Armscor

No legal costs have been invoiced up to date by the external legal representatives, Maenetja Attorneys.

f) Van Tonder v Armscor

The total amount in respect of legal cost is R1 228 380 which represents the cost of external legal representatives Mamabolo Phajane Attorneys, including Counsel’s’ fees.

QUESTION 2

What is the name of each procured item that is still with the service provider and/or subcontractor and (b) what is the total rand value of each procured item for the past three years;

RESPONSE

There are no items that are still with the service provider. All procured items are paid for upon receipt.

QUESTION 3

Whether Armscor can account for each rand spent (a) from the Special Defence Account (SDA) and (b) on the assets procured in the past 3 financial years;

RESPONSE

Armscor can account for all payments made in relation to the SDA.

QUESTION 4

Whether all unaccounted assets plus their value have been reported to the Auditor-General (AG) and included in the Annual Financial Statement and AG reports?

RESPONSE

All payments made in relation to the SDA are sent to Department of Defence for inclusion in the Annual Financial Statements and submitted to the AG annually.

Reply:

DAFF

(a)(i) One

(ii) None

(b)(i) Enterprises University of Pretoria

(ii) Technical support in the preparing of SA Biennial Reporting on the 2014 commitment of Malabo Declaration on Agriculture, Growth and Transformation in Africa

(iii)(aa) 4 August 2017

(bb) No contract period applicable (once off payment)

(cc) R481 470,86

(dd) Director: Africa Relations

OBP

OBP does not have consultants on its books.

ARC

No consultants contracted to the ARC

NAMC

1. PRAXIS Computing:

1 November 2016 – 31 October 2019

Ongoing and pro-active maintenance of existing systems and network infrastructure, which includes full time onsite network support, as well as limited senior technical specialist support.

R 59 400 per month (excl VAT). (All Praxis rates and prices, may increase on the anniversary in accordance with the percentage annual increase in the Consumer Price Index, as published during the preceding month by Statistics SA.)

Signed by T. R Ramabulana: CEO

2. Finware Enterprise Services:

1 May 2017 – 30 April 2018.

Provide Pastel Support and the disbursement will be made upon the submission of invoice for services rendered at the rate of R 550.00 per hour.

           Signed by Z. Xalisa: CEO

3. Nexia SAB&T:

31 March 2016 – 1 April 2018.

Internal Audit Services.  Budget of R 360 000.

Signed by: T.R Ramabulana: CEO

PPECB

Consultant Name b(i)	Service Provided b(ii)	Start Date b(iii)(a)	End Date	Time Period b(iii)(b)	Cost b(iii)(c)	Name & Position Signed off b(iii)(d)
GABRIELE GESS	Legal	01 Sep 2017	31 Aug 2018	12 months	R240,000	Lucien Jansen (CEO)
GARTNER	Enterprise Resource Planning System	01 Oct 2017	30 Sep 2018	12 months	R726 900	Yanesh Ramiah (CIO)
MSI SOLUTIONS (PTY) LTD	Recruitment	23 Jun 2016	n/a	Month notice	12% Fee on all placements	Pinki Luwaca (HR Executive)
SIMEKA CONSULTANTS & ACTUARIES (PTY) LTD	Umbrella and Pension Fund	01 Apr 2013	31 Dec 2018	12 months, annually renewable	0.20% of pensionable remuneration per annum	Pinki Luwaca (HR Executive)
INFRACON CONSULTING (PTY) LTD	Construction Building renovations and additional parking	22 May 2017		Until completion of the project Estimate period 6 months	R281 520	Lucien Jansen (CEO)
LEROY WASSERFALL ARCHITECTS CC	Architect Building renovations and additional parking	18 Jan 2017	Until completion of the project	Until completion of the project.  Estimate period 6 months	R110 944	Lucien Jansen (CEO)
CLIFFE DEKKER & HOFMYER	Legal	26 Aug 2016	25 Aug 2018	24 months	Hourly Rates	Lucien Jansen (CEO)
SAB&T	BBBEE Advisory services	01 Dec 2017	30 Nov 2018	12 months	Hourly Rates	Pinki Luwaca (HR Executive)

MLRF

Name of each consultant	Details of the service provided	Start Date	Time period	Signature	Amount Paid
B Xulu and Partners	Legal Fees for Frap, Wiljaro and Bengis	27 January 2017	31 March 2018	They were appointed by Minister	R 23,264,302.45 (see attached breakdown)
Thulani Joseph Sithole	Legal Fees For Frap Appeals	30 January 2017	31 March 2018	They were appointed by Minister	R 1,769,592.00
George Mukundi Wachira	Legal Fees for Frap Appeals	30 January 2017	31 March 2018	They were appointed by Minister	R 1,922,744.00
ADV PM Matshulana	Legal Fees For Frap Appeals	30 January 2017	31 March 2018	They were appointed by Minister	R 1,888,626.60
Emang Basadi Legal & Forensic Services	TO PROVIDE STRATEGIC, LEGAL AND LITIGATION ADVISORY SERVICES TO DAFF	27 January 2017	31 March 2018	They were appointed by DG	R 9,432,539.23
The Ifirm Trading and Projects	Investigation into Wiljaro and SA Fence and Gate	28 June 2017	31 July 2018	They were appointed by DDG	R 498,076.00
Nondzaba Consulting	SERVICES OF A SUITABLE SERVICE PROVIDER  TO CONDUCT A COMPLETE MONITORING AND EVALUATION ON THE WORKING FOR FISHERIES PROGRAMME OF THE DEPARTMENT OF AGRICULTURE, FORESTRY AND FISHERIES; BRANCH: FISHERIES MANAGEMENT	31 May 2017	31 March 2018	Deputy Director General: Fisheries	R 462,674.00
Ameen Amod	Audit Comittee Member	01 August 2017	31 July 2020	Deputy Director General: Fisheries	R 459,859.00
Suleman Badat	Audit Comittee Member	01 November 2017	01 November 2020	Deputy Director General: Fisheries	R 48,755.00
Ntombentsha Lillian Mnconywa	Audit Comittee Member	19 July 2015	19 July 2018	Deputy Director General: Fisheries	R 435,113.80
Lahlang Shirley Somo	Audit Comittee Member	19 July 2015	19 July 2018	Deputy Director General: Fisheries	R 417,376.42
Mmathebe Annah Faith Moja	Audit Comittee Member	19 July 2015	19 July 2018	Deputy Director General: Fisheries	R 670,357.29
Maguga Attorneys INC	Legal Fees For Frap Appeals	26 January 2018	31 March 2018	Deputy Director General: Fisheries	R 410,400.00

MONTH	BXI FEES	SERVICE PROVIDER DISBURSEMENTS	PROJECT MANAGEMENT AND SECRETARIAT FEES	TRAVEL AND ACCOMODATION	VAT	AMOUNT BILLED TO DAFF
Jun-17	R 2 037 423.51	R 631 796.96	R 305 613.53	R 89 302.50	R 328 025.18	R 3 392 161.68
Jul-17	R 1 265 308.80	R 1 622 839.95	R 189 796.32	R 224 776.88	R 203 714.72	R 3 506 436.66
Aug-17	R 387 061.40	R 1 665 584.81	R 58 059.21		R 62 316.89	R 2 173 022.31
Sep-17	R 746 119.33	R 884 347.31	R 111 917.90	R 176 247.23	R 120 125.21	R 2 038 756.99
Oct-17	R 513 660.85	R 1 266 714.70	R 77 049.13	R 191 670.53	R 82 699.40	R 2 131 794.61
Nov-17	R 155 866.66	R 858 314.50	R 23 380.00		R 25 094.53	R 1 062 655.68
Dec-17	R 325 350.70	R 175 026.08	R 48 802.61		R 52 381.46	R 601 560.85
Jan-18	R 1 046 214.26	R 213 577.46	R 156 932.14		R 168 440.50	R 1 585 164.36
Feb-18	R 563 025.50	R 857 709.65	R 84 453.83	R 176 247.23	R 90 647.11	R 1 772 083.31
Mar-18	R 805 540.32	R 862 508.26	R 120 831.05	R 97 165.28	R 264 046.35	R 1 886 044.91
Total	R 7 845 571.34	R 9 038 419.68	R 1 176 835.70	R 955 409.65	R 1 397 491.34	R 20 149 681.36

Reply:

a) (i) The status of Mr. Ramaphosa’s association with FeverTree Consulting (Pty) Ltd is as follows:

b) At the time of the appointment of FeverTree Consulting by Armscor, Mr Ramaphosa had resigned on 25 June 2012 from FeverTree Consulting and had no interest in the company and was not in any way associated with the company by any direct or indirect means.

c) What were the amounts budgeted for the turnaround of Armscor, (c) what amounts have been spent on the turnaround as at the latest specified date for which information is available, specifically in favour of FeverTree Consulting,

The total value budgeted for the Armscor Turnaround was R 56 283 616.00. The total amount paid to Fevertree Consulting by 30 April 2017 (end of Phase 1) amounts to R55 420 538.21. To date an additional R2 886 657.74 has been paid to Fevertree as part of Phase 2 of the turnaround implementation.

Payments made were against contracted deliverables and divided according to work streams. Six work streams were established with a total of 213 deliverables listed as follows:

Work streams	No Deliverables	Amount Paid
1. Designing a new vision for the future	23	R10 226 630.40
2. Developing New Revenue Driven Strategies	42	R 9 695 641.71
3. Enhancing and Improving Core Functions	28	R 5 861 433.40
4. Communication and Change Management	40	R 5 318 500.78
5. A New Governance Model for Armscor	45	R10 949 337.69
6. Driving Greater Efficiencies	35	R13 230 201.60
Total	213	R55 281 755.58

The contracting model adopted in phase 2, allows Armscor to approach various service providers by tender process, for support during the implementation using an approved panel of service providers. To date an additional R2 886 657.74 was paid to Fevertree Consulting, for 14 deliverables, as part of Phase 2 of the Armscor turnaround implementation, for the following projects:

Project No	No of Deliverables
Project 001 - Strategic Planning Implementation	9	R2 402 192.64
Project 008 - Dockyard Sustainability Plan	5	R 484 465.10
Total	14	R2 886 657.74

QUESTION 3

And (d) what are the details of (i) all the achievements and (ii) savings listed against the contractual milestones to date?

RESPONSE

Phase 1 of the Armscor Turnaround focused on an As-Is assessment and the creation of plans to bridge the gap between the current and desired end state.

(i) This table lists the key achievements of Phase 1:

Drive Revenue by Leveraging Core Strengths	To leverage the core (traditional) strengths; 16 opportunities were identified with 4 prioritised in the Acquisition service line. 3 non Acquisition related opportunities were identified i.e. Gerotek Testing Center, AB Logistics & the Disposal of Defence Equipment
Commercialisation of technologies & patents	62 commercialisation opportunities were identified which may be considered for commercialisation of IP and Technology in the civil Sector 5 with a recommended framework and approach to commercialisation
Championing Innovation (Business Development)	Developed a set of Business Development Frameworks for Armscor’s participation in revenue earning initiatives Developed a framework for the potential Products and Services offering that Armscor can take to the market on a revenue earning basis Developed a life cycle process for Higher Order Solutions sales Developed a framework for the potential business models and structures related to the Products and Services categories
Acquisition and SCM	Developed a framework for the introduction of an Acquisition Standards and Processes Knowledgebase that will streamline the programme specific tailoring of acquisition processes to enable more efficient acquisition programmes without compromising Armscor’s service delivery accountability. Developed a framework for the introduction of an Acquisition Programme Tracking and Management Reporting System that will enable the gathering of acquisition programme related information supporting the further optimisation of processes and issue resolution processes with clients and industry. Developed an architecture for a more efficient Armscor Procurement Management service. Developed a model for the extension of Armscor’s Procurement Management (SCM) services into a marketable revenue generating function Developed a concept for the introduction of an e-Procurement ICT platform supporting the above Business Development initiatives.
Technology Management and Administration	Developed a framework for the introduction of a Technology Portfolio Management function that will address the Client expectations. Developed a framework for participation of the TMA function in future Armscor Business Development related programmes
Sweating Special Assets	4 Armscor property assets were identified and recommended as priorities for sweating and realising revenue Developed a study on all Assets & a Strategy with a legal framework for sweating assets in FY 18/19 Established an SLA with DOD for sweating DOD assets.
Defence SOE Collaboration	Identified and prioritised opportunities for SOE collaboration (Transnet, CSIR, Denel) Modelled an operating partnership framework and contract between Armscor and SOEs Developed a Framework for localization, indigenization and defence SEZ participation.

The above mentioned frameworks and plans are the basis of the implementation Phase 2.

(ii) A total of R88,17m worth of savings were identified to be realised within a period of 12 months after the project. An amount of R 61,7m was accepted as potential savings for the organisation to pursue and implement. To date R23,45m of the accepted savings has been realised. Various Opex savings have been implemented and their consolidated gains will be quantified at the end of the FY 18/19.

Reply:

(a) (i) What is the purpose of the Community Schemes Ombud Service?

The Community Schemes Ombud Service Act under which the Community Services Ombud Service has been established regulates the community schemes industry, to provide alternative dispute resolution mechanisms and management of all community scheme documentation.

(ii) What service does it offer?

The functions of CSOS include inter alia the following;

• Develop and provide a dispute resolution service in terms of this Act;

• Provide training for conciliators, adjudicators and other employees of the CSOS;

• Regulate, monitor and control the quality of all sectional titles scheme governance documentation and such other scheme governance documentation; as may be determined by the Minister by notice in the Gazette; and
• Take custody of, preserve and provide public access electronically or by other means to sectional title scheme governance documentation and such other scheme governance documents as may be determined by the Minister by notice in the Gazette.

In performing its functions the CSOS has an obligation to: -

• Promote good governance of community schemes;

• Provide education, information, documentation and such services as may be required to raise awareness to owners, occupiers, executive committees and other persons or entities who have rights and obligations in community schemes, as regards those rights and obligations;

(b) (i) What is the funding mechanism of the Ombud?

In terms of Section 22(1) of the CSOS Act, the Community Schemes Ombud Service derives its revenue sources from:

• Money appropriated by Parliament;

• Levies collected from community schemes with the approval of the Minister;

• Fees for services rendered based on cost recovery;

• Interest derived from investments of the Service;

• Donations or contributions received by the Service with the approval of the Minister; and

• Subsidies and grants from organs of state.

(ii) What was the total income and expenditure of the Ombud over the past three financial years,

(ii) Based on information provided by the Community Schemes Ombud Service the following is the income and expenditure of the CSOS for the following periods:

Find here: Income and expenditure of the CSOS

Reply:

Ward 21 of Mqanduli is under the Eskom license area. Khwenxura and Kalalo villages are planned to be electrified by the King Sabata Dalindyebo (KSD) municipality under Schedule 5b and on the MTEF. The Lower Tyholo, Upper Tyholo and Thamsanqa are planned to be electrified by Eskom.

In line with municipal Integrated Development Plan (IDP), KSD municipality like all other municipalities, plan and priorities electrification for all villages under their areas. This includes the areas under Eskom license.

KSD Municipality is allocated over R122 million to prioritise the electrification projects as per their IDP.

The villages are tentatively planned by the KSD municipality to receive electricity that is not in the form of solar energy by financial year 2021, based on the 3 year Medium Term Expenditure Framework (MTEF).

Reply:

a)

(i)  According to the NEIMS Database, all schools have been provided with some form of infrastructure for water provision in a form of borehole, rainwater harvesting, water tanks, and communal supply or through municipal yard supply. Where a borehole or rainwater harvesting tanks have dried up, arrangements are made with municipalities to provide potable water.

(ii) All schools have been provided with some form of electricity, either through grid connection, solar, generator or other means of electricity provision. The sector is however, continuously affected by instances of theft and vandalism of solar panels and cables, which renders schools previously provided, to be without service.

b) Not applicable

Reply:

(a) The North West Department of Human Settlements has advised that no contracts were terminated during the 2017-18 financial year. (i) - (vii) Not applicable.

(b) The Free State Department of Human Settlements reported that it terminated two contracts for the 2017-18 financial year. The reasons provided for the termination by the Free State Department of Human Settlements is due to a contractual dispute. The further details as requested can be obtained from the Free State Department of Human Settlements subject to the provisions of the Promotion of Access To Information Act.

Reply:

QUESTION 1

With reference to external fees,

Service providers that Armscor make use

There is a standing panel of legal firms that is utilised by Legal Services department as well the Employee Relations department. The panel was approved by EXCO and is reviewed every three years

How service providers are selected and contracted;

When the nature and the complexity of the dispute at hand warrants the appointment of a Labour Legal Expert, Employee Relations department would then recommend a service provider from the panel of approved service providers, for the approval of two Group Executives and the Chief Executive Officer. The recommendations of a service provider from the Employee Relations Department would be based on the availability, cost, experience, track record in disputes of the same nature. One of the cornerstones of fair labour practice as enshrined in both the Labour Relations Act and the Constitution is procedural fairness. Whilst each matter would be judged on its own merits Consistent application of the rule and precedence set in similar disputes is key in ensuring fairness when handling Employee Relations Disputes as result prior knowledge of the matter is some cases critical in appointing a service provider .

The Employee Relations Department is a small unit that is manned by one Specialist that specialises in labour law and looks after all the aspects of employee relations. Armscor legal department only has three commercial lawyers who focus mostly on projects and commercial contracts.

Whilst it is evident based on the summary below that majority of labour disputes are ruled in Armscor’s favour however some employees still chose to refer the matters to the labour court. Armscor would then exercise their right and oppose the matter, for example the below listed matters of employees who were dismissed for tender irregularities and the cases were ruled in Armscor’s favour by the CCMA however the employees still referred their cases to the Labour Court and Armscor opposed the matters.

Due to the nature of Armscor’s business there are cases which demand that we seek the intervention of external labour law experts .These matters involve intense investigations which deal with sensitive and secret information, they are lengthy due the evidence and voluminous documentation, for example the matter of the employee who was dismissed for being involved in espionage activities.

QUESTION 2

Details of the total legal fees related to dismissals and/or suspensions of employees for the past five years

Nature of Process	Legal Fees 2013-2018
Disciplinary Enquiry	R 1 299 932.99
CCMA	R 1 179 156.75
Labour Court	R 9  565 097 .10
Labour Appeal Court	R 770 000.65
TOTAL	R 10 214 321.51

Dismissal cases for the past five years

In the past five years Armscor has had an average of 5.8 dismissal cases per annum based on the following categories of misconduct. It is worth noting however that some employees resigned before their cases could be concluded and are thus not part of the below statistics. The Occupational Categories of the dismissed employees are as follows

Semi-skilled 8

Professionally Qualified 5

Unskilled 11

Skilled and Technical 2

Senior Management 1

Area	Number of Cases	Nature of the offence	CCMA Outcome	Labour Court Outcome
Armscor Head Office ( Pretoria)	1	Gross Misconduct -Theft	No referral	No referral
	1	Gross Misconduct - Attempting to solicit a bribe from a supplier	CCMA ruled in favour of Armscor	No Referral
	1	Poor work performance	No referral	No referral
	1	Misconduct -Unauthorised use of Company Property	No referral	No referral
	3	Gross Misconduct -Tender Irregularities	In one matter the CCMA ruled in favour of employee.	Armscor has applied for review and the matter at Labour Court
			The second matter the CCMA ruled in favour of Armscor	No referral
			Third matter CCMA ruled in favour of Armscor	Labour Court ruled in favour of Armscor
	1	Misconduct -Misuse of Company Vehicle	CCMA ruled in favour of Armscor	No Referral
	1	Gross Misconduct – Breach of Security	CCMA ruled in favour of Armscor	Labour Court ruled in favour of Armscor
	1	Misconduct – Loss of Security Clearance	CCMA had no Jurisdiction	Labour Court ruled in favour of Armscor
Dockyard -Capetown	1	Gross Misconduct -Fraud	No referral	No referral
	7	Misconduct – Desertion	No referral	No referral
	4	Theft	No referral	No referral
	1	Misconduct – Failure to Maintain Security Clearance due to a Criminal Record	No referral	No referral
	1	Constructive Dismissal	Matter is with CCMA	No referral
Alkantpan	4	Misconduct -Theft	No referral	No referral
	1	Misconduct -Misuse of Company Vehicle	CCMA ruled in favour of employee	Parties Reached Settlement
	2	Misconduct -Desertion	No referral	No referral
IMT - Capetown	1	Gross Misconduct –Insolence, using foul language and verbally abusing his manager	CCMA referral was withdrawn by applicant	No Referral

QUESTION 3

Cases of dismissal and/or suspension that have not been concluded

There are two cases that are pending. One employee resigned in 2018 October and then proceeded to file a constructive dismissal dispute. The second matter is that of an employee who is on suspension since March 2018 and the disciplinary enquiry is scheduled for the 9 March 2018

Date when the disputes arose

The employee was placed on precautionary suspension on the 7 March 2018

The employee resigned on the 28 October 2018

Reasons that each case has not been concluded

In respect of the employee that resigned in October the case is part heard by the CCMA and the next arbitration date is the 15 May 2018. In respect of the employee who is on suspension the disciplinary enquiry is scheduled to resume on 9 May 2018.

Reply:

The Department of Basic Education (DBE) does not collect or collate this information. The Honourable member is requested to direct the question to the relevant province as such may be in their possession.

Reply:

1. With reference to the question of Hounarable Adv A De Albets, it should be clarified that the Minister of Transport is still investigating the appointment of the Air Service Licensing Board members, in order to determine if the Board was properly constituted in terms of the Air Licensing Act, Act 115 of 1990.

(2) to (4) Falls away

Reply:

Neither the department nor its Entities have conducted lifestyle audits. The department and its entities will implement any directive in this regard that’s developed for the public service.

Reply:

665 Response: Armscor implemented an efficient structure in order to respond to the objective of the Armscor Act, respond to the demands of the Department of Defence, to be cost-effective and to achieve its Turnaround Strategy. A benchmarking study with similar organisations and state owned enterprises such as Council for Scientific and Industrial Research (CSIR), South African Nuclear Energy Corporation (NECSA) was undertaken.

The restructuring of the executive management took into consideration the delegation and accountability by streamlining and strengthening the executive decision-making to create fewer executive committee members with broader spans of control. Price Waterhouse Coopers (PWC) benchmarked the recommended remuneration and approval by the Board of Directors was obtained. No budgets were increased to fund new salaries and market benchmarks placed the salaries at the lower pay scale quartile which is below midpoint for executive management.

New Response: The old structure had limited capacity to respond to the demands of the DOD as well as the new business endeavours for revenue generation as per the Turnaround Strategy whilst providing effective and efficient service to the DOD.

QUESTION 2

Will she provide a (i) detailed comparison between the old and the new structure, (ii) list of the demands and indicate if the demands are new or additional demands and (iii) detailed list of the new demands and (b) how will the new demands benefit Armscor and her department;

RESPONSE

Figure 1: Old Structure

Figure 2: New Structure

The new structure provides for a wider span of control, leaner executive body to drive quick decision-making across the organisation, broader scope of services and devolution of authority. This has assisted in removing fragmentation and duplication of activities across the organisation. This has resulted in clear reporting lines and clear single person accountability thus expediting operational execution. This allows for a more focused organisation in delivering to its demands of the DOD and its new commercial imperatives. The new commercial imperatives relate to the strategic objectives of the Turnaround which are revenue generation, cost savings, efficient and efficient delivery and stakeholder engagement.

QUESTION 3

With reference to each general manager and chief executive officer (CEO) in the new structure, what (a) additional responsibilities were added to the job description of each, (b) were the percentage increases, (c) are the details of the previous total cost-to-company and current total cost-to-company remuneration packages paid to each and (d) were the last performance bonuses paid to each general manager and the CEO?

RESPONSE

The new structure entailed more responsibilities per Group Executive, combination of similar functions and centralising of the Supply Chain Management with the Acquisition function in order to ensure strategic sourcing and smart buying. The new executives who received promotions were benchmarked against the market and capped at 37.5th percentile of the market which is the lower quartile. Given the fact that the Board took a decision not to extend normal annual increase inflationary adjustment to all the GE’s who were promoted as a result of the restructuring, the real increase for the GE level amounted to 13% (factoring 0% annual increase). All new executives’ performance bonuses were capped at maximum of 8% for the last financial year. This equates to an extra months’ salary.

Reply:

• There is no plan by the National Treasury (NT) to speed up the transfer of ownership to 1 million households, per se. The Budget Review (Chapter 6, pg 73) refers to a backlog of around 1 million subsidised homes, which still need to be registered for title deeds, which is estimated at around R180 billion in equity.

• However, there is a programme to ‘eradicate’ the title deeds backlog. This is led, undertaken and overseen by the national Department of Human Settlements (DHS).

• DHS approached NT to create a separate Title Deeds Restoration Grant (TRG).

• Through the 2018 Budget process, and after obtaining Cabinet approval, NT created the TRG, amounting to R518.7 million in 2018/19, R547.7 million in 2019/20 and R577.8 million in 2020/21.

• Further details on the programme elements, monitoring and evaluation, must be referred to the DHS.

Reply:

• There is no plan by the National Treasury (NT) to unlock R180 billion in dead assets, per se. The Budget Review (Chapter 6, pg 73) refers to a backlog of around 1 million subsidised homes, which still need to be registered for title deeds, which is estimated at around R180 billion in equity.

• However, there is a programme to ‘eradicate’ the title deeds backlog. This is led, undertaken and overseen by the national Department of Human Settlements (DHS).

• DHS approached NT to create a separate Title Deeds Restoration Grant (TRG).

• Through the 2018 Budget process, and after obtaining Cabinet approval, NT created the TRG, amounting to R518.7 million in 2018/19, R547.7 million in 2019/20 and R577.8 million in 2020/21.

• Further details on the programme elements, monitoring and evaluation, must be referred to the DHS.