Questions and Replies

Reply:

Attached is the latest detailed Burden of Disease profile for Lejweleputswa District Municipality in the financial year 2016/17 by age and gender.

END.

Reply:

Attached is the latest detailed Burden of Disease profile for uThukela District Municipality for the period 2010 to 2015 by age and gender.

END.

Reply:

Attached is the latest detailed Burden of Disease profile for iLembe District Municipality for the period 2010 to 2015 by age and gender.

END.

Reply:

Attached is the latest detailed Burden of Disease profile for Frances Baard District Municipality for the period 2010 to 2015 by age and gender.

END.

Reply:

Despite the presence of various billboard structures at Gillooly’s Interchange, none of these where applied for with SANRAL nor approved by SANRAL. Please see detailed answers to questions below.

(aaa) 2014-2015 = No applications received by SANRAL with regard to the Gillooly’s.

(bbb) 2015-2016 = No applications received by SANRAL with regard to the Gillooly’s.

(ccc) 2016-2017 = No applications received by SANRAL with regard to the Gillooly’s.

(bb) since 1 April 2017 = No applications received by SANRAL with regard to the Gillooly’s.

(b)(i)

(aaa) 2014-2015 = No applications received, so none approved by SANRAL.

(bbb) 2015-2016 = No applications received, so none approved by SANRAL.

(ccc) 2016-2017 = No applications received, so none approved by SANRAL.

(bb) since 1 April 2017 = No applications received, so none approved by SANRAL.

(b)(ii)

(aaa) 2014-2015 = No applications received, so none approved by SANRAL.

(bbb) 2015-2016 = No applications received, so none approved by SANRAL.

(ccc) 2016-2017 = No applications received, so none approved by SANRAL.

(bb) since 1 April 2017 = No applications received, so none approved by SANRAL.

(c)(i)

(aaa) 2014-2015 = No applications received, so none rejected by SANRAL.

(bbb) 2015-2016 = No applications received, so none rejected by SANRAL.

(ccc) 2016-2017 = No applications received, so none rejected by SANRAL.

(bb) since 1 April 2017 = No applications received, so none rejected by SANRAL.

(c)(ii)

(aaa) 2014-2015 = No applications received, so none rejected by SANRAL

(bbb) 2015-2016 = No applications received, so none rejected by SANRAL

(ccc) 2016-2017 = No applications received, so none rejected by SANRAL

(bb) since 1 April 2017 = No applications received, so none rejected by SANRAL.

Reply:

Key programmes on the rail infrastructure network is reflected in the table below. All of these projects are multi-year projects and dates indicated on current projects are as per contracts.

Plans/Programme	Region	d) Key Milestones	b &c) Projected Completion Date	e) Monitoring Mechanism
Re-Signalling Programme	KwaZulu/Natal (KZN)		25 Jun 2021	Project Progress meetings; Monthly report; APP; Quarterly Report DOT
		Phase 1: Pinetown line	20 Jul 2018
		Phase 2: New Rossborough Centralised Traffic Control Centre (CTC)	16 May 2019
		Phase 3A: Kwa Mashu to Temple	30 Nov 2018
		Phase 3B: Avoca to Springfield	27 May 2020
		Phase 4: Umlazi to Umbogintwini	23 Sep 2019
		Phase 5: Clairwood to Crossmoor	05 Jun 2020
		Phase 6: Berea to Congella	15 Oct 2020
		Phase 7: Durban station	11 May 2021
	Western Cape (WC)		30 Jun 2020	Project Progress Meeting ; Monthly report; APP Quarterly report to DOT
		Regional Monitoring and Train Control Centre (RM&TCC)	30 June 2018
		Phase 1.2: Wynberg – Simonstown, Crawford – Diep River	30 Apr 2018
		Phase 1.4: Koeberg – Maitland - Hazendal	31 May 2018
		Phase 1.3: Salt River - Kenilworth	31 Jul 2018
		Phase 3.1: Cape Town - Woodstock (South)	30 Sep 2018
		Phase 3.2: Cape Town - Woodstock (North)	31 Oct 2018
		Phase 2.3: Esplanade - Ysterplaat	31 Jan 2019
		Phase 1.1: Philippi - Kaptiensklip, Chris Hani	28 Feb 2020
		Phase 2.2: Woltemade – Parow	31 Mar 2020
		Phase 2.1: Langa - Nyanga, Bontheuwel – Sarepta	30 Apr 2020
		Phase 4.1: Tygerberg – Bellville	31 May 2020
		Phase 4.2: Kuils River - Strand, Eerste River - Muldersvlei	30 Jun 2020
	Gauteng		28 Feb 2021	Project Progress meetings; Monthly report; APP; Quarterly Report DOT
		Gauteng Nerve Centre (GNC)	Apr 2016 - Completed
		Phase 1: Midway – Residentia	31 Mar 2016 – Completed
		Phase 2: Kaalfontein – Leralla, Olifantsfontein – Irene	28 Nov 2016 – Completed
		Phase 3: Randfontein – Roodepoort	15 May 2017 – Completed
		Phase 4: Boksburg East – Springs, Daveyton – Alliance	15 Dec 2017 – Completed
		Phase 5: George Goch – Geldenhuys, Benrose – Kaserne West, Booysens – Crown	03 Apr 2018
		Phase 6: Rissik – Koedoespoort – Eerste Fabrieke	15 Dec 2019
		Phase 7: Jeppe – Johannesburg – Braamfontein	25 Sep 2018
		Phase 8: Centurion – Pretoria, Mitchell Street – Saulsville	07 Jan 2019
		Phase 9: Kempton Park – Knights	11 Mar 2019
		Phase 10: Langlaagte – Florida, Croesus	20 May 2019
		Phase 11: New Canada – Naledi, Orlando – Kliptown	14 Oct 2019
		Phase 12: Hercules – Belle Ombre, Capital Park East and West, Pretoria North – Mabopane, Rosslyn	23 Jun 2020
		Phase 13: De Wildt	06 Jul 2020
		Phase 14: Driehoek – Germiston, Angelo – Oosrand, Kutalo – Elsburg – Kwesine, India	01 Feb 2021
Blue Downs Rail Extension	Western Cape: Cape Town	Preliminary Design and EIA Detail Design Construction Operations Aim to commence Preliminary Design in 2018/19, thereafter timeframes can be confirmed with greater accuracy. Allow for 4-6 month procurement process for phases leading up to Operations	12 – 15 months 6 months – 30 months	Programme Management office Cape Town Intermodal Planning Committee
Depot Modernisation Wolmerton	Gauteng North	Phase 1 complete Phase 2 in testing & commissioning scheduled for completion by end March 2018 Phase 3 Consultants appointed Designs complete Contractor appointed All construction complete	February 2019 February 2020 November 2021 March 2026
Depot Modernisation Braamfontein	Gauteng South	Will be done in phases Phase 1 awaiting appointment of contractor by PRASA Board. 12 month design and construction period envisaged Phase 2 Consultants appointed Designs complete Contractor appointed All construction complete	June 2019 March 2020 December 2021 June 2024	Project Progress meetings; PRASA Tech Management Committee; Monthly report; APP; Quarterly Report DOT
Depot Modernisation Salt River	Western Cape	Will be done in Phases Phase 1 will be advertised by June 2018 and construction will be complete by June 2021 Phase 2 Consultants appointed Designs complete Contractor appointed All construction complete	December 2019 December 2020 December 2021 June 2025	PRASA Tech Management Committee; Monthly Report; APP Quarterly Report DOT
Depot Modernisation Durban Yard and Springfield	KZN	Consultants appointed Designs complete Contractor appointed All construction complete	January 2019 January 2020 November 2021 March 2026	PRASA Tech Management Committee; Monthly Report; APP Quarterly Report DOT

 

Reply:

(a) (i) Seven (7) doctors are suspended, as per table below.

PROVINCE	NUMBER
Eastern Cape	1
Free State	0
Gauteng	2
KwaZulu Natal	3
Limpopo	0
Mpumalanga	1
North West	0
Northern Cape	0
Western Cape	0

(b) The table below reflects the details in this regard

PROVINCE	(i) Place of Employment	(ii) Reason for suspension	(iii) Timelines
Eastern Cape	Livingstone Hospital	Sexual harassment	10/01/2018
Free State	N/A	N/A	N/A
Gauteng	Weskopies Mental Hospital	Sexual harassment	09/02/2018
	Yusuf Dadoo	Sexual harassment	21/02/2018
KwaZulu Natal	Ngwelesana Hospital	Endangering life of patient and poor administration	12/10/2017
	Prince Mshiyeni Hospital	Insubordination	12/02/2018
	Prince Mshiyeni Hospital	Insubordination	12/02/2018
Limpopo	N/A	N/A	N/A
Mpumalanga	Witbank Hospital	Sexual harassment	15/01/2018
North West	N/A	N/A	N/A
Northern Cape	N/A	N/A	N/A
Western Cape	N/A	N/A	N/A
TOTAL	7

END.

Reply:

(a)	(b)	(c)	(d)
(i) Play Your Part programme: programme designed to promote active citizenship amongst South African’s a) Partnership with Sunday Times Generation Next which includes a conference and a media programme b) Play Your Part programme through activations, radio, online TV	National (Conference to be hosted in Gauteng)	12 million	R3 390 000
(ii) Constitutional awareness: designed to promote Constitutional awareness as part of Outcome 14 requirements. a) National Marketing campaign developed and executed on various media platforms (TV, radio and digital platforms) b) On the ground stakeholder engagements in Western Cape, Eastern Cape, Limpopo, Gauteng and KwaZulu-Natal)	National	8 million	R4 690 000
(iii) Promotion of the Nation Brand on domestic and international platforms: promotion of the country and its positive attributes. a) Marketing campaign promoting the Nation Brand targeting traffic at Airports pre and during the BRICS Summit. b) Marketing campaign promoting the Nation Brand at Airports Telecommunication Union (ITU) Conference c) Media partnership support	Gauteng, KwaZulu-Natal and National (Media)	Estimated reach 15 million	(iii)R 2 500 000
(iv) Domestic and international Research Analysis: analysis on performance of the Nation Brand produced and communicated online and through various PR driven media platforms a) SA Inc project consultation on investor experience and Perceptions with business from the EU region. b) Research engagement with BRICS c) Pan-African Nation Brand University Dialogue.	Domestic and international	Estimated 5 000 000	iv) R3 500 000
(v) Stakeholder Programmes in collaboration with business, govt & civil society Nelson Mandela Centenary Investment Promotion Roundtables Road Safety Campaign Campus Dialogues Schools Outreach Thought Leadership Engagements	National	Estimated Reach 5 000 000	R6 500 000
(vi) International Reputation Management Campaign to promote country reputation	China, US, UK, Germany, Russia	Not applicable	R4 400 000
vii) International Stakeholder relations engagements and Global South Africans Programme (South Africans in the diaspora)	China, US, UK, Germany, Ghana	Not applicable	R3 300 000
viii) International & Domestic Media: CNN, BBC, CNBC Africa, EURONEWS, Local Radio, TV, Print and Online to support projects	North America, Europe, Asia, Africa, Middle East, South Africa	Estimated reach 2 000 000 000	R15 000 000

Reply:

DEPARTMENT OF COMMUNICATIONS (DOC)

1. 

a) (i) Mr Tshegofatso Kgarabjang.

a) 6-9 December 2016; 12-15 December 2016; and 19 January 2017.

b) The total cost incurred in attending the SABC inquiry is R27 907.10.

c) Ecomony class flight was utilised.

e) The cost incurred for accommodation is R1320 for one night on 19 January 2017.

f) Protea hotel in Seapoint.

2. Mr Kgarabjang attended all the sessions of the SABC inquiry when he was in Cape Town and as such no cost was recovered from him.

BRAND SOUTH AFRICA (BSA)

1. Not Applicable

a).Not Applicable

i) Not Applicable

ii) Not Applicable

aa) Not Applicable

bb) Not Applicable

b) Not Applicable

c) Not Applicable

d) Not Applicable

e) Not Applicable

f) Not Applicable

2. Not Applicable

FILMS AND PUBLICATIONS BOARD (FPB)

1. Not Applicable

a). Not Applicable

i) Not Applicable

ii) Not Applicable

aa) Not Applicable

bb) Not Applicable

b) Not Applicable

c) Not Applicable

d) Not Applicable

e) Not Applicable

f) Not Applicable

2. Not Applicable

MEDIA AND DIVERSITY DEVELOPMENT AGENCY (MDDA)

1. Not Applicable

a). Not Applicable

i) Not Applicable

ii) Not Applicable

aa) Not Applicable

bb) Not Applicable

b) Not Applicable

c) Not Applicable

d) Not Applicable

e) Not Applicable

f) Not Applicable

2. Not Applicable

INDEPENDENT COMMUNICATIONS AUTHORITY OF SOUTH AFRICA (ICASA)

(1) (a) (i) to (1) (a) (ii) Not applicable for ICASA

(aa) Not applicable for ICASA

(bb) ICASA was requested to present to the Ad-Hoc Committee on SABC. Councillor Batyi and Mr. Willington Ngwepe (COO) represented ICASA.

(b) 7 December 2016

(c) Total amount incurred was R15, 228 for flights only.

(d) Economy Class.

(e) No accommodation costs were incurred.

(f) No accommodation costs were incurred.

(2) Not applicable, both officials attended the Meeting.

SOUTH AFRICAN BROADCASTING CORPORATION (SABC)

1. (ii) Refer to the attached table below.

2. No, as all employees listed below travelled on official SABC business, namely the Adhoc Inquiry held to establish the fitness of the SABC Board to hold office.

____________________

Mr Thabiso Thiti

Acting Director-General

Date:

Approved/ Not approved

_______________________________

Ms Nomvula Mokonyane

Minister

Date:

Name	Departure date	Return Date	Duration	Flight Name'	Amount	Hotel	Amount	Car rental	Amount	Total
George Hlaudi Motsoeneng	2016-12-06	2016-12-09	3	SAA/BA	9 322,07	Hilton Hotel	10 706,14		-	20 028,21
James Rogers Aguma	2016-12-06	2016-12-09	3	SAA/BA	9 322,07	Hilton Hotel	4 276,32	Avis Car Rental	2 588,50	16 186,89
James Rogers Aguma	2016-12-14	2016-12-15	1	SAA/BA	6 394,67	African Pride Crystal Towers	7 785,72	Avis Car Rental	1 062,88	15 243,27
Audrey Maleshane Raphela	2016-12-12	2016-12-14	2	Kulula Airways	5 692,74	African Pride Crystal Towers	4 275,79		-	9 968,53
Bessie Lillian Tugwana	2016-12-01	2016-12-03	2	British Airways	7 543,97	African Pride 15 on Orange	3 989,64	Avis Car Rental	1 943,97	13 477,58
Bessie Lillian Tugwana	2016-12-12	2016-12-14	2	British Airways	7 503,62	African Pride Crystal Towers	2 858,85	Europ car Rental	4 034,93	14 397,40
Ayanda Mkhize	2016-12-12	2016-12-15	3	South African Airways	4 005,72	African Pride Crystal Towers	3 740,79	Avis Car Rental	2 201,51	9 948,02
Jacob Johannes Potgieter	2016-12-07	2016-12-09	2	South African Airways	4 005,72		-		-	4 005,72
Jacob Johannes Potgieter	2016-12-13	2016-12-15	2	British Airways	4 963,62	African Pride Crystal Towers	1 246,93	Avis Car Rental	3 266,85	9 477,40
Mohlolo Lephaka	2016-12-05	2016-12-09	4	British Airways	7 543,97	African Pride Crystal Towers/Premier Hotel	12 862,28	Avis Car Rental	3 893,49	24 299,74
Nomsa Penlope Mhlanga	2016-12-06	2016-12-09		South African Airways	5 302,04	African Pride Crystal Towers	3 842,10			9 144,14
Nomsa Penlope Mhlanga	2016-12-12	2016-12-15		South African Airways	5 285,72	African Pride Crystal Towers	3 740,79			9 026,51
Keobokile Edwin Mosweu	2016-12-06	2016-12-07	1	South African Airways	5 285,72	Hilton Hotel	3 684,21	Avis Car Rental	897,66	9 867,59
Keobokile Edwin Mosweu	2016-12-13	2016-12-15	2	SAA/BA	6 233,62	African Pride Crystal Towers	2 493,86		-	8 727,48
Alwyn Burger Kloppers	2016-12-12	2016-12-14	2	South African Airways	4 515,72	African Pride Crystal Towers	2 493,86	Avis Car Rental	818,00	7 827,58
Zakir Allie Rawoot	2016-12-06	2016-12-09	3	SAA/BA	6 428,00	African Pride Crystal Towers	14 194,75	Avis Car Rental	4 270,99	24 893,74
Zakir Allie Rawoot	2016-12-11	2016-12-15	4	SAA/BA	9 047,53	African Pride Crystal Towers	4 987,72	Avis Car Rental	2 159,89	16 195,14
Theresa Geldenhuys	2016-11-27	2016-12-02		British Airways	7 563,26	African Pride 15 on Orange	15 144,78	Avis Car Rental	5 227,67	27 935,71
Theresa Geldenhuys	2016-12-01	2016-12-12		British Airways	7 543,96	African Pride Crystal Towers/15 on Orange	53 334,76	Avis Car Rental	14 774,28	75 653,00
David Sizwe Vilakazi	2016-11-27	2016-12-02	6	British Airways	7 543,96	African Pride 15 on Orange	9 404,61	Avis Car Rental	3 546,18	20 494,75
David Sizwe Vilakazi	2016-12-12	2016-12-15	3	South African Airways	5 285,72	African Pride Crystal Towers	3 740,79	Europ car Rental	3 252,17	12 278,68
David Sizwe Vilakazi	2016-12-06	2016-12-09	3	South African Airways	9 053,85	African Pride Crystal Towers	3 740,79	Avis Car Rental	2 617,27	15 411,91
David Sizwe Vilakazi	2017-02-16	2017-02-16	0	South African Airways	6 350,81		-	Avis Car Rental	1 042,51	7 393,32
Sello Emanuel Xama	2016-12-06	2016-12-08	2	South African Airways	4 332,04	African Pride Crystal Towers	3 712,20			8 044,24
Lindiwe Vuyelwa Bayi	2016-11-27	2016-12-02	5	British Airways	7 563,26	African Pride 15 on Orange	9 649,15			17 212,41
Lindiwe Vuyelwa Bayi	2016-12-05	2016-12-09	4	British Airways	10 199,98	African Pride Crystal Towers	4 125,79	BROAD HORIZON TOURS & TRANSPORT	1 200,00	15 525,77
Lindiwe Vuyelwa Bayi	2016-12-12	2016-12-15	3	British Airways	7 503,62	African Pride Crystal Towers	11 227,79		-	18 731,41
Mbulaheni Obert Maguvhe	2016-12-04	2016-12-09	5	British Airways	5 758,88	African Pride Crystal Towers	10 500,48		-	16 259,36
Mbulaheni Obert Maguvhe	2016-12-11	2016-12-14	3	South African Airways	5 275,72	African Pride 15 on Orange	6 600,00		-	11 875,72
Andre Webber	2016-12-06	2016-12-09	3	South African Airways	5 302,04	The residence Imvusa Park	6 578,95		-	11 880,99
Andre Webber	2016-12-13	2016-12-15	2	British Airways	4 963,62	African Pride Crystal Towers	1 246,93		-	6 210,55
Mosimanegape Daniel Mongale	2016-12-11	2016-12-15	2	South African Airways	4 515,72	African Pride Crystal Towers	4 321,28		-	8 837,00
Florence Nomathemba Buhlalu	2016-12-04	2016-12-09	5	South African Airways	5 758,88	African Pride Crystal Towers	9 378,74	Avis Car Rental	5 043,00	20 180,62
Florence Nomathemba Buhlalu	2016-12-11	2016-12-15	4	South African Airways	5 275,72	African Pride 15 on Orange	5 989,49	First Car Rental	2 202,97	13 468,18
Mbulaheni Obert Maguvhe - Lucky Thekiso	2016-12-11	2016-12-15	4	British Airways	7 503,62	African Pride Crystal Towers	6 564,03	First Car Rental	1 381,31	15 448,96
Mbulaheni Obert Maguvhe - Lucky Thekiso	2016-12-05	2016-12-09	4	British Airways	7 543,97	African Pride Crystal Towers - reflected on Theresa Geldenhuys	Avis Car Rental	3 344,29	10 888,26
Mbulaheni Obert Maguvhe - Lucky Thekiso	2016-11-27	2016-12-03	6	South African Airways	6 447,30	African Pride 15 on Orange	19 386,00	Avis Car Rental	2 249,53	28 082,83
Mbulaheni Obert Maguvhe - Sikhumbuzo Nhantsi	2016-12-05	2016-12-09	4	British Airways	7 543,97	African Pride Crystal Towers - reflected on Theresa Geldenhuys	-	7 543,97
Mbulaheni Obert Maguvhe - Sikhumbuzo Nhantsi	2016-12-11	2016-12-15	4	SAA/BA	6 394,67	African Pride Crystal Towers	5 307,89		-	11 702,56
Mbulaheni Obert Maguvhe - Kgomotso Mathipa	2016-12-05	2016-12-09	4	SAA/BA	6 428,00	African Pride Crystal Towers - reflected on Theresa Geldenhuys	-	6 428,00
Mbulaheni Obert Maguvhe - Kgomotso Mathipa	2016-12-12	2016-12-15	3	SAA/BA	7 396,25	African Pride Crystal Towers	4 689,04		-	12 085,29
Mbulaheni Obert Maguvhe - Jimmy Hlongwane	2016-11-27	2016-12-03	6	British Airways	10 238,58	African Pride 15 on Orange	19 513,00		-	29 751,58
Mbulaheni Obert Maguvhe - Jimmy Hlongwane	2016-12-05	2016-12-09	5	British Airways	7 543,97	African Pride Crystal Towers - reflected on Theresa Geldenhuys	-	7 543,97
Mbulaheni Obert Maguvhe - Matthwes Mathipa	2016-11-27	2016-12-02	5	British Airways	10 219,28	African Pride 15 on Orange	15 659,00		-	25 878,28
Totals					295 447,17		316 995,24		73 019,85	685 462,26

Reply:

(1)The Department does not have an approved sexual harassment and assault policy in place.

(a) A draft policy has been developed and submitted to the Departmental Bargaining Chamber (DBC) for consultation.

b) It is anticipated that the sexual harassment and assault policy will be approved in the 2018/19 financial year.

(i) Incidents of sexual harassment are reported through the normal grievance procedure.

(ii).The draft policy does not stipulate consequence management and sanctions. However, consequence and sanctions will be determined by the outcome of each case.

(2)

(a) (i) There were no cases of sexual harassment and assault reported in the past three years

(ii) There were no cases of sexual harassment and assault opened since 2017

(b) (i) N/A

(ii) N/A

(iii) N/A

(c) N/A

Reply:

a) The number of persons trained over the past five years are:

Department	Entities
14 449	22 920

b) The purpose for the training can be summarised as follows:

Department

Entities

Personal development plan (PDP): the PDPs of employees are informed by the key result areas of the individuals’ performance agreements. The employee and supervisor identify performance gaps as well as appropriate training and development interventions to address those gaps. The purpose of these training and development intervention seek to enhance the employees’ skills and competencies. The training interventions range from managerial, administrative to technical/professional training.

Health and safety Inherent job requirements Personal development plan Employee career aspirations Succession planning within the organisation and to improve technical skills within the water sector Learnership / internship / apprenticeship/ graduate trainee programmes

c) The training costs vary depending on the selected course (i.e. career path), the level of qualification (i.e. unskilled, semi-skilled, specialist) and its duration. The average cost can be summarised as follows:

Department	Entities
R 5 603,36	R 12 163,49

d) The positions can be summarised as follows:

Department	Entities
The training for departmental employees represents officials from the lowest to the highest level in the department.	Graduate and experiential learning Learnerships Unskilled Semi-skilled Technical worker or junior management Professional / specialist / middle management Senior management Top management

e)  The reasons that each specified individual was not employed following training are:

Department	Entities
Not applicable since the training was for departmental employees.	For the non-permanent employees (e.g. learnerships, internships) that could not be absorbed within the various entities, the reasons include but are not limited to No available internal vacancies at the time of completing the training Budget constraints

 

 

Reply:

(a) The racial distribution of deceased patients is known only for those patients for whom a case investigation form was submitted to the NICD. The racial breakdown is shown in Table 1.

Table 1. Race distribution where available of persons with lab-confirmed listeriosis, who were reported to have died (1 Jan 2017-20 March 2018)

Race	Died	% of deaths	Total cases recorded
BLACK	62	34	261
COLOURED	8	4	21
UNKNOWN	109	59	675
WHITE	6	3	26
ASIAN	0	0	0
Total	185	100	983

(b) The age distribution of deceased patients is shown in Table 2.

Table 2. Age (where reported) of all laboratory-confirmed listeriosis cases who have been reported dead at the end of hospitalisation "1 January 2017 - 20 March 2018".

Outcome	Died	%
≤28 days	78	42.2
1 months - 14 years	7	4.0
15 - 49 years	47	25.4
50 - 64 years	24	13.0
≥65 years	26	14.1
Unknown	3*	1.1
Total	185	100

*3 patients with lab-confirmed listeria had no age reported on lab investigation form, and a case investigation form was not completed.

(c) I am not able to release residential addresses of people who died in our hospitals from any cause, through a parliamentary question. This needs a legal process.

END.

Reply:

Attached is the schedule providing the details as requested.

END.

Reply:

THE MINISTER OF WATER AND SANITATION

(a) Table below gives a breakdown summary of total number of dams in the country as well as ownership status as per dam register published on 31 December 2017.

Ownership sector	Total number of registered dams
State	854
Department of Water & Sanitation	322
Municipalities	333
Other state departments	76
Water Boards	123
Private sector	4 657
Mines, industries, business	335
Agriculture	4 322
Total	5 511

(b) Dam location per Province is given in the table below. A detailed location of each dam is supplemented in Columns G to O of the dam register, submitted as Annexure A.

Province	Total number of registered dams
North West	92
Gauteng	187
Limpopo	458
Kwazulu-Natal	1090
Eastern Cape	789
Western Cape	1572
Northern Cape	130
Mpumalanga	675
Free State	518
Total	5 511

(c) The table below gives a cumulative summary of dam capacities per ownership sector. From the table it can be seen that state dams store 94% of all available water resources in the country, whereas private sector store the remaining 6%.

Ownership sector	Total capacity in (m3 x 109)	% total capacity
State	31.35	94
Department of Water & Sanitation	29.35	88.0
Municipalities	1.0	3.0
Other state departments	0.2	0.6
Water Boards	0.8	2.4
Private sector	2.06	6.0
Mines, industries, business	0.5	1.5
Agriculture	1.56	4.5
Total	33.41	100

(d) Dam register is submitted as an Annexure A of this reply, for all practical purpose, the date in which the dam became operational is taken as the date of completion which is given in Column R of the dam register.

(e) Dam levels are submitted as Annexure B of the reply. It should be noted that only dam levels owned by my Department are submitted. My Department is unfortunately not in a position to furnish levels of privately owned dams.

(f) Owner's details are given in Column AD of the register

 

Reply:

Attached is the latest detailed Burden of Disease profile for Harry Gwala District Municipality for the period 2010 to 2015 by age and gender.

END.

Reply:

a) The planning for the Tsitsikamma restaurant precinct development has been completed following the fire in November 2016 and is ready to be subjected to a tender process. After the restaurant was destroyed by the fire, SANParks decided to upgrade the entire restaurant precinct to include all infrastructure.

The project scope includes the following:

• Restaurant that accommodates 250 seats
• Curio shop with offices and stores
• Information centre as first point of arrival for visitors
• Multi use Boat house
• General Amenities for visitors that includes play areas, picnic areas as well as beach showers and dressing areas
• Bulk Services (Electricity, water and sewer)

b) It is envisaged that the tender and contracting process will take six months from May 2018 to October 2018. Construction is scheduled to commence in January 2019 after the peak tourism season. The estimated construction period is 18 months due to the difficult site and visitor management requirements, with estimated completion in September 2020.

The clients are being serviced from provided marquee since 10th December 2016

---ooOoo---

Reply:

Attached is the latest detailed Burden of Disease profile for Sarah Baartman District Municipality for the period 2010 to 2015 by age and gender.

END.

Reply:

Attached is the latest detailed Burden of Disease profile for Chris Hani District Municipality for the period 2016/17 by age and gender.

END.

Reply:

(a) (i) (ii) (iii) and (iv) Attached find the spreadsheet as an Annexure containing the names of young persons incubated through the Groen Sebenza Programme, including those employed by different organisations and those unemployed.

(b) Some chose to further their studies while others were self-employed at the end of the programme. However, as indicated previpusly, the ongoing Tracer Study will provide the status quo in this regard.

(c) Opportunities are shared with young people as and when they arise through various platforms.

---ooOoo---

Reply:

1. Brand South Africa did not conduct any studies.

2. (a) Brand South Africa does not play a role in managing the depiction of the water crisis in (a) foreign media and/or (b) website

(i) Not applicable

(aa) Not Applicable

(bb) Not Applicable

(ii) Not Applicable. No campaigns launched.

Reply:

a) Total operating costs for 2017/2018 Financial year (FY) are R129, 134,245.00 with a projection of R258, 518,892.00 and R372, 900,948.00 for 2018/2019 and 2019/2020 financial years, respectively.

b) (i) A proportion of fares for 2017/2018 FY is R16,859,365.00 with a projection of R52,476,670.00 and R111,438138.00 for 2018/2019 and 2019/2020 Financial years, respectively.

(ii) Grants allocated for 2017/2018 FY is R700,718,000.00 with a projection of R671,906,000 and R670,650,000 for 2018/2019 and 2019/2020 Financial years, respectively.

(iii) Of the total operating costs, Council is funding R67, 979,972.00 for 2017/2018; with a projection of R311, 124,374.00 and R508, 413,969.00 for 2018/2019 and 2019/2020 financial years, respectively.

The above costs and projections are based on the starter service which has been operational since October 2017.

 

 

Reply:

The facility was temporarily shut down on 17 November 2017 as a result of non-adherence to some standard operating procedures (SOPs). Production trial runs commenced on 21 February 2018.

The estimated total revenue loss for NTP Radioisotopes (SOC) Ltd is about R250 million. 92.7% of the total revenue is generated in foreign currency. The average monthly fixed costs for NTP Radioisotopes (SOC) Ltd amount to R32 million.

The NTP Board commissioned an investigation to determine the root cause of the incident. Internal oversight for Quality Control, Quality Assurance, Nuclear Safety assurance will be strengthened throughout the organization and regular compliance and assurance exercise conducted.

Reply:

S/No Suspects/Year    Apprehended    Wounded      Killed     Arrested      Total per year

1           2010                      0                       0                0              0                 0

2           2011                      4                        2                9             16                31

3           2012                      8                        3                7              33               51

4           2013                      5                        1                1               6                13

5           2014                     14                        4               2              19               39

6           2015                      0                         3               3                9               15

7           2016                      0                         5                2              22               29

8          2017                       0                         2                 2               3                 7

9          2018                        0                         0                 1               2                 3

TOTAL                               31                      20                 27             110           188

(a) The above figures are concerned with only poaching suspects, (Op RHINO/Op HORIZON).

(b) Illegal immigrants apprehended are handed over to the SAPS immediately; therefore the statistics thereof are not in the SANDF domain.

Question 2: What number of cases regarding (a) poachers and illegal immigrants were referred to the SANDF by the (i) SA Police Service (SAPS) members deployed in the Kruger National Park and (ii) SA National Parks rangers at the Kruger National Park annually since 1 January 2010?

REPLY: None.

Question 3: What number of successful prosecutions resulted from the abovementioned arrests?

REPLY:

The South African Defence Force (SANDF) is deployed on the National Borders as one of the Government Departments charged with the responsibility to ensure border safeguarding and is therefore required to work in accord with the SAPS. Therefore the SANDF is obliged when poachers and/or illegal immigrants are arrested, to hand the alleged perpetrators over the SAPS immediately, as such the SANDF would not have a mandate to conduct any criminal investigation and therefore no statistical data is available within its domain.

All criminal investigations are investigated by the SAPS, whom after completion submit it to the National Prosecution Authority (NPA) for further processing.

Reply:

The Department of Environmental Affairs size of the land occupied is 3.1 hectares (ha).

(b) 1. South African National Biodiversity Institute (SANBI)

(i) 6 397ha (for use as national botanical gardens)

(ii) 991ha (for use as part of national botanical gardens) and 85ha (for use by the National Zoological Garden)

(iii) Not applicable

(aa) 1 390 ha (to use and occupy as part of South Africa’s national botanical gardens) and 200 ha (to use and occupy as part of South Africa’s national botanical gardens).

(bb) 1 390ha (to use and occupy as part of South Africa’s national botanical gardens) 1 390 ha and 200 ha (to use and occupy as part of South Africa’s national botanical gardens).

2. South African Weather Services (SAWS)

1. The South African Weather Service owns 59,29 hectares.
2. Not applicable
3. Not applicable

(aa) Not applicable.

(bb) Not applicable.

3. iSimangaliso Wetland Park

(i) Not applicable

(ii) 332 000ha, managed by iSimangaliso Wetland Park Authority (appointed as a Management Authority in accordance with the proclamation in terms of the World Heritage Convention Act, 1999).

(iii) Not applicable

(aa) Not applicable.

(bb) Not applicable.

4. South Africa National Parks (SANParks)

(i) South African National Parks owns 3 721 192 hectares of Land.

(ii) SANParks have exclusive rights to 4 026 040ha of Land for use as National Parks/Conservation Purposes.

(iii) SANParks leases approximately 304 848ha of land.

(aa) The hectares of land mentioned above are used as National Parks for Conservation Purposes.

(bb) Not applicable

---ooOoo---

Reply:

I have been informed by the SOUTH AFRICAN POST OFFICE (SAPO) as follows:

1. The South African Postbank Limited “Postbank” does not have a banking license but it has been exempted from the provisions of the Banks Act as a deposit-taking institution.

(a) Yes

(b) The timeframe to grant the banking license is determined by the South African Reserve Bank (SARB) and there is no prescribed period in which to grant the license.

2. There are two layers to the banking license application process and the applications for both layers have already been submitted to the SARB.

(a) The first layer entailed the lodgement of the application with the SARB for authorisation to establish the bank as required in terms of section 12 of the Banks Act on 05 September 2013. The authorisation was granted to SAPO on 04 July 2016 wherein Postbank was given a maximum of 12 months (1 year) to comply with the set conditions before it could accordingly submit an application for the banking licence. The set conditions were duly met within the set timelines. The actual application to register Postbank as a bank was then lodged with the SARB on 26 June 2017 (ahead of 3 July 2017 deadline) in terms of section 16 of the Banks Act.

(b) Achievements to-date:

A critical milestone was achieved when SAPO was granted approval in terms of the Banks Act to establish a Bank and was given a maximum of 12 months to comply with the conditions and accordingly submit an application for the banking licence. The met conditions included:

(i) Minister’s determination of the split of Assets & Liabilities between SAPO and Postbank based on completion of independent audits.

(ii) Submission of the five-year financial forecasts for Postbank to the SARB.

(iii) Minister’s appointment of the initial Postbank Board: Initial Postbank Board appointed on 01 April 2017 following completion of:

• • Onerous bank regulatory assessments processes: Fit and proper assessments of the prospective board members conducted by both the independent auditors and the SARB;

• • • Concurrent Ministerial approval process (Telecommunications and Postal Services Minister and the Finance Minister); and

• • • Cabinet approval process.

(iv) The appointment of the initial Board enabled the incorporation of the Postbank Company with the Companies and Intellectual Property Commission (CIPC) on 19 April 2017

SARB is busy adjudicating on the actual banking application. Parallel to adjudication process, the Department of Telecommunications and Postal Services, the National Treasury and SAPO have been working together to address some of key challenges. These involve:

• Agreeing on the optimal bank controlling company structure for Postbank.
• Alignment of the Banks Act with the Companies Act to enable state owned entities [Postbank and its bank controlling company (BCC)] to be registered as a bank and BCC respectively.

 

Approved/ not approved

Dr Siyabonga Cwele, MP

Minister of Telecommunications and Postal Services

Date:

Reply:

(a) The NEF has not yet been incorporated as a subsidiary of the IDC. Technical work has been completed and includes an assessment of the regulatory and governance requirements to ensure that all applicable regulatory framework, including the PFMA, are complied with. Following completion of a review of legislative implications, the modalities of incorporation will then be considered by Cabinet.

(b) The R500 million has not been drawn as yet, as certain conditions precedent flowing from the review and approval are still to be met, namely National Treasury approval and formalization of processes by Cabinet.

-END-

Reply:

1. (a) The VVIP fleet is unserviceable.

(b) The maintenance support user requirement to place contracts are still being finalised for all systems.

2. (a) The SAAF will utilise the National Treasury RT61 contract for hiring aircraft or charter through SAA.

(b) Total cost of aircraft hiring for financial year 2017/18is: R30 946 094.55

President’s Flights = R22 202 485.53

Deputy President’s Flights = R 7 156 503.51

Minister of Defence and Military Veterans = R 1 587 503.51

Reply:

DAFF’S RESPONSE:

1. The destruction of the Indigenous Forest occurred when a contractor appointed by Amathole Forestry Company (AFC) was felling trees and the trees fell over and destroyed the indigenous forest. The Department took the matter up with AFC and instructed the company to rehabilitate the destroyed area. AFC is currently rehabilitating the area by replanting the indigenous trees that were destroyed back into the area and will inform the Department once the rehabilitation work is complete. The Department will then conduct a site visit to verify and confirm if the rehabilitation complies with norms and standards. The matter will only be reported to the Forestry Stewardship Council (FSC) if AFC fails to rehabilitate the area according to acceptable norms and standards.

2. The Department of Agriculture, Forestry and Fisheries will not revoke the lease agreement with the Amathole Forestry Company as the transgression does not constitute a material breach to the lease agreement. As mentioned above, AFC has already started implementing the corrective measure by rehabilitating the affected area.

Reply:

1. (a) National Treasury has submitted a report on the outcome of their investigation into contracts above R10 million, related to the recommendations made in the Public Protector’s Report, to the Interim Board of Control of PRASA for action.

The Treasury report was scrutinised by PRASA and PRASA has responded to National Treasury indicating that some of the findings were inaccurate and needed to be reviewed. National Treasury has therefore undertaken a process to reappoint the relevant service providers to review the disputed findings. Once the service providers are appointed, a review will take place and the findings will be finalised.

(b) No amounts have been recovered.

2. (a) There are no special investigations for contracts below R10 million. These are reported in the normal course of business as identified by either management or audit (internal or external).

(b) No amounts related to special investigations for contracts below R10 million have been recovered.

Reply:

The information requested by the Honourable Member is very comprehensive and covers a multitude of services providers over a significantly long period. However, it is important to note that much of this information is contained in all the Annual Reports and Financial Statements from the Auditor General (AG) that are submitted to Parliament on an annual basis. The Auditor General captures this information in the Financial Statements under Current Payments. In this regard, the AG mentions the appropriated funds, final appropriations and Actual Expenditure.

Procurement items are always listed under Current Payments, including advertising, catering, communication, consultants, contractors, outsourced services, entertainment, travel and subsistence, etc.

Reply:

The University of Zululand has provided the following responses to the questions posed.

1. The University of Zululand has an approved housing policy. Section 4.1 of the policy categorises housing units in 3 categories being:

• Section 4.1.1 Executive Housing;
• Section 4.1.2 On-campus staff housing; and
• Section 4.1.3 Off-campus staff housing.

The Criteria on the allocation of staff housing is set out in section 5 of the policy. The university has set out 4 main purposes for housing units in section 5.1

• Section 5.1.1 Housing for executives;
• Section 5.1.2 Housing for permanent employees;
• Section 5.1.3 Temporary housing for newly appointed staff; and
• Section 5.1.4 Housing of staff on short term contracts

Category 5.1.1 deals with the allocation of staff housing for executives. The housing for other categories of employees (5.1.2, 5.1.3 and 5.1.4) is on approximate proportion of 50:25:25. This ratio can be modified from time to time based on the need.

For category 5.1.2 (permanent employees), preference is given to those on higher Peromnes (4-6). Employees under this category are given a 3-year lease which may be renewable after the end of the 3-year period.

For staff category 5.1.3 (temporary housing of newly appointed staff), units may be offered for a period of up to 6 months from their commencement date.

For category 5.1.4 (housing of staff on short term contracts), housing is offered for the duration of the contract up to a maximum of 24 months.

2. Yes, the catergories as outlined above are used when allocating staff accommodation.

3. (a) The University has staff accommodation both on and off-campus. The university submitted an incomplete list as shown in Table 1 below. This information will be submitted as soon as the university has provided updated information through the Department.

Item	House No	(a) Location for each staff	Type of accommodation	(b) (i) Average monthly rental	Category (Exec/ On camp/ off camp)
1	Flat No. 27	Mhlathuze	Shared	-	On-campus
	Flat No. 27	Mhlathuze	Shared	-	On-campus
	Flat No. 27	Mhlathuze	Shared	7 917	On-campus
	Flat No. 27	Mhlathuze	Shared	9 000	On-campus
	Flat No. 27	Mhlathuze	Shared	-	On-campus
	Flat No. 27	Mhlathuze	Shared	378	On-campus
	Flat No. 27	Mhlathuze	Shared	378	On-campus
	Flat No. 27	Mhlathuze	Shared	378	On-campus
2	Flat No. 28	Mhlathuze	Family	10 530	On-campus
3	Flat No. 29	Mhlathuze	Family	15 750	On-campus
4	Flat No. 30	Mhlathuze	Shared	10 784	On-campus
	Flat No. 30	Mhlathuze	Shared	-	On-campus
	Flat No. 30	Mhlathuze	Shared	-	On-campus
5	Flat No. 31	Mhlathuze	Family	-	On-campus
6	Flat No. 32	Mhlathuze	Shared	-	On-campus
	Flat No. 32	Mhlathuze	Shared	4 252	On-campus
	Flat No. 32	Mhlathuze	Shared	-	On-campus
7	Flat No. 33	Mhlathuze	Shared	13 500	On-campus
	Flat No. 33	Mhlathuze	Shared	4 500	On campus
	Flat No. 33	Mhlathuze	Shared	-	On campus
8	Flat No. 34	Mhlathuze	Shared	12 459	On-campus
	Flat No. 34	Mhlathuze	Shared	9 829	On-campus
	Flat No. 34	Mhlathuze	Shared	-	On-campus
9	Flat No. 35	Mhlathuze	Shared	-	On-campus
	Flat No. 35	Mhlathuze	Shared	-	On-campus
	Flat No. 35	Mhlathuze	Shared	-	On-campus
10	Flat No. 36	Mhlathuze	Shared	936	On-campus
	Flat No. 36	Mhlathuze	Shared	-	On-campus
	Flat No. 36	Mhlathuze	Shared	-	On-campus
11	Flat No. 37	Mhlathuze	Family	12 930	On-campus
12	Flat No. 38	Mhlathuze	Shared	-	On-campus
	Flat No. 38	Mhlathuze	Shared	-	On-campus
	Flat No. 38	Mhlathuze	Shared	-	On-campus
13	Flat No. 39	Mhlathuze	Shared	23 532	On-campus
	Flat No. 39	Mhlathuze	Shared	15 250	On-campus
	Flat No. 39	Mhlathuze	Shared	16 500	On-campus
14	House No. 40	S/Residences	Family	-	On-campus
15	House No. 41	S/Residences	Family	-	On-campus
16	House No. 59	S/Residences	Family	-	On-campus
17	House No. 25	S/Residences	Family	-	On-campus
18	House No. 26	S/Residences	Family	-	On-campus
19	House No. 60	S/Residences	Family	-	On-campus
20	Flat No. 1	Thandanani	Family	7 000	On-campus
21	Flat No. 2	Thandanani	Shared	7 337	On-campus
	Flat No. 2	Thandanani	Shared	-	On-campus
	Flat No. 2	Thandanani	Shared	-	On-campus
22	Flat No. 3	Thandanani	Family	31 906	On-campus
23	Flat No. 4	Thandanani	Family	8 609	On-campus
24	Flat No. 5	Thandanani	Family	17 562	On-campus
25	Flat No. 6	Thandanani	Family	25 039	On-campus
26	Flat No: 7	Thandanani	Family	10 941	On-campus
27	Flat No. 8	Thandanani	Family	20 596	On-campus
28	House No. 15	Thandanani	Family	14 000	On-campus
29	House No. 16	Thandanani	Shared	2 815	On-campus
	House No. 16	Thandanani	Shared	5 512	On-campus
	House No. 16	Thandanani	Shared	-	On-campus
	House No. 16	Thandanani	Shared	5 284	On-campus
30	House No. 17	Thandanani	Shared	3 215	On-campus
	House No. 17	Thandanani	Shared	6 801	On-campus
	House No. 17	Thandanani	Shared	12 500	On-campus
	House No. 17	Thandanani	Shared	12 500	On-campus
31	House No. 18	Thandanani	Shared	-	On-campus
	House No. 18	Thandanani	Shared	-	On-campus
	House No. 18	Thandanani	Shared	-	On-campus
	House No. 18	Thandanani	Shared	-	On-campus
32	House No. 19	Thandanani	Shared	-	On-campus
	House No. 19	Thandanani	Shared	12 750	On-campus
	House No. 19	Thandanani	Shared	3 508	On-campus
	House No. 19	Thandanani	Shared	15 000	On-campus
33	House No. 20	Thandanani	Shared	7 357	On-campus
	House No. 20	Thandanani	Shared	4 237	On-campus
	House No. 20	Thandanani	Shared	16 250	On-campus
	House No. 20	Thandanani	Shared	-	On-campus
34	House No. 21	Thandanani	Shared	-	On-campus
	House No. 21	Thandanani	Shared	-	On-campus
	House No. 21	Thandanani	Shared	-	On-campus
	House No. 21	Thandanani	Shared	-	On-campus
35	House No. 22	Thandanani	Shared	5 000	On-campus
	House No. 22	Thandanani	Shared	7 500	On-campus
	House No. 22	Thandanani	Shared	-	On-campus
	House No. 22	back room	Shared	14 400	On-campus
	House No. 22	Thandanani	Shared	-	On-campus
36	House No. 23	Thandanani	Shared	2 500	On-campus
	House No. 23	Thandanani	Shared	2 500	On-campus
	House No. 23	Thandanani	Shared	-	On-campus
	House No. 23	Thandanani	Shared	-	On-campus
37	House No. 42	Esangweni	Family	9 380	On-campus
38	House No. 43	Esangweni	Family	10 602	On-campus
39	House No. 44	Esangweni	Shared	-	On-campus
	House No. 44	Esangweni	Shared	-	On-campus
	House No. 44	Esangweni	Shared	-	On-campus
	House No. 44	Esangweni	Shared	-	On-campus
	House No. 44	Esangweni	Shared	-	On-campus
40	House No. 45	Esangweni	Shared	-
	House No. 45	Esangweni	Shared	-	On-campus
	House No. 45	Esangweni	Shared	-	On-campus
	House No. 45	Esangweni	Shared	-	On-campus
41	House No. 46	Esangweni	Shared	3 300	On-campus
	House No. 46	Esangweni	Shared	6 523	On-campus
	House No. 46	Esangweni	Shared	-	On-campus
	House No. 46	Esangweni	Shared	7 500	On Campus
	House No. 46	Esangweni	Shared	-	On-campus
42	House No. 47	Esangweni	Shared	-	On-campus
	House No. 47	Esangweni	Shared	-	On-campus
	House No. 47	Esangweni	Shared	7 995	On-campus
	House No. 47	Esangweni	Shared	-	On-campus
43	House No. 48	Esangweni	Shared	-	On-campus
	House No. 48	Esangweni	Shared	-	On-campus
	House No. 48	Esangweni	Shared	-	On-campus
	House No. 48	Esangweni	Shared	-	On-campus
44	House No. 49	Esangweni	Family	-	On-campus
45	House No. 50	Esangweni	Shared	6 998	On-campus
	House No. 50	Esangweni	Shared	-	On-campus
	House No. 50	Esangweni	Shared	-	On-campus
	House No. 50	Esangweni	Shared	-	On-campus
46	House No. 51	Esangweni	Shared	-	On-campus
	House No. 51	Esangweni	Shared	-	On-campus
	House No. 51	Esangweni	Shared	-	On-campus
	House No. 51	Esangweni	Shared	-	On-campus
47	House No. 52	Esangweni	Family	14 000	On-campus
48	House No. 53	Esangweni	CSIRD	-	On-campus
	House No. 53	Esangweni	CSIRD	-	On-campus
	House No. 53	Esangweni	Shared	-	On-campus
49	House No. 54	Esangweni	Shared	5 634	On-campus
	House No. 54	Esangweni	Shared	-	On-campus
	House No. 54	Esangweni	Shared	-	On-campus
50	House No. 55	Esangweni	Family	27 657	On-campus
51	House No. 4	Anthony Cres	Family	-	Off-campus
52	House No. 6	Anthony Cres	Family	-	Off-campus
53	House No. 7	Anthony Cres	Family	-	Off-campus
54	House No. 9	Anthony Cres	Family	-	Off-campus
55	House No. 11	Anthony Cres	Family	-	Off-campus
56	House No. 13	Anthony Cres	Family	17 565	Off-campus
57	House No. 14	Anthony Cres	Family	-	Off-campus
58	House No. 15	Anthony Cres	Family	-	Off-campus
59	House No. 17	Anthony Cres	Family	-	Off-campus
60	House No. 18	Anthony Cres	Family	-	Off-campus
61	House No. 19	Anthony Cres	Family	-	Off-campus
62	House No. 21	Anthony Cres	Family	-	Off-campus
63	House No. 26	Anthony Cres	Family	-	Off-campus
64	House No. 28	Anthony Cres	Family	-	Off-campus
65	House No. 30	Anthony Cres	Family	-	Off-campus
66	House No. 47	Anthony Cres	Family	-	Off-campus
67	House No. 49	Anthony Cres	Family	-	Off-campus
68	House No. 10	Kudu	Family	-	Off-campus
69	House No. 54	Dunn Rd	Family	-	Off-campus
70	Flat No. 1	Mlalazi RD	Family	50 376	Off-campus
71	Flat No. 2	Mlalazi RD	Family	14 000	Off-campus
72	Flat No. 3	Mlalazi RD	Family	-	Off-campus
73	Flat No. 4	Mlalazi RD	Family	-	Off-campus
74	Flat No. 5	Mlalazi RD	Family	10 000	Off-campus
75	Flat No. 6	Mlalazi RD	Family	-	Off-campus
76	House No. 3	Glenside	Family	-	Off-campus
77	House No. 10	South Rd	Family	-	Off-campus
78	House No. 15	Park Lane	Family	-	Off-campus
79	House No. 1	Zini River Estate	Family	As per policy	Off-campus
80	House No. 2	Zini River Estate	Family	As per policy	Off-campus
81	House No. 3	Zini River Estate	Family	As per policy	Off-campus
82	House No. 4	Zini River Estate	Family	As per policy	Off-campus
83	House No. 5	Zini River Estate	Family	As per policy	Off-campus
84	House No. 6	Zini River Estate	Family	As per policy	Off-campus
85	House No. 7	Zini River Estate	Family	As per policy	Off-campus
86	House No. 8	Zini River Estate	Family	As per policy	Off-campus
87	House No. 9	Zini River Estate	Family	As per policy	Off-campus

(b) (i) The rental charge is based on the market rental value. The rental is levied at a minimum value refferd to as Assessed Rental Value (ARV).

(ii) The rental recovered from 1 April 2017 to 31 March 2018 is R798 089.

4. (a) The staff members pays for all utilities (gas, water, electricty) as well as the general maintenance of the units.

(b) The following costs are borne by the University:

• Levies and municipality rates and taxes;
• Costs for remedial work on structural defects and general maintenance; and
• Gardening and pool services (where applicable).

5. The amount spent to date on housing is as follows:

Item	Apr 2016 – Mar 2017	Apr 2017 – Dec 2017
Operating Expenditure	7 709 298	6 781 513
Gardening and Cleaning	43 150	90 747
Maintenance and Repairs	7 073 558	5 998 329
Rates and Taxes	387 369	505 870
Other	205 221	186 567
Capital Expenditure	4 138 840	2 657 391
Total	11 848 138	9 438 904

Reply:

The funding relationship between the IDC and China Construction Bank (CCB) is in the form of both co-funding and access to lines of credit. This is included in the cooperation agreement between the two institutions. In the financial year ending 31 March 2016, the IDC raised USD50 million and USD75million in the year ending 31 March 2017, through lines of credit from the China Construction Bank. These were invested in various projects funded by the IDC.

In terms of co-funding, the IDC partnered with the CCB in Nyamezela, a 100% black owned women business. The project was funded by the IDC and CCB to enable the client to deliver on an Eskom contract. The project is expected to create 44 permanent jobs.

-END-

Reply:

DAFF’S RESPONSE:

• Currently the land owned by Fort Cox is close to 843 ha, which is the balance of about 750 ha that were given to the community of Cwaru as settlement.

Overall land utilisation at fort Cox forms part of student training, with 41 ha of irrigable land and 60 ha of dry land together with 33 camps used for grazing of animals. However, it must be stated that there are people that have encroached on the North-West side of the land, which is related to fences not being in place, as expected.

• There is no land that has been leased nor sold to anyone for the period indicated. Thus no terms have ever been established, at all.

Reply:

DAFF’S RESPONSE:

• The Department of Agriculture, Forestry and Fisheries (DAFF) is not aware of any massive excavation taking place on the leased land at Zingcuka Forest and therefore will institute an investigation to ascertain the facts. The Amathole Forestry Company (AFC) has a right to quarry on existing quarries on the leased and land for the purpose of constructing or maintaining the road network within the leased land. However, for new quarries, AFC has to submit an application and get an approval from DAFF.

• There is no permission that has been given to the Amathole Forest Company (AFC) to excavate new quarry site at Zingcuka Forests.

Reply:

1. (a) (i) Execujet SA (Pty) Ltd

Fortune Air (Pty) Ltd

National Airways Corporation (Pty) Ltd

VOGN (Pty) Ltd

South African Airways

(ii) The SAAF procurement process of VVIP chartered aircraft does not allow for direct chartering from individuals, unless the approved tender processes were adhered to (including, but not restricted to approval from National Treasury).

(b) (i) See below-listed spreadsheet.

(ii) The cost to hire each aircraft:

(c) National Airways Corporation (Pty) Ltd: R17 409 603.65

Execujet SA (Pty) Ltd: R12 660 961.82

Fortune Air (Pty) Ltd: R 8 418 837.83

VOGN (Pty) Ltd: R 8 361 503.42

South African Airways: R 1 932 956.54

Reply:

1. (a) The SAAF/SANDF did not charter an A300-200. The cost of chartering the A330-200, Registration No: ZS-SXW Waterkloof to Rwanda and back to Waterkloof was R1 725 468.09.

(b) Yes.

(c) To air transport the Principal.

(d) Yes - The transportation of our Principals is the sole responsibility of the SANDF through the SAAF,

2. (a) Yes. The transportation of our Principals is the sole responsibility of the SANDF through the SAAF.

(b) Chartering aircraft is an involved exercise and one of the main considerations is safety and security of our Principals

Reply:

The Economic Development Department, ITAC, Competition Commission and Competition Tribunal do not own land and currently rents office space. Attached as Annexure ‘A’ is information on land which IDC owns. The properties are part of the IDC’s overall portfolio.

 

-END-

Reply:

I am not aware of any work undertaken by the Industrial Development Corporation in partnership with the Public Investment Corporation to assess the economic cost of public sector corruption. The question may be referring to work undertaken for the PICC (Presidential Infrastructure Coordinating Commission) by the IDC, on the potential economic cost of corruption, details of which were provided to the Honourable Member last year in response to Parliamentary Question 2843 published on 15 September 2017, and which is reproduced below for ease of reference.

“The information on the cost of corruption was based on an economic modeling exercise that sought to quantify the cost of the reduction in real capital spending that results from corruption and the impact on decreased spending in the SA economy on goods and services. While the full extent and thus real costs of corruption is unknown precisely because by its nature it is concealed, a calculation was done based on a scenario where corruption results in a 10% increase in costs; this increase was then modeled into the data-sets to obtain GDP and employment effects.

The purpose of the modeling exercise was to show that corruption is not a ‘victimless’ crime and that the opportunity costs of improperly and unlawfully diverting resources for private gain, comes at a significant cost to economic growth, job creation and service delivery. There is a compelling case for immediate and decisive action against corruption, based on the costs it imposes on the economy, on jobs and on the poor. The results of this modeling exercise were referred to in my speech at the 11th Annual Competition Law, Economics and Policy Conference on 31 August 2017 as well as at other public gatherings and were also shared with the Committees of the Economic Cluster, in Parliament, on 10 October 2017.

During my address to the 11th Annual Competition Law, Economics and Policy Conference on 31 August 2017, I noted the following:

Neither corruption in the public sector (with its private sector counterparties) nor collusion between large firms are victimless crimes. Corruption takes resources away from housing, jobs, social grants, education and health facilities. Collusion increases the costs of doing business, it stunts the dynamism and competitiveness that is needed and it has a negative impact on growth and jobs.

A World Bank study on competition in South Africa noted the following:

“In the case of four cartels in maize, wheat, poultry and pharmaceuticals – products which make up 15.6% of the consumption basket of the poorest 10 percent – conservative estimates indicate that around 200 000 people stood to be lifted above the poverty line by tackling cartel overcharges”.

We recently began doing work to quantify the cost of corruption in the public sector, based on just a 10% increase in the price of infrastructure projects as a result of corruption...Based on our modelling, it leads to at least R27bn foregone annually in GDP and the loss of 76 000 jobs that would otherwise have been created. So corruption is not only an ethical issue, it is also a profound issue of delivery, of growth, of services to the poor.

There are some troubling matters to address in looking at corruption and the collusion therewith by professional firms, from auditors to lawyers and others.

The culture of rampant acquisition is spreading so widely that the professional standards of integrity that is a hallmark of functioning institutions, are under enormous pressure. One of its outcomes is a fraying of the social compact that all societies need and unless we act with resolution, we will not build a society that achieves the vision of the constitution, indeed, we will betray it.

There are things we can do, practical things, while the wider battle to ensure integrity in the public and private sectors, is pursued.

One of the provisions in the Construction industry Settlement Agreement that I referred to earlier, is an Integrity Commitment that CEOs of the seven largest companies signed publicly and I want to briefly quote from it:

“ In my capacity as CEO of [name of company], I do hereby declare and affirm that:

1. I will conduct business, and will do everything in my power to ensure that the company and all of its associated companies (‘the Group’) conducts business in South Africa, in accordance with sound legal and ethical practice;
2. I will not be involved, and will do everything in my power to ensure that no one in the Group is involved, in any kind of bribery, corruption, collusion or unfair means of furthering our business interests;
3. I will do everything in my power to instil a culture of integrity, honesty and transparency in the Group consistent with this declaration
4. I will develop and actively promote codes of conduct imposing ethical and legal standards on all personnel in the Group that are aligned with international best practice for the construction industry and impose appropriate penalties on those who don’t comply; and
5. I will use my best efforts, and take firm steps, in line with and pursuant to my executive management authority, to expose, confront, eradicate and prevent collusion and corruption in the construction industry and in all the construction industry’s dealings with public entities, private sector institutions and with each other.”

-END-

Reply:

1. No, South Africa has not signed the petition with the Presidents of Uganda, Gabon and Botswana calling on the European Union to close its ivory market as South Africa’s Constitution allows for the sustainable utilisation of the country’s natural resources - ivory is one of these natural resources. South African National Parks and some of the provincial conservation authorities have stockpiles of ivory which have been legally obtained through natural deaths and/or hunting of problem elephants. If the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) approves the international sale of ivory (through the appropriate proposals), the government can then access much needed funds which would result from such sales to be ploughed back into conservation of our natural resources.

(2) The Department of Environmental Affairs has not taken any steps to close the legal ivory trade in South Africa as the legal trade in ivory is regulated under the National Environmental Management: Biodiversity Act, 2004 (Act No. 10 of 2004) and the Threatened or Protected Species (ToPS) Regulations. Retailers in South Africa who are selling ivory must be registered as traders under ToPS to sell ivory, and a buyer needs a permit to buy and to possess the ivory. The Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) recommends that Parties to the Convention close domestic ivory markets that are contributing to poaching or illegal trade. There is no evidence that the legal trade in ivory in South Africa is contributing to poaching and illegal trade and, accordingly, the legal ivory trade has not been closed.

---ooOoo---

Reply:

 

(i) Payment of any acting allowance within the South African Revenue Service (SARS) is done in line with the approved conditions of service. . As per the conditions of service, SARS will pay an acting allowance to employees only after acting for a continuous period of more than forty (40) working days from the first day of commencement of the acting period, retrospectively.

(ii) Currently no acting allowance is being paid and he is receiving his remuneration as per his appointment to the position of Group Executive: Relationship Management.

Reply:

(a) Mr. Kingon obtained a Bachelor of Administration degree since his appointment to Inland Revenue/ South African Revenue Service (SARS),

(b) Mr. Kingon completed his degree in December 1998,

(c)(i) He graduated at the University of South Africa,

(ii) He attained a Bachelor of Administration degree.

 

 

Reply:

a) Two members

b) Ms L Mzili & Mr T Goduka

c) (i) Flights for one person Total = R 4 675.38

(ii) Accommodation for one person Total = R 3 050.20

(iii) Tickets Total = R19 520.00 (inclusive of refreshments)

(iv) Entertainment Total = Nil

d) One member stayed at Protea Hotel Victoria Junction while the other permanently resides in Cape Town

e) Whilst the primary client will always be the SANDF / Department of Defence, Armscor Act 51 of 2003 also enables the Corporation to:

• Exploit commercial opportunities as may arise out of Armscor’s duty to acquire defence matériel or to manage technology projects (4.3a (i))
• Procure commercial matériel on behalf of any organ of State at the request of the organ of State in question (4.3a (ii)), and

In pursuit of its mandate and strategic objectives, Armscor is committed to engage with its stakeholders; to build and enhance relationships for the benefits of the organisation at identified platforms.

Armscor has embarked on the implementation of its strategy - “On Time In Time - Towards A Sustainable Future”, setting direction towards improving long term financial sustainability of the Corporation by identifying, pursuing and realising business opportunities through leveraging Armscor’s capabilities while also improving organisational efficiencies. In this regard, revenue generation and stakeholder management are two of the four key strategic objectives Armscor has set to realise its strategy. To this end, targeted markets have been identified to expand and position Armscor’s value proposition; offering its services. Armscor considers it key to build, maintain and enhance relationships with both its existing and potential stakeholders. And as such, some members of the Portfolio Committee were invited; Department of Corporative Governance & Traditional Affairs (COGTA), Robben Island Museum (RIM) and the Department of Defence. Armscor has thus submitted a proposal of an estimated revenue of R7m to Municipalities and is currently assisting RIM on its WWII Relics Maintenance Program.

f) (i) & (ii) The Chief Executive Officer of Armscor: Mr Kevin Wakeford

Reply:

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

(i) – (bb) -None

(b) ENTITIES:

BBI

(i) – (bb) -None

.zaDNA

(i) – (bb) -None

USAASA

(i) – (bb) –None

Nemisa

1. – (bb) –None

SAPO

(i) SAPO owns 442 sites as per Deeds Office. This includes seven sites which have been mortgaged (sold, donated, and wrongly transferred to SAPO and restitution claim on). SAPO therefore owns 435 sites which are not mortgaged and the area is 162,2932ha.

(ii) SAPO has exclusive rights to the following sites not registered in the Deeds Office.

• Permission to Occupy (PTO) 65 sites 7,8120ha
• Transkei, Bophuthatswana, Venda and Ciskei (TBVC) 103 sites area 18,0769ha
• Category 1B (CAT1B) Owned building but site to be registered 18 sites area 3,3145ha

(iii) Leasehold registered is four sites area 0,2638ha

(aa)(bb) All sites are used and occupied for Post Office purposes.

SENTECH

(i)(ii) Sentech owns approximately 950 hectares of land which is used

exclusively for providing telecommunication services and location for its operational offices.

(iii)(aa)(bb) Sentech leases approximately 8.5 hectares from government. The land sizes vary depending on land servitude and requirements for usage.

SITA

(i) 26.677 hectares owned by SITA (Beta, Erasmuskloof and Centurion Offices) were transferred to SITA at a payment of R0 as a result of the inception of SITA in 1999 from the Department of Public Works. The net book value of the land is R22 243 595 (Excluding the value of the buildings on the land with a net book value of R103 798 655). The services rendered at his building is currently and historically exclusively been delivered to Government instruction.

(ii) 10 988 m2 (Numerus) (transfer still in process) is in the process of being transferred from the Department of Public Works as a payment of R0 as a result of the inception of SITA in 1999. The net book value of the land is R2 500 000(excluding the value of the building on the land with a net book value R7 065 193). The services rendered at his building is currently and historically exclusively been delivered to the South African Police Service.

(iii) 5522m2 in total of offices leased from the state.

(aa) Bloemfontein Data Centre (1128m2) – Used as Data centre, Printing shop and for office space. The value of this lease is R3 333 906.

(bb) Pietermaritzburg (4000m2) – Used as Data centre and for office space. The value of this lease is R18 255 075.

Mafikeng (394m2) used for office space. The value of this lease is R891 444.

Reply:

I have been informed by .zaDNA as follows:

(a) None. This is because neither .ZADNA nor the .za second level domain registry operators keep record of email addresses as these vary from each domain name.

(b) N/A

(c) N/A

Reply:

(a) and (b) NONE

Reply:

I have been informed by .zaDNA as follows:

(a) (i) The .ZA Domain Name Authority (ZADNA) submitted its 2016/17 Annual Report and Audited Financial Statements (AFS) to myself on 07 February 2018. The Annual Report was finalised subsequent to the finalisation of the 2016/17 AFS.

(ii) ZADNA could not finalise its 2016/17 external audit because of the pending ZACR arbitration regarding ZADNA’s determination to increase the per domain name fee payable by ZACR to ZADNA from R7.00 to R12.00 VAT exclusive. ZADNA’s external auditor (Price Waterhouse Coopers) advised ZADNA to await the conclusion of the arbitration, as the arbitration affected the recognition of ZADNA’s revenue in the 2016/17 AFS.

(iii) I kindly granted ZADNA an extended opportunity to bring the arbitration to resolution, and also regularly followed upon ZADNA about progress made in the arbitration. However, after it became clear that the arbitration could only be resolved in April 2018, I requested ZADNA to conclude it’s 2016/17 AFS and Annual Report. Accordingly, ZADNA submitted the AFS on 7 February 2018 based on the R7.00 per domain name fee instead of the budgeted R12.00 fee.

(b) The matter is now resolved following ZADN’s submission of the 2016/17 Annual Report and AFS. ZADNA is ready to present the same to the Portfolio Committee on the date convenient to the Portfolio Committee.

Reply:

I have been informed by the SOEs and the Department as follows:

1. No.
2. N/A
3. N/A
4. N/A

Reply:

(a)(b) Mr. Kingon has held the following positions for the specified duration since his appointment to Inland Revenue/ the South African Revenue Service (SARS): The dates are approximate dates

• Cash Office Clerk – 1984 to 1986,
• Assessor on Salary, Partnership and other cases – 1986 to 1990,
• Tax Officer Policy and Law Application: Direct Taxes – 1/4/1990 to 30/11/1990,
• Secretariat of Tax Advisory Committee – 1/12/1990 to 30/11/1991,
• Various Roles: Policy and Law Application: Direct Taxes – 1/12/1991 to 31/12/1998,
• Manager: Special Taxes – 1/1/1999 to 31/12/2001,
• Enforcement Assistant General Manager: Legal and Policy –2002 to 2007,
• Group Executive: Business Systems – 2007 to 2008,
• Group Executive: Operational Service Escalations and Support – 2009 to 2016,
• Group Executive: Relationship Management – 2016 to 2018
• Acting Chief Officer Business and Individual Tax (BAIT) – 15 March 2018 to 18 March 2018
• Acting Commissioner – 19 March 2018 to date

(c)(d) These positions included the following responsibilities:

• Branch Office:
  • Daily activities of Cash Office such as processing of Royalty Taxes and Non-residents Tax on Dividends and Interest
  • Assessing of taxpayers such as Salary earners, Partnership and other cases

• Legal and Policy:
  • Policy and Law Application on Direct Taxes
  • Managing the daily operations and staff of the Special Taxes unit
• Enforcement
  • Heading up the Legal and Corporate Services division that includes direction setting, daily operations and staff management

• Tax Advisory Committee:
  • Perform Secretariat duties for the Committee

• Group Executive:
  • Manage and give strategic direction to the Business Systems, Service Escalations and Support and Relationship Management divisions during respective times served
  • Liaison with strategic stakeholders
  • Facilitation of technical discussions with professional bodies
  • Dealing with policy matters including technical inputs on development of forms, guides, business specifications and procedures
  • Representing the organization in the media on topical specific technical matters
  • Providing input and guidance on proposed law amendments, direction setting and guidance on law application and interpretation and other technical aspects

Reply:

I have been informed by .ZADNA as follows:

(1)(a) In the past 2 (two) years (2016/17 & 2017/18), ZADNA had a total of thirteen (13) meetings, 9 (nine) being regular Board meetings and 4 (four) being special Board meetings

(b) Directors’ Board meeting attendance

Directors’ Board meeting attendance for 2016/17

Director name	Board meeting dates	Total number of meetings attended by Directors
	12 May 2016	22 July 2016	1 August 2016	25 October 2016	26 October 2016	26 January 2017	10 February 2017
Motlatjo Ralefatane								7
Ant Brooks								7
Nirvani Dhevcharran		X					X	5
Mcebo Khumalo								7
Nono Mohutsioa-Mathabathe								7
Mokgadi Morata		X			X		X	4
Nondumiso Mzizana								7
Mfana Msibi								7
Jonty Tshipa			X					6

Directors’ Board meeting attendance for 2017/18

Director name	Board meeting dates	Total number of meetings attended by Directors
	24 April 2017	25 May 2017	19 July 2017	25 October 2017	12 December 2017	09 February 2018
Motlatjo Ralefatane							6
Ant Brooks							6
Nirvani Dhevcharran		X					5
Mcebo Khumalo							6
Nono Mohutsioa-Mathabathe							6
Mokgadi Morata		X			X		4
Nondumiso Mzizana					X		5
Mfana Msibi							6
Jonty Tshipa							6

Details of each meeting date, register of attendance, agenda, decisions made at each meeting.

Meeting date	Register of Attendance	Agenda	Decisions
12 May A2016	9 Directors attended	2015/2016 Quarter 4 Report, ZADNA’s office relocation.	The meeting approved the ZADNA relocation cost and the Q4 report.
22 July 2016	7 Directors attended	2015/16 Annual Report. Board Self Evaluation. Salary Grading Framework.	Staff salary grading and organogram was approved.
01 August 2016	7 Directors attended	ZADNA’s director application to the vacant position of the Policy and Regulation Manager	The director must resign if she get appointed to the position.
25 October 2016	9 Directors attended	Revised 2017/2018 to 2019/2020 strategic plans and objectives.	2017/2018 to 2019/2020 strategic plans and objectives were approved
26 October 2016	8 Directors attended	Appointment of Internal Auditor. Approval of the successful candidates on ZADNA’s vacant post	The internal Auditor was approved Staff appointment was approved
26 January 2017	9 Directors attended	Directors will pay PAYE from their fees	Quarter 4 report, Risk Register, ZADNA contribution to directors Pay As you Earn (PAYE) , Amended committee charters
10 February 2017	7 Directors attended	Approval of 2017/18 Strat plan. ZADNA’s policies	2017/18 Strat plan and budget was approved. Four policies were approved
24 April 2017	8 Directors attended	Delegation of MY .ZA. ZACR fee dispute progress report. Q4 Management & Finance Report	MY.ZA was approved. Q4 report was approved
25 May 2017	7 Directors attended	Workshop to discuss Registry- Registrar Regulations	It was a workshop
19 July 2017	9 Directors attended	ZACR & ZADNA operating agreement. 16/17 Audited Annual Financial Statement. Second Level Domain delegation	ZADNA should get lawyers to provide confirmation for the high level probability on the recoverable debtors regarding the AFS based on ZACR fee dispute case.
25 October 2017	9 Directors attended	Internal Auditor Progress Report. Risk Management. Board committee reports Appointment of the external Auditor	Rakoma and Associates was approved as ZADNA external Auditor
12 December 2017	9 Directors attended	ZADNA Annual General Meeting, CEO ‘s leave pay, Withdrawal from ZADNA investment account	The 2017 AGM scheduled for 15 December 2017 should proceed as planned. The Board should request the members attending the AGM to adjourn the 2017 AGM to allow for ZADNA, PWC and Mosimane Inc. time to resolve the issue of the legal opinion that would meet PWC’s requirement for issuing an unqualified audit opinion. Investment withdrawal was approved. CEO’s leave pay was approved
09 February 2018	7 Directors attended	2018/19 Strat plan and budget. ZACR fee dispute. Registry –Registrar Licencing Regulations. Company Secretary Extension of the Internal Auditor contract	ZADNA approved the budget based on R7.00 per domain. The company secretary position was deferred until ZADNA is in a better financial position. The Internal Auditor was requested to send the three year plan.

(c) The total cost for venues during the period was R67 000. Most of the venue costs were incurred in 2015/2016 before ZADNA relocated to its current premises in September 2016. The amount of R67 000 covers the period from 2016 to date.

 

(aa) Total costs for catering amounted to R32 500

(bb) The cost for accommodation was R20 400. The accommodation cost was largely for a Director who is based in KZN leaving with disability that requires him to travel with an assistant.

(cc) The cost for travel was R111, 500 for two directors and an assistant to the director.

(dd) Directors’ fees in respect of each meeting

Meeting date	Directors fees
12 May 2016	R90 000
22 July 2016	R70 000
01 August 2016	R70 000
25 October 2016	R90 000
26 October 2016	R80 000
26 January 2017	R90 000
10 February 2017	R70 000
24 April 2017	R70 000
25 May 2017	R70 000
19 July 2017	R90 000
25 October 2017	R90 000
12 December 2017	R70 000
09 February 2018	R90 000

(2) The ZA Domain Name Authority Board has not changed in the past two years.

Reply:

a) See Annexure A

(b) (i) See Annexure A

    (ii) See Annexure B

(c) The DTPS provides support in respect of the following:-

(I) Assistance with the establishment of the Secretariat for the Internet For All project. Secretariat functions include arranging of meetings, operating any group digital platform for data-sharing, tracking of commitments made by group members, and recording progress toward the achievement of objectives.

(II) Project management to ensure the establishment of the Working Groups.

The purpose of the Working Groups are standing, multi-stakeholder platforms focused on a particular sub-theme of the Internet for All. They are designed to facilitate interaction and collaboration by encouraging information sharing, brainstorming on how to achieve shared objectives, providing a space to address policy questions, and developing collaborative projects among its members. They are multi-stakeholder, inclusive of members of the private sector, Government, and civil society.

d) In May 2017, during the World Economic Forum (WEF) Africa, the Minister of Telecommunications and Postal Services, announced South Africa’s adoption of the Internet for All (I4A) Initiative. The I4A aims to bring millions of South Africans, including those in rural areas, onto the internet for the first time through new models of Public-Private Partnership. South Africa needs to connect 22 million people if we are to meet our SA Connect and NDP target of universal access to the internet by the end of 2020. Some of the commitments to date include:-

• Training of millions of South Africans on digital skills,
• Research assistance,
• Infrastructure deployment, and
• Mobilisation of the participation of our youth

e) They operate from their respective offices.

f) They report to the Internet for All Project Director: Mr Sidney Arnold

g) Nil

h) Nil

LIST OF EXTERNAL ORGANISATIONS ANNEXURE A

African Development Bank (AfDB)	British High Commission	Didusec	Global Shaper of the Johannesburg Hub	Intelsat Ltd	Multi Minds Investments Holding	Qualcomm Inc.	Sustainable Investment Partnership	United Nations Entity for Gender Equality and the Empowerment of Women (UN WOMEN)	Zakhele Technologies
Alcatel Radio Holdings	Broadband Infraco	Digital Opportunity Trust (DOT)	Google	International Telecommunication Union (ITU)	Multichoice	Research ICT Africa	Switching House	US Embassy
BBBEE ICT Sector Council	Cape Digital Foundation	EAGLE TOWERS SA	GSMA	ISOG Gauteng	N and W Publishers	SA Communications Forum (SACF)	Telkom SA SOC Limited	US Trade and Development Agency (USTDA)
ZADNA	CellC	Egon Zehnder International Limited	Harvestfield	Link Africa	NABSA	SA Innovation Summit	The Boston Consulting Group	USAASA
BCG	Cisco	Ericsson	Huawei Technologies Co. Ltd	Liquid Telecom	Ndlovukazi Online Media	SAIS	The Social Collective	VEON
Beyond the eyes	Council for Scientific and Industrial Research (CSIR)	eTV	IBM Corporation	Mastercard	NEC Africa (Pty) Ltd	SchoolMedia	The Social Makeover	Vodacom Group Ltd
BITF	Cretelecom	FibreCo	Independent Communications Authority of South Africa (ICASA)	Microsoft Corporation	Nemisa	Sentech Limited	The Training Room Online	Web Foundation
BMI-TechKnowledge	Department for International Development (DFID)	Film and Publication Board	IITPSA	Ministry of Basic Education of South Africa	Nokia Corporation	SITA South Africa	Thomson Reuters	WEF
Bon Com	Development Bank of Southern Africa	Gilat Satellite Networks	Industrial Development Corporation of South Africa Ltd (IDC)	Ministry of Telecommunications and Postal Services of South Africa	Openserve	South African Post Office	Too Much WiFi	ZACR
Brightwave		Giraffe	INMARSAT	MTN	PBICT	Soweto Wireless Use Group	Treeshake

DETAILS OF ENTITIES ANNEXURE B

Name and Surname	Primary Position Full Title	Primary Organisation
Ade Comngca	Executive	Ericsson
Ajeeth Rampall	Executive Head: Regulatory Affairs	Vodacom Group Ltd
Akinwale Goodluck	Head, sub-Saharan Africa	GSMA
Albie Bester	BD Advisor	Intelsat Ltd
Alfie Altaaf Hamid	Africa Manager	Cisco Systems Inc.
Alison Gillwald	Executive Director	Research ICT Africa
Amanda Onamandla Mathe	Chief Executive Officer	Ndlovukazi Online Media
Andrew John Barendse	Managing Executive, Regulatory Affairs	Vodacom Group Ltd
Andrew Rugege	Regional Director for Africa	International Telecommunication Union (ITU)
Angelina Raseroka	Project Manager	IBM Corporation
Angelo Manzoni	COO	EAGLE TOWERS SA
Angie Raseroka	Academic Initiatives Programme Manager	IBM Middle East & Africa
Anne Shongwe	Representative	United Nations Entity for Gender Equality and the Empowerment of Women (UN WOMEN)
Anri van der Spuy	Associate	Research ICT Africa
Audrey Verhaegte	Chairman	SAIS
Avinash Singh		ZACR
Avril Van der Rheede	Chief Executive Officer	EAGLE TOWERS SA
Ayanda Ceba	Group Executive	Telkom SA SOC Limited
Beata Gelderbloem	Programme Manager	Digital Opportunity Trust (DOT)
Beauty Apleni		Telkom SA SOC Limited
Brahim Ghribi	Head of Government Relations, Middle East & Africa	Nokia Corporation
Brian Magwaza		Soweto Wireless Use Group
Brite Devassy		Openserve
Calvain Nangue	Networking Academy	Cisco
Candice Taylor	Head, Sustainability and Corporate Responsibility	Ericsson
Fred Moturi	Chief of Enterprise	Brightwave
Charlotte Smart	Digital Policy and Programme Manager	Department for International Development (DFID)
Charmaine Houvet	Head, Government Affairs	Cisco
Cheryl Dinkelmann	Senior Manager: Special Regulations and Consumer	MTN South Africa
Craig Meyer	Director	Ministry of Telecommunications and Postal Services of South Africa
Cyprian Marowa	Head: Coverage Infrastructure Finance	Development Bank of Southern Africa
Daniel Ramaboea	Head of Projects	Bon Com
Dave Duarte	Chief Executive Officer	Treeshake
Deon Fredericks	Group Chief Financial Officer	Telkom SA SOC Limited
Dineo Mathebula		ZACR
Dumisa Ngwenya	CTO	Sentech Limited
Duncan Luke	Chief Executive Officer	The Social Collective
Elizabeth Migwalla	Senior Director, Government Affairs, Africa	Qualcomm Inc.
Ellen Thabane	Public Relations & Communications	Bon Com
Emma Kaye	Executive Director	Cape Digital Foundation
Enock Yonazi	ICT specialist	African Development Bank (AfDB)
Eric White	Project Specialist, Internet for All	WEF
Eugene Le Roux	President	NEC Africa (Pty) Ltd
Euvin Naidoo	Head of Financial Institutions - Africa	Thomson Reuters
Evah Mthimunye	Executive	Vodacom
Farhana Parker	Social Entrepreneur	The Social Makeover
Fortune Mgwili-Sibanda	Manager, Public Policy and Government Relations, Southern Africa	Google
Frank McCosker	General Manager, Affordable Access and Smart Financing 4Afrika	Microsoft Ltd
Gabriel Ramokojo	Director	Cretelecom
Gcina Dludla	Researcher	Council for Scientific and Industrial Research (CSIR)
Geoff Blake	Legal & Regulatory	MTN Group Ltd
George Finger	ICT Manager	Development Bank of Southern Africa
Hans Kuipers	Partner and Managing Director	The Boston Consulting Group
Hugo Zyl	Chief Technical and Systems Officer	Openserve
Jabu A. Mabuza	Chairman	Telkom SA SOC Limited
Jacky Zhang	Deputy CEO	Huawei Technologies Co. Ltd
Jake Mongalo	Manager: Technical Regulatory	MTN South Africa
Jane Jamieson	Vice President, Strategic Alliances	Digital Opportunity Trust (DOT)
Janet Longmore	Founder and Chief Executive Officer	Digital Opportunity Trust (DOT)
Jannie Botha	RM	EAGLE TOWERS SA
Jesmane Boggenpoel	Director	Harvestfield
Jonathan Daniel	Senior Prosperity Officer	British High Commission
Junior Khumalo	General Manager, Policy, Research and Analysis	Independent Communications Authority of South Africa (ICASA)
Kabelo Tselangoe	TBC	Alcatel Radio Holdings
Kamal Tamawa	Spectrum Policy Manager	GSMA
Karen Byamugisha	Senior Specialist External Communication	MTN Group Ltd
Katharina Pillay	Managing Director	SA Communications Forum (SACF)
Katlego Monoa	Business development manager	FibreCo
Katleho Mogase	Online Content practitioner	Beyond the eyes
Keenan Harduth	PM	Google
Khethi Ngwenya	Managing Director	SchoolMedia
Laurence Khoza	Business Manager	Link Africa
Lazarus Ramalobela	Manager	Link Africa
Libby Dreyer		Development Bank of Southern Africa
Loren Kabosha	Chairperson	SACF
Louw Middel	Executive Head: Market Regulation	Vodacom Group Ltd
Lucas Gumbi	Business Manager	Council for Scientific and Industrial Research (CSIR)
Lucky Masilela	CEO	ZACR
Lumko Mtimde	CEO	USAASA
Lutz Ziob	Dean, 4Afrika Academy	Microsoft Corporation
Lwanda Zingitwa	Chief of Staff	Telkom SA SOC Limited
Marcello Schermer	Expansion
Margaretha van Schalkwyk	COO	SA Innovation Summit
Mark Abbott		Vertisa Aviation
Melusi Mthethwa	Chief Executive Officer	Openserve
Mike Scrooby	Chief Operations Officer	Switching House
Mlamli Booi	CEO	Sentech Limited
Mohan Vivekanandan	Group Executive, Strategy	Development Bank of Southern Africa
Moses Mashisane	General Manager, Legal and Regulatory Affairs	MTN Group Ltd
Moshe Masonta	Researcher	Council for Scientific and Industrial Research (CSIR)
Mpafane Simani		South African Post Office
Mpho Ndou	Business Manager	FibreCo
Mymoena Ismail	CEO	Nemisa
Naomi Mansvelt	Principal Specialist Technology Regulation	Vodacom Group Ltd
Nathi Mbele	Founder and Executive Chairman	AdNotes
Nicholas Williams	Manager, OITC.3, Transport & ICT Department	African Development Bank (AfDB)
Nomonde Gongxeka-Seopa	Policy Manager	SACF
Ntsibane Ntlatlapa	Competency Area Manager(Networks and Media)	Council for Scientific and Industrial Research (CSIR)
Oliver Perry	Project Leader	The Boston Consulting Group
Onkokame Mothobi	Senior Researcher	Research ICT Africa
Oscar Madlala	Chief Executive Officer	BITF
Otae Mkandawire	Communications Specialist	United Nations Entity for Gender Equality and the Empowerment of Women (UN WOMEN)
Owen Mhlanga	Senior Manager: Market Regulation	Independent Communications Authority of South Africa (ICASA)
Pam Mallela	Director	Ministry of Telecommunications and Postal Services of South Africa
Patricia Russ	Project Specialist, Internet for All	WEF
Patrick Khulekani Dlamini	Chief Executive Officer and Managing Director	Development Bank of Southern Africa
Paul Inglesby		Telkom SA SOC Limited
Peter Mello	Director	Ministry of Telecommunications and Postal Services of South Africa
Philemon Molefe	Senior Manager: Spectrum Licensing	Independent Communications Authority of South Africa (ICASA)
Phiwokuhle Gasa	Special Regulation & Consumer Specialist	MTN South Africa
Preddy Mothapeng	Chair	BITF
Raadhika Sihin	Vice-President, Public Policy, Africa	Mastercard
Refilwe Ramatlo	Manager: Policy Research & Analysis	Independent Communications Authority of South Africa (ICASA)
Relebhile Moloi	Operations Manager	Film and Publication Board
Ronda Sinkfield	Commercial Officer	US Embassy
Rossana Gell	Senior Manager: Market & Competition Regulation	MTN South Africa
Sagren Naidoo		Broadband Infraco
Sam Khambule		Bon Com
Sechaba Pule	Deputy Director	Ministry of Basic Education of South Africa
Sedrick Maasdorp		ZACR
Setumo Mohapi	CEO	SITA South Africa
Shafin Anwarsha	Founder	Giraffe
Shiletsi Makhofane	Vice-President, Government and Industry Relations, sub-Sahara Region	Ericsson
Shola Sanni	Policy Manager, Africa	GSMA
Shooks Dorasamy	General Manager, Eastern Region	Liquid Telecom
Siphiwe Nelwamondo	Manager	Intelsat Ltd
Siya Madyibi	Director	Microsoft Corp.
Siyabonga Mahlangu	Group Executive: Regulatory Affairs and Government Relations	Telkom SA SOC Limited
Stan Molema	Managing Director	Didusec
Stephen Coller	Vice-President, Digital Services, Data Analytics and Business Development	MTN Group Ltd
Sthembiso Xakaza	Deputy President	ISOG Gauteng
Takalani Nuvhali	Strategic Partnership Coordinator	Film and Publication Board
Taki Netshitenzhe	Chief Officer Corporate Affairs	Vodacom Group Ltd
Tapiwa Dube	Transaction Advisor	Sustainable Investment Partnership
Thabo Sekgobela	Manager	Huawei Technologies Co. Ltd
Thabo Sihlangu	Advisor Regulatory Law	Vodacom Group Ltd
Thato Mfikwe	Chief Executive Officer	Soweto Wireless User Group
Thelani Luthuli	Manager: Markets & Competition Regulation	MTN South Africa
Thembi Malebye	Business Development & Trade	US Trade and Development Agency (USTDA)
Thembile Ndlovu	Programme Manager	Microsoft Corporation
Theresa Stewart	tbc	Alcatel Radio Holdings
Thulani Maphosa	Engineer	BBI
Thuli Hadebe	Owner	Multi Minds Investments Holding
Tom Moody	Head of Prosperity Programmes, Southern Africa	British High Commission
Tomas Lamanauskas	Group Director, Public Policy	VEON
Tshepang Lesiba	Counselor	BBBEE
Tshepo Matike	Sales representative	FibreCo
Tsholofelo Wechoemang	Founder and Head, Research	N and W Publishers
Tumi Chamayou	Head, Telecommunications, Media and Technology, Africa	Egon Zehnder International Limited
Vivian Ramathuba	Project Manager, Strategic High Impact Projects SBU	Industrial Development Corporation of South Africa Ltd (IDC)
Wanda Mkhize	Executive Content	Telkom SA SOC Limited
Wydeman Coetzee	tbc	Ericsson
Yolanda Mlonzi		Soweto Wireless Use Group
Zwelithini Vilakazi	Executive, Financial Business Partners	Telkom SA SOC Limited
Malebo Phage		eTV
Norman Munzhelele	Executive	eTV
Denis Smit	Consulting Director	BMI-TechKnowledge
Carlos Rey-Moreno
Kefilwe Madingoane	Director: Public Policy	Vodacom
Tony Parry	CEO	IITPSA
Vika Mpisane	CEO	ZADNA
Joshua Moela	Managing Executive Government Relations	CellC
Christian Mhlanga	Senior Manager Regulatory Affairs	CellC
Calvo Mawela	CEO	Multichoice SA
Lois		NABSA
Mike Silber		Liquid Telecom
Thabo Makenete		Multichoice
Khaya Ngcobo	National Chairperson	PBICT
Janine Cosslett		BCG
Nadia Bulbulia	CEO	NABSA
Onica Makwakwa		Web Foundation
Gordon McMillan		INMARSAT
Alastair Bovim		INMARSAT
Thulani Wilson		Zakhele Technologies
Linda		Zakhele Technologies
Amir Carmeli	AVP MEA	Gilat Satellite Networks
Kenny M. Mphahlele		ICASA
Flenk Mnisi		ICASA
Pria Chetty	Digital Access Programme Director	British High Commission
Duncan Luke	CEO (founder of co4za)	Global Shaper of the Johannesburg Hub
Terrence Naidoo		The Training Room Online
Harrish Kasseepursad		CellC
Ian Thomson		Too Much WiFi
Fumane Diseko-Biagini	National Colab Director	Nemisa
Sorene Assefa
Sammy Mafu	Business development Executive	FibreCo