Questions and Replies

Reply:

(i) Minister

The vehicles purchased are as follows:

(a) Make	(b) Model	(c) Price	(d) Date of purchase	(aaa) FY 2014/2015	(bbb) FY 2015/2016	(bb)FY Since 1 April 2016/2017	Place
Lexus	LEXUS ES HYBRID ES 300H EX C21E	514 649.74	2014/09/26	Yes	N/A	N/A	CPT
Lexus	ES350 EX 36Z	464 819.04	2016/04/20	N/A	N/A	Yes	PTA

(ii) Deputy Minister

(a) Make	(b) Model	(c) Price	(d) Date of purchase	(aaa) FY 2014/2015	(bbb) FY 2015/2016	(bb)FY Since 1 April 2016/2017	Place
Audi	AUDI A8 4H20BA TDI Q TIP	881 629.99	2014/06/05	Yes	N/A	N/A	CPT
Lexus	LEXUS 460 16 G	808 279.00	2016/09/14	N/A	N/A	YES	PTA

Remarks: Reply: Approved / Not Approved

Mr. Mogokare Richard Seleke Ms. Lynne Brown, MP

Director-General Minister of Public Enterprises

Date: Date:

Reply:

The Department / Minister of Labour did not pay for any Member of Parliament.

Reply:

1. The information is in the table below:

SYRIAN ARAB REPUBLIC NATIONALS
YEAR	APPLIED FOR ASYLUM	GRANTED REFUGEE STATUS	(c) DENIED REFUGEE STATUS
2007	0	0	0
2008	1	Information not available	Information not available
2009	0	0	0
2010	0	0	0
2011	0	0	0
2012	5	2	0
2013	11	6	3
2014	40	11	Information not available
2015	27	3	7
2016	20	12	12

2. No

Reply:

(a) The communities within the Harry Gwala District Municipality (HGDM) and uMkhanyakude DM (UKDM) have been without water for over two years due to two factors, i.e. severe drought impact which has plagued most parts of the KwaZulu-Natal including some of Harry Gwala and uMkhanyakude areas and secondly it has been due to infrastructure limitations in some areas.

(b) The department provides funding to uMkhanyakude and Harry Gwala District Municipalities in order to try to resolve the water challenges faced by the districts and my department will continue to support the municipalities to ensure that the communities have access to good quality clean water.

Refer to the table below for allocations for UMkhanyakude DM (UKDM):

Grant	2015/16	2016/17	2017/18	2018-19
RBIG	R313 Million	R110Million	R119 Million	None
MWIG	R54 Million	None	None	None
WSIG	None	R70 Million	R50 Million	R65 million

Refer to the table below for allocations for Harry Gwala DM (HGDM):

Grant	2015/16	2016/17	2017/18	2018-19
RBIG	R14 Million	R48 Million	R90 Million	R100 Million
MWIG	R43.5 Million	None	None	None
WSIG	None	R86 Million	R98 Million	R108 million

 

Reply:

There are no poultry projects which were closed in Limpopo province since January 2016 to date.

However there are fourteen (14) poultry projects that closed prior to January 2016 due to amongst others:

1. The distance between the poultry house and the abattoirs which must be less than 100km. Extensive travel to abattoirs leads to weight loss and mortality.
2. The Lebowakgomo abattoir which has not been operational for some time. This has impacted on poultry farmers especially from the Sekhukhune area.
3. The closure of Mikes Chicken abattoir in Polokwane.

Reply:

The South African Reserve Bank (SARB) is the regulatory authority responsible for the administration of the Exchange Control Regulations (“the Regulations”), as promulgated in terms of section 9 of the Currency and Exchanges Act (Act No 9 of 1933). The SARB has provided the following response to my department in response to this question, based on the publication of Notice and Order of Forfeiture in Government Gazette number 40526 of 2016-12-30 (as attached) in terms of Exchange Control Regulation 22B.

1. (a) and (b) The Financial Surveillance Department of SARB (FinSurv) issued an order on 29 May 2015, in terms of the provisions of Exchange Control Regulations 22A and 22C, prohibiting the withdrawal of all funds standing to the credit of an entity styled Homix (Pty) Limited (“Homix”) in an account held with Mercantile Bank Limited. At the relevant time, Homix had made an application to Mercantile Bank for the transfer of foreign currency to Morningstar International Trade Limited in Hong Kong, ostensibly for the purposes of paying for previously imported goods. The balance in the account amounted to R14 472 075 at the time in question. The relevant order was issued on suspicion that Homix had contravened the Exchange Control Regulations in that it had presented false documentation to Mercantile Bank in support of, inter alia, these pending foreign exchange transactions.

2. An investigation was conducted by FinSurv and finalised during December 2016, the findings of which included that Homix had unlawfully transferred foreign currency from the republic on numerous occasions. Pursuant to the findings of this investigation, the matter was reported to the South African Police Service (Wierdabrug CAS 548/12/2016) for further steps deemed necessary from a criminal prosecution point of view. The above-mentioned amount of R14 472 075,00, together with all interest earned thereon, was, furthermore, declared forfeit to the State in terms of Exchange Control Regulation 22B and the relevant Notice and Order of Forfeiture published in Government Gazette number 40526 of 2016-12-30.

 

Reply:

This information is provided by SARS:

A) We confirm that the certain company (details furnished) did not report this specific incident to Customs.

B) This question must be directed to the State Security Agency.

Reply:

During the 2014-15 financial year, a BMW 535i sedan was procured for the use of the Minister. The vehicle was procured on 30 January 2015 for the purchase price of R750 122.76. No other vehicles were procured for the Minister or his deputy subsequent to 30 January 2015.

 

Reply:

St Albans Prison comprises of the following sections mentioned on the table below:

• St Albans Maximum
• St Albans Remand Detention
• St Albans Medium B

ST ALBANS MAXIMUM
DATE/ YEAR	1(a) NUMBER OF ASSAULTS REPORTED	(b)(i)(ii) NUMBER OF CASES INVESTIGATES AND OUTCOME OF THE INVESTIGATIONS
2014	35 Cases reported	32 x cases were not opened by victims therefore they were finalised 3 x cases opened with SAPS – Finalised
2015	43 cases reported	36x cases were not opened by victims therefore they were finalised 3x cases opened with SAPS – Finalised 4 x cases opened with SAPS but offender did not want to open a case – Finalised
2016	11 cases reported	9 x cases opened with SAPS – Finalised 1 x case - offender did not want to open a case- Finalised 1 x case opened with SAPS - Pending
2017 AS OF 31 JANUARY	1 case reported	1 x case opened with SAPS in 2017 – Pending
ST ALBANS REMAND DETENTION
2014	14 cases reported	2x cases opened with SAPS – Finalised 5 x cases opened with SAPS – Pending 6 x cases reported but detainees did not open the case
2015	35 cases reported	4 x cases opened with SAPS – Finalised 1 x case opened with SAPS – Pending 30 x reported but not opened by detainees therefore finalised
2016	11 cases reported	7 x cases opened with SAPS – Finalised 3 x cases opened with SAPS - Pending 1 x case not opened by the Detainee
ST ALBANS MEDIUM B
2014	34 cases reported	8 x cases opened with SAPS – Finalised 8 x cases opened with SAPS – Pending 1 x case withdrawn by the Prosecutor – Finalised 17 x cases not opened by offenders
2015	35 cases reported	11 x cases opened with SAPS – Finalised 4 x cases opened with SAPS – Pending 20 x cases not opened by offenders therefore finalised
2016	10 cases reported	3 x cases opened with SAPS – Finalised 7 x cases not opened by offenders therefore finalised
2017	1 case reported	1 x case opened with SAPS - Pending

Reply:

Kindly refer to the presentation provided to the Portfolio Committee on Water and Sanitation on 03 March 2017 by the Department of Water and Sanitation for details of supplier invoices and the reasons for non-payment.

Reply:

A.  There are 775 Organs of State (OoS) registered on the CSD as at 2017-02-24.

CSD Utilisation by Organs of State
	OoS using CSD (aa)	OoS not using CSD (bb)
i. National	40	1
ii. Provincial	115	8
iii. State-owned entities	236	73
iv. Municipalities	239	14
v. Municipal entities	16	4
vi. Other	24	5
Total	670	105

B.  Annexure A is hereby attached with the name of Organs of State in each case.

Reply:

1. Yes.

(a) The South African Human Rights found in the matter between the Democratic Alliance on behalf of the Residents of Witbank (eMalahleni) under file reference number MP/2011/0134 that the Municipality violated the rights of the residents to have access to sufficient water, largely as a result of lack of maintenance plan for its infrastructure, and consequently their rights to dignity. The Municipality appealed the Commission`s findings and the appeal was dismissed in September 2015.

(b) The findings of the Commission were that the Municipality had failed to provide the residents with access to sufficient water in violation of the provisions of section 27 of the Constitution. The Commission continues to receive complaints of violation of the rights of communities to have access to sufficient water against the Municipality.

2. (a) Following the impression by the Commission on the essence of “Meaningful Engagement” between the Municipality and the communities, the Municiplaity held a mass meeting with the community in eMalahleni on 29 July 2015.

(b) On 09 November 2015, the Municipality sent its Comprehensive Maintenance Plan to the Commission.

(c) The Commission also engaged the Municipality through, inter alia, a meeting between its Former Chairperson: Advocate Luarence Mushwana, Provincial Manager: Eric Mokonyama and the Municipal Manager: Mr Theo van Vuuren on 20 June 2016, with a view to obtain the Municipality`s implementation plan aimed at resolving water supply challenges faced by communities in eMalahleni (e.g. Masakhane, Sizanane, Phola villages)

(d) Following further engagement, 7 February 2017 and 15 February 2017 the Municipality advised the Commission in writing about steps it is taking address the challenges, namely that:

1. Through its Integrated Development Plan coupled with ongoing discussions with Glencore Mine on water augmentation, it is engaging all affected communities with a view to address within available resources its water supply capacity challenges by end of June 2017.
2. Related sanitations challenged are currently addressed through a pit- latrine (long-drops) and VIP system which the Municipality is implementing; and
3. It may, in the long-term have to relocate the Masakhane settlement to Dhuva and Siyanqoba locations so as to create space for development.

The Commission also raised challenges presented by the overflow of sewer at Louise Street in Del Judor Extension 4 due to the blockage of the line as well as the manhole overflow at Mandela Street which has been flowing into the tributary of Klein Olifant`s. an investigation by the Municipality revealed that the blockage was caused by foreign objects and that the line needs to be replaced. The line has been blocked and the Municipality has allocated R10 Million to rehabilitate the spillage and resolve the problem. A written and costed rehabilitation plan has been presented to the Commission.

The Commission is monitoring the implantation plan of the Municipality aimed at resolving the abovementioned issues.

Reply:

1. A complaint was received by the Presidential Hotline on 20 November 2016 relating to Performance Management at theSouth African Weather Service (SAWS) specifically relating to the 2014/15 performance assessment period. The allegations included the following:

a) Unlawful powers of the Executive Committee to change moderated performance scores;

b) Unilateral correction of scores

c) Implementation of performance-based salary increases.

The allegations were referred to the Board of SAWS for further investigation on 28 January 2016.

OMA Chartered Accountants Incorporated (OMA) was appointed to conduct an investigation into allegations made by the complainant. No Board members were involved in the appointment of OMA. The recommendations in the OMA report have been implemented.

2. A senior manager of SAWS brought allegations to the Board, on the matter of the guarantee for the radars. A preliminary analysis has revealed no irregularity. Further investigation is underway.

 

Reply:

 

The following information was submitted by the South African Revenue Service (SARS):

The process of return submission covers the aspect of submitting a return and as such declaring the liability of the taxpayer for a specific period/ year. The submission and declaration does not however automatically entitle the taxpayer to a refund. The return is therefore lodged and not the refund. The assessment result might be an amount due to SARS and not to the taxpayer.  

It is important to note that submissions by taxpayers, where the amount reflects as being due to the taxpayer, do not result in automatic refunds but rather may be credit assessments which may undergo risk evaluation by SARS, prior to being determined to result in a refund.

In general the refund process is subject to certain compliance interventions and follows a standardised process in line with legislation.

These steps include but are not limited to:

• A declaration by a taxpayer is subjected to an automated risk mitigation system

• A declaration is reviewed where risks are identified or refunds are released where no risk is identified.
• Where risk is identified, a generic request for information from clients in support of their declaration is sent to the taxpayer. These requests are made in writing to the taxpayer’s E-filing account or registered address.
• Evaluation by SARS of the data in support of the declaration is conducted, and requests for further specific supporting documentation is sent to the taxpayer where deemed necessary by the auditor. This second request is made telephonically and followed up by a written request sent to the E-filing account or other registered details
• If required an adjustment is made to the assessment

    

As indicated above, all reviews are conducted based on the risk identified by the system and all procedures and legislation is adhered to at all times in dealing with identified cases. The TAA, chapter 5, Sec 40, differentiates between an Audit and Verification. Once again, the compliance interventions determine whether a case will be Verified or Audited. Sec 42 of the TAA requires that a taxpayer be kept informed of progress with an Audit. The same obligations do not exist in the case of Verification.

(a)(i)(ii)(aa)(bb)(aaa)(bbb)(b)      

Based on data that is readily available the following statistics can be provided.

It should be noted that the statistics includes all refunds as a result of current or prior tax year’s returns received. These may also include multiple returns where multiple years were outstanding.

Personal Income Tax (PIT): Refunds processed during these two performance periods that includes refunds paid out for both current and previous tax years

FY 2015/2016	Cumulative Number of Refunds	Cumulative % of Volume	Cumulative Refund Value (R)	Cumulative % of Value
Within 1 day	2 078 529	93.55%	17 636 156 292	89.51%
Within 2 day	2 080 018	93.62%	17 648 106 895	89.57%
Within 3 day	2 081 400	93.68%	17 660 046 629	89.64%
Within 4 day	2 082 565	93.73%	17 671 685 820	89.69%
Within 5 day	2 083 563	93.78%	17 682 211 625	89.75%
Within 10 day	2 093 691	94.23%	17 791 309 571	90.30%
Within 21 day	2 098 039	94.43%	17 834 333 227	90.52%
Within 30 day	2 105 910	94.78%	17 917 459 188	90.94%
Within 60 day	2 131 416	95.93%	18 226 010 663	92.51%
Within 90 day	2 158 953	97.17%	18 588 300 391	94.35%
More than 90 days	2 221 795	100.00%	19 702 139 151	100.00%
Grand Total	2 221 795	100%	19 702 139 151	100%
FY 2014/2015	Cumulative Number of Refunds	Cumulative % of Volume	Cumulative Refund Value (R)	Cumulative % of Value
Within 1 day	2 228 408	92.62%	17 475 039 484	89.19%
Within 2 day	2 231 094	92.73%	17 497 695 274	89.30%
Within 3 day	2 233 430	92.83%	17 517 603 195	89.40%
Within 4 day	2 235 407	92.91%	17 534 051 997	89.49%
Within 5 day	2 237 478	93.00%	17 551 802 975	89.58%
Within 10 day	2 245 757	93.34%	17 629 562 736	89.97%
Within 21 day	2 259 968	93.93%	17 771 765 155	90.70%
Within 30 day	2 269 100	94.31%	17 865 671 786	91.18%
Within 60 day	2 317 618	96.33%	18 342 690 800	93.61%
Within 90 day	2 348 282	97.61%	18 661 029 254	95.24%
More than 90 days	2 405 902	100.00%	19 594 118 415	100.00%
Grand Total	2 405 902	100%	19 594 118 415	100%

Corporate Income Tax (CIT): Refunds processed during these two performance periods that includes refunds paid out for both current and previous tax years

FY 2015/2016	Cumulative Number of Refunds	Cumulative % of Volume	Cumulative Refund Value (R)	Cumulative % of Value
Within 1 day	29 011	73.14%	1 926 857 827	56.18%
Within 2 day	29 084	73.32%	1 941 310 905	56.60%
Within 3 day	29 134	73.45%	1 944 784 101	56.70%
Within 4 day	29 189	73.59%	1 948 683 819	56.82%
Within 5 day	29 239	73.71%	1 952 820 096	56.94%
Within 10 day	29 437	74.21%	1 975 891 033	57.61%
Within 21 day	29 880	75.33%	2 120 522 535	61.83%
Within 30 day	30 190	76.11%	2 168 459 999	63.23%
Within 60 day	31 362	79.07%	2 368 672 630	69.06%
Within 90 day	32 708	82.46%	2 526 549 638	73.67%
More than 90 days	39 666	100.00%	3 429 659 974	100.00%
Grand Total	39 666	100%	3 429 659 974	100%
FY 2014/2015	Cumulative Number of Refunds	Cumulative % of Volume	Cumulative Refund Value (R)	Cumulative % of Value
Within 1 day	31 258	74.11%	1 740 028 825	51.67%
Within 2 day	31 327	74.28%	1 744 623 695	51.81%
Within 3 day	31 382	74.41%	1 753 376 243	52.07%
Within 4 day	31 432	74.53%	1 758 537 723	52.22%
Within 5 day	31 482	74.65%	1 762 717 215	52.35%
Within 10 day	31 684	75.13%	1 780 635 814	52.88%
Within 21 day	32 041	75.97%	1 843 791 302	54.75%
Within 30 day	32 370	76.75%	1 894 872 625	56.27%
Within 60 day	33 393	79.18%	2 054 283 521	61.01%
Within 90 day	34 614	82.07%	2 225 138 970	66.08%
More than 90 days	42 175	100.00%	3 367 388 343	100.00%
Grand Total	42 175	100%	3 367 388 343	100%

Value Added Tax (VAT): Refunds processed during these two performance periods that includes refunds paid out for both current and previous tax years

FY 2015/2016	Cumulative Number of Refunds	Cumulative % of Volume	Cumulative Refund Value (R)	Cumulative % of Value
Paid within 2 days	240 268	67.71%	20 543 123 568	16.14%
Paid within 21 days	282 753	79.69%	77 882 420 639	61.19%
Paid within 30 days	304 595	85.84%	95 477 947 992	75.02%
Paid within 60 days	337 605	95.15%	116 017 076 739	91.15%
Paid in more than 60 days	354 828	100.00%	127 276 361 477	100.00%
Grand Total	354 828	100%	127 276 361 477	100%
FY 2014/2015	Cumulative Number of Refunds	Cumulative % of Volume	Cumulative Refund Value (R)	Cumulative % of Value
Paid within 2 days	249 313	67.51%	24 522 511 615	19.61%
Paid within 21 days	322 604	87.35%	96 674 033 289	77.31%
Paid within 30 days	338 011	91.52%	107 434 615 456	85.91%
Paid within 60 days	357 374	96.77%	118 940 253 003	95.11%
Paid in more than 60 days	369 315	100.00%	125 052 605 017	100.00%
Grand Total	369 315	100%	125 052 605 017	100%

Reply:

The Office of the Chief Procurement Officer (OCPO) has not reviewed any of these contracts. A letter dated 01 March 2017 was issued to Buffalo City Metropolitan Municipality requesting for documents in order to review the bidding process.

Reply:

1. (a) The following facilities are available for contact visits:

• St Albans Remand Detention Facility: accommodates 20 people at a time
• St Albans Medium B Correctional Centre: accommodates 40 people at a time
• St Albans Maximum Correctional Centre: accommodates 40 people at a time

(b) Correctional Services Order 3, Chapter V (3)(f)(i)(cc) stipulates that all visits are non-contact visits, but attempts should be made to allow contact visits for offenders in privilege group A. Offenders in privilege group A may however not lay claim to contact visits, as security considerations, the behaviour and adaptation of the offender remain the primary factors to be considered. The same apply to remand detainees.

 

2. (a) Each Centre has a clinic to attend to the sick inmates. There is also a 24 hour manned hospital for critically ill inmates.

(b) (i) One permanently appointed doctor.

(ii) There are thirty (30) registered nurses.

(aa) All are full–time employees

(bb) The facilities have two part–time doctors.

3. (a) Each housing unit has ablution block for inmates to shower and wash their clothes. The centres have hair clippers that are issued in each unit and

a dedicated room where inmates go and have their hair trimmed.

(b) Correctional Services Order 3, Chapter V, Sub Section (3)(f)(i)(cc) stipulates that “Head of Prisons must ensure that a qualified barber or

prisoner with appropriate experience is appointed to cut prisoners’ hair”.

Reply:

In addition to routine meetings (Early Child Development, conditional grant frameworks, guideline for NPO payments, Budget 2017), the National Treasury has met with SASSA and Department of Social Development (DSD) multiple times on the issue of social grant payments upon expiry of the current contract. Two meetings were held between senior management of SASSA, DSD, National Treasury and South African Reserve Bank. Numerous meetings were held of the technical task team established to consider options for payment of social grants, consider pros and cons of different options and provide expert advice on procurement, public finance, financial sector policy and banking to SASSA.

I have also had brief discussions with the Minister of Social Development, telephonically or in person, to discuss the payment of grants.

Reply:

No funds have been specifically allocated for nuclear power procurement in the 2017 Budget.

Reply:

1. (a) Since 1 January 2010, the Department through the Road Traffic Management Agency, responsible for piloting the AARTO Act, issued in total 26 089 730 fines in the City of Tshwane and City of Johannesburg. The break down of this figures are as on the table below:

(i) AARTO payment figures:

Financial Year	AARTO Revenue Collected
2010/11	R 53 506 570.02
2011/12	R 86 553 514.98
2012/13	R 143 185,321.00
2013/14	R 274 398 904.99
2014/15	R 306 993 704.98
2015/16	R 555 459 029.99

(ii) Percentages regarding AARTO traffic infringements in relation to the fines issued:

Financial Year	Number of AARTO Infringements/Offences	% of AARTO Infringements/Offences
2010/11	1 478 265	5.67%
2011/12	1 707 052	6.54%
2012/13	3 474 353	13.32%
2013/14	6 797 128	26.05%
2014/15	6 120 436	23.46%
2015/16	6 512 496	24.96%
Total	26 089 730	100%

2. The honourable member should remember that road and traffic are exclusive Schedule 5A provincial function while municipal roads, traffic and parking are exclusive schedule 5B Municipal function and in contrast, road and traffic is a concurrent function with the National Department of Transport playing largely a facilitating and regulatory role.

It is on this basis that the Department is unable to provide information on (2), however this information can be sources directly from the Municipalities.

3. Please see above (2)

4. Please see above (2)

Reply:

(1) My Department’s Main Account is not experiencing financial difficulties. However, the Water Trading Entity (WTE) is experiencing temporary cash flow problems due to non-payment of Municipalities and Water Boards. However, the WTE is in a very strong financial position as Assets exceed Liabilities by R72 billion.

During the 2016/17 budget preparation it was clear that, should the debt not be recovered this would negatively impact on the bank balance. This recovery from Municipalities and Water Boards has not happened and the overdraft has been steadily increasing since the start of the financial year.

The WTE is working closely with National Treasury (NT) and NT has sent out letters to Municipalities not paying their debt warning them that they are contravening Section 65(2)(e) of the MFMA and that they should urgently rectify the non-payment of their debt.

(2) My Department’s Main Account has been allocated a budget of R15.5 billion for the 2016/17 financial year, of which R13.6 billion has been spent by 27 February 2017, leaving an available balance of R1.9 billion up to 31 March 2017. The R1.9 billion will be used to pay for salaries (R238 million), direct transfers to Municipalities scheduled for the 8 and 9 March 2017 (R712 million) as well as goods and services and capital expenditures in the normal course of business amounting to R958 million. This is in line with my Department’s planned cash projections, and signals a slight underspending of R99 million anticipated by the end of the financial year from Compensation of Employees.

The Department’s bank account with National Treasury (SARB) is currently at a positive balance of R558 million, and there is still a balance of R1.1 billion which has not been requested from the National Treasury and is due for payment to the Department in the month of March 2017.

The WTE’s current bank balances as at 22 February 2017 are as follows:

 

Reserve Bank	(R 2 989 564 608.84)
ABSA	R 24 872536.05
Standard Bank	R 1 735 342.16
First National Bank	R 420 719.30
SAPO	R 96 644.15
Total	(R 2,962,439,367.18)

Reply:

(i) Minister of Finance	(a) Make	(b) Model	(c) Price	(d) Date
(aa)
(aaa) 2014/15	None	None	None	None
(bbb) 2015/16	None	None	None	None
(bb) April 2016 - current	None	None	None	None
(ii) Deputy Minister of Finance
(aa)
(aaa) 2014/15	Mercedes Benz	E200	R661 387.01	27-01-2015
(aaa) 2014/15	Mercedes Benz	E200	R661 387.01	27-01-2015
(bbb) 2015/16	None	None	None	None
(bb) April 2016 - current	None	None	None	None

Reply:

The Department of Women procured an official vehicle for the Minister as follows:

	(i)(aa)(aaa)	(ii)(aa)(aaa)	(i)(aa)(bbb) and (ii)(aa)(bbb) and (bb)
(a)	BMW	N/A	No official vehicle was procured during the 2015/ 16 FY and since 1 April 2016
(b)	GT 550	N/A
(c)	R926 007.61	N/A
(d)	06-Feb-15	N/A

________________________

Approved by the Minister on

Date………………………..

Reply:

The case was argued on the 13 December 2016 and the reason for the removal of the case from the urgent court roll is that the court found that the matter was not urgent and advised that it could be placed in the ordinary motion court roll.

Reply:

(1) There are currently 2 licences granting abstraction from the Hluhluwe River GWS (SMP 154) that have been registered.

(2) Refer to table below.

Owner of licences	Date issued	Period for licence	Volume of water
UMkhanyakude DM	2007/05/14	expiry date 2047/05/13	2,806,000m3 annually
Bousaam (Pty) Ltd, licence	2001/10/24	expiry date 2021/10/23	300,000m3

 

Reply:

 

1. (a) (i)(aa) None, since this is a land development programme targeting State

owned farms, PLAS farms and Communal land.

(bb) Falls Away

(ii) 689 hectares have been allocated to beneficiaries from Gorah (14), Krugerpost (221), Mantusini (373), Westwood (18), Kwa-Mashabalane (41) and Libhaba CPA (22)

(b) 689 Beneficiaries have received Gorah (14), Krugerpost (221), Mantusini (373), Westwood (18), Kwa-Mashabalane (41) and Libhaba CPA (22)

2. The budget allocation over the MTEF is as follows:

Year	2016/2017	2017/2018	2018/2019	2019/2020	TOTAL
Budget Allocation	R 100 000 000	R 247 808 000	R 619 497 000	R 698 973 000	R 1 566 278 000

 

3. There are 689 beneficiaries currently involved in a programme

4. (a) and (b)

Province	District	Farm Name	Year
Eastern Cape	OR Tambo	Mantusini	July 2016
Eastern Cape	Sarah Baartsman	Gorah	July 2015
Eastern Cape	Sarah Baartsman	Krugerspost	August 2016
KwaZulu Natal	Umgungundlovu	Westwood	July 2016
Mpumalanga	Mkhondo	Kwa-Mashabalane	March 2016
Mpumalanga	Mkhondo	Libhaba CPA	March 2016

Reply:

(1) Yes,

(2) No; the pipeline to the livestock farming will not be closed, because it will be against the requirements of Animals Protection Act 71 of 1962, Sec (1) (c) & (e).

(2) (a) Not Applicable

(b) Not applicable

(3) (a) No, the pumping system is still new as it was installed in May 2016, at this stage the pumping system is well functioning so there is no need for repair.

(b) Yes, the Department of Public works conducted assessment on boreholes, out of seven (07), four (04) were re-drilled. The water from boreholes was tested and found to be in good condition for consumption.

(c) No, there was no existing pipeline which requires repair at this stage.

(d) No, the life span of plumbing at Barberton Farm is still in good condition.

(4) No,

(a)(b) city of Mbombela has started to dig a trench which will be connecting boreholes to the reservoir.

Reply:

 

(a) Mamone Ward 20 and 21 in Makhuduthamaga has not had water since January 2017 and not since August 2016 as it is indicated above. This is due to two boreholes that are not functioning. The two boreholes are not functional due to operations and maintenance issues. In one of the boreholes, pipes have collapsed and are submerged and need to be fished and replaced. In another borehole, a submersible pump motor was burnt during drought as the water flow yields were low. The third borehole that is functional is not yielding enough flow and, as a result, not everyone is able to get water.

(b) The Sekhukhune District Municipality (SDM), being the Water Services Authority (WSA); has engaged in a procurement process to replace of equipment for the refurbishment of the two boreholes which are expected to be functional by end of March 2017.

 

Reply:

1. Mr Letsoalo secondment was done in terms of section 15(3) of the Public Service Act. The matter of the remuneration of the secondment allowance is a matter that is being dealt with within PRASA.

a. See background information above

b. See background information above

2. PRASA is investigating the matter

a.  See the background information above

Reply:

In terms of section 25. (1) of THE SOUTH AFRICAN NATIONAL ROADS AGENCY LIMITED AND NATIONAL ROADS ACT, the Agency of the Department of Transport, is given the power to perform, all strategic planning with regard to the South African national roads system, as well as the planning, design, construction, operation, management, control, maintenance and rehabilitation of national roads for the Republic. The road referred to by the honourable Mr KP Robertson is not part of the national road network and no budgets was allocated for road because it is part of the Mpumalanga Provincial Road Network.

(1) Falls away

(2) Falls away

(3) Falls away

Additional information for the Minister

However, the question was referred to the province and the following below is their reply:

Can you please provide me with the budget allocations for the E514 over the past five financial years?

The road in question is Provincial road D514 with a total length of 12.6 km, from the R536 between Hazyview and Sabie at the Western end, and road D1035 at Kiepersol at the Eastern end.

It is known that the road is in poor condition, as indicated by the diagram below. Annual assessments are done on all Provincial paved roads as part of the DPWRT’s Road Asset Management System (RAMS).

One of the important metrics that are derived from these assessments is the Visual Condition Index (VCI), which is an overall indicator of the road condition on a percentage scale of 0 – 100%.

The VCI on road D514 varies roughly between 30 and 40, which classifies the road as in “Poor” condition according to the applicable TMH 9 technical manual. (See Annexure 1 for clear graph)

The DPWRT budget for routine road maintenance is allocated to each of the 21 Cost Centres in the Province, broken down into 15 routine maintenance activities like patching, drainage, grass cutting, etc. Thus, the budget is prepared per activity and there is no specific budget allocation for each road separately.

The budget for preventive maintenance (reseal) and capital works like rehabilitation are allocated per road (or project). However, no project has been budgeted for or implemented on D514 during the past five financial years.

In addition, please provide me with the budget spent on E514 over the past five financial years.

The expenditure for each Cost Centre is kept for each of the 15 routine maintenance activities across all roads in the specific area of responsibility. As a result, the expenditure is not kept by individual road and thus cannot be provided for road D514.

No capital projects have been implemented on D514 over the last 5 financial years.

Have there been any unspent budgets and were these sent back to Treasury? If not, how was the budget spent?

No, there has not been any unspent budgets in relation to D514. The DPWRT has utilized 100% of its budget for the past 5 financial years.

Please indicate the last time any department has worked on the E514 project. Could we be provided with an annexure?

Various routine maintenance activities were performed on D514 during the past financial year. Due to the number of potholes, patching is obviously very important. The previous last time patching has been done on road D514 was on 23 January 2017.

A maintenance team is scheduled to do further patching during the week of 27 February, depending on weather conditions.

ANNEXURE

Reply:

In addition to routine meetings (Early Child Development, conditional grant frameworks, guideline for NPO payments, Budget 2017), the National Treasury has met with SASSA and Department of Social Development (DSD) multiple times on the issue of social grant payments upon expiry of the current contract. Two meetings were held between senior management of SASSA, DSD, National Treasury and South African Reserve Bank. Numerous meetings were held of the technical task team established to consider options for payment of social grants, consider pros and cons of different options and provide expert advice on procurement, public finance, financial sector policy and banking to SASSA.

I have also had brief discussions with the Minister of Social Development, telephonically or in person, to discuss the payment of grants.

Reply:

 

(a)(i) The records of My Department only indicate that we have received a Water Use License Application from Tendele Coal Mining (Pty) for Somkhele Anthracite Mine. The Water Use License was issued on 4 August 2014 for Section 21 (b), (c), (g), (i) and (j) water uses of the National Water Act, 1998 (Act No. 36 of 1998). The authorization for abstraction was issued on 10 September 2010.

(a)(ii) Anthracite Colliery has not submitted a Water Use License Application to my Department.

(b) The volume abstracted is 750 000 cubic metres of water per annum for Tendele Coal Mining (Pty) for Somkhele Anthracite Mine.

(c) Tendele Coal Mining (Pty) for Somkhele Anthracite Mine abstracts water from the UMfolozi River.

 

Reply:

1.   130

2.   The Department issues Pre-compliance Notice in terms of section 31 of NEMA following review of report and outcome of the compliance inspections

3.   The Department will issue compliance Notice as part of administrative enforcement. However, if non-compliance persist, criminal enforcement will be persued.

Approved/Not Approved

Mr MJ Zwane, MP

Minister of Mineral Resources

Date Submitted:-……………/………………/2017

Reply:

I have been informed by SAPO as follows:

1.  (a) The Kidds Beach Postal Agency is not yet closed down. It is scheduled to close at the end of April 2017.

(b) The Agency has terminated the agreement with SAPO for personal reasons.

(c) As of May 2017, residents of Kidds Beach and surrounding areas will conduct their postal business at Greenfields Post Office, which is just 25 km away. Private boxes will remain at the Agency building and clients will continue to receive mail from their boxes. The company is still pursuing alternative measures with prospective agents to provide services in the area.

2.  (a) The transaction viable amounts for December 2016 and January 2017 are outstanding but have been captured in the system for February 2017 payments. The capturing of these payments is dependent on the date of submission of claims by the Agent.

(b) In terms of the agreement with the current agent, the Post Office cannot divulge any confidential information to any third party without the agent’s express consent.

Reply:

1.The current model involving the Cooperatives Incentive Scheme (CIS) that provide grant funding to the cooperatives without being integrated closely with non-financial support or post investment support has had mixed results on the development of cooperatives in South Africa. 

  1.1 On the one hand, it contributed to the sustainability of jobs through the provision of financial support coupled with training that have been provided to   cooperatives. Thus, via the CIS 246cooperatives were supported resulting in the Department creating and sustaining 1542 jobs to the tune of R75 million.

  1.2 Using various non-financial support instruments, the Small Enterprise Development Agency (SEDA) supported a total of 118 cooperatives resulting in   6239 jobs sustained.

  1.3 In addition, the Small Enterprise Finance Agency (SEFA), which applies a cooperatives value-chain model, has supported cooperatives in all sectors   of the economy including sub-sectors such as waste recycling, greenhouse and poultry farming that play critical roles in restructuring local economies,     creating jobs, and increasing disposable income available to communities.

  1.4 Furthermore, SEFA developed financing package programmes in partnership with municipalities and/or other strategic partners to support     cooperatives. Such partnerships were entered into with the Dr Kenneth Kaunda District Municipality (Waste Recycling Project) worth R35.1 million which   created 63 jobs (target 320 jobs), Chris Hani District Cooperative Development Centre - Greenhouses project (broiler production) worth R9.5 million which   is expected to create 127 jobs and Super-Grand–Poultry Farming project for R20 million – which created 12 Jobs.

  1.5 On the other hand, the CIS model provides grant funding for certain business transactions particularly involving cooperatives in the rural and township   settings whereby the challenges for development are proving to be difficult has had limited success. Most of the beneficiaries find it hard to sustain their   cooperatives given that their entrepreneurial skills are low and they rely on hand to mouth operations to sustain themselves and find it difficult to engage   in self-income generating activities, which requires medium to long term horizon to achieve incomes that could also sustain them.

  1.6 Thus, for success to be achieved the new Integrated development model must involve both financial and non-financial support deployed to work   closely together on each transaction to ensure success.

 

2. In providing impetus to the development and promotion of Cooperatives in South Africa, the Department of Small Business Development (Department) is formulating and piloting various cooperative models by kick-starting the process with the task of reviewing the Integrated Strategy on the Development and Promotion of Cooperatives adopted by Cabinet in 2012, whose output will be the final adoption of the two models that proved to be effective in developing cooperatives in the country. The one-stop-shop model involving the Cooperatives Development Agency (CDA) will be utilised to bring about this integrated support involving pairing non-financial with financial support to effect cooperatives development. This will be coupled with the provision of demand-side support measures (i.e. public and private procurement opportunities) and for cooperatives products and services and developing cooperatives networks in the form of shared services, user cooperatives, secondary cooperatives whose raison detre is to provide various support services aimed at enhancing the sustainability of primary cooperatives. In other words, the model will aim to address the following considerations, namely, ‘what works’, ‘for whom it works’, ‘why it works’, ‘how it works’ with the view to replicate and ensure cooperatives sustainability. Where the programme and projects of the model are found not to be working to optimally benefit the beneficiary cooperatives, adjustments will be made accordingly. The model(s) adopted will be designed to enable them to be open to contextually respond to relevant prototypes that are responsive to the nuanced needs of the various sectorial beneficiary cooperatives.

  2.1 The first cooperatives model that the Department is piloting contains four strategic pillars that will be utilised to promote and develop cooperatives in   the country’s economy. The first and second pillars involve the provision, on a massive scale, of non-financial and financial support services to   cooperatives, which will be implemented through the CDA in partnership with national government departments, provincial governments and district   municipalities. While various support programmes will be utilised to support cooperatives financially, cooperatives will also be encouraged to develop their   own financial systems, through the formation of cooperative banks, as envisaged in the Co-operative Banks Act, No. 40 of 2007.The CDA is one of the   institutions that will beestablished under the Cooperatives Amendment Act, No 6 of 2013 and operate under the direct supervision of the Minister of Small   Business Development.

  2.2 The third strategic pillar involves ‘creating demand for cooperatives’ products and services through leveraging the 30% public sector procurement   opportunities designated by government to benefit cooperatives and small enterprises. Transversal agreements will be entered into between the   Department and various national governmentdepartments, provincial governments and municipalities with the purpose to leverage opportunities from these   entities. The Department will also leverage private sector procurement opportunities arising from B-BBEE legislation and regulations.

  2.3 The fourth strategic pillar involves improving the sustainability of cooperatives through the formation of enterprise networks and provision of business   infrastructure support. The Enterprise Networks Programme (ENP) aims to promote the vertical and horizontal integration of cooperatives, resulting in the   creation of shared services platforms, user cooperatives and secondary sector cooperatives that are designed to support the growth of primary   cooperatives. The ENP will also be implemented through the envisaged CDA. Incubation support and after care will also play a meaningful role in   enhancing the sustainability of cooperatives.

  2.4 The fifth and last pillar aims at increasing the supply of financial support services to cooperatives. As with the other pillars, this pillar will be   implemented through the CDA. This strategy posits an integrated approach that provides adequate and relevant support and delivery mechanisms that   cover the entire collective entrepreneurship and cooperatives life cycle from pre-formation; survivalist; micro, small to medium; growth and expansion; and   turnaround of ailing cooperatives.

  2.5 In a nutshell, all support programmes for cooperatives throughout the economy will be increased and streamlined under a single, identifiable, one-  stop-shop (CDA) dedicated to cooperatives development. It is the aim of this model to ensure the establishment of a CDA that will have provincial and   district branches to aid in the implementation of the one-stop shop model. The one-stop shop model ensures an integrated and seamless support to all   the targeted cooperatives which increases the probability of success and sustainability of the entities.

 

3. The core thrust of this model underpinned by the integrated strategic approach will be the provision of support across the entire value chain of support services covering the entire spectrum from pre-  formation support, non-financial support (i.e. technical and management training, business development support, market intelligence, access to   technology, etc.), financial and post-investment support (i.e. mentorship or hand-holding, shared services support platforms, incubation and access to   market support, etc.). In addition, the model also posits the provision of the following support, namely, the on-going profiling of cooperatives, communication outreach, improving access information, conduct research, strengthening the monitoring and evaluation of impact of support services.

 

4. The second co-operative model entails developing new generation cooperatives. In the past, the focus was to solely support the development of traditional cooperatives, a shift in emphasis will now be to develop new generation cooperatives. A New Generation Co-operative (NGC) is a relatively new type of cooperative used primarily in the value-added processing of agricultural commodities. The NGC is not a specific legal structure. Rather, the term New Generation Cooperative is used to describe how a firm operates. It primarily describes the relationship between the firm and its members and how the firm is financed. Unlike traditional cooperatives, in which start-up expenses are minimal and growth is financed through members' retained earnings, permanent equity to fund NGC start-up and growth is financed through the sale of delivery rights. These delivery rights represent a member's right to deliver a specific amount of commodities to the cooperative. Members benefit in proportion to their use, and nearly all NGCs are democratically controlled through one member/one vote.

 

5. There are six primary characteristics of New Generation Cooperatives:

  5.1 Defined membership. Frequently, NGCs are referred to as closed cooperatives. The number of members in an NGC depends upon the proposed   capacity of the cooperative's operations. One of the key features of the NGC is its ability to control supply or access to the cooperative's operations. In   other types of cooperatives, members can enter and exit as they please, and cooperatives operating without marketing contracts with their members have   no way to guarantee a specific operating capacity at any one time. By limiting membership to those members who purchase the right to supply the   cooperative, the NGC is able to ensure a steady supply of the agricultural inputs required for running operations at the most efficient level possible. In an   NGC, the membership is generally not permanently closed. If the cooperative decides to expand production, for example, it could seek equity from   producers outside the initial membership.

  5.2 Delivery rights: a right and an obligation to deliver. Once members contribute equity towards the NGC, they receive the right and obligation to   deliver a specific quantity of the commodity each year. This means if producers have purchased the right to deliver 5,000 bushels of corn each year, they   must deliver 5,000 bushels-no more, no less. If they cannot deliver that amount or if the commodity does not meet the quality standards set forth in the   marketing agreement, the cooperative may have the right to buy the commodity on the producers' behalf and charge for the difference in price.

  5.3 Upfront equity required from producers. Adding value to agricultural commodities can be capital-intensive. Before lending money to a project,   banks and other lending institutions will require producers to raise part of the project cost. Often, this means producers must raise 50 percent or more of   the total project cost. If the project is estimated to cost R1million, for example, producers will need to raise R500,000 or more. Although it may be   possible to find private investors to reach the required equity level, producers are often the sole source of equity. As a way to tie members' use to the total   project equity required, the total amount to be raised is broken into smaller units. These units are tied to the amount of product required to be delivered.   A market feasibility study will help determine the most economically efficient size for the processing facility. Once you know the amount of commodities   the plant will require each year, you should then determine how to allocate this total amount into shares. For example, if the most efficient size plant   requires one million bushels of soybeans a year, you should divide one million into a specific number of shares. To determine the specific number of   shares, you should set minimum and maximum amounts of delivery rights to be purchased. To determine this, you need to balance two issues: how   many producers do you want involved in the business and what is financially viable for you and other producers to commit. For example: assume on the   R1 million project above, producers need to raise R500 000. If one million bushels a year are required to run the plant at the most efficient level, you could   divide the number of bushels into a minimum delivery right purchase of 5,000 bushels and a maximum of 50,000 bushels. Thus, the cooperative could h   have as many as 200 members or as few as 20 members.

  5.4 Delivery rights are transferable and may fluctuate in value. The delivery right is similar to a share of corporate stock because it represents a   firm's permanent equity. As with a share of corporate stock, the value of your delivery right will depend on your firm's profitability. If an NGC is successful   and provides value for its members, the delivery right may appreciate in value. If the NGC does not provide value to its members, the value of the delivery   right may decrease. Unlike stock in a public corporation, however, the delivery right has a very limited resale or trading market. To comply with antitrust   laws, tax, and registration law, NGC constitutions limit transfer to other producers and usually require the board of directors to approve any transfer.

  5.5 Marketing agreement entered into between member and cooperative. Upon purchasing delivery rights, members are required to sign a   marketing contract outlining the duties of both the members and the cooperative toward each other with respect to the delivery, quality, and quantity of   producers' commodities. These contracts are usually evergreen contracts, meaning they are for specified periods of time (from one to five years). They are   renewed automatically unless either party gives notice to the other within a window of time specified in the marketing agreement. The market agreement   often specifies the high quality standards required of members' commodities, especially in cooperatives producing consumer-level goods. The marketing   agreement outlines the specific quality required to be delivered, how quality will be measured, and the producer's rights and obligations if the quality   standard is not met.

  5.6 Members and their NGC share three primary legal relationships: Members must purchase a share of common stock or other membership   share to enable them to vote in all decisions set forth in the constitution. Members also purchase delivery rights, which are both a right and an obligation   to deliver. The delivery rights are evidenced by legal documentation and are usually transferable upon approval from the board of directors. Finally,   members must sign a marketing agreement when purchasing delivery rights and voting stock. The marketing agreement defines the rights and obligations   of both the member and cooperative toward each other with respect to the delivery of commodities from the member to the cooperative.

  5.7 As a result, members must pay money to the cooperative for both the voting stock (usually very minimal) and the delivery rights (amount varies on   project size, minimum and maximum purchase requirements, and the specific amount of commodity to be delivered by the member). Members are   required to deliver the specified quality and quantity of commodities at pre-specified intervals for the length of the marketing agreement (which is usually,   through evergreen contracts, perpetual in nature). The cooperative, in turn, is required to pay members a pre-specified price for the commodities delivered   (usually a formula price based on spot market prices at a specified exchange, with additions or subtractions based on quality). The cooperative also is   required to return any profits to members on a pre-specified schedule determined by the board of directors. Depending on operating cash requirements,   the timeline for returning profits could be immediately. Due to securities law issues, cooperatives are not actively involved in the transfer of delivery rights.   The cooperative usually requires approval from the board of directors before any transfer is complete, and sometimes an outside broker handles the   actual transfer of delivery rights.

 

6. The new generation cooperatives deal with all those risk areas that rendered the traditional cooperatives vulnerable, weak and unsustainable. These involved providing a closed market through membership ensuring members operate within the ambit of the cooperatives and cannot easily transfer its trading rights to other entity. By allowing equity ownership structure new generation cooperative can easily raise external capital which was not easy for the traditional cooperative whose democratic ownership structure made it possible to attract foreign equity owners in the traditional cooperatives. Sustainability of primary agricultural cooperatives will be guaranteed with the promotion of the utilisation of the new generation cooperative model.

 

7. The core beneficiaries of the two models are poor households, youth, women and men. The two models are to focus on developing cooperatives in rural and township areas in critical sectors such as agriculture, construction, retail/consumer cooperatives, Cooperatives Financial Institution (CFI), Arts and Craft, Textile, and Informal Sectors of the economy. This does not mean other sectors are excluded, it only means that these will be given priority

The new models, which among others, place a considerable emphasis on community development,are envisaged to be rolled-out effectively during the 2017/18 financial year. The envisaged outcome with respect to the implementation of the models will be an increase in the number and sustainability of cooperatives, which will, in return, contribute to employment creation and poverty reduction thus assist government to move closer to fulfilling the socio-economic goals set out in the National Development Plan.

Reply:

I have been informed by Telkom as follows:

1. (a)(i) 207 038 058 Shares

(ii) R15 244 212 210.54 as on 31 January 2017 (Government shareholdings have not changed since the previous reporting period- September 2016)

(b) Government is not required to appoint any directors to the Telkom Board.

(c) Telkom does not have any government appointees on their current Board.

(d) No appointments

(2) (a) It is the prerogative of the Board on the recommendations of the Nominations Committee subject to Shareholder approval.

(b) It is the prerogative of the Board on the recommendations of the Nominations Committee subject to Shareholder approval.

Reply:

(1) Yes, (a) (b) (i) and (ii) the department has found that some members of the local communities have been influenced to participate in the illegal trade in wildlife and poaching in and around the Kruger National Park. There have been instances where some of the community members are used by syndicates to pouch and support those pouchers.

Clarity needs to be given that the approach by the department and the South African National Parks is to combat, root out and stop both illegal trade and poaching, and therefore not to regulate such. Our mandate is to ensure that legal trade is well regulated hence the numerous regulations including Threatened or Protected Species Regulations (TOPS) of 2007, the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) Regulations of 2010, associated norms and standards, and such complemented by the permitting system adjudicated according to provincial ordinances. The Integrated Rhino Management Approach, being implemented for an example, provides a focused prioritisation of law enforcement, community engagement, biological management, and responsive legislation as its tenants. The implementation of the environmental monitors programme provides an effective interface with the local community. This complemented by the implantation of the People and Parks Programme contributes in the fight against illegal trade and poaching.

Additional Information

1. Department of Environmental Affairs

• The National Biodiversity Economy Strategy:

The National Biodiversity Economy Strategy is a 14 year strategy which is aimed at addressing developmental and growth constrains of the Biodiversity Economy in South Africa, focusing on the Bioprospecting/biotrade and wildlife subsectors, in particular. The National Biodiversity Economy Strategy serves as a suitable strategic tool to achieve this anticipated sustainable advancement for these subsectors. The strategy also recognises the significance of sustainability of these sectors through ensuring that the ecological infrastructure is safeguarded, as well as that various stakeholders play significant roles, especially the rural communities in and around areas with high biological resources, and the protected areas being one of these. The vision of the National Biodiversity Economy Strategy is to optimise economic benefits from the sustainable use of the country’s biodiversity, and provide an enabling environment for communities and entrepreneurs to participate in the biodiversity economy while contributing to poverty alleviation, sustainable development and conservation of the country’s rich biodiversity and ecosystem services. To address the issue on the illegal trade of wildlife and poaching, which also came to light during the development of the National Biodiversity Economy Strategy, the department identified and adopted principles that will ensure the sustainable growth of the sector, these include, inter alia, ensure fair and equitable beneficiation; identify incentive driven compliance to regulation and ensure ethical practices.

In light of the above, the strategy also identified a few Transformative Enabling Interventions to speak to these efforts of ensuring sustainable growth of these two subsectors and these include:

• Streamlining the Regulatory Environment: To address a range of regulatory gaps, overly complicated permitting requirements, inefficiencies and capacity constraints that limit the sector, as well as create a legislative enabling environment for business, and build confidence in the regulatory system.
• Enhancing Education, Skills and Capacity: To promote Small Micro and Medium Enterprises, to ensure that communities understand the economic value of the wildlife around them and that the young generation understands the value of protecting and sustainably utilising the wildlife.
• An economic transformation initiative: Provides an environment where the sector comprises of different players, where rural communities, women, youth and people with disability are also able to engage in economic activities that make a difference in their lives and communities.
• Advocacy for the Wildlife sector: To address the negative perceptions in the wildlife sector which will enable the growth and increased participation in the sector. Furthermore, advocacy for sustainable utilisation of genetic and biological resources which is essential to support the growth of local and international markets, and to encourage participation of communities in these markets.

• The department is implementing the Great Limpopo Trans-frontier Conservation Area (GLTFCA): Integrated Livelihood Diversification Strategy.

The aim is that such a strategy would serve to:

• develop a collective vision and integrated approach to enhancing livelihood options in the project area;
• agree on a set of strategic priorities as well as management nodes for priority attention in the first iteration of implementing the strategy (that is from 2016 to 2030);
• identify appropriate, viable and strategic livelihood initiatives that could be applied to the GLTFCA area, including where existing initiatives are working and can be scaled and shared to a wider audience;
• identify and address prevailing constraints to the success of livelihood initiatives; and
• ensure that current and future threats and risks from climate change and other anthropogenic activities (such as land uses) have been considered when identifying livelihood interventions for resilience.

This will be achieved by:

• providing a mechanism or platform to support networking between actors across the GLTFCA;
• agreeing on a common approach to monitoring and research that will support improved data-driven management, comparative analysis and enhanced impact;
• supporting good cooperative governance through coordinating existing strategies, priorities, investments and efforts to achieve synergies, avoid duplication and identify gaps;
• empowering communities to actively participate in resource management decisions;
• supporting the sharing of lessons learnt across the groups and regions, including shared information management;
• defining responsibilities to ensure that all actors are working towards their competitive advantage while also ensuring that activities are being delivered at each scale (household, community, regional levels) and time horizon (short term, medium term and long term);
• providing inputs to support proactive fundraising that is designed to demonstrate to investors and donors how their interests can be achieved by supporting our defined priorities; and
• promoting a regular review cycle to ensure plans are adjusted to changing contexts and new learnings.

The timeframe for the strategy is 15 years - from 2016 to 2030.

The Great Limpopo Trans-frontier Park (GLTP) and its implementing agencies in Mozambique, South Africa and Zimbabwe namely; Administracao Nation das Areas de Conservacao (ANAC), the South African National Parks and the Zimbabwe Parks and Wildlife Management Authority (ZPWMA) are mandated through the treaty to support the livelihoods of communities in the GLTFCA. They, through the protected areas, also have a vested interest to share benefits and create value for the local communities in conservation and associated activities. The parks (both public and private) also have a responsibility to communities to (i) mitigate negative impacts and (ii) deliver effective corporate social investment. This, notwithstanding the formal mandate for socio-economic development outside protected areas, falls under government. Civil society organisations, private sector partnerships and donors are able to support this official mandate through augmenting the resources and capacities of government. As much as possible, decision-making should be devolved to community level to ensure greatest likelihood of success and the skills and assets owned by communities themselves are recognised and strengthened. The view is that if all of these players work together on a joint and agreed upon plan, the likelihood of achieving sustainable and meaningful impacts is significantly enhanced. While elements of this strategy are framed from the perspective of the conservation authorities, we recognise that no one party on its own will be able to drive this process without the buy-in and support of others. It is proposed that the GLTFCA stakeholders and the protected areas authorities play an important role in catalysing and sustaining momentum around the establishment of such partnerships. By identifying all the existing ‘engines’ of delivery and agreeing on how they can be positioned relative to one another under the infrastructure of a shared strategy, we believe our vision can achieve a lift off.

• The department continues to implement the resolutions of the People and Parks Conferences we have hosted recently which are the culmination of the discussions in the commissions by communities, officials and interested stakeholders. One of the focuses to this is that communities are put in the centre of our efforts to combat wildlife crime, thereby ensuring that a sense of ownership is instilled in order for them to protect and value their natural heritage. Recently the department embarked on a lab activity where details of activities were determined regarding which would be executed/implemented with the view to ensuring that the communities see value in wildlife. Through these, projects earmarked to elevate the value of biodiversity are are being packaged and implemented across the sector.

• Recently the department had embarked on a Rhino Lab process which entails a stream focusing on community empowerment to prevent them from getting involved in illegal trade in wildlife and poaching. The department has also developed a 14 year National Biodiversity Economy Strategy (NBES) which will serve as a suitable strategic tool to achieve the anticipated sustainable advancement for the wildlife and bioprospecting/biotrade industries of South Africa.

To ensure successful implementation of the National Biodiversity Economy Strategy, the department recently co-hosted with the Department of Tourism a Biodiversity Delivery Lab which took place from 11 April to 13 May 2016, primarily to develop an implementation plan for the National Biodiversity Economy Strategy. The Biodiversity Economy Delivery Lab adopted the Big Fast Results (BFR) methodology which is a similar approach adopted for the country’s Operation Phakisa for Oceans Economy. The Lab brought together a team of government, industry, academics and civil society to work in an iterative manner to develop detailed implementation plans that can fast track delivery for solving complex problems/issues and unlock our biodiversity economy.

The Department of Environmental Affairs hosted two work streams in the Biodiversity Delivery Lab namely, the Wildlife, and Bioprospecting. Overall, the Lab aspirations were centred on transformation, sector sustainability and economic growth. In the process, the respective work streams were able to prioritise issues that would move the respective sectors forward within the next three years. Consequently, initiatives addressing each of the prioritised issues were developed and further unpacked in a “3-feet plan (a detailed, line by line implementation plan with assigned owners and timelines) consisting of the budget and legislative requirements to implement the identified initiatives. The initiatives developed during the Lab processes were presented through syndications with relevant Heads of National and Provincial Government Departments and Entities. This saw the adoption of the initiatives by the mentioned stakeholders and also the Heads of Department of provincial departments. The Biodiversity Economy Strategy focuses on supporting community entities that manages or own land suitable for wildlife, such as Communal Property Associations (CPAs), Traditional Authorities and Community Trusts, this work is done in partnership with other departments such as the Department of Rural Development and Land Reform and the Land Claims Commission as well as the Department of Agriculture, Forestry and Fisheries where applicable.

• In addition, the department relies on and supports all Security Clusters partners operating in these communities.

1. South African National Parks

• Community park forums intended to improve interaction between the South African National Parks and the surrounding communities and other stakeholders adjacent to national parks. These involve regular engagements around issues related to combating wildlife crime, land claims, beneficiation and other relevant matters.
• Implementation of awareness campaigns, environmental education programmes, social legacy projects around the national parks.
• Socio-economic projects designed to ensure that communities adjacent to the national parks benefit directly from the South African National Parks conservation efforts and get them involved in protection of South Africa’s biodiversity assets.

(2) Yes, the South African National Parks works with other government departments to combat poaching both inside and outside the Kruger National Park. The South African National Parks is part of the environmental cooperative governance mechanism of Government that seeks to foster cooperation and harmonisation of approaches. The Kruger National Park in particular, is the hub of anti-poaching operations aimed at combating, particularly rhino poaching. This cooperative approach involves the Security Cluster in the South African Police Service, the South African National Defence Force, as well as the Department of Home Affairs, the Department of Rural Development and Land Reform, the Department of Agriculture, Forestry and Fisheries, and the South African Revenue Services. The same lessons learnt from the implementation of this anti- rhino poaching approaches are beneficial to other wildlife species crime combating.

Additional Information

In 2014 the South African National Parks developed a National Rhino Management Strategy that places emphasis on cooperation with other government departments in respect to combating wildlife crime both inside and outside the Kruger National Park. At the core of the strategy is also the intention to relocate rhinos from high risk areas in the Kruger National Park to other low risk areas inside the park and other parks to combact poaching and to ensure continued growth of the rhino population. The aim is to stimulate growth in large protected areas while creating new rhino strongholds to offset the effects of poaching and smultaneously improving the population size.

In addition, the formal cooperation with all relevant government departments and other role-players/stakeholders is guided by the National Joint Structures and implemented from a Mission Area Joint Operations Centre. Joint planning and execution is the norm and plans are tailored to align with the national strategy that addresses four focus areas namely:

• joint anti-poaching law enforcement operations,
• biological management of the rhino population,
• the creation of long term sustainable economic and other alternatives, and
• the constant exploration of game changers such as technology appropriate solutions and the collapsing crime networks.

 

Reply:

(1)(a)(b)

Yes, provinces do have a database and/statistics on the number of learners with disabilities. The Department of Basic Education (DBE) together with Provincial Education Departments (PEDs) conduct three surveys that collects information on learners with disabilities annually, which are: Snap Survey and Annual Survey for Special schools (collect learner enrolment in special schools), and Annual Survey for ordinary schools (collects information on disabled learners in mainstream and full service). Each PED provide their individual databases to DBE, which, in turn, establishes a national database.

(2)(a)

The last survey on schools for learners with Special Needs was conducted on the 01 September 2016, which was the Annual Survey for Special schools.

(2)(b)(c)

Table 1 below indicates the number of special schools surveyed in 2016. It shows that there were 462 special schools in 2016 with 119 403 learners.

Table 1: Number of special schools and learners, by province, in 2016

Province	(b) Number of Special Schools	(c) Number of learners in Special schools
EC	43	9 463
FS	21	5 984
GP	149	47 769
KZ	65	14 986
LP	35	8 630
MP	20	3 778
NC	11	1 494
NW	32	7 395
WC	86	19 904
National	462	119 403

Source: 2016 SNE SNAP Survey

(3)(a)(b)

The Department has forwarded the question to the Provincial Education Department and is awaiting the response. The response will be forwarded as soon as the Department receives it.

(4)

Table 2: Number of special schools converted into resource centres by province, in 2017/18 financial year

Prov.	No. SSRCs
EC	19
FS	5
GT	17
KZN	16
LP	5
MP	8
NC	5
NW	8
WC	25
Total	108

Source: PED’s submission

(5) (a) The information on the number of learners at each school for learners with special educational needs who have been erroneously placed in each financial year is not readily available in Provincial Education Departments (PEDs), given that the implementation to scale of the Policy on Screening, Identification, Assessment and Support (SIAS) at school level was preceded by training mainly during 2016/17 and effective implementation has only started in 2017.

(b) Measures in this regard will be put in place from 2018 onwards.

Reply:

I have been informed by SAPO as follows:

1. Mail is delivered at the Serenitas Retirement Village every second day.

2. The so-called “dumped mail” seen at the gate of Gracia’a Retirement Village on 09 January 2017, was for delivery at the Serenitas Retirement Village. When the volume for delivery in an area is too much for the postman to carry, excess mail is prepared and placed in an excess mail bag called dump bag. The bag is then transported by vehicle to a convenient spot, in this case, Gracia’s Retirement Village, where the postman will collect and deliver further. No dumping of mail took place.

Reply:

 

(1) Yes.

(a) The South African National Parks does have plans in place, and processes are also underway to finalise the sale of rhino that will be sourced from outside the Kruger National Park’s proposed intensive protection zone. The rhinos will be sold to buyers who meet the requirements drawn in terms of the Rhino Integrated Management Approach. The approach calls for animals to be sold to buyers who will keep them in safe areas, grow numbers and who will utilise them to generate an economy that will be to the benefit of local communities as per the Biodiversity Economy Strategy of the Department of Environmental Affairs.

(b) The South African National Parks has plans in place to relocate rhinos that fall outside of the Kruger National Park’s proposed intensive protection zone. The South African National Parks has a custodianship agreement in place that guides the relocation of animals and its management. This custodianship agreement is a tool to govern the shared custody of animals, allows for the loan of a limited number of rhinos and other animals into the custody of communities who are in possession of reinstituted land as a donation to cultivate breeding and use of land for wildlife management. The custodianship agreement also allows for the relocation of animals to emerging game farmers for the same reasons, to grow the numbers while growing the tourism estate and to contribute to the empowerment of these new entrants in the wildlife sector.

(2) Yes the custodianship programmes will continue to be linked to community empowerment projects that facilitate entry into the wildlife ranching sector as well as consistent with the Biodiversity Economy imperatives. These programmes entail a thorough assessment process that identifies suitable rhino sanctuaries through site inspections, and appropriate incentives are built into the programme. These incentives include support for operations and management, as well as capacity development. Furthermore, direct incentives will be derived from the benefits that will be generated from the enhanced operations of the participating entities and resultant income.

 

Reply:

1.   (a)(b)(c)All mining permits (processing of dumps) that were issued over these properties have lapsed, however, two mining rights have been granted and issued respectively.

(i)(ii) Samancor Chrome – granted for Chrome

Lebowa Platinum Mines (Bokoni Platinum Mines) – Issued for All minerals on different reef/seam

2.   The Department is working with law enforcement agencies and have also opened cases at the local police station. According to the latest developments, a lot of machineries were confiscated / impounded on site. The Department will continue to work with law enforcement agencies hoping that the perpetrators will be successfully prosecuted. The Department has served notices to most perpetrators as part of administrative enforcement but furthermore opened cases as part of criminal enforcement.

Approved/Not Approved

Mr MJ Zwane, MP

Minister of Mineral Resources

Date Submitted:-……………/………………/2017

Reply:

I have been advised by the Department follows:-

(1) (a) The Department appointed Fidelity Security Group (Pty) Ltd.

(b) The service provider was appointed on 28 October 2016.The contract started on 1 December 2016.

(c) (i)The duration of the contract is two years.

(ii)The contract cost is R11 817 326.44 (VAT inclusive)

(2) (a) The material terms of the successful bid was that the service provider met all the requirement of the department regarding evaluation criteria stipulated in the bid documentation. The following were material terms for the successful bidder:

• Experience in providing physical security services,
• Proof of registration with Private Security Industry Regulatory Authority (PSIRA),
• Financial capability and
• Detailed Project Execution Plan.

(b) On the closing date, 70 bids were received by the Department.

(c) Normal government Supply Chain Management (SCM) bid evaluation and adjudication processes were followed.

(3) Imvula Quality Protection (Africa) (Pty) Ltd did not score the highest in the bid evaluation and adjudication processes.

Reply:

I have been informed by the Department as follows:-

i.  MINISTER

 

a) MAKE	b) MODEL	c) PRICE	d) PURCHASE DATE
Audi Q7	Q7 3.0 TDI	681 841.98	2014/15 FY
Jeep	Grand Cherokee 3.6 Overland	626 661.00	2014/15 FY

(aaa) 2014-15

The vehicles bought as per the table above.

(bbb) 2015-16

No vehicles were purchased for the Minister in this financial year.

(bb) Since 1 April 2016

No vehicles were purchased for the Minister in this financial year.

ii.  DEPUTY MINISTER

a) MAKE	b) MODEL	c) PRICE	d) PURCHASE DATE
LEXUS	ES250	438 152,16	2014/15 FY
Jeep	Grand Cherokee 3.0 LTD	637 114,00	2014/15 FY

(aaa) 2014-15

The vehicles bought as per the table above.

(bbb) 2015-16

No vehicles were purchased for the Deputy Minister in this financial year.

(bb) Since 1 April 2016

No vehicles were purchased for the Deputy Minister in this financial year.

Reply:

(i)  In the period under review the following vehicles were purchased for use by the Minister of Science of Science and Technology:

(aaa) 2014 – 15 Financial year for Pretoria Office:

1. Audi Q7 3.0 TDI 180 kw Q TIP;
2. 2015
3. R697,733.58 and
4. 23 July 2015 (invoice date)

(bbb) 2015 – 16 financial year for Cape Town Office:

1. Audi Q7 3.0 TDI quarto;
2. 2016
3. R798,020.53 and
4. 29 March 2016 (invoice date)

(bb) Since 1 April 2016

1. No cars were purchased.
2. Not applicable
3. Not applicable
4. Not applicable

(ii)  In the period under review , no vehicles were purchased for use by the Deputy Minister of Science and Technology.

Reply:

Yes.

The Department of Health has adopted an integrated model of care whereby all service users must be consulted within the provision of health care services.

In rural areas where specialized services are not in reach of where communities live, plans are underway to contract with private providers. In areas where there are no private providers communities will be served through specialist outreach services.

END.

Reply:

I have been informed by SITA as follows:

1.  Ms. Unathi Mtya was employed by SITA as the Head of Internal Information Technology division and has since resigned on 31 July 2016.

2.  SITA did not receive an application for a bursary nor award a bursary to Ms. Unathi Mtya to study at the Columbia University in New York.

a) Not applicable

b) (i) Not applicable

(ii) Not applicable

(iii) Not applicable

Reply:

I have been informed by SAPO as follows:

(1) (a) During the period 1 January to date no casuals were appointed within SAPO. All casuals were converted to permanent part- time or full time employees by September 2016.

(b) Two fixed contractors were appointed since 1 January 2017. One fixed term contractor was appointed with effect from 3 January 2017 for a fixed term of 9 months within the Travel Office and another fixed term contractor was appointed with effect from 1 February 2017 for a period of 18 months to assist with the National Address roll out project.

Reply:

1.  The Department of Environmental Affairs has put various measures in place for monitoring, regulating and enforcement in the traditional healers industry as further expanded upon below:

The Department of Environmental Affairs has promulgated the National Environmental Management: Biodiversity Act, 2004(Act 10 of 2004) (NEMBA), the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) regulations, as well as the Threatened and Protected Species (TOPS) regulations. In terms of Section 57(1) of NEMBA, a person may not carry out a restricted activity involving a specimen of a listed threatened or protected species without a permit issued in terms of Chapter 7 of NEMBA. Therefore, a permit would be required each time a traditional healer carry out a restricted activities. Restricted activity is defined in NEMBA, and includes, but not limited to; possession, transporting selling, buying, damaging, and cutting of a specimen of listed threatened or protected species. Carrying out of any restricted activity involving a specimen of a listed threatened or protected species without a permit is an offence which is punishable by either a fine not exceeding R10 million or an imprisonment for a period not exceeding ten years, or both such a fine and imprisonment. Monitoring of compliance and enforcement of the above legislations is conducted by Environmental Management Inspectors (EMIs)

(a). Not applicable.

(b). The Minister has, in terms of the provisions of the National Environmental Management Act of 1998 (NEMA), appointed officials within the Department of Environmental Affairs and duly designated them as Environmental Management Inspectors (EMIs). The EMIs are part of the National Environmental Management Inspectorate. The EMIs (also known as the “green scorpions”) are mandated to monitor compliance with environmental legislation and to take enforcement action in cases where non-compliance with environmental legislation has been detected. It should be noted that there are also green scorpions at the provincial environmental and conservation departments.

In 2014, the National Environmental Compliance and Enforcement Strategy (NECES) was developed for the Inspectorate. In line with the strategic objectives of the NECES, specific sectors are prioritised for compliance and enforcement activities; and during the 2016/17 financial year, the “Traditional healers”, “Muti traders” and “Muti Collectors” industry was a focus area for compliance promotion and awareness initiatives as a precursor to more targeted compliance monitoring and enforcement planned for the 2017/18 financial year.

The project thus far has focused on compliance promotion and awareness campaigns for the “Traditional Healers”, “Muti-Traders” and “Muti-Collectors” operating at the “muti-markets” in order to assist them to come into compliance with national environmental legislations, such as the National Environmental Management Biodiversity Act, Act 10 of 2004, (NEMBA), with regard to buying and selling species listed on the Threatened or Protected Species List at the “muti-markets”.

On 19 January 2017, the Department of Environmental Affairs (DEA), together with Gauteng Provincial Department of Agriculture and Rural Development (GDARD), hosted the first biodiversity compliance awareness workshop in Johannesburg, Gauteng Province. The main purpose of the workshop was to bring together all traditional healers and “muti-traders” operating at the Faraday and Mai Mai markets. Further events in other provinces and additional meetings are planned for the latter part of the financial year, ahead of the more targeted compliance and enforcement work that will take place as part of this project in the 2017/18 financial year.

(2) Yes, the Environmental Management Inspectors (Green Scorpions) from the Department of Environmental Affairs and Gauteng Department of Agriculture and Rural Development have visited Faraday Muti Market situated at the Faraday Taxi Rank in Johannesburg.

(b) The reason for this particular visit was not to conduct inspections and identify endangered species yet. The purpose for the attendance at the market was to meet with the management of the Muti Markets with regard to the compliance promotion and awareness campaign being conducted by the Department. This type of campaign is critical to ensure that those working at the market are aware of the legal requirements for trade, as well as what trade is permitted. It was also to ensure that the trade that is conducted at the market is sustainable, as well as also to assist in enabling the trade at these markets to continue in line with what is legally permitted. The effectiveness and ultimate success of our monitoring and enforcement activities are strengthened if they are preceded by these types of campaigns.

(b) (i) No individuals were penalised.

(ii) No individuals were arrested.

It must be noted that there will be further compliance and enforcement work that will be carried out to ensure that there is no trade in endangered species in line with the NECES and that appropriate penalties and arrests will be made should any infractions be found.

 

Reply:

 

No; The Department of Rural Development and Land Reform and the Commission on Restitution and Land Rights have no record of any land transferred to the said Authority.

Reply:

(1) All hospitals inclusive of rural hospitals are equipped with necessary functioning and life saving equipments in emergency sections.

(2) (a) & (b) An explanation of the equipment provided at all levels of care is elaborated below in (i) - (vi) -

(i) Blood gas machines in district hospitals are available in theatres and also provided National Health Laboratory Services (NHLS), which is on site for trauma cases, and in the higher level of care from regional hospitals is available in trauma units, theatres and intensive care units;

(ii) Partograms are available in all antenatal care units in maternity as from district hospitals to the higher level of care;

(iii) Paediatric ventilators are available to all regional hospitals where paediatric services are provided and higher level of care as this forms part of specialised care. CPAPs are available in district hospitals with high care units;

(iv) Neonatal central lines are available in Neonatal Intensive Care units as from regional hospitals to the higher level of care;

(v) Hard trauma collars are available from Emergency Medical Services (EMS) and also in trauma units in all hospitals;

(vi) Anaesthetic machine with capnogram are available in all theatres in all hospitals.

END.

Reply:

For purposes of the response, the payments to SMMEs and co-operatives cannot be separated as these are recorded together.

Information below covers the period from 01 April 2015 to 31 March 2016.

(a) The Department of Small Business Development (DSBD)

The total procurement on goods and services in respect of the 30% set aside target is as follows:

No	Description	LOGIS transactions	BAS transactions	Total	%
(i) and (ii)	SMME’s and Cooperatives	R11 715 235.01	10,332,498.72	22,047,733.73	69.34%
(iii)	Non-SMME’s	R18 450.00	9,728,481.73	9,746,931.73	30.66%
Total procurement	11,733,685.01	20,060,980.45	31,794,665.46	100.00%

 

In addition the R3.5 million spent on capital assets was procured through the SMME’s.

(b) Entities reporting to the DSBD

The Small Enterprise Development Agency (SEDA)

The Small Enterprise Development Agency (SEDA) total procurement on goods and services in respect of the 30% set aside target is as follows:

No	Description	Total	%
(i) and (ii)	SMME’s and Co-operatives	R255m	56%
(iii)	Non-SMME’s	R200m	44%
Total procurement	R455m	100%

The Small Enterprise Finance Agency (SEFA)

The R 126,016,582 total procurement on goods and services in respect of the 30% set aside target is as follows:

No	Description	Total	%
(i) and (ii)	SMME’s and Co- operatives	R 88, 211,607.40	70%
(iii)	Non-SMME’s	R 37, 804,974.60	30%
Total procurement	R 126,016,582