Questions and Replies

Reply:

1. (a) Various Correctional Services centres as follows:

• Barberton
• Baviaanspoort (Pretoria)
• Brandvlei (Worcester)
• Devon/Springs
• Drakenstein (Paarl)
• Goedemoed (Aliwal North)
• Grootvlei (Bloemfontein)
• Groenpunt (Vereeniging)
• Kirkwood
• Leewkop (Bryanston)
• Losperfontein (Brits)
• Overberg (Caledon)
• Rooigrond (Mafikeng)
• Sevontein (Pitermaritzburg)
• Middledrift (king Willams Town)
• Voorberg (Pietermaritzburg)
• Waterval (Utrecht)
• Zonderwater (Cullinan)

(b) (i) Rakgalakane has an agreement with Sernick Veevoere (Pty) Ltd to provide animal feed in the RT11/2016 transversal contract. Rakgalakane Investment cc submitted an authorisation letter from Sernick Veevoere (Pty) Ltd as their manufacturer. As an agent to Sernick Veevoere (Pty) Ltd they provided registration certificates and composition labels of the animal feeds from Department of Agriculture. In this case, all the items awarded to Rakgalakane Investment cc as manufactured by Sernick Veevoere (Pty) Ltd complied with the specification and registration certificates and were verified by the Department of Agriculture before the bid was awarded.

(ii) Supply of animal feed – Rakgalakane Investment cc has previous experience of delivering animal feed to amongst others North West drought relief programmes.

(c) Rakgalakane Investment cc uses the storage facilities of Sernick Veevoere (Pty) Ltd.

(d) Yes, see answer in (b) i.

2. (a) Physical address:

Stoneridge office Park,

8 Greenstone Place,

Greenstone, Edenvale,

1609

(b) Contact details of the specified company’s

Lerato Bevline Rakgalakane

Cell No: 084 296 8826

Tell No: 011 201 2167

E-mail: [email protected]

(c) Any other premises? - None

Reply:

The threat assessments that SSA provide, in compliance with the counter intelligence mandate as provided for in the National Strategic Act of 1994 (No. 39 of 1994) as amended, do not prescribe security measures that need to be implemented in response to a threat. The determination of the measures to be applied is the prerogative of the requesting institution.

Reply:

1. Mr Jonas Makwakwa was officially suspended on 15 September 2016.

2. His suspension was effected in accordance with the provisions and relevant procedures of the SARS suspension policy.

Reply:

(1)(a) An advert calling for nomination of persons to serve on the Board of the Agency was published in the Sunday Newspaper of the 05 February 2017. Members of the public responded positively and a number of nominations were received.

(b) The Department is currently busy with the shortlisting process and will make appointment in due course.

(2) The term of the Board lapsed on the 31 July 2017 and at the time there were five (5) remaining Board members. The Acting Chief Executive Officer of PRASA, Mr Lindikhaya Zide in terms of Section 49 (2)(b) has assumed the responsibility of the Accounting Authority of the Agency as an interim measure till the recruitment process of the new Board of Control has been finalized.

Section 49 (2)(b) of the Public Finance Management Act, 1999 (Act No. 1 of 1999), provides that:

(1) Every Public Entity must have an Authority, which must be accountable for the purpose of this Act.

(2) If the Public Entity;

a) has a Board or other controlling body, that Board or controlling body is the Accounting Authority for that Entity; or

b) does not have a controlling body, the Chief Executive Officer or the other person in charge of the Public Entity is the Accounting Authority for that Public Entity unless specific legislation applicable to that Public Entity designates another person as the Accounting Authority”.

Reply:

The Democratic Alliance instituted review proceedings in the Pretoria High Court and the Constitutional Court against the Government. The matter is therefore sub-judice.

Reply:

Mechanisms put in place by:

(a) South African Tourism (SAT) to:

(i) SA Tourism has created a digital asset library with approved images, films and a destination presentation that considers all the provinces for Provinces and various stakeholders to use.

(ii) SA Tourism provides a Corporate Identity Manual to guide the SA Tourism brand and images to be used. SA Tourism has further included this in the pending performance agreements with the Provinces.

(b) Department of Tourism to:

(i) - (ii) Not applicable, the destination marketing mandate is with South Africa Tourism.

Reply:

1. Mr. Matsobane Matlwa resigned from SARS (a) on 25th July 2017 (b) for personal reasons (c) with his notice period of one month being the month of August 2017. His effective last day of service was 25th August 2017. Mr. Matlwa served his notice period from home.

2. Mr. Matsobane Matlwa’s services were officially terminated on the basis of his resignation on 25th August 2017.

Reply:

Department

Financial year	2016/17	2015/16	2014/15
(a)(i) Number of consultants used by Department	64	64	63

(b) Reasons for using the services of consultants for the Department:

Consultants were used to maintain the Electronic National Traffic Information System (eNaTIS), to scrap taxis, to oversee provincial road maintenance, to render oil pollution prevention services, to perform feasibility studies and to develop plans, strategies, policies and legislation.

Financial year	2016/17	2015/16	2014/15
(c) Budget allocations for Department	R256,125,000	R325,807,000	R437,897,000
(d) Actual costs for Department	R443,607,000	R308,394,000	R718,486,000
In 2016/17 and in 2014/15 the actual costs exceeded the final budget allocations because the cost of maintaining the eNaTIS was unfunded.

Cross-Border Road Transport Agency

(a) (ii) (b), (c) and (d)

YEAR	(a) NUMBER	(b) REASON	(c) BUDGET	(d) ACTUAL COST
2014/15	9	Conducting market research on routes for the developing of market access regulation tool	R 2 953 149.77	R 1 122 279.60
		Development of regulations for the Electronic Route Adherence Control	R 132 659.70	R 50 414.40
		Interpretation services	R 63 152.85	R 23 999.85
		Actuarial valuation of post-retirement medical benefit	R 72 510.45	R 27 556.00
		Development of SMME Capacity building Initiatives	R 2 156 541.10	R 819 546.00
		Conducting independent customer satisfaction survey	R 899 933.69	R 342 000.00
		Legal Opinion	R 28 994.05	R 11 018.55
		Conducting of forensic investigations	R 3 193 103.09	R 1 213 468.58
		Transcription Services	R 4 955.30	R 1 883.16
		TOTAL	R 9 505 000.00	R 3 612 166.14
2015/16	9	Transcription services	R 245 780.97	R 18 372.21
		Conducting of forensic investigations	R 599 429.01	R 44 807.52
		VIP Integration into Pastel Evolution	R 406 051.69	R 30 352.50
		Payroll consulting	R 169 128.87	R 12 642.44
		Disciplinary Hearing Chairperson	R 683 184.09	R 51 068.24
		Piloting and implementation of SMME Capacity building initiatives	R 5 719 037.84	R 427 500.00
		Development of electronic adherence route adherence control regulations	R 931 821.90	R 69 654.00
		Development of Business Continuity Plan	R 640 532.24	R 47 880.00
		Translation services	R 10 033.39	R 750.00
		TOTAL	R 9 405 000.00	R 703 026.91
2016/17	9	Facilitation of Board Strategic Planning session	R 168 553.63	R 136 782.90
		Development of CoBit 5 ICT governance frameworks	R 498 981.11	R 404 928.00
		Transactional Advisor for the new permit issuance system	R 240 926.96	R 195 514.56
		Development of Intranet	R 55 078.39	R 44 696.65
		Actuarial valuation of post-retirement medical benefit	R 18 431.08	R 14 957.00
		Conducting Job Evaluations and benchmarking	R 160 005.48	R 129 846.00
		Conducting forensic investigations	R 221 790.33	R 179 985.00
		Payroll consulting	R 33 872.67	R 27 488.00
		Translation services	R 2 360.35	R 1 915.45
		TOTAL	R 1 400 000.00	R 1 136 113.56

Road Accident Fund

REPLY

(a)(ii) The Road Accident Fund (RAF) used the following consultants[1] in the past three financial years:	(b) the reason for using the services of consultants in each instance was that the RAF either lacked capacity and, or, expertise to deliver the required services,	(c) the budget allocation in each case is set out below:	(d) the actual cost incurred in each case is set out below:
Bytes People Solutions (Pty) Ltd		1,847,789.52	2,072,176.13
Edward Nathan Sonnenberg		110,236.53	110,236.53
Routledges Modise Incorporated		21,250,000.00	20,365,623.51
MFI Data & Networking Solution		579,347.10	579,347.10
Lindsay Keller Attorneys		685,323.81	685,323.81
Price Waterhouse Coopers Incorporated		188,939.27	563,972.82
CA Young Waardasies		66,316.65	66,316.65
Dyason Attorneys		76,438.01	76,438.01
Gildenhuys Lessing Malatji Inc		62,899.68	62,899.68
KPMG Services (Pty) Ltd		3,321,000.00	1,481,463.08
21st Century Pay Solutions		168,036.00	168,036.00
Deloitte & Touche		13,711,128.72	13,885,109.68
Gobodo Forensic Accounting		18,756.59	18,756.59
Maserumule Incorporated		2,600,000.00	2,099,296.97
South African Board For Personnel		167,037.76	167,037.76
Ernst & Young Advisory Services		5,527,854.42	10,300,791.16
P-E Corprate Services SA		171,233.70	171,233.70
Gijima Holdings (Pty) Ltd		7,185,726.77	7,185,726.77
ICAS Employee and Organisational Enhancement Services		3,965,225.30	1,413,341.28
Independent Actuaries and Consultants		305,558.85	149,501.09
Bereau for Economic Research		500,000.00	39,672.00
Price Waterhouse Coopers Incorporated		4,105,238.68	2,605,192.42
Webber Wentzel		10,000,000.00	7,623,235.92
C2C Valuations CC		25,080.00	25,080.00
Bowman Gilfillan		160,092.49	160,092.49
Empowerdex Northern Regions (Pty)Ltd		209,109.00	209,109.00
Corporate Valuations CC		6,230.05	6,230.05
True South Actuaries & Consultants		7,824,401.30	6,173,690.33
Mothle Jooma Sabdia Incorporated		130,092.61	130,092.61
Ashreq Environmental Occupational		395,119.27	395,119.27
Rain Chartered Accountants (Pty) Ltd		500,000.00	143,301.42
South African Reward Association		41,295.00	41,295.00
SD Snyman t/a Rebel Documents		9,192.00	9,192.00
Alexander Forbes Financial Services		3,254,110.00	3,102,624.00
Sizwe Ntsaluba Gobodo Inc		4,107,647.04	3,485,260.12
Core Focus (Pty) Ltd		18,146,300.60	10,542,313.02
Resolve Solution Partners(Pty)Ltd		26,238,181.76	8,969,162.04
Wolters Kluwer Tax and Accounting		432,649.38	432,649.38
NBC Holdings (Pty) Ltd		2,735,000.00	2,520,000.00
Forensic Document Consultants		300,000.00	1,938.00
Perfect Transcriber		6,883.00	6,883.00
Performanta Technologies (Pty)Ltd		1,841,684.82	1,841,684.82
Lineran (Pty) Ltd		232,200.00	232,200.00
Matshekga Labour Consultants		500,000.00	194,218.50
Grant Thornton Verification Service		202,350.00	202,350.00
A Khan t/a Anisa Khan Attorneys		32,465.00	32,465.00
Masipa Incorporated Attorneys		1,350,000.00	1,199,232.72
Advanced Risk Solution 10000 (Pty) Ltd		500,000.00	253,880.00
Astute Advisory CC		21,386,400.00	21,218,644.42
Ravuku Strategic Dispute Resolution		500,000.00	488,500.00
Indyebo Incorporated (Pty)Ltd		1,500,000.00	1,368,622.88
Qina And Sekhabisa Incorporated Attorneys		1,669,408.68	1,099,394.11
Ez Trade 112 Cc t/a Just PC's		11,400.00	11,400.00
Diale Mogashoa Inc t/a Diale Mogashoa		31,464.00	31,464.00
Growth In Motion (Pty)Ltd		462,099.00	462,099.00
Edge Forensic And Risk Consultant		362,520.00	362,520.00
Govindasamy, Ndzingi & Govender Inc		241,199.26	241,199.26
Crosscheck Information Bureau (Pty) Ltd		250,000.00	250,000.00
Dwarika, Naidoo and Company		3,000,000.00	156,384.00
FCB Africa (Pty) Ltd		6,212,190.60	6,747,132.41
Baclan Energy (Pty) Ltd		4,098.30	4,098.30

1. In this response the term “consultant” used in the question is interpreted to have the meaning assigned to the term by the National Treasury, .i.e. “a professional person appointed to provide technical and specialist advice or to assist with the design and implementation of projects and/or programs.” Accordingly, other service providers who do not meet the aforementioned definition are excluded.

Road Traffic Infringement Agency

(a) number of consultants have been used (ii) each entity reporting to him:

(b) are the reasons for using the services of consultants,

(c) the budget allocations and

(d) are the actual costs incurred in each case respectively?

Road Traffic Management Corporation

Please see response below:

South African National Roads Agency Limited

2014/15 = 104

2015/16 = 102

2016/17 = 116

2014/15 = R 1 275 124 727

2015/16 = R 1 503 036 446

2016/17 = R 1 777 223 195

2014/15 = R 1 127 245 893

2015/16 = R 1 202 029 289

2016/17 = R 1 601 028 593

Airports Company South Africa SOC Limited (ACSA)

2014/2015	2015/2016	2016/2017
139	83	67

(c) & (d) Budget Allocations and actual costs

	2014/2015	2015/2016	2016/2017	Total
Budget	R94 560 169	R87 500 331	R76 385 640	R258 446 140
Actual	R69 744 073	R80 351 807	R89 727 542	R239 823 421

Strategic

Tactical

Operational

Operational (continued)

Air Traffic and Navigation Services SOC Limited (ATNS)

Reply IT Consulting Services
Year	Consultant	Services Procured	Cost	Justification	Additional comments
2014/15	Bayajula	Business Process Mapping	R 3, 000, 000	To complement existing staff to ensure company-wide business processes were mapped in the allotted time	This was a once-off engagement
2015/16	Knowledge Integration Dynamics	Facilitation of workshops and development of specification for an enterprise Business Intelligence/Market Intelligence platform	R120 000	ATNS did not have the experience to conduct these workshops and extract appropriate requirements from users in relation to Business Intelligence/Market Intelligence area	This was a once-off engagement. The company did not tender for the work by virtue of having assisted in developing the specification
2015/16	KnowMax for IKM	Facilitation of knowledge management champions workshop	R 50 000	External expert facilitators were required to assist drive buy-in	This was a once-off engagement
2015/16	Aptronics	Provide IT network assessment services	R 140 000	There were network issues that were hampering the successful installation of data storage equipment.	This was a once-off engagement
	IT does however sign support and maintenance agreements with service providers from which we have procured IT systems or they may have assisted us with the roll-out of IT systems for which they are accredited by the original equipment manufacturer (OEM) to implement and support. These support and maintenance agreements allow us to access critical support services from these service providers whenever there are system malfunctions that cannot be resolved by internal IT staff and also to allow service providers to cover for critical resources whenever they take planned leave.

Ports Regulator of South Africa (PRSA)

Financial year	Consultant	Services received (b)	Budget ( c)	Actual costs (d)
2016/17	Meridiam Economics	Asset Valuation project for NPA assets	2 000 000	1 915 086
2014/15	KPMG	Development of Finance policies and procedures	55 900	33 141

South African Maritime Safety Authority (SAMSA)

The table below depicts the amount spent by the South African Maritime Authority (SAMSA) on use of consultants in the past three financial years.

The services of consultants were mainly used in providing ICT services in areas where SAMSA did not possess the necessary skills and expertise as well as where there was not adequate capacity internally. This is being addressed by beefing up (as evident from a reduction in actual expenditure) internal capacity with a view to ensure that these services are being provided internally within the Authority.

South African Civil Aviation Authority (SACAA)Not applicable, (ii), (b), (c), (d), the South African Civil Aviation Authority has fully implemented National Treasury Cost Containment measures regarding the use of consultants as set out in National Treasury Instruction 01 of 2013/14 as well as National Treasury Instruction 02 of 2016/17. The services of consultants during the past three financial years is as follows.

Railway Safety Regulator (RSR)

2014/15 Financial Year

(a)(ii) The total number of consultants used is 23.

(b) The services provided were:

Amount (R)	Services
54 475,00	Investigations
387 673,77	Engineering Consultant
423 669,60	Strategic planning Facilitators
496 675,20	MQS project
74 100,00	Strategic Plan Facilitators
19 950,00	Litigation costs
213 801,70	Engineering services- BOI Investigation
83 363,25	Pastel service consultant
572 280,00	Transactional advisor
61 978,00	Pastel Consulting and services
440 462,62	Legal advice
99 412,00	Legal advice
24 775,51	Legal Opinion
128 554,00	Legal Opinion
236 678,50	Legal Opinion
699 783,30	Drafting of a Rail regulation- Security
629 999,34	Drafting of a Rail regulation- Safety Critical Grades
363 438,02	Legal services- Board Of inquiry Investigation
230 281,75	Engineering services- BOI Investigation
239 670,40	Engineering services- BOI Investigation
6 726,00	Salary Surveys
177 803,77	Chairing Disciplinary Proceedings
240 996,00	HR Support
5 906 547,73

(c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R17 134 472, 52.

(d) The Actual costs incurred for consultancy services during the financial year amounted to R5 906 547, 73.

2015/16 Financial Year

(a ii) The total number of consultants used is 56.

(b) The services provided were:

	2015-2016
Amount	Services
513 082,62	Leadership Allignment
221 318,39	Rail expert consultant
715 213,20	Management Quality Services
602 156,00	ICT Assessment Report
1 138 534,50	Development of RSR Value Culture
127 791,72	Facilitators Board Strategic Session
94 962,00	Investigation- misconduct
20 822,92	Engineering services- BOI Investigation
101 368,90	Ict Project Management
186 213,30	Pastel Consulting
512 436,00	ICT Assessment Report
246 753,00	Facilitator for Risk Management Training
99 636,00	Strategy Facilitators
457 368,00	Threat and Risk Assessment
1 088 700,00	Risk Management Services
124 420,04	Engineering services and Project
1 993 904,63	Development of the High Speed Rail Standard
547 120,00	Economic impact Analysis on the asset maintenance of railway stock
581 135,41	Engineering services- BOI Investigation
694 260,00	Engineering services- BOI Investigation
441 539,95	Cost Benefit Consulting
742 539,80	Engineering services- Signalling Assessment
116 109,00	Development of a Fatigue Management Standard
822 401,13	Drafting of Rail Regulations
616 500,00	Drafting of Rail Regulations- Rail Reserve Management
76 721,20	Legal Support
345 108,00	Legal Support
226 800,00	Legal Services- Board of Inquiry
48 367,50	Legal Support
1 286 000,00	Research and Drafting of Regulations
1 000 688,50	Legal Support
27 000,00	Chairing of disciplinary Hearings
1 196 538,00	Legal support
68 500,00	Draft Regulations
60 131,00	Legal Support
77 753,33	Draft Regulations
239 400,00	Engineering services- BOI Investigation
229 297,54	Auditing Services- Board of Inquiry
366 624,00	Engineering services- BOI Investigation
304 500,00	Legal Services- Board of Inquiry
609 440,00	Engineering services- BOI Investigation
510 670,00	Engineering services- BOI Investigation
329 360,00	Legal Services- Board of Inquiry
190 836,00	Engineering services- BOI Investigation
219 840,00	Engineering services- BOI Investigation
926 991,60	Legal Services- Board of Inquiry
101 500,00	Legal Services- Board of Inquiry
96 957,00	Legal Services- Board of Inquiry
60 876,00	Legal Services- Board of Inquiry
975 327,00	HR Support
478 800,00	Organisational Alignment
396 262,29	Chairing Disciplinary Hearing
109 760,00	Pension Fund Advisors
34 200,00	Development of RSR Equity Plan
27 034,48	Disability Accessibility Audit for RSR
42 813,84	Caseware training and consulting
23 470 383,79

(c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R38 462 471.00

(d) Actual costs incurred for consultancy services during the financial year amounted to R23 470 383,79

2016/17 Financial Year

(a ii) The total number of consultants used is 35.

(b) The services provided were:

Amount	Services
704 919,00	Management Quality Services
1 177 881,27	Strategic Thinking Projects
498 000,00	Safety Culture Training
431 500,00	Executive leadership coaching
421 800,00	ICT Forensic investigations
521 048,06	Value Coaching
178 489,96	Establishment of the Pre-Audit unit
132 525,00	Board Evaluation
30 995,12	Board Induction Workshop
123 120,00	Legal Opinion
403 616,47	Risk vulnerability Assessment
4 345 112,56	Development of High speed Rail Standards
66 500,00	Regulatory Impact Assessment
599 098,50	Assessment and provision of Peer reviews of the safety assessments reports
496 900,00	Provision of Assessment of peer review of the safety reports on new works
584 019,69	Legal Opinion
1 067 150,25	Legal Opinion
55 119,34	Legal Arbitration
409 032,00	Legal Opinion
32 337,00	Litigations
527 472,27	Litigations
35 500,00	Chairing of Hearings
136 800,00	Legal Representations
111 815,46	Legal Opinion
361 500,00	Legal Services- Board of Inquiry
140 402,40	Legal Services- Board of Inquiry
495 996,00	ICT risk assessment
14 747,83	Pastel System consultations
239 536,80	HR Support
174 852,00	Chairing of disciplinary Hearings
43 525,90	Investigation for improper conduct
20 559,60	Sage Pastel Consultations
571 508,24	Financial / Reporting Supports
7 338 058,36	Rail Risk Assessment
499 999,44	Cost Benefit Analysis
22 991 438,52

(c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R38 719 481.00

(d) Actual costs incurred for consultancy services during the financial year amounted to R27 228 633.07 ↑

• 2016/17: 9 consultants
• 2015/16: 5 consultants
• 2014/15: 3 consultants
• 2016/17:
• HR Consulting related mainly to the introduction of the performance framework with a view to move away from current DPSA to Patterson dispensation;
• The development of an organisational structure for the Agency and
• Placement of human capital contractors for labour related matters and governance unit
• IT audit is the outsourced services required by Internal Audit, the unit currently does not resources internally.
• 2015/16:
• Forensic Audit Services onto procurement
• IT Audit Professional Fees
• Accounting Opinion of the framework to be adopted for AARTO collections
• Board and Committee Appraisals
• Space Planning Services - confirming dimensions and structural and electrical
• 2014/15:
• Assessment of AARTO Readiness by Magna BC
• Patterson Migration: Job Evaluation
• Secondment Financial Accountant to assist with AARTO accounting after take over from the RTMC (complexities in the accounting treatment)
• 2016/17: R12,800,000.00
• 2015/16: R 8,872,000.00
• 2014/15: R 8,245,997.00
• 2016/17 = R 3,467,508.54
• 2015/16 = R 786,999.56
• 2014/15 = R 1,633,225.82

1. (ii) SANRAL
2. SANRAL uses the traditional construction and engineering procurement model of appointing built environment professional for design and supervision, and contractors for project delivery for all construction and maintenance projects. This model is also applied by other infrastructure SOEs. (project duration is normally between 1 to 5 years)
3. Budget Allocations:
4. Actual Costs:
5. Number of consultants that have been used and each entity reporting to him in each of the Past three years:
6. Consultants are used for three main functional areas namely:

• ACSA Operation transport strategy
• Board Evaluation
• Board Evaluation Review
• Board Strategy Facilitation
• Business Development Strategy Development
• Design and implement employee transport strategy
• Employee housing project
• Facilitation of Board Strategic Risk Assessments Workshop
• Information technology strategy formulation
• Re-engineering of company operating structure
• SCM Strategy Analysis
• SCM strategy formulation
• SCM Transformation model and implementation plan
• ACSA Value Chain Analysis
• Advise on Caseware software
• Airport Master Plans
• Application of Property Developments Rights on the Western Precinct
• Company valuation
• Design & Facilitation of Performance Management sessions
• ERP design, implementation and support
• Financial results production
• Geo-hydrological assessment for King Shaka International Airport
• Guidance on the supply chain management process
• Human resources optimization
• Minority Shareholders
• On- Boarding Workshops
• Operational audits
• Outsourced internal audit function
• Permission application review and amendments
• Procedure for navigation services
• Specialist Resources for Finance
• Traffic Forecast Study for ACSA
• Airport Carbon Accreditation
• Health risk assessment and Medical surveillance
• Security Door Upgrade Project
• ABS ISO 14001 Certification
• ACI Conference: design and implementation of ACSA area
• Administration services
• Airport Operations Integrated Report for 2015
• Aviation surveys and procedures
• Architectural Services
• Auto Pedigree Building - Subsidence Remedy
• BBB-EE Rating
• Bid Adjudication Committee Training
• Brand Management
• Business Analysts and project managers for IT projects
• Cape Town International symphony way development corridor & general Planning Support including comment on zoning rectification
• Coaching for managers
• Commercial Areas Survey at Regional Airports
• Competition Compliance Training
• Crisis Services
• CTIA Bi-Annual Stakeholder Survey
• Design of the emergency evacuation diagrams for King Shaka International Airport
• Digital design
• DigSilent Simulation
• Employee Wellbeing
• Enterprise development award process evaluated
• Environmental surveys
• Environmental services at King Shaka
• Feasibility study for solar power
• GIS Data Maintenance
• Ground Water Filtration System Design
• IATA Airport Development Reference Manual for King Shaka
• Implement fraud hotline
• Infrastructure design changes to optimize available space
• Infrastructure optimization of electrical components
• Integrated reporting services
• Investment Property Evaluation
• ISO 1400 Environmental management system
• ISO14001 Certification
• Land audit and plans for all Regional Airports.
• Land Surveying Services
• Legal advice
• Legal Compliance Evaluation Audits
• Management of Wi-Fi
• Motivational Speaker
• Occupational Hygiene Surveys
• ORTIA Western Precinct Commercialization Mixed Use Market Study
• Outsourced communications
• Passive diffusive monitoring campaign at OR Tambo
• Photography
• Property service provider
• Proposal for a Petrol station
• Remuneration analysis
• Retail Study at King Shaka International Airport
• Review of Social & Ethics Committee TOR and Work Plan
• Security plans OR Tambo
• Security Queuing Enclosure Project
• Social Economic Development brochure design
• Tender advertisements
• Tender publication
• Top Executive Survey
• Topographical survey
• Town Planning Services
• Unplugged OHS Safety Induction Video
• UPS & Battery Project
• Water management SYSTEM AMR design
• WCA
• Web services and support
• Zoning Certificates

1. ii) The Ports Regulator has used the services of consultants as outlined in the table below:

   Air Traffic and Navigation Services SOC Limited (ATNS)

    

   Reply IT Consulting Services
   Year	Consultant	Services Procured	Cost	Justification	Additional comments
   2014/15	Bayajula	Business Process Mapping	R 3, 000, 000	To complement existing staff to ensure company-wide business processes were mapped in the allotted time	This was a once-off engagement
   2015/16	Knowledge Integration Dynamics	Facilitation of workshops and development of specification for an enterprise Business Intelligence/Market Intelligence platform	R120 000	ATNS did not have the experience to conduct these workshops and extract appropriate requirements from users in relation to Business Intelligence/Market Intelligence area	This was a once-off engagement. The company did not tender for the work by virtue of having assisted in developing the specification
   2015/16	KnowMax for IKM	Facilitation of knowledge management champions workshop	R 50 000	External expert facilitators were required to assist drive buy-in	This was a once-off engagement
   2015/16	Aptronics	Provide IT network assessment services	R 140 000	There were network issues that were hampering the successful installation of data storage equipment.	This was a once-off engagement
   	IT does however sign support and maintenance agreements with service providers from which we have procured IT systems or they may have assisted us with the roll-out of IT systems for which they are accredited by the original equipment manufacturer (OEM) to implement and support. These support and maintenance agreements allow us to access critical support services from these service providers whenever there are system malfunctions that cannot be resolved by internal IT staff and also to allow service providers to cover for critical resources whenever they take planned leave.

    

   Ports Regulator of South Africa (PRSA)

2. ii) The Ports Regulator has used the services of consultants as outlined in the table below:

3. Financial year		Services received (b)	Budget ( c)	Actual costs (d)
   	Meridiam Economics	Asset Valuation project for NPA assets	2 000 000	1 915 086
   		Development of Finance policies and procedures	55 900	33 141

    

   South African Maritime Safety Authority (SAMSA)

   The table below depicts the amount spent by the South African Maritime Authority (SAMSA) on use of consultants in the past three financial years.

   The services of consultants were mainly used in providing ICT services in areas where SAMSA did not possess the necessary skills and expertise as well as where there was not adequate capacity internally. This is being addressed by beefing up (as evident from a reduction in actual expenditure) internal capacity with a view to ensure that these services are being provided internally within the Authority.

    

    

   South African Civil Aviation Authority (SACAA)

4. Not applicable, (ii), (b), (c), (d), the South African Civil Aviation Authority has fully implemented National Treasury Cost Containment measures regarding the use of consultants as set out in National Treasury Instruction 01 of 2013/14 as well as National Treasury Instruction 02 of 2016/17. The services of consultants during the past three financial years is as follows.

5.  

    

    

   Railway Safety Regulator (RSR)

   2014/15 Financial Year

   (a)(ii) The total number of consultants used is 23.

   (b) The services provided were:

   Amount (R)	Services
   54 475,00	Investigations
   387 673,77	Engineering Consultant
   423 669,60	Strategic planning Facilitators
   496 675,20	MQS project
   74 100,00	Strategic Plan Facilitators
   19 950,00	Litigation costs
   213 801,70	Engineering services- BOI Investigation
   83 363,25	Pastel service consultant
   572 280,00	Transactional advisor
   61 978,00	Pastel Consulting and services
   440 462,62	Legal advice
   99 412,00	Legal advice
   24 775,51	Legal Opinion
   128 554,00	Legal Opinion
   236 678,50	Legal Opinion
   699 783,30	Drafting of a Rail regulation- Security
   629 999,34	Drafting of a Rail regulation- Safety Critical Grades
   363 438,02	Legal services- Board Of inquiry Investigation
   230 281,75	Engineering services- BOI Investigation
   239 670,40	Engineering services- BOI Investigation
   6 726,00	Salary Surveys
   177 803,77	Chairing Disciplinary Proceedings
   240 996,00	HR Support
   5 906 547,73

   (c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R17 134 472, 52.

   (d) The Actual costs incurred for consultancy services during the financial year amounted to R5 906 547, 73.

    

   2015/16 Financial Year

   (a ii) The total number of consultants used is 56.

   (b) The services provided were:

   	2015-2016
   Amount	Services
   513 082,62	Leadership Allignment
   221 318,39	Rail expert consultant
   715 213,20	Management Quality Services
   602 156,00	ICT Assessment Report
   1 138 534,50	Development of RSR Value Culture
   127 791,72	Facilitators Board Strategic Session
   94 962,00	Investigation- misconduct
   20 822,92	Engineering services- BOI Investigation
   101 368,90	Ict Project Management
   186 213,30	Pastel Consulting
   512 436,00	ICT Assessment Report
   246 753,00	Facilitator for Risk Management Training
   99 636,00	Strategy Facilitators
   457 368,00	Threat and Risk Assessment
   1 088 700,00	Risk Management Services
   124 420,04	Engineering services and Project
   1 993 904,63	Development of the High Speed Rail Standard
   547 120,00	Economic impact Analysis on the asset maintenance of railway stock
   581 135,41	Engineering services- BOI Investigation
   694 260,00	Engineering services- BOI Investigation
   441 539,95	Cost Benefit Consulting
   742 539,80	Engineering services- Signalling Assessment
   116 109,00	Development of a Fatigue Management Standard
   822 401,13	Drafting of Rail Regulations
   616 500,00	Drafting of Rail Regulations- Rail Reserve Management
   76 721,20	Legal Support
   345 108,00	Legal Support
   226 800,00	Legal Services- Board of Inquiry
   48 367,50	Legal Support
   1 286 000,00	Research and Drafting of Regulations
   1 000 688,50	Legal Support
   27 000,00	Chairing of disciplinary Hearings
   1 196 538,00	Legal support
   68 500,00	Draft Regulations
   60 131,00	Legal Support
   77 753,33	Draft Regulations
   239 400,00	Engineering services- BOI Investigation
   229 297,54	Auditing Services- Board of Inquiry
   366 624,00	Engineering services- BOI Investigation
   304 500,00	Legal Services- Board of Inquiry
   609 440,00	Engineering services- BOI Investigation
   510 670,00	Engineering services- BOI Investigation
   329 360,00	Legal Services- Board of Inquiry
   190 836,00	Engineering services- BOI Investigation
   219 840,00	Engineering services- BOI Investigation
   926 991,60	Legal Services- Board of Inquiry
   101 500,00	Legal Services- Board of Inquiry
   96 957,00	Legal Services- Board of Inquiry
   60 876,00	Legal Services- Board of Inquiry
   975 327,00	HR Support
   478 800,00	Organisational Alignment
   396 262,29	Chairing Disciplinary Hearing
   109 760,00	Pension Fund Advisors
   34 200,00	Development of RSR Equity Plan
   27 034,48	Disability Accessibility Audit for RSR
   42 813,84	Caseware training and consulting
   23 470 383,79

    

   (c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R38 462 471.00

   (d) Actual costs incurred for consultancy services during the financial year amounted to R23 470 383,79

    

   2016/17 Financial Year

   (a ii) The total number of consultants used is 35.

   (b) The services provided were:

   Amount	Services
   704 919,00	Management Quality Services
   1 177 881,27	Strategic  Thinking Projects
   498 000,00	Safety Culture Training
   431 500,00	Executive leadership coaching
   421 800,00	ICT Forensic investigations
   521 048,06	Value Coaching
   178 489,96	Establishment of the Pre-Audit unit
   132 525,00	Board Evaluation
   30 995,12	Board Induction Workshop
   123 120,00	Legal Opinion
   403 616,47	Risk vulnerability Assessment
   4 345 112,56	Development of High speed Rail Standards
   66 500,00	Regulatory Impact Assessment
   599 098,50	Assessment and provision of Peer reviews of the safety assessments reports
   496 900,00	Provision of Assessment  of peer review of the safety reports on new works
   584 019,69	Legal Opinion
   1 067 150,25	Legal Opinion
   55 119,34	Legal Arbitration
   409 032,00	Legal Opinion
   32 337,00	Litigations
   527 472,27	Litigations
   35 500,00	Chairing of Hearings
   136 800,00	Legal Representations
   111 815,46	Legal Opinion
   361 500,00	Legal Services- Board of Inquiry
   140 402,40	Legal Services- Board of Inquiry
   495 996,00	ICT risk assessment
   14 747,83	Pastel System consultations
   239 536,80	HR Support
   174 852,00	Chairing of  disciplinary Hearings
   43 525,90	Investigation for improper conduct
   20 559,60	Sage Pastel Consultations
   571 508,24	Financial / Reporting Supports
   7 338 058,36	Rail Risk Assessment
   499 999,44	Cost Benefit Analysis
   22 991 438,52

    

    (c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R38 719 481.00

   (d) Actual costs incurred for consultancy services during the financial year amounted to R27 228 633.07

Reply:

Due to a number of role players and stakeholders involved, the Department is still trying to collate the information and come back to the honourable member with a comprehensive and accurate information.

Reply:

(1) (a) R 74,603,183.16

(b) SAB&T

(2) & (3) As indicated in my previous reply to this question, the officials implicated in the report are no longer in the employ of SASSA. The Agency is investigating this matter further.

(4) See 3 above

Reply:

In terms of the SARB Act (read with the regulations made in terms thereof), the most effective powers of the shareholders are the approval of the appointment of auditors for the bank and their remuneration, as well as the election of seven non-executive directors to the board. Shareholders have no powers in terms of the SARB Act to terminate the office of any director. Of the board of directors’ 15 members, eight directors (including the Governor and the three Deputy Governors), the majority of the 15 board members, are appointed by the President, also after consultation with the Minister of Finance. Shareholders elect seven non-executive directors from an approved list of candidates who may not necessarily be persons nominated by shareholders. The pool of candidates from which shareholders elect the directors is vetted by a Panel which is chaired by the Governor and includes a retired Judge.

The SARB Amendment Act, which introduced substantial amendments to the legal structure and operations of the SARB, amongst other things, adequately addressed the previous anomaly. Major amendments constituted the introduction of the concept of "associates" in respect of shareholders or potential shareholders of the SARB and the establishment of a panel (established and convened by the Governor) to give effect to fit and proper principles with regard to non-executive directors elected by shareholders. It resulted in the existing numbers of SARB shares held by all persons who qualify as associates of a specific shareholder or potential shareholder being taken into account in the determination of the number of shares (limited to 10,000 shares) that the specific shareholder may lawfully hold or acquire. Shareholders were also hereafter only entitled to elect non-executive directors to the Board that had been declared eligible by the panel. The Board consists of fifteen directors (eleven non-executive and four executive directors) of which the President appoints eight, which includes the 4 Governors and 3 Deputy Governors. The shareholders elect the remaining seven.

Consequently, shareholders of the SARB have limited powers, which in addition to the above (at a general meeting of shareholders), are limited to discussing the annual report and financial statements of the SARB, appointing of the auditors and approving their remuneration and discussing special business duly placed on the agenda of the meeting.

The above is a correct reflection of the position. What may be added is that since the introduction of the SARB Amendment Act, 2010, any person, together with his, her or its associates who held more than 10,000 shares could exercise a maximum of no more than 50 votes. The SARB Amendment Act also provided for a process whereby shareholders who were, together with their associates holding more than the maximum of 10,000 shares, to regularise their shareholding. The Legal Services Department of the SARB embarked upon a process whereby the affected shareholders were informed of the legal changes and requirements and shareholders were encouraged and assisted to regularise their shareholdings.

Despite these efforts, the 15 shareholders mentioned hereunder were evidently not willing to regularise their shareholding in the SARB and the SARB was obliged to approach the High Court (as envisaged in terms of the SARB Amendment Act) for appropriate relief.

Name	Surname	RBS Reference	No. of Shares
Shimon	Barit	016760	10,000
Sibylla	Smude-Lang	016720	10,000
Werner Markus	Duerr	016689	10,000
Elfriede Luise	Duerr	016686	10,000
Ernst Albert	Duerr	016685	10,000
Peter	Duerr	016684	10,000
Carolin Charlotte	Duerr	016681	10,000
Frederic Michael	Duerr	016680	10,000
Sophia Mary	Duerr	016679	10,000
Josephine Johanna	Duerr	016675	10,000
H Meyer Family Trust		016614	10,000
Gwendoline Mildred	Meyer	016606	10,000
Zacharia Petronella	Munnik	016504	10,000
Herman Werner	Lang	016505	10,000
Sally Helen Hanscomb	Joubert	016456	9,200
			149,200

Reply:

As of 01/08/2017 no security clearance request had been received by the State Security Agency.

Reply:

(a)(i) The under expenditure resulted due to the poor quality of three draft reports received from service providers. Payment was not processed until the quality of the reports were addressed.

(ii) The Department has provided guidance to the service providers to improve the quality of the reports. A motivation for the rollover of funds was done to commit the funds that were not spent.

(iii) Meetings were held with the service providers and inputs provided in revising the reports to improve the quality and address the scope of work fully.

(b)(i) (aa), (bb), (cc), (dd)

The deliverables, timelines, timeframes and deadlines were not met due to the poor quality of three draft reports received from service providers. The Department did not process payment to service providers until such time as the quality of the reports were addressed.

(ii) The service provider has since fully delivered on the scope of work for the three reports and addressed the quality concerns. Payment has been processed.

Reply:

(1) NO

(a) N/A

(b); N/A

(2) NO

(a) N/A

(b)(i) N/A

(ii) N/A

Reply:

1. Number of completed Social Responsibility Implementation (SRI) projects since 2014 is thirty-two (32).

2. Infrastructure projects currently under implementation in Working for Tourism in terms of the EPWP

No.	Which SRI projects have not yet been completed	(b)(i) what Is the total cost of the project	(b)(ii) What are the reasons for the incompletion
EASTERN CAPE
1	Six Day Hiking Trail ( Port st Johns to Coffee bay)	Budget: R9,405,000 Transferred to date: R7,429,814 Actual expenditure: R7,401,395	The project is currently under implementation and is expected to be completed in December 2017.
2	Upgrading of Kiwane Campsite	Budget: R22,632,036 Transferred to date: R213,750 Actual expenditure: R213,750	This is a historical project which had stalled due the poor performance of the service provider. The Department has now appointed a new service provider to complete the project. The project is currently in the planning phase. The planning phase will be assessed by Government Technical Advisory Centre (GTAC) team and advice will be provided on the cost and approach to complete the project.
3	Mdantsane Lodge	Budget: R13,537,500 Transferred to date: R570,000 Actual expenditure: R570,000	This is a new project currently in the planning phase. The planning phase will be assessed by GTAC team and advice will be provided on whether to proceed with the project or not, and if so the cost and approach to implement and complete the project.
4	Mthonsi Lodge	Budget: R28,215,000 Transferred to date: R27,531,883 Actual expenditure: R25,874,726	The service provider requested additional funding to complete outstanding deliverables. GTAC is assessing the request for additional funding and will advise the Department on the way forward.
5	Qatywa Eco-Tourism Development	Budget: R23,750,000 Transferred to date: R23,288,668 Actual expenditure: R21,021,031	The service provider requested additional funding to complete outstanding deliverables. GTAC is assessing the request for additional funding and will advise the Department on the way forward
6	Western Tembuland	Budget: R10,449,156 Transferred to date: R10,382,358 Actual expenditure: R9,557,581	This is a historical project which stalled due to budget short-fall. The project will be assessed by the GTAC team and advice will be provided on the cost and approach to complete the project
7	Establishment of Chalets at Nyandeni Great Place	Budget: R7,600,000 Transferred to date: R7,546,800 Actual expenditure: R7,546,800	This is a historical project which stalled due to budget shortfall. The project will be assessed by the GTAC team and advice will be provided on the cost and approach to complete the project
8	Tenahead Mountain Lodge	Budget: R2,925,000 Transferred to date: R2,574,842 Actual expenditure: R2,574,842	This is a historical project which stalled due to poor performance of the implementer. The project will be assessed by the GTAC team and advice will be provided on the cost and approach to complete the project
9	Rock Art Tourism Phase 2	Budget: R4,750,000 Transferred to date: R4,662,212 Actual expenditure: R4,414,103	This is a historical project which stalled poor performance of the implementer. The project will be assessed by the GTAC team and advice will be provided on the cost and approach to complete the project
10	Quakeni Great Place Cultural Village	Budget: R20,500,000 Transferred to date: R20,380,886 Actual expenditure: R20,167,143	This is a historical project which stalled due to budget shortfall. The project will be assessed by the GTAC team and advice will be provided on the cost and approach to complete the project.
FREE STATE
11	Building a Guest House in Qwa Qwa	Budget: R16,906,319 Transferred to date: R16,786,234 Actual expenditure: R14,765,498	Historical challenges with this project have been resolved and the Department appointed a new service provider to complete the project. The project is currently under implementation and is expected to be completed in March 2018.
12	Masilonyane Information Centre	Budget: R3,773,102 Transferred to date: R2,138,579 Actual expenditure: R2,034,358	This project is currently in the implementation phase and is expected to be completed by December 2017.
13	Empereni Hospitality Training Centre	Budget: R18,810,000 Transferred to date: R760,000 Actual expenditure: R760,000	This is a new project in the planning phase. The planning phase will be assessed by GTAC team and advice will be provided whether to proceed with the project or not, and if so advice on the approach to implement the project.
14	Vredefort Dome Interpretation Center	Budget: R15,000,000 Transferred to date: R0 Actual expenditure: R0	This is a historical project which had stalled due to poor performance of the service provider. The Department has now appointed a new service provider to complete the project. The project is currently in the planning phase. The planning phase will be assessed by Government Technical Advisory Centre (GTAC) team and advice will be provided on the cost and approach to complete the project.
15	Barolong Boo Seleka	Budget: R3,372,500 Transferred to date: R3,298,917 Actual expenditure: R3,174,621	This is a historical project which stalled poor performance of the service provider. The project will be assessed by GTAC and advice will be provided whether to complete it or not, and if so advice on the cost and approach to complete it.
16	Sentinel Peak Car Park Access	Budget: R11,432,622 Transferred to date: R11,213,297 Actual expenditure: R11,128,388	This is a historical project which stalled due to budget shortfall. The project will be assessed by the GTAC team and advice will be provided on whether to complete it or not, and if so advice on the cost and approach to complete it
17	Infrastructure Development through Monontsha	Budget: R13,526,330 Transferred to date: R12,548,922 Actual expenditure: R12,548,922	This project is stalled due to poor-performance by the Service Provider. The project will be assessed by GTAC and advice will be provided whether to complete it or not, and if so advice on the cost and approach to complete it.
KWAZULU-NATAL
18	Ezemvelo Roofing Project	Budget: R33,100,000 Transferred to date: R4,733,300 Actual expenditure: R 0	This in a new project currently in the planning phase.
19	Ezemvelo Midmar Infrastructure project	Budget: R36,378,180 Transferred to date: R 18,009,000 Actual expenditure: R 0	This in a new project currently in the planning phase.
20	Muzi Pan	Budget: R12,447,480 Transferred to date: R11,887,691 Actual expenditure: R11,823,868	This project is stalled pending a decision on the request for additional funds to complete the project. The project will be assessed by GTAC team and advice will be provided on the cost and approach to complete the project.
21	Lilani Hot springs	Budget: R18,810,000 Transferred to date: R13,300,216 Actual expenditure: R12,857,024	This project is stalled due to poor-performance by the service provider. The project will be assessed by GTAC team and advice will be provided on the cost and approach to complete the project.
LIMPOPO
22	Mukumbani Waterfalls -Phase 3	Budget: R23,738,732 Transferred to date: R23,606,943 Actual expenditure: R20,541,883	This project is currently in the implementation stage with an estimated completion dates in December 2017.
23	Phiphidi Waterfalls Phase 2	Budget: R24,614,348 Transferred to date: R9,622,296 Actual expenditure: R3,695,107	This project is currently in the implementation stage with an estimated completion dates in June 2018. The GTAC team will review the current project documentation and advice will be provided on the cost and approach to complete the project.
24	The Oaks Project	Budget: R26,550,216 Transferred to date: R11,956,015 Actual expenditure: R356,014	This project is currently in the implementation stage with an estimated completion dates in December 2018. The GTAC team will review the current project documentation and advice will be provided on the cost and approach to complete the project.
25	Sekhukhune Project	Budget: R13,356,938 Transferred to date: R69,864 Actual expenditure: R69,864	This is a historical project which had stalled due to poor performance of the service provider. The Department has now appointed a new service provider to complete the project. The project is currently in the planning phase. The planning phase will be assessed by Government Technical Advisory Centre (GTAC) team and advice will be provided on the cost and approach to complete the project.
26	24 Rivers	Budget: R24,838,662 Transferred to date: R444,984 Actual expenditure: R444,984	This project is currently in the planning phase. The project will be assessed by GTAC and guidance will be provided on the cost and the approach to implement and complete the project.
27	SanParks Mapungubwe Youth Hostel	Budget: R24,838,662 Transferred to date: R12,000,000 Actual expenditure: R 0	This is a new project which is currently in the planning phase. The implementation phase is expected to start in 2018.
28	Ngove Cultural Village - Phase 2	Budget: R20,133,951 Transferred to date: R19,993,014 Actual expenditure: R19,614,227	The service provider requested additional funding to complete outstanding deliverables. GTAC is assessing the request for additional funding and will advise the Department on the way forward
29	Tisane Cultural Village	Budget: R18,810,000 Transferred to date: R17,399,799 Actual expenditure: R17,399,710	The service provider requested additional funding to complete outstanding deliverables. The request will be assessed by GTAC team and advice will be provided on the cost and approach to complete the project.
30	VhaTsonga Cultural Village	Budget: R9,185,000 Transferred to date: R9,068,064 Actual expenditure: R9,068,064	This is a historical project which was stalled due poor performance of the service provider. Forensic audit/investigation were instituted against that service provider. The project will be assessed by GTAC and guidance will be provided on whether the Department should complete the project or not; and if so the cost and approach to complete the project.
MPUMALANGA
31	Mnisi Resort	Budget: R9,784,583.52 Transferred to date: R148,465 Actual expenditure: R148,465	This is a historical project which was stalled due poor performance of the service provider. Forensic audit/investigation were instituted against that service provider. The Department has now appointed a new service provider to complete the project. The project is currently in the planning phase. The planning phase will be assessed by Government Technical Advisory Centre (GTAC) team and advice will be provided on the cost and approach to complete the project.
32	Bohlabela Cultural Village project	Budget: R19,634,568 Transferred to date: R114,726 Actual expenditure: R114,726	Planning activities have yielded negative results and the project is recommended for cancellation.
NORTHERN CAPE
33	NC Platfontein Lodge	Budget: R27,313,294 Transferred to date: R16,227,733 Actual expenditure: R11,745,519	This project is currently in the implementation stage with an estimated completion dates in June 2018. The GTAC team will review the current project documentation and advice will be provided on the cost and approach to complete the project.
34	NC Kamiesburg Tourism Development	Budget: R5,100,000 Transferred to date: R4,815,074 Actual expenditure: R4,881,394	This is a historical project which was stalled due poor performance of the service provider. Forensic audit/investigation were instituted against that service provider. The project will be assessed by GTAC and guidance will be provided on whether the Department should complete the project or not; and if so the cost and approach to complete the project.
NORTH WEST
35	Manyane Lodge Project	Budget: R47,515,112 Transferred to date: R46,934,114 Actual expenditure: R46,908,930	The service provider requested additional funding to complete outstanding deliverables. The request will be assessed by GTAC team and advice will be provided on the cost and approach to complete the project.
36	Lotlamoreng Dam project	Budget: R13,276,373 Transferred to date: R0.00 Actual expenditure: R0.00	A new project in the planning phase. GTAC will be assessing the planning documents and advised the department on the way forward in implementation of the project.
WESTERN CAPE
37	WC Agulhas Lighthouse Tourism Project (60 seater restaurant. reception area. interpretative center. curio shop. conference facility. vendor stalls. furniture. paving. walkways and associated services)	Budget: R54,990,000 Transferred to date: R27,495,000 Actual expenditure: R0.00	This is a new project currently in the planning phase.
38	WC Agulhas Icon project	Budget: R14,107,500 Transferred to date: R11,581,787 Actual expenditure: R3,241,821	This project is currently in the implementation stage with an estimated completion dates in March 2018. The GTAC team will review the current project documentation and advice will be provided on the cost and approach to complete the project.

Reply:

Airports Company South Africa SOC Limited (ACSA)

1. The main object of Airports Company South Africa is the acquisition, establishment, development, provision, maintenance, management, control or operation of any airport of facility or service normally relating to the functioning of an airport. In executing this responsibility, the Airports Company is charged with the ensuring safety and security at all its airports. The frontage roads (upper and lower roadways) at O.R Tambo International Airport have been identified as a risk in that it provides easy access for criminals and illegal activities that threaten the safety and security of our airport and its passengers and stakeholders. This road is governed by the national road traffic act and is under the domain of the Ekurhuleni metropolitan municipality. We are in discussion with the metro on our position to restrict access to these roadways primarily to curb the existing safety and security concerns i.e. Cash in transit robberies, theft of passenger belonging and illegal touting.

2. Not all airports are effected. The risks and threat levels are significantly different for O.R Tambo International Airport. (a) Each airport will assess its own risks. (b) each airport will be responsible to implement mitigation measures to either control or erracate the risk

3. reastricted road access. This road is under the juristriction of the Ekurhuleni Metroppolitian municipality. The municipality is charged with this legal responsibility. The management of O.R Tambo International Airport has riased its concerns and suggested that the airport controls the access and egress onto the airport frontage roads.

Reply:

SARS is prohibited by its policies to divulge or discuss employees’ personal and confidential in nature information in the public domain.

However SARS can confirm that, in accordance with the SARS suspension policy, Mr. Makwakwa is suspended with full pay and benefits and all other suspension provisions apply during this period.

Reply:

Department

(a)(i) Department did not provide any sponsorship.

Cross-Border Road Transport Agency

1. the (ii) CBRTA did not spend any amount on sponsorships in the (aa) 2014-15, (bb) 2015-16 and (cc) 2016-17 financial years.
2. and (c) Not Applicable

Road Accident Fund

(a)(ii) The Road Accident Fund (RAF) spent the following amounts on sponsorships in:

(aa) 2014-15,	b) the relevant details in each case are:	(c) the criteria that were used to spend the respective amounts on sponsorships were the following:
R5 000 000	sponsorship of the Cape Town Jazz Festival comprising of the RAF obtaining exhibition rights at the festival i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks, and the RAF branding the allocated exhibition area. The sponsorship showcased the RAF’s product service offering to the affluent masses that attend this event since it has a massive following with year on year growth;	sponsorships were selected where opportunity existed for further brand building and which allowed the RAF to deliver on its mandate; sponsorship opportunities that targeted the broader spectrum of the South African road user market (across all segments) were leveraged upon; and sponsorships that offered effective platforms to educate the public of the RAF’s full service offering bouquet; promote direct claims, and promote road safety were explored. Due to ongoing cost containment measures the RAF is not entering into any new sponsorship agreements.
R1 436 400	sponsorship of the Comrades Marathon comprising of the RAF having second tier sponsorship rights for the Comrades Marathon and having sole branding rights to the halfway mark. This in addition also involved the RAF having broadcast rights on the race day through various TV broadcast elements on SABC 2 channel. As a second tier sponsor the RAF obtained exhibition rights at the Comrades Marathon exhibition i.e. both at the ICC and the airport allowing it to exhibit its full service offering, educating the public on how to lodge a claim directly with the RAF, promoting the safe use of roads amongst runners, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition areas. The RAF obtained branding exposure at the finish line through crowd banner advertising also. This is a sponsorship to showcase the RAF’s product service offering to the masses as the event has a massive following with a year on year growth;
R855 000	sponsorship of the Two Oceans Marathon comprising of the RAF obtaining broadcast rights on race day on television in addition to the RAF obtaining exhibition rights at the event i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. This is a sponsorship to showcase the RAF’s product service offering to the masses as the event has a massive following with a year on year growth;
R974 700	sponsorship of the Cape Argus comprising of the RAF obtaining exhibition rights at the festival i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. This is a sponsorship to showcase the RAF’s product service offering and promote road safety amongst the affluent sector of the road user market. The event has a massive following;
(bb) 2015-16
R6874.20	sponsorship of the Gauteng Motor Festival comprising of the RAF obtaining exhibition rights at the event i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. This is a sponsorship to educate motorists on road safety consciousness who are one of the primary target market of the RAF as outlined on its market segmentation model;
R1 585 740	sponsorship of the Comrades Marathon comprising of the RAF having second tier sponsorship rights for the Comrades Marathon and having sole branding rights to the halfway mark. This in addition also involved the RAF having broadcast rights on the race day through various TV broadcast elements on SABC 2 channel. As a second tier sponsor the RAF obtained exhibition rights at the Comrades Marathon exhibition i.e. both at the ICC and the airport allowing it to exhibit its full service offering, educating the public on how to lodge a claim directly with the RAF, promoting the safe use of roads amongst runners, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition areas. The RAF obtained branding exposure at the finish line through crowd banner advertising also. This is a sponsorship to showcase the RAF’s product service offering to the masses as the event has a massive following with a year on year growth;
R61873.50	sponsorship of the Rand Easter Show comprising exhibition rights at the show i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. The RAF was given a platform to have an experiential driving simulator to raise awareness amongst show attendants on issues around texting and driving etc. being disruptive to drivers. This is a sponsorship to showcase the RAF’s product service offering to the masses as the event has a massive following with a year on year growth;
(cc) 2016-17 financial years
R50 000	sponsorship of the Tembisa Marathon comprising of the RAF branding the race with crowd banners and the RAF obtaining exhibition rights at the festival i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. This is a sponsorship to showcase the RAF’s product and drive road safety education to the masses of athletes at the bottom tier of the market;
R28 500	sponsorship of the South African Medical Association comprising of the RAF having exhibition rights to event and conducting a presentation educating the delegation on the RAF mandate. The RAF exhibited its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. This is a sponsorship partnership to educate on the RAF mandate and where the organization is headed;
R1 735 080	sponsorship of the Comrades Marathon comprising of RAF having second tier sponsorship rights for the Comrades Marathon and having sole branding rights to the halfway mark. This in addition also involved the RAF having broadcast rights on the race day through various TV broadcast elements on SABC 2 channel. As a second tier sponsor the RAF obtained exhibition rights at the Comrades Marathon exhibition i.e. both at the ICC and the airport allowing it to exhibit its full service offering, educating the public on how to lodge a claim directly with the RAF, promoting the safe use of roads amongst runners, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition areas. The RAF obtained branding exposure at the finish line through crowd banner advertising also. This is a sponsorship to showcase the RAF’s product service offering to the masses as the event has a massive following with a year on year growth;

Road Traffic Infringement Agency

1. (ii) RTIA:

(aa) 2014-15: R13,440.47

bb) 2015-16: RNIL

(cc) 2016-17: R 10,964.23

1. relevant details and

(b) (aa) Sponsorship for the Department of Transport sports activities undertaken for recreational purposees.

(b) (cc) Sponsorship for David Motloung air plane ticket to the Netherlands.

1. Request was made and warded based on the merits

Road Traffic Management Corporation

1. the (ii) RTMC did not spend any amount on sponsorships in the (aa) 2014-15, (bb) 2015-16 and (cc) 2016-17 financial years.
2. and (c) Not Applicable

South African National Roads Agency Limited

1. (ii)

aa) 2014/2015

(b) Details Sponsorship	(aa) Value of sponsorship	(c) Criteria
International Math Olympiad	R 1 000 000.00	The IMO was hosted in Cape Town in July 2014, for the first time on African soil. The IMO is a problem-solving contest for high school students. The competition brings together the cream of the crop of high school learners from more than 100 countries and five continents to compete in the premier global mathematical competition. The event was endorsed by the Department of Basic Education and the Department of Science and Technology of the Republic of South Africa. By hosting a successful IMO and ensuring South African students excel in the competition, the country will be sending out the message to the rest of the continent that there is hope that Africa can measure up to international standards in the mathematical world by producing the next generation of mathematicians.
Ecological Award	R89 500.00	There are very few environmental focused initiatives carried out in this large scale. In order to address SANRAL’s environment communications pillar, the participation in the awards allowed SANRAL naming rights to the award, branding and SANRAL was included in all PR activities as well as social media initiatives.

(bb) 2015 - 2016

(b) Details Sponsorship	(aa) Value of sponsorship	(c) Criteria
Ecological Award	R100 000.00	There are very few environmental focused initiatives carried out in this large scale. In order to address SANRAL’s environment communications pillar, the participation in the awards allowed SANRAL naming rights to the award, branding and SANRAL was included in all PR activities as well as social media initiatives.
Sponsorship of staff members comrades running kit	R4 243.75	The staff member was equipped with SANRAL and e-toll branded running kit to create greater awareness. The staff member approached SANRAL with this request as he is a proud brand ambassador of SANRAL and its projects.
Heuningvlei School bags	R34 413.75	As part of SANRAL’s Western Cape Imbizo, stationery was collected from all its suppliers and service providers at the Imbizo and sponsorship was offered to the region to purchase the school bags of the children in Northern Cape.
Laptops for EFATA School for the Blind in Mthatha	R68 400.00	SANRAL donated laptops to the school for the Blind Mthatha, off the R61 near the SANRAL project, as part of SANRAL’s outreach campaign. SANRAL donated 5 x Desktop Computers and speakers, including Windows Software, and a day of training.
Robotics programme in Waterkloof High School	R50 000.00	The Robotic programme is linked to Math education and basics of engineering.
School Quiz competition sponsorship of prize money	R49 875.00	SANRAL ran an outreach programme between schools in the Mpumalanga and North West areas with the winning schools awarded prize money towards their science and Math requirements. Sibusisiwe High School winner (Mpumalanga), Runners-up: Masitakhe Secondary School (Mpumalanga) and Barolong High School (North West).
Sponsorship of Blankets	R11 001.00	The sponsorship was part of an initiative by the DOT, as a result of the tragic fires in Plastic view township, where the residents lost their belongings during winter.
Sponsorship of school shoes	R19 540.00	School shoes were donated as part of an initiative by DOT.
Grocery packs	R67 097.04	Grocery packs were donated to communities as an initiative by the DOT.
Impumelelo Education Trust Event - Mpumalanga	R27 502.50	Career exhibition for the children in Mpumalanga. SANRAL assisted in sponsorship as well educating the children about its scholarship and bursaries.
SAICE Bridge Building Competition	R57 000.00	The competition involves schools throughout SA, Zimbabwe and Swaziland. Assists with building the careers with our youth and encouraging them to take math and science and entice them to study civil engineer which is part of the scares skills in SA. SANRAL gets the opportunity to brand at the event as well as on the logo is on the marketing collateral which then showcases SANRAL as one of the sponsors.

cc) 2016/2017

Details Sponsorship (b)	Value of sponsorship  (aa)	Criteria
Ecological Award	R100 000.00	There are very few environmental focused initiatives carried out in this large scale. In order to address SANRAL’s environment communications pillar, the participation in the awards allowed SANRAL naming rights to the award, branding and SANRAL was included in all PR activities as well as social media initiatives.
CEO sleep out	R100 000.00	The CEO sleep out took place on the Nelson Mandela Bridge, the aim was an opportunity for CEOs of corporations and organisations to make people aware of the plight of street children.
Robotics programme in Waterkloof High School	R50 000.00	The Robotic programme is linked to Math education and basics of engineering.
Grocery packs	R67 144.00	Grocery packs were donated to communities as an initiative by DOT.
SAICE Bridge building competition	R57 000.00	The competition involves schools throughout SA, Zimbabwe and Swaziland. Assists with building the careers with our youth and encouraging them to take math and science and entice them to study civil engineer which is part of the scares skills in SA. SANRAL gets the opportunity to brand at the event as well as on the logo is on the marketing collateral which then showcases SANRAL as one of the sponsors.

(c) SANRAL evaluated each sponsorship request on its individual merits linked to SANRAL's objectives, communication pillars of operation and the spatial proximity of SANRAL projects.

Ports Regulator Of South Africa (PRSA)

(ii) The Ports Regulator did not spend any funds for sponsorships in the (aa) 2014/15, (bb) 2015/16, and (cc) 2016/17 financial years. (b) not applicable. (c) not applicable.

South African Maritime Safety Authority (SAMSA)

The table below depict the amount South African Maritime Authority (SAMSA) spent on sponsorships in the past three financial years.

The sponsorship was made towards an annual event named the South African Oceans Festival. SAMSA, in collaboration with a private company - Worldsport South Africa, provided sponsorship for the Cape Town stopover of the Volvo Oceans Race. This was aimed at raising the Authority’s profile within the maritime industry and was targeted at both local and international stakeholders.

SPONSORSHIPS: SOUTH AFRICAN MARITIME AUTHORITY (SAMSA)
Description	2014/15	2015/16	2016/17
Actual Spending	1 140 000	-	-

Passenger Rail Agency of South Africa (PRASA)

(aa)R17 069 076, 24

(bb) 2015-16 R10 691 097, 09

and (cc) 2016-17 financial years,

R1 635 934, 95

(b)

• CSI: R12 376 303.84
• Corporate Sponsorship: R4 692 772.40

2015/16

• CSI: R2 294 900
• Corporate Sponsorship: R8 936 197.09

2016/17

• CSI: R909 934, 95
• Corporate Sponsorship: R726 520.00

(c) There is a CSI and sponsorship policy that is used as a criteria, i.e.

1. Commercial sponsorship:

• PRASA sponsored commercial initiatives with a high return on investment, maximizing publicity of our brand, recognition and association of the brand/s
• Contributed to increasing sales and loyalty to the brand/s and services
• Actively targeted new customers and educated them about the unique benefits to be gained by using the services
• Communicated directly to our target audience, by proactively combining other elements in our marketing mix
• Visibly associated with prestigious events

1. CSI/ Goodwill projects:

• CSI projects were based on requests PRASA receives
• PRASA supported goodwill projects in communities in and around our operational areas
• Sought initiatives that increase contact with commuters and surrounding communities to encourage
  • Ownership and protection of assets by the community
  • Interaction with commuters and community by the leadership of the Agency.
  • Targeted events and initiatives at stations, corridors and communities
• Supported initiatives in partnership with local municipalities in areas where PRASA operates to improve the conditions of those communities

Airports Company South Africa SOC Limited (ACSA)

(a)

(aa) 2014-15: R39.6m

(bb) 2015-16: R41.2m

(cc) 2016-17: R38.8m

(b) All financial years fell within the budget allocated.

(c) ACSA has aligned its SED Programmes to the 2030 National Development Plan (NDP) priorities. The following priority goals of the NDP have been adopted by the company, as they relate to the company’s SED focus areas:

• Economy and Employment

• Environmental Sustainability and Resilience

• Improving Education, Training and Innovation

• National Building & Social Cohesion

SED contributes 1% of NPAT to transformation, however ACSA is already spending 2% of NPAT towards socially and economically transforming societies within which our Airports exist through entrepreneurship, poverty alleviation programmes, youth development, empowerment of people with disability, women empowerment; skills development and IT infrastructure development in rural schools.

Air Traffic and Navigation Services SOC Limited (ATNS)

South African Civil Aviation Authority (SACAA)

(a), (i), Not applicable, (a) (ii), all sponsorships by the South African Civil Aviation Authority (SACAA) are guided by the organisation’s Sponsorship Policy, and Corporate Social Investment priorities, which are:

• Aviation related projects, including projects which support innovation within the industry;
• Transformation projects, e.g. career awareness, bursaries; etc.;
• Environmental protection initiatives; and
• Community development projects aligned with national imperatives.

FINANCIAL YEAR	AMOUNT	RELEVANT DETAILS	SELECTION CRITERIA
(aa) 2014/2015	R74 823	Thirty (30) packs of groceries were donated to destitute families in the Prixley Ka Seme District area on 18 December 2014.	Community development projects aligned with national imperatives.
	R32 450	The SACAA sponsored a luncheon hosted on 12 December 2014 for 90 elderly women from Dipuo Difedile Centre situated in Soweto.	Community development projects aligned with national imperatives.
	R21 000	A cash donation of R21 000 was donated to Mayday-SA to fund its helpline.	Aviation related projects.
	R75 000	The SACAA purchased a sponsorship package offered by Air Traffic Navigation Services (ATNS) for its Avi-Afrique Summit.	Aviation related projects.
	R48 592	23rd ACI African Region Annual Assembly, which took place on 10-14 October 2014. The SACAA purchased a Silver Sponsorship package.	Aviation related projects.
	R30 000	The SACAA sponsored an Aviation Camp, which was part of the Girl Fly Programme. This took place from 6 – 11 October 2014.	Aviation transformation related projects.
	R100 000	Safety First Campaign, which is a campaign aimed at promoting superior airmanship. The campaign is a partnership supported by various stakeholders including the SACAA and Aeroclub of South Africa.	Aviation related project
Total for 2014/2015 FY	R381 865
(bb) 2015/2016	R106 335	50 Grocery hampers were donated to child-headed households in Perdekop, Carolina, Elukwatini, Koopleagte, Bergville, and Luganda on 18 December 2015.	Community development projects aligned with national imperatives.
	R12 368	50 pairs of school shoes were donated to child-headed households in Perdekop, Carolina, Elukwatini, Koopleagte, Bergville, Luganda and 18 December 2015	Community development projects aligned with national imperatives.
	R20 000	Sponsorship of Aeroclub’s 95th birthday celebrations	Aviation related projects.
	R1 400	Sponsoring of artwork to design the logo and leatherhead for Wonders of Aviation.	Aviation related projects.
	R20 000	MayDay-SA sponsorship	Aviation related project.
	R100 000	Safety First Campaign, which is a campaign aimed at promoting superior airmanship. The campaign is a partnership supported by various stakeholders including the SACAA and Aeroclub of South Africa.	Aviation related project
Total for 2015/2016 FY	R260 103
(cc) 2016/2017	R318 530	The SACAA sponsored the training for members of the South African Network for Women in Transport. The training took place in all 9 provinces from 30 June to 15 August 2016, and focused on supply chain processes and tendering.	Transformation initiative.
	R71 400	60 learners from five rural districts of Mpumalanga were transported for a tour of the OR Tambo International Airport, the SACAA, and the Air Traffic and Navigation Services air traffic control tower on 29 June 2017.	Transformation initiative.
	R25 000	The SACAA sponsored the SAASMA Conference, which was attended by Aviation Medical Doctors and was hosted between 28 and 31 July 2016.	Aviation related projects.
	R26 365	Sponsorship towards a Youth and Career Development programme event held in Perdekop on 25 March 2017	Transformation initiative.
	R139 435	Donation of 100 Grocery hampers for child-headed households in Perdekop, Perdekop, Carolina, Elukwatini, Koopleagte, Bergville, and Luganda, held in December 2016.	Community development projects aligned with national imperatives.
	R30 000	Sponsorship of Aeroclub Airweek which took place in the Free State province.	Aviation related projects.
	R100 000	The SACAA purchased a sponsorship package offered by Air Traffic Navigation Services for its Avi-Afrique Summit.	Aviation related projects.
	R274 785.60	A Community Corporate Social Investment initiative whereby the SACAA partnered with other national transport entities to upgrade the conditions of a dilapidated school hostel in Tosca.	Community development projects aligned with national imperatives.
	R100 000	Safety First Campaign, which is a campaign aimed at promoting superior airmanship. The campaign is a partnership supported by various stakeholders including the SACAA and Aeroclub of South Africa.	Aviation related project.
Total for 2016/2017 FY	R1 085 515.60

Reply:

Upon his resignation, Mr Matlwa did not have any disciplinary charges against him. Mr Matlwa resigned from SARS for personal reasons.

Reply:

1. Yes; the Department has developed a Sectoral Drought Management Plan and its Implementation Guidelines as per Disaster Management Act, 57 of 2002, Disaster Management Amendment Act, 16 of 2015 and the National Disaster Management Framework which addresses drought conditions throughout the Country including the Northern Cape, Western Cape and Eastern Cape.

The Sectoral Drought Management Plan has been developed with the following measures in consideration:

• Establishing integrated institutional capacity and support at all levels of government.
• Increasing awareness and preparedness on impending disasters.
• Establishing and implementing response, recovery and rehabilitation programmes.
• Establishing an effective early warning system and improving information dissemination
• The Department also has measures put in place for post disaster response and recovery including providing support to affected provinces through disaster relief schemes and reprioritisation of funds through programmes such as CASP, Ilima/Letsema among others.

The Department also developed the National Drought Action/Response Plan which looks at the short to long term interventions as well as the Drought Indicator Guidelines.

2. Yes; the Department is working with other relevant departments such as:

Department of Cooperative Governance and Traditional Affairs (CoGTA), Department of Water and Sanitation (DWS), Department of Rural Development and Land Reform (DRDLR) as well as academic and research institutions such as Universities, Council for Scientific and Industrial Research (CSIR) and Agricultural Research Council (ARC) among others.

a) The Department participates in National Joint Drought Coordinating Committee, Inter-Ministerial Task Team on Drought and also chairs the National Drought Task Team.

b) The Department is working with provinces to promote awareness on drought coping strategies and capacity building. Farmers are also being advised continuously to follow good farming practices to minimize the impact of drought and to conserve natural resources. Provinces are also putting measures in place to address the situation; Northern Cape is currently assisting with transportation to deliver maize to critical areas: 800 ton already delivered to Upington, Springbok, Pofadder, Williston, Calvinia and Loeriesfontein where about 1300 Farmers have already been assisted and assistance is still ongoing.

Western Cape Province has been allocated an amount of R40 million for purchasing and distribution of animal feed for which implementation will soon commence.

The Eastern Cape Province has declared local state of drought disaster in Amathole, Sarah Baartman District Municipalities and Nelson Mandela Metro in terms of section 55 (1) of the Disaster Management Act (Act No. 57 of 2002). The classification process is due to be finalized by the National Disaster Management Centre. The Department will provide all necessary support to the Province to ensure that drought impacts are mitigated.

Reply:

Yes information was sources:A decision was taken by the Acting National Commissioner of the South African Police Service (SAPS) to establish a National Management Interventions to replace the former Division: National Inspectorate.

Lieutenant General GJ Kruser has been subsequently appointed as the Deputy National Commissioner of National Management Interventions and is currently busy with the processes for the establishment, roles and functions thereof. This is part of the Back to Basics strategy and is with the objective of increasing the effectiveness, accountability and functioning of the whole SAPS, as well as assessing the outcomes and impacts of such interventions as part of this strategy.

Reply:

(1)(a) There is a shortage of 18 vehicles at the Mondeor Police Station.

(1)(b) Two vehicles were allocated to Visible Policing and two vehicles were allocated to the Detective Service, in the 2016/2017 financial year.

(1)(c) The allocation is based on the limited availability of new vehicles.

(1)(d) The Police Station has been earmarked for an additional allocation in the 2017/2018 financial year.

(2)(a) Fixed Establishment: 189.

Actual Personnel Strength: 214.

Surplus: 25.

Although there are surplus personnel at the Police Station, the following three posts, at the level of Captain (salary level eight), have been prioritised for advertisement in the next promotion round:

• 1 x CIMAC Official;
• 1 x Sub-Section Commander: Human Resource Management; and
• 1 x Sub-Section Commander: Shifts.

(b) Vacant posts will be advertised in June 2017, and it is envisaged that they will be filled by 31 August 2017.

(c) No allocation of posts were received prior to these allocations.

(d) Vacancies are monitored on a monthly basis and requests are sent to the South African Police Service (SAPS) Head Office, for the allocation and advertisement of posts.

Reply:

The response to the number of deaf learners that were registered in each grade from Grade 1 to Grade 12 at each (a) full-service school and (b) school for the deaf in each province are represented in the attached detailed spreadsheet and totals are indicated below:

YEAR	TYPE OF SCHOOL	TOTAL
2017	SPECIAL NEED SCHOOL	5325
	PUBLIC ORDINARY	440
2016	SPECIAL NEED SCHOOL	4171
	PUBLIC ORDINARY	513
2015	SPECIAL NEED SCHOOL	4407
	PUBLIC ORDINARY	376

 

(a)(b)(i) for 2015

Refer annexure C

(a)(b)(ii) for 2016

Refer annexure B

(a)(b)(iii) for 2017

Refer annexure C

Reply:

The outstanding information, with reference to the reply to Question 1528, posed on 25 May 2015, has been sourced and is attached as Annexure A.

Reply:

a) and b) The Department of Agriculture, Forestry and Fisheries through the Branch Food Security and Agrarian Reform manages the input supply programme of DAFF as follows:

(i) The Chief Directorate Food Security is responsible for policy formulation, development of the norms and standards for farmer support and development, coordination of the food security interventions by other government departments, SADC and other stakeholders as well as reporting on progress made by all stakeholders.

(ii) The Chief Directorate CASP is responsible for programme management and coordination of CASP and Ilima/Letsema conditional grants to ensure compliance to the Division of Revenue Act by DAFF and implementing provincial departments of agriculture. The chief directorate ensures that the provinces adhere to the standard operating procedures of the conditional grants as well as ensures that Directorates within DAFF whose mandates are funded by the conditional grants are part of the national assessment panel which agree on the guiding framework for the grants, evaluates the provincial business plans and monitors implementation of approved plans. The chief directorate prepares reports on implementation of conditional grants CASP and Ilima/Letsema and provide strategic advice and support to implementing provinces.

(iii) The Chief Directorate Sector Capacity Building is responsible for the development of the norms and standards for farmer training and capacity building as well as the standard operating producer on how farmers should be capacitated. The chief directorate monitors training programmes planned and implemented by provinces to support farmers as well as progress made in revitalizing colleges of agriculture.

(iv) The Chief Directorate Extension and Advisory services develops policies, norms and standards for provision of extension support in provinces and monitors implementation of the extension recovery plan funded through CASP.

The other branches within DAFF provide the specialist advisory services for animal production, crop production, marketing and agro-processing. These directorates participate in the national assessment panel as well as in monitoring implementation of projects and programmes falling within their mandates. Below link is a diagrammatic representation of directorates involved in farmer support and development.

https://pmg.org.za/files/RNW2101Diagram-170906.pdf

 

Directorate Crop Production

Directorate Engineering Services

Directorate Water Use and Irrigation development

Directorate Smallholder

Directorate Programme Development Support

Directorate Training and Capacity Building

Reply:

(a) The input supply programme of DAFF is implemented through the Ilima/Letsema conditional grants. The following is the response based on the verified 2016/17 Ilima/Letsema annual report.

1. 214 952 beneficiaries were reported to have been supported with inputs to produce their own food in the 2016/17 financial year.
2. In terms of gender, the table 1 below indicates that 47% were male and 53% female.
3. Municipalities supported are reflected Annexure A attached.

(b) The criteria for support is as follows:

• 1. The applicant must be a South African citizen,
  2. The applicant must be from a historically disadvantaged group (black, Indian, coloured and Chinese as determined),
  3. The applicant must be 18 years or older,
  4. Must have proof of tenure,
  5. Must have access to services in particular water,
  6. Provide the status of farm governance system,
  7. Indicate managerial and technical skills.

Documents required to finalise the approval for support are the following:

1. Identity document,
2. Proof of residence,
3. Proof of legal access to land,
4. Extension officer’s report,
5. Proof of access to water rights where applicable.

(c) The beneficiaries are determined by the approval committees at district level in provinces.

Reply:

(a) Four (4) schools did not receive meals.

(b) 3108 Learners were affected.

(c) The reason for non-feeding was the delays in the finalisation of the NSNP BID process. The PED also delayed to issue appointment letters to the contracted service providers resulting in non-delivery of food items to schools.

(d) Officials from the Department of Basic Education visited a sample of schools in five districts viz: Umlazi, Ugu, Umgugundlovu, UMkhanyakude, Ilembe to assess the status of feeding and support NSNP implementation. A meeting was also held with senior management at the Provincial office to discuss a contingency plan to resume feeding in affected schools.

Reply:

The Question in Parliament, no 1357, that appears in the National Assembly Internal Question Paper no 17 dated 19 May 2017, refers.

The reply to Question 1550 is submitted, A copy of question 1550 is thereof attached for easy reference.

Reply:

Yes. There is a budget allocated to the input supply programme through the Ilima/Letsema conditional grant.

a) The table indicates the financial allocation per province for the implementation of the Ilima/Letsema programme aimed at supporting farmers and households with inputs to produce their own food.

PROVINCE	ALLOCATION
	R’000
Eastern Cape	67 356
Free State	63 178
Gauteng	27 673
KwaZulu-Natal	67 356
Limpopo	67 356
Mpumalanga	52 213
Northern Cape	58 480
North West	63 178
Western Cape	55 349
Unallocated	00
Total	522 139

A total allocation of R522, 139 million is made available in the 2017/18 financial year through Ilima/Letsema to support farmers, household food gardens, community gardens and school gardens with agricultural inputs.

b) The funds are transferred to provinces where the operations take place. To date, two tranches have been transferred to provinces as per the below approved disbursement schedule:

Province	Q1	Q2	Q3	Q4
EC	10%	15%	50%	25%
FS	10%	25%	40%	25%
GP	20%	20%	35%	25%
KZN	10%	20%	40%	30%
LP	10%	15%	55%	20%
MP	0%	25%	50%	25%
Province	Q1	Q2	Q3	Q4
NC	10%	25%	40%	25%
NW	10%	15%	50%	25%
WC	30%	30%	25%	15%

The disbursement schedule was determined based on the planned activities per quarter in each province.

The expenditure for quarter one is reflected in the table below.

Table 1: Provincial allocations, transfers and expenditure as at end of June 2017
Province R thousand	Division of Revenue Act, 2017(Act No. 3 of 2017)	Total available	Payment Schedule: Year to date	Received by province: Year to date	Provincial actual payments	% Transferred of national allocation	% Actual payments of total received	% Actual payments of total available
Eastern Cape	67,356	67,356	6,736	6,736	1,034	10.00%	15.40%	1.5
Free State	63,178	63,178	6,318	6,318	339	10.00%	5.40%	0.5
Gauteng	27,673	27,673	5,535	5,535	4,542	20.00%	82.10%	16.4
Kwa-Zulu Natal	67,356	67,356	6,736	6,736	895	10.00%	13.30%	1.3
Limpopo	67,356	67,356	6,736	6,736	7,144	10.00%	106.10%	10.6
Mpumalanga	52,213	52,213	-	-	4,908	0.00%		9.4
Northern Cape	58,480	58,480	5,848	5,848	4,270	10.00%	73.00%	7.3
North West	63,178	63,178	6,318	6,318	6,909	10.00%	109.40%	10.9
Western Cape	55,349	55,349	16,605	16,605	16,605	30.00%	100.00%	30
Total	522,139	522,139	60,832	60,832	46,646	12.20%	63.10%	8.90%

Table 1 above shows that Ilima/Letsema has been allocated R522, 139 million in 2017/18 financial year; R60, 832 million was transferred to provinces in quarter one and the expenditure stands at R46, 646 million as at the end of the quarter under review representing 63.1% expenditure against the total received and 8.9 % of total funds available. North West spent 9% more than funds transferred, followed by Limpopo at 106% and Western Cape spent 100% of funds received. There is poor performance by Free State, Kwa-Zulu Natal and Eastern Cape provinces at 5.4%, 13.3% and 15.4% respectively although the payment schedule was determined by provincial planned activities per quarter, these provinces experienced delays in concluding procurement processes in the quarter under review. Mpumalanga did not receive any transfers in the quarter under review as their business plan had no planned activities in quarter one, however the province spend 9.4% of the total available after reviewing their plans. The above table shows a fair overall performance at the end of quarter one and DAFF has planned monitoring visits to verify reported performance.

Reply:

The Standard Operating Procedure (SOP) guides that the input support program must be needs-driven, flexible and easy to access, and should provide resources based on the quality of the project or farm proposals. As a result, there is no one size fits all input support package that is provided, but the farmer receives the inputs based on the technical assessment reports and needs identified. E.g. one farmer may receive seeds, fertilizer, chemicals and diesel and the other farmer may need only seeds and fertilizer.

The production inputs includes seed, fertilizer, pesticides, herbicides and fuel for crop production and animal fodder including licks, animal medicine and vaccines, and insecticides (dips) for animal production.

The crops that are supported are guided by the prioritised commodities in the Agriculture Policy Action Plan implemented through the Revitalization of the Agriculture and Agro-processing Value Chains. The crops prioritized are the following:

a) Grains (Maize, wheat, beans, sorghum)

b) Sunflower

c) Vegetables

d) Fruits

e) Sugarcane

f) Macadamia nuts

g) Rooibos tea

Reply:

the dti has six (6) entities that are governed by Boards. The only entity with vacancies is SANAS. Please see details below.

Entity	Application Date (a)	Closing Date (b)
South African National Accreditation System ( SANAS)	20/08/2017 (Sunday Independent and Sunday Times)	01/09/2017
	23/08/2017 (The Star)	01/09/2017

Reply:

Currently the National School Nutrition Programme (NSNP) has no database of schools with functioning kitchens and necessary utensils. The NSNP has planned to conduct an audit on infrastructure and equipment in 2017/18 Financial Year. The information will be available at the end of the financial year.

Reply:

Yes information has been sourced. see below the Tables link:

(a)(i)http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW1361TableAi-170906.pdf

(b)(i)

SALARY LEVEL	TOTAL POSTS VACANT
SL 14	12
SL 13	16
SL 10	97
SL 8	217
SL 6	507
SL 5	739
Total	1147

(a)(ii) https://pmg.org.za/files/RNW1361TableAii-170906.pdf

(b)(ii)

SALARY LEVEL	TOTAL POSTS VACANT
SL 14	8
SL 8	44
SL 6	448
SL 5	597
Total	282

(a)(iii)

RAG vs Actual 2011-2012
Salary Level	FE	Actual	Gap (surplus (+) shortage (-) )
SL16	0	0	0
SL 15	1	1	0
SL 14	14	11	-3
SL 13	45	19	-26
SL 12	130	164	34
SL 10	345	262	-83
SL 8	686	551	-135
SL 7	665	1011	346
SL 6	667	203	-464
SL 5	1015	344	-671
SL 4 & below	286	371	85
Total	3854	2937	-917

(b)(iii)

SALARY LEVEL	TOTAL POSTS VACANT
SL 14	3
SL 13	26
SL 10	83
SL 8	135
SL 6	464
SL 5	671
Total	917

(a)(iv) http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW1361TableAiv-170906.pdf

(b)(iv)

SALARY LEVEL	TOTAL POSTS VACANT
SL 14	2
SL 13	28
SL 10	76
SL 8	107
SL 6	464
SL 5	704
Total	949

(a)(v) https://pmg.org.za/files/RNW1361TableAv-170906.pdf

(b)(v)

SALARY LEVEL	TOTAL POSTS VACANT
SL 14	4
SL 13	35
SL 10	94
SL 8	173
SL 6	519
SL 5	238
SL 4 & BELOW	155
Total	1034

(a)(vi) http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW1361TableAvi-170906.pdf

(b)(vi)

SALARY LEVEL	TOTAL POSTS VACANT
SL 13	25
SL 10	57
SL 8	140
SL 6	462
SL 5	485
Total	970

(a)(vii) http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW1361TableAvii-170906.pdf

(b)(vii)

SALARY LEVEL	TOTAL POSTS VACANT
SL 13	12
SL 10	60
SL 8	134
SL 6	471
SL 5	454
Total	1037

Reply:

(1)(a)(i)(aa) 2009-10 16

(1)(a)(i)(bb) 2010-11 16

(1)(a)(i)(cc) 2011-12 56 (CATS capacity decentralized to all provinces)

(1)(a)(i)(dd) 2012-13 64

(1)(a)(i)(ee) 2013-14 64

(1)(a)(i)(ff) 2014-15 64

(1)(a)(i)(gg) 2015-16 67

(1)(a)(ii) April 2016 68

(1)(b) how many investigations did it initiate in each of the specified financial years;

2009-10 43

2010-11 118

2011-2012 161

2012-13 128

2013-14 175

2014-15 172

2015-16 227

(ii) April 2016 27

(2) Herewith the citation from the Act:

17D. Functions of Directorate.

(1) The functions of the Directorate are to prevent, combat and investigate—

(a) National priority offences, which in the opinion of the Head of the Directorate need to be addressed by the Directorate, subject to any policy guidelines issued by the Ministerial Committee; and

(b) any other offence or category of offences referred to it from time to time by the National Commissioner, subject to any policy guidelines issued by the Ministerial Committee

(2) If, during the course of an investigation by the Directorate, evidence of any other crime is detected and the National Head (DPCI) considers it in the interests of justice, or in the public interest, he or she may extend the investigation so as to include any offence which he or she suspects to be connected with the subject of the investigation.

(3) The National Head of the Directorate may, if he or she has reason to suspect that a national priority offence has been or is being committed, request the National Director of Public Prosecutions to designate a Director of Public Prosecutions to exercise the powers of section 28 of the National Prosecuting Authority Act, 1998 (Act No. 32 of 1998).

 

National Priority Offence includes but not limited to:

• "Schedule (Section 16(2)(iA))
• High treason;
• any offence referred to in paragraph (a) of the definition of 'specified offence' of the Protection of Constitutional Democracy against Terrorist and Related Activities Act, 2004 (Act No. 33 of 2004);
• sedition;
• any offence referred to in Schedule 1 to the Implementation of the Rome Statute of the International Criminal Court Act, 2002 (Act No. 27 of 2002);
• any offence referred to in Chapters 2, 3 and 4 of the Prevention of Organised Crime Act, 1998 (Act No. 121 of 1998);
• any offence referred to in section 13(f) of the Drugs and Drug Trafficking Act, 1992 (Act No. 140 of 1992);
• any offence referred to in the Non-Proliferation of Weapons of Mass Destruction Act, 1993 (Act No. 87 of 1993);
• any offence relating to the dealing in or smuggling of ammunition, firearms, explosives or armament and the unlawful possession of such firearms, explosives or armament;
• any offence contemplated in Chapter 2 and section 34 of the Prevention and Combating of Corrupt Activities Act, 2004 (Act No. 12 of 2004);
• any offence referred to in the Regulation of Foreign Military Assistance Act, 1998 (Act No. 15 of 1998), or the Prohibition of Mercenary Activities and the Regulation of Certain Activities in Country of Armed Conflict Act, 2006 (Act No. 27 of 2006);
• any offence referred to in the National Conventional Arms Control Act, 2002 (Act No. 41 of 2002);

• any offence the punishment wherefore may be imprisonment for life."

Comments

Members of Crimes Against the State Unit are multi-skilled and the National Head (DPCI) can assign any type of investigation to the members irrespective of its extent, nature, triviality and complexity.

Reply:

The DBE has a partnership protocol with the South African Police Services (SAPS) and a close collaboration with the Department of Social Development in providing referral services for learners who are engaged in substance abuse.

(a) what do the plans entail

• Linking of schools to local police stations
• Conducting searches and seizures in line with the South African School’s Act, 1996 (SASA)
• Facilitating the signing of Provincial Partnership Protocols
• Combatting alcohol and drug use amongst learners in schools
• Closure of taverns/shebeens in close proximity of schools
• Searches and seizures in schools upon reasonable suspicion of the carrying of/or trading in illegal substances or weapons
• Addressing gangsterism in schools and communities
• Crime prevention programmes in schools

(b) is there a specific budget allocated

(i) nationally and/or

• The national department has a budget to train and monitor the implementation of programmes by provinces.

(ii) to each province for the implementation of these plans?

• Provinces budget for implementation of their own programmes.

Reply:

1. No, the school is not participating on the programme;

 (a) The school is ranked as a quintile 4 school. In terms of the Grant Framework the National School Nutrition Programme (NSNP) prioritises quintile 1-3 schools. Consideration is also made to the most deserving learners in quintile 4 & 5, however, this depends on availability of funds as provided by National Treasury.

 (b) The Department is not funding the nutrition programmes in the specified school.

2. The Gauteng Provincial Department has taken steps to feed some learners beyond the priority quintiles but is constrained within the current budget limitation. The availability of funds will determine if the school will benefit in the future.

Reply:

1. Denel SOC Ltd has three (3) divisions that do business with VR Laser South Africa: Denel Vehicle Systems (DVS, Denel Land Systems and LMT. The details of the work contracted are indicated in the table attached hereto and marked as Annexure “A”.

2. We confirm all contracts comply with the National Treasury requirements. Placement of each Purchase Order is compliant with the CSD registration processes. As DVS was acquired in the middle of 2015, Denel applied that DVS be exempted from complying to the PFMA for a period of 1 year being until 31 March 2016

Remarks:     Reply: Approved / Not Approved         Mr Mogokare Richard Seleke   Ms Lynne Brown, MP     Director-General     Minister of Public Enterprises Date:     Date:

ANNEXURE “A”
Denel Divisions and Products	Contract Date	Description of Services	Value of the Transaction
Denel Vehicle Systems (DVS) Armoured vehicles (RG31, RG32, N35 and Casspir) and Gear Ratio systems	01/04 to 18/12/2015	Cutting and bending of specialised steel (quenched and tempered) Vehicle sub-assembly fabrication including cutting and bending of specialised still.	R2 175 935.00
	12/2016 to date		R9 797 856.83
	12/2016 to date	Power Pack sub-assembly fabrication –Gear Ratio	R11 594 033.28
Denel Land Systems Casspir vehicle Badger (Hoefyster) Supplier of armoured steel	10/2003 to 05/2017 (historical contracts	Industrialisation of the Casspir vehicle	R176 467 542.79
	2016/2017 (current contracts)	Industrialisation of the Casspir	R16 437 626.62
	05/08/2014 to 21/10/2016	Fabrication of the Badger hulls	R235 858 970.57
	27/08/2009 to 05/06/2017	Approved single source supplier of armoured steel	R98 902 847.38
LMT Products (Pty) Ltd (LMT) Armoured vehicles (LM8, LM13, Ford F550 and armoured vehicle components)	05/2013 to 08/2016	VR provides LMT with: services to cut, bend, tap and drill of components and parts for armoured vehicle Hull assemblies or sub-assemblies of the vehicles Specialised armoured steel supply	R55 148 736.39
T O T A L	R 516 382 785.86

Reply:

Gibb’s appointment was for R4, 272, 082.03 incl VAT.

Reply:

(a) (i). According to data extracted from the Education Management Information System (EMIS), there were five pregnancies reported by Tipfuweni Secondary School in 2016.

(ii). Masiqhakaze Secondary School reported 34 pregnancies in 2016 through EMIS. This represents 4% of the girl leaners enrolled in the school.

(aa). Yes

(bb). The community within which the school is located in Ekurhuleni is plagued by a host of social ills. The programmes implemented in the school include the following:

• ADAPT programme with the non-governmental organisation People Opposed to Women Abuse (POWA) focusing on health education, prevention of learner pregnancy and sexual violence;
• Peer Education programme with eleven trained peer educators in each grade. Youth camps are also held with the peer educators;
• The Centre for Positive Care facilitates workshops for vulnerable girls;
• The Department has placed a Learner Support Agent (child care coordinator) in the school to support learners to access various services;
• Nurses and social workers form the Departments of Health and Social Development respectively, assist the school with services as required.

 

Reply:

The Draft Framework for the development of Rural Education Policy was completed in March 2017. Subsequently, a process was set for the development of the policy. A draft has been completed and is en-route to the Minister for consideration to publish it for comments from stakeholder bodies and members of the public. Once the Minister approves the draft policy, it will be ready to be presented to the Portfolio Committee on Basic Education upon request from the Committee.

Reply:

The Question in Parliament, no 1355, that appears in the National Assembly Internal Question Paper no 17 dated 19 May 2017, refers.

The reply to Question 1378 is here by submitted. An attachment of question 1378 is thereof included for easy reference.

Reply:

(a) Due to the size of the document, the list of schools and learners is attached on Ms excel.

(b) Number of learners per district

EASTERN CAPE

DISTRICT	LEARNERS
BUTTERWORTH	69232
COFIMVABA	45410
CRADOCK	21865
DUTYWA	89416
EAST LONDON	100128
FORT BEAUFORT	34678
GRAAFF-REINET	24192
GRAHAMSTOWN	24983
KING WILLIAMS TOWN	90511
LADY FRERE	38037
LIBODE	164003
LUSIKISIKI	111916
MALUTI	63003
MBIZANA	105568
MT FLETCHER	40345
MT FRERE	107698
MTHATHA	123201
NGCOBO	67845
PORT ELIZABETH	135774
QUEENSTOWN	49540
QUMBU	59695
STERKSPRUIT	54258
UITENHAGE	71560
Grand Total	1692858

FREE STATE

DISTRICT	LEARNERS
FEZILE DABI	102296
LEJWELEPUTSWA	126979
MOTHEO	145325
THABO MOF	169968

GAUTENG

DISTRICT	LEARNERS
Ekurhuleni North	64971
Ekurhuleni South	114896
Gauteng East	103299
Gauteng North	32357
Gauteng West	88993
Johannesburg Central	67692
Johannesburg East	73529
Johannesburg North	75396
Johannesburg South	67035
Johannesburg West	62843
Sedibeng East	28112
Sedibeng West	90583
Tshwane North	82770
Tshwane South	61225
Tshwane West	82437

KWAZULU-NATAL

DISTRICT	LEARNERS
AMAJUBA	102977
HARY GWALA	144385
ILEMBE	156482
PINETOWN	242245
UGU	179305
UMGUNGUNDLOVU	181604
UMKHANYAKUDE	231629
UMLAZI	136421
UMZINYATHI	174398
UTHUKELA	186387
UTHUNGULU	245858
ZULULAND	264619

LIMPOPO

DISTRICT	LEARNERS
LEBOWAKGOMO	71264
MOGALAKWENA	70308
MOPANI	181770
POLOKWANE	221136
RIBA CROSS	73888
SEKHUKHUNE	212312
TSHIPISE-SAGOLE	59928
TZANEEN	74490
VHEMBE	276760
WATERBERG	53060

MPUMALANGA

DISTRICT	LEARNERS
Bohlabela	204190
Enhlanzeni	242657
Gert Sibande	222420
Nkangala	237353

NORTH WEST

DISTRICT	LEARNERS
BOJANALA	243459
DR KENNETH KAUNDA	133460
DR RUTH S MOMPATI	169243
NGAKA MODIRI MOLEMA	164857

NORTHERN CAPE

DISTRICT	LEARNERS
FRANCES BAARD	79293
JOHN TAOLO GAETSEWE	67315
NAMAQUA	20256
PIXLEY-KA-SEME	43576

WESTERN CAPE

DISTRICT	LEARNERS
CAPE WINELANDS	85414
CENTRAL	39771
EAST	100316
EDEN KAROO	83697
NORTH	50582
OVERBERG	21278
SOUTH	66182
WEST COAST	27992

Reply:

DEPARTMENT

(1)	(a)	Not applicable
	(b)	No
		(i)	No
		(ii)	No
			(aa)	None
			(bb)	R NIL
			(cc)	Not applicable
			(dd)	R NIL
			(ee)	Not applicable
			(ff)	Not applicable

ALEXKOR SOC LIMITED:

(1)	(a)	Not applicable
	(b)	No
		(i)	No
		(ii)	No
			(aa)	None
			(bb)	R NIL
			(cc)	Not applicable
			(dd)	R NIL
			(ee)	Not applicable
			(ff)	Not applicable

DENELSOC LIMITED:

(1)	(a)	Not applicable
	(b)	No
		(i)	No
		(ii)	No
			(aa)	None
			(bb)	R NIL
			(cc)	Not applicable
			(dd)	R NIL
			(ee)	Not applicable
			(ff)	Not applicable

ESKOM SOC LTD

(a) For Department of Public Enterprises

(b)(i) No services were procured by Eskom from Bell Pottinger. Eskom has not raised

a need that would require Commercial to procure any services from the Bell Pottinger.

(b)(ii) Eskom procured public relations services and made payments to these four (4)

Public relations firms, namely Global Interface; Grounded Media, Zen One and Edelman.

(b)(ii)(aa) The services procured from Global Interface for each of the three campaigns

were:

• Account management,
• PR strategy,
• Media Relations,
• PR collateral/ content development,
• Social and web based PR,
• Activations and experimental campaigns.

The services procured from Grounded Media for each of the three campaigns were:

• Account management,
• PR strategy, Media Relations,
• PR collateral / content development,
• Social and web based PR,
• Activations and experimental campaigns.

The services procured from Zen One for one campaign was:

• Account management,
• PR strategy, Media Relations,
• PR collateral / content development,
• Social and web based PR,
• Activations and experimental campaigns.

The services procured from Edelman were:

• Account management,
• PR strategy,
• Media Relations,
• PR collateral / content development,
• Social and web based PR,
• Activations and experimental campaigns,
• Reputation Management,
• Stakeholder Management,
• Issues/crisis management,
• Media training,
• Strategic council and advice to board and EXCO,
• Investor relations

(b)(ii)(bb)

The table below shows total budgeted costs per public relation firm for financial year 2016/2017:

Global Interface	Grounded Media	Zen One	Edelman
R 24 583 753.67	R 18 103 032.45	R 8 256 412.91	R 82 992.00

(b)(ii)(cc)

The detailed breakdown of costs per public relation firm per campaign for financial year 2016/2017:

• Global Interface
  • Eskom Brand Campaign - R7 081 402.27
  • Operation Khanyisa – R9 107 796.25
  • EOESLIP (Soweto, Midrand and Sandton smart split metering) – R8 394 555.15
• Grounded Media
  • Eskom Development Foundation (CSI) – R12 422 887.37
  • Public Safety campaign – R2 913 701.08
  • All other campaigns – R2 766 444.00

• Zen One
  • Integrated Demand Management Campaign (including power alert) – R8 256 412.91
• Edelman
  • Speech writing – R82 992.00

(dd)(ii)

The total amounts paid to each public relation firms is as per (bb) above.

(ee)(ii)

The payments were processed in order to reimburse the agencies for the services rendered as described in (b)(ii)(aa) above.

(ff)(ii)

The breakdown of payments is as per (b)(ii)(cc) above.

SAFCOL SOC LIMITED:

(1)	(a)	Not applicable
	(b)	No
		(i)	No
		(ii)	No
			(aa)	None
			(bb)	R NIL
			(cc)	Not applicable
			(dd)	R NIL
			(ee)	Not applicable
			(ff)	Not applicable

SAX SOC LTD

SAX Express has never procured the services of Bell Pottinger and no payments were made thereof. SAX has never required the services of this company.

(b)	No
	(i)	No
	(ii)	No
		(aa)	None
		(bb)	R NIL
		(cc)	Not applicable
		(dd)	R NIL
		(ee)	Not applicable
		(ff)	Not applicable

TRANSNET SOC LTD

(1)(b)(i) Transnet has not made any payment to Bell Pottinger. The company is not on the list of Transnet’s service providers.

(1)(b)(ii) Refer to “Annexure A” for further information on other public relations firms utilized by Transnet. The information provided is for the last three financial years.

Remarks:			Reply: Approved / Not Approved
Mr Mogokare Richard Seleke			Ms Lynne Brown, MP
Director-General			Minister of Public Enterprises
Date:			Date:

Reply:

List of International Memorandum of Understanding (MOUs) signed by the Department of Transport from 1 January 2014 to 2017

Date signed Country Title of agreement Entry into force:         2012-08- 29 DRC: Aeronautical Authority SA Aeronautical Authority Memorandum of Understanding on Air Transport Agreement between Aeronautical Authority (South Africa) and Aeronautical Authority (Democratic Republic of Congo) 2012-08-29 2014- 02/ 21 Sri Lanka Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Democratic Socialist Republic of Sri Lanka 2014-12-17

2014-07-07 Botswana Agreement between the Government of the Republic of South Africa and the Government of the Republic of Botswana regarding the Road and Bridge Infrastructure Development Initiative 2014-07-07

2015-06-18 France Agreement in the Area of Transport between the Government of the Republic of South Africa and the Government of the French Republic Not in force

2015-06-22 USA Memorandum of Cooperation between the Department of Transport of the Republic of South Africa and the Department of Transportation of the United States of America on Cooperation in the Field of Transportation 2015-06-22

2015-07-03 Benin Agreement for the Cooperation in Transport Related Matters between the Government of the Republic of South Africa and the Government of the Republic of Benin 2015-07-03

2015-07-03 Benin Memorandum of Understanding between the Government of the Republic of South Africa and the Government of the Republic of Benin in Respect of the Project of Construction and Development of the International Airport of Glo-Djigbe 2015-07-03

2015-08-25 South Sudan Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Republic of South Sudan Not in force

2015-10-16 Democratic Republic of Congo (DRC) Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Democratic Republic of Congo Not in force

2016-03-30 Uganda Memorandum of Understanding between the Government of the Republic of South Africa and the Government of the Republic of Uganda on Cooperation in the Transport Related Matters   2016-03-30

2016-10-13 Namibia Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Republic of Namibia Not in force

2016-11-03 Zimbabwe Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Republic of Zimbabwe Not in force

2017-01-20 Chad Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Republic of Chad Not in force

2017-05-11 Tanzania Memorandum of Understanding between the Government of the Republic of South Africa and the Government of the United Republic of Tanzania on Cooperation in Transport Related Matters 2017-05-11

2016-10-11 Kenya Memorandum of Understanding between the Government of the Republic of South Africa and the Government of the Republic of Kenya concerning the Development and Implementation of Lapsset Corridor Projects in the Republic of Kenya 2016-10-11

Airports Company South Africa SOC Limited (ACSA)

See attached

Air Traffic and Navigation Services SOC Limited (ATNS)

	MEMORANDUM OF UNDERSTANDINGS ENTERED BY ATNS IN THE LAST THREE YEARS
Item	Contracting Parties	Nature of contract	Contract summary	Commencement date
1.	Thashani Trading Enterprises (Pty) Ltd	MOU	To request the chief finance officer to approve the appointment of Thashani Trading Enterprise as a Service Provider.	28-Feb-15
2.	Info Guardian (Pty) Ltd	MOU	Contract for trend Antivirus support.	29-Jul-15
3.	Giftbucks (Pty) Ltd	MOU	Designing and implementing a recognition scheme for ATNS.	01-Sep-15
4.	The HR Touch (Pty) Ltd	MOU	For assisting ATNS with the recruitment of its Executive staff.	01-Oct-15
5.	Knowledge Integrated Dynamics (Pty) Ltd	MOU	For facilitating the business intelligence workshop for ATNS.	13-Oct-15
6.	The International Civil Aviation Organization	MOU	Regional Training Centres of Excellence.	19-Oct-15
7.	International Civil Aviation Organisation (ICAO)	MOU	For the recognition of ATNS as an ICAO Regional Training Centre of Excellence (RTCE).	19-Oct-15
8.	Road Refurbishment (Pty) Ltd	MOU	Maintenance contract for the Belzberg radar site access road.	01-Nov-15
9.	Civil Aviation Authority of Botswana	MOU	For the provision of developing a mutually beneficial business relationship.	10-Nov-15
10.	International Civil Aviation Organization African Regional Monitoring Agency (ARMA)	MOU	For the provision to establish the ICAO AFI Region Monitoring Agency.	26-Jun-17
11.	Interim South African Development Community Aviation Safety Organisation (ISASO)	MOU	For the provision of resources for training purposes for ATNS.	15-Mar-17
12.	Aew Solutions (Pty) Ltd	MOU	Collecting and disposing of electronic waste for ATNS.	01-Feb-16
13.	TO70 Consultancy	MOU	For Co-operation in ATM related projects in Africa.	10-Feb-16
14.	SITE (State Information Technology Agency Engagement Contract)	MOU	Providing ATNS with IT infrastructure and services.	8-Mar-16
15.	South African Space Agency (SANSA)	MOU	To ensure that south Africa aligns itself with global initiatives.	20-May-16
16.	Zambia Airports Corporation Limited	MOU	Aimed at developing a fruitful co-operation in the area of air navigation services.	13-Oct-16
17.	Zambia Airports Corporation Limited (ZACL)	MOU	For the development of a fruitful co-operation in air navigation services.	03-Feb-17
18.	The Council for Scientific and Industrial Research (CSIR)	MOU	For the discussions relating to a possible collaboration in research.	9-May-17
19.	Department of Transport	MOU	For the provision of the Medium Earth Orbit Search and Rescue (MEOSAR).	2-Jun-17
20.	Tanzania Civil Aviation Authority (TCAA)	MOU	For the co-operation of air traffic navigation services including aeronautical world geodetic surveys, billing and collection services	15-Jun-17
21.	Department of Transport (SASAR)	MOU	For the provision of aeronautical and maritime search and rescue (AMSAR) Services.	28-Jun-17
22.	Thusani Foundation (NPO)	MOU	For the empowerment of under privileged youth to realise their full potential in the area of science, technology, engineering and mathematics.	8-Aug-17

Ports Regulator of South Africa (PRSA)

(ii) The Ports Regulator of South Africa has signed 2 MOUs within the past 3 years

(b) The MOUs were with the Competition Commission as well as the National Transport Forum (NTF).

(c) The MOU with the Competition Commission is a requirement of the National Ports Act (12 of 2005), s30(2)(b), and is required to co-ordinate and harmonise the exercise of jurisdiction over competition matters, and to ensure consistent application of the principles of the National Ports Act. The MOU with the NTF was a request from the DOT, in order to harmonise cooperation between its stakeholders in delivering on the department’s mandate and to create a discussion platform to address transport issues facing South Africa in general.

(d) Each MOU outlines processes, procedures, and mechanisms to ensure that MOUs are met.

(e) All MOUs have been adhered to.

(f) There are no direct financial implications in the 2 Ports Regulator MOUs except the costs of occasional meetings and interactions and associated travel costs, which are not known until they are required.

Cross-Border Road Transport Agency

1. (ii) The MOUs that have been signed in the past three financial years are listed in table below:

Stakeholder	Date signed
Mpumalanga Department of Roads & Transport	July 2014
Limpopo Department of Roads & Transport	August 2014
DHA	March 2016
Ekurhuleni Municipality	May 2014
RAF	June 2014

 

1. Reasons for the signing of the MOUs are exchange of information sharing, collaboration, training, sharing of resources.
2. The MoUs are implemented through forums e.g. municipal forums; joint law enforcement operations, Border Management Authority structures and through information sharing.
3. Not Applicable
4. All the above MOUs have no financial implications.

Road Accident Fund

(a)(ii) The following MOUs[1] have been signed by the Road Accident Fund (RAF) in the past three financial years,

(b) with the following:	(c) in each instance the reason for the MOU is,	(d) the following processes, procedures and mechanisms exist to ensure that the MOUs are met,
North West Department of Human Settlement, Public Safety and Liaison	information sharing in support of claim processing and collaboration on road safety initiatives	Operationalisation Plans are put in place with specific deliverables. If there is non-compliance with the terms of the MOU the respective relationship managers of the parties to the MOU may engage each other in an effort to address any non-compliance with the terms of the MOU. Where efforts to address non-compliance are unsuccessful the matter can be escalated to an appropriate level in an effort to resolve the non-compliance,
Limpopo Department of Roads and Transport (LDRT)	information sharing in support of claim processing and collaboration on road safety initiatives
Eastern Cape Department of Transport	information sharing in support of claim processing and collaboration on road safety initiatives
Northern Cape Department of Transport and Community Safety	information sharing in support of claim processing and collaboration on road safety initiatives
Gauteng Department of Community Safety	information sharing in support of claim processing and collaboration on road safety initiatives
Kwa-Zulu Natal Department of Transport	information sharing in support of claim processing and collaboration on road safety initiatives
Western Cape Department of Transport	information sharing in support of claim processing and collaboration on road safety initiatives
Free State Department of Road and Transport	information sharing in support of claim processing and collaboration on road safety initiatives
Mpumalanga Department of Health	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
Ekurhuleni Metro Police Department	information sharing in support of claim processing and collaboration on road safety initiatives
Johannesburg Metro Police Department (JMPD)	information sharing in support of claim processing and collaboration on road safety initiatives
Hibiscus Municipality	information sharing in support of claim processing and collaboration on road safety initiatives
South African Social Security Agency (SASSA)	information sharing and collaboration on claim processing
Road Transport Management Cooperation (RTMC)	information sharing in support of claim processing and collaboration on road safety initiatives
Cross-Border Road Transport Agency (C-BRTA)	information sharing in support of claim processing and collaboration on road safety initiatives
Road Traffic Infringement Agency (RTIA)	information sharing in support of claim processing and collaboration on road safety initiatives
Government Employees Medical Scheme (GEMS)	information sharing in support of claim processing and collaboration on initiatives of mutual interest
Railway Safety Regulator (RSR)	information sharing in support of claim processing and collaboration on road safety initiatives
Transnet	information sharing in support of claim processing and collaboration on activities on mutual benefit
Compensation Fund (CF)	information sharing and collaboration on fraud and corruption initiatives
South Africa Local Government Association (SALGA)	promotion of RAF services and collaboration on activities of mutual benefit
Autopax	information sharing in support of claim processing and collaboration on road safety initiatives
Financial Services Board (FSB)	collaboration on financial education to claimants
Special Investigation Union (SIU)	information sharing in support of claim processing and collaboration on fraud and corruption initiatives
KZN Department of Health	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
South African Revenue Services (SARS)	information sharing in support of claim processing and collaboration on prevention of fraud and corruption.
Nelson Mandela Bay Metropolitan Municipality	information sharing in support of claim processing and collaboration on road safety initiatives
Emfuleni Local Municipality	information sharing in support of claim processing and collaboration on road safety initiatives
Eastern Cape Department of Health	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
Free State Department of Health	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
Gauteng Department of Health	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
National Youth Development Agency (NYDA)	information sharing in support of claim processing and collaboration on road safety initiatives
Unemployment Insurance Fund (UIF)	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
South African Insurance Crime Bureau (SAICB)	information sharing in support of claim processing and collaboration on fraud and corruption initiatives
Quadriplegic Association of South Africa (QASA)	information sharing and collaboration on road safety and other initiatives of mutual interest
Maponya 911 Ambulance	information sharing in support of claim processing and collaboration on road safety initiatives
National Association of Automobile Manufacturers of South Africa (NAAMSA)	information sharing and collaboration on activities of mutual interest
SA Taxi	collaboration on road safety promotion initiatives
AmaWheelies	collaboration on road safety promotion initiatives
South African Road Freight Association	collaboration on road safety promotion initiatives.
Global Road Safety Partnership (GRSP)	collaboration on road safety promotion initiatives
Road Safety Awareness Africa (RSAA)	collaboration on road safety promotion initiatives
1Life Cycling Academy	collaboration on road safety promotion initiatives
N3 Toll	information sharing in support of claim processing and collaboration on road safety initiatives.
Bakwena N1 & N12 Toll	information sharing in support of claim processing and collaboration on road safety initiatives
BusaMed	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
Life Group Hospitals	information sharing in support of claim processing and collaboration on prevention of fraud and corruption.
South African Youth Council (SAYC)	collaboration on road safety promotion initiatives
Road Safety Awareness, SA	collaboration on road safety promotion initiatives
KwaZulu Natal Law Society	information sharing in support of claim processing and collaboration on prevention of fraud and corruption

(e)(i) all MOUs have been adhered to, consequently questions (ii) and (iii) are not applicable, and (f) there are no financial implications in respect of the MOUs.

Road Traffic Infringement Agency

1. (ii) Road Traffic Infringement Agency an Entity of the Department of Transport.

1. With whom have they been signed?
2. Department of Small Business Development,
3. Transport Education and Training Authority (TETA),
4. Monash University, and
5. NICSA.

1. What are the reasons for MoU in each instance?
2. Department of Small Business Development,

• Purpose: Financial leverage for the implementation of the Enterprise Development Programme

1. Transport Education and Training Authority (TETA),

• Purpose: Financial leverage for the implementation of the driving simulators programme.

1. Monash University, and

• Purpose: Knowledge transfer programme for RTIA and other Transport Entities’ employees

1. NICSA.

• Purpose: Educate members of the public about road safety and their responsibilities as road users; Provide spiritual and moral support to victims of road accidents; and to establish road safety ambassadors.

1. What processes, procedures and mechanisms exist to ensure that the MoUs are met?

• Steering Committees and Inter-Agency structures have been established to oversee implementation of these MoUs

1. (i) Which MoUs have not been adhered to?

• None

(ii) What are the reasons for this?

• N/A in all four MoUs.

(iii) What has been done to ensure that it is not repeated?

• N/A in all four MoUs.

1. What are the financial implications of each MoU in each instance?
2. Department of Small Business Development,

• R180m (joint contribution by RTIA and DSBD)

ii. Transport Education and Training Authority (TETA),

• R10m allocated

iii. Monash University, and

• N/A

iv. NICSA.

• N/A

Road Traffic Management Corporation

(a)(i) RTMC has an MoU with the (b) CSIR (c) for collaborations on Research projects, (d) The processes in the MOU that ensure adherence and control include:

1. Appointment of accountable Project Managers
2. Escalation Clause
3. Agreement on a project by project basis which would entail the Service Level Agreement
4. Project proposals are taken through a Bid Adjudication Process to ensure adherence to the PFMA

(f) R906 000 was paid to CSIR during 2015/16 financial year in this regard

South African National Roads Agency Limited

For the financial Year 2014/2015

1. EThekwini Metropolitan Municipality

1. Cost sharing for upgraded interchange on N3 at Hammarsdale
2. Clause 10 – Breach

Clause 14 – Dispute resolution (Inter-governmental dispute resolution mechanism, failing which by adjudication

1. (i) None

(ii) Refer to answer provided in (e) (i) above

(iii) Refer to answer provided in (e) (i) above

1. R 93,5 million (ninety three and a half million) EThekwini has made financial contribution in tranches in terms of this Agreement.

For the financial year 2015/2016

1. Transport Education and Training Authority (TETA)

1. To promote a coherent and effective quality assurance system for education and training in the transport sector
2. (-) Development of standard operating procedures for implementing this memorandum;

(-) Holding of regular meetings to monitor implementation of the MOU

1. (i) None

(ii) Refer to reply provided in (e) (i) above

(iii) Refer to reply provided in (e) (i) above

1. Not specified, however parties recognised that they are responsible for financing their own quality assurance functions and activities with respect to their constituent training providers.

1. Eastern Cape Parks and Tourism Agency

1. Condition of Environmental Authorization for N2 Wild Coast Toll Road requires a Biodiversity Offset Agreement to be signed before commencement of construction of the Greenfield section of the N2.
2. The Agreement provides for monitoring through regular progress reports, expenditure and budgeting plans by ECPTA.
3. (i) None

(ii) Refer to reply provided in (e) (i) above

(iii) Refer to reply provided in (e) (i) above

1. R370 (three hundred and seventy) million rands over 10 years

For the financial year 2016/2017

1. Human Development Agency (HDA)

1. A portion of the Greenfield N2 Road alignment was illegally occupied. The HDA committed to the management and the subsequent relocation of the occupants of the unbuilt N2 road reserve to a permanent or alternative accommodation upon securing funds for land acquisition and the subsequent development thereof. The HDA shall liaise with the Department of Human Settlements in order to secure for the acquisition and the subsequent development of land for the resettlement of the occupants.
2. The implementation of this Agreement is overseen and monitored by a working group that meets monthly.
3. (i) None

(ii) Refer to reply provided in (e) (i) above

(iii) Refer to reply provided in (e) (i) above

1. In consideration for the fulfilment by the HDA of its obligations in terms of this agreement, SANRAL has paid the HDA a total amount of R409 402.35 from August 2016 to July 2017.

1. Maluti a Phofung Local Municipality (MAP)

1. Reconstruction of the single lane Wilge River bridge providing two way traffic linking the new N5 interchange to the Harrismith CBD. MAP to contribute 50% of cost of new bridge
2. (-) Clause 10 – Breach

(-)Clause 14 – Dispute resolution (Inter-governmental dispute resolution mechanism, failing which by adjudication). Payments are split over three financial years. Thus far MAP have not contributed. Project is due for completion in March 2018.

1. (i) None

(ii) Refer to reply provided in (e) (i) above

(iii) Refer to reply provided in (e) (i) above

1. R8,151 (eight million one hundred and fifty one thousand rands)

1. Mpofana Municipality

1. Overload control enforcement at the Mooi River Traffic Control Centre
2. (-) Clause 13 – Breach

(-) Clause 18 – Dispute resolution (Inter-governmental dispute resolution mechanism, failing which by adjudication)

1. (i) None

(ii) Refer to reply provided in (e) (i) above

(iii) Refer to reply provided in (e) (i) above

1. R0, 35 million/month over three years. SANRAL makes payments monthly over three financial years.

South African Civil Aviation Authority (SACAA)

1. (i), Not applicable. Details pertaining to (ii), (b), (c), (d), (e) (i), (ii), (iii), and (f), are covered in the table below:

Passenger Rail Agency of South Africa (PRASA)

(a)(ii) / (b) / (c) / (d)

1. Memorandum of Action (MOA) signed between PRASA and the City of Cape Town, May 2015:
   1. The MOA is the outcome of ongoing deliberations between the parties to build a strong implementation oriented partnership to address service delivery imperatives. The objective being to facilitate the delivery of priority projects, programmes and interventions relating to:
      1. Infrastructure Investment
      2. Operations Management
      3. Strategic Investment Interventions
   2. The Land Transport Advisory Board (LTAB) and Intermodal Planning Committee (IPC) have been established in the City in terms of the National Land Transport Act. These multi-stakeholder structures are used as an ideal conduit to for PRASA and the City to work together in implementing the MOA. These formal structure with supporting working groups are scheduled to meet on a regular basis where progress is monitored.
   3. The financial implications of the MOA is linked to agreed priority projects, programmes and interventions.

1. Memorandum of Understanding (MOU) signed between PRASA and the China Communications Construction Company Limited (CCCC), September 2016:
   1. The purpose of the MOU is to assist in establishing and developing cooperation between the parties in their respective capacities as state-owned entities in order to explore the possible funding and / or implementation of new projects in the rail transport sector in South Africa. The Moloto Rail Corridor Development is one such initiative where possible areas of cooperation is being explored.
   2. A Steering Committee has been established comprising, PRASA, CCCC, National Department of Transport, Treasury and the Department of International Relations and Cooperation to:
      1. Oversee and manage the cooperation of the parties under this MOU.
      2. Ensure that the relationship between the parties is conducted within the prescripts of applicable legislation.
   3. Funding / implementation models is being explored, guided by relevant South African laws and regulation. Each party is responsible for their own costs associated with tasks emanating from the MOU / Steering Committee.

1. Memorandum of Understanding signed between PRASA and SNCF, March 2017
   1. The purpose of the MOU is to assist in establishing and developing cooperation between the parties in their respective capacities as state-owned entities in the rail sector. SNCF is France's national state-owned railway company that operates and maintains the French national rail network.
   2. The focus of the cooperation, during the rail renewal and modernisation phase, will be on key areas including managing organisational risks, safety management, compatibility between the new rolling stock and existing and new infrastructure, maintenance approach, life cycle optimisation, support infrastructure, training, change management and communications.
   3. The MOU makes provision for the establishment of a Steering Committee to:
      1. Oversee and manage the cooperation of the parties under this MOU.
      2. Ensure that the relationship between the parties is conducted within the prescripts of applicable legislation.
   4. Each party is responsible for their own costs associated with tasks emanating from the MOU / Steering Committee.

1. Memorandum of Action signed between PRASA and the Ekurhuleni Metropolitan Municipality, April 2017
   1. The purpose of the MOU is to restructure and formalise the liaison between the parties relating to passenger rail matters in line with legal provisions and agreed liaison protocols.
   2. The formalisation of the Rail Steering Committee and Sub committees with clear terms of reference is aimed at enhancing cooperation and coordination of transport activities in Ekurhuleni.
   3. The costs associated with the involvement of officials in these structures are borne by the respective parties.

Railway Safety Regulator (RSR)

(ii) To date the following MOUs have been signed by the RSR with Organs of State:

(b) Department of Labour;

• National Department of Safety and Security;
• National Nuclear Regulator;
• Department of Mineral Resources;
• Department of Environmental Affairs;
• Department of Co-operative Governance and Traditional Affairs;
• Road Traffic Management Co-operation;
• Transportation Education and Training Authority; and
• Road Rail Association;
• Chemical and Allied Industry Association; and
• Heritage Rail Association of South Africa.
• South African National Accreditation System.

(c)

• Department of Environmental Affairs:

To collaborate on environmental issues within the railway space;

• South African National Accreditation System (SANAS) :

To support the RSR with regards to the introduction of the regulations to monitor the suppliers of the safety critical equipment and services to the railway industry;

• Department of Labour (DoL);

To establish a formal working relationship between DoL and the RSR on areas of common or mutual interest and where parties have concurrent jurisdiction to ensure occupational health and safety and operational safety within the Railway environment.

• National Nuclear Regulator (NNR);

To provide for a working relationship between NNR and the RSR with regards to rail transportation of radioactive materials.

• National Department of Safety and Security;

To give effect to the principles of co-operative governance and intergovernmental relations contemplated in the constitution of the republic of South Africa, 1996, in particular cooperation between organs of state on which functions in respect of railway safety, security and policing are conferred.

• Department of Mineral Resources (DMR);

To establish a formal working relationship between DMR and the RSR on areas of common or mutual interest and where parties have concurrent jurisdiction and where there is overlap between surface railway (operational safety) and occupational health and safety with the mining environment.

• Department of Co-operative Governance and Traditional Affairs (COGTA);

To formalize the relationship between the RSR and the COGTA on issues of disaster management and municipal rail infrastructure as it relates to safe railway operations.

• Road Traffic Management Co-operation (RTMC);

To formalize the relationship between the RSR and the RTMC on issues of training, level crossings and road/ rail interface.

• Transportation Education and Training Authority (TETA);

To establish a formal working relationship between the RSR and TETA regarding rail related training including; safety related work, skills development, critical and scarce skills, and rail related qualification(s).

• Road Rail Association (RRA);

To formalize the relationship between the RSR and the RRA regarding the development of Industry and National STANDARDS. .

• Chemical and Allied Industry Association (CAIA);

Certain Railway Operators as well as Consignees and Consignors of dangerous goods are members of CAIA and this MoU provides for a formal relationship between the RSR and CAIA regarding the safe transportation and handling of dangerous goods by rail.

• Heritage Rail Association of South Africa (HRSA).

To establish a formal working relationship between HRSA and the RSR on areas of common or mutual interest.

• Operation Lifesaver

The purpose of this agreement is to support the institutional growth and sustainability of the RSR mainly, in the area of education and awareness. Through this agreement, the RSR aims to resolve the five focus areas which are derailments, people struck by trains, collisions, level crossing incidents and platform train interface and train surfing. OLI will assist towards the achievement of the RSR’s mandate in as far as the education and awareness is concerned.

This agreement will allow the RSR as the OLI’s member country to extend its network to railway operators and associations in the SADC and the rest of Africa.

• The Railway Safety Regulator (RSR) / Business Sweden (the Swedish Trade and Invest Council)

Establish attractive investor markets by providing innovative railway safety assurance services and products; and to

Gain a better understanding of the opportunities for Private Public Partnerships with industry. The scope of the collaboration will combine the following resources: market intelligence, networks within the SADC region with RSR’s technical expertise, Swedish and South African networks to conduct technical assessments in specific markets to gain understandings of opportunities in the fields of common interest.

(d)

• Specific responsibilities of the signatories to the MoU’s and the areas of collaboration have been specified within the MOUs.
• Regular meetings are held between the RSR and its MoU partners to execute collaboration activities, monitor progress on the collaboration initiatives and to discuss areas of further collaboration

 

 

(e)(i)

None. The RSR enjoys co-operation from its MOU partners and this plays an important role to ensure safe railway operations. Officials from the Department of Labour and the Department of Safety and Security have also been appointed to serve on the RSR Board of Directors, the thereby giving strategic inputs to the RSR in the areas of Occupational Health and Safety and the Organizational and Personal Safety.

(ii)

Refer to (e) (i) above.

(iii)

Refer to (e) (i) above.

(F)

There are no negative financial implications. The MOU partners collaborate on activities of mutual interest, which are part of the deliverables of each individual partner. The MOU in each case assist through leveraging on each other’s existing resources/strength for mutual benefit. This results in efficiencies and cost savings.

South African Maritime Safety Authority (SAMSA)

(a,(i); b, c, d, e (I, ii, iii) and f)

(a) Which Memorandums of Understanding (MOUs) have been signed by

SAMSA- Management of the Fisheries Vessels

(i) SAMSA

(b) With whom have they been signed, Department of Agriculture forestry and fisheries

(c) What are the reasons for MOU in each instance, at the request of DAFF, Market failure imminent due to the vessels not being operational, No suitable management company sourced by the DAFF.

(d) What processes, procedures and mechanisms exists to ensure that the MOUs are met, Signed SLA

(e) None

(i) Which MOUs have not been adhered to, none

(ii) What are the reasons for this and not applicable

(iii) What has been done to ensure that it is not repeated not applicable and

(f) What are the financial implications of each MOU in each instance? No negative financial implication- User Pays model

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