Questions and Replies

Reply:

(1) Yes, Kempton Park Detective Service received two (2) vehicles during the 2015/2016 financial year.

(2) (a) Kempton Park Detective Service currently have 25 vehicles.

(b) 25 vehicles are in working order.

(c) Not applicable.

(3) (a) There are 67 detectives currently at Kempton Park Detective Service.

(b) (i) 42 detectives attended a detective course.

(ii) 42 passed the detective course.

(c) Each Investigating Officer has an average of 200 dockets.

(4) The allocation of vehicles for the 2016/2017 financial year has not been finalised yet.

Reply:

(a) In 2015-16 financial year:

(i) The department has spent R2 621 268,44

(ii) iSimangaliso Wetland Park Authority R 103 920,00

(iii) South African National Botanical Institute R 919 216,00

(iv) South African National Parks R6 552 099,12

(v) South African Weather Service R 604 241,60

(b) In the 2016-17 financial year:

(i) The department has budgeted for R 1 000 000,00

(ii) iSimangaliso Wetland Park Authority R 116 000,00

(iii) South African National Botanical Institute R 1 086 396,00

(iv) South African National Parks R10 397 441,09

(v) South African Weather Service R 630 000,00

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Reply:

The NYDA is running the following programs:

• Business Support Services – Voucher Programme
• Market Linkages
• Mentorship
• Grant Programme
• Entrepreneurship Development Programme
• Cooperative Governance Training
• Business Registration Service

R50, 3m is allocated for all the Economic Development Programmes.

The Department of Planning Monitoring and Evaluation (DPME) does not run dedicated development programmes but it does encourage SMMEs to register on its supplier database and endeavours to utilise these companies where possible when procuring goods and services.

Statistics South Africa does not run any development programme for small business.  However, it gathers data and collates such data into statistical information that would certainly be of use to small business.  A dedicated survey for the self-employed is periodically conducted to inform what takes place in the informal sector.

Reply:

1 (a) (b). Yes, a process of entering into payment agreements between each of the affected municipalities is in its final stages. The Department of Co-operative Governance ((DCoG) in collaboration with Department of Public Enterprise (OPE), SALGA, Provincial COGTA's and Treasury conducted work sessions with the affected municipalities and Eskom. A detailed affordability analysis was conducted for each municipality taking into account its unique circumstances, the root causes for non-payment as well as other municipal commitments. This work resulted in new payment arrangements being drafted for Eskom's consideration. On approval by Eskom, these agreements will be formalised with municipalities by means of council resolutions. Eskom aims to have all the agreements in place with municipalities by end of May 2016.

2. (a). Yes, since the draft payment agreements were based on the affordability analysis; they will be affordable to municipalities.

(b) The debt will be reduced because one of the conditions of the agreements is that municipalities pay their current debt over and above the agreement amount to service outstanding debt. .

3. Eskom is still engaging and finalising discussions with the municipalities on agreed payment terms and to date there is no municipality that has finalised and signed the payment agreement with Eskom. Compliance will only be monitored once agreements are reached between Eskom and the municipalities.

4. During the inter-ministerial negotiations; Eskom made a commitment to consider waving the interest for municipalities who adhere to their payment terms and to consider reviewing the payment period. However; the response received from Eskom in that regard is as follows:
"Considering the Eskom financial situation and in line with the PFMA and MFMA requirements as well as the Supply Agreements held with our customers, Eskom has decided to continue to apply the 15 days payment period as well as charging Prime plus 5% on overdue amounts."

Reply:

1.I am advised that a total number of 73 entities responded with written comments to the proposed amendments to the Price Preference System (PPS) on the Exportation of Ferrous and Non-ferrous Waste and Scrap Metals published in Government Gazette notice R.1211 on 11 December 2015.

(2) (a) Oral submissions have been heard by the Commission (ITAC) and were
made by the following entities:

• Metal Recyclers Association (MRA).
• Recycling Association of South Africa (RASA).
• Non Ferrous Metal Industries Association of SA (NFMIA) and the Aluminium Federation of SA (AFSA) in a combined presentation.
• SA Institute of Foundrymen (SAIF).

(2)(b) In the light of the fact that the process of evaluating the amendments is still underway it would not be appropriate to divulge the specific content of the oral submissions, save to say that in general, NFMIA, AFSA and SAIF were in support whereas the MRA and RASA objected to the amendments.

-END-

Reply:

1. Department was not approached by any political for funding;
2. Falls away

Reply:

(a) Yes

(b) Yes, however, the participation of small business enterprises and cooperatives is advanced through public employment programmes.

(i) & (ii) The Department of Environmental Affairs provides opportunities through different programmes and entities, and is specifically responsible for the EPWP with it’s 14 different programmes through which it has provided opportunities for people through SMMEs and cooperatives.

The Programmes are listed as follow:

• Working for Water
• Working for Wetlands
• Working for Ecosystems
• Working for Forests
• Working for Energy (Biomass)
• Eco-Furniture Programme
• Working on Fire
• Working on Waste
• Working for the Coast
• Working for Land
• Greening & Open Space Management
• People & Parks
• Wildlife Economy
• Youth Environmental Service

All fourteen of the EP programmes are designed to secure outcomes that have high returns on investment, over and above the Full-Time Equivalent jobs and Work Opportunities. The contractors and participants are all trained, skilled and empowered to do this work.

South African National Parks (SANParks) is in part, part of the EPWP implementation, and implements a develpment programme for small contractors or businesses. It also supports additional small businesses as part of the Infrastructure Programme.

Further opportunities are being sought through the Chemical and Waste Branch on the Recycling Enterprise Support Programme (RESP).

(aa) Programmes target to support 2,369 SMMEs for 2016/17.

SANParks implements EPWP projects in all national parks, buffer zone areas and some provincial nature reserves. For the 2016/17, the projects will support 501 small contractors, including training and contractor development. As part of the Infrastructure Programme in Kruger National Park, 14 small construction contractors are mentored for civil, building and electrical works.

The iSimagaliso enterprise programme is in its 7th year. It supports 182 small businesses. Businesses receive formal training and ongoing mentoring via a virtual business hub. The small business also qualify to apply for grant funding from the programme. R6.8million has been paid on in grant funds to 88 small businesses.

(bb) The department has budgeted an estimated amount of R 1.2 billion for the 2016/17 financial year which will be procured using SMMEs.

The amount budgeted for the small contractors in the EPWP programme under SANParks is R166 million. An estimated amount of R58.8 million was budgeted for the small construction contactors in Kruger National Park.

Through the Waste Management Bureau, an approximate amount of 11 million is set aside for the Recycling Enterprise Support Programme (RESP) initiative.

For iSimangaliso, the amount that has been budgeted for this year is R1.2m.

(cc) Throught the 14 different programmes, a minimum of 1519 SMMEs, 46524 Work Opportunities and 23 467 Full Time Equivalents will be created in 2016/17, a further 140 temporary jobs will be created and supported in the Kruger construction programme.

It is also envisaged that a 150 jobs will be created through the Recycling Enterprise Support Programme.

For iSimangaliso, it is anticipated that the development programmes run by iSimangaliso will create approximately 2000 jobs in this financial year

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Reply:

(1) (a) (i)(ii)(iii) No.

(b) No.

(2) (a) (i)(ii)(iii) No.

(b) No.

Reply:

(a) The amount spend on advertising in the 2015-2016 financial year

(i) Department’s adverts

Advert on Bursaries (Non-Employees)	119,738.70
Advert: Promotional Items	854,365.00
Advert: Marketing	5,689,523.85
Advert: Recruitment	754,885.76
Advert: Tenders	390,327.24
Total spent	R7 808,840.55

 

(ii) Public Entities

I have 27 entities reporting to me, to compile this information it will take time, but as soon as it is collated I will forward the necessary information to the Honourable Member.

(b) Amount budgeted for Advertising 2016/17 financial year

(i) Department 9.2 million

Reply:

The question is:-

1. Whether the department was aware that the container office was actually located in such a dangerous location.

A formal investigation is underway in terms of the legal provisions and will assist in identifying the underlying causes of the accident. On completion of investigation, recommendations will be made to prevent similar accidents.

   2. Is it your expectation the mine would have known that the container is in a dangerous location.

The above-mentioned formal investigation will assist in identifying the underlying causes of the accident.

   3. Has your department conducted assessment on other mines in the country to determine that no such dangers await other mineworkers?

The mine inspections and audits are continuously being conducted with the aim of preventing harm on the mineworkers.

In a case where sub-standard condition, act or non compliance to the provisions of the Mine Health and Safety Act is observed during a mine inspection or audit, appropriate actions are immediately taken to remedy such conditions.

  4. If yes which mines? If not why not?

The mine inspections and audits are conducted at all the operating mines.

  5.  Do we have assurance that such or similar accident will not revisit the country

We endeavor to prevent mine accidents from occurring and lessons learnt from the above-mentioned investigation will be used to improve safety in the mining sector.

   6.  Does the country have requisite skills to deal with disasters of this nature?

South Africa has the requisite skills to deal with disasters at mines and our country’s Mine Rescues Services (MRS) assisted in the Chile Mine disaster in which 33 trapped mine workers were rescued successful after 69 days.

  7. If yes where is it located, and why do we find ourselves in this situation like it is at Lily Mine where it will take close to a year to reach the container where miners are trapped?

At the Mine Rescue Services of South Africa. The rescue operations have not been abandoned but options which will ensure safe rescue operations are being pursued. This is as a result of the deterioration of ground conditions at the mine.

  8. If not why don’t we have such capacity?

South Africa has the requisite skills and capacity.

  9. Who is thus responsible for the situation that we find ourselves in?

The accident investigation will assist in identifying the underlying causes of the accident.

 

 

Approved/not approved

Mr MJ Zwane, MP

Minister of Mineral Resources

Date Submitted:-………………/………………/2016

Reply:

Question a.

a. DOD personnel did engage with COMAIR with respect to the requirements listed in paragraph.

(b.) No senior officials were involved in this regard.

b (i.) The DOD (SA Air Force) awarded two (2) contracts to "COMAIR LTD" (V32C9) during the specific period in question for the following requirements.

• 2012: for the training of four (4) members on Flight Dispatchers Course to the value of R134 976,00.

• 2014: for CSIR skills training for SA Air Force members to the value of R28 500,00.

Reply:

Department

(1) (a) No employees within the Department underwent advanced driving courses. The Department does not have a plan for employees to attend such courses.

(1) (b)

(2) (a) (i) (aa) 2013 – 14 – None

(2) (a) (i) (bb) 2014 – 15 – None

(2) (a) (i) (cc) 2015 – 16 – None

(2) (b) Not applicable

(2) (c ) Not applicable

Airports Company South Africa SOC Limited (ACSA)

1. (b) None of the ACSA Corporate office drivers or employees has attended advanced driving courses. ACSA intends sending all drivers for an advance driving course in the current financial year.

(2) Please refer to response provided in 1 (b) above.

Air Traffic and Navigation Services SOC Limited (ATNS)

1. (b) As per ATNS Technical Services instructions, all ATNS Technical Support staff attend an advanced 4 X 4 drivers training course on an annual basis. This is typically a 2 day training course where participants receive both theoretical and practical training.

(2) (a) (ii) None

(aa) 2013-14: 134 Technical Staff members approximately R 108, 540-00

(bb) 2014-15: 132 Technical Staff members approximately R112, 860-00

(cc) 2015-16: 130 Technical Staff members approximately R117, 000-00

(b) For the 2015-2016 financial year the typical cost of a 2 day advanced 4 X 4 drivers training course was R900 per person.

(c) All ATNS staff members, who are required to drive to remote communications, navigation or surveillance sites as part of their routine work activities, are required to attend an advanced 4 X 4 drivers training course.

South African Civil Aviation Authority (SACAA)

1. (b) The nature of the South African Civil Aviation Authority’s (SACAA) mandate and duties undertaken by its employees does not warrant them to undergo advanced driving courses.

       2. (a) (i) N/A (ii) None (aa) None, (bb) None and (cc) None, (b) N/A (c) N/A.

South African National Roads Agency Limited (SANRAL)

(1) (b) At SANRAL all project managers that had to travel officially to construction sites underwent advance driving courses up to November 2013. This has since been stopped due to the National Treasury cost containment measures published in November 2013.

(2) (a)(ii)(aa) For SANRAL our 2 survey vehicle drivers was send on advance truck driving course (bb) None, and (cc) None,

(b) R4 050-00 per driver

(c) Required by the truck manufacturer that supplied the truck for the survey vehicle as part of the warranty agreement.

Cross-Border Road Transport Agency (CBRTA)

1. (b) The C-BRTA does not have any policies in place to ensure that employees undergo through advanced driving courses. While the C-BRTA is aware that advanced driving courses will contribute to road safety, due to financial contraints no advanced driving training has been rolled out to employees. We however continue to work with other stakeholders in the road transport industry for collaborative partnerships with a view to promote road safety.

2. (a) (ii) (aa) 2013-14 None

(bb) 2014-15 None and (cc) None in 2015-16 financial years

(b) No costs were incurred as no advanced driving courses were offered.

(c) Not applicable as no employees were offered the advanced driving training in the 2013-14, (bb) 2014-15 and (cc) 2015-16 financial years, those that would have undergone would have done so in their personal capacity.

Road Accident Fund (RAF)

1. (b) The RAF has not put policies in place to ensure that employees undergo advanced driving courses; the RAF has however arranged for defensive driver training which included four employees);

2. (a)(ii) (aa) None

(bb) None, and (cc) Four (4)

(b) the cost related to the four employees attendance of the defensive driving course was R 4 200 (VAT inclusive), and

(c) no criteria applied specifically to the employees’ selection for enrolment for the defensive driving course

.

Road Traffic Management Corporations (RTMC)

1. (b) The RTMC does not have a policy that compels employees to undergo advanced driving courses. However the RTMC realized the importance of such training for members of the National Traffic Police and has included such practical training as a module in the training of National Traffic Officers.

2. (aa) In 2013-14 six (6) employees

(bb) in 2014-15, 184 employees and (cc) 2015-16 None employee undertook advanced driver training.

(b) R90 222

(c) Training was provided as part of the up-skilling of National Traffic Officers.

Road Traffic Infringement Agency (RTIA)

1. (b) The RTIA does not have a policy that compels employees to undergo advanced driving courses. However, The entity’s approved HR strategy seeks to place Road Safety at the core of organisational culture and as such driver behaviour programmes including advanced driving training will be implemented

2. (a) (aa) 2013-14 – None

(bb) 2014-15 – None , and (cc) 2015-16 – None

(b) N/A

1. N/A

Passenger Rail Agency of South Africa (PRASA)

1. (b) The current fleet policy is silent on driver training and advanced driving. However, the company is in the process of reviewing its fleet policy and driver training is included in as follows:-

“All drivers/officials will be evaluated at regular intervals and training will be undertaken to ensure that they comply with the legislated laws”.

2. No employee of PRASA has undergone advanced drive training.

Railway Safety Regulator (RSR)

(1). The Railway Safety Regulator (RSR) does not have a policy in place that ensures employees undergo advanced driving course. The nature of the work done does not require driving skills. The majority of our work is done within the railway environment.

(2) Not applicable. Refer to 1 above.

South African Maritime Safety Authority (SAMSA)

(a) There is currently no policy for advance training.

(b) None of the employees have gone through advance training courses. Advanced Driving Courses were not budgeted for in the previous financial years.

None of the employees have done advance driving courses.

Ports Regulator of South Africa

1. (b) The Ports Regulator has not spent any funds to train and develop employees for advanced driving lessons. This is because the job requirements for all Ports Regulator employees do not require employees to utilise advanced driving skills.
2. (a) (ii) No employee of the Ports Regulator has undergone advanced driving courses in (aa) 2013/14, (bb) 2014/15 and (cc) 2015/16. (b) not applicable, (c) not applicable

Reply:

Attached please find here: Reply
 

Reply:

As the honourable member is aware, the GFIP e-toll system basically uses camera images and dedicated short range communications equipment. In the case of the camera equipment installed on the GFIP system, this equipment complies with the technical requirements of SANS 1795, Part 5 on data capturing and recording devices for road traffic law enforcement.

With regard to the legislation referred to, there are currently no technical regulations published under the Legal Metrology Act which e-tolling must comply with. In the absence of specific technical regulations, this matter is being handled by the National Regulator for Compulsory Specifications (NRCS) in terms of Section 22(2)(c) of the Legal Metrology Act, 9 of 2014.

The CEO of the NRCS is required to set requirements and conditions for use of the equipment in terms of Section 22(2) (c) of the Legal Metrology Act. The NRCS and SANRAL are addressing these requirements which will apply as an interim measure until technical regulations are published under the legislation. The Legal Metrology Act allows for interim measures to be used.

Additional information for the Minister:

The CEO of the NRCS also clarified this position in a letter to the Freedom Front Plus and this letter was made available to the public sometime last year. Unfortunately the contents of the letter are being mis-interpreted to cause confusion. The Legal Metrology Act allows for interim measures to be used.

In its letter of 4 March 2016 to the Freedom Front Plus, the NRCS clarifies the above and states the following:

" As there are currently no technical regulations which set out the specific requirements that the measuring instruments are to meet, compliance or non-compliance could not be established by the NATIONAL Regulator and hence there is no criminal prosecution taken against SANRAL at this stage. However, should non-compliance issues arise or be detected once interim measures are in place, enforcement measures will be applied as [provided for in the Legal Metrology Act."

Reply:

1. (a and b)

The Department of Environmental Affairs was never approached by any political party for funding in the following financial years since 1 April 2016:

1. 2013-2014,
2. 2014-2015, and
3. 2015-2016.

(2) (a and b)

No funding was provided by the Department of Environmental Affairs to any political party for the following financial years since 1 April 2016:

1. 2013-2014,
2. 2014-2015, and
3. 2015-2016.

Appropriated funds are meant for the execution of activities related to the mandate of the Department.

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Reply:

(1) The following response is based on the information provided by eThekwini, Cape Town Metropolitan municipalities and Gauteng Provincial Department of Cooperative Governance and Traditional Affairs. Mangaung and Nelson Mandela Bay Metropolitan municipalities indicated that they do not have a Metropolitan Police departments. Mandela Bay Metropolitan Municipality has Security and Traffic Services which has about 600 employees. Buffalo City did not meet the deadline for submission of responses. However, the municipality has been requested to respond accordingly. The information will be delivered to the honourable member as soon as it is received.

(2) The number of officers are currently employed by each of the metropolitan police departments are provided below:

Metropolitan Municipality	Number of officers are currently employed each of the metropolitan police department
eThekwini	1866 officers
Cape Town	557 officers
Ekurhuleni	1375 officers
Johannesburg	3017 officers
Tshwane	3815 officers
Mangaung	No applicable
Nelson Mandela Bay	No applicable

by

Reply:

The Public Service Commission (PSC) is an independent Constitutional body, and its budget is appropriated via the Minister of Public Service and Administration.

1(a)(i) The Public Service Commission, forwarded a request to the Department of Public Works (DPW) on 29 October 2010 for the extension of the lease agreement for a period of five (5) years as the building (Commission House in Arcadia, Pretoria) was still suitable and met the requirements of the PSC. The PSC experienced challenges with the renewal process.

Seeing that there were delays with the renewal of the lease as well as the fact that the PSC had reached the optimal occupancy of the building, the PSC requested the DPW to procure alternative office accommodation in July 2012.

In order to allow the DPW to commence with the procurement process of the alternative accommodation, the PSC agreed that the lease agreement be renewed for a further period of eighteen (18) months to ensure that PSC relocates into the new alternative office building on 1 April 2014.

A building was identified as suitable alternative accommodation for the PSC and a lease agreement was signed. However, during tenant installation process there were concerns raised by the PSC e.g. additional costs to be borne by the PSC relating to tenant installation. This resulted in the process being suspended by the DPW. Due to the dispute, the PSC did not take occupation of the building.

The PSC forwarded another request to DPW in June 2015, after receiving notice to vacate Commission House, to commence with the sourcing alternative accommodation.

1(a) (ii) The PSC requested DPW on 1 June 2015 to re-advertise the bid as the PSC was notified of the refurbishment of the building (Commission House) taking into account that the building was supposed to be already vacant then (the PSC was supposed to have vacated the building in 2014).

(b) The term of the lease for the current offices is for a period of 24 months, with an exit clause after 18 months.

(c) The PSC has requested DPW to source permanent accommodation. The process will be completed by no later than January 2017.

2(a) The PSC paid R1.2 million once off costs towards the relocation to temporary accommodation (Absa Towers) for IT network infrastructure.

2(i)(aa) The PSC did not incur costs to move furniture. The Department of Public Works absorbed 50% of the relocation costs and the current landlord paid 50%.

2(i)(bb) The PSC paid R1.2 million for IT network infrastructure costs.

2(i)(cc) The PSC did not incur costs for refurbishing office space. The costs were covered by the tenant installation allowance paid by the landlord.

2(ii) The PSC did not pay estate agents fees.

2(iii) There is no other expenditure that was incurred.

2(b) The total current monthly cost of the rental of the temporary office accommodation is R1 407 312.79 for 8907 square metres.

2(c) The rental for the previous office accommodation was R523 087.00 per month for 6533.75 square metres. The rental for previous accommodation was not market related as ever since the PSC took occupation of the building in 1997, the ownership of the building changed 4 times without the annual rental escalation affected. The current monthly rental expenditure is high compare to the previous monthly expenditure on office accommodation.

(3) The monthly costs would have been lower if the PSC would have moved to the office accommodation identified by the Department of Public Works

The monthly rental for the office accommodation identified by the DPW would have been R 1 361 352.36 for 8907 square metres including parking.

Reply:

One official, Dr Molefe Pule, Chief of Staff in the Ministry of Economic Development, accompanied me to Kigali, Rwanda for the World Economic Forum Africa.

-END-

Reply:

(a) Yes, plans have been put in place to formally house the residents of the Kya Sands Informal Settlement. Due to the dense nature of the informal settlement, there is not enough land surrounding the area to formalise the project in situ. As a result, it was proposed that the project be developed in conjunction with the Lion Park Project further north, near the Lanseria Airport. The concept envisaged was that the Nietgedacht Property on which the Lion Park Project would be located would be formalized first due to the fact that the density is lower and it is envisaged that some of the residents of Kya Sands will then be relocated to the Lion Park Project. The remaining Kya Sands informal settlements residents would be formalized in situ. It should be noted that because of the high housing demand, both projects would be developed as high density housing and as such incremental formalization is not possible.

(b) A total of 13 000 beneficiaries have been identified and the scope of the project was increased to include all the informal settlements on Malibongwe Drive, between Kya Sands and Lanseria. 8 000 beneficiaries will be accommodated at the Lion Park development and 5 000 beneficiaries will be accommodated at the Kya Sands site. Beneficiaries from Lanseria/Freeway, Lanseria/Lion Park, Lanseria/Selina Park, Sands/iNanda Holding 57, Houtkoppen, Plot 5 Riverbed and Malatje informal settlements will be accommodated at the two developments.

(c) The planning process is currently underway and indications are that the development will commence during 2019/2020 financial year.

Reply:

1. Social grant increases are determined in consultation with the National Treasury and the South African Social Security Agency (SASSA). The amount of money available for the individual grant increases is subject to government’s expenditure ceiling and is guided by the appropriation made for grants by Parliament. For this financial year a budget increase of 8.2% was allocated for grant increases. This increase needs to provide for both demographic and economic factors. All these factors have a considerable influence in determining annual grant increases. However, these increases are constrained by the available budget.

2. All grants, with the exception of the Child Support Grant (CSG) are above the country’s basic food poverty line as determined by Statistics, South Africa. They are also above the highest Upper Bound Poverty line (of R753 per month in 2014). Hence these beneficiaries should have enough to buy adequate food as well as additional non-food items.

Reply:

(a) (i) The Department completed the feasibility study on the Moloto Development Corridor in September 2014. PRASA submitted the Treasury Approval 1 (TA1) application to National Treasury at the end of October 2014. National Treasury only responded in December 2016. The allocated budget provided for an Option Analysis to be undertaken on the establishment of an appropriate structure to manage and oversee the implementation of the Moloto Rail Development Corridor. As a result of the protracted response by National Treasury and the fact that it was not supportive of the Moloto Rail Development Corridor, the Department did not occur expenditure.

(ii) The reasons underspending on the National Railway Safety Amendment Bill was due to delays in the procurement processes in securing a suitable service provider with the appropriate technical expertise to assist the Department. The service provider was appointed in October 2016.

(iii) The reasons for underspending on the National Railway Safety Strategy is a result of scarce skill related to railway safety expertise within the transport sector. A Request for Proposal was advertised in July (Bid Number DOT/04/2015/RT), however, by closing date, the Department did not received any bids. The tender was re-advertise and a service provider was appointed in January 2016.

(b) (i) The Appeals Committee is operational since 2010. An amount of R 1,45 million was provided for the remuneration of Committee Members. Committee Members are remunerated in terms of Section 123(1) of the Civil Aviation Act, 2009 and in line with the Minister of Finance’s approved Service Benefit Packages for Office Bearers. The need for the Committee to meet is guided by the number and complexity of appeals lodged by Appellants against decisions taken by the Director of Civil Aviation of the South African Civil Aviation Authority. Thirty seven (37) meetings were held in 2015/16 where eight (8) appeals were considered. The allocated amount for this project has been reduced to R 0, 803 million in the 2016/17 financial year.

(ii) Provision has been made in the 2015/16 financial year for and amount of R 1,0 million for the appointment of a specialised legal service provider to draft the Civil Aviation Amendment Bill. There was an urgent need to amend the Civil Aviation Act, 2009, to ensure compliance with international standards and practices set by the International Civil Aviation Organization (ICAO). A decision, in line with Government’s Cost Saving Initiatives, has been taken to draft the amendments internally by officials in the Department. This has resulted in the under-expenditure as reported under Programme 5.

Reply:

The information was provided by uMshwathi Local Municipality and approved by Minister P Gordhan):

  (1) Yes, it was owned by the former Development Services Board (DSB) in 1994 – 1995.

    (a) It was transferred to Air Health Committee, then the Health Committee became Cool Air TLC in 1996 – 2000. In December 2000, the Cool Air TLC was amalgamated into uMshwathi Municipality.

   (b) There were four areas that were controlled by Development Services Board-Dalton, Cool Air, Wartburg and New Hanover, that were converted into Health Committees and the assets from DSB were handed over to these Health Committees.

  (2) The arrangements for Cool Air Secondary School is for them to book the hall in advance at no cost to the school.

 

Reply:

(a) According to our records which are contained in the Infrastructure Reporting Model (IRM), Kwazulu Natal Province have sent their allocation for Provincial Roads Maintenance Grants (PRMG) though the department as the Transferring National Officer (TNO), have withheld the fourth tranche payment.

(b) The Department is engaging with the province together with National Treasury to rectify expenditure as reported on IRM while we are awaiting response from National Treasury for the approval of rollover funds withheld. Note that Provincial Treasuries manage rollover funds on behalf of National Treasury.

Reply:

Attached please find here: Reply
 

Reply:

(1) Yes. On 26 October 2015, Cabinet approved the establishment of the inter-departmental committee on beneficial ownership. The committee was set up at the inaugural meeting of the committee held on 27 February 2016. It is constituted by the following institutions and government departments convened by the Department of Public Service and Administration:

 (a) National Treasury (NT);

 (b) Financial Intelligence Centre (FIC);

(c) Department of Public Service and Administration (DPSA);

(d) South African Revenue Service (SARS):

(e) South African Police Service (SAPS):

(f) National Prosecuting Authority (NPA);

(g) Department of Justice and Constitutional Development (Doi & CD);

(h) Department of Trade and Industry (DTI);

(i) Companies and Intellectual Property Commission (CIPC);

(j) Department of Social Development (DSD);

(k) Department of International Relations and Cooperation (DIRCO);

(l) State Security Agency (SSA);

(m) National Intelligence Coordinating Committee (NICOC);

(n) South African Reserve Bank (SARB);

(o) Financial Services Board (FSB);

(p) Johannesburg Stock Exchange (JSE);

(q) Estate Agency Affairs Board (EAAB);

(r) Law Society of South Africa (LSSA);

(s) National Gambling Board (NGB); and

(t) Independent Regulatory Board of Auditors (IRBA)

(2) Yes. Development of the country’s implementation and/or action plan has commenced, the committee is currently finalising the draft action plan. The draft action plan is derived from the G20 High Level Principles endorsed by Cabinet in October 2015, which sets-out the required actions to be undertaken by the Government of the Republic of South Africa.

Reply:

Question 1.

a.(i) According to the Department of Defence's records, the Department has not concluded any audit contract with Deloitte to the value of R800 million. However, Deloitte was contracted to perform a Through Life Capability Management (TLCM) study over four years at a cost of R230 million. This requirement is a resultant of phase 1 of the TLCM Project conducted during 2013/14 in the Chief of Logistics environment. The results of TLCM phase 1 reflected that the DOD is not on par

with international standards in terms of TLCM best practice. The DOD/Armscor Acquisition, Technology Development processes and the objectives of the RESTRICTED 2 National Defence Industry Council (NDIC) were not part of the C Log study, a requirement therefore existed to align the above mentioned aspects with both international TLCM standards as well as the Defence Review 2015.

Question 2.

The TLCM project is a high priority exercise since it will ultimately contribute to a cost effective SANDF and is not at the cost of other current priorities

Reply:

The closing date for learner registration was on 30 March 2016, all learners completed and signed the DOBE Examination Registration Form. The forms have been submitted to the relevant Department of Basic Education examinations offices based in provinces. The Department is working on ensuring that all learners are captured. It will issue the Preliminary Schedules in August/September 2016 to confirm that all learners are registered and their subjects are captured correctly.

Reply:

The response below is based on information received from the Ethekwini Metropolitan Municipality (as approved by Minister P Gordhan on 3rd Sep 2015)

 (a) The municipality allocated a total amount of R156 million for Zone Plans, i.e. block sum allocations to each ward, in the 2014-15 budget.

(b) (i) The funds allocated to each ward are utilized for the implementation of small projects that are identified by Councilors in consultation with ward residents. (ii) Wards benefiting have been reduced to 78 wards that have less developed municipal infrastructure and the budget allocation for each ward varies depending on the project identified. The 25 wards that were excluded are highly developed and have all the necessary municipal services.

(c) The quested information still needs to be discussed first at Council level as it relates to the 2014/15 financial year’s budget, which ended on 31 July 2015.

Reply:

The responses below were received from the metropolitan municipalities:

All the Metropolitan Municipalities stated that they have a Municipal Public Accounts Committees.

The table below illustrates the responses to question (a), (b), (c) and (d) as per municipality.

Attached please find here: Table

 

Reply:

The question by the Honourable member should be directed to the National Treasury. The National Treasury manages the expenditure and the budgets of municipalities in line with the provisions in the Municipal Finance Management Act. Municipalities report budgetary matters in terms of s71 of the MFMA and are best placed to respond to matters relating to budget and expenditures of all municipalities.

Reply:

(a) The Department of Arts and Culture’s Mzansi Golden Economy (MGE) programme provides opportunities for small business and co-operatives in all creative industries sectors. The MGE strategy was initiated in 2011 to create cross-sectoral strategic investment mechanisms to overcome significant challenges with regard to job creation, market and audience development, skills development and research identified through sector research processes and also consultation processes with creative industry practitioners, businesses and organisations. The core of the programme comprises 10 work streams as follows:

MGE Objectives	Work streams
Audience development	Cultural Events Touring Venture Public Art Artists in Schools
Building Demand	Art Bank Mzansi Golden Market Cultural Observatory Cultural Precincts
Human Capital Development	National Academy for the Creative Industries of South Africa (NACISA)

Under the auspices of this programme, and the National Academy for the Creative Industries South Africa (NACISA) workstream, the Department of Arts and Culture’s 6 performing arts entities run incubator programmes for arts entrepreneurs. The details per institution are outlined in the table below.

DAC Business Development Programmes

	Question 1aa	1bb	1cc
MGE Workstream	Description	Budget 2016/17 (in ZAR)	Jobs Created
Cultural Events	The programme supports festivals, exhibitions, productions and other cultural events across the country through national and regional flagships programmes and open calls. Enterprises supported include companies, co-operatives, non-profit organisations and individuals.	162,032,000	Across all workstreams it is anticipated that 15,000 work opportunities will be created
Touring Ventures	The programme supports participation by South African artists in local and international platforms including festivals, Cultural Seasons, biennales, conferences through identified programmes and open calls. Enterprises supported include companies, co-operatives, non-profit organisations and individuals.	28,500,000
Public Art	The programme supports public art programmes and infrastructure across the country through flagships programmes and open calls. Enterprises supported include companies, co-operatives, non-profit organisations and individuals.	8,000,000
Artists in Schools	Individual artists are provided with opportunities to join teachers in the classroom to enhance the teaching and learning experience through the formal curriculum of learners in identified primary and high schools in all nine provinces.	12,000,000
Art Bank	The Art Bank in 2016/17 will begin commissioning and purchasing contemporary visual art works from artists and galleries across the country for exhibition and rental by government agencies and private sector stakeholders.	6,000,000
Mzansi Golden Market (Sourcing Enterprise)	The MGM portal will be fully launched in 2016/17, providing all arts enterprises with opportunities to profile their organisation and work on an online portal.	1,000,000
Cultural Observatory	The Cultural Observatory will conduct research and impact studies across the creative industries that will inform policy and programming, and also provide the sector with insights into business and other opportunities in the sector.	16,000,000
Cultural Precincts	Support will be provided to the development infrastructure in cultural precincts as designated spaces for the production and consumption of the arts.	12,500,000
National Academy for the Creative Industries of South Africa (NACISA)	Artists and enterprises will be provided with training opportunities through identified programmes including the incubator programmes offered by the performing arts institutions as outlined in the table below.	31,569,400

A portion of these funds will directly benefit small business and co-operatives in the sector as these organisations are eligible for financial support in terms of the funding criteria of the DAC for the MGE programme.

Public Entity Business Development Programmes

1. Performing arts institutions

As outlined in the Estimates of National Expenditure, through their core programming, the 6 DAC performing arts entities will

Programme	Target Number	Budget (in ZAR)
Annual productions	205	124,031,000
Annual festivals	14
Skills and training development programmes	50	23,300,000 (A portion of this will be spent on skills development & training)

A portion of these funds will directly benefit small business and co-operatives in the sector.

The incubator programmes, delivered in partnership with the DAC are as follows:

ENTITY	PROGRAMME	DESCRIPTION	BUDGET 2016/17	OUTPUT PER CYCLE
Market Theatre	Community Theatre Practitioners Incubator Programme	The proposed Community Theatre Practitioners Incubator Programme will concentrate on improving the skills of community based writers, directors and actors and empower them with the necessary skills to enable them to create and produce works of high standard and of local content. The Incubator Programme will train the next generation of the community arts leaders, arts entrepreneurs and administrators and expose them to the creative and practical sides of the industry and what is required to produce a professional theatre piece. The Incubator Programme will provide the group leaders (usually the writers and directors) with specialised training and resources to acquire additional and enhanced skills that will enable them to improve the quality of their work and their leadership which will ultimately be of benefit to the group and the new plays they are creating.	1,600,000	10 Writers 10 Directors +/- 80 Community Arts Practitioners Incubated 10 Plays of local content
	DAC Incubator Photography Programme	The Market Photo Incubator intends developing an on the job based photography programme as a platform from which photographers at a relatively progressed level might enhance and refine their practice, while learning additional skills through the guidance of established practitioners, curators and administrators. Aimed at emerging photographers, the Programme is envisaged as a transfer of skills, experience, knowledge and professional practice that might shift talented photographers into a more advanced stage. The incubation Programme further offers an administrative directed opportunity in photography, affording the incubates skills and credentials that facilitates independent thought, ensuring high levels of competence, commitment and reliability.	1,600,000	10 Photographers Incubated. 10 annual fully developed projects that will take the form of an exhibitions and publications. Projects engaging with the public and communities through photography. Publications, as reflection of overall activities.
Windybrow Theatre	Emerging Theatre Practitioners Incubator Programme	Windybrow Theatre’s Emerging Theatre Practitioners Incubator Programme will engage with emerging and/or mid-level theatre practitioners – directors, designers, stage managers and actors - and offer them areas of opportunity to work one-on-one with a professional mentor over a 4 month period towards the staging of a fully developed script of their choice. This incubation process will result in the creation and staging of 5 new works of local content annually.	1,600,000	4 fully fledged theatre productions of local content per year. 4 professionally trained directors per year with the creative and business skills to develop sustainable careers in the theatre industry and contribute to production of exciting new South African work on the country’s stages. 12 fully trained designers in set, costume and lighting design per year. 4 fully trained production managers per year 4 fully trained stage managers per year. 24 fully trained actors per year (+/-6 actors per production)
The Playhouse Company	Playhouse Dance Residency Incubator Programme	The Residency Incubator programme aims to develop 8 dancers annually and these dancers will create 4 new locally inspired pieces for 4 seasons, tapping into a wide range of dance repertoire which consists of a schools programme, New Stages, South African Women’s Arts Festival and the Festive Season programme. With assistance from The Playhouse Company, the Dance Residency also receives mentorship from established arts administrators.	1,600,000	x4 seasons x4 Productions of Local Content x8 Dancers Incubated
	Playhouse Actors' Studio	A core company of twelve actors is engaged as part of The Playhouse drama residency/ incubation programme. This fully-fledged annual programme provides incubation and advancement in the industry for suitably talented actors. Established performing arts professionals would contribute to the work of the residency by teaching masterclasses. The actors will also feature in existing seasons at the Playhouse i.e New Stages, the South African Women's Arts Festival, Children's Theatre, Schools seasons as well as in the Playhouse Community Arts Mentorship Programme etc.	1,600,000	x12 Actors incubated x4 New local Productions Participation in 4 platforms
ArtsCape	Creative Capacities Incubator	Creative Capacities Incubator (CCI) is aimed at 15 arts organisations across performing arts disciplines towards a well-rounded programme that supports the establishment of healthy arts business practice that is sustainable, efficient and professionalised. The potential for the existing organisations in the landscape to contribute significantly to the turning around of the status quo which is dominated by eternal volunteerism at the expense of the constitutional right of every citizen of South Africa to participate in the economy, as set out in the NDP and other such efforts by our government as aspirations towards social cohesion was identified to be and still continues to be underutilised and unexplored. Parallel to that is the existence of such models that are somewhat successful but are driven by the privileged, accessing government funding and donor funding; etc. on behalf of the marginalised and keeping them at the level of dependent beneficiary eternally. The project seeks to challenge this by means of capacitating to disrupt the norm significantly.	1,600,000	x80 Individuals capacitated Min 30 content created which is either written and or performed. x15 fully incubated Arts Marketers per cycle x15 fully incubated technical and lighting technicians
State Theatre	Indie Spotlight Incubator Programme	Independent theatre practitioners in and around the province would be offered a venue where they could stage their productions at no cost. The State Theatre will provide available resources like décor, costume, human resource and technical skills, mentorship, and marketing – with the caveat that the productions be competent enough to be able to draw and sustain a respectable audience. The independent producers would then go into a deal with the State Theatre, where box office returns would be split 80 or 70 % to the independent producers and 20 or 30% to the State Theatre. Such a box office split would serve as a driver for the independent producers to try and achieve a full audience capacity for their productions as this would satisfy their profit principle, and this in turn would serve to benefit the State Theatre with attracting new audiences and increasing its declining audiences.	1,600,000	x20 New production per cycle x20 Groups with +/- 4 individuals per group incubated. Skills transfer from State Theatre technical skills to incubates. 2 Weeks Season per organisation. Possible recording and editing of a DVD of the production.
	The Precinct Programme	The Precinct Incubator Programmes aims to establish talented Artists and bands within the local community. The programme will screen bands through a panel of judges and the winning band will be incubated for 3 month and with the output being a completed album. Through the 3 months recording period, the band or artist will be mentored by industry professionals that will be strategically selected based on the genre of music that the winning band produces.	1,600,000	x4 Completed market ready Albums. x4 New demos for artist that place in 2nd place. +/- 10 individuals incubated and capacitated. Opportunity created for artist to perform at State Theatre Jazz and African Nights.
PACOFS	Operation Vulindlela Incubator Programme	Over the next year, the aim is to successfully provide Resources and Practical experience to 6 local theatre productions, 12 Music Groups or individuals and employ approx. 12 facilitators to host the Workshops and Masterclasses. The programme will provide on-hand incubation to artists that make it through the selection process in developing their projects or creating new content and PACOFS will provide tools of production and platform to showcase their content. The incubator project will present 6 Exit productions for 12 music groups at the end of each cycle as part of the First Stages Festival. Incubates will also be afforded opportunities to participate in various other projects within the province as part of our Current Artistic Development program.	1,600,000	x6 Local Theatre Production. Incubate 12 music groups or individual productions Participation in various festivals organised by PACOFS
Total Incubators for 2015/16 FY	Total Individuals Incubated or Capacitated in 2015/16 FY
6 Incubators to be launched by July 2015	406
Total Incubators for 2016/17 FY	Total Estimate of Individuals Incubated or Capacitated in 2016/17 FY
6 Incubators functional in 2016/17	406

1. Development Agencies

As outlined in the Estimates of National Expenditure, through their core programming, the Development Agencies will support:

Entity	Programme	Target Number	Budget (in ZAR)
National Film & Video Foundation (NFVF)	Local content scripts developed annually	66	53,495,000
	Local content films developed annually	38
	Bursaries provided for film & video studies annually	63
	Film festivals supported annually	16
National Arts Council	Individual artists supported annually	212	26,725,000
	Arts programmes developed & successfully implemented annually	8
	Flagship creative arts projects financially supported annually	3
	Arts organisations receiving 3 year funding on an annual basis	91

A portion of these funds will directly benefit small business and co-operatives in the sector as these organisations are eligible for financial support in terms of the funding criteria of the NFVF and NAC.

Reply:

The details of the action taken to date to address each of the 14 Recommendations are attached herewith below as Annexure A. These details were compiled by the Public Service Commission, after consultation with the Department of Public Service and Administration (DPSA), which is the custodian of the Ministerial Handbook and all Human Resource Management (HRM) prescripts in the Public Service. Furthermore, the National School of Government (NSG) was also consulted.

These details illustrate that the Department of Public Service and Administration has made significant progress towards implementation of the Recommendations made by the Public Service Commission. The National School of Government has made noticeable preparatory work to roll-out implementation of the executive development programme, and plans are also under way to develop other targeted training programmes.

ANNEXURE A: Progress n implementation of each of the 14 Recommendations made in the Report - Assessment of the Implementation of Policy Framework on the Appointment of Ministerial Staff in National and Provincial Departments
No.	RECOMMENDATION FROM PSC	PROGRESS REPORT
1	The DPSA should develop a focused policy framework that will regulate the employment practices of persons who provide support and serve in EAs' offices	Amended Public Service Regulations and other prescripts regulate the employment practices of persons appointed in the offices of Executive Authorities. It covers the recruitment process, nature of appointment, allowance payable, termination of services and other employment conditions. According to the
2	All SMS levels in Ministries irrespective of the method of recruitment (headhunting or advertising) must be subjected to proper selection processes (i.e. interviews and competency assessment) and for any identified competency gap, a developmental plan must be put in place to address the gap. This plan must be developed in consultation with the person concerned and be managed by the Director-General or Head of Department.	According to the Public Service Regulations, all members of the SMS appointed in offices of EAs are supposed to be subjected to proper recruitment and selections processes and the performance management and development system for SMS. In addition, the Directive on Compulsory Capacity Development, Mandatory Training Days and Minimum Entry Requirements for SMS, which came into effect on 01 April 2015, also applies to all SMS members in the offices of EAs. SMS members should meet the minimum qualification and experience requirements prior to appointment. The challenge is that there are still many incidences of non-compliance with prescripts, as such, the DPSA has undertaken to conduct targeted support for departments during the 2016/17 financial year.
3.	The Director-General or Head of Department has to provide "primary advisory" support to the EA due to the resources (e.g. research experts, etc.) he/she manages in the department, an administrative reporting line to the Director-General or Head of Department must be enforced for the Chief of Staff.	According to the DPSA, this is the current practice as Chiefs of Staff report to their respective Heads of Department on all administrative matters.
4	Compulsory induction, orientation/training on the functions performed in Ministries, the relationship between the Ministry and the department, the protocols of being a sessional employee and the benefits thereof and how to support the Minister with political responsibilities should be conducted with staff working in the EAs' offices, either at departmental level or coordinated by the National School of Government (NSG) or the DPSA. The current and/or previous competent and experienced Chief of Staff should be part of the training team and assist in this regard.	It is expected that the orientation of staff working in Ministries would be conducted by respective departments. The extent of implementation for such orientation programmes has not been validated. The generic orientation course for staff in Ministries has not been developed yet. Its development has been prioritised by the NSG. Consultations with relevant stakeholders are expected to commence during the 2016/17 financial year.
5	There should be a dedicated course for Chiefs of Staff and a forum to share experiences and to professionalise this strategic role. There should be a way of career-pathing for experienced Chiefs of Staff.	The course for Chiefs of Staff has not been developed yet. Its development has been prioritised by the NSG. Consultations with relevant stakeholders are expected to commence during the 2016/17 financial year.
6	A Legislation based Compliance Framework for Ministries should be developed by the DPSA.	Government has adopted the Management Performance Assessment Tool (MPAT) to track and report on compliance to relevant legislation by departments.
7	The DPSA should review the organisational structures of Ministries according to the size and responsibility of the Ministry.	The DPSA has developed a revised generic organisational structure for Offices of EAs and Deputy Ministers as part of the process of amending the Ministerial Handbook. The concern is that the revised Ministerial Handbook has not been approved by Cabinet, as such, the generic organisational structures are not implemented. It is therefore important for the Minister for Public Service and Administration to fast-track the approval of the revised Ministerial Handbook.
8	Uniform job profiles and descriptions should be enforced for Chiefs of Staff across the Public Service. Key competencies and minimum qualifications for the position of Chief of Staff must be well-defined. This will help to guide the selection and appointment process and Ministers must be informed of and adhere to this guide. Uniform job profiles should be developed for the rest of the staff in EAs' offices.	The DPSA has developed, as part of the generic organisational structures, clearly defined purpose and functions per post in the offices of EAs. However, the extent of implementation of the uniform job description remains questionable due to the non-approval of the revised Ministerial Handbook. With respect to SMS positions in ministerial Office, the DPSA through the Directive on Compulsory Capacity Development, Mandatory Training days and Minimum entry requirements for SMS has set the minimum qualification and experience requirement for appointment in the office of the EA at an SMS level. The challenge is that there are still many incidences of non-compliance with prescripts and compliance with the Directive has not been assessed.
9	80% of the positions in Ministries should be permanent and be part of organograms of departments.	The DPSA proposed uniform organisational structures for Ministerial Offices does recommend that a percentage of posts in the Offices of EAs should be permanent. These are all the administrative positions, which turn to be in the majority Implementation of this will be assessed once the revised Ministerial Handbook has been approved and is being implemented by departments.
10	An orientation and support programme for Cabinet Ministers/Premiers/Members of Executive Council (MECs) and Directors-General/Heads of Department should be developed and it must be compulsory for new EAs and DGs/HoDs to attend at the beginning of every term of government and when a need arises due to reshuffling. There must be a separate session for EAs and DGs first and thereafter a joint session. Also the advisors need to have an orientation programme.	At the start of each term of administration, the Presidency organizes anorientation programme for Executive Authorities (EAs) and the DPSA is invited to make presentations on the Roles and Responsibilities of the EA in relation to the Public Service Act and Regulations, and also presents on the Ministerial Handbook. However, there is no targeted training provided after reshuffling.
11	There should be a probation period for staff appointed in Ministries and that period should take into consideration the nature of Ministries and the limited time available to follow the probation period regulations that are cumbersome to release a person who is not performing or fitting in the culture of the Ministry.	In terms of the Public Service Regulations, all appointments, longer than 12 months, are subject to a probationary period. This requirement includes appointments in Ministries However, there are instances of non¬compliance — the magnitude of which has not been established. Hence implementation of the revised Ministerial Handbook will also serve as an instrument to address such incidences.
12	The DPSA should continue to give guidance and assistance in the development and implementation of turnaround strategies and restructuring processes.	The DPSA continues to play this role, based on requests received from departments. It must however be stated that Executive Authorities have the power to decide on their turnaround strategies and organisational structures. All what the DPSA can do is to provide guidance.
13	The DPSA should develop a database of employees with working experience in Ministries who could not be absorbed by departments for purposes of redeployment.	All permanently employed employees are accommodated in the relevant department upon exit of the EA. There is no provision within the Public Service to absorb employees employed in Ministries linked to the term of office of EAs. Where employees who are linked to the EAs term of office are transferred to or absorbed by the department, this practice will considered to be irregular and should as such be corrected in line with the applicable prescripts.
14	The DPSA should enforce the developed benchmark job descriptions and evaluations for posts in EAs' offices to ensure consistency throughout the Public Service.	In developing the draft generic organisational structures for Ministries, all posts were job evaluated with clearly defined job purpose and functions Once approved, implementation of these job descriptions, alongside the revised generic organizational structures will ensure consistency.

Reply:

1. (a) (i) 2013-14 None

(ii) 2014-15 None

(iii) 2015-16 None

(b) The Department of Public Enterprises has never been approached by
any political party for any form of funding.

2. (a) (i) 2013-14: None

(ii) 2014-15: None

(iii) 2015-16: None

(b) The position of Department of Public Enterprises with regards to political
party funding is aligned to the National Treasury prescripts which
prohibits the funding of political parties from the fiscus.

 

Reply:

Awaiting information from SAFA.the information is not readily available.

Reply:

(1) The staff members who have left the MDDA since the previous Chief Executive Officer, Mr Lumko Mtimde, totals 11.

(2) (a) No MDDA staff members have been investigated on disciplinary grounds by the acting senior management of the MDDA since 1 June 2014.

(b) (i) Not applicable as no staff have been investigated on disciplinary grounds by the acting senior management of the MDDA since 1 June 2014.

(ii) Not applicable as no staff have been investigated on disciplinary grounds by the acting senior management of the MDDA since 1 June 2014.

(c) Not applicable as no staff have been investigated on disciplinary grounds by the acting senior management of the MDDA since 1 June 2014.

(d) Not applicable as no staff have been investigated on disciplinary grounds by the acting senior management of the MDDA since 1 June 2014.

(e) Not applicable as no staff have been investigated on disciplinary grounds by the acting senior management of the MDDA since 1 June 2014.

(3) Not applicable as no staff have been investigated on disciplinary grounds by the acting senior management of the MDDA since 1 June 2014.

(4) Not applicable as no staff have been investigated on disciplinary grounds by the acting senior management of the MDDA since 1 June 2014.

(5) Any information that might bring the Agency into disrepute, which is disseminated by a MDDA staff member will result in disciplinary investigations given that the MDDA is a public entity and must be open and transparent.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

(a) Forty three Schools (43).
(b) (i)

Please find here: Province & Schools

Reply:

SAPO has advised me as follows:

1. (a) The reason why the Road Traffic Infringement Agency (RTIA) owes the South African (SAPO) R39, 374, 828.78 for more than 120 days is due to the dispute over service level as a result of the prolonged and illegal strike that paralyzed operations.

(b) On 08 April 2016, the SAPO GCEO and RTIA CEO/Administrator held a meeting in which a technical committee consisting of the Road Traffic Management Corporation (RTMC), Tshwane Metro Police Department (TMPD), Johannesburg Metro Police Department (JMPD) and the Road Traffic infringement Agency (RTIA), was established to resolve payments and other strike related issues. The committee meets on a weekly basis to discuss progress and outstanding matters.

2. (a) Interest charged on outstanding amount in September 2014 was R2, 242.22, and in March 2015 was 2,969.66. Since then, interest has been suppressed due to the dispute declared by RTIA and JMPD.

(b) Therefore, there are no further details at this stage.

Reply:

The information is tabulated hereunder:

	Department of Home Affairs (DHA) Response	DHA Response
	Budget spend on Advertising in 2015/16	Advertising Budget for 2016/17
(i)	R 10 882 439.95	R 5 654 000.00
	Government Printing Works (GPW) Response	GPW Response
(ii)	R 519 812.27	R 774 000. 00
	Electoral Commission of South Africa (IEC) response	IEC Response
(ii)	R 58 894 341.54	R 36 040 255.00

Reply:

(a) Details of spending for the department and its entities for the 2015/16 financial year will be available once audited, and included in the 2015/16 annual reports to be tabled in parliament during 2016.

(b) Below is the department’s and entities budgeted advertising spending for the 2016/17 financial year:

Department /Entity	2016/17 Advertising budget
Economic Development Department	R 5 124 000.00
IDC	R 23 000 000.00
Competition Commission	R 1 363 091.00
ITAC	R 283 541.00
Competition Tribunal	R 32 087.00

-END-

Reply:

The information required relates to the strength of the SA Navy and SAAF, and impacts on matters of National Security and can only be divulged in a closed session of the Joint Standing Committee on Defence.

Reply:

The Department has received the final forensic report on the Supply Chain Management process of STBs and related accessories from the National Treasury, and is currently studying the findings and recommendations. It is too early to speculate whether there has been any wrongdoing on the part of the Universal Service and Access Agency of South Africa’s officials and/or board members, as well as service providers contracted to manage the evaluation of all bidding companies.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

(1) (a) The amount the Media Development and Diversity Agency (MDDA) spent on advertising vacant positions since 1 June 2014 equals R169,056.11.

(b) The specified vacant positions have been advertised via the print press and the MDDA website as follows:

• 11th May 2014 (City Press): (Project Officer: Community Media, Project Officer: Research, Training & Development, Communication & Branding Manager.)
• 5th September 2014 (Independent Newspapers) – (CEO, Supply Chain Manager, Finance Disbursement Officer, Legal & Contracts Manager)
• 10th June 2015 (Times Media, The Star Workplace) – (SCM Officer, Communications & Branding Manager, Project Officer: Research & Training and Development, IT Specialist, HR & Corporate Services Manager, Finance Administration Officer, Programme Manager: Research & Training Development.)
• 20th January 2016 (Independent Newspaper) for advertising of 5 x positions: (Internal Audit Manager, Receptionist, Company Secretary, Legal & Contracts Manager, Stakeholder & Special Projects Coordinator, Communications & Marketing Officer. Chairperson of the Internal Audit & Risk Committee, IT Advisory Committee Member.)
• 10th April 2016 (Media 24) for advertising of 17 x positions: (CEO, CFO, HR & Corporate & Services Manager, Project Director & Strategy, Policy Monitoring & Evaluation Director , Finance Manager, Finance Administration Officer, Executive Secretary, Risk Specialist, Knowledge Management Coordinator, Internal Officer, HR Officer, Research & Capacity Building Manager, Research & Capacity Building Coordinator, Legal & Compliance Officer, Projects Manager: Broadcasting and Digital Media Coordinator.)
• 10th May 2016 (Media 24) - (2 x Audit and Risk Committee Members)

(c) The number of interviews for the specified vacant positions which have been held is as follows:

• Project Officer: Community Media x 1
• Project Officer: Research, Training & Development / Research & Capacity Building Coordinator x 1
• Communication & Branding Manager x 1
• CEO x 1
• Supply Chain Manager x 1
• Finance Disbursement Officer x 1
• Legal & Contracts Manager x1
• SCM Officer x1
• IT Specialist x 1
• HR & Corporate Services Manager (None)
• Finance Administration Officer x 1
• Programme Manager: Research & Training Development / Research & Capacity Building Manager (None)
• Internal Audit Manager (None)
• Receptionist (None)
• Company Secretary (None)
• Communications & Marketing Officer (None)
• Chairperson of the Internal Audit & Risk Committee x 1
• IT Advisory Committee Member x 1
• CFO (None)
• Project Director (None)
• Strategy, Policy Monitoring & Evaluation Director (None)
• Finance Manager (None)
• Executive Secretary (None)
• Risk Specialist (None)
• Knowledge Management Coordinator (None)
• Internal Audit Officer x 1
• HR Officer (None)
• Legal & Compliance Officer (None)
• Projects Manager: Broadcasting (None)
• Digital Media Coordinator (None)
• Audit and Risk Committee Members (None)

(d) The people conducting the specified interviews in each case is as follows:

• PO: Community Media – Talifhani Khubana, Lesego Mashishi, Mpho Leshabane
• Internal Audit Officer: Mshiyeni Gungqisa, Duduzile Phungwayo, SNG representative-Brian Changamire
• PO: Research, Training & Development: Manana Stone, Lesego Mashishi, Lindinkosi Ndibongo
• SCM Officer: Lindinkosi Ndibongo, Thandiwe Kgatshe, Clarinda Simpson
• IT Manager: Lindinkosi Ndibongo, Thandiwe Kgatshe
• Communication & Branding Manager: Thembelihle Sibeko, Lindinkosi Ndibongo, Thandiwe Kgatshe
• Finance Disbursement Officer: Talifhani Khubana, Lesego Mashishi, Lindinkosi Ndibongo

(2) (a) Ten (10) applications have been received for the Chief Executive Officer (CEO) vacancy at the MDDA since 1 June 2014.

(b) Four (4) of the specified applicants were interviewed.

(c) Seven candidates were shortlisted while the others did make it through the shortlisting phase due to lack of competencies. Four candidates were shortlisted for the interviews and did not perform well. The candidate who scored the highest did so consistently on the total assessment of the 11 tested competencies: Community media knowledge, Broadcast media environment, Advances in Technology, Compliance, Project Monitoring & Evaluation, Risk Management, People Management, Stakeholder Management, Policy Formulation, Regulation and Service Operation, Presentation of Case Study and Background Review. This candidate was subsequently made an offer which was later withdrawn on an out of court settlement basis between the MDDA and the candidate.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

(a) Government has made available part of the funding for dual illumination through the Department of Telecommunications and Postal Services (DTPS) allocation of R100m (R87.7m net of VAT) out of the R140m net of VAT required per annum. There are attempts to engage National Treasury through the DTPS and DoC to see if Sentech can reallocate some funds towards digital migration to cover dual illumination costs.

(b) The decision not to allocate the funding for DTT Dual Illumination expenditure was taken within the constraints of the National Budget and continuous discussions with all relevant stakeholders including Cabinet and the National Treasury will be pursued to find a sustainable solution to the shortfall. The Digital Migration project is critical for the country and Dual Illumination is an essential part of this process.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

(1) (a) National Treasury has appropriated R2.5 billion for the procurement and supply 5 million set-top-boxes to poor television owning households in South Africa.

(b) National Treasury has already allocated R2.251.554.000 ( R2.2 billion)

(c) These funds have been allocated from the Universal Service and Access Funds.

(d) The allocation in (b) above is for the current financial year (2016/17) which includes the rollover from the previous years.

(2)      There are ongoing engagements with National Treasury regarding the extra funding that might be required.

(3)        No, extra funds have not yet been secured.

(4)       (a)    All payments for manufacturers and installers during the 2015/16 financial year were made during the 4th quarter:

            (aa) Set-Top-Boxes:

             CZ R49,600,474.00

            Leratadima R680,984.00

            Bua               R0

           (bb) Antennae

           Temic          R499,833.00

           QEC              R17,770.00

           (cc) Satellite Dishes

           Ellis              R8,834,200.00

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

We are still gathering data from entities and information is not readily available

Reply:

The qualifying criteria issued by the Universal Service and Access Agency of South Africa (USAASA) requires that for poor TV owning households to qualify for free set-top-boxes they must have a valid TV license. However, a TV license is not compulsory to purchase a STB. The license requirement is proving to be an obstacle in the registration of the qualifying TV households and ultimately on the distribution of set-top-boxes. Therefore, Department of Communications (DoC) sought to address this as a matter of urgency.

Resultantly, a decision was made, together with the SABC management, to delink TV license requirement from the Set-Top-Box registration process. It is my considered view that by delinking the TV license requirement, registration of the qualifying TV households and ultimately on the distribution of set-top-boxes will enable the indigent households in the SKA area to benefit from the government subsidy.

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

(a) The investigation commissioned from the National Treasury into the supply chain process of the Universal Service and Access Agency of SA has been completed.

(b) The report will be published once the department has studied the report.

(i) The Department is currently studying the investigation report in order to understand the recommendations.

(ii) The Department is currently studying the investigation report and recommendations in order to take necessary steps.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

(1) (a) The Universal Service and Access Agency for South Africa (USAASA), which is the entity charged with the responsibility of managing the production and installation of set top boxes, informed me that, it has never sent any letters to Leratadima and Bua regarding the matters raised in this question.

(b) N/A

(b) The tendering process will not be re-opened because it was an open process.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

	(a)	(i)	DPE	R 2 326 000.00
		(ii)	Alexkor	R 545 825.40
			Denel	R 1 660 410.65
			Eskom	R 54 016 282.81
			SAFCOL	R 172 873.00
			SAX	R 1 159 118.00
			Transnet	R 47 991 571.86
	(b)	(i)	DPE	R 2 379 000.00
		(ii)	Alexkor	R 115 000.00
			Denel	R 3 000 000.00
			Eskom	R 67 000 000.00
			SAFCOL	R 3 500 000.00
			SAX	R 4 800 00000
			Transnet	R 43 333 820.82

 

Reply:

(a-b)(aa-cc) In the course of our official duties and since taking office neither I nor the Deputy Minister have knowingly held any official meetings with persons who are, or who are associates of or employees of any persons whose surname or family name is Gupta, (although we do not claim to know all employees nor all associates of persons whose surname or family name is Gupta). However, this response should not be construed to mean that we have not been introduced to persons in question, for instance, in relation to our promotional and communications work for the Department of Home Affairs, whilst appearing at ANN7/SABC 2 Breakfast briefings, and attending various events and functions where such persons may have been in attendance together with various other persons in relation to which it is not expected that minutes or attendance is recorded.

(ccc) Not applicable in view of the answers given above.