Reply:

1. (a) SANRAL followed a tender process for the overall toll system design, build and operations thereof in 2009 in accordance with the SCM requirements at the time.

(b) Following this tender process, it appointed ETC Pty Ltd as the successful tenderer.

(c)This tender included the collection of outstanding e-Toll debt. This was revised to address the New Dispensation announced by the Deputy President, with specific reference to the 60% discount offering in respect of historic debt. ETC is therefore responsible for the collection of e-toll debt and may appoint parties to attend to this on their behalf. SANRAL only contracts (in terms of its Contract with ETC) with ETC and not directly with the 3rd party.

2. As stated, SANRAL only has an agreement with ETC Pty Ltd. There is therefore no "specified tender" by SANRAL in relation to the so called "unpaid e-toll bills" and in respect of which the question appears to be addressed. ETC is responsible for the collection of debt for the contract period. SANRAL appointed ETC in 2009, as explained above.

Reply:

1. (a) I am informed that the maintenance plans for the Afro 4000 were submitted to RSR and also explained in the form of a presentation to the RSR. The plans were submitted in October 2015 as part of the required compliance documentation.

(b) See above.

2. (a)It is further reported that the maintenance contracts have not been concluded as this process is awaiting the outcome of the current legal process.

(b)The finalisation of the maintenance contract for the Afro 4000 will depend on the outcome of the Legal Process.

Reply:

According to the records of the NCACC, Denel Asia has not applied for a Permit to the NCACC.

Reply:

The contract of the Chief Executive Officer of the National Film and Video Foundation (Ms Zama Mkosi) expired in March 2016. The Council of the NFVF resolved to reappoint Ms Mkosi as the CEO of the NFVF for another period of 5 years as provided for in section 13(3) of the NFVF Act. The decision to reappoint Ms Mkosi was informed by her good performance record whilst at the helm of the NFVF, including obtaining successive clean audits for the institution. Her new contract is effective from 1 April 2016 to 30 April 2021

Reply:

BACKGROUND

In 2011, the City of Tshwane (CoT) Mayoral Committee approved the Phase 1 report for the implementation of the BRT system. The Phase 1 network design comprises two trunk line services and numerous feeder services supplemented by a comprehensive NMT network. The trunk line service is divided into two (2) sections namely:

• Line 1 – Pretoria CBD to Kopanong and
• Line 2 – Pretoria CBD to Mahube Valley.

The trunk network is comprised of approximately 69 km (refer to ) of median dedicated trunk infrastructure and low floor median trunk stations. The BRT network integrates with the rail network at five key railway stations, these being Kopanong, Wonderboom, Pretoria Station, Hatfield as well as Denneboom. This provides for multimodal service integration to the North as well as the East of Pretoria CBD.

Furthermore, in February 2016 the CoT Mayoral Committee approved Line 3 evaluation report study which contains the BRT alignment between Pretoria CBD and Atteridgeville. The route alignment is 14.6km in length and integrates with the rail network at Saulsville rail station. shows A Re Yeng alignments.

The details below are based on Division of Revenue Act’s Public Transport Network Grant allocation. see the link: http://www.pmg.org.za/files/RNW1034-DivisionofRevenueAct.docx

Figure 1: A Re Yeng Alignment

Intermodal Facilities

Six public transport intermodal facilities are planned along the BRT network. This will allow for the affected operators (i.e. minibus taxi associations and bus operators) to transfer passenger to A Re Yeng services. The CoT is on the process of entering into agreement with affected operators to provide the feeder service between the suburbs/township and intermodal facilities.

The public transport intermodal facilities are earmarked at the following nodes:

• Kopanong,
• Wonderboom,
• Akasia,
• Saulsville,
• Pretoria Station,
• Menlyn, and
• Denneboom.

Current A Re Yeng Operations

A Re Yeng inception phase (Line 2A) which operates between Pretoria CBD and Hatfield became operational in December 2014. The construction of A Re Yeng trunk route between Pretoria CBD and Wonderboom / Rainbow Junction (Line 1A) is underway and it is anticipated to become operational in 2016. The Rainbow Junction interim minibus taxi facility is also under construction. The purpose of these facilities is to enable seamless transfer of passengers between minibus taxi operators and A Re Yeng.

Three affected minibus taxi associations were selected to transfer passengers at (Wonderboom Station) Rainbow Junction. The affected minibus taxi associations are:

• Hammanskraal Taxi Organisation (HATO);
• Ga-Mokone, Hammanskraal, Stinkwater Taxi Association (GHSTA); and
• Stinkwater Eersterust Taxi Association (SETA).

Permanent Rainbow Junction intermodal facility is planned to become operational in 2018 and additional affected operators will be required to transfer passengers at this facility.

RESPONSE

a) (i),(ii) Atteridgeville

A Re Yeng services to Atteridgeville are planned to become operational in 2020. Affected operators will transfer passengers at Saulsville intermodal facility and A Re Yeng stations along the route.

(iii) (aa) (bb) Refer to Figure 1 for more details.

b) (i),(ii) Ga-Rankuwa

Affected operators will provide the feeder services between Ga-Rankuwa and Akasia intermodal

facility. A Re Yeng services to Akasia are planned to become operational in 2019.

(iii) (aa) (bb) Refer to Figure 1 for more details.

c) (i),(ii) Mamelodi

A Re Yeng services to Mamelodi (Denneboom Intermodal Facility) are planned to become operational in 2020. Affected operators will provide feeder services between Mamelodi township and Denneboom Intermodal Facility.

(iii) (aa) (bb) Refer to Figure 1 for more details.

d) (i),(ii) Soshanguve

A Re Yeng services to Soshanguve (Kopanong Intermodal Facility) are planned to become operational in 2020. Affected operators will transfer passengers at A Re Yeng stations and at the following three intermodal facilities:

• Kopanong,
• Akasia, and
• Rainbow Junction.

(iii) (aa) (bb) Refer to Figure 1 for more details.

e) (i),(ii) Mabopane

A Re Yeng services to Soshanguve (Kopanong Intermodal Facility) are planned to become operational in 2020. Affected operators from Mabopane will transfer passengers at A Re Yeng stations and three intermodal facilities at:

• Kopanong,
• Akasia, and
• Rainbow Junction.

(iii) (aa) (bb) Refer to Figure 1 for more details.

f) (i),(ii) Winterveldt

A Re Yeng services to Soshanguve (Kopanong Intermodal Facility) are planned become operational in 2020. Affected operators from Winterveldt will transfer passengers at A Re Yeng stations and at the following three intermodal facilities:

• Kopanong,
• Akasia, and
• Rainbow Junction.

(iii) (aa) (bb) Refer to Figure 1 for more details.

g) (i),(ii) Temba/Hammanskraal

A Re Yeng services to Rainbow Junction/ Wonderboom (Line 1A) are planned to become operational in 2016. Affected operators from Hammanskraal (i.e. HATO) will transfer passengers at Rainbow Junction interim minibus taxi transfer facility.

(iii) (aa) (bb) Refer to Figure 1 for more details.

NW1166E

Reply:

 

1. The need for technological improvements to the Afro 4000 locomotives are subject to a High Court application under case number: 2015/422196.
2. See response in 1 above.
3. PRASA did not follow due process in respect of the AFRO 4000 project. Therefore, the RSR was not privy to information and decisions that were taken regarding additional technological improvements.
4. The RSR was not involved nor had insight into the tender specification before it was finalised and published by PRASA.

(a) The RSR had no input in respect of the entire acquisition process and was not involved in the decision process regarding the acquisition of the Afro 4000.

(b) Forensic investigators have been appointed by the Board of Control of PRASA to conduct a detailed investigation. This discovery is set out in the High Court application referred to in (1).

Reply:

1. (a) (i) Non-governmental organisations involved in road safety

(ii) They represented the youth, faith-based organizations, people living with disabilities and others who advocate for road safety.

(b) Involvement in road safety activities or advocacy

(2) To discuss the development of the National Road Safety Strategy for 2016 – 2020

(3) Inputs were received and consolidated in the draft strategy document.

(4) R396 098 for venue hire for 500 invited guests

Reply:

(a) No money was paid to the SA Broadcasting Corporation (SABC) in the (i) 2014-15 and (ii) 2015-16 financial years in the form of (aa) loans and (bb) requested financial assistance.

(b) N/A

(c) N/A

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

(a) and (b) No

(i) (aa) No

(bb) No

(cc) No

(ii) (aa) No

(bb) No

(aaa) Not applicable.

(bbb) (aaaa) Not applicable.

(bbbb) Not applicable.

(ccc) Not applicable.

Reply:

(a). On the list of affected municipalities that are currently under threat of disconnection by Eskom due to non-payment, Ventersdrop, Tswaing and Madibeng local municipality are the only municipalities that are under Section 139 of the Constitution.

(b). The Minister of CoGTA and the MEC in North West province have agreed to strengthen the capacity of the Administrators in Tswaing and Ventersdorp by developing Section 154 support packages. A political steering committee led by the Minister will be established to monitor and oversee the implementation of the 154 support package by the technical task team. The technical task team developed the terms of reference in February 2016 and the Administrators of Tswaing and Ventersdorp will be receiving support from the technical task team on identified areas of intervention.

(c). Yes; the affected municipalities under Section 139 of the Constitution do have financial recovery plans in place that are being monitored by the provincial treasuries.

(i). The intervention relevant to the municipal bulk electricity disconnections by Eskom in the various provinces triggered an intervention by Ministers of Cogta, Finance and Public Enterprises.

A task team was formed which constituted of Departments of Cooperative Governance, Public Enterprises, Eskom, SALGA, National Treasury and their provincial counterparts to conduct an in depth analysis into the financial status of the affected Municipalities in Northern Cape, Free State, Mpumalanga, Eastern Cape, Western Cape and North West Provinces.

The task team facilitated the development of new or revised agreements between the affected municipalities and Eskom. These are more realistic payment agreements after careful consideration of the individual municipality’s financial circumstances and taking into account other key creditors. The task team also proposed recovery plans for each municipality by identifying opportunities that will assist the municipalities to improve revenue collection and reduce non-revenue electricity.

The task team will continue to monitor adherence to the payment agreements and the implementation of the recovery plans.

(ii). The engagements with the affected municipalities were held during February and March 2016 as follows:

• 15 -16 February 2016 for Northern Cape Municipalities;
• 17 – 18 February 2016 for Free State Munuciplities
• 25-26 February 2016 for Eastern Cape municipalities,
• 26 January 2016 and 10 to 11 March 2016 for North West Municipalities;
• 22 to 23 February and 29th of February 2016 to 04th March 2016 for Mpumalanga municipalities.

The monitoring will be a continuous process until the municipalities are up to date with their payments.

(iii). Yes; there has been progress because it is as a result of this intervention that the scheduled March 2016 disconnections were put on hold by Eskom on condition that the municipalities adhere to the payment agreements. Realistic payment plans have been signed between Eskom and most of the affected municipalities and the remaining are in the final stages of formalising the proposed agreements.

 

Reply:

1. The SA Post office has not been paid by the Road Traffic Infringement Agency due a dispute between the Road Traffic Infringement Agency and SA Post office regarding proof of services rendered. SA Post office and Road Traffic Infringement Agency have been in discussions regarding the matter.
2. (a) The total outstanding amount is R32 408 981.98

(b) The outstanding amount will be paid in 2 tranches. The 50% will be paid in April and the remaining 50% will be paid once the 2 parties have come to an agreement about the settlement amount.

Reply:

Information on income is disclosed in annual parliamentary disclosures. No income was derived from businesses since my appointment as Minister. No family members earned income from businesses through my appointment as Minister.

-END-

Reply:

No investigation was oredered on the non-payment, due to the fact that the Department was disputing the validity of the contract.

 (a) Falls away;

 (b) Since the invoice were issued and directed to TASIMA they were responsible for the payment of the Post Office services;

 (c) Falls away;

  (d) It was agreed that the invoices for those service will be billed for the Department’s account, wherein the Department will henceforth settle all the Post Office’s invoice relating to the eNaTis.

Reply:

1. (a)-(b)(i -iii)

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

Schools Connectivity in the City of Johannesburg Metropolitan Municipality

	USAASA	BBI	Sentech
(1.b.(i)	2014	Phefeni High School (Soweto)	Mphethi Mahlatse Secondary School in Orange Farm	Zandspruit Primary School
(1.b.(ii)	2015	None	None	None
(1.b.(iii)	2016	None	None
2(a)	Hardware	40 Tablets, 120GB of data	V SAT Internet IBurst WI-Fi @ 10Mbs uncapped for 24 months	Fully equipped computer Lab that includes 20 desktop computers
2(b)	Software	Android Software	None	Microsoft office
(2c)	Training	Training on usage of Labs	None	None
(2d)	Cost	R257 600.00	Wi-Fi= R48 016.80 Hardware Installation = R5 016.00	cost of establishing the Lab was R268 264.00
(2e)	Service Providers	B-Wired Telecoms	IBurst	Moagi Technologies

Reply:

1. My Department encourages measures to extend the available water resources in South Africa which include the utilization of ground water, re-use of water, rainwater harvesting and desalination of sea water. A sea water desalination plant is essentially a water purification plant and the norm is for water purification plants to be developed and owned by Water Boards and Water Services Providers (municipalities). In the conciliation strategies developed for the coastal towns, sea water desalination is an important option being considered for implementation by Water Boards and Municipalities, depending on the particular institutional situation in the area  Currently the Durban area is investigating the desalination as an option and there will be a decision made soon on whether to implement a medium sized sea water desalination plant to the south of the city, or to develop conventional water storage close by is expected soon. 

Experience shows that sea water desalination is becoming more and more economically competitive when compared with other available water resource options and with the comparative advantage of coastal cities having an abundance of sea water available close by, we can expect see medium to large sea water desalination plants being implemented there in future.  We can also expect to see small sea water desalination plants, making use of less expensive beach well raw water abstraction (as compared with expensive ocean abstraction for larger sea water desalination plants) becoming viable in certain local applications. 

(2) I have noted and acknowledged the humanitarian support that the civil society is playing in distributing drinking water to needy communities across the country. In this regard the effort by Operation Hydrate, Gift of the Givers, Nelson Mandela Foundation and Proudly South Africa, among others, are greatly appreciated. These organizations are most encouraged to work with my Department in continuously monitoring and identifying communities that have been hit the most by the drought, and therefore who can benefit the most from this gesture.

---00O00---

Reply:

Once all the steps that are being looked into are finalised , a full report will be provided.

Reply:

I have been advised by SITA as follows:

1 (a) SITA SOC LTD does not purchase computers for State departments. Instead State departments purchase through a transversal contract that SITA established in 2005 on behalf of the Department of Public Service and Administration. Transaction are done under this contract are between the State departments and accredited suppliers directly.

(b) State departments purchase computers directly using the transversal contract mentioned above.

(c) See (b)

(d) Details are unknown since departments were transacting directly with the suppliers.

2. SITA negotiated a maximum price with manufacturers. The resellers will provide mark-up percentages on the maximum price negotiated with the manufacturers. The negotiated maximum price caters for cost savings through economies of scale.

3. No

Reply:

(1) Soldiers of the SANDF are not deployed in the KZN game parks per se but are responsible for border safeguarding operations, amongst other, along the KZN-Mozambican border. They do not fall under any other command but that of the SANDF. The rangers, on the other hand, are under command of SANPARKS.

(2) The rangers do not fall under command of the SANDF. Details with respect to their armaments should be obtained from SANPARKS.

Reply:

Yes. The SABC has a formal Employee Recognition Award Programme which has just been recently approved. It is intended to be implemented in the year 2016/17. The staff will nominate the best employee. The nominated employees will be given different types of prizes that can range from cash, gifts, certificates, holiday packages and so on. The Programme forms part of organisational methods of recognizing excellence thereby improving the morale and performance.

a) It cannot determine in advance how much employees will get because it will depend on the categories they get voted for.

b) The organization budgets for these awards and will continue to do so based on the affordability

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE

Reply:

(a) The portion of the Gautrain tunnel where the ingress of water is above specification and where Bombela have been ordered to carry out Tunnel Remedial Works in terms of an order of the Arbitration Federation of Southern Africa Tribunal is limited to a stretch of tunnel between Park Station and a shaft known as E2 some 2 km south of Rosebank. Bombela’s design of the Tunnel Remedial Works in this section necessary to comply with the Tribunal’s orders has reached an advanced stage. Bombela has however, in parallel, also decided to apply to the High Court to have the Tribunal’s orders to remedy the water ingress set aside. This opposing action of Bombela is currently delaying the implementation of the Tunnel Remedial Works.

(b) The matter is to be heard in the High Court on 6 and 7 June 2016. The resolution of the matter is dependent on the ruling of the Court. It is at this stage unclear how long the Court will take to make its ruling.

(c) There are no costs to date for the Province. Bombela’s cost related to the remedial works is unknown because Bombela is not obliged to make this information available to the Province.

(d) (i) Bombela must bear the costs.

     (ii) Bombela is obliged, in terms of the Tribunal’s Award, to remedy the tunnel water leakage problem between Park Station and Shaft E2, at its own cost.

Reply:

The Minister of Public Works

(a) (i) and (ii) I would like to point out to the Honourable Member that the current reporting systems within the Department of Public Works (DPW) do not cater for capturing of information in the particular categories of cooperatives, township enterprises and rural enterprises, as the focus has shifted to Broad-Based Black Economic Empowerment (BBBEE) status level of contribution. Whilst the DPW systems do not make provision for recording procurement in terms of the specific categories, to ensure monitoring and reporting on these designated categories, the Supply Chain Management Directory is negotiating with the system service provider to reconfigure the procurement module to provide the relevant statistics.

In terms of procurement from SMMEs, the DPW can report the following:

For the period 01 April 2015 to 31 January 2016 the percentage of procurement from SMMEs by the Department of Public Works is as follows:

Goods and Services including day-to-day maintenance:-

A total of 3 688 (100%) with a value of R181 311 457.46 was awarded to SMMEs.

Consultancies (Built Environment):-

Out of a total of 233 appointments with a total value of R68 957 445.61, a total of 152 appointments (66%) were made with a total value of R31 761 929.55 awarded to SMMEs.

Construction Projects:-

Out of 166 tenders* awarded with a total value of R1.8 billion, 95 tenders (57%) were awarded to SMMEs, worth a total value of R171 349 536.90.

*90.5% of the construction projects (with a value of R1.6 billion) were awarded according to the CIDB grading system.

(b) Entities reporting to the Minister of Public Works

Entity	SMMEs	Co-operatives
Council for the Built Environment (CBE) (01 April 2015 – 29 February 2016)	R12 928 645-00 (57.58% of R22 453 970-58)	Nil
Construction Industry Development Board (CIDB) (1 April 2015 – 31 January 2016	R7 149 988.15 (15.41% of R46 387 686.84)	Nil
Independent Development Trust (IDT) (1 April 2015 – 29 February 2016)	IDT spent the following amounts towards SMMEs out of its infrastructure programme: Goods and services including day-to-day maintenance: R30 877 470.73 (100%) Built environment consultants: R285 408 176.00 (99%) Construction Projects R677 736 177.60 (96%)	Nil
Agrément South Africa (01 April 2015 – 29 February 2016)	The procurement of goods and services for Agrément South Africa (ASA) was done through the shared services under the CSIR. The CSIR response to this question through the Department of Science and Technology has therefore included ASA’s procurement spent towards the SMMEs.	Nil

Reply:

1. No (a) (b) (c) (d) Falls away
2. No (a) (b) (c) (i) (ii) (iii) (iv) Falls away

Reply:

(1) The SANDF is not in a position to comment on the poaching statistics in the game parks. These questions should be directed to SANPARKS.

(2) This question should be directed to SANPARKS.

(3) Soldiers of the SANDF are not deployed in the KZN game parks per se but are responsible for border safeguarding operations, amongst other, along the KZN-Mozambican border. It is for this reason that soldiers are not deployed in so-called protection zones either. Questions pertaining to the protection zones should be directed to SANPARKS.

Reply:

(1)(a)

According to the municipality, currently total number of vacant positions is 1774, out of an approved staff establishment of 7 234.

(1)(b)

The table below provides a detailed summary of the vacancies per Directorate, as provided by the municipality:

Directorate	Vacancies
Public Health	290
Special Programmes	14
Office of the Chief Operating Officer	24
Infrastructure and Engineering	523
Electricity and Energy	219
Economic Development, Tourism and Agriculture	146
Municipal Manager	5
Budget and Treasury	158
Safety and Security	161
Executive Mayor	12
Human Settlements	117
Corporate Services	105
Total =	1774

All recruitment processes were stopped with the implementation of a moratorium on the filling of vacancies on 18 June 2015, due to financial constraints.

(1) (c)

According to the Municipality, the moratorium on the filling of critical vacancies has now been uplifted. A Critical Vacancy Task Team was established in December 2015 consisting of top management in the Municipality. This Task Team has been mandated to priorize the filling of critical vacancies, especially during the 2015/16 municipal financial year.

As from 1 April 2016 to date, 150 recruitment notices are at various stages of the internal HR processes. These recruitment notices represent approximately 200 critical vacant positions. To date four adverts have been placed with a minimum of fifteen positions to go out on a weekly basis as from the end of April 2016.

(2)

According to the municipality, the required number of Civil Engineers is 5 (2 Roads, 2 Water and 1 Transport).

3 (a)

According to the Municipality, the éstimated expenditure on consultants in the financial years 2011-12, 2012-13,2013-14, 2014-15 and 2015-16 since 1 April 2016 is R846,200 000.

See table below for expenditure per year:

FINANCIAL YEAR	Costs of consultants R (000)
2011/12	135.5
2012/13	170.9
2013/14	185.6
2014/15	191.3
2015/16 ( April 2016)	162.9
Total	846.2

(3) (b)

According to the Municipality, during the financial years in question, a total of R94 597 647 was spent on legal fees. The details per annum are provided in the table below.

Legal expenses for 2011-12; 2012-13, 2013-14, 2014-15 and 2015-16

FINANCIAL YEAR	EXPENDITURE
2011/12	R15 339 703
2012/13	R14 746 821
2013/14	R17 677 108
2014/15	R22 173 641
2015/16 (at 19 April 2016)	R24 660 374
TOTAL	R94 597 647

(3) (c)

According to the Municipality, during the financial years in question, R27 439 424 was spent on marketing and communications. The details per annum are provided in the table below.

Marketing and communications expenditure for 2011-12; 2012-13, 2013-14, 2014-15 and 2015-16

FINANCIAL YEAR	EXPENDITURE
2011/12	R7 150 996
2012/13	R2 718 742
2013/14	R4 714 848
2014/15	R7 152 258
2015/16 (at 19 April 2016)	R5 702 580
Total	R27 439 424

Reply:

Yes the Afro 4000 has been removed.

(a) The cost of the derailed locomotive is R50m.

(b) All components of the sub-systems on the Afro 4000 locomotive have local suppliers and/or agents. Therefore it is possible to be repaired in South Africa. Local capability for the body repairs of the Afro 4000 is yet to be determined. The details will be confirmed once the current legal process is resolved and the procurement process for the repairs can be finalized.

Reply:

a) (i) 30 June 2016

(ii) (aa) and (bb) same as above

b) The Minister will gazette the opening of the National Public Transport Regulator for receiving applications for tourist transport services by May 2016. The date for receiving applications for interprovincial transport services will be phrased in at later stage.

Reply:

According to our records, no requests were received from the said family for bilateral meetings at their home for either business or social purposes in either the current or the previous administration. 

In the previous administration, members of the said family were present at public functions that I attended and addressed and were thus engaged at the events.

-END-

Reply:

(1) Support for strengthening is determined on the basis of providing the grantee a financial boost to increase the distribution footprint and print run, while at the same moving the newspaper from printing monthly to fortnightly. It is also determined based on the socio economic conditions of the coverage area, taking note of the fact that the 12 months injection was not sufficient to enable the business to establish itself in the market and break even in term of income generation.

(2) (a) The MDDA has funded a total of 53 community print projects, of which 24 are still operational, and 68 Small Commercial projects, of which 45 are still operational.

(b) About 70% of supported projects since inception are still operating. This percentage takes into consideration the fact that those that are no longer in the funding cycle are struggling to maintain momentum and thus to be consistent or operate at full capacity. Based on this analysis it can be argued that the success rate of models funded by the MDDA is good but there is room for improvement.

(3)(a)(i) and (b)(i) and (ii)

Project Name	Funds Allocated
2013/14 Approvals
Tshireletso Against Women Abuse	R100, 000.00 (feasibility study).
Seipone Sa Sechaba	R471,400. 00 (New)
Umthombo Wolwazi Youth Services	R100,000.00 (feasibility study)
Greater Alex Today	R 492, 400.00 (New)
Batlhabine Foundation	R 485, 300.00 (New)
Gandhi Development Trust	R 572, 800.00 (Strengthening)
Africa Ignite	R 575, 600.00 (Strengthening)
Inqubo Yabantu Abancici	R 498, 500.00 (New)
Gulova Magazine	R489,999.96 (Strengthening)
Treasure Magazine	R490,000.00 (Strengthening)
Township Times	R700,000.00 (New)
APN Media/Impact 24/7	R490,000.00 (Strengthening)
North West on Sunday	R490,000.00 (Strengthening)
Rise ‘n Shine	R700,000.00 (New)
Mmaiseng News	R700,000.00 (New)
Fabuleux Magazine	R979,535.04 (New)
Religious News	R700,000.00 (New)

(a)(ii) and (b)(i) and (ii)

Project Name	Funds Allocated
2014/15 Approvals
Mamre News	R 498, 381.00 (New)
Ledig Sun	R 479, 130.32 (New)
Bushbuckridge News	R 350,000.00 (Strengthening)
Kuruman Chronicle	R 350,000.00 (Strengthening)
Phetoho News	R350,000.00 (Strengthening)

(a)(iii) and (b)(i) and (ii)

Project Name	Funds Allocated
2015/16 Approvals
The Youth Voice	R 821,700.00 (New)
Ulwazi Newspaper	R 850,000.00 (New)
Loxion News	R 750,000.00 (New)
Arise and Shine	R 619,251.00 (New)
Dizindaba News	R 888,200.00 (Strengthening)
Ngoho News	R 811,120.00 (Strengthening)
Ezakwazulu News	R 746,000.00 (Strengthening)
Khanyisa News	R 1,081,248.00 (Strengthening)
Puisano News	R 680,880.00 (Strengthening)
Eastern Cape Women Magazine	R 807,000.00 (Strengthening)
Inqubo Yabantu Abancinci	R 530,242.00 (Strengthening)
SMME News	R 793,500.00 (New)
Xplore Magazine	R 1,232,600.00 (New)
Nkomazi Observer	R 603, 800.00 (Strengthening)
Mmaiseng News	R 626, 600.00 (Strengthening)
Religious News	R 615,600.00 (Strengthening)
Die Horison News	R 615,299.28 (Strengthening)
Children Resource Centre	R 760,594.04 (Strengthening)
Metro News	R 436, 800.00 (Strengthening)
Inhloso Yesizwe	R 430,200.00 (Strengthening)
Elitsha News	R 776,800.00 (New)
Nhlala News	R 696,000.00 (New)
Community News	R 663,244.00 (New)
Youth Mate News	R 606,950.00 (New)

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

Department of Communications:

1 (a) The Minister of Communications does not have any internal disciplinary processes that were lodged against staff (i) in the (aa) 2014-15 and (bb) 2015-16 financial years and (ii) since 1April 2016 in (aaa) her ministry, (bbb) department (b) there are no reasons for internal disciplinary processes in each instance, (2) there are no suspensions with pay (a) therefore no duration of suspensions (c) there are no legal costs incurred and (d) there has been no investigations conducted for all the financial years , (3) There are no measures put in place as the Ministry did not and does not have disciplinary processes lodged against staff to date .

Government Communication and Information System:

1. a) (i) (aa) One (1) internal disciplinary process in 2014-15.

(bb) One (1) internal disciplinary process in 2015-16.

(ii) None since 1 April 2016.

b) (i) Gross and fraudulent misrepresentation of credentials. Using state resources for private business. Gross disrespect, insolence and insubordination towards supervisor.

(ii) Repeated absence from work without authorization. Prejudicing the administration, discipline and efficiency of the Department. Gross Dereliction of Duty. Gross Negligence. Financial Misconduct. Bringing the name of the department into disrepute.

2. Yes,

(a) (i) Suspended with full pay for six (6) months during 2014/15

(ii) Suspended with full pay for two (2) months during 2015/16

 (b) (i) Total : R453 970.14

(ii) Total: R117 582.96

 (c) (i) Yes, legal costs to the value of R312 509. 94 were incurred

(ii) None

 (d) (i) The case was finalised in November 2014. The official was discharged due to misconduct.

(ii) The case will be presided at Gauteng Public Service Sector Bargaining Council.

The department awaits hearing date.

3. The Executing Authority ensures that cases are dealt with within stipulated timeframes in accordance with Resolution 1/2003 as well adhering to MPAT standards on finalisation of cases through promoting and monitoring departmental consequence management for poor compliance.

South African Broadcasting Corporation:

(1)(i)(ccc) 37 in 2014/15 - dishonesty, negligence, non-compliance.

(i)(ccc) 26 in 2015/16 - dishonesty, negligence, non-compliance, sexual harassment and leaking of information.

(ii)(ccc) 155 since 1 April 2016 for dishonesty.

(1)(b) Reasons listed above.

(2)(a) There are 14 employees on suspension as at 31 March 2016. The SABC suspensions range between 1 to 18 months.

(b) The SABC believes the issue of the employees’ salaries should be respected and treated with strictest confidentiality.

(c) Any legal action and costs are confidential SABC matters, however, in both (b) and (c) once the financial costs have been calculated, they are disclosed in the audited financial statement as required by the Broadcasting Act and the PFMA which are published in the SABC’s Annual Report tabled in Parliament.

(d) A number of staff members have already been dismissed whilst others are still in the disciplinary process.

(3) The SABC has been providing training to staff on a number of its internal polices (including fraud and corruption awareness campaigns) in order to educate staff on policy matters and prevent any non-compliance to policies which can lead to disciplinary processes.

Brand South Africa:

(1)(a) (i) (aa) One.

(a) (i) (bb) One.

(a) (ii) (ccc) Zero.

(b) (a)(i)(aa) Unauthorised use of the credit card.

(b) (a) (i) (bb) Employee failed to carry out a recommendation to undergo staff management training.

(b) (ii) (ccc) None.

(2) Not applicable

(3)  This was an isolated case and it is not widespread. Measures and controls are currently in place to minimise the number of disciplinary hearings. The organisation will continue to workshop policies to new and existing employees. Management has decided to cancel the one credit card the organisation had.

Film and Publications Board:

(1) (a)(i)(aa) 16 cases relating to: Fruitless Expenditure (x3) resulting to Verbal Warnings; Non-Compliance with procedures (x4) resulting to Written Warnings; Unauthorised Absence (x 2) Written Warnings; Failure to Meet Performance Delivery resulting to Written Warning; Dereliction of Duty – Case withdrawn; Theft of FPB Materials (x2) resulting to Dismissal; Dishonesty / Disreputable behavior (x 3) resulting to Dismissal

(a)(i)(bb) 10 cases relating to: Non-compliance with procedures (x5) resulting to Verbal Warnings; Unauthorised Absence (x 2) resulting to Written Warnings; Disrespectful Conduct resulting to Verbal Warning; Disrespectful Conduct resulting to Written Warning; Improper Work Etiquette – Verbal Warning

(ii)(i)(ccc) No internal disciplinary processes were lodged against staff.

(2)(a) 5 employees have been suspended for periods ranging between 2 and 6 months.

(b) The total amount spent on salaries and benefits of the suspended employees to date is R747,868.00

(c) R415,413.00 was spent on legal representation

(d) One employee was reinstated as no evidence was found, one case was withdrawn as the employee’s contract ended, 3 employees were dismissed but one was reinstated by the CCMA.

(3) The FPB has negotiated preferential hourly-rate Service Level Agreements with Legal Firms on the service provider database. The FPB utilizes internal legal resources for prosecution of disciplinary cases, wherever practicable.

Media Development and Diversity Agency:

(1) (a)(i)(aa) No internal disciplinary processes was lodged against staff.

(a)(i)(bb) No internal disciplinary processes were lodged against staff.

(ii)(i)(ccc) No internal disciplinary processes were lodged against staff.

(2) No staff members were suspended with full pay.

(3) The MDDA has comprehensively reviewed its internal performance management and disciplinary process and procedures in 2015/16 to enable any identification of underperformance or irregular activity by staff members to minimize the potential for the full grievance and suspension procedures to be necessary.

Independent Communications Authority of South Africa:

(1) (a)(i)(aa) 9 cases relating to misconducted and 1 relating to incapacity due to poor work performance on probation

(a)(i)(bb) 6 cases relating to misconducted.

(ii)(i)(ccc) 2 cases relating to misconducted.

(2)(a) 7 employees have been suspended for periods ranging between 1.5 and 5 months.

(b) The total amount spent on salaries and benefits of the suspended employees to date is R927,186.26

(c) R102,600 was spent on legal representation

(d) All employees who were suspended were eventually dismissed, subsequent to disciplinary hearings. Three of them unsuccessfully lodged disputes at the CCMA.

(3) Measures to curtail expenditures includes:

• A clear disciplinary code and procedure has been developed to guide both employees and line manager on employment conduct and disciplinary measures, and extensive training has been conducted throughout the organization on approved Disciplinary Code and Procedure.
• ICASA has in the last financial year started to have managers trained on how to prepare, conduct and initiate disciplinary hearings.
• Disciplinary hearings are conducted as an internal process, with the Employee Relations Specialist being an Employer Representative, without the constant involvement of Lawyers.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

(a)(i) and (ii) see the link: http://www.pmg.org.za/files/RNW1058Circle.docx

(b) The allocation is done based on the applications received and budget available in the specific financial year.

(c) The criteria for funding is listed on the application forms that are easily downloadable from the MDDA website. Screening of the applications received is guided by the funding guidelines and criteria, which are based on the mandate of the MDDA as stipulated in Section 3 of the MDDA Act of 2002. These guidelines and criteria are also posted on the MDDA website for easy reference by the applicants. Please refer:

ttp://www.mdda.org.za/Application%20Requirements%20for%20MDDA%20F unding.pdf

2. Every financial year the MDDA engages the major national printing houses and negotiates printing discounts for all of its supported publications. These printing houses include CAXTON, PAARLCOLDSET and RISING SUN. The discounted rates range between 10% and 20% of the normal printing price, depending on the print run of each publication. During assessment of applications and engaging projects on budgeting, publishers are alerted to these discounts and are able to select a printer of their choice. The nearest printer to the publication is always a preferred option to avoid transport costs and the amount will be the discounted rates as quoted by the printers.

3. (a)(i) The MDDA research unit has compiled a standardised cost structure on rental, which acts as a guide.. The applicant advises on the area in which the office will be located, and an assessment is done on the standard rates of rental costs in the area. An estimate is recommended for approval, to which the beneficiary will be obliged to adhere to during implementation.

(a)(ii) The MDDA research unit has compiled a standardised cost structure on rental, which acts as a guide. The applicant advises on the area in which the office will be located, and an assessment is done on the standard rates of rental costs in the area. An estimate is recommended for approval, to which the beneficiary will be obliged to adhere to during implementation

(b)(i) The MDDA research unit has compiled a standardised cost structure on furniture and equipment, which acts as a guide. During on-site assessment, which involves budgeting, projects are engaged on these standardised costs from major retailers and the publisher advises which retailer is nearest, e.g. Game, Incredible Connexion etc. On approval, the Grant in Aid Agreement includes a clause which obliges the grantee to source three different quotes before procuring any equipment or furniture and purchase from the lowest bidder.

(b)(ii) The MDDA research unit has compiled a standardised cost structure on furniture and equipment, which acts as a guide. During on-site assessment, which involves budgeting, projects are engaged on these standardised costs from major retailers and the publisher advises which retailer is nearest, e.g. Game, Incredible Connexion etc. On approval, the Grant in Aid Agreement includes a clause which obliges the grantee to source three different quotes before procuring any equipment or furniture and purchase from the lowest bidder.

4. The applicants submit an application form together with a business plan amongst the documents required as part of compliance. If the applicant meets the criteria but the business plan does not have three year financial projections, the applicant will be required to submit these projections before an assessment is conducted on the project. During assessment, the MDDA official will probe these financial projections and all matters relating to sustainability plans. These form part of the Project Justification Reports that are submitted to the MDDA Board during adjudication. The Grant in Aid Agreement includes Annexure A - the Schedule of Particulars, which provides a detailed guide on how the funds will be spent over four tranches. These tranches are allocated over a cycle of 12 months, and if, at any time during this cycle, the project has not complied, corrective measures are put in place as provided in the Grant in Aid Agreement.

5. Applicants are required to submit, amongst other documents, their profiles or CVs; this also includes the copies or samples of their publications. Consideration is given based on the strength of the motivation, which includes the area in which the project will be based, and the experience, skills or qualifications demonstrated by the applicant. Business skills/background of the applicant is always an added advantage but not a deterrent. Experience in the publishing sector or media related qualifications are an added advantage. In instances where it has been identified that there are weakness in the applicant, but the project has strong relevance to Section 3 of the MDDA Act, the officer assessing the project may recommend that a mentor be allocated to the project for a certain period or recommend training.

 

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

Airports Company South Africa SOC Limited (ACSA)

1. The Airports Company South Africa SOC Limited (ACSA) tracks progress against the Corporate Plan and where applicable will ensure alignment with the NATMAP.

Air Traffic and Navigation Services SOC Limited (ATNS)

1. With reference to the National Transport Masterplan (NATMAP) and implementation thereof, ATNS is not in a position to answer the question as the plan is within the scope of the Department of Transport.
2. Not applicable to ATNS.
3. (i) Not Applicable to ATNS (ii) Not Applicable to ATNS and (iii) Not Applicable to ATNS.

South African Civil Aviation Authority (SACAA)

1. With reference to the SACAA reply on NATMAP on 16 March 2016, (a) (b) (c) (i) (ii) (iii) the SACAA confirmed that the question was not relevant to the SACAA and therefore no further action was taken.

Roads Branch Entities

(a) NATMAP is still in a process of being approved by Parliament. Upon approval, the Department of Transport will ensure that the Strategic Plans and Annual Performance Plans of the entities align with NATMAP.

(b) Upon approval of NATMAP, the interventions identified by the entities will be aligned to the following timeframes:

• Short term: 5 years intervention
• Medium term: 10 years intervention, and
• Long term: 20 years or more interventions.

(c) (i) (ii) Entities will be required to submit their Strategic Plans and Annual Performance Plans in line

Pwith the interventions proposed on the NATMAP. Upon submission of these plans, the Department will ensure that implementation of NATMAP within the entities takes place as per the plans approved by the Minister.

The Department will monitor the performance of the entities based on the targets set in their Strategic Plans and Annual Performance Plans.

Passenger Rail Agency of South Africa (PRASA)

(a) The short – medium term focus is on modernisation and renewal of the rail system. Many of these plans have already progressed significantly. Project management, monitoring and reporting mechanisms and structures are in place to ensure the successful implementation of these projects. These projects include:

1. Rolling stock renewal
2. Signaling renewal
3. Station modernisation
4. Depot modernisation
5. Perway and Security Upgrades

(b) Deadlines / targets:

The deadlines and targets are aligned with the respective contracts especially those of a multi-year nature as well as capital programme allocation. The following targets for the multi-year projects as part of the PRASA Corporate plan and incorporated in the Shareholder Compact with the Minister of Transport:

Key Performance Area	Key Performance Indicators	Medium-term targets
		2016/17	2017/18	2018/19
Delivering on the new Rolling Stock Programme	Train sets delivered and commissioned	From 11 -13 train sets accepted as per contract	From 4 - 5 train sets accepted as per contract	From 8 - 9 train sets accepted as per contract
Infrastructure Readiness	Traffic control centres completed		Completion of the buildings of 1-2 regions (Bellville, Durban)	Fully functional Traffic control systems (Gauteng, KZN and Western Cape)
Infrastructure Readiness	Signal interlockings completed (Gauteng, KZN and Western Cape)	Between 11 - 14 Signal interlocking commissions completed	Between 33 - 44 signal interlocking commissions completed	Between 37 - 48 signal interlocking commissions completed
Infrastructure Readiness	Modernisation stations completed	Between 1 - 2 stations completed (Duff's Road and Phillipi or Oakmoor) as per contract.	Between 1 - 2 stations completed (Oakmoor,Phillipi) as per contract.	Between 3-5 stations completed.
	Depot modernisation projects commencing, in construction and complete.	Alternative Test Facility at Wolmerton depot complete and handover to Gibela & Maintenance Facility at Wolmerton completed for 20 new production trains.	Commence Main depot construction at Braamfontein	Commence main depot construction at Salt River
Infrastructure Readiness	Track upgrade projects for 120km/h	Complete tender process for Track preparation for new Rolling Stock with placement of contract(s) for work.	Contract(s) for Track upgrade for modernisation commences	Contract(s) for Track upgrade for modernisation continues

As required by the PFMA and Treasury Regulations, PRASA reports to the Shareholder on a quarterly basis on the state of performance with reasons for variation and actions to improve performance

Railway Safety Regulator (RSR)

The National Transport Master Plan (Natmap) has not been incorporated by the RSR.

Ports Regulator (PR)

Since the Ports Regulator is not aware that NATMAP has been approved by Cabinet for implementation and has not received any directive in this regard from Department of Transport, (a) there are no steps that were planned or have been taken to implement the NATMAP. (b) No deadlines have been set and (c) no processes and mechanism are in place to monitor it.

South African Maritime Safety Authority (SAMSA)

1. As indicted in response to parliamentary question 490 previously, the DoT has indicated that the NATMAP is under review and SAMSA still awaits direction from the department in this regard.
2. This has dependency on response to (a) above
3. This has dependency on response to (a) above

Reply:

The position of the Chief Executive Officer at the Robben Island (RIM) has not been filled yet. The first advert for the position was published in September 2015 and interviews were held in October/November 2015. The preferred candidate from the interviews turned down the offer. The Council of RIM decided to re-advertise the position in February 2016 since the second and third placed candidates did not meet the criteria (according to the scoring method used). The closing date for the second advert was March 2016 and interviews are scheduled for 28 April 2016.

It is anticipated that the RIM CEO position will be filled by 1 July 2016. The interviews and other forms of assessments (including the competency assessments and screenings) of qualifying candidates are anticipated to be finalised by May 2016. It is also envisaged that the final employment offer will be made by May 2016 to allow the preferred candidate to serve the stipulated one month notice (i.e. the month of June).

Reply:

(1) The SANDF’s primary mandate is to safeguard the integrity of our international borders. The SANDF conducting operational tasks such as listening posts, observation posts, foot and mobile patrols, reaction forces conducted in conjunction with SANPARKS and the SAPS, specifically for the Kruger National Park. Technology and air support are being utilised as a force multiplier to achieve successes. The SANDF is not the lead department in the Kruger National Park. The SAPS and SANPARKS are the lead Government Departments and the SANDF is in support.

(2) No formal investigation was conducted. An Informal discussion between the SANDF, Chief of Joint Operations (C J Ops) and SANPARKS have taken place in January 2016, with specific reference to refining of the cooperation at the Joint Operational Centre (JOC) level in the Kruger National Park for effective and maximum deployments.

(3) It must be categorically stated that there are no form of collusion between the soldiers and poachers. During the conclusion of the recent informal discussions the following aspects were highlighted;

(a) More soldiers were required due to the vastness of the area to effectively minimise the infiltration into the Kruger National Park.

(b) Closer and effective cooperation between the various role players must be achieved and remains the objective.

Reply:

a) Environmental studies were undertaken to obtain the environmental authorisation and water use licence (WULA), and reports have been submitted to the relevant authorities for decision-making.

b) Two environmental impact assessments (EIAs) have been undertaken to date; first one in 1998 and the second in 2010.

c) In 1999, the Department of Environmental Affairs and Tourism, issued an environmental authorisation for the construction and upgrading of the N3 Toll Road from Heidelberg to Cedara, comprising two sections, (i) Cedara to Heidelberg and (ii) Keveersfontein to Warden (De Beers Pass section). The environmental authorisation was issued subject to certain conditions requiring further environmental investigations on the De Beers pass section.

The purpose of the second EIA was to investigate and address the conditions and related issues flowing from the 1999 authorisation that are specific to the De Beers Pass section. Particular focus of this second EIA is to mitigate the impact of the new road on the wetland resources. The final EIA Report was submitted to the Department of Environmental Affairs (DEA) on 24 March 2016, and the decision is pending. Estimated review period for decision-making by DEA is 120 days.

d) Further details with the N3 will be handled by the Department of Environmental Affairs. (i) and (ii) details will be available once the Department of Transport, SANRAL, Free State Government and PICC SIP2 engagement process is concluded.

Please note that the estimated time frame does not take into account the time that will be required to resolve any objections that may be lodged against the project.

Reply:

Ever since I have been a Minister, I have never earned extra income from any source, not a single member of my family has ever done business with government.

Reply:

(1)(a) (i) 2013/2014: 80 % filled with permanent appointments

(ii) 2014/2015: 53 % filled with permanent appointments

(iii) 2015-2016: approved headcount is 36 positions per organogram as at February 20th 2016. 15 are occupied by permanent employees (41.7%), 5 are contractors supplied by Agencies (13.9%), 16 vacant positions to be filled (44.4%)

(b) The following positions are still vacant

• Chief Executive Officer (CEO);
• Chief Financial Officer (CFO);
• Company Secretary (Co. Sec.);
• Executive Secretary (Exec. Sec.);
• Internal Audit Manager;
• Risk Specialist;
• Knowledge Management Coordinator;
• Internal Audit Officer;
• Communications Officer;
• HR and Corporate Services Manager;
• HR Officer;
• Strategy, Policy Monitoring and Evaluation Director;
• Projects Director;
• Receptionist;
• Research and Capacity-Building Manager;
• Research and Capacity- Building Coordinator,
• Legal and Compliance Officer;
• Projects Manager: Broadcasting;
• Digital Media Coordinator
• Finance Administrator
• Finance Manager

(c) Positions have been vacant as per the following:

• Chief Executive Officer - since 1st July 2014. There is an acting CEO;
• Chief Financial Officer – since 1st January 2015 after the resignation of the last CFO. There is an interim CFO appointed on a contract basis;;
• Finance Manager – since 22nd October 2015. There is an interim Finance Manager appointed on a contract basis;
• Finance Administrator - since 17th June 2015;
• Company Secretary - since 11th March 2015. There is an interim Company Secretary appointed on a contract basis;
• Executive Secretary – since 1st March 2015. There is an acting Executive Secretary;
• Internal Audit Officer - since 1st January 2016 after the resignation of the last occupant of this position. The services are being provided by an external service provider in the interim;
• HR and Corporate Services Manager since 1st November 2014; There is an interim HR and Corporate Services Manager appointed on a contract basis;
• Projects Director, newly renamed and competencies revised (This position was previously called the Programme Director). The last fully appointed incumbent vacated this position on 31st May 2014. There is an Acting Programme Director.
• Receptionist position at MDDA has been vacant since 1st February 2015 when occupant of this position was appointed to the Executive Secretary position. There is an Acting Receptionist. Post In the process of being filled;
• Research and Capacity Building Manager - has been vacant since 16th May 2015;
• Research and Capacity Building Coordinator - since 25th April 2015;
• Legal and Contracts Manager – last occupied in 1st August 2014.This is no longer in the new organogram, but in its place is the revised position of Legal and Compliance Officer;
• Projects Manager: Broadcasting – vacant following resignation in February 29th 2016;
• Supply Chain Manager – position was vacated when incumbent resigned and it remained open from 10th June 2014 .Please note that this position has been revised down with the 2016 organogram and is now at Officer-level which has been filled.
• Risk Management Officer – since 18th October 2014. Please note that this position has been revised with the 2016 organogram and is now at Specialist-level.

Please note that the other five positions are new in the organogram approved in February 2016: Strategy, Policy Monitoring and Evaluation Director, Knowledge Management Coordinator, Communications Officer, (previously Communications and Marketing Officer), Digital Media Coordinator, and HR Officer.

(d) The MDDA strategic planning held in September 2015 assessed in depth the future direction of the MDDA in terms of the rapidly changing media landscape. This resulted in the identification of new/changed competencies being required within the MDDA and subsequently the Board revised the organogram as per the above. The vacancies were therefore on hold until the new organogram was approved in January 2016 by the Board.

(e) Recruitment is underway with five of the positions having been in January 2016 and the remaining advertised on 10 April 2016,

2. All the positions were identified as necessary to have in the revision of the organogram. Crucial for MDDA’s operations to run are CEO, CFO, PROGRAMMES DIRECTOR and STRATEGY, POLICY MONITORING & EVALUATION DIRECTOR.

To run a legal, compliant organisation, meet governance requirements, as well as be an efficient entity, the organisation needs the HR, COMPANY SECRETARY, RISK SPECIALIST, COMMUNICATIONS MANAGER, INTERNAL AUDIT, RISK, FINANCE

(3) The vacancies have been advertised.

(a) The vacancies were advertised in the Star Workplace and the City Press, and via the MDDA website.

(b) Five vacancies were advertised in January 2016 and the remaining 17 were advertised on 10 April 2016.

(4) (a) Four Consultants servicing the HR area have been hired.

(b) One World Human Capital – supplies Human resource services including job evaluation, job grading, salary benchmarking to the MDDA.

Holystic Approach - supplies recruitment services to the MDDA

Deloitte Consulting Temporary and Permanent Recruitment Agreement – supplier of recruitment services to the MDDA.

Kwinana and Associates – supplier of recruitment services to the MDDA

5. The MDDA has many strong points but for purposes of this exercise the focus is on the, mainly internal, challenges, which are in many cases also exciting opportunities for the MDDA:

• External factors include technological and business changes in the landscape.
• Staff are committed but under resourced.
• Need to identify skills gap and implement training / development: skills vs. qualifications.

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

I have been informed by SAPO as follows:

1. (a) The Bloubergrant Post Office was closed due to non-payment of rental. SAPO could not make regular rental payments to the landlord on time due to SAPO cash flow challenges. SAPO was subsequently given notice by the landlord to vacate the premises by 8 April 2016.

(b) In view of the fact that the eviction was sudden and unexpected, no prior consultations could take place with the residents, but notices of the closure were placed at the Post Office and around the post boxes area.

2. The residents have been informed that the Table View Post Office which is situated 2.8km from Bloubergrant could be used as an alternative service point. The post boxes will, however, remain at the old site for the convenience of residents.

Reply:

(a) Approximately 92.4 kilometres has been transferred to SANRAL

(b) Section 2 in Mpumalanga Province (54.9 km) and Section 3 in Limpopo Province (37.5 km)

(c) Section 2 and 3 was transferred on 29th July 2015.

(d) (i) Total Length = 139.1 km

(ii) The R573 starts at Sefako Makgatho Drive (Pretoria North) and proceeds in north easterly direction through Gauteng Province, then passing through Moloto, Kwamhlanga, Tweefontein, Kwaggafontein in Mpumalanga Province and continuing up to Marble Hall in Limpopo Province.

Reply:

(a-ccc) Minister and Deputy Minister of Transport have never ever met with any member, employee or close associate of the Gupta Family at the Gutpta’s Saxonwold Estate in Johannesburg or anywhere else since taking office.

Reply:

The Minister of Public Works

It must be noted that the alleged R800 million leases worth reported by the Auditor – General is a figure which was calculated for outstanding documents over a period of more than one financial year, and goes back about five years.

In 2013, the Department of Public Works launched a special lease review intervention aimed at identifying all active private leases and verifying lease validity for leases registered on the Department’s property management information system.

In 2014, a second special lease review intervention was launched with the aim of consolidating information and matching documentation (lease agreements).

As a result of the above lease interventions, all 2 619 active leases have valid lease documents and are logged on a master database.

Reply:

The President issued, in a government gazette no.39935, two Proclamations (Number R.18 and R.20) on 15 April 2016 in respect of the affairs of the Department of Correctional Services. The details of the proclamations relate to procurement irregularities.

Reply:

According to the Eastern Cape Provincial Department of Health, the response is as follows:

1. Butterworth Hospital has a total of 260 usable beds.
2. There are no patients from the hospital that end up sleeping on benches. This is reflected in the hospital bed occupancy which range from 70%-75%. However, the problem arises when patients from the rural areas are referred by Butterworth Hospital to Frere or Cecilia Makiwane Hospitals. In order to be on time for the patient transport, they opt to sleep at the hospital’s patient waiting are the night before or when they return from these referrals, it is usually late in the day and they can no longer find transport back to their homes, and they opt to sleep on the benches at the hospital waiting area.

END.

Reply:

I and my Deputy have never had a meeting with the Gupta Family, nor their employees or a person who is a close associate of them.

Reply:

1. SANRAL followed a tender process for the overall toll system design, build and operations thereof, in 2009. Following this tender process, it appointed ETC Pty Ltd as the successful tenderer. This tender included the collection of outstanding e-Toll debt. This was revised to address the New Dispensation announced by the Deputy President, with specific reference to the 60% discount offering in respect of historic debt. ETC is therefore responsible for the collection of e-toll debt and may appoint 3rd parties to attend to this on their behalf. SANRAL only contracts (in terms of its Contract with ETC) with ETC and not directly with the 3rd party.

(2) As stated above, SANRAL appointed ETC in terms of the SCM requirements at the time (2009). SANRAL did not procure services with 3rd parties for debt collection. SANRAL has complied with all the requisite legislation.

(3) SANRAL does not pay the "specified company" and is not aware of the arrangements between ETC and that entity. SANRAL's contractual obligation is to ETC.

(4) As stated, SANRAL only has an agreement with ETC. ETC is responsible for the collection of debt for the contract period.

(4) SANRAL appointed ETC in 2009, as explained above. The contract will finish for the operations of the Transaction Clearing House (TCH) and the Violation Processing Centre (VPC) components of the project after 5 years of toll collection operations (ie. December 2013 to December 2018) and for the roadside equipment, maintenance and Open Road Toll (ORT) back office operations, after 8 years of toll collection operations. The collection of outstanding debt is managed within the VPC component of the contract.

Reply:

No, it is not within the Department’s ambit to conduct an audit of infrastructure and equipment at the SABC.

The SABC’s capital expenditure requirements are set out in a five year long term capex plan. Major components of this plan are broadcast infrastructure, information technology, building works and electrical and mechanical plant. Information from the detailed long term capex plan is incorporated into the SABC’s the annual corporate plan each year. Funding allocated to capital expenditure in the current corporate plan (2016/17 to 2018/19) amounts to R432.23m for2016/17, R450.0m for 2017/18 and R406.9m for 2018/19.

Expenditure on repairs and maintenance of buildings and equipment by the SABC for the past four years is as follows:

	Rm
2012/13	22.8
2013/14	29.3
2014/15	27.9
2015/16	35.2
Total	115.2

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

1. (a) An effort was made to encourage white candidates to apply through media reports encouraging them to apply and by extending application dates to get a broader pool of candidates.

(b) 405 MSDS applications were received

(c) 99 white candidates were appointed and are undergoing Basic Military Training at the different training institutions

2. Yes, there is a Revised Implementation Instruction on the Military Skills Development System (DS/CDHRPP/DSS/R/104/31/2/1 dated 05 December 2003 ) in place which spells minimum level of education of new recruits and the Services have in addition own specific requirements which are reflected on their application forms.

(a) The SA Army did not use specific criteria to appoint white candidates. The SA Navy selected applicants that had Mathematics and Science with the minimum level of 3 and above for both subjects.

(b) The SAMHS appointed 18 white candidates with A aggregate and 15 with B-aggregate whereas 33 white candidates with A-aggregate could not be utilised as they were awaiting their Grade 12 results. The SA Army does not have specific criteria in appointing white candidates. Out of the 235 that the SA Army invited for the selection board process 124 reported and 111 did not. 49 white candidates did not meet the criteria in the SA Army. The SA Navy selected white candidates with level 3 and above in both Maths and Science on their National Senior Certificates.

Reply:

a)  Iam told that the human factors assessments will be conducted by PRASA and submitted to the RSR. To date, the report has not been submitted to the RSR to review and approve.

b) The RSR process will identify, once completed, any Cab Design challenges (If any) and these will be submitted to the Operator to provide a comprehensive rectification plan. Once this plan is approved by the regulator, the Locomotive will then be approved to be deployed in full operation.

Reply:

 

1. The suspension of delivery of notices was done by both the Road Traffic Infringement Agency as well as issuing authorities.
2. The sending out of courtesy letters to South African Post Office for postage was suspended by the RTIA during the month of August 2015, and the suspension of postage of enforcement order notifications was effected in November 2015. The response on Parliamentary Question 733, indicated, as the question was making reference to 1 January, that since the said period no notice has been sent out.
3. (a) According to the AARTO Regulations as well as speed prosecution guidelines issued on behalf of the prosecution services, an infringement notice must be served on the alleged infringer within 40 days from the date of the contravention, if the alleged infringer receives a notice later than the stipulated time frame, he or she may exercise one of the elective options such payment, if he or she admits guilt, submit a representation stating the non-compliance with time frames or elect to go to court, and (b) the issuing authorities may cancel notices that they feel were unjustly issued but in the case of the RTIA, the Act confers no powers to cancel notices unless when such a notice was disputed through submission of a representation; (i) where the non-compliance of the AARTO Act is proved then the necessary punitive measures are prescribed by the Act itself, (ii) the Act prescribes the procedures to be followed in order for a notice to be declared invalid or illegal, if such procedures and/or processes were not undertaken, the notice would still be active in the system until an issuing authority cancels such a notice or the alleged infringer challenges the notice by submitting a representation that if successful would be cancelled by the Representations Officer

adjudicating the matter, (iii) as indicated under the response on (ii) above the notices may only be cancelled by the issuing authorities or by a Representations Officer upon receipt of a representation challenging the notice.

4. The notices that were issued in terms of section 17(1) should comply with the prescribed processes if not, then the alleged infringer need to challenge such non-compliance in the prescribed manner by submitting a representation to the RTIA for adjudication.

 

Reply:

(a) The RTMC does not have this kind of information. The information collected after each crash involving a minibus taxi reflect roadworthiness of the vehicle without determining whether it was legally or illegally converted.

(b) Not Applicable

(c) Not Applicable

(d) Not Applicable

Reply:

According to the Eastern Cape Provincial Department of Health, the response is as follows:

1. The following tables reflect the details in this regard

Resignations for the periods 2013/14, 2014/15 and 2015/16

2013/14	2014/15	2015/16
Designation	Number	Designation	Number	Designation	Number
Professional Nurse	3	Professional Nurse	2	Professional Nurse	3
		Staff Nurse	1	Medical Officer	1
		Radiographer*	1	Nursing Assistant	1

* There are currently 4 radiographers (3 permanent and 1 Community Service Radiographer)

Appointments for the periods 2013/14, 2014/15 and 2015/16

2013/14	2014/15	2015/16
Designation	Number	Designation	Number	Designation	Number
Professional Nurse	3	Professional Nurse	2	Chief Executive Officer	1
Nursing Assistant	1	Staff Nurse	1	Nursing Assistant	1
				Medical Officers (as of 22 March 2016)	2

2. Exit interviews are conducted when employees leave the employ of any facility within the Department. The following are some of the reasons that were forwarded for resignations at Aberdeen Hospital:

• Desire to change to a different workplace;
• Inconsistent application of policy; and
• Lack of action in dealing with difficult employees.

3. The Department assesses all reasons for employees’ termination and provides feedback to line managers for corrective action.

• In respect of employee leaving for personal change, no action was taken as the employees were leaving of their free will;

• In respect of the other two reasons as mentioned above, the employees were engaged, but had indicated that they were no longer willing to stay.

END.