Questions and Replies

Reply:

The processes relating to the supply chain management policies of municipalities including metropolitan municipalities is regulated by chapter 11 of the Local Government Municipal Finance Management Act 56 of 2003. Section 111 this Act requires each municipality to have and implement a supply chain management policy which is in line with a framework that is prescribed in section 112 of the same Act. This section provides the minimum requirements to be covered by the supply chain management policy. Of relevance to this parliamentary question is section 112(h) which prescribed that the policy must provide for procedures and mechanisms for: “(i) Opening, registering and recording of bids in the presence of interested persons” and (ii) “The evaluation of bids to ensure best value for money”

There is no requirement for the evaluation and adjudication of bids in public in the Act nor in any other municipal relevant legal prescript.

(i) There is no legal prescript that requires the meetings of a municipality’s bid adjudication committee to be open to the public. Only two metropolitan municipalities; Ekurhuleni and City of Cape Town have adopted this practice as an additional measure to emphasise transparency in procurement.

The following table outlines is the approach elected by each of the eight metropolitan municipalities in this regard; this is according to the information provided by the municipalities:

Metropolitan municipality	Are the bid adjudication committee meetings open to the public?	When was this practice implemented?	Where are the meetings advertised?
City of Johannesburg Metro	No	N/A (Not a legal requirement)	N/A (Not a legal requirement)
Tshwane Metro	No	N/A (Not a legal requirement)	N/A (Not a legal requirement)
Ekurhuleni Metro	Yes	1 December 2015	Local media and municipal notice boards.
City of Cape Town Metro	Yes	1 June 2006	Local media and municipal notice boards.
Nelson Mandela Bay Metro	No	N/A (Not a legal requirement)	N/A (Not a legal requirement)
Buffalo City Metro	No	N/A (Not a legal requirement)	N/A (Not a legal requirement)
Ethekwini Metro	No	N/A (Not a legal requirement)	N/A (Not a legal requirement)
Mangaung Metro	No	N/A (Not a legal requirement)	N/A (Not a legal requirement)

(ii) The public opening of municipal bids is a legal requirement as prescribed in section 112(h) (i) of the Local Government Municipal Finance Management Act 56 of 2003. This section prescribes that the supply chain management policy must provide for procedures and mechanisms for: “(i) Opening, registering and recording of bids in the presence of interested persons”.

In this regard; all metropolitan supply chain management policies require the public opening of bids and they have all confirmed that the bid boxes are indeed opened in view of the public.

Reply:

According to the information provided by Tlokwe City Local Municipality:

1. Amounts of Capital budget spent on refurbishment of infrastructure:

(a) 2013/2014 – R27 722 428.12

(b) 2014/2015 – R63 549 878.94

2. Details of the refurbishment projects as well as the amount spent on each project are as per the table hereafter.

Tlokwe City Local Municipality Capital budget spent on refurbishment of infrastructure
2013 - 2014	PROJECT	BUDGET	SPENT
WATER
	Refurbish sand filters at the water treatment works	1,000,000.00	231,192.00	Multi year project
	Refurbished mechanical equipment at the Water Treatment Works	500,000.00	482,475.92	EMERGENCY MAINTAINANCE
		1,500,000.00	713,667.92
SANITATION
	Refurbished mechanical equipment at the Sewer Treatment Works	1,000,000.00	836,512.94	EMERGENCY MAINTAINANCE
	Upgrade the Chris Hani Pump Station	5,000,000.00	119,118.60
	1260 m main outfall sewer to be upgraded - Ikageng Proper	6,996,396.00	7,722,848.76	Multi year project
		12,996,396.00	8,678,480.30
ELECTRICITY
	Upgrade protection and switchgear in 5 main substations	7,872,000.00	7,070,734.50
	Upgrade Electrical Network in Bailliepark	3,000,000.00	1,739,820.48	Multi year project
		10,872,000.00	8,810,554.98
ROADS
	1 000m² roads to be resealed in the Tlokwe Municipality jurisdiction	14,130,578.00	9,519,724.92	Multi year project
		14,130,578.00	9,519,724.92
	GRAND TOTAL	39,498,974.00	27,722,428.12

2014 - 2015	PROJECT	BUDGET	SPENT
WATER
	Refurbish sand filters at the water treatment works	2,768,808.00	3,088,291.10	Multi year project
	Purchase and refurbish pumps, gearboxes and motors at the treatment plants	1,005,355.00	220,966.70	EMERGENCY MAINTAINANCE
	2.2km of 450 rising main to be upgraded from WTW to Ventersdorp Road Reservoir.	5,000,000.00	4,020,628.16	Multi year project
	Replacement of 90kw motors for pumps	160,964.58	160,964.58
	Replacement of 55kw motors for pumps	111,094.14	111,094.14
	To re-sleeve Water pumping line of 450mm steel with 170m underneath the runway at airport and 950m in Ikageng Road	4,895,687.00	5,581,084.27
	Replacement of water & sewer lines in the following streets: Otto, Cronje , Mael, Mooivalleipark,Water Sisulu, MC Roode & James Morake Ave	5,331,660.00	3,807,836.50	Multi year project
	To reline water pipes to the Promosa Reservoir	2,963,737.00	3,189,379.14
	Replacement of motors and pumps at the Vyfhoek Res Pump station	831,858.00	831,858.00
	To replace telemetry system at all water reservoirs	1,800,000.00	1,800,000.00
		24,869,163.72	22,812,102.59
SANITATION
	Purchase and refurbish pumps, gearboxes and motors at the treatment plants	1,005,355.00	220,966.70	EMERGENCY MAINTAINANCE
	Replacement of water & sewer lines in the following streets: Otto, Cronje , Mael, Mooivalleipark,Water Sisulu, MC Roode & James Morake Ave	5,331,660.00	3,807,836.50	Multi year project
		6,337,015.00	4,028,803.20
ELECTRICITY
	Upgrade 66KV protection and 11Kv switch gear in main substations	28,848,084.00	19,386,695.18	Multi year project
	Upgrade the electricity network in the Bult area	2,000,000.00	1,999,791.14
	Upgrading and maintain SCADA system in electrical substation	5,000,000.00	4,438,293.65
		35,848,084.00	25,824,779.97
ROADS
	1500m² roads resealed	15,000,000.00	9,697,463.11	Multi year project
	Widen Chief Luthili Drive between Govan Mbeki and Walter Sisulu Avenue	4,020,000.00	1,186,730.07	Multi year project
		19,020,000.00	10,884,193.18
	GRANT TOTAL	86,074,262.72	63,549,878.94

3. No part of this amount was used to pay salaries to municipal employees.

Reply:

I have been advised by ICASA and the Department as follows:

(1)(a) ICASA does not have this information. We rely on map data provided by the operators as we do not have the resources to independently verify coverage of operators on a nationwide scale, although we can verify coverage in a specified location through measurement.

(b) The Authority has information regarding which operator has the largest coverage by the type of technology. However, this information has been submitted on a confidential basis therefore the Authority would have to request for permission to disclose it.

(2)(a)The roll-out of broadband does not affect the cell phone spectrum. Spectrum is an enabler for broadband roll out. It should however be noted the release of digital dividend spectrum after the migration from analogue to digital broadcasting will be critical in ensuring broadband rural deployments.

(b) Cell phone operators are dependent on spectrum to roll out broadband but not solely on analogue spectrum currently being held by broadcasters. The analogue spectrum will not be made available through the roll-out of broadband. It will be made available through digital switchover, a process of migrating analogue TV broadcasting to digital transmission, and analogue switch off, a process to complete switch-off of analogue TV services and freeing-up of spectrum. Thus, this spectrum would be available for broadband roll-out.

(3)(a) Both Kamiesberg and Richtersveld areas in Namaqualand in the Northern Cape were not monitored for the availability of Coverage. The Authority relies on the on coverage complaints it receives from the people in the area to conduct such monitoring.

(b) The areas of Namaqualand will be covered in the 2016/2017 financial year. It should be noted that Operators are not obligated to provide coverage in all areas as long as their total coverage remains within their licence conditions.

 

 

Reply:

With reference to the question of 21 December 2015 a request was made to all Metropolitan Municipalities to provide the relevant information as per the question. Most Metropolitan Municipalities responded to the request and those outstanding committed to provide the information when it is available.

The original question 4185 was and the following Metropolitan Municipalities replied:

Whether any of the metropolitan municipalities measure the average time it takes to fix (a) potholes, (b) street lights and (c) traffic lights; if not, why not; if so, (i) which metros, (ii) what is the average time in each case, (iii) how is this measured and (iv) what is the specified municipality doing to improve performance in this area?

The information was provided by the respective Metropolitan Municipalties:

NAME OF METROPOLITAN MUNICIPALITY	(a) (potholes)	(b) (street lights)	(c) (traffic lights)
Buffalo City	The BCMM attend to pothole fixing within seven 97) working days after receipt of report subject to availability of material, resources and weather permitting.	Response to street light repairs is informed by the assessment of the actual problem. Sometimes normal street light failure takes one (1) or two (2) days to repair whilst rea fault takes seven (7) days to repair	All traffic signal faults are attended to immediately upon receipt (depending on staff being available and weather permitting). The roadway is cleared of debris and installation made electrically safe. Where possible the damage or fault is isolated and the signals can operate while the full repair is being completed. Normal Traffic light faults within two days of being reported (In most instances signals are repaired within one day). The response times above are under normal failure conditions and not vandalism, theft or illegal connections. An SMS service is used to improve repair times
	A job card is opened when the complaint is received and closed after repairs are completed. Records of work done are kept to inform plans to cascade them to lower levels. The Ward based volunteers are used in line with EPWP principles on remuneration and use of private contractors to supplement the internal capacity as and when need arises.
Nelson Mandela Bay	ii. Time taken to repair a single pothole bigger than 1m² on a major road is 55 minutes per m²; Time taken to repair a single pothole smaller than 1m² on a major road is 35 minutes per m²; Time taken to repair a single pothole on a minor road is 35 minutes per pothole; Time taken to repair a road following an open trench service crossing is 35-55 minutes per m² - depending on material in trench; Time taken to repair walkways (concrete) is 105 minutes per m²; Time taken to repair walkways (asphalt) is 35 minutes per m².
City of Tshwane	ii. The target time is 48 hours	ii. The target time is 48 hours	ii. The target time is 48 hours
	iii. The road maintenance tasks are measured through IMIS: TASKER system; The response time is measured in terms of time taken from the time identified or reported;
	iv. Standby teams have been established to deal with after-hours reported complaints;
City of Joburg	The CoJ does measure the average time it takes to fix potholes. The average response time for fixing a pothole is (6.21 days).	The CoJ does measure the response time it takes to fix streetlights. The average time is a day after the defected streetlight has been identified or reported.	i. The CoJ does measure the response time it takes to fix streetlights. ii. The average turnaround time to repair traffic lights is 9 days.
	iii. The response time for potholes is measured through the Hansen, the Johannesburg Road Agency (JRA) performance management system; The streets get inspected during the day and night to identify those that that are not working, which is then followed with repairs are done to defective lights; The clock starts from recording of the event in the system up until physical repair is performed.
	iv. The JRA focuses on a Road Resurfacing programme that will minimise the number of potholes and increase the value of our roads. In addition, the JRA has set quarterly targets which are aimed at reducing the number of potholes and Agency responds to the calls logged by the customers and attempt to resolve the calls within the 3 days turnaround time; Various resources have been allocated to repair vandalized streetlights in the main arterial routes, secondary routes and in the low-cost cost areas; The CoJ field crews are working daily on the maintenance of traffic lights.
Ekurhuleni	(ii) The average time it takes to respond differs as follows: Repair a single pothole – in major road – 24 hours. Repair a single pothole – in minor road – 5 working days. Repair a road following an open trench service crossing – 5 working days. Repair/replace a kerb inlet – 20 working days. Repair walkways – 10 working days.	(ii) The average time it takes to fix non-functioning street lights is 3 days. Non-functional street lights are logged into the Customer Relations Management (CRM) System. The logged complaints are attended to and as-and-when completed, they are closed on the CRM System with actual date.	(ii) The repair of any traffic light fault in a major road (subject to electrical supply available) is 4 hours; The repair of any traffic light fault in a minor road (subject to electrical supply available) – 24 hours
	iii. EMM uses Engineering Management Information System (EMIS); Non-functional street lights are logged into the Customer Relations Management (CRM) System. The logged complaints are attended to and as-and-when completed, they are closed on the CRM System with actual date; The Metro measures the response by using Engineering Management Information System (EMIS);
	iv. The Roads and Stormwater Department within the EMM has put up measures in place for the following: road rehabilitation, pothole signage and road marking and bitumen tar products to supplement and assist Department Depot; EMM has increased capacity through the appointment of as-and-when required capacity to assist the Metro in reducing the average response time to keep the Metro lit; The Roads and Stormwater Department has put measures in place for the following: road rehabilitation, pothole signage and road marking and bitumen tar products to supplement and assist Department Depot.
Mangaung	ii. The targeted turn-around time for fixing portholes is 5 days;	ii. there is not specific turn-around time to fix streetlights	ii. the targeted time to fix traffic lights is 4 hours
	iii. It is measured by the electronic Customer Relationship Management (CRM) System used by the Municipal Call Centre. The measurement is taken from the time the customer reports a complaint to the Call Centre when the complaint is logged into the CRM System and allocated a reference number until such time that the relevant service delivery unit closes the complaint with the Call Centre on the electronic CRM System. At this stage we are busy rolling out the CRM System to the relevant service delivery units which in effect mean that all the service delivery units are in the process of implementing the system.
	iv. Additional vehicles and SUV’s have been ordered to assist the Traffic Signs Division. Contractors were appointed for some areas and their performance can be measured with the implementation of SMART streetlight systems, performance and repairs can be measured.
City of Cape Town	Potholes are made safe within 24 hours after report received from the Roads Department. Final repair depends on the class of road and this can take between 1 and 5 days subject to departmental priority schedule.	The average time to fix single streetlights is 14 days but normally done within 48 hours.	The average time to fix traffic lights is 6 to 12 hours.
	Potholes are measured by analysing customer complaints and fault reporting systems. The fixing of streetlights are measured in days and by the amount of streetlights out and the fixing of traffic lights are measured by the fault reporting system.
	Ongoing training and internal performance reviews are implemented. Maintenance is becoming pro-active and the department performs block replacement of luminaires to mitigate luminaire end-of-life failures.
eThekweni	ii. 14 days	ii. the average time to fix a simple lamp outage is 2 days and when cables are stolen the average time is 5 days
	(iii)Work requests are received from the public via the City’s customer call centre, via work orders from service providers and from scheduled inspections. The process is measured from request to closure.
	(iv) The system is monitored by management with a view to improve performance.

Reply:

(1) A verification search against the Housing Subsidy System (HSS) as at 13 March 2016, indicates that the person referred to by the Honourable Member does not appear as a subsidy applicant or as an approved beneficiary of a state housing subsidy on the HSS. The North West Provincial Department of Human Settlements has since confirmed this finding. This implies that a subsidy application for the ID number provided was not captured on HSS to date or a subsidy application was not completed by the person or household to access a government housing subsidy.

In terms of the verification of ID numbers when processing applications for housing subsidies, there are set Standard Operating Procedures (SOPs) that are followed before an application is captured on the system before being approved to benefit from a housing subsidy. A subsidy is linked to a household (applicant and / or spouse) and a specific site. The ID numbers (applicant/spouse/dependants) indicated on a subsidy application form is captured on HSS against a specific site number as contained in the deed of sale and specific project.

The captured application is then verified to ensure that the details on the application form have been captured correctly on HSS. The verified application is then submitted for searches via an automated process on the ID against other databases including the Population Register in the Dept. of Home Affairs, and the Deeds Register, in the Department of Rural Development and Land Reform, as well as the Department Audit Database to ensure that the applicant did not previously benefit from a state housing subsidy.

The application is tagged for approval only if it passes all the aforementioned verification and search processes.

(2) In respect of the alleged selling of housing subsidy material by the named councillor, the Department of Human Settlements views such activity in a serious light, and will investigate and take appropriate steps based on the findings when the full and exact details, including documentary or other evidence relating to such activity are provided and obtained by the Department.

Reply:

(a)(b)(i)(ii)(iii) refer to the table herewith below

DEPARTMENT	(a) SMS	(b) NON SMS
	(i) 2012-13	(ii) 2013-14	(iii) 2014-15	(i) 2012-13	(ii) 2013-14	(iii) 2014-15
Department in the Presidency	12 319	-	9 864	416 387	243 905	641 178
Department of Agriculture, Forestry and Fisheries	21 867	112 489	56 874	1 035 018	1 864 952	1 592 482
Department of Arts and Culture	19 918	66 576	32 682	45 526	180 706	130 728
Department of Basic Education	-	5 386	-	395 100	226 197	499 776
Department of Correctional Services	447 405	350 644	-	1 043 945	1 658 816	1 395 545
Department of Defence	-	17 313	-	1 726 295	2 718 120	3 302 708
Department of Economic Development	12 664	-	5 528	4 221	44 325	33 165
Department of Education		-			71 288
Department of Energy	26 798	73 596	25 839	348 375	220 788	723 484
Department of Environmental Affairs	333 777	244 543	79 856	1 260 936	1 316 770	1 789 722
Department of Health	108 908	-	43 933	3 439 678	473 797	129 358
Department of Higher Education and Training	147 422	222 309	35 945	833 500	236 652	854 689
Department of Home Affairs	58 225	11 601	126 393	82 741	1 015 097	2 446 848
Department of Human Settlements	4 921	221 348	152 192	118 109	154 944	488 283
Department of International Relations and Cooperation	199 231	209 306	-	1 535 737	753 501	505 964
Department of Labour	296 264	435 061	192 976	1 915 858	1 489 388	3 315 866
Department of Military Veterans			-			77 430
Department of Mineral Resources	131 485	49 367	253 312	884 538	1 596 215	1 447 496
Department of Planning Monitoring & Evaluation	29 446	-	-	235 569	52 536	105 318
Department of Public Enterprises	64 928	16 124	68 053	64 928	46 760	198 487
Department of Public Service and Administration	124 567	138 871	69 007	1 575 078	1 666 447	2 180 617
Department of Public Works	405 583	46 789	4 197	1 598 299	823 480	591 761
Department of Rural Development and Land Reform	39 339	10 146	15 097	4 442 810	5 969 431	865 588
Department of Science and Technology	325 724	10 113	-	172 442	151 696	184 792
Department of Social Development	62 085	8 467	13 904	418 255	378 179	389 325
Department of Telecommunications and Postal Services		-	85 716		15 375	179 225
Department of Tourism	157 755	44 295	15 060	591 582	673 286	624 988
Department of Trade and Industry (DTI)	427 021	387 575	280 234	2 087 656	2 196 260	1 961 640
Department of Transport	194 950	231 783	7 367	27 850	267 054	445 685
Department of Transport	-			8 312
Department of Water Affairs	1 012 651	266 656	204 122	2 716 476	2 377 570	1 820 347
Department of Justice and Constitutional Development	547 013	489 380	353 696	1 566 779	1 125 087	2 992 829
Government Communication and Information System	35 893	-	-	35 893	243 378	725 679
Government Pensions Administration Agency	-	-	5 383	359 534	336 112	231 488
Government Printing Works	-	-	3 804	125 120	94 341	64 662
Independent Police Investigative Directorate (IPID)	54 886	40 246	73 253	192 101	234 770	109 879
National Parliament	11 096	25 680	41 915	5 659 163	3 004 607	2 556 824
National Prosecuting Authority of SA	-	26 007	78 065	26 541	173 377	303 076
National School of Government	136 754	23 051	69 698	383 794	748 103	543 064
National Treasury	134 896	89 643	98 457	277 500	386 881	1 045 676
Public Service Commission	10 188	-	38 486	95 088	77 026	113 626
South African Police Service (SAPS)	-	-	5 116	6 541 413	6 473 637	1 959 404
South African Police Service (SAPS)	-	-	-	37 000	132 000	8 991
South African Revenue Service (SARS)		-	-		6 885	11 140
South African Social Security Agency	-	33 484	-	25 225	1 131 756	1 178 350
Statistics South Africa (Stats SA)	23 486	28 028	5 989	2 411 228	1 550 906	1 922 371
Grand Total	5 619 464	3 935 878	2 552 014	46 761 599	44 602 403	42 689 554

Reply:

SAPO has advised me as follows:

There are numerous outstanding invoices. SAPO is arranging long term funding with the support of DTPS and National Treasury, to enable implementation of the corporate plan for 2016/17 through 2018/19. Once funding has been secured, SAPO’s arrangements with creditors will be finalised and implemented.

Below is the creditors’ age analysis:

 

Reply:

a) The process to be followed by provinces is as outlined in Section 12 of the Municipal Structures Act, which requires the MEC for local government in a province to establish a municipality in each municipal area which the Municipal Demarcation Board demarcates, and which establishment takes effect at the commencement of the first election of the council of that municipality.

Section 14(5) of the Municipal Structures further provides that the MEC, by notice in the Provincial Gazette, may make provision for transitional measures to facilitate the disestablishment of an existing municipality and the establishment of a new municipality.

The different transition matters are discussed and processed through various transitional structures at the provincial and municipal spheres, as well as reported at the Municipal Demarcation Transition Committee which is convened by the Department of Cooperative Governance.

b) The Section 14(5) Notices also provide for the establishment of Municipal Political Change Management Committees and Municipal Technical Change Management Committees.

The Municipal Political Change Management Committees are constituted by the mayors, speakers, members of the executive or mayoral committees and traditional leaders from the affected local and district municipalities.

The Municipal Technical Change Management Committees are constituted by the municipal managers and heads of department from the affected local and district municipalities, as well as representatives from organised labour and the South African Local Government Association.

The Section 14(5) Notices deal with matters relating to budgets, organograms, systems and processes, assets and equipment, integrated development planning, communications and other institutional systems and processes.

Reply:

(1)(a)(i) In terms of the Coal Supply Agreement, Optimum Coal Mine (Proprietary) Limited ("Optimum") was obliged to supply and deliver to the Hendrina power station coal which complies with, amongst others, the following quality specification:

• All coal must have an ash content which shall not exceed 28.8% in order to ensure that the calorific value of the coal is not less than 23.0MJ/kg (calculated on a moisture free basis);
• a monthly average size distribution of:
• not more than 55% of coal supplied will be smaller than 6mm;
• not more than 35% of coal supplied will be smaller than 2.38mm; and
• not more than 15% of coal supplied will be smaller than 0.81mm.
• The Second Addendum amended the quality parameters in respect of the Abrasiveness Index (pursuant to an arbitration with Optimum) to be <423 mgFe on a 7 day weighted rolling average basis.

(ii) The coal that was received by Eskom was within contractual specifications with regard to the Calorific Value but out of specification in respect of Abrasive Index and Sizing.

(iii) The coal currently being received by Eskom meets the contractual specifications with regard to the Calorific Value except for Abrasive Index.

(b) The price of coal paid by Eskom is R174.41/ton as at February 2016.

(2) The coal supplied by Optimum Coal prior to the imposition of the fine was outside the quality specification for Hendrina Power Station in terms of Abrasive Index and Sizing. For the 1 March 2012 to 31 May 2015, Optimum Coal, failed to supply and deliver to Eskom coal which meets the quality parameter as set out in the Coal Supply Agreement. The coal supplied and delivered to Eskom, amongst others, failed to comply with the sizing specification, in that 20% to 45% of the coal supplied and delivered to Eskom by Optimum on a monthly basis, during the period of supply was smaller than 0.81mm. Despite this failure by Optimum, Eskom has, without prejudice to its right in terms of clause 3.6 of the First Addendum, paid Optimum for such coal, without applying any adjustment or reduction to the payment, for Optimum's failure to comply with the quality parameters.

(3) The coal currently received by Hendrina Power Station is within the contractual specifications in respect of Calorific Value except for the Abrasive Index and the Sizing. Since Optimum is currently under business rescue, the parties have in terms of the interim agreement agreed to suspend the application of penalties until the business rescue process is finalised. Of critical importance to note is that Eskom has issued Summons against Optimum for failing to supply coal that meets the quality specification of the station. Optimum has since disputed the penalties. Once the business rescue process has been finalised, the legal proceedings will continue to run its course.

(4) High Abrasive Index causes high wear rate of the plant and sizing affects the material flow frequency causing hang-ups which results in load losses. The wear rate causes accelerated wear of parts. This negatively affects the energy output from the station thus the total energy capacity available for dispatch into the grid. In order to compensate Eskom for the capacity loss occasioned as a result of these quality parameters being out of specification, penalty provisions in terms of the contract apply.

(5) (a) Since Optimum is currently under business rescue, the parties have in terms of the interim agreement agreed to suspend the application of penalties until the business rescue process is finalized.

(b) No. Not applicable.

 

Reply:

The information requested by the Honourable Member is not readily available within the Department. The Department thus made a request to Metropolitan Municipalities to provide the relevant information. Information was received from the following Metropolitan Municipalities:

BUFFALO CITY METROPOLITAN MUNICIPALITY (BCMM)

1. The BCMM does not have a Metropolitan Police Department. BCMM is in the process of establishing a Metropolitan Police Department with its implementation date being scheduled for 2016/17.

2. Not applicable

3. Not applicable

CITY OF TSHWANE (CoT)

1. (a) The Tshwane Metropolitan Police Department (TMPD) was established on 04 April 2002. It functions independently from the South African Police, funded by and accountable to the City of Tshwane Metropolitan Municipality, as per the South African Police Service Act, 1995 and 1998, as amended (Act No. 68 of 1995 and Act No. 83 of 1998). The Act prescribes the functions of a Municipal Police Service per Section 64E, as follows:

    Traffic policing, subject to any legislation relating to road traffic (Road Policing);

    The policing of municipal by-laws and regulations which are the responsibility of the municipality in question;

    The prevention of crime.

(b)  The TMPD Staff Establishment is listed within the table below:

Designation	ESTABLISHMENT
	Approved Posts as per structure	Posts filled as per Migration and Placement process	Vacancies	Current warm bodies	Proposed vacancies to be filled in 2015/16	Male	Female	Operational	Admin	Occupational   level
						A	C	I	W	A	C	I	W
Admin Officer	289	167	122	143	0	22	1	0	6	65	8	2	39	0	143	5
Cashier	1	0	1	0	0	0	0	0	0	0	0	0	0	0	0	5
Chief of Police	1	1	0	1	0	1	0	0	0	0	0	0	0	1	0	1
Chief Security Evaluator	1	1	0	1	0	0	0	0	1	0	0	0	0	0	1	3
Chief Security Officer (GR A): Internal Security	1	0	1	0	0	0	0	0	0	0	0	0	0	0	0	3
Commander	36	21	15	21	0	8	1	0	9	2	0	0	1	21	0	2
Constable / Sergeant	2601	1533	1068	1531	0	824	48	5	108	518	10	0	18	1531	0	5
Constable Gr III				1875		1032	24	0	3	812	4	0	0	1875		5
Deputy Chief of Police	5	2	3	2	3	2	0	0	0	0	0	0	0	1	1	2
Deputy Director	15	10	5	10	0	5	1	0	0	0	1	0	3	1	9	2
Director	13	11	2	11	0	7	1	0	2	0	0	0	1	4	7	2
Driver	8	2	6	2	2	2	0	0	0	0	0	0	0	0	2	5
Driver Messenger	1	0	1	0	0	0	0	0	0	0	0	0	0	0	0	5
Examiner	0	0	0	1	0	0	0	0	0	0	0	0	1	0	1	4
Executive Commitments Tracking Specialist	1	1	0	1	0	1	0	0	0	0	0	0	0	0	1	2
Executive Secretary	2	2	0	2	0	0	0	0	0	1	0	0	1	0	2	4
Executive Support Specialist	1	0	1	0	0	0	0	0	0	0	0	0	0	0	0	2
Functional Head	41	19	22	19	0	4	1	0	6	5	1	0	2	2	17	3
Functional Head/ Snr Superintendent	8	2	6	2	0	0	0	0	0	2	0	0	0	0	2	3
General Worker	22	14	8	14	0	10	0	0	0	4	0	0	0	0	14	6
Human Resource Officer	2	1	1	1	0	0	0	0	0	0	0	0	1	0	1	4
Inspector	350	230	120	230	70	97	5	1	65	57	1	0	4	230	0	4
Law Enforcement officer	80	73	7	73	0	42	3	0	0	28	0	0	0	73	0	5
Liaison Officer	7	1	6	1	0	1	0	0	0	0	0	0	0	0	1	4
License Officer	0	0	0	9	0	3	0	0	0	4	0	0	2	0	9	5
Librarian	1	0	1	0	0	0	0	0	0	0	0	0	0	0	0	4
Management / Strategic Support Officer	3	2	1	2	0	1	0	0	0	1	0	0	0	0	2	3
Messenger	2	2	0	2	0	2	0	0	0	0	0	0	0	0	2	6
Operator Radio Control	40	18	22	18	0	3	0	0	2	12	0	0	1	18	0	5
Personal Assistant	1	1	0	1	0	0	0	0	0	1	0	0	0	0	1	3
Regional Director	7	5	2	5	0	3	0	0	0	1	0	0	1	5	0	2
Secretary	20	3	17	3	0	0	0	0	0	0	0	0	3	0	3	4
Security Evaluator	8	2	6	2	0	1	0	0	1	0	0	0	0	2	0	5
Security Officer (GR C)	120	1	119	1	0	1	0	0	0	0	0	0	0	1	0	5
Snr Admin Officer	56	34	22	33	0	5	0	0	3	12	2	0	11	0	33	4
Snr Secretary	5	4	1	4	0	0	0	0	0	3	0	0	1	0	4	4
Snr Security Evaluator	4	3	1	3	0	0	1	0	2	0	0	0	0	3	0	4
Snr Security Officer (GR B)	18	4	14	4	0	3	0	0	0	1	0	0	0	4	0	5
Snr Superintendent	88	55	33	55	0	25	1	0	15	9	0	0	5	55	0	3
Strategic Support Specialist	1	1	0	1	0	1	0	0	0	0	0	0	0	0	1	4
Superintendent	146	87	59	87	0	34	2	0	14	32	0	0	4	87	0	3
Supervisor (Worker)	2	0	2	0	0	0	0	0	0	0	0	0	0	0	0	6
Support Service Officer	22	5	17	5	0	2	0	0	1	2	0	0	0	0	5	4
System Officer	8	5	3	5	0	0	1	0	3	1	0	0	0	0	5	4
Technical Officer	2	1	1	1	0	0	0	0	0	0	0	0	1	0	1	5
Waiter	3	3	0	3	0	1	0	0	0	2	0	0	0	0	3	6
Warden	52	27	25	27	0	22	1	0	4	0	0	0	0	27	0	5
Total	4095	2354	1741	4212	75	2165	91	6	245	1575	27	2	100	3941	271
														4212
			Sergeant	866		429	17	4	83	317	3	0	13
			Constable	665		395	31	1	25	201	7	0	5
				1531

(c)         The Tshwane Metro Police Fleet vehicles are listed within the table below:

Type	Total
BUS	11
CAR	187
KOMBI	72
LDV	192
MOTORBIKE	142
TRACTOR	1
TRAILER	47
TRUCK	25
TOTAL	677

2. The Tshwane Metro Police’s Special Project Team assists with drug enforcement, as per the initiative implemented by the Chief of Police since January 2015. The unit consists of seven (7) members and one Supervisor who has sixteen (16) years’ experience relevant to the enforcement of illegal substance abuse. Tshwane does not have a problem of gangs as such, but the department however works closely with the SAPS to deal with crime prevention in general.

3. (a) The current TMPD system (manually) assists with monitoring calls and call time intervals. The TMPD Nodal Point (331) dispatches complaints to the regions, after which the regions contact members via cell phones or radio to attend to complaints.

    (b) Status quo on dispatch is 00:01:39 (1 Minute and 39 seconds from receipt of a call until dispatched to operational members).

MANGAUNG METROPOLITAN MUNICIPALITY

Mangaung Metropolitan Municipality does not have a Metro Police Department.

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY (NMBM)

NMBM is currently busy with the planning and physical establishment process of a Metro Police Department.

 

Reply:

(1)(a)(i)

• Calorific value (moisture free): 24,3 Mj/kg (base value) and between 23,3 and 25,4 Mj/kg
• Total moisture: 7,0 – 9,0% (range) and between 7,0 and 9,0%
• Ash content (moisture free): 23,0% (base value) and between 17,0 and 31,0%
• Volatile content (moisture free): 24,0% (base value) and between 21,0 and 29,0%
• Abrasiveness index: 375 mg Fe (base value) and between 325 and 425 mg Fe

(ii) The coal received by Eskom was within the contractual specifications range as per (i) above.

(b) The price of coal paid by Eskom at the expiry of the Agreement was R944.61/ton.

(c) The contract was not cancelled but expired on 31 December 2015.

(2)(a)(i) The coal contracted for Arnot Power Station is a better quality specification compared to the Arnot expired contract and is as follows:

Quality parameter	Unit	Quality Expected	Quality Specifications	Quality Rejection Limit	Measurement basis
Calorific Value	MJ/kg	24.0	≥22.5	<22.5	Air Dried
Total Moisture	%	8	≤9.0	>9.0	As Received
Inherent Moisture	%	4.1			As Received
Ash	%	20.2	≤24.3	>24.3	Air Dried
Abrasive Index (Eskom Mining House Method)	mgFe/4kg	<450	<450	>450	Air Dried
Sulphur	%	1.19	≤1.19	>1.19	Air Dried
Volatiles	%	21.7	≥19.5	<19.5	Air Dried
AFT (Initial deformation)	ºC	1380	>1380	<1380	N / A
Sizing: (cumulatve) %					N / A
	+60mm	0	0	>0
	+50mm -6.35mm	5 50	5 50	>5 >50
	-3.35mm	30	30	>30
	-1mm	15	15	>15

(ii) The coal received by Eskom is within the contractual specifications as per (i) above.

(b) The contractual price is R470/ton to Arnot Power Station.

(c) The coal is suitable for Arnot Power Station as it meets the quality specification for the station.

Reply:

(1) Yes. The Directive (Circular No: HRD 1 of 2012) mandates the National School of Government (NSG) to develop and roll out the compulsory induction programme (CIP).

(2) (a) Departments are expected to pay a total cost of R1876 (if NSG facilitator, venue and IICs costs are excluded), R8875 (if NSG internal satff is used and venue excluded) or R16275 (if IICs is used and venue is excluded) per employee

(b) the services included in the fee cover Programme management and administration, materials production and delivery, capacity building, professional support, monitoring and evaluation, and

(c) (i) (ii) factors are as follows, readiness of departments to implement the programme, absence of trainer policies to maximise trainer capacities developed by the NSG and use of cost-recovery model;

(3) (a) The NSG has ensured that the compulsory induction programme accommodates the diverse needs of public service staff members living with disabilities by availaing materials in Word to those who are visually impaired and collaborating with departments in securing the Braille services and of sign-language specialists.

(b) No. The NSG striven to ensure that staff living with disability are not be discriminated against with the introduction of the compulsory induction programme for public servants.

 

Reply:

(1) In line with a cooperative governance approach, indeed the concerns in Isithebe area were attended to at an early stage through the intervention of provincial government leadership and by engaging with business, communities and other stakeholders in order to find solutions to the challenges. It was through these engagements it was established that interventions to the challenges needed a multi-sectoral approach. To this end, it was agreed that interventions should focus, amongst other, on the need to expedite service delivery. Mass prayers and community dialogue were facilitated to emphasize the need for constructive engagement, peaceful protests, respect for rights and properties of others as well as education on rights to recourse as well as poverty alleviation programmes.

To date, Lower Tugela Bulk Water Supply for the area was launched on 22 March 2016 as one of the service delivery responses which also present the people of Isithebe with jobs as well as skills development opportunities. A prayer meeting for peace and stability in Isithebe was held 31 March 2016. Other activities are planned to take place in the area.

(2) In 2014, government adopted the Local Government Back to Basics Strategy as a response to challenging situations at local government level. Recognising the need for inter-sphere collaboration, the strategy is implemented and monitored collaboratively, with the Department of Cooperative Governance taking the lead in the coordination of the following five pillars of the strategy:

(i) put people and their concerns first and ensure constant contact with communities through effective public participation platforms;

(ii) create conditions for decent living by consistently delivering municipal services of the right quality and standard;

(iii) demonstration of good governance and administration;

(iv) ensuring sound financial management and accounting; and

(v) building and maintaining sound institutional and administrative capabilities, administered and managed by dedicated and skilled personnel at all levels.

Since the strategy was implemented, the department’s monitoring of municipalities has shown signs of municipal performance improvement in the KZN Province. The Department also established Back to Basic teams clustered in Provinces to provide oversight and rapid response.

Reply:

The Gauteng Department of Human Settlements appointed Contractors to construct houses for Phases 1 and 2 at Obed Nkosi. During 2013, a total of 300 houses were completed and allocated to the qualifying beneficiaries. Phase 2 consist of 1 033 houses and the construction of these houses was completed during August 2015. The Lesedi Local Municipality then requested the Provincial Department that none of these houses should be allocated to beneficiaries without electricity. As the electrification of houses is the responsibility of the Municipality, the Provincial Department had to wait for the houses to be provided with electricity before allocation could start. To date, 695 houses in Phase 2 have been electrified and allocated.

The allocation of the houses with electricity is an on-going process and the Provincial Department has indicated that a further 88 houses will be allocated to the beneficiaries by 6 April 2016. The Lesedi Local Municipality is attending to the electrification of the outstanding houses, and once the houses have been electrified, allocations to the qualifying beneficiaries will commence.

 

Reply:

The information requested by the Honourable Member is not readily available within the Department. The Department thus made a request to Metropolitan Municipalities to provide the relevant information. Information was received from the following Metropolitan Municipalities:

ETHEKWINI METROPOLITAN MUNICIPALITY

1. (a) Once a week

           (b) Yes

      2. None

BUFFALO CITY METROPOLITAN MUNICIPALITY

1. (a) Once a week

          (b) Yes

   2. Yes, there were disruptions of services in BCMM Solid Waste Department

      (a) Disruptions were caused by frequent breakdowns of Refuse Compactor Trucks and labour unrests;

     (b) The Department of Solid Waste usually addresses the labour issues that arise with the assistance of Corporate Services.

CITY OF TSHWANE

1. (a) Once a week

          (b) Yes

2. The collection trucks were mostly on schedule but there may have been 1 or 2 days where some areas experienced delays.

    (a) The delays would typically be due to a break-down of a vehicle or a workers strike.

     (b) The collection continues into the following day or days so that there are no backlogs when the following week starts.

MANGAUNG METROPOLITAN MUNICIPALITY

1. (a) Once a week

        (b) Yes

2. Yes, there were disruptions and late removal of waste since 1 January 2015.

     (a) There is often a shortage of vehicles due to vehicles breaking down.

     (b) The municipality utilises a pool of SMMEs who have been appointed to render emergency door to door waste collection as and when necessary.

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY

1. The NMBM is collecting refuse from 99.98% of households within the urban edge, excluding informal areas on privately owned erven not earmarked for Human Settlements development. Almost one third of the households waste is collected bi-weekly and the remaining two-thirds are collected weekly. The NMBM is in the process of converting all bi-weekly refuse collection to a weekly service by June 2016.

2.   Yes, there were instances of late removal of waste since 1 January 2015.

     (a) The capacity to render efficient Waste Collection Services is often hampered by breakdowns in refuse trucks due to ageing fleet and turnaround time on repairs and maintenance. This leads to refuse being collected later than usual, in certain communities. Nonetheless, the refuse is collected on the same day of refuse collection schedule even if it is late during the day.

     (b) The NMBM has embarked on a process of recapitalisation of old fleet. New refuse trucks have been purchased and other trucks are scheduled to be purchased in the next financial year. In the meantime, the NMBM is hiring externally through the existing Municipal contract in order to supplement its service delivery demands.

 

Reply:

1. Yes. Not all training offered to public servants takes place through the National School of Government. There is no regulation that mandates departments to send public servants to the National School of Governement to be trained.

Mandatory training programmes are the Compulsory Induction Programmes (CIP) for newly appointed public servants from salary levels 1 to 16 as per the Directives issued by the Minister for Public Service and Administration namely;

  (a) Amendments to the Directive on the Implementation of the Compulsory Induction Programme (CIP) in the public service, April 2015

  (b) Directive on Compulsory Capacity Development, Mandatory Training Days and Minimum entry requirements for Senior Management Services (SMS).

    (i) CIP 1-12 focuses on newly appointed public servants on salary levels 1 to 12. This CIP 1-12 is divided into two programmes, namely CIP 1-5 and CIP 6-12 with dedicated focus on the unique requirements of knowledge, skills, values and competencies that is relevant and responsive at these salary levels respectively.

   (ii) CIP 13-14 focuses on newly appointed public servants on salary levels 13 and 14, namely Directors and Chief Directors. These programmes focus on the unique requirements of knowledge, skills, values and competencies that are relevant and responsive at these salary levels.

   (iii) CIP 15-16 or the Executive Inductive Induction Programme (EIP) focuses on newly appointed public servants on salary levels 15 and 16, namely Deputy-Director Generals and Director-Generals. This programme focuses on the unique requirements of knowledge, skills, values and competencies that are relevant and responsive at these salary levels.

2. Yes. All the training programmes are focused on a specific target group or salary level of public servants.

   (a) The department that identified the training needs decides what training should be carried out.

   (b) The guidelines that inform the training programmes are the Learning Provision Cycle and the Learning Programme Design Matrix. The Learning Provision Cycle provides the strategic framework for planning, design, development, approval, delivery and monitoring and evaluation of the training programmes. The Design Matrix provide the specific guidelines with regard to the specific/enabling outcomes, assessment criteria, learning statements, assessment activities, and related critical cross filed outcomes to ensure integration of learning.

   (c) The National School of Government is responsible for the quality of training that is selected and offered. It does this using its Quality Management and Monitoring and Evaluation Systems. The Quality Management System involves the Quality Management System Policies with accompanying implementation toolkits. The Monitoring and Evaluation processes include the 100% monitoring of all NSG programmes, regular on-site visits and evaluation reports as well as application or learning studies focusing on selected National School of Government programmes.

3. (a) Every training programme has assessment requirements to ensure the effectiveness of training.

   (b) Training is monitored and evaluated on a regular basis. The National School of Government conducts evaluations of the training programmes and the application of learning thereof in the workplace to establish (i) whether training is achieving its intended objectives and (ii) whether training is resulting in expected changes in the workplace; and if so, what these changes mean to the public.

4. (a) The National School of Government is continually analysing the Report on National Skills Development Strategy of South Africa from the Human Resource Development Council of South Africa, and also the Workplace Skills Plans of departments, in order to recommend training offered through the NSG as an appropriate mechanism to improve performance where performance weaknesses are identified;

(b) The Public Service Commission has released reports on the “State of the Public Service” as well as reports such as “ Assessing the effectiveness of training provided by PALAMA in improving skills and competencies of public service leadership with a view to inform curriculum development by the National School of Government, September 2014” . The recommendations provided in these AMPAT reports inform the training offered through the NSG as an appropriate mechanism to improve performance where performance weaknesses are identified.

Reply:

The following response is based on information received from legal services at Tlokwe Local Municipality:

(a)(i) Total amount spent on legal fees for 2013-14 financial year	(b) Breakdown of the specified amounts (2013-14 financial year)	(a)(ii) Total amount spent on legal fees for 2014-15 financial year	(b) Breakdown of the specified amounts (2014-15 financial year)
	Month	Amount		Month	Amount
R 8 890 840.36	July	R 402 187.14	R 4 237 194.63	July	R 476 318.83
	August	R 591 972.78		August	R 178 640.36
	September	R 637 242.16		September	R 775 808.30
	October	R 874 365.14		October	R 296 796.00
	November	R 390 942.12		November	R 143 550.39
	December	R 1555 722.59		December	R 258 000.00
	January	R 140 226.23		January	R 731 770.23
	February	R 559 686.80		February	R 371 386.63
	March	R 956 695.62		March	R 381 521.70
	April	R 656 578.95		April	R 23 689.34
	May	R 1 157 336.92		May	R 525 803.29
	June	R 967 883.91		June	R 100 909.56

Reply:

The HPCSA is an independent organisation, as such, it has a legal obligation to adhere to all Constitutional and relevant legislative prescripts in the exercise of its mandate. The implementation of the recommendation made in the Ministerial Task Team Report on the Health Professions Council of South Africa (HPCSA) is therefore subject to adherence to these prescripts. I am being kept informed by the HPCSA on the progress in this regard.

  (a) At this point, I have not been informed by the HPCSA that any of the recommendations of the Ministerial Task Team have been rejected;

   (b) Not applicable;

     (i) Not applicable;

     (ii) A final implementation report is expected by the end of April 2016

END.

Reply:

The information requested by the Honourable Member is not readily available within the Department. The Department thus made a request to Metropolitan Municipalities to provide the relevant information. Information was received from the following Metropolitan Municipalities:

BUFFALO CITY METROPOLITAN MUNICIPALITY

The BCMM does not offer any support to neighbourhood watch initiatives other than the BCMM Law Enforcement Services and Traffic Services.

CITY OF TSHWANE

The functions of the Tshwane Metro Police include Crime Prevention, By-Laws and Road Policing. The Crime Prevention and Social Crime Prevention Units do assist neighbourhood watches as and when needed. Tshwane is divided into Regions and Regional Policing offices attend meetings at South African Police Stations whereby the community is assisted through the Community Police Forum Meetings.

MANGAUNG METROPOLITAN MUNICIPALITY

Not applicable

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY (NMBMM)

Metro Police not yet established. The SAPS currently provides support to neighbourhood watch initiatives.

 

Reply:

As per attached table.

Reply:

In order to respond comprehensively to all questions, the National Disaster Management Centre (NDMC) has formally requested the Heads of Provincial Departments to submit this information on or before Monday, 7 March 2016. The NDMC has received data from all provinces and consolidated the information that is covered in the response attached as Annexure A. With regard to question 3, it is important to note that most municipalities in the country utilise the South African National Standard (SANS): Community Protection against fire, 10090: 2003 as a benchmark for delivering fire services and responding to fires. This standard has been utilised by the metros in responding to question 3. The SANS: Community Protection against fire, 10090: 2003 standard is attached as Annexure B.

QUESTION 1: How many (a) fire and rescue stations are there in each metropolitan municipality and (b) (i) personnel and (ii) working vehicles are at each specified station?

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF TSHWANE

All operational fire stations within the City’s jurisdiction	Number of personnel (Inclusive of all personnel across all shifts based on the station)	Number of operational fire services vehicles
Central	39	5
Erasmuskloof	20	6
Phillip Nel Park	22	2
Innesdale	18	9
Wonderboom	26	5
Silverton	27	6
Hazelwood	7	1
Rosslyn	40	4
Jabulani	20	2
Atteridgeville	23	2
Centurion	32	5
Temba	29	3
Garankuwa	27	3
Mabopane	27	2
Rayton	16	2
Bronkhorstspruit	30	3
Ekangala	16	2
Hatfield	19	2
Heuweloord	17	1
Mamelodi	6	1
Total:	461	66

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF JOHANNESBURG

All operational fire stations within the City’s jurisdiction	Number of personnel (Inclusive of all personnel across all shifts based on the station)	Number of All fire services operational vehicles	Ambulances
District 1
Midrand	38	3	2
Ivory Park	55	3	10
Lonehill	36	4	2
Diepsloot	45	3	5
District 2
Sandton	33	5	7
Alexandra	49	2	3
Modderfontein	32	5	3
Northview	33	5	2
District 3
Central	38	4	4
Fairview	41	3	3
Berea	43	2	3
Brixton	38	3	2
Malvern	36	1	3
District 4
Turffontein	44	2	5
Kibler Park	33	6	5
Eldorado Park	45	1	6
Lawley	41	2	7
Orange Farm	54	2	9
District 5
Jabulani	65	4	14
Diepkloof	43	3	5
Dobsonville	48	1	6
Hodgoson Street	48	1	3
Rietfontein	39	1	3
District 6
Randburg	36	2	4
Huntershill	39	4	5
Florida	36	4	3
Roosevelt Park	37	2	2
Rosebank	29	1	3
Total:	1154	79	129
Nb: The City of Johannesburg indicated that they are in the process of building additional two fire stations i.e. Cosmo City and Protea. Personnel in this City work in both fire services and Ambulance.

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF EKURHULENI

All operational fire stations within the City’s jurisdiction	Number of personnel (Inclusive of all personnel across all shifts based on the station)	Number of operational fire services vehicles
Alberton	27	11
Thokoza	29	5
Palm Ridge	32	4
Zonkesizwe	36	3
Wadeville	28	8
Vosloorus	32	3
Katlehong	32	4
Germiston Central	29	4
Boksburg Central	25	5
Edenvale	28	6
Primrose	36	6
Bedfordview	20	2
Tembisa	40	4
Olifantsfontein	40	4
Commercia	40	3
Kempton park	40	13
Leon Ferreira	36	10
Farrarmere	28	3
Rynfield	32	4
Daveyton	29	3
Total	639	105

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF MANGAUNG

All operational fire stations within the City’s jurisdiction	Number of personnel (Inclusive of all personnel across all shifts based on the station)	Number of operational fire services vehicles
Central	59	12
Ehrlich	21	5
La Kamanda Thapedi	Non-operational due to staff shortages
Sellosesha	33	5
Botshabelo	20	3
Bayswater	Non-operational due to staff shortages. Two rescue boats has been placed at this station.
Total:	133	25

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF CAPE TOWN

All operational fire stations within the City’s jurisdiction	Number of personnel (Inclusive of all personnel across all shifts based on the station)	Number of operational fire services vehicles
Northern District
Goodwood	37	5
Epping	42	3
Brooklyn	19	1
Milnerton	43	4
Melkbos	23	1
Atlantis	37	4
Bellville	32	3
Durbanville	18	1
Kraaifontein	24	1
Brackenfell	24	1
Western District
Roeland Street	60	4
Sea Point	18	1
Salt River	17	1
Ottery	33	3
Wynberg	18	1
Constantia	18	1
Hout Bay	34	1
Lakeside	37	3
Fish Hoek	23	2
Simonstown	17	1
Eastern District
Belhar	31	3
Mfuleni	24	1
Kuilsriver	23	2
Strand	45	3
Somerset	18	1
Macassar	19	1
Mitchells Plain	33	3
Gugulethu	27	1
Lansdowne	24	1
Khayelitsha	25	1
Total	843	59

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF ETHEKWINI

All operational fire stations within the City’s jurisdiction	Number of personnel (Inclusive of all personnel across all shifts based on the station)	Number of operational fire services vehicles
The City has 563 firefighters and this is not divided per station
Central	88	9
Umlazi	24	2
Ntuzuma	20	1
Chatsworth	20	1
Mobeni	16	1
Virginia Airport	-	2
Amanzimtoti	43	6
Prospection	20	1
Pinetown South	20	1
Durban North	20	2
Cato Ridge	28	3
Pinetown	44	6
Westville	16	1
Umhlanga	51	6
Tongaat	20	2
Hammersdale	16	4
Folweni	12	2
Gillits	16	3
Congella	16	1
Queensburgh	20	1
Phoenix	24	1
Jacobs	32	2
Total	566	58

NAME OF THE METROPOLITAN MUNICIPALITY: NELSON MANDELA

All operational fire stations within the City’s jurisdiction	Number of personnel (Inclusive of all personnel across all shifts based on the station)	Number of operational fire services vehicles
South End Fire Station	32	10
Sidwell Fire Station	23	3
Miramar Fire Station	24	3
Govan Mbeki Fire Station	24	2
Motherwell Fire Station	30	3
KwaZakhele Fire Station	23	3
Greenbushes Fire Station	28	2
Uitenhage Fire Station	22	9
KwaNobuhle Fire Station	21	3
Total	227	38

NAME OF THE METROPOLITAN MUNICIPALITY: BUFFALO CITY

All operational fire stations within the City’s jurisdiction	Number of personnel (Inclusive of all personnel across all shifts based on the station)	Number of operational fire services vehicles
Central Fire Station	29	11
Alpha	20	1
Charlie	16	2
Bravo	20	1
Delta	20	2
Echo	19	2
Foxtrot	8	1
Total	132	20

QUESTION 2: How many (a) fire and rescue training academies or facilities are situated in each specified municipality and (b) persons were trained by each institution in the last reporting cycle?

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF TSHWANE

Name of Training Academy	Number of persons trained in the last reporting cycle (i.e. July 2014-June 2015)	Accreditation body
Erasmuskloof Training Academy	Hazardous Materials Awareness	45	Southern African Emergency Services Institute (SAESI)
	Hazardous Materials Operations	45
	Firefighter I	45
	Firefighter II	45
	Total	180

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF JOHANNESBURG

Name of Training Academy	Number of persons trained in the last reporting cycle (i.e. July 2014-June 2015)	Accreditation body
Rietfontein Fire and Rescue Training Academy	Hazardous Materials Awareness	25	SAESI & Local Government Sector Education and Training Authority [LGSETA].
	Hazardous Materials Operations	13
	Firefighter I	19
	Firefighter II	13
	Pump Operator	18
	Aerial device operator	9
	Self-Contained Breathing Apparatus	105
	High Angle I	151
	High Angle II	38
	Confined Space Rescue	25
	Trench Rescue	29
	Structural Collapse	26
	Industrial and Agricultural Rescue	26
	Motor Vehicle Rescue	15
	Instructor	23
Total		535

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF EKURHULENI

Name of Training Academy	Number of persons trained in the last reporting cycle (i.e. July 2014-June 2015)	Accreditation body
Ekurhuleni Emergency Services Training Academy	Hazardous Materials Awareness	39	SAESI
	Hazardous Materials Operations	90
	Firefighter I	34
	Firefighter II	76
	Pump Operator	74
	Aerial device operator	54
	Fire & Life Safety Educator II	6
	Fire Service Instructor	25
Total		398

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF MANGAUNG

Name of Training Academy	Number of persons trained in the last reporting cycle (i.e. July 2014-June 2015)	Accreditation body
Mangaung Training College	Hazardous Materials Awareness	33	SAESI
	Hazardous Materials Operations	21
	Firefighter I	33
	Firefighter II	21
	Learnership: Fire & Rescue Operations	6	LGSETA
Total		114

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF CAPE TOWN

Name of Training Academy	Number of persons trained in the last reporting cycle (i.e. July 2014-June 2015)	Accreditation body
City of Cape Town Training Academy	Hazardous Materials Awareness	20	SAESI
	Hazardous Materials Operations	14
	Firefighter I	37
	Firefighter II	23
	Fire & Life Safety Educator I	31	LGSETA
	Rope Rescue (High Angle I)	18
	Front End Loader Course	25	Transport Education Training Authority (TETA)
	Truck Dozer Operator	25	TETA
	Respiratory protection	59	LGSETA
	Wildland Fire Fighting	24
	4X4 Driver Operator	20
Total		296

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF ETHEKWINI

Name of Training Academy	Number of persons trained in the last reporting cycle (i.e. July 2014-June 2015)	Accreditation body
Illovo Fire and Rescue Training Academy	Hazardous Materials Awareness	7	SAESI & LGSETA LGSETA
	Hazardous Materials Operations	3
	Firefighter I	3
	Firefighter II	3
	Pump Operator	28
	Rope Rescue (High Angle I)	52
	Aerial appliance operator	8
	Breathing apparatus	3
	Advanced Breathing apparatus	16
	Advanced Fire Investigation	18
	Swift Water Rescue	6
Total		147

NAME OF THE METROPOLITAN MUNICIPALITY: NELSON MANDELA

Name of Training Academy	Number of persons trained in the last reporting cycle (i.e. July 2014-June 2015)	Accreditation body
Nelson Mandela Bay Fire and Emergency Services Regional Training Centre	Hazardous Materials Awareness	20	SAESI & LGSETA
	Hazardous Materials Operations	10
	Firefighter I	20
	Firefighter II	0
	Fire Services Instructor	10
	Fire Services Officer I	10
Total		70

NAME OF THE METROPOLITAN MUNICIPALITY: BUFFALO CITY

Name of Training Academy	Number of persons trained in the last reporting cycle (i.e. July 2014-June 2015)	Accreditation body
Buffalo City Fire and Rescue Training Centre	Hazardous Materials Awareness	20	SAESI
	Hazardous Materials Operations	16
	Firefighter I	22
	Pump Operator	27
Total		85

QUESTION 3: Whether the municipality has a response time target for fire incidents; if not, why not; if so, what (a) is the target and (b) percentage of call outs were responded to within this target in the last reporting cycle?

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF TSHWANE

Whether the municipality has a response time target for fire incidents?	What is the target?	Percentage of call outs that were responded to within this target in the last reporting cycle?
Yes Response time target is based on the South African National Standard (SANS) 10090: Community Protection Against Fire	A baseline of 80% of attendance time to all reported structural fire incidents according to Category A to D Fire Risk Areas (Category E fire risks are dealt with in the predominant Risk Category)	In meeting the 80% baseline Cat A = 86% Cat B = 81% Cat C = 58% Cat D = 79%

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF JOHANNESBURG

Whether the municipality has a response time target for fire incidents?	What is the target?	Percentage of call outs that were responded to within this target in the last reporting cycle?
Yes Response time target is based on the South African National Standard (SANS) 10090: Community Protection Against Fire	To respond to fire incidents within 12 min	73%

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF EKURHULENI

Whether the municipality has a response time target for fire incidents?	What is the target?	Percentage of call outs that were responded to within this target in the last reporting cycle?
Yes Response time target is based on the South African National Standard (SANS) 10090: Community Protection Against Fire	The target is to reach 75% compliance with the prescribed attendance times for Fire Risks Categories as per SANS 10090.	82%

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF MANGAUNG

Whether the municipality has a response time target for fire incidents?	What is the target?	Percentage of call outs that were responded to within this target in the last reporting cycle?
Yes Response time target is based on the South African National Standard (SANS) 10090: Community Protection Against Fire	7.5 out of 10 calls (75%) to be responded to in accordance with SANS 10090	915 out of 1080 (84% or 8.4 out of 10) emergency calls responded to in accordance SANS 10090

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF CAPE TOWN

Whether the municipality has a response time target for fire incidents?	What is the target?	Percentage of call outs that were responded to within this target in the last reporting cycle?
Yes Response time target is based on the South African National Standard (SANS) 10090: Community Protection Against Fire	80% of all emergencies to be reached from time of call to first arriving vehicle within 14 minutes.	81%

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF ETHEKWINI

Whether the municipality has a response time target for fire incidents?	What is the target?	Percentage of call outs that were responded to within this target in the last reporting cycle?
Yes Response time target is based on the South African National Standard (SANS) 10090: Community Protection Against Fire	Linked to SANS 10090 in terms of the applicable category

NAME OF THE METROPOLITAN MUNICIPALITY: NELSON MANDELA

Whether the municipality has a response time target for fire incidents?	What is the target?	Percentage of call outs that were responded to within this target in the last reporting cycle?
Yes Service Delivery Budget Implementation Plan (SDBIP)	SDBIP target is 15 minutes	100%

NAME OF THE METROPOLITAN MUNICIPALITY: BUFFALO CITY

Whether the municipality has a response time target for fire incidents?	What is the target?	Percentage of call outs that were responded to within this target in the last reporting cycle?
Yes Response time target is based on the South African National Standard (SANS) 10090: Community Protection Against Fire	75% linked to SANS 10090 in terms of the applicable category	49%

Reply:

(a) The Department of Public Service and Administration has undertaken a systemic review and revision of the performance management and development systems (PMDS) applicable to all levels of staff. The focus of the exercise was to align organisational performance with employee performance whilst also bringing administrative efficiency to the processes. These revisions have been consulted extensively with national departments and provincial administrations as well as at various Public Service Consultative forums

(b) (i) Heads of Department (HODs) Evaluation system is at an advance stages of finalization for approval, with increased focus on departmental programme performance, performance against the Annual Performance Plan and the audit findings and opinions of the Auditor-General. The policy is in the final stages of consultation for concurrence with the Presidency and the Public Service Commission before being tabled at Cabinet for approval.

(ii) On a similar vein, the department has structured revised performance management and development systems for each of the other levels of the Senior Management Service (SMS), which will be communicated and implemented subject to the approval of the HOD PMDS.

In addition, as per Public Service Coordinating Bargaining Council (PSCBC) Resolution 1 of 2012, the department has crafted revisions to the Employee Performance and Development System (EPMDS) for non-SMS staff. These revisions have been published in the Government Gazette: 3 August 2015, Notice 800 of 2015 as part of the Draft Public Service Regulations, 2015: Invitation for public comment. The department has received comments which are being processed for finalisation and submission for approval.

(c) (i) Since the powers to perform organisational review and redesign process are decentralized to departments. The competency of Executive Authorities regarding the internal organisation of departments is exercised within the Norms and Standards issued by the Minister for Public Service and Administration (MPSA). The MPSA gives effect to the organisational design Norms and Standards through the Public Service Act (PSA), 1994, the Public Service Regulations (PSR) (2001), Guidelines, Directives and Frameworks.

Furthermore, the Department of Public Service and Administration (DPSA) for example, has recently conducted a study on the Minimum Norms and Standards for the provisioning of SMS posts for provincial administrations, which is calculated on citizen segmentation factors, geographic accessibility and spatial norms, reasonable minimum span of control and the complexity of the job role.

(ii) The Norms and Standards will also assist in determining an ideal split between how many SMS posts as a maximum should be located at a national level and how many SMS posts should be located at a provincial level. Furthermore, the MPSA has issued a Directive on the process to coordinate the grading of an entire occupational category or certain level within an occupation category that is utilised by more than one department. The aim of the Directive is to ensure consistence in the provision and grading of posts.

Reply:

The following information was provided by the Ekurhuleni Metropolitan Municipality:

1. (a) and (b) The Ekurhuleni Metropolitan Municipality has indicated that it approached Rand Water regarding the installation of the telemetry system at all of its reservoirs. At present, the final draft of the service level agreement between the Municipality and Rand Water for the installation of the telemetry system at all of the Municipality’s reservoirs is with Rand Water for formalisation.
2. (a) According to the Municipality, an amount of R8 million is available in the current financial year to commence with the work. The design of the system is complete. The data loggers are expected to take six months to install the system at all of the Municipality’s reservoirs. Further phases in the next financial year would include the completion of the integration of the Municipality and Rand Water control rooms as well as the installation of the telemetry to control the reservoir valves. (b) The Municipality has indicated that the first phase will take six months to complete.

Reply:

1. The following table represents commercial, industrial and residential building plan submissions per Metro in the 2013-14 and (b) 2014-15 financial years

Building Plans:2013-14
Metro	Commercial	Industrial	Residential	Total
City of Tshwane	94	97	12 323	12 514
Ekurhuleni	50	190	5062	5302
City of Johannesburg	104	72	11977	12153
City of Cape Town	330	7904	8234
Nelson Mandela Bay	95	86	7734	7915
Buffalo City	83	96	2461	2640
Mangaung	45	17	2283	2345
eThekwini Municipality	927	408	9618	10953
Building Plans:2014-15
Metro	Commercial	Industrial	Residential	Total
City of Tshwane	128	87	12 883	13 098
Ekurhuleni	33	241	5382	5656
City of Johannesburg	41	79	12963	13083
City of Cape Town	353	8985	9342
Nelson Mandela Bay	87	94	9530	9711
Buffalo City	84	86	2370	2540
Mangaung	35	24	2069	2108
eThekwini Municipality	1363	601	12740	14704

2. The following table represents building plans that were approved by each municipality in the (a) 2013-14 and (b) 2014-15 financial years

Municipality	YEAR
	2013-14	2014-15
City of Tshwane	10 654	9 554
Ekurhuleni	4550	5272
City of Johannesburg	11247	11934
City of Cape Town	8407	9859
Nelson Mandela Bay	2475	3724
Buffalo City	2314	2207
Mangaung	3083	2173
eThekwini Municipality	5748	6044

3. The table below represents the time indicated by each metro on the response time to acknowledge receipt of building plans

Municipality	Response time to acknowledge receipt of Building Plans
City of Tshwane	Application is acknowledged as soon as it is received and the necessary fees are paid.
Ekurhuleni	Upon submission and payment of necessary fees.
City of Johannesburg	Upon receipt and payment of necessary fees.
City of Cape Town	Application is acknowledged as soon as it is received and necessary fees are paid.
Nelson Mandela Bay	Upon submission the application is issued with an invoice.
Buffalo City	1 week
Mangaung	Immediately after submission and payment of the requisite building plan fees.
eThekwini Municipality	Immediately on submission and payment of the prescribed tariff where applicable.

4. The information below represents response time each municipality takes to finalise building plan submissions.

Municipality	Time taken to finalise Building Plan Submissions
City of Tshwane	Building Plans 500m² and less: 30 days Building Plans 501m² and more: 60 days
Ekurhuleni
City of Johannesburg	As per the legislated time period, namely 30 days for building plans smaller that 500m² and 60 days for plans larger than 500m².
City of Cape Town	Building Plans 500m² and less: 30 days Building Plans 501m² and more: 60 days
Nelson Mandela Bay	Eight (8) days from date of submission if application has all necessary supporting documents
Buffalo City	22 days
Mangaung	The general norm is as per the legislated time period, namely 30 days for building plans smaller that 500m² and 60 days for plans larger than 500m².   In most cases Mangaung Metropolitan Municipality complies.
eThekwini Municipality	In terms of timeframes expressed as a percentage the performance has been 98.1% (2013/14) and 99.9% (2014/15).

Reply:

The requested information from the remaining four Metropolitan Municipalities is yet to be received and the efforts are being made to follow up on them. The Honourable Member will therefore be updated on progress.

Reply:

The Thokoza Hostel is situated in the Gauteng Province and falls within the jurisdiction of the Ekurhuleni Metropolitan Municipality.

(a) The budget allocated for the 2015/16 financial year was R19 730 000.00. This was for the provision of temporary residential units, for accommodation of residents pending the redevelopment. The budget allocated for the 2016/17 financial year is R61 000 000.00, this funding is for the demolition of the existing buildings as well as for the installation of engineering services up to phase one of the development.

(b) The hostel comprises of forty-one (41) hostel blocks in a dormitory formation, which were deemed not suitable for human habitation and will be demolished and replaced by three storeys of Community Residential Units. These three storeys will yield two thousand, six hundred and twenty one (2621) units.

(i) & (ii) Tenders for demolition of the existing buildings and installation of services were advertised during March 2016. This project will consist of seven phases and will be implemented in a phased approach over a period of approximately eight (8) years subject to the availability of the required funding.

Reply:

Metropolitan Municipality	Centre Established (Yes/No)	Number of staff working for each Specified Centre	(b)(i) Budget for 2015/16 financial year	(b)(ii) the critical disaster risk management issues for each municipality
City of Cape Town	Yes	83	R 119.18 mil (Capital Budget: R 8,183 mil Operational Budget: R111 mil)	Fires and floods
City of Tshwane	Yes	26	R 22.566 Mil	Shortage of staff and resources
City of Ekurhuleni	Yes	11	R 18. 935 mil (Capital Budget: R 14.176 mil Operational Budget: R 4.759 mil)	Staff of shortage in relation to the municipal population of ± 3.2 million which the municipality is trying to resolve with 11 more positions created and advertised. Lack of funding model for disaster management which still awaits the approval of the council. Mainstreaming of the function in all the sector departments of the municipality as required by law.
City of Johannesburg	Yes	30	R 1 350 000 (Incident Management Fund R 1 000 000.00 Capacity Building – R100 000.00 Printing & Stationery (Public awareness campaigns) – R200 000.00 Stores & Material – R50 000.00)	Establishment of an integrated Disaster Management Centre Increase of Human Capital Funding for the City’s Disaster Risk Reduction Projects Ward based capacity building programmes Enhancement of Early Warning Systems
Ethekwini Municipality	Yes	7	R 116 000 000 (Capital Budget: R 21 mil Operational Budget: R 95 mil	Constrain is that there is a huge staff shortage
Mangaung Metropolitan Municipality	Yes	22 (5 x Operational staff; 17 x Control Centre Operators)	R 16 477 194	High vacancy rate on critical posts relating to operational staff Insufficient budget allocation (especially for immediate emergency incident relief)
Buffalo City Metropolitan Municipality	Yes	1 x Manager 1 x Admin 4 x Operational 1 x Intern 1 x Vacant funded post 41 Vacant unfunded posts	R 2 782 063	Buffalo City lacks the capacity in terms of finances, staff, vehicles, equipment and accommodation required for a Metropolitan Municipal Disaster Management Centre. Lack of participation of Sector Departments in Disaster Management Structures Very large informal sector (multiple risks)
Nelson Mandela Bay Municipality	Yes	29	R 20 654 900	Budgetary constraints Staffing Incorporation of the DM plan in the IDP and development projects.