Questions and Replies

Reply:

(1) (a) The maximum loan amount that may be awarded by the National Student Financial Aid Scheme (NSFAS) to a university student in the 2016 academic year is R71 800.

(b) (i) and (ii) The maximum loan awarded from the DHET general fund for university students is determined annually and approved by the NSFAS Board as part of the allocations process each year. For the 2016 academic year, the maximum loan amount was approved by the Board in the third quarter of 2015/16 and communicated to institutions in December 2015.

(iii) The university loan amount is determined based on the provisions within the NSFAS Act 56 of 1999 under Sections 4(a) and 4(b), which specifies that it is the function of NSFAS “to allocate funds for loans and bursaries to eligible students; to develop criteria and conditions for the granting of loans and bursaries to eligible students in consultation with the Minister”. It is further provided for under Section 19(1) that “Loans and bursaries granted by the board may be subject to such conditions as it may determine, either generally or in respect to a particular loan or bursary”.

(iv) The maximum loan is calculated by taking into consideration factors such as the increase received from the national budget process and weighted average full cost of study at universities.

(2) An extract of the NSFAS Board meeting minutes of 25 November 2015 is attached.

(3) According to data received from universities, the average full cost of study across the 26 universities was R70 679.11 and weighted average full cost of study was R71 878.40. Based on the weighted average full cost of study, the maximum-capped award was determined as R71 800.

 

COMPILER/CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 834 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

1. I appointed the Minister of Cooperative Governance and Traditional Affairs in terms of section 91(2) of the Constitution of South Africa, 1996.

Reply:

The requested information is yet to be received from the Tlokwe Local Municipalitie. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

The rationale for the proposed amendments is to strengthen the administration of exports of scrap metal to achieve public policy objectives.

ITAC has published a notice requesting members of the public and interested parties to comment on a range of proposals in this regard.

One of the proposals related to the possible designation of one port to enable the concentration of resources to enable effective compliance. ITAC will need to take into account all relevant factors, including the additional costs on parties and weigh these against the likely benefits. A public call for comments assists ITAC to take all views into account.

-END-

Reply:

(1) No

(a) - (d) Not applicable

(2) No

(a) - (c) Not applicable

 

 

COMPILER/CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 902 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

a) The project allocation process is initiated by the Project Management Unit of the Construction Education and Training Authority (CETA), which conducts a needs analysis, derived from the:

• National Skills Development Strategy;
• CETA Sector Skills Plan;
• CETA five-year Strategic Plan;
• CETA Annual Performance Plan; and
• Service Level Agreements.

   (i) The grant allocation approval process is entirely transparent and meets the relevant supply chain management principles. The process involves the following:

• Applications are made through the CETA online application tool;
• Evaluations are done independently and recommendations are made to the CETA Board;
• After approval by the CETA Board, the CETA issues an offer to contract with the successful applicant, which is subject to various conditions, including a due diligence exercise to determine the ability of the approved applicants to implement their proposed projects; and
• CETA finally approves the relevant grants, only after applicants have satisfied CETA of its ability to implement their proposed projects.

The process that is followed in respect thereof ensures the integrity of the CETA’s project allocation.

  (ii) Since the 2011/12 financial year, all payments to successful applicants were made in accordance with the CETA’s performance based payment system, in terms of which:

• Payments are made after submission and approval of compliant invoices and supporting documentation;
• All payments can accordingly be traced back to costs incurred in respect of specific learners, in accordance with the supporting documentation which entities are required to submit prior to receiving payment;
• The supporting information required before payments are made include, where applicable, learner attendance registers, proof of payment of stipends to learners and proof of receipt of learning materials received by the learners;
• No advance payments are made to any entities;
• As a consequence, entities who do not perform in accordance with their project planning will not receive their full grant allocation;
• Payments are only made in respect of services rendered or expenses incurred; and
• the CETA has strict invoicing processing compliance requirements in which payments are only made into approved bank accounts, or, in the instance of public entities, separate cost centres, allocated exclusively to the approved CETA project.

(b) Below are the three areas in which the CETA ensures quality:

• Accountability and conformance to standards;
• Maintaining and enhancing the quality of facilitation and learning by accredited Skills Development Providers; and
• Quality enhancement and continually improving practitioners, assessors, moderators and staff.

(c) The following measures are implemented to ensure that CETA accounts for all funds utilised:

• A commitment schedule, which is reviewed on a regular basis, is maintained;
• Monthly management reports are reviewed by the Finance Committee;
• Financial statements are prepared on a quarterly basis;
• Annual financial statements are reviewed by the Audit Committee; and
• Annual Financial Statements are audited by the Auditor-General who tests the accuracy, validity and completeness of financial information.

 

Compiler/contact persons:

Ext:

DIRECTOR – GENERAL

STATUS:

DATE:

REPLY TO QUESTION 341 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

(a)(b) PRASA has not undertaken any specific research or cost analysis into the use of locomotive manufacturers that Transnet uses in the acquisition of new locomotives. PRASA will only embark on such exercise when it is ready to procure additional locomotives for the long-distance rail service and this will be done through a market engagement process with the locomotive manufactures.

(i)(aa)(bb) See above.

(ii) See above.

(iii) See above.

Reply:

1. I have not met with representatives of any specific race groups to discuss the resurgence of racism in our society. The matter has been discussed at various forums where I have met with various stakeholders, but I have not called a meeting of specific race groups to discuss the matter.

As you may be aware, I declared the Human Rights Month, March 2016, as the month to focus on fighting the scourge of racism. The campaigns and programmes that were undertaken during the month culminated in the Human Rights Day event at Moses Mabhida Stadium in Durban, which had a strong focus on uniting society against racism.

2. Promoting national unity and social cohesion is a constitutional imperative. We have used every avenue to promote the unity of our people and to advance social cohesion. We have done this through the statements we have made during important National Days, and through implementing the government’s programme of transforming our country into a truly non-sexist and non-racial society.

We urge leaders of all sectors to play their part in building a non-racial society.

Reply:

1. It is a matter of public record that Mr Nhlanhla Nene was relieved from his duties as a Minister of Finance on 9 December 2015. It is the prerogative of a sitting President to appoint and change members of his/her Cabinet as he deems necessary. It is the same prerogative enshrined in the Constitution that I exercised on 9 December 2015.

2. Decisions to make changes to the Cabinet are made with the best intentions and for the public interest, including the economy.

Reply:

(1) One of the key performance indicators (KPI) and targets in SANBI’s approved Corporate Strategic Plan is the development of black biodiversity professionals. By the year 2019/2020, SANBI’s target is to develop 140 black biodiversity professionals which is on track and consistently monitored and reported on.

• Recently SANBI, together with partners in the biodiversity sector, has just included implementation of the Groen Sebenza Programme which is a pioneering and innovative initiative that has developed 854 young black biodiversity professionals.
• Career ladders for scientists and horticulturists were introduced in order to attract, develop and retain black biodiversity professionals.
• In addition, the following interventions are being implemented to ensure that our black scientists’ careers development paths are supported:

o Staff bursaries towards higher degrees;

o Scientific writing training courses;

o Studentships and Internships programmes;

o Mentorship/coaching; and

o Participation in workshops and conferences (local and international).

(2) The Board of Directors appointed by the Minister provides oversight to SANBI on all organisational matters including human related matters (NEMBA Section 13). The department through its governance protocol with its entities (including SANBI), provides support for the operationalisation of the business processes. In terms of the established governance practices, the current institutional arrangements suffice to enable SANBI to discharge its operational duties including the analysis of the outcomes of exit interviews. The specific matter of Mr Qwede is being addressed by SANBI Management and the department will address the same when it is raised through proper channels.

---ooOoo---

Reply:

1. Yes, the Department acknowledges the increased health risks resulting from excessive sugar intake. The Department of Health, as well as our government partners, have already announced steps to deal with the excessive consumption of sugar by the population at large. For example the Treasury has recently announced a tax on sugar sweetened beverages that will come into effect in April 2016. The Department developed a multi-sectoral strategy to prevent and control obesity in South Africa. One of the actions in the strategy is to educate the public about healthy food choices including the risks of excessive sugar intake. The Department has developed a Nutrient Profile Model (NPM) which will be used to assess and classify foods as having excessive amounts of sugar, salt and fats. The NPM together with the labelling regulations will ensure that consumers are educated on how to make informed choices.

However it is important to note that while sugar is an important contributor to the rising incidence of Non-communicable diseases is South Africa, it is by no means the only contributor and other dietary risk factors as well as lack of physical activity, tobacco and alcohol use are also important risk factors. The Department of Health is thus dealing with the excess of sugar intake as part of a more comprehensive plan to deal with non-communicable diseases.

With respect to “indirect consumption” the Director General of Health has led a partnership with the Consumer Goods Council and its affiliates to ensure that the industry reformulates its products to be more healthy and that consumption patterns, including sugar consumption, decreases. Outcomes of these processes are expected to become evident soon.

2. No. It is the prerogative of the public broadcaster to secure the rights and air programmes and not that of the Department of Health.

The Good Life Network channel that was launched in December 2015 by the Department is one of the platforms used to inform and educate consumers about the importance of making Healthy food choices. Various other channels are being utilised where information is shared around the importance of healthy eating and the risks of excessive intake of sugar, salt and fat.

The Department of Health will be launching a public awareness campaign in late March for healthy lifestyles as part of World Health day activities under the theme “beat diabetes”.

3. Yes. Provision was made in the draft Food Labelling Regulations (R429/2014) for a front-of-pack labelling option, in addition to the fact that total sugars must always be declared in the table with nutritional information.  The new Labelling Regulations will make Nutritional information mandatory for most foods (a few exemptions are allowed).

The following is an example of a front-of pack labelling, following the principles of the Traffic light system: red means dangerous, yellow means caution and green means safe:

This example could be further developed into a simpler format which simply include the traffic light colours, the name of the nutrient, e.g. sugar, or salt and if possible a graphic representation of a typical household measure such as a teaspoon.  Further work is this regard is still being pursued with the food industry.

 

END.

Reply:

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

 

Reply:

The requested information is yet to be received from the remaining three Metropolitan Municipalities. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

The requested information is yet to be received from the Tlokwe Local Municipalitie. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

Yes. By way of example, the Minister’s office in the last month received on average, 10 invitations and requests per day from a wide range of stakeholders. Some of these requests are for meetings to be held in the office, invitations to events at embassies, networking sessions organised by Chambers of Commerce, numerous speaking engagements and so forth. Stakeholders include owners of large businesses, Chief Executive Officers of multi-national corporations, Ministers, Ambassadors, labour formations and so on. In other words, the dti mandate dictates that the Minister of Trade and Industry interacts with a wide spectrum of prominent stakeholders who believe their businesses may benefit from the dti’s offerings and he does so, in a variety of settings.

In this light and in common with a number of politicians across the political divide, including the Premier of the Western Cape, Ms H Zille, the Minister responded positively to some invitations from the Gupta family, to attend various events.

On the few occasions that any conversations took place between the Minister and representatives of the family, the content was general and no specific projects were discussed. This is in line with the standard practice Minister adopts with stakeholders where any specific requests for incentives are referred to relevant decision-making structures for approval or rejection. The Ministry would then only consider intervening for the sake of efficiencies if there appear to be purely bureaucratic delays in bringing a process to its conclusion.

To the knowledge of the Ministry, approximately 6 years ago one meeting at the request of the Gupta family was held at the dti offices in Hatfield, Sunnyside attended by the Minister, dti officials and a Mr Gupta to discuss the company’s investment plans. The nature of the meeting was similar to innumerable meetings the Minister has held with potential investors, both foreign and domestic. In the event, no follow-up meetings were requested or held.

The Minister also accepted an invitation to attend the wedding of a Gupta family member as it potentially presented an unexpected but welcome opportunity to informally meet with his then Indian counter-part. Regrettably, the Minister did not in fact attend.

Reply:

In terms of the rules applicable to Members of the Executive and Members of Parliament, Ministers have to disclose their Financial and/or business interests to both Parliament and the Presidency in compliance with the applicable ethics code. All financial interests of the member and family are disclosed annually. The Minister has always complied with these requirements.

Minister Davies has no interests in any businesses and none of the members of his family has had any business dealings with Government. The Minister is a Director of the Institute of African Alternatives, a non-profit organisation, for which he receives no remuneration.

 

Reply:

Upon receipt of this question, we requested the Tshwane Metropolitan Municipality to provide information on this matter and are still awaiting. We will therefore keep the Honourable Member updated on progress.

Reply:

The requested information is yet to be received from the Metropolitan Municipalities. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

(a) With reference to my reply to question 335 on 14 March 2016, an update is provided on the costs of damage caused to property at North West University, University of Cape Town and University of the Free State resulting from student protests since 1 February 2016:

• University of Stellenbosch – R352 000.00
• North West University – R151 000 000.00 (updated)
• University of Limpopo – R1 786 294.52
• University of Johannesburg – R345 000.00
• University of the Western Cape – R46 544 446.00
• Walter Sisulu University – R351 287.19
• Tshwane University of Technology – R5 073 747.73
• University of KwaZulu-Natal – R82 000 000.00
• Cape Peninsula University of Technology – R689 850.14
• University of Cape Town – R3 200 000.00 (updated)
• University of Zululand – R 4 500 000.00
• Rhodes University – R250 000.00
• University of the Witwatersrand – R1 410 223.00
• University of the Free State – R2 800 000.00 (updated)

Total cost: R300 302 848.58 (updated)

The following universities submitted damage reports, however they did not provide estimates of the cost of damage, which will be requested from them:

• University of South Africa;
• Central University of Technology;
• Durban University of Technology; and
• University of Fort Hare.

The following universities reported no/minor incidents of damage on their campuses:

• Vaal University of Technology;
• Mangosuthu University of Technology;
• University of Venda;
• Nelson Mandela Metropolitan University; and
• University of Pretoria –graffiti on walls, which have been repainted.

(b) The universities have not confirmed from which university budgets these damages will be recovered. However, certain damages will be paid or recovered from insurance claims.

 

COMPILER/CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 833 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

Department

(a) (i) In July 2014, Cabinet adopted the 2014-2019 Medium Term Strategic Framework (MTSF) to be used as a comprehensive five-year implementation plan for the NDP 2030 vision and the commitments of the governing party’s Election Manifesto. This is the process through which all plans of Government institutions across the three spheres of Government are aligned to the NDP.

(ii) The MTSF is translated into the Ministers’ Delivery Agreement with the President of the Republic of South Africa. The DoT Strategic Plan 2015 – 2020 and Annual Performance Plans are aligned with the Minister’s Delivery Agreement in order to ensure that all MTSF deliverables are budgeted for and fully implemented and monitored.

(iii) The DoT developed internal Planning, Monitoring and Reporting Guidelines, as an instrument that aims to provide minimum requirements for the achievement of deliverables as outlined in the APP of the Department. The Department initiates its planning process in May of each financial year through programme planning sessions, with the involvement of Entities and Provinces. These engagements inform deliberations of the DoT Executive Committee Lekgotla that is followed by the Department-wide Strategic Planning session. The Strategic Plan and APP are then consolidated, costed and tabled in Parliament in line with the National Treasury Framework.

(b) (i) On a quarterly basis, reporting templates are circulated to every programme to provide progress reports on all APP targets. Reports are consolidated, analysed against a prescribed criteria and interrogated against relevant supporting documents to ensure usefullness, consistency and reliability of information.

Each programme has a branch coordinator who is responsible for coordination of reporting for the entire programme. Branch coordinators provide dedicated support to their respective programmes and ensure that reporting complies with the prescripts. Once compiled, reports are quality assured by Programme Managers and submitted to the Chief Directorate: Strategic Planning & Cluster Coordination for consolidation and analysis. The report then gets interrogated at the DoT Executive Committee (EXCO), chaired by the Accounting Officer and the Strategic Management Committee (SMC) chaired by the Deputy Minister.

(ii) Reports are compiled against the DoT Annual Performance Plan and submitted on a quarterly basis and are guided by the sequence of quarterly targets as per the approved Annual Performance Plan and the approved Technical Indicator Descriptions. At all times, the reported information is supported by admissible evidence as predetermined in the Technical Indicator Description table.

(iii) Internal coordination commences with the engagements at programme level through interactions between the Chief Directorate: Strategic Planning & Cluster Coordination and respective branches. Upon consolidation of inputs, the final report is interrogated and validated by the DoT Executive Committee for reporting at the Strategic Management Committee. The Audit Committee and the Portfolio Committee on Transport receive the reports in line with their respective oversight obligations. The Report is also submitted to the Department of Planning, Monitoring and Evaluation (DPME). The Department also participates in the Outcomes Technical Implementation Delivery and Data Forums for effective Outcomes implementation. At the end of the financial year, the department compiles an Annual Report. All reports mentioned above are posted in the DoT website for public consumption.

(c) (i) The champion is the Accounting Officer, supported by Programme Managers.

Airports Company South Africa SOC Limited (ACSA)

    (a) Airports Company South Africa SOC Ltd (ACSA) strategy process is guided by the Minister of Transport’s vision, predetermined objectives and      goals which are underpinned by the National Development Plan.

   (bb) In response, ACSA has aligned its strategic objectives, outcomes, outputs, focus areas and strategic initiatives to the NDP. In turn, ACSA’s Corporate Plan outlines the predetermined objectives, key performance indicators and associated targets. ACSA applies the balanced scorecard philosophy, which directs and ensures that key performance indicators cover the breadth and spectrum of its business, people, society and environment.

   (b) (i) The performance monitoring process, within ACSA sits within the CEO’s Office – Strategic Planning Unit. The Group Manager: Strategic Planning is responsible for coordinating, measuring and monitoring the process.

      (ii) The key performance indicators and performance narrative are tracked and monitored monthly by the Executive Committee, and quarterly reviewed by the Board Audit and Risk Sub-Committee and subsequently, at Board level.

     (iii) Once approved, the quarterly report, as outlined in the PFMA, is submitted to the Department of Transport and Department of Treasury. Every quarter, after submitting the quarterly reports, the Department of Transport and ACSA meet to engage and discuss the company’s year to date (YTD) performance in relation to YTD Targets.

From an internal assurance perspective, the key performance indicators process, as it relates to performance against targets and the remedial action, are subject to a scheduled quarterly internal audit review and assurance process. The external auditor, currently the Auditor General, provides the external review and assurance of the SOC’s key performance indicators and annual performances.

(c) (ii) The Board of ACSA through the Chairman is the champion.

Air Traffic and Navigation Services SOC Limited (ATNS)

(a) ATNS is a schedule 2 state owned company incorporated in 1993 in terms of ATNS Company Act, Act 45 of 1993. Its mandate is to provide Air Traffic Management Solutions and associated services on behalf of the State in accordance with ICAO Standards, recommended practice as well as the South African Civil Aviation Regulations and Technical Standards.

(a) (i) and (iii) (bb) Processes and procedures

The development process of the three (3) year Corporate Plan is driven by the Departmental outcomes to demonstrate the entity’s contribution and support towards the national priorities as stipulated in the Medium Term Strategic Framework (MTSF) and the National Development Plan (NDP).

  (a) (ii) (bb) Mechanism

The quarterly performance report is intended to provide feedback on the targets set in the Performance Agreement. The quarterly report is in a form of financial and non-financial performance indicators. Reporting on both financial and non-financial performance is important in measuring the performance of entities. While financial information (expenditure and revenue) is critical for determining the costs and efficiencies of programmes/objectives/activities, non-financial information is equally important for assessing progress towards predetermined performance targets.

The DoT has identified the following seven (7) key performance areas to assess progress towards ATNS achieving its targets.

1. Transport Safety and Security
2. Infrastructure Development and High-Level Investment Plan for Transport
3. The Fight Against Fraud and Corruption
4. Environmental Protection
5. Training to Contribute to Job Creation
6. Broad-Based Black Economic Empowerment
7. Employment Equity

(b) (i) The performance report is monitored on a quarterly basis.

(b) (ii) The Key Performance Indicators are measured and evaluated in accordance with the National Treasury performance management framework. This report is compiled and submitted to the DoT in accordance to the National Treasury Guidelines on the preparation of Quarterly Reports for Public Entities and Constitutional Institutions. Treasury Regulations 29.1.3(b) and 29.1.6(a)-(j) require public entities to report on a quarterly basis to their Executive Authority.

(b) (iii) The report is coordinated through the DoT Civil Aviation Oversight directorate.

1. (i) The DoT Civil Aviation Branch is the champion for the department

(ii) The office of the CEO and Strategic Optimisation departments are champions at ATNS.

South African Civil Authority (SACAA)

(a) (i) (ii) (iii)

(aa) N/A

(bb) The South African Civil Aviation Authority (SACAA) as a Schedule 3A entity submits a five year Strategy and an Annual Performance Plan to the Department of Transport in compliance with the PFMA. The development process of the Strategy and APP ensures the alignment of the SACAA Strategic Objectives to both the National Development Plan and the Department of Transport Objectives and this alignment is clearly demonstrated in the same documents.

(b) (i) (ii) (iii) On an annual basis the various draft versions of the Strategy and APP are submitted three times to the Board and DoT during August, November and January of each year for approval. The APP includes a five year delivery plan and an annual quarterly delivery plan which incorporates SMART targets and this is monitored by submitting quarterly progress reports to the Board and ultimately to the Minister of Transport indicating what was achieved and how the SACAA plans on recovering on areas where there is non-delivery. On a quarterly basis the performance against targets is audited by the Internal Audit department and at the end of the financial year by the Auditor General. A portfolio of evidence is kept to prove achievement. An account of the annual performance is also included in the Annual Report of the SACAA which is submitted to Parliament during August/September each year.

(c) (i) N/A (ii) the champions of the process is the Director of Civil Aviation and the Board of the SACAA.

Railway Safety Regulator (RSR)

Given the RSR’s legislative mandate – to oversee, promote, enforce and monitor railway safety – its strategic objectives and respective outcomes contribute to the NDP’s broader social and economic development objectives and principles; assurance is provided for the safe conveyance of commuters and freight via rail. Alignment with the NDP’s broader objectives is ensured as follows:

(a) (i) (iii) Processes and procedures:

The RSR has regular engagement sessions with the DoT’s Rail Branch throughout each financial year when formulating its medium-term strategic framework (MTSF) and Annual Performance Plans (APP). As the Shareholder Department constructive input into the formulation of its outcomes-based MTSF and ensures that the entity contributes to the country’s NDP principles and objectives. Processes and procedures for input into the MTSF are contained in the RSR’s Guide for Strategy Development, which is PFMA compliant.

(a) (ii) Mechanisms:

DoT representation in the development of the RSR’s MTSF and Board approval of the MTSF.

(b) (i) Monitoring:

The DoT and the RSR’s Board monitors alignment. Quarterly organisational performance reports are quality controlled by the Board’s Audit and Risk Committee and presented to the Board for adoption. These reports are then submitted to the DoT for performance tracking. Annual and MTSF performance scores are compiled and submitted to the DoT where the former is used to track progress and the latter is used to assess the achievement of the entity’s strategic outcomes.

(b) (ii) Measurements:

Quarterly and annual organisational performance scores are used as measuring instruments. In addition, the annual State of Safety report is used as a tool to gauge the safety of the country’s railways and rail operations.

(b) (iii) The process is coordinated by the RSR’s Office of the CEO in collaboration with the DoT’s Rail Branch and the RSR’s Board Secretariat (with respect to Board input and guidance).

(c) (ii) The RSR’s Office of the CEO (wrt strategic targets and objectives) and Research Unit (wrt the State of Safety Report) within the Office of the COO.

Ports Regulator of SA (PRSA)

(a) (bb) The PRSA uses (i) the process of incorporating the NDP into the organisation’s Annual Performance Plan (APP) and its Strategic Plan via the (ii) mechanism of the MTSF which distils the first 5 year deliverables of the NDP into action items, as well as the Minister’s Performance agreement which she has shared with entities.

The DoT uses the (iii) procedure of Quarterly reporting on performance against APP targets, fulfilling:

(b) (i) monitoring by the department, in particular the Maritime Branch

(ii) measurement as overall percentage progress on the NDP aligned APP

(iii) detailed feedback by the Department to the entity on delivery progress on APP, thus effecting coordination.

(c) (ii) CEO and CFO

South African Maritime Safety Authority (SAMSA)

1. The Strategy and APP of the entity is aligned through an alignment matrix with the National Development Plan outcomes; the SONA 9 Point Plan and DoT Strategic objectives
2. This is being monitored through quarterly management quality review actions; quarterly DoT oversight reporting documents to ensure APP alignment; annually through the Auditor General’s office to ensure the APP is delivering performance indicators and measures.
3. The champion for SAMSA is the CEO Commander Tsietsi Mokhele.

Passenger Rail Agency of South Africa (PRASA)

(a) The process followed is as required by the PFMA in terms of the submission of the annual Corporate Plan of PRASA, a schedule 3B entity, with specific annual performance indicators and targets. The corporate plan with performance levels is presented to the Department and the Minister of Transport in February of each year. The performance levels agreed are incorporated into the Annual Shareholder Compact between the Board of PRASA and the Minister of Transport.

(b) 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.

(c) (ii) Chief Strategy Officer of PRASA: Mr Sipho Sithole

REPLY

(bb) Cross-Border Road Transport Agency (CBRTA)

(a)(i)(ii)(iii) The Framework for Strategic and Annual Performance Plans guides the development of the medium term strategy and is set by the National Treasury. Therefore, (bb) the Cross-Border Road Transport Agency (CBRTA) and), within the jurisdiction of its mandate when developing its five year Strategy (such as the 2015-2020 Strategy) has five (5) strategic outcome goals that are aligned to the National Development Plan.

(b) Monitoring is done through the use of quarterly performance reporting, which is submitted to the National Department of Transport. The submitted quarterly performance is (ii) measured against the set targets as per the approved Annual Performance Plan.

(c) Executive Managers, the CEO and the Board are the champions for the CBRTA

(bb) Road Accident Fund (RAF)

(a)(bb) To ensure that outcomes achieved by the Road Accident Fund (RAF) are aligned to the National Development Plan, the RAF’s

(i) processes, (ii) mechanisms and (iii) procedures are aligned to the Framework for Strategic Plans and Annual Performance Plans (the Framework) established by National Treasury to provide for: timeframes for the submission, tabling and reporting on Strategic Plans and Annual Performance Plans; clarification of the relationship between institutional plans, policy and budgets; details and definitions of key concepts and information to be reported on in specific sections of the Strategic Plans and Annual Performance Plans, placing the emphasis on performance information; and, templates that are used in drafting the Strategic Plans and Annual Performance Plans. Consequently, the strategic objectives and performance targets set out in the RAF’s Strategic Plans and Annual Performance Plans, are presented to the Department of Transport, and ties back to the National Development Plan,

(b) the outcomes achievement by the RAF in terms of its Annual Performance Plans are (i) monitored by the RAF’s Strategy, Risk and Compliance Department, Internal Audit Department and external auditors, and reported to the Board, the Department of Transport, the National Treasury and the Department of Planning, Monitoring and Evaluation (ii) the outcomes are measured against the respective performance indicators set out in the approved RAF’s Annual Performance Plans, and (iii) the measurement of such outcomes are internally coordinated by the RAF’s Strategy, Risk and Compliance Department, and

(c)(ii) Executive Managers, the CEO and the Board are the champions for the RAF

 

(bb) Road Traffic Management Corporation (RTMC

1. (i) The RTMC aligns its strategic planning cycle to the set National Treasury Guidelines and ensures that all applicable legislation and policies are taken into consideration during planning. Workshops are and review sessions are held to ensure alignment of RTMC strategic plans with the National Development Plan.

(ii) Standardised scorecards and performance reviews are used to as mechanisms and procedures to ensure that outcomes are aligned to the National Development Plan.

1. (i) Monthly internal performance reviews and quarterly performance reports are used to monitor performance against set objectives.

(ii) Road Traffic Information is used to measure performance against set targets.

(iii) Quarterly reviews by the Management Committee and reports to the Board are used as coordinating mechanisms to ensure sustained alignment with the National Development Plan.

1. (i) Executive Managers, the CEO and the Board are the champions for the RTMC

Road Traffic Infringement Agency (RTIA);

(a)(ii) the Minister has instructed the Department to engage with the entities and identify the overlapping areas of their functional responsibilities with a view to strengthening the operations of all entities and the policy mandate of the department.

(b)(i) the department is required to provide a report on the status of the overlaps, as well as recommendations for the required interventions by the end of the second quarter of the 2016/17 financial year.

(b)(ii) the envisaged timelines for implementing the short-term interventions are the end of the 2016/17 financial year. For the long-term interventions and permanent solutions which would require the legislative amendments to the various Acts, the timelines are the 2017/18 financial year. The process is being coordinated through the office of the Deputy Director General: Roads, Transport

(c) (ii)the champion in the Road Traffic Infringement Agency is the Registrar/Chief Executive Officer.

South African National Roads Agency Limited (SANRAL

(a) SANRAL’s Board and Management are conscious of the need to ensure the achievement of the vision of the NDP through its operations. The Board directs SANRAL strategy to enable this. SANRAL’s 6 Strategic Outcome Oriented Goals are directly aligned to 8 of the 14 MTSF outcomes, the main one being Outcome 6: An efficient, competitive and responsive economic infrastructure network. SANRAL’s mandate of the management of the national road network is encapsulated in this outcome.

(b) Monitoring, Measurement and Coordination of Performance Information

SANRAL has identified 9 Strategic Objectives to achieve the Strategic Goals. Performance to achieve the strategic objectives is monitored, measured and reported in terms of SANRAL’s Performance Management Policy. The attainment of the strategic objectives is monitored through key performance indicators within every objective. The key performance indicators have targets which must be attained annually. This is documented in SANRAL’s Annual Performance Plan (APP), which is developed every year, approved by the Board and finally approved by the Minister of Transport.

Performance is reported quarterly in the case of the majority of key performance indicators. The remainder are reported semi-annually or annually, determined by the type of indicator. The performance report is submitted quarterly to the Minister, following approval by SANRAL’s Board. This is checked by the Public Entity Oversight division of the Roads Branch in the DoT and a report is provided to the Minister of Transport.

The final performance information at the end of each financial year is audited by the Auditor General (AG) and then published in the Annual Report. Interim reports may also be audited by internal audit or the AG.

(c) SANRAL: Company Secretary

Reply:

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

Reply:

1. The R24 (P16/1) from km 12, 5 (Olifantshoek) to km 0.0 (Buiten ST, Rustenburg) was split into two sections. Section One km 0.0 to km 4.9 (Project One) and km 4.9 to km 12 ,5 (Project Two). These projects were procured approximately 24 months apart.

2(a) Project One was awarded to DIP Civils in April 2013. In February 2014 the pace of construction slowed down considerably and it was evident that the Contractor was experiencing some financial problems that led into the contractor seeking for a and entered into Business Rescue in April 2014. Unfortunately the Business Rescue was not successful and a new contractor was appointed together with the Liquidator in October 2014. This project is scheduled to be completed by end April 2016.

(b) The Second Project commenced in March 2015 and is scheduled to be completed in September 2017. Currently progress is on schedule.

(3) As part of government’s key delivery programme being implemented by SANRAL, the Minister has no plans to single out this programme through any form of statement on this road.

Reply:

On 03 June 2015 the National Assembly recommended that I appoint Mr Ntenteni as a member of the MDDA board. Acting on the recommendation I the appointed Mr Ntenteni on 19 June 2015.

The security screening that we undertook later revealed that he was convicted of culpable homicide in 1998. Following the results of the security screening I requested the National Assembly on 07 December 2015 to initiate a process of checking if Mr Ntenteni is suitable to be a member of the board of the MDDA.

I will be guided be by the outcome of the parliamentary process in this matter.

Reply:

The question by the Honourable Member is more on operational matters which the Ministry at the national level, does not monitor. The question can therefore best be responded to by the Municipal Managers and the Honourable Member may consider using his representation in those councils.

Reply:

1. What I said when I addressed the National House of Traditional Leaders is that a vast number of black people in South Africa had already been dispossessed of their land when the Natives Land Act was passed in 1913. I then asked a question whether in view of this fact it made sense to have 1913 as the starting date for land restitution.

By posing the question mentioned above I was not saying the existing policy on land restitution in no longer operational. Should there be a need for a change of policy in this area, proper procedures of policy development will be followed, which will include consulting important stakeholders in the sector.

2. The pace of land reform has been very slow. One of the major contributors has been the matter of property valuations, which resulted to some landowners pricing the land under consideration for land redistribution very high. It is for this reason that we submitted to Parliament the Property Valuation Bill, which Parliament subsequently passed into law. One of the provisions of the Property Valuation Act is the establishment of the Office of the Valuer-General, which is tasked with the responsibility of valuating property that has been identified for expropriation and land reform purposes.

It is our belief that the establishment of this office will assist in accelerating the pace of land reform.

Reply:

The requested information from 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:

On 29 February 2014 and 27 January 2016 the Commission received complaints related to a visa service provider.

The first complaint was that the visa service provider had allegedly concluded contracts with various foreign governments in terms of which it had been given exclusive rights to provide visa support services, and was charging excessive prices for its visa support services.

After investigating the complaint, the CC decided not to refer the matter to the Competition Tribunal, due to jurisdictional issues relating to the conduct of foreign governments. The Commission also found that the prices that were being charged were in fact aligned with the embassies’ own tendering frameworks.

The Commission did however engage in advocacy efforts with the embassies concerned, to make them aware that such practices could have anti-competitive effects.

On 27 January 2016, the Commission received a complaint that the same company was abusing its dominance in the provision of visa support services to international travellers to South Africa who have to use South African embassies abroad. This complaint is still under investigation by the Commission.

-END-

Reply:

No.

END.

Reply:

(1)(a)(i) There were thirty three (33) reported cases of natural deaths

(1)(a)(ii) There were five (5) reported cases of unnatural deaths (known and unknown causes)

Information for (1)(b),(c)and (2) is reflected in the tables below:

(1)(b) Date of death	(1)(c) Reason of death	(2) Date reported to JICS –if not give reason
NATURAL DEATHS
2015.03.13	Respiratory Failure	2015.08.24
2015.04.09	Heart Problem	2016.02.23
2015.04.26	Respiratory Failure	2015.05.25
2015.05.11	Respiratory Failure	2015.05.17
2015.08.24	Nephrotic Syndrome	2015.08.27
2015.08.27	Broncho Pneumonia	2015.09.06.
2015.08.29	Acute Liver Failure	2015.08.30
2015.10.15	Respiratory Failure	2015.10.29
2015.11.20	Cardio Pulmonary Arrest	2015.12.13
2015.05.17.	Retro Viral Disease	2015.05.20
2015.05.26.	Plasma Blastic Lymphoma	2015.05.28
2015.06.08	Retro Viral Disease	2015.06.24
2015.06.11	Idiopathic Thrombo Cytopenia	2015.06.17
2015.06.11	Kaposi Sarcoma	2015.06.17
2015.06.10	Retro Viral Disease	2015.06.17
2016.01.29	Respiratory Failure	2016.01.29
2016.02.20	Opportunistic Infection /Diabetes	2016.03.07
2016.02.28	Electrolyte Imbalance	2016.02.28
2015.05.27	Epilepsy Hypertension Previous Cerebro vascular accident	2015.05.28
2015.11.10	Retro Viral Disease	2015.11.12
2015.11.13	Retro Viral Disease	2015.11.13
2015.12.08	Diabetes Hypertension Asthma	2015.02.09
2016.02.24	Hepatitis	2016.02.24
2015.09.09	Acute asthmatic attack	2015.09.09
2015.06.15	Retro Viral Disease	2015.06.22
2015.06.16	Retro Viral Disease	2015.06.18
2015.06.18	Retro Viral Disease	2015.06.26
2015.07.06	Meningitis	2015.07.10
2015.07.26	Hypertension	2015.07.31
2015.09.01	Retro Viral Disease	2015.09.03
2015.09.13	Retro Viral Disease	2015.09.16
2015.11.30	Sepsis renal failure	2015.12.01
2016.01.19	Jaundice	2016.01.26
UNNATURAL DEATHS
2015.08.26	Suicide: Medication overdose	2015.08.27
2015.11.08	Unnatural: Post mortem outstanding. Death register number 1619/15: Steve Biko Forensic Pathology Laboratory	2015.11.08
2015.11.12	Assault: Inmate on Inmate: Stabbed in the heart	2015.11.12
2015.11.19	Suicide: Hanging	2015.11.19
2015.12.12	Stab wound of the chest. Injury to the pulmonary artery. Blood in the pericardial sack around the heart. Massive haemothorax of the left chest cavity. Superficial incised wounds of the right flank and back	2015.12.12

(3) The JICS does not investigate all deaths reported to it, due to lack of capacity; it does however follow a process to confirm that deaths did occur and this is done via the Independent Correctional Centre Visitor.

Natural Deaths – when a natural death is reported the Independent Correctional Centre Visitor will fill in a record of confirmation to confirm that the death has taken place.

Unnatural Deaths - when an unnatural death is reported the Independent Correctional Centre Visitor will be required to conduct an enquiry on the death and depending on the severity of the case it will then be referred to the JICS investigating unit to investigate

The last enquiry conducted was at Kgoši Mampuru Local in November 2015 where it was alleged that the inmate committed suicide by hanging himself. The Independent Correctional Centre Visitor did the enquiry and found that indeed the inmate had committed suicide by using his shoes laces and a piece of bed sheet as a rope.

Reply:

The requested information is yet to be received from the Metropolitan Municipalities. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

1. I have publicly stated on several occasions that South Africa nominated Mr Nhlanhla Nene for the position of head of the African Regional Centre of the New Development Bank, also known as the BRICS Bank. Processes to make an appointment to that position are underway under the aegis of the New Development Bank in Shanghai, China.
2. See the reply to question 1 above.
3. See the reply to question 1 above.

Reply:

The matter was recently finalized by the Constitutional Court. The process that is followed in government regarding the payment of legal fees is as follows: Counsel would submit their bills to the State Attorney. The State Attorney is required to verify the bills and effect payment. Thereafter the Bills are submitted to the Department of Justice and Constitutional Development. The Department of Justice invoices the relevant Departments for a refund, in this case, the Presidency. The Presidency will only be able to ascertain the amount spent after the above process is concluded.

Reply:

The requested information is yet to be received from the Metropolitan Municipalities. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

1. Drought conditions may lead to numerous short and long term human health impacts, ranging from the risks of the spread of waterborne diseases due to compromised quantity and quality of drinking water and poor sanitation and hygiene, to hunger and malnutrition due to food unavailability and security issues.

With drought conditions, it is required that integrated solutions be employed to control the threat of drought on environmental and human health. Therefore a collaborated, intergovernmental response is required to protect the public from health risks associated with the drought. The Department of Health, however, continues to employ a holistic approach to health interventions by providing preventative, promotive and curative health care services to the public for protection on human health, including the mitigation of drought conditions on human health. These services include:

• Strengthening and maintaining disease surveillance, and maintain capacity to respond to communicable diseases;
• Monitoring and activating disease outbreaks and preparedness team where outbreaks are reported;
• Health-related water quality monitoring to detect changes in water quality in collaboration with municipality and water services authorities;
• Strengthening health promotion and public education on water conservation, hygiene and emergency treatment of water and the impacts of drought on human health;
• Monitoring of infectious diseases in young children, including diarrhoea and malnutrition through the District Health Information System;
• Provision of emergency medical services;
• Increased surveillance of imported goods, especially agricultural consignments in points of entry;
• Monitor nutrition of vulnerable populations; and
• Strengthening monitoring and surveillance of environmental conditions that may constitute health hazards or risks, as a result of the drought, dust conditions, sanitation, food control, etc.

2. (a) Yes, the health sector does receive financial resources from Government to provide health services to South Africans. This includes resources for disaster preparedness.

(b) The health sector continues to ensure that adequate and skilled human resources are available in the health sector in line with the National Development Plan (NDP) priorities.

3. To ensure health sector readiness to deal with climate change impacts, the Department has developed a climate change and health adaptation plan. The plan provides a broad framework for health sector action towards climate change impacts, such as drought, and effectively guide the management of climate change impacts on health through interventions and emergency response capacity.

The health sector, in implementing the plan, continues to engage and negotiate across sectors in the interest of public health. The aim is to ensure that human health is central to planning across all sectors to improve public health and reduce vulnerability to climate change.

END.

Reply:

The requested information is not readily available within the department. We are however, collating the information from both the Provincial CoGTA departments and the Metropolitan Municipalities and will submit as soon as we have concluded. The Honourable Member will therefore be updated on progress.

Reply:

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

1. (a) The breakdown in expenditure on air ambulance services

    (i) 2012-2013: Unable to source information;

    (ii) 2013-2014: R14,359,809.26;

    (iii) 2014-2015: R11,768,985.19;

(b) 2015 – 18 March 2016: R10,851,059.19

2. Third parties were not used to provide such services.

3.The fixed wing aircraft, Aerocare (Ambulance Air Africa) is operational in the Northern Cape Province. The current contract operates on a month-to-month system until National Treasury finalises the new tender for aeromedical services.

END.

Reply:

The requested information is yet to be received from the Metropolitan Municipalities. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

The requested information is yet to be received from the Metropolitan Municipalities. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

There is no requirement for the verification of national teacher education qualifications of South African Citizens by the South African Qualifications Authority (SAQA).

However, all teachers are required to submit their qualifications to education departments for evaluation to be employed in education. The policy on the Criteria for the Evaluation and Recognition for Qualifications for Employment in Education, former Department of Education, 2000, published in Notice No. 935, Government Gazette No. 21565 of 22 September, 2000 is in the process of being revised. This policy describes the process and procedures for the evaluation, approval and recognition of initial qualifications, advanced and postgraduate qualifications for employment in education and the assigning of Requirement Education Qualification Value (REQVs) to these qualifications.

The principal end users of this policy are evaluators of teacher qualifications in national and provincial departments of education and admissions officials at universities and higher education institutions that offer teacher education to ensure that teacher applicants are admitted to the correct and most appropriate qualification type and programme.

 

Reply:

What was the (a) salary and (b) performance bonus of each public school principal in 2015?

(a) The table below shows a summary of Principal annual and monthly basic salary. The annual and monthly salaries are summarised by the level of a principal and the number of principals on each salary notch. This is a summary of the position as at December 2015.

Annual Basic Salary (R)	Monthly Basic Salary (R )	Number of Principal per level (level is determined by size of the school)
		Principal P1	Principal P2	Principal P3	Principal P4	Principal P5	Principal S1	Grand Total
123 000	10 250						1	1
162 516	13 543						1	1
164 157	13 680						1	1
169 113	14 093						1	1
170 814	14 235						1	1
179 532	14 961						1	1
188 673	15 723						1	1
190 569	15 881						1	1
194 400	16 200						1	1
196 335	16 361						1	1
198 297	16 525						2	2
200 478	16 707						1	1
202 476	16 873						1	1
206 547	17 212						1	1
208 620	17 385						2	2
212 811	17 734						4	4
214 929	17 911						2	2
217 074	18 090						1	1
219 258	18 272						4	4
221 445	18 454						1	1
223 674	18 640						3	3
228 165	19 014						5	5
230 445	19 204						3	3
232 752	19 396						4	4
235 077	19 590						3	3
237 420	19 785						5	5
239 790	19 983						4	4
242 169	20 181						6	6
244 617	20 385						8	8
247 062	20 589						3	3
249 528	20 794						2	2
252 012	21 001						2	2
254 541	21 212						1	1
257 082	21 424						8	8
259 650	21 638						4	4
262 254	21 855						8	8
264 885	22 074						4	4
267 531	22 294	108					4	112
270 195	22 516	43					5	48
272 904	22 742	87					5	92
275 622	22 969	65					8	73
278 397	23 200	53					5	58
281 157	23 430	27					1	28
283 986	23 666	20					1	21
286 815	23 901	5						5
289 698	24 142	6					3	9
292 581	24 382	36					1	37
297 114	24 760	21						21
300 087	25 007	21					1	22
303 105	25 259	37					1	38
306 111	25 509	72					4	76
309 189	25 766	113					2	115
312 267	26 022	84					4	88
315 396	26 283	72					3	75
318 543	26 545	69	814				4	887
321 723	26 810	71	405				4	480
324 957	27 080	66	566				4	636
328 203	27 350	50	397				1	448
331 494	27 625	41	395				1	437
334 809	27 901	19	235				1	255
338 163	28 180	19	98				1	118
341 538	28 462	9	76					85
344 946	28 746	11	95					106
348 384	29 032	12	69					81
351 870	29 323	9	107					116
355 410	29 618	6	95					101
358 956	29 913	6	132					138
359 655	29 971		1					1
362 547	30 212	5	291					296
366 159	30 513	7	419				1	427
369 810	30 818	9	390					399
373 524	31 127	12	432					444
377 259	31 438	10	409				1	420
381 027	31 752	4	404	691				1099
384 831	32 069	4	341	376				721
388 683	32 390	6	288	538				832
392 574	32 715	5	203	480	1			689
396 510	33 043	5	149	393				547
400 464	33 372	4	194	332				530
404 451	33 704	3	142	100				245
408 528	34 044	7	111	47				165
412 596	34 383	5	110	62				177
416 721	34 727	5	131	59				195
420 894	35 075	3	156	123				282
427 413	35 618		50	59				109
431 691	35 974		37	91				128
435 993	36 333		52	194				246
440 364	36 697		35	267	477			779
444 753	37 063		64	391	315		1	771
449 205	37 434		21	353	326			700
453 714	37 810		4	319	336			659
458 223	38 185	1	7	335	244			587
462 819	38 568		6	371	182			559
467 448	38 954		13	299	48			360
472 128	39 344	1	10	238	22		1	272
476 835	39 736		7	187	29			223
481 602	40 134		13	151	38			202
486 432	40 536		13	110	53			176
491 301	40 942		14	107	42			163
496 206	41 351		6	87	62			155
501 168	41 764		11	78	101			190
506 178	42 182		12	49	115			176
511 245	42 604		10	49	154			213
516 348	43 029		8	42	181			231
521 517	43 460		7	49	196			252
523 788	43 649			1				1
526 743	43 895		10	79	231			320
531 999	44 333		11	52	218			281
537 324	44 777		2	26	231	1		260
542 688	45 224			4	191	65		260
548 112	45 676		1	4	172	47		224
553 614	46 135			6	88	45		139
559 134	46 595		1	5	53	58		117
564 738	47 062		1	2	19	40		62
570 378	47 532		1	2	10	45		58
576 078	48 007		1	2	9	9		21
581 838	48 487		2	3	12	1		18
587 646	48 971		1	4	13	2		20
593 541	49 462			3	11	2		16
599 460	49 955			1	8	2		11
605 460	50 455				1	3		4
611 517	50 960			3	5	3		11
617 637	51 470				11	12		23
623 793	51 983				3	19		22
630 033	52 503				3	28		31
636 330	53 028			1		28		29
642 702	53 559				2	26		28
649 149	54 096					19		19
655 635	54 636				2	20		22
662 178	55 182				1	18		19
668 814	55 735					4		4
675 501	56 292					3		3
682 236	56 853					1		1
768 762	64 064			1				1
Grand Total		1 354	8 086	7 226	4 216	501	170	21 553

Source: PERSAL

(b) The current performance management dispensation for school-based educators does not provide for a performance bonus.

Reply:

The requested information is yet to be received from the Tlokwe City Local Municipality. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

The requested information is yet to be received from the Metropolitan Municipalities. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

1. Authorisation for the amount in question from the University Council was not required as Dr T Eloff, the former Vice-Chancellor, was authorised in terms of the delegations of authority of the North-West University (NWU), to approve all expenditure up to the value of R10 million. The Vice-Chancellor’s authorisation of the expenditure is therefore not deemed irregular or unauthorised.
2. However, the current Vice-Chancellor, Professor ND Kgwadi, reported in the 2014 Annual Report that the public benefit trust, the North West Higher Education Trust (NWHET), which was established as a mechanism for receiving all philanthropic donations, was scrutinised in order to address a need to clarify the relationship between the NWU and the NWHET.

The University has also provided an update to the Department on the decisions made by Council following the inquiry initiated into alleged fraud by the former Vice-Chancellor.

The Council deliberated extensively on the matter at a meeting held on 19 June 2015 and resolved that:

• The establishment of the North-West Higher Education Trust (NWHET) was an endowment fund with the aim of raising money by commercial investments for the North-West University and other selected higher education institutions in the North West Province;
• Accepted that there had been no improper motive on the part of the former Vice-Chancellor, Dr Eloff, in approving a university donation of R10 million to the Trust;
• Acknowledged that Dr Eloff consulted widely with responsible University officials regarding the viability and feasibility of the NWHET initiative;
• Acknowledge that the Trust had been registered as such in accordance with legal requirements;
• Recommend that all purported projects linked to, or evolving from the Trust, be terminated with immediate effect;
• Steps be taken to recover the full amount of R10 million from the NWHET; and
• The process according to which the amount of R10 million is to be recovered is still underway.

 

COMPILER/CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 853 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

(a)

This needs to be responded to by the Department of Water and Sanitation.

(b) (i), (ii) and (iii)

Yes.

All cities can be considered environmental hotspots simply due to the density of people – this shear density of humanity means that cities are huge sinks for food, water, energy and other natural resources as well as being significant sources of waste, effluent, heat and atmospheric emissions (often mostly vehicle emissions). Nevertheless, in the Western and Eastern coastal regions of the South African ocean space, abalone and rock lobster are currently over-exploited and showing signs of depletion.

With this, it is estimated that over 50% of the world’s population now lives in cities and urban areas. These large communities provide both challenges and opportunities for environmentally-conscious developers, and there are distinct advantages to further defining and working towards the goals of sustainable cities. Humans are social creatures and thrive in urban spaces that foster social connections. Because of this, a shift to denser, urban living provides an outlet for social interaction and conditions under which humans can prosper. Thus, contrary to popular belief cities can be more environmentally sustainable than rural or suburban living. With people and resource located so close to one another, it is possible to save energy for transportation and mass transit systems, and resources such as food.

Operation Phakisa led by the Department of Environmental Affairs has key focus areas on Marine Protection Services and Governance that include key initiatives addressing over-exploitation and depletion of natural resources or marine living species. These include a network of 22 of Marine Protected Areas and Coordinated enforcement programmes.

The monitoring and evaluation of local authorities’ performance is the mandate of the Department of Cooperative Governance and Traditional Affairs (COGTA).

(c) (i), (ii) and (iii)

Yes

The South African coastline currently has areas that are prone to soil and beach erosion, and these include Glentana, Oyster Bay, St Francis Bay, Langebaan and Milnerton. The Department of Environmental Affairs however, is in the process of conducting a National Coastal Assessment which will identify such hotspots.

(d) (i), (ii) and (iii)

Yes

Coastal cities by their nature are potential environmental hotspots with respect to water quality. As an example, some of recreational beaches in Durban have lost their Blue Flag status due to poor water quality. The department has tools whose aim is to assist the municipalities to better manage water quality.

(e) (i), (ii) and (iii)

Yes

All cities contain highly prized ecosystems which are eroded on account of the pressing needs of ever expanding cities to provide for housing and other land uses. However, most of the more advanced metropolitan areas and bigger cities entertain these pressures through proper land use planning. Conservation plans and other tools are in place to indicate where the environmental hotspots are located. Planning of infrastructure is taking these hotspots into consideration. Designing these cities consider environmental impacts and is dedicated to the minimization of the required inputs of energy, water and food, waste output and water pollution.

A number of conservation and legislative tools to ensure conservation and sustainable use of biodiversity have been developed and these include:

• Bioregional Plans developed in terms of the National Environmental Management: Biodiversity Act, 2004 (Act No. 10 of 2004). Bioregional Plans provide for integrated and coordinated biodiversity planning to ensure the monitoring of the conservation status of various components of South Africa’s biodiversity and promote biodiversity research. A number of Bioregional Plans exist such as in the Nelson Mandela Bay Metropolitan (Eastern Cape Province), the City of Cape Town (Western Cape Province), the Ekurhuleni Metropolitan and the West Rand District Municipality (Gauteng Province), the City of Tshwane (Gauteng Province), the Gert Sibanda (Mpumalanga Province) as well as the draft Bioregional Plan for the Waterberg District (Limpopo Province).

• Biodiversity Management Plans for ecosystems are also made provision for in terms of the Biodiversity Act. These plans can be developed by any person, organisation or organ of state and are intended to ensure the long term persistence of an ecosystem that is of special concern. Management interventions put in place for landowners, resource users and other key stakeholders can impact positively on the functioning of the particular ecosystem. The department is in the process of developing the first Biodiversity Management Plan for an ecosystem which will be addressing threats to the Colbyn Valley Wetland and its associated sub-catchment (Hartebeesspruit River).

In addition to these biodiversity legislative tools, the government has taken steps towards local government support relating to the mainstreaming of environmental considerations into local government and such interventions undertaken include:

• The Environment Sector Local Government Support Strategy. The strategy which is being implemented mainstreams relevant environmental priorities into local government. This came about from a need for a more coordinated and structured mechanism of dealing with sustainable environmental management in local government. The objectives of the strategy are to:
  • clarify the environmental sector mandate for local government support;
  • clarify the local government mandate for environmental management;
  • identify opportunities for streamlining and integrating the support initiatives of the environment sector with the local government development agenda;
  • identify gaps in cooperation with the local government sector;
  • rationalise municipal reporting requirements;
  • promote consistency and synergy in approach with provinces on local government support programmes (LGSPs); and
  • maximise the environmental sector’s relations with the South African Local Government Association (SALGA) the South African Cities Network (SACN) and COGTA as representative organs of local government.

The implementation of the strategy is done through the establishment and regular convening of the Local Government Task Team.

Government has also developed the National Framework for Biodiversity Mainstreaming in Local Authorities which sets out biodiversity specific considerations that should be mainstreamed into Local Authorities. The development of this framework was conducted through a series of Local Authority stakeholder workshops. Government recognises the need to implement this framework, an important intervention to strengthen support to Local Authorities towards mainstreaming biodiversity in Local Government.

In addition

The department has developed a proposed Strategic Integrated Project (SIP) known as
SIP 19: Ecological Infrastructure for Water Security. The proposed SIP 19 is the second water-related SIP and provides a framework for the integration of a number of impactful water-related ecological infrastructure investments and interventions into a coordinated, coherent and focused project specifically aimed at improving South Africa’s water resource quality and quantity. Thus, the purpose of SIP 19 is to make a significant contribution to the overall goal of ensuring a sustainable supply of fresh, healthy water to equitably meet South Africa’s social, economic and environmental water needs for current and future generations through the integrated implementation of projects within identified priority water catchments.

Although, the concept of ecological infrastructure is not very well known in traditional infrastructure sectors, the essential life-supporting and life-enhancing ecosystem goods and services that are generated by this infrastructure are universally experienced (for instance, nutrient dispersal and cycling; seed dispersal; food (such as seafood, fresh-water fish and game); crops; wild foods; spices; water; minerals; medicinal plants; pharmaceuticals; bio-chemicals; industrial products; energy (hydropower, biomass fuels); carbon sequestration and climate regulation; waste decomposition and detoxification; purification of water and air; crop pollination; pest and disease control; cultural, intellectual and spiritual inspiration; recreational experiences (including ecotourism) and scientific discovery).

Thus, as infrastructure is often broadly defined as the substructure or underlying foundation on which the continuance or growth of a community or state depends, similarly, ecological infrastructure is the networks of natural lands, working landscapes and other open spaces that are the substructure or underlying foundation on which the continuance or growth of ecosystem goods and services depends.

In terms of cities and the impact SIP 19 may have on cities like Durban, in recent years, a number of ecologists and economists have touted New York City's (NYC’s) efforts to preserve the Catskills watershed, one of three major basins from which the city obtains its water supply, as a key example of the benefits of effective watershed management.

New York City’s water supply system is still largely derived from surface water north of the metropolitan area with the Catskill and Delaware watersheds supplying 5.3 billion liters of safe, but unfiltered, drinking water to nearly half of the population. The reliable function and safety of this water supply was, and is, absolutely essential to the existence of NYC and is entirely based on the maintenance of ecological infrastructure. In terms of cost-effectiveness, although NYC invested $1.5 billion on watershed protection over 10 years they avoided at least $6 billion in capital costs and $300 million in annual operating costs if their ecological infrastructure was replaced by a traditional water treatment plant.

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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:

1. The National Development Plan is supported by the vast majority of South Africans and many important stakeholders in our society. Government, working together with other societal sectors, is implementing the NDP through the Medium Term Strategic Framework. The meeting with the captains of industry in February 2016 reached a decision that the eight points you have alluded to in the question will be processed by a joint government-business task lead led by the Minister of Finance and the Chairperson of the board of Telkom, Mr Jabu Mabuza.
2. I have said on many occasions that South Africa is open for business. This is the same message the South African delegation took to the World Economic Forum in Davos in January this year. Recently the Minister of Finance led a South African delegation of government, business and labour leaders on an international tour meeting with investors to communicate the message that South Africa is open for business and investment. I have also established an Inter- Ministerial Committee which I chair to look at ways in which investment can be attracted to our country and to remove obstacles to investments.

Reply:

Whether she has entered into a performance agreement with the President, Mr Jacob G Zuma, with regard to the implementation of the Medium-Term Strategic Framework (MTSF) 2014-2019

The Minister of Basic Education Mrs A Motshekga, MP, has signed her Performance agreement with the President, Mr Jacob G Zuma in December 2014.

a) Which key indicators and targets from the MTSF are reflected in the agreement

The indicators in the Agreement are as captured in the Outcome 1 MTSF chapter. In summary, these indicators come from the following areas:

1. Impact Indicators – which come from the Action Plan to 2019
2. Sub-Outcome 1: Teacher supply, development and effective utilisation
3. Sub-Outcome 2: Provision of infrastructure
4. Provision of Learning and Teaching Support Materials
5. Sub-Outcome 3: Improving assessment (ANA)
6. Sub-Outcome 4: Improving Grade R and extension of Early Childhood Development (ECD).
7. Sub-Outcome 5: Strengthening accountability at schools and district level
8. Sub-Outcome 6: Partnerships for education reform and improved quality

b) How many performance assessments has she undertaken in consultation with the President since the agreement was signed?

The Minister’s performance has been assessed through the Cabinet Memorandum which is tabled before Cabinet every quarter. In this financial year, two reports have been tabled at Cabinet, and the third quarterly report is being prepared for submission to the Department of Planning Monitoring and Evaluation by March 2016.

c) What progress has been made in meeting the key indicators and targets from the MTSF?

Significant progress has been made for the 2015/16 financial year. As at the end of the second quarter, out of a total of 55 indicators, performance is as reflected below:

1. Eleven (11) indicators were fully achieved;
2. Forty (40) indicators were work in progress with the assurance that the targets for 2015/16 will be met by the end of the financial year;
3. No indicators were under-performing due to reasons stated in question (d); and
4. Four (4) indicators have not been reported because of lack of tools to collect the required data or information.

 

d) What are the key obstacles to implementation?

1. Lack of Agreement, tool and regularity in the administration of the ANA;

(ii) Concurrent functions challenges in providing information required from provincial departments of education in the correct format timeously; and

(iii) Interdepartmental dependency in providing information, such as the ECD programmes, ICT and Teacher Development.

e) What is the plan to address such obstacles?

1. The lack of Agreement, tool and regularity in the administration of the ANA:

• The Department is in the process of resuscitating the ELRC as a platform for engagement and,
• The Department has established a task team with representatives from teacher unions to deal with the instrument and the frequency of the administration of the ANA.

(ii) Concurrent functions challenges:

• The department has started developing the norms and standards, business processes and sector plans to be used to solicit the buy in of the provinces to comply with the key deliverables of the sector;

(iii) Interdepartmental dependency:

• These challenges are attended to at the Cabinet Cluster meetings, MINMECs and Minister’s Implementation Forum (MIF);
• The department’s Director General also holds bilateral meetings with the Director Generals of the affected departments.

 

NW75E

Reply:

1. I am unaware of such a meeting taking place except for the public statement that was recently made by the Deputy Minister of Finance.

Reply:

The requested information is yet to be received from the Kannaland Local Municipality. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

Reply:

The requested information is not readily available within the department. We are however, collating the information from the Metropolitan Municipalities and will submit as soon as we have concluded. The Honourable Member will therefore be updated on progress.