Questions and Replies

Reply:

1. In accordance with the National Road Traffic Act, 1996 (Act No. 93 0f 1996) section 8 and 8A, only a Department of State shall operate a Driving License Testing Centre (DLTC) once it has been registered in the prescribed manner. In other words the operation of a Driving License Testig Centre may not be outsorced to private individuals or companies. Current Act amendments are underway to only allow a Provincial Department responsible for transport to operate a DLTC.

National Road Traffic Act, 1996 (Act No. 93 of 1996) regulations 91 to 96 further determines the manner in which the MEC must deal with the applications for the registration of a DLTC, including the suspension or cancellation of the registration thereof. The MEC may, if he or she chooses, appoint a local authority to perform the functions on their behalf. Currently all the DLTC’s in the country except for the two mentioned further, are either operated by the respective Provincial Departments of Transport or a Local Municipality or Metros as determined by the MEC of the respective Province.

The South African Police Service (SAPS) currently also operates two DLTCs namely Bishop Lavis in the Western Cape and Benoni in Gauteng.

(2) (a) – (c)Not applicable. As stated above no private company is contracted to perform the DLTC function. The MEC of the Province may enter into service level agreements with the local authorities who perform the function on the MEC’s behalf. These Service Level Agreements are normally entered into for a three (3) year cycle, linked to the financial year and are related to the services that the DLTC renders on behalf of the Province.

Reply:

a) To date (21st March 2016) no summonses have been served;

b) Since no summonses were served at the time of the Honourable member’s question, the value is zero.

c) To date once case has gone to court. The person was found guilty on all charges related to the non-payment of toll and one charge of fraud. The judgement was that the guilty party had to pay all outstanding toll fees, in addition a fine of R20 000 was imposed, suspended for five years; and on the fraud charge; pay a fine of R20 000 or six months imprisonment. In addittion the guilty person had to do 200 hours community service.

d) Not applicable see (a) above. .

Reply:

(1)(a) 229 employees were suspended for 1 month to 12 months.

(1)(b) 3 employees were suspended for 1 year to 2 years.

(1)(c) 0 employees were suspended for 2 to 3 years.

(1)(d) 0 employees were suspended for more than 3 years.

2(a) Some investigations involve people who are external to PRASA who need to be interviewed and make statements. PRASA has no control as to their availability to assist in the investigations and some are difficult to trace. Some investigations cannot be concluded quickly because when the Investigators are about to close the investigation, new evidence comes up and such need to be followed up. Most of these investigations are a result of whistle-blowing and there is a process in dealing with such and the protection of whistle-blowers is of paramount importance.

2(b) Dedicated teams have been established to deal with investigations relating to employee misdemeanours and more personnel will be trained to do investigations. Some of the investigations can be done by line managers without only depending on the Investigators from Protection and Security Services. External resources that specialise in investigations (Private Investigators) will also be considered depending on the workload.

Reply:

1. (a) new staff members joined the Public Service as permanently appointed staff:

Question	Years	Number permanently appointed to the Public Service[1]	Number of officials eligible for CIP – that is officials with first time appointment after 1 July 2012[2]	Number of officials that have completed the full CIP	Number currently training on CIP	Number still need to commence training on CIP
(aa)	2012 – 2013	40 547	18 776	43	326	18 407
(bb)	2013 – 2014	46 592	32 499	25	7 897	24 577
(cc)	2014 – 2015	53 881	37 773	188	15 563	22 022
(dd)	2015 - 2016	43 005	34 125	143	8 861	21

(b) (i) 399 have completed the full CIP

(b) (ii) 32 647 are currently training on CIP

(b) (iii) 90 127 still need to commence training on CIP

(2) (a) Accredited trainers in the Public Service responsible to facilitate training of the induction programme:

Province /National	Number of departmental officials ready to train
Eastern Cape	97
Northern Cape	30
Western Cape	21
Gauteng	34
Limpopo	19
Mpumalanga	14
North West	67
Free State	28
KwaZulu Natal	52
National	260
National School of Government	27
Total	649

(b) For the financial year 2016-17 the target is 36 000

(c) The National School of Government process of putting in place necessary systems, capacity and procedures to ensure that all newly appointed employees in the public service complete their compulsory induction programme within two years of being appointed for the first time, is a work in progress.

 

 

 

1. Data Source: PERSAL, excluding Defence ↑

2. Data Source: PERSAL, excluding Defence and Teachers, and all on probation ↑

Reply:

The PRASA section of the Mabopane Transport Hub project is divided into two sub projects which are implemented by two different service providers. The two interlinked projects are outlined below;

i.The Bridge project, and

ii.The Concourse project

a) The current status of the two projects;

Bridge project: The contract was terminated on 01st April 2015 after matter had been taken to Arbitration as per clause 40 of the JBCC Contract. The Arbitrator determined in favor of PRASA and ruled that the Contractor had unlawfully suspended the works and walked off site without complying with the procedural and substantive requirements of the contract.

At the moment PRASA is in the process of resuscitating the project. What remains is the process of appointing a new contractor to finish the project. Currently the project stands at 70% completion. Major outstanding works remaining are parts of the roof, the link bridge over the railway lines, trading stalls, finishes and some remedial work on some structures constructed by previous contractor which were condemned by the consulting engineers and have to be demolished and rebuilt.

Concourse project: The project is 40% complete with the erection of the roof structure. Works on several platforms including platforms 5 and 6 are 100% complete and works on platform 7 and 8 which is the last platform have just commenced.

Progress on the concourse which focuses on ground floor demolitions, concrete works, brickwork and structural steel work is in progress. The roof structure is nearing completion and the mezzanine level steel structure is complete.

b) Project costs

Bridge project cost to date:

Item	Description	Value	Comments
1	Original Project Budget	R 197 818 781	Including VAT
2	Project Expenditure to date	R 143 736 161	Including VAT

Concourse project cost to date:

Item	Description	Value	Comments
1	Original Project Budget	R 199 605 421	Including VAT
2	Project Expenditure to date	R91 128 353	Including VAT

c) Reasons for the delays in completing the projects;

Bridge project: There were various reasons that delayed the project other than the process that led to termination.

• Land issues around ERF 433, Mabopane which resulted in the redesigning of the bridge to avoid the eminent land issues,
• Negotiations with traders associations, who refused to vacate the construction site until temporary trading structures were built for them,
• Community members and structures who demanded to be employed directly by PRASA instead of the appointed Main Contractor and therefore often stopped the site works in protest, and
• Strikes from workers demanding better remunerations than what the Main Contractor could offer.

Concourse project:

Item	Problem
1.	Employment opportunities & subcontracting demands from community resulting in protests and work stoppages
2.	Project scope change. Increase in time and project cost

d) When the project would be completed;

Bridge project: The project is expected to finish within 8 months from the date of site handover to the new contractor (once all the Supply Chain Management processes have been completed).

Concourse project: The project is expected to be complete by end December 2016

Reply:

1. Yes, the mentioned Offender`s profile report was presented before the National Council for Correctional Services (NCCS). After having considered the profile of the offender, the NCCS resolved not to recommend the offender`s placement on parole, and to reconsider the matter within twelve (12) months. It was recommended that the offender should be subjected to individual psychotherapy to further address his anger and aggressive behaviour.

(2) No, the offender did not participate in Victim Offender Dialogue as the means to locate his victims were unsuccessful..

(3)(a) in an effort to trace the victims it was discovered that victims relocated and cold not be traced.

(3)(b) His address was confirmed to be positive.

Reply:

1. The South African Revenue Service has collected R6, 3 billion as on 14 March 2016 with the voluntary disclosure programme since 2012.
2. (a)(b) The voluntary disclosure programme (VDP) data is kept per tax type, not per taxpayer type. The total number of VDP applications since 2012 is 8401. Of the approved applications, 35% relates to income tax, 13% to PAYE, 49% to VAT and 3% to other taxes.

Reply:

(1) Not all training programmes facilitated by the National School of Government are done in terms of registered unit standards recognised by the SA Qualifications Authority;

a) Some training programmes need to be responsive to ‘just-in-time’ needs of the public service and do not require SAQA approval.

b) 16% of the training done during the past year was offered in accordance with registered unit standards.

(2) There were no full qualifications consisting of more than 120 credits been (a) achieved by and/or (b) awarded to learners who have been enrolled to study through (i) the National School of Government or (ii) its predecessor, the Public Administration Leadership and Management Academy in (aa) 2013, (bb) 2014 and (cc) 2015.

 

Reply:

a) The construction of the Local Factory at Dunnottar Park, Ekurhuleni was delayed due to conditions arising from the requisite Environmental Authorization and obtaining a Water Use License for the site before commencement of the construction activities. Both causes of the delay were due to wetland area that surrounds the site. In August 2014, PRASA applied for the Environmental Authorization and the approval was granted by the Department of Environmental Affairs on the 27th March 2015. However, the approval was granted on condition that PRASA amend the factory site plans due to the wetland area that surrounds the site. PRASA and Gibela made the requisite adjustments and submitted the revised application to the Department of Environmental Affairs for the final approval. This final approval was received on the 17th August 2015.

PRASA was required to obtain a Water Use License before commencement of the construction. PRASA submitted an application to the Department of Water and Sanitation for the Water Use License (WUL) after the environmental authorization was granted. The original target date for obtaining the WUL was the 29th September 2015. However, PRASA obtained the WUL on the 1st December 2015.

b) As it currently stands, PRASA has not experienced any financial losses. In line with the contractual agreement, PRASA and Gibela are currently assessing the exact nature of the financial impact of the delay. PRASA and Gibela are undertaking a rigorous process to interrogate any claims of financial impact to the programme, including an independent audit of the claims. Once the assessment has been conducted and the necessary reviews completed, PRASA will notify all stakeholders of the status and nature of the claims.

c) As stated above, PRASA has not sustained any financial loses.

d) i) No censuring is required as the delay was beyond PRASA’s control and is managed though the provisions of the contract.

ii) On the 8th December 2015, PRASA provided Gibela with access to the Factory Site to commence construction. Gibela has since appointed Trencon (a black owned construction company, based in Ekurhuleni) to perform plant rescue and relocation, build a nursery and maintain rescued plants and Bulk Earth Works. The plant rescue and relocation was a key condition from the Environmental Authorization.

To date, Gibela has performed site setup for the first set of activities and have performed plant rescue. Furthermore, Bulk Earthworks commenced in mid-February 2016 and is expected to be completed by end of May 2016.

On the 4th March 2016, the Department of Transport, PRASA and Gibela lead by the Minister of Transport performed the Sod Turning for the Local Factory.

Reply:

The South African National Roads Agency Limited as an entity has not received any verbal or written communication from any persons to scrap the e-tolling system in the past five months.

.

.

Reply:

a) The number of senior managers that have left the employment of SARS since

1 September 2014 per the requested categories is:

1. Voluntary resignation - 39
2. Suspension that led to termination - 1
3. Early retirement - 1
4. Other – 14

b) The number of senior managers that have been appointed in SARS since 1

September 2014 per the requested categories is:

1. 21
2. These appointments were made to the following positions:

• • • Chief Officers
    • Group Executives
    • Executives
    • Senior Managers
    • Senior Specialists

Reply:

1. Once the AARTO Amendment Bill which is currently in the Parliamentary process has been approved and promulgated, a date for the national roll-out will be determined.
2. At this stage it is only the courts in the current AARTO jurisdictional area, which include the City of Tshwane and the City of Johannesburg, that can adjudicate AARTO transgressions. The reason being that these transgressions must be adjudicated at a court within the magisterial district in which the transgression was committed. Once AARTO is rolled out nationally, all courts in the various provinces must adjudicate on transgressions committed within their respective jurisdictional areas.
3. No AARTO notices were sent to trangressors by mail, be it registered mail, ordinary mail or secure mail since 01 January 2016. The reason being that the procedures and processes within the South African Postal Services (SAPO) did not comply with the requirements according to which AARTO notices must be served and mail was not delivered within the required time frames. SAPO is in the process to modify their system and procedures in order to comply with the requirements, which should be completed and implemented in due course.

.

.

Reply:

a) The Department has a Rural Transport Strategy which was approved by Cabinet in 2007.

b) The Strategy is currently being reviewed and will be submitted to Cabinet in the next financial year (2016/2017

Reply:

1. (a) & (b) The Airports Company South Africa (ACSA) still allows passengers to hand in their firearms when they are flying and to claim them again at their destinations. Within the precepts of the Airports Company Act (Act No. 44 of 1983) as amended, the National Key Point Act (Act No. 102 of 1980) and the Civil Aviation Act (Act No. 13 of 2009), ACSA as the responsible Airport Authority, shall authorise commercial licensed security companies and security companies contracted to the airline to handle, safe keep and transport the firearms onto ACSA’s premises in terms of the Firearms Control Act of 2000.

Passengers in possession of firearms are referred to the firearms desk controlled by commercial security company(s) contracted to the airlines at the respective destinations. Carrying of passengers firearms on board of an aircraft is the airline’s security responsibility, therefore it is legally required that airlines must have a Firearms Transportation License in terms of the Firearms Control Act 60 of 2000.

South African Airways (SAA) transports firearms to all destinations as per their flight schedule.

South African Express (SAX) and Airlink do not transport hand guns. This practice was stopped in March 2012. SAX and Airlink do transport hunting rifles for the purpose of tourism to East London, Port Elizabeth, George, Kimberley and Upington.

British Airways/Comair discontinued the service of handling of hand guns in August 2014. It was an airline decision to discontinue the services.

(2) No.

.

.

Reply:

No, it is important however to note that there is difference between consideration for parole and the Special Dispensation (which was adopted on 21 November 2007) for individuals who have committed offences they believe were in pursuit of a political objective.

a) The mentioned offender was placed on parole under certain conditions as provided for in section 52 of the Correctional Services Act 111 of 1998 (the Act) as amended, after his placement was approved by the Minister in terms of section 78 (1) of the Act.

b) The offender in question is currently a beneficiary of day parole. On 01 December 2015, in line with section 78 (1) of the Act, the Minister approved that the offender be placed on day parole for six (6) months and thereafter on full parole under certain conditions.

According to section 73(5) (b) of the Act, a sentenced offender be placed on day parole or parole subject to that offender accepting the conditions for placement.

Section 78 (1) of the Act provides that all offenders serving lifer sentence that are placed on day parole or parole, are released conditionally as contemplated in section 52 of the Act.

The offender could previously not be placed on day parole as he did not accept placement conditions.

Reply:

a) (i) 2012-13 : None (no employees were suspended)

a) (ii) 2013-14 : None

a) (iii) 2014-15 : None

b) Not applicable

c) Not applicable

Note: All officials were suspended with full pay as per Chapter 7, clause 2.7 of the SMS Handbook and clause 7.2.a. of the Disciplinary Code and Procedures (Resolution 1 of 2003) that prescribe that precautionary suspension is always with full pay.

Reply:

1. SANRAL’s toll portfolio had a debt, as at 31 March 2015, of R 46.4 billion (audited). This represents the total toll portfolio of over 3100km. GFIP, comprising a mere 201km of this portfolio, had an Initial Construction Cost (ICC) of R20billion when construction was completed in early 2011. Interest was capitalised until toll commencement in December 2013. The normal repayment period of road infrastructure projects are between 15 and 30 years, depending on the set tariff, traffic, maintenance and upgrades during that period. This is called the J-curve effect, where borrowing continues for a period of time until the projects’ net cash inflow exceeds debt servicing, after which it turns towards being positive. GFIP was forecasted to take approximately 22 years to turn positive, or when the full debt is repaid, given continuous maintenance of the road. This extended payback period is as a result of the low tariff and extensive discounts provided to commuters and public transport operators.
2. See (1) above.

.

Reply:

a) Sixteen (16) formal written comments were received from stakeholders before the closing date indicated in the Government Gazette. These included Government Departments, State-Owned Entities & Agencies; the private sector, municipalities, and professionals (individually). It should also be noted that separate provincial consultations sessions were held, and inputs from these sessions were also considered.

b)(i)(ii) City of Cape town; Department of Environmental Affairs and Development Planning (Western Cape); Saldanha Bay Municipality; Department of Transport and Public Works (Western Cape); SALGA; Railway Safety Regulator; PRASA; Chambers of Mines; National Transport Forum; Transnet; Imana Development ; Rail Road Association; Sheltam Pty Ltd; EXXARO; NCT Forestry.

c)(i) Comments that were additions to the policy positions proposed in the Green Paper will be considered for inclusion in the draft White Paper on National Rail Policy. Comments for further work to be done were noted and are currently being investigated further. Bilateral are being held with organisations where clarity is being sort on comments submitted.

(ii)The Department consolidated and reviewed all comments submitted by stakeholders.

d)(i) All inputs submitted to the Department are considered valuable and has been considered in the development of the draft White Paper on National Rail Policy. The criteria for revision considers evidence-based policy positions, inputs that are plausible, without scientific evidence and policy views that are contrary to what the Green Paper proposed. Inputs are discussed with critical stakeholders to reach understanding and consensus on the policy positions where possible.

(ii) All inputs, pending the outcome of the investigation and engagement with critical stakeholders, where relevant, will be included in the draft White Paper by October 2016.

Reply:

In terms of the National Treasury’s Section 71 report for the period 1 July to 31 December 2015, it was reported that the metros are owed R64.4 billion. This information, pertaining to the metros debt was provided by each of the metros; consolidated and reported by the National Treasury.

In response to both questions (a) and (b) the legal framework provides for municipal and ultimately council accountability to charge for services, issue correct bills and collect all monies due. This is provided for in the Local Government Municipal Systems Act, Act 32 of 2000 (MSA), Chapter 9: Credit Control and Debt Collection, which provides for the following municipal debt collection mechanisms:

S96 (a) a municipality must collect all money due and payable …

S96 (b) for this purpose, must adopt, maintain and implement a credit control and debt collection policy which is consistent with its rates and tariffs policies and complies with the provisions of this Act.

S98 (1) A municipal council must adopt by-laws to give effect to the municipality’s credit control and debt collection policy, its implementation and enforcement.

S95 (e) ensure that persons liable for payments, receive regular and accurate accounts that indicate the basis for calculating the amounts due.

S95 (l) provide accessible pay points and mechanisms for settling accounts or for making pre-payments for services.

In addition, the MSA, s118: Restraint of Transfer of Property, makes provision for municipalities to collect arrears from the property owners at the time of sale. s118 relates to the clearance certificate whereby a municipality confirms that all monies due and payable on a property, at the time of sale, have been settled, as this is legally required to facilitate the transfer of property ownership at the Registrar of Deeds. In recent years the municipality would insist on recovering a minimum of two years arrears when issuing clearance and then obtain commitment from the transferring attorney to recover the balance when the proceeds of the property sale are paid.

The most recent court ruling is that the municipality can recover from the buyer should the seller not honour the arrears on the property where it extends beyond two years. Municipalities have not utilised this legal instrument to collect arrears.

While the National Treasury strives to support municipalities to improve their operational management capability in municipal expenditure and revenue management it is evident that even among the metros which are owed R64.4 billion as at 31 December 2015, the institutions are not fully utilising the provisions of the law to maximise on revenue collection.

Furthermore, the local government governance structures afford only advisory and guidance contributions from the National Treasury as the Council is legally responsible to enforce the provisions of Chapter 9 of the MSA.

Reply:

(a) (i) The Executive Development Programme (EDP) is tailor made primarily for the Senior Management Service (SMS) in the public service, as well as for specially identified Middle Managers working in the public service. The programme is aligned to the Senior Management Service (SMS) competency framework and aims to equip participants with necessary knowledge and skills to perform effectively as senior managers and team leaders.

(ii) The design and delivery of the EDP is informed by extensive international research on management and leadership competency based programmes and a senior management training needs analysis. The EDP meets both competency-based needs (recruitment) and ongoing professional development of SMS members (PDP).

The following curricula were developed to assist public service managers and HRM&D specialists in developing knowledge and skills regarding HRM Regulations:

• Investigating Corruption is a five-day credit-bearing course developed by the Department of Public Service and Administration (DPSA) and handed to the NSG for roll out. It is aimed at building and strengthening competencies of learners to investigate corruption in the public sector. The course is at NQF level 6 and has 10 credits. NSG roll-out is envisaged for April 2016.
• Application of Policy and Procedure on Incapacity and ill-health retirement (PILIR) is a 5 day, non-credit-bearing course that capacitates learners to implement and apply the PILIR in the public service. The course has as its foundation the PILIR policy and addresses the management of absenteeism, ill-health and incapacity, thereby ensuring sustained service delivery and improved productivity in the public service.
• PILIR online for supervisors enables supervisors to implement the Policy and Procedure on Incapacity Leave and ill-health Retirement (PILIR) in their units on a daily basis. The main aim of this non-credit-bearing course is to develop capacity to comply with the PILIR Guide direct reports and/or team members with regard to the application of the PILIR process;
• Strategic HR Planning for the achievement of organisational results:. The course on Strategic Human Resource Planning for the achievement of organisational results is aligned to the DPSA Strategic Framework on HR Planning and enables learners to acquire knowledge and skills to develop human resource strategies and plans which are integrated with their departmental strategic and operational plans, in order to ensure that their future staffing needs are met. This 5 day credit-bearing course is at NQF level 6 and has 12 credits.

• Development of HRD Implementation Plans is a credit-bearing course intended specifically for senior and middle management in the public service who are involved in the development of Annual HRD Implementation Plans. This is a 5 day course at NQF level 5 and has 10 credits.
• Disability Management in the Public Service enables learners to facilitate the inclusion of persons with disabilities in the workplace, and remove barriers that prevent their successful participation in the job market. It is at NQF level 5 and has8 credits.
• Investigating and Presiding Skills is developed for Public Servants and managers involved in workplace investigations related to employee misconduct, as well as persons appointed as Presiding Officers or Chairpersons at disciplinary enquiries. It is non-credit bearing.
• Grievance and Disciplinary Action Procedures is a 5 day credit-bearing course that equips learners with the requisite knowledge, skills and values to resolve employee grievances; monitor and adjust the application of the grievance procedure; and evaluate, analyse and address grievance patterns. It is at NQF level 5 and has 13 credits.
• Recruitment and Selection in the public service is a 5 day credit-bearing course that enables learners with knowledge and skills on how to effect the recruitment of employees in the Public Service. It is at NQF level 5 and has 9 credits.
• An online course in Managing Performance has been developed in the public service to assist senior management in developing the knowledge and skills base of senior public officials regarding Human Resource Management. The online performance management programme is not credit bearing.

(b) (i) Number senior public officials successfully completed formal training programmes of the NSG in HRM regulations in 2015

Course:	Number trained: (2012/13 to 2015/16)
•	EDP: Strategic HRM Module	453
•	Investigating Corruption	Envisaged roll-out is April 2016
•	Application of Policy and Procedure on Incapacity and ill-health retirement (RUM	757
•	PILIR online for supervisors (launched during 2015)	379
•	Strategic HR Planning for the achievement of organisational results	700
•	Development of HRD Implementation Plans	55
•	Disability Management in the Public Service	1 648
•	Investigating and Presiding Skills	503
•	Grievance and Disciplinary Action Procedures	651
•	Recruitment and Selection in the public service	217
•	Managing Performance in the public service	2 517

(ii) The online performance management programme is open to all public servant who manage their own and team performance.

(c) National Qualifications Framework (NQF) credits for each of these training programmes are follows:

• Investigating Corruption is at NQF level 6 and has 10 credits.
• Application of Policy and Procedure on Incapacity and ill-health retirement (PILIR) is a non-credit-bearing course.
• PILIR online for supervisors is a non-credit-bearing course,
• Strategic HR Planning for the achievement of organisational results is at NQF level 6 and has 12 credits.

• Development of HRD Implementation Plans is at NQF level 5 and has 10 credits.
• Disability Management in the Public Service is at NQF level 5 and has 8 credits.
• Investigating and Presiding Skills is non-credit bearing.
• Grievance and Disciplinary Action Procedures is at NQF level 5 and has 13 credits.
• Recruitment and Selection in the public service is at NQF level 5 and has 9 credits.
• An online course in Managing Performance has been developed is not credit bearing.

Reply:

1. (a) The Department of Planning, Monitoring and Evaluation and also the National Treasury are in a better position to provide details of steps to enforce the requirement for departments to pay suppliers within 30 days.

1. The Public Service Commission (PSC) derives its mandate from Section 196(4) of the Constitution, 1996. In terms of this mandate, the PSC promotes the constitutional principles in Section 195, including ensuring that resources (in this case financial) are used for the purpose they are earmarked, that services are rendered fairly, that ethics are promoted and that public administration is development-oriented. In addition, the PSC is mandated in Section 196(4)(b) to inter alia investigate, monitor and evaluate the organisation and administration of the public service and in Section 196(4)(c) to propose measures to ensure effective and efficient performance within the public service. Section 196(4)(f) tasks the PSC to monitor and investigate adherence to applicable procedures in the public service either on own accord or on receipt of a complaint.

In accordance with this mandate, the PSC conducted a series of public hearings at provincial and national level during the 2012/13 financial year. The hearings were intended to provide an overview of the challenges experienced in the payment of service providers and to develop possible solutions in this regard. The hearings were also designed to provide a forum for consultation and public participation with regard to the payment process. Departments with the highest incidence of non-payment (according to figures received from National Treasury) were also invited to these hearings. These departments were provided the opportunity to answer service providers’ questions, explain their challenges and solve cases of non-payment on the spot, where possible.

Reports on the individual hearings were compiled and coordinated through the relevant treasuries with government departments.

(2) (a) Outcome 12 Quarterly Report, which include monitoring of the 30 days payment of suppliers are tables at Cabinet as required. The Department of Planning, Monitoring and Evaluation (DPME) is part of the Outcome 12 Implementation Forum and it is in a better position to provide details on the effectiveness of the mechanisms to enforce the 30 days payment of suppliers.

(b) To have performance Agreement of managers to also include payment of suppliers as key performance area, amongst other things.

Reply:

a) The percentage of total procurement of (a) the Department that went to (i) SMME's was 3.21% and that went to (ii) Co-operatives was 0% for the period 1 April 2015 to 31 January 2016.

The percentage of appropriate categories of procurement of (a) the Department that went to
(i) SMME's was 44.58% and that went to (ii) Co-operatives was 0% for the period 1 April 2015 to
31 January 2016.

Notes for Minister:

1. Department of Transport:

			Percentage	Rands
Total procurement for the Department (1 April 2015 to 31 January 2016)	100.0%	361,768,433
Total procurement is made up as follows:
Large contracts (excluded from appropriate categories of procurement):	81.2%	293,910,526
- Tasima (Pty) Ltd	eNaTIS	33.5%	121,429,317
- Taxi Scrapping Agency (Pty) Ltd	Taxi Scrapping Administrator	22.3%	80,892,621
- Smit Amandla Marine (Pty) Ltd	Oil pollution prevention	9.0%	32,636,412
- Telkom SA Ltd	Watchkeeping services	8.9%	32,077,190
- Royal Haskoning Joint Venture (Pty) Ltd	S'Hamba Sonke	3.9%	13,975,443
- Aurecon South Africa (Pty) Ltd	National Transport Planning Databank and NATMAP 2050 Review	1.9%	6,890,551
- Full core Facilities Management	S'Hamba Sonke	1.7%	6,008,992
Exclusions from appropriate categories of procurement:		11.6%	41,775,203
- Bids invited via the State Tender Bulletin			7.8%	28,287,552
- Procurement of Government Forms from Government Printer		0.5%	1,643,052
- Advertisements via the South African Broadcasting Corporation (SABC)	0.6%	2,302,668
- Procurements via the State Information Technology Agency (SITA)	2.4%	8,516,731
- Procurements via Transversal Contracts			0.2%	785,781
- Training done by School of Government			0.1%	239,419
Appropriate categories of procurement for SMME's	100.00%	7.2%	26,082,704
Procured from enterprises that are:
SMME's:		44.58%	3.2%	11,628,255
Large			0.2%	614,803
Not classified (most may be SMME's)			3.8%	13,839,646
Total procurement				361,768,433
Notes:
Procurement from SMME's totaled R11,628,255 from 1 April 2015 to 31 January 2016. This amount represents 3.2% of the total amount of procurement over the period. Procurement from appropriate categories of procurement totaled R26,082,704. Procurement from SMME's of R11,628,255 represents 44.58% of procurement from appropriate categories of procurement.

Airports Company South Africa SOC Limited (ACSA)

Response for the period 1 April – 31 January 2016.

1. Airports Company South Africa
2. (i) Percentage of Total Procurement awarded to SMMEs

Total Procurement Spend is R1 503 708 312

Total SMME Spend is R260 858 309 of total procurement spend to SMMEs is 17%

(ii) There was no spend for co-operatives for the period under review.

Air Traffic & Navigation Services SOC Limited (ATNS)

The total procurement spend for SMME’s is:

Exempted Micro Enterprise (EMEs) – 13, 88%

Qualifying Small Enterprise (QSEs) – 15, 55%

Total: - 29, 21%

South African Civil Aviation Authority (SACAA)

1. N/A

(b) The South African Civil Aviation Authority spent

(i) (ii) 67% of the budget on SMME’s and Cooperatives from 1 April 2015 to date. The SACAA procurement system does not provide the split between SMMEs and Cooperatives hence the combined response.

Cross-Border Road Transport Agency (CBRTA)

(b)The C-BRTA percentage of procurement for purchasing from Small, Medium and Micro-sized Enterprises (SMMEs), cooperatives, as well as township and rural enterprises from 1 April 2015 up to the latest specified date for which information is available for:

(i) SMMEs: The C-BRTA procured 48% out of the total procurement from SMMEs from 1 April 2015 to date; and

(ii) Co-operatives: The C-BRTA did not procure any goods or services from Co-operatives from 1 April 2015 to date.

Road Accident Fund (RAF)

(b) From 1 April 2015 up to 31 December 2015, which is the latest date for which information is available, twenty five percent (25%) of the total procurement spend by the RAF) went to Exempted Micro Enterprises (EMEs), which enterprises include (i) SMMEs and (ii) co-operatives. The RAF’s BBBEE Scorecard as it relates to procurement spend is directed at EMEs, a category of entity whose annual turnover is less than R 10 million. Consequently, the RAF does not have information available relating specifically to the procurement spend directed to SMME’s and co-operatives.

Road Traffic Management Corporation (RTMC)

(b) The RTMC percentage of procurement for purchasing from Small, Medium and Micro-sized Enterprises (SMMEs), cooperatives, as well as township and rural enterprises from 1 April 2015 up to the latest specified date for which information is available for:

(i) SMMEs: The RTMC spent 53.41% of the total procurement expenditure of R122 262 984 .53

procured 48% out of the total procurement from SMMEs from 1 April 2015 to date; and

(ii) Co-operatives: The RTMC has not spent any money on co-operatives

Road Traffic Infringement Agency (RTIA)

(a) The RTIA percentage of procurement for purchasing from Small, Medium and Micro-sized Enterprises (SMMEs), cooperatives, as well as township and rural enterprises from 1 April 2015 up to the latest specified date for which information is available for:

(i) SMME’s – 29.2% of the total procurement

(ii) Co-operatives: The RTIA has not spent any money on co-operatives

South African National Roads Agency Limited (SANRAL)

1. The SANRAL percentage of procurement for purchasing from Small, Medium and Micro-sized Enterprises (SMMEs), cooperatives, as well as township and rural enterprises from 1 April 2015 up to the latest specified date for which information is available for SANRAL has been promoting SMMEs and involving them in their projects since inception in 1998.

1. As reported in the Annual Report for the financial year 2014/15, over 1600 SMMEs were involved in the various categories of works and suppliers. The value of their earnings was R 3.9 billion.
2. In the current financial year to 31 December 2015, SANRAL has managed to maintain the number of SMMEs on its projects – over 1600. Their earnings to date are about R2.5 billion

Ports Regulator of South Africa (PRSA)

The Ports Regulator has spent a total of 34.38% of its total procurement on SMME’s and co-operatives as follows:

(b) (i) SMME’s expenditure is 34.38%

(ii) No expenditure on co-operatives.

South African Maritime Safety Authority (SAMSA)

1. Total Procurement spent is R89 983 653.68, spent on SMME is 28%
2. No spent on Co-operatives

Passenger Rail of Agency of South Africa (PRASA)

(b) (i) The spending figures for the period 01 April to 29 February 2016 are as follows:

Exempted Micro Enterprises: – R1 537 190 086 which is 23.5% of total procurement spending

Qualifying Small Enterprises: – R1 018 108 987 which is 17.6% of total procurement spending.

(The legislated minimum target in terms of the above is 15% of total procurement spending).

Black Suppliers: R2 719 641 138 which is 31% of total procurement spending

Black Women Owned Suppliers: R1 305 927 222 which is 18.2% of total procurement spending

(The legislated targets for the above are 40% and 12% respectively)

1. (ii) PRASA is establishing capacity to work with the Co-operative sector. For the period April 2015 to 29 February 2016, PRASA has spent R15. 8 Million on Co-operatives.

Railway Safety Regulator (PRSA)

1. The Railway Safety Regulator (RSR) has spent a total of 35.68% of its total procurement spend from 01st April 2015, to date which went to SMMEs.
2. RSR has not spent anything towards co-operatives.

Reply:

1. (a) (i)

As a policy, every retail store is awarded through an open, fair, equitable and transparent process. The award of retail leases through a tender process is subject to approval of the Airports Company South Africa SOC Limited (ACSA) designated governance committees.

The principal determining factor in the provision of retail space relates to the passenger volumes which are considered over the medium to long term. An internationally accepted rule of thumb is that every one million passengers can support between 800 and 1000 square meters of retail space. This is however at best an average indicator as many other factors make each airport unique.

(a) (ii)

The size of retail space at the airport is determined in terms of the merchandise mix. Merchandise mix is defined into major concepts/categories such as core duty free, arts and craft, electronics, books, fashion apparel, foreign exchange, food and beverage. Each of these categories require different size retail stores ranging from large stores of over 1,000 sqms to very small stores of only 50 sqms.

(b) (i)

Market research is undertaken before each major retail expansion or reconfiguration project. Market research of current demand and trends at other successful airports coupled with the empirical evidence of successful historical performance would be utilised in determining the scope or range of products that should comprise the offer in any given area. An airport’s duty free area would feature mostly high-end products in line with the passenger profile, the legislative environment (mostly tax- and duty free) and the longer dwell time prevalent in these areas.

Whilst the above area only caters for passengers on airside, the landside offer must also cater for the non-passenger consumer which would include airport staff.

(b) (ii)

The outcome of this analysis will confirm that the exiting location and retail space is adequate or not. If not, a revised retail spatial plan together with the merchandise plan is agreed upon. If the retail space is deemed to be adequate, the merchandise plan is agreed upon based on the historical trading densities achieved.

2. (a)

The starting point is to understand the retail categories/concepts that underperform which are normally reflected in the turnover trading density per sqm achieved. Another indicator is based on rentals paid as a percentage of turnover which are higher than the concession rate. ACSA is also able to benchmark trading density performance on similar retail categories across its airports, or within zones in the airport. Rentals are set and turnover performance are different across differing retail categories/concepts but also influenced by the proximity of trading areas to the flow of passengers.

(b)

The tenant mix and merchandise plan are changed where the retail concept is not achieving the planned outcome. ACSA carefully considers failure of the concept against the operator’s poor performance which could be due to a store being located in the wrong area or sometimes having to many stores providing the same concept.

3. (a)

The drivers influencing retail turnovers are:

• The disposal income predicted;
• the current and forecast ZAR rate of exchange that influences input costs and propensity to spend;
• the expected passenger traffic growth;
• the impact of available and new retail space planned;
• The impact of internal and external competition on the current and new retail concepts; and
• Changes to duty free and other legislation.

Therefore, the above factors are considered in determining the appropriateness of the historic performance as a proxy for setting the future minimum rentals and reviewing the business plans presented by the bidders against these parameters.

(b)

The response to item 3 (a) influences the outcome. If retail concepts are not achieving the desired outcome for the operator or ACSA, these are substituted by better performing concepts and/or new concepts proposed by bidders. Sometimes minimum monthly rentals are revised lower in the new bid where the historic minimum rentals as a percentage of the trading density were bid too high, or not affordable or sustainable.

Reply:

(1) Ms Alex Gagiano (580606 0116 089) cannot be in possession of or deal with 19 firearms or any other fireams as she is not in possession of a relevant dealers licence.

(2) No. When any person wishes to deal in firearms, the following process applies;

• An application for a competency certificate to deal in firearms is lodged with the South African Police Service.
• Upon approval of such an application the person concerned is legally permitted to deal in fireams.
• This person becomes registered on the EFRS as a dealer, under the Firearms Control Act, 2000.
• Over and above a competency certificate, a person must apply for a licence to deal in firearms.
• There are also other requirements that must be met before a licence to deal in firearms is issued, such as compliance with municapal bi-laws and safety measures. A house is not normally used as a dealership premises for firearms.

Reply:

1. This relationship was one of discretionary grant funding in line with CETA’s discretionary grant policy.
2. 1. AgriSeta did not disburse funds during the period under consideration, and
   2. As of 31 December 2015, an amount of R6, 568 929.26 was paid by CETA which includes disbursements and learner stipends.

(a) Name of SETA	(b) Line items paid	Amount	Programme
Construction Education and Training Authority	Learner Stipend	R1 581 840	Learnerships
	Administration fees	R 236 200
	Learning material	R 94 200
	Facilitation	R140 500
	Assessments	R46 500
	Internal moderations	R6 700
	Toolkit	R73 600
	Consumables	R480 000
	Protective clothing	R60 000
	Learner Stipend	R1 147 017	Apprenticeships (First year)
	Learning materials	R47 000
	Administration fees (R300 X 12 months)	R257 400
	Facilitation (R500 p/m X 4)	R172 000
	Assessments (R500 X 2)	R0
	Internal moderations (R350 X 2)	R0
	Mentorship (R500 p/m X 8)	R 257 000
	Toolkit	R0
	Consumables (R1600 X 3 months)	R 150 400
	Protective Clothing	R 56 400
	Learner Stipend	R 1 045 650	Apprenticeships (Second year)
	Learning Materials	R0
	Administration (R300 x 12 months)	R 223 900
	Facilitation (R500 p/m x 4)	R 142 500
	Assessments (R500 x 2)	R0
	Internal Moderations (R350 x 2)	R0
	Mentorship (R500 p/m x 8)	R 232 000
	Toolkit	R0
	Consumables (R1600 x 3)	R0
	Protective clothing	R 42 600

3. Yes, the information is tabulated below:

SETA	Number of learners completed training	Field of Study	Accredited Authority
CETA	94	Leanerships	Quality Council for Trades and Occupations
	74	Apprenticeship: Bricklaying
	25	Short Skills Programmes (Plumbing)
	25	Short Skills Programmes (Carpentry)
	25	Short Skills Programmes (Masonry)
TOTAL	243

4. The due diligence undertaken in the ordinary course would reveal the details sought and more.

 

Compiler/Contact persons: Mr MZ Ngubane

Ext: 5896

DIRECTOR – GENERAL

STATUS:

DATE:

REPLY TO QUESTION 127 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

(a) There was an increase of 367 GWh nationally over the specified period.

(b)(i) There was an increase of 262 GWh across the household sector over the specified period.

(ii) A decline of 334 GWh across the industrial sector over the specified period.

(c) There was a total of new 225 785 residential connections during the specified period. New connections refers to new grid connections and excludes customers who have migrated from conventional to prepaid, or who have terminated and subsequently reconnected their services.

 

Reply:

The responsibility to run institutions, including managing conflicts that arise within institutions and ensuring the safety of students and staff lies with the Management of our respective universities. Universities implement safety measures through their own security service departments or outsourced security services. Where required, they may call upon the South African Police Service for further assistance. Security operations is not the responsibility of the Department and is accordingly not directly monitored by the Department. However, the Department provides infrastructure funding to universities, some of which contributes towards security systems at student residences and academic buildings, for example access control, biometric systems, Closed-Circuit Television (CCTV) cameras and security fencing to safeguard campuses.

The Department has confidence in university Councils to appoint competent managers capable of managing public higher education institutions efficiently and effectively. The Department strongly opposes and condemns illegal activities, violence, destruction of property and threats to the lives’ of individuals, and supports university Management in their efforts to ensure the safety of their students, staff and property. The Department also supports university Management in taking decisive action to ensure the safety of students and staff by closing affected campuses, where necessary.

 

 

Compiler/contact persons: Dr P Vukea and Ms B Swart

Ext: 5251 and 5262

DIRECTOR – GENERAL

STATUS:

DATE:

REPLY TO QUESTION 650 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

Yes, the goal of the National Development Plan to bolster teacher education is being implemented as follows:

(i) In 2011, I published the policy on Minimum Requirements for Teacher Education Qualifications (MRTEQ) in the government gazette for implementation, which was updated in 2015 in alignment with the revised Higher Education Qualifications Sub-Framework.

The MRTEQ replaced the Norms and Standards for Educators (2000) and its main purpose is to refocus teacher education programmes to unambiguously focus on the development of teacher knowledge and practice.

The MRTEQ requires that initial teacher education programmes develop teacher knowledge and practice in five key areas of learning:

• Disciplinary learning refers to disciplinary or subject matter knowledge and it includes the study of education and its foundations, including but not limited to the philosophy, psychology, politics, economics, sociology and history of education. Secondly, it includes the study of specific specialised subject matter relevant to the academic disciplines underpinning teaching subjects or specialisations. Professional ethics and issues related to knowledge of, and relationships between the self and others are crosscutting themes that are theoretically located in the study of education and its foundations.
• Pedagogical learning includes general pedagogical knowledge, which refers to the study of the principles, practices and methods of teaching, knowledge of learners, learning, curriculum, general instructional and assessment strategies, and specialised pedagogical content knowledge, which includes knowing how to present the concepts, methods and rules of a specific discipline in order to create appropriate learning opportunities for diverse learners, as well as how to evaluate their progress. Inclusive education forms an important aspect of both general pedagogical knowledge and specialised pedagogical content knowledge.
• Practical learning involves learning from and in practice. Learning from practice includes the study of practice, using discursive resources to analyse different practices across a variety of contexts, drawing from case studies, video records, lesson observations, etc., in order to theorise practice and form a basis for learning in practice. Learning in practice involves teaching in authentic and simulated classroom environments. Work-integrated learning (WIL) takes place in the workplace (classrooms and schools) and can include aspects of learning from practice, e.g. observing and reflecting on lessons taught by others, as well as learning in practice, e.g. preparing, teaching and reflecting on lessons presented by oneself.
• Situational learning refers to knowledge of the varied learning situations, contexts and environments of education (classrooms, schools, communities, districts, regions, countries and globally), as well as to the prevailing policy, political and organisational contexts. This includes learning about the complex and differentiated nature of the South African society, learning to work in nuanced ways in confronting the diverse challenges faced by children in schools and the communities they serve, for example HIV/AIDS, poverty and the lingering effects of apartheid, dealing with diversity, promoting inclusivity and environmental sustainability.
• Fundamental learning in the context of teacher education in South Africa refers to learning, converse competently in a second official language,[1] the ability to use Information and Communication Technologies competently and the acquisition of academic literacies, which lay the foundation for effective learning in higher education contexts.

The MRTEQ sets standards for how teacher education programmes must address development of these areas of learning through specifying levels at which learning in these areas must take place as well as number of credits that must be allocated to these areas of learning.

The MRTEQ also closely regulates the teaching practice component of teacher education programmes to strengthen this component of initial teacher education programmes. It sets standards regarding the nature of schools to be used for teaching practice, the nature of the teaching practice component within initial teacher education programmes, and the time spent in schools.

A national Teacher Education Programme Evaluation Committee (TEPEC), comprising of the Department of Basic Education, South African Council of Educators and Education, Training and Development Practices Sector Education and Training Authority, chaired by the Department of Higher Education and Training has been set up. This Committee reviews all teacher education programmes to ensure that they meet the requirements stipulated in the policy on MRTEQ.

In addition to the above evaluation process, teacher education qualifications are also evaluated for inclusion on the Programme Qualification Mix of universities, and most importantly, evaluated for accreditation purposes by the Higher Education Qualifications Committee of the Council on Higher Education, prior to applying to the South African Qualifications Authority for registration on the National Qualifications Framework.

Together with strengthening teacher education through a focus on the quality of teacher education qualifications and programmes, the Department has put in place a number of other initiatives to bolster teacher education. They are as follows:

• Allocated ring-fenced funding to universities to develop teacher education infrastructure. In the 2012/13 - 2014/15 funding cycle, R662.4 million was invested in teacher education infrastructure.
• Provided funding and organisational support to JET Education Services to conduct a large-scale, longitudinal study into initial teacher education and identify issues that need to be addressed. The findings of the research are being taken up in the re-curriculation processes that are underway at universities.
• Supported research into the establishment of teaching and professional practice schools with a view to the research informing the development of these schools.
• Implemented the Strengthening Foundation Phase Teacher Education Programme. R141 million has been invested over the period from 2010 to 2015. As a result, the number of universities involved in Foundation Phase teacher education has grown from 13 to 21 universities. The 21 universities have been involved in a range of research, programme development and material development projects, and this has resulted in new teacher education programmes that will prepare Foundation Phase mother tongue teachers in all South African languages.

In addition to the measures that have already been put in place to strengthen teacher education, the Department is implementing a five year (2015/16 - 2019/20) Teaching and Learning Development Capacity Improvement Programme (TLDCIP) that will support universities to strengthen teacher education programmes at the level of curriculum structure and curriculum delivery.

The TLDCIP will:

• Support academic communities of practice focused on priority teaching subject specialisations (Mathematics, languages and literacy), which would have the responsibility to understand university practices across the system with respect to the specialisation, with a view towards the development of knowledge and practice standards for the teaching specialisation, and could assist to achieve greater convergence and rigour in teacher education curricula.
• Support appropriate research, programme development and material development activities that will improve the quality of initial teacher education programme delivery.
• Finalise norms and standards for professional practice schools and teaching schools and mechanisms for their establishment.
• Develop a national database of schools that will be developed as professional practice schools.
• Support universities to develop business plans for the establishment of teaching schools.
• Develop a national programme to support the professional development of school teachers that act as tutors and mentors to initial teacher education students, which can be delivered in a blended mode, with a significant online component.
• Develop an online platform/course for the teaching practice/work-integrated learning component of teacher education programmes.

(ii) The outcome of the implementation of the new policy regulating teacher education qualifications is that all universities have been required to redesign their teacher education programmes and submit them to the national TEPEC for review, prior to having them accredited by the Council on Higher Education. The new policy, re-curriculation process, strengthened national oversight processes and the range of concrete activities that have been undertaken to support policy implementation will result in stronger teacher education programmes producing teachers that are more strongly grounded in the knowledge and practice required to teach their subject specialisations in diverse South African classroom contexts.

 

Compiler/contact persons: Dr WJ Green

Ext: 5912

DIRECTOR – GENERAL

STATUS:

DATE:

REPLY TO QUESTION 719 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

1. In the case of students whose language of choice (or first language) is English or Afrikaans, this needs to be one of the nine other official languages or South African Sign Language. ↑

Reply:

The SABC Board reports directly to the Shareholder. Information about the frequency of meetings and attendance registers thereof are contained in the annual report of the SABC, the same will apply to meetings of SA Broadcasting Corporation Board of Directors held from 1 January 2015 to date. The agendas and decisions that were taken at these meetings are confidential and not intended for public discussion.

 

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

(a) The case docket mentioned was withdrawn on 13 April 2015 at the Pretoria Magistrates Court.

(b) This case has been referred to the National Director of Public Prosecutions for a decision.

Reply:

(1)(a) It is the continuation of the crime prevention and combatting intervention in the Northern Area of Port Elizabeth which is code named “Operation Coastal Dragon” and the intervention has been elevated to Cluster level (JCPS).

(1)(b) The SANDF, as member of the JCPS Cluster, will continue to play a role in the Cluster initiated interventions such as parcitipation in the planning process and logistic support.

(1)(c) No decision has been taken to deploy the SANDF in Port Elizabeth.

(2) The JCPS adopted the multi-discipline and integrated approach which is shared to all provinces for implementation.The same approch is applicable to all affected areas.

Reply:

The Minister’s report responded to the ad hoc committee’s report that was adopted by a resolution of the National Assembly during November 2014 in addressing the remedial action made by the Public Protector in paragraph 11 of her report. The Minister insists that he stands by his report because his report has not been jettisoned on the basis of it being factually incorrect, but its legality was tested against the lawfulness of the National Assembly’s instructions and the court decision in that regard is still pending.

Reply:

(a) The expenditure on contingent liabilities in the different financial years are as follows:

(i)(aa) 2011/12 R 105 960 million (Annual Report 2011/12 page 200)

(i)(bb) 2012/13 R 187 132 million (Annual Report 2012/13 page 257)

(i)(cc) 2013/14 R 251 192 million (Annual Report 2013/14 page 336)

(i)(dd) 2014/15 R 256 188 million (Annual Report 2014/15 page 416)

(ii) 2015/16 R 214 666 million (1 April – 31 December 2015 not audited yet)

(b) The breakdown of expenditures for 2011/12 up to 2014/15 are contained in the various Annual Reports as indicated above. The breakdown of expenditure for 2015/16 as at 31 December 2015 is as follows:

Nature of Liability	R’000
Vehicle accidents	11 724
Legal expenses	1 529
Damage to property	14
Assault	8 140
Police Actions	144 234
Shooting incidents	49 024
Total	214 665

 

Reply:

1. Ms Alex Gagiano does not have a special license to own Norinco AK47, semi-automatic firearm.

(1)(a) When any person wishes to deal in firearms, the following process applies:

• An application for a competency certificate to deal in arms is lodged with the Police.
• Upon approval of such an application the person concerned is legally permitted to deal in fireams.
• This person becomes registered on the EFRS as a dealer, under the Firearms Control Act, 2000.

(1)(b) In terms of Section 31(1) of the Firearrm Control Act (Act No.60 of 2000) “No person may trade in any firearm or ammunition without a dealers licence”.

(2) Ms Alex Gagiano (580606 0116 089) cannot be in possession of or deal with a semi automatic gun, Norinco AK47 or any other fiream without a relevant licence.

Reply:

 

1. As at 27 March 2016 there are no claims lodged against the above property.
2. Falls away.
3. Falls away.
4. Falls away.

Reply:

No. However, the Department of Human Settlements (DHS) paid for services rendered by companies which are indirectly or directly owned by certain persons as follows:

(a) Financial year 2012-13: None.

(b) During 2013-14 financial year, DHS paid for services rendered by the TNA Media (Pty) Ltd.

(i) once

(ii) R 19 900.00

(c) During 2014-15 financial year, DHS paid for services rendered TNA Media (Pty) Ltd.

(i) Once

(ii) R 9 950.00.

Reply:

The required information has direct security implications, which cannot be disclosed.

Reply:

(a) The Annual Reports of all universities are published on their respective websites and can be obtained for further analysis. The financial analysis of these universities for the 2013 and 2014 financial years are as follows:

    (i) University of Fort Hare

Net assets decreased from R519.3 million in 2013 to R407.8 million in 2014. Unrestricted net assets decreased from R330.6 million to R210.4 million in 2014.

   (ii) University of Zululand

Net assets decreased from R1.6 billion in 2013 to R1.4 billion in 2014. The University continues to show growth in unrestricted net assets increasing from R82.5 million to R186 million in 2014.

   (iii) Walter Sisulu University

Net assets increased from R59.8 million in 2013 to R116.3 million in 2014. The University decreased its accumulated deficits from R330.8 million to R273.7 million in 2014, another indicator that the University is dealing with the deficits incurred in prior years.

   (iv) University of Limpopo (formerly known as University of the North)

Net assets has increased from R2.4 million in 2013 to R2.8 billion in 2014. Unrestricted net assets increased from R225.5 million to R262 million in 2014.

   (v) University of Venda

Net assets increased from R1 billion in 2013 to R1.4 billion in 2014. Unrestricted net assets increased from R523.8 million to R548.4 million in 2014.

   (vi) University of KwaZulu-Natal

Net assets increased from R3.896 billion in 2013 to R3.915 billion in 2014. However, the University has increased its deficits on unrestricted net assets from R568.9 million to R773.7 million in 2014.

(b) The 2015 information is currently not available, as universities are only required to submit their 2015 Annual Financial Statements on or before 30 June 2016.

 

 

Compiler/contact persons: Ms P Whittle

Ext: 5248

DIRECTOR – GENERAL

STATUS:

DATE:

REPLY TO QUESTION 332 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

(a)(i) Loate and Mabopane police station

(a)(ii) Mabopane police station

(a)(iii) Loate police station

(a)(iv) Mabopane police station

(a)(v) Mabopane police station

(a)(vi) Mabopane police station

(b) An annexure is attached with the boundaries of Loate and mabopane police stations.

(c)

MABOPANE SAPS
(aa) Officers	Officers = 18 Vispol = 06 Detective = 07 Support = 05
(bb) Public Service Act, Act 103 of 1994,	Public Service Act = 22 Vispol = 05 Detective = 04 Support = 13
(cc) Operational vehicles	39
(ii) what is the breakdown of (aa) rank	Colonel = 1 Lieutenant Colonel = 3 Majors = 0 Captains = 11 Lieutenants = 2 Warrant Officers = 51 Sergeant = 02 Constable = 48 Total strength for station = 176
(bb) division in each case?	5 Wards = Members posted per ward is 35 Vehicles per ward = 7
LOATE SAPS
(aa) Officers	Officers = 16 Vispol = 06 Detective = 06 Support = 04
(bb) Public Service Act, Act 103 of 1994,	Public Service Act = 20 Vispol = 06 Detective = 02 Support = 12
(cc) Operational vehicles	38
(ii) what is the breakdown of (aa) rank	Colonel = 1 Lieutenant Colonel = 1 Majors = 2 Captains = 8 Lieutenants = 2 Warrant Officers = 28 Sergeant = 08 Constable = 65 Total strength for station = 137
(bb) division in each case?	Ward 9 =40 members with 10 vehicles Ward 19 =42 members with 11 vehicles

Reply:

(a) As part of the Housing and Human Settlement Programmes, a total of 15321 title deeds were delivered to households in 2013-2014 financial year by the respective Metropolitan Municipalities.

(b) During the 2014-2015 financial year, a total of 12911 title deeds were delivered to households by the respective Metropolitan Municipalities as part of the Housing and Human Settlement Programmes.

A comprehensive representation of the figures per Metropolitan Municipalities is detailed in the following table:

PERFORMANCE INDICATORS	BUFFELO CITY METRO	NELSON MANDELA BAY METRO	MANGAUNG METRO	EKURHULENI	CITY OF JOBURG METRO	CITY OF TSHWANE	ETHEKWINI	CITY OF CAPE TOWN METRO	TOTALS
2013/14	Number of Title Deeds transferred to eligible beneficiaries	0	0	2181	1486	0	4599	904	6151	15321
2014/15	Number of Title Deeds transferred to eligible beneficiaries	2925	0	849	97	1758	3297	2212	1773	12911

Reply:

(1) (a) and (b) Personnel verification is done by means of a monthly payroll certification in terms of the Public Finance Management Act, 1999 and Part VII of Chapter 1 of the Public Service Regulations, 2001.

(2) & (3) Payroll certification is done monthly, in terms of Treasury Regulation 8.3.4. Payroll certification is also an MPAT requirement, which is monitored by the Department of Planning, Monitoring and Evaluation.

Salaries are stopped immediately when discrepencies are identified.

Reply:

(a) Settlement of the specified claims is projected for Quarter 4 of 2016/2017 financial year. Finalization of the claims will dependent on all identified beneficiaries receiving restitution as per the settlement agreements.

(b) As at 15 March 2016, 853 claims are outstanding.

(c) All claims lodged before the cut-off date of 31 December 1998 will be researched by not later than 31 March 2017 as per the Strategic Plan and Annual Performance Plan submitted to Parliament during 2015. Outstanding claims are all at different restitution phases, and will be finalized once all restitution phases have been completed.

Reply:

(a) The intention is to isolate intelligence products, noting the diverse intelligence projects of Crime Intelligence and the need to plan forward and respond promptly, and place management control under direct leadership of the National Commissioner.

(b) According to the National Strategic Intelligence Amendment Act, Act No 39 of 1994 as amended, Act No 11 of 2013, section 1(b) “Counter-Intelligence means measures and activities conducted, instituted or taken to impede and to neutralise the effectiveness of foreign or hostile intelligence operations, to protect intelligence and any classified information, to conduct (security screening), vetting investigations and counter (subversion, treason, sabotage and terrorism aimed at or against personnel, strategic installations or resources of the Republic) any threat or potential threat to national security”.

(c) Current financial expenditures within programme 4, Crime Intelligence will be allocated for the operationalization of this.

   (i) Only personnel expenditure can be indicated at this stage as the establishment is an upgrade to Divisional level. Some or most of the posts will be filled by redeploying current skilled members to the new outfit.

   (ii) Implementation will commence 1 April 2016.

Reply:

The enquiry was converted to a case docket, Mafikeng CAS 256/04/2015. The matter is still under investigation. Investigation is at an advanced stage (80%). Additional witnesses were identified. These witnesses must be interviewed and their statements obtained. A prosecutor in the office of the Director of Public Prosecutions, Mmabatho has been assigned to the case.

Reply:

(1)(a) The investigation is finalised.

(1)(b) Malicious Damage to Property.

(2) Nobody has been arrested to date. No suspect has been arrested yet, due to the nature of the offence, which first requires a decision by the Senior Public Prosecutor.

(3)(a) Yes, the suspects were interviewed and warning statements have been obtained.

(3)(b) All the witnesses have been interviewed.

(i)-(ii) Eleven relevant witnesses were interviewed on various dates.

(4) The investigation is finalised and the docket was taken to the Senior Public Prosecutor for a decision on 8 March 2016.

Reply:

The Minister has not written to the Speaker of the National Assembly to withdraw, cancel or expunge his report on the Nkandla upgrades. It must be noted that the consession made by the President’s Counsel does not render the report invalid. So far the Minister’s report has not been tested against it being factually incorrect in any legal forum.

Reply:

(1)(a)(i)(ii)(b)(i)(ii) Op die Berg Satellite police station, is currently not on any priority list for upgrading. Day to day maintenance is the responsibility of the main station, Prince Alfred Hamlet.

(2)(a)(i) Vehicles are allocated according the total personnel on the station as per the Efficiency Index System (EIS). Op die berg is a satellite station of Prince Alfred Hamlet and is resourced from the mentioned station.

The station currently has a surplus of vehicles in terms of the EIS for January 2016.

Efficiency Index system:

	GRANTED	ACTUAL	SURPLUS
OVERALL	17	22	5
VISPOL	9	12	3
DETECTIVES	5	7	2
SUPPORT	2	2	0

(2)(a)(ii) Personnel have been allocated to the station in order to address staff shortages.

(2)(b) Entry level constables for recuitment have been allocated to the station.

In addition, posts have been advertised for promotion purposes. The Prince Alfred Hamlet police station prior and post to the establishment of the satellite police station in Op die Berg is resourced with human capital in accordance with the Medium Term Expenditure Framework as well as the Medium Term Personnel Framework of the South African Police Service on an ongoing basis. The staffing levels at all police stations in the Province are constantly monitored in order to address vacancies through the employment of existing human resource processes.

Further, the trainee post allocation to Prince Alfred Hamlet for the 2015/2016 trainee intake was recently reviewed and additional trainees were contracted to undergo training for deployment within the Prince Alfred Hamlet precinct to cater for the increasing demand on policing. This is evident of the commitment of the South African Police Service to facilitate, (on a continuous basis), the maintenance and increased staffing of police stations In order to meet their Constitutional obligation(s).

Reply:

(a)

(i)

City of Tshwane
Police Station	Number of Suburbs
AKASIA	32
ATTERIDGEVILLE	14
BOSCHKOP	45
BRONKHORSTSPRUIT	19
BROOKLYN	42
CULLINAN	15
DUBE	12
EERSTERUST	8
EKANGALA	8
ERASMIA	25
GA-RANKUWA	29
GARSFONTEIN	48
HAMMANSKRAAL	9
HEIDELBERG
HERCULES	34
KAMEELDRIFT	20
LAUDIUM	6
LOATE	14
LYTTELTON	50
MABOPANE	20
MAMELODI	29
MAMELODI EAST	29
OLIEVENHOUTBOSCH	58
PRETORIA CENTRAL	25
PRETORIA MOOT	16
PRETORIA NORTH	25
PRETORIA WEST	25
RIETGAT	40
SILVERTON	31
SINOVILLE	31
SOSHANGUVE	29
SUNNYSIDE	26
TEMBA	36
VILLIERIA	23
WELBEKEND	19
WIERDABRUG	55
WONDERBOOMPOORT	16

(ii)

Nelson Mandela Bay
Police Station	Number of Suburbs
MOTHERWELL	5
IKAMVELIHLE	4
KINKELBOS	7
KWADWESI	4
KWAZAKELE	7
NEW BRIGHTON	3
SWARTKOPS	7
MOUNT ROAD	13
ALGOAPARK	4
BETHELSDORP	5
GELVANDALE	8
HUMEWOOD	4
KABEGA PARK	13
WALMER	4
UITENHAGE	11
KWANOBUHLE	13

(iii)

City of Johannesburg
Police Station	Number of Suburbs
ALEXANDRA	11
BOOYSENS	46
BRAMLEY	44
BRIXTON	32
CLEVELAND	31
DIEPKLOOF	19
DIEPSLOOT	19
DOBSONVILLE	19
DOUGLASDALE	63
ELDORADO PARK	14
ENNERDALE	19
FAIRLAND	9
FLORIDA	44
HILLBROW	14
HONEYDEW	74
IVORY PARK	9
JABULANI	11
JEPPE	34
KLIPTOWN	25
LANGLAAGTE	20
LENASIA	13
LENASIA SOUTH	11
LINDEN	39
MEADOWLANDS	23
MIDRAND	74
MOFFATVIEW	46
MONDEOR	44
MOROKA	23
NALEDI	8
NORWOOD	44
ORANGE FARMS	17
ORLANDO	23
PARKVIEW	26
PROTEA GLEN	12
RABIE RIDGE	16
RANDBURG	44
ROODEPOORT	52
ROSEBANK	14
SANDRINGHAM	52
SANDTON	58
SOPHIA TOWN	29
YEOVILLE	18

(iv)

Erkhuleni
Police Station	Suburbs
ACTONVILLE	15
ALBERTON	43
BEDFORDVIEW	46
BENONI	66
BOKSBURG	34
BOKSBURG NORTH	53
BRACKENDOWNS	18
BRAKPAN	68
CRYSTALPARK	33
DAVEYTON	8
DAWN PARK	23
DUDUZA	16
DUNNOTTAR	12
EDENPARK	12
EDENVALE	36
ELSBURG	31
ETWATWA	16
GERMISTON	44
KATLEHONG	29
KATLEHONG NORTH	41
KEMPTON PARK	60
KWA THEMA	31
NIGEL	20
NORKEMPARK	27
OLIFANTSFONTEIN	37
PRIMROSE	39
PUTFONTEIN	19
REIGERPARK	15
SEBENZA	37
SPRINGS	72
TEMBISA	50
TEMBISA SOUTH	30
TOKOZA	17
TSAKANE	14
VOSLOORUS	33
ZONKIZIZWE	9

(v)

Buffalo City
Police Station	Number Of Suburbs
EAST LONDON	25
KIDDS BEACH	8
CHALUMNA	13
DUNCAN VILLAGE	8
GONUBIE	10
BEACON BAY	7
BUFFALO FLATS	12
KING WILLIAM'S TOWN	17
BHISHO	13
NDEVANA	7
DIMBAZA	17
KEI ROAD	2
KUBUSIEDRIFT	3
BOLO
PUNZANA	12
STEVE VUKILE TSHWETE	18
STUTTERHEIM	8
TAMARA	20
ZWELITSHA	18
ZELE	18

Reply:

(1)(a) A case has been registered at Milnerton SAPS; (1) Murder, (2) Attempted Murder with Milnerton CAS number 834/02/2016 and is being investigated by IPID.

(2)(a)(b)&(c) National Instruction 1/2016 and Section 49 of the Criminal Procedure Act (Act No. 51 of 1977) as amended have been complied with.

Reply:

Indeed Honourable member, I have signed a performance agreement with the President.

(a) The Performance Management Framework for Ministers is the Medium-Term Strategic Framework (MTSF) 2014/19.  The performance targets and indicators are derived from the fourteen (14) Outcomes which government seeks to achieve. To assist the Honourable member, the outcome applicable to my portfolio is outcome eight (8).

The outcomes and targets constitute government’s Programme of Action (POA), against which performance is tracked and reported on at least on a quarterly basis.

(b) to (e) The monitoring of the Performance Agreements is done through Cabinet when assessing the progress of government’s programme of action. The latter is submitted periodically and discussed extensively in Cabinet after which a Cabinet Statement is issued to the public. Cabinet discusses implementation bottlenecks and make recommendations to address the identified bottlenecks.