Questions and Replies

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. 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:

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. 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 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:

 

SAPO has advised me as follows:

There has been no recent strike at SAPO, the last strike was in 2014.

(1)(a) 851 Post Offices (including 13 mail centres) were closed across the country at the start of the strike. In the third and fourth week 634 post offices (including 14 mail centres) and 714 post offices (including 9 mail centres) were respectively closed. The closures were mostly in the Gauteng Province followed by Western Cape and Kwa-Zulu Natal. These were mainly in; Johannesburg, Pretoria, Cape Town and Durban. The closures in other provinces were sporadic in nature.

(b) A total of 4656 employees were reported to be on strike. However the level of intimidation and violence that was experienced during the strike led to more employees not being at their workstations during the strike due to fears of intimidation and violence.

(2) The details of the grievances included:

    (i) Back pay for the 2014 salary increases

     (ii) Casual employees requesting full time employment with full benefits

     (iii) Permanent Part time employees (flexible labour contracts) requesting full time employment

     (iv) Equal work for equal pay

    (v) The 588 employees that were previously dismissed due to illegal strike but then re-employed in 2013 after agreements between SAPO and labour Unions demanded re-instatement of full benefits

(3) The Minister established the National Leadership Forum at SAPO in October 2014. This was used as a platform to re-establish the engagements between representatives of the organised labour and SAPO management with the Department attending as an observer. SAPO workforce forums were subsequently established and settlement agreements reached with labour representatives taking into account SAPO’s financial situation. These agreements included:

    (i) Back pay for 2014/2015 salary increases

    (ii) Conversion of casual and permanent part-time workers to permanent full time employees

    (iii) Equal pay for work of equal value

    (iv) 2015/2016 salary increases

Of the above agreements, the conversion of the temporary employees (casuals and flexible labour contracts) to permanent employees started in 2014 in a phased-in approach but was stopped due to financial constraints. Other settlements agreements were not honoured altogether due the entity’s continued constrained cash-flow position as the entity battled to recover financially post the strike action.

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) 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:

Due to the court challenge relating to the appointment of the Head: DPCI which is currently before the High( Gauteng North).The list of shortlisted candidates and their curriculam vitae will be delivered to Parliament once that process is finalized.

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:

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:

Department

a) How many persons have been suspended with full pay within (i) her department.

(aa) 2012/13 – None

(bb) 2013-14 – 1 X DDG for 10 months. The value for the duration is R983 851.49

(cc) 2014-15 financial years – Five (05) employees to the value of R1 015 228.91

• 2 Deputy Directors-General (3 Months and 15 days)
• 1 Director (3 months and 20 days)
• 1 Deputy Director (3 months and 20 days)
• 1 Assistant Director (4 months and 10 days)

(b) in each specified case, what (i) is the value of these payments for each month by her department

2013/2014 FINACIAL YEAR
NUMBER OF EMPLOYEES	MONTH	VALUE OF PAYMENTS
One employee	May 2013	R0
	June	R77 356.42
	July	R94 116.98
	August	R94 116.98
	September	R153 559.29
	October	R94 116.98
	November	R94 116.98
	December	R94 116.98
	January 2014	R94 116.98
	February	R94 116.98
	March	R94 116.98
TOTAL	R 983 851.49
2014/2015 FINACIAL YEAR
Employee 1	April 2014	R138 386.61
TOTAL	R138 386.61
Employee 2	July 2014	R118 521.91
	August 2014	R124 311.78
	September 2014	R53 130.51
TOTAL		R295 964.20
Employee 3	October 2014	R27 974.57
	November 2014	R70 907.76
	December	R70 907.76
	January	R70 907.76
	February	R23 312.74
TOTAL		R264 010.00
Employee 4	October 2014	R16 478.74
	November 2014	R41 769.04
	December 2014	R41 769.04
	January 2015	R41 769.04
	February 2015	R13 732.29
Total		R155 518.14
Employee 5	October 2014	R36 545.71
	November 2014	R37 020.79
	December 2014	R37 020.79
	January 2015	R37 020.79
	February 2015	R13 741.90
Total		R161 349.96
Grand Total – 2014/15		R1 015 228.91

(c) what were the reasons for (i) these suspensions,

The officials committed serious allegations of misconduct that warranted precautionary suspension.

(ii) reasons for suspending the persons with full pay

Precautionary suspension is always with full pay in terms of Chapter 7, clause 2(b) of the Senior Management Service Handbook and clause 7.2 of the Disciplinary Code and Procedure (Resolution 1 of 2003).

(iii) the delay in resolving the suspension in each case respectively

The complexity of the investigations is the cause of the delay.

(d) what steps is she taking to resolve these suspensions?

All the above-mentioned cases were resolved.

Airports Company South Africa SOC Limited (ACSA)

(a)(ii) The Airports Company South Africa, placed employees under suspension with full pay pending investigation and possible disciplinary action during the financial years under review as follows:

(aa) 2012/13

During the period under review, nine (9) employees were placed under suspension with full pay for the average period of approximately three (3) months (92 days). The total value of the salaries paid to the nine (9) employees during the period under review for suspension with full pay amounted to R 286 889.90.

All cases were concluded, with outcomes reached within set timeframes of investigation, resolution and finalization of such matters.

(bb) 2013/14

During the financial year under review, nineteen (19) employees were placed on suspension with full pay for the average period of approximately three (3) months (95 days). The total amount of salaries paid to the nineteen (19) employees during the period of suspension under review amounted to R 880 462.11

All cases were concluded, with outcomes reached within set timeframes of investigation, resolution and finalization of such matters.

(cc) 2014/15

During the financial year under review, thirty four (34) employees were placed under suspension with full pay for the average period of below three (3) months (77 days). The total amount of salaries paid to the thirty four (34) employees during the period under review of suspension with full pay amounted to R 2 298 887.60

All cases were concluded, with outcomes reached within set timeframes for investigation, resolution and finalization of such matters.

(c)(i) and (ii) Reasons for suspension and disciplinary action during the requested review period

The reasons for suspensions to facilitate investigation and conclusion of matters during the period under review were many and varied as reflected in the list below:

Assault

Breach of policy

Collusion

Concealment of information

Damage to property

Desertion of post

Dishonesty

Embezzlement of funds

Forging of sick note

Fraud

Gross negligence and/or competence, violation of policy.

Illegal micro lending

Insubordination

Intimidation, abusive and insulting

Misrepresentation

Misuse of property

Non-disclosure of criminal record

Sleeping on duty

Tempering

Theft

Unacceptable conduct

Unauthorised conduct

Use of foul and insulting language

(iii) Conclusion of disciplinary action during the requested review period

All of the suspensions with full pay for the three (3) sets of financial years have been finalised and there were no delays in the investigation and finalisation of disciplinary processes. Outcomes of majority of the disciplinary processes mainly resulted in decisions of:

• Dismissal
• Acquittal and
• Final written warnings

(d) Solution for the reduction of suspensions with full pay

A benchmark has been set for resolution of suspensions with full pay within a period of three (3) months. Suspension of employees with full pay will be used as an action of last resort in deserving cases of serious financial and criminal misconduct. While some suspensions with full pay may be longer than others, the average period of three months (3) will be the guiding principle.

South African Civil Aviation Authority (SACAA)

1. (i) N/A (ii) the South African Civil Aviation Authority suspensions are listed below for (aa) there were none, for 2012/13, (bb) there were none for 2013/14, and (cc) for 2014/15 as per table below. (ii) (aa) (bb) (iii) and (iv) are stated in the table below.

Name Department	No. of days suspended	Reasons for suspension	Payment value of suspension in rand per month	Delay and Reasons	Action taken to resolve the matters
Accident and Incident Investigation Division	90 days	Serious misconduct relating to misrepresentation of qualifications	R59,782.76 x3 months R179.348.28	No delay*	An internal disciplinary process was undertaken and the employee was dismissed.
Air Safety Operations Division	90 days	Serious Misconduct unethical conduct when doing inspection and audit.	R70,654.22 x 3 months R211,962.66	No delay*	An internal disciplinary process was undertaken and the employee was dismissed.
Air Safety Operations Division	90 days	Serious misconduct relating to conflict of interest and contravention of Civil Aviation Act, section 98.	R51,442.43 x 3 months R154,327.29	No delay*	The employee resigned before the disciplinary hearing was held.
Air Safety Operations Division	14 days	Serious misconduct relating to conviction on criminal case.	N/A	No delay*	An internal disciplinary hearing was conducted and the charges against the employee were dismissed by the Chairperson of the hearing.
Air Safety Operations Division	120 days	Serious misconduct relating misrepresentation of flying experience.	R97,707.48 x 4 months R390,829.92	Under the control of external investigations.	An internal disciplinary process was undertaken and the employee was dismissed.
Air Safety Operations Division	150 days	Serious misconduct relating to misrepresentation of qualifications.	R57,258.57 x 5 months R286,292.85	Some delay experienced during festive holidays.	An internal disciplinary process was undertaken and the employee was dismissed.
Total			R1,222,761.00

Footnote: * means that the suspension was within the SACAA Disciplinary Management Policy.

Air Traffic and Navigation Services SOC Limited (ATNS)

Department	Date Suspended	Date Suspension Uplifted Termination	Value of payment per month	Total of payment whilst on suspension	Reason for Suspension	Reason for Delay in resolving matter	What is being done to resolve	Reason for suspension with full pay
2012/2013
ATNS	25 September 2012	24 December 2012	R56 767.00	R163 307.00	KPMG Audit – Whistle blowing matter	Matter was dealt with as expedient as possible taking the audit into consideration.	Matter concluded	According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay
ATNS	31 August 2012	14 September 2012	R20 833.33	R10 575.00	Gross Insubordination	Non availability of internal qualified Chairman.	Matter concluded.	According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay
ATNS	25 September 2012	24 December 2012	R72 399.00	R211 618.00	KPMG Audit Whistle blowing matter	Matter was dealt with as expedient as possible taking the audit into consideration.	Matter concluded.	According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay
ATNS	28 March 2013	1 August 2013	R153 333.00	R634 561.00	Gross Insubordination	External legal team appointed based on seniority.	Matter concluded. Employee dismissed.	According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay
2013/2014
ATNS	4 July 2013	5 September 2013	R128 808.00	R271 466.00	Gross dishonesty	External legal team appointed due to seniority of employee.	Matter concluded.	According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay
ATNS	13 March 2014	25 July 2014	R80 424.00	R357 004.00	Gross Insubordination	External legal team appointed due to the seniority of the employee.	Matter concluded	According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay
2014/2015
ATNS	16 May 2014	31 October 2015	R111 435.00	R1 950 958.07	Whistle Blower on allegations of racism, discrimination, intimidation and victimisation of black employees.	Extensive internal disciplinary hearing finalised.	Matter Concluded. Employee resigned before finalization of disciplinary hearing.	According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay
ATNS	16 May 2014	25 September 2015	R94 350.00	R1 557 411.00	Whistle Blower on allegations of racism, discrimination, intimidation and victimisation of black employees.	Extensive internal disciplinary hearing finalized.	Matter Concluded. Employee dismissed.	According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay

Ports Regulator of South Africa

The Ports Regulator has never suspended any of its employees since starting operations in 2007.

South African Maritime Safety Authority ( SAMSA)

1. (ii)

Number of persons suspended	Number of months person suspended	Amount p/m	Reasons for suspension	Why Suspension with full pay?	Reasons for delays in resolving the matter	What are the Steps to resolve the matter?
2012-13
1	3 months	R69 141.49	Misconduct	Precautionary suspension	CCMA process took long	Resolved
2013-14
1	1 month	R28 818.12	Misconduct	Precautionary suspension	Hearing process	Resolved
2014-15
1	3 months	R70 616.58	Misconduct	Precautionary suspension	Investigation	Matter referred to the Labour Court
1	6 months	R18 853.99	Misconduct	Precautionary suspension	Sick leave by staff member & initiator	Matter resolved

Railway Safety Regulator (RSR)

ii. (aa) No persons were suspended during the 2012-13 reporting period.

ii. (cc) 2014/15 FINANCIAL YEAR

NO. OF PERSONS	REASONS FOR SUSPENSION	PERIOD OF SUSPENSION	MONEY PAID DURING SUSPENSION
1	Gross dishonesty, Financial misconduct, Insubordination and Breach of Duty of Trust.	Four months	R388, 700,96
1	Misconduct	One month	R42, 316
TOTAL
2			R431,016.96
(bb) 2013/14 FINANCIAL YEAR
NO. OF PERSONS	REASONS FOR SUSPENSION	PERIOD OF SUSPENSION	MONEY PAID DURING SUSPENSION
1	Misconduct	One month	R81, 433,50
1	Misconduct	Two months	R46, 474,64
TOTAL
2			R127, 908,14

(b)(iv) All the suspensions were conducted in compliance with the RSR’s Disciplinary Policy, which makes allowances for suspensions with full pay.

Cross-Border Road Transport Agency (CBRTA)

(a)(ii) The CBRTA in the (aa) 2012-13 (bb), 2013-14 (cc) 14-15 financial years (b) suspended a total of eight (8) persons as outlined in the schedule of suspensions table listed below. (b) The amount was paid to each of the specified persons in each month in each of the specified financial years, (c) the reasons for (i) the suspensions and (iii) the delays in resolving the suspensions in each case respectively are all provided in the table below.

Position	(aa)(bb)(cc)Financial years	Period	(c)(i) (ii) Reason for suspension	(c)(iii) Delay in resolving these matters	(b) Monthly amount paid
HR Generalist	FY12/13	FY12/13	November 2012 - January 2013 Suspended for 65 days	Alleged Misconduct. Recruitment process not followed for appointment of new hires. Verbal offers of employment extended before requisite approval.	The matter was not delayed. The suspension was uplifted and an informal disciplinary hearing was conducted.	R 36,744
Chief Road Transport Inspector	FY12/13	FY13/14	February 2013 – April 2013 Suspended for 65 days	Alleged misconduct. Making use of employer's resources for personal benefit. Leave without authorisation	The matter was not delayed. Disciplinary hearing was conducted.	R 38,133
Senior Manager Human Resources	FY13/14	FY13/14	March 2013 – April 2013 Suspended for 43 days	Alleged Misconduct. Unprofessional conduct, fraudulently changing performance score, failure to carry out responsibilities with recruitment of Road Transport Inspectors	The matter was not delayed, the employee resigned pending disciplinary enquiry	R 66,371

Position	(aa)(bb)(cc)Financial years	Period	(c)(i) (ii) Reason for suspension	(c)(iii) Delay in resolving these matters	(b) Monthly amount paid
Senior Manager Law Enforcement	FY 13/14	FY 14 / 15	November 2013 – November 2014 Suspended for 260 days	Alleged misconduct. Gross Insubordination, unruly behaviour, gross negligence	Delays with investigations due to unavailability of witnesses due to work pressures as well as year-end closure. Further delays with serving the employee with disciplinary hearing notice due to unavailability. Postponement of disciplinary hearing on account of employee's request for more time to prepare. First hearing adjourned on the basis of a technicality raised by the employee and his representative. Still more delays for a few scheduled hearing dates due to unavailability of the employee's representative. Eventually the case went to the CCMA for pre-dismissal arbitration. The pre-dismissal arbitration was delayed among others due to ill health of the employee, unavailability of his representative, ill health of the Commissioner; interdict an application to the High Court by the employee. The matter was settled on 3 November 2014.	R 75,467
Executive Manager: Human Resources & Administration	FY13/14	FY14/15	February 2014 - July 2014 Suspended for 108 days	Allegations of misconduct - Gross dereliction of duty, gross insubordination, and gross negligence	Matter delayed by changes to external investigators. Finally a settlement agreement was entered into	R 110,933
Executive Manager: Facilitation & Industry Development	FY14/15	FY14/15	May 2014 - November 2014 Suspended for 130 days	Allegations of misconduct - Gross insolence and undermining authority of superior	The matter was not delayed. After further investigations, the matter was partly heard. The employee requested a settlement agreement	R 131,098.50

Position	(aa)(bb)(cc)Financial years	Period	(c)(i) (ii) Reason for suspension	(c)(iii) Delay in resolving these matters	(b) Monthly amount paid
Senior Data Administrator	FY14/15	FY15/ 16	July 2014 – May 2015 Suspended for 216 days	Allegations of misconduct - Frequent late-coming, Repeated absence without permission, Abscondment/desertion, Gross insubordination	Suspension and hearing delayed on account of repeated failure by employee to respond to acknowledge receipt and/or to respond to disciplinary documentation, failure to attend the inquiry. Unsuccessful use of the services of the Sheriff of the Court to serve documentation to employee. 1st hearing conducted in employee's absence which led to her dismissal. Appeal chairperson granted that another hearing be conducted where she will be given an opportunity to state her case. 2nd hearing delayed due to unavailability of representative, ill-health of employee. Hearing finalised.	R 31,951

Position	(aa)(bb)(cc)Financial years	Period	Reason for suspension	Delay in resolving these matters	Monthly amount paid
Senior Manager Information Technology	FY14/15	FY15/ 16	October 2014 – July 2015 Suspended for 216 days	Allegations of misconduct - Intended fraud.	Investigations into the alleged misconduct were lengthy and required extended time. When suspension was uplifted with intention to pursue hearing, employee resigned.	R 79,679

(d)Mitigation against future costs related to employee suspensions:

The C-BRTA developed and adopted Management Guidelines for Employee Suspensions (as attached) that line management will now use when considering suspensions. The overall effect is that to date employee suspensions have become minimal and where there is a need to isolate an employee from operations while investigations are underway, the employee is placed in other non-related roles to best derive equitable value for the salary earned.

Road Accident Fund (RAF)

1. (ii) The Road Accident Fund (RAF), who employs over 2500 people, suspended with full pay (aa) 9 employees in 2012-13, (bb) 20 employees in 2013-14, and (cc) 10 employees in the 2014-15 financial years,

1. the value of the matters for each month in each financial year are:

	(aa) 2012-13	(bb) 2013-14	(cc) 2014-15
April	R 76 000.00	R 160 000.00	R 420 000.00
May	R 45 000.00	R 215 000.00	R 465 000.00
June	R 85 000.00	R 255 000.00	R 420 000.00
July	R 85 000.00	R 245 000.00	R 450 000.00
August	R 75 000.00	R 225 000.00	R 420 000.00
September	R 90 000.00	R 125 000.00	R 550 000.00
October	R 55 000.00	R 100 000.00	R 550 000.00
November	R 30 000.00	R 205 000.00	R 430 000.00
December	R 58 000.00	R 175 000.00	R 320 000.00
January	R 92 000.00	R 200 000.00	R 130 000.00
February	R 70 000.00	R 300 000.00	R 130 000.00
March	R 70 000.00	R 420 000.00	R 130 000.00

1. (i) the reasons for the suspensions, which relate to anything from misconduct to fraud, are to manage the risk of the employee to interfering with witnesses and/or evidence; where the continued presence of the employee presents a threat to life or property; or where the employee’s presence will have a disruptive effect on other employees, (ii) the CCMA and Labour Court generally consider suspension without pay an unfair labour practice, therefore the RAF Disciplinary Policy provides for the suspension of an employee on full pay in the aforementioned instances, (iii) delays in resolving the matters may be experienced due to any one or more reasons, including ongoing investigations that must be completed; the employee getting sick; CCMA referrals for unfair labour practices; and, requests for legal representation and determination, which if granted, impacts on the time taken to conclude hearings, and

1. in order to resolve future matters the RAF is amending its Disciplinary Policy to curb the maximum period for which an employee may be suspended on full pay and requiring the employee be charged no later than one month after the suspension.

Road Traffic Management Corporation (RTMC)

(ii) Road Traffic Management Corporation

(aa) 2012 - 2013 = five (5) employees

(bb) 2013 – 2014 = Five (5) Employees

(cc) 2014 – 2015 = One (1) Employees

1. 2012-2013

Employee	Monthly salary
No. 1	R 18 421.39
No. 2	R 13 961.89
No. 3	R 10 815.07
No. 4	R 35 980.71
No.5	R 14 383.92

2013-2014

Employee	Monthly salary
No. 1	R 38 565.30
No. 2	R28 490.88
No. 3	R 35 256.08
No. 4	R 14 171.32
No.5	14 383.92

2014-2015

Employee	Monthly salary
No. 1	R 35 256.08

1. (i) The reasons for the suspension were that the acts of misconduct were very serious and another reason was to conduct the investigation free from possible interference by the employees, in terms of paragraph 9.2 (i) & (ii) of the Disciplinary Code and Procedures of the Corporation

(ii) The suspension of this kind is with full pay in terms of paragraph 9.2 (b) of the Disciplinary Code and Procedures of the Corporation.

(iii) The delays were caused due to the investigation which took longer than we expected. Charges are informed by the Investigation report and therefore if finalization of the investigation delays, then the process of charging the employee/s delays.

(d). As soon as the employee is suspended, processes will be put in place to ensure that the investigation unfolds immediately without any delay. This will ensure that there are no unnecessary delays in the finalization of cases and suspensions.

Road Traffic Infringement Agency (RTIA)

(ii) Suspensions with Full Pay
2012/13	2013/14	2014/15
None	None	1

1. R 261 541.15 for the period September 2014 to February 2015

Gross salary per month:

September 2014- R39 401.44

October 2014- R39 401.44

November 2014- R39 401.44

December 2014- R39 401.44

January 2015- R64 533.97

February 2015- R39 401.44

1. Reason for suspension

1. Misconduct;
2. The suspension was with full pay; and
3. A lengthy disciplinary process was undertaken and the employee was given a final written warning

1. The disciplinary hearing concluded the process.

South African National Roads Agency Limited (SANRAL)

None of the South African National Roads Agency (SOC) Ltd (SANRAL) staff members were suspended during the years under review

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:

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:

I appointed the Minister of Finance because I have confidence in his ability to execute his responsibilities. The fiscal consolidation programme he announced in the Budget Speech was developed collectively by the Cabinet and is fully supported by the Cabinet.

Reply:

DRAFT REPLY

There is a sitting Commissioner of SARS, so there is no need to look at potential candidates when there is no vacancy.

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:

The Department did not award any contract to Atul, Ajay and Rajesh Gupta during the (a) 2012-13, (b) 2013-14 and (c) 2014-15 financial years.

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

Reply:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Reply:

(a) No, the Minister has not visited Ga-Rankuwa.
(b) The Minister visited the Tlokwe Local Municipality, since his appointment.
(i)
The Minister has taken steps to address community grievances. These include:

• Ensuring that the department continues to implement the Back-to-Basics (B2B) programme that addresses challenges in the local government sphere

• Directing the department's provincial 828 coordinators to focus on areas where violent protests are taking place, to address community grievances;

(ii) The City of Tshwane is involved in addressing concerns raised by the residents of GaRankuwa.
The Back to Basics provincial teams have identified municipalities where violent protests are taking place and are working at resolving the challenges in these municipalities.
The teams report back to the Minister regularly.

Reply:

Province	(1)(a)	(1)(b)	(1)(c)(i)	(1)(c)(ii)	(2)
Mpumalanga	38	37	One (1) investigation is still active (ongoing).	5 cases are pending in court One case is with IPID	Provincial Taxi Contingency and Operational Plan is in place.
Free State	8	6	Four (4) warning statements are outstanding. One (1) docket is at the DPP for a decision.	Investigation is ongoing.	Not Applicable
Eastern Cape	2	1	One (1) investigation is still active (ongoing). The accused is deceased. Suspected that more perpetrators are involved.	Investigation is ongoing in respect of the other perpetrators possibly involved.	Information received regarding a second party that was with the accused currently at Waterval Prison is being pursued.
Northern Cape	0	0	Not Applicable	Not Applicable	Not Applicable
North West	6	5	One (1) investigation is still active (ongoing) because the suspect is still unknown.	Investigation still active (ongoing)	N/A

Province	(1)(a)	(1)(b)	(1)(c)(i)	(1)(c)(ii)	(2)
KwaZulu-Natal	66	20	Forty six (46) investigations are still active (ongoing) because a break-through has not been made.	THE PROVJOINTS has established a priority committee comprising of all security agencies, joint intelligence committee, Provincial Department of Transport, Department of Community Safety and liaison. PSIRA and other municipal role players. The priority committee meets monthly to address TAXI and Transport Violence committee. Special efforts are put in place to ensure visible presence from uniform and Public Order Police . Metro Police and Road Traffic Inspectorate.	A task team at Provincial level has been established to investigate all cases at Provincial level. Specialised prosecutors have been appointed to deal with matters at court. SAPS are involved in supporting mediation efforts of the Department of Community Safety and Liaison.
Guateng	153	38	One hundred and fifteen (115) investigations are still active (ongoing) because a break-through has not yet been made due to: Witnesses reluctant to come forward and provide statements. Witnesses intimidated after suspects are arrested.	Potential witnesses are informed of the Witnesses Protection Programme in order to keep them save. A special investigation team was formed to deal with Taxi violence cases This team is working closely with Crime Intelligence in order to identify suspects and solve cases. The investigation team also communicate with their counter parts in other Provinces. The team is constantly striving to improve the informer network.	The officers in the investigation team have regular meetings with the HOD of the Department of Transport and other stakeholders, in order to identify potential conflict in the industry and to possible solve it. The SAPS has formed the taxi stability task team, who is mandated to inspect and impound taxis that are operating illegally, they also patrol taxi violence hotspot. Members of the investigation team also patrol identified hotspot and are tasked to gather information. The HOD in the Department of Transport and officers of the investigation team meet with rival taxi associations in order to resolve their differences.

AXI VIOLENCE CONTINGENCY

Province	(1)(a)	(1)(b)	(1)(c)(i)	(1)(c)(ii)	(2)
Western Cape	85	30	Fifty five (55) Investigations are still active (ongoing).	All cases were assigned to new investigating officers. Witnesses are being re-interviewed to obtain further information.	A task team at Provincial level has been established to investigate all cases at Provincial level.
Limpopo	1	0	One (1) investigation is still active (ongoing).	N/A	All taxi related incidents are being discussed during the Cluster JOINT Meetings Members attached to POP and Vispol Monitor Taxi ranks where suspicions of any Taxi relate incidents Regular interaction with all Taxi Associations and during the Rural Safety meeting

Reply:

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

BUFFALO CITY METROPOLITAN MUNICIPALITY

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

CITY OF TSHWANE

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

MANGAUNG METROPOLITAN MUNICIPALITY

Not applicable

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY (NMBMM)

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

 

Reply:

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

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

Reply:

(1) (a) All project applicants submit their business plans and requested budgets. After engagement with MDDA Project Staff members through on site assessment, a needs analysis is conducted with the applicants, this entails interrogating each budget line item and a recommended budget is decided based on that need analysis. Below is the costing for 2011 and 2013 funding to Treasure Magazine:

2011

Item description	Quantity	Cost
Printing	10 000 copies @ R 70,100.00  (bi monthly, 64 pager, full colour) x 6 annually	R 420, 600.00
Distribution	10 000 @ R 3,000.00 (bi monthly, 64 pager full colour) x 6 annually	R 18, 000.00
Software – in design	@ R8,000.00	R 8,000.00
Public Relations & Promotions	@ R 2,000.00 per month x 12	R 24,000.00
Email & internet connection	@ R500.00 per month x 12	R 6,000.00
Website developer and hosting	@ R 1,000.00 per month x 12	R 12,000.00
Photo & Illustration	@ R 2,000.00 per issue x 6	R 12,000.00
Bank charges	@ R 400.00 per month x 12	R 4,800.00
Stipends	1 x Journalists @ R 5,500.00 per month x 12	R 66,000.00
	1 x Layout & Graphic Designer @ R6,500.00 x 6 editions	R 39,000.00
	Publisher @ R 8,500.00 x 12	R 102,000.00
	1 x Marketing and Sales Officer @ R 5,500.00 per month x 12	R 66,000.00
	1 x sub-editor @ R 8,500.00 per edition x 6	R 51,000.00
Audit & Accounting fees	Once off	R 10,000.00
Total		R 839,400.00

2013

Item Description	Quantity	Costs per month	Total Costs
Printing	10 000 copies @ R72,400.00 (bi monthly) x 6 editions	R 72,400.00	R 434,400.00
Distribution	10 000 copies @ R 2,000.00 (bi monthly)x 6 editions	R 2,000.00	R 12,000.00
Bank Charges	12 months	R 400.00	R4,800.00
Telecommunications	12 months	R2, 000.00	R24,000.00
Audit Fee	Once off	R 14,800.00	R 14,800.00
Total Budget			R490,000.00

1. (b) The printing costs are reflected on the costing above as quoted by Paarlcoldset printers in Cape Town
2. The MDDA funding criteria is embedded in Section 3 of the MDDA Act of 2002. Treasure Magazine meets all the objects as stipulated in the Act and therefore a successful project established and managed by a black young woman. The MDDA measures the success of each supported project based on its sustainability which is driven by the publication’s ability to generate revenue through advertising and other promotion, sales and marketing activities. A magazine that sells 8000 copies can per month be deemed to be successful if it has managed to generate enough advertising that will enable it to continue printing, cover all its operational costs including staff retention.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE

Reply:

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

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

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

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

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

Reply:

Maize:

Grain SA submitted an application for an increase in the dollar based reference price for maize in December 2015. ITAC engaged with stakeholders and solicited comments from 25 interested parties. ITAC staff is now evaluating the application. The preliminary submission will be submitted to the Commissioners of ITAC during the Commission meeting of May 2016 for consideration.

Wheat:

Wheat tariffs are determined by a variable tariff formula based on US dollars. At the request of producers, when the conditions were met for an upward tariff trigger, ITAC applied the formula and tariff increases were accordingly applied. This resulted in an increase of customs duties on wheat from 91.12c/kg to 122.43c/kg and wheaten flour from 136.68c/kg to 183.65c/kg.

However, in light of the drought, the current exchange rate and the impact on food prices, government has requested a review of the variable import duty formula to ensure that consumer needs are properly taken into account.

-END-

Reply:

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

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

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

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

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

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

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

Reply:

(a) The anticipated total costs of producing and installing the 5 million subsidized STBs, as appropriated, is R2.45 billion.

(b) Over the MTEF period the National Treasury has allocated R1.1 billion.

(c) The funds will be drawn from the Department of Telecommunications and Postal Services’ vote.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

The following information was provided by the Ekurhuleni Metropolitan Municipality:

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

Reply:

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

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

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

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

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

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

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

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

Reply:

1(a). The National Archives has been operating at the same level of professionalism and dedication since 1994. Additional functions have been added to the work of the National Archives. These new services/activities include the provision of access to information in terms of the Promotion of Access to Information (PAIA) Act, Act No 2 of 2000, the implementation of Oral History programmes, the provision of policies, the guidelines, procedures and management of Electronic Records Management and Digitisation programmes.

(b). The National Archives is charged with the responsibility of managing government records through its records management unit and having custody of all national records through the National Archives Repository. The filing plan of the National Archives is up to date and properly implemented.

Through Oral History Programmes and projects implemented by the National Archives in partnership with other stakeholders including the Oral History Association of South Africa (OHASA), the National Archives is systematically recording histories of different communities throughout the country. This is in line with section 3(d) of the National Archives and Records Service Act, Act 43 of 1996 as amended, which refers to the collection of non-public records with enduring value of national significance which cannot be more appropriately preserved by another institution with due regard to the need to document aspects of the nation's experience neglected by archives repositories in the past.

Reply:

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

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

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

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

Reply:

(1) (a) and (b)

The number of ambulances indicated below serve Mabopane, Ga-rankuwa, Winterveldt and Soshanguve. These ambulances are stationed next to Odi Hospital and serve Odi and Dr George Mukhari Hospitals, all clinics, all Community Health Centres in the Northern Sub-district of Tshwane including house calls.

Type of Vehicles	Number of Allocated Vehicles	Number Operational	Number Not Operational
Ambulances	13	8	5 at workshop
Obstetrics Vehicle	2	1	1 at workshop
Response Vehicle	2	2	0
Planned Patient Transport	4	2	2 at workshop
Rescue Vehicle	1	1	0
Logistic Vehicle	1	0	1 at workshop
TOTAL	23	14	9

(2) (a) Approval has been granted for 7 ambulances to be procured in the 2016/2017 financial year, i.e. 2 Obstetrics and 5 Ambulances. The new ambulances will replace ambulances identified for disposal and to add to the existing fleet.

(b) Ambulance procurement will be completed by the second quarter of 2016/2017.

(3) The average waiting time is as follows:

(a) (i) trauma - green - 57 minutes

(ii) trauma – yellow - 18 minutes

(iii) trauma - red - 13 minutes

(b) OPD referred from clinics - 65 minutes

(c) OPD follow up - 48 minutes

CHALLENGES IN THE MANAGEMENT OF WAITING TIMES

• There is is a general population growth in the surrounding areas.
• Odi District Hospital serves both Gauteng and North West communities and the communities are growing.
• There are a growing number of self-referrals, hence the OPD overflows daily and this affects waiting time.
• There is no regional or tertiary hospital between Odi and DGMA hospital, hence referral to a higher level becomes a challenge and the hospital is required to manage the many patients it cannot refer.
• Patients are reluctant to use the nearby clinics and return to the hospital despite being referred to their respective clinic.
• Most patients with chronic conditions come to the hospital after hours to use the Emergency Centre instead of the OPD during the day; hence the higher patient load and impact on the Emergency Centre.
• Patients with chronic conditions who attend the Emergency Centre after hours complain about long waiting time because acutely ill or injured patients are given priority attention.
• Turnover of clinical and nursing staff is high as they are attracted to higher level hospitals or resign due to pension and this also impacts negatively on waiting time.
• Space in the Emergency Centres and OPD is limited due to infrastructural challenges. Consulting rooms are few so patients cannot be accommodated in comfort while waiting.

END.

Reply:

(1) There are no incentives provided to encourage the legal use of electricity. Eskom makes use of the Operation Khanyisa Campaign to inform and educate customers about how to better manage electricity usage.

(2)(a) We assume all non-technical energy loss to be attributed to theft. Non-technical losses in Eskom amounted to R4.7bn for 2014/15 FY.

(b) The amount stated in (2)(a) above represents the collective loss across all provinces. Eskom estimates non-technical losses at a national level, a breakdown per province therefore not available.

Reply:

(1) The legal costs to be paid by ICASA are yet to be determined. The full extent of these costs will only be determined upon taxation by the Taxing Master of the High Court. In terms of the Court Order the taxed costs are to be borne jointly and severally by ICASA, Vodacom and Neotel.

(2) The court found that meetings conducted between ICASA and Vodacom, without the participation of all interested parties, were improper and unlawful in that they were impermissible in respect of a public process and that gave credence to the suspicion of bias. As a result the court concluded that ICASA’s decision is hereby reviewed and set it aside.

Kindly be informed that the Minister is currently in a process of obtaining the relevant information pertaining to the transfer of Neotel`s operating and spectrum licenses to Vodacom. Therefore, once ICASA submits all the information that the Minister requested, the Minister will be able to assess the matter and take the necessary and appropriate steps.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE

Reply:

The following information was provided by the Tlokwe Local Municipality:

Below is the response regarding the amounts spent by Tlokwe Local Municipality on print media, radio, television, online and outdoors during the 2014/15 financial year and since July 2015:

Amount spent and purpose on advertising by Tlokwe Local Municipality for 2014/15

(a) Print Media

(i) Local Community Newspapers

MEDIA	PURPOSE	COST
Mooivaal Media	The purpose of the advertisements was to inform the communities about public meetings relating to progress on	11 959
lzindwe Marketing		82 100
lzindwe Marketing	service delivery and unexpected interruptions to services	29 000
Total	123 059

Please find here: (ii) National Magazines

Reply:

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

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

Reply:

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

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

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

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

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

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

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

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

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

(b) No. Not applicable.

 

Reply:

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

BUFFALO CITY METROPOLITAN MUNICIPALITY (BCMM)

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

2. Not applicable

3. Not applicable

CITY OF TSHWANE (CoT)

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

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

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

    The prevention of crime.

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

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

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

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

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

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

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

MANGAUNG METROPOLITAN MUNICIPALITY

Mangaung Metropolitan Municipality does not have a Metro Police Department.

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY (NMBM)

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