Questions and Replies

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:

In the attached Excel files, the performance in the NSC examinations, in terms of the nine provinces and the 81 districts is provided for each of the five quintiles. This data is provided for each of the three years i.e. 2013, 2014 and 2015 as requested.

There are six Excel files and each file focuses on the following sub-components of the question as identified in the question:

(a) (aa) See attached file Q350 (a) (i) (ii) (iii) (iv) (v) (aa) - 2013 Districts Quintiles.

(a) (bb) See attached file Q350 (a) (i) (ii) (iii) (iv) (v) (bb) - 2014 Districts Quintiles.

(a) (cc) See attached file Q350 (a) (i) (ii) (iii) (iv) (v) (cc) - 2015 Districts Quintiles.

(b) (aa) See attached file Q350 (b) (i) (ii) (iii) (iv) (v) (aa) - 2013 Province Quintiles.

(b) (bb) See attached file Q350 (b) (i) (ii) (iii) (iv) (v) (bb) - 2014 Province Quintiles.

(b) (cc) See attached file Q350 (b) (i) (ii) (iii) (iv) (v) (cc) - 2015 Province Quintiles.

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:

No, the matter was referred to the Magistrate Commission for further handling and investigation.

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:

(1) No

(a) - (d) Not applicable

(2) No

(a) - (c) Not applicable

 

 

COMPILER/CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 902 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

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

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

(ii) See above.

(iii) See above.

Reply:

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

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

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

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

Reply:

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

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

Reply:

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

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

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

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

Reply:

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

Reply:

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. 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:

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:

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:

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:

(a) Lieutenant General Dramat was discharged from the South African Police Service in terms of sect 35(b) of the SAPS Act (Act 68 of 1995)

(b) Further relevant details are as follows:

Lieutenant General Dramat through his lawyers requested the Minister of Police that he is desirous to vacate his post as the Head of the Directorate as provided for in Section 17DA (4)(b) of SAPS Amendment Act.

The Minister of Police allowed the request of the employee in terms of the powers conferred upon the Minister in terms of Sect 17DA (4)(b) to vacate his office earlier than the expiry of his tenure for reasons which the Minister deems sufficient.

The Lawyers of the Minister of Police and Lieutenant General Dramat’s Lawyers agreed that:

• Lieutenant General Dramat be granted permission to vacate his Office with immediate effect.

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:

(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). I was wary of allowing the current CEO of PanSALB to act as both the Accounting Officer and Accounting Authority since he was fairly new to the job and could be overwhelmed with work. The Department is trying to avoid similar challenges that occurred in the past when the former caretaker CEO acted as the Accounting Authority

(b). The basis for the appointment was made in terms of section 49 (3) of the Public Finance Management Act, as the National Heritage Council is one of the public entities reporting to me as the Executive Authority. We proceeded because initially we received concurrence from National Treasury, but later the National Treasury withdrew the advice they gave me, immediately thereafter the National Heritage Council was withdrawn, I realised that PANSALB is a constitutional entity, and is not part of the entities listed by the PFMA, therefore it cannot be governed under those rules.

Reply:

Yes, I have been engaging with the Minister of Environmental Affairs on different platforms to collectively come up with a coherent programme for preserving our ecological infrastructure. These engagements have resulted in several strategies and action plans, as follows:

1. Chapter 5 of the National Water Resource Strategy 2, outlines the protection strategies for our fresh water ecosystems which are inclusive of rivers, and wetlands. The progress in the implementation of these protection measures is monitored in the outcome 10 report of the Minister of Environmental Affairs as a key performance indicator on the number of rivers that have been classified. A joint Implementation Plan with the Department of Environmental Affairs (DEA) has been developed to ensure the implementation of protection measures and the sustainable functioning of ecological infrastructure. It is important to note that this Implementation Plan is also in alignment with the National Biodiversity Strategy and Action Plan developed by the DEA.
2. The Classification, determination of the Reserve and Resource Quality Objectives work done by my Department, takes into cognisance the information contained in the National Freshwater Ecosystem Priority Areas (NFEPA) and Strategic Water Source Areas developed by DEA, in collaboration with SANBI & the CSIR and stringent protection conditions are prescribed to protect ecologically important and sensitive ecological resources e.g. threatened wetland habitat, rivers, lakes, pans and estuaries which have been identified within these studies.
3. These protection measures outlined above are further translated into license conditions when the different water use authorisation applications are approved with clear recommendations on the management of the ecological infrastructure. My Department and DEA have a joint responsibility in the management of estuaries, where my Department is responsible for determining the ecological state, importance and sensitivity of estuaries and DEA is responsible for the regulatory measures for maintaining the ecological state. The ecological information determined by my Department is taken into consideration by DEA when issuing of permits for the utilisation of estuaries.

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Reply:

According to the information provided by Tlokwe City Local Municipality:

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

(a) 2013/2014 – R27 722 428.12

(b) 2014/2015 – R63 549 878.94

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

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

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

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

Reply:

The new Department of Communications was only established by President Jacob Zuma after the 2014 national and provincial general elections. The changes in the structure and administration of government were introduced in the 5th democratically-elected government thorough the introduction of the Proclamation to split the then Department into two Departments namely, Department of Communications (now the new Department of Telecommunications and Postal Services), and the New Department of Communications. The Presidential proclamation issued in December 2014, also re-organized the reporting structure of entities, which historically reported to one old Department while other entities including the public broadcaster, the SABC were transferred to the new Department.

Having given this background, it is therefore clear that the new Department of Communications has not allocated or spent any public money towards the hosting of the annual Metro FM Awards. In addition, the Annual Metro FM Awards takes place at no costs to the SABC. The annual awards are fully funded through sponsorships and partnerships.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

Reply:

There was no decision to ban call-ins on radio SABC’s stations. The SABC management did not prohibit talk shows hosts from having open lines discussions during programmes. Talk show hosts of religious or sport programmes are subject matter experts and will have open line discussions on relevant religious or sporting matters. At the same time, political discussions can only be dealt with during News and Current affairs programmes where presenters/hosts are skilled to deal with these matters. Therefore, the SABC strives to ensure that political discussions are dealt with on the correct platforms.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE

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)(i)

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

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

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

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

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

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

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

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

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

Reply:

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

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF TSHWANE

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF JOHANNESBURG

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF EKURHULENI

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF MANGAUNG

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF CAPE TOWN

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF ETHEKWINI

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

NAME OF THE METROPOLITAN MUNICIPALITY: NELSON MANDELA

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

NAME OF THE METROPOLITAN MUNICIPALITY: BUFFALO CITY

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

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF TSHWANE

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF JOHANNESBURG

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF EKURHULENI

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF MANGAUNG

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF CAPE TOWN

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF ETHEKWINI

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

NAME OF THE METROPOLITAN MUNICIPALITY: NELSON MANDELA

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

NAME OF THE METROPOLITAN MUNICIPALITY: BUFFALO CITY

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

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF TSHWANE

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF JOHANNESBURG

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF EKURHULENI

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF MANGAUNG

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF CAPE TOWN

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

NAME OF THE METROPOLITAN MUNICIPALITY: CITY OF ETHEKWINI

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

NAME OF THE METROPOLITAN MUNICIPALITY: NELSON MANDELA

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

NAME OF THE METROPOLITAN MUNICIPALITY: BUFFALO CITY

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