Questions and Replies
12 April 2016 - NW729
Maynier, Mr D to ask the President of the Republic
(1)Whether any meeting took place where he (a) in line with his power to appoint Ministers and Deputy Ministers in accordance with section 91(3) of the Constitution of the Republic of South Africa, 1996 and/or (b) any (i) member, (ii) employee and/or (iii) close associate of the Gupta family allegedly offered the Deputy Minister of Finance, Mr Mcebisi H Jonas, (aa) the position of Minister of Finance and/or (bb) any financial inducements to accept the specified position offered; if not, what is the position in this regard; if so, in each specified case, (aaa) what are the names of the persons whom the Deputy Minister met, (bbb) when and (ccc) where did each such meeting take place and (ddd) what are the relevant details of each specified meeting; (2) whether the Deputy Minister reported the (a) meeting(s) and/or (b) offer(s) of inducement; if so, in each specified case, (i) to whom and (ii) when was it reported;
Reply:
- I am unaware of such a meeting taking place except for the public statement that was recently made by the Deputy Minister of Finance.
12 April 2016 - NW350
Davis, Mr GR to ask the Minister of Basic Education
What was the average National Senior Certificate pass rate in each (a) district and (b) province for quintile (i) 1, (ii) 2, (iii) 3, (iv) 4 and (v) 5 schools in (aa) 2013, (bb) 2014, and (cc) 2015?
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.
12 April 2016 - NW439
Malema, Mr J to ask the President of the Republic
(1)Whether he intends to redeploy the Minister of Cooperative Governance and Traditional Affairs to the Ministry of Economic Development; if not, (2) whether he has found that the Minister of Cooperative Governance and Traditional Affairs has the appropriate experience to deal with the crisis that exist in local government?
Reply:
- I appointed the Minister of Cooperative Governance and Traditional Affairs in terms of section 91(2) of the Constitution of South Africa, 1996.
12 April 2016 - NW746
Singh, Mr N to ask the Minister of Justice and Correctional Services
Whether, with reference to allegations (details furnished) of rhino poaching syndicates infiltrating the justice system, particularly the magistrates court benches in KwaZulu-Natal, he is considering instituting a commission or panel to review magisterial judgments handed down in respect of all rhino poaching matters in the provinces?
Reply:
No, the matter was referred to the Magistrate Commission for further handling and investigation.
12 April 2016 - NW608
Carter, Ms D to ask the President of the Republic
Whether, in line with his undertaking during the State of the Nation Address on 11 February 2016 to create political and policy certainty, and in line with the statement by the Presidency on 29 February 2016, he will articulate his full and unstinted support for the Minister of Finance and the fiscal consolidation that the Minister is seeking to achieve; if not, why not in each case; if so, what unambiguous and full statement is he willing to make for investors, rating agencies and the business community?
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.
12 April 2016 - NW902
Mbatha, Mr MS to ask the Minister of Higher Education and Training
(1)Has he earned any additional income from businesses, in particular businesses doing work for the Government, since his appointment as Minister; if so, (a) when, (b) how much did he earn, (c) from which businesses and (d) for what work; (2) whether his (a) spouse, (b) children and (c) close family earned income from businesses, in particular businesses doing work for the Government, through his appointment as Minister; if so, in respect of each case, (i) when, (ii) how much did each earn, (iii) from which businesses and (iv) for what work?
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:
12 April 2016 - NW680
Hunsinger, Dr CH to ask the Minister of Transport
Whether the Passenger Rail Agency of South Africa has undertaken any (a) research and/or (b) cost analysis into the use of the locomotive manufacturers that Transnet SOC Ltd uses for the acquisition of new locomotives; if not, why not; if so, (i) what (aa) research and/or (bb) cost analysis were undertaken in this regard, (ii) by whom and (iii) what were the outcomes in each case?
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.
12 April 2016 - NW725
Carter, Ms D to ask the President of the Republic
(1)Whether he met or was planning to meet with representatives of the different race, language and cultural groups of our country within the next 90 days to address the rapidly deepening racial polarisation in South Africa in a collective and inclusive manner and, in preparation of such a meeting, share with them up-to-date and high-quality research to facilitate dialogues and to adopt measures that would expeditiously and thoroughly help (a) address racial tension, (b) accelerate race reconciliation and nation building, (c) promote the attainment of a common national identity and (d) allow the principle of Ubuntu to manifest everywhere in the South African society; if not, why not; if so, what are the relevant details; (2) whether he will make a statement on what the Government has been doing since 2009 to deal decisively with our country’s deteriorating race relations and the consequences thereof; if not, why not; if so, what are the details?
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.
12 April 2016 - NW346
Maynier, Mr D to ask the President of the Republic
(1) Whether he decided to remove the former Minister of Finance, Mr Nhlanhla Nene, from the finance portfolio on 9 December 2015; if not, what is the position in this regard; if so, why was he removed; (2) whether he consulted any person (a) before the removal of Mr Nene and/or (b) after the removal of Mr Nene on 9 December 2015; if not, why not, in each case; if so, (i) what is the (aa) name and (bb) designation of each specified person consulted and (ii) why were the specified persons consulted; (3) whether the decision to remove Mr Nene had any implications for the state of the economy; if not, why not; if so, what are the relevant details;
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.
12 April 2016 - NW676
De Freitas, Mr MS to ask the Minister of Transport
(a) What (i) processes, (ii) mechanisms and (iii) procedures exist within (aa) her department and (bb) each entity reporting to her to ensure that outcomes achieved are aligned to the National Development Plan, (b) how is this being (i) monitored, (ii) measured and (iii) coordinated and (c) who are the champions for (i) her department and (ii) each entity reporting to her respectively?
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.
- Transport Safety and Security
- Infrastructure Development and High-Level Investment Plan for Transport
- The Fight Against Fraud and Corruption
- Environmental Protection
- Training to Contribute to Job Creation
- Broad-Based Black Economic Empowerment
- 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.
- (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)
- 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
- 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.
- 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
- (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.
- (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.
- (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
12 April 2016 - NW579
Tarabella - Marchesi, Ms NI to ask the Minister of Cooperative Governance and Traditional Affairs
What were the legal costs incurred by each (a) local, (b) district and (c) metropolitan municipality in the 2014-15 financial year?
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.
12 April 2016 - NW716
Lekota, Mr M to ask the President of the Republic
(1)Whether, with reference to his address at the opening of the House of Traditional Leaders on 3 March 2016 wherein he stated that the very law that we have today regarding land restitution is lopsided against black persons, he has instructed his Executive to act immediately to rectify the specified law, informed by a new policy, so that both black persons and current land owners who are not black know exactly (a) how the Government intends to resolve the matter of land claims once and forever and (b) in what period of time; if not, why not; if so, what are the relevant (i) details and (ii) time frames; (2) whether he will make a full statement on how the Government will radically increase the pace and the extent of land reform so that the aspirations of black persons are met and restitution is completed
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.
12 April 2016 - NW593
Mhlongo, Mr TW to ask the Minister of Cooperative Governance and Traditional Affairs
Whether, with reference to his reply to question 4092 on 8 December 2015, his department has received the outstanding information from the metropolitan municipalities; if not, why not; if so, when will the information be made available as requested?
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.
12 April 2016 - NW347
Maynier, Mr D to ask the President of the Republic
(1)Whether he has offered the former Minister of Finance, Mr Nhlanhla Nene, another strategic position; if not, why not; if so, (a) when was the specified person offered the position and (b) what position was he offered; (2) whether he consulted the specified person about the specified strategic position prior to being removed from the finance portfolio; if not, why not; if so, what are the relevant details; (3) whether the specified person has accepted the specified strategic position; if not, why did he reject the specified strategic position; if so, when did he accept the specified strategic position?
Reply:
- 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.
- See the reply to question 1 above.
- See the reply to question 1 above.
12 April 2016 - NW500
Motau, Mr SC to ask the President of the Republic
What amount was spent in respect of each case on (a) appearance fees, (b) consulting fees and (c) any other related costs to procure the services of (i) certain legal representatives (names furnished) and (ii) any other legal (aa) representatives, (bb) advisors and (cc) consultants in the Economic Freedom Fighters v Speaker of the National Assembly and Others and Democratic Alliance v Speaker of the National Assembly and Others case, heard on 9 February 2016, in the Constitutional Court?
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.
12 April 2016 - NW765
Volmink, Mr HC to ask the Minister of Health
(1)What steps has he taken to protect the public from the health risks associated with the drought that is currently affecting the country; (2) does the Government health sector currently have sufficient (a) financial and (b) human resources to address the health risks associated with the drought; if not, what steps will he take to ensure that there are sufficient resources to deal with the health risks associated with the drought; if so, (3) has a specific (a) strategy and/or (b) operational plan been developed; if not, why not; if so, what are the relevant details?
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.
12 April 2016 - NW779
Mileham, Mr K to ask the Minister of Cooperative Governance and Traditional Affairs
(1)Whether any funding was made available in each metropolitan municipality as sponsorship for (a) sports and/or (b) cultural events in the (i) 2014-15 financial year and (ii) since 1 July 2015; if not, why not; if so, in each case, (a) which metropolitan municipality, (b) for what purpose and (c) what was the amount involved; (2) whether the return on investment was measured in each specified case; if not, why not; if so, what was the return on investment in each specified case; (3) whether any (a) councillor and/or (b) municipal official and/or (c) any family member of any (i) councillor and/or (ii) municipal official benefitted in any way from the specified sponsorships; if not, what is the position in this regard; if so, (aa) what action has been taken in this regard, if any, and (bb) what are the further relevant details in this regard?
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.
12 April 2016 - NW521
Khubisa, Mr NM to ask the Minister of Telecommunications and Postal Services
In view of the recent protracted strike by post office employees around the country, (a) how many post offices were part of the strike and in which provinces and districts are the post offices located and (b) how many employees in the post office joined the strike; (2) What are the relevant details of the grievances complained of by the post office employees, inter alia, salaries and working conditions; (3) Whether the specified grievances have been finally resolved; if so, what is the nature of resolutions and or settlement reached?
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.
12 April 2016 - NW591
Mokgalapa, Mr S to ask the Minister of Cooperative Governance and Traditional Affairs
Whether, with reference to his reply to question 4259 on 21 December 2015; his department has received the outstanding information from the metropolitan municipalities; if not, why not; if so, when will the information be made available as requested?
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.
12 April 2016 - NW393
Mileham, Mr K to ask the Minister of Cooperative Governance and Traditional Affairs
Whether any municipality has (a) transferred any funds to any political party or (b) budgeted for funding of any political party in the (i) 2014-15, (ii) 2015-16 and/or (iii) 2016-17 financial years; if so, in each municipality where this occurred, (aa) in terms of what legislation were these transfers or budgets made, (bb) which political parties received funding, and (cc) how much was budgeted or transferred in each case?
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.
12 April 2016 - NW830
Majola, Mr TR to ask the Minister of Police
Whether, with reference to his undertaking in his reply to question 3950 on 2 December 2015, he has provided to Parliament (a) the list of shortlisted candidates for the filling of the vacancy for the Head of the Directorate for Priority Crime Investigation and (b) copies of their respective curricula vitae; if not, why not; if so, by when?
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.
12 April 2016 - NW355
Bhanga, Mr BM to ask the Minister of Basic Education
What was the (a) salary and (b) performance bonus of each public school principal in 2015?
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.
12 April 2016 - NW678
Hunsinger, Dr CH to ask the Minister of Transport
How many persons were suspended with full pay in (i) her department and (ii) each entity reporting to her, excluding the Passenger Rail Agency of SA, in the (aa) 2012-13, (bb) 2013-14 and (cc) 2014-15 financial years, (b) what amount was paid to each of the specified persons in each of the specified entities in each month in each of the specified financial years, (c) what were the reasons for (i) the suspensions, (ii) suspending the persons with full pay and (iii) the delays in resolving the suspensions in each case respectively and (d) what steps is she taking to resolve these suspensions?
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:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(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)
- (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)
- (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. |
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. |
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. |
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)
- (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,
- 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 |
- (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
- 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
- 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 |
- (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)
|
||
2012/13 |
2013/14 |
2014/15 |
None |
None |
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
- Reason for suspension
- Misconduct;
- The suspension was with full pay; and
- A lengthy disciplinary process was undertaken and the employee was given a final written warning
- 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
12 April 2016 - NW709
Mbhele, Mr ZN to ask the Minister of Police
(a) On which of the specific grounds applicable under section 35 of the South African Police Service Act, Act 68 of 1995, as amended, was the former National Head of the Directorate for Priority Crime Investigation, Mr Anwa Dramat, the subject of a section 35 discharge and (b) what are the further relevant details in this regard?
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.
12 April 2016 - NW626
Gardee, Mr GA to ask the President of the Republic
Has the Minister of Finance made any recommendations of potential candidates for the position of Commissioner of the SA Revenue Service?
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.
12 April 2016 - NW449
Lekota, Mr M to ask the President of the Republic
(1)Whether, in view of the great necessity to have policy certainty in these dire economic times, he had canvassed various organisations (details furnished) to obtain their total and unreserved support for the (a) eight points he and the business leaders with whom he had been meeting in February 2016 had agreed to, (b) National Development Plan and (c) rapid elimination of convoluted bureaucracy impeding the functioning and expansion of small businesses; if not, why not; if so, what are the details of the agreements with each of the various organisations; (2) whether he will make a statement on his commitment to creating a business-friendly climate to prove that South Africa was indeed open for business?
Reply:
- 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.
- 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.
11 April 2016 - NW702
Van Dyk, Ms V to ask the Minister of Communications
(1) With reference to a certain publication that is based in Cape Town (name furnished), which was allocated R839 000,00 in 2011 and thereafter R490 000,00 in 2012, (a) how was the costing done for the specified funding in each case and (b) what is the printing cost for the magazine which sells at R24,95; (2) whether the specified magazine, which sells 8000 copies per month, is considered a successful project according to the Media Development and Diversity Agency’s funding criteria, given that the magazine is supported by local advertisements in almost a third of the magazine; if not, why not; if so, what are the relevant details?
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 |
- (b) The printing costs are reflected on the costing above as quoted by Paarlcoldset printers in Cape Town
- 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
11 April 2016 - NW524
Grootboom, Mr GA to ask the Minister of Arts and Culture
(1).With reference to his dissolution of the board of the Pan South African Language Board (PanSALB) in January 2016, (a) why did he appoint the National Heritage Council as the caretaker body of PanSALB and (b) on what basis was appointment made?
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.
11 April 2016 - NW637
Khawula, Ms MS to ask the Minister of Water and Sanitation
Whether, with reference to the freshwater ecosystems that are in an endangered state (details furnished), she has engaged with the Minister of Environmental Affairs to collectively come up with a coherent programme for preserving our ecological infrastructure, such as wetlands and other freshwater ecosystems which are key for sustainable water supply; if not, why not; if so, what are the relevant details?
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:
- 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.
- 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.
- 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.
---00O00---
11 April 2016 - NW575
Topham , Mr B to ask the Minister of Cooperative Governance and Traditional Affairs
Whether, with reference to his reply to question 4103 on 8 December 2015, the information has been received from the Tlokwe City Local Municipality; if so, when will this information be made available as requested?
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.
11 April 2016 - NW698
Bhanga, Mr BM to ask the Minister of Communications
What amount was (a) budgeted for and (b) spent by her department on Metro FM’s annual Metro FM Music Awards Show in the (i) 2012-13, (ii) 2013-14 and (iii) 2015-16 financial years (aa) in total and on (bb)(aaa) hiring the venue, (bbb) venue décor, (ccc) fees for master of ceremonies, (ddd) individuals who presented awards to winners, (eee) prize monies awarded to each award winner in each category, (fff) performers who performed at the awards, (ggg) catering and (hhh) alcohol in each specified financial year?
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:
11 April 2016 - NW696
Van Damme, Ms PT to ask the Minister of Communications
(1) Whether she was informed of the SA Broadcasting Corporation’s (SABC) decision to ban call-ins on its radio stations; if not, why not; if so, what is her department’s position on the SABC’s decision to ban call-ins on its radio stations; (2) whether the SABC Board was informed of the SABC’s decision to ban call-ins on its radio stations; if not, why not; if so, (a) when and (b) what are the further relevant details?
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
11 April 2016 - NW586
Motau, Mr SC to ask the Minister of Cooperative Governance and Traditional Affairs
Whether, with reference to his reply to question 4236 on 21 December 2015, his department has received the outstanding information from the Tlokwe City Local Municipality; if not, why not; if so, when will the specified information be made available as requested?
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 |
11 April 2016 - NW846
Lorimer, Mr JR to ask the Minister of Public Enterprises
(1)With reference to the deal between Eskom and Exxaro-owned Arnot Colliery to supply coal to the Arnot Power Station, (a) what grade of coal was (i) contracted for and (ii) actually received by Eskom, (b) at what price, and (c) why was the contract cancelled; (2)with reference to the current deal between Eskom and Optimum Colliery to supply coal to the specified power station, (a) what grade of coal (i) was contracted for and (ii) is actually being received by Eskom, (b) at what price and (c) why is it suitable for use by Arnot Power Station?
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.
11 April 2016 - NW440
Rabotapi, Mr MW to ask the Minister of Cooperative Governance and Traditional Affairs
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? 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? 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?
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
|
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% |
11 April 2016 - NW535
Lovemore, Ms AT to ask the Minister of Public Service and Administration
With reference to his department’s Budget Vote speech on 13 May 2015, what are the full relevant details of the progress made to date with his department’s commitments to (a) address gaps in efficiency and effectiveness of measures through improving performance measurement instruments in the 2015-16 financial year, (b) strengthen both the (i) Head of Department evaluation system and (ii) performance management system for all employees to ensure service quantity outputs and service quality outcomes are met and that the Government gets value for money and (c)(i) justify the number of employees recruited to the senior management level and (ii) review the post provisioning norms in order to ensure optimal utilisation of employees and personnel spend?
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.
11 April 2016 - NW740
Lekota, Mr M to ask the Minister of Cooperative Governance and Traditional Affairs
Whether he and senior members of his department travelled to Isithebe in KwaZulu-Natal at an early stage to defuse the crisis which flared up there and which led over several days to (a) the burning and looting of many factories, (b) billions of rand of loss in production, (c) millions of rand of loss to workers who had no work to go to and (d) further loss of investor confidence; if not, what is the position in this regard; if so, what did he and his senior officials do to calm the situation and address the deep-seated grievances of the surrounding communities regarding service delivery failures and alleged nepotism; (2) whether his department has a policy to act proactively and decisively in respect of crisis situations at local government level before the protests get out of hand and the protesters resort to arson, vandalism and obstruction of traffic; if not, why not; if so, what are the (a) relevant details and (b) outcomes thereof? NW858E
Reply:
(1) In line with a cooperative governance approach, indeed the concerns in Isithebe area were attended to at an early stage through the intervention of provincial government leadership and by engaging with business, communities and other stakeholders in order to find solutions to the challenges. It was through these engagements it was established that interventions to the challenges needed a multi-sectoral approach. To this end, it was agreed that interventions should focus, amongst other, on the need to expedite service delivery. Mass prayers and community dialogue were facilitated to emphasize the need for constructive engagement, peaceful protests, respect for rights and properties of others as well as education on rights to recourse as well as poverty alleviation programmes.
To date, Lower Tugela Bulk Water Supply for the area was launched on 22 March 2016 as one of the service delivery responses which also present the people of Isithebe with jobs as well as skills development opportunities. A prayer meeting for peace and stability in Isithebe was held 31 March 2016. Other activities are planned to take place in the area.
(2) In 2014, government adopted the Local Government Back to Basics Strategy as a response to challenging situations at local government level. Recognising the need for inter-sphere collaboration, the strategy is implemented and monitored collaboratively, with the Department of Cooperative Governance taking the lead in the coordination of the following five pillars of the strategy:
(i) put people and their concerns first and ensure constant contact with communities through effective public participation platforms;
(ii) create conditions for decent living by consistently delivering municipal services of the right quality and standard;
(iii) demonstration of good governance and administration;
(iv) ensuring sound financial management and accounting; and
(v) building and maintaining sound institutional and administrative capabilities, administered and managed by dedicated and skilled personnel at all levels.
Since the strategy was implemented, the department’s monitoring of municipalities has shown signs of municipal performance improvement in the KZN Province. The Department also established Back to Basic teams clustered in Provinces to provide oversight and rapid response.
11 April 2016 - NW628
Matshobeni, Ms A to ask the Minister of Arts and Culture
(1). What (a) has he found to be the cause of the state of decline in quality in our national archives and (b) is he doing to improve the situation which has been degenerating for the past six years with proper filing and recording of our history?
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.
11 April 2016 - NW296
Motau, Mr SC to ask the Minister of Cooperative Governance and Traditional Affairs
(a) How often do metropolitan municipalities review their by-laws holistically; and (b) On what date was the last review done in each metropolitan municipality?
Reply:
The response in the attached schedule is based on information provided by the eight (8) metropolitan municipalities.
Metropolitan Municipality |
a) How often do metropolitan municipalities review their by-laws holistically |
b) On what date was the last review done in each metropolitan municipality |
1. City of Cape Town |
Council reviews its by-laws during the five (5) years term of office in local government. |
The last review was on 29 June 2015. |
2. City of Johannesburg |
On an annual basis. |
The last reviewed was in 2015. |
3. Ekurhuleni |
On an annual basis. |
The last reviewed was in 2015. |
4. eThekwini |
Currently in the process of rationalising all by-laws, a process which the municipality started a few years ago. |
Still in the review process. |
5. Mangaung |
On an annual basis. |
The last reviewed in May 2015 |
6. City of Tshwane |
By-laws are reviewed on an on-going process. |
The last review was in September 2013. Some by-laws are still in the review process. |
7. Buffalo City |
The review process is ongoing. Some by-laws some in the process of commented on. |
The last review was in 11 August 2014. |
8. Nelson Mandela Bay |
Periodic review are undertaken. |
The last review was in January 2016 |
11 April 2016 - NW753
McLoughlin, Mr AR to ask the Minister of Public Enterprises
(1) With reference to the cancelled contract with Airbus in respect of eight A400M military transport aircraft, the fact that Airbus agreed to refund the sum of €835 million to the Armaments Corporation of South Africa (ARMSCOR), and that an indemnity was subsequently provided to Denel by the Government – (a) why was an indemnity provided to Denel? (b) what were Denel’s obligations to – (aa) Airbus; (bb) ARMSCOR and (cc) the Government in respect of the specified contract. (2) (a) how many more such claims are outstanding from Denel; and (b) what – (i) are the details of each one of the eleven claims made to date by Denel in terms of the indemnity; and (ii) amount was paid to Denel in respect of each claim; (3) has oversight taken place in respect of each of the eleven claims submitted by Denel; if not, why not; if so, in respect of each claim – (a) (i) when; and (ii) where did such oversight take place, (b) who conducted such oversight; and (c) has such oversight resulted in a reduction of the relevant claim. (4) what is the breakdown of the current R63,1 million claim made by Denel? NW871E
Reply:
(1) |
(a) |
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(b) |
(aa) |
As a program partner on the A400M, Denel has the obligation of the design, development, manufacture, and sole supply of the WFF and TS structures. |
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(bb) |
Denel has no obligation to ARMSCOR. DAe is directly contracted by Airbus to deliver the WFF and TS structures to their assembly lines. |
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(cc) |
As contracted through the Indemnity Agreement, Denel submits a claim to the Department on an annual basis, supported by an audited financial report, fully governed risk mitigation plan and a program report. |
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(2) |
(a) |
From the R1.6 billion (ONE POINT SIX BILLION RANDS) indemnity cover, there is a balance of R359 million (THREE HUNDERED AND FIFTY NINE MILLION RANDS) remaining over the next 5 years.
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(b) |
(i) |
To date there has been 10 (TEN) claims submitted by Denel. Details of the claims are on the table below. |
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(ii) |
Amounts paid to Denel are shown on the table below. |
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(3) |
Yes oversight has taken place. |
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(a) |
(i) |
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(ii) |
The Department’s auditors physically go and verify relevant documentation and Enterprise Resource Planning (ERP) systems. |
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(b) |
The Department through its independent auditors. The Department conducts DAe plant visits at least twice a year to appraise itself of the A400M programme status. |
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(c) |
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(4) |
The recent 2015 claim amounted to R33.1 million (THIRTY THREE POINT ONE MILLION RANDS). The R63.1 million (SIXTY THREE POINT ONE MILLION RANDS) was claimed and paid during 2014.
ACRONYMS:
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11 April 2016 - NW299
Ollis, Mr IM to ask the Minister of Cooperative Governance and Traditional Affairs
(1)Whether the meetings of each metropolitan municipality’s bid adjudication committee are open to the public; if not, why not; if so, (a) when was this implemented and (b) where are the specified meetings advertised; (2) Whether bid boxes are opened in view of the public; if not, why not; if so, what are the relevant details?
Reply:
The processes relating to the supply chain management policies of municipalities including metropolitan municipalities is regulated by chapter 11 of the Local Government Municipal Finance Management Act 56 of 2003. Section 111 this Act requires each municipality to have and implement a supply chain management policy which is in line with a framework that is prescribed in section 112 of the same Act. This section provides the minimum requirements to be covered by the supply chain management policy. Of relevance to this parliamentary question is section 112(h) which prescribed that the policy must provide for procedures and mechanisms for: “(i) Opening, registering and recording of bids in the presence of interested persons” and (ii) “The evaluation of bids to ensure best value for money”
There is no requirement for the evaluation and adjudication of bids in public in the Act nor in any other municipal relevant legal prescript.
(i) There is no legal prescript that requires the meetings of a municipality’s bid adjudication committee to be open to the public. Only two metropolitan municipalities; Ekurhuleni and City of Cape Town have adopted this practice as an additional measure to emphasise transparency in procurement.
The following table outlines is the approach elected by each of the eight metropolitan municipalities in this regard; this is according to the information provided by the municipalities:
Metropolitan municipality |
Are the bid adjudication committee meetings open to the public? |
When was this practice implemented? |
Where are the meetings advertised? |
City of Johannesburg Metro |
No |
N/A (Not a legal requirement) |
N/A (Not a legal requirement) |
Tshwane Metro |
No |
N/A (Not a legal requirement) |
N/A (Not a legal requirement) |
Ekurhuleni Metro |
Yes |
1 December 2015 |
Local media and municipal notice boards. |
City of Cape Town Metro |
Yes |
1 June 2006 |
Local media and municipal notice boards. |
Nelson Mandela Bay Metro |
No |
N/A (Not a legal requirement) |
N/A (Not a legal requirement) |
Buffalo City Metro |
No |
N/A (Not a legal requirement) |
N/A (Not a legal requirement) |
Ethekwini Metro |
No |
N/A (Not a legal requirement) |
N/A (Not a legal requirement) |
Mangaung Metro |
No |
N/A (Not a legal requirement) |
N/A (Not a legal requirement) |
(ii) The public opening of municipal bids is a legal requirement as prescribed in section 112(h) (i) of the Local Government Municipal Finance Management Act 56 of 2003. This section prescribes that the supply chain management policy must provide for procedures and mechanisms for: “(i) Opening, registering and recording of bids in the presence of interested persons”.
In this regard; all metropolitan supply chain management policies require the public opening of bids and they have all confirmed that the bid boxes are indeed opened in view of the public.
11 April 2016 - NW303
Robertson, Mr K to ask the Minister of Cooperative Governance and Traditional Affairs
Does each metropolitan municipality have a service level agreement with the relevant provincial department of health for the provision of clinic services; if not, why not; if so, (a) how many (i) clinics, (ii) health centres, (iii) satellite clinics, (iv) mobile clinics and (v) male health clinics are run by each metropolitan municipality, (b) what services do they offer, (c) how many new clinics have been built since 1 June 2011 and (d) what is each metropolitan municipality’s budget for health infrastructure upgrades in the 2015-16 financial year?
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)
The BCMM does not provide Primary Health Care Services, hence there is no service level agreement with the relevant provincial department of health. This function was provincialized and devolved to the Eastern Cape Province, Department of Health.
CITY OF TSHWANE (CoT)
1. A Service Level Agreement between the Gauteng Department of Health and the CoT for the provision of Primary Health Care is available and signed.
(a) The City is rendering Primary Health Care services in 26 fixed facilities; Operating hours are from 07:30 – 16:00, Monday to Friday; 2 mobile units and 1 satellite clinic; Extended service hours are rendered on Saturdays from 08:00 to 13:00 in a selected 13 facilities to accommodate those clients that could not manage to visit the clinic during week days.
(b) Full comprehensive PHC package is rendered in 26 facilities.
(c) 9 Clinics were built and upgraded, namely: Lotus, Danville, Doornpoort, Gazankulu, Pretorius Park, Stanza Bopape, Olievenhoutbosch, Zithobeni and Soshanguve JJ.
(d) The CoT allocated R43 million towards the construction and upgrade of three clinics, namely: Soshunguwe, Gazankulu and Zithobeni during the 2015-16 financial year. The projects are all in the final phase of construction and upgrading.
EKURHULENI METROPOLITAN MUNICIPALITY
a) The Ekurhuleni Metropolitan Municipality manages ninety one (91) Primary Health Care Services as at February 2016 as indicated in the table below.
All Community Health Centres and Medical Male Circumcision Sites are managed by the Gauteng Department of Health.
PRIMARY HEALTH CARE FACILITIES BOTH PROVINCIAL AND EKURHULENI EXCLUDING MALE MEDICAL CIRCUMCISION SITES |
|||
FACILITY TYPE |
EMM |
GDoH |
GRAND TOTAL |
Community Day Centre |
2 |
2 |
|
Community Health Centre (24-Hours) |
7 |
7 |
|
Clinic |
78 |
3 |
81 |
Satellite Clinic |
1 |
1 |
|
Mobile Clinic |
12 |
2 |
14 |
Grand Total |
91 |
14 |
105 |
b) The Primary Health Care Facilities managed by the Ekurhuleni Metropolitan Municipality render health services relevant for the type of facility as defined in the Primary Health Care Core Package of Services, namely:
Clinics: Render the basic range of Primary Health Care Services as follows:
- Child Health Services:
- Expanded Programme on Immunization;
- Vitamin A supplementation;
- Protein Energy Malnutrition Programme;
- Integrated Management of Childhood Illnesses; and
- Growth monitoring and developmental screening.
- Women and Maternal Health Services:
- Reproductive Health including Family Planning;
- Cervical cancer screening;
- Antenatal Care Services;
- Prevention of Mother-to-Child Transmission of HIV;
- Postnatal Care Services; and
- Counselling and referral for Termination of Pregnancy.
- Men’s’ Reproductive Health:
- Prostate cancer screening (Selected facilities).
- HIV, AIDS, Sexually Transmitted Infections and Tuberculosis Programme:
- Health and HIV Counselling and Testing;
- Elimination of Mother-to-Child-Transmission of HIV;
- Antiretroviral Therapy;
- Post Exposure Prophylaxis;
- Comprehensive Care, Management and Treatment of HIV Positive clients and treatment of opportunistic infections;
- Management of Sexually Transmitted infections; and
- Tuberculosis Control Programme.
- Acute and Chronic Diseases Management:
- Acute Curative Care;
- Management of Chronic Diseases.
- Specialised Services:
- Primary Mental Health Services; and
- Secondary Level Mental Health Services (Selected facilities);
- Health Information, Education and Communication
- Multi-sectoral HIV/AIDS Programme:
- Door-to-Door Ward-based HIV/AIDS Education and awareness programme;
- Stakeholder engagements including traditional health practitioners and vulnerable and marginalized groups;
- Health awareness and screening programme; and
- AIDS Council.
c) Twenty-one (21) new clinics, as listed in the table below, were built and they are all operational. In the current financial year (2015-16), six (6) clinics are under construction.
NEW PRIMARY HEALTH CARE FACILITIES 2011 TO DECEMBER 2015 |
||||
Number |
Facility Name |
Year opened |
Ward |
Address |
1 |
Katlehong North Clinic |
2011 |
52 |
2098 Khotso street Katlehong |
2 |
Phutanang Clinic |
2011 |
84 |
7522 Kgaga street Tsakane |
3 |
Reedville Clinic |
2011 |
74 |
Stands 604 + 605 Ottawa Street, Reedville |
4 |
Slovo Park Clinic |
2011 |
75 |
Erf 1932,1933 + 1954 Durban Drive, Slovo Park |
5 |
Tsakane Ext 10 Clinic |
2011 |
86 |
Stand 45522 & 45523, Simelane Street, Tsakane |
6 |
Wannenburg Clinic |
2011 |
21 |
C/o Pretoria and Mimosa Road, Primrose |
7 |
Ethafeni Clinic |
2012 |
14 |
43 Bennin Steet, Ethafeni Section, Ethafeni Park |
8 |
Itireleng Clinic |
2012 |
13 |
2959 Posmor & Inauguration Road, Phomolong Section, Chloorkop Ext 52, Tembisa |
9 |
Tsakane Clinic (Ward 83) |
2012 |
83 |
33334 Fingo Street, Tsakane |
10 |
Vosloorus Poly Clinic |
2012 |
47 |
New: Vosloorus ERF30, EXT1, Vosloorus |
11 |
Alrapark Ext 3 Clinic |
2014 |
88 |
Cnr Sasstri and Molopo street Ext 3 Alra Park |
12 |
Joy Clinic |
2014 |
67 |
Erf 1343 Etwatwa West |
13 |
Ramaphosa Clinic |
2014 |
42 |
Ingwamza Street, Reiger Park Ext 5 |
14 |
Springs Clinic |
2014 |
75 |
Middle Six and Plantation Road, Springs |
15 |
Tamaho Clinic |
2014 |
51 |
Erf 2141 Nhlapo Section, Cnr. Sokele and Matsose Street, Katlehong |
16 |
White City Clinic |
2014 |
79 |
Thema Road, Kwa -Thema, Springs |
17 |
Daveyton East Clinic |
2015 |
68 |
Stand No 869, Chris Hani, Ext 9 Daveyton East |
18 |
Motsamai Clinic |
2015 |
50 |
260 Motsamai Section Katlehong |
19 |
Palmridge Clinic |
2015 |
58 |
RE 41 Palmridge Road, Palmridge Community Centre, Palmridge |
20 |
Tswelopele Clinic |
2015 |
44 |
22 Lusika Street, Eastfield, Vosloorus |
21 |
Villa Lisa Clinic |
2015 |
43 |
22 Camel Street, Villa Liza |
|
TOTAL |
|
|
21 |
d) The budget for health infrastructure upgrades for 2015/16 is R96 727 171(ninety-six million, seven hundred and twenty-seven thousand, and one-hundred and seventy-one rand).
MANGAUNG METROPOLITAN MUNICIPALITY
There is no Service Level Agreement between the Municipal Health Services of the Mangaung Metro and the Provincial Department of Health.
NELSON MANDELA BAY METROPOLITAN MUNICIPALITY (NMBM)
Since July 2012 the NMBM is no longer providing Primary Health Care Services following the provincialisation of these services. There is no Service Level Agreement in place since the above-mentioned date. The only clinic service rendered by the NMBM is for Occupational Health Services for Municipal employees.
11 April 2016 - NW826
Mbhele, Mr ZN to ask the Minister of Police
(a) Why, since his reply to question 2669 on 25 August 2015, has he not yet appointed a permanent Secretary of the Civilian Secretariat for Police in accordance with section 7 of the Civilian Secretariat for Police Service Act, Act 2 of 2011, (b) when will he do so and (c) what recruitment processes are underway to appoint someone permanently to the specified position?
Reply:
The initial advert of 2014 did not attract a suitable candidate. In the intervening period an acting person was put in place. The post has since been re-advertised and the closing date was 18 March 2016. The applications received are still being processed.
11 April 2016 - NW378
Hunsinger, Dr CH to ask the Minister of Public Service and Administration
With reference to President Jacob G Zuma’s undertaking in his State of the Nation Address delivered on 12 February 2015, that the Government will set aside 30% of appropriate categories of state procurement for purchasing from Small, Medium and Micro-sized Enterprises (SMMEs), co-operatives, as well as township and rural enterprises, what percentage of the total procurement of (a) his department and (b) every entity reporting to him went to (i) SMMEs and (ii) co-operatives from 1 April 2015 up to the latest specified date for which information is available?
Reply:
(a) The Department of Public Service and Administration's total procurement percentage is as follows:
(i) 34% of total procurement initiatives per respective categories were sourced from SMMEs,
(ii) The department has not procured any goods/services from co-operatives.
(b) The National School of Government’s total procurement percentage is as follows:
(i) The National School of Government (NSG) has purchased 14.15% of its total procurement from SMMEs from 1 April 2015 up to 24 March 2016
(ii) The National School of Government has not procured any goods/services from co-operatives
11 April 2016 - NW860
Dlamini, Ms L to ask the Minister of Public Enterprises
(1)What incentives have Eskom and her department put in place to encourage legal use of electricity and discourage electricity theft beside the threats to criminalise illegal use; (2) what (a) amount is Eskom losing in revenue as a result of electricity theft (b) is the breakdown of the amount in each province?
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.
11 April 2016 - NW704
Steenkamp, Ms J to ask the Minister of Communications
(1) What are the legal costs to be paid by the Independent Communications Authority of South Africa (ICASA) after the High Court in Pretoria set aside ICASA`s approval of the transfers of Neotel`s operating and spectrum licenses to Vodacom; (2) whether any steps will be taken against the persons responsible for (a) meeting allegedly unlawfully with Vodacom and (b) taking alleged unlawful decisions with regard to the transfer of Neotel`s operating and spectrum licenses to Vodacom; if not, why not; if so, what are the relevant details?
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
11 April 2016 - NW734
Alberts, Mr ADW to ask the Minister of Public Enterprises
(1) Whether Eskom (a) is currently engaged in conversation with Microsoft or (b) has already contracted with Microsoft for the (i) purchasing or (ii) licensing of software to the value of R500 million or any other amount; if so, (aa) what is the purpose of the purchasing of the software, (bb) when this will be taken into use, (cc) which purchasing process was followed and (dd) what are the further relevant particulars; (2) whether the purchase process meets all the legal requirements; if so, what are the relevant particulars; (3) why open source software was not considered in this case? (2) whether the purchase process meets all the legal requirements; if so, what are the relevant particulars; (3) why open source software was not considered in this case? NW850E
Reply:
(1)(a) Eskom is in constant interaction with various suppliers for the required goods and services. This interaction includes Microsoft.
(b)(i) Eskom currently has an existing contract that is due to expire on 29 May 2016. A commercial process is currently underway for the renewal of the support and maintenance of the current contract. It must be noted that the bulk of this renewal is to maintain the current investment and ensure adequate maintenance and support of software.
(ii) The current contract with Microsoft expires on 29th May 2016. Please note that price is a confidential matter.
(aa) The current commercial process is to do the renewal of licences, subscription and maintenance.
(bb) The software is already in use as per the existing contract, except for the additional licenses. The additional licence is for functionality requirements from the business aligned to the digitisation strategy which will be deployed via approved projects once contract is approved.
(cc) Eskom’s commercial process which forms part of Eskom’s Procurement and Supply Chain Management Policy and Procedure was followed.
(dd) The commercial process that was followed is in alignment with Eskom’s Procurement and Supply Chain Management Policy and Procedure and Public Finance Management Act.
(2) Yes, Eskom’s process followed on the Microsoft transaction satisfied all prescribed legal requirements. The details are that the commercial process which is provided for in Eskom’s supply chain policies, is aligned to the Public Finance Management Act (PFMA) and the Preferential Procurement Policy Framework Act (PPPFA).
(3) There are currently no email capabilities with open source and a number of our critical systems are integrated to our email application (exchange), using open source therefore is not possible. Eskom’s applications are extremely critical, given the nature of our business, use of open source will cause vulnerabilities and security is a risk that cannot be tolerated. Furthermore, using open source will have too many incompatibility issues between different word processing applications. There is also a massive proliferation of excel macros across the organisation which will lead to different version that we will have to manage hence there will be an increase in costs (support and maintenance required).
11 April 2016 - NW798
Waters, Mr M to ask the Minister of Police
(1)(a) How many incidents of taxi violence-related shootings have been reported in each province from 1 January 2011 up to the latest specified date for which information is available, (b) how many of the investigations into the specified incidents have been solved, particularly where murder actually occurred, (c) (i) what are the reasons for the investigations that remain unsolved and (ii) what actions he undertook to ensure that the unsolved cases reach their full conclusion to fight what appears to be organised crime in the taxi industry; (2) whether he has put any mechanisms in place to combat taxi violence-related shooting incidents in the future; if not, why not; if so, what are the relevant details?
Reply:
Province |
(1)(a) |
(1)(b) |
(1)(c)(i) |
(1)(c)(ii) |
(2) |
Mpumalanga |
38 |
37 |
One (1) investigation is still active (ongoing). |
|
|
Free State |
8 |
6 |
Four (4) warning statements are outstanding. One (1) docket is at the DPP for a decision. |
|
|
Eastern Cape |
2 |
1 |
One (1) investigation is still active (ongoing). The accused is deceased. Suspected that more perpetrators are involved. |
|
|
Northern Cape |
0 |
0 |
|
|
|
North West |
6 |
5 |
One (1) investigation is still active (ongoing) because the suspect is still unknown. |
|
|
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. |
|
|
Guateng |
153 |
38 |
One hundred and fifteen (115) investigations are still active (ongoing) because a break-through has not yet been made due to:
|
|
|
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). |
|
|
Limpopo |
1 |
0 |
One (1) investigation is still active (ongoing). |
N/A |
|
11 April 2016 - NW732
Alberts, Mr ADW to ask the Minister of Public Enterprises
(1) Why has the Transnet Second Defined Benefit Fund (TSDBF) and the Transport Pension Fund only paid out a bonus of 8.33% in December 2015 while the fund, in particular the TSDBF, had a surplus of R3,9 billion and actuaries indicated that a 10% bonus was affordable; (2) Why has the next bonus, which is payable in the middle of 2016, been limited to 8.33% despite the affordability of a 10% bonus; (3) Whether a certain investment firm (name furnished) currently has any links with the specified pension funds; if so, what is (a) the nature, (b) the extent thereof and (c) reason was the specified firm appointed?
Reply:
1. The surplus is based on an actuarial valuation of a guaranteed statutory increase of 2% per annum, as the bonuses are not guaranteed.
While the actuary had indicated that a 10% bonus was affordable the actuarial surplus would reduce to a very insignificant amount or to nil should a CPI linked pension increase (in addition to the statutory increase of 2% per annum) be implemented in future together with a 13th cheque. To improve the affordability of implementing such an increase policy, the Board of Trustees resolved to pay a 13th cheque (8.33%) as per the practice of the Board of Trustees since 2010.
2. The Board of Trustees has not taken a resolution proposing payment of a further bonus in 2016.
3. (a) The firm was appointed by the Board of Trustees to implement a Liability
Driven Investment mandate with the objective to enhance investment returns;
(b) An amount of R 9 billion was allocated by the Board of Trustees; and
(c) The firm was appointed by the Board of Trustees based on the outcome of a
tender process.
11 April 2016 - NW192
Marais, Mr EJ to ask the Minister of Water and Sanitation
(1)With reference to her reply to question 570 for oral reply on 11 November 2015, what are the results of the latest E.coli tests done by her department in the (a) Apies River and (b) adjacent boreholes; (2) on what date was the City of Tshwane requested to provide her department with an action plan detailing how it will deal with Rooiwal Power Station; (3) whether she has received the specified action plan from the City of Tshwane; if not, when is the action plan due; if so, will she provide Mr E J Marais with the action plan; (4) (a) what alternative action does her department pursue when it is satisfied that it has exhausted the recourse provided by the Inter-governmental Relations Framework Act, Act 13 of 2005 and (b) in terms of what legislation and/or regulations is this action pursued, (5) whether she has employed the specified alternative course of action; if not, why not; if so, what are the relevant details?
Reply:
(1)(a) The latest results available for E coli for Apies River reveal medium to low risk. This can be attributed to the improvement made at the Rooiwal waste water treatment plant since my Department’s intervention.
(1)(b) Tests conducted in adjacent boreholes revealed low to medium risk levels of E-coli found.
(2) The action plan was requested for end of August 2015.
(3) Yes. The action plan was submitted on 31 August 2015. A copy of the action plan is attached. It must be noted that the action plan is a living document and it is revised as and when required.
(4)(a) If all avenues provided for by the Inter- governmental relations framework Act, Act 13 of 20015 has been exhausted and no noticeable improvement can be observed, Criminal Charges are laid against the relevant organ of state.
(4)(b) These criminal charges are pursued in terms of the National Water Act, 1998 (Act No. 36 of 1998).
(5) No. My Department has not pursued the alternative (criminal charges) thus far. My Department is engaging with the City of Tshwane on the action plan and the last engagement was on 8 December 2015. During the engagement, the City Manager committed R140 000 000 to upgrade the plant. Furthermore, the municipality is currently looking at all legal avenues within the supply chain process (SCM) to fast track the procurement of the contractors to urgently start with the required upgrade. My Department is closely monitoring the SCM process and the development at the woks. The last visit at the plant was on 15 January 2016 and there is promising improvement, within the current treatment capacity.
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