Questions and Replies

Reply:

1. The revised SABC editorial policy has been approved by the SABC Board and is currently being implemented.
2. (a) Yes public consultation has taken place. Stakeholder engagements were held with more than 30 organisations and interest groups from across the country and were followed by 17 public hearings, where each province hosted at least one. Almost 2,000 people attended these hearings.

(b) (i) & (ii) The public consultations were advertised on SABC platforms and in selected print media.

(c) The SABC received 216 written submissions from individuals and organisations.

(d)  Not applicable.

3) (a) The policy has been completed

(b) The editorial policy are submitted to the Authority, not Parliament.

 

MR N MUNZHELELE

[ACTING] DIRECTOR GENERAL

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI, MP

MINISTER OF COMMUNICATIONS

DATE:

Reply:

The DoC has, in developing the Green Paper on Audio Visual and Digital Content Policy for South Africa, considered the recommendations of the National ICT Policy Review report in relation to the work of the Department. Once finalized, the DoC will publish the Green Paper to solicit public comments. It is only after the White Paper on Audio Visual and Digital Content Policy for South Africa has been adopted by Cabinet, that implementation will commence.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE

Reply:

Department

(a) i) Incorporation of NATMAP into DOT plans

During the development of NATMAP 2050, an extensive consultation approach from the municipalities, provinces and agencies (bottom-up approach) was undertaken and that culminated into a product informed by plans from various stakeholders.

The NATMAP 2050 Synopsis Report was submitted to the Cabinet on the 18th September 2013 and amongst others Cabinet approved that the Presidential Infrastructure Coordinating Commission (PICC) Management Committee (MANCO) and the Minister of Transport review the proposed NATMAP 2050. In line with the above Cabinet resolution, the Department has reviewed and updated the NATMAP 2050 Synopsis Report and awaiting the Plan’s endorsement by PICC MANCO before it is resubmitted to Cabinet for approval.

NATMAP 2050 Synopsis Update specifies outcomes and strategic objectives linked to key government policies that includes DOT Strategy amongst others. Its objectives will be delivered by linking key proposals with broader national policy areas, the MTSF 2014–2019, NDP 2030 and National Infrastructure Plan (NIP).

ii) Incorporation of NATMAP into Entities Plans

Based on the bottom-up approach that was adopted throughout the development process of NATMAP 2050, different implementing agencies will have to develop their own implementing plans in line with the interventions proposed on the Synopsis Update report. Upon submission of their strategic plans, the Minister will be ensure that implementation of NATMAP 2050 is finds a clear expression in their plans moving forward.

(b) i) Implementation Monitoring

The Department will regularly monitor the implementation of this Plan by engaging implementing agents in terms of getting the reports and serving on different fora or committees that will oversee the implementation of NATMAP 2050 interventions.

ii) By Whom

The Deputy Director General: Integrated Transport Planning will oversee the implementation process and supported by Chief Director: Macro Sector Planning and Director: Master Planning, Implementation and Review.

(c) Timelines

Interventions indicated on the draft NATMAP 2050 Synopsis Update documents are categorised with the following timeframes:

1. Short term: 5 years (2015-2020)

2. Medium term: 10 years (2020-2030)

3. Long Term: 20 years (2020-2050)

It is worth noting that the Performance Agreement between the President and the Minister of Transport, says that by June 2016, the Integrated National Transport Plan should be developed and approved.

Airports Company South Africa SOC Limited (ACSA)

a) (i) Not applicable to ACSA.

    (ii) NATMAP seeks to achieve “An integrated, smart and efficient transport system supporting a thriving economy that promotes sustainable economic growth, supports a healthier life style, provides safe and accessible mobility options, socially includes all communities and preserves the environment”. ACSA supports this vision by ensuring that the Airport Development Plans are aligned with relevant policies and through on-going stakeholder consultations.

• NATMAP recommended the Aerotropolis concept as a means of promoting the integration of airport development with its surrounding land-uses.  At the OR Tambo International Airport (ORTIA), ACSA and the Ekurhuleni Metropolitan Municipality have developed an Aerotropolis Master Plan including an implementation plan for the City of Ekurhuleni and ORTIA. The Plan was completed at the end of 2015 and implementation of catalyst projects has commenced.
• At the Cape Town International Airport (CTIA), ACSA and the City of Cape Town are undertaking a study to determine the feasibility to pursue the Aerotropolis concept as a development strategy for the CTIA and surrounding area. This approach is also being considered in eThekwini for the King Shaka International Airport (KSIA), which includes the Dube Trade Port. The KZN Department of Economic Development, Tourism and Environmental Affairs commissioned an Aerotropolis Master Plan Study, which is expected to be completed by the end of 2016.
• The concept is also being explored at other ACSA airports, in particular in Bram Fisher International, East London and Port Elizabeth Airports through consultation with the respective Local Authorities.

b) N/A (i) N/A and (ii) N/A

c) ACSA is not in a position to respond to part (c) of the question.

Air Traffic & Navigation Services SOC Limited (ATNS)

(a)(i) Not applicable to ATNS

(a)(ii) ATNS has been consulted by the DoT and has provided comments and input in respect of the National Airport Development Plan and National Civil Aviation Policy.

(b)(i) N/A (i) N/A and (ii) N/A

(b)(ii) N/A (i) N/A and (ii) N/A

(c) Not applicable to ATNS

South African Civil Aviation Authority (SACAA)

(a) (i) Not applicable to SACAA

(ii) The National Transport Master Plan is not applicable to the South African Civil Aviation Authority

(b) N/A (i) N/A and (ii) N/A

(c) N/A

Passenger Rail Agency of South Africa (PRASA)

(a)(ii) There is good alignment between the Natmap and PRASA’s Strategic Plan (2012). Both plans identify short, medium and long term requirements through to the year 2050. The recent update of the Natmap 2050 Synopsis provided a further opportunity to strengthen and align the rail plan and requirements going forward.

Furthermore, PRASA’s Strategic Plan is incorporated in the company’s Corporate Plan focussing on the MTEF period (3-year) ahead. Key performance areas (KPAs) and milestones are identified in the plan. The KPAs are monitored and reported to the Department of Transport on a regular basis.

Railway Safety Regulator (RSR)

Natmap is not incorporated by the RSR.

Ports Regulator (PRSA)

The Ports Regulator has not received any directive in this regard from Department of Transport.

Roads Entities:

(a) (ii) The National Land Transport Strategic Framework 2015–2020 (NLTSF) which defines the strategies and policy intent of the Department of Transport with regard to integrated transport and land use planning country-wide over the five year period, incorporates the overarching objectives of Natmap along with National Development Plan 2030 Strategic Aims, Medium Term Strategic Framework (2014-2019) and transport oriented Strategic Integrated Projects (SIPs) as identified by Presidential Infrastructure Coordinating Commission (PICC).

Entities are expected to adopt the relevant intentions and guidance of the NLTSF and adjust it to local needs and circumstances. This will enable them to implement local planning intent interpreted and guided by national policy.

 

South African Maritime Safety Authority (SAMSA)

The National Transport Master Plan (NATMAP) provides an overarching integrated plan for the improved movement of people and freight in South Africa and as such informs and forms the basis for integrated planning within and across the various modes of transport. The South African Maritime Safety Authority is tasked with the mandates of:

1. Ensuring the safety of life and property at sea
2. To combat and prevent the pollution of the marine environment by ships 
3. Promoting the Republic’s maritime interests 

SAMSA is therefore responsible for the efficient, safe, secure and environmentally sustainable movement of inbound and outbound seaborne freight through our national port infrastructure. To this end, SAMSA has aligned its plans towards realising the NATMAP vision by pursuing the following objectives and priority actions in line with other governmental plans:

a) Delivering an efficient, safe, secure and environmentally sustainable maritime transport system by

• Protecting the environment;
• Promoting safety and wellbeing; and
• Infrastructure enhancement and management.

b) The socio economic development of South Africa’s maritime sector by undertaking the following: 

• Grow the economy - this incorporates the pursuit of NATMAP priority actions of growing the economy fuelled by the marine transport development programme under the Operation Phakisa portfolio, specifically focusing on making better use of the maritime transport network, increasing its contribution to GDP and the creation of wealth for the country.

• Freight integration - The promotion of developing a competitive integrated national supply chain perspective by working together across the freight transport value chain from Pit, Port to Market. 

Reply:

(a) The investigation is ongoing and timeframes are dictated by legal processes.

(b) Werksmans Attorneys were appointed to lead the investigation.

(c) The focus of the investigation is based on the findings of the Auditor General in the financial statements of PRASA for the 2014/2015 financial year, and the Public Protector report titled ‘Derailed’.

Reply:

a) The South African Broadcasting Corporation (SABC) management did not prohibit talk show hosts from having open lines discussions during programmes.  Presenters / talk show hosts of for example 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/host are skilled to deal with these matters. The SABC therefore wants to ensure that political discussions are dealt with on the correct platforms to ensure that political parties do not misuse entertainment, religious and sports programmes for their political expediency.

b) Not applicable

MR N MUNZHELELE

[ACTING] DIRECTOR GENERAL

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI, MP

MINISTER OF COMMUNICATIONS

DATE:

Reply:

1. The National Treasury is currently reviewing the entire Supply Chain Management (SCM) legislative framework with a view of developing a single procurement law that seeks to, among others, improve efficiency in the procurement environment and eliminate corruption.
2. The National Treasury will be developing guidelines to assist municipalities on the appropriate application of regulation 32 of the Municipal Supply Chain Management Regulation by July 2016. These guidelines will assist municipalities to follow due process and thereby prevent any potential misuse of this provision in the Municipal SCM legislative framework. In the interim, municipalities should submit any enquiry to the MFMA helpdesk facility, [email protected].
3. Additional to the the comment above, the MFMA provides for all processes and procedures that are undertaken at a municipality. Therefore reliance is placed on the system of delegation and other regulatory audit processes to assist in preventing the misuse of regulation 32.

Further efforts will be made to speed up the process of reviews of Section 32 and to stop the abuse that is prevalent in this regard.

Reply:

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

1. The Bridge project, and
2. The Concourse project

a) The current status of the two projects;

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

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

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

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

b) Project costs

Bridge project cost to date:

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

Concourse project cost to date:

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

c) Reasons for the delays in completing the projects;

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

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

Concourse project:

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

d) When the project would be completed;

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

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

Reply:

Airports Company South Africa SOC Limited (ACSA)

(a) The various color schemes are determined by the international benchmark of all the signage for both navigational and disclaimer signage. The colors are then further explained on the actual signage and way finding guideline document.

(b) The research that was done in the initial stages of creating a signage philosophy that is easily recognizable by all passengers, was based on what was acceptable from an aviation regulation point of view in the international market. These standards were adopted to make sure that what is available in South Africa is available in any international airport in the world.

(c) The signage committee at the airports conducts a desktop, top line comparison of ACSA’s signage philosophy to that of international Airports around the world. The same philosophy that is used in South Africa is also used in the airports that ACSA is involved in building and maintaining. The company also works very close with the civil aviation authority to keep tabs on any regulatory changes on the signage philosophy.

(d) In 2013, the company made amendments to the signage guidelines based on international standards that were amended. These standards were as a result of comparison and benchmarking the ACSA signage philosophy and key international standards as outlined by the civil aviation authorities.

(e) The signage for smaller / regional airports were not visible enough and the size of fonts and specs needed to be changed.

1. The new no smoking act: The signage was outdated and needed to include the actual act on it.
2. Prohibition signage: The signs at the time did not have clear images / illustration of what the prohibition was for, this has since been changed.
3. Prohibition signs: The signs that were on glass doors and walls were blank at the back. This has since been changed.

Reply:

(a) No. The Gautrain Rapid Rail Link was procured and implemented as a Public Private Partnership in terms of Treasury Regulation 16 of the Public Finance Management Act. The acquisition of the additional coached will be procured in term of the provisions of the Treasury Regulations and the Concession Agreement entered into between the Gauteng Provincial Government and the Bombela Concession Company.

(b) No. See above.

1. N/A
2. N/A

Reply:

(1) (a) The following are amongst the sustainability challenges faced by community small commercial media:

• Inadequate of support with regard to advertising from government and private sector;
• Print and Digital Media South Africa (PDMSA) has withdrawn its funding and government allocation to Small Commercial Media;
• High printing costs; and
• Inability to attract and retain skilled personnel due to limited funding.

(b) Liaising with the GCIS in order to secure advertising revenue for CSCM

• Liaising with Media Buyers for advertising bookings to the sector
• Negotiated printing discounts with the major houses such as CAXTON, Paarlcoldset and Rising Sun Printers
• Providing support for the establishment of Provincial Cooperatives in order to lobby for advertising bulk buying
• Capacity building and skills development through partnership with relevant training institutions such as the Wits Radio Academy, finalising MoA with MICTSETA; and
• For 2016/17 we will be focusing on enterprise development training to equip projects on financials, fundraising skills.

(2) The Ministry of Communications is facilitating the discussions and debates around the discussion document “Towards a Policy on Media Transformation and Diversity” which was drafted to focus on media transformation and diversity issues. This is currently being updated/revised with further desktop and commissioned research. Meetings have also been held with government statutory bodies, non-governmental organisations and media agencies to solicit their views. This has included organisations such as MDDA, ICASA, NABSA, Right to Know and Freedom of Expression.  Issues raised in these meetings are being further investigated and incorporated into the Discussion Document.  A colloquium is further being considered for 2016 to deepen our understanding of key transformation issues within the environment, to finalise scope and allow stakeholders an opportunity to present their views.

(3) (a) The MDDA Board is engaging the individual members of the PDMSA, who have requested details on the funding previously allocated; this will also be covered as part of the Social Impact Study currently being commissioned by the MDDA Board.

(b) So far meeting has been held with the Media 24 and the outcomes were positive, however the MDDA has been requested to develop a report reflecting on how the funds have been allocated to projects. There are meetings due with The Times Media, Caxton and Sekunjalo.

 

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE

Reply:

The Department is unable to respond due to the fact that the matter is before the Courts.

 

 

MR N MUNZHELELE

[ACTING] DIRECTOR GENERAL

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI, MP

MINISTER OF COMMUNICATIONS

DATE:

Reply:

(1) In August 2014, following media reports about allegations of improper and unlawful conduct of members and people associated with the State Security Agency (SSA), the Minister of State Security requested the office of the Inspector-General of Intelligence (IG) to conduct an investigation into these allegations. The media reports had alleged that certain employees of the agency were involved in activities meant to destabilize the functioning of the South African Revenue Services (SARS). (a)the report was titled “Investigation into Media Allegations Against SSA Employees”. (b) the report did not find any wrong doing on the part of the State Security Agency and recommended that engagements be held with SARS on certain aspect of their investigative work. (c) the report was completed on 31 October 2014.

(2) The Joint Standing Committee on Intelligence was briefed on this report by senior officials of the State Security Agency on 12 May 2015.

Reply:

1. (i) and (ii) The Department of Justice and Constitutional Development (DoJ&CD) including the National Prosecuting Authority (NPA), procures within the current framework in terms of the Preferential Procurement Regulations (PPR). The PPR was developed to support BBBEE and government specific goals.

94% of the departmental procurement supports government initiatives of which approximately 31% (R139 million) relates to SMMEs.

The department is awaiting the approval of the revised PPR that will provide for full implementation of the commitments made in the recent State of the Nation Addresses’ delivered.

 

The Office of the Chief Justice is submitting information in terms of the Broad Based Black Economic Empowerment scoring points system as prescribed by the Preferential Procurement Policy Framework Act, 5 of 2000. Information is submitted as follows:

Total amount spent on procurement from 1 April 2015 to 22 February 2016 by the Office of the Chief Justice amounts to R38 647 064.18. Of this amount R29 173 393.99 was spent on Black Economic Empowerment procurement (all Black Economic Empowerment levels). Therefore the Office of the Chief Justice spent 75.49% on Black Economic Empowerment procurement.

(b)(i) The Special Investigating Unit has indicated that the percentage of total procurement spend on SMME is sixty (60%) percent.

(ii) The SIU further indicated that no procurement was made from or in support of co-operatives and rural enterprises.

1. (i) Legal Aid South Africa issued instructions to 11,831 judicare practitioners from 1 April 2015 to 31st January 2016 to the value of R96 million. These are all small law firms.

A total amount of R1.35 million, covering 1 April 2015 to 31st December 2015, was paid to five (5) law firms that are all based in rural areas and have Agency Agreements with Legal Aid SA.

An amount of R95,7 million constituting other procurements of services and goods by different suppliers were paid out for the period 01 April 2015 to 31st January 2016. Legal Aid SA awaits National Treasury’s comprehensive review of the existing Supply Chain Management legislative framework in respect of various specific goals, i.e., Small, Medium and Micro-sized Enterprises (SMMEs), co-operatives, as well as township and rural enterprises to classify procurements services going forward.

(a) (i) The Department of Correctional Services has not set aside 30% of its procurement for purchasing from SMMEs, co-operatives as well as

township and rural enterprises as this is not yet supported by procurement legal framework.

Currently contracts are awarded in accordance with the Preferential Procurement Policy Framework Act, 2000 and its Regulations, 2011 to the bidder scoring the highest points.

The information regarding the contracts awarded with values above R30 000.00 from 1 April 2015 to 19 February 2016 is as follows:

BEE Level	Total Contracts	Total Current Contract Value	Percentage
Level 1	470	R 144 136 872.30	17.67%
Level 2	110	R 426 205 448.05	52.21%
Level 3	496	R 109 626 423.40	13.43%
Level 4	149	R 94 095 598.66	11.53%
Level 5	17	R 3 065 779.70	0.37%
Level 6	16	R 4 504 798.52	0.55%
Level 7	3	R 265 269.30	0.03%
Level 8	2	R 381 480.00	0.04%
Non-compliant contributor	203	R 34 042 967.57	4.17%
Total	1466	R 816 324 637.50

National Treasury’s Summary Report: Contract(s) Awarded does not make provision for distinguishing of contracts awarded to Small, Medium and Micro-sized Enterprises, co-operatives as well as township and rural enterprises.

(ii) As above

1. Not applicable

 

Reply:

I wish to inform the Honourable Member that I have considered the South African Law Reform Commission Project 107 Report on Sexual Offences (Adult Prostitution). It will be released on a date to be announced shortly.

Reply:

(a)(i) The Department procured 40.38% of goods and services from SMMEs, township and rural enterprises combined for the period 1 April 2015 to 31 January 2016.

(a)(i) The Department did not procure any goods or services from co operatives for the period 1 April 2015 to 31 January 2016.

Reply:

1. Yes, gang related incidents were experienced during the last six (6) months at Correctional Centres A, B and C at Boksburg Management Area. Prevalent gangs involved in gang incidents include the RAF 3, Big 5, 26 and 28 Gangs.

(2)(a)(i) One (1) inmate died in November 2015 in Boksburg Medium A following an assault of an “inmate on inmate” with a sharpened object.

1. (a)(ii) – Yes, see table below.

(2)(b)(i) No officials died due to the violence.

(2)(b)(ii) – No officials were injured due to the violence.

(2) date of incident and centre	(2) Description	Number of inmates involved	2(a)(ii) number of inmates injured	(1) gangs involved
2015.10.10 Centre A	Inmate assaulted two (2) other inmates. Both victims sustained laceration injuries.	3	2	26 and 28 gang
2015.10.13 Centre A	Two (2) inmates assaulted one (1) inmate by hitting him with padlocks on his head.	3	1	26 and 28 gang
2015.10.15 Centre A	Two (2) inmates were stabbed by two (2) inmates with sharpened objects.	4	2	26 gang
2015.11.09 Centre C	Five (5) inmates assaulted one (1) inmate.	6	1	26 gang
2015.11.12 Centre A	Three (3) inmates fought amongst themselves with self-made knives.	3	3	RAF 3
2015.11.14 Centre B	Four (4) inmates stabbed two (2) inmates.	6	2	26 and 28 gang
2015.11.16 Centre A	Two (2) inmates assaulted one (1) inmate with a sharpened object and one (1) of the perpetrators was also injured.	3	2	28 gang and Big 5
2015.11.16 Centre B	Three (3) inmates assaulted one (1) inmate with a sharpen objet.	4	1	28 and 26 gang
2015.12.25 Centre C	Three (3) inmates assaulted each other	3	3	26 and 28 gang
2016.02.18 Centre A	Two (2) inmates stabbed one (1) inmate.	3	1	RAF 4 and Big 5
2016.02.29 Centre C	Ten (10) inmates assaulted each other.	10	10	and 28 gang

(3)(a) There is ongoing gang profiling in order to ensure improved management of gang dynamics in the correctional centre. The awareness of officials is raised on a regular basis to ensure constant vigilance and emphasis is placed on the effective management of offender complaints and requests. The utilisation of the gang management tools – especially the gang management checklist for utilisation at correctional centre level – is encouraged.

(3)(b) All inmates are made aware of the negative consequences of gangs in a correctional setting as part of the induction process and through ongoing engagement at unit level. As a matter of standard procedure all acts of violence (including those that arise due to gang activities) are investigated internally and this results in the guilty parties having their privileges reviewed. Offenders who pose a risk to the safety of other inmates are placed in single cells for closer monitoring.

It is also normal procedure that where there are injuries the cases of attempted assault, assault, assault with intent to inflict grievous bodily harm and attempted murder or murder are reported to the South African Police Service (SAPS) for investigation and pursuit of criminal charges. In many instances, however, most victims refuse to press criminal charges. Offenders who are found guilty of criminal offences will have their sentences prolonged or parole and release dates reviewed accordingly.

The Department is also working hard at ensuring that gang activities in correctional centres are dealt with in terms of the Prevention of Organised Crime Act (where possible and in liaison with the SAPS) as has been the case in regions like the Western Cape. The Department will also explore how the provisions of the Dangerous Weapons Act 15 of 2013 can be applied to gangs in correctional centres.

Reply:

(1) The Department always gives full and proper attention to the expert opinion given by each Branch or Chief Directorate. It is not understandable why there is a belief that the Department   acted contrary to the view of some experts. The Department acted in accordance with proper rules and procedures and followed the scientific recommendations given by its experts. The Department has not allocated any additional commercial quota and has thus not endangered the viability of the horse mackerel population. It should also be borne in mind that at the moment no fisherperson has been allocated fishing right and all are operating under exemption. This means, therefore, that it is not possible for any person to say that The Department has over-allocated as horse mackerel fishing can be stopped at any time if the Department believes that that stock is facing an ecological threat.

(2) Permits are issued by delegated officials in the Department and there has not been a need (now and in the past) for the Minister to make announcements on the issuing of any fishing rights.

Reply:

a) In the 2015/16 financial year, the department is supporting one hundred (100) rural tourism SMMEs through the Tourism Enterprise Partnership (TEP) programme. In the second quarter 92 enterprises were supported on mentorship, business training, and marketing / market access and business development fund assistances and in the third quarter 78 enterprises were supported. The types of tourism businesses supported included accommodation establishments, restaurants, arts and crafts, tour operators and tourism attractions. The department contributed R13.5 million towards the partnership. The department has signed an MOU with the Ministry of Small Business Development to stimulate the establishment of new SMMEs, starting from the 2016/17 financial year.

b) TEP reported that 1,556 Full Time Equivalent (FTEs) jobs were created in the second and third quarter of the 2015/16 financial year.

Reply:

The Department has not conducted any studies or research on the salary levels of academics, senior university management or Vice-Chancellors in South African universities. However Universities South Africa (USAf), formerly known as Higher Education South Africa (HESA), completed a study on the remuneration of academic staff at South African universities in 2014. This report can be downloaded from the Universities South Africa’s website.

 

Compiler/contact persons:

Ext:

DIRECTOR – GENERAL

STATUS:

DATE:

REPLY TO QUESTION 336 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

1. A. International tourism

Province	(1)(a)Tourism Figures - 2014	(b) (i)Revenue 2013 - billion	(b) (ii)Revenue 2014 - billion	b (iii) Revenue 2015
Eastern Cape	304,888	R 2.0	R 2.4	Data for 2015 is not available as yet
Free State	960,147	R 1.9	R 1.2
Gauteng	3,804,125	R 25.6	R 26.1
KZN	768,228	R 4.4	R 3.8
Limpopo	1,639,766	R 9.4	R 9.4
Mpumalanga	1,144,021	R 5.2	R 4.7
North West	508,537	R 1.7	R 1.4
Northern Cape	166,657	R 0.7	R 0.7
Western Cape	1,386,100	R 13.1	R 14.5

1. B. Domestic tourism

Province	(1)(a)Tourism Figures - 2014	(b) (i)Revenue 2013 - billion	(b) (ii)Revenue 2014 - billion	b (iii) Revenue 2015
Eastern Cape	3,2 million	R 2,5	R 3,0	Data for 2015 is not available as yet
Free State	1,0 million	R 0,7	R 1,1
Gauteng	4,3 million	R 3,6	R 4,4
KZN	5,3 million	R 6,6	R 5,2
Limpopo	7,4 million	R 4,3	R 5,5
Mpumalanga	3,3 million	R 2,7	R 2,4
North West	2,3 million	R 1,1	R 1,9
Northern Cape	0,6 million	R 0,6	R 0,5
Western Cape	1,6 million	R 2,3	R 2,8

2. Business conferencing

Province	*(2)(a)Attendee Figures	*(b)(i) Revenue due to promotion of business conferencing 2014 - million	b (ii) Revenue 2015 Revenue due to promotion of business conferencing 2015 - million
Eastern Cape	1105	R 9,4	Data for 2015 is not available as yet
Free State	2 139	R 29,8
Gauteng	12 790	R 159,9
KZN	13 265	R 111,6
Limpopo	200	R 2,2
Mpumalanga	173	R 2,4
North West	810	R 7,8
Northern Cape	0	0
Western Cape	32 384	R 455,1

*information on business conferencing is based on data received from the provincial convention bureaus on Association meetings.

Reply:

1. (a) According to the response received from the NGB, the licence was awarded jointly to Akani Egoli (Pty) Ltd (licence holder) formerly a dormant company known as Tacasa Investment (Pty) Ltd and Casino Austria International Holding GmbH (casino operator / management).

(b) According to the response received from the NGB, the directors were as follows:

• Krok Martin Zane
• Krok Maxim
• Matthews Kgomotso Regina
• Thlabi Brynner Brian
• Schutte Barend Jacobus
• Hautmann Jurgen
• Farrow John Robert Henry
• Mzizi Daniel
• Moloko Richard Thabo
• Williams Robert John
• Ndlovu Maduke Lot
• Khoza Ruel Jethro

2. According to the response received from the NGB, the answer is in the affirmative.

3. According to the response received from the National Lotteries Board (NLB) and now the National Lotteries Commission (NLC), on 3 November 2004, an application signed by one Mr. C M Till was received.

4. According to the response received from the NLC, the referees cited on the application were:

i. Mr George Bizos

ii. Mr Richard Moloko; and

iii. Mr Reuel Khoza

5. According to the response received from the NLC, the grant of R1 585 000.00 was awarded and paid in three tranches between April 2008 and August 2014 to SA Apartheid Museum with Registration Number 2001/019108/08 by the National Lotteries Board.

Reply:

1. According to the information received from the NLC, the SA Apartheid Museum, in support of its applications supplied all the required information viz.:

i. Prescribed application form, duly completed.

ii. Project plan and motivation for said project.

iii. Project budget.

iv. Notice of registered office to show registration number.

v. Articles of Association of a Company not having a share capital.

vi. Memorandum of Association of a company not having share capital.

vii. Annual financial statements for three consecutive years.

According to the information received from the NLC, the signatories to the Articles of Association were:

i. Kim Feinberg

ii. Steven Joffe

iii. Christopher Kroese

iv. Solomon Krok

v. Christopher Martin Till

vi. Richard Thabo Moloko

vii. Lesego Wa Lesego

viii. Sidney Abromowitch

2. Yes, please see “Annex A” attached hereto. “Annex B” contains further information regarding changes of directors at SA Apartheid Museum. This information was provided for by the Companies and Intellectual Property Commission (CIPC).

3. (a) According to the information received from the NGB, the casino was funded 60% debt (R497.4m) and 40% equity (R344.9m). Equity contribution was as follows:

i) Akani Leisure R172.45m

ii) M Krok R73.29m

iii) MZ Krok R73.29m

iv)Promoters R25.87m

According to the information received from the NLC, the shareholders of Akani Leisure were as follows:

• Co-ordinated Network Investments
• Siphumelele Investments
• Black Management Forum Invetment
• Youth Investments Network
• G7 Investments Holdings
• Xau Women’s Investment
• Prime Portfolio Investments A

The shareholders of the promoters were as follows:

• The Kroks (Maxim and Martin Zane Krok who are the sons of Solly and Abe Krok)
• Casinos GmbH
• Murray & Roberts Construction
• Innovative Resort
• First Corp Merchant Bank
• Co-ordinated Network Investments

(b) Youth Investment Network was established and financially assited by Akani Leisure and the Promoters to create an opportunity for the youth to participate in casino licence applications throughout the country. Once it was established, it was offered a shareholding in Akani Leisure.

The shareholders of Akani Leisure were as follows:

• Co-ordinated Network Investments
• Siphumelele Investments
• Black Management Forum Invetment
• Youth Investments Network
• G7 Investments Holdings
• Xau Women’s Investment
• Prime Portfolio Investments A

According to the response received from the NGB, none of the members of the Youth Investment Network were employees of the Gauteng Gambling Board.

Reply:

1.(a) 13 Country Offices are currently in operation.

(b) The South African Tourism offices are situated in the following countries:

USA

UK

Germany

France

Netherlands

Italy (to be closed in 2016/17 financial year)

India

China

Japan

Australia

Angola (rental agreement ending August 2016)

Nigeria

Brazil (General Marketing Agent)

2. (a)

Country Office	2015/16 Budgets
1. USA	R69 069 634
2. UK	R52 316 899
3. Germany	R54 297 239
4. France	R35 939 548
5. Netherlands	R27 687 781
6. Italy	R14 771 183
7. India	R32 166 316
8. China	R26 617 535
9. Japan	R12 664 850
10. Australia	R33 239 550
11. Angola	R14 251 649
12. Nigeria	R25 035 247
13. Brazil	R23 658 828

(b)

Country Office	Number of Staff (approved headcount)
1. USA	7
2. UK	6
3. Germany	7
4. France	4
5. Netherlands	4
6. Italy	5
7. India	4
8. China	5
9. Japan	3
10. Australia	3
11. Angola	1 (Trade Relations Manager only)
12. Nigeria	4
13. Brazil	General Marketing Agent

Reply:

1. (a) According to the response received from the NGB, Mr Biyela was never an employee of the Gauteng Gambling Board.

(b) According to the response received from the NGB, Mr Mokhobo served as an Acting Chief Executive Officer of the GGB.

(c) According to the response received from the NGB, Mr Mokhobo served as an Acting Chief Executive Officer of the GGB from 01 January 1998 to 14 April 1998.

(d) According to the response received from the NGB, the position was vacant since the then Chief Executive Officer had resigned in December 1997.

(e) At the time the Board had appointed Gobodo Incorporated to assist it with the probity investigations relating to the casino licence applications in terms of section 15 of the Gauteng Gambling Board Act, Mr Mokhobo was responsible for the Gobodo investigating team. Mr Mokhobo was appointed as the Acting Chief Executive Officer whilst the recruitment process was underway. A permanent Chief Executive Officer was then appointed effective from 15 April 1998.The appointment of Mr Mokhobo did not breach any of the board’s policy concerning the conflict of interest since Gobodo was not an applicant to the Board nor licencee; and was already performing duties on behalf of the Board.

2. According to the response received from the NLC, the NLC does not know who the financial stakeholders of the applicants are as this information is not required.

3. According to the response received from the NLC, the response is no.

4. According to the response received from the NLC, the response is no. Recordings are only kept for a period of five years. The adjudication of the application was in 2008, and therefore records are not available.

Reply:

a) i) Incorporation of NATMAP into DOT plans

During the development of NATMAP 2050, an extensive consultation approach from the municipalities, provinces and agencies (bottom-up-approach) was undertaken and that culminated into a product informed by plans from various stakeholders.

The NATMAP 2050 Synopsis Report was submitted to the Cabinet on the 18th September 2013 and amongst others Cabinet approved that the Presidential Infrastructure Coordinating Commission (PICC) Management Committee (MANCO) and the Minister of Transport review the proposed NATMAP 2050. In line with the above Cabinet resolution, the Department has review and updated the NATMAP 2050 Synopsis Report and awaiting the Plan’s endorsement by PICC MANCO before it is resubmitted to Cabinet for approval.

NATMAP 2050 Synopsis Update specifies outcomes and strategic objectives linked to key government policies that include DOT Strategy amongst others. Its objective will be delivered by linking key proposal with broader national policy areas, the MTSF 2014-2019, NDP 2030 and National infrastructure Plan (NIP).

ii) Incorporation of NATMAP into Entities Plans

Based on the bottom-up approach that was adopted throughout the development process of NATMAP 2050,different implementing agencies will have to develop their own implementing plans in line with the intervention proposed on the Synopsis Update report. Upon submission of their strategic plans, the Minister will be ensure that implementation of NATMAP 2050 is finds a clear expression in their plans moving forward.

b) i) Implementation Monitoring

The Department will regularly monitor the implementation of this Plan by engaging implementing agents in terms of getting the report and serving on different for a or committees that will oversee the implementation of NATMAP 2050 interventions.

ii) By whom

The Branch: Integrated Transport Planning will oversee the implementation process and supported by Chief Director Macro Sector Planning and Director Master Planning,

c) Timelines

Interventions indicated on the draft NATMAP 2050 Synopsis Update documents are categorised with the following timeframes:

1. Short term: 5 years (20152020)
2. Medium term: 10 years (2020-2030)
3. Long Term: 20 years (2020-2050)

It is worth noting that the Performance Agreement between the President and the Minister of Transport, says that by June 2016, the Integrated National Transport Plan should be developed and approved.

 

Reply:

I have been advised by the Department as follows:-

(a) & (b) Not Applicable: The department was not in existence during the years in question.

(c) No: The department did not buy advertising space in The New Age in the year in question.

 

Reply:

(a) Department

(i) 44.1% from 1 April 2015 to 30 November 2015

(ii) None

(b) South Africa Tourism

(i) 6% of total procurement spend is spent on SMMEs in South Africa. This excludes foreign spend.

(ii) None. There is no procurement expenditure in the co-operatives category of suppliers.

Reply:

During 2012-13, adverts were placed in New Age by recruitment companies totalling R102 146 for staff posts advertised by the department. This constituted 0,65% of the total advertising costs of the department for the year. Other media outlets used in this period included the Star, Mail & Guardian, City Press, Business Day and Sunday Times.

During 2013-14, infrastructure marketing was placed by Brand SA on behalf of EDD in various media outlets, which included newspapers, radio and television. Adverts and marketing were placed in Sowetan, the Star, Cape Times, Pretoria News, Mercury, Mail & Guardian, Business Day, City Press and the Sunday Times. No advertisements or marketing was placed with the New Age in this period and the amount was accordingly nil.

During 2014-15, infrastructure marketing was placed by Brand SA on behalf of EDD in various media outlets. Adverts for this as well as normal departmental advertising were placed in City Press, The Star, Pretoria News, Cape Times, Mercury, the New Age and Sunday Times. A separate partnership between KPMG and EDD was done, involving the M&G, at no cost to EDD. A sum of R100 000 was paid by EDD to Brand SA for advertisements in the New Age, which was equivalent to 1,6% of EDD’s total advertising spend for the financial year.

-END-

Reply:

I have been advised as follows:-

After considering the contents of the report and applying my mind to the matter, I notified the PSC on 23 February 2016 that I have accepted the report without any amendments. The report is available to the affected parties.

Reply:

a) For the period 1 April 2015 to date, 26.8% of the department’s total procurement spent was allocated to SMME’s including Co-operatives. This amounts to R5 926 304.97.

b) The entities total procurement spent allocated to SMME’s is as follows:

IDC

The IDC has awarded procurement contracts to the value of R78 951 498.00 during 1 April 2015 to 29 February 2016 of which 57% of the total contract value was awarded to SMME’s.

ITAC

ITAC total spent on SMMEs is 31%, at a total value of R5 227 410.49

Competition Commission

Due to the nature of the Commission’s business being an investigative and prosecutorial agency, the majority of its procurement is on legal counsel, economists and experts. The total spent from 1 April 2015 until 30 September 2015 is at 4% at a total value of R63,7 million.

Competition Tribunal

The Competition tribunal does not currently keep statistics with regard to procurement from SMME’s or co-operatives. EDD has now requested that such data be collected in future.

-END-

Reply:

Minister has a signed performance agreement that is translated into a Medium Term Strategic Framework for a 5 years period.  This is broken down into an annual performance plan. 

These documents form the basis of the department being held accountable by Parliament on a quarterly basis and also held accountable by the public.  The performance agreement of the Minister is therefore publicly assessed through the Portfolio Committees on a regular basis. 

Additionally, the Public Finance Management Act (PFMA) compels all the Executing Authorities to subject their departmental expenditure to the Auditor General. This again is a measure that ensures full accountability to the public funds. 

Reply:

1.Yes, the Department has bought advertising space in The New Age in the 2012-13, (b) 2013-14 and (c) 2014-15 financial years;

i) Number of times; and

ii) The amount in each specified financial years.

DEPARTMENT OF ARTS AND CULTURE

Advertisements	Date	Cost
Heritage Month	September 2012	R75 360.00
Freedom Month	April 2012	R56 520.00
Africa Month	May 2012	R42 955.20
Nelson Mandela Day	July 2012	R28 636.80
Nelson Mandela Day	July 2012	R28 636.80
Visual Arts Indaba	October 2012	R66 572 00
Advertisement	April 2013	R40 929.42
Advertisement	June 2014	R35 803.98
Advertisement	November 2014	R8 997.61
Advertisement	March 2015	R6 791.30

2. The advertisements that were placed through GCIS are as follows:

Adverts placed through GCIS:

DEPARTMENT OF ARTS AND CULTURE THROUGH GCIS

Reconciliation Month	December 2014	R31 710.00

Reply:

I have been advised by the Department and Entities as follows:-

(a)(i) The Department has spent 28% on SMMEs from April 2015 to January 2016.

(a)(ii)The Department does not have a specific classification for Co-operatives.

(b) Entities:

Sentech SOC Ltd

(b) (i)The percentage spend on SMMEs for period 1 April 2015 to January 2016 was 15% of the total procurement expenditure.

(b)(ii) Sentech does not have a specific classification for Co-operatives.

SITA SOC Ltd

(b) (i)The percentage spend on SMMEs for period 01 April 2015 to 31 December 2015 was 10%.

(b)(ii) SITA does not have a specific classification for Co-operatives.

Broadband Infraco SOC Ltd

(b)(i) The percentage spend on SMMEs for a period 01 April 2015 to date is 34.56%.

(b)(ii) Broadband does not have a specific classification for Co-operatives

ZA Domain Name Authority

(b)(i) The zaDNA has spent 100% of its procurement budget on SMMEs from 1 April 2015 to date.

(b)(ii) zaDNA does not have a specific classification for Co-operatives.

Universal Service and Access and Agency of South Africa (USAASA)

(b)(i) USAASA does not have a system to track procurement by SMMEs but this will be a requirement of their new electronic system. The current system does however track spending on BBEEs. The BBEE target is set at 80%. The overall budget of USAASA during the current financial year is R24, 591 million. Of this amount, about R19, 672 million have been spent on BBEEs.

(b)(ii) USAASA does not have a specific classification for Co-operatives.

National Electronic Media Institute of South Africa

(b)(i) NEMISA has spent 0.9% on SMMEs for a period 01 April 2015 to February 2016.

(b)(ii) None

South African Post Office

(b)(i). SMMEs spending from 01 April to date is 6.60% of the total procurement spend.

(b)(ii) 14.41%

 

Reply:

1. All metropolitan municipalities have indicated that they have call centres or toll free numbers to deal with customer queries related to service delivery issues which include issues related to customer accounts queries.

(a) The number of calls received are between 200 - 4000 calls per day and all queries are resolved successfully.

(b) About 85% of queries and complaints are resolved on first contact. The remaining 15% is referred to relevant departments.

(c) Information on the number of staff employed by municipalities is still being sourced from municipalities.

2. All metropolitan municipalities present their call centre reports to provincial service delivery forums i.e. war room, operation Sukuma Sakhe (KwaZulu Natal) and Ntirisano (Gauteng).

(a) No failures on the call centres have been reported on.

(b) All municipalities have reported that the call centres are fully operational and most of the queries are being responded to effectively and efficiently.

Reply:

The Department of Basic Education ([)BE) has not excluded from its considerations for the future the testing of matric markers. The DBE is commit1ed to ensuring that the most competent educators are appointed for the marking process and. therefore. this option will be pursued based on more extensive consultation with the teacher formation s. that are vital to the success of this initiative. In view of the concern expressed by one of the major Unions in the country, it was therefore considered necessary to consult more widely with all the national teacher Unions on this very important measure that will be used to evaluate the competency level of the educators appointed.

However. it also needs to be noted that the implementation or the competency test will not resolve all the quality issues relating to marking. The competency test is only but one measure to improve the quality of marking. The Department is embarking on a whole range of initiatives to improve the accuracy and reliability of marking for which Umalusi has commended the Department.

These quality assurance measures include the following:

(a) Markers are appointed based on stringent criteria relating to teaching experience and qualification. and this is accompanied by a report on the Grade 12 performance of the prospective marker and his/her performance in the previous marking session/s.

(b) The DBE has conducted and ''ill continue to conduct an audit of al l marker appointments across all Provincial Education Departments (PEDs) to ensure that all PEDs comply strictly with the criteria for appointing markers.

(c) During the training of markers, markers are presented with the actual learner scripts and markers are authorised to mark only if they demonstrate they are capable of complying with the tolerance range allowed for specific paper.

(d) The tolerance Range is also used during the moderation process whereby the mark awarded by the moderator and the marker should not vary beyond an agreed range.

(c) Marking is followed b) an intensive moderation process which ensures that script are moderated by a senior marker who is in turn, overseen by the Deputy Chief Marker and the final quality control is the responsibility of the Chief Marker.
 

Reply:

(1) The South African National Military Veterans Association (SANMVA) has been established to function as an entity that will assist the Department to reach its goals in servicing military veterans. Its core function is to mobilise military veterans across all individual associations and to ensure that all military veterans are aware of all of the benefits that are provided by the Department of Military Veterans and other government Departments.

(2) The Department has not aborted the special purpose vehicle (SPV). At present, a process is underway to probe the best possible solution towards establishing an SPV that would function efffectively and make sure that it does provide the intended benefit to all military veterans. Explorations include probing whether or not the provision of funding to military veterans will be in the form of a grant or loan and what the criteria would be in each instance. The Minister of Defence and Military Veterans is in full support of an SPV and has recommended that the Department continues to establish the SPV to give effect to a process that will be of benefit to military veterans to the extent that they necome self sufficient and are able to become less relaint on funding from the Department.

SANMVA has not assumed the role of an SPV. On the contrary, the Department is beginning to benefit from interventions wherein SANMVA engages with the private sector to open up business and employment opportunities for military veterans. Such opportunities are fed back to the Department for implementation. One such engagement has resulted in the Department beginning to pilot the training of military veterans in the installations of Set Top Boxes in conjunction with Ellies, one of the companies that has been awarded a contract to implement the Government’s Digital Migration programme under the Department of Communications. The roles are more complimentary rather than SANMVA assuming a role of the Department.

(3

(a) To give effect to its functions, SANMVA requests assistance in the form of transport and accommodation, where required.

(b) The Department covers all requests when funds are available.

(4)

(a) The Department does make a budget allocation for SANMVA activities under the Chief Directorate: Provincial Offices and Stakeholder Management.

(b) No funds have been transferred to SANMVA to date for personal managemrent by SANMVA. The mechanism for this has not yet been instituted.

(5) SANMVA has submitted one annual report to the office of the Minister of Defence and Military Veterans, to date, since the establishment of SANMVA under the new Military Veterans Act, No 18, of 2011.

Reply:

The Department of Social Development has checked its records and could not find companies with above mentioned names which have been awarded contracts within the abovementioned financial years.

a) None

b) None

c) None

(i) N/A

(ii) N/A

 

Supported/ Not Supported

_______________________________

Ms. S Mgwaba

Chief Director: Financial Administration

Date:

Supported/ Not Supported

_______________________________

Mr. C Appel

Chief Financial Officer

Date:

Supported/ Not Supported

_______________________________

Ms. L Oliphant

Chief Director: Communications

Date:

Supported/ Not Supported

_______________________________

Mr. A Phahlamohlaka

Chief of Staff

Date:

Supported/ Not Supported

_______________________________

Ms. N Ndabankulu

CD: Executive Support & IGR

Date:

Recommended/ Not Recommended

_______________________________

Mr. T Magwaza

Acting Director-General

Date:

Reply:

Armscor’s Strategy departs from the premises as indicated below and contains objectives as indicated.

1. The SANDF is Armscor’s client and as such Armscor must firstly focus on the SANDF’s requirements as defined and scheduled by them.
2. Armscor is, however, also sensitive to the greater socio-economic issues that come into play with defence expenditure. In this regard Armscor had studies conducted to assess the socio-economic impact of different types of acquisition programs related to the requirements of the Defence Review.  The insights from these studies are used to advise the SANDF, to try and position the local defence industry for optimal socio-economic impact in the RSA or to define the required characteristics of agreements with international suppliers where necessary, for example to protect the balance of payments and to transfer skills to the RSA.  
3. Armscor is also in consultation with the Departments of Science and Technology and Trade and Industry to optimize possible defence expenditure with their departmental initiatives.
4. Armscor is not the representative body for the local defence industry (AMD), but it is cooperating with the body to define and implement initiatives to strengthen the local defence industry.
5. In addition to existing support to marketing events such as the upcoming Africa Aerospace Defence (an international and continental) event, Armscor reacts to opportunities as they show themselves within the relevant oversight policies. The approach is not only reactive but also proactive as Armscor Research and Development is involved in forums that are aimed at optimizing the continent’s military output through improved logistic support and interoperability. Armscor Research and Development is also providing insights to the focusing of technology development to ensure an ability to react to opportunities.

SUBMITTED ON: 15 MARCH 2016

Reply:

(a) I will ensure the department looks into this matter.

(b)(i) The status of undesirability can be reversed by appealing against the decision.

(b)(ii) The appeal can be sent to [email protected].

Reply:

The information was provided by the Gauteng Provincial Head of Department: Cooperative Governance and Traditional Affairs.

The 46% figure is based on a number of published studies, notably a local one published by HE Jacobs, LC Geustyn and BF Loubser in 2005 entitled "Water - How is it used at home?". The study found that water consumption through garden irrigation makes up a significant amount of water losses. Water losses attributed to garden irrigation found to be at 46% of the total residential annual use.


Recommended by:

MR M RANGATE MR T FOSI
Chief Director: Improvement Programme Deputy Director-General: LGSIM
Date: 22/02/2016 Date: 29/02/2016

RECOMMENDED/.................................


MR V MADONSELA
DIRECTOR-GENERAL
DATE: 29/02/2016


SUPPORTED/.....................

MR A NEL, MP
DEPUTY MINISTER
DATE: 2/03/2016


APPROVED/......................


DES VAN ROOYEN, MP
MINISTER
DATE: 02/03/2016
 

Reply:

(a) (b) (c) (i) (ii)

The information requested in the format that appears in the aforementioned question is not available as only the particulars of companies are recorded within the financial systems in the Department and not the details of any directors.

 

---ooOoo---

Reply:

The following are the members of the Appeals Board Members and their capacity:

Mr M Msimang (Chairperson)

Mr F Hartzenburg (Member)

Adv C.O Morolo (Member)

Ms N.E Mkhwanazi (Member)

Adv M.A Tshivhase (Member)

Reply:

During the indicated financial year, skills audit was not conducted due to capacity challenges however gaps were identified and all employees per branches were identified according to their placement, qualification, skills and knowledge.

Process is underway regarding the skills audit project. Therefore skills audit will be conducted before the end of the financial year 2016/17.

Reply:

The Minister of Public Works

(a), (b) and (c):-

It must be noted that the stated R800 million lease worth reported by the Auditor – General is a figure which was calculated for outstanding documents over a period of more than one financial year and goes back to about 5 years.

In 2013, the Department of Public Works launched a special lease review intervention aimed at identifying all active private leases and verifying lease validity for leases registered on the Department’s property management information system (PMIS).

In 2014, a second special lease review intervention was launched with the aim of consolidating information and matching documentation (lease agreements).

As a result of the above-mentioned lease interventions, all 2619 active leases have valid lease documents and are on a master database.

Reply:

Yes, all Metropolitan Municipalities have programmes to assist unemployed matriculants or young people to gain employment. The details are as follows:

Attached please find here: All Metropolitan Municipalities

Reply:

Refer to the response to PQ293

Reply:

The responses below were received from the metropolitan municipalities:

( a ) 6 out of the 8 metropolitan municipalities operates independent fraud / corruption hotlines. The table below illustrates the response per municipality:

Metropolitan Municipality	Details regarding fraud / corruption hotline
Buffalo City	The municipality operates an independent fraud hotline.
City of Cape Town	The municipality operates an independent fraud hotline.
City of Johannesburg	The municipality operates an independent fraud hotline.
City of Tshwane	The municipality operates an independent fraud hotline.
Ekurhuleni	The municipality operates an independent fraud hotline.
eThekwini	The municipality operates an independent anti-corruption hotline.
Mangaung	The municipality does not operate an independent fraud hotline.
Nelson Mandela Bay	The municipality is finalising the Service Level Agreement (SLA) with the service provider with regard to the fraud hotline. As soon as the SLA agreed and signed by relevant parties, the hotline will be operational.

( b ) All the 6 independent fraud hotlines are not connected to the National Anti-Corruption Hotline (NACH). There is no requirement for the independent fraud / corruption hotlines to be connected to the NACH.

Reply:

Yes, all Ministers are subject to Performance Agreements with the President.

(a) The Performance Management Framework (MTSF) fpr 2014-2019, which is the first 5-year implementation plan of the National Development Plan (NDP) 2030. The performance targets and indicators are derived from 14 outcomes which government seeks to achieve.

These outcomes and targets constitute government’s Programme of Actio (POA), against which performance is tracked and reported at least on a quartely basis. POA reports are publicly available on the govenments web site.

(b) to (e) Cabinet closely monitors the implementation of the NDP 2030/MTSF 2014-2019 through POA reports. The reports are tabled before an Implementation Forum of a Cluster of Ministers collectively responsible for MTSF outcomes, and then submitted to Cabinet, where progress is noted, bottlenecks to implementation are discussed, and recommendations to address bottlenecks are considered and approved.

SUBMITTED ON: 15 MARCH 2016

Reply:

There are no frozen posts at the moment all posts are active and funded.

SUBMITTED ON: 15 MARCH 2016

Reply:

1. (a) The South African delegation comprised of representatives of all key national departments, local and provincial government, Members of Parliament and other key stakeholder groupings – such as business, civil society, and youth. In total, there were 134 South African delegates, including the Presidency team which only attended the Head of State High Level Session, held on 30 November 2015.

(b) (i) and (ii)

The list of names and official designation is attached as Annexure A.

(iii) South Africa negotiated in the UNFCCC COP21 meeting in its national capacity, played a role in the Africa Group and was the Chair of the Group of 77 and China. The formal negotiations had more than 76 agenda items, excluding those on the sub-agenda, which required South Africa’s engagement. African countries with smaller delegations cannot attend all the meetings, meaning that their needs and national interests are not adequately addressed. South Africa, as a member of the Africa Group, is therefore playing a larger role of also supporting the negotiation capacity of the Sothern African Developing Communities region and the broader Africa Group. In addition, South Africa was leading Africa in the negotiations under the Ad Hoc Working Group on the Durban Platform for Enhanced Action (ADP) and numerous other issues. South Africa was also the chair of the Group of 77 and China, the negotiating group for 134 developing countries.

Dealing with the global challenge of climate change and securing a binding multilateral agreement that is ambitious, fair and effective in keeping global temperature increase to a maximum of 2 degrees Celsius; that balances development and environmental imperatives; and that enables developing countries to transition to lower carbon and climate resilient economies and societies is extremely complex. Each and every delegate that attended the COP 21 meeting played their part in ensuring an outcome of a universal agreement that is ambitious, fair and effective legally binding outcome.

2. (a) As the Department of Environmental Affairs (DEA) it would be difficult to give an exact figure of how much the total cost for South African delegation’s attendance.

(i), (ii) and (iii)

COST ESTIMATES FOR COP21: DEA DELEGATION

ITEM	COST
Accommodation for DEA Officials	R2 578 935.00
Rental for SA Delegation Operational Room and Meeting Rooms	R992 642.00
Furniture and Equipment Rental	R359 186.40
Flights (R21 139.72 approx. per person)	R697 610.76
Ground Transport in SA (R1 000.00 approx. per person)	R33 000.00
Ground Transport in Paris	R32 756.81
TOTAL: R4 694 131.00

(b) The Department of Environmental Affairs paid only for its officials as it was not responsible for the cost of travel for the whole South African delegation. Each Department, Province, Local Government and other organisations were responsible for their travel cost, accommodation and other expenses.

---ooOoo---

Reply:

The Municipal Assessment Tool falls within the mandate of the Department of Planning, Monitoring and Evaluation (DPME) and, in collaboration with various stakeholders, developed and manage this tool. It is thus recommended that the Honourable member direct his question to the DPME to provide detailed information and a comprehensive answer to the question.