Questions and Replies

Reply:

It is not possible to answer this question accurately as the payment system does not contain such classifications for size of business. What we can provide is our own estimate, which is that the total percentage of spending by the National Treasury on small-medium and micro enterprises is estimated to be 20% versus big businesses at 80% for all transactions in the 2021-22 financial year.

Reply:

The Department has not been exposed to challenges with duplicate funding related to identity document fraud in the years 2021-2023 financial years. This may be attributed to the fact that NSFAS application processes confirm an applicant’s identity details with assistance of the Department of Home Affairs.

Reply:

Government has taken a number of steps since the era of state capture to strengthen the anti-corruption system, but even with such improvements, no system can be watertight against corruption. It is a fact that corruption has become deeply entrenched in all three spheres of government, at national, provincial and local government level and in public entities. We need to do more as a country to improve governance and oversight systems, but most importantly, to ensure that all accounting officers ensure that they always act in the public interest and spend funds for the purposes budgeted for. More broadly, that all in the public service in all three spheres of government, be it political office-bearers, legislators, councilors, accounting officers and authorities, and all officials and employees in the public sector, act honestly and with integrity at all times.

The President submitted to Parliament the Government’s response to the recommendations of the Zondo Commission, or more formally, the Judicial Commission of Inquiry into Allegations of State Capture, Corruption and Fraud in the Public Sector, on 22 October 2022. Many of these proposals are in the process of being implemented, and it is my view that both Parliament and Cabinet need to be more involved in overseeing its implementation. Government has also recognized that corruption is one of the highest risks facing any procurement process, and that we need to strengthen our planning, preventive and internal control systems, to reduce the scope of such corruption. In this respect, we are modernizing our procurement system, and also introduced a new Public Procurement Bill to give effect to the procurement-related recommendations of the Commission.

The Office of the Chief Procurement Office is also working closely with numerous stakeholders and partners such as the World Bank and OECD to learn the best lessons internationally and commencing with a review in collaboration with the OECD on the Methodology for Assessing Procurement Systems (MAPS) to guide the modernisation process, by identifying areas of deficiencies and vulnerabilities in the current system. The National Treasury also maintains the Central Supplier Database for the government and has made improvements to improve compliance with regulations for state employees and restricted suppliers not to do business with the state. A transparency initiative was launched through the eTender portal where procurement opportunities and procurement data are shared with members of the public. The initial phase of Open Contract Data Standards has been implemented enabling civil society to have access to procurement data in an international standard making it easier for interpretation. Transparency improves accountability and the National Treasury is continuing to implement transparency initiatives for reducing corruption and improving oversight on procurement activities.

Accounting officers and authorities are at the heart of our spending and reporting system. Section 38(1)(a)(i) of the PFMA (and similarly section xxx of the MFMA) requires accounting officers and authorities to develop and maintain an effective, efficient, and transparent system of financial, risk management and internal control. Whilst it is the responsibility of accounting officers and authorities to ensure that funds appropriated or under their control are not misused, the National Treasury monitors the spending patterns of national departments monthly and reports to Parliament on a quarterly basis to assist Parliament and oversight committees of government with their oversight role. There are similar reporting responsibilities on provincial treasuries and for municipalities.

Aside from the executive in each government in any sphere improving its oversight system over their accounting officers and authorities, it is also important for Parliament and all other legislatures to better use the reporting system to strengthen the system of oversight and accountability, especially given that they are the last line of accountability for our oversight and monitoring system. It is also important that all accounting officers and authorities (and elected office-bearers) be accountable, and have effective risk management and internal control systems, as well as their audit committees, to assist them to identify corrupt or suspicious transactions. It is also critical that post-financial year mechanisms like the audit process focus on potential fraud and suspicious transactions, particularly in the procurement system, and differentiate between corruption and minor compliance transgressions that do not involve financial losses.

Below are some specific recent initiatives undertaken by the National Treasury in addressing corruption, misuse of funds, building capacity and ensuring that proper governance systems are developed and implemented by departments.

Capacity building initiatives

• Chief Financial Officers accelerated programme – In recognising the capacity challenges in departments, the National Treasury developed a competency framework for financial management to build capacity of officials in technical and behavioural competencies. An accelerated programmes for Chief Financial Officers (CFOs) was developed and piloted with the objective of enhancing the skills of CFOs and to equip new entrants from the private sector with public sector competencies. A Supply Chain Management Executive programme was also developed with the aim of providing an understanding of the key roles and responsibilities of all heads of procurement and CEOs. To improve governance, two capacity-building short learning programmes aimed at improving public sector internal auditors’ competencies in the ‘Development of Risk-Based Audit Plans’ and their ability to conduct Audit of Information Technology General Controls was developed and piloted.

• Chartered Accountants Academy – The National Treasury continued to support the development of accounting professionals through the Chartered Accountants Academy (CAA). To date, the Academy has produced seventy-six (76) chartered accountants and National Treasury in partnership with the National School of Government is embarking on the journey to professionalize the public sector.

 

• Public Sector Audit Committee Forum – National Treasury has continuously maintained its partnership with the Public Sector Audit Committee Forum (PSACF) which has developed several position papers and hosted virtual round table discussions to assist Audit Committee members to fulfil their roles effectively, efficiently, and independently.

• Internal audit support – The National Treasury remains committed to advancing good governance through stakeholder engagements, provision of technical advice and implementation of legislative prescripts. The information sharing platform with chief audit executives and academia was convened to reflect on improving accountability and transparency in the South African public sector through continuous assurance. The standing MoU between the National Treasury and the Institute of Internal Auditors (South Africa) has made it possible for the National Treasury to participate in the latest review of the Global Internal Auditing Standards (public sector input) impacting the role and responsibilities of internal auditors and audit committees.

Specialised Audit Services

The National Treasury conducts specialised performance audits and forensic investigations to enforce financial management prescripts, ensure accountability, effective, efficient, and economical use of resources. The National Treasury assists the law enforcement agencies to investigate allegations of fraud and corruption and institute charges and assist with recovering proceeds of crime.

Reply:

The calculations referred to relate to the potential financial and macroeconomic impact of the market response following the comments by US Ambassador R E Brigety on 11 May 2023. The National Treasury conducted a preliminary analysis of the possible macro-fiscal impact of South Africa’s geopolitical tensions related to SA-US relations, focusing primarily on the impact on the current fiscal framework. The analysis considered that there was a significant depreciation in the rand against the US dollar in May 2023, in part due to the pronouncements of the US Ambassador to South Africa regarding the Lady R vessel. The analysis considered the possible negative consequences of this on key macroeconomic variables including higher inflation rates, borrowing costs and, subsequently, bond yields – all of which weaken the fiscal position. A protracted materialization of the events assessed in this analysis will require the Minister and the National Treasury to consider possible measures in mitigation. An analysis of a potential loss of benefits under AGOA and/or the risk of secondary sanctions is being considered; however, given this work’s nature and required detail, this is expected to take some time.

Reply:

1. The SA Army gave approval for the completion of Phase 1 (Development) and the acceptance of the indicated specification deviations, as well as acceptance of the already manufactured 4 Section Variants Pre-Production Models (PPM’s) updated to the latest status.

2. The next step will be Phase 2 (Industrialisation/Production) that entails the initial delivery of 1 Battalion (88 Badger ICV vehicles) to the SA Army.
 

Reply:

The modernisation of the SANDF prime mission equipment is a process that is within the planned and budgeted for capital acquisition programmes. Whilst there are considerations for the modernisation of the SANDF, there has been no approaches to Russia for such.

There is however in existence bilateral defence relations within the context of the signed Memorandum of Understanding (MoU) on Defence Cooperation, within which the two countries’ defence establishments meet and have exchanges at various levels, including bilateral visits. All these are governed by the Defence Committee (DefCom), which is stipulated in the MoU referred to.

Reply:

1. The Board of Inquiry (BOI) on Umzimvubu Regiment is with C SANDF’s legal office for review and assessment on the recommendations made by C Army, details of which can only be divulged on the conclusion of the review process.

2. The members have not yet been paid because the BOI is still with C SANDF’s legal office for a review process, which will give guidance as to future administrative actions to be implemented, including payment to deserving members.

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Reply:

1. The department has reviewed the policy based on the inputs received following the publishing and tabling of the draft regulations in Parliament in December 2022. The department has aligned the policy to the final 2023 Regulations following inputs received after gazetting the Regulations on the 25 April 2023.

2. The Military Veterans as defined in the Military Veterans Act 18 of 2011 will be eligible to apply for a military veteran's pension. The eligibility criteria has been defined as follows in the Regulations that were gazzeted on the 25 April 2023.

An individual must:-

a. meet the requirements of the definition in the Military Veterans Act 18 of 2011

b. be listed in the Military Veterans database

c. be a citizen of the Republic of South Africa

d. not be receiving any other state provided pension or social grant, unless

the pension currently being received is lower than the proposed amount

to be paid in the military veterans pension.

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Reply:

(a) The countries where the SANDF soldiers have been deployed in the past years are Lesotho, Burundi, Mozambique and Sudan.(b) Total number of:

(i) Soldiers deployed

a. Lesotho – 465

b. Burundi – 1 200

c. Sudan – 820

(ii) Costs incurred (period FY2000/01 to date) – Rb 5 325 961.

(c) Total number of fatalities the SANDF incurred during Peace Support Operations (PSO) deployments in 55. The fatalities incurred include personnel losses due to combat situations, illness, as well as vehicle accidents.

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Reply:

(a) Mozambique – R984 368 057.00.

(b) Democratic Republic of Congo – R 1 004 241 271.00.

Reply:

a) SAMHS has received Rm188 (and not R18,2) that was reprioritized from compensation of employees (overtime) for the Medium Term Expenditure Framework (MTEF). These funds are ring-fenced for the procurement of Main Medical Equipment and Prime Mission Equipment (Ambulances, Diagnostic Medical Equipment [X-ray] and Deployable Medical Equipment).

Rm60 is ring fenced for FY2023/24, Rm62 for FY2024/25 and Rm65 for FY2025/26.The procurement plan for the FY2023/23 is approved and the acquisition of specified equipment is in process. The process is being monitored by the Surgeon General and quarterly progress reports will be provided to the Chief of the South African National Defence Force (CSANDF) and National Treasury.

This allocation will help the SAMHS improve its overall combat readiness and to achieve better health outcomes.

b) Steps being taken, are the following: SAMHS is introducing more stringent control measures on overtime work. It is implementing a monitoring tool that (automatically) tracks overtime performance (how much time employees work and what they spent that time doing). By tracking overtime metrics, the organisation will get more insights into the impact of overtime on service delivery. The organisation is also reviewing the structure at each of its health care facilities to ensure that it has the required number of Health Care Professionals and support personnel (Current capacity levels do not allow for the provision of a 24hrs service without the use overtime dispensation). The process is expected to be completed before end of June 2024.

Reply:

The department does not have record of the water and electricity losses recorded for each municipality. The monitoring of water losses is done by Department of Water and Sanitation working with Municipalities. The monitoring of electricity losses is done by National Energy Regulator of South Africa (NERSA).

End.

Reply:

Not all of the following specified goals in the Budget Vote in 2022 have been met yet:

• The allocation of R50,6 billion through the Municipal Infrastructure Grant (MIG) over the MTSF.
• The delivery of basic services, roads, and social infrastructure for poor households in 218 municipalities through the MIG.
• Directing 10% of the MIG at fulfilling the gap as it relates to repairs and maintenance and;
• 5% of the MIG addressing Infrastructure Asset Management Planning.

The medium term expenditure figure is divided as follows:

2022/23 R‘000	2023/24 R’000	2024/25 R’000	Total R‘000
17 545 049	18 330 970	19 150 183	55 026 202

The first specified goal above is on track as R17 545 049 000 was allocated and disbursed to municipalities in 2022/23 financial year. As the municipal financial year ended at the end of June 2023, the assessment of the rest of the specied goals above, which is the performance of the MIG in 2022/23 year, is currently underway to be finalised at the end of this quarter as required in terms of Section 10 (8) of the Division of Revenue Act (DoRA), 2023.

1. The following are some of the common barriers to meeting the specified goals on the MIG programme in particular, and service delivery in general:

• Challenges with the political leadership and environment, governance, institutional management, financial management. The assessment of the state of local government in 2021 and repeated in 2022 highlighted that all these challenges contribute to poor service delivery and implementation of programmes like the MIG.
• Lack of capacity in municipalities especially professionally registered built environment practitioners to effectively manage infrastructure development remains a challenge.
• Uncoordinated support to municipalities in terms of section 154 of the Constitution
• Consequence management to non-MIG performers lead to communities being deprived of services when the non spent portion of the MIG grant is re-allocated to the spending municipalities.

1. A number of interventions and measures were put in place to deal with the above-mentioned barriers including the following:

• The implementation of the Municipal Support and Intervention Plan (MSIP) that was developed as a response to the State of Local Government Report of 2021. The MSIP provides action plans for all pillars that affect service delivery mentioned above and the implementation thereof, is done by all of government including provincial and national departments.
• The Department of Cooperative Governance (DCOG) continues to deploy technical professionals through the Municipal Infrastructure support Agent (MISA) to support municipalities with infrastructure development throughout the project life cycle. To-date MISA has deployed 103 built environment professionals (86 of which are professionally registered with Statutory bodies as engineers and town planners) across all 9 provinces.
• The implementation of the District Development Model (DDM) is beginning to bear fruit in the coordinated support towards local government. This is evidenced, among other iniatiatives, by the resuscitation of the Green Drop and Blue Drop programmes by the Department of Water and Sanitation (DWS) and consequent joint development of improvement plans for dysfunctional municipalities. The Green Drop Report was released in 2022 while the Blue Drop Watch Report was released in June 2023 by DWS. This assists in joint infrastructure grants management like the MIG and those administered by DWS like the Water Services Infrastructure Grant. This joint collaboration aims to ensure that over the MTSF the specified goals are met especially related to Asset Management Planning and repairs and maintenance.
• The creation of the MIG 6B indirect grant has been included in the MIG Framework as a instrument aimed at ensuring that deserving communities are not disadvantaged by non-performing MIG receiving municipalities. This will see DCOG implementing projects on behalf of those perennial non-performing municipalities as a contribution towards specified goals.

End.

Reply:

1. The Ministers haven’t met as yet. The two engagements held recently was the Deputy Minister of Human Settlements and the Deputy Minister of Defence and Military Veterans during the Human Settlements MINMEC session in Cape Town.

2. Following the Deputy Ministers’ engagement the two Departments teams held a two days strategic session on the 08th to 09th (Thursday and Friday) June 2023. Among issues discussed were;

a. upfront identification of the services sites during the national planning cycles

b. Linking the sites to the applicants when quantifying Annual performance plans

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Reply:

1) Section 5(2) of the Military Veterans Pension Benefit Regulations state that. Upon the death of a Military Veteran, a qualifying dependent / widow / widowers of a Military Veteran who immediately prior to his or her death, was in receipt of a pension benefit, may receive up to 50% of the pension benefit with effect from the first day of the month following immediately on the month in which the Military Veteran died, provided they are not receiving any form of State pension above the mentioned 50% threshold from the Military Veteran pension benefit.

2) This benefit is applicable to the main member as stipulated in Act 18 of 2011 in section S. (1) (h) of the benefits relating to a military veteran

Reply:

Children’s Services

The contracted consultant is required to transfer its skills to the staff.

a) The contracted consultant will provide mentorship and training on how to conduct research to two (2) early career staff within the department.

b) The mentorship and training indicated in (a) will be conducted for a period of eight (8) months.

c) Two (2) staff members from the Department of Social Development will benefit from this process.

Children’s Legislation

a) The consultant appointed to develop a costed Implementation Plan for the National Child Care and Protection Policy will transfer skills for data collection approaches, and processes for developing implementation plans to the project manager. The consultant will further transfer skills to identified officials through capacity building session workshop.

The consultant appointed to develop Regulations for the Children’s Amendment Act transferred skills for legislative drafting to different business Units through focus group sessions.

b) The workshop for skills transfer for the development of costed Implementation Plan will take one day. Skills transfer for the drafting of Regulations has been completed.

c) The total number of officials impacted for skills transfer on the development of a costed Implementation Plan is six (6). The total number of staff impacted for skills transfer for developing regulations is 70.

Services to Families

(a) The consultant appointed for the development of the policy on homelessness will transfer skills through workshops, meetings, project documents, and public consultations with the key stakeholders working closely with the project team. Skills transfer and methodology have been included in the terms of reference.

The skills to be transferred include data collection and analysis; facilitation skills; project management; policy development, writing, and analysis skills; stakeholder analysis, engagement, and management; literature review; etc

(b) This process will be linked to the duration of the contract, which in this case is one (1) year

(c) Close to 30 officials, from both the task team and the technical team, will benefit from this process by the end of the project and this includes officials from other key national departments, provinces, and officials from National DSD. Yes, this is linked to a & b

Recruitment and Retention Strategy for SSP’s

1. Skills transfer by consultants will be done through project team meetings, which are held after development of each deliverable for quality assurance purposes.
2. The process is ongoing during the design and development phases and conducted over a period of three sessions per project (there are currently two projects) and each is allocated one day for skills transfer purposes.
3. Three staff members will benefit from the skills transfer process (social work policy manager, social work policy developer and scholarship project coordinator).

Service Standards

(a) The consultant appointed to conduct a Readiness Assessment on the Implementation of the White Paper on Social Development will transfer skills to the project team through project engagement meetings on a continuous basis.

(b) The consultant will further transfer skills to identified officials within the national department of DSD through a training workshop. The workshop for skills transfer for the Readiness Assessment will take one day.

Four officials from the national department of DSD will be impacted.

(c) The consultant appointed for refining and editing the White Paper on Social Development will transfer skills to the project team on a continuous basis through project engagement meetings officials.

The consultant for refining and editing the White Paper on Social Development will further transfer skills to identified officials within the national department of DSD through a training workshop. The workshop for skills transfers for the Readiness Assessment will take one day.

Four officials from the national department of DSD will be impacted.

Reply:

1) The queue management project team is currently at the follow-up and evaluation stage of the project, post GO-LIVE. During this stage, the team is performing ongoing monitoring and system performance evaluation to provide support, additional training, and adjustments to local offices who have implemented the queue management system. This process will allow the team to establish the baseline in terms of current waiting times and be able to measure the effectiveness of the system.

However, it is important to note that a queue management system is about improving the efficiency of managing queues in the local office. These efficiencies mainly contribute to maintain order within the local office and may have a spill over effect on time spent in the office.

This collectively with other systems – such as the online application system (which reduces demand), the self-help kiosk that are to be rolled out later (to reduce the need for human interaction through self-service), express queues, as well as the ongoing capacitation offices with alternative energy supplier – are all part of the larger strategies to reduce times spent in queues.

(2) In 2022/23 SASSA did a pilot implementation of the system at approximately 23 offices and intends to extend this to another 27 offices in the current financial year. Different use-cases and scenarios are being evaluated. Part of this exercise will be a full costing for roll out at all the 422 local offices, however high-level costing suggest that it will cost approximately R52 million. This cost is for the hardware (computers, screens and printers) and consumables (paper, etc), thus the plan is to roll this out progressively over time within the existing baseline of the Agency.

Reply:

The Department of Public Service and Administration (DPSA), the Public Service Commission (PSC), and the National School of Government (NSG), each have their own budget vote. The Centre for Public Service Innovation (CPSI) is allocated its funds through transfers from the DPSA.

The Department for Public Service and Administration does not allocate a percentage budget for procurement for (i) Small, Medium and Micro Enterprises, (ii) Cooperatives, (iii) Township Enterprises and (iv) Rural Enterprises as the Department engages with National and Provincial Departments as clientele from a mandate perspective.

The National School of Government responded as follows:

(aa) Procurement in terms of percentages allocated to during 2021-22 financial year:

i) Small, Medium and Micro Enterprises

Total Procurement spent= R94 272 720.02

Procurement spent on SMME = R24 362 398.28

Procurement percentage spent on SMME = 25,84%

(ii) Cooperatives = 0%

(iii) Township enterprises = 0%

(iv) Rural enterprises = 0%

(bb)Procurement in terms of percentages allocated since 1 April 2023:

i) Small, Medium and Micro Enterprises

Total Procurement spent= R4 508 676.54

Procurement spent on SMME = R223 383.38

Procurement percentage spent on SMME = 4.95%

ii) Cooperatives = 0%

iii) Township enterprises = 0%

iv) Rural enterprises = 0%

The Centre for Public Service Innovation (CPSI) does not have any procurement allocation in terms of the percentages allocated to (i) small-, medium- and micro-enterprises, (ii) cooperatives, (iii) township enterprises and (iv) rural enterprises with a view to evaluating the effectiveness of the set-aside policy of the Government in fostering an inclusive and diverse economic landscape (details furnished) in the (aa) 2021-22 financial year and (bb) since 1 April 2023

The Public Service Commission (PSC) is an independent Constitutional body, accountable to the National Assembly. It is therefore not an entity or body reporting to the Minister for Public Service and Administration (MPSA). Its budget was, prior to 2020/21 financial year, appropriated through the MPSA. With effect from 1 April 2020, the PSC’s budget is appropriated through the PSC allocated vote, and not through the MPSA.

The percentages allocated are as follows:

(aa) 2021-2022 financial year:

(i) 170 orders out of 219 orders were issued to small-, medium- and micro-enterprises which constitutes to 77%;

(ii) no orders were issued to cooperatives;

(iii) 15 orders out of the 170 orders issued to small-, medium and micro-enterprises were issued to township enterprises which constitutes to 8.82%; and

(iv) 9 orders out of the 170 orders issued to small-, medium- and micro-enterprises were issued to rural enterprises which constitutes to 5.29%.

(bb) 2023-2024 financial year:

The response for 2023/24 will only be available at the end of 2023/24 financial year.

End

Reply:

DSD

The National Department of Social Development made provisions in terms of the allocation of its procurement spend in terms of the following procurement spend categories:

• Black Owned businesses
• Women-owned businesses
• Youth-owned businesses
• Businesses in Rural or Township areas
• Businesses owned by persons living with disabilities

The table below depicts the percentage spent and the rand value for the 2022/23 financial year for each of the categories indicated above.

Year	Total spend	Black Owned	Women Owned	Youth Owned	Disability	Rural/Township
21/22	R358,75	146,620 000	R71,830 000	R24, 100 000	R510 000	R10 530 000
		40,9%	20%	6,7%	0,1%	2,9%
22/23	R383,2 Mil	R150,770 000	R 103,620 000	R 16,850 000	R 400 000	R 10,590 000
		39,3%	27%	4,3%	0,1%	2,8%
23/24	31,86 Mil	R9,830 000	R5,150 000	R1, 730 000	R120 000	R2,710 000
		30,8%	16,1%	5,4%	0,4%	8,5%

NB for 2023/24 the amounts included are up to 13 June 2023.

SASSA

SASSA did not make provision for procurement allocation in respect of the three (3) categories as specified in the above question, NAPQ 1707 of 2023. However, the below figures depict the total expenditure towards the below designated groups. The total percentage spent for the designated groups in the 2022/2023 Financial Year is nine percent (9%).

Please note that National Treasury Practice Note Number SCM 2 of 2006, on the prohibition of set-asides was only repealed with effect from 16 January 2023, to align with Regulations, 2022. 

(i) Total SMME/ EME expenditure is R 334,206,197.88

(ii) National Treasury Central Supplier Database does not make provision for Cooperatives as a category.

(iii) Total Township enterprise expenditure is R 281,214,251.33

(iv) Total rural expenditure is R 22,698,907.28

NDA

b) The procurement percentage allocation was against a total of R 26 574 444 and R 30 234 710 for the 2021-22 and 2022-23 financial years respectively. It is broken down as follows:

(i) R 23 908 290 and R 22 421 761 were allocated towards Small, Medium and Micro Enterprises which constitute 79,1% and 84,4% for the aa) 2021-22 and bb) 2022-23 financial years respectively.

(ii) R 124 942 and R 10 735 were allocated towards Cooperatives which constitutes 0,4% and 0,04% for the aa) 2021-22 and bb) 2022-23 financial years respectively.

(iii) R 845 319 and R 1 977 836 was allocated towards Township Enterprises which constitutes 2,8% and 7,4% for the aa) 2021-22 and bb) 2022-23 financial years respectively; and

(iv) R 504 377 and R 723 234 were allocated towards Rural Enterprises which constitutes 1,7% and 2,7% for the aa) 2021-22 and bb) 2022-23 financial years respectively.

The table below provides a detailed breakdown of the procurement spend per category for the 2021-22 and 2022-23 financial years.

 

Reply:

(1)(a) A beneficiary can cancel the COVID SRD grant by logging onto the platform (https://srd.sassa.gov.za) which they used to apply for the grant, select the cancel option and follow the prompts for cancellation. The cancellation is not based on a month, but a permanent cancellation. If cancelled, the client will need to reapply for the grant, if they need it in future.

(1)(b)(i), (1)(b)(ii), (1)(b)(iii) The number of grants which were stopped due to cancellations received for the years under this enquiry are:

(i) 2021 – 341 896

(ii) 2022 – 435 432

(iii) 2023 – 211 814

It should be noted that despite canceling the grants, quite a number of clients re-instate their grants at a later period in the same year. In this regard, SASSA is not able to indicate which of the above numbers were reinstated again as their might have been multiple cancellations and re-instatements per client.

Given the aforementioned explanation, SASSA unfortunately cannot answer this question without a significant amount of analysis of tens of millions of records, which will take a considerable amount of time. Given that the grant is not permanent and a client can receive it one month, then stop for a month or two due to them receiving other forms of assistance, (as alluded to above) and then qualify again for a few months; the analysis of the data is further complicated.

1 (c) the number of cancellations which have been (i) received

(aa) April 2023 – 169 635

(bb) May 2023 – 181 867

(ii) Successfully cancelled for

(aa) April 2023 - 169 635

(bb) May 2023 - 181 867

(2) There is an option to cancel the grant for April and May 2023 on the website. As indicated in 1(a), a beneficiary can cancel the COVID SRD grant by logging onto the platform (https://srd.sassa.gov.za) which they used to apply for the grant, select the cancel option and follow the prompts for cancellation.

(3) As indicated it is possible for clients to cancel their grants. Despite this, unfortunately there is no way for SASSA to know if a client no longer needs the grant and wants to cancel it, unless they inform SASSA. The process to cancel the grant is as easy as the process to apply, if not easier, and remains the responsibility of the beneficiary to notify SASSA if their circumstances change.

It is very likely that the reason why clients who no longer need the grant can be because they are receiving income. This will be picked up when SASSA checks income on a monthly basis before approving the grant for that month. Hence the numbers for “declined”, may be skewed by those who should have cancelled their grant. However, given the current economic situation in the country, these numbers are likely to be small, even negligible.

Reply:

(1)(2)(3) The Department of Health monitors Severe Acute Malnutrition (SAM) and Moderate Acute Malnutrition (MAM) cases through the National Health Information Management System. The member is advised to refer the question to the relevant Ministry of Health.

(4) South Africa has developed and implements an integrated and comprehensive National Food and Nutrition Security Plan for South Africa, which holistically addresses food and nutrition issues, focusing on the pre-conception period, the first 1000 days of life, Early Childhood Development, and appropriate feeding of vulnerable children in poor schools (quantile 1–3).

The Food Security and Nutrition Plan for South Africa reflects a common vision across government departments, with a unified goal, objectives, indicators and targets for monitoring progress. Under this plan various programmes under Strategic Objective 4, which relates to “Scaling up of high impact nutrition specific interventions targeting nutritionally vulnerable groups across the life cycle” are implemented.

This is to enable the country to address problems such as hunger, malnutrition and micronutrient deficiencies that affect physical growth and cognitive development, especially among children, as directed by the National Food and Nutrition Security Policy.

The Department implements targeted social protection measures, which includes the provision of nutrition support services to the poor and vulnerable groups. Furthermore, social grants are paid in line with the social assistance act, 2004 (Act No. 13 of 2004) to alleviate the plight of most impoverished and vulnerable people in the country. More than 60 % expenditure on grants is used to buy food and this assist many households to not go to bed hungry.

DSD has Centre based feeding programmes most registered and funded as NPOs that support vulnerable groups through nutrition support and provide other psychosocial services as well. These includes Community Nutrition and Development Centres (CNDCs), Home Community Based Care Centres (HCBCs, Luncheon Clubs (LCs) etc.

Reply:

1. In order to contribute towards eradicating poverty, the NDA utilises Civil Society Organisations (CSOs) as a vehicle to implement programmes, aimed at meeting the most critical development needs of poor communities. By capacitation, empowerment and engagements with CSOs, the NDA enhances the ability of CSOs to deliver a myriad of developmental interventions to communities they are located in, aimed at reducing levels of poverty and creating sustainable communities. The NDA’s aim is to create a functional, efficient, and integrated CSO sector through cooperation and strategic partnerships within the sector, aimed at benefiting CSOs, with the ultimate beneficiaries being individuals served by the CSOs.

Furthermore, the NDA’s strategic plan provides for it to collaborate and coordinate with the Department of Social Development, the South African Social Security Agency as well as other government departments and entities, funding organisation’s and the private sector to contribute effectively towards poverty eradication in poor communities.

(2) (a) There was no specific criteria to identify these CSOs. However, the 24 783 CSOs are part of our database which was created through the following interventions and activities:

• Community Profiling;
• Walk-ins to the NDA offices country-wide;
• CSOs who have participated in NDA capacity building sessions and other events;
• CSOs who participate in government wide events such as Integrated Community Registration Outreach Programmes (ICROP); and
• Referrals from other departments and stakeholders.

(2) (b) Indeed, the first step is engagement with CSOs at a local level to identify developmental needs, possible interventions, referrals to other departments and supporting communities to develop community structures or formations to organise themselves.

The assessment process also includes classification of CSOs based on assessed needs as well as types and levels of interventions required to improve operations of the CSO.

3. There was no country-wide call for proposals by the NDA for grant funding, due to the limited budget allocated for grant funding, lest expectations be created in the sector. Instead, the NDA used programme formulation method to develop proposals for grant funding. Programme formulation is a grant making approach whereby the NDA engages communities in social facilitation with the view of creating grassroots structures that will ultimately be the mechanism for implementation of projects. The approach targets specific areas and sectors based on primary research on priority poverty pockets. The process is driven by the NDA staff in provinces, based on the assessment of the institutional capability and competencies of Community Based Organisations (CBOs) and NGOs in identified localities. The NDA Development Practitioners assume an active role in the conceptualization and planning of projects. The approach is used mainly for CSOs funded through NDA’s resources.

Notwithstanding the above mentioned, the country-wide call for proposals was used specifically in soliciting proposals to implement the following projects:

• The CARA Victim Empowerment Programme in the 2019/2020 financial year; and
• The Presidential Employment Stimulus Package (PESP) Volunteer Programme.

(4) (a) In the last four Financial Years, the NDA has grant-funded 289 CSOs enabling them to address poverty relief to the vulnerable and poor in communities. Through the funding, the NDA makes inroads in ridding the society of the dire effects of poverty, especially in areas where these CSOs operate. The grant funding programme focuses on assisting CSOs with seed funding that enables them to provide services to communities. The funding specifically targets CSOs that do not meet funding requirements of most funding institutions. NDA aims to unlock their potential for more funding and increase their sustainability.

As a result of the NDA Grant funding, the following was achived:

• Children within ECD Centres were able to access ECD services which meet the norms and standards of the sector. This increased their development prospects and provided an opportunity for caregivers to be involved in economic activities;

• Household food security has been improved through support to communal food gardens and small-holder farmers;

• Household income from the funded CSOs and Co-operatives involved in economic activities has been increased thereby increasing the asset base in their respective communities;

Through the grant funding programme the NDA created work opportunities. These work opportunities ensure that economically disadvantaged families have their quality of life improved through participation in the NDA supported community projects.

4) (b) A total budget of R50 173 746 in grant funding was disbursed to CSOs as per provincial and annual breakdown in the table below.

(4) (c) there is no amount still to be disbursed to CSOs except what is in the budget for the current financial year 2023/2024 i.e. R 9 396 829.

Reply:

The KwaZulu-Natal Department of Human Settlements approved and signed a contract with First Metro Housing Company in March 2001 to build 213 institutional housing units in Ethekwini Municipality. The project claims were processed between January 2002 to March 2006 in the amount of R 4,785,725.10.

Attached are the project claims related to the Howell Road Project.

Reply:

a) The illegal money-lending business is prevalent and has been detected across the provinces. The following are some of the instances of arrests of people who were found in possession of several SASSA cards. The table below shows a breakdown of the successes achieved to date:

TABLE 1: BREAKDOWN OF CASESREGARDING POSSESSION OF SASSA CARD(S)

NO	DESCRIPTION OF ACTIVITIES	NUMBER OF SASSA/ POSTBANK CARDS	DATE OF ARREST/ SENTENCING
1.	KwaZulu Natal: On 11 October 2020, SAPS arrested two suspects in a Pietermaritzburg operation and seized 495 SAPO/SASSA cards.	495	11th October 2020
2.	KwaZulu-Natal: Three (3) suspected moneylenders were arrested in KwaZulu-Natal with 50 SAPO/SASSA cards, 20 SAPO EasyPay cards and R34,000 cash in Umkomaas.	50	03rd June 2022
3.	Western Cape: On 09t February 2021, the Cape ‘fraud syndicate’ was busted after 49 SAPO/SASSA cards were found hidden in a chocolate box. The suspects were arrested in Mitchells Plain and Bo-Kaap by members of the Special Operations Team. Further investigation of the suspects led the Special Operations team members to an address in Albow Gardens in Rugby where a further 191 SAPO/SASSA cards were seized.	240	09th February 2021
4.	Western Cape: One (1) suspected moneylender was arrested in Malmesbury, for possession of SAPO/SASSA cards.	40	27th June 2022
5.	Gauteng: On 01 May 2020 police arrested seven suspects in Tshwane with 91 SAPO/SASSA cards and nearly R191 671 in cash.	91	1st May 2020
6.	Gauteng: 31 suspected moneylenders were arrested in Springs, Gauteng with 256 SAPO/SASSA cards and 151 various bank cards. The suspects were found in possession of R100, 000 in cash.	256 and 151 various bank cards.	04th August 2022
7.	Gauteng: Five (5) suspected moneylenders were arrested in Bronkhorstspruit, Gauteng with 1 X SAPO/SASSA card and 6 various bank cards. The suspects were found in possession of R36,270.00 in cash.	One (1) and 6 various bank cards.	02nd November 2022
8.	Gauteng: Five suspects were arrested in Brixton, Gauteng for being in possession of 250 SAPO/SASSA cards.	250	21st June 2023
9.	Eastern Cape: During May 2023, a multi-disciplinary team comprising of stakeholders focusing on loan sharks, led by the National Credit Regulator, involving SASSA, Department of Home Affairs (DHA) and South African Police Services (SAPS) conducted an operation targeting loan sharks, with the sole aim of preventing illegal withholding of banking cards and identity documents. The operation led to the arrest of 17 suspects and the seizing of 106 SAPO/SASSA cards with cash of R401 800.00. Similar operations will be conducted nationally.	106	1st to 5th May 2023

b) As on record, the SASSA/SAPO card is owned and managed by the South African Postbank according to the South African Reserve Bank designation.

SASSA has no control over beneficiaries who encumber their grants nor does SASSA condone this act.

The practice of beneficiaries giving loan sharks and or loan sharks taking beneficiary cards is a contravention of Section 20 of the Social Assistance Act 13 of 2004 which states “a grant may not be transferred, ceded, pledged or in any other way encumbered or disposed of unless the Minister on good grounds in writing consents thereto”, and also read in conjunction with Section 133, Section 90(2) (l) and Section 91(b) of the National Credit Act 34 of 2005.

This matter is regulated by section 35 of the Act, which prohibits credit providers and other persons conducting and marketing credit provider services within areas of Agency Offices and pay points. Section 35 of the Act (1) subject to the provisions of section 10(1) and (2) of the Act states;

a) a person must not market or offer any form of credit , whether or not that person is registered as a credit provider, within any Agency offices or pay-point for the purpose of soliciting or enticing a beneficiary to engage in any form of credit granting, funeral scheme or life insurance scheme; b) the card must not be ceded, pledged or retained to secure a loan, repayment of loan debt or payment of a funeral or insurance premium.

Specifically in response to the question, an ongoing collaborative effort led by the National Credit Regulator in the main, involving the SAPS, Postbank and SASSA has culminated in several arrests of suspected loan sharks who were found in possession of SASSA cards (as detailed under paragraph number (a)/ or above). Additional measures, in the form of programmes, are detailed herein under.

c) Besides efforts of participating in a multidisciplinary enforcement mechanism as indicated above (paragraph b), SASSA continuously communicates with social grants beneficiaries through various channels to discourage them from dealing with loan sharks. There are ongoing media awareness campaigns directed at all social grant beneficiaries not to hand over their SAPO/SASSA cards to anyone.

SASSA also conducts awareness sessions among its employees so that they can share the information with grant beneficiaries and the broader public.

In tandem with the above, measures to combat the phenomenon of loan sharks preying on social grant beneficiaries and to prevent this type of fraud, corruption and contravention of the Social Assistance Act, SASSA takes concerted steps to coordinate and approach this task under the leadership of the National Credit Regulator, with the involvement of stakeholders, such as, Postbank and SAPS, among others, to appraise them of the gravity of the money lending activities and request that stiff sentences, within the ambit of the law, are meted out by the courts.

Reply:

1. In the past three years, the Municipal Infrastructure Support Agent (MISA) implemented sixty (60) infrastructure projects, thirty eight (38) were not completed according to initial schedule. The projects were completed after extension of time for several reasons including the lack of availability of materials that were vastly experienced in year 2020 during the COVID19 lockdown periods. There were four (4) projects, included in the 38 mentioned above, where the contracts of service providers were terminated due to poor performance of service providers and replacement contractors appointed resulting in delays.
2. (i) Section 106 of the Local Government: Municipal Systems Act, Act 32 of 2000, is applied to municipalities. It is therefore not applicable to the national sphere of government.

(ii) The response is as per (b) (i) above.

End.

Reply:

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Reply:

The department has not identified areas to be allocated for housing across all provinces. The identification of suitable land and the development of that land is an ongoing collaborative effort amongst relevant organs of state, i.e. provincial and local government, Human Settlements and the Department of Public Works and Infrastructure as per their respective legislated mandates. The department through the National Disaster Management Centre (NDMC) together with the Provincial Disaster Management Centres across the country continues to provide support to relevant organs of state in the implementation of sustainable interventions including the identification of suitable land for rebuilding and settlement of communities for building back better, to promote resilience, prevent or minimise the impacts of flooding incidents. The organs of state are further supported in the development of Disaster Management Contingency Plans and implementation of the plans thereof.

End

Reply:

1. Yes, the BRICS Summit will be hosted by South Africa.
2. The subject of President Putin's attendance and the warrant issued by the International Criminal Court are matters under consideration by the Government of South Africa. The President will make an announcement on this matter once a decision is finalised.

Reply:

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Reply:

1. Yes, the list for all damaged infrastructure as received from the respective provinces have been furnished for roads and bridges damaged by floods in (i) KwaZulu-Natal and (ii) Eastern Cape. Below table sumarises the damaged infrastructure:

Table: Summaries for Eastern Cape & KwaZulu-Natal

Infrastructure	Eastern Cape	KwaZulu-Natal	Totals
Number of Roads submitted by the province	153	1 329	1 482
Number of roads funded by the NDMC	21	1 329	1 350
Number of bridges submitted by the province	14	153	167
Number of bridges funded by the NDMC	04	153	157

1. (a) Fixing of damaged roads and bridges is the responsibility of the affected provinces and municipalities as per their respective legislated mandate. However, following the applications by these affected organs state, DCOG allocated an amount of R3.1 billion (R3 060 038 000 for KZN and R113 511 000 for EC) from the disaster grants to augment the resources of the affected organs of state to fix the damaged infrastructure that included roads and bridges in the EC and KZN respectively. (i) A total of 1507 roads and bridges respectively were funded by DCOG to be fixed by the responsible organs of state (4 bridges in the EC and 153 bridges in KZN) (21 roads in the EC and 1 350 roads in KZN). (ii) The fixing of the damaged infrastructure that could not be funded from the disaster grants is the responsibility of the affected organs of state through existing programmes and arrangements as per the Disaster Management Act, 57 of 2002 (Act 57 of 2002) (b) the time frames for fixing infrastructure still not yet fixed are determined by the responsible organs of state inline with their existing arrangements.

End

Reply:

1. The Minister receives reports on appointments of senior managers including Chief Financial Officers (CFO) and Municipal Managers (MMs) on periodic basis in terms of section 54A(3) and section 56(2)(a) of the Municipal Systems Act, (Act No.32 of 2000) as amended in 2022, read together with Regulation 17 of the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers (Government gazettee No. 37245) ,
2. (i) and (ii) The Municipal Regulations on minimum competency levels as promulgated in Government Gazette No. 29967 and amended by Government Gazette No. 41996 of 2018 in terms of Municipal Finance Management Act, (Act 56 of 2003) is administered by the Minister of Finance.
3. According to information received from provinces, the following are the total number of filled and vacant positions for municipal managers and chief financial officers as at end March 2023:

Position	Total filled	Total vacant	Not submitted	Total
Municipal Manager	194	62	1	257
Chief Financial Officer	178	78	1

1. To ensure effective use of consultants, the Minister of Finance promulgated the Local Government: Municipal Cost Containment Regulations and these Regulations introduced a requirement for the development of a consultancy reduction plan. The development of this consultancy reduction plan is now a prerequisite and needs to be approved by the municipal council before any consultant can be appointed, especially in instances where capacity exist within a specific municpality. Compliance with this Regulation is monitored by the National Treasury and hence it is suggested that the specific question relating to consultancy usage is reffered to the Minister of Finance.

End.

Reply:

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Reply:

 

MINISTER OF WATER AND SANITATION

The table below provides breakdown of the procurement allocation for the Department of Water and Sanitation (DWS) main account, and Water Trading Entity (WTE):

Entity	Procurement budget allocations/ Goods and services budget	(i) small-medium- and micro-enterprises inclusive of (ii) cooperatives, (iii) township enterprises (iv) rural enterprises
DWS	2021/22	EME 2021/22 23.84% QSE 2021/22 29.65%
	2023/24	EME for the month of April 2023: 21.30% QSE for the month of April 2023: 9%
WTE	2021/22	EME 2021/22 36 % QSE 2021/22 14 %
	2023/24	EME for the month of April 2023: 19.80% QSE for the month of April 2023: 23.32%

*QSE – Qualifying Small Enterprises *EME – Exempt Micro Enterprise

The table below provides breakdown of procurement spending for Entities reporting to the Ministry of Water and Sanitation. It is important to note that there is not set aside Policy in Government in relation to entities. Water Boards procurement budget for financial year 2021/22 was over R7 billion, whereas the expenditure for the year under review is more than R3 billion spent on small-medium- and micro-enterprises which is more than 45%. Water boards financial year 2022/23 information provided for Quarter 1 - 3 where one quarter is still to be reported.

Entity	Procurement budget allocations/ Goods and services budget (Procurement Spend)	(i) small-medium- and micro-enterprises	% expenditure
Amatola Water	2021/22	R341 831 000 00	R179 034 721	52%
	2022/23 (Q1 to Q3)	R338 475 000 00	R58 636 363	17%
Bloem Water	2021/22	R 654 691 452.40	R327 345 726	50%
	2022/23 (Q1 to Q3)	R 405 108 729.98	R189 820 724	49%
Magalies Water	2021/22	R43 202 395,00	R25 375 240	59%
	2022/23 (Q1 to Q3)	R56 110 892	R43 563 827	78%
Mhlathuze Water	2021/22	R81 200 512	R72 539 878	89%
	2022/23 (Q1 to Q3)	R92 480 611	R84 279 883	91%
Lepelle Northern Water	2021/22	R86 178 147	R84 924 548	99%
	2022/23 (Q1 to Q3)	R121 537 981	R109 000 283	90%
Overberg Water	2021/22	R38 196 000	R18 817 984	49%
	2022/23 (Q1 to Q3)	R43 306 845	R14 486 033	33%
Rand Water	2021/22	R3 944 513 179	R1 626 145 171	41%
	2022/23 (Q1 to Q3)	R2 84 501 288	R1 337 017 292	47%
Umgeni Water	2021/22	R1 937 886 136	R 842 676 591	43%
	2022/23 (Q1 to Q3)	R2 471 551 556	R 1 201 835 802	48%

Reply:

(a)(i)(ii)

Province	Adequately Fenced	Not Adequately Fenced	Grand Total
EC	3981	1065	5046
FS	876	69	945
GT	2064	2	2066
KZN	5241	556	5797
LP	3209	440	3649
MP	1126	523	1649
NC	417	128	545
NW	1138	310	1448
WC	1452		1452
National	19504	3093	22597

Note:

1. There are no school without fence.
2. Not Adequate fence only means that the height of the fence does not meet the required height of 1.8m as stipulated in the Norms and Standards.
3. Incorrect measurement of the height of the fence in some of the schools

(b)(i)  The main reason for the delay in the upgrade of fencing is the challenge to balance all infrastructure needs within the constraints of the available budget

(b)(ii)  There are fencing projects at more than 500 schools scheduled for implementation in 2023/24

Reply:

The Department of Cooperative Governance (DCOG) will continue to support Tshwane Metropolitan Municipality in accordance with section 154 of the Constitution. This will be done in accordance with the District Development Model (DDM) in collaboration with other sector departments including the Department of Water and Sanitation (DWS) as DWS is responsible for water regulation. DWS monitors the management of drinking water quality compliance by WSAs and further engages the WSAs where non-compliance is detected. WSAs are required to register for the monitoring programme on the DWS’s Integrated Regulatory Information System (IRIS). Following the release of the Blue Drop Watch Report by DWS on 6 June 2023, DCOG in collaboration with DWS is developing an action plan, to be submitted to Cabinet, that seeks to address the non-compliances in the treatment processes of drinking water and effluent.

Furthermore, DCOG has embarked on a process of identifying stalled water projects, among others, in mainly dysfunctional municipalities that are perennial under spenders of the Municipal Infrastructure Grant (MIG). DCOG has consulted with National Treasury and SALGA on the creation of MIG schedule 6B that will see DCOG implement the identified stalled projects in dysfunctional municipalities as a mitigating measure towards water resilience and universal access. The schedule 6B implementation will be done in this financial year.

End.

Reply:

a) & (b) (i-ii) Regulation 62 of the Public Service Regulations (PSR), 2016 states that a secondment in terms of section 15 (2) or (3) of the Public Service Act, 1994 may only take place if-

(a) The employee or person being seconded has the necessary competency;

(b) The period of secondment does not exceed 12 calendar months, unless due to operational reasons determined otherwise by the Minister for the Public Service and Administration (MPSA); and

(c) An agreement has been concluded between the receiving and seconding department, organ of state, other government or any other body.

The recipient department, organ of state, other government or any other body in terms of section 15 (2) or (3) of the Act shall bear the inclusive costs of secondment, unless the seconding department, organ of state, other government or any other body agree otherwise.

Based on the above, the Department of Public Service and Administration (DPSA) does not have a database of the information as secondments are administered by departments. Departments only approach the DPSA where they require a secondment for a period exceeding 12 calendar months as prescribed in Regulation 62 (1) (b) of the PSR, 2016.  

Therefore, this information must be sourced directly from individual departments as the information is not captured on the PERSAL system. 

(c) Through the National Treasury’s General Conditions of Contract (GCC) and Supply Chain Management: A Guide for Accounting Officers, guidance is provided to departments on the management of risks and associated conflict of interest from service providers. The relevant Treasury and each accounting officer may be approached to provide detailed information in response to this question.

End

Reply:

The Department of Water and Sanitation is not aware of any dysfunctionality which exists within the Amatola Water Board.

Any allegations that are brought to the attention of the Minister, that involves the Water Boards, are investigated, and addressed accordingly.

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Reply:

The table below provides breakdown of the procurement allocation for the Department of Water and Sanitation (DWS) main account, and Water Trading Entity (WTE):

Entity	Procurement budget allocations/ Goods and services budget	(i) small-medium- and micro-enterprises inclusive of (ii) cooperatives, (iii) township enterprises (iv) rural enterprises
DWS	2021/22	EME 2021/22 23.84% QSE 2021/22 29.65%
	2023/24	EME for the month of April 2023: 21.30% QSE for the month of April 2023: 9%
WTE	2021/22	EME 2021/22 36 % QSE 2021/22 14 %
	2023/24	EME for the month of April 2023: 19.80% QSE for the month of April 2023: 23.32%

*QSE – Qualifying Small Enterprises *EME – Exempt Micro Enterprise

The table below provides breakdown of procurement spending for Entities reporting to the Ministry of Water and Sanitation. It is important to note that there is not set aside Policy in Government in relation to entities. Water Boards procurement budget for financial year 2021/22 was over R7 billion, whereas the expenditure for the year under review is more than R3 billion spent on small-medium- and micro-enterprises which is more than 45%. Water boards financial year 2022/23 information provided for Quarter 1 - 3 where one quarter is still to be reported

 

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Reply:

The Department of Water and Sanitation (DWS) and Nkomazi Local Municipality (LM) conducted a site inspection at 2ML reservoir in Ka-Hhoyi area. It was established that the concrete reservoir was leaking at the bottom. The Municipality indicated that a contractor will soon be appointed to inspect and repair the leaking reservoirs and several other water storages within the jurisdiction of Nkomazi LM.

The Municipality reported that a visual structural assessment was conducted to water storages within the jurisdiction and the report is in possession of the Municipality. Currently the Municipality advertised tender for the refurbishment of the water storages, which closed on the 24th of April 2023. The procurement process for appointment is planned to be concluded before end of September 2023. The project is funded by Nkomazi Local Municipality and the ward 11 water storage is one of the infrastructures that will benefit from the programme.

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Reply:

(1) A comprehensive overview of the procedure that was followed from the point when SA Tourism conceived the idea of a trip to New York to celebrate Freedom Day to the stage when the proposal was formally put forward for approval; if not, why not, if so, what are the relevant details.

I have been informed by South African Tourism that it has policies and a delegation of authority that guides the process for in-market programmes. The process that was followed for the Freedom Day celebration was as follows:

• One of the key programmes implemented annually is SA Tourism collaborating with the missions abroad to celebrate national days. For the 2023 Freedom Day celebrations, SA Tourism collaborated with the SA Mission in New York whereby the Consulate General of South Africa extended the invitation to the Mayor of New York for the event.
• Upon acceptance of the invitation by the Mayor of New York, the Hub-Head of SA Tourism in the US requested through an invitation that the Acting CEO of SA Tourism be part of the celebration as the event was elevated to high level dignitaries.
• The ACEO then submitted a formal motivation to the Minister on the 4th of April 2023 for approval to be part of the programme and this was approved on the 12th of April 2023.
• Subsequently, the ACEO saw the need to extend the invitation to the Portfolio Committee.
• A response from the Portfolio Committee was received on the 14th of April 2023.
• A request was made to the Minister on the 16th of April 2023 for the approval of the Portfolio Committee to travel to the US and for SAT to pay the costs.
• There was no Board approval for the project as this is part of the approved US Hub annual operational plan which focused on the collaboration with missions. Furthermore, the entity used the event to amplify the Global Advocacy programme.
• The budget for the event is part of the annual collaboration with missions which is part of the US Hub office annual operational plan.

The activities in New York were part of the localisation of the Global Advocacy Programme in the USA, which is a priority source market for South Africa. This was planned and delivered to amplify the Annual Global Advocacy Programme, which is a key deliverable of the entity’s Annual Performance Plan (APP) for the 2023/24 Financial Year, under Programme 3: Leisure Marketing.

(2) What checks and balances are in place to ensure that the proposed expenditure is compliant with rules and regulations.

South African Tourism manages all expenditure in line with the provisions of the PFMA, Treasury Regulations and associated internal control policies.

I advised that SAT cannot pay for Parliamentarians’ expenditure as these costs must be borne by Parliament.

 

Reply:

The Board of the Amatola Water had 12 meetings and 10 special board meetings, in the past 12 months. The prescribed number of meetings per year is six (6).

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