Questions and Replies

Reply:

a) Two One Stop Centres were opened in April 2014 in Mthatha in the Eastern Cape and Carletonville in Gauteng and are currently operational. Two further One Stop Service Centres will be opened in this financial year in Burgerfort in Limpopo and Kuruman in the Northern Cape and are at an advanced stage of planning.

b) (i) As at the end of September 2015, a total of 4 165 ex-mineworkers were assessed at the Mthatha facility and 4 013 ex-mineworkers at the Carletonville facility.

(ii) The Mthatha facility referred 1 456 claimant files and the Carletonville facility referred 1 474 claimant files to the Medical Bureau for Occupational Diseases (MBOD). A total of 413 claimant files were processed at the MBOD and 6 were paid by the Compensation Commissioner for Occupational Diseases (CCOD). There are substantial backlogs in the claims assessment, processing and payment of claimant files at the MBOD and CCOD.

The management of the MBOD and CCOD, with the support of the Chamber of Mines is making interventions to improve the claims management process by deployment of medical personnel seconded from the mining sector, ensuring access to records of service from the mining companies and development of an electronic database of claimant records.

END.

Reply:

Audited data on travel that have been properly verified are contained in the Department’s Annual Report tabled in Parliament. From unaudited data made available by the Department, the following applies in respect of combined travel by the Minister and Deputy Minister:

Trips (return): 77

Airfare and accommodation costs: R873 764.

Accommodation was incurred by the Deputy Minister only for the period until he was allocated an official residence.

-END-

Reply:

a) The process to develop the policy is currently underway.

b) Yes, the consultative meeting with stakeholders was held on 14 April 2015 in accordance with the annual performance plan.

Key relevant details discussed are as follows:

The stakeholder’s meeting was attended by clinical, technical and NHLS experts in cervical cancer.

In summary the team agreed that there should be three documents, namely:

• A policy document;
• Clinical guidelines; and
• Desk aid for nurses.

END.

Reply:

(a) (i) During the period 2012-13, the Chief Justice travelled on official international trips to the Seychelles, Korea, France, Italy, Russia, Germany, Ghana, Mozambique and Mauritius. The total costs for these official trips amounted to R677 214.21

(a) (ii) In the year 2013-14, the Chief Justice travelled on official international trips to Benin, Germany, United Kingdom, Norway, Tanzania, Malaysia, Qatar, Singapore and Nigeria. The total costs for these trips amounted to R879 073.72

(b) (i) 2012-13 - Chief Justice’s entourage

Official trip to Seychelles

The Chief Justice’s entourage consisted of the following Judicial Officers and officials:

• Justice Y Mokgoro, retired Judge of the Constitutional Court
• Justice L Theron, Justice of the Supreme Court of Appeal
• Dr G Moshoeu, Chief Executive Officer of the South African Judicial Education Institute
• Mr A Slingers, Executive Aid to the Chief Justice

Official trip to Korea

The Chief Justice’s entourage consisted of the following persons:

• Mrs A Mogoeng, Chief Justice’s spouse
• Mr A Slingers, Executive Aid to the Chief Justice

Official trip to France, Italy, Russia and Germany

The Chief Justice’s entourage consisted of the following Judicial Officers and officials:

• President L Mpati, President of the Supreme Court of Appeal (All four countries)
• Justice C Jafta, Justice of the Constitutional Court (All four countries)
• Dr K De Wee, Acting Secretary General of the Office of the Chief Justice (As he was then) (All four countries)
• Ms M Sejosengwe, Chief Director: Court Services (As she was then) (All four countries)
• Mr S Masisi, Director: Executive Support (All four countries)

Official trips to Ghana and Mozambique

The Chief Justice’s entourage consisted of the following officials:

• Ms M Sejosengwe, Chief Director: Court Services (As she was then)
• Mr S Masisi, Director: Executive Support

Official trip to Mauritius

The Chief Justice’s entourage consisted of the following persons:

• • Mrs A Mogoeng, Chief Justice’s Spouse
• Mr S Masisi, Director: Executive Support
• Ms R Leyds, Executive Personal Assistant to the Chief Justice.

The costs for the Chief Justice’s entourage for all the official international trips for the period 2012-13 amounted to R1 122 751. 28.

(b) (ii) 2013-14 - Chief Justice’s entourage

Official trip to Benin

The Chief Justice’s entourage consisted of the following officials:

• Mr S Chiloane, Acting Chief Director: Judicial Policy and Research
• Mr A Slingers, Executive Aide to the Chief Justice
• Mr M Mama, Security Coordinator

Official trips to Germany, United Kingdom, Norway

The Chief Justice’s entourage consisted of the following Judicial Officers and officials:

• President L Mpati, President of the Supreme Court of Appeal (All three countries)
• Deputy President K Mthiyane, Deputy President of the Supreme Court of Appeal (All three countries)
• Justice J Van Der Westhuizen, Justice of the Constitutional Court (Germany only)
• Justice S Khampepe, Justice of the Constitutional Court (Germany only)
• Justice J Froneman, Justice of the Constitutional Court (Germany only)
• Justice C Jafta, Justice of the Constitutional Court (Germany only)
• Justice R Zondo, Justice of the Constitutional Court (Germany only)
• Judge President M Leeuw, Judge President of the North West Division of the High Court (United Kingdom and Norway)
• Judge President D Mlambo, Judge President of the Gauteng Division of the High Court (United Kingdom only)
• Ms M Sejosengwe, Secretary General of the Office of the Chief Justice (United Kingdom and Norway)
• Mr S Chiloane, Acting Chief Director: Judicial Policy and Research (All three countries)
• Mr S Masisi, Director: Executive Support (United Kingdom and Norway)
• Mr A Slingers, Executive Aide to the Chief Justice (All three countries)
• Mr Z Jekeqa, Protocol Coordinator (All three countries)

Official trip to Tanzania

The Chief Justice’s entourage consisted of the following officials:

• Mr S Chiloane, Acting Chief Director: Judicial Policy and Research
• Mr A Slingers, Executive Aide to the Chief Justice
• Mr Z Ntswanti, Deputy Director: Research

Official trips to Malaysia, Qatar and Singapore

The Chief Justice’s entourage for the consisted of the following Judicial officers and officials:

• President L Mpati, President of the Supreme Court of Appeal (All three)
• Deputy President K Mthiyane, Deputy President of the Supreme Court of Appeal (Malaysia and Singapore)
• Justice S Majiedt, Justice of the Supreme Court of Appeal (Malaysia and Singapore)
• Judge President M Leeuw, Judge President of the North West Division of the High Court (Malaysia and Singapore)
• Judge President D Mlambo, Judge President of the Gauteng Division of the High Court (Malaysia and Singapore)
• Judge M Rampai, Acting Judge President of the Free State Division of the High Court, (as he was then) (Malaysia and Singapore)
• Judge N Erasmus, Judge of the Western Cape Division of the High Court (Malaysia and Singapore)
• Judge A Jappie, Judge of the KwaZulu-Natal Division of the High Court (All three countries)
• Mr K Nqadala, Regional Court President (Malaysia and Singapore)
• Mr D Niar, Chief Magistrate (Malaysia and Singapore)
• Dr G Moshoeu, Chief Executive Officer of the South African Judicial Education Institute (Malaysia and Singapore)
• Mr M Doralingo, Chief Director: Court Administration (Malaysia and Singapore)
• Mr P Gagai, Director: Judicial Policy (All three countries)
• Adv E Seema, Director: Superior Courts (Malaysia and Singapore)
• Mr S Ntsimane, Executive Manager, Information, Communication and Technology (Malaysia and Singapore)

• Mr G Lesiba, Chairperson of the Integrated Justice System Board (Malaysia and Singapore)
• Mr A Slingers, Executive Aide to the Chief Justice (All three countries)
• Mr Z Jekeqa, Protocol Coordinator (Malaysia and Singapore)

Official trip to Nigeria

The Chief Justice’s entourage consisted of the following persons:

• Mrs A Mogoeng, Chief Justice’s spouse
• Mr M Mama, Security Coordinator

The costs for the Chief Justice’s entourage for all the international trips for the period 2013-14 amounted to R4 287 509. 48.

Reply:

1. The Supply Chain Management work stream focused on how to improve supply chain management system at clinic level. The first phase is focused on essential items (Pharmaceuticals). Once the roll out of the system is complete, functional and fully effective, non essential items (toiletry, cleaning material etc) will be introduced.

Details of the system and progress

a) Implement SVS (Stock Visibility System) in all clinics and develop additional functionality of SVS (namely order receiving). SVS is a device (like a cellphone) that is used by the clinic to update the stock received and stock issued. The system feeds the information to Rx Solution which calculates the number of items to be ordered. Orders are placed at a central point and delivery is done directly to the facility.

b) To integrate SVS data into Rx Solution to automate order calculation and generation – and automate sign off authority. Finalise delegations at facility, sub-district and district level. Authorization and delegations of authority need to be reviewed and tools developed to support the expediting of approvals.

c) Agree on products to load onto SVS (contract versus non-contracted items). Currently, only Pharmaceuticals are included.

d) Address sustainability and support for Rx – access source code. Unlock bottlenecks encountered with Rx Solution. Finalise the issue of ownership of Rx Solution.

e) The PMPU (Procurement Unit) will facilitate the procurement of items, ensure correct allocation coding linked on BAS, contract management.

f) Develop cross dock model and processes and trial – direct from manufacturer OR direct from wholesaler/”retailer”.

g) Decision still has to be made whether to convert the current Depots to cross docks.

h) Spend analysis needs to be carried out

(i) A categorization exercise needs to take place to identify which products we move to contract and which do we procure direct;

(ii) Decide on procurement model based on financial and non financial benefits (Contract with manufacturer wholesaler/retailer);

(iii) Contract terms need to be defined and measurements implemented;

(iv) Spend analysis needs to be carried out.

(v) Develop catalogue specifications (pricing, specifications and coding)

(vi) Supplier scorecard to be developed and published monthly

Below is a graphical representation of how the system will work

Challenges

a) Dependent on partners for implementation of processes and systems – sustainability;

b) SVS business model needs to be defined (Vodacom has financed it to date through their Foundation);

c) Facility compliance to reporting of stock on hand;

d) Authorization and delegations of authority need to be reviewed and tools developed to support the expediting of approvals;

e) Codification standard for all items

• 1. Adherence to contract procurement by facilities;

• 1. Monitoring systems to review contract/off contract spend at facility/PHC level

2. Yes, There is a progress in the project as the SVS has been rolled out to facilities in Limpopo, Eastern Cape, KwaZulu Natal and City of Johannesburg.

Summary of activity that are in progress and activities still to be initiated (as stated above)

1. Roll out of SVS (in progress)
2. Trial “informed push” model (in progress)
3. Develop cross dock model (not started yet)
4. Identify items for contracts (not started yet)
5. Develop SOP’s for push model (in progress)
6. Agree on delegations (not started yet)

It should be noted that once the system is fully effective it will be rolled out to all facilities and provinces and non essential items will be added.

As the system progresses, a determination will still be made as to whether this system will include the items such as maintenance of facilities and whether there the system be able to integrate with LOGIS to cater for Non Essential items.

A phased approach has been adopted to roll out the system and it is expected that by 2018/19, the system will be fully functional in all provinces and in all 3500 clinics in South Africa.

END.

Reply:

1. I wish to inform the Hon Member that the Regulations promulgated in terms of the Magistrates Act, 1993, and the relevant Financial Prescripts, do not prescribe the number of domestic and international trips which may be undertaken by a Regional Court President or any of their support staff or persons forming part of such delegations. Regional Court Presidents will undertake each official journey having regard to the purpose, the costs, availability of transport, route, timespan and other relevant circumstances. Regional Court Presidents travel economy class in terms of the current prescripts.

In terms of domestic travel, Regional Court Presidents, as Judicial Heads of the Regional Courts, will, from time to time, be required to travel to attend to various judicial and other statutory obligations. For example, attending meetings of the Regional Court Presidents Forum, Case Flow Management, the Magistrates Commission and its Committees, the South African Judicial Education Council and its Committees, the Rules Board for Courts of Law and its Committees, the Lower Courts Remuneration Committee, the Interpreters Review Committee, the National Efficiency Enhancement Committee, the National Operations Committee, the Development Committee, the Child Justice Forum, the Lower Courts Monitoring Committee and the Library Committee.

For international trips, the Regional Court President (as well as any other magistrate) must submit the request to the Magistrates Commission for consideration. The application must contain full particulars of the conference/ programme to be attended such as location, duration, costs involved, etc. It should furthermore contain information whether the applicant has attended any conferences outside the country and, if so, dates and details of all such conferences. The Chairperson of the Commission will then submit the application, together with his recommendation to the Chief Justice for consideration and approval.

2. The following domestic and international trips were undertaken by each of the Regional Court Presidents for the period 1 September 2014 to 31 August 2015:

Regional Court President	Domestic Trips	International Trips
Limpopo	36	1*
Eastern Cape	37	0
Western Cape	20	0
Kwazulu- Natal	11	0
Free State	9	0
Northern Cape	8	0
Gauteng	5	0
North West	4	0
Mpumalanga	2	0

In the Eastern Cape the Judge President, the Regional Head and the Regional Court President are located in different cities/towns and it is very often more cost effective to fly from Port Elizabeth to East London for meetings whilst in Limpopo the Regional Court President will most of the time have to take two flights to reach her destination if the meeting is not in Gauteng

*The Regional Court President of Limpopo was invited by the UN Women and UNFPA, in partnership with the UNDP and UNODC, to the Global Technical Consultation on the Police and Justice Sector’s Response to Violence Against Women and Girls in Marrakech form 1 to 4 July 2014. Travel and accommodation were carried by the organizers and the Regional Court President was not supported by any delegation from her office.

2.(a)(iii). The total cost for domestic flights, including accommodation, car rental and transfer fees, amounted to R1,212,129.

Reply:

The response is based on the information provided by Provincial COGTAs.

(a) A total of 29 out of 238 municipal manager posts have been filled by women, representing 12% nationally.

(b) The table below provides the names of municipalities that appointed female Municipal Managers.
 

Province	Municipality
Eastern Cape	Ntabankulu Local Municipality
	Nyandeni Local Municipality
	Lukhanji Local Municipality
Free State	Thabo Mofutsanyane District Municipality
	Fezile Dabi District Municipality
	Mangaung Metropolitan Municipality
	Kopanong Local Municipality
	Lejweleputswa District Municipality
Gauteng	None
KwaZulu Natal	Umdoni Local Municipality
	Umtshezi Local Municipality
	Emadlangeni Local Municipality
	Ulundi Local Municipality
	Harry Gwala District Municipality
	KwaSani Local Municipality
Limpopo	Elias Motsoaledi Local Municipality
	Ephraim Mogale Local Municipality
	Sekhukhune District Municipality
	Lephalale Local Municipality
	Greater Letaba Local Municipality
Mpumalanga	Nkangala District Municipality
Northern Cape	John Taolo District Municipality
	Richtersveld Local Municipality
	!Kheis Local Municipality
	Frances Baard District Municipality
North West	Kgetleng Rivier Local Municipality
	Moses Kotane Local Municipality
	Dr Kenneth Kaunda District Municipality
	Tlokwe Local Municipality
Western Cape	Mossel Bay Local Municipality
	Stellenbosch Local Municipality

Reply:

1. (a) Since 01 April 2015, the National Institute for Communicable Diseases (NICD), the National Institute for Occupational Health (NIOH) and the Cancer Registry have been directly funded;

(b) The proposal was discussed with the National Treasury. At the Budget Council meeting in January 2015, it was agreed that the Department of Health and National Treasury should work on a completely new funding model for implementation as of 01 April 2016;

(c) The National Treasury, in funding National Functions directly has made provision in the National Department of Health budget for a transfer payment to cover the costs associated with teaching and training undertaken by the National Health Laboratory Service (NHLS).

2. The Interim Management Team was appointed to investigate the billing issues reported. Below are the technical challenges that resulted in disputed debtor’s amounts:

• Unbundling of group tests (profile tests);
• Padding (grouping of tests);
• Wrong accounts (non Gauteng Department of Health and KwaZulu Natal Department of Health);
• Incorrect coding;
• Duplication of tests and billing;
• Multiple units billing (histology blocks);
• Missing demographics.

Unbundling of group tests

• This refers to the request for multiple individual tests instead of a group test resulting in the sum costs being more than the group test. The clinicians have an option to request some tests as a group or a single test. The approved Electronic Gate Keeping (EGK) rules state that the full profile of test can be done on admission of a patient then abnormal parameters to be repeated as required. The NHLS has also proposed that when individual or multiple tests within a profile are requested, and the cost of these tests exceeds the cost of the profile, the NHLS bill the profile cost to the Department of Health.

Padding of tests

• This occurs where an individual test that is included in a group test is billed with the group test. This should never happen under the normal circumstances. The NHLS has implemented measures to eliminate this error.

Wrong accounts (non Gauteng Department of Health)

• The NHLS and the Provinces are working together to identify and eliminate any incorrect locations billed through the reconciliation of monthly bills. Substantial progress has been achieved thus far.

Incorrect coding of tests

• This refers to the tariff codes used by the NHLS not being consistent with the coding lists of the Board of Healthcare Funders (BHF), the National Pathology Group (NPG) and the South African Medical Association (SAMA).

Duplication and Multiple units billing

• This relates to billing one test more than once on one specimen. Multiple units billing mainly happens in anatomical pathology where additional blocks of stains are made in order to get to the final diagnosis. This is an acceptable practice.

Missing Demographics

• These relate to invoices or tests done with missing demographic data. This creates problems in terms of verifying the information and could render the transactions invalid. The NHLS had already started the process of addressing this by determining the minimum clinical data sets (MCDS) required for NHLS to continue processing the specimen. The NHLS does not conduct tests if there is no compliance with MCDS.

3. The details are as follows:

• The status of debts receivable from Gauteng Department of Health and KwaZulu Natal Department of Health as at 18 September 2015 is totalling R5.1 billion;
• The breakdown is reflected in Table 1 below;
• This represents 95% of the total debts receivable from provinces amounting to R5.5 billion.

Table 1

Region	Outstanding amount 2015/16	Outstanding amount 2014/15	Prior amount outstanding	Total outstanding
Gauteng	197,419,209	328,955,740	922,495,933	1,448,870,882
KwaZulu Natal	110,053,771	702,643,913	2,866,174,418	3,678,872,101

4. The Bill has been prepared and it in the Cabinet process. It is pending approval by Cabinet, for it to be published for public comment.

5. The National Public Health Institute of South Africa (NAPHISA) Bill makes provision for the establishment of the Institute for Non-Communicable Diseases and Violence and Injury. These institutes will be established when the Bill is promulgated.

END.

Reply:

Refer to: Annexure 1 .

Reply:

1. No 40-bed mobile hospital was set up in Sierra Leone by the Department as there were sufficient Ebola treatment units put in place by other countries and the subsequent request by the Government of Sierra Leone, the African Union and other partner countries was for health professionals to staff the Ebola treatment units. The Department sent 5 professional nurses and 1 medical doctor for 1 month initially and 16 professional nurses and 3 emergency health professionals for 6 months to Sierra Leone under the African Union response to the Ebola outbreak.
2. The Department had considerable support from the private sector in South Africa with initial meetings with the mining, retail, financial services and mobile communication sectors about the movement of their personnel from South Africa to West Africa and especially to the affected countries of Guinea, Liberia and Sierra Leone. A meeting held at the Johannesburg Stock Exchange 16 listed companies and non-governmental organisations realised cash and in-kind donations of personal protective equipment, ambulances, scooters, food and drugs amounting to approximately R10 million for the external response to the affected countries.

3. South Africa set up a field Ebola Molecular Diagnostic Facility in August 2014 with laboratory infrastructure, technical and personnel support from the National Institute of Communicable Diseases (NICD) in Freetown, Sierra Leone. A total of 8 teams of 2 to 5 members from the NICD rotated through the facility in Sierra Leone every 4 to 6 weeks between August 2014 and March 2015. The unit assisted with the laboratory diagnosis of Ebola in patient blood and buccal swab specimens.

4. (a) The Department convened a committee known as the Multi-sectoral National Outbreak Response Team (MNORT) which comprised the following departments, supported by the private health sector, development partners and multilateral agencies:

1. Department of Agriculture, Forestry and Fisheries;
2. Department of Basic Education;
3. Department of Communications;
4. Department of Correctional Services;
5. Department of Defence and Military Veterans;
6. Department of Finance;
7. Department of Higher Education and Training;
8. Department of Home Affairs;
9. Department of International Relations and Cooperation;
10. Department of Cooperative Governance and Traditional Affairs;
11. Department of Safety and Security;
12. Department of Social Development;
13. Department of Sport and Recreation;
14. Department of Tourism;
15. Department of Transport;
16. Department of Water and Sanitation.

(b) The University of the Witwatersrand ‘Wits Health Consortium’ coordinated the external response effort of receiving goods and cash donations to the affected countries with the deployment of health professionals to Sierra Leone, supported by “Right to Care”, the African Union and the World Health Organisation. The laboratory professionals’ travel and logistics were coordinated by the Wits Health Consortium, the NICD and the World Health Organisation.

(c) The flights of all the personnel from South Africa to Ghana were supported by a major South African private sector financial services partner and travel agency with flights from Ghana to Sierra Leone supported by the United Nations response. The donated goods were transported by road to Durban from the warehouse in Centurion and shipped to the 3 affected countries through a partnership with a major international shipping company that provided free transportation from Durban.

5. The total monetary value of the country’s contribution in the fight against the Ebola epidemic since 1 December 2013 cannot be quantified as it comprises the domestic response which covered provincial departments of health and national departments’ interventions.

These included border protection interventions such as installation of thermal scanners at designated ports of entry into South Africa, recruitment and deployment of additional Port Health Officers and introduction of screening questionnaires at ports of entry, training of immigration, airline and port health staff in South Africa and also for SADC countries, health professionals and support personnel in the management of Ebola suspect and infected patients and bio-hazardous waste management, provision of an Emergency Operations Response Centre operating on a 24-hour basis, enhancing health screening and surveillance systems and laboratory diagnostic support for South Africa and the SADC Region. The external response to the affected countries of Guinea, Liberia and Sierra Leone comprised the donation of personal protection equipment by the Department and donation of other goods by the private sector and provision of laboratory support and deployment of health professionals in Sierra Leone. Some South African companies contributed to the Ebola response by direct contributions to the African Union response or to the affected countries directly.

In addition, various Committees such as the Inter-Ministerial Committee on Ebola, the Multi-sectoral National Outbreak Response Team (MNORT) and the Ministerial Advisory Committee on Ebola outbreak in West Africa were set up to support the country’s efforts in the domestic and external response to the Ebola outbreak in West Africa. Communication to the public, various stakeholders and role players was maintained at all times through media releases presentations.

END.

Reply:

1. In July 2015, a total of 760,000 doses of BCG vaccine were received from Statens Serum Institute in Denmark (registered supplier in South Africa) and were distributed to provinces. Currently, the stock is in facilities and as such very difficult to quantify.
2. (a) The Department of Health applied for Section 21 Permit from the Medicines Control Council (MCC) to procure 166,000 vials which translates to 3,320,000 doses of BCG vaccine from Serum Institute of India;

(b) The BCG vaccine arrived in the country on the 28 September 2015;

(c) Serum Institute of India.

3. Statens Serum Institute of Denmark has informed the Department that 600,000 BCG vaccine doses will be delivered in October 2015 and 800,000 doses will be delivered in November 2015. In addition the Department will apply for another Section 21 Permit to procure more BCG vaccines as a further precaution.

END.

Reply:

1. The average waiting times for Odi District Hospital in Mabopane for the 1st and 2nd quarter of 2015/16 are as follows:

(a) (i) Registration ( opening or retrieving of a file): 30 minutes

    (ii) Waiting time in OPD: 130 minutes

    (iii) Waiting time at the Pharmacy: 100 minutes

   (iv) Waiting time Casualty depends on the Priority of the Patient. The average of non serious patients is 120 minutes.

b) The following are measures that the hospital has introduced improve long waiting times:

(i) The CEO and Hospital management conduct daily walkabouts to check patient’s queues, but also how the hospital staff deal with clients/patients.

(ii) The hospital has in place courtesy managers who are always at the frontline to closely monitor queues and how clients/ patients are assisted

The following are future plans for the Hospital:

(iii) To renovate the Pharmacy by adding more dispensing windows

(iv) To add additional staff to records so that clients are assisted timely

(v) To engage and educate the community to use Primary Health Care and Community Health Centres and the importance of appropriate referral.

(2) Odi Hospital falls under Region 1 of Tshwane Health District. Currently there are Emergency Medical Services Stations in the region namely Odi, Rosslyn, Jabulani and Ga-Rankuwa. There are 24 ambulances which are operational however by end of September 2015, a total of 16 ambulances out of the 24 ambulances were operational. A total of 8 of the ambulances had either gone for regular service, breakdown repairs or accident damage.

(3) Gauteng Province EMS is currently in the process of procuring 160 ambulances for the 2015/16 financial year. These ambulances will be distributed equitably throughout the Province.

END.

Reply:

CoGTA Employees
(a)	How much did the department spend on air travel for employees, between Gauteng and Cape Town to attend parliament business in the financial year 2014/2015?	How many trips?
	R 6 229 497.00	1208
(b)	How much did department spend on accommodation in Cape Town for employees in 2014/2015?
	R 1 461 954.00
(c)	How much did department spend on car rental in Cape Town for employees in 2014/15?
	R 2 047 495,32

However, this is only part of the cost to departments. The time taken to travel, the cost of the individual’s expertise utilized in this process.

Reply:

1. NHLS Headcount at end of August 2015

Job Title	Count
Total Staff Headcount	6776
Pathologist	210
Medical Technician	862
Medical Technologist	1385
Vacancies appearing as vacant on Oracle system today on 21 September 2015
Total	1246

2. YEAR	2 011	2 012	2 013	2 014	2 015
Pathologist	225	218	235	231	210
Medical Technologist	1 415	1 388	1 382	1 399	1 385
Medical Technician	652	639	771	810	862

3. There are 302 NHLS laboratories.

Province	Number of Labs
EC	67
FS	15
GP	43
KZN	56
LP	37
MP	21
NC	9
NW	15
WC	39
TOTAL	302

END.

Reply:

(1) My Department has taken note of the question and has attempted to investigate how it could respond to it. However, we found the question to be unclear in that, it does not identify the exact piece of land and whether it is under municipal administration or state forestry operations. Accordingly, it will be appreciated if the Honourable Member could provide further details on the piece of land in question.

(2) As per the above.

(3) As per the above.

Answer tabled in Parliament on:

DAFF'S RESPONSE:

CLASSIFICATION: CONFIDENTIAL

SUBJECT: QUESTION NO. 3622 FOR ORAL REPLY TO MS A STEYN (DA) TO THE MINISTER OF

AGRICULTURE, FORESTRY AND FISHERIES

Reply:

(a) No report was commissioned in this regard.

(b) On 15 April 2009, Cabinet directed the Department of Cooperative Governance to consult the Ba Ga-Mothibi and Reveilo community on their request to be incorporated into the Northern Cape Province from the North West Province. An engagement with the affected communities was held on 17 April 2009. As a result of continuous engagements with the affected communities, a Memorandum of Understanding between the two Provinces was concluded in order to ensure the continuous provision of services to the Ba Ga-Mothibi community.

(i)(aa) Not applicable

(bb) Not applicable

(ii) Not applicable

(iii) Not applicable

Reply:

The information requested by the Honourable Member is not readily available within the Department. We have, however, requested the uMgungundlovu District Municipality to provide this information.

The Honourable Member will be provided with the requested information as soon as it is submitted to us.

Reply:

(1) I cannot reply to the question as the information asked is by nature sensitive as it pertains to the movement of the Deputy President. I will provide the information in a closed briefing of the Joint Standing Committee on Defence when it is duly convened.

Reply:

(1)(a) Total amount spent on air travel between Gauteng and Cape Town: R436 339.20

(1)(b) Total number of trips undertaken: 63

(2)(a) Total amount spent on accommodation in Cape Town: R131 421.98

(2)(b) Total amount spent on car hire in Cape Town: R86 601 .25

Reply:

1. As at 10 September 2015 there was a total of two thousand two hundred and fifty eight (2258) persons who are sentenced to life imprisonment and who qualify for consideration for parole.
2. Yes, at the outset it is important that the Honourable member takes note that members of the National Council for Correctional Services are professionals appointed by the Minister in terms of Section 83 of the Correctional Services Act, 1998 (Act 111 of 1998). They are not in full time employment of Correctional Services.

As a result of the backlog created by the Van Wyk Judgment (case nr: 40915/10 in the North Gauteng High Court Pretoria) the newly appointed NCCS meets on a regular basis; meetings have been scheduled on a two weekly basis.

The consideration of offenders for parole is not a matter that can be dealt with lightly. Considerable time and effort is put into the deliberation of individual cases before a recommendation is made to the Minister of Justice and Correctional Services. Approximately thirty (30) cases are considered during a one day meeting and fifty (50) during a two day meeting. As at 10 September 2015 a total of three hundred and eighty eight (388) of the specified persons has not yet been considered by the National Council for Correctional Services.

3. Yes; Regular meetings are scheduled in an attempt to deal with the backlog.

Reply:

 

 (a) (i) Total Travel Costs R 263 445.00

(ii) 47 Trips

(b) (i) Hotel – No costs

(ii) Residential and Accomodation – No Costs

(aa) In Cape Town – No Costs

(bb) In Pretoria – No Costs

(2) (a) (i) Total Travel Costs R 220 317.00

(ii) 26 Trips

(b) (i) Hotel R 26 007.00

(ii) Residential and Accomodation – No Costs

(aa) In Cape Town R26 007.00

(bb) In Pretoria – No Costs

 

THE HONOURABLE MINISTER OF LABOUR’S RESPONSE: PARLIAMENTARY QUESTION NO. 3328 (NW3917E)

In respect of the Minister: Labour the following expenditure was incurred for travel

1. (a) (i) Total Travel Costs R263 445.00

(ii) 47 Trips

(b) (i) Hotel – No Costs

(ii) Residential/ Accommodation – No Costs

(aa) In Cape Town – No Costs

(bb) In Pretoria – No Costs

In respect of the Deputy Minister: Labour the following expenditure was incurred for travel

2. (a) (i) Total Travel Costs R483 617.00

(ii) 26 Trips

(b) (1) Hotel – R26 007.00

(ii) Residential/Accommodation – No Costs

(aa) In Cape Town - R26 007.00

(bb) In Pretoria – No Costs

Reply:

Minister of Labour Reply:

The officials that accompanied the Deputy Minister were from the following Branches: International Relations, Public Employment Services, Compensation Fund, Unemployment Insurance Fund and Deputy Minister’s Office. The Department has tabled its 2014/2015 Annual Report to Parliament, the Honourable member may get a copy from the Clerk of Papers.

The focal areas for cooperation were inter alia:

Youth employment approaches; Strategic issues relating to Employment Services provisions; Models for Compensation to injured workers; unemployment Insurance benefits; Job Creation initiatives and Technical exchange programmes.

The details of the Memorandum of Understanding are the same as the areas on which the two Countries shared experiences as mentioned above.

Reply:

Below is the response provided by the Buffalo City Metropolitan Municipality, attached as Annexure A, as received from the Eastern Cape Provincial Department of Cooperative Governance and Traditional Affairs:

ANNEXURE A

Number	Questions	Response
1.	Whether the driver of the Buffalo City Fire vehicle which was involved in a serious accident on Thursday, 27 August 2015, had a driver’s license of any type; if not,	The driver at the time was in possession of a Code 03 learner’s license which permits the driving of the heavy vehicle whilst accompanied by a licensed driver. The learner driver was inter alia accompanied by the Divisional Officer: Training who is in possession of a Code EC driving license
	a) why was the driver controlling a multimillion rand vehicle which had just been returned to service, and	a) The driver was controlling the vehicle as she was on a Pump Operator/Driver course. The duration of which was 11 August 2015 to 04 September 2015
	b) Who authorised that the driver utilise the vehicle, and	b) The Divisional Officer: Training authorised the driver to utilise the vehicle. Note – in terms of Buffalo City Metropolitan Municipality (BCMM) fleet Management Policy Fire Fighting Vehicles may only be used in the case of inspection of fire equipment or installation and training purposes
	c) What disciplinary action will follow in this regard; if so,	c) Disciplinary action is to be decided on once a comprehensive investigation has been completed
	(i) What was the code of the relevant driver’s license	Code 3 learners license
	(ii)When was the license issued and;	Code 3 learners license issued on 11 August 2015 and
	(iii) When does it expire	(iii) It expires on 11 February 2017
2	Whether there are minimum standards in place for the control, driving and operation of specialised fire vehicles; if not, why    not; if so, what are the standards	There are minimum standards in place, Fire fighters with a vast experience on driving heavy duty vehicles are selected to attend the Pump Operator/Driver Course. On the course people are trained on how to operate the vehicle and engage the pumps. There are tests and a practical evaluation that must be passed by each student. The competent fire fighters are issued with the relevant internal certificate. These are the only people who are authorised to drive the Aerial Appliances even during emergencies.

Reply:

1. (a) and (b)

Traditional Leaders are involved in various development programs as part of job creation and improving the socio-economic well-being of their communities. The following are examples:

• Empangisweni Traditional Community: INKOSI ZONDO
• Stock farming – in Nguni cattle. The project has resulted in the capacitation of many black farmers.
• Soil utilization – particularly maize. This project has resulted in the employment of many locals and their capacitation.

• Dzumeri Traditional Community: HOSI DZUMERI
• Hosi Dzumeri awarded 50 wheelchairs to needy men, women children, not only from Dzumeri, but even other neighboring communities as well.
• Hosi has committed himself to increasing the number to over 100.
• Bakgatla Ba Kgafela Traditional Community: KGOSI PILANE
• Mining – has resulted in the employment of many locals and the development of the area.
• Mphebatho Museum – a major tourist attraction and a source of employment.
• Clothing factory – has resulted in the employment of many locals. It supplies major clothing retailers (e.g. Truworths ) with raw material.
• Farming – include goat farming. The aim with the project is to utilise available resources and land to make available employment opportunities to the community.
• Hospitality industry – to advance job creation and sustainable economic development.
• Moruleng Shopping Centre – the state of the art shopping center is a major source of employment for the community in Moruleng.
  • Road construction: The TC through its development wing constructed a road (tar road)

2. (a)(i)

Ehlanzeni District Municipality

The support provided by the District Municipality to nine (9) traditional leaders participating in Municipal Councils includes, sitting allowances and the provision of communication tools. All traditional leaders within the district are provided with financial assistance towards holding of traditional/cultural ceremonies (Immemo).The special designated seating arrangements for royalty in the council chambers and joint formal procession with the speaker into the chamber during council meetings are some of the protocol matters that are highly appreciated within the traditional institution.

Meetings that precede council meetings are held regularly between the district municipality speaker and the traditional leaders participating in municipal councils. Traditional leaders also participate in an IDP forum constituted by all mayors from local and the district municipalities in the region which focuses on development and other service delivery issues.

3. (a)(ii)

Gert Sibande District Municipality

The support provided by the District Municipality to seven (7) Traditional Leaders participating in Municipal Councils includes, sitting and cell phone allowances and other communication tools as well as office accommodation and office furniture. Traditional leaders have been enrolled on a training programme for leadership development by the district at the University of Zululand.

All traditional leaders within the district are also provided with financial assistance towards holding of traditional/cultural ceremonies (Immemo).Traditional leaders are part of the mayoral imbizo which is held annually. There is also an IDP forum constituted by traditional leaders and all mayors from local and the district municipalities in the region which focuses on development and other service delivery matters.

b) Other Provinces

In KwaZulu-Natal Province in the ILembe District and its local municipalities of Ndwedwe, Maphumulo, Mandeni and KwaDukuza, the strengthening of participation of traditional leadership in Municipal Councils proceedings is commendable. The Provincial CoGTA traditional leaders are not only attending meetings of full municipal council, but the municipalities have allocated seats for traditional leaders in Portfolio Committees of Municipal Councils. This enables traditional leaders to deliberate on policy matters.

Furthermore, the following effective partnerships with the traditional communities focusing on cooperatives, health and welfare, education, enterprise development, supply chain focusing on local procurement have been established in both Limpopo and North West within the platinum belt:

In Limpopo Province, R27 million has been invested in building a school, which is yet to be handed to the traditional community in Magadimana-Ntweng Traditional Council in Serafa Village within the Greater Tubatse Municipality. Traditional communities in Mapela, Ga-Chaba, Gamolekana, Phofola, Rooibok Sterkfontein in Mokopane are benefiting R39, 8 million agriculture projects. A market has been created for these flourishing projects. These farms supply their produce to the informal sector, local fruit and vegetable retailers and wholesalers including fresh produce markets. These projects are run by community structures supported by the traditional leaders and external capability to ensure high level of effectiveness and productivity.

Working with both Kgoshikgolo Thulare Thulare and Kgoshikgolo KK Sekhukhune and various other community leaders the ARM Broad Based Empowerment Trust built the Mampuru Thulare Primary School for R2.3 million in 2010. The school, which is currently being attended by approximately 700 pupils, has 8 classrooms and 6 ablution blocks and has been a positive catalyst for development in the area with children from the area now spared the hardship of walking long distances to school every day.

In 2014 the Trust spent a further R1.4 million on renovations and building a nutritional centre at the school. The Limpopo Rural Upliftment Trust has also been hard at work providing water to communities around the province. The Trust has spent approximately R1.2 million drilling and equipping 18 boreholes in the province. The boreholes now supply clean drinking water to these communities

In North West Province a SEDA Platinum project of glass beads jewelry has been established. The required machinery has been purchased and the cooperative members have been trained. At the moment, about R2,3 million is invested for this project. The second project is a craft hub called Tsakane Arts Cooperative. This project targets the youth and provides an opportunity for them to further explore the skills in arts and crafts and to have sustainable source of income. Almost R4.1 million has been invested in this project. Almost 7 people who were farming pigs on a casual subsistence basis have been assisted through the partnership by commercializing the farms into income generating activity at a higher scale. Almost R3.4 million has been spent to upgrade infrastructure, training for farmers on business development, product quality control, marketing and administration.

Anglo Platinum has agreed to appoint a professional videographer to capture all the projects to promote sustainable development and self-reliance in rural communities.

In the Eastern Cape Province R12 million to date has been distributed to the Eastern Cape Rural Upliftment Trust.Two new child care centers, the Kwathamsana Child Care Centre and the Zanci Child Care Centre were built in the Mqanduli area in the Eastern Cape to the value of R1.7 million. The Zanci Child Centre which was proposed by Nkosi Phatekile Holomisa benefits approximately 160 infants from the Zanci Village.

At the Ntabakandoda Secondary School, located in the Ngcamngeni Village the Trust built a soup kitchen at a cost of R200 000. The kitchen caters for 500 students and [will] cater for children from the Ntabakandoda School as well as primary school and pre-school children within the village.The Trust has spent a further R4.5 million building and renovating schools throughout the province.

Agriculture has also been a key focus for the trust in the Eastern Cape. The Manguzela Crop Production Project, in the Matatiele area, received in excess of R800 000 for farming equipment and supplies for crop production.

The Mpumalanga/ Northern Cape Rural Upliftment Trust has received approximately R7.3 million to date. In Mpumalanga, the Ipopeng Agricultural and Chicken Project received a total of R790 000 for the vegetable garden and for chicken farming. A tractor, a plough, a diesel cart, a trailer and a ploughing disc have been bought for the vegetable garden. Members of the community have been able to benefit from this project as poor families identified by the tribal council are able to receive vegetables and or chickens free of charge from the project. In addition the ARM Broad-Based Economic Empowerment Trust drilled and equipped 7 boreholes in various communities in the Ekhangala district.

The Mamathlake Vegetable Project has also been a great success having been developed in 2012 by the Trust at a cost of R780 000.The Trust’s projects in Mpumalanga also include the provision of water to the Xanthia High School in Thulamahashe, the Ngungunyane High School in Bushbuckridge, and the JP Khoza Primary School in Thulamahashe at a total cost of R198 000.

In the Northern Cape the African Rainbow Minerals (ARM) Broad Based Economic Empowerment Trust renovated and erected fencing around the Ikageng High School in John Taolo Gaetsewe and funded the purchase of 100 bicycles for learners from various schools in the area. In Kuruman a vegetable and chicken project for the Batlhaping Ba- Ga Phetlhu has been allocated R974 000.

In addition to the projects of the ARM Broad-Based Empowerment Trust R 736 million has been spent by ARM’s operations through Local Economic Development and Social Labor Plans in the preceding 5 years. The Trust continues to be committed to working with our local community leaders, government, church groups, trade unions, women and youth groups to develop sustainable projects that will improve the living conditions and standards of living of all our people.

Since inception, the ARM Broad Based Economic Empowerment Trust has distributed a total of R120 million to its beneficiaries for projects in education, health, water, enterprise development, farming, agriculture and rural development initiatives throughout South Africa.

Five provincial rural development trusts led by trustees who are key leaders in their respective communities and provinces were created for the purpose of uplifting and benefiting rural communities. The partnership between community leaders and the Trust assists in identifying the needs of the communities to ensure that projects undertaken by the provincial trusts have maximum impact in the upliftment and development of communities.

Traditional leaders, especially kingships have had partnerships with the Motsepe Foundation and the Department of Agriculture, Fisheries and Forestry. The Department of Traditional affairs will be engaging the Motsepe Foundation, Department of Agriculture, Fisheries and Forestry to extend and establish partnership relations as they operate within our sector. Furthermore, the DTA will also try to synchronize the work that other stakeholders are doing within the traditional communities to ensure effective and efficient service delivery and desired impact.

Reply:

(1) (a)As at 30 September 2015, there are no South African teachers being trained to teach Mandarin in South African schools.

(b)There are eight (8) Chinese Language Teachers in South Africa already. There are plans by the Chinese Embassy to bring four (4) teachers in October 2015 and an additional three (3) in January 2016. The total number of teachers is expected to be fifteen (15) by the end of January 2016.

(2) No. The Chinese teachers are not expected to assist in teaching other subjects.

 

Reply:

District	Number of Schools
Bohlabela	8
Ehlanzeni District	61
Nkangala	11
Gert Sibande	The province, through the district is in the process of verifying the number of schools paying Municipalities for use of flushing toilets. This information will be provided when available

District	Amount being paid by each school per flush toilet
Bohlabela	Schools are paying on average an amount of R116.58 per month per toilet
Ehlanzeni District	The District is unable to quantify the amount paid per flush toilet as schools are billed differently depending on the Municipality and different Financial Reporting Standards adopted by each school.
Nkangala	The District is unable to quantify the amount paid per flush toilet as schools are billed differently depending on the Municipality and different Financial Reporting Standards adopted by each school.
Gert Sibande	The District is unable to quantify the amount paid per flush toilet as schools are billed differently depending on the Municipality and different Financial Reporting Standards adopted by each school.

**The difficulty in soliciting the required financial management information points at different Financial Reporting Standards adopted by each school. In future, and as part of continuous improvement, there might be a need to provide guidelines to Districts and schools that would enable this type of information to be extracted with fair ease.

District	Number of Schools without access to adequate flush toilets
Bohlabela	226
Ehlanzeni District	286
Nkangala	40
Gert Sibande	334

**However it should be noted that In terms of the Regulations Relating to Minimum Uniform Norms and Standards for Public School Infrastructure all schools should be provided with acceptable basic services. Acceptable basic services include: waterborne sanitation, small-bore sewer reticulation, septic or conservancy tanks, Ventilated improved pit latrines and composting toilets, Municipal water supply, boreholes, rainwater harvesting (purified) and different forms of power supply. Therefore, the choice of appropriate sanitation technology, which includes any of those indicated above, may only be based on an assessment conducted, which will include the availability and reliability of services in the particular locality.

Reply:

According to information submitted by the Blue Crane Route Local Municipality (BCRM), the following cases were instituted against the municipality:

How many cases have been instituted	How many of the specified cases were lost	What has been the total cost to the municipality of all specified cases	What was the nature of each of the cases
Seven cases	One case was lost and four cases were settled out of court.	Corporate Finance Solutions vs BCRM: 2010: Legal fees: R 58 963	Municipality sued for arrear rental payments.

How many cases have been instituted	How many of the specified cases were lost	What has been the total cost to the municipality of all specified cases	What was the nature of each of the cases
		Mr H Hendricks vs BCRM: 2012: Legal fees: R 99 383 Settlement 1: R 67 500 Settlement 2: R 36 155	Mr Hendricks lodged a dispute for unpaid salary and performance bonus. A settlement agreement was reached and the dispute was resolved.
		Mr A Swanepoel vs BCRM: 2013 Legal fees: Mr Swanepoel to pay all costs of the municipality.	Mr Swanepoel successfully lodged an application against the municipality for wrongful accusation of misconduct/theft. The municipality successfully appealed judgement of the lower court. The court ordered that Mr Swanepoel must pay costs of the municipality. The municipality will proceed with recovery costs against Mr Swanepoel.

How many cases have been instituted	How many of the specified cases were lost	What has been the total cost to the municipality of all specified cases	What was the nature of each of the cases
		Mr E Rankwana vs BCRM: 2013 Legal fees: R 352 528 Settlement: R 450 000	Mr Rankwana applied for post of Municipal Manager and was not successful. He lodged an application to review and set aside appointment of Mr T Klaas as Municipal Manager. At the hearing scheduled for 18 June 2015, Mr Rankwana’s legal team proposed that the matter be resolved out of court and that each party pay its own costs. The matter was referred to the Municipal Council which unanimously resolved to settle the matter out of court.
		Mr S Kambi vs BCRM: 2015 Legal fees: R 27 398	Mr Kambi lodged a claim to the Labour Court against the municipality in respect of payment of unpaid salary. The municipality successfully defended the matter.

How many cases have been instituted	How many of the specified cases were lost	What has been the total cost to the municipality of all specified cases	What was the nature of each of the cases
		Mr P Dreyer vs BCRM: 2013 Legal fees: R 40 422 Settlement: R 34 544	Mr Dreyer lodged a dispute demanding payment of R 69 087.72 in respect of performance bonus for a period of two years while he acted as Manager: Community Services. The legal team of Mr Dreyer and the municipality agreed to settle out of court.
		Ms G Sammy vs BCRM: 2014 Legal fees: R 29 490 Settlement: R 34 544	Ms Sammy lodged a dispute to the Labour Court demanding payment of R 38 428 in respect of payment of unpaid salary. According to the municipality, R 34 544 has been paid in settlement of this matter.

Reply:

	Travel Cost	Number of trips	Accommodation Cost
(a) Minister Pravin Gordhan	R R256 971.00	44	R0.00
(b)	Deputy Minister Nel	R 252 538.00	35	R0.00
	Deputy Minister Bapela	R 282 437.00	51	R0.00

Reply:

The following information was provided by the John Taolo Gaetsewe District Municipality:

The John Taolo Gaetsewe District Municipality entered into an agreement with the service provider (Buhle Buzile Investments) to screen the memorials and funeral of the late former President of the country, Mr Nelson R Mandela, in villages across the three local municipalities in the district (Joe Morolong, Ga-Segonyana and GaMagara) in December 2014. The purpose of the screening of the memorial was to ensure that deprived members of the community in these municipalities also get an opportunity to be part of the proceedings to bid farewell to the former President. The service was delivered as agreed upon.

The initial agreement that each Local Municipality within the District Municipality contributes a pro rata amount towards the cost, did not materialize due to financial constraints, resulting in payment delays. This delay caused the service provider to institute a civil claim against the municipality in the Kimberley High Court (Case No. 1589/2014) and the court ordered the District Municipality to make payment of a specified amount to the service provider. The matter has been tabled before the John Taolo Gaetsewe District Council for a resolution authorising the payment to the service provider. The Council is to consider the matter during its October 2015 sitting.

Reply:

Kindly note that the information requested is depended on feedback from the Provinces, therefore an extension is requested to enable this office to gather and verify the information before it can be provided.

Reply:

Government has initiated a rescue plan to revitalise fifteen mining towns in five provinces that were experiencing a prolonged economic slump exacerbated by mining, industrial, commercial or agricultural shedding of jobs. Twelve of labour sending areas in two provinces have also been prioritised for the revitalisation of distressed mining communities.

 

MINING TOWNS
PROVINCE	DISTRICT MUNICIPALITY	LOCAL MUNICIPALITY
Limpopo	Sekhukhune	Fetakgomo, Greater Tubatse, Elias Motsoaledi
	Waterberg	Lephalele
Gauteng	West Rand	Westonaria, Randfontein, Mogale City, Merafong
North West	Bojanala	Rustenburg, Moses Kotane, Madibeng
	Dr Kenneth Kaunda	Matlosana
Mpumalanga	Nkangala	Emalahleni, Steve Tshwete
Free State	Lejweleputswa	Matjhabeng

Twelve labour sending areas in two provinces have been prioritised for the revitalisation of distressed mining communities.

LABOUR SENDING AREAS
PROVINCE	DISTRICT MUNICIPALITY	LOCAL MUNICIPALITY
Eastern Cape	OR Tambo	King Sabata Dalindyebo, Nyandeni, Nquza Hill, Mhlontlo, Port St Johns
	Alfred Nzo	Mbizana, Ntabankulu
KwaZulu Natal	Zululand	AbaQulusi, eDumbe, Nongoma, Ulundi, uPhongolo

An integrated strategy and Back to Basics Programme was approved by the Inter-Ministerial Committees (IMC), late last year for the different work streams to address the socio economic conditions in mining towns and labour sending areas holistically. Various Programmes are in place and being implemented. The Department of Cooperative Governance (DCoG) is coordinating the national departments, provinces and municipalities. The following departments/institutions participate in the work of the Economic Work Stream:

• The Department of Trade and Industry – overall strategy is to promote Industrial Development through Special Economic Zones and Industrial Parks in Bojanala District Municipality (DM), Greater Tubatse and Lejweleputswa.
• Economic Development Department through Industrial Development Corporation conducted economic assessments in 6 Districts to assist municipalities attract investment and job opportunities to their regions by creating enabling economic development in West Rand, Sekhukhune, Lejweleputswa, Bojanala, Waterberg and Nkangala.
• South African Local Government Association (SALGA) – Small Town Regeneration – developed a comprehensive strategy to address the socio economic decline of towns. It is currently working in the following towns across the 9 provinces focusing on Mining and Industrial Towns, Tourism Towns, Transit and Commuter Towns: Lukhanji, Port St Johns, Letsemeng, Matjhabeng, Randfontein, Bela Bela, Emalahleni, Matlosana, Zululand, Umkhanyakude, Madibeng etc.
• DCoG – Establishment of Business Development Forums to stimulate large scale employment at a local level through private sector driven catalytic business ventures Bojanala DM, Greater Tubatse DM, Matlosana LM and Waterberg DM. Furthermore, the Municipal Infrastructure Grant (MIG) in mining towns and labour sending areas has been aligned to respond to Back to Basics priorities.

Progress has been made in diversifying the economies of mining towns by conducting economic assessments to identify investment opportunities in the following Provinces:

In Limpopo, sectoral opportunities in agriculture, mining and quarrying, manufacturing, wholesale and retail, and tourism has been identified in Sekhukhune and anticipated to attract investments at De Hoop Dam tourism development, Potlake Nature Reserve, fresh produce market, Tubatse special economic zone, R55 doubling and tarring, De Hoop augmentation, mining sector support businesses, bio diesel production, vegetable processing plant, flag boshielo dam development, Mountain Resort Linked to Drakensburg Escarpment Cluster of Projects and Tsate heritage site.

Sectoral opportunities in Waterberg District Municipality were also identified in agriculture, mining and quarrying, manufacturing and tourism. The envisaged investment attraction include agricultural hubs, logistics hub, opportunities linked to mining expansion in the region, mining product beneficiation opportunities, water sorting plant ( green economy), and tourism projects linked to biosphere and nature reserves.

Gauteng sectoral opportunities in agriculture, tourism, green economy, economic infrastructure, transport and logistics were identified and hope to attract the following investments to West Rand:

• Establishment of the Food Hubs ( Agro- processing Park)
• Development of Logistics hub/ Park
• Development of Township Industrial Parks/ Enterprise Hubs
• Development of a Municipal Precinct
• Smart city ( Broad band network)
• The Lanseria Airport City

Free State’s sectoral opportunities were identified in agriculture, mining, tourism, automotive/transportation and energy, hope to attract the following investments in Lejeleputswa:

• The Processing Plant (Hides processing plant & Agro-processing)
• Redevelopment of existing Airport
• Methane gas extraction

Sectoral opportunities in agriculture and agro processing, mining, chemicals/electronics and automotive, manufacturing and trade and tourism have been identified in the North West Province and anticipated to attract investments into Bojanala District in the following areas:

• Catalytic Converter manufacturing plants
• Distribution and Logistics Hub
• International Convention Centers
• Traditional Art Gallery and cultural information centre
• Implementation of Heritage Park
• Establishment of an incubator network and Development Agency
• Rural Integrated Energy Centre
• Lurcene Plant
• Bio-fuel plant
• Sisal Farming Project (Pella)
• Further development of tourism facilities around Sun City node
• Commercialization of small scale farming and agro-processing
• Development of tourism facilities at Borakolalo Reserve (Klipvoordam) jointly with Madibeng
• Upgrading of Phapatso cultural village and establishment of incubator for arts, crafts and cultural industries.
• Pilot waste collection and recycling

Sectoral opportunities in Mpumalanga have been identified in agriculture, mining, food products, wood products, chemicals, and automotive and hope to attract the following investments into Nkangala District Municipality:

• A catalytic convertor component manufacturing plant;
• A truck port/ logistics hub;
• An agro-processing bio-fuel production facility;
• An international convention centre;
• The Moloto corridor rail system;
• Delmas International Cargo Airport – linked to a Free Trade/ Special Economic Zone.
• Loskop-Zithabiseni tourism belt development;
• Rust de Winter tourism development;
• Kusile Power Station project.

Reply:

As I indicated in my response on the 05 September 2015 to question no: 3284, which I stated the following: “Government officials are expected to travel between Gauteng and the Western Cape to carry out official duties, including ministerial and department support to the Executive who carry out parliamentary duties according the Parliamentary Programme.

“Costs incurred by Government Officials are readily made available in Annual Reports which will be tabled in Parliament”.

To further assist the Honourable Member, page 106 of the latest annual report do highlight the item on travel and subsistence.

Reply:

(1) Nothing procured yet but processes are in place for additional VVIP aircraft procurement.

(2) No

Reply:

Developmental pricing refers to arrangements to supply locally-produced inputs at lower than market prices to locally-based downstream producers, in order to stimulate value-add production in a country. It is one of the means that is used to promote beneficiation of minerals so as to expand the national value-chain, grow the number of jobs in manufacturing, deepen the economic development benefits in a country and help to reduce vulnerability of economies that are reliant principally on exports of minerals or agricultural products.

In South Africa, government has supported efforts to beneficiate a greater quantity of locally-mined iron ore through a developmental pricing regime that had been in place for many years.

It is government’s view that pricing of inputs is one element of a number of factors that need to be addressed to expand beneficiation significantly. Other key factors include availability of energy at competitive prices, local know-how or partnerships with international technology partners and availability of key skills. Pricing of raw material inputs remain a critical component in efforts to substantially expand beneficiation of minerals.

-END-

Reply:

Yes, educators who resign from the employ of any provincial education department can be re-employed at a later stage in each province under the same conditions of employment stipulated in section 4 of the Employment of Educators Act, 1998 which states:

“Salaries and other conditions of service of educators

4. (1) Notwithstanding anything to the contrary contained in any law but subject to the provisions of this section, the Labour Relations Act or any collective agreement concluded by the Education Labour Relations Council, the Minister shall determine the salaries and other conditions of service of educators.

(2) Different salaries and conditions of service may be so determined in respect of different ranks and grades of educators, educators appointed at or outside educational institutions or educators appointed in different sectors of education.

(3) A determination of the Minister under this section involving expenditure from the National Revenue Fund may only be made with the concurrence of the Minister of Finance.”

Reply:

The following response is based on information received from the KwaZulu-Natal Provincial Department of Cooperative Governance and Traditional Affairs:

1. Ms. Gabi Gumbi- Masilela was not seconded by Cogta KZN. She was appointed by Umngeni Local Municipality as an Acting Municipal Manager for an initial period of three months. Ms Gabi Gumbi-Masilela is not an employee of Cogta KZN.

2. The MEC responsible for local government in the KwaZulu-Natal Province is currently assessing whether Ms. Gabi Gumbi- Masilela meets the minimum competency requirements for the position of municipal manager.

3. The assessment in (2) above includes whether Ms Gabi Gumbi-Masilela meets the minimum academic and work related experience requirements (b) within 28 days of her appointment as Acting Municipal Manager. As far as could be ascertained, Ms Gabi Gumbi-Masilela resigned her position from the MDB.

4. Yes.

Appointment of municipal managers and managers directly accountable to municipal managers

Municipal councils are required in terms of section 54A and 56(4A)(a) of the Local Government: Municipal Systems Act, 2000 (Act No. 32 of 2000) (“Systems Act”) to inform the MEC for local government about the appointment process and outcome of municipal managers and managers directly accountable to a municipal managers within 14 days of the date of appointment as prescribed. The Systems Act further obliges the MEC to submit the information referred to herein to the Minister within 14 days from the date of receipt of the report thereof.

Regulation 17(4) of the Regulation on Appointment and Conditions of Employment of Senior Managers (the “Regulations”) prescribes a written report regarding the appointment process and outcome which must be submitted to the MEC by the municipality. The report referred to herein must contain the following:

1. details of the advertisement, including date of issue and the name of newspapers in which the advert was published, and proof of the advertisement or a copy thereof;
2. a list of all applicants;
3. a report contemplated in regulation 14(2) on the screening process and the outcome thereof;
4. the municipal council’s resolution approving the selection panel and the shortlisted candidates;
5. competency assessment results;
6. the minutes of the shortlisting meeting;
7. the minutes of interviews, including scoring;
8. the recommendations of the selection panel submitted to the municipal council;
9. the details of executive committee members and recommendations, if the selection panel comprised of all members of the executive committee;
10. the recommendation of the executive committee or executive mayor to the municipal council, if any;
11. the municipal council resolution approving the appointment of the successful candidate;
12. the application form, curriculum vitae, proof of qualifications and other supporting documentation of the successful candidate;
13. a written confirmation by the successful candidate that he or she does not hold political office as contemplated in section 56A of the Act, as at the date of appointment;
14. the letter of appointment, outlining the term of contract, remuneration and conditions of employment of the senior manager; and any other information relevant to the appointment.

Secondment of municipal managers

Section 54A(6) of the Systems Act provides that municipal council may request the MEC for local government to second a suitable person, on such conditions as prescribed, to act in the advertised position until such time as a suitable candidate has been appointed. The section also permits the municipal council to request the Minister to second a suitable person, on such conditions as prescribed, until such time as a suitable candidate has been appointed if the MEC for local government has not seconded a suitable person within a period of 60 days after receipt of the request.

In terms of Regulation 20, a person seconded by the MEC or the Minister must report monthly to the MEC or the Minister on the following:

1. steps taken to fill the vacant post to which he or she is seconded;
2. the development and implementation of any municipal institutional recovery plan for which the seconded official is responsible;
3. monitor and assess the adherence to policy, principles and frameworks applicable to the municipality;
4. develop a turnaround strategy for the municipality including a strategy to promote good governance;
5. ensure implementation of municipal council resolutions by the administration;
6. implement a system to control and approve all expenditure;
7. implement all governance systems and procedures; and
8. ensure implementation of financial systems, policies and procedures.

Reply:

a) (i) and (ii)

Complicated or unnecessary processes and procedures which impede or delay service delivery or decision making.

b) Boxing South Africa (BSA) is currently reviewing its standard operating procedures.

South African Institute of Drug free Sport (SAIDS) is experience no red tapes.

Reply:

1. Yes, the department currently employs 10 persons with disabilities which represent 2.1% of the staff complement.

Reply:

1. All museums reporting to me has commenced with the process of recording and evaluation of their national heritage assets. The first phase entails the capturing, verifying and conversion of manual registers into electronic asset registers. The financial evaluation phase will commence once phase 1 has been concluded and is subject to availability of funds.

2(a) The preliminary assessment done by my department pertaining to the tagging and evaluation of the museums pieces revealed that the exercise will cost in the region of about R205 million.

(b) An assessment was done on the status of security at museums. Given the inputs received from the museums, a costing exercise will be conducted to determine the budget required to upgrade security features at various museums in South Africa.

Reply:

The investigation of the blog and related matters on African Intelligence leak is at an advanced stage and the team is expected to conclude the remaining scope of the investigation as soon as possible.

Reply:

According to Treasury guidelines on the compilation of Departmental Annual Reports, the 2014-15 annual report does contain information on the costs incurred for travel, accommodation and transport rentals by departmental staff.

Reply:

The following information is supplied by the Northern Provincial Government:

1. (a)The total amount of outstanding debt owed to Northern Cape municipalities is R2.7 billion as at end of June 2015

(b) The table below specified the amount owed to each municipality

(c ) (i) (ii)& (iii) (d) (i) The amount of debt owed by households amounts to R1.7 billion, organs of state R426 million, commercial R373 million and other category of debt amounted to R191 million. The table below illustrates the debt in terms of consumer types and age analysis.

(2) (a) the reasons for government departments not settling outstanding debt are following:

• Incorrect invoices sent by municipalities to departments;
• Late issuing of invoices to departments;
• Payments made by Departments not using a reference number so municipalities cannot identify payments made;
• Inaccurate billings and interest charged on inaccurate accounts;
• Claims not timeously submitted to National Department of Public Works

(b) The department in collaboration with National Task team on payment of outstanding government debt has appointed a service provider to undertake verification and auditing of outstanding debt in all municipalities for possible payments upon confirmation.

3. (a) The information has been requested from the Province; they are in the process of collecting the information from the municipalities. The information will be forwarded to the honourable member as soon as it becomes available.

(b) The department through Provincial COGHSTA and Provincial Treasury has established Provincial Debt Management Committees to mediate and assist municipalities in collecting outstanding debt. Continuous interaction with sector departments and municipalities to assess and verify correct billing for timeous payments.

Reply:

(a) The number of non-teaching personnel in each category of non-teaching personnel employed in each district in each province by each provincial education department is as follows:

Source PERSAL: August 2015

Province, District	ADMINISTRATIVE LINE FUNCTION & SUPPORT PERSONNEL	AGRICULTURAL RELATED AND SUPPORT PERSONNEL	ARCHITECT	ARTISAN AND SUPPORT PERSONNEL	CHILD AND YOUTH CARE SUPERVISOR	COMMUNICATION + INFORMATION RELATED PERSONNEL	ECONOMIC ADVISORY AND SUPPORT PERSONNEL	EDUCATION SPECIALIST	Education Therapists	ENGINEERING RELATED AND SUPPORT PERSONNEL	GISC PRODUCTION	HEALTH ASSOCIATED SCIENCES AND SUPPORT PERSONNEL	HUMAN RESOURCE AND SUPPORT PERSONNEL	INFORMATION TECHNOLOGY AND RELATED PERSONNEL	LEGAL AND SUPPORT PERSONNEL	MANAGEMENT AND GENERAL SUPPORT	MANAGEMENT AND GENERAL SUPPORT PERSONNEL	MEC	NATURAL SCIENCES RELATED & SUPPORT PERSONNEL	QUANTITY SURVEY	REGULATORY AND SUPPORT PERSONNEL	SAFETY AND RELATED PERSONNEL	SOCIAL SERVICES AND SUPPORT PERSONNEL	TOWN AND REGIONAL PLANNER	Grand Total
EASTERN CAPE	2307	51	2	102	35	1	0	1394	29	0	1	716	0	21	1	1	10953	1	0	3	0	0	2	1	15621
BIZANA DISTRICT OFFICE	67	1	0	2	0	0	0	54	0	0	0	98	0	1	0	0	400	0	0	0	0	0	0	0	623
BUTTERWORTH	103	0	0	1	0	0	0	64	0	0	0	1	0	1	0	0	529	0	0	0	0	0	0	0	699
COFIMVABA	86	3	0	0	1	0	0	49	4	0	0	2	0	1	0	0	366	0	0	0	0	0	0	0	512
CRADOCK	53	8	0	16	0	0	0	35	0	0	0	21	0	0	0	0	218	0	0	0	0	0	0	0	351
DUTYWA EDUCATION	55	6	0	3	0	0	0	61	0	0	0	0	0	1	0	0	473	0	0	0	0	0	0	0	599
EAST LONDON	154	0	0	1	0	0	0	51	3	0	0	64	0	1	0	0	658	0	0	0	0	0	0	0	932
FORT BEAUFORT	103	2	0	1	0	0	0	47	4	0	0	13	0	0	0	0	432	0	0	0	0	0	0	0	602
GRAAFF REINET	30	0	0	1	0	0	0	38	0	0	0	49	0	1	0	0	269	0	0	0	0	0	0	0	388
GRAHAMSTOWN	63	1	0	1	0	0	0	46	1	0	0	14	0	0	0	0	242	0	0	0	0	0	0	0	368
HEAD OFFICE	220	0	2	1	0	0	0	151	0	0	1	0	0	4	1	0	640	1	0	3	0	0	0	1	1025
KING WILLIAM'S TOWN	145	1	0	3	11	0	0	62	3	0	0	53	0	2	0	0	934	0	0	0	0	0	1	0	1215
LADY FRERE	41	5	0	1	0	0	0	41	0	0	0	9	0	1	0	0	296	0	0	0	0	0	0	0	394
LIBODE	151	0	0	2	0	0	0	77	0	0	0	4	0	1	0	0	606	0	0	0	0	0	0	0	841
LUSIKISIKI	70	0	0	2	0	0	0	65	0	0	0	16	0	1	0	0	391	0	0	0	0	0	0	0	545
MALUTI	59	0	0	1	0	0	0	52	4	0	0	19	0	0	0	1	379	0	0	0	0	0	0	0	515
MOUNT FLETCHER	43	0	0	0	0	0	0	49	0	0	0	5	0	1	0	0	288	0	0	0	0	0	0	0	386
MOUNT FRERE	74	1	0	4	0	0	0	47	0	0	0	25	0	1	0	0	568	0	0	0	0	0	0	0	720
MTHATHA	162	0	0	19	1	0	0	71	1	0	0	131	0	1	0	0	653	0	0	0	0	0	1	0	1040
NGCOBO	59	7	0	2	0	0	0	50	4	0	0	27	0	0	0	0	389	0	0	0	0	0	0	0	538
PORT ELIZABETH	130	5	0	4	0	1	0	78	4	0	0	84	0	1	0	0	730	0	0	0	0	0	0	0	1037
QUEENSTOWN	115	4	0	1	18	0	0	45	0	0	0	11	0	1	0	0	401	0	0	0	0	0	0	0	596
QUMBU	69	0	0	1	0	0	0	56	0	0	0	22	0	1	0	0	400	0	0	0	0	0	0	0	549
STERKSPRUIT	98	1	0	1	0	0	0	48	0	0	0	17	0	0	0	0	322	0	0	0	0	0	0	0	487
UITENHAGE	157	6	0	34	4	0	0	57	1	0	0	31	0	0	0	0	369	0	0	0	0	0	0	0	659
FREE STATE	1533	155	0	37	0	0	0	58	11	0	0	1247	0	0	0	0	1894	0	0	0	0	0	19	0	4954
FEZILE DABI	249	28	0	1	0	0	0	5	1	0	0	174	0	0	0	0	277	0	0	0	0	0	2	0	737
LEJWELEPUTSWA	343	12	0	0	0	0	0	4	1	0	0	170	0	0	0	0	383	0	0	0	0	0	4	0	917
MOTHEO	425	83	0	4	0	0	0	47	9	0	0	482	0	0	0	0	602	0	0	0	0	0	11	0	1663
THABO MOFUTSANYANA	429	18	0	32	0	0	0	2	0	0	0	267	0	0	0	0	533	0	0	0	0	0	2	0	1283
XHARIEP	87	14	0	0	0	0	0	0	0	0	0	154	0	0	0	0	99	0	0	0	0	0	0	0	354
GAUTENG	21192	373	3	27	12	40	0	2041	115	3	0	474	19	2	7	18	1876	1	0	2	1	0	31	0	26237
EKURHULENI NORTH	1718	11	0	0	0	1	0	133	11	0	0	34	0	0	0	0	90	0	0	0	0	0	2	0	2000
EKURHULENI SOUTH	2190	9	0	0	0	0	0	114	6	0	0	25	3	0	0	3	92	0	0	0	0	0	1	0	2443
EKURHULENI WEST	1	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	1
GAUTENG EAST	1672	24	0	0	0	1	0	150	18	0	0	44	0	0	0	0	115	0	0	0	0	0	5	0	2029
GAUTENG NORTH	363	1	0	0	0	1	0	75	2	0	0	2	0	0	0	0	32	0	0	0	0	0	0	0	476
GAUTENG WEST	1881	30	0	1	7	3	0	115	7	0	0	35	0	0	0	2	115	0	0	0	0	0	4	0	2200
HEAD OFFICE	776	2	3	26	0	10	0	270	2	3	0	1	10	2	7	1	496	1	0	2	0	0	5	0	1617
JOHANNESBURG CENTRAL	1465	70	0	0	0	9	0	138	5	0	0	32	0	0	0	0	114	0	0	0	0	0	6	0	1839
JOHANNESBURG EAST	1332	15	0	0	0	1	0	114	7	0	0	13	0	0	0	3	62	0	0	0	0	0	0	0	1547
JOHANNESBURG NORTH	1155	56	0	0	5	3	0	119	7	0	0	37	0	0	0	1	90	0	0	0	0	0	1	0	1474
JOHANNESBURG SOUTH	963	4	0	0	0	5	0	112	6	0	0	17	0	0	0	0	99	0	0	0	0	0	0	0	1206
JOHANNESBURG WEST	1155	35	0	0	0	1	0	119	9	0	0	11	0	0	0	0	75	0	0	0	0	0	4	0	1409
SEDIBENG EAST	659	12	0	0	0	0	0	98	6	0	0	47	0	0	0	0	65	0	0	0	0	0	0	0	887
SEDIBENG WEST	1076	53	0	0	0	1	0	90	1	0	0	2	3	0	0	2	66	0	0	0	0	0	0	0	1294
TSHWANE NORTH	1932	11	0	0	0	1	0	115	8	0	0	39	2	0	0	1	118	0	0	0	0	0	0	0	2227
TSHWANE SOUTH	1642	27	0	0	0	1	0	150	11	0	0	73	1	0	0	0	126	0	0	0	0	0	0	0	2031
TSHWANE WEST	1212	13	0	0	0	2	0	129	9	0	0	62	0	0	0	5	121	0	0	0	1	0	3	0	1557
KWAZULU/NATAL	4566	383	0	85	0	130	0	1442	93	26	1	1585	3	53	7	0	9251	1	0	0	0	0	13	0	17639
AMAJUBA	221	19	0	8	0	7	0	93	6	1	0	118	0	2	0	0	457	0	0	0	0	0	3	0	935
EMPANGENI	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	1	0	0	0	0	0	0	0	1
ETHEKWINI	1	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	1	0	0	0	0	0	0	0	2
HEAD OFFICE	191	0	0	14	0	20	0	97	1	1	1	1	0	10	7	0	516	1	0	0	0	0	0	0	860
ILEMBE	291	16	0	3	0	10	0	92	7	3	0	67	0	5	0	0	627	0	0	0	0	0	0	0	1121
KOKSTAD	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	1	0	0	0	0	0	0	0	1
PINETOWN	470	48	0	10	0	22	0	137	9	3	0	230	0	5	0	0	696	0	0	0	0	0	0	0	1630
SISONKE	161	9	0	3	0	3	0	104	8	1	0	103	0	5	0	0	510	0	0	0	0	0	0	0	907
UGU	358	12	0	6	0	5	0	86	2	1	0	167	0	5	0	0	722	0	0	0	0	0	0	0	1364
UMGUNGUNDLOVU	403	56	0	7	0	10	0	122	2	2	0	184	0	3	0	0	834	0	0	0	0	0	0	0	1623
UMKHANYAKUDE	384	9	0	2	0	0	0	106	12	1	0	53	1	3	0	0	699	0	0	0	0	0	0	0	1270
UMLAZI	503	59	0	10	0	33	0	178	7	3	0	185	0	3	0	0	994	0	0	0	0	0	0	0	1975
UMLAZI	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	1	0	0	0	0	0	0	0	1
UMZINYATHI	322	16	0	3	0	5	0	96	10	3	0	122	0	2	0	0	641	0	0	0	0	0	0	0	1220
UTHUKELA	336	16	0	1	0	5	0	104	3	2	0	84	0	4	0	0	747	0	0	0	0	0	10	0	1312
UTHUNGULU	440	51	0	12	0	5	0	105	14	2	0	167	0	2	0	0	778	0	0	0	0	0	0	0	1576
ZULULAND	485	72	0	6	0	5	0	122	12	3	0	104	2	4	0	0	1026	0	0	0	0	0	0	0	1841
LIMPOPO PROVINCE	1626	20	2	14	0	0	0	776	67	1	1	273	452	2	2	0	4675	1	0	0	0	0	0	2	7914
CAPRICORN	1	0	0	0	0	0	0	27	0	0	0	0	62	2	0	0	424	0	0	0	0	0	0	0	516
HEAD OFFICE	5	0	2	2	0	0	0	92	0	1	1	0	84	0	2	0	416	1	0	0	0	0	0	2	608
LEBOWAKGOMO	45	0	0	0	0	0	0	30	2	0	0	29	10	0	0	0	132	0	0	0	0	0	0	0	248
MOGALAKWENA	60	0	0	0	0	0	0	45	2	0	0	3	7	0	0	0	112	0	0	0	0	0	0	0	229
MOPANI	173	8	0	5	0	0	0	99	3	0	0	27	70	0	0	0	835	0	0	0	0	0	0	0	1220
POLOKWANE	266	2	0	1	0	0	0	97	3	0	0	124	28	0	0	0	351	0	0	0	0	0	0	0	872
RIBA CROSS	46	0	0	0	0	0	0	28	4	0	0	0	5	0	0	0	129	0	0	0	0	0	0	0	212
SEKHUKHUNE	377	3	0	3	0	0	0	102	17	0	0	18	71	0	0	0	619	0	0	0	0	0	0	0	1210
TSHIPISE-SAGOLE	49	0	0	0	0	0	0	17	7	0	0	0	2	0	0	0	88	0	0	0	0	0	0	0	163
TZANEEN	111	3	0	2	0	0	0	46	5	0	0	44	10	0	0	0	194	0	0	0	0	0	0	0	415
VHEMBE	295	3	0	0	0	0	0	146	18	0	0	11	63	0	0	0	799	0	0	0	0	0	0	0	1335
WATERBERG	198	1	0	1	0	0	0	47	6	0	0	17	40	0	0	0	576	0	0	0	0	0	0	0	886
MPUMALANGA	2401	82	2	23	12	11	0	793	16	1	0	269	0	26	3	0	4465	1	1	4	0	0	2073	0	10183
BOHLABELA	519	8	0	3	0	0	0	148	3	0	0	49	0	2	0	0	901	0	0	0	0	0	504	0	2137
EHLANZENI	570	5	0	5	0	0	0	160	2	0	0	37	0	6	0	0	1065	0	0	0	0	0	520	0	2370
GERT SIBANDE	552	36	0	4	12	0	0	164	4	0	0	109	0	6	0	0	990	0	0	0	0	0	521	0	2398
HEAD OFFICE	69	1	2	8	0	11	0	142	1	1	0	3	0	9	3	0	420	1	0	4	0	0	0	0	675
NKANGALA	691	32	0	3	0	0	0	179	6	0	0	71	0	3	0	0	1089	0	1	0	0	0	528	0	2603
NORTH WEST	2942	51	1	25	0	15	44	882	23	2	0	333	85	19	1	0	898	1	0	2	0	3	1	0	5328
BOJANALA	754	4	0	3	0	1	9	248	9	0	0	22	12	1	0	0	179	0	0	0	0	1	0	0	1243
DR KENNETH KAUNDA	454	12	0	2	0	0	5	133	7	0	0	213	9	2	0	0	225	0	0	0	0	0	0	0	1062
DR RUTH S. MOMPATI	501	7	0	3	0	0	7	144	4	0	0	43	9	1	0	0	105	0	0	0	0	1	0	0	825
HEAD OFFICE	493	0	1	15	0	13	15	126	0	2	0	3	47	14	1	0	146	1	0	2	0	1	1	0	881
NGAKA MODIRI MOLEMA	740	28	0	2	0	1	8	231	3	0	0	52	8	1	0	0	243	0	0	0	0	0	0	0	1317
NORTHERN CAPE	771	11	0	10	0	4	0	430	45	0	0	176	1	2	4	0	1859	1	0	0	0	0	0	0	3314
FRANCIS BAARD	151	7	0	0	0	0	0	72	18	0	0	52	0	0	0	0	478	0	0	0	0	0	0	0	778
HEAD OFFICE: KIMBERLEY	151	0	0	10	0	4	0	144	9	0	0	2	1	2	3	0	291	1	0	0	0	0	0	0	618
JOHN TAOLE GAETSEWE	177	0	0	0	0	0	0	60	0	0	0	12	0	0	1	0	259	0	0	0	0	0	0	0	509
NAMAQUA	74	1	0	0	0	0	0	47	8	0	0	26	0	0	0	0	269	0	0	0	0	0	0	0	425
PIXLEY KA SEME	104	1	0	0	0	0	0	54	2	0	0	36	0	0	0	0	289	0	0	0	0	0	0	0	486
SIYANDA	114	2	0	0	0	0	0	53	8	0	0	48	0	0	0	0	273	0	0	0	0	0	0	0	498
WESTERN CAPE	2508	3972	7	16	0	26	0	804	127	0	0	1386	262	3	1	2	715	1	0	0	0	0	55	1	9886
CAPE WINELANDS EDUCATION DISTRICT	355	641	0	4	0	0	0	102	19	0	0	321	1	0	0	0	54	0	0	0	0	0	12	0	1509
EDEN & CENTRAL KAROO EDUCATION DISTRICT	293	490	0	2	0	0	0	81	12	0	0	330	2	0	0	0	46	0	0	0	0	0	7	0	1263
METRO CENTRAL EDUCATION DISTRICT	302	626	0	0	0	0	0	134	24	0	0	140	1	0	0	0	59	0	0	0	0	0	7	0	1293
METRO EAST EDUCATION DISTRICT	319	513	0	0	0	1	0	103	22	0	0	126	0	0	0	0	46	0	0	0	0	0	5	0	1135
METRO NORTH EDUCATION DISTRICT	363	635	0	0	0	0	0	89	14	0	0	58	2	0	1	0	43	0	0	0	0	0	5	0	1210
METRO SOUTH EDUCATION DISTRICT	323	585	0	0	0	0	0	90	13	0	0	69	2	0	0	0	70	0	0	0	0	0	9	0	1161
OVERBERG EDUCATION DISTRICT	81	168	0	0	0	0	0	51	5	0	0	47	0	0	0	0	46	0	0	0	0	0	3	0	401
WEST COAST EDUCATION DISTRICT	127	298	0	3	0	0	0	61	8	0	0	292	1	0	0	0	54	0	0	0	0	0	6	0	850
WESTERN CAPE EDUCATION DEPARTMENT:HEAD OFFICE	345	16	7	7	0	25	0	93	10	0	0	3	253	3	0	2	297	1	0	0	0	0	1	1	1064
Grand Total	39846	5098	17	339	59	227	44	8620	526	33	3	6459	822	128	26	21	36586	8	1	11	1	3	2194	4	101076

(b) Information as to how many non-teaching staff are appointed by School Governing Bodies at schools is not readily available.