Questions and Replies

Reply:

The Deputy Minister and I, including officials in the department, did not travel to China in the 2014-15 financial year.

Reply:

The above Bill and Regulations have not been subjected to the Socio-Economic Impact Assessment (SEIAS). SEIAS was only introduced this year after approval by Cabinet in February 2015. The Department of Planning, Monitoring and Evaluation (DPME) conducted series of awareness and inductions between April and June 2015 for departments to institutionalise the SEIAS.

The implementation of SEIAS for developing or amending policies, legislations and regulations came into effect from 01 July 2015.

Reply:

(1)(a)(i) The total amount spent on air travel between Cape Town and Pretoria is R301968.46.

(ii) 45 trips have been undertaken by the Minister between Cape Town and Pretoria.

(1)(b)(i)(aa) Total amount spent on accommodation in Pretoria is R56 687.20.

(aa)(bb) No expenditure for her residence in Pretoria as the Department is not responsible for the maintenance thereof.

 

2(a)(i) The total amount spent on air travel by the Deputy Minister between Cape Town and

Pretoria is R353 601.69.

(ii) 65 trips have been undertaken by the Deputy Minister between Cape Town and

Pretoria.

 

(b)(i) No hotel accommodation was booked for the Deputy Minister in Cape Town and Pretoria.

(ii) (aa)(bb) No expenditure was incurred for the residence of the Deputy Minister in

Pretoria and Cape Town as the Department is not responsible for the maintenance thereof.

 

 

Reply:

(1) The Department of Small Business Development has not conducted a study of that nature. Conducting such a study would require a process of profiling foreign nationals. As things stand, the mandate of the Department of Small Business Development does not extend to collecting and analysing small businesses’ and entrepreneurs’ demographic information according to their countries of origin.

(2) There is no legislative basis providing for the Department of Small Business Development to register informal and small businesses according to their owners’ countries of origin.

(3) Following the outbreak of incidents of violence in January 2015, I conducted a series of beneficial discussions with leaders of various foreign nationals’ communities who are resident in South Africa and whose members were affected by the recent incidents of violence.

Alongside these, on 23 January 2015, I established an inter-departmental National Task Team on Violent Incidents Associated with Local- and Foreign-owned Informal and Small Businesses that I assigned to, among others: undertake broad-based consultations with representatives of affected persons and communities, relevant communities, and business interest formations, subject matter experts from different spheres and departments of government, and academic and independent researchers.

Moreover, on 24 April 2015, I was part of President Jacob Zuma’s delegation that conducted frank and in-depth discussions with a wider representation of foreign nationals’ communities who are resident in South Africa.

In all of the above instances, government and the foreign nationals’ representatives who were in attendance committed themselves to upholding the laws of the land as well as promoting social harmony among all.

In as far as the work of the inter-departmental National Task Team on Violent Incidents Associated with Local- and Foreign-owned Informal and Small Businesses is concerned; individuals and representatives of foreign nationals’ business interest formations from different countries have made representations.

Further, the National Task Team remains accessible to all informal or small business entrepreneurs who have been affected by the recent incidents of violence, or their business interest formations, and have the need to either make submissions to or representations before it.

(4) Currently, the Department of Small Business Development does not have intentions

to specifically design legislation to regulate and promote small businesses owned by

foreign nationals who reside in South Africa.

Reply:

I wish to refer the Honourable Member to the unqualified Annual Report (2014/2015) and audited clean Financial Statements of my department that were tabled in Parliament on 2 September 2015 and published in the ATC of 7 September 2015, wherein travel costs are reflected under the item ‘Travel and Subsistence’.

In regard to accommodation, I wish to remind the Honourable Member that accommodation of Ministers and Deputy Ministers in Cape Town and Gauteng is provided through the Department of Public Works.

Reply:

The Private Security Industry Regulation Amendment Bill has not been subjected to the Socio-Economic Impact Assessment (SEIAS). SEIAS was only introduced this year after approval by Cabinet in February 2015. The Department of Planning, Monitoring and Evaluation (DPME) conducted a series of awareness and inductions between April and June 2015 for departments to institutionalise the SEIAS. About 136 officials in 33 departments were trained on SEIAS application.

The implementation of SEIAS for developing or amending policies, legislations and regulations came into effect from 01 July 2015.

 

Reply:

(1) (a) The appointment of the company referred to in the question, as the property manager of Masimong 4 Estate emanated from the Tripartite Agreement which was concluded in November 2010 by Matjhabeng Local Municipality, the Free State Provincial Department of Human Settlements and Harmony Gold Mining Company.

(b) (i) The contracted period was for two (2) years. During this period it was agreed that the Matjhabeng Local Municipality Human Settlements functionaries will work with the company to allow transfer property management skills between the two parties.

(ii) The appointed company was to be paid for services for management of the Masimong Estate, from a portion of the rentals collected every month and this amounted to R 35 000 – 00 per month.

(iii) The appointed company provides management services which included:

Administrative and Management Functions:

Keeping of records of all documentation including; application forms; lease agreements; individual files for each tenant; orientation/capacitation of tenants.

Technical and Infrastructural Services:

Making arrangements and co-ordinating the provision of Municipal Services; initialising of municipal utility accounts for all tenants; maintain and repair breakages to the units; reactive and planned maintenance of the units.

Maintenance and cleaning services:

General maintenance of complex grounds and gardens; facilitate the collection of waste and refuse removal; management of the dedicated refuse areas.

Financial services:

Issuing of monthly invoices and statements; issuing of payment reminder letters; delivery of monthly invoices and statements; receipt of payments from tenants; reconciliation of tenant accounts, coordination with municipal departments in respect of water meter readings; payment for services; discontinuation of services; evictions.

(2) (a) The management of Masimong 4 Estate in terms of the Community Residential Units (CRU) Programme guidelines be transferred to Matjhabeng Local Municipality as the lawful owner. The Municipality may choose to manage Masimong 4 Estate internally or may choose to outsource the property management.

(b) The Free State Provincial Department of Human Settlements is currently rendering support to Matjhabeng Local Municipality in order to ensure that:

• Masimong 4 Estate is well managed and governed:
• Matjhabeng Local Municipality Human Settlements officials gain property management skills from the caretaker entity that will, with the concurrence of Matjhabeng Local Municipality, manage the property for two to three years whilst transferring skills to the said officials; and

• The government investment in Masimong 4 Estate is protected and serves the purpose for which it was developed.

(i) In a period of two to three years the Matjhabeng Local Municipality Human Settlements Officials shall have gained sufficient property management skills, to allow the Municipality to opt to manage Masimong 4 Estate internally or to outsource the property management.

(ii) During Masimong 4 Project Steering Committee meetings, the Matjhabeng Local Municipality representatives informed the Committee that they do not have the capacity to manage a property portfolio the size of Masimong 4 and that the Municipality would rather outsource this function. It is on that basis that a clause in the Tripartite Agreement was inserted to make provision for the outsourcing of Masimong Estate for two (2) years after its completion whilst Municipal Human Settlements officials underwent training hence the Free State Department of Human Settlements, in an effort to protect the investment made in Masimong 4 Estate opted to assist the municipality, by appointing a property management company to manage the Estate and at the same time ensure the capacitation of Municipal Human Settlements Officials in property management skills.

The matter was then delayed by the residents of Masimong 4 Estate who opposed payment of rentals and appointment of the property management company.

Reply:

The residents of Mamelodi West were not evicted from the hostel but relocated to temporary units in 2005 during the construction of rental units. A total of one hundred and forty eight (148) units were completed in the 2009/10 financial year after which they were handed over to the City of Tshwane for allocation to qualifying beneficiaries. Before the allocation could be commenced with, all 148 units were illegally occupied and subsequently vandalised. As a result, the Gauteng Department of Human Settlements was unable to conclude the process of installing electrical distribution boxes.

The Department then requested the City of Tshwane to institute and expedite the process of evictions in order to regularise the situation at the Mamelodi West Hostel but was met with formal correspondence from the City asking them to withdraw from the said project.

The Gauteng Department of Human Settlements and the City were to embark on a socio-economic audit to establish the profile of the former hostel residents. The results of the audit would have provided information which would enable the City of Tshwane Gauteng Department of Human Settlements to distinguish which beneficiaries qualified for the rental accommodation and those who qualified for BNG houses. Beneficiaries would have been right sized to the human settlement product for which they qualified.

The Gauteng Department of Human Settlements has also allocated funding in their business plan to undertake the process of planning for the refurbishment of these vandalised hostel units. However, until the illegal occupiers have been evicted, the Department is unable to gain access into the hostels to commence with corrective work.

Reply:

As the Honorable Member is most probably aware, SAA currently reports to National Treasury. The Honorable Member is thus advised to redirect her question to the Minister Finance.

 

Reply:

The trackless mobile machinery accidents are also the major contributor of fatalities, disabilities and injuries in the mining sector. In this regard, the Department has been implementing measures including reviewing the relevant legal provisions to protect the health and safety of the mineworkers.

The new regulations require the employer to ensure that pedestrians are prevented from being injured as a result of a collision between the trackless mobile machines or vehicles and persons, where there is a significant risk of such a collision.

 (a) These regulations are expected to be effective and should result in decreased fatalities and injuries. The department will monitor the situation continuously.

(b)  (i) and (ii)

Yes, it is envisaged that the prevention of accidents as a result of compliance to the regulations will ultimately reduce capital expenditure and cost of maintenance because there will be far less production interruptions and less money spent to repair vehicles that have collided. However the loss of life is of utmost importance and cannot be equated to costs or profit at the mine.

Reply:

1. (a) 2012 – 13 :- 07 Limpopo Region, 05 KwaZulu-Natal, and 01 Eastern Cape

(b) 2013 – 14 :- 0

(c) 2014 – 15 :-17 Limpopo Region

(2) (a) one (1) and (b) sanctions included three (3) years imprisonment suspended for five (5) years.

(3) (a)(b) Illegal miners were advised to apply for mining permits and follow up inspections were conducted.

Reply:

1. (a) One (1)

(b) None

2.  (a) Chrissiesmeer Biodiversity Site

(b) (i) 31 August 2009

(ii) 04 March 2011

(c) The national interest to protect the sensitive environment of areas around Lake Chrissie, commonly known as the Chrissiesmeer Biodiversity Site.

3.  (a) (b) (i) (ii) (c) None

4. Yes, the area was declared on 04 March 2011 for a period of 3 years. The declaration has since lapsed and an application for extension was lodged with the Department and it is still under consideration.

Reply:

(a) The amount that the Department spent on newspaper subscription in each month was as follows:

(aaa) 2011/2012: R 164 092 per month

(bbb) 2012/2013: R 186 486 per month

(CCC) 2013/2014: R 155 975 per month

(bb) 2014/2015: R 112 122 per month

(b) The number of newspapers ordered on each day of the week was as follows:

(i) 201112012: 792

2012/2013: 808

2013/2014: 762

(ii) 2014/2015: 485

Attached please find here: Table of financial years

Reply:

(a) Yes. The Bank Supervision Department of South African Reserve Bank (BSD) has successfully shut down many Ponzi schemes both in the period 1 June 2014 to 30 June 2015 and before this period. Altogether, the BSD has investigated 40 from 1 January 2014 to 30 June 2015, of which the investigations for 30 schemes were finalised and 10 schemes are still current. It should be noted that all schemes where the investigation is finalised and that have contravened the Banks Act are referred to the South African Police Services for criminal investigations. The decision to prosecution any of operators of these schemes resides with the National Prosecuting Authority.

(b)  Current financial sector laws address Ponzi and pyramid schemes in different ways, depending on which Act may be transgressed. The Reserve Bank can act against such activities if there is illegal deposit taking involved, through enforcement in terms of the Banks Act. The Financial Services Board (FSB) investigates instances of possible unregistered financial services business that might be conducted as an ancillary activity to a Ponzi scheme, or under the guise of a legitimate provider of financial services, and will take action against such contraventions in terms of the various Acts (eg Financial Advisory and Intermediary Services Act, 2002) enforced by the FSB. Where there are gaps in the current law, queries and complaints about Ponzi schemes made to the FSB are generally referred through to the Bank Supervision Department of the SARB and the South African Police Services: (Commercial Branch). Outside financial sector legislation, the National Consumer Commissioner (NCC) investigates certain Ponzi or pyramid schemes in terms of the Consumer Protection Act, and such queries and complaints can therefore also be referred to the NCC.

This illustrates the importance of the Twin Peaks reform currently underway (through the Financial Sector Regulation Bill), which will establish a market conduct regulator with flexible, system-wide powers that will, amongst other things, close the net on Ponzi schemes. Under this law, Ponzi schemes may be directly “prohibited” which means that the activity itself can lead to investigation and prosecution by the new Financial Sector Conduct Authority, rather than the current situation where a combination of other laws are required to indirectly reach alleged Ponzi operations.

With specific reference to advertising, the FSB is, as part of its Treating Customers Fairly approach, focusing on advertising across the financial sector, to ensure that advertising is not misleading and does not promote unfair customer treatment. This increased focus on fair advertising in the financial sector will help identify instances where advertising may be promoting illegal activities. Under current legislation, action may then be taken as described above if Ponzi or pyramid schemes, are identified in this manner. Currently, the Financial Advisory and Intermediary Services Act (FAIS Act) requires that an entity licensed by the FSB, must contain a reference to the fact that a licence is held in advertisements and promotional material, but it is not a requirement that an advertisement should reflect an FSP number. This again highlights the need for the Twin Peaks reform, to ensure that activities cannot fall outside of regulation. Currently, supervising advertising standards generally, rather than for FSP numbers specifically would better identify Ponzi schemes.

(c) Yes, action has been taken to counter instances of Ponzi and pyramid schemes. At this stage, the regulators in the financial sector are only able to take reactive action once such activities have been operating, and in some cases action are taken on ancillary aspects of Ponzi and pyramid schemes, such as, unregistered financial services or illegal deposit taking, rather than on the activity itself being illegal.

The proposed Twin Peaks reform of financial sector legislation aims to significantly strengthen financial sector regulation, so regulators may be more proactive and prevent such activities from occurring in the first place, and ensure better customer protection. The law will be more comprehensive, and will minimise instances of financial products or services falling outside of the legislative framework. It will allow for tougher action to be taken, including banning activities like Ponzi and pyramid schemes outright, and taking direct swift and harsh enforcement action against those who contravene the banning.

Reply:

Please refer to my reply to PQ 2843

Reply:

(i)  Government has responded in a number of ways to ensure the long-term viability of the strategic iron-ore and steel industry in SA since 2010. Therefore (a) and (b) above do not apply.

Government convened an interdepartmental task team on iron and steel (IDTT) in 2010, to develop a set of inter-related policy instruments and interventions. These included;

• A process to secure a domestically produced steel price in the lowest global quartile of steel prices, working in close collaboration with stakeholders, especially the largest domestic steel producer Arcelor-Mittal. In so doing to ensure that domestic comparative advantages at the time, especially a cost plus price for iron ore, was passed on to downstream users of steel,
• Processes to increase competition in the domestic steel industry to support the same objective,
• An intervention to curtail the unencumbered export of scrap metal to ensure security of scrap metal supply to domestic steel producers at competitive prices; prevent the associated illegal export of precious metals; limit the extent to which the associated theft of critical infrastructure such as cables was carried out and lower the carbon intensity of the economy,
• All these and other measures were designed to ensure both security of supply and competitive steel prices in support of downstream manufacturing and value addition as a competitive advantage for domestic, labour intensive manufacturing.

Arising from the work, Cabinet approved a set of recommendations made by the IDTT in December 2012. These included:

• A process led by the DMR to amend the Mineral Resources and Petroleum Development Act (MPRDA) to secure a competitive advantage for the manufacturing sector arising from South Africa’s enormous resource endowment, especially in key value chains; inclusive of iron ore and steel.
• A process led by the EDD to utilise the International Trade Administration Act to safeguard the supply of affordable scrap metal to domestic mills and curtail the abuse of export of scrap metal.
• A process to amend the Competition Act led by EDD to ensure that iron ore price concessions are indeed passed on to downstream users, and
• An Industrial Development Corporation led process to secure new steel investments to increase domestic capacity and strengthen competition in the steel sector.

(ii) (aa) and (bb) Significant progress has been secured in many of the above areas. This is despite the fact that there was, over an extended period, a sub-optimal level of cooperation from the major steel producer. This during a period which coincided with the global commodity boom, where market conditions included both high demand and high prices for steel which in turn translated into high margins and profits as well as the fact that input costs for the major steel producer were relatively low. Finally and most critically a set of circumstances which included the fact that, notwithstanding favourable market conditions, there was very little maintenance and capital investment in plant and machinery carried out by the major domestic steel producer over an extended period of time. This was a contributing factor to at least seven significant plant breakdowns of AMSA facilities across the country. These latter factors combined, clearly constituted a significant danger to the competiveness, including with respect to technology issues, of the domestic steel sector.

Notwithstanding this major constraint, progress has in fact been registered and will find reflection in significant new and collaborative approaches and platforms, which will place the sector on a firmer foundation going forward. These include the following;

• In September 2013 the Price Preference System for scrap metal was introduced, compelling all SA scrap dealers who wished to export scrap metal, to offer this firstly to local users at a pre-determined price less 20 percent. Export permits are only granted when ITAC is satisfied that there have been no offers from local users. Although this measure was widely supported, there have been challenges with the current system including resistance and circumvention by scrap dealers. Government is therefore examining options to introduce further measures to curtail the unencumbered export of scrap metal, cognisant of South Africa’s obligations under the World Trade Organisation and its bi and multi-lateral trade agreements. An announcement in this regard will be made in due course.
• Led by the Industrial Development Corporation (IDC) government has embarked on the Masorini Project, aimed at securing a multi-billion rand investment in a new steel production facility in SA, for both the local and regional market. The IDC has completed a pre-feasibility study and government is in discussions with a potential operating partner. The project is proceeding according to plan and the long time-lines commonly associated with a major investment of this type. The next phase in the project cycle will be to negotiate the terms and conditions for the investment, inclusive of those set out in the feasibility study, and involving technology specifications, the range of products to be produced; regulatory issues such as the Environmental Impact Assessment (EIA) requirements and the infrastructure support required for a multi-billion investment of this nature. Further announcements will be made in this regard in due course.
• Processes have reached an advanced stage to secure a competitive iron-ore advantage for local steel producers. the dti and DMR will define the conditions for the allocation of a significant mining right which will mean that a cost plus iron-ore advantage will be ‘passed through’ the steel production process to provide a competitive price advantage to downstream manufacturers.
• Government has also registered significant progress in its efforts to address a range of issues with Arcelor-Mittal (AMSA), in the context of far less favourable steel market conditions. Government is currently negotiating an integrated set of both policy and industry reform measures that would have to be adopted to achieve the objective of a sustainable steel industry in SA, inclusive of the specific needs and interests of the small steel producers and the downstream manufacturing sectors. In this context it is important that the independence and integrity of the processes underway involving the Independent Tariff Administration Commission (ITAC) and the Competition Commission, be respected. Working within these parameters and in close collaboration with the Economic Development Department (under whose authority both institutions fall), the dti will ensure that such supply side protective and support measures are conditional on a competitive pricing policy, increased levels of maintenance and investments, a potential rebate system that will support downstream manufacturers as well as transformation and BBBEE commitments. Announcements in this regard will be made in due course.

the dti is fully cognisant of the extremely adverse conditions in the global steel market characterised mainly by significant oversupply and declining demand and which, taken together with other factors summarised above, constitute a threat to the viability of the domestic steel sector.

Therefore as a first step in the broader process set out above, I have approved the ITAC recommendation for tariff increases on certain steel product lines. In addition a number of other applications for tariff protection and anti-dumping duties are in the pipeline and will be given urgent consideration in the context of a set of conditions set out in summary above and which are the subject of urgent and on-going consultation between all the stakeholders.

 

Reply:

(I) The response to no. I (a) (i) (i i) (aa) (bb) (cc) (b) (i) (i i) (iii) is attached on the excel spreadsheet as an annexure.

(2) In respect of each province, what percentage of (a) male and (b) female learners (i) repeated Grade 10

Attached find here: Table 1: Percentage of learners repeating Grade 10 in ordinary schools, by province, 2010-2014

Reply:

The Minister of Public Works

The State’s immovable asset portfolio consists of 99 249 buildings and other immovable assets nationally. It is not possible to inspect all the buildings on a regular basis with the current capacity of people, processes and systems. This has led to the Department’s current approach of prioritising the inspections of occupied buildings only.

Currently, the Department has 33 Officials in all eleven regions that are responsible for inspections of all properties, owned and leased. In addition, the Department employs lease Portfolio Managers in the 11 regional offices, ranging from a minimum of 5 per region to 12 per region, who are also required to regularly inspect buildings which form part of their portfolio.

In the 2014/15 financial year, 2 668 building inspections were conducted and 681 inspections have been conducted in quarter one of the current year 2015/16.

As part of the Turnaround Plan Phase 2 - Efficiency Enhancement - the business processes, systems and Departmental structure are being updated as part of the revision of the operating model. In the revised PMTE Business Processes, which are currently in draft, and upon National Treasury’s approval of funds, this responsibility will rest with area based portfolio managers, thus increasing visibility and access to buildings nationwide.

The roll out of Building Management Systems in 11 State-owned buildings over the MTEF period will also contribute largely to the better monitoring and management of State-owned facilities.

The Department also plans to re-open numerous Facilities Management Workshops nationally in order to ensure rapid responses to maintenance requirements.

The above mentioned initiatives along with various other planned interventions by the PMTE will ensure that the State’s immovable asset portfolio is well maintained and suitable for occupation.

____________________________________________________________________

 

Reply:

Question 1(a). The Operations Support Legal Satellite Office (OSL) receives all incidents reported to the United Nations (UN) that involves allegations of sexual abuse and misconduct against members of the SANDF. Upon receipt the OSL deploys a team to investigate such allegations and where prima facie evidence of a commission of an offence is disclosed, the necessary disciplinary action is instituted.

Question 1(b). This OSL provides monthly feedback to the UN on all pending sexual exploitation and abuse (SEA) cases. It should be noted that the recent UN report highlights the fact that South Africa is the only country to do so.

Question 2. Number of reported cases: 14. All the allegations lodged at the UN were investigated. Out of the 14 reported matters in only two cases the evidence disclosed prima facie evidence. These matters were finalised and the rest of the matters were reported closed due to no prima facie evidence.

Question 3(a). Members that faced disciplinary action: 2

Question 3(b). In both cases the members were convicted by a military court

Question 4. The submissions for assignment of Regular Force members and Reserve Force members as Senior Military Judges and Military Judges in terms of Section 14 of the Military Discipline Supplementary Measures Act, Act 16 of 1999, is with the Minister of Defence and Military Veterans for consideration.

Question 5. The number of outstanding cases within the military justice system is 1 588 cases.

Reply:

(a) & (b) The question should be routed to the Department of Agriculture, Forestry and Fisheries (DAFF) for a response.

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Reply:

 

1. The Department has not as yet specifically interacted with the ICT Companies about employee retrenchments. The Department intends to hold consultations during the 3rd and 4th quarters to address the issues affecting employment in the sector.
2. The Department will communicate the format and objectives of the interactions once held. Outcomes will also be communicated.

Reply:

 

(1) and (2) The National Department of Environmental Affairs (DEA) has no record of an application for environmental authorisation for the abovementioned project. The application was lodged with the provincial department of environmental affairs, the Gauteng Department of Rural Development (GDARD), for which the MEC is the competent authority in terms of S24C of NEMA. Please contact the GDARD for a response.

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Reply:

1.a, (i) (ii) Red tape refers to the hindrance caused to service delivery by bureaucratic processes within Government.

(b) (i)(II) An example of an intervention to mitigate effect of red tape is: Payment to SMMEs within 30 days as required by the Presidency and the department of Small Business Development. The DOD has a fast track process (to counter) red tape and to make sure that the SMMEs are paid within 30 days after invoicing. This is done with an understanding of the impact on the SMMEs if payments are delayed.

Reply:

I have been advised the Department as follows:-

(a)(i) Mr. Kefilwe Madingoane heads the Department’s South Africa Connect project office

(b) The project office comprises of eighteen (18) full time departmental staff members.

(c) Their roles include:

• Broadband infrastructure gap analysis using Geographic Information Systems (GIS) tools

• High-level broadband technical planning to determine appropriate technology options and to develop the technical specification

• Stakeholder engagement at a National Government level to ensure coordination of the rollout plan with the requirements of the line Departments

• Stakeholder engagement at Provincial and Local Government level to ensure that there is coordination between the rollout programme and the readiness of the targeted facilities. Also to assist Provincial Governments with setting up appropriate provincial broadband steering committees to drive the rollout programme at the provincial and local government level.

• Development of relevant business cases to secure funding for the rollout of broadband initiatives.

• Coordination with stakeholders such as State-Owned Companies and the private sector to ensure alignment with public and private sector initiatives.

(d) The budgeted cost for the office over the Medium Term Expenditure Framework is as shown below. The budget includes broadband rollout, remuneration, goods and service and professional services.

Financial Year (over MTEF)	Budget:R’000
2015/16	R 227,150
2016/17	R 380,181
2017/18	R 390,361

(e)(i)(ii)(iii) The mandate is to execute on the four (4) strategies of the SA Connect Policy. The deliverable target is to achieve 100% broadband penetration by 2020 as per Outcome 6 of Medium Term Strategic Framework.

 

Reply:

Question 1

• The 2012 NEEDU Report on Foundation Phase (Grades 1-3) was submitted to the Ministry in May 2013 and was launched in May 2013;
• The 2013 NEEDU Report (similar to the 2013 Report) on Intermediate Phase (Grades 4-6) was submitted to the Ministry in November 2013 and was released in May 2014; and
• The 2014 NEEDU Report on Further Education and Training Phase (Grades 10-12) is being finalised by NEEDU.

Question 2

Section 7(1) (g) of the Regulations for the Establishment of the Office of Standards and Compliance for Basic Education (OSCBE), currently known as NEEDU, provides that NEEDU must “prepare and submit to the Minister reports on the state of the education system.” These Regulations, which must still be approved by the Council of Education Ministers (CEM) before they are finalised, do not obligate the Minister to publish NEEDU reports.

As contemplated in Section 7(1) (g) of the OSCBE Regulations, NEEDU prepares its annual reports and presents them to the Minister. The Minister publishes these reports at her discretion. The Minister published the first two NEEDU reports, as noted in Response 1 above. NEEDU is currently finalising its third annual report (the 2014 Report) and it will be submitted to the Minister on completion.

Question 3

The following is the NEEDU plan:

Year	Semester	Location	School Phase	Provinces	Districts	Schools
2012	2nd	Urban	Foundation	9	15	134
2013	1st	Rural monograde	Intermediate	9	16	99
	2nd	Rural multigrade	Multi-grade FP/ IP	9	18	120
2014	1st	Urban / rural	FET (G10-12)	9	12	93
	2nd	Urban / rural	Senior (G7-9)	9	13	90
2015	1st	Urban and rural	Follow up	9	26	158
	2nd	Urban and rural	SNE	9	29	180
2016	1st	Urban and rural	SNE

[FP = Foundation Phase; IP = Intermediate Phase; FET = Further Education and Training; SNE = Special Needs Education (incl. special and full service schools]

Question 4

Dr Taylor, the third Chief Executive Officer (CEO), left when his contract expired because of his desire to join his former employer, the JET Services. He had not resigned from the JET Services but was seconded to NEEDU.

Dr. Sibusiso Sithole, who has been the Chief Operational Officer and Deputy CEO since 2010, is currently the acting CEO. He is supported by the staff that was appointed in NEEDU since 2009, who played a vital role in assisting the former CEOs.

Question 5

The Minister supports the independence of NEEDU without any reservation, as follows:

• On 14 April 2014, the Minister wrote to the former Minister of Public Service and Administration, Minister Sisulu, MP, and the former Minister of Finance, Minister Gordhan, MP, requesting their written consent on the corporate form and funding requirements of the proposed government component so that OSCBE could be legally established in keeping with the requirements of the Public Service Act, 1994 (Proclamation No. 103 of 1994 as amended by Act 20 of 2007).
• On 14 April 2014, the Minister also approved that the relevant Government Notice containing Regulations for the establishment, governance and functions of the OSCBE be published, once consent has been obtained from the Ministers of Finance and the Public Service and Administration.
• Ministers Sisulu and Gordhan had not responded to the Minister’s request by the time they were deployed to other portfolios after the General Elections in 2014. With the change of political leadership in the Departments of Public Service and Administration and Finance, on 23 July 2014, the Minister again wrote to the new Ministers of Public Service and Administration and Finance, Ministers Chabane, MP and Nene, MP, respectively requesting their support in the establishment of an independent NEEDU.
• Following the Minister’s correspondence with the Ministers of Finance and the Public Service and Administration, certain developments have transpired. These are as follows:
  • • Consultations with the National Treasury and the Department of Public Service and Administration (DPSA) to establish NEEDU as an independent government component, under the title of Office of Standards and Compliance for Basic Education (OSCBE);
    • The formulation of the relevant documents with the support of the DPSA and the preparation of a business case with the support of the National Treasury;
    • The preparation of the Regulations for the establishment of the OSCBE for consideration and approval by the Minister;
    • The approval of the Regulations for the establishment of the OSCBE after close examination and scrutiny by the Chief State Law Advisor, who finally declared that “the draft Regulations are consistent with section 11 of the National Education Policy Act, 1996 (Act No. 27 of 1996)” in May 2015; and
    • The approval of the Regulations for the establishment of the OSCBE by the Minister in May 2015, after they were endorsed by the Chief State Law Advisor.
• What remains to be done includes the following activities:
  • • Approving the Regulations for the establishment of the OSCBE [by the CEM];
    • Declaring the establishment of the OSCBE through the promulgation of the Regulations (via the Government Notice) [by the Minister];
    • Submitting the updated business case and promulgated Regulations and Government Notice to the DPSA [by NEEDU];
    • Arranging a meeting of the Interdepartmental Assessment Committee to make recommendations on the organisational form for the OSCBE—with the Department of Basic Education (DBE) (NEEDU) participating as a member in the Committee and making a presentation to the members [by DPSA];
    • Preparing a submission to inform the Minister for Public Service and Administration and the Minister of Finance of the Committee's recommendation and to obtain the concurrence of the said Ministers for the establishment of the OSCBE as a government component [by DPSA]; and
    • Preparing (following concurrence from said Ministers) a Presidential Proclamation to list the OSCBE in Schedule 3 of the Public Service Act, so as to establish the OSCBE as a government component [by DPSA]. NW3582E

Reply:

I have been advised by SITA as follows:-

(a-d) No, SITA did not play a role in planning or implementation of the City of Johannesburg, City of Tshwane, City of Pietermaritzburg and the City of Cape Town broadband projects.

Reply:

1. Yes the inquiry was finalised on 28 March 2014, and the findings are as follows:

• The Dakota Cargo crashed because it was flown at an altitude to low to provide sufficient terrain clearance and in weather that made visibility marginal.
• The route flown also contributed to the accident as it did not ensure that the aircraft remain clear of the Drakensberg Mountains.
• It was found that it was highly unlikely that a proper pre-flight crew briefing was held, which should have identified the flaws in the selected flight plan.
• The aircraft was serviceable prior to the accident with no history of significant defects, and therefore did not contribute to the accident.

2. No, the Dakota aircraft did not deviate from the flight route.

3. No

Reply:

(a) and (b) At the time of compilation, eighteen out of the twenty-six entities have responded to the question.

Name	(ii) How do you define red tape?	a) What specific interventions/systems that have been applied to identify red tape	(b) What specific interventions / systems that have been implemented to reduce red tape
Department of Higher Education and Training	The Department does not have its own definition of red tape. Using the conventional use of the word “red tape”, it is understood to be unnecessary delays caused by a lack or non-existence of delegations of authority to lower levels and/or too many officials having to be in the decision-making processes of an organisation.	I have approved the Delegations of Authority to the Director-General in respect to the Public Service Act and Public Service Regulations, and the Director-General has further delegated some of the functions to other performer levels. Further to this, the College Councils of the Technical and Vocational Education and Training (TVET) and Community Education and Training (CET) colleges are empowered by the Continuing Education and Training Act to make certain decisions and consult, and report to the Minister on decisions made where necessary. This is to ensure that decisions are made at lower levels to ensure that there is efficient and effective management as well as governance of institutions.	Service standards in certain operational areas and a service delivery charter have been developed to assist in monitoring delays in the operations of the department. The standard operating procedures have been developed in certain operational areas, aimed at ensuring that the decision-making processes are clear and applied consistently across the Department within set timeframes.
Banking Sector Education and Training Authority (BANKSETA)	Red tape is understood to be the regulations and/or rules that are considered unnecessary that hinders and delays work done as decision-making process is rather lengthy and negatively impacting stakeholders depending on the outcome and decisions of processes.	The frequency of Board meetings in a year Through previous experiences or lessons learned over the years. Customer Satisfaction Surveys and Stakeholder Forums and Sub-Committees’ feedback. Assessment of time taken for standard applications to be processed.	BANKSETA has a flat organisational structure with its Heads of Departments given a mandate to make decisions that allow the daily running of the business. This means that it is not in all instances where the Chief Executive Officer (CEO) has to make decisions. In the event where the CEO is out of the country, the acting CEO has the delegated rights and responsibilities of the CEO to action decisions needed. The Accounting Authority has also delegated some responsibilities and provided the CEO with the mandate to make certain decisions to aid the business to proceed with operations without waiting for the Board sitting. In the event where urgent decisions need to be made which falls outside the delegation to the CEO; urgent meetings/teleconference can be arranged to allow the Accounting Authority opportunity to consider what is put forth and make a decision. The other option is having round robin decision by the Accounting Authority.
Culture, Arts, Tourism, Hospitality and Sport Sector Education and Training Authority (CATHSSETA)	Defined as administrative (i.e. rules, procedures, procedures and processes) and regulatory hurdles, to achieving the original purpose, that affect or impose unnecessary delays, inaction, costs that exceed their benefits, productivity, and/or delivery (Including competitiveness).	We track and monitor the intended application of the regulatory requirements (i.e. Public Finance Management Act (PFMA), Treasury Regulations, Skills Development Act, etc.) to address non-compliance. There are now relevant registers (i.e. Supply Chain Management, Asset Management, Financial Management, etc.) in place that assists in identifying red tape.	Appointed leadership that is committed to continuous improvements and rooting out corruption. Trained staff as part of capacitating them and improving their skills so that they provide excellent service to all our stakeholders. Refocused management to effectively manage performance, processes, systems, people and finances. Improved supply chain management practices in order to address irregular, fruitless and wasteful expenditures. Set tools and monitoring mechanisms in order to track payment of suppliers within the 30 days period from receipt date of invoice.
Chemical Industries Education and Training Authority (CHIETA)	The bureaucracy that results in delays in service delivery.	Continuous development and review of organisation’s operational framework. Monthly dashboard analysis of divisional targets and achievements. Monitoring of turnaround times of key performance indicators of executives and managers and implanting strategies to address deviations.	Line managers have been empowered to make decisions within the broad spectrum of the organisation’s operational strategy and are fully involved in strategic and business planning. Monitoring, evaluation and tracking of performance against targets and continuous review and development of strategy to optimise return. Business process reengineering to ensure maximum efficiency, effectiveness and economy for core business processes. Replacement of manual processes with increasingly automated systems. Enforcing a culture of delivery, client orientation and focus maximising return of investment.
Council on Higher Education (CHE)	CHE does not have its own definition of red tape.	Not applicable	Not applicable
Financial and Accounting Services Sector Education and Training Authority (FASSET)	Non-essential procedures, forms, reporting and regulations where cost heavily outweighs benefit and stands in the way of skills development.	Management meetings are held fortnightly to discuss issues relating to efficient and effective delivery of the SETA. The SETA also interacts regularly with DHET and provides input to various matters of engagement.	An Enterprise-wide risk management system is in place to ensure optimal management of all risks associated with the performance of functions and delivery of services to support governance responsibilities. Robust Quality Management System is also in place. Furthermore, the staff at the SETA understands and delivers on reporting requirements.
Fibre Processing and Manufacturing Sector Education and Training Authority (FP&M SETA)	The process undertaken to facilitate decision making without making the processes too onerous and time consuming in order to ensure efficiency and enhancing service delivery.	The SETA developed and adopted a new business model, which resulted in the review and enhancement of business processes.	A more flattened organisational structure was developed and implemented to fast-track service delivery and decision making. The SETA has adopted a more direct reporting line and structure. The delegation of authority was reviewed by the Executive Authority to broaden and provide increased capacity for the CEO. The roles and responsibilities of Board Committee Structures have been streamlined for effectiveness and efficiency.
Food and Beverages Manufacturing Sector Education and Training Authority (FOODBEV SETA)	Red tape refers to excessive regulation or rigid conformity to formal rules that are considered redundant or bureaucratic and hinders or prevents action or decision-making.	None	None
Health and Welfare Sector Education and Training Authority (HWSETA)	A tedious process of decision making which has an adverse effect on the beneficiaries of the service being rendered.	The stakeholder sessions of the Board. Delivery model of the HWSETA. Innovation sessions with all stakeholders.	Service Delivery Charter. Revision of the delegation of authority. Decentralisation and devolution of powers.
Insurance Sector Education and Training Authority (INSETA)	Unnecessary and invalid / irrelevant requirements.	Process mapping and stakeholder feedback.	Bi-annual updates to processes and guidelines.
Manufacturing, Engineering and Related Services Sector Education and Training Authority (MERSETA)	MERSETA does not have its own definition of red tape.	Not applicable	Not applicable
Mining Qualifications Authority (MQA)	Lengthy policies that hinder progress of activities that need to be carried out.	Engagement in tender processes as it takes too long to finalise a tender, ±60 days is a long process including 21 days of advertisement.	Improved policies, that are more enabling, are being investigated.
National Skills Fund (NSF)	The NSF does not have a formal definition for red tape.	The NSF implemented Project Siyaphambili aimed at improving the overall effectiveness and efficiency of the entity. This included a current state assessment of the NSF to identify inefficiencies throughout the organisation, taking into consideration various reviews conducted on the skills levy system and NSF specifically.	The NSF will improve efficiencies in the organisation through the implementation of enabling technology (ERP system, document management system, monitoring technology, etc.) and through delegations of authority to a more efficient restructured organisation. Turn-around times will be monitored throughout all processes.
National Student Financial Aid Scheme (NSFAS)	NSFAS does not have its own definition of red tape.	Not applicable	Not applicable
Public Service Sector Education and Training Authority (PSETA)	Red tape is bottlenecks/ bureaucratic procedures that take long to achieve/ approve matters for implementation in the organisation, which inhibits performance.	No specific intervention or system has been applied to identify red tape.	Clearly defined workflows. Standard Operating Procedures that outline roles and responsibilities, and turnaround times. Delegations of Authority Framework. Regular management meetings to review performance and to fast track decision-making.
Quality Council for Trades and Occupations (QCTO)	Needlessly time-consuming procedures.	QCTO regularly monitors their procedures to identity areas of red tape, by reviewing the number of days allocated to process applications or requests received from stakeholders and by continually monitoring the chain of command in the processing of requests to improve turnaround time.	Systems and processes are continuously assessed to reduce red tape. Moreover, processes are governed by policies and procedures which stipulate turnaround times for processes. These timeframes are also part of the QCTO’s key performance indicators against which the organisation is audited.
South African Qualifications Authority (SAQA)	Unnecessary steps or procedures in our processes that client’s need to follow to access our services.	SAQA’s systems are reviewed constantly in line with our established client service standards. SAQA has a customer care helpline/helpdesk that records any customer complaints. These complaints are reviewed and the effects on the turnaround times are scrutinised so that SAQA can ensure continuous improvements in terms of its service delivery.	SAQA ensures that all unnecessary steps are eliminated from the processes.
Safety and Security Sector Education and Training Authority (SASSETA)	Excessive rules and/or regulations which are redundant and prevent action taking place or decision-making.	Delegations of authority are in place, which are aligned to National Treasury prescripts and promote governance per PFMA requirements. Since the body is under administration, the delegations of authority are under review.	Segregation of duties to employees in the entity to allow approvals / recommendations at various committees / levels. Operational plans that are linked to the mandate of the organisation are in place to ensure tasks at various levels are outlined and agreed upon. These operational plans are translated into performance assessment contracts.
Services SETA	It is any unnecessary and unjustifiable processes that have the effect of making it impossible for role players to achieve required goals and therefore hinder service delivery.	An Organisational Development process has been embarked upon to analyse all processes, procedures and policies with a view to eliminating anything unnecessary and shortening anything which may be too lengthy or cumbersome, but without compromising quality and compliance.	The discretionary grant application system has been simplified and automated. Project implementation steps are clearly articulated in the offer letters to service providers. Documentation required for disbursements is clearly outlined and disbursements are based on pre-agreed deliverables outlined in contracts. Stakeholders receive direct support and training on requirements so as to reduce the amount of back and forth engagement on matters. A tool is being developed to enable real time reconciliation of learner attendance to facilitate timely payments of learner stipends.

 

 

Compiler/Contact persons:

Ext:

DIRECTOR – GENERAL

STATUS:

DATE:

REPLY TO QUESTION 3068 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

Ministers and Deputy Ministers are expected to travel between Gauteng and the Western Cape to carry out official duties, including parliamentary duties according the Parliamentary Programme. Costs incurred during the execution of the tasks outlined above are readily made available in Annual Reports which will be tabled in Parliament no later than the end of this month.

Reply:

(a) All formations have their constitution which does accommodate dispute resolutions amongst their members. The Department is in the moment, finalising the dispute resolution mechanisms for those who want to appeal after they have been rejected by the department to enrol in the database. Processes are already in place.

(b) Individuals are expected to present themselves to the Department for inclusion in the National Military Veterans Database and the dispute will be between the Department and the individual.

Reply:

1. There are no outstanding National Accredited Technical Diploma (NATED) Report 190/1 certificates, as these are issued within 3 months after the release of results as per the national policy.

There are however students who did not receive their National Certificate (Vocational) [NC (V)] certificates at the Thaba Nchu campus of Motheo Technical and Vocational Education and Training (TVET) college for the period 2008 to 2010. The table below provides details on the number of outstanding NC (V) certificates:

Examination cycle	Level 2	Level 3	Level 4	Total
200811	2	8	0	10
200903	8	0	0	8
200911	6	13	5	24
201003	9	3	5	17
201011	27	9	19	55
Total	52	33	29	114

2)  Yes. The outstanding NC(V) certificates affect all public TVET and private colleges and are due to a consolidation error on the examinations Information Technology (IT) system managed and maintained by the State Information Technology Agency (SITA). Through the intervention made by my Director-General and the Portfolio Committee on Higher Education and Training, SITA has sourced additional project management and technical capacity from an outside IT service provider to eliminate the backlog and ensure that it does not recur. In accordance with the project plan tabled to the Portfolio Committee on Higher Education and Training in August 2015, all outstanding NC (V) certificates will be available at TVET college examination centres by January 2016.

The Department is intervening, on behalf of graduates being denied access to the workplace and/or higher education study programmes due to outstanding certificates, respectively in the following manner:

• Letters of verification are issued on request;
• Employers are contacted on behalf of students; and
• Higher education institutions are contacted on behalf of students.

 

 

 

Compiler/Contact persons:

Contact number:

DIRECTOR – GENERAL

STATUS:

DATE:

REPLY TO QUESTION 3168 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

(a) Red tape is considered to be an excessive regulation or rigid conformity to formal rules that are considered redundant or bureaucratic and hinders or prevent decision-making.

(b) (i) (aa) (aaa) The Department is always mindful of the impact of unnecessary bureaucracy on the economy and the service delivery to the public. The Department, on a continuous basis, reconsider processes and make them more efficient and effective in its day to day operations. The socio-economic impact assessments that government needs to conduct as part of the process when new policies and legislation are developed will also ensure that unnecessary red tape is avoided.

(bb) (aaa) The Department developed norms and standards to replace the requirement to apply for licenses for certain activities. It also develops other environmental management instruments that will have the effect that the environmental impact assessment process is shortened, be more cost effective, that fewer studies would be required and that decision-making would be based on better and standardised information. The setting of minimum information requirements for certain applications will ensure that the applicant will know up-front what information the competent authority will need to make a decision, and it would be the same whether the competent authority is the national Department or provincial Department. The thresholds for activities listed under the National Environmental Management Act, 1998, are periodically reconsidered as information on their impacts on the environment becomes known.

(bbb) The Department believes that the entities also have their own systems for addressing any red tapes that might be there.

(ii) (aa) (aaa) The Department is currently reviewing its business processes to ensure that the processes are effective and that delays are avoided or minimized. The reviewing and mapping processes identify bottlenecks, which can then be eliminated. Existing mapped processes are monitored and improved.

(bb) (aaa) The Department introduced electronic systems, such as National Environmental Authorisation System, Livelink Opentext and Waste information system; and it is busy developing an electronic licensing system called Integrated Permit Management System that will be rolled out in the near future. The Department is also developing a screening tool that would upfront identify the feasibility of a particular project for which an environmental authorization is applied.

(bbb) South African Weather Service implemented the National Air Quality Information System Phase I.

--ooOoo--

Reply:

1. (1) (a) How (i)

The communications strategy is being rolled out and making some impact in so far as sharing information primarily through direct engagements using roadshows, stakeholder briefings with Military Veterans Associations including SANMVA the umbrella body as well as use of means such as media the website and publications. The fact that there is no national footprint and limitation of the communications structure limits capacity to reach the desired impact.

1. Yes

1. Targets were not amended. According to the Annual Performance Plan targets per Quarter, it is only the implementation and monitoring of the strategy.

(2)(a) The Department is currently the Department has a challenge with the organisational structure. This has limited the implementation of the Communication Strategy.

(2)(b) The Department is currently finalising its Q1 Performance review which will include amongst others, the implementation of the communication strategy. Furthermore, the Department is also running a communication campaign through GCIS. This communication campaign is focused at promoting the progress made by the Department thus far.

3.

(a) The current approved structure does not have communications staff members in provinces ,

(b) The current mode of communication with the provinces is through emails and telephones. The ICT is currently preparing for an intranet that will serve as a platform for internal communications at national and provincial level to assist in quicker relay of information to military veterans. The website capacity is also being beefed up.

(c) 07:30 – 16:30 pm are the official working hours though the officials go an extra mile and works on many occasions overtime and on weekends to cover and profile the departmental events.

(d) In the absence of physical structure of offices in provinces information is disseminated through Head Office.

(e) Not applicable

4. There is training and development planned for management and provincial coordinators to assist in the communication and marketing strategy implementation. The dates for training through a course with the School of Governance (former PALAMA) are between the 29th of July and the middle of August 2015. The current costs are R27 000

5.(a) Currently there is None.

(b) DMV is in a process of revisiting and reviewing the key performance indicators that will include that.

(c) The increase has been based on the DMV Annual Performance Plan as well as supporting key deliverables of the Department and the corporate communications programmes and activities. These include media engagements, advertorials, stakeholder engagements, use of own publications and media, branding and marketing as well as internal communications programmes. The budget is being reviewed to ensure that advertorials and other means such as social media are utilised more.

Reply:

(a). Yes, my department, as part of the broad programme of government to build a united, non-racial, non-sexist, democratic and prosperous country, we are taking steps to ensure that more resources are being ploughed into the uptake of sign language training, by promoting, and creating conditions for the development of South African Sign Language (SASL) through funding and training projects that focus on the development and use of SASL.The department is also awarding language bursaries to Universities which are offering the training of the South African Sign Language as one of their courses.

(b). By funding training projects and awarding language bursaries we create a pool of professional sign language interpreters. Through sign language interpreters, communities are able to communicate with deaf people at a societal level.

Reply:

(1) and (2) The National Department of Environmental Affairs (DEA) has no record of an application for environmental authorisation for the abovementioned project. The application was lodged with the provincial department of environmental affairs, the Gauteng Department of Rural Development (GDARD), for which the MEC is the competent authority in terms of S24C of NEMA. Please contact the GDARD for a response.

---ooOoo---

Reply:

(1)(a) The Department has engaged all provinces, particularly those that will form part of Phase 1 of the broadband rollout programme. The purpose of the engagements was to ensure alignment between provincial initiatives and the SA Connect; communicate the intentions of the Departments with respect to Phase 1 of SA Connect; ensure that that there is optimum coordination between provincial line departments and the service providers who may rollout the programme.

(b) Only two provinces have funding for Broadband Projects, Gauteng (R1.2bn over 5 years) and Western Cape (R1.3bn over 7 years). Other provinces have broadband plans that do not have dedicated funding.

(2) The Department has established Provincial Broadband Steering Committees (PBSC). The PBSCs are provincially based structures that will support the co-ordination, alignment and increased professionalism of broadband implementation in the provinces. In order to fully achieve the effects of well managed broadband initiatives, the management of a combined approach between provinces and municipalities have been recognised.

Priority was given to provinces that are targeted for the first phase of Digital Development implementation. Gauteng and Western Cape Provinces will also be engaged on how to collaborate for the development of the implementation plans of facilities in the respective provinces.

Reply:

(a) The Department is undertaking work on Open Access within the broader scope of the National Integrated ICT Policy White Paper. The white paper policy will determine, amongst other things, the appropriate policy and regulatory remedies for the management and regulation of the open access framework. Should the white paper process determine that there is a need to publish open access regulations, the system protocols will be outlined as part of the functional specification that is defined to implement the regulations.

(b) The protocols have not been defined yet but would be defined as part of the work related to the implementation of the open access regulation.

(c) See response above

(d) Oversight over the development and implementation of the functional specifications would fall within the ambit of the Independent Communications Authority of South Africa (ICASA)

Reply:

1. – (3) There are three Technical and Vocational Education and Training (TVET) colleges in Mpumalanga. The table below provides further details to questions 1 (b) to 3:

TVET college	Student enrolment	Annual Student Registration Fees	Increment on Registration Fees
Ehlanzeni TVET college	8 043	None	Not applicable
Gert Sibande TVET college	9 123	None	Not applicable
Nkangala TVET college	11 603	None	Not applicable
Total	28 769

1. The table below responds to questions 4 (a) and (c):

TVET college	Number of students awarded NSFAS allowances	Number of students not receiving NSFAS allowances	b) Reasons for students not receiving NSFAS	Number of students
				(i) forced to suspend their studies	(ii) not attended classes due to non-payment of NSFAS subsidies
Ehlanzeni TVET college	3 330	153	Students providing incorrect bank accounts	0	0
Gert Sibande TVET college	2 798	403	Lost Identity Documents and incorrect bank accounts	0	0
Nkangala TVET college	2 290	1 236	Students not submitting claims to finance timeously.	0	0
Total	8 418	1 792		0	0

 

 

Compiler/Contact persons:

Ext:

DIRECTOR – GENERAL

STATUS:

DATE:

REPLY TO QUESTION 2977 APPROVED/NOT APPROVED/AMENDED

Dr B NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

Reply:

Yes ,the Director –General signed on 01 April to March 2015.

 

Reply:

(1)(a) In 2010

(1)(b) It emanates from a resolution of the International Telecommunications Union that was taken in 2009 and the Department of Telecommunications and Postal Services (DTPS) responded as a Member State of the ITU by developing the Child Online Protection Programme that was developed in 2010.

(2)(a) Consultation workshops took place in all provinces on the Children Strategy which included the Online Protection Programme.

(2)(b) Children’s Rights Organisations; Children’s Organisations that work in the ICT Sector; State-Owned Companies, Department of Basic Education, Department of Social Development, National Prosecuting Authority, South African Police Service, the former Ministry for Women, Children and People with Disabilities; and International Bodies such as Unicef and the ITU.

(2)(c) During the financial years 2010/2011 and 2011/12.

(2)(d) Limpopo, Mpumalanga, Kwa-Zulu Natal (KZN), Free State Province, North West Province, Gauteng, Northern Cape Province and the Eastern Cape Province.

(3) No, but an advertisement ran on national television and radio. Further, a Webpage was set up for the programme;

(4)(a) On 19 August 2015 in KZN as part of the launch of the Children and ICT Strategy;

(4)(b) The DTPS and Non-Profit Organisations namely; Resources Aimed at Prevention of Child Abuse and Neglect; Centre for Justice and Crime Prevention; Childline South Africa, Disabled Children’s Action Group (DICAG); and the Film and Publication Board.

 

(4)(b)(i) Through School-based Awareness Workshops and in this regard we have conducted (5) five workshops in the Eastern Cape, KZN, Western Cape, and North West Province.

(4)(b)(ii) Evaluation workshops are conducted with the schools where the programme is implemented and in this regard we have done one evaluation workshop in KZN this year.

Reply:

SER NO		CONTRACTOR	SERVICES PROVIDED	RELATED COST
		a	b	c
1 Mil
1		CSIR	Transfer of Facility Management functions from the Department of Public Works to the Department of Defence	R 32 392 866.00
2		Tectura Architects	Professional consultant services for the Refurbishment and Upgrading of the 1st floor at 1 Military Hospital	R 40 536 138.24
			a.   Project Management services
			b.   Architectural services
			c.   Mechanical Engineering services
			d.   Electrical Engineering services
			e.   Civil Engineering services
			f.   Structural Engineering services
			g.   Quantity Surveying services
RWU KZN
1	Treesaurus		Cutting of tree	R 2 900.00
2	Alu Solutions Glass & Aluminum		Replace rotten wooden door at 5 Bisley Close	R 4 750.00
3	Alu Solutions Glass & Aluminum		Replace old door at 22 Bisley Close	R 4 750.00
4	IZA Business Enterprise		Repair plugs lights, CBI breakers at 258 Bisley Close	R 4 820.00
5	Jacobs Roller Door		Install garage door at 258 Bisley Close	R 4 490.00
6	184 Alderberry Trading CC		Installation of cupboards at 85 Lagoon Drive	R 489 744.00
7	E Ramsamy T/A Bobby's Construction		Upgrading at 19 Anchetil	R 446 260.00
8	Kwa-Zulu Industrial Contractors CC		Renovation upgrade at 5 Parsons Rd	R 267 900.00
9	Kwa-Zulu Industrial Contractors CC		Renovation and repair at 55 Doble Rd	R 296 400.00
RWU EC
1	Laundromat		Laundry services	R 11 959.00
2	Steiner Hygiene		Sanitary/Cleaning/Fumigation	R 15 552.00
3	Chubb Security		Security services	R 12 597.00
4	The courier and Freight Group		Courier services	R 4 271.00
5	Konica Minolta		Photocopy Machine	R 59 979.00
6	Vuka Uvuthulule Trading		General Building - Geyser	R 23 060.00
7	Bhugane		General Building - Electrical	R 9 840.00
RWU FS
1	Prekko Trd CC		Replace damage slabs with new slabs	R 2 021.98
2	Prekko Trd CC		Construction of partitioning 7.3x2.8 including door and aluminum frame	R 14 400.00
3	Mamello Trading		Constructing and installing of wooden counter at building 576 as per scope of work	R 8 000.00
4	F. Esterhuizen		Paint of x3 Theaters at 3 Mil Hospital as per scope of work	R 53 000.00
5	Servilline 58 CC		Completing of project Tempe Church Project 20/2014, waterproofing repair of gutters	R 29 684.00
6	Zulu Portia Trading		Laundry services for Log section	R 19 965.00
7	F. Esterhuizen		Upgrading of building 155, DOD Mobilization Centre, Project no 49/2015 Tender 14/2015
WTS
1	Kurhula Events Management		Rendering catering services at DW Fmn, Works Training School, Attridgeville	R 4 092 449.67
2	Tradeworx 177 (PTY) Ltd T/A Sizani Gardens		Rendering garden services at DW Fmn, Works Training School, Attridgeville	R 1 723 439.00
3	Coltrane Mpho Supplies		Painting of walls and window frames at DW Fmn, Works Training School	R 279 864.00
4	Coltrane Mpho Supplies		Removal, Install and paint of walls & passages at DW Fmn, Works Training School	R 452 672.00
5	Dose Construction		Ready mix for recreational centre	R 145 000.00
DW Fmn HQ Unit
1	Khanyoz Trading and Projects		Rendering garden services at DW Fmn HQ Unit	R 498 018.94
2	LLH Properties		Installation of paving for DW Fmn HQ	R 998 375.00
3	Sanqa Trading		Tree felling at DW Fmn HQ Unit	R 12 000.00
4	Tshwane South College		Technical Training for artisans	R 32 278 697.08
5	AB Logistics		Vehicle Hire	R 56 941.64
6	G - Fleet		Vehicle Hire	R 4 442 471.62
RWU GP
1	AK - RV Trading		Refurbishment of 7 Koos van Zyl str, General Kemp Hill	R 198 726.85
2	Dose Construction		Installation of kitchen cupboards, 3 Magazine str, Salvokop, Pretoria	R 240 000.00
3	ML Nkosi Electrical CC		Installation of windows, 3 Magazine str, Salvokop, Pretoria	R 242 000.00
4	Mashva Group		Upgrading of Personnel Service School, Officers Mess	R 285 900.00
5	Amper Sand Investments (Wilcote Midrand)		Renovations and repair of Edwin Swales Residential Area - Air Force Base Waterkloof	R 1 130 037.74
6	Thebanane Trading		Procurement and installation of burglar bars for RWU GP	R 160 000.00
7	AK ARV Trading PTY Ltd		Installation of Kitchen cupboards at Chaplain's residence	R 94 860.00
8	Stanleb Construction Projects		Installation of tiles at PS School officers accommodation	R 197 000.00
9	Jackson & Clifford Trading PTY		Tiling of floor using carpet tiles at PS School officers mess	R 225 010.00
10	Carpet Supplies & Décor Centre		Fitting of carpets at Chaplain General's house	R 27 489.00
11	Rosa IT Solutions		Replace old windows  - project no 1	R 29 950.00
12	Jackson & Clifford Trading PTY		Installation of carpets at PS School officers Mess	R 29 500.00
RWU NW
1	Planet (PTY) Ltd		Partitioning of offices & conference room	R 98 500.00
RWU WC
1	Munathi Construction		Installation of palisade fencing and gates at building 99	R 28 500.00
DLM
1	Armscor (DDSI)		Logistics Policy Development: 4yr contract	RM18.5

 

REPLY:

 

Reply:

Not applicable.

 

 

________________________

Approved by the Minister on

Date………………………..

Reply:

The National Department of Environmental Affairs (DEA) has no record of an application for environmental authorisation for the abovementioned project. The application was lodged with the provincial department of environmental affairs, the Gauteng Department of Rural Development (GDARD), for which the MEC is the competent authority in terms of S24C of NEMA. Please contact the GDARD for a response.

---ooOoo---

Reply:

The Commission for Gender Equality is a Chapter 9 institution which reports to parliament. The questions should therefore be directed to the CGE.

________________________

Approved by the Minister on

Date………………………..

Reply:

1. The department’s Annual Performance Plan of 2015/16 indicates that, in this financial year, the Department will develop intervention plans for girls’ and young women’s access to STEM fields, and that from 2016/17, the target is to enable 2000 girls and young women to access STEM fields per year.

      (a) Funding sources for this intervention will be the private sector, NSFAS and various partners.

      (b) There are no projected funding figures as the project depends on sponsorships from the private sector, and partners.   

    2.  As we are aware that these students are sponsored mainly by the private sector, getting employment is guaranteed by the sponsor.

________________________

Approved by the Minister on

Date………………………..

Reply:

The National Department of Environmental Affairs (DEA) has no record of an application for environmental authorisation for the abovementioned project. The application was lodged with the provincial department of environmental affairs, the Gauteng Department of Rural Development (GDARD), for which the MEC is the competent authority in terms of S24C of NEMA. Please contact the GDARD for a response.

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Reply:

(1)(a) Intervention put in place are SA Connect a programme of government to connect 100% of the country to the internet.

(b)(i) Planned interventions are Broadband Infrastructure rollout, E-strategy, internet strategy and USAASA interventions, ICT Policy review

(ii) Broadband rollout to 8 district municipalities including associated digital opportunity programmes.

(2)(a) Yes. Through USAASA, there will be an initiative to subsidise schools, public access points and people in underserved areas.

(b) Yes, in areas where it is not economically viable for operators.

(c)(i-ii) No. The Department does not have plans to subsidise mobile data providers’ prices. The department will pursue policy interventions for the reduction of voice and data costs.

Reply:

1. With reference to public ordinary schools, how many Grade R teachers are (a) required and (b) employed by (i) provincial education departments and (ii) school governing bodies in each (aa) province and (bb) district;

1. (a) Grade R is currently not fully funded as part of the mainstream basic education system. Therefore, provisioning for Grade R in public schools is based on assessment of available resources including classroom space and other required resources, and thus mainly supply rather than demand-driven. Therefore, it would be difficult to determine the demand, that is, learners enrolled against teachers required.

(b) Currently, Grade R teachers are either fully employed by the state and thus in state paid posts, or employed by the School Governing Body (SGB) with their salaries subsidised by the state in the form of a stipend. Only the Limpopo and North West provinces have appointed Grade R teachers in fully-funded state posts. The following table shows information supplied by provinces on appointment by province. Information by district could not be obtained.

Province	(b) (i) (aa) Employed by the province	(b) (ii) (aa) Employed by the SGB
EC		4 765
FS		1 270
GP		2 710
KZN		6 486
LP	1 080
MP		2 065
NC		736
NW	1 323
WC		1 767
Total	2 403	19 799

Source: Information supplied by provincial education departments

(2) How many of the specified teachers are qualified at (a) NQF level 4 and (b) NQF level 6 in each (i) province and (ii) district?

The following table indicates the number of teachers qualified at (a) NQF Level 6 in each province. The information for districts is not available.

Province	(i) Level 4	(ii) NQF 6 & above
EC	3 907	429
FS	279	673
GP	108	1 165
KZN	4 800	1 103
LP	0	1 080
MP	785	372
NC	309	110
NW	0	1 323
WC	530	530
Total	11 545	5 429

Source: Information supplied by provincial education departments

Reply:

The response below is based on information received from the Maruleng Local Municipality:

(1) Yes, the municipal manager of Maruleng Local Municipality in Limpopo was suspended at a special council meeting held on 5 August 2015.

(a) Misconduct
(b) Yes, the Council meeting was legally constituted.
(2) (a) Five (5) special council meetings have been held by the Maruleng Local Municipality since 1 January 2015.

(b) (i)
• 25 January 2015: The acting allowance for the Chief Traffic Officer, the acting allowance for the Director: Corporate Services, the suspension of employees and the informal settlement upgrading by Housing Development.

• 9 February 2015: Approval of adjustment budget.

• 29 May 2015: 2015/16 budget approval.

• 23 July 2015: Notice of suspension of the municipal manager.

• 5 August 2015: Suspension of the municipal manager.

(ii) Invitations were issued.

(3) Yes, the agenda for each specified meeting was circulated

Reply:

This question should be re-directed to the Ministry of Rural Development and Land Affairs, which is the competent authority to respond.