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12 April 2016 - NW676

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De Freitas, Mr MS to ask the Minister of Transport

(a) What (i) processes, (ii) mechanisms and (iii) procedures exist within (aa) her department and (bb) each entity reporting to her to ensure that outcomes achieved are aligned to the National Development Plan, (b) how is this being (i) monitored, (ii) measured and (iii) coordinated and (c) who are the champions for (i) her department and (ii) each entity reporting to her respectively?

Reply:

Department

(a) (i) In July 2014, Cabinet adopted the 2014-2019 Medium Term Strategic Framework (MTSF) to be used as a comprehensive five-year implementation plan for the NDP 2030 vision and the commitments of the governing party’s Election Manifesto. This is the process through which all plans of Government institutions across the three spheres of Government are aligned to the NDP.

(ii) The MTSF is translated into the Ministers’ Delivery Agreement with the President of the Republic of South Africa. The DoT Strategic Plan 2015 – 2020 and Annual Performance Plans are aligned with the Minister’s Delivery Agreement in order to ensure that all MTSF deliverables are budgeted for and fully implemented and monitored.

(iii) The DoT developed internal Planning, Monitoring and Reporting Guidelines, as an instrument that aims to provide minimum requirements for the achievement of deliverables as outlined in the APP of the Department. The Department initiates its planning process in May of each financial year through programme planning sessions, with the involvement of Entities and Provinces. These engagements inform deliberations of the DoT Executive Committee Lekgotla that is followed by the Department-wide Strategic Planning session. The Strategic Plan and APP are then consolidated, costed and tabled in Parliament in line with the National Treasury Framework.

(b) (i) On a quarterly basis, reporting templates are circulated to every programme to provide progress reports on all APP targets. Reports are consolidated, analysed against a prescribed criteria and interrogated against relevant supporting documents to ensure usefullness, consistency and reliability of information.

Each programme has a branch coordinator who is responsible for coordination of reporting for the entire programme. Branch coordinators provide dedicated support to their respective programmes and ensure that reporting complies with the prescripts. Once compiled, reports are quality assured by Programme Managers and submitted to the Chief Directorate: Strategic Planning & Cluster Coordination for consolidation and analysis. The report then gets interrogated at the DoT Executive Committee (EXCO), chaired by the Accounting Officer and the Strategic Management Committee (SMC) chaired by the Deputy Minister.

(ii) Reports are compiled against the DoT Annual Performance Plan and submitted on a quarterly basis and are guided by the sequence of quarterly targets as per the approved Annual Performance Plan and the approved Technical Indicator Descriptions. At all times, the reported information is supported by admissible evidence as predetermined in the Technical Indicator Description table.

(iii) Internal coordination commences with the engagements at programme level through interactions between the Chief Directorate: Strategic Planning & Cluster Coordination and respective branches. Upon consolidation of inputs, the final report is interrogated and validated by the DoT Executive Committee for reporting at the Strategic Management Committee. The Audit Committee and the Portfolio Committee on Transport receive the reports in line with their respective oversight obligations. The Report is also submitted to the Department of Planning, Monitoring and Evaluation (DPME). The Department also participates in the Outcomes Technical Implementation Delivery and Data Forums for effective Outcomes implementation. At the end of the financial year, the department compiles an Annual Report. All reports mentioned above are posted in the DoT website for public consumption.

(c) (i) The champion is the Accounting Officer, supported by Programme Managers.

Airports Company South Africa SOC Limited (ACSA)

    (a) Airports Company South Africa SOC Ltd (ACSA) strategy process is guided by the Minister of Transport’s vision, predetermined objectives and      goals which are underpinned by the National Development Plan.

   (bb) In response, ACSA has aligned its strategic objectives, outcomes, outputs, focus areas and strategic initiatives to the NDP. In turn, ACSA’s Corporate Plan outlines the predetermined objectives, key performance indicators and associated targets. ACSA applies the balanced scorecard philosophy, which directs and ensures that key performance indicators cover the breadth and spectrum of its business, people, society and environment.

   (b) (i) The performance monitoring process, within ACSA sits within the CEO’s Office – Strategic Planning Unit. The Group Manager: Strategic Planning is responsible for coordinating, measuring and monitoring the process.

      (ii) The key performance indicators and performance narrative are tracked and monitored monthly by the Executive Committee, and quarterly reviewed by the Board Audit and Risk Sub-Committee and subsequently, at Board level.

     (iii) Once approved, the quarterly report, as outlined in the PFMA, is submitted to the Department of Transport and Department of Treasury. Every quarter, after submitting the quarterly reports, the Department of Transport and ACSA meet to engage and discuss the company’s year to date (YTD) performance in relation to YTD Targets.

From an internal assurance perspective, the key performance indicators process, as it relates to performance against targets and the remedial action, are subject to a scheduled quarterly internal audit review and assurance process. The external auditor, currently the Auditor General, provides the external review and assurance of the SOC’s key performance indicators and annual performances.

(c) (ii) The Board of ACSA through the Chairman is the champion.

Air Traffic and Navigation Services SOC Limited (ATNS)

(a) ATNS is a schedule 2 state owned company incorporated in 1993 in terms of ATNS Company Act, Act 45 of 1993. Its mandate is to provide Air Traffic Management Solutions and associated services on behalf of the State in accordance with ICAO Standards, recommended practice as well as the South African Civil Aviation Regulations and Technical Standards.

(a) (i) and (iii) (bb) Processes and procedures

The development process of the three (3) year Corporate Plan is driven by the Departmental outcomes to demonstrate the entity’s contribution and support towards the national priorities as stipulated in the Medium Term Strategic Framework (MTSF) and the National Development Plan (NDP).

  (a) (ii) (bb) Mechanism

The quarterly performance report is intended to provide feedback on the targets set in the Performance Agreement. The quarterly report is in a form of financial and non-financial performance indicators. Reporting on both financial and non-financial performance is important in measuring the performance of entities. While financial information (expenditure and revenue) is critical for determining the costs and efficiencies of programmes/objectives/activities, non-financial information is equally important for assessing progress towards predetermined performance targets.

The DoT has identified the following seven (7) key performance areas to assess progress towards ATNS achieving its targets.

  1. Transport Safety and Security
  2. Infrastructure Development and High-Level Investment Plan for Transport
  3. The Fight Against Fraud and Corruption
  4. Environmental Protection
  5. Training to Contribute to Job Creation
  6. Broad-Based Black Economic Empowerment
  7. Employment Equity

(b) (i) The performance report is monitored on a quarterly basis.

(b) (ii) The Key Performance Indicators are measured and evaluated in accordance with the National Treasury performance management framework. This report is compiled and submitted to the DoT in accordance to the National Treasury Guidelines on the preparation of Quarterly Reports for Public Entities and Constitutional Institutions. Treasury Regulations 29.1.3(b) and 29.1.6(a)-(j) require public entities to report on a quarterly basis to their Executive Authority.

(b) (iii) The report is coordinated through the DoT Civil Aviation Oversight directorate.

  1. (i) The DoT Civil Aviation Branch is the champion for the department

(ii) The office of the CEO and Strategic Optimisation departments are champions at ATNS.

South African Civil Authority (SACAA)

(a) (i) (ii) (iii)

(aa) N/A

(bb) The South African Civil Aviation Authority (SACAA) as a Schedule 3A entity submits a five year Strategy and an Annual Performance Plan to the Department of Transport in compliance with the PFMA. The development process of the Strategy and APP ensures the alignment of the SACAA Strategic Objectives to both the National Development Plan and the Department of Transport Objectives and this alignment is clearly demonstrated in the same documents.

(b) (i) (ii) (iii) On an annual basis the various draft versions of the Strategy and APP are submitted three times to the Board and DoT during August, November and January of each year for approval. The APP includes a five year delivery plan and an annual quarterly delivery plan which incorporates SMART targets and this is monitored by submitting quarterly progress reports to the Board and ultimately to the Minister of Transport indicating what was achieved and how the SACAA plans on recovering on areas where there is non-delivery. On a quarterly basis the performance against targets is audited by the Internal Audit department and at the end of the financial year by the Auditor General. A portfolio of evidence is kept to prove achievement. An account of the annual performance is also included in the Annual Report of the SACAA which is submitted to Parliament during August/September each year.

(c) (i) N/A (ii) the champions of the process is the Director of Civil Aviation and the Board of the SACAA.

Railway Safety Regulator (RSR)

Given the RSR’s legislative mandate – to oversee, promote, enforce and monitor railway safety – its strategic objectives and respective outcomes contribute to the NDP’s broader social and economic development objectives and principles; assurance is provided for the safe conveyance of commuters and freight via rail. Alignment with the NDP’s broader objectives is ensured as follows:

(a) (i) (iii) Processes and procedures:

The RSR has regular engagement sessions with the DoT’s Rail Branch throughout each financial year when formulating its medium-term strategic framework (MTSF) and Annual Performance Plans (APP). As the Shareholder Department constructive input into the formulation of its outcomes-based MTSF and ensures that the entity contributes to the country’s NDP principles and objectives. Processes and procedures for input into the MTSF are contained in the RSR’s Guide for Strategy Development, which is PFMA compliant.

(a) (ii) Mechanisms:

DoT representation in the development of the RSR’s MTSF and Board approval of the MTSF.

(b) (i) Monitoring:

The DoT and the RSR’s Board monitors alignment. Quarterly organisational performance reports are quality controlled by the Board’s Audit and Risk Committee and presented to the Board for adoption. These reports are then submitted to the DoT for performance tracking. Annual and MTSF performance scores are compiled and submitted to the DoT where the former is used to track progress and the latter is used to assess the achievement of the entity’s strategic outcomes.

(b) (ii) Measurements:

Quarterly and annual organisational performance scores are used as measuring instruments. In addition, the annual State of Safety report is used as a tool to gauge the safety of the country’s railways and rail operations.

(b) (iii) The process is coordinated by the RSR’s Office of the CEO in collaboration with the DoT’s Rail Branch and the RSR’s Board Secretariat (with respect to Board input and guidance).

(c) (ii) The RSR’s Office of the CEO (wrt strategic targets and objectives) and Research Unit (wrt the State of Safety Report) within the Office of the COO.

Ports Regulator of SA (PRSA)

(a) (bb) The PRSA uses (i) the process of incorporating the NDP into the organisation’s Annual Performance Plan (APP) and its Strategic Plan via the (ii) mechanism of the MTSF which distils the first 5 year deliverables of the NDP into action items, as well as the Minister’s Performance agreement which she has shared with entities.

The DoT uses the (iii) procedure of Quarterly reporting on performance against APP targets, fulfilling:

(b) (i) monitoring by the department, in particular the Maritime Branch

(ii) measurement as overall percentage progress on the NDP aligned APP

(iii) detailed feedback by the Department to the entity on delivery progress on APP, thus effecting coordination.

(c) (ii) CEO and CFO

South African Maritime Safety Authority (SAMSA)

  1. The Strategy and APP of the entity is aligned through an alignment matrix with the National Development Plan outcomes; the SONA 9 Point Plan and DoT Strategic objectives
  2. This is being monitored through quarterly management quality review actions; quarterly DoT oversight reporting documents to ensure APP alignment; annually through the Auditor General’s office to ensure the APP is delivering performance indicators and measures.
  3. The champion for SAMSA is the CEO Commander Tsietsi Mokhele.

Passenger Rail Agency of South Africa (PRASA)

(a) The process followed is as required by the PFMA in terms of the submission of the annual Corporate Plan of PRASA, a schedule 3B entity, with specific annual performance indicators and targets. The corporate plan with performance levels is presented to the Department and the Minister of Transport in February of each year. The performance levels agreed are incorporated into the Annual Shareholder Compact between the Board of PRASA and the Minister of Transport.

(b) As required by the PFMA and Treasury Regulations, PRASA reports to the Shareholder on a quarterly basis on the state of performance with reasons for variation and actions to improve performance.

(c) (ii) Chief Strategy Officer of PRASA: Mr Sipho Sithole

REPLY

(bb) Cross-Border Road Transport Agency (CBRTA)

(a)(i)(ii)(iii) The Framework for Strategic and Annual Performance Plans guides the development of the medium term strategy and is set by the National Treasury. Therefore, (bb) the Cross-Border Road Transport Agency (CBRTA) and), within the jurisdiction of its mandate when developing its five year Strategy (such as the 2015-2020 Strategy) has five (5) strategic outcome goals that are aligned to the National Development Plan.

(b) Monitoring is done through the use of quarterly performance reporting, which is submitted to the National Department of Transport. The submitted quarterly performance is (ii) measured against the set targets as per the approved Annual Performance Plan.

(c) Executive Managers, the CEO and the Board are the champions for the CBRTA

(bb) Road Accident Fund (RAF)

(a)(bb) To ensure that outcomes achieved by the Road Accident Fund (RAF) are aligned to the National Development Plan, the RAF’s

(i) processes, (ii) mechanisms and (iii) procedures are aligned to the Framework for Strategic Plans and Annual Performance Plans (the Framework) established by National Treasury to provide for: timeframes for the submission, tabling and reporting on Strategic Plans and Annual Performance Plans; clarification of the relationship between institutional plans, policy and budgets; details and definitions of key concepts and information to be reported on in specific sections of the Strategic Plans and Annual Performance Plans, placing the emphasis on performance information; and, templates that are used in drafting the Strategic Plans and Annual Performance Plans. Consequently, the strategic objectives and performance targets set out in the RAF’s Strategic Plans and Annual Performance Plans, are presented to the Department of Transport, and ties back to the National Development Plan,

(b) the outcomes achievement by the RAF in terms of its Annual Performance Plans are (i) monitored by the RAF’s Strategy, Risk and Compliance Department, Internal Audit Department and external auditors, and reported to the Board, the Department of Transport, the National Treasury and the Department of Planning, Monitoring and Evaluation (ii) the outcomes are measured against the respective performance indicators set out in the approved RAF’s Annual Performance Plans, and (iii) the measurement of such outcomes are internally coordinated by the RAF’s Strategy, Risk and Compliance Department, and

(c)(ii) Executive Managers, the CEO and the Board are the champions for the RAF

 

(bb) Road Traffic Management Corporation (RTMC

  1. (i) The RTMC aligns its strategic planning cycle to the set National Treasury Guidelines and ensures that all applicable legislation and policies are taken into consideration during planning. Workshops are and review sessions are held to ensure alignment of RTMC strategic plans with the National Development Plan.

(ii) Standardised scorecards and performance reviews are used to as mechanisms and procedures to ensure that outcomes are aligned to the National Development Plan.

  1. (i) Monthly internal performance reviews and quarterly performance reports are used to monitor performance against set objectives.

(ii) Road Traffic Information is used to measure performance against set targets.

(iii) Quarterly reviews by the Management Committee and reports to the Board are used as coordinating mechanisms to ensure sustained alignment with the National Development Plan.

  1. (i) Executive Managers, the CEO and the Board are the champions for the RTMC

Road Traffic Infringement Agency (RTIA);

(a)(ii) the Minister has instructed the Department to engage with the entities and identify the overlapping areas of their functional responsibilities with a view to strengthening the operations of all entities and the policy mandate of the department.

(b)(i) the department is required to provide a report on the status of the overlaps, as well as recommendations for the required interventions by the end of the second quarter of the 2016/17 financial year.

(b)(ii) the envisaged timelines for implementing the short-term interventions are the end of the 2016/17 financial year. For the long-term interventions and permanent solutions which would require the legislative amendments to the various Acts, the timelines are the 2017/18 financial year. The process is being coordinated through the office of the Deputy Director General: Roads, Transport

(c) (ii)the champion in the Road Traffic Infringement Agency is the Registrar/Chief Executive Officer.

South African National Roads Agency Limited (SANRAL

(a) SANRAL’s Board and Management are conscious of the need to ensure the achievement of the vision of the NDP through its operations. The Board directs SANRAL strategy to enable this. SANRAL’s 6 Strategic Outcome Oriented Goals are directly aligned to 8 of the 14 MTSF outcomes, the main one being Outcome 6: An efficient, competitive and responsive economic infrastructure network. SANRAL’s mandate of the management of the national road network is encapsulated in this outcome.

(b) Monitoring, Measurement and Coordination of Performance Information

SANRAL has identified 9 Strategic Objectives to achieve the Strategic Goals. Performance to achieve the strategic objectives is monitored, measured and reported in terms of SANRAL’s Performance Management Policy. The attainment of the strategic objectives is monitored through key performance indicators within every objective. The key performance indicators have targets which must be attained annually. This is documented in SANRAL’s Annual Performance Plan (APP), which is developed every year, approved by the Board and finally approved by the Minister of Transport.

Performance is reported quarterly in the case of the majority of key performance indicators. The remainder are reported semi-annually or annually, determined by the type of indicator. The performance report is submitted quarterly to the Minister, following approval by SANRAL’s Board. This is checked by the Public Entity Oversight division of the Roads Branch in the DoT and a report is provided to the Minister of Transport.

The final performance information at the end of each financial year is audited by the Auditor General (AG) and then published in the Annual Report. Interim reports may also be audited by internal audit or the AG.

(c) SANRAL: Company Secretary

12 April 2016 - NW500

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Motau, Mr SC to ask the President of the Republic

What amount was spent in respect of each case on (a) appearance fees, (b) consulting fees and (c) any other related costs to procure the services of (i) certain legal representatives (names furnished) and (ii) any other legal (aa) representatives, (bb) advisors and (cc) consultants in the Economic Freedom Fighters v Speaker of the National Assembly and Others and Democratic Alliance v Speaker of the National Assembly and Others case, heard on 9 February 2016, in the Constitutional Court?

Reply:

The matter was recently finalized by the Constitutional Court. The process that is followed in government regarding the payment of legal fees is as follows: Counsel would submit their bills to the State Attorney. The State Attorney is required to verify the bills and effect payment. Thereafter the Bills are submitted to the Department of Justice and Constitutional Development. The Department of Justice invoices the relevant Departments for a refund, in this case, the Presidency. The Presidency will only be able to ascertain the amount spent after the above process is concluded.

12 April 2016 - NW725

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Carter, Ms D to ask the President of the Republic

(1)Whether he met or was planning to meet with representatives of the different race, language and cultural groups of our country within the next 90 days to address the rapidly deepening racial polarisation in South Africa in a collective and inclusive manner and, in preparation of such a meeting, share with them up-to-date and high-quality research to facilitate dialogues and to adopt measures that would expeditiously and thoroughly help (a) address racial tension, (b) accelerate race reconciliation and nation building, (c) promote the attainment of a common national identity and (d) allow the principle of Ubuntu to manifest everywhere in the South African society; if not, why not; if so, what are the relevant details; (2) whether he will make a statement on what the Government has been doing since 2009 to deal decisively with our country’s deteriorating race relations and the consequences thereof; if not, why not; if so, what are the details?

Reply:

1. I have not met with representatives of any specific race groups to discuss the resurgence of racism in our society. The matter has been discussed at various forums where I have met with various stakeholders, but I have not called a meeting of specific race groups to discuss the matter.

As you may be aware, I declared the Human Rights Month, March 2016, as the month to focus on fighting the scourge of racism. The campaigns and programmes that were undertaken during the month culminated in the Human Rights Day event at Moses Mabhida Stadium in Durban, which had a strong focus on uniting society against racism.

2. Promoting national unity and social cohesion is a constitutional imperative. We have used every avenue to promote the unity of our people and to advance social cohesion. We have done this through the statements we have made during important National Days, and through implementing the government’s programme of transforming our country into a truly non-sexist and non-racial society.

We urge leaders of all sectors to play their part in building a non-racial society.

12 April 2016 - NW579

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Tarabella - Marchesi, Ms NI to ask the Minister of Cooperative Governance and Traditional Affairs

What were the legal costs incurred by each (a) local, (b) district and (c) metropolitan municipality in the 2014-15 financial year?

Reply:

The question by the Honourable member should be directed to the National Treasury. The National Treasury manages the expenditure and the budgets of municipalities in line with the provisions in the Municipal Finance Management Act. Municipalities report budgetary matters in terms of s71 of the MFMA and are best placed to respond to matters relating to budget and expenditures of all municipalities.

12 April 2016 - NW765

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Volmink, Mr HC to ask the Minister of Health

(1)What steps has he taken to protect the public from the health risks associated with the drought that is currently affecting the country; (2) does the Government health sector currently have sufficient (a) financial and (b) human resources to address the health risks associated with the drought; if not, what steps will he take to ensure that there are sufficient resources to deal with the health risks associated with the drought; if so, (3) has a specific (a) strategy and/or (b) operational plan been developed; if not, why not; if so, what are the relevant details?

Reply:

1. Drought conditions may lead to numerous short and long term human health impacts, ranging from the risks of the spread of waterborne diseases due to compromised quantity and quality of drinking water and poor sanitation and hygiene, to hunger and malnutrition due to food unavailability and security issues.

With drought conditions, it is required that integrated solutions be employed to control the threat of drought on environmental and human health. Therefore a collaborated, intergovernmental response is required to protect the public from health risks associated with the drought. The Department of Health, however, continues to employ a holistic approach to health interventions by providing preventative, promotive and curative health care services to the public for protection on human health, including the mitigation of drought conditions on human health. These services include:

  • Strengthening and maintaining disease surveillance, and maintain capacity to respond to communicable diseases;
  • Monitoring and activating disease outbreaks and preparedness team where outbreaks are reported;
  • Health-related water quality monitoring to detect changes in water quality in collaboration with municipality and water services authorities;
  • Strengthening health promotion and public education on water conservation, hygiene and emergency treatment of water and the impacts of drought on human health;
  • Monitoring of infectious diseases in young children, including diarrhoea and malnutrition through the District Health Information System;
  • Provision of emergency medical services;
  • Increased surveillance of imported goods, especially agricultural consignments in points of entry;
  • Monitor nutrition of vulnerable populations; and
  • Strengthening monitoring and surveillance of environmental conditions that may constitute health hazards or risks, as a result of the drought, dust conditions, sanitation, food control, etc.

2. (a) Yes, the health sector does receive financial resources from Government to provide health services to South Africans. This includes resources for disaster preparedness.

(b) The health sector continues to ensure that adequate and skilled human resources are available in the health sector in line with the National Development Plan (NDP) priorities.

3. To ensure health sector readiness to deal with climate change impacts, the Department has developed a climate change and health adaptation plan. The plan provides a broad framework for health sector action towards climate change impacts, such as drought, and effectively guide the management of climate change impacts on health through interventions and emergency response capacity.

The health sector, in implementing the plan, continues to engage and negotiate across sectors in the interest of public health. The aim is to ensure that human health is central to planning across all sectors to improve public health and reduce vulnerability to climate change.

END.

12 April 2016 - NW521

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Khubisa, Mr NM to ask the Minister of Telecommunications and Postal Services

In view of the recent protracted strike by post office employees around the country, (a) how many post offices were part of the strike and in which provinces and districts are the post offices located and (b) how many employees in the post office joined the strike; (2) What are the relevant details of the grievances complained of by the post office employees, inter alia, salaries and working conditions; (3) Whether the specified grievances have been finally resolved; if so, what is the nature of resolutions and or settlement reached?

Reply:

 

SAPO has advised me as follows:

There has been no recent strike at SAPO, the last strike was in 2014.

(1)(a) 851 Post Offices (including 13 mail centres) were closed across the country at the start of the strike. In the third and fourth week 634 post offices (including 14 mail centres) and 714 post offices (including 9 mail centres) were respectively closed. The closures were mostly in the Gauteng Province followed by Western Cape and Kwa-Zulu Natal. These were mainly in; Johannesburg, Pretoria, Cape Town and Durban. The closures in other provinces were sporadic in nature.

(b) A total of 4656 employees were reported to be on strike. However the level of intimidation and violence that was experienced during the strike led to more employees not being at their workstations during the strike due to fears of intimidation and violence.

(2) The details of the grievances included:

    (i) Back pay for the 2014 salary increases

     (ii) Casual employees requesting full time employment with full benefits

     (iii) Permanent Part time employees (flexible labour contracts) requesting full time employment

     (iv) Equal work for equal pay

    (v) The 588 employees that were previously dismissed due to illegal strike but then re-employed in 2013 after agreements between SAPO and labour Unions demanded re-instatement of full benefits

(3) The Minister established the National Leadership Forum at SAPO in October 2014. This was used as a platform to re-establish the engagements between representatives of the organised labour and SAPO management with the Department attending as an observer. SAPO workforce forums were subsequently established and settlement agreements reached with labour representatives taking into account SAPO’s financial situation. These agreements included:

    (i) Back pay for 2014/2015 salary increases

    (ii) Conversion of casual and permanent part-time workers to permanent full time employees

    (iii) Equal pay for work of equal value

    (iv) 2015/2016 salary increases

Of the above agreements, the conversion of the temporary employees (casuals and flexible labour contracts) to permanent employees started in 2014 in a phased-in approach but was stopped due to financial constraints. Other settlements agreements were not honoured altogether due the entity’s continued constrained cash-flow position as the entity battled to recover financially post the strike action.

12 April 2016 - NW766

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Volmink, Mr HC to ask the Minister of Health

(1)What has been the breakdown in expenditure on air ambulance services in the Northern Cape (a) in the (i) 2012-13, (ii) 2013-14 and (iii) 2014-15 financial years and (b) since 1 April 2015 to the latest specified date for which information is available; (2) have third parties been used to provide such services; if not, what is the position in this regard; if so, (a) which third parties were used in each case and (b) what was the expenditure on each of the third parties (i) in the specified financial years and (ii) period; (3) are all air ambulance services in the Northern Cape operational; if not (a) why not and (b) when did the specified services stop?

Reply:

According to the Northern Cape Department of Health, the response is as follows:

1. (a) The breakdown in expenditure on air ambulance services

    (i) 2012-2013: Unable to source information;

    (ii) 2013-2014: R14,359,809.26;

    (iii) 2014-2015: R11,768,985.19;

(b) 2015 – 18 March 2016: R10,851,059.19

2. Third parties were not used to provide such services.

3.The fixed wing aircraft, Aerocare (Ambulance Air Africa) is operational in the Northern Cape Province. The current contract operates on a month-to-month system until National Treasury finalises the new tender for aeromedical services.

END.

12 April 2016 - NW591

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Mokgalapa, Mr S to ask the Minister of Cooperative Governance and Traditional Affairs

Whether, with reference to his reply to question 4259 on 21 December 2015; his department has received the outstanding information from the metropolitan municipalities; if not, why not; if so, when will the information be made available as requested?

Reply:

The requested information is yet to be received from the Metropolitan Municipalities. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

12 April 2016 - NW619

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Groenewald, Mr HB to ask the Minister of Transport

1)What is the reason why the roadworks to the R24, also called the P16/1, from Olifantsnek to Rustenburg were discontinued; (2) when (a) construction work to the road will be resumed and (b) is the planned completion date for the roadworks; (3) whether she will make a statement about the matter?

Reply:

1. The R24 (P16/1) from km 12, 5 (Olifantshoek) to km 0.0 (Buiten ST, Rustenburg) was split into two sections. Section One km 0.0 to km 4.9 (Project One) and km 4.9 to km 12 ,5 (Project Two). These projects were procured approximately 24 months apart.

2(a) Project One was awarded to DIP Civils in April 2013. In February 2014 the pace of construction slowed down considerably and it was evident that the Contractor was experiencing some financial problems that led into the contractor seeking for a and entered into Business Rescue in April 2014. Unfortunately the Business Rescue was not successful and a new contractor was appointed together with the Liquidator in October 2014. This project is scheduled to be completed by end April 2016.

(b) The Second Project commenced in March 2015 and is scheduled to be completed in September 2017. Currently progress is on schedule.

(3) As part of government’s key delivery programme being implemented by SANRAL, the Minister has no plans to single out this programme through any form of statement on this road.

12 April 2016 - NW570

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Van Der Walt, Ms D to ask the Minister of Cooperative Governance and Traditional Affairs

Whether, with reference to his reply to question 4090 on 8 December 2015, the requested information has been received from the metropolitan municipalities; if so, when will the specified information be made available?

Reply:

The question by the Honourable member should be directed to the National Treasury. The National Treasury manages the expenditure and the budgets of municipalities in line with the provisions in the Municipal Finance Management Act. Municipalities report budgetary matters in terms of s71 of the MFMA and are best placed to respond to matters relating to budget and expenditures of all municipalities.

 

12 April 2016 - NW751

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McLoughlin, Mr AR to ask the Minister of Cooperative Governance and Traditional Affairs

(1)(a) What was the total number of telephone calls made from each municipal office in the country on (i)(aa) 7 March 2015 and (bb) 8 March 2015 and (ii)(aa) 5 March 2016 and (bb) 6 March 2016 respectively and (b) how much did the total amount of telephone calls for each day cost; (2) (a) what was the total number of pool vehicle journeys undertaken by all pool vehicles in each municipality in the country on (i)(aa) 7 March 2015 and (bb) 8 March 2015 and (ii)(aa) 5 March 2016 and (bb) 6 March 2016 respectively, (b) what was the total distance travelled by pool vehicles of each municipality and (c) how much did the total amount of pool vehicle journeys cost for each day?

Reply:

The question by the Honourable Member is more on operational matters which the Ministry at the national level, does not monitor. The question can therefore best be responded to by the Municipal Managers and the Honourable Member may consider using his representation in those councils.

12 April 2016 - NW341

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Balindlela, Ms ZB to ask the Minister of Higher Education and Training

What measures are in place to ensure that each of the several hundred projects funded by the Construction Education and Training Authority is (a) compliant (i) with the correct procedures for approval and (ii) in the way it operates, (b) providing quality assured training of a high standard and (c) able to account for all of the funds it uses?

Reply:

a) The project allocation process is initiated by the Project Management Unit of the Construction Education and Training Authority (CETA), which conducts a needs analysis, derived from the:

  • National Skills Development Strategy;
  • CETA Sector Skills Plan;
  • CETA five-year Strategic Plan;
  • CETA Annual Performance Plan; and
  • Service Level Agreements.

   (i) The grant allocation approval process is entirely transparent and meets the relevant supply chain management principles. The process involves the following:

  • Applications are made through the CETA online application tool;
  • Evaluations are done independently and recommendations are made to the CETA Board;
  • After approval by the CETA Board, the CETA issues an offer to contract with the successful applicant, which is subject to various conditions, including a due diligence exercise to determine the ability of the approved applicants to implement their proposed projects; and
  • CETA finally approves the relevant grants, only after applicants have satisfied CETA of its ability to implement their proposed projects.

The process that is followed in respect thereof ensures the integrity of the CETA’s project allocation.

  (ii) Since the 2011/12 financial year, all payments to successful applicants were made in accordance with the CETA’s performance based payment system, in terms of which:

  • Payments are made after submission and approval of compliant invoices and supporting documentation;
  • All payments can accordingly be traced back to costs incurred in respect of specific learners, in accordance with the supporting documentation which entities are required to submit prior to receiving payment;
  • The supporting information required before payments are made include, where applicable, learner attendance registers, proof of payment of stipends to learners and proof of receipt of learning materials received by the learners;
  • No advance payments are made to any entities;
  • As a consequence, entities who do not perform in accordance with their project planning will not receive their full grant allocation;
  • Payments are only made in respect of services rendered or expenses incurred; and
  • the CETA has strict invoicing processing compliance requirements in which payments are only made into approved bank accounts, or, in the instance of public entities, separate cost centres, allocated exclusively to the approved CETA project.

(b) Below are the three areas in which the CETA ensures quality:

  • Accountability and conformance to standards;
  • Maintaining and enhancing the quality of facilitation and learning by accredited Skills Development Providers; and
  • Quality enhancement and continually improving practitioners, assessors, moderators and staff.

(c) The following measures are implemented to ensure that CETA accounts for all funds utilised:

  • A commitment schedule, which is reviewed on a regular basis, is maintained;
  • Monthly management reports are reviewed by the Finance Committee;
  • Financial statements are prepared on a quarterly basis;
  • Annual financial statements are reviewed by the Audit Committee; and
  • Annual Financial Statements are audited by the Auditor-General who tests the accuracy, validity and completeness of financial information.

 

Compiler/contact persons:

Ext:

DIRECTOR – GENERAL

STATUS:

DATE:

REPLY TO QUESTION 341 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

12 April 2016 - NW716

Profile picture: Lekota, Mr M

Lekota, Mr M to ask the President of the Republic

(1)Whether, with reference to his address at the opening of the House of Traditional Leaders on 3 March 2016 wherein he stated that the very law that we have today regarding land restitution is lopsided against black persons, he has instructed his Executive to act immediately to rectify the specified law, informed by a new policy, so that both black persons and current land owners who are not black know exactly (a) how the Government intends to resolve the matter of land claims once and forever and (b) in what period of time; if not, why not; if so, what are the relevant (i) details and (ii) time frames; (2) whether he will make a full statement on how the Government will radically increase the pace and the extent of land reform so that the aspirations of black persons are met and restitution is completed

Reply:

1. What I said when I addressed the National House of Traditional Leaders is that a vast number of black people in South Africa had already been dispossessed of their land when the Natives Land Act was passed in 1913. I then asked a question whether in view of this fact it made sense to have 1913 as the starting date for land restitution.

By posing the question mentioned above I was not saying the existing policy on land restitution in no longer operational. Should there be a need for a change of policy in this area, proper procedures of policy development will be followed, which will include consulting important stakeholders in the sector.

2. The pace of land reform has been very slow. One of the major contributors has been the matter of property valuations, which resulted to some landowners pricing the land under consideration for land redistribution very high. It is for this reason that we submitted to Parliament the Property Valuation Bill, which Parliament subsequently passed into law. One of the provisions of the Property Valuation Act is the establishment of the Office of the Valuer-General, which is tasked with the responsibility of valuating property that has been identified for expropriation and land reform purposes.

It is our belief that the establishment of this office will assist in accelerating the pace of land reform.

12 April 2016 - NW839

Profile picture: Boshoff, Ms SH

Boshoff, Ms SH to ask the Minister of Basic Education

Are the qualifications of teachers verified with the SA Qualifications Authority (SAQA) prior to their appointment to teaching posts; if not, why not; if so, how many teachers (a) have had their qualifications verified by SAQA (i) in the (aa) 2011, (bb) 2012, (cc) 2013, (dd) 2014 and (ee) 2015 academic years and (ii) since 1 January 2016 and (b) how many were found to have misrepresented their qualifications during the specified academic years and period?

Reply:

There is no requirement for the verification of national teacher education qualifications of South African Citizens by the South African Qualifications Authority (SAQA).

However, all teachers are required to submit their qualifications to education departments for evaluation to be employed in education. The policy on the Criteria for the Evaluation and Recognition for Qualifications for Employment in Education, former Department of Education, 2000, published in Notice No. 935, Government Gazette No. 21565 of 22 September, 2000 is in the process of being revised. This policy describes the process and procedures for the evaluation, approval and recognition of initial qualifications, advanced and postgraduate qualifications for employment in education and the assigning of Requirement Education Qualification Value (REQVs) to these qualifications.

The principal end users of this policy are evaluators of teacher qualifications in national and provincial departments of education and admissions officials at universities and higher education institutions that offer teacher education to ensure that teacher applicants are admitted to the correct and most appropriate qualification type and programme.

 

12 April 2016 - NW355

Profile picture: Bhanga, Mr BM

Bhanga, Mr BM to ask the Minister of Basic Education

What was the (a) salary and (b) performance bonus of each public school principal in 2015?

Reply:

What was the (a) salary and (b) performance bonus of each public school principal in 2015?

(a) The table below shows a summary of Principal annual and monthly basic salary. The annual and monthly salaries are summarised by the level of a principal and the number of principals on each salary notch. This is a summary of the position as at December 2015.

Annual Basic Salary (R)

Monthly Basic Salary (R )

Number of Principal per level

(level is determined by size of the school)

   

Principal P1

Principal P2

Principal P3

Principal P4

Principal P5

Principal S1

Grand Total

123 000

10 250

         

1

1

162 516

13 543

         

1

1

164 157

13 680

         

1

1

169 113

14 093

         

1

1

170 814

14 235

         

1

1

179 532

14 961

         

1

1

188 673

15 723

         

1

1

190 569

15 881

         

1

1

194 400

16 200

         

1

1

196 335

16 361

         

1

1

198 297

16 525

         

2

2

200 478

16 707

         

1

1

202 476

16 873

         

1

1

206 547

17 212

         

1

1

208 620

17 385

         

2

2

212 811

17 734

         

4

4

214 929

17 911

         

2

2

217 074

18 090

         

1

1

219 258

18 272

         

4

4

221 445

18 454

         

1

1

223 674

18 640

         

3

3

228 165

19 014

         

5

5

230 445

19 204

         

3

3

232 752

19 396

         

4

4

235 077

19 590

         

3

3

237 420

19 785

         

5

5

239 790

19 983

         

4

4

242 169

20 181

         

6

6

244 617

20 385

         

8

8

247 062

20 589

         

3

3

249 528

20 794

         

2

2

252 012

21 001

         

2

2

254 541

21 212

         

1

1

257 082

21 424

         

8

8

259 650

21 638

         

4

4

262 254

21 855

         

8

8

264 885

22 074

         

4

4

267 531

22 294

108

       

4

112

270 195

22 516

43

       

5

48

272 904

22 742

87

       

5

92

275 622

22 969

65

       

8

73

278 397

23 200

53

       

5

58

281 157

23 430

27

       

1

28

283 986

23 666

20

       

1

21

286 815

23 901

5

         

5

289 698

24 142

6

       

3

9

292 581

24 382

36

       

1

37

297 114

24 760

21

         

21

300 087

25 007

21

       

1

22

303 105

25 259

37

       

1

38

306 111

25 509

72

       

4

76

309 189

25 766

113

       

2

115

312 267

26 022

84

       

4

88

315 396

26 283

72

       

3

75

318 543

26 545

69

814

     

4

887

321 723

26 810

71

405

     

4

480

324 957

27 080

66

566

     

4

636

328 203

27 350

50

397

     

1

448

331 494

27 625

41

395

     

1

437

334 809

27 901

19

235

     

1

255

338 163

28 180

19

98

     

1

118

341 538

28 462

9

76

       

85

344 946

28 746

11

95

       

106

348 384

29 032

12

69

       

81

351 870

29 323

9

107

       

116

355 410

29 618

6

95

       

101

358 956

29 913

6

132

       

138

359 655

29 971

 

1

       

1

362 547

30 212

5

291

       

296

366 159

30 513

7

419

     

1

427

369 810

30 818

9

390

       

399

373 524

31 127

12

432

       

444

377 259

31 438

10

409

     

1

420

381 027

31 752

4

404

691

     

1099

384 831

32 069

4

341

376

     

721

388 683

32 390

6

288

538

     

832

392 574

32 715

5

203

480

1

   

689

396 510

33 043

5

149

393

     

547

400 464

33 372

4

194

332

     

530

404 451

33 704

3

142

100

     

245

408 528

34 044

7

111

47

     

165

412 596

34 383

5

110

62

     

177

416 721

34 727

5

131

59

     

195

420 894

35 075

3

156

123

     

282

427 413

35 618

 

50

59

     

109

431 691

35 974

 

37

91

     

128

435 993

36 333

 

52

194

     

246

440 364

36 697

 

35

267

477

   

779

444 753

37 063

 

64

391

315

 

1

771

449 205

37 434

 

21

353

326

   

700

453 714

37 810

 

4

319

336

   

659

458 223

38 185

1

7

335

244

   

587

462 819

38 568

 

6

371

182

   

559

467 448

38 954

 

13

299

48

   

360

472 128

39 344

1

10

238

22

 

1

272

476 835

39 736

 

7

187

29

   

223

481 602

40 134

 

13

151

38

   

202

486 432

40 536

 

13

110

53

   

176

491 301

40 942

 

14

107

42

   

163

496 206

41 351

 

6

87

62

   

155

501 168

41 764

 

11

78

101

   

190

506 178

42 182

 

12

49

115

   

176

511 245

42 604

 

10

49

154

   

213

516 348

43 029

 

8

42

181

   

231

521 517

43 460

 

7

49

196

   

252

523 788

43 649

   

1

     

1

526 743

43 895

 

10

79

231

   

320

531 999

44 333

 

11

52

218

   

281

537 324

44 777

 

2

26

231

1

 

260

542 688

45 224

   

4

191

65

 

260

548 112

45 676

 

1

4

172

47

 

224

553 614

46 135

   

6

88

45

 

139

559 134

46 595

 

1

5

53

58

 

117

564 738

47 062

 

1

2

19

40

 

62

570 378

47 532

 

1

2

10

45

 

58

576 078

48 007

 

1

2

9

9

 

21

581 838

48 487

 

2

3

12

1

 

18

587 646

48 971

 

1

4

13

2

 

20

593 541

49 462

   

3

11

2

 

16

599 460

49 955

   

1

8

2

 

11

605 460

50 455

     

1

3

 

4

611 517

50 960

   

3

5

3

 

11

617 637

51 470

     

11

12

 

23

623 793

51 983

     

3

19

 

22

630 033

52 503

     

3

28

 

31

636 330

53 028

   

1

 

28

 

29

642 702

53 559

     

2

26

 

28

649 149

54 096

       

19

 

19

655 635

54 636

     

2

20

 

22

662 178

55 182

     

1

18

 

19

668 814

55 735

       

4

 

4

675 501

56 292

       

3

 

3

682 236

56 853

       

1

 

1

768 762

64 064

   

1

     

1

Grand Total

 

1 354

8 086

7 226

4 216

501

170

21 553

Source: PERSAL

(b) The current performance management dispensation for school-based educators does not provide for a performance bonus.

12 April 2016 - NW593

Profile picture: Mhlongo, Mr TW

Mhlongo, Mr TW to ask the Minister of Cooperative Governance and Traditional Affairs

Whether, with reference to his reply to question 4092 on 8 December 2015, his department has received the outstanding information from the metropolitan municipalities; if not, why not; if so, when will the information be made available as requested?

Reply:

The requested information from Metropolitan Municipalities is yet to be received and the efforts are being made to follow up on them. The Honourable Member will therefore be updated on progress.

12 April 2016 - NW678

Profile picture: Hunsinger, Dr CH

Hunsinger, Dr CH to ask the Minister of Transport

How many persons were suspended with full pay in (i) her department and (ii) each entity reporting to her, excluding the Passenger Rail Agency of SA, in the (aa) 2012-13, (bb) 2013-14 and (cc) 2014-15 financial years, (b) what amount was paid to each of the specified persons in each of the specified entities in each month in each of the specified financial years, (c) what were the reasons for (i) the suspensions, (ii) suspending the persons with full pay and (iii) the delays in resolving the suspensions in each case respectively and (d) what steps is she taking to resolve these suspensions?

Reply:

Department

a) How many persons have been suspended with full pay within (i) her department.

(aa) 2012/13 – None

(bb) 2013-14 – 1 X DDG for 10 months. The value for the duration is R983 851.49

(cc) 2014-15 financial years – Five (05) employees to the value of R1 015 228.91

  • 2 Deputy Directors-General (3 Months and 15 days)
  • 1 Director (3 months and 20 days)
  • 1 Deputy Director (3 months and 20 days)
  • 1 Assistant Director (4 months and 10 days)

(b) in each specified case, what (i) is the value of these payments for each month by her department

2013/2014 FINACIAL YEAR

NUMBER OF EMPLOYEES

MONTH

VALUE OF PAYMENTS

One employee

May 2013

R0

 

June

R77 356.42

 

July

R94 116.98

 

August

R94 116.98

 

September

R153 559.29

 

October

R94 116.98

 

November

R94 116.98

 

December

R94 116.98

 

January 2014

R94 116.98

 

February

R94 116.98

 

March

R94 116.98

TOTAL

R 983 851.49

2014/2015 FINACIAL YEAR

Employee 1

April 2014

R138 386.61

TOTAL

R138 386.61

   

Employee 2

July 2014

R118 521.91

 

August 2014

R124 311.78

 

September 2014

R53 130.51

TOTAL

 

R295 964.20

     

Employee 3

October 2014

R27 974.57

 

November 2014

R70 907.76

 

December

R70 907.76

 

January

R70 907.76

 

February

R23 312.74

TOTAL

 

R264 010.00

     

Employee 4

October 2014

R16 478.74

 

November 2014

R41 769.04

 

December 2014

R41 769.04

 

January 2015

R41 769.04

 

February 2015

R13 732.29

Total

 

R155 518.14

     

Employee 5

October 2014

R36 545.71

 

November 2014

R37 020.79

 

December 2014

R37 020.79

 

January 2015

R37 020.79

 

February 2015

R13 741.90

Total

 

R161 349.96

Grand Total – 2014/15

 

R1 015 228.91

(c) what were the reasons for (i) these suspensions,

The officials committed serious allegations of misconduct that warranted precautionary suspension.

(ii) reasons for suspending the persons with full pay

Precautionary suspension is always with full pay in terms of Chapter 7, clause 2(b) of the Senior Management Service Handbook and clause 7.2 of the Disciplinary Code and Procedure (Resolution 1 of 2003).

(iii) the delay in resolving the suspension in each case respectively

The complexity of the investigations is the cause of the delay.

(d) what steps is she taking to resolve these suspensions?

All the above-mentioned cases were resolved.

Airports Company South Africa SOC Limited (ACSA)

(a)(ii) The Airports Company South Africa, placed employees under suspension with full pay pending investigation and possible disciplinary action during the financial years under review as follows:

(aa) 2012/13

During the period under review, nine (9) employees were placed under suspension with full pay for the average period of approximately three (3) months (92 days). The total value of the salaries paid to the nine (9) employees during the period under review for suspension with full pay amounted to R 286 889.90.

All cases were concluded, with outcomes reached within set timeframes of investigation, resolution and finalization of such matters.

(bb) 2013/14

During the financial year under review, nineteen (19) employees were placed on suspension with full pay for the average period of approximately three (3) months (95 days). The total amount of salaries paid to the nineteen (19) employees during the period of suspension under review amounted to R 880 462.11

All cases were concluded, with outcomes reached within set timeframes of investigation, resolution and finalization of such matters.

(cc) 2014/15

During the financial year under review, thirty four (34) employees were placed under suspension with full pay for the average period of below three (3) months (77 days). The total amount of salaries paid to the thirty four (34) employees during the period under review of suspension with full pay amounted to R 2 298 887.60

All cases were concluded, with outcomes reached within set timeframes for investigation, resolution and finalization of such matters.

(c)(i) and (ii) Reasons for suspension and disciplinary action during the requested review period

The reasons for suspensions to facilitate investigation and conclusion of matters during the period under review were many and varied as reflected in the list below:

  • Assault
  • Breach of policy
  • Collusion
  • Concealment of information
  • Damage to property
  • Desertion of post
  • Dishonesty
  • Embezzlement of funds
  • Forging of sick note
  • Fraud
  • Gross negligence and/or competence, violation of policy.
  • Illegal micro lending
  • Insubordination
  • Intimidation, abusive and insulting
  • Misrepresentation
  • Misuse of property
  • Non-disclosure of criminal record
  • Sleeping on duty
  • Tempering
  • Theft
  • Unacceptable conduct
  • Unauthorised conduct
  • Use of foul and insulting language

(iii) Conclusion of disciplinary action during the requested review period

All of the suspensions with full pay for the three (3) sets of financial years have been finalised and there were no delays in the investigation and finalisation of disciplinary processes. Outcomes of majority of the disciplinary processes mainly resulted in decisions of:

  • Dismissal
  • Acquittal and
  • Final written warnings

(d) Solution for the reduction of suspensions with full pay

A benchmark has been set for resolution of suspensions with full pay within a period of three (3) months. Suspension of employees with full pay will be used as an action of last resort in deserving cases of serious financial and criminal misconduct. While some suspensions with full pay may be longer than others, the average period of three months (3) will be the guiding principle.

South African Civil Aviation Authority (SACAA)

  1. (i) N/A (ii) the South African Civil Aviation Authority suspensions are listed below for (aa) there were none, for 2012/13, (bb) there were none for 2013/14, and (cc) for 2014/15 as per table below. (ii) (aa) (bb) (iii) and (iv) are stated in the table below.

Name Department

No. of days suspended

Reasons for suspension

Payment value of suspension in rand per month

Delay and Reasons

Action taken to resolve the matters

Accident and Incident Investigation Division

90 days

Serious misconduct relating to misrepresentation of qualifications

R59,782.76 x3 months

R179.348.28

No delay*

An internal disciplinary process was undertaken and the employee was dismissed.

Air Safety Operations Division

90 days

Serious Misconduct unethical conduct when doing inspection and audit.

R70,654.22 x 3 months

R211,962.66

No delay*

An internal disciplinary process was undertaken and the employee was dismissed.

Air Safety Operations Division

90 days

Serious misconduct relating to conflict of interest and contravention of Civil Aviation Act, section 98.

R51,442.43 x 3 months

R154,327.29

No delay*

The employee resigned before the disciplinary hearing was held.

Air Safety Operations Division

14 days

Serious misconduct relating to conviction on criminal case.

N/A

No delay*

An internal disciplinary hearing was conducted and the charges against the employee were dismissed by the Chairperson of the hearing.

Air Safety Operations Division

120 days

Serious misconduct relating misrepresentation of flying experience.

R97,707.48 x 4 months

R390,829.92

Under the control of external investigations.

An internal disciplinary process was undertaken and the employee was dismissed.

Air Safety Operations Division

150 days

Serious misconduct relating to misrepresentation of qualifications.

R57,258.57 x 5 months

R286,292.85

Some delay experienced during festive holidays.

An internal disciplinary process was undertaken and the employee was dismissed.

Total

   

R1,222,761.00

   

Footnote: * means that the suspension was within the SACAA Disciplinary Management Policy.

Air Traffic and Navigation Services SOC Limited (ATNS)

Department

Date Suspended

Date Suspension Uplifted Termination

Value of payment per month

Total of payment whilst on suspension

Reason for Suspension

Reason for Delay in resolving matter

What is being done to resolve

Reason for suspension with full pay

2012/2013

ATNS

25 September 2012

24 December 2012

R56 767.00

R163 307.00

KPMG Audit –

Whistle blowing matter

Matter was dealt with as expedient as possible taking the audit into consideration.

Matter concluded

According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay

ATNS

31 August 2012

14 September 2012

R20 833.33

R10 575.00

Gross Insubordination

Non availability of internal qualified Chairman.

Matter concluded.

According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay

ATNS

25 September 2012

24 December 2012

R72 399.00

R211 618.00

KPMG Audit

Whistle blowing matter

Matter was dealt with as expedient as possible taking the audit into consideration.

Matter concluded.

According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay

ATNS

28 March 2013

1 August 2013

R153 333.00

R634 561.00

Gross Insubordination

External legal team appointed based on seniority.

Matter concluded.

Employee dismissed.

According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay

2013/2014

ATNS

4 July 2013

5 September 2013

R128 808.00

R271 466.00

Gross dishonesty

External legal team appointed due to seniority of employee.

Matter concluded.

According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay

ATNS

13 March 2014

25 July 2014

R80 424.00

R357 004.00

Gross Insubordination

External legal team appointed due to the seniority of the employee.

Matter concluded

According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay

2014/2015

ATNS

16 May 2014

31 October 2015

R111 435.00

R1 950 958.07

Whistle Blower on allegations of racism, discrimination, intimidation and victimisation of black employees.

Extensive internal disciplinary hearing finalised.

Matter Concluded. Employee resigned before finalization of disciplinary hearing.

According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay

ATNS

16 May 2014

25 September 2015

R94 350.00

R1 557 411.00

Whistle Blower on allegations of racism, discrimination, intimidation and victimisation of black employees.

Extensive internal disciplinary hearing finalized.

 

Matter Concluded.

Employee dismissed.

According to the Labour Relations Act, a suspension preceding a disciplinary hearing is a preventative suspension and must always be with full pay

Ports Regulator of South Africa

The Ports Regulator has never suspended any of its employees since starting operations in 2007.

South African Maritime Safety Authority ( SAMSA)

  1. (ii)

Number of persons suspended

Number of months person suspended

Amount p/m

Reasons for suspension

Why Suspension with full pay?

Reasons for delays in resolving the matter

What are the Steps to resolve the matter?

2012-13

1

3 months

R69 141.49

Misconduct

Precautionary suspension

CCMA process took long

Resolved

2013-14

1

1 month

R28 818.12

Misconduct

Precautionary suspension

Hearing process

Resolved

2014-15

1

3 months

R70 616.58

Misconduct

Precautionary suspension

Investigation

Matter referred to the Labour Court

1

6 months

R18 853.99

Misconduct

Precautionary suspension

Sick leave by staff member & initiator

Matter resolved

Railway Safety Regulator (RSR)

ii. (aa) No persons were suspended during the 2012-13 reporting period.

ii. (cc) 2014/15 FINANCIAL YEAR

NO. OF PERSONS

REASONS FOR SUSPENSION

PERIOD OF SUSPENSION

MONEY PAID DURING SUSPENSION

1

Gross dishonesty, Financial misconduct, Insubordination and Breach of Duty of Trust.

Four months

R388, 700,96

1

Misconduct

One month

R42, 316

TOTAL

2

   

R431,016.96

(bb) 2013/14 FINANCIAL YEAR

NO. OF PERSONS

REASONS FOR SUSPENSION

PERIOD OF SUSPENSION

MONEY PAID DURING SUSPENSION

1

Misconduct

One month

R81, 433,50

1

Misconduct

Two months

R46, 474,64

TOTAL

2

   

R127, 908,14

(b)(iv) All the suspensions were conducted in compliance with the RSR’s Disciplinary Policy, which makes allowances for suspensions with full pay.

Cross-Border Road Transport Agency (CBRTA)

(a)(ii) The CBRTA in the (aa) 2012-13 (bb), 2013-14 (cc) 14-15 financial years (b) suspended a total of eight (8) persons as outlined in the schedule of suspensions table listed below. (b) The amount was paid to each of the specified persons in each month in each of the specified financial years, (c) the reasons for (i) the suspensions and (iii) the delays in resolving the suspensions in each case respectively are all provided in the table below.

Position

(aa)(bb)(cc)Financial years

Period

(c)(i) (ii)

Reason for suspension

(c)(iii) Delay in resolving these matters

(b) Monthly amount paid

HR Generalist

FY12/13

FY12/13

November 2012 - January 2013

Suspended for 65 days

Alleged Misconduct. Recruitment process not followed for appointment of new hires. Verbal offers of employment extended before requisite approval.

The matter was not delayed. The suspension was uplifted and an informal disciplinary hearing was conducted.

R 36,744

Chief Road Transport Inspector

FY12/13

FY13/14

February 2013 – April 2013

Suspended for 65 days

Alleged misconduct. Making use of employer's resources for personal benefit. Leave without authorisation

The matter was not delayed. Disciplinary hearing was conducted.

R 38,133

Senior Manager Human Resources

FY13/14

FY13/14

March 2013 – April 2013

Suspended for 43 days

Alleged Misconduct. Unprofessional conduct, fraudulently changing performance score, failure to carry out responsibilities with recruitment of Road Transport Inspectors

The matter was not delayed, the employee resigned pending disciplinary enquiry

R 66,371

Position

(aa)(bb)(cc)Financial years

Period

(c)(i) (ii)

Reason for suspension

(c)(iii) Delay in resolving these matters

(b) Monthly amount paid

Senior Manager Law Enforcement

FY 13/14

FY 14 /

15

November 2013 – November 2014

Suspended for 260 days

Alleged misconduct. Gross Insubordination, unruly behaviour, gross negligence

Delays with investigations due to unavailability of witnesses due to work pressures as well as year-end closure.

Further delays with serving the employee with disciplinary hearing notice due to unavailability.

Postponement of disciplinary hearing on account of employee's request for more time to prepare.

First hearing adjourned on the basis of a technicality raised by the employee and his representative.

Still more delays for a few scheduled hearing dates due to unavailability of the employee's representative.

Eventually the case went to the CCMA for pre-dismissal arbitration.

The pre-dismissal arbitration was delayed among others due to ill health of the employee, unavailability of his representative, ill health of the Commissioner; interdict an application to the High Court by the employee.

The matter was settled on 3 November 2014.

R 75,467

Executive Manager: Human Resources & Administration

FY13/14

FY14/15

February 2014 - July 2014

Suspended for 108 days

Allegations of misconduct - Gross dereliction of duty, gross insubordination, and gross negligence

Matter delayed by changes to external investigators. Finally a settlement agreement was entered into

R 110,933

Executive Manager: Facilitation & Industry Development

FY14/15

FY14/15

May 2014 - November 2014

Suspended for 130 days

Allegations of misconduct - Gross insolence and undermining authority of superior

The matter was not delayed. After further investigations, the matter was partly heard. The employee requested a settlement agreement

R 131,098.50

Position

(aa)(bb)(cc)Financial years

Period

(c)(i) (ii)

Reason for suspension

(c)(iii) Delay in resolving these matters

(b) Monthly amount paid

Senior Data Administrator

FY14/15

FY15/ 16

July 2014 – May 2015

Suspended for 216 days

Allegations of misconduct - Frequent late-coming, Repeated absence without permission, Abscondment/desertion, Gross insubordination

Suspension and hearing delayed on account of repeated failure by employee to respond to acknowledge receipt and/or to respond to disciplinary documentation, failure to attend the inquiry.

Unsuccessful use of the services of the Sheriff of the Court to serve documentation to employee.

1st hearing conducted in employee's absence which led to her dismissal.

Appeal chairperson granted that another hearing be conducted where she will be given an opportunity to state her case.

2nd hearing delayed due to unavailability of representative, ill-health of employee. Hearing finalised.

R 31,951

Position

(aa)(bb)(cc)Financial years

Period

Reason for suspension

Delay in resolving these matters

Monthly amount paid

Senior Manager Information Technology

FY14/15

FY15/ 16

October 2014 – July 2015

Suspended for 216 days

Allegations of misconduct - Intended fraud.

Investigations into the alleged misconduct were lengthy and required extended time.

When suspension was uplifted with intention to pursue hearing, employee resigned.

R 79,679

(d)Mitigation against future costs related to employee suspensions:

The C-BRTA developed and adopted Management Guidelines for Employee Suspensions (as attached) that line management will now use when considering suspensions. The overall effect is that to date employee suspensions have become minimal and where there is a need to isolate an employee from operations while investigations are underway, the employee is placed in other non-related roles to best derive equitable value for the salary earned.

Road Accident Fund (RAF)

  1. (ii) The Road Accident Fund (RAF), who employs over 2500 people, suspended with full pay (aa) 9 employees in 2012-13, (bb) 20 employees in 2013-14, and (cc) 10 employees in the 2014-15 financial years,
  1. the value of the matters for each month in each financial year are:
 

(aa) 2012-13

(bb) 2013-14

(cc) 2014-15

April

R 76 000.00

R 160 000.00

R 420 000.00

       

May

R 45 000.00

R 215 000.00

R 465 000.00

       

June

R 85 000.00

R 255 000.00

R 420 000.00

       

July

R 85 000.00

R 245 000.00

R 450 000.00

       

August

R 75 000.00

R 225 000.00

R 420 000.00

       

September

R 90 000.00

R 125 000.00

R 550 000.00

       

October

R 55 000.00

R 100 000.00

R 550 000.00

       

November

R 30 000.00

R 205 000.00

R 430 000.00

       

December

R 58 000.00

R 175 000.00

R 320 000.00

       

January

R 92 000.00

R 200 000.00

R 130 000.00

       

February

R 70 000.00

R 300 000.00

R 130 000.00

       

March

R 70 000.00

R 420 000.00

R 130 000.00

  1. (i) the reasons for the suspensions, which relate to anything from misconduct to fraud, are to manage the risk of the employee to interfering with witnesses and/or evidence; where the continued presence of the employee presents a threat to life or property; or where the employee’s presence will have a disruptive effect on other employees, (ii) the CCMA and Labour Court generally consider suspension without pay an unfair labour practice, therefore the RAF Disciplinary Policy provides for the suspension of an employee on full pay in the aforementioned instances, (iii) delays in resolving the matters may be experienced due to any one or more reasons, including ongoing investigations that must be completed; the employee getting sick; CCMA referrals for unfair labour practices; and, requests for legal representation and determination, which if granted, impacts on the time taken to conclude hearings, and
  1. in order to resolve future matters the RAF is amending its Disciplinary Policy to curb the maximum period for which an employee may be suspended on full pay and requiring the employee be charged no later than one month after the suspension.

Road Traffic Management Corporation (RTMC)

(ii) Road Traffic Management Corporation

(aa) 2012 - 2013 = five (5) employees

(bb) 2013 – 2014 = Five (5) Employees

(cc) 2014 – 2015 = One (1) Employees

  1. 2012-2013

Employee

Monthly salary

No. 1

R 18 421.39

No. 2

R 13 961.89

No. 3

R 10 815.07

No. 4

R 35 980.71

No.5

R 14 383.92

2013-2014

Employee

Monthly salary

No. 1

R 38 565.30

No. 2

R28 490.88

No. 3

R 35 256.08

No. 4

R 14 171.32

No.5

14 383.92

2014-2015

Employee

Monthly salary

No. 1

R 35 256.08

  1. (i) The reasons for the suspension were that the acts of misconduct were very serious and another reason was to conduct the investigation free from possible interference by the employees, in terms of paragraph 9.2 (i) & (ii) of the Disciplinary Code and Procedures of the Corporation

(ii) The suspension of this kind is with full pay in terms of paragraph 9.2 (b) of the Disciplinary Code and Procedures of the Corporation.

(iii) The delays were caused due to the investigation which took longer than we expected. Charges are informed by the Investigation report and therefore if finalization of the investigation delays, then the process of charging the employee/s delays.

(d). As soon as the employee is suspended, processes will be put in place to ensure that the investigation unfolds immediately without any delay. This will ensure that there are no unnecessary delays in the finalization of cases and suspensions.

Road Traffic Infringement Agency (RTIA)

  1. (ii) Suspensions with Full Pay

2012/13

2013/14

2014/15

None

None

1

  1. R 261 541.15 for the period September 2014 to February 2015

Gross salary per month:

September 2014- R39 401.44

October 2014- R39 401.44

November 2014- R39 401.44

December 2014- R39 401.44

January 2015- R64 533.97

February 2015- R39 401.44

  1. Reason for suspension
  1. Misconduct;
  2. The suspension was with full pay; and
  3. A lengthy disciplinary process was undertaken and the employee was given a final written warning
  1. The disciplinary hearing concluded the process.

South African National Roads Agency Limited (SANRAL)

None of the South African National Roads Agency (SOC) Ltd (SANRAL) staff members were suspended during the years under review

12 April 2016 - NW439

Profile picture: Malema, Mr J

Malema, Mr J to ask the President of the Republic

(1)Whether he intends to redeploy the Minister of Cooperative Governance and Traditional Affairs to the Ministry of Economic Development; if not, (2) whether he has found that the Minister of Cooperative Governance and Traditional Affairs has the appropriate experience to deal with the crisis that exist in local government?

Reply:

  1. I appointed the Minister of Cooperative Governance and Traditional Affairs in terms of section 91(2) of the Constitution of South Africa, 1996.

12 April 2016 - NW764

Profile picture: Volmink, Mr HC

Volmink, Mr HC to ask the Minister of Health

With regard to the five key recommendations made in the Ministerial Task Team’s Report on the Health Professions Council of South Africa (HPCSA) presented in October 2015, has the HPCSA Board agreed to any of these recommendations; if not, (a) why not and (b) what further action(s) will he take if the HPCSA rejects any or all of the recommendations; if so, (i) which recommendations did the HPCSA agree to and (ii) what time frames have been given for the implementation of the specified recommendations?

Reply:

The HPCSA is an independent organisation, as such, it has a legal obligation to adhere to all Constitutional and relevant legislative prescripts in the exercise of its mandate. The implementation of the recommendation made in the Ministerial Task Team Report on the Health Professions Council of South Africa (HPCSA) is therefore subject to adherence to these prescripts. I am being kept informed by the HPCSA on the progress in this regard.

 (a) At this point, I have not been informed by the HPCSA that any of the recommendations of the Ministerial Task Team have been rejected;

 (b) Not applicable;

 (i) Not applicable;

 (ii) A final implementation report is expected by the end of April 2016

END.

12 April 2016 - NW449

Profile picture: Lekota, Mr M

Lekota, Mr M to ask the President of the Republic

(1)Whether, in view of the great necessity to have policy certainty in these dire economic times, he had canvassed various organisations (details furnished) to obtain their total and unreserved support for the (a) eight points he and the business leaders with whom he had been meeting in February 2016 had agreed to, (b) National Development Plan and (c) rapid elimination of convoluted bureaucracy impeding the functioning and expansion of small businesses; if not, why not; if so, what are the details of the agreements with each of the various organisations; (2) whether he will make a statement on his commitment to creating a business-friendly climate to prove that South Africa was indeed open for business?

Reply:

  1. The National Development Plan is supported by the vast majority of South Africans and many important stakeholders in our society. Government, working together with other societal sectors, is implementing the NDP through the Medium Term Strategic Framework. The meeting with the captains of industry in February 2016 reached a decision that the eight points you have alluded to in the question will be processed by a joint government-business task lead led by the Minister of Finance and the Chairperson of the board of Telkom, Mr Jabu Mabuza.
  2. I have said on many occasions that South Africa is open for business. This is the same message the South African delegation took to the World Economic Forum in Davos in January this year. Recently the Minister of Finance led a South African delegation of government, business and labour leaders on an international tour meeting with investors to communicate the message that South Africa is open for business and investment. I have also established an Inter- Ministerial Committee which I chair to look at ways in which investment can be attracted to our country and to remove obstacles to investments.

12 April 2016 - NW75

Profile picture: Brauteseth, Mr TJ

Brauteseth, Mr TJ to ask the Minister of Basic Education

Whether she has entered into a performance agreement with the President, Mr Jacob G Zuma, with regard to the implementation of the Medium-Term Strategic Framework (MTSF) 2014-2019

Reply:

Whether she has entered into a performance agreement with the President, Mr Jacob G Zuma, with regard to the implementation of the Medium-Term Strategic Framework (MTSF) 2014-2019

The Minister of Basic Education Mrs A Motshekga, MP, has signed her Performance agreement with the President, Mr Jacob G Zuma in December 2014.

a) Which key indicators and targets from the MTSF are reflected in the agreement

The indicators in the Agreement are as captured in the Outcome 1 MTSF chapter. In summary, these indicators come from the following areas:

  1. Impact Indicators – which come from the Action Plan to 2019
  2. Sub-Outcome 1: Teacher supply, development and effective utilisation
  3. Sub-Outcome 2: Provision of infrastructure
  4. Provision of Learning and Teaching Support Materials
  5. Sub-Outcome 3: Improving assessment (ANA)
  6. Sub-Outcome 4: Improving Grade R and extension of Early Childhood Development (ECD).
  7. Sub-Outcome 5: Strengthening accountability at schools and district level
  8. Sub-Outcome 6: Partnerships for education reform and improved quality

b) How many performance assessments has she undertaken in consultation with the President since the agreement was signed?

The Minister’s performance has been assessed through the Cabinet Memorandum which is tabled before Cabinet every quarter. In this financial year, two reports have been tabled at Cabinet, and the third quarterly report is being prepared for submission to the Department of Planning Monitoring and Evaluation by March 2016.

c) What progress has been made in meeting the key indicators and targets from the MTSF?

Significant progress has been made for the 2015/16 financial year. As at the end of the second quarter, out of a total of 55 indicators, performance is as reflected below:

  1. Eleven (11) indicators were fully achieved;
  2. Forty (40) indicators were work in progress with the assurance that the targets for 2015/16 will be met by the end of the financial year;
  3. No indicators were under-performing due to reasons stated in question (d); and
  4. Four (4) indicators have not been reported because of lack of tools to collect the required data or information.

 

d) What are the key obstacles to implementation?

  1. Lack of Agreement, tool and regularity in the administration of the ANA;

(ii) Concurrent functions challenges in providing information required from provincial departments of education in the correct format timeously; and

(iii) Interdepartmental dependency in providing information, such as the ECD programmes, ICT and Teacher Development.

e) What is the plan to address such obstacles?

  1. The lack of Agreement, tool and regularity in the administration of the ANA:
  • The Department is in the process of resuscitating the ELRC as a platform for engagement and,
  • The Department has established a task team with representatives from teacher unions to deal with the instrument and the frequency of the administration of the ANA.

(ii) Concurrent functions challenges:

  • The department has started developing the norms and standards, business processes and sector plans to be used to solicit the buy in of the provinces to comply with the key deliverables of the sector;

(iii) Interdepartmental dependency:

  • These challenges are attended to at the Cabinet Cluster meetings, MINMECs and Minister’s Implementation Forum (MIF);
  • The department’s Director General also holds bilateral meetings with the Director Generals of the affected departments.

 

NW75E

12 April 2016 - NW902

Profile picture: Mbatha, Mr MS

Mbatha, Mr MS to ask the Minister of Higher Education and Training

(1)Has he earned any additional income from businesses, in particular businesses doing work for the Government, since his appointment as Minister; if so, (a) when, (b) how much did he earn, (c) from which businesses and (d) for what work; (2) whether his (a) spouse, (b) children and (c) close family earned income from businesses, in particular businesses doing work for the Government, through his appointment as Minister; if so, in respect of each case, (i) when, (ii) how much did each earn, (iii) from which businesses and (iv) for what work?

Reply:

(1) No

(a) - (d) Not applicable

(2) No

(a) - (c) Not applicable

 

 

COMPILER/CONTACT PERSONS:

EXT:

DIRECTOR – GENERAL

STATUS:

DATE:

QUESTION 902 APPROVED/NOT APPROVED/AMENDED

Dr BE NZIMANDE, MP

MINISTER OF HIGHER EDUCATION AND TRAINING

STATUS:

DATE:

12 April 2016 - NW226

Profile picture: Chewane, Dr H

Chewane, Dr H to ask the Minister of Health

Has his department awarded any contracts to companies indirectly or directly owned by certain persons (names furnished) in the (a) 2012-13, (b) 2013-14 and (c) 2014-15 financial years; if so, in each specified financial year, (i) how many times were such contracts awarded and (ii) for what amount?

Reply:

No.

END.

12 April 2016 - NW729

Profile picture: Maynier, Mr D

Maynier, Mr D to ask the President of the Republic

(1)Whether any meeting took place where he (a) in line with his power to appoint Ministers and Deputy Ministers in accordance with section 91(3) of the Constitution of the Republic of South Africa, 1996 and/or (b) any (i) member, (ii) employee and/or (iii) close associate of the Gupta family allegedly offered the Deputy Minister of Finance, Mr Mcebisi H Jonas, (aa) the position of Minister of Finance and/or (bb) any financial inducements to accept the specified position offered; if not, what is the position in this regard; if so, in each specified case, (aaa) what are the names of the persons whom the Deputy Minister met, (bbb) when and (ccc) where did each such meeting take place and (ddd) what are the relevant details of each specified meeting; (2) whether the Deputy Minister reported the (a) meeting(s) and/or (b) offer(s) of inducement; if so, in each specified case, (i) to whom and (ii) when was it reported;

Reply:

  1. I am unaware of such a meeting taking place except for the public statement that was recently made by the Deputy Minister of Finance.

12 April 2016 - NW346

Profile picture: Maynier, Mr D

Maynier, Mr D to ask the President of the Republic

(1) Whether he decided to remove the former Minister of Finance, Mr Nhlanhla Nene, from the finance portfolio on 9 December 2015; if not, what is the position in this regard; if so, why was he removed; (2) whether he consulted any person (a) before the removal of Mr Nene and/or (b) after the removal of Mr Nene on 9 December 2015; if not, why not, in each case; if so, (i) what is the (aa) name and (bb) designation of each specified person consulted and (ii) why were the specified persons consulted; (3) whether the decision to remove Mr Nene had any implications for the state of the economy; if not, why not; if so, what are the relevant details;

Reply:

1. It is a matter of public record that Mr Nhlanhla Nene was relieved from his duties as a Minister of Finance on 9 December 2015. It is the prerogative of a sitting President to appoint and change members of his/her Cabinet as he deems necessary. It is the same prerogative enshrined in the Constitution that I exercised on 9 December 2015.

2. Decisions to make changes to the Cabinet are made with the best intentions and for the public interest, including the economy.

12 April 2016 - NW569

Profile picture: Van Der Walt, Ms D

Van Der Walt, Ms D to ask the Minister of Cooperative Governance and Traditional Affairs

Whether, with reference to his reply to question 4093 on 8 December 2015, his department has received the outstanding information from the metropolitan municipalities, if so, when will the information be made available as requested?

Reply:

The requested information is yet to be received from the Metropolitan Municipalities. We are however, making efforts to follow-up on it and the Honourable Member will therefore be updated on progress.

 

11 April 2016 - NW586

Profile picture: Motau, Mr SC

Motau, Mr SC to ask the Minister of Cooperative Governance and Traditional Affairs

Whether, with reference to his reply to question 4236 on 21 December 2015, his department has received the outstanding information from the Tlokwe City Local Municipality; if not, why not; if so, when will the specified information be made available as requested?

Reply:

The following response is based on information received from legal services at Tlokwe Local Municipality:

(a)(i)

Total amount spent on legal fees for

2013-14 financial year

(b)

Breakdown of the specified amounts (2013-14 financial year)

(a)(ii)

Total amount spent on legal fees for

2014-15 financial year

(b)

Breakdown of the specified amounts (2014-15 financial year)

 

Month

Amount

 

Month

Amount

R 8 890 840.36

July

R 402 187.14

R 4 237 194.63

July

R 476 318.83

 

August

R 591 972.78

 

August

R 178 640.36

 

September

R 637 242.16

 

September

R 775 808.30

 

October

R 874 365.14

 

October

R 296 796.00

 

November

R 390 942.12

 

November

R 143 550.39

 

December

R 1555 722.59

 

December

R 258 000.00

 

January

R 140 226.23

 

January

R 731 770.23

 

February

R 559 686.80

 

February

R 371 386.63

 

March

R 956 695.62

 

March

R 381 521.70

 

April

R 656 578.95

 

April

R 23 689.34

 

May

R 1 157 336.92

 

May

R 525 803.29

 

June

R 967 883.91

 

June

R 100 909.56

11 April 2016 - NW649

Profile picture: Mokause, Ms MO

Mokause, Ms MO to ask the Minister of Human Settlements

(1)With reference to a certain person (name and details furnished) from Ventersdorp in Ward 6 who applied and was approved for a housing subsidy but had her building material taken away after it was delivered because her ID number was linked to two beneficiaries, what is the process of verification of ID numbers when a subsidy is linked to two beneficiaries; (2) is a certain councillor (name furnished) allowed to sell RDP housing subsidy material?

Reply:

(1) A verification search against the Housing Subsidy System (HSS) as at 13 March 2016, indicates that the person referred to by the Honourable Member does not appear as a subsidy applicant or as an approved beneficiary of a state housing subsidy on the HSS. The North West Provincial Department of Human Settlements has since confirmed this finding. This implies that a subsidy application for the ID number provided was not captured on HSS to date or a subsidy application was not completed by the person or household to access a government housing subsidy.

In terms of the verification of ID numbers when processing applications for housing subsidies, there are set Standard Operating Procedures (SOPs) that are followed before an application is captured on the system before being approved to benefit from a housing subsidy. A subsidy is linked to a household (applicant and / or spouse) and a specific site. The ID numbers (applicant/spouse/dependants) indicated on a subsidy application form is captured on HSS against a specific site number as contained in the deed of sale and specific project.

The captured application is then verified to ensure that the details on the application form have been captured correctly on HSS. The verified application is then submitted for searches via an automated process on the ID against other databases including the Population Register in the Dept. of Home Affairs, and the Deeds Register, in the Department of Rural Development and Land Reform, as well as the Department Audit Database to ensure that the applicant did not previously benefit from a state housing subsidy.

The application is tagged for approval only if it passes all the aforementioned verification and search processes.

(2) In respect of the alleged selling of housing subsidy material by the named councillor, the Department of Human Settlements views such activity in a serious light, and will investigate and take appropriate steps based on the findings when the full and exact details, including documentary or other evidence relating to such activity are provided and obtained by the Department.

11 April 2016 - NW797

Profile picture: Cardo, Dr MJ

Cardo, Dr MJ to ask the Minister of Economic Development

What progress has been made in assessing the application that was submitted to the International Trade Administration Commission (ITAC) of South Africa in December 2015 for a grain tariff review?

Reply:

Maize:

Grain SA submitted an application for an increase in the dollar based reference price for maize in December 2015. ITAC engaged with stakeholders and solicited comments from 25 interested parties. ITAC staff is now evaluating the application. The preliminary submission will be submitted to the Commissioners of ITAC during the Commission meeting of May 2016 for consideration.

Wheat:

Wheat tariffs are determined by a variable tariff formula based on US dollars. At the request of producers, when the conditions were met for an upward tariff trigger, ITAC applied the formula and tariff increases were accordingly applied. This resulted in an increase of customs duties on wheat from 91.12c/kg to 122.43c/kg and wheaten flour from 136.68c/kg to 183.65c/kg.

However, in light of the drought, the current exchange rate and the impact on food prices, government has requested a review of the variable import duty formula to ensure that consumer needs are properly taken into account.

-END-

11 April 2016 - NW535

Profile picture: Lovemore, Ms AT

Lovemore, Ms AT to ask the Minister of Public Service and Administration

With reference to his department’s Budget Vote speech on 13 May 2015, what are the full relevant details of the progress made to date with his department’s commitments to (a) address gaps in efficiency and effectiveness of measures through improving performance measurement instruments in the 2015-16 financial year, (b) strengthen both the (i) Head of Department evaluation system and (ii) performance management system for all employees to ensure service quantity outputs and service quality outcomes are met and that the Government gets value for money and (c)(i) justify the number of employees recruited to the senior management level and (ii) review the post provisioning norms in order to ensure optimal utilisation of employees and personnel spend?

Reply:

(a) The Department of Public Service and Administration has undertaken a systemic review and revision of the performance management and development systems (PMDS) applicable to all levels of staff. The focus of the exercise was to align organisational performance with employee performance whilst also bringing administrative efficiency to the processes. These revisions have been consulted extensively with national departments and provincial administrations as well as at various Public Service Consultative forums

(b) (i) Heads of Department (HODs) Evaluation system is at an advance stages of finalization for approval, with increased focus on departmental programme performance, performance against the Annual Performance Plan and the audit findings and opinions of the Auditor-General. The policy is in the final stages of consultation for concurrence with the Presidency and the Public Service Commission before being tabled at Cabinet for approval.

(ii) On a similar vein, the department has structured revised performance management and development systems for each of the other levels of the Senior Management Service (SMS), which will be communicated and implemented subject to the approval of the HOD PMDS.

In addition, as per Public Service Coordinating Bargaining Council (PSCBC) Resolution 1 of 2012, the department has crafted revisions to the Employee Performance and Development System (EPMDS) for non-SMS staff. These revisions have been published in the Government Gazette: 3 August 2015, Notice 800 of 2015 as part of the Draft Public Service Regulations, 2015: Invitation for public comment. The department has received comments which are being processed for finalisation and submission for approval.

(c) (i) Since the powers to perform organisational review and redesign process are decentralized to departments. The competency of Executive Authorities regarding the internal organisation of departments is exercised within the Norms and Standards issued by the Minister for Public Service and Administration (MPSA). The MPSA gives effect to the organisational design Norms and Standards through the Public Service Act (PSA), 1994, the Public Service Regulations (PSR) (2001), Guidelines, Directives and Frameworks.

Furthermore, the Department of Public Service and Administration (DPSA) for example, has recently conducted a study on the Minimum Norms and Standards for the provisioning of SMS posts for provincial administrations, which is calculated on citizen segmentation factors, geographic accessibility and spatial norms, reasonable minimum span of control and the complexity of the job role.

(ii) The Norms and Standards will also assist in determining an ideal split between how many SMS posts as a maximum should be located at a national level and how many SMS posts should be located at a provincial level. Furthermore, the MPSA has issued a Directive on the process to coordinate the grading of an entire occupational category or certain level within an occupation category that is utilised by more than one department. The aim of the Directive is to ensure consistence in the provision and grading of posts.

11 April 2016 - NW315

Profile picture: Topham , Mr B

Topham , Mr B to ask the Minister of Cooperative Governance and Traditional Affairs

For each metropolitan municipality, how many commercial, industrial and residential building plan submissions were made in the: (a) 2013-14 and (b) 2014-15 financial years; (b) How many building plan submissions were approved by each specified municipality in the (a) 2013-14 and (b) 2014-15 financial years; (c) What is the response time to acknowledge receipt of building plans; (d) How long does it take to finalise building plan submissions?

Reply:

1. The following table represents commercial, industrial and residential building plan submissions per Metro in the 2013-14 and (b) 2014-15 financial years

Building Plans:2013-14

Metro

Commercial

Industrial

Residential

Total

City of Tshwane

94

97

12 323

12 514

Ekurhuleni

50

190

5062

5302

City of Johannesburg

104

72

11977

12153

City of Cape Town

330

7904

8234

Nelson Mandela Bay

95

86

7734

7915

Buffalo City

83

96

2461

2640

Mangaung

45

17

2283

2345

eThekwini Municipality

927

408

9618

10953

Building Plans:2014-15

Metro

Commercial

Industrial

Residential

Total

City of Tshwane

128

87

12 883

13 098

Ekurhuleni

33

241

5382

5656

City of Johannesburg

41

79

12963

13083

City of Cape Town

353

8985

9342

Nelson Mandela Bay

87

94

9530

9711

Buffalo City

84

86

2370

2540

Mangaung

35

24

2069

2108

eThekwini Municipality

1363

601

12740

14704

2. The following table represents building plans that were approved by each municipality in the (a) 2013-14 and (b) 2014-15 financial years

Municipality

YEAR

 

2013-14

2014-15

City of Tshwane

10 654

9 554

Ekurhuleni

4550

5272

City of Johannesburg

11247

11934

City of Cape Town

8407

9859

Nelson Mandela Bay

2475

3724

Buffalo City

2314

2207

Mangaung

3083

2173

eThekwini Municipality

5748

6044

3. The table below represents the time indicated by each metro on the response time to acknowledge receipt of building plans

Municipality

Response time to acknowledge receipt of Building Plans

City of Tshwane

Application is acknowledged as soon as it is received and the necessary fees are paid.

Ekurhuleni

Upon submission and payment of necessary fees.

City of Johannesburg

Upon receipt and payment of necessary fees.

City of Cape Town

Application is acknowledged as soon as it is received and necessary fees are paid.

Nelson Mandela Bay

Upon submission the application is issued with an invoice. 

Buffalo City

1 week

Mangaung

Immediately after submission and payment of the requisite building plan fees.

eThekwini Municipality

Immediately on submission and payment of the prescribed tariff where applicable.

4. The information below represents response time each municipality takes to finalise building plan submissions.

Municipality

Time taken to finalise Building Plan Submissions

City of Tshwane

Building Plans 500m² and less: 30 days

Building Plans 501m² and more: 60 days

Ekurhuleni

 

City of Johannesburg

As per the legislated time period, namely

30 days for building plans smaller that 500m² and 60 days for plans larger than 500m².

City of Cape Town

Building Plans 500m² and less: 30 days

Building Plans 501m² and more: 60 days

Nelson Mandela Bay

Eight (8) days from date of submission if application has all necessary supporting documents

Buffalo City

22 days

Mangaung

The general norm is as per the legislated time period, namely

30 days for building plans smaller that 500m² and 60 days for

plans larger than 500m².   In most cases Mangaung

Metropolitan Municipality complies.

eThekwini Municipality

In terms of timeframes expressed as a percentage the performance has been 98.1% (2013/14) and 99.9% (2014/15).

11 April 2016 - NW596

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Sithole, Mr KP to ask the Minister of Human Settlements

(a) What amount has been budgeted by her department for the renovation of the Thokoza Hostel in Durban and (b) what are the relevant details of when the renovation (i) will start and (ii) is envisaged to be completed?

Reply:

The Thokoza Hostel is situated in the Gauteng Province and falls within the jurisdiction of the Ekurhuleni Metropolitan Municipality.

(a) The budget allocated for the 2015/16 financial year was R19 730 000.00. This was for the provision of temporary residential units, for accommodation of residents pending the redevelopment. The budget allocated for the 2016/17 financial year is R61 000 000.00, this funding is for the demolition of the existing buildings as well as for the installation of engineering services up to phase one of the development.

(b) The hostel comprises of forty-one (41) hostel blocks in a dormitory formation, which were deemed not suitable for human habitation and will be demolished and replaced by three storeys of Community Residential Units. These three storeys will yield two thousand, six hundred and twenty one (2621) units.

(i) & (ii) Tenders for demolition of the existing buildings and installation of services were advertised during March 2016. This project will consist of seven phases and will be implemented in a phased approach over a period of approximately eight (8) years subject to the availability of the required funding.

11 April 2016 - NW301

Profile picture: Rabotapi, Mr MW

Rabotapi, Mr MW to ask the Minister of Cooperative Governance and Traditional Affairs

Whether each metropolitan municipality has a disaster risk management centre; if so, (a) how many staff members work for each specified centre and (b) what (i) is the budget for the 2015-16 financial year and (ii) are the critical disaster risk management issues for each municipality?

Reply:

Metropolitan Municipality

Centre Established (Yes/No)

  1. Number of staff working for each Specified Centre

(b)(i) Budget for 2015/16 financial year

(b)(ii) the critical disaster risk management issues for each municipality

City of Cape Town

Yes

83

R 119.18 mil

(Capital Budget: R 8,183 mil

Operational Budget: R111 mil)

  • Fires and floods

City of Tshwane

Yes

26

R 22.566 Mil

  • Shortage of staff and resources

City of Ekurhuleni

Yes

11

R 18. 935 mil

(Capital Budget: R 14.176 mil

Operational Budget: R 4.759 mil)

  • Staff of shortage in relation to the municipal population of ± 3.2 million which the municipality is trying to resolve with 11 more positions created and advertised.
  • Lack of funding model for disaster management which still awaits the approval of the council.
  • Mainstreaming of the function in all the sector departments of the municipality as required by law.

City of Johannesburg

Yes

30

R 1 350 000

(Incident Management Fund R 1 000 000.00

Capacity Building – R100 000.00

Printing & Stationery (Public awareness campaigns) – R200 000.00

Stores & Material –

R50 000.00)

  • Establishment of an integrated Disaster Management Centre
  • Increase of Human Capital
  • Funding for the City’s Disaster Risk Reduction Projects
  • Ward based capacity building programmes
  • Enhancement of Early Warning Systems

Ethekwini Municipality

Yes

7

R 116 000 000

(Capital Budget: R 21 mil

Operational Budget: R 95 mil

  • Constrain is that there is a huge staff shortage

Mangaung Metropolitan Municipality

Yes

22

(5 x Operational staff;

17 x Control Centre Operators)

R 16 477 194

  • High vacancy rate on critical posts relating to operational staff
  • Insufficient budget allocation (especially for immediate emergency incident relief)

Buffalo City Metropolitan Municipality

Yes

1 x Manager

1 x Admin

4 x Operational

1 x Intern

1 x Vacant funded post

41 Vacant unfunded posts

R 2 782 063

  • Buffalo City lacks the capacity in terms of finances, staff, vehicles, equipment and accommodation required for a Metropolitan Municipal Disaster Management Centre.
  • Lack of participation of Sector Departments in Disaster Management Structures
  • Very large informal sector (multiple risks)

Nelson Mandela Bay Municipality

Yes

29

R 20 654 900

  • Budgetary constraints
  • Staffing
  • Incorporation of the DM plan in the IDP and development projects.

11 April 2016 - NW791

Profile picture: Redelinghuys, Mr MH

Redelinghuys, Mr MH to ask the Minister of Health

(1) How many ambulances are currently (a) operational and (b) not operational at the Odi District Hospital in Mabopane Gauteng; (2) whether there are any plans to acquire additional ambulances for use by the specified hospital; if not, why not; if so, (a) how many ambulances will be acquired and (b) what are the timeframes in this regard; (3) what are the average waiting times at the specified hospital for (a) trauma patients classified as (i) green, (ii) yellow and (iii) red, (b) out-patients referred from clinics waiting to see a doctor, and (c) out-patients for an appointment to see a doctor?

Reply:

(1) (a) and (b)

The number of ambulances indicated below serve Mabopane, Ga-rankuwa, Winterveldt and Soshanguve. These ambulances are stationed next to Odi Hospital and serve Odi and Dr George Mukhari Hospitals, all clinics, all Community Health Centres in the Northern Sub-district of Tshwane including house calls.

Type of Vehicles

Number of Allocated Vehicles

Number Operational

Number Not Operational

Ambulances

13

8

5 at workshop

Obstetrics Vehicle

2

1

1 at workshop

Response Vehicle

2

2

0

Planned Patient Transport

4

2

2 at workshop

Rescue Vehicle

1

1

0

Logistic Vehicle

1

0

1 at workshop

TOTAL

23

14

9

(2) (a) Approval has been granted for 7 ambulances to be procured in the 2016/2017 financial year, i.e. 2 Obstetrics and 5 Ambulances. The new ambulances will replace ambulances identified for disposal and to add to the existing fleet.

(b) Ambulance procurement will be completed by the second quarter of 2016/2017.

(3) The average waiting time is as follows:

(a) (i) trauma - green - 57 minutes

(ii) trauma – yellow - 18 minutes

(iii) trauma - red - 13 minutes

(b) OPD referred from clinics - 65 minutes

(c) OPD follow up - 48 minutes

CHALLENGES IN THE MANAGEMENT OF WAITING TIMES

  • There is is a general population growth in the surrounding areas.
  • Odi District Hospital serves both Gauteng and North West communities and the communities are growing.
  • There are a growing number of self-referrals, hence the OPD overflows daily and this affects waiting time.
  • There is no regional or tertiary hospital between Odi and DGMA hospital, hence referral to a higher level becomes a challenge and the hospital is required to manage the many patients it cannot refer.
  • Patients are reluctant to use the nearby clinics and return to the hospital despite being referred to their respective clinic.
  • Most patients with chronic conditions come to the hospital after hours to use the Emergency Centre instead of the OPD during the day; hence the higher patient load and impact on the Emergency Centre.
  • Patients with chronic conditions who attend the Emergency Centre after hours complain about long waiting time because acutely ill or injured patients are given priority attention.
  • Turnover of clinical and nursing staff is high as they are attracted to higher level hospitals or resign due to pension and this also impacts negatively on waiting time.
  • Space in the Emergency Centres and OPD is limited due to infrastructural challenges. Consulting rooms are few so patients cannot be accommodated in comfort while waiting.

END.

11 April 2016 - NW303

Profile picture: Robertson, Mr K

Robertson, Mr K to ask the Minister of Cooperative Governance and Traditional Affairs

Does each metropolitan municipality have a service level agreement with the relevant provincial department of health for the provision of clinic services; if not, why not; if so, (a) how many (i) clinics, (ii) health centres, (iii) satellite clinics, (iv) mobile clinics and (v) male health clinics are run by each metropolitan municipality, (b) what services do they offer, (c) how many new clinics have been built since 1 June 2011 and (d) what is each metropolitan municipality’s budget for health infrastructure upgrades in the 2015-16 financial year?

Reply:

The information requested by the Honourable Member is not readily available within the Department. The Department thus made a request to Metropolitan Municipalities to provide the relevant information. Information was received from the following Metropolitan Municipalities:

BUFFALO CITY METROPOLITAN MUNICIPALITY (BCMM)

The BCMM does not provide Primary Health Care Services, hence there is no service level agreement with the relevant provincial department of health. This function was provincialized and devolved to the Eastern Cape Province, Department of Health.

CITY OF TSHWANE (CoT)

1. A Service Level Agreement between the Gauteng Department of Health and the CoT for the provision of Primary Health Care is available and signed.

     (a) The City is rendering Primary Health Care services in 26 fixed facilities; Operating hours are from 07:30 – 16:00, Monday to Friday; 2 mobile units and 1 satellite clinic; Extended service hours are rendered on Saturdays from 08:00 to 13:00 in a selected 13 facilities to accommodate those clients that could not manage to visit the clinic during week days.

     (b) Full comprehensive PHC package is rendered in 26 facilities.

     (c) 9 Clinics were built and upgraded, namely: Lotus, Danville, Doornpoort, Gazankulu, Pretorius Park, Stanza Bopape, Olievenhoutbosch, Zithobeni and Soshanguve JJ.

     (d) The CoT allocated R43 million towards the construction and upgrade of three clinics, namely: Soshunguwe, Gazankulu and Zithobeni during the 2015-16 financial year. The projects are all in the final phase of construction and upgrading.

EKURHULENI METROPOLITAN MUNICIPALITY

a) The Ekurhuleni Metropolitan Municipality manages ninety one (91) Primary Health Care Services as at February 2016 as indicated in the table below.

All Community Health Centres and Medical Male Circumcision Sites are managed by the Gauteng Department of Health.

PRIMARY HEALTH CARE FACILITIES BOTH PROVINCIAL AND EKURHULENI EXCLUDING MALE MEDICAL CIRCUMCISION SITES

FACILITY TYPE

EMM

GDoH

GRAND TOTAL

Community Day Centre

 

2

2

Community Health Centre (24-Hours)

 

7

7

Clinic

78

3

81

Satellite Clinic

1

 

1

Mobile Clinic

12

2

14

Grand Total

91

14

105

b) The Primary Health Care Facilities managed by the Ekurhuleni Metropolitan Municipality render health services relevant for the type of facility as defined in the Primary Health Care Core Package of Services, namely:

Clinics: Render the basic range of Primary Health Care Services as follows:

  • Child Health Services:
  • Expanded Programme on Immunization;
  • Vitamin A supplementation;
  • Protein Energy Malnutrition Programme;
  • Integrated Management of Childhood Illnesses; and
  • Growth monitoring and developmental screening.
  • Women and Maternal Health Services:
  • Reproductive Health including Family Planning;
  • Cervical cancer screening;
  • Antenatal Care Services;
  • Prevention of Mother-to-Child Transmission of HIV;
  • Postnatal Care Services; and
  • Counselling and referral for Termination of Pregnancy.
  • Men’s’ Reproductive Health:
  • Prostate cancer screening (Selected facilities).
  • HIV, AIDS, Sexually Transmitted Infections and Tuberculosis Programme:
  • Health and HIV Counselling and Testing;
  • Elimination of Mother-to-Child-Transmission of HIV;
  • Antiretroviral Therapy;
  • Post Exposure Prophylaxis;
  • Comprehensive Care, Management and Treatment of HIV Positive clients and treatment of opportunistic infections;
  • Management of Sexually Transmitted infections; and
  • Tuberculosis Control Programme.
  • Acute and Chronic Diseases Management:
  • Acute Curative Care;
  • Management of Chronic Diseases.
  • Specialised Services:
  • Primary Mental Health Services; and
  • Secondary Level Mental Health Services (Selected facilities);
  • Health Information, Education and Communication
  • Multi-sectoral HIV/AIDS Programme:
  • Door-to-Door Ward-based HIV/AIDS Education and awareness programme;
  • Stakeholder engagements including traditional health practitioners and vulnerable and marginalized groups;
  • Health awareness and screening programme; and
  • AIDS Council.

c) Twenty-one (21) new clinics, as listed in the table below, were built and they are all operational. In the current financial year (2015-16), six (6) clinics are under construction.

NEW PRIMARY HEALTH CARE FACILITIES 2011 TO DECEMBER 2015

Number

Facility Name

Year opened

Ward

Address

1

Katlehong North Clinic

2011

52

2098 Khotso street Katlehong

2

Phutanang Clinic

2011

84

7522 Kgaga street  Tsakane

3

Reedville Clinic

2011

74

Stands 604 + 605 Ottawa Street, Reedville

4

Slovo Park Clinic

2011

75

Erf 1932,1933 + 1954 Durban Drive, Slovo Park

5

Tsakane Ext 10 Clinic

2011

86

Stand 45522 & 45523, Simelane Street, Tsakane

6

Wannenburg Clinic

2011

21

C/o Pretoria and Mimosa Road, Primrose

7

Ethafeni Clinic

2012

14

43 Bennin Steet, Ethafeni Section, Ethafeni Park

8

Itireleng Clinic

2012

13

2959 Posmor & Inauguration Road, Phomolong Section, Chloorkop Ext 52, Tembisa

9

Tsakane Clinic (Ward 83)

2012

83

33334 Fingo Street, Tsakane

10

Vosloorus Poly Clinic

2012

47

New: Vosloorus ERF30, EXT1, Vosloorus

11

Alrapark Ext 3 Clinic 

2014

88

Cnr Sasstri and Molopo street Ext 3 Alra Park

12

Joy Clinic

2014

67

Erf 1343 Etwatwa West

13

Ramaphosa Clinic

2014

42

Ingwamza Street, Reiger Park Ext 5

14

Springs Clinic

2014

75

Middle Six and Plantation Road, Springs

15

Tamaho Clinic

2014

51

Erf 2141 Nhlapo Section, Cnr. Sokele and Matsose Street, Katlehong

16

White City Clinic

2014

79

Thema Road, Kwa -Thema, Springs

17

Daveyton East Clinic

2015

68

Stand No 869, Chris Hani, Ext 9 Daveyton East

18

Motsamai Clinic

2015

50

260 Motsamai Section Katlehong

19

Palmridge Clinic

2015

58

RE 41 Palmridge Road, Palmridge Community Centre, Palmridge

20

Tswelopele Clinic

2015

44

22 Lusika Street, Eastfield, Vosloorus

21

Villa Lisa Clinic

2015

43

22 Camel Street, Villa Liza

 

TOTAL

 

 

21

d) The budget for health infrastructure upgrades for 2015/16 is R96 727 171(ninety-six million, seven hundred and twenty-seven thousand, and one-hundred and seventy-one rand).

MANGAUNG METROPOLITAN MUNICIPALITY

There is no Service Level Agreement between the Municipal Health Services of the Mangaung Metro and the Provincial Department of Health.

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY (NMBM)

Since July 2012 the NMBM is no longer providing Primary Health Care Services following the provincialisation of these services. There is no Service Level Agreement in place since the above-mentioned date. The only clinic service rendered by the NMBM is for Occupational Health Services for Municipal employees.

11 April 2016 - NW860

Profile picture: Dlamini, Ms L

Dlamini, Ms L to ask the Minister of Public Enterprises

(1)What incentives have Eskom and her department put in place to encourage legal use of electricity and discourage electricity theft beside the threats to criminalise illegal use; (2) what (a) amount is Eskom losing in revenue as a result of electricity theft (b) is the breakdown of the amount in each province?

Reply:

(1) There are no incentives provided to encourage the legal use of electricity. Eskom makes use of the Operation Khanyisa Campaign to inform and educate customers about how to better manage electricity usage.

(2)(a) We assume all non-technical energy loss to be attributed to theft. Non-technical losses in Eskom amounted to R4.7bn for 2014/15 FY.

(b) The amount stated in (2)(a) above represents the collective loss across all provinces. Eskom estimates non-technical losses at a national level, a breakdown per province therefore not available.

11 April 2016 - NW704

Profile picture: Steenkamp, Ms J

Steenkamp, Ms J to ask the Minister of Communications

(1) What are the legal costs to be paid by the Independent Communications Authority of South Africa (ICASA) after the High Court in Pretoria set aside ICASA`s approval of the transfers of Neotel`s operating and spectrum licenses to Vodacom; (2) whether any steps will be taken against the persons responsible for (a) meeting allegedly unlawfully with Vodacom and (b) taking alleged unlawful decisions with regard to the transfer of Neotel`s operating and spectrum licenses to Vodacom; if not, why not; if so, what are the relevant details?

Reply:

(1) The legal costs to be paid by ICASA are yet to be determined. The full extent of these costs will only be determined upon taxation by the Taxing Master of the High Court. In terms of the Court Order the taxed costs are to be borne jointly and severally by ICASA, Vodacom and Neotel.

(2) The court found that meetings conducted between ICASA and Vodacom, without the participation of all interested parties, were improper and unlawful in that they were impermissible in respect of a public process and that gave credence to the suspicion of bias. As a result the court concluded that ICASA’s decision is hereby reviewed and set it aside.

Kindly be informed that the Minister is currently in a process of obtaining the relevant information pertaining to the transfer of Neotel`s operating and spectrum licenses to Vodacom. Therefore, once ICASA submits all the information that the Minister requested, the Minister will be able to assess the matter and take the necessary and appropriate steps.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE

11 April 2016 - NW863

Profile picture: Gqada, Ms T

Gqada, Ms T to ask the Minister of Public Service and Administration

For each national department, what amount was spent on training for (a) Senior Management Service (SMS) members and (b) employees occupying grades lower than those qualifying for the SMS in the (i) 2012-13, (ii) 2013-14 and (iii) 2014-15 financial years?

Reply:

(a)(b)(i)(ii)(iii) refer to the table herewith below

DEPARTMENT

(a)
SMS

(b)
NON SMS

 

(i)
2012-13

(ii)
2013-14

(iii)
2014-15

(i)
2012-13

(ii)
2013-14

(iii)
2014-15

Department in the Presidency

12 319

-

9 864

416 387

243 905

641 178

Department of Agriculture, Forestry and Fisheries

21 867

112 489

56 874

1 035 018

1 864 952

1 592 482

Department of Arts and Culture

19 918

66 576

32 682

45 526

180 706

130 728

Department of Basic Education

-

5 386

-

395 100

226 197

499 776

Department of Correctional Services

447 405

350 644

-

1 043 945

1 658 816

1 395 545

Department of Defence

-

17 313

-

1 726 295

2 718 120

3 302 708

Department of Economic Development

12 664

-

5 528

4 221

44 325

33 165

Department of Education

 

-

 

 

71 288

 

Department of Energy

26 798

73 596

25 839

348 375

220 788

723 484

Department of Environmental Affairs

333 777

244 543

79 856

1 260 936

1 316 770

1 789 722

Department of Health

108 908

-

43 933

3 439 678

473 797

129 358

Department of Higher Education and Training

147 422

222 309

35 945

833 500

236 652

854 689

Department of Home Affairs

58 225

11 601

126 393

82 741

1 015 097

2 446 848

Department of Human Settlements

4 921

221 348

152 192

118 109

154 944

488 283

Department of International Relations and Cooperation

199 231

209 306

-

1 535 737

753 501

505 964

Department of Labour

296 264

435 061

192 976

1 915 858

1 489 388

3 315 866

Department of Military Veterans

 

 

-

 

 

77 430

Department of Mineral Resources

131 485

49 367

253 312

884 538

1 596 215

1 447 496

Department of Planning Monitoring & Evaluation

29 446

-

-

235 569

52 536

105 318

Department of Public Enterprises

64 928

16 124

68 053

64 928

46 760

198 487

Department of Public Service and Administration

124 567

138 871

69 007

1 575 078

1 666 447

2 180 617

Department of Public Works

405 583

46 789

4 197

1 598 299

823 480

591 761

Department of Rural Development and Land Reform

39 339

10 146

15 097

4 442 810

5 969 431

865 588

Department of Science and Technology

325 724

10 113

-

172 442

151 696

184 792

Department of Social Development

62 085

8 467

13 904

418 255

378 179

389 325

Department of Telecommunications and Postal Services

 

-

85 716

 

15 375

179 225

Department of Tourism

157 755

44 295

15 060

591 582

673 286

624 988

Department of Trade and Industry (DTI)

427 021

387 575

280 234

2 087 656

2 196 260

1 961 640

Department of Transport

194 950

231 783

7 367

27 850

267 054

445 685

Department of Transport

-

 

 

8 312

 

 

Department of Water Affairs

1 012 651

266 656

204 122

2 716 476

2 377 570

1 820 347

Department of Justice and Constitutional Development

547 013

489 380

353 696

1 566 779

1 125 087

2 992 829

Government Communication and Information System

35 893

-

-

35 893

243 378

725 679

Government Pensions Administration Agency

-

-

5 383

359 534

336 112

231 488

Government Printing Works

-

-

3 804

125 120

94 341

64 662

Independent Police Investigative Directorate (IPID)

54 886

40 246

73 253

192 101

234 770

109 879

National Parliament

11 096

25 680

41 915

5 659 163

3 004 607

2 556 824

National Prosecuting Authority of SA

-

26 007

78 065

26 541

173 377

303 076

National School of Government

136 754

23 051

69 698

383 794

748 103

543 064

National Treasury

134 896

89 643

98 457

277 500

386 881

1 045 676

Public Service Commission

10 188

-

38 486

95 088

77 026

113 626

South African Police Service (SAPS)

-

-

5 116

6 541 413

6 473 637

1 959 404

South African Police Service (SAPS)

-

-

-

37 000

132 000

8 991

South African Revenue Service (SARS)

 

-

-

 

6 885

11 140

South African Social Security Agency

-

33 484

-

25 225

1 131 756

1 178 350

Statistics South Africa (Stats SA)

23 486

28 028

5 989

2 411 228

1 550 906

1 922 371

Grand Total

5 619 464

3 935 878

2 552 014

46 761 599

44 602 403

42 689 554

11 April 2016 - NW304

Profile picture: Robertson, Mr K

Robertson, Mr K to ask the Minister of Cooperative Governance and Traditional Affairs

(1) Whether each metropolitan municipality has a metropolitan police department; if not, why not; if so, (a) when was it established, (b) how many persons (i) in total and (ii) per category are currently part of the specified municipality’s police force and (c) how many operational (i) cars, (ii) motorbikes, (iii) bicycles and (iv) other vehicles are currently used by the metro police force in each case; (2) whether each metropolitan police department have specialised units tasked with dealing with drugs, gangs and any other safety needs; if not, why not; if so, what are the relevant details in each case; (3) whether each metropolitan municipality measures the average response times of the metro police to accidents and complaints; if not, why not; if so, (a) how is this measured and (b) what is the current average response time in each case?

Reply:

The information requested by the Honourable Member is not readily available within the Department. The Department thus made a request to Metropolitan Municipalities to provide the relevant information. Information was received from the following Metropolitan Municipalities:

BUFFALO CITY METROPOLITAN MUNICIPALITY (BCMM)

1. The BCMM does not have a Metropolitan Police Department. BCMM is in the process of establishing a Metropolitan Police Department with its implementation date being scheduled for 2016/17.

2. Not applicable

3. Not applicable

CITY OF TSHWANE (CoT)

  1. (a) The Tshwane Metropolitan Police Department (TMPD) was established on 04 April 2002. It functions independently from the South African Police, funded by and accountable to the City of Tshwane Metropolitan Municipality, as per the South African Police Service Act, 1995 and 1998, as amended (Act No. 68 of 1995 and Act No. 83 of 1998). The Act prescribes the functions of a Municipal Police Service per Section 64E, as follows:

    Traffic policing, subject to any legislation relating to road traffic (Road Policing);

    The policing of municipal by-laws and regulations which are the responsibility of the municipality in question;

    The prevention of crime.

(b)  The TMPD Staff Establishment is listed within the table below:

Designation

                                   ESTABLISHMENT

 
     
 

Approved Posts as per structure

 

Posts filled as per Migration and Placement process

Vacancies

Current warm bodies

Proposed vacancies to be filled in 2015/16

Male

Female

Operational

Admin

Occupational   level

 
           

A

C

I

W

A

C

I

W

       

Admin Officer

289

167

122

143

0

22

1

0

6

65

8

2

39

0

143

5

 

Cashier

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

5

 

Chief of Police

1

1

0

1

0

1

0

0

0

0

0

0

0

1

0

1

 

Chief Security Evaluator

1

1

0

1

0

0

0

0

1

0

0

0

0

0

1

3

 

Chief Security Officer (GR A): Internal Security

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

3

 

Commander

36

21

15

21

0

8

1

0

9

2

0

0

1

21

0

2

 

Constable / Sergeant

2601

1533

1068

1531

0

824

48

5

108

518

10

0

18

1531

0

5

 

Constable Gr III

 

 

 

1875

 

1032

24

0

3

812

4

0

0

1875

 

5

 

Deputy Chief of Police

5

2

3

2

3

2

0

0

0

0

0

0

0

1

1

2

 

Deputy Director

15

10

5

10

0

5

1

0

0

0

1

0

3

1

9

2

 

Director

13

11

2

11

0

7

1

0

2

0

0

0

1

4

7

2

 

Driver

8

2

6

2

2

2

0

0

0

0

0

0

0

0

2

5

 

Driver Messenger

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

5

 

Examiner

0

0

0

1

0

0

0

0

0

0

0

0

1

0

1

4

 

Executive Commitments Tracking Specialist

1

1

0

1

0

1

0

0

0

0

0

0

0

0

1

2

 

Executive Secretary

2

2

0

2

0

0

0

0

0

1

0

0

1

0

2

4

 

Executive Support Specialist

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

2

 

Functional Head

41

19

22

19

0

4

1

0

6

5

1

0

2

2

17

3

 

Functional Head/ Snr Superintendent

8

2

6

2

0

0

0

0

0

2

0

0

0

0

2

3

 

General Worker

22

14

8

14

0

10

0

0

0

4

0

0

0

0

14

6

 

Human Resource Officer

2

1

1

1

0

0

0

0

0

0

0

0

1

0

1

4

 

Inspector

350

230

120

230

70

97

5

1

65

57

1

0

4

230

0

4

 

Law Enforcement officer

80

73

7

73

0

42

3

0

0

28

0

0

0

73

0

5

 

Liaison Officer

7

1

6

1

0

1

0

0

0

0

0

0

0

0

1

4

 

License Officer

0

0

0

9

0

3

0

0

0

4

0

0

2

0

9

5

 

Librarian

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

4

 

Management / Strategic Support Officer

3

2

1

2

0

1

0

0

0

1

0

0

0

0

2

3

 

Messenger

2

2

0

2

0

2

0

0

0

0

0

0

0

0

2

6

 

Operator Radio Control

40

18

22

18

0

3

0

0

2

12

0

0

1

18

0

5

 

Personal Assistant

1

1

0

1

0

0

0

0

0

1

0

0

0

0

1

3

 

Regional Director

7

5

2

5

0

3

0

0

0

1

0

0

1

5

0

2

 

Secretary

20

3

17

3

0

0

0

0

0

0

0

0

3

0

3

4

 

Security Evaluator

8

2

6

2

0

1

0

0

1

0

0

0

0

2

0

5

 

Security Officer (GR C)

120

1

119

1

0

1

0

0

0

0

0

0

0

1

0

5

 

Snr Admin Officer

56

34

22

33

0

5

0

0

3

12

2

0

11

0

33

4

 

Snr Secretary

5

4

1

4

0

0

0

0

0

3

0

0

1

0

4

4

 

Snr Security Evaluator

4

3

1

3

0

0

1

0

2

0

0

0

0

3

0

4

 

Snr Security Officer (GR B)

18

4

14

4

0

3

0

0

0

1

0

0

0

4

0

5

 

Snr Superintendent

88

55

33

55

0

25

1

0

15

9

0

0

5

55

0

3

 

Strategic Support Specialist

1

1

0

1

0

1

0

0

0

0

0

0

0

0

1

4

 

Superintendent

146

87

59

87

0

34

2

0

14

32

0

0

4

87

0

3

 

Supervisor (Worker)

2

0

2

0

0

0

0

0

0

0

0

0

0

0

0

6

 

Support Service Officer

22

5

17

5

0

2

0

0

1

2

0

0

0

0

5

4

 

System Officer

8

5

3

5

0

0

1

0

3

1

0

0

0

0

5

4

 

Technical Officer

2

1

1

1

0

0

0

0

0

0

0

0

1

0

1

5

 

Waiter

3

3

0

3

0

1

0

0

0

2

0

0

0

0

3

6

 

Warden

52

27

25

27

0

22

1

0

4

0

0

0

0

27

0

5

 

Total

4095

2354

1741

4212

75

2165

91

6

245

1575

27

2

100

3941

271

   
     

 

 

 

 

 

 

 

 

 

 

 

4212

   
     

Sergeant

866

 

429

17

4

83

317

3

0

13

       
     

Constable

665

 

395

31

1

25

201

7

0

5

       
     

 

1531

 

 

 

 

 

 

 

 

 

       

(c)         The Tshwane Metro Police Fleet vehicles are listed within the table below:

Type

Total

BUS

11

CAR

187

KOMBI

72

LDV

192

MOTORBIKE

142

TRACTOR

1

TRAILER

47

TRUCK

25

TOTAL

677

2. The Tshwane Metro Police’s Special Project Team assists with drug enforcement, as per the initiative implemented by the Chief of Police since January 2015. The unit consists of seven (7) members and one Supervisor who has sixteen (16) years’ experience relevant to the enforcement of illegal substance abuse. Tshwane does not have a problem of gangs as such, but the department however works closely with the SAPS to deal with crime prevention in general.

3. (a) The current TMPD system (manually) assists with monitoring calls and call time intervals. The TMPD Nodal Point (331) dispatches complaints to the regions, after which the regions contact members via cell phones or radio to attend to complaints.

    (b) Status quo on dispatch is 00:01:39 (1 Minute and 39 seconds from receipt of a call until dispatched to operational members).

MANGAUNG METROPOLITAN MUNICIPALITY

Mangaung Metropolitan Municipality does not have a Metro Police Department.

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY (NMBM)

NMBM is currently busy with the planning and physical establishment process of a Metro Police Department.

 

11 April 2016 - NW698

Profile picture: Bhanga, Mr BM

Bhanga, Mr BM to ask the Minister of Communications

What amount was (a) budgeted for and (b) spent by her department on Metro FM’s annual Metro FM Music Awards Show in the (i) 2012-13, (ii) 2013-14 and (iii) 2015-16 financial years (aa) in total and on (bb)(aaa) hiring the venue, (bbb) venue décor, (ccc) fees for master of ceremonies, (ddd) individuals who presented awards to winners, (eee) prize monies awarded to each award winner in each category, (fff) performers who performed at the awards, (ggg) catering and (hhh) alcohol in each specified financial year?

Reply:

The new Department of Communications was only established by President Jacob Zuma after the 2014 national and provincial general elections. The changes in the structure and administration of government were introduced in the 5th democratically-elected government thorough the introduction of the Proclamation to split the then Department into two Departments namely, Department of Communications (now the new Department of Telecommunications and Postal Services), and the New Department of Communications. The Presidential proclamation issued in December 2014, also re-organized the reporting structure of entities, which historically reported to one old Department while other entities including the public broadcaster, the SABC were transferred to the new Department.

Having given this background, it is therefore clear that the new Department of Communications has not allocated or spent any public money towards the hosting of the annual Metro FM Awards. In addition, the Annual Metro FM Awards takes place at no costs to the SABC. The annual awards are fully funded through sponsorships and partnerships.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE:

11 April 2016 - NW689

Profile picture: Bhanga, Mr BM

Bhanga, Mr BM to ask the Minister of Telecommunications and Postal Services

(a) What are the reasons for the 94, 2% increase in consultants fees for the South Africa Connect project over the Medium Term Expenditure Framework, (b) why is most of the expenditure expected in the final year of the project, (c) what are the full details of the process by which the specified consultants services will be procured and (d) when is procurement due to start?

Reply:

I have been advised by the Department as follows:-

(a) The funds reflected under the Consultants: Business and advisory services line item are not funds that will be used to procure consultancy services. National Treasury allocated Phase 1 roll-out funding under the Economic classification (Goods and Services: Consultants: Business and advisory services) line item. These funds will be used to procure connectivity services for the facilities targeted for the Phase 1 roll-out over the MTEF period.

The increase in the allocation is due to additional funds that National Treasury allocated towards the SA Connect Phase 1 implementation.

(b) Additional funding was allocated by National Treasury in 2017/18 and 2018/19 as it was envisaged that lessons learnt from the Phase 1 pilot will allow for a ramp up of the project in the outer years. This funding is in addition to the partial funding that was allocated for the Phase 1 roll-out during the 2014 MTEF allocation period, covering the 2015/16, 2016/17 and 2017/18 financial years.

(c) There will not be any consultants procured using the funds allocated for the roll-out.

(d) Refer to (c)

 

11 April 2016 - NW740

Profile picture: Lekota, Mr M

Lekota, Mr M to ask the Minister of Cooperative Governance and Traditional Affairs

Whether he and senior members of his department travelled to Isithebe in KwaZulu-Natal at an early stage to defuse the crisis which flared up there and which led over several days to (a) the burning and looting of many factories, (b) billions of rand of loss in production, (c) millions of rand of loss to workers who had no work to go to and (d) further loss of investor confidence; if not, what is the position in this regard; if so, what did he and his senior officials do to calm the situation and address the deep-seated grievances of the surrounding communities regarding service delivery failures and alleged nepotism; (2) whether his department has a policy to act proactively and decisively in respect of crisis situations at local government level before the protests get out of hand and the protesters resort to arson, vandalism and obstruction of traffic; if not, why not; if so, what are the (a) relevant details and (b) outcomes thereof? NW858E

Reply:

(1) In line with a cooperative governance approach, indeed the concerns in Isithebe area were attended to at an early stage through the intervention of provincial government leadership and by engaging with business, communities and other stakeholders in order to find solutions to the challenges. It was through these engagements it was established that interventions to the challenges needed a multi-sectoral approach. To this end, it was agreed that interventions should focus, amongst other, on the need to expedite service delivery. Mass prayers and community dialogue were facilitated to emphasize the need for constructive engagement, peaceful protests, respect for rights and properties of others as well as education on rights to recourse as well as poverty alleviation programmes.

To date, Lower Tugela Bulk Water Supply for the area was launched on 22 March 2016 as one of the service delivery responses which also present the people of Isithebe with jobs as well as skills development opportunities. A prayer meeting for peace and stability in Isithebe was held 31 March 2016. Other activities are planned to take place in the area.

(2) In 2014, government adopted the Local Government Back to Basics Strategy as a response to challenging situations at local government level. Recognising the need for inter-sphere collaboration, the strategy is implemented and monitored collaboratively, with the Department of Cooperative Governance taking the lead in the coordination of the following five pillars of the strategy:

(i) put people and their concerns first and ensure constant contact with communities through effective public participation platforms;

(ii) create conditions for decent living by consistently delivering municipal services of the right quality and standard;

(iii) demonstration of good governance and administration;

(iv) ensuring sound financial management and accounting; and

(v) building and maintaining sound institutional and administrative capabilities, administered and managed by dedicated and skilled personnel at all levels.

Since the strategy was implemented, the department’s monitoring of municipalities has shown signs of municipal performance improvement in the KZN Province. The Department also established Back to Basic teams clustered in Provinces to provide oversight and rapid response.

11 April 2016 - NW858

Profile picture: Mokause, Ms MO

Mokause, Ms MO to ask the Minister of Human Settlements

Why are houses in Obed Nkosi Phase 1 and 2, in Lesedi Local Municipality in the Sedibeng District Municipality, Gauteng, not allocated despite the fact that they were finished three years ago?

Reply:

The Gauteng Department of Human Settlements appointed Contractors to construct houses for Phases 1 and 2 at Obed Nkosi. During 2013, a total of 300 houses were completed and allocated to the qualifying beneficiaries. Phase 2 consist of 1 033 houses and the construction of these houses was completed during August 2015. The Lesedi Local Municipality then requested the Provincial Department that none of these houses should be allocated to beneficiaries without electricity. As the electrification of houses is the responsibility of the Municipality, the Provincial Department had to wait for the houses to be provided with electricity before allocation could start. To date, 695 houses in Phase 2 have been electrified and allocated.

The allocation of the houses with electricity is an on-going process and the Provincial Department has indicated that a further 88 houses will be allocated to the beneficiaries by 6 April 2016. The Lesedi Local Municipality is attending to the electrification of the outstanding houses, and once the houses have been electrified, allocations to the qualifying beneficiaries will commence.

 

11 April 2016 - NW306

Profile picture: Ross, Mr DC

Ross, Mr DC to ask the Minister of Cooperative Governance and Traditional Affairs

(1)(a) How often does each metropolitan municipality collect household waste and (b) is it collected on a fixed schedule; if not, why not; (2) whether there were any disruptions of service or late removal of waste as a result of a failure by any municipality since 1 January 2015; if so, (a) what were the causes and (b) how has this been addressed?

Reply:

The information requested by the Honourable Member is not readily available within the Department. The Department thus made a request to Metropolitan Municipalities to provide the relevant information. Information was received from the following Metropolitan Municipalities:

ETHEKWINI METROPOLITAN MUNICIPALITY

  1. (a) Once a week

           (b) Yes

      2. None

BUFFALO CITY METROPOLITAN MUNICIPALITY

  1. (a) Once a week

          (b) Yes

   2. Yes, there were disruptions of services in BCMM Solid Waste Department

      (a) Disruptions were caused by frequent breakdowns of Refuse Compactor Trucks and labour unrests;

     (b) The Department of Solid Waste usually addresses the labour issues that arise with the assistance of Corporate Services.

CITY OF TSHWANE

  1. (a) Once a week

          (b) Yes

2. The collection trucks were mostly on schedule but there may have been 1 or 2 days where some areas experienced delays.

    (a) The delays would typically be due to a break-down of a vehicle or a workers strike.

     (b) The collection continues into the following day or days so that there are no backlogs when the following week starts.

MANGAUNG METROPOLITAN MUNICIPALITY

  1. (a) Once a week

        (b) Yes

2. Yes, there were disruptions and late removal of waste since 1 January 2015.

     (a) There is often a shortage of vehicles due to vehicles breaking down.

     (b) The municipality utilises a pool of SMMEs who have been appointed to render emergency door to door waste collection as and when necessary.

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY

  1. The NMBM is collecting refuse from 99.98% of households within the urban edge, excluding informal areas on privately owned erven not earmarked for Human Settlements development. Almost one third of the households waste is collected bi-weekly and the remaining two-thirds are collected weekly. The NMBM is in the process of converting all bi-weekly refuse collection to a weekly service by June 2016.

2.   Yes, there were instances of late removal of waste since 1 January 2015.

     (a) The capacity to render efficient Waste Collection Services is often hampered by breakdowns in refuse trucks due to ageing fleet and turnaround time on repairs and maintenance. This leads to refuse being collected later than usual, in certain communities. Nonetheless, the refuse is collected on the same day of refuse collection schedule even if it is late during the day.

     (b) The NMBM has embarked on a process of recapitalisation of old fleet. New refuse trucks have been purchased and other trucks are scheduled to be purchased in the next financial year. In the meantime, the NMBM is hiring externally through the existing Municipal contract in order to supplement its service delivery demands.

 

11 April 2016 - NW696

Profile picture: Van Damme, Ms PT

Van Damme, Ms PT to ask the Minister of Communications

(1) Whether she was informed of the SA Broadcasting Corporation’s (SABC) decision to ban call-ins on its radio stations; if not, why not; if so, what is her department’s position on the SABC’s decision to ban call-ins on its radio stations; (2) whether the SABC Board was informed of the SABC’s decision to ban call-ins on its radio stations; if not, why not; if so, (a) when and (b) what are the further relevant details?

Reply:

There was no decision to ban call-ins on radio SABC’s stations. The SABC management did not prohibit talk shows hosts from having open lines discussions during programmes. Talk show hosts of religious or sport programmes are subject matter experts and will have open line discussions on relevant religious or sporting matters. At the same time, political discussions can only be dealt with during News and Current affairs programmes where presenters/hosts are skilled to deal with these matters. Therefore, the SABC strives to ensure that political discussions are dealt with on the correct platforms.

 

MR NN MUNZHELELE

DIRECTOR GENERAL [ACTING]

DEPARTMENT OF COMMUNICATIONS

DATE:

MS AF MUTHAMBI (MP)

MINISTER OF COMMUNICATIONS

DATE

11 April 2016 - NW739

Profile picture: Madisha, Mr WM

Madisha, Mr WM to ask the Minister of Health

Whether the Government is pursuing a vigorous policy to detect glaucoma at an early stage so that medical help can be given before any lasting damage occurs; if not, why not; if so, what has been the situation year on year during the period 1 June 2009 to 29 February 2016?

Reply:

Yes, Government is pursuing a vigorous policy for the early detection of Glaucoma and provision of medical intervention for those who already have the condition. As part of Government’s response to the 1999 Vision 2020 Initiative of the World Health Organisation (WHO) and IAPB, guidelines for Eye Health were developed prioritising the five leading causes of blindness and visual impairment in South Africa, that is Cataract, Glaucoma, Diabetic retinopathy, Childhood blindness and Retractive errors. The following services/activities have taken place as part of a strategy to minimize the impact of eye health conditions and Glaucoma specifically:

  • A symptom-based integrated clinical management Primary Care (PC101) guideline incorporates the detection and management of Glaucoma and other eye care conditions at a Primary Health Care (PHC) level;
  • Eye Health has been integrated with all other programmes to ensure that eye health is addressed holistically and not as a vertical programme. This allows for the screening of Glaucoma on patients with conditions such as diabetes and hypertension;
  • Every year, provinces organise a Glaucoma awareness week to raise awareness about the impact of Glaucoma. During the week, screening and health education on Glaucoma is provided. Different mainstream and social media are also utilised to educate the public on Glaucoma. In 2016, Glaucoma awareness week was commemorated during the week of the 6th to the 12th March 2016; and
  • The following services are regularly provided at different facilities:
  • Primary level - screening is conducted by PHC nurses, ophthalmic nurses and optometrists. Suspected cases of Glaucoma are referred to hospitals for further assessments and management;
  • Secondary level – Ophthalmologists and Optometrists screen the eye and provide management for all Glaucoma cases that are detected. Low vision and rehabilitative services are provided to people whose vision has been irreparably damaged.
  • Government has appointed a dedicated eye health person at the National Department of Health to prioritise eye health and develop strategies to eliminate avoidable blindness and visual impairment including the early detection of Glaucoma.

No records are available on specific year on year programmes run during the period 01 June 2009 to 29 February 2016.

END.

11 April 2016 - NW826

Profile picture: Mbhele, Mr ZN

Mbhele, Mr ZN to ask the Minister of Police

(a) Why, since his reply to question 2669 on 25 August 2015, has he not yet appointed a permanent Secretary of the Civilian Secretariat for Police in accordance with section 7 of the Civilian Secretariat for Police Service Act, Act 2 of 2011, (b) when will he do so and (c) what recruitment processes are underway to appoint someone permanently to the specified position?

Reply:

The initial advert of 2014 did not attract a suitable candidate. In the intervening period an acting person was put in place. The post has since been re-advertised and the closing date was 18 March 2016. The applications received are still being processed.

11 April 2016 - NW861

Profile picture: Chewane, Dr H

Chewane, Dr H to ask the Minister of Health

(1)Why is the clinic at Senekal, O R Tambo Section, in the eastern Free State Province not open despite being completed two years ago; (2) what is the cost of damage to the specified property due to vandalism and loss due to stolen equipment?

Reply:

  1. The clinic at Senekal, OR Tambo Section, in the Eastern Free State province, was not completed because the contractor failed to comply with the terms and conditions of the contract, and as such was never handed over to the provincial department of health, and as such it could not be opened.
  2. The damage, due to the vandalism of the facility, is a responsibility the contractor because it was never handed over to the provincial department of health.

END.

11 April 2016 - NW305

Profile picture: Ross, Mr DC

Ross, Mr DC to ask the Minister of Cooperative Governance and Traditional Affairs

Whether each metropolitan municipality offers any support to neighbourhood watch initiatives; if not, why not; if so, what are the relevant details in each case? (2) whether there were any disruptions of service or late removal of waste as a result of a failure by any municipality since 1 January 2015; if so, (a) what were the causes and (b) how has this been addressed?

Reply:

The information requested by the Honourable Member is not readily available within the Department. The Department thus made a request to Metropolitan Municipalities to provide the relevant information. Information was received from the following Metropolitan Municipalities:

BUFFALO CITY METROPOLITAN MUNICIPALITY

The BCMM does not offer any support to neighbourhood watch initiatives other than the BCMM Law Enforcement Services and Traffic Services.

CITY OF TSHWANE

The functions of the Tshwane Metro Police include Crime Prevention, By-Laws and Road Policing. The Crime Prevention and Social Crime Prevention Units do assist neighbourhood watches as and when needed. Tshwane is divided into Regions and Regional Policing offices attend meetings at South African Police Stations whereby the community is assisted through the Community Police Forum Meetings.

MANGAUNG METROPOLITAN MUNICIPALITY

Not applicable

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY (NMBMM)

Metro Police not yet established. The SAPS currently provides support to neighbourhood watch initiatives.

 

11 April 2016 - NW299

Profile picture: Ollis, Mr IM

Ollis, Mr IM to ask the Minister of Cooperative Governance and Traditional Affairs

(1)Whether the meetings of each metropolitan municipality’s bid adjudication committee are open to the public; if not, why not; if so, (a) when was this implemented and (b) where are the specified meetings advertised; (2) Whether bid boxes are opened in view of the public; if not, why not; if so, what are the relevant details?

Reply:

The processes relating to the supply chain management policies of municipalities including metropolitan municipalities is regulated by chapter 11 of the Local Government Municipal Finance Management Act 56 of 2003. Section 111 this Act requires each municipality to have and implement a supply chain management policy which is in line with a framework that is prescribed in section 112 of the same Act. This section provides the minimum requirements to be covered by the supply chain management policy. Of relevance to this parliamentary question is section 112(h) which prescribed that the policy must provide for procedures and mechanisms for: “(i) Opening, registering and recording of bids in the presence of interested persons” and (ii) “The evaluation of bids to ensure best value for money”

There is no requirement for the evaluation and adjudication of bids in public in the Act nor in any other municipal relevant legal prescript.

(i) There is no legal prescript that requires the meetings of a municipality’s bid adjudication committee to be open to the public. Only two metropolitan municipalities; Ekurhuleni and City of Cape Town have adopted this practice as an additional measure to emphasise transparency in procurement.

The following table outlines is the approach elected by each of the eight metropolitan municipalities in this regard; this is according to the information provided by the municipalities:

Metropolitan municipality

Are the bid adjudication committee meetings open to the public?

When was this practice implemented?

Where are the meetings advertised?

City of Johannesburg Metro

No

N/A

(Not a legal requirement)

N/A

(Not a legal requirement)

Tshwane Metro

No

N/A

(Not a legal requirement)

N/A

(Not a legal requirement)

Ekurhuleni Metro

Yes

1 December 2015

Local media and municipal notice boards.

City of Cape Town Metro

Yes

1 June 2006

Local media and municipal notice boards.

Nelson Mandela Bay Metro

No

N/A

(Not a legal requirement)

N/A

(Not a legal requirement)

Buffalo City Metro

No

N/A

(Not a legal requirement)

N/A

(Not a legal requirement)

Ethekwini Metro

No

N/A

(Not a legal requirement)

N/A

(Not a legal requirement)

Mangaung Metro

No

N/A

(Not a legal requirement)

N/A

(Not a legal requirement)

(ii) The public opening of municipal bids is a legal requirement as prescribed in section 112(h) (i) of the Local Government Municipal Finance Management Act 56 of 2003. This section prescribes that the supply chain management policy must provide for procedures and mechanisms for: “(i) Opening, registering and recording of bids in the presence of interested persons”.

In this regard; all metropolitan supply chain management policies require the public opening of bids and they have all confirmed that the bid boxes are indeed opened in view of the public.