Questions and Replies

Reply:

QUESTION 1

Armscor’s mandate is to meet the defence materiél requirements of the Department of Defence. Armscor is seeking to collaborate with various countries in the execution of its mandate and the visit was to discuss possible financial arrangements in support of Armscor’s functions and the purpose was therefore, directly aligned with Armscor’s mandate.

QUESTION 2

(2) Armscor did not open any bank account in the Russian Federation.

Reply:

1. (a) The department’s policy, in line with the Modified Cash Standards and Section 38(1)(d) of the PFMA, provides for the verification of assets at least once a year.

(b) An Asset register is available for audit purposes.

2. No losses have been recorded for the periods under question.

Reply:

2. Defence Intelligence does not have a contract with and does not employ the services of Eavesdropping Detection Solutions (EDS); Corporate Business Insight and Awareness (CBIA); Cell Detect; or Business Espionage Countermeasures South Africa (BECSA).

Reply:

This matter is subject to ongoing litigation and once resolved the questions posed can be responded to.

Reply:

(e) There is a total number of 335 Units in the South African National Defence Force (SANDF) with a total strength of 63 761 uniformed personnel (soldiers). Of the 63 761 soldiers in the SANDF, 16 705 are troops (riflemen, privates, airmen and sailors). Attached as Appendix A, is the breakdown in the number of regular force troops in regular force Unit and attached as Appendix B, is reserve force members in reserve and regular force Units. It must be noted in Appendix B that the strengths of the Units are divided into total strength of members in the Unit’s establishment as well as active strength, which is members that have been called up in the past 24 months.

ATTACHMENTS: APENDIX A AND B

Reply:

(a) No, I have never been influenced by any person and/or influenced any employee in the Department to take an official administrative action on behalf of any member, employee and/or close associate of the Gupta family.

(b) I have attended events organised by the Hindu community to mark their Diwali, a Hindu Festival, wherein members of the Gupta family attend as part of the members of the Hindu society.

These invitations have always been extended to Ministers, Deputy Ministers, and the Business community long before I even assumed the responsibility of being the Minister of Defence and Military Veterans.

Reply:

The SA National Defence Force has a total strength of 63 761 uniformed personnel (soldiers). Of the 63 761 soldiers in the SANDF, 16 705 are troops (riflemen, privates, airmen and sailors), while 47 056 personnel are rank carrying members.

Arm of Service	Other than Private	Privates/Troops	Grand Total
SA Army	26 338	14 987	41 325
SA Air Force	8 619	429	90 48
SA Navy	6 396	376	6 772
SA Medical Health Service	5 703	913	6 616
Grand Total	47 056	16 705	63 761

Reply:

The information required in this Parliamentary question relates to the movement(s) of the VVIP and can only be disclosed in a Closed Session of the Joint Standing Committee on Defence.

Reply:

(a) The current composition of the SA National Defence Force (SANDF) ) in terms of the number of members of former (i) statutory and (ii) non-statutory forces, and (b) what ranks do the specified members hold is depicted below:

Rank	Non-Statutory	Statutory	SANDF	Grand Total
Gen/Adm	1	0	0	1
Lt Gen/V Adm	8	0	0	8
Maj Gen/R Adm	26	13	1	40
Brig Gen/R Adm (JG)	78	81	11	170
Col/Capt (SAN)	288	466	99	853
Lt Col/Cdr	384	1 166	733	2 283
Maj/Lt Cdr	241	736	1 697	2 674
Capt/Lt (SAN)	91	298	2 276	2 665
Lt/S Lt	54	61	980	1 095
2 Lt/Esn	0	0	76	76
WO1	381	1 949	195	2 525
WO2	484	1 846	548	2 878
S Sgt/F Sgt/CPO	1 561	3 208	2 279	7 048
Sgt/PO	1 455	2 000	5 236	8 691
Cpl/LS	1 187	1 631	7 785	10 603
L Cpl/AB	479	912	3 909	5 300
Pte/Amn/Sea	1 040	1 691	13 974	16 705
Cpln	4	15	100	119
Pioneer	0	25	0	25
Sen Pioneer	0	1	0	1
Chief Pioneer	0	1	0	1
PSAP	117	4 564	5 402	10 083
Grand Total	7 879	20 664	45 301	73 844

(c) A total number of 4 280 Department of Defence’s officials are expected to retire in the next five years.

(d) The impact that retirements have on institutional memory is always minimised, as the Department of Defence is a continuous learning organisation and always aspire to transfer knowledge from one generation to the next through formal and informal training programmes.

(e) The breakdown of members who will retire in the next five years by rank, gender and former force affiliation is depicted below:

(i) 2018:

(ii) 2019:

(iii) 2020:

(iv) 2021:

(v) 2022:

(vi) 2023:

(vii) Summary for the next five years:

	APLA	Bop	Ciskei	MK	SADF	SANDF	Transkei	Venda	Total
	M	F	M	F	M	F	M	F	M	F	M	F	M	F	M	F
Gen/Adm							1										1
Lt Gen/V Adm							6										6
Maj Gen/R Adm		1	1				7	2	4	1			3				19
Brig Gen/R Adm (JG)	3	2	2		2		16	8	19	5			3		4		64
Col/Capt (SAN)	6	4	16		5		28	11	118	19	7		11		4		229
Lt Col/Cdr	7	6	6		2		22	12	143	32	6	12	9		6		263
Maj/Lt Cdr	2	1	5		2		9	3	20	20	7	12	4				85
Capt/Lt (SAN)		1					4	4	5	12	2	20	2		2		52
Lt/S Lt							1	1		2		1					5
WO1	11	11	42	4	6	3	31	10	553	81		1	12		29		794
WO2	4	5	28	4	8	2	11	9	245	17	1	1	26		19		380
S Sgt/F Sgt/CPO	14	17	53		13	1	42	25	241	30	2	12	55		45		550
Sgt/PO	13	5	41	1	15		45	12	116	5	4	2	43		19		321
Cpl/LS	7	2	30	1	4		32	6	110		5	1	38		24		260
L Cpl/AB			9		6		10		61		1		9		8		104
Pte/Amn/Sea	2		13	1	4		11		77		10		8		78		204
Cpln	1		3				1		5		7						17
Pioneer									5								5
Sen Pioneer									1								1
Chief Pioneer									1								1
PSAP	3	1	2	6	4	5	6	2	459	333	28	40	8	10	7	5	919
Total	73	56	251	17	71	11	283	105	2 183	557	80	102	231	10	245	5	4 280

(f) The following table depicts the current race, gender, and rank breakdown of the SANDF in 2018:

RANK	African	African Total	Asian	Asian Total	Coloured	Coloured Total	White	White Total	GRAND TOTAL
	M	F		M	F		M	F		M	F
Gen/Adm	1		1										1
Lt Gen/V Adm	8		8										8
Maj Gen/R Adm	28	5	33		1	1	1		1	4	1	5	40
Brig Gen/R Adm (JG)	92	22	114	3	3	6	16	5	21	20	9	29	170
Col/Capt (SAN)	389	117	506	15	5	20	56	8	64	219	44	263	853
Lt Col/Cdr	775	320	1 095	32	19	51	199	59	258	661	218	879	2 283
Maj/Lt Cdr	1 030	474	1 504	46	25	71	247	112	359	487	253	740	2 674
Capt/Lt (SAN)	1 094	807	1 901	14	29	43	193	188	381	155	185	340	2 665
Lt/S Lt	546	363	909	4	4	8	66	40	106	51	21	72	1 095
2 Lt/Esn	40	11	51	1		1	3		3	19	2	21	76
WO1	869	225	1 094	61	7	68	369	40	409	723	231	954	2 525
WO2	1 092	352	1 444	59	4	63	429	81	510	639	222	861	2 878
S Sgt/F Sgt/CPO	3 563	1 018	4 581	93	19	112	873	185	1 058	1 032	265	1 297	7 048
Sgt/PO	5 034	1 814	6 848	71	16	87	855	311	1 166	465	125	590	8 691
Cpl/LS	6 538	2 412	8 950	74	16	90	782	355	1 137	329	97	426	10 603
L Cpl/AB	3 389	1 115	4 504	47	10	57	344	172	516	184	39	223	5 300
Pte/Amn/Sea	10 764	3 831	14 595	90	47	137	982	633	1 615	266	92	358	16 705
Cpln	72	17	89	1	1	2	7	2	9	12	7	19	119
Pioneer	21		21				2		2	2		2	25
Sen Pioneer							1		1				1
Chief Pioneer	1		1										1
PSAP	3 602	3 328	6 930	38	78	116	775	732	1 507	299	1 231	1 530	10 083
	38 948	16 231	55 179	649	284	933	6 200	2 923	9 123	5 567	3 042	8 609	73 844

Reply:

The response to this Parliamentary question can only be disclosed in a closed session of Joint Standing Committee on Defence as it relates to strategic sensitive security capabilities of the SANDF.

Reply:

The response to this Parliamentary question can only be disclosed in a closed session of Joint Standing Committee on Defence as it relates to strategic sensitive security capabilities of the SANDF.

Reply:

Defence Act Members

(1) (a) The total number of

 

1. Deputy directors-general equivalent (Lieutenant Generals): Nine (9).

(ii) Chief Directors equivalent (Major Generals): Forty one (41).

(aa) Acting Deputy directors-general and Chief Director: Zero (0).

(bb) Permanent capacity of deputy director-general and Chief Directors: Fifty (50).

(b) (i) Total number of women Deputy director general (Lieutenant General): Zero (0).

(ii) Total number of women Chief Directors (Major Generals): Seven (7).

(2) (a) (i) Total number of Chief Executive Officers: Zero (0).

(ii) Directors (Brigadier Generals): One hundred and seventy (170). They are reporting directly to their different Chief Directors (Major Generals).

(b) (i) Total number of women chief executive officers: Zero (0).

(iii) Women Directors (Brigadier Generals): Thirty nine (39).

Public Service Act Employees

(1) (a) The total number of

(i) Deputy directors-general: Five (5).

(ii) Chief Directors: fourteen (14).

(aa) Acting Deputy directors-general: One (1) and Chief Directors: One (1).

(bb) Permanent capacity of Deputy directors-general: five (5) and Chief Directors: Fourteen (14).

(b) The total number of Deputy Directors-General that are female is three (3) and Chief Directors is four (4).

(2) (a) (i) Total number of Chief Executive Officers: Zero (0).

(ii) Total number of Directors: forty two (42). They are reporting directly to their different Chief Directors.

(b) (i) Total number of women chief executive officers: Zero (0).

(ii) Women Directors: Seventeen (17).

DEPARTMENT OF MILITARY VETERANS

REPLY

(1)

(aa) Acting – Chief Director Skills Development and Empowerment: Ms L Mabitsela (female)

(bb) Permanent

(i) DDG Corporate Services – Maj Gen (rtd) Make (male)

DDG Empowerment and Stakeholder Management – Ms Mafu (female)

(ii) Chief Director Strategic Support – Adv Ntsaluba (female)

Chief Director Health and Wellness – Ms Morolo (female)

Chief Director Provincial Office & Stakeholder Management – Mr Ngobeni (male)

Chief Director Heritage,Memorialisation,Burials & Honouring–Mr Mchunu (male)

(b)

(i) Deputy Director General – 1

(ii) Chief Directors – 2 Permanent and 1 Acting.

(2) not applicable to DMV

MILOMBUD

There are no deputy director-general’s staffed within the Office of the Military Ombud. One (1) female Chief Director was recently appointed on a permanent capacity.

•  

(a) what is the total number of (i) chief executive officers and (ii) directors of each entity reporting to her and (b) what is the total number of women in each case

Two male (2) directors are reporting to the chief director.

DEFENCE FORCE SERVICE COMMISSION

REPLY:

None.

CASTLE CONTROL BOARD

REPLY:

Only one (1) Chief Executive Officer and one (1) Chief Financial Officer are appointed by the Board of 11 members of which CLog is the Chair.  There are no Directors at the Castle Control Board.

None

ARMSCOR

REPLY:

1. (a) (i) Armscor, the Acquisition Agency for the Department of Defence, has six (6) Group Executives and eleven (11) Executive Managers.

(ii)(aa) Armscor has only one acting Group Executive and one acting Executive Manager.

(bb) There are five (5) permanent Group Executives and 11 permanent Executive Managers.

(b) Of the six (6) Group Executives, one is female. Of the 11 Executive Managers, four (4) are female.

(2) a (i) Armscor is managed by one Chief Executive Officer.

(ii) Armscor has eleven (11) Board members.

(b) Of the 11 Board members, five (5) are female.

Reply:

1. The Minister was not informed neither was she aware of any allegation of irregular and or unlawful appointments that occurred during the hiring of persons for the Senior Staff Officer National Codification Bureau in 2015 since there has never been hiring of Senior Staff Officer at National Codification Bureau over the period mentioned. During the said period only contractors were hired and trained to be codifiers. Allegations pertaining to alleged irregularities during the acquisition of contractors were never reported through appropriate channels set up by the Department of Defence, and only came to the fore by a media enquiry from Rapport subsequently followed by an article published by Rapport and City Press on 21 October 2018.
2. The SANDF prides itself as a well-structured and disciplined force with adequate structures in place to resolve any inconsistency, malicious deeds, ill-discipline, or any other activity that might put the organisational name into disrepute warrants disciplinary processes as regulated in our policy. It should be noted that proper channels were never used to report any irregularity regarding hiring of any member by National Codification Bureau. The Department of Defence only became aware of these allegations regarding alleged irregularities when it received a media enquiry subsequently followed by the publication of an article pertaining the same matter by Rapport and City Press newspapers on 21 October 2018. This practice is contrary to the Department of Defence’s code of ethics. Following the publication of an article pertaining alleged irregularities an investigation was launched and is still ongoing.
3. National Codification Bureau (NCB) went on a project to acquire contract workers in support of the National Youth Development Policy Framework. All requirements were approved by the Chief of the Division and appointments of contract workers took place from 2015, 2016 and 2017. This was done in line within the prescripts of the National Youth Development Framework which encourages development of youth from the root level where opportunities for furthering education were not afforded due to different reasons stemming from non-affordability because of poor background. During the said period only contractors were hired and trained to be codifiers. The total amount of contractors employed is 71.

The Bill of Rights is a cornerstone of democracy, enshrining the rights of all people in the country and affirming the democratic values of human dignity, equality and freedom. This is inclusive of the appointment of youth from any cultural background and association without discrimination. No member can be disqualified when he/she meets the necessary requirement to be offered equal opportunities like any other youth in the country. By placing young people and their development in the broader context of reconstruction and development, common developmental goals and a spirit of cooperation and co-ordination is encouraged.

4. This should be done in line with Government’s broad approach to fundamentally address poverty and underdevelopment through comprehensive, integrated, cross-sectoral and sustainable policies and programmes. Young people ought to enjoy all the rights, responsibilities and obligations that all normal citizens of South Africa enjoy as contained in the Bill of Rights and the Constitution, so are contractors who are related to members of the Department of Defence, unless it can be said they are not supposed to have rights that are accorded every citizen of this country which were attained through blood and sweat of their fathers, mothers brothers and sisters who had to face oppression by a brutal regime. The Department of Defence policy clearly states that a member of a selection board may recuse himself/herself if his/her familiarity with the candidate might affect his/her objective judgement. In the aforementioned case, no family member was directly involved with the acquisition of contract workers. DODI C PERS NO 8/99 stipulates that applicants should not be discriminated due to their status. The policy further states that all candidates should be measured against the same objective criteria.

5. The South African National Defence Force has systems in place to deal with issues regarding all ill-discipline aspects at all levels. Necessary internal processes are always followed regarding any irregularity or ill-discipline related behaviour. In order to ensure that checks and balances within the department are in place, staffing is handled as follows:

(a) Vacant funded posts are advertisement and this is done according to C Pers [DCM (PSAP)] by Human Resource Division.

(b) Shortlisting of applicants is done by Human Resource of the requesting authority.

(c) The Staffing Board identifies the suitable candidates according to the criteria.

(d) The decision of the Staffing Board is sent back to C Pers [DCM (PSAP)] for final endorsement.

Regarding the aforementioned criteria, posts were not advertised due to the fact that, contract appointments do not meet the advertisement requirement, as per DODI C PERS NO 8/99. However in an event where shortcomings or irregularities occur, the SANDF as the organisation will not hesitate to implement corrective measures as directed by the Defence Act.

Reply:

REPLY

1. It is advised that NO application form for 640117 5868 086 Mr Tube has been received by the Department of Military Veterans.  It is further advised that NO application has been registered on the DMV Burial Support Database.

Reply:

1. (1) (a) The aircraft landed at St Helena on 14 August 2018.

(b) C130B Hercules.

(c) Refuelling stops.

(2). No military equipment was transported on this flight.

(3). No

Reply:

I have become aware of a difference in interpretation, amongst members of the DOD, given to the application of National Treasury Regulations applicable to the remuneration of Audit Committee members. I have written to the Minister of Finance to request clarity on the correct application of the applicable National Treasury Regulations and will be in a position to respond to the questions posed here once such response has been received.

Reply:

Internal Deployments/External Deployments

(a) The SA National Defence Force has no troops deployed in any combat zone.

(b) Zero troops are deployed in any combat zone.

Reply:

1. The Cabinet considered three (3) separate policy options in the development of the Defence Review 2015. Quoting directly from Paragraphs 103 – 110 of Chapter 9 of the Defence Review 2015, these were:

(a) Strategic Policy Option 1: Maintain the Status Quo.

i) Should, for whatever reason, the Defence Strategic Trajectory not be achieved, the Defence Force would have to enter into an urgent redesign process to counter its current state of critical decline and attempt to establish a healthy, though significantly reduced defence capability, that would be focussed primarily on domestic matters. Its primarily domestic orientation and reduced capabilities would provide a very limited capability to: defend territorial integrity, ensure national sovereignty and support South Africa’s continental leadership role.

ii) The significantly reduced force design would have to arrest the critical decline in the Defence Force and establish limited capabilities that:

1. are lighter and cheaper with a greater tooth-to-tail ratio;
2. reduce the overhead costs of headquarters and command structures to single command corps;
3. establish balance within a lighter force;
4. reside within relatively unsophisticated main operating systems;
5. meet a significantly reduced level of standing domestic and international defence commitments; and
6. promote a spatially dispersed footprint.

(iii) This significantly redesigned force would have to be modelled according to the following concepts for it to develop utility:

1. A lighter, infantry-based landward capability focussed primarily on internal operations.
2. An air defence capability focussed primarily on light, tactical mobility.
3. A littoral maritime defence capability focussed primarily on the protection of territorial waters.
4. A Special Force capability focussed on a limited spectrum of Special Force operations.

(b) Strategic Policy Option 2: Implement the Defence Strategic Trajectory Independently

1. The pursuit of the Defence Strategic Trajectory will, over time, develop a defence capability capable of conducting major combat operations in the defence and protection of South Africa, its national sovereignty and territorial integrity.
2. The capability created would be commensurate with South Africa’s continental leadership responsibilities, establishing the gravitas required in support of Africa’s peace and security architecture. The ability to project forces over long distances and sustain them for protracted periods of time will further bolster South Africa’s continental leadership responsibilities and influence, as well as making a significant contribution to the security of South Africa’s vital national interests.
3. Should Government wish to pursue the Defence Strategic Trajectory on a solely national basis, it would take significant time to establish all the necessary competence and capabilities to achieve the degree of defence capability set out in Milestone 4.

(c) Strategic Policy Option 3: Implement the Defence Strategic Trajectory in Partnership

1. Government may consider a course of action that would shorten the duration of the Defence Strategic Trajectory. In essence, the main point of leverage would be the extent to which Government might decide to pursue the Defence Strategic Trajectory with the assistance of either a strategic partner or a number of strategic partners.
2. Partnering, either with a single strategic partner or with multiple strategic partners in specific capability areas, would accelerate the overall implementation of the Defence Review and the Defence Strategic Trajectory, as well as leverage a number of funding options for the trajectory.

Reply:

Both the Department of Defence (DOD) and Armscor apply the Preferential Procurement 2017 Regulations (PPR) as promulgated. Wherein the 80/20 and 90/10 preference point system is applied as provided for in the Regulations and Guidelines. The 30% threshold for subcontracting applies to all designated groups where feasible. There is no special arrangement of 45% targeted for award to BBBEE service providers belonging to military veterans.

Reply:

The relocation of Air Force Base Ysterplaat is not under departmental consideration. 99% of SAAF aircraft operate in and out of Air Force Base Ysterplaat.

Reply:

DEPARTMENT OF DEFENCE

1. (a) A total of two (2) incidents of racism were reported to the human resource office for the period 2016/2017

(i) Incident One (19 July 2016). Alleged harassment in the work place leading to a claim of racism. Outcome: The member requested the grievance to be closed on 11 May 2017.

(ii) Incident Two (16 August 2016). Alleged incident of racism. C SANDF took a decision that the Chief of the South African Air Force should investigate this matter and provide him with the detailed report. Outcome: The grievance is still open as the investigation is ongoing.

 

DEPARTMENT OF MILITARY VETERANS

There were no racism incidents reported in the Department of Military Veterans since 2016 to date.

MILOMBUD

There was no case of racism reported within the Office of the Military Ombud during the specified period.

CASTLE CONTROL BOARD

There were no cases of racism reported at the Castle Control Board

DEFENCE FORCE SERVICE COMMISSION

There were no cases of racism reported at the Defence Force Service Commission.

ARMSCOR

1) There was no case of racism that was reported at Armscor.

2) Not applicable.

Reply:

	2013/2014	2014/2015	2015/2016	2016/2017	2017/2018	2018/2019 since 1 Apr
	R'000	R'000	R'000	R'000	R'000	R'000
ATTACHÉ ACCREDITATION	3,360	973	2,485	761	1,229	144
ENTERTAINMENT EXPENSES	6,111	1,944	2,301	3,783	2,513	778
TOTAL	9,471	2,917	4,786	4,544	3,742	922

DEPARTMENT OF DEFENCE

Entertainment Expenditure by Financial Year

DEPARTMENT OF MILITARY VETERANS.

Entertainment Expenditure by Financial Year
	2013/14 FY	2014/15 FY	2015/16 FY	2016/17 FY	2017/18 FY	2018/19 FY	2019/20 FY	2020/21 FY
	Audited AFS	Audited AFS	Audited AFS	Audited AFS	Unaudited	Budget	Budget	Budget
R'000
Budget	478	669	264	-	-	105	111	117
Actual	42	-	-	-	-	-	-	-

Reply:

The National Department of Public Works is the custodian of all immovable assets that vest in National Government and as such is responsible for all facility life cycle management functions. The Memorandum of Agreement was signed in 2015 by Minister of Public Works to transfer the facility life cycle management functions on Defence Endowment Property. (specifically immovable assets). The process is underway to be concluded in the Medium Term. Therefore there is no company invested on any land allocated to the DoD by NDPW.

Reply:

1. The South African National Defence Force does not have (a) A class or (b) D class reservists who were in service on (i) 31 May 2012 and (ii) 31 May 2018;

2. The South African National Defence Force does not have A class or D class reservists who left because they were not able to do firearm competency tests.

3. The South African National Defence Force does not have D class reservists who have been converted to A class between 31 May 2012 and 31 May 2018.

4. Further relevant details with regards to the question are:

(i) Class A and D reservists are members who have been appointed by the National Police Commissioner to render services as a volunteer in support of the Police.

(ii) Members of the National Defence Force who volunteer their service are members of the Reserve Force of the South African National Defence Force.

(iii) In the South African National Defence Force there is currently a total of 20 671 volunteers serving in the Reserve Force and are not categorised into classes. Of these 20 671, approximately 15 000 are called-up annually to render service, including participation in peace support operations, border protection and training.

Reply:

(1)(a) yes

(i) yes

(ii) yes

(aa) Mr Charles Nqakula (spouse)

(bb)(aaa) and (bbb)

DATE	DESTINATION	PURPOSE	Fam Member
11-18/7/14	Paris, France & London	Official Visit as a Spouse	Mr C Nqakula
19-27/9/14	New York, USA	Official Visit as a Spouse	Mr C Nqakula
21-24/2/15	Abu Dabi	Official Visit as a spouse	Mr C Nqakula
13-18/4/15	Russia	Official Visit as a Spouse	Mr C Nqakula
18-22/4/15	Jarkata & Indonesia	Official Visit as a Spouse	Mr C Nqakula
22-26/4/15	Instantbul & Turkey	Official Visit as a Spouse	Mr C Nqakula
7-12/5/15	Russia	Official Visit as a Spouse	Mr C Nqakula
27-29/6/15	Lesotho	Official Visit as a Spouse	Mr C Nqakula
9-12/7/15	Kenya, DRC & Goma	Official Visit as a Spouse	Mr C Nqakula
24-25/8/15	Burundi	Official Visit as a Spouse	Mr C Nqakula
30/8-1/9/15	Ethiopia	Official Visit as a Spouse	Mr C Nqakula
13-18/9/15	New York	Official Visit as a Spouse	Mr C Nqakula
22-30/9/15	London	Official Visit as a Spouse	Mr C Nqakula
13-19/10/15	DRC & Sudan	Official Visit as a Spouse	Mr C Nqakula
31/10-5/11/15	Thailand	Official Visit as a Spouse	Mr C Nqakula
6-10/11/15	Burundi, Sudan & Dakar	Official Visit as a Spouse	Mr C Nqakula
14-16/1/16	Ethiopia	Official Visit as a Spouse	Mr C Nqakula
18-19/1/16	Gaborone, Botswana	The purpose of the official visit as the Spouse	Mr C Nqakula
27-31/1/16	Ethiopia	The purpose of the official visit as the Spouse	Mr C Nqakula
12-24/3/16	New York	Official Visit as a Spouse & Companion	Mr C Nqakula
25-29/4/16	Moscow, Russia	Official Visit as a Spouse	Mr C Nqakula (Spouse) (
2-5/12/16	Cuba	Official Visit as spouse	Mr C Nqakula
25-31/1/17	Ethiopia	Travelled as a spouse on an official Visit	Mr C Nqakula
25-29/3/17	Pakistan	Official Visit as the spouse	Mr C Nqakula
3-6/12/17	Serbia	Official visit as the spouse	Mr C Nqakula
22-29/1/18	Ethiopia	Official Visit as the spouse	Mr C Nqakula
2-7/4/18	Russia	Official Visit, travel as the Spouse	Mr C Nqakula’
27/6-2/7/18	MAURITANIA	Official Visit as the spouce	Mr C Nqakula:
14-19/7/18	London & France	Official Visit as spouse	Mr C Nqakula

(cc)(aaa) and (bbb): The Ministerial Handbook determines that  “The costs for official journeys abroad by Members, and their spouses or adult family members accompanying them in official capacity, are for the account of the relevant Department”.

(2)  Yes

Reply:

(1) (a) The Minister appointed Lt General (Ret) D.M. Mgwebi as the Acting Director General in the Department of Military Veterans as from 05th June 2018 until 04th June 2019.

(b) SANDF Chief Joint Operations from 2011 – 2015, thereafter deployed to UN MONUSCO Force Commander 2016 - 2018.

(c) Qualifications – Diploma in Defence Management and a degree in Business Administration from the University of South Africa.

(2) None

(3) The Department hasn’t outsourced any of its audits.

Reply:

1. The alleged dilapidation of the SAASIC Unit does not have any adverse impact on the Landward Defence of the Republic of South Africa as a total of 208 horses are currently maintained by SAASIC and only 40 horses are employed in Operation CORONA (Border Safeguarding) in the Musina vicinity (Limpopo Province). A portion of the rest of the horses at SAASIC is used for training purposes and a further platoon of horses (circa 40 horses) has been identified to relieve the horses currently on the border.

2. There is currently no proof that the Memorandum of Understanding between the SANDF and the NSPCA has been breached, by either party. The reason(s) for the alleged neglect is the subject of an investigation, recently concluded.

3. Positive. A Board of Inquiry was constituted and has concluded its investigation.

4. The Board of Inquiry was recently concluded and its findings and recommendations are under review. Disciplinary steps – if any – against (any) individual(s) will be taken if so warranted after the review.

Reply:

Question 1

A number of (movable) assets/furniture of the DMV were attached and removed in terms of a Court Order in the Z. Matunjwa matter. DMV approached Court in this regard and the property was returned within 5 days as per the order of the Court.

Question 2

The DMV (immovable) property was never repossessed. Employees continued to render a service even when the movable property was removed. They were paid as they continued to work even with fewer equipment/furniture. If an employee is not able to perform due to any repossession or attachment/removal of property, which is not his/her fault, then his/her salary may not be stopped as that person cannot be held responsible for such an event outside his/her control.

Reply:

(1)(a) The medical technologist has been appointed. The contract is with effect from 1 July 2018. Consultations between Techtura, who is the principal agent, and 1 Military Hospital, who is the end-user, will commence on 1 July 2018.

(b) The project at 2 Military Hospital fell under the Department of Public Works, and the tender to appoint the contractor (principal agent) included the procurement and installation of all major medical equipment under one contract. The project at 1 Military Hospital is being carried out by the Defence Works Formation. Therefore a separate tender process had to be embarked upon to procure the services of the medical technologist.

(c) Additional costs are that of cost escalation due to the delay in appointing the medical technologist, as well as inflationary costs and the cost of continued outsourcing over the month/years of delay in commencing with the project.

(2) The Laboratory Department at 1 Military Hospital is functional.

The Radiology Department at 1 Military Hospital is not fully functional due the delay in the completion of the refurbishment. Highly-specialised main medical equipment such as the magnetic resonance imaging (MRI) scanner, the computerised tomography (CT) scanner, the catheterisation laboratory and bigger X-ray machines cannot be installed in temporary areas. These highly specialised investigations are outsourced. Investigations with normal X-ray equipment, portable X-ray equipment and ultrasound equipment are functional and are performed in the hospital.

Reply:

The information required in this question deals with the strength of the South African National Defence Force and due to its security sensitivity it cannot be made public, but can be only be discussed in a closed session of the Joint Standing Committee on Defence.

Reply:

MILOMBUD

No incidents of sexual harassment were reported at the office of the MILOMBUD

CASTLE CONTROL BOARD

No incidents of sexual harassment were reported at the Castle Control Board

DEFENCE FORCE SERVICE COMMISSION

No incidents of sexual harassment were reported.

ARMSCOR

1) There was one sexual harassment case reported in 2016; and there was none in 2017.

2) The case was investigated and there was a full disciplinary enquiry against the employee.

Reply:

(1)(a) How is the loss of scarce skills being addressed at 1 Military Hospital,

The loss of scarce skills has decreased dramatically over the past three years. In the past 24 months, 24 medical doctors have been appointed, three of these being specialists. However, the total number of health care practitioner (HCP) posts available for all the hospitals (specifically with regard to medical doctors, specialised nurses, technicians in the laboratory, radiology and technologists to undertake the repair and maintenance of equipment) will be reviewed to ensure that the SA Military Health Service takes full advantage of the results of the refurbishment and medical equipment procurement.

(b) Why is the appointment of medical doctors delayed while the hospital is experiencing a high vacancy rate,

As stated in the response to the first part of the question, the personnel acquisition process has improved dramatically and no delays are currently experienced in the appointment of HCPs. Hence the appointment of 24 health care practitioners in the past 24 months.

(c) Has the occupational-specific dispensation been implemented fully at the hospital, and

The occupational-specific dispensation has been implemented fully with respect to medical doctors. Some challenges are being experienced in the application of the occupational-specific dispensation with regard to nursing personnel.

(d) How does the SA Military Health Service plan to minimise outsourcing the ostensibly expensive medical services that can cause a significant over-expenditure at the expense of other medical services?

The SA Military Health Service has put management interventions and measures in place to minimise the cost of outsourcing whilst awaiting the completion of the refurbishment project. The management interventions include the case management (or concept of “managed health care”) of all patients who are outsourced in order to control and manage the level of care and ‘hospital stay’ as ‘hospital stays’ are a major cost driver. The managed health care concept furthermore ensures that each patient receives the level of health interventions and care as approved. In the event that any additional health interventions or care is required, further approval within the managed health care concept takes place.

Further management interventions include negotiated and preferred agreed tariffs with particular health providers. Also, in cases where particular specialist interventions are required that could be performed at the military hospitals, the specialist is encouraged to perform the procedure in the military hospital. As the sustainment of stock levels for pharmaceuticals and medical consumables is also critical in minimising cost, the matter has been registered as a standing agenda point on the weekly SA Military Health Service Command Council meetings.

Reply:

1. The response to this question contains classified information and can only be disclosed in a closed session of the Joint Standing Committee on Defence.

Reply:

ARMSCOR

Armscor has not undertaken any lifestyle audit in the past three financial years. Lifestyle audits are being considered by management and the process of planning will be undertaken as part of the new financial year audit process after all necessary considerations such as the legislative and resources requirements. Considerations, include, the use of the service provider in the approved panel of service providers, the basis for the lifestyle audits being management request, special assignment and the whistleblowing system and direct reports, as well as the cost benefit analysis. To date no request has been made for a lifestyle audit.

DEPARTMENT OF MILITARY VETERANS

Lifestyle audit has not been conducted in the Department of Military Veterans. There’s no plan in place.

DEPARTMENT OF DEFENCE

The Department of Defence has not conducted any lifestyle audit during the past three years.

MILOMBUD

The office of the Military Ombud to date has not exposed the head of the institution, nor senior management service members to a lifestyle audit over the past three financial years.

CASTLE CONTROL BOARD

None of the CCB's Management Team has undergone life style audits during the past five years. 

DEFENCE FORCE SERVICE COMMISSION

No lifestyle audit was conducted in the DFSC in the past three financial years.  

Reply:

ARMSCOR

Armscor has not had any cases relating to the Prevention and Combating of Corrupt Activities Act, Act 12 of 2004.

QUESTION 2

None, as per above.

DEPARTMENT OF DEFENCE

(a) No cases relating to the Prevention and Combating of Corrupt Activities Act have been referred to the South African Police Services and Directorate for Priority Crime Investigation by the Military Police Division since financial year 2004. The Military Police Division is currently investigating all reported corruption cases within the Department of Defence.

(b) No cases relating to the Prevention and Combating of Corrupt Activities Act have been referred to the South African Police Services and Directorate for Priority Crime Investigation by the Military Police Division since financial year 2004. The Military Police Division is currently investigating all reported corruption cases within the DoD.

DEPARTMENT OF MILITARY VETERANS

a) Two cases have been reported by the DMV to the SAPS relating to the Prevention and Combating of Corrupt Activities Act 12 of 2004, as amended

b) Both the above cases are being investigated by the SAPS

MILOMBUD

There was one (1) case relating to the Prevention and Combating of Corrupt Activities Act 12 of 2004 reported to the SAPS, but investigated internally, however, the outcome from SAPS investigation is still awaited

CASTLE CONTROL BOARD

No case has been made or pursued in terms of the specified Act.

DEFENCE FORCE SERVICE COMMISSION

No cases have been referred by the Defence Force Service Commission

Reply:

(1) The assessment by Military Psychological Institute (MPI) and the South African Air Force’s Directorate Management and Renewal Service (DM&RS) did not make its findings on an individual, however conducted an organisational diagnosis on the entire Division. The assessment’s findings were far reaching ranging from strategy and purpose, structure, rewards and recognitions, helping mechanism, relationships, leadership, and external environment.

(2) The following recommendations were recommended by the MPI intervention:

a. It was recommended that the CAE works with an executive coach of senior status.

b. A strategic planning session needs to be conducted, followed by the implementation of a supportive organisational structure and culture.

c. The CAE should operate in a more strategic and functional capacity and focus on intern development, project output and quality control.

d. Staffing of critical positions to avoid staff burnout.

e. The appointment of Divisional Chief of Staff to act as a link between the Divisional Head and staff members.

f. All members (including the CAE and her management team) should be given the opportunity to see a clinical psychologist to debrief.

(3) Yes, one of the recommendations was that the CAE works with an executive coach.

(a) Prof Frans Cilliers, Phd, an Industrial & Organisational Psychologist from the University of South Africa was appointed as an executive coach.

(b) The executive coach gave a report on his coaching task.

(c) The Department is still processing the report of the executive coach.

(4) The department is still processing the various intervention reports for recommendation of the way forward to the Minister of Defence and Military Veterans. The matter is therefore not yet concluded.

Reply:

(1) (a) The findings and recommendations of the investigation by Military Psychological Institute (MPI) were as follows:

(i) Findings. More than 90% of the members at Internal Audit Division were interviewed by Industrial Psychologists of MPI and consultants of the South African Air Force’s Directorate Management and Renewal Service (DM&RS) Renewal Services and the findings were confirmed by more than 75% of members interviewed. The results of the quantitative data supported the findings of qualitative data. The Weisbord Six Box Model was used as a departure point in the psychologists’ approach to the Organisational Diagnosis (OD). The model focused on six dimensions in an organisation and provided key information on the dimensions that might impact on an organisation’s effective functioning. Information obtained from individual interviews and focus groups was thematically analysed and integrated in order to identify main themes according to the model used. The positive aspects within each dimension were also addressed in congruent with developmental aspects. The main themes of the findings were as follows:

1. Strategy and Purpose. Members of the Division were found to be clear on what internal audit entails, however, in most cases, there were no clear written job descriptions and performance appraisal documents.
2. Structure. Insufficient structure and lack of clearly defined command channels leads to role ambiguity and confusion in the work place.
3. Rewards and recognition. Absence of formal reward and recognition system made members feel unappreciated.
4. Helping mechanisms. The lack of formalised and clearly communicated policies and procedures create confusion within the Division.
5. Relationships. Management of differences and conflict was identified as a concern. Some of the relationship challenges related to centralised decision making process, lack of communication and post-conflict relationship management.
6. Leadership. Members of the Division were aggrieved by the leadership style adopted by top management.
7. External environment. Long process of audit reports finalisation, recruitment process and support from higher headquarters was were found to be a concern.

(ii) Recommendations. The following recommendations were made:

1. It was recommended that the CAE works with an executive coach of senior status.
2. A strategic planning session needs to be conducted, followed by the implementation of a supportive organisational structure and culture.
3. The CAE should operate in a more strategic and functional capacity and focus on intern development, project output and quality control.
4. Staffing of critical positions to avoid staff burnout.
5. The appointment of Divisional Chief of Staff to act as a link between the Divisional Head and staff members.
6. All members (including the CAE and her management team) should be given the opportunity to see a clinical psychologist to debrief.

(b) The entities’ intervention was requested on 14 November 2016.

(c) The entities reported to Major General M. Sitshongaye, Chief Director HR Strategic Direction and Policy.

(d) The organisational diagnosis was conducted over the period 23 November to 05 December 2016.

(2) (a) The entire OD has been finalised.

(b) The Department has implemented some of the recommendations of the OD and is in the process of processing others.

(c) The timeframes for the implementation of the OD recommendations is continuous. Other recommendations have been implemented, while others are in progress.

Reply:

(1)(a) What steps has the Surgeon General taken to address the long delays in procurement of needed medical equipment for military hospitals and

The SA Military Health Service is not a single role player in the tender-procurement process and is largely dependent on the placing of authorised procurement on external entities. The SA Military Health Services has streamlined internal logistics processes and aligned these processes to respond speedily to concerns from the Central Procurement Services Centre. Furthermore additional funding from National Treasury are being utilised to procure medical equipment. Monitoring of these processes are addressed in the weekly Command Council of the SA Military Health Service.

(b) what are the reasons that the procurement of a computed tomography scanner at 2 Military Hospital took eight months?

The procurement of the computerised tomography (CT) scanner took place in 2009. The delay was not linked to the initial procurement process, but to the procurement process in the repair of the CT scanner. The procurement process for repair was above the SAMHS delegation and was therefore referred to the Central Procurement Service Centre. The Central Procurement Service Centre referred the initial procurement request back with questions regarding the preferred supplier. This resulted in a delay of the repair of the equipment.

Reply:

The Intensive Care Unit at 2 Military Hospital is at present functional and the admission of patients has been re-established.

Reply:

(1)(a) What is the level of medical stock in the pharmacy at 1 Military Hospital,

Pharmaceuticals and medical consumables for emergencies and life-threatening situations are fully stocked and available at 1 Military Hospital. The medical stock levels at the 1 Military Hospital pharmacy stands at 75%. The stock levels should improve to 85% by the first week in July when more deliveries of stock are expected. Some challenges are experienced with the suppliers of pharmaceuticals at a national level.

(b) Why has this very important indicator been removed by her department and

The performance indicator that refers to the stock levels of pharmaceuticals and medical consumables has not been removed by the department. A decision was made to register the performance indicator as classified as stock levels are regarded as sensitive strategic information.

(c) What is the direct impact of the medical stock level on soldiers and military veterans?

The impact of medical stock levels is minimised by alternative arrangements such as the buying-out of medication that is not available in the SA Military Health Service. There is thus no direct impact on soldiers and military veterans, except the increased cost to the Department of Defence of the buy-out from private pharmacies.

Reply:

QUESTION 1

Rm 127 was allocated to conduct Anti-piracy in the Mozambican Channel as Op COPPER. Of the Rm 127 that was allocated, R74 130 523 was reallocated within the DoD due to budget cuts, thus leaving the Operation with R52 869 477 and the breakdown is as follows:

a. Compensation of Employees R34 898 573

b. Good and Services R17 925 762

c. Machinery and equipment R 45 142

TOTAL R52 869 477

QUESTION 2:

According to the actual reimbursement received versus the expected reimbursement the breakdown is as follows:

MOU Expected

a. Personnel R 251 656 006,88

b. Self-sustainment R 61 104 030,93

c. Main Equipment R 85 018 126,60

Sub-total R 397 778 164,42

d. Actual Reimbursement Received R 232 505 094,17

e. Amount still due by UN R 110 606 126,28

f. Reimbursement forfeited R 54 666 943,97

The forfeited reimbursement is due to the unserviceability of the prime mission equipment in the Mission Area. The effects of budget cuts have a negative impact on our operations and the maintenance of prime mission equipment; thus, result in the SANDF not being able to meet the strict UN assessment criteria for re-imbursement.

Reply:

1. All SMS members of the Department of Defence declared their financial interests for the 2016/2017 financial year as required by the Public Service Regulations. The administration regarding the 2017/2018 financial disclosures has not yet being finalised.

2. All members complied.

3. a. There are currently twenty three (23) SANDF members on leave on instruction of the Chief of the South African National Defence Force (C SANDF) and 08 Public Service Act Personnel (civilians) on leave on instruction of the Secretary for Defence at the following post/rank levels:

i. SANDF members:

(1) 1 x Maj Gen.

(2) 1 x Brig Gen.

(3) 1 x Col.

(4) 3 x Lt Col.

(5) 1 x Lt Cdr.

(6) 1 x WO2.

(7) 1 x S Sgt.

(8) 1 x Sgt.

(9) 1 x Cpl.

(10) 2 x Able Seamen.

(11) 10 x Airmen/Riflemen.

ii. Public Service Act Personnel (civilians):

(1) Food Service Aid.

(2) Prov Admin Clerk.

(3) Admin Clerk.

(4) Senior Internal Auditor.

(5) Prov Admin Clerk.

(6) Supply Support Driver.

b. Number of the specified SANDF members on leave on instruction at each rank levels for the specified number of days as on 01 June 2018.

S/NO	RANK	DATE OF SUSPENSION	PERIOD SUSPENDED	AMOUNT PAID FOR PERIOD OF SUSPENSION
	a	b	c	d
1	Maj Gen	12-Dec-17	5 mnths 19 days	R500 029
2	Brig Gen	12-Dec-17	5 mnths 19 days	R414 346
3	Col	12-Dec-17	5 mnths 19 days	R358 076
4	Lt Col	09-Dec-15	2 yrs & 5 mnths 21 days	R1 319 715
5	Lt Col	09-Dec-15	2 yrs & 5 mnths 21 days	R1 293 848
6	Lt Col	24-Jan-18	4 Mnths 7 days	R175 962
7	Lt Cdr	04-Apr-18	2 Mnths	R61 602
8	WO2	21-Jun-11	6 years & 11 mnths	R2 252 355
9	S Sgt	07-Jun-11	6 years & 11 mnths	R1 741 152
10	Sgt	17-Jun-11	6 years & 11 mnths	R1 707 027
11	Cpl	24-Jan-18	4 Mnths 7 days	R78 129
12	AB	17-Apr-18	1 Mnth 14 days	R15 401
13	AB	24-May-18	7 days	R3 593
14	Trp	21-May-07	11 years 10 days	R2 073 621
15	Rfn	10-Feb-11	7 years 3 mnths 18 days	R1 319 577
16	Pte	28-Dec-09	8 years 5 months	R1 478 520
17	Amn	09-Apr-14	4 years 1 mnth 22 days	R656 448
18	Rfn	24-Jan-18	4 Months 7 days	R60 396
19	Rfn	24-Jan-18	4 Months 7 days	R60 396
20	Rfn	24-Jan-18	4 Months 7 days	R61 605
21	Rfn	24-Jan-18	4 Months 7 days	R60 396
22	Rfn	24-Jan-18	4 Months 7 days	R60 396
23	Rfn	24-Jan-18	4 Months 7 days	R56 914

c. Number of the specified civilian members on leave on instruction at each rank levels for the specified number of days as on 01 June 2018.

S/NO	RANK	DATE OF SUSPENSION	PERIOD SUSPENDED	COST OF SUSPENSION
01	Food Service Aid	19/08/2016	21 Months 19 days	R186 003.40
02	Prov Admin Clerk	19/08/2016	21 months 19 days	R346 020.84
03	Prov Admin Clerk	19/08/2016	21 months 19 days	R346 020.84
04	Admin Clerk	27/11/2017	6 months 8 days	R135 309.24
05	Senior Internal Auditor	11/12/2017	5 months 26 days	R154 987.36
06	State Accountant	11/12/2017	5 months 26 days	R178 736.80
07	Prov Admin Clerk	23/05/2018	14 days	R8 408.40
08	Supply Support Driver	23/05/2018	14 days	R 4 726.12

4. An estimated total amount of R17 169 717.00 has been paid to members and employees who are placed on leave on instruction.

5. No.

Reply:

1. (a) The matter regarding the collective grievance of the Internal Audit

Division was referred to the Office of the Public Service Commission on 04 October 2016.

(b) The matter was referred to the Office of the Public Service Commission by Adv S.T.B. Damane-Mkosana, the Legal Advisor to the Secretary for Defence.

(c) The matter was referred to the Office of the Public Service Commission by means of a formal letter referenced DS/R/104/29

2. The Office of the Public Protector acknowledged receipt of the formal letter on 13 October 2016.

Reply:

This matter is subject to ongoing legal processes.

Reply:

This matter is subject to ongoing legal processes.

Reply:

 

SALARY BAND	RANK	CSANDF	OCCUPATION CATEGORY	GRAND TOTAL
			COMBAT	COMBAT SUPPORT	PROFESSIONAL	SUPPORT	TECHNICAL
Senior Management Service Band 16	Gen	1						1
Senior Management Service Band 15	Lt Gen/V Adm		4	1	1	3		9
Senior Management Service Band 14	Maj Gen/R Adm		15	11	5	7	2	40
Senior Management Service Band 13	Brig Gen/R Adm (JG)		59	29	15	51	9	163
Senior Professionals	Capt/Lt (SAN) – Col/Capt (SAN)				112			112
Highly Skilled Supervision	2Lt/Esn – Col/Capt (SAN)		1,960	1,695	2,020	2,641	1,025	9,341
Highly Skilled Production	Pte – Lt Col/Cdr		4,142	2,879	2,341	8,543	3,909	21,814
Skilled	Pte/Amn/Smn – Sgt/PO		16,291	3,308	1,104	7,363	1,605	29,671
Military Skills Development System	Pte/Amn/Smn		1,993	502	162	707	93	3,457
GRAND TOTAL	1	24,464	8,425	5,760	19,316	6,643	64,608

Note: The table above excludes Public Service Act Personnel.

Reply:

The purpose of offering voluntary severance packages was part of achieving the organisation’s strategic objectives of deriving cost savings from retiring targeted employees early. The total cost to company packages versus the severance package were drafted into two package offers based on cost savings the organisation will realise and the financial implication per employee. The two offers were: two weeks’ pay for every year of service plus company pension where the company can derive savings within three years of the total severance package up until 60 years of age. The second package offer was one week’s pay counter-offer, where the company could not derive savings within three years, for every year of service plus company pension benefits up until 60 years of age. The total value and the package per employee cannot be released however none of the non-critical positions will be replaced. The cost savings have been taken into account through meeting the operational deliverables of the organisation by transferring skills of critical positions through internal recruitment and non-replacement of non-critical skills.

Reply:

ARMSCOR

a) FeverTree Consulting was contracted for the development of the Turnaround Strategy and its Implementation Plan in 2015 for the total amount of R 56 283 616.00. The total amount paid to Fevertree Consulting by 30 April 2017 (end of Phase 1) amounts to R55 420 538.21. To date an additional R2 886 657.74 has been paid to Fevertree as part of Phase 2 of the turnaround implementation. The appointment was approved by the Chief Executive Officer and Chief Financial Officer as the delegated authority.

b) Armscor’s Internal Audit is a Division within Armscor SOC Ltd. Deloitte Consulting was the only consulting firm contracted within Internal Audit Division. Deloitte was contracted for the specialised IT Audit Services, specifically to the server security to which the Internal Audit personnel did not have the relevant capability and capacity for such a service. The services were required to provide audit assurance against the risk related to information security and the ERP Project. Two specialised IT audit projects were contracted at the negotiated amount of R419 353.13 costing per project R179 723.00 (Server Security Audit) and R239 630.00 (ERP Implementation Project Assurance). The total amount paid for the financial year ended 31 March 2017 is R299 538.42 with the remaining amount of R119 814.86 to be paid in the current financial year 2018/19 after the completion of the audit work remaining.

The process of the contracting was part of the panel of service providers approval process which started in the year 2017. The consulting firm was appointed on the 1 December 2017 for the IT Security Audit work which started in mid-January after the security clearances of the Consulting firm resources. The appointment for the ERP Technical Project Implementation Assurance work was on the 13 February 2018. The appointment letters were signed by the Executive Manager - SCM and were under the management of Internal Audit Division by Head of Internal Audit / CAE.

DEPARTMENT OF MILITARY VETERANS

a) Number of Consulting Firms or Companies that are currently contracted.

(i) Number of Consulting Firms or Companies

There is presently two (2) Consulting firms contracted by the Department.

(ii) Entities reporting to the Minister of Defence and Military Veterans

Not applicable to DMV

b) Name of each consultant and Details of service provided

(i) Name of Consulting Firm

Sizwe Ntsaluba Gobodo Advisory Services and Bowmans

(ii) Details of service

Sizwe Ntsaluba Gobodo Advisory Services: To conduct forensic investigation service in the provisioning of accommodation, text books and laptops towards private higher education support programme.

Bowmans: Provision of legal services in response to Public Protector inquiry.

aa, Start Date –

SNG contract started on the 08th May 2017

Bowmans contract started on the 23 March 2017

bb, Time period – the contract will end upon the completion of the scope by Service provider which will be within 24 months from the contract date.

cc, Monetary value

SNG total contract value is R498 584.02

Bowmans contract value is R460 000.00

dd, Name and position of Official who signed off the contract.

DEPARTMENT OF DEFENCE

The DOD currently has four (03) consulting firms.

S/No	File Ref Number	Name of Each Consultant/ Details of Awarded Service Providers or Companies	Relevant Details of the Services Provided (Scope of Work)	Start and End Date	Adjudicating Committee, Name and Position Of Individual Who Signed the Contract	Contract Value
01	CPSC/UB/G/475/2016	Abaziyo Consulting Engineers	Infrastructure and planning services for the Construction of Perimeter Fences and Walls	01 Apr 17 to 30 Apr 18	DCPB: Capt(SAN) A.M. Bologo OC CPSC	R77 101 676.00
02	CPSC/B/G/224/2015	Deloitte Touche	International Through Life Capability Management	01 Dec 15 to 30 Nov 19	DCPB: Capt (SAN) A.M. Bologo OC CPSC	R209 708 948.63
03	CPSC/UB/G/522/2014	Tectura Architects Pty Ltd	Multi- Professional Consultant Team for the Refurbishment and upgrading Project of 1 Military Hospital (1st Floor) and additional requirements	10 July 2015	DCPB: Capt (SAN) A.M. Bologo OC CPSC	R29 109 568.26

Reply:

Audited and verified assets with the following values were kept at contractors premises during the past four years:

2017/2018 = R 560,422,824.85

2016/2017 = R 563,172,391.85

2015/2016 = R 518,504,815.31

2014/2015 = R 509,181,571.60

Tangible and re-usable items are mainly the following:

a) Research and development items

b) Manufacturing equipment

c) Test and evaluation equipment

d) Maintenance equipment and tooling

e) Vehicles and moving equipment

f) Office equipment

g) Computer equipment

h) All demonstration and development models that are not intended for destruction during tests.

In addition to the above, with respect to stock, Inspection /Release/Acceptance Certificates are issued by Armscor Quality Assurance Representatives following successful inspection of each stock or item presented for acceptance. The certificates issued by the Armscor Quality Assurance Representatives clearly illustrate the delivery address of the items accepted, and which are retained at contractor premises.

QUESTION 2

What are the full details of the records of audits conducted on assets and stock for the past four financial years;

RESPONSE

Assets are physically verified by Armscor verification officers on an annual basis, and reports in this regard are published.

The process of verification of assets was audited by Armscor’s Internal Audit Division during 2016/17, and action plans relating to the recommendations for the improvement of the verification process are in the process of being executed.

QUESTION 3

Whether all assets and stock at contractors have been (a) accounted for and (b) verified by Armscor (i) in the past three financial years and (ii) since 1 April 2018?

RESPONSE

a)  Assets and Stock at Contractors are all accounted for:

b) Every financial year, Armscor Assets Verification Officers conduct physical verification audits on all the Assets at Contractors. The process of verification of assets and stock at contractors for the 2018/19 financial year commended on 1 April 2018, and will be completed by 31 March 2019.