Questions and Replies

Reply:

(1). Yes, the (NAC) National Arts Council’s Presidential Employment Stimulus Programme’s forensic investigation has terms of reference, see the attached document.

 

(2). The accounting part of the investigation is included in the Terms of reference.                                                   

Reply:

(a). In the past three years my department undertook atotal of forty (40) overseas trips, i.e. 2018 - 19 trips, 2019, 18 trips and only 03 trips in 2020.

(b)-(d). See the attached report on the reasons and number of officials, accommodation roa and flight class used.

(a)(i). The number of overseas trips in the past three year undertaken by Entities reporting to me are:-

The attached spreadsheed contains details of Overseas travel by Public Entities.

Reply:

1. Details on Legal costs incurred by entities attached.

2. Details of consultant’s fees paid by entities attached.

The legal costs incurred by my department in the past three years are as follows:-

18/19                  19/20                  20/21                 

R5, 4 mill             R8, 2 mill             R3, 1 mill = Total to-date – R16, 7 mil

The reasons for legal action ranges from:

1. Breach of contract – 25 matters
2. Labour laws and regulations – 7 matters
3. Ethics and Integrity – 2 matters
4. Public Interest Matters – 10 matters
5. Damages – 6 matters
6. Intellectual Property - 1 matter

(ii) The legal costs incurred by the service of the legal representative are as in roman figure (ii) above.

(c) The amounts that have been paid are as in roman figure (ii) above.

 

Reply:

1. Costs incurred to date for

(i) Advertisements on newspapers is R42 209 19

(ii) Venues for local consultations were provided by municipalities free of charge

(iii) Honoraria paid to the Eastern Cape Provincial Geographical Names Committee is R 23 998.19

(iv) Honoraria paid to the South African Geographical Names Council for its sitting is R147 986.00.

(2) Details of consultations and dates. The Provincial Geographical Names Committee did consultations on all twenty-three names at the same meetings as follows:-

NELSON MANDELA METRO

1. 13 November 2018 Raymond Mhlaba Sports Centre.
2. 14 November 2018 Port Elizabeth City Hall.
3. 20 November 2018 Uitenhage Town Hall.
4. 21 November 2018 Chatty Community Hall.
5. 22 November 2018 Nangoza Jebe Hall.

MACLEAR

1. 27 February 2019 Town Hall.

BUFFALO CITY

1. 19 November 2010 King Williamstown Town Hall.
2. 21 November 2019 Berlin Town Hall.
3. 26 November 2019 East London City Hall.

OBJECTIONS TO THE NAME CHANGES

Objections that were received were for Nelson Mandela Bay Municipality names as community members that lodged objections argued that the processes of public consultations were inadequate, and some were unhappy with change of name of Port Elizabeth to Gqeberha. The main objections were for renaming of Port Elizabeth to Gqeberha.

The Eastern Cape Provincial Geographical Names Committee’s Objections Committee subsequently sat for Nelson Mandela Bay Municipality in 2019 and found the objections to be baseless as the consultation processes were thorough and Gqeberha was for the popular choice.

In relation to Buffalo City Metropolitan Municipality, objection was for East London, and for East London Airport, new names were submitted being Steve Biko Airport, King Hintsa Airport and Chief Phato Airport.

The Eastern Cape Provincial Geographical Names Committee subsequently sat for Buffalo City Metropolitan Municipality and processes were found to be sufficiently consulted in relation to Qonce, Ntabozuko and King Phalo Airport. However, in relation to East London, the name of Gompo was found to be problematic as there was already a settlement with that name in the city. A new name has to be agreed upon, and the ECPGNC is ceased with this task.

Reply:

The Department has drawn up a Process Map; that is made up of the following Phases and Key activities and timelines:

• PHASE 1: Project Planning including setting up of a Project Management Team; workshopping of the new Council members in affected PAIs; establishment of the Joint Task Team; formulation of terms of reference; appointment of service provider (where applicable); review of applicable legislation for alignment; preparation of public notices for gazzetting: JUNE 2021 – MARCH 2022 (Step one in this Phase has started)
• PHASE 2: Councils reconfiguration processes implemented as informed by outcome of Phase 2: 4 – 6 MONTHS in 2022/23
• PHASE 3: Detailed Amalgamation process; including selection of systems, standardised policies and procedures and identification of the necessary steps to implement the amalgamation; consolidation of Stream Plans; Development and implementation of the Change Management Plan; Development and implementation of the Budget Plan; amongst others : 6 MONTHS in 2022/23
• PHASE 4: Migration to central or standardised accounting and administration systems including supply chain processes and systems; Migration to a single payroll and human resource platform; Standardisation of communication platforms including email and office automation; amongst others: 6 MONTHS in 2023/24
• PHASE 5: Benefits realisation: This will be determined by the established benefits tracking process which requires reporting on the amalgamation process including the implementation progress and the savings which have been achieved: 6 MONTHS in 2023/24

NB: - The Phases are inter-dependent therefore the projected timelines might change

Reply:

(1)(a). The Audit firm was appointed on 28 June 2021 through an open tender process.

(b). The law firm appointed is Mazars Forensic Services (Pty) Ltd.

(c). The law firm was appointed by the Council of the NAC.

(d). An open tender process was followed where a tender advert was placed on 21 May 2021 in the National Treasury e-portal and NAC website, the tender closed on 03 June 2021. Tenders received were checked for administration compliance, thereafter functionality was evaluated by the Bid Evaluation Committee (BEC) the functionality criteria comprised of the following criteria: Company Experience (20 points), Capacity (25 points), Methodology (30 points) and Track record/References (25 Points), bidders needed to score a minimum of 80 points in order to be evaluated further on price and preference. Bidders who scored the minimum threshold were evaluated for price and preference, then recommendations were made to the Bid Adjudication Committee (BAC), presentations by the bidders who scored the minimum threshold of 80 points were invited to make presentations. The final recommendations were done and recommended to council for approval.

(e). Terms of reference are as outlined:-

• Determine if there were any irregularities or inconsistencies in the management, adjudication, and approval of PESP applications received from the sector,
• Determine if there is any culpability with regard to those entrusted with PESP application and administration process
• Determine if there has been gross negligence, misconduct, or dereliction of duty in respect of the CEO tasked with the management of the PESP process,
• Determine if there has been gross negligence, misconduct, or dereliction of duty in respect of the CFO tasked with the management of the PESP process,
• Determine if there has been gross negligence, misconduct, or dereliction of duty in respect of the Previous Council tasked with the management of the PESP process,
• Determine if there has been gross negligence, misconduct, or dereliction of duty in respect of the any NAC staff/ Management/ Panel Member/ Council tasked with the management of the PESP process,
• Performing a reconciliation on PESP related funds, confirming cash on hand.
• Provide a comprehensive report with recommendations for Council’s consideration and action, where possible.

(f). The NAC informed the Department that the appointment was a fair and transparent process and so when they undertake the investigation, they are an independent firm that will report to council on its findings. Council will then share the findings with the Minister.

(2). The Forensic auditors are working independently from any internal influence by the NAC officials or Council.

(3). The public will get a full report.

(4). Action will be taken on those found to be guilty.

Reply:

The members referred to were appointed to fill the vacancies that were created when other Council members resigned. The four Council members who were appointed to replace those that resigned were part of the process which was presided over by an independent panel. These members were interviewed in public, their names were published for public to comment, and no objections were received against them.

The names of Council members who replaced those that resigned are Ms Linda Mvanana, Ms Layla Swart, and Ms Marion Mbina-Mthembu. There is no additional legal requirement that these members’ names be published for public comments. The appointment of these members was made in terms of section 4 of the National Arts Council Act, as amended, and as such, they are not precluded from operating as Council members.

Due to the challenges of the National Arts Council and the fact that it is currently facing legal challenges, the Minister decided to appoint one additional Council member (Advocate Steve Kekana) who has legal expertise to join the Council of the National Arts Council to boost the legal capacity of Council.

Reply:

(a) & (b). Mandela Bay Theatre Complex previously known as PE Opera House has been gazetted and declared as a Cultural Institution. The declaration was signed by Minister and announced on 31 May 2021; it was then published on June 4, 2021.

Reply:

1. The Ministerial Advisory Committee (MAT) is not compensated from the MGE grant funding but the MGE Goods and Services budget. Last year’s funding was reprioritized for the Relief Funds precisely to benefit arts practitioners.

2 (a) (i) The total budget allocated to the established Ministerial Advisory Team (MAT) amounts to three million (R3 million)

(ii) To- date a total number of 28 meetings were held and a total amount of R 256,840.22 has been paid to the MAT.

b) The MAT has been in operation since end of February 2021, to date the engagements have primarily been strategizing and consulting with various stakeholders on areas of intervention that the Department will like to embark on.

To this end, a feedback session has been schedule for later in June 2021 to provide information on the developments thus far.

Reply:

No, the Mandela House is operating.

(a). The Mandela House is operating under normal trading under the management of the liquidators.

(b). Not applicable as the museum is operating.

Reply:

(a). What are the processes for administering the fund?

Department administration:

The department administers the R10 million allocated to BASA for three years through a Memorandum of Agreement. R3 million was distributed in 2020/21, R5 million in 2021/22 and R2 million in 2022/23 with each amount distributed in tranches quarterly following submission of the progress report to the department. This administration is coupled with meetings with BASA and monitoring the process by the Project Manager.

As a requirement, BASA submits a detailed annual report with expenditure to the departments regarding the debut fund programme.

BASA’s administration:

1. Participation in immersion workshops and activities including submission of tasks.
2. Adjudication and selection of submissions by an external panel.
3. Announcement and communication to participants.
4. Mentorship and Participant support by Mentor/Facilitators and Provincial Liaisons (2 per province).
5. A final list of recipients whose documents have all been submitted, as well as the relevant documents for each individual is sent to the BASA Accounts department.
6. Accounts verifies that all documents have been submitted. These include: ID Copy, Proof of banking, SARS tax Registration and signed agreement.
7. A payment schedule is drawn up for each province and sent to BASA’s Finance Manager (FM) for review.
8. BASA’s FM verifies each recipient's banking details and ID numbers with the bank. Once details are verified, the payment schedule is sent to BASA’s Head of Programmes, CEO and a Board representative, usually the deputy chair or the chairperson. Each must review the schedules and sign for approval.
9. Once they have all signed, payments are then loaded and released from the bank.
10. All signed payment schedules and proof of payments are filed accordingly.

Key to note: Participants receive 70% of their grants at the beginning. They are required to participate in the activities of the next phase and to submit a report on the first tranche. Once this has been reviewed, they then receive the 30% balance. Report includes the narrative as well as the expenditure component.

(b) Who adjudicates the applications:

Participants’ applications and submissions are evaluated by an external adjudication panel. Below is a list of the diverse individuals who have assisted with applications and the submissions of tasks.

Name	Languages	Brief Profile
Tshepiso Shikwambane	Xitsonga, IsiZulu, English	Actor, director, voiceover artist. Director and co-founder of Phandicraft Active Drama
Aifheli Makhwanya	Tshivenda, Xitsonga, Sepedi, Setswana, Sesotho, English	Independent researcher and consultant for the cultural and creative industries. Managing Director of Dzanda Consulting & Events
Onthatile Ditshego	Setswana, Sepedi, Sesotho, IsiXhosa, IsiZulu, English, Afrikaans, Siswati	Programme Manager at the Trevor Noah Foundation
David April	Setswana, Sepedi, Afrikaans, English	Director, teacher, choreographer, and lobbyist
Dimakatso Motholo	Sesotho, Setswana IsiZulu	Stage manager, performing artist, researcher, administrator, and project manager

(c) What is the criteria for qualifying for the fund?

Target Audience:

• Emerging artists working in all disciplines, in all provinces
• Between the ages of 18-35 years old
• Individuals from Rural/Peri-urban communities are given first preference

Applicants submit WhatsApp videos of who they are and why they want to join the Programme.

Adjudicators first check against the key requirements as per the above, including whether:

• The participant showed potential to develop further/alignment with programme objectives
• Reason(s) for wanting to join the programme
• Their ability to articulate their need for entrepreneurial /business skills and how they will utilise these skills

Access to funding within the programme:

For participants to make it to the next phase(s) of the Debut Programme and to receive funding they are required to complete all required tasks/activities in the relevant phase and then to submit a formal application for their business ideas or ventures, using the knowledge gained during the Workshops.

Criteria:

• Viability: How viable participants’ business ideas/ventures were
• Market Knowledge: How well the participant understands their market
• Finance: How well the participant understands the financial aspects of their business idea/venture
• Coherence: How coherent is the participant's overall submission?
• Translation: How well did the participant outline their business idea onto the Lean Model Canvas?

NB: Participants are required to meet the deadline in time for the adjudication.

 

Reply:

a) The Limpopo Creative Economy Practitioner and local services providers will be the beneficiaries as the National Department of Sport, Arts and Culture will be transferring R45 000 000.00 over a period of three financial years to the Provincial Department of Sport, Arts and Culture.

b) The professional services rendered so far by the Limpopo Creative Economy Practitioners, has been in terms of conceptualization, designing, implementation and professional management of the entire construction of the Limpopo Theatre. The construction of the Theatre is expected to commence in February 2022.

c) The Provincial Department as the custodian of the project has consulted with Practitioners in the sector on the concept, design and construction of the Limpopo Theatre.

Reply:

(1).   loveLife responded to indicate that having consulted the then Department of Sport and Recreation SA, the mandate of loveLife was reviewed in 2010.

From 2011, the loveLife mandate included the assistance the department in encouraging recreation at community and school level (for the schools not part of the Schools Sport Programme) by having loveLife ground-BREAKERs (youth implementers) organise sport and recreational activities that encompass youth health messaging to foster behavioural change among young people to steer them away from risky behaviour like alcohol abuse, gangsterism, violence, etc. and also encourage physical activity as a way to combat non-communicable diseases that are made worse by inactivity.

(2)(a). The strategic objectives referred to were from the inception of the organisation in 1999 to the 2010. These objectives ended with the “love to be there” campaign that was run by loveLife to encourage young people to be part of the history-making 2010 World Cup that was hosted by South Africa. A study done in 2012 shows that loveLife did achieve their strategic objective in that period which was to respond to the number of youth contracting HIV by increasing knowledge as that was what loveLife’s mandate was based on, the increased knowledge among young people about HIV, and all Sexual and Reproductive and Health related information. (SRHR)

(2)(b). The NSRP strategic outcomes advocates for the department to take a lead with regard to the implementation of the Mass Participation related programmes. As an active nation pillar, this programme is implemented together with the Federations and other NGO’s whose mandate is aligned to the strategic objectives of the department. The partnership with loveLife and NGO has been revised to ensure that it aligns to the mandate of the department. Of critical importance to this partnership, is the fact that loveLife mainly targets the Youth in school and out-of-school, to address among others, lifeskills and health and behavioural aspects. To do this they have a programme groundBREAKERS, who are themselves, young people who help deliver the programme. These groundBREAKERS, are skilled both in lifeskills and coaching, with the aim of ensuring that they can use sport to communicate positive value to the youth.

This loveLife as a strategic partner of DSAC, forms part of the NGO’s that are able to work with the Sport Stakeholders to roll-out sport and recreation activities in their centres.

Reply:

THE Minister of Sport, Arts and Culture has met with the Minister of Basic Education to review the MOU. Both Directors- General have been tasked with the review of the MOU.

The review process is underway. Consultations have taken place internally in the Department and with the colleagues at the Department of Basic Education.

A first draft that integrate all areas of the Department’s programmes that need or are executed in collaboration with the Department of Basic Education has been finalised. This is still work in progress towards further consultation within the two Departments Executive management, Provincial Departments and other stakeholders in the Sport, Arts and Culture and Education Sector.

Reply:

(a). The amount spent on consultants by each Entity reporting to my department are responded to on the attached spreadsheet for your further attention.

(b). The Department is encouraging public entities to utilise in-house available expertise for the services required. Where consultants are utilised, the Department encourages entities to use a cost effective means to source services in line with the National Treasury cost curtailment measures.

Reply:

(1)(a). The South African Sports Confederation and Olympic Committee indicated that subsequent to the postponement of the Games, funds were only spent on PR and Media in relation to the Marketing of the Games e.g. 100 days to Olympic Games. The amount spent is R349, 351, 17.

Funding amounting to $60.000 has also been provided to participating National Federations that have a potential to qualify for the Games and these funds were an allocation from ANOCA in relation to athlete’s preparation. It must be noted that the procured sponsorship such as Mr Price Sport has taken care of some costs within the projected budget such as Team SA Clothing and others as SASCOC continue to procure more sponsorships. Noting measures put in place by the IOC/ IPC, Tokyo 2020 and the Japan Government towards ensuring safe Games, SASCOC has an obligation to appoint a Covid-19 Liaison Officer in the lead up to the games as per the guidelines from the Playbook. Costs have been spent in this regard.

(b). SASCOC further indicated that there has been no impact on the operational budget of the organization. However, from a games delivery perspective, particularly for Tokyo, the budget is different as follows:-

1. Additional provisions need to be made to comply with all Covid-19 protocols prescribed by the IOC/IPC. These include staggered arrival of athletes to the Village, extended camps due to quarantine requirements and the appointment of a Covid-19 Liaison Officer in the lead up to the games
2. Cost of flights may increase due to the shortest possible lay over being a priority rather than cost effectiveness.
3. Flights may be more costly than previously with some airlines not yet flying and therefore there is very little pricing competition.
4. There will be limited interaction and stay by the athletes as they will arrive just before their event and leave immediately after. The cost of maintaining the athletes at the games will therefore be reduced.
5. There has been savings on competition tickets and NOC guest’s costs due to no foreign spectators being allowed entry into Tokyo

(2). SASCOC indicated that the organization follows the directive from the IOC and IPC. The IOC and IPC are not considering a cancelation nor have they addressed contingencies for a cancellation. The Games are going ahead, albeit managed and staged differently in light of Covid-19.

(a)(b). should the games be cancelled there would be no loses as no payments have as yet been made towards the team delivery to the games. It will be a huge loss for all the sponsors and mainly the clothing ones as they commenced with design and producing clothing for Team South Africa

Reply:

(a). The incomplete projects implemented through DPWI include both the Sarah Bartmann Centre of Remembrance (SBCR) and the installation of Heating Ventilation and Air- Conditioning (HVAC) at the National Archive Building.

On SBCR (Sarah Bartman Centre of Remembrance)

(i) Site was handed over to the contractor to commenced on 14 April 2014.

(ii) Project was supposed to be completed on 14 October 2016.

(a). The first contractor experienced cash flow problems early in the project. The quality of work was, on many occasions, not up to standard and therefore works had to be redone which caused delays in the construction programme.

Three strikes occurred in July, September and October 2014.These strikes related to Hankey workers requesting to be subcontracted to the project.

Unfortunately, many of the SMME’s and workers who wanted to be subcontracted did not have paperwork in place, did not want to submit quotations for the work; as well as a misunderstanding between the salaries paid to workers on building vs civil works.

In early 2015, the contractor applied for a revision of the practical date of completion. Strikes were experienced in 2017 due to the fact that the workers had not been paid their August and a portion of their September 2017 salaries. After assigning of the contract to the second contractor, work progressed. However, delays in the approval of Extension of Time applications and other Variations by DPWI contributed to further delays under a new contractor. A dispute also arose between DPWI and assigned contractor over defective work, which the latter remedied, because that defective work was only discovered after a site was handed over.

Additionally, the dispute also includes overpayment to the first contractor, and these are now being recovered or subtracted from the current contractor claims. The due date for completion has moved every year since 2014.

On HVAC project

(i) Site was handed over to the contractor to commence on the 16 January 2013.

(ii) Project was supposed to have been completed on the 17 July 2014.

a) The delays experienced were as a result of:

• Cash flow problems experienced by the contractor and this delayed progress on the project, and in 2019, main contractor decided to assign the contract to a sub-contractor subject to approval by DPWI. Unfortunately, this approval from DPWI is still outstanding since 2019, and this delay have implication on the validity of the contract, and related transaction that have to be processed. This includes payment of outstanding invoices, as such transactions must have contractual basis.
• The last Extension of Time approved was in Mach 2018, and this is also another matter that has a negative bearing to payment of some invoices, and affects cash flow and seamless implementation of the project
• The sub-contractor appointed to provide shelving was liquidated, and this led to significant delays in delivery and installation shelving facilities required for archiving. The new main contractor could not find a suitable replacement sub-contractor in the country and resorted to importation of the shelves from China.
• No budget for handling/removal of material that require specialized services.

These materials are not removed in some storerooms because approved budget was spent in full and approval of additional budget is subject to finalization of the assignment.

Reply:

The South African Sports Confederation and Olympic Committee (SASCOC) indicated that the budget has been updated to provide for only those costs that are essential for the delivery of Team SA to the Tokyo Games. Sponsors have been signed up and more sponsors are being engaged.

Additional costs due to the Covid-19 protocols with regards to the team travel, camp and medical services as prescribed in the Play Books published by the IOC and IPC Book has been considered and factored into the budget.

The original projected budget was R45, 000.000 but with the sponsorships, funding received and revisit to adjust for only those line items that are critical for games delivery, the budget is now well under R20, 000,000.

Reply:

On Sarah Baartman Centre of Remembrance

1(a). The initial budget for the project was R164 386 247.29 and thus far R 221 338 422.72 has been spent since April 2014.

(2)(a).Yes it was necessary for the Department to increase the initial budget based on offers received which were higher than initial budget estimates, and (a) the total amount of R182 418 492.80 was approved as the initial contract amount, and this amount also increased over time increased due to delays, hence expenditure to date is at R 221 338 422.72

(b) Reasons for escalation of the project amount include approval of Variation Orders for treatment of Asphalt, borehole and pump in response to drought conditions in the area of Hankey, where project is implemented. Additionally, other increases include Professional Fees due to Extensions of Time, Contract Price Adjustment Provision (CPAP) and Preliminaries and General (P&G) costs, and approvals of these items were between April 2019 and December 2020 to the total amount of R 35 958 918.

3. Regarding Fruitless and Wasteful expenditure

(a) The Department of Sport, Arts and Culture did not pay any invoices to the Department of Public Works and Infrastructure until it was assured that the Department of Public Works and Infrastructure did not incur any fruitless and wasteful expenditure. The Department of Sport, Arts and Culture expressly requested the Department of Public Works and Infrastructure to provide the Department with a signed letter from the Acting Director-General indicating that it did not pay the current contractor for work already undertaken by the first contractor. This particular matter was raised because the current contractor was doing remedial work on the construction work undertaken by the first contractor. The letter from the Acting Director-General of the Department of Public Works and Infrastructure indicating that it did not pay the second contractor for work originally done by the first contractor was received in December 2020.

(b) There has been a payment made by DPWI to the first contractor, whom part of his work was discovered as defective and needed to remedy by the current contractor and this claim is part of the dispute that is under mediation process. DSAC has sought assurance, through a letter, from DPWI that no claims will be paid through its budget allocation for the remedial work done by the second contractor, as payments for the defective work done by first contractor and his retention were already made by DPWI, and DSAC cannot pay double for the same service. No substandard work has been paid under the second contractor, but since project is behind schedule, there may be a possibility of penalties, which may be settled, in the final account.

(4)(a) No amount reported to have been lost due to fraud and loss in the SBCR project.

   

On National Archives (HVAC Project)

(1)(a). The initial budget allocated for this infrastructure project R 92 853 000 and (b). the total amount spent to date is R 106 564 132.

(2)(a). It was necessary to increase the initial budget allocation with additional R 91 518 673 to the total of R184 371 673 which became the actual initial contract amount. (b) The increase of the amount was a result of an increase of scope. The initial scope for phase1 of the project was only the fire suppression system and HVAC, but during advertisement of a tender, DPWI consolidated phase both 1 and phase 2 of the project. The scope of the added phase 2 included Mobile shelving in the 49 strong rooms; Mobile Archival Facilities and undercover control system.

(3)(a). No fruitless and wasteful expenditure has been declared so far, including due to overcharges and/or (b) substandard work.

(4)(a). There is no amount reported lost due to fraud and loss (i) in the department, (ii) but only with PACOFS as one of the department’s entity

(b) The following steps were taken

• In 2015, the Department placed a moratorium on the implementation of the infrastructure projects after discovering the maladministration of the Infrastructure budget.
• In 2016, the Department then requested National Treasury to conduct forensic investigation into the entity’s infrastructure programme, and National Treasury appointed Nkonki Inc. to conduct phase 1 forensic investigation.
• The cost of the investigation was carried by the Office of National Treasury, under the budget of the Specialised Audit Services.
• The recommendations of the forensic outcome were implemented by PACOFS council.
• The CEO and the CFO were dismissed, and there was a settlement with the service providers which were implicated.
• The settlement agreement was drafted by the State Attorney and was made an Order of the court in March 2018.
• In 2019, the National Treasury instituted phase 2 forensic investigation, which is still underway.

Reply:

The South African Sports Confederation and Olympic Committee indicated that;

a) (i) Apart from the President, who leads and represents the our National Olympic and Paralympic Committee (SASCOC), no other board member will be taken to the Tokyo Olympics and Paralympics.

(ii) No guests will be taken to the Tokyo Olympic.

(b) Mr Barry Hendricks as President of SASCOC

(c) (i) (ii) (iii) SASCOC did not specify costs for sending the President to the Olympics and Paralympics

Reply:

The Sports Trust indicated that their review has uncovered an unfortunate oversight (error) which led to the confusion. Noting that they used the same reporting template and accounting framework for the financial years in question. The indication is that the amounts as mentioned are correctly reflected in the Audited Financial Statements; the error was the incorrect reference to these line items under question but the amounts remain the same.

The discrepancies in question for the periods stated are as follows

a) For the 2016 financial period an amount of R19,813,800 was reported as Infrastructure Spend the error occurred during this period of the 2016 – 2017 annual report where the web page 18 reflected an amount of R129,724,372 for the same line item. The amount of R129, 724,372 is the total amount for Projects Spend, which comprises of the elements of Infrastructure Spend of (R19, 813,800) and the balance of the total amount is made up of Programmes, and Equipment and Kit Spend.

The Infrastructure Spend line item is incorrectly referenced with the total amount of R129, 724,372; it should be Projects Spend as reflected on Page 19 of the Statement of Profit or Loss and Other Comprehensive Income. Please refer to the second line from the bottom of the page as attached.

b) For 2017 an amount of R8,860,520 was reported as Infrastructure Spend; the error occurred during this period of 2017 – 2018 Annual Report where the web page reflected an amount of R86,171,816 for the same line item. The amount of R86, 171,816 is the total amount for Projects Spend, which comprises of the elements of Infrastructure Spend of (R8, 860,520) and the balance for the total amount compromises of the following items in the form of Programmes, and Equipment and Kit Spend.

The Infrastructure Spend line item is incorrectly referenced with this amount of R86,171,816; it and should be Projects Spend as reflected on Page 19 of the Statement of Profit or Loss and Other Comprehensive Income.  Please refer to the second line from the bottom of the page as attached.

The amount of R96, 505,140 reflects the Total Income raised that comprises of the Projects Spend (R86, 171,816), Fundraising, and Operational Expenses (R9, 401,488).

In both instances the amounts mentioned under Infrastructure Spend and Project Spend are the same amounts but incorrectly referenced.

Reply:

a) The auditors of The Sports Trust since its inception until end financial year 2018 was KPMG. From 2019 to date SizweNtsalubaGobodo-Grant Thornton Inc. has been the auditors as appointed.

b) {i} Covid-19 funds received R10,281,000.00

{ii} The spend has been as per the directive of DSAC to pay the beneficiaries as selected by DSAC through the Department’s governance processes.

c) Delays with the audit completion of the 2019-20 Annual Report was partially due to Covid-19 and the sudden death of the late Financial Consultant, Mr. Lawrence Van Heerden in September, which impacted on their auditioning cycle. The Sports Trust was required to secure a replacement to manage and lead the audit process together with the Executive Director and the Finance, Audit and Risk Committee. The audit was completed in March 2021 and presented to the Board for approval.  Thereafter the finalization process of the Annual Report was completed and then circulated to the Finance, Audit and Risk Committee for review, and then final review by the Board. The Annual Report is earmarked for Website upload by 31st May 2021.

Reply:

(a) Costs incurred to date for:

1. Advertisements on newspapers is R42 209 19
2. Venues for local consultations were provided by the Buffalo City Municipality free of charge
3. Honoraria paid to the Eastern Cape Provincial Geographical Names Committee is R 23 998.19
4. Honoraria paid to the South African Geographical Names Council for its sitting is R147 986.00.

(b). Applications for name changes were received as follows: application for the name change of King Williamstown to Qonce was received on the 15th of October 2014 and the application for the name change of East London to Gompo was received on the 13th of October 2014.

Reply:

The Municipality concern has not responded yet.

Reply:

ENTITY	AG ADDITIONAL RECOMMENDATIONS	CONSEQUENCE MANAGEMENT APPLIED	IF IT DID NOT TAKE PLACE, HOW IS IT ENFORCED
AFRIKAANSE TAALMUSEUM	The AG identified irregular expenditure during the audit as well as requested proof that an investigation was done regarding the previous irregular expenditure.	Although the AG has been asking for reports, letters and minutes relating to how the ATM handled identified irregular expenditure, in its recommendations, the AG did not mention any corrective steps it will be considering from their side against the Council or Management. This may be due to the nature of the irregular expenditure and the fact that it was due to administrative matters. Value for money was still achieved by the ATM. Corrective steps have been taken against officials.
NATIONAL MUSEUM	No findings applicable	N/A	N/A
WAR MUSEUM	no irregular or fraudulent expenditure incurred	N/A	N/A
UMSUNDUZI	Supply Chain Management	The UMsunduzi and Ncome Museum in order to remedy and to prevent the recurrent of this finding has appointed a Supply Chain Management Officer. With this appointment, the office of the CFO will be capacitated to deal with supply chain issues. To avoid further irregular payments and consequence management will be enforced.
FREEDOM PARK		Freedom Park has since constituted the Loss control committee to address the Irregular, fruitless and wasteful expenditure identified. The committee refer the investigated matters to Human Resources department for disciplinary process. Freedom Park has also concluded the forensic investigations to closure the raised irregular expenditures	Freedom Park has committed to continuously trained all the officials in SCM department and those officials who are responsible for the processing payments in Finance department. The SCM manager also conduct SCM policies and procures awareness on quarterly basis. Those who are charge with the responsibility of implementing consequence management will be accountable to the Executive Authority.
NELSON MANDELA MUSEUM	Nelson Mandela Museum has had no adverse findings with regards to its SCM processes and continues strengthening controls and processes to mitigate the risk flouting the PPPFA regulations.	N/A	N/A
PLAYHOUSE COMPANY	The Playhouse Company did not incur any irregular and fraudulent expenditure and the auditor general did not raise any findings in this regard. As such, no consequence management has been recommended.	N/A	N/A
SOUTH AFRICAN LIBRARY FOR THE BLIND	Please note that there has been no irregular expenditure or fraud at the SALB. Internal policies are aligned to National Treasury guidelines around this aspect and consequence management will be applied if these come to light.	N/A	N/A
ROBBEN ISLAND MUSEUM	The invocation of the Public Audit Amendment Act by the Auditor General, has not impacted Robben Island Museum on any issues currently.	N/A	N/A
SOUTH AFRICAN STATE THEATRE	Fraud was discovered in the prior years	Management immediately reported the matter to the relevant authorities, Council, the Minister of Arts and Culture, the SAPS (Directorate of Priority Crimes Investigation), and the South African Revenue Services. The SAST instituted a forensic investigation, which was undertaken by an external and independent company, and the Auditor General was also informed. The AG supported the action taken and management will report back in the next audit to ensure that the consequence management taken is reflected in the audit report. The two employees that were involved in the fraud are no longer working at the SAST, one resigned while the other one was dismissed. Their provident fund payments have been attached and further criminal and civil proceedings are underway.
MARKET THEATRE FOUNDATION	History of irregular expenditure at MTF: 2019: R2,1 mil 2020: R35 887 2021: R201 775 Written warnings	Written warnings were issued for all incidences of irregular expenditure incurred in 2019 and 2020. The expenditure incurred in 2021 was approved by the Council of the MTF. Consequence management did take place iro all irregular expenditure in the past 3 years. No staff member has had repeat transgressions. Fruitless and wasteful expenditure of R16 370 was incurred in 2020 and the full amount was recovered from the staff members responsible. No fraudulent expenditure was incurred in the 3 years.
IZIKO MUSEUMS OF SOUTH AFRICA	The recommendations of the AG, as contained in the Management Report, are followed. However, no recommendations have been made with respect to consequence management of material irregularities	N/A	N/A
NATIONAL FILM AND VIDEO FOUNDATION	The audit report has given management clear recommendation on implementing consequence management and also requested management to have timelines that must be followed. It further advise management to implement internal controls that will prevent non-compliance that lead to irregular expenditure or fruadlent one, though they clearly state in the report that their audit approach is not meant to detect fraud.	A forensic investigation was done in the past, in 2018/ 2019, when the irregular expenditure was incurred and also when there was suspicion of fraud and that resulted in the a number of executive leaving the NFVF. The NFVF continues to monitor irregular expenditure and investigate the SCM noncompliance that leads to irregular expenditure. If there is suspicion of fraud, the Council does take action to verify if indeed the fraud has taken place.	N/A
PAN SOUTH AFRICAN LANGUAGE BOARD	The AG has recommended that an investigation related to the identified irregular expenditure should be conducted and based on the result of the investigations, disciplinary steps to be taken against anyone to have the irregular expenditure or fail to comply with Treasury regulations. The AG further stated that in terms of section 225 of the IESBA code, they have a responsibility to consider reporting identified and suspected non-compliance with laws and regulations to an appropriate authority and they have escalated the matter to the Board for them to ensure that appropriate steps are taken to address the non-compliance.		The AG proposed that Accounting Officer should urgently develop, review and approve policies. Implement controls to avoid Irregular, Fruitless and Wasteful Expenditure; The appointment of a permanent committee to deal with all the irregular, fruitless, Wasteful and unauthorized expenditure will assist the AO to enforce the consequence management with recommendations.
BOXING SOUTH AFRICA	The AG has not suggested or provided guidance other than the recommendation as stated in the Management Report.	BSA has in the past not adequately addressed matters of consequence management	The entity report to the Board and sub-committee of the Board including the Audit & Risk Management Committee any non-compliant matters that may lead to or constitute Irregular Expenditure on a quarterly basis. 2. The Internal Auditor report quarterly the outcome of any investigations to the Audit and Risk Management Committee . 3. The recommendations of the investigations shall be implemented and reported by Management to the Board and the Audit and Risk Management Committee on a quarterly basis. 4. All officials implicated by the outcome of the investigation shall be subjected to BSA internal disciplinary process , whilst monies owed to BSA will be recovered in terms of the Debtors Policy
PERFORMING ARTS CENTRE OF THE FREE STATE	Nothing more than recommendations was proposed	N/A	N/A
NATIONAL ARTS COUNCIL	The AG advised that officials should be kept abreast and informed of SCM and other relevant regulations to mitigate the risk irregular and fraudulent expenditure. b) In prior years consequence management was not possible due to implicated officials leaving the employ of the NAC.	The NAC is taking a proactive approach in ensuring officials are trained on SCM and other relevant legislation. This will ensure due-diligence and compliance in relation to SCM, funding approvals and other relevant regulations.	i) Ensuring consequence management in cases of non-compliance will is added to the performance contract of Unit Heads. ii) It is enforced through following procedures outlined in the NACs internal disciplinary policy.
SAIDS	The AGSA has recommended that Irregular expenditure be investigated to identify the root cause and the necessary steps to remedy the root causes be taken or measure be put in place to prevent similar incidents from taking occurring again.	The irregular expenditure was investigated, and it was found that there was no fraudulent and criminal conduct relating to the Irregular expenditure. The entity did NOT incur any financial losses as a result thereof. Training will be provided to the employees of the entity to improve their understanding and application of the PFMA and Treasury Regulations in relation to Supply Chain Management and Procurement.	N/A
DITSONG MUSEUMS OF SOUTH AFRICA	DMSA has a Financial Misconduct Disciplinary Committee which deals with all incidences of irregular and fruitless and wasteful expenditure and the recommendations are tabled at both Audit and Risk Committee (ARIC) and Council. However, this Committee was established before the revisions to the PAA came into effect.	Consequence management does take place and the actions taken are reported at both the Audit and Risk Committee, Council and a report is included in the Annual Financial Statements. (i) Action is taken against any staff member who has transgressed the PFMA and Treasury Regulations regarding irregular expenditure and fruitless and wasteful expenditure. (ii) Through verbal or written warnings and recovery of funds lost.	N/A
ARTSCAPE	The AG has identified cases of irregular expenditure and one case of fraud. This was brought to the attention of management and Council. It was recommended that the entity must attend to these cases through the Irregular Expenditure Framework. Artscape has disclosed such cases in the Annual Financial Statements and has submitted request for condonation to the National Treasury.	In one case where fraud was identified, the incumbent was charged, found guilty and was dismissed. Financial loss was also recovered from the said employee.	N/A

Reply:

1. The list of paid beneficiaries of the Presidential Employment Stimulus Programme that is being rolled out by the National Film and Video, inclusive of the amount is attached as requested.
2. PESP Phase 1 of the National Film and Video Foundation is not yet completed and it is envisaged that it will be concluded by the end of June 2021. The list of beneficiaries paid is the same as the one provided in question 1 above.
3. PESP phase 2 has not started. No approval for implementation has been granted yet by the National Treasury.

Presidential Employment Stimulus Programme
Split	Allocation	Paid to date	Balance available	Jobs proposed	Jobs projected	Jobs outstanding
Stream 1	84 534 772,00	58 764 484,00	25 770 288,00	6 375	5 838	537
Stream 2	22 513 038,00	22 263 038,00	250 000,00	1 200	1 187	13
Stream 3	12 950 000,00	12 950 000,00	-	705	705	-
Stream 4	13 002 190,00	10 502 190,24	2 499 999,76	675	480	195
Admin	7 000 000,00	4 531 324,12	2 468 675,88
Total	133 000 000,00	104 479 712,24	28 520 287,76	8 955,00	8 210,00	745,00

Reply:

(a) Yes, after the Constitutional Review Committee of Parliament had recommended that section 6(1) and (5)(a) of the Constitution be amended to include South African Sign Language (SASL) as the 12th South African official language, the Department of Justice and Correctional Services (DoJ) took the necessary steps to kick-start the Constitutional amendment process. The first working session for all national departments to make contributions to the draft 19th Constitutional Amendment Bill was held in March 2021. DSAC and PanSALB as the key implementers of section 6 of the Constitution were working closely with DoJ. A follow-up working session was facilitated by DSAC in April 2021 where all affected stakeholders mainly the deaf community gave input into the draft Bill.

DSAC is also planning to conduct further consultative meetings with all relevant structures of the Deaf Community as users of the South African Sign Language (SASL) to understand their specific needs that will inform the draft implementation plan to give effect to section 6 of the Constitution when it is amended.

In the meantime, PanSALB is workshopping stakeholders on the SASL Charter, which sets out key obligations to improve access to quality services and effective protection of the linguistic rights of deaf people.

(b) There is no budget yet allocated for the SASL as the constitutional amendment process is still ongoing. When SASL is finally adopted as the 12th official language of the Republic of South Africa, DSAC will include it in its plans with cost implications.

Reply:

No. The Department did not intervene, as this is an administrative matter the South African Sports Confederation and Olympic Committee is empowered to deal with.

Notwithstanding the latter, SASCOC indicated that they have secured a sponsorship from Mr Price Sport, with regards to the kit for the Tokyo Games. As part of the process the athletes have joined the Mr Price Sport design team to finalise the design of the kit. The kit design will therefore have full input from the Athletes who will be wearing it. SASCOC also indicated that the EThekwini Municipality has also provided professional designers to join the Mr Price Sport Team to design the opening ceremony outfits.

Reply:

(1). The lists of beneficiaries for Phase 1 and 2 COVID-19 Relief are attached. For Phase 1 each applicant was paid an amount of R20,000.00 and for Phase 2 each applicant was paid an amount of R6,600.00.

(2). Yes Phase 1 was completed, (a). the list is provided as per (1) above, (b) each successful applicant was paid R20,000.00.

(3) Clarity is required in terms of this question to determine what the question is referring to regarding those who were contracted in Phase 2. No one was contracted in Phase 2.

Reply:

1. (a). A forensic investigation into the handling of the Presidential Employment Stimulus Programme (PESP) is being instituted by the Council of NAC. The findings of the report will be analysed and implemented in line with the governing legislation. If there is/are individual/s that may have transgressed in the management of the PESP rollout, consequence management will apply.

(b). The recommendations coming out of the Forensic investigation will determine further steps to be taken.

2. The Department has not taken any steps against any individual as the findings of Forensic investigation will determine the scale of the problem and what steps to take; and this will be done by the Council. My duty will be to play an oversight in ensuring that recommendations coming out of the Report are implemented and consequence management where applicable. However; also note that a legal opinion was sought on the matter of alleged conflict of interest by some Council members; to which it stated that there was no conflict of interest as adjudication was done under the previous Council.

3. The NAC did pay the legal bill relating to the internal disciplinary hearing of the Chief Executive Officer.

a) This was the re-imbursement paid to the CEO as she won the disciplinary hearing and Council agreed to settle her legal costs.

b) The amount paid was R594 500. The NAC Council approved the payment in 2020.

4. The National Arts Council has since instituted a Forensic investigation into the handling of the Presidential Employment Stimulus Programme (PESP) by management. Once that process is finalised the Council will work with speed to adequately and swiftly act on the implementation of the recommendations of the Forensic Report including disciplinary hearing if that is part of the recommendations.

Reply:

(a). All Entities under the Department of Sport, Arts and Culture have qualified Curators.

(i) n/a

(ii) n/a

 

 

Reply:

The Department is in a process of arranging training with the National School of Government for all senior managers and the induction workshop on Supply Chain Management (SCM) processes will be presented to all staff.

Reply:

1. According to NAC policy and procedures, applicants with active files are not eligible to be funded. They are declined at assessment stage on the basis of having active files or expired files. However, if a narrative report has been sent with financial reports, and compliance documents such as a valid tax clearance certificate, evidence of work done, the new application will be considered according to its own merit. In the event of expiry, three -year cool off period is observed before any application is considered.

2. Applicants only receive the final pay out of funding once they have provided satisfactory reports (narrative and financial reports depending on amounts granted) with valid tax compliance status as per the signed funding agreement. Where applicants have failed to comply with reporting processes, then their projects are expired based on failure to comply within specified time periods. There are five organizations funded under AOSF 2019–2021 that were expired immediately; due to falsification of information, attached as Annexure 4.

Reply:

The R6 600 was applicable in the 2ND Wave of Covid-19 Relief funding cycle and was never broken down over three months.

a) Total amount made available was R20 million split equally between BASA and NAC.

b) (i) The applications opened on 17 August 2020 and closed on 11th September 2020.

(ii) 2809 applications were received.

c) (i) See attached list

(ii) All applicants applied within the window period of 17 August 2020 to 11th September 2020.

(iii) So far, 582 approved applicants were each paid R6 600.

 

Reply:

S.A. Basketball in its response indicated that:-

1)(a)(i) and (b) There were no Board Members suspended since 1 January 2016.

(ii) One staff member (National Administrator).

2) (a)(b)(ii) an amount of R78, 442, 29 was paid to the Administrator whilst on suspension.

Reply:

I have written to SASCOC impressing upon them their obligation to respond to questions posed by Members of Parliament and to respond on time. Still waiting for their response.

Reply:

The table below outlines the total amount spent in the past five years (2015-2019) and the sporting codes that benefitted

Item	2015	2016	2017	2018	2019	Codes that benefited
i) Infrastructure	R24 488 888,72	R19 813 800,00	R8 680 520,26	R20 300 000,00	R8 696 310,00	Soccer, netball, tennis, volleyball, basketball, cricket, table tennis, tennis and general gym
ii) and (iii) Kit and equipment	R4 970 166,64	R680 100,00	R840 506,61	R648 976,50	R163 630,00	Various codes
iv) Programmes	R425 000,00	R350 000,00	R1 265 000,00	R550 150,00	R608 628,26	Soccer and cycling
TOTAL	R29 884 055,36	R20 843 900,00	R10 786 026,87	R21 499 126,50	R9 468 568,26

Reply:

The South African Sport Confederation and Olympic Committee in its response indicated the following;

1(a) SASCOC appointed Advocate Pullinger in October 2012 and the copy of the Pullinger Report was received on 10 July 2015.

2(b)(i) (ii) Findings and recommendations were not implemented as the organisation had to first follow its Dispute Resolution Mechanism process by engaging all parties involved. SASCOC provided the report to the concerned National Federation and tried to mediate for an amicable way forward which did not materialise. The dispute was then referred to the Department of Sport and Recreation South Africa for guidance and intervention as per the Sport Act. Subsequent to the release of the Ministerial Inquiry report and the listed recommendations, SASCOC had to consider the recommendations and agree with the Minister about the implementation of the report. One of the recommendations listed was the Pullinger Report which SASCOC had to reconsider. SASCOC then had a meeting with the Department and in particular to this matter, it was clear after the engagements that this dispute needed to go back to SASCOC to resolve because it’s the organisation that appointed the Advocate to investigate the matter and provide recommendation to the Board after a number of remedies were considered in addressing the dispute. This is one of the recommendations being attended to through the Compliance Task Team.

Reply:

a) The South African Sport Confederation and Olympic Committee (SASCOC) indicated that the organisation does not currently pay any amounts to any sponsorship consultants. SASCOC further indicated that;

i) During the period 23 August 2018 to 30 September 2019 SASCOC engaged the sponsorship services of Mr Qondisa Ngwenya.

(ii) The monthly retainer related to this sponsorship arrangement during this period was R45,000. (iii) The retainer was subsequently stopped with the sponsorship contract since being rescinded. (iv) There were no sponsorship raised during this period.

(b) The Sports Trust indicated that as a non-profit organisation, The Sports Trust does not employ or make use of the services of sponsorship agents/consultants to assist with the procurement of sponsorship properties. The in-house, full time employees approach corporates ongoing as part of our normal and daily operations

(c) Below is the a table with information Federations that responded;

Federation Name	(i) organisation pays any amounts to sponsorship consultants	(i) Name of consultants	(ii) total amount paid to each specified consultant each month	(ii) total amount paid to the consultant	(iv) the monetary value of the sponsorship that each consultant has secured since their appointment (s
South African Golf Association	Golf RSA (Women’s Golf South Africa and the South African Golf Association) does not have any contracts with any sponsorship consultants and as such have not paid any fees to consultants
Cycling South Africa	None	N/A	N/A	N/A	N/A
South African Baseball Union	None	N/A	N/A	N/A	N/A
Surfing South Africa	None	N/A	N/A	N/A	N/A
Canoeing South Africa	None	N/A	N/A	N/A	N/A
South African Amateur Fencing Association	None	N/A	N/A	N/A	N/A
South African Ice Hockey Association	None	N/A	N/A	N/A	N/A
South African Powerlifting Federation	None	N/A	N/A	N/A	N/A

Reply:

a) and b) The South African Sport Confederation and Olympic Committee provided the following information;

The OPEX programme ended in November 2019 after the last World Championships. Below is a list of the athletes that benefited for the 2019 season, the athlete allocations were between R75000-00 to R300000-00 for a 10 month period. We have not had an OPEX programme operating in 2020.

OLYMPIC OPEX ALLOCATION 2019
Athlete Name	Sport
Wayde van Niekerk	Athletics
Caster Semenya	Athletics
Luvo Manyonga	Athletics
Akani Simbine	Athletics
Ruswahl Samaai	Athletics
Chad le Clos	Swimming
Ashleigh Pasio	Cycling
Henri Schoeman	Triathlon
Richard Murray	Triathlon
Kirsten Mcann	Rowing
Alan Hatherly	Cycling
John Smith	Rowing
Lawrence Brittain	Rowing
David Hunt	Rowing
Jake Green	Rowing
Tatjana Schoenmaker	Swimming
Mona Pretorius	Weightlifting
Sunette Viljoen	Athletics
Lebogang Shange	Athletics
PARALYMPIC OPEX ALLOCATION 2019
Athlete Name	Sport
Anrune Liebenberg	Para Athletics
Charl du Toit	Para Athletics
Dyan Buis	Para Athletics
Jonathan Ntutu	Para Athletics
Reinhardt Hamman	Para Athletics
Tyrone Pillay	Para Athletics
Zanele Situ	Para Athletics
Hilton Langenhoven	Para Athletics
Louzanne Coetzee	Para Athletics
Nompumelelo Mhlongo	Para Athletics
Union Sekailwe	Para Athletics
Hendri Herbst	Para Swimmig
Khothatso Montjane	Wheelchair Tennis
Lucas Sithole	Wheelchair Tennis
Liezel Gouws	Para Athletics
Ernst van Dyk	Para Athletics
Johanna Pretorius	Para Athletics
Pieter du Preez	Para Cycling
Christiaan Sadie	Para Swimming
Hendrik van der Merwe	Para Swimming
Gert van Heerden	Para Swimming
Theo Cogill	Para Table Tennis
Goldy Fuchs	Para Cycling

Reply:

a) Tourvest Destination Management a division of Tourvest Holdings (Pty) Ltd is the appointed authorised ticket reseller (ATR) for the 2020 Olympic Games.

b) Service providers apply directly for qualification to the IOC and enter directly with them as an ATR for the Olympic Games. The qualification criteria is managed by the IOC.

An ATR that has received clearance from the IOC then engages the NOC. In addition to Tourvest, SASCOC was also approached by Fly Now Travel Agency. Flynow eventually withdrew as an ATR for the 2020 Olympic Games. Tourvest has since been appointed.

b) Due to the qualification process, there was no tender put out by SASCOC. The IOC managed the process.

c) The value of the contract is based on the application by the ATR for tickets for onward selling.

This application is not guaranteed and the IOC reserves the right to allocate tickets on a country bases. ATR’s also have to provide a financial guarantee for any tickets allocated by the IOC. The value of the tickets applied for by Tourvest is R1m. This may change depending on the final allocation by the IOC.

Reply:

SASCOC indicated that no money was transferred from SASCOC to the Commonwealth Bid Committee. All expenses incurred in the bid process for the Commonwealth Games was paid directly by SASCOC.

Reply:

The South African Sports Confederation and Olympic Committee indicated that there has been only one anniversary dinner in the past 10 years in 2014 that cost R631, 293.20

Reply:

(a) and (b) The South African Sport Confederation and Olympic Committee provided the following response;

Norton Rose Fulbright
31/03/2017	7,226,093.95	Matters relating to dismissed employees as well as to another staff CCMA matter.
31/03/2018	2,385,177.49
31/03/2019	2,738,045.79
31/03/2020	323,762.39
	12,673,079.62
TWB
31/03/2017	R1,036,194.93	Defending claims from athletes and dealing with Arbitration involving National Federations
31/03/2018	R655,686.76
31/03/2019	R2,862,178.05
31/03/2020	R693,300.55
	R5,247,360.29
Spoor * Fisher
31/03/2011	R27,319.30	Trade mark copyright matters as per IOC requirements
31/03/2012	R21,904.42
31/03/2013	R831,048.43
31/03/2014	R403,891.87
31/03/2015	R175,941.16
31/03/2016	R810,837.92
31/03/2017	R165,364.68
31/03/2018	R23,367.61
31/03/2019	R215,674.74
31/03/2020	R83,541.94
	R2,758,892.07

(c) and (d) SASCOC indicated that the organisation does not specifically budget for legal fees, as this is an unfunded mandate. Any legal fees incurred in normal operational and administrative matters are budgeted for within that specific cost centre.

Reply:

SASCOC indicated that the website is currently up to date. Further indicated that the organization went through a process of building a new website and it might have been during this transition phase from the old to the new that may have resulted in the website seemingly out of date

Reply:

(a)(b) (c) (i) (ii) and (iii) Breakdown is provided in the table below;

Federation Name	SA Sports Confederation and Olympic Committee	Department of Sports and Recreation	National Lottery	The Sport Trust	Other
	2016/17	2017/18	2018/19	2016/17	2017/18	2018/19	2016/17	2017/18	2018/19	2016/17	2017/18	2018/19	2016/17	2017/18	2018/19
Athletics SA	-	-	-	2,000,000	2,000,000	7,800,000	14,260,400	9,111,600.
Basketball South Africa	-	-	-				-	-	-	-	-	-	-	-	-
Chess South Africa	-	-	-	1 800 000	-	-	-	-	-	-	-	-	-	-	-
Cricket South Africa	-	-	-	2 000 000	4 000 000	5 000 000	-	-	-	-	-	-	-	-	-
Jukskei South Africa	-	-	-	950 000	950 000	950 000	-	-	-	-	-	-	-	-	-
Netball South Africa	-	-	-	3 800 000	4 000 000	7 833 000	-	-	-	-	-	-	-	-	-
Softball South Africa	-	-	-	2 000 000	3 000 000	13 000 000	-	-	-	-	-	-	-	-	-
South African Football Association	-	-	-	-	2 000 000	2 000 000	-	-	-	-	-	-	-	-	-
South African Gymnastics Federation	-	-	-	2 000 000	2 000 000	2 000 000	-	-	-	-	-	-	-	-	-
South African Hockey Association	-	-	93 272.94	12 840 000	4 000 000	4 000 000	-	-	-	-	-	-	-	-	-
South African National Amateur Boxing Organisation	-	-	-	1 200 000	1 200 000	-	-	-	-	-	-	-	-	-	-
South African Rugby Union	359 425.43	109 865.70	197 087.47	3 000 000	6,000,000	5,000,000				130 000	40 000
South African Golf Association	-	-	-	1 200 000	1 200 000	1 200 000	-	-	-	-	-	-	-	-	-
SA Sports Association for the Physically Disabled	-	-	-	1 200 000	1 200 000	1 200 000	-	-	-	-	-	-	-	-	-
South African Table Tennis Board				2 000 000	2 000 000	2 000 000	5 500 000		-	-	-	-	-	-	-
Swimming South Africa	2 000 000	2 000 000	1 900 000	2 000 000	2 000 000	2 000 000		500 000	-	-	-	-	-	-	-
Federation	SA Sports Confederation and Olympic Committee (Rand)	Department of Sports and Recreation (Rand)	National Lottery (Rand)	The Sport Trust (Rand)	Other (Rand)
	2016/17	2017/18	2018/19	2016/17	2017/18	2018/19	2016/17	2017/18	2018/19	2016/17	2017/18	2018/19	2016/17	2017/18	2018/19
Tennis South Africa	-	-	-	2 199 000	2 000 000	3 500 000	-	-	-	-	-	-	-	-	-
Volleyball South Africa	-	-	-	2 000 000	13 000 000	4 000 000	-	-	-	-	-	-	-	-	-
Bowls South Africa	-	-	-	500 000	750 000	525 000	-	-	-	-	-	-	-	-	-
Cycling South Africa	-	-	-	600 000	750 000	525 000	-	-	-	-	-	-	-	-	-
Federation of Dance Sport South Africa	-	-	-	500 000	750 000	525 000	-	-	-	-	-	-	-	-	-
Judo South Africa	-	-	-	700 000	850 000	595 000	-	-	-	-	-	-	-	-	-
Rowing South Africa	-	-	-	800 000	1 200 000	1 600 000	768 000		-	-	-	-	-	-	-
SA Association for the Intellectually Impaired (SAAII)	-	-	-	750 000	750 000	525 000	-	-	-	-	-	-	-	-	-
South African Baseball Union	-	-	-	550 000	-	-	-	-	-	-	-	-
South African Deaf Sports Federation	795 000			750 000	750 000	525 000	-	-	-	-	-	-	257 500	150 000	694 000
South African Equestrian Council	-	-	-	-	550 000	385 000	-	-	-	-	-	-
Darts South Africa	-	-	-	400 000	450 000	270 000	-	-	-	-	-	-
South African National Archery Association	-	-	-	500 000	600 000	525 000	1 422 517	-	-	-	-	-	-	500 000	250 000
SA Shooting Sport Federation	-	-	-	550 000	600 000	420 000	-	-	-	-	-	-	-	-	-
South African Sport Anglers & Casting Confederation	-	-	-	500 000	550 000	385 000	-	-	-	-	-	-	-	-	-
Squash South Africa	-	-	-	600 000	650 000	455 000	-	-	-	-	-	-	-	-	-
South African Transplant Sport Association	-	-	-	450 000	600 000	420 000	-	-	-	-	-	-	-	-	-
Surfing South Africa	-	-	-	650 000	700 000	490 000	-	-	-	-	-	-	-	-	-
Aero Club of South Africa	-	-	-	450 000	-	300 000	-	-	-	-	-	-	-	-	-
Federation	SA Sports Confederation and Olympic Committee (Rand)	Department of Sports and Recreation (Rand)	National Lottery (Rand)	The Sport Trust (Rand)	Other (Rand)
	2016/17	2017/18	2018/19	2016/17	2017/18	2018/19	2016/17	2017/18	2018/19	2016/17	2017/18		2016/17	2017/18	2018/19
Badminton South Africa	-	-	-	500 000	550 000	330 000	-	-	-	-	-	-	-	-	-
Canoeing South Africa	6 357	88 420	8 990	600 000	650 000	890 000	-	-	250 000	-	-	-	-	-	-
Karate South Africa	-	-	-	550 000	600 000	360 000	-	-	-	-	-	-	-	-	-
Lifesaving South Africa	-	-	-	550 000	600 000	600 000	-	-	-	-	-	-	-	-	-
Masters Sport South Africa	-	-	-	200 000	270 000	180 000	-	-	-	-	-	-	-	-	-
Motorsport South Africa	-	-	-	550 000	600 000	360 000	-	-	-	-	-	-	-	-	-
Ringball Association of South Africa	-	-	-	450 000	500 000	300 000	-	-	400 000	-	-	-	-	-	-
Roller Sport South Africa	-	-	-	500 000	600 000	600 000	-	-	-	-	-	-	-	-	-
Snow Sports South Africa	-	-	-	400 000	450 000	270 000	-	-	-	-	-	-	-	-	-
South African Amateur Fencing Association	-	-	-	450 000	500 000	300 000	500 000	-	-	-	-	-	-	-	-
South African Confederation of Cue Sport	-	-	-	450 000	780 000	918 000	-	-	-	-	-	-	-	-	-
South African Figure Skating Association	-	-	-	450 000	-	-	-	-	-	-	-		339 290.	296 376.	350 160
S A Fitness Sport Aerobics Federation	-	-	-	450 000	500 000	300 000	-	-	-	-	-	-	-	-	-
South African Handball Federation	-	-	-	700 000	-	270 000	-	-	-	-	-	-	-	-	-
South African Ice Hockey Association	-	-	-	400 000	450 000	270 000	-	-	-	-	-	-	-	-	-
South African Korfball Federation	-	-	-				-	-	-	-	-	-	-	-	-
New Love Life	-	-	-	38 508 000	40 433 000	42 788 00	-	-	-	-	-	-	-	-	-
Federation Name	SA Sports Confederation and Olympic Committee (Rand)	Department of Sports and Recreation (Rand)	National Lottery (Rand)	The Sport Trust ( Rand)	Other (Rand)
	2016/17	2017/18	2018/19	2016/17	2017/18		2016/17	2017/18	2018/19	2016/17	2017/18		2016/17	2017/18	2018/19
South African Orienteering Federation	-	-	-	300 000	-	240 000	-	-	-	-	-	-	-	-	-
South African Powerlifting Federation	-	-	-	400 000	450 000	270 000	-	-	-	-	-	-	-	-	-
South African Body Building Federation				200 000	550 000	390 000	-	-	-	-	-	-	-	-	-
South African Sailing		120 143.00	238 170	450 000	500 000	300 000	137 395.00
South African Taekwondo Federation	-	-	-	200 000	450 000	-	-	-	-	-	-	-	-	-	-
South African Tug-of War Federation	-	-	-	400 000	450 000	270 000	-	-	-	-	-	-	-	-	-
South African Water Ski Federation	-	-	-	400 000	450 000	270 000	-	-	-	-	-	-	-	-	-
South African Weightlifting Federation	-	-	-	500 000	600 000	360 000	-	-	-	-	-	-	-	-	-
South African Wrestling Federation	-	-	-	500 000	600 000	360 000	-	-	-	-	-	-	-	-	-
Triathlon South Africa	-	-	-	450 000	600 000	-	-	3 500 000	-	-	-
Underwater Sport South Africa	-	-	-	450 000	500 000	300 000	-		-	-	-
University Sport South Africa	-	-	-	600 000	700 000	420 000	-	2 000 000	-	-	-		967 951	1 950 408	942 143
Mountain Club of South Africa	-	-	-	400 000	400 000	400 000	-	-	-	-	-		-	-	-
Sport for Social Change Network	-	-	-	1 100 000	1 610 000	4 200 000	-	-	-	-	-	10 000 000	-	-	-
Gary Kirsten Foundation	-	-	-	1 000 000		1 000 000	-	-	-	-	-		-	-	-
Sport Coaches Outreach	-	-	-	8 000 000	12 244 000	8 500 000	50 000	-	-	-	-		-	-	-

Reply:

According to NAC:

(1)(a)(i). In 2019, the National Arts Council initiated a mentorship programme for specific approved beneficiaries. However, the programme did not proceed as there was no policy developed for it.

(ii) The mentorship was proposed for projects in marginalised and rural areas that needed support in implementing projects. The amount was meant to be 25% of identified projects’ allocation.

(b)(i) There was no procurement process followed as the programme did not continue.

(ii) There were no mentors nominated

(c)(i) None as the programme did not proceed, mentorship fees were not allocated.

(ii) Nothing is reflected as there were no payments done to mentors

(d) Ten (10)

(ii) The money is still in the NAC’s account

(2). The money remaining will be allocated to funding of bursaries and projects through an open call for funding.

Reply:

(a)(i). The Department of Sport, Arts and Culture was allocated R665 million of the Presidential Employment Stimulus Programme (PESP).

(ii). Out the allocation, the National Arts Council (NAC) was allocated R300 Million to implement the PESP focusing on job retention and job creation to the arts, culture and heritage sector. 

• R200 million was allocated for job creation 
• R100 million was allocated for job retention 
• 5 % (per cent) of the total allocation was set aside for administration 

(b). The call was made on 31 October 2020 and closed on 27 November 2020, the contract was signed by on 3 November and payment effected on 30 November 2020.  

(c). Ddetails of the distribution are attached in ANNEXURE B with a list of over 1200 beneficiaries. 

Reply:

PHASE ONE

a) (i) R80 044 284,14 was paid to beneficiaries

(ii) 4166 (including 319 from Sport sector) received funding

PHASE TWO

(i) R 5 543 800 was paid to beneficiaries including the partnership between

DSAC/DSBD.

(ii) 4110 (including 88 from Sport sector) beneficiaries received funding.

PHASE THREE

c) (i) No beneficiaries have been paid yet in the third phase.

(ii). Still to be determined

Reply:

1. The Department appointed Indingliz Advertising and Marketing for the service.

(b) It was appointed for a three year period to the total amount of R 14 912 901.00 vat inclusive.

(c) The supply chain management tender processes was followed.

(d) Artists will benefit through a platform for accessing assistance and professional

services for dealing with matters related to lifestyle management, financial management, mental health management, substance abuse management and legal advice. This in attempt to extend the strategies that the Department is continuously employing to provide a holistic conducive environment within which the arts and its practitioners must thrive.

(e) The amount used for refreshments, transport and venue during the launch is R60 592.50 as per the itemized billing from the appointed service provider. The Venue came at no cost.

(f) The guest speakers were 1. Ms Lilian Dube 2. Adv.Nakedi Ribane 3. Mr Jack Devnarain 4. Ms Gigi Lamayne 5. Mr Gaby Le Roux 6. Ms Joy Mbewana 7. Ms Mathapelo Voster 8. Ms Shudufhadzo Musida (pre recorded) 9. Advocate Steve Kekana.

(g) List of invitees to the lauch is as follows Media (provide detail) Panelist (as above) List of invitees attached.

(h) The attendance was controlled and confined to the covid-19 regulations for level 3 social gatherings as a result, reliance was on virtual viewing of the live stream. Physically, 73 people including artists attended the launch (lists and attendance register attached).

ILAPHA WELLNESS INTERVENTION PROGRAMME LAUNCH
NAME	SURNAME	MEDIA HOUSE	STAKEHOLDER	EMAIL	CONTACT NUMBER	SIGNATURE
Gabi	LeRoux	Panelist
Steve	Kekana	Panelist
Tshepiso	Mahlangu	Humbledrop productions		[email protected]	084 215 1742
Lilian	Dube	Panelist
Nozipho	Dlamini	Sisterhood			082 966 6500
Joy	Mbewana	Panelist
Natacia	Pakarnist	Interpreter			079 848 5281
Gigi	La Mayne	Panelist			078 129 7480
Natacia	Manni				067 125 6450
Nakedi	Ribane				082 789 2163
Dimakatso					084 324 3957
Mandla	Maeko	Seniorgroup			074 754 4477
Vuyi	Mothlabane	indingilizi			063 877 5697
Madimetja	Moleba	DSAC			066 301 4675
Jack	Devaeain	SAGA			082 467 8925
Mandla	Ntlatlane	NTLAKS			076 478 9972
Victor	Malaza	Indingilizi
Xenia	Malaza	Indingilizi
Cetshwayo	Ntuli	Indingillizi
Mavis	Chauke	Indingilizi
Dikeleli	Chabalala	Indingilizi
Tholakele	Temane
Frennie	Shivambu	Gallo images
Kgalalelo	`Tlhoaele				068 5842050
Joseph	Nkhumise	Steve Kekana Foundation			071 419 5743
Thulani	Mahlangu	Steve Kekana Foundation			082 081 2972
Bongane	Mkhatshwa	Breath of art			082 051 828
Thabo	Nkosi	Breath of Art			079 040 3702
Esau	Dlamini	Soweto TV
Sandile	Zikalala	Soweto TV
Dumsani	Mbatha	Soweto TV
IPELENG	MTWA	Ditshego Media			0115133244
Thuto	Ditshego	Ditshego media			0115133244
Zama	Mkhize	Gigi Lamaynes crew			072 496 1305
Tholakele	Temane	Indingilizi
Dikeledi	Ledwaba	Indingilizi
Lorraine	Mataboge	Magakwa Youth Developer
Joseph	Komani	Act café			067 794 8882
Mapule	Rafuthu	Makakwa Youth Dev
Masike	Lesego	Makakwa Youth Dev
Otshepeng	Mozima	Makakwa Youth Dev
Lebogang	Basiretsi	Makakwa Youth Dev
Boipelo	Dibopu	Makakwa Youth Dev
Mogomotsi	Seabelo	Makakwa Youth Dev
Lot	Modise	Makakwa Youth Dev
Tebogo	Mahaba	Makakwa Youth Dev
Tshegofatso	Mpete	Makakwa Youth Dev
Tshegofatso	Kgosinkwe	Makakwa Youth Dev
Victoria	Muelose	Makakwa Youth Dev
Kabelo	Mpete	Makakwa Youth Dev
Paris	Manalo	Makakwa Youth Dev
Stanley	Letebele	Makakwa Youth Dev
Vincent	Stephen	PRIDA ART
Lesego	Mogole	Prida Art

SILAPHA WELLNESS INTERVENTION PROGRAMME LAUNCH
NAME	SURNAME	MEDIA HOUSE	STAKEHOLDER	EMAIL	CONTACT NUMBER	SIGNATURE
Gabi	LeRoux	Panelist
Steve	Kekana	Panelist
Tshepiso	Mahlangu	Humbledrop productions		[email protected]	084 215 1742
Lilian	Dube	Panelist
Nozipho	Dlamini	Sisterhood			082 966 6500
Joy	Mbewana	Panelist
Natacia	Pakarnist	Interpreter			079 848 5281
Gigi	La Mayne	Panelist			078 129 7480
Natacia	Manni				067 125 6450
Nakedi	Ribane				082 789 2163
Dimakatso					084 324 3957
Mandla	Maeko	Seniorgroup			074 754 4477
Vuyi	Mothlabane	indingilizi			063 877 5697
Madimetja	Moleba	DSAC			066 301 4675
Jack	Devaeain	SAGA			082 467 8925
Mandla	Ntlatlane	NTLAKS			076 478 9972
Victor	Malaza	Indingilizi
Xenia	Malaza	Indingilizi
Cetshwayo	Ntuli	Indingillizi
Mavis	Chauke	Indingilizi
Dikeleli	Chabalala	Indingilizi
Tholakele	Temane
Frennie	Shivambu	Gallo images
Kgalalelo	`Tlhoaele				068 5842050
Joseph	Nkhumise	Steve Kekana Foundation			071 419 5743
Thulani	Mahlangu	Steve Kekana Foundation			082 081 2972
Bongane	Mkhatshwa	Breath of art			082 051 828
Thabo	Nkosi	Breath of Art			079 040 3702
Esau	Dlamini	Soweto TV
Sandile	Zikalala	Soweto TV
Dumsani	Mbatha	Soweto TV
IPELENG	MTWA	Ditshego Media			0115133244
Thuto	Ditshego	Ditshego media			0115133244
Zama	Mkhize	Gigi Lamaynes crew			072 496 1305
Tholakele	Temane	Indingilizi
Dikeledi	Ledwaba	Indingilizi
Lorraine	Mataboge	Magakwa Youth Developer
Joseph	Komani	Act café			067 794 8882
Mapule	Rafuthu	Makakwa Youth Dev
Masike	Lesego	Makakwa Youth Dev
Otshepeng	Mozima	Makakwa Youth Dev
Lebogang	Basiretsi	Makakwa Youth Dev
Boipelo	Dibopu	Makakwa Youth Dev
Mogomotsi	Seabelo	Makakwa Youth Dev
Lot	Modise	Makakwa Youth Dev
Tebogo	Mahaba	Makakwa Youth Dev
Tshegofatso	Mpete	Makakwa Youth Dev
Tshegofatso	Kgosinkwe	Makakwa Youth Dev
Victoria	Muelose	Makakwa Youth Dev
Kabelo	Mpete	Makakwa Youth Dev
Paris	Manalo	Makakwa Youth Dev
Stanley	Letebele	Makakwa Youth Dev
Vincent	Stephen	PRIDA ART
Lesego	Mogole	Prida Art