Questions and Replies

Reply:

The Honourable Members is well aware that there are no such vaccines called ‘Bill Gates vaccines’ and the department procured vaccines from global manufacturers of vaccines.

a) At the start of the pandemic, there were no vaccines available globally as part of the armamentarium in the fight against Covid-19. You will recall that South Africa opted to purchase those vaccines where clinical efficacy and safety data was available, published in peer reviewed journals.

However, even prior to the availability of this information, wealthier countries, particularly in the Northern Hemisphere, concluded contracts with a multitude of suppliers to secure vaccines for their population in what is known as vaccine nationalism. This meant that poorer countries, such as ours, were pushed to the back of the queue and were not guaranteed access to vaccines. The kind of purchase commitments made by richer countries could not be made in our context in the absence of clinical evidence to purchase the best performing vaccines and without the necessary funding.

However, as soon as clinical evidence of safety and efficacy was made available, we moved with speed to conclude purchase agreements with suppliers. At the time, the aim was to achieve herd immunity, which the WHO recommends being 70% of the population. Along with the uncertainty of future availability of vaccines, the expected demand was extremely high as evidenced by the plethora of media reports.

It is in this dynamic context that agreements for vaccines were concluded. Contracts were finalised in early 2021 to receive 62 million doses of vaccine. No new contracts were entered into thereafter.

Based on current available evidence informing the vaccination schedules, South Africa purchased sufficient vaccines to fully vaccinate and provide booster doses for approximately 51% of our population.

b) Attempts are being made to donate doses that are unlikely to be used. Currently, there is a global surplus of vaccines, a situation that is in total contrast to what was occurring two years ago. Unused doses that reach manufacturers expiry date that are in central storage will be destroyed.

END.

Reply:

We are not aware of any designation of a ‘high clinic’ so we cannot respond to any assertion in this regard.

The National Health Insurance Bill makes provision for accreditation of service providers and for the Fund to conclude a legally binding contract with a health establishment certified by the Office of Health Standards Compliance and with any other prescribed health care service provider that satisfies requirements provided for in the Bill.

• Establishments will be required to obtain certification as compliant with a set of prescribed standards by the Office of Health Standards Compliance
• Individual providers (professionals) will be required to have proof of registration by a recognised statutory health professional council
• Providers will be required to:
  • deliver a minimum required range of personal health care services
  • allocate appropriate health care professionals to deliver the health care that they are accredited to provide
  • adhere to treatment protocols and guidelines, including prescribing medicines and procuring health products from the Formulary
  • adhere to health care referral pathways
  • submit information to the national health information system to ensure portability and continuity of health care services and performance monitoring and evaluation; and
  • adhere to the national pricing regimen for services delivered

a) The implementation of National Health Insurance will be a process over several years and budget cycles as contemplated in the transitional provisions. Engaging providers that will be paid by the Fund will evolve in accordance with guidelines and services specified by the Minister in consultation with the National Health Council and the Fund, and published in the Gazette from time to time as required.

All healthcare facilities (providers), both public and private, including those that do not, at the outset, reach the standards required by the National Health Insurance Fund for either standards compliance or accreditation will be part of quality improvement programmes, such as the Ideal Clinic Programme, that will allow them time to effect the necessary improvements. The phases and processes for the required improvements will be outlined in the Gazetted guidelines once the law is enacted.

b) The NHI Fund which will be established once the Bill is enacted will cover the cost of “medical care in the specified facilities in the private and public sectors”.

Clause 41 provides the framework for payment of health care service providers (mechanisms of payment) and clause 49 with the source of income. Over time as benefits are included, or amended as technology evolves, the Fund will manage the sole risk pool for everyone and will purchase the services from all available accredited providers in both public and private sectors.

END.

Reply:

I am aware of the water supply interruptions at the Rustenburg Local Municipality (LM). An urgent notice was issued by the municipality on 27 September 2022, informing consumers of the expected water interruptions due to load shedding implemented by ESKOM. This has resulted in Water Treatment Plants not operating optimally. The municipality also reported a 40% reduction within the Magalies Water supply system, which has since recovered and is currently operating at 100%. However, the Bospoort system is still operating at 40% supply.

As a relief measure, the municipality began implementing a Water Demand Management Strategy on 14 October 2022. Based on the strategy, water supply is isolated and rotated to specific areas at a time. A schedule of water supply has been issued, detailing the supply times for different areas.

I have been advised that the municipality requested Eskom to exempt the Bospoort area from load shedding to mitigate water supply challenges and meet the current demand. However, Eskom only approved the Bospoort Water Treatment Plant to be exempted for a total of two days. The municipality has since committed to equip the Bospoort Water Treatment Plant with backup power.

I am also aware of the grey water that is supplied to the mines. The supply of treated effluent from the Rustenburg Wastewater Treatment Works to Anglo American and Impala Platinum mines was authorised in the water use authorisations for the mines as a way of promoting the wate re-use. At no point is the treated effluent pumped to any water supply reservoirs.

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Reply:

At present, the municipality has indicated that it is not in a position to pronounce on the timeframe for the formalisation of Reutlwile Informal Settlement at Zinniaville in Rustenberg as there are a number of informal settlements in the process of being formalised, including budgetary constraints as well as the existing court order on Reutlwile Informal Settlement.

Reply:

The North West Provincial Department of Human Settlements has indicated that there has been no wasteful expenditure incurred due to contractors failing to complete their contracts. It has been reported that contractors had been paid on the basis of progress related to milestones completed, inspected and approved by the National Home Builders Registration Council (NHBRC) and the Department.

Reply:

Engagement is ongoing with the respective Water Service Authorities regarding the need to provide alternative energy supply mechanisms that can minimize the impact of loadshedding, to ensure the citizens constitutional right of access to clean drinking water.

Supported by the department, Water Boards, in their roles as water service providers to water service authorities, have taken different approaches to manage the impact of ESKOM’s loadshedding on their ability to provide reliable bulk water supply services to users, including:

• Engaging with the provincial government leadership and ESKOM in an attempt to negotiate and facilitate for exemption on water infrastructure from frequent load-shedding
• Filing applications with ESKOM for exemption in terms of Eskom Regulation NRS048-9. Some applications for exemption have been successful while some have not been due to technical reasons advanced by ESKOM and some are still waiting for outcomes to the applications.
• Entities such as Bloem Water, Rand Water, Umngeni Water, Lepelle Water and Magalies Water are operating water infrastructure that is exempt from loadshedding and are mostly able to continue with operations.
• Where affordable, some of the entities have procured back-up generators to continue with operations even when there is loadshedding

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Reply:

The Department of Water and Sanitation engaged with Mkhondo Local Municipality on 10 and 19 October 2022 respectively. The Municipality reported that there has never been a point where there has been muddy water supplied to the community except when the team is busy with pipe repairs and only for a few hours not days or weeks. The Municipality has never received any complaints regarding muddy water in both Wards mentioned above.

Eskom’s load shedding affects the water supply and the low-level water in the reservoirs causes sediments to flow from the reservoirs into the pipeline, and this affects the quality supplied to the community. When the water treatment plants are not operating, water storage reservoirs drop significantly to an extent that remaining water at the water storage reservoirs remain with sediments that are flushed out when water supply is restored.

On occasions when the municipality experiences muddy water, their water quality team collects water samples for analysis to confirm compliance with the drinking water quality standard.

The DWS has been engaging with the municipality on the 2022 Blue Drop Risk Assessment Report published in April 2022. The DWS has requested the municipality to improve on the following:

• The WTW Microbiological report
• Develop water storage reservoirs cleaning programme to all water supply systems within the municipality to prevent sediments in tap water.
• Flush water following major pipe burst to prevent supply of muddy water.

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Reply:

(a) In 2018, the Minister of Health, the Member of Executive Council (MEC of Health) Limpopo and the Minister of Police met to discuss safety and security challenges emanating from the incident where a doctor was shot in Limpopo at Letaba Hospital. It was resolved that an Inter-Departmental Task Team should be established comprising of the SAPS, the Private Security Industry Regulatory Authority (PSIRA), Department of Labour and Employment, Department of Home Affairs, State Security Agency and all Health Provincial Security Managers.

The Task Team in collaboration with National Joint Operational and Intelligence Structure (NATJOINS) developed a plan with the following deliverables:

• Development security infrastructure norms and standards

• Memorandum of Agreement between SAPS and Department of Health

• Deployment of Police Reservist at identified hot spot hospitals

• Development of a Health Security Dispensation

• Physical assessment of Hot Spot Hospitals

• Normalisation of Hot Spot hospitals

• Safety of Emergency Medical Services practitioners

(b) The following plans are put in place to curb robberies and incidence of violence in both specified and others across the public healthcare facilities:

• Improving and maintaining physical security infrastructure by implementing security guidelines from Infrastructure Unit Support System (IUSS) across all public health facilities.

• Intensifying private security contract management and access control.

• Deployment of Police reservists on public health hot spot facilities to conduct security compliance inspection at public health facilities with SAPS, PSIRA, State Security Agency, Department of Labour and Employment and Department of Home Affairs.

(c) Security interventions are being implemented in all provincial departments of health and the maintenance thereof is continuous. The Task team meets monthly and has also included organised labour.

 

END.

Reply:

1(a) West coast resources (Pty) Ltd

(b) West Coast Resources (Pty) Ltd is owned 67.2% by Trans Diamante Ltd a subsidiary of Trans Hex group Ltd, 4% is held by Namaqualand Diamond Fund Trust, 8.8% is held by Dininoka Investment Holdings and 20% is held Main Street (State SPV). Historically Disadvantaged South Africans holds 41.61% shares of the 67.2% shares in the Trans Hex group shares.

(c)(i) R125 386 427. 00

(ii) Yes, through the Local Economic Development programme

(2) Yes, through application for Access to Information.

Reply:

a) All provinces are allocated the Provincial Emergency Housing Grant in anticipation of natural disasters. When the disasters happened there was a necessity to respond timeously to bring immediate relief to the victims. However, the application process that needs to be followed to access the emergency grant is not flexible enough to allow for a speedy response. In response, the National Department agreed to an early transfer, within the DORA framework, to KZN provincial department, R733 086 000 (HSDG) and R189 217 000 (ISUPG), in April, to respond to the disasters whilst waiting for the emergency funds. Due to delays caused by issues such as land availability, intimidation of provincial personnel and other administrative delays the money from the two grants was not utilised until the emergency funds were made available. An amount of R342m was approved for KwaZulu-Natal and R103m for the Eastern Cape from the Provincial Emergency Housing Grant to provide Temporary Residential Units. In addition, about R54m from Human Settlements Development Grant was approved for North West to also provide emergency housing. Consequently, the department was not set back financially and the plans were not affected.

b) The target is to build 4 983 emergency dwellings in KwaZulu-Natal, 2959 for Eastern Cape and 250 for North West communities. The distribution of emergency housing assistance in KwaZulu-Natal and Eastern Cape provinces is as follows;

EASTERN CAPE
REGION	NO OF UNITS COMPLETED
OR TAMBO DISTRICT	442
ALFRED NZO	395
CHRIS HANI	5
JOE GQABI	0
AMATHOLE DISTRICT	0
TOTAL	835

KWAZULU-NATAL
REGION	NO OF UNITS COMPLETED
eThekwini	231
Harry Gwala	150
iLembe (First Allocation)	400
iLembe (First Allocation)	74
King Cetshwayo (First Allocation)	40
King Cetshwayo (Second Allocation)	95
uGu	111
uMgungundlovu	113
uMkhanyekude	40
Amajuba	87
uMzinyathi	70
uThekela	70
Zululand	40
TOTAL	1 521

Reply:

1. No, no official has been found fostering an environment for illicit mining to prosper.
2. The Department will continue with rehabilitation of derelict and ownerless mines. It will further continue to promote development in areas ravaged by illegal mining, and mining rights holders to ensure that mines are rehabilitated after closure

Reply:

There are no measures in place to nationalize mines because it is not a government policy.

Reply:

The matter is not within the mandate of the Department of Mineral Resources and Energy as it is an operational matter which should be responded to by the mine owners.

Reply:

1(a) West Coast Resources.

(b) West Coast Resources (Pty) Ltd is owned 67.2% by Trans Diamante Ltd a subsidiary of Trans Hex group Ltd, 4% is held by Namaqualand Diamond Fund Trust, 8.8% is held by Dininoka Investment Holdings and 20% is held Main Street (State SPV). Historically Disadvantaged South Africans holds 41.61% shares of the 67.2% shares in the Trans Hex group shares.

(c) West Coast Resources has taken over to these rights from DeBeers group since May 2011.

(d) The company is mining for Diamonds

(e) Koingnaas

(f) an amount of R125 386 427. 00 has been set aside

(2)(a) Main Street (State SPV)

(b) 20% shares is held by Main Street (state SPV)

(3) Yes, the mining right in question has a social labour plan in Place.

Reply:

(a) and (b) The day-to-day maintenance of each Superior Court remains the responsibility of the respective Court Managers. The Court Manager of the Supreme Court of Appeal (SCA) has advised that the Facilities Management Unit of the Department of Public Works and Infrastructure (DPWI) fixed both the sump pumps and the lifts were back in service on 28 April 2022.

Reply:

a)  The budget for the R3 billion bulk water project in Giyani was spent as indicated in the table below.

PROJECT NAME	LTE	SOUTH ZAMBEZI	KHATO CIVILS	TOTAL SPEND
Giyani Intervention	181,534,525.82	171,737,633.33	2,544,327,974.52	2,897,600,133.67
Nandoni	52,195,702.16	22,779,243.65	0	74,974,945.81
Nwamitwa	104,559,644.15	60,678,623.86	0	165,238,268.01
Makoxa	2,446,636.00	0.00	0	2,446,636.00
Total	338,289,872.13	255,195,500.84	2,544,327,974.52	3,140,259,983.49

(i) The Special Investigation Unit (SIU) made a referral to the National Prosecution Authority (NPA) and the Directorate for Priority Crime Investigation (the HAWKS) on 3 April 2018 for criminal charges against the former Chief Executive Officer of Lepelle Northern Water for contravening the provisions of the Public Finance Act (PFMA). Another referral was made to the NPA for charges against the manager responsible for Planning GIS on 20 September 2018 for collusion, and fraud. The investigation is in progress and no arrests have been made so far.

(ii) No referral was made to the NPA for charges against any politician.

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Reply:

(a)(i),(ii),(aa),(aaa) Please refer to the table below.

(aa),(aaa) Unsuccessful farming operations in the Western Cape
(a)(i) Name	(a) (ii) Type of Farming Operations
Cape Winelands: Nirwanda	Table Grapes
Central Karoo: Toornitzkuil	Livestock
Cape Metro: Schaap Kraal 1448	Vegetables
Cape Metro: Zouterivier	Vegetables
Cape Metro: TweeKuilen	Potatoes
Cape Metro: Goedehoop	No Production
Cape Winelands: Langboom	Butternut
Cape Winelands: Mesco	Wine Grapes
West Coast: Middelpost 152	Livestock, pastures and Olives

(b) Reasons for unsuccessful land reform operations in Western Cape.

• Protracted legal issue which lasted for the past eight years that affected Nirwanda. During this period the farming operation had come to a halt. No lease agreement could be entered into which prevented them from qualifying for any financial assistance. This situation exposed the infrastructure on the farm to vandalism;
• Loss of animals due to drought in 2020, that affected Toornitzkuil farm. Since then they could not secure any financial support and this affected their production;
• Schaapskraal 1448 had no water rights on the farm which is the mains source for production support/activities;
• Non-payment of utility services by Schaapskraal 1448, Zouteriview, TweeKuilen resulting in their electricity connection being cut-off which affected their production, i.e., need for electricity to pump water for irrigation;
• Loss of interest of the lessee to farm that resulted in the farm not being optimally utilised;
• Lack of market access and information which affected all farmers;
• Limited extension services especially during production season that affected Goedehoop, Langboom farms;
• Some of the members of the legal entity passed on and others left the Province;
• Non-payment of utility services by some lessees resulting in cutting of electricity that is preventing production;
• No communication between lessee and farm workers/occupiers as 50% shareholder – Mesco farm; and
• Lack of willingness from lessee to undergo necessary training and requisite mentorship- Middelpos farm.

(a)(i),(ii),(aa),(bb),(aaa) Please refer to the table below.

(bb),(aaa) Successful farming operations in the Western Cape
(a)(i) Name	(a) (ii) Type of Farming Operations
Cape Metro: Leliebloem	Grain and Livestock
Cape Metro: Klein Morgenwacht	Vineyards (wine grapes), Livestock and Grain
Cape Metro: Schaap Kraal 1449	Vegetables
Cape Winelands: Loufontein	Deciduous Fruit (Apples and Pears)
Cape Winelands: Mooikelder	Nursery
Cape Winelands: Siyazama Klipboerdery	Table Grapes
Overberg: Kleine Ezeljagt	Fruit/ Grain/ Livestock
Overberg: Amanzi PLAS Project	Deciduous Fruit (Apples and Pears)
Overberg: Belleview Villiersdorp PLAS Project	Deciduous Fruit (Apples and Pears)
Overberg: Protea PLAS Project	Deciduous Fruit (Apples and Plums)
Overberg: Riverside PLAS Project	Livestock and Grains (feeding purposes and Flowers
Overberg: Romans Flora PLAS Project	Livestock
Ceral Karoo: Vaalkuil	Lucerne and livestock
West Coast: Klipdrift	Livestock, pastures
West Coast: Rietkloof 1	Citrus and table grapes
West Coast: Rietkloof 2	Citrus and table grapes
West Coast: Caledonia	Livestock, pastures
West Coast: Middelpos 946	Livestock and grain
West Coast: Middelpos 611	Cash crops, vines and olives
West Coast: Bitterfontein	Livestock
West Coast: Olifantsrivier Nedersetting	Cash crops
Eden: Langfontein	Deciduous Fruit (Apples and Pears)

(b) Reasons for successful land reform operations in Western Cape.

• Successful Farmers are following suggested production practices; growing different crop varieties to diversify enterprises and making use of crop rotation; obtaining crop insurance in order to stabilize farm income during times of loss; maintaining equipment and ensuring that farm facilities are in good working conditions; and
• Those that are successful have mastered how the primary agriculture sector operates; registered for VAT and are able to claim for their rebate for VAT paid for agricultural inputs and machinery; and are able to obtain production loans without the help of government.

(a)(i),(ii),(aa),(bbb) Please refer to the table below.

(aa)(bbb) Unsuccessful farming operations in Eastern Cape
(a)(i) Name	(a) (ii) Type of Farming Operations
Sarah Baartman: Pampoenlands River	Livestock
Sarah Baartman: Adendorp farm	Livestock
Sarah Baartman: Zabalaza Primary Co-Op	Vegetable
Sarah Baartman: Edenvale	Vegetable
Sarah Baartman: Zamani Piggery	Livestock
Sarah Baartman: Adendorp_7	Livestock
Sarah Baartman: Houtgerus	Fruit
Chris Hani: Sarnia	Livestock
Chris Hani: Rynlands/ Retreat Farm	Livestock
Chris Hani: Brookfields	Grain
Chris Hani: Cloverfields	Livestock
Chris Hani: Hughenden	Livestock
Chris Hani: Annex/Kleinvley Farm	Livestock
Chris Hani: Perledine and Surprise	Grain
Chris Hani: Steenbok Trust	Grain
Chris Hani: Kuyasa	Livestock
Ballards Farm	Livestock
Chris Hani: Modderfontein	Livestock
Chris Hani: Vorentoe Farm	Grain
Joe Gqabi: Farm 159	Livestock
Joe Gqabi: Roodenek	Livestock

(aa) Reasons for unsuccessful land reform operations in Eastern Cape.

• Some farms are too small to can be a viable economic unit;
• Some have not been fully funded; and
• There are beneficiary conflicts and insufficient participation by the beneficiaries.

(a)(i),(ii),(bb),(bbb) Please refer to the table below. Successful

(bb),(bbb) Successful farming operations in the Eastern Cape
(a)(i) Name	(a) (ii) Type of Farming Operations
Chris Hani: Carnavon	Livestock
Chris Hani: Blaauwe Krans farm	Livestock
Chris Hani: Morgenson Farm	Livestock
Chris Hani: Sa Rynlands/ Retreat Farmrnia	Livestock
Chris Hani: Sanctuary farm	Livestock
Chris Hani: Fairfield farm	Livestock
Chris Hani: Brookefield	Livestock
Chris Hani: Cloverfields	Livestock
Chris Hani: Alfa Farm	Livestock
Chris Hani: Avelon & Vischgat	Livestock
Chris Hani: Hughenden Annex/Kleinvley Farm	Livestock
Chris Hani: Perledine and Surprise	Livestock
Chris Hani: Steenbok Trust	Livestock
Chris Hani: Hofmeyer Farm-Siyaya	Livestock
Chris Hani: Bombani farm	Livestock
Chris Hani: Middel Kraal	Livestock
Chris Hani: Tyldendale	Livestock
Chris Hani: Belmont	Livestock
Chris Hani: Haasfontein No.47	Livestock
Chris Hani: Lusthof	Livestock
Chris Hani: Mzini Project	Livestock
Chris Hani: Hofmeyer (Mutton Destiny)	Livestock
Chris Hani: Winchester farm	Livestock
Chris Hani: Nicholaasfontein	Livestock
Chris Hani: Klip Kraal	Livestock
Chris Hani: Klipkrantz farm	Livestock
Chris Hani: Tolkop	Livestock
Chris Hani: Ougoed	Livestock
Chris Hani: Farm no 946 (Sosebenza Project)	Livestock
Chris Hani: Ardtonisch Farm	Livestock
Chris Hani: Indwe settlement	Livestock
Chris Hani: Maiden Head Farm	Livestock
Joe Gqabi: Zeekeogaat Farm	Livestock
Joe Gqabi: Reitfontyn Farm	Livestock
Joe Gqabi: Kopppiesfontein	Livestock
Joe Gqabi: Dwaasvalley farm portion 6	Livestock
Joe Gqabi: Driesfontein Farm no.133	Livestock
Joe Gqabi: Delta Farm no 164	Livestock
Joe Gqabi: Lenam portion 1	Livestock
Joe Gqabi: Wepener Farm no.138	Livestock
Joe Gqabi: Nooidgedagt no.58	Livestock
Joe Gqabi: Ebdeh Farm no.98	Livestock
Joe Gqabi: Laalkop Farm portion 8	Livestock
Joe Gqabi: Laakfontein no. 138	Grain
Joe Gqabi: Fountain Kloof no 18	Livestock
Joe Gqabi: Braamfontein Farm no. 80	Livestock
Joe Gqabi: Kalkfontein no.53	Livestock
Sarah Baartman: Lukhambo Agricultural Trading CC	Livestock
Sarah Baartman: Amabamba farm	Livestock
Sarah Baartman: Cornucopia Farm	Livestock
Sarah Baartman: Zidle Khaya farm	Livestock
Sarah Baartman: Gorah No. 398	Livestock
Sarah Baartman: Gyptjiesgat Farm	Livestock
Sarah Baartman: Landsdowne No. 168	Livestock
Sarah Baartman: Yarrow farm	Livestock
Sarah Baartman: Sundays River	Livestock
Sarah Baartman: Peynes Kraal No. 365	Citrus
Sarah Baartman: Uitkoms	Livestock
Alfred Nzo: Claybrook Farm No. 179,	Crop
Alfred Nzo: Ribblesdale farm No 201	Livestock
Alfred Nzo: Makodene farm	Livestock
Alfred Nzo: Zwartmodefontein Farm No 192	Crop
Alfred Nzo: Bon Accord Farm	Dairy
Alfred Nzo: Chilfrome farm	Livestock
Alfred Nzo: Mirage Farm	Livestock
Alfred Nzo: Hentiq Farm	Crop
Alfred Nzo: Oden groups farm	Livestock
Alfred Nzo: Hanover farm	Livestock
Alfred Nzo: Colembert farm	Livestock
Alfred Nzo: Drifontein	Livestock

(bb) Reasons for successful land reform operations in Eastern Cape

• Successfully supported through the stimulus package.
• Commitment from the beneficiaries; and
• Successful partnerships with private stakeholders and businesses

(a)(i),(ii),(aa),(ccc) Please refer to the table below.

Unsuccessful farming operations in the Northern Cape
(a)(i) Name	(a) (ii) Type of Farming Operations
Namakwa District: Farm Klein vogel Fontein and Van Wyksvley	Livestock
Namakwa District: Farm Nombies	Livestock
Namakwa District: Farm Brakfontein	Livestock

(aa) Reasons for unsuccessful land reform operations in Northern Cape

These farms are located in the Namakwa District and the area was affected by drought that led to the drought declaration. Farmers had to reduce the number of their livestock, and this affected their cash flows as well as their nett income.

(a)(i),(ii),(bb),(ccc) Please refer to the table below.

(bb),(ccc) Successful farming operations in the Northern Cape
(a)(i) Name	(a) (ii) Type of Farming Operations
Pixley Ka Seeme District: Rooidam	Livestock
John Taolo Gaetsewe District: Auod	Livestock
Pixley Ka Seeme District: Welgevonden	Livestock

(aa) Reasons for successful land reform operations in Northern Cape:

• The support through Recapitalization and Development improved the production of livestock and the infrastructure of the farms. Farmers also attended various trainings that were organised by the Department of Agriculture, Land Reform and Rural Development with SEDA such as financial management and bookkeeping.
• Permanent and temporary jobs were created during the infrastructure upgrade on the farms. Farmers were also made aware of the establishment of Agri-Parks in their Districts through which they were encouraged to market their livestock once the Agri-Park is fully functional. These farmers are now farming independently without the support of mentorship.

Reply:

There is a term contract in place with the Department of Public Works and Infrastructure which covers for the repair and service of the Heating, Ventilation and Air Conditioning (HVAC) system. The contract commenced on 01 April 2021, and is due to expire in April 2023.

The Court Manager of the Supreme Court of Appeal (SCA) has advised that the project instruction to replace chillers and the air conditioning units at the SCA has been issued to the Free State Regional Office of the Department of Public Works and Infrastructure (DPWI) on 18 February 2022. The assigned project manager, held a site briefing meeting between the Supreme Court of Appeal and the professional team from the DPWI Head Office on 12 May 2022. The commissioned engineers conducted a conditional assessment of the HVAC system.

However, due to the fact that the system is very old, the HVAC system has a history of continuous breakdowns and it was therefore recommended that the system be replaced due to lack or unavailability of spares since the system is too old. The system was repaired in numerous occasions without any lasting or long-term solutions.

Currently, there is a plan to replace HVAC system, and the project is in planning phase. The DPWI confirmed that the tender processes will commence in the 2022/2023 (December 2022/January 2023) Financial Year and that the project is earmarked to be completed in the 2024/2025 Financial Year.

Reply:

The Department has central database of active and dormant/ inactive slimes in the Republic of South Africa. There are 150 active and 328 dormant slimes dam, respectively. The total number of slimes dams in the databese is 478.

Reply:

Find here: Reply

Reply:

During the COVID-19 pandemic and the national lockdown, normal teaching and learning was severely impacted as a result of the suspension of physical classes and physical interaction between students and lecturers on campus. Funds (COVID-19 Responsiveness Grant) were made available to each university to enable the teaching and learning programme to continue through the adoption of remote teaching and learning strategies. At that point the focus was on ensuring that each university is supported to deal with its unique situation. However, through Higher Health, the Department was able to use technological solutions to support the entire PSET sector and eased the burden of educators.

Furthermore, the Department facilitated collaboration amongst universities and relevant stakeholders through collaborative programmes that are funded through the University Capacity Development Grant (UCDG) that is allocated by the Minister each year. The grant also supports collaboration through research projects.

Reply:

(1). Yes, the Department supported various National Arts and Jazz festivals post the Covid-19 pandemic that includes amongst others the following events: The National Arts Festival, The Joy of Jazz, We Can Arts Festival, Buyel 'Khaya Pan African Festival, Ebubeleni Music Festival, and Moretele Tribute Concert.

The supported projects have since played a role in re-igniting the economic activities of the Cultural and Creative sector which was severely affected by the restriction brought about by the Covid-19 pandemic.

Reply:

The correlation between performance information and expenditure is a complex matter as the annual performance plan (APP) that is designed to track performance does not necessarily monitor all expenditure items of the Department. The APP is designed to measure activities of strategic importance within a given period even though some activities may have little cost implications.

In an effort of aligning the performance with expenditure, the departmental activities that have the highest budget have several indicators, for example the Regional Bulk Infrastructure and Water Services Infrastructure Grants. The Department is continually improving processes that result in inefficiencies and contribute to the low performance (a case in point is the procurement processes).

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Reply:

(1). (a). Robben Island Museum (RIM) has embarked on a marketing plan that is solely focused on revenue generation over the past year so that it can regain its financial health and stay afloat.

• The campaign that the entity embarked on affords locals with group specials by offering concession rates to school groups and religious groups.

In addition, Mondays and Tuesdays are marked as pensioners’ day, where pensioners can visit the Island at a discounted rate.

• The entity has also fostered collaboration with the Tour operators through Southern Africa Tourism Services Association (SATSA) and hosted a familiarisation trip to strengthen the relationship that RIM has with the trade, thus promoting private tours that are targeted to international tourist market.
• Through Western Cape Tourism Trade and Investment Promotion Agency (WESGRO) and South African Tourism as well as Cape Town Tourism, RIM has hosted media from across the globe and influencers that promote Cape Town as a key tourist attraction in South Africa.
• RIM has also participated in the “Find your freedom” campaign that was facilitated by Cape Tourism to re-ignite tourism in the city of Cape Town.

(b) The Tripartite Agreement between Department of Public Works and Infrastructure DPWI, DSAC and RIM expired in 2020, and the new agreement has not been finalised yet. DPWI is in the process of procuring a Total Facilities Management Company which will take responsibility for maintenance works on the Island. 

(2). Due to the financial constraints caused by COVID-19, RIM explored two options, the first one being, initiating a Section 189 process of the Labour Relations Act, which would have led to retrenchments. The second option was exploring the reduction in salaries of employees across the board. However, due to intervention by the Department, RIM was granted approval to reprioritise R23 million in January 2021 and a further R17 million in June 2021 from the infrastructure grant to be utilized for operations.

Through engagements with the National Treasury on RIM’s financial position, the Department was able to further allocate an additional amount of R20 million at the end of March 2022 to assist with the operational costs. Any shortfall was covered by RIM utilizing its fast-depleting reserves. RIM also embarked on austerity measures by suspending the filling of non-critical positions. In addition, no cost-of-living adjustment increase was provided to staff for the past two financial years. These measures have allowed RIM to continue to sustain the salary bill and improve its financial position, thus avoiding job losses which would have had a negative reputation for the entity.

Reply:

The Minister of Public Works and Infrastructure:

I have been informed that the Department of Public Works and Infrastructure (“DPWI”) does not have a registered project to renovate the Protea Glen Police Station including holding cells since 2016.

The only project for DPWI in the vicinity that went into construction relates to Sinkholes and Dolomite rehabilitation including cavity grouting, joint sealing and repairs of storm water canals. The project entailed the upgrading of Engineering wet services (Water, Sewer and Storm water reticulation), renovation and repairs of Roads and paved areas. Practical Completion on this project was achieved on the 25th August 2022.

Reply:

The co-operatives development support model that we use has been moderately successful in the creation of jobs. Through the Co-operatives Incentives Scheme (CIS) that was implemented from 2015/16 until 2021/22, the DSBD supported 928 co-operatives to the tune of R380.6 million which resulted in the creation and retention of 5 583 jobs. It is important to note that this performance was anchored on the principles and pillars espoused in the government’s Integrated Strategy on the Development and Promotion of Co-operatives (the Co-operatives Strategy). The Co-operatives Strategy sets out an implementation framework for the Co-operatives Development Policy of 2004 and the Co-operatives Act, No. 14 of 2005, as amended. It also ensures that government, through the utilisation of various partnership models, engages in joint initiatives with all relevant stakeholders, to promote strong, viable, self-reliant, autonomous, and self-sustaining the co-operatives movement in the country.

Our two implementing agencies, namely the Small Enterprise Development Agency (Seda) and Small Enterprise Finance Agency (sefa), also played a pivotal role in the development of co-operatives in the country. Agencies’ interventions are also based on the pillars of the abovementioned Co-operatives Strategy. Through the provision of pre and post formation training as well as business skills training, Seda has supported 3 057 co-operatives, which resulted in the improvement of the co-operatives’ performance in respect of growth as well as job creation and retention. In respect of funding support, sefa supported 49 co-operatives to the value of R37.5 million, which resulted in the creation and retention of 510 jobs.

While the Co-operatives Strategy has made a marked contribution to the growth and development of co-operatives in the country, it is apparent that additional measures must be taken to improve the aforesaid contribution. Chief among these measures is the intensification of market access efforts for co-operatives products and services in both the public and private sectors. This will ensure that co-operatives are able to increase their assets base as well as have healthier income statements and balance sheets.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

Access to an electronic funds transfer (EFT) payment for the COVID SRD does not require a smartphone. Below are the methods of payments that clients can choose from:

• EFT into the clients own bank account of choice. A client paid through this process can collect funds at an ATM, participating merchants or Bank branches. Clients can also transact directly with their cards at participating merchants.
• EFT into a Post Bank account (if the client does not have their own account).Clients will have to collect their funds at retailers (PnP, Boxer, Shoprite, Usave or Spar). These clients are expected to be in possession of any type of mobile phone that can receive a one-time pin via USSD message. It is important for clients to use the same mobile numbers they registered with when applying for their social grant.
• Mobile money (cash send) option. A client will receive an sms with a voucher number to collect the funds from the bank of their choice. This method requires any kind of mobile phone that can receive an sms.

Reply:

Since 2014/15 financial year, the Small Enterprise Finance Agency (sefa) approved loans to the value of R4.087 billion to the Wholesale Lending (WL) channel. Furthermore, the organisation disbursed into the South African economy loans to the value of R4.083 billion using the intermediaries. The number of SMMEs supported were 548 174 and these SMMEs in turn, helped create and sustain 640 778 jobs. In terms of developmental impact, over this period, sefa disbursed R3.47 billion to enterprises owned by black entrepreneurs; R2.58 billion to women-owned businesses; R742 million to businesses owned by youth; R1.87 million to enterprises owned by persons with disabilities; R1.55 billion to businesses based in rural towns and villages; and R219 million to township-based businesses.

a) The number of intermediaries that have defaulted on their debts since 01 April 2014 to September 2022 is forty-one (41). Categorised as follows:

• Stage 1: 10 intermediaries are categorised to be on stage 1 probability of default as they have not had a significant increase in credit risk since initial recognition or that have low credit risk at the reporting date.
• Stage 2: 10 intermediaries are categorised to be on stage 2 probability of default as they had a significant increase in credit risk since initial recognition but that do not have objective evidence of impairment.
• Stage 3: 21 intermediaries are categorised to be on stage 3 probability of default as they have objective evidence of impairment at the reporting date.

b) The total number and value of bad debts written off as of 30 September 2022 was Fifty-four (54) and R340 million respectively, grouped as follows:

• Retail Financial Intermediary loans: Four (4) intermediaries were written off with the total value of R209.1 million. The average loan size written off was R52.2 million with the lowest and highest write offs of R11 thousand and R152.4 million respectively.
• Micro loans: Twenty-nine (29) intermediaries were written off with the total value of R58.9 million. The average loan size written off was R2.1 million with the lowest and highest write offs of R8 300 and R14.7 million respectively.
• Co-operative loans: Eight (8) intermediaries were written off with the total value of R72.3m the average loan size written off was R3.2m with the lowest and highest write offs of R210k and R11.5m respectively.

(c) As part of our standard terms and conditions, sefa will specify parameters as per the Developmental Impact expected from the intermediaries specific to which type SMMEs they must fund i.e., black owned, women owned, youth owned, owned by persons with disabilities, SMMEs operating in rural areas and SMMEs operating in townships. This is not a one size fits all and is determined in all practicality by economic sector/ industry and to an extend geographical location where the intermediary will be deploying funds into the economy.

Other parameters sefa imposes is the maximum interest rate which an intermediary can charge however this must not compromise their commercial viability however it must be fair and just interest charged to the SMME and in line with the National Credit Act.

All the above, is strictly monitored by sefa's Post Investment and Monitoring to ensure that the intermediaries operate within the ambit of the contractual agreement.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

a) The Central Drug Authority board members who were interviewed and appointed by the Portfolio Committee on Social Development in November 2020 have submitted two annual reports on time to the Minister of Social development. These reports detail the progress report of the CDA members on the implementation of the National Drug Master Plan (NDMP) 2019-2024 for financial years 2020/2021 and 2021/2022.

b) The Central Drug Authority board members who were interviewed and appointed by the Portfolio Committee on Social Development in November 2020 have implemented the 7 goals of the NDMP aimed towards a South Africa free from substance abuse and achieved the following:

Goal 1: Demand reduction through prevention and treatment of drug use, misuse and abuse.

Achievements:

1.1 This goal is implemented by government departments and entities, led by the departments of Social development, Basic Education, Sports Arts and Culture, Correctional services and Health. The CDA was able to increase the number of annual reports from 8 national departments and entities in 2020/2021 to 16 in 2021/22 and all the reports from the 9 Provincial Substance Abuse Fora (PSAFs) were received. There is an improvement on accountability on the implementation of this goal. Details of the work of government and other stakeholders to implement this goal is well captured in the annual report.

1.2 To monitor programmes on treatment of substance use, misuse and abuse, the CDA undertook oversight visits to in-patient treatment centres managed and funded by Government in all 9 provinces. The CDA also undertook a benchmarking visit to out-patient treatment centres that offer Opioid Substitution Therapy (OST) in Cape Town in order to measure their effectiveness in communities and in particular with users. The CDA is now addressing the findings of these visits with relevant government departments and other stakeholders.

Goal 2: Supply reduction through multi-sectoral cooperation.

Achievements:

2.1 The implementation of this goal is led by the departments of South African Police and Justice and Constitutional development and the achievements of these and other departments and entities are well captured in the annual report.

2.2 In order to oversee the implementation of this goal and to foster collaboration, The CDA participated at the Gender-based Violence and Substance Abuse Dialogue held on 19 February 2022 and; the Substance Abuse Seminar held on 11 March 2022, which was jointly convened by the Departments of Justice and Constitutional Development, Basic Education and Social Development. This approach promotes multi-sectoralism in addressing the problem of substance abuse and illicit trafficking.

Goal 3: Ensuring availability of and access to controlled substances exclusively for medical and scientific purposes, while preventing their diversion.

Achievements:

3.1 The implementation of this goal is led by the department of Health and SAHPRA and their achievements are well captured in the annual report.

3.2 In order to monitor the implementation of this goal and to gather evidence-based approaches from the other countries, the CDA participated in the 65th Commission on Narcotics and Drugs on 14th-18th March 2022, which was organised by the United Nations Office Against Drugs and Crime (UNODC). Lessons learned are being shared with implementers of the NDMP.

3.3 The Deputy Minister of Social Development introduced the CDA to the EGYPT-SA Hepatitis project task team, with a view to discussing a partnership with the Egyptian Ministry of Health and Population and the Egypt Mission of SA for the screening and treatment of Hepatitis C, especially among PWUD (people who use and inject drugs). The CDA participates fully in this project to find evidence-based approaches to reduce transmission of Hepatitis infection especially amongst people who inject drugs.

Goal 4: Identify trends and control of new psychoactive substances.

Achievements:

4.1 The implementation of this goal is led by the department of South African Police and International Relations. Their achievements on this work are well captured in the annual report.

4.2 To gather world-wide evidence-based strategies to control New Psychoactive Substances, The CDA’s attendance of the 65th session of the Commission on Narcotic Drugs mentioned above, also discussed the trends and control of NPS and amphetamine-type stimulants in the world, as well as the need to address the diversion of precursors and the non-medical use and misuse of pharmaceuticals containing narcotic drugs and psychotropic substances. These evidence-based programmes will enrich the work of relevant government departments, entities and the private sector to control New Psychoactive Substances.

4.3 The CDA has decided to undertake research into the trends and prevalence of NPS, based on the submission developed by the Research, Data Collection, Monitoring and Evaluation Committee (RDMEC). The implementation of this project is dependent on availability of adequate resources.

Goal 5: Promote governance, leadership, and accountability for a coordinated multi-sectoral effective response, including economic development at community levels.

Achievements:

5.1 The Minister appointed the Chairperson of the CDA and the CDA appointed the Deputy Chairperson in line with the Act. The CDA also established governance structures to carry out its mandate and to coordinate the implementation of the NDMP. These include:

5.1.1 Five CDA Committees namely:

1. Governance Committee
2. Research, Development, Monitoring and Evaluation
3. Programmes and Projects
4. Communications and Marketing and
5. Finance, Social and Ethics

All these committees have Chairpersons and Deputy Chairpersons. They are all functional and they meet once a month.

5.1.2 The CDA Executive Committee comprised of the CDA Chairperson, Deputy Chairperson and Chairpersons of Committees. Its functional and it meets once a quarter.

5.1.3 The CDA General Meeting which is comprised of all CDA members is functional and it meets once a quarter.

5.1.4 The Extended General Meeting comprised of all members of the CDA, the Provincial Substance Abuse Fora and other strategic stakeholders from civil society and business is functional and meets twice a year.

5.2 All the above governance structures have CDA approved terms of reference to manage execution of the CDA mandate.

5.3 The CDA reviewed the 2014 CDA Rules and developed a new set of Rules in accordance with the Act. The CDA Rules will now be reviewed and promulgated by the Minister.

5.4 The CDA visited and supported the Provincial Substance Abuse Forums and in fact helped to capacitate all provinces on the NDMP. The CDA also started to encourage the launch of the Local Drug Action Committees across the 9 provinces and is capacitating these whenever there’s a request.

5.5 The CDA has engaged the stakeholders with a view to forging partnerships in the interest of service integration and coordination. The stakeholders engaged includes: the Commission on Narcotic Drugs, UN Office on Drugs and Crime, World Health Organisation, African Union, The Colombo Plan, Formal Anti-Drug Committee, International Technology Transfer Centre (ITTC), International Consortium of Universities for Drug Demand Reduction, International Society of Substance Use Professional South Africa, Medical Research Council, South African Community Epidemiology Network on Drug Use (SACENDU), South African Network of People Who Use Drugs, South African Local Government Association (SALGA), The South African National Aids Council (SANAC), and International Network on Hepatitis in Substance Users.

5.6 To monitor the performance of role-players and stakeholders, the CDA has regularly demanded submission of reports through the DG’s, Provincial HOD’s and Heads of other stakeholder organizations. The CDA has studied and analysed the reports of government departments and its entities, national and international partners and given departments the opportunity to present their draft before the Annual Report is compiled and submitted to the Minister of Social Development.

5.7 As such there has been great improvement and increase in numbers of departmental representatives in the CDA and an increased number of reports received from member departments and the PSAFs. In addition, CDA ‘s engagement with other strategic partners who are not necessarily members of the CDA has led to submission of their reports to the CDA, enhancing sharing of information and best practices.

5.8 For the first time, the CDA has developed a website and social media pages including the face book and twitter, using member’s own personal resources. This has opened up communication channels and access to the CDA information by members of civil society and the CDA members are able to assist those who connect with the CDA through these channels.

Goal 6: Strengthening data collection, monitoring, evaluation and research evidence for an evidence-based response.

Achievements:

6.1 The implementation of this goal is led by the CDA and the departments of social development and performance monitoring and evaluation. The CDA has received reports from the department of health and social development on the research work done by the South African Medical Research Council on data collection, analysis and on trends of substance use and abuse through SACENDU.

6.2 The CDA is monitoring the implementation of the NDMP by all role-players and stakeholders through its governance structures.

6.3 The CDA has a clearing house with information and documents but it needs to be re-organised.

Goal 7: Stimulate robust and sustainable economic growth aimed at reducing poverty, unemployment and inequalities.

Achievements:

7.1 The implementation of this goal is supposed to the led by the department of economic development (who has not yet appointed a representative to sit in the CDA) as well as the departments of performance monitoring and evaluation and trade and industry. Some achievements of these departments and PSAFs are captured in the annual report, although very scanty.

In conclusion the CDA recorded significant achievements in coordinating the implementation of the NDMP 2019-24 in the past two years and these are reflected in the two annual reports, 2020/2021 and 2021/2022 that have been submitted on time to the Minister of Social development and tabled in parliament. The CDA is experiencing many challenges but has continued to focus on executing its mandate, in the interest of working towards a South Africa free from substance abuse.

Reply:

Cricket South Africa have requested additional time to respond to the question.

Reply:

The Small Enterprise Finance Agency (sefa), is required to ensure that all of its clients, that are required to adhere to the National Credit Act (NCA) are compliant and registered throughout the life of any loan from sefa,

All micro finance intermediaries in the sefa micro finance portfolios are registered with the National Credit Regulator (NCR). The NCA regulates all interest and fee charges between the end client and the intermediary client of sefa. All sefa clients are registered with the NCR and their interest rates are therefore regulated by the Act.

sefa as part of its due diligence process and through the life of the loan monitors the clients’ compliance to the act. Additionally, each of the sefa clients must ensure that their NCR certificates remain current throughout their loan period with sefa. The sefa clients therefore needs to provide the NCR with quarterly and annual reports detailing their loans disbursed, their charges and fees as well as other aspects of compliance.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

The Historically Disadvantaged Institutions Development Grant was converted to the Sibusiso Bengu Development Programme (SB-DP). There is no close-out report of the Historically Disadvantaged Institutions Development Grant as it was not discontinued, the programme has been enhanced and is ongoing. The Sibusiso Bengu Development Framework provides the rationale for enhancing the programme.

(a)   Following extensive consultations with universities and various interest groups, the Historically Disadvantaged Institutions Development Programme was renamed the Sibusiso Bengu Development Programme (SB-DP) in honour of Prof Bengu.

The SB-DP has been developed to support capacity development in seven strategic areas as outlined in the SB-DP Framework document. The seven strategic areas are institutional management and governance; institutional infrastructure and facilities; student experience; staff development and support; academic enterprise; research and innovation; and relationships and partnerships.

(b)   The funds were transferred to the National Student Financial Aid Scheme (NSFAS) in accordance with the regulatory framework governing the transfer of voted funds and requisite prior approvals.

(c)   The Department did not host a gala event. It conducted an official launch of the programme.  The launch catered for more than 150 guests at a total cost of R410 136.39 which is broken-down as follows:

 

Item	Cost (R)
Venue and Catering	90 800.00
Décor including Sound and Video	69 336.39
Media Coverage	250 000.00
Total	410 136.39

Reply:

The protection of actors in South Africa is governed in terms of the Copyright Act 98 of 1978 (the “Copyright Act”). This legislation and matters related to it thereof, are under the horizon or mandate of the Department of Trade, Industry and Competition (DTIC). However, my department does work with the DTIC on matters related to the protection of all artists including actors. The common practice that has been for a very long time allowed by the current Act is that ‘he who pays owns the work’. In terms of this practice, those who commissioned the work would remain the property owners – this to the exclusion of many of the actors who participated. Copyright law grants the copyright owners bundle of exclusive rights, including the public performance right. This then vests the copyright owners with the authority to control how the work is publicly performed and that is the reason you see these works being aired, as and when the owners wish. This happens in many instances at the exclusion of the performers who participated in the production.

The Copyright Amendment Bill and the Performers Protection Amendment Bill which both Bills were recently endorsed by the National Assembly tell us that ownership of any copyright subsisting in the work (in commissioned work) shall be governed by standard contract/written agreement between the parties. In the main, proposed legislation provides for the payment of royalties or equitable remuneration, whichever is applicable, due, and payable to the performer for any use of the fixation of the performance.

The agreement may limit the ownership strictly for the purpose of the Commission and if the work is used other than for the purpose of the commission, payment to the author shall be ordered. When there is a dispute between the parties, the matter shall be referred to a Copyright Tribunal. Amendment of the copyright regime is part of the government's drive to advance a balanced and coordinated approach to intellectual property (IP) that regulates IP rights in line with our Constitution. The key objective is to ensure that all individuals who seek to take advantage of the IP system are empowered and protected.

Work is being finalised regarding the proposed Bills and the NCOP has recently hosted workshops to understand how these proposed legislations would work.

Reply:

The Department of Small Business Development (DSBD) prescribes to the Constitutional provisions for Freedom of Association founded in the Bill of Rights. Small, medium, and micro enterprises have the liberty to exercise this freedom by self-determination and association based on their needs and aspirations.

With that freedom of association, there are several representative bodies for private sectors, SMMEs, informal economy, etc. The Department does support individual small businesses and these can then form their own associations or chambers to advance their interests. The Department engages on a regular basis with the associations matters including the South African Chamber of Commerce and Industry (SACCI) to gather inputs on policy matters.

Pillar 4 of the National Integrated Small Enterprise Development (NISED) Strategic Framework, recently approved by Cabinet, calls for the strengthening of strategic partnerships with the ecosystem role-players. This includes government to government relations, government with the private sector and other non-state actors. The SACCI Chief Executive Officer is an active participant on the programme of the National Presidential SMME and Cooperatives Summit taking place on 13-15 November 2022.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

Government policy and processes aims to uphold the principles enshrined in the Constitution. The Z83 and requirements contained therein are aimed at assisting a selection committee to recruit. Aspects such a race and gender for example, as depicted on the form is requested for purposes of upholding national legislation such as the Employment Equity Act 55 of 1998. Documentation and or forms of any nature are subject to prescribed processes which include consultation and maintaining the principle of an inclusive South Africa.

End

Reply:

A multi-pronged approach was adopted on skills training aligned to the Fourth Industrial Revolution(4IR) in TVET colleges.

1. The first approach involved the identification of ten (10) TVET Colleges wherein 4IR Centres of Excellence are established.

(a) 1.     The ETDP SETA and the Department of Higher Education and Training (DHET) identified ten (10) TVET colleges to establish 4IR Centres of Excellence from which, skills training aligned to 4IR would be conducted. The table below reflects the names of the ten TVET colleges, the 4IR areas each has chosen to focus on, and the progress achieved thus far:

TVET COLLEGE	FOCUS AREAS	PROGRESS
Ehlanzeni TVET College	3D printing, Internet of Things, robotics, and Networking	90% completed. Launched on  6th October 2022.
Goldfields TVET College	Cyber Security	100% completed. To be  launched on  10 November 2022.
Ikhala TVET College	Recognition of Prior Learning; and use of the Learning Management System	60% completed.
Lephalale TVET College	Robotics, coding, Artificial Intelligence; 3D printing, Internet of Things, networking, and growing interest in Cyber Security	95% completed. To be  launched on                  30 November 2022.
Northern Cape Urban TVET College	Renewable Energy, IT Linguistics; Welding; Drone simulation, and 3D Printing	25% completed.
Umgungundlovu TVET College	Recognition of Prior Learning; and use of the Learning Management System	60% completed.
Vhembe TVET College	Robotics (Bionic and Microcontrollers); Industrial Robotics; Mobile Robotics; Automation Technology; Intelligent Components; Industry 4.0 System; and Cyber security	100% completed and  launched on                    11 August 2022
Vuselela TVET College	Artificial Intelligence Robots; House Automation technology; 3D Printing technology; and Virtual Reality technology	95% completed. To be  launched by  03 November 2022
West Coast TVET College	Coding, 3D printing; artificial intelligence; and robotics	25% completed.
Western TVET College	Welding robot (raspberry pi, Arduino); CNC machining & 3D printing; PLC’s; Drone simulation; and Software simulation	90% completed. To be launched on  07 December 2022.

(a) 2.     Further, the Ekurhuleni East TVET College, merSETA, and FESTO are in a tripartite private-public partnership to establish a 4IR Centre of Excellence, to an estimated value of R10 million with the College providing the infrastructure in addition to its contribution.

(b) 1.     The Vhembe TVET College 4IR Centre of Excellence was launched on 11 August 2022 presided over by the DHET Director-General, Dr Nkosinathi Sishi, the   Deputy Director-General of TVET, Mr Samuel Zungu, the local Chiefs in the Vhembe District, and the CEO of the ETDP SETA, Ms Nombulelo Nxesi. The Ehlanzeni TVET College 4IR Centre of Excellence was launched on 06 October 2022 presided over by the Mpumalanga Department of Education MEC, Mr Bonakele Majuba, the ETDP SETA, Ms Nombulelo Nxesi, and the Mpumalanga-North West Regional Manager, Dr Nick Balkrishen. 

The table displayed in 1. (a) 1 above, reflects the progress achieved by the 10 colleges. Most of the 10 TVET colleges have also applied to the DHET for approval to provide the 4IR-aligned skills training and will commence with that after approval and accreditation are granted. Implementation could commence in 2023. However, staff development processes have already commenced.

(b) 2. The Ekurhuleni East TVET College- MerSETA-FESTO project is at 80% completion of the building works. The skills training is envisaged to commence in April 2023.

(c) 1. The ten colleges involved in the ETDP SETA-DHET project were funded with a combined figure of R47 900 000.00.

(c) 2. The Ekurhuleni East TVET College-MerSETA-FESTO project is funded with an estimated combined figure of R10 000 000.00 for equipment while the cost for the building construction (funded by the College) is estimated at R5 000 000.00.

2. The second approach is the establishment of Industry-Partnered Learning Factories spearheaded by the CSIR, the DSI, and merSETA

(a) The merSETA is targeting to establish 18 Industry-Partnered Learning Factories (IPLFs), two IPLFs in each province at an estimated amount of (c) R120m to support 4IR skills development, innovation, and entrepreneurship. These Learning Factories will also serve as platforms for upskilling and re-skilling of the industry workforce through short courses to support the adoption of advanced technologies.

(a) The following two TVET Colleges have been identified for piloting the programme:

• East Cape Midlands TVET College – The following focus areas for this Learning Factory have been identified in partnership with the local automotive industry: mechatronics digital cell, mechanical digital cell, welding cell, etc, and 4IR technologies will include Internet of Things, Robotics, Cyber security, blockchain, AR & VR, Cloud Computing, etc. (b) The digital cells are scheduled to be completed before the end of March 2023.
• Falsebay TVET College – (b) This TVET College still needs to identify a campus that will be more accessible, then industry engagements will start in order to determine focus areas for the Learning Factory.

(b) The CSIR in partnership with merSETA, DHET, and DSI is in the process of finalizing the development of a National Framework for Industry-Partnered Learning Factories.

3. The third approach is the establishment of Academies.

 The Department has partnered with HUAWEI which has established ICT Academies in at least 22 TVET Colleges. These academies have offered courses related to 4IR such as AI, Big Data, IoT, 5G, Cloud Computing, Routing and Switching, Security, WLAN, Storage, etc. in a three-level certification system. 261students and 51 instructors have been trained in these programmes.

10 Colleges have been approved to offer a new stream on Robotics which is part of the NCV: IT & Computer Science programme from 2023. Below is the list of the approved colleges:

College	Campus
Ekurhuleni West TVET College	Germiston Campus
Vhembe TVET College	Makwarela Campus
Capricorn TVET College	Polokwane Campus
College of Cape Town	Pinelands Campus
False Bay College	Fish Hoek Campus Khayelitsha Campus
Sedibeng TVET College	Vereeniging Campus
Motheo TVET College	Hillside View campus
Mopani TVET College	Sir Val Duncan Campus
uMgungundlovu TVET College	Northdale College
Thekwini TVET College	Melbourne Campus

4. The fourth approach is the establishment of ICT laboratories sponsored by Intel:

(a) The Department of Higher Education and Training (DHET) partnered with Intel South Africa to provide ICT infrastructure to TVET Colleges with the implementation of 4IR. The pilot project was started with Orbit College in the North West Province to develop a blueprint for the implementation of the project.

The project consists of two aspects:

1. ICT Infrastructure; and

2. Comprehensive 4 IR training at different levels.

The following processes unfolded:

1. Identification of the institution;

2. Engage with the management and lecturers to determine the level of commitment and sustainability of the project;

3. Level of training requirements (baseline assessment); and

4. Infrastructure requirements.

(c) Cost of the ICT infrastructure: A total of R1 million per project. The training cost is dependent on the finding of the baseline assessment.

Next steps:

1. Identify Colleges with 4 IR ICT Infrastructure that need 4IR training;

2. Identify Colleges that need support with 4 IR ICT infrastructure;

3. Update the 4 IR Orbit blueprint for ICT infrastructure; and 

4. Develop a college-specific 4 IR support plan.

Reply:

The DSBD’s Programme One (Administration) underperformed in three of its eight indicators, registering 62.5% performance for quarter one of 2022/23 financial year. The three targets that were not met are:

a) The DSBD had 47.1 % female representation against a target of 50 % and above. This was due to appointments and terminations in SMS during the previous cycle. For example: changes in the Administration (as indicated in the annual report). During quarter one of 2022/23 the status quo also remained since there were no appointments or terminations in SMS during this reporting period.

b) The two targets on Approved System specification and roadmap design for Phases 4 and 5 were not met due to lack of capacity within the Directorate in ICT and similarly within the agencies of the Department. The Department, by means of an existing multi-party Memorandum of Agreement (MoA) across government, had enlisted the CSIR as an entity of government to assist with the systems development capacity challenges faced. The Department had initiated the process of a deviation for this appointment on the basis that the CSIR had developed complex systems for other government departments and in light of ensuring that the Intellectual Property remains within the public sector domain. Unfortunately, the process concluding the costing and agreements had taken time as it involved multiple scoping and specification sessions to determine the costing.

The following are processes in place for fundamental areas to reach the targeted goals:

a) The Organisational Structure has been approved by the Minister and process to continue with the approved recruitment plan of vacant and funded continues. The Human Resource Management directorate monitors the Employment Equity plan to inform the panel members at shortlisting stage for posts that should be earmarked to increase the representation of woman in SMS positions.

b) Targets on Approved System specification and roadmap design for Phase 4 and 5: The Department will be using EU donor funding for this project and hence also needed to ensure that such funding is allocated. The approach is to ensure a portfolio development approach to ensure an all-inclusive one-stop shop for SMME’s, although the process to deviate was initiated timeously, the process was curtailed because of the request from the Seda not to include DIMS module on the work being done by CSIR. This created a delay and necessitated the resubmission of the deviation request.

Unfortunately, the delays had resulted in the lack of achievement of the quarter two target as the development of the system was to proceed. The deviation request had been approved on 12 September 2022. The agreement was to initiate an advance to CSIR on the basis that a contract or Service Level Agreement (SLA) be in place. This is currently in progress and will ensure that the targets for quarter three and four will be attained.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

The Minister of Public Works and Infrastructure:

a) Total amount spent, to refurbish each of the six buildings that were handed over to the Department of Social Development in the Western Cape for the purpose of being used as shelters in terms of the Victim Empowerment Programme, is R1 026 900,00.

b) The refurbishment of shelters commenced on the 07th May 2020 and was concluded on the 12th August 2020.

Reply:

The Minister of Public Works and Infrastructure:

a) I have been informed by the Department that the site ERF 3206, Thulani Ext. 1, is a Provincial Government site. The property currently belongs to Gauteng Provincial Department.

b) National Department of Public Works and Infrastructure (NDPWI) requested permission to build and occupy whilst the acquisition of the property unfolds. The permission to build and occupy was granted by the province to NDPWI in March 2022, together with the site clearance for construction. NDPWI is currently awaiting confirmation of budget from South African Police services (SAPS), so that NDPWI can proceed with construction of the police station.

c) (i) A plan will be drafted once SAPS confirms the budget.

(ii) The timeline for completion will only be determined once the client, SAPS, has provided the necessary documentation referred to in (i) above.

Reply:

1. Since the merger there has been a downward trend of new litigation matters reported. The Department predominantly deals with pending matters which occurred before the merger.

(a). Consequent to the merger the Department’s Legal Services Unit now has more staff members from both former Departments, with different skills and experience.

(b). Quality of Advisory Services and legal counsel for DSAC has improved resulting in the settlement of disputes before they escalate into litigation matters.

Reply:

(a). Long term planning initiatives aimed at stability, growth, and the reduction of susceptibility to unexpected challenges is built into the Iziko strategic plan and include the crafting and implementation of a long-term financial sustainability plan and an income generation strategy.

These plans incorporate innovations to address weaknesses in income streams; allow for income diversification and increase own income generation through unlocking some legislative impediments, like the Section 18A of the Income Tax Act 58 of 1962 which other government departments enjoy.

Iziko’s revenue streams were negatively affected by budget cuts and the COVID-19 pandemic which necessitated the closure of museums and impeded travel and tourism. While cost containment and other cost cutting measures have been implemented, these measures on their own will not lead to financial health and issues related to the lack of staffing. Regular reporting and in-year monitoring by the Department of Sport, Arts and Culture (DSAC), ensures sound financial administration and budgeting practices essential for financial viability and resilience of the institution. In addition, the Department of Sport, Arts and Culture has initiated discussions with relevant government departments to address challenges facing the museum sector. The overall objective is to secure additional funding for the heritage.

(b). The Minister of Sport, Arts and Culture is not the custodian of state-owned buildings and as user is only required to fund repairs and maintenance projects of R100 000 and below, however DSAC has nevertheless provided funding and appointed Architects with heritage expertise to develop a five-year Conservation and Maintenance Plan for the nine state-owned buildings occupied by Iziko Museums.  

In terms of the South African National Heritage Resources Act, 1999 (Act No. 25 of 1999), all heritage buildings must be managed in terms of a Conservation and Maintenance Plan (CMP) to protect the heritage resource.

In addition, a Project Manager with architectural and heritage experience was appointed and applications for repair and renovation permits were submitted to Heritage Western Cape (HWC) in terms of the South African National Heritage Resources Act, 1999 (Act No. 25 of 1999). HWC has approved the CMP for all sites as legislated. The documents not only direct Iziko's annual repair and maintenance programme but also assists to maintain and preserve the significance of the heritage buildings.

Reply:

The Mopani District Municipality (DM) is a Water Service Authority (WSA) in its area of jurisdiction comprising of five local municipalities (Greater Tzaneen, Ba-Phalaborwa, Greater Letaba, Maruleng and Greater Giyani). The district area has been experiencing water shortages due to various causes, namely:Raw Water Shortages (low level dams)

• Dilapidated and aging infrastructure
• Population growth

The Mopani DM receives funding from the Department through the Regional Bulk Infrastructure Grant (RBIG) and Water Services Infrastructure Grant (WSIG) schedule 6B and under schedule 5B. The municipality utilises these grants to provide short- and long-term water provision interventions.

The municipality also receives Municipal Infrastructure Grant (MIG) from the Department of Cooperative Governance which they utilise for their water and sanitation projects.

Table 1: Water Provisioning Status and Backlogs in Mopani

NUMBER OF HOUSEHOLDS PER MUNICIPALITY
MUNICIPALITY	BPM	GGM	GLM	GTM	MLM	MDM
Total No. of HH	41 115	63 548	58 261	108 925	24 469	296 320
HH with access	39 889	54 003	52 838	82 552	20 101	249 384
HH without access	1 226	9 545	5 423	26 373	4 368	46 935
% Backlog	2.98%	15.02%	9.31%	24.21%	17.85%	16%
% HH with access	97.02%	84.98%	90.69%	75.79%	82.15%	84%

The following are projects that are currently being implemented by the Mopani DM through funding from DWS and COGRA (MIG, RBIG and WSIG) to improve water supply services in the short, medium to long term:

• Tours Water Scheme: Bulk Lines refurbishment and Reticulation
• Hoedspruit Bulk Water Supply
• Thapane Regional Water Scheme (Upgrading of Water Reticulation and Extensions)
• Sefofotse to Ditshosine Bulk Water Supply/Ramahlatsi Bulk and Reticulation
• Lulekani Water Scheme (Benfarm)
• Rural Household Sanitation (Maruleng)
• Rural Household Sanitation (Greater Tzaneen LM)
• Rural Household Sanitation (Greater Giyani LM)
• Rural Household Sanitation (Greater Letaba LM)
• Rural Household Sanitation (Ba-Phalaborwa LM)
• Ritavhi 2 Water Scheme (Sub-Scheme 1)
• Giyani Water Reticulation to the outstanding villages
• Refurbishment of the Giyani Water Treatment Works
• Mametja Sekororo RWS Phase 1
• Mametja Sekororo RWS Phase 1A (Edlin)
• Mametja Sekororo RWS Phase 1B (Eternity)
• Mametja Sekororo RWS Phase 2

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Reply:

The Department has not packaged a particular intervention to mitigate against this challenge. However, there has been some observations on the Informal and Micro Enterprise Development Programme (IMEDP) applications of the trends of alternative source of energy such as generators. It should be borne in mind though that the programme is meant for the informal and micro segment of enterprises.

The Small Enterprise Finance Agency (sefa) has a range of products and service that can be accessed by SMMEs to address some of these challenges brough about by loadshedding. In particular, the Township and Rural Entrepreneurship Program (TREP) program can be used to acquire backup generators as well as working capital is a relevant programme for affected enterprises. The TREP program is aimed at rural and township businesses. The loan is for a maximum of R1m with a maximum grant of R100 000. Should the entrepreneur require more than R1m, sefa is also administrating the Business Viability Program (BVP) which is aimed at assisting businesses in distress to a maximum of R15m in blended finance, with the grant capped at 20% of the loan depending on developmental impact.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

a)  The Department undertakes planning studies over different planning horizons to derive interventions that are implemented to ensure water security for the entire country. These interventions incorporate enablers like governance, financing, human capacity building and science and innovation that facilitate implementation of water projects at National, Provincial and District and Local Municipality level.

The interventions implemented for our water security are contained in the National Water Resource Strategy (NWRS), the instrument by which the minister gives effect to the National Water Act, as well as the master plans that emanate from the NWRS. The various studies informing the NWRS are available on the DWS website, at http://www6.dwa.gov.za/iwrp/projects.aspx, and the National Water and Sanitation Master Plan (NW&SMP) is available at http://www.dwa.gov.za.

Some of the work done by the department in relation to long term planning includes the development of the:

• Water Reconciliation Strategies
• Five-year Water and Sanitation Reliability Plans for all District Municipalities in South Africa.

The key outputs of the scenario planning are strategies to reconcile water requirements and availability for all large integrated systems in the country as well for localised water resource systems that secure water for small towns, villages, or clusters of settlements. Reconciliation strategies inform water security perspectives into national, provincial, and local planning instruments such as the National Development Plan, NWRS, Provincial Growth and Development Strategy, Water Service Development Plans and vice-versa

The objective of the Five-year Water and Sanitation Reliability Plans for all District Municipalities is to develop a Water and Sanitation Services Situational Assessment of the current service levels and infrastructure referenced to households at community level. The situational assessment information knowledge base is then interpreted into a needs perspective that categorises each supply need and gap analysis into a reliability category. Projects are then identified to address each of the reliability needs classification categories and a funding model developed that enables a five-year pipeline of projects implementation plan that integrates all grant funding. The full development of the plans for all 44 District Municipalities is scheduled to be completed by March 2024.

b) The identified interventions cover the whole country and benefit all the municipalities and communities in the country.

c) The plans extend cover continuous daily and weekly monitoring of water levels, to the Annual Operating Analyses which optimise annual water management, to at least 25-year planning horizons for the water resource reconciliation studies and beyond. The plans conducted as indicated in (a) above provide the direction of strategies for the country’s water security, which are continuously firmed up on a progressive basis to make them dynamic. The plans are continuously monitored and updated every 3 to 5 years to ensure that they remain current and relevant.

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Reply:

a) The Minister of Communications and Digital Technologies did not decide to close any post office branch.

 

Authorised for submission by

_______________

MS. NONKQUBELA JORDAN-DYANI

DIRECTOR-GENERAL (ACTING)

DATE:

Recommended/not recommended

_______________________________

HON. PHILLY MAPULANE, MP

DEPUTY MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Approved/ not approved

___________________________________

HON. KHUMBUDZO NTSHAVHENI, MP

MINISTER OF COMMUNICATIONS AND DIGITAL TECHNOLOGIES

DATE:

Reply:

a) (i) There were 2 665 students with hearing disabilities at universities within the 2021 academic year;

(ii) The Department does not collect academic staff information in relation to disabilities as part of its Higher Education Management Information System processes;

(b) and (c)   The NSFAS/DHET Disability Fund is aimed at providing financial support for students with disabilities who are financially needy and academically able. It is intended to open opportunities for further study in higher education and provide the necessary additional teaching and learning support for students to enable them to overcome barriers to learning.

Students who qualify fall within the maximum threshold of up to R600 000 of combined gross family income per annum. In addition to paying for students' full cost of study, the bursary also provides students with assistive devices (e.g., wheelchairs, hearing aids, adapted laptops, etc.) and human support (e.g., carers, scribes, tutors, sign language interpreters, etc.) at a capped amount that is reviewed annually by the National Student Financial Aid Scheme (NSFAS). Allowances for students with disabilities are outlined in the 2022 NSFAS Eligibility and Conditions for Financial Aid.

Reply:

The Department has a regular schedule of oversight visits to institutions relating to key programmes and reporting schedules, particularly those linked to earmarked funding from the Department.

On governance and management issues, the Department maintains oversight through the reporting regulations and regular engagement with institutions.

In 2014, the Minister of Higher Education and Training approved the Regulations for Reporting by Public Higher Education Institutions, aimed at improved institutional accountability. The Regulations provide the legal framework for reporting by all public HEIs required from a council and management team of a public higher education institution, so that they exercise their fiduciary and managerial responsibilities in a transparent manner; implement mechanisms that will ensure good corporate governance; and give regular account of the results of exercising their delegated power.

A university, in its submission, must ensure alignment between the following institutional plans and instruments: strategic plan, annual performance plan, annual report, budget documents and mid-year performance report. All reports must be signed and approved by the Council before submission to the Department.

The Department has an oversight function to monitor and oversee the implementation of the reporting regulations. The Chief Directorate: Institutional Management and Governance Support analyses the reports and checks to ensure that universities have complied with the reporting regulations. Should information be omitted in the reports, a request is made to the university to provide the requested information.

A financial health report is prepared by the Department to provide a consolidated review of all universities. This allows the Department to assess whether institutions are financially healthy as at the reporting date.

The Council Chairperson’s report is also analysed together with the Governance Scorecards to understand governance practices of each institution and across the system; and to identify areas of non-compliance with the requirements of the Act.

The Minister and Department are guided by the Higher Education Act in terms of the circumstances under which the Minister can intervene at institutions.

The Department also processes and responds to complaints and queries from the public, students, and stakeholders with regards to public higher education institutions, in relation to any matter of concern.

Reply:

The reasons for the recruitment of the Chief Director: Corporate Management having been finalised by 1 July 2022 were due to the following:

1. During the recruiting period the responsible unit only had 1 Human Resource Practitioner and 1 Deputy Director (total staff compliment for the unit) at that stage, this while having to deal with the normal workload as well.
2. The festive period impacted the recruitment timeframe. This refers to the months for December 2021 and January 2022 and these are normally considered “dead” months since most staff and participants to the process are not available. The process tends to get suspended over this period.
3. The Recruitment mailbox was a challenge and could not handle the quantity of applications. Human Resource Management also found that applications from internal candidates did not go through to the mailbox. This was resolved by moving servers. However, the transfer between servers further contributed to these challenges. Additional challenges included the sorting of online mailboxes where different number of applications had to be reconciled in order to make sure the process was not compromised.
4. The final steps of the process transpired as follows:

• a) Interviews were concluded in March 2022. This includes all administrative processes including finding panel members, confirming availability which in itself is a challenge.
• b)  Then process of the competency assessment and personnel suitability followed which took approximately a month.
• c) The internal administrative appointment processes followed and were completed in May 2022.
• d) 1 June 2022 was the notice month and the successful candidate assumed duty on 1 July 2022.

STELLA NDABENI-ABRAHAMS

MINISTER: SMALL BUSINESS DEVELOPMENT

Reply:

The National Arts Council, has initiated a process for the recruitment and appointment of the Chief Executive Officer (CEO). To this end, the NAC is currently in the process of evaluating Request for Quotations (RFQs) for the appointment of an executive search company that will assist Council with the recruitment of the CEO. Once the executive search firm is appointed, the NAC will endeavour to conclude on the appointment of the CEO as speedily as possible.

Reply:

The DPSA does not have the information requested. It is recommended that the member pose the parliamentary question to each government department for a response.

End