Questions and Replies

Reply:

(a) 5.8% as at the end of February 2021

(b)The vacancy rate reported is in terms of the actual vacancies at schools in relation to posts that each school was allocated for 2021. Provincial Education Departments are currently redeploying educators that are additional to the allocated post establishments at some schools to schools that have vacancies. Once this process has been finalised and the residual vacant posts have been filled through appointment of educators from outside the system the actual number of vacancies will be lower than the current rate.

Province	Number of posts allocated for 2021	Vacant Posts	Vacancy Rate
Eastern Cape	50 705	3 718	5.4%
Free State	20 490	842	3.9%
Gauteng	64 950	2 282	3.4%
KwaZulu-Natal	87 351	7 274	5.7%
Limpopo	51 637	5 375	9.2%
Mpumalanga	32 543	2 161	6.1%
North West	26 556	1 433	5.3%
Northern Cape	9 181	354	4.5%
Western Cape	29 099	1 117	4.3%
Grand Total	372 512	24 556	5.8%

Source: PERSAL, February 2021

(c) 

(i) 2016

Province	Number of posts allocated for 2016	Vacant Posts	Vacancy Rate
Eastern Cape	53 998	1 739	3.2%
Free State	20 432	662	3.2%
Gauteng	59 848	684	1.1%
KwaZulu-Natal	86 356	2 712	3.1%
Limpopo	64 155	6 654	10.4%
Mpumalanga	32 783	792	2.4%
North West	25 329	1 200	4.7%
Northern Cape	8 678	2 252	26.0%
Western Cape	29 803	1 024	3.4%
Grand Total	381 382	17 719	4.6%

Source: PED Quarterly Report, September 2016

(ii) 2017

Province	Number of posts allocated for 2017	Vacant Posts	Vacancy Rate
Eastern Cape	54 747	4 593	8.4%
Free State	20 974	845	4.0%
Gauteng	61 761	580	0.9%
KwaZulu-Natal	90 698	1 710	1.9%
Limpopo	52 097	4 920	9.4%
Mpumalanga	32 700	644	2.0%
North West	25 908	666	2.6%
Northern Cape	8 231	512	6.2%
Western Cape	30 225	1 218	4.0%
Grand Total	377 341	15 688	4.2%

Source: PED Quarterly Report, September 2017

 

(iii) 2018

 

Province	Number of posts allocated for 2018	Vacant Posts	Vacancy Rate
Eastern Cape	54 026	4 497	8.3%
Free State	20 619	142	0.7%
Gauteng	60 302	1 243	2.1%
KwaZulu-Natal	86 420	412	0.5%
Limpopo	54 214	4 511	8.3%
Mpumalanga	32 799	552	1.7%
North West	25 906	560	2.2%
Northern Cape	8 039	326	4.1%
Western Cape	29 826	1 309	4.4%
Grand Total	377 341	15 688	4.2%

Source: PED Quarterly Report, September 2018

(iv) 2019

 

Province	Number of posts allocated for 2019	Vacant Posts	Vacancy Rate
Eastern Cape	54029	3 281	6.1%
Free State	20608	843	4.1%
Gauteng	60027	1 140	1.9%
KwaZulu-Natal	86737	2 729	3.1%
Limpopo	51724	5 101	9.9%
Mpumalanga	32651	538	1.6%
North West	26260	319	1.2%
Northern Cape	9046	296	3.3%
Western Cape	31246	1 445	4.6%
Grand Total	372328	15 692	4.2%

Source: PED Quarterly Report, September 2019

 

(v) 2020

 

Province	Number of posts allocated for 2021	Vacant Posts	Vacancy Rate
Eastern Cape	52 632	2 848	5.4%
Free State	20 240	343	1.7%
Gauteng	59 138	452	0.8%
KwaZulu-Natal	86 737	6 216	7.2%
Limpopo	56 468	4 538	8.0%
Mpumalanga	34 854	1 772	5.1%
North West	25 863	509	2.0%
Northern Cape	9 149	40	0.4%
Western Cape	28 944	101	0.3%
Grand Total	374 025	16 819	4.5%

Source: PERSAL, December 2020

Reply:

No, the Department has not referred any regulations as none have been drafted nor published since 30 May 2019 to date.

END

Reply:

Question 1

a) The Departments of Basic Education and Social Development are working together to develop a plan that will see the ECD function migrated from DSD to the DBE. Joint teams have been allocated to workstreams to deliberate on the technical detail and specifics. 

b) The ECD function shift to DBE is planned for 1 April 2022.

c) The details of the funding will be determined through the finalisation of the function shift process.

d) The Department of Basic Education will develop a Human Resource Development Strategy in the 2021/22 financial year, to detail with the professionalisation of the ECD workforce and its implications for ECD practitioners. 

Question 2

a) The availability of appropriate facilities is important in the provision of ECD services. In this regard, the Department of Basic Education will develop an Infrastructure Strategy to be implemented using the ECD conditional grant. 

Reply:

Out of the 19 000 estimated Low Risk Sentenced offenders who have or will reach their minimum detention periods within a period of sixty (60) months from 27 April 2020, a total of 13 765 (12 980 males and 785 females) have been placed in the system of Community Corrections to continue serving their sentences were released as at the 19 February 2021, in managing overcrowding and mitigating the spread of COVID-19 virus in Correctional Centres. Other offenders who were initially eligible for the dispensation were discovered to have further charges and as such they no longer qualify. This process is still continuing as some of those who qualify are required to attend rehabilitation programmes.

END

Reply:

The Department in collaboration with South African Local Government Association (SALGA) and key stakeholders developed an Integrated Councillor Induction Programme (ICIP). The programme is accredited by Local Government Sector Education and Training Authority (LGSETA at NQF Level 3. It is a mandatory programme for all newly elected municipal councillors and traditional leaders who are identified to participate in the proceedings of municipal councils. Upon successful completion of the five-day training session, participants are awarded a certificate of competence.

The ICIP is followed by the municipal specific induction programme which entails the induction of councilors by their respective municipalities. The focus of the programme is to equip councilors with knowledge on the environment they will operating within the municipal jurisdiction.
This includes inter alia the development of applicable municipal by-laws, rules of order in council, specific responsibilities of each councilor in respect of committees which they serve.

The other mandatory programme relates to the portfolio-based induction. This programme is designed to orientate councilors in specific portfolios aligned to their respective functional responsibilities in the municipality. These will include various council committees such as Municipal Public Accounts Committee (MPAC) and Oversight Committees.

Furthermore, municipal councillors are also encouraged to enroll for an accredited NQF Level 5 Training Programme, which is designed for an individual career pathway for those who have formal and experiential learning as they have served as councillors before. Career pathway incorporates councilor induction as a starting point of councilor development during the term of office of the council.

 

Reply:

1. (a) (i) (aa) 957 schools were vandalised in 2019

            (bb) 1633 schools were vandalised in 2020

        (ii) 148 schools have been vandalised since 01 January 2021 to date.

    (b) (i) 23 schools were vandalised during school holidays;

            (ii) 1716 schools were vandalised during lockdown

    (c) The total cost of repairs amount to R74.6million.

2. (a) Yes

    (b)  YES, All schools are open and operational irrespective of the vandalism.

3. Not applicable   

Reply:

a) Seventeen (17) mining rights have been completed within the time frame specified.

b) Five (05) mining rights have been issued within the time frame specified.

Reply:

1. In terms of section 18(5) of the Mineral and Petroleum Resources Development Act, Act 28 of 2002 a prospecting right in respect of which an application for renewal has been lodged shall, despite it stated expiry date, remain in force until such time as such application has been granted or refused.

The lodgement of the renewal application is an expression of further interest by the holder to prospect for such mineral(s) and as such this cannot amount to sterilization as the activities would assist in determining the occurrence of such mineral(s).

2. (a) 19

     (b) 84

      (c) 236

3. In terms of section 56(a) of the Mineral and Petroleum Resources Development Act, Act 28 of 2002, a right issued is deemed lapsed whenever it expires (expiry date), and such it would be refused whenever it is lodged for renewal under these circumstances.

Reply:

(a)  (i) 148 schools have been vandalised since the start of the current academic year; 

        (ii) 288 schools have be affected by the weather since the start of the current academic year.

(b)  The cost estimates to repair the schools affected by the weather is R196 695 374.01

Reply:

Section 17(4) of the MPRDA (as amended) provides that the Minister may, having regard to the type of mineral concerned and the extent of the proposed prospecting project, request the applicant to give effect to the provisions of section 2(d) of the Act, by substantially and meaningfully expanding opportunities to Historical Disadvantaged South Africans to benefit from the exploitation of the nations mineral and petroleum resources development.

Reply:

The question has been referred to the Limpopo Department of Education and a response will be submitted as soon as it is received.

Reply:

In terms of Instruction No.11 of 2020/21 (PFMA institutions) and Circular 105 (MFMA institutions), all institutions are required to report procurement transactions on a monthly basis. All procurement transactions related to the emergency procurement for COVID-19 PPE items, fabric masks as well as other goods, works or services that were procured to prevent an escalation of the national state of disaster, declared on 15 March 2020 (the Disaster) or to alleviate, contain or minimise the effects of the Disaster, must be reported. This includes, inter alia, expenditure for quarantine and isolation services, humanitarian relief, etc.

The reports are published monthly in the public domain and serves as a transparency mechanism to lay bare non-compliant government institutions. It is therefore the responsibility of the accounting officers and accounting authorities to ensure that the information provided to the National Treasury is credible, accurate and auditable.

National Treasury has thus far followed up with National Departments, in writing, to make the accounting officers aware of the non-compliance to Instruction no. 11 of 2020/21. It must, however, be noted that not all non-reporting is necessarily regarded as non-compliance as some departments do not procure on a monthly basis. There are instances where departments have not reported in a certain month because no procurement was done in that month.

National Treasury has also engaged the Auditor-General to request that AGSA follow up with selected government institutions whether any expenditure was actually incurred and whether the institutions reported the expenditure in accordance with Instruction no. 11 of 2020/2021 or Circular 105. This will be included in the next annual audit cycle.

Reply:

a) What is being done to reduce the outsourcing of functions and services within SA Tourism.

South African Tourism strictly monitors the appointment of consultants as evidenced by the fact that consultants may only be appointed after a comprehensive gap analysis has been approved by the Chief Executive Officer. The outsourcing model remains relevant as the entity requires specilised agency services like marketing content creation, production, creative, media, activation etc, as there are currently no internal human resource, systems capacity and expertise to carry out these services. In order to ensure the most effecient way of outsourcing marketing services, South African Tourism during the current year changed the agency fee model from fixed retainer to an activity based fee structure.

South African Tourism is currently in the process of reviewing all contracts in the ICT space with the aim of reducing reliance on external consultants especially in the helpdesk and support service as well as system support and database space.

b) What are the (i) time frames, (ii) timelines and (iii) deadlines.

The conversion for marketing services from a fixed retainer to an activity based fee will be concluded in the 2021/22 financial year.

(c) The following services in the ICT services wil be prioritised.

– helpdesk & support services and

– support and database services.

.

d) How will this be (i) monitored and (ii) measured.

(i) Will be monitored through expenditure.

(ii) Measured through efficiencies.

Reply:

The information required in this Parliamentary question relates to matters of

Border Safeguarding and are security sensitive.

The response to this question can be disclosed in a closed session of the Joint Standing Committee on Defence and/or Joint Standing Committee on Intelligence.

Reply:

1(a) National Treasury only has access to payments information from national and provincial departments using the BAS payment system. In order to search for information against individuals, the National Treasury would need the identification numbers as a search by names may result in inaccurate results.

1(b) A search was done on the BAS payment system for the period 1 April 2017 to date and no payments were found that were made to the entities or initiatives mentioned. (name and details furnished)

2 The National Treasury is not aware of any application of any nature to obtain state funding and/or tenders by the specified persons, entities and/or initiatives.

Reply:

a) Communication undertaken related to implications of COVID19 outbreak, as well as clarification and awareness raising around the Ministerial directions issued in terms Disaster Management Act. The department’s engagements also focused on health protocols to give confidence to tourists and to ensure that the sector supports the country’s efforts to minimize the spread of COVID19 infection. Finally, the focus was also on recovery and long-term sustainability of the sector post the pandemic.

b) The communication was with the industry, media, other departments and organs of the state and the international community.

c) Please refer to (a) above for the contents

d) Communication started shortly before the first COVID19 case in South Africa and continues to date as the country implements the Risk Adjusted Strategy to maintain a balance between lives and livelihood in the management of the pandemic.

Reply:

1. (i) Sufficient budget allocation is available in the Special Defence Account to meet the contractual obligations related to Project HOTEL.

(ii) The department has however conducted a reprioritisation exercise to allocate the remaining SDA budget and to ensure that sufficient funding will be available to meet the contractual obligations on Project BIRO.

(iii) The Special Defence Account has been reduced by approximately R9 billion from 2018 after the Project BIRO contractual commitments were already finalised.

2. Funding is not transferred to Armscor for prime mission equipment acquisition. Armscor as the procurement agency for the department manages the procurement and contracting process on behalf of the department. The payment is then released directly to the supplier from the DOD account via the Reserve Bank. The payments are made after Armscor, as the contract manager, has confirmed the achievement of the specific milestone on the contract.

Reply:

(1) Yes

(2) There are ongoing discussions on all aspects affecting military veterans and currently a task team is headed up by the Deputy President to attend to pressing matters affecting military veterans.

(3) R 4 852 145.00

Reply:

(a) And (b) The Department of Tourism provides specific support programmes for both businesses in the townships and rural areas. Informal businesses that approach the Department for assistance are guided to platforms where they can obtain assistance and relevant support packages including being guided on the requisite compliance measures to access such support.

Reply:

In response to the lack of travel amongst South Africans especially the previously disadvantaged communities, the Domestic Tourism Scheme was developed to respond to the challenges highlighted in the DTGS and encourage group travel.

The Scheme is one of the tools that the department uses to promote and encourage domestic tourism, particularly amongst the previously disadvantages communities, thus increasing the number of domestic travellers. It is used to familiarise the new travellers with the services of tour operators, who can organise holiday trips on individual’s behalf and remove the burden from the unseasoned traveller. Often this traveller is not familiar with booking these services. The scheme makes it easier for ordinary South Africans to travel and know their country. The Department has developed a Domestic Tourism (incentive) Scheme, which has been piloted through partnerships with national parks and provincial reserves. The program is envisioned to design and galvanize different social tourism groups; from rural and urban areas; to buy in and participate in the program.

A Social Tourism Directory has also been developed with the most recent information on tourism attractions. The directory is targeting the previously untraveled communities which will include the youth, people with modest to low income, senior citizens, stokvels/social groups and people living with disabilities. This directory is a tool to make information available and accessible regarding tourism attractions, services and places of interest to the identified target groups. Its purpose is to encourage travel amongst South Africans by making the information available and accessible, so that more South Africans can travel and enjoy the benefits thereof.

Product diversification efforts that aim to enhance rural and township related experiences shall also serve as an incentive for rural tourism.

Reply:

a) The Rail Tourism Survey Report will be completed on 31 March 2021

b) (i) Objective of the Rail Tourism Survey is:

To understand the rail tourism environment through exploring and assessing various aspects (nature of the concept, market demand and supply issues, planning and operational modalities, funding, monitoring and evaluation mechanisms with key stakeholders), with the objective to inform policy, viability processes, support rail tourism analysis functions, route utilisation strategies, regional planning assessments, rail tourism economic models, rail scheme assessments and station catchment analysis.

(ii) The details of the steps towards the completion of the Rail Tourism Survey.

The approach covers the following steps:

(a) Project Orientation that lead to an Inception Report

(b) Literature Review and Survey Framework that lead to a Survey framework

(c) Data collection that lead to a data collection report

(d) Survey Analysis that lead to a Data Analysis Report

(e) Reporting and Project Closure that lead to the final Survey Report and close- out Report

Reply:

The information required in this Parliamentary question relates to Operational matters that are security sensitive.

The response to this question can be disclosed in a closed session of the Joint Standing Committee on Defence and/or Joint Standing Committee on Intelligence.

Reply:

Parliament approved a fiscal framework that proposes significant adjustments to spending over the medium term in order to stabilize government debt and reduce the pace of growth in debt servicing costs in October 2020. This approval by Parliament meant all spheres of government and all department’s budgets would be reduced to achieve debt stabilization. Furthermore, Parliament passed the 2021 fiscal framework tabled by the Minister of Finance in February 2021 proposing the same fiscal consolidation through lowering the levels of expenditure. The decision to reduce departmental budgets was not a National Treasury decision but a Cabinet decision.

Table 1 provides a summary of expenditure trends and estimates for Vote 28: Police. Between 2020/21 and 2021/22, the department’s budget for compensation of employees is expected to decrease from R76.1 billion to R75.3 billion, while its budget for goods and services is expected to decrease from R19.2 billion to R16.3 billion. The main items influenced under goods and services are non-essential in nature, e.g. advertising, consultants, catering, and travel and subsistence, and will be managed through cost-containment. Reductions on compensation of employees will be managed through salary freezes and non-filling of less critical post vacancies.

                                   

Table 1. Expenditure trends and estimates: Vote 28 (Police)
Economic classification	Audited outcome			Adjusted appropriation	Average growth rate (%)	Average: Expen- diture/ Total (%)	Medium-term expenditure estimate			Average growth rate (%)	Average: Expen- diture/ Total (%)
R million	2017/18	2018/19	2019/20	2020/21	2017/18 - 2020/21		2021/22	2022/23	2023/24	2020/21 - 2023/24
Economic classification
Current payments	82 469.3	86 118.7	92 232.1	95 366.4	5.0%	95.7%	91 570.7	92 036.9	92 097.1	-1.2%	95.2%
Compensation of employees	67 124.5	71 282.4	76 357.7	76 147.0	4.3%	78.1%	75 300.5	75 299.7	75 297.1	-0.4%	77.5%
Goods and services	15 344.8	14 836.3	15 874.5	19 219.4	7.8%	17.5%	16 270.2	16 737.2	16 800.1	-4.4%	17.7%
Transfers and subsidies	1 049.3	1 268.5	1 225.1	1 613.7	15.4%	1.4%	1 333.5	1 258.4	1 267.2	-7.7%	1.4%
Provinces and municipalities	44.5	49.5	52.8	53.2	6.1%	0.1%	55.6	57.6	61.4	4.9%	0.1%
Departmental agencies and accounts	39.7	45.6	52.9	51.0	8.7%	0.1%	49.9	51.4	53.5	1.6%	0.1%
Non-profit institutions	–	1.0	–	1.0	0.0%	0.0%	–	–	–	-100.0%	0.0%
Households	965.1	1 172.5	1 119.5	1 508.5	16.1%	1.3%	1 228.0	1 149.4	1 152.2	-8.6%	1.3%
Payments for capital assets	2 947.9	2 894.7	2 440.6	2 580.8	-4.3%	2.9%	3 451.3	3 562.3	3 719.3	13.0%	3.4%
Buildings and other fixed structures	575.4	686.3	513.3	497.7	-4.7%	0.6%	946.7	960.9	1 003.2	26.3%	0.9%
Machinery and equipment	2 340.4	2 201.4	1 927.3	2 078.7	-3.9%	2.3%	2 497.3	2 593.8	2 708.2	9.2%	2.5%
Biological assets	5.9	7.0	–	4.4	-9.2%	0.0%	7.3	7.6	7.9	21.4%	0.0%
Software and other intangible assets	26.2	–	–	–	-100.0%	0.0%	–	–	–	0.0%	0.0%
Payments for financial assets	13.9	15.6	32.3	–	-100.0%	0.0%	–	–	–	0.0%	0.0%
Total	86 480.4	90 297.5	95 930.2	99 560.9	4.8%	100.0%	96 355.5	96 857.6	97 083.6	-0.8%	100.0%

 

 

Over the medium term, compared to other departments in the Peace and Security function group, Table 2 confirms that the Police services baseline decreases least, i.e. a marginal rate of only 0.2 per cent. Government’s support to the attainment of the objectives and outcomes set out under priority 6 (social cohesion and safer communities) of the 2019-2024 medium term strategic framework is therefore corroborated.

Table 2. Peace and security function expenditure

	2020/21	Medium term expenditure estimate	Percentage of total MTEF allocation	Average annual MTEF change
R million	Revised estimate	2021/22	2022/23	2023/24
Defence and state security	53 968	46 656	47 811	48 132	22.5%	-3.7%
Police services	106 603	104 570	105 946	105 994	49.9%	-0.2%
Law courts and prisons	48 263	48 482	49 632	49 919	23.3%	1.1%
Home affairs	9 780	8 862	9 463	9 372	13.4%	-1.4%
Total	218 615	208 570	212 853	213 417	100.0%	-0.8%

Reply:

a) In 2016/17, SA Tourism, in partnership with the Tourism industry, developed a Marketing Investment Framework (MIF) that was focused on identifying markets, optimising marketing investments across the identified target markets, and distributing resources to help meet the set objectives. Every three to five years, SA Tourism then reviews its portfolio in order to improve its ability to dynamically and effectively allocate and manage its budgets and resources

In 2020, SA Tourism initiated a revision of the Marketing and Investment Framework using 2019 as the base year to review the portfolio. The review came at an opportune time as the global markets are facing the challenges presented by COVID 19 pandemic. The framework will further assist in the implementation of the strategic interventions of the recovery plan. The process of the review made use of key variables related to performance, outlook, South Africa’s ability to win in the market, return on past investments, and other criteria.

It should be noted that the Tourism Recovery Plan is currently in the process of being submitted to cabinet.

b) Details of the new Marketing Investment Framework. The framework process considered four (4) main stages of evaluating the markets. 

Level 0 - Data availability

For market prioritisation, the framework considered all the 54 countries in the continent, and shortlists markets based on their data availability across mandatory indicators such as Urban population, GDP PPP per capita purchasing power parity rates) , currency exchange rate, political stability index and education index.

Level 1 - Attractiveness (The size of travel in each country and what drives it)

The purpose of this stage is to quantify which macroeconomic indicators are important in driving travel. Considered indicators in the final model were political stability index, GDP PPP (purchasing power parity rates), Inflation rate, Unemployment percentage, Inequality in income, Currency exchange rate, education index, urban population, internet penetration and proximity to SA.

Level 2 Travel potential

The purpose of this stage is to rate countries based on their travel potential. A regression model is developed using the following indicators such as total outbound trips, size of domestic trips, passport index, tourist outbound expenditure, propensity to travel short haul vs long haul, business outbound trips, holiday trips, spend in SA and length of stay in SA.

Level 3 – SA’s ability to attract those markets

The purpose is to assess how easy would be for SA to operate in those countries. The indicators looked at visa regulation by SA. Furthermore, the model looked at SA’s presence in those countries, trading across border index, airports with direct flight, average cost of travel, hygiene index (covid19)

c) The challenges of the unprecedented COVID-19 pandemic have decimated the ability of many of these source markets to travel to South Africa. Source market travel restrictions, international government regulations and slashed airline routes will continue to severely impact the ability of international travel to South Africa for several months to come.

Consequently, the relative priority of the 24 markets (as mentioned in (d)) must be considered, in conjunction with dynamic and up to date information of variables that will affect the likelihood of travel from each market. This includes:

• COVID-19 pandemic severity and outlook: Which is detailed by the current total cases of COVID-19, the current growth rate of COVID-19 (measured as weekly change per 10 000 of the population), and the projected COVID19 growth rate for Quarter 1 of 2021.
• Government Stringency Index: Source market government policies to control the pandemic, such as border control, travel advisories which include quarantine (isolation), and local movement regulations which will influence the readiness of individuals to external travel.
• Accessibility: Level of impact of travel to and from South Africa (land, air and sea).
• Vaccination rollout: The pace, impact and resultant confidence levels for traveld) New markets that have been incorporated in the new Marketing Investment Framework.

In total, 24 markets / countries are identified for prioritisation, segmented into 16 “`Growth” and 8 “Defend” markets, with an additional set of markets ear marked as “Watchlist”. The 24 prioritised markets accounted for 92% of all international trips in 2019. The selection, to meet the 21 million target, comprises:

• • • Eight (8) Africa Land markets
    • Two (2) Africa Air markets
    • Three (3) American markets
    • Seven (7) European markets
    • Four (4) Australasia and Middle East Markets (AAME )

The selection portfolio in 2019 accounted for

• • • 83% of holiday arrivals,
    • 77% of MICE arrivals ( Meetings Incentives Conference and Exhibitions)
    • 92% of total international arrivals to South Africa in 2019

e) For the next 12-15 months, given the fast-changing dynamic of the COVID-19 pandemic and related uncertainty, the broader South African Tourism strategic focus is on domestic, regional and select global markets. In each market, a dual business and leisure focus will be adopted, as follows:

(i) South African Markets

Accelerate domestic demand and associated revenue for sustained growth

(ii) African Markets (Land and Air Markets)

Develop break through communication and content that drive brand positivity messaging to increase arrivals and spend for sustainable growth.

(iii) Global Markets (Europe, Americas and Asia)

Return the core business to marketing.

Reply:

The information required in this Parliamentary question relates to matters of

Border Safeguarding and are security sensitive.

The response to this question can be disclosed in a closed session of the Joint Standing Committee on Defence and/or Joint Standing Committee on Intelligence.

Reply:

There is no fruitless, wasteful nor irregular expenditure linked to the MTEF allocation for the District Development Model for the 2020/21 Financial Year.

Reply:

The road in question between Matatiele and Mount Frere is T15 and a portion of it was upgraded to surface standard. There is approximately 60km of this road that is gravel and is being maintained in its current form i.e. gravel. It is important to note that the Eastern Cape Department of Transport appointed a contractor in November 2020 for re-gravel the first 30km and the contractor is still on site. Furthermore, there are long term plans to upgrade the remaining 30km as phase 2 of this project however, the actual implementation date of the project depends on budget availability.

Reply:

a) The funding requirement to sustain South Africa Road Network through pothole repairs is estimated at (a) R700 to R1500 / per square meter.

b) As an Honourable Member may be aware it is difficult to eradicate potholes on the road network as the emergence of new potholes depends entirely on the extent and nature of rainfall in that month or year. It is important to note that the road maintenance funding allocated from the National Fiscus is not sufficient to maintain the road network in the three spheres of Government as there are competing needs to all sectors.

It’s worth noting that most of our Provincial road network has reached its design life (25 years) and were never designed for the current increased traffic volumes and traffic configuration.

With that said, my Department ensures that roads are properly maintained through the Provincial Road Maintenance Grant (PRMG). The PRMG is ringfenced for the maintenance of the Provincial Strategic Road Network including rehabilitation, strengthening of paved roads, re-gravelling, gravel road blading and blacktop patching (potholes with an amount of just over R12 billion per annum to all provinces.

 

Reply:

The Minister of Public Works and Infrastructure:

1. I have been informed by the Department of the alleged challenges in the SACAP and have:

a) Directed that an independent investigation of the allegations of harassment of the female councillors by their male counterparts be carried out. After receiving such allegations from the complainant, I have afforded the SACAP Council an opportunity to provide a report responding to the allegations and how the Council is dealing with the matter. After receiving the response from the Council President, I deemed it necessary to have an independent investigation conducted. Such a decision is however still to be communicated with the Council as part of consultation.

b) The powers of the Minister to perform an oversight responsibility over the SACAP are limited in terms of the Architectural Profession Act, 2000 (Act No. 47 of 2000). The SACAP Council has its own Code of Conduct, which all its members are supposed to comply with. Therefore, the Minister must rely on general good practice to perform this oversight role, as well as the framework for the oversight over public entities, albeit SACAP, like the other five built environment professions reporting to the Minister, are not listed as public entities, but rather statutory bodies that perform regulatory functions on behalf of the State.

 

2. Please refer to 1(a) above.

c) The Minister exercises oversight over the Council which in turn has oversight on the SACAP Executive Management. The Minister does not deal with the matters affecting the employees of SACAP, as this is the function of the SACAP Council and Executive Management.

d) There are no anti-bullying policies developed for the Professional Councils. Professional Councils develop their own policies which are approved by their respective Council members. In this instance, the SACAP Council has a Code of Conduct, which all its members must comply with.

3. The Minister has been informed about the governance challenges besetting the effective and efficient functioning of SACAP as a professional body and is in consultation with the Council to address those alleged challenges.

Reply:

The Minister of Public Works and Infrastructure :

(1) I have been informed by the Department that it has communicated with the National Treasury to seek concurrence to make available a sum of R115 million from its own baseline in order to fund the IDT for its operational cost shortfall. The management of this financial assistance will be monitored as part of the Executive Authority’s responsibility enshrined in Section 63(2) of the Public Finance Management Act (PFMA) (Act no. 1 of 1999), as amended.

(2) Yes, the Independent Development Trust (IDT) is expected to implement the Expanded Public Works Programme (EPWP) Non-State Sector (NSS) Non-Profit Organisations (NPO) programme for the duration of the EPWP Phase 4 covering the 2019/20 – 2023/24 financial years based on the signed five (5) year Memorandum of Agreement (MoA) with the Department of Public Works and Infrastructure and the Medium Term Expenditure Framework (MTEF) allocation framework for period 2021/22 – 2023/24 allocated to the DPWI Budget Vote.

However, there are engagements currently underway to determine the future of IDT which will inform on whether the IDT will remain the implementing agent for the NSS NPO Programme in the 2021/22 financial year;

Noting that the process for the consideration of the reconfiguration of the IDT is currently underway, the DPWI is considering the institutional arrangement for the management of the implementation of the EPWP NSS NPO programme. As such, at this stage the Department cannot advise if there will be changes to this responsibility.

The EPWP NSS NPO programme has been allocated an amount of R1 069 928 000, inclusive of an amount of R49 514 000 as the management/intermediary fees in 2021/22 financial year. From this budget, an implementing agent is supposed to ensure that a full complement of staff is appointed to manage the implementation of the EPWP NSS NPO programme in all provinces.

(3) (a) Currently, the Department is pursuing consultative and administrative processes to ensure the issuing of the instruction letter and signing of contractual arrangements with regard to the NPO Programme by Quarter 1 of 2021/22.

(b) (i) The DPWI is considering the institutional arrangement for the management of the implementation of the EPWP NSS NPO programme and undertaking the required consultations. (ii) Consultations are already underway with the legal unit of DPWI within quarter 4 of 2020/21 and the engagements prior to the start of the financial year is viewed as a critical component for mitigating the delays.

(c) A Selection Panel was appointed in January 2021 to undertake the process of the nomination of the new board for appointment by the Executive Authority. The Selection Panel has, in terms of clause 8.3.1 of the IDT Trust Deed caused the call for the nominations to be published in two national newspapers on 14 February 2021 and closed on 01 March 2021. The Selection Panel is now in the process of determining the suitable candidates to be recommended to the Executive Authority for appointment to the IDT Board of Trustees by way of shortlisting and interviews. Once the Executive Authority has considered the recommended candidates, they will be subjected to a further process of consideration by the Cabinet for the purpose of giving concurrence on the Executive Authority approved individuals to be appointed as the new Board of Trustees for the IDT. Following Cabinet concurrence the approved candidates’ particulars will be submitted to the Master of the High Court, who will issue them with letters of authority, which upon receipt will allow the new trustees to start with their board duties.

(d) Kindly refer to Part C, section 14 of the IDT Annual Performance Plan 2021/22 for the list of projects to be implemented by the public entity.

(4) The Executive Authority, by allowing the nomination process to take effect, has carefully considered the need for the IDT to have the Accounting Authority to assume its fiduciary responsibility and take full charge of the IDT to fulfil its mandate. Considering that there is a process to reconfigure the entity, the Executive Authority will work closely with the Accounting Authority to map the future of the IDT.

(5) Part of the process of reconfiguring the IDT is a consideration on ways for the public entity to be self-sustainable. Working with the new board of the IDT, we will establish whether the IDT has the requisite capacity to take on additional work, including projects from my Department.

Reply:

During the opening of the National House of Traditional Leaders (NHTL) on 25 February 2020, the President of the Republic of South Africa called on traditional leaders to lead in the implementation of the agrarian revolution programme. Through the NHTL, traditional leaders in all provinces were mobilized to make land available in their respective communities for agricultural programmes and projects.

In ensuring that traditional leaders acceded to the call of making land available for the implementation of the agrarian revolution programme, Traditional Leaders were consulted through Provincial Houses of Traditional Leaders and the Chairperson Forum. All Provincial Houses were requested to cascade information to respective Local Houses of Traditional Leaders. Furthermore, the Chairperson visited provinces where he encouraged traditional leaders to pledge land for agricultural purposes.

To date, as per the table below, one million five hundred thousand (1.5 million) hectares of land has been pledged by traditional leaders for agricultural programmes and projects in areas under the jurisdiction of traditional leadership. Working with the relevant government departments and stakeholders, the implementation of the agrarian revolution programme will be in line with the District Development Model (DDM).

The details of the land pledged are as follows:

PROVINCE	DISTRICT	HECTARES PLEDGED	TOTAL P/PROVINCE
Limpopo	Waterberg	684943	685043
	Mopani	100
Mpumalanga	All Districts		66109
Northern Cape	John Taolo Gaetsewe	4 410	4410
Free State	Thabo Mofutsanyane	100	2100
	Mangaung	2000
Eastern Cape	OR Tambo	804038	810 250
	Chris Hani	4 300
Gauteng	City of Tshwane	2010	2010
KwaZulu-Natal	iLembe	30	30
TOTAL			1 569 952

Reply:

The Provincial Authorities does not derive any revenue in respect of the license fees pertaining to Aviation license fees and private chartered flights.

As it relates to Chartered bus services, the permit fees are receivables for provinces. In this regard provinces shall be approached to provide the requisite information.

Reply:

(1)(a) Yes

(1) (b) Yes, The Application for Employee to Perform Other Remunerative Work in terms of Section 30 of the Public Service act; is valid for the period of twelve (12) months, thereafter the employee is expected to re-apply for new approval before he or she can continue to work again.

(1) (i)

Number of applications	Year
2	2014
2	2015
3	2016
10	2017
6	2018
9	2019
6	2020
Total = 38

(1)(ii)

Job / Work Categories	Year
Middle Management (2)	2014
Senior Management (1) and Middle Management (1)	2015
Middle Management (1), lower level (2)	2016
Senior Management (1) Middle Management (5) and lower level (Clerical) (3)	2017
Senior Management (1), Middle Management (3) and lower level (2)	2018
Senior Management (1), Middle Management (6), lower level (2)	2019
Senior Management (1), Middle Management (1) and lower level (1)	2020

(2) Yes

(2) (a) DPSA Directive/Guide on Managing of Other Remunerative Work in the Public Service;

(2)(b) According to HR Delegations: The Salary Level 1- 12 is considered and approved by the Director-General and the Salary Level 13 and above is considered and approved by the Minister

(2)(c) None

(2)(d) Not applicable

Reply:

Important to note that toll income from toll roads are used to:

• Repay the debt raised to fund the capital cost of the initial road construction works and other major capital costs implemented during the life of the project (typically 30 years) to ensure that there is sufficient road capacity to cater for increasing traffic demand.
• Cover the cost of road maintenance including pavement rehabilitation and resurfacing to ensure the economic sustainability of this crucial national asset over the life of the project.
• Operation and maintenance of the toll collection system, including the toll plazas over the life of the project.
• Undertake routine maintenance including grass cutting, minor road repairs, road marking and signage over the life of the project.
• Provide route patrols including incident management, emergency response and road user assistance over the life of the project.

(a)(b) Toll revenue along the National Route 3 (N3) per month and year are derived as follow:

• SANRAL – Marrianhill toll plaza - This is state toll road driven by Government with no profit objective, and
• N3TC Concession - De Hoek Plaza, Wilge Plaza, Tugela Plaza, Mooi River Plaza and associated ramp plazas. – This is a 30-year concession with the private sector to secure off balance sheet funding and investment into infrastructure, with the associated private sector investor Return on Investment (ROI) objectives. Returns are however regulated through the concession agreement.

The monthly breakdown for 2019/20 audited financial year is provided in the Table below. The 2019/20 audited financial year is used since 2020/21 audited figures are not yet available. The 2020/21 numbers are expected to be approximately 25% lower due to the COVID-19 pandemic.

(a) Month	SANRAL	Concession	Total
Jan-19	R 20 648 213.00	R 153 991 519.00	R 174 639 732.00
Feb-19	R 19 574 170.00	R 145 981 460.00	R 165 555 630.00
Mar-19	R 23 042 389.00	R 171 846 953.00	R 194 889 342.00
Apr-19	R 22 039 547.00	R 164 367 896.00	R 186 407 443.00
May-19	R 22 988 554.00	R 171 445 459.00	R 194 434 013.00
Jun-19	R 22 941 076.00	R 171 091 378.00	R 194 032 454.00
Jul-19	R 23 778 803.00	R 177 339 031.00	R 201 117 834.00
Aug-19	R 23 931 447.00	R 178 477 429.00	R 202 408 876.00
Sep-19	R 22 814 467.00	R 170 147 146.00	R 192 961 613.00
Oct-19	R 24 179 326.00	R 180 326 076.00	R 204 505 402.00
Nov-19	R 23 469 829.00	R 175 034 742.00	R 198 504 571.00
Dec-19	R 23 059 412.00	R 171 973 911.00	R 195 033 323.00
(b) Total 2019/20 FY	R 272 467 233.00	R 2 032 023 000.00	R 2 304 490 233.00

Reply:

South Africa is committed to the establishment of a physical BRICS Vaccine Research and

Development Centre, the concept of which it initiated during South Africa’s BRICS Chairship in 2018. Government is in the process of establishing an inter-departmental task team comprising the Department of Science and Innovation, Department of Health, Department of Trade, Industry and Competition, and the Department of International Relations and Cooperation. The objective of the Task Team will be to re-assess South Africa’s priorities on this issue and cooperate on the operationalisation of the BRICS Vaccine Research and Development Centre, to expedite the process under India’s 2021 BRICS Chairship and report regularly to the four Ministers.

Reply:

1.(a) The eastern part of the fence of the 6 South African Infantry Battalion (6 SAI Bn) training area is absent as it has been stolen. (b) A Project was registered and sent out for tender via the Department of Public Works and Infrastructure (DPWI), but the process was placed on hold by DPWI due to insufficient funding.

2.The SA Army is aware of complaints by farmers adjacent to the 6 SAI Bn training area, centred on stock theft and illegal poaching, exacerbated by the absent perimeter fence, and has reported this to the SANDF. The Defence Works Formation is co-ordinating the restoration of the absent perimeter fence with the provincial Department of Public Works and Infrastructure, on behalf of the Department of Defence.

3. Static and Roving guards from 6 SAI Bn are in place and patrolling the vast training area.

Reply:

Figure 1 below provides details of the municipalities across the country regarding (1) (a) total number of fire trucks that each municipality have (b) number of operational trucks and (2) itemised list of expenditure on firefighting equipment in the (a) 2018-19 and (b) 2019-20 financial years:

FIGURE 1: OPERATIONAL TRUCKS AND EXPENDITURE ON FIREFIGHTING EQUIPMENT NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
City of Cape Town Metro	68 Pumpers (Fire Engines) 26 Water Tankers 19 Bush Tenders 24 Skid Units 3 Foam Tankers 3 All-Terrain Vehicles (Polaris) 3 Technical Rescue Vehicles 16 Rescue Vehicles 4 56m Ladder Units 6 Hydraulic Platforms 2 Hazmat/Breathing Apparatus Vehicles 2 Hazmat Vehicles 4 Jet ski’s 4 Rubber Ducks	68 Pumpers (Fire Engines) 26 Water Tankers 19 Bush Tenders 24 Skid Units 3 Foam Tankers 3 All-Terrain Vehicles (Polaris) 3 Technical Rescue Vehicles 16 Rescue Vehicles 4 56m Ladder Units 6 Hydraulic Platforms 2 Hazmat/Breathing Apparatus Vehicles 2 Hazmat Vehicles 4 Jet ski’s	R 2 537 984.81 Total cost of equipment – Items too many to itemize	R 2 154 397.84 Total cost of equipment – items too many to itemize.

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
	5 Paramedic Vehicles 5 Command & Control 2 Command Support 3 Breathing Apparatus Vehicles 6 Diving Units 2 Kitchen Units 84 Service Bakkies 28 Service Cars 9 Service Trucks 20 Service Busses 16 Service Vans SMALL PLANT 2 Tractor Trucks 2 35t Low beds 1 D6 Bull Dozer 1 Cat Digger Loader 1 930K Cat Front End Loader 40 Trailers	4 Rubber Ducks 5 Paramedic Vehicles 5 Command & Control 2 Command Support 3 Breathing Apparatus Vehicles 6 Diving Units 2 Kitchen Units 84 Service Bakkies 28 Service Cars 9 Service Trucks 20 Service Busses 16 Service Vans SMALL PLANT 2 Tractor Trucks 2 35t Low beds 1 D6 Bull Dozer 1 Cat Digger Loader 1 930K Cat Front End Loader 40 Trailers

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
George LM	10	10	Thermal Camera Hoses Flashlights “Bossiekapper” Drone Drill Branches Drip Torches Hazmat Spades Rakes Portable Dam Portable dam Foam Medical Equipment Leave Blower.	Boat Equipment AED defibrillator Torpedo Boys Compressor (Vehicle) Rope Equipment Nozzles Go Pro Camera Binoculars SCBA Cylinders.

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Mossel Bay LM	Major Pumpers x 4 Bush Pumper x 1 Light Pumper x 1 LDV Skid Units x 5 Water Tankers x 2 Trailer skid unit x 4	Major Pumpers x 4 Bush Pumper x 1 Light Pumper x 1 LDV Skid Units x 5 Water Tankers x 1 Trailer skid unit x 4	R 4 155 000	R 2 074 425.28
Knysna LM	Major Pumpers x 2 Medium Pumper x 1 Water Tankers x 2 Skid Units x 3 Bush Pumper x 2 Utility x	Major Pumpers x 2 Medium Pumper x 1 Water Tankers x 2 Skid Units x 3 Bush Pumper x 2 Utility x 1	Procured one new fire engine and equipment R 1 406 518.28	Procured two new fire engines R 2 170 693.70

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Bitou LM	6 UD Tanker Iveco Tanker Pumper Mercedes Pumper Tata Rural Pump Buffel Rural Pump Samil 50 Rural Tanker	3 Proposed in budget replacement, alternative as refurbishment projects 2004 Tata Rural Pump Replace R1 800 000-00 refurbish and upgrade R250 000 (cab, lockers, Gearbox, monitor) 1995 Buffel Rural Pump Replace R1 800 000-00 refurbish and upgrade R500 000 (New cab, Lockers, tanks, pump and monitor 1994 Samil 50 Rural Tanker Replace R2 600 000-00 refurbish and upgrade R500 000 (cab, Transfer case, Tank repair, Lockers, Monitor and respray	Operating Expenditure R14 001 315,00 Capital Expenditure R350 000,00 (R0,00) Was not authorised to project for station upgrades, tender process was delayed and inevitably the funds were reallocated during the adjustment budgets. The intentions were to replace steel roller engine bay doors in Kurland Sub Station, and finish off works at Kranshoek/Airport sub station	Operating Expenditure R 14 123 909,00 Capital Expenditure R0,00

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Hessequa LM	Medium Pumper x 4 Water Tankers x 0 Skid Units x 6	Medium Pumper x 4 Water Tankers x 0 Skid Units x 6	Thermal Camera Hoses Flashlights “Bossiekapper” Branches Hazmat Spades Rakes Foam Leave Blower Halligans SCBS’s Cylinders Hoe Rakes Standpipes Key and Bar Foam Branch Dividing Breach Two-way radios Chainsaw Jump Bag Snake Handling Equipment Binoculars Torches Ceiling Hook	Hoses Flashlights Branches Hazmat Spades Rakes Foam Leave Blower Halligans SCBS’s Cylinders Hoe Rakes Standpipes Key and Bar Foam Branch Dividing Breach Two-way radios Chainsaw Snake Handling Equipment Torches Ceiling Hook Fire Hydrants
NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Oudtshoorn LM	1 x Major Pumper 3 x Small water tankers	Only 3 x small water tankers are operations	R 168 587.92 8 x Self Contained Breathing Apparatus sets 65 mm Hoses	R 652 423.00 4 x 4 Bakkie Unit 25mm Hoses 65 mm Hoses 45 mm Hoses 2 x 65mm Branches 2 x 25 mm Branches Hoe Rakes Standpipes Key and Bar Foam Branch Inline inductor Dividing Breach Collecting Head Aerial Radios Chainsaw Jump Bag Grabber Bags Snake Handling Equipment Camera Binoculars Torches Ceiling Hooks

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Overberg District	20	20	1040 000	1475 000
Theewaterskloof LM	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District
Overstrand LM	16	3 Fire Engines 3 Pumps 3 Alpha Skid Units	R 990 639	R 955 167
Cape Agulhas LM	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District
Swellendam LM	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District	Firefighting function performed by Overberg District
Cape Winelands District	31 Firefighting trucks	31 Firefighting trucks	R4 860 962	R3 581 085

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Witzenberg LM	Water Tanker Service vehicle Medium Pumper Light Veld vehicle Water Tanker Medium Pumper Light Veld vehicle	Water Tanker Service vehicle Medium Pumper Light Veld vehicle Water Tanker Medium Pumper Light Veld vehicle	Hoses and small equipment – R 75 000.00	R200 000.00 Self-Contained Breathing Apparatus (SCBA Compressor)
Drakenstein LM	4 x Major Pumpers (Mercedes Benz) 2 x Water Tankers 2 x Medium Pumpers (Iveco’s) 4 x Light bush firefighting vehicles (Landcruiser’s) 1 x Turntable Ladder (Hydraulic Platform) Trailer skid unit x 4	4 x Major Pumpers (Mercedes Benz) 2 x Water Tankers 2 x Medium Pumpers (Iveco’s) 4 x Light bush firefighting vehicles (Landcruiser’s) 1 x Turntable Ladder (Hydraulic Platform)	R 1539 000.00 (Province) Co funding on the purchase of an IVECO medium pumper Capital funds: R55 000 BA Sets and firefighting hose and 4 nozzles.	Capital Budget: R35 000. Firefighting hoses, nozzles and hose fittings
Stellenbosch LM	12 – Pumpers (major/medium) 5 x Landcruiser’s/light	11	R 300 000 – Various rescue tools and equipment	R 300 000 – Various rescue tools and equipment

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
	List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Langeberg LM	2 X Major Pumpers Mercedes Benz Atego 1 X Grass/Bush, Land cruiser light pumper. 2 x off road 4x4 Tata, medium pumpers. 2 x 4x4 Isuzu Bakkies used as service vehicles 1 x Nissan (champ) Bakkie used as service vehicle	All vehicles operational	No information available	Capital Budget=R 356 000,00 Operating Budget=R6 797 620,00
West Coast District	Command and Control – 7 x 4 x 4 LDV Skid Units – 9 x 4 x 4 Vehicles Medium Bush Pumpers – 2 Major Pumpers – 3 Medium Pumpers – 3 Tankers – 3 Light Hazmat – 1 I Command Bus - 1	Command and Control – 7 x 4 x 4 LDV Skid Units – 9 x 4 x 4 Vehicles Medium Bush Pumpers – 3 Major Pumpers – 3 Medium Pumpers – 3 Tankers – 4 Light Hazmat – 1 I Command Bus - 1	R 1 512 800, 00	R 2 642 246, 00

NAME OF PROVINCE: WESTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
			List of expenditure on firefighting equipment	List of expenditure on firefighting equipment
Matzikama LM	Firefighting function performed by West Coast District	Firefighting function performed by West Coast District	Firefighting function performed by West Coast District	Firefighting function performed by West Coast District
Cederberg LM	One 4-ton truck sponsored by province Firefighting function performed by West Coast District	Medium Pumper – 1 Firefighting function performed by West Coast District	No expenditure information available	No expenditure information available.
Central Karoo LM	Land cruiser (BT) x1 HAZMAT Vehicle x1 1000 litre Skid Unit Trailer X 1 No vehicles and equipment	Landcruiser (BT) x1 HAZMAT Vehicle x1 1000 litre Skid Unit Trailer X1 No vehicles and equipment	No expenditure information available	No expenditure information available
Laingsburg LM	4 Tonner Medium Pumper x1	4 Tonner Medium Pumper x1	No expenditure information available	No expenditure information available
Prince Albert LM	4 Tonner Medium Pumper x1 Landcruiser (BT) x1 1 Tonner (BT) x1 1000 litre Skid Unit Trailer	4 Tonner Medium Pumper x1 Landcruiser (BT) x1 Isuzu 1 Tonner (BT) x1 1000 litre Skid Unit Trailer	No expenditure information available	No expenditure information available
Beaufort West LM	4 Tonner Medium Pumper x1 Landcruiser (BT) x1 1 Tonner (BT) x1	4 Tonner Medium Pumper x1 Landcruiser (BT) x1 1 Tonner (BT) x1( Skid pump faulty)	No expenditure information available	No expenditure information available

NAME OF PROVINCE: GAUTENG
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
City of Tshwane	42	25	R5 911 587,65 (Equipment)	R3 582 799,00 (Equipment)
City of Johannesburg	21	6	R10 849 220,08 (Equipment) R4 391 231,42 (Repairs and maintenance)	R10 915 354,70 (Equipment) R5 188 473,00 (Repairs and maintenance)
City of Ekurhuleni	108	57	R27 608 586,00 (Equipment)	R5 726 669,27 (Equipment)
West Rand District Municipality	14	8	R00.00	R6 596 103,27 (Equipment)
Sedibeng District Municipality	No firefighting function	N/A	N/A	N/A
Lesedi Local Municipality	4	2	R32 550,75 (servicing of fire extinguishers); R141 035,63 (Uniform)	R639 836,51 (Rescue equipment) R226 842,28 (Fire extinguisher service and protective equipment)
Midvaal Local Municipality	4	3	R1 500 000,00 (Fire engine refurbishment) R800 000 (Grass skid unit vehicle)	R100 000 (equipment)
Emfuleni Local Municipality	12	3	R687 130,01 (Maintenance of fire vehicles) R34 789,45 (Repairs of fire equipment)	R00.00

NAME OF PROVINCE: LIMPOPO
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Waterberg District Municipality (covering entire district)	8x fire engines/trucks 7x Water Tenders/Tankers 2x hazmat response trailers 5x Grass Tenders 8x Skid Units 5x Rapid Intervention Vehicles	8x fire engines/trucks 5x Water Tenders/Tankers 2x hazmat response trailers 5x Grass Tenders 8x Skid Units 5x Rapid Intervention Vehicles	R218 391.31 (Fleet maintenance) R325 116.57 (Fuel cost) R380 043.52 (Uniforms and Personal Protective Equipment) R293 705.34 (Vehicle Repairs)	R775 196.10 (Fleet maintenance) R294 946.57 (Fuel cost) R247 693.36 (Uniforms and Personal Protective Equipment) R48 315.06 (Vehicle Repairs)
Vhembe District	No submission	No submission	No submission	No submission
Sekhukhune District	No submission	No submission	No submission	No submission
Capricorn	No submission	No submission	No submission	No submission
Mopani District	No submission	No submission	No submission	No submission

NAME OF PROVINCE MPUMALANGA
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Ehlanzeni District
City of Mbombela	5 fire engines	5 Fire engines	R 350 074.00. (Fuel) R 657,723.00 (vehicle maintenance) R 150 000.00 (equipment maintenance) R 530 65.00 (personnel Uniform) R529 161.00 (PPE) R 95 818.00 (Fire Protection Association [FPA] membership) R 321 702.00 (servicing of fire extinguishers)	R 400 000.00 (Fuel); R 836,436.00 (Vehicle maintenance) R200 000.00 (Equipment maintenance) R 1 000 000.00 (personnel Uniform) R 2,438,001.00 (PPE) R 200 000 (FPA membership) R 1 000 000.00 (servicing of fire extinguishers)
Gert Sibande District
Msukaligwa LM	5 fire engines 1 heavy duty hazmat response truck 1 hazmat response trailer	2 fire engines 1 heavy duty hazmat response truck 1 hazmat response trailer	R 3,280,000 (Aerial Support) R 899,000 (Fleet maintenance) R 170,000 (Fuel) R 250,000 (Uniforms & PPE) R 368,929 (Repair of tools and equipment) R 112,000 (FPA membership)	R 3 558,000 (Aerial Support) R 837 453 (Fleet maintenance) R 229 350,00 (Fuel) R638 786,00 (Uniforms & PPE) R 361,843 (Repair of tools and equipment) R 112,000 (FPA membership)
NAME OF PROVINCE MPUMALANGA
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Nkangala District
Steve Tshwete LM	08 Fire trucks 02 Tankers 01 Hazmat 12 Veld Fire Vehicle	07 Fire trucks 02 Tankers 01 Hazmat 10 Veld Fire Vehicle	R500 000 (Replace Jaws Rescue set) R1 100 000 (Replace 4X4 veld fire Vehicle) R155 000 (Replace Skid-Units) R180 000 (Replace Fire Equipment) R120 000 (Work Station Control Centre)	R440 000 (Replace Jaws Rescue set) R750 000 (Replace 4X4 veld fire Vehicle) R160 000 (Replace Skid-Units) R190 000 (Replace Fire Equipment)

NAME OF PROVINCE: KWAZULU-NATAL
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Ugu District
Umziwabantu LM	None	None	R300 000.00	R300 000.00
Mdoni LM	None	None	R 5 465 783.00	R 7 681 919.00
Mzumbe LM	1 Fire Engine	1 Fire Engine	R 1 000 000.00	R 3 600 000.00
Ray Nkonyeni LM	1 Fire Engine	1 Fire Engine	R 500 000.00	R 500 000.00
uMgungundlovu DM	5 fire Engine	4 Fire Engine	R1 700 000.00	R 6 400 000. 00
Msunduzi LM	4 fire Engines	2 Fire Engines	00	R345 000.00
King Cetshwayo DM
Umfolozi LM	1 Fire Engine	1 Fire Engine	R 200 000.00	R 200 000.00
Umhlathuze LM	8 Fire Engine	8 Fire Engine	R 9 000 000.00	R 7 000 000.00
Umlalazi LM	1 Fire Engine	1 Fire Engine	R 2 267 000.00	R00. 00
Mthonjaneni LM	1 Fire engine	1 Fire Engine	00	R500 000
Nkandla LM	1 Fire engine	1 Fire Engine	00	00
iLembe District
KwaDukuza LM	4 Fire engines	3 Fire engines	R200 000	00
Ndwedwe LM	No fire service	No fire service	00	00
Maphumulo LM	No fire service	No fire service	00	00
Mandeni LM	1 Fire engine	1 fire engine	R5 000 000.00	R500 000

NAME OF PROVINCE: KWAZULU-NATAL
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Harry Gwala District
Ubuhlebezwe LM	1 Fire Engine	1 Fire Engine	R 515 000.00	R 450 000.00
Nkosazana Dlamini Zuma LM	1 Fire engine	1 Fire engine	R1 500 000.	R600 000
uMzimkhulu LM	1 Fire engine	1 Fire engine	R2 000 000	R5 000 000
eThekwini Metro	44 Fire engines	44 Fire engines	R11 000 000	R8 000 000
uThukela District
Alfred Duma LM	4 Fire engines	4 Fire engines	00	00
Inkosi Langalibalele LM	1 Fire engine	1 Fire engine	00	00
Okhahlamba	2 Fire engines	2 Fire engines	R100 000	00
Amajuba District
Newcastle LM	7 fire engines	7 fire engines	R45 321.50	R29 584.13
Emadlangeni LM	00	00	00	00
Danhauser LM	00	00	00	00
Zululand District
Dumbe LM	1 Fire engine	1 Fire engine	00	00
Phongola LM	1 Fire engine	1 Fire engine	00	00
Abaqulusi LM	4 Fire engine	4 Fire engine	00	00
Nongoma LM	00	00	00	00
Ulundi LM	1 Fire engine	1 Fire engine	00	R6 000 000
NAME OF PROVINCE: KWAZULU-NATAL
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
uMzinyathi District
Umvoti LM	3 Fire engines	3 Fire engines	00	00
Msinga LM	00	00	R70 000	R70 000
Nquthu LM	4 Fire engines	4 Fire engines	R210 000	R2 183 000.00
Endumeni LM	1 Fire Engine	1 Fire engine	R1 800 000.00	R800 000.00
uMkhanyakude District
Jozini LM	1 Fire engine	1 fire engine	00	00
Umhlambuyalingana LM	1 Fire engine	1 fire engine	R60 000	R190 000
Big 5 Hlabisa LM	1 Fire engine	1 fire engine
Mtubatuba	1 Fire engine	1 fire engine	R150 000	R150 000

NAME OF PROVINCE: NORTH WEST
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Bojanala District
Rustenburg LM	14 (1X Hydraulic Platform, 7x Major Pumpers, 1xMedium Pumper, 2x Skid Units, 1x Rescue Unit, 1x Hazmat Unit, 1x Dive Unit)	8 (3xMajor Pumpers, 2x Skid Units, 1x Rescue Unit, 1x Hazmat Unit, 1x Dive Unit)	R900 000 Consumables, Repair and Maintenance of fleet and equipment. R800 000 Procurement of PPE	R1m Consumables, Repair and Maintenance of fleet and equipment. R1.1m Procurement of PPE
Madibeng LM	5 (Turntable Ladder, Major Pump, Water Tanker, Rapid Intervention, Grass Unit) Hazmat Trailer	5 (Turntable Ladder, Major Pump, Water Tanker, Rapid Intervention, Grass Unit) Hazmat Trailer	R 400 .000 Procurement of Equipment	R 800 000 for PPE
Moretele LM	3 (Rescue Pumper, Water Tanker, Major Pumper)	2 (Rescue Pumper and Water Tanker)	None	R180 000.00 Repair and Maintenance of Fire Service Fleet and Equipment. R20 000 installation of back-up water supply.
Moses Kotane LM	4 (Medium Pumper, Rescue Vehicle and Water Tanker, Major Pumper)	2 (Medium Pumper, Rescue Vehicle)	None	R123 000 Repair and Maintenance of Fire Service Fleet and Equipment.
Kgetleng LM	4(Tanker; Medium Pumper Major Pumper; Rescue Vehicle)	2 (Medium Pumper, Rescue Vehicle).	None	R45 000.00 Repair and Maintenance of Fire Service Fleet and Equipment.

NAME OF PROVINCE: NORTH WEST
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Dr Ruth Segomotsi Mompati District
Lekwa Teemane LM	6 (2xWater Tankers, 2xRescue Pumpers, 2xSkid Units)	5 (1xWater Tanker, 2xRescue Pumpers, 2xSkid Units)	R125 000	R175 000
Mamusa LM	4 (2x Water Tankers, 1x Rescue Pumper, Skid Unit)	4 (2x Water Tankers, 1x Rescue Pumper, Skid Unit)	R125 000	R175 000
Greater Taung LM	4 (1xWater Tanker, 1x Rescue Pumper, 2xSkid Units)	4 (1xWater Tanker, 1x Rescue Pumper, 2xSkid Units)	R125 000	R175 000
Kagisano-Molopo LM	5 (2xRescue Pumpers, 1x Water Tanker, 2x Grass Units)	3 (2xRescue Pumpers, 1x Water Tanker)	R125 000	R175 000
Naledi LM	4 Pumpers 3 LDV Grass Fire Units	3 Pumpers 2LDV Grass Fire Units	R366 054.16	R545 655
Ngaka Modiri Molema District
Mahikeng LM	6 (1X Water Tanker, 3xRescue Pumpers, 2x Skid Units)	1x Rescue Pumper	Budget centralised at the fleet management Unit.	Budget centralised at the fleet management Unit.
Ratlou LM	2 ((1xRescue Pumper, 1xSkid Unit)	None	Budget centralised at the fleet management Unit.	Budget centralised at the fleet management Unit.

NAME OF PROVINCE: NORTH WEST
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Ramotshere Moiloa LM	6 (1xWater Tanker, 2xRescue Pumpers, 2xSkid Unit, 1x Hazmat Unit)	4 (1xWater Tanker, 1xRescue Pumper, 1xSkid Unit, 1x Hazmat Unit)	Budget centralised at the fleet management Unit.	Budget centralised at the fleet management Unit.
Ditsobotla LM	3 (2xRescue Pumper, 1xSkid Unit)	1xSkid Unit	Budget centralised at the fleet management Unit.	Budget centralised at the fleet management Unit.
Tswaing LM	2 (1xRescue Pumper, 1xSkid Unit)	None	Budget centralised at the fleet management Unit.	Budget centralised at the fleet management Unit.
Dr Kenneth Kaunda District
JB Marks LM	12 (3X Water Tankers, 2xRescue Vehicles, 3x Pumpers, 4x Skid Units,	9 (3X Water Tankers, 1xRescue Vehicles, 2x Pumpers, 3x Skid Units,	R213 603.00	R3 258 856.00
Matlosana LM	6 (3X Water Tankers, 3xRescue Pumpers)	6 (3X Water Tankers, 3xRescue Pumpers)	R200 000.00	R320 000.00
Maquassi Hills LM	4 (1x Medium Pumper, 1x Mini Pumper, 2x Skid Units)	3 (1x Medium Pumper, 1x Mini Pumper, 1x Skid Unit)	R252 600	R337 900
Z.F.Mgcawu District
Dawid Kruiper LM	02 Fire truck/engine 01 fully equipped LDV 01 Water Tanker	01 Fire truck/engine 01 fully equipped LDV 01 Water Tanker	Information not submitted	Information not submitted
Frances Baard District	02 Fire Trucks	02 Fire Trucks (no personnel to operate the trucks)	Information not submitted	Information not submitted
Sol Plaatje	03 Pumpers (fire engine) 02 Water tankers 01 Aerial Platform (Snorkel)	03 Pumpers (fire engine) 02 Water tankers 01 Aerial Platform (Snorkel)	Information not submitted	Information not submitted
NAME OF PROVINCE: NORTH WEST
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Namakwa District
Nama Khoi	01 Fire Truck / engine 01 LDV	01 Fire Truck / engine 01 LDV	Information not submitted	Information not submitted
John Taolo Gaetsewe District	Information not submitted	Information not submitted	Information not submitted	Information not submitted
Pixley Ka Seme District
Emthanjeni LM	01 Old Fire truck/ Engine	01 Operational fire truck engine	Information not submitted	Information not submitted

NAME OF PROVINCE: FREE STATE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Mangaung Metro	6 X Major Fire Pumpers; 1 X Aerial Appliance (Taken out of commission: to be replaced by 31 April 2021); 1 X HAZMAT Unit; 1 X Urban Search and Rescue (USAR) Unit; 7 X LDV 4 X 4 Grass Fire Units; 2 X Motorized Water Rescue Boats	6 X Major Fire Pumpers; 1 X Aerial Appliance (On order: delivery expected by 31 April 2021); 1 X HAZMAT Unit; 1 X USAR Unit; 2 X LDV 4 X 4 Grass Fire Units (5 out of commission); 2 X Motorized Water Rescue Boats	Nil (Zero) Capital Expenditure	R 352 725 for equipment i.e. 5 X Level “A” HAZMAT Suits; 8 X Fire Fighting / Rescue Extension Ladders; (8 X petrol Powered Blowers; Petrol Powered Chain Saws; 2 X Portable Fire Fighting Pumps) R 14 000 000 (2 X Major Fire Pumpers).
Lejweleputswa District	No submission	No submission	No submission	No submission
Thabo Mofutsanyane	0	0	R2 000 000 (firefighting equipment donated by Santam)	00
Dihlabeng LM	4 Fire engines	2 fire engines	00	00
Phumelela LM	00	0	00	00
Maluti LM	4 Fire engines	0	00	00
NAME OF PROVINCE: FREE STATE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Setsoto LM	None	None	None	None
Nketoana LM	None	None	00	00
Mantsopa LM	1 fire truck	1 fire truck	00	00
Fezile Dabi District	No submission	No submission	No submission	No submission
Xhariep District	No submission	No submission	No submission	No submission

NAME OF PROVINCE: EASTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Amathole District	23 in total 14 x fire engines 9 x bakkies with skid unit	6 operational trucks 3 x operational skid units	unknown	unknown
Amahlathi LM	5 vehicles	3x Medium pumpers, 1x skid unit and 1x rescue unit	Nil/Zero	Nil/Zero
Raymond Mhlaba LM	2 vehicles	1x Medium Fire Engine 1x Firefighting LDV Skid unit	unknown	unknown
Great Kei LM	5 vehicles	2x Medium fire engines, 1x skid unit, 1x Major pumper, 1x Response vehicle	unknown	unknown
Mbhashe LM	3 vehicles	1x major pumper, 1x Skid unit bakkie, 1x Response vehicle	unknown	unknown
Mnquma LM	6 vehicles	3x Skid Units, 1x Major pumper 1x medium pumper 1x Response vehicle	unknown	unknown
Ngqushwa LM	4 vehicles	2x Medium pumper 1x rescue unit 1x Response vehicle	Unknown	Unknown

NAME OF PROVINCE: EASTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Alfred Nzo District
Matatiele LM	6 vehicles	3x Firefighting LDV Skid units, 1x Medium fire engine, 1x Fire tanker 1 x Rescue & Extrication with jaws of life, fire pumper (less capacity than fire engines).	no response	no response
Umzimvubu LM	3 vehicles	1x Fire-Tanker (not in good condition), 1x Skid Unit and 1x Medium Fire Engine	no response	no response
Ntabankulu LM	1 Skid Unit (Toyota Double Cab)	1x Skid Unit Toyota Hilux	no response	no response
Mbizane LM	4 vehicles	2x Firefighting LDV Skid units 1x Medium fire engine 1x Response Vehicle	no response	no response
Chris Hani District
Emalahleni LM	1 Vehicle	1x LDV Skid unit (Land cruiser)	no response	no response
Engcobo LM	4 Vehicles	2x LDV Skid units and 1x Medium Pump 1x Firefighting trailer	no response	no response
Intsika Yethu LM	2 Vehicles	1x LDV Skid unit and 1x Medium Pumper	no response	no response
Inxuba Yethemba LM	2 Vehicles	2x Medium Pumpers	no response	no response
Sakhisizwe LM	0	None	no response	no response
NAME OF PROVINCE: EASTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Enoch Mgijima LM	10 Vehicles	2x Medium pumper 3x Firefighting skid units 1x Rescue vehicle 1x Hazmat Vehicle 1x Light vehicle 1x Major pumper 1x Fire Fighting trailer	no response	no response
Joe Gqabi District
Elundini LM	1 vehicle	1 Skid Unit	no response	no response
Walter Sisulu LM	6 vehicles	3x Skid Unit 2x Medium Pumpers 1x Rescue	no response	no response
Senqu LM	3 vehicles	2x Medium Fire Engines 1x Firefighting skid unit	no response	no response
OR Tambo District
Ingquza Hill LM	1 Tanker	1x Water tanker	no response	no response
King Sabata Dalindyebo LM	6 Vehicles	1x Water Tanker (OOC) 1x Medium Pumper (OOC) 2x Major Pumpers (OOC) 1x Hazmat LDV (new) 1x Skid unit	no response	no response
Mhlontlo LM	2 Vehicles	1x Medium Pumper 1x Skid Unit (OOC)	no response	no response
Nyandeni LM	2 Vehicles	1x Major Pumper 1x Skid Unit (OOC)	no response	no response
Port St. Johns LM	2 Vehicles	1x Major Pumper 1x Skid Unit (Rescue Tools)	no response	no response
NAME OF PROVINCE: EASTERN CAPE
NAME OF MUNICIPALITY	TOTAL NUMBER OF FIRE TRUCKS	TOTAL NUMBER OF OPERATIONAL FIRE TRUCKS	ITEMISED LIST OF EXPENDITURE ON FIREFIGHTING EQUIPMENT
			2018/2019 FY	2019/2020 FY
Sarah Baartman District	nil	nil	R1,246,343	R753,053
Blue Crane Route LM	1	1	nil	nil
Dr Beyer’s Naude LM	3	3	nil	nil
Makana	3	3	nil	nil
Koukamma	1	0	nil	nil
Sunday's River Valley	2	2	nil	nil
Kouga	9	9	nil	R518 218.40
Nelson Mandela Metro	44 Fire trucks	17x Rescue pumps, 6x Hazmat unit, 1x Heavy rescue vehicle 4x LDV firefighting Skid units 1x Firefighting trailer 4x Water tankers, 1x Medium Pumper	No submission	No submission

BACKGROUND INFORMATION:

a) The National Disaster Management Centre (NDMC) interacted with all Provincial COGTAs through their Head of Department offices requesting them to facilitate, collate and consolidate information regarding this Parliamentary Question (PQ). Accordingly, the NDMC developed a generic template, in line with the PQ and its sub-elements in order to facilitate packaging of responses by the municipalities through their respective Provincial Disaster Management Centres (PDMCs).

b) The NDMC has interacted with all provincial COGTAs on numerous occasions regarding the submission of the required information and only five (5) provinces i.e. Gauteng, North West, Western Cape, KwaZulu Natal and Eastern Cape (to some extent) submitted comprehensive reports in this regard. The other provinces submitted information with gaps from districts that did not submit the required information.

c) The NDMC has noted that the provinces i.e. Free State, Northern Cape, Limpopo and Mpumalanga without dedicated and fulltime capacity for the coordination of Fire Services struggled to provide comprehensive reports. The NDMC is concerned about effects of the weak institutional capacity in these provinces on effective national coordination of fire services work and on the provision of support to municipalities respectively.

d) It is important to note that the PQ is somewhat vague as it refers to fire trucks rather than fire engines. In view of this, most municipalities have chosen to provide specifics about the various appliances (firefighting vehicles) that are at their disposal.

e) While the Firefighting function is performed by all the metros, there are some category B and C municipalities without the authority to render this service. This is in line with the adjustment of powers and functions provided for in section 85 of the Municipal Structures Act, 1998. Thus, some municipalities (either districts or locals) did not provide information as they are not authorised to render a function. The NDMC is confident that the approval of the White Paper on Fire Services will provide impetus for municipalities to build capacity to manage fire risks in their respective jurisdictions.

Reply:

1. What is the position of her department regarding the appeal by the Makana Local Municipality and the Provincial Executive of the Eastern Cape to appeal the judgment of the Grahamstown High Court to dissolve the Council;

I cannot comment on the matter regarding the appeal by the Municipality and Provincial Executive because it is in the courts at the moment to deal with concerns about the interpretation and application of vitally important provisions of the Constitution.

2. whether she has been informed of the numerous service delivery issues affecting the residents of the Makana Local Municipality, including landfill management, water availability, road repairs and sewerage leaks, which have not been resolved and for which numerous court cases have found against the municipality, resulting in several criminal cases being opened against the mayor and the municipal manager; if not, what is the position in this regard; if so,

I am aware of the service delivery challenges facing the municipality. The Department is providing support to the Municipality to deal with some of the challenges while building capacity for the municipality. These challenges are also compounded by the drought conditions and dilapidated infrastructure that has been prevalent for over five years to date.

The challenges were escalating at a very high pace, which led to the Municipal Manager (MM), Mr M Mene to convene various special council meetings to address service delivery matters since 2019. These meetings were attended by several stakeholders representing the residents of the Makana Municipality and representatives of government departments. In these meetings it was resolved that the Water Crisis Disaster Management Plan should be compiled outlining interventions to mitigate the water crisis in the area. A Water Crisis Joint Operations Committee (WCJOC) was established to develop and implement the Disaster Management Plan.

The WCJOC is mandated to invite stakeholders at an ad hoc basis to assist with the implementation of the Disaster Management Plans. The WCJOC described above is a decision making and planning entity whose primary goal is to limit and contain the impact of the current disaster situation to the community. The Committee still meets every week in the Makhanda Municipality to assess and get update on the responses to the water crisis and provision of basic infrastructure.

WATER AVAILABILITY:

The Makana Local Municipality is one the heavily affect municipalities by drought conditions. As a result, Makhanda community relies only on the water supply from mostly Glen Melville Dam that is on the Fish River Catchment. This water is treated in the James Kleynhans Water Treatment Works (JKWTW), treating 10Ml/d. The other source is rather unreliable due to the low dam Levels (about 25%) and can only treat about 5Ml/d relative to its full capacity of 7.5Ml/d. The normal daily demand for Makhanda is 18Ml/d and that puts a burden as the demand is higher than supply. As a result, they are currently implementing water restrictions between 20h00 to 05h00 every day. To ensure reliable water supply, the following infrastructure projects are currently being implemented:

(i) Supply and Installation of 2 Pumpset for JKWTW to enable pumping redundancy so to avoid unnecessary water supply disturbance,

(ii) Replacement of Asbestos pipelines with PVC pipe Phase 1 and Phase 2 to help with reduction of pipe leakages,

(iii) Water Conservation and Water Demand Management Phase 2 and 3, this is to assist with early pipe leak detection and reduction of water losses,

(iv) Installation and replacement of old Zonal Water Meters to help with monitoring of water usage.

MISA is providing technical support relating to civil work on infrastructure and the electrical engineer is normally on site at the James Kleynhans Water Treatment Works. The support is also given to municipality on MIG projects planning, implementation and monitoring processes and to ensure the development of response plan to service delivery challenges.

The National Department of Cooperative Governance allocated MIG funding to deal with all the persistence service delivery challenges including water and sanitation challenges.

SEWER:

(i) Upgrade of Mayfield Gravity Sewer is underway to enable smooth transportation of sewerage to the treatment works therefore unlocking bottlenecks on the sanitation conveyance system, especially after the completion of the upgrade of Makana Sewer Pump Stations.

(ii) Makana Bulk Sewer Treatment Works is being upgraded to unlocking bottlenecks on the sanitation upgrade that enable smooth transportation of sewerage to the conveyance system, especially after the completion of the Upgrade of Makana Sewer Pump Stations.

ROADS:

(i) Upgrade of Ncame Street: This will focus on the main taxi route and therefore improving the state of the roads, and

(ii) Resurfacing of Somerset, High, New and Hill Street to reduce and improve roads infrastructure

MISA has provided funding for the rehabilitation and maintenance of roads. This includes Grahamstown CBD road, Somerset, Hill and New Road.

(3) What action will she take to ensure that the residents of Makana receive the services they are entitled to:

The above processes taken by the Municipality will ensure that reliable and quality services are rendered to the residents. Also with the completion of the above mentioned projects, Makana will have more sustainable and reliable provision of services putting more emphasis on operations and maintenance as a result of the aged infrastructure.

(4) Whether she will consider invoking section 139(7) of the Constitution, read with sections 139(1)(c) and 139(5), given the failure of the Provincial Executive to adequately deal with their obligations in this regard; if not, why not; if so, what are the relevant details? NW829E

The invocation of section 139(1), (4) and (5) of the Constitution are a prerogative of the provincial executives. On the other hand, section 139(7) of the Constitution of the Republic of South Africa, 1996 follows from lack of or inadequate invocation of a mandatory section 139(4) or (5) of the Constitution. Section 139(7) of the Constitution of the Republic of South Africa, 1996 provides that if a provincial executive cannot or does not adequately exercise the powers or perform the functions referred to it in subsection 139(4) and (5) of the Constitution, the national executive must intervene in the stead of relevant provincial executive.

The interventions invoked in terms of the two subsections (4) and (5) of section 139 of the Constitution are mandatory financial interventions, and the provincial executives must invoke these subsections if the municipalities satisfy the criteria outlined in those two subsections. The only time when the national executive may intervene in these scenarios are when:

(i) the provincial executive cannot, or

(ii) the provincial executive does not, or

(iii) the provincial executive does not adequately exercise the powers or perform the functions referred to in subsection (4) or (5) of section 139 of the Constitution, then the national executive must intervene in the stead of the provincial executive.

A regulatory framework on interventions will provide further detailed obligatory criteria on the invocation of section 139(7) of the Constitution by the national executive.

Reply:

a) The Government of South Africa remains seized with the modalities in respect of the downgrading of the South African Embassy in Israel. The Department will communicate further actions upon the conclusion of our deliberations; and

b) The Government of the Republic of South Africa remains of the view that the only way to realise a lasting peace in the Middle East Peace Process, is to ensure a two-state solution for Palestine and Israel with a sovereign, internationally recognised and independent State of Palestine, based on the 4 June 1967 borders, with East Jerusalem as its capital, within recognised and secure borders.

Reply:

a) Councillors, as public representatives and as members of municipal councils, must adhere to a Code of Conduct for Councillors and must ensure strict compliance with all legislation when performing their responsibilities. The Municipal Structures Act presently provides for the establishment of portfolio committees to deal with specific focus areas, as well as an oversight committee, commonly referred to as the Municipal Public Accounts Committee (MPACs). The functions of the MPAC are to, in the main, review reports of the Auditor-General, the management committee, and the audit committee, and to then make recommendations to the municipal council on any matter affecting the municipality. The MPAC is also required to initiate and develop the oversight report on the annual report of the municipality, as required in terms of section 129 of the Municipal Finance Management Act.

b) Metropolitan and local municipalities that have established ward committees also use these committees to attend to community concerns and complaints. Ward committees are community representative structures meant to serve as official participatory structures in municipalities. These committees are chaired by ward councilors and serve as formal communication channels between the community and municipal councils. Ward committees are constituted by diverse interest groups to ensure inclusion of all sectors and vulnerable groups such as youth, women, religious groups, senior citizens, and community-based organizations. The Department supports the functionality of these structures through disbursement of the Local Government Equitable Share to cover Out of Pocket expenses for qualifying municipalities, capacity building for ward committee members and monitors the functionality of these structures on an on-going basis. In the absence of the ward councillor, members of the ward committees become a bridge between the municipality and communities.

In addition to ward committees, the Department is rolling-out GovChat, a social media-based community engagement platform that is implemented through an Open Government Partnership. Through GovChat, users can drop a location pin or physical address to know their public representative/ward councillor, lodge municipal service requests as well as rate and report service delivery in government facilities. The platform allows the public to lodge complaints and receive real-time feedback. Such will include service delivery complaints, non-adherence to covid-19 regulations as well as gender-based violence and femicide.

Reply:

No, the Department of International Relations and Cooperation (DIRCO) does not make use of private security firms. All security officers at DIRCO Head office are employed full time by the Department. The security staff complement comprises of 88 security officers who work through a shift system that has been negotiated with organised labour though the Departmental Bargaining Chamber.

The security services at DIRCO’s three State Protocol Lounges (OR Tambo, King Shaka and Cape Town International airports), are offered by Airports Company South Africa and the South African Police Service.

However, South African Missions abroad require security services, so in this case private security firms are used. Due to the limited number of personnel that DIRCO can deploy, missions rely on private security firms for security.

 

Reply:

1. The Department of Cooperative Governance (DCOG) has approached the Development Bank of Southern Africa (DBSA) to act as its implementing agent in the roll out of the District Development Model (DDM) by providing the requisite project and programme capacity. Accordingly, the DCOG and the DBSA has entered into a Memorandum of Agreement on 03 March 2020 to formalise the roles of the Parties in the establishment of the DDM Programme Management Office (PMO) and the rolling out of Phase 1 of the DDM in the pilots in accordance with the programme implementation plan. The said MoA provides for the programme funding arrangements and specifies that the DCOG shall fund the programme up to a total amount of R50 million (Fifty Million Rand) per annum over the first three financial years of the duration of the MoA.

(i) To this end, the DBSA has invoiced the Department for the first R50 million payable for the 2020/21 financial year.

(ii) Furthermore, the DBSA has agreed to contribute financially towards the capacitation of the PMO and technical advisors to support the initiatives which are essential to the implementation and management of the programme, i.e. the preparation of the One Plan for the two DDM pilots, namely OR Tambo and Waterberg. Therefore, the DBSA as the implementing agent has procured the service providers for the development of the One Plans for the two pilots and all payments are made by the DBSA directly to the contracted service providers.

2. As indicated above the department does not pay any of the One Plan service providers and all payments are made by the DBSA as the implementing agent to the contracted service providers. To date the DBSA has paid the contracted One Plan service providers a total amount of R1 257 217.40.

3. The total contract value payable to the appointed service providers for the complete development of the One Plans for the two pilots amount to R4 930 398.00

 

Reply:

a) The Department has not failed to pay the NPOs nor has it failed to honor its contractual obligations. During the last 3 years, our Department has received negative audit findings. Most of these findings were linked to the process by which monies were transferred to the NPOs. This was largely due to the NPO’s poor accountability for the transfers made to them. As a result of this, we have strengthened our financial processes, and every rand disbursed is accounted for before further disbursements are made. We are working with some of the NPO and implementing agents that are still struggling to reconcile their accounts. The NPOs, however, are fully engaged and aware what the outstanding issues are.

b) The monies owed will be settled with each Implementing agent once they have complied with the Service Level Agreement signed with them and submitted the requisite documents to enable the department to pay. All monies transferred to partnering NPOs need to be accounted for in full as prescribed by the relevant NPO Transfer protocols.

Reply:

1. Private sector stakeholders have engaged the department and agreed to provide technical assistance of varying nature in respect of the work of the District Hubs

(a) The stakeholders are among others, the Development Bank of South Africa (DBSA), the United Nations and the Public/Private Growth Initiative (PPGI).

(b) The DBSA has been appointed as the implementing agent for the District Development Model on behalf of the department. The remaining stakeholders provide capacity building opportunities and technical support in their respective areas of expertise.

We have no formal agreements with individual volunteers at this early stage.

2. A memorandum of agreement has been signed with the DBSA. Memoranda of understanding have been finalized with United Nations; National Business Institute (NBI) detailing length of the respective agreements; roles and responsibilities; governance structures; and other legalities.

The District Development Model is inclusive in its approach to ensure that we bring stakeholders outside the department. In this regard the department continues to explore partnerships in support of the implementation of the District Development Model.

Reply:

Yes, I have received a briefing from the Gauteng department of COGTA on the sewer system challenges in the Emfuleni Municipality. The Emfuleni Municipality’s sewerage system has had numerous and continues to have interventions to ensure that it is fully functional. Unfortunately, due to ageing infrastructure, often these interment repairs result in other failures on the system in other areas, leading to the health hazards that are caused by the sewerage spillage.

The Sharpeville area is serviced through the Leeuwkuil Waste-Water Treatment Works. This plant is earmarked for upgrading as part of the Sedibeng Regional Sanitation Scheme. The programme includes all lines and pumpstations that convey sewer to the plant. The Department of Water and Sanitation has allocated R117.1 million under the 2021/22 Regional Bulk Infrastructure Grant (RBIG) to the Vaal River System Intervention project to upgrade infrastructure and to address the sewer blockages and pollution of the Vaal River.

The participation of the Provincial and National Departments on these intervention programme has addressed some of the challenges, an example being the completion of the Module 6 Waste-Water Treatment in Sebokeng. Ongoing engagements with the Department Water and Sanitation and various stakeholder such as MISA, DBSA and other such agencies, are currently taking place to address both the short- and long-term intervention plans.

Operational sewer blockages are attended to as-and-when they occur. The Emfuleni Local Municipality has serious constraint with regard to resources however the municipality always attempts to address sewer spillages in order to mitigate health risks and avoid undue inconvenience to its residence.

The existing pumpstation located within Sharpeville was refurbished and repaired in 2018/2019 financial year. The pumpstation is sometimes non-functional due to electrical interruptions and other related operational challenges however, these challenges are attended to by the operational personnel as-and-when required.

Reply:

1. Yes, drought relief funds were provided by the Department of Cooperative

Governance (DCOG) during the national financial year 2017/2018 to (a) Ndlambe Local Municipality, (b) Makana Local Municipality and (c) no funds were provided to Ngqushwa Local Municipality.

(i) The total amounts provided to the municipalities were as follows:

• Ndlambe Local Municipality – R950 000
• Makana Local Municipality – R810 000

(ii) The intended purpose for funds allocated to Ndlambe and Makana Local Municipalities was for drought intervention projects, particularly the recommissioning of boreholes and related water infrastructure that were not functional within the municipalities.

2. the reports from both municipalities indicated that the funds were used for the intended purposes for drought interventions within the municipality;

3. the projects for which the funds were intended were completed successfully as per the reports submitted by the municipalities;

4. the DCOG continues to support all municipalities within the country, including the mentioned municipalities through normal existing departmental programme, particularly the Municipal Infrastructure Grant (MIG) regarding annual funding allocations for water and sanitation infrastructure for development and service delivery enhancement within the municipalities.

 

Reply:

The ESKOM Technical Task Team that was established as an interdepartmental and intergovernmental platform to facilitate the discussion and resolution on matters relating to outstanding payments and debt owed to ESKOM. The Task Team resolved that an Ombudsman must be appointed to process and verify the amount of debt owed by organs of state to municipalities, and in turn the debt owed by municipalities to Eskom, Water Boards, Department of Water and Sanitation Trading Entity.

As the custodian of the Intergovernmental Relations Framework (IGRFA) Act 13 of 2005, my Department was tasked to initiate and facilitate the appointment of an Ombudsman. The Department obtained advice from its Legal Services Unit and the Unit dealing with intergovernmental relations on the feasibility of appointing an Ombudsman to act as an intergovernmental dispute facilitator. It was concluded that such an appointment would not be feasible as the IGRFA makes specific reference to an “Intergovernmental Dispute Facilitator” with key responsibilities that are different to the definition and role of an Ombudsman.

The Technical Task Team endorsed the establishment of a panel of intergovernmental dispute facilitators instead. Given the technical nature of the disputes, such a panel will comprise of senior officials from member departments and stakeholder entities making up the ESKOM Technical Task Team.

This process is now underway and the department of COTGTA has also developed the terms of reference that will frame the functioning of such panel which was approved and endorsed by the Technical Task Team.

Reply:

In terms of the enabling Legislation of the Unemployment Insurance Fund (UIF), the Compensation Fund (CF) and Supported Employment Enterprises (SEE), the Minister of Labour (now Employment and Labour) appoints a Commissioner and support staff to perform the functions of the Funds and seconds such to the Funds.

As a result of this, it is the Department that is the registered employer and all appointments are made in line with the Public Service Act and accompanying Regulations. The Department therefore performs all payroll functions for the Department, the UIF, CF and SEE as one employer.

In terms of Compensation of Employees (CoE or payroll), the allocation of expenditure is governed by an Organisational Development (OD) exercise determining the functions and the level of such functions performed by positions contained in the approved establishment. This is commonly referred to as the “Approved Percentage Split”. This information is captured against positions on the establishment and is monitored and controlled by the Human Resource Management units within the Department as well as the UIF, CF and SEE.

The establishment is confirmed as being correct at regular intervals as it is this establishment which determines the value of CoE that is expensed against the Vote or alternatively recovered from the respective Fund.

As a result of this symbiotic relationship, the Department reflects an approved establishment of 9,990 on PERSAL however, only expenditure in respect of 2987 positions are expensed against the CoE allocations reflected in the Estimates of National Expenditure, and not 9,990 positions as per the approved establishment.

Reply:

(a) The Comprehensive National GBVF Prevention Strategy was prioritised. The department divided the prioritisation of the Prevention Strategy into two phases; The 1st phase involved the development of a communication strategy. This was based on the understanding that over the years, public dialogue and visibility of GBVF around social behavioral change programmes has not transpired on communication platforms. The communication strategy was developed and concluded last year to inform and raise awareness and influence behavioral change. The GBVF Communication Strategy was developed with men and boys as the core target audience. The goal is to change the norms and stereotypes that perpetuate violence against women, children and the LGBTQIA+ sector.

The communication strategy was the first step towards the development of a comprehensive national prevention strategy

Below is the response for phase 2:

(b) Due to a lack of resources the Department has partnered with four UN agencies, namely UN Office on Drugs and Crime; UN Women; United Nations International Children's Emergency Fund (UNICEF); and UN Development Programme (UNDP) in the development of a Comprehensive National Gender-Based Violence and Femicide Prevention Strategy.

This partnership also includes the GIZ which is the German development cooperation with South Africa. This has been done to ensure that the implementation of the Prevention Strategy is not hindered.

It should be noted that the Prevention Strategy will be concluded in the 2021/22 financial year.

(c) The inability of the officials to develop the prevention strategy is based on the inadequate resources in terms of personnel and funding and not due to incompetency. It is the very officials that reached out to UN agencies in forging a partnership. This does not require consequences management. The partnership forged already is strategic enough and it will enhance existing capacity and yield the desired results.

___________________________

Approved by:

Ms M Nkoana-Mashabane, MP

Minister

Date:

Reply:

a) It is worth noting that there is reasonable progress in some of the interventions of the NSP on GBVF. However, reporting on progress has been mainly based on outputs of activities rather than outcomes. The NSP on GBVF is still in its early stages of implementation and outcomes and impact takes time.

b) The department has been working with national departments, provinces, districts and local municipalities towards integration of NSP on GBVF priorities in strategic plans. As part of localising the NSP on GVBF, provinces are working on their implementation plans and establishing structures aligned to the principles of the NSP on GBVF with the guidance of the department. The department is also conducting information sessions across all nine provinces. Between February and March 2021 eight (8) provinces have been covered with KwaZulu-Natal being the only outstanding province.

___________________________

Approved by:

Ms M Nkoana-Mashabane, MP

Minister

Date: