Questions & Replies: Question & Replies No 301 to 350
2008-11-26
[PMG note: Any gaps in the numbering are due to the replies not being provided yet]
NATIONAL ASSEMBLY INTERNAL QUESTION QUESTIONS FOR ORAL REPLY11 SEPTEMBER 2009
304. Mr L Ramatlakane (Cope) to ask the Minister for the Public Service and Administration:
(1) Whether his Department or an agency of his department such as the Public Services Sector and Education and Training Authority (Pseta), has granted a tender of service to a service provider last year; if not, what is the position in this regard, if so, (a) for what type of service, (b) to which service provider, (c) what was the tender period and (d) what was the amount of the tender;
(2) (a)(i) which service provider have received the 25 highest amounts and (ii) what are the amounts in numerical order and (b) how many tenders were awarded to the same service provider in the (i) 2007-08 and (ii) 2008-09 financial year;
(3) (a) what is the composition of the internal tender committee, (b) what are the names of the internal tender committee members and (c) how many tender committee members declared interests in any service provider during the process;
(4) Whether any tender committee members recused themselves during the tender processing; if not; what is the position in this regard; if so; (a) who recused themselves and (b) what names and details were recorded;
(5) whether the Public Service Act, Act 103 of 1994, and the relevant regulations are being adhered to in the prevention of corruption; if not; what is the position in this regard; if so; what are relevant details?
REPLY:
(1) The Department of Public Service and Administration has awarded a total number of 11 tenders to service providers rendering services to the department in the last year. There was, however, no tenders awarded by Pseta as most of the procurement requests fell below the tender threshold of R500 000 per request thereby procured through quotation process.
(2) (a) (i) No service providers have received the 25 highest amounts.
(ii) There are no amounts involved, as there were no service providers who received the 25 highest amounts
(b) (i) No tenders were awarded to the same service providers
during 2007-08
(ii) No tenders were awarded to the same service providers during 2008-09
(3) (a) The Department has two internal tender committees, which are the
Bid Evaluation Committee and Bid Adjudication Committee. The Bid Evaluation Committee is not a fixed committee, the composition of the committee is amended in terms of needs of the Department, whereas, the Bid Adjudication Committee is a fixed and permanent committee that is cross functional of members from different directorates within the Department. It is therefore not easy to report on members of the Bid Evaluation Committee as it changes from one functionality or need to another.
(c) No Bid Evaluation and Bid Adjudication Committee members have declared interests in any service provider during the process.
4. None of the committee members recused themselves during tender processing meaning none of the members had any conflict of interests to declare.
5. Yes, all relevant regulations are constantly being adhered to in the prevention of corruption however there's always room for improvement. And in addition, we will soon be launching the Public Service Integrity Management Framework to address these issues.
NATIONAL ASSEMBLY
QUESTION FOR WRITTEN REPLY
QUESTION NUMBER: 306
DATE FOR PUBLICATION: 18 SEPTEMBER 2009
DATE REPLY SUBMITTED: 15 DECEMBER 2009
DR CP MULDER (FFPlus) TO ASK THE MINISTER IN THE PRESIDENCY:
PERFORMANCE MONITORING AND EVALUATION:
(1) Whether the Presidency has introduced measures to deal effectively with the complaints received through the presidential hotline; if not, why not; if so, what do these measures entail;
(2) Whether specific mechanisms have been created to provide feedback to persons who have submitted complaints via the presidential hotline; if not, why not; if so, what these mechanisms entail;
(3) Whether all government departments have introduced mechanisms whereby to deal with complaints that are reported; if not, why not; if so, what do these mechanisms entails?
NW1728E
REPLY:
ANSWER 1:
The structure of managing and reporting on all calls logged through the President's Hotline was set in place even before the Pilot Phase of the project was launched on 14 Sep 09. The basic structure of the Hotline is based on the current Public Liaison structure which is deployed throughout Government in National and Provincial Departments, as well as in District and Local Municipalities. The Hotline structure is as follows:
· 1st Line Support at SITA where the call is received via the toll-free number. The agents at 1st Line will listen to the issue reported by the caller, will attempt to resolve it while the caller is still on the line, will log the call onto the call logging system and will forward the call either to 2nd Line or 3rd Line Support, depending on the type of issue reported. If the call is resolved by 1st Line, it is closed on the call logging system but remains available for statistical and reporting purposes;
· 2nd Line Support at the Presidency attends to all calls relating to corruption. If the 1st Line agent identifies the call as being corruption related, the caller can be transferred to 2nd Line while still on the line, together with the call that has been logged onto the call logging system. 2nd Line can then obtain further information from the caller, if required;
· 3rd Line Support is based on the PLO structures in National and Provincial Departments, as well as in District and Local Municipalities. All calls relating to service delivery issues are routed to the appropriate 3rd Line officials for investigation and for providing feedback to the caller.
ANSWER 2:
In accordance with the process that was agreed to before the launch of the Hotline, feedback to callers is to be provided by the particular official investigating a particular case. If the 1st Line agent can resolve the issue while the caller is on the line, appropriate feedback is provided at this stage, e.g. if information is required on Government services. If the call has been routed to 2nd or 3rd Line, the person responsible for attending to the issue at either level is to provide feedback to the caller.
ANSWER 3:
All Government Departments at National, Provincial and Local Government levels have representatives who attend to calls and provide feedback to callers.
QUESTION NO. 307
INTERNAL QUESTION PAPER NO. 5 of 2008
DATE OF PUBLICATION: 29 February 2008
Mr G R Morgan (DA) to ask the Minister of Environmental Affairs and Tourism:
What is the breakdown of species poached (a) in each national park and (b) in respect of the past four calendar years?
NW838E
MR G R MORGAN (DA)
SECRETARY TO PARLIAMENT
HANSARD
PAPERS OFFICE
PRESS
307. THE MINISTER OF ENVIRONMENTAL AFFAIRS AND TOURISM ANSWERS:
The breakdown of species poached in each national park is as follows (a) and (b):
| NATIONAL PARK | 2007 | 2006 | 2005 | 2004 |
| Addo NP | Period 2007 – 2004, species Kudu, Bush buck, Bush pig, Warthog, Common Duiker, Porcupine and Abalone | |||
| Ai-Ais/Richtersveld NP | 0 | 0 | 0 | 0 |
| Agulhas NP | 0 | 0 | 0 | 0 |
| Augrabies Falls NP | 0 | 0 | 0 | 0 |
| Bontebok NP | 0 | 0 | 0 | 0 |
| Camdeboo NP | 22 | Not available for the period 2006 – 2004. | ||
| Golden Gate NP | 0 | 0 | 0 | 0 |
| Highveld NP | 0 | 0 | 0 | 0 |
| Karoo NP | 0 | 0 | 0 | 0 |
| Kgalagadi TNP | 0 | 0 | 0 | 0 |
| Knysna NP | Period 2007 – 2004, species Abalone and Tree ferns | |||
| Kruger NP | 12 x Buffalo 2 x Kudu 9 x Warthog 17 x Impala 1 x Waterbuck 1 x Elephant 1 x Hyena 1 x Nyala 1 x Duiker 10 x White Rhino | 35 x Impala 17 x White Rhino 15 x Buffalo 4 x Zebra 3 x Waterbuck 3 x Kudu 3 x Nyala 3 x Lion 2 x Bushbuck 2 x Grey Duiker 1 x Warthog 1 x Elephant 1 x Crocodile 1 x Hyena | 2 x Buffalo 4 x Warthog 1 x Steenbok 53 x Impala 1 x Hyena 3 x Waterbuck 2 x Zebra 1 x Kudu 1 x Crocodile 1 x Reedbuck 10 x White Rhino | 1 x Lion 3 x Warthog 2 x Buffalo 1 x Hippo 4 x Impala 1 x Porcupine 1 x Zebra 1 x Bushbuck 1 x Hyena 1 x Kudu 1 x Waterbuck 7 x White Rhino |
| Mapunbugwe NP | 0 | 0 | 0 | 0 |
| Marakele NP | 0 | 0 | 0 | 0 |
| Mokala NP | 0 | 0 | 0 | 0 |
| Mountain Zebra NP | 0 | 0 | 0 | 1 x Mountain reedbuck 1 x Aardwolf |
| Namaqua NP | 0 | 0 | 0 | 0 |
| Table Mountain NP | 8665 x Marine species | 4578 x Marine species | 3378 x Marine species | 0 |
| Tankwa Karoo NP | 0 | 0 | 0 | 0 |
| Tsitsikamma NP | 0 | 0 | 0 | 0 |
| West Coast NP | 0 | 0 | 0 | 0 |
| Wilderness NP | Period 2007 – 2004, species of the subfamily Octopodinae, and all species of the genera Pinctada, Striostrea, Ostrea & Saccostrea | |||
QUESTION NO. 309
DATE OF PUBLICATION IN INTERNAL QUESTION PAPER: 29 FEBRUARY 2008
(INTERNAL QUESTION PAPER NO. 5)
Ms H Weber (DA) to ask the Minister of Health:
(1) Whether, with regard to the Independent Electoral Commission' s report that there were between 20 000 and 30 000 removals from the voters roll per month as a result of deaths, any investigation has been conducted to determine the cause of these deaths; if not, why not; if so, what were the findings;
(2) whether any of these deaths were preventable; if so, what are the relevant details?
NW841E
REPLY:
(1) The occurrence of any death is notified on a prescribed form in terms of Birth and Death Registration Act (Act 51 of 1992) as amended. In the event of natural deaths the notification is forwarded to the Department of Home Affairs whereupon an abridged death certificate is issued. In the event of non-natural death medico-legal investigations (autopsy and inquest) are required in terms of the Inquest Act (Act 58 of 1959) after which the results are forwarded to the Department of Home Affairs whereupon a final death certificate is issued.
The official statistics as released by StatsSA (Statistical release p0309.3) indicates that of the total recorded number of deaths 362 455 (82.9%) are attributed to natural causes and 54 050 (17.1%) to non-natural causes in 1997. The figures for 2004 are 514 997 (90.8%) and 52 491 (9.2%) respectively. It can be inferred from this that a majority of South Africans die from natural death.
The leading underlying natural cause of death in the years 2003 & 2004 were:
Tuberculosis – [2003, 12.2%; 2004, 12.3%],
Influenza and pneumonia – [2003, 8.2%; 2004, 8.0%],
Cerebrovascular diseases – [2003, 5.0%; 2004, 4.4%],
Intestinal infectious diseases – [2003, 4.4%; 2004, 4.7],
Other forms of heart diseases – [2003, 4.3%; 2004, 4.2%],
Diabetes mellitus – [2003, 3.0%; 2004, 3.0%],
Chronic lower respiratory diseases – [2003, 2.9%; 2004, 2.8%],
Certain disorders involving immune mechanisms – [2003/04, 2.7%]
Ischemic heart diseases – [2003; 2.4%],
Respiratory and cardiovascular disorders specific to the perinatal period – [2003/04, 22.3%],
Human Immunodeficiency virus [HIV] disease – [2004; 2.3%].
(2) It is common knowledge that most natural deaths and many non natural deaths are preventable. According to the World Health Organization comprehensive intersectoral approaches are the best intervention to avert deaths. Numerous programmes by the South African Government in general and the Department of Health working closely with other departments are aimed at preventing deaths. A case in point is the 'arrive alive' programme to prevent deaths associated road accidents.
The Department of Health working with sister Departments is implementing many programmes aimed at preventing deaths. As we celebrated the Alma Ata declaration on Primary Health Care, the Department of health with a broad range of stakeholders met recently to take stock of progress and discuss strategies moving on from here to improve the health status of South Africans.
QUESTION NO. 310
DATE PUBLISHED: 29 February 2008
DATE SUBMITTED: 19 May 2008
Ms D Kohler-Barnard (DA):
1) Whether the Government has prioritised any legislation dealing with the Scorpions to be passed by Parliament in 2008; if so,
2) Whether such legislation will go through the proper parliamentary procedure; if not, why not; if so, what are the relevant details?
NW842E
Reply:
1. Yes. Government has processed legislation that seeks to streamline all entities of the state that have a responsibility to deal with high-impact organized crime. This would result, among others, in the amalgamation of the Directorate of Special Operations with the relevant entities within the police and other agencies of the state.
2. The draft legislation has been approved by Cabinet and will be tabled in National Assembly once the necessary Parliamentary rules have been complied with. As the Honourable Member is aware, once the legislation is tabled, Parliament must determine the procedure to be followed in considering the Bills.
DEPARTMENT: PUBLIC ENTERPRISES
REPUBLIC OF SOUTH AFRICA
NATIONAL ASSEMBLY
QUESTION FOR WRITTEN REPLY
QUESTION NO.: 313
DATE OF PUBLICATION: 03 July 2009
Dr S M van Dyk (DA) to ask the Minister of Public Enterprises:
(1) How many (a) performance, (b) retention, (c) share-bound or (d) any other bonuses were paid out by each of the nine public enterprises to (i) Board Members and (ii) members of the Executive in the (aa) 2004-05, (bb) 2005-06, (cc) 2006-07, (dd) 2007-08 and (ee) 2008-09 financial years;
(2) what was the total remuneration package inclusive of bonuses paid out by each of the nine public enterprises to (a) Board Members; and (b) members of the Executive in the (aa) 2004-05, (bb) 2005-06, (cc) 2006-07, (dd) 2007-08 and (ee) 2008-09 financial years? NW370E
REPLY
The Non Executive Directors are not entitled to receive any benefits except a retainer fee. Thus, the tables below indicate a summary as disclosed in the Annual Report for the relevant SOE of performance, retention, share-bound, remuneration and other bonuses (and fees for Non-Executive Board of Directors) paid to the Executive Members of SOE that report to the Department of Public Enterprises.
Alexkor:
(1)The table below indicates the performance, retention, share-bound, remuneration and other bonuses paid to Alexkor Members of Executive; Non-Executive Board of Directors are not paid bonuses.
| Financial year | Bonus | Performance Bonuses (Executive) | |||
| Performance | Retention | Share-Bound | Other | ||
| 2004/2005 | 0 | 0 | 0 | 0 | 0 |
| 2005/2006 | R 69,101 | 0 | 0 | R112,4241 | R 181,525.00 |
| 2006/2007 | R 22,111 | 0 | 0 | 0 | R 22,111.00 |
| 2007/2008 | 0 | 0 | 0 | 0 | 0 |
| 2008/2009 | 0 | 0 | 0 | 0 | 0 |
1 This amount includes leave capitalization.
(2) The table below indicates the total remuneration package including bonuses paid out to Alexkor Members of the Executive and fees for Non-Executive Board of Directors.
| Year | Performance and Other Bonuses (Executive) R'000 | Remuneration (Executive) R'000 | Fee (Board Members) R'000 | Total remuneration/fees including bonuses R'000 |
| 2004/2005 | 0 | R 862,000 | R372,000 | R1,234,000 |
| 2005/2006 | R181,525 | R 950,595 | R726,965 | R1,859,085 |
| 2006/2007 | R 22,111 | R1,171,937 | R 651,000 | R1,845,048 |
| 2007/2008 | 0 | R1,646,329 | R557,771 | R2,204,100 |
| 2008/2009 | 0 | R2, 366,171. | R1,232,633 | R3,598,804 |
Broadband Infraco:
(1) The table below indicates the performance, retention, share-bound and other bonuses paid toBroadband Infraco Members of Executive. Non-Executive Board of Directors are not paid bonuses.
| Financial Year | Bonuses | Performance Bonuses (Executive) | |||
| Performance | Retention | Share-Bound | Other | ||
| 2004/2005 | 0 | 0 | 0 | 0 | 0 |
| 2005/2006 | 0 | 0 | 0 | 0 | 0 |
| 2006/2007 | 0 | 0 | 0 | 0 | 0 |
| 2007/2008 | 0 | 0 | 0 | 0 | R1,325,769 |
| 2008/2009 | 0 | 0 | 0 | 0 | R3,689,862 |
(2) The table below indicates the total remuneration package including bonuses paid out to Broadband Infraco Members of the Executive and fees for Non-Executive Board of Directors.
| Year | Performance Bonuses (Executive) R'000 | Remuneration (Executive) R'000 | Fee (Board Members) R'000 | Total remuneration/fees including bonuses R'000 |
| 2004/2005 | 0 | 0 | 0 | 0 |
| 2005/2006 | 0 | 0 | 0 | 0 |
| 2006/2007 | 0 | 0 | 0 | 0 |
| 2007/2008 | 0 | 0 | R 1,325,769 | R 1,325,769 |
| 2008/2009 | 0 | R 1,478,112 | R 2,211,750 | R 3,689,862 |
Denel:
(1)The table below indicates the performance, retention, share-bound, remuneration and other bonuses paid to Denel Members of Executive; Non-Executive Board of Directors are not paid bonuses.
| Financial Year | Bonuses | Performance Bonuses (Executive) | |||
| Performance | Retention | Share-Bound | Other | ||
| 2004/2005 | 0 | 0 | 0 | 0 | 0 |
| 2005/2006 | R3,125,000 | 0 | 0 | 0 | R3,125,000 |
| 2006/2007 | R5,302,000 | 0 | 0 | 0 | R5,302,000 |
| 2007/2008 | R7,712,000 | 0 | 0 | 0 | R7,712,000 |
| 2008/2009 | R4,268,000 | 0 | 0 | R2,475,0001 | R6,743,000 |
1 Cancellation of a long-term incentive contract.
(2) The table below indicates the total remuneration package including bonuses paid out to Denel Members of the Executive and fees for Non-Executive Board of Directors.
| Year | Performance Bonuses (Executive) R'000 | Remuneration (Executive) R'000 | Fee (Board Members) R'000 | Total remuneration/fees including bonuses R'000 |
| 2004/2005 | 0 | R2,927,000 | R863,000 | R3,790,000 |
| 2005/2006 | R3,125,000 | R17,349,000 | R848,000 | R21,322,000 |
| 2006/2007 | R5,302,000 | R16,834,000 | R957,000 | R23,093,000 |
| 2007/2008 | R7,712,000 | R23,105,000 | R1,159,000 | R31,976,000 |
| 2008/2009 | R6,743,000 | R16,355,000 | R2,533,000 | R25,631,000 |
Eskom:
(1) The table below indicates the performance, retention, share-bound and other bonuses paid to Eskom Members of Executive. Non-Executive Board of Directors are not paid bonuses.
| Financial Year | Bonuses | Performance Bonuses (Executive) | |||
| Performance | Retention | Share-Bound | Other | ||
| 2004/2005 | R 15, 773,000 | R 21,952,000 | R 10,005,000 | 0 | R 47,730,000 |
| 2005/2006 | R 4,873,000 | 0 | 0 | 0 | R 4,873,000 |
| 2006/2007 | R 8,264,000 | 0 | 0 | 0 | R 8,264,000 |
| 2007/2008 | R 3,201,000 | 0 | R 8,180,117 | 0 | R 11,381,117 |
| 2008/2009 | Deferred | 0 | Deferred | 0 | 0 |
(2) The table below indicates the total remuneration packages including bonuses paid to Eskom board and Executive members and fees for Non-Executive Board of Directors.
| Year | Performance Bonuses (Executive) R'000 | Remuneration (Executive) R'000 | Fee (Board Members) R'000 | Total remuneration/ fees including bonuses R'000 |
| 2004/2005 | R 47,730,000 | R 21,604,000 | R 4,580,000 | R 73,914,000 |
| 2005/2006 | R 4,873,000 | R 20,788,000 | R 4,325,000 | R 29,986,000 |
| 2006/2007 | R 8,264,000 | R 21,974,000 | R 4,761,000 | R 34,999,000 |
| 2007/2008 | R 11,381,117 | R 28,109,000 | R 6,558,000 | R 46,048,117 |
| 2008/2009 | Deferred | R 16,252,000 | R 6,134,000 | R 22,386,000 |
PBMR:
(1) The table below indicates the performance, retention, share-bound and other bonuses paid to PBMR Members of Executive. Non-Executive Board of Directors are not paid bonuses.
| Financial Year | Bonuses | Performance Bonuses (Executive) R'000 | |||
| Performance | Retention | Share-Bound | Other | ||
| 2004/2005 | 0 | 0 | 0 | 0 | 0 |
| 2005/2006 | R 845,000 | 0 | 0 | 0 | R 845,000 |
| 2006/2007 | R 615,000 | 0 | 0 | R 150,000 | R 765,000 |
| 2007/2008 | R 1,289,000 | 0 | 0 | 0 | R 1,289,000 |
| 2008/2009 | R 2,111,000 | R 994,000 | 0 | R 841,000 | R 3,946,000 |
(2) The table below indicates the total remuneration package including bonuses paid out to Pebble Bed Modular Reactor (Pty) Ltd members of the Executive and fees for Non-Executive Board of Directors.
| Year | Performance Bonuses (Executive) R'000 | Remuneration (Executive) R'000 | Fee (Board Members) R'000 | Total remuneration/fees including bonuses R'000 |
| 2004/2005 | 0 | R 8,985,000 | 0 | R 8,985,000 |
| 2005/2006 | R 845,000 | R 9,063,000 | R 1,109,000 | R 11,017,000 |
| 2006/2007 | R 765,000 | R 14,201,000 | R 1,359,000 | R 16,325,000 |
| 2007/2008 | R 1,289,000 | R 15,383,000 | R 1,427,000 | R 18,099,000 |
| 2008/2009 | R 3,946,000 | R 18,928,000 | R 2,775,000 | R 25,649,000 |
SAA:
(1) The table below indicates the performance, retention, share-bound and other bonuses paid to SAA Members of Executive. Non-Executive Board of Directors are not paid bonuses.
| Financial Year | Bonus | Performance Bonuses (Executive) | |||
| Performance | Retention | Share-Bound | Other | ||
| 2004/2005 | 0 | 0 | 0 | 0 | 0 |
| 2005/2006 | R 5,170,000 | 0 | 0 | 0 | R 5,170,000 |
| 2006/2007 | 0 | 0 | 0 | 0 | 0 |
| 2007/2008 | 0 | R 2,880,000 | 0 | 0 | R 2,880,000 |
| 2008/2009 | 0 | R 766,000 | 0 | R 1,986,000 | R2,752,000 |
(2) The table below indicates the total remuneration package including bonuses paid out to SAA Members of the Executive and fees for Non-Executive Board of Directors.
| Year | Performance and Other Bonuses (Executive) R'000 | Remuneration (Executive) R'000 | Fee (Non-Executive Board Members) R'000 | Total remuneration / fees including bonuses R'000 |
| 2004/2005 | 0 | R 29,329,000 | R 2,658,000 | R 31,987,000 |
| 2005/2006 | R 5,170,000 | R 32,116,000 | R 3,854,000 | R 41,140,000 |
| 2006/2007 | 0 | *R 24,611,000 | R 2,750,000 | R 27,361,000 |
| 2007/2008 | R 2,880,000 | *R 22,346,000 | R 3,132,000 | R 28,358,000 |
| 2008/2009 | R 2,752,000 | R 34,147,000 | R 3,130,000 | R 40,029,000 |
*The fluctuation in the figures is because of termination settlement payments that have been included in the remuneration.
SAFCOL:
(1)The table below indicates the performance, retention, share-bound, remuneration and other bonuses paid to SAFCOL Members of Executive; Non-Executive Board of Directors are not paid bonuses.
| Financial Year | Bonus | Performance Bonuses (Executive) | |||
| Performance | Retention | Share-Bound | Other | ||
| 2004/2005 | R 851,666 | 0 | 0 | 0 | R 851,666 |
| 2005/2006 | R 1,577,000 | 0 | 0 | 0 | R 1,577,000 |
| 2006/2007 | R 3,068,338 | 0 | 0 | 0 | R 3,068,338 |
| 2007/2008 | R 6,969,881 | 0 | 0 | 0 | R 6,969,881 |
| 2008/2009 | R 6,440,283 | 0 | 0 | 0 | R 6,440,283 |
(2) The table below indicates the total remuneration package including bonuses paid out to SAFCOL Members of the Executive and fees for Non-Executive Board of Directors.
| Year | Performance Bonuses (Executive) R'000 | Remuneration (Executive) R'000 | Fee (Board Members) R'000 | Total remuneration/fees including bonuses R'000 |
| 2004/2005 | R 851,666 | R 7,069,408 | R 487,693 | R 8,408,767 |
| 2005/2006 | R 1,577,000 | R 9,249,196 | R 430,823 | R 11,257,019 |
| 2006/2007 | R 3,068,338 | R 16,899,095 | R 900,773 | R 20,868,206 |
| 2007/2008 | R 6,969,881 | R 31,499,826 | R 2,134,007 | R 40,603,714 |
| 2008/2009 | R 6,440,283 | R 20,751,735 | R 3,003,328 | R 30,215,346 |
Transnet:
(1)The table below indicates the performance, retention, share-bound, remuneration and other bonuses paid to Transnet Members of Executive; Non-Executive Board of Directors are not paid bonuses.
| Financial Year | Bonus | Performance Bonuses (Executive) | |||
| Performance | Retention | Share-Bound | Other | ||
| 2004/2005 | R 12,459,000 | 0 | 0 | 0 | R 12,459,000 |
| 2005/2006 | R 14,306,000 | 0 | 0 | 0 | R 14,306,000 |
| 2006/2007 | R 17,627,000 | 0 | 0 | 0 | R 17,627,000 |
| 2007/2008 | R 43,068,000 | 0 | 0 | 0 | R 43,068,000 |
| 2008/2009 | R 25,921,000 | 0 | 0 | 0 | R 25,921,000 |
(2) The table below indicates the total remuneration package including bonuses paid out to Transnet Members of the Executive and fees for Non-Executive Board of Directors.
| Year | Performance Bonuses (Executive) R'000 | Remuneration (Executive) R'000 | Fee (Board Members) R'000 | Total remuneration/fees including bonuses R'000 |
| 2004/2005 | R 12,459,000 | R 28,960,000 | R 2,671,000 | R 43,820,000 |
| 2005/2006 | R 14,306,000 | R 27,437,000 | R 5,301,000 | R 47,044,000 |
| 2006/2007 | R 17,627,000 | R 31,520,000 | R 6,179,000 | R 55,326,000 |
| 2007/2008 | R 43,068,000 | R 41,650,000 | R 6,385,000 | R 91,103,000 |
| 2008/2009 | R 25,921,000 | R 45,526,000 | R 6,205,000 | R 77,472,000 |
QUESTION NO. 317
DATE OF PUBLICATION IN INTERNAL QUESTION PAPER: 29 FEBRUARY 2008
(INTERNAL QUESTION PAPER NO. 5)
Mrs S V Kalyan (DA) to ask the Minister of Health:
In respect of the most recent specified financial year for which information is available, (a) what was the total budget of each specified hospital in Gauteng, (b) what amount was owed to each hospital in unpaid fees, (c) how much of this debt has been owed for more than 12 months and (d) what amount did each hospital receive in fee income?
NW849E
REPLY:
(a) The following table reflects the situation in this regard:
| Hospital | Adjustment Budget 2007/08 |
| R'000 | |
| Chris Hani Baragwanath Hospital | 1 188 429 |
| Coronation Hospital | 159 995 |
| Cullinan Care and Rehab Centre | 31 629 |
| Dir: Oral Health & Specialised Prog | 157 600 |
| Dr Charles Hurwitz Hospital | 32 147 |
| Dr Yusuf Dadoo | 66 960 |
| Edenvale Hospital | 90 272 |
| Helen Joseph Hospital | 290 164 |
| Johannesburg Hospital | 995 446 |
| Leratong Hospital | 242 533 |
| Sizwe Tropical Hospital | 76 822 |
| South Rand Hospital | 70 466 |
| Sterkfontein Hospital | 89 093 |
| Tara Care & Rehabilitation Centre | 44 345 |
| Wits Oral & Dental | 49 937 |
| Far East Rand Hospital | 117 569 |
| East Rand TB Hospital | 22 550 |
| Germiston Hospital | 62 160 |
| Heidelburg Hospital | 40 283 |
| Kopanong Hospital | 82 970 |
| Natalspruit Hospital | 242 112 |
| Pholosong Hospital | 121 455 |
| Sebokeng Hospital | 227 138 |
| Tambo Memorial Hospital | 209 236 |
| Tembisa Hospital | 275 632 |
| George Mukhari | 706 732 |
| Jubilee Hospital | 114 544 |
| Kalafong Hospital | 365 414 |
| Mamelodi Hospital | 63 320 |
| Medunsa Hospital | 55 259 |
| Odi Hospital | 77 554 |
| Pretoria Academic Hospital | 798 661 |
| Pretoria Dental Training | 60 670 |
| Pretoria West Hospital | 50 520 |
| Tshwane District Hospital | 72 560 |
| Tshwane Rehab Centre | 22 906 |
| Weskoppies Hospital | 150 769 |
| Tshepong TB Hospital | 10 824 |
The following table reflects the situation in this regard:
| Hospital | (a) 2007/08 R'000 | (b) 2007/08 R'000 | (c) 2007/08 R'000 |
| Chris Hani Baragwanath Hospital | 117 344 | 66 715 | 17 933 |
| Coronation Hospital | 338 | 307 | 573 |
| Dr Yusuf Dadoo | 1 222 | 830 | 779 |
| Edenvale Hospital | 1 526 | 1 129 | 1 728 |
| Helen Joseph Hospital | 14 876 | 5 245 | 5 887 |
| Helen Joseph Folateng | 11 518 | 9 461 | 6 059 |
| Johannesburg Hospital | 137 821 | 103 096 | 77 229 |
| Leratong Hospital | 15 736 | 16 375 | 7 846 |
| Sizwe Tropical Hospital | 656 | 692 | 821 |
| South Rand Hospital | 2 014 | 1 234 | 1 287 |
| Sterkfontein Hospital | 11 131 | 8 800 | 2 804 |
| Tara Care & Rehabilitation Centre | 528 | 633 | 1 066 |
| Wits Oral & Dental | 2 365 | 1 048 | 1 421 |
| Far East Rand Hospital | 3 204 | 1 666 | 2 574 |
| Germiston Hospital | 1 174 | 847 | 920 |
| Heidelburg Hospital | 1 867 | 962 | 813 |
| Kopanong Hospital | 999 | 676 | 1 171 |
| Natalspruit Hospital | 19 825 | 8 893 | 3 629 |
| Pholosong Hospital | 3 498 | 1 498 | 1 539 |
| Sebokeng Hospital | 16 543 | 7 923 | 4 878 |
| Tambo Memorial Hospital | 10 171 | 9 010 | 5 707 |
| Tembisa Hospital | 6 040 | 5 226 | 3 693 |
| George Mukhari | 180 082 | 64 513 | 18 767 |
| Jubilee Hospital | 1 372 | 1 163 | 405 |
| Kalafong Hospital | 25 595 | 19 862 | 8 899 |
| Mamelodi Hospital | 1 300 | 576 | 812 |
| Medunsa Hospital | 1 735 | 1 211 | 771 |
| Odi Hospital | 579 | 592 | 821 |
| Pretoria Academic Hospital | 101 026 | 35 978 | 23 413 |
| Pretoria Dental Training | 1 182 | 1 367 | 1 598 |
| Pretoria West Hospital | 1 275 | 1 275 | 1 540 |
| Pretoria West Folateng | 2 359 | 1 033 | 5 642 |
| Tshwane District Hospital | 2 018 | 1 012 | 825 |
| Weskoppies Hospital | 10 613 | 42 505 | 32 184 |
Question 320
Adv H C Schmidt (DA) to ask the Minister for Public Enterprises:
(1) Whether a certain consortium (name furnished) has been shortlisted, individually or as part of any consortium, for any panel; if so, (a) when and (b) for which panel;
(2) Whether the fact that the said consortium was found guilty of corruption into a certain water project (name furnished) and blacklisted by the World Bank for seven years was taken into consideration in reaching this decision; if not, why not; if so, (a) what weighting was given to these problems and (b) why did these problems not exclude the said consortium from consideration? NW852E
Reply:
(1-2). The consortium referred to has not been contracted, nor formed part of any consortium panel.
QUESTION NO.: 325 DATE OF PUBLICATION: 29 FEBRUARY 2008
Mr K J Minnie (DA) to ask the Minister for Justice and Constitutional Development:
(1) Whether her department has implemented any measures to deal with the problems of financial misconduct identified by the Public Service Commission (PSC) in the 2005-06 financial year (details furnished); if not, why not; if so, (a) what measures and (b) what are the reasons for the high number of cases reported in the PSC report for the 2006-07 financial year;
(2) what were the reasons in each case for withdrawing the charges in respect of 43 cases out of the 179 that were reported;
(3) (a) how many (i) of the other 136 cases where charges were not withdrawn have been finalised and (ii) departmental officials have been (aa) charged with and (bb) found guilty of financial misconduct and (b) what action was taken against those who had been found guilty?
NW858E
REPLY
(1)(a) Yes, my Department has implemented measures to deal with problems of financial misconduct as identified by the Public Service Commission. Checking officials have been sent on training programmes to ensure compliance with financial prescripts. In addition, a retention programme has also been implemented to retain experienced officials.
(2) I would like to inform the Honourable Member that there were actually 197 cases reported to the PSC for the 2006/07 financial year of which 49 were withdrawn. These cases were thoroughly investigated by my Department and the reasons for their withdrawal include a lack of evidence or where cases were reported to the police, the investigations were finalised or closed without success.
(3)(a)(i)There were 148 cases where charges were not withdrawn. All of these cases
have been finalised.
(ii)(aa) There were 148 officials who were charged with financial misconduct.
(ii)(bb) There were 94 officials who were found guilty of financial misconduct.
(3)(b) These officials either were dismissed, demoted, issued with final written warnings and or suspended without pay.
QUESTION 326
WRITTEN REPLY
DATE OF PUBLICATION: FRIDAY, 29 FEBRUARY 2008
INTERNAL QUESTION PAPER NO.: 5-2008
MR K J MINNIE (DA) TO ASK THE MINISTER OF DEFENCE
Whether his department has implemented any measures to deal with the problems of financial misconduct identified by the Public Service Commission in the 2005-06 financial year (details furnished); if not, why not; if so, (a) what measures and (b) why was there no improvement between the 2005-06 and 2006-07 financial years;
(a) how many (i) of the 74 cases that were reported in the 2006-07 financial year have been finalized and (ii) departmental officials have been (aa) charged with and (bb) found guilty of financial misconduct and (b) what action was taken against those who had been found guilty?
-------ooo0ooo------- NW859E
REPLY
Yes.
Three mechanisms have been put inplace to address this matter, these are:
Department of Defence Policy on Financial Misconduct Management, which was promulgated in March 2007, compels the members of the Department of Defence to report all incidents of financial misconduct to the Financial Misconduct section.
The Department has introduced a whistle blow system under which, whistle blowers can report incidents of corruption to the Directorate Anti-Corruption and Fraud for further action.
The position of Provost Marshall General has been established to oversee among other issues, financial misconduct cases.
The Department is experiencing slow progress with cases that have been reported for criminal investigation and referred to the Magistrate Courts, hence there was no improvement.
(a)(i) All 74 cases were finalized in the 2006-2007 financial year.
(ii) 74 officials have been charged of which 46 were found guilty.
(b) Action taken against those who have been found guilty ranged from dismissal, fine, written warning, degrading of ranks, imprisonment. Kindly refer to the attached table for details.
UEQQUESTION NO: 327
MR K J MINNIE (DA) TO ASK THE MINISTER OF CORRECTIONAL SERVICES
(1) Whether his department has implemented any measures to deal with the problems of financial misconduct identified by the Public Service Commission in the 2005-06 financial year; if not, why not; if so, (a) what measures and (b) what are the reasons for his department's poor performance in the 2006-07 financial year;
(2) (a) how many (i) of the 19 cases that were reported in the 2006-07 financial year have been finalised and (ii) departmental officials have been (aa) charged with and (bb) found guilty of financial misconduct and (b) what action was taken against those who had been found guilty?
NW860E
REPLY
(1) (a) DCS has implemented measures to deal with problems of financial misconduct identified by the PSC in the 2005-06 financial year.
The following exposition will shed light on the measures implemented:
Reporting of Corrupt practices.
The DCS has intensified mechanisms to fight and root out corruption. We have raised the level of awareness regarding the available various reporting avenues, including the promotion of the National Anti-Corruption Hotline through pamphlets and promotional items informing all the officials to report fraud and corruption.
Minimum Anti-Corruption Capacity
The DCS has a dedicated component appointed in terms of Section 95 of the Correctional Services Act 111 of 1998 to investigate fraud and corruption, including all forms of financial misconduct. The said component conforms to the Public Services' Minimum Anti-Corruption Capacity requirement. The existence of this component ensures finalization of investigations within reasonable time depending on the complexity of each case. The component is complemented by the partnership agreement we have with the Special Investigating Unit (SIU) focusing largely on procurement irregularities.
Availability of accurate data
To ensure the availability of accurate data, the department has put in place a database for reported cases of fraud and corruption. This enables the DCS to conduct a trend analysis on fraud and corruption within the Department.
Focus on building an Ethical Culture
In partnership with SAMDI during the 2006/ 2007 financial year, the DCS has embarked on Ethics & Anticorruption Awareness training programme that benefited over 800 officials, mostly SMS and MMS members. The programme was followed by workshops conducted to Correctional officers at junior level in all the Regions. In the past year, twenty two sessions were conducted addressing about 900 correctional officers at various management areas.
While acknowledging that rooting out corruption in its entirety remains a huge challenge to all of us, the interventions outlined above brought about positive results evident from the improved DCS Corporate Culture with emphasis on compliance with government prescripts as well as the increased utilization of mechanisms to report fraud and corruption.
(b) Cases of financial misconduct have declined from 30 in 2005-2006 to 19 in 2006-07. As it can be seen from the reply below we have dealt harshly with those involved in this practice. Such action will send a message to all staff members that misconduct of any kind will not be tolerated. It is therefore unfair to conclude that we are performing poorly.
(2) (a) (i) All nineteen (19) cases have been finalised.
(ii) (aa) Nineteen (19) officials have been charged.
(bb) Nineteen (19) officials have been found guilty.
(b) The following action has been taken:
§ Ten (10)officials have been dismissed.
§ Eight (8)officials were issued with final written warnings.
§ One (1) officialwas suspended for a period of two months without salary.
QUESTION NO: 332
Mr S.J. Masango, (D.A), to ask the Minister of Housing:
As the latest specified date for which information is available,
(a) How many units of the N2 Gateway development were occupied
(i) in total; and
(ii) by individuals who had been on the Cape Town housing list.
(b) What is the current estimated date of completion of the project; and
(c) What constraints remain in meeting the target date?
Reply
(a) (i) As of 17th June 2008, the total number of units occupied in the N2 Gateway Project is as follows:
Rental Units: Joe Slovo Rental Units 705
Total 705
Ownership units: Delft Symphony Precints 4 and 6 1061
Delft 7 – 9 150
New Rest 150
1361
(ii) Of the 1361 houses handed over, 429 beneficiaries were backyarders and 932 from informal settlements who are all from the City's waiting list..
(b) The N2 Gateway Project is a project which seeks to test the appropriateness of the "Breaking New Ground" Comprehensive Plan for the delivery of sustainable and integrated Human Settlements.
The current status of the project:
| Delft Symphony | 6242 serviced sites. Serviced site for the construction of 350 rental units. | Complete Complete. |
| Delft 7-9 | 3908 serviced sites Serviced site for the construction of 845 rental units. | Complete |
| New Rest | 1154 serviced sites. | To be completed Dec 2008 |
| Joe Slovo 3 | 1545 serviced sites. | Date unknown as we await outcome of court action. |
| Boystown | 1308 serviced sites. | Unknown |
HOUSES
| Joe Slovo Rental Housing | 705 units | Complete |
| Delft Symphony Precinct 4 & 6 | 2374 | To be completed Aug 2008 1061 occupied. |
| Delft Symphony Precinct 1& 2 | 1850 | To be completed Jun 2009 |
| Delft Symphony Social Rental | 350 | To be completed Jun 2009 |
| Delft Symphony Precinct 3 & 5 | 1333 | To be completed Jun 2009 |
| Delft 7-9 | 3908 | To be completed Dec 2008 150 occupied. |
| Delft 7-9 Social Rental | 845 (up to 3 storeys) | To be completed Jun 2009 |
| New Rest (contractor Built) | 620 | To be completed Feb 2009 150 occupied. |
| New Rest (PHP) | 535 | To be completed Jun 2009 |
| Boystown | 1308 | To be completed Mar 2010 |
| Joe Slovo 2 | 43 ( affordable houses by others) | December 2008. |
| Joe Slovo 3 | 1545 | Date unknown as we await outcome of court action. |
The above upon completion will realise 15,416 housing opportunities. Whilst it was originally the intention to deliver 23,178 housing opportunities this figure continues to increase as a result of inward migration and is estimated to be now closer to 30,000. It follows, therefore, that a further 15,000 housing opportunities will have to be made available. This will form part of the next process, which has already been initiated, of identifying and acquiring land to be able to meet this growing demand which then will define the project completion date.
(c) Other than the land shortages experienced in the whole of the Cape Town region, the other constraints remaining in meeting the target for the completion of the project are as follows:
· Illegal invasions
· Labour challenges
· Protest actions
NATIONAL ASSEMBLY
FOR ORAL REPLYWEDNESDAY, 04 NOVEMBER 2009
QUESTION NO 337
QUESTION NO 1055 TRANSFERRED FROM WRITTEN TO ORAL REPLY IN TERMS OF RULE 117
DATE REPLY SUBMITTED: WEDNESDAY, 09 DECEMBER 2009
DATE OF PUBLICATION IN INTERNAL QUESTION PAPER: FRIDAY, 04 SEPTEMBER 2009 (INTERNAL QUESTION PAPER NO 14 – 2009)
Mr M S F de Freitas (DA) asked the Minister of Transport:
(1) Whether his department has any policy to involve women in the transport sector; if not, why not; if so, (a) what successes have been achieved in this regard and (b) what are the further relevant details;
(2) whether any processes, procedures and/or mechanisms exist to ensure and measure such successes; if not, why not; if so, what are the relevant details in each case;
(3) whether a budget is allocated in this regard; if not, why not; if so, (a) what has been allocated in the 2009-10 financial year, (b) what amount has been spent in each financial year since 1 April 2004 up to the latest specified date for which information is available and (c) what has been the breakdown of expenditure in each of the financial years?
NW1315E
REPLY:
The Minister of Transport:
(1) It is glaringly notable that South African women are under-represented in the transport sector. There is thus a dire need for women representavity and participation to be accelerated within the sector, particularly in the areas of service provision, ownership, decision-making and the imparting of knowledge and skills. Despite the fact that there is no specific stand-alone policy addressing the issue of increased involvement of women in the transport sector, the Department of Transport (DoT) has undertaken two key programme initiatives, namely the Transport Integrated Broad-Based Black Economic Empowerment Charter and the South African Network of Women in Transport (SANWIT) to activate an increased level of participation of women in the sector.
(a) The Successes Attained
Since 2002, the DoT has been in a process of developing a BEE Sector Code to transform the industry. For every target set, the key principle is that at least 50% should be towards black women. The Transport B-BBEE Charters thus has a component that earmarks particularly black women and is in line with the broader overall policy of Government in relation to economic transformation.
The B-BBEE Transport Charter addresses all eight transport sub-sectors, i.e. Road Freight Transport, Taxi sub-sector, Aviation, Maritime, the Public Sector, Rail sub-sector and Bus Commuter and Coach Services sub-sector as a means of ensuring, amongst others, the entry of women, the youth and rural people at all levels and all sub-sectors of the industry. The Taxi Industry B-BBEE Charter objectives specifically aim to ensure that women are able to own and manage aspects in the Taxi Industry. The overall target attainment of the sub-sector charters would translate into minimising male dominance of the industry.
In addition to the above, the Charter Development process yielded the establishment of two women organisations, namely Women in Transport (WTT) and South African Network for Women in Transport (SANWIT). The key focus of WTT is to ensure that women are considered in all opportunities available in the Transport Industry.
The Second Programme Initiative undertaken by the Department of Transport in relation to women is the South African Network for Women in Transport (SANWIT). SANWIT) facilitates an increasing level of economic opportunities for women in the transport sector. SANWIT representation stems from the provincial level and cuts across all transport sub-sectors, such as Aviation, Road Freight, Rail Transport, Maritime Transport, et cetera.
In addition to the above the Department of Transport commissioned a research study on women, which is in essence "A Women and Gender Audit in Transport: A Case Study of the National Department of Transport".
The Department of Transport is committed to address issues pertaining to women and to progressively work towards gender mainstreaming and gender equity in the transport sector. The research on Women and Gender Equity in Transport was commissioned by the Department following a SANWIT conference that highlighted numerous barriers that women face as transport employees. The aim of the study was to provide a comprehensive understanding of the position and location of women in the transport sector. The status quo of women as employees in the transport sector and women's needs as commuters prior to commencing with mainstreaming gender within the transport sector in South Africa were evaluated. Key findings and recommendations from this study will be explored further and where applicable action plans will be put in place for the implementation of findings and recommendations.
The implementation of the Transport Charter came into effect in August 2009 (with a transitional period of 12 months) and its successes or failures are yet to come to fruition.
(2) The measurement tool to outline progress would be effected through the B-BBEE Implementation, Monitoring and Evaluation Framework, which would be evaluated through the BEE scorecard over a period of five years. The progress made would be reported on an annual basis through the B-BBEE Annual Report. It is also envisioned that possible establishment of the Transport Sector Charter Council would oversee the implementation and monitoring of BEE activities within the sector.
(3) With the B-BBEE initiative the Department of Transport, Provincial Departments of Transport, Transport Agencies and relevant Local Authoritiesare committed through the Public Sector Charter to, over a period of 3 years, earmark and attain at-least 60% of their procurement spend towards B-BBEE businesses. For the Department of Transport to improve its procurement spend, earmarked for black business, it would need to effect a BEE procurement policy.
QUESTION 346
DATE OF PUBLICATION: FRIDAY 23 MAY 2008 [IQP N 09-2008]
Question 346 for Written Reply, National Assembly: Mr J Bici (UDM) to ask the Minister for Agriculture and Land Affairs:
(a) Why is there a delay in making the Land Bank forensic report available to the public and (b) when can the public expect to access this document? NW948E
REPLY
Please refer to question 329 of 2008, which is attached for ease of reference.
QUESTION 347
DATE OF PUBLICATION: FRIDAY 23 MAY 2008 [IQP N 09 -2008]
Question 347 for Written Reply, National Assembly: Mr L W Greyling (ID) to ask the Minister for Agriculture and Land Affairs:
(1) Whether she or the Land Bank has received a letter from auditors Ernst and Young threatening to resign as auditors of the Land Bank; if so what are the contents of the letter;
(2) What steps are being taken to reform the controls geared to guard against fraud and error:
(3) Whether any delays are being experienced in introducing the relevant reforms; if so, (a) why and (b) what delays?
(4) What estimated sum of money has either been lost or stolen from the Land bank in the past four years? NW949E
REPLY
(1) Ernst & Young never threatened to resign as the auditors of the Bank, what they did was to communicate their concerns, including the areas of weakness in the internal financial controls of the Land Bank, and it is clearly in line with their responsibilities as our auditors to highlight such issues. Ernst and Young were given assurances that their concerns would be addressed, and they continued with their audit responsibilities, having been given the information they required, and in a nutshell this information demonstrated that the Land Bank was on track in its efforts to improve the overall control environment. Ernst and Young is expected to complete its audit by June 30, 2008.
(2) The Bank has set up a very clear goal to reduce its exposure to various kinds of risk and promote compliance with its governance policies. The Minister has also taken various steps to strengthen corporate governance within Land Bank. One of these steps was the strengthening of the Land Bank Board of Directors, and since its appointment the reconstituted board has been working with management to strengthen the corporate governance within the Bank by, amongst other things, setting up of oversight committees of the Bank. The board has also assisted management in areas where management needs support in order to stabilize the Bank. The board together with management has also finalized the corporate, borrowing plans and materiality framework for the Bank.
(3) There have been no delays, but it can be clearly appreciated that stabilizing and strengthening the Bank is not an 'event' but a process, and that it will take time to accomplish these important goals.
(4) Audited annual financial statements of the past three years are publicly available and contain all issues referred to in the above question.