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TUESDAY, 15 JULY 2014
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PROCEEDINGS OF EXTENDED PUBLIC COMMITTEE – COMMITTEE ROOM E249
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Members of the Extended Public Committee met in Committee Room
E249 at 19:15.
House Chairperson Ms M G Boroto, as Chairperson, took the
Chair and requested members to observe a moment of silence for
prayers or meditation.
ANNOUNCEMENTS, TABLINGS AND COMMITTEE REPORTS – see col 000.
APPROPRIATION BILL
Debate on Vote No 9 – Government Communication and Information
System:
The MINISTER OF COMMUNICATIONS: Hon Chairperson, hon members,
Minister of Telecommunications and Postal Services and the
Deputy Minister of Telecommunications and Postal Services, the
Minister of Tourism, Deputy Minister of Higher Education and
Training, guests in the gallery, chairpersons and board
members of the SABC, Brand South Africa, MDDA and Icasa
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councillors, Icasa, and the management of all entities
present, and members of the media, it is a very special honour
for me to present my first Budget Vote as Minister of
Communications in the fifth administration of a democratic
South Africa.
In the year in which we are celebrating 20 years of freedom,
we must all pause in this esteemed Parliament of the people
and in every corner of our country to reflect with pride and a
sense of accomplishment on the road we have travelled as a
nation.
This is a road we have travelled on our own since December
2013, when we bade farewell to our beloved founding President
and leader of our struggle, Nelson Rolihlahla Mandela. In two
days’ time, South Africa and the whole world will be
celebrating Mandela Day.
When we observe the birthday of our departed leader, we have a
special opportunity to reflect once again on the life and
influence of Madiba, and to recommit ourselves to keeping his
legacy of humanity, humility, generosity of spirit and
firmness of principles alive. Let us dedicate the 67 minutes
informed by these values to keep the legacy alive. This very
democratic Parliament is where the vision and principles of
Nelson Mandela found expression in the policies that were
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developed here to formally consign apartheid to its deserved
grave.
Hon Chairperson, as we introduce the GCIS Budget Vote for
2014-15, it is worth noting that this is the last Budget Vote
of the department. As you will be aware, the President of the
Republic of South Africa, the hon Jacob Zuma, has signed a
proclamation to disestablish the GCIS and establish the
Department of Communications.
This new department combines the old GCIS with Brand South
Africa, the Media Development and Diversity Agency, MDDA, the
Independent Communications Authority of South Africa, Icasa,
and the SABC under our Ministry. Our mandate is that of
overarching communications policy and strategy; information
dissemination; publicity and branding of the country abroad.
This House will also be aware that the new Department of
Communications in addition forms part of the new InterMinisterial Committee on Information and Publicity established
by President Jacob Zuma to provide multidisciplinary guidance
and support to this important portfolio of government.
As we approach this reconfiguration, we are excited by the new
possibilities this opens up for more effective and meaningful
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communication with citizens, our partners and stakeholders
internationally.
We wish to pay tribute to our predecessors, Minister Collins
Chabane and Deputy Minister Obed Bapela, for the sound legacy
they have left to us. We also look forward to a productive and
constructive relationship with the Portfolio Committee on
Communications, led by the passionate and vigorous hon Joyce
Moloi-Moropa.
Hon members, in South Africa lives are being changed for the
better every single day thanks to the work of this government
and its partnership with all sectors of society. Every day we
are building new homes for people who need them. Every day we
are feeding children at schools who may have no food at home.
Every day we are helping mothers give birth in safe and
dignified facilities. Every day we are apprehending criminals
and abusers, and dismantling large-scale criminal networks.
The communication programme of government must keep pace with
our underlying programme of delivery. There are many times
that we do not communicate as much as we implement, and this
creates a lag in public awareness of or sentiment about the
extensive work we do to realise Vision 2030 of our National
Development Plan.
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The GCIS Budget Vote for 2014-15 is the first phase of a new
communication vision for government in which our point of
departure will be the overwhelming mandate given to this
government by the people of South Africa.
Our communication approach will balance our respect for this
clear public mandate as well as our confidence that South
Africans overwhelmingly support our vision of the future. Our
communication practice will also be rooted in understanding
that we are engaged in disseminating information for
empowering citizens, nothing more and nothing less.
Our mission is to give effect to President Jacob Zuma’s
expectation that:
Improved communication and marketing will promote an
informed citizenry and also assist the country to promote
investments, economic growth and job creation.
I wish to give you the assurance, and comfort you with the
thought that, the GCIS will leverage its budget allocation of
R437,2 million for this financial year to achieve continuous
engagement, consultation and partnership-building with
citizens and stakeholders, and sustained sharing of
information.
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As we do so during this year, our aim is not just to inform
South Africans about what is happening around them, but to
involve our people in adding to the good story that our
country is able to tell.
At the same time, we know that the fight against poverty and
unemployment demands intensive communication of socioeconomic
opportunities created by government for vulnerable citizens
and communities in terms of the key priorities of government.
Hon Chairperson, the work we will be doing during this
financial year builds on the proud record the GCIS has
established during the course of a number of years, of namely
working creatively and energetically with its limited
resources to achieve the desired outcomes, and 2013-14 was no
exception in this regard.
The GCIS complied with all legislative requirements prescribed
by the Public Finance Management Act, PFMA, and other Treasury
regulations. It tabled the 2012-13 annual report in Parliament
as well as quarterly performance reports as well as corrective
action plans.
Ninety-four percent of GCIS staff signed performance
agreements in 2013-14, exceeding the 90% target for the year.
In addition, 97% of the department’s bi-annual assessments
were signed within the legislated timeframe. The GCIS has
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maintained a vacancy rate below the Department of Public
Service and Administration’s 8% standard.
In respect of finance, supply chain management and auxiliary
services, the GCIS received an unqualified audit report for
its 2012-13 annual financial statements, and it adhered to all
budget cycle deadlines. During 2013-14 the GCIS implemented
cost containment measures in line with National Treasury’s
instructions.
During 2013-14 the GCIS implemented 2 961 development
communication projects, reaching more than 36 million people,
and conducted 3 876 community and stakeholder liaison visits.
These visits have intensified platforms and opportunities
where the public can access government information and which
have been implemented through community and stakeholder
engagements, face-to-face activities and community media
events. Political principals interacted with communities
through 346 public participation events - izimbizo.
The GCIS further held 654 marketing events to increase the
visibility of Thusong Service Centres and intensify the use of
integrated mobile units. A total of 736 879 copies of
government information materials were distributed in
communities, as were 48 copies of the weekly electronic
newsletter, My District Today.
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The media bulk-buying services have also taken shape and
assisted government to realise economies of scale. In the
2013-14 financial year, the GCIS conducted 150 media bulkbuying campaigns, with a total value of over R220 million and
realised R28,6 million in savings. We intend to grow this work
and ensure that government’s limited budget is used
effectively.
It is not practical to list all our achievements or challenges
in this format or in this forum, but I hope the overview I
have provided demonstrates how seriously we take our task and
how diligently and responsibly we work with the public funds
entrusted to us.
In this 2014-15 financial year the GCIS has been allocated
R413,1 million, which represents less than R10 per citizen for
the year, even before we take operational costs into account.
This illustrates how hard and innovatively we need to work to
reach and interact with South Africans on such a tight
allocation.
In the 2013-14 Medium-Term Expenditure Framework Cabinet
introduced baseline efficiency savings measures, which has
resulted in the baseline being reduced by R8,3 million in
2014-15 and by R13,1 million in 2015-16.
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The national communication strategy tasked the department with
working with other departments to align their communication
campaigns and programmes with the strategic priorities of
government.
In implementing the national communication strategy, the
department will focus on ensuring that the strategy’s
framework is adopted at the provincial and local government
levels and that their development communication campaigns and
programmes are aligned with the government communication
programme.
The department will continue to conduct information campaigns
such as the state of the nation address; develop communication
activities aligned with the government communication
programme; co-ordinate the government imbizo programmes; and
produce government publications such as Vuk’uzenzele.
Almost 63,7% of the department’s allocation over the medium
term is spent on the Administration, and Intergovernmental Coordination and Stakeholder Management programmes. The bulk of
the expenses in these two programmes includes governancerelated costs, such as audit fees; information technology,
which is central to the manner in which we communicate; and
human resources, which is central in our provincial and
district offices in facilitating face-to-face communication.
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Spending on goods and services over the medium term is
expected to be primarily on the publication of the monthly
Vuk’uzenzele newspaper and the South Africa Yearbook; 20,4
million copies of Vuk’uzenzele are set to be produced in 11
official languages, including braille, distributed monthly
over the MTEF period.
In addition, the department plans to issue 42 cluster reports
on the perception of government delivery and performance;
conduct 8 250 community and stakeholder liaison visits; and
align 6 552 development communication projects with the
government communication programme over the medium term.
The imbizo platform is the bedrock of government’s face-toface engagement with citizens, which creates an opportunity
for people from all walks of life to share their ideas, hopes
and frustrations with national, provincial and local
leadership.
At the apex of this outreach programme is the presidential
Siyahlola programme, which allows the President to monitor and
give personal attention to difficulties being experienced in
various parts of the country.
With regard to the Media Development and Diversity Agency,
R21,8 million has been allocated to enable historically
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disadvantaged communities and individuals to gain access to
the media. The Deputy Minister will provide further details in
this regard.
Hon members, our department is new, and therefore what we are
presenting to you is an interim budget that will be improved
once all the groundwork to establish the new department has
been concluded. For now we invite you to approve the budget of
the Government Communication and Information System.
In this regard, we felt it appropriate to share with you our
emerging vision of how we intend tackling the mammoth task
that the President has given us to revolutionise the use of
information to empower our people.
I wish to reiterate what President Zuma said in the state of
the nation address, namely that we are indeed a nation at
work. There are huge opportunities that this government is
making available to our people to partake in rebuilding our
economy. Such interventions will and must result in the
empowerment of our people and a clear victory against the
difficult challenges of unemployment, inequality and poverty.
Our job therefore is to answer the question, how do we use
information to empower our people? How do we use the very same
information to enable our people to partake in the radical
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economic interventions that are already being rolled out by
this government?
We have therefore set ourselves a simple goal, that of an
information revolution. We must put in place an overarching
communication strategy that will guide our work. All of us
must answer this question: How is our work contributing to the
implementation of the national development plan?
All public servants need to understand that every act of
service to the people is an act of information that empowers
them and improves their lives. Making available information
about jobs and opportunities that this government creates is
crucial and must be a central part of what all political
principals and all public servants must implement with vigour.
Hon Chairperson, the realignment is a work in progress.
However, we can announce the following: This week is the
National Imbizo Focus Week. This is the beginning of a process
to strengthen our interaction with our people. The adoption of
the izimbizo as a mechanism for communication between
government and its citizens bear testimony to the democratic
government’s commitment to transparent and accountable service
delivery and, where challenges are encountered, to listen to
them and bring forth solutions.
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As we have said before, and committed ourselves in that regard
to our people, we will work with them to take South Africa
forward. In moving South Africa forward, government can never
tackle the triple challenge alone. Stakeholders and civil
society, business and communities will be taken along to shape
how we position this country both domestically and
internationally.
Given the negative publicity we have received internationally,
Brand South Africa has provided us with a comprehensive report
on how the world perceives our country. The positive
positioning of our country is crucial for job creation through
the strengthening of our competitiveness as a nation. As we
celebrate 20 years of freedom, it is inspiring that we hear
Brand South Africa telling us that 91% of the population are
proud to be South Africans. It further says that more than 85%
of the population believe that South Africa is competitive,
innovative and capable of achieving greatness as a country;
and 95% of citizens express a sense of belonging in the
country, with a strong desire to remain here.
The stabilisation of the public broadcaster is at the top of
our agenda. So much is hinging on this public broadcaster
being stable that we are leaving nothing to chance. There is,
of course, already a lot of interest, correctly so as this is
a public broadcaster that must act in the interests of all the
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people. We do not intend to be hands-off and allow a
deterioration of the public broadcaster. We have instructed
the board to ensure that a chief executive officer is in place
before the expiry of the three months’ extension of the acting
CEO position that we have granted. We expect that the filling
of the COO, CEO and CFO positions will subsequently result in
clarity of purpose for the SABC.
We wish to assure the people of South Africa that our
intention is to make the SABC play its role in the national
project of fighting poverty, inequality and unemployment
through total citizen empowerment. A new strategy for funding
the public broadcaster is one of the urgent tasks that we will
be putting forward for the leadership of the corporation.
The GCIS, in its current form, has done a sterling job in
holding the fort as we establish the new department. To this
end, we have presented the national communication strategy to
Cabinet and this will assist us to improve communication with
our people. Various interventions in this regard around the
theme of “Together we move South Africa forward” have been
adopted and will be implemented with the necessary vigour. We
will be improving government’s own media by ensuring that more
and more information about jobs and opportunities are made
accessible more frequently.
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The growth in digital and mobile communications present
government with the opportunity and challenge of engaging
interactively with citizens and stakeholders, and to join in
social conversations rather than producing one-way
communication.
As a government of the people, we will listen closely and
share openly, but we will also attend vigorously to issues
that threaten to undermine the reputation of our government or
country.
We will reach out directly to communities. We will leverage
the communication platforms that we have created ourselves. We
will work with the public media. We will create communication
partnerships across various sectors and we will project our
country with pride internationally.
We will be mindful of our obligations to communicate
effectively with people with disabilities, and to present
information in all official languages.
We will further work to make government communications more
effective and professional and secure greater value for
government’s considerable spend on advertising so that our
messages and information can reach more people in more places
more frequently.
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In view of the limited reach of commercial media, we will work
closely with community, commercial and international media as
conduits of the extensive range of information that government
generates through its transformation programme.
The year ahead will see new departures and new practices in
government communications as demanded by this new
administration.
The 2014-15 fiscal year is therefore one of transition and one
that we hope will inspire South Africans that we are a
listening, sharing and caring government that places a high
premium on daily and continuous communication with the people.
Together we move South Africa forward. I now commend the
Government Communication and Information System Budget Vote to
the House. I thank you. [Applause.]
Ms J C MOLOI-MOROPA: Hon Chairperson; hon Minister of
Communications, Ms Faith Muthambi; hon Minister of
Telecommunications and Postal Services; Dr Siyabonga Cwele,
Deputy Minister of Communications, Ms Stella Ndabeni-Abrahams;
Deputy Minister of Telecommunications and Postal Services, Dr
Hlengiwe Mkhize; Chairperson of the Portfolio Committee on
Telecommunications and Postal Services, Ms Mmamoloko Kubayi;
members of the Portfolio Committee on Communications; members
of the Portfolio Committee on Telecommunications and Postal
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Services; all Members of Parliament present; distinguished
guests, ladies and gentlemen, good evening.
An HON MEMBER: That was a long list!
Ms J C MOLOI-MOROPA: Very long!
It is indeed a great pleasure and honour for me to stand
before you this evening and introduce the debate on Budget
Vote No 9 of the Department of Communications.
After much consultation between me, as chair of the Portfolio
Committee on Communications, and hon Kubayi, who chairs the
Portfolio Committee on Telecommunications and Postal Services,
we resolved to embark on a joint committee programme. I must
add that this process was a strategic success for both
committees in their quest to execute their mandate for the
annual performance plan processes and for the realisation of
the task ahead of redefining their roles.
A budget is an essential economic tool for our government and
provides a measurable account of the nation’s priorities.
Parliament, by its nature, is a mirror of the people of this
country, responsible for monitoring and evaluating the
allocated resources and their relevance to the needs of the
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nation. In this regard, our role as committee is to exercise
financial oversight over the departments.
The mandate of the Portfolio Committee on Communications for
the fifth Parliament is governed by Parliament’s mission and
vision, the Rules of Parliament and constitutional
obligations. The mission of the committee is to contribute to
the realisation of a developmental state and to ensure
effective service delivery through discharging its
responsibilities as a committee of this Parliament.
In terms of the Public Finance Management Act, the accounting
officers must provide Parliament or the relevant legislatures
– nine of them - with their respective institutions’ mediumterm strategic plans and, where applicable, with their annual
performance plans. The Money Bills Amendment Procedure and
Related Matters Act, promulgated in 2009, provides Parliament
with the powers to reject or recommend the approval of the
department’s budget. In this case, the majority counts, even
if there are rejections.
The work undertaken by the Joint Portfolio Committee on
Communications and Telecommunications and Postal Services
started by looking into the previous work of the Portfolio
Committee on Communications through the legacy report, the
research work and the outline of the annual performance plan
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processes. In that instance, both Ministers and their deputies
led the process of interaction with all entities of the
department. This process culminated in the adoption of the
joint committee report on 11 July, which was last Friday. What
one is trying to outline here is that the joint committee has
done all it could to comply with Parliament’s requirement of
the budget processes. A special thanks to all committee
members and parliamentary staff who supported us throughout
this process. Of course, there were very long and tedious
days.
Key issues highlighted in the report have specific focus on
the spending trends of the department and its entities as well
as following up on matters raised by the Auditor-General of
South Africa as we utilise that tool of that independent
entity to do our work.
What was of particular focus during the presentations by the
department and its entities is how the department intends to
spend over the Medium-Term Expenditure Framework cycle, and
whether their programmes are aligned to the broader government
policy frameworks such as the National Development Plan, NDP,
New Growth Path, and the state of the nation address, which
dictated the tone of government for the fifth Parliament. The
department has to do this by implementing programmes that
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communicate, market and publicise government’s infrastructureled economy.
Broadly, the Communications department has to contribute to
the development of an efficient, effective and developmentorientated Public Service and an empowered, fair and inclusive
citizenship, which is outlined in Outcome 12.
The Department of Communications, again, is tasked with
communicating government programmes. It becomes important for
the committee to evaluate in detail how departments aim to
unpack the NDP utilising the national communication strategy.
This is a key area that we have also identified.
The Government Communication and Information System, GCIS, was
established in terms of section 7, subsections (2) and (3) of
the Public Service Act of 1994, as amended, in order to
provide professional services; set and influence adherence to
standards for an effective government communication system;
drive coherent government messaging; and proactively
communicate with the public about government policies, plans,
programmes and achievements.
Likewise, the Media Development and Diversity Agency, MDDA,
was set up in terms of the Media Development and Diversity
Agency Act of 2002 to enable historically disadvantaged
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communities and individuals to gain access to the media. The
committee acknowledges the major role that the MDDA has to
play in the coming years. As the committee, we will ensure
that the mandate in terms of the transformation agenda becomes
pivotal. I know that the Minister has articulated at length
about the MDDA. Again, as a committee, this will be our main
area of focus.
It remains a challenge that departments must continue to
support community media by ensuring that they use these media
outlets as platforms to communicate government programmes.
This is critical. This is a matter that also relates to the
sustainability of community media, and therefore the onus will
be on the committee to conduct oversight consistently and to
monitor whether the department is able to implement a
functional model that continues to support community media. We
have prioritised that as well.
As the ANC-led government, we applaud the MDDA for its
continued efforts with advocating and campaigning to make the
media and literacy a priority on the agenda of different
stakeholders and to create momentum for joint accelerated
literacy efforts. The efforts are in line with the
international launch of the United Nations Literacy Decade,
which took place in New York in February 2003, and had
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highlighted the importance of literacy. We will work more with
the MDDA around that in our oversight task.
During our interaction with the department, we also noted the
slow pace or the lack of transformation in the print and
digital media. Therefore, it will be the basis point of
departure of the committee to expedite the review of
legislative and policy environments that govern the
communications systems of the country. It is indeed a
prerogative of the committee to assess the performance of the
GCIS and MDDA in working together with the Advertising
Standards Authority of South Africa, and the Department of
Trade and Industry, in order to expedite the transformation of
the advertising industry. This, again, will be the cornerstone
of our oversight role over the department.
With regard to key issues in the report, it is the duty of the
committee to ensure that the department and its entities
maintain a low rate of funded vacant positions. Only a fully
equipped department can expect to deliver on its mandate. This
is a key focus of the committee to ensure that all departments
and entities that report to it are fully funded and are
without vacancies and can deliver on their mandates.
Need I remind this House that the work of this committee is
pre-empted by the priorities of the ruling party’s 53rd
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National Conference’s resolutions such as the prioritisation
of the roll-out of bulk infrastructure in rural areas and, in
particular, communication and information communication
technology.
The technological advances have put tremendous pressure on our
government and its quest to make its citizens relevant in an
information society and knowledge economy. This will also form
the cornerstone of our work. Improving systems of interaction
between citizens and all tiers of government remain important
as well. Therefore, the adoption of new technologies is of
high importance and of high priority.
We are well aware of the great strides made by our government
in a short period of time to reverse the imbalances created
over centuries of our historical past, when we would undergo
education and finish school without even having seen a
computer or anything that is electronic. That is the past we
come from. We are well aware of that, but the government has,
in a short space of time, been able to bridge that gap to a
particular extent.
In our work as the committee, we shall also endeavour to work
closely with all organs of the state, including the AuditorGeneral, the Public Service Commission, and other committees
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of Parliament to ensure that we relentlessly continue the work
started during the fourth Parliament.
In conclusion, the Communications department is an important
arm of government and will continue to be so in bridging the
information gap in this vast country. The portfolio committee
fully supports the ideals of a developmental state as
articulated in the 2007 strategy and tactics document of the
ANC. It is dependent on the capacity of the state to intervene
in the economy in the interest of higher growth rates and
sustainable development. As much as there is real, good
progress and good work done by the department previously, we
believe that there is much more that needs to be achieved. The
committee, together with the Ministry, will consistently steer
forward the transformation of society in this beautiful
country of ours, South Africa, which we are very proud of.
I would like, in conclusion, to again thank the cochairperson, hon Kubayi, for having worked on these two
committees so that we can ensure a smooth transition once the
functions and the proclamations are made by the President.
Thank you very much. [Applause.]
Mr G R DAVIS: Hon Chairperson, hon Minister and Deputy
Minister, hon members of this House and guests in the gallery,
let me begin by congratulating the hon Minister and Deputy
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Minister on their appointments to the Cabinet. I look forward
to working with them. Let me also pay tribute to every
journalist who reports the news without fear or favour. Our
democracy depends on each and every one of them.
As we deliberate today on the Government Communication and
Information System, GCIS, Budget Vote, we must acknowledge
that for this department it is a period of great uncertainty.
The changes under way are far-reaching, with profound
consequences for our democracy. The splitting up of the former
Department of Communications has raised many questions, but
the most important questions are why and why now? We have
entered the age of convergence, where traditional broadcasting
is merging with new digital technologies. So, why is the
department diverging when everything else is converging? There
may be very good reasons for this, but we have yet to hear
them, and we didn’t hear them today in this debate.
In the absence of any reasonable explanation, our thoughts
must turn to more sinister motives. What exactly is behind the
creation of this propaganda department? Well, as with all
things pertaining to this government, the answer is purely
political. The governing party is losing its grip on power.
[Interjections.] It is a fact that under President Zuma the
ANC recorded its worst ever election results in this election.
[Interjections.] The party dropped by 10 percentage points in
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Gauteng, and at the next election the ANC is in danger of
losing three major cities. Guptagate, Nkandlagate, spygate and
Marikanagate ... [Interjections.] All of these have shredded
the government’s and the President’s reputation. To survive
the next five years, the President really needs a good story
to tell, and he needs all the help he can get to tell it.
[Applause.]
When the President appointed his Cabinet in May, he really put
his faith in communications. Make no mistake, Minister
Muthambi is a very strategic deployment. In her first few
weeks in office, we have learned that the Minister wants to
create what she calls “a professional army of government
communicators” to bring about an information revolution.
The hon Minister has been at pains to deny that this is a
propaganda Ministry, but her constant criticism of the media
suggests otherwise. Last year, when she was still a member of
this portfolio committee, she said in this very Budget Vote
debate:
The media continues to publish negative news on government,
disregarding the good service delivery record of
government.
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Since assuming Ministerial office, the Minister has continued
in the same vein. She says the government is out there doing
good, but the story is not being told. Clearly, the Minister
thinks it is her job to tell this good story. Well, it is not.
[Interjections.] It is not her job to tell the story.
[Interjections.] That is called propaganda. [Interjections.]
The GCIS, with a budget of R413 million, is at the heart of
this propaganda machine. It should concern all of us in this
room that the GCIS is now working much more closely with the
SA Broadcasting Corporation, SABC, under the aegis of one
Minister. It is this arrangement, more than anything else,
which signals the move from a public broadcaster to a state
broadcaster.
An HON MEMBER: That’s right.
Mr G R DAVIS: The Minister knows how much she needs the SABC
for this information revolution to succeed. She said last
week:
“The effective use of the 18 radio stations of the SABC stands
between us and reaching millions.” [Interjections.] So, it
must be of some concern to the Minister that fewer people are
watching and listening to the SABC than ever before. Internal
research commissioned by the public broadcaster – which was
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quickly buried, I might add – has shown that the key reason
for declining audiences is the perception that the public
broadcaster is partisan. It is not hard to see where this
perception comes from.
Over the past few years, we have seen the appointment of SABC
boards stacked with ANC deployees. We have witnessed
opposition party adverts being banned from SABC-TV at election
time. [Interjections.] We have heard that SABC journalists are
under surveillance and that their phones are being monitored.
Last, but not least, we have seen the rise of Hlaudi
Motsoeneng, who has joined us in the gallery today.
[Interjections.] This is a man who interferes in editorial
decisions, who says that 70% of the news must be happy news
and who says journalists must be licensed. It is an indictment
on the SABC that his rise through the ranks has gone
unchecked.
If the Minister wants to regain lost viewers and listeners,
she needs to show in word and deed that she is committed to
protecting the SABC’s independence. Instead, she has already
done the precise opposite. Since assuming office, the Minister
has given the impression that the SABC must compensate for
negative stories in the press. She has said that she wants to
give herself absolute power, absolute power, to hire and fire
the SABC board. [Interjections.] Inexplicably, she has
EPK 15 JULY 2014
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protected and promoted Hlaudi Motsoeneng when he should have
been fired following the Public Protector’s report.
[Applause.] It is no wonder that people are switching
channels, Minister. [Interjections.]
But where do people go when they leave the SABC, since most
people cannot afford satellite TV and the big commercial radio
stations just don’t have the reach of the SABC? This is where
the Media Development and Diversity Agency, MDDA, can play an
important role. This year, the MDDA will transfer
R34,4 million in state funds to community and small commercial
media and, in collaboration with the GCIS, will ensure that
R30 million, or 12% of all government ad spend, go to
community media. Now on the face of it, this appears to be a
noble objective. The question is, can community media be
independent if most of its funding through advertising and
grants comes from the government?
When former GCIS chief executive officer, CEO, Jimmy Manyi,
centralised all government ad spend in the GCIS, he threatened
newspapers by saying that he would pull government advertising
if they did not toe the government line. His recent
appointment to the MDDA board is therefore an ominous
development that should concern everybody who cares about the
independence and sustainability of community media.
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Ms M T KUBAYI: Chair, on a point of order: Can the member
refrain from making remarks about a person whose appointment
to and removal from office is dependent upon the House. That
is not correct. He needs to be in order. [Interjections.] It
is Rule 66.
The TEMPORARY CHAIRPERSON (Mr B L Mashile): Hon Davis, the hon
member is correct. I think you need to withdraw that
statement. [Interjections.] Hon Davis, please you take your
seat.
The CHIEF WHIP OF THE OPPOSITION: Chairperson, that Rule
applies if the integrity of that member is impugned. It does
not relate to the member’s conduct. Therefore, the point of
order doesn’t stand. Sir, I also wish to draw your attention
to the fact that when I raised a similar point of order about
the Public Protector, the Speaker of the House ruled against
me and said that the Public Protector did not fall under the
same protection. I would submit to you that the Rule does not
apply unless the integrity of the member or person is being
impugned, and not the conduct of that member.
Ms M T KUBAYI: Chairperson, I would request the hon Chief Whip
of the Opposition to respect procedures as well. When a point
of order is made, he needs to allow the Chairperson to make a
ruling. [Interjections.] There are procedures. He needs to
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allow the Chairperson to make a ruling and make a decision.
[Interjections.]
I am also requesting the Chairperson to make a ruling because
the member is reflecting on someone’s capacity and integrity.
He implies that Mr Manyi’s integrity is not acceptable, and
therefore he does not deserve to be on the board. That is why
I am saying his appointment and removal depend on a decision
of the House. If the member deems that Mr Manyi is not
suitable to be on that board, he knows the procedure that
should be followed.
The TEMPORARY CHAIRPERSON (Mr B L Mashile): Thank you very
much. Hon Davis, please desist from making such statements in
future.
The CHIEF WHIP OF THE OPPOSITION: Chairperson, on a point of
order ... [Interjections.] ... just for the elucidation of ...
The TEMPORARY CHAIRPERSON (Mr B L Mashile): Hon member, can I
request hon Davis to continue with his speech?
The CHIEF WHIP OF THE OPPOSITION: Chairperson, I seek clarity
from you, because this ruling is going to impact on the
Extended Public Committee debates. I need to understand
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exactly what hon Davis has said, what you are ruling he must
not continue with.
The TEMPORARY CHAIRPERSON (Mr B L Mashile): Hon Davis, I do
agree that you have not reflected on the integrity of the
employee, which is why I said that in future please be aware
that what you say does not reflect on the integrity of the
official. Please continue with your speech.
Mr G R DAVIS: Chairperson, each entity in this new department
is a cog in a powerful propaganda machine. Taken together,
they give the Minister enormous influence over national
television, radio and community media, either through direct
control or dependence on state funding and government
advertising.
Hon Minister, you have asked us to engage constructively with
you on the future of your department. So, let me propose seven
steps you could take to immediately restore public confidence
in your department.
Firstly, go back to one converged communications department in
line with global trends. Secondly, move the GCIS away from the
SABC and put in place clear guidelines to protect the abuse of
the GCIS for political purposes. [Interjections.] Thirdly,
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break the cycle of dependency that makes community media
reliant on government hand-outs for survival. [Interjections.]
Fourthly, reject the “happy news” quota and distance yourself
from this talk of the licensing of journalists.
[Interjections.]
Fifthly, allow the SABC board to take steps to remove Hlaudi
Motsoeneng from office. [Applause.] He is bad news for the
SABC and he is bad news for South Africa. [Interjections.]
Sixthly, move to limit, not increase, political and
ministerial influence over the appointment and removal of SABC
board members. Seventhly, allow an independent SABC board to
appoint the chief operating officer, CEO and chief financial
officer without ministerial influence. [Applause.]
[Interjections.]
In conclusion, let me say that we support a government
communication system that informs people of their rights and
the services they are entitled to. That is a good thing.
However, we reject the creation of a communications machine
obsessed with telling good stories about this government. The
jobless and poverty-stricken are not interested in the
government’s good stories. [Time expired.] [Applause.]
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Mr M Q NDLOZI: Hon Chairperson and fellow South Africans, I
would like to take this opportunity to greet everybody in the
House. Today, Parliament is asked to vote on the budget of the
communications function of government, as led by Minister
Muthambi.
The Government Communication and Information system, GCIS,
which is the machinery she will use to execute her functions,
indeed faces many problems, and these include the filling of
key positions of leadership, not just in the GCIS, but in the
Media Development and Diversity Agency, MDDA; proper financial
administration that yields results in a quantifiable manner;
and the lack of sound strategy on how to transform the print
media and advertising industry. At the centre are the MDDA
programmes which must, using indigenous languages, break the
monopoly of the mainstream media in both the production and
distribution of news as well as other information.
Here lies the centrepiece, as it were, of a people-centred
media. The MDDA needs to ask how, through its programmes, it
can inculcate literary abilities in communities. The various
forms of community media, at the same time, have ways of
unleashing the writing capacity of our people, embrace organic
film and documentary products that tell stories with world
class standards and sensibility, in particular, because the
digital age casts the local onto a permanent global platform.
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Most importantly, community media that is people-centred has
the capacity to improve literacy through inculcating a
festival of ideas, but also affirming the questioning power of
our people. Our people ought to be able to rise constantly and
question power and question those in power through their own
media activities.
It is safe to say, the EFF does not think the government has
anything to communicate but lies. It is asking for more money
to mask the broad kleptocratic drama that has been unfolding
since the resumption of President Zuma in the highest office
in the land – the age of eating!
Today, the country is waiting to hear what Parliament will say
to the Minister as she asks for parliamentary approval for her
budget, when she has appointed Hlaudi Motsoeneng as the SABC’s
chief operations officer, COO. [Interjections.] This is after
she assured the joint committee that she would make sure that
the Public Protector’s report on the SABC is complied with, as
it is a Chapter 9 institution. The Minister understood what
she meant when she said “a Chapter 9 institution”. The
Constitution compels her and the SABC board to respect the
findings of that institution.
The appointment of Hlaudi must signify government’s disregard
of the law. It must signify the era of the triumph of the
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mythomaniac – the pathological liar who is so proud of his
lies that he tells us that parliamentarians are just making a
noise and that is all they can do. Yes, these are the words of
Mr Motsoeneng to me just before his interview with Justice
Malala on eNCA last Monday.
I ask you, Minister, have we no shame? Have we no regard for
the law? Have we no respect, or even self-respect, to take a
platform and force a man who has forged and lied about his
qualifications down the throats of South Africans? As the head
of Communications, your legacy will always be as the
communicator of lies, the promoter of liars and the bearer of
mythomania – the very disease of the government of the day.
People for whom lying is fashionable seek lies, promote lies,
pay for lies and ask for more and more money for the people to
hire, to pay for lies, and lie about what government is doing.
The truth is: The most important communiqué we would have
wanted to hear and to vote for would be that of doing away
with lies and doing away with Hlaudi Motsoeneng, whose lies
are turning our country into a mockery and a banana republic.
[Interjections.] It does not matter what you think – whether
Hlaudi is a hard worker or a good CEO - every time men and
women of power break the law without any consequences, they
delegitimise their role as bearers of social order. More
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dangerously, however, they condone evil, disorder and
disregard for the law for the broader public.
The EFF does not have faith in you, hon Faith. Hence, we will
go to court to stop you from making a mockery of the findings
of the Public Protector. [Interjections.] Let it go on record
that we did caution about the manner in which your government
has reduced the running of this country to a battle of courts,
even on simple, obvious, political issues – but because you
are driven by lies, one day you will be forced to corrupt
these courts. But before you go to the courts and corrupt them
... [Time expired.] [Applause.]
Ms S J NKOMO: Chairperson, Ministers, Deputy Ministers,
members and guests, as we debate government’s communications
arm, the GCIS, and its performance vis-à-vis its spending, the
IFP is aware of the important role it plays in managing the
image and messaging of our government, especially that of our
country abroad. We are equally aware of its mandate to
mobilise the nation behind the National Development Plan and
in celebrating 20 years of freedom. In previous years, the
GCIS budget was reduced, but its appropriation is again
expected to rise to R430 million in 2015-16.
It is against this background that the previous Finance
Minister, Pravin Gordhan, acknowledged that there should be
EPK 15 JULY 2014
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better use made of GCIS facilities to reduce the state’s
advertising expenses. In the past, we have seen excessive
amounts for advertising being channelled to the Gupta-owned
The New Age newspaper for advertising projects instead of
channelling it to community papers and radio stations, which
would be a much more sensible way to communicate government’s
messages, especially to rural communities. Minister Gordhan is
also one of the few people in government who recognised that
the government communication system can be used more optimally
instead of the media and speech release distribution agency it
now functions as. Already, the government’s 20 Years of
Freedom project seems to have been overtaken by campaigns like
Lead SA and The New Age’s Business Breakfast shows.
The government communication system has tremendous potential
to improve the image of the state and the flow of information
to and from the public. At present, both the Presidency and
GCIS are restrained in their communications. They seem to work
in silos, which is why the government is constantly battling
in a sea of bad publicity.
May I state that the new Communications Ministry, led by
Minister Faith Muthambi, is now a reality.
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Ro takala nga maanda uri vho dzhena kha hetsho tshidulo vho
dzhenaho khatsho. Nne ndo takalesa nga maanda. [We are very
glad that you occupy that position. I am very happy.]
I would like to state that, on the matter of the COO of the
SABC, honourable Hlaudi, we as the IFP are extremely
disappointed IFP that we are sending a message out to our
country and to our children, especially, that it is acceptable
to rise as high as you can without the education that you
deserve - you don’t even need a matric certificate. We will
find out from the investigation into this matter, but the
message that is being sent to the South African children and
to the nation at large is one that is extremely misleading,
and this is worrying for us as the IFP. The IFP is therefore
abstaining from voting on this Budget Vote. I thank you.
[Interjections.]
Dr P W A MULDER: Chairperson, we have a new Minister and we
have a new term. Congratulations to both of you on your
appointments.
Surely, it is time to ask questions at the beginning of a term
like this. The first question may be very simple, but it is:
Is a government information service necessary in a democratic
state? This was a hot debate in all democratic states after
the Second World War, and it is fascinating to read those
EPK 15 JULY 2014
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debates. Dictatorships have propaganda services, but do
democratic states need them as well? The question, thus, is:
Why must we allow a government to use taxpayers’ money to
communicate with the voters, giving them an advantage over
opposition parties? That was also the debate after the Second
World War.
The FF Plus believes that a modern state must communicate with
its citizens. That is why the GCIS is so important, and we
support them. However, if one studies the debates in those
days – and all debates in all democratic states – there is one
very important condition. There must be strict rules, strict
guidelines to distinguish between what is government
information, on the one hand, and what is defined as partypolitical propaganda by the governing party on the other. One
needs those guidelines if one really believes in democracy.
Minister, my question is: Are there clear guidelines that all
departments and provinces must follow? I am not really aware
of such guidelines. I can give you many examples of
departments and provinces that misused taxpayers’ money for
ANC party-political propaganda, and they called it government
information. That can clearly not be prescribed.
Let me give you an example. The official colours of the
Gauteng provincial government are gold, blue and grey. Just
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before the election, 51 huge advertising billboards appeared
in Gauteng. The message on those boards was in green, yellow
and black – the ANC’s colours. [Interjections.] Now surely
sir, we are not stupid. Other political parties that wanted to
use billboards had to pay for them from their party-political
funds. The ANC did not pay for those billboards; the taxpayers
did, not only the ANC taxpayers, but also the FF taxpayers had
to pay for them. [Interjections.] Why these boards, just
before the election? We are not stupid and seriously seek
clear guidelines. If we had had clear guidelines, this surely
would not have happened.
Let us look at the SABC. The SABC wants some money from
government, and more for certain projects, while we are forced
by government’s law to pay for licences. Now, people can’t say
they don’t want to watch the SABC or that they don’t want to
pay in that sense.
Daar is by die Afrikaanse televisiediens besluit om die
Afrikaanse televisienuus van TV2 na TV3 te verskuif. Daar is
geen regtige navorsing gedoen nie. Die harde werklikheid is,
as u na ’n taalkaart van Suid-Afrika kyk en dit met TV3 se
uitsaaivoetspoor vergelyk, dan is daar groot gedeeltes van die
Afrikaanstaliges in die Noord-Kaap, in die Oos-Vrystaat, in
die Oos-Kaap, en in die Wes-Kaap wat nie weer televisienuus
sal kan sien nie, wat nie weer aktualiteitsprogramme of Fokus
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in Afrikaans sal kan sien nie. Onthou, die meerderheid
Afrikaanssprekendes is nie wit nie, dit is mense van kleur.
Nou is daar ’n ernstige vraag: Waarom moet hierdie mense
televisielisensies betaal as hulle dan geen diens van die SAUK
kry nie? [Tussenwerpsels.] [Tyd verstreke.] (Translation of
Afrikaans paragraph follows.)
[It was decided at the Afrikaans television service to move
the Afrikaans news on television from TV2 to TV3. No real
research was done. The hard reality is, when you look at a
language map of South Africa and compare it to a broadcast
footprint of TV3, then there are large areas of Afrikaans
speakers in the Northern Cape, in the Eastern Free State, in
the Eastern Cape as well as the Western Cape where the news on
television, weather actuality programmes and Fokus cannot be
viewed in Afrikaans anymore. Keep in mind, the majority of
Afrikaans speakers are not white, but people of colour.
Now there is a serious question: Why do these people have to
pay television licences if they do not, in any way, get a
service from the SABC? [Interjections.] [Time expired.]]
The DEPUTY MINISTER OF COMMUNICATIONS: Hon Chair, hon
Ministers and Deputy Ministers present, members of the
Portfolio Committee on Telecommunications and Postal Services
EPK 15 JULY 2014
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and of the Portfolio Committee on Communications, hon members
in your different portfolio committees, ladies and gentlemen,
members of the media, chairs and CEOs of the state-owned
entities ...[Interjections.] ... and, of course, you, Chief
Whip of the DA, molweni, dumelang, avuxeni, thobela, ndi
madekwana, lotshani, good evening.
One interesting thing that only happens in my country and only
in this Parliament is seeing people who were defeated during
an election process - after people had made their choice, and
we know you were there too, and are now making all this noise
- trying to tarnish all the good work that has been done. But,
as South Africans, we are clear about one thing; we know who
our true liberator is.
We know, when politics are played, who those are that seek to
be popular at the expense of the poor people of this country
who face challenges. Indeed, our people took a conscious
decision and said, again, we are going to give the ANC another
mandate to go and govern everybody, including those that
contested power. [Interjections.] Now they think that they
have a mandate to come and tell us what to do. It does not
work like that, gentlemen. I know that maybe in your past life
you were the ones who made the decision on behalf of others,
but gone are those years. Now the people of South Africa are
cleverer than before.
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Brutally beaten, handcuffed and tied to the back of the police
van, he was dragged for about 500 metres and later found dead
in a police cell. The incident of Mozambican taxi driver, Mido
Macia, was exposed by ordinary community members of Daveyton,
who used their cellphones to capture the video that is
evidence of the whole brutal activity.
As a result of this vigilance, through citizen journalism, we
recently saw nine police officers being dismissed and charged.
As we tell the good stories that we have, we also encourage
South Africans to share with us the stories that are
difficult, painful and troublesome. Believe you me, this will
help our country to move forward.
Ladies and gentlemen, from pigeons to twitter, telegraphs to
e-mail, communication has come a long way. It is almost
impossible to imagine a world without social media, instant
messaging and live chatting. Today’s news break on facebook,
accidents are reported on twitter and citizens assist
authorities to capture criminals. This is the evolution of
communication.
Fellow South Africans, join me as I tell you this good story.
In 1994, we saw the first community broadcast, which was Bush
Radio. Today there are more than 150 radio stations, five
community TV stations and a number of small commercial media
EPK 15 JULY 2014
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newspapers and magazines published in indigenous languages
owned by various media owners and communities.
From Musina to Stellenbosch, there are over 8,6 million
community radio listeners. Community television has grown in
number and in viewership. The support, both financial and
nonfinancial, these stations receive from government is
unparalleled in this world. These stations have not only added
to media diversity in the republic, but have also further
provided communities with a platform to hear themselves and
listen to their own stories. The stations have actually become
the heartbeat of the communities. Almost every district
municipality has community and small commercial media in the
form of a community radio station, a newspaper or a magazine.
Following the establishment of the Media Development and
Diversity Agency, MDDA, and through its advocacy and lobbying,
we have seen a number of changes that have led to the growth
and development of a diverse media. These changes include,
amongst others, an enabling regulatory environment created by
the Independent Communications Authority of South Africa,
Icasa, the reduction of tariffs for community broadcasting
signal distribution by Sentec and discounts provided by
printers for our community and small commercial newspapers and
magazines.
EPK 15 JULY 2014
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Iyabukeka loo nto. [That is impressive.]
When we see all these developments we cannot hide our
excitement. We nod our heads and say, indeed there is a great
story to tell, because 2014 is definitely better than 1994.
Bakithi kuyasijabulisa lokho. [My fellow colleagues, that is
really exciting.]
The reality of the matter is that there is still a lot of work
to be done, especially with regard to content as we still find
radio stations that only play music and do not give attention
to other aspects such as news, education and information
dissemination, which is what community media was created for.
As the father of our liberation, Tata Nelson Mandela, taught
us:
The ANC is the repository of the aspirations of the
overwhelming majority of our people. We must both lead and
learn from them.
It is this principle that we live by to engage our communities
through various platforms such as izimbizo, radio and TV talk
shows, government publications, social networks and live
chats. Ri khou kandela phanda. [We are moving forward.] [Hon
members, as the President Jacob Zuma-led administration, we
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cannot be joyful that despite its consistent audience growth
in the past five years, community broadcasting accounts for
only 2% of the total expenditure on advertising. Neither can
we be content that 20 years into democracy, black
participation in the South African print industry stands at
14% and gender representation is still low.
We are still experiencing challenges when it comes to the
sustainability of community and small commercial media. There
is a need to ensure that the advertising cake is shared by all
and distributed in a manner that supports media diversity.
This is an issue that the Department of Communications will
address with all relevant stakeholders.
In addition, the print media partners’ contributions have
decreased in recent years to only four million. This has
resulted in a revised strategy regarding the support of print
media projects with the focus on consolidating and
strengthening current beneficiaries rather than funding new
projects. A swi tsakisi. [It is not good.]
All these issues require our urgent attention, because they
are at the core of building this country. As the new Ministry
of Communications, we therefore undertake to tackle them with
great zeal and vigour as part of consolidating the democratic
EPK 15 JULY 2014
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transformation of our country. Dit is belangrik. [That is
important.]
Compatriots, on the print media side, which is still dominated
by the big four, we have within government Vuk’uzenzele,
Public Sector Manager magazine, GovComms and My District
Today, which are produced by the Government Communication and
Information System, GCIS, as well as a broad range of
publications by national, provincial and local departments and
entities.
We are also seeing the emergence of a number of independent
newspapers and magazines throughout the country. Through the
Broad-Based Black Economic Empowerment Act, No 53 of 2003, we
will enforce greater transformation in this industry
throughout the entire value chain, which is publishing,
printing, distribution, advertising and ABC certification.
This is an area on which we will work earnestly with, amongst
others, the newly formed Department of Micro, Small and Medium
Enterprises. We will pursue our objectives in line with the
goals of the National Development Plan, NDP, and this
administration’s commitment to radical socioeconomic
transformation, and place the economy in the hands of millions
of our people who were previously excluded from participation.
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We know from our history that the media sector was
characterised by economic exclusion and the suppression of
content reflecting the experiences and the struggles of the
majority of South Africans. I will take you through some of
the things that, as the MDDA, we have achieved whilst others
are howling as usual.
The TEMPORARY CHAIRPERSON (Mr B L Mashile): Hon member, you
have one minute remaining.
The DEPUTY MINISTER OF COMMUNICATIONS: Thank you, Chair. In
this financial year we will further engage with the relevant
stakeholders to launch sport programming on community radio
stations. The department will work together with relevant
stakeholders to review the existing media accountability. I
want to assure this House that the Department of
Communications will continue to support and increase the work
of the MDDA throughout the transition period.
Allow me to express our heartfelt gratitude to the funding
partners of the MDDA, who committed to supporting government
in the implementation of the objectives of the MDDA. Fellow
South Africans, as we continue to tell the good stories that
we have built in the past 20 years, we invite you to utilise
the platforms that we have created to tell us your stories,
and please tell them robustly and accurately without fear or
EPK 15 JULY 2014
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favour. Tell them movingly.I It is only the ANC that has
fought for them; there is nobody else who can be the champions
of freedom of expression. Thank you, hon Chair.
Ms M V MAFOLO: Hon Chairperson, hon Ministers and Deputy
Ministers, hon members, board members, department officials
...
... baeti ba rona mo lefelotheetsong, ke a le dumedisa. Ke
motlotlo go bo ke tsaya karolo mo ngangisanong ya Tlhopho ya
Tekanyetsokabo, ya monogwaga, ya Lefapha la Tlhaeletsano. Re
le ANC, re semeletse go dira tiro ya rona e re e romilweng ke
baagi ba Aforikaborwa. Re ka se ka ra boela morago mo go
diragatseng thomo ya bona mo ntlheng eno. (Translation of
Setswana paragraph follows.)
[... and our guests in the gallery, I greet you all. I am
honoured to participate in this year’s Budget Vote debate of
the Department of Communications. As the ANC, we are hard at
work doing our job as mandated by South Africans. We can never
retract in implementing their mandate on this point.]
This debate takes place at a time when we as a nation
celebrate 20 years of democracy, which is marked by the
sterling work done by the ruling party, the ANC. Among many
achievements, we pride ourselves on the rebranding of South
EPK 15 JULY 2014
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Africa as a way of reinforcing the reality of a new world free
of racism and any other form of discrimination. We are proudly
South African in all our diverse cultures and races.
When the overwhelming majority of the people of South Africa
gave us a mandate to rule this country in 1994, we undertook
to take this country forward without compromise – the real
Asijiki.
It is in this context that we as the ANC proudly recall what
hon President Jacob Zuma said on the occasion of the state of
the nation address on 13 February 2014, when he said:
South Africa is a better place to live in than it was in
1994. Liberation and democracy have also created space for
an active civil society and a free media. The democratic
government supports the right of citizens to express
themselves.
Expression is another form of exposing one’s identity. In
seeking to realise this vision, also having taken its cue from
the President, as quoted in the state of the nation address,
the ANC-led government mandated Brand South Africa as the
official marketing agency of South Africa to create a brand
that would serve as the best instrument to tell the good South
African story to the international world. This would then be a
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way to cement a well-established sense of patriotism and pride
that continues to tell the good story we have as the ANC.
This brand serves as the face of the new South Africa in the
international community.
Re motlotlo jaaka Maaforikaborwa. [As South Africans, we are
proud.]
This is indeed a good story for the ANC-led government to
tell.
Brand South Africa is a product of the well thought-through
aim of presenting a coherent image of the country’s message to
the international audience that translates into a good South
African story that always creates music to the ears of its
audience.
As a department, we are sure that all our efforts are driven
in the direction of realising Vision 2030, as expressed in the
National Development Plan, NDP. To cut to the bone, the NDP
itself has the priority of the management and communication of
South Africa’s reputation in an effective manner. In this
respect, Proudly South African is a good story to tell as it
moves South Africa forward through good and effective
communication. What a good story to tell!
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The process of popularising South Africa would have been a
difficult task were it not for the brilliant brains that
created Brand South Africa.
The majority of South Africans who wish to celebrate 20 years
of democracy will never be silenced by any section of the
population. We proudly use Brand South Africa as the best
instrument to proclaim such achievements. Halala, Mzansi!
Halala!
South Africa’s position in the global world stands high and
unashamedly good as it is well known for having survived
against all odds. Neither countless years of expulsion nor the
pre-1994 political turmoil could dim the light imbued by the
vision of a South Africa reaching out to fellow Africans in
their desperate hour.
To achieve this mammoth task, the South African government –
of course led by the ANC – has put in place measures to
promote active citizenship, social cohesion and advocacy by
South Africans living outside the country. This is by means of
initiatives by Brand SA to introduce global South African
programmes in which there are constant engagement and
communication networking among people living outside the
country. What a good story to tell!
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As South Africa, we are on the move. This esteemed House will
recall that this department has the sole responsibility of
seeing to it that these programmes are followed to the letter.
Hon Minister and Deputy Minister, we are always there to
support and assist you to achieve this.
Let me share with this House just a few mechanisms used by
Brand South Africa to make sure that the story we tell always
remains good and sound. Some story to tell indeed! In order to
manage the reputation of South Africa, it has the task of
inspiring South Africa’s story.
Brand South Africa has key programmes. One of these is Play
Your Part. This is a domestic programme that is focused on
active citizenship and building pride among South Africans.
Remember not to call people refugees in their own country,
like the Premier of the Western Cape, hon Helen Zille, did or
to call the electorate dogs, as hon Mike Waters did.
Tlotlo ga re e itshase, re tsetswe ka yona; ga re e
ipateletse. Serodumo le seriti sa motho ga di tsamaisane le
lefelo la tsalo kgotsa botlhokatiro. [We do not fake honour,
we were born with it; we do not even force it. A person’s
dignity is not connected to a place of birth or unemployment.]
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When South Africa consults with stakeholders on key issues
that have an impact on its reputation and its global
competitivity, it is done in the South African Competitiveness
Forum.
Re motlotlo ka lenane le ka gonne motho ga a ke a iphetsa a le
nosi, e bile diatla di a tlhapisana. Re dikala tsa setlhare sa
medi e le mengwe. [We are proud of this list, because a person
cannot do everything alone, we have to help each other. We are
the branches of the same tree.]
International media tours are designed to showcase the
uniqueness of the South African infrastructure and innovation.
They help to fly the flag of South Africa high.
The Department of Communications, under the guidance and
stewardship of the hon Minister, is equal to this task. We
assure this august House through you, hon Chair, that our
sleeves are rolled up and that we are ready to dirty our hands
in the noble pursuit of the mandate given us by our
electorate. We will, without fail, roll this wheel of chance
to move the vehicle of transformation to its intended
destination. Our first stop is Vision 2030, as indicated in
the NDP. This is the real Asijiki, not the fake one of the
EFF.
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We are assured that we have refuelled and we will surely get
to the destination without having lost one of the passengers.
We will intensively welcome potential passengers to join us
and sit back. The ANC-led government, through this department,
will drive you safely in the world of transformation. We are
proudly South African. We are Brand South Africa.
Gaabo motho go thebe phatswa. [There is no place like home.]
The ANC supports Budget Vote No 9. [Applause.]
Mr S S A MPHETHI: Chairperson, Minister, all protocol
observed.
We are here today, after 20 years, debating communication in
the country. The programmes that the department is promoting
are only for the benefit of the ruling party. During the state
of the nation addresses that we had in February and now in
June, we heard Ministers from the ruling party attacking
members of the opposition. It is unfortunate that when we come
here with questions, they are not even answered.
[Interjections.] The President comes in with a prepared speech
to address the nation and to answer a question that he was not
even asked. [Interjections.]
It is unfortunate that today we are saying that the national
communication strategy benefits the people of South Africa
EPK 15 JULY 2014
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when only those in the ruling party are benefitting. It is not
true that 91% of South Africans are happy. We support the
recognition of all 11 languages in the SABC, but we don’t know
if this promotion of indigenous languages led to the
appointment of Ntate Hlaudi Motsoeneng, because he can be
understood and he understand indigenous languages. That is why
he was even given a woman in Venda. [Interjections.]
It is unfortunate that we, the members of the committee,
learnt about the appointment of Ntate Motsoeneng from the
news. People asked us what was happening. I thought the SABC
board procedurally was supposed to make a recommendation to
the committee, who would then advise the Minister.
[Interjections.] But you did it the other way round.
There are areas in South Africa that don’t even have a
cellphone signal. There are areas in South Africa where one
cannot even pick up the signals for SABC1, SABC2 or SABC3.
People there have to rely on DSTV, but we say we are moving
South Africa forward. I think the PAC will never support this.
Thank you. [Applause.]
Ms D CARTER: Chairperson, the thing about Nelson Mandela was,
he meant what he said and he did what he meant. There was no
hypocrisy. He inspired trust because he practiced
transparency. If everyone else in government, including those
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on the right, did the same as Nelson Mandela did in his time
as President, the whole country would be behind the government
and a high level of trust would continue to exist.
[Interjections.]
The stated objective of the government is to facilitate the
involvement of the majority of South Africans in governance,
reconstruction and development, nation-building and
reconciliation – which on the right-hand side is a joke. These
are worthy objectives and not a joke.
This is not surprising, however, because it is section 195 of
the Constitution of 1996, which Nelson Mandela had the honour
of signing into law, that obliges government to provide
information that is timely, accurate, accessible and in
support of the constitutional principles of freedom of
expression, transparency and openness of government.
What a wonderful country we would have if everyone in
government passionately believed in our Constitution, and in
transparency and openness. [Interjections.] However, if the
President is involved, wittingly or unwittingly, in something
that warrants questioning, the iron curtain is brought down
and security is invoked to trump transparency and openness. A
shutdown, ducking and diving occurs.
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We have one of the best constitutions in the world, thanks to
Nelson Mandela. But this government acts as a reluctant
inheritor of his great legacy.
The Government Communication and Information System,
established in terms of the Public Service Act of 1994, is
meant to meet all the demands of our democratic human rights
environment. With the loyal support that this government has
had from its voters in successive elections one would have
expected a quid pro quo from this government.
Unfortunately, South Africans who were made to enjoy a
information deficit as a result of apartheid and poverty are
still lagging behind today – 2014. They do not have the
information to engage in meaningful dialogue with government.
Citizens with grievances therefore have to take to the streets
and, shockingly, continue to resort to mindless vandalism in
making their point.
The TEMPORARY CHAIRPERSON (Mr B L Mashile): You are left with
one minute, hon member.
Ms D CARTER: Democracy has not made itself a people’s tool of
choice for engagement. Violence and vandalism highlight the
failure of government to communicate and empower South
Africans to have full access to information. Cope urges the
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government to get on and do what it knows has to be done
urgently. It must enhance access to information that will
enable the public to participate in our country’s
transformation and in bettering their lives.
The sooner this government returns to thinking like that of
Nelson Mandela and the sooner the SABC is freed from
subserviently serving the interest of the ruling party, the
better it will be for government and the people of this
country.
The Mandela road was opened and the people responded
positively. The tendency of the present government is to be
obeyed and, therefore, as it must see clearly, its credibility
is always being called into question. It isn’t the right of
only those whom President Zuma terms “clever blacks” to ask
questions and contribute to transformation. Everyone in this
country should be doing the same. I thank you. [Time expired.]
[Applause.]
Ms L M MASEKO: Chairperson, it is the month of the birthday of
Dr Rolihlahla Nelson Mandela of the ANC, who is doing ANC
work, wherever he is. He is doing recruitment for the ANC, the
work he started doing when he arrived in the next world, and
which he continues to do, hence we are here today. Thank you
very much.
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Ministers and Deputy Ministers, I would like to congratulate
you on your appointments to these strategic departments that
are key to bringing about radical changes to the lives of our
people, growing the economy and taking the country in the
direction outlined by the National Development Plan, NDP,
namely information and communication technologies, ICT.
[Interjections.] I am talking. [Laughter.]
ICT, particularly the Internet, is the future. It is about
transforming all human activities. ICT presents new
opportunities for individuals and communities, not only to be
consumers, but also producers of information. When you think
of this, you will agree that it is indeed another revolution.
Through media convergence, ICT can also build on and integrate
the capacities of other media, for example, radio and
television. This enables low-cost creation, access and
distribution of information, which requires a networked rather
than a centralised approach.
In order for content to be relevant to communities there are
fundamental factors that need to be considered. It is also
imperative
that
local
content
be
linked
to
development.
Indeed, ICT can facilitate this process. It is not about the
concept of ICT, but rather about the use of ICT as an enabler
for communities to achieve development.
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The UN Food and Agriculture Organisation workshop emphasised
that beyond physical access it is essential that information
is timely, retrievable and easily applied by a broad range of
users; further, that it is accessible in their own languages
and consistent with their values.
Information
and
variety
information
of
communication
and
technologies
content
to
have
be
enabled
placed
on
a
the
Internet in order to share it with people all over the world,
thus
opening
invention
the
and
doors
for
manufacture
content
of
globalisation.
the
Gutenberg
The
press
revolutionised communication during the first industrial age.
Today the Internet and web are doing this.
Today,
huge
amounts
of
text
document
Internet
in
or
poverty
alleviation,
weather,
educational
information
format,
is
available
like
market
on
the
prices,
government
schemes,
hospitals,
the
institutes,
telephone
directories
and
much more. While urban citizens increasingly upload content
available to and for them due to greater awareness on the part
of urban organisation, local content is still ignored or not
available or accessible to and for rural communities.
In building an inclusive information society, care should be
taken not to perpetuate the domination of nations of the world
by certain languages and cultures. A big challenge that we
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have currently is that the dominant language and culture in
respect of the content available on ICT is that from the West.
This
is
ensure
understandable
that
the
as
a
historical
information
society
issue;
is
however,
fair,
just
to
and
contributes to a better Africa and a better world, more effort
needs to be exerted to ensure that content available by means
of the ICT is relevant and appropriate for all communities,
and also available in their languages. This will ensure that
all communities feel part of the global information society.
The strategic plan
of the International Marketing Council,
renamed Brand South Africa, focuses on programmes aimed at
building a strong nation brand reputation for South Africa.
This contributes to nation-building, patriotic pride, social
cohesion and a strong competitive identity for South Africa.
Patriotism is devotion to one’s country. It is devoted love,
support and defence for one’s country, and it is national
loyalty. Nation-building aims at the unification of the people
within a state so that it remains politically stable and
viable in the long run. It includes the creation of national
paraphernalia such as flags, anthems, national days, national
stadiums, national airlines, national languages and so on.
National
identity
needs
to
be
deliberately
structured
by
moulding different ethnic groups into a nation, especially
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since our country comes from an era of colonialism and the
practice
of
divide
and
rule
that
resulted
in
ethnically
fragmented populations.
While the country’s image is not a static phenomenon, the
image of a country is long-lasting and difficult to change.
That is why, in order to improve a country’s image, it may be
easier to create fresh, positive associations rather than to
try to refute old ones.
As the governing party, the ANC supports and acknowledges the
work that Brand South Africa is doing in marketing our country
positively
to
create
opportunities
for
foreign
direct
investment that will result in employment creation for our
people,
especially
women,
young
people
and
people
with
disabilities.
According to the 2011-12 global competitiveness rankings by
the World Economic Forum, South Africa’s ranking has improved
from 54 in the previous year to 50. Whilst we celebrate these
gains, there is scope for improvement and effective marketing
by Brand South Africa. In particular, more work must be done
in
promoting
the
brand
to
South
Africans
and
utilising
government centres such as Thusong Service Centres and also
exposing South Africans to their country, hence
like Sho’t Left are important.
programmes
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Chapter 15 of the National Development Plan is dedicated to
transforming society and uniting the country. It contains the
ideas and visions of all sectors of our society and calls for
a number of things to be done to move South Africa forward
towards Vision 2030.
It is important to acknowledge the fact that, as a nation, we
are not just building bricks and mortar, but also hearts and
minds. We must build the values, the spirit, the soul and the
energy of the nation in order to create jobs, build roads,
create safer communities and secure the economic growth that
the NDP foresees for our future.
The National Development Plan dictates that we must build a
common understanding of what South Africa stands for. It also
highlights the fact that the key to our country’s unity is
embracing
the
reality
that
South
Africans
have
many
identities, and yet, are South African. It also reminds us
that being South African has never been premised on the notion
of a melting pot. South Africans need to work continuously to
build unity in diversity as espoused by our coat of arms.
It is for these reasons that we need to educate the people we
represent
here,
with
special
focus
on
learners
and
young
people, on the importance of national symbols, especially the
national flag and the national anthem. It is important that
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every school in the Republic hoists the flag, know its meaning
and
foster
patriotism
around
it.
It
is
important
for
the
national broadcaster, since it is not a private but a national
broadcaster,
to
ensure
that
there
is
a
rendition
of
the
national anthem every day to show respect to the country we
love so much and fought for.
As a people, as a nation and as South Africans, we have to
work together to protect our national symbols, especially the
national anthem and the flag. If not for us, let us do it for
the generations that come after us, who do not know the racial
divide that we talk about and who do not see colour, but South
Africans, united in diversity and a rainbow nation.
The state which rises on the will of its people has a moral
responsibility to lead the process of nation-building, based
on
the
above-mentioned
principles.
It
is
in
this
process,
given our fractured and divisive history, that we must work
hard to agree on that which brings us together rather than
that which divides us.
We must agree on a common set of values, norms and standards
of what makes us South Africans. This requires immense selfsacrifice, across racial lines, to act in the interest of what
is
best
immediate
for
humanity
conditions.
rather
We
must
than
work
what
is
together
good
to
for
undo
our
and,
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perhaps even vigorously, undermine the legacy of patriarchy
which to this day leaves our womenfolk behind as we progress
on this path of nation-building.
The scourge of poverty and underdevelopment, which, in the
case of South Africa, has both a racial and gender face,
continues
to
undermine
our
efforts
towards
a
common
nationhood. We have to work to build the confidence of our
people
in
the
democratic
dispensation
to
ensure
that,
together, we can equally claim with authority that we share a
common citizenship. We have to work towards ensuring that we
address the lack of interest by all national groups in the
work of Parliament and the legislatures in order to achieve
fair representation and participation. Thank you very much.
The ANC supports the Budget Vote. [Time expired.] [Applause.]
Me V VAN DYK: Agb Voorsitter en lede van die Huis,
advertensiepamflette van Brand South Africa sê, “Kry die
groter prentjie”. Dié prentjie, geskets in komiteevergaderings
van die Departement van Kommunikasie, is beslis nie oral
kleurvol nie. Suksesse van Brand South Africa om beleggers te
oortuig om in Suid-Afrika te investeer, word bevraagteken.
Die toename in werkloosheid, met ‘n groeikoers van 25,2%, en
die lae ekonomiese groeikoers, die laagste sedert 2009, met
die logiese korrelaat tussen investering versus werkskepping,
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hoë misdaadvlakke en ’n onstabiele arbeidsmark, is ‘n spyker
in die beleggingsdoodskis.
Miljoene word bestee om moontlike beleggers te lok, met geen
meetbare maatstawwe om die sukses van ondernemings te meet
nie. Die swak rand is dalk die rede vir toeriste. Kaapstad,
onder die top 10 gewilde wêreldstede – in die DA-beheerde WesKaapprovinsie – het wel ‘n mooi storie om te vertel, ‘n bewys
dat ‘n skoon regering, wat korrupsie teenstaan en diens lewer,
toeriste en beleggers lok.
Die blinde oog vir korrupsie met die aanstelling van
Motsoeneng op senior vlak in die Suid-Afrikaanse
Uitsaaikorporasie, SAUK, ten spyte van die Openbare Beskermer
se verdoemende verslag, laat rooi ligte flikker vir
demokrasie.
Onder sy beheer het die SAUK die swakste verslag van die
Ouditeur-generaal ontvang en is die kontroversiële SAUKMultiChoice-transaksie gesluit, waarin ongeveer 38 jaar se
argiefmateriaal aan MultiChoice verkoop is.
Parlementêre vrae van die DA het uitgewys dat geen
waardebepaling vooraf gedoen is nie en dat geld grootliks
operasioneel aangewend word, en nie as ‘n bate nie. Die
transaksie mag strydig wees met artikel 8(j) van die
EPK 15 JULY 2014
Uitsaaiwet van 1999, naamlik dat
Page 69 of 376
SAUK-biblioteke of argiewe
met relevante materiaal dit moet bewaar en beskikbaar stel aan
die publiek. Die DA ondersteun die Onafhanklike Kommunikasieowerheid van Suid-Africa, Ikasa, se ondersoek hierna, en het
artikel 4(213) uitgewys as ‘n moontlike oortreding van die
SAUK se mandaat as nasionale uitsaailiggaam.
‘n Gebrek aan ferm optrede van Minister Muthambi, die SAUK se
politieke hoof, ter ondersteuning van die Openbare Beskermer
se verslag stel teleur. ‘n ANC-komiteelid het gesê, “Don’t
kick the man, kick the ball.” Maar Motsoeneng moes die skoen
gekry het. Hy is prominent deel van die probleem van ‘n
disfunksionele SAUK sonder voldoende kundige personeel, wat
ook uitgewys is deur die Ouditeur-generaal se verslag.
Bogenoemde is ‘n bewys hoekom die DA-model van oop geleenthede
vir almal, waar die bes gekwalifiseerde persoon die posisie
kry, in werksonderhoude gebruik behoort te word.
Projek Kindle, die SAUK se marknavorsingsverslag, het bevind
dat kykers eerder alternatiewe mediabronne raadpleeg vir ware
feite rondom nuusgebeure soos Marikana en Nkandla, met geen
vertroue meer in die SAUK nie. Kykergetalle daal as gevolg van
swak programinhoud en die voortdurende herhaling van
programme. Daar is tereg geen waarde vir geld nie, met ‘n
verwagte styging van 6% in televisielisensies.
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Grondwetskrywers het voorsien dat die regering taaldiversiteit
sou bevorder. Twintig jaar later word daar met erns op
verskeie vlakke teen Afrikaans gediskrimineer, ‘n taal wat op
eie bodem ontstaan het – dit is inheems - en wat die derde
meeste in die land gepraat word.
Die DA het reeds ‘n ondersoek na die SAUK se voorgestelde
programverskuiwing van Afrikaanse programme van SAUK 2 na SAUK
3 aangevra. Swak grondverbindingsnetwerke in
Afrikaanssprekende gebiede soos die Noord-Kaap en Noordwes,
kan Afrikaanse gemeenskappe toegang tot programme in hul
voorkeurtaal ontneem en moontlik die reg tot inligting skend.
Elke landsburger behoort die reg tot diverse media en
inligting te hê, volgens hoofstuk 2 in die Grondwet oor die
Handves van Menseregte. As een van die 11 amptelike tale
ondersteun die DA ook Afrikaans.
Die RKIS, die regeringsmediaverteenwoordiger, versprei die
goeie storie van die regering. Hul loonuitgawes van 43,7%, en
goedere en dienste van 45,5%, wat huur en reiskoste insluit,
is oormatig. Die hoof-uitvoerende beampte is na twee jaar
steeds nie permanent aangestel nie en die RKIS het ook nie
kwantifiseerbare doelwitte nie. Bewyslewering dat publikasies
wel gelees word vir die mark waarvoor dit beplan word,
ontbreek. ’n Totaal van 76% van The New Age-advertensies in
November en Desember 2013 het van die GCIS gekom, maar geen
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kontrole is toegepas rondom die lees en verspreiding van
leesstof nie. Die DA het die Ouditeur-generaal gevra om
hierdie vrugtelose uitgawes te stop.
Wat die bestedingspunt betref, word parlementslede digitaal
bemagtig. Duisende rande word egter steeds daagliks gespandeer
op onnodige drukwerk. Parlementslede moet die voorbeeld stel —
word groen! Icasa, as onafhanklike reguleringsliggaam, se
grootste uitdagings is, eerstens, kostebesnoeiing rondom
telekommunikasie deur kompetisie in te bring, ontbondeling,
asook besnoeiing op salarisbestedings; en tweedens, uitstaande
personeelvaardigheidsverslae. In 2012-13 is slegs 18 uit 43
doelwitte bereik.
Die DA ondersteun kommunikasie-uitbreiding in landelike
gebiede; dit bemagtig mense. As die regering ernstig hieroor
was, hoekom is die leemte na 20 jaar steeds so groot? Die WesKaap het binne vyf jaar tegnologie rondom breëbandinfrastruktuur geïmplementeer. Die vinnige
telekommunikasienetwerk gaan Kaapstad binne vyf tot sewe jaar
digitaal die mees gekonnekteerde stad in Afrika maak.
Die vraag is, wanneer gaan breëbandbeloftes wat deur die
President gemaak is in die res van Suid-Afrika gerealiseer
word? Gemeenskapsmedia, onder die Agentskap vir
Mediaontwikkeling en –diversiteit, AMOD, is in baie gevalle
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die enigste medium wat gemeenskappe bereik en waardeur hulle
opgevoed, ingelig en vermaak word in inheemse tale.
Byvoorbeeld, Radio NFM98.1 in Namakwaland bedien 37 000
luisteraars in onder andere Nama en Xhosa.
Die AMOD, die enigste kommunikasiedepartement met ‘n skoon
ouditverslag, se uitdagings is kundige personeel, oorbesteding
op konsultante en‘n groter toewysing om hul werk te doen,
onafhanklik van regeringsinmenging. Voorsiening vir meer
spesiale programaanbiedings vir 5,3% gestremdes in Suid-Afrika
behoort ook gemaak te word.
Agb Voorsitter en lede van die Huis, ingeligte burgers maak
ingeligte besluite. Dit bevorder die demokratiese proses, want
nie net ontvang luisteraars inligting nie, maar hulle kan ook
opinies vorm, en die regering tot verantwoording roep en die
politieke uitkomste beïnvloed. Dit is dus verstaanbaar hoekom
die ANC die media wil beheer en waarom te meer almal in SuidAfrika vrye media moet onderskryf. Baie dankie. [Applous.]
(Translation of Afrikaans speech follows.)
Ms V VAN DYK: Hon Chair and members of the House, advertising
pamphlets by Brand South Africa state: “Get the bigger
picture”. This picture, presented in the committee meetings of
the Department of Communications, is definitely not colourful
EPK 15 JULY 2014
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throughout. Doubt is cast on the achievements by Brand South
Africa to convince investors to invest in South Africa.
The increase in joblessness, given a growth percentage of
25,2%, and the low economic growth percentage, the lowest
since 2009, as well as the logical correlation between
investment versus job creation, high levels of crime and an
unstable labour market, is a nail in the proverbial investment
coffin.
Millions are spent to attract potential investors, without any
measureable criteria to gauge the achievements of enterprises.
The weak rand may be the reason for tourism. Cape Town, being
one of the top 10 popular cities in the world–governed by the
DA in the Western Cape – has a wonderful story to tell, proof
that clean government, which opposes corruption and provides
services, draws tourists and investors.
Turning a blind eye to corruption as is the case with the
appointment of Motsoeneng at the senior level within the South
African Broadcasting Corporation, SABC, in spite of the Public
Protector’s damning report, raises the alarm bells for
democracy.
Under his management, the SABC was given the worst report by
the Auditor-General controversial and the SABC-MultiChoice
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transaction concluded, during which archival material of
almost 38 years was sold to MultiChoice.
Questions in Parliament put by the DA showed that no prior
evaluation took place and that money is largely used
operationally, and not as an asset. The transaction may be in
contravention of section 8 (j) of the Broadcasting Act of
1999, namely that SABC libraries or archives which possess
relevant material should conserve this and make it available
to the public. The DA supports the investigation of the
Independent Communications Authority of South Africa, Icasa,
into the matter, and identified section 4 (213) as a probable
contravention of the mandate of the SABC as national
broadcaster.
A lack of firm conduct by Minister Muthambi, the head of the
SABC, in support of the Public Protector’s report is
disappointing. A committee member of the ANC said, “Don’t kick
the man, kick the ball.” But Motsoeneng should have gotten the
boot. He is a prominent part of the problem of a dysfunctional
SABC without sufficient skilled staff, which was also raised
in the Auditor-General’s report. The above-mentioned is proof
why the DA model of open opportunities for all, where the best
qualified person gets the post, should be used during job
interviews.
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Project Kindle, the market research report commissioned by the
SABC, found that viewers rather consult alternative media
resources for proper facts concerning news events such as
Marikana and Nkandla, and have no trust in the SABC any
longer. Viewer numbers are decreasing as a result of poor
program content and the continuous repetition of programs.
Indeed, there is no value for money, with an expected increase
of 6% in television licences.
The writers of the Constitution foresaw that the government
would promote diversity of language. Twenty years on there is
serious discrimination at various levels against Afrikaans, a
language which originated on own soil – it is indigenous – and
the third most spoken language in the country.
The DA already requested an investigation into the SABC’s
proposed program shift of Afrikaans programmes from SABC 2 to
SABC 3. Poor earth connection networks in areas like the
Northern Cape and the North West where Afrikaans is spoken may
deprive Afrikaans-speaking communities of access to programmes
in their language of choice and may violate the right to
information. Every citizen of this country should have the
right to diverse media and information, according to chapter 2
of the Constitution on the Charter of Human Rights. As one of
the 11 official languages the DA also supports Afrikaans.
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The GCIS, the media representative of the government, sings
the praises of the government’s wonderful performance. Their
expenses regarding salaries amounting to 43,7% and goods and
services to 45,5%, including rent and travel costs, are
excessive. The chief executive officer has not been appointed
in a permanent capacity after two years and the GCIS also does
not have quantifiable targets. Proof that publications are
being read by the target market it is aimed at is nonexistent. A total of 76% of advertisements in The New Age in
November and December 2013 came from the GCIS, but no control
was exercised with regard to the reading matter being read and
circulated. The DA asked the Auditor-General to bring these
futile expenses to an end.
Regarding expenditure, parliamentarians are digitally
empowered. Yet thousands of rands are still unnecessarily
spent on printing on a daily basis. Parliamentarians should
set the example – go green! Being an independent regulatory
body of the government, Icasa’s biggest challenges are,
firstly, cutting costs with regard to telecommunication
through the introduction of competition, unbundling, as well
as cutting salary expenses; and secondly, reports on staff’s
skills which remain outstanding. In 2012-13, only 18 of the 43
targets were achieved.
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The DA supports the expansion of communication in rural areas;
people are empowered. If the government was serious about
this, why is the gap after 20 years still so huge? The Western
Cape implemented technology with regard to broadband
infrastructure within five years. Within five to seven years
the fast network regarding telecommunications will make Cape
Town the most digitally connected city in Africa.
The question remains, when will the promises made by the
President regarding broadband become a reality within the rest
of South Africa? Media within communities, falling under the
Media Development and Diversity Agency, is in many cases the
only media which reaches communities and the means through
which they are educated, informed and entertained within
indigenous languages. As an example, Radio NFM98.1 in
Namaqualand reaches 37 000 listeners, amongst others in Nama
and isiXhosa.
The challenges of the Media Development and Diversity Agency,
the only department of communication which received a clean
audit report, are skilled staff, excess expenditure on
consultants and a larger allocation in order to do their work,
independent of interference by the government. Provision
should also be made for more special programmes for the 5,3%
disabled people in South Africa.
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Hon Chair and members of the House, informed citizens take
informed decisions. Information enhances the process of
democracy, because not only do listeners receive information,
but they can also form opinions and hold the government to
account and influence political outcomes. It is therefore
comprehensible why the ANC wants to control the media and why,
all the more, everyone in South Africa should endorse the free
media. Thank you. [Applause.]]
Mr M U KALAKO: Chairperson, Ministers and Deputy Ministers,
distinguished guests and hon members, as we continue to tell
the good story of 20 years of the ANC-led government, we do so
from the solid foundation of our democracy, the Constitution
of the Republic of South Africa, Act 108 of 1996. The
Constitution of South Africa has guaranteed media freedom,
freedom of expression and access to information.
The ANC-led government has put measures and a number of
statutes in place to give effect and meaning to the
Constitution of South Africa. Amongst them is the
establishment of the Media Development and Diversity Agency,
MDDA, which is tasked with creating and enabling an
environment for media diversity, while also entrusted with the
responsibility to promote media development and diversity by
providing financial and other support to community and small
commercial media.
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Amongst its achievements, the MDDA, in the past 10 years since
its establishment, has been successfully receiving
unqualified, clean audits. It has spent more than R30 million
in advertisements which it has allocated to community and
small commercial media. Twelve percent of government
advertising expenditure amounting to R60 million have been
spent on community and small commercial media from April 2011
to March 2013. State-owned entities have committed to
allocating their spend to community and small commercial
media. Readership of community and small commercial media
newspapers has increased to 3 million. These are the
achievements which we must continue to talk about and make
public to our people.
Twenty years of democracy are indeed a good story to tell. As
we continue to outline these achievements, the ANC-led
government acknowledges the challenges faced by the department
in its efforts to transform the print media and television. We
are not blind to resistance and opposition to transformation
from those who were beneficiaries of successive white colonial
and apartheid governments of the past.
We know that the media, especially the print media, has
allocated itself the role of opposition to government.
Independent media has put itself in the position of critics of
government - which the ruling party welcomes - but they are
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opposed to all that seeks to address the imbalances of the
past.
Despite all this, the ANC-led government is committed to
continuing finding ways of working with the independent media
so that, together, we can become compatriots. The ANC-led
government does this without seeking to turn the media into
its mouthpiece. We encourage the independent media to
criticise government fairly where it is necessary and to
expose wrongdoing by government at whatever level. What we
appeal for is fair, objective and constructive criticism.
There is no way that the media can be hostile to government to
the an extent of becoming an adversary and at the same time
being patriotic.
We have always cherished the idea of a free press, which all
of us have fought so hard for. Let us all be vigilant, because
there are those who want to use the media as a tool to depose
the ruling party from government. [Interjections.] We are
raising this mindful of the fact that, as government, we
always want to convey to citizens positive messages about our
programmes and progress. We do not deny that we, as the ruling
party, attempt to frame our ideas according to government’s
political agenda. What must not be overlooked is that, equally
so, journalists always try to frame their reporting based on
the ideas, opinions and agendas of their masters. Neither of
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these institutions is neutral. There is no such thing as
independent or neutral in a class-divided society. There will
always be a battle for dominance of ideas in any class-divided
society. Ours is not an exception.
The fundamental function of modern governance is the capacity
to effectively communicate government programmes and policies
to society. The key to this is how government, citizens,
leaders and public institutions relate to each other in order
to change society. Without the communication structures and
processes that government uses it will be difficult to have an
exchange of information between the state and citizens. This
two-way process assists the state to be responsive to public
needs and expectations.
The media, especially the print media, is still in need of
urgent transformation. The print media is still dominated by
four big players who control the entire value chain of the
market, which creates a barrier to market entry for small and
emerging players. The Media Development and Diversity Agency
and Print Media South Africa recently indicated in their
report that, despite some transformation that has taken place
since 1994, black ownership in the South African mainstream
print media to date is 14%. Women’s participation at board and
managerial levels is 4,44%.
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In order to create and maintain a politically conscious and
active, vibrant society, where citizens are able to hold
public servants and politicians to account about their work
and actions, we need to further broaden access to choice of a
diverse range of media. Every citizen, irrespective of social
class, wherever located, rural or urban, poor or rich, must
have access to television, radio, and print media. Access to
communication and information empowers citizens to facilitate
participatory democracy and assists in defending, advancing
and deepening democracy.
Brand South Africa is doing marvellous work for this country.
The results are there for everybody to see. The South African
Broadcasting Corporation, SABC, continues to play a pivotal
role in educating, informing and entertaining the people of
South Africa. We are happy that despite some constraints in
revenue, the SABC continues to deliver on its mandate of an
unparalleled public value proposition of educating, informing
and entertaining all South Africans in 11 languages by means
of 19 radio stations and three television channels.
We have also noted that the SABC has committed itself to
driving the information economy utilising the dividend that
enables its TV platforms to evolve from linear to nonlinear
broadcasting. This makes it possible for both poor and wealthy
South Africans alike to participate in accessing knowledge and
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interacting with specialised services in a meaningful and
reasonable way. The intention of the SABC to review and revise
its 2012, 2013, 2015 and 2016 corporate plan due to the
transformation that broadcasters are undergoing globally, and
taking into account shifts in the world economy, new
technologies, and changes in audience behaviour, are
encouraged and supported as they are steps in the right
direction.
We also welcome efforts by the SABC to devise new pillars and
goals in order to align itself to a digital world. It is
important for the SABC to sustain and reinvigorate itself,
because it exists and functions in a digital world in which
information is increasingly delivered on diverse platforms and
sources. This is a challenge as forces of globalisation within
media continue to influence and dilute local and national
culture as never before. As one of the pillars of enhancing
our culture and nationhood, the SABC has to be alive to these
influences and make sure that South Africans are made aware in
order to preserve our national and local culture.
The SABC must continue to grow its audience share on all
platforms, reposition television channels and radio stations
by introducing new content that responds to audience needs. As
part of its commitment the SABC has made the following
undertakings relating to television: firstly, servicing
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diverse audiences to ensure that the demographics of all its
services reflect those of the country; secondly, placing
audiences at the centre of its business to maintain highquality content distinct from commercial content, content that
is educational, editorially independent, universally
accessible, culturally diverse, nation-building, and that
resonates with audiences.
Thirdly, the SABC must connect and engage with the viewer
through offering compelling content with a long shelf-life
that can live on multiple platforms, delivering credible,
relevant and trustworthy content at the right time. The
committee, on behalf of Parliament, will continue to monitor
and hold the SABC to account for its undertakings. We expect
the broadcaster to honour and fulfil its undertakings, which
are so progressive.
Let me just outline one thing here. As far as the issue of the
CEO is concerned, members come here as if it has never been
discussed, or mentioned and acknowledged by the committee.
[Interjections.] In fact, the Chairperson of this committee
... [Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Order, hon members!
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Mr M U KALAKO: ... responded to Mr David or hon David –
whoever he is; is David or Davis, when he acknowledged
receiving the letter from the DA to actually ...
Mr C MACKENZIE: I rise on a point of order. Hon Chairperson,
we do respect the members of this Chamber and if the speaker
could please ...
Mr M U KALAKO: Hon Davis, I withdraw. Hon Davis.
Mr C MACKENZIE: Thank you, Chair.
Mr M U KALAKO: The chairperson did explain in detail that the
committee would look into the matter when all the due
processes of Parliament have taken their course. It’s not an
issue that the committee did not notice. I do not know why the
DA thinks that if they say anything, everybody must jump.
[Interjections.] I don’t know why you DA people still have
this white supremacy attitude and “baasmanskap”. I do not know
why you think ... [Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon member, please
wait. Hon members, we have rules. If you need to raise
something, stand up and call for a point of order. Do not just
interrupt continuously. Thank you.
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Mr M U KALAKO: And really, as the ANC, we cannot jump ...
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon member.
The CHIEF WHIP OF THE OPPOSITION: Madam Chairperson, there
have been rulings in this House on racial stereotyping before,
and I ask if you would rule whether it is parliamentary for
the member to refer to this side of the House as suffering
from “white supremacy” and “baasskap”.
Mr M U KALAKO: Yes, white supremacy ...
The CHIEF WHIP OF THE OPPOSITION: I am making a point of
order. I’m not talking to you.
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon member, please sit.
Hon member Kalako, please could you continue. [Interjections.]
Mr M U KALAKO: Chair, I do not know hon Ndlovu ...
[Interjections.] ... I’m sorry Ndlozi. I do not know where you
live, chief. If you stand up here ...
The CHIEF WHIP OF THE OPPOSITION: Madam Chair, I rise on Rule
63, for your edification, Madam Chairperson, to say that I
find it offensive to be compared to white supremacy and
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“baasskap”. I ask you to rule whether that is parliamentary or
not. [Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon member, I did not
hear anything of what you are referring to. Please allow the
member to continue. [Interjections.] Hon member.
Mr M U KALAKO: Thank you, Chair. [Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon members, please
respect this chair. I maDe a ruling and you continue to speak.
[Interjections.] Hon member at the podium, continue.
Mr M U KALAKO: Chair, as I was saying, hon Ndlozi, you cannot
be serious and say that this government has done nothing, that
all it says is lies in the papers. In fact, you are here, and
you are a beneficiary of this democracy which this ANC has
brought about. You have been able to form a political party
and be allowed space to express yourself, because this
government has brought about this democracy. [Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon members on my left,
we have Rule 46 and Rule 47. I know what they entail, and you
also know. I’m not going to explain. Is that a point of order,
hon member?
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Mr M Q NDLOZI: I’m rising to ask if the hon member who is
speaking will accept a question?
Mr M U KALAKO: No, we can meet outside. You see, I do not know
whether you want to deny that there is democracy in this
country, and you want us not to say that. [Interjections.]
Also, I do not know whether you want to say to us there is no
political dispensation in the country. You know, when you
criticise us, criticise us fairly, and when you speak, speak
the truth. I understand why the DA ... [Interjections.] In
fact, I understand why people who come from a culture of
oppressing and suppressing people fear the Department of
Communications. [Interjections.] No, rest assured, we are not
like you. [Interjections.] We won’t do that.
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon member, will you
please address this House and not the members.
Mr M U KALAKO: Okay. The ANC has brought about this democracy
and will continue to preserve and defend these rights that are
enshrined in our Constitution. We have fought for that
Constitution and those democratic rights that are there. Thank
you. [Time expired.] [Applause.]
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The HOUSE CHAIRPERSON (Ms M G Boroto): Order, hon members!
Please sit down. [Laughter.] [Interjections.] There is no
point of order now, please sit down!
The MINISTER OF COMMUNICATIONS: Hon Chairperson and hon MoloiMoropa of the ANC, I agree with the hon member’s observation
that an effective government system must have at its centre
alignment to the National Development Plan, NDP. We also agree
that the transformation agenda must be a priority. In this
regard, we will be reviewing the transformation trends over
the past 20 years and take appropriate action to accelerate
media transformation. Of that one we can assure you, hon
chairperson of the committee.
There is also an interactive link between the transformation
of society and the improvement of information dissemination to
our people.
To my colleague hon Davis, the issue of convergence is
misunderstood deliberately by you, I believe. The issue of
information is, indeed, political. I can assure you of that.
It is political if our people are denied information for
economic empowerment. There is no apology for revolutionising
communication to empower our people. [Applause.] We confirm
that the SABC will remain a credible public broadcaster. Of
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that we can assure you. You see, the SABC needs stable
leadership to do its work. ... [Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Order, hon members!
The MINISTER OF COMMUNICATIONS: The appointment of the chief
operating officer, COO, and the chief financial officer, CFO,
are in the interests of the stability of the SABC. I want to
reiterate my statement that I made in the committee last week,
namely that the SABC board and I will respond to the Public
Protector’s report before the deadline.
We also need an SABC that does its work ... [Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon Minister, a moment.
Please, hon members, could you allow the hon Minister to
finish. These interruptions are becoming too much. Continue,
hon Minister.
The MINISTER OF COMMUNICATIONS: We are saying, hon Davis, that
we need an SABC that does its work in the public interest and
we can only achieve that through stable and consistent
leadership. The SABC board has recommended Mr Motsoeneng to be
appointed in order to take it to greater heights and, after
due consideration, I, as Minister and shareholder, confirmed
his appointment.
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You raised the issue of propaganda, hon Davis. All these
entities that report to us have the responsibility to
communicate with the people of South Africa and the world. To
communicate, they have to communicate the opportunities
brought about by this democracy. You are also sitting in this
Parliament by virtue of the democracy that we have brought
about. These opportunities must assist them to change and
improve their lives. This configuration is in the interests of
producing information ... [Interjections.]... to empower our
people to enjoy the fruits of this democracy.
The HOUSE CHAIRPERSON (Ms M G Boroto): Order! Order, hon
members! Hon members on my right, you are disturbing the
Minister. You have added seconds, Minister, please continue.
The MINISTER OF COMMUNICATIONS: The SABC board is elected by
this democratic Parliament. Its constitution must reflect the
will of the people. We are tired of apologising for being the
majority party.
The work of the Media Development and Diversity Agency, hon
Davis, is to empower community media. We are saying as the
ANC, as you have heard the Deputy Minister saying, that we are
going to intensify the empowering of community media. You are
not complaining about the lack of independence of commercial
media when government spends millions on them. But the minute
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we spend money on communities you complain about independence.
I think this is hypocrisy of the highest order, hon member.
[Applause.]
Let us deal with your seven suggestions. You have made seven
suggestions, but they have already been considered over the
years and have led to information disempowerment, so we cannot
take those suggestions. [Laughter.]
Hon Ndlozi of the EFF, thank you so much for your theory of
how to improve literacy ability. We have already started
implementing the transformation of the media landscape. Hon
member, we have created and supported the existence of courts
and have proved over and over again that we respect their
outcome. We are clear that the SABC must serve an agenda of
poverty eradication.
Hon Nkomo of the IFP, The New Age accounted for no more than
3% of the government’s stand. Please, check your facts. We are
determined to redistribute the state funding to invest in the
upcoming media and community media. [Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Order, hon members!
The MINISTER OF COMMUNICATIONS: Hon Mulder of the FF Plus,
information is, indeed, necessary to build democracy, and
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uninformed citizenry is as poor as a “kerkmuis”, as you always
say. I want to indicate to you that the Public Finance
Management Act is enough. No one is allowed to abuse state
funds for political purposes.
Hon Mphethi of the PAC, government communication is not for
the benefit of the government, but for the benefit of the
nation, including your members. Job opportunities are for all
citizens. I urge you, hon member, to familiarise yourself with
the laws governing the relationship between the SABC board and
Parliament. There are clear separations of roles and
responsibilities.
Then there was an hon member from Cope. [Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Just wait, hon
Minister. Hon Chief Whip of the Opposition, I have been duly
informed by the Table that the hon member now has 10 minutes.
Thank you very much.
The MINISTER OF COMMUNICATIONS: There was an hon member from
Cope here who ... [Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon Chief Whip of the
Opposition, I am aware that you were not informed, hence I had
to come in and inform you now. Thank you. Can you allow the
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speaker to finish? [Interjections.] Order, hon members! Please
sit, I have just told you. I have been told that ...
[Interjections.] Okay, hon members, you will be added as you
continue. What is happening is that I have been informed that
the Minister saved five minutes from her 25 minutes to add
them at the end. That we will allow. Unfortunately, it was not
communicated and that is why I am raising it now. Could we
allow the Minister to continue? Please, check the door. Thank
you.
The MINISTER OF COMMUNICATIONS: Thank you. There was an hon
member from Cope.
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon member, sit down.
Ms M T KUBAYI: No, no, Chair, a precedent has been set, which
is wrong. We cannot allow a precedent to be set. The presiding
officers have the authority and the final word in terms of
managing the time of the House. Once we start setting a
precedent of presiding officers consulting an opposition party
on time ... [Interjections.] They can approach the Table when
they want to do so. That is the wrong precedent.
[Interjections.]
The HOUSE CHAIRPERSON (Ms M G Boroto): Hon member, thank you.
There is no precedenT that has been set. We had to explain,
EPK 15 JULY 2014
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because hon members were not informed, and that is correct.
So, hon Minister, continue with your added minutes. Thank you.
The MINISTER OF COMMUNICATIONS: Hon Chairperson, there was an
hon member from Cope who came in here and made her speech. It
is a pity that immediately after doing that she decided to
leave the House. I think it is highly ill-disciplined of her,
but I am nevertheless going to respond to her and say that the
information deficit will be fixed, hence this integrated
department.
To the hon Maseko of the ANC, you have correctly linked the
information communications technologies and service delivery.
We cannot overemphasise the use of the ICTs to improve lives.
The link with people across the world is important to ensure
that we do not become an island. I endorse completely a
proposal about showing respect for our national symbols.
To the hon Van Dyk of the DA, madam, the DA government ...
[Interjections.] [Laughter.]
The HOUSE CHAIRPERSON (Ms M G Boroto): We do not have a madam
in this House, hon Minister, please.
The MINISTER OF COMMUNICATIONS: I withdraw the word.
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The HOUSE CHAIRPERSON (Ms M G Boroto): The Minister has
withdrawn it. Thank you.
The MINISTER OF COMMUNICATIONS: Hon Van Dyk, I withdraw it,
unconditionally. My hon colleague, the DA government might
have a good story to tell the people of Constantia, but the
people from Khayelitsha would argue against the DA’s good
story. [Interjections.]
It is important that members contribute constructively about
how we can together build the SABC. Simply complaining about
Motsoeneng is not a contribution, but just a cheap shot. If he
goes tomorrow, what will the agenda be? [Time expired.]
[Applause.]
Debate concluded.
The Committee rose at 21:31.
__________
ANNOUNCEMENTS, TABLINGS AND COMMITTEE REPORTS
WEDNESDAY, 25 JUNE 2014
ANNOUNCEMENTS
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National Assembly
The Speaker
1.
Referral to Committees of papers tabled
(1)
The following papers are referred to the relevant portfolio committees for
consideration in terms of their respective mandates and the Money Bills
Amendment Procedure and Related Matters Act (No 9 of 2009):
(a)
Vote No 3 – Cooperative Governance and Traditional Affairs – to the
Portfolio Committee on Cooperative Governance and Traditional
Affairs for consideration and report.
(b)
Vote No 4 – Home Affairs – to the Portfolio Committee on Home Affairs
for consideration and report.
(c)
Vote No 5 – International Relations and Cooperation – to the Portfolio
Committee on International Relations and Cooperation for
consideration and report.
(d)
Programme 2: National Planning and Programme 3: National Youth
Development Agency in Vote No 1 – The Presidency; Vote No 6 –
Performance Monitoring and Evaluation; and Vote No 12 – Public Service
and Administration – to the Portfolio Committee on Public Service and
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Administration, as well as Performance Monitoring and Evaluation for
consideration and report.
(e)
Vote No 7 – Public Works – to the Portfolio Committee on Public Works
for consideration and report.
(f)
Vote No 8 – Women, Children and People with Disabilities – Programme
2: Women Empowerment and Gender Equality to the Portfolio Committee
on Women in The Presidency for consideration and report, and
Programme 3: Children’s Rights and Responsibilities and Programme 4:
Rights of People with Disabilities to the Portfolio Committee on Social
Development for consideration and report.
(g)
Programme 4: International Marketing and Communication in Vote No 1 –
The Presidency; Vote No 9 – Government Communication and Information
System; and Vote No 27 – Communications – to the Portfolio Committee
on Communications for consideration and report.
(h)
Vote No 10 – National Treasury and Vote No 13 – Statistics South Africa
(The Minister in The Presidency) – to the Standing Committee on
Finance for consideration and report.
(i)
Vote No 11 – Public Enterprises – to the Portfolio Committee on Public
Enterprises for consideration and report.
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Vote No 14 – Arts and Culture – to the Portfolio Committee on Arts and
Culture for consideration and report.
(k)
Vote No 15 – Basic Education – to the Portfolio Committee on Basic
Education for consideration and report.
(l)
Vote No 16 – Health – to the Portfolio Committee on Health for
consideration and report.
(m) Vote No 17 – Higher Education and Training – to the Portfolio Committee
on Higher Education and Training for consideration and report.
(n)
Vote No 18 – Labour – to the Portfolio Committee on Labour for
consideration and report.
(o)
Vote No 19 – Social Development – to the Portfolio Committee on Social
Development for consideration and report.
(p)
Vote No 20 – Sport and Recreation South Africa – to the Portfolio
Committee on Sport and Recreation for consideration and report.
(q)
Vote No 21 – Correctional Services and Vote No 24 – Justice and
Constitutional Development – to the Portfolio Committee on Justice and
Correctional Services for consideration and report.
EPK 15 JULY 2014
(r)
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Vote No 22 – Defence and Military Veterans – to the Portfolio Committee
on Defence and Military Veterans for consideration and report.
(s)
Vote No 23 – Independent Police Investigative Directorate and Vote No 25
– Police – to the Portfolio Committee on Police for consideration and
report.
(t)
Vote No 26 – Agriculture, Forestry and Fisheries – to the Portfolio
Committee on Agriculture, Forestry and Fisheries for consideration and
report.
(u)
Vote No 28 – Economic Development – to the Portfolio Committee on
Economic Development for consideration and report.
(v)
Vote No 29 – Energy – to the Portfolio Committee on Energy for
consideration and report.
(w) Vote No 30 – Environmental Affairs – to the Portfolio Committee on
Environmental Affairs for consideration and report.
(x)
Vote No 31 – Human Settlements – to the Portfolio Committee on
Human Settlements for consideration and report.
(y)
Vote No 32 – Mineral Resources – to the Portfolio Committee on Mineral
Resources for consideration and report.
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Vote No 33 – Rural Development and Land Reform – to the Portfolio
Committee on Rural Development and Land Reform for consideration
and report.
(aa) Vote No 34 – Science and Technology – to the Portfolio Committee on
Science and Technology for consideration and report.
(bb) Vote No 35 – Tourism – to the Portfolio Committee on Tourism for
consideration and report.
(cc) Vote No 36 – Trade and Industry – to the Portfolio Committee on Trade
and Industry for consideration and report.
(dd) Vote No 37 – Transport – to the Portfolio Committee on Transport for
consideration and report.
(ee) Vote No 38 – Water and Sanitation – to the Portfolio Committee on
Water and Sanitation for consideration and report.
2.
Membership of Committees
(a)
The following changes have been made to membership of committees:
1. African National Congress
Portfolio Committee on Agriculture, Forestry and Fisheries
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Appointed: Maxegwane, Mr CH
Appointed: Ramakhoase, Mr TRJE
Portfolio Committee on Human Settlements
Appointed: Mmemezi, Mr HMZ
Portfolio Committee on International Relations and Cooperation
Appointed: Mpumlwana, Mr LK
Portfolio Committee on Justice and Correctional Services
Appointed: Mpumlwana, Mr LK
Portfolio Committee on Labour
Appointed: Maxegwane, Mr CH
Portfolio Committee on Science and Technology
Discharged: Botha, Ms Y
Appointed:
Matshoba, Ms M
Portfolio Committee on Small Business Development
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Appointed: Ramakhoase, Mr TRJE
Portfolio Committee on Trade and Industry
Discharged: Botha, Ms Y
Appointed: Matshoba, Ms M
Portfolio Committee on Mineral Resources
Appointed: Luzipo, Mr S
2. Democratic Alliance
Portfolio Committee on Sport and Recreation
Discharged: Malatsi, Mr S
Appointed: Seshoka, Mr MS
(b)
The following members have been elected as Chairpersons of Committees with effect
from 25 June 2014.
Portfolio Committee on Defence and Military Veterans
Motimele, Mr MS
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Portfolio Committee on Environmental Affairs
Mthembu, Mr JM
Portfolio Committee on Health
Dunjwa, Ms ML
Portfolio Committee on Higher Education and Training
Phosa, Mrs Y
Portfolio Committee on International Relations and Cooperation
Masango, Mr MSA
Portfolio Committee on Labour
Yengeni, Ms LE
Portfolio Committee on Mineral Resources
Luzipo, Mr S
Portfolio Committee on Police
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Beukman, Mr F
Portfolio Committee on Public Enterprises
Letsatsi-Duba, Ms D
Portfolio Committee on Public Service and Administration as well as Performance
Monitoring and Evaluation
Mabe, Ms BP
Portfolio Committee on Rural Development and Land Reform
Ngwenya-Mabila, Ms PC
Portfolio Committee on Science and Technology
Goqwana, Dr BM
Portfolio Committee on Small Business Development
Bhengu, Ms NR
Portfolio Committee on Social Development
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Capa, Mrs RN
Portfolio Committee on Tourism
Ngcobo, Ms BT
Portfolio Committee on Water and Sanitation
Johnson, Mr ML
Standing Committee on Finance
Carrim, Mr Y
Standing Committee on Appropriations
Mashatile, Mr SP
TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Environmental Affairs
(a)
Strategic Plan of the Department of Environmental Affairs for 2014/15 - 2018/19
and Annual Performance Plan for 2014/15.
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Strategic Plan (Final Corporate Plan) of the South African National Biodiversity
Institute (SANBI) for 2014 – 2019.
(c)
Annual Performance Plan of the South African National Biodiversity Institute
(SANBI) for 2014/ 2015.
(d)
Strategic Plan of the South African Weather Service for 2014/15 - 2018/19 and
Annual Performance Plan for 2014/15.
(e)
Strategic Plan of the South African National Parks for 2014/15 - 2018/19
(f)
Annual Performance Plan of the South African National Parks for 2014/15.
(g)
Strategic Plan (Corporate Strategy) of the iSimangaliso Wetland Park Authority
for 2015 - 2019.
THURSDAY, 26 JUNE 2014
ANNOUNCEMENTS
National Assembly
The Speaker
1.
Party sequence for members’ statements and questions for oral reply
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In terms of the rules, the sequence of questions on the Question Paper is determined by
the Chief Whips’ Forum from time to time. Practice has also been that the same
sequence is used for members’ statements.
On 25 June 2014, the Chief Whips’ Forum agreed that the party sequence for members’
statements and questions in the Assembly for the duration of the Fifth Parliament will
be as follows: ANC, DA, EFF, ANC, IFP, Group 1, ANC, Group 2, ANC, DA, ANC,
Group 3, ANC, DA, ANC.
The Forum further agreed that nine minority parties will be grouped as follows:
(a)
Group 1: NFP (6), UDM (4), FF Plus (4) = 14 members
(b)
Group 2: Cope (3), ACDP (3), APC (1) = 7 members
(c)
Group 3: AIC (3), Agang SA (2), PAC (1) = 6 members
TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Finance
(a)
Strategic Plan of the Department of National Treasury for 2013/2017 and Annual
Performance Plan for 2013/17.
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(b)
Annual Performance Plan of the Department of National Treasury for 2014/18.
(c)
Strategic Plan of the South African Revenue Services (SARS) for 2014/15 –
2018/19.
(d)
Annual Performance Plan of the South African Revenue Services (SARS) for
2014/15.
2.
The Minister of Home Affairs
(a) Annual Performance Plan of the Department of Home Affairs for 2014 – 2015 [RP
70-2014].
(b) Errata to the Annual Performance Plan of the Department of Home Affairs for
2014 – 2015.
3.
The Minister of Police
(a)
Annual Performance Plan of the South African Police Service for 2014/15 [RP
89-2014].
(b)
Strategic Plan of the Private Security Industry Regulatory Authority for
2014/2015- 2018/2019.
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(c)
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Annual Performance Plan of the Private Security Industry Regulatory Authority
for 2014/15 – 2016/17.
(d)
Annual Performance Plan of the Civilian Secretariat for Police for 2014/15.
(e)
Strategic Plan of the Independent Police Investigative Directorate (IPID) for 2014
- 2019 [RP 55-2014].
(f)
Annual Performance Plan of the Independent Police Investigative Directorate
(IPID) for 2014-2015 [RP 56-2014].
4.
The Minister of Transport
(a) Annual Performance Plan of the South African Maritime Safety Authority
(SAMSA) for 2014/15.
FRIDAY, 27 JUNE 2014
TABLINGS
National Assembly and National Council of Provinces
1.
The Speaker and the Chairperson
(a)
Strategic Plan of the Public Protector for 2014 - 2017.
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(b)
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Strategic Plan for 2014-2017 and Annual Performance Plan for 2014 - 2015
of the South African Human Rights Commission.
2.
The Minister of Agriculture, Forestry and Fisheries
(a)
Strategic Plan of the Department of Agriculture, Forestry and Fisheries for
2014/15 - 2016/17.
(b)
Business Plan of the Agriculture Research Council for 2014 - 2015.
(c)
Strategic Plan for 2015 – 2017 and the Annual Performance Plan (and Budget
Plan) of the Perishable Products Export Control Board for 2014 – 2015.
(d)
Strategic Plan of the Marine Living Resources Fund (MLRF) for 2014 - 2019.
(e)
Strategic Plan (Annual Operational Plan) of the National Agricultural Marketing
Council for 2014 - 2019.
(f)
Annual Performance Plan of the National Agricultural Marketing Council for
2014 - 2015.
3.
The Minister of Arts and Culture
(a)
Annual Performance Plan of the Department of Arts and Culture for 2014/15.
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Annual Performance Plan of the Afrikaans Taal-museum and Monument for
2014/2015.
(c)
Annual Performance Plan of the Iziko Museums of South Africa for 2014/15 –
2018/19 [RP 31-2014].
(d)
Annual Performance Plan of the National English Literary Museum for
2014/2015 [RP 334-2013].
(e)
Annual Performance Plan of the Kwazulu-Natal Museum for 2015-17 [RP 212014].
(f)
Annual Performance Plan of the Msunduzi/Voortrekker and Ncome Museums for
2014-2015 [RP 05-2014].
(g)
Annual Performance Plan of the National Museum – Bloemfontein for 2014 –
2015 [RP 06-2014].
(h)
Annual Performance Plan of the Ditsong Museums of South Africa for 2014 –
2015 [RP 20-2014].
(i)
Annual Performance Plan of the Robben Island Museum for 2014-15 [RP 582014].
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(j)
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Annual Performance Plan of the War Museum of the Boer Republics for
2014/2015 [RP 07-2014].
(k)
Annual Performance Plan of the William Humphreys Art Gallery Kimberley
Northern Cape for 2014-15.
(l)
Annual Performance Plan of the Freedom Park for 2014 – 2015 [RP 09-2014].
(m) Annual Performance Plan of the National Heritage Council for 2014 - 2015 [RP
19-2014].
(n)
Annual Performance Plan of the National Film and Video Foundation for
2014/15.
(o)
Annual Performance Plan of the South African Heritage Resources Agency
(SAHRA) for 2014-2015 [RP 18-2014].
(p)
Annual Performance Plan of the South African Library for the Blind for 2014/15
[RP 22-2014].
(q)
Annual Performance Plan of the National Library of South Africa for 2014 –
2015.
(r)
Annual Performance Plan of Artscape for 2014/15 [RP 27-2014].
EPK 15 JULY 2014
(s)
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Annual Performance Plan of the Performing Arts Centre of the Free State for
2014/15 [RP 13-2014].
(t)
Annual Performance Plan of the South African State Theatre for 2014 – 2015 [RP
11-2014].
(u)
Annual Performance Plan of the Playhouse Company for 2014 – 2015 [RP 102014].
(v)
Annual Performance Plan of the Windybrow Theatre for 2014-15.
(w) Annual Performance Plan of the Market Theatre Foundation for 2014 – 2015.
(x)
Annual Performance Plan of the Luthuli Museum for 2014/2015.
(y)
Annual Performance Plan of the National Arts Council for 2014/15 [RP 572014].
(z)
Annual Performance Plan of the Nelson Mandela Museum for 2014/15 [RP 612014].
(aa) Annual Performance Plan of the Pan South African Language Board for 20142015 [RP14-2014].
4.
The Minister of Basic Education
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(a)
Annual Performance Plan of the Department of Basic Education for 2014 – 2015.
(b)
Annual Performance Plan of the South African Council for Educators (SACE) for
2014/15.
(c)
Annual Performance Plan of the Quality Council for General and Further
Education and Training (UMALUSI) for 2014 – 2015.
(d)
Annual Performance Plan of the Education Labour Relations Council (ELRC) for
2014-15.
5.
The Minister of Communications
(a)
Strategic Plan of Government Communication and Information System for
2014/15 – 2018/19.
(b)
Annual Performance Plan of the Government Communication and Information
System (GCIS) for 2014/15 – 2016/17.
(c)
Strategic Plan of the South African Broadcasting Corporation (SABC) for
2014/15 – 2016/17.
(d)
Medium Term Expenditure Framework and Annual Performance Plan of the
Media Development and Diversity Agency (MDDA) for 2014 – 2019.
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(e)
Strategic Plan of Brand South Africa for 2014 – 2019.
(f)
Annual Performance Plan of Brand South Africa for 2014/15.
The Minister of Cooperative Governance and Traditional Affairs
(a)
Annual Performance Plan of the South African Local Government Association
(SALGA) for 2014/15.
(b)
Annual Performance Plan of the Commission for the Promotion and Protection of
the Rights of Cultural, Religious and Linguistic Communities for 2014/15 –
2017/18.
(c)
7.
Annual Performance Plan of the Municipal Demarcation Board for 2014/15.
The Minister of Defence and Military Veterans
(a)
Annual Performance Plan of the South African National Defence Force for 2014.
(b)
Annual Performance Plan of the Department of Military Veterans for 2014.
(c)
Executive Authority Overarching Annual Strategic Statement for 2014 [RP 3392013].
(d)
Annual Performance Plan of the Defence Secretariat for 2014 [RP 340-2013].
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(e)
Annual Performance Plan of the Castle Control Board for 2014 [RP 83-2014].
(f)
Strategic Plan (Corporate Plan) of the Armscor (Armaments Corporation) for
2014/15 – 2016/17.
8.
The Minister of Economic Development
(a)
Economic Development Department Strategic Plan for 2012/13 – 2016/17.
(b)
Economic Development Department Annual Performance Plan for 2014/15.
(c)
Annual Performance Plan of the Competition Tribunal for 2014 – 2015.
(d)
Annual Performance Plan of the Competition Commission for 2014-15.
(e)
Annual Performance Plan of the International Trade and Administration
Commission of South Africa for 2014-15.
9.
The Minister of Finance
(a)
Strategic Plan (Corporate Plan) of the Public Investment Corporation SOC
Limited for 2014/15 – 2016/17 and Shareholder’s Compact for 2014/15.
(b)
Strategic Plan (Corporate Plan) of the Land Bank for 2014/15 – 2016/17 and
Shareholder’s Compact.
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(c)
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Strategic Plan (Corporate Plan) of the Development Bank of Southern Africa for
2014/15.
(d)
Annual Financial Statements of the Corporation for Public Deposits for the year
ended 31 March 2014.
10.
The Minister of Health
(a)
Annual Performance Plan of the National Department of Health for 2014/15 2016/17.
(b)
Strategic Plan of the National Department of Health for 2014/15 - 2018/19 [RP
37-2014].
(c)
Annual Performance Plan of the National Health Laboratory Service (NHLS) for
2014 - 2015.
(d)
Annual Performance Plan of the Compensation Commissioner for Occupational
Diseases in Mines and Works (CCOD) and the Medical Bureau for Occupational
Diseases (MBOD) for 2014 – 2015.
(e)
Annual Performance Plan of the South African Medical Research Council (MRC)
for 2014/2015.
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Strategic Plan of the South African Medical Research Council (MRC) for 2014/15
– 2018/19.
(g)
Strategic Plan and the Annual Performance Plan of the Council for Medical
Schemes for 2014/15.
(h)
Strategic Plan of the Office of Health Standards Compliance for 2014/15 –
2018/19.
(i)
Annual Performance Plan of the Office of Health Standards Compliance for
2014/2015.
11.
The Minister of Human Settlements
(a)
Strategic Plan of the National Department of Human Settlements for 2014/19.
(b)
Annual Performance Plan of the Rural Housing Loan Fund for 2014-2015.
(c)
Annual Performance Plan of the Estate Agency Affairs Board of South Africa for
2014-2015.
(d)
Annual Performance Plan of the Social Housing Regulatory Authority for 20142015.
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(e)
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Annual Performance Plan of the National Housing Finance Corporation SOC
LTD for 2014-2015.
(f)
Annual Performance Plan of the Housing Development Agency for 2014-2015.
(g)
Annual Performance Plan of the National Urban Reconstruction and Housing
Agency (NURCHA) for 2014-2015.
(h)
Annual Performance Plan of the National Home Builders Registration Council
(NHBRC) for 2014-2015.
(i)
Annual Performance Plan of the National Home Builders Registration Council
(NHBRC) for 2014-2015.
12.
The Minister of International Relations and Cooperation
(a)
Annual Performance Plan of the Department of International Relations and
Cooperation for 2014 – 2015.
(b)
Strategic Plan for 2014 – 2017 and Annual Performance Plan for 2014 – 2015 of
the African Renaissance and International Cooperation Fund.
13.
The Minister of Justice and Correctional Services
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(a)
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Strategic Plan of the Department of Justice and Constitutional Development for
2013 - 2018.
(b)
Annual Performance Plan of the Department of Justice and Constitutional
Development for 2014 / 2015.
(c)
Strategic Plan of the National Prosecuting Authority (NPA) for 2014 - 2019.
(d)
Annual Performance Plan of the National Prosecuting Authority (NPA) for 2014 2019.
(e)
Strategic Plan of the Legal Aid South Africa (Review 2014 -2015) for 2012 –
2017 and Annual Performance Plan for 2014 - 2015.
(f)
Materiality Framework of Legal Aid South Africa for 2014/15.
(g) Strategic Plan of the Special Investigating Unit (SIU) for 2015 - 2019 and Annual
Performance Plan for 2014/2015.
14.
The Minister of Labour
(a) Updated Strategic Plan of the Department of Labour for 2014 – 2019.
(b)
Annual Performance Plan of the Department of Labour for 2014 – 2015 [RP 442014].
EPK 15 JULY 2014
(c)
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Instrument for the Amendment of the Constitution of the International Labour
Organization (ILO) 1986, tabled in terms of section 231(2) of the Constitution,
1996.
(d)
Explanatory Memorandum to the Instrument for the Amendment of the
Constitution of the International Labour Organization (ILO) 1986.
(e)
Adoption of an automatic Recommendation on the Social Protection Floor by the
International Labour Organisation, tabled in terms of section 231(2) of the
Constitution, 1996.
(f)
Explanatory Memorandum to the Adoption of an automatic Recommendation on
the Social Protection Floor by the International Labour Organisation.
15.
The Minister of Public Enterprises
(a)
Strategic Plan of the Department of Public Enterprises for 2014/15 – 2018/19.
(b)
Annual Performance Plan of the Department of Public Enterprises for 2014 –
2015.
16.
The Minister of Public Service and Administration
(a)
Strategic Plan of the Department of Public Service and Administration for
2013/15.
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(b)
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Annual Performance Plan of the Department of Public Service and
Administration for 2014/15.
(c)
Strategic Plan of the Centre for Public Service Innovation for 2012 - 2015.
(d)
Annual Performance Plan of the Centre for Public Service Innovation for 2014 –
2015.
17.
The Minister of Public Works
(a)
Strategic Plan of the Department of Public Works for 2014 – 2019.
(b)
Annual Performance Plan of the Department of Public Works for 2014 -15.
(c)
Strategic Plan of the Agrément South Africa (ASA) for 2014/2015 - 2018/2019.
(d)
Annual Performance Plan of the Construction Industry Development Board
(CIDB) for 2014/15.
(e)
Annual Performance Plan of the Council for the Built Environment for 2014 –
2015.
(f)
Strategic Plan of the Independent Development Trust for 2014/15 - 2018/19 and
Annual Performance Plan for 2014/15.
EPK 15 JULY 2014
18.
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The Acting Minister in The Presidency: Planning, Performance Monitoring and
Evaluation
(a)
(b)
Annual Performance Plan of the Presidency for 2014/15.
Strategic Plan of the Department of Performance Monitoring and Evaluation for
2014/15 – 2018/19.
(c)
Annual Performance Plan of the National Youth Development Agency (NYDA)
for 2014 – 2015.
(d) Strategic Plan (Work Programme) of Statistics South Africa for 2013-14.
19.
The Minister of Rural Development and Land Reform
(a)
Strategic Plan of the Department of Rural Development and Land Reform for
2014 - 2019.
(b)
Annual Performance Plan of the Department of Rural Development and Land
Reform for 2014 – 2015.
20.
The Minister of Science and Technology
(a)
Annual Performance Plan of the Department of Science and Technology for
2014/15.
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(b)
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Annual Performance Plan of the South African National Space Agency (SANSA)
for 2014- 2015.
(c)
Strategic Plan of the Council for Scientific and Industrial Research (CSIR)
for 2014/15 - 2018/19 and Annual Performance Plan for 2014/15 – 2016/17.
(d)
Strategic Plan of the National Research Foundation (NRF) for 2015.
(e)
Annual Performance Plan of the National Research Foundation (NRF) for
2014/15 -2016/17.
(f)
Strategic Plan of the Human Sciences Research Council (HSRC) for 2014/15 –
2018/19 and Annual Performance Plan for 2014/15.
(g)
Annual Performance Plan of the Academy of Science of South Africa (ASSAF)
for 2014/2015.
(h)
Annual Performance Plan of the National Advisory Council on Innovation for
2014/15.
(i)
Annual Performance Plan of the Technology Innovation Agency (TIA) for
2014/15.
(j)
Annexure to the Annual Performance Plan of the Technology Innovation Agency
(TIA) for 2014/15.
EPK 15 JULY 2014
21.
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The Minister of Telecommunications and Postal Services
(a)
Strategic Plan of the Department of Telecommunications and Postal Services for
2014 / 2019 and Annual Performance Plan for 2014/2015.
(b)
Strategic Plan of ZA Domain Name Authority (ZADNA) for 2014 and Business
Plan for 2014 / 2015.
(c)
Strategic Corporate Plan of the South African Post Office for 2014/15 – 2016/17.
(d)
Strategic Performance Plan for the Fiscal Year of the Ikamva National E-Skills
Institute for 2014 – 2019 and Annual Performance Plan for 2014/2015.
(e)
Strategic Plan of the Independent Communications Authority of South Africa
(ICASA) for 2015 - 2019 and Annual Performance Plan for 2014 - 2015.
(f)
Strategic Plan (Corporate) of Sentech SOC Limited for 2014 - 2017.
(g)
Annual Performance Plan of the Universal Service and Access Agency of South
Africa (USAASA) for 2014-2015.
22.
The Minister of Tourism
(a)
Strategic Plan for 2014/15 – 2018/19 and Annual Performance Plan of the
Department of Tourism for 2014/15.
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(b)
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Strategic Plan for 2014/15 – 2018/19 and Annual Performance Plan of South
African Tourism for 2014/15.
23.
The Minister of Trade and Industry
(a)
Strategic Plan of the Department of Trade and Industry for 2014-2019.
(b)
Annual Performance Plan of the Department of Trade and Industry for 20142017.
(c)
Strategic Plan of the Small Enterprise Development Agency (SEDA) for 2014/15
- 2018/2019.
(d)
Annual Performance Plan of the Small Enterprise Development Agency (SEDA)
for 2014/2015 - 2016/2017.
(e)
Strategic Plan of the National Empowerment Fund (NEF) for 2014/15 – 2019.
(f)
Annual Performance Plan of the National Empowerment Fund (NEF) for
2014/15 - 2017.
(g)
Strategic Plan of the Export Credit Insurance Corporation of South Africa SOC
Limited (ECIC) for 2014/15 - 2016/17.
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(h)
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Strategic Plan of the Companies and Intellectual Property Commission (CIPC)
for 2014/15 – 2018/19.
(i)
Annual Performance Plan of the Companies and Intellectual Property
Commission (CIPC) for 2014/15 – 2016/17.
(j)
(Five Year) Strategic Plan of the Companies Tribunal for 2014/15 – 2018/19.
(k)
(Three Year) Annual Performance Plan of the Companies Tribunal for 2014/15 –
2016/17.
(l)
Strategic Plan (Final) of the National Consumer Commission (NCC) for 2014/15
- 2018/19.
(m)
Annual Performance Plan (Final) of the National Consumer Commission (NCC)
for 2014/15 - 2016/17.
(n)
Strategic Plan of the National Consumer Tribunal (NCT) for 2014/15 - 2018/19.
(o) Annual Performance Plan (Final) of the National Consumer Tribunal (NCT) for
2014/15 - 2016/17.
(p)
(Five Year) Strategic Plan of the National Credit Regulator (NCR) for 2014/15 2018/19 and (Three Year) Annual Performance Plan for 2014/15- 2016/17.
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Strategic Plan of the National Gambling Board (NGB) for 2014 /2019 and Annual
Performance Plan for 2014 /2015.
(r)
Strategic Plan of the National Lotteries Board for 2014/15 – 2018/19.
(s)
Annual Performance Plan of the National Lotteries Board for 2014/15 – 2016/17.
(t)
(Corporate) Strategic Plan of the National Regulator for Compulsory
Specifications (NRCS) for 2014 – 2019.
(u) Annual Performance Plan for the Fiscal Years of the National Regulator for
Compulsory Specifications (NRCS) for 2014 - 2016.
(v)
Strategic Plan of the South African National Accreditation System (SANAS) for
2014/15 - 2018/19.
(w) Annual Performance Plan of the South African National Accreditation System
(SANAS) for 2013/15 - 2016/17.
(x)
Corporate Plan of the South African Bureau of Standards (SABS) for 2014/15 2016/17 and Business Plan for 2014/15.
(y) Strategic Plan of the National Metrology Institute of South Africa (NMISA) for
2014 - 2018.
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(z)
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Annual Performance Plan of the National Metrology Institute of South Africa
(NMISA) for 2014 - 2018.
24.
The Minister of Water and Sanitation
(a)
Strategic Plan of the Department of Water Affairs for 2014/15 - 2018/19.
(b)
Annual Performance Plan of the Department of Water Affairs for 2014/15 –
2016/17.
TUESDAY, 1 JULY 2014
ANNOUNCEMENTS
National Assembly
The Speaker
1.
Referral to Committees of papers tabled
(1)
The following paper is referred to the Portfolio Committee on Women in The
Presidency for consideration and report:
(a)
Annual Performance Plan of the Commission on Gender Equality for
2014-15.
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(2)
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The following papers are referred to the Portfolio Committee on Women in The
Presidency for consideration:
(a)
Report of the Commission for Gender Equality on the 57th Session of the
Commission on the Status of Women in New York, 4 to 15 March 2013.
(b)
Report of the Commission for Gender Equality on the India, Brazil and
South Africa (IBSA) Women Conference 2013 in New Delhi, India, 14 to
16 May 2013.
(c)
Report of the Commission for Gender Equality on Out of Mind Out of
Sight: Reviewing the Implementation of the 365 Days of Action to End
Violence against Women and Children.
(d)
Report of the Commission for Gender Equality on Expectations Unfulfilled:
Assessing the Effectiveness of the National Council on Gender-Based
Violence.
(3)
The following papers are referred to the Portfolio Committee on Public Service
and Administration, as well as Performance Monitoring and Evaluation for
consideration and report:
(a)
Strategic Plan of the State Information Technology Agency (Sita) for
2014-19.
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(b)
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Annual Performance Plan of the State Information Technology Agency
(Sita) for 2014-15.
(c)
Strategic Plan of the Department of Public Service and Administration for
2013-15.
(d)
Annual Performance Plan of the Department of Public Service and
Administration for 2014-15.
(e)
Strategic Plan of the Centre for Public Service Innovation for 2012-15.
(f)
Annual Performance Plan of the Centre for Public Service Innovation for
2014-15.
(g)
Annual Performance Plan of the Presidency for 2014-15.
(h)
Strategic Plan of the Department of Performance Monitoring and
Evaluation for 2014-15 – 2018-19.
(i)
Annual Performance Plan of the National Youth Development Agency
(NYDA) for 2014-15.
(4)
The following papers are referred to the Portfolio Committee on Transport for
consideration and report.
EPK 15 JULY 2014
(a)
Page 133 of 376
Annex IV of the International Convention for the Prevention of Marine
Pollution from Ships (MARPOL) 73/78, tabled in terms of section 231(2)
of the Constitution, 1996.
(b)
Annex VI of the International Convention for the Prevention of Marine
Pollution from Ships (MARPOL) 73/78, tabled in terms of section 231(2)
of the Constitution, 1996.
(c)
Explanatory Memorandum to Annex IV and Annex VI of the International
Convention for the Prevention of Marine Pollution from Ships (MARPOL)
73/78, tabled in terms of section 231(2) of the Constitution, 1996.
(d)
Annual Performance Plan of the South African Maritime Safety Authority
(Samsa) for 2014-15.
(5)
The following papers are referred to the Portfolio Committee on Rural
Development and Land Reform for consideration and report.
(a)
Report and Financial Statements of the Commission on Restitution of Land
Rights for 2013-14.
(b)
Strategic Plan of the Department of Rural Development and Land Reform
for 2014-19.
(c)
Annual Performance Plan of the Department of Rural Development and
Land Reform for 2014-15.
EPK 15 JULY 2014
(6)
Page 134 of 376
The following paper is referred to the Standing Committee on Finance for
consideration:
(a)
Submission of the Financial and Fiscal Commission on the Division of
Revenue Bill for 2015-2016, tabled in terms of section 9(1) of the
Intergovernmental Fiscal Relations Act, 1997 (Act No 97 of 1997), as
amended.
(7)
The following paper is referred to the Joint Standing Committee on Defence for
consideration:
(a)
2014 First Quarterly Report of the National Conventional Arms Control
Committee (NCACC), tabled in terms of section 23(1)(c) of the National
Conventional Arms Control Act, 2002 (Act No 41 of 2002).
(8)
The following papers are referred to the Portfolio Committee on Justice and
Correctional Services:
(a)
Proclamation No R.5, published in Government Gazette No 37303, dated 6
February 2014: Referral of matters to existing Special Investigating Unit
and Special Tribunal in terms of the Special Investigating Units and Special
Tribunals Act, 1996 (Act No 74 of 1996).
(b)
roclamation No R.6, published in Government Gazette No 37304, dated 6
February 2014: Referral of matters to existing Special Investigating Unit
EPK 15 JULY 2014
Page 135 of 376
and Special Tribunal in terms of the Special Investigating Units and Special
Tribunals Act, 1996 (Act No 74 of 1996).
(9)
The following paper is referred to the Joint Standing Committee on Defence for
consideration and to the Portfolio Committee on Defence and Military
Veterans:
(a)
Letter from the President of the Republic, dated 13 May 2014, informing
members of the Assembly of the employment of members of the South
African National Defence Force in co-operation with the South African
Police Service in Gauteng and North West to prevent and combat crime and
maintain and preserve law and order in the aftermath of the elections.
(10) The following paper is referred to the Portfolio Committee on Women in The
Presidency for consideration and to the Portfolio Committee on Justice and
Correctional Services:
(a)
Commission for Gender Equality: Consolidated Report on Court
Monitoring – Assessment for 2013–14.
(11) The following papers are referred to the Standing Committee on Finance for
consideration and report:
(a)
Annual Report of the Bank Supervision Department of the South African
Reserve Bank for 2013.
EPK 15 JULY 2014
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(b)
Annual Performance Plan of the Financial Services Board for 2014-15.
(c)
Annual Performance Plan of the Pension Funds Adjudicator for 2014-15.
(d)
Strategic Plan of the Co-operative Banks Development Agency for 2014-15
– 2016-17 and Annual Performance Plan for 2014-15.
(e)
Strategic Plan of the Office of the Ombud for Financial Services Providers
for 2014-19.
(f)
Strategic Plan of the Accounting Standards Board for 2014 to 2019.
(g)
Strategic Plan of the Government Pensions Administration Agency for
2013-18.
(h)
Annual Performance Plan of the Government Pensions Administration
Agency for 2014-15.
(i)
Strategic Plan of the Financial Intelligence Centre for 2014-15 – 2018-19
and Annual Performance Plan for 2014-15.
(j)
Strategic Plan (Corporate Plan) and Budget of the South African Special
Risk Insurance Association (Sasria) SOC Ltd for 2014-15.
EPK 15 JULY 2014
(k)
Page 137 of 376
Strategic Plan of the Financial and Fiscal Commission (FFC) for 2014-19
and Annual Performance Plan for 2014-15.
(l)
Strategic Plan of the Independent Regulatory Board for Auditors (IRBA)
for 2014-15 – 2019-20.
(m) Strategic Plan of the Department of National Treasury for 2013-2017 and
Annual Performance Plan for 2013-17.
(n)
Annual Performance Plan of the Department of National Treasury for
2014-18.
(o)
Strategic Plan of the South African Revenue Services (Sars) for 2014-15 –
2018-19.
(p)
Annual Performance Plan of the South African Revenue Services (Sars) for
2014-15.
(q)
Strategic Plan (Corporate Plan) of the Public Investment Corporation SOC
Ltd for 2014-15 – 2016-17 and Shareholder’s Compact for 2014-15.
(r)
Strategic Plan (Corporate Plan) of the Land Bank for 2014-15 – 2016-17
and Shareholder’s Compact.
(s)
Strategic Plan (Corporate Plan) of the Development Bank of Southern
Africa for 2014-15.
EPK 15 JULY 2014
(t)
Page 138 of 376
Annual Financial Statements of the Corporation for Public Deposits for the
year ended 31 March 2014.
(u)
Strategic Plan (Work Programme) of Statistics South Africa for 2013-14.
(12) The following papers are referred to the Portfolio Committee on Trade and
Industry for consideration and report:
(a)
Report of the Industrial Policy Action Plan (IPAP) for 2014-15 – 2016-17
[RP97-2014].
(b)
Strategic Plan of the Department of Trade and Industry for 2014-19.
(c)
Annual Performance Plan of the Department of Trade and Industry for
2014-17.
(d)
Strategic Plan of the Small Enterprise Development Agency (SEDA) for
2014-15 – 2018-19.
(e)
Annual Performance Plan of the Small Enterprise Development Agency
(SEDA) for 2014-15 – 2016-17.
(f)
Strategic Plan of the National Empowerment Fund (NEF) for 2014-15 –
2019.
EPK 15 JULY 2014
(g)
Page 139 of 376
Annual Performance Plan of the National Empowerment Fund (NEF) for
2014-15 - 2017.
(h)
Strategic Plan of the Export Credit Insurance Corporation of South Africa
SOC Limited (ECIC) for 2014-15 – 2016-17.
(i)
Strategic Plan of the Companies and Intellectual Property Commission
(CIPC) for 2014-15 – 2018-19.
(j)
Annual Performance Plan of the Companies and Intellectual Property
Commission (CIPC) for 2014-15 – 2016-17.
(k)
(Five Year) Strategic Plan of the Companies Tribunal for 2014-15 –
2018-19.
(l)
(Three Year) Annual Performance Plan of the Companies Tribunal for
2014-15 – 2016-17.
(m) Strategic Plan (Final) of the National Consumer Commission (NCC) for
2014-15 – 2018-19.
(n)
Annual Performance Plan (Final) of the National Consumer Commission
(NCC) for 2014-15 – 2016-17.
(o)
Strategic Plan of the National Consumer Tribunal (NCT) for 2014-15 –
2018-19.
EPK 15 JULY 2014
(p)
Page 140 of 376
Annual Performance Plan (Final) of the National Consumer Tribunal
(NCT) for 2014-15 – 2016-17.
(q)
(Five Year) Strategic Plan of the National Credit Regulator (NCR) for
2014-15 – 2018-19 and (Three Year) Annual Performance Plan for
2014-15- 2016-17.
(r)
Strategic Plan of the National Gambling Board (NGB) for 2014-19 and
Annual Performance Plan for 2014-15.
(s)
Strategic Plan of the National Lotteries Board for 2014-15 – 2018-19.
(t)
Annual Performance Plan of the National Lotteries Board for 2014-15 –
2016-17.
(u)
(Corporate) Strategic Plan of the National Regulator for Compulsory
Specifications (NRCS) for 2014-19.
(v)
Annual Performance Plan for the Fiscal Years of the National Regulator for
Compulsory Specifications (NRCS) for 2014-16.
(w) Strategic Plan of the South African National Accreditation System
(SANAS) for 2014-15 – 2018-19.
EPK 15 JULY 2014
(x)
Page 141 of 376
Annual Performance Plan of the South African National Accreditation
System (Sanas) for 2013-15 – 2016-17.
(y)
Corporate Plan of the South African Bureau of Standards (SABS) for
2014-15 – 2016-17 and Business Plan for 2014-15.
(z)
Strategic Plan of the National Metrology Institute of South Africa (NMISA)
for 2014-18.
(aa) Annual Performance Plan of the National Metrology Institute of South
Africa (NMISA) for 2014-18.
(13) The following papers are referred to the Portfolio Committee on Justice and
Correctional Services for consideration and report:
(a)
Strategic Plan of the South African Human Rights Commission (SAHRC)
for 2014-17 and Annual Performance Plan for 2014-15.
(b)
Strategic Plan of the Public Protector for 2014-17.
(c)
Strategic Plan of the Department of Justice and Constitutional Development
for 2013-18.
(d)
Annual Performance Plan of the Department of Justice and Constitutional
Development for 2014-15.
EPK 15 JULY 2014
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(e)
Strategic Plan of the National Prosecuting Authority (NPA) for 2014-19.
(f)
Annual Performance Plan of the National Prosecuting Authority (NPA) for
2014-19.
(g)
Strategic Plan of the Legal Aid South Africa (Review 2014 -2015) for
2012-17 and Annual Performance Plan for 2014-15.
(h)
Materiality Framework of Legal Aid South Africa for 2014-15.
(i)
Strategic Plan of the Special Investigating Unit (SIU) for 2015-19 and
Annual Performance Plan for 2014-15.
(14) The following papers are referred to the Portfolio Committee on
Environmental Affairs for consideration and report:
(a)
Strategic Plan of the Department of Environmental Affairs for 2014-15 –
2018-19 and Annual Performance Plan for 2014-15.
(b)
Strategic Plan (Final Corporate Plan) of the South African National
Biodiversity Institute (SANBI) for 2014-19.
(c)
Annual Performance Plan of the South African National Biodiversity
Institute (SANBI) for 2014-15.
EPK 15 JULY 2014
(d)
Page 143 of 376
Strategic Plan of the South African Weather Service for 2014-15 – 2018-19
and Annual Performance Plan for 2014-15.
(e)
Strategic Plan of the South African National Parks for 2014-15 – 2018-19.
(f)
Annual Performance Plan of the South African National Parks for 2014-15.
(g)
Strategic Plan (Corporate Strategy) of the iSimangaliso Wetland Park
Authority for 2015-19.
(15) The following papers are referred to the Portfolio Committee on Home Affairs
for consideration and report:
(a)
Annual Performance Plan of the Department of Home Affairs for 2014-15
[RP 70-2014].
(b)
Errata to the Annual Performance Plan of the Department of Home Affairs
for 2014-15.
(16) The following papers are referred to the Portfolio Committee on Police for
consideration and report:
(a)
Annual Performance Plan of the South African Police Service for 2014-15
[RP89-2014].
EPK 15 JULY 2014
(b)
Page 144 of 376
Strategic Plan of the Private Security Industry Regulatory Authority for
2014-15 – 2018-19.
(c)
Annual Performance Plan of the Private Security Industry Regulatory
Authority for 2014-15 – 2016-17.
(d)
Annual Performance Plan of the Civilian Secretariat for Police for 2014-15.
(e)
Strategic Plan of the Independent Police Investigative Directorate (IPID) for
2014-19 [RP55-2014].
(f)
Annual Performance Plan of the Independent Police Investigative
Directorate (IPID) for 2014-15 [RP56-2014].
(17) The following papers are referred to the Portfolio Committee on Agriculture,
Forestry and Fisheries for consideration and report:
(a)
Strategic Plan of the Department of Agriculture, Forestry and Fisheries for
2014-15 – 2016-17.
(b)
Business Plan of the Agricultural Research Council for 2014-15.
(c)
Strategic Plan for 2015-17 and Annual Performance Plan (and Budget Plan)
of the Perishable Products Export Control Board for 2014-15.
EPK 15 JULY 2014
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(d)
Strategic Plan of the Marine Living Resources Fund (MLRF) for 2014-19.
(e)
Strategic Plan (Annual Operational Plan) of the National Agricultural
Marketing Council for 2014-19.
(f)
Annual Performance Plan of the National Agricultural Marketing Council
for 2014-15.
(18) The following papers are referred to the Portfolio Committee on Arts and
Culture for consideration and report:
(a)
Annual Performance Plan of the Department of Arts and Culture for
2014-15.
(b)
Annual Performance Plan of the Afrikaans Taal Monument and Museum
for 2014-15.
(c)
Annual Performance Plan of the Iziko Museums of South Africa for
2014-15 – 2018-19 [RP31-2014].
(d)
Annual Performance Plan of the National English Literary Museum for
2014-15 [RP334-2013].
(e)
Annual Performance Plan of the Kwazulu-Natal Museum for 2015-17
[RP21-2014].
EPK 15 JULY 2014
(f)
Page 146 of 376
Annual Performance Plan of the Msunduzi/Voortrekker and Ncome
Museums for 2014-15 [RP 05-2014].
(g)
Annual Performance Plan of the National Museum – Bloemfontein for
2014-15 [RP06-2014].
(h)
Annual Performance Plan of the Ditsong Museums of South Africa for
2014-15 [RP20-2014].
(i)
Annual Performance Plan of the Robben Island Museum for 2014-15
[RP58-2014].
(j)
Annual Performance Plan of the War Museum of the Boer Republics for
2014-15 [RP07-2014].
(k)
Annual Performance Plan of the William Humphreys Art Gallery,
Kimberley, Northern Cape for 2014-15.
(l)
Annual Performance Plan of the Freedom Park for 2014-15 [RP09-2014].
(m) Annual Performance Plan of the National Heritage Council for 2014-15
[RP19-2014].
(n)
Annual Performance Plan of the National Film and Video Foundation for
2014-15.
EPK 15 JULY 2014
(o)
Page 147 of 376
Annual Performance Plan of the South African Heritage Resources Agency
(SAHRA) for 2014-15 [RP18-2014].
(p)
Annual Performance Plan of the South African Library for the Blind for
2014-15 [RP22-2014].
(q)
Annual Performance Plan of the National Library of South Africa for
2014-15.
(r)
Annual Performance Plan of Artscape for 2014-15 [RP27-2014].
(s)
Annual Performance Plan of the Performing Arts Centre of the Free State
for 2014-15 [RP13-2014].
(t)
Annual Performance Plan of the South African State Theatre for 2014-15
[RP11-2014].
(u)
Annual Performance Plan of the Playhouse Company for 2014-15 [RP102014].
(v)
Annual Performance Plan of the Windybrow Theatre for 2014-15.
(w) Annual Performance Plan of the Market Theatre Foundation for 2014-15.
(x)
Annual Performance Plan of the Luthuli Museum for 2014-15.
EPK 15 JULY 2014
(y)
Page 148 of 376
Annual Performance Plan of the National Arts Council for 2014-15 [RP572014].
(z)
Annual Performance Plan of the Nelson Mandela Museum for 2014-15
[RP61-2014].
(aa) Annual Performance Plan of the Pan South African Language Board for
2014-15 [RP14-2014].
(19) The following papers are referred to the Portfolio Committee on Basic
Education for consideration and report:
(a)
Annual Performance Plan of the Department of Basic Education for
2014-15.
(b)
Annual Performance Plan of the South African Council for Educators
(SACE) for 2014-15.
(c)
Annual Performance Plan of the Quality Council for General and Further
Education and Training (Umalusi) for 2014-15.
(d)
nnual Performance Plan of the Education Labour Relations Council
(ELRC) for 2014-15.
EPK 15 JULY 2014
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(20) The following papers are referred to the Portfolio Committee on
Communications for consideration and report:
(a)
Strategic Plan of Government Communication and Information System for
2014-15 – 2018-19.
(b)
Annual Performance Plan of the Government Communication and
Information System (GCIS) for 2014-15 – 2016-17.
(c)
Strategic Plan of the South African Broadcasting Corporation (SABC) for
2014-15 – 2016-17.
(d)
Medium Term Expenditure Framework and Annual Performance Plan of
the Media Development and Diversity Agency (MDDA) for 2014-19.
(e)
Strategic Plan of Brand South Africa for 2014-19.
(f)
Annual Performance Plan of Brand South Africa for 2014-15.
(21) The following papers are referred to the Portfolio Committee on Cooperative
Governance and Traditional Affairs for consideration and report:
(a)
Annual Performance Plan of the South African Local Government
Association (Salga) for 2014-15.
EPK 15 JULY 2014
(b)
Page 150 of 376
Annual Performance Plan of the Commission for the Promotion and
Protection of the Rights of Cultural, Religious and Linguistic Communities
for 2014-15 – 2017-18.
(c)
Annual Performance Plan of the Municipal Demarcation Board for
2014-15.
(22) The following papers are referred to the Porfolio Committee on Defence and
Military Veterans for consideration and report:
(a)
Annual Performance Plan of the South African National Defence Force for
2014.
(b)
Annual Performance Plan of the Department of Military Veterans for 2014.
(c)
Executive Authority Overarching Annual Strategic Statement for 2014
[RP339-2013].
(d)
Annual Performance Plan of the Defence Secretariat for 2014 [RP 3402013].
(e)
Annual Performance Plan of the Castle Control Board for 2014 [RP 832014].
EPK 15 JULY 2014
(f)
Page 151 of 376
Strategic Plan (Corporate Plan) of the Armscor (Armaments Corporation)
for 2014-15 – 2016-17.
(23) The following papers are referred to the Portfolio Committee on Economic
Development for consideration and report:
(a)
Economic Development Department Strategic Plan for 2012-13 – 2016-17.
(b)
Economic Development Department Annual Performance Plan for 2014-15.
(c)
Annual Performance Plan of the Competition Tribunal for 2014-15.
(d)
Annual Performance Plan of the Competition Commission for 2014-15.
(e)
Annual Performance Plan of the International Trade and Administration
Commission of South Africa for 2014-15.
(24) The following papers are referred to the Portfolio Committee on Health for
consideration and report:
(a)
Annual Performance Plan of the National Department of Health for
2014-15 – 2016-17.
(b)
Strategic Plan of the National Department of Health for 2014-15 – 2018-19
[RP37-2014].
EPK 15 JULY 2014
(c)
Page 152 of 376
Annual Performance Plan of the National Health Laboratory Service
(NHLS) for 2014-15.
(d)
Annual Performance Plan of the Compensation Commissioner for
Occupational Diseases in Mines and Works (CCOD) and the Medical
Bureau for Occupational Diseases (MBOD) for 2014-15.
(e)
Annual Performance Plan of the South African Medical Research Council
(MRC) for 2014-2015.
(f)
Strategic Plan of the South African Medical Research Council (MRC) for
2014-15 – 2018-19.
(g)
Strategic Plan and the Annual Performance Plan of the Council for Medical
Schemes for 2014-15.
(h)
Strategic Plan of the Office of Health Standards Compliance for 2014-15 –
2018-19.
(i)
Annual Performance Plan of the Office of Health Standards Compliance for
2014-15.
(25) The following papers are referred to the Portfolio Committee on Human
Settlements for consideration and report:
EPK 15 JULY 2014
(a)
Page 153 of 376
Strategic Plan of the National Department of Human Settlements for
2014-19.
(b)
Annual Performance Plan of the Rural Housing Loan Fund for 2014-15.
(c)
Annual Performance Plan of the Estate Agency Affairs Board of South
Africa for 2014-15.
(d)
Annual Performance Plan of the Social Housing Regulatory Authority for
2014-15.
(e)
Annual Performance Plan of the National Housing Finance Corporation Soc
Ltd for 2014-15.
(f)
Annual Performance Plan of the Housing Development Agency for
2014-15.
(g)
Annual Performance Plan of the National Urban Reconstruction and
Housing Agency (Nurcha) for 2014-15.
(h)
Annual Performance Plan of the National Home Builders Registration
Council (NHBRC) for 2014-15.
(i)
Annual Performance Plan of the National Home Builders Registration
Council (NHBRC) for 2014-15.
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(26) The following papers are referred to the Portfolio Committee on International
Relations and Cooperation for consideration and report:
(a)
Annual Performance Plan of the Department of International Relations and
Cooperation for 2014-15.
(b)
Strategic Plan for 2014-17 and Annual Performance Plan for 2014-15 of the
African Renaissance and International Cooperation Fund.
(27) The following papers are referred to the Portfolio Committee on Labour for
consideration and report:
(a)
Updated Strategic Plan of the Department of Labour for 2014-19.
(b)
Annual Performance Plan of the Department of Labour for 2014-15
[RP44-2014].
(c)
Instrument for the Amendment of the Constitution of the International
Labour Organisation (ILO) 1986, tabled in terms of section 231(2) of the
Constitution, 1996.
(d)
Explanatory Memorandum to the Instrument for the Amendment of the
Constitution of the International Labour Organisation (ILO) 1986.
EPK 15 JULY 2014
(e)
Page 155 of 376
Adoption of an Automatic Recommendation on the Social Protection Floor
by the International Labour Organisation, tabled in terms of section 231(2)
of the Constitution, 1996.
(f)
Explanatory Memorandum to the Adoption of an Automatic
Recommendation on the Social Protection Floor by the International
Labour Organisation.
(28) The following papers are referred to the Portfolio Committee on Public
Enterprises for consideration and report:
(a)
Strategic Plan of the Department of Public Enterprises for 2014-15 –
2018-19.
(b)
Annual Performance Plan of the Department of Public Enterprises for
2014-15.
(29) The following papers are referred to the Portfolio Committee on Public Works
for consideration and report:
(a)
Strategic Plan of the Department of Public Works for 2014-19.
(b)
Annual Performance Plan of the Department of Public Works for 2014-15.
(c)
Strategic Plan of the Agrément South Africa (ASA) for 2014-15 – 2018-19.
EPK 15 JULY 2014
(d)
Page 156 of 376
Annual Performance Plan of the Construction Industry Development Board
(CIDB) for 2014-15.
(e)
Annual Performance Plan of the Council for the Built Environment for
2014-15.
(f)
Strategic Plan of the Independent Development Trust for 2014-15 –
2018-19 and Annual Performance Plan for 2014-15.
(30) The following papers are referred to the Portfolio Committee on Science and
Technology for consideration and report:
(a)
Annual Performance Plan of the Department of Science and Technology for
2014-15.
(b)
Annual Performance Plan of the South African National Space Agency
(Sansa) for 2014-15.
(c)
Strategic Plan of the Council for Scientific and Industrial Research (CSIR)
for 2014-15 – 2018-19 and Annual Performance Plan for 2014-15 –
2016-17.
(d)
Strategic Plan of the National Research Foundation (NRF) for 2015.
(e)
Annual Performance Plan of the National Research Foundation (NRF) for
2014-15 - 2016-17.
EPK 15 JULY 2014
(f)
Page 157 of 376
Strategic Plan of the Human Sciences Research Council (HSRC) for
2014-15 – 2018-19 and Annual Performance Plan for 2014-15.
(g)
Annual Performance Plan of the Academy of Science of South Africa
(ASSAF) for 2014-15.
(h)
Annual Performance Plan of the National Advisory Council on Innovation
for 2014-15.
(i)
Annual Performance Plan of the Technology Innovation Agency (TIA) for
2014-15.
(j)
Annexure to the Annual Performance Plan of the Technology Innovation
Agency (TIA) for 2014-15.
(31) The following papers are referred to the Portfolio Committee on
Telecommunications and Postal Services for consideration and report:
(a)
Strategic Plan of the Department of Telecommunications and Postal
Services for 2014-19 and Annual Performance Plan for 2014-15.
(b)
Strategic Plan of ZA Domain Name Authority (Zadna) for 2014 and
Business Plan for 2014-15.
(c)
Strategic Corporate Plan of the South African Post Office for 2014-15 –
2016-17.
EPK 15 JULY 2014
(d)
Page 158 of 376
Strategic Performance Plan for the Fiscal Year of the Ikamva National ESkills Institute for 2014-19 and Annual Performance Plan for 2014-15.
(e)
Strategic Plan of the Independent Communications Authority of South
Africa (ICASA) for 2015-19 and Annual Performance Plan for 2014-15.
(f)
Strategic Plan (Corporate) of Sentech Soc Ltd for 2014-17.
(g)
Annual Performance Plan of the Universal Service and Access Agency of
South Africa (USAASA) for 2014-15.
(32) The following papers are referred to the Portfolio Committee on Tourism for
consideration and report:
(a)
Strategic Plan for 2014-15 – 2018-19 and Annual Performance Plan of the
Department of Tourism for 2014-15.
(b)
Strategic Plan for 2014-15 – 2018-19 and Annual Performance Plan of
South African Tourism for 2014-15.
(33) The following papers are referred to the Portfolio Committee on Water and
Sanitation for consideration and report:
(a)
Strategic Plan of the Department of Water Affairs for 2014-15 – 2018-19.
EPK 15 JULY 2014
(b)
Page 159 of 376
Annual Performance Plan of the Department of Water Affairs for 2014-15
– 2016-17.
TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Finance
Please note:
The following entry is a correction of the report in the name of the
Minister of Finance, under Tablings 1(a) of the ATC of 26 June 2014,
on page 111.
(a) Strategic Plan of the Department of National Treasury for 2013/2017.
2.
The Minister of Social Development
Please note:
(a)
The following papers were submitted to Parliament on 27 June 2014.
Annual Performance Plan of the Department of Social Development for 20142015 [RP 171-2014].
(b)
Strategic Plan of the South African Social Security Agency (SASSA) for
2014/2015 – 2018/2019 [RP 76-2014].
(c)
Annual Performance Plan of the South African Social Security Agency (SASSA)
for 2014/2015 [RP 77-2014].
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(d)
Page 160 of 376
Strategic Plan of the National Development Agency for 2014/15 – 2018/19 [RP
33-2014].
(e)
Annual Performance Plan of the National Development Agency for 2014/15.
(f)
Annual Performance Plan of the Department of Women, Children and People
with Disabilities for 2014 – 2015.
3.
The Minister of Sport and Recreation
(a)
Strategic Plan of the Department of Sport and Recreation South Africa for 2014 –
2019.
(b)
Annual Performance Plan of the Department of Sport and Recreation South
Africa for 2014/15.
(c)
Strategic Plan of the South African Institute for Drug-Free Sport for 2013 – 2018.
(d)
Annual Performance Plan of Boxing South Africa for 2014/15.
THURSDAY, 3 JULY 2014
ANNOUNCEMENTS
National Assembly
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The Speaker
1.
(a)
Chairperson of Multi Party Women’s Caucus
Ms R. M. S. Morutoa has been elected as Chairperson of Multi Party Women's Caucus
with effect from 03 July 2014.
2.
(a)
Membership of Committees
The following committee membership changes have been made by the African National
Congress:
Portfolio Committee on Communications
Discharged:
Loliwe, Ms FS
Appointed:
Kekana, Mr DM
Portfolio Committee on Cooperative Governance and Traditional Affairs
Discharged:
Tleane, Mr SA
Appointed:
Mthembu, Mr N
Portfolio Committee on Defence and Military Veterans
Discharged:
Nqakula, Mr C
EPK 15 JULY 2014
Appointed:
Nesi, Mr BA
Smith, Mr V*
Portfolio Committee on Economic Development
Discharged:
Tsotetsi, Ms DR
Mantashe, Ms PT
Tsopo, Ms MA
Luyenge, Dr. Z
Appointed:
Matsimbi, Ms C
Rantho, Ms DZ
Tleane, Mr SA
Pikinini, Mr IA
Portfolio Committee on Labour
Discharged:
Maxegwana, Mr CHM
Appointed:
Van Schalkwyk, Ms SR
Portfolio Committee on Mineral Resources
Discharged:
Faku, Ms ZC
Appointed:
Pikinini, Mr IA
Portfolio Committee on Public Enterprises
Page 162 of 376
EPK 15 JULY 2014
Discharged:
Adams, Mr F
Appointed:
Nobanda, Ms GN
Portfolio Committee on Trade and Industry
Discharged:
Kalako, Mr MU
Ramatlakane, Mr L
Appointed:
Mantashe, Ms TP
Luyenge, Dr Z
Mkongi, Mr BM
Portfolio Committee on Transport
Discharged:
Rantho, Ms DZ
Appointed:
Masehela, Mrs EKM
Portfolio Committee on Tourism
Discharged:
Mabasa, Mr X
Appointed:
Masehela, Mrs EKM
Portfolio Committee on Women in the Presidency
Discharged:
Lesoma, Ms RMM
Appointed:
Matshoba, Ms M
Page 163 of 376
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Committee on Public Accounts
Appointed:
Matshoba, Ms M
Appointed:
Khunou, Ms N
TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Agriculture, Forestry and Fisheries
(a)
Strategic Plan (and Budget Plan) of the South African Veterinary Council for
2014-2016.
(b)
Strategic Plan of the Ncera Farms (Pty) Ltd for 2014/15–2018/19.
(c)
Strategic Plan (Corporate Plan) of Onderstepoort Biological Products (OBP) SOC
Ltd for 2014/15 - 2016/17 and Annual Performance Plan for 2014/15.
3. The Speaker and the Chairperson
(a)
3.
Strategic Plan of the Commission for Gender Equality (CGE) for 2013-2018.
The Minister of Mineral Resources
EPK 15 JULY 2014
(a)
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8Strategic Plan of the Department of Mineral Resources for 2014/19 and Annual
Performance Plan for 2014/15.
(b)
Strategic Plan of the South African Diamond and Precious Metals Regulator for
2014/15-2018/2019 and Annual Performance Plan for 2014/15 and Budget for
2014/15-2016/17.
(c)
Strategic Plan of the Council for Mineral Technology (Shareholder Performance
Agreement) for 2014/15.
(d)
Revised Strategic Plan and Budget of the Mine Health and Safety Council
(MHSC) for 2014/15-2018/19.
(e)
Strategic Plan of the Council for Geoscience for 2014-2019.
(f)
Strategic Plan and Budget of the State Diamond Trader for 2014-2017 and Annual
Performance Plan for 2014-2015.
4.
The Minister of Rural Development and Land Reform
(a)
Strategic Plan of the Commission on the Restitution on Land Rights for 20142019.
(b)
Strategic Plan and Budget of the Ingonyama Trust Board for 2014–2019.
EPK 15 JULY 2014
(c)
5.
Annual Performance Plan of the Ingonyama Trust Board for 2014–2015.
The Minister of Defence and Military Veterans
(a)
6.
Page 166 of 376
Report of the South African Defence Review 2014.
The Minister for Cooperative Governance and Traditional Affairs
(a)
Strategic Plan of the Department of Traditional Affairs for 2014–2019.
(b)
Annual Performance Plan of the Department of Traditional Affairs for 2014–
2015.
(c)
Annual Performance Plan of the Department for Cooperative Governance for
2014– 2015.
(d)
Strategic Plan of the Municipal Infrastructure Support Agent for 2014-2019 and
Annual Performance Plan for 2014/15.
National Assembly
1.
The Speaker
EPK 15 JULY 2014
(a)
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Reply from the Minister of Finance to recommendations in Report of Standing
Committee on Appropriations on Division of Revenue Bill [B5-2014], as adopted
by the House on 13 March 2014.
Referred to the Standing Committee on Appropriations.
FRIDAY, 4 JULY 2014
ANNOUNCEMENTS
National Assembly
The Speaker
1.
Appointment: Joint Committee on Ethics and Members’ Interests
(a)
The following parties have nominated the following members:
1.
African National Congress
N A Masondo (Chairperson)
F Bhengu (Whip)
P Adams
E Coleman
B L Mashile
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R M Morotoa
C Nqakula
D Rantho
2.
Democratic Alliance
A Dreyer
R Majola
S Kalyan
MONDAY, 7 JULY 2014
ANNOUNCEMENTS
National Assembly and National Council of Provinces
The Speaker and the Chairperson
1.
Assent by President in respect of Bills
(1)
Restitution of Land Rights Amendment Bill [B 35B – 2013] – Act No 15 of
2014 (assented to and signed by President on 29 June 2014).
(2)
Property Valuation Bill [B 54B – 2013] – Act No 17 of 2014 (assented to and
signed by President on 29 June 2014).
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2.
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Annual Performance Plan of the Parliament of the Republic of South Africa
(i)
Annual Performance Plan for the Fourth Parliament 2013/14 to 2015/16.
The reviewed Annual Performance Plan, as tabled in Parliament on 20 June 2011,
submitted by the Speaker and the Chairperson. The reviewed Annual
Performance Plan is available on Parliament’s website: www.parliament.gov.za
National Assembly
1.
Referral to Committees of papers tabled
(1)
The following papers are referred to the Portfolio Committee on Trade and
Industry:
(a)
General Notice No 134, published in Government Gazette No 37378, dated
26 February 2014: Coming into operation of KwaZulu-Natal Liquor
Licensing Amendment Act, 2013 in terms of Item 2(3)(a) of Schedule 1 to
the Liquor Act, 2003 (Act No 59 of 2003).
(b)
General Notice No 226, published in Government Gazette No 37453, dated
18 March 2014: Extension of transitional period to 30 April 2015 in terms
of section 9(1) of the Broad-Based Black Economic Empowerment Act,
2003 (Act No 53 of 2003).
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(c)
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Government Notice No 285, published in Government Gazette No 37558,
dated 11 April 2014: Suspension of implementation and amendment of
Liquor Amendment Regulations, 2013, in terms of section 42 of the Liquor
Act, 2003 (Act No 59 of 2003).
(d)
General Notice No 323, published in Government Gazette No 37563, dated
25 April 2014: B-BBEE facilitator status granted to the Petroleum Oil and
Gas Corporation of South Africa (Soc) Ltd (PetroSA) in terms of section
9(1) of the Broad-Based Black Economic Empowerment Act, 2003 (Act No
53 of 2003).
(e)
General Notice No 336, published in Government Gazette No 37610, dated
5 May 2014: Publication for public comment of the Dube Trade Port
application for IDZ designation and granting of an operator permit in terms
of the Manufacturing Development Act, 1993 (Act No 187 of 1993).
(f)
Government Notice No 397, published in Government Gazette No 37653,
dated 23 May 2014: Invitation for public comment on proposed National
Gambling Norms and Standards.
(g)
Government Notice No R.378, published in Government Gazette No 37654,
dated 23 May 2014: Withdrawal of the compulsory specification for
coal-burning stoves and heaters for use in a dwelling (VC 8034) in terms of
section 13(1)(d) of the National Regulator for Compulsory Specifications
Act, 2008 (Act No 5 of 2008).
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(h)
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Government Notice No R.379, published in Government Gazette No 37654,
dated 23 May 2014: Amendment of the compulsory specification for
single-capped fluorescent lamps (VC 9091) in terms of section 13(1)(a) of
the National Regulator for Compulsory Specifications Act, 2008 (Act No 5
of 2008).
(i)
Government Notice No R.362, published in Government Gazette No 37631,
dated 16 May 2014: The compulsory specification for hot-water storage
tanks for domestic use (VC 9006) in terms of section 13(1)(a) of the
National Regulator for Compulsory Specifications Act, 2008 (Act No 5 of
2008).
(j)
Government Notice No R.363, published in Government Gazette No 37631,
dated 16 May 2014: The compulsory specification for safety glass and
other safety glazing materials (VC 9003) in terms of section 13(1)(a) of the
National Regulator for Compulsory Specifications Act, 2008 (Act No 5 of
2008).
(2)
The following papers are referred to the Standing Committee on Finance:
(a)
Government Notice No 304, published in Government Gazette No 37575,
dated 17 April 2014: Authority for certain financial transaction in respect of
Prasa’s rolling stock fleet-renewal programme, issued in terms of section
66(3)(b) of the Public Finance Management Act, 1999 (Act No. 1 of 1999).
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(b)
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Government Notice R.325, published in Government Gazette No 37598,
dated 29 April 2014: Publication of proposed amendments to draft
demarcation regulations made under section 70 of the Short-Term Insurance
Act, 1998 (Act No. 53 of 1998).
(c)
Government Notice R.326, published in Government Gazette No 37598,
dated 29 April 2014: Publication of proposed amendments to draft
demarcation regulations made under section 72 of the Long-Term Insurance
Act, 1998 (Act No. 52 of 1998).
(d)
Government Notice No R.316, published in Government Gazette No 37580,
dated 2 May 2014: Regulations to replace all previous regulations
prescribing the application of paragraph (d) of the definition of “exported”
in section 1(1) read with section 11(1)(a) of the Value-Added Tax Act,
1991 (Act No 89 of 1991), issued in terms of section 74(1) of the Act.
(e)
Government Notice No R.317, published in Government Gazette No 37580,
dated 2 May 2014: Amendment of the rules in terms of section 64D and
section 120 of the Customs and Excise Act, 1964 (Act No 91 of 1964).
(f)
Government Notice No R.335, published in Government Gazette No 37606,
dated 9 May 2014: Amendment of Schedule No 1 (No 1/1/1489) in terms of
section 48 of the Customs and Excise Act, 1964 (Act No 91 of 1964).
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(g)
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Government Notice No R.336, published in Government Gazette No 37606,
dated 9 May 2014: Amendment of Schedule No 2 (No 2/1/358) in terms of
section 56 of the Customs and Excise Act, 1964 (Act No 91 of 1964).
(h)
Government Notice No R.361, published in Government Gazette No 37631,
dated 16 May 2014: Amendment of the rules (DAR/138) in terms of section
120 of the Customs and Excise Act, 1964 (Act No 91 of 1964).
(i)
Government Notice No 391, published in Government Gazette No 37653,
dated 23 May 2014: Technical changes of public entities, in terms of the
Public Finance Management Act, 1999 (Act No 1 of 1999).
(j)
Government Notice No 392, published in Government Gazette No 37653,
dated 23 May 2014: Technical changes of public entities in terms of section
47 and section 48 of the Public Finance Management Act, 1999 (Act No 1
of 1999).
(k)
Government Notice No 393, published in Government Gazette No 37653,
dated 23 May 2014: Listing of public entities in terms of sections 47 and 48
of the Public Finance Management Act, 1999 (Act No 1 of 1999).
(l)
Government Notice No 394, published in Government Gazette No 37653,
dated 23 May 2014: Listing of public entities in terms of section 47 and
section 48 of the Public Finance Management Act, 1999 (Act No 1 of
1999).
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(m) Government Notice No 395, published in Government Gazette No 37653,
dated 23 May 2014: De-listing of public entities in terms of section 47 and
section 48 of the Public Finance Management Act, 1999 (Act No 1 of
1999).
(n)
Government Notice No R.377, published in Government Gazette No 37654,
dated 23 May 2014: Amendment of Part 1 of Schedule No 3 (No 3/1/703)
in terms of section 75 of the Customs and Excise Act, 1964 (Act No 91 of
1964).
(o)
Government Notice No 424, published in Government Gazette No 37682,
dated 30 May 2014: Authorisation of borrowing powers of water boards
listed under Part B, Schedule 3 to the Act in terms of section 66(3)(b) of the
Public Finance Management Act, 1999, as amended (Act No 1 of 1999).
(p)
Government Notice No 425, published in Government Gazette No 37682,
dated 30 May 2014: Municipal Regulations on Financial Misconduct
Procedures and Criminal Proceedings, made in terms of section 168 and
section 175 of the Local Government: Municipal Finance Management Act,
2003 (Act No 56 of 2003).
(3)
The following papers are referred to the Portfolio Committee on Sport and
Recreation for consideration and report:
(a)
Strategic Plan of the Department of Sport and Recreation South Africa for
2014-19.
EPK 15 JULY 2014
(b)
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Annual Performance Plan of the Department of Sport and Recreation South
Africa for 2014-15.
(c)
Strategic Plan of the South African Institute for Drug-Free Sport for
2013-18.
(d)
(4)
Annual Performance Plan of Boxing South Africa for 2014-15.
The following papers are referred to the Portfolio Committee on Social
Development for consideration and report:
(a)
Annual Performance Plan of the Department of Social Development for
2014-15 [RP171-2014].
(b)
Strategic Plan of the South African Social Security Agency (Sassa) for
2014-15 – 2018-19 [RP76-2014].
(c)
Annual Performance Plan of the South African Social Security Agency
(Sassa) for 2014-15 [RP77-2014].
(d)
Strategic Plan of the National Development Agency for 2014-15 – 2018-19
[RP33-2014].
(e)
Annual Performance Plan of the National Development Agency for
2014-15.
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(f)
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Annual Performance Plan of the Department of Women, Children and
People with Disabilities for 2014-15.
TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Economic Development
(a)
Strategic (Corporate) Plan of the Industrial Development Corporation of South
Africa for 2014/15 – 2018/19.
2.
The Minister of Finance
(a)
Agreement between the Government of the Republic of South Africa and the
Government of the Kingdom of Swaziland on Mutual Assistance and Cooperation and the Prevention of Fiscal Evasion with Respect to Value Added Tax,
tabled in terms of section 231(2) of the Constitution of the Republic of South
Africa, 1996.
(b)
Explanatory Memorandum to the Agreement between the Government of the
Republic of South Africa and the Government of the Kingdom of Swaziland on
Mutual Assistance and Co-operation and the Prevention of Fiscal Evasion with
Respect to Value Added Tax.
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(c)
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Agreement between the Government of the Republic of South Africa and the
Government of the Kingdom of Lesotho on Mutual Assistance and Co-operation
and the Prevention of Fiscal Evasion with Respect to Value Added Tax, tabled in
terms of section 231(2) of the Constitution of the Republic of South Africa, 1996.
(d)
Explanatory Memorandum to the Agreement between the Government of the
Republic of South Africa and the Government of the Kingdom of Lesotho on
Mutual Assistance and Co-operation and the Prevention of Fiscal Evasion with
Respect to Value Added Tax.
(e)
Protocol amending the Agreement between the Government of the Republic of
South Africa and the Government of the Republic of India for the Avoidance of
Double Taxation and Prevention of Fiscal Evasion with Respect to Taxes on
Income, tabled in terms of section 231(2) of the Constitution of the Republic of
South Africa, 1996.
(f)
Explanatory Memorandum to the Protocol amending the Agreement between the
Government of the Republic of South Africa and the Government of the Republic
of India for the Avoidance of Double Taxation and Prevention of Fiscal Evasion
with Respect to Taxes on Income.
(g)
Protocol amending the Agreement between the Government of the Republic of
South Africa and the Republic of Turkey for the Avoidance of Double Taxation
and the Prevention of Fiscal Evasion with respect to Taxes on Income, tabled in
terms of section 231(2) of the Constitution of the Republic of South Africa, 1996.
EPK 15 JULY 2014
(h)
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Explanatory Memorandum to the Protocol amending the Agreement between the
Government of the Republic of South Africa and the Republic of Turkey for the
Avoidance of Double Taxation and the Prevention of Fiscal Evasion with respect
to Taxes on Income.
(i)
African Tax Administration Forum Agreement on Mutual Assistance in Tax
Matters, tabled in terms of section 231(2) of the Constitution of the Republic of
South Africa, 1996.
(j)
Explanatory Memorandum to the African Tax Administration Forum Agreement
on Mutual Assistance in Tax Matters.
(k)
Southern African Development Community Agreement on Assistance in Tax
Matters, tabled in terms of section 231(2) of the Constitution of the Republic of
South Africa, 1996.
(l)
Explanatory Memorandum to the Southern African Development Community
Agreement on Assistance in Tax Matters.
(m) Agreement between the Government of the Republic Of South Africa and the
Government of the Cook Islands for the Exchange of Information Relating to Tax
Matters, tabled in terms of section 231(2) of the Constitution of the Republic of
South Africa, 1996.
EPK 15 JULY 2014
(n)
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Explanatory Memorandum to the Agreement between the Government of the
Republic Of South Africa and the Government of the Cook Islands for the
Exchange of Information Relating to Tax Matters.
(o)
Agreement between the Government of the Republic of South Africa and the
Government of Barbados for the Exchange of Information Relating to Tax
Matters, tabled in terms of section 231(2) of the Constitution of the Republic of
South Africa, 1996.
(p)
Explanatory Memorandum to the Agreement between the Government of the
Republic of South Africa and the Government of Barbados for the Exchange of
Information Relating to Tax Matters.
(q)
Agreement between the Government of the Republic of South Africa and the
Government of the Principality of Monaco for the Exchange of Information
Relating to Tax Matters, tabled in terms of section 231(2) of the Constitution of
the Republic of South Africa, 1996.
(r)
Explanatory Memorandum to the Agreement between the Government of the
Republic of South Africa and the Government of the Principality of Monaco for
the Exchange of Information Relating to Tax Matters.
(s)
Agreement between the Government of the Republic of South Africa and the
Argentine Republic for the Exchange of Information Relating to Tax Matters,
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tabled in terms of section 231(2) of the Constitution of the Republic of South
Africa, 1996.
(t)
Explanatory Memorandum to the Agreement between the Government of the
Republic of South Africa and the Argentine Republic for the Exchange of
Information Relating to Tax Matters.
(u)
Agreement between the Government of the Republic of South Africa and the
Government of the Principality of Liechtenstein for the Exchange of Information
Relating to Tax Matters, tabled in terms of section 231(2) of the Constitution of
the Republic of South Africa, 1996.
(v)
Explanatory Memorandum to the Agreement between the Government of the
Republic of South Africa and the Government of the Principality of Liechtenstein
for the Exchange of Information Relating to Tax Matters.
(w) Agreement between the government of the Republic of South Africa and the
Government of Belize for the Exchange of Information Relating to Tax Matters,
tabled in terms of section 231(2) of the Constitution of the Republic of South
Africa, 1996.
(x)
Explanatory Memorandum to the Agreement between the Government of the
Republic of South Africa and the Government of Belize for the Exchange of
Information Relating to Tax Matters.
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(y)
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Agreement between the Government of the Republic of South Africa and the
Government of the United States of America to Improve International Tax
Compliance and to Implement FATCA, the Annexes thereto and the
Memorandum of Understanding, tabled in terms of section 231(2) of the
Constitution of the Republic of South Africa, 1996.
(z)
Annexure I: Due Diligence for Identifying and Reporting on U.S. Reportable
Accounts and on Payments to Certain Non-Participating Financial Institutions.
(aa) Annexure II.
(bb) Explanatory Memorandum on the Agreement between the Government of the
Republic of South Africa and the Government of the United States of America to
Improve International Tax Compliance and to Implement FATCA, the Annexes
thereto and the Memorandum of Understanding (MOU).
TUESDAY, 8 JULY 2014
TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Finance
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(a)
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Report and Financial Statements of the South African Reserve Bank for 2013-14,
including the Report of the Independent Auditors on the Financial Statements for
2013-14.
National Assembly
1.
The Minister of Environmental Affairs
(a)
Revised National Alien and Invasive Species (AIS) Regulations and Listing
Notices, tabled in terms of section 97(3A) of the National Environmental
Management: Biodiversity Act, 2004 (Act No 10 of 2004).
WEDNESDAY, 9 JULY 2014
TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Environmental Affairs
(a)
General Notice No 366, published in Government Gazette No 37653, dated 23
May 2014: Final draft environmental framework for the Vredefort Dome World
Heritage Site, in terms of the National Environmental Management Act, 1998
(Act No 107 of 1998).
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(b)
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General Notice No 383, published in Government Gazette No 37682, dated 30
May 2014: The draft national coastal management programme, in terms of the
National Environmental Management: Integrated Coastal Management Act, 2008
(Act No 24 of 2008).
(c)
General Notice No 431, published in Government Gazette No 37736, dated 13
June 2014: Trade in listed threatened or protected species, in terms of the
National Environmental Management: Biodiversity Act, 2004 (Act No 10 of
2004).
2.
The Minister of Finance
(a)
Government Notice No R. 428, published in Government Gazette No 37694,
dated 30 May 2014: Amendment of Schedule No 3 (No 3/704) in terms of the
Customs and Excise Act, 1964 (Act No 91 of 1964).
(b)
Government Notice No R.498, published in Government Gazette No 37756,
dated 19 June 2014: Amendment of Schedule No 2 (No 2/1/361) in terms of the
Customs and Excise Act, 1964 (Act No 91 of 1964).
(c)
Government Notice No R.500, published in Government Gazette No 37757,
dated 19 June 2014: Amendment of Schedule No 2 (No 2/1/360) in terms of the
Customs and Excise Act, 1964 (Act No 91 of 1964).
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(d)
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Government Notice No R.430, published in Government Gazette No 37699,
dated 30 May 2014: Municipal Regulations on Financial Misconduct Procedures
and Criminal Proceedings, in terms of the Local Government: Municipal Finance
Management Act, 2003 (Act No 56 of 2003).
National Assembly
1.
The Minister of Finance
(a)
Proposed amendments to Part 6 of Binder Regulations, submitted for
parliamentary scrutiny in accordance with section 72(2B) of the Long-Term
Insurance Act, 1998 (No 52 of 1998) and section 70(2B) of the Short-Term
Insurance Act, 1998 (No 53 of 1998) respectively.
COMMITTEE REPORTS
National Assembly
1. REPORT OF THE PORTFOLIO COMMITTEE ON WATER AND SANITATION
ON THE CONSIDERATION OF THE 2014-2015 STRATEGIC PLANS, ANNUAL
PERFORMANCE PLANS AND BUDGET ALLOCATION OF THE DEPARTMENT
OF WATER AFFAIRS, VOTE 38
AND THE ENTITIES, NAMELY TRANS-
CALEDON TUNNEL AUTHORITY, THE WATER RESEARCH COMMISSION,
CATCHMENT MANAGEMENT AGENCIES, WATER BOARDS AND KOMATI
RIVER BASIN WATER AUTHORITY DATED 9 JULY 2014
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1.
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Background
The Portfolio Committee on Water and Sanitation (the Portfolio Committee) having
considered the request of the National Assembly to consider and report on the Strategic
Plans, Annual Performance Plans (APPs) and budget allocations of the Department of Water
Affairs (the Department) and the entities (the entities), tabled by the Minister of Water and
Environmental Affairs (the Minister), and in terms of the Public Finance Management Act of
1999 (PFMA), reports as follows:
2.
Introduction
The Portfolio Committee considered the Strategic Plans for the period 2014/15 to 2018/19
and the Annual Performance Plans for the 2014-2015 financial year of the Department and
the four entities of the Department, namely Trans-Caledon Tunnel Authority (TCTA); The
Water Research Commission (WRC); Catchment Management Agencies (CMAs, Water
Boards and Komati River Basin Water Authority).
The Portfolio Committee has further also considered the adequacy of financial resources for
the implementation of these plans and interrogated the allocation received by the Department
and the entities from National Treasury, the trends over the Medium Term Expenditure
Framework (MTEF) both in terms of allocations and expenditure and, in the instance of the
entities, in term of revenue collected.
This report details the findings and recommendations of the Committee after engaging the
Department, and the Entities.
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3.
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Consideration of tabled Strategic Plans, Annual Performance Plans and Budget
Allocations – An Integrated Approach for the Department and the Entities
3.1
Purpose and findings of consideration of tabled Plans and Budgets
On 2 July 2014, the Portfolio Committee engaged the Deputy Minister, Acting Director
General, Chief Financial Officer (CFO) and relevant Executive Managers of the Department,
as well as the Chief Executive Officers (CEO) and CFOs of the Entities on
budget
allocations, Strategic Plans and Annual Performance Plans (APPs). The purpose of this
interaction was four fold, namely:

To provide an overview of the projected spending by Departments and the Entities
over the medium term;

To gain an understanding of how performance indicators and targets are derived at
and how progress against these targets are tracked and reported on;

To foster an integrated approach in planning, monitoring of progress and reporting
against such progress between the Department and the Entities, whilst giving full
effect to the prescripts in terms of roles and responsibilities of the Accounting Officer
(Director General of the Department) and the Accounting Authorities (Boards) of the
Entities related to those of the Department and the mandate of the Committee; and

To gain an understanding of the instruments and systems utilised by the Department
to exercise governance oversight of the Entities.
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The presentations made by the Department and Entities focused on the approach followed in
the development of indicators and targets; as well as an attempt to integrate the relevant
indicators and targets of the Entities with that of the Department.
3.2 Approach of the Portfolio Committee in consideration of the Budget Allocations,
Strategic Plans and Annual Performance Plans
On 2 July 2014, the Portfolio Committee considered the tabled Strategic Plans, Annual
Performance Plans and Budget Allocations for 2014-2015 and the financial performance
forecasted for 2014-2015. The presentations and documents that form the basis of the
deliberations of the Portfolio Committee were considered together with the tabled Plans. In
terms of the key performance indicators and targets contained in the Plans, the Portfolio
Committee perused the tabled plans. Discussions focused on key strategic priorities relevant
to the programmes of the Department and that of the Entities.
3.2.1 Additional sanitation component to the portfolio of water
The Portfolio Committee noted that the Department of Water and Sanitation was a new
Department with an additional sanitation component, which currently spread across a range
of Departments. The sanitation component of the Department’s work still needs to be
integrated to the scope, function and nature of the mission, vision and mandate of the
Department.
This, the Department noted should be, by way of a Proclamation.
The
Proclamation to formally merge these functions has not yet been finalised. However,
subsequent to the meeting on the 2 July 2014, the Presidential Proclamation to sign the new
Department into law was gazetted on the 3 July 2014. The Proclamation officially establishes
the Department of Water and Sanitation, as well as to designate such departments and their
EPK 15 JULY 2014
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heads, following the announcement of new portfolios of ministers that the president made on
May 25, 2014.
The Department, however, plans to have the restructuring and realignment finalised by 26
September 2014.
The Department is currently engaging in a project to assimilate the
sanitation function into the water portfolio. The Department is working on six work streams
to assimilate sanitation into the water portfolio from the Department of Human Settlements.
These work streams include: organisation scoping; infrastructure and assets, finance and
budgets, information communication technology communications, legal and policy matters
and labour relations and change management and communications.
3.2.2 Department’s core objectives
The interrogation process by the Portfolio Committee was to focus on the Department of
Water and the Entities, specifically in relation to Budget Vote 38, as the sanitation
component, as mentioned above, is as not yet incorporated into the work of the Department.
A central component of the interrogation of the work of the Department and the Entities was
the extent to which the Department and the Entities translated its mandate to align it with the
prescripts of the Constitution, Act 108 of 1996, Government priorities and its legislative
mandate. The Department of Water has set the following core objectives, which are:

Water supports development and the elimination of poverty and inequality;

Water contributes to the economy and job creation; and

Water is protected, used, conserved, managed and controlled sustainably and equitably.
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4. Water sector in the country and its engagement with critical government priorities as
outlined in the National Development Plan
The work of the Department, through its programmes, comprises Programme1:
Administration, Programme 2: Water Sector Management, Programme 3: Water
Infrastructure Management, Programme 4: Regional Implementation and Support,
Programme 5: Water Sector Regulation and Programme 6: International Water Cooperation.
The legislative mandate is underpinned by the National Water Act, 1998, Water Services Act,
1997, Water Research Act, 1971 and the Public Finance Management Act, 1999. The work
of the Department is developed within a national context of a developmental state that
promotes equity, job creation, growth and development. The following contributions are
critical to the work of the Department and the Entities to ensure water service delivery to all
citizens in the country, and to this end, water sector programmes and alignment is evidenced
in the programmes of the Department through the following areas:

Economy and employment
The water sector programmes and alignment of this aspect of its work is noted in the
following areas – infrastructure development programmes; water conservation and demand
management;
wastewater
treatment
turnaround
programmes;
infrastructure
asset
management; integrated catchment management and resource protection; ensure water
availability for economic sector to create jobs; and recruitment programmes for scientists,
technicians engineers, managers and development practitioners.

Economic infrastructure
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The water sector programmes and alignment of this aspect of its work is noted in the
following areas – development, operation, maintenance and refurbishment of water resources
infrastructure; Accelerated Community Infrastructure Programme (ACIP), Regional Bulk
Infrastructure Grant Programme (RBIG) and support to historically disadvantaged individuals
(resource poor farmers).

Transition to a low carbon economy
To stimulate renewable energy and retrofit buildings, the Department of Mineral Resources,
Department of Water and ESKOM partnerships have been established and a task team is
already considering sites for hydro-power stations.

Inclusive rural economy
To attain active rural economies through improved infrastructure and service delivery, the
Department of Water and the Entities undertake the following – water supply programmes;
Accelerated Community Infrastructure Programme; Water allocation reform and regional
bulk infrastructure grants.

South Africa in the region and the world
To develop regional markets for food, energy and water and putting in place water
management agreements with neighbouring countries, the water sector programme and
alignment comprise – international relations and cooperation and trans-boundary treaties,
agreements and institutional arrangements.
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Education and innovation
To improve the system of skills planning and shaping production of skills and develop a set
of strong qualification and support for non-formal programmes, the water sector programme
and alignment comprise – the Department’s Learning Academy; mentorship programmes and
Water Sector Skills Development Strategy, developed to improve skills planning and
production of relevant skills for the sector.

Social protection
To increase the number of public work job opportunities in the water sector, the Department
and the Entities are working toward aligning all infrastructure programmes with public works
jobs and labour intensive methods; water conservation and water demand management fixing
or leaks programme; operation and maintenance and waste water treatment rehabilitation
programmes and water supply projects.

Building a capable State.
The water sector programme and alignment toward this is a formalised graduate recruiting
scheme for the public service, skills strategies for managers, technical, professional and local
government staff through the Department’s Learning Academy, Mentorship programmes, and
occupational specific dispensation (OSD) posts. To develop regional water utilities to deliver
some local government services on an agency basis where local or district municipalities lack
capacity, the water sector programme and alignment comprise the establishment of regional
water utilities.
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Notwithstanding the alignment and actions undertaken by the Department and the Entities
toward strengthening the water sector in South Africa, the current status of the water context
must be taken into consideration, and these include – water scarcity; inadequate or limited
water resource infrastructure, floods and droughts, water demand, water quality challenges,
inefficient use of water resources and ensuring sound financial management and
accountability.
5.
Budget allocations aligned to government priorities over the medium-term for
Budget Vote 38
Policy developments, legislation and other factors affecting expenditure within the new
national budget format – the Estimates of National Expenditure - expand the scope and
quality of information on government’s spending plans. Details of measurable objectives,
outputs, output performance measures or service delivery indicators are provided as another
step forward to setting ‘measurable objectives’ for each expenditure programme, in line with
the Public Finance Management Act.
Integrating service delivery and performance information into planning and budgeting
processing contributes to better budgeting and enhanced service delivery. Monitoring and
measuring service delivery and performance may be viewed as a process of assessing
progress towards achieving predetermined goals. The process may be used as a tool for selfassessment, goal-setting, monitoring of progress and to facilitate communication of
objectives and service delivery targets and progress. The sections that follow will provide an
overview of the strategic objectives and spending focus of the programmes underpinning the
work of the Department and the entities.
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5.1 Overview of spending focus over the medium-term
The Department of Water has appropriated, over the medium-term, R12 480.3 billion for
2014/15, R16 084.2 billion for 2015/16 and R17 199.9 billion for 2016/17. The medium term
projections reflect that the spending focus over medium-term ties in strongly to the
government priorities outlined above.
The spending focus over the medium term will be on providing regional bulk infrastructure
for water and wastewater treatment works which link water sources to local government
infrastructure. This is done through contributions to the infrastructure build programme in the
Regional Implementation and Support and the Water Infrastructure Management sub
programme. Over the Medium Term Expenditure Framework (MTEF) period, expenditure in
the Regional Implementation and Support programme, specifically on payments for capital
assets, is expected to increase significantly as a result of an additional allocation of R934
million to implement regional bulk water and wastewater projects. These projects include the
construction of the De Hoop Dam’s regional bulk distribution, Sedibeng bulk water supply,
and the OR Tambo district municipality regional bulk water and wastewater infrastructure. In
addition, spending on the municipal water infrastructure grant, which was introduced in
2013/14, is expected to increase from R603 million in 2013/14 to R2.8 billion in 2016/17.
The grant is earmarked for specific projects to eradicate backlogs in water and sanitation
infrastructure, particularly within the 24 priority district municipalities identified through
Census 2011’s enumeration of backlogs per poor household per municipality.
The Department will also transfer R2.6 billion in 2014/15, R3.7 billion in 2015/16 and R4
billion in 2016/17 to the Water Trading Entity through the Water Infrastructure Management
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programme. The bulk of this funding will be used on the bulk distribution system of the De
Hoop Dam and the dam safety rehabilitation programme. The transfers include additional
allocations of R264 million in 2015/16 and R430 million in 2016/17 for the presidential
infrastructure coordinating commission project for the construction of a new dam on the
Umzimvubu River in Eastern Cape.
The 2014 Budget includes Cabinet approved budget reductions of R55 million in 2014/15,
R20 million in 2015/16 and R50 million in 2016/17 to the Department’s allocation. The
Department is to effect the reductions mainly in spending on compensation of employees and
various items of expenditure on goods and services, such as communication, travel and
subsistence, and consultants. These reductions are not expected to have a negative impact on
service delivery.
At the end of November 2013, the Department had a funded establishment of 4 261 posts,
with 219 additional to the establishment and 491 vacant. The vacancies were due to the
difficulty experienced in attracting people with the critical and scarce skills necessary to
perform vital tasks, which is why the department uses consultants when required. Thus
spending on consultants, which fluctuated between 2010/11 and 2013/14, is expected to
increase from R362.3 million in 2014/15 to R477.9 million in 2016/17. The Department
expects to reduce vacancies to 115 posts in 2016/17 as it implements the organisational
restructuring over the MTEF period.
Table 1 reflects the growth and/or additions in the budget allocations of Vote 38 over the
medium term, which are mainly attributed to infrastructure development and regional
implementation and support (mainly Programme 3 and 4).
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Table 1: Overview of budget allocation per programme (Main)
Programme
2013/14
2014/15
2015/16
2016/17
R 000
R 000
R 000
R 000
Administration
978.6
1 026.4
1 119.1
1 269.7
Water Sector Management
516.4
597.8
618.9
689.9
2 565.2
2 919.4
4 050.8
4 382.5
and Support
5 982.7
7 782.7
10 135.7
10 668.2
Water Sector Regulation
118.7
121.5
125.8
142.1
Cooperation
25.4
32.5
33.9
47.5
TOTAL
10 187.0
12 480.3
16 084.2
17 199.9
Water
Infrastructure
Management
Regional
Implementation
International
Water
The biggest change in funding allocation is that of Programme 4: Regional Implementation
and Support, reflecting a 30 percent nominal percentage increase from the previous financial
year's allocation. This is followed by Programme 6: International Water Co-operation,
reflecting a 27.9 percent nominal percentage change from the previous financial year. The
overall budget reflects a 22.5 percent nominal increase from the previous financial year going
from R10.1 billion to R12.2 billion.
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5.2. An overview of the strategic objectives and spending focus of the programmes of the
Department and the entities over the medium term
Strategic Plans and Annual Performance Plans of the Department and the Entities provide a
critical tool for legislative oversight. An engagement with the goals, objectives and targets
set for a particular programme on an annual basis, as well as a quarterly basis gives insights
into how the “money will follow the function”.
5.2.1 Programme 1: Administration
The Department has as its annual target in this programme the objective of improving and
increasing the skills pool and to build competencies in the Department and within the sectors.
Over the medium-term, Administration receives an allocation of R1. 026 billion for 2014/15,
R1. 119 billion for 2015/16 and R1. 269 billion for 2016/17. The spending focus over the
medium term will be on maximising organisational efficiencies and strengthening internal
and financial controls by providing administrative and financial management support to the
Department and seeing to its office accommodation needs. The bulk of the Administration
budget over the MTEF period is allocated to the Corporate Services, Financial Management
and Office Accommodation sub-programmes for spending on compensation of employees,
operating leases and property payments, computer services, consultants and contractors.
5.2.2 Programme 2: Water sector management
The Department has over the medium term identified a number of key objectives to realise
the purpose underpinning this programme. This is to ensure that the country’s water resources
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are protected, used, developed, conserved, managed and controlled in a sustainable manner
for the benefit of all people and the environment by developing and implementing effective
policies and integrated planning strategies, and developing a knowledge base and procedures.
Over the medium-term, Water Sector Management receives an allocation of R597. 8 million
for 2014/15, R618.9 million for 2015/16 and R689. 9 million for 2016/17.
Some of the key objectives and targets prioritised over the medium term for this programme
include the following:

Ensuring that water resources are managed sustainability and that funding is raised for
refurbishing existing infrastructure by gazetting final water pricing strategy in 2014/15;

Monitoring the national resource strategy implementation and improve monitoring of
water resources;

Ensuring the equitable allocation of water resources for social and economic development
by implementing water allocation reform;

Ensuring that available water is used efficiently by implementing water conservation and
demand management programmes including sector awareness and mobilisation on an
ongoing basis over the MTEF period; and

Developing the integrated water quality management strategy.
The spending focus over the medium term will be on ensuring the availability of and access
to water for environmental and socioeconomic use through planning, developing policies and
maintaining data management systems. Thus the bulk of expenditure in this programme will
go towards activities in the Water Information Management at R222 million and Integrated
Planning sub programmes at R159 million, which perform these activities. This spending is
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related to the strategic objectives of improving water resources and water services
information and ensuring the effective performance of water management and service
institutions.
5.2.3 Departmental Programme 3: Water Infrastructure Management
The Water Infrastructure Management Programme ensures that there is a reliable supply of
water from bulk raw water resources infrastructure, within acceptable risk parameters, to
meet sustainable demand objectives for South Africa. It also solicits and sources funding to
implement, operate and maintain bulk raw water resources infrastructure in an efficient and
effective manner by strategically managing risks and assets.
The Programme is allocated R2. 919.4 billion in 2014/15, R4 050.8 billion in 2015/16 and
R4 382.5 billion in 2016/17. The key objective prioritised over the medium term for this
programme is to ensure the effective and sustainable management of water resources over the
medium term by:

Transferring sufficient funds on a regular basis to the water trading entity for the design,
construction, commissioning and rehabilitation of bulk raw water resources infrastructure;
and

Managing and operating existing bulk raw water infrastructure on a continuous basis.
The Infrastructure Development and Rehabilitation sub-programmes receive a higher
increase. The increase on this sub-programme is due to the spending over the medium term
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on funding the water trading entity’s implementation of existing and new infrastructure
projects.
The spending focus over the medium term will be on funding the water trading entity’s
implementation of existing and new water infrastructure projects, the bulk distribution system
of the De Hoop Dam, and the dam safety rehabilitation programme. Over the medium term,
the programme expects to transfer R1.4 billion to the water trading entity to upgrade the
pipeline from Steelpoort to Mooihoek and build the new pipeline from the Flag Boshielo
Dam to Mokopane in phase 2B of the De Hoop Dam’s bulk distribution system project. The
programme receives Cabinet approved additional allocations of R264 million in 2015/16 and
R430 million in 2016/17 for the development of the Umzimvubu Dam and bulk water
scheme. Between 2010/11 and 2013/14, the capital transfers grew as a result of additional
allocations for the completion of the construction of the De Hoop dam, its bulk distribution
systems, and the Nandoni distribution network and pipeline
5.2.4. Departmental Programme 4: Regional Implementation and Support
In respect of this Departmental programme which is to co-ordinate the effective
implementation of the Department's strategic goals and objectives at the regional level. The
Programme is allocated R7. 782.7 billion in the 2014/15 financial year, R10. 135.7 billion in
the 2015/16 financial year and R10. 668.2 billion in the 2016/17 financial year. The
Department has developed the following strategic objectives which include the following:

Ensure the availability of water supply for domestic and agricultural use;
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Ensure the provision of local government institutional support through the refurbishment
of prioritised schemes for municipalities from 59 in 2012/13 to 100 by 2016/17;

Support the local government water sector over the medium term;

Improve the protection of water resources and safeguard their sustainability; and

Improve water use efficiency to previously disadvantaged communities by processing 100
per cent of water use licence applications received and increasing the volume of water
allocated to historically disadvantaged individuals from 28 million cubic metres in
2012/13 to 42 million cubic metres of water by 2016/17.
In respect of spending, apart from the two sub programmes, the bulk of the programme’s
spending goes towards administering and managing the water and wastewater resources
owned by the Department, municipalities and other water management institutions,
intervening to protect and conserve water resources, and providing strategic and
administrative support to these and the programme’s other activities. Most of these activities
are carried out by the personnel on department’s funded establishment of 2 414 posts, with
165 posts additional to the establishment. Over the medium term, personnel numbers are
expected to increase to 2 533 in 2015/16, as vacant positions are filled. This is expected to
increase spending on compensation of employees. These posts were vacant due to the length
of time it takes to finalise the recruitment processes, resignations, promotions, transfers and
the difficulty in recruiting posts selected for occupation specific dispensation.
As a result of the vacancies, the programme relies on consultants to provide, as required, the
technical, engineering and project management services that staff might otherwise provide.
Thus spending on consultants decreased from R184.3 million in 2010/11 to R150.6 million in
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2013/14 and is projected to decrease further to R141.1 million in 2016/17 as the vacancies are
filled.
5.2.5 Departmental Programme 5: Water Sector Regulation
This programme seeks to ensure the development, implementation, monitoring and review of
regulations across the water value chain in accordance with the provisions in the National
Water Act and the Water Services Act. The Programme is allocated R121.5 million in the
2014/15 financial year, R125.8 million in the 2015/16 financial year and R142.1 million in
the 2016/17 financial year. To give effect to this programme, the Department has developed
the following strategic objectives:

Strengthen the regulatory function of the Department by developing and completing a
regulatory framework by 2014/15;

Ensure the improved monitoring of drinking water quality, using the Blue Drop status an
annual performance indicator by assessing 1 084 water supply systems for compliance
with drinking water quality standards in 2014/15 and publish the Blue Drop progress
report in 2015/16;

Reduce pollution in water resources throughout South Africa by ensuring that 1 028
wastewater treatment collector systems are assessed for Green Drop status in 2014/15 and
publish the full Green Drop report in 2016/17;

Improve efficiency in water pricing and regulation by developing an economic regulation
implementation strategy for the entire water value chain by 2015/16, to be effected
through the approved institutional model for implementation in 2016/17;

Ensure compliance with dam safety regulations for the protection of the population,
economy and water resources by monitoring 140 dams per year over the MTEF period;
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Ensure the effective enforcement of compliance with water legislation by finalising the
implementation protocol for enforcement, including a compliance and monitoring
strategy to curb unlawful use by mining, agriculture, and other industries by 2014/15.
The spending focus over the medium term will be on strengthening the regulatory function of
the department by revising the pricing strategy to attain full cost recovery on water schemes
and initiating a process for establishing an economic regulator to contribute to ensuring
compliance with water legislation. This is to be carried out through the Economic and Social
Regulation sub programme.
Over the medium term, the significant increases expected in spending in the Regulation
Management and Support and Compliance Monitoring and Enforcement sub programmes are
due to increased spending on compliance and enforcement related activities as part of the
department’s policy position on protecting South Africa’s natural water resources. The
review of the compulsory water licence process for the water management area in Mhlathuze
in KwaZulu-Natal, Tosca in North West and Jan Dissel in Western Cape was completed in
2012/13. Over the medium term, the department will implement measures to ensure that 29
percent of the water abstraction allocation is authorised to historically disadvantaged
individuals.
Between 2014/15 and 2016/17, spending on goods and services is projected to increase as a
result of an increase in spending on consultants for the assessment of drinking water quality
and wastewater treatment works under the Water Supply Services and Sanitation Regulation
sub programme and related compliance monitoring programmes under the Compliance
Monitoring sub programme. At the end of 2013, the programme had a funded establishment
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of 179 posts, 120 of which were filled. Vacancies were due to the difficulties in filling posts
that require scientific, technical and engineering skills to meet the occupation specific
dispensation requirements. Consultants are used as required to provide specialised
engineering and scientific skills, which they will transfer to the department’s personnel.
Between 2010/11 and 2013/14, the department reduced spending on consultants, travel and
subsistence, and advertising, to give effect to Cabinet approved budget reductions in previous
budget cycles.
5.2.6 Departmental Programme 6: International Water Cooperation
The International Water Co-operation programme, seeks to strategically develop, promote
and manage international relations on water resources between countries, through bilateral
and multi-lateral co-operation, instruments and organisations in line with the provisions in the
National Water Act. The programme further intends to pursue national interests at both
African multi-lateral and global multi-lateral organisations and forums. This Programme is
allocated R32.4 million in the 2014/15 financial year, R33.9 million for 2015/16 and R47.5
million for 2016/17.
To give effect to this programme, the Department has developed the following strategic
objectives:

Facilitate technical support and capacity development in water sector partnership
arrangements at international, African, national, provincial and local levels; and

Strengthen, implement and facilitate water governance, infrastructure and information
management.
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The spending focus over the medium term will be on forming and maintaining strategic
relations with neighbouring countries and international organisations in line with South
African foreign policy and the National Water Act (1998). This is expected to increase
spending on travel and subsistence between 2013/14 and 2016/17, particularly due to the
rollout of strategic initiatives in the rest of Africa. R23.6 million was reprioritised from the
Administration programme to this programme to ensure that the department honours its
international commitments, including participating in the activities of international
organisations. Participation in these activities will ensure the facilitation of projects, such as
the Lesotho Highlands Water Project and various other water infrastructure development
programmes. The programme had a funded establishment of 44 posts, all of which were filled
at the end of November 2013.
6. Spending focus of entities over the medium term
6.1 Consolidated Water Boards
Water boards derive their mandate from the Water Services Act (1997) and are categorised as
national government business enterprises in terms of schedule 3B of the PFMA. Water
boards are separate legal entities that have their own governance structures and assets and are
required to be self-funding.
The Minister of Water appoints board members and
chairpersons. The water boards provide bulk potable water services to the municipalities in
which they operate, and to other water service institutions and major consumers within
designated services areas. Water boards vary considerably in size, activities, customer mix,
revenue base and capacity. In support of the Department’s strategic objective of ensuring
effective performance of water management and services institutions, the water boards will
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focus on ensuring quality potable bulk water supply to municipalities, industries and mines as
well as to develop infrastructure and contribute to job creation.
The strategic goals for Water Boards over the medium term are to:

Ensure that they continue to be viable and sustainable bulk water service providers;

Ensure that all customers and stakeholders are satisfied;

Improve business efficiencies and quality; and

Achieve transformation in the water sector.
Revenue collected by the water boards is derived mainly from the sale of bulk water to water
service authorities in their areas. Between 2010/11 and 2013/14, total revenue from the sale
of bulk water increased, due to increases in the volume of water sold and annual increases in
the water tariff. The average annual increases in the bulk water tariff ranged from 10 per cent
to 12 per cent over this period. Over the medium term, revenue is expected to increase, due to
tariff increases required to cover the cost of operations and capital infrastructure upgrades,
and the projected increases in the volumes of water which are sold because of increased
demand for water and because the water boards will be expanding their scope of operations
into new areas.
The spending focus over the medium term will be on covering the operational costs of the
water boards for the provision of bulk treated water, as well as capital spending on the
infrastructure capacity required to meet the projected increases in water demand. In providing
bulk treated water, the water boards’ largest spending items are energy costs for pumping
water, raw water costs, staff costs and chemical costs. Expenditure increased between
2010/11 and 2012/13 as a result of high energy costs related to electricity price increases and
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pumping requirements related to the volume of water and the distance over which water is
pumped.
6.2 Trans-Caledon Tunnel Authority
The Trans-Caledon Tunnel Authority is a specialised liability management entity, it finances
and implements bulk raw water infrastructure within an acceptable risk framework and in the
most cost-effective way to benefit water consumers. The authority also plays an important
role as an advisor in the water sector in the areas of project initiation, the restructuring of
treasury activities and the review of water tariff methodologies.
The authority’s strategic goals over the medium term are to:

Participate in key water sector initiatives, which are focused on the sustainability of the
water sector;

Contribute to the development of knowledge in the sector;

Implement projects in support of the government’s transformation agenda;

Raise finance for the construction of infrastructure and manage debt in the most effective
way;

Construct infrastructure on time, within budget and in line with appropriate standards and
in a sustainable way; and

Build and maintain human capital that is fully empowered to deliver on the vision and
mission of the organisation.
The Trans-Caledon Tunnel Authority’s revenue increased from R4.1 billion in 2010/11 to
R7.3 billion in 2013/14, as a result of increased construction activities on projects, which led
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to tariff revenue being received from the department for those projects that had been
completed. The increase in construction activities over the same period, particularly for the
Olifants River water resource development project, the acid mine drainage project, the
Mokolo-Crocodile water augmentation project and the Mooi-Mgeni transfer scheme, also
increased expenditure, from R4.4 billion in 2010/11 to R7.4 billion in 2013/14. Over the
medium term, revenue is expected to increase and will be used to invest in capital
infrastructure to increase and expand the provision of bulk water and sanitation services.
The spending focus over the medium term will be on implementing capital projects, servicing
current debts, and appointing consultants services to various projects. Expenditure is
expected to grow at a slower rate over the medium term as projects near completion.
The authority had an establishment of 192 approved funded posts, all of which were filled at
the end of November 2013. Personnel numbers are expected to remain at this level over the
medium term. Increases in spending on compensation of employees over this period provide
for inflation related adjustments to personnel costs.
6.3 Water trading entity
A water trading account was established in 1983 to ring-fence departmental revenue collected
through the sale of bulk water and related services from appropriated funds. The trading
account was amended by the Public Finance Management Act (1999), under which it became
the Water Trading Entity (WTE) in 2008. The rationale was to create an entity that would
manage the recovery of usage costs to ensure the long term sustainability of South Africa’s
water resources.
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The entity has two components: water resources management and infrastructure management.
The water resources management component oversees the management of water quality,
conservation and the allocation of water through catchment management agencies. The
infrastructure component oversees the operations and maintenance of existing water
infrastructure as well as the development of new infrastructure.
The entity’s strategic goals over the medium term are to:

Establish appropriate governance structures;

Strengthen financial management; and

Build organisational capacity to ensure that the entity operates economically and
efficiently and provides water in an equitable and sustainable manner
The water trading entity generates revenue from raw water charges and transfers received
from the department. Between 2010/11 and 2013/14, revenue increases relate to the annual
tariff adjustment, the increase in the sale of raw water and related services, and the significant
increase in transfers the entity has received from the department. Over the medium term, total
revenue is expected to increase due to the completion of dams and bulk distribution systems,
increasing the availability of water and, as a result, the amount of water sold.
The spending focus over the medium term is on the development of new water infrastructure
and the operation, maintenance and refurbishment of existing water resources infrastructure.
To this end, the entity expects to implement phases 2B, 2C and 2D of the Olifants River
water resources development project in the implementation of new water infrastructure and
the operations and maintenance programmes. Expenditure on new water infrastructure is
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expected to be fast track the raising of the Tzaneen, Clanwilliam and Hazelmere dam walls,
and phase 1 and 2 of the Mokolo augmentation project, which is set to increase the value of
assets on the entity’s balance sheet to R118.8 billion in 2016/17.
The entity also plans to implement a recovery plan to reduce the backlog in the operation and
maintenance of the national water infrastructure. This will be done through comprehensive
programmes for dam safety, and the rehabilitation and refurbishment of all water related
infrastructure, including reservoirs, canals, weirs, pipelines and wastewater treatment works.
Between 2010/11 and 2013/14, spending on goods and services increased mainly due to
expenditure on contractors, and repairs and maintenance relating to the provision and the
operation of water infrastructure. The decrease in expenditure on goods and services in
2013/14 is as a result of the impairment on financial assets.
Over the medium term, expenditure on interest, dividends and rent on land is expected to
increase due to higher royalty fees to be paid to the government of Lesotho for water
delivered to South Africa, and the payment of interest on debt not capitalised during
construction projects.
The slight decline in spending on compensation of employees between 2011/12 and 2012/13
was due to a delay in the filling of vacant posts as a business engineering review processes
was under way. Once the process was completed, expenditure on compensation of employees
increased by 47.5 per cent between 2012/13 and 2013/14 as the entity filled vacant technical
positions. At the end of November 2013, there were 511 vacancies on the entity’s approved
establishment of 4 205 posts. These vacancies are set to be filled over the medium term
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through in-house training and recruitment. Consultants are mainly used as required for
project and contract management, engineering design and services, and construction
monitoring.
6.4 Catchment Management Agencies – the Breede-Overberg and Inkomati Catchment
Management Agencies
Catchment Management Agencies (CMAs) are established in terms of Chapter 7 of the
National Water Act. They are responsible for managing the water resources at a catchment
level in collaboration with local stakeholders (with a specific focus on involving local
communities in the decision making) regarding meeting of basic human needs, promoting
equitable access to water and facilitating social and economic development. The CMAs are
listed as schedule 3B entities in the PFMA and to date, the existing CMAs are the Inkomati
CMA and the Breede-Overberg CMA.
In contribution to the Department’s strategic objective of improving the protection of water
resources and ensure their sustainability, the CMAs will focus on:

Finalisation of the catchment management strategies;

Registering water use;

Building Catchment Management Forums;

Facilitating transformation of Irrigation Water Boards;

Supporting verification and validation process; and

Dealing with pollution incidents.
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The CMAs strategic goals over the medium term are to:

Provide water resource planning and water use management;

Facilitate institutional engagement;

Ensure water allocation reform and resource protection; and

Provide information systems and strategic support in the areas of finance, human
resources, public relations, communication and administration.
The Breede-Overberg Catchment Management Agency’s only source of funding is a
direct grant from the department. Revenue is currently received from the department as seed
funding and this will continue until a billing process is in place. Relevant policies and
procedures will be developed as soon as the approval for transfer of the responsibility for the
billing process has been given.
The spending focus over the medium term will be on verifying existing lawful water use and
allocation plans, monitoring water quality, managing water resources and finalising delayed
projects. This expenditure will mainly be incurred on the water projects programme. The
number of personnel is expected to increase from 36 in 2013/14 to 43 in 2016/17, mainly due
to the filling of critical vacant posts in the operations divisions required to fulfil the agency’s
functions. In addition to the projected increasing personnel numbers, growth in expenditure
on compensation of employees over the same period will also be driven largely by
improvements in conditions of service. Spending on consultants is expected to remain
constant in relation to outsourced corporate services and vary with respect to projects
undertaken over the medium term.
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The Inkomati Catchment Management Agency’s funding is derived in the form of a direct
grant from the Department. Revenue is currently received from the department as seed
funding and this will continue until a billing process is in place. Relevant policies and
procedures will be developed as soon as the department approves the delegation of
responsibility for the billing process.
The spending focus over the medium term will be on verifying existing lawful water use and
allocation plans, monitoring water quality, managing water resource, and finalising delayed
projects. The agency has a funded establishment of 53 posts, of which 46 were filled and 7
were vacant in 2013/14. The vacancies are set to be filled in 2014/15 as the recruitment
process is completed. In addition to the projected increase in personnel numbers, growth in
expenditure on compensation of employees over the medium term will also be driven largely
by improvements to conditions of service.
6.5 The Water Research Commission
The mandate of the Water Research Commission (WRC) is to conduct research on water by
determining needs and priorities for research, stimulating and funding water research,
promoting the effective transfer of information and technology, and enhancing knowledge
and capacity building in the water sector. Research is informed by government policies,
needs, and international trends.
The strategic goals over the medium term are to focus on research projects in the following
four areas:
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Water resources management, which pays particular attention to research projects on
water resources assessments and development, impacts on water resources, the protection
of water resources, and policy and institutional arrangements;

Water linked ecosystems, which focuses on ecosystem processes, ecosystem management
and use, and ecosystem rehabilitation;

Water use and waste management, which investigates water services, water supply and
treatment technology, sustainable municipal wastewater management and sanitation,
industrial and mine water management and sanitation, and health and hygiene; and

Water utilisation in agriculture, which pays particular attention to fostering water efficient
production methods, wood and timber production, poverty reduction and wealth creation,
and resource protection and reclamation.
The WRC has two primary sources of income: the water research levy, receivable in terms of
the Water Research Act, 1971; and leverage income, which is from research commissioned
by clients. The water research levy accounts for approximately 98.1 per cent of total revenue
in 2012/13. Total revenue increased from 2010/11 to 2013/14, at an average annual rate of
6.4 per cent, and is expected to increase at an average annual rate of 5.1 per cent over the
medium term due to levy increases.
The spending focus over the medium term will be on funding research activities through
expenditure in goods and services and compensation of employees. These activities are multiyear in nature and may take up to three years to complete, which is why expenditure
increases at 5.1 per cent across the seven-year period.
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Between 2010/11 and 2013/14, spending on compensation of employees decreased from
R44.9 million to R37.5 million as the 2010/11 figure included the once-off buy-out of postretirement medical aid liability of R12.4 million. Over the medium term, spending on
compensation of employees is expected to increase, mainly to provide for inflation
adjustments as personnel numbers are expected to remain constant over this period. The
commission had a funded establishment of 59 posts, all of which were filled as at 30
November 2013.
6.6 Komati River Basin Water Authority
The Komati River Basin Water Authority was established in terms of a treaty between South
Africa and Swaziland relating to the water resources of the Komati River Basin. The basin
primarily comprises the Driekoppies dam in South Africa, commissioned in 1997, and the
Maguga Dam in Swaziland, commissioned in 2002. Water users in South Africa use 54 per
cent of the supply, while water users in Swaziland use 46 per cent. The authority is governed
by the Joint Water Commission, whose members are officials from the governments of
Swaziland and South Africa.
The authority is responsible for financing, developing, operating and maintaining the water
resources infrastructure in the Komati River sub basin. With the construction of both dams
completed, over the medium term the authority is to focus on operations, including finance
and loan administration, and the maintenance of bulk water supply infrastructure. Including
capitalised interest on debt, total capital development costs of the two dams under the control
of the authority was R3 billion. In 2012/13, the total volume of water distributed to the two
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countries was 564.4 million cubic metres. The department transferred R180 million in
2012/13 and R188 million in 2013/14 for the repayment of a loan agreement.
7. Portfolio Committee findings, recommendations and decisions regarding the
Department and the Entities’ programmes, plans and budgets
This section summarises the Portfolio Committee’s observations, recommendations and
resolutions flowing from the engagement with the Department and the Entities as detailed in
the sections above.
7.1 Vacancies
The Portfolio Committee noted the high vacancy rate of the Department which currently
stands at 13 percent. Concerns were raised regarding this high vacancy rate, particularly
given that funding was allocated to these posts and there was underspending by the
Department with regards to this function. The Department indicated that they were
experiencing challenges, specifically in filling the technical and specialised vacancy fields of
engineer and scientists. It was further noted that in terms of the Department of Public Service
and Administration (DPSA) Occupational Specific Dispensation programme, there was some
unintended consequences as a result of this policy which hampered recruitment. As a result of
this the vacancies of scientists and engineers are primarily filled by graduates with little
experience. To mitigate this challenge the Department have approached retired scientists and
engineers to fill other vacancies.
7.2 Progress on 2 percent employment target of persons with disabilities
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The Portfolio Committee noted that Department had not met the 2 percent target of
employing persons with disabilities, and concerns were raised that this was a government
priority that needed to be taken seriously. The Department indicated that the target had not
been met, with employment of persons with disabilities currently standing at 1 percent. It was
reported that a proportion of the interns taken on by the Department were persons with
disabilities. There are currently plans underway by Human Resources to employ persons with
disabilities. Furthermore the Department has also undertaken a project to make their
buildings more user friendly for persons with disabilities.
7.3 Consultants
The Portfolio Committee raised concerns regarding the high rate of use of consultants and
queried whether the capacity could not be sourced within the Department. It was reported that
the Department was trying to build capacity but the use of consultants was strategic to the
department, particularly in engineering services. Plans are underway to ensure that previously
disadvantaged groups can benefit by trying to include a diverse list of consultants on the
procurement list. Furthermore special tools used in engineering services are better bought by
a company than by the department. The Department has also hired big consultancy
companies with smaller companies to achieve real Black Economic Empowerment (BEE).
7.4. Empowerment of black businesses
Within the water sector, more especially in massive infrastructure projects, the process of
empowering black businesses is limited. The Department has noted that within its
infrastructure projects the criteria for black empowerment have to be strengthened. There is
an insistence that the Big 5 group of construction companies partner and mentor with the
emerging black businesses.
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7.5 Regulation of Water Tariffs
The Portfolio Committee noted with concern that water tariffs needed to be regulated and that
structures need to be explored to regulate these tariffs as they would in the energy sector. The
Department indicated that this was being explored.
7.6 Pollution
The Portfolio Committee was concerned about the extent of pollution, particularly of
drinking water with toilets being erected near rivers in some areas and the extent to which the
Department was monitoring this issue. It was reported that municipalities are experiencing
problems with pollution. This is attributed to the fact that some of the infrastructure is aged
and overloaded. The Department have sent scientists to assist municipalities, there are
monitoring points and the water is sent for analysis. There are currently joint initiatives and
joint projects with SALGA in place to address this issue and regular meetings are held to
address water quality.
7.7 Metering of water
There is currently no legal framework for metering, and the Department emphasised that the
fundamental emphasis of a metering strategy remains the most credible and reliable form of
water use volume determination.
7.8 Volumetric calculations in relation to water losses in municipalities
Concerns were raised around water losses in the country. The Department noted that in
respect of the volumetric calculations of water losses, the figures given for water losses are
unrealistic. This is due in part due to the free basic water supplied not being metered and is
considered as losses by the municipalities, which the Department argued is not the case.
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7.9 Pollution at Madibeng municipality
The Portfolio Committee raised concerns regarding the monitoring pollution at Madibeng
municipality; raw sewerage was running off from Swartspruit into the water supply. The
Department reported that was looking at accelerating the incentive based regulation approach.
There would be a bigger focus on how the Department can support poorer municipalities, to
date, much work has been done. At the Madibeng municipality there has been a co-operative
governance approach which led to the investigations.
7.10 Monitoring of compliance of use of Municipal Infrastructure Grants (MIG)
The Portfolio Committee raised concerns that grants allocated to municipalities were not
always used for that functions and were reassigned to other projects, and queried the extent to
which the Department monitored the compliance of municipalities in spending the grants on
water projects. The Department indicated that monitoring was taking place, as funds are
transferred to municipalities; the Department has a tool in place through quarterly reports. If
the municipality do not meet the requirements funding is withheld from those municipalities.
7.11 Sustainable job creation
The Portfolio Committee noted that job creation was a priority for the Department. However
it was noted that the bulk of the jobs created were temporary and Members queried why there
was not a move to more permanent employment. The Department responded that the
timeframe for major infrastructure projects were 4-8 years. Labour was sourced locally in the
area where the project was taking place and that the 42 percent of the labour sourced was
under the age of 35. It was also reported that there was a great degree of skills transference
during this term.
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7.12 Skills Development and Bursaries
The Portfolio Committee queried the extent to which the Department had allocated bursaries,
it was responded that the Department has Memorandums of Understanding with eighteen
institutions of higher learning. The Department has allocated R73 million to a training centre
which is doing very well. It was also reported that since 2007, 648 bursaries had been
allocated. A majority of those graduates have been placed within the Department. This
programme has run so well that the Department won a prize as the best training institution in
the public service.
7.13 Backlog in issuing of water licenses
The Portfolio Committee raised concerns regarding the backlog in the issuing of water
licences. The Department reported that it has problem with this issue as 221 licenses backlog
predate 2011, 124 licences have outstanding information by applicants, and there are
currently 1 041 water license applications in progress.
8. Conclusions and Recommendations
In further aligning and strengthening the Department and the Entities plans, programmes and
goals in line with financial allocations, the Portfolio Committee requested that the
Department and the Entities give further consideration to the following:

Service charges and operational and maintenance costs
South Africa has made good progress in improving access to environmental services (water,
sanitation and waste management). However, further investment is necessary to continue this
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progress and improve access to, and quality of services. A key obstacle is the inadequate
level and design of service charges, which do not cover operational and maintenance costs.
Water Tariffs
There has been limited implementation of the increasing block tariffs required by legislation,
and the Portfolio Committee recommends that the Department and the Entities provide more
detail and progress reports on the regulation of water tariffs.

Establishment of all 9 Catchment Management Agencies
The Portfolio Committee recommended that the Department establish all outstanding water
catchment agencies in line with the second National Water Resource Strategy; and ensure
they better integrate water resources management, the provision of water services and land
use through enhanced engagement of all government and non-governmental stakeholders,
including traditional authorities.

Water Resources Management
South Africa has adopted a modern, integrated approach to water resources management.
However, the institutional barriers to its implementation have seriously limited policy
effectiveness. Water resources management – a national responsibility implemented through
regional offices is not adequately integrated with the provision of water services, which is a
municipal responsibility. The Portfolio Committee recommended that the Department and
the Entities engage on the challenges within the broad water value chain to ensure that all
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citizens have access to water and sanitation services, irrespective of limitations of
institutional arrangements.

Strategic Integrated Projects
As part of the programme of stimulating and creating jobs, government has developed a
programme of 18 Strategic Integrated Projects (SIPs) largely focused on infrastructure
development. The majority, if not all, have strong implications for water, requiring water
availability for economic development, or the availability of potable water. The Portfolio
Committee recommended that the Department and the Entities must therefore ensure that the
water related elements of the projects are integrated into the project plans and are dealt with
effectively. To enable the success of the SIPs programme, the Portfolio Committee
recommends that the following issues must be urgently addressed – review of water use
rights, implementation of water allocation reform, water build programmes and water pricing.

Challenges at the municipal level in relation to the delivery of water services
The Department, together with the CMAs and TCTA is responsible for water resources, bulk
water services infrastructure and catchment or national water management, while local
government has the constitutional obligation to provide water and sanitation services within
their areas of jurisdiction. However, there are many challenges at the municipal level in
relation to the delivery of water services. These challenges, include poor maintenance and
refurbishment of infrastructure resulting in increasing interruptions in supply and high levels
of unaccounted for water; poor management of wastewater treatment works resulting in
deteriorating raw water quality; slow delivery of sanitation services; and unaffordable
technology choices in some areas. The challenges are further compounded by the inadequate
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cost recovery in the water services sector. If, as the Department maintains that it is assisting
local government institutions in improving on this component of its work, could the
Department provide a progress report of the efficacy and sustainability of these initiatives?

Spending of Municipal Infrastructure Grant on water services
Despite the significant funding of water services, inter alia, the equitable share and the
Municipal Infrastructure Grant (MIG), there is considerable evidence that a very low
proportion of the equitable share is actually spent on water services. In addition, billing and
cost recovery are generally poor, with some areas in essence, not being billed at all. As a
result, daily operations and especially longer term maintenance of infrastructure are
significantly underfunded. The result of poor municipal water management increases the
demand of water quantities while decreasing raw water quality, both of which have major
implications for water resources management, with associated financial and regulatory
implications. The Portfolio Committee recommends that the Department and Entities engage
with the Department of Cooperative Governance and Traditional Affairs and National
Treasury, as well as local government institutions to address these challenges to ensure that in
the long term, the work of the Department in relation to water resources management is not
compromised.

Intergovernmental coordination
The role of both the Department and Water Boards in supporting local government with
providing water services has been under the spotlight, and must be enhanced in the coming
years. Intergovernmental coordination remains a significant challenge, as is seen through the
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lack of integration of water into/with other sector plans, and through poor coordination,
between Departments.
The Portfolio Committee recommends that the Department and
Entities give further consideration to these challenges and provide a progress report on how it
would assist in this regard.

Water use licensing
Water use licensing to support sustainable social and economic development is a critical
challenge and the Portfolio Committee recommends that the Department provide a progress
report on the status of water use licensing.

Regional bulk infrastructure projects in construction during the 2014/15
In interrogating the list of the regional bulk infrastructure projects in construction during the
2014/15 financial year as contained on page 52 of the Annual Performance Plan of the
Department, the Portfolio Committee recommended that the Department supply details
around each project. The Portfolio Committee also noted that in relation to these projects, it
will undertake oversight to verify the status and stages of identified projects in August 2014.

Equitable Supply of Water
The Portfolio Committee raised concerns that after 20 years, there are still communities
without access to water across the country. Equity issues in terms of water allocation are a
serious issue in this country. The Department was requested to submit a detailed water reform
strategy to address this matter.
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Breakdown of all infrastructure grants related to the water sector
In relation to the infrastructure breakdown in terms of the grants provided by the Department,
the Portfolio Committee required the progress, achievements and challenges and more
specifically, the role of the Department as sector leader and regulator on improving some of
the challenges.

Acid Mine Drainage
The Trans Caledon Tunnel Authority (TCTA), was in 2011 mandated by government through
the Inter-Ministerial Committee, on Acid Mine Draining (AMD) to provide a short term
solution to the AND challenge experienced in the Gauteng region. Significant progress has
been made since then. It is therefore imperative that the Department provide a progress report
on AMD on a quarterly basis.

Capital Investment in new water and sanitation infrastructure
Capital investment in new water and infrastructure for the entire value chain, including the
refurbishment of existing infrastructure, is projected to require an estimated R670 billion
investment over the next ten years. The Portfolio Committee therefore requests the
Department and the entities to give a breakdown on the proposed budget and projects for the
medium term in this regard.
The Portfolio Committee concluded its deliberation on the Strategic Plans, Annual
Performance Plans and budgets of the Department, and its entities and resolved to:
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Support the plans as tabled and noted with appreciation how these plans are aligned
with and respond to the National Development Plan and international obligations
such as the Millennium Development Goals;

Support the approval of Budget Vote 38.
Report to be considered.
THURSDAY, 10 JULY 2014
ANNOUNCEMENTS
National Assembly and National Council of Provinces
The Speaker and the Chairperson
1.
Assent by President in respect of Bills
(1)
Customs Duty Bill [B 43 – 2013] – Act No 30 of 2014 (assented to and signed
by President on 9 July 2014).
National Assembly
The Speaker
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1.
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Appointment: Joint Committee on Ethics and Members’ Interests
(1)
The following party has nominated the following member:
(a)
Economic Freedom Fighters
S Matiase
2.
Appointment of members to chair Extended Public Committees
The following members have been appointed in terms of Rule 33 to chair Extended
Public Committees: Ms L M Maseko, Mr B L Mashile, Mr M R Mdakane, Mr T C
Memela, Mr J M Mthembu and Ms X S Tom.
TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Health
(a)
Annual Performance Plan of the National Health Laboratory Service (NHLS) for
2014 - 2015.
(b)
Annual Performance Plan of the Office of the Health Standards Compliance for
2014 - 2015.
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(c)
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Strategic Plan of the Office of the Health Standards Compliance for 2014/15 –
2018/19.
2.
The Minister of Transport
(a)
Annual Performance Plan of the Department of Transport for 2014/15-2016/17.
(b)
Strategic Plan of the Road Traffic Infringement Agency for 2014 – 2019.
(c)
Annual Performance Plan of the Road Traffic Infringement Agency for 2014/15.
(d)
Strategic Plan of the Cross-Border Road Transport Agency (C-BRTA) for 2014 2019.
(e)
Annual Performance Plan of the Cross-Border Road Transport Agency (CBRTA) for 2014 - 2015.
(f)
Annual Performance Plan of the Driving License Card Account Trading Entity
for 2014/15-2016/17.
(g)
Strategic Plan of the South African National Roads Agency SOC Limited
(SANRAL) for 2012/2013 – 2016/2017.
(h)
Annual Performance Plan of the South African National Roads Agency SOC
Limited (SANRAL) for 2014/2015 - 2016/2017.
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(i)
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Strategic Plan (Corporate and Budget Plan) of the Airports Company of South
Africa SOC Limited (ACSA) for 2015 - 2017.
(j)
Revised Strategic Plan of the Road Accident Fund (RAF) for 2013 – 2017.
(k)
Annual Performance Plan of the Road Accident Fund (RAF) for 2014 – 2015 .
(l)
Corporate Plan (Final) of the Air Traffic and Navigation Services Company
Limited (ATNS) for 2014/15 – 2016/17.
(m) Strategic Plan of the Railway Safety Regulator (RSR) for 2014/2019 [RP 3352013].
(n) Strategic Plan (Corporate Plan) of the Passenger Rail Agency of South Africa
(PRASA) for 2014/15 – 2016/17.
(o)
Strategic Plan of the South African Civil Aviation Authority (SACAA) for
2013-14 – 2017 and Annual Performance Plan for 2014/2015.
(p)
Revised Strategic Plan of the Road Traffic Management Corporation for 20142019.
(q)
Annual Performance Plan of the Road Traffic Management Corporation for
2014/15.
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(r)
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Revised Strategic Plan of the Ports Regulator of South Africa for 2014/15 –
2016/17 and Annual Performance Plan for 2014/2015.
COMMITTEE REPORTS
National Assembly and National Council of Provinces
REPORT OF JOINT COMMITTEE ON ETHICS AND MEMBERS’ INTERESTS, 9
JUNE 2014:
The Joint Committee on Ethics and Members’ Interests, at its meeting on 8 June 2014, agreed
to recommend to the Houses that the deadline for the disclosure of financial interests for
members of the National Assembly and permanent members of the National Council of
Provinces be extended from 17 July 2014, as determined in terms of Item 6(1) of the Code of
Conduct for Assembly and Council Members, to 15 August 2014. The extension of the
deadline will ensure that members have sufficient time to comply fully with the requirements
of the Code.
The Committee therefore recommends that the National Assembly and National Council of
Provinces agree that notwithstanding the provisions of Item 6(1) of the Code of Conduct for
Assembly and Council Members, the deadline for the disclosure of financial Interests be
extended to 15 August 2014.
Report to be considered.
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Co-chairperson
N A Masondo
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Co-chairperson
A Singh
National Assembly
1. Report of the Portfolio Committee on Women in the Presidency on the Annual
Performance Plan and Budget Vote 8 of the Department of Women, Children and
People with Disabilities for the financial year 2014/15.
The Portfolio Committee on Women in the Presidency, having considered the Annual
Performance Plan and Budget of the Department of Women, Children and People with
Disabilities for 2014/15 on 01 July 2014, reports as follows:
1. Introduction
The Budget Vote 8 of the Department of Women, Children and People with Disabilities was
referred to the Portfolio Committee on Women in the Presidency on 25 June 2014 for
consideration and report. As per the Announcement, Tablings and Committees (ATC) of 25
June 2014, only Programme 2: Women Empowerment and Gender Equality, was referred to
the Portfolio Committee on Women in the Presidency for consideration and reporting.
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The Department indicated that the Annual Performance Plan that was presented was based on
the previous Department of Women, Children and People with Disabilities. To this end, the
Ministry was in the process of transferring Programme 3 which deals with children and
Programme 4 dealing with people with disabilities to the Department of Social Development.
Furthermore, the Minister noted that like all new Ministries, they are waiting for the
proclamation by the President.
The Committee, in performing its constitutional oversight mandate, engaged with the
Department of Women on 01 July 2014 in this regard. In terms of the National Council
Against Gender Based Violence, the Minister indicated that this will be reviewed by the
Department to determine where best this should be located. Of particular importance, the
Minister noted that the Women Empowerment and Gender Equality Bill (WEGE Bill) will be
withdrawn from Parliament and that extensive consultation will be undertaken by the
Department in this regard as several concerns regarding the Bill were raised to date.
2. Mandate and strategic objectives of the Department
The mandate of the Department of Women, Children and People with Disabilities was to
promote, facilitate, coordinate and monitor the realisation of the rights of women, children
and people with disabilities. The Department’s strategic objectives included the following:

To contribute to the socio-economic and political empowerment of women, children
and people with disabilities;

To improve universal access to development opportunities for women, children and
people with disabilities;
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To promote a society free of violence and abuse against women, children and people
with disabilities;

To provide effective and efficient good governance for the realisation of the
Department’s mandate.
On 25 May 2014, His Excellency, the President of South Africa, Jacob Zuma, announced the
establishment of the Ministry for Women within the Presidency, which is mandated “to
champion the achievement of women’s socio-economic empowerment and women’s rights”.
3. Expenditure Trends and Medium-Term Priorities
The total budget for the Department for 2014/2015 period was R218.5 million. The
Department’s spending priorities for the medium term were intended to be the development
of key sectoral policies on women’s empowerment as well as the improvement of the
Department’s administrative capacity.
The Department allocated 42.2% (R92.3 million) of its total budget to the programme for
Women Empowerment and Gender Equality, in anticipation of the implementation of the
Women’s Empowerment and Gender Equality Bill. It should be noted, however, that 72% of
this budget (about R67.2 million) accounts for transfers to the Commission for Gender
Equality, leaving about 27.2% of the budget (R25.1 million) for the implementation of
programmes focusing on gender equality.
4. Programme 2: Women Empowerment and Gender Equality
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The programme for Women Empowerment and Gender Equality aims to facilitate the
translation of national and international instruments into empowerment and socio-economic
development programmes, and to oversee and report on the realisation of women’s rights and
equality. Its objectives can be summarised as follows:

To promote the empowerment of women and gender equality through:
o Facilitating empowerment in economic and political spheres, advocating the
elimination of gender-based violence and advocating for the representation
and meaningful participation of women in Government programmes;
o Providing Government institutions and the private sector with integrated
training programmes that support gender mainstreaming and transformation;

To monitor, evaluate and report on progress in women’s empowerment and rights,
and gender equality by conducting impact assessments quarterly.
The sub-programmes for the Women Empowerment and Gender Equality programmes are as
follows:

Advocacy and Mainstreaming for Gender Equality
This sub-programme promotes the mainstreaming of women’s empowerment and gender
equality considerations into Government policies and processes of governance. For the year
2013/14 this work focused on advocacy programmes aimed at accelerating women’s socioeconomic development as well as ending gender based violence, and included the finalisation
of the Women Empowerment and Gender Equality Bill (No. 50 of 2013). This was done with
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a staff compliment of 5 and a total budget of R8.3 million, to be increased to R11.9 million in
the period 2014/15.

Institutional Support and Capacity Building for Gender Equality
This sub-programme coordinates institutional support and capacity development by
promoting synergy among Government Departments, civil society and the private sector. The
2013/14 programme consisted of consultations on the national gender machinery, gender
mainstreaming sessions with local government entities, the distribution of the gender
scorecard, as well as an analysis of gender-responsive budgeting. This work took place with a
staff compliment of 4 and a budget of R4.1 million to be increased to R4.7 million in
2014/15.

Monitoring and Evaluation for Gender Equality
This sub-programme monitors, evaluates and reports on the promotion of the realisation of
the rights of women within all Government entities to ensure compliance and to conduct
impact assessments. During the 2013/14 period, the Department piloted a monitoring and
evaluation strategy with gender-responsive indicators in Departments in the economic cluster.
A report on women’s representation in political and decision-making structures was
compiled, and the Department participated at several international platforms including the
United Nations Commission on the Status of Women, African Union and Southern African
Development Community meetings. This was done with a staff compliment of 8 and a budget
of R7.2 million, to be increased to R8.5 million for the period 2014/15.
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Commission for Gender Equality (CGE)
The CGE, an independent non-statutory body, engages in advocacy programmes aimed at
raising awareness of and challenging patriarchal stereotypes. It aims to protect and enforce
gender rights, and attends to complaints made by members of the public and sanctions
appropriate intervention in line with relevant policies and legislation. A transfer is made to
the CGE in full to the sum of R63.1 million in 2013/14, increasing to R67.2 million in
2014/15.
5. Expenditure Estimates
The overall budget allocation for Women Empowerment and Gender Equality programme in
2014/15 is R92.3 million, of which R67.2 million will be transferred to the CGE. Overall the
budget for the programme constitutes 42.2% of the Department’s total budget. Apart from the
large transfer to the CGE from this Programme’s budget, the bulk of its budget for the period
2014/15 goes to the sub-programme on advocacy and mainstreaming. Of the R25.1 million
remaining after transfers, R14.5 million is allocated to goods and services, and a further
R10.1 million to the compensation of employees. While R6.7 million of the goods and
services budget is allocated to travel and subsistence, and R2.2 million is allocated to venues
and facilities, a further R5.6 million is not allocated to a specific line item. For the year
2013/14, about R5.8 million of the goods and services budget was not assigned to a specific
line item. For both years it is unclear what these amounts were spent on.
There is an increase in the budget for the compensation of staff for the sub-programme on
institutional support and capacity building, while the number of personnel over the medium
term remains the same for this programme. In addition, the number of staff accounted for in
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this programme totals 17, however, elsewhere in the report, information on personnel
indicates that this programme has 18 staff members. Also, the number of posts for each subprogramme remains stable between 2013/14 and 2014/15, with compensation for employees
also remaining stable for salary levels 1-6 and 7–10. Although the number of posts for levels
11–12 and 13–16 remain the same, total salaries for these levels will go down by 4% for
levels 11-12, and will go up by 26% for levels 13–16.
6. Observations
Having met with the Department to scrutinise the Annual Performance Plan and budget for
2014/15, the Committee made the following observations:

The Committee acknowledged that the budget presented was in relation to the
Department of Women, Children and People with Disabilities as it existed prior to the
2014 National Elections.

Notwithstanding this, the Committee was concerned about the small budget allocations
for Programme 2, 3 (children) and programme 4 (people with disabilities) and urged for
larger allocations within the Departments where these responsibilities now reside.

The Committee was unclear as to how the objectives and targets in Programme 2 would
be translated into activities that would address gender inequality, the female
unemployment and poverty in South Africa.
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
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The Committee also noted that there was no clarity around the final location of the
National Council Against Gender-based Violence and this had to be addressed as soon as
possible given the challenges in dealing with gender-based violence in the country.

The Committee acknowledged that the Department is in the process of transferring
Programme 3 and 4 to the Department of Social Department and retaining Programme 2.

The Committee agreed that a more focussed mandate for the new Ministry will greatly
advance the women’s economic empowerment and development in the country.
7. Conclusion
The Committee thanked the Department for the presentation and awaits the outcome of the
transition. At the time of the adoption of the report, the Presidency had issued a statement on
3 July 2014 regarding the proclamation by the President of all newly established Ministries.
8. Recommendations
Having considered the Annual Performance Plan and budget for the Department, the
Committee recommends to the Minister for Women in the Presidency as follows:

The Committee noted that Programme 2 of the Department has been allocated a
small budget and recommends that more resources should be allocated to the
Department to assist with the implementation of their programmes and transition
process.
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
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The Committee recommends that the Department refines its objectives and targets
to ensure that measurable outcomes are achieved.

The Committee also urged that clarity should be provided around the location of
the National Council Against Gender-based Violence as soon as possible.

The Committee recommends that the Department should speed up the process of
transferring Programming 3 and Programme 4 to the Department of Social
Development and its internal restructuring.
Report to be considered.
2. Report of the Portfolio Committee on Public Works on Budget Vote 7: Public Works
and on the Strategic Plan 2014 - 2019 and Annual Performance Plan 2014 - 2015 of the
Department, dated 10 July 2014
The Portfolio Committee on Public Works, having met on Tuesday, 8 July 2014 to consider
the budget vote of the Department of Public Works, the strategic plan and the annual
performance plan of the department, wishes to report as follows:
1.
Introduction
Following the tabling of the Strategic Plan of the Department of Public Works, the Portfolio
Committee on Public Works held a public meeting with the Department of Public Works
(DPW).
2.
Presentation by the Department of Public Works
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The vision of the Department of Public Works is to be a service oriented department that
delivers value and contributes to the national agenda for social and economic development.
The mission of the department is to provide quality accommodation and related services to
clients; efficiently and effectively manage the immovable assets in their custodianship;
actively contribute to the national goals of job creation and poverty alleviation through the
Expanded Public Works Programme; to provide expert built-environment advice to their
stakeholders and to provide strategic leadership to the South African Construction and
Property industries, including the regulation of these industries.
The legislative mandate of the department is primarily governed by the Immovable Asset
Management Act, as promulgated in 2007. The department regulates the construction
industry and built environment through the Construction Industry Development Board Act,
2000 (Act No. 38 of 2000) and the six Professional Council Acts that regulate the six Built
Environment Professions (BEPs), and through the Council for the Built Environment Act
(Act No. 43 of 2000).
The six professional councils and their respective acts are the following:
1. the South African Council for the Quantity Surveying Profession (SAQSP) that
was established in terms of the Quantity Surveying Profession Act (Act 49 of 2000);
2. The South African Council for the Architectural Profession (SACAP) that is
regulated by the Architectural Council Act (Act 44 of 2000);
3. The Engineering Council of South Africa was established by the Engineering
Profession Act, 2000 (Act No. 46 of 2000);
4. The South African Council for the Landscape Architectural Profession
(SACLAP) that was established as a statutory council in terms of Section 2 of the
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South African Council for the Landscape Architectural Profession Act – Act 45 of
2000;
5. The South African Council for the Project and Construction Management Professions
Council (SACPCMP) was established in terms of section 2 of the Project and
Construction Management Professions Act (Act 48 of 2000);
6. SA Council for the Property Valuers Profession (SACPVP) was established in
terms of section 2 of The Property Valuers Profession Act, 2000.
The department derives its policy mandate from the following draft and adopted policies:
(a) Department of Public Works, White Paper: Public Works, Towards the 21st Century,
1997;
(b) Department of Public Works, White Paper: Creating an Enabling Environment for
Reconstruction, Growth and Development in the Construction Industry, 1999;
(c) Construction Sector Transformation Charter, 2006;
(d) Property Sector Transformation Charter, 2006;
(e) DPW Broad-based Black Economic Empowerment Strategy, 2006;
(f) Property Management Strategy on BBBEE, Job Creation and Poverty Alleviation,
2007; and
(g) the Green Building Framework.
In drafting its Strategic Plan, the department has taken into consideration the Government’s
policy priorities, the manifesto of the ruling party and the National Development Plan (NDP)
as translated in the 2014 Medium Term Expenditure Framework (MTEF).
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There are four public entities reporting to the department. The entities serve as an extension
of and assist the department in delivering its stated mandate. The four entities are the
Construction Industry Development Board (cidb), the Council for Built Environment (CBE),
Agrément South Africa (ASA) and the Independent Development Trust (IDT).
The budget allocation to the Department of Public Works for the 2014/15 financial year is
R6, 1 billion. Over the 2014 Medium Term Expenditure Framework (MTEF) an amount of
R245 million was reprioritised from the infrastructure budget to compensation of employees,
goods and services and transfers and subsidies.
The reprioritisation of funds for compensation of employees was intended to cover the
projected shortfall on employees’ salaries and for the additional appointments in the
department. R40 million additional funds for goods and services was reprioritised and
allocated to fund the Presidential Inauguration under State Functions in Programme 5.
Between 2015/16 and 2016/17 goods and services was reduced by R53 million to reprioritise
funds to ensure for the compensation of employees. Transfers and subsidies reprioritisation to
the amount of R9 million over the MTEF period is for bursaries awarded for non employees
to cater for students that study towards careers in the built environment and construction
industry.
There are no budget allocation increases to the baseline between the 2014/15 and 2015/16
financial years. The allocation increase to the baseline for 2016/17 amounts to R159 million
in support of the following areas:

R74 million for the Expanded Public Works Programme (EPWP) Social Sector Grant;

R65 million for the EPWP Non-State Grant;
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
R10 million for the EPWP Integrated Grant to Provinces; and

R10 million for the EPWP Integrated Grant to Municipalities.
Over the 2014 MTEF period, baseline reductions of R1,3 billion have been effected in the
following areas:

R650 million on infrastructure projects in the Immovable Asset Management
programme.

R150 million on non-core goods and services items in all programmes.

R26,2 million on compensation of employees.

R150 million on transfers to the Property Management Trading Entity (PMTE), and

R308,3 million on the EPWP.
These reductions are largely a result of continual underspending in the Department’s
infrastructure budget.
Spending on infrastructure decreased from R1,3 billion in 2010/11 to R676 million in
2013/14. The decrease of the infrastructure budget was due to the reprioritisation of funds to
provide funding for the turnaround programme.
The Department’s overall infrastructure budget has been reduced by R220 million in
2014/15, R180 million in 2015/16 and R250 million in 2016/17, mainly to provide for
reductions to expenditure that Cabinet approved.
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2.1 Public Works’ performance targets, as set out in its Strategic and Annual
Performance Plans for 2014/15
The five programmes of the Department of Public Works (DPW) have the following key
performance targets per programme:
2.1.1 Programme 1: Administration
This programme provides strategic leadership and support services, including the
accommodation needs and overall management of DPW.
The strategic goal is to provide good corporate governance to support effective and efficient
delivery. The strategic objectives under this programme are to promote sound corporate
governance practices within DPW and to ensure effective and sound financial resource
management and ensure effective corporate resource management.
The five-year target of the DPW under this programme includes Management Performance
Assessment Tool (MPAT) rating of 3 - 4 on all government functions, a clean audit outcome
for DPW and the Property Management Trading Entity (PMTE), and achieving a 100 percent
support provided to the core business of the DPW through Human Resources planning,
Human Capital Investment (HCI) programmes, security management, legal advisory services
and communications.
The following key performance areas are the most significant within Programme 1:
•
Investigations initiated within 30 days based on reported allegations in line with
National Treasury Regulations.
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•
Change in irregular expenditure balance for DPW and PMTE.
•
Change in the value of newly identified transactions relating to irregular and fruitless
and wasteful expenditure for DPW and PMTE.
•
Compliant invoices settled within 30 days.
•
Fraud and corruption cases within Supply Chain Management detected.
•
Relevant and compliant bids awarded within the validity period.
•
Planned Maintenance contracts awarded to contractors registered on the DPW
Contractor Development Programme (CDP).
•
Contracts on the approved DPW Procurement Plan awarded in line with the batch
tendering process aligned to the IDMS model.
•
Beneficiaries participating in the DPW skills development programme.
•
ICT infrastructure upgrade to secure system access for PMTE and DPW business
units.
2.1.2 Programme 2: Immovable Asset Management
The purpose of this programme is to provide and manage government’s immovable asset and
property portfolio in support of government’s social, economic, functional and political
objectives.
The strategic goals for this programme are to create an efficient, competitive and responsive
accommodation infrastructure network and to contribute towards comprehensive rural
development. It is further to create an effective life cycle asset management of immovable
assets under the custodianship of the department and to ensure an improved land
administration and spatial planning for integrated development in urban and rural areas.
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The five year targets under this programme are to create integrated plans for DPW’s
immovable asset portfolio development and ensure that DPW infrastructure plans are
integrated with sector departments and 25 rural municipal Spatial Development Frameworks
(SDFs).
The following key performance areas are the most significant within Programme 2:
•
Properties in the Immovable Asset Register populated with information fields that are
GRAP compliant and land parcels vested.
•
Immovable assets valued to determine deemed carrying amounts.
•
Approved Immovable Asset Management Framework and property performance
standards (PPS) for all categories of Immovable Assets.
•
Approved Construction Implementation Programmes.
•
Approved National Infrastructure Maintenance Strategy.
•
Properties released for Land Reform and for Human Settlements.
•
User departments’ accommodation solutions produced for project implementation.
•
Government precincts integrated with the spatial development frameworks of
identified municipalities.
•
DPW’s infrastructure programme integrated with sector departments and rural
municipal spatial development frameworks.
•
Completed client survey index for Service Delivery Improvement Programme (SDIP)
towards compilation of a Client Value Proposition.
•
Service Level Agreements approved by identified user departments.
•
Procurement Instructions issued as per approved Construction Implementation
Programmes.
•
Construction and beautification of schools.
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•
Planned
construction
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projects
completed
as
per
approved
Construction
Implementation Programmes.
•
Land Ports of Entry under recapitalisation as per the CWIP.
•
State-owned buildings made accessible for persons with disabilities as per the CWIP.
•
Approved Infrastructure Programme Implementation Plans (IPIPs) for user
departments.
•
Approval of project scopes.
•
Budget variance on each completed project.
•
Implementation of the approved Construction Implementation Programmes.
•
Reduction of expired leases for leased accommodation.
•
Lease agreements signed within 30 days after finalisation of the open bid process.
•
Day-to-day maintenance breakdowns addressed (calls closed) within agreed
timeframes.
•
Buildings retrofitted in terms of green building principles.
•
Response times for the provision of office and residential movable assets to Prestige
Clients (in line with the Ministerial Handbook) from date of receipt of request.
•
Response times for resolution of Prestige maintenance issues after logging of
complaint (within the mandate of DPW).
2.1.3 Programme 3: Expanded Public Works Programme (EPWP)
The purpose of this programme is to provide work opportunities and income support to poor
and unemployed people through the labour-intensive delivery of public and community assets
and services, thereby contributing to development.
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A strategic goal of the DPW under Programme 3 is to provide decent employment through
inclusive growth. The strategic objective is to co-ordinate, monitor and evaluate the creation
of work opportunities and income support to the poor and unemployed, so as to contribute to
national goal of job creation and poverty alleviation.
While the five-year target is to create six million work opportunities created for the poor and
unemployed between 2014 - 2019, aligned to the Business Plan for this third phase of the
EPWP.
The following key performance areas are the most significant within Programme 3:
•
Work opportunities created through EPWP labour intensive approach aligned to the
EPWP business plan (Phase 3).
•
Disbursement of performance based incentive allocations to eligible public bodies
across all sectors.
•
Beneficiaries trained through the National Skills Fund.
•
Youth participation in the National Youth Service programme within DPW.
•
Work opportunities created in rural municipalities aligned to the EPWP phase 3
business plan.
•
Work opportunities created by DPW.
2.1.4 Programme 4: Property and Construction Industry Policy Regulations
The purpose of this programme is to promote growth and transformation in the construction
and property industries. It also seeks to promote uniformity and best practices in the
construction and immovable asset management in the public sector.
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The strategic goal under this programme is to provide strategic leadership and to develop the
necessary regulation so that the construction and property sectors are actively involved in
promoting economic empowerment and skills development.
Further strategic objectives include promoting growth and transformation of and competition
in the construction and property industries and to promote uniformity and best practice in
construction and immovable asset management public sector.
Part of the specific targets stated for this programme is to complete legislation that guides the
Agrément South Africa, the necessary transformation of the Independent Development Trust
(IDT) and the Built Environment Professions. An important objective would be to complete
the revision of the 1997 and 1999 White Papers on Public Works and the Construction
Industry to table it to the Cabinet for its consideration and approval, and to ensure that the
department has legislation that properly legislates the mandate of the department. The
programme finally has to complete regulatory and legislative work that ensures best practices
on the expropriation of immovable asset to ensure that the department appropriately manages
future spatial arrangements that facilitates socio economic development across the country.
The following key performance areas are stated within Programme 4:
•
Draft amendments to legislative framework for the Built Environment Professions
(BEPs) developed.
•
Revised draft Independent Development Trust (IDT) Bill developed.
•
Draft revised DPW White Papers developed.
•
Construction and Property Sector Codes aligned to the revised BBBEE Codes of
Good Practice (2013).
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•
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Draft Immovable Asset Investment Policy developed.
2.1.5 Programme 5: Auxiliary and Associated Services
This programme provides services including compensation for losses incurred in the
government assisted housing scheme, and assistance to organisations for the preservation of
national memorials. It further ensures that the protocol responsibilities for state functions are
properly fulfilled.
The key performance area for the programme is stated as:
 Prestige events supported with infrastructure related services.
3.
Conclusion
The committee noted the following:
3.1
The key performance areas stated in the department’s Annual Performance Plan
(APP) was not drafted according to the principle of ensuring that they are specific,
measurable, achievable, relevant, and time-bound (SMART).
3.2
The phenomenon of collusion between major companies in the construction industry
that was dealt with by the Competition Commission and that continues to be dealt
with by the Construction Industry Development Board (cidb) has the undesired effect
of delaying the progress of emerging contractors into higher grades on the cidb’s
Register of Contractors.
3.3
The Department of Public Works does not have legislation that describes its mandate
and that the department is reviewing White Papers dated 1997 and 1999 as a precursor
to develop such legislation.
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3.4.
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The department is rolling out phase three of the EPWP and that in phase two the
training component required attention and that the number of disabled participants
remained low in all sectors.
3.5.
The department has set a clear goal for itself to get the PMTE operational as a
prerequisite to get a clean audit.
4.
Recommendations
The committee recommends to the Minister of Public Works that:
4.1
the key performance areas as stated in the department’s Annual Performance Plan be
redeveloped to be specific, measurable, achievable, relevant and time-bound by
March 2015.
4.2
the review of the White Papers dated 1997 and 1999 be speedily processed so that
legislation that describes the department’s mandate and its role as regulator and driver
of transformation in the built environment and construction industry is completed by
the end of the current financial year, 2014/15.
4.3
the impact of collusion in the construction industry be investigated. This investigation
should specifically focus on the impact that practices of collusion amongst higher
graded contractors might have had on the advancement of contractors that fall in
grades 3 to 5 on the cidb’s Contractor’s Register.
4.4.
the training and skills development component of phase three of the Expanded Public
Works Programme to be enhanced to ensure longer term future employment and entry
into the artisan field of the built environment and construction industry; such efforts
should specifically target the vulnerable categories of the youth, women and the
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disabled; finally, definite efforts be designed to increase the number of disabled
participants in the EPWP phase three.
4.5.
the department regularly reports to the committee on the efforts it is making to fill
management and specialist positions within the PMTE as well as on the financial
accounting and reporting structures it is putting in place to ensure value for money is
achieved in the work to augment the PMTE.
Report to be considered.
FRIDAY, 11 JULY 2014
TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Public Service and Administration
(a)
Proclamation No 43, 2014 published in Government Gazette No 37817, dated 8
July 2014: Amendment of Schedule 1 of the Public Service Act, 1994 – Schedule 1
to the said Act with respect to national departments and the heads thereof by
substituting that Schedule, in terms of the Public Service Act, 1994 (Act No 103 of
1994).
COMMITTEE REPORTS
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National Assembly
1. REPORT OF THE PORTFOLIO COMMITTEE ON ENVIRONMENTAL AFFAIRS ON
THE STRATEGIC PLAN 2014/15—2018/19, ANNUAL PERFORMANCE PLANS (APPS)
2014/15 AND THE BUDGET VOTE 30 OF THE DEPARTMENT OF ENVIRONMENTAL
AFFAIRS (DEA) AND ITS ENTITIES, DATED 8 JULY 2014.
1.
Background
The Portfolio Committee on Environmental Affairs (hereinafter referred to as the Portfolio
Committee) having considered the directive of the National Assembly to consider and report
on the Strategic Plan, Annual Performance Plans and Budget allocations of the Department of
Environmental Affairs (hereinafter the Department) and all entities reporting to it, tabled by
the Minister of Environmental Affairs, and in terms of the Public Finance Management Act
(Act No 32 of 2003), reports as follows:
2.
Introduction
The Portfolio Committee having being recently constituted, in the 5th democratic Parliament,
invited the Department on 25th June 2014, to present the overview of its broad mandate and
that of its entities to the new Committee. This interaction was to afford the new Committee
members the opportunity to familiarize themselves with and gain useful insight into the work
of the Department and its constitutional mandate before engaging with the Strategic Plan,
Annual Performance Plans and the 2014/15 Budget Vote in the subsequent week. In this
initial engagement with the Department, the department was represented by the Director
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General, the Chief Operating Officer, Chief Financial Officer and other relevant senior
executive management members of the Department.
2.1
Overview by the Department of Environment Affairs and its Entities
The Department has the mandate to ensure that the South African environment is protected
and that natural resources are conserved. This mandate is derived from Section 24(b) of the
Constitution of the Republic of South Africa, which stipulates that “all South Africans have a
constitutional right to an environment that is not harmful to their health or well-being, and to
have the environment protected for the benefit of the present and future generations” through
relevant legislations.
2.1.1 Legislative mandate
The core business of the Department is underpinned by the Constitution and the following
pieces of legislation:
•
The National Environmental Management Act, (NEMA) 1998 (regulatory framework for
the management and protection of environmental resources and coordination in relation
thereto) was enacted to provide for the following subsidiary issue-specific legislation on
biodiversity and heritage resources; oceans and coasts; climate change and air quality
management; and waste and chemicals management.
•
National Environmental Management: Air Quality Act, 2004 - regulates air quality.
•
National Environmental Management: Biodiversity Act, 2004 - regulates and sets out the
mechanisms for managing and conserving South Africa’s biodiversity, its components
and institutions (e.g., SANBI).
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•
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National Environmental Management: Waste Act, 2008 - regulates waste management;
provides for national norms and standards for regulating the management of waste by all
spheres of Government; and provides for the licensing and control of waste management
activities.
•
National Environmental Management: Integrated Coastal Management Act, 2008 (Act
No. 24 of 2008) - establishes a system of integrated coastal and estuarine environmental
management in the Republic; ensures that development and the use of natural resources
within the coastal zone is socially and economically justifiable and ecologically
sustainable; determines the responsibilities of organs of State in relation to coastal areas;
controls dumping at sea and pollution in the coastal zone.
The Department fulfills its mandate through formulating, coordinating and monitoring the
implementation of national environmental policies, programmes and legislation with the
additional support from its entities, such as iSimangaliso Wetland Park (iSimangaliso), the
South African National Botanical Institute (SANBI), South African National Parks
(SANParks), and the South African Weather Services (SAWS). It is noteworthy that the main
activities of the Department are divided into seven programmes, comprising of the following:
Programme 1: Administration
The purpose of this programme is to provide leadership, strategic centralised administration
and executive support, corporate services and to facilitate effective cooperative governance,
international relations and environmental education and awareness.
Programme 2: Legal, Authorizations and Compliance
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The purpose of this programme is to promote the development of an enabling legal regime,
Licencing and/or authorisation system that promotes enforcement and compliance with
relevant environmental legislation.
Programme 3: Oceans and Coasts
The purpose of this programme is to promote, manage and provide strategic leadership on
oceans and coastal conservation.
Programme 4: Climate Change and Air Quality Management
The purpose of this programme is to improve air and atmospheric quality, lead and support,
inform, monitor and report efficient and effective international, national and significant
provincial and local responses to climate change.
Programme 5: Biodiversity and Conservation
The purpose of this programme is to ensure the regulation and management of all
biodiversity, heritage and conservation matters in a manner that facilitates sustainable
economic growth and development.
Programme 6: Environmental Programmes
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The purpose of this programme is to ensure the implementation of the expanded public works
programme (EPWP) that has important implications for the environment and to conceptualise
and implement green economy projects in the environmental sector.
Programme 7: Chemicals and Waste Management:
The purpose of this programme is to manage and ensure that chemicals and waste
management policies and legislation are implemented and enforced in compliance with
chemicals and waste management authorisations, directives and agreements.
3.
Strategic Plans and Annual Performance Plans (APPs) of the Department and its
Public Entities for 2014/15
As the national partner to provinces in a concurrent function, the Department leads the
environmental sector by setting the policy and legislative framework and the norms and
standards required for environmentally sustainable development in the country. This role is
evident through the large numbers of policy and legislative instruments initiated, processed
and administered by the Department.
It is in this foregoing context that the newly constituted Portfolio Committee received
briefings on 1st July 2014 from the Department and its entities on strategic plans, annual
performance plans and budget for the 2014/15 financial year. This was to ascertain whether
the allocated budget to the Department and its entities was aligned to achieve the strategic
outcomes conceived in the respective strategic plans and APPs documents and also to
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determine whether the budget is aligned with the Government’s strategic priorities for the
current 2014/15 financial year, as informed by the National Development Plan.
This report, therefore, details the findings and recommendations of the Portfolio Committee
after its engagement with the Department and its entities on the matters outlined above.
In addition to the 2014/15 Budget (including the Estimates of National expenditure for the
MTEF period) tabled in Parliament by the Minister of Finance, the Portfolio Committee was
also briefed by the Department on the following documents, which were also tabled in
Parliament:
•
The Strategic Plan of the Department for 2014/15—2018/19;
•
The Annual Performance Plan of the Department for 2014/15; and
•
The Strategic Plans and Annual Performance Plans for 2014/15 of the Departments
entities:
o South African Weather Service (SAWS);
o iSimangaliso Wetland Park (IWP);
o South African National Biodiversity Institute (SANBI); and
o South African National Parks (SANParks).
3.1
Department of Environmental Affairs
The Department provides leadership in environmental management, conversation and
protection to ensure the sustainability of the South African environment for the benefit of
South Africans and the global community in perpetuity.
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3.2
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Departmental Strategic Goals
The Department’s strategic goals over the medium term are to:
•
Ensure that the Department has optimal capacity to deliver services efficiently and
effectively;
•
Ensure that South Africa’s environmental assets are conserved , valued, sustainably used,
protected and continually enhanced for the benefit of both current and future generations;
•
Enhance socio-economic benefits and employment creation in a safe, clean and healthy
environment for both present and future generations;
•
Provide leadership in environmental management, conservation and protection towards
sustainability for the benefit of both current and future generations of South Africans;
•
Manage the interface between the environment and development to encourage the
transformation of the development trajectory to an environmentally sustainable, inclusive,
low-carbon and green economic growth path;
•
Promote compliance with environmental legislation and act decisively against
transgressors;
•
Develop and facilitate the implementation of a climate change adaptation and mitigation
regulatory framework;
•
Work and participate in international United Nations (UN) platforms to ensure that the
international climate change and global warming is fully mitigated by the international
communities’
•
Facilitate the transition to environmentally sustainable, job creating and low-carbon, green
development pathway through the national Green Fund and environmental projects in the
expanded public works programme; and
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•
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Improve the provision of quality waste management services across the country with clear
environmental health benefits for communities, particularly those without previous access
to waste management services.
•
Participate and contribute meaningfully in the international effort, within the ambit of the
United Nations, to craft new sustainable development goals (SDGs), which will replace
and enhance the Millennium Development Goals (MDGs) after 2015.
3.3
Budget of the Department
The Department’s budget allocation for the 2013/14 financial year was R5.206.8 billion,
whereas the Department received a total allocation of R5.668 386 billion for the 2014/15
financial year. The budget increased by R461.6 million over the previous 2013/14 financial
year. The allocation has been broken down into the following programmes, as indicated in
Table 1:
Table 1: Departmental budget allocation over the medium term expenditure framework
Budget
Programme
Nomina
Real
Nomina
Real
l Rand
Rand
l%
%
change
change
change
change
2013/1 2014/1 2015/1 2016/1
R million
Administration
4
777.3
5
653.4
6
681.4
7
693.9
2013/142013/14-2014/15
-123.9
-162.0
2014/15
-15.94 -20.85
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Legal,
Authorisations
and Compliance
113.3
122.6
129.0
133.4
9.3
2.1
8.21
1.89
318.2
357.4
424.6
448.3
39.2
18.3
12.32
5.76
233.8
227.7
240.1
274.6
-6.1
-19.4
-2.61
-8.29
576.7
636.8
669.6
692.0
60.1
22.9
10.42
3.97
3
3
3
4
121.8
598.3
756.3
233.3
476.5
266.4
15.26
8.53
65.7
72.2
79.2
84.0
6.5
2.3
9.89
3.48
5
5
5
6
206.8
668.4
980.2
559.5
461.6
130.7
8.87
2.51
Oceans and
Coasts
Climate Change
and Air Quality
Biodiversity and
Conservation
Environmental
Programmes
Chemicals and
Waste
Management
TOTAL
Source: National Treasury (2014) Estimates of National Expenditure. National Treasury,
Pretoria.
3.4
Strategic Priorities for 2014/15 per programme
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The Department has demonstrated that it was fully capacitated as it spent 99.7 per cent of its
allocated budget for the 2014/15 financial year, although the auditing of the Department’s
2013/14 financial statements is still underway. The Department also received an unqualified
Audit Report in the 2012/13 financial year.
Programme 1: Administration
The strategic objectives of this Programme are to:
•
Finalise the construction of the new Office Accommodation;
•
Improve Information Technology and Local Government support;
•
Increase employment;
•
Ensure effective departmental involvement in international engagements, with regard to
mitigation of climate change and crafting of future Sustainable Development Goals;
•
In order to better capacitate the Department, 677 vacancies had been approved and funded
from the compensation of employee’s allocations in the 2014/15 financial year. This
number is expected to increase to 728 in 2015/16;
•
Increase employment targets for women and people living with disabilities by 50 per cent
and 2.6 percent respectively;
•
Recruit 100 interns per annum in accordance with the Public Service regulatory
framework on internships;
•
Implement 90 per cent of Security Risk Assessment recommendations; and
•
The Department aims to achieve 100 per cent compliance with statutory tabling and
prescripts and continues to get an unqualified audit outcome.
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As part of the Cabinet-approved budget reductions, the Corporate Affairs and Office
Accommodation sub-programmes budgets were cut from R182.5 million in 2013/14 to
R177.9 million in 2014/15 and R294.1 million in 2013/14 to R153.9 million in 2014/15. A
significant part of the budget reduction in the Office Accommodation is due to the fact that the
provisions for financing the construction and, operating the new office campus is through a
Public Private Partnership Agreement (PPP). The department received an upfront allocation
from national treasury for two years (R220 and R146 million respectively) to reduce debt
and interest payable in financing the building over a 25 year period. Notwithstanding the
above reductions the department will still manage it's administrative functions within the
budget whilst it will quantify future financial gaps in light of the fact that other services i.e
security services, internet based solutions and connectivity will still be funded separately
from the PPP agreement.
Committee Observations
Based on the plans that the Department has presented, the Portfolio Committee is confident
that the Department would be able to spend its allocated budget in the 2014/15 budget
allocation, and achieve its planned strategic outcomes, which amongst others include:
•
Sustaining the expertise needed in the Department; and
•
Capacity to account and properly audit the finances allocated to the strategic plans and
APPs of the Department and its entities.
Programme 2: Legal, Authorisations and Compliance
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The strategic objectives of this Programme are to:
•
Implement the National Environmental Management: Air Quality Amendment Act of
2014 by developing regulations to determine fines in terms of section 22A of this Act.
The process for establishing the National Advisory Committee and issuing atmospheric
emission licences was underway.
•
Increase the number of inspections of authorisations in facilities located in
environmentally-sensitive areas from 86 in 2014/15 to 115 by 2018/19.
•
Increase the number of Environmental Management Inspectors (EMIs) from 240 in
2014/15 to 1060 by 2018/19.
•
Finalise and implement the Compliance and Enforcement Strategy for the EMI
Inspectorate.
•
Increase the number of criminal investigations finalised from 24 in 2014/15 to 44 by
2018/19.
Key achievements and challenges in exercising functions under this programme are:
•
There was improvement in cooperation between the Department and other law
enforcement agencies. To date, 20 Magistrates and Prosecutors received training to equip
them with key legal instruments to be applied when dealing with environment crimes.
•
Integrated information system aimed at reducing turn-around time in the processing of
licensing applications.
•
Signing of Memorandum of Understandings (MOUs) between South Africa,
Mozambique, Hong Kong and Viet Nam, among others, to control rhino poaching in
South Africa.
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Processing of Environmental Impact Assessment (EIAs) within prescribed timeframes.
Committee Observations
The Portfolio Committee was concerned about the reduced budget in the Enforcement subprogramme, which is responsible for criminal and administrative enforcement action to
ensure compliance with environmental impact assessment and pollution legislation. This
notwithstanding, the programme was able to fully spend its budget in 2013/14 financial year.
It has also been able to effectively enforce compliance with environmental laws and
prescripts in the Republic of South Africa. The 2014/15 plans and coordination with other
law enforcement agencies including South African Police Service (SAPS) and the judiciary,
would ensure that environmental crimes are dealt with.
Programme 3: Oceans and Coasts
The Oceans and Coasts Programme priorities for the 2014/15 financial year include:
•
Conducting a comprehensive analysis of the legislative framework for Oceans and Coasts
governance;
•
Developing and implementing the Marine Protection Services and Oceans Governance,
Blue Economy and disaster management;
•
Developing plans for collecting scientific real-time Antarctic and sub-Antarctic
information as well as the long-term data sets relating to weather prediction; and climate
change analysis, which are critical to inform future beneficial use of the oceans and
coastal resources;
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Implementing the rapid results methodology on the oceans economy to identify
opportunities with regard to job creation and contribute to GDP growth;
•
Identifying priority sites for facilitating access for South Africans to the beaches; and
•
Expediting the Port St. Johns sea water quality monitoring programme.
Key achievements and challenges in exercising functions under this programme
The achievements of the Oceans and Coasts Programme for the 2014/15 financial year
comprise the following:
•
Drafting of the White Paper on Oceans Management was approved by Cabinet;
•
Completed five assessments relating to the initiatives to address land-based sources of
marine pollution;
•
Updated 10 Regional Oil Spill contingency plans and feasibility plan to conduct one oil
spill readiness training session once a year; including this year;
•
Increase the protected proportion of protected exclusive economic zone (EZZ) by 2.0 per
cent;
•
Compile the State of the Oceans Report; and
•
Maintain presence in the Antarctic and Southern Ocean islands by completing to-date
three relief voyages to the SANAE, Gough and Marion Islands within the approved
budget.
Challenges under this programme comprise:
•
Delays in the passing of the National Environmental Integrated Coastal Management
Amendment Bill, 2013 after the mediation process at end of 4th parliament
•
Revision of institutional arrangements with regard to oil spills;
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Resolving instances of resistance to Marine Protected Areas (MPAs), which pre-date the
Constitution, or which were not addressed since 2000; and
•
The national concern about shark attacks at certain locations, particularly at the Port St
Johns Coast.
Committee Observations
•
The concept of the Blue Economy is exciting and the country is indeed looking forward to
a framework that encourages beneficiation of the oceans and coasts through job creation
and diversification of the economy to enhance the resilience of the South African
economy to withstand both local and international shocks.
•
The Portfolio Committee noted with concern the recent incidents of shark attacks,
resulting in loss of lives of tourists and community members in the Port St. Johns Coast.
The Portfolio Committee felt that the attacks were not good for the international image of
the country and hence the economy. This may have a negative effect for the country in
terms of the tourism industry. The Department’s intervention in exploring the
establishment of tidal pools as a short-term measure is commendable, but it was further
encouraged to activate other interventions including consideration of other solutions
especially potential use of shark nets and other devices that may make a positive
contribution that would result in a sustainable solution to this threat.
•
Full-steam implementation of the Integrated Coastal Management Act (Act No 24 of
2008) would facilitate access to beaches, which have until now been managed as private
beaches — a legacy of the Apartheid. Access to these beaches would provide additional
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economic opportunities to the surrounding communities who do not currently feel being
part of such coastlines.
•
There is a need to develop the requisite research capacity in the Oceans and Coasts
Programme for us to determine the sustainability levels of the embedded resources in the
ocean and coastal environment, and hence inform resource use decisions.
•
Use of the SA Agulhas II and the Algoa vessel may assist to deal with the challenges of
both mapping out the scope of the Blue Economy and enhance our understanding of our
oceans and the economic benefits thereof.
Programme 4: Climate Change and Air Quality Management
Strategic objectives are to:
•
Achieve 100 per cent of facilities with Atmospheric Emission Licence (AEL) reporting to
the National Atmospheric Emissions within legislative timeframes;
•
Ensure approval by Cabinet of the Mitigation Potential Analysis and conclusion of South
Africa’s Greenhouse Gas Inventory;
•
Ensure the publication of the scientific assessment of the vulnerabilities to climate change
impact of the urban, rural and coastal settlements as a basis for robust adaptation
responses;
•
Increase the number of air quality monitoring stations reporting to the South African Air
Quality Information System;
•
Launch the National Atmospheric Emission Inventory System;
•
Implement the 2014/15 annual plan in the air quality hotspots areas, especially in the
Highveld, Vaal Triangle and Waterberg-Bojanala;
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•
Publish the Waterberg-Bojanala annual air quality management plan; and
•
Host the 2014 Air Quality Governance Lekgotla.
The challenges experienced under this programme comprise of the following:
•
Securing legacy of the Durban Platform by adopting, at COP21 in Paris, in 2015, a
protocol, legal instrument or an agreed outcome with legal force. Current global geopolitical dynamics are putting a multi-lateral outcome with the necessary ambition at risk.
•
Development of sectoral, and company-level desired emissions reduction outcomes;
alignment with the carbon tax; and mitigation planning and reporting by industry to
facilitate transition to a lower carbon economy; and
•
Applications by the industry for postponement of timeframes for compliance with
minimum emission standards, in terms of section 21 of the National Environmental
Management Air Quality Amendment Act is a huge challenge, considering that Sasol has
instituted court action against the Department.
Committee Observations
•
The Committee noted that South Africa is a signatory to many multilateral agreements,
including the United Nations Framework Convention on Climate change (UNFCCC), and
supports the Department in maintaining a respectful presence on international climate
change negotiating forums.
•
The Committee is pleased that South Africa has fulfilled its reporting obligations under
the UNFCCC, and is confident that the Department would also meet its other relevant
obligations, with respect to climate change and air quality.
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As a country, we must be seen making our fair contribution to the global effort to mitigate
climate change by ensuring that we reduce our greenhouse gas emissions below the
business-as-usual by 34 per cent by 2020 and 42 per cent by 2025, consistent with the
pledges that President Jacob Zuma made at COP15 in Copenhagen in December 2009,
and later reaffirmed by the Minister of Environmental Affairs, Mrs Ednah Molewa at
COP16 in Cancun in December 2010.
•
The monitoring of the Air Quality “Hotspots” in the country was commendable.
South African Weather Service (SAWS)
The mandate of the South African Weather Services was established in terms of the South
African Weather Service Act (Act No 8 of 2001). Its mandate is to provide two distinct
services, i.e., the public good service, which is funded by the Government and commercial
services where the user pays principle applies. This entails maintaining, extending and
improving the quality of meteorological services, providing risk information which is
essential for minimising the impact of disasters, collecting meteorological data over oceans
and fulfilling Government’s international obligations under the World Meteorological
Organisation and the International Civil Aviation Organization.
Committee Observations
•
The Committee appreciates SAWS’ real-time weather forecasts and firmly believes that
SAWS’ work is in the best interest of the country as well as that of the international and
national aviation. Consequently, we cannot afford to ill-equip this reputable institution,
and hence appeal to the Department and the National Treasury to relook into the R20
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million/annum cut in transfers to the organisation in both the current and coming financial
year. We fully support the discussions between the Department and the National Treasury,
in this respect.
•
The reduction in the 2014/15 and 2015/16 transfers from the Department to the SAWS
would certainly impact negatively on the organisation’s operations and impede its ability
to fulfil its mandate as required by the SAWS Act (Act No 8 of 2001, as amended). After
all, SAWS has been struggling to fully implement its mandate even with the previous
Government grant and infrastructure allocations. Indeed, the budget cut would impact
negatively on the entity’s ability to deliver on its primary objectives and the
implementation of some of its key functions.
•
The Portfolio Committee notes with a great concern the potentially devastating impact on
human life of SAWS’ dwindling budget, as the organization would find it increasingly
difficult to provide uninterrupted monitoring services critical to facilitate severe weather
warnings. This could have disastrous effects given the ever changing weather patterns
currently being experienced, and any delays in notifying the relevant disaster management
structures could lead to unnecessary loss of human life and property, thereby shifting
limited financial resources from development to disaster management. Of further concern
in this respect is the looming threat to SAWS to cut down its 24/7 hour weather service
operations and capacity as it would not have sufficient finances for the remuneration
and/or retention of human capital required to operate on a 24/7 hour basis. Thus, it will
not able to fulfil its international obligations around monitoring climate change
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•
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The second negative impact would be on the economy and the reputation of the country,
as South Africa would no longer be able to guarantee the safety of its skies or effect the
necessary regulatory requirements imposed by the International Civil Aviation
Organisation (ICAO) to ensure aviation safety and prevent loss of human life.
•
The third negative impact would be the long-term ripple effect on SAWS’ ability to
deliver on both its public good mandate as well as the full service to aviation as required
by the SAWS Act (Act No 8 of 2001, as amended) due to the lack of availability of the
SAWS Observation Network, such as the Radar Infrastructure, Lightning Detection
Network, Automatic Weather and Rain Stations. This as a result of lack of capital
expenditure and thus lack of infrastructure recapitalisation and reduction in repairs and
maintenance, for example, the maintenance budget is currently exhausted and therefore
non-existent.
•
The fourth impact pertains to the availability of reliable, quality weather and climate data
as SAWS is the custodian of the National Climate Database. This would impact
negatively on the country’s ability to make science-based policy decisions and scenario
planning, relating to climate change and variability issues facing the country and the
continent.
•
The fifth impact is that South Africa would be unable to meet its international obligations
regarding the monitoring of greenhouse gases through the Global Atmospheric Watch
(GAW) station. As a result, there would be a limitation on monitoring the impacts of
Climate Change Mitigation and Scenario Strategies for the country. The country would
also be unable to formulate baselines and monitor emissions versus set targets.
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•
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Finally, there would be a negative impact on the commercial mandate of the organisation,
as SAWS’ capability to meet its Service Level Agreements (SLAs) with clients would no
longer be honoured, causing serious dent in the highly esteemed reputation of this premier
institution of our country.
Programme 5: Biodiversity and Conservation
The strategic priorities are to:
•
Expand and effective management of conservation estate, including the business case for
Vredefort Dome and nomination dossier for Nelson Mandela Memorials considering the
World heritage Act is administer by the department in collaboration with the department
of Arts Culture;
•
Mitigation of threats, including the lobbying of the Convention on International Trade in
Endangered Species of Wild Fauna and Flora (CITES), curbing rhino and wildlife crime,
implementation of biodiversity and mining guidelines, for example, the Mapungubwe
boundary modification and withdrawal of mining licenses;
•
Legislation and regulatory review, including the implementation of the threatened or
protected species (TOPS) and CITES regulations; and
•
Sustainable use of ecosystems and species by advancing the wildlife economy.
•
Advancing the biodiversity agenda on relevant international platforms.
Key achievements and challenges in exercising functions under this programme
The achievements are:
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•
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Successful implementation of the CITES regulations in two provinces, which are Gauteng
and KwaZulu-Natal provinces;
•
Effective verification of rhino horn stockpiles country-wide;
•
Implement three natural resources-based projects in Bushbuckridge, Awelani and one in
a Transfrontier Conservation Area;
•
Review the National Strategy for the Safety and Security of Rhino Populations in South
Africa; and
•
Finalise MoUs with Thailand, Cambodia, Mozambique and Laos.
Notwithstanding, the challenges encountered are:
•
Rhino Poaching and killing that continue unabated with the over 461 Rhinos killed so far;
at the time the Portfolio Committee with Department this year;
•
Mining in sensitive environmental areas;
•
Land claims in protected areas; and
•
The department will harness strategic partnership with key Government departments, such
as the Department of Mineral Resources (DMR), Department of Agriculture, Forestry and
Fisheries (DAFF), Cooperative Governance and Traditional Affairs (COGTA) and the
Department of Arts and Culture (DAC).
iSimangaliso Wetland Park (iSimangaliso)
The iSimangaliso Wetland Park Authority in KwaZulu-Natal was established in terms of the
World Heritage Convention Act (Act No 49 of 1999), with the mandate to ensure that
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effective and active measures were taken in the Park for the protection and conservation of
World Heritage Convention values; promote empowerment of historically disadvantaged
communities living adjacent to the Park; promote, manage, oversee, market and facilitate
optimal tourism and related development in the Park; and encourage, sustain, invest and
contribute to job creation.
The iSimangaliso Wetland Park priorities are to:
•
Ensure that the World Heritage values are conserved, including detection of poaching
incidents and illegal developments in the park;
•
Optimise empowerment in all activities of the Park through creation of temporary and
new permanent jobs;
•
Develop Tourism skills; and
•
Increase visitor numbers.
South African National Biodiversity Institute (SANBI)
SANBI was established in September 2004, in terms of the National Environmental
Management: Biodiversity Act (Act No 10 of 2004). The mandate of the Institute is to
monitor and report regularly on the status of South Africa’s biodiversity, all listed threatened
or protected species, ecosystems and invasive species; and the impact of any genetically
modified organisms that have been released into the environment. The Institute is also
mandated to act as an advisory and consultive body on matters relating to organs of State and
other biodiversity stakeholders; coordinate and promote the taxonomy of South Africa’s
biodiversity; manage, control and maintain all national botanical gardens, herbaria and
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collections of dead animals that may exist; and advise the Minister of Environmental Affairs
on any matter regulated in terms of the Act, and any international agreements affecting
biodiversity that are binding on South Africa.
SANBI’s strategic priorities are to:
•
Effective marketing and communication services delivered to internal and external
stakeholders to increase the number of visitors in the botanical gardens;
•
Manage and unlock National Botanical Gardens network, with two botanical gardens
established in the Eastern Cape Province and the Limpopo Province;
•
Provide scientific evidence to support policy and decision-making relating to biodiversity,
including impacts of climate change by conducting national assessments of biodiversity,
assess impacts of genetically-modified organisms, sustainable trade and support for the
wild life economy; and
•
Provide biodiversity and climate change adaptation policy tools and advice in support of
South Africa's development.
South African National Parks (SANParks)
SANParks was established in terms of the National Environmental Management: Protected
Areas Act (Act No 57 of 2003), with the mandate to conserve, protect, control and manage
national parks and other defined protected areas and biological diversity.
SANParks’ strategic priorities are to:
•
Grow its revenue base from 8 per cent to 11 per cent by promoting effective management
of national parks, for example, by expanding total area added to national parks,
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rehabilitate areas with alien and invasive species, implementing the Biodiversity
Monitoring Plan, and implementing the Cultural Heritage Programme;
•
Facilitating socio-economic development through SMMEs, creation of temporary jobs
through Expanded Public Works Programme and community-based initiatives;
•
Promoting effective management of the human capital by way of building a learning
organisation underpinned by corporate values; and
•
Continue to conserve and protect our wildlife.
Key achievements and challenges in exercising functions under this programme
•
SANParks’ accrual of a liability of about R155.9 million in medical aid to near-retiring
employees and in-house security measures of R66 million, is a cause for concern; and
•
The ongoing challenge that bedevils the SANParks is the relentless poaching of rhinos in
the national parks.
Committee Observations under this Programme
•
The Department was commended for its expertise and for systematically placing South
Africa as the third most biodiverse country in the world, after Brazil and Argentina;
•
There is increase in rhino poaching despite adequate budgetary commitments to the
SANParks; killing of rhinos was standing at 461 when the Portfolio Committee interacted
with the Department;
•
The Portfolio Committee welcomed the MOUs signed between South Africa (represented
by the Department) and key rhino horn consuming nations to mitigate the difficult
challenge of rhino poaching and killings;
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Convictions for wildlife crimes have been very low as the people funding the trade of
rhino horns are not prosecuted both in South Africa and abroad. Better investigative
capacity should be developed by South Africa and its key trading partners to apprehend
the masterminds behind this illicit trade;
•
Cooperation between the Department and the South African Police Service (SAPS) was
commended; and
•
There is a need to increase the involvement of the Civil Society Organisations in issues of
conservation of natural species.
Programme 6: Environmental Programmes
The Committee supports the stance taken by the Government through the Department to
contribute towards the formulation of Sustainable Development Goals (SDGs) that are being
addressed through the United Nations processes as well as the job creation and entrepreneur
development programmes through “Working for” Water, Fire, Waste and Wetlands projects.
Key achievements and challenges in exercising functions under this programme:
•
The Portfolio Committee highly values the significant contribution that the Department
makes through the Environmental Programmes Programme in terms of job creation that
has important implications for poverty relief.
•
The Portfolio Committee is particularly impressed with the number of work opportunities
(80 658) created and 23 957 school desks manufactured in the 2013/14 financial year. The
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Department has set a target of 69 150 new work opportunities and 150 000 new school
desks to be crafted for the 2014/15 financial year.
Environmental Sector Programmes component
Committee Observations
The Portfolio Committee recommends integrated approach to job creation by the
Government, meaning that the implementation of the expanded public works programme in a
given geographical area must be synchronised with critical service delivery timings of other
relevant Government departments and/or organs of State. This coordination will maximize
the visibility of the State’s efforts in job creation and entrepreneur development.
Programme 7: Chemicals and Waste Management
The Strategic Priorities for this Programme are to:
•
Implement the National Environmental Management: Waste Amendment Act of 2014;
•
Establishment of Waste Management Bureau to implement waste management plans and
waste charges;
•
Finalise the Health Care Risk Waste (HCRW) Management regulations:
•
Develop norms and standards for waste sorting, shredding, grinding and also bailing of
general waste;
•
Increase job creation in waste recycling from 1 000 in 2014/15 to 10 000 by 2018/19;
•
Licence 80 per cent of unlicensed landfill sites; and
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o Training and capacity-building of 100 municipal officials and councillors.
Key challenges in exercising functions under this Programme are:
•
Absence of large-scale recycling infrastructure to enable waste separation, waste
diversion, recycling and recovery;
•
Lack of policy and regulatory framework to promote the waste management hierarchy,
resulting in limited economic potential of the waste management sector, which has a
possible turnover of approximately R50 billion per annum;
•
Outdated waste management infrastructure with declining levels of capital investment and
maintenance.
Committee Observations
•
The Committee believes that there is still a lot that needs to be done by the Department in
leading all South African economic sectors, households, public and private institutions to
“separate waste streams from the source”. The Committee acknowledges the healthy
economic benefit of recycling of waste streams.
•
A dedicated budget is needed to assist recycling efforts in the municipalities, provinces
and in all government departments in the country;
•
Illegal landfill sites are danger to the environment and society at large, and hence the
Department’s drive to licence all unlicensed landfill sites, with the aim of regulating them
is highly appreciated and supported; and
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The Department should support municipalities to execute their relevant mandates in order
to free the Department to focus on strategic environmental issues.
4.
Committee Conclusions and Recommendations
In response to the above input by the Department, the Portfolio Committee recommends as
follows:
•
Overall, the Portfolio Committee was pleased with the effort that the Department put in
formulating its Strategic Plan, the Annual Performance Plans and Indicators, and relevant
Performance Targets for the 2014/15 financial year. The Committee considered them
realistic and achievable despite budgetary constraints. The Portfolio Committee is also
acutely aware of the capability of the Department to prudently use the allocations made to
it to fully implement its strategic plans, annual performance plans, indicators and targets
that it set for itself, as clearly illustrated by the Department’s ability to consistently spend
about 99 per cent of its budget in successive financial years.
•
The Portfolio Committee notes the significant budget cuts to the South African Weather
Service (SAWS), and is concerned that this would have negative implications for both
national and international aviation. The Portfolio Committee is in agreement that all these
negative impacts are not in the interest of the Republic of South Africa. Serious
interventions from both the Department and the National Treasury must be effected to
stop budget cuts of R40 million in 2014/15 and 2015/16 financial years, respectively.
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The Portfolio Committee notes the intricacy of the issues that the Oceans Act that is
proposed to be promulgated in the 2018/19 financial year must address, and hence
acknowledges the complex nature of such a law. However, the Committee stresses that
the formulation as well as the promulgation date of the Oceans Act should be brought
forward.
•
The Portfolio Committee would like clarity on the scope of the oceans or blue economy
and hence requires the Department to present to it the Cabinet-approved strategy (or
approach) for realising the full potential of South Africa’s exclusive economic zone.
•
The duration for processing of misconduct cases by staff of the Department should be
shortened from the current 90 days, as protraction of disciplinary actions have budgetary
implications for the Department that should exercise prudence in allocating its ‘tightly
stretched’ budget to critical service delivery in the environmental sector.
•
The Portfolio Committee considered SANParks’ accrual of a liability of about R155.9
million in medical aid to near-retiring employees and in-house security measures of R66
million unfortunate, and stressed the need for the Department to be proactive to avert
similar happenings in future and develop plans of avoidance of these happenings.
•
The Portfolio Committee is concerned about the reduction in the budget allocation to the
Climate Change and Air Quality Programme by R19 million (in real Rand terms) in the
current 2014/15 financial year, as this reduction is likely to influence both the scale and
depth of South Africa’s responses to climate change at various levels.
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The Portfolio Committee recommends the proactive involvement of civil society in
departmental processes, particularly in its participation in international climate change
negotiating forum and other multilateral processes. There is indeed a need to open up
international agreements/treaties for discussions by the public before introducing those
instruments to Parliament for ratification. The Portfolio Committee believes Parliament
should involve the broader South African community on these through the Public
Participation model.
•
We believe that we should continue to play an effective part as a nation in the
international domain in ensuring that the harmful effects of climate change are effectively
mitigated through dialogue in international forums, including finalisation of the
negotiations under the Durban Platform in the coming United Nations Framework
Convention on Climate Change (UNFCCC) Conference of the Parties (COP20) meeting
in Lima, in December 2014, as well as COP21 in Paris in 2015. We are confident as the
Portfolio Committee that key attributes of the Kyoto Protocol would be retained and
worked into a future agreement and that the Convention on Climate Change will indeed
find concrete agreement and enforceable models in COP21 in Paris.
•
Despite all the budgetary resources and efforts committed to conservation and protection
of the rhinos, the animals continue to be killed and poached, as shown by the
unacceptably high figures given to the Committee by the Department of 461 rhinos that
had been killed this year alone, at the time that the Committee interacted with the
Department. We are very concerned as the Portfolio Committee and we think as people of
South Africa working together with people of the world, we need to do more to save the
rhinos. The Department is, therefore, urged to do more in this regard.
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•
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We acknowledge and appreciate the Department’s efforts in creating employment
opportunities as shown by the growing numbers in the 2013/14 and previous financial
years. We believe that the new goal of creating 69 158 Work Opportunities in the 2014/15
financial year will go a long way in fighting the scourge of poverty and unemployment in
our country.
The Portfolio Committee on Environmental Affairs recommends that the House adopts
the Department of Environmental Affairs Budget Vote 30 allocation for 2014/15
financial year, with the allocation of R5.668 386 billion.
Report to be adopted.
2. Report of the Portfolio Committee on Public Enterprises on the Budget Vote (Vote
11) and the Strategic Plan of the Department of Public Enterprises, dated 9 July 2014
The Portfolio Committee on Public Enterprises having received a briefing from the
Department of Public Enterprises on the strategic plan and budget vote, reports as follows:
1.
Introduction
Guided by the Rules of National Assembly, promulgated in terms of the Constitution, the
Portfolio Committee on Public Enterprise plays an oversight role on the Ministry,
Department and the entities. The Committee has to scrutinise the Strategic Plan and annual
performance plan of the Department and its entities in order to see if the funds requested are
aligned to the objectives as stated in the respective strategic plan documents.
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1.1 Background
The global economic downturn, due to the collapse of the financial system, affirmed the need
for a strategic role of the state in counteracting the effects of the downturn and stimulating
recovery, this entailed increasing investment in the economy by the state and much more
effective use of monetary policy to stimulate economic activity. The recognition of the role of
the state in the economy has increased the need to ensure that state-owned companies (SOCs)
align their activities to support the broad developmental outcomes of Government. The
strategic plan of the department is informed by the following principles:
• Coordination and coherence with government overarching policy frameworks;
• Identifying clear outcomes to be pursued by the Department;
• Delivering in the constrained economic environment; and
• Focusing on cross-cutting outcomes within the Department and Government.
2.
Strategic Plan of the Department of Public Enterprises
The Department of Public Enterprises presented their Strategic Plan to the Portfolio
Committee on Public Enterprises and elaborated a separate Annual Plan. The department
described the overarching policy and strategic direction and priorities of Government, as
articulated in the State of the Nation Address by the President, Budget speech, and National
Development Plan.
2.1 Mandate of the Department of Public Enterprises
The mandate of the Department is to ensure that state-owned companies within its portfolio
are directed to serve Government’s strategic objectives as outlined in the National
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Development Plan and further articulated in the New Growth Path, and the Industrial Policy
Action Plan. The Department exercise shareholder responsibility over the eight state-owned
companies. The Department aims to ensure the sustainability of the state-owned companies
and supports the government’s strategic priorities of economic growth, expanding
employment and developing infrastructure.
2.2 Strategic Goals of the Department 2014/15
The Department is focusing on implementing the National Development Plan during the
2014/15 financial year. The main goal of the Department is to ensure that the state-owned
companies support the implementation of the National Development Plan and contribute to
the achievement of outcomes outlined in the plan.
The Department’s strategic objectives over the medium term are to:
• Review the shareholder oversight to ensure alignment of SOC to developmental
outcomes;
• Promote good corporate governance
• Build internal capacity to enhance Department’s ability to execute its Strategic Plan
and fulfill its mandate
• Stabilise and strengthen the state-owned companies, focusing on their balance sheets
and funding options
• Drive economic infrastructure investment to enhance the capacity of the economy,
with emphasis on the strategic integrated projects
• Leverage
off
state-owned
companies’
industrialisation and transformation.
2.3 Policy Priorities for 2014/15
procurement
spending
to
support
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As a shareholder representative of Government, the Department does not have the mandate
for developing sector-specific policies but policies relating to the overarching shareholder
mandate of oversight and governance. Some of the powers and duties of the Department are
intertwined with those of other Government Departments who are key role players in the
SOC regulatory environment. These include the Department of Energy, the Department of
Transport, the Department of Communications, and the Department of Mineral Resources,
among others. However, the Department and its SOCs are required to align with various
other economic policies such as the National Development Plan (NDP), the New Growth
Path (NGP), the Industrial Policy Action Plan and various other charters.
The National Development Plan specifically mentions state-owned companies and the role
they have to play in improving infrastructure in the country. The plan specifically identified
the “institutional weaknesses related to state-owned companiesresponsible for network
infrastructure”.
The plan goes on to state that “averting such problems requires clear
institutional arrangements, transparent shareholder compacts, clean lines of accountability
and sound financial models to ensure sustainability”. The plan sets out clear actions required
to meet the institutional weaknesses mentioned above. Infrastructure is also highlighted in the
New Growth Path as a driver of job creation, which was echoed in the President’s State of the
Nation Address delivered in February 2014.
The Department plans to strengthen its oversight function over the state-owned companies by
increasing its capacity over the medium term for which the Department received R78.3
million in additional allocations in the 2013/14 financial year. The Department will continue
to expand its capacity to carry out its oversight role in relation to the state-owned companies
and improve internal efficiencies and the functioning of the Department. The Department
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will contribute to the objectives of the NDP through Eskom’s build programme and
Transnet’s capital expenditure programme in order to improve industrial capabilities, provide
sustainable jobs and improve the productive capacity of the economy.
3.
Programmes of the Department
3.1
Programme 1: Administration
The purpose of this programme is to provide strategic management, direction and
administrative support to the Department, which enables the Department to meet its strategic
objectives.
The spending focus over the medium term will be on supporting the Department in playing
its oversight role over state-owned companies by providing administrative support to the
minister, and corporate and human resource services to the Department. The programme will
focus on improving the Department’s efficiency and productivity by reconfiguring its
business, which will enable it to carry out its mandate; and will put in place a three-year
rolling evaluation plan to assess the impact of programmes implemented by the Department
and state-owned companies.
Over the medium term, the majority of the allocation is within compensation of employees,
which will provide technical and administrative support to the Department. Expenditure on
compensation of employees constitutes 48.5 per cent over the medium term. Expenditure on
compensation of employees increased between 2010/2011 and 2013/14 by 15.9 per cent due
to funding received for improved conditions of service as well as the increase in personnel to
establish new sub-programmes. Over the medium term, expenditure on compensation of
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employees grows by 6.1 per cent from R66.4 million to R79.3 million. The number of
personnel is expected to increase from 138 in 2013/14 to 141 in 2016/17 within the
programme.
Spending on consultants is expected to increase significantly by 18.2 per cent over the
medium term due to the reassignment of consultants from the Portfolio Management and
Strategic Partnerships programme to this Administration programme, following the
reorganisation of the Department’s programme. The consultants support the minister and
director-general in achieving the Department’s strategy. Goods and services constitute 49.1
per cent of the budget over the medium term with consultants, constituting 10.4 per cent of
the goods and services budget. Travel and subsistence constitute 11.6 per cent of the goods
and services budget, which is required by the programme to carry out its oversight function of
the state-owned companies, situated throughout South Africa.
3.2
Programme 2: Legal Governance
The purpose of this programme is to provide legal services and corporate governance
systems, as well as facilitating the implementation of all legal aspects of transactions that are
strategically important to the Department and state-owned companies’, and ensures alignment
with Governments strategic intent.
3.2.1 Sub-programmes
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The Management sub-programme comprises the office of the deputy director general, which
provides strategic leadership and management of the programme’s personnel. This subprogramme had a staff complement of 2 in 2013/14.
The sub-programme Legal provides internal legal services and oversight support to sector
teams. This entails providing legal services, including transaction and contract management
support to the Department, as well as work specifically related to sector teams’ oversight of
commercial activities of state-owned companies within their portfolios.
The sub-programme on Governance develops, monitors and advises on legislative, corporate
governance and shareholder management systems for the Department and its portfolio of
state-owned companies. Risk and compliance management is a component of this unit which
is responsible for developing and implementing risk and compliance with laws and
regulations.
The spending focus over the medium term will be on increasing the programme’s capacity to
provide legal services, and transactions and contract management support; and on facilitating
the creation of a legislative framework for the Department’s mandate to ensure compliance
with applicable legislation and enhance corporate governance procedures by state-owned
companies. The programme’s budget increased by 15.1 per cent from R14.7 million in
2010/11 to R22.3 million in 2014/15 due to increase in the compensation of employees
budget, which comprised 61.5 per cent of the budget during this period. The programme’s
budget is expected to increase by 6.4 per cent to R26.9 million in 2016/17.
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The legal component constitutes the largest unit of the programme at 53.6 per cent of the
budget of the medium term, followed by Governance at 35.2 per cent. The legal unit
increases by 7 per cent from R11.8 million in 2013/14 to R14.5 million in 2016/17.
Over the medium term, 74.5 per cent of the programme’s budget is allocated to be spent on
compensation of employees, with the number of personnel expected to increase from 19 in
2013/14 to 27 posts in 2016/17. The increase in personnel is a continuation of the increase in
establishment seen in 2013/14. Compensation of employees increases by 9.9 per cent over
the medium term, from R15.4 million in 2013/14 to R20.5 million in 2016/17. Although
spending on consultants decreased between 2010/11 and 2013/14 as the internal capacity to
perform legal services increased, due to an expected increase in transaction services,
contractual agreements and governance agreements, spending on legal costs is expected to
increase over the medium term. Although it is stated that legal costs are expected to increase,
the table in the budget documentation does not give the figures for legal costs for this
statement to be verified.
3.3
Programme 3: Portfolio Management and Strategic Partnerships
The purpose of the programme is to align the corporate strategies of the state-owned
companies with government’s strategic intent, as well as monitoring and benchmarking their
financial and operational performance and capital investment plans. It intends to align
shareholder oversight with overarching government economic, social and environmental
policies as well as building of focused strategic partnerships between the state-owned
companies, strategic customers, suppliers and financial institutions.
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3.3.1 Sub-programmes
The sub-programme, Energy and Broadband Enterprises, manages the portfolio of stateowned companies whose focus is energy and broadband, including Eskom, Pebble Bed
Modular Reactor (PBMR) and Broadband Infraco, and provides strategic leadership and
management of the programme’s personnel. In 2013/14 the Department focused on the
completion and protection of the state’s intellectual property strategy and on monitoring the
implementation of the care and maintenance of the Pebble Bed Modular Reactor Company.
The sub-programme Manufacturing Enterprises exercises shareholder oversight over
Denel, Alexkor and the South African Forestry Company (SAFCOL). The sub-programme is
organised in terms of management and shareholder oversight over the companies. In 2013/14,
the Department continued to monitor the execution of activities linked to the deed of
settlement with the Richtersveld community supported by the transfer of R350 million in
2012/13 to help Alexkor meet all its obligations related to that settlement.
The sub-programme Transport Enterprises exercises shareholder oversight over Transnet,
South African Airways and South African Express Airways. The sub-programme is organised
in terms of management and shareholder oversight over the three companies’ performance
against targets. The Department closely monitored the implementation of the Transnet
Market Demand Strategy (MDS), and the capital roll out programme and other key
programmes.
The sub-programme Economic Impact and Policy Alignment aligns state-owned
companies with overarching government economic, social and environmental policies. The
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sub-programme is organised into: management, which provides strategic leadership and
management of the sub-programme’s personnel; environmental policy alignment, which
oversees alignment and implementation of state-owned companies’ strategically important
developments, with a special focus on Eskom’s and Transnet’s build programmes, and
provides oversight and alignment of the climate change policy framework for state-owned
companies in support of national policies and the green economy; economic policy
integration, which focuses on appropriate macroeconomic modelling and research to enhance
the links between industrial policy, macroeconomic policy and the role of state-owned
companies; and skills development and transformation, which focuses on providing scarce
and critical skills by state-owned companies in support of the national skills agenda and the
new growth path as well as optimising state-owned companies’ skills training facilities
through national skills funding, among others. In 2013/14 the sub-programme analysed and
monitored the state-owned companies’ dashboards and completed a transformation dialogue
report.
The sub-programme Strategic Partnerships ensures that state-owned companies maintain
commercial sustainability and attain desired strategic outcomes and objectives. The subprogramme is organised into: management, which provides strategic leadership and
management of the sub-programme’s personnel; project oversight, which entails defining
catalytic investments to be driven by the Department and overseeing project implementation
from pre-feasibility to completion; funding mechanisms, which assist in developing
innovative funding structures and designing associated compacts with relevant partners; and
supplier relationships, which develops overarching procurement leverage policies, oversees
fleet procurement design and implementation including panel reviews, and develops and
implements capability building programmes and institutions.
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Over the medium-term the focus will be on enhancing capacity to oversee strategic
infrastructure projects. This includes the training of staff and developing new project
management tools to improve oversight of the current build programme.
Over the period 2010/11 and 2013/14, Energy and Broadband Enterprises and Manufacturing
enterprises constituted 91.9 per cent of the programme’s budget. This was due to the
following transfers:
•
R181.3 million in 2010/11, R116.3 million in 2011/12, R118.3 million in 2012/13 and
R57.3 million in 2013/14 to Denel for indemnity claims and a further R700 million in
2012/13 to recapitalise the company in the Manufacturing sub-programme; and
•
R36 million in 2010/11 to Alexkor to establish a joint venture with the Richtersveld
community under the out-of-court settlement and R350 million in 2012/13 to address
obligations in terms of the deed of settlement in the Manufacturing sub-programme.
•
R20 million in 2010/11 and R40 million in 2011/12 to the Pebble Bed Modular
Reactor Company for the decommissioning and dismantling of the plant and
implementation of the care and maintenance programme.
•
R138.6 million to Broadband Infraco for capital and operational costs; reflected as a
payment for financial assets during 2010/11.
Over the medium-term, the programme’s budget decreases by 10.6 per cent from R140.8
million in 2013/14 to R100.5 million in 2016/17. The decrease is due to the Department not
making transfers to the state-owned companies in the foreseeable future.
3.4
Budget
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The Department's budget has decreased from R1.4 billion in 2012/13 to R259 million in
2014/15. However it continues to increase by 9.9% to 2016/17. The decrease from R1.4
billion was the result of transfers to the SOCs. Over the medium term, Compensation of
Employees is expected to increase from R131.9 million in 2014/15 to R169.9 million in
2016/17 as a result of the expansion of the establishment over this period. Goods and
Services including Payments for Capital Assets is expected to increase from R110 million in
2014/15 to R115.7 million in 2016/17 to support the increased establishment.
3.5
Strengthening Capacity within the Department
The structure of the Department increased from 168 employees in 2009 to 210 in the 2012/13
financial year and will increase to 227 over the MTEF period. The Department has also
succeeded in reducing its vacancy rate from 16.7% in 2009 to 11.9% in March 2013. The
Department is still faced with challenges in terms of retention of specialists’ skills; however it
is exploring ways to retain key skills beyond increases in remuneration packages.
4. Committee Observations:
4.1
The Committee made the following observations:
The Committee noted that:-
4.1.1 There is a need for the Department to find a lasting solution to the problem of copper
and electricity theft with the relevant stakeholders;
4.1.2 The energy reserve margins in Eskom are very low, and there is a need for the
Department to ensure that there is security of electricity supply;
4.1.3 Some board members of SOCs were serving in too many boards;
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4.1.4 The Presidential Review Committee (PRC) has tabled its report to the President, and
there was a need for the Department to finalise the shareholder management bill and
the review of the remuneration of executives of SOCs in line with the
recommendations of the PRC;
4.1.5 The small and emerging suppliers were not given contracts by SOCs because they
were not competitive;
4.1.6 There is a lack of investment by private sector in infrastructure development;
4.1.7 The salaries of executives of state-owned companies were too high and exacerbated
the inequalities in the South African economy;
4.1.8 Some state-owned companies do not achieve all their performance targets;
4.1.9 The Department has a shortage of critical and highly specialised skills and that has
impacted on its capacity to exercise its oversight responsibilities;
4.1.10 There is lack of a legislation that empowers the Department in exercising its unique
shareholder management responsibilities;
4.1.11 There is consistent delays in the construction of the Medupi and Kusile projects,
mainly caused by the labour unrest, contractor’s non-compliance with labour
legislation and contractors who did not meet performance targets; and
4.1.12 The absence of the Electronic Communications Service License has adversely
impacted on Broadband Infraco, and the entity has been unable to deliver on its
mandate to roll-out broadband to underserviced and rural areas.
5.
Recommendations
The Committee recommended that the Minister of Public Enterprises should ensure that the
Department of Public Enterprises:
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5.1
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review the salaries of executives of state-owned companies in line with the
recommendations of the Presidential Review Committee.
5.2
consider introducing an overarching legislation to empower the Department to
execute its shareholder management responsibility and oversight over state-owned
companies.
5.3
consider mechanisms to curb the scourge of copper theft and report to the Committee
within three months on progress.
5.4
develop and implement strategies to ensure that Eskom delivers on time in terms of
the construction of Medupi, and should report to the Committee in three months on
progress.
5.5
develop guidelines to regulate the maximum amount of boards that members of the
boards of SOCs can serve on.
5.6
include a performance target in shareholder compacts that will enforce the promotion
and support small and medium enterprises.
5.7
develop mechanisms to incentivize the private sector to invest in infrastructure
development.
5.8
develop mechanisms to improve the performance of SOCs with regard to the
performance targets for the 2014/15 financial year.
5.9
reduce the use of consultants and should develop a strategy to attract and retain the
highly specialized skills required by the Department.
5.10
develop and implement penalties for contractors that do not adhere to legislation and
those do not achieve performance targets.
5.11
supply the Portfolio Committee on Public Enterprises with copies of the shareholder
compacts of SOCs to enhance the oversight work of the Committee.
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6
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Conclusion
The Committee resolved that it would interact with the Portfolio Committee on
Telecommunications and Postal Services to jointly address the need to issue an electronic
communications service license to Broadband Infraco.
Having considered the budget vote and the strategic plan of the Department of Public
Enterprises, the Committee recommends that the House passes the budget.
Report to be considered.
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9. REPORT OF THE PORTFOLIO COMMITTEE ON POLICE ON THE 2014/15
BUDGET
ALLOCATION
(VOTE
23),
STRATEGIC
AND
ANNUAL
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PERFORMANCE PLAN OF THE INDEPENDENT POLICE INVESTIGATIVE
DIRECTORATE, DATED 11 JULY 2014
The Portfolio Committee on Police having considered Budget Vote 23 of Independent Police
Investigative Directorate, reports as follows:
1.
INTRODUCTION
The Portfolio Committee on Police considered the 2014/15 Strategic Plan, Annual
Performance Plan and Budget of the Independent Police Investigation Directorate on 4 July
2014, as part of its oversight function.
This report comprises an analysis of its key programmes and a summary of key aspects of the
Independent Police Investigation Directorate (IPID) budget allocation and strategic
objectives, as well as the Committee observations and recommendations.
2.
PRESENTATION BY THE DIRECTORATE
The aim of the Independent Police Investigative Directorate (IPID) is to ensure independent
oversight of the South African Police Services and Municipal Police Services and to conduct
independent and impartial investigations of identified criminal offences allegedly committed
by members of the South African Police Services and the Municipal Police and make
appropriate recommendations.
The IPID derives its mandate from the Independent Police Investigative Directorate Act (Act
1 of 2011) that was enacted and came into effect on 1 April 2012 to enable the IPID to shift
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from a complaints driven institution to one that prioritizes the investigation of serious and
priority crimes allegedly committed by the South Police Service (SAPS) and the Municipal
Police Services (MPS). It also has a greater focus on systemic corruption.
The Act also
places a stringent obligation on SAPS and the MPS for reporting on matters that must be
investigated by the Directorate and the implementation of disciplinary recommendations. The
Directorate’s overarching goal is to contribute towards ensuring a police service that is
trusted by the community and operates in line with the spirit of the Constitution.
2.1
STRATEGIC PRIORITIES
The Directorate has identified eleven strategic priorities for the 2014/15 year, some of
which may not be achieved in the financial year 2014/15; they will remain priorities in
the medium term expenditure framework (MTEF)

Filling of all senior management positions;

Establishment of a consultative forum;

Establishment of the integrity management system,

Continue to refocus the Department from a complaints driven institution to an
investigation driven institution;

Training and capacity building of investigators;

Obtain an unqualified Audit;

Review of the delegation of functions in terms of human resources and finance;

Influence/feed into policy development within SAPS/MPS through recommendations
; and

Identification and investigation of systemic corruption cases
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Environmental factors

Inadequate geographic coverage of IPID;

Increasing workload, inadequate capacity and increasingly complex
investigation;

Violent service delivery protests are an inhibiting factor in monitoring police
conduct;
2.3

Unrealistic expectations by general public and other state institutions; and

Misunderstanding on the role of IPID vis-a-vis other institutions
Challenging and risks

High staff turnover (especial at lower levels)

Insufficient funding of activities

Lack of uniformity in applying investigation procedures

The IPID does not comply with the Occupational Health and Safety Act

Inadequate Physical Security;and

Ability to recover from catastrophic events
3. BUDGET ALLOCATION AND ALIGNMENT TO ANNUAL PERFORMANCE
PLAN
3.1
Overview of Budget allocation
The overall budget allocation increased from an adjusted allocation of R216.9 million in
2013/14 to R234.7 million in 2014/15. This is a nominal Rand increase of R17.8 million or
8.21 per cent. In line with the realignment of its budget and strategic objectives, the
Directorate’s core programme on Investigation and Information Management (Programme 2)
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received the largest increase of the four departmental programmes. Its allocation received a
nominal Rand increase of R29.9 million or 24.67 per cent. This increase will continue over
the MTEF and will reach R177.0 million in 2016/17. The increased budget allocation will be
utilized to increase the Directorate’s number of investigators over the medium term. The
Directorate plans to appoint additional 44 staff members over the medium term (mainly
investigators), which will increase the approved establishment from 349 posts in 2013/14 to
393 in 2014/15 (and will remain at 393 up to 2016/17). The Administration Programme
received a decreased allocation of R73.2 million in 2014/15 (R88.4 million). The
Administration Programme received a decreased allocation of R73.2 million in 2014/15
(R88.4 million in 2013/14), which will remain relatively unchanged over the medium term.
This is a nominal Rand decrease of R15.2 million or 17.19 per cent in 2014/15 compared to
2013/14. The Legal Services Programme received an increased allocation from R4.5 million
in 2013/14 to R5.7 million in 2014/15. This is a nominal increase of R1.2 million (26.67 per
cent). The Compliance Monitoring and Stakeholder Management Programme has been
established as a standalone unit, whereas previously its functions had been performed by the
Investigation and Information Management Programme. The Programme’s allocation
increased from R2.8 million in 2013/14 to R4.7 million in 2014/15. This is a nominal
increase of R1.9 million (67.86 per cent) and represents the largest nominal increase of all
Programmes within the Directorate.
3.2
Summary of allocations and performance information per programme
The Department consists of four programmes and one of it’s programme called the
Compliance Monitoring and Stakeholders Management has been established as a standalone
programme, whereas previously its functions had been performed by the Investigation and
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Information Management programme. The establishment of this standalone unit came into
existence within the current financially year. The programmes are as follows:
 Administration;
 Investigative and Information Management;
 Legal Service; and
 Compliance Monitoring and Stakeholders Management
3.2.1 Programme 1: Administration
The purpose of this program is to provide overall management of the Independent
Police Investigative Directorate and support services, including strategic support to
the directorate. It consists of departmental management, Corporate Services, Internal
Audit, Finance Services and Office Accommodation.
The Administration Programme was allocated R73.2 million of the total R234.7
million budget allocation to the Directorate for the 2014/15 financial year. This
represents 31.19 per cent of the Directorate’s total budget and received the second
largest allocation (to a Programme) within the Directorate. The Program me’s budget
showed a nominal decrease of R15.2 million in 2014/15 (or 17.2 per cent) compared
to the past financial year (2013/14). This is due to the significant decrease of funding
within the Corporate Services Sub-programme, with funds being re-prioritised
towards the Investigation and Information Management Programme (Programme 2).
This is in-line with the organizational realignment of the Directorate. The rest of the
Sub-programmes
within
the
Administration
Programme
received
increased
allocations. The Departmental Management Sub-programme received an allocation of
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R9 million in 2014/15, compared to the R7.2 million adjusted appropriation of the
past financial year. This is a nominal increase of R1.19 million or 23.67 per cent.
As a percentage of the Programme’s budget, the Corporate Services Sub-programme
received the largest allocation in 2014/15 despite the significant nominal reduction of
14.07 per cent compared to the previous financial year. The Financial Services Subprogramme received the second largest portion of the Programme’s budget (24.56 per
cent), followed by the Office Accommodation Sub-programme (13.89 per cent), the
Departmental Management Sub-programme (12.30 per cent) and the smallest
allocation was made to the Internal Audit Sub-programme (5.50 per cent).
The Administration programme was divided into two programmes Governance &
Stakeholders Management and Corporate Services each with their own indicators and
targets in the previous financial year. The above-mentioned programme does not fall
under this programme in the current financial year. The Stakeholders Management
has been moved to programme 4 as a standalone programme.
In 2012/13, the Administration Programme had a staff establishment of 138, which
was revised to 129 staff members in 2013/14. The personnel strength is expected to
decrease to 111 in 2014/15 and remain at that figure over the MTEF. The reduction in
staff members is due to the reallocation of funded posts from the Administration
Programme to the Investigation and Information Management Programme
(Programme 2). At the end of November 2013, the Programme recorded 12 vacancies,
mostly due to internal promotions.
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The 2014-2019 outputs and strategic objectives of programme 1 are directly linked to
the following three strategic outcome-oriented goals: the IPID is accessible to the
public, the performance management system functions optimally, and re-engineering
and re-orgazition of the IPID.
Programme performance
Public Awareness Campaign: The output and strategic objective including
indicators has been provided for each area. IPID reported that in terms of the public
awareness campaign there will be 40 media statements and 120 responses to media
enquiries released annually. There would be 13 performance monitoring and
evaluation reports submitted for all 3 years in the METF period and the number of the
financial and strategic reports submitted within the prescribed dates remains at 22 for
the same years.
Human Resource Management Plan: The vacancy rate is currently 12% - the
Directorate has set a target to bring the vacancy rate below 10% percent at the end of
the financial year and still there is vacant post that has not yet been filled. The
percentage of females at senior management level was set at 50%. The employment
for the disabled people was at 2% percentage within the medium team targets. The
Retention policy was drafted and approved and it’s in the finalization process.
ICT Plan and Governance Frameworks: The ICT plan and Governance framework
consists of two phases. The first phase remains in a continuity plan implemented in
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20114/15 and second phase in 2015/16. The ICT plan and governance was intended
to be approved in March 2014.
Re-alignment of organizational functions and structure: In terms of the feedback
reporting regarding the outcomes of investigation provided within 30 days of
completion remains at one within the medium term targets.
3.2.2 Programme 2: Investigation and Information Management
The purpose of this programme is to strengthen the directorate’s oversight role over
the police services and MPS by conducting investigations, within 90 days of receipt of
a complaint, making appropriate recommendations on investigations in the various
investigation categories within 30 days, and submitting feedback to complaints within
30 days of the closure of investigation.
The programme also enhances efficiency in case management over the medium term
by increasing the percentage of case registered and allocated within 72 hours of
receipt from 86 percent in 2012/13 to 100 percent in 2016/17 and maintain
relationships with other state security agencies, such as the South African Police
Service, the National Prosecuting Authority, Civilian Secretariat for Police and
community stakeholders, through ongoing national and provincial engagement
forums. It consists of the following sub-programmes: Investigation management,
Investigation Services and Information Management.
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The Programme was allocated the bulk of the Directorate’s total budget (64.38 per
cent). It received an increased allocation in 2014/15, which will continue to increase
over the medium term. The Programme received an allocation of R151 million in
2014/15 compared to an adjusted appropriation of R121.2 million in 2013/14. This is
a nominal increase of R29.8 million or 24.6 per cent in 2014/15 compared to the
previous financial year.
The Investigation Services Sub-programme received the bulk of the Programme’s
budget. It was allocated a total of R141.6 million in 2014/15 compared to R114.9
million in 2013/14. This is a nominal increase ofR26.7 million or 23.23 per cent.
Although the Investigation Management Sub-programme received a significant
increase from R1.63 million in 2013/14 to R4.24 million in 2014/15 (159.3 per cent
nominal increase), it comprises only 2.8 per cent of the Programme’s total budget
allocation.
Programme performance
It was reported that in the Case Management System, IPID intends to register 98 cases
received and allocate them within 72 hours of receipt during the 2014/15 year. It does
not intend to repeat this in the following two years of the MTEF. In terms of the
statistical reports, the Directorate targeted eighteen (18) reports to be generated on the
number and types of cases investigated and recommendations made.
The Department set a target as indicated below:
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65% of registered investigation cases of deaths in police custody were to be
completed within 90 days.

65% of case registered cases of investigation of death as a result of police
action were also to be completed within 90 days.

55% of registered cases of investigation of discharged of officials fire arms by
police officer were to be completed within 90 days.

60% of registered cases of investigations of rape by a police office were to be
completed with 90 days.

60% of registered cases of investigation of rape in police custody were to be
completed with 90 days.

50%of registered cases of investigation of torture were to be completed within
90 days.

50% of registered cases of investigation of assault were to be completed
within 90 days.

55% of registered cases of investigation of corruption were to be completed
within 90 days.

55% of investigations of other criminal and misconduct were to be completed
within 90 days.

There would be 18 cases of systemic corruption identified for possible
investigation approval within a financial year.

20% of approved systemic corruption investigations of torture completed
within 12 months.

50% of investigation backlogs cases are reduced.

80% of disciplinary recommendation reports were to be referred to
SAPS/MPS within 30 days of the relevant investigations.
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100% criminal recommendation reports referred to NPA within 30 days of
completion of the relevant investigation.
3.2.3 Programme 3: Legal Services
The purpose of this programme is to ensure that the investigations are conducted
efficiently and within the ambit of the law by providing investigators with adequate
legal advice and guidance on an ongoing basis, during and after completion of
investigations. It consists of the following sub-components: Legal Support and
Administration, Litigation Advisory Services, Investigation Advisory Services and
Investigation Advisory Services. The 2014-2015 strategic objectives
of this
programme provides a support function to the directorate as a whole and to
investigators in particular, there is a necessity to explicitly stipulated the outputs
generated by this programme.
The Legal Services Programme (Programme 3) is the third largest programme of the
Directorate. It was allocated 2.4 per cent of the Directorate’s total budget allocation
for the 2014/15 financial year. The programme was allocated R5.7 million for the
2014/15 financial year compared to the R4.4 million adjusted appropriation in the
previous financial year. This is a nominal increase of R1.26 million or 28.3 per cent.
The Legal Support and Administration Sub-programme received R1.4 million in the
2014/15 financial year, which is a nominal decrease of R71 thousand compared to the
R1.4 million adjusted appropriation received in the previous financial year. This Subprogramme received 25.9 per cent of the Programme’s total budget allocation for the
2014/15 financial year. The Litigation Advisory Services Sub-programme is newly
established and received an allocation of R1.9 million in the 2014/15 financial year,
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which is a nominal increase of R470 thousand or 30.9 per cent compared to the R1.5
million adjusted appropriation of the previous financial year. This Sub-programme
received 34.8 per cent of the Programme’s total budget allocation for 2014/15. The
Investigation Advisory Sub-programme received the bulk of the Programme’s budget
allocation in 2014/15. This is due to the expected increase of investigations over the
medium term. The Sub programme received an allocation of R2.2 million in 2014/15,
compared to the R1.5 million adjusted appropriation of the 2013/14 financial year.
This is a nominal increase of R720 thousand or 47.34 percent compared to the
previous financial year.
Programme performance
The performance indicators for the management of the Directorate’s legal obligations
show that during the 2014/15 financial year, ninety percent of contracts and service
level agreements are finalized during 30 days of request. This is maintained during the
outer years of the medium term. Ninety percent of legal opinions are also provided to
the Directorate within 21 days of request. Similarly, 90 percent of policies are to be
reviewed within 21 days of request during the medium term.
In as far as legal advice and guidance to investigators during and after the completion
of investigations, IPID reports that it will issue 4 practice notes and directives for
2014/15 and maintain that number until 2016/17. It will also produce 90 percent of
advice to investigators within 24 hours of request and follow up with written advice
within 48 hours of request. It will also process 100 percent of applications for policing
powers within 5 working days of request during the 2014/15 year and maintain that
during the medium term.
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3.2.4 Programme 4: Compliance Monitoring and Stakeholder Management
The purpose of this programme is to safeguard the principles of cooperative
governance and stakeholder management through ongoing monitoring and evaluation
of the quality of recommendations made to the South African Police Service and
Municipal Police Service and also reporting on the police services compliance with
reporting obligation in terms of the Independent Police Investigative Directorate Act
(2011). It consists of the following sub-components: Compliance Monitoring and
Stakeholders Management. The 2014 /15 strategic objectives are directly linked to
the following two strategic outcomes –oriented goals: the IPID is accessible to the
public and process cases effectively.
The Compliance Monitoring and Stakeholder Management Programme is the smallest
programme of the Directorate and only received 2.0 per cent of the Directorate’s total
budget. Regardless, it received a significant increase of 65.5 percent in its allocation
in 2014/15 compared to the previous financial year. The programme is expected to
have an increased expenditure as the Directorate plans to maintain the number of
community outreach programmes conducted at 306 events annually to ensure
community access to the services provided by the Directorate. The Programme was
allocated R4.7 million in 2014/15 compared to the R2.8 million adjusted
appropriation of 2013/14, which is a nominal increase of R1.8 million. The two subprogrammes are almost equally
funded; with the Compliance Monitoring Sub-
programme receiving 49.8 percent of the Programme’s budget and the Stakeholder
Management Sub-programme receiving 50.1 per cent of the Programme’s budget. In
order to bring the two sub-programmes closer to each other in terms of budget
allocation, the Compliance Monitoring Sub-programme received a slightly smaller
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allocation compared to the previous financial year. It received R2.3 million in
2014/15 compared to R2.4 million in 2013/14, which is a nominal decrease of R75
thousand or only 3.09 per cent. Conversely, the Stakeholder Management Subprogramme received a significantly higher allocation compared to the previous
financial year. The sub-programme received R425 thousand in 2013/14, which was
increased to R2.3 million in 2014/15. This is a nominal increase of R1.9 million or
456.9 percent.
The Compliance Monitoring and Stakeholders Management programme was
established as a standalone unit in 2014/15 in –line with the realignment of the
directorate’s budget. It has previously functioned under the Investigation and
information Management programme. Two performance indicators were previously
contained in the Governance and Stakeholder Management programme1, namely the
number of community outreach events and the number of formal engagement with
key stakeholders.
The performance indicators for the management of the Directorate’s legal obligations
show that during the 2014/15 financial year, 90 percent of contracts and service level
agreements are finalized during 30 days of request. This is maintained during the
outer years of the medium term. 90 percent of legal opinions are also provided to the
Directorate within 21 days of request. Similarly, 90 percent of policies are to be
reviewed within 21 days of request during the medium term.
Concerning legal advice and guidance to investigators during and after the completion
of investigations, IPID reports that it will issue 4 practice notes and directives for
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2014/15 and maintain that number until 2016/17. It will also produce 90 percent of
advice to investigators within 24 hours of request and follow up with written advice
within 48 hours of request. It will also process 100 percent of applications for policing
powers within 5 working days of request during the 2014/15 year and maintain that
during the medium term.
Programme performance
Public Awareness Campaign: The output and strategic objective including
indicators has been provided for each area. IPID reported that in terms of the public
awareness campaign, the target remained the same at 306 annual outreach events and
12 formal engagements with key stakeholders over the medium term. There are 4 new
performance targets developed of reports produced on the evaluation of the quality
reports of IPID recommendations and SAPS /MPS compliance with reporting
obligations in terms of the IPID Act.
4.
COMMITTEE FINDINGS / OBSERVATIONS
The Committee made a number of critical observations but recognized that there were
positive developments such as the reprioritizing the core targets and focus areas. However,
there were a number of concerns that were raised by the Committee.
Programme 1: Administration Programme

The Committee was concerned about the non-reflection of the de-militarisation of
Police on their presentation and reminded the Department that it is one of the National
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Development Plan priorities that the Department should focus on. The Department in
its response stated that one of its key focus areas is to professionalise the police
service. The Department has established a NDPCo-coordinating Committee including
Municipal Police Service and the SAPS to and highlighted some of their ideas in the
implementation
of
the
NDP.
The
department
further
reported
that
the
professionalisation process would assist them in realizing the security of the country.

The Department informed the Committee that no meeting has been convened due to
the fact that the IPID was still waiting for a date from the Civilian Secretariat for
Police. The proposed dates were submitted to the Secretariat of Police and have been
changed due to election and handover to the new Administration.

The Committee was concerned about the vacancy rate and the funded post that has not
been filled including the Provincial Heads. It was reported that the positions of the
senior management were advertised on 3 March 2014 and the process was finalized.
The salary levels offered were not good enough for attracting the right candidates.
Unfortunately there were no suitable candidates for the positions advertised. However
the Department undertook to re-advertise the posts. It was reported that there was no
one responsible for health and safety within the Department. The Department would
review and restructure its human capital.

The Committee wanted an explanation of the reference to unfunded mandates. It was
reported that under the unfunded mandates, the Department was referring to the
legislative obligations that is not currently funded and needs additional funding.
However, the Directorate assured the Committee that the work under these mandates
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will continue to be done even though there was no capacity. The Directorate further
stated that employees would volunteer and work after hours in order to conclude the
work that sometimes does not fall under their scope of work.

The Committee raised concern around the erratic trends in quarterly expenditure of
the Directorate during the 2013/14 financial year, especially in terms of economic
classification. The Directorate indicated that this is directly linked to the slow filling
of post and that office equipment was only delivered in the last quarter of the 2013/14
financial year.
Programme 2: Investigations and Information Management

The Committee sought clarity on the establishment of the satellite office located in
George that was not yet operational. The department reported that it had managed to
get an old barracks which was offered by the South African Police Services and was
utilized as a satellite office. The department was in the process of acquiring its own
offices and there were delays due to tender processes which were supposed to be
finalized by the Department of Public Works (DPW).

The Committee raised concerns regarding the implementation of recommendations
made to the SAPS and requested that the Directorate should provide the Committee
with the total number of recommendations that were referred to SAPS and further
requested clarity whether those recommendations were implemented. It was stated
that in terms of responses to recommendations made, the Department was still
receiving a low response from the SAPS. The IPID have engaged with the National
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Commissioner, SAPS and the Civilian Secretariat for Police on numerous occasions
to deal with this issue. However, the SAPS had mentioned to the Department that
there were discrepancies between the figures and case numbers. The resolution
between the Departments was that the reports should contain the cases numbers in
addition to the statistics report in order to minimize the possibilities of disputes.

The Committee was concerned about the issues raised by AG regarding the accuracy
of financial statements. The Department reported that it managed to improve its
capacity on the finance section and the team was working tirelessly for better and
accurate financial statements.

The Committee raised concerns about the high turn-over of key personnel and wanted
to know whether there was a retention policy. The Department reported that it has
identified the problems that led to the high turn-over rate of personnel; most of their
positions were at lower levels as compared to other departments especially with the
level of investigators. Most personnel moved to other department for better
opportunities. The retention policy was at the draft stage and it was at the Chamber
level.
Programme 3: Legal Services

The Committee was concerned about the removal of the feedback reports for 2014/15.
The Department reported that the feedback reports no longer falls within their
competency. The Department is only required to make the recommendations and
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report to the Minister of Police and the Civilian Secretariat for Police is responsible
for monitoring the recommendations made.
Programme 4: Compliance Monitoring and Stakeholder Management

The Committee raised concern on the non-compliance of SAPS members to sections
29 and 33 of the IPID Act that places a responsibility on the SAPS to report any
incidents as contained in section 28 of the Act. The Department explained the
consequences for a police official who failed to comply with the reporting of the
cases. The Department reported that once it discovered that the police official failed to
report a case for investigation then the department has to take further steps by opening
a case for non-compliance and referred it to the prosecutor.

The Committee requested the Directorate to indicate whether managerial functions
and responsibilities will be cascaded down to Provincial Heads once appointed, as the
centralization of responsibility at National Head Office has a negative effect on
provincial accountability. The Directorate indicated that this will be done towards the
end of the 2014/15 financial year and agreed that this will lead to greater
accountability at provincial level.

The Committee further questioned the level of security clearance of key personnel of
the Directorate. The Directorate assured the Committee that half of the staff
establishment had been vetted and the other half is already in the process.
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The Committee requested a copy of the last National and Provincial meeting held
regarding the implementation of IPID recommendations. The Committee requested a
copy of the minutes of the meetings held regarding the implementation.
5.
RECOMMENDATIONS
The Committee made the following recommendations:
Administration programme

In accordance with the NDP, the IPID (as mandated oversight body) must ensure that
the SAPS and MPS adhere to professional ethics in becoming professional policing
agencies and should continue to prescribe recommendations where necessary.

The Committee considers the professionalising and de-militarisation of the SAPS as a
key priority. As such the IPID should focus its efforts on realising these goals.

The Department should consider the internal promotions following the governmental
recruitment process.

The Committee recommends that the Department fill the two positions: Director of
Internal Audit and Director for Cooperative Governance as a matter of urgency.

The Departmental policies that are not in line with the IPID Act should be aligned
with the IPID Act and IPID must provide a progress report to the Committee.

The Committee has noted that IPID has asked for an increased budget, but has had
consistent underspending of its current budget. The Committee recommends that
measures be put in place to deal with such serious underspending.
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The Committee recommends that IPID implements the daily processing of
information required for reports on spending processes.

The Committee recommend that IPID ensure that the performance information system
is adequate for reporting and the necessary steps must be implemented.

The Committee recommend that IPID appoint a person responsible for managing
performance information and provides the Committee with a report on this.

The Committee recommends that the IT governance framework must be finalized and
implemented.

IPID should monitor the progress of the implementation of its recommendations with
the SAPS and provide regular reports to the Civilian Secretariat for Police.
Investigations and Information Management Programme

The misconduct of any SAPS member must be investigated by the IPID in order to
ensure a professional service.

The IPID Act must be fully implemented and any deficiencies in funding must be
raised as a matter of urgency.

The IPID must fill all vacant positions as a matter of urgency, especially the vacant
positions of all Provincial Heads. Similarly, the IPID must develop an immediate plan
for the filling of all vacant posts as this compromises the ability of IPID to deliver on
its mandate
Compliance Monitoring and Stakeholder Management Programme
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The Committee recommends that the Expansion Strategy/Plan must be submitted to
the Committee as soon as possible. The Committee committed to consider the
proposals made in the Plan, especially to afford some protection of Investigators
conducting sensitive investigations. To this end, the Committee further recommended
that the Department needs to adjust its Strategy Plan 2014-19 to indicate proposals
made in the Expansion Strategy.

The Department should address all the issues raised by the Auditor General relating to
the accuracy of financial statements and compliance of policies.
The Portfolio Committee on Police supports the budget allocation of the Independent Police
Investigative Directorate for 2014/15 and the 2014 MTEF and recommends that the Budget
Vote 23 be adopted.
Report to be considered.
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20. Joint Report of the Portfolio Committees on Communications and on
Telecommunications and Postal Services on their deliberations on Brand South Africa
(Programme 4 in Budget Vote 1: The Presidency), dated 11 July 2014
The Portfolio Committees on Communications and on Telecommunications and Postal
Services, having considered the strategic plan of Brand South Africa (BSA), report as
follows:
1.
Introduction
Section 55(2) of the Constitution of the Republic of South Africa, Act 108 of 1996, states that
the National Assembly must provide for mechanisms (a) to ensure that all executive organs of
state in the national sphere of government are accountable to it; and (b) to maintain oversight
of (i) the exercise of national executive authority including the implementation of legislation;
and (ii) any organ of state. In terms of the Public Finance Management Act, 1999, the
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Accounting Officers must provide Parliament or the relevant legislature with their respective
institution’s medium-term strategic plan and where applicable with its annual performance.
The Money Bills Amendment Procedure and Related Matters Act was promulgated in 2009,
by which it vests powers to Parliament to reject or recommend budgets of departments, it also
makes provision for the implementation of recommendations emanating from the
Committee’s oversight.
The aim of the report is to provide an overview of the 2014/15 Budget and Annual
Performance Plan (APP) of BSA who appeared before the Committee on 8 July 2014.
Their strategic plan was referred to the Portfolio Committee on Communications for
consideration and report in the Announcements, Tablings and Committee Reports (ATC)
Parliamentary Paper on Friday, 27 June 2014.
2.
State-of-the-Nation Address (SoNA)
In his SoNA in February 2013, President Jacob Zuma stated: “Let me hasten to add that
government departments at all levels must work closely with communities and ensure that all
concerns are attended to before they escalate. That responsibility remains. We are a caring
government.” Furthermore he said, “This programme of action will be implemented
differently as the activities of departments must be aligned with the National Development
Plan.”
Although some analysts may argue that the 2014 SoNA did not make any unswerving
pronouncements on BSA, the articulation by the President can also be used to highlight
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BSA’s work (programmes and activities) through its direct communication with the citizenry
whose resultant interaction acts as an enabling tool that promotes BSA locally and
internationally, whether these are national communication strategy, online reputation
management, socio-economic environment surveys, research and opinion polls, tracking
indices reflecting competitiveness and reputation, stakeholder engagements, media briefings
and press conferences.
3.
Brand South Africa (BSA) – R167 686 000
Brand South Africa (BSA) is a Schedule 3A Public Entity registered as a Trust. The
Accounting Authority is the Board of Trustees contemplated in section 49 of the PFMA, and
the Trustees are appointed by the President of the Republic through the Executive Authority.
It is constituted as a Trust, and is therefore also subject to the Trust Property Control Act.
BSA, as an umbrella organisation is the custodian of the national brand and its work is
derived from South Africa’s national objectives of Gross Domestic Product (GDP), job
creation, poverty reduction and social cohesion as informed by the Constitution, the National
Development Plan (NDP), and the country’s International Relations Strategy. In discharging
its mandate, BSA operates as part of a networked of agencies and departments whose role is
ultimately to market and promote various aspects of South Africa; either domestically or
abroad.
Its purpose is to develop and implement a proactive and coordinated international marketing
and communication strategy for South Africa to contribute to job creation and poverty
reduction, and to attract inward investment, trade and tourism.
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BSA was transferred to The Presidency during the 2011/12 financial year after it had applied
and was granted permission to change its name from IMC to BSA. BSA now falls under
Programme 4 of Budget Vote 1: The Presidency. When the then International Marketing
Council changed its name to Brand South Africa, the shift in mandate moved the
organisation’s focus from ‘only’ pursuing a positive and compelling brand image for the
country to building South Africa’s nation brand reputation to improve the country’s global
competitiveness.
Brand South Africa is 31st in the world in terms of overall brand value, and has seen steady
improvement in the quality of its air transport rankings in the Brand Strength Index, a key
area for further development of its inbound tourism.
Programme 4 of Budget Vote 1 facilitates the transfer of funds to BSA (as a sub-programme)
for the agency to develop and implement a proactive marketing and communication strategy
for South Africa to contribute to job creation and poverty reduction aimed at promoting South
Africa and increasing the familiarity and knowledge of South Africa as a visible, world class
and profitable business destination in targeted international trade, investment and tourism
markets.
The sub-programme’s total budget is transferred in full to Brand South Africa.
3.1
Objectives

Oversee the implementation of a proactive branding, marketing and communication
strategy for South Africa by transferring funds to Brand South Africa for the
development of a branding framework and programme over the medium term; and
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Oversee the work of Brand South Africa by analysing its strategic and annual
performance plans and quarterly reports on an ongoing basis.
The organisation’s strategic goals over the medium term are to:

develop and articulate the value proposition and positioning that will drive the long
term reputation of Brand South Africa

develop and implement proactive and coordinated marketing communications and
reputation management strategies for South Africa

build awareness of South Africa and the image of the nation brand in other countries

build patriotic pride, positive citizenship and unity among South African by
encouraging citizens to live the values of the national brand and identify as South
Africans

increase South Africa’s global competitiveness by developing symbiotic partnerships
with all stakeholders who can enhance the national brand and helping them to
enhance the country’s reputation

strengthen institutional capacity and systems to effectively ensure the long term
sustainability of the organisation.
3.2
Programmes
BSA has the following programmes:
3.2.1 Programme 1: Administration – R63 817 000
The purpose of this programme is to achieve organisational sustainability as defined in the
King III report. It is managed internally via two divisions. The Corporate Services division
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manages planning and reporting, board secretariat, human resources, information technology
and the legal functions. The Finance division manages budgeting, financial management,
payroll and supply chain management.
3.2.2 Programme 2: Brand Strategy Development and Management - R44 827 000
The purpose of this programme is to continue seeding the new positioning, “inspiring new
ways,” to all South African (local markets) and in key global markets to drive the
competitiveness of South Africa.
3.3.3 Reputation Management – R59 042 000
The purpose of this programme is to provide a positive disposition about South Africa
amongst target audiences, domestically and internationally by implementing a domestic
reputation management programme as well as an international reputation management
programmes specific to targeted markets. It is also to leverage from strategic platforms while
developing strategic partnerships with targeted diplomatic corporations.
4.
Progress made on the recommendations of the Committee in its 2012/13
Budgetary Review and Recommendation Report (BRRR)
The Committee noted: (i) that BSA has made progress in appointing people with disabilities;
and (ii) the improvement in the marketing of South Africa as a destination for investment in
its 2013/14 Strategic Plan.
5.
Expenditure Trends
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Brand South Africa derives revenue mostly from transfers from The Presidency, investment
income and a once-off grant of R6 million in 2012/13 for the Africa Cup of Nations
tournament.
Funded mostly through a transfer from The Presidency, the spending focus over the medium
term will be on aligning the organisation’s objectives, activities and interventions with the
national development plan through four broad strategic objectives: reputation management,
brand strategy and development, administrative support, and capital expenditure. To achieve
these objectives, the organisation will focus on building awareness and promoting a positive
image of the South African brand domestically and internationally through various activities,
such as promoting active citizenship through a campaign called Play Your Part, training key
stakeholders on branding, promoting the country’s long term policies, and accessing the
media to communicate the country’s competitiveness and business opportunities. Through its
reputation management programme, the organisation will increase the country’s international
media reputation index to a range of between 50 and 55 over the medium term.
Expenditure over the medium term will increase due to the hosting of the inaugural South
African competitiveness forum, the development of the brand ambassador programme, and
the acquisition of additional office space. The brand ambassador programme is designed to
market South Africa and communicate the country’s development strategies and programmes
to the international community.
In 2013/14, BSA commissioned a study of perceptions held of the country by South Africans
living abroad. The study was to inform the development of a brand monitoring and reputation
management tool. The entity is currently conducting a review of the corporate identity
manual and will provide stakeholder training on key aspects of the manual. The study and the
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review are expected to increase spending on consultants, travel and subsistence,
communication, marketing, printing, stationery and training over the medium term. In
addition, expenditure over the medium term will increase due to the hosting of the inaugural
South African competitiveness forum, the development of the brand ambassador programme,
and the acquisition of additional office space. The brand ambassador programme is designed
to market South Africa and communication the country’s development strategies and
programmes to the international community.
Lastly as at 30 November 2013, the entity had a funded establishment of 44 posts of which 7
were vacant due to resignations and delays in the recruitment process. Currently, the entity is
evaluating its organisational structure to inform future appointments.
6.
Observations
The Committee noted: (i) the number of Board members is determined by the President and
therefore BSA management is not in a position to influence this decision of an inflated
Board; (ii) the Board is however reviewing the number of Board members in consultation
with the President as a means to find efficient ways of operating; (iii) it is BSA’s role to
bridge the gap between perception and reality in relation to how people, locally and
internationally perceive the performance of South Africa; (iv) compliance in content
development and distribution is critical while branding is a complex issue that necessitates a
broad consensus with various stakeholders, and therefore takes time to achieve a uniform
brand for a country; (v) Programmes of the BSA are based on empirical research conducted
by the Agency; and (vi) ‘Potential’ versus ‘capability’ is a process and that the ‘Alive with
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possibilities’ slogan demonstrates the potential while ‘Inspiring new ways’ is a slogan based
on market research that reflects the progress path of South Africa.
7.
Recommendations
The Committee recommends that:
a) there should be an equal focus, if not more, on promoting BSA to South Africans;
b) BSA should arrange a workshop with Members of the Parliament to engage on its
programmes and activities to enable members to become brand ambassadors in their
respective constituencies;
c) BSA must urgently fill all funded vacant posts; and
d) BSA must present data to the Committee that indicates how it has achieved a return
on investment for the allocated R167 million.
The Committee supports the Strategic Plan and Budget for 2014-2019 of BSA and
recommends that it be approved.
The Democratic Alliance and the Economic Freedom Fighters reserved their position on the
report.
Report to be considered.
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22. REPORT OF THE STANDING COMMITTEE ON FINANCE ON THE
STRATEGIC PLAN AND ANNUAL PERFORMANCE PLAN ON BUDGET VOTE
13: STATISTICS SOUTH AFRICA, DATED 10 JULY 2014
The Standing Committee on Finance, having considered the Budget Vote 13: Statistics South
Africa (StatsSA) and the Strategic and Annual Performance Plans of the Department for the
2014/15financial year, reports as follows:
1. Introduction
The Budget Vote 13: Statistics South Africa (Stats SA) was referred to the Standing
Committee on Finance on 2 July 2014. The Statistician-General, Mr P Lehohla and senior
officials of the department briefed the Standing Committee on Finance (the Committee) on
the Budget Vote and the updated Strategic and Annual Performance Plan. This report
presents a summary of the department’s programmes and the deliberations between the
Committee and the leadership of Statistics South Africa.
The consideration of Stats SA’s budget and the processing of the report have been finalised in
exceptional circumstances, due mainly to the dates of the general elections and convening of
the 5th term of parliament. The onerous legal and other deadlines for the adoption of the
overall budget by parliament meant that the Committee has had to process Stats SA’s budget
very quickly. The Committee has not been able to be as rigorous and effective as it would
have liked to have been in processing the budget. The Committee will seek to be more
rigorous in its consideration of Stats SA’s budget next year.
2. Mandate of Statistics South Africa
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Stats SA is a national government department accountable to the Minister in the Presidency:
National Planning Commission. The activities of the department are regulated by the
Statistics Act (1999), which mandates the department to advance the production,
dissemination, use and coordination of official and other statistics to assist organs of state,
businesses, other organisations and the public in planning, monitoring, and decision-making.
The Act also requires that the department coordinates statistical production among organs of
state in line with the purpose of official statistics and statistical principles.
The establishment of the Department of Performance Monitoring and Evaluation magnifies
the importance of Stats SA to provide reliable statistics that measure government policy
implementation and thus influence policy development. The demand for accurate, relevant
and timeous data expands to regional and local levels of government to enable the effective
delivery of public services.
In terms of section 4 of the Statistics Act, the status of Stats SA is referred to as an
organisational component in the first column of schedule 2 of the Public Service Act and for
the purpose of the application of that Act, in terms of section 7(4)(a) of that Act, regarded to
be a department, and consists of the Statistician-General and staff, subject to the Minister’s
duties and powers referred to, and no person or organ of state may interfere with the
functioning of Stats SA.
3.Policy Context and Strategic Priorities for 2014/15
The 2014/15 financial year will be the final year of implementing the Stats SA strategic plan
that was approved by Parliament in 2010. The strategic plan of 2010/11–2014/15had
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identified three challenges that needed to be addressed - gaps in information, quality and
skills. Six key focus areas were identified to address these challenges and below is a short
summary on their implementation:

There has been stability in the organisation’s statistical production as shown through
the suite of economic, social and population statistics. A key focus was the successful
delivery of Census 2011. The census results forms the base of the national statistics
system and provides statistical information at ward level. Stats SA publishes over 230
statistical releases and the intention is to sustain the statistical production series in
2014/15 whilst exploring new and innovative methods and systems to expand the
statistical information. The Department’s plan indicates that a major challenge is the
provision of statistical information at a lower geographic level.

The department has sought to expand the statistical information base and address the
information gap through leading and coordinating the national statistics system.
Various partnerships have been established with organs of state to provide statistical
support and advice to improve sources of data. The Department’s Strategic Plan states
that it will speed up its efforts to coordinate statistical production in the country by
developing a national strategy for statistical development

Another key focus area of the organisation has been on identifying various strategic
interventions in order to increase public confidence. Stats SA has embarked on the
partial implementation of the System of National Accounts (SNA) 2008 as well as the
International Standard on Industrial Classification (ISIC4). The Department has begun
building frames that will form the cornerstone of the statistics system. In particular,
Census 2011 provided the organisation with the opportunity to compile a complete list
of dwellings in SA thus establishing the geographical spatial information frame. This
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frame will be maintained through a collaborative mapping approach in partnership
with municipalities. Other interventions include maintaining and updating the
business register based on tax information received monthly from SARS and the
launch of a new website in 2013.

Improving productivity and service delivery focused on building a statistical
infrastructure and sound governance processes that support the statistics system in
producing high-quality statistics has been a key focus area of the Department.
Through the integrated fieldwork strategy the organisation has expanded its fieldwork
force thus ensuring an extensive data collection footprint in provinces and districts.

Stats SA has introduced a talent management programme to align the disparate
capacity building initiatives. There are capacity building programmes at schools level,
tertiary institutions level and internally. The Department has established the
Maths4Stats programme that seeks to promote statistical literacy at schools level by
training teachers in statistical related modules. A Masters programme was established
at Stellenbosch (CRUISE) aimed at converging statistics and geography – a new
approach to understand, interpret and use geospatial information in planning,
reporting and monitoring. A key challenge is building statistical capability at local
government level.

The Department has sought to promote international collaboration and participation as
a key strategy addressing the information, quality and skills gap. The Department has
led a number of statistical development initiatives on the continent, including the
African Symposia for Statistical Development (ASSD).
In it’s 2014/15 Updated Strategic Plan, the Department states that it had undertaken a critical
review of its external and internal environment and its associated impact on the strategic
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focus of the organisation. Underpinning this review is the emphasis highlighted in the
National Development Plan (NDP) that the state will need to have the capacity to formulate
and implement policies that serve to eliminate poverty and inequality.
The department has the following strategic goals over the medium term:

Expand the statistical information base by increasing its depth, breadth and
geographical spread through the production of economic, social and population
statistics;

Enhance public confidence and trust by developing and enhancing qualitative and
methodological standards, maintaining business and geographic frames, managing
relationships with stakeholders and conducting research;

Improve productivity and service delivery by integrating fieldwork and data
operations, providing management support, and implementing effective governance
and administration;

Lead the development and coordination of statistical production in the national
statistics system by coordinating and providing statistical support of official statistics

Invest in the learning and growth of the organisation by investing in human,
information and organisational capital; and

Promote international cooperation and partnerships in statistics by participating and
contributing to national, continental and international statistical activities and forums.
4. Budget Overview
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Stats SA’s budget allocation increases by R500.9 million or 28.8 per cent in nominal terms
from R1.7 billion in 2013/14 to R2.2 billion in 2014/15. Over the medium-term the
department’s budget is projected to grow at a nominal average rate of 7.3 per cent or in real
terms at a rate of 1.4 per cent.
The Department’s spending emphasis over the medium term will be on streamlining
statistical operations to inform evidence based decision making and strengthening the
Department’s statistical production partnerships with other government departments. The
Department will expand the statistical information base and increase the supply of official
statistics. Expenditure on goods and services shows increased allocations due to the provision
of office accommodation related costs and computer services. The Department effected
repriotisation budget cuts of over R35 million in the 2014 MTEF period in non-essential
items such as travel and subsistence. The significant increase in capital spending is due to
contribution fees for the new building project. The new building will be able to house the
entire Department’s head office employees. The Department has a staff establishment of 3
430 posts with 348 vacancies. The Department states that the vacancies are largely due to the
difficulties experienced in finding candidates with the appropriate specialised skills.
There are seven main programmes of the department: -
Programme 1: Administration
Programme 2: Economic Statistics
Programme 3: Population and Social Statistics
Programme 4: Methodology, Standards and Research
Programme 5: Statistical Support and Informatics
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Programme 6: Statistical Collection and Outreach
Programme 7: Survey Operations
5. Observations and Proposals
5.1 The Statistician-General presented to the Committee recent statistical findings on themes
such as the Work and Labour Force, Causes of Death, Household Service Delivery and
Economic Growth. A major finding was there markable deskilling of Africans from 1994 to
2014.The Committee finds the statistics provided in this regard very disturbing and believes
that the effects of this major deskilling will seriously undermine the country’s NDP and other
national goals and the consolidation of a non-racial, non-sexist democracy in this country.
The Committee believes that these findings of Stats SA need to be discussed within the
economic cluster parliamentary committees and will facilitate this. Other parliamentary
committees also need to be briefed and the Committee Chairperson will raise this with the
House Chairperson for Committees.
5.2 The Committee is concerned about the dissonance between statistics, policy
implementation and service delivery and strongly believes that statistics should be used,
among other ways, as a crucial planning and oversight tool.
5.3 The Committee recognises the independence of Stats SA and believes that it can act on
the proposals set out here without undermining its independence.
5.4 The Committee noted with concern Stats SA’s findings on the provision of transport
infrastructure in Gauteng not being aligned to the spatial distribution of the population. This
lack of alignment probably exists in many other provinces too, and the Committee stressed
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the need for Stats SA to brief the relevant structures in the provinces on its findings, as well
as in the other two spheres of government.
5.5 The Committee believes that the work of Stats SA needs to be used more effectively by
the Department of Planning, Performance Monitoring and Evaluation. .
5.6 The Committee believes that Stats SA needs to brief the South African Local Government
Association (SALGA) on its statistical information for use at municipal level.
5.7 The information provided by Stats SA also needs to be used by schools, hospitals and a
variety of other structures at grassroots level–and the Committee believes that Stats SA
needs, within its budgetary and other constraints, to develop a strategy to, over time, reach
these institutions and other structures.
5.8 The Committee welcomed Stats SA’splans to speed up efforts to coordinate statistical
production in the country by working on a national strategy for statistical development and
will monitor progress in this regard.
5.9 The Committee welcomes the Department’s Stellenbosch (CRUISE) programme aimed at
converging statistics and geography.
5.10 The Committee is concerned about the vacancy rate and efficacy of Stats SA’s
recruitment and talent retention strategy, and wants to see improvements in this regard.
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5.11 Overall, the Committee believes that Stats SA is performing reasonably, and is
especially concerned that the value of its work is not being sufficiently recognised by organs
of the state.
6. Conclusion
The Standing Committee on Finance, having considered Budget Vote 13: Statistics South
Africa, recommends that the House support the Budget Vote.
The Democratic Alliance (DA) reserves its position on the Budget Vote.
The Economic Freedom Fighters (EFF) opposes Stats SA’s Budget Vote.
Report to be considered.
23. REPORT OF THE STANDING COMMITTEE ON FINANCE ON THE
STRATEGIC PLAN AND ANNUAL PERFORMANCE PLAN OF BUDGET VOTE
10: NATIONAL TREASURY, DATED 10 JULY 2014.
The Standing Committee on Finance, having considered Budget Vote 10: National Treasury,
its Strategic and Annual Performance Plans for the 2014/15 – 2018/19 period, reports as
follows:
1.
Introduction
Budget Vote 10, which comprises the National Treasury and the South African Revenue
Service, was referred to the Standing Committee on Finance on 25 June 2014. On 2 July, the
Minister of Finance, the Director-General, the Acting Commissioner and senior officials of
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both the National Treasury and South African Revenue Service (SARS) appeared before the
Committee to discuss Budget Vote 10 and the updated Strategic and Annual Performance
Plans. This report presents the Committee’s deliberations with the National Treasury and the
SARS.
The consideration of the budget and the processing of the report have been finalised in
exceptional circumstances, due mainly to the dates of the general elections and convening of
the 5th term of parliament. The onerous legal and other deadlines for the adoption of the
overall budget by parliament meant that the Committee has had to process the Department’s
budget very quickly. Moreover, the Committee has just been constituted, with almost all new
members, and is still finding its feet, as it were. There has not been the time or space to
engage sufficiently with key stakeholders and the public on the budget. The Committee has,
in the circumstances, not been able to be as rigorous and effective as it would have liked to
have been in processing the budget. The Committee will certainly be more rigorous in its
consideration of the Department’s budget next year, and will in different ways and forms in
the period leading to then, engage with the National Treasury and the institutions that fall
within its portfolio on matters related to their budget for this financial year.
2.
Overview by the Minister
The Minister of Finance, Mr Nhanhla Nene, emphasised to the Committee that the economy
was growing at a moderate pace and performing below expectations. The projected growth
rate figure would be issued when the Medium Term Budget Policy Statement (MTBPS) is
tabled in October 2014. The budget was aligned with the National Development Plan (NDP)
and the country was entering a new 20 year phase of development. South Africa had to grow
faster in order to improve the conditions of the poor and reduce poverty. The Minister said
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that despite the challenging circumstances SARS stood to collect R1 trillion during this tax
season.
3.
Mandate of the National Treasury
The National Treasury derives its mandate from Chapter 13 of the Constitution of the
Republic of South Africa. According to section 216 (1) of the Constitution, national
legislation must establish a National Treasury and prescribe measures to ensure both
transparency and expenditure controls in each sphere of government. The functions and
powers of the National Treasury are contained in Chapter 2 of the Public Finance
Management Act (PFMA).
The strategic goals of the Department are set out in its plan for realising its mandate over the
medium term and structure its programmes. The goals are to:

Prepare, finance, publish and monitor the execution of the annual national budget to
provide accurate and clear financial information and associated indicators of service
delivery and performance;

Improve techniques employed to monitor and analyse public expenditure by further
refining applicable financial management frameworks and policies to ensure the
appropriate use of available public financial resources for social and economic
development, and infrastructure investment;

Contribute to improved capacity in the areas of financial management and resource
planning in government;

Contribute to the development of a stable and robust financial sector that leads to
continued economic stability and growth by continuing to monitor financial sector
performance and developing financial sector policies and regulatory frameworks;

Support infrastructure and urban development through various programmes including
the Infrastructure Development Improvement Programme, the Neighbourhood
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Development Partnership Programme and the Cities Support Programme, amongst
others;

Promote public private partnerships as a financing alternative for development, where
feasible; and

Enhance supply chain management in government through the establishment of the
Chief Procurement Office, which will provide a blueprint for addressing supply chain
principles in order to reduce wastage and maximise value in the public sector.
To give effect to its strategic goals, the Department is structured into the following
programmes:

Administration - which provides leadership, strategic management and administrative
support to the department;

Economic Policy, Tax, Financial Regulation and Research – which provides specialist
policy research and analysis in the areas of macroeconomics, microeconomics,
taxation, the financial sector, and regulatory reform;

Public Finance and Budget Management - which provides analysis and advice on
fiscal policy and public finances, intergovernmental financial relations and
expenditure planning and priorities. It manages the annual budget process and
provides public finance management support;

Asset and Liability Management – which provides prudent management of
government’s financial assets and liabilities;

Financial Systems and Accounting – which facilitates accountability, governance and
oversight by promoting transparent, economic, efficient and effective management in
respect of revenue, expenditure, assets and liabilities in the public sector;
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
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International Financial Relations – which manages South Africa’s multilateral
financial relations with various stakeholders through various forums;

Civil and Military Pensions, Contributions to Funds and Other Benefits – which
provides for non–contributory civil pensions, post-retirement medical contribution
subsidies and other benefits for pensioners and their beneficiaries, administered on
behalf of National Treasury through a Service Level Agreement with the Government
Pensions Administration Agency (GPAA);

Technical Support and Development Finance - which provides technical assistance on
project and programme management, support for public-private partnerships, local
government financial management assistance, funding of neighbourhood development
projects and support for employment creation;

Revenue Administration – which comprises transfers made to the South African
Revenue Service for purposes of undertaking core tax administration activities and
maintaining the information technology competencies that support these operations.;
and

Financial Intelligence and State Security – which provides for the allocation of funds
to combat financial crimes, including money laundering and terror financing
activities, and to gather intelligence for purposes of national security, defence and
combating crime.
The Department directly contributes towards achievement of outcomes 4 (Decent
employment through inclusive economic growth); 6 (An efficient, competitive and
responsive economic infrastructure network); 9 (A responsive, accountable, effective and
efficient local government system); 11 (Create a better South Africa and contribute to a better
and safer Africa and world); and 12 (An efficient, effective and development oriented public
service and an empowered, fair and inclusive citizenship).
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4.
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Strategic Alignment
The National Treasury supports the aims of:
•
The National Development Plan (NDP) as incorporated into other government plans;
•
The Industrial Policy Action Plan (IPAP);
•
New Growth Path (NGP);
•
National infrastructure programme coordinated by the Presidential Infrastructure
Coordinating Commission (PICC); and
•
5.
Government’s Outcomes approach.
Policy Priorities for 2013/14
According to National Treasury, in order for the objectives of the NDP to be realised, a stable
and enabling macroeconomic platform is required to achieve sustainable growth and
employment creation.
In his 2014 budget speech, the former Minister of Finance, Pravin Gordhan, stressed the
importance of the NDP by stating that it “reflects the priorities underpinning the 2014
budget, and prepares the ground for the next phase of our economic and social
transformation”. The Minister said that in order to make “more rapid progress in creating
jobs and reducing poverty, we have to grow our economy at 5 per cent a year or more”.
National Treasury stresses the need to cut wasteful expenditure and drive efficiencies
throughout all national departments to enforce the self-imposed debt ceilings. National
Teasury believes that fiscal consolidation is well underway and it will be conducting regular
spending reviews to examine programme performance and value-for-money.
In addition, the Minister stated that the introduction of regulations will strengthen the
National Treasury’s oversight of public entities by requiring stronger compliance with
reporting requirements for expenditure, revenue, borrowing and performance.
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6.
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Economic Outlook
According to National Treasury, economic activity contracted in the first quarter of 2014,
largely owing to protracted strike action. Confidence is low, which negatively affects
consumption and investment in the short-run. Employment growth remains sluggish with 9
000 jobs created in the formal sector in the first quarter of 2014, according to the Quarterly
Employment Survey (QES). Growth over the medium term is supported by an environment
of stable macro economic conditions with interest rates at 30-year lows, public-sector capital
investment, additional electricity-generating capacity and robust growth in Sub-Saharan
Africa. Investment growth is expected to reach 6 per cent by 2017.
Public sector investment is expected to average annual growth of 4 per cent over next three
years, with projected infrastructure investment of R827 billion over the medium term. South
Africa’s financial markets are deep and liquid, enabling government to finance the bulk of its
borrowing requirement in the domestic market. Foreign debt is low, as compared to
international standards.
According to National Treasury, domestic risks to the economic outlook remain. There is an
urgent need to reduce industrial actions in the economy and reinforce government
communication to increase confidence. Further risks are delays to the introduction of
infrastructure, high debt levels of consumers, and social tensions due to the slow pace of
employment creation.
Gross Domestic Product (GDP) growth declined from 2.5 per cent in 2012 to 1.8 per cent in
2013 and is expected to increase to 2.7 per cent in 2014. National Treasury’s projections in
the beginning of 2014 were that GDP would increase from 1.8 per cent to 3.5 per cent by
2016.
The economic outlook deteriorated and inflation edged upwards. The weakening currency,
high inflation, and rising unemployment are causes for concern as they affect the overall
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economic outlook of the country. Consumer Price Inflation (CPI) increased from 5.2 per cent
in 2012 to 6.1 per cent in 2013 and now stands at 6.6 per cent.
Debt-service costs are among the highest-growing expenditure items on the budget, reflecting
a 6.85 per cent real growth rate from the 2013/14 financial year. Debt service costs are also
R5 billion higher than projected, with contributing factors being the currency, inflation, and
changes in the Repo rate.
The outcome of the wage negotiations could put pressure on the fiscus due to above-inflation
wage settlements, particularly in view of current inflation figures. Deterioration in the
economic outlook would require the government to consider additional expenditure and
revenue measures to ensure fiscal sustainability.
The fiscal framework is built on a non-interest expenditure ceiling, set at the main budget
level. The spending levels announced in the MTBPS are regarded as three year limits. This
approach will ensure sustainability and predictability of fiscal policy. For the past two fiscal
years, government has achieved the spending targets set by the ceiling. Ensuring
sustainability will require continued adherence to the expenditure targets set out in the 2014
Budget.
7. South African Revenue Service
The mandate of SARS is contained in the South African Revenue Service Act (1997). The
primary objectives of SARS are to collect all revenue due to the State, eliminate illegal trade
and tax evasion, as well as to serve as the administrator of trade activity so as to support
government’s developmental objectives.
The revenue collected by SARS is crucial in capacitating government to fulfil its policy
priorities. The collection of legislated tax revenues can only be realised if SARS implements
effective systems whereby it is easy to comply with tax legislation and avoidance and evasion
EPK 15 JULY 2014
is minimised.
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SARS fulfils a crucial role in ensuring that the objectives of the fiscal
framework are realised.
SARS’s mandate is to ensure optimal compliance with tax and customs legislation. Such
compliance must be achieved in a manner that does not unduly impede trade, economic
growth and development by imposing an excessive and unfair administrative burden on
taxpayers, traders and businesses. Moreover, compliance must be achieved in the most
efficient and cost effective manner.
SARS’s ultimate goal is to support the NDP’s economic and social objectives by ensuring a
sustainable revenue stream for government to meet its policy and delivery priorities.
SARS established four core outcomes that will serve as the foundation of all current and
future organisational activities. These are increasing customs compliance; increasing tax
compliance; increasing the ease and fairness of doing business with SARS; and increasing the
cost effectiveness, internal efficiency and institutional respectability of its operations.
These four outcomes are interdependent and mutually reinforcing, as the pursuit of one
enables the achievement of the other, for example, increasing cost effectiveness, internal
efficiency and institutional respectability garners trust and confidence, which results in
increased compliance (i.e. tax and customs) and ultimately leads to greater revenue
collection.
There are many risks facing SARS with regard to achieving the four outcomes and ultimate
goal of greater revenue collection:

Growing illicit economic activities, which include smuggling, sale of contraband goods,
and illegal immigration have a negative effect by eroding the formal tax base from which
SARS can collect revenue tax;
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
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Perceptions of poor state service delivery and corruption negatively affects taxpayer’s
attitude towards compliance;

Businesses are increasingly using sophisticated and complex financial schemes to evade
their tax obligations and minimise the impact of slow economic recovery on their
profitability; and

VAT fraud could increase as businesses try to protect their profitability in response to
slow economic recovery.
SARS is actively addressing these risks by deploying officers to reach all current and
potential taxpayers; carrying out outreach and education and other compliance activities;
developing and procuring mobile registration kits to facilitate the registration of new
taxpayers; increasing border control activities; and pursuing information exchange
agreements and introducing regulatory and legislative reforms to counter tax avoidance
schemes.
For the 2014/15 financial year, SARS received an allocation of R9.7 billion, up by R671.9
million or 7.5 per cent in nominal terms (or 1.2 per cent in real terms) from the previous
year’s allocation of R9.0 billion. Over the medium-term, the budget is expected to increase at
a nominal average rate of 6.1 per cent, reaching R10.8 billion by 2016/17.
SARS’s budget is divided among five programmes, with the bulk (i.e. R5.6 billion or 57.8 per
cent) allocated to the Operation programme, followed by the Administration programme at
R.1 billion or 32.3 per cent.
These two programmes are mainly concerned with rolling out importer and exporter solutions
for clients that have preferred trader status; strengthening border control and
intergovernmental coordination at border posts; and strengthening risk management in
customs.
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Almost two-thirds of the programmes spending is on compensation of employees,
specifically on skills such as audit, information technology (IT), and tax administration
specialists which are critical for SARS to deliver on its mandate. In instances where SARS
lacks capacity, consultants are used for legal, auditing and IT related services, of which
spending on consultants amounted to R238.2 million in 2013/14. As SARS intends building
internal capacity in these areas, spending on consultants is expected to decrease to R205.9
million by 2016/17.
8 Committee’s Observations and Proposals
The Committee’s responses to the inputs from National Treasury and SARS are as follows:
8.1
The Committee welcomed the appointments of the new Minister and Deputy Minister
and wished them well.
8.2
The Committee stressed that it was also in the interests of the executive that the
Committee is active and effective in its oversight and other roles. This is particularly
the case, given the major challenges being experienced in respect of economic
growth, job-creation and development.
8.3
The Committee understands that it is an evolving process, but is keen to see greater
synergy between the NDP, Strategic Plans and the allocation of budgets to
departments. The Committee feels that National Treasury has a crucial role to play in
this regard, and will be keenly monitoring this.
8.4
While welcoming National Treasury’s proposals on addressing the economic growth
challenges, the Committee believes National Treasury needs to give more attention to
the structural constraints to economic growth and job-creation. This has in any case
been put firmly on the agenda by President Jacob Zuma in his references to the need
for a more radical, second phase of the transition, with an emphasis on socio-
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economic transformation. There needs to be greater clarity on what radical structural
transformation means and how it is to be given effect to.
8.5
The Committee noted the vacancy rates in the Department. However, Minister Nene
suggested that it may well be that many of the vacancies need not be filled and
suggested that the Committee might want to consider how effective the different
programmes and the Department as a whole were rather than focus unduly on the
vacancies. The Committee agreed with this.
8.6
The Committee expressed its concerns about the stresses placed on the national
budget by the constant re-capitalisation of state-owned-entities and their inability to
meet the goals they set for improvements in their financial position and capacity to
deliver. The Committee feels that while recognising the important role of many of the
SOEs to the country’s developmental goals, National Treasury needs to be more
stringent in its engagement with the SOEs, even if they fall within the responsibility
of other departments. The Committee requests National Treasury to brief it on the
recapitalisation of SOCs, and if necessary, with appropriate representatives of the
Department under which the relevant SOCs fall.
8.7
While recognising that SANRAL fell under the portfolio of the Ministry of Transport,
the Committee feels that National Treasury needs to monitor its financial performance
actively.
8.8
The Committee feels that National Treasury needs to work closer with the Department
of Cooperative Governance to significantly improve the capacity of municipalities to
spend the funds allocated to them from the national budget. The two departments also
have to work together to monitor the financial performance of municipalities against
the background of the NDP and the medium term strategic framework.
The
departments also need to contribute to ensuring that the Integrated Development Plans
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of municipalities are consistent with the NDP. It was also noted that while the
Property Rates Act is administered by the Department of Cooperative Governance,
National Treasury needs to work with that Department to ensure that the increasing
number of people owning huge properties in rural areas are subject to rates.
8.9
The Committee noted that departments often rented office space far above market
values and requested National Treasury to work with the Department of Public Works
(DPW) to address this. It subsequently emerged that DPW has established a structure
to address this issue.
8.10
The Committee believes that National Treasury needs to be more effective in ensuring
that departments spend and account for public funds appropriately.
8.11
The Committee requests National Treasury to brief it on the “twin peaks” legislation
reasonably soon.
8.12
The Committee requests National Treasury to brief it on issues of “retirement reform”
reasonably soon.
8.13
The Committee noted that the budget of the Financial and Fiscal Commission had
been decreased and raised questions about how seriously the Commission is being
taken. The Committee expressed its concern that the FFC CEO was serving in an
acting capacity for too long and that the matter needs to be finalised soon. The
Minister explained that part of the reason for the delay was the anomaly that the FFC
CEO also served as Chairperson. The matter is being addressed. The Committee feels
that there may be a need to re-consider the role of the FFC taking into account the
experiences since its establishment and developments since then. Government,
parliament, the FFC, civil society stakeholders, experts and others need to review the
role of the FFC over time.
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The Committee welcomed the Minister’s statement that the allegations of corruption
by the CFO of the Financial Services Board were being investigated and once the
process was completed the Committee would be informed and could engage on the
matter.
8.15
Following questions raised by the Committee on the Davis Tax Review Committee
(DTRC) and the “transfer pricing”, “tax base erosion” and “profit shifting”
challenges, the Department agreed to brief the Committee as soon as it has processed
key aspects of the DTRC.
8.16
The Department agreed to brief the Committee on the long term fiscal report and
public sector risks.
8.17
The Committee welcomed SARS survey to assess the attitudes on compliance to find
out what motivated compliance. The survey would be done every year and SARS
would develop an index.
8.18
The Committee welcomed SARS decision to provide more regular tax clearance
certificates, but felt that this might serve to prejudice small businesses that do
government work and are not paid within the 30-day period stipulated, and requested
National Treasury to give more attention to this matter.
8.19
The Committee feels that more attention needs to be given to the management of our
borders, especially Beitbridge. While welcoming the progress at Beitbridge and some
of the other borders, including the use of more scanners, the committee feels that
more needs to be done. The Committee agreed that it would engage further with
SARS about progress on the One-Stop-Border Posts (OSBP).
8.20
The Committee feels that given the effectiveness of SARS, it should do more to assist
other African countries. SARS pointed out that South Africa leads the African Tax
Administrators Forum (ATAF) and has been assisting many other countries on the
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continent. SARS played a role in the Southern Africa Customs Union (SACU), which
had a trade facilitation program encompassing information technology and the
building of capability amongst member states. SARS had established a customs
academy which provided for regional and continental training. SARS was training
detector dogs for Mauritius and Namibia, and Kenya also wanted similar assistance.
8.21
While recognising the challenges, the Committee feels that SARS needs to increase
its efforts to be more demographically representative. SARS explained that it had a
graduate scheme with about 300 people annually and some of these graduates were
placed within the organisation. The Committee believes that there is also a need for
better succession planning. The Committee will keenly monitor this.
8.22
The Committee feels that given the importance of SARS, it should not continue to
have an Acting Commissioner for much longer and government needs to decide on a
Commissioner reasonably soon. The Minister said that the government recognises this
and is attending to the matter.
8.23
The Committee commended SARS for constantly seeking to modernise its operations
and improve its functioning. Despite its challenges, the majority in the Committee feel
that SARS is performing very well and is deserving of the accolades it often receives
both domestically and internationally. The Economic Freedom Fighters (EFF)
disagrees with this view. The EFF believes that SARS should be raising much more
revenue and has failed to deal with “transfer pricing”, “tax base erosion” and “profit
shifting”.
8.24
The majority in the Committee feels that National Treasury, for all its challenges, is
performing well overall. Of course, it can and needs to be more effective, as the
Department itself acknowledges.
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9.
Committee needs to be more effective
9.1
The Standing Committee needs to be more effective in its oversight and other roles. It
needs to make more effective use of the newly established Parliamentary Budget
Office; secure appropriate research and other support staff; work more cooperatively
with the Appropriations and other relevant parliamentary committees;
9.2
The Committee will meet with all the entities that fall under National Treasury within
the next six weeks and thereafter develop a more structured programme.
9.3
The Committee believes that the form and formats of parliamentary reports need to be
reviewed and the Chairperson of the Committee will engage with the relevant
structures within Parliament on this.
The Standing Committee on Finance, having considered Budget Vote 10: National
Treasury recommends that the House supports Budget Vote 10: National Treasury.
The Democratic Alliance (DA) reserves its position on the Budget Vote.
The Economic Freedom Fighters (EFF) opposes National Treasury’s Budget Vote.
Report to be considered.
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MONDAY, 14 JULY 2014
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TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Justice and Correctional Services
(a) Consolidated Annual Report on the Intersectoral Implementation of the Criminal
Law (Sexual Offences and Related Matters) Amendment Act, 2007 (Act No 32 of
2007) for January 2012 - March 2013.
2.
The Minister of Public Enterprises
(a)
Report and Financial Statements of Transnet SOC Ltd (Volumes 1, 2 and 3) for
2013-2014, including the Report of the Independent Auditors on the Financial
Statements and Performance Information for 2013-2014.
COMMITTEE REPORTS
National Assembly
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3.
REPORT
OF
CORRECTIONAL
Page 354 of 376
THE
PORTFOLIO
SERVICES
ON
COMMITTEE
BUDGET
VOTE
ON
21:
JUSTICE
AND
CORRECTIONAL
SERVICES, DATED 11 JULY 2014
The Portfolio Committee on Justice and Correctional Services, having considered the
Department of Correctional Services’ 2014/15 budget (Vote 21), and annual performance
plan, reports as follows:
1.
INTRODUCTION
1.1
The former Minister of Correctional Services tabled the Department of Correctional
Services’s (DCS) 2014/15 Annual Performance Plan (APP) in March 2014. Following
the elections in May 2014, and after the President’s announcement of the Cabinet, the
2014/15 Estimates of National Expenditure (ENE), as well as departments’ strategic
and annual performance plans, had to be revived. The Appropriations Bill was revived
on 18 June 2014, and all strategic and annual performance plans were to be re-tabled
in Parliament by 27 June 2014.
1.2
Prior to the announcement of the Cabinet, the departments of Justice and
Constitutional Development, and Correctional Services reported to the Minister of
Justice and Constitutional Development, and the Minister of Correctional Services
respectively. The two ministries have since merged into the Ministry of Justice and
Correctional Services. The President has proclaimed that the two departments will
remain distinct, each with its own accounting officer, and each responsible for its own
expenditure.
1.3
It should be noted that being an election year, the processing of budget votes occurred
under unusual circumstances: newly-established committees comprise members of
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parliament who are new to the portfolios, and in many instances the consideration of
budgeting information occurred under severe time constraints.
1.4
In its consideration of the DCS’s 2014/15 budget and annual performance plan, the
Portfolio Committee on Justice and Correctional Services (the Committee) received a
political overview by the Minister of Justice and Correctional Services, input from the
Judicial Inspectorate for Correctional Services (JICS) as well as a briefing by the
DCS.
1.5
In previous years, stakeholders were invited to comment on the DCS’s budget and
strategic and annual performance plans. This year, however, time constraints made it
impossible for this to happen. The Committee intends, however, to interact with a
broad spectrum of stakeholders during upcoming orientation and strategic planning
sessions.
1.6
Having noted the financial challenges the JICS had experienced in previous years, it
was agreed that the Inspecting Judge would be invited to brief the Committee on
these, and other challenges. The interaction took place on 2 July 2014.
1.7
The DCS officials who appeared before the Committee included: Mr Z Modise
(Acting National Commissioner), Ms N Mareka (Acting Chief Financial Officer), Mr
T Raseroka (Acting Chief Deputy Commissioner: Strategic Management), and Mr T
Mokoena (Chief Deputy Commissioner: Human Resource Management).
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1.8
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The JICS officials who appeared before the Committee included: Mr M Masondo
(Acting Chief Executive Officer), Mr U Raga (National Manager: Legal Services) and
Mr C Mushwana (National Manager: Financial Management).
1.9
This report comprises a summary of sectoral and budget analyses provided in
preparation of the Committee’s consideration of the DCS’s budget and annual
performance plan;, a summary of key aspects of the DCS’ budget and strategic
objectives for each of its programmes, a brief overview of the challenges experienced
by the JICS, as well as the Committee’s observations and recommendation.
2.
CORRECTIONAL ENVIRONMENT: SECTORAL ANALYSIS
2.1
Fiscal environment
2.1.1 Although budget allocations had increased in previous years, the impact on service
delivery has been minimal. In response, Government intends to, over the medium
term and without compromising key social and economic programmes, contain
spending by creating social and economic assets through infrastructure development,
moderately increasing expenditure, and reducing public debt. In a fiscal climate of
this nature, government departments are expected to spend efficiently.
2.2
National Development Plan
2.2.1 The National Development Plan (NDP) was approved in 2012 and government
departments are expected to align their planning with the objectives contained it.
Paragraphs 2.2.2 to 2.2.5 below, highlight aspects of the NDP that are of particular
relevance to the DCS.
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2.2.2 The criminal justice system should be strengthened through the implementation of the
seven point plan for the review/revamp of the criminal justice system, which was
adopted in 2007. This would ensure greater alignment of cluster departments’ efforts
to ensure a safer South Africa.
2.2.3 Rehabilitation should be improved through offenders’ compulsory participation in
substance abuse programmes; improved education, skills development and training
programmes in correctional centres; and cooperation with, amongst others,
community organisations in the delivery of reintegration programmes.
2.2.4 The creation of an accountable, and responsive public service should be nonnegotiable, and the fight to eradicate corruption should be intensified. Efforts in this
regard should be accompanied by strengthening the protection available to
whistleblowers.
2.2.5 The DCS has aligned its objectives with the NDP addressing, in particular objectives
addressed in the chapters on the economy and employment (Chapter 3); education,
training and innovation (Chapter 9); health (Chapter 10); community safety (Chapter
12); and building the developmental state (Chapter 13).
2.3
State of the Nation Address
2.3.1 In June 2014 the President, in his State of the Nation Address (SONA), stated that
given the still unacceptably high level of serious and violent crimes, efforts to reduce
such crimes would continue.
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2.3.2 Acknowledging the negative impact that weaknesses in internal controls, supply chain
management and financial management have had on good governance, the President
committed to, over the next five years, continuing the focus on combating corruption.
3.
POLITICAL
OVERVIEW BY THE MINISTER OF JUSTICE
AND
CORRECTIONAL SERVICES
3.1
Ministry of Justice and Correctional Services
3.1.1 The newly-established Ministry of Justice and Correctional Services will be
responsible for both the departments of Justice and Constitutional Development, and
Correctional Services. Each department has its own deputy minister.
3.1.2. Processes were underway to ensure the two departments’ efficient and coordinated
delivery of services in their respective areas of responsibility. It is hoped that the
merger will result in an improvement in conviction rates and better management of
the inmate population. The Ministry is committed to strategies that will hasten
transformation, such as broad-based black economic empowerment, gender equity,
poverty-alleviation and job creation strategies.
3.1.3. The obligation to fight crime and corruption is a cluster-wide obligation and is key to
the commitment to keep all South Africans safe, which was outlined in the NDP.
3.2.
Department of Correctional Services
3.2.1. In relation to the DCS, focus will be on reducing overcrowding, ensuring that inmaterights were not violated, and improving access to medical care.
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3.2.2 Correctional service-programmes should focus on how offenders can give back to
their communities to compensate for the crimes they had committed. Programmes
should target the youth, who constitute the largest percentage of the inmate
population, and should be aimed at ensuring that all those exiting the correctional
system were able to become productive members of society again.
3.2.3 The DCS should also engage in activities that are preventative in nature, especially as
most offenders are under the age of 35. Schools should be targeted to raise awareness
about the impact of crime and imprisonment.
4.
OVERVIEW OF THE DCS’S KEY STRATEGIC FOCUS AREAS FOR THE
PERIOD 2014/15 TO 2015/16
4.1
The DCS’ strategic planning has, since 2005, been informed by the White Paper on
Corrections (“White Paper”). According to its 2012/13 to 2016/17 strategic plan the
DCS’ mission is to contribute to maintaining and protecting a just, peaceful and safe
society by enforcing court decisions and sentences in line with relevant legislation;
detaining all inmates in safe custody while ensuring their human dignity and
promoting their rehabilitation, sense of social responsibility; and promoting the
general development of all inmates, and those subject to community corrections.
4.2
The DCS has identified three strategic goals to pursue over the medium term. Firstly,
offenders should be held in safe, secure and humane custody, have correctional
sentence plans and have their literacy, education and training needs met. Secondly,
remand detainees are to be held in safe, secure and humane detention, have access to
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court processes, and have their family and social needs supported. Lastly, the DCS
should ensure that parolees, probationers and those under community supervision are
rehabilitated, monitored and reintegrated.
5.
OVERVIEW OF THE DCS’S 2014/15 BUDGET
5.1
In 2014/15 the Justice, Crime Prevention and Security (JCPS) cluster will receive
approximately R 148 960 billion i.e. 23.,4 per cent of the national budget. Despite
having been reduced by about 0.,6 per cent, the cluster’s budget has remained stable.
5.2
The DCS will receive approximately R19 721,1 billion i.e 13.2 per cent of the
cluster’s, and 3,1 per cent of the national budget. The budget shows a 5.19 per cent
increase in comparison to what was received in 2013/14.
5.3
According to the ENE the DCS’ budget will increase to R22.,1 billion by 2016/17.
The bulk of the allocation will be spent on compensation of employees, which is
expected to increase by 6.8 per cent annually over the medium term, and on
infrastructure development.
5.4
The DCS budget is allocated across its five programmes i.e. administration,
incarceration, rehabilitation, care, and social reintegration. Receiving 18 per cent and
62 per cent respectively, the Administration and Incarceration programmes receive
the largest share of the 2014/15 allocation. As in previous years, the Rehabilitation
and Social Reintegration programmes will receive the smallest allocations - jointly
only 10.4 per cent of the total budget.
6.
OVERVIEW OF ALLOCATIONS ACROSS PROGRAMMES
6.1
Administration
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6.1.1 The Administration programme provides for administrative, management, financial,
information, communication and technology, research, policy co-ordination and good
governance support functions. These functions underpin the DCS’s service delivery.
6.1.2 At R3,6 billion, this programme receives the second largest allocation. The bulk of the
allocation will be spent on compensation of employees, goods and services,
professionalising the department, and capacitating the Corporate Services, and
Management sub-programmes.
6.1.3 Functions related to the payment of accommodation charges for correctional centres
and community corrections offices, provision of nutritional services to inmates, and
electronic monitoring have been decentralised, and incorporated in the Incarceration,
Care, and Social Reintegration sub-programmes. This has resulted in a 2.73 per cent
decrease in the overall allocation to the programme.
6.1.4 According to its APP the DCS intends to fill 98 per cent of its vacancies, train 16 500
officials in line with the Workplace Skills Plan, achieve a clean audit outcome, and
reduce matters of emphasis identified by the Auditor General.
6.2
Incarceration
6.2.1 The Incarceration programme provides for services and well-maintained physical
infrastructure that support safe and secure conditions of detention consistent with
protecting the human dignity of inmates, personnel and the public. It also provides for
profiling and compilation of correctional sentence plans, administration and other
interventions. The programme comprises four sub-programmes: Remand Detention,
Offender Management, Security Operations and Facilities.
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6.2.2 At R12,3 billion, the programme receives the largest allocation, reflecting a 6,7 per
cent increase on the 2013/14 allocation. The Security Operations sub-programme will
receive 50 per cent per cent of the programme’s allocation. Only 6 per cent per cent of
the programme’s allocation will be spent on the Remand Detention sub-programme.
6.2.3 According to the APP, the DCS intends to keep the percentage of inmates assaulted in
its centres to 4.1 per cent or lower; the number of unnatural deaths to 0,035 per cent
or lower; and the number of escapes to 0,026 per cent. The DCS intends to increase
the number of bedspaces in centres by 480, and hopes to continue to reduce
overcrowding by a further 29 per cent..
6.3
Rehabilitation
6.3.1 The Rehabilitation programme provides needs-based programmes and interventions
to facilitate rehabilitation and enable social-reintegration. The programme comprises
the Offender Development, Psychological, Social and Spiritual Services and the
Corrections sub-programmes.
6.3.2 Although the programme’s allocation has increased by 8.21 per cent, it once again
receives the second lowest percentage of the budget. The Offender Development subprogramme again receives the largest share (R739 million) of the overall allocation to
the programme.
6.3.3 Spending on this programme is projected to increase to R1.3 billion by 2016/17. This
will make it possible to increase participation in education and training programmes
from 6 863 inmates in 2014/15 to 8 306 inmates in 2016/17.
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6.3.4 According to the APP, the DCS intends to increase participation in Adult Education
and Training, in Further Education and Training mainstream, and in Further
Education and Training college programmes to 80 per cent. The DCS also intends to
increase the percentage of offenders participating in skills training programmes to 80
per cent.
6.4
Care
6.4.1 The Care programme provides for needs-based programmes and services aimed at
maintaining the personal well-being of incarcerated offenders by facilitating physical
fitness, social-functioning and health care, thereby ensuring their spiritual, moral and
psychological wellbeing. The programme comprises three sub-programmes:
Nutrition, Health and Hygienic Services.
6.4.2 The programme will receive just over R1.7 billion of the DCS’s total allocation. At 62
per cent, and 37 per cent respectively, the bulk of the allocation will be spent on
Goods and Services, and Compensation of Employees. The Nutrition Services subprogramme will receive the largest share of the programme’s allocation.
6.4.3 Key targets for the 2014/15 financial year include increasing the number of inmates to
be tested for HIV to 70 per cent; increasing the percentage of inmates on antiretroviral therapy to 95 per cent; increasing the tuberculosis cure rate to 80 per cent;
and increasing the number of management areas with contracted health care waste
services by six.
6.5
Social Reintegration
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6.5.1 The Social Reintegration programme provides for programmes preparing inmates for
release, effective supervision of those on parole, and reintegration. It comprises four
sub-programmes: Parole Administration, Supervision, Community Reintegration and
Office Accommodation. The programme will receive R886 million, only 4.5 per cent
of the overall DCS allocation. More than 80% of this allocation will be spent on the
compensation of employees.
6.5.2 The spending on this programme is expected to increase to R996 million over the
medium term, owing in large to the rollout of electronic monitoring of parolees and
probationers.
6.5.3 In 2014/15 the DCS intends to reintegrate 80 parolees through halfway house
partnerships; involve 2 000 victims and 23 921 offenders in restorative justice
programmes; and increase the number of parolees and probationers who comply with
their parole and probation conditions to 80 per cent.
7.
JUDICIAL INSPECTORATE FOR CORRECTIONAL SERVICES
7.1
Establishment and mandate
7.1.1 The JICS is an independent office under the control of the Inspecting Judge. It is
charged with facilitating the inspection of correctional centres in order that the
inspecting Judge may report on the treatment of inmates, and conditions of
incarceration.
7.2
Strategic Objectives
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7.2.1 The JICS is charged with, amongst others, maintaining and independent complaints
system, conducting inspections of correctional and remand facilities, and preventing
human rights violations through mandatory reporting on the use of mechanical
restraints, segregation, use of force and deaths.
7.3
Budget
7.3.1 Although independent, the JICS is entirely reliant on the DCS for its finances and
administrative needs. It receives its budget through a transfer from the DCS. The JICS
is not provided with an opportunity to present the DCS with a budget proposal prior to
the allocation being made.
7.3.2 In 2014/15 the JICS will receive R44.6 million, which it argues is insufficient. In
order to implement the organisational structure which was approved in November
2011, the JICS will require an additional R16 million for the filling vacancies and to
ensure that the costs associated with the establishment of regional offices is provided
for.
8.
COMMITTEE OBSERVATIONS
8.1
Administration
8.1.1 The Committee notes the core values that the DCS has identified to drive the work of
its officials: security, development, integrity, effectiveness, equity, accountability and
justice. The Committee welcomes the DCS’ objectives that centre on creating a
correctional environment in which inmates are treated humanely; and in which
officials are able to realise their potential and are accountable for their actions. There
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are concerns however that leadership instability may undermine efforts to instil the
above-mentioned values. At the time of reporting, a key deputy director general -, the
chief financial officer-, and the national commissioner.- posts were vacant. Both the
Chief Deputy Commissioner: Strategic Management-, and Chief Financial Officerposts have been vacant for over 18 months.
8.1.2 The DCS aims to fill 98 per cent per cent of all its funded posts in 2014/15, and to
maintain, and intends to maintain thisat level until 2018/19. Although the Committee
is informed that the DCS is among the three best performing departments in this
regard, it is of the view that vacancies are neither compatible with job creation nor
desirable for service delivery. The Committee understands that, as the DCS absorbs
all learners who have succesfully completed their learnerships, there are no vacancies
at entry level. Most of its recruitment challenges related to filling posts for artisans,
nurses and psychiatrists. This situation was exacerbated by the occupational specific
dispensation (OSD) which has made it even more difficult to attract and retain
professional skills. The Committee is aware that the DCS is not the only department
that experiences problems with the OSD and urges that a solution is sought urgently.
8.1.3 The DCS has reportedly developed and is implementing an anti-corruption strategy
which focusses on prevention, investigation and appropriate sanctioning. The
Committee is concerned that despite claims that the DCS is taking steps to deal with
officials found to be involved in corrupt activities, progress in this regard was still far
too slow: in the 2013/14 financial year only 103 officials were dismissed following
such charges. The types of breaches that were reported, suggest that a large number of
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officials across correctional centres collude with inmates and others, especially in
relation to contraband smuggled into centres.
8.1.4 Proper risk assessment processes revolve around the strength of an organisation’s
internal audit capacity and its audit committee. The Committee notes with concern
that as per the Portfolio Committee on Correctional Services’s March 2014 Handover
Report, the DCS still relies almost entirely on consultant-services for its internal audit
activities. Although there had been a gap in its risk management in the past, the
Committee is informed that the DCS has, with the assistance of its audit committee,
begun to address this.
8.1.5 A fully-functional IT environment is vital to the efficient functioning of any
organisation, particularly one as vast as the DCS. Although the DCS aims to provide
reliable, integrated and secure ICT infrastructure through its Management subprogramme, progress in this regard is very slow. ICT infrastructure plays a critical
role as far as efficient management, and slow implementation is likely to result in
slow service delivery.
8.1.6 The DCS intends to have developed and fully-implemented an integrated physical
security system by 2018/19. Given the serious breaches in security that have occurred
in recent years, and given the serious challenges the DCS is experiencing as far as
access control, assaults and deaths in correctional centres the timeframes reported
ought to be reconsidered, and brought forward.
8.2
Incarceration
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8.2.1. Concerns were raised that despite the policy having been approved in March 2014, the
DCS only intends to fully implement the White Paper on Remand Detention by
2018/19. The DCS’s explanation that the work referred to in its planning documents
relates to the development of procedure manuals that will clarify the finer detail of
how the policy should be implemented was noted but concerns about the slow
implementation of a policy that is key to the management of overcrowding, remain.
8.2.2 The DCS intends to build 18 new facilities with the funds that would have been spent
on procuring the five public-private partnership-funded centres which were cancelled
in 2010. Given the DCS and DPW’s poor management of infrastructure projects in the
past, the Committee is legitimately concerned about how these 18 projects will be
managed so as to ensure that the facilities built meet the DCS’s requirements and
industry standards, and are delivered on schedule. Feasibility studies are still to be
conducted. Such processes are often protracted, and slow down implementation. In
the DCS’s case, the delays in the implementation of the decision to build centres will
mean that inmates who are accommodated in some of the more dilapidated, and
overcrowded centres will continue to live in inhumane conditions that are not
conducive to rehabilitation.
8.3
Rehabilitation
8.3.1 As the DCS is mandated to ensure that offending behaviour is addressed to prevent
ex-offenders and parolees from returning to crime, the failure to measure the rate of
recidivism is noted with concern.
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8.3.2 The increase to the programme’s budget and the intention to enrol more inmates in
education, training and skills development programmes are welcomed. Still, the
Committee is concerned that the DCS’s inability to attract and retain social workers,
teachers and artisans will have an adverse effect on its ability to meet its goals with
regard to rehabilitation.
8.3.3 The programme, despite its centrality to the DCS’s responsibility to address offending
behaviour, still receives a far too small percentage of the overall allocation. This
remains of major concern.
8.4
Care
8.4.1 The Committee noted that targets under the Health Services sub-programme focus on
the prevention and treatment of HIV-infection and related conditions. The Committee
acknowledges that this is crucial given current conditions of incarceration. However,
the Committee warns against a single-minded focus on a single health-related
concern, which may result in inmates suffering from more prevalent conditions, such
as diabetes, not receiving the health care services they require.
8.5
Social Reintegration
8.5.1 The services rendered under the Incarceration, Rehabilitation and Reintegration
programmes are key to the DCS’s service delivery, yet the Rehabilitation and
Reintegration programmes remain under-funded. The DCS’ success in the
rehabilitation and reintegration of ex-offenders can only be measured by determining
the rate and circumstances of recidivism. The continued failure to measure
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performance in this regard, made it virtually impossible to measure the true impact of
its rehabilitation and reintegration activities.
8.5.2 The Committee is of the view that the DCS should supplement the resources available
to it by doing much more to partner with non-governmental and especially faith-based
organisations to better assist parolees, probationers and ex-offenders to reintegrate
into society. Projects, such as the halfway house initiative that relies on such
partnerships should be increased: these play a vital role to assist to reintegarate those
who lack support systems into whose care they could be released.
8.5.3 The DCS’s commitment to victim-offender dialogues is noted but there are concerns
about the feasibility of limiting restorative justice efforts to such activities. The DCS
should continue with its efforts to, with the Department of Justice and Constititional
Development, increase victim participation in parole hearings.
8.5.4 The Committee acknowledges that some of its correctional centres have already been
classified as centres of excellence. These centres typically offer better education and skills
programmes than those available at ‘ordinary’ correctional centres. The Committee
supports previous calls that the concept be expanded and rolled out to as many centres as
possible. Development programmes should provide inmates with the types of skills that
are needed in the economy and in their communities. South Africa has a shortage of
artisans. Centres of excellence could, therefore, focus on equipping inmates with artisanal
skills such as carpentry and plumbing. Programmes should ideally be accredited to
improve ex-offenders’ chances of being employed and/or of becoming self-employed.
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8.5.5 The Committee supports the expansion of the plough-back initiative to a fully-fledged
strategy, linked to post-release activities that will see ex-offenders and parolees becoming
involved in activities aimed at rebuilding society’s trust in them. In rural areas, especially
unused state-owned agricultural land as well as agricultural machinery and equipment
could be utilised to set-up co-operatives that could provide fresh produce to schools,
hospitals, old age homes, and places of safety. In more urbanised areas unused and
dilapidated state-owned properties could be renovated and transformed into workshops.
8.6
Judicial Inspectorate for Correctional Services
8.6.1 The Committee has noted the challenges highlighted in the Portfolio Committee on
Correctional Services’s March 2014 Strengthening of the Judicial Inspectorate for
Correctional Services report, most notably those related to its finances and
independence.
8.6.2 Unfortunately, the Committee’s interaction with the JICS’s senior management
provided little clarity on how it manages its finances at present. Little information was
provided with regard to whether, should it receive its own budget, the JICS has the
resources and expertise required to manage the budget, and the accounting outlined in
the Public Finance Management Act.
9.
RECOMMENDATION
9.1
Having considered the DCS’s 2014/15 budget and annual performance plan, the
Committee shares previously-reported concerns that despite the rehabilitation and
social reintegration objectives contained in the White Paper on Corrections, and
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echoed in the DCS’ core mandate, programmes aimed at addressing offending
behaviour and promoting reintegration, remain under-funded.
9.2
The Committee agrees that unless the DCS or the JCPS cluster develops a means
whereby the rate of recidivism can be measured, it will be impossible to evaluate the
impact of the DCS’ Reintegration, and Rehabilitation programmes.
9.3
The Committee believes that the recruitment and retention-challenges, the leadership
instability, and the weaknesses in the DCS’s organisational culture demand that a
turnaround strategy be developed as a matter of urgency.
9.4
Given the high incidence of assault, abuse and smuggling the DCS must, as a matter
of urgency, take a decision with regard to the use of cellphone signal-jamming
technology, and other technology such as closed circuit television cameras to improve
security, and monitor activities within correctional centres. The installation of a fully
functional access control system, across all centres, has, in the Committee’s view, also
become non-negotiable.
9.5
Fully-functional and reliable ICT infrastructure is vital to efficient administration and
especially financial management and internal control. The DCS should consider
adequately funding projects that could fast-track the development of such
infrastructure.
9.6
The above-mentioned concerns notwithstanding, the Committee recommends that the
DCS’ 2014/15 budget be approved.
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9.
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APPRECIATION
The Committee wishes to thank all who have contributed during its consideration of
the DCS’s 2014/15 budget and annual performance plan. It looks forward to forging
constructive working relationships with all roleplayers and stakeholders relevant to
the correctional environment.
Report to be considered.
TUESDAY, 15 JULY 2014
ANNOUNCEMENTS
National Assembly
The Speaker
1.
Proposed technical corrections to Appropriation Bill [B4-2014]
(1)
A letter dated 30 June 2014 has been received from the Minister of Finance,
submitting proposed technical corrections to the Appropriation Bill [B4-2014]
in terms of section 14 of the Money Bills Amendment Procedure and Related
Matters Act, 2009 (No 9 of 2009) and a copy of the proclamation amending
Schedule 1 to the Public Service Act, 1994:
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TABLINGS
National Assembly and National Council of Provinces
1.
The Minister of Finance
(a)
Annual Performance Plan of the Accounting Standards Board for 2014-15.
(b)
Annual Performance Plan of the Cooperative Banks Development Agency for
2014/15.
(c)
Annual Performance Plan of the office of the Ombud for Financial Services
Providers for 2014-15.
COMMITTEE REPORTS
National Assembly
1. Report of the Standing Committee on Finance on the Financial Management of
Parliament Amendment Bill [B1B – 2014] (National Assembly- section 76), dated
15 July 2014
The Standing Committee on Finance, having considered and examined the Financial
Management of Parliament Amendment Bill [B1B – 2014] (National Assembly-
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section 76), referred to it, and classified by the JTM as a Section 76 Bill, reports that it
has agreed to the Bill.
The Committee further reports that the Democratic Alliance (DA) reserves its position
on the amendment.
Report to be considered
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3. Report of the Portfolio Committee on Agriculture, Forestry and Fisheries on the
request to nominate candidates for appointment to the Board of the Land Bank, dated
11 July 2014:
The Portfolio Committee on Agriculture, Forestry and Fisheries, having considered the
request by the Minister of Finance to the National Assembly to nominate suitable candidates
for appointment to the board of Land Bank, referred to it for consideration on 23 June 2014
(see ATC, 23 June 2014), reports as follows:
After having deliberated on the list of nominees on 8 July 2014, the Committee recommends,
in accordance with Section 4(2) of the Land and Agricultural Development Bank Act, (Act No
15 of 2002), to the Minister of Finance to select a suitable candidate from the list for
appointment to the Board of the Land Bank:
1. Prof Gilingwe Mayende
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2. Ms Gwendolyn Mahuma
3. Mr Sebina Hlapolosa
4. Ms Ntombikayise Twala
5. Mr Raymond Ngqeleni
6. Ms Fezeka Maqwati
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