Department of Water and Sanitation SIU and Internal Disciplinary Cases; with Ministry

Video The Portfolio Committee received briefings from the Department of Water and Sanitation (DWS) on the progress of internal disciplinary cases, and from the Special Investigating Unit (SIU) on its investigations in the water sector. The Minister highlighted the Department’s ongoing efforts to address governance challenges, emphasising a zero-tolerance approach to fraud and corruption, and noting progress in implementing consequence management measures, including dismissals and referrals for criminal prosecution. The DWS’s presentation covered the status of disciplinary cases from 2019 to 2025, including the number of cases, the nature of misconduct, progress in finalising backlogs, and measures implemented to strengthen consequence management. It highlighted that cases often involved multiple charges per official, with key areas of misconduct including supply chain management irregularities, officials doing business with the state, and irregular, fruitless and wasteful expenditure. It reported that no cases were dormant, although delays persisted due to procedural challenges, and indicated that external presiding officers had been appointed to improve efficiency and fairness in disciplinary processes. The SIU presented on investigations authorised through 16 Presidential Proclamations in the water sector, outlining progress, outcomes, and systemic challenges identified. It reported that nine investigations had been finalised, while seven remained ongoing, with outcomes including disciplinary referrals, civil recovery processes, and referrals for criminal prosecution. Its presentation covered key areas such as procurement irregularities, contract mismanagement, overpricing, and conflicts of interest. It also highlighted systemic weaknesses, including poor internal controls, weak oversight, and inadequate consequence management, and noted that approximately 40% of cases originated from public allegations. Members raised serious concerns regarding the effectiveness of consequence management and the slow pace in finalising disciplinary and investigative cases, noting a backlog of approximately 63 cases across financial and non-financial matters. Questions were raised about the cost of handling these cases, the management of officials implicated in multiple investigations, and whether there was a clear strategy to address delays. Members also sought clarity on specific cases, including the status of dismissed officials challenging outcomes, ongoing investigations where information could not yet be disclosed, and progress on contractor blacklisting and the recovery of funds, including a court-ordered amount of R413.1 million. The Committee expressed concern that individuals implicated in misconduct were able to resign before processes were concluded, potentially avoiding accountability. Members highlighted weaknesses in procurement controls, contract management, and enforcement of disciplinary measures, with concerns that serious financial misconduct did not consistently result in appropriate sanctions. Attention was also drawn to the large number of cases referred for prosecution, estimated at 350, with uncertainty regarding progress within the justice system. Members emphasised the need for improved coordination across the full accountability value chain, including disciplinary processes, civil recovery, and criminal prosecution. Proposals were made for a dedicated workshop to further interrogate consequence management and referral processes, with suggestions that it include relevant oversight and justice sector institutions. Additional concerns included the need for improved tracking of referrals, implementation of lifestyle audits, and consideration of specialised mechanisms to strengthen accountability and ensure that cases were concluded effectively.