ATC111108: Report Oversight Visit to the Northern Cape and Free State

Communications and Digital Technologies

Report of the Portfolio Committee on Communications on the oversight visit to the Northern Cape and Free State, dated 8 November 2011

 

The Portfolio Committee on Communications, having undertaken an oversight visit to the Northern Cape and Free State from 26 June to 1 July 2011, reports as follows:

 

1.       Background

 

In 2009, the President assented to the Money Bills Amendment Procedure and Related Matters Bill. The Money Bills Amendment Procedure and Related Matters Act (No. 9 of 2009) came into effect on 16 April 2009. The Act aims to provide for a procedure to amend money Bills before Parliament and related matters. In broad terms, the Act provides the procedure for Parliament to amend the budget, which includes the annual Division of Revenue Bill (although the bill is not classified as a money bill in terms of the Constitution), the Annual Appropriation Bill and Adjustments Appropriation Bill. Provision is also made for the procedure to amend other money Bills.

 

In light of the need to speed up progress on South Africa’s developmental challenges, government is shifting to target outcomes. To improve service delivery and increase accountability, the Presidency announced the adoption of 12 measurable outcomes, which will become the focus of policy and implementation. These objectives, with associated and defined targets should be reached by 2014, of which Outcome 6, 12, speaks directly to the Department of Communication’s targets and GCIS respectively.

 

1.1   The role and the mandate of the Committee

 

The Committee is tasked with the following:

·         Consideration of legislation referred to it.

·         Initiation and amendment of legislation.

·         Exercising oversight over the Department of Communications (DoC) Government Communications and Information System (GCIS), its entities and implementing agents.

·         Consideration of International Agreements referred to it.

·         Consideration of the budget vote and annual reports of the DoC, Government Communication and Information Systems (GCIS), its entities and implementing agents.

·         Facilitating public participation in its processes.

·         Facilitating appointments to statutory bodies (Independent Communications Authority of South Africa (ICASA), Media Development and Diversity Agency (MDDA), and the South African Broadcasting Corporation (SABC).

·         Consideration of all matters referred to it in terms of legislation, the Rules of Parliament or resolutions of the House.

·         Undertaking oversight visits to provinces.

·         Learning from international best practice.

·         Participating in international programmes or activities.

 

1.2 Introduction

The President, in his 2011 State-of-the-Nation Address (SONA), reminded Parliament of its role of holding the Executive accountable and of performing an oversight role that ensures service delivery benefits to all people, especially those without basic services. In heeding the President’s call and Parliament’s legislative and constitutional mandate, the Portfolio Committee on Communications undertook an oversight visit to two provinces, namely the Northern Cape and Free State, with an intention of overseeing the provision of services (including projects) by the DoC and GCIS and their entities.

 

The oversight visit included regional offices of the SABC, ICASA, Sentech and projects of the MDDA, and the Universal Service Access Agency of South Africa (USAASA). Visits to the South African Post Office were also included as well as the convening of stakeholder meetings representing both print and electronic media (commercial, public and community).

 

1.3 Objective

 

The objective of the oversight visit served as the measurement indicator against the service delivery commitment by the Executive. The theme of the oversight was "Touch, Feel and See how technology contributes to better the lives for all”. The areas of focus were as follows:

 

(a)     The progress made in the progressive realization of rights as contained in section 16(1)(a) and (b) of the Constitution;

·         Freedom of the media;

·         Freedom to receive or impart information or ideas.

 

(b)     Efficiency of the regulator (ICASA) in licensing community media, and monitoring compliance of licensees with licence conditions, as well as other challenges that the regulator faces, especially in this sphere of broadcasting.

 

(c)     The role played by Sentech in signal distribution for broadcasting and challenges they are facing in providing services to these provinces.

 

2. Day 1 (26 June 2011)

2.1 Northern Cape

2.1.1 Stakeholder meeting

The purpose of the stakeholder meeting was to receive a briefing from state-owned companies (SOCs) and different organisations who are beneficiaries to laws and policies within the Committee’s portfolio. This also became a platform for these provincial and local organisations to inform the Committee about their projects in the province.

 

2.1.2 Delegation

2.1.2.1 Members

The delegation of the Committee consisted of Mr SE Kholwane, (Chairperson and leader of the delegation (ANC)), Ms ST Ndabeni (ANC), Mr D Kekana (ANC), and Ms F Muthambi (ANC).

 

2.1.2.2 Support Staff

Mr TK Ngoma (Committee Secretary), Ms A Kakaza (Committee Secretary), Mr S Nene (Committee Researcher), Mr S Mthonjeni (Committee Assistant) and Ms Luthando Namzi (Media Officer).

 

2.1.2.3 Organisations

The organizations comprised the South African Post Office (SAPO) and a host, DoC, SABC, MDDA, USAASA, National Community Radio Forum (NCRF), ICASA, community radio stations (Riverside, Teenemag and Radio Nfm 98 – Namaqualand Radio).

 

2.1.3 Deliberations

2.1.3.1 State-owned companies (SOCs)

The SOCs gave an overview on what projects and programmes they are busy with in the province.

 

2.1.3.2 South African Post Office (SAPO)

SAPO highlighted its commitment to continue to deliver on its mandate.

 

2.1.3.3 Independent Communications Authority of South Africa (ICASA)

ICASA highlighted the following:

·         Workload against available staff members, eg 9 officers to monitor compliance and enforcement in relation to 2 000 operators;

·         The challenge of frequency management for community radio stations;

·         The impact of the Square Kilometre Array (SKA) project against universal service and accesss to increase coverage, and a plan to mitigate for such eventuality.

 

2.1.3.4 South African Broadcasting Corporation (SABC)

The SABC highlighted the following:

·         The Northern Cape is predominantly Afrikaans speaking, at around 68%.

·         There was no resident SABC radio station in the province and the SABC had a staff shortage.

·         The SABC was in the process of conducting field trips to identify the footprint signals gaps, including the challenges faced by self-help sites.

·         Four low-powered transmitters were recently switched on, and the process of embarking on field trips to identify areas without SABC coverage was  ongoing.

 

2.1.3.5 Universal Service Access Agency of South Africa (USAASA)

USAASA highlighted the following:

·         Only 25 schools had cyberlabs.

·         The initial target was nine telecentres, but this was reduced to five.

 

2.1.4 Stakeholders

2.1.4.1 Radio Nfm – Namaqualand Radio

Namaqualand Radio highlighted the following:

·         The radio station has a footprint in two provinces, ie part of the Western Cape and the Northern Cape. The listenership was around 38 000. There is also a spillage of the signal to Namibia.

·         The radio station had no sustainable source of income and mainly relied on pledges.

·         The uneven spread for government adverts is a matter of concern for the station.

·         Signal distribution fees were too high and therefore unaffordable.

 

2.4.1.2 Recommendation

The Committee resolved that the radio station would be prioritised for an oversight visit.

 

2.4.1.3 National Community Radio Forum (NCRF)

The NCRF highlighted the following:

·         The main concern was the looming threat by Sentech to close down all community radio stations owing tariff fees, which would amount to closing down the voice of the people, as well as Telkom who wanted to remove an antenna of Teenemag Radio Station mounted on the Telkom  building in Kimberley.

·         It was alleged that there were shady deals between the officials of the DoC and Sound Fusion, a company that was awarded a tender to provide equipment to community radio stations but had never done so.

 

2.4.1.4 Recommendations

a)       The Department of Communications should investigate the allegations of shady deals between Sound Fusion and officials involved in the tender process, and the deliver record of the said company since was contracted by DoC.

b)       The MDDA should embark on a fact-finding mission in relation to the alleged removal of the antenna (mounted on Telkom building) by Telkom.

 

3. Day 2 (27 June 2011)

3.1 Riverside Community Radio

3.1.1 Introduction

The Committee delegation was welcomed by the Station Manager, Mr Thabang Pusoyabone, and members of the executive committee.

 

Radio Riverside is a community radio station broadcasting in a radius of about 70km to towns in and around Upington daily.  It was launched in 1999 and started broadcasting from 06:00 to 18:00 but is now on air 24 hours a day and has been operating from the same studio since then. It broadcasts in Afrikaans, English, IsiXhosa and Setswana.  The station has a daily listenership of 59 000 and is based at the local fire station on the outskirts of the town. The station has 41 staff members and 15 board members, who are elected by the community through community organisations. The  community leaders account to the community members through The Lion’s Den Programme.

 

Radio Riverside’s studios (on-air and small production) were funded by the Open Society Foundation.  The studios are now more than 10 years old and most parts have reached the end of their serviceable life. The station has two well-experienced technicians who ensure the sustainability of the equipment.  The station is funded by the  Swedish International Development Co-operation Agency (SIDA), the Northern Cape Department of Arts and Culture and the Aids Foundation South Africa (AFSA).  It also has a good working relationship with the MDDA and ICASA. 

 

Sixty per cent of the station’s income comes from government support, 20% from business support and 20% from grants.  The station has a  40% music component and a 60% talk component and content is provided mostly during the day.  The news is 70% local, 20% national and 10 %international.  The station’s aerial is mounted on the South African National Defence Force (SANDF) tower.

 

3.1.2 Social programme

Radio Riverside has an agreement with Upington College to provide bursaries to 15 deserving youths to continue their studies in marketing management and financial management courses.  The bursary only covers tuition and the neediest students are assisted with books and transport by the station.  The project started in 2001 and more than 100 youths have already benefited from the project. 

 

3.1.3 Challenges

The following challenges were outlined:

·         The studio was more than 10 years old and much of the equipment could no longer be serviced.

·         The turnaround time by the DoC to finalise funding for the studio was three years.

·         The cost of signal distribution by Sentech was high and as a result the station distributed its own signal which had its own limitations. The immediate impact was that they could not cover the entire region.

·         The station was a training ground for well established broadcasters, as a result it's struggling keep talent.

 

3.2 Papalello Satellite Post Office

3.2.1 Introduction

The Committee and the delegation were welcomed by Mr Itumelang Tulelo, Branch Manager of the Palalello Satellite Post Office. The satellite post office was servicing a population of about 14 500 in total and about 100 people per day. It was staffed only by the branch manager and a teller. The process to upgrade it into a fully fledged office was underway. The satellite office provided, amongst others, the following services:

 

·         Postbank;

·         Payment of accounts;

·         Service transactions;

·         Lotto;

·         Courier services; and

·         Faxing.

 

3.2.2 Observation

The Committee observed that the satellite post office was not complying with the service standard of the seven-minute waiting period in a queue to get served, and recommends that the upgrading process should be sped up.

 

3.3 Sentech – Northern Cape Transmission Control Centre (TCC)

3.3.1 Introduction

The Committee and the delegation were welcomed by Mr Naas Brytenbach, TCC Manager for the Northern Cape.

 

Sentech is a schedule 3B state-owned enterprise. Its business operations were based on three pillars:

·         broadcasting;

·         wireless broadband; and

·         content management and distribution. 

 

The flagship projects include:

·         Digital Terrestrial Television (DTT); and

·         National Wireless Broadband Network (NWBN). 

 

The Regional Transmission Control Centre was a vehicle for effective implementation of the above flagship projects, optimising business operations and ensuring excellence in customer service.  The TCC had 21 transmitter sites that provided radio and television services, equipment maintenance, customer services and expansion plans. 

 

3.3.2 Square Kilometre Array (SKA) Project

The Karoo Core Astronomy Advantage Area (Karoo Core AAA) was declared a protected area in August 2010.  The centre of this area, the Karoo Core Centre (KCC), would be used as the reference point for radio frequency interference (RFI) assessments.

 

The Karoo Central AAA1 is applicable to broadcasting and would consist of the area outside the Karoo Central AAA1 up to the borders of the Northern Cape province, excluding the Sol Plaatjie Municipality. Regulations would be promulgated after the declaration of the respective Karoo AAAs.

 

The SKA stations in and around the Karoo Core AAA in the Karoo Central AAA1 would experience common radio frequency interference that could not be mitigated and would substantially reduce the spectrum that could be used for radio astronomy observation.  It was consequently necessary to place restrictions on the permissible power levels, the radiation characteristics and the spectrum that could be used for broadcasting.

 

The following areas would be affected by the switching off of the transmitter: Karnalban, Carnovn, Locksteen and Brandvlei. However, a low-power transmitter would be provided for Carnovn.

 

3.3.3 Restrictions and conditions

The following restrictions will be applied to transmission stations located within the Karoo Central Astronomy Advantage Area:

• The radiated power level (ERP) in any direction must not exceed 60 dBm (1 kW);
• The radiation must be directional and must not point in the direction of the KCC; and
• The radio frequency interference from the residual radiation in the direction of the KCC must not exceed the applicable protection level according to the South African Radio Astronomy Standards (SARAS).

 

For transmissions from stations located in the Karoo Co-ordinated Astronomy Advantage Area 1, the following conditions apply:

• The horizontal radiation pattern beam width may not cross the borders of the Karoo Central AAA.
• The radio frequency interference from the residual radiation in the direction of the KCC must not exceed the applicable protection level according to SARAS.

 

3.3.4 Compliance

Sentech completed the following work in compliance with the restrictions and conditions supportive of the South African SKA bid:

 

a)       Proposed and agreed with ICASA and the SABC on FM radio frequencies to allow migration of existing transmissions to frequencies below 100 MHz. FM transmission at Carnarvon high-power station would remain but would be migrated to below 100 MHz;

b)       Proposed low-power solutions at Carnarvon and Vosburg to allow switch-off of analogue television at Carnarvon high-power station;

c)       Agreed to the removal of all high-power theoretical assignments in the terrestrial broadcasting frequency plan for the SKA region;

d)       Developed DTT solutions that complied with the draft SKA regulations;

e)       No solution has been proposed for the high-power analogue television transmissions, as it was expected that analogue transmission will be switched off before SKA restrictions needed to be complied with; and

f)         A combination of DTH and additional SKA compliant low-power solutions may be proposed to reduce the total number of the population affected by the SKA restrictions.

 

4. Day 3 (28 June 2011)

Mr KM Zondi (IFP) joined the committee delegation.

 

4.1 Motsosadikgang News

4.1.1 Introduction

The Committee and the accompanying delegation were welcomed by Mr Raymond Witkooi, editor and publisher of Motsosadikgang community newspaper.  

 

The monthly newspaper was established in 2007 and received a grant from the Media Development and Diversity Agency in 2010. It promoted communication between government, business and the community.  It printed stories relating to the community and distributed 30 000 copies monthly.

 

 Motsosadikgang News was distributed free of charge as per the MDDA agreement, but there were plans to commercialise the newspaper.

 

4.1.2 Challenges

According to Mr Witkooi, the relationship with the Pokwane Municipality was good until a publication about alleged corruption emanating from Auditor-General’s report for 2009-10 was published. To this end, the municipality does not place adverts. It was also alleged that the municipality funded the establishment of another newspaper as a competitor to Motsosadikgang News.

 

4.1.3 Recommendations

The Committee recommends that:

the MDDA should facilitate discussions between the Motsosadikgang News and the municipality to deal with the relationship matter and report to Parliament by the end of November 2011.

 

4.2 Xun and Khwe (X-K)  FM

 

4.2.1 Introduction

The Committee and the delegation were welcomed by Ms Regina Beregho, Station Manager of XK-FM. X-K FM strove to develop, uplift and preserve the language, culture, traditions and religions of Xun and Khwe-speaking communities.  The broadcast area was 30km in radius around Platfontein, which is approximately 15km from Kimberley.   X-K FM targeted the San people of Platfontein, a community that consisted of the! Xun, who made up 64% of listeners, and the Khwe. This community radio station was supported by the SABC as part of its social responsibility.

 

The station broadcasted between 06:00 and 21:00, and the programmes consisted of talk shows and music which was predominantly traditional San music, as well as South African music and a small amount of international music. The station had a strong focus on the San culture.  The talk programmes focused on traditional cultural matters, and the day-to-day life experiences in the community.

 

The visiting delegation was taken on a tour of the station.

 

 

4.3 SABC Regional Offices (Kimberley and Bloemfontein)

 

4.3.1 Introduction

 

The Committee and the accompanying delegation were welcomed by Mr Thabang Vincent Tsoenyane, Provincial General Manager: Free State and Northern Cape.. The report combined the issues raised at both Kimberley on 27 June 2011 and Bloemfontein on 29 June 2011.

 

The main provincial office was at Bloemfontein (Free State) with a satellite office in Kimberley. At the time there was no resident station in Kimberley, hence the feeling from the coloured community that it was not properly serviced by the SABC.

 

Northern Cape was 372 886km2 in area with a population of 1.1 million people, which was 51,2% female and 48,8% male.  Sixty eight per cent of its people spoke Afrikaans, 21% spoke Setswana and 11% spoke other languages. Northern Cape had five district municipalities (Namaqua, Pixley ka Seme, Siyanda, Francis Baard and John Taolagaetsewe) and 27 local municipalities.

 

Free State had an area of 129 825 km2 with a population of 2.9 million people, which was 52,1% female and 47,9% male.  Sixty four per cent of the people speak Sesotho, 12% spoke Afrikaans and 24% spoke other languages.Free State had five district municipalities (Motheo, Fezile Dabi, Thabo Mofutsanyane, Xhariep and Lejwelequtsoa) and 20 local municipalities.

 

4.3.2 Presentations

Mr Tsoenyane made a presentation on the following:

• Management structure and staff compliment;
• Services available, strategic intent and swot analysis;
• Key performance areas (KPAs) and key success factors;
• Universal access, stakeholder management and engagement plan;
• Provincial departments (KPAs, priorities, achievement and challenges);
• Establishment of provincial TV channel;
• Relocation to new office in Northern Cape;
• Engagement with production companies regarding the creation of provincial content;
• Full implementation of stakeholder engagement strategy.

 

4.3.3 Challenges

Challenges were outlined as follows:

·         Outdated outside broadcast (OB) vehicles;

·         Inability to take advantage of branding opportunities;

·         Lack of efficient and up-to-date equipment due to budget constraints;

·         Too many signatures required to execute tasks well within the delegated authority;

·         Slow or non-response for interventions from head office on staff issues;

·         Untimely and undue interventions by head office sometimes encroached on the smooth running of news operations in the province;

·         Budgetary constraints regarding staff recognition;

·         Long distance travelled by reporters in light of staff shortage;

·         Strategies developed in Auckland Park were not customized;

·         Shortage of required skills;

·         Inadequate number of security violated national key point regulations;

·         Inadequate office staff;

·         Buildings were not disabled friendly and were very old.

 

4.3.4 Meeting with SABC employees

The Committee met with SABC employees who raised the following concerns:

·         Turnaround time to fill vacancies despite interviews conducted in certain instances, including acting in vacant positions for a long period and selective payments of acting allowances in terms of policy;

·         Continued existence of salary disparities;

·         Uneven training opportunities amongst divisions/sections (some sections continuously attended trainings whilst others barely attended one session);

·         Lack of upward mobility, vacancies are filled with outside candidates and internal staff not considered for promotion;

·         Poor communication at different levels between head office and provinces and within various sections in the provinces, eg no proper engagement between managers and subordinates or colleagues;

·         Job profiling not yet done;

·         Lack of budget because money was being used to cover the incompetence of some managers and supervisors;

·         Need for further engagement with staff on the turnaround strategy and clarity required on the voluntary packages for those above 55 years.

 

4.3.5 Recommendations

The Committee recommends as follows:

·         The Provincial Manager should submit a comprehensive report on issues affecting employees with a clear programme of action to address them by the end of November 2011.

·         The SABC should establish a regional task team to focus on footprint coverage (universal coverage) comprising ICASA, Sentech and the SABC. A progress report of the task team should be presented monthly to the Boards of the SABC and Sentech and the Council of ICASA. This process should contribute to the development and finalisation of a national programme for universal service access and services in broadcasting.

·         The Provincial Manager should work towards making the Northern Cape satellite office a fully fledged provincial office.

·         The SABC should work closely with the San community.

 

4.4 Pescodia Telecentre

 

4.4.1 Introduction

 

The Committee and the accompanying delegation were welcomed by Mr Bashier Flemming, Director of Thusong Services.

 

The centre was established with the help of the Universal Service and Access Agency of South Africa (USAASA).  The management of the centre was from the Office of the Premier.  The centre was run as a business but with a social responsibility.  It offered all the basic services to the people through seven departments that were allocated at the centre, namely the Department of Home Affairs, Department of Social Development, South African Social Security Agency, Kimberley Municipality, Department of Labor, Department of Housing, Government Communication and Information Service (GCIS) and the Department of Cooperative Governance and Traditional Affairs.  The centre charged a small fee for printing, photocopy and faxing.  The centre also houses a municipal library.

 

4.4.2 Challenges

The following challenges were highlighted:

·         The Ceda network that was being used was not a suitable  technology. 

·         University of South Africa (UNISA) students in the area also made use of the centre but had difficulty in accessing the material because of the Ceda network.

 

4.5 Tlhokomela Service Centre

4.5.1 Introduction

The Committee and the accompanying delegation were welcomed by Ms Anastasia Ndubula, Centre Manager.

 

The centre was launched in November 2000.  It started as a one-stop service centre to the Batho Pele and Botlokkomelo Galaletsang. The following departments/entities provided services at the centre: Office of the Premier, Department of Home Affairs, GCIS, Disabled Children Action Group, the Family and Marriage Association of South Africa (FAMSA), Look Photos, the Network on Violence Against Women and Children, a telecentre and Hope Christian Centre Home-Based Care.

 

4.5.2 Challenges

The following challenges were highlighted:

·         The Ceda network was not conducive to today’s technology.

·         The centre needed accreditation in order to be a fully fledged training centre.

 

4.5.3 Recommendations

The Committee recommends that:

• USAASA should attend to the network challenge and report back to the Committee  by the end of November 2011;
• GCIS should facilitate the accreditation process with the relevant seta in respect of training.

 

5. Day 4 (29 June 2011)

5.1 Motheo FM

5.1.1 Introduction

The Committee and the accompanying delegation were welcomed by the Station Manager, Mr Kgontsi Mayele. Motheo FM was started by the Motheo Multimedia Institute in 2008.  It covered the Motheo District, some parts of Lejweleputswa, Xhariep and the Thabo Mofutsanyana District. It also reached certain areas of Lesotho and the Northern Cape.

 

It had six board members, 11 permanent staff members, 25 part-time presenters and 18 part-time news staff members.  The station broadcasted in four languages and was on air 24 hours a day. It consisted of a 60% talk component and a 40% music component. The main content of its programmes were community issues.

 

5.1.2 Challenges

The following challenges were mentioned:

·         Sentech’s high tariff rates and the cutting of the schedule without notice;

·         Utilisation of brokers (third parties) by the provincial government to negotiate advertising;

·         Inability to broadcast in all areas according to the licence due to poor signal provided by Sentech;

·         Unavailability of Government spokesperson and public relations personnel on the station's programmes;

·         No training provided by Government;

·         High rental cost of the building.

 

5.1.3 Recommendation

The Committee recommends that the MDDA should follow up on all the issues raised and report back to the Committee before the end of November 2011.

 

5.2 Masilonyane News

5.2.1 Introduction

The Committee and the accompanying delegation were welcomed by the Editor, Mr Tankane Pitso. Masilonyane News was a free community newspaper, certified by ABC Grassroots publication, and was printed once a month.  It was established in 2006 and was based at Theunissen. In 2008-09 it was funded by the MDDA and was funded by the Masilonyane Local Municipality at the time of the visit. The newspaper had very good relations with local businesses and the government.

 

The newspaper had four permanent and two temporary staff members.  The newspaper had its own website and recently bought a small car for story coverage and distribution.  Its sustainability model was enabled through a good communication strategy, which included emails; landline telephone and facsimile, its own website and newspaper communication.

 

5.2.2 Challenges

The following challenges were highlighted:

·         Lack of funds for training sales and marketing staff;

·         Operating with old equipment;

·         Lack of qualified and skilled staff members;

·         Distribution vehicle unable to reach other areas in the Free State.

 

5.2.3 Recommendations

The Committee recommends as follows:

·         The Post Office should respond to the newspaper requests in relation to distribution.

·         The MDDA should attend to the issues raised and report back to the Committee by the end of November 2011.

 

5.3 Setsoso FM Community Radio Station

5.3.1 Introduction

The station was registered as a non-profit organisation with the aim of uplifting and developing members of the community in and around the Ficksburg area through the media by informing, educating as well as entertaining.  The radio station had been in operation since 1999 with a licence renewal after every four years. However, in October 2008, it was granted a 10-year broadcasting licence by ICASA.

 

The station stretches from Ficksburg to farms and a wide portion of Lesotho totaling an estimated 120 000 listeners.  It is the only radio station in the area, which makes it the only tool for mass communication.  It caters for all age groups, demographics and social classes in the community.  This is done through a carefully planned programme list and a diverse playlist.

 

5.3.2 Challenges

The radio station was unable to reach its footprint.  The licence stipulated that the station was supposed to reach a 100km radius but due to the fact that the antennas were installed by Sentech, they were facing the wrong direction. This led to most parts of Lesotho receiving the signal instead of the Eastern Free State.  Letters were written to both ICASA and Sentech but nothing had happened.

 

The station had problems with the premises that it was using.  The building was the property of the Department of Public Works. The rental was too much for the station, given its financial status.  The station was in arrears of about R179 000.  If the centre failed to pay this amount, it would be evicted from the building, which could amount to its licence being revoked.  The building was also not accessible to people living with disabilities and needed pest control to get rid of rats.  There are no toilets in the building. It also needed to be renovated.  The station had applied to the local municipality for a sit /space but up until this time, it had heard nothing from the municipality.

 

There was a need for capacity building workshops in all departments, but the news and technical departments should be prioritised.

 

The station did not have enough resources to attend to all its mandates (field recorders, internet access, computers, landline telephone, etc).

 

The biggest challenge was with the advertising agencies (Mamohale Trading, Sebata Media and Agile Media) who did not pay the station even though they were paid by the relevant department or company concerned.

 

5.3.3 Recommendations

The Committee recommends that:

• Sentech and ICASA should urgently attend to the signal problem in order to allow the station to reach its coverage footprint;
• The MDDA should attend to all other issues and report back to the Committee by the end of November 2011.

 

 

5.4 Masupatsela Community Radio Station

5.4.1 Introduction

The Committee made a surprise visit to Masupatsela Community Radio Station and was welcomed by the Station Manager, Mr Theto Mosala.

 

The station was established in 2003 and elected its current Board in 2004.  On 10 June 2011, the staff took the Board to ICASA’s Complaints and Compliance Committee and it was instructed to hold an AGM but until July 2011, the AGM had not been held.

 

5.4.2 Challenges

The following challenges were highlighted:

·         Since the station’s establishment, it has never convened an annual general meeting. 

·         There was a lack of accountability (a R100 000 donation could not be accounted for).

·         The station was operating without a licence.

·         The MDDA could not fund the station because since it does not have a tax clearance certificate.

 

Despite all the problems faced by the station, it had won a number of awards.

 

5.4.3 Recommendation

The Committee recommends that the MDDA should engage with all stakeholders and report back to the Committee by the end November 2011.

 

5.5 Botshabelo Thusong Centre

5.5.1 Introduction

The Committee was welcomed by Mr Mondli Mvambi, Director and Media Strategist in the office of the Premier: Free State Provincial Government.. The Thusong Service Centre formerly known as Multi-Purpose Community Centre, was a government programme that was initiated as one of the primary vehicles for the implementation of developing communication and information and to integrate government services into primary rural communities.

 

The centre was the one-stop integrated community development centre with community participation and services relevant to people’s needs. Services provided in the centre were:

• Postal services;
• Identity documents;
• Birth, death and marriage certificates;
• Passports;
• Library services;
• Pension, child support, disability, foster care and war veterans grants;
• Welfare services;
• Mental health;
• Local economic growth;
• Medical services;
• Government information.

 

5.5.2 Challenges

The following challenges were highlighted:

• The centre had been experiencing a number of break-ins.
• The building was too old and did not have toilets.

 

5.5.3 Recommendations

The Committee recommended that the Office of the Premier should assist with extra security, infrastructure and come up with a solution to the sanitation problems at the centre.

 

6. Day 5 (29 June 2011)

6.1 Itekeng Self Help and Telecentre

 

6.1.1 Introduction

The Committee and the accompanying delegation were welcomed by the Mayor, Councillor Matso Mathebe.

 

The centre was established in 2004. A total of 25 people were involved at the centre.  Its objective was to ensure that people with disabilities had universal access.  USAASA sponsored the centre with 10 computers and three telephones.  The centre also received assistance from the local municipality.

 

The centre helped to train the community, the youth and school children on the use of computers.  In 2010, it equipped 20 youth with computer skills.  It also assisted learners who did not have an opportunity to go to university. 

 

The centre was faced with a challenge of selling its products to a small market and a high unemployment rate in the community.

 

6.1.2 Recommendation

The Committee recommended that entities should offer any kind of assistance to the centre.

 

6.2 Bloemfontein Post Office

 

6.2.1 Introduction

The Committee and the accompanying delegation were welcomed by the Regional Manager, Mr Robert Maswabe.  Bloemfontein Post Office was the biggest post office in the Free State region.  It was also a feeder office for the smaller post offices in the region.

 

The post office received public internet terminals (PITs) a few years ago. However, the PITs were damaged and were difficult to repair because parts had to be imported from Brazil and the PITs were in the process of being written off. The parts were also much more expensive than the actual machines.  The plan was to produce locally made machines.

 

The post office had filled many branch managers’ vacant positions and was in the process of doing away with labour brokers.

 

 The post office provides the following services:

• Postbank;
• Payment of accounts;
• Service transactions;
• Lotto;
• Speed services; and
• Faxing.

 

6.2.2 Challenge

Long queues arose when the systems were down and this often occured during peak times, eg pension days.

 

6.2.3 Recommendation

The Regulator (ICASA) and SAPO should develop a programme to visit all the post offices and should present a comprehensive report to the Committee by the end of November 2011.

 

6.3 Meeting with ICASA Management and Employees

The Committee and the accompanying delegation were welcomed by Dr Mark Ramsay, Regional Manager of ICASA.  He made a presentation to the Committee as follows:

• Strategic Overview;
• Mandate of the Division;
• Divisional objectives/performance goals;
• Alignment of ICASA’s strategic objectives to the Division’s performance goals;
• Alignment of ICASA’s key deliverables to the Division’s strategic objectives;
• Performance goals and medium-term output targets;
• Risk identification and management; and
• Stakeholder analysis.

 

6.3.1 Strategic Overview

The region’s division would improve compliance with legislation and regulations through effective targeted enforcement interventions in the communications industry.

 

6.3.2 The Mandate of the Division

The mandate of the region was to eliminate or reduce radio frequency spectrum harmful interference in regard to authorised or licensed users in terms of section 30(3) and (4) of the Electronic Communications Act (ECA) and to inspect the possession of radio apparatus in terms of section 32(1) of the Act. The regions also provided limited services to the public.

 

6.3.3 Divisional Objectives / Performance Goals

The divisional goals were the following:

• Execute high-impact investigations of radio apparatus in terms of section 30(3) and (4) and section 32(2) of the ECA, related legislation and other applicable laws;
• Execute ICASA’s mandate in terms of section 32(1) and section 30(3) and (4) of the ECA in safety and security operations at national events or situations as co-ordinated by the National Joint Operational Centre on behalf of the Justice Crime Prevention and Security (JCPS) Cluster of Government;
• Conduct audits of ICASA’s radio licensing spectrum database for frequencies up to 1 000 MHz, excluding GSM and broadcasting;
• Implement the ICASA Inspector Protocol; and
• Establish an operations nerve centre to co-ordinate high-impact investigations and regional initiatives.

 

6.3.4 Alignment of ICASA’s Strategic Objectives to the Division’s Performance

Goals

 

ICASA had to ensure compliance with legislation and regulations.

 

6.3.5 Alignment of ICASA’s key deliverables to the Division’s Strategic Objectives

ICASA would advocate for compliance with applicable laws and regulations in South Africa. ICASA would also investigate and audit activities by licenced and unlicenced entities to ensure compliance.

 

6.3.6 Performance Goals and Medium-Term Output Targets

In this regard, the following goals and outputs were highlighted:

• Six case files were submitted to the CEO.
• A letter of evaluation of ICASA’s performance at a national event was submitted by the Chairman of National Joint Operational Centre.
• A total of 6 000 radio licence audits were completed.
• A Workshop on the Inspector Protocol would be held in the 2nd quarter; and
• The operations of the nerve centre would be piloted by the end of the 2nd quarter.

 

6.3.7 Risk Identification and Management

 

6.3.7.1 Risks

The following risks were identified:

• Lack of support to drive performance against delivery of the work outputs targets that underpin the business plan;
• Abuse of ICASA vehicles when out in the field;
• Abuse of subsistence and travel allowances;
• Poor work ethic when working unsupervised in the field;
• Lack of co-ordinated response from ICASA when called upon to render a service at national events;
• Lack of co-ordinated regional execution to produce required impact;
• Not capturing updated information on the spectrum database as collected during the audit; and
• The protocol is ignored and inspectors continue to put ICASA at risk by seizing radio apparatus without following the approved process.

 

6.3.7.2 Mitigating Factors / Measures

The following mitigating factors were highlighted:

• Pilot an operations nerve centre to co-ordinate the region’s work output for improved impact on the communications industry;
• The Tracker Vehicle System would be activated and monitored closely by the operations nerve centre;
• Subsistence and travel allowances would be linked to work outputs;
• Work outputs would be reviewed for quality and relevance;
• The activation of a piloted operations nerve centre that co-ordinates high-impact seizure of radio apparatus and other regional initiative;
• The divisional objective would be assigned as an individual responsibility;
• A detailed inspection manual would be developed and communicated to staff who would be engaged in the activity;
• Workshops would be held in each office and quarterly reviews would be conducted to address associated challenges; and
• A working committee had been established to address implementation challenges.

 

6.3.8 Stakeholder Analysis

The following issues were highlighted:

• Investigate and resolve radio interference complaints;
• Respond to queries from licensees and non-licensees;
• Issue aeronautical station licences;
• Issue maritime certificates;
• Issue amateur station licences;
• Issue radio dealers certificates;
• Perform compliance investigations (audits and type approvals);
• Issue ski-boat station licences;
• Issue citizen band station licences;
• Issue marnet station licences; and
• Investigate and resolve consumer complaints.

 

6.3.9 2010 World Cup

6.3.9.1 Staff Deployment

At each of the 10 stadiums and the International Broadcasting Centre (IBC), ICASA deployed its personnel as follows:

• One staff member nationally and provincially at the National Joint Planning Support Structure;
• Two technical and licensing compliance inspectors at each stadium; and
• Three officers on a rotational basis at the IBC.

 

Staff members from all regions were deployed to specific stadiums around the country. A stadium co-ordinator was appointed to manage staff and logistics at each stadium. 

 

6.3.9.2 Equipment Deployment

The project team was faced with budgetary constraints and was not able to procure all the equipment for the project.  Equipment was shared between regions to ensure that all venues were equipped with at least the basic equipment.  Five new direction-finding vehicles were purchased and a further vehicle was rented for the FIFA World Cup. 

 

6.3.9.3 Spectrum Monitoring

Spectrum monitoring and control received lists of all frequency applications for the 2010 FIFA World Cup and broke up into four basic categories:

• Category 1 - frequencies that were dedicated to HBS use only countrywide;
• Category 2 - UHF frequencies that covered radio microphones, telemetry and radio voice communication;
• Category 3 - metro frequencies for traffic control, fire department, water and electricity departments; and
• Category 4 - for video camera use in the 2 GHz band.

 

6.3.10 Type Approval

Special labels were created as per HBS’s requirement.  The purpose of these labels was to identify ICASA type approved equipment and verify technical parameters of the equipment.  Inspectors checked all equipment for type approval.

 

6.3.11 Interference Response, Compliance and Enforcement

The interference response, compliance and enforcement teams monitored each venue on match day.  The teams were responsible for inspecting equipment in the broadcasting compound and outside the stadium to ensure that it was licensed and type approved.  Most importantly, they had to protect licenced operators from illegal operations that caused spectrum interference on their communications and broadcasting systems.

 

The team’s outputs were as follows:

• 59 cases of interference were reported and resolved with a 100% success rate;
• 227 international broadcasters were checked;
• Three type approval applications were attended to at the stadiums;
• Eight licencing applications were attended to at the stadiums;
• Eight cases of incorrect frequencies by licensees were resolved;
• 14 sealing of apparatus or confiscations were executed; and
• Six written warnings were issued.

 

6.3.12 Regional Challenges

The following challenges were highlighted:

·         The budget allocated to the 2010 FIFA World Cup project was confirmed very late during the project timeline.

• The allocated funds were deemed to be insufficient as the bulk of the project funding was used to fund direction-finding vehicles, leaving insufficient funds for other equipment and operating costs.
• The funding challenge meant that not all stadiums could be equipped with the necessary equipment.
• There was a lack of human resources to be able to properly cover all the venues.
• Staff members were on continuous duty for long hours.
• Staff members working on the project were not appointed as dedicated resources to the project, which left them to manage their daily activities as well as participate in project activities.
• The long lead times in the procurement process at ICASA meant that purchases were important to the Fifa World Cup were not received timeously.
• Differences in the band plans between the Inter-Telecommunications Union (ITU) regions meant that the ICASA spectrum management process had to be adapted to accommodate foreign applicants.
• The lack of sufficient portable equipment meant that certain licence conditions could not be checked.
• A lack of regulations that spoke to interference caused by diplomatic missions led to confusion regarding the procedure to mitigate such interference; and
• There was communication challenges in terms of language barriers and it took an effort to make applicants understand the requirements.

 

6.3.13 GSM Spillover

In terms of Article 1(a) of the Memorandum of Understanding (MoU) between Lesotho Telecommunications Authority (LTA) and the Independent Communications Authority of South Africa (ICASA), the authorities shall resolve the spillover of GSM frequencies on the basis of equal mutual benefit in accordance with respective national legislation and the ITU.

 

6.3.14 Database Integrity Verification Exercise (DIVE)

The intention of this project was to equip inspectors with suitable apparatus to obtain accurate information for the verification of ICASA’s radio licensing database.  The apparatus would be mounted in a suitcase and would assist the inspector in his/her duties as stipulated in Chapter 5 of the ECA and section 17 of the ICASA Act (No. 13 of 2000).

 

6.3.15 Issues raised by employees

Since the merger South African Telecommunications Regulatory Affairs (SATRA) and Independent Broadcasting Authority (IBA) to form ICASA, there were problems with the management of the transition. SATRA was mainly a technical office and when it moved to ICASA, the focus was more on orientating people and there was still a struggle with consumer affairs and protection.  There was an issue with language where a consumer who called was not attended to in his/her language. 

 

The postal sector was still regulated using the Postal Services Act, but there were many loopholes.  There was a need for the legislation to be amended to avoid these loopholes.

 

A staff member raised a concern that ICASA did not take postal services seriously. Many issues were raised regarding the previous and current functions.  Most of the functions have been removed.  Postal services was apparently not important to ICASA since it did not bring in much money or perhaps there was a lack of understanding of postal services. The staff were not even involved in strategic meetings. Decisions were taken without the involvement of postal services staff.

 

There was a problem with stakeholders (Sentech, the SABC, etc) trying to solve issues without consulting the regulator (ICASA). 

 

6.3.16 Committee Remarks

The Committee was aware that ICASA did not place much emphasis on postal services. 

The matter had been addressed with the ICASA councillors.

 

7. Stakeholders Meeting

The Committee and the accompanying delegation had a meeting with the following stakeholders: Local Municipality, Motheo FM, Masupatsela FM, Mail Newspaper, Naledi FM and Community Newspapers Forum.

 

7.1 Challenges

The following challenges were raised:

·         Advertising in the province had been preferential to media buying agencies that placed adverts in their preferred newspapers.

·         The MDDA funding criteria was very complicated for the new media to join in the sector.

·         The SABC did not assist community radio stations with their operations.

·         Radio stations were unable to reach their footprint due to frequency problems.

·         There was lack of support from local municipalities and provincial government in regard to community newspapers.

 

7.2 Recommendations

The Committee recommended that Government should expand its advertising revenue to community media.

 

8. Overall Recommendations

The Committee recommended that:

• The Department of Communications and Media Development and Diversity Agency should conduct an audit on the impact of community media (radio and television broadcasting and print) in the communities.
• The Regional Task Team comprising Sentech, ICASA and the SABC should be established to deal, amongst others, with the following issues (i) SABC footprint coverage and (ii) the process of taking over self-help transmission sites.  Furthermore, the Committee recommends that a replica of the task team should be established at national level.
• Sentech should have a timeline on the finalisation of the tariffs review in line with the Electronic Communication Act.
• The SABC should have a timeline towards a standalone provincial office in the Northern Cape.
• USAASA should have a timeline on the upgrading of the Ceda network throughout the country.
• SAPO should have a timeline on the replacement of Public Internet Terminals (PITs).

 

 

Report to be considered.