Report: Oversight visit to the Northern Cape, West Coast and City of Cape Town from 17 – 20 January 2012, dated 29 May 2012
Communications and Digital Technologies
Report of the
Portfolio Committee on Communications on the oversight visit to the Northern
Cape, West Coast and City of Cape Town from 17 20 January 2012, dated 29 May
2012
The Portfolio
Committee on Communications (the Committee), having undertaken an oversight
visit to the Northern Cape (Springbok) and Western Cape (West Coast and the
City of Cape Town) from 17 20 January 2012, reports as follows:
1.
Background
In 2009, the President assented
to the Money Bills Amendment Procedure and Related Matters Act (No. 9 of 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 Africas 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 and 12 speak directly to the Department of Communications (the
Department) targets and Government Communication and Information Service (GCIS)
respectively.
1.1
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. To this end, the Committee undertook an oversight visit to two
provinces, namely (i) part of the Northern Cape (Springbok) and (ii) part of
the Western Cape (West Coast and the City of Cape Town), with the intention of
overseeing the provision of services (including projects) by the Department and
GCIS and their entities.
The oversight
included visits to regional offices of the Independent Communications Authority
of South Africa (ICASA) and Sentech; South African Post Office (SAPO) outlets; and
projects of Media Development and Diversity Agency (MDDA) (Community Media) and
Universal Service and Access Agency of South Africa (USAASA) (telecentres).
1.2
Objective
The Committee
embarked to this oversight visit in line with its role and mandate as per (i)
the Constitution; and (ii) the Rules of Parliament.
The objective of
the oversight visit served as the measurement indicator against the service
delivery commitment by the executives. The theme of the oversight was "
Touch,
Feel and See" how technology contributes to better the lives for all
and
amongst others the areas of focus were as follows:
(a)
The progress strides made in the progressive realization of
rights as contained in section 16(1)(a) and (b) of the Bill of Rights: (i) Freedom
of the media; and (ii) Freedom to receive or impart information or ideas;
(b)
Efficiency of the Regulator (ICASA) in licensing community broadcasting,
and monitoring compliance of licensees with license 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; and
(d)
Successes and challenges: (i) experiences by USAASA in
deploying telecentres for ICT services; (ii) experiences by SAPO in rolling out
postal outlets, addresses and functionality of Public Internet Terminals (PITs);
and (iii) rollout of telecommunications and broadcasting infrastructure.
Day 1 (17 January
2012)
2.
Northern
Cape Province (Springbok)
2.1
Delegation
2.1.1
Members
The delegation of
the Committee consisted of Mr SE Kholwane, ANC (Chairperson and leader of the
delegation), Ms Z Ndlazi (ANC), Mr D Kekana (ANC), Ms R Morutoa (ANC), and Mr N
van Den Berg (DA).
Ms A van Wyk (ANC) joined
the Committee on 18 January 2012 and Ms W Newhoudt-Druchen (ANC) joined the
Committee on 19 January 2012.
2.1.2
Support
Staff
Mr TK Ngoma
(Committee Secretary), Ms S Peer (Committee Secretary), Mr S Nene (Committee
Researcher), Mr G Mankay (Committee Assistant) and Mr K Matlala (Assistant to
Mr D Kekana).
2.1.3
Stakeholders
accompanying the Committee
The Committee was
accompanied by the Department of Communications, South African Post Office
(SAPO), South African Broadcasting Corporation (SABC), Media Development and
Diversity Agency (MDDA), Universal Service and Access Agency of South Africa
(USAASA), Government Communication and Information System (GCIS), Independent
Communications Authority of South Africa (ICASA), and Sentech.
Day 2 (18 January
2012)
The Committee
visited the following entities and projects: (i) NFM Radio Station;
Vanrhynsdorp Thusong Centre; (ii) Vanrhynsdorp Post Office; (iii) Sentech; (iv)
Vredendal Transmissions Control Centre (TCC); (v) Vredendal Post Office and
(vi) Namakwaland Radio Station.
3.
Northern
Cape & Western Cape
3.1
Radio
NFM
The Committee was
welcomed by the Station Manager, Mr Brunhild Strauss, and the members of the
Board.
The Committee was also introduced
to one of the radio presenters, Ms Geraldine Joseph, who had obtained training
in English and !Nama and is a presenter of kiddies programme in !Nama.
3.1.1
Overview
of Namakwa Community
Poverty is
widespread in this region at 74.96%. The population consists of 7.39% of
inhabitants over the age of 65 and 25% under the age of 15. Five per cent of
the population has no schooling and only 1.54% has higher education.
Thirty six per cent of households are
registered as indigent whilst 25% receive social grants, namely child support,
disability and old age.
Five per cent of
households are in informal dwellings and 2.4% in traditional huts; however 91%
have access to electricity, rendering only 5 per cent of the community with
internet access.
Mining is
the largest sector in the community, contributing 52% to Gross Domestic Product
(GDP). Of late, there has been a substantial decline of employment in the
mining sector. The radio station presented a keen willingness to assist
government in preventing such declines. They assented to the fact that tourism
would be an advantage in this regard through an integrated and coherent
approach by government and the community.
3.1.2
Radio
NFM 98.1
Radio NFM 98.1 is a
community radio station situated at Okiep, near Springbok in the Northern
Cape.
It services a total population of
approximately 140 000 people.
The
broadcast area covers land space in Southern Namibia, Namaqualand and the
Western Cape.
The station broadcasts a
variety of programmes 24 hour a day, seven days a week. It broadcasts in
Afrikaans, English, !Nama and IsiXhosa.
The station is part of the provincial radio forum affiliated to National
Community Radio Forum (NCRF).
3.1.3
Radio Programmes
The station has the
following programmes:
(i) Current
Affairs; (ii) Health and Education; (iii) Women and Youth talk shows; (iv)
Indigenous Education (!Nama and IsiXhosa); (v) Economic Development in the
Namakwa Region; and (vi) Entertainment (Braaivleis stories).
3.1.4
Successes
The following
successes were highlighted: (i) Obtained a 5-year licence from ICASA; (ii)
Secured frequency from Sentech; (iii) Obtained funding from MDDA; (iv) Has a
positive working relationship with other community radio stations in Northern
Cape; (v) Has a mentoring relationship with Eden community radio station; (vi)
Capacity exchange programme, partnership with media centre; (vii) Climate
change conference with UCT and other South African Development Community (SADC)
countries during November 2011; (viii) Covered all budget speeches during 2011;
(ix) Marketed the Maloofe World Cup in Namakwa; (x) Conducted various
interviews with the President, Ministers, Premier, MECs and local politicians;
(xi) Interviewed national and local business people and celebrities; (xii)
Annual Teen Choice Awards; (xiii) Gospel Shows; (xiv) Social responsibility
programmes; (xv) Broadcasts outside events (festivals, business promotion days,
local government outreach, live council meetings, local elections); (xvi)
Obtained local sponsorships e.g. Spar, OK, Trek Nissan, Vedanta, Black Mountain
and De Beers; and (xvii) Local Programme Production for national media (e.g.
RSG).
3.1.5
Challenges
The following
challenges were raised:
3.1.4.1 Financial viability:
(i) high tariff distribution costs for
Sentech: currently the radio station pays R25 000 per month whilst it has a
debt of R320 000; (ii) negative cash flow due to late payments from sectoral
government departments in the province; (iii) lack of funds for continuous
training in the automated, controlled and coordinated financial and information
management system; (iv) stipends offered instead of salaries due to lack of
income; (v) prescribed fees from government for adverts put constraint on
growth; and (vi) no community financial support due to high rate of
unemployment.
3.1.4.2 Human Resources:
(i) non-adherence to corporate governance
by the Board; (ii) needs more effective and motivated staff; and (iii) training
needed for staff, management and the Board.
3.1.4.3 Operational:
(i) need to obtain additional frequency from ICASA in order to broaden
reception area; (ii) there is no support from DoC; (iii) uneven
spreading/distribution of government adverts and programmes; (iv) old equipment
and maintenance costs are too high;
(v)
lack of resources to transport movable equipment; (vi) lack of
alternative energy resources in the event of
power failures; (vii) stronger local government partnerships needs to be formed
as well as promotion of public participation of local government services;
(viii) there is a need for stronger network
due to a lack of understanding of the community radio stations; (ix)
opportunities to tender are lacking and need more government programmes as
content; and (x) the radio station cannot mitigate the high costs for signal distribution
and it will have a direct impact on the stations footprint coverage. To this
end, NFM requested ICASA and Sentech to assist in this regard.
3.1.5
Tour of
the station
During the tour,
the Committee noted with concern the status of equipment, which is fairly old
and outdated, and the continuous power failure.
3.1.6
Recommendation
The Committee
recommends that the Department should provide a progress report on the
undertakings they made in relation to providing support to the station, whilst
ICASA and Sentech should provide a report on the expansion of coverage.
3.2
Vanrhynsdorp
Thusong Centre
The Committee was
welcomed by the Centre Manager, Ms Joannie Stuurman.
3.2.1
Overview of Centre
The centre
provides services to the 6 000 inhabitants of the area. It has various
programmes to keep the youth occupied, which include labour and correctional
services projects.
USAASA and
Cape Access work together to provide services to the community. For example,
two unemployed community members were sent for training in community safety and
defence.
3.2.2
Challenges
The centre has the
following challenges:
(i) there is a lack
of employment opportunities in the area except for seasonal work on farms; (ii)
unemployment contributed to high a level of substance abuse; (iii) there is a
definite shortage of funds as the centre requires funding for the completion of
the swimming pool; (iv) there is also a shortage of equipment; and (v) clear
guidelines are required in respect of who to contact when IT faults are
encountered.
3.2.3
Site visit
The Committee was
taken on the tour of the centre.
3.2.4
Recommendations
The Committee noted
(i) the duplication of roles by USAASA and Cape Access and (ii)
non-connectivity of USAASA computers, and recommends that USAASA should provide
a detailed report on how it plans to assist the centre and clarify its role in
relation to the centre against that of Cape Access.
3.3
Vanrhynsdorp
Post Office
The Committee was
welcomed by the Regional Manager, Mr Johan Jordan.
3.3.1
Overview
of the Post Office
The Retail
Postal Outlet has been in existence for close to eight years and has recently
been converted to a fully fledged Post Office. It operates under the auspices
of an Acting Regional Manager and an Acting Area Manager. It has a total number
of 250 boxes, with 85 free boxes.
With
regard to operational issues, the number of customers served is 6561, with
transaction volumes of 6281, and productivity amounts to 94.02% and there are
no mail carry over volumes. The Post Office has 1910 postal addresses delivery
points, of which 1828 are residential points, 52 business points and 30 flats.
3.3.2
Challenges
The Post Office
highlighted the following challenges: (i) no signage boards; (ii) no counter or
ramps to assist people living with disabilities; (iii) there are no counter
screens to protect staff from possible burglaries; (iv) staff does not have
uniform; and (v) the Post Office is not used for pension payouts.
3.3.3
Recommendations
The
Committee noted that: (i) ICASA does not perform inspections as required; and
(ii) there was no PIT machine and GCIS information stand.
The Committee
recommends that: (i) ICASA must comply with its mandate of conducting postal
inspections; (ii) the Post Office must urgently fill vacant funded positions
within the region; and (iii) the Post Office must comply with the requirements
of the Occupational Health and Safety Act.
3.4
Sentech
Vredendal Transmissions Control Centre (TCC)
The Committee was
welcomed by the Regional Manager, Mr Patrick Sikhosana.
3.4.1
Regional
overview
Sentech regional
office is situated in Cape Town, with four TCCs in Cape Town, George, Vredendal
and Upington.
The structure has an
acting head for the Eastern and Western region; one senior TCC Manager in Cape
Town with 22 staff members, one TCC manager in Vredendal with nine staff
members, George which has nine staff members, Upington has
seven staff members; and one support services
manager in the Western region with seven staff members.
3.4.2
Vredendal
TCC
Vredendal TCC
operates in the North Western part of the country, which includes both the
Western Cape and the Northern Cape.
Employees are subjected to travel long distances to sites and this
occasionally causes a delay in the turnaround time of resolving lodged
complaints. Some parts of the region do not receive radio and television
signals; however this is being addressed through the rollout of the low-power
transmitters.
Sentechs Vredendal
TCC has the following clients: (i) community broadcasters N FM in Okiep,
Springbok and Radio Namakwaland in Vredendal (Vanrhynsdorp); (ii) commercial
broadcasters K FM; and (iii) Public broadcasters SABC 1, 2 and 3; RSG;
SAFM; R2000 (Alexander Bay) and 5 FM (Alexander Bay).
Sentech is
currently busy with the expansion of network and coverage for N FM Radio, SABC
1, 2, and 3 and Radio Namakwaland through low-power transmitter sites.
3.4.3
Low-Power
Transmission
Sentech has, to
date, rolled out and switched on 50 low-power public FM radio and television
stations in remote areas where such coverage did not exist previously. Of the
50 sites, eight will be served by the Vredendal Office.
This number excludes self-help sites.
3.4.4
Challenges
Sentech presented
the following challenges which affect the rollout of low-power transmitters:
(i) unavailability of land (to install low-power transmitters and refusal of
property owners to co-operate with Sentech to erect transmitters on their
properties), infrastructure and energy for the networks smooth operation; (ii)
identified sites for installations are already owned (Municipalities,
Department of Public Works and private); (iii) bureaucratic or red tape
involved in approval stages of the municipality are slowing the
delivery of low-power transmitters; (iv) no
site sharing agreements in place with telecoms operators (Telkom, MTN, etc);
(v) lack of electric power in targeted areas; (vi) some municipalities view the
low-power transmitter project from a commercial point rather than a public
service mandate; (vii) broadcast coverage is sparsely spread due to topography
challenges; (viii) Information Communications Technologies (ICTs) are not
prioritised in the
Integrated
Development Plan of municipalities; (ix) private land owners charge exorbitant
fees to their premises; and (x) Greenfield Network Deployment.
3.4.5
Engagement
Model
Sentech highlighted
the following engagement model in relation to low-power transmitters: (i)
Sentech, the SABC and government have committed 100 low-power transmitters in
areas with no television broadcast services; (ii) the local municipalities will
serve as a focal point of interaction and engagement; (iii) the Municipal
Manager will be the first point of entry in seeking the municipal support; (iv)
presentations are being made to affected Municipal Councils to sensitise them
about the benefits of the low-power project and specifically Sentechs mandate;
(v) the district residents, like many other communities, deserve to be informed
about what is happening nationally and internationally in order to participate
in the economic process; and (vi) radio continues to be an important
communication tool in district livelihoods, as such it is necessary to bring
radio services to the districts as well.
Sentech will reach
these targets as it believes that access to information is a constitutional
right for all citizens.
3.4.6
Western
Cape Digital Terrestrial Television (DTT) Migration Coverage
Western Cape DTT
rollout at launch will be as follows: (i) 13 sites are ready for the launch;
(ii) 22 sites are not ready for the launch; and (iii) total population coverage
will be at 82.9%.
3.4.7
Committee
remarks
Apart from having
to travel long distances to attend to technical faults and signal interference,
the Committee commended the work done by Sentech in the Vredendal area.
3.5
Vredendal
Post Office
The Committee was
welcomed by the Regional Manager, Mr Johan Jordan.
3.5.1
Overview
of the Vredendal Post Office
The Post Office has
a total number of 1 400 boxes. A total of 449 boxes were given to people who do
not have delivery addresses for free, and the rest are rented out.
The Post Office services about 68 500
clients, with transaction volumes of 117 197 and productivity amounts to 109%
with no mail carry over volume.
It has 2 982
delivery points, of which 2 712 are residential points, 140 business points and
130 flats. The Post Office has an occupational safety certificate.
The security of the Post Office is
administered according to security policies and varies from branch to branch.
The Vredendal branch has the standard alarm system with burglar bars and
additional security guards on pension days.
3.5.2
Challenges
The Post Office
building is not accessible to people living with disabilities, e.g. there are
no ramps. Furthermore, there is no counter for people living with disabilities
and staff does not have corporate wear (uniforms). Due to a court ruling the
community is prevented from drawing pensions from the Post Office.
3.6
Namakwaland
Radio
The Committee was
welcomed by the Station Manager, Mr Bernard Lamprecht.
3.6.1
Overview of Namakwaland Radio
Namakwaland
Radio is a Christian community radio station and has been in existence for 15
years and represents a huge portion of the community. The area in which the
station is located has a population of 110 000 and the listernship is 76 000
which is predominantly Afrikaans speaking community, and new residents are
often compelled to learn Afrikaans.
The radio
station has a one-hour Xhosa programme on Sunday mornings despite the fact that
this does not form part of their licence condition. Other programmes relate to
news, insurance, health, religious, addressing HIV/AIDS and poverty. Many of
these programmes are done in conjunction with government departments. The radio
station has 15 freelance presenters.
3.6.2
Challenges
The radio
station has filed complaints with ICASA with the intention to resolve the issue
of being allocated the same name as the one allocated to NFM radio station in
Okiep. The matter was initially raised by the community radio station with the
Department. However, there has been no response from the Department.
3.6.3
Recommendations
The Committee
recommends that ICASA should investigate the issue of the similar names between
NFM and Namakwaland Radio.
Day 3 (19 January
2012)
The Committee
visited Citrusdal Post Office and the following projects: Impact News; Atlantis
Community Radio; Atlantis Thusong Centre; Bush Radio; Zibonele Community Radio
and Dizindaba Newspaper.
3.7
Citrusdal
Post Office
The Committee was
welcomed by the Regional Manager, Mr Johan Jordan.
3.7.1
Overview
of Citrusdal Post Office
The post
office has a total number of 500 boxes, with 126 free boxes and 348 are paid.
The post office services about 30 319
customers, with transaction volumes of 61 332. Productivity amounts to 158.6%
and there are no mail carry over volumes.
The post office has 450 postal address delivery points, of which 421 are
residential points and 29 business points.
3.7.2
Challenges
The Post Office
highlighted the following challenges: (i) they were forced to move out of their
rented building due to the lease agreement coming to an end, and have temporarily
relocated to SAPO premises; (ii) no funds were available for a major revamp in
the 2011 budget; (iii) there is a serious lack of space at the premises, as the
space is shared with a spaza shop which has full access to the Post Office; and
(iv) employees are subjected to inhumane conditions.
3.7.3
Recommendations
The Committee noted
that: (i) the Post Office was filthy; (ii) when the shop closes, the Post
Office has to close as well; (iii) there were no emergency exits in the
building; (iv) employees were subjected to inhumane conditions; and (v) ICASA
had failed to conduct its postal inspection.
The Committee
recommends that: (i) an immediate intervention by SAPO to improve the conditions,
(ii) the Post Office will be revisited in May 2012 to check on the improved
conditions, and (iii) should the Post Office fail to improve, it should be
closed down or moved to another location.
3.8
Impact
Newspaper
The Committee was
welcomed by the Publisher, Mr Peter Lategan, and members of staff.
3.8.1
Overview
of Impact 247 Newspaper
Impact 247 serves
as the media office of Atlantis, in partnership with Eureka a
non-governmental organisation (NGO) and Cape Town TV.
A total number of 11 000 copies of newspapers
are printed, with 150 distribution points. The newspaper is aiming to
distribute newspapers to post boxes as well.
3.8.2
MDDA
Support
The newspaper
received grant funding from the MDDA in September 2011 which resulted in the
procurement of the following:
(i)
personal computers, furniture, cameras and other necessities required for news
gathering; (ii) payment of rent, printing and distribution costs for one year;
and (iii) payment of stipends for six part-time and freelance staff members.
3.8.3
Objectives
The objectives of
the newspaper are to: (i) promote positive living and positive choices,
especially amongst the youth; (ii) showcase success stories and positive trends
from within these areas; (iii) promote small, micro and medium businesses; (iv)
create a culture of entrepreneurial thinking and business-mindedness amongst
the youth and the community media at large; (v) engage in several public
awareness for change, nuclear energy, responsible usage of resources like water
and electricity, education and human rights issues; (vi) address the needs and
challenges facing the community, including lack of housing, substance abuse,
school drop-outs, teenage pregnancies and other social dilemmas.
This will be discussed in a frank, direct
manner and challenge local decision makers and politicians where needed; (vii)
provide in-depth journalism and commit to give stories a positive spin and
investigate ways to turn negative situations around; and (viii) offer training,
empowerment and internship opportunities within the various facets of the
publication.
3.8.4
Successes
to date
The newspaper has
achieved the following: (i) it has made a concerted effort to appoint local
residents in every facet from the communities it serves; (ii) it makes use of
locally based business to provide office furniture, computers and most other
equipment and services; (iii) several local residents and professionals make
regular contributions to the paper by writing columns and providing news;
(iv) positive feedback is received from local
police, schools, local councilors and businesses on the quality of content and
layout; (v) it has a regular monthly feature called Straat Praat where it
regularly interviews residents on the streets and features their comments in the
monthly publication; and (vi) two ex-Atlantis residents in media, now living in
Europe and Dubai respectively, availed their skills to become involved with
some of the online facets and writing for the paper.
3.8.5
Key focus
areas
The newspaper has
the following key focus areas: (i) to address challenges in the community; (ii)
to promote debate and dialogue in the community; (iii) to promote historically
diminished culture/s and language/s; and (iv) to promote literacy levels and a culture
of reading.
3.8.6
Training
needs in the project
The newspaper
highlighted the following training needs: (i) news-gathering training for
junior journalists (ii) selling and marketing skills for the marketing team;
(iii) training in desktop publishing and design for the editor and one other
staff member; and (iv) editor and staff needs training in IsiXhosa.
3.8.7
Challenges
The newspaper
highlighted the following challenges:
3.8.7.1
Printing
costs:
(i) escalating
printing costs on annual basis; (ii) engaging with alternative printers / other
possibilities; and (iii) regional printing entities are being discussed.
3.8.7.2
Sustainability
assistance:
(i) at least three
years for business to reach sustainability; and (ii) after one year the project
would still need to be assisted in terms of printing and distribution.
3.8.7.3 Advertising:
(i) the local economy has been hard hit by the ongoing global economic
woes and closure of several local employers; (ii) the other local publication
(owned by Media24) has been serving its clients for more than twenty years,
thus making major in-roads into the existing markets; (iii) long term
commitments / contracts; and (iv) Eskom committed but contract outstanding due
to moratorium placed on supplier database / verbal agreement.
3.8.8
Committee
remarks
The Committee
expressed its satisfaction with the overall conditions of the newspaper and
services provided to the community.
3.9
Atlantis
Community Radio
The Committee was
welcomed by the Station Manager, Ms Rachel Watson, and Board members.
3.9.1
Background
Radio Atlantis is a
community radio station situated in Atlantis, on the West Coast, about 50 km
outside Cape Town.
The station was
established in 1993 and went on air for the first time in September 1995.
It acts as a medium to empower the community
in its broadcast area, through education and information and providing a voice
to such communities.
Its broadcast area
currently includes, amongst others, Atlantis, Mamre, Witsand, Pella,
Duinefontein, Melkbosstrand, Milnerton, Tableview, Nuwedorp, Darling and all
the other surrounding farming areas on the West Coast.
The station
broadcasts 24/7 in Afrikaans, English and IsiXhosa. Its community is
predominantly black and female.
Its
programming schedule covers all age groups and all social sectors.
The station has a listenership of between 40
000 110 000.
3.9.2
Mission
Statement
Radio Atlantis acts
as a medium to empower the community in its broadcast area, through education
and information, and provides a voice and entertainment to such communities and
promotes the rights of those who have been denied their basic human right in
the past, in particular women and children.
It strives to achieve financial sustainability without compromising its
social responsibility towards the community in its broadcasting area.
3.9.3
Achievements
The station has the
following achievements:
3.9.3.1
Moved to
new premises:
(i) safer
environment; (ii) cost cutting in terms of rent and office space (iii) business
revenue; and (iv) community participation.
3.9.3.2
Major Facelift:
(i) from shabby to a more professional
look; (ii) office furniture; and (iii) electronic equipment.
3.9.3.3 New broadcasting studio:
(i) professional look; (ii) good sound
quality; (iii) more and improved features;
(iv) community visitors; (v) won back old listeners and gained new
listeners; and (vi) organisation / business.
3.9.3.4
Improved
financial situation:
(i) accrued
valuable assets (tower, vivid decoder, flat screen TV and recorder); (ii)
gained confidence of advertisers and other role players; (iii) payment of staff
and debt; and (iv) pays stipend to community volunteers.
3.9.3.5
Structural
changes:
(i) constitutional
amendments; (ii) new Board reflecting community organizations; (iii) regular
Annual General Meetings; (iv) 47 volunteers and 45 friends of Radio Atlantis;
and (v) has a staff compliment of three.
3.9.3.6
Visibility
in community:
(i) attendance at
meetings and events; (ii) sponsored volunteers as hosts / MCs and DJs; (iii)
crime accident scenes; (iv) partnered with community organizations (on
historical events); and (v) support to the labour movement on citizens rights
matters.
3.9.3.7
Socio economic:
(i) voter education; (ii) relocation of
Social Services; (iii) dumping site; (iv) revival and restructuring of Atlantis
Youth Development Forum and Family in Focus; (v) successes of the South African
Police Service regarding crime prevention; (vi) creating awareness: female
condom march in October 2011 and HIV/AIDS march on 1 December 2011; (vii)
wheelchair sponsorship to the physically disabled; (viii) cancer relay event;
(ix) Atlantis Cape Town Arts and Cultural Festival; and (x) provides
matriculants with bursaries.
3.9.4
Challenges
The station has the following short-term and long-term
challenges:
3.9.4.1
Short-term:
(i) to find a home for Radio Atlantis; (ii)
to obtain a tax clearance certificate; (iii) to find a sponsor for the
upgrading of the production studio; (iv) to improve working conditions for
volunteers and staff; (v) to improve communication with government departments;
(vi) to create a database: bursars for the youth; (vii) to have a vehicle for
the station; and (vii) no support from the City of Cape Town.
3.9.4.2
Long-term:
(i) Media Training Centre; (ii) Radio
Atlantis newsletter; (iii) Community TV; and (iv) history project: books /
documentary.
3.9.5
Committee
remarks
The Committee
requested the MDDA to assist the station to comply with its funding requirement
for a community radio station.
3.10
Haartebeeskraal
Thusong Service Centre
The Committee was
welcomed by the Centre Manager, Mrs Julie Mentoor.
3.10.1
Overview
of the centre
The centre was
established in 1996 as a training unit in the information communication
technologies. It operates from Monday to Friday from 09:00 to 21:00. It has a
general service counter, a tele-centre and an Internet kiosk.
3.10.2
Functions
of the centre
The centre provided
the following services: (i) ICT training to 5 400 learners including career
guidance and job seekers; (ii) Internet access for bursaries, employment,
tenders and general information; (iii) CVs, typing and laminations; (iv)
photography for the centre newsletter; (v) distributer of the Vukuzenzele; (vi)
webmaster of
www.atlantis.za.net
; and (vii) designer of Atlantis TV.
3.10.3
Challenges
The centre has the
following challenges: (i) uncertainty of the future of the programme (USAASA vs
Cape Access); (ii) the Western Cape government withdrew its funding for the
centre; and (iii) due to unavailability of a 24-hour security system, the ICT
infrastructure is not safe.
3.10.4
Committee
remarks
The Committee noted
with concern the planned takeover of the centre by the City of Cape Town and
the provincial Department of Local Government. The Committee commended the
centre for providing universal access to the Atlantis community.
3.11
Bush
Radio Community Radio
The Committee was
welcomed by the Station Manager, Ms Brenda Leonard.
3.11.1
Overview
of the radio station
Bush Radio
was officially formed in 1992. After repeatedly applying for a broadcast
licence to the apartheid government in 1992, the station decided to broadcast
illegally. Both the chairperson of the Board and the coordinator were arrested.
The case was withdrawn in 1994.
3.11.2
Operations
Operational
activities include: (i) broadcasting; (ii) upliftment projects (YAA, plastic
covers, St Annes Home); (iii) scholarships (staff, volunteers and students);
and (iv) training (internships, SACRADE attachments) Human Potential
Development (CREW, MKK). The station broadcasts 24/7 with a 60% talk and 40%
music split. It has 27 news bulletins that amount to 130 minutes per day.
3.11.3
Sustainability
The
station has diverse sources of income. Advertising forms 50% of income,
sponsorship is another form of income but no sponsorship of news is accepted.
Donors/grants provide income for some of the social upliftment projects such as
CREW, Media Kidocracy Konference (annual) and the school HIV and AIDS Education
Project. Other income sources include fundraising, selling of merchandise,
training fees, internship fees and services provided, which include outside
broadcasting, administration and management fees for projects.
3.11.4
Stations
projects
The
station has the following projects which are developed to serve the community
better or more directly: (i) Childrens Radio Education Workshop and school
media clubs; (ii) Media Kidocracy Konference; (iii) Annual 16 Days of Activism;
(iv) buy nothing day against commercialism; (v) women and technology; (vi) voices
of change with struggle veterans; (vii) Matric revision programme with Western
Cape Education Department; and (viii) Media Connection Vodacom Community Funny
Festival.
3.11.5
Challenges
The station
highlighted the following challenges: (i) Sentech high signal distribution
tariff costs; (ii) Southern Africa Music Rights Organisation (SAMRO) charges
extensive calculation fees and mechanical rights; (iii) South African
Advertising Research Foundation (SAARF) is not producing expected research
results for community media; and (iv) political pressure from different
political organizations monopolises current affairs programmes.
3.11.6
Possible
solutions
The
station proposed that
:
(i) a certain
percentage of advertising revenue be used for training/development of community
media; (ii) government must commit to use 30% of advertising revenue on
community media; (iii) the Department provide clear indications on community
radio station subsidies and improve communication with the stations; (iv) the
Department provide an annual grant for community media and review
pricing/levies for community media with Sentech, SAMRO and Universal Service
Access Fund; and (v) in respect of compliance, problem areas should be
identified and a programme of action should be developed and implemented, for example
SARS tax amnesty period for community media.
3.11.7
Committee
remarks
The
Committee expressed its satisfaction with the way the radio station has
maintained itself.
3.12
Zibonele
Community Radio
The Committee was
welcomed by Mr Mzamo Ngomana, Station Manager.
3.12.1
Overview
of the radio station
Radio
Zibonele was established in 1993 in Khayelitsha as a home-made radio station.
It broadcasts from the heart of Khayelitsha, 24 hours a day and comprises talk
and music. Its content is derived from the community. It employs 19 full-time
employees and seven volunteers. It trains 10 young people from the community
yearly, providing skills in sound and radio broadcasting.
3.12.2
Government
support
GCIS
supports the station with content through government programmes and these
include the state-of-the-nation address; talk to your minister; special
programmes from other departments; and adverts for campaigns. The station
received programme production of R292 000 from the MDDA of which the contract
is pending under themes such as women talk shows; functions of government talk
shows; HIV/AIDS mini drama; and womens drama show. The station has received an
amount of R116 000 as a first payment.
At the time, the station did not have a working relationship with the
Department.
3.12.3
Challenges
The station
highlighted the following challenges: (i) government still controls the advertising
rates of the station; (ii) the station was receiving a minimal fund from GCIS
as opposed to the stations rate card; (iii) the Western Cape Provincial
Government utilises the station but did not provide any funds; and (iv) due to
lack of space on the current premises, the station was unable to proceed with a
skills development drive.
3.12.4
Committee
remarks
The Committee
expressed its satisfaction with the manner in which the radio station is run.
The radio station was generally well organised, had smart offices and provided
maximum service to the community.
3.13
Dizindaba
Newspaper
The Committee was
welcomed by the Publisher, Mr Mzwandile Ed Mangxaba.
3.13.1
Overview
of the newspaper
Dizandaba
News venture became a reality through the assistance of the MDDA. It is the
only IsiXhosa newspaper in Cape Town and is a means of overcoming language
barriers. The target market is non-educated and poor people. The newspaper was
named after an old Xhosa man, Dizamahlembo. Diza means to reveal, hence its
name.
Generally,
one copy of the newspaper is being read by 25 people in informal
settlements.
This newspaper is unique
because it serves as a source of information and news to migrants. It covers
stories about migrants in the Eastern Cape.
3.13.2
Challenges
The following
challenges were highlighted: (i) only 10 000 copies are printed mainly due to
lack of staff and funding; (ii) advertisements are going predominantly to big,
well established newspapers; and (iii) state-owned enterprises do not support
community media through the placement of advertisements.
3.13.3
Committee remarks
The Committee noted
that the newspaper was encountering transformational problems.
Day 4
(20 January 2012)
The Committee visited
Cape Town Television, Sentech and ICASA regional offices in Cape Town.
After the visits, the Committee held a
stakeholders meeting at the Cape Sun Hotel.
3.14
Cape
Town Television (CTV)
The Committee was
welcomed by Ms Karen Thorne, CTV Station Manager.
3.14.1
Overview
of CTV
CTV was
initiated by a group of arts and media organisations, including Arts and Media
Access Centre (AMAC), Mediaworks, Bush Radio, Community Video Education Trust
(CVET), Workers World Media Productions (WWMP) and Public Eye.
Many of the individuals associated with CTV
were instrumental in developing a policy and regulatory framework for community
TV since the early 90's. The station is concerned with the direction that
community TV is taking in practice which represents a departure from the
original intent enshrined in broadcasting legislation.
3.14.2
Purpose
The
purpose of the station is to: (i) strengthen civil society and give people a
voice; (ii) promote human rights and social justice; (iii) promote
participatory democracy and sustainable development; (iv) provide training and
job opportunities in the television industry; (v) promote local language and
culture; (vi) promote freedom of expression and the right to communicate; (vii)
promote access to information and education; and (viii) promote social cohesion
and common purpose.
3.14.3
Structure
CTV has
the following structure: (i) it is owned and controlled by the community
through a democratic, representative structure with civil society organisations
qualifying as members; (ii) its members include NGOs and community-based
organisations (CBOs) as well as sports, labour, education, arts and media
organisations; (iii) these sectors have equal representation on the board which
is elected at the Annual General Meeting (AGM); and
(iv) CTV engages with members on policy and
programming matters.
3.14.4
Operations
CTV has
the following operations: (i) it was launched in September 2006 by over 100
NGOs and went on air in September 2009; (ii) it broadcasts 24 hours a day to a monthly
cumulative viewership of 1,5 million viewers, largely based on the Cape Flats;
(ii) it employs a total of 32 staff (including interns) and it engages up to
100 volunteers per annum in various capacities; and (iii) it has its own office
space but utilises studios owned by partners such as AFDA and the University of
the Western Cape (UWC). However, this is not a suitable arrangement and the
station is trying to raise funds to set up its own studio.
3.14.5
Community
participation
The
community participates in the station as follows: (i) individual community
members submit "community-generated content", host talk shows in open
studio and apply for volunteer posts; (ii) civil society organisations influence
policies and programming, participate in programme production and have access
to TV studios; (iii) independent producers produce independent and
co-productions for/with CTV; (iv) in relation to community radio, CTV aims to
build the capacity of community radio stations to produce content for CTV, in
particular CTV News; (v) Educational Institutions: Work with CTV to develop
educational content, submit student films, students work on CTV productions,
place interns at CTV; (vi) government: 5% airtime set aside for government
programming and (vii) religious organisations: 10% airtime set aside for
religious content.
3.14.6
Business
model
CTV has
the following business model: (i) CTV is a non-profit organisation with
all
profits ploughed back into the
station; (ii) the station has no private investors as it is believed that this
would threaten the non-commercial orientation of the channel; (iii) CTV derives
revenue from advertising (10%,) donations and sponsorship (40%), airtime sales
(40%) and community donations and sundry income (10%); and (iv) diverse revenue
streams ensure that no one source of funding dominates and therefore exerts
undue influence.
3.14.7
Challenges
The
station has the following challenges:
3.14.7.1 Sustainability:
(i) CTV
is critically under-funded, making it difficult to fulfil its mandate; (ii) CTV
has not received sufficient support for infrastructure costs despite the fact
that it costs around R2 million to set up a community TV station; (iii) CTV
only receives approximately R1 million per annum from the MDDA; (iv) CTVs repeated
appeals to the Department to subsidise transmission costs have been ignored;
(v) the National Film and Video Foundation (NFVF) does not consider community
TV to be part of their mandate; (vi) CTV has not received any support from the local
or provincial government; (vii) The GCIS has recently started to advertise on
CTV, which is a positive development; (viii) CTV is still paying unacceptably
high signal distribution tariff costs of R67 000 per month; and (ix) Community
TV stations cannot be expected to generate more than a third of their revenues
out of advertising and certainly not in the first two to three years.
3.14.7.2 Policy and Regulatory Issues:
(i) regulatory uncertainty in the
first three years had a debilitating effect on the channel; (ii) ongoing lack
of clarity on CTVs inclusion in the Digital Terrestrial Television (DTT)
creates further insecurity; (iii) poor licensing procedures have resulted in
the failure of many community stations which has made community TV stations
vulnerable to commercial take-over; and (iv) CTV is being moved to new analogue
frequency in March 2012 to make way for DTT.
3.14.8
CTV
Recommendations
CTV
recommended as follows: (i) CTV needs at least R3 million annual baseline
funding from the MDDA;
(ii) the Department
should subsidise the transmission costs of CTV with immediate effect; (iii) the
Department should provide support for technical infrastructure costs for
community TV;
(iv) Community TV must be
enshrined in DTT. Community TV should be carried through a "must-carry
obligation" on DTT. Government should carry the cost of CTV to be carried
on multiplex 1 as an incentive channel during the dual illumination period; (v)
CTV has requested urgent support from the Department
to launch a community awareness campaign prior
changing frequencies to avoid a crippling loss of viewers; (vi) government
should allocate 30% of advertising revenue on community media; and (vii) the
above provisions should only apply to genuine, non-profit community
broadcasters under the advice of the MDDA.
3.14.9
Committee
remarks
The Committee noted
the recommendations of CTV and will continue to engage.
3.15
Sentech
Regional Offices (Milnerton)
The Committee was
welcomed by the Regional Manager, Mr Patrick Sikhosana.
3.15.1
Regional
overview
Sentech regional
office is situated in Cape Town, with four operation centres in Cape Town,
George, Vredendal and Upington.
The
structure has an acting head for the Eastern and Western region; one senior TCC
Manager in Cape Town with 22 staff members, one TCC manager in Vredendal with
nine staff members, George which has nine staff members, Upington with seven
staff members; and one support services manager in the Western region with
seven staff members.
3.15.2
Operations
Cape Town TCC
provides services to the following clients: (i) Community Broadcasters: Fine
music radio, Voice of the Cape, Cape TV, Radio 786, Radio Tygerberg, CCFM,
Radio Weskus, Bush radio, Radio KC and Radio Helderberg; (ii) Regional
Broadcasters: KFM, Heart FM, Radio Good Hope and Radio Algoa; (iii) BTV: Spur
Group ( taste FM), Lewis group, Pick n Pay ( fresh FM) and Clicks; and (iv) Facility
Rental: Altech Netsar, Amobia Comms, ATNS, CellC, City of Cape Town, Digital
mobile radio, Emergency medical services, Eskom, G7 renewable energies, Ibanza,
IR Pope, Lazer Comms, MTN, Radio lady, RFG Comms, SA paramedics, SA Weather
service, Safe security, SAPS, SANDF, Swiftnet, Telkom, Tracker, Transner,
Vodacom, and WISPA
There are also current interventions which include expansion of network
for Fine Music Radio and Heart Radio; expansion of coverage for Voice of the
Cape and Radio West Coast; and currently mitigation of costs are being
undertaken in respect of Cape TV.
3.15.3 Recommendations
The Committee noted that there is no task team in place, comprising of
Sentech, ICASA and SABC as it was recommended on the previous oversights and
recommends that a task team needs to be established as a matter of urgency.
3.16
ICASA Regional
Offices (Cape Town)
The Committee was
welcomed by the Regional Manager, Dr Mark Ramsay. However, the Committee could
not meet with the staff on 8 February 2012 due to the fact that they were on
industrial strike and met with them on 15 May 2012.
3.16.1
Overview
of ICASA regional office
ICASA is governed by the ICASA Act, Electronic Communications Act (ECA),
Interception and Monitoring Act and Postal Services Act. It is governed by a
council, Chief Executive Officer (CEO) and executive management. ICASA has its Head
office in Sandton and has regional offices in Durban, Port Elizabeth, Cape Town
and Bloemfontein, with staff varying between nine and 14 per region.
3.16.2 The Western
Cape region is responsible for the following services:
3.16.2.1 Public
Consumer Education:
(i) Consumer Education offers report directly to the Head
Office Consumer Division. The regions provide logistic support; (ii) All
Consumer Complaints are logged in head office and attended to from there; (iii)
visit schools and other institutions for public educational presentations and
workshops; and (iv) take part in Community Radio talk shows relating to
Consumer issues.
3.16.2.2 Postal
Compliance:
(i) postal inspectors report to Regional Managers; (ii) perform
Retail Post Office inspections to verify licence condition compliance; (iii) perform
postal depot inspections to verify compliance with licence conditions; (iv) receive
and investigate postal consumer complaints; and (v) perform unreserved postal
service inspections ( courier companies).
3.16.2.3 Licensing
Compliance:
(i) activities by
this section include process assigned and pre-assigned license applications;
(ii) do radio dealer and alarm company audits; (iii) do type approval
inspections; (iv) tracing and stealing of unlicensed equipment; (v) issue
permits to have unlicensed equipment; (vi) perform data Integrity Verification
to enhance data on the Spectrum system. Cospas-Sarsat system for beacon; (vii)
issue MMSI ( Maritime mobile Service Identity) numbers for ships and EPIRBS (
Emergency position indication radio beacon); (viii) enter maritime certificate
data into the Spectrum system; (ix) generate and prepare the RRT (Restricted
radio telephone operators and GMDSS (Global system) certificates; and (x) certificates
are in process of being handed to SAMSA.
3.16.2.4 Spectrum
compliance:
(i) receive and log interference complaints from licensees;
(ii) do interference investigations; (iii) based on urgency and priority; (iv)
trace/locate illegal radio users; (v) do high-site checks to verify license
conditions; (vi) do new site commissioning; (vii) assisting SAPS with
investigations; and (viii) RMA unit for mobile remote access.
3.16.2.5 Enforcement:
(i) type approval compliance checks; (ii) labelling
compliance checks; (iii) enforcement of communication acts and regulations with
respect to illegal users and equipment; (iv) initiate legal actions against
perpetrator; (v) attend court as expert witnesses; and (vi) examples of illegal
apparatus include a four channel blocker for large areas, a three channel
blocker unit for small areas, bugging devices, GPS/tracker jammer that plugs
into vehicle cigarette lighter socket and optical keyhole spy viewer with
wireless screen
3.16.2.6 Involvements:
(i) Stakeholder relations include radio
dealers such as Lazer Communications, Vertel Systems, IR Pope, all repeater
system licensees; also Sentech, Telkom, SA Post Office, SAMSA, SA Police
Service providers- Vodacom, etc; and (ii) the Cape Town office has been
directly involved with development of databases catering for Interference,
Licensing, MMSI numbers, Certification, Query logging, etc, assisting SAMSA in
locating boat owners in cases of accidents at sea, assisting SAPS with identification
and analyzing of radio apparatus seized at road blocks and assisting SA army to
locate illegal installations on their remote sites.
3.16.3
Challenges
The following
challenges were highlighted: (i) keeping up to date with new technologies through
ongoing training for staff; (ii) having technology relevant test equipment;
(iii) not having to borrow equipment from stakeholders to perform
investigations; (iv) reaching the goal of envisaged 1-stop shop at regional level
through automated systems; (v) ability for public to obtain information on the ICASA
website in a user-friendly manner; (vi) improved credibility through increased
visibility in media; and (vii) budget constraints.
3.16.4
Meeting
with ICASA employees
3.16.4.1 Introduction
The meeting was
attended by the following Members of Parliament; Mr SE Kholwane, Ms S Tsebe, Ms
W Newhoudt-Druchen, Mr D Kekana and Ms R Morotua.
3.16.4.2 Support Staff:
Ms S Peer, Mr S Nene, Ms N Diya, Mr K
Matlala, Ms R Davids and Mr F Deysel.
3.16.4.3 Matters raised by employees:
(i) no regional
strategy for postal services and consumer awareness campaign, only one person
responsible for postal inspection of 190 Post Offices, unreserved postal
services and 200 courier companies in the Province; (ii) Peace Officer training
for inspectors based on the ruling by a court in Nelson Mandela Bay; (iii)
there is insufficient parking for the company vehicles fitted with monitoring
equipment, and as a result, they use road side parking in Strand Street; (iv)
there is no marketing and awareness strategy for ICASA, and as a result, before
any field work inspection can be conducted, they have to educate people about
who they are; (v) ICASA does not have the required monitoring equipment for
network interferences, and therefore have to borrow it from mobile operators;
(vi) the province is too vast and there are very few staff to cover it; (vii) although
part of the reason to relocate the regional office was to make it accessible,
the statistics prove otherwise especially on walk-in customers and the general
public; (viii) management is reluctant to assess staff for performance and
staff often have to push them; (ix) alleged undue interference by the Senior
Managers on the inspection activities that are carried out in the Province; and
(x) no continuous update or in-service training offered to keep the staff
abreast of legislation, policies and regulation changes.
The Regional
Manager responded that:
(i) the
relocation was on the advice of auditors so that the office could be accessible
but conceded that the objective could not be achieved, and was in the process
of looking for another office space that will suit their needs, (ii) there was
a delay in the assessment of staff performance but this would be rectified, (iii)
the peace officer training for inspectors was budgeted for in the 2012/2013
financial year, (iv) there was no marketing strategy for the province; and (v)
the current legislation had limited the powers of inspectors to confiscate illegal
goods or those not type approved.
The Committee noted
the following recommendation by staff:
(i)
establishment of a unit that would be responsible for keeping them abreast on
legislative, policy and regulation changes, (ii) the regional strategic plan
and budget should encompass all divisions in the region, and (iii) increase of
staff to have impact on their work.
3.16.5 Recommendations
The Committee noted
that: (i) the relocation of the regional office was informed by the findings of
the internal auditor on the security of its assets; however no proper due
diligent work was done by management in relation to their requirement; (ii) the
relocation process has created considerable suspicion among staff that this
might have benefited individuals, and (iii) the regional mangers seem not to
have much delegated powers to run the regions.
The Committee, therefore,
recommends that: (i) the relocation process of the regional office should be investigated
to deal with the suspicions, (ii) a comprehensive report on the impact of the
legislation on the work of inspectors in particular powers to confiscate
illegal equipment, should be compiled (iii) the delegation of powers to regions
should be reviewed, and (iv) consultation with the employees should be
undertaken as they are in the process of looking for another office space. In
future ICASA must address the matter internally with all employees before any
relocation is undertaken.
Having noted the
issues raised by the employees in the region, the Committee further recommends
that the Regional Manager should submit a detailed report on the lease
agreement including a breakdown of rental costs inclusive of parking areas
before 31 July 2012.
4.
Stakeholders
meeting
The Committee concluded its oversight visit by holding
roundtable discussions with representatives of the community media and the
following issues were raised:
4.1
Financial sustainability
This was a challenge for both community print and
broadcasting. The concern was around the attitude of advertising industry,
towards the community media. The challenge is the improper statistical
allocation of the Audit Bureau of Circulation for community print media and the
allegedly incorrect listernship statistics by the South African Advertising and
Research Foundation (SAARF) which has a huge impact on attracting advertisers.
4.2
Signal distribution
The community broadcasters indicated that the tariffs
for signal distribution by Sentech were unaffordable and requested a review of
the tariffs in line with the provision of the Electronic Communications Act (ECA).
4.3
Training and development
Whilst acknowledging the role played or continues to
be played by MDDA, it was requested that the funding model of the MDDA should
be reviewed so that more funds could be made available for training and
development.
5.
Overall
Recommendations
The Committee
recommends: (i) an immediate establishment of the task team comprising Sentech,
SABC, ICASA and the Department in the Western Cape to develop an integrated
framework for rolling out low-power transmitters;
(ii) that Sentech should have a timeline on
the finalisation of the tariffs review in line with the Electronic
Communication Act; (iii) that SAPO should provide a timeline on the replacement
of non-functioning PITs or an alternative model; (iv) that MDDA should develop
a strategy on how community radio stations that experience continuous power
failures will be assisted through the provision of alternative sources of
energy; and (v) that the Minister in the Presidency: Performance Monitoring and
Evaluation should consult with the National Treasury on the possibility of
getting additional funding for the MDDA.
Report
to be considered.
Documents
No related documents