Report: Oversight visit to the Limpopo province from 5 – 8 February 2012, dated 29 May 2012

Report of the Portfolio Committee on Communications on the oversight visit to the Limpopo province from 5 – 8 February 2012, dated 29 May 2012

The Portfolio Committee on Communications (the Committee), having undertaken an oversight visit to the Limpopo province from 5 – 8 February 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 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 (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. In heeding the President’s call and Parliament’s legislative and constitutional mandate, the Committee undertook an oversight visit to the Limpopo province, with an intention of overseeing the provision of services (including projects) by the Department and GCIS and its entities.

The oversight included visits to regional offices of the Independent Communications Authority of South Africa (ICASA), South African Broadcasting Corporation (SABC) and Sentech; South African Post Office (SAPO) outlets; and projects of Media Development and Diversity Agency (MDDA) (Community Media) and GCIS (Thusong Service Centre) and the Universal Service and Access Agency of South Africa (USAASA) Telecentres.

1.2 Objective

The Committee embarked on 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 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 media, 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.

(d) Successes and challenges: (i) experience by USAASA in deploying Telecentres for ICT service; and (ii) experience 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 (5 February 2012)

2. Limpopo province

2.1 Delegation

2.1.1 Members

The delegation consisted of Mr SE Kholwane, ANC (Chairperson and Leader of the delegation), Mr D Kekana (ANC), Ms S Tsebe (ANC), Ms F Muthambi (ANC), Ms M Shinn (DA) and Mr A Steyn (DA).

2.1.2 Support Staff

Mr TK Ngoma (Committee Secretary), Ms S Peer (Committee Secretary) and Mr K Matlala (Assistant to Mr D Kekana).

2.1.3 Stakeholders accompanying the Committee

The Committee was accompanied by representatives of the following institutions: the Department, SAPO, SABC, MDDA, USAASA, GCIS, ICASA, and Sentech.

The Committee held a briefing session with all the stakeholders except GCIS, and it was agreed that when the Committee visits the projects, there must be a prepared written agenda and a presentation.

Day 2 (6 February 2012)

The Committee visited the Lulekani Post Office and the following projects: Selwane Thusong Centre, Bulamahlo Telecentre, Greater Tzaneen Community Radio Station, Moletie Community Radio Station and Nhluvuko Community Newspaper.

3. Committee Visits

3.1 Lulekani Post Office

The Committee was welcomed by Mr Sydney Sithole, Area Manager and Mr Ruben Masisi, Regional Manager.

3.1.1 Overview of North East Region

Lulekani Post Office falls under the North East Region, which comprises Limpopo and Mpumalanga provinces. It has four areas, namely Waterberg, Louwveld, Capricorn and Limpopo North.

The Region consists of 176 conversional post offices and 230 retail postal agencies.

AREA	CONVERSIONAL POST OFFICE	RETAIL POSTAL AGENCY
Waterberg	41	53
Louwveld	45	52
Capricorn	48	66
Limpopo North	42	59

3.1.2 Infrastructure roll-out plan

AREA	RELOCATE & UPGRADE	RETAIL POSTAL AGENCY	ESTABLISH NEW OUTLETS
Waterberg	2 (Bakenberg and Rebone)	1 Limberg	0
Louwveld	5 (Namkgale, Matsulu, Kabokweni, Burgersfort, and the area office)	0	6 (Mariti, Dwarsloop, Mafemane, Sidlamafa, Swalala and Selwane)
Capricorn	2 (Shiluvane and Medigan)	6 (Abel, Mafarana, Monakhi, Mamatsha, Selota and Gaphaodi)	0
Limpopo North	1 Musina will be upgraded	5 (Zava, Lambani, Mbokota, Musekwa and Mphangani)	1 A conversional post office will be established in Nwamankena

3.1.3 Public Internet Terminals (PITs) roll out

AREA	PIT’s INSTALLED	OPERATIONAL	NOT OPERATIONAL
Waterberg	25	14	11
Louwveld	28	23	5
Capricorn	35	21	14
Limpopo North	28	15	13

3.1.4 Challenges

The Post Office highlighted the following challenges: (i) slow IT network response which contributes towards poor customer service; (ii) a culture that is not customer service orientated; (iii) increase in theft activities at branches; (iv) increase in crime: armed robberies and burglaries; (v) theft of Telkom cables that leads to services being affected; (vi) offices without water or disruptive supply including geysers; (vii) offices without compliance and occupational health and safety certificates; (viii) no security systems (alarms and counter screens); (ix) offices without air conditioning; (x) offices without photo /.fax machines including repairs; (xi) no signage for offices and retail postal agencies; and (xii) retail postal agencies without safes or centre units.

3.1.5 Possible solutions

In light of the above challenges, the Post Office presented the following possible solutions: (i) provision of water tanks and boreholes; (ii) budget for geysers; (iii) the project for obtaining the regulatory certificates is ongoing; (iv) implementation of alternative measures, for example Branch Manager’s office and the redesign of counters; (v) budget needed in the new financial year for alarms, counter screens and installation and repairing of air conditions including a maintenance plan; (vi) awaiting corporate approval for signage replacement; (vii) budget in the new financial year for retail postal agency’s safes and counters; and (viii) awaiting management’s approval for the renewal of contracts for photo / fax machine with the service provider.

3.1.6 Recommendations

The Committee noted with concern that: (i) the regions of SAPO were not in line with government’s demarcations, hence the Regional Manager is responsible for areas partly in Mpumalanga and Limpopo and (ii) SAPO had no maintenance plan for the non-functional PITs; and (iii) there was a high vacancy rate in the Region.

The Committee recommends that the Post Office must provide a report on: (i) gender representation in the Region; the possible solutions to the challenges raised regarding client base population, crime statistics, the disciplinary processes currently underway, the average number of items sorted per month, with timeframes (ii) urgently fill in all vacant positions, and (iii) Post Offices must be aligned with the latest government demarcations.

3.2 Selwane Thusong Service Centre

3.2.1 Overview of the Centre

A resolution to establish a Thusong Service Centre (TSC) in Selwane was taken on 6 November 2007, in accordance with the provisions of the New Limpopo Business Plan for Thusong Service Centres.

Selwane is a municipal growth point, together with its neighbouring villages (Mahale, Majeje 2, Majeje 3, Prieska, Nondweni and Xitlakati), which when combined account for a population of 15 424.

Public services and telecommunication infrastructure conditions are worrisome in some aspects. For instance, in terms of transport, only 37km from Phalaborwa town has a tarred road. Although Telkom infrastructure exists, personal mobile units or cell phones are mostly utilised for telecommunications.

3.2.2 Establishment process

The municipality partnered with other stakeholders to establish the TSC, and role players include: (i) Ba-Phalaborwa Municipality is the project champion; (ii) Phalaborwa Foundation assisted with the construction of a community library and palisade fence; (iii) NDPG is the project sponsor; (iv) GCIS assists in an advisory capacity and with campaigns; (v) Office of the Premier in Limpopo province assists with co-ordination and other relevant support; and (vi) Selwane Traditional Authority provided land and assists with community mobilisation.

The purpose for the establishment of the TSC is to provide integrated government information and services to previously disadvantaged communities and to have at least one functional TSC within the municipal area by 2014.

A project team was established, comprising of sector departments and led by the municipality and GCIS, to gather information and develop a road map towards the establishment of a TSC in Selwane.

In order to establish the needs of the community, meetings with potential service providers were held to establish interest and then provide services in the area. In addition, consultations with community structures were held, led by the Traditional Authority and the Ward Councillor, to establish community needs with regard to government services.

A concept plan was developed through visits to other centres to study their buildings against service provision and was discussed with all affected parties. The final plan was drawn and paid for by the Phalaborwa Foundation and it was agreed that the implementation of the project would take place in two phases.

Phase one included the construction of the library and would be equipped by the Phalabora Foundation. A service provider was appointed by the Municipality to construct phase two of the project. Lease agreements were established and discussed with identified tenants. Tenants were given a three-month waiver of rentals to pilot services whilst processing the signing of lease agreements.

3.2.3 Services Rendered at the Centre and Tenants

The Department of Agriculture renders services from Mondays to Fridays in regard to: (i) administration; (ii) farming information; and (iii) development of business plans and provision of marketing research. Library services are provided from Mondays to Fridays and include information dissemination, photocopying, career guidance and training of interns.

The Communal Property Association (CPA) assisted from Mondays to Fridays with land claim issues, office administration and monitoring of community property under Kgoshi Selwane. CIS renders services twice a week on the monitoring and evaluation of government services, as well as dissemination of government information.

The Department of Home Affairs renders services relating to: (i) birth certificates; (ii) identity document applications; and (iii) change of particulars and referrals, on Fridays only. Other service providers within 500 metres from the centre are: (i) South African Police Services (SAPS) and (ii) Traditional Authority and Primary Health Care Services.

Targeted tenants sought are anchor tenants, namely (i) Traditional Authority; (ii), SAPS: (iii) SAPO, (iv) Library Services and Home Affairs; (v) Social Development, (vi) South African Social Security Agency (SASSA); (vii) Department of Agriculture; (viii) Department of Correctional Services; (ix); Selwane Community Property Association; (x) Telecentre and kiosk.

3.2.4 Challenges

The following challenges were highlighted: (i) occupation by tenants/service providers – particularly government departments are required; (ii) anchor tenants (SAPS, Home Affairs and POSA) are reluctant to move in; (iii) internet services such as PITs, telephone connections by Telkom are necessary tools of trade; (iv) equipping and managing of the Telecentre, as well as lack of a General Service Counter is a further constraint.; and (v) paving of the ground is required and volunteers who clean the centre are not remunerated due to shortages of funds.

3.2.5 Response by SAPO and USAASA

Both SAPO and USAASA responded as follows: (i) establishment of the centre by USAASA has been budgeted for in the 2012/13 financial year; (ii) SAPO reported that they will be on site in the next two weeks to facilitate the establishment of the postal outlet. It would take approximately 45 days to complete construction and the Post Office should be operational at the end of April 2012. However, lack of telecommunication infrastructure might delay the provision of online services.

3.2.6 Committee recommendations

The Committee acknowledges the undertakings by SAPO and USAASA and noted that: (i) SAPO has made commitments to establish a postal outlet; (ii) USAASA committed to establish a Telecentre; (iii) the Department and other government entities have also committed to provide services; and (iv) there was a lack of telecommunications infrastructure in the area.

The Committee recommends that: (i) a follow up visit to the centre be conducted in May 2012; (ii) both SAPO and USAASA should honor their undertakings; (iii) the rollout of telecommunications infrastructure to rural areas should be prioritized by the Regulator and the Department.

3.3 Bulamahlo Telecentre

The Committee was welcomed by Mr Thanyane Rabura, GCIS Provincial Manager.

3.3.1 Overview of Bulamahlo Telecentre and Thusong Service Centre

Bulamahlo Telecentre was initiated in collaboration with USAASA in 2006. It offers the following services: printing, copying, laminating, faxing, telephone and digital doorway services that assist the youth and learners with information. The centre had signed a Memorandum of Understanding (MoU) with the University of South Africa (Unisa) and offers assistance to their students with regard to ICT Telematic Delivery Community Outreach Programme. It also offers ICT training to local schools, the youth, local educators and individuals who need computer skills. It is accredited with MICT-Seta and provides standards-based training.

Bulamahlo Thusong Service Centre was initiated in partnership with the Greater Tzaneen Municipality and services are rendered by: (i) Department of Home Affairs, (ii) SAPS; (iii); GCIS; (iv) Department of Health; (v) Department of Social Services; (vi) Department of Cooperative Governance and Traditional Affairs, and (vii) Bulamahlo Projects Trust.

The centre brings government closer to the people and helps communities by: (i) providing access to integrated and cost-effective government services while saving people money from travelling long distances; and (ii) allowing municipality to co-ordinate and plan in an integrated way.

The centre has a good service record and is well-known locally, provincially and nationally. It receives support from the surrounding communities.

3.3.2 Challenges

The following challenges were highlighted: (i) no sufficient funds to pay for rates & electricity; (ii) branding – the centre is not easily identifiable; (iii) some service providers do not adhere to the centre’s opening times and in some instances, they just show up without informing the centre; (iv) problems with internet connectivity; (v) not all service providers have signed a Service Level Agreement (SLA) including government departments; (vi) no remuneration - employees only get salaries when there are funds available; and (vii) other government departments are not paying rent, except for GCIS.

3.3.3 Recommendations

The Committee noted: (i) the challenges raised by the centre management; (ii) with concern that government departments were not paying rent to the centre except GCIS; (iii) with concern that government departments expected a non-governmental organisation (NGO) to make its telephone lines available when they are cut off by Telkom and recommends that GCIS must submit a report on the status of the centre to the Committee before the end of April 2012 ( see Annexure 1 ).

3.4 Greater Tzaneen FM (GTFM)

The Committee was welcomed by Mr Kwena Maphoto, Chief Executive Officer of Greater Tzaneen Economic Development Agency, and Mr Tebatso Maapola, GTFM Station Manager.

3.4.1 Overview of GTFM

The station was established by Greater Tzaneen Economic Development Agency in 2011. Its aim is to ensure that communities who had been denied access to resources can access ethical, creative and responsible radio station programmes that encourage people to communicate with each other. The station is bridging the local information gap left five years ago by its predecessor.

GTFM broadcasts in English, Afrikaans, Sepedi and Xitsonga. The station has more than 10 presenters and broadcasts 24 hours a day, seven days a week. It targets youth between 16 – 35 and adults who are 36 years and older. The programming is 60 % music and 40 % talk. It has a mix of educational, informative and entertaining shows. It is a development oriented radio station which broadcasts the message of economic development opportunities to the community and provide a platform for social cohesion. The station has a listenership of 8 000.

It covers a 100 km radius and is received in the following areas: Greater Tzaneen Municipality, Greater Letaba Municipality, Giyani Municipality and Ba-Phalaborwa Municipality . It had recently engaged ICASA for a new antenna which will help increase its radius to over a 100 km. The MDDA and the office of the Premier contributed financially in the establishment of the radio station. The station is committed to talent and events coverage based on a pluralist approach that enables broad programming coverage.

3.4.2 Committee recommendations

The Committee appreciated the role played by the Municipality in the establishment of the radio station; however, it was concerned about the continued involvement of the Municipality on the day to day running of the station.

3.5 Moletsi Community Radio Station

The Committee was welcomed by Mr Kgabo Hlahla, Deputy Chairperson of the Board.

3.5.1 Overview of Moletsi Community Radio Station

Moletsi community radio was started by ordinary members of the rural area of Moletsi in terms of notice 785 of 1997 government gazette. The radio was born out of two initiatives namely: Phuthanang Bahlaloga and Moletji Concerned Group community radio projects. Both structures were established in June 1997 with similar purposes of achieving the objective of having a community radio station in Moletsi. The two projects later merged to establish one community radio station.

For many years, the station had been licenced to broadcast within 60 km radius. It commands listenership estimated at 850 000 and is broadcasting 24 hours a day seven days a week. The programmes range from developmental, economical, health to religious. Much recently, the station has been licenced to broadcast within 120 km radius.

The station covers the following areas: Polokwane, Blouberg, Lepelle Nkumpi, Molemole Municipality , Aganang Municipality , Capricorn District Municipality and a part of Waterberg District Municipality . Once the 120 km radius coverage has been effected, a wider community coverage will be achieved.

3.5.2 Listenership

The listenership of community radio stations is based on the population the station covers. Moletjie has 123 villages with an estimated population of 1, 2 million and this excludes the surrounding areas. Community participation is very high on different programmes on-air and during outreach programmes. The monitoring systems have thus proven that the South African Advertising Research Forum (SAARF) estimations are incorrect.

3.5.3 Staff and Board

The station has a compliment of 28 permanent staff members and eight freelancers. There are 12 Board members who act as a link between the station and the community. These Board members have expertise in different areas, and continue to add value in providing leadership and direction with the community radio station.

3.5.4 Remuneration / Income

The station receives 50 % of its income through advertising and has designed and on-air and outreach programmes that generate 50 % income annually. The latter assists the station to stick to its commitments and operations. Staff receives a monthly stipend.

3.5.5 Programming

The station is 80 % talk and 20 % music. The station broadcasts 41 minutes of news per day, 20 minutes are local, 14 minutes national and 7 minutes international. 60 % programming content is educational, which includes informal education such as skills development, entrepreneurship and basic literacy. The station is 80 % Sesotho sa Lebowa, 10 % English, 5 % Venda and 5 % Xitsonga.

3.5.6 MDDA Involvement

The station had received overwhelming support from MDDA through funding and technical support. MDDA has sponsored R 450 000 for infrastructure, R 510 000 for relocation to the new structure, R 399 000 for programme production and currently it has approved the station’s proposal of R 500 000 for programme production. Through MDDA funding, some staff members attended Radio Studies at Wits Radio Academy in 2009 and 2010. The kind of support received from MDDA has empowered the station to produce quality programmes. Other three staff members have also attended the programming production course at ABC Ulwazi.

3.5.6 Sentech Involvement

Sentech was the first signal distributor of Moletsi community radio station between 1999 and 2004. This was made possible through Sentech’s partnership with the Department. Currently, the biggest challenge with Sentech is the cost of high signal distribution tariffs. This led to Moletsi community radio preferring self-provision over Sentech’s signal distribution. Sentech tariffs review is critical if community radio stations are to sustain themselves.

3.5.7 The Department’s Involvement

The Department supported the radio station with its first broadcasting equipment in 2000. From 2004 – 2006, the Department partnered with the station on programme production training. It was through this important partnership that the station acquired the Best Talk show, Best Drama and Provincial Performer Awards in Kopanong Conference Centre in 2005. During that partnership, Sound Fusion was also contracted to roll out digital broadcasting equipment and that took the station’s broadcasting to a higher level.

3.5.8 GCIS Involvement

GCIS is a tried and tested partner of the station since its inception. Over the years, GCIS has provided support to the stations and facilitated community radio workshops, elections, as well as satellite broadcasting of national and provincial government’s programmes.

3.5.9 Achievements

The station has achieved the following: (i) broadcasting moved from a four-roomed house to state of the art broadcasting centre; (ii) compliance with licence conditions since inception; (iii) decade of existence of the station; (iv) community participation; and (v) twenty four hour broadcast.

3.5.10 Challenges

The station has the following challenges: (i) the station is not getting much support from government (particularly on programmes that government should be paying for); and (ii) Sentech’s tariffs are unaffordable and stations will continue to struggle if the latter is not funded by government.

3.5.11 Way forward

The station proposed that there should be an establishment of media corporative in terms of: audio-streaming; print media; television; and an accredited training and development centre

3.5.12 Recommendations

The Committee commended the station for being financially sustainable and from those already visited; it is regarded as one of the best community radio stations.

However, the Committee remains concerned with government departments not supporting community broadcasters, and those not paying for advertising services rendered.

3.6 Nthavela Newspaper

The Committee was welcomed by Mr MJ Baloyi, Sub-editor and Publisher of the newspaper.

3.6.1 Overview of the newspaper

The Newspaper was established in 2008 with funding from MDDA. It is a monthly publication and prints 10 000 copies per month. The newspaper is normally a 12 page publication on tabloid size newsprint and is 50 % colour. The distribution channels of the paper include schools, hospitals, jails, shopping centres, local stores, filling stations and telephone containers. The paper is produced by a team of five members.

3.6.2 MDDA Involvement

The MDDA funds cover the following: printing; office rental; equipment (Computers, printer, cameras); distribution (petrol and oil); telecommunication (telephone, fax, internet and email); and basic salary for the five staff members.

3.6.3 Achievements

The Newspaper has achieved the following: (i) paper helps learners to improve their Xitsonga literacy especially reading and writing; (ii) accessible to areas that never had a newspaper before; (iii) covers stories in remote areas that were never written in the past; (iv) profiled the history of Vatsonga (their origins and chiefs);(v) some Xitsonga speakers were first exposed to newspapers with the establishment of Nthavela; (vi) entered a Pan South African Languages Board (PanSALB) competition and received a certificate of participation; and (vii) the paper is used as a source for reading and debates and also assists learners when preparing for exams.

3.6.4 Challenges

The Newspaper has the following challenges: (i) reluctance by government structures, departments, para-statals and municipalities to advertise in the newspaper (preferring English publications instead); (ii) similar reluctance by private sector to advertise in a newspaper whose language is not understood by most businesses; (iii) unskilled advertising personnel; (iv) inability to publish stories from other areas where the paper is distributed due to unavailability of trained journalists to cover stories for the paper in Xitsonga; (v) lack of development of relevant terminology for writing stories; (vi) only one vehicle (sedan) is used for distributing over long distances; and (vii) African languages viewed as inferior, unsuitable and not appropriate to conduct government business.

3.6.5 Way forward

In light of the above challenges, the newspaper requests that the: (i) Committee must encourage government structures, departments, municipalities and para-statals to also use indigenous languages when communicating their programmes, e.g. State of the Nation Address, 17 ^th Conference of Parties, HIV/AIDS, School governance, crime, job creation, etc; (ii) Department must encourage print media to use indigenous languages in the electronic media; and (iii) Department in conjunction with the Department of Arts and Culture promote and encourage debates and discussions in African languages.

3.6.6 Recommendations

The Committee commended the Publisher and staff for their dedication in promoting Xitsonga language. However, the Committee was concerned about the challenges raised by the newspaper.

Day 3 (7 February 2012)

The Committee met with Sentech Regional management and employees, SABC Regional Management and Employees, Sekhukhuni Community Radio and Ngulu Community Newspaper.

3.7 Sentech

The Committee was welcomed by Mr Gideon Madikizela, Provincial General Manager.

3.7.1 Overview of Polokwane Transmittion Control Centre (TCC)

Sentech regional structure is divided into four regions: Eastern, Northern, Western and Central. Polokwane TCC falls under the Northern Region and has 12 staff members. The centre is responsible for providing services and maintaining the signal distribution network within Limpopo ; installation of new equipment and attending to listeners complaints in conjunction with local customers.

There are 23 Television and FM sites which comprise of: 1 X A+ category site; 4 X B category sites and 18 X C category sites. The TCC has the following clients: Sekgosese Community Radio, Capricorn FM, Jacaranda FM, Phalaphala FM, Munghana Lonene, Thobela FM, SABC 1, SABC 2 and SABC 3.

3.7.2 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 before. Six sites are serviced by Polokwane TCC.

The major challenges experienced in effectively and timeously rolling out the project are: (i) unavailability of electricity supply in certain rural areas requiring low power transmitters; (ii) unreliability of transmission equipment; and (iii) acquisition of suitable high sites.

3.7.3 DTT Provincial Coverage at Launch

Two sites are ready for the launch with 10 sites remaining. The current total population coverage is 64.6 %

3.7.4 Achievements

Sentech Polokwane TCC has the following achievements: (i) successfully rolled out six low power sites thus far; (ii) DTT installations are in accordance with the rollout time schedule; (iii) Network Maintenance System (NMS) on DTT sites are being implemented and are up and running with few outstanding items on the checklist being addressed; and (iv) good relationship with the community, and commercial and public broadcasters.

3.7.5 Challenges

There is an increase in work load but not enough staff compliment. However, this challenge will be addressed through human resource intervention that has been recently introduced to management and staff.

3.7.6 Meeting with Sentech staff

No issues were raised by the staff.

3.7.7 Recommendations

The Committee expressed its satisfaction with the work of Sentech and recommends that Sentech must send a detailed report with timelines on when DTT total coverage will be fully achieved in the Province.

3.8 SABC Limpopo

The Committee was welcomed by Mr Victor Ravhuzo, Provincial General Manager

3.8.1 SABC Management

The SABC highlighted the following challenges affecting the Province: (i) access to education has not in all areas translated into quality education; (ii) in many villages, the celebration of water piping has not translated into actual conveyance of this precious resource; (iii) even during years of high economic growth, the rate of unemployment was barely dented; (iv) three quarters (75 %) of the unemployed are young people, with major macro-social implications for the nation as a whole; (v) high crime levels in the Province are not being reduced; and (vi) high rate of teenage pregnancy.

3.8.2 Staff Compliment

The regional office has a staff compliment of 293 structured as follows: (i) 186 Africans, Indians and Coloureds; (ii) 13 whites; (iii) 67 females; (iv) 32 males; and (v) 94 freelancers.

The province has established an Employment Equity (EE) committee to look into ensuring that set EE targets are met.

3.8.3 Digital access

Limpopo province has significantly lower levels of access to the Internet and SABC has a role to play in changing the status quo through partnerships with established Tele-centres and Universities. However, SABC remains the main source that provides edutainment in the Province.

3.8.4 Stakeholder Management

In view of facilitating social transformation, the Province has a relationship with the following stakeholders: (i) various government departments and municipalities; (ii) MoU signed with: Department of Public Works; Department of local Government and Housing; Department of Health; University of Venda; Vhembe District Municipality and Limpopo Business Support Agency; (iii) Higher Learning Institutions: University of Limpopo and Tshwane University of Technology; (iv) Pan South African Languages Board (PANSALB); (v) Limpopo Arts Council; (vi) Religious and Faith Based Organisations: Zion Christian Church (the region conducts Arrive Alive campaigns during their peak season), South African Council of Churches and Traditional Healers Association; (vii) Chamber of Businesses: National African Chamber of Commerce (NAFCOC), Business Unity of South Africa (BUSA), Polokwane Chamber of Business (PCOB) and Black Management Forum (MBF); (viii) House of Traditional Healers; (ix) Mining House (Anglo Platinum); (x) Print and Electronic Media; (xi) Employees and Organized Labour; (xii) Non-Governmental Organizations (NGOs); and (xiii) Hospices: Tonda Lushaka, Praktiseer and Khulani

3.8.5 Programming focus

The stations in the Province drive a meaningful content that touches the lives of the people on daily basis and assist them in making informed decisions. SABC deliver public value broadcasting by supporting the five key priorities as set by the government: (i) job creation, (ii) education, (iii) health, (iv) rural development, and (v) eradication of crime and combating corruption. Managers ensure that presenter’s scripts reflect the five key priorities.

3.8.6 Universal Access

In terms of Universal Access, the radio stations listenership is as follows: (i) Thobela FM – 2 668 000 listeners; (ii) Munghana Lonene FM – 1 140 000 listeners; and (iii) Phala Phala FM – 956 000 listeners.

3.8.7 Technological challenges

The SABC Limpopo highlighted the following challenges: (i) old studios equipment may disrupt broadcasting; (ii) the stations’ Outside Broadcasting (OB) vans are 12 years old with constant breakdowns that pose a threat to competitive advantage and revenue generation; (iii) the three radio services share production studio, since the equipment in other studios is obsolete thus has delays in production; (iv) not enough office space for Newsroom staff; (v) delays in approval of critical vacancies including current affairs posts; (vi) not enough motor vehicles; and (vii) security system needs an upgrade – Access control, CCTV, Fire Detector System, etc.

The SABC Limpopo Provincial office will fully support all initiatives in line with migrating from analogue to digital technology.

3.8.8 Committee recommendations

The Committee noted with concerns that SABC does not comply with the gender representation and the Committee urged management to comply with the provisions of employment equity.

3.8.9 Meeting with staff

The Committee met with the staff of SABC Limpopo and the following concerns were raised: (i) Regional staff not treated in the same manner as those at Auckland Park; (ii) the parity issue was introduced 10 years but was never implemented even after the Board had appointed a Task Team; (iii) promises are made by top management, but when they leave the organization, there are no proper mechanisms to ensure the implementation of their promises; (iv) the building is in the state of disarray; (v) Employee rights as guaranteed by Labour Law are not adhered to by SABC management; (vi) there is no recognition of experienced staff by management; (vii) line managers are saving money at the expense of exploiting the employees; (viii) Telkom cable theft affects outside broadcasting; (ix) Editorial interference on current affairs programmes by Auckland Staff to push certain political agendas; (x) limited coverage in indigenous languages; (xi) problems with network coverage in rural areas; (xii) permanent staff resign and are immediately employed as freelancers; (xiii) misplaced adverts leading to advertisers being re- imbursed; (xiv) no progress of digital migration; (xv) funding model of the SABC needs to be reviewed; and (xvi) there is corruption at all levels at the SABC.

3.8.10 Recommendations

The Committee noted with concern that there appears to be a huge communication gap between the Board, Executive Management and Staff as some of the issues raised by staff could have been attended to by management.

On the issue of parity, which is a national problem, the Committee will request the Board to attend to the matter urgently.

The Committee recommends that SABC management must submit a detailed report in response to all issues raised by staff before the end of April 2012, which has been met, (see Annexure 2) .

3.9 Sekhukhune Community Radio (SK FM)

The Committee was welcomed by Mr Ignitius Kgoloko, Board Member and Mr Mpho Mpogeng, Station Manager.

3.9.1 Overview of SK FM

SK FM was established in 1997 and managed to acquire offices, studio equipment, erected a transmission tower and installed transmission equipment funded by Kaizer Family Trust. The station managed to put systems in place and in the process had two special broadcasts in 2001 and in 2002, which provided the staff and the community with invaluable experience of community sound broadcasting.

The station had to endure years of wait and anticipation for the government to call for new applicants for a four year community sound broadcasting licence. The call was made after former President Thabo Mbeki identified Sekhukhune District as a nodal point due to none existence of development in the area or the lack there of. A special provision was made for stations falling under nodal points to apply for a four year community sound broadcasting licences. SK FM applied and it was issued with a geographic licence in 2006.

The Department supplied the station with two broadcasting studios in July 2008, with Sound Fusion as a service provider. The station is currently awaiting Sentech to install new transmission equipment which was also provided by the Department. The station has been permanently on-air since November 2009. The station covers 100 km radius which include the following areas: Lebowakgomo, Steelport, Burgersfort, Globersdal and Marble Hall.

Sekhukhune is 5.3 % peri-urban and 94.7 % rural, and this is according to the community mapping that was done by the Institute for Democracy in South Africa (IDASA) in 2005. Over half of the population in Sekhukhune is below 19 years of age and 38 % form part of the economically active group, with 6 % older than the age of 60 years. By far, the majority of adults in Sekhukhune do not have schooling except a small group that has secondary education. Over 80 % of individuals in Sekhukhune do not have an income, with the largest group of people earning R800 a month.

The station broadcast 24 hours a day, seven days a week with a programming format of 60 % talk and 40 % music in their daily broadcast. The station broadcasts 60 minutes of local news, 45 minutes of national news and 30 minutes of international news per day and targets all the segments under the Living Standard Measurements (LSM) in Sekhukhune District.

The station has 33 staff members which consist of six managers, 11 permanent members and 16 freelancers. There are 10 Board members and their role is to ensure that the station remains relevant to the community’s needs and desires. The station gets 100 % of its remuneration from advertising as it currently has no sponsors or donors. Staff members are only given transport money so that they can make it to and from work. The station broadcasts content in three languages: 92 % Sepedi, 5 % English and 3 % Isindebele.

3.9.2 MDDA Involvement

The station was approved to receive an amount of R 700 000 from MDDA but deviated from its plan of action and used the first half of the money for other activities. Due to the non-compliance to the MDDA grant funding conditions, the station forfeited the second tranche of the money. In an attempt to mend relationship with MDDA, the station aims to submit a new proposal before end of April 2012.

As a station relies solely on advertising revenue, it cannot afford to pay Sentech the required monthly tariffs and is operating under self-provision which often causes technical challenges.

Due to lack of funds, 30 % of the total income is used to pay rent and the station is unable to retain its staff as it cannot afford to pay them descent stipends or salaries.

3.9.3 Committee recommendations

The Committee commended the station for the good work and encouraged it to form partnerships with other government departments and private businesses.

3.10 Ngulu Community Newspapers (Sekhukhune Express)

The Committee was welcomed by Mr Themba Matshika, Board Chairperson and Ms Henrietta Mongalo, Publisher.

3.10.1 Overview of Ngulu Community Newspaper (Sekhukhune Express)

Ngulu newspaper was started by Ms Mongale in 2000 as a school newsletter at Ngulu High School . She started the project to raise funds for her Grade 12 learners in order to take them to educational tours in Gauteng , since many of them were not exposed to simple things such as escalators, lifts, robots, etc.

The community liked the newsletter and she was asked to include news from the community as opposed to focusing only on school news. Other high schools in the surrounding areas also started sending in contributions to the newsletter. It is then that the idea of starting a community newspaper came and Ngulu news was registered as a newspaper in 2005 and has been operating since then. The name was later changed to Sekhukhune Express.

3.10.2 Financial Support

The newspaper received grant funding for printing, overhead equipment and training from MDDA. It also received used Pentium II computers from the Nedbank Foundation in 2007 and IDASA provided training in municipal journalism.

3.10.3 Achievements

The newspaper has achieved the following: (i) from a class fundraising project to community newspaper; (ii) from 50 copies per month, six time a year to 5000 copies, 12 times a year; (iii) staff training in journalism and news gathering; (iv) created an opportunity for apprenticeship for three students who have completed their tertiary qualifications; (v) numerous people who received computer training from the newspaper have now been employed in government and private sector; (vi) employs two trainees who are part of the volunteer training program; (vii) distribution increased from one village to five local municipalities; and (viii) it offers skills training in computer, sales and marketing for the community and its staff.

3.10.4 Challenges

The newspaper highlighted the following challenges: (i) Municipality running programs (newsletter) parallel to the newspaper; (ii) difficulty to retain staff as there are no stipends paid; (iii) lack of proper equipment; (iv) no transport for distribution of the newspaper; and (v) government officials asking for discounts when placing advertisements.

3.10.5 Way forward

The newspaper proposed that: (i) MDDA must review its current funding model; (ii) and community newspapers must be prioritized in the national government communication strategy.

3.11 Overall Recommendations

The Committee recommends that: (i) the Department should prioritise infrastructure rollout especially in rural areas; and (ii) a Provincial Task Team which comprises SABC, Sentech, ICASA and the Department should be established to co-ordinate the development of comprehensive footprint coverage for the province.

Report to be considered.