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23 June 2022 | Story Dr Olivia Kunguma | Photo Supplie
Dr Olivia Kunguma
Dr Olivia Kunguma is a lecturer in the Disaster Management Training and Education Centre for Africa (DiMTEC) at UFS.

Opinion article by Dr Olivia Kunguma, Disaster Management Training and Education Centre for Africa, University of the Free State.
On 13 April 2022, the National Disaster Management Centre (NDMC) 'classified' the KwaZulu-Natal (KZN) floods as a provincial disaster in terms of Section 23 of the Disaster Management Act, 57 of 2002 (DMA). Following the classification, the KZN provincial government 'declared' a provincial state of disaster in terms of Section 41 of the DMA. Subsequent to this declaration and after considering reports from other provinces such as Eastern Cape and North West that were also affected by floods, on 18 April 2022, the disaster was reclassified. Following a consultation with the Cabinet, the Minister of Cooperative Governance and Traditional Affairs, Dr Nkosazana Dlamini-Zuma declared a national state of disaster. The national state of disaster was in terms of Section 27(1) and Section 23(6)(a)(b), which states that a disaster is a national disaster if it affects more than one province or if a single province is unable to deal with the disaster effectively. Another primary purpose of a national declaration was because the existing legislation and contingency arrangements of the affected state organs were insufficient to handle the provincial disaster and a need to activate other extraordinary measures as and when required. Also, the provincial disaster declaration was insufficient, given the widespread magnitude of the KZN floods. Since Durban has a port on which the entire nation and the Southern African region depend, the disaster had implications beyond the province. The Department of Cooperative Governance (DCOG) is the leading government department coordinating all stakeholders and intervention measures to address the effects of the disaster. The department is following a three-phased approach to support the affected provinces. The approach includes; immediate humanitarian relief, stabilisation and recovery, and rehabilitation and reconstruction.

Before the flooding disaster the KZN community was already vulnerable to xenophobic attacks, the COVID-19 pandemic, and civil unrest. The flooding disaster exacerbated the communities’ vulnerability and had a severe social, economic and environmental impact. At least 461 people lost their lives, about 874 companies were affected, 40 000 people were displaced, more than 40 people were reported missing, and damage to infrastructure was estimated at more than R20 billion. Mindful of all these challenges, local and international organisations and local communities extended a helping hand to those affected by the disaster. 

South Africa’s general response to disasters

As stated earlier, South Africa has been exposed to various hazards, some declared disasters by the government. In the past decade alone, xenophobic attacks on foreign nationals were declared a disaster in 2015; in 2018-2020 a drought was declared a disaster. In 2021, riots and looting in KZN were declared a disaster. Now the 2022 flooding has been declared a disaster. The occurrence and effect of hazards and the capabilities of the people affected to respond determines the need for a disaster declaration. Once a disaster has been declared, the necessary resources will be released. The point in question here is, “Is South Africa’s response to disasters adequate, timely and enough to assist affected communities?” The answer is the response is 'fair'. The fact that there is good disaster legislation that guides the process makes it a positive starting point. The challenge where timeliness is affected is the lengthy process of declaring the disaster so that the response can take place quickly. The response to xenophobic attacks was slow and inadequate because the government did not know how to classify the hazard. The response to the KZN looting and recent KZN flooding was also slow and inadequate, leading to significant impacts. To improve the response to disasters the proactive involvement of all stakeholders is needed, where all organs of state have sufficient resources and are prepared to respond to hazards in their custodianship, for example, drought, is the responsibility of the Department of Agriculture. 

Procedures for handling donations and relief

Organisations and individuals come together to respond to and assist victims of the disaster. With all volunteers coming together, the duplication of efforts is anticipated. According to the South African National Disaster Management Framework (NDMF) of 2005, the Disaster Management Centres must establish appropriate protocols to clarify procedures for requesting assistance and discourage ad hoc and unsolicited appeals for relief. Any possibilities of duplication are mitigated by establishing a Joint Operating Committee (JOC). Activating a JOC helps standardise reporting protocols and improve the coordination of interventions. Specific organisations form part of the JOC with allocated roles and responsibilities based on the disaster. For example, the Department of Social Development is responsible for conducting needs assessments and distributing relief items.

Furthermore, each stakeholder forming part of the JOC should implement the existing contingency or response plans and establish standard operating protocols or procedures (SOPs) for coordinating response and recovery operations as per their mandate. Some organisations do have SOPs, response or contingency plans, but due to the magnitude of the disaster, they could not be used effectively. The NDMF mandates the development of Regulations for the Practice and Management of Relief Operations. The regulations must be gazetted and must include relief standards and the duration of relief efforts. A JOC was established at metropolitan and provincial levels regarding the KZN flood disaster. Each JOC has a Disaster Management Relief Team (DMRT). This team is responsible for receiving donations and distributing them. The donating individuals or organisations contact the DMRT to handle the donations. The DMRT also allows the donors to select where they want their donations to go. Organisations that wish to contribute financially are urged to contribute to a Disaster Relief Fund account.

The Disaster Management Training and Education Centre for Africa (DiMTEC) joined in the initiative and called on the University of the Free State (UFS) and Bloemfontein community to donate non-perishable food and non-food items to the KZN flood disaster victims. 

DiMTEC staff
Staff members from the Disaster Management Training and Education Centre for Africa (DiMTEC) at UFS
in Durban. (Photo: Supplied)

After several weeks of collecting donations, the UFS-DiMTEC personnel travelled to Durban on 29 May to deliver the goods and visited some areas affected by the floods. The eThekwini Disaster Management and Emergency Control Unit staff thanked the UFS-DiMTEC personnel and the Bloemfontein community for the donations they made. “We appreciate your effort to deliver the donations to the flood victims personally. We would also like to invite UFS-DiMTEC to form collaborations with us as we have done with the Durban University of Technology. The collaborations will help us with disaster risk reduction efforts and build resilient communities,” said Mr Vincent Ngubane, the Head of eThekwini Disaster Management and Emergency Control Unit. Following the meeting with the Head of the Centre, the UFS-DiMTEC team was escorted to three shelters (KwaNdengezi Hall, Mariannridge Hall and Eshcol Community Church), most of which housed children from as young as six years of age. The challenges faced by the shelters include possibilities of theft, limited water and sanitation access, power cuts and inadequate food. 

Conjecture of KZN flooding disaster

Several media articles have recorded possible causes of the flooding and landslides disaster in KZN, and here are some of them:
• Slope instabilities relating to the local geology and topography influenced by climate change
• Hilly areas with significant gorges and ravines that are conducive to floods
• Common ‘cut-off low’ which brings heavy rain, damaging winds and cold weather mostly in autumn and spring
• Unmaintained storm-water drainage systems
• Housing shortages due to migration and lack of affordability that lead to informal settlements
• Apartheid legacy placed the poor in the periphery along low-lying areas and floodplains
• Social production (natural hazards interacting with a vulnerable population)
• Lack of science awareness among politicians, and toxic politics
• Poor planning and governance

Building back KZN better

While the KZN disaster response is ongoing, recovery and rehabilitation talks are in place. The DMA (Section 1) defines recovery and rehabilitation as a post-disaster phase that includes efforts and developments to normalise or restore a condition caused by a disaster. The effects of the disaster are mitigated, and circumstances that will mitigate or prevent a similar disaster are created. Before this phase commences, the government and other responsible stakeholders must effectively and scientifically conduct impact and risk assessments to inform resilient reconstruction. Climate change (heavy rains), environmental change (soil), and human and societal dynamics (settlements/civil unrest) are some of the factors that should be at the core of the KZN recovery and rehabilitation planning. Building back better in KZN requires the identification of better land for rebuilding. Overly, the earlier stated possible root causes of the flood disaster need to be scientifically researched to consider the findings in the recovery and rehabilitation phase. Funding is required for all this to happen, and the funds must be properly managed. While political support is a requirement, administrative structures must not be throttled. 

Donated items for flood stricken KZN
Some of the items donated to flood stricken Durban by UFS DiMTEC (Photo: Supplied)


Relief still needed during recovery and rehabilitation 

Although the KZN province is slowly transitioning from response and relief to recovery and rehabilitation, the disaster is far from over. While relief will still be needed to assist those in need, it must be reduced to avoid dependency. Currently, the disaster managers are dealing with challenges such as community members not affected coming to settle in community halls to benefit from free meals. Some community hall members have started complaining about the food and requesting specific meals. Nonetheless, the NDMF states that the prolonged relief supply creates dependency and discourages risk ownership, which is imperative for building resiliency.

Moreover, continued provision of relief reinforces risk transfer to external support, government or humanitarian agencies. The government needs to speed up the transition from relief to resilient rehabilitation without making further development mistakes. During this process, the KZN community must participate in the building back better process at all phases. 

Meanwhile, the UFS-DiMTEC is still appealing to the UFS community and the City of Bloemfontein to continue donating. Those wishing to donate are urged to drop off the items at the following drop-off point: Agriculture Building/Landbou, DiMTEC, First Floor, Room 3.102A, Bloemfontein. For more information regarding donations, please get in touch with Dr Tlou Raphela at +27 72 108 4987 or Raphelatd@ufs.ac.za

News Archive

Qwaqwa Campus opens: Prof. PA Mbati's speech
2005-01-22

Official welcome speech by Prof. PA Mbati for 2005 first year students held on Saturday 22nd January 2005. Program Director, The Chief Director Operations Rev. Kiepi Jaftha, Dean of Students Dr. Natie Luyt, Program Head of the Faculty of Humanities, Dr. Elias Malete, Program Head of Faculty of Natural and Agricultural Sciences, Prof. Riaan Luyt, Acting Program Head of the Faculty of Economics and Management Sciences Prof. Andries Venter, Deputy Director Student Affairs Mr. Teboho Manchu, Coordinator Finance: Mrs. Elizabeth Nchapi, Senior Librarian Mr. Stoffel Kok, Senior Magistrate Mr Saul Mohosho, SRC President Mr. Tello Motloung, members of staff, invited guests, parents, guardians, my dear students, ladies and gentlemen.

It is indeed my pleasure to welcome you to the official welcoming ceremony of the UFS-Qwaqwa Campus 2005 first year students. Our Rector and Vice Chancellor Professor Frederick has requested me to pass to you his warmest wishes and regards on this special occasion. I am confident that the orientation exercise in which you have participated has achieved the desired effect of introducing you to your new way of life here on campus, and that you are now sufficiently prepared to get on with the rigors of being a student at this University.

Following the restructuring of the higher education landscape, the Qwaqwa campus was incorporated into the University of the Free State with effect from January 1 2003 . As a consequence, Management was faced with a whole complex series of challenges including, primarily making the campus financially viable, but also ensuring that it remains relevant in it’s core business as a satellite campus of the University of the Free State in terms of its teaching, learning, research and community service responsibilities.

A whole series of strategic planning workshops were conducted last year with both internal and external stakeholders. Various important strategic objectives were flagged out, and the next level of consultation will take place soon. I know that there is a lot of eagerness, sometimes to the level of impatience to see this process completed as quickly as possible. But again on the other hand, due to the far reaching consequences of any hasty decisions, plus the need for a carefully planned process, we need to be a little more patient before the implementation of the strategic objectives is implemented. You will be kept informed as this important and critical aspect in the evolution of our campus takes place.

As a response to the need for a more effective governance model on the Qwaqwa campus, a review of the governance structure was completed towards the end of 2004 and will soon serve before the Executive of the Executive Management for approval.

Due to the importance that top management attaches to the development of an effective governance on the Qwaqwa campus, the process was facilitated by an internationally acclaimed consultant. Again the contents of the revised governance model will be made known to the campus and the broader community once it is approved.

I am glad to report that in recognition of the need to improve the infrastructure on campus to provide a conducive learning atmosphere to our students, a total of 8.2 million rands was made available towards the end of 2004 for recapitalization of specifically our student residences and lecture venues. The first phase of the residence renovation is completed and residences C, D and E have now been officially handed over to the University by the Contractor. Among the features of the renovated residences is that they will now computer rooms, kitchenettes for cooking, and a redesigned TV room. The rooms have even been fitted with heaters. Our challenge will now be to maintain our newly acquired facilities and to ensure that they do not again deteriorate to an un-acceptable level. The second phase of renovation will start soon.

As indicated in my address during the orientation week, our obligation to you as a campus is to offer you quality training to the best of our ability, and to disseminate this knowledge to you within a conducive atmosphere worthy of good learning. On the other hand, our students have to take advantage of this opportunity to acquire the necessary skills and training in the various academic programs that we offer on campus.

We have a very simple agenda on this campus – our vision is to continuously strive to build and develop the Qwaqwa campus of University of the Free State into a truly quality institution of higher learning in our country. To develop a tradition and culture in which we are proud of who we are, and constantly and tirelessly working towards excellence in our academic programs, and other non-academic but core and important aspects in your growth and development such as sport and community service. To nurture young conscientious citizens who are aware of their duties and responsibilities. Ultimately to produce hard working young people who fully exploit their potentials, and who will serve this country with diligence when unleashed into the real world in effectively managing their roles and responsibilities in society, whether in private or government civil service.

I would like to encourage that the various stake holders of this campus, the students, academic, administrative and support staff, and our broader community, to work together in harmony for the well being of our campus. For this campus to continue to be relevant in the environment that we find ourselves, there is a need for continuous engagement of its various stake holders, and genuinely listening to each other. We must continuously and regularly keep our feelers on alert in order that we can remain relevant.

I am particularly inviting our parents and guardians, the alumni of this campus, and leaders from our community to join hands with us in seeking solutions to the various challenges that we continue to face on campus. I am open for frank and honest discourse on the best way forward for our campus.

The University of the Free State is committed in making tertiary education accessible to as many students as possible. In this regard, students who do not have the required ‘M’ score to gain entry into main stream classes are given an opportunity to study in the highly successful ‘bridging program’ in which learners are integrated with main stream students but with fewer courses to tackle in order to ensure success. This is done on the premise that such students have the potential to pursue a degree course, and that therefore within a well structured program, they can make a success of their lives.

The University is conscious of the fact that in many instances several academically deserving students fail to be admitted into university due to financial reasons. For students who are academically deserving but who because of reasons of poverty cannot pay the requisite fees, the university is able to assist such students through the National Financial Aid Scheme – commonly known as NSFAS, and University Merit Awards. Other incentives such as Sports bursaries are also available.

Please remember that it is important to balance your life on campus and the phrase ‘a healthy mind in a healthy body’ aptly describes this statement. Ensure that you participate in sport and cultural activities of this campus so that you can develop and strengthen the various God-given talents that you have been blessed with.

A second major ingredient for your success on campus is discipline and respect for rules, policies and procedures that govern the University of the Free State , and respect for your fellow students. Good discipline is a major contributory factor to success in life, and more so in your formative academic life at University. This means for example that you must attend all your lectures, complete your assignments on-time and visit the library frequently. Please manage your time wisely and responsibly. Remember that as a university student, you are basically the master and architect of your own destiny.

Think very carefully when you are confronted with difficult situations, be they negative peer pressure, or temptations to indulge in intoxicating drugs, and make the right choice.

The University has well trained personnel including a social worker, a psychologist and counselor, and members of the student affairs division under the leadership of Mr. Teboho Manchu, Deputy Director Student Affairs, who are available to assist whenever you require their help.

Today is also a special day because we have officially inaugurated the SRC President and the rest of the SRC leadership. I am sure that you all join me in congratulating the SRC for being elected to their leadership roles for 2005. Mr. SRC president and your team, please remember that you now have a huge responsibility in carrying out the aspirations of the student body on campus. I want to wish you luck and success as you champion the rights of your constituents, which I believe and trust will be compatible with management’s expectations with regard to quality teaching and learning on campus. As you are aware, Management values the input that the student leadership makes in the operational management of the affairs of this campus, and we look forward to a cordial, non-confrontational working relationship with a view of rendering un-paralleled service on campus.

Mr. Program Director, allow me to wish everyone here a successful and prosperous year. May the good Lord give us the strength and courage to overcome any obstacle that may be placed in our way in the course of our work in 2005.

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