. The self-regulation initiative of the EIA practitioners' institution was in progress. The department has a business plan that committed funding for all the planning and work connected to interacting with the sector, and the qualification board. Although R500 000 was allocated to this project, the release of funding by National Treasury within the current financial context, slowed the pace of the project. Although the department had approved a three-year plan with industry, commitment thus far, was only for a year. There was uncertainty on whether they would conclude their work in the following year, as this was subject to availability of resources. . The department acknowledged the challenge in terms of EIA functioning in terms of delays. In some instances, there were problems with consultations, and in some instances, inexperienced service providers were given the responsibility for complex EIA processes. The department had, however, launched an independent review to assess improving efficiency and effectiveness of EIAs. With regard to qualifications of practitioners, these had to be established and retained, so that there was a proper benchmarking system, and these had to be included in the self-regulation package. . In relation to the vacancies of EIA practitioners, very few people had the proper qualifications, and this had a ripple effect on EIA processing. The department was working on a monitoring database system, which would migrate to a national environmental assessment investigation system, once fully operational. The provinces would transmit data and this would be provided to MECs. The database would contain the number of vacancies, and the impact of this on the processing of EIA applications. The problem was attributed to: insufficient support to provinces; the appointment of consultants; lack of and limited funding. . The performance management of the carbon footprint was an initial initiative by the department, and the aim was to expand to an entire environmental footprint. This was done on a small scale so that the department would monitor and measure this to put in place a baseline and to analyse the status quo. A number of options for the success of this initiative was considered: o Current employees would have to be seconded to undertake this, as they could not afford to employ people. o If undertaken properly, this could be used as a litmus test for other departments. o The use of clusters of departments was another option. o Introducing an element that requested the private sector (more especially, listed companies) to report and monitor their footprints, such as it happens with financial statements (environmental statements). Five years could be voluntary and thereafter mandatory. . Abalone poaching: MCM was unable to sufficiently address this issue. The department would be putting together an enforcement strategy. The department had listed what they considered priority crimes, and this included land contamination, hazardous waste contamination and abalone poaching. The Department of Justice has a dedicated Priority Crimes Unit, and collaboration was essential between the two departments. . Environmental courts: The Ministers of Water and Environmental Affairs and Justice had met to discuss the administrative processes needed to set up environmental courts. Some of the issues discussed comprised - whether to establish a regional court or provincial courts or a normal court with extended courts dealing primarily with environmental crimes. The baseline figures on convictions were based on the previous financial year. These were used to improve the system. . Integrated waste management plan: Municipalities were to have these in place, as the legislation was passed in July. However, it was difficult to force municipalities to comply. Environmental issues were competing with budgets for the provision of basic services in some municipalities. With provincial funds as well, many municipalities did not prioritise environmental issues as permanent or sustainable interventions. . Greening 2010: Broad framework guidelines were issued for all host cities, such as greening of areas and waste minimisation. Many of the host cities had to fund interventions, and the department did not have control of the strategies implemented. However, for those host cities that they were co-hosting with donor funds, they would be able to monitor the implementation. At the end of the World Cup, host cities are required to report on strategies implemented, success rate, and to reflect if the national strategy or framework was successful or not. . Environmental plans for all departments: In terms of NEMA, all organs of government were compelled to develop environmental implementation plans to be approved by DEAT, whose functions impacted on the environment. All departments that managed environmental issues had to draft environmental management plans. The department had produced a four-year plan, which was published for comment, and is not been monitored. Some departments had not complied, and warning letters had been forwarded by the minister. . Green grading: Agreement was reached on the system and industry initiatives for green grading and standards for grading in hotels had already run as an independent system. What was not realised though was a national system that could be used as a national benchmarking framework. The department was partnering with the National Heritage Council to develop a system. . Unpermitted waste sites: The department had intervened and appointed service providers to assist municipalities. One hundred and sixteen sites (116) had been identified. Eighty eight (88) applications had been received. Eighteen (18) sites were considered unsuitable for landfill sites. The department was working with municipalities. They would provide a report-back on this issue. . Costing for waste permitting functions and proper infrastructure for landfills: This would cost the state an amount of R5 billion. National Treasury was aware of this. The department had participated in the process of municipality infrastructure grant review, which showed only 4% was allocated for waste management, which included street lighting. . Vredefort: The department had tried to proclaim the site as a world heritage site, but objections were raised by landowners. By February 2010, the department hoped to resolve the issue with the landowners. . Communication on environmental issues: Capacity and financial constraints limited the department's impact of awareness in rural areas. . Employment of people with disabilities: The department was engaging a number of organisations to assist them. . Hazardous medical waste: A policy on incineration was finalised, but in many hospitals, the problem with medical waste was exacerbated because of incorrect temperatures on incinerators.