Community Safety SP 2010 - 2014

community safety & liaisonDepartment:Community Safety and LiaisonProvince of Kwazulu-natal

RevisedStrategic Plan

2010 - 2014

“Building a United Front Against Crime”

PR- 91/2013 ISBN- 978-0-621-41723-4


Revised Strategic Plan 2010 - 2014

“Building a United Front Against Crime” 1

PROVINCE OF KWAZULU-NATALDEPARTMENT OF COMMUNITY SAFETY AND LIAISONREVISED1 STRATEGIC PLAN FOR THE FISCAL YEARS 2010-2014

FOREWORDThe 2013/2014 financial year can be regarded as very crucial in service delivery as it coincides with the end of a five-year term of the provincial government which took office in 2009 under the leadership of our Premier, Dr. Zweli Mkhize. It is therefore a privilege for me to get the opportunity to pen a few words in this government publication which enables us to account and reflect on the work that we are mandated to do as servants of the people of KwaZulu-Natal.

In 2009 the decree of the manifesto of this government came alive. The manifesto declared that ‘together we can do more’. In pursuance of this decree, the department conceptualized the national priority of our people “being and feeling safe” and devel-oped this decree into our flagship program of “building a united front against crime”. For this reason, ‘Building a United Front against Crime’ became a practical implementation of the decree. In order to implement this decree, we needed to review our mandate and to interpret the new mandates together with those already provided for in Chapter 11 of the Constitution of the Republic of South Africa, 1996 (hereafter “the Constitution”). This took on a new dimension when the Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011 and hereinafter referred to as “the Act”), was enacted in 2011.

We have met this mandate to the extent that our organizational structure has been fully reviewed and the revised structure caters for the distribution of our senior personnel at district level. I am confident that the implementation of phase 1 of the revised organisational structure will be an adequate response to the duty placed on the MEC to establish a Provincial Secretariat for the Police Service as required by the Civilian Secretariat for Police Service Act of 2011.

On a provincial level, the Department currently uses the Justice, Crime Prevention and Security Cluster (JCPS), CPF’s, voluntary crime prevention structures, specific interest group forums and ad hoc platforms to form partnerships and drive crime preven-tion. However, these platforms have obvious limitations and shortcomings.

The need for a permanent advisory and consultative platform at a provincial level is necessary. The establishment of a KwaZulu-Natal Council Against Crime (hereafter “the Council”) is the most appropriate way to meet this need.

A model framework has been adopted by Government whereby the residents in each ward shall form a ward safety committee.

During the year 2012/2013, the Steering Committee appointed by the Provincial Commissioner of the South African Police Service to oversee the re-establishment of the Provincial Community Police Board has, with the assistance of the department, finalised its constitution, its adoption and election of its Executive.

The Department’s Thathulwazi programme, which aims to empower CPF members, has been improved and is now divided into two, namely induction training and a skills development programme, which will be facilitated by FET Colleges. The cooperation of the Minister of Higher Education and Training has been solicited in respect of this capacitation programme. Working towards this goal led to the development of six new modules.

The department is working on extending the programme to reach more people from all crime fighting structures. We are exploring the best mechanisms to take this programme to the people for broad accessibility and to reach all wards. This pro-gramme will be driven under the guidance of the KZN Council Against Crime.



“Building a United Front Against Crime”2

The department has embarked on a programme to educate and capacitate voluntary crime prevention organisations to better understand the laws of our country and to organise themselves into legally recognised associations. For their coordination, we have facilitated the formation of an umbrella body called the KwaZulu-Natal Community Crime Prevention Association (here-after “the KZNCCPA”).

On the 12/13 November 2012, the KZNCCPA adopted its constitution, elected its Executive and the department concluded a Memorandum of Understanding (MoU) at the launch.

As the department, we place great importance on ‘people participation in the fight against crime’ as this serves to be the best guarantee of cooperation between communities and the police in fighting the scourge of crime. To this end, the department will continue to place importance on its Communities-in-Dialogue Programme, which has over the years promoted the safety of our communities and prevented conflict in many parts of the province, the drive against police killings, the plight of victims, cross border crime and the prevention of social crime.

To this end the year 2011 was dubbed the year of ‘People’s Action Against Crime’. We declared the year 2012 as the year of ‘Deepening People’s Action Against Crime’ and in line with this thinking we have declared 2013 as the year of ‘Accelerating People’s Action Against Crime’.

We call on all the people of KwaZulu-Natal to build a united front against crime and by so doing, to isolate and defeat criminals!

_______________T W MchunuMEC: TRANSPORT, COMMUNITY SAFETY AND LIAISON

(Endnotes)1 Effective Date: 1 April 2013




OFFICIAL SIGN OFFIt is hereby certified that this strategic plan:

• Was developed by the management of the Department of Community Safety and Liaison under the guidance of the Hon-orable MEC, Mr T W Mchunu.

• Takes into account all the relevant policies, legislation and other mandates for which the Department of Community Safety and Liaison is responsible.

• Accurately reflects the strategic goals and objectives which the Department of Community Safety and Liaison will en-deavor to achieve over the period 2010-2015.

__________________E RamsamyChief Financial Officer

__________________R L GoniweHead of Operations

__________________R V BhenguHead of Department

Approved by:

___________________T W MchunuMEC: Transport, Community Safety and Liaison




TABLE OF CONTENTSPART A: STRATEGIC OVERVIEW 5

1. VISION 5

2. MISSION 5

3. VALUES 5

4. LEGISLATIVE AND OTHER MANDATES 54.1. CONSTITUTIONAL MANDATE 54.2. LEGISLATIVE MANDATES 64.3. POLICY MANDATES 64.4. RELEVANT COURT RULINGS 64.5. PLANNED POLICY INITIATIVES 6

5. SITUATIONAL ANALYSIS 75.1. PERFORMANCE ENVIRONMENT 75.2. ORGANISATIONAL ENVIRONMENT 135.3. DESCRIPTION OF THE STRATEGIC PLANNING PROCESS 14

6. STRATEGIC GOALS OF THE DEPARTMENT 15

PART B: STRATEGIC OBJECTIVES 16

7. PROGRAM 1: ADMINISTRATION 167.1. STRATEGIC OBJECTIVES 167.2. RESOURCE CONSIDERATIONS 167.3. RISK MANAGEMENT 17

8. PROGRAM 2: PROVINCIAL CIVILIAN SECRETARIAT FOR POLICE 178.1. STRATEGIC OBJECTIVES 178.2. RESOURCE CONSIDERATIONS 188.3. RISK MANAGEMENT 18

PART C: LINKS TO OTHER PLANS 19

11. LINKS TO INFRASTRUCTURE AND CAPITAL PLANS 19

12. CONDITIONAL GRANTS 19

13. PUBLIC ENTITIES 19

14. PUBLIC-PRIVATE PARTNERSHIP 19




PART A: STRATEGIC OVERVIEW

1. VISION

The vision of the Department is:“The people of KwaZulu-Natal live in a safe and secure environment”

2. MISSION

The mission of the Department is to:“Be the lead agency in driving the integration of community safety initiatives, towards a crime free KwaZulu-Natal”

3. VALUES

In the fulfillment of its mission and towards the attainment of its vision, the Department is committed to:

• uphold, respect and protect the Constitution of the Republic of South Africa; • display leadership, honesty and integrity in its dealings with the people of KwaZulu-Natal;• provide impartial, fair and equitable services; • provide transparent, accountable, professional, and ethical financial and administrative services; • promote efficient, effective and economic resource utilisation; and• maintain appropriate and responsive organisational structures.

4. LEGISLATIVE AND OTHER MANDATES

4.1. CONSTITUTIONAL MANDATE

4.1.1 Section 206(1) The Provincial Executive must determine the policing needs and priorities of the province for purposes of the national policing policy

4.1.2 Section 206(3) Each province is entitled-a) to monitor police conduct;b) to oversee the effectiveness and efficiency of the police service, including

receiving reports on the police service;c) to promote good relations between the police and the community;d) to assess the effectiveness of visible policing; ande) to liaise with the Cabinet member responsible for policing with respect to

crime and policing in the province.




4.2. LEGISLATIVE MANDATES

The Civilian Secretariat of Police Services Act, 2011 (Act No. 2 of 2011)

a) The Act establishes the Civilian Secretariat for Police, as required by section 208 of the Constitution, as a designated department at national level and requires provinces to establish provincial secretariats, which must assist the Civilian Secretariat to achieve its objectives and perform functions and ex-ercise powers of the Civilian Secretariat in the provincial sphere of govern-ment.

b) The functions of the Provincial Secretariats in terms of the Act must-• align plans and operations with the plans, policies and operations of

the Civilian Secretariat;• integrate strategies and systems at the provincial sphere with the

strategies and systems of the Civilian Secretariat;b) In order to perform these functions, the Provincial Secretariats must estab-

lish competencies and capabilities in its operations to -• Monitor and evaluate implementation of policing policy in the Prov-

ince;• evaluate and monitor police conduct in the province;• develop and evaluate safety models and monitoring tools to ensure

alignment with the functions of the Civilian Secretariat;• promote community relations;• establish and promote partnerships and • manage the enhancement of community safety structures with the

province.

4.3. POLICY MANDATES

4.3.1 The White Paper on Safety and Security of 1999 indicates that the Department’s provincial responsibilities are:• Initiating and co-ordinating social crime prevention programmes; • Mobilizing resources for social crime prevention programmes; • Coordinating a range of provincial functions in order to achieve more effective crime prevention; • Evaluating and supporting the social crime prevention programmes at local government level;• Implementing and taking joint responsibility for social crime prevention; • Establishing crime prevention programmes in areas where local government is poorly resourced or

lacks capacity and the establishing of public and private partnerships to support crime prevention.

4.3.2 The National Crime Prevention Strategy, 1996 (Revised 1999) – reflects that the department has a respon-sibility to establish a Provincial Crime Prevention Strategy for the province.

4.4. RELEVANT COURT RULINGS

There are no specific court rulings affecting the manner wherein the Department must execute its Constitutional, Legislative and Policy Mandates.

4.5. PLANNED POLICY INITIATIVES

There is no policy initiatives planned in respect of the execution of the mandates of the Department.




5. SITUATIONAL ANALYSIS

5.1. PERFORMANCE ENVIRONMENT

5.1.1. Understanding our mandates The Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011 and hereinafter referred to as “the

Act”), was enacted in 2011. The President, by Proclamation No. 67 of 2011, determined 1 December 2011 as the commencement date of the Act. Section 16 of the Act requires the MEC to constitute a provincial secretariat for the Province, within 18 months after the commencement of the Act.

We therefore had to interpret the new mandates together with those already provided for in Chapter 11 of the Constitution of the Republic of South Africa, 1996 (hereafter “the Constitution”).

Sections 206(1), 206(3) and 206(5) of the Constitution and sections 17 and 19 of the Act require the depart-ment to –

a) monitor and evaluate the implementation of policing policies and directives – section 206(3)(a) of the Constitution and section 17(2)(a)(i) of the Act;

b) monitor and evaluate all police service units in the province to determine their level of efficiency and effectiveness – section 206(3)(b) of the Constitution and section 17(2)(a)(iv) of the Act;

c) address complaints against police service delivery – section 206(5)(b) of the Constitution and section 17(2)(a)(ii) of the Act;

d) review police practices, methodologies and performance and make recommendations in respect thereof – section 206(5)(b) of the Constitution and section 19(e) of the Act;

e) conduct research into the policing needs of the province and make recommendations in respect thereof – section 206(1) of the Constitution;

f) develop community safety models, initiatives and monitoring tools – section 206(3)(c) of the Constitu-tion and section 17(2)(a)(iii) of the Act;

g) develop and maintain community safety structures and harmonise their activities – section 206(3)(c) of the Constitution and section 17(2)(b)(i) and (iii) of the Act;

h) develop community safety partnerships to facilitate the implementation of community safety models and initiatives – section 206(3)(c) of the Constitution and section 17(2)(b)(ii) of the Act.

These functions gave legislative life to the imperative of ‘Building A United Front Against Crime’ and respond-ing adequately thereto required the review of the organisational structure of the department, the creation of a holistic community liaison platform through which it can reach partners, the capacitation of the partners to ensure their effective participation and improving the effectiveness of service delivery programmes.

5.1.2. Holistic community liaison framework

On a provincial level, the Department currently uses the Justice, Crime Prevention and Security Cluster (JCPS), voluntary crime prevention structures, specific interest group forums and ad hoc platforms to form partnerships and drive crime prevention.

These partnerships have included collaboration with the Department of Transport on Operation Valingozi, the Department of Sport and Recreation on sport against crime, the Department of Social Development on social crime prevention, the Department of Education on school safety, the Department of Coopera-tive Government and Traditional Affairs on building cooperation with local government structures on crime fighting and the Department of Agriculture on stock theft. Business will also be roped in to assist crime fighting structures through, for example, the sponsorship of projects.




However, these platforms have obvious limitations, which led to a fragmented approach. The JCPS is confined to government departments, specific interest group forums are focused narrowly and ad hoc platforms are mostly set up to deal with specific issues and are temporary in nature in any event.

There is therefore no existing permanent platform at a provincial level which could be used as a structured engagement vehicle between the Provincial Government, Civil Society and the national structures in pursu-ance of all the mandates of the department and to improve the scope and effectiveness of its programmes.

The need for a permanent advisory and consultative platform at a provincial level was therefore identified to remedy this systemic defect. The establishment of a KwaZulu-Natal Council Against Crime (hereafter “the Council”) was considered to be the most appropriate way to meet this need. The Council will comprise rep-resentatives of the Premier, MECs, JCPS, House of Traditional Leaders, Religious Leaders, Business Leaders, Youth Formations, Organised Labour, Provincial Community Police Board, KZN Community Crime Preven-tion Association, leaders of the Private Security Industry.

The terms of reference of the council would be:

a) to provide strategic advice and guidance on, and assist in the development of safety and crime preven-tion strategies for the Province of KwaZulu-Natal;

b) to guide the implementation of safety and crime prevention strategies for the Province of KwaZulu-Natal;

c) to monitor and review progress of safety and crime prevention strategies of the Province of KwaZulu-Natal;

d) to facilitate, guide and contribute to safety and crime prevention research and project activities;e) to facilitate support to key government and non-government organisations in the pursuance of their

safety and crime prevention strategies;f) to identify, investigate and report on safety and crime prevention challenges and opportunities within

the context of the safety and crime prevention strategies of the Province of KwaZulu-Natal;g) initiating and facilitating such working groups as may be necessary to assist in the development, en-

couragement and promotion of safety and crime prevention programmes and activities; h) facilitating, encouraging and promoting broad societal education programmes for people of all ages in

KwaZulu-Natal on the prevention of crime in the community; i) acknowledging the action and activities of individuals and groups who are actively working towards

developing and implementing appropriate strategies for safety and crime prevention.

The Council would meet twice per annum. Participation on the Council, in respect of non-governmental organisations or formations, is on a voluntary and non-remunerative basis. In respect of governmental organ-isations, participation is compulsory.

On a district level, the role of the Council will be fulfilled by District Community Safety Forums (CSFs), which are structures founded on the principles of the National Crime Prevention Strategy. CSFs are multi-agency structures established at a district level to ensure the coordination of community safety efforts by government and civil society to address the specific needs of each district.

The composition and terms of reference of the Council will be replicated in respect of District CSFs to ensure that they perform the role of coordination centres of district community safety networks and the function of driving the production and implementation of the safety components of Integrated Development Plans (IDPs).

District CSFs will meet once per quarter and will submit reports on their activities to the Council twice per annum.




On a local level, the department uses Community Police Forums (CPFs). However, CPFs as well as CSFs have the following challenges:

a) the effectiveness of some of these structures have been less than optimal due to the lack of a holistic community liaison framework;

b) some of the representatives do not represent all the constituents in all communities;c) all constituents of communities are therefore not reached through these structures;d) there is no direct link between these structures and constituents at a ward and voting district level;e) planning at local as well as ward level therefore cannot be done accurately through these structures.

A holistic community safety liaison framework at a district and local level which is directly linked to ward and voting district levels is therefore required to remedy these challenges.

A model framework has been adopted by the Executive Council whereby the residents in each ward com-mittee shall form a ward safety committee.

The terms of reference of the ward safety committee would be to identify community safety needs, report challenges, provide input in the decision making process of the department and contribute to war room operations and IDPs in respect of community safety matters.

The safety coordinator designated by the ward committee would coordinate the ward safety committee. The ward safety coordinator would attend the ward war room and ensure that the safety issues raised by the safety teams are tabled at the war room.

The ward safety committee coordinators would form part of the CPF within which boundary they fall. There are 185 CPFs in the Province.

All the ward safety committee coordinators in a local municipal area would constitute the local municipal safety committee of which the coordinator would be the safety representative of the Municipal Council Exco.

All the local safety committee coordinators would form part of the Cluster Community Police Boards within which area they fall. There are 25 SAPS Clusters in the Province.

In turn, all the safety representatives in a district municipality would constitute a district safety committee. The district safety committee would form part of the district Community Safety Forum where other stake-holders in the criminal justice system are represented.

Similarly all district safety committee coordinators would constitute a provincial safety committee, which would be represented at the Council.

As indicated below, the revised organisational structure of the department makes provision for district of-fices with service streams responsible for crime prevention and partnerships. One of the key result areas is the development and maintenance of community safety structures at district level. It is anticipated that the first phase of the structure will be operational with effect from 1 April 2013. However, in the meantime, the department has employed six facilitators to establish community safety structures at a local and district level on a temporary employment contract basis.




5.1.3. Re-vitalisation of Community Police Forums and Boards

The Steering Committee appointed during 2011 by the Provincial Commissioner of the South African Police Service to oversee the re-establishment of the Provincial Community Police Board has, with the assistance of the department and the SAPS, finalised the new constitution and its adoption. Elections in terms thereof took place on 20 October 2012. The Constitution and the election process have set new national bench-marks. For the first time representation of the Youth Desk on the Provincial Board is provided for in the constitution to ensure a direct link to the youth.

The next phase of the revitalisation of the Community Police structures in the Province is replicating the abovementioned process in all the 25 police clusters under the leadership of the newly elected Executive Committee and re-established Board and thereafter doing so in respect of all the Community Police Forums. In order to ensure that the Board remains stable throughout this process, it is imperative that a systematic, piecemeal and thoroughly consulted approach be followed. This process will include re-establishing Youth Desks under each CPF under a sub-forum constitution.

5.1.4. Capacitation of CPFs

The Thathulwazi programme is a departmental flagship project which started in 2006. The programme aims to empower CPF members so they can effectively fulfil their roles. Initially in 2006, after the department had completed the verification of all CPFs, the focus of Thathulwazi was to equip CPF members with the understanding of the concept of community policing. The department then resolved that the Thathulwazi programme will be divided into two, namely induction training, which will be facilitated on request by depart-mental staff, and a skills programme, which will be facilitated by FET Colleges.

The first skills programme that was offered was a Basic Computer Literacy Programme. This project tar-geted all the secretaries and deputy secretaries of CPF structures. The programme grew because of the CPF needs and the on-going interaction between the structures and the department. In 2008/9 and 2009/10, the department introduced the course of Basic Project and Financial Management because it was evident that there was a challenge in this regard.

Also during this time, the need for an accredited CPF capacitation programme was highlighted. Working towards this goal, led to the development of six new modules. These modules are Criminal Justice System, Conflict Management, Stakeholder Mobilisation, Civic Education, Victim Empowerment and Customer Care. This brought the total number of modules to eight. However, these modules need to be further strengthened in order to achieve the accreditation goal. This process will commence at the beginning of 2013.

5.1.5. Societal Educational Programme

Thathulwazi has trained approximately 700 CPF members since its inception in 2006, but the department wants to extend the programme to reach more people from all structures. A concept document on societal education has been developed in terms of which the Thathulwazi programme would be extended to the following subjects –

a) patriotism and law abidance;b) human rights, equality, unfair discrimination and harassment; c) criminal procedure, bail and domestic violence;d) social crime prevention;e) role of Traditional Leadership;f) developing effective partnerships; g) first aid, self defense and safety skills; andh) community support for an effective criminal justice system.




The target groups would be extended to business, traditional leadership, Faith Based Organisations, Com-munity Based Organisations, school based structures and community members. We are exploring the best mechanisms to take this programme to the people for broad based accessibility to reach all wards. This programme will be driven under the guidance of the KZN Council Against Crime.

5.1.6. KZN Community Crime Prevention Association

Historically, police have interacted with the community mainly through Community Police Forums. The chal-lenge in this regard has been the disillusionment of the general public with ineffective CPFs. Simultaneously, people have also become despondent with sometimes perceived and at other times actual ineffective police service delivery. Coupled with frustration with and desperation about crime levels, these factors have caused people to group themselves into voluntary crime prevention organisations. This presented both a challenge and an opportunity to government. The police was now faced with groupings of people who are largely un-regulated and operating outside of the CPF structures and, at times, the boundaries of the law.

However, section 18 of the Constitution provides that everyone has the right to freedom of association and the government therefore had to recognise the constitutional right of these organisations to exist as long as they operate within the confines of the law. Government also had to recognise that CPFs are not the only structures in existence which are concerned with policing and crime prevention and that in fact Chapter 7 of the South African Police Service Act of 1995 provides specifically that the South African Police Service may liaise with the community by means other than through community police forums and boards.

Section 206 of the Constitution requires the Provincial Government of KwaZulu-Natal to promote good relations between the police and communities. Building a bridge between the police and these other struc-tures is therefore a legal obligation and the implementation thereof has become critical to effective policing and preventing people from taking the law into their own hands to their own detriment and that of their communities.

Moreover, section 3 of the Nonprofit Organisations Act of 1997, requires, within the limits prescribed by law, every organ of state to determine and coordinate the implementation of its policies and measures in a manner designed to promote, support and enhance the capacity of nonprofit organisations to perform their functions.

The department has therefore embarked on a programme to educate and capacitate voluntary crime pre-vention organisations to better understand the laws of our country and to organise themselves into legally recognised associations.

The education and capacitation programme included the facilitation of the formation of an umbrella body called the KwaZulu-Natal Community Crime Prevention Association (hereafter “the KZNCCPA”). The KZNCCPA adopted its constitution on 12 November 2012 and the salient aims and objectives of the As-sociation are to –

a) encourage social networking in the fight against crime within the confines of the law;b) promote broad public participation in government initiatives to fight crime, including taking part in

CPF activities;c) foster partnerships with the Police Service, civil society organisations and business to fight crime;d) lead the campaign against police killings and police brutality; ande) promote good relations between the community and police.




Any contravention of the code of conduct by a member of the KZNCCPA or its representative shall consti-tute misconduct and the disciplinary procedure prescribed in the constitution must be followed. The Code of Conduct provides, amongst others, that members of the KZNCCPA and their representatives must –

a) observe and uphold the Constitution, the law and any national and provincial guidelines on community policing and crime prevention;

a) act only within the scope of the specific objectives of the KZNCCPA and refrain from using the KZNCCPA as platform for personal gain or to further or prejudice any third party interests; and

a) not utilise his or her membership to further or prejudice party-political interests.

The first election of the Executive Committee was held on 12 November 2012 and on 13 November 2012, the Honourable Premier publicly launched the KZNCCPA. The department further concluded a Memoran-dum of Understanding (MoU). The MoU provides for support to the Association, including in respect of its administration and training on crime prevention, the criminal justice system, financial management, computer literacy and administration. In return, the KZNCCPA undertakes to –

a) ensure that the members of the KZNCCPA and their representatives adhere to the Code of Conduct contained in the constitution of the KZNCCPA and take the required steps in the event of any non-adherence;

b) facilitate the adoption of constitutions by its members which have substantially the same provisions as the constitution of the KZNCCPA;

c) facilitate the cooperation and interaction of its members with the volunteers under the Volunteer Crime Prevention Programme of the Department, Street and Village Committees, Community Police Forums, Community Safety Forums and Government; and

d) alert the department and the Police Service of any member or representative who is or becomes engaged in criminal conduct or potentially criminal conduct and cooperate with the Police Service in enforcing the law in respect of such member or representative.

5.1.7 Communities-in-Dialogue Programme

Over the MTEF, the Department will continue its resolve to mobilize communities through the Communi-ties-in-Dialogue Programme (CiDP) to assume responsibility for peace, stability and creating safer places to live. The essence of the CiDP is creating a platform for dialogue and acceptance of responsibility to resolve inter- and intra-community conflicts. The methodology followed by the department in each case would de-pend on the nature and inherent cause of the conflict.

In the case of politically related conflicts, the approach takes the form of Multiparty Political Interventions, whereby the department facilitates dialogue between affected political parties and the acceptance of respon-sibility for resolving conflicts between their members, with the support of law enforcement and other gov-ernment departments. This programme will become increasingly important as we approach the by-elections and national elections scheduled for 2014.

Where conflicts are of a non-political nature, examples of which are disputes about land, livestock or other resources, the department facilitates dialogue sessions between the affected groups with the involvement of all relevant stakeholders, law enforcement and other government departments. The objective of these com-munity dialogues is sustainable peace and crime reduction through community ownership.




5.2. ORGANISATIONAL ENVIRONMENT

The process to develop the organisational structure involved consultations with staff, organised labour, the Office of the Premier, the Department of Public Service and Administration, the Provincial Treasury and the Secretariat for the Police Service. At a meeting between the Honourable Premier and the Minister of Public Service and Admin-istration on 7 December 2012, the Minister in writing confirmed her concurrence with the revised organisational structure and the MEC approved the structure on the same day.

In analysing the constitutional functions of the department and the statutory functions of the Provincial Secretariat, it became apparent that the constitutional police oversight and community relations functions which formed the basis of the functions of the department previously have been incorporated into the statutory functions of the Provincial Secretariat under the Act.

The revised structure distributes the 13 districts under five regions headed by senior managers. The regional groupings were based on the population, number of households, number of wards, number of local municipalities, number of police stations and geographical considerations.

REGION Police Stations

Local Municipalities Wards Households Population

REGION 1 44 1 103 833 859 3 468 824Ethekwini Metro 44 1 103 833 859 3 468 824REGION 2 42 16 261 461 652 2 132 846Ugu District 21 6 81 151 621 709 949Ilembe District 10 4 81 124 525 528 525Uthungulu District 11 6 99 185 506 894 372 REGION 3 27 10 138 270 856 1 516 742Zululand District 17 5 70 155 883 902 668Umkhanyakude District 10 5 68 114 973 614 074REGION 4 36 12 171 345 227 1 463 052Uthukela District 11 5 72 139 639 715 184 Umzinyathi District 17 4 53 104 534 495 791 Amajuba District 8 3 46 101 054 252 077 REGION 5 37 12 139 323 535 14 88 764Umgungundlovu District 25 7 84 217 876 988 553 Sisonke District 12 5 55 105 659 500 211 TOTAL/AVERAGE 186 51 812 2 235 129 10 070 228

At the district office level, the functions are Police Performance Monitoring, Complaints Management, Crime Pre-vention and Partnerships. In respect of police performance monitoring, the ratio of one assistant manager (service unit) to police stations (service target) is increased by 133% and in respect of crime prevention and partnerships, the ratio of one service unit to local municipalities (service target) is increased by 180% when compared to the previous structure.

Two additional directorates have been added under the Provincial Secretariat. The first additional directorate must perform the function of oversight over the Office of the Provincial Commissioner and Specialised Units as well as community police relations at a provincial level. This function has never been performed previously, but it is neces-sary to include same to fulfil the functions contemplated in the Constitution and the Act.




The second additional directorate must perform the function of safety information analysis and conceptualisation which has to be done at a provincial level. This function is also one which has not been performed previously. The research function in the current structure focused on social crime prevention. The new unit will be the information nerve centre of the department. It will continuously collate information from all the service units in the department and use this information to review policing policies and directives, develop, evaluate and review community safety models, initiatives and monitoring tools, review police practices, methodologies and performance and conduct re-search into the policing needs of the province as required by the Constitution and the Act.

The department left the administrative support component largely unchanged. However, the revised structure provides for two additional directorates, i.e. the Directorate: Strategic Planning and Internal Monitoring and Evalu-ation and the Directorate: Intergovernmental Relations and Special Projects. Essentially, it took the functions of the Directorate: Special Projects and Inter-sectoral Collaboration and the Chief Director: Governance in the existing structure, which will be abolished, and divided it between two directorates to more adequately respond to the need for improving internal monitoring and governance identified in the various audit reports.

In terms of the approved structure, the total number of posts in the department is 185, compared to the existing structure of the department of 94 posts. Due to the current financial constraints, a phased implementation of the structure was proposed and the department would only be able to fund the implementation of the first phase over the next three financial years. The first phase makes provision for an increase in staff from 94 to 149.

In order to finance the implementation of phase 1 in 2013/14, the Department will roll over the under-expenditure during the 2012/13 financial year. The Provincial Treasury will make available a once-off amount of R5 million in 2014/15 and another once-off amount of R5 million in 2015/2016. This allocation of R10 million over 2014/15 and 2015/16 will not become part of the Department’s baseline and the Department will have to request funds again for the years beyond 2015/16.

The department is confident that phase 1 of the organisational structure would be an adequate response to the duty placed on the MEC to establish a Provincial Secretariat for the Police Service as required by the Civilian Sec-retariat for Police Service Act of 2011.

5.3. DESCRIPTION OF THE STRATEGIC PLANNING PROCESS

The strategic planning process is not an isolated event but rather one that continually understands the existing and desired situations, identifies the gap between the two and defines goals and targets (the strategy) to reduce the gaps.

Individual SkillsOrganisational

Assesment

Execution andEvaluation

Strategies ActionsActionPlans Strategic Goals

Gap Analysis

VisionMissionValues

Leadership

Communication




6. STRATEGIC GOALS OF THE DEPARTMENT

Strategic Goal: 1 Improved police service delivery Goal Statement To monitor police conduct and implementation of policing policies, oversee the effective-

ness and efficiency of the police service, address complaints against the police service, review police practices and methodologies, and determine the policing needs of the province

Justification Communities rely on effective policing to be and feel safe Links Reduction in crimeStrategic Goal: 2 Good relations between the police and the community Goal Statement To develop community safety structures and initiativesJustification Building partnerships to fight crime is a national imperative Links Reduction in crime




PART B: STRATEGIC OBJECTIVES

7. PROGRAM 1: ADMINISTRATION

7.1. STRATEGIC OBJECTIVES

Strategic Objective Efficient and effective administrative support to the departmentObjective Statement To provide efficient and effective strategic planning, internal monitoring and evaluation,

intergovernmental relations and special project management, financial, legal, corporate and security services

Justification Effective administrative support will promote the achievement of the strategic goals of the department

Links Goals 1 & 2

7.2. RESOURCE CONSIDERATIONS

7.2.1. Expenditure trends

Audited Outcomes Adjusted Appropriation

Medium-Term Estimates

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Office of the HOD 5,317 3,854 5,339 7,118 7,577 8,031 8,400 Financial Management 9,117 9,484 7,236 9,117 10,126 10,734 11,228 Corporate Services 17,178 16,636 22,468 15,885 16,781 17,788 18,606 Legal 2,104 1,841 1,542 2,758 2,935 3,111 3,254 Security 1,403 1,415 1,497 1,706 1,819 1,928 2,017 Total 35,119 33,230 38,082 36,981 39,238 41,592 43,505

Strategic planning and internal monitoring and evaluation as well as intergovernmental relations and special projects are budgeted within the Office of the HOD.

7.2.2. Key staff issues

As indicated in paragraph 5.2, the department has reviewed its organisational structure. The approved struc-ture, compared to the previous structure, provides for the additional posts of –

a) Internal Control and Risk Management at a Deputy Director level with the support of two compliance

officers at level 7;b) Deputy Director: Security Services to support the existing Director;c) Legal Administration Officer at level 9;d) Labour Relations Officer at level 9;e) Chief Work-study Analyst at level 9;f) Work-study Analyst at level 7;g) Employee Wellness Practitioner at level 7;h) Registry Clerk at level 3; andi) Driver/Messenger at level 3.

All these additions are aimed at responding to the gaps identified in the various audit reports. All the other posts in the existing structure, including that of Skills Development Facilitator at level 10, have been retained.




7.3. RISK MANAGEMENT

Identified Risk Risk MitigationIT GovernanceFramework is not implemented

• Implementation of IT Governance Framework• Annual review of IT policy• Maintenance of IT Steering Committee

Inability to meet programme objectives due to limitation of resources

• Fast track the filling of vacant posts

Irregular selection of service providers • Training and empowerment of SCM officials and staff on rules and regulations

• SCM to take full control of the SCM processesManipulation of critical data by users on application systems and unauthorised access to departmental systems

• Monthly review of BAS system controllers• Monthly review of Persal system controllers

activities• Monthly review of IT administrator activities

8. PROGRAM 2: PROVINCIAL CIVILIAN SECRETARIAT FOR POLICE

8.1. STRATEGIC OBJECTIVES

Strategic objective 1 Effective and efficient police service and improved police conductObjective statement To evaluate the implementation of policing policies and directives, police stations,

specialised units, provincial SAPS office and address complaints against the policeBaseline • 78 police stations

• 390 complaintsJustification To improve police service delivery and conductLinks Goal 1Strategic objective 2 Effective and efficient community safety partnerships and implemented

crime prevention initiativesObjective statement To establish and maintain CPFs, CSFs, CCPAs and ward safety committees, harmo-

nize their activities and implement crime prevention initiativesBaseline • 142 safety structures

• 9 crime prevention programmes• 39 community engagements

Justification To mobilise communities in the fight against crimeLinks Goal 1Strategic objective 3 Effective and efficient police policies, practices, methodologies, safety

models, monitoring tools and accurate policing needs Objective statement To conduct research into the policing needs of the province, review policing policies,

practices and methodologies, and to develop and review safety models and monitor-ing tools

Baseline • 2 research surveys• 2 policy reviews

Justification To improve policing and crime preventionLinks Goal 1




8.2. RESOURCE CONSIDERATIONS

8.2.1. Expenditure trends

Audited Outcomes Adjusted Appropriation

Medium-term Estimates

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16Crime prevention and part-nerships - - - - 85,602 85,838 87,997Police performance monitor-ing and evaluation - - - - 44,557 49,575 52,490Safety research and informa-tion management - - - - 2,950 3,477 3,635Total - - - - 133,109 138,890 144,122

The budget structure has been reviewed to meet the requirements of the new approved organogram. The prior year budgets have been consolidated into one new service delivery programme called Provincial Civil-ian Secretariat.

8.2.2. Key staff issues

In the new structure, the volunteers under the Volunteer Social Crime Prevention Project would be managed under the district office and no longer from the provincial office.

The deputy managers of the department under the previous structure were directly responsible for service delivery without any service units under them to supervise or provide support. The workload and span of operation of deputy managers have been too wide and this has manifested itself in the level of service deliv-ery, especially in respect of timely planning, environmental responses, project management and performance reporting, all which were highlighted in the various audit reports. This also had a domino effect up the rank structure, thereby preventing senior and general managers from performing their strategic roles. For this reason, it was of vital importance to create service units in the new structure in the form of assistant man-agers under the supervision of a deputy manager to be responsible for direct service delivery. This would allow the deputy managers to perform their required roles of operational planning, project management and performance reporting adequately and the numbers may be easily increased in years to come if necessary. Senior and general managers in turn would be enabled to perform their required roles of strategic planning and strategic management instead of being overwhelmed by day-to-day operational demands.

8.3. RISK MANAGEMENT

Identified Risk Risk MitigationInadequate civilian oversight over the SAPS The new approved structure has made provision for im-

proved police oversight which includes the office of the Provincial Commissioner and specialised police units

Ineffective project management of the vol-unteer programme

The approved organisational structure ensures that the volunteers are managed at district level under the direct supervision of district senior managers




PART C: LINKS TO OTHER PLANS

11. LINKS TO INFRASTRUCTURE AND CAPITAL PLANS

There are no plans to develop any infrastructure over the MTEF period.

12. CONDITIONAL GRANTS

The department was allocated R1,6 million under the EPWP programme for the 2012/13 financial year to increase the number of crime prevention volunteers recruited under the volunteer programme. In addition, the department has been allocated additional funding of R5,369 million for the 2013/14 financial year.

13. PUBLIC ENTITIES

There are no public entities attached to this department.

14. PUBLIC-PRIVATE PARTNERSHIP

The department has not formed any public-private partnerships and does not plan to do so over this period.

_______________(Endnotes)1. Effective Date: 1 April 2013




WORDS OF APPRECIATION

The MEC and Head of Department would like to express their thanks to the following individuals, teams and organisations for their patience and support offered to the department during our repositioning exercise:

• The Office of the Premier, KwaZulu-Natal;• The Portfolio Committee on Community Safety and Liaison (KwaZulu-Natal Legislature);• Public Service Commission, KwaZulu-Natal;• Department of Treasury, KwaZulu-Natal;• Department of Transport, KwaZulu-Natal;• Recruitment teams from the provincial departments;• The South African Police Service, KwaZulu-Natal;• District and Local Municipalities;• Stakeholders and partners in crime prevention;• Members of the Community;• Service providers to the department;• Members of the Media; and• Members and staff of the Department of Community Safety and Liaison, KwaZulu-Natal.

We look forward to your continued support and partnership towards creating a peaceful, safe, prosperous and dynamic Kwa-Zulu-Natal.

Documents

Community Safety SP 2010 - 2014