Community Safety AR 2011

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

ANNUAL REPORT 2010-2011

“Building a United Front Against Crime”

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

“Building a United Front Against Crime�

FOREWORD FOR THE ANNUAL REPORT OF THE DEPARTMENT OF COMMUNITY SAFETY AND LIAISON, 2010/2011 PRESENTED BY MR TW MCHUNU, MEC FOR TRANSPORT, COMMUNITY SAFETY AND LIAISON KWAZULU-NATAL

Mr T.W. Mchunu MEC for Transport, Community Safety and Liaison

The fight against crime and corruption is one of the six priorities of our government.

The financial year 2010/2011 saw the security cluster as a whole being galvanized to fight against crime to the best of its ability. It was critical that as a country, as a province, and as this department in particular, we sharpen our response to this priority in order to improve the quality of life of people, whilst also ensuring safety for all during the 2010 FIFA World Cup. As a response to this priority, the government through the Department launched an integrated, people driven and people centered approach, namely, Building a United Front Against Crime. The Department spent the past financial year rolling out this strategy in various districts through Operation Hlasela. We look forward to the complete roll out, the sustenance and the positive impact of the strategy.

The Department played a critical role with regards to the hosting of the 2010 FIFA World Cup. The joint collaboration of the Department, the Police and all its partners in the Justice, Crime Prevention and Security Cluster ensured that we hosted a successful and crime free FIFA World Cup. The work of the department in driving a fully functioning Justice, Crime Prevention and Security Cluster must be commended. A number of subcommittees were established under the auspices of the JCPS in the past financial year. The subcommittee on taxi violence led by the police, contributed markedly in achieving stability in the taxi industry. We look forward to a positive and a collaborative approach in the fight against crime through this cluster.

Post the 2010 FIFA World Cup; the country experienced an unprecedented and longest public service strike.

We commend the cooperative engagement of the Department, the Police and other departments in the management and coordination of security of the citizens of KwaZulu-Natal during the strike.

The past financial year continuously kept the security cluster on its toes. The security plans and peace keeping interventions had to be finalized and be in place in time for the upcoming Local Government Elections to be held on 18 May 2011. In KwaZulu-Natal, the Hon. Premier established a Multi Party Political Oversight Committee on Local Government Elections. This committee was led by MEC for Community Safety and Liaison. Its objective was to promote a peaceful, free and fair 2011 Municipal Election. It included the Department of Cooperative Governance and Traditional Affairs, the Independent Electoral Commission, the Police, as well as other Criminal Justice System Structures. It also included political party leaders, traditional leaders and business. The interventions started in the later part of the financial year. We commend the objective of the task team in driving peaceful Local Government Elections through dialogue, in conflict ridden areas.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

We concluded the financial year 2010/11 with our Departmental budget speech in March 2011 themed “People’s Action Against Crime.� The acid test for this theme is to translate it into practice. A summit on crime fighting structures is one such initiative towards bringing to life this theme. The organizational renewal process which started towards the end of the financial year is also a strategy of activism against crime. Its objective is to have people at a district level so as to deal with crime where it is located. Working with Municipalities, traditional leadership, religious formations, leadership at all levels, business, crime fighting structures, and the wider society, we envisage winning the fight against crime. We look forward to the implementation of these programmes in the upcoming financial year.

We remain confident in the workings of the police in our Province. We encourage the wider society to participate in working with police in dealing with crime. This begins with all of us as individuals. We are mindful of the fact that war against the police comes from criminals. We plead for support for the police in general as they execute their mandate of fighting crime. We commend their good work in the fight against crime. Where individual members of the police do wrong, they must be reported so they can be dealt with.

Our success in the Department hinges on our human resources. We commend you for your cooperation during the investigation process into allegations raised within the Department. We take pride in achievements and accolades awarded to this Department through your hard work. We commend the Department on a clean audit for the 2010/2011 financial year. As we reflect on the milestones and achievements of the year 2010, we are confident that we have the requisite skills and competencies vested in our human resources that will take this Department to greater heights.

I thank you.

Mr T.W. Mchunu MEC for Transport, Community Safety and Liaison KwaZulu-Natal

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“Building a United Front Against Crime” ANNUAL REPORT 2010/11 Mr T W Mchunu MEC for Transport, Community Safety and Liaison I have the honour of submitting the Annual Report of the Department of Community Safety and Liaison for the period 01 April 2010 to 31 March 2011.

Ms Y E Bacus Head of Department

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Table of Contents

Page

Part One: General Information

5

Vision, Mission and values Organizational Structure Legislative Mandate Accounting Officer’s Overview

5 6 6 8

PART 2: INFORMATION ON PREDETERMINED OBJECTIVES 13 Overall Performance Program Performance Program 1: Administration Program 2: Civilian Oversight

13 18 18 34

PART 3: ANNUAL FINANCIAL STATEMENTS

55

Report of the Audit and Risk Committee Report of the Accounting Officer Report of the Auditor-General Appropriation Statement Notes to the Appropriation Statement Statement of Financial Performance Statement of Financial Position Statement of Net Assets Cash Flow Statement Accounting Policies Notes to the Annual Financial Statements Disclosure Notes to the Annual Financial Statements Annexures

56 60 66 70 75 76 77 77 78 79 86 95 102

PART 4: HUMAN RESOURCE MANAGEMENT

105

PART 5: OTHER INFORMATION

130

Approved Organisation and Post Establishment Acronyms List of Contact details

NOTES

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130 137 138

139

“Building a United Front Against Crime” Part One: General Information Vision, Mission and Values 1.1. Vision The vision of the Department is: “The people of KwaZulu-Natal live in a safe and secure environment” 1.2. Mission Statement 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” 1.3. Values of the Department In the fulfilment of its mission and towards the attainment of its vision, the Department achieves performance excellence through the adherence to the following operational values: •

The full implementation of the Batho Pele principles, namely:

• • • •

Consultation: Asking our clients how the Department can improve its services Service standards: Meeting service standards that reflect the level and quality of service that is important to its clients Access: Making sure that our services are accessible to all who have a right to use them Courtesy: Always being courteous and helpful and treating everyone with dignity and respect Information: Giving our clients all the information they need to assist them in making the best use of our services Openness and transparency: being open and transparent about how we use our resources and spending of our money Redress: making it easy for our clients to say when they are unhappy with the service they have received, apologizing immediately and trying to resolve the problem as soon as possible Value for money: Making sure that we make the best use of all of the Department’s resources

Integration of effort between agencies, local authorities, Government Departments and all other stakeholders Teamwork - working together and building a spirit of co-operation Knowledge application by encouraging all to learn, change and innovate Professionalism, honesty and integrity

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Organizational Structure Information on the Ministry Overview of the Office of the MEC The Office of the MEC resides under the organizational structure of the Department of Transport as the Honourable MEC holds two portfolios, namely, Transport and Community Safety and Liaison. These are two separate Departments and as such, report under two separate votes. The budget of the MEC is catered for under the Department of Transport.

The Office of the MEC supports the Department in performing its service delivery obligations. Since an Executing Authority is a public office bearer, the Honourable MEC is the face of the Department.

Legislative Mandate Constitutional and Legislative Mandates The authority and function of the Department is not decided on its own, but entrenched in our Constitution and defined in national legislation. The executive function of Provincial Government in relation to safety and security is governed by the following legally binding documents:

Constitutional mandate Chapter 11 of the Constitution of the Republic of South Africa, 1996 defines the role of Provincial Government in policing as follows: Section 206(2) provides that the national policing policy may make provision for different policies in respect of different Provinces after taking into account the policing needs and priorities of these Provinces.

Section 206(3) determines that each Province is entitled to: (a) (b) (c) (d) (e)

Monitor police conduct; Oversee the effectiveness and efficiency of the police service including receiving reports on the police service; Promote good relations between the police and the community; Assess the effectiveness of visible policing; and Liaise with the Cabinet member responsible for policing with respect to crime and policing in the Province.

Section 206(4) further states that a provincial executive is responsible for policing functions vested in it by this chapter, assigned to it in terms of national legislation and allocated to it in the national policing policy.

Legislative mandates The South African Police Service Act, 1995 (Act 68 of 1995) In terms of this legislation the Provincial Secretariats must support the Provincial MEC for Safety and Security by:

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“Building a United Front Against Crime” (a) (b) (c) (d) (e) (f) (g)

Providing advice; Ensuring civilian oversight of the South African Police Services; Promote democratic accountability and transparency in the South African Police Service; Provide a legal advisory service; Provide communication and administrative support; Monitor the implementation of policy of the South African Police Service; and Conduct research and evaluate the functioning of the South African Police Service and report thereon.

The White Paper on Safety and Security, 1999 – 2004 (expired but not superseded) indicates that the Department’s provincial responsibilities are: (a) (b) (c) (d) (e) (f)

Initiating and coordinating 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 responsibilities for social crime prevention; and 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.

The National Crime Prevention Strategy, 1996 (revised 1999) – reflects that the Department has a responsibility, in line with the National Crime Prevention Strategy, to establish a Provincial Crime Prevention Strategy for the Province.

Other legislation governing the operations of the Department includes: • • • • • • • • • • • • • • • • • • • • • • • •

Firearms Control Act, 2000 KwaZulu-Natal Commissions Act, 1999 Domestic Violence Act, 1998 Child Care Act, 1983 Criminal Procedure Act 1977 The Public Finance Management Act, 1999 and regulations; The Public Service Act, 1994 and regulations; Labour Relations Act, 1995 Basic Conditions of Employment Act, 1997 Employment Equity Act, 1998 Skills Development Act, 1998 Promotion of Equality and Prevention of Unfair Discrimination Act, 2000 Promotion of Administrative Justice Act, 2000 Promotion of Access to Information Act, 2000 Preferential Procurement Policy Framework Act, 2001 Electronic Communications and Transactions Act, 2002 Regulation of Interception and Provision of Communication-Related Information Act, 2002 State Information Technology Agency Act, 1999 The Criminal Law (Sexual Offences and Related Matters) Amendment Act, No. 32 of 2007 SA National Policy Framework for Women’s Empowerment & Gender Equality CEDAW PEPUDA Beijing Platform for Action UN – Millennium Development Goals (MDGs)

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Accounting Officer’s Overview INTRODUCTION STRATEGIC REVIEW The past financial year gave South Africa much to celebrate and be proud of. The year 2010 is one that reminded us as South Africans of many things, most importantly that; when we stand together in unity, we position ourselves to accomplish great things. By working together as a country, we did the unprecedented and became the first African country to host the 2010 FIFA World Cup, and what a success that was!

The department also was proud to receive the Silver Award for the Human Resources Awards. Indeed an improvement on our Bronze Award the previous financial year!

Colin Powell, Chairman of the US Joint Chiefs of Staff (1989-93) once said: “Organization doesn’t really accomplish anything. Plans don’t accomplish anything, either. Theories of management don’t much matter. Endeavours succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.”

In the same breath, it is said that structure, follows strategy. Now that our path has been clearly marked, the time has arrived when we must review our organisational design to match capacity with output, thereby bringing our services to the closest point of access to people. Towards this end, a consultative process was initiated for better alignment between the organisation and its desired position at local levels of the communities.

On that note, I would like to recognise our Executive Authority, the MEC for Transport, Community Safety and Liaison for his vision that has resulted in the materialization of a great programme called “Building a United Front Against Crime”, which is driven by a project known as “Operation Hlasela”. This project has been hailed by law enforcement agencies as a great accomplishment in the plight to unite communities, the business sector, religious sectors, the police and all relevant structures in the fight against crime. All the departments’ projects are being consolidated under this Flagship Programme.

Operation Hlasela has already been introduced in six Municipalities across the province. Through this initiative, communities are offered an opportunity to be part of the solution against the various criminal elements which threaten their safety and security.

Through this department, the Province of KwaZulu-Natal continues to invest heavily in crime prevention initiatives. The Volunteer Social Crime Prevention Project continues to give our youth an opportunity to serve their communities by being anti-crime activists and working to improve relations between the police and the community. Our volunteers also played a vital role in ensuring a safe 2010 FIFA World Cup through their active crime prevention campaigns and participation as Marshalls at base camps and stadiums. Many were positively motivated through their close liaison with the soccer champions they met.

As assigned by the Constitution, the department continues to play its oversight role over the SAPS. It is a matter of great pride that as years go by, the relationship between our Department and the SAPS grows stronger as greater synergy between our organisations is achieved, in the interests of community safety. These strides in cooperation have resulted in the continuation of the MEC’s Awards for Police Excellence, to reward individuals, specialised units, CPF’s and police stations that go beyond the call of duty to serve our communities with distinction.

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“Building a United Front Against Crime” In an effort to ensure that Community Police Forums (CPFs) work sustainably and effectively, we started a process to re-constitute the structures, focussing on ensuring that they have a constitution, proper elections of members and adequate representation at the executive level. This follows our research and audit on CPF’s which revealed that there was high turnover in membership, many internal conflicts and the need for strong leadership which would create a model for CPF operational excellence in KwaZulu-Natal. Work has already begun that will lead to each district launching its own Community Safety Forum (CSF). This is one of the desired outcomes of the “Building a United Front Against Crime” initiative.

The demand for special support programmes and Rights Education offered by the department is on the increase. Clearly, this is an affirmation of the quality of work done by the department in the promotion of human rights through Operation Khuz’mhlola. We have long realised that in order to fight any crime challenge, we have to know its root cause. The department generated research projects, which will inform strategies to combat different crime challenges particularly the vulnerable groups.

Over the past financial year, our teams have worked hard to ensure that the department delivers on its targets, despite the many challenges we faced in the year. With the foundations having being laid solid, we are now geared to continue the good work and take our program of Building a United Front Against Crime even further, to every corner of our Province.

STRATEGIC REVIEW Despite being subjected to stringent budgetary cuts and the implementation of the cost containment strategy, the Department has been able to set high standards and achieve its service delivery targets.

This department has a good history for being able to align its strategies and plans to the directives pronounced through the policy statements. It is on that very basis that we have been able to review our past strategies and come up with a new strategic plan for the years 2010-2015.

ADMINISTRATIVE OVERVIEW During the year under review, the Department faced serious challenges as a result of the loss of key personnel who have exited the service for various reasons. The Department had to make many adjustments since a large percentage of senior management posts still remain unfilled.

With cost cutting measures announced in the province, some senior management and middle management posts that had become vacant were not filled. This however did not result in service delivery being compromised as innovative means were used to ensure that productivity and service delivery was pursued vehemently.

Creating public awareness and mobilising communities and stakeholders in a united effort to root out crime, was our main focus over the past financial year, in line with “Building a United Front Against Crime”.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

GOVERNANCE OVERVIEW As part of maintaining good governance in the Public Service, this Department has ensured strict compliance with the regulatory provisions for concluding performance agreements for all SMS members.

These agreements assist the Department to monitor service delivery against departmental strategic and operational objectives and targets. All conflict of interests is addressed through the declaration of such in all activities such as procurement, recruitment and evaluating of tenders. We have a 100% compliance rate with SMS members and they have all signed and submitted their disclosure of business interests. The Department also strives to fill all posts as soon as possible.

The department also ensures that officials of the department act within the public service code of good conduct.

SERVICE DELIVERY OVERVIEW The Department has maintained its exceptional performance in a domain which is under intense public scrutiny, namely crime and policing. As the SAPS introduced new crime fighting strategies, this department has a responsibility to see if those strategies have been implemented the way they should or bearing the desired results.

The strategic focus of the Department is to evaluate police service delivery and compliance with national policy standards and make recommendations for redress where required. Demand is driven by community needs, changing crime patterns and the level of complaints received.

COMPLAINTS MANAGEMENT The primary focus of attention, particularly in recent times has been the ability of the Department to address service delivery complaints against the police to support the raising of service standards. The Department’s aggressive approach in this arena of its scope has proved to be successful and we have close cooperation with the SAPS and the ICD to expedite service delivery complaints.

SPECIAL PROJECTS The Department of Community Safety and Liaison has been further involved in inter-sectoral and special projects all geared towards the fight against crime. In the current financial year for instance, a number of projects were planned to integrate SAPS and communities of Umzimkhulu. The stolen goods campaign was targeted in the area and the SAPS welcomed the ability to reach communities and turn the tide of buying stolen goods.

FIFA FOOTBALL WORLD CUP The Department has played a crucial role with regards to 2010 FWC. Our role was to support and provide input to the Provincial 2010 safety plans. Provincial quarterly meetings were held in which the Department provided this input. Volunteers and other personnel were deployed to districts to work on local safety plans. The department was commended for its contribution through the crime awareness campaigns, volunteer support base and facilitation of the JCPS Cluster to produce an integrated approach to safety management for a Mega World Event.

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“Building a United Front Against Crime”

COMMUNITY POLICING Central to our Constitutional mandate of promoting good relations between the police and the community, is the concept of community policing. Community Policing Forums are statutory structures that are established to ensure civilians are well serviced by the police service. It is within this context that we invest our resources on Community Policing Forums so that they are empowered to play their roles in a meaningful way in every community. They are seen as guardians of democratic civilian oversight.

VICTIM EMPOWERMENT The Department has embarked on a number of initiatives geared towards empowering the victims of crime. These include network fora in which we participate as a department such as the provincial gender forum, programmes in support of victims of crime such as the widowhood forum, awareness campaigns which are targeted at preventing people from becoming victims of crime. The Department has travelled the length and breadth of KwaZulu-Natal in support of the above mentioned initiatives within the period under review. Operation Khuz’mhlola is well entrenched in communities and will continue to reach out to the disadvantaged communities in order to ensure access to justice is a reality and not a notion.

SOCIAL CRIME PREVENTION & RESEARCH The Department has a proactive approach in the fight against crime. This is done through research surveys as well as through proactive awareness campaigns. Two research Surveys were conducted by the Department namely; • •

Alcohol and Substance Abuse and; The Safety of Children in KwaZulu-Natal.

This section has established our first Statistical Crime Analysis tool for the department, which is ground breaking and which will then give us the impetus to make sound recommendations for improvements in policing and to have spatial planning as a guide for our targeted interventions.

The Integrated Youth Development Strategy (IYDS) is being rolled out in the province and we have grown the number of youth we have offered skills to and who we have now enlisted as anti-crime activists.

FINANCIAL MANAGEMENT Financial management has improved progressively and the Department has received unqualified audits since inception. The close monitoring of the budget has ensured that appropriated funds are effectively and efficiently utilized.

SERVICE DELIVERY CHALLENGES The service delivery challenges encountered during the year included: Maintaining constant contact with stakeholders in ensuring an integrated approach to policing and crime prevention is adopted, especially municipalities; Generating innovative programmes to drive the targets set for the Department; Refining existing programmes and processes to optimise service delivery and align them under the new concept of the United Front Against Crime.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

ACKNOWLEDGEMENTS The success of the Department during a period of sustained pressure and uncertainty is not possible without the support and encouragement of all organizations and individuals who have given their unwavering support, time and energies. It is my pleasure therefore to record my appreciation and gratitude to the following: • • • • • • • • • • • • • • • • • • •

Officials of the Ministry for Transport, Community Safety and Liaison; Officials of the Department of Community Safety and Liaison; KwaZulu-Natal JCPS Cluster; Parliamentary Portfolio Committee on Community Safety; The Office of the Premier; Members of the Justice, Crime Prevention and Security Cluster, especially the SAPS Public Service Commission, KwaZulu-Natal; Department of Transport, KwaZulu-Natal; Department of Treasury, KwaZulu-Natal; Department of Works, KwaZulu-Natal; The Province’s Community Police Forums and Boards; South African Police Service, KwaZulu-Natal; Stakeholders and partners in crime prevention; Traditional Leaders, Community Leaders, the business and religious sector stakeholders; Service providers to the department; Members of the Media; District and Local Authority Councillors and officials; and The Communities in KZN for their enthusiasm and willingness to make KZN a safe and peaceful Province Members of staff: Community Safety and Liaison

Finally, I wish to express my appreciation to the Honorable MEC for Transport, Community Safety and Liaison, Mr. T W Mchunu, for his leadership, dedication and tireless efforts in leading this Province towards a safe and secure environment.

Ms Y E Bacus Head of Department

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“Building a United Front Against Crime” PART 2: INFORMATION ON PREDETERMINED OBJECTIVES Overall Performance 1.

Voted Funds The total amount appropriated for the 2010/2011 financial year is as follows:

Appropriation

Main Adjusted Appropriation Appropriation R’000 R’000

Vote 9 Responsible MEC Administering Department Accounting Officer

140 744 140 744 MEC for Transport, Community Safety and Liaison Community Safety and Liaison

2.

Actual amount spent R’000 129 186

(Over)/Under Expenditure R’000 11 558

Head of Department: Community Safety and Liaison

Aim of the Vote The main aims of the vote are: • • • • •

3.

Promoting democratic accountability and transparency in the police service; Promoting good relations and establishment of partnerships between the police and the communities; Directing the SAPS towards effectively addressing provincial needs and priorities; Facilitating the development and coordination of social crime prevention initiatives; Promoting and supporting Victim Empowerment.

Summary of programs 3.1. Overview of Department The Department of Community Safety & Liaison contains 2 programmes as set out below:

Programme Programme purpose Administration

Civilian Oversight

Provide executive support to the Head of Department and all financial and nonfinancial systems within the Department.

Provide service delivery to stakeholders.

SubProgrammes Management Services

Sub-programme purpose Provide executive support to the Head of Department and all financial and non-financial systems within the Department.

Monitoring and Monitor, evaluate and report on Evaluation formal policing activities.

Community Liaison Facilitate the development and co-ordination of social crime prevention initiatives and promote and support Victim Empowerment.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

4.

Key strategic objectives achievements The strategic objectives set by the Department are to: • • • • • • • • • • • • • • • •

5.

Evaluate police service delivery and compliance with national policy standards and make recommendations for redress where required; Assess the effectiveness of visible policing in the Province; Improve South African Police Service (SAPS) efficiency and effectiveness through independent service delivery evaluation and reward; Improve public confidence and trust in the police; Address service delivery complaints against the police to support the raising of service standards; Oversee the establishment and functioning of community policing forums at all police stations in the Province ; Enhance the capacity of community police structures to improve co-operation between the police and the community; Promote community dialogue and participation in support of crime prevention initiatives and activities; Execute social crime prevention programmes at provincial and local level; Research and develop social crime prevention responses to community safety priorities; Consolidate the Community Safety Network structure; Promote the establishment of a Victim Support Network; Promote special support programmes for victims; Raise the awareness of protective rights amongst vulnerable groups; Promote corporate governance and provide strategic project support; and Implement the Volunteer Social Crime Prevention Project.

Overview of the service delivery environment for 2010/11 Overall performance Problems encountered The service delivery challenges encountered during the year included: • • • • • • • •

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Internal labour disputes; National Public Service strike action; Data capturing also remained a challenge as all information about beneficiaries has to be uploaded in the web-based system one by one (names, identity numbers, addresses, etc); Resistance from some District leaders, e.g. Mayors, Station Commanders and CPF members and political interference posed a lot of challenges during consultation workshops, selection panels, and subsequent deployment of volunteers; Non-cooperation by certain stakeholders (guest speakers) during campaigns and poor attendance by community members during campaigns remained a challenge. It also put a lot of strain to team members in the execution of these campaigns; Accessibility for the community to the police stations is difficult due to large distances to be travelled and hazardous terrain. This often results in delays in reporting cases or cases not being reported at all; There is limited feedback to the community regarding progress in cases. This difficulty often arises from lack of telephones and a lack of fixed addresses; The police do not always attend to crime incidents promptly, due to a shortage of vehicles and/or manpower at many stations;

“Building a United Front Against Crime” • • • • •

•

• • • •

There are few stations with adequate victim friendly facilities and training for members to work in these centres; Poorly structured layouts of Community Service Centres (CSCs) for proper and adequate service delivery; Education of communities on the functioning of the Criminal Justice System and general policing matters; The increase of vigilantism from different districts of KwaZulu-Natal affects SAPS service delivery; The police ratio against the population is the greatest challenge in the fight against crime.

Certain areas are still underdeveloped hence difficulties are experienced which cause delays in investigations. The process of restructuring has also had a slight impact on service delivery; In relation to the assessment of Victim Friendly Facilities (VFFs), the SAPS does not have an allocated budget for VFFs which creates a challenge in terms of ownership of the VFFs between the Department of Community Safety and Liaison and SAPS, e.g. where monetary and material support is required, SAPS feels the DCSL should provide this but where credit is due, SAPS claims ownership; In some instances the victim comes to the police station with a small baby who needs to be provided with milk formula and baby nappies. This is a challenge for SAPS; There are no clearly defined roles, mandates and responsibilities for the participation of youth in CPFs and some CPF Youth desks are dysfunctional; There is a lack of common understanding amongst the main stakeholders (SAPS, Provincial Board and the DCSL) with regard to their roles in relation to CPFs in the Province. This calls for the development of guidelines for taking the partnership forward; There is a lack of conceptual understanding of community policing by most SAPS members and community members.

Virements The Department undertook minimal virements of R6 571-27 due to unforeseen payments for injury on duty. The virements was undertaken within Program 1: Goods and Services. The approval was granted by the Accounting Officer.

Roll-overs There were no roll-overs reported for the year under review.

Significant Developments The Department has commenced with the restructuring process whereby the Department intends establishing District Offices. This process will continue in the new financial year and will also have financial implications.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

6.

Overview of the organizational environment for 2010/11 The Department continued to operate smoothly without service delivery being hampered in any way despite having lost some staff members during the year as a result of death and staff career moves.

Thanks to the strong sense of team spirit and commitment by the existing staff members, the department maintained the high standards expected from it.

As part of the cost containment strategy of the Province, a moratorium was placed in the filling of vacant posts.

Within the Province, a high proportion of the youth of working age are still unemployed. Children continue to be exposed to violent behaviour in their homes and this is replicated in the school environment.

The economic developments currently underway in the Province bode well for addressing the socioeconomic drivers of crime. As more people gain employment and raise the quality of their lives, the social pressures that lead to criminal and anti-social behaviour will no doubt dwindle.

Resignations Following the resignation of the Manager for Special Projects and Inter-sectoral Collaboration, an acting manager was appointed to alleviate the challenges experienced as a result of this post not being filled during the year. This directorate is responsible for the Department’s major project, namely, the Volunteer Social Crime Prevention Project (VSCPP).

Strike Actions Several disruptions were encountered by the department during the year due to internal labour disputes. An independent investigating team was appointed by the MEC: Transport, Community Safety and Liaison to investigate and report on the disputes/allegations raised by union members.

The Department’s service delivery schedule was also interrupted by the national labour strike in the public service.

Restructuring Plans The Department initiated a restructuring process. This restructuring process is designed to allow the Department to become more visible in the districts by opening district offices. It is envisaged that this process will be concluded in the 2011/12 financial year.

7.

Key policy developments and legislative changes There are 2 pieces of legislation that would have a direct impact on the Department’s plans and activities and these are: • •

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Civilian Secretariat for Police Act; Independent Police Investigative Directorate Act.

“Building a United Front Against Crime” 8.

Departmental revenue The Department is not an income-generating Department and therefore, the income collected is minimal.

09/10 10/11 actual Actual R’000 R’000 Sale of goods Interest, dividends and rent Financial Transactions TOTAL

9.

50 6 4 60

43 1 61 105

Departmental expenditure The overall expenditure of the Department has been excellent.

Programs

Adjusted Approp.

R’000

Administration Civilian Oversight TOTAL

38 630 102 114 140 744

Final Actual Under/ Percentage Approp. Spent (Over) spent R’000 R’000 R’000 38 630 102 114 140 744

33 229 95 957 129 186

5 401 6 157 11 558

86% 94% 92%

As is reflected in the above tables, the Department of Community Safety and Liaison reflected a saving in its 2010/11 Final Appropriation by R11.5 million.

Adherence to the Provincial Recovery Plan (agreed-to cut-backs in spending) The Department confirms that the provincial strategy with regard to cost containment has been adhered to and the savings realized are reflected in the annual financial statements.

10. Transfer payments There were no transfer payments during the year to any public entities.

11. Conditional grants and earmarked funds The Department has not been allocated any conditional grants. Earmarked funds have been set as follows: • • •

Creating Public Awareness Improving the effectiveness of SAPS Umzimkhulu

12. Capital investment, maintenance and asset management plan Capital Investments The Department is not capital intensive as it provides services rather than assets for use by third parties. Accordingly, capital plans principally revolve around acquisition of motor vehicles, equipment and furniture for existing staff.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Asset Management Assets are acquired, recorded, controlled, maintained and disposed of by the Department in compliance with Supply Chain Management. Recording of assets is managed using HARDCAT software.

Maintenance The Department did not invest in any fixed property during the year. The office accommodation is either rented or shared with other Departments as a minority occupant. Accordingly, the Department does not incur expenditure in respect of maintenance of property assets.

Program Performance 1.

Program 1: ADMINISTRATION This programme comprises 1 sub-programme, Management Services, which includes Corporate Services, Security Services, Legal Administration Support, Financial Management, Human Resource Management and Auxiliary and Associated Services.

The following strategic objectives have been defined for Programme 1: • • • • • • • • •

To provide and maintain effective and comprehensive human resource systems; Provide facilities; Use Information Communication Technology services to optimize the performance of the Department; Provision of communication services; Effective and efficient legal services; Provide effective Security Management; Effective & efficient financial management system; Effective & efficient Supply Chain & asset management service; and Effective & efficient Internal Control & Risk Management service.

Office of the Head of Department The Office of the HOD continues to serve as the nerve centre through which legal, financial, corporate and security support is strategically directed to deal with challenges not only from a technical perspective, but also in an adaptive manner for the best transformational impact. This office also provides the integral link between the department and all of its stakeholders.

The Office also recognizes the need to stay abreast of both the political and social environment to provide professional quality services that promote good governance and continually embody Batho Pele principles. The following key activities exemplify the key role that it has played over the past year: • •

Dealing with National and Provincial safety and security priorities; Provided direction in all strategic projects related to the 2010 work-stream on safety and security, KZN JCPS cluster and the Volunteer Social Crime Prevention Programme (VSCPP) Projects.

In all of the projects and conferences, the Office of the HOD took the lead in providing innovative and creative strategies in the quest towards “Building a United Front Against Crime.”

- 18 -

“Building a United Front Against Crime�

INTERNAL CONTROL AND RISK MANAGEMENT

Performance Indicator

Annual Target: 2011

Achieved

10

12

5

0

120

150

1.1

Risk areas assessed 1.2 Outcomes of investigations 1.3 Documents tested

Variance This was achieved via PT and internally by the unit This is demand driven The target was exceeded

FINANCIAL MANAGEMENT The Financial Management Directorate plays a leading role in supporting all line functions. The PFMA and the supporting Treasury Regulations are the main prescripts that directly influence the financial management division.

The budgeting strategy continues to enhance improved service delivery in the quest for a safer environment. The directorate prides itself for having worked exceptionally hard and displayed a great deal of innovation especially after Provincial Treasury implemented the cost containment strategy for the Province.

There has also been a significant improvement in the budget monitoring system. Good communication between the budget analysts and program managers ensured that the department spent its budget in an economic and efficient manner which also contributed to the department achieving all of its service delivery targets.

The accounting division has been able to complete the financial year by settling all creditor payments.

The SCM division has been efficient in the administration of the assets and the efforts to support the Bid Evaluation as well as Bid Adjudication committees. This contributed to the department concluding two successful tender projects under the VSCPP program.

The finance section has been the lead division in ensuring that the department adheres to all compliance issues. As a consequence of this, the department has been able to close the financial year with an unqualified audit report.

Performance Indicator

Annual Target: 2011

Achieved

Variance

1.1 Payments processed 4200

2158

1.2 Monthly reports 1.3 Working days from requisition to order 1.4 Asset register balanced 1.5 AFS

72 3 days

96 2 days

12

12

Payments based on orders issued and all invoices at year end were paid This target was exceeded The turn-around time is less than what was targeted Target achieved

1

1

Completed with a clean audit

- 19 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

CORPORATE SERVICES

PERFORMANCE INDICATOR

ANNUAL TARGET: 2011

1.1

No of posts 126 funded and filled in line with relevant legislation resulting in a clean audit report

1.2

Fully implemented 126 Performance Management and Development System 126 All service conditions processed effectively and efficiently in line with relevant legislation resulting in a clean audit report

1.3

1.4

- 20 -

Number of new HR policies to be approved and implemented

4

ACHIEVED 76 - Filled (18- Vacant) 16 - Contract (ATE) (1-Vacant) 15-Interns (0 Vacant) Total Filled Posts - 107 Total 19 Vacant posts 112 (Permanent Staff : 83 Contract staff: 16 and Interns 13) 112 (Permanent Staff : 83 Contract staff: 16 and Interns 13)

5

VARIANCE Due to cabinet moratorium no posts have been advertised or filled during this period

Reasons for not achieving 126 are as follows: 10 permanent staff members did not comply with EPMDS requirements there were 14 Vacant posts Amongst others the following types of transactions were done on Persal:• • • • • • • • • • • • •

Amend responsibility / objective Translation in nature of appointment Leave General Allowances General Deductions Service Terminations Instate General Allowances Amend Personal Particulars Instate Garnishee Means of payment Verification in terms of NMIR Acting Allowances Establishment Changes

A total of 2169 Persal Transactions where processed for the 112 employees during this period • Policy on Remunerative Work Outside the Public Service, • Policy on Transfers and Secondments, • Policy on Organizational design • Policy on 2010 Soccer World Cup • Acceptance of Gifts, Rewards, Awards, Sponsorships, Donations and Hospitality by Employees

“Building a United Front Against Crime” Performance Indicator

Annual Target: 2011

Achieved

1.5

Professional and personal development programmes developed and implemented

6

23

1.6

Number of cases that are resolved timeously

4

4

15

15

4

4

1.7

Number of internships or learnerships implemented 1.8 Employee health and wellness programme implemented and funded 1.9 Facilities plan is compiled, reviewed and implemented 1.10 ICT strategy is reviewed and implemented

Variance • • • • • • • • • • • • •

Strategic Management Workshop (3) HR Connect (3) Records Management (1) Women in Management (3) Investigators’ Workshop (1) Ethics Officers’ Workshop (1) Massified Induction Programme (1) HR Connect Supervisor Briefing (62) Senior Managers Development Program (3) Anti-Corruption (6) Records Management (15) Senior Managers Development Program (2) Batho Pele/Service Delivery Improvement Workshop (5) • Knowledge Management consultative workshop (1) • Compulsory SMS Induction programme (4) • Leadership for MMS (4) • Problem Solving and Decision Making (18) • Ethics and Values for Senior Managers (3) • Basic Sign Language (1) • Persal Introduction Course (2) • Persal Leave Course (2) • Persal Allowance and Deduction Course (1) • Persal Establishment Course (2) 2 on going dispute 1 old Arbitration case still outstanding from GPSSBC No work no pay 9 officials deductions totalling to R28 759.02 2 got permanent employment and exited in March 2011

4 quarterly reports received from Careways 9 workshops conducted

1

1

1

1

Renewal of building lease not finalised yet, still waiting for needs assessment to be approved or for department of Public Works to approve.

- 21 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

COMMUNICATION SERVICES

PERFORMANCE INDICATOR ANNUAL ACHIEVED TARGET: 2011 1.1 Number of people reached through marketing programmes 1.2 Annual peoples report compiled and distributed 1.3 External customer satisfaction survey

6m

+-11m

1

0

1

0

VARIANCE

Due to lack of capacity 1 DD post vacant and 1 AD went on maternity leave Same as above

HUMAN RESOURCE MANAGEMENT SUB-DIRECTORATE The Human Resource Management Sub-directorate renders admirable service through incorporated, vibrant, human resource management practices. As a result the department was provincially recognised at the 5th Provincial Public Sector Human Resource Convention as 2nd overall winner compared to last year where it attained a 3rd position out of the 14 other Provincial Department’s Human Resource Components. This is an enormous accomplishment bearing in mind the fact that this Department has a structure of only six employees in the component.

Employment equity in the Department of Community Safety and Liaison has come a long way since the inception of numerical targets. The Department is above the National and Provincial Norms with 55.56% of the Senior Management Service being female and 58.67% of the total staff complement being female.

The below graph shows the gender representivity at Senior Management Level as at 31 March 2011.

60%

55.56%

60%

44.44%

60%

60%

60%

60%

60% Female SMS

- 22 -

Male SMS

“Building a United Front Against Crime�

The department continues to work towards attracting suitably qualified people with disabilities in its employment with the purpose of reaching the required 2% target during the 2011/2012 financial year.

The composition of the Department’s workforce as at 31 March 2011 is highlighted in the pie chart below: White Female 2.67%

White Male 2.67%

Indian Male 10.67%

Indian Female 8.00% African Female 42.67%

Coloured Male 1.33% Coloured Female 5.33% African Male 26.67%

The representivity of designated groups from salary level nine upwards has remained consistently above 90% from April 2005 to date. The following is a graphical representation of statistics in respect of the representivity of designated and non-designated employees from salary level nine upwards from the 2004/05 financial year to the end of the 2010/11 financial year.

- 23 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

120.00%

100.00%

94.59%

91.67%

92.31%

94.12%

95.92%

95.74%

95.45%

80.00%

60.00%

Designated Groups Non-Designated

40.00%

20.00% 5.41%

8.33%

7.69%

5.88%

4.08%

4.26%

4.55%

2006

2007

2008

2009

2010

2011

0.00% 2005

The below graph illustrates the comparison between the department against both National and Provincial demographics as at 31 March 2011:-

- 24 -

“Building a United Front Against Crime” Employee Health and Wellness Program (EHWP) To support and educate staff on health and wellness matters the department embarked on a number of awareness campaigns such as: • • • •

STI condom awareness, circumcision, men’s wellness day that was attended by males and females, employee health and wellness workshop targeting supervisors.

All the above were coupled with very beneficial on site health clinic visits.

Careways has continually and effectively rendered EHWP support not only to our staff but to family members. This has proven to be a very important support service to our employees. The support provided ranges from personal, work-related, legal relations, family problems, which include but are not limited to the following issues: Family problems Depression and suicidal tendencies Divorce Physical abuse Life transition Sexual problems Work-related issues Job burnout Over or under load at work Physical working environment Personal financial management Stress management Organisational change

Anxiety and unresolved grief Child/parent conflict Financial pressures Substance abuse Marital problems Relationship problems Pre-retirement programmes Career change Interpersonal communication/conflict Working hours (incl. shift work) Work performance issues Redeployment and redundancy Diversity management issues

Over and above the aforementioned services offered by Careways the Department has done the following:• •

Male/Female Condoms made available in all toilets in the building; EHWP material and information is made available via posters, e-mails and on the Departments intranet.

There is continuous updating and circulating of wellness information through e-mails and intranet to all employees.

To bring unity in the department, the following activities have been conducted under the banner of EHWP during 2010/2011:a)

Employees attended Inter-Departmental Sports Days held on 14-15 May 2010 with 60 employees attending. Here employees participated in soccer, volleyball, netball as well as other activities offered by the organisers;

b)

Employee Health and Wellness Programme Supervisor / Managers Training held on 26 July 2010 where 6 attended;

- 25 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

c)

Men’s Wellness Day held on 30 July 2010 where 29 male employees attended.

At this event the Department invited speakers from the Department of Health to address issues such as male circumcision, diabetes, sugar and high blood Pressure, TB and cholesterol. The speakers gave more details about HIV and AIDS as well as Counselling, the diabetes risk, healthy diet and the importance of circumcision. Employees got an opportunity to do health screening;

d)

Women in management event in Richmond on 31 August 2010 where 6 female employee’s attended;

e)

Heritage Day Function held on 22 September 2010 where 55 employees attended.

At this event the Department invited speakers from the Department of Arts and Culture. The Department celebrated the pride of being a South African in 2010 and the contribution of sport in bringing the country together. Among other things that the speakers educated us on is the importance of knowing how to sing the National Anthem, the meaning of the colors of our flag and National Symbols.

The Theme for the event was: “Fly the flag even higher” and was meant as a celebration of being a South African following the country’s successful hosting of the 2010 FIFA World Cup;

f)

Departmental Business Review was held on 26 November 2010 with 59 employees attending.

This event is normally used by the department to review its achievements and challenges at the end of each year. At this event the department invited institutions such Old Mutual and Nedbank to offer some financial advice and credit reviews to willing employees. The Careways Group and GEMS provided health screening and HCT while Virgin Active kept those in attendance fit through physical exercise.

The approach for this year’s event took the element of promoting safety during festive season as it is the responsibility of our department to promote safe habits and crime prevention. Those that had been in the public service for longer periods were also handed Long Service certificates.

g)

Worlds Aids Day Event was held on 2 December 2010 with 45 employees attending.

The Department has never missed on commemorating the World Aids Day. The Department celebrated the 2010 event by screening the award winning movie ‘Yesterday’.

h)

STI Condom Awareness Workshop was held on 21 February 2011 with 15 employees attending.

This event was organised after looking at the latest Departmental HIV and AIDS statistics, the number of people who were tested HIV positive was increasing even more. At this event we invited an NGO called Society for Family Health that is offering the following services: • • • • •

Improving access to male and female condoms; Behaviour change communications; Access to HIV services including HIV Counselling and Testing; Male circumcision; Opportunistic infections like TB, meningitis.

During this event employees were taught about different types of STI’s, ways to prevent STI’s, link between STI’s and HIV and AIDS, male versus female condom as well as male circumcision.

- 26 -

“Building a United Front Against Crime” Human Resource Development All the legislative requirements for Human Resource Development such as the submission of Workplace Skills Plan, submission of quarterly training reports, budgeting of 1% for training, payment of administration levy to the SETA were complied with during the 2010/11 financial years. Quarterly Monitoring Expenditure Reports on Training were compiled and submitted to PSETA and Office of the Premier.

The implementation Plan for the Human Resource Development Strategy was developed and submitted to DPSA. The Implementation Report has also been prepared for submission.

Under Training and Capacity Development, during 2010/11 financial years the following training interventions were rendered: Senior Management Services • • • • • • • • •

Strategic Management, Ethics Officers’ training, Senior Managers’ Development Programme, Compulsory SMS Induction, Employee Wellness Management, Knowledge Management, Basic Sign Language, Risk Management, Ethics and Values for Senior Managers.

Middle Management Services • • • • • •

Women in Management, Leadership for Middle Managers, Strategic Management, Employee Wellness, Investigators’ workshop, Risk Management.

Lower Levels staff • • • •

Records Management, Anti-corruption workshop, Service Delivery Improvement and Batho Pele, Problem solving and Decision making

Skills development interventions were also arranged to address transversal priority skills in the Department such as HR Connect, Skills Planning, Job Evaluation Panel Training, various PERSAL courses for Human Resource Staff as well as various Human Resource workshops organized by DPSA and PSETA. Tailor made training programmes were arranged to empower line function staff on the following competencies: • •

Conflict Resolution and Negotiation skills, Investigation skills and Criminal Justice Studies.

- 27 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

However, due to busy schedules for intended recipients as well as the Cabinet’s decision on costcutting measures the mentioned training courses could not take place during 2010/11 financial year.

Bursaries In order for the Department to contribute to the achievement of life-long learning for our staff, bursaries were awarded for studies towards qualifications which are related to functions of the Department which are Policing, Criminology, Finance, Legal Services, Information Technology, Public Management and Business Administration. The beneficiaries of bursaries during 2010/11 financial years are categorised as follows.

AFRICAN F M 11

7

COLOURED F M 0

1

INDIAN F M

WHITE F M

TOTAL F M

1

0

12

2

0

10

The monitoring of academic progress and payment of study fees was done timeously and on an ongoing basis for all beneficiaries.

As part of career development initiatives, the department participated in two Career Exhibition Campaigns held in the following places: • •

University of Zululand; Mthashane FET College (Gqikazi Campus).

The aim of the Department’s participation was to create awareness amongst youth and learners of various career opportunities available within the Department.

Internship As part of the Human Resource Development Strategy and the National Skills Development Strategy, the department recruited a total of 15 interns during the 2010/11 financial year and they were placed in the following sections: Finance, Victim Empowerment, Social Crime Prevention, Information Technology, Human Resources, Communication and HOD’s Office.

Regular meetings are held to continuously monitor their progress and to assist them in any possible way in order for them to secure permanent jobs. A remarkable number of Interns employed since 2008 have since secured permanent jobs inside and outside the Public Service.

Human Resource Policies The following Provincial Policy Frameworks were developed and approved during 2010/11: • • • • • • •

- 28 -

Remunerative Work Outside the Public Service Transfers and Secondments Policy on Foreign Nationals Policy on Organisational Design Policy 2010 Soccer World Cup Provincial Policy Framework on Overtime Provincial Policy Framework on Special Leave

“Building a United Front Against Crime” INFORMATION TECHNOLOGY SUB-DIRECTORATE For the first time during 2010-2011 a comprehensive study was undertaken by the IT support staff in conjunction with the Auditor-General and the Unembeza Project whereby shortcomings were identified insofar as network security. Therefore, in order to ensure that the network can be effectively administered as stated in the MISS and in terms of the general network security requirements. In this regard various software packages such as Suse Linux, Zenworks, Symantec Backup Exec, GWAVA and Symantec Endpoint Protection have been purchased and are in the process of being installed.

Further to the above the IT sub-directorate has also developed a plan to replace all out dated computers with newer ones as well as upgrade to software packages such as Microsoft Office 2010, Windows 7, and GroupWise 8.

The Department has entered into a new business agreement and four service level agreements with State Information Technology Agency (SITA) which defines the service working relationship between the two institutions.

The above will assist the Department to meet service delivery requirements as well as place emphasis on operational efficiencies and in keeping with new efficient ways of doing things and to align the Department’s business with Information Technology solutions.

COMMUNICATIONS SUB-DIRECTORATE Creation of Public Awareness This was a valuable exercise as it ensured that the efforts of the department becoming increasingly known and noticeable among our stakeholders and communities at large.

Integrated Communication Communications sub-directorate assisted the Office of The Premier towards the development of a Provincial Communications Strategy, which includes media bulk buying, communicating messages government in an integrated approach, and thereby avoiding unwanted service delivery protest by the communities.

On the 21st of January 2010, the department successfully launched and rolled out the programme of Building a United Front Against Crime. Present at the launch was the Premier of KwaZulu-Natal, Dr ZL Mkhize and other MEC’s. This is an integrated anti-crime strategy which seeks to rally communities behind the crime fighting cause, using Operation Hlasela as a vehicle to roll it out throughout the Province of KwaZulu-Natal. This Programme has been rolled out in six district municipalities and has contributed greatly in getting buy-in on the implementation of projects at a local level.

On that regard, it became increasingly important to communicate robustly with communities at district and provincial level, so that they are not only aware of the department’s programs, but they also get involved in them, so that crime and criminals do not have room to operate in our society. Community involvement is exactly what Building a United Front Against Crime is about.

- 29 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Marketing of the Department The department’s activities have been communicated via both electronic and print media. The MEC for Transport, Community Safety and Liaison, Mr. TW Mchunu has been aired live on Ukhozi as well as iGagasi radio talk show talking about Operation Hlasela among other issues. Furthermore more activities were publicised on SIMMA a provincial newsletter publicised at least quarterly. A conscious effort was made to ensure that message of the department are communicated through community based media as well. Operation Hlasela based initiatives such as the launch of BUFAC, the Mpofana launch were featured on TV news, especially SABC news.

Service Delivery Improvement – Batho Pele The department Batho Pele Forum was established with the aim of boosting service delivery improvement initiatives at a departmental level.

The department contributed towards the drafting of the KwaZulu-Natal Citizens Charter. This assisted in the development of a revised Service Commitment Charter of the Department of Community Safety and Liaison. In the next financial year this document will be translated into isiZulu and distributed widely in the Province.

AUXILIARY SERVICES DIVISION This unit provided services that supported the internal communication strategy in respect of telephones, faxes and printing facilities. In addition, the overall good maintenance of the buildings and surroundings was enhanced.

LEGAL SERVICES In attaining the strategic objective of effective and efficient legal services to the Department, the unit maintained and improved on its proactive and reactive responses to the legal needs of the Department.

The legal advice and support to the MEC and the Department during the year was rendered in the form of support in Parliamentary matters, governance issues, labour matters, contract management, compliance advice, policy advice and legislative matters. The most noteworthy of which include – a) b) c) d)

submissions on the Civilian Secretariat for Police Services Bill and the Independent Police Investigative Directorate (IPID) Bills; support in respect of litigation matters by or against the Department; Legal support in respect of the Election Monitoring Project for the 2011 Local Government Elections; Advice on the development of the HR Provincial Policy Frameworks.

This support assisted the Department in legal compliance, achieving its strategic objectives and ensuring that the provincial priority of fighting crime is adequately provided for in the national legislative framework.

Eight civil and labour litigation matters arose, 4 are finalized, and 2 matters are at the pleadings stage with 2 more matters pending applications for default or dismissal in favour of the Department. The timely and decisive interventions of Legal Services ensured that there were positive outcomes for the Department resulting in cost savings.

- 30 -

“Building a United Front Against Crime” The unit also supported the Department in the coordination of the quarterly KZN JCPS Cluster sittings and the monitoring of the implementation of the Program of Action. As part of the JCPS joint public education and engagement, the unit gave support to the Cluster in facilitating the 1st Colloquium of KAPLS (KwaZulu-Natal Association of Public Service Lawyers) held in Durban to dialogue on “the potential for corruption where there is a conflict of interest in the Public Service”. To engage on the topic, eminent professionals from the private and public sector, organized labour and legal academics were invited.

Through the support of the unit, the Cluster was able to ensure that the urgent needs of communities living in the Uganda Informal Settlement in Umlazi to get access to basic needs such as social grants, birth and death certificates as well as identity documents were addressed.

In addition to this immediate support, the Cluster also facilitated the launch of a law clinic supported by public servants who give of their own time to offer their legal expertise to the community free of charge.

These efforts would doubtlessly ensure that the community would not be disenfranchised during upcoming elections and the ideals of a caring government are realized.

The unit rendered legal support to the Department when it renewed the partnership with private sector lawyers to help facilitate an environment for a free and fair election in the province. The unit gave line function managers support during the negotiations in addition to the drafting of agreements.

Several legal documents were edited and drafted timely while taking care to ensure that they are legally sound. Such documents included Cabinet Memoranda, Service Level Agreements and temporary employment contracts. The response in no small measure ensured that the Directorate achieved their service targets.

Of the legal opinions rendered for the period, the most noteworthy were on the Civilian Secretariat for Police Services Bill and the Independent Police Investigative Directorate (IPID) Bills. These opinions were not only of value to the MEC and the Department, but also to external stakeholders.

Throughout the year the unit continued to provide support to employees by offering advise on their rights regarding Garnishee Orders and legal related challenges they may experience. Through the interventions of the unit, several Garnishee Orders were referred back to the claimants to be reviewed resulting in positive outcomes for employees, thereby making a positive contribution to their wellbeing.

In conclusion, the unit provided essential legal services to the MEC and the Department during the year which assisted the Department in meeting its legal obligations.

- 31 -

- 32 KEY PERFORMANCE INDICATOR

Rendered Legal opinions

Edited/drafted contracts, legislation, policies and other legal documents

Number of documents drafted/edited in a timely, legally sound and unambiguous manner.

Number of opinions rendered timely, legally sound, unambiguous and appropriate.

Number of areas wherein timely, legally sound and comprehensive adv ice & support rendered within the stipulated response period Successfully handled to Managed litigation the best interests of the for and against the department department Number of meetings Co-ordination of the KwaZulu-Natal Justice, efficiently coordinated.

Crime Prevention Number of reports on and Security Cluster the PoA obtained and and monitoring of the consolidated Programme of Action Number of Public Education Campaigns Coordinated

MEASURABLE OBJECTIVE

Effective and Legal advice and support to the MEC efficient legal services to the and the Department Department

STRATEGIC OBJECTIVE

4 4

2

4 4

1

8

9

9

8

4

9

12

8

1

-

1

-

-

4

4

ACTUAL PERFORMANCE INDICATOR 2010/11 ACTUAL VARIANCE TARGET

The sub-directorate has proactively sought to render legal support to the Department.

The unit supported the Cluster response to the urgent need for communities in the Uganda Informal Settlement to get access to basic service delivery needs.

-

-

This is attributable to the Department being more proactive in recovery of debt.

-

Due in the main part to the legislative amendments that saw the introduction of two key Bills for the Department

REASON FOR VARIANCE

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

“Building a United Front Against Crime�

SECURITY SERVICES The Directorate Security Services exists to ensure the effective management of the total security of the Department which includes Physical Security, Asset Protection and Information Security. The Directorate is also responsible for coordinating personal protection for the MEC and the Head of Department and also co-ordination of security during Departmental events.

The Directorate Security Services exists to ensure the effective management of the total security of the Department which includes Physical Security, Asset Protection and Information Security. The Directorate is also responsible for coordinating personal protection for the MEC and the Head of Department and also co-ordination of security during Departmental events.

Performance Indicator 1.1 Requests sent to intelligence structures and feedback received 1.2 Status reports on the implementation process sent to HOD on a monthly basis 1.3 Departmental Risk Profile and Implementation plan updated 1.4 Approved Internal Security Policy updated and tested

Annual Target: Achieved 2011

Variance

12

12

Target achieved

12

12

Target achieved

1

1

Target achieved

1

1

Target achieved

Significant Successes The Directorate Security Services accomplished major achievements on ensuring that the Department has an Approved Internal Security Policy in line with the Minimum Information Security Standards and the Minimum Physical Security Standards.

The Directorate also ensured that incidents are minimal and there are no injuries or disruptions of operations during the Public Service Strike.

All Departmental public events were incident free and all security standards were adhered to with all the necessary security arrangements in place at all times.

- 33 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Program 2: CIVILIAN OVERSIGHT Program 2 consists of: • •

Monitoring and Evaluation Community Liaison

MONITORING AND EVALUATION SERVICE DELIVERY EVALUATION The Directorate is responsible for the monitoring and evaluation of the SAPS and METRO police in the province. These evaluations provide key information and feedback in order to improve police service delivery as well as to inform and guide policy and decision making that affects policing. The summary of the targets and achievements are set out below:

PERFORMANCE INDICATOR 1.1 1.2 1.3 1.4

No. of stations evaluated + CPF’s verified No. of Victim Support centres assessed No. of specialized SAPS units evaluated No. of station interventions to transform SAPS to be more effective and efficient 1.5 No of education and training sessions held 1.6 Re-evaluate the toolkit 1.7 Number of Performance Reviews held.

1.8 Annual report on findings published 1.9 No. of unannounced police station visits.

1.10 Number of visible operations evaluated 1.11 Hosting of MEC’s Community Award for Policing

TARGET ACHIEVED

VARIANCE

33 33 5 33

35 33 5 33

Target exceeded Target achieved Target achieved Target achieved

11 1 4 1 11 6 1

12 2 4 1 14 6 1

Target exceeded Target exceeded Target achieved Target achieved Target exceeded Target achieved Target achieved

KEY ACTIVITIES OF THE YEAR 2010/11 • • • • • • •

35 Station evaluations undertaken which includes 3 Metro police stations.

33 Victim Support centres assessed.

5 Specialized units evaluated 33 interventions at police stations 6 major seasonal operations evaluated 12 education and training session to empower and capacitate personnel 14 unannounced visits were conducted to assess effective policing

•

The station evaluation toolkit was further refined and streamlined through a work study to make it more user- friendly.

•

The component hosted its fourth successive community awards for police excellence in 2010-11 financial year (MEC’s Awards.) The main purpose of the project is to entrench and promote the concept of community policing by recognizing and rewarding police for best practise and publicly celebrating achievements. The development process of criteria was informed by monitoring and evaluation reports and engagement with the community. Communities have become more aware of the duties of the police and the awards have created great competition within the ranks in service delivery to the community at large.

- 34 -

“Building a United Front Against Crime” •

The component had during evaluations identified stations that were very far from the community.

Communities had to travel +- 100 kms to the stations to lay a complaint. Through the interventions of the component, relevant stakeholders in the areas met and identified the need for the centralisation of the Nkandla, Msinga and Wartburg stations. The need for a satellite station in each area was also identified through the intervention of the component. The following satellite stations were formed, Emachunwini in Msinga, KwaGcumisa Tribal Court in Wartburg and the KwaNxamalala satellite station in Nkandla

•

The component during evaluations identified stations that had poor service delivery levels at Ekuvukeni, Elandslaagte, Intsikeni and Hlabisa due to shortages of resources in the form of infrastructure, manpower, vehicles, equipment, computers and office space. General vehicle repairs take too long in the government garage for minor repairs. At Ekuvukeni police station the component managed to liaise with Provincial Commissioner’s office regarding the needs of the station such as shortage vehicles and a toilet to cater for the needs of disabled community members.

The toilet and vehicles were successfully allocated to the station. Through the intervention of this component the Elandslaagte police station received new vehicles and is currently under reconstruction. At Hlabisa there was a great shortage of vehicles in the detective unit and through the intervention of this component two additional vans were allocated to the unit.

•

The component was also intensely involved in resolving farm conflicts between farm workers, farm residents and commercial farmers especially on Rietvlei, Vryheid ,Uthrect and Danhauser farms. Service Delivery Evaluation component took the initiative to co-ordinate meetings where all the affected parties came together to discuss critical issues.

•

The component engaged with and Durban Metro Police Services (DMPS) regarding their visible policing plans over the festive season and monitored the visible policing operations undertaken during this period. It was pleasing to note that there was increased visible policing over the festive season and stations noted a decrease in the incidents of crime in comparison to previous festive seasons.

•

Service Delivery Evaluation component also played a critical role in monitoring SAPS operations during the 2010 FIFA World Cup in the province of KwaZulu-Natal.

•

As per MEC’s directive, task teams were formed to conduct Operation Hlasela Launches in the following areas Mooi River, Kwamashu, Osizweni and Edumbe.

KEY SUCCESSES OF THE YEAR 2010/2011 • • •

•

The component participated in visits with the MEC and HOD so as to develop strategic relationships with the Focussing on “Building a United Front Against Crime” Hosting of the fourth MEC’s Community Awards for Police Excellence. The main purpose of the project is to entrench and promote the concept of community policing by recognizing and rewarding police for best practise and to publicly celebrate achievements.

Service Delivery and Evaluation directorate co-ordinated and participated in the basic training courses that were held in 11 districts in Kwa-Zulu-Natal, the courses offered were on Crime Prevention and Gender Based Violence. Approximately 500 members were capacitated in these courses The component developed a database profiling all stations within the province.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

KEY TRENDS IDENTIFIED Community • • • • • • • • • •

Accessibility for the community to the police stations is difficult due to large distances to be travelled and hazardous terrain. This often results in delays in reporting cases or cases not being reported at all.

There is a need to reconsider the locations of police stations in relation to the communities they serve.

There is limited feedback to the community regarding progress of cases. This difficulty at times is made worst by lack of communication challenges like telephones and cellular phones and lack of fixed addresses.

Allocation of resources for stations is not equitable in terms of needs and environmental demands.

Crime scenes are sometimes not properly managed.

There are challenges with forensic services.

The community reports that police do not usually attend to crime incidents promptly, due to a shortage of vehicles and/or manpower at many stations.

Some police stations in remote areas do not have sufficient 4X4 vehicles for policing areas that are inaccessible to conventional vehicles.

Many investigating officers are overstretched and overworked, which often results in the lack of quality of investigations Due to insufficient training or transfer of skills the quality of statement-taking does not always meet the required standard. Contradictory or unintelligible statements often result in a mistrial or in cases being withdrawn due to conflicting evidence.

METRO •

All resource allocation is done from Headquarters.

WAY FORWARD AS IDENTIFIED THROUGH TRENDS Community • • • •

The current training being undertaken with CPF members by the Department, through its Community Liaison Chief Directorate, needs to be extended and further rolled out to the community, not just the executive members of the CPF’s.

The SAPS need to be engaged in investigating the possibility of rolling out further satellite stations where there is clear demand based on the size of areas to be policed and the accessibility of the stations.

The Department has begun to undertake research regarding the location of police stations in relation to the community it serves.

There is a need for the Department to engage with local government, the SAPS and the community regarding communication strategies especially in areas where there are no fixed addresses or easy telephonic access with complainants.

SAPS • •

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The component needs to conduct further research on resource allocation and the RAG document as well as benchmarking standards for policing resources.

The component needs to engage on intensifying its training on statement-taking, as well as crime scene management.

“Building a United Front Against Crime” Internal In addition to the points already noted above, the component has engaged in on-going introspections to identify ways of improving its internal efficiencies and effectiveness.

These include: •

•

•

•

Increase the use of scientific methods to identify problematic areas in police service delivery. The component has embraced a scientific approach towards determining norms and standards in police service delivery against which to audit stations. These benchmarking protocols in turn may be used to assist in ensuring improved service delivery and policing.

Improving the tools and instruments used to drive the information-gathering process, by engaging in the national process to automate the National Monitoring and Evaluation Tool (NMET). Automating the time-consuming and labour-intensive process of collecting and interpreting large volumes of information through a webbased management system will enable service monitors to seamlessly track service delivery trends and generate credible management reports on policing in the province. In the meantime, the component has worked hard to generate laboursaving efficiencies by streamlining its current manual system.

The component has embarked on an aggressive drive to further strengthen its “intelligence” capability. The component had developed a knowledge base, as evidenced in its profiling of the province’s policing capacity, it is looking to position itself further as a “one-stop” source of information to the MEC. The component is placing heavy emphasis on deepening the quality of its reports.

Raising the quality of its reports to the level of a scientific discipline is an ongoing process and requires painstaking application and effort.

Further areas to improve the component’s direction and development have been identified and planning is being undertaken on the following: •

Quarterly Review Sessions

The Department has realised the need to improve the flow of information between ourselves and our key stakeholder. Therefore quarterly review sessions are planned as a means of improving information flow. Where urgent recommendations can be discussed at length and resolutions be made immediately.

•

MEC’s Community Awards For Police Excellence

The annual MEC’s Community Awards For Police Excellence that recognizes and rewards best police practice, which the MEC for Transport, Community Safety & Liaison will personally champion. This will be done on an annual basis, with incentives provided to promote a culture of service excellence in police service.

•

Annual Report

It reflects/contains consolidation of all the stations evaluated over the past financial year. A report of findings and recommendations for further effective service delivery is also shared with SAPS.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

ACTIVITIES THAT CONTRIBUTED TO THE PROVINCIAL GROWTH DEVELOPMENT STRATEGY (PGDS) • •

The Component contributed to the PGDS and strategic goal of strengthening governance and service delivery through its successful interventions to improve service delivery at stations.

In addition, it also provided an increased volume of information on police services in the Province in the form of reports on Police Stations, Metro Police Services, visible policing and environmental analysis of areas, to further inform improved governance.

EXTERNAL INFLUENCES •

•

•

•

•

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High movements of people between underdeveloped rural areas, and newly developing urban and economic nodal areas. High movements of people make it difficult to track complainants, and monitor the movements of suspects, this occurs with frequency between provinces.

Need to engage with business regarding the provision of basic services to more rural communities, e.g. banking, groceries.

Need for business to be engaged regarding the details of all staff employed, to provide improved understanding of the movement of people and the economic reach of businesses.

There is a need to increase the information flow between stations that fall along provincial borders.

Porous borders with neighboring countries. Increased influxes of foreigners into the country make it difficult to monitor those that are legal versus those that are not. It also increases the threat to safety and security, as some foreigners who are in the country illegally may become involved in criminal activities in order to survive.

Need to ensure that there are adequate crime fighting treaties (including extradition treaties) with neighboring countries, so as to assist with arrests and recoveries in foreign territory.

Poor telecommunication systems and support. Telephone lines, fax lines, and computer systems can be down for a number of days, compromising investigation of cases and community interaction with stations.

Need to develop a 24hr SITA (State Information Technology Agency) helpline for computer related issues.

The National Department for Posts and Telecommunications need to be engaged with regards to the upgrading of telephone lines to stations.

Varying levels of transport infrastructure. Some areas have very poorly maintained gravel roads, making it difficult for the police to provide adequate services to the community they serve.

The Department of Transport needs to be engaged regarding the maintenance of gravel roads in the Province.

Environmental design. Many under-resourced areas lack adequate street lighting to prevent “dark spots”, thus creating areas conducive for criminal activities. Areas with overgrown vegetation need to be cleared and managed on an on-going basis to remove hideouts for criminals.

Local municipalities need to have included in their IDP’s and Safety Plans, strategies for ensuring safer environmental design as well as advertising contact details for reporting broken street lights or areas of overgrown vegetation.

Local municipalities need to be engaged more robustly on clearing areas that serve as hideouts or “dumping grounds” for criminals

“Building a United Front Against Crime” •

Interactions with other Departments in the Justice Cluster. There is a need for the Justice Crime Prevention and Security Cluster (JCPS) to continue to address the backlog of cases.

LEGISLATIVE CHANGES • • •

The Civilian Secretariat for Police Service Bill 2010 and the Independent Police Investigative Directorate Bill 2010 will be passed shortly to improve service delivery at station levels within KwaZulu-Natal.

The Public Finance Management Act as a guide to curb irregular expenditure.

The Constitution of the Republic of South Africa as the supreme law of the country to promote human rights and equality

COMPLAINTS MANAGEMENT In order to ensure that citizens obtain action and information from the SAPS in respect of complaints against the police, this unit strives to ensure that all matters are dealt with sympathetically, constructively and professionally.

STRATEGIC GOAL To promote democratic accountability and transparency in the Police services and direct the South African Police Services towards effectively addressing provincial needs and priorities.

STATEMENT OF OBJECTIVE To receive, investigate and process service delivery complaints against the South African Police Service in the Province of KwaZulu-Natal The table below sets out the targets and achievements for the year under review:

Performance Indicator 1.1 Number of complaints finalized*.

1.2 Develop and monitor stock theft plan 1.3 Monitor implementation of taxi resolution meetings 1.4 No of trend analysis reports 1.5 Stage District participation

Target Achieved 400 1 8

404 1 6

12 11

12 26

Variance The target is demand driven Target achieved Due to external factors, this target could not be achieved Target achieved The target was exceeded due to demands from communities

* Complaints finalised means that the complaints were referred to the South African Police Service.

KEY ACTIVITIES FOR THE PERIOD APRIL 2010 TO MARCH 2011 Complaints For the period under review, the directorate received, investigated and processed a resounding four hundred and four (404) service delivery complaints from police stations in the Province. The directorate further liaised with the office of the Provincial Commissioner, the Independent Complaints Directorate, Department of Justice and other stakeholders for further investigation and proper management of the complaints received.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Facilitating the strategy for the prevention of the stock theft Seven (7) meetings were held in Dundee, Howick, Nsikeni, Matatiele, Pretoria, Kokstad and Pietermaritzburg to facilitate the development of a plan for the prevention of stock theft. This plan was subsequently developed on 27 January 2011 and will be a vital mechanism in curbing stock theft which in turn will contribute towards rural development aspirations of our government.

Monitoring of taxi conflict The directorate attended six (6) meetings to resolve conflicts between taxi associations in Ethekwini, Camperdown, Dolphin Coast, Port Shepstone, Bergville and Mandeni.

Trend analyses reports These are compiled monthly to identify trends which may redirect the operations of this department and the South African Police Service. Twelve (12) Reports were compiled for this period. Complaints received during this period revealed a lack of feedback to complainants, poor investigations, enquiries, poor service delivery, police misconduct, stock theft, farming community challenges, taxi conflict complaints pertaining to other Departments and requests for satellite police stations.

The program of Building a United Front Against Crime which is driven by ‘Operation Hlasela’ is used to attend to identified complaints trends. The program is used to involve community structures in the fight against crime. The program is also used to educate the KwaZulu-Natal community in the functioning of the justice system.

Stock theft complaints have lead to the establishment of vigilante groups by different communities that have lost confidence in the services provided by their local police stations. The establishment of vigilante groups which are operating in Umzinyathi, Ulundi and Amajuba districts is of great concern for the directorate and the Department. Community members who are suspected of being stock theft criminals are victimised by these structures. The department is visiting the affected areas to address conflicts related to this issue.

The following areas have been identified as Hotspot areas for stock theft: • • • • • • • • •

Ladysmith, Bulwer, Himeville, Utrecht, Ezakheni, Bergville, KwaMbonambi, Hlobane, and Dumbe.

Farming Community Conflicts between farmers and farm workers are affecting the community under Underburg, Uthukela, Amajuba, Umzinyathi and Ulundi Districts. The affected areas were visited by the MEC and the department to address the matter.

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“Building a United Front Against Crime” Taxi Conflict The conflicts between taxi associations are affecting the transport industry and pose a threat to commuters.

The department is working in partnership with the Department of Transport and the provincial police to monitor and investigate taxi conflict in KwaZulu-Natal. The areas attended to where taxi related conflicts had surfaced included Ethekwini, Mandini, Bergville, Port Shepstone, and Camperdown.

The directorate exceeded the targets in the management of complaints as well as with the staging of district consultative forums.

Stakeholders Participation Forums A total of twenty-six (26) educational campaigns were staged throughout the province to engage communities in the fight against crime, and were held as follows: • • • • • • • • • • • • • • • • • • • • • • • • • •

27 April 2010: KwaMashu Crime Awareness Campaign; 27 April 2010: Ntsikeni Crime Awareness; 30 April 2010: UMhlabuyalingana Stock Theft Awareness; 12 May 2010: KwaMashu 2010 FIFA World cup Awareness campaign; 22 May 2010: Shayamoya Crime Awareness Campaign in Kokstad; 26 May 2010: Mbazwana Stakeholders participation Forum; 01-03 June 2010: Staged help desk in Nongoma Parliament; 07 June 2010: Presentation on Complaints Management was made to Amakhosi of Indaka Municipality; 01 July 2010: Chapperstown Stakeholders Meeting to attend to conflict about community projects; 07 July 2010: Himeville Stakeholders meeting attending to crime and general safety matters; 02 August 2010: Estcourt Operation Hlasela attending to general safety issues; 07-08 August 2010: help desk at KwaMsane Women’s parliament; 17 September 2010: KwaMashu Operation Hlasela attending to general safety issues; 29-30 September 2010: Help Desk in Port Shepstone Senior Citizens Parliament; 05 October 2010: Vryheid stock theft stakeholders meeting; 07 October 2010: Umgungundlovu District Symposium in Mooiriver Mpofana Municipality; 11 October 2010: Umkhanyakude District Symposium in Esiyembeni Mtubatuba area; 18 November 2010: Ethekwini Symposium in KwaMashu L Section Hall; 18 November 2010: Ntsikeni Stock Theft stakeholders meeting; 06 November 2010: Glendale Crime awareness campaign; 29 November 2010: Nongoma Crime awareness with Service Delivery Evaluation during November Safety Month; 30 November 2010: Lunerburg Crime awareness with Service Delivery Evaluation during the November safety month; 06 December 2010: Amajuba District Symposium at Osizweni area; 06 March 2011: Edumbe Crime fighting initiative; 28 March 2011: Multi Party Political Committee meeting in Ulundi; 31 March 2011: Stakeholders Meeting to present Cross Boarder Crime Strategy;

It is important to note that most of the crime awareness campaigns conducted as indicated above were done in partnership with the SAPS.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

CHALLENGES • • • • • • • •

Detectives are overloaded with case dockets and that compromises effective and satisfactory investigation of cases; The Department and the MEC are concerned with granting of bail by the courts to suspects who are involved in other criminal activities; Escalation of vigilante activities in relation to stock theft matters; Conflict between farmers and farm workers in Zululand, Amajuba, Sisonke and Umzinyathi Districts; Some complainants lack the understanding on the nature of policing processes and have high expectations on the outcome of their complaints; Complainants lack knowledge of certain aspects required by the Justice System in order to arrest, prosecute and to convict the suspect; Some police stations were constructed away from the communities and community members have to travel long distances in order to report cases; Investigators are not furnishing feedback to complainants with regard to their cases. Police stations are still not responding timorously to community emergency complaints;

NEGATIVE FINDINGS ON THE PART OF THE COMMUNITY • • • • •

They don’t assist the police in the investigation of cases even if they have witnessed the occurrence of the crime; Vigilante groups are established by communities from different parts of the province to fight crime especially stock theft cases and this is taking the law into their own hands; Complainants have high expectations after lodging cases with the police. They expect the police to arrest without sufficient evidence or information, which empowers the police to act; They don’t understand the right to bail applications; The release on bail of suspects by court causes conflict between the police and the community.

KEY SUCCESSES IN ADDRESSING CHALLENGES • • • • • • • •

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The Department meets with the ICD, SAPS, Justice, NGO’s, CBO’s to discuss trends of complaints and other issues that impact on crime.

The department is training SAPS members on crime prevention and the investigation of cases.

Twenty seven districts Consultative Meetings were staged to engage and educate the community on policing matters. The directorate is receiving positive responses from the local municipalities, JCPS cluster members and as well as from other stakeholders.

During community outreach programs all departments’ stakeholders are invited such as JCPS cluster members, political organizations, FBO’s, Municipality, NGO’s Amakhosi and CBO’s.

Critical complaints are also sent to the Provincial JCPS Cluster for directives.

Seven Stock Theft meetings were held to address stock theft matters.

Six meetings were attended to address taxi conflicts in KZN. The directorate is also leading the process to address Provincial Cross Border Crime

“Building a United Front Against Crime�

COMMUNITY LIAISON SOCIAL CRIME PREVENTION AND RESEARCH The main objective of this Directorate is to ensure that the social drivers of crime receive targeted attention through social crime prevention programmes. Any phenomena that predispose individuals towards criminal and anti-social behaviour are addressed through innovative and research driven capacitation and related awareness programs.

The targets set out in the annual performance plan and the results achieved are set out in the table below:

Performance Indicator 1.1 Number of Targeted Research Surveys conducted 1.2 Number of priority programmes implemented 1.3 Number of districts where strategy is implemented.

1.4 Number of District IDPs with Safety Plans incorporated

Target Achieved

Variance

3

3

0

3

3

0

11

11

0

61

55

4

4

4

4

1.5 Provincial Crime Prevention Forum maintained through quarterly meetings 1.6 Provincial Youth Crime Prevention coordinating hub established and maintained through quarterly meetings

(6) Note: This target is dependent on municipalities. However the Department has workshopped all municipalities and they are aware of what is expected from them.

0

0

Significant Successes: Research in Social Crime Prevention In response to disturbing findings contained in the latest Youth Risk Behaviour Survey regarding alcohol consumption by youth, the Department conducted research on ways of preventing alcohol use by young people. This led to the development of a Behaviour Change Programme designed in collaboration with SANCA. Some 300 Grade 9 Learners throughout the Province completed the pilot phase of the programme.

Research was also conducted to determine what issues are emerging in IDPs as priority community safety needs, the manner in which they are being determined and how they are being responded to in IDPs in terms of local crime prevention planning. This follows work done by the Department to support Municipalities in incorporating Safety Plans into their IDPs.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

The latest release of the SAPS annual crime statistics have been extensively analysed and repackaged to make it both easily accessible and more informative to users. Now, for the first time in this Province, by accessing the Department’s website and at the click of a button, users of the crime database can glean important information on crime at police station and cluster level. They can also look at rankings which show how stations compare against each other in terms of reported crimes and can examine changing Provincial crime patterns over time.

Integrated Youth Development Strategy (IYDS) The IYDS had been a tool to facilitate crime prevention at District and Local level. The Building of United Front Against Crime Programme was implemented by stakeholders (SAPS, Municipalities, Department of Sport and Recreation, CPF, Traditional Leadership, Youth structures, ex-offenders and communities).

Municipalities played a crucial role in the implementation of the IYDS through the Sport Against Crime Programme. Sisonke District played an outstanding role in the facilitation of the programme, extending implementation to three additional wards at the cost of the Municipality. This is an indication that Municipalities are grasping the important role they have to play in crime prevention.

Capacity-Building of Amakhosi and Traditional Council Members The Department provided training to Amakhosi and Traditional Council members on social crime prevention. The primary goal of this programme was to encourage traditional leaders to contribute towards the strengthening of families thereby contributing to moral regeneration which is a prerequisite for producing resilient citizens and contributing to stability in communities. They were also introduced to the Child Justice Act and its resultant diversion programme for children in conflict with the law. Their eminent role as leaders in their communities was explained, as was the advantages of alternative sentencing as espoused by the Act. Training was offered to the following Districts:

NAME OF HOUSE OF TRADITIONAL LEADERS Zululand Local House Amajuba Umgungundlovu Uthukela Total

NUMBER TRAINED 174 89 74 281 618

The training program will be extended to Sisonke, Ilembe, Umzinyathi Districts and to the Ethekwini Metro in 2011/2012. Ugu and Uthungulu Districts will be covered in future roll-outs as well.

Substance Abuse Prevention In response to the high substance abuse levels in the Province – in particular the use of the drug Whoonga - awareness material in the form of a Drug Supplement and Drug Chart were distributed via newspapers and at various public events. The Chart and Supplement appeared in The Post on 2 February and 30 March 2011 respectively, and in the Daily News on 4 April 2011 (Chart) and 5 April 2011 (Supplement). The material has also been translated into IsiZulu. The department also provided Peer Educator training to 80 volunteers from VSCPP, which was about identifying drug consumption symptoms and promotion of youth resilience to substance abuse.

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“Building a United Front Against Crime” Provincial Crime Prevention Forum The Forum continues to play a pivotal role in serving as a platform for networking and collaboration for the Province’s safety practitioners. Forums were held as follows: • • • •

28 May 2010 – Ethekwini 30 September 2010 – Umgungundlovu 14 December 2010 – Umgungundlovu 25 March 2011 - Umgungundlovu

Trends identified • •

The full participation of Stakeholders is critical for getting effective buy-in; Greater integration of Government and civil society efforts is required to ensure that maximum value is obtained from work done.

Strategies as a way forward • • •

Maintaining good relations with provincial stakeholders in ensuring an integrated approach to policing and crime prevention in the Province; Implementing innovative programmes that deal with the root causes of crime; Refining existing programmes and processes for greater impact and sustainability.

Contribution to the PGDS • • •

Strengthening governance; Human capability development; Fighting poverty and protecting vulnerable groups in society.

In the task of strengthening governance, integrated planning to build coordination and cooperation between Provincial and Local government and improve service delivery is crucial. Our approach used to fight against crime has been to partner with local government in our programmes.

External factors that hamper service delivery •

Non-cooperation of SAPS in providing access to research participants.

Legislative Changes that influence service delivery •

None

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

COMMUNITY POLICING This Directorate through close interaction with community policing structures is responsible for promoting good relations and establishing partnerships between the police and the communities that they serve.

The annual performance targets and achievements are set out below:

PERFORMANCE INDICATOR 1.1 No. of CPF members trained 1.2 No. of induction initiatives 1.3 No. of CPF clusters receiving funding for projects

TARGET ACHIEVED

VARIANCE

94

100

4

50

54

4

25

15

(10) Funds meant for clusters who did not come forward with requests and business plans were given to complying stations from the clusters who had already been funded, hence 15 clusters and 26 stations were eventually funded

11

4

(7) A total of 15 CSF were established in 4 districts, as some CSFs were at a local municipality level.

75

58

1.6 Number of interventions facilitated 1.7 Number of required peace building initiatives completed 1.8 No. of districts where street committees are established

50

33

6

19

(17) There were impediments on CPF registration proceedings when the Directorate had to review CPF registration requirements after the MECs directives.

(17) This target is needs-based, as it depends on requests received from CPFs. 13

11

2

1.9 No. of integrated consultative meetings

4

72

1.4 Number of districts where Community Safety Forums are established that previously did not exist. (incl Metro) 1.5 No. of CPF’s registered and certified

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(9) Street Committees establishment is hindered

by CPFs expecting to get stipends following the Chesterville approach. There is also a lack of buy-in from other districts as it is seen as a political move.

68 The introduction of BUFAC / Operation Hlasela increased the demand for the Directorate to consult with various stakeholders thus the number of meetings rose.

“Building a United Front Against Crime” Significant Successes Thathulwazi The Directorate did well with regard to rolling out the provincial training initiative dubbed Thathulwazi.

Through this project, additional members of CPFs have received training on Financial and Project Management. These valuable skills will assist in ensuring sustainability of CPFs and also increase prospects of members securing employment.

Community Safety Forums (CSFs) The directorate was able to establish 15 CSFs. It was noticed that understanding of this structure was clearer at local than compared to district municipality level.

Communities-in-Dialogue Programme (CIDPs) The Directorate succeeded in conducting various CIDPs particularly in Mombeni, Mafakathini and Umtshezi areas. This programme has assisted the department to make available to communities a wellstructured platform for communities to have a dialogue around issues that may have led to conflict.

Integrated Consultative Meetings The introduction of the “Building a United Front Against Crime” programme that involves Operation Hlasela promoted the facilitation of numerous consultative meetings. Despite ensuring enhanced engagement between the department and the community at local level, this improved inter-governmental relationship as some of the stakeholders were State departments.

Trends identified Communities were more unstable than the previous years, which may have been due to the recent Municipal elections. This demanded the directorate to engage more with communities in ensuring that safety and security in such communities is preserved.

Strategies as a way forward BUFAC / Operation Hlasela are the most relevant programmes that will ensure effective corporative governance.

Contribution to the PGDS • •

Strengthening governance; Human capability development;

External factors that hamper service delivery There are some factors that are outside of our control that had a negative effect on service delivery.

Such factors include: • • •

Political interference; Transformation within SAPS; and Lack of resources.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Legislative Changes that influence service delivery • • • •

Restructuring of SAPS; SAPS vs. Municipal boundaries; Lack of updated CPF constitution; and Non finalization of CSF Policy and/or legislation.

VICTIM EMPOWERMENT This directorate focuses on special support programs for crime victims and raising of awareness of protective rights of all vulnerable groups. The strategies adopted, also ensures continuous improvement of the facilities for the supportive and sensitive treatment of victims of crime.

The table below indicates the targets set for the year under review:

PERFORMANCE INDICATOR

TARGET ACHIEVED

1.1 Number of Victim Surveys conducted 1.2 Number of interventions conducted in addressing the plight of victims 1.3 A Provincial Victim Empowerment Symposium held 1.4 Number of network meetings held.

3

3

3

3

1

1

4

1

1.5 Number of districts where community and SAPS clusters are capacitated

11

14 capacity building workshops in 8 districts

1.6 Number of districts wherein existing programmes maintained to support victims 1.7 Number of 3 awareness campaigns conducted

11

29 programs in 11 districts

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5

VARIANCE

(3) The performance indicator was revised as lead department eventually took a lead in organising meetings which were attended but not facilitated as initially planned. Although, the planned target was not achieved as planned, the forum meetings were however held with various SAPS clusters.

(3) Capacity building workshops were not done in 3 districts, and these districts were covered in other programmes and SAPS clusters demarcations, somehow overlapped.

Some programmes were repeated in the same districts and some districts did not have the capacity to host these programmes. However, some other programmes or awareness campaigns were held in these left out districts.

2

“Building a United Front Against Crime” Significant Successes Community Safety surveys conducted Community Surveys were conducted in 3 districts, namely: • • •

Umgungundlovu, i.e. Mkhambathini Local Municipality on 27 May 2010, Umzinyathi, i.e. Dundee on 14 October 2010 and Nquthu on 11 November 2010; and eThekwini, i.e. Inanda on 5 November 2010.

Interventions conducted in addressing plight of Victims • • • •

Kuyoze Kubenini DVD Roadshow and Human Trafficking talk show was held at Mkhambathini municipality on 20 October 2010 as part of response on the surveys conducted on the 27th of May 2010; A community survey intervention was made at Dundee on 3, 10 and 11 November 2010; Another intervention was conducted on 10 March 2011 at KwaMfeka in Nquthu following the community survey held on 11 November 2010; and An integrated intervention was successfully held at Inanda and surrounding areas on 30 March 2011 through Roadshow to promote Kuyoze Kubenini DVD.

Provincial Victim Empowerment Symposium The Provincial Victim Empowerment Symposium was successfully hosted on 21 and 22 May 2010 at the Olive Convention Centre in Durban under eThekwini Metro.

Capacity building for both SAPS and Communities • • • • • •

The Directorate coordinated and facilitated a workshop on the Victims Charter and Sexual Offences Act for both the departmental officials and the community in partnership with National Prosecuting Authority at Pietermaritzburg on 21 July 2010; A training seminar on Domestic Violence Act and introduction to Thuthuzela Care Centres as well as Maintenance Act for both departmental officials and the community was coordinated and facilitated in partnership with the National Prosecuting Authority at Pietermaritzburg on 27 July 2010; The Directorate hosted a training seminar in partnership with National Prosecuting Authority on Child Justice Act at Pietermaritzburg National Prosecuting Authority offices on 13 August 2010; A Capacity building workshop on Victim Friendly Facilities for both SAPS and the Communities of Madadeni/ Osizweni was conducted in partnership with Service Delivery Evaluation Directorate under Amajuba District on 23 September 2010; The Directorate facilitated and coordinated a workshop on Victims Charter and Sexual Offences Act for Umzinyathi district in partnership with National Prosecuting Authority at Umzinyathi district offices on 29 September 2010; The Directorate co-hosted the SAPS Capacity building workshops with Service Delivery Evaluation Directorate for:

Ulundi cluster from 26- 28 October 2010,

Estcourt SAPS Cluster from 4-9 November 2010,

Vryheid Cluster on the 09th of November 2010,

Empangeni Cluster from 16-17 November 2010, and

Jozini Cluster held on 22 November 2010.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

• •

Training for SAPS and Community members on Sexual Offences Act was conducted as follows:

at Greenwood Park on 01 December 2010,

Mtubatuba on 08 December 2010 and Newcastle from 09-10 December 2010.

Training on human trafficking for Msinga community members was conducted on 03 December 2010.

Awareness campaigns conducted The Directorate conducted 5 awareness campaigns as follows: • •

•

A series of Child Protection Week Commemoration awareness campaigns were conducted in 4 districts, namely Umgungundlovu, eThekwini, Ilembe and Sisonke during the months of April, May and June 2010; During the 16 Days of Activism on No violence Against Women and Children, the Directorate conducted the following campaigns:

A motorcade around Inanda, Ntuzuma and KwaMashu (INK) area on 25 November 2010 to raise awareness on violence against women and children;

On 29 November 2010 an HIV/AIDS commemoration was held at Mkhambathini Municipality, where the Directorate rendered support to five child-headed households;

On 30 November 2010 a commemoration of People living with HIV/AIDS and People with Disabilities was hosted at the Ikhwezi Home, Ilembe District Municipality; On 13 December 2010 a commemoration of International Human Rights Day was hosted at KwaDeda Sports Grounds under Ilembe District Municipality in partnership with SAPS.

Existing Programmes maintained to support victims Widow’s programme A total of 12 Widows Network were maintained in 3 districts, namely;• • •

Umgungundlovu, eThekwini, and Ilembe.

Safe Teas Programme for the Elderly A total of 5 safe teas were maintained in 5 districts, namely eThekwini, Umkhanyakude, Uthukela, Amajuba and Uthungulu.

Men’s Programme A total of 3 Men’s Programme were maintained in 3 districts, namely Umkhanyakude, Amajuba and Umgungundlovu.

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“Building a United Front Against Crime” Kuyoze Kubenini & Human Trafficking • • • • • • • • •

Roadshows were conducted in nine districts, namely:Umgungundlovu, Umkhanyakude, Ugu, Umzinyathi, Amajuba, Sisonke, Zululand, Ilembe, and Uthungulu.

Trends identified •

Integration and collaboration by Government Departments, municipalities and civil society has improved, ensuring success in the department’s service delivery to the vulnerable groups.

Strategies as a way forward • •

The department needs to integrate all programmes through Operation Hlasela, to maximise impact of programmes/projects.

Collaboration with all stakeholders in the implementation of all gender programmes.

Contribution to the PGDS • • •

Developing human capability; Strengthening governance and service delivery; Fighting poverty and protecting vulnerable groups in society.

External factors that hamper service delivery • • •

Domestic violence and rape is prevalent in the Province and there is still reluctance on the part of communities to report such violence; Access to victim support services is still limited, especially in rural areas; There are increasing numbers of young children who are abducted and forced into arranged marriages, thus increasing school drop outs and HIV/ AIDS vulnerability.

Legislative Changes that influence service delivery • • •

Civilian Secretariat for Police Service Act, 2010; Child Justice Act, 2008; Establishment of the Ministry for Women, Children and People with Disabilities.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

SPECIAL PROJECTS Over the past year, this unit placed major focus on the Volunteer Social Crime Prevention Project and the Integration of Umzimkhulu into KwaZulu-Natal. These projects have gone a long way in promoting peace, facilitating community engagements and promoting community activism against crime.

The table below indicates the targets and achievements for the year under review:

PERFORMANCE INDICATOR 1.1 Number of projects integrating SAPS and communities in Umzimkhulu 1.2 Inputs provided to the provincial 2010 safety plans 1.3 Number of awareness campaigns coordinated to promote civic pride and respect for the rule of law (including Stolen goods campaigns) 1.4 Accurate reporting on the departmental contributions the EPWP programme provided 1.5 Inputs to the African Renaissance Programme through financial contributions and publications of departmental programmes in the African Renaissance Programme provided 1.6 Accurate reports on departmental safety programmes to the 5-year Local Government Strategic Agenda provided 1.7 Number of districts where volunteers are deployed 1.8 Number of volunteers deployed

1.9 Number of Crime Prevention and Awareness campaigns run

TARGET ACHIEVED

VARIANCE

5

5

Target achieved

1

1

Target achieved

11

11

Target achieved

4

4

Target achieved

1

1

Target achieved

2

2

Target achieved

11

11

Target achieved

2100

1546

11

13

The decrease in the number is as a result of some volunteers getting permanent employment and withdrawing from the Project Additional Awareness Campaigns were conducted in schools around Ethekwini Metro to address Drug Abuse (Whoonga)

Significant Successes 2010 FIFA Soccer World Cup The Special Projects and Intersectoral Collaboration Directorate through its Volunteer Crime Prevention Project deployed 940 volunteers to provide security and marshalling services at the Public Viewing Areas in all eleven District Municipalities. The volunteers worked closely with SAPS and Private Security to ensure safety of the community members that were making use of the PVA’s to watch 2010 FIFA Soccer World Cup matches.

- 52 -

“Building a United Front Against Crime” The rest of the volunteers remained in their respective areas for monitoring purposes which contributed to the reduction in crime and a corresponding reduction in the fear of crime and the promotion of KwaZulu-Natal as a safe place for communities, tourists and businesses.

Crime Awareness Campaigns The Directorate in partnership with Social Crime Prevention and Research Directorate embarked on School Safety Awareness campaigns, which included Motivational Talks, Edutainment Sessions and events with anti-drug abuse messages. Various engagements were made at the following districts, Zululand, Ilembe, Uthukela, Uthungulu, Umzinyathi and Ethekwini Metro.

Festive Season and Easter Holiday Safety and Security Strategy The Province of KwaZulu-Natal faces a challenge presented by the high influx of local and international tourists during the festive season, including Easter holiday, thereby making it to be a critical area in terms of safety and security. Volunteers played a remarkable role in ensuring that the Province has an incident-free festive season. They also formed part of the deployment strategy for all Security Forces (SAPS, Metro Police, SANDF, and RTI) by taking part on operations conducted by these forces during the festive season.

Volunteer Deployment The Department deployed Crime Prevention Volunteers in all districts, with the key objective of galvanizing communities for crime prevention and behavioural change. The outcome of this deployment is a reduction in crime and a rapid response to the incidences of crime. Volunteers compliment the activities of the Department, the CPFs, and the established policing structures.

The volunteers are also involved in conducting day-to-day activities by facilitating localized crime prevention priorities and community activism against crime, such as door-to-door campaigns, public meetings, consultative forums and early warning activities. They also form part of the Provincial Operation Sukuma Sakhe activities where they assist in conducting household profiling in their respective districts.

Trends identified •

The cooperation of SAPS, Municipalities and the inclusion of Volunteers in the safety and security plans in all areas is critical for the integrated approach in crime prevention and the promotion of safer communities.

Strategies as a way forward •

Maintaining good relations with provincial stakeholders and other crime prevention structures in ensuring an integrated approach in crime prevention in the Province.

Contribution to the PGDS • • •

Strengthening governance; Human capability development; Fighting poverty and protecting vulnerable groups in society.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

External factors that hamper service delivery •

Lack of cooperation and support from Municipalities in attending to service delivery concerns raised by communities sometimes negatively affects the effectiveness of volunteers and results in low morale.

Legislative Changes that influence service delivery None

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“Building a United Front Against Crime” PART 3: ANNUAL FINANCIAL STATEMENTS FOR DEPARTMENT OF COMMUNITY SAFETY AND LIAISON - KZN For the year ended 31 March 2011

Table of Contents

Page

Report of the Audit and Risk Committee

56

Report of the Accounting Officer

60

Report of the Auditor-General

66

Appropriation Statement

70

Notes to the Appropriation Statement

75

Statement of Financial Performance

76

Statement of Financial Position

77

Statement of Net Assets

77

Cash Flow Statement

78

Accounting Policies

79

Notes to the Annual Financial Statements

86

Disclosure Notes to the Annual Financial Statements

95

Annexures

102

- 55 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Report of the Audit and Risk Committee on Vote 9 – Community Safety & Liaison The KwaZulu-Natal Provincial Audit & Risk Committee is pleased to present its report for the financial year ended 31 March 2011.

Provincial Audit & Risk Committee Members and Attendance The Provincial Audit and Risk Committee consist of the members listed hereunder. During the year under review the contracts of two (2) members expired while the contracts of the five (5) other members were terminated by the MEC: Finance. A new Provincial Audit & Risk Committee was appointed with effect from the 01 June 2011.

The Cluster Audit & Risk Committee (CARC) is a sub-committee of the Provincial Audit & Risk Committee (PARC). The CARC and the PARC are required to meet at least four times and two times respectively in a financial year. During the financial year ending 31 March 2011 a total of eleven (11) meetings were held, namely, two (2) PARC meetings, seven (7) CARC meetings and two (2) special meetings. Members attended the meetings as reflected below: PARC

SURNAME & INITIAL

Adv BS Khuzwayo (Contract expired June 2011) Mr V Naicker (Contract expired – reappointed 01 June 2011) Mr N Mhlongo (Contract terminated December 2010) Mr S Taku (Contract terminated December 2010) Mr P Mnisi (Contract terminated December 2010)

- 56 -

CARC

SPECIAL

TOTAL NO. OF NO. OF ATTENDED NO. OF ATTENDED NO. OF ATTENDED MEETINGS MEETINGS MEETINGS MEETINGS ATTENDED HELD HELD HELD

2

2

7

7

2

1

10

2

2

2

2

2

1

5

2

1

3

3

2

2

6

2

2

2

2

2

2

6

2

2

2

2

2

2

6

“Building a United Front Against Crime�

PARC

Surname & Initial

Ms P Gobinca (Contract terminated December 2010) Ms E Ogunniyi (Contract terminated December 2010) Ms T Tsautse (Appointed 01 June 2011) Mr T Boltman (Appointed 01 June 2011) Mr F Docrat (Appointed 01 June 2011) Ms N Jaxa (Appointed 01 June 2011) Ms M Mothipe (Appointed 01 June 2011) Mr L Mangquku (Appointed 01 June 2011)

CARC

Special

Total no. of No. of Attended No. of Attended No. of Attended Meetings Meetings Meetings Meetings Attended Held Held Held

2

2

2

2

2

2

6

2

0

2

1

2

1

2

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Provincial Audit & Risk Committee Responsibility The Provincial Audit and Risk Committee reports that it complied with its responsibilities arising from the Public Finance Management Act, No.1 of 1999 (PFMA), Treasury Regulations, including any other statutory and other regulations. Subsequent to the dissolution of the previous Committee, the new Provincial Audit & Risk Committee resolved all outstanding responsibilities for the financial year.

The Provincial Audit and Risk Committee also reports that it adopted appropriate formal terms of reference as its Provincial Audit and Risk Committee Charter, regulated its affairs in compliance with this charter and discharged all its responsibilities as contained therein.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

The Effectiveness of Internal Control The systems of internal control are the responsibility of the department’s management and are designed to provide effective assurance that assets are safeguarded and that liabilities and working capital are efficiently managed. In line with the requirements of the PFMA and the principles of the King Reports (II and III) on Corporate Governance, the Internal Audit Function provides the Provincial Audit and Risk Committee and the departmental management with assurance that the systems of internal controls are appropriate and effective.

This is achieved by means of the risk management process, as well as the identification of corrective actions and suggested enhancements to the controls and processes. From the various reports of the Internal Auditors, the Report and Management Letter of the Auditor-General on the Annual Financial Statements, it was noted that the systems of internal control were not effective for the year under review as control deficiencies were detected in the following significant control areas: • • • • •

Asset Management Fleet Management Service Delivery Evaluation Supply Chain Management Complaints Management

The quality of “In Year Monitoring” and monthly / quarterly reports submitted in terms of the Treasury Regulations and the Division of Revenue Act The Provincial Audit and Risk Committee through the Internal Audit Function was satisfied with the content and quality of monthly and quarterly reports prepared and issued by the Accounting Officer and the department during the year under review.

Audit of Performance Information The monitoring of the department’s performance is a key function of the executive management of the department. The Provincial Audit & Risk Committee has no direct line of responsibility over the department’s performance. However, the Provincial Audit and Risk Committee is responsible for ensuring, principally through the Internal Audit Function that the systems of performance management, measurement and reporting; as well as the systems of internal control that underpin the performance management framework of the department, remain robust and are reviewed routinely in the internal audit plans.

The Committee has accepted the responsibility of ensuring that adequate reporting on performance information is in line with its mandate and charter.

The Committee reviewed the Internal Audit and Auditor-General reports relating to Performance Information and noted that there were no material deficiencies identified during the reviews.

Internal Audit Function The Provincial Audit & Risk Committee provides oversight and monitors the activities of the Internal Audit Function. Consequently, the Committee is able to report on the effectiveness and efficiency of the function.

The function was effective during the period under review and there were no unjustified restrictions or limitations. The Committee will in the forthcoming year, monitor progress to ensure that the Internal Audit Function continues to add value to the department and achieves its optimal performance.

- 58 -

“Building a United Front Against Crime” Risk Management Function Risk Management is a proactive discipline that involves scenario planning and that is intended to provide reasonable assurance that the department will achieve its objectives. King III principle 2.2 states that the board, (executive authority in the case of a government department) “should appreciate that strategy, risk, performance and sustainability are inseparable.”

Since the approval of the Provincial Risk Management Framework in March 2010, and during the financial year under review, the Committee monitored how the department established the necessary risk management functions, risk policies, and oversight structures. The Committee believes that these interventions will assist the department in complying with the Provincial Risk Management Framework, and the risk management sections of the PFMA. The Committee noted that the department had a dedicated Risk Management Function but did not have a Risk Management Committee, and hence urged the department to establish this during the 2011/12 financial year.

Although progress was made in implementing the risk mitigation strategies arising from the risk assessments facilitated by the Provincial Treasury’s Internal Audit Function, the Committee urged the department to fully implement the outstanding risk mitigation strategies as soon as possible.

Other Governance Issues As part of its governance responsibilities, the Committee also monitors the fraud prevention strategies that have been developed and implemented by provincial departments, and these responsibilities include monitoring the implementation of recommendations arising from forensic investigations.

During the period under review, the Committee noted that the department had no investigations that were referred to the Provincial Internal Audit Function, and 1 investigation that was conducted by the department, and which the Committee was not aware of.

The department was urged to implement recommendations arising from the completed investigation, and to provide the Internal Audit Function with a detailed list of all other investigations being conducted internally or by other relevant authorities.

Evaluation of Financial Statements The Provincial Audit and Risk Committee were provided a report by the Internal Audit Function that reflects the results of the review of the annual financial statements. The Provincial Audit and Risk Committee concurs and accepts the Internal Audit report on the above, as well as the Auditor-General’s conclusions on the annual financial statements, and is of the opinion that the audited annual financial statements be accepted and read together with the report of the Auditor-General.

Chairperson: Provincial Audit & Risk Committee Date: 05 August 2011

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Report of the Accounting Officer for the year ended 31 March 2011 1.

General review of the state of financial affairs 1.1. Important policy decisions and strategic issues facing the department • •

The organization structure is being reviewed with the goal of having district offices throughout the province There are two Legislative/Policy documents that will have a significant impact on the Department. These are the Civilian Secretariat for Police Service Bill and the Independent Police Investigative Directorate Bill.

1.2. Significant events that have taken place during the year • • •

FIFA WORLD CUP 2010 Internal labour disputes General Public Sector strike

1.3. Major projects undertaken or completed during the year • • • • • •

Deployment of volunteers during the FIFA World Cup 2010 Thathulwazi Project (training and development of CPF members across the Province) Capacitating of SAPS members Roll-out of “Operation Hlasela” as part of the BUFAC program Visible Policing oversight for 2010 Football World Cup MEC’s Community awards for Police Excellence

Details of these and other projects are found in the program performance in the main section of the annual report.

1.4. Revenue Collection The Department collected revenue totalling R105 000. The original revenue budget for the Department was set at R53 000.

1.5. Spending trends Summary of expenditure by program:

PROGRAM Administration Civilian Oversight TOTAL

- 60 -

FINAL APPROPRIATION R‘000

AUDITED ACTUAL R‘000

PERCENTAGE

38 630 102 114 140 744

33 230 95 956 129 186

86% 94% 92%

“Building a United Front Against Crime” Summary by economic classification

Classification

Final Appropriation R‘000

Compensation Goods and Services Financial transactions Transfers Capital TOTAL

35 886 102 621 0 7 2 230 140 744

Audited Actual R‘000 31 591 95 469 18 7 2 101 129 186

Percentage 88% 93% 100% 94% 92%

Reasons for under/over spending The Department realized savings in compensation and goods and services in both programs. The reasons are as follows: • • •

The Department implemented the cost containment strategy for all its procurement Vacant posts were not filled for the entire year The VSCPP program targeted 2100 volunteers and this could not be achieved due to the exits of volunteers

Impact on programmes and service delivery The Department appointed acting personnel to take care of the responsibilities attached to all vacant posts and this meant that the Department was able to achieve all of its main service delivery targets.

Actions taken or planned to avoid recurrence The Department will be advertising the filling of all vacant posts in 2011.

1.6. Virements: The Department undertook minimal virements of R6 571.27 due to unforeseen payments for injury on duty. The virements was undertaken within Program 1: Goods and Services. The approval was granted by the Accounting Officer.

1.7. Other Matters An investigation regarding internal labour matters is in progress.

2.

Service rendered by the department 2.1. Core Functions All of the Department services are rendered for the benefit of communities in KZN. The core functions of the Department revolve around the promotion of good relations between the police and communities, developing and coordinating the prevention of social crime.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

2.2. Tariff policy The Department does not charge fees for the services that it renders since it operates under a constitutional mandate to provide oversight services 2.3. Free Services In accordance with its mandate, the services of the Department are provided to the communities and stakeholders without any charges attached. Internal services were also provided free during the year under review. These free services rendered can not be costed.

3.

Capacity constraints The main capacity constraints faced by the Department during the year were the vacancies particularly in senior management positions. In the interim, the Department appointed appropriate personnel from within the Department to act and this contributed to the fact that the main service delivery targets of the Department were either met or exceeded in some instances.

4.

Utilisation of donor funds The Department did not receive any donor funds during the year.

5.

Trading entities and public entities There are no trading and public entities attached to this department.

6.

Organisations to whom transfer payments have been made The Department has not made any transfer payments to any institution during the year.

7.

Public private partnerships (PPP) There are no PPP arrangements in this department

8.

Corporate governance arrangements 8.1. Risk Management The Department makes use of KZN-Provincial Treasury as part of a shared service and the risk profile of the Department is evaluated annually. In addition, risk issues are a standing item on EXCO and MANCO meetings. As part of the Risk plan of the Department, risk management resides within Internal Control and the Head: Internal Control serves as the Risk Officer. The Risk Committee is tasked to oversee both operational and strategic risk issues.

8.2. Fraud prevention policies The following policies are in place: • •

- 62 -

Fraud Prevention Policy Risk Management Policy

“Building a United Front Against Crime�

8.3. Effectiveness of internal audit and audit committee Provincial Treasury is the custodian of the Internal Audit function as part of the shared service in which this Department participates. All recommendations of Internal Audit are closely followed up and our internal control unit monitors the progress on a regular basis. The Audit Committee meets with the Department and reports are tabled accordingly by the Department. Internal Audit reviews are carried out on various topics/issues and the Department continues to close all gaps and shortcomings. Our Internal Audit reports have indicated that the Department is complying.

8.4. Governance structures In addition to the above, the Department provides monthly reports to the Portfolio Committee on Community Safety and Liaison. The Department provides monthly and quarterly reports to Provincial Treasury. The Department also responds to all requests from the Office of the Premier, Public Service Commission and any other oversight institution.

8.5. Code of conduct All SMS’s members have signed the declaration of personal and private interests. Any official that is tasked with decision making such as tender adjudication are obliged to sign a declaration in this regard. All officials have been provided with the Code of Conduct manual for public servants.

8.6. Safety, health and environmental issues facing the organisation As an organization, there are no serious safety, health and environmental issues that face this Department. The Department does have a dedicated Manager-Security Services and the auxiliary services component of the Department takes care of environmental issues.

9.

Discontinued activities/activities to be discontinued There are no activities that have been discontinued.

10. New/proposed activities There are no new activities planned.

11. Asset management All assets owned by the Department have been captured onto the asset register using the HARD-CAT asset register system. The asset register complies with the minimum requirements.

12. Inventories The Department provides services rather than goods and consequently carries no inventory other than consumable items for internal use.

13. Events after the reporting date There were no significant events after the reporting date that would materially alter the understanding of the annual financial statements as at 31 March 2011.

- 63 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

14. Information on predetermined objectives The process for obtaining performance information is a manual process of record keeping. The information is validated by the General Managers on a project basis.

The performance monitoring systems implemented by the Department comprise monthly reports by each directorate against their service delivery targets, their personnel and finance targets and other non-financial information. These reports are consolidated at Chief Directorate level, where applicable, and are presented to the Head of Department every month. Monthly reports are discussed regularly at Executive and Management Committee meetings and corrective action to address poor service delivery is taken where necessary. At these meetings, the performance of each service delivery component is analyzed and targets are interrogated. The monthly reports are consolidated into quarterly reports and submitted to Provincial Treasury. The service delivery reports are also presented to the Portfolio Committee on Community Safety and Liaison.

The summarized information from the monthly reports is also presented to the Executive Authority regularly.

Details of the annual performance of the Department are also found in the relevant section of the annual report.

15. SCOPA resolutions There were no SCOPA resolutions for this Department.

16. Effectiveness of the Internal Audit and Audit Committee Internal Audit has been quite effective in the Department and provided valuable inputs and recommendations to strengthen our internal control environment.

The Audit committee is managed by Provincial Treasury and its effectiveness is found in Provincial Treasury’s report.

17. Prior modifications to audit reports The Department received a clean audit report for the year ended 31 March 2010. However, the AG noted that an investigation is in progress regarding allegations of mismanagement, maladministration, industrial relations and human resources practices in the Department.

The final report was not available at the time of submission of the AFS however the expenditure has been disclosed.

18. Exemptions and deviations received from the National Treasury There are no exemptions and deviations from National Treasury that is applicable to this Department.

19. Other There are no other material facts or circumstances, which may have an effect on the understanding of the financial state of affairs, not addressed elsewhere in the annual report.

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“Building a United Front Against Crime�

20. Approval The Annual Financial Statements set out on the annual report have been approved by the Accounting Officer.

Ms Y E Bacus Head of Department 31 May 2011

- 65 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

REPORT OF THE AUDITOR-GENERAL TO THE KWAZULU-NATAL PROVINCIAL LEGISLATURE ON THE FINANCIAL STATEMENTS OF VOTE NO. 9: DEPARTMENT OF COMMUNITY SAFETY AND LIAISON FOR THE YEAR ENDED 31 MARCH 2011 REPORT ON THE FINANCIAL STATEMENTS Introduction 1.

I have audited the accompanying financial statements of the Department of Community Safety and Liaison, which comprise the appropriation statement, the statement of financial position as at 31 March 2011, and the statement of financial performance, statement of changes in net assets and cash flow statement for the year then ended, a summary of significant accounting policies and other explanatory information, as set out on pages 70 to 101.

Accounting officer’s responsibility for the financial statements 2.

The accounting officer is responsible for the preparation of the financial statements in accordance with the Departmental Financial Reporting Framework prescribed by the National Treasury and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No. 1 of 1999) (PFMA) and the Division of Revenue Act of South Africa, 2010 (Act No. 1 of 2010) (DORA), and for such internal control as management determines necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor-General’s responsibility 3.

As required by section 188 of the Constitution of the Republic of South Africa, 1996 (Act No. 1 of 1996), section 4 of the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA) and the PFMA, my responsibility is to express an opinion on these financial statements based on my audit.

4.

I conducted my audit in accordance with International Standards on Auditing and General Notice No. 1111 of 2010 issued in Government Gazette No. 33872 of 15 December 2010. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

5.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the department’s preparation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the department’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

6.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

- 66 -

“Building a United Front Against Crime” Opinion 7.

In my opinion, the financial statements present fairly, in all material respects, the financial position of the Department of Community Safety and Liaison as at 31 March 2011, and its financial performance and cash flows for the year then ended, in accordance with the Departmental Financial Reporting Framework prescribed by the National Treasury and the requirements of the PFMA and DORA.

Emphasis of matter 8.

I draw attention to the matters below. My opinion is not modified in respect of these matters:

Irregular expenditure 9.

As disclosed in note 23 to the financial statements the department incurred irregular expenditure of R6,354 million as the expenditure incurred was in contravention of Treasury Regulations 16A6 and 16A9, relating to supply chain management.

Material underspending of the budget 10. As disclosed in the appropriation statement to the financial statements the department has materially underspent its budget. At the date of this report, underspending amounted to 8,23% or R11,558 million. This is mainly attributed to cost containment strategy for all procurement, vacant posts that were not filled for the year and the Volunteer Social Crime Prevention Programme (VSCPP) that could not achieve its target of 2 100 volunteers.

Additional matters 11. I draw attention to the matters below. My opinion is not modified in respect of these matters:

Unaudited supplementary schedules 12. The supplementary schedules set out on pages 102 to 104 do not form part of the financial statements and are presented as additional information. I have not audited these schedules and accordingly I do not express an opinion thereon.

Financial reporting framework 13. The financial reporting framework prescribed by the National Treasury and applied by the department is a compliance framework. Thus my opinion would have reflected that the financial statements had been properly prepared instead of fairly presented as required by section 20(2)(a) of the PAA, which requires me to express an opinion on the fair presentation of the financial statements of the department.

REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS 14. In accordance with the PAA and in terms of General Notice No. 1111 of 2010, issued in Government Gazette No. 33872 of 15 December 2010, I include below my findings on the annual performance report as set out on pages 13 to 54 and material non-compliance with laws and regulations applicable to the department.

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Predetermined objectives 15.

There were no material findings on the annual performance report.

Compliance with laws and regulations Annual financial statements 16.

The accounting officer submitted financial statements for auditing that were not prepared in all material respects in accordance with the Departmental Financial Reporting Framework issued by the National Treasury, as required by section 40(1)(b) of the PFMA. The material misstatements with regard to irregular expenditure were subsequently corrected.

Procurement and contract management 17.

Goods and services with a transaction value of over R500 000 were not procured by means of competitive process and the deviation was not approved by the accounting officer, as per the requirement of Treasury Regulation 16A6.4.

18.

Goods and services with a transaction value of between R10 000 and R500 000 were procured without suppliers declaring their conflicts of interests as per the requirement of Practice Note 7 of 2009-10 issued in terms of section 76(4)(c) of the PFMA.

19.

Goods and services with a transaction value above R500 000 were procured without a signed contract as per the requirement of Practice Note 1 of 2003 issued in terms of section 76(4) of the PFMA.

Expenditure management 20.

The accounting officer did not take effective steps to prevent irregular expenditure, as per the requirements of section 38(1)(c)(ii) of the PFMA.

INTERNAL CONTROL 21.

In accordance with the PAA and in terms of General Notice No. 1111 of 2010, issued in Government Gazette No. 33872 of 15 December 2010, I considered internal control relevant to my audit, but not for the purpose of expressing an opinion on the effectiveness of internal control. The matter reported below are limited to the significant deficiencies that resulted in the findings on compliance with laws and regulations included in this report.

Leadership 22.

The accounting officer did not exercise adequate oversight responsibility over compliance with laws and regulations.

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“Building a United Front Against Crime�

OTHER REPORT Investigation finalised 23.

An investigation regarding allegations of mismanagement and maladministration relating to industrial relations and human resource practices in the department was finalised during the year.

Pietermaritzburg 29 July 2011

- 69 -

- 70 -

140,744

100,114 2,000 102,114 140,744

38,400 230 38,630

R’000

R’000

-

-

(7) 7 -

R’000

Actual amounts per statement of financial performance (total expenditure)

Actual amounts per statement of financial performance (total revenue)

Departmental receipts

ADD

-

-

-

Adjusted Shifting of Appropriation Funds

TOTAL (brought forward) Reconciliation with statement of financial performance

TOTAL

Subtotal

Current payment Transfers and subsidies Payment for capital assets Payment for financial assets

2. Programme 2

Current payment Transfers and subsidies Payment for capital assets Payment for financial assets

1. Programme 1

APPROPRIATION STATEMENT

129,186

94,031 1,925 95,956 129,186

33,029 7 176 18 33,230

R’000

140,849

105

129,186

11,558

6,083 75 6,158 11,558

5,364 54 (18) 5,400

R’000

Variance

2010/11 Final Actual Appropriation Expenditure

140,744

100,114 2,000 102,114 140,744

38,393 7 230 38,630

R’000

Appropriation per programme 2010/11 Virement Final Actual Appropriation Expenditure

Vote 9 - KZN: Community Safety and Liaison Appropriation Statement for the year ended 31 March 2011

91.8%

91.8%

96.3%

93.9%

86.0% 100.0% 76.5%

125,272

88,950 1,203 90,153 125,272

34,642 351 126 35,119

127,698

60

125,272

2009/10 Final Actual Appropriation Expenditure

127,638

91,300 1,207 92,507 127,638

34,654 351 126 35,131

2009/10 Expenditure Final Actual as % of Appropriation Expenditure final appropriation % R’000 R’000

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Payments for financial assets Total -

140,744

-

-

-

-

R’000

-

2,230 -

-

Transfers and subsidies Provinces and municipalities Households

Payments for capital assets Machinery and equipment Software and other intangible assets

35,886 102,628

Current payments Compensation of employees Goods and services

R’000

Adjusted Shifting of Appropriation Funds

7 -

(7)

-

-

(853) 853

R’000

140,744

-

1,377 853

7 -

35,886 102,621

R’000

129,186

18

1,248 853

7 -

31,591 95,469

R’000

Appropriation per economic classification 2010/11 Virement Final Actual Appropriation Expenditure

11,558

(18)

129 -

-

4,295 7,152

R’000

Variance

91.8%

-

90.6% 100.0%

100.0%

88.0% 93.0%

127,638

-

1,333 -

351 -

32,815 93,139

125,272

99

1,329 -

351

32,069 91,424

2009/10 Expenditure Final Actual as % of final Appropriation expenditure appropriation % R’000 R’000

“Building a United Front Against Crime”

- 71 -

- 72 -

1,647 38,630

1.3 Security Current payment Transfers and subsidies Total

18,714 230

1.3 Corporate Services Current payment Transfers and subsidies Payment for capital assets

2,232 -

9,887 -

1.2 Financial Management Current payment Transfers and subsidies Payment for capital assets Payment for financial assets

1.3 Legal Current payment Transfers and subsidies

5,920 -

R’000

1.1 Office of the HOD Current payment Transfers and subsidies Payment for capital assets

Detail per sub-programme R’000

-

-

-

-

-

R’000

-

-

(3) 3 -

-

(4) 4 -

1,647 38,630

2,232 -

18,711 3 230

9,887 -

5,916 4 -

R’000

1,415 33,230

1,841 -

16,549 3 84

9,390 76 18

3,834 4 16

R’000

Details per Programme 1: Administration 2010/11 Shifting of Virement Final Actual Adjusted Appropriation Funds Appropriation Expenditure

232 5,400

391 -

2,162 146

497 (76) (18)

2,082 (16)

R’000

Variance

85.9% 86.0%

82.5% -

88,4% 100.0% 36.5%

95.0% -

64.8% 100.0% -

1,541 35,131

2,302 -

16,983 24

8,750 351 23 -

5,078 79

1,353 35,119

2,287 -

18,507 24

7,999 351 23 -

4,496 79

2009/10 Expenditure Actual Final as % of final Appropriation expenditure appropriation % R’000 R’000

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Payments for financial assets Total

Payment for capital assets Machinery and equipment Software and other intangible assets

Transfers and subsidies to: Provinces and municipalities Departmental agencies & accounts Non-profit institutions Households

Current payments Compensation of employees Goods and services

Economic classification

38,630

230 -

-

-

-

-

R’000

-

16,698 21,702

R’000

R’000

-

(9) 9

7

-

(7)

38,630

221 9

7

-

16,698 21,695

R’000

Details per Programme 1: Administration 2010/11 Adjusted Shifting of Virement Final Appropriation Funds Appropriation

18 33,230

167 9

7

-

14,270 18,759

R’000

Actual Expenditure

(18) 5,400

54 -

-

-

2,428 2,936

R’000

Variance

86.0%

75.6% 100.0%

100.0%

-

85.5% 86.5%

35,131

126 -

351

-

14,770 19,884

35,119

126 -

351

-

14,769 19,873

2009/10 Expenditure Final Actual as % of final Appropriation expenditure appropriation % R’000 R’000

“Building a United Front Against Crime”

- 73 -

- 74 -

Current payments Compensation of employees Goods and services Payment for capital assets Machinery and equipment Software and other intangible assets Payments for financial assets Total

R’000

-

-

-

2,000 102,114

R’000

19,188 80,926

R’000

Adjusted Shifting Appropriation of Funds

87,516 1,900 102,114

2.2 Community Liaison Current payment Payment for capital assets Total

Economic classification

12,598 100

R’000

2.1 Monitoring & Evaluation Current payment Payment for capital assets

Detail per sub-programme

(844) 844 -

R’000 -

-

-

2010/11 Virement

R’000

1,156 844 102,114

19,188 80,926

R’000

Final Appropriation

87,516 1,900 102,114

12,598 100

R’000

1,081 844 95,956

17,321 76,710

R’000

Actual Expenditure

81,686 1,895 95,956

12,345 30

R’000

Details per Programme 2: Civilian Oversight 2010/11 Shifting of Virement Final Actual Adjusted Appropriation Funds Appropriation Expenditure

75 6,158

1,867 4,216

R’000

Variance

5,830 5 6,158

253 70

R’000

Variance

79,874 1,180 92,507

11,426 27

78,891 1,176 90,153

10,059 27

94.0%

93.5% 100.0%

90.3% 94.8%

-

1,207 92,507

18,045 73,255

1,203 99 90,153

17,300 71,551

2009/10 Final Actual Expenditure as % of final Appropriation expenditure appropriation % R’000 R’000

93.3% 99.7% 94.0%

98.0% 30.0%

2009/10 Expenditure Actual Final as % of final Appropriation expenditure appropriation % R’000 R’000

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

“Building a United Front Against Crime” Vote 9 - KZN: Community Safety and Liaison Notes to the Appropriation Statement for the year ended 31 March 2011 1.

Detail of transfers and subsidies as per Appropriation Act (after virement): Detail of these transactions can be viewed in the note on Transfers and subsidies, disclosure notes and Annexure 1 (A-B) to the Annual Financial Statements.

2.

Detail of specifically and exclusively appropriated amounts voted (after virement): Detail of these transactions can be viewed in note 1 (Annual Appropriation) to the Annual Financial Statements.

3.

Detail on payments for financial assets Detail of these transactions per programme can be viewed in the note on Payments for financial assets to the Annual Financial Statements.

4.

Explanations of material variances from Amounts Voted (after virement):

4.1 Per Programme Programme 1 Programme 2

4.2

Per Economic classification

Current payments Compensation of employees Goods and services Transfers and subsidies Households Payments for capital assets Machinery and equipment Software and other intangible assets Payments for financial assets

Final Actual Appropriation Expenditure R’000 R’000 38,630 33,229 102,114 95,957

Final Appropriation R’000

Actual Expenditure R’000

Variance as a Variance % of Final R’000 Appropriation 5,401 86.0% 6,157 94.0% Variance as a % of Final Appropriation

Variance R’000

35,886 102,621

31,591 95,468

4,295 7,153

88.0% 93.0%

7

7

-

100.0%

1,376 854

1,248 854

128 -

90.7% 100.0%

-

18

(18)

-

- 75 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Vote 9 - KZN: Community Safety and Liaison Statement of Financial Performance for the year ended 31 March 2011 Note REVENUE Annual appropriation Departmental revenue

1 2

2010/11 R’000

2009/10 R’000

140,744 105

127,638 60

140,849

127,698

3 4

31,591 95,469 127,060

32,069 91,424 123,493

Transfers and subsidies Transfers and subsidies Total transfers and subsidies

6

7 7

351 351

Expenditure for capital assets Tangible capital assets Software and other intangible assets Total expenditure for capital assets

7 7

1,248 853 2,101

1,329 1,329

Payments for financial assets

5

18

99

129,186

125,272

11,663

2,426

11,558 105 11,663

2,366 60 2,426

TOTAL REVENUE EXPENDITURE Current expenditure Compensation of employees Goods and services Total current expenditure

TOTAL EXPENDITURE SURPLUS/(DEFICIT) FOR THE YEAR Reconciliation of Net Surplus/(Deficit) for the year Voted funds Departmental revenue and NRF Receipts SURPLUS/(DEFICIT) FOR THE YEAR

- 76 -

13

“Building a United Front Against Crime” Vote 9 - KZN: Community Safety and Liaison Statement of Financial Position as at 31 March 2011 Note

2010/11 R’000

2009/10 R’000

ASSETS Current assets Cash and cash equivalents Receivables

10 11

5 353

2,216 157

358

2,373

12 13

(3,442) 63

2,366 4

15 16

3,714 20

-

355

2,370

NET ASSETS

3

3

TOTAL

3

3

TOTAL ASSETS LIABILITIES Current liabilities Voted funds to be surrendered to the Revenue Fund Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund Bank overdraft Payables TOTAL LIABILITIES

Statement of Net Assets for the year ended 31 March 2011 NET ASSETS

Note

2010/11 R’000

2009/10 R’000

Recoverable revenue Opening balance Transfers: Debts recovered (included in departmental receipts) Debts raised Closing balance

3 3

6 (3) (5) 2 3

TOTAL

3

3

- 77 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Vote 9 - KZN: Community Safety and Liaison Cash Flow Statement for the year ended 31 March 2011 Note CASH FLOWS FROM OPERATING ACTIVITIES Receipts Annual appropriated funds received Departmental revenue received Net (increase)/decrease in working capital Surrendered to Revenue Fund Current payments Payments for financial assets Transfers and subsidies paid Net cash flow available from operating activities CASH FLOWS FROM INVESTING ACTIVITIES Payments for capital assets Net cash flows from investing activities

1.1 2

127,698 127,638 60

17

(176) (2,412) (127,060) (18) (7) (3,824)

775 (567) (123,493) (99) (351) 3,963

(2,101) (2,101)

(1,329) (1,329)

-

(3) (3)

(5,925)

2,631

2,216

(415)

(3,709)

2,216

7

Net increase/(decrease) in cash and cash equivalents Cash and cash equivalents at beginning of period

- 78 -

2009/10 R’000

125,849 125,744 105

CASH FLOWS FROM FINANCING ACTIVITIES Increase/(decrease) in net assets Net cash flows from financing activities

Cash and cash equivalents at end of period

2010/11 R’000

18

“Building a United Front Against Crime” Vote 9 - KZN: Community Safety and Liaison Accounting Policies for the year ended 31 March 2011 The Financial Statements have been prepared in accordance with the following policies, which have been applied consistently in all material aspects, unless otherwise indicated. However, where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the Financial Statements and to comply with the statutory requirements of the Public Finance Management Act, Act 1 of 1999 (as amended

by Act 29 of 1999), and the Treasury Regulations issued in terms of the Act and the Division of Revenue Act, Act 1 of 2010.

1.

Presentation of the Financial Statements 1.1. Basis of preparation The Financial Statements have been prepared on a modified cash basis of accounting, except where stated otherwise. The modified cash basis constitutes the cash basis of accounting supplemented with additional disclosure items. Under the cash basis of accounting transactions and other events are recognised when cash is received or paid.

1.2. Presentation currency All amounts have been presented in the currency of the South African Rand (R) which is also the functional currency of the department.

1.3. Rounding Unless otherwise stated all financial figures have been rounded to the nearest one thousand Rand (R’000).

1.4. Comparative figures Prior period comparative information has been presented in the current year’s financial statements. Where necessary figures included in the prior period financial statements have been reclassified to ensure that the format in which the information is presented is consistent with the format of the current year’s financial statements.

1.5. Comparative figures - Appropriation Statement A comparison between actual amounts and final appropriation per major classification of expenditure is included in the Appropriation Statement.

2.

Revenue 2.1. Appropriated funds Appropriated funds comprises of departmental allocations as well as direct charges against revenue fund (i.e. statutory appropriation).

Appropriated funds are recognised in the financial records on the date the appropriation becomes effective. Adjustments made in terms of the adjustments budget process are recognised in the financial records on the date the adjustments become effective.

- 79 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Unexpended appropriated funds are surrendered to the Provincial Revenue Fund. Any amounts owing to the Provincial Revenue Fund at the end of the financial year are recognised as payable in the statement of financial position.

Any amount due from the Provincial Revenue Fund at the end of the financial year is recognised as a receivable in the statement of financial position.

2.2. Departmental revenue All departmental revenue is recognised in the statement of financial performance when received and is subsequently paid into the Provincial Revenue Fund, unless stated otherwise.

Any amount owing to the Provincial Revenue Fund is recognised as a payable in the statement of financial position.

No accrual is made for amounts receivable from the last receipt date to the end of the reporting period. These amounts are however disclosed in the disclosure note to the annual financial statements.

2.3. Direct Exchequer receipts All direct exchequer receipts are recognised in the statement of financial performance when the cash is received and is subsequently paid into the Provincial Revenue Fund, unless stated otherwise.

Any amount owing to the Provincial Revenue Funds at the end of the financial year is recognised as a payable in the statement of financial position.

2.4. Direct Exchequer payments All direct exchequer payments are recognised in the statement of financial performance when final authorisation for payment is effected on the system (by no later than 31 March of each year).

2.5. Aid assistance The Department has not received any financial aid for the year ending 31 March 2011.

3.

Expenditure 3.1. Compensation of employees 3.1.1.

Salaries and wages Salaries and wages are expensed in the statement of financial performance when the final authorisation for payment is effected on the system (by no later than 31 March of each year).

Other employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to the financial statements at its face value and are not recognised in the statement of financial performance or position.

- 80 -

“Building a United Front Against Crime�

Employee costs are capitalised to the cost of a capital project when an employee spends more than 50% of his/her time on the project. These payments form part of expenditure for capital assets in the statement of financial performance.

3.1.2.

Social contributions Employer contributions to post employment benefit plans in respect of current employees are expensed in the statement of financial performance when the final authorisation for payment is effected on the system (by no later than 31 March of each year).

No provision is made for retirement benefits in the financial statements of the department. Any potential liabilities are disclosed in the financial statements of the National Revenue Fund and not in the financial statements of the employer department.

Employer contributions made by the department for certain of its ex-employees (such as medical benefits) are classified as transfers to households in the statement of financial performance.

3.2. Goods and services Payments made during the year for goods and/or services are recognised as an expense in the statement of financial performance when the final authorisation for payment is effected on the system (by no later than 31 March of each year).

The expense is classified as capital if the goods and/or services were acquired for a capital project or if the total purchase price exceeds the capitalisation threshold (currently R5, 000). All other expenditures are classified as current.

Rental paid for the use of buildings or other fixed structures is classified as goods and services and not as rent on land.

3.3. Interest and rent on land Interest and rental payments are recognised as an expense in the statement of financial performance when the final authorisation for payment is effected on the system (by no later than 31 March of each year). This item excludes rental for the use of buildings or other fixed structures.

If it is not possible to distinguish between payment for the use of land and the fixed structures on it, the whole amount should be recorded under goods and services.

3.4. Payments for financial assets Debts are written off when identified as irrecoverable. Debts written-off are limited to the amount of savings and/or under-spending of appropriated funds. The write off occurs at year-end or when funds are available. No provision is made for irrecoverable amounts but an estimate is included in the disclosure notes to the financial statements amounts.

All other losses are recognised when authorisation has been granted for the recognition thereof.

- 81 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

3.5. Transfers and subsidies Transfers and subsidies are recognised as an expense when the final authorisation for payment is effected on the system (by no later than 31 March of each year).

3.6. Unauthorised expenditure When confirmed unauthorised expenditure is recognised as an asset in the statement of financial position until such time as the expenditure is either approved by the relevant authority, recovered from the responsible person or written off as irrecoverable in the statement of financial performance.

Unauthorised expenditure approved with funding is derecognised from the statement of financial position when the unauthorised expenditure is approved and the related funds are received.

Where the amount is approved without funding it is recognised as expenditure in the statement of financial performance on the date of approval.

3.7. Fruitless and wasteful expenditure Fruitless and wasteful expenditure is recognised as expenditure in the statement of financial performance according to the nature of the payment and not as a separate line item on the face of the statement. If the expenditure is recoverable it is treated as an asset until it is recovered from the responsible person or written off as irrecoverable in the statement of financial performance.

3.8. Irregular expenditure Irregular expenditure is recognised as expenditure in the statement of financial performance. If the expenditure is not condoned by the relevant authority it is treated as an asset until it is recovered or written off as irrecoverable.

4.

Assets 4.1. Cash and cash equivalents Cash and cash equivalents are carried in the statement of financial position at cost.

Bank overdrafts are shown separately on the face of the statement of financial position.

For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts.

4.2. Other financial assets Other financial assets are carried in the statement of financial position at cost.

4.3. Prepayments and advances Amounts prepaid or advanced are recognised in the statement of financial position when the payments are made and are derecognised as and when the goods/services are received or the funds are utilised.

- 82 -

“Building a United Front Against Crime” Prepayments and advances outstanding at the end of the year are carried in the statement of financial position at cost.

4.4. Receivables Receivables included in the statement of financial position arise from cash payments made that are recoverable from another party (including departmental employees) and are derecognised upon recovery or write-off.

Receivables outstanding at year-end are carried in the statement of financial position at cost plus any accrued interest. Amounts that are potentials irrecoverable are included in the disclosure notes.

4.5. Investments The Department does not hold any investments.

4.6. Loans The Department has not advanced any loans to any person or institution during the year under review.

4.7. Inventory The Department does not record consumables in an inventory management system as all inventory purchases are issued immediately to the cost centres for consumption. The Department does not hold any inventory on hand.

4.8. Capital assets 4.8.1.

Movable assets

Initial recognition A capital asset is recorded in the asset register on receipt of the item at cost. Cost of an asset is defined as the total cost of acquisition. Where the cost cannot be determined accurately, the movable capital asset is stated at fair value. Where fair value cannot be determined, the capital asset is included in the asset register at R1.

All assets acquired prior to 1 April 2004 are included in the register R1.

Subsequent recognition Subsequent expenditure of a capital nature is recorded in the statement of financial performance as “expenditure for capital assets” and is capitalised in the asset register of the department on completion of the project.

Repairs and maintenance is expensed as current “goods and services” in the statement of financial performance.

- 83 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

4.8.2.

Immovable assets The Department does not own any immovable assets.

Repairs and maintenance is expensed as current “goods and services� in the statement of financial performance.

5.

Liabilities 5.1. Payables Recognised payables mainly comprise of amounts owing to other governmental entities. These payables are carried at cost in the statement of financial position.

5.2. Contingent liabilities Contingent liabilities are included in the disclosure notes to the financial statements when it is possible that economic benefits will flow from the department, or when an outflow of economic benefits or service potential is probable but cannot be measured reliably.

5.3. Contingent assets This is not applicable for the year under review.

5.4. Commitments Commitments are not recognised in the statement of financial position as a liability or as expenditure in the statement of financial performance but are included in the disclosure notes.

5.5. Accruals Accruals are not recognised in the statement of financial position as a liability or as expenditure in the statement of financial performance but are included in the disclosure notes.

5.6. Employee benefits Short-term employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to the financial statements. These amounts are not recognised in the statement of financial performance or the statement of financial position.

5.7. Lease commitments Finance lease Finance leases are not recognised as assets and liabilities in the statement of financial position.

Finance lease payments are recognised as an expense in the statement of financial performance and are apportioned between the capital and interest portions. The finance lease liability is disclosed in the disclosure notes to the financial statements.

- 84 -

“Building a United Front Against Crime�

Operating lease Operating lease payments are recognised as an expense in the statement of financial performance. The operating lease commitments are disclosed in the disclosure notes to the financial statement.

5.8. Impairment and other provisions Provisions are disclosed when there is a present legal or constructive obligation to forfeit economic benefits as a result of events in the past and it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate of the obligation can be made.

6.

Receivables for departmental revenue Receivables for departmental revenue are disclosed in the disclosure notes to the annual financial statements.

7.

Net Assets 7.1. Capitalisation reserve This is not applicable for the year under review.

7.2. Recoverable revenue Amounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverable from a debtor in the current financial year. Amounts are either transferred to the Provincial Revenue Fund when recovered or are transferred to the statement of financial performance when written-off.

8.

Key management personnel Compensation paid to key management personnel including their family members where relevant, is included in the disclosure notes.

9.

Public private partnerships The Department has not entered into any PPP arrangements.

- 85 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Vote 9 - KZN: Community Safety and Liaison Notes to the Annual Financial Statements for the year ended 31 March 2011 1.

Annual Appropriation 1.1

Annual Appropriation Included are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for National Departments (Voted funds) and Provincial Departments: 2010/11

Programme 1 Programme 2 Total

Final Appropriation R’000 38,630 102,114 140,744

Actual Funds Received R’000 38,630 87,114 125,744

2009/10 Funds not requested/ not received R’000

Appropriation received R’000 35,131 92,507 127,638

15,000 15,000

The decision not to transfer the full funding to the department was taken by Provincial Treasury

2.

Departmental revenue Note

Sales of goods and services other than capital assets Interest, dividends and rent on land Transactions in financial assets and liabilities Departmental revenue collected

2010/11 R’000

2.1 2.2 2.3

2009/10 R’000

43 1 61 105

50 6 4 60

The R61k in 2.3 relates to bursary debts collected from Officials pension payout.

2.1. Sales of goods and services other than capital assets Note 2

2010/11 R’000

Sales of goods and services produced by the department Sales by market establishment Other sales Total

43 24 19 43

2009/10 R’000 50 50 50

2.2. Interest, dividends and rent on land Note 2 Interest Total

- 86 -

2010/11 R’000

2009/10 R’000 1 1

6 6

“Building a United Front Against Crime” 2.3. Transactions in financial assets and liabilities Note 2 Receivables Other Receipts including Recoverable Revenue Total

3.

2010/11 R’000

2009/10 R’000 61 61

4 4

Note

2010/11 R’000 20,844 17 1,117 938 5,156 28,072

2009/10 R’000 20,458 1,019 1,122 611 5,418 28,628

Note

2010/11 R’000

2009/10 R’000

Compensation of employees 3.1. Salaries and Wages

Basic salary Performance award Service Based Compensative/circumstantial Other non-pensionable allowances Total 3.2. Social contributions

Employer contributions Pension Medical Bargaining council Total

Total compensation of employees Average number of employees

2,446 1,068 5 3,519

2,437 1,001 3 3,441

31,591

32,069

107

111

The R17k disclosed for Performance award relates to an interdepartmental claim from a previous financial year for an Official who transferred out of the Department.

- 87 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

4.

Goods and services Note

Administrative fees Advertising Assets less then R5,000 Bursaries (employees) Catering Communication Computer services Consultants, contractors and agency/outsourced services Audit cost – external Fleet services Inventory Operating leases Owned and leasehold property expenditure Transport provided as part of the departmental activities Travel and subsistence Venues and facilities Training and staff development Other operating expenditure Total

4.1

4.2 4.3 4.4 4.5 4.6 4.7

4.8

2010/11 R’000 4 2,633 69 45 5,340 544 23,298 1,561 1,095 8,006 3,555 1,298 2,939 4,656 5,867 504 34,055 95,469

2009/10 R’000 12 6,118 56 86 415 3,022 848 13,782 1,720 1,005 5,929 4,555 1,375 3,456 5,253 15,999 756 27,037 91,424

Expenditure of R2,192m included in Goods and Services relates to uniforms purchased and transport costs for volunteers in their contribution to safety to the FIFA World Cup. 4.1. Assets less than R5,000 Note 4

2010/11 R’000

2009/10 R’000

Tangible assets Machinery and equipment

69

56

Total

69

56

2010/11 R’000 544 -

2009/10 R’000 813 35

544

848

4.2. Computer services Note 4 SITA computer services External computer service providers Total

- 88 -

“Building a United Front Against Crime” 4.3. Consultants, contractors and agency/outsourced services Note 4

2010/11 R’000 8,670 33 14,595 -

2009/10 R’000 1,970 1,221 3,473 7,118

23,298

13,782

Note 4

2010/11 R’000 1,561 1,561

2009/10 R’000 1,720 1,720

Note 4

2010/11 R’000 91 2,680 5,235 8,006

2009/10 R’000 61 2,440 3,045 383 5,929

Note 4

2010/11 R’000 205 1,093 1,298

2009/10 R’000 177 731 467 1,375

Note 4

2010/11 R’000 4,656 4,656

2009/10 R’000 5,150 103 5,253

Business and advisory services Legal costs Contractors Agency and support/outsourced services Total 4.4. Audit cost – External

Regularity audits Total 4.5. Inventory

Food and food supplies Other consumable materials Stationery and printing Medical supplies Total 4.6. Property payments

Municipal services Property maintenance and repairs Other Total 4.7. Travel and subsistence

Local Foreign Total

- 89 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

4.8. Other operating expenditure Note 4 Resettlement costs Other Total

5.

2010/11 R’000 34,055 34,055

2009/10 R’000 27 27,010 27,037

Payments for financial asset Note

Other material losses written off Total

2010/11 R’000

5.1

18 18

2009/10 R’000 99 99

5.1. Other material losses written off Note 5

2010/11 R’000

Nature of losses Vehicle accidents and Sundry Salary deduction accounts Total

6.

2009/10 R’000 18 18

99 99

Annex 1A

7 7

2009/10 R’000 351 351

Note

2010/11 R’000 1,248 1,248

2009/10 R’000 1,329 1,329

853 853 2,101

1,329

Transfers and subsidies Note

Households Total

2010/11 R’000

R7k relates to an injury on duty claim

7.

Expenditure for capital assets

Tangible assets Machinery and equipment Software and other intangible assets Computer software Total

- 90 -

26

26

“Building a United Front Against Crime” 7.1. Analysis of funds utilised to acquire capital assets – 2010/11 Voted funds R’000 Tangible assets Machinery and equipment Software and other intangible assets Computer software Total

Aid assistance R’000

Total R’000

1,248

-

1,248

853

-

853

2,101

-

2,101

7.2. Analysis of funds utilised to acquire capital assets – 2009/10 Voted funds R’000

Aid assistance R’000

Total R’000

Tangible assets Machinery and equipment

1,329

-

1,329

Total

1,329

-

1,329

-

2009/10 R’000 679 (679) -

-

2009/10 R’000 87 (87) (87)

8.

Unauthorised expenditure 8.1. Reconciliation of unauthorised expenditure Note

2010/11 R’000

Opening balance Unauthorised expenditure – discovered in current year Unauthorised expenditure awaiting authorisation / written off

9.

Fruitless and wasteful expenditure 9.1. Reconciliation of fruitless and wasteful expenditure Note

2010/11 R’000

Opening balance Less: Amounts condoned Current

10. Cash and cash equivalents Note Cash on hand Cash with commercial banks (Local) Total

2010/11 R’000

2009/10 R’000 5 5

5 2,211 2,216

- 91 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

11. Receivables

Claims recoverable Staff debt Other debtors Total

Note 11.1 Annex 3 11.2 11.3

R’000 Less than one year 242 18 260

2010/11 R’000 R’000 One to Older three than three years years 12 40 52

R’000

2009/10 R’000

Total

Total

11 30 41

254

12

69 30 353

98 47 157

11.1. Claims recoverable Note 11

2010/11 R’000 254 254

2009/10 R’000 12 12

Note 11

2010/11 R’000

2009/10 R’000

Provincial departments Total 11.2. Staff debt

Sal: Tax debt Debt account Total

33 36 69

23 75 98

11.3. Other debtors Note 11 Sal: medical aid Bright ideas (supplier overpayment) Sal: income tax Total

2010/11 R’000

2009/10 R’000 12 18 30

17 12 18 47

2010/11 R’000 2,366 11,558 (15,000) (2,366) (3,442)

2009/10 R’000 507 2,366 (507) 2,366

12. Voted funds to be surrendered to the Revenue Fund Note Opening balance Transfer from statement of financial performance Voted funds not requested/not received Paid during the year Closing balance R15m voted funds were not received in 2010/11

- 92 -

1.1

“Building a United Front Against Crime” 13. Departmental revenue and NRF Receipts to be surrendered to the Revenue Fun Note Opening balance Transfer from Statement of Financial Performance Paid during the year Closing balance

2010/11 R’000

2009/10 R’000

4 105 (46) 63

4 60 (60) 4

14. Bank Overdraft Note Overdraft with commercial banks (Local) Total

2010/11 R’000 3,714 3,714

2009/10 R’000 -

At 31 March the departments bank balance was a positive R1,6m. Outstanding payments of R5,6m offset against the bank account which resulted in the reported overdraft. R15m of the voted funds was not received from Provincial Treasury at year end.

15. Payables – current Note Other payables Total

15.1

2010/11 Total 20 20

2009/10 Total

2010/11 R’000

2009/10 R’000

-

15.1. Other payables Note 15 Other payables Total

15

20 20

-

- 93 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

16. Net cash flow available from operating activities Note Net surplus/(deficit) as per Statement of Financial Performance Add back non cash/cash movements not deemed operating activities (Increase)/decrease in receivables – current (Increase)/decrease in prepayments and advances (Increase)/decrease in other current assets Increase/(decrease) in payables – current Expenditure on capital assets Surrenders to Revenue Fund Voted funds not requested/not received Net cash flow generated by operating activities

2010/11 R’000 11,663 (15,487)

2009/10 R’000 2,426 1,537

(196) 20 2,101 (2,412) (15,000) (3,824)

12 11 766 (14) 1,329 (567) 3,963

17. Reconciliation of cash and cash equivalents for cash flow purposes Note Consolidated Paymaster General account Cash on hand Cash with commercial banks (Local) Total

- 94 -

2010/11 R’000 5 (3,714) (3,709)

2009/10 R’000 5 2,211 2,216

“Building a United Front Against Crime” Vote 9 - KZN: Community Safety and Liaison Disclosure Notes to the Annual Financial Statements for the year ended 31 March 2011 These amounts are not recognised in the Annual Financial Statements and are disclosed to enhance the usefulness of the Annual Financial Statements.

18. Contingent liabilities and contingent assets 18.1. Contingent liabilities Note Liable to Housing loan guarantees

Nature Employees

Claims against the department Other departments (interdepartmental unconfirmed balances) Total

Annex 2A Annex 2B Annex 4

2010/11 R’000

2009/10 R’000 90

90

370

1,004

226 686

226 1,320

Claims against the Department has reduced due to cases being finalised

19. Commitments Note

2010/11 R’000

2009/10 R’000

Current expenditure Approved and contracted

2,380

15,776

Total Commitments

2,380

15,776

No commitments are longer than a year

20. Accruals 2010/11 R’000

2009/10 R’000

Listed by economic classification Goods and services Capital assets Total

30 Days 30+ Days 2,414 196 46 49 2,430 245 Note

Administration Civilian Oversight Total

Total 2,610 65 2,675

Total 464 464

2010/11 R’000 819 1,856 2,675

2009/10 R’000 275 189 464

Accruals for Capital assets resulted from a system problem interfacing from Hardcat into BAS

- 95 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Note Confirmed balances with other departments Total

Annex 4

2010/11 R’000 217 217

2009/10 R’000

2010/11 R’000 1,246 594 1,237 169 3,246

2009/10 R’000 1,116 266 1,167 62 2,611

-

21. Employee benefits Note Leave entitlement Service bonus (Thirteenth cheque) Capped leave commitments Other Total

The leave entitlement and capped leave balances as disclosed above include negative balances. The negative balance totals R48k Other includes Acting allowances and 1% notch increment

22. Lease commitments 22.1. Operating leases expenditure

Specialised military equipment 2010/11 R’000 Not later than 1 year Later than 1 year and not later than 5 years Total lease commitments -

2009/10 Not later than 1 year Later than 1 year and not later than 5 years Total lease commitments

- 96 -

Specialised military equipment R’000 -

Buildings and other Machinery fixed and Land structures equipment R’000 R’000 R’000 136 83 219

Total R’000 136 83 219

Buildings and other Machinery fixed and Land structures equipment R’000 R’000 R’000 1,367 138 109 1,367 247

Total R’000 1,505 109 1,614

“Building a United Front Against Crime” 22.2. Finance leases expenditure

2010/11 Not later than 1 year Later than 1 year and not later than 5 years Total lease commitments Total present value of lease liabilities

2009/10

Specialised military equipment R’000 -

Specialised military equipment R’000

Buildings and other fixed structures R’000

Land R’000 -

Land R’000

Buildings and other fixed structures R’000

Not later than 1 year Later than 1 year and not later than 5 years Total lease commitments Total present value of lease liabilities

Machinery and equipment R’000 3 1,952 1,955 1,955

Machinery and equipment R’000 3,012 1,336 4,348 4,348

Total R’000 3 1,952 1,955 1,955

Total R’000 3,012 1,336 4,348 4,348

Note: Finance lease relates to cellphone contracts.

23. Irregular expenditure 23.1. Reconciliation of irregular expenditure Note Opening balance Current year Irregular expenditure awaiting condonation Analysis of awaiting condonation per age classification Prior years Current year Total

2010/11 R’000 4,827 6,354 11,181

2009/10 R’000 4,827 4,827

4,827 6,354

4,827 -

11,181

4,827

Tax clearance certificates – R654k Competitive bidding process – R3397k Goods & Services – contracts – R2303k

- 97 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

24. Key management personnel No. of Individuals Political office bearers (provide detail below) Officials: Level 15 to 16 Level 14 (incl. CFO if at a lower level) Total

1 2

2010/11 R’000

2009/10 R’000

1,421 1,650 3,071

1,401 1,618 3,019

25. Impairment and other provisions Note Impairment Debtors Other Total

2010/11 R’000

2009/10 R’000

36 453 489

34 34

26. Movable Tangible Capital Assets MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011 Opening Curr Year Additions Disposals Closing balance Adjustments Balance to prior year balances R’000 R’000 R’000 R’000 R’000 MACHINERY AND EQUIPMENT 8,533 1,313 9,846 Transport assets 4,200 4,200 Computer equipment 1,939 1,024 2,963 Furniture and office equipment 2,394 2,394 Other machinery and equipment 289 289 TOTAL MOVABLE TANGIBLE CAPITAL ASSETS

- 98 -

8,533

-

1,313

-

9,846

“Building a United Front Against Crime” 26.1 Additions ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011 Cash Non-cash (Capital Work Received Total in Progress current, not current costs paid and finance (Paid current lease year, received payments) prior year) R’000 R’000 R’000 R’000 R’000 MACHINERY AND EQUIPMENT Transport assets Computer equipment Furniture and office equipment

1,248

TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS

1,248

-

-

959 289 -

-

65 65 -

1,313

65

1,313

1,024 289

26.2. Movement for 2009/10 MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010 Opening Additions Disposals Closing balance balance R’000 R’000 R’000 R’000 MACHINERY AND EQUIPMENT Transport assets Computer equipment Furniture and office equipment

7,204 3,096 1,738 2,370

1,329 1,104 201 24

-

8,533 4,200 1,939 2,394

TOTAL MOVABLE TANGIBLE ASSETS

7,204

1,329

-

8,533

- 99 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

26.3. Minor assets MINOR ASSETS OF THE DEPARTMENT AS AT 31 MARCH 2011 Specialised Intangible Heritage Machinery Biological Total military assets assets and assets assets equipment R’000 R’000 R’000 R’000 R’000 R’000 Opening balance 2,205 - 2,205 Additions 80 80 TOTAL 2,285 - 2,285 Specialised military assets Number of R1 minor assets Number of minor assets at cost TOTAL NO OF MINOR ASSETS

Intangible Heritage Machinery Biological assets assets and assets equipment 1,207 1,629 2,836 -

Total

1,207 1,629 2,836

MINOR ASSETS OF THE DEPARTMENT AS AT 31 MARCH 2011 Specialised Intangible Heritage Machinery Biological Total military assets assets and assets assets equipment R’000 R’000 R’000 R’000 R’000 R’000 Minor Assets 2,205 - 2,205 TOTAL 2,205 - 2,205 Specialised military assets Number of minor assets at cost TOTAL NO OF MINOR ASSETS

Intangible Heritage Machinery Biological Total assets assets and assets equipment 2,514 - 2,514 2,514 - 2,514

27. Intangible Capital Assets MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011 Opening Current Year Additions Disposals Closing balance Adjustments Balance to prior year balances R’000 R’000 R’000 R’000 R’000 Computer Software

-

-

853

-

853

TOTAL INTANGIBLE CAPITAL ASSETS

-

-

853

-

853

- 100 -

“Building a United Front Against Crime” 27.1. Additions ADDITIONS TO INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011 Cash Non-Cash (Development Received current Total work in year, not paid progress – (Paid current current costs) year, received prior year) R’000 R’000 R’000 R’000 R’000 COMPUTER SOFTWARE

853

-

-

-

853

TOTAL ADDITIONS TO INTANGIBLE CAPITAL ASSETS

853

-

-

-

853

- 101 -

- 102 -

Roll Overs R’000 -

TOTAL

Received in kind Old Mutual Jailbreak Maccaya Communication Abaphumeleli cleaning company Ms H Mhlaba Exquisite catering Subtotal

NAME OF ORGANISATION Received in cash CHM Vuwani CSL - Senior Managers donation Public eye Subtotal

Total Available R’000

T-shirts, medals and Health screening assessment 100 Powerade, still water and oranges Sound system and DJ Pap and salads 100 braai packs Snacks

NATURE OF GIFT, DONATION OR SPONSORSHIP

-

Adjustments R’000

TRANSFER ALLOCATION

Annexure 1B Statement of Gifts, Donations and Sponsorships Received

HOUSEHOLDS Transfers Severance Pay IOD Total

Adjusted Appropriation Act R’000

Annexure 1A Statement of Transfers to Households

Vote 9 - KZN: Community Safety and Liaison Annexures

-

7 7

2010/11 R’000

-

-

-

2009/10 R’000

24

3 1 10 1 4 1 20

1 1 2 4

351 351

EXPENDITURE 2009/10 % of Available Actual funds Appropriation Transfer Transferred Act R’000 % R’000

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

TOTAL

Guarantee in respect of Housing

R’000 -

90

Claims against the department

TOTAL

Nature of Liability

-

1,004

1,004

Opening Balance 1 April 2010 R’000

Annexure 2B Statement of Contingent Liabilities as at 31 March 2011

Guarantor institution

Liabilities incurred during the year R’000

-

-

90

-

(634)

(634)

-

Liabilities paid/ Liabilities cancelled/ recoverable reduced during (Provide details the year hereunder) R’000 R’000

-

370

370

Closing Balance 31 March 2011 R’000

-

Opening Guarantees Guarantees Revaluations Closing Guaranteed Realised balance draw repayments/ balance interest for losses not 1 April downs cancelled/ 31 March year ended recoverable 2010 during the reduced/ 2011 31 March i.e. claims year released 2011 paid out during the year R’000 R’000 R’000 R’000 R’000 R’000 R’000 90 90 -

Original guaranteed capital amount

Annexure 2A Statement of Financial Guarantees Issued as at 31 March 2011 – Local

“Building a United Front Against Crime”

- 103 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Annexure 3 Claims Recoverable

Government Entity Department Transport Justice TOTAL

Confirmed balance outstanding 31/03/2011 31/03/2010 R’000 R’000

Unconfirmed balance outstanding 31/03/2011 31/03/2010 R’000 R’000

Total 31/03/2011 31/03/2010 R’000 R’000

12 242

-

-

12 -

12 242

12 -

254

-

-

12

254

12

Annexure 4 Inter-Government Payables

Government Entity

Confirmed balance Unconfirmed balance outstanding outstanding TOTAL 31/03/2011 31/03/2010 31/03/2011 31/03/2010 31/03/2011 31/03/2010 R’000 R’000 R’000 R’000 R’000 R’000

Departments Current Health Transport Provincial Treasury Office of the Premier

14 4 41 158

-

226 -

1 225 -

14 230 41 158

1 225 -

Subtotal

217

-

226

226

443

226

- 104 -

“Building a United Front Against Crime�

PART 4: HUMAN RESOURCE MANAGEMENT HR OVERSIGHT - APRIL 2010 to MARCH 2011 - KwaZulu-Natal Community Safety and Liaison TABLE 1.1 - Main Service for Service Delivery Improvement and Standards Main Services

Actual Potential Customers Customers

To evaluate police service delivery and compliance with National Policy standards and make recommendations for redress.

To address service delivery complaints against the police to support the raising of service standards.

To enhance the capacity of community police structures to improve co-operation between the police and the community.

Communities, Community Policing Forums , South African Police Service, Media

Communities, Community Policing Forums , South African Police Service, Media, Independent Complaints Directorate, Employees, National Minister of Safety and Security, The Premier and Provincial Executive Council

To develop and execute social crime prevention programmes at Provincial and Local level.

Standard Actual of Service Achievement against Standards Assess crime reports and crime trends monthly.

12 monthly trend analysis reports completed

Announced and unannounced police station visits monthly.

Review compliance with national tar Review compliance with national targets on equity gets on equity 72 police stations evaluated with 10% physical visits

14 visits conducted at SAPS stations

4 quarterly meeting scheduled with SAPS

73 Stations evaluated for the current year-with physical visits

TABLE 1.2 - Consultation Arrangements for Customers Type of Arrangement

Actual Customer

Potential Customer

Izimbizo

Communities

Independent Complaints Directorate

Bi-lateral meetings with Department Station visits through Portfolio Committee meetings Cabinet clusters

Community Policing Forums South African Police Service

Staff

Premier and Provincial Executive Council

National Minister of Safety and Security

Media

Actual Achievements 26 Stakeholder meetings were held and 19 peace building interventions completed Regular meetings with CPF structures held The Portfolio Committee with Departmental Officials visited SAPS stations

- 105 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

TYPE OF ARRANGEMENT

ACTUAL CUSTOMER Premier and Provincial Executive Council

POTENTIAL CUSTOMER

ACTUAL ACHIEVEMENTS

National Minister of Safety The Department attends the G and Security and A, JCPS, Economic and Social Clusters

TABLE 1.3 - Service Delivery Access Strategy ACCESS STRATEGY

ACTUAL ACHIEVEMENTS

Staff undergoing training in Zulu

Staff members have attended elementary training program in ZULU Awareness creation (booklets of services offered in all The Department has published several booklets languages and include departmental contact details) for distribution to communities Constant appeals for increased budget from Treasury The Department has made regular presentations to PT requesting additional funds at MTEC hearings

TABLE 1.4 - Service Information Tool TYPE OF INFORMATION TOOL All information to be made available in all languages All information to be made available in all languages Establish a help desk at Head Office to include all information about departmental services

Service Commitment Charter will be published.

ACTUAL ACHIEVEMENTS Most of the publications are printed in English while some are printed in Zulu as well The Department has a help desk managed by our Communications team Customer surveys are collated after community consultative meetings and appropriate action plans are implemented through the core programs of the Department The Department’s service charter is included in the provincial service charter publised by the Office of the Premier

TABLE 1.5 - Complaint Mechanism COMPLAINT MECHANISM Development and implementation of a Complaints Policy Resolve complaints within stipulated time-frames.

ACTUAL ACHIEVEMENTS

The directorate has an approved complaints policy 404 complaints received from clients have been processed Complaints procedure available on website.

The Department has an updated website with all contact details Frontline teams to demonstrate that they have analysed The Complaints Management teams have and used complaints made to improve service delivery incorporated community issues into their stakeholder participation forum meetings

- 106 -

14,270 17,321 31,591

129,186

Compensation of Employees Expenditure (R’000)

33,230 95,956

Total Voted Expenditure (R’000)

Lower skilled (Levels 1-2) Skilled (Levels 3-5) Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) Senior management (Levels 13-16) Contract (Levels 1-2) Contract (Levels 3-5) Contract (Levels 6-8) Contract (Levels 9-12) Abnormal Appointment TOTAL

Salary Bands

27 2,174 3,618 15,667 7,081 515 503 1,179 517 310 31591

Compensation of Employees Cost (R’000)

0 0 0 0 0 0 0 0 0 0 100

Percentage of Total Personnel Cost for Department

0

0 0 0

0 0

0 144,933 212,824 447,629 786,778 30,294 0 117,900 258,500 14,762 250722

Average Compensation Cost per Employee (R)

24

31591

Total Personnel Cost for Department including Goods and Transfers (R’000)

301

0 15 17 35 9 17 0 10 2 21 126

Number of Employees

105

Average Employment Compensation of Employees Cost per Employee (R’000) 11 137 50 13 165 55

Training Professional Compensation Expenditure and Special of Employees as (R’000) Services (R’000) percent of Total Expenditure

TABLE 2.2 - Personnel costs by Salary band

Ksl: Administration Ksl: Civilian Oversight Z=Total as on Financial Systems (BAS)

Programme

TABLE 2.1 - Personnel costs by Programme

“Building a United Front Against Crime”

- 107 -

- 108 -

25782

TOTAL

81.6

80.6 82.4

SALARIES AS % OF PERSONNEL COST

0

0 0

OVERTIME (R’000)

0

0 0

OVERTIME AS % OF PERSONNEL COST

384

227 157

HOA (R’000)

1.2

1.6 0.9 1067

565 502

Lower skilled (Levels 1-2) Skilled (Levels 3-5) Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) Senior management (Levels 13-16) Contract (Levels 1-2) Contract (Levels 3-5) Contract (Levels 6-8) Contract (Levels 9-12) Abnormal Appointment TOTAL

SALARY BANDS

31591

14270 17321

63 66.8 70.5 67.4 84.3 99.2 99.8 98.9 100 99.7 74

12485

6232

515 502 1178 517 310 25782

0 0 0 0 0 0

0

0

0 0 0

0 0 0 0 0 0

0

0

0 0 0

0 0 0 0 0 384

0

98

2 140 144

0 0 0 0 0 1.1

0

0.5

7.4 6.4 3.9

0 0 0 0 0 1067

67

427

2 255 316

0 0 0 0 0 3.1

0.9

2.3

7.4 11.7 8.7

519 503 1191 517 311 34820

7393

18533

27 2176 3650

SALARIES OVERTIME OVERTIME HOA HOA MEDICAL MEDICAL TOTAL AS % OF (R’000) AS % OF (R’000) AS % OF ASS. ASS. AS PERSONNEL PERSONNEL PERSONNEL PERSONNEL (R’000) % OF COST PER COST COST COST PERSONNEL SALARY COST BAND (R’000)

17 1453 2573

SALARIES (R’000)

3.4

4 2.9

HOA MEDICAL MEDICAL TOTAL AS % OF ASS. ASS. AS % OF PERSONNEL PERSONNEL (R’000) PERSONNEL COST PER COST COST PROGRAMME (R’000)

TABLE 2.4 - Salaries, Overtime, Home Owners Allowance and Medical Aid by Salary Band

11503 14279

SALARIES (R’000)

Administration Civilian oversight

PROGRAMME

TABLE 2.3 - Salaries, Overtime, Home Owners Allowance and Medical Aid by Programme

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

“Building a United Front Against Crime�

TABLE 3.1 - Employment and Vacancies by Programme at end of period Programme

Number of Number Vacancy Posts of Posts Rate Filled

Administration, Permanent Civilian oversight, Permanent TOTAL

62 64 126

50 55 105

Number of Posts Filled Additional to the Establishment

19.4 14.1 16.7

13 18 31

TABLE 3.2 - Employment and Vacancies by Salary Band at end of period Salary Band

Skilled (Levels 3-5), Permanent Highly skilled production (Levels 6-8), Permanent Highly skilled supervision (Levels 9-12), Permanent Senior management (Levels 13-16), Permanent Contract (Levels 1-2), Permanent Contract (Levels 6-8), Permanent Contract (Levels 9-12), Permanent TOTAL

Number Number Vacancy of Posts of Posts Rate Filled

Number of Posts Filled Additional to the Establishment

18 19

15 15

16.7 21.1

0 0

41

35

14.6

0

15

9

40

0

19 12 2 126

17 12 2 105

10.5 0 0 16.7

17 12 2 31

- 109 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

TABLE 3.3 - Employment and Vacancies by Critical Occupation at end of period CRITICAL OCCUPATIONS

Administrative related, Permanent Communication and information related, Permanent Finance and economics related, Permanent Financial and related professionals, Permanent Financial clerks and credit controllers, Permanent Food services aids and waiters, Permanent Head of department/chief executive officer, Permanent Human resources & organisational development related professionals, Permanent Human resources clerks, Permanent Human resources related, Permanent Information technology related, Permanent Legal related, Permanent Messengers porters and deliverers, Permanent Other administration & related clerks and organisers, Permanent Other administrative policy and related officers, Permanent Secretaries & other keyboard operating clerks, Permanent Senior managers, Permanent TOTAL

- 110 -

NUMBER NUMBER VACANCY OF POSTS OF POSTS RATE FILLED

NUMBER OF POSTS FILLED ADDITIONAL TO THE ESTABLISHMENT

53 4

49 3

7.5 25

23 2

4

4

0

0

3

3

0

0

2

2

0

0

1

1

0

1

1

1

0

0

4

2

50

0

3 1 3

3 1 2

0 0 33.3

2 0 2

1 1

1 0

0 100

0 0

6

6

0

0

8

7

12.5

1

16

12

25

0

15 126

8 105

46.7 16.7

0 31

19 12 1 18 19 42 10 4 1 126

0 0 0 2 0 0 0 0 0 2

0 0 0 11.1 0 0 0 0 0 1.6

0 0 0 1 0 0 0 0 0 1

Number Number % of Posts Number of of Jobs Evaluated of Posts Posts Evaluated Upgraded 0 0 0 50 0 0 0 0 0 50

% of Upgraded Posts Evaluated 0 0 0 0 0 0 0 0 0 0

Number of Posts Downgraded

1 0 1 0

African 0 0 0 0

0 0 0 0

Asian Coloured 0 0 0 0

White 1 0 1 0

Total

0 0 0 0 0 0 0 0 0 0

% of Downgraded Posts Evaluated

Head: Community Safety and Liaison Complaints Monitor Total Percentage of Total Employment

Occupation 1 1 2 1.90

15 11

16 12

Number of Job Remuneration Employees Evaluation Level Level

Premier upgraded salary level Retention of Service

Reason for Deviation

TABLE 4.3 - Employees whose salary level exceed the grade determined by Job Evaluation [i.t.o PSR 1.V.C.3]

Female Male Total Employees with a Disability

Beneficiaries

TABLE 4.2 - Profile of employees whose positions were upgraded due to their posts being upgraded

Contract (Levels 1-2) Contract (Levels 6-8) Contract (Levels 9-12) Skilled (Levels 3-5) Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) Senior Management Service Band A Senior Management Service Band B Senior Management Service Band D TOTAL

Salary Band

TABLE 4.1 - Job Evaluation

“Building a United Front Against Crime�

- 111 -

- 112 0 1 1 0

AFRICAN 1 0 1 0

ASIAN

Lower skilled (Levels 1-2), Permanent Skilled (Levels 3-5), Permanent Highly skilled production (Levels 6-8), Permanent Highly skilled supervision (Levels 9-12), Permanent Senior Management Service Band A, Permanent Senior Management Service Band B, Permanent Senior Management Service Band D, Permanent Contract (Levels 1-2), Permanent Contract (Levels 6-8), Permanent Contract (Levels 9-12), Permanent TOTAL

SALARY BAND

0 0 0 0

0 16 17 37 7 2 1 4 12 2 98

0 0 0 0

WHITE

0 0 0 0 0 0 0 15 0 0 15

1 1 2 0

1 0 1 2 1 0 0 0 0 0 5

0 0 5.9 5.4 14.3 0 0 0 0 0 5.1

TERMINATIONS TURNOVER RATE

TOTAL

APPOINTMENTS

COLOURED

EMPLOYMENT AT BEGINNING OF PERIOD (APRIL 2010)

TABLE 5.1 - Annual Turnover Rates by Salary Band

Female Male Total Employees with a Disability

BENEFICIARIES

TABLE 4.4 - Profile of employees whose salary level exceeded the grade determined by job evaluation [i.t.o. PSR 1.V.C.3]

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Administrative related, Permanent Communication and information related, Permanent Finance and economics related, Permanent Financial and related professionals, Permanent Financial clerks and credit controllers, Permanent Food services aids and waiters, Permanent Head of department/chief executive officer, Permanent Human resources & organisational development related professionals, Permanent Human resources clerks, Permanent Human resources related, Permanent Information technology related, Permanent Legal related, Permanent Messengers porters and deliverers, Permanent Other administration & related clerks and organisers, Permanent Other administrative policy and related officers, Permanent Secretaries & other keyboard operating clerks, Permanent Senior managers, Permanent TOTAL

Occupation

10 2 0 0 0 0 0 0 2 0 1 0 0

0 0 0 15

43 1 2 5 2 1 1 3 2 1 2 1 1 5 6 13 9 98

1 5

1

0

0 0 1 0 1 0

1 0 0 0 0 0 0 0

11.1 5.1

7.7

0

0 0 50 0 100 0

2.3 0 0 0 0 0 0 0

Employment Appointments Terminations Turnover at Beginning Rate of Period (April 2010)

TABLE 5.2 - Annual Turnover Rates by Critical Occupation

“Building a United Front Against Crime�

- 113 -

- 114 1 4 0 5

NUMBER

20 80 0 100

Lower Skilled (Salary Level 1-2) Skilled (Salary Level 3-5) Highly Skilled Production (Salary Level 6-8) Highly Skilled Production (Salary Level 9-12) Senior Management (Salary Level 13 and higher) Total

CATEGORY

0

NO OF APPLICATIONS RECEIVED

0

0

0

NO OF NO OF APPLICATIONS PACKAGES SUPPORTED APPROVED BY

BY MPSA DEPARTMENT

1 4 0 5

TOTAL

NO OF APPLICATIONS REFERRED TO THE MPSA

5.1

1 4 0 5

PERCENTAGE PERCENTAGE OF TOTAL OF TOTAL RESIGNATIONS EMPLOYMENT

TABLE 5.4 - Granting of Employee Initiated Severance Packages

Resignations as % of Employment

Death, Permanent Resignation, Permanent Expiry of contract, Permanent TOTAL

TERMINATION TYPE

TABLE 5.3 - Reasons why staff are leaving the department

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Administrative related Communication and information related Finance and economics related Financial and related professionals Financial clerks and credit controllers Food services aids and waiters Head of department/chief executive officer Human resources & organisational development related professionals Human resources clerks Human resources related Information technology related Legal related Messengers porters and deliverers Other administration & related clerks and organisers Other administrative policy and related officers Secretaries & other keyboard operating clerks Senior managers TOTAL

Occupation

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

43 1 2 5 2 1 1 3 2 1 2 1 1 5 6 13 9 98

0 0

0

0

0 0 0 0 0 0

0

0 0

0 0 0

0 0

8 71

12

6

2 1 1 1 0 5

2

0 0

4 3 2

24 0

88.9 72.4

92.3

100

100 100 50 100 0 100

66.7

0 0

200 60 100

55.8 0

Employment Promotions Salary Level Progressions Notch at to another Promotions to another progressions Beginning Salary as a % of Notch within as a % of of Period Level Employment Salary Level Employment (April 2010)

TABLE 5.5 - Promotions by Critical Occupation

“Building a United Front Against Crime�

- 115 -

- 116 0 0 0 0 0 0 0 0

16 17 37 10 4 12 2 98

0

0 0 0

0

0

0 0

71

0 0 0

8

32

14 17

72.4

0 0 0

80

86.5

87.5 100

EMPLOYMENT PROMOTIONS SALARY LEVEL PROGRESSIONS NOTCH TO ANOTHER PROGRESSIONS AT BEGINNING TO ANOTHER PROMOTIONS OF PERIOD SALARY LEVEL AS A % OF NOTCH AS A % OF (APRIL 2010) EMPLOYMENT WITHIN EMPLOYMENT SALARY LEVEL

Legislators, senior officials and managers, Permanent Professionals, Permanent Technicians and associate professionals, Permanent Clerks, Permanent Elementary occupations, Permanent TOTAL

OCCUPATIONAL CATEGORIES

0

1

0

0 0

1

2

4

28

3 0

37

8

1 0

3

3

1

MALE, MALE, MALE, AFRICAN COLOURED INDIAN

46

4 0

31

8

3

2

0 0

0

1

1

44

14 1

20

5

4

4

1 0

2

1

0

7

3 0

3

0

1

55

18 1

25

6

5

2

0 0

1

1

0

105

22 1

57

16

9

MALE, MALE, FEMALE, FEMALE, FEMALE, FEMALE, FEMALE, TOTAL TOTAL WHITE AFRICAN COLOURED INDIAN TOTAL WHITE BLACKS BLACKS

TABLE 6.1 - Total number of Employees (incl. Employees with disabilities) per Occupational Category (SASCO)

Skilled (Levels 3-5), Permanent Highly skilled production (Levels 6-8), Permanent Highly skilled supervision (Levels 9-12), Permanent Senior management (Levels 1316), Permanent Contract (Levels 1-2), Permanent Contract (Levels 6-8), Permanent Contract (Levels 9-12), Permanent TOTAL

SALARY BAND

TABLE 5.6 - Promotions by Salary Band

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

0

0

0

1

0

0

0

0

1

0

2

13

4

2

1

8

7

37

Contract (Professionally qualified), Permanent Contract (Skilled technical), Permanent Contract (Unskilled), Permanent TOTAL

Occupational Bands

0

0

0

0

0

0

6

6

0

0

0

0

Male, Male, Male, African Coloured Indian

8

0

0

0

1

2

4

1

0

Male, Male, Male, African Coloured Indian

TABLE 6.3 - Recruitment

Top Management, Permanent Senior Management, Permanent Professionally qualified and experienced specialists and mid-management, Permanent Skilled technical and academically qualified workers, junior management, supervisors, foremen, Permanent Semi-skilled and discretionary decision making, Permanent Contract (Professionally qualified), Permanent Contract (Skilled technical), Permanent Contract (Unskilled), Permanent TOTAL

Occupational Bands

2

0

0

0

0

0

1

1

0

6

6

0

0

0

0

0

0

Male, Male, Total White Blacks

46

7

8

1

3

7

17

3

0

Male, Male, Total White Blacks

4

0

0

0

1

0

3

0

0

7

1

0

0

1

3

1

0

1

55

10

2

1

12

9

16

4

1

2

0

0

0

0

1

1

0

0

105

17

10

2

15

17

35

8

1

8

8

0

0

0

0

0

0

1

1

0

0

9

9

0

0

0

0

0

0

15

15

0

0

Female, Female, Female, Female, Female, Total African Coloured Indian Total White Blacks

44

9

2

1

10

6

12

4

0

Female, Female, Female, Female, Female, Total African Coloured Indian Total White Blacks

TABLE 6.2 - Total number of Employees (incl. Employees with disabilities) per Occupational Bands

“Building a United Front Against Crime�

- 117 -

- 118 -

0

0

0

0

0

0

0

0

Senior Management, Permanent Professionally qualified and experienced specialists and mid-management, Permanent Skilled technical and academically qualified workers, junior management, supervisors, foremen, Permanent Unskilled and defined decision making, Permanent Contract (Professionally qualified), Permanent

OCCUPATIONAL BANDS

0

0

0

0

0

0

2

0

0

0

0

0

0

0

0

MALE, MALE, MALE, AFRICAN COLOURED INDIAN

0

0

0

0

MALE, MALE, MALE, AFRICAN COLOURED INDIAN

TABLE 6.5 - Terminations

Professionally qualified and experienced specialists and mid-management, Permanent Skilled technical and academically qualified workers, junior management, supervisors, foremen, Permanent Semi-skilled and discretionary decision making, Permanent TOTAL

OCCUPATIONAL BANDS

TABLE 6.4 - Promotions

0

0

0

0

0

0

0

2

0

0

1

0

0

0

MALE, MALE, TOTAL WHITE BLACKS

0

0

0

0

MALE, MALE, TOTAL WHITE BLACKS

0

0

1

0

1

FEMALE, AFRICAN

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

1

0

0

0

0

0

0

1

1

2

1

FEMALE, FEMALE, FEMALE, FEMALE, TOTAL COLOURED INDIAN TOTAL WHITE BLACKS

0

0

0

0

FEMALE, FEMALE, FEMALE, FEMALE, FEMALE, TOTAL AFRICAN COLOURED INDIAN TOTAL WHITE BLACKS

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

0

0

0

0

0

2

0

0

Legislators, Senior Officials and Managers Professionals Technicians and Associate Professionals Clerks Service and Sales Workers Skilled Agriculture and Fishery Workers Craft and related Trades Workers Plant and Machine Operators and Assemblers Elementary Occupations TOTAL Employees with disabilities

Occupational Categories

0

0 0

0 0

0

0

0

0 0 0

2

2 2

1 0

0

0

0

0 7

0 3 0

0

0

0

0 0

2 0

1

0

0 10 0

0

0

0

1 0

4 2

3

0 2 0

0

0

0

0 0

1 0

1

1 23 0

0

0

0

9 0

2 7

4

Female, African

0

0

0

0

2

0

0

0

0

0

5

0

0

0 2 0

0

0

0

1 0

1 0

0

0 3 0

0

0

0

2 0

0 1

0

1 28 0

0

0

0

12 0

3 8

4

0 1 0

0

0

0

1 0

0 0

0

1 41 0

0

0

0

14 0

8 10

8

Female, Female, Female, Female, Total Coloured Indian Total White Blacks

Female, Female, Female, Total Not Indian Total White Available Blacks 0 0 0 0 0

0

0

0

Female, Female, Female, Female, Total Coloured Indian Total White Blacks

Female, Coloured

2

0

0

Female, African

Female, African

1

0

0

Male, Male, Total White Blacks

0

Male, White

2

0

0

Male, Male, Total White Blacks

Male, Total Blacks 0

Male, Male, Male, African Coloured Indian

0

Male, Male, Male, African Coloured Indian

TABLE 6.7 - Skills Development

TOTAL

Disciplinary action

0

0

0

Male, Male, Male, African Coloured Indian

TABLE 6.6 - Disciplinary Action

Contract (Skilled technical), Permanent Contract (Unskilled), Permanent TOTAL

Occupational Bands

“Building a United Front Against Crime�

- 119 -

- 120 0 0 0 0 0 0 0 0 0 0 0

44 37 7 8 4 1 55 46 2 2 105

NUMBER OF TOTAL BENEFICIARIES EMPLOYMENT

0 0 0 0 0 0 0 0 0 0 0

PERCENTAGE OF TOTAL EMPLOYMENT 0 0 0 0 0 0 0 0 0 0 0

COST (R’000)

Skilled (Levels 3-5) Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) Contract (Levels 1-2) Contract (Levels 6-8) Contract (Levels 9-12) TOTAL

SALARY BAND

0 0 0 0 0 0 0

15 16 34 17 12 2 96

NUMBER OF TOTAL BENEFICIARIES EMPLOYMENT

0 0 0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0 0 0

PERCENTAGE COST AVERAGE OF TOTAL (R’000) COST PER EMPLOYMENT BENEFICIARY (R)

0 0 0 0 0 0 0 0 0 0 0

AVERAGE COST PER BENEFICIARY (R)

TABLE 7.2 - Performance Rewards by Salary Band for Personnel below Senior Management Service

African, Female African, Male Asian, Female Asian, Male Coloured, Female Coloured, Male Total Blacks, Female Total Blacks, Male White, Female White, Male TOTAL

DEMOGRAPHICS

TABLE 7.1 - Performance Rewards by Race, Gender and Disability

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

49 3 4 3 2 1 1 2 3 1 2 1 6 7 12 8 105

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Number of Total Beneficiaries Employment

0 0 0 0

0 0 0 0 0

0 0 0 0 0 0 0 0

0 0 0 0

0 0 0 0 0

0 0 0 0 0 0 0 0

Band A Band B Band D TOTAL

SMS Band

0 0 0 0

Number of Beneficiaries

6 2 1 9

Total Employment

0 0 0 0

0 0 0 0

Percentage Cost of Total (R’000) Employment

0 0 0 0

Average Cost per Beneficiary (R)

0 0 0 0

% of SMS Wage Bill

0 0 0 0

Personnel Cost SMS (R’000)

0 0 0 0

0 0 0 0 0

0 0 0 0 0 0 0 0

Percentage Cost Average of Total (R’000) Cost per Employment Beneficiary (R)

TABLE 7.4 - Performance Related Rewards (Cash Bonus) by Salary Band for Senior Management Service

Administrative related Communication and information related Finance and economics related Financial and related professionals Financial clerks and credit controllers Food services aids and waiters Head of department/chief executive officer Human resources & organisational development related professionals Human resources clerks Human resources related Information technology related Legal related Other administration & related clerks and organisers Other administrative policy and related officers Secretaries & other keyboard operating clerks Senior managers TOTAL

Critical Occupations

TABLE 7.3 - Performance Rewards by Critical Occupation

“Building a United Front Against Crime”

- 121 -

- 122 -

0

EMPLOYMENT AT BEGINNING PERIOD

0

PERCENTAGE OF TOTAL

0

EMPLOYMENT AT END OF PERIOD

80 80 82.6

84.4

87

71.4 100 83

10 150 172

256

92

35 14 729

Lower skilled (Levels 1-2) Skilled (Levels 3-5) Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) Senior management (Levels 13-16) Contract (Levels 1-2) Contract (Levels 9-12) TOTAL 11 2 82

7

32

1 14 15

% DAYS WITH NUMBER OF MEDICAL EMPLOYEES CERTIFICATION USING SICK LEAVE

TOTAL DAYS

SALARY BAND

0

0

CHANGE IN EMPLOYMENT

0

PERCENTAGE OF TOTAL

0

TOTAL EMPLOYMENT AT BEGINNING OF PERIOD

0

TOTAL EMPLOYMENT AT END OF PERIOD

0

TOTAL CHANGE IN EMPLOYMENT

13.4 2.4 100

8.5

39

1.2 17.1 18.3

3 7 9

13

8

10 11 11

7 12 728

238

336

2 48 85

82 82 82

82

82

82 82 82

25 14 605

80

216

8 120 142

% OF TOTAL AVERAGE ESTIMATED TOTAL TOTAL NUMBER EMPLOYEES DAYS PER COST NUMBER OF OF DAYS WITH USING SICK EMPLOYEE (R’000) EMPLOYEES MEDICAL LEAVE USING SICK CERTIFICATION LEAVE

PERCENTAGE OF TOTAL

TABLE 9.1 - Sick Leave for Jan 2010 to Dec 2010

TOTAL

MAJOR OCCUPATION

TABLE 8.2 - Foreign Workers by Major Occupation

SALARY EMPLOYMENT PERCENTAGE EMPLOYMENT PERCENTAGE CHANGE IN PERCENTAGE TOTAL TOTAL TOTAL BAND AT BEGINNING OF TOTAL AT END OF OF TOTAL EMPLOYMENT OF TOTAL EMPLOYMENT EMPLOYMENT CHANGE IN PERIOD PERIOD AT AT END OF EMPLOYMENT BEGINNING PERIOD OF PERIOD TOTAL 0 0 0 0 0 0 0 0 0

TABLE 8.1 - Foreign Workers by Salary Band

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

100

77

3

1 2

Lower skilled (Levels 1-2) Skilled (Levels 3-5) Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) Senior management (Levels 13-16) Contract (Levels 1-2) Contract (Levels 6-8) Contract (Levels 9-12) TOTAL

Salary Band

TABLE 9.3 - Annual Leave for Jan 2010 to Dec 2010

100 100

11 66

Skilled (Levels 3-5) Highly skilled supervision (Levels 9-12) TOTAL 26

11 33 77

4 73

16 282 389 732 200 130 128 44 1921

16 18 22 19 20 8 14 22 17

1 16 18 38 10 17 9 2 111

Total Average Number of Days days per Employees Taken Employee who took leave

100

100 100 77

11 66

3

1 2

% Days with Number % of Total Average Estimated Total number Total Medical of Employees Days per Cost of days with number of Employees Certification Employees using Employee (R’000) medical using Disability certification using Disability Leave Disability Leave Leave

Total Days

Salary Band

TABLE 9.2 - Disability Leave (Temporary and Permanent) for Jan 2010 to Dec 2010

“Building a United Front Against Crime”

- 123 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

TABLE 9.4 - Capped Leave for Jan 2010 to Dec 2010 TOTAL AVERAGE AVERAGE NUMBER OF DAYS OF NUMBER CAPPED EMPLOYEES CAPPED OF DAYS LEAVE PER WHO TOOK LEAVE TAKEN PER EMPLOYEE CAPPED TAKEN EMPLOYEE AS AT 31 LEAVE DECEMBER 2010 TOTAL

32

11

11

TOTAL NUMBER OF NUMBER EMPLOYEES OF CAPPED AS AT 31 LEAVE DECEMBER AVAILABLE 2010 AT 31 DECEMBER 2010

3

1183

105

TABLE 9.5 - Leave Payouts REASON

TOTAL AMOUNT (R’000)

Capped leave payouts on termination of service for 2010/11 Current leave payout on termination of service for 2010/11 TOTAL

NUMBER OF EMPLOYEES

AVERAGE PAYMENT PER EMPLOYEE (R)

0

0

0

35

1

35000

49

2

24500

TABLE 10.1 - Steps taken to reduce the risk of occupational exposure UNITS/CATEGORIES OF EMPLOYEES IDENTIFIED TO BE AT HIGH RISK OF CONTRACTING HIV & RELATED DISEASES (IF ANY)

KEY STEPS TAKEN TO REDUCE THE RISK

N/A

TABLE 10.2 - Details of Health Promotion and HIV/AIDS Programmes QUESTION 1. Has the department designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regulations, 2001? If so, provide her/his name and position.

2. Does the department have a dedicated unit or have you designated specific staff members to promote health and well being of your employees? If so, indicate the number of employees who are involved in this task and the annual budget that is available for this purpose.

- 124 -

YES NO

DETAILS, IF YES Mrs FTC Hlela: Manager: Corporate Services

Due to the size of the department HIV/Aids and EAP issues are dealt with by the SDF and DM: HRM. Furthermore, the Department has outsourced the EAP services to a Careways.

“Building a United Front Against Crime�

Question

Yes No

3. Has the department introduced an Employee Assistance or Health Promotion Programme for your employees? If so, indicate the key elements/services of the programme.

4. Has the department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the Public Service Regulations, 2001? If so, please provide the names of the members of the committee and the stakeholder(s) that they represent.

Details, if yes The department offers guidance and assistance on where to go to receive professional help to employees who have EAP related problems via a service provider.

Due to the size of the Department a HRM Committee was established dealing with all HRM issues such as EAP/ HIV & Aids, EE etc) The members are Mr E. Ramsamy (Management), Ms Z. Gumede (Management), Mr I. Nxumalo (Management) ,Mr R. Chetty (Employee Representatives), Mrs N. Madikizela (Employee Representatives), Ms NP Shishaba (Employee Representatives), Mrs NL Boshoff (Employee Representatives) Mrs L. Moodley (Employee Representatives) Ms FTC Hlela (HRM), Mr MG Ferreira (HRM), Mr CS Ngcobo (HRM - Secretariat), Mr MJ Maseko - NEHAWU, Mr R Lil-Ruthan (PSA) When a new policy is developed the department takes into consideration HIV related issues

5. Has the department reviewed the employment policies and practices of your department to ensure that these do not unfairly discriminate against employees on the basis of their HIV status? If so, list the employment policies/practices so reviewed.

6. Has the department introduced measures to protect HIV-positive employees or those perceived to be HIV-positive from discrimination? If so, list the key elements of these measures.

7. Does the department encourage its employees to undergo Voluntary Counselling and Testing? If so, list the results that you have achieved.

8. Has the department developed measures/ indicators to monitor & evaluate the impact of your health promotion programme? If so, list these measures/indicators.

If any employee discriminated against

No feedback has been received from employees.

On a quarterly basis the service provider supplies a detailed report indicating the types of interventions provided to employees and this report is then analysed to determine impact etc of the services offered.

TABLE 11.1 - Collective Agreements Subject Matter

Date

- 125 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

TABLE 11.2 - Misconduct and Discipline Hearings Finalised OUTCOMES OF DISCIPLINARY HEARINGS NUMBER TOTAL

PERCENTAGE OF TOTAL

TOTAL

0

0

0

TABLE 11.3 - Types of Misconduct Addressed and Disciplinary Hearings TYPE OF MISCONDUCT TOTAL

NUMBER 0

PERCENTAGE OF TOTAL 0

TOTAL 0

TABLE 11.4 - Grievances Lodged NUMBER OF GRIEVANCES ADDRESSED TOTAL

NUMBER 0

PERCENTAGE OF TOTAL 0

0

TABLE 11.5 - Disputes Lodged NUMBER OF DISPUTES ADDRESSED

NUMBER

% OF TOTAL

0 0 0

0 0

Upheld Dismissed Total

TABLE 11.6 - Strike Actions STRIKE ACTIONS Total number of person working days lost Total cost(R’000) of working days lost Amount (R’000) recovered as a result of no work no pay

TOTAL 30 12 12

TABLE 11.7 - Precautionary Suspensions PRECAUTIONARY SUSPENSIONS Number of people suspended Number of people whose suspension exceeded 30 days Average number of days suspended Cost (R’000) of suspensions

- 126 -

TOTAL

_ 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

31 18 4 0 0 0 0 0 0 0 0 1 0 57 48 105

Male Clerks Female Male Service and sales workers Female Male Skilled agriculture and fishery workers Female Male Craft and related trades workers Female Male Plant and machine operators and Female assemblers Male Elementary occupations Female Male Gender sub totals Female Male Total

Technicians and associate professionals

Professionals

0 0 0 0

4 7 9 26

Male Female Male Female

0

5

Gender Employment Learnerships

Female

Legislators, senior officials and managers

Occupational Categories

TABLE 12.1 - Training Needs identified

0 3 0 26 22 48

8 4 4 0 0 0 0 0 0 0

5 6 5 9

4

Skills Programmes & other short courses

0 1 0 19 12 31

5 6 1 0 0 0 0 0 0 0

0 7 6 4

1

0 4 0 45 34 79

13 10 5 0 0 0 0 0 0 0

5 13 11 13

5

Other Total forms of training

“Building a United Front Against Crime�

- 127 -

- 128 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

31 18 4 0 0 0 0 0 0 0 0 1 0 57 48 105

Male Female Male Service and sales workers Female Male Skilled agriculture and fishery workers Female Male Craft and related trades workers Female Male Plant and machine operators and Female assemblers Male Elementary occupations Female Male Gender sub totals Female Male Total

Clerks

Technicians and associate professionals

0 0 0 0

4 7 9 26

Male Female Male Female

Professionals

0

5

GENDER EMPLOYMENT LEARNERSHIPS

Female

Legislators, senior officials and managers

OCCUPATIONAL CATEGORIES

TABLE 12.2 - Training Provided

0 1 0 24 19 43

2 4 5 0 0 0 0 0 0 0

4 6 8 5

8

SKILLS PROGRAMMES & OTHER SHORT COURSES

0 1 0 19 12 31

5 6 1 0 0 0 0 0 0 0

0 7 6 4

1

0 2 0 43 31 74

7 10 6 0 0 0 0 0 0 0

4 13 14 9

9

OTHER TOTAL FORMS OF TRAINING

community safety & liaison

Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

“Building a United Front Against Crime�

TABLE 13.1 - Injury on Duty Nature of injury on duty

Number

% of total

2 0 0 0 2

100 0 0 0

Required basic medical attention only Temporary Total Disablement Permanent Disablement Fatal Total

TABLE 14.1 - Report on consultant appointments using appropriated funds Project Title

Total number of consultants that worked on the project

Duration: Work days

1 1

365 2

Careways PTY HR Matters

Total number of projects

Total individual consultants

Careways PTY HR Matters

Contract value in Rand R 50,994 R 57,000

Total duration: Total contract Work days value in Rand

1 1

365 2

R 50,994 R 57,000

TABLE 14.2 - Analysis of consultant appointments using appropriated funds, i.t.o. HDIs Project Title

Careways PTY HR Matters

Percentage Percentage Number of Consultants ownership by management from HDI groups that HDI groups

by HDI groups work on the project 40% 100%

1 2

TABLE 14.3 - Report on consultant appointments using Donor funds Project Title

Total number of consultants that worked on the project

Duration: Work days

Donor and Contract value in Rand

N/A Total number of projects

Total individual consultants

Total duration: Work days

Total contract value in Rand

N/A

TABLE 14.4 - Analysis of consultant appointments using Donor funds, i.t.o. HDIs Project Title

Percentage Percentage Number of ownership by management Consultants from HDI groups

by HDI HDI groups that groups work on the project

N/A

- 129 -

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

PART 5: OTHER INFORMATION Annexure A Approved Organisation and Post Establishment DEPARTMENT OF COMMUNITY SAFETY AND LIAISON PURPOSE: To promote democratic civilian control, oversight and accountability of the police services in KZN. FUNCTIONS: 1. Facilitate synergy and monitor progress of the department in delivering on its strategy and continuously improving quality of operations 2. Oversee the effectiveness and efficiency of police services in KZN. 3. Facilitate good relations between the police and the community and coordinate social crime prevention initiatives.

4. Render management support services.

OFFICE OF THE HOD 1 Head of Department (SL 15) 1 Office Manager: Office of the HOD (SL 11) 1 Senior Administrative Officer (SL 8) 1 Personal Assistant (SL 7) 1 Secretary (SL 5)

INTERNAL CONTROL AND RISK MANAGEMENT DIVISION

DIRECTORATE: SECURITY SERVICES

PURPOSE: To render internal control and risk management services.

PURPOSE: To provide security services to all members of the Department.

FUNCTIONS: 1. Undertake internal investigations.

2. Implement audit plans.

3. Develop and implement a fraud prevention plan.

4. Formulate and implement a risk management strategy.

FUNCTIONS: 1. Provide security service (in terms of NIA).

1 Senior Manager (SL 13) 1 Secretary (SL 5)

1 Assistant Manager (SL 9)

CHIEF DIRECTORATE: GOVERNANCE PURPOSE: Facilitate synergy and monitor progress of the department in delivering on its strategy and continuously improving quality of operations.

FUNCTIONS: 1. Manage cross-cutting issues on a day to day basis and co-ordinate operational activities of the Department and advise HOD on operational matters that may require his/her intervention.

2. Ensure the implementation of strategic priorities and corporate governance in the Department 3. Provide strategic direction, control and management of the special projects and inter-sectoral collaboration directorate 4. Provide strategic direction, control and management of the legal administration support services within the department

1 General Manager (SL 14) 1 Secretary (SL 5) See page 131 of 136

- 130 -

CHIEF DIRECTORATE: MONITORING AND EVALUATION PURPOSE: To oversee the effectiveness and efficiency of police services in KZN. FUNCTIONS: 1. Monitor police service delivery.

2. Evaluate complaints received about the police.

1 General Manager (SL 14) 1 Secretary (SL 5) See page 132 of 136

CHIEF DIRECTORATE: COMMUNITY LIAISON

CHIEF DIRECTORATE: FINANCIAL MANAGEMENT AND CORPORATE SERVICES

PURPOSE: To facilitate good relations between the police and the community and coordinate social crime prevention initiatives.

PURPOSE: Facilitate synergy and monitor progress of the department in delivering on its strategy and continuously improving quality of operations.

FUNCTIONS: 1. Coordinate and promote social crime prevention initiatives and research in the Province.

2. Build the capacity of CPF’s and facilitate the involvement of communities in policing matters.

3. Promote and support victim empowerment.

FUNCTIONS: 1. Establish and maintain appropriate systems (analytical tools, information systems and models or projections of cost behaviour) and policies to ensure effective and efficient management of resources.

2. Provide strategic direction, control and management of the Directorate: Corporate Services (Human Resources, Communications, Information Technology, Facilities) 3. Advise the HOD pertaining to matters that have strategic and financial implications.

4. Support the Head of Department and other senior managers in the execution of their functions in terms of the Public Finance Management Act, 1999 and the Treasury Regulations.

5. Formulate creative solutions to enhance cost effectiveness and efficiency in the delivery of the services and the administration of the Department.

6. Manage the financial and provisioning administration functions of the Department

1 General Manager (SL 14) 1 Secretary (SL 5)

1 Chief Financial Officer (SL 14) 1 Secretary (SL 5)

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“Building a United Front Against Crime�

Annexure B CHIEF DIRECTORATE: GOVERNANCE PURPOSE: Facilitate synergy and monitor progress of the department in delivering on its strategy and continuously improving quality of operations.

FUNCTIONS: 1. Manage cross-cutting issues on a day to day basis and co-ordinate operational activities of the Department and advise HOD on operational matters that may require his/her intervention.

2. Ensure the implementation of strategic priorities and corporate governance in the Department 3. Provide strategic direction, control and management of the special projects and inter-sectoral collaboration directorate 4. Provide strategic direction, control and management of the legal administration support services within the department 1 General Manager (SL 14) 1 Secretary (SL 5)

DIRECTORATE: SPECIAL PROJECTS AND INTER-SECTORAL COLLABORATION

DIRECTORATE: LEGAL ADMINISTRATION SUPPORT

PURPOSE: To undertake special projects and inter-sectoral collaboration.

PURPOSE: To provide legal administration support services.

FUNCTIONS: 1. Develop and maintain corporate strategy.

2. Manage Departmental specific projects and events.

3. Render inter-sectoral services.

FUNCTIONS: 1. Render legal advice to the HOD and the MEC. 2. Interpretation of legislation.

3. Contribute to the drafting and amendment of legislation.

1 Senior Manager (SL 13) 1 Secretary (SL 5)

1 Senior Manager (SL 13) 1 Senior Legal Administration Officer (OSD MR 6) 1 Secretary (SL 5)

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Annexure C CHIEF DIRECTORATE: MONITORING AND EVALUATION PURPOSE: To oversee the effectiveness and efficiency of police services in KZN. FUNCTIONS: 1. Monitor police service delivery.

2. Evaluate complaints received about the police.

1 General Manager (SL 14) 1 Secretary (SL 5)

DIRECTORATE: SERVICE DELIVERY EVALUATION

DIRECTORATE: COMPLAINTS MANAGEMENT

PURPOSE: To monitor and evaluate police efficiency and effectiveness.

PURPOSE: To evaluate and resolve complaints received about the police.

FUNCTIONS: 1. Consult with stakeholder groups on matters relating to policies and community safety.

2. Monitor police programmes in the attainment of police priorities.

3. Ensure compliance with National, Provincial and Local Government policy guidelines.

4. Assess the value and effect of police policy directives.

5. Ensure the implementation of legislation on safety and security.

6. Monitor police services.

FUNCTIONS: 1. Ensure helpdesk operation and effective follow-up of reports.

2. Process/log service delivery complaints against the police.

3. Institute and report on investigations.

1 Senior Manager (SL 13) 7 Service Monitor (SL 11) 1 Administrative Officer (SL 7) 1 Secretary (SL 5)

1 Senior Manager (SL 13) 3 Complaints Monitor (SL 11) 1 Administrative Officer (SL 7) 1 Secretary (SL 5)

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“Building a United Front Against Crime” Annexure D CHIEF DIRECTORATE: COMMUNITY LIAISON PURPOSE: To facilitate good relations between the police and the community and coordinate social crime prevention initiatives.

FUNCTIONS: 1. Coordinate and promote social crime prevention initiatives and research in the Province.

2. Build the capacity of CPF’s and facilitate the involvement of communities in policing matters.

3. Promote and support victim empowerment.

1 General Manager (SL 14) 1 Secretary (SL 5)

DIRECTORATE: SOCIAL CRIME PREVENTION AND RESEARCH

DIRECTORATE: COMMUNITY POLICING

DIRECTORATE: VICTIM EMPOWERMENT

PURPOSE: To coordinate social crime prevention initiatives and research in the Province.

PURPOSE: To build the capacity of CPF’s and facilitate the involvement of communities in policing matters.

PURPOSE: To coordinate social crime prevention initiatives and research in the Province.

FUNCTIONS: 1. Initiate and execute social crime prevention programmes at Provincial and local level in KZN. 2. Develop, consolidate, prioritise and align social crime prevention initiatives and activities with National priorities and strategies.

3. Raise awareness of HIV/AIDS as a crime generating factor.

4. Undertake research on crime, including crime generating effects of HIV/ AIDS and social fabric crime.

FUNCTIONS: 1. Oversee the establishment of community policing forums at all police stations in KZN. 2. Enhance the capacity of the community police structures to improve cooperation between the police and the community.

3. Engage the cooperation of community police structures in supporting local crime prevention initiatives.

4. Spread awareness of HIV/AIDS in the community through the community police forums.

5. Negotiate and resolve conflict between the police and community on matters of policing.

6. Negotiate and resolve conflict between communities.

FUNCTIONS: 1. Assess the establishment of Victim Support Centres and services.

2. Promote special support programmes for Vulnerable Groups.

3. Initiate projects and programmes on gender and equality.

4. Conduct victim centred studies.

1 Senior Manager (SL 13) 1 Social Crime Analyst (SL 12) 3 Social Crime Facilitator (SL 11) 1 Administrative Officer (SL 7) 1 Secretary (SL 5)

1 Senior Manager (SL 13) 7 Community Liaison Officer (SL 11) 1 Administrative Officer (SL 7) 1 Secretary (SL 5)

1 Senior Manager (SL 13) 3 Victim Liaison Officer (SL 11) 1 Administrative Officer (SL 7) 1 Secretary (SL 5)

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Annexure E CHIEF DIRECTORATE: FINANCIAL MANAGEMENT AND CORPORATE SERVICES PURPOSE: To manage financial management and corporate support services.

FUNCTIONS: 1. Establish and maintain appropriate systems (analytical tools, information systems and models or projections of cost behaviour) and policies to ensure effective and efficient management of resources.

2. Provide strategic direction, control and management of the Directorate: Corporate Services (Human Resources, Communications, Information Technology, Facilities) 3. Advise the HOD pertaining to matters that have strategic and financial implications.

4. Support the Head of Department and other senior managers in the execution of their functions in terms of the Public Finance Management Act, 1999 and the Treasury Regulations.

5. Formulate creative solutions to enhance cost effectiveness and efficiency in the delivery of the services and the administration of the Department.

6. Manage the financial and provisioning administration functions of the Department.

1 General Manager (SL 14) 1 Secretary (SL 5)

DIRECTORATE: FINANCIAL MANAGEMENT

DIRECTORATE: CORPORATE SERVICES

PURPOSE: To ensure the financial management of the Department.

PURPOSE: To provide corporate support services.

FUNCTIONS: 1. Manage the implement and maintenance of effective Supply Chain Management System including acquisition and asset Management.

2. Manage the implementation and maintenance of effective Budget and Accounting services systems within the Department.

3. Ensure the effective provision and utilization of budgeted funds.

FUNCTIONS: 1. Render human resource management and development.

2. Render communication services.

3. Render information technology services.

4. Provide auxiliary services.

1 Senior Manager (SL 13) 1 Secretary (SL 5)

1 Senior Manager (SL 13) 1 Secretary (SL 5)

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“Building a United Front Against Crime�

Annexure F DIRECTORATE: FINANCIAL MANAGEMENT PURPOSE: To ensure the financial management of the Department.

FUNCTIONS: 1. Manage the implement and maintenance of effective Supply Chain Management System including acquisition and asset Management.

2. Manage the implementation and maintenance of effective Budget and Accounting services systems within the Department.

3. Ensure the effective provision and utilization of budgeted funds.

1 Senior Manager (SL 13) 1 Secretary (SL 5)

BUDGET AND ACCOUNTING SERVICES SUB-DIRECTORATE

SUPPLY CHAIN MANAGEMENT SUB-DIRECTORATE

PURPOSE: Implement and maintain an effective financial management system.

PURPOSE: To Manager Supply Chain Management.

FUNCTIONS: 1. Render budgetary control.

2. Provide accounting services.

FUNCTIONS: 1. Co-ordinate and control acquisitions services.

2. Co-ordinate and control asset management and logistics.

3. Co-ordination and control performance and compliance services.

4. Rendering advice and guidance to management regarding SCM issues

1 Deputy Manager (SL 11)

1 Deputy Manager (SL 12)

BUDGETARY CONTROL DIVISION PURPOSE: To render budgetary control services.

FUNCTIONS: 1. Prepare the budget and the MTEF (support line function).

2. Control virement requirements.

3. Prepare and submit monthly and annual financial reports.

4. Undertake monthly review of budgets (overs and unders).

1 Assistant Manager (SL 9) 2 State Accountant (SL 7)

ACCOUNTING SERVICES DIVISION

ASSET MANAGEMENT AND LOGISTICS

ACQUISITIONS AND DEMAND MANAGEMENT

PURPOSE: To provide accounting services.

PURPOSE: To provide asset management and logistics services.

PURPOSE: To Render Acquisition Services.

FUNCTIONS: 1. Monitor and control expenditure.

2. Reconcile PERSAL to BAS. 3. Prepare and submit monthly and annual financial statements.

4. Reconcile the interfaces of the various sub-systems, e.g. First Auto; PERSAL; etc.

5. Monitor daily cash flows.

6. Undertake bank reconciliations.

7. Maintain the loss control system.

8. Maintain the general and debtors ledger.

9. Reconcile suspense accounts.

10. Render payroll and voucher control.

11. Reconcile receipts.

1 Assistant Manager (SL 9) 1 State Accountant (SL 7) 2 Accounting Clerk (SL 4)

FUNCTIONS: 1. Maintain departmental assets and asset register.

2. Co-ordinate logistics of receipt of goods and services.

3. Co-ordinate disposal of redundant, obsolete and unserviceable assets.

4. Rendering advice and guidance to management on assets and logistics related matters.

5. Monitor supplier performance.

1 Assistant Manager (SL 10) 1 Administrative Officer (SL 7) 1 Administration Clerk (SL 4)

FUNCTIONS: 1. Manage long term contracts (Price/ Quotation/Bid).

2. Coordinate and control acquisition processes.

3. Management of suppliers.

4. Ensure compliance with BBBEE and other legislation.

1 Assistant Manager (SL 10) 1 Administrative Officer (SL 7) 1 Administration Clerk (SL 4)

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

Annexure G DIRECTORATE: CORPORATE SERVICES PURPOSE: To ensure the financial management of the Department.

FUNCTIONS: 1. Render human resource management and development.

2. Render communication services.

3. Render information technology services.

4. Provide auxiliary services.

1 Senior Manager (SL 13) 1 Secretary (SL 5)

HUMAN RESOURCE MANAGEMENT SUB-DIRECTORATE PURPOSE: To render human resource management and development (including labour relations).

FUNCTIONS: 1. Manage human resource administrative processes.

2. Manage human resource planning, development and policy formulation.

1 Deputy Manager (SL 12)

COMMUNICATION SERVICES SUB-DIRECTORATE PURPOSE: To ensure effective internal and external communications.

PURPOSE: To provide information technology support.

FUNCTIONS: 1. Deal with all media enquiries.

2. Generate internal communication fora to ensure and empowered staff contingent.

3. Market the Department.

FUNCTIONS: 1. Maintain the departmental database.

2. Assist with the development of software applications.

1 Deputy Manager: Communications (SL 12) 1 Communication Liaison Officer (SL 9)

1 Deputy Manager: Information Technology (SL 12)

HUMAN RESOURCE ADMINISTRATION DIVISION PURPOSE: To manage human resource administrative processes.

FUNCTIONS: 1. Process appointments, transfers, exits and translations.

2. Process service conditions.

3. Facilitate performance management and appraisal.

4. Manage advertising of posts.

5. Manage recruitment and selection processes.

6. Render personnel registry services.

7. Audit the post establishment structure.

8. Process documentation for payment of salary.

9. Control deduction allowance account.

10. Control and clear all salary related reports.

11. Implement recovery of salary related debts.

1 Assistant Manager (SL 10) 1 Senior Personnel Practitioner (SL 8) 1 Personnel Officer (SL 5)

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INFORMATION TECHNOLOGY SUPPORT SUB-DIRECTORATE

HUMAN RESOURCE PLANNING, POLICY AND DEVELOPMENT DIVISION PURPOSE: To manage human resource planning, development, training and policy formulation.

FUNCTIONS: 1. Coordinate human resource planning.

2. Coordinate the implementation, monitoring and reviewing of performance management systems.

3. Manage the formulation and implementation of human resource policies.

4. Develop, manage and maintain the Employee Assistance Programme.

5. Develop, and monitor the implementation of the workplace skills plan.

6. Develop and implement a quality assurance system.

7. Manage bursaries and training.

8. Coordinate career development programmes.

9. Formulate and manage the Skills Development Plan.

1 Deputy Manager (SL 11) 1 Skills Development Facilitator (SL 10)

AUXILIARY SERVICES SECTION PURPOSE: To provide auxiliary services.

FUNCTIONS: 1. Provide a general registry service.

2. Render messenger services.

3. Undertake office management services.

4. Provide transportation services and control of vehicles.

1 Assistant Manager (SL 10) 2 Administration Clerk (SL 4) 1 Telephonist (SL 4) 1 Registry Clerk (SL3) 1 Driver/Messenger (SL 3)

“Building a United Front Against Crime” Acronyms AFS AG BUFAC CBO CFO CIDP CPF CSF DCSL DPSA EAP EHWP EPWP FBO FET FIFA FWC GEMS HOD ICD IDP IYDS JCPS MEC MISS NGO PFMA PGDS PSC PVA RAG SANCA SAPS SCM SDE SITA SLA SMS VFF VSCPP

Annual Financial Statements Auditor General Building A United Front Against Crime Church Based Organisation Chief Financial Officer Communities In Dialogue Programme Community Policing Forum Community Safety Forum Department of Community Safety and Liaison Department of Public service and Administration Employee Assistance programme Employee Health and Wellness Programme Expanded Public Works Programme Faith Based Organisation Further Education And Training Federation International De Football Association Football World Cup Government Employees Medical Scheme Head Of Department Independent Complaints Directorate Integrated Development Plan Integrated Youth Development Strategy Justice, Crime Prevention And Security Cluster Member Of Executive Council Minimum Information Security Standards Non Governmental Organisation Public Finance Management Act Provincial Growth and Development Strategy Public Service Commission Public Viewing Area Resource Allocation Guide South African National Council on Alcoholism South African Police Service Supply Chain Management Service Delivery Evaluation State Information technology Agency Service Level Agreement Senior Management Service Victim Friendly Facility Volunteer Social Crime Prevention Project

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

List of Contact details OFFICE Office of the MEC

Office of the HOD

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DESIGNATION Mr T W Mchunu MEC: Transport, Community Safety and Liaison Ms Y E Bacus Head of Department

CONTACT DETAILS Tel: 033-355 8600 Fax: 033-342 8824 Tel: 033-341 9300 Fax:033-342 6345

“Building a United Front Against Crime” NOTES

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community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

NOTES

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“Building a United Front Against Crime”

community safety & liaison Department: Community Safety and Liaison PROVINCE OF KWAZULU-NATAL

179 Jabu Ndlovu Street (Loop Street) Pietermaritzburg, 3201 Private Bag X9143 Pietermaritzburg, 3200 Telphone: +27 (0) 33 341 9300 Facsimile: +27 (0) 33 342 6345 Website: www.kzncomsafety.gov.za PR NUMBER: 102/2011 ISBN NUMBER: 978-0-621-40035-9