Consolidated Report 2004-2009

KWAZULU-NATAL DEPARTMENT OF COMMUNITY SAFETY AND LIAISON UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

5 Year Consolidated Report 2004-2009 “Defending The Weak”

“Defend The Weak”

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

CONTENT S

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Message By MEC Message By HOD

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PART A DEPARTMENTAL FRAMEWORKS

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1.

2.

3.

4.

5.

6.

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Vision, Mission & Values Legal Mandates Broad Policies, Priorities and Strategic Goals Delegations Institutional Arrangements Voted Funds And Aim Of The Vote

PART B OVERVIEW From Zero to Hero Change in Designation New Strategic Focus Relocation of the Department Organizational Review Lead Agent in Community Safety Issues facing safety in the Province Environmental and Service Delivery Challenges and Constraints Emerging Issues

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PART C 34 PROGRAMME PERFORMANCE: ADMINISTRATIVE SUPPORT 1.

2.

3.

4.

5.

6.

7.

8.

Integrated Governance Several Firsts IT Achieves Goals Corporate Services Excels Good Communication Security Co-Ordination Legal Services HIV/AIDS Awareness Programme

34 35 35 35 36 36 36 37

PART D PROGRAMME PERFORMANCE: SERVICE DELIVERY 1.

2.

3.

4.

5.

6.

7.

Service Delivery Evaluation Complaints Management Community Policing Victim Empowerment Social Crime Prevention Special Projects The Way Forward

38 38 42 45 50 54 59 61

PART E ANNEXURES

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

Repor t of the Executive Authority My ideal of a crime free South Africa is, when one day; a young, beautiful girl leaves a night club at 2 am, and walks safely home alone, without fear of being a victim of criminals. It is this ideal I aspire to realize one day. The initiatives we have embarked upon in the fight against crime are geared towards this ideal.

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In 2004 when we came in to power, we said we shall work hard towards the transformation of the police service in the province of KwaZulu-Natal. We set for ourselves a conviction that whilst we work tirelessly to play an oversight role MR. B. H. CELE over police thereby bringing about much needed change, we will also give MEC FOR TRANSPORT, hope to those who have lost all faith in the workings of the law. It is on that COMMUNITY SAFETY AND LIAISON score that we made a commitment that we shall “Defend the Weak” so that the ideals of the Freedom Charter can one day be realized.

The Department of Community Safety and Liaison remains a department whose mandate needs to be continually communicated so as to clear the confusion between itself and the police. The department exists to monitor the police and not to be the police itself. However, as we monitor the police we strive to be proactive in our approach and seek to be partners in the fight against crime rather than a big brother.

We dedicated the past term of governance to realizing the ideal that would see the police in the province truly becoming helpers and protectors of the people. Through the many initiatives that this Department embarked upon, the one common thread to link them was that they all worked to promote good relations and understanding between all involved in the justice, safety and security arena so that the community can regain its trust on our criminal justice system.

In our quest to find sustainable ways to bring about long lasting peace and tolerance in the province, the Department moved mountains and went on study tours in places far and wide. This we did because we know that our people deserve the best standards of life and if the best possible answer to their safety needs lies outside of the province’s borders, then we shall move mountains to get to them. This is important because it has allowed this Department to broaden its scope in the development and the implementation of strategies that would assist us in bringing about change in policing as well as prevent or reduce crime.

Some of the acclaimed initiatives that were born out of these trips include the Communities in Dialogue Programme, and the Volunteer Social Crime Prevention Project. The realization that the fight against crime cannot be won by acting alone but involving all parties in the criminal justice and security arena has seen the Department moving towards the right direction as it began looking at various ways it can employ to include the community and other stakeholders. This was done so that our crime prevention strategies can have a much needed boost, which is general ‘buy-in’ from all interested parties including the community, police, other government departments and justice.

Through the Justice Crime Prevention and Security Cluster that was launched in 2007, we have been able to establish a platform where all involved in the justice, safety and security arena can strategize together because an integrated approach towards the fight against crime will be the winning ticket to get us to our vision of ‘the people of Kwazulu-Natal live in a safe and secure environment’.

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Promotion of good relations between the police has been on the forefront of our efforts to transform policing in the province. Through the Community Policing Directorate, the Department has worked tirelessly to bring about transformation as well as promote relations between, the provincial government through the Department, Police and the community. Community participation is vital; hence we have to always try to find ways to bring them on board in our plans for the future.

The Department has set itself during the term under review to better understand perception and causes about some acts of a criminal nature so as to come up with better strategies to curb them. In this way we have empowered ourselves and the communities on how to prevent and deal with certain acts of crime.

Through the Social Crime Prevention and Research component, the Department has undertaken to find ways to understand crime so as to prevent it. One of the best things we did through this component was to conduct research into crimes such as domestic violence, stock theft and school safety which are of a sensitive nature as they impact negatively on physical, economic and social security of our people.

The plight of young people has been one of the initiatives that we drove vigorously mainly because of the realization that young people are becoming the face of crime in our country, both as perpetrators and victims. It is on that score that the Department has embarked on vigorous campaigns aimed at getting the youth involved in the fight against crime through structures such as Community Policing Forum, youth desks and the VSCPP.

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I am mindful of the fact that there is still much more we can do to win the battle against crime. I am also mindful that this department’s duties call for an increased amount of integrated thinking in how we approach the safety challenges of our people. The work of this department affects and is affected by the work of other departments, hence we will need to fine-tune our integrated approach to planning so that all of us in the criminal justice arena can become accountable and not shift the blame when queries arise.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

MESSAGE BY THE KWAZULU-NATAL HEAD OF DEPARTMENT OF COMMUNITY SAFETY AND LIAISON MS YASMIN BACUS “Don’t tell me it cannot be done; only ask yourself if you have the guts to lead the revolution.

“Dream, create, explore, invent, pioneer, imagine….” - Gary Hamel In March 2005 when I was appointed the Head of Department for Community MS. Y. E. BACUS Safety and Liaison I knew I wanted to make a meaningful contribution to the lives HOD FOR of the people of KwaZulu-Natal. But nothing could have prepared me for the COMMUNITY SAFETY humongous strides we, together with the dedicated members of the Department, AND LIAISON have made.

“Defend The Weak”

Today I proudly reflect on the last 5 years of my administration and can boldly affirm that we have achieved beyond our own expectations and yes, indeed the lives of the people of this province will never be the same.

As the Head of Department I am extremely honoured to present this report to the people of KwaZulu-Natal who have seen us move from nothing to something.

THE REVOLUTION The adoption of the Department’s new motto of “Defending the weak” signaled the dawn of a new dimension towards realizing community safety. Under this banner the Department solidified its efforts of Victim Empowerment by placing emphasis on the rights of victims especially women and children. New fully furnished Victim Friendly Facilities were introduced in police stations to improve the current facilities available at Trauma Centers.

The implementation of the Provincial Justice, Crime Prevention and Security Cluster (JCPS), which was launched in 2007, brought forth a more coordinated approach between all strategic planners in the Criminal Justice Arena for the benefit of our local communities. Joint ‘Siyabonisana – We Inform Each Other’ campaigns developed by the Cluster in partnership with the South African Women’s Lawyers Association (SAWLA) resulted in over 12000 people around the province accessing free legal advice on land rights, maintenance, marriages, divorces, domestic violence, criminal proceedings, social services rights and small claims court matters.

BREAKING NEW GROUND One of the most innovative strategies to fight crime and defend the weak was pronounced by the former Premier the Honourable Sbusiso Ndebele in his State of the Province Address of 2007. The Volunteer Social Crime Prevention Project has already received expressions of support from various sectors of society and is currently being studied for implementation in other provinces.

It is envisaged that this program will lead to a reduction in social crime, a corresponding reduction in the fear of crime and the promotion of KwaZulu-Natal as a safe place for communities, tourists and businesses. This program seeks to employ at least 2100 volunteers by 2010 and beyond. At least 1200 of these young men and women have already been deployed in six district municipalities in the province.

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UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

The Department further went on to resource and empower the structures of the Community Policing Forums through a new age initiative project Thath’ ulwazi. Through this project Community Policing Forum members were skilled in computer literacy and equipped with computers and printers.

CONCLUSION These projects along with a number of key initiatives under the strong leadership of the MEC are a giant leap towards the realization of a safe place for all the people of KZN to live in.

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

PAR T I DEPARTMENTAL FRAMEWORK S 1. VISION, MISSION & VALUES i.

The vision for the Department is to see: ‘The people of KwaZulu-Natal live in a safe and secure environment.’

ii.

The Mission set for the Department is to: ‘Be the lead agency in driving the integration of community safety initiatives, towards a crime-free KwaZulu-Natal.’

iii.

In the fulfillment of its Mission and towards the attainment of its Vision, the Department intends achieving performance excellence through adherence to the following operational values:a)

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b) c) d) e) f) g) h) i) j) k)

Consultation - Asking our clients how the Department can improve its services to meet their needs; 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 spend 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;and Value for Money - Making sure that we make the best use of all the Department’s resources.

Integration of effort - between agencies, local authorities, Government Departments and other stakeholders; Teamwork - working together and building a spirit of co-operation; Knowledge Application - courage to learn, change and innovate; and Professionalism, honesty and integrity.

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2. LEG AL MANDATES A.

In determining the executive function of Provincial Government in relation to safety and security, the following legal documents inform the functions that must receive attention from provinces:-

1.

The South African Constitution, 1996 (Act 108 of 1996), Chapter 11 defines the role of Provincial Government in policing as follows:-

S206 (2) 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.

S206 (3) Each province is entitled to:    

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.

2.

The South African Police Service Act, 1995 (Act 68 of 1995), provides that the Provincial Secretariats must support the Provincial MEC for Community Safety and Liaison by:       

3.

Providing advice; Ensuring civilian oversight of the South African Police Service; Promoting democratic accountability and transparency in the South African Police Service; Providing a legal advisory service; Providing communication and administrative support; Monitoring the implementation of policy of the South African Police Service; and Conducting 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:      

Initiating and co-ordinating social crime prevention programmes; Mobilizing resources for social crime prevention programmes; Co-ordinating a range of provincial functions in order to achieve more effective crime prevention; Evaluating and supporting the social crime prevention programmes at local government level; Implementing and taking joint responsibility for social crime prevention; Establishing crime prevention programmes in areas where local government is poorly resourced or lacks capacity and the establishing of public and private partnerships to support crime prevention.

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Sub-section (4) further stipulates 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.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

B.

4.

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

5.

Firearms Control Act, 2000

6.

KwaZulu-Natal Commissions Act, 1999

7.

Domestic Violence Act, 1998

8.

Children’s Act, 2005

9.

Maintenance Act, 1998

10.

Criminal Procedure Act 1977

Legislation that governs the administrative functions of the Department include the:

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2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

Public Finance Management Act, 1999 Public Service Act, 1994 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

3. BROAD POLICIES, PRIORITIES AND S TRATEGIC GOAL S 1.

The Provincial Cabinet identified priority areas that all departments must promote towards the attainment of positive growth and development in the Province. These are:-

(a) (b) (c) (d) (e) (f)

Strengthen governance and service delivery; Integrate investment in community infrastructure; Promote sustainable economic development and job creation; Develop human capability; Implement a comprehensive provincial response to HIV/AIDS; and Fight poverty and protect vulnerable groups in society.

Although these Provincial Priority Areas may not appear as strategic goals for the Department, the effect of this Department’s output on these priority areas will become evident in the reporting of the line function components.

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2.

Flowing from the identified mandates and based on the strategic direction required by the Department, the following strategic goals and objectives were identified:-

2.1

Strategic Goal: Promote democratic accountability and transparency in the police service and direct the South African Police Service towards effectively addressing provincial needs and priorities.

Strategic Objectives:1.

2.

3.

2.2

Evaluate police service delivery and compliance with national policy standards and make recommendations for redress where required.

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

Assess the effectiveness of visible policing in the province.

Strategic Goal: To promote good relations and establish partnerships between the police and the communities.

Strategic Objectives:1.

3.

2.3

Strategic Goal: To facilitate the development and co-ordination of social crime prevention initiatives.

Strategic Objectives:1.

2.

3.

2.4

Develop and 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.

Strategic Goal: To promote and support Victim Empowerment.

Strategic Objectives:1.

2.

3.

Promote the establishment of a Victim Support Network.

Promote special support programmes for victims.

Raise the awareness of protective rights among vulnerable groups.

4. DELEG ATIONS The Department has Human Resource delegations from the MEC to the Head of Department and other officials in terms of the Public Service Act of 1994. There are no other delegations in place from the MEC to the Head of Department and other officials.

The Head of Department has delegated her authority as Accounting Officer in terms of the Public Finance Management Act of 1999 to Senior Managers in respect of the budgets allocated their directorates.

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2.

Oversee the establishment and functioning of community policing forums at all police stations in the province.

Enhance the capacity of the 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.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

5. INT S TITUTION AL ARRANGEMENT S 1.

DEPARTMENTAL COMMITTEES

Departmental management decisions are taken on strategic and operational levels through the following committees: 

ExCo:

The departmental Executive Committee comprising the Head of Department, General Managers, Head of Legal Services, Security Services and Special Projects discusses strategic issues such as matters emanating from the Executive Council and the Portfolio Committee. 

ManCo:

The departmental Management Committee comprising all senior managers discusses operational matters such as service delivery achievements and planning.

In addition the department has established several committees to drive or enhance its operations in terms of its legal frameworks:

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          2.

Bid Adjudication Committee Bid Evaluation Committee Bid Specification Committee Budget Council Fleet Management Committee Bursary Committee Employee Performance Management Moderating Committee EPMDS Appeal Committee Performance Management Committee Human Resources Committee

INTERGOVERNMENTAL RELATIONS FRAMEWORK

a)

b) c) d) e)

The MEC is the Chairperson of the KwaZulu-Natal Justice Crime Prevention & Security (JCPS) Cluster and the Department provides a secretariat to the cluster. The KZN JCPS Cluster is a quarterly coordinating intergovernmental relations forum reporting to the Governance and Administration Cluster of the Executive Council.

The MEC is a member of the Governance and Administration Cluster of the Executive Council and the Head of Department has been appointed as the alternative Chairperson of the Governance & Administration Technical Cluster.

The MEC is a member of the Economic Development Cluster of the Executive Council.

The Department is also represented on the Social Technical Cluster.

The Department submits reports to the Office of the Premier and the Provincial Treasury.

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3.

AIM OF THE VOTE

The main aims of the vote are:       

Promoting democratic accountability and transparency in the police service; Promoting good relations and establish 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.

6. VOTED FUNDS The growth of the budget is evidenced in the following table:

Year

Departmental Budget Budget Prog 1 17,070 48,495 59,360 78,800 109,287

6,830 18,342 23,680 22,507 26,724

10,240 30,153 35,680 56,293 82,563

This growth is graphically illustrated below: Budget

2004/2005 2005/2006 2006/2007 2007/2008 2008/2009

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2004/2005 2005/2006 2006/2007 2007/2008 2008/2009

Prog 2

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

PAR T B OVERVIEW 1. FROM ZERO TO HERO “Dare to reach out your hand into the darkness, to pull another hand into the light” – Norman B Rice.

From darkness unto light, this is the inspirational story of one department’s struggles, challenges and victories in its endeavors to ensure that all the people of KwaZulu-Natal can live in a province and indeed, a country that is safe.

There’s a clarion call to South Africans to unite in their pursuit of building safer communities, where there is peace, security and comfort. In an attempt to respond to that call, which reminded us of the fact that “crime knows no colour, gender, age, political affiliation or religion”, the department through its programmes and initiatives since 2004 sought to address that very issue.

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The scourge of crime continues to bedevil our young democracy and impacts severely on the quality of life of our people.

Without decisive action to curb crime by government through law enforcement agencies in partnership with communities, it could undermine our efforts to ensure that our country is able to realise its social and economic potential.

Our response, as a collective, needed to be well-considered, effectively co-ordinated, comprehensive and sustainable in order to make the envisaged impact.

With the vision of promoting moral regeneration and Ubuntu, restoring family and community values, assisting people who have been in conflict with the law, particularly the youth, and the promotion of multi-agency collaboration against crime, the department overhauled itself from being a department that was merely seen as the South African Police Services “governing body”.

Our conviction of ‘Defending the Weak’ was ever-more a conscience thought as we march further into our democracy.

The dream that one day we will all be safer not only because of what statistics dictate but because we feel safe, will hopefully soon be realized. The dream of living in a South Africa and KwaZulu-Natal where never again will we see injustices of the past perpetrated by those who have more power than others, including domination of women by men, is hopefully not far way.

From a department that completely re-engineered itself with a restructuring exercise in 2004, the fruits of the hardwork and dedication of all departmental members are now being realized. This is a department that not only implemented new mechanisms and tools, but won awards for doing so. The greatest compliment and sanction of our department came when several of our toolkits were chosen and implemented as the national role model. This has become a department that has certainly seized the opportunity to lead!

Despite limited resources initially, the department went on to set new trends and boundaries. The expansion and re-positioning of the department and its appropriate resourcing was an essential first step towards the realization of the full-paced service delivery goals and objectives that have been set for the long-term.

The Department for Community Safety and Liaison has grown from being more than a civilian oversight department over the police. It is now a resource for communities to help steer policing according to people’s needs, thereby improving public confidence and building trust between the police and the community.

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Indeed, immediate success was seen in the past five years, but long-term programmes initiated to ensure we obtain that crime-free, victim empowered society are steadily gaining momentum and making a positive difference in the lives of our citizens.

Soon, through our programmes, safer communities will not be just a dream, but a reality. Huge improvements and results can be seen in policing in the province as the Department acted as a pressure group for improved service delivery to the community. We have also reversed the historical trends of a poor relationship between the SAPS and the Department. We have turned the tide on partnership amongst the security agencies with the explicit and enduring support of the political leadership of this province and with the belief in change by ordinary public servants.

Guided by the core elements of service excellence, openness and transparency, honesty and integrity, teamwork, professionalism, commitment and innovation, the department’s vision of creating a safe and secure environment for the people of KwaZulu-Natal is gaining momentum. Making a difference in our people’s lives, changing and empowering our communities is a giant leap in the right direction.

This report will show how the department was re-built, nurtured and how it flourished in the past five years and it will give insight into the mountains the Department has climbed and the unchartered rivers it still has to cross over the next five years.

2. CHANGE OF THE DESIGN ATION OF THE DEPARTMENT

The Department of Community Safety and Liaison is a unique organization specially created by the South African Constitution, Chapter 11, section 206. The existence of this organization arose out of the history of the brutality and abuse of power of the police structures during apartheid days.

In KwaZulu-Natal, this department first existed in 1997 under the auspices of the Office of the Premier as the Secretariat for Safety and Security. In 1998, this structure was established as an autonomous provincial Department, i.e. the Department of Safety and Security. The mandate of this department as dictated by the Constitution is to:     

Monitor police conduct; Oversee the effectiveness and the 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 To liaise with the Cabinet member responsible for policing with respect to crime and policing in the province.

For many years the department struggled to establish its identity and distinction from other organizations in the province. In some instances it was called the Secretariat and in others, the Department, but it was never properly understood.

The Department has always been confused as being a part of the South African Police Service, whereas, in fact it is a fully autonomous and independent provincial department responsible for overseeing the transformation, effectiveness and efficiency of the police.

The Department name, i.e. the Department of Safety and Security, added to the confusion surrounding our role and existence.

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Following the change in Government in 2004 and the declaration of Pietermaritzburg as the seat of Government for KwaZulu-Natal, growth, development and change became the order of the day. Our department was part of this and thus saw a change of our designation.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

It was therefore considered imperative to embark on the process to establish a corporate identity and brand the Department. The name Department of Safety and Security was abandoned in favour of the Department of Community Safety and Liaison, which is in line with the vision, mission, mandates and role of the Department in the province. A new motto arising out of the vision of the MEC, Mr BH Cele, was adopted, i.e.

“Defending the Weak”.

The departmental colour choice of green was also adopted for the purposes of branding the new image of the department. It is no accident that green is a colour that symbolizes peace and growth.

The new designation indicates the Department will play a critical role in ensuring democratic Civilian Oversight over the police in KwaZulu-Natal, through:     

Monitoring police and conducting the efficiency and effectiveness of services; Facilitating an improvement in relations between the police and the community; Investigating complaints against the police; Evaluating police stations; Promoting the cooperation of the community in reducing crime and exposing criminal activity.

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Thus, while there will be a reactive response to dealing with policing problems experienced by the community, there will be more emphasis placed on proactive strategies for Social Crime Prevention and Community Safety.

The Department liaises with the communities in order to mobilize people, youth and other vulnerable groups in the fight against crime.

A new name and new beginning set the Department on an exponential growth and development continuum.

3. NEW S TRATEGIC FOCUS The year 2005 turned into a momentous one with a new strategic focus and new levels of service delivery for the Department since its inception in 1998. The turning point was achieved through the crafting of a new Vision and Mission that would direct our unique mandate into an action-orientated, valuable service to the community. For the first time, the Department printed a holistic, credible Strategic plan that established goals aligned to national priorities, the province’s vision and the Provincial Growth and Development Strategy.

New processes and approaches to targets were identified that would be both effective and cost efficient.

Significant growth was achieved during 2005 and the department now has a structure that will enable it to achieve its mandate. It also saw the introduction of several separate Directorates within the Department.

The Community Policing Directorate and the Legal Services Directorate was established for the first time in 2005 as a separate and formal unit. The Directorate of Social Crime Prevention and Research was strengthened significantly during the year and undertook a number of new initiatives promoting awareness of the rights of communities in respect of social crimes.

Since then the growth of the Department has snowballed due to the fact the Department was entrusted with rolling out many new initiatives in the community safety environment emanating from the State of the Province Address over the last three years of the period under review.

4. RELOC ATION OF THE DEPARTMENT To consolidate our efforts and streamline operations, premier office space was secured in the provincial capital of Pietermaritzburg. Staff from offices in Durban and Ulundi consolidated in new state-of the art premises in Loop Street. Now, with a staff compliment of about 100, the operation is smooth-running.

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5. ORG ANISATION AL REVIEW The Department for Safety and Security was established in 1997 with an authorised establishment of 8 posts. By 2001 the staff compliment grew to 15. With 15 staff members split between Durban, Pietermaritzburg and Ulundi, there was no doubt that the existing organizational arrangement could not possibly adequately respond to the challenges of monitoring 184 stations, addressing all complaints lodged by the public effectively and timeously, while at the same time ensuring that we deliver social crime prevention programmes across the province.

In 2002 the department had an authorized establishment of 42 posts, however owing mainly to the lack of funding the majority of these posts were never filled, resulting in the Department not being able to perform the oversight function to a desirable level.

During the period 2004/5 the Department was required to provide oversight to over ±17000 police officers at 183 stations while only having a total staff complement of 50 of which the total line function staff complement was 24. The department reviewed its existing organizational structure to ensure that it had the necessary human capabilities to meet the new agenda that had been set. Many of the departmental programmes had to be re-prioritized as access to the public increased. The demand for our presence and our projects grew beyond expectations and posed challenges in terms of our meagre budget allocation.

Department’s human resource capacity: 2004/05 FILLED POSTS

1 – Administration 2 – Civilian Oversight Total

VACANT POSTS

27 24 51

14 10 24

TOTAL POSTS 41 34 75

80 70 60 50 Vacant Posts

40

Filled Posts

30 20 10 0 1 - Administration

2 - Civilian Oversight

15

Total

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PROGRAM

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

Statistics of Race, Gender, Vacant posts per Salary Level Table 1 Reflects appointed on the fixed establishment as at 1 April 2005

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AFRICAN SALARY LEVEL FEMALE MALE

01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 TOTAL

HUMAN RESOURCES COLOURED INDIAN FEMALE MALE FEMALE MALE

WHITE FEMALE MALE

1 2 1

1

1

1 1

2

4 1 2

1

1

5 2 2

1 1 1

1 1

1 13

11

1 1

1 1

1

1

4

4

2

TOTAL

1 0 5 1 2 3 2 1 9 3 6 0 2 0 2 0 37

Table 2 Reflects employees appointed on the fixed establishment as at 1 November 2005

AFRICAN SALARY LEVEL FEMALE MALE

01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 TOTAL

HUMAN RESOURCES COLOURED INDIAN FEMALE MALE FEMALE MALE

WHITE FEMALE MALE

1 4 1

2

1

1 5 1 1

1

6 1 2

1

1

1

1

1

1

1 1 11

1 1

1

1

15

1

1

1

1

16

1 1

4

5

4

TOTAL

1 0 10 1 2 1 4 1 11 2 4 0 3 0 2 0 42

UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

TOP STRUCTURE: PRE-2005 Department of Community Safety and Liaison Office of the HOD

Chief Directorate: Civilian Oversight

Financial Management Services

Management Support Services

Legal Services

Ministerial Support Services

LINE FUNCTION STRUCTURE

Chief Directorate: Civilian Oversight Policy Coordination (Directorate) Monitoring (Sub-Directorate)

Complaints Desk and Research (Division)

This was the year that saw the consolidation of the changes in structure that were made during the late part of the previous year. 2006 saw the Department making great strides in service delivery, positioning it as a department that truly delivered services to the people of KwaZulu-Natal. The department received many commendations for its presence and the impact of its programmes on communities.

For the 2008/9 Financial Year the Department was required to provide oversight over ±190000 police officers at 188 stations with a total organisational capacity of 94 employees of which the total line function staff complement was 39.

With the implementation of the VSCPP a total of 15 employees have been appointed on contract for the duration of the project. They will oversee ± 2100 volunteers.

Future proposals are to increase the establishment to a total of 109 posts with the line function staff complement being 53.

Department’s Human Resource capacity: 2008/09 PROGRAM

FILLED POSTS

1 – Administration 2 – Civilian Oversight Total

46 39 85

17

VACANT POSTS 3 6 9

TOTAL POSTS 49 45 94

“Defend The Weak”

Policy Planning (Sub-Directorate)

Facilitation (Directorate)

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

Table 3 Reflects employees appointed on the fixed establishment as at 1 April 2009

“Defend The Weak”

AFRICAN SALARY LEVEL FEMALE MALE

01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 TOTAL

1 2 2 4 3 7 2 3 7 1 6

38

1 2

HUMAN RESOURCES COLOURED INDIAN FEMALE MALE FEMALE MALE

1

2 1

2 1 2

1

12 2 1 1

2

22

3

1 1

1 1

8

WHITE FEMALE MALE

1

1 1 1 1 1 1

1 1 1

1

8

3

1 1

2

TOTAL

0 1 4 5 6 4 14 2 4 4 24 6 8 2 1 0 85

Table 4 Reflects employees appointed on the fixed establishment as at 1 July 2009

AFRICAN SALARY LEVEL FEMALE MALE

01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 TOTAL

1 2 2 4 3 6 2 3 7 1 6

37

2

HUMAN RESOURCES COLOURED INDIAN FEMALE MALE FEMALE MALE

1

2 1

12 2 1 1

21

2 1 2

1

2

1 1

WHITE FEMALE MALE

1

1 1 1 1 1 1

1 1 1 1

1

3

1 8

1

18

8

2

2

TOTAL

0 1 3 5 6 4 13 2 4 4 23 6 8 2 0 1 82

UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

100 90 80 70 60 Vacant Posts

50

Filled Posts

40 30 20 10 0 1 - Administration

2 - Civilian Oversight

Total

Department of Community Safety and Liaison Office of the HOD Chief Directorate: Monitoring and Evaluation

Chief Directorate: Governance

Chief Directorate: Community Liaison

Chief Directorate: Management and Corporate Services

LINE FUNCTION Department of Community Safety and Liaison Office of the HOD Chief Directorate: Monitoring and Evaluation Directorate: Service Delivery Evaluation

Directorate: Complaints Management

Chief Directorate: Community Liaison

Directorate: Social Crime Prevention and Research

Directorate: Community Policing

Directorate: Victim Empowerment

6. LEAD AGENT IN COMMUNIT Y SAFET Y With the light finally shining down on us, the Department in 2007 moved even closer to its mission of being the “Lead agency in driving community safety initiatives, towards a crime free KwaZulu-Natal”. The evidence of this was the calibre of projects and campaigns we drove through the year to meet the objectives laid out at the beginning of the year. There has been much hard work put in by the Department so that when we say we “Defend the Weak”, we will have the conviction to know that we did our utmost and raised the standards of public service delivery in the process.

Increased emphasis on community engagement and participation was given a much needed boost with the growth of the Department so that the demands of “Defending the Weak” placed upon us by our civilian oversight mandate could be met.

19

“Defend The Weak”

CURRENT STRUCTURE: 2009

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

The Department in 2007/8 was leading in its systems of ensuring civilian oversight as mandated in the Constitution and has been benchmarked as a national standard in terms of its complaints Management System and station evaluations.

This again positions the department as a lead agency among provinces. All our efforts are an endeavor to solidify and consolidate a people-oriented approach towards policing.

7. ISSUES AFFECTING SAFET Y IN THE PROVINCE During the 2005/2006 financial year the police in KwaZulu-Natal attained its target to reduce contact crime by 7%, except in respect of the Durban North Policing Area where the reduction was 4%. This and other performance statistics placed the Province ahead of Gauteng and the Western Cape, which are comparable to KwaZulu-Natal in terms of population and economic activity.

“Defend The Weak”

CATEGORY

Murder Rape Assault with intent to do grievous bodily harm Aggravated Robbery Robbery of cash-in-transit (sub-category of aggravated robbery) Robbery at residential premises (sub-category of aggravated robbery) Robbery at business premises (subcategory of aggravated robbery) Carjacking(sub-category of aggravated robbery) Common Robbery Burglary at residential premises Stock Theft Driving under the influence

APRIL TO MARCH 2001/2002 2002/2003 2003/2004 2004/2005 2005/2006

5,371 9,346 33,642

5,405 9,489 35,909

5,199 9,230 34,490

4,944 9,614 33,378

4,847 9,731 30,700

24,115 41

26,575 85

27,727 35

25,141 22

24,608 66

-

1,569

1,603

1,398

1,796

-

1,061

428

376

517

2,838

2,444

2,692

2,702

3,077

14,623 48,503 9,457 3,556

16, 827 52,582 10,389 4,114

14,932 47,437 8,466 4,331

14,020 42,794 7,588 6,329

11,688 40,470 7,232 7,889

In KwaZulu-Natal serious crimes, such as murder and aggravated robbery, decreased from 2004/2005 to 2005/2006 by 2%, assault GBH by 8%, common robbery by 16% and residential burglary by 5.4%.

Categories of aggravated robbery like cash-in-transit heists, residential and business robberies and carjackings required further attention as these had increased notwithstanding the overall decrease. Similarly, rape and driving under the influence had increased by 1,2% and 2,5% respectively.

According to the Institute of Security Studies (Crime & Crime Prevention in South Africa: 10 Years After, by Anton du Plessis and Antoinette Louw, Institute for Security Studies):     

National victim survey findings show that crime rates have decreased by 2% between 1998 and 2003; Murder statistics, which are the most reliable source, show a consistent decrease; Factors which drive crime in South Africa are the same internationally; Despite decreases in crime statistics, the public feels increasingly unsafe; Surveys have shown that less than half of crime is reported.

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UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

It was therefore time for all people of KwaZulu-Natal to work together with the Criminal Justice System, to create a Province that is even safer for all its communities. Therefore, calls were made to all communities in the Province to:   

report on all types of crime – every time; not tolerate any crime in their communities; volunteer their time to the cause by participating in Community Police Forums.

In order to strengthen police stations to combat crime, the SAPS has restructured its organization based on crime weights, police performance as well as functional and management capacity. Critical skills will now be readily available to the public at station level to join hands in creating a safe environment for all.

From the Department’s side many new initiatives were initiated to address the root causes of crime and to mobilize our communities. Some of these include the establishment of a Provincial School Safety Task Team to address and improve school safety in the province. Our roll-out of crime prevention through Izimbizo at Metro and district level throughout the province also began in eThekwini. This model that was developed for the Metro’s crime prevention priorities was replicated in the district roll-out resulting in addressing the causes of crime. We received an International Award for our Gender Programme and we developed, designed and implemented a Women’s Safety Audit Pilot Project – the first of its kind in South Africa. This was done in partnership with the eThekweni Municipality and the KZN Network on Violence Against Women.

     

Common assault -8,7% Common robbery -5,8% Indecent assault -5,5% Rape -5,2% Assault GBH -4,9% Attempted murder -3,0%

An overall decrease of -3,4% in the incidence of contact crime was recorded during the period under review.

Two of the eight contact crimes, namely aggravated robbery and murder, increased by 4,6% and 2,4% respectively. The marginal increase of 2,4% in the incidence of murder - and the smaller decrease in the reported number of attempted murders (-3,0%) compared to the previous two financial years (2004/2005 and 2005/2006) in particular - can be explained in terms of the 4,6% increase in aggravated robbery.

Detailed docket, geographical and timeline analyses of the contact crimes (in section 2.1.5 and 2.1.5.2 of the report in particular) confirm that at least two thirds of all contact crime cases are strongly linked to specific social behaviour patterns which inter alia involve alcohol and other substance abuse and are mainly associated with informal settlements in megatownships.

These crimes usually also occur among people knowing one another (varying between 59,4% for attempted murders and 89,1% for assaults GBH). A further calculation indicates that social contact crime accounts for at least two thirds of all contact crime, while approximately 15% of contact crimes are generated by aggravated robbery.

21

“Defend The Weak”

According to the Annual Report of the SAPS for 2006/2007, six of the eight contact crimes, namely rape, attempted murder, assault GBH, common assault, indecent assault and common robbery, decreased by between -8,7% (common assault) and -3,0% (attempted murder). The decreases in these crimes in order of significance are as follows:

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

These indicators prompted the announcement of the strategy to ‘Build a Popular Front Against Crime’ by the Honourable Premier in his 2007 State of the Province Address and the establishment of the KwaZulu-Natal Justice, Crime Prevention & Security Cluster in June 2007. The KZN JCPS Cluster developed a Provincial Programme of Action for the cluster on 22 September 2007, which includes the reduction of contact crimes by 7-10% per annum, with a major focus on social crime prevention, integrated law enforcement operations and the reduction of repeat offending.

If crime figures for 2007/2008 are compared to those recorded during 2006/2007, the following facts transpire: All eight contact crimes decreased, in order of significance, as follows:

“Defend The Weak”

       

Common robbery -9,5% Rape -8,8% Attempted murder -7,5% Robbery with aggravating circumstances -7,4% Common assault -6,6% Murder -4,7% Assault GBH -4,6% Indecent assault -2,1%

An overall decrease of -6,4% in the incidence of contact crime was achieved during 2007/2008. This means that since the implementation of the 7 - 10% contact crime reduction targets during 2004/2005, an average annual reduction of 7,0% in the overall incidence of these crimes has indeed been achieved.

Particularly significant during the current reporting period is the decrease of -7,4% in robbery with aggravating circumstances and -4,7% in the occurrence of murder, given the fact that these crimes had increased during 2006/2007 by 4,6% and 2,4% respectively.

Detailed docket, geographical and timeline analyses of the contact crimes again confirmed that at least two thirds of all contact crime cases are strongly linked to specific social behaviour patterns which inter alia involve alcohol and other substance abuse and are mainly associated with informal settlements in megatownships.

Almost two thirds (66,0%) of all aggravated robberies are street/public robberies. These occur mainly in CBD areas and the black megatownships (e.g. KwaMashu and Umlazi) where ordinary people are robbed of their money, cellular telephones or other valuables at gun or knifepoint. The large majority of these incidents are therefore not high profile cases involving well-known people and are rarely reported in the media.

For this reason the KZN JCPS Cluster in 2008 adopted a direct community engagement strategy focusing on townships. The JCPS Cluster is holding its quarterly meetings followed by izimbizo in targeted areas to hear directly from our people and to direct improvements in coordination between the Criminal Justice Sector Departments. In the region of 12,000 people from communities around Vryheid (3,000), Harding (3,000) and Ezakheni (6,000) have already benefited from this direct engagement strategy. This supports the new national strategy announced by the President to review and reposition the Criminal Justice System.

22

UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

8. ENVIRONMENTAL AND SERVICE DELIVERY CHALLENGES AND CONS TRAINT S 1. SUMMARY OF SERVICE DELIVERY CHALLENGES

1.1

23

“Defend The Weak”

The Department of Community Safety and Liaison is required to develop integrated responses from all role players in safety and security. This involves extensive consultations supported by co-operative agreements between departments and institutions to ensure that the mandates of the Department are implemented.

1.2 The Department has been actively engaged in the development of new National Policy for community policing. In addition, with the continued change in crime trends and the high incidence of serious and violent crimes in the country, the South African Police Service has had to improve strategies to combat any increase in such incidences and develop measures to prevent crime.

Accordingly, the Department’s responsibility lies in the monitoring of the effectiveness of these new strategies as well as the evaluation of the impact of the Crime Combating Task Groups.

1.3 Social crime prevention also took on another dimension, which required expansion of the Department’s focus on matters of the violation of the rights of women and children. The Department has had to examine whether policy responses such as the Anti-Rape Strategy, Protocol on Child Abuse and Sexual Harassment, provide the means for a sustained and appropriate response.

1.4 It naturally follows that these expanded responsibilities must be accompanied by a commitment from the Province towards providing the necessary resources to support the Department’s policy and attainment of its strategic goals.

1.5 In terms of monitoring and oversight, the Department is required to examine troubled areas and crime statistics in the Province, and report this information to the MEC for Community Safety and Liaison and to the Legislature.

1.6 The Department’s ability to follow through with the many complaints forwarded by members of the public has always been hampered by the shortage of line-function staff and even with the appointments of more staff in 2005, this still remains a challenge.

1.7 The Department is currently expanding its partnerships to address provincial crime priority areas. Alignment of the Provincial Growth and Development Strategy with the Integrated Development Plans of local government is the key instrument through which the Department provides dedicated support to assist municipalities in ensuring that sustainable social crime prevention work forms an integral part of these plans. Capacity building of stakeholders includes training on social crime prevention, computer and financial management skills as well as the effective implementation of new safety and security-related legislation. An increased budget in this regard would substantially improve the impact of this capacity building.

1.8 One of the major challenges for the Department is the measurement of the impact of its services on the communities of KwaZulu-Natal. Based on client feedback, significant progress is being made. However, to better measure and confirm Departmental progress, a scientific measurement system must be introduced.

1.9 Increasingly sophisticated criminal network operations present many challenges to police service delivery at provincial and local level.

1.10 The Department believes that increased budgetary support is required for innovative solutions that seek to address these challenges and provides the Department with the means to forge multi-sectoral partnerships for crime prevention. This will ultimately lead to the attraction of investment opportunities, and thereby improve the economic position of the province.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

2.

SUMMARY OF ENVIRONMENT CHALLENGES

The Environmental challenges faced by the Department may be summarized as: 2.1 2.2 2.3 2.4 2.5

Shifting operational priorities due to the changing crime environment; Lack of technical information to support decision-making; Inadequate harmonization of geographic service delivery areas – between Local Government, the Department of Justice and the South African Police Service, Government departments and between Government and NGO’s; Inadequate vertical and horizontal integration between Government agencies; Policy gaps following the expiry of the White Paper in December 2004 pending the drafting of a new Safety and Security Act.

Summary of Constraints:

“Defend The Weak”

• • • • • • •

Continual change in national policies.

Development needs exceed the available resources (funds and time).

Inconsistent co-operation from SAPS Unable to benchmark stations against national norms and standards automatically Reliable trend analysis and research is compromised by difficulties in accessing credible information Changing crime patterns and lack of access to crime statistics from SAPS Varying levels of co-operation by Community Police Boards, and other stakeholders

9. EMERGING ISSUES 1.

SAPS COMMISSION OF INQUIRY

The last ambitious project undertaken by the Department for 2004 was the establishment of a Commission of Inquiry into policing in KZN under the Premier’s authority. This was the first time such a Constitutional provision was invoked in the province and indicated the department’s serious commitment towards ensuring the transformation of police in KZN. It was also an indication of the department’s commitment to responding to the people’s cries in terms of inadequate policing and poor conduct of the police.

2.

ESTABLISHING THE KZN JCPS

The official launch of the KZN Justice, Crime Prevention and Security Cluster (JCPS) Cluster took place on 23 June 2007 at the Royal Showgrounds in Pietermaritzburg and the theme of the launch was “Fighting crime, together with communities”. It was attended by the Honourable Minister for Safety & Security, the National Secretary, around 500 VIPs and in excess of 6000 members of the public, especially the youth.

24

UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

The KZN JCPS Cluster comprises the following members: PERMANENT MEMBERS

1. Department of Community Safety & Liaison 2. KZN Director of Public Prosecutions 3. Provincial Commissioner of SAPS 4. Regional Head of Justice & Constitutional Development 6. Regional Commissioner of Correctional Services 7. Provincial Manager of Home Affairs 8. Provincial Head of NIA 9. Officer Commanding KZN SANDF 10. KZN ICD SEMI-PERMANENT

11. KZN Department of Transport 12. KZN Department of Education 13. Department of Social Development 14. Department of Local Government & Traditional Affairs INVITED DEPARTMENTS

The Committees of the KZN JCPS Cluster include the KZN Development Committee (Provincial Integrated Justice Forum), the Provincial Joints, the Provincial Community Safety Forum, the BCOCC and an Intelligence Coordinating Committee. The Cluster meets four times a year.

The KZN JCPS Cluster developed a Provincial Programme of Action for the cluster on 22 September 2007, which includes provision for the APEX Priorities identified by the Presidency as well as 2010 Coordination and Cooperation. Each member reports on the Programme of Action at the quarterly meetings, which the Department of Community Safety and Liaison then consolidates into a quarterly report. These reports are submitted through the Governance & Administration Cluster to the Executive Council, the Director-General, for purposes of his attendance of the Forum of South African Directors-General (FOSAD), and the Honourable Premier, for purposes of the Presidential Coordinating Council (PCC).

Joint campaigns were also developed by cluster departments on 31 January 2008, which include joint public education and engagement. As part of this strategy, the JCPS Cluster is holding its quarterly meetings followed by izimbizo in targeted areas to hear directly from our people and to direct improvements in coordination between the Criminal Justice Sector Departments. Simultaneously the Cluster, in partnership with the South African Women’s Lawyers Association (SAWLA), is conducting the “Siyabonisana – We Inform Each Other” campaign whereby members of the public accesses advice desks in adjacent marquees manned by KZN JCPS Departments and attorneys and advocates of SAWLA offering free legal advice on topics such as land rights, maintenance, marriages, divorce, domestic violence, drug and liquor laws, criminal proceedings, labour, wills and estates, social services rights and small claims court matters. In the region of 12,000 people from communities around Vryheid (3,000), Harding (3,000) and Ezakheni (6,000) have already benefited from this direct engagement strategy. This supports the new national strategy announced by the President to review and reposition the Criminal Justice System.

25

“Defend The Weak”

1. Department of Land Affairs 2. Department of Agriculture and Environmental Affairs 3. Department of Economic Development

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

By focusing on our priorities and giving expression to our shared vision, we will not only improve JCPS service delivery, but ensure the full realisation of the human rights of our people. In this light, the focus areas for 2009 include the review of the Criminal Justice System, dealing with shebeens and illegal operations of taverns, cracking down on stolen cars, improving integrated operations with local law enforcement, election safety, security planning for the 2010 FWC and increased direct community engagement.

3.

INTERNATIONAL RELATIONS FOR A SAFER KWAZULU-NATAL 

IACP Sub-Saharan Conference

The Directorate of Special Projects in partnership with the eThekweni Municipality, Durban Metro Police and the International association of Chiefs of Police (IACP) organized a highly successful IACP 2nd SubSaharan Conference that was held in Durban during 26-28 March 2008. The department’s participation included an exhibition focusing on sharing our best practices with the national and international delegates and a research paper on Community Policing in KZN.

“Defend The Weak”



Improvement of Operational Cooperation between SAPS and neighbouring countries such as Mozambique and Swaziland

In 2008/2009 the Department participated in the establishment of partnerships with Mozambique and Swaziland. The Department’s role in the partnership is the monitoring and evaluation of issues around borderline policing and cross border crimes. This also includes issues regarding the safety and security at the Trans-frontier Park and areas of common interest related to the 2010 FWC. 

Exchange with Greater Manchester Police, UK on Crime Prevention Strategies

Over the past three years the Department has engaged in an exchange with GMP on the training of volunteers on community engagement strategies for social crime prevention. In terms of this exchange study visits by both parties are undertaken to identify best practices and implement same. 

Exchange with Canada on Safety & Security Initiatives

Study visits to Canadian Law Enforcement Agencies have been undertaken regularly to exchange best practices on crime prevention and community safety strategies such as Women Safety Audits and ‘Safe Teas’ for the elderly. 

Collaboration with United Nations on Youth Crime Prevention

The Department has entered into collaboration with the United Nations (UN-HABITAT) on Youth Crime Prevention which culminated in the hosting of the International Youth Crime Prevention & Cities Summit in June 2008. One outcome of this is further collaboration, in partnership with the Ethekwini Municipality, on the establishment of the Africa Regional Resource Centre of Excellence on Safer Cities and Community Safety Strategies in Durban.

26

UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

5.

IZIMBIZO FOR CRIME PREVENTION

Community participation in governance is an essential aspect, as such participation in the planning process provides a foundation of the nature and extent of projects to ensure adequate responses to community needs. It is furthermore necessary during implementation to ensure the medium to long term sustainability of programmes through community ownership and drive. Continuous community feedback is further necessary to foster community confidence in government and to identify gaps in services. Another aspect of community participation revolves around the gaining of skills and knowledge by the community to contribute to ongoing development, economic and otherwise. For these reasons, the Department of Community Safety & Liaison ensures extensive community participation in rendering services through izimbizo, awareness campaigns, stakeholder meetings and bi-lateral sessions.

The MEC’s initiative to roll-out crime prevention through Izimbizo at Metro and district level throughout KZN began in 2004/5 in eThekwini. Here multi-agency teams, convened by departmental officials were assembled to tackle the Metro’s crime prevention priorities and in doing so developed a model to be replicated in the district roll-out. The roll-out at Ugu District Municipality followed. Early successes in addressing the causes of crime have been largely due to the effective alignment of government and community structures facilitated by the Department and its local government partners.

6.

RELATIONSHIP BUILDING

The Constitution of the Republic of South Africa requires the Department to monitor and evaluate police conduct and build good relations between police and the community. In order to achieve this, relationships with various stakeholders needed to be built and maintained.

This included a successful relationship-building workshop between the Department of Community Safety and Liaison and the Independent Complaints Directorate at Riverside Hotel in Durban North on July 21, 2005 to improve integration between the two bodies. As a result of this workshop, a process of joint engagement was set in motion to harness the synergies between the two agencies and harmonise those areas of operations that overlap or duplicate one another.

An Imbizo was also held in Vryheid on June 4, 2005 that made a critical impact in helping to defuse tensions between farmers and farm-dwellers and between members of the community and law enforcement agencies such as the SAPS and the Department of Public Prosecutions in the area. This was followed by another meeting with community stakeholders in Vryheid on June 10, 2005, that consolidated the gains made during the initial Imbizo. These public meetings gave stakeholders a platform to release pent-up anger and frustration, that was a cathartic release for many and for the first time initiated a process of dialogue involving all the relevant stakeholders in the area to bring about peace and reconciliation in the Abaqulusi district.

The Department further worked closely with the Community Safety and Liaison Portfolio Committee and the SAPS to successfully co-ordinate the Committee’s police station visits to two provincial stations. The first of these visits were undertaken in the uMzimkhulu policing area from 20-24 May, 2005 and in the Midlands policing area from 27-29 July, 2005.

27

“Defend The Weak”

The Department further built on this solid foundation and responded to many other burning issues through direct community participation over the term such as Izimbizo on 11 June 2005 at Utrecht and Newcastle to promote disarmament and the National Firearm Campaign and again on 22 June 2005 in Bergville due to the spiraling rate of stock theft in the area and the increasing tensions created between the community, traditional leaders and the SAPS.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

7.

XENOPHOBIA

Following the outbreak of xenophobia attacks in 2008, the Department was commissioned by the Office of the Premier to facilitate the reintegration of the displaced Foreign Nationals back into the community. This was in line with the Departments mandate in terms of promoting Communities in Dialogue [CIDP]. The department put together an action plan which included the following: i) ii) iii)

To assess the readiness of displaced persons and communities for reintegration; To prepare displaced persons and communities for the reintegration; and To monitor the success of integration.

The action plan was successfully implemented and all objectives that were set out were achieved including the culmination of the four Communities in Dialogue Programmes that were held at Inanda, Verulam, KwaMakhutha and Isipingo areas. In addition to the above activities, the department also undertook the following campaigns: Handbills on xenophobia; Xenophobia march in July; and Billboards on xenophobia from June to November 2008.

“Defend The Weak”

  

28

UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

MEC CELE AND THE HOD OFFICIALLY OPEN THE DEPARTMENT’S NEW PMB OFFICES.

THE NEW EXECUTIVE: MEC CELE AND THE HOD TAKE A WALK AT THE NEW DEPARTMENT OFFICES IN PMB.

THE MEC AND KZN COMMISSIONER INSPECT SOME OF THE RECORNED FIREARMS AS PART OF THE DISARMAMENT CAMPAIGN.

IT’S A CELEBRATION AS THE MEC, HOD & THE PROVINCIAL COMMISSIONER MR. NGIDI CUT THE CAKE AT THE OFFICIAL OPENING OF THE DEPARTMENTS NEW PMB OFFICES. SCHOOL SAFETY BEGINS WITH YOU! THE MEC AND HOD GET DOWN TO BUSINESS AT AN AWARENESS CAMPAIGN HOSTED

BY THE DEPARTMENT.

29

“Defend The Weak”

A COMMITMENT TO SERVICE DELIVERY - THE NEW SENIOR MANAGEMENT TEAM TASKED WITH ENSURING THAT THE PEOPLE OF KZN LIVE IN A SAFE AND SECURE ENVIRONMENT.

THE DEPARTMENTS (FIREARMS) DISARMAMENT CAMPAIGN LED TO THE RECOVERY OF THOUSANDS OF FIREARMS THROUGH OUT THE PROVINCE. SEEN WITH ONE OF THE RECKONED FIREARMS IS MEC CELE AND KZN SAPS COMMISSIONER MR. HAMILTON NGIDI AT THE BACKGROUND.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

“Defend The Weak”

MEC CELE HANDS OVER A VICTIM FRIENDLY FACILITY TO THE MAYOR OF MZIMKHULU BHEKI NDZANIBE. THE DEPARTMENT HAS TO DATE HANDED OVER 10 VICTIM FRIENDLY FACILITIES TO POLICE STATIONS IN NEED AROUND KZN.

RESOURCING CPF STRUCTURES IN THE PROVINCE, MEC CELE FLANKED BY COMMUNITY POLICING MANAGER ISMAIL NXUMALO & THE HOD YASMIN BACUS UNVEILS A COMPUTER & PRINTER GIVEN BY THE DEPARTMENT TO CPF BOARD MEMBER MRS. MQWEBU.

WE ARE NOW ONLINE! THE DEPARTMENT’S NEW WESITE GOES LIVE!!

AS PART OF THE DEPARTMENT’S REPOSITIONING STRATEGY, A NEW MOTTO “DEFENDING THE WEAK” AND CORPORATE COLOUR ‘GREEN’ WAS ADOPTED.

MEC CELE TOGETHER WITH THE RECTOR OF THE UNIVERSITY OF ZULU LAND PROF. GUMBI HAND OVER A CERTIFICATE TO INKOSI MPIYEZINTOMBI MZIMELA. THE DEPARTMENT HAS BROKEN NEW GROUND BY TRAINING A TOTAL OF 527 AMAKHOSI IN KZN ON CRIME PREVENTION.

30

UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

WE SERVE... STAFF OF THE DEPARTMENT REACH OUT TO COMMUNITIES DURING PUBLIC SERVICE WEEK.

BLOWING THE TRUMPET FOR SERVICE DELIVERY! THE MEC TAKES TIME TO PLAY WITH THE MEMBERS OF THE SAPS BAND BEFORE TAKING THE PODIUM TO DELIVER HIS 2007 BUDGET SPEECH.

“Defend The Weak” WE CARE... CORPORATE SERVICES MANAGER THANDA HLELA (CENTRE) HONOURING WOMEN AT THE DEPARTMENT’S WOMEN DAY CELEBRATIONS.

WE BELONG... WOMEN OF SAFETY CELEBRATING HERITAGE DAY.

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

A MEMBER OF THE UK’S MANCHESTER POLICE IS FLANKED BY A GROUP OF VOLUNTEERS WHO HAVE COMPLETED THEIR TRAINING AS PART OF THE DEPARTMENT’S VOLUNTEER SOCIAL CRIME PREVENTION PROJECT.

“Defend The Weak”

THE DEPARTMENT’S VICTIM EMPOWERMENT DIRECTORATE HOSTED A SERIES OF CONFERENCES FOCUSING ON THE WIDOWS; OLDER PERSONS & MEN SEEN HERE ARE SOME OF THE WOMAN ATTENDING THE CONFERENCE.

IN 2008 THE MEC HELD THE 1ST EVER COMMUNITY AWARDS FOR POLICE EXCELLENCE. HERE CELE HANDS OUT AN AWARD TO ONE OF THE EXCEPTIONAL MEN & WOMAN IN BLUE.

A CAMPAIGN AGAINST STOLEN GOODS

MEMBERS OF THE PROVINCIAL CPF BOARD SURPRISE THE MEC WITH AN AWARD AT THE NIGHT OF THE COMMUNITY AWARDS FOR POLICE EXCELLENCE.

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LIGHTING A CANDLE AGAINST THE ABUSE OF WOMAN & CHILDREN IS HIBISCUS COAST MAYOR NOLWAZI NTSHUSHA AND CPF BOARD MEMBER MRS. CYNTHIA MQWEBU. THE CANDLE LIGHTING WAS PART OF THE DEPARTMENT’S 2ND ANNUAL WIDOWHOOD, OLDER PERSONS AND MEN’S CONFERENCE HELD IN DURBAN.

A GROUP OF VOLUNTEERS TACKLE THEIR NOTES AT THE TRAINING OF VOLUNTEERS AS PART OF THE DEPARTMENT’S VSCPP PROGRAM.

MEC CELE SHARES SOME IDEAS WITH THE FORMER MINISTER OF SAFETY AND SECURITY CHARLES NQAKULA.

A MANNEQUIN DRESSED UP IN THE NEW UNIFORM FOR VOLUNTEERS AS PART OF THE DEPARTMENT’S VSCPP PROGRAM.

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“Defend The Weak”

ATTENTION! MEC CELE WELCOMES THE TEAM OF EXPERTS FROM THE UK’S MANCHESTER POLICE THE GROUP IS IN THE COUNTRY ON THE MEC’S INVITATION TO PROVIDE TRAINING TO 1200 VOLUNTEERS IN KWAZULU-NATAL.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

PAR T C PROGRAMME PERFORMANCE: ADMINIS TRATIVE SUPPOR T 1. INTEGRATED GOVERN ANCE The Head of Department facilitated accelerated integrated governance through taking a lead role in provincial and national intergovernmental processes, thereby leveraging maximum benefit to the Department.

She served as the Co-Chairperson of the Governance & Administration Technical Cluster and ensured that the Programme of Action is integrated with departmental work.

“Defend The Weak”

The Department’s tireless efforts in the establishment and coordination of the KZN JCPS Cluster also ensured streamlining with G&A Cluster and Social Cluster Work and that reports on Cluster PoA implementation to the Executive Council, FOSAD, National JCPS, PCF and the Heads of Secretariat Forum takes place.

It was also necessary to oversee the planning, design and implementation of safety plans and general security emphasis for the Preliminary Draw 2010 and 2010 FWC through the 2010 Safety and Security Workstream. This was coupled with the participation in the 2010 Political Oversight Committee (POC) and 2010 Technical Committee and ensuring reporting and accountability to both these forums.

On the Community Policing front, the Head of Department chaired CPF Bi-lateral meetings in order to coordinate CPF integration of JCPS, Social and G&A programmes into CPF work and promote better relations between the police and the community.

Furthermore, reports and inputs had to be coordinated in an integrated manner on the following:      

Youth Parliament, Women’s Parliament, Taking Parliament to the People Presidential Izimbizo, Presidential Special Cabinet Visits; National Safety Izimbizo, Provincial Izimbizo & Joint Cabinet Cluster Izimbizo; Provincial Sector Departments Strategies: the 5 year Local Government Strategic Framework, Provincial M & E Strategy, Provincial Growth and Development Strategy, Provincial Nerve Centre, Provincial Public Service Academy, Provincial HR Convention; and End of Year Report for the Presidency to evaluate the impact of policies since 1994.

Seamless integration of service delivery was also achieved through –   

the incorporation of safety issues in the development of the KZN Transport White Paper; facilitating and implementing a cooperation protocol with the ICD; improving institutional arrangements with the SAPS for more effective oversight through ongoing consultative meetings.

On a national level, the Head of Department played a leading role in the coordination of civilian oversight at the Heads of Secretariats Forum, especially in the review of legislation (Community Safety Forums & SAPS Act,), alignment of structures and policy in line with MTSF priorities.

However, governance integration was not only sector focused as the Head of Department also serve as a Non-Executive Director on the TKZN Board and chairs the Marketing and safety Sub-Committee to improve tourism safety in KZN.

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2. SEVERAL FIRS T S Several firsts were achieved for the department in 2004/5. Among those achievements was the successful implementation of the Hardcat system where all assets were tagged and captured onto the system, thus ensuring a complete asset register. Another first was the adoption of the Balanced Scorecard System. Staff was trained on the use of the system that would become operational in the 2005/2006 financial year.

The organizational structure was revisited and a new proposed organizational structure was developed to align the new vision and departmental objectives.

The department finalized all financial policies that were outstanding and completed the PFMA requirements in terms of the monthly reporting and the budget requirements.

By 2005/6 the majority of the department’s structure was filled by the end of the financial year including all senior management positions. Consistent with national and provincial standards, the Department effectively implemented the call to place women in senior positions. 55% of management positions were filled by women by March 31, 2006.

3. IT ACHIEVES GOAL S The department commenced development of an extensive Information and Communications technology policy, installed office-wide network and improved delivery of equipment to personnel, installed a comprehensive common domain e-mail system and made significant progress on developing and installing a departmental website in 2004/5. Structures to manage the utilization of vehicles were implemented and the Communications unit was established.

The Information technology achievements in 2006 included the development of an effective Complaints Management System in partnership with the Complaints Management Directorate. Following extensive research and consultation with SITA and other departments, the department now has a newly developed and functional website as well as intranet.

4. CORPORATE SERVICES EXCEL S Specialised leadership and development programmes were introduced for senior managers in 2006. Corporate Services made a number of accomplishments that led to a better service being delivered to our clients. This included an operational planning exercise that was aimed at ensuring that everyone in the directorate knew where and how their job fitted in with the department, highlighting each employee’s responsibility areas and expectations. 18 posts were filled and again the department exceeded the National Cabinet norms of 54% or more females employed within the department.

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“Defend The Weak”

The Community Policing Directorate, the Legal Services directorate was established for the first time in 2005 as a separate and formal unit. The Directorate of Social Crime Prevention and Research was strengthened significantly during the year and undertook a number of new initiatives promoting awareness of the rights of communities in respect of social crimes.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

5. GOOD COMMUNIC ATION The communications component, in its second year, in 2006, developed Communication and Media Policy towards streamlining communication channels. It has also facilitated the production of up-to-date promotional material for use at department events and Izimbizos. Despite a limited budget, the Communications component achieved several successes including:   

A communication policy for the department was developed following extensive research and consultation.

An access to information manual was also developed that culminated in two managers being appointed as Deputy Information Officers as per the Promotion of Access to Information Act. The Department’s Service Delivery Improvement Plan was successfully developed.

An effective and efficient internal as well as external communication service was rendered to the component’s clients. This included marketing, branding, developing media relations, assisting in the formulation of the department’s website and establishment of a help desk during Izimbizo.

“Defend The Weak”

As part of an effort to successfully facilitate Batho Pele issues in the department, Corporate Services through Sub-Directorate: Communication successfully co-ordinated and hosted the Public Service Week at Dondotha.

Through Sub-Directorate: Communication, the department hosted a “Take a Girl Child to Work” campaign that was aimed not only at showcasing the services of the department, but also to empower young girls with career information. The sub-directorate also ensured the department’s participation in provincial and other events such as the East Coast Radio Winter Warmth Campaign, African Renaissance and the Premier’s Izimbizo.

A number of publicity campaigns were also held, such as the Women’s Month media campaign, firearms control act campaign, festive season media campaign.

6. SECURIT Y CO-ORDIN ATION The Security Support Directorate was significantly involved in the security co-ordination for the preparation of the opening of the Legislature and the State of the Province Address, supported the requests of other provincial departments to facilitate police services and security at their departmental events. The directorate also participated in the 2010 World Cup technical committee, hosted the 2nd Annual Security Managers Forum and oversaw greater security at the Isimangaliso Wetlands Park Authority.

7. LEG AL SERVICES Legal Services entail legal advice and support to the MEC and the Department, managing litigation for and against the Department, editing/drafting contracts, legislation, policies and other legal documents and rendering legal opinions.

Some of the most noteworthy accomplishments were the adoption of the KZN Peace Act Repeal Bill, the presentation of legal opinions to the Portfolio Committee, input into the review of the South African Police Service Act of 1995 and a rights educational campaign called Siyabonisana in partnership with the South African Women Lawyers’ Association. Important work was also done by providing significant inputs on the KZN Liquor Licensing Bill and the Second-hand Goods Bill. These were not only of value to the MEC and the Department, but also to external stakeholders.

Another first was the 2008 Youth Summit Host Agreement with the United Nations which was drafted and for which approval was obtained from the President of the Republic of South Africa.

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8. HIV/AIDS AWARENESS PROGRAMME Several new focal areas were incorporated into the Department’s existing strategic goals and objectives in 2004. The Department, in response to the President’s call to incorporate transversal programmes in all Departments, hosted two mass HIV/AIDS awareness raising programmes in conjunction with the CPFs and SAPS. These were held in Pongola on March 11, 2005 and Kwa Nongoma on March 21, 2005.

The Community Policing Directorate co-ordinated and organized a number of HIV/AIDS campaigns in collaboration with the SAPS and Community Policing Forum structures. Three campaigns were held in Ulundi and Umfolozi policing areas and an HIV/Aids awareness campaign was held at Esikhawini College on 13 August 2005 in conjunction with the SAPS and the area CPFs. These campaigns were very successful and well attended by the police and the community.

“Defend The Weak”

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

PAR T D PROGRAMME PERFORMANCE: SERVICE DELIVERY 1. SERVICE DELIVERY EVALUATION 1.

NEW MONITORING AND EVALUATION TOOL

Innovation being our game, a new Monitoring and Evaluation (M&E) tool was introduced in the second quarter of 2004 and this contributed to the department improving its professional ability to monitor police stations in the province. At the same time, the monitoring team was empowered with formal training on the use of the new tool.

The use of this new tool in 2004 helped to improve co-ordination and enhancement of the department through its station evaluations. Officials exposed to the NMT recorded an increase in experience and skills level that led to improved employee performance in an otherwise mundane component.

“Defend The Weak”

The Monitoring Tool not only provided greater improvements in forensic information gathering but also acted as an effective feedback tool that depicts a comprehensive picture of policing needs and challenges in KZN. The visibility of the department’s monitoring team at the local station level led to an increased profile of the department among the SAPS. As a result SAPS members have begun to develop confidence in the department and this was shown through the number of successful interventions in conflict situations conducted by the department in partnership with the SAPS. The toolkit, introduced by the department to evaluate police stations was selected in 2007/8 as a model for the new national automated system. The department continues to be a national benchmark for various innovations in service delivery among other provincial secretariats.

By 2008/9 the Police Station Evaluation Toolkit was further refined and streamlined through a work study that has enabled service monitors to complete station evaluations in a shorter period thereby reducing costs. The tool-kit has been made more user-friendly and has assisted the component in conducting more effective evaluations.

2.

DISARMAMENT CAMPAIGN

In 2005, once again the department led the way nationally when it launched its first illegal firearms disarmament campaign on 6 March 2005 at the Steadville Stadium in Ladysmith. The launch was addressed by the MEC and more than 10,000 people from the Ladysmith area attended. The campaign was then implemented throughout the province. The roadshows on Disarmament was in keeping with the declaration of an Amnesty in terms of section 139 of the Firearms Control Act, 2000 (Act no 60 of 2000), for the period of 1 January 2005 to 30 June 2005. This was driven forward by the Department through a multitude of strategies. The campaign in KZN was supported by the National Minister who joined the department and SAPS on roadshows in KwaNongoma and Esikhawini. The National Minister commended KZN as the province with the best, most rigorous and successful Amnesty Campaign. The department received a further commendation from the National Portfolio Committee on Safety and Security for having hosted one of the best and most aggressive Amnesty Campaigns. A number of 10,210 firearms were recovered during 2004/2005 (165% more than the target for the year) and 11,089 were recovered during 2005/2006.

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3.

DEVELOPING RELATIONSHIPS

To develop a harmonious working relationship with the SAPS, the Department initiated and ran a relationship building meeting with the Midlands Area Commissioner and his 45 station commissioners in 2005/6.

Members of the component also accompanied the National Secretariat on the police audit inspections throughout the province. The component also participated in area visits with the Head of Department so as to develop strategic relationships with the SAPS. The component has throughout the years been providing information to the Victim Empowerment, Community Liaison, and Complaints components in preparation for stakeholder meetings and Izimbizo.

The component’s development of a database profiling all stations within the province which highlights crime statistics was a key success for 2008/9 as well as strengthening ties with other statutory bodies such as the Independent Complaints Directorate (ICD) to ensure the areas of responsibility were more closely aligned and more effective.

4.

SERVICE DELIVERY TARGETS ON TRACK

   

Developing the first dedicated toolkit for evaluating Metro Police Services (MPS) in the country.

Evaluating all six regions in the Durban Metro Police Services (DMPS) structure, making the department the first civilian oversight secretariat in the country to have conducted fully-fledged metro police evaluations.

Improving the methodology and practice of station evaluations resulted in 112 stations being evaluated, which is 40 more than what was targeted.

Visible policing activities were monitored and the component exceeded the target by 7 reports.

Monitoring of visible policing was not limited to seasonal periods only, but included sporting events, public marches, provincial Izimbizo as well as celebrations such as Women’s Day events.

Just achieving what is set out for the department is not something this entity subscribes to. Committed to serving our people, our department not only achieved its service delivery targets during 2007/8, it also, in a number of cases, exceeded them. The results obtained in the evaluation of police stations and accounting stations throughout the province, with recommendations on service delivery improvement initiatives, were communicated to the SAPS on a regular basis.

In addition to the targets set in the Annual Performance Plan, the Unit carried out more unannounced visits as part of a strategy of evaluating SAPS stations more regularly and dealing with those that drop standards at the expense of the safety of the community.

This component in 2008 exceeded all expectations and embedded our vision of police service transformation through evaluating over a hundred police stations and providing essential feedback to SAPS management to correct deficiencies.

5.

EFFECTING CHANGE

During 2005/2006 the department worked with the SAPS to negotiate improvements in facilities at 5 police stations – Bishopstown, Taylor’s Halt, Mountain Rise, eManguzi, Ntabamhlophe.

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“Defend The Weak”

During 2006 the Department showed phenomenal growth in service delivery and managed to augment its service delivery drastically. Some of the highlights include:

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

2006 was a year that provided tough challenges but the department succeeded against all odds to effect change through its commitment to civilian oversight. Some of the key achievements for the year included: 

  

“Defend The Weak”

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Intervention to assist the community of mainly small scale farmers at Lotheni in the southern Drakensberg who have been under siege from cross-border stock thieves resulted in the establishment of a satellite station in the area. Although it has not eliminated the problem altogether, the installation of a satellite police station at Lotheni, has gone a long way in reducing the incidence of stock theft reported in the area and has led to the prompt arrest of stock thieves.

The plans for relocating Ntabamhlope have been finalized and the station is awaiting authority to move to a site more accessible for the community.

An intervention at Loskop Police Station ensured that the water and sanitation issues at the station were rectified and an improvement in the maintenance of the station buildings was implemented in July 2006.

The Alexandra Road Police station in Pietermaritzburg received furniture as required in May 2006.

The Crammond Police Station received the required telephone lines and furniture as identified during the intervention in September 2006.

During 2008/9 this component through evaluations identified various problems in certain areas, but it went beyond the call of duty to facilitate interventions required to bring relief to the affected communities as can be seen from these instances: 







 

Some communities had to travel ± 20 km to the stations to lay a complaint. Relevant stakeholders in the areas were brought together and they identified the need for the centralisation of the Ntabamhlophe and Besters stations. The need for a satellite station in the area was also identified.

The need to establish a satellite station at Mathenjwa Tribal Court, Ndumo was identified. Work study investigations, however, showed that a mobile CSC would be more feasible than a satellite station as it would service the wider Mbadleni and Madeya areas thus improving service delivery and addressing crime within the rural communities.

During safety month the component identified Hlobane Police station as a station to be visited.

This visit was aimed at highlighting the importance of safety and security of community members in their communities. The meeting was also aimed at allowing the community to express their views and experiences on safety issues in the area. It was further established that numerous cases were still outstanding and not dealt with by the station in the area. These cases have been identified and forwarded to the ICD for further investigation.

At Ingogo area a farmer was residing illegally on a farm that was owned by the Department of Land Affairs. The farmer has 159 convictions against him and refused to move from the farm.

Through the intervention of the component, the Chairperson of the Portfolio Committee was requested to intervene in the matter. The farmer has now been moved from the land and the rightful persons are now residing on the property.

A case concerning police brutality in the Isipingo Police station was investigated and referred to the Complaints Management Directorate to investigate further.

A stock theft problem in the Umzimkhulu area was identified. After investigations by the component it was established that when stock theft took place in the area there was no recoveries because the cattle was not branded. Through the initiative of the Service Delivery Evaluation team a stock theft awareness campaign was held to address the problem. All communities, Amakosi and Izinduna were invited to an information session where high ranking officials from the Department of Agriculture addressed the importance of branding cattle.

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6.

SAFE FESTIVE SEASON

The 2007 festive season in the province proved to be one of the safest the province had in many years. It was relatively incident-free for both residents and visitors. This came about as a result of the department’s monitored visible policing during the holiday season and major events to support crime combating and prevention as well as to build partnerships. In addition there were 1 130 arrests during the 2007 festive season. The positive partnership built between the external stakeholders and the police was evident in an open letter to a national magazine “Bicycling” where the police was commended for their success in the Amashovashova cycle race.

During 2008 the component engaged with SAPS 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.

7.

MEC’S COMMUNITY AWARDS FOR POLICE EXCELLENCE

8.

SAPS RESTRUCTURING ON TRACK

SAPS have decentralised their previous three-tier structure and realigned their stations. The SAPS Area Offices have been re-constituted into clusters with Cluster Commanders. There are 25 clusters in the Province. Area Office staff have been redeployed to stations. The intention of this restructuring was to redistribute manpower and resources at station level to improve service delivery.

The SAPS restructured its operations and grouped the 188 police stations into 28 clusters. Area office functions continue to be devolved to individual stations. The Department is continuously liaising with the SAPS regarding the restructuring and the finalisation thereof. However, the department needs to further research and engage with SAPS regarding the following:     

resource allocations to the stations and the SAPS RAG document as well as benchmarking standards for policing resources; future layouts and renovations of Community Service Centres (CSCs) in terms of providing more user-friendly facilities; intensifying its training on statement-taking, as well as crime scene management; 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; communication strategies, especially in areas where there are no fixed addresses or easy telephonic access to complainants;

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In our quest for service excellence, officials displayed courage and innovation in being the first in the country to also focus on recognition and reward and not only on redress. The department hosted the first MEC’s Community Awards for Police Excellence on 20 March, 2008. The main purpose of this project is to entrench and promote the concept of community policing by recognizing and rewarding police best practice and publicly celebrate SAPS 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 SAPS and the awards have created great competition within the SAPS ranks in increasing service delivery to the community at large. Hosting the Awards was hailed as a great achievement and is now being held on an annual basis, to promote a culture of service excellence in the SAPS. The component organised the second awards ceremony on 19 March 2009.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

9.

A PROMISING FUTURE

The component has engaged in on-going introspection to identify ways of improving its internal efficiencies and effectiveness. These include:    

“Defend The Weak”

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Increasing the use of scientific methods to identify problematic areas in police service delivery such as the locality of police stations vis-à-vis the communities they serve.

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 SAPS 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 web-based 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 labour-saving efficiencies by streamlining its current manual system.

Embarking on an aggressive drive to further strengthen its “intelligence” capability. Although the component has developed a significant 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.

10. RELATIONSHIP BUILDING

The Department worked closely with the Community Safety and Liaison Portfolio Committee and the SAPS to successfully co-ordinate the Committee’s police station visits to two provincial stations. The first visit was undertaken in the uMzimkhulu policing area from 20-24 May, 2005 and the second in the Midlands policing area from 27-29 July, 2005.

2. COMPL AINT S MAN AGEMENT 1.

ESTABLISHING THE COMPLAINTS MANAGEMENT DIRECTORATE

Monitoring the effectiveness, efficiency and conduct of the police is a core function of the department.

To this end a number of new approaches were identified in 2005 to improve core service delivery.

The challenges in the Department in 2005 were exceptional – with just two people in the complaints desk handling complaints from the public of poor police service delivery, it was proving impossible to continue servicing the growing needs of this sector. With this substantial growth came the birth of the Complaints Management Directorate as a separate and formal unit with more than five staff members. Already in operation effectively, it is currently providing a means for KZN citizens to obtain action and information from the SAPS in respect of complaints about the service that has been provided to them.

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2.

ELECTRONIC COMPLAINTS MANAGEMENT SYSTEM

The Directorate receives written and telephonic complaints from the KZN communities and also responds to complaints forwarded through the media. Barely a year after the establishment of the Directorate, the team introduced the Electronic Complaints Management System. This system automates the entire process of recording, managing, controlling and following up on complaints. It automatically reminds you that there needs to be a follow-up and an acknowledgement letter is automatically created within seven days. In this way, we can keep track of complaints with no room for error, thereby improving turnaround times and enabling personnel within the department to focus on important tasks of dealing sympathetically and constructively with complainants and personal contact with the SAPS where necessary. It also generates reports, including trend analyses which can redirect the operations of the Department and SAPS. It’s just another way to show how serious our department is in our commitment to “Defend the Weak”.

Substantial accolade is paid to this highly effective system that replaced the old filing system of complaints. It was another milestone achievement for the department that the Electronic Complaints Management System, home-grown and introduced in KZN, was taken on as the national role model.

3.

MANAGING COMPLAINTS

   4.

2006/07 – 292; 2007/08 – 358; 2008/09 – 295.

CREATING AWARENESS

A Complaints Management Brochure was developed to enable information on the Directorate’s services to be widely disseminated.

Awareness campaigns and izimbizo were some of the major successes of 2006. One such example is the community crime awareness programme that was facilitated at Ezingoleni. This intervention built a foundation for monitoring complaints and restructuring the police station. The situation has been monitored and service delivery has improved in the area.

There was successful participation in Izimbizo and community meetings that were organized by the department in 2007. Both the department and communities gained significant value from the meetings. Of note is the reduction in complaints over policing that are raised when we directly engage communities through this Izimbizo.

The Directorate launched suggestion boxes at Esikhawini in March 2007 to encourage the KZN community to offer suggestions, comments and recommendations in relation to policing matters. This was followed by the training of CPF structures in Loskop, Ingogo, Bulwer, Margate, Babanango and Manguzi on the proper management of suggestion boxes. Feedback from the boxes was recorded and strategies to address the identified challenges were discussed with the SAPS management of those stations.

The Complaints Management Directorate supported the Communities-in-Dialogue Programme by engaging various stakeholders and the community, in Community Dialogue Sessions from a Complaints Management perspective. In August 2007, a very successful Crime Awareness campaign was held at Adams Mission to address policing matters and improve SAPS service delivery.

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“Defend The Weak”

The statistics relating to complaints received from the community and dealt with timely in consultation with the SAPS and other relevant stakeholders are as follows:

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

Other successes included the Directorate hosting a Provincial Complaints Management Summit on 5 December 2008 to interact with the departmental stakeholders. The main objective of the summit was to provide feedback and identify strategies to address challenges that impacted negatively on the management of complaints. The suggestion boxes were simultaneously rolled out to all police stations in KZN. The Directorate spearheaded a programme of consultative workshops with stakeholders to strengthen the relationship between the Umsinga community and the police. This was done after the community had lodged complaints with the MEC and the Provincial Commissioner of KZN. A stakeholders meeting was also coordinated by the directorate in preparation for the Premier’s and the Presidential Izimbizo that were held in various areas, thereby contributing to the aims of the izimbizo being achieved.

“Defend The Weak�

In partnership with the ICD and other relevant stakeholders, the directorate trained the Umzimkhulu police stations on domestic violence. Crime awareness campaigns were also conducted in the areas served by the respective police stations.

During 2008/9 CPF structures were again trained in the management of suggestion boxes distributed to all police stations in KZN to involve the community in policing matters. Suggestion boxes are managed by CPFs to collect suggestions, compliments and complaints from the community.

That same year the Directorate, in partnership with other Directorates, visited different Districts to educate communities on the functioning of the Criminal Justice System and to involve the community in the fight against crime.

The Directorate further represents the Department in the Stock Theft Coordinating Committee which addresses stock theft matters.

5.

EXCEPTIONAL RESULTS

In a democracy that is founded on transparency and accountability in the public sector, our Complaints Management division produced exceptional results. By addressing service delivery complaints against the police effectively, it assisted in improving service standards in the province.

The majority of complaints received related to a lack of feedback, poor investigation, poor service delivery and police misconduct. As a result, the Directorate has realized the importance of partnerships in the fight against crime and the importance of integration of services by government institutions and community structures in policing matters.

Police were encouraged to conduct crime awareness campaigns in conjunction with other relevant departments so that the various mandates and services could be communicated to the community.

The police were advised to ensure that they design an information booklet that would be distributed to communities to educate them about the services rendered by SAPS. It was further determined that investigators are overloaded with dockets, which often compromise the quality of investigations. Some police stations have been constructed far from communities who have to travel long distances to report cases. We have also found that the crime scenes are not timely protected resulting in important evidence being destroyed. The collection of physical clues needs improvement. Suspects are acquitted at court because physical clues were destroyed at the scene or not properly handled.

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6.

RELATIONSHIP BUILDING

The Department also arranged a successful relationship-building workshop between the Department of Community Safety and Liaison and the Independent Complaints Directorate at Riverside Hotel in Durban North on July 21, 2005 to improve integration between the two bodies. As a result of this workshop, a process of joint engagement was set in motion to harness the synergies between the two agencies and harmonise those areas of operations that overlap or duplicate one another. A successful Imbizo was held in Vryheid on June 4, 2005 that made a critical impact in helping to defuse tensions between farmers and farm-dwellers and between members of the community and law enforcement agencies such as the SAPS and the Department of Public Prosecutions in the area. This was followed by another meeting with community stakeholders in Vryheid on June 10, 2005, that consolidated the gains made during the initial Izimbizo. These public meetings gave stakeholders a platform to release pent-up anger and frustration, that was a cathartic release for many and for the first time initiated a process of dialogue involving all the relevant stakeholders in the area to bring about peace and reconciliation in the Abaqulusi district.

In partnership with the SAPS the department hosted an Imbizo for the National Minister of Safety and Security on 11 June, 2005 at Utrecht and Newcastle to promote disarmament and the National Firearm Campaign.

3. COMMUNIT Y POLICING 1.

DEVELOPING AN UNDERSTANDING

Introduced in 1996, community policing structures evolved significantly over the years. Through the department’s close interactions with the membership of the community policing structures over the last 8 years, we have been able to develop an in-depth understanding of the needs, expectations and experience of individuals and local communities with regards to policing.

By late 2005, a director was appointed in the Department to head this strategic unit. This resulted in further appointments to capacitate this directorate. With a new structure in place, the first task was to “Craft Peace” in the different zones in KwaZulu-Natal that had long been the epicentre of political violence. Peace and stability, through this sector was attained in areas known for political fighting, community conflicts and witchcraft violence.

More importantly, it was this sector that worked hard to restore the community’s faith and trust in the SAPS. It must be remembered that the Department was dealing with a community that ran away when they saw the police and the Department ensured the police was seen in a more positive manner and this started paying dividends. The relationship between the SAPS and the community began to strengthen. Gradually, communities began to show more trust in the SAPS. The greatest evidence of this was that people began reporting matters to the police, whereas they normally would have kept quiet about. There can be no more positive reinforcement of the department’s achievement in executing this important assignment.

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The Department responded to the calls for a Safety and Security Izimbizo on 22 June, 2005 in Bergville due to the spiraling rate of stock theft in the area and the increasing tensions created between the community, traditional leaders and the SAPS.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

2.

RESEARCH

Two types of research were commissioned in 2004 to provide a scientific base of facts on this matter.

The first was a comprehensive investigation on the existence, nature and extent of CPFs at all police stations in KZN and the second focused on conducting Organizational Development Assessments (ODAs) on existing CPAs. 3.

COMMUNITY POLICING TOOL KIT

The research findings indicated a need for community members to have a formal, uniform guide on how to establish and maintain a Community Police Forum. A formal guiding document was necessary to ensure that all members of the forum had equal access to information and a clear understanding on how to drive the philosophy of community policing. A community policing tool kit was therefore designed in 2005 in partnership with the Provincial Community Policing Board and South African Breweries and this replaced all old and outdated guidebooks. The department produced the toolkit in both English and isiZulu as a permanent guide for all CPF structures.

“Defend The Weak”

Community Policing evolved from mere relationship building to a role of driving community safety and peace programmes. The new manual set out to professionalize these structures and ensure that there is an equitable understanding and implementation of the community policing philosophy.

The department successfully investigated and mediated several conflicts between the police and the community in a few CPF forums. This was in keeping with the MEC’s mandate in terms of the Police Act No 68 of 1995 where CPFs fell directly under the MEC whose role was to further ensure that the CPFs functioned in terms of their mandate.

4.

TAXI VIOLENCE 2004/5

The Community Policing Directorate was appointed as Convener of a Taxi Task Team to develop recommendations for the MEC to address the violence between Pinetown-Mpumalanga Taxi disputes in 2004. Recommendations from the team that the route be closed until the dispute was settled were adopted by the MEC and resulted in a speedy end to the dispute. This successful project ended months of violence.

The on-going conflict involving the Dundee Taxi Organization was also resolved clearing the air as to which taxi association would be allowed to operate in the area.

5.

CEMENTING RELATIONSHIPS

Relationships between the CPFs, the department and the SAPS were further cemented in 2005 and, following the vision of the Honorable MEC, a new approach for funding the activities of CPFs developed. This involved making the CPFs financially and operationally viable. This culminated in the first Provincial Community Policing Summit, which was held in December 2005. Crime Awareness Campaigns were also run at Gamalakhe on 10 June 2005, Kokstad on 24 June 2005 and Vryheid on 8 December 2005.

In 2006, the existence of 183 Community Policing Forums was verified and the capacity of 90 Community Policing Forums to provide services was evaluated. To ensure the CPF’s function to their fullest extent, the department launched an empowerment campaign where seven training workshops were held per policing area, as opposed to an original target of only one per area. Seven training evaluations were conducted per area and seven projects were implemented in each area.

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Nine capacity building workshops were executed by the department to enable the CPFs to accomplish their roles in improving the link between the public and the SAPS. These workshops focused on conflict management, project management and financial management. The department further developed and distributed CPF toolkits to equip the CPFs to drive peace and safety in their communities.

The Department also provided financial support for the Provincial Area Boards to enable them to execute their administrative functions. The department continued to expand its area coverage by hosting seven Izimbizo across the province, exceeding the original target of four.

Excellent police-community relations are one of the by products of community policing. The main focus in 2006/7 remained community involvement in combating crime and disorder. Community policing continued to provide an excellent platform for the government and the police to attend to the needs of their customers in society.

6.

NEW APPROACH FOR COMMUNITY POLICING FORUMS

7.

NATIONAL ROLE-MODEL

Once again the department consistently met or exceeded its targets for the year 2006/7 despite challenges. As leader in its field, the department blazed ahead in achieving significant firsts in the country. Realizing the benefits of empowering and educating, this time around the Department was the first provincial department among provinces to make funding available directly to the CPFs to facilitate operational efficiency and run projects independently. All CPFs received funding to enable them to operate effectively and 156 CPF controlled projects were funded.

The CPF Funding project concentrated on each CPF receiving funding from the department via the Area Boards from December 2007 to March 2008.

Several CPFs were identified and each received a Wendy House to use as an office and meeting place. The following CPFs were identified: Loskop, Swartberg, Nsuze, Ceza, Mkhuze.

In 2008/9 the budget allocated for this strategic objective was transferred to ‘Goods and Services’ due to the fact that CPF Sponsorships could not be finalized due to the following structural challenges:   

CPF Area Boards had ceased to exist after the restructuring of the SAPS. The budget however supports numerous CPF projects through direct procurement from the Department.

The Midlands Area Board, through the Department sponsorship, provided PA systems for each cluster to assist in their campaigns.

Despite the challenges with the Department’s sponsorship of CPFs, Loskop, Mooi River, Ematimatolo, Hattingspruit, Cramond, Phoenix Ladysmith New Hannover, Wentworth, Paulpietersburg , Ngome, Babanango, Vryheid, Mpumalanga and Kranskop still managed to conduct crime prevention and safety projects with Departmental support.

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A new approach for funding the activities of the Community Policing Forums was developed in 2006/7. The directorate of Community Policing Forums also became deeply involved in resolving intra and inter-community conflict driving the Communities-In-Dialogue programme hard and successfully with a very limited budget. The programme, originally announced by the Premier in the 2006 State of the Province address, has proved to be a critical tool in reducing conflict before it gets to unmanageable proportions.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

8.

FLAGSHIP CAPACITY BUILDING PROGRAMME

In response to this research, the department, in 2005, designed a Flagship Capacity-Building programme that sought to address the necessary gaps in human and organizational development in Community Policing Structures. The first phase of this programme involved the provision of training for CPF members on project management, financial management and facilitation skills. Seventy CPF executive members from all area boards in the province were trained. This programme was based on the “Train the Trainer” concept to enable those CPF members trained by the department to share their skills with their local structures.

9.

DRIVING COMMUNITIES-IN-DIALOGUE

“Defend The Weak”

In 2006/7, the Directorate became deeply involved in resolving intra and inter-community conflict driving the Communities-In-Dialogue programme hard and successfully with a limited budget. This programme is expected to show solid growth in future years. Community policing at the station level is still regarded as the responsibility of only the coordinator and the station commissioner.

During 2008/9 the Department budgeted for 12 CIDPs using the previous year’s performance as a baseline. However, due to the demand for the program, 30 CIDPs were eventually facilitated. These were held in the following areas: Steadville, Msinga, Esikhawini, KwaMakhutha, Ingogo, Vumengazi, Danhauser, Isipingo, Verulam, Inanda, Normandien, Vryheid, KwaMsane, Groenvlei, Pongolo, Nquthu, Osizweni, Nongoma, Mpungamhlophe, Ekuvukeni, Winterton. Indumo, Hermansburg, Ibisi, Paulpietersburg, Besters, Umsunduzi, Mtubatuba, Endumeni and Bergville.

In areas like Bergville, Steadsville, and Osizweni the intervention of the Department halted the violence completely. These interventions were facilitated in partnership with a key provincial conflict resolution organization, namely, Sinani. In areas like Ingogo and Hermansburg, the CIDP interventions enormously influenced the Land Restitution Programme by ensuring that the inhabitants of those areas received their fair benefits.

This intervention improved policing at Umsinga and Umsunduze. The programme also enabled the Department to effectively and efficiently address the xenophobic issues that arose in areas like Isipingo, Verulam, Cato Manor and Inanda.

10. SUPERB RETURN

A superb return on public investment in the arena of promoting a closer relationship between the community and police was the remarkable achievement of this directorate in the 2007/8 financial year. This was evidenced by the overwhelming impact of initiatives like the Communities-in-Dialogue and ‘Thathulwazi’ projects.

The department continued to fund and resource CPFs through their respective Area Boards in KZN. This, together with the capacitation of CPF members, has made the CPFs significantly more viable and enabled them to deliver services to communities and ensure their continued viability in the future.

To broaden the interaction between communities and the State regarding safety issues, the concept of Community Safety Forums was introduced in 2007 to eight district municipalities in KZN. This new policy direction will support the JCPS agenda on a local level and is meeting with positive responses in the districts.

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11.

PROJECT THATHULWAZI - ON A WINNING STREAK

Flagship projects were undertaken by the directorate in 2007/8 and these included Project Thathulwazi (Capacity building) that included a basic computer course that was offered to two representatives from each CPF. This amounted to 372 CPF members being given accredited Basic Computer Literacy training through the Department of Education FET colleges. A graduation ceremony was held at the Esikhawini FET College on 30 November 2007.

During 2008/9 the Department facilitated a Financial and Project Management Course in partnership with the Department of Education (FET Colleges) which capacitated 92 CPF members representative of age and gender. This course is in line with the National Qualifications Framework (NQF).

Through this project, participants were equipped with skills that enabled them to develop and manage their own projects without being financed, meaning that they developed business plans, raised funds and executed their projects to completion. Soccer clubs were born out of these projects in areas like Msinsini, Port Edward and Ladysmith.

The networking opportunity between various CPFs in 2008/9 has opened doors for further CPF collaboration of projects. CPF course participants realized the various possibilities for tapping into funds from all sectors and not only relying on government funds for projects. This is encouraging as it will allow them the opportunity to sustain their projects and initiatives.

12. KEY SUCCESSES

   

 

 

Verification and evaluation of all the CPFs in KZN. A CPF capacity-building project (Project Thathulwazi). This project won the Department’s Service Excellence Award and was further nominated for a Premier’s Service Excellence Award where it obtained a certificate.

Resourcing of all CPFs in the province in the amount of over R2 million. Many structures were resourced with computers, printers, computer stands, chairs and stationery. The Area Boards assisted in the procurement.

In addition, the CPF projects were supported by an amount of nearly R1 million. This support enabled the Department to reach the wider community of KZN. The funding has helped in the day-to-day running of the CPF business that has in turn helped CPFs disseminate information on community policing to the greater community. Projects relating to stolen goods, domestic violence, anti-rape, stock theft, housebreaking, hijacking and sport against crime was undertaken across the Province.

Schools and communities were targeted with awareness campaigns to highlight the specific crimes affecting the community in the area. This encouraged community members to come forward and report crimes and to give information on known criminals active in the area.

Communities-in-Dialogue programmes were run in order to mediate community conflicts and to stimulate dialogue between communities with the purpose of addressing misunderstanding and empowering communities to address and resolve their own problems and developing tolerance for each other regardless of gender, ethnic, race, religious or political affiliations.

Statistics showed that there was an increase in the number of youth participating in CPF structures and the gender equity in some CPF structures had improved.

Annual CPF conferences were hosted.

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At Durban South and Durban North, co-operatives were formed demonstrating communities in action, and are a direct result of the networking which the training provided and supported. CPF members have been made more marketable in the global job market and last year’s computer training saw previously unemployed CPF members getting employment as a direct result of their acquired computer skills. It was envisioned that the training in 2008/9 will contribute even further as some participants are already anticipating establishing co-operatives.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON



The concept of Community Safety Forums was entrenched in the Province and the establishment of several Community Safety Forums was facilitated. · ·

13. TRENDS

    

The Department determined that Community Policing at station level was sometimes regarded as only the responsibility of the CPF co-ordinator and the Station Commissioner.

Poor relationships within CPF structures between community members and the SAPS, as the SAPS sometimes sees the community as acting as watch-dogs rather than joint partners.

The Department also concluded that there was apathy on the side of community members and some SAPS members towards CPF activities.

It will be beneficial if the training that is currently being offered by the Department to CPF executive members be extended to the non-executive members of the CPFs as well.

The restructuring of SAPS continues to pose challenges to the CPFs. There are no clear directives regarding the ‘new’ structural arrangements of CPFs that would be in line with SAPS ‘clusters’.

This has resulted in a provincial environment where CPF structures were not uniform i.e. some clusters established ‘cluster’ boards and others did not.

14. LEARNING GAINED

“Defend The Weak”

  

By 2008/9 the Department has noted that the policy and legislative provisions regarding financial resources for community policing require further revision in order for CPFs to be more effective.

Early project and resource funding was required to enable CPFs to implement planned projects timeously and a buy-in to the concept of Community Policing among all stakeholders remains a challenge.

There is a need for a CPF provincial policy that would be in line with all the legal prescripts.

4. VICTIM EMPOWERMENT 1.

INTERNATONAL AWARD FOR GENDER PROGRAMME

A major boost for the department’s confidence was the receipt of an International Award for our Gender Programme in 2004. The department in partnership with eThekweni Municipality and the KZN Network on Violence Against Women designed and implemented a Women’s Safety Audit Pilot Project – the first of its kind in South Africa. Based on the pilot experience, a Women’s Safety Audit Toolkit was developed. This Toolkit is a resource product that can be used by women to assess their safety in their particular communities, with the use of a checklist and other materials. The Toolkit was publicly distributed through the media and among stakeholders.

2.

RIGHT’S EDUCATION CAMPAIGN

On the policy front, in 2004, the Department received much praise from stakeholders who work with child abuse victims for its innovative campaign to raise awareness of children’s protective rights.

Responding to the rising tide of child abuse cases, the department developed an interactive Rights Education Campaign that reached out to children in areas that emerged in crime statistics as the most prone “hot spots” for child abuse. Using a vibrant drama production to empower the children with life-skills in abusive situations, six Awareness Forums were rolled out to target schools.

Capping this success, two full page bilingual newspaper inserts augmented the department’s awareness campaigns, sensitizing vulnerable groups about their rights and pointing out the victim support mechanisms that are available in the province.

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3.

VICTIM EMPOWERMENT ON TARGET

Six victim empowerment centres, in 2004, were visited where research was conducted. This information was used to inform the development of the Directorate’s strategic goals and objectives for its inception at the start of the 2005/6 financial year.

The Department developed a specialist assessment tool in 2005 to assess the establishment and existence of the Victim Friendly Facilities at police stations in KZN that will provide reliable and directly comparable information from all audits and provide guidance for the improvement of facilities. Four support programmes were implemented and four awareness campaigns were conducted to promote special support programmes for crime victims and to raise the awareness of protective rights among vulnerable groups.

Eight new initiatives promoting awareness of the rights of victims were undertaken by the department in line with the MECs commitment of “defending the weak” in 2005. A number of SAPS Trauma Centres and seven Non-Government Victim Support Centres were assessed and this showed that there was a considerable opportunity for improving the facilities made available for victims at these centres.

A proud moment for the department was the realization of the Victim Friendly Units at several police stations.

Despite having a small staff compliment, the directorate of Victim Empowerment achieved several firsts in developing and implementing a programme to assist widows and arrange donor funding for the SAPS to build Victim Friendly Facilities at 4 police stations.

Gone are the days of having to walk into a police station charge office and speak to the officers with no privacy. With the utmost regard for the victim’s dignity, the Victim Friendly Units are here to stay and expand.

4.

SAPS VICTIMS CHARTER LAUNCHED

The SAPS Victims Charter was launched at the Plessislaer Police Station on 8 December 2005. The Service Charter for Victims of Crime in South Africa was produced and a framed English and isiZulu version of each was issued to each police station to display. The goal was to create awareness and inform both police and victims of the rights of victims in terms of the law.

Specialist programmes comprised a mass programme and those aimed at smaller groups. The programmes aimed at reaching a larger audience included the radio drama on “Violence Against Women and Children” that was produced by the department and flighted on Ukhosi FM and Lotus FM during the 16 Days of Activism Campaign. The drama promoted awareness on violence against women and children and victim related issues.

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The audits undertaken by the Victim Empowerment component of the victim friendly facilities (VFF), were used as a basis to guide the Department in working with the SAPS to establish VFF’s.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

5.

CHILDREN AND RAPE VICTIM’S PROGRAMMES

In recognition of and preparation for Child Protection Month, a Child Protection Wall Chart was published and 897 375 copies were distributed to schools and hospitals in predominantly disadvantaged areas in KwaZulu Natal and through the mass media throughout the year. Designed to appeal to children, the chart contained important information as well as contact numbers for children in distress. The Department received an overwhelmingly positive support from child protection groups, as well as members of the public, with a member of the Concerned Women’s Group even presenting a copy of the wall chart to former First Lady, Zanele Mbeki.

The Fakazi Support Programme for Rape Victims was launched and an educational publication on Domestic violence produced and distributed during August 2005.

Programmes aimed at specific groups within communities included support and provision of urgently needed food to victims of crime at Tugela Ferry on 11 and 16 December 2005 followed by a visit to uMlazi Place of Safety to provide support to vulnerable children on 20 December 2005.

“Defend The Weak”

The department, together with Childline and the Department of Education successfully ran a campaign against Child Abuse from 6-17 March 2006 across the province. This campaign reached an estimated 70 000 senior primary and early high school learners at 78 schools in areas of high child abuse prevalence.

In addition to achieving the Department’s objectives and publicizing the problems with child abuse, Childline received an additional R114,000 of funding as a result of this initiative.

An outreach programme, in partnership with ABSA and SAPS, for Siyabhathanda Home on 19 March 2006, where uniforms, comforters, school bags, stationery and group games were presented.

A Bus campaign was successfully conducted in partnership with KwaZulu-Natal Network on Violence Against Women in Durban from 28-31 March 2006.

6.

INCREDIBLE STRIDES

Incredible strides were made in the 2006/7 financial year and dignity was bestowed to many victims. This is a pivotal sector which ensures the building of a caring and humane society. Despite being a small department with few staff members, the directorate incredibly achieved all its targets and achieved firsts in developing and implementing a programme to assist widows and arranging donor funding for the SAPS to build Victim Friendly Facilities at 4 police stations.

Other key successes the Women Safety Audit Training manual development and training district networks where all areas were trained from 12 September to 26 October 2006. World Aids Day was commemorated in Umzinto on 1 December 2006.

The department broke new ground by identifying this large and forgotten vulnerable group that had never been given a platform to discuss issues affecting them as a group, namely, the Widows in KwaZulu-Natal. The Directorate developed the first Widows Seminar that was held from 13-14 August 2006 in Port Shepstone.

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7.

VICTIM FRIENDLY FACILITIES ASSESSED

Assessment of SAPS Victim Friendly Facilities was conducted during 2007 at 114 police stations and valuable information was gained, analyzed and submitted to the SAPS where appropriate. As a result of the assessments, nine Victim Friendly Facilities have been established since March 2007. The demand from stations to have the department facilitate more such services for victims are growing by the day and it is a challenge that the department must seriously garner resources for.

8.

MAKING VICTIM EMPOWERMENT A REALITY

A number of awareness campaigns were held during 2007 throughout the province. These campaigns targeted issues such as street children, physically and mentally challenged persons, widowhood and older persons.

The department also participated in integrated community outreach programmes and in the Sixteen Days of Activism campaign to compliment its Women’s Safety Audit Walkabouts and the roll out of the children’s safety comic book ‘Kuyoze Kubenini?’

Other notable successes in 2007 included hosting a Men’s Programme to bring about attitude and value change. The department also hosted a Provincial Street Children’s Conference and Volunteer Training on the prevention of Child Abuse and Neglect.

By 2008/9 forty-six police stations were assessed on the availability and effectiveness of Victim Friendly Facilities while 7 “Safe Teas” were conducted throughout the Province. In addition 4 Widowhood forums were maintained during 2008/2009 throughout the province and there was a launch and handing over of a VFF at Greenwood Park SAPS. Child Protection Week programmes were further observed from Greytown to Ulundi. This year also saw a hive of activities including the launch of the DVD Kuyoze Kubenini?

Another success was the launch of the Vukuzithathe Forum (Provincial Widows’ Forum) on 19 September 2008, a month after celebrating Women’s Day, in partnership with the Msunduzi Municipality on August 28, 2008.

We also participated in a men’s walk in partnership with Umsunduzi Municipality on 29 August 2008 and hosted a Provincial Military Veterans’ Conference from 14-15 December 2008. 2008/9 also saw the development of a resource book on Victim Friendly Facilities.

9.

LEARNING GAINS

There is no doubt that domestic violence is prevalent in the province. There is still reluctance on the part of communities to report such violence and access victim support services. There is also insufficient co-ordination of victim support activities within the province. To this end the Department will look at ways to improve on the lack of integration of programmes by government departments and the lack of co-operation by some District Municipalities. While that may be so, it must be said that the SAPS and other critical provincial stakeholders offered good co-operation during the Directorate’s activities.

As a result, the Chief Directorate began to integrate services to avoid duplication of services.

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In addition 56 “Safe Teas” meetings were conducted throughout the province, 11 widowhood and older persons conferences conducted throughout the province, 4 Victim Friendly Facilities were established at police stations in Wembezi, Esikhawini, Gamalakhe and Umbumbulu in June 2007, and programmes aimed at gender-inclusivity were conducted.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

5. SOCIAL CRIME PREVENTION 1.

EXPANDING THE SAFETY NET

Key activities in 2005 led to the establishment of the Community Safety Network Structure. The Department continued to expand the safety net in 2007 by ensuring that social evils such as drugs and alcohol abuse, school violence, stock theft and rape, received immediate preventative attention. Our involvement included extensive research as well as the capacitation of traditional leaders, youth and local government. While the Department is not considered to be a social agency, tremendous efforts were made to entrench social crime prevention, high on the agenda.

2.

ESTABLISHING NEW COMMITTEES

The KwaZulu-Natal Integrated Youth Crime Prevention Committee (KIYCPC) was established in 2004.

The KIYCPC formulated integrated strategies and performed joint planning on crime prevention matters concerning youth.

“Defend The Weak”

In addition, the Rural Safety Programme saw implemented the second phase of its Msinga Crime Prevention Project. Special emphasis was placed on developing a more prominent role for local government in providing essential local leadership and support for the project.

3.

COMPREHENSIVE LOCAL GOVERNMENT CAPACITATION

Preparation for the implementation in 2005 of a crucial, comprehensive Local Government Capacitation Programme was done. This programme deals with preparing local government officials with the knowledge and skills required to implement effective and sustainable crime prevention programmes for the communities they serve, particularly in relation to crime prevention through environmental design.

A number of exciting innovations were generated in 2005 and have fundamentally impacted on crime prevention in the province. This was achieved through the performance of four major services in pursuit of the department’s broad strategic goal to promote social crime prevention in the province.

Those were:    

Facilitation of key community safety processes and the establishment of community safety structures; Formulation of provincial strategies; Design and implementation of capacity training; Research to inform all departmental community safety work.

Targeted measurable objectives were met and these included developing and executing social crime prevention programmes at provincial and local level, as well as research and development into social crime prevention responses to community safety priorities.

4.

SAFETY THROUGH INTEGRATED DEVELOPMENT PLANS

The intention of this project was to establish community safety as an integral part of local crime prevention planning through Integrated Development Plans (IDPs). Guidelines were developed and submitted to provincial government to assist municipalities to develop and incorporate Safety Plans reflecting their communities’ needs and planned responses into IDPs.

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Training and technical support for local governments interested in this began in 2005, but it was which 2007 saw the launch of Guidelines for the Integration of Safety Plans into IDPs at Adams Mission. Almost immediately, the uThukela, Zululand, Ilembe, Umkhanyakude, Amajuba, Umzinyati and uMgungundlovu municipalities received assistance with regard to the incorporation of safety plans into Integrated Development Plans (IDPs). Most municipalities indicated that safety plans were in existence but did not form part of their respective IDPs. These plans were reviewed and incorporated as part of the IDP review process using the guidelines provided by the Department.

With the project running, continued assistance was rendered to municipalities regarding the incorporation of safety plans into IDPs and audits were conducted on the IDPs of all municipalities to monitor the level of incorporation. These audits revealed the tremendous success of this project as by September 2008, 91% of all District Municipalities and 82% of all Local Municipalities had incorporated safety plans into their IDPs. This is the first such effort in the country that gives a formal, instructional guidance to municipalities to plan around crime prevention.

5.

TRAINING LOCAL LEADERS

In an attempt to further strengthen rural safety, the training in community based crime prevention that was previously provided to Amakhosi was cascaded to iziNduna during 2008. A Human rights handbook this time formed part of the training programme to address incidents such as that of an Umlazi woman whose rights were violated simply because she chose to wear pants. A total of 53 traditional leaders from Umzimkhulu (Sisonke District) were trained at Hibberdene from 15 to 18 May 2008.

6.

KZN YOUTH CRIME PREVENTION

In June 2005 the Department hosted the second KZN Youth Crime Prevention Summit in Durban, which was attended by youth leaders from all Municipalities in the Province, Provincial youth formations, the United Nations and youth service providers from government departments and civil society.

The summit formulated an exciting Strategic Framework that is groundbreaking in the manner in which it aligns the Department with the Provincial Growth and Development Strategy. It is to be used to guide all departmental youth crime prevention work.

Informed by the Strategy, the Department developed a partnership in 2005 with the Centre for Scientific and Industrial Research (CSIR) Crime Prevention Centre, to train District Youth Co-Ordinators, working with provincial departmental youth service providers to lead youth safety planning in district municipalities. The training was based on a toolkit, which had been launched at the Youth Crime Prevention Summit and customized for the Department by the CSIR. A provincial Youth Empowerment Consultative Workshop was held from 28-30 September 2007.

It enabled us to hear from the 93 youth and 12 educators, selected from 65 “hotspot” schools in the Province, what they believed was required to promote well-being and safety. A Youth Crime Prevention Resource Book was developed at this workshop and will be used during school safety programmes during 2007/8 financial year, particularly at schools facing severe safety challenges.

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Linked to this is the empowerment and training of local leaders, especially the Amakhosi and iziNduna on managing community safety issues. The growth of crime-fighters in the province is something we are dedicated to for the future. A total of 474 Amakhosi from 10 Districts were trained in social crime prevention in 2007.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

Beyond this Youth Desk Chairpersons from communities and SAPS Youth Coordinators were trained on the Local Crime Prevention Toolkit in February 2008 for the Durban, Ilembe, Hibberdene, Ugu, Umgungundlovu, Amajuba, Umzinyathi Umkhanyakude and Sisonke Municipalities. This included providing delegates with practical tools to establish sustainable crime prevention programmes within their immediate localities.

In partnership with other Departments such as Education, Agriculture, Health, Sports & Recreation, Social Development, SAPS, ICD and Municipalities, the Directorate hosted the Sisonke Youth Indaba where youth were capacitated on youth development issues and youth opportunities available at various Departments.

Research, awareness campaigns and capacity building targeted learners and youth and went towards strengthening the province’s efforts to counter both the criminal victimization of young people as well as their involvement in deviant and criminal behavior.

7.

INTERNATIONAL YOUTH AND CITIES SUMMIT

“Defend The Weak”

The Department of Community Safety and Liaison held a Youth Leaders Against Crime Summit in June 2005 at Karridene Hotel and the MEC was invited by the United Nations Youth Champion, Juma Assiago, on behalf of the Executive Director, Anna Kajumulo Tibaijuka, to the World Urban Forum Third Session.

At the World Urban Forum Third Session held in Canada in 2006, the KZN Department of Community Safety & Liaison undertook and won a bid for the Province of KwaZulu-Natal to host the United Nations 2008 International Youth Crime Prevention and Cities Summit (International Youth Summit).

The Summit was held at the Chief Albert Luthuli International Convention Centre, Durban from 17 to 20 June 2008.

The international community has long recognised that youth have a critical role to play in designing safer communities and safety responses relevant to the lifestyles of the youth. The Summit was therefore intended to raise the profile of youth involvement in safety issues globally and involve youth in devising proactive strategies that address crime and violence by involving youth across the world to be active partners in community safety and crime prevention within the context of sustainable development.

The conference addressed the following objectives:   

Review and assess the role of youth in proactively driving community safety strategies, to positively influence the larger social context of crime; Formulate a multi-agency platform for policy review and policy dialogue in relation to youth education and training; Develop modalities based on Best Practice that will empower youth to take control of their livelihood and destiny.

Transversal matters discussed at the Summit included:       

Youth as victims and perpetrators of crime; Trends and causes of youth crime and violence; Moral Regeneration; Review of Education systems; Youth in conflict ridden countries and Post-conflict societies; Gender-based violence; Best Practice Models.

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The Summit was a resounding success with international delegates expressing great interest in the local South African crime reduction programmes showcased.

8.

DEVELOPING PROVINCIAL SCHOOL SAFETY

The MEC for Transport, Community Safety & Liaison and the MEC for Education were tasked by Cabinet in 2004 to develop a Provincial School Safety Strategy following serious incidents of violence at schools. Department representatives participated in the Provincial School Safety Task Team that was subsequently established and gave substantial input into a set of recommendations for the MECs on improving school safety in the province. These focused primarily on the development of a Provincial School Safety Monitoring and Referral System to enable the Department of Education to intervene and ensure that crime threats and crime that occurred at schools are effectively addressed. Police investigation problems were also to be taken up directly with the Department’s Complaints Management Directorate.

9.

EXECUTIVE COMMITTEE COMMENDATION

A strategy that was developed for the Provincial School Safety task team in 2005 was commended by the Social Cluster of the Provincial Executive Committee and a roll-out for the province was prepared.

    

Mechanisms for improving co-operation between the police and the Department of Education.

Improved security at schools.

Increased support for School Safety Committees (structures that bring all school stakeholders together to address school safety issues).

Targeting of high risk schools for special prevention and law enforcement attention.

Monitoring of police investigations of serious school crimes to ensure prompt and effective performance.

The Department strengthened its education and communication campaigns in 2007 to relay school safety measures through delivering school safety programmes, supported by written publications targeted at learners and educators. Thousands of learners were reached within the limited resources available to our Department. Research was also conducted on School Violence. The findings of this pointed to the need for increased public education to reduce these crimes. Four crime and drug awareness campaigns were conducted at schools in Msinga and Vryheid in May 2007.

With the dawn of 2008/9 came several School Safety Awareness Campaigns at different schools in KwaZulu-Natal. These were held at the Zibukezulu High School, Imbali Township (Umgungundlovu District) on 17 April 2008 as part of Public Service Week, at Ceza (Zululand District) on the 25 August 2008, and was attended by 1420 learners from 3 local high schools. The University of South Africa and the University of Zululand also held career counselling and an exhibition for Grade 11 and 12 students at the event.

The “Silence the Violence” School Safety Programme was implemented at 2 schools in Newlands, Durban. This is a partnership between the DCSL and the NGO Khulisa, a School Safety awareness campaign was held in Jozini (Umkhanyakude District) on 22 September 2008 for 1300 learners from 2 local high schools and another school safety awareness campaign was held at Qantayi High School, Port Dunford (Uthungulu District) on 17 October 2008.

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Key elements of the strategy include:

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

10. DRUG AWARENESS PROGRAMME

“Nipping it in the bud”, was our modus operandi for 2008/9, when it came to drugs. Towns and townships where drugs are known to be prevalent were targeted in campaigns in order to employ a demand-reduction strategy to choke the supply of drugs.

In 2008/9 the Department went full steam ahead to tackle the radical, growing problem of drugs.

Drug Awareness Campaigns for schools were held at Merebank Hall (eThekwini Metro) in June 2008 attended by 500 Grade 8 learners. A total of 14 schools participated from Umlazi, Chatsworth, Lamontville, Isipingo, Merebank, Wentworth, Clairwood and Bluff.

Another campaign was held at Stanger High School Hall on 19 September 2008. The event was attended by 400 (Grade 8-10) learners from 14 schools in the Ilembe District.

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On the 4th November 2008 a Drug Awareness Campaign was held in Chatsworth attended by 400 Grade 7 & 8 learners from local schools and one at Phoenix on 5 March 2009 attended by 400 Grade 8 learners from 9 schools Durban North, KwaMashu, Inanda, Ntuzuma, Phoenix and Newlands areas.

The ‘Drug Free Generation Youth Imbizo’ held on 27 March 2009 was attended by 6 000 youth.

Learners from 38 schools around Uthungulu, Umkhanyakude and Zululand Districts were in attendance. A further 1200 out-of-school youth also attended the Imbizo.

11.

OTHER ACTIVITIES

Some of the key successes in other activities include:   

Interacting with Faith Based Organisation’s such as on the Provincial Prayer Day at Esikhawini on 22 March 2007; A Provincial Crime Prevention Forum established on 31 March 2008; and Research conducted on stock theft and rape.

12. TRENDS

Most crime and deviant behaviour is out of the reach of State enforcement controls since it takes place in homes and community neighbourhood spaces. The problems giving rise to criminal and anti-social behaviour are deeply rooted in social reality and consequently, require sustained, long-term courses of intervention to counteract.

Research at the Department displays a major part of the Department’s research and development programme focused on conscientising KwaZulu-Natal communities on the significant role they have to play in the fight against crime.

There is a need to address the “false sense of security” that communities have, that government needs to protect them. In this regard the Department’s initiative to train the traditional leadership to be the first port of call when people felt unsafe was extremely successful. Another avenue where the Department was streaks ahead, was involving the youth in Drug Awareness programmes. The Department scored a first when it won the rights, beating other countries around the world, to host the Youth Crime Summit in Durban in 2005.

The Department spent a great amount of time and resources researching stock theft as well as educating communities that were affected by stock theft. As a result, we have managed to educate rural cattle owners on the benefits of branding their cattle and encouraging neighbourhood watches.

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6. SPECIAL PROJECT S 1.

NEW BOUNDARIES

The Special Projects directorate was created in 2005 and it assisted in ensuring the smooth implementation of the process following the re-determination of boundaries. It also assisted the department’s participation in Soccerex 2006, managed all intergovernmental and inter-sectoral relations, oversaw the department’s role in the implementation of Operation MBO and implemented new reporting procedures to ensure consistency of information throughout the department.

2.

2010 FIFA WORLD CUP

In order for the KZN government to implement its strategy for the 2010 Football World Cup in the province, the host municipalities and all sector departments needed to be aware of the implications, potential, rollout process and impact of the event on communities. This is also necessary to ensure that municipal and provincial programmes do not occur in isolation but rather as a coherent strategy beneficial to all.

To achieve this, the department, in 2008, provided the following inputs: 



Towards the latter part of 2008, the Department realized that in order for the KwaZulu-Natal Government to implement its strategy for the 2010 Soccer World Cup in the province successfully, the host municipalities and all sector departments needed to be aware of and understand the implications, potential, rollout and impact on communities of the event. A Safety and Security Summit on 2010 was therefore held in September 2008 to foster this common understanding and greater integrated security planning.

Current Provincial 2010 initiatives comprise of the following:     3.

Safety and Security Workstream; Legacy Projects Workstream, including the Volunteer Programme; 2010 Technical Committee meetings; and Soccerex.

STOLEN GOODS CAMPAIGN

The Department identified the stolen goods market as a challenge facing communities and recognized the need to engage communities in respect thereof through its Special Projects Directorate which launched awareness campaigns aimed at discouraging support of the stolen goods market.

To this end, bill board campaigns were run in 6 districts (Ethekwini, Umgungundlovu, Uthukela, Amajuba, Umkhanyakude and Ugu) during 2007/2008

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supported and provided input on the formation of the Provincial Safety and Security Work Stream, supported and provided input on the 1 000 Days Countdown Celebration, provided input on the KZN 2010 FIFA World Cup Action Plan, supported and provided input on the 2nd Provincial Indaba (Provincial State of Readiness), and supported and provided input on the Preliminary Draw.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

This campaign was extended in 2008/2009 to run in PMB CBD, M4 Durban, Chatsworth (Chatsglen Station), Claremont, Ntuzuma (Besters Camp), KwaMashu (Malandela Road) and Umlazi (Mangosuthu Highway).

Radio campaign on Stolen Goods ran from January 2008 until May 2008 and Flyers on the Stolen Goods Campaign were also produced in isiZulu and English.

4.

BUILDING A POPULAR FRONT AGAINST CRIME

Consistent with the Premier’s 2007 State of the Province address on the need to build a “popular front against crime”, key targets for this unit in 2007/8 included promoting good relations between communities and police by implementing the Volunteer Social Crime Prevention Project which balanced law enforcement with community engagement by facilitating localized safety priorities and community activism against crime.

“Defend The Weak”

In 2007/8, the Department implemented a Volunteer Social Crime Prevention Project (VSCPP) that commenced with the training of 1200 volunteers. The project effectively established a community engagement mechanism for law enforcement agencies with the key objective of jointly driving social crime prevention. The intended outcomes of the project area a reduction in social fabric crime, a reduction in the fear of crime and the promotion of KwaZulu-Natal as a safe place for communities, tourists and businesses.

In the same financial year, community consultations were held, the infrastructure for the Volunteer Social Crime Prevention Project (VSCPP) was established. 1100 Volunteers were also recruited during this year and trained by UK Manchester Police. This training was integrated with local context and the modules included first aid training (16 hours), overview of criminal law, human rights, social crime prevention, ethics, problem solving, communications, patrol skills, statement taking and developing partnerships.

200 volunteers per district municipality were deployed in Ethekwini, Ugu, Umgungundlovu, Umkhanyakude, Amajuba and Uthukela, mainly in and around schools and hot spot areas in cities and towns.

For the festive season the deployment was focused on tourist hot spots and was done in partnership with the SAPS and Metro Police. This contributed to a virtually incident free festive season.

Volunteers are being provided with funds to buy food and pay for travel on the days that they volunteer.

During March 2009, a further 750 volunteers were recruited and trained and they will be deployed in the remaining district municipalities – thereby extending the reach of the project province-wide.

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5.

CRIME PREVENTION AND AWARENESS CAMPAIGNS

Of the 11 awareness campaigns targeted for 2008/09, 16 campaigns have been conducted to date. The campaigns include:            

7. THE WAY FORWARD Several of the many projects initiated by the department will continue over the next financial year. Coordination of awareness campaigns to promote civic pride and respect for the law and the coordination of crime prevention and awareness campaigns where volunteers are deployed also remain key focus areas.

Without doubt, however, the major focus and emphasis is placed on the forthcoming 2010 FIFA Football World Cup. Preparation for the 2010 World Cup work-streams and safety plans has already been drawn up.

A large amount of work still remains to be done, however, especially in the provincial safety plan, the monitoring of activities of the key role players, and the need to make communities aware of their responsibilities in the build up to the 2010 World Cup and during the event itself. During 2009/2010 another 250 volunteers would be deployed in the build up to 2010 in addition to the current compliment of 1850. Accolades once again to the department came in the form of the department being designated as the lead organization in the development and implementation of the 2010 Safety work stream at the 2010 Safety and Security summit.

One of the major challenges that the department has identified is the “stolen goods” market. Our project saw the need to further engage communities thereon and an educational and awareness campaign will continue to be a priority. The campaign is aimed at:   

discouraging support of stolen goods; canvassing the causes and impact of this type of crime on the economy, primary, and secondary victims as well as on market participants; and, reducing the strength and prevalence of the stolen goods market leading up to the 2010 World Cup, which in turn will lead to a reduction in crime.

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    

Broadcast on Eastern Mosaic in April; Publication in May edition of Sawubona Magazine; Awareness campaign held in Umkhanyakude District in June; Awareness campaign in Sisonke District (Umzimkhulu Youth Indaba) in September; Siyabonisana campaign in Zululand District in September; Z-cards on the role of VSCPP in School Safety in October; Crime awareness (Senior Citizens) campaign in Impendle in November; Awareness campaign in Harding, Ugu in December; School Safety Campaign/Tournament in Umzumbe, Ugu in December; Festive Season campaign (Street Kids and Safety in Society), Ethekwini Metro from December to January; Festive Season campaign (Beach Safety), Ethekwini Metro in December; Media coverage (Ilanga, Isolezwe, Mercury, and Sunday Tribune) on the status of the VSCPP in December; VSCPP Publicity in Isolezwe and Mercury in December 2008; Wrap Newsletter on Safety month in November 2008; Publication on the highlights of the project in February edition of Sawubona Magazine.

Awareness campaign in Ladysmith, JCPS Imbizo Stakeholder meeting at Ingogo Police Station on 20 February 2009

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

The campaign will take the form of billboards, displays, awareness material distribution and radio programmes.

Violence against women remains a scourge in our society. Operation Khuz’Umhlola is our project for the new year to keep the “16 Days of Activism” campaign to “365 Days of Activism”. This programme is dedicated to promoting human rights, especially those of vulnerable groups, and is aimed at influencing communities to be pro-active on personal safety and to form networks of support in their communities.

The department intends expanding its Volunteer Social Crime Prevention Project (VSCPP) in order to establish a community engagement mechanism for law enforcement agencies with the key objective of driving social crime prevention. The intended outcomes of this project are a reduction in social crime, a corresponding reduction in the fear of crime and the promotion of KZN as a safe place for communities, tourists and businesses.

“Defend The Weak”

1 850 volunteers have already been recruited and trained in from 2007/8 to 2008/2009 and this will increase to 2,100 in the run up to the 2010 World Cup. This provides a balance between law enforcement and community engagement on a day-to-day basis, by facilitating community activism against social crime, through activities such as public meetings, consultative forums and early warning activities.

Following on the success of our Communities-In-Dialogue Programme that concentrated on its informal conflict resolution intervention, plans are afoot to mobilize communities in 2009/10 to assume responsibility in the struggle for peace, stability and safer places to live, through pro-active community dialogue sessions.

The aim of these dialogues is to ensure that peace is sustained and crime is drastically reduced.

Training members of Community Policing Forums (CPFs) in terms of our Thathulwazi Community Police training will increase in 2009/10.

A major challenge for the department remains the incorporation of Umzimkhulu into KZN. Despite activities in prior years, much needs to be done. Activities to be carried out in 2009/10 include direct interventions in the communities through the CiDP, conflict management programmes and sessions for all sectors of communities including the leaders of the communities and aggressive promotion and funding of the Community Safety Forums (CSFs) that include the Department of Justice and Home Affairs, to ensure that they are able to carry out their roles effectively.

It is clear that this department has been characterized by innovation. That is what we set out to achieve right at the beginning and that is how we have progressed. Here’s to another term of great innovation and progress, in our quest to ‘Defend the Weak’ in KwaZulu-Natal.

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AND THE OSCAR FOR BEST SUPPORT TEAM GOES TO..... HOD YASMIN BACUS HANDS OVER THE AWARD TO THE HEAD OF MINISTRY STHANDIWE DUZE AND SHARON GAEHLER AT THE INAUGURAL DEPARTMENT SERVICE EXCELLENCE AWARDS.

MEMBERS OF THE SAPS TAKE TO THE STREETS OF PMB IN PROTEST AGAINST THE ABUSE OF WOMAN AND CHILDREN. THE MARCH IS AIMED AT RAISING AWARENESS DURING THE 16 DAYS OF ACTIVISM AGAINST WOMAN AND CHILDREN ABUSE.

THE DEPARTMENT OF COMMUNITY SAFETY AND LIAISON HOSTED ITS FIRST EVER DEPARTMENT SERVICE EXCELLENCE AWARDS. THE LENS OF THE CAMERA CAUGHT THE HOD AND OTHER OFFICIALS CELEBRATING THIS ACHIEVEMENT.

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A GROUP OF WOMEN RESPONDS TO THE MESSAGE DURING THE WIDOWHOOD, OLDERPERSONS AND MEN’S ANNUL PROVINCIAL CONFERENCE.

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FUTURE WOMEN LEADERS POSE WITH THE HOD AFTER VISITING THE DEPARTMENT AS PART OF THE TAKE A GIRL CHILD TO WORK INITIATIVE.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

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MEC CELE AND HOD BACUS LAUNCH OF THE CHATSWORTH LOCAL DRUG ACTION COMMITTEE AS PART OF THE DEPARTMENT’S DRUG AWARENESS PROGRAM.

MEMBERS OF THE GAUTENG’S LEGISLATURE SIT IN DURING A CLASS SESSION IN PMB. THE LEGISLATURE MEMBERS WERE IN THE PROVINCE TO LEARN AND SHARE IDEAS WITH THE DEPARTMENT. A SYMBOL OF UNITY: HOD YASMIN BACUS FLANKED BY THE SAP’S PHILLIP NEL AND THE MEC AT THE DRUG AWARENESS CAMPAIGN IN PHOENIX DURBAN.

THE MEC INTERACTS WITH THE LEARNERS AT THE DRUG AWARENESS CAMPAIGN HELD IN CHATSWORTH.

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HOD YASMIN BACUS STANDS BEHIND A GROUP OF VOLUNTEERS IN A MARCH TO PROMOTE AN ACCIDENT AND CRIME FREE SOCIETY AHEAD OF THE MEC’S BUDGET SPEECH FOR THE 2008/2009 FINANCIAL YEAR.

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TRANSPORT, COMMUNITY SAFETY & LIAISON MEC BHEKI CELE POSES WITH THE HOD AT HIS 2008/2009-BUDGET SPEECH DAY AT THE PMB LEGISLATURE.

THE MEC LIGHTS A CANDLE IN SUPPORT OF AN ACCIDENT & CRIME FREE SOCIETY. THE CANDLE LIGHTING PLEDGE TOOK PLACE AT THE STEPS OF THE LEGISLATURE, AHEAD OF THE MEC’S BUDGET SPEECH.

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

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LEFT & BELOW: THE MEC & HOD OF COMMUNITY SAFETY & LIAISON RECEIVE AWARDS OF RECOGNITION FROM MEMBERS OF THE KZN YOUTH DESK RESPECTIVELY.

AN MEC WHO CARES… MEC CELE STOPS TO SHAKE HANDS WITH A TODDLER DURING A VISIT TO A POLICE STATION.

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MEC CELE HANDS OUT A CERTIFICATE TO A VOLUNTEER AT THE LAUNCH OF THE DEPARTMENT’S VOLUNTEER SOCIAL CRIME PREVENTION PROJECT. LOOKING ON ARE UK’S MANCHESTER POLICE INSP. ANDREA QUINTON, NORTHERN CAPE SAFETY, SECURITY & LIAISON MEC THEMBI MADIKANE AND HOD YASMIN BACUS.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

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DEPUTY PRIME MINISTER OF KENYA MUSALA MUDAVADI WITH KZN PREMIER SIBUSISO NDEBELE AT THE OFFICIAL OPENING OF THE INTERNATIONAL YOUTH CRIME PREVENTION AND CITIES SUMMIT.

TRANSPORT, COMMUNITY SAFETY & LIAISON MEC BHEKI CELE DURING A FLAG CEREMONY AT THE YOUTH SUMMIT.

A SHOWCASE OF SOUTH AFRICAN CULTURE DURING THE YOUTH SUMMIT.

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PAR T E ANNEXURES 1. ORG ANOGRAM

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

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“Defend The Weak”

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

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“Defend The Weak”

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

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2. PROVINCIAL MAP

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3. SAPS CLUS TERS THE SAPS STATIONS ARE CLUSTERED AS FOLLOWS: CLUSTER : ESHOWE

Brighton Beach Wentworth Montclair Mayville (Natal) Cato Manor Umbilo

1 2 3 4 5 6

Eshowe Ekombe Nkandla Melmoth Mbongolwane Gingindlovu

2

CLUSTER : CHATSWORTH

7

CLUSTER : ESTCOURT

1 2 3 4 5 6 7

Chatsworth Bayview Lamontville Mariannhill KwaNdengezi Malvern Bellair

1 2 3 4 5 6 7

Estcourt Weenen Winterton Loskop Ntabamhlophe Wembezi Mooirivier

3

CLUSTER : DUNDEE

8

CLUSTER : GREYTOWN

1 2 3 4 5 6 7 8 9 10

Dundee Kingsley Hattingspruit Glencoe Wasbank Helpmekaar Pomeroy Dannhauser Nqutu Nondweni

1 2 3 4 5 6

Greytown Msinga Kranskop Rietvlei Muden Ematimatolo

9

CLUSTER : HOWICK

4

CLUSTER : DURBAN CENTRAL

1 2 3 4

Durban Central Point Berea Durban North

1 2 3 4 5

Howick Impendle Boston Nottingham Road Mpophomeni

5

CLUSTER : EMPANGENI

1 2 3 4 5

Empangeni Esikhawini Mtunzini Ntambanana Richards Bay

BRIGHTON BEACH

1 2 3 4 5 6

10 CLUSTER : INANDA

1 2 3 4 5

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Inanda KwaMashu Newlands East Greenwood Park Sydenham

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

11 CLUSTER : JOZINI

1 2 3 4 5 6

16 CLUSTER : MARGATE

Jozini Ingwavuma Emanguzi Mkuze Mbazwana Ndumo

1 2 3 4 5

Margate Port Edward Gamalakhe Izingolweni Paddock

17 CLUSTER : NEWCASTLE

1 2 3 4 5 6 7 8

12 CLUSTER : KOKSTAD

1 2 3 4 5 6 7 8

Kokstad Evatt Swartberg Franklin Gowan Lea Ntsekeni Ibisi Harding

Newcastle Charlestown Ingogo Groenvlei Madadeni Osizweni Utrecht Normandien

18 CLUSTER : PHOENIX

1 2 3

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13 CLUSTER : KWADUKUZA

1 2 3 4 5 6 7 8 9 10

KwaDukuza Nyoni Sundumbili Mandini Newark Glendale Umhlali Mapumulo Nsuze Ndwedwe

19 CLUSTER : PIETERMARITZBURG

1 2 3 4 5 6 7 8 9 10 11 12 13

14 CLUSTER : KWAMSANE

1 2 3 4

Phoenix Verulam Tongaat

KwaMsane Mtubatuba Hluhluwe Kwa-Mbonambi

Pietermaritzburg Hilton Town Hill Alexandra Road Prestbury Camperdown Mountain Rise Bishopstowe Wartburg Harburg Dalton New Hanover Cramond

15 CLUSTER : LADYSMITH

1 2 3 4 5 6 7 8 9 10

Ladysmith Ezakheni Bergville Upper Tugela Van Reenen Besters Ekuvukeni Elandslaagte Ematsheni Colenso

20 CLUSTER : PINETOWN

1 2 3 4 5 6 7 8

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Pinetown Mpumalanga Hammersdale Inchanga Umsunduzi Hillcrest KwaDabeka Westville

UMNYANGO WEZOKUPHEPHA NOKUXHUMANISA UMPHAKATHI WAKWAZULU-NATALI

21 CLUSTER : PLESSISLAER

1 2 3 4 5 6 7

Plessislaer Thornville Taylors Halt Richmond Mid Illovo Bulwer Himeville

22 CLUSTER : PORT SHEPSTONE

Port Shepstone Mehlomnyama Southport St Faiths Hibberdene Msinsini Scottburgh Dududu Sawoti Umzinto Donnybrook Creighton Highflats Umzimkulu Ixopo

1 2 3 4 5 6 7 8

25 CLUSTER : VRYHEID

1 2 3 4 5 6 7

23 CLUSTER : ULUNDI

1 2 3 4 5 6 7 8 9 10

Umlazi KwaMakutha Amanzimtoti Umbumbulu Folweni Bhekithemba Isipingo Umkomaas Vryheid Paulpietersburg Emondlo Gluckstadt Hlobane Louwsburg Ngome

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

24 CLUSTER : UMLAZI

Ulundi Ceza Mpungamhlophe Mahlabathini Babanango Nongoma Hlabisa Ezibayeni Pongola Magudu

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KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

4. POPUL ATION S TATIS TICS KWAZULU-NATAL

Motto: Masisukume sakhe (Let us rise and build) Capital: Pietermaritzburg Largest city: Durban Premier - Zweli Mkhize: Party: African National Congress (ANC) Area - Ranked 7th in SA: Total: 92,100 km2 (35,600 sq mi)

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Population - Ranked 1st in SA: Total: 10,014,500 Density: 109 /km² (282 /sq mi) Ranked 2nd in SA Languages: Zulu: English: Xhosa: Afrikaans:

80.6% 13.6% 2.3% 1.5%

Ethnic composition: Black 85.3% Asian 8.5% White 4.7% Coloured 1.5% Website: www.kwazulunatal.gov.za KwaZulu-Natal (pronounced KwaZulu-Natal, also referred to as KZN or Natal) is a province of South Africa. Prior to 1994 the territory now known as KwaZulu-Natal was made up of the province of Natal and all pieces of territory that made up the homeland of KwaZulu.

In the 1830s the northern part was the kingdom of Zululand and southern part was briefly a Boer republic called Natalia. In the 1840s the latter became the British Colony of Natal, though Zululand (KwaZulu in Zulu) remained independent until 1879. It is called the garden province and is the home of the Zulu nation.

Located in the southeast of the country, it borders three other provinces and the countries of Mozambique, Swaziland, and Lesotho, along with a long shoreline on the Indian Ocean.

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1. GEOGRAPHY

A view of the Mngeni River valley near Howick Falls The province has three different geographic areas. The lowland region along the Indian Ocean coast is extremely narrow in the south, widening in the northern part of the province. The central region is the Natal Midlands and is an undulating hilly plateau rising towards the west. Two mountainous areas, the Drakensberg Mountains in the west and the Lebombo Mountains in the north. The Drakensberg is a solid wall of basalt rising over 3,000 m (9,800 ft) skyward near the Lesotho border, whilst the Lebombo Mountains are ancient granite mountains forming low parallel ranges running southward from Swaziland. The Tugela River flows west to east across the center of the province and is the region’s largest river.

The coastal regions typically have subtropical thickets and deeper ravines and steep slopes hosts some true Afromontane Forest. The midlands have moist grasslands and isolated pockets of Afromontane Forest. The north has a primarily moist savanna habitat, whilst the Drakensberg region hosts mostly alpine grassland.

The former Eastern Cape enclave of the town of Umzimkulu and its hinterland have been incorporated into KwaZulu-Natal following the 12th amendment of the Constitution of South Africa. The amendment also made other changes to the southern border of the province.

1.1. Climate

1.2. Borders

KwaZulu-Natal borders the following areas of Mozambique, Swaziland, and Lesotho:      

Maputo Province, Mozambique - far northeast Lubombo District, Swaziland - northeast, east of Shiselweni Shiselweni District, Swaziland - northeast, west of Lubombo Mokhotlong District, Lesotho - southwest, north of Thaba-Tseka Thaba-Tseka District, Lesotho - southwest, between Mokhotlong and Qacha’s Nek Qacha’s Nek District, Lesotho - southwest, south of Thaba-Tseka

Domestically, it borders the following provinces:   

Mpumalanga - north Free State - west Eastern Cape - southwest

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KwaZulu-Natal has a varied yet verdant climate thanks to diverse, complex topography. Generally, the coast is subtropical with inland regions becoming progressively colder. Durban on the south coast has an annual rainfall of 1009 mm, with daytime maxima peaking from January to March at 28 °C (82 °F) with a minimum of 21 °C (70 °F), dropping to daytime highs from June to August of 23 °C (73 °F) with a minimum of 11 °C (52 °F). Temperature drops towards the hinterland, with Pietermaritzburg being similar in the summer, but much cooler in the winter. Ladysmith in the Tugela River Valley reaches 30 °C (86 °F) in the summer, but may drop below freezing point on winter evenings.

The Drakensberg can experience heavy winter snow, with light snow occasionally experienced on the highest peaks in summer. The Zululand north coast has the warmest climate and highest humidit with a lot of sugar cane farms around Pongola.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON 1.3. Municipal structure

A map of South Africa showing the districts of KwaZulu-Natal province See also: Parks of KwaZulu-Natal and List of cities and towns in KwaZulu-Natal KwaZulu Natal is divided into 11 districts. One of these, eThekwini is a metropolitan municipality and the other 10 are district municiplalities.           

Amajuba Zululand Umkhanyakude uThungulu Umzinyathi Uthukela Umgungundlovu iLembe eThekwini Ugu Sisonke

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1.4. Coastline

The coastline is dotted with small towns, many of which serve as seasonal recreational hubs. The climate of the coastal areas is humid and subtropical, comparable to southern Florida in the United States, but not quite as hot and rainy in the summer. As one moves further north up the coast towards the border of Mozambique, the climate becomes almost purely tropical. North of Durban is locally referred to as “The North Coast”, while south is “The South Coast”. The Kwazulu-Natal Tourist board includes towns like Margate, Port Shepstone, Scottburgh and Port Edward in its definition of what constitutes the South Coast, while Ballito, Umhlanga and Salt Rock are quintessentially North Coast resort towns.

Superb beaches of world-class quality are to be found along virtually every part of South Africa’s eastern seaboard, with some of the least developed gems found in the far southern and far northern ends of the province’s extents. The beach at Marina Beach (and its adjoining resort San Lameer) was recognized in 2002 as a Blue Flag beach.

An extraordinary natural phenomenon that is witnessed annually on the KwaZulu-Natal coast during late autumn or early winter is the “sardine run”. Also referred to as “the greatest shoal on earth”, the sardine run occurs when millions of sardines migrate from their spawning grounds south of the southern tip of Africa northwards along the Eastern Cape coastline towards KwaZulu-Natal following a path close inshore, often resulting in many fish washing up on beaches along the coast. The huge shoal of tiny fish can stretch for many kilometres and is followed and preyed upon by thousands of predators, including game fish, sharks, dolphins and seabirds. Usually the shoals break up and the fish disappear into deeper water around Durban. Many questions surrounding this exceptional event remain unanswered.

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1.5. Hilly interior

The interior of the province consists largely of rolling hills from the Valley of a Thousand Hills to the Midlands. These have been the subject of literature. Alan Paton, in the novel Cry, the beloved country, said: There is a lovely road that runs from Ixopo into the hills. These hills are grass-covered and rolling, and they are lovely beyond any singing of it. The road climbs seven miles (11 km) into them, to Carisbrooke; and from there, if there is no mist, you look down on one of the fairest valleys of Africa.

Above you there is grass and bracken and you may hear the forlorn crying of the titihoya, one of the birds of the veld. Below you is the valley of the Umzimkulu, on its journey from the Drakensberg to the sea; and beyond and behind the river, great hill after great hill; and beyond and behind them, the mountains of Ingeli and East Griqualand.

2. HISTORY

Further information: Natalia Republic, Colony of Natal, Natal Province, Zululand, and KwaZulu Vasco da Gama of Portugal saw the coast of Natal on Christmas Day 1497. Christmas in Portuguese is ‘Natal’, which gave rise to the original name for the region. Its territory was once part of a short-lived Boer republic between 1839 and its annexation by Britain in 1843.

3. PROVINCIAL COAT OF ARMS

The supporters, the lion and the wildebeest, are symbols of the regions that were joined to create KwaZuluNatal, KwaZulu and Natal Province respectively. [1] The zig-zag stripe is representative of the Drakensberg mountains. [1] The star represents the coastline being given the name “Natalia” by Vasco da Gama on Christmas day, 1497, as well as the Zulu myth that the Zulu people are “people of heaven” or “star people”. [1] The strelitzia flower on the shield is a symbol of the province’s beauty. [1] The assegai and knobkierrie behind the shield represent peace and protection. [1] The crown base is a headring worn by Zulu elders, representing wisdom and maturity. The crown itself is a round grass hut built in the Zulu style. The motto is “Masisukume Sakhe”, isiZulu for “Let Us Stand Up and Build”. [1]

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When the homeland of KwaZulu, which means “Place of the Zulu” was re-incorporated into the Natal province after the end of Apartheid in 1994, the province of Natal which had existed between 1910 and 1994 was renamed KwaZulu-Natal. The province is home to the Zulu monarchy, and the majority population and language of the province is Zulu. It is also the only province in South Africa which includes the name of its dominant ethnic group in its name.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

4. LAW AND GOVERNMENT 4.1. Provincial government

The KwaZulu-Natal’s provincial government sits in the legislative buildings in Pietermaritzburg. The site where the legislative buildings are situated was occupied by St Mary’s Church, which was built in the 1860s. A new church was built at the corner of Burger Street and Commercial Road, and opened in 1884. The old building was demolished in 1887 to provide space for the legislative complex. The foundation stone of the new legislative building was laid on 21 June 1887, to commemorate Queen Victoria’s Golden Jubilee. The building was completed two years later. On 25 April 1889, the Governor of Natal, Sir Arthur Havelock, opened the first Legislative Council session in the new building.

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When governance was granted to Natal in 1893, the new Legislative Assembly took over the chamber that was used by the Legislative Council since 1889. Further extensions to the parliamentary building were made. The building was unoccupied until 1902 when it was used without being officially opened, due to the fact that the country was engulfed in the Anglo-Boer war. The war also affected the Legislative Assembly, which had to move the venue of its sittings when the chamber was used as a military hospital.

The KwaZulu-Natal parliament building, located in Pietermaritzburg, South Africa.

The Legislative Assembly and the Legislative Council buildings, both national monuments, formed a colonial Parliament of two houses: a Council of 11 nominated members and an Assembly of 37 elected members. The Natal Parliament was disbanded in 1910 when the Union of South Africa was formed, and the Assembly became the meeting place of the Natal Provincial Council. The Council was disbanded in 1986.

The Provincial Legislature consists of 80 Members.

4.2. Current composition of the legislature Composition of the Legislature

The African National Congress (ANC) hold power in the provincial legislature, winning the province with a convincing overall majority in South Africa’s 2009 elections. Their chief opponents were the Inkatha Freedom Party, allied with the Democratic Alliance.

Breakup of the 80-seat legislature from the 2009 elections: African National Congress (ANC): 51 Inkatha Freedom Party (IFP); 18 Democratic Alliance (DA): 7 Minority Front (MF): 2 African Christian Democratic Party (ACDP): 1 Congress of the People (COPE): 1

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4.3 Zulu monarch

KwaZulu-Natal, as the name may suggest, is also the home to the Zulu monarch, King Goodwill Zwelithini kaBhekuzulu. Although not holding any direct political power, the Zulu king is provided a stipend by the government, and holds considerable sway over more traditionalist Zulu people in the province.

To date the Zulu king has six (6) wives, traditionally each year a ceremony is performed in which the king receives another wife. The current King has kept this ceremony, called the “Reed Dance” but not chosen a wife, instead using the ceremony to promote abstinence until marriage as a way of preserving Zulu culture and preventing the spread of HIV/AIDS. 5. ECONOMY

Durban is a rapidly growing urban area and is by most measures the busiest port in Africa with a good rail network linking into Southern Africa. Sugar refining is the main industry. Sheep, cattle, dairy, citrus fruits, corn, sorghum, cotton, bananas, and pineapples are also raised. There is an embryonic KwaZulu-Natal wine industry. In addition to sugar refining, industries (located mainly in and around Durban) include textile, clothing, chemicals, rubber, fertilizer, paper, vehicle assembly and food-processing plants, tanneries, and oil refineries. There are large aluminum-smelting plants at Richards Bay, on the north coast.

The province produces considerable amounts of coal (especially coke) and timber. About 82% of the population is black. During apartheid, a large percentage were forced to live in Bantu homelands (Bantustans), which had a subsistence economy based on cattle raising and corn growing. Wildlife and tourism is increasingly important to the economy of KwaZulu-Natal. Tourists pay up to $10,000 for safaris on which they might see lions, elephants and giraffes.

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To the north of the province, Newcastle is the industrial powerhouse with Mittal Steel South Africa (previously ISPAT/ISCOR), and the Karbochem synthetic rubber plant, dominating the Newcastle industrial portfolio. In 2002, Newcastle became the largest producer of chrome chemicals in Africa with the completion of a chrome chemical plant, a joint venture project between Karbochem and German manufacturing giant Bayer. Other large operations include a diamond cutting works, various heavy engineering concerns,the Natal Portland Cement (NPC) slagment cement factory, and the Ingagane Power Station which was recomissioned as Africa’s first Gas-fired Power Station by Independent Power Southern Africa (IPSA), which feeds the Karbochem Plant with electricity. The textile industry is a major employer in the Newcastle area with over a hundred textile factories belonging to Taiwanese and Chinese Industrialists. Maize, livestock and dairy farmers operate on the outskirts of the city. A considerable amount of coal mining is done in the Newcastle area.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

6. EDUCATION

As of the 2001 Census 22.9% of the population in KwaZulu-Natal aged 20 years or more have received no education, while only 4.8% have higher education. 

Universities  University of KwaZulu-Natal merger of the University of Natal and the University of DurbanWestville  University of Zululand  Durban University of Technology merger of ML Sultan Technikon and Natal Technikon  Mangosuthu University of Technology

7. SPORT 7.1. Famous sports events

  

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  7.2

Comrades Marathon - An annual marathon run between Pietermaritzburg and Durban Midmar Mile - A mile long swimming race held annually at Midmar Dam Dusi Canoe Marathon - An annual canoe marathon, starting in Pietermaritzburg and ending in Durban Durban July Handicap - South Africa’s premier annual horse racing event at Greyville Racecourse in Durban Gunston 500 - a premier international surfing event hosted in Durban.

Provincial sports teams

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Soccer 

Premier Soccer League (PSL), currently featuring the following teams from the province:   



Rugby union  

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AmaZulu, from Durban Golden Arrows and Thanda Royal Zulu also from Durban Maritzburg United, from Pietermaritzburg

The Sharks, who compete in the Super 14 with four other South African teams, four teams from Australia, and five from New Zealand Natal Sharks (closely connected to, but not to be confused with the Super 14 team), who compete in South Africa’s domestic competition, the Currie Cup

Cricket 

Dolphins, the successor to KwaZulu-Natal, who compete in South Africa’s domestic firstclass competition, the SuperSport Series

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WE C ARE, WE BELONG, WE SERVE

ALWAYS A MAN OF THE PEOPLE. THE MEC IS SWAMPED BY THE LEARNERS WHILE THE HOD LOOKS ON.

NOT SHY TO DO THE WORK HIMSELF. THE MEC HANDS OUT CHRISTMAS GIFTS TO NEEDY CHILDREN.

GETTING DOWN TO THE TUNE OF AIDS ACTIVIST MUSA NJOKO. THE MEC JOINS FEMALE MEMBERS OF THE POLICE ON THE DANCE FLOOR.

THE MEC WEARS A SMILE AS HE SHARES A LIGHTER MOMENT WITH KZN DEPUTY COMMISSIONER NTANJANA.

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THERE IN TIMES OF NEED. THE MEC COMFORTS A FAMILY IN BEREAVEMENT.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

Acknowledgements

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Progress and success during a period of such significant change and growth would not have been possible without the support and achievements of the staff of the Department and the support provided by our stakeholders and other Departments in the Province of KwaZulu-Natal. I have pleasure in recording my thanks for all ongoing support to the:               

Ministry for Transport, Community Safety and Liaison; KwaZulu-Natal JCPS Cluster; Parliamentary Portfolio Committee on Community Safety; The Office of the Premier; Public Service Commission, 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; Service providers to the department; Members of the Media; District and Local Authority Councillors and officials; and The communities in KwaZulu-Natal for participating so willingly in the drive to make KwaZulu-Natal a safe and secure environment.

Finally, I acknowledge the vision, drive and determination of the Honourable MEC for Transport, Community Safety & Liaison in working to ensure that the way is cleared for the people of KwaZulu-Natal to live in a safe and secure environment.

MS Y E BACUS HEAD OF DEPARTMENT

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A tribute to fallen crime f ighters As we take a walk down the memory lane of achievements and challenges of the past term of government, we can’t help thinking of the many great men and women who contributed so immensely in the fight against crime. It is during this period under review that we fully adopted ‘an integrated approach towards the fight against crime’.

This fight has been strengthened by many great individuals from within the Justice, Safety and Security arena. It should also be noted that some of the greatest contributors to this fight have been people outside of this arena, people from all spheres of government and civil society. Through this platform we would like to send our gratitude and pay tribute to them. It is also fitting that we pay tribute to the fallen heroes that worked tirelessly to come up with strategies to assist in bringing about the achievements we so proudly boast about. Sadly, some of those great minds, supporters and partners who shared in our vision for the people of KwaZulu-Natal to live in a safe and secure environment, have since passed on, others through an act of the Almighty and some through the very evil which is crime that they fought so hard to defeat.

Leonardo da Vinci once said ‘Life well spent is long’. Although the lives of these fallen heroes of the struggle against crime were cut short at their prime, their efforts, contributions and dedication whilst still with us were and still are a great asset to us, for it is through them that foundations of what we do were laid.

Minister Tshwete’s tenure in office was also a time when the concept of Visible Policing gained momentum.

He strove to ensure an integration of effort amongst ministers responsible for departments in the Justice, Crime Prevention and Security Cluster. Again, we pay tribute to this visionary as it is through buying into his foresight that this department conceptualized and introduced the province of KwaZulu-Natal’s very own Justice, Crime Prevention and Security Cluster which is fast becoming a benchmark for other provinces.

As a department that recognized earlier on the importance of integration of effort, it is vital that we also pay tribute to those that have walked with us in this quest to ‘defend the weak’. This includes people like the late Mr Lungisa Henry Manzi - the former head of Disaster Management in eThekwni Municipality, who passed on in 2008 after helping the department deliver on some of its very key projects. The department is full of praise for the efforts that Mr Manzi and people from other sectors of government put in the run up to the International Youth Crime Prevention and Cities summit for which he served on the Local Planning Committee. He was also the right man we could rely on when we were given a task to assist to put an end to the effects of xenophobic attacks in the province, particularly under the eThekwini Municipality.

Sadly, the inter-departmental team that had assisted to put together the International Youth Crime Prevention and Cities summit suffered another blow through the death of Mr Arno Hibbers, a general manager in the Office of the Premier responsible for Intergovernmental Relations (IGR). He died in a head-on collision with a truck in the province of Bas Congo in the Democratic Republic of Congo (DRC) early in 2009.

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When the late former Safety and Security Minister Steve Tshwete was appointed to office in 1999, he took the job seriously and was one who envisioned a drastic transformation in the South African police service. He worked tirelessly to raise the morale of the police by adopting a hands-on approach and improving their capacity to deal with crime. It is that very same foundation that this department has built on as through MEC Bheki Cele’s leadership it pioneered and hosted the first ever MEC’s Community Awards for Police Excellence. These awards are aimed at recognizing the good that the police do through a process of communities nominating the officers that they feel have done well in their service delivery.

KWAZULU-NATAL DEPARTMENT OF COMMUNIT Y SAFET Y AND LIAISON

Mr. Hibbers had become a friend to the department as he had guided us through many delegations to international countries. Some of those delegations returned with valuable knowledge that assisted us to plan and implement widely acclaimed projects such as the Volunteer Social Crime Prevention Project and the Communities in Dialogue Programme. Till this day “Arno’s” contribution and advice on inter-governmental and international relations is greatly missed.

One of our key stakeholders over which we have been mandated to play an overnight role is the South African Police Service in the province of KwaZulu-Natal. As the MEC for Transport, Community Safety and Liaison Mr Bheki Cele once said, “We have walked a long road with the police in KwaZulu-Natal since the first budget speech vote in 2004. It was then that we launched the theme “defending the weak” as a basis on which we will promote transformation of the police.”

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True to those words, this department has had great strides in bringing about transformation in the police.

A number of achievements have materialized as result of that transformation. Government and community relations with the police have also grown. That is why we feel that we have to pay tribute to some of the great police officers who have fallen victims of the very evil, i.e. crime that they worked so tirelessly to defeat widows of Police Officers emotion in December 2008.

Speaking against police killings, in his 2005 budget speech former Safety and Security Minister Mr. Charles Nqakula said, “We must honour their memories by taking the fight against crime forward with renewed energy and vigour - only by thwarting the evil of crime can we serve and protect the people of this country and forge a better life for all.”

With the same vigour, we honour the work of all police officers, especially those that have died in the line of duty. An example of such an officer is Station Commissioner of the Kranskop SAPS, Supt Zethembe Chonco, who had just received an award for being the best officer when he was slain by criminals whilst he was escorting criminals to court.

In tribute to the lives of his and the many other officers who were slain in the line of duty, this department is committed to forge ahead with the fight against crime, for we will not be deterred by these killings, but instead they motivate us to do more, because ‘together we can do more to fight crime’.

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NOTES

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NOTES

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“Defend The Weak”

PR No. 132/2009 ISBN 978-0-621-38683-7 179 Jabu Ndlovu Street (Loop Street), Pietermaritzburg, 3201 Private Bag X 9143, Pietermaritzburg, 3200 Telephone +27 (0) 33 341 9300 Facsimile +27 (0) 33 342 6345 Website www.kzncomsafety.gov.za