Community Safety AR 2011

ANNUAL REPORT2010-2011

179 Jabu Ndlovu Street (Loop Street)Pietermaritzburg, 3201

Private Bag X9143Pietermaritzburg, 3200

Telphone: +27 (0) 33 341 9300Facsimile: +27 (0) 33 342 6345

Website: www.kzncomsafety.gov.za

PR NUMBER: 102/2011ISBN NUMBER: 978-0-621-40035-9

community safety & liaisonDepartment:Community Safety and LiaisonPROVINCE OF KWAZULU-NATAL


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2010-2011

“Building a United Front Against Crime”




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FOREWORD FOR THE ANNUAL REPORT OF THE DEPARTMENT OF COMMUNITY SAFETY AND LIAISON, 2010/2011

PRESENTED BY MR TW MCHUNU, MEC FOR TRANSPORT, COMMUNITY SAFETY AND LIAISON KWAZULU-NATAL

The fi ght against crime and corruption is one of the six priorities of our government. The fi nancial year 2010/2011 saw the security cluster as a whole being galvanized to fi ght against crime to the best of its ability. It was critical that as a country, as a province, and as this department in particular, we sharpen our response to this priority in order to improve the quality of life of people, whilst also ensuring safety for all during the 2010 FIFA World Cup.

As a response to this priority, the government through the Department launched an integrated, people driven and people centered approach, namely, Building a United Front Against Crime. The Department spent the past fi nancial year rolling out this strategy in various districts through Operation Hlasela. We look forward to the complete roll out, the sustenance and the positive impact of the strategy.

The Department played a critical role with regards to the hosting of the 2010 FIFA World Cup. The joint col-laboration of the Department, the Police and all its partners in the Justice, Crime Prevention and Security Cluster ensured that we hosted a successful and crime free FIFA World Cup.

The work of the department in driving a fully functioning Justice, Crime Prevention and Security Cluster must be commended. A number of subcommittees were established under the auspices of the JCPS in the past fi nancial year. The subcommittee on taxi violence led by the police, contributed markedly in achieving stabil-ity in the taxi industry. We look forward to a positive and a collaborative approach in the fi ght against crime through this cluster.

Post the 2010 FIFA World Cup; the country experienced an unprecedented and longest public service strike. We commend the cooperative engagement of the Department, the Police and other departments in the man-agement and coordination of security of the citizens of KwaZulu-Natal during the strike.

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

Mr T.W. MchunuMEC for Transport,

Community Safety and Liaison


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

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

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

I thank you.

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


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ANNUAL REPORT 2010/11Mr T W MchunuMEC for Transport, Community Safety and Liaison

I have the honour of submitting the Annual Report of the Department of Community Safety and Liaison for the period 01 April 2010 to 31 March 2011.

Ms Y E BacusHead of Department


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Table of Contents Page

Part One: General Information 5

Vision, Mission and values 5Organizational Structure 6Legislative Mandate 6Accounting Offi cer’s Overview 8

PART 2: INFORMATION ON PREDETERMINED OBJECTIVES 13

Overall Performance 13Program Performance 18Program 1: Administration 18Program 2: Civilian Oversight 34

PART 3: ANNUAL FINANCIAL STATEMENTS 55

Report of the Audit and Risk Committee 56Report of the Accounting Offi cer 60Report of the Auditor-General 66Appropriation Statement 70Notes to the Appropriation Statement 75Statement of Financial Performance 76Statement of Financial Position 77Statement of Net Assets 77Cash Flow Statement 78Accounting Policies 79Notes to the Annual Financial Statements 86Disclosure Notes to the Annual Financial Statements 95Annexures 102

PART 4: HUMAN RESOURCE MANAGEMENT 105

PART 5: OTHER INFORMATION 130

Approved Organisation and Post Establishment 130Acronyms 137List of Contact details 138

NOTES 139


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Part One: General Information

Vision, Mission and Values

1.1. Vision

The vision of the Department is:

“The people of KwaZulu-Natal live in a safe and secure environment”

1.2. Mission Statement

The mission of the Department is to:

“Be the lead agency in driving the integration of community safety initiatives, towards a crime free KwaZulu-Natal”

1.3. Values of the Department

In the fulfilment of its mission and towards the attainment of its vision, the Department achieves performance excellence through the adherence to the following operational values:

• The full implementation of the Batho Pele principles, namely:

� Consultation: Asking our clients how the Department can improve its services � Service standards: Meeting service standards that reflect the level and quality of

service that is important to its clients � Access: Making sure that our services are accessible to all who have a right to use

them � Courtesy: Always being courteous and helpful and treating everyone with dignity and

respect � Information: Giving our clients all the information they need to assist them in making

the best use of our services � Openness and transparency: being open and transparent about how we use our

resources and spending of our money � Redress: making it easy for our clients to say when they are unhappy with the service

they have received, apologizing immediately and trying to resolve the problem as soon as possible

� Value for money: Making sure that we make the best use of all of the Department’s resources

• Integration of effort between agencies, local authorities, Government Departments and all other stakeholders

• Teamwork - working together and building a spirit of co-operation• Knowledge application by encouraging all to learn, change and innovate• Professionalism, honesty and integrity


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Organizational Structure

Information on the Ministry

Overview of the Offi ce of the MEC

The Offi ce of the MEC resides under the organizational structure of the Department of Transport as the Honourable MEC holds two portfolios, namely, Transport and Community Safety and Liaison. These are two separate Departments and as such, report under two separate votes. The budget of the MEC is catered for under the Department of Transport.

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

Legislative Mandate

Constitutional and Legislative Mandates

The authority and function of the Department is not decided on its own, but entrenched in our Constitu-tion and defi ned in national legislation. The executive function of Provincial Government in relation to safety and security is governed by the following legally binding documents:

Constitutional mandate

Chapter 11 of the Constitution of the Republic of South Africa, 1996 defi nes the role of Provincial Gov-ernment in policing as follows:

Section 206(2) provides that the national policing policy may make provision for different policies in respect of different Provinces after taking into account the policing needs and priorities of these Prov-inces.

Section 206(3) determines that each Province is entitled to:

(a) Monitor police conduct;(b) Oversee the effectiveness and effi ciency of the police service including receiving reports on the

police service;(c) Promote good relations between the police and the community;(d) Assess the effectiveness of visible policing; and(e) Liaise with the Cabinet member responsible for policing with respect to crime and policing in the

Province.

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

Legislative mandates

The South African Police Service Act, 1995 (Act 68 of 1995)

In terms of this legislation the Provincial Secretariats must support the Provincial MEC for Safety and Security by:


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(a) Providing advice;(b) Ensuring civilian oversight of the South African Police Services;(c) Promote democratic accountability and transparency in the South African Police Service;(d) Provide a legal advisory service;(e) Provide communication and administrative support;(f) Monitor the implementation of policy of the South African Police Service; and(g) Conduct research and evaluate the functioning of the South African Police Service and report

thereon.

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

(a) Initiating and coordinating social crime prevention programmes;(b) Mobilizing resources for social crime prevention programmes;(c) Coordinating a range of provincial functions in order to achieve more effective crime prevention;(d) Evaluating and supporting the social crime prevention programmes at local government level;(e) Implementing and taking joint responsibilities for social crime prevention; and(f) 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 preven-tion.

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

Other legislation governing the operations of the Department includes:

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


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Accounting Offi cer’s Overview

INTRODUCTION

STRATEGIC REVIEW

The past fi nancial year gave South Africa much to celebrate and be proud of. The year 2010 is one that reminded us as South Africans of many things, most importantly that; when we stand together in unity, we position ourselves to accomplish great things. By working together as a country, we did the unprecedented and became the fi rst African country to host the 2010 FIFA World Cup, and what a suc-cess that was!

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

Colin Powell, Chairman of the US Joint Chiefs of Staff (1989-93) once said:

“Organization doesn’t really accomplish anything. Plans don’t accomplish anything, either. Theories of management don’t much matter. Endeavours succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.”

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

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

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

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

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


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

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

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

STRATEGIC REVIEW

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

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

ADMINISTRATIVE OVERVIEW

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

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

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


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GOVERNANCE OVERVIEW

As part of maintaining good governance in the Public Service, this Department has ensured strict com-pliance with the regulatory provisions for concluding performance agreements for all SMS members. These agreements assist the Department to monitor service delivery against departmental strategic and operational objectives and targets. All confl ict of interests is addressed through the declaration of such in all activities such as procurement, recruitment and evaluating of tenders. We have a 100% com-pliance rate with SMS members and they have all signed and submitted their disclosure of business interests. The Department also strives to fi ll all posts as soon as possible.

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

SERVICE DELIVERY OVERVIEW

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

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

COMPLAINTS MANAGEMENT

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

SPECIAL PROJECTS

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

FIFA FOOTBALL WORLD CUP

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


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COMMUNITY POLICING

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

VICTIM EMPOWERMENT

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

SOCIAL CRIME PREVENTION & RESEARCH

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

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

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

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

FINANCIAL MANAGEMENT

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

SERVICE DELIVERY CHALLENGES

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


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ACKNOWLEDGEMENTS

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

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

Province• Members of staff: Community Safety and Liaison

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

Ms Y E BacusHead of Department


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PART 2: INFORMATION ON PREDETERMINED OBJECTIVES

Overall Performance

1. Voted Funds

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

APPROPRIATION MAIN APPROPRIATION

R’000

ADJUSTED APPROPRIATION

R’000

ACTUAL AMOUNT

SPENTR’000

(OVER)/UNDER ExPENDITURE

R’000

Vote 9 140 744 140 744 129 186 11 558Responsible MEC MEC for Transport, Community Safety and LiaisonAdministering Department

Community Safety and Liaison

Accounting Officer Head of Department: Community Safety and Liaison

2. Aim of the Vote

The main aims of the vote are:

• Promoting democratic accountability and transparency in the police service;• Promoting good relations and establishment of partnerships between the police and the com-

munities;• 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.

3. Summary of programs

3.1. Overview of Department

The Department of Community Safety & Liaison contains 2 programmes as set out below:

PROGRAMME PROGRAMME PURPOSESUB-

PROGRAMMESSUB-PROGRAMME

PURPOSEAdministration Provide executive support

to the Head of Department and all financial and non-financial systems within the Department.

Management Services

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

Civilian Oversight

Provide service delivery to stakeholders.

Monitoring and Evaluation

Monitor, evaluate and report on formal policing activities.

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


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4. Key strategic objectives achievements

The strategic objectives set by the Department are to:

• Evaluate police service delivery and compliance with national policy standards and make recom-mendations for redress where required;

• Assess the effectiveness of visible policing in the Province;• Improve South African Police Service (SAPS) effi ciency and effectiveness through independent

service delivery evaluation and reward;• Improve public confi dence and trust in the police;• Address service delivery complaints against the police to support the raising of service standards;• Oversee the establishment and functioning of community policing forums at all police stations in

the Province ;• Enhance the capacity of community police structures to improve co-operation between the police

and the community;• Promote community dialogue and participation in support of crime prevention initiatives and ac-

tivities;• Execute social crime prevention programmes at provincial and local level;• Research and develop social crime prevention responses to community safety priorities;• Consolidate the Community Safety Network structure;• Promote the establishment of a Victim Support Network;• Promote special support programmes for victims;• Raise the awareness of protective rights amongst vulnerable groups;• Promote corporate governance and provide strategic project support; and• Implement the Volunteer Social Crime Prevention Project.

5. Overview of the service delivery environment for 2010/11

Overall performance

Problems encountered

The service delivery challenges encountered during the year included:

• Internal labour disputes;• National Public Service strike action;• Data capturing also remained a challenge as all information about benefi ciaries has to be

uploaded in the web-based system one by one (names, identity numbers, addresses, etc);• Resistance from some District leaders, e.g. Mayors, Station Commanders and CPF mem-

bers and political interference posed a lot of challenges during consultation workshops, selection panels, and subsequent deployment of volunteers;

• Non-cooperation by certain stakeholders (guest speakers) during campaigns and poor at-tendance by community members during campaigns remained a challenge. It also put a lot of strain to team members in the execution of these campaigns;

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

• There is limited feedback to the community regarding progress in cases. This diffi culty often arises from lack of telephones and a lack of fi xed addresses;

• The police do not always attend to crime incidents promptly, due to a shortage of vehicles and/or manpower at many stations;


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• There are few stations with adequate victim friendly facilities and training for members to work in these centres;

• Poorly structured layouts of Community Service Centres (CSCs) for proper and adequate service delivery;

• Education of communities on the functioning of the Criminal Justice System and general policing matters;

• The increase of vigilantism from different districts of KwaZulu-Natal affects SAPS service delivery;

• The police ratio against the population is the greatest challenge in the fight against crime. Certain areas are still underdeveloped hence difficulties are experienced which cause de-lays in investigations. The process of restructuring has also had a slight impact on service delivery;

• In relation to the assessment of Victim Friendly Facilities (VFFs), the SAPS does not have an allocated budget for VFFs which creates a challenge in terms of ownership of the VFFs between the Department of Community Safety and Liaison and SAPS, e.g. where monetary and material support is required, SAPS feels the DCSL should provide this but where credit is due, SAPS claims ownership;

• In some instances the victim comes to the police station with a small baby who needs to be provided with milk formula and baby nappies. This is a challenge for SAPS;

• There are no clearly defined roles, mandates and responsibilities for the participation of youth in CPFs and some CPF Youth desks are dysfunctional;

• There is a lack of common understanding amongst the main stakeholders (SAPS, Provin-cial Board and the DCSL) with regard to their roles in relation to CPFs in the Province. This calls for the development of guidelines for taking the partnership forward;

• There is a lack of conceptual understanding of community policing by most SAPS members and community members.

Virements

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

Roll-overs

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

Significant Developments

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


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6. Overview of the organizational environment for 2010/11

The Department continued to operate smoothly without service delivery being hampered in any way despite having lost some staff members during the year as a result of death and staff career moves. Thanks to the strong sense of team spirit and commitment by the existing staff members, the depart-ment maintained the high standards expected from it.

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

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

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

Resignations

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

Strike Actions

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

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

Restructuring Plans

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

7. Key policy developments and legislative changes

There are 2 pieces of legislation that would have a direct impact on the Department’s plans and activi-ties and these are:

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


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8. Departmental revenue

The Department is not an income-generating Department and therefore, the income collected is mini-mal.

09/10ACTUAL

R’000

10/11ACTUAL

R’000Sale of goods 50 43Interest, dividends and rent 6 1Financial Transactions 4 61TOTAL 60 105

9. Departmental expenditure

The overall expenditure of the Department has been excellent.

PROGRAMS ADJUSTED APPROP.

R’000

FINAL APPROP.

R’000

ACTUAL SPENTR’000

UNDER/(OVER)R’000

PERCENTAGE SPENT

Administration 38 630 38 630 33 229 5 401 86%Civilian Oversight 102 114 102 114 95 957 6 157 94%TOTAL 140 744 140 744 129 186 11 558 92%

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

Adherence to the Provincial Recovery Plan (agreed-to cut-backs in spending)

The Department confirms that the provincial strategy with regard to cost containment has been adhered to and the savings realized are reflected in the annual financial statements.

10. Transfer payments

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

11. Conditional grants and earmarked funds

The Department has not been allocated any conditional grants. Earmarked funds have been set as follows:

• Creating Public Awareness• Improving the effectiveness of SAPS• Umzimkhulu

12. Capital investment, maintenance and asset management plan

Capital Investments

The Department is not capital intensive as it provides services rather than assets for use by third par-ties. Accordingly, capital plans principally revolve around acquisition of motor vehicles, equipment and furniture for existing staff.


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Asset Management

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

Maintenance

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

Program Performance

1. Program 1: ADMINISTRATION

This programme comprises 1 sub-programme, Management Services, which includes Corporate Ser-vices, Security Services, Legal Administration Support, Financial Management, Human Resource Man-agement and Auxiliary and Associated Services.

The following strategic objectives have been defi ned for Programme 1: • To provide and maintain effective and comprehensive human resource systems;• Provide facilities;• Use Information Communication Technology services to optimize the performance of the Depart-

ment;• Provision of communication services;• Effective and effi cient legal services;• Provide effective Security Management;• Effective & effi cient fi nancial management system;• Effective & effi cient Supply Chain & asset management service; and• Effective & effi cient Internal Control & Risk Management service.

Offi ce of the Head of Department

The Offi ce of the HOD continues to serve as the nerve centre through which legal, fi nancial, corporate and security support is strategically directed to deal with challenges not only from a technical perspec-tive, but also in an adaptive manner for the best transformational impact. This offi ce also provides the integral link between the department and all of its stakeholders.

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

• Dealing with National and Provincial safety and security priorities;• Provided direction in all strategic projects related to the 2010 work-stream on safety and security,

KZN JCPS cluster and the Volunteer Social Crime Prevention Programme (VSCPP) Projects.

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


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INTERNAL CONTROL AND RISK MANAGEMENT

PERFORMANCE INDICATOR

ANNUAL TARGET:

2011

ACHIEVED VARIANCE

1.1 Risk areas assessed

10 12 This was achieved via PT and internally by the unit

1.2 Outcomes of investigations

5 0 This is demand driven

1.3 Documents tested 120 150 The target was exceeded

FINANCIAL MANAGEMENT

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

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

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

The accounting division has been able to complete the financial year by settling all creditor payments. The SCM division has been efficient in the administration of the assets and the efforts to support the Bid Evaluation as well as Bid Adjudication committees. This contributed to the department concluding two successful tender projects under the VSCPP program.

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


ANNUAL TARGET:

2011

ACHIEVED VARIANCE

1.1 Payments processed 4200 2158 Payments based on orders issued and all invoices at year end were paid

1.2 Monthly reports 72 96 This target was exceeded 1.3 Working days from

requisition to order3 days 2 days The turn-around time is less than what was

targeted 1.4 Asset register

balanced 12 12 Target achieved

1.5 AFS 1 1 Completed with a clean audit


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CORPORATE SERVICES


ANNUAL TARGET:

2011

ACHIEVED VARIANCE

1.1 No of posts funded and fi lled in line with relevant legislation resulting in a clean audit report

126 76 - Filled(18- Vacant)16 - Contract (ATE)(1-Vacant)15-Interns(0 Vacant)Total Filled Posts - 107Total 19 Vacant posts

Due to cabinet moratorium no posts have been advertised or fi lled during this period

1.2 Fully implemented Performance Management and Development System

126 112 (Permanent Staff : 83 Contract staff: 16 and Interns 13)

Reasons for not achieving 126 are as follows:

10 permanent staff members did not comply with EPMDS requirementsthere were 14 Vacant posts

1.3 All service conditions processed effectively and effi ciently in line with relevant legislation resulting in a clean audit report

126 112 (Permanent Staff : 83 Contract staff: 16 and Interns 13)

Amongst others the following types of transactions were done on Persal:-

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

A total of 2169 Persal Transactions where processed for the 112 employees during this period

1.4 Number of new HR policies to be approved and implemented

4 5 • Policy on Remunerative Work Outside the Public Service,

• Policy on Transfers and Secondments,• Policy on Organizational design• Policy on 2010 Soccer World Cup• Acceptance of Gifts, Rewards, Awards,

Sponsorships, Donations and Hospitality by Employees


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ANNUAL TARGET:

2011

ACHIEVED VARIANCE

1.5 Professional and personal development programmes developed and implemented

6 23 • Strategic Management Workshop (3)• HR Connect (3)• Records Management (1)• Women in Management (3)• Investigators’ Workshop (1)• Ethics Officers’ Workshop (1)• Massified Induction Programme (1)• HR Connect Supervisor Briefing (62)• Senior Managers Development Program (3)• Anti-Corruption (6)• Records Management (15)• Senior Managers Development Program (2)• Batho Pele/Service Delivery Improvement

Workshop (5)• Knowledge Management consultative

workshop (1)• Compulsory SMS Induction programme (4)• Leadership for MMS (4)• Problem Solving and Decision Making (18)• Ethics and Values for Senior Managers (3)• Basic Sign Language (1)• Persal Introduction Course (2)• Persal Leave Course (2)• Persal Allowance and Deduction Course (1)• Persal Establishment Course (2)

1.6 Number of cases that are resolved timeously

4 4 2 on going dispute1 old Arbitration case still outstanding from GPSSBCNo work no pay 9 officials deductions totalling to R28 759.02

1.7 Number of internships or learnerships implemented

15 15 2 got permanent employment and exited in March 2011

1.8 Employee health and wellness programme implemented and funded

4 4 4 quarterly reports received from Careways

9 workshops conducted

1.9 Facilities plan is compiled, reviewed and implemented

1 1 Renewal of building lease not finalised yet, still waiting for needs assessment to be approved or for department of Public Works to approve.

1.10 ICT strategy is reviewed and implemented

1 1


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COMMUNICATION SERVICES

PERFORMANCE INDICATOR ANNUAL TARGET:

2011

ACHIEVED VARIANCE

1.1 Number of people reached through marketing programmes

6m +-11m

1.2 Annual peoples report compiled and distributed

1 0 Due to lack of capacity 1 DD post vacant and 1 AD went on maternity leave

1.3 External customer satisfaction survey

1 0 Same as above

HUMAN RESOURCE MANAGEMENT SUB-DIRECTORATE

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

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

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

60%

60%

60%

60%

60%

60%

60%Female SMS Male SMS

44.44%

55.56%


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

The composition of the Department’s workforce as at 31 March 2011 is highlighted in the pie chart be-low:

White Male2.67%White Female

2.67%

Indian Male10.67%

Indian Female8.00%

Coloured Male1.33%

Coloured Female5.33%

African Male26.67%

African Female42.67%

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


- 24 -

120.00%

100.00%

80.00%

60.00%

40.00%

20.00%

0.00%

2005 2006 2007 2008 2009 2010 2011

Designated Groups

Non-Designated

95.74% 95.45%

4.26% 4.55%

95.92%

4.08%

94.12%

5.88%

92.31%

7.69%

91.67%

8.33%

94.59%

5.41%

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


- 25 -

Employee Health and Wellness Program (EHWP)

To support and educate staff on health and wellness matters the department embarked on a number of awareness campaigns such as:

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

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

Careways has continually and effectively rendered EHWP support not only to our staff but to family members. This has proven to be a very important support service to our employees. The support pro-vided ranges from personal, work-related, legal relations, family problems, which include but are not limited to the following issues:

Family problems Anxiety and unresolved griefDepression and suicidal tendencies Child/parent conflictDivorce Financial pressuresPhysical abuse Substance abuseLife transition Marital problemsSexual problems Relationship problemsWork-related issues Pre-retirement programmesJob burnout Career changeOver or under load at work Interpersonal communication/conflictPhysical working environment Working hours (incl. shift work)Personal financial management Work performance issuesStress management Redeployment and redundancyOrganisational change Diversity management issues

Over and above the aforementioned services offered by Careways the Department has done the fol-lowing:-

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

intranet.

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

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

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

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


- 26 -

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

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

d) Women in management event in Richmond on 31 August 2010 where 6 female employee’s at-tended;

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

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

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

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

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

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

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

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

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

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

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

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


- 27 -

Human Resource Development

All the legislative requirements for Human Resource Development such as the submission of Work-place Skills Plan, submission of quarterly training reports, budgeting of 1% for training, payment of ad-ministration levy to the SETA were complied with during the 2010/11 financial years. Quarterly Monitor-ing Expenditure Reports on Training were compiled and submitted to PSETA and Office of the Premier.

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

Under Training and Capacity Development, during 2010/11 financial years the following training inter-ventions were rendered:

Senior Management Services

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

Middle Management Services

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

Lower Levels staff

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

Skills development interventions were also arranged to address transversal priority skills in the Depart-ment such as HR Connect, Skills Planning, Job Evaluation Panel Training, various PERSAL courses for Human Resource Staff as well as various Human Resource workshops organized by DPSA and PSETA.

Tailor made training programmes were arranged to empower line function staff on the following com-petencies:

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


- 28 -

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

Bursaries

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

AFRICAN COLOURED INDIAN WHITE TOTALF M F M F M F M F M11 7 0 1 1 2 0 0 12 10

The monitoring of academic progress and payment of study fees was done timeously and on an on-going basis for all benefi ciaries.

As part of career development initiatives, the department participated in two Career Exhibition Cam-paigns held in the following places:

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

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

Internship

As part of the Human Resource Development Strategy and the National Skills Development Strategy, the department recruited a total of 15 interns during the 2010/11 fi nancial year and they were placed in the following sections: Finance, Victim Empowerment, Social Crime Prevention, Information Technol-ogy, Human Resources, Communication and HOD’s Offi ce.

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

Human Resource Policies

The following Provincial Policy Frameworks were developed and approved during 2010/11:

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


- 29 -

INFORMATION TECHNOLOGY SUB-DIRECTORATE

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

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

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

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

COMMUNICATIONS SUB-DIRECTORATE

Creation of Public Awareness

This was a valuable exercise as it ensured that the efforts of the department becoming increasingly known and noticeable among our stakeholders and communities at large.

Integrated Communication

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

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

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


- 30 -

Marketing of the Department

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

Service Delivery Improvement – Batho Pele

The department Batho Pele Forum was established with the aim of boosting service delivery improve-ment initiatives at a departmental level.

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

AUXILIARY SERVICES DIVISION

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

LEGAL SERVICES

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

The legal advice and support to the MEC and the Department during the year was rendered in the form of support in Parliamentary matters, governance issues, labour matters, contract management, compli-ance advice, policy advice and legislative matters. The most noteworthy of which include –

a) submissions on the Civilian Secretariat for Police Services Bill and the Independent Police Inves-tigative Directorate (IPID) Bills;

b) support in respect of litigation matters by or against the Department;c) Legal support in respect of the Election Monitoring Project for the 2011 Local Government Elec-

tions;d) Advice on the development of the HR Provincial Policy Frameworks.

This support assisted the Department in legal compliance, achieving its strategic objectives and en-suring that the provincial priority of fi ghting crime is adequately provided for in the national legislative framework.

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


- 31 -

The unit also supported the Department in the coordination of the quarterly KZN JCPS Cluster sittings and the monitoring of the implementation of the Program of Action. As part of the JCPS joint public edu-cation and engagement, the unit gave support to the Cluster in facilitating the 1st Colloquium of KAPLS (KwaZulu-Natal Association of Public Service Lawyers) held in Durban to dialogue on “the potential for corruption where there is a conflict of interest in the Public Service”. To engage on the topic, eminent professionals from the private and public sector, organized labour and legal academics were invited. Through the support of the unit, the Cluster was able to ensure that the urgent needs of communities living in the Uganda Informal Settlement in Umlazi to get access to basic needs such as social grants, birth and death certificates as well as identity documents were addressed.

In addition to this immediate support, the Cluster also facilitated the launch of a law clinic supported by public servants who give of their own time to offer their legal expertise to the community free of charge. These efforts would doubtlessly ensure that the community would not be disenfranchised during up-coming elections and the ideals of a caring government are realized.

The unit rendered legal support to the Department when it renewed the partnership with private sector lawyers to help facilitate an environment for a free and fair election in the province. The unit gave line function managers support during the negotiations in addition to the drafting of agreements. Several legal documents were edited and drafted timely while taking care to ensure that they are le-gally sound. Such documents included Cabinet Memoranda, Service Level Agreements and temporary employment contracts. The response in no small measure ensured that the Directorate achieved their service targets. Of the legal opinions rendered for the period, the most noteworthy were on the Civilian Secretariat for Police Services Bill and the Independent Police Investigative Directorate (IPID) Bills. These opinions were not only of value to the MEC and the Department, but also to external stakeholders.

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

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


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- 33 -

SECURITY SERVICES

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

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

PERFORMANCE INDICATORANNUAL TARGET:

2011ACHIEVED VARIANCE

1.1 Requests sent to intelligence structures and feedback received

12 12 Target achieved

1.2 Status reports on the implementation process sent to HOD on a monthly basis


1.3 Departmental Risk Profile and Implementation plan updated

1 1 Target achieved

1.4 Approved Internal Security Policy updated and tested

1 1 Target achieved

Significant Successes

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

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

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


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Program 2: CIVILIAN OVERSIGHT

Program 2 consists of: • Monitoring and Evaluation• Community Liaison

MONITORING AND EVALUATION

SERVICE DELIVERY EVALUATION

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

PERFORMANCE INDICATOR TARGET ACHIEVED VARIANCE 1.1 No. of stations evaluated + CPF’s verifi ed 33 35 Target exceeded 1.2 No. of Victim Support centres assessed 33 33 Target achieved1.3 No. of specialized SAPS units evaluated 5 5 Target achieved1.4 No. of station interventions to transform SAPS to be

more effective and effi cient33 33 Target achieved

1.5 No of education and training sessions held 11 12 Target exceeded1.6 Re-evaluate the toolkit 1 2 Target exceeded1.7 Number of Performance Reviews held. 4 4 Target achieved1.8 Annual report on fi ndings published 1 1 Target achieved1.9 No. of unannounced police station visits. 11 14 Target exceeded1.10 Number of visible operations evaluated 6 6 Target achieved1.11 Hosting of MEC’s Community Award for Policing 1 1 Target achieved

KEY ACTIVITIES OF THE YEAR 2010/11

• 35 Station evaluations undertaken which includes 3 Metro police stations.• 33 Victim Support centres assessed.• 5 Specialized units evaluated• 33 interventions at police stations• 6 major seasonal operations evaluated • 12 education and training session to empower and capacitate personnel• 14 unannounced visits were conducted to assess effective policing

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

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


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

• The component during evaluations identified stations that had poor service delivery levels at Ekuvukeni, Elandslaagte, Intsikeni and Hlabisa due to shortages of resources in the form of infra-structure, manpower, vehicles, equipment, computers and office space. General vehicle repairs take too long in the government garage for minor repairs. At Ekuvukeni police station the compo-nent managed to liaise with Provincial Commissioner’s office regarding the needs of the station such as shortage vehicles and a toilet to cater for the needs of disabled community members. The toilet and vehicles were successfully allocated to the station. Through the intervention of this component the Elandslaagte police station received new vehicles and is currently under recon-struction. At Hlabisa there was a great shortage of vehicles in the detective unit and through the intervention of this component two additional vans were allocated to the unit.

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

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

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

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

KEY SUCCESSES OF THE YEAR 2010/2011

• The component participated in visits with the MEC and HOD so as to develop strategic re-lationships with the Focussing on “Building a United Front Against Crime”

• Hosting of the fourth MEC’s Community Awards for Police Excellence. The main purpose of the project is to entrench and promote the concept of community policing by recognizing and rewarding police for best practise and to publicly celebrate achievements.

• Service Delivery and Evaluation directorate co-ordinated and participated in the basic train-ing courses that were held in 11 districts in Kwa-Zulu-Natal, the courses offered were on Crime Prevention and Gender Based Violence. Approximately 500 members were capaci-tated in these courses

• The component developed a database profiling all stations within the province.


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KEY TRENDS IDENTIFIED

Community

• Accessibility for the community to the police stations is diffi cult due to large distanc-es to be travelled and hazardous terrain. This often results in delays in reporting cases or cases not being reported at all.

• There is a need to reconsider the locations of police stations in relation to the com-munities they serve.

• There is limited feedback to the community regarding progress of cases. This dif-fi culty at times is made worst by lack of communication challenges like telephones and cellular phones and lack of fi xed addresses.

• Allocation of resources for stations is not equitable in terms of needs and environ-mental demands.

• Crime scenes are sometimes not properly managed.• There are challenges with forensic services.• The community reports that police do not usually attend to crime incidents prompt-

ly, due to a shortage of vehicles and/or manpower at many stations.• Some police stations in remote areas do not have suffi cient 4X4 vehicles for polic-

ing areas that are inaccessible to conventional vehicles.• Many investigating offi cers are overstretched and overworked, which often results

in the lack of quality of investigations• Due to insuffi cient training or transfer of skills the quality of statement-taking does

not always meet the required standard. Contradictory or unintelligible statements often result in a mistrial or in cases being withdrawn due to confl icting evidence.

METRO

• All resource allocation is done from Headquarters.

WAY FORWARD AS IDENTIFIED THROUGH TRENDS

Community

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

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

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

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

SAPS

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

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


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Internal

In addition to the points already noted above, the component has engaged in on-going introspections to identify ways of improving its internal efficiencies and effectiveness. These include:

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

• Improving the tools and instruments used to drive the information-gathering pro-cess, 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 ser-vice 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.

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

• The component is placing heavy emphasis on deepening the quality of its reports. Raising the quality of its reports to the level of a scientific discipline is an ongoing process and requires painstaking application and effort.

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

• Quarterly Review Sessions

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

• MEC’s Community Awards For Police Excellence

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

• Annual Report

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


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

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

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

EXTERNAL INFLUENCES

• High movements of people between underdeveloped rural areas, and newly developing urban and economic nodal areas. High movements of people make it diffi cult to track com-plainants, and monitor the movements of suspects, this occurs with frequency between provinces.

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

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

� There is a need to increase the information fl ow between stations that fall along pro-vincial borders.

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

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

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

� Need to develop a 24hr SITA (State Information Technology Agency) helpline for com-puter related issues.

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

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

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

• Environmental design. Many under-resourced areas lack adequate street lighting to pre-vent “dark spots”, thus creating areas conducive for criminal activities. Areas with over-grown vegetation need to be cleared and managed on an on-going basis to remove hide-outs for criminals.

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

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


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

LEGISLATIVE CHANGES

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

• The Public Finance Management Act as a guide to curb irregular expenditure.• The Constitution of the Republic of South Africa as the supreme law of the country to pro-

mote human rights and equality

COMPLAINTS MANAGEMENT

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

STRATEGIC GOAL

To promote democratic accountability and transparency in the Police services and direct the South Af-rican Police Services towards effectively addressing provincial needs and priorities. STATEMENT OF OBJECTIVE

To receive, investigate and process service delivery complaints against the South African Police Ser-vice in the Province of KwaZulu-Natal

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

PERFORMANCE INDICATOR TARGET ACHIEVED VARIANCE1.1 Number of complaints finalized*. 400 404 The target is demand driven1.2 Develop and monitor stock theft plan 1 1 Target achieved 1.3 Monitor implementation of taxi

resolution meetings8 6 Due to external factors, this target

could not be achieved1.4 No of trend analysis reports 12 12 Target achieved1.5 Stage District participation 11 26 The target was exceeded due to

demands from communities

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

KEY ACTIVITIES FOR THE PERIOD APRIL 2010 TO MARCH 2011

Complaints

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


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Facilitating the strategy for the prevention of the stock theft

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

Monitoring of taxi confl ict

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

Trend analyses reports

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

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

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

The following areas have been identifi ed as Hotspot areas for stock theft:

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

Farming Community

Confl icts between farmers and farm workers are affecting the community under Underburg, Uthukela, Amajuba, Umzinyathi and Ulundi Districts. The affected areas were visited by the MEC and the depart-ment to address the matter.


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Taxi Conflict

The conflicts between taxi associations are affecting the transport industry and pose a threat to com-muters.

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

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

Stakeholders Participation Forums

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

• 27 April 2010: KwaMashu Crime Awareness Campaign;• 27 April 2010: Ntsikeni Crime Awareness;• 30 April 2010: UMhlabuyalingana Stock Theft Awareness;• 12 May 2010: KwaMashu 2010 FIFA World cup Awareness campaign; • 22 May 2010: Shayamoya Crime Awareness Campaign in Kokstad;• 26 May 2010: Mbazwana Stakeholders participation Forum;• 01-03 June 2010: Staged help desk in Nongoma Parliament;• 07 June 2010: Presentation on Complaints Management was made to Amakhosi of Indaka Mu-

nicipality; • 01 July 2010: Chapperstown Stakeholders Meeting to attend to conflict about community proj-

ects;• 07 July 2010: Himeville Stakeholders meeting attending to crime and general safety matters;• 02 August 2010: Estcourt Operation Hlasela attending to general safety issues;• 07-08 August 2010: help desk at KwaMsane Women’s parliament;• 17 September 2010: KwaMashu Operation Hlasela attending to general safety issues;• 29-30 September 2010: Help Desk in Port Shepstone Senior Citizens Parliament;• 05 October 2010: Vryheid stock theft stakeholders meeting;• 07 October 2010: Umgungundlovu District Symposium in Mooiriver Mpofana Municipality;• 11 October 2010: Umkhanyakude District Symposium in Esiyembeni Mtubatuba area;• 18 November 2010: Ethekwini Symposium in KwaMashu L Section Hall;• 18 November 2010: Ntsikeni Stock Theft stakeholders meeting;• 06 November 2010: Glendale Crime awareness campaign;• 29 November 2010: Nongoma Crime awareness with Service Delivery Evaluation during Novem-

ber Safety Month;• 30 November 2010: Lunerburg Crime awareness with Service Delivery Evaluation during the

November safety month;• 06 December 2010: Amajuba District Symposium at Osizweni area;• 06 March 2011: Edumbe Crime fighting initiative;• 28 March 2011: Multi Party Political Committee meeting in Ulundi;• 31 March 2011: Stakeholders Meeting to present Cross Boarder Crime Strategy;

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


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CHALLENGES

• Detectives are overloaded with case dockets and that compromises effective and satisfactory investigation of cases;

• The Department and the MEC are concerned with granting of bail by the courts to suspects who are involved in other criminal activities;

• Escalation of vigilante activities in relation to stock theft matters;• Confl ict between farmers and farm workers in Zululand, Amajuba, Sisonke and Umzinyathi Dis-

tricts;• Some complainants lack the understanding on the nature of policing processes and have high

expectations on the outcome of their complaints;• Complainants lack knowledge of certain aspects required by the Justice System in order to arrest,

prosecute and to convict the suspect;• Some police stations were constructed away from the communities and community members

have to travel long distances in order to report cases;• Investigators are not furnishing feedback to complainants with regard to their cases. Police sta-

tions are still not responding timorously to community emergency complaints; NEGATIVE FINDINGS ON THE PART OF THE COMMUNITY

• They don’t assist the police in the investigation of cases even if they have witnessed the occur-rence of the crime;

• Vigilante groups are established by communities from different parts of the province to fi ght crime especially stock theft cases and this is taking the law into their own hands;

• Complainants have high expectations after lodging cases with the police. They expect the police to arrest without suffi cient evidence or information, which empowers the police to act;

• They don’t understand the right to bail applications;• The release on bail of suspects by court causes confl ict between the police and the community.

KEY SUCCESSES IN ADDRESSING CHALLENGES

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

• The department is training SAPS members on crime prevention and the investigation of cases.• Twenty seven districts Consultative Meetings were staged to engage and educate the community

on policing matters. The directorate is receiving positive responses from the local municipalities, JCPS cluster members and as well as from other stakeholders.

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

• Critical complaints are also sent to the Provincial JCPS Cluster for directives.• Seven Stock Theft meetings were held to address stock theft matters.• Six meetings were attended to address taxi confl icts in KZN.• The directorate is also leading the process to address Provincial Cross Border Crime


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COMMUNITY LIAISON

SOCIAL CRIME PREVENTION AND RESEARCH

The main objective of this Directorate is to ensure that the social drivers of crime receive targeted atten-tion through social crime prevention programmes. Any phenomena that predispose individuals towards criminal and anti-social behaviour are addressed through innovative and research driven capacitation and related awareness programs.

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

PERFORMANCE INDICATOR TARGET ACHIEVED VARIANCE1.1 Number of Targeted Research

Surveys conducted3 3 0

1.2 Number of priority programmes implemented

3 3 0

1.3 Number of districts where strategy is implemented.

11 11 0

1.4 Number of District IDPs with Safety Plans incorporated

61 55 (6)Note: This target is dependent on municipalities. However the Department has workshopped all municipalities and they are aware of what is expected from them.

1.5 Provincial Crime Prevention Forum maintained through quarterly meetings

4 4 0

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

4 4 0

Significant Successes:

Research in Social Crime Prevention

In response to disturbing findings contained in the latest Youth Risk Behaviour Survey regarding alco-hol consumption by youth, the Department conducted research on ways of preventing alcohol use by young people. This led to the development of a Behaviour Change Programme designed in collabora-tion with SANCA. Some 300 Grade 9 Learners throughout the Province completed the pilot phase of the programme.

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


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

Integrated Youth Development Strategy (IYDS)

The IYDS had been a tool to facilitate crime prevention at District and Local level. The Building of United Front Against Crime Programme was implemented by stakeholders (SAPS, Municipalities, Department of Sport and Recreation, CPF, Traditional Leadership, Youth structures, ex-offenders and communities). Municipalities played a crucial role in the implementation of the IYDS through the Sport Against Crime Programme. Sisonke District played an outstanding role in the facilitation of the programme, extending implementation to three additional wards at the cost of the Municipality. This is an indication that Mu-nicipalities are grasping the important role they have to play in crime prevention.

Capacity-Building of Amakhosi and Traditional Council Members

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

NAME OF HOUSE OF TRADITIONAL LEADERS

NUMBER TRAINED

Zululand Local House 174Amajuba 89Umgungundlovu 74Uthukela 281Total 618

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

Substance Abuse Prevention

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


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Provincial Crime Prevention Forum

The Forum continues to play a pivotal role in serving as a platform for networking and collaboration for the Province’s safety practitioners. Forums were held as follows:

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

Trends identified

• The full participation of Stakeholders is critical for getting effective buy-in;• Greater integration of Government and civil society efforts is required to ensure that maximum

value is obtained from work done.

Strategies as a way forward

• Maintaining good relations with provincial stakeholders in ensuring an integrated approach to policing and crime prevention in the Province;

• Implementing innovative programmes that deal with the root causes of crime;• Refining existing programmes and processes for greater impact and sustainability.

Contribution to the PGDS

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

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

External factors that hamper service delivery

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

Legislative Changes that influence service delivery

• None


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COMMUNITY POLICING

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

The annual performance targets and achievements are set out below:


TARGET ACHIEVED VARIANCE

1.1 No. of CPF members trained

94 100 4

1.2 No. of induction initiatives

50 54 4

1.3 No. of CPF clusters receiving funding for projects

25 15 (10)Funds meant for clusters who did not come forward with requests and business plans were given to complying stations from the clusters who had already been funded, hence 15 clusters and 26 stations were eventually funded

1.4 Number of districts where Community Safety Forums are established that previously did not exist. (incl Metro)

11 4 (7)A total of 15 CSF were established in 4 districts, as some CSFs were at a local municipality level.

1.5 No. of CPF’s registered and certifi ed

75 58 (17)There were impediments on CPF registration proceedings when the Directorate had to review CPF registration requirements after the MECs directives.

1.6 Number of interventions facilitated

50 33 (17) This target is needs-based, as it depends on requests received from CPFs.

1.7 Number of required peace building initiatives completed

6 19 13

1.8 No. of districts where street committees are established

11 2 (9)Street Committees establishment is hindered by CPFs expecting to get stipends following the Chesterville approach. There is also a lack of buy-in from other districts as it is seen as a political move.

1.9 No. of integrated consultative meetings

4 72 68The introduction of BUFAC / Operation Hlasela increased the demand for the Directorate to consult with various stakeholders thus the number of meetings rose.


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Thathulwazi

The Directorate did well with regard to rolling out the provincial training initiative dubbed Thathulwazi. Through this project, additional members of CPFs have received training on Financial and Project Management. These valuable skills will assist in ensuring sustainability of CPFs and also increase prospects of members securing employment.

Community Safety Forums (CSFs)

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

Communities-in-Dialogue Programme (CIDPs)

The Directorate succeeded in conducting various CIDPs particularly in Mombeni, Mafakathini and Umt-shezi areas. This programme has assisted the department to make available to communities a well-structured platform for communities to have a dialogue around issues that may have led to conflict.

Integrated Consultative Meetings

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

Trends identified

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


BUFAC / Operation Hlasela are the most relevant programmes that will ensure effective corporative governance.


• Strengthening governance;• Human capability development;


There are some factors that are outside of our control that had a negative effect on service delivery. Such factors include:

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


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Legislative Changes that infl uence service delivery

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

VICTIM EMPOWERMENT

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

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


TARGET ACHIEVED VARIANCE

1.1 Number of Victim Surveys conducted

3 3

1.2 Number of interventions conducted in addressing the plight of victims

3 3

1.3 A Provincial Victim Empowerment Symposium held

1 1

1.4 Number of network meetings held.

4 1 (3)The performance indicator was revised as lead department eventually took a lead in organising meetings which were attended but not facilitated as initially planned. Although, the planned target was not achieved as planned, the forum meetings were however held with various SAPS clusters.

1.5 Number of districts where community and SAPS clusters are capacitated

11 14 capacity building

workshops in 8 districts

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

1.6 Number of districts wherein existing programmes maintained to support victims

11 29 programs in 11 districts

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

1.7 Number of awareness campaigns conducted

3 5 2


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Community Safety surveys conducted

Community Surveys were conducted in 3 districts, namely:

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

Interventions conducted in addressing plight of Victims

• Kuyoze Kubenini DVD Roadshow and Human Trafficking talk show was held at Mkhambathini municipality on 20 October 2010 as part of response on the surveys conducted on the 27th of May 2010;

• A community survey intervention was made at Dundee on 3, 10 and 11 November 2010; • Another intervention was conducted on 10 March 2011 at KwaMfeka in Nquthu following the com-

munity survey held on 11 November 2010; and• An integrated intervention was successfully held at Inanda and surrounding areas on 30 March

2011 through Roadshow to promote Kuyoze Kubenini DVD.

Provincial Victim Empowerment Symposium

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

Capacity building for both SAPS and Communities

• The Directorate coordinated and facilitated a workshop on the Victims Charter and Sexual Of-fences Act for both the departmental officials and the community in partnership with National Prosecuting Authority at Pietermaritzburg on 21 July 2010;

• A training seminar on Domestic Violence Act and introduction to Thuthuzela Care Centres as well as Maintenance Act for both departmental officials and the community was coordinated and facili-tated in partnership with the National Prosecuting Authority at Pietermaritzburg on 27 July 2010;

• The Directorate hosted a training seminar in partnership with National Prosecuting Authority on Child Justice Act at Pietermaritzburg National Prosecuting Authority offices on 13 August 2010;

• A Capacity building workshop on Victim Friendly Facilities for both SAPS and the Communities of Madadeni/ Osizweni was conducted in partnership with Service Delivery Evaluation Directorate under Amajuba District on 23 September 2010;

• The Directorate facilitated and coordinated a workshop on Victims Charter and Sexual Offences Act for Umzinyathi district in partnership with National Prosecuting Authority at Umzinyathi district offices on 29 September 2010;

• The Directorate co-hosted the SAPS Capacity building workshops with Service Delivery Evalua-tion Directorate for:

� Ulundi cluster from 26- 28 October 2010, � Estcourt SAPS Cluster from 4-9 November 2010, � Vryheid Cluster on the 09th of November 2010, � Empangeni Cluster from 16-17 November 2010, and � Jozini Cluster held on 22 November 2010.


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• Training for SAPS and Community members on Sexual Offences Act was conducted as follows: � at Greenwood Park on 01 December 2010, � Mtubatuba on 08 December 2010 and Newcastle from 09-10 December 2010.

• Training on human traffi cking for Msinga community members was conducted on 03 December 2010.

Awareness campaigns conducted

The Directorate conducted 5 awareness campaigns as follows:

• A series of Child Protection Week Commemoration awareness campaigns were conducted in 4 districts, namely Umgungundlovu, eThekwini, Ilembe and Sisonke during the months of April, May and June 2010;

• During the 16 Days of Activism on No violence Against Women and Children, the Directorate conducted the following campaigns:

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

� On 29 November 2010 an HIV/AIDS commemoration was held at Mkhambathini Municipal-ity, where the Directorate rendered support to fi ve child-headed households;

� On 30 November 2010 a commemoration of People living with HIV/AIDS and People with Disabilities was hosted at the Ikhwezi Home, Ilembe District Municipality;

• On 13 December 2010 a commemoration of International Human Rights Day was hosted at KwaDeda Sports Grounds under Ilembe District Municipality in partnership with SAPS.

Existing Programmes maintained to support victims

Widow’s programme

A total of 12 Widows Network were maintained in 3 districts, namely;-

• Umgungundlovu, • eThekwini, and • Ilembe.

Safe Teas Programme for the Elderly

A total of 5 safe teas were maintained in 5 districts, namely eThekwini, Umkhanyakude, Uthukela, Ama-juba and Uthungulu.

Men’s Programme

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


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Kuyoze Kubenini & Human Trafficking

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

Trends identified

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


• The department needs to integrate all programmes through Operation Hlasela, to maximise im-pact of programmes/projects.

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


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


• Domestic violence and rape is prevalent in the Province and there is still reluctance on the part of communities to report such violence;

• Access to victim support services is still limited, especially in rural areas;• There are increasing numbers of young children who are abducted and forced into arranged mar-

riages, thus increasing school drop outs and HIV/ AIDS vulnerability.

Legislative Changes that influence service delivery

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


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SPECIAL PROJECTS

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

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

PERFORMANCE INDICATOR TARGET ACHIEVED VARIANCE1.1 Number of projects integrating SAPS and

communities in Umzimkhulu5 5 Target achieved

1.2 Inputs provided to the provincial 2010 safety plans

1 1 Target achieved

1.3 Number of awareness campaigns coordinated to promote civic pride and respect for the rule of law (including Stolen goods campaigns)


1.4 Accurate reporting on the departmental contributions the EPWP programme provided

4 4 Target achieved

1.5 Inputs to the African Renaissance Programme through fi nancial contributions and publications of departmental programmes in the African Renaissance Programme provided

1 1 Target achieved

1.6 Accurate reports on departmental safety programmes to the 5-year Local Government Strategic Agenda provided

2 2 Target achieved

1.7 Number of districts where volunteers are deployed


1.8 Number of volunteers deployed 2100 1546 The decrease in the number is as a result of some volunteers getting permanent employment and withdrawing from the Project

1.9 Number of Crime Prevention and Awareness campaigns run

11 13 Additional Awareness Campaigns were conducted in schools around Ethekwini Metro to address Drug Abuse (Whoonga)

Signifi cant Successes

2010 FIFA Soccer World Cup

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


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The rest of the volunteers remained in their respective areas for monitoring purposes which contrib-uted to the reduction in crime and a corresponding reduction in the fear of crime and the promotion of KwaZulu-Natal as a safe place for communities, tourists and businesses.

Crime Awareness Campaigns

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

Festive Season and Easter Holiday Safety and Security Strategy

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

Volunteer Deployment

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

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

Trends identified

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


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


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


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

Legislative Changes that infl uence service delivery

None


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PART 3: ANNUAL FINANCIAL STATEMENTS FOR DEPARTMENT OF COMMUNITY SAFETY AND LIAISON - KZNFor the year ended 31 March 2011

Table of Contents Page

Report of the Audit and Risk Committee 56

Report of the Accounting Officer 60

Report of the Auditor-General 66

Appropriation Statement 70

Notes to the Appropriation Statement 75

Statement of Financial Performance 76

Statement of Financial Position 77

Statement of Net Assets 77

Cash Flow Statement 78

Accounting Policies 79

Notes to the Annual Financial Statements 86

Disclosure Notes to the Annual Financial Statements 95

Annexures 102


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Report of the Audit and Risk Committee onVote 9 – Community Safety & Liaison

The KwaZulu-Natal Provincial Audit & Risk Committee is pleased to present its report for the fi nancial year ended 31 March 2011.

Provincial Audit & Risk Committee Members and Attendance

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

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

SURNAME & INITIAL

PARC CARC SPECIAL TOTAL NO. OF

MEETINGS ATTENDED

NO. OF MEETINGS

HELD

ATTENDED NO. OF MEETINGS

HELD


HELD

ATTENDED

Adv BS Khuzwayo (Contract expired June 2011)

2 2 7 7 2 1 10

Mr V Naicker (Contract expired – reappointed 01 June 2011)

2 2 2 2 2 1 5

Mr N Mhlongo (Contract terminated December 2010)

2 1 3 3 2 2 6

Mr S Taku (Contract terminated December 2010)

2 2 2 2 2 2 6

Mr P Mnisi (Contract terminated December 2010)

2 2 2 2 2 2 6


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SURNAME & INITIAL

PARC CARC SPECIAL TOTAL NO. OF

MEETINGS ATTENDED

NO. OF MEETINGS

HELD


HELD


HELD

ATTENDED

Ms P Gobinca (Contract terminated December 2010)

2 2 2 2 2 2 6

Ms E Ogunniyi (Contract terminated December 2010)

2 0 2 1 2 1 2

Ms T Tsautse (Appointed 01 June 2011)

0 0 0 0 0 0 0

Mr T Boltman (Appointed 01 June 2011)

0 0 0 0 0 0 0

Mr F Docrat (Appointed 01 June 2011)

0 0 0 0 0 0 0

Ms N Jaxa (Appointed 01 June 2011)

0 0 0 0 0 0 0

Ms M Mothipe (Appointed 01 June 2011)

0 0 0 0 0 0 0

Mr L Mangquku (Appointed 01 June 2011)

0 0 0 0 0 0 0

Provincial Audit & Risk Committee Responsibility

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

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


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The Effectiveness of Internal Control

The systems of internal control are the responsibility of the department’s management and are designed to provide effective assurance that assets are safeguarded and that liabilities and working capital are effi ciently managed. In line with the requirements of the PFMA and the principles of the King Reports (II and III) on Corporate Governance, the Internal Audit Function provides the Provincial Audit and Risk Committee and the departmental management with assurance that the systems of internal controls are appropriate and effective. This is achieved by means of the risk management process, as well as the identifi cation of corrective actions and suggested enhancements to the controls and processes. From the various reports of the Internal Audi-tors, the Report and Management Letter of the Auditor-General on the Annual Financial Statements, it was noted that the systems of internal control were not effective for the year under review as control defi ciencies were detected in the following signifi cant control areas:

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

The quality of “In Year Monitoring” and monthly / quarterly reports submitted in terms of the Treasury Regulations and the Division of Revenue Act

The Provincial Audit and Risk Committee through the Internal Audit Function was satisfi ed with the content and quality of monthly and quarterly reports prepared and issued by the Accounting Offi cer and the depart-ment during the year under review.

Audit of Performance Information

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

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

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

Internal Audit Function

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

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


- 59 -

Risk Management Function

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

Since the approval of the Provincial Risk Management Framework in March 2010, and during the fi nancial year under review, the Committee monitored how the department established the necessary risk manage-ment functions, risk policies, and oversight structures. The Committee believes that these interventions will assist the department in complying with the Provincial Risk Management Framework, and the risk manage-ment sections of the PFMA.

The Committee noted that the department had a dedicated Risk Management Function but did not have a Risk Management Committee, and hence urged the department to establish this during the 2011/12 fi nancial year.

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

Other Governance Issues

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

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

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

Evaluation of Financial Statements

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

Chairperson: Provincial Audit & Risk Committee

Date: 05 August 2011


- 60 -

R eport of the Accounting Offi cer for the year ended 31 March 2011

1. General review of the state of fi nancial affairs

1.1. Important policy decisions and strategic issues facing the department

• The organization structure is being reviewed with the goal of having district offi ces through-out the province

• There are two Legislative/Policy documents that will have a signifi cant impact on the De-partment. These are the Civilian Secretariat for Police Service Bill and the Independent Police Investigative Directorate Bill.

1.2. Signifi cant events that have taken place during the year

• FIFA WORLD CUP 2010• Internal labour disputes • General Public Sector strike

1.3. Major projects undertaken or completed during the year

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

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

1.4. Revenue Collection

The Department collected revenue totalling R105 000. The original revenue budget for the De-partment was set at R53 000.

1.5. Spending trends

Summary of expenditure by program:

PROGRAM FINAL APPROPRIATION

R‘000

AUDITED ACTUAL

R‘000

PERCENTAGE

Administration 38 630 33 230 86%Civilian Oversight 102 114 95 956 94%TOTAL 140 744 129 186 92%


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Summary by economic classification

CLASSIFICATION FINAL APPROPRIATION

R‘000

AUDITED ACTUAL

R‘000

PERCENTAGE

Compensation 35 886 31 591 88%Goods and Services 102 621 95 469 93%Financial transactions 0 18 -Transfers 7 7 100%Capital 2 230 2 101 94%TOTAL 140 744 129 186 92%

Reasons for under/over spending

The Department realized savings in compensation and goods and services in both programs. The reasons are as follows:

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

exits of volunteers

Impact on programmes and service delivery

The Department appointed acting personnel to take care of the responsibilities attached to all va-cant posts and this meant that the Department was able to achieve all of its main service delivery targets.

Actions taken or planned to avoid recurrence

The Department will be advertising the filling of all vacant posts in 2011.

1.6. Virements:

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

1.7. Other Matters

An investigation regarding internal labour matters is in progress.

2. Service rendered by the department

2.1. Core Functions

All of the Department services are rendered for the benefit of communities in KZN. The core func-tions of the Department revolve around the promotion of good relations between the police and communities, developing and coordinating the prevention of social crime.


- 62 -

2.2. Tariff policy

The Department does not charge fees for the services that it renders since it operates under a constitutional mandate to provide oversight services

2.3. Free Services

In accordance with its mandate, the services of the Department are provided to the communities and stakeholders without any charges attached. Internal services were also provided free during the year under review. These free services rendered can not be costed.

3. Capacity constraints

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

4. Utilisation of donor funds

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

5. Trading entities and public entities

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

6. Organisations to whom transfer payments have been made

The Department has not made any transfer payments to any institution during the year.

7. Public private partnerships (PPP)

There are no PPP arrangements in this department

8. Corporate governance arrangements

8.1. Risk Management

The Department makes use of KZN-Provincial Treasury as part of a shared service and the risk profi le of the Department is evaluated annually. In addition, risk issues are a standing item on EXCO and MANCO meetings. As part of the Risk plan of the Department, risk management re-sides within Internal Control and the Head: Internal Control serves as the Risk Offi cer. The Risk Committee is tasked to oversee both operational and strategic risk issues.

8.2. Fraud prevention policies

The following policies are in place:

• Fraud Prevention Policy• Risk Management Policy


- 63 -

8.3. Effectiveness of internal audit and audit committee

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

8.4. Governance structures

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

8.5. Code of conduct

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

8.6. Safety, health and environmental issues facing the organisation

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

9. Discontinued activities/activities to be discontinued

There are no activities that have been discontinued.

10. New/proposed activities

There are no new activities planned.

11. Asset management

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

12. Inventories

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

13. Events after the reporting date

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


- 64 -

14. Information on predetermined objectives

The process for obtaining performance information is a manual process of record keeping. The informa-tion is validated by the General Managers on a project basis.

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

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

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

15. SCOPA resolutions

There were no SCOPA resolutions for this Department.

16. Effectiveness of the Internal Audit and Audit Committee

Internal Audit has been quite effective in the Department and provided valuable inputs and recommen-dations to strengthen our internal control environment.

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

17. Prior modifi cations to audit reports

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

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

18. Exemptions and deviations received from the National Treasury

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

19. Other

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


- 65 -

20. Approval

The Annual Financial Statements set out on the annual report have been approved by the Accounting Offi cer.

Ms Y E BacusHead of Department31 May 2011


- 66 -

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

Introduction

1. I have audited the accompanying fi nancial statements of the Department of Community Safety and Liai-son, which comprise the appropriation statement, the statement of fi nancial position as at 31 March 2011, and the statement of fi nancial performance, statement of changes in net assets and cash fl ow state-ment for the year then ended, a summary of signifi cant accounting policies and other explanatory infor-mation, as set out on pages 70 to 101.

Accounting offi cer’s responsibility for the fi nancial statements

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

Aud itor-General’s responsibility

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

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

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

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


- 67 -

Opinion

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

Emphasis of matter

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

Irregular expenditure

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

Material underspending of the budget

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

Additional matters

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

Unaudited supplementary schedules

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

Financial reporting framework

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

REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS

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


- 68 -

Predetermined objectives

15. There were no material fi ndings on the annual performance report.

Compliance with laws and regulations

Annual fi nancial statements

16. The accounting offi cer submitted fi nancial statements for auditing that were not prepared in all material respects in accordance with the Departmental Financial Reporting Framework issued by the National Treasury, as required by section 40(1)(b) of the PFMA. The material misstatements with regard to ir-regular expenditure were subsequently corrected.

Procurement and contract management

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

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

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

Expenditure management

20. The accounting offi cer did not take effective steps to prevent irregular expenditure, as per the require-ments of section 38(1)(c)(ii) of the PFMA.

INTERNAL CONTROL

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

Leadership

22. The acc ounting offi cer did not exercise adequate oversight responsibility over compliance with laws and regulations.


- 69 -

OTHER REPORT

Investigation fi nalised

23. An i nvestigation regarding allegations of mismanagement and maladministration relating to industrial relations and human resource practices in the department was fi nalised during the year.

Pietermaritzburg29 July 2011


- 70 -

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- 71 -

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- 75 -

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

1. Detail of transfers and subsidies as per Appropriation Act (after virement):

Detail of these transactions can be viewed in the note on Transfers and subsidies, disclosure notes and Annexure 1 (A-B) to the Annual Financial Statements.

2. Detail of specifically and exclusively appropriated amounts voted (after virement):

Detail of these transactions can be viewed in note 1 (Annual Appropriation) to the Annual Financial Statements.

3. Detail on payments for financial assets

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

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

4.1 Per Programme

Final Appropriation

R’000

Actual Expenditure

R’000Variance

R’000

Variance as a % of Final

AppropriationProgramme 1 38,630 33,229 5,401 86.0%Programme 2 102,114 95,957 6,157 94.0%

4.2 Per Economic classificationFinal

AppropriationActual

Expenditure Variance

Variance as a % of Final

AppropriationR’000 R’000 R’000

Current paymentsCompensation of employees 35,886 31,591 4,295 88.0%Goods and services 102,621 95,468 7,153 93.0%

Transfers and subsidiesHouseholds 7 7 - 100.0%

Payments for capital assetsMachinery and equipment 1,376 1,248 128 90.7%Software and other intangible assets 854 854 - 100.0%

Payments for financial assets - 18 (18) -


- 76 -

Vote 9 - KZN: Community Safety and LiaisonStatement of Financial Performance for the year ended 31 March 2011

Note 2010/11 2009/10R’000 R’000

REVENUEAnnual appropriation 1 140,744 127,638Departmental revenue 2 105 60

TOTAL REVENUE 140,849 127,698

EXPENDITURECurrent expenditureCompensation of employees 3 31,591 32,069Goods and services 4 95,469 91,424Total current expenditure 127,060 123,493

Transfers and subsidiesTransfers and subsidies 6 7 351Total transfers and subsidies 7 351

Expenditure for capital assetsTangible capital assets 7 1,248 1,329Software and other intangible assets 7 853 -Total expenditure for capital assets 2,101 1,329

Payments for fi nancial assets 5 18 99

TOTAL EXPENDITURE 129,186 125,272

SURPLUS/(DEFICIT) FOR THE YEAR 11,663 2,426

Reconciliation of Net Surplus/(Defi cit) for the yearVoted funds 11,558 2,366Departmental revenue and NRF Receipts 13 105 60SURPLUS/(DEFICIT) FOR THE YEAR 11,663 2,426


- 77 -

Vote 9 - KZN: Community Safety and LiaisonStatement of Financial Position as at 31 March 2011

Note 2010/11 2009/10R’000 R’000

ASSETS

Current assetsCash and cash equivalents 10 5 2,216Receivables 11 353 157 TOTAL ASSETS 358 2,373

LIABILITIES

Current liabilitiesVoted funds to be surrendered to the Revenue Fund 12 (3,442) 2,366Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund

13 63 4

Bank overdraft 15 3,714 -Payables 16 20 - TOTAL LIABILITIES 355 2,370

NET ASSETS 3 3

TOTAL 3 3

Statement of Net Assets for the year ended 31 March 2011

NET ASSETS Note 2010/11 2009/10R’000 R’000

Recoverable revenueOpening balance 3 6Transfers: - (3)Debts recovered (included in departmental receipts) - (5)Debts raised - 2Closing balance 3 3

TOTAL 3 3


- 78 -

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

Note 2010/11 2009/10R’000 R’000

CASH FLOWS FROM OPERATING ACTIVITIESReceipts 125,849 127,698Annual appropriated funds received 1.1 125,744 127,638Departmental revenue received 2 105 60

Net (increase)/decrease in working capital (176) 775Surrendered to Revenue Fund (2,412) (567)Current payments (127,060) (123,493)Payments for fi nancial assets (18) (99)Transfers and subsidies paid (7) (351)Net cash fl ow available from operating activities 17 (3,824) 3,963

CASH FLOWS FROM INVESTING ACTIVITIESPayments for capital assets 7 (2,101) (1,329)Net cash fl ows from investing activities (2,101) (1,329)

CASH FLOWS FROM FINANCING ACTIVITIESIncrease/(decrease) in net assets - (3)Net cash fl ows from fi nancing activities - (3)

Net increase/(decrease) in cash and cash equivalents (5,925) 2,631

Cash and cash equivalents at beginning of period 2,216 (415)

Cash and cash equivalents at end of period 18 (3,709) 2,216


- 79 -

Vote 9 - KZN: Community Safety and LiaisonAccounting Policies for the year ended 31 March 2011

The Financial Statements have been prepared in accordance with the following policies, which have been ap-plied consistently in all material aspects, unless otherwise indicated. However, where appropriate and mean-ingful, additional information has been disclosed to enhance the usefulness of the Financial Statements and to comply with the statutory requirements of the Public Finance Management Act, Act 1 of 1999 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the Act and the Division of Revenue Act, Act 1 of 2010.

1. Presentation of the Financial Statements

1.1. Basis of preparation

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

1.2. Presentation currency

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

1.3. Rounding

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

1.4. Comparative figures

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

1.5. Comparative figures - Appropriation Statement

A comparison between actual amounts and final appropriation per major classification of expen-diture is included in the Appropriation Statement.

2. Revenue

2.1. Appropriated funds

Appropriated funds comprises of departmental allocations as well as direct charges against rev-enue fund (i.e. statutory appropriation).

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


- 80 -

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

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

2.2. Departmental revenue

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

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

No accrual is made for amounts receivable from the last receipt date to the end of the reporting period. These amounts are however disclosed in the disclosure note to the annual fi nancial state-ments.

2.3. Direct Exchequer receipts

All direct exchequer receipts are recognised in the statement of fi nancial performance when the cash is received and is subsequently paid into the Provincial Revenue Fund, unless stated oth-erwise.

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

2.4. Direct Exchequer payments

All direct exchequer payments are recognised in the statement of fi nancial performance when fi nal authorisation for payment is effected on the system (by no later than 31 March of each year).

2.5. Aid assistance

The Department has not received any fi nancial aid for the year ending 31 March 2011.

3. Expenditure

3.1. Compensation of employees

3.1.1. Salaries and wages

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

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


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

3.1.2. Social contributions

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

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

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

3.2. Goods and services

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

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

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

3.3. Interest and rent on land

Interest and rental payments are recognised as an expense in the statement of financial perfor-mance when the final authorisation for payment is effected on the system (by no later than 31 March of each year). This item excludes rental for the use of buildings or other fixed structures. If it is not possible to distinguish between payment for the use of land and the fixed structures on it, the whole amount should be recorded under goods and services.

3.4. Payments for financial assets

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

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


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3.5. Transfers and subsidies

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

3.6. Unauthorised expenditure

When confi rmed unauthorised expenditure is recognised as an asset in the statement of fi nancial position until such time as the expenditure is either approved by the relevant authority, recovered from the responsible person or written off as irrecoverable in the statement of fi nancial perfor-mance.

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

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

3.7. Fruitless and wasteful expenditure

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

3.8. Irregular expenditure

Irregular expenditure is recognised as expenditure in the statement of fi nancial performance. If the expenditure is not condoned by the relevant authority it is treated as an asset until it is recov-ered or written off as irrecoverable.

4. Assets

4.1. Cash and cash equivalents

Cash and cash equivalents are carried in the statement of fi nancial position at cost.

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

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

4.2. Other fi nancial assets

Other fi nancial assets are carried in the statement of fi nancial position at cost.

4.3. Prepayments and advances

Amounts prepaid or advanced are recognised in the statement of fi nancial position when the pay-ments are made and are derecognised as and when the goods/services are received or the funds are utilised.


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Prepayments and advances outstanding at the end of the year are carried in the statement of financial position at cost.

4.4. Receivables

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

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

4.5. Investments

The Department does not hold any investments.

4.6. Loans

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

4.7. Inventory

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

4.8. Capital assets

4.8.1. Movable assets

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

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

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

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


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4.8.2. Immovable assets

The Department does not own any immovable assets.

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

5. Liabilities

5.1. Payables

Recognised payables mainly comprise of amounts owing to other governmental entities. These payables are carried at cost in the statement of fi nancial position.

5.2. Contingent liabilities

Contingent liabilities are included in the disclosure notes to the fi nancial statements when it is possible that economic benefi ts will fl ow from the department, or when an outfl ow of economic benefi ts or service potential is probable but cannot be measured reliably.

5.3. Contingent assets

This is not applicable for the year under review.

5.4. Commitments

Commitments are not recognised in the statement of fi nancial position as a liability or as expendi-ture in the statement of fi nancial performance but are included in the disclosure notes.

5.5. Accruals

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

5.6. Employee benefi ts

Short-term employee benefi ts that give rise to a present legal or constructive obligation are dis-closed in the disclosure notes to the fi nancial statements. These amounts are not recognised in the statement of fi nancial performance or the statement of fi nancial position.

5.7. Lease commitments

Finance leaseFinance leases are not recognised as assets and liabilities in the statement of fi nancial position. Finance lease payments are recognised as an expense in the statement of fi nancial performance and are apportioned between the capital and interest portions. The fi nance lease liability is dis-closed in the disclosure notes to the fi nancial statements.


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

5.8. Impairment and other provisions

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

6. Receivables for departmental revenue

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

7. Net Assets

7.1. Capitalisation reserve

This is not applicable for the year under review.

7.2. Recoverable revenue

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

8. Key management personnel

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

9. Public private partnerships

The Department has not entered into any PPP arrangements.


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Vote 9 - KZN: Community Safety and LiaisonNotes to the Annual Financial Statements for the year ended 31 March 2011

1. Annual App ropriation

1.1 Annual Appropriation

Included are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropria-tion Act) for National Departments (Voted funds) and Provincial Departments:

2010/11 2009/10

FinalAppropriation

Actual FundsReceived

Funds notrequested/

not receivedAppropriation

receivedR’000 R’000 R’000 R’000

Programme 1 38,630 38,630 - 35,131Programme 2 102,114 87,114 15,000 92,507Total 140,744 125,744 15,000 127,638

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

2. Departmen tal revenue

Note 2010/11 2009/10R’000 R’000

Sales of goods and services other than capital assets 2.1 43 50Interest, dividends and rent on land 2.2 1 6Transactions in fi nancial assets and liabilities 2.3 61 4Departmental revenue collected 105 60

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

2.1. Sales of goods and services other than capital assets

Note 2010/11 2009/102 R’000 R’000

Sales of goods and services produced by the department 43 50Sales by market establishment 24 -Other sales 19 50Total 43 50

2.2. Interest, dividends and rent on land

Note 2010/11 2009/102 R’000 R’000

Interest 1 6Total 1 6


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2.3. Transactions in financial assets and liabilities

Note 2010/11 2009/102 R’000 R’000

Receivables 61 -Other Receipts including Recoverable Revenue - 4Total 61 4

3. Compensation of employees

3.1. Salaries and Wages

Note 2010/11 2009/10R’000 R’000

Basic salary 20,844 20,458Performance award 17 1,019Service Based 1,117 1,122Compensative/circumstantial 938 611Other non-pensionable allowances 5,156 5,418Total 28,072 28,628

3.2. Social contributions

Note 2010/11 2009/10R’000 R’000

Employer contributionsPension 2,446 2,437Medical 1,068 1,001Bargaining council 5 3Total 3,519 3,441

Total compensation of employees 31,591 32,069

Average number of employees 107 111

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


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4. Goods and servi ces

Note 2010/11 2009/10R’000 R’000

Administrative fees 4 12Advertising 2,633 6,118Assets less then R5,000 4.1 69 56Bursaries (employees) 45 86Catering - 415Communication 5,340 3,022Computer services 4.2 544 848Consultants, contractors and agency/outsourced services 4.3 23,298 13,782Audit cost – external 4.4 1,561 1,720Fleet services 1,095 1,005Inventory 4.5 8,006 5,929Operating leases 3,555 4,555Owned and leasehold property expenditure 4.6 1,298 1,375Transport provided as part of the departmental activities 2,939 3,456Travel and subsistence 4.7 4,656 5,253Venues and facilities 5,867 15,999Training and staff development 504 756Other operating expenditure 4.8 34,055 27,037Total 95,469 91,424

Expenditure of R2,192m included in Goods and Services relates to uniforms purchased and transport costs for volunteers in their contribution to safety to the FIFA World Cup.

4.1. Assets less than R5,000

Note 2010/11 2009/104 R’000 R’000

Tangible assetsMachinery and equipment 69 56

Total 69 56

4.2. Computer service s

Note 2010/11 2009/104 R’000 R’000

SITA computer services 544 813External computer service providers - 35

Total 544 848


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4.3. Consultants, contractors and agency/outsourced services

Note 2010/11 2009/104 R’000 R’000

Business and advisory services 8,670 1,970Legal costs 33 1,221Contractors 14,595 3,473Agency and support/outsourced services - 7,118

Total 23,298 13,782

4.4. Audit cost – External

Note 2010/11 2009/104 R’000 R’000

Regularity audits 1,561 1,720Total 1,561 1,720

4.5. Inventory

Note 2010/11 2009/104 R’000 R’000

Food and food supplies 91 61Other consumable materials 2,680 2,440Stationery and printing 5,235 3,045Medical supplies - 383Total 8,006 5,929

4.6. Property payments

Note 2010/11 2009/104 R’000 R’000

Municipal services 205 177Property maintenance and repairs 1,093 731Other - 467Total 1,298 1,375

4.7. Travel and subsistence

Note 2010/11 2009/104 R’000 R’000

Local 4,656 5,150Foreign - 103Total 4,656 5,253


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4.8. Other operating expendi ture

Note 2010/11 2009/104 R’000 R’000

Resettlement costs - 27Other 34,055 27,010Total 34,055 27,037

5. Payments for fi nancial a sset

Note 2010/11 2009/10R’000 R’000

Other material losses written off 5.1 18 99Total 18 99

5.1. Other material losses written off

Note 2010/11 2009/105 R’000 R’000

Nature of lossesVehicle accidents and Sundry - 99Salary deduction accounts 18 -Total 18 99

6. Transfers and subsidies

Note 2010/11 2009/10R’000 R’000

Households Annex 1A 7 351Total 7 351

R7k relates to an injury on duty claim

7. Expenditure for capital ass ets

Note 2010/11 2009/10R’000 R’000

Tangible assets 1,248 1,329 Machinery and equipment 26 1,248 1,329

Software and other intangible assets 853 - Computer software 26 853 -Total 2,101 1,329


- 91 -

7.1. Analysis of funds utilised to acquire capital assets – 2010/11

Voted funds Aid assistance

Total

R’000 R’000 R’000Tangible assetsMachinery and equipment 1,248 - 1,248Software and other intangible assetsComputer software 853 - 853

Total 2,101 - 2,101

7.2. Analysis of funds utilised to acquire capital assets – 2009/10

Voted funds Aid assistance

Total

R’000 R’000 R’000Tangible assets Machinery and equipment 1,329 - 1,329

Total 1,329 - 1,329

8. Unauthorised expenditure

8.1. Reconciliation of unauthorised expenditure

Note 2010/11 2009/10R’000 R’000

Opening balance - 679Unauthorised expenditure – discovered in current year - (679)Unauthorised expenditure awaiting authorisation / written off - -

9. Fruitless and wasteful expenditure

9.1. Reconciliation of fruitless and wasteful expenditure

Note 2010/11 2009/10R’000 R’000

Opening balance - 87Less: Amounts condoned - (87)Current - (87)

10. Cash and cash equivalents

Note 2010/11 2009/10R’000 R’000

Cash on hand 5 5Cash with commercial banks (Local) - 2,211Total 5 2,216


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11. Receivables

2010/11 2009/10R’000 R’000 R’000 R’000 R’000

Note

Less than one

year

One to three years

Older than three

yearsTotal Total

Claims recoverable 11.1Annex 3

242 12 - 254 12

Staff debt 11.2 18 40 11 69 98Other debtors 11.3 - - 30 30 47Total 260 52 41 353 157

11.1. Claims recoverable

Note 2010/11 2009/1011 R’000 R’000

Provincial departments 254 12Total 254 12

11.2. Staff debt

Note 2010/11 2009/1011 R’000 R’000

Sal: Tax debtDebt account

3336

2375

Total 69 98

11.3. Other debtors

Note 2010/11 2009/1011 R’000 R’000

Sal: medical aidBright ideas (supplier overpayment)Sal: income tax

-1218

171218

Total 30 47

12. Voted funds to be surrendered to the Revenue Fund

Note 2010/11 2009/10R’000 R’000

Opening balance 2,366 507Transfer from statement of fi nancial performance 11,558 2,366Voted funds not requested/not received 1.1 (15,000) -Paid during the year (2,366) (507)Closing balance (3,442) 2,366

R15m voted funds were not received in 2010/11


- 93 -

13. Departmental revenue and NRF Receipts to be surrendered to the Revenue Fun

Note 2010/11 2009/10R’000 R’000

Opening balance 4 4Transfer from Statement of Financial Performance 105 60Paid during the year (46) (60)Closing balance 63 4

14. Bank Overdraft

Note 2010/11 2009/10R’000 R’000

Overdraft with commercial banks (Local) 3,714 -Total 3,714 -

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

15. Payables – current

Note 2010/11Total

2009/10Total

Other payables 15.1 20 -Total 20 -

15.1. Other payables

Note 2010/11 2009/1015 R’000 R’000

Other payables 15 20 -Total 20 -


- 94 -

16. Net cash fl ow available from operating activi ties

Note 2010/11 2009/10R’000 R’000

Net surplus/(defi cit) as per Statement of Financial Performance 11,663 2,426Add back non cash/cash movements not deemed operating activities

(15,487) 1,537

(Increase)/decrease in receivables – current (196) 12(Increase)/decrease in prepayments and advances - 11(Increase)/decrease in other current assets - 766Increase/(decrease) in payables – current 20 (14)Expenditure on capital assets 2,101 1,329Surrenders to Revenue Fund (2,412) (567)Voted funds not requested/not received (15,000) -Net cash fl ow generated by operating activities (3,824) 3,963

17. Reconciliation of cash and cash equivalents fo r cash fl ow purposes

Note 2010/11 2009/10R’000 R’000

Consolidated Paymaster General accountCash on hand 5 5Cash with commercial banks (Local) (3,714) 2,211Total (3,709) 2,216


- 95 -

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

These amounts are not recognised in the Annual Financial Statements and are disclosed to enhance the usefulness of the Annual Financial Statements.

18. Contingent liabilities and contingent assets

18.1. Contingent liabilities

Note 2010/11 2009/10R’000 R’000

Liable to NatureHousing loan guarantees Employees Annex

2A90 90

Claims against the department Annex 2B

370 1,004

Other departments (interdepartmental unconfirmed balances) Annex 4 226 226Total 686 1,320

Claims against the Department has reduced due to cases being finalised

19. Commitments

Note 2010/11 2009/10R’000 R’000

Current expenditureApproved and contracted 2,380 15,776

Total Commitments 2,380 15,776

No commitments are longer than a year

20. Accruals

2010/11 2009/10R’000 R’000

Listed by economic classification30 Days 30+ Days Total Total

Goods and services 2,414 196 2,610 464Capital assets 46 49 65 -Total 2,430 245 2,675 464

Note 2010/11 2009/10R’000 R’000

Administration 819 275Civilian Oversight 1,856 189Total 2,675 464

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


- 96 -

Note 2010/11 2009/10R’000 R’000

Confi rmed balances with other departments Annex 4 217 -Total 217 -

21. Employee benefi ts

Note 2010/11 2009/10R’000 R’000

Leave entitlement 1,246 1,116Service bonus (Thirteenth cheque) 594 266Capped leave commitments 1,237 1,167Other 169 62Total 3,246 2,611

The leave entitlement and capped leave balances as disclosed above include negative balances. The negative balance totals R48kOther includes Acting allowances and 1% notch increment

22. Lease commitments

22.1. Operating leases expenditure

2010/11

Specialised military

equipmentR’000

LandR’000

Buildings and other

fi xed structures

R’000

Machinery and

equipmentR’000

TotalR’000

Not later than 1 year - - - 136 136Later than 1 year and not later than 5 years - - - 83 83Total lease commitments - - - 219 219

2009/10


equipment Land

Buildings and other

fi xed structures

Machinery and

equipment TotalR’000 R’000 R’000 R’000 R’000

Not later than 1 year - 1,367 138 1,505Later than 1 year and not later than 5 years - - - 109 109Total lease commitments - - 1,367 247 1,614


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22.2. Finance leases expenditure

2010/11


equipment Land

Buildings and other

fixed structures

Machinery and

equipment

TotalR’000 R’000 R’000 R’000 R’000

Not later than 1 year - - - 3 3Later than 1 year and not later than 5 years - - - 1,952 1,952Total lease commitments - - - 1,955 1,955Total present value of lease liabilities - - - 1,955 1,955

2009/10


equipment Land

Buildings and other

fixed structures

Machinery and

equipment TotalR’000 R’000 R’000 R’000 R’000

Not later than 1 year 3,012 3,012Later than 1 year and not later than 5 years 1,336 1,336Total lease commitments 4,348 4,348Total present value of lease liabilities 4,348 4,348

Note: Finance lease relates to cellphone contracts.

23. Irregular expenditure

23.1. Reconciliation of irregular expenditure

Note 2010/11 2009/10R’000 R’000

Opening balance 4,827 4,827Current year 6,354 -Irregular expenditure awaiting condonation 11,181 4,827

Analysis of awaiting condonation per age classificationPrior years 4,827 4,827Current year 6,354 -

Total 11,181 4,827

Tax clearance certificates – R654kCompetitive bidding process – R3397kGoods & Services – contracts – R2303k


- 98 -

24. Key management personnel

No. of Individuals 2010/11 2009/10

R’000 R’000Political offi ce bearers (provide detail below)Offi cials:

Level 15 to 16 1 1,421 1,401Level 14 (incl. CFO if at a lower level) 2 1,650 1,618

Total 3,071 3,019

25. Impairment and other provisions

Note 2010/11 2009/10R’000 R’000

ImpairmentDebtors 36 34Other 453 -Total 489 34

26. Movable Tangible Capital Assets

MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011

Opening balance

Curr Year Adjustments to prior year

balances

Additions Disposals Closing Balance

R’000 R’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT 8,533 - 1,313 - 9,846Transport assets 4,200 - - - 4,200Computer equipment 1,939 - 1,024 - 2,963Furniture and offi ce equipment 2,394 - - - 2,394Other machinery and equipment - - 289 - 289

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS

8,533 - 1,313 - 9,846


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26.1 Additions

ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011

Cash Non-cash (Capital Work in Progress

current costs and finance

lease payments)

Received current, not

paid(Paid current year, received

prior year)

Total

R’000 R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 1,248 - - 65 1,313Transport assets -Computer equipment 959 65 1,024Furniture and office equipment 289 - 289

TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS

1,248 - - 65 1,313

26.2. Movement for 2009/10

MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010

Opening balance

Additions Disposals Closing balance

R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 7,204 1,329 - 8,533Transport assets 3,096 1,104 - 4,200Computer equipment 1,738 201 - 1,939Furniture and office equipment 2,370 24 - 2,394

TOTAL MOVABLE TANGIBLE ASSETS 7,204 1,329 - 8,533


- 100 -

26.3. Minor assets

MINOR ASSETS OF THE DEPARTMENT AS AT 31 MARCH 2011Specialised

military assets

Intangible assets

Heritage assets

Machinery and

equipment

Biological assets

Total

R’000 R’000 R’000 R’000 R’000 R’000Opening balance - - - 2,205 - 2,205Additions - - - 80 - 80TOTAL - - - 2,285 - 2,285

Specialised military assets

Intangible assets

Heritage assets

Machinery and

equipment

Biological assets

Total

Number of R1 minor assets - - - 1,207 - 1,207Number of minor assets at cost - - - 1,629 - 1,629TOTAL NO OF MINOR ASSETS - - - 2,836 - 2,836

MINOR ASSETS OF THE DEPARTMENT AS AT 31 MARCH 2011Specialised

military assets

Intangible assets

Heritage assets

Machinery and

equipment

Biological assets

Total

R’000 R’000 R’000 R’000 R’000 R’000Minor Assets - - - 2,205 - 2,205TOTAL - - - 2,205 - 2,205

Specialised military assets

Intangible assets

Heritage assets

Machinery and

equipment

Biological assets

Total

Number of minor assets at cost - - - 2,514 - 2,514TOTAL NO OF MINOR ASSETS - - - 2,514 - 2,514

27. Intangible Capital Assets

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011

Opening balance

Current Year Adjustments to prior year

balances

Additions Disposals Closing Balance

R’000 R’000 R’000 R’000 R’000

Computer Software - - 853 - 853

TOTAL INTANGIBLE CAPITAL ASSETS - - 853 - 853


- 101 -

27.1. Additions

ADDITIONS TO INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011

Cash Non-Cash (Development work in

progress – current costs)

Received current year, not paid(Paid current year, received

prior year)

Total

R’000 R’000 R’000 R’000 R’000

COMPUTER SOFTWARE 853 - - - 853

TOTAL ADDITIONS TO INTANGIBLE CAPITAL ASSETS

853 - - - 853


- 102 -

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- 103 -

An

nex

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2A

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- 104 -

Annexure 3Claims Recoverable

Government Entity

Confi rmed balance outstanding

Unconfi rmed balance outstanding Total

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

Department Transport 12 - - 12 12 12 Justice 242 - - - 242 - TOTAL 254 - - 12 254 12

Annexure 4Inter-Government Payables

Government Entity

Confi rmed balance outstanding

Unconfi rmed balance outstanding TOTAL

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

DepartmentsCurrent Health 14 - - 1 14 1 Transport 4 - 226 225 230 225 Provincial Treasury 41 - - - 41 - Offi ce of the Premier 158 - - - 158 - Subtotal 217 - 226 226 443 226


- 105 -

PART 4: HUMAN RESOURCE MANAGEMENT

HR OVERSIGHT - APRIL 2010 to MARCH 2011 - KwaZulu-Natal - Community Safety and Liaison

TABLE 1.1 - Main Service for Service Delivery Improvement and Standards

MAIN SERVICES ACTUAL CUSTOMERS

POTENTIAL CUSTOMERS

STANDARD OF SERVICE

ACTUAL ACHIEVEMENT

AGAINST STANDARDS

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

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

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

Assess crime reports and crime trends monthly.

12 monthly trend analysis reports completed

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

Announced and unannounced police station visits monthly.

14 visits conducted at SAPS stations

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

Review compliance with national tar Review compliance with national targets on equity gets on equity

4 quarterly meeting scheduled with SAPS

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

72 police stations evaluated with 10% physical visits

73 Stations evaluated for the current year-with physical visits

TABLE 1.2 - Consultation Arrangements for Customers

TYPE OF ARRANGEMENT

ACTUAL CUSTOMER

POTENTIAL CUSTOMER

ACTUAL ACHIEVEMENTS

Izimbizo Communities Independent Complaints Directorate

26 Stakeholder meetings were held and 19 peace building interventions completed

Bi-lateral meetings with Department

Community Policing Forums

Staff Regular meetings with CPF structures held

Station visits through Portfolio Committee meetings

South African Police Service

Media The Portfolio Committee with Departmental Officials visited SAPS stations

Cabinet clusters Premier and Provincial Executive Council

National Minister of Safety and Security


- 106 -

TYPE OF ARRANGEMENT

ACTUAL CUSTOMER

POTENTIAL CUSTOMER

ACTUAL ACHIEVEMENTS

Premier and Provincial Executive Council

National Minister of Safety and Security

The Department attends the G and A, JCPS, Economic and Social Clusters

TABLE 1.3 - Service Delivery Access Strategy

ACCESS STRATEGY ACTUAL ACHIEVEMENTSStaff undergoing training in Zulu Staff members have attended elementary training

program in ZULUAwareness creation (booklets of services offered in all languages and include departmental contact details)

The Department has published several booklets for distribution to communities

Constant appeals for increased budget from Treasury The Department has made regular presentations to PT requesting additional funds at MTEC hearings

TABLE 1.4 - Service Information Tool

TYPE OF INFORMATION TOOL ACTUAL ACHIEVEMENTSAll information to be made available in all languages Most of the publications are printed in English

while some are printed in Zulu as wellAll information to be made available in all languages The Department has a help desk managed by

our Communications teamEstablish a help desk at Head Offi ce to include all information about departmental services

Customer surveys are collated after community consultative meetings and appropriate action plans are implemented through the core programs of the Department

Service Commitment Charter will be published. The Department’s service charter is included in the provincial service charter publised by the Offi ce of the Premier

TABLE 1.5 - Complaint Mechanism

COMPLAINT MECHANISM ACTUAL ACHIEVEMENTSDevelopment and implementation of a Complaints Policy

The directorate has an approved complaints policy

Resolve complaints within stipulated time-frames. 404 complaints received from clients have been processed

Complaints procedure available on website. The Department has an updated website with all contact details

Frontline teams to demonstrate that they have analysed and used complaints made to improve service delivery

The Complaints Management teams have incorporated community issues into their stakeholder participation forum meetings


- 107 -

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- 109 -

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

PROGRAMME NUMBER OF POSTS

NUMBER OF POSTS

FILLED

VACANCY RATE

NUMBER OF POSTS FILLED ADDITIONAL

TO THE ESTABLISHMENT

Administration, Permanent 62 50 19.4 13Civilian oversight, Permanent 64 55 14.1 18TOTAL 126 105 16.7 31

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

SALARY BAND NUMBER OF POSTS

NUMBER OF POSTS

FILLED

VACANCY RATE



Skilled (Levels 3-5), Permanent 18 15 16.7 0Highly skilled production (Levels 6-8), Permanent

19 15 21.1 0

Highly skilled supervision (Levels 9-12), Permanent

41 35 14.6 0

Senior management (Levels 13-16), Permanent

15 9 40 0

Contract (Levels 1-2), Permanent 19 17 10.5 17Contract (Levels 6-8), Permanent 12 12 0 12Contract (Levels 9-12), Permanent 2 2 0 2TOTAL 126 105 16.7 31


- 110 -

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

CRITICAL OCCUPATIONS NUMBER OF POSTS

NUMBER OF POSTS

FILLED

VACANCY RATE



Administrative related, Permanent 53 49 7.5 23Communication and information related, Permanent

4 3 25 2

Finance and economics related, Permanent

4 4 0 0

Financial and related professionals, Permanent

3 3 0 0

Financial clerks and credit controllers, Permanent

2 2 0 0

Food services aids and waiters, Permanent

1 1 0 1

Head of department/chief executive offi cer, Permanent

1 1 0 0

Human resources & organisational development related professionals, Permanent

4 2 50 0

Human resources clerks, Permanent 3 3 0 2Human resources related, Permanent 1 1 0 0Information technology related, Permanent

3 2 33.3 2

Legal related, Permanent 1 1 0 0Messengers porters and deliverers, Permanent

1 0 100 0

Other administration & related clerks and organisers, Permanent

6 6 0 0

Other administrative policy and related offi cers, Permanent

8 7 12.5 1

Secretaries & other keyboard operating clerks, Permanent

16 12 25 0

Senior managers, Permanent 15 8 46.7 0TOTAL 126 105 16.7 31


- 111 -

TA

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Jo

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SA

LA

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th

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Ret

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Per

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90


- 112 -

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TO

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980

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72.4

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BL

E 6

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371

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60

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TA

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- 123 -

TA

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- 124 -

TABLE 9.4 - Capped Leave for Jan 2010 to Dec 2010

TOTAL DAYS OF CAPPED LEAVE TAKEN

AVERAGE NUMBER OF DAYS

TAKEN PER EMPLOYEE

AVERAGE CAPPED

LEAVE PER EMPLOYEE

AS AT 31 DECEMBER

2010

NUMBER OF EMPLOYEES WHO TOOK

CAPPED LEAVE

TOTAL NUMBER

OF CAPPED LEAVE

AVAILABLE AT 31

DECEMBER 2010

NUMBER OF EMPLOYEES

AS AT 31 DECEMBER

2010

TOTAL 32 11 11 3 1183 105

TABLE 9.5 - Leave Payouts

REASON TOTAL AMOUNT

(R’000)

NUMBER OF EMPLOYEES

AVERAGE PAYMENT

PER EMPLOYEE

(R)Capped leave payouts on termination of service for 2010/11

0 0 0

Current leave payout on termination of service for 2010/11

35 1 35000

TOTAL 49 2 24500

TABLE 10.1 - Steps taken to reduce the risk of occupational exposure

UNITS/CATEGORIES OF EMPLOYEES IDENTIFIED TO BE AT HIGH RISK OF CONTRACTING HIV & RELATED DISEASES

(IF ANY)

KEY STEPS TAKEN TO REDUCE THE RISK

N/A

TABLE 10.2 - Details of Health Promotion and HIV/AIDS Programmes

QUESTION YES NO DETAILS, IF YES1. Has the department designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regulations, 2001? If so, provide her/his name and position.

Mrs FTC Hlela: Manager: Corporate Services

2. Does the department have a dedicated unit or have you designated specifi c staff members to promote health and well being of your employees? If so, indicate the number of employees who are involved in this task and the annual budget that is available for this purpose.

Due to the size of the department HIV/Aids and EAP issues are dealt with by the SDF and DM: HRM. Furthermore, the Department has outsourced the EAP services to a Careways.


- 125 -

QUESTION YES NO DETAILS, IF YES3. Has the department introduced an Employee Assistance or Health Promotion Programme for your employees? If so, indicate the key elements/services of the programme.

The department offers guidance and assistance on where to go to receive professional help to employees who have EAP related problems via a service provider.

4. Has the department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the Public Service Regulations, 2001? If so, please provide the names of the members of the committee and the stakeholder(s) that they represent.

Due to the size of the Department a HRM Committee was established dealing with all HRM issues such as EAP/HIV & Aids, EE etc) The members are Mr E. Ramsamy (Management), Ms Z. Gumede (Management), Mr I. Nxumalo (Management) ,Mr R. Chetty (Employee Representatives), Mrs N. Madikizela (Employee Representatives), Ms NP Shishaba (Employee Representatives), Mrs NL Boshoff (Employee Representatives) Mrs L. Moodley (Employee Representatives) Ms FTC Hlela (HRM), Mr MG Ferreira (HRM), Mr CS Ngcobo (HRM - Secretariat), Mr MJ Maseko - NEHAWU, Mr R Lil-Ruthan (PSA)

5. Has the department reviewed the employment policies and practices of your department to ensure that these do not unfairly discriminate against employees on the basis of their HIV status? If so, list the employment policies/practices so reviewed.

When a new policy is developed the department takes into consideration HIV related issues

6. Has the department introduced measures to protect HIV-positive employees or those perceived to be HIV-positive from discrimination? If so, list the key elements of these measures.

If any employee discriminated against

7. Does the department encourage its employees to undergo Voluntary Counselling and Testing? If so, list the results that you have achieved.

No feedback has been received from employees.

8. Has the department developed measures/indicators to monitor & evaluate the impact of your health promotion programme? If so, list these measures/indicators.

On a quarterly basis the service provider supplies a detailed report indicating the types of interventions provided to employees and this report is then analysed to determine impact etc of the services offered.

TABLE 11.1 - Collective Agreements

SUBJECT MATTER DATE


- 126 -

TABLE 11.2 - Misconduct and Discipline Hearings Finalised

OUTCOMES OF DISCIPLINARY HEARINGS NUMBER PERCENTAGE OF TOTAL

TOTAL

TOTAL 0 0 0

TABLE 11.3 - Types of Misconduct Addressed and Disciplinary Hearings

TYPE OF MISCONDUCT NUMBER PERCENTAGE OF TOTAL

TOTAL

TOTAL 0 0 0

TABLE 11.4 - Grievances Lodged

NUMBER OF GRIEVANCES ADDRESSED

NUMBER PERCENTAGE OF TOTAL

TOTAL

TOTAL 0 0 0

TABLE 11.5 - Disputes Lodged

NUMBER OF DISPUTES ADDRESSED

NUMBER % OF TOTAL

Upheld 0 0Dismissed 0 0Total 0

TABLE 11.6 - Strike Actions

STRIKE ACTIONS TOTALTotal number of person working days lost 30Total cost(R’000) of working days lost 12Amount (R’000) recovered as a result of no work no pay 12

TABLE 11.7 - Precautionary Suspensions

PRECAUTIONARY SUSPENSIONS _Number of people suspended 0Number of people whose suspension exceeded 30 days 0Average number of days suspended 0Cost (R’000) of suspensions 0


- 127 -

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3174


- 129 -

TABLE 13.1 - Injury on Duty

NATURE OF INJURY ON DUTY NUMBER % OF TOTALRequired basic medical attention only 2 100Temporary Total Disablement 0 0Permanent Disablement 0 0Fatal 0 0Total 2

TABLE 14.1 - Report on consultant appointments using appropriated funds

PROJECT TITLE TOTAL NUMBER OF CONSULTANTS THAT

WORKED ON THE PROJECT

DURATION: WORK DAYS

CONTRACT VALUE IN RAND

Careways PTY 1 365 R 50,994HR Matters 1 2 R 57,000

TOTAL NUMBER OF PROJECTS

TOTAL INDIVIDUAL CONSULTANTS

TOTAL DURATION: WORK DAYS

TOTAL CONTRACT VALUE IN RAND

Careways PTY 1 365 R 50,994HR Matters 1 2 R 57,000

TABLE 14.2 - Analysis of consultant appointments using appropriated funds, i.t.o. HDIs

PROJECT TITLE PERCENTAGE OWNERSHIP BY

HDI GROUPS

PERCENTAGE MANAGEMENT

BY HDI GROUPS

NUMBER OF CONSULTANTS FROM HDI GROUPS THAT WORK ON THE PROJECT

Careways PTY 40% 1HR Matters 100% 2

TABLE 14.3 - Report on consultant appointments using Donor funds

PROJECT TITLE TOTAL NUMBER OF CONSULTANTS THAT

WORKED ON THE PROJECT

DURATION: WORK DAYS

DONOR AND CONTRACT

VALUE IN RANDN/A

Total number of projects Total individual consultants Total duration: Work days

Total contract value in Rand

N/A

TABLE 14.4 - Analysis of consultant appointments using Donor funds, i.t.o. HDIs

PROJECT TITLE PERCENTAGE OWNERSHIP BY

HDI GROUPS

PERCENTAGE MANAGEMENT

BY HDI GROUPS

NUMBER OF CONSULTANTS FROM

HDI GROUPS THAT WORK ON THE PROJECT

N/A


- 130 -

PART 5: OTHER INFORMATION

Annexure AApproved Organisation and Post Establishment

PURPOSE: To promote democratic civilian control, oversight and accountability of the police services in KZN.

FUNCTIONS:1. Facilitate synergy and monitor progress of the department in delivering on its

strategy and continuously improving quality of operations2. Oversee the effectiveness and effi ciency of police services in KZN.3. Facilitate good relations between the police and the community and coordinate

social crime prevention initiatives.4. Render management support services.

OFFICE OF THE HOD

1 Head of Department (SL 15)1 Offi ce Manager: Offi ce of the HOD (SL 11)1 Senior Administrative Offi cer (SL 8)1 Personal Assistant (SL 7)1 Secretary (SL 5)

DEPARTMENT OF COMMUNITY SAFETY AND LIAISON

PURPOSE: Facilitate synergy and monitor progress of the department in delivering on its strategy and continuously improving quality of operations.

FUNCTIONS:1. Establish and maintain appropriate

systems (analytical tools, information systems and models or projections of cost behaviour) and policies to ensure effective and effi cient management of resources.

2. Provide strategic direction, control and management of the Directorate: Corporate Services (Human Resources, Communications, Information Technology, Facilities)

3. Advise the HOD pertaining to matters that have strategic and fi nancial implications.

4. Support the Head of Department and other senior managers in the execution of their functions in terms of the Public Finance Management Act, 1999 and the Treasury Regulations.

5. Formulate creative solutions to enhance cost effectiveness and effi ciency in the delivery of the services and the administration of the Department.

6. Manage the fi nancial and provisioning administration functions of the Department

1 Chief Financial Offi cer (SL 14)1 Secretary (SL 5)

CHIEF DIRECTORATE: FINANCIAL MANAGEMENT AND

CORPORATE SERVICES

PURPOSE: To oversee the effectiveness and effi ciency of police services in KZN.

FUNCTIONS:1. Monitor police service delivery.2. Evaluate complaints received about the

police.

1 General Manager (SL 14)1 Secretary (SL 5)

CHIEF DIRECTORATE: MONITORING AND

EVALUATION

PURPOSE: To render internal control and risk management services.

FUNCTIONS:1. Undertake internal investigations.2. Implement audit plans.3. Develop and implement a fraud prevention plan.4. Formulate and implement a risk management strategy.

1 Assistant Manager (SL 9)

INTERNAL CONTROL AND RISK MANAGEMENT DIVISION

PURPOSE: To provide security services to all members of the Department.

FUNCTIONS:1. Provide security service (in terms of NIA).

1 Senior Manager (SL 13)1 Secretary (SL 5)

DIRECTORATE: SECURITY SERVICES

PURPOSE: To facilitate good relations between the police and the community and coordinate social crime prevention initiatives.

FUNCTIONS:1. Coordinate and promote social crime

prevention initiatives and research in the Province.

2. Build the capacity of CPF’s and facilitate the involvement of communities in policing matters.

3. Promote and support victim empowerment.


CHIEF DIRECTORATE: COMMUNITY LIAISON


FUNCTIONS:1. Manage cross-cutting issues on a

day to day basis and co-ordinate operational activities of the Department and advise HOD on operational matters that may require his/her intervention.

2. Ensure the implementation of strategic priorities and corporate governance in the Department

3. Provide strategic direction, control and management of the special projects and inter-sectoral collaboration directorate

4. Provide strategic direction, control and management of the legal administration support services within the department


CHIEF DIRECTORATE: GOVERNANCE

See page 131 of 136 See page 132 of 136 See page 133 of 136 See page 134 of 136


- 131 -

Annexure B


FUNCTIONS:1. Manage cross-cutting issues on a day to day basis and co-ordinate operational

activities of the Department and advise HOD on operational matters that may require his/her intervention.

2. Ensure the implementation of strategic priorities and corporate governance in the Department

3. Provide strategic direction, control and management of the special projects and inter-sectoral collaboration directorate

4. Provide strategic direction, control and management of the legal administration support services within the department


CHIEF DIRECTORATE: GOVERNANCE

PURPOSE: To undertake special projects and inter-sectoral collaboration.

FUNCTIONS:1. Develop and maintain corporate strategy.2. Manage Departmental specific projects and events.3. Render inter-sectoral services.


DIRECTORATE: SPECIAL PROJECTS AND INTER-SECTORAL COLLABORATION

PURPOSE: To provide legal administration support services.

FUNCTIONS:1. Render legal advice to the HOD and the MEC.2. Interpretation of legislation.3. Contribute to the drafting and amendment of legislation.

1 Senior Manager (SL 13)1 Senior Legal Administration Officer (OSD MR 6)1 Secretary (SL 5)

DIRECTORATE: LEGAL ADMINISTRATION SUPPORT


- 132 -

Annexure C

PURPOSE: To oversee the effectiveness and effi ciency of police services in KZN.

FUNCTIONS:1. Monitor police service delivery.2. Evaluate complaints received about the police.


CHIEF DIRECTORATE: MONITORING AND EVALUATION

PURPOSE: To monitor and evaluate police effi ciency and effectiveness.

FUNCTIONS:1. Consult with stakeholder groups on matters relating to policies and community

safety.2. Monitor police programmes in the attainment of police priorities.3. Ensure compliance with National, Provincial and Local Government policy

guidelines.4. Assess the value and effect of police policy directives.5. Ensure the implementation of legislation on safety and security.6. Monitor police services.

1 Senior Manager (SL 13)7 Service Monitor (SL 11)1 Administrative Offi cer (SL 7)1 Secretary (SL 5)

DIRECTORATE: SERVICE DELIVERY EVALUATION

PURPOSE: To evaluate and resolve complaints received about the police.

FUNCTIONS:1. Ensure helpdesk operation and effective follow-up of reports.2. Process/log service delivery complaints against the police.3. Institute and report on investigations.

1 Senior Manager (SL 13)3 Complaints Monitor (SL 11)1 Administrative Offi cer (SL 7)1 Secretary (SL 5)

DIRECTORATE: COMPLAINTS MANAGEMENT


- 133 -

Annexure D

PURPOSE: To facilitate good relations between the police and the community and coordinate social crime prevention initiatives.

FUNCTIONS:1. Coordinate and promote social crime prevention initiatives and research in the

Province.2. Build the capacity of CPF’s and facilitate the involvement of communities in policing

matters.3. Promote and support victim empowerment.


CHIEF DIRECTORATE: COMMUNITY LIAISON

PURPOSE: To coordinate social crime prevention initiatives and research in the Province.

FUNCTIONS:1. Initiate and execute social crime prevention

programmes at Provincial and local level in KZN.2. Develop, consolidate, prioritise and align social

crime prevention initiatives and activities with National priorities and strategies.

3. Raise awareness of HIV/AIDS as a crime generating factor.

4. Undertake research on crime, including crime generating effects of HIV/ AIDS and social fabric crime.

DIRECTORATE: SOCIAL CRIME PREVENTION AND RESEARCH

PURPOSE: To build the capacity of CPF’s and facilitate the involvement of communities in policing matters.

FUNCTIONS:1. Oversee the establishment of community policing

forums at all police stations in KZN.2. Enhance the capacity of the community police

structures to improve cooperation between the police and the community.

3. Engage the cooperation of community police structures in supporting local crime prevention initiatives.

4. Spread awareness of HIV/AIDS in the community through the community police forums.

5. Negotiate and resolve conflict between the police and community on matters of policing.

6. Negotiate and resolve conflict between communities.

DIRECTORATE: COMMUNITY POLICING

PURPOSE: To coordinate social crime prevention initiatives and research in the Province.

FUNCTIONS:1. Assess the establishment of Victim Support

Centres and services.2. Promote special support programmes for

Vulnerable Groups.3. Initiate projects and programmes on gender and

equality.4. Conduct victim centred studies.

DIRECTORATE: VICTIM EMPOWERMENT

1 Senior Manager (SL 13)1 Social Crime Analyst (SL 12)3 Social Crime Facilitator (SL 11)1 Administrative Officer (SL 7)1 Secretary (SL 5)

1 Senior Manager (SL 13)7 Community Liaison Officer (SL 11)1 Administrative Officer (SL 7)1 Secretary (SL 5)

1 Senior Manager (SL 13)3 Victim Liaison Officer (SL 11)1 Administrative Officer (SL 7)1 Secretary (SL 5)


- 134 -

Annexure E

PURPOSE: To manage fi nancial management and corporate support services.

FUNCTIONS:1. Establish and maintain appropriate systems (analytical tools, information systems

and models or projections of cost behaviour) and policies to ensure effective and effi cient management of resources.

2. Provide strategic direction, control and management of the Directorate: Corporate Services (Human Resources, Communications, Information Technology, Facilities)

3. Advise the HOD pertaining to matters that have strategic and fi nancial implications.4. Support the Head of Department and other senior managers in the execution

of their functions in terms of the Public Finance Management Act, 1999 and the Treasury Regulations.

5. Formulate creative solutions to enhance cost effectiveness and effi ciency in the delivery of the services and the administration of the Department.

6. Manage the fi nancial and provisioning administration functions of the Department.


CHIEF DIRECTORATE: FINANCIAL MANAGEMENT AND CORPORATE SERVICES

PURPOSE: To ensure the fi nancial management of the Department.

FUNCTIONS:1. Manage the implement and maintenance of effective Supply Chain Management

System including acquisition and asset Management.2. Manage the implementation and maintenance of effective Budget and Accounting

services systems within the Department.3. Ensure the effective provision and utilization of budgeted funds.


DIRECTORATE: FINANCIAL MANAGEMENT

PURPOSE: To provide corporate support services.

FUNCTIONS:1. Render human resource management and development.2. Render communication services.3. Render information technology services.4. Provide auxiliary services.


DIRECTORATE: CORPORATE SERVICES

See page 135 of 136 See page 136 of 136


- 135 -

Annexure F

PURPOSE: To ensure the financial management of the Department.

FUNCTIONS:1. Manage the implement and maintenance of effective Supply Chain Management System including acquisition and asset

Management.2. Manage the implementation and maintenance of effective Budget and Accounting services systems within the Department.3. Ensure the effective provision and utilization of budgeted funds.


DIRECTORATE: FINANCIAL MANAGEMENT

PURPOSE: To Render Acquisition Services.

FUNCTIONS:1. Manage long term contracts (Price/

Quotation/Bid).2. Coordinate and control acquisition

processes.3. Management of suppliers.4. Ensure compliance with BBBEE and

other legislation.

1 Assistant Manager (SL 10)1 Administrative Officer (SL 7)1 Administration Clerk (SL 4)

ACQUISITIONS AND DEMAND MANAGEMENT

PURPOSE: To provide accounting services.

FUNCTIONS:1. Monitor and control expenditure.2. Reconcile PERSAL to BAS.3. Prepare and submit monthly and

annual financial statements.4. Reconcile the interfaces of the various

sub-systems, e.g. First Auto; PERSAL; etc.

5. Monitor daily cash flows.6. Undertake bank reconciliations.7. Maintain the loss control system.8. Maintain the general and debtors

ledger.9. Reconcile suspense accounts.10. Render payroll and voucher control.11. Reconcile receipts.

1 Assistant Manager (SL 9)1 State Accountant (SL 7)2 Accounting Clerk (SL 4)

ACCOUNTING SERVICES DIVISION

PURPOSE: Implement and maintain an effective financial management system.

FUNCTIONS:1. Render budgetary control.2. Provide accounting services.

1 Deputy Manager (SL 11)

BUDGET AND ACCOUNTING SERVICES SUB-DIRECTORATE

PURPOSE: To Manager Supply Chain Management.

FUNCTIONS:1. Co-ordinate and control acquisitions services.2. Co-ordinate and control asset management and logistics.3. Co-ordination and control performance and compliance services.4. Rendering advice and guidance to management regarding SCM issues


SUPPLY CHAIN MANAGEMENT SUB-DIRECTORATE

PURPOSE: To provide asset management and logistics services.

FUNCTIONS:1. Maintain departmental assets and asset

register.2. Co-ordinate logistics of receipt of goods

and services.3. Co-ordinate disposal of redundant,

obsolete and unserviceable assets.4. Rendering advice and guidance to

management on assets and logistics related matters.

5. Monitor supplier performance.

1 Assistant Manager (SL 10)1 Administrative Officer (SL 7)1 Administration Clerk (SL 4)

ASSET MANAGEMENT AND LOGISTICS

PURPOSE: To render budgetary control services.

FUNCTIONS:1. Prepare the budget and the MTEF

(support line function).2. Control virement requirements.3. Prepare and submit monthly and

annual financial reports.4. Undertake monthly review of budgets

(overs and unders).

1 Assistant Manager (SL 9)2 State Accountant (SL 7)

BUDGETARY CONTROL DIVISION


- 136 -

Annexure G

PURPOSE: To ensure the fi nancial management of the Department.

FUNCTIONS:1. Render human resource management and development.2. Render communication services.3. Render information technology services.4. Provide auxiliary services.


DIRECTORATE: CORPORATE SERVICES

PURPOSE: To provide auxiliary services.

FUNCTIONS:1. Provide a general registry service.2. Render messenger services.3. Undertake offi ce management services.4. Provide transportation services and

control of vehicles.

1 Assistant Manager (SL 10)2 Administration Clerk (SL 4)1 Telephonist (SL 4)1 Registry Clerk (SL3)1 Driver/Messenger (SL 3)

AUXILIARY SERVICES SECTION

PURPOSE: To ensure effective internal and external communications.

FUNCTIONS:1. Deal with all media enquiries.2. Generate internal communication

fora to ensure and empowered staff contingent.

3. Market the Department.

1 Deputy Manager: Communications (SL 12)1 Communication Liaison Offi cer (SL 9)

COMMUNICATION SERVICES

SUB-DIRECTORATE

PURPOSE: To provide information technology support.

FUNCTIONS:1. Maintain the departmental database.2. Assist with the development of software

applications.

1 Deputy Manager: Information Technology (SL 12)

INFORMATION TECHNOLOGY

SUPPORT SUB-DIRECTORATE

PURPOSE: To render human resource management and development (including labour relations).

FUNCTIONS:1. Manage human resource

administrative processes.2. Manage human resource planning,

development and policy formulation.


HUMAN RESOURCE MANAGEMENT

SUB-DIRECTORATE

PURPOSE: To manage human resource planning, development, training and policy formulation.

FUNCTIONS:1. Coordinate human resource planning.2. Coordinate the implementation, monitoring and reviewing of

performance management systems.3. Manage the formulation and implementation of human resource

policies.4. Develop, manage and maintain the Employee Assistance

Programme.5. Develop, and monitor the implementation of the workplace skills plan.6. Develop and implement a quality assurance system.7. Manage bursaries and training.8. Coordinate career development programmes.9. Formulate and manage the Skills Development Plan.

1 Deputy Manager (SL 11)1 Skills Development Facilitator (SL 10)

HUMAN RESOURCE PLANNING, POLICY AND DEVELOPMENT DIVISION

PURPOSE: To manage human resource administrative processes.

FUNCTIONS:1. Process appointments, transfers, exits and translations.2. Process service conditions.3. Facilitate performance management and appraisal.4. Manage advertising of posts.5. Manage recruitment and selection processes.6. Render personnel registry services.7. Audit the post establishment structure.8. Process documentation for payment of salary.9. Control deduction allowance account.10. Control and clear all salary related reports.11. Implement recovery of salary related debts.

1 Assistant Manager (SL 10)1 Senior Personnel Practitioner (SL 8)1 Personnel Offi cer (SL 5)

HUMAN RESOURCE ADMINISTRATION DIVISION


- 137 -

Acronyms AFS Annual Financial StatementsAG Auditor GeneralBUFAC Building A United Front Against CrimeCBO Church Based Organisation CFO Chief Financial OfficerCIDP Communities In Dialogue ProgrammeCPF Community Policing ForumCSF Community Safety ForumDCSL Department of Community Safety and LiaisonDPSA Department of Public service and Administration EAP Employee Assistance programmeEHWP Employee Health and Wellness ProgrammeEPWP Expanded Public Works ProgrammeFBO Faith Based OrganisationFET Further Education And TrainingFIFA Federation International De Football AssociationFWC Football World CupGEMS Government Employees Medical SchemeHOD Head Of DepartmentICD Independent Complaints Directorate IDP Integrated Development PlanIYDS Integrated Youth Development StrategyJCPS Justice, Crime Prevention And Security ClusterMEC Member Of Executive CouncilMISS Minimum Information Security Standards NGO Non Governmental Organisation PFMA Public Finance Management ActPGDS Provincial Growth and Development StrategyPSC Public Service Commission PVA Public Viewing AreaRAG Resource Allocation GuideSANCA South African National Council on AlcoholismSAPS South African Police ServiceSCM Supply Chain ManagementSDE Service Delivery Evaluation SITA State Information technology AgencySLA Service Level AgreementSMS Senior Management ServiceVFF Victim Friendly Facility VSCPP Volunteer Social Crime Prevention Project


- 138 -

List of Contact details

OFFICE DESIGNATION CONTACT DETAILSOffi ce of the MEC Mr T W Mchunu

MEC: Transport, Community Safety and Liaison

Tel: 033-355 8600Fax: 033-342 8824

Offi ce of the HOD Ms Y E BacusHead of Department

Tel: 033-341 9300Fax:033-342 6345


- 139 -

NOTES


- 140 -

NOTES



ANNUAL REPORT2010-2011

179 Jabu Ndlovu Street (Loop Street)Pietermaritzburg, 3201

Private Bag X9143Pietermaritzburg, 3200

Telphone: +27 (0) 33 341 9300Facsimile: +27 (0) 33 342 6345

Website: www.kzncomsafety.gov.za

PR NUMBER: 102/2011ISBN NUMBER: 978-0-621-40035-9



AN

NU

AL

RE

PO

RT

2010-2011


Community Safety AR 2011

Documents

department of community

security cluster

crime prevention

past fi nancial year

crime free fifa world

liaisonprovince of kwazulu

security plans

coordination of security