Community Safety AR 2012

ANNUAL REPORT2011-2012

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: 114/2012ISBN NUMBER: 978-0-621-40839-3

AN

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2011-2012

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


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

“Building a United Front Against Crime”


ANNUAL REPORT2011/12



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

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Foreword to the Annual Report Department of Community Safety and Liaison, 2011/2012 presented by Mr t w Mchunu, MeC for transport, Community Safety and Liaison KwaZulu-NatalWe dedicated the year 2011/2012 to ‘People’s Action Against Crime’. This was premised on the fact that we want to mobilise people to own crime fighting programmes and be actively involved in the fight against crime and corruption. To this end we commenced with our programme of galvanizing people in all their formations to be part of Building a United Front Against Crime through our renowned Operation Hlasela.

It became apparent in the course of implementing our crime fighting programmes that we were not structurally aligned to execute this task effectively and efficiently. We therefore deemed it prudent to locate ourselves at the district level, hence, we embarked on an organisational reviewal

process. This we do in the quest to realize our vision that, ‘The people of KwaZulu-Natal live in a safe and secure environment’.

Over the past year there have been fundamental developments affecting both the mandate and the strategic direction of the Department. The Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011) was enacted. The Act requires the MEC to establish a provincial secretariat for police within 18 months of the commencement of the Act. We have taken this development on board in our organisational reviewal process.

We advocate for structured community participation. This philosophy stretches to the formation of the Community Policing Fora (CPF’s). The department commenced with its task of assisting communities to form and sustain Community Policing Fora in terms of the law and in line with their own Constitutions. The establishment of the KwaZulu-Natal Community Crime Prevention Association was realized out of this initiative. Furthermore, we have commenced with co-ordinating, reconstituting, strengthening, capacitating as well as assisting Voluntary Community Crime Fighting Associations. We remain confident that the best practices on community based structures learnt by our departmental team in Cuba will yield positive spinoffs in the fight against crime and corruption.

The Justice Crime Prevention and Security Cluster has remained central in strategizing on legal imperatives as well as making interventions. Our approach in the JCPS Cluster is to facilitate informed interventions through setting up relevant task teams/sub-committees so as to impact positively in the fight against crime and criminals.

We remain confident in the workings of the police as this Department. We encourage the wider society to participate in working with the police in dealing with crime beginning with us as individuals. We are mindful of the fact that the war against the police comes from criminals. We plead for support for the police in general as they execute their mandate of fighting crime. We remain committed to championing the campaign against police killings.

Mr t w MchunuMeC: transport,

Community Safety and Liaison

ANNUAL RePORt2011/12

“Building a United Front Against Crime” - 2 -

Our success in the Department hinges on our human resources. We commend you for your co-operation in the organisational reviewal process. We take pride in achievements and accolades awarded to this Department through your hard work. As we reflect on the milestones and achievements of the past financial year, we are confident that we have the requisite skills and competencies vested in our human resources that will take this Department to greater heights.I thank you

Mr t w MchunuMeC: transport, Community Safety and Liaison



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ANNUAL RePORt 2011/12

Mr 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 1st April 2011 to 31st March 2012.

Mr R V BhenguHead of Department



tABLe OF CONteNtS PAge

1. general Information 05

1.1. Vision, Mission, and Values 051.2. Organisational Structure 061.3. Legislative mandate 061.4. Entities reporting to the Minister 071.5. Accounting Officer’s overview 08

2. Information on Pre-Determined Objectives 11

2.1. Overall performance 112.1.1. Voted funds 112.1.2. Aim of the vote 112.1.3. Strategic outcome oriented goals 112.1.4. Overview of the Service delivery environment 112.1.5. Overview of the Organisational environment 122.1.6. Key policy developments and legislative changes 122.1.7. Departmental revenue 122.1.8. Departmental expenditure 132.1.9. Transfer payments 132.1.10. Public entities 132.1.11. Conditional grants 132.1.12. Capital investment, maintenance and asset management plan 13

2.2. Programme Performance 14

Program 1: Administration 14Program 2: Civilian Oversight 24Program 3: Crime Prevention and Community Police Relations 27

3. Annual Financial Statements 37

4. Human Resource Management 97

5. Other Information 121

Acronyms 121

List of contact details 121



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PARt ONe: geNeRAL INFORMAtION

1. geNeRAL INFORMAtION

1.1. vision, Mission and values

vision

The vision of the Department is:

‘The people of KwaZulu-Natal live in a safe and secure environment’

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’

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 and building a spirit of co-operation

• Knowledge application by encouraging all to learn, change and innovate

• Professionalism, honesty and integrity.

1.2. organisational Structure

information on the Ministry

Overview of the Office of the MEC

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

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

1.3. legislative Mandate

1.3.1. constitutional Mandate

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

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

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

and policing in the province.



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1.3.2. legislative Mandates

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

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

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

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

strategies and systems of the Civilian Secretariat.c) In order to perform these functions, the Provincial secretariats must

establish competencies and capabilities in its operations to -• monitor and evaluate implementation of policing policy in the

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

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

province.

1.3.3. Policy Mandates

a) The White Paper on Safety and Security of 1999 indicates that the Department’s provincial responsibilities are:

• initiating and coordinating social crime prevention programmes; • mobilizing resources for social crime prevention programmes; • coordinating a range of provincial functions in order to achieve more effective

crime prevention; • evaluating and supporting the social crime prevention programmes at local

government level; • implementing and taking joint responsibility for social crime prevention; and• establishing crime prevention programmes in areas where local government

is poorly resourced or lacks capacity and the establishing of public and private partnerships to support crime prevention.

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

1.4. entities reporting to the Mec

There are no entities attached to the Department of Community Safety and Liaison.



1.5. Accounting Officer’s Overview

introDuction

The MEC for Transport, Community Safety and Liaison declared 2011 as the year of ‘People’s Action Against Crime’. The KZN Government is spearheading a drive to ‘Build a United Front Against Crime’ (BUFAC). This is a call for the mobilisation and involvement of all sectors of society in a concerted and sustained campaign to significantly reduce crime levels in the Province. The department is driving this overarching departmental strategy through our vehicle ‘Operation Hlasela’.

BUFAC was launched on 21 January 2010 by our Premier and the Department of Community Safety and Liaison has been rolling it out on a District basis since then. Within the Operation Hlasela programme the Department has a basket of services that includes Monitoring and Evaluation of Police Service Delivery, Managing Police Service Delivery Complaints, facilitating Community Police Relations and the Communities-in-Dialogue Programme (CiDP), co-ordinating Voluntary Community Crime Prevention Associations, maintaining the Volunteer Social Crime Prevention Programme (VSCPP), developing Social Crime Prevention Initiatives and Promoting Victim Empowerment.

StrateGic review

The Department was previously structured into Directorates with each serving the entire Province. There was no regular presence in Districts as these were served on a Programme / intervention basis. Officials specialised in particular areas of service delivery, e.g. Complaints, Police service delivery evaluation, social crime prevention and research, community policing and victim empowerment. The MEC directed that a more permanent presence be established in Districts and the Department embarked on a decentralisation exercise to be closer to the people. Our core mandate has been interrogated and we are striving to position the Department as what the MEC describes as ‘the strategic centre of crime-fighting in KZN’. We also want the Department to be an ‘activist against crime’ and achieve greater collaboration with stakeholders.

aDMiniStrative overview

Over the period under review, there have been fundamental developments affecting both the mandate and strategic direction of the Department. The Department derives its mandate from sections 206 and 208 of Chapter 11 of the Constitution. Section 206(3) states that each province is entitled to –

a. monitor police conduct;b. oversee the effectiveness and efficiency of the police service;c. promote good relations between the police and the community;d. assess the effectiveness of visible policing; ande. liaise with the Cabinet member responsible for policing in the province.

Section 208 states that, ‘a civilian secretariat for the police service must be established by national legislation to function under the direction of the Cabinet member responsible for policing’. To give effect to this provision of the Constitution, the Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011), was enacted. The commencement date of the Act must still be proclaimed, however, the Act requires the MEC to establish a provincial secretariat for police within 18 months of the commencement of the Act. With this in mind, the Department has already started preparations for implementation.



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This development coincided with the commencement of the process to revise the way the Department operates in order to more adequately implement its flagship programme of ‘Building a United Front Against Crime’ through Operation Hlasela. We have decentralised our operations to District level to get closer to the communities we serve. Our core mandates have been intensively interrogated and we have emerged with a basket of services that we are delivering with renewed vigour.

Governance overview

The new Accounting Officer assumed duty on 1 September 2011. It was also during September 2011 that the Department embarked on a decentralisation exercise. The Department had previously been structured in Directorates, each of which served the entire Province. This meant that Districts were served on a Programme or intervention basis with officials specialising in particular areas of service delivery, e.g. Complaints Management, Police Service Delivery Evaluation, Social Crime Prevention and Research, Community Policing and Victim Empowerment. The MEC directed that for the last two quarters of the year, the Department should seek to establish a more constant and regular presence in Districts in order to be closer to and thus more readily available to the people and the Department embarked on a decentralisation exercise.

Policy and research

As we continue to position the Department as the strategic centre of crime-fighting in the Province, it is imperative that we enhance the community safety policy and knowledge base through research. This component conducts detailed analysis of the released crime statistics making information accessible and user-friendly right down to District and station level. Priority crime and safety issues are also researched in order to determine good practices that inform the Department’s programmes and interventions.

Station evaluation

Police Station performance monitoring and evaluation is a key mandate of the Department and is conducted to ensure that police stations deliver service standards that meet the needs and expectations of communities. This involves physically assessing station performance using nationally agreed criteria and presenting findings to the Provincial Commissioner of the police for attention and remedial action where necessary. Importantly, good performance is annually acknowledged at the Community Awards for Police Excellence, which is now being broadened to include community safety structure achievements as well.

complaints Management

The Department is mandated to enquire into service delivery complaints against the SAPS in the Province. In doing so, the Department liaises with a range of Provincial Departments, the SAPS Provincial Commissioner, the Independent Police Investigative Directorate and other stakeholders for proper enquiry into the complaints received.

Social crime Prevention

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



victim empowerment

The services offered to victims of crime and vulnerable groups are considered an important measure of the functioning of the criminal justice system and related social sector service providers. The Department therefore has a range of programmes to monitor and evaluate services received by victims. Protective and awareness initiatives are also conducted to make vulnerable groups aware of safety concerns as well as their rights.

community Policing

The promotion of good relations between the police and community is central to a co-operative and meaningful partnership in dealing with crime and safety at local level. Given the constraints of ordinary citizens participating in voluntary safety structures, ongoing support is vital for the success of such important partnerships. Another important role played by this Directorate is the facilitation of Communities-in-Dialogue Programmes (CiDPs). These involve mediating community conflicts to prevent them from escalating to violent proportions.

Special Projects

The VSCPP Project involves the deployment of volunteers to undertake surveillance and social crime prevention activities at community level. During the period, volunteers were deployed in all 11 Districts. However, the project has been subjected to a forensic investigation and the call centre was terminated.

acknowledgements

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

• Parliamentary Portfolio Committee on Community Safety• Office of the Premier• Provincial Treasury• Community Policing Forums• South African Police Service - KZN• Traditional and Community Leaders• The Communities in KZN for their enthusiasm and willingness to make KZN a safe and

peaceful Province

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

__________________

E RamsamyChief Financial Officer

__________________

R L GoniwEHead of Planning

__________________

R V BHEnGuHead of Department

Approved by:

___________________

T w mcHunuMEC: Transport, Community Safety and Liaison

Mr V R BhenguHead of Department



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2. INFORMAtION ON PRe-DeteRMINeD OBJeCtIVeS

2.1. overall PerforMance

2.1.1. voted funds

The total amount appropriated for the 2011/2012 financial year is as follows:

appropriation ‘R 000’s

Main appropriation

adjusted appropriation

actual amount spent

(over)/under expenditure

Vote 9 150,139 150,139 145,239 4,900Responsible MEC MEC for Transport, Community Safety and LiaisonAdministering Department Community Safety and LiaisonAccounting Officer Head of Department: Community Safety and Liaison

2.1.2. aim of the vote

The main aims of the vote are:

• Promoting democratic accountability and transparency in the police service;• Promoting good relations and establish partnerships between the police and the

communities;• Directing the SAPS towards effectively addressing provincial needs and priorities;• Facilitating the development and coordination of social crime prevention initiatives;

and• Promoting and supporting Victim Empowerment.

2.1.3. Strategic outcome oriented goals

The Department included the following as part of its goals:

• To strengthen governance and service delivery within the SAPS environment• To improve service standards within the SAPS• To design and implement social crime prevention programmes• To promote active participation between the communities and SAPS in the form

of safety structures• To promote support programs for victims of crime• To implement programs in Umzimkhulu for the integration of the communities.

2.1.4. overview of the service delivery environment for 2011/12

The service delivery environment is affected by:

• Accessibility of the communities to SAPS stations• Restructuring of community safety structures as a result of changes to the constitution.

The Department has continued to increase its visibility through its “Operation Hlasela” projects at district level.



2.1.5. overview of the organisational environment for 2011/12

The Department commenced with its restructuring process and the final approval of the revised organogram is anticipated to be completed in the forthcoming financial year. The Department also embarked on a decentralised approach since 1st October 2011. This allowed the Department to have greater visibility at district level. During the year, there were still many vacant posts that were not filled due to the restructuring process. However, with the revised strategy, officials were deployed at district level to ensure that service delivery was not hampered.

2.1.6. Key policy developments and legislative changes

Section 208 of the Constitution states that, ‘a civilian secretariat for the police service must be established by national legislation to function under the direction of the Cabinet member responsible for policing’. To give effect to this provision of the Constitution, the Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011), was enacted.

The President, by Proclamation No. 67 of 2011, determined 1 December 2011 as the commencement date of the Civilian Secretariat for Police Service Act. Section 16 of the Act requires the MEC to constitute a provincial secretariat for the province, within 18 months after the commencement of the Act, to support and align the mandate of that provincial secretariat with the mandate of the Civilian Secretariat. The Department intends to finalise its organisational review to give effect to the provisions of the Act and make its decentralised model a permanent feature before the end of the 18 months period.

The draft regulations, in terms of the Civilian Secretariat for Police Service Act, have been drafted by the National Secretariat and provinces have been requested to submit names of delegates to form a task team to work on the finalisation thereof. Memoranda of Understanding will also be drafted to regulate working arrangements between stakeholders.

2.1.7. Departmental revenue

The Department is not an income-generating department. The revenue budget is minimal.

‘000 2008/09actual

2009/10actual

2010/11actual

2011/12actual

Departmental Revenue 46 60 105 70Sale of goods 43 50 43 54Interest - 6 1 1Transactions in assets and liabilities 3 4 61 15



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2.1.8. Departmental expenditure

Summary of expenditure by program:

Program final appropriationr ‘000

actualR ’000

Percentage

Administration 40,112 38,082 94.9%Civilian Oversight 21,028 20,303 96.5%Crime Prevention and Community Police Relations 88,999 86,854 99.8%total 150,139 145,239 96.7%

Summary by economic classification

Classification final appropriationr ‘000

actualr ‘000

Percentage

Compensation 37,454 32,658 87.1%Goods and Services 109,995 109,900 99.9%Financial TransactionsTransfers 475 466 98.1%Capital 2,215 2,215 100%total 150,139 145,239 96.7%

2.1.9. transfer payments

The Department made a transfer payment of R289 051.56 to Umlazi Community Police Forum, a non profit organisation.

2.1.10. Public entities

There are no public entities attached to this Department.

2.1.11. conditional grants

The Department did not receive any conditional grant funding for the 2011/12 financial year.

2.1.12. capital investment, maintenance and asset management plan

The Department has completed its asset register for the year under review. The Department is currently disposing of its redundant and obsolete assets. The Department makes use of HARDCAT system to record all of its assets. Monthly reconciliations between the asset register and BAS are completed.

The Department does not own any fixed property. The offices occupied by the Department are rented via the Department of Public Works. Therefore, the Department does not incur major expenditure in respect of maintenance of property assets.



2.2. ProGraMMe PerforMance

2.2.1. Program 1: aDMiniStration

Purpose of the Programme

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

the Department;• Provision of communication services;• Effective and efficient legal services;• Provide effective Security Management;• Effective & efficient financial management system;• Effective & efficient Supply Chain & asset management service; and• Effective & efficient Internal Control & Risk Management service.

Office of the HOD

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

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

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

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

In all of the projects and conferences, the Office of the HOD took the lead in providing innovative and creative strategies in the quest towards “building a united front against crime.”

internal control anD riSK ManaGeMent

Performance indicator actual2010/11

annual target: 2011/12

achieved reason for variance

No. of reports compiled 12 12 12



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financial ManaGeMent


annual target:

2011


No of consolidated financial reports 12 12 12

The Financial Management Directorate plays a leading role in supporting all line functions. The budgeting strategy continues to enhance improved service delivery in the quest for a safer environment.

The PFMA and the supporting Treasury Regulations are the main prescripts that directly influence the financial management division of the Department. The financial management directorate worked exceptionally hard and displayed a great deal of innovation in ensuring that the cost containment strategy was compiled with, ultimately ensuring savings within the Department.

The department has changed its tactical rationale and the directorate managed approach to challenges faced within its sphere of operations to a highly integrated spatially directed approach. This rationale was adopted to properly align the department’s operations with its vision of “building a united front against crime”

The budget component’s role in this process was to facilitate the interim decentralisation of funds to support departmental operations. The budget component was able to implement the new budget structure which was consistent with the National directive. This involved analysis and retrospective restatement of financial information.

The Accounting Services division was able to settle all outstanding payments during the financial year by ensuring compliance with Instruction note 34 issued by National Treasury.

The issue of the revised preferential procurement regulations and the introduction of the Broad Based Black Economic Empowerment scorecard posed huge challenges in supply chain management operations. The supply chain management unit was able to re-strategise its operations and has been efficient and effective in providing support for the interim decentralization strategy.

corPorate ServiceS




No of reports compiled (services provided) 12 12 12



Communications

Following the declaration of 2011 as the year for the ‘People’s Action Against Crime’, the Department coupled this pronouncement with an intense focus towards creation of public awareness.

This was done so that the activities of the Department of Community Safety and Liaison, under Operation Hlasela, can be widely communicated to the citizens of the Province of KwaZulu-Natal, thus giving them valuable information about events happening in their areas, as well as making calls for them to be part of the movement for activism against crime, and subsequently helping to Build a United Front Against Crime.

Through the Communications Sub-directorate, the Department was able to participate in provincial events both on the Batho Pele front, as well as inter departmental activities such as Izimbizo, Taking Legislature to the People, and different exhibitions.

Within the reporting period, the Department received a Bronze Award on Human Resources matters and a Certificate of Commendation in the Premier’s Service Excellence Awards.

In an effort to align itself with the Provincial Communications Strategy, the Department also developed new letterheads, upgraded its website, and contributed towards the development and success of the provincial newsletter SIMAMA, as well as media monitoring strategy.

Quarterly media monitoring reports were compiled, with recommendations to Senior Managers to study and undertake follow-ups on matters raised through media reporting pertaining to their area of operation.

As another channel for creating public awareness, the Department continued to share talk features with the Department of Transport on Ukhozi and Gagasi radio stations. It also used community radio stations immensely, especially to communicate key messages from different Operation Hlasela events.

On an internal communications front, the Department has successfully introduced its quarterly newsletter “Comsafety Insider”, which has been well received by employees of the Department.

Auxiliary Services

As a means of aiding the Department to achieve the goals of Operation Hlasela, four new vehicles were added to its fleet of vehicles used by employees, thereby improving access to its services.

Information Technology

Despite being under staffed, the Information Technology sub-directorate has managed to complete the server installation and migration which will improve capacity for storing information. As part of the Department’s IT governance framework, an ICT Steering Committee was appointed with terms of reference being drafted for approval.



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Human Resource Management

The Human Resource Management sub-directorate renders admirable service through incorporated, vibrant, human resource management practices. As a result the Department was provincially recognized at the 6th Provincial Public Sector Human Resource Convention as 3rd overall winner, compared to last year where it attained a 3rd out of 14 other Provincial Department’s Human Resource Components. This was an enormous accomplishment bearing in mind the fact that this Department has a structure of only six employees in the component of which only four posts are filled.

Employment equity in the Department has come a long way since the inception of numerical targets with the Department of Community Safety and Liaison being above the National and Provincial Norms 54.67% of the total staff complement being female. Unfortunately, due to restructuring, the non-filling of posts i.e. female staff at Senior Management Level has reduced to 44.44%, which is below the National target, however this is still above the Provincial and National average.

The under-mentioned graph shows the gender representation at Senior Management Level as at 31 March 2012.

60%

50%

40%

30%

20%

10%

0%Female SMS Male SMS

55.56%

44.44%

The Department is still vigorously working on attaining the required target with regard to employing persons with disability. In this regard a project plan has been put in place for the filling of posts in 2012/2013 to attract suitably qualified disabled people, so as to achieve the target of 2% disabled employees employed by the Department.



The composition of the Department’s workforce as at 31 March 2012 is set out in the pie chart below:

white Male2.67%white female

2.67%indian Male

9.33%

indian female6.67%

coloured Male1.33%

coloured female4.00%

african Male32.00%

african female41.33%

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 2011/12 financial year.

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%



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With regards to the comparison of the Department against both National and Provincial demographics as at 31 March 2012, is set out below-

Employee Health and Wellness Program (EHWP)

Up to November 2011, the Department employed a service provider to assist employees and their families with a range of services such as 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



The Department is in the process of awarding a new contract with regard to EHW services.

Over and above the aforementioned services offered by the service provider, the Department has done the following:-

• Male/Female condoms made available in all toilets in the building,• Continuous updating and circulating of wellness information through e-mails and

intranet to all employees.

To foster unity in the Department the following activities have been conducted under the banner of EHW during 2011/2012:-

a) Employee’s participated in the Inter-Provincial Sports Day on 10 – 11 June 2011 whereby employees participated in soccer, volleyball, netball as well as other activities offered by the organisers,

b) Women’s Day Celebration held on 27 August 2011,

c) Display commemorating World Aids Day was done in the foyer of the building,

d) Departmental Business Review was held on 5 December 2011,

e) TB Awareness Presentation and Clinic was held on 30 March 2012.

Due to the interim decentralisation resulting into non availability of most of the staff, a number of planned events were not held.

Human Resource Development

All the legislative requirements for Human Resource Development, such as the submission of Workplace Skills Plan, submission of quarterly training reports, budgeting of 1% for training, payment of administration levy to the SETA etc… were complied with during the 2011/12 financial year. Quarterly Monitoring Reports and Quarterly Expenditure Reports on Training were compiled and submitted to PSETA and Office of the Premier.

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

Staff members from different levels benefitted from various Training and Capacity Development programmes during 2011/12 financial years.



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

• Conflict Management Course (12)• Project Management (15)• Advanced Microsoft Excel (3)• Ethics for SMS(3)• Tax workshop (1)• Financial Management (14)• Effective Management Principles for Junior Managers (1)• Mentoring for Growth (4)• Service Delivery Improvement (10)• Block 2 of Effective Management Principles for Junior Managers (1)• Retirement Planning workshop (2)• 2 x Persal Introduction Course (3)• Interviewing skills workshop was conducted for panel members (15)• M & E for HIV and Aids (1)• Persal Leave Course (1)• Induction for new staff (6)• PowerPoint (5)• Minute Writing (4)• Breaking barriers to entry into public service (15)• Anti-corruption training (1)• Management Performance Assessment Tool workshop (1)

However, due to busy schedules for intended recipients for these training courses, as well as the Cabinet’s decision on cost-cutting measures, the mentioned training courses could not take place during 2011/12 financial year.

Bursaries

In order for the Department to contribute towards the achievement of life-long learning for our staff, bursaries were awarded for studies towards qualifications that are related to functions of the Department, which are Community Development, Security Management, Finance, Public Management and Administration. The beneficiaries of bursaries during 2011/12 financial year are categorised as follows.

african coloureD inDian WHITE totalf M f M f M f M f M12 9 1 1 1 2 1 0 15 12

The monitoring of academic progress and payment of study fees was done timeously and on an on-going basis for all beneficiaries of the bursary scheme.

As part of career development initiatives, the Department participated in a Career Exhibition Campaign held during the Reed Dance ceremony, which was held at Nyokeni Royal Residence in Nongoma.

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



internship

As part of the Human Resource Development Strategy and National Skills Development Strategy, the Department recruited 14 interns during the 2011/12 financial year and they were placed in the following sections: Finance, Victim Empowerment, Social Crime Prevention, Information Technology, Human Resource and HOD’s Office. The State Information Technology Agency (SITA) have placed 1 of their Interns at the Department and this brings the total to 15 interns.

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.

It is also worth mentioning that a remarkable number of interns formerly placed with this Department has secured permanent employment since 2008, inside and outside the Public Service.

Human Resource Policies

The following Provincial Policy Frameworks were developed and approved during 2011/12:

• Acting on Higher Posts, • Remunerative Work Outside Public Service, • Career Management, • Employment Equity, • Suggestions, Improvements and Innovations;• Bursaries.

The following Departmental draft policies were also developed and circulated for inputs by employees:

• Smoking,• Internships, and• Retention

leGal ServiceS




No of legal services provided

12 12 51 The target was exceeded as this service is demand driven



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The legal advice and support to the Department during the year was rendered in the form of support in parliamentary matters, management and compliance, HR and labour, motor vehicle accident and fleet management matters, contract management, and legislative matters. The most noteworthy of which include –

a) support in respect of the local government election monitoring project for the 2011 local government elections;

b) support to the task team to revise the Organisational structure based on the provisions of the Civilian Secretariat for Police Service Act of 2011; and

c) undertaking a reconciliation of invoices and amounts owing to Gracan Communications.

Thirteen civil and labour litigation matters were dealt with during the year with 40% thereof being finalized.

Twenty four legal documents were edited and drafted timely and legally sound, the most noteworthy of which were Contracts and Service Level Agreements, Constitutions for the KZN Community Crime Prevention Association and the Provincial Community Police Board, Standard Operating Procedures for the Office of the Head of Department and internal policies. Of the 14 legal opinions rendered for the period, the most noteworthy were on the location of Youth Desks and the legal liability of the Department to service providers, which enabled the Department to reduce its liability to these service providers by R1,462,133.30 for this year.

In conclusion, the legal input of the Directorate not only improved the likelihood of the positive outcome of matters, but also contributed to expedited disciplinary enquiries and substantial cost savings stemming from in-house legal opinions, advice and representation.

SecuritY ServiceS




No of security risks assessed and monitored

12 12 12

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

Significant Successes

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

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



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

2.2.2. Program 2: CIVILIAN OVERSIGHT Policy and research




The number of research projects undertaken

3 3 3

The number of policy documents reviewed

0 4 4

The main purpose of this component, is to enhance the Community Safety policy and knowledge base through research.

The following Research topics were covered:

• Community Safety Structures;• Social media and safety; and • Moral regeneration and social crime prevention. Policy analysis focused on the following areas:

• Community Safety Forums;• The SAPS Act related to community policing;• The KZN Liquor Act and its implications on social crime; and• Analysis of the private security industry policy framework.

research overview

The research on Community Safety Structures involved consulting voluntary community-based structures to better understand their functioning and challenges. The creation of a database of organisations has begun. The research component was involved in both the MEC’s meeting with Community Safety Structures held on 15 August 2011 and the Anti-Police Killings Summit held on 16 August 2011 providing research support. The research on Social Media was a continuation of work previously undertaken with the purpose of keeping abreast with the dangers inherent in the use of social media and other Internet facilities, particularly for young people. The research on moral regeneration and social crime prevention sought to highlight the causal factors that contribute to crime and violence in the country. It provides recommendations on what is required to address crime and violence in South Africa in terms of moral regeneration and social crime prevention initiatives, and the optimal role the department can play in crime prevention in terms of its mandate and functions.



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Key achievements

The component has worked to ensure that the Department’s programmes are knowledge-based and within policy prescripts. Information from ground level has been accessed and surveys conducted in order to determine good practices that could ultimately inform the Department’s interventions.

Station evaluations




Number of police station evaluations

82 78 88

Number of reports on policing matters

4 4 4

The Department’s evaluation programme comprised of the following:

• Evaluations at 51 police stations mentioned below, during which 37 CPFs were also verified:

Kingsley Jozini Groenvlei AlexandraFranklin Mkuze Gowan Lea EzibayeniUtrecht Manguzi Highflats MtubatubaNondweni Evatt Crieghton BayviewGamalakhe Normandien Muden FolweniPaddock Ndwedwe Msinga MontclairGlendale South Port Mpungamhlophe NkandlaOsizweni Wasbank Emondlo KwaMbonambiGluckstadt Elandslaagte Magudu EsikhawiniVryheid Umbumbulu Mehlomnyama Marian HillNongoma Charlestown Ezinqoleni EkuvukeniMahlabathini Mbazwane Mpophomeni ColensoDundee Helpmekaar Crammond

• Assessments conducted at 20 Victim Support Centres:

Hluhluwe Camperdown WestvillePongola Harburg EzakheniDundee Pietermaritzburg KwaDuKuzaGreytown Howick NyoniGluckstadt Jozini MaphumuloImpendle Isipingo NtambananaWartburg Empangeni



• Evaluation of 3 specialized SAPS units:

• Glencoe Stock Theft Unit• Hluhluwe Stock Theft Unit• Empangeni Organised Crime Unit

• Unannounced visits at 14 police stations:

Hluhluwe Glencoe HillcrestNondweni Wasbank ColensoHighflats Ceza EstcourtHarding Mahlabathini NyoniIntsikeni Bellair

Major achievements and Successes

In the course of the above evaluation programme, 11 interventions were conducted - at Umzimkhulu, Ndwedwe, Rietvlei, Dundee, Kingsley, Besters, Ndwedwe, KwaDukuza, Jozini, Mkuze and Manguzi police stations - to ensure greater effectiveness and efficiency of the SAPS. Four further interventions were made to assist communities at Lucitania to establish a sub-forum, at KwaGodi to discuss stock theft issues, at Paulpietersburg for a tavern’s regulation workshop and at Bonella, Cato Manor to bring about peace and stability.

Three major visible policing operations were evaluated, those being during the Easter weekend, the Local government election and the Festive season 2011. Two minor visible policing operations were evaluated being coverage of Annual Reed Dance and Heritage Day Celebrations. All service monitors were involved, as per the National instruction, to assess the management of firearms within selected police stations in KwaZulu-Natal, namely Kwa Mashu, Inanda, Ntuzuma, Umlazi, Durban North, Mbongolwane, Rietvlei, Sawoti, Bellair, Durban Central, Hilton and Van Reenen.

All service monitors assisted to make the Tongaat Operation Hlasela launch a success. At Ekuvukeni, as a result of the evaluation, arrangements have been made to procure 16 computers for the station and the Elandslaagte police station is currently under renovation with two new vehicles having been allocated to the station. Electricity has been supplied to the new Parkhomes at Elandslaagte. At Ematsheni, 3 Parkhomes are expected to be delivered. At Ndwedwe, it was found that a high number of vehicles had been in the government garage with few remaining for service delivery. The Department has motivated for the establishment of a satellite station in Ndwedwe. The reports to SAPS will be followed up in the new financial year. Hence, the success is not as yet fully experienced.

The Department has also been involved in resolving conflict between community and the Inkosi at KwaNgcumisa Tribal Authority.

challenges

A recurring challenge uncovered during evaluations has been the great distances some communities travel to access police services. Communities like Madundube, Nhlangwini, Mgonono, Phwyane and Hillbrow within the Glendale police area were found to be approximately 20km from their nearest station. At Ingawavuma, the station is about 90km away from the community it serves.



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Further, during station evaluations, the Department identified that infrastructure constraints at Ekuvukeni, Elandslaagte, Ematsheni, Ndwedwe and Umzimkhulu hamper the provision of optimal service delivery.

Serious challenges were also uncovered at the Detective Services at Umzimkhulu Police Station which was located far from the police station. The office has been broken into, the ceiling was caving in and the floors were falling apart when the visit was conducted. These are the types of findings the Department relays to Provincial SAPS management for urgent attention.

complaints Management




Number of policing complaints finalised

400 400 183 Target is demand driven

Number of interventions conducted to raise service standards

20 24 25 Target exceeded due to strong focus on community mobilisation as a central feature of the Building a United Front Against Crime (BUFAC) Programme

The Department is mandated to enquire into service delivery complaints against the SAPS in the Province. In this period, we processed 183 service delivery complaints across the Province. We liaised with the Office of the Premier, Provincial Departments, the SAPS Provincial Commissioner, the Independent Investigative Police Directorate and other stakeholders for proper enquiry into the complaints received.


Notable among the successes in this area of our operations is the mediation of conflicts within the taxi industry through integrated responses from the JCPS Cluster.

challenges

Complaints trends reveal a lack of feedback to members of the public, failure by the police to timeously respond to community complaints, poor investigations, farming community challenges and requests for the establishment of Satellite Police Stations by rural communities.

Program 3: crime Prevention and community Police relations

Social crime Prevention




1 Programs implemented 15 4 4



The priority social crime prevention programmes of the Department are School Safety Capacity-Building and Awareness; Traditional Leadership Capacity Building in Social Crime Prevention; the Integrated Youth Development Strategy and Substance Abuse Awareness and Capacity Building.

School Safety capacity-Building and awareness:

The training manual ‘Making Our Schools Safe’ continues to form the central pillar for the school safety capacity building offered by the Department. In a response to safety problems encountered, a school safety stakeholder’s meeting was held on the 23 May at Umgungundlovu District Municipality, resulting in a decision to host an awareness campaign at Amakholwa High School, in the Sinathing area of Edendale, which took place on 11 August 2011. School safety committee members that were trained in Sisonke District in the 2010/2011 financial year indicated an interest to conduct an awareness campaign for one of their schools and the Department assisted to host this on 3 August 2011.

School Safety Awareness campaigns were also held as follows:

Ezinqoleni - 25 November 2011 Umzinto - 18 January 2012Umlazi - 30 November 2011 Osizweni - 18 January 2012Harding - 16 January 2012 Pinetown - 24 February 2012Port Shepstone - 17 January 2012 Folweni - 8 March 2012Margate - 17 January 2012 Nongoma - 15 March 2012Hibberdene -18 January 2012 Greytown - 31 March 2012

traditional leadership capacity Building in Social crime Prevention

The primary goal of the Traditional Leadership Capacity Building programme is 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. Traditional leaders are encouraged to be actively involved in community safety structures within their areas. This is done in the form of capacity-building workshops for Amakhosi and members of Traditional Councils, conducted over a 3-day period. A total of 82 traditional council members attended a workshop in the Sisonke District Municipality from 22 to 24 June 2011. In the Umzinyathi District, a capacity building workshop was conducted from 13 to 15 July 2011, in Dundee, reaching 80 members of Traditional Councils. In the eThekwini Metro, a total of 78 members of Traditional Councils attended the workshop from 28 to 30 September 2011. 152 members of the Ilembe Traditional Council were trained on crime prevention from 3 to 7 October 2011.

Substance abuse awareness and capacity Building

As part of the Substance Abuse Awareness Programme, a meeting involving Licensed Liquor Traders was held on 31 May 2011. The Department has partnered with the SAPS, the Department of Transport and the Department of Economic Development and Tourism’s Liquor Board to initiate a series of Liquor Forum meetings promoting responsible trading and consumption of alcohol which were held at Empangeni, Dundee and Nqutu in June 2011.



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The Department held ‘Whoonga’ awareness campaigns in 10 schools in Clermont, reaching 9700 learners, from 6 to 10 June 2011. Substance Abuse awareness campaigns were held as follows:

Mpumalanga - 2 November 2011 Dambuza - 29 November 2011 Pongola - 14 March 2012Durban North - 12 November 2011 Umzimkhulu - 3 February 2012 Harburg - 14 March 2012Manguzi - 19 November 2011 Esikhawini - 16 February 2012 Umlazi - 30 March 2012

integrated Youth Development Strategy

The Integrated Youth Development Strategy encourages and supports Municipalities in implementing social crime prevention programmes at local level. The current focus is on encouraging youth involvement in sport as a strategy to divert them from delinquent behaviour, and promote healthy development and constructive use of leisure time. The programme is presented in two parts: the formal aspect of the programme focuses on raising awareness on the impacts of crime, and the second part of the programme comprises the sport competition. All participating teams are supported with footballs and winning teams receive trophies and sports kits. The programme has been implemented at Ilembe (Waterloo), Umgungundlovu (Howick), eThekwini (Isipingo), Zululand (Edumbe) and at Umgungundlovu, in partnership with Camperdown SAPS, targeting women in a ‘Young Women against Crime’ initiative.

After the decentralisation of the Department the following were held:

Port Shepstone - 3 December 2011 Dundee - 19 January 2012 Ndwedwe - 29 January 2012Umzimkhulu - 15-16 December 2011 Ulundi - 25 January 2012 Vryheid - 30 January 2012Impendle - 27 December 2011 Maphumulo - 28 January 2012 Umzinto - 10 February 2012


The emphasis on the youth during social crime prevention outreaches and programmes are both recreational and educational thereby encouraging youth to choose alternatives to crime from an informed perspective.

victim empowerment




Interventions to support Victims

36 11 10 The Provincial Victim Empowerment Symposium was deferred to the next financial year

The Department has an overall programme for all activities associated with victim empowerment called ‘Operation Khuz’umhlola’ – meaning to reprimand unacceptable behaviour. Programmes cover the Widowed, Women, Children, Men, Human Trafficking and 16 Days of Activism on ‘No Violence against women and children.’



Safe teas

Through the Safe Teas programme, the Department provides support to older persons in terms of the Older Persons Act. This involves forums and networks to address the challenges of older persons in a holistic and collaborative manner. Support is also provided to widows and widowers to capacitate them on their protective rights. Events were held at Hlabisa on 31 May 2011, Trustfeed Community Hall (Umshwathi Municipality) on 10 May 2011 and at KwaVulisaka outside Pietermaritzburg on the 11 May 2011. The Department facilitated a meeting with Widows and eDumbe Ward 4 Councillors at Paulpietersburg, on 30 August 2011.

child Safety

The Department creates awareness of protective rights for children in partnership with various stakeholders through the utilisation of the comic book and the DVD called ‘Kuyoze Kubenini.’ Programmes included a Child Protection Awareness campaign at Assegai Primary School, Austerville on 15 June 2011 and road shows on Kuyoze Kubenini at Dumbe, Zululand District on 6 August 2011. A domestic violence bus campaign and road show on Kuyoze Kubenini in partnership with Thembalethu Primary school and Ethekwini Safer Cities was held at Inanda to support victims of domestic violence and rape on 9 June 2011.

Men’s Safety

The Men’s Programme is aimed at supporting and capacitating men on their protective rights, as well as to promote dialogue on men’s safety issues and the promotion of family values. A Men’s Dialogue, Sabela Uyabizwa, was held from 17 to 19 June 2011 at Umlazi, calling upon men to play an active role in creating a safe environment.

The Department integrated its Men’s programme with the Premier’s Flagship programme, Operation Sukuma Sakhe. District Men’s Dialogue sessions were implemented in 8 Districts in collaboration with the Provincial Men’s Forum, led by the Human Rights Section within the Office of the Premier during July 2011.

Women’s Safety:

Awareness of protective rights for women was promoted through the hosting of a Women’s domestic violence dialogue and DVD road show at Mkhumbane (Cato Manor) and Inanda and surrounding areas on 29 June 2011. Women’s Day celebrations were conducted at Evatt Police Station, Sisonke District on 27 August 2011.



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Human Trafficking

In response to the scourge of Human Trafficking that currently plagues our communities, the Department capacitated targeted groups on Human Trafficking by showing an educational DVD and providing educational material. Areas that were visited were:

uMzumbe 1 November 2011Pinetown 3 November 2011Ezinqoleni 11 November 2011Port Shepstone 22 November 2011Harding 23 November 2011Scottburgh 25 November 2011Gcilima 1 December 2011

During the ‘16 Days of Activism on No violence Against Women and Children’ awareness campaign (25 November - 10 December), the Department created awareness on violence against women and children. The following awareness campaigns have been hosted:

Inanda, Ntuzuma and KwaMashu (INK) 25 November 2011Cato Manor 25 November 2011Umlazi 25 November 2011Ekuvukeni 25 November 2011KwaMakhutha 27 November 2011KwaDabeka 27 November 2011Mpumalanga 29 November 2011Pinetown 30 November 2011KwaMbonambi 1 December 2011Wasbank 2 December 2011Margate 7 December 2011Empangeni 9 December 2011Vryheid 9 December 2011Gcilima 10 December 2011



The Department was also involved in the following events:

event area DateInformation Session on Domestic Violence & Human Trafficking

Mzumbe 10 November 2011

Information Session on Domestic Violence & Human Trafficking

Ezinqoleni 11 November 2011


KwaTembe 19 November 2011


Vulamehlo 21 November 2011


Hibiscus Coast 22 November 2011

Information Session on Domestic Violence &Human Trafficking

Muziwabantu 23 November 2011

World Aids Day Commemoration and Sports Heroes Welcome

Mzumbe 1 December 2011

Beach Patrols with SAPS From Kapenta Bay Beach to Shelly Beach

2 December 2011

Child Protection Programme i.e. Safe Park Launch by Minister of Women, Children and People with Disabilities

Gamalakhe 7 December 2011


Jozini 7 December 2011


Osizweni 12 December 2011


Mtubatuba 14 December 2011


Weenen 14 December 2011


Normandien 16 December 2011


Mandeni 16 December 2011


Wembezi 18 December 2011

Victim interventions to commemorate Human Rights’ Day

Ezinqoleni 09 March 2012


In partnership with the National Prosecuting Authority, the Department conducted capacity building workshops for SAPS and the community on Gender Based Violence, the Sexual Offences Act and the Domestic Violence Act in 9 Districts.



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community Police relations




Community safety Structures established in Districts

99 11 11

Communities in Dialogue 6 12 19 Target exceeded due to high demand

The Department’s Community Police Relations programme comprised of the following:

cPf Support and capacity Building

The Department is responsible for promoting good relations and establishing partnerships between the police and communities. Activities have included 39 CPF induction workshops for newly elected CPF and youth desk members, at Hluhluwe, Inchanga, Cato Manor, Dalton, Richards Bay, Hillcrest, Mbazwana, Taylor’s Halt, Driefontein, Glendale, Louwsburg, Upper Tugela, Evatt, Kokstad, Harding, Gowan Lea, Ibisi, Swartberg, Franklin, Intsikeni, Donnybrook, KwaDabeka, Osizweni, Newark, Margate, Umzinto, Mnsinsini, Dundee, Ntuzuma, Inanda, Madadeni, Nsuze, Umzimkhulu, Gamalakhe, Dududu, St Faiths, Paddock, Estcourt and Greytown. In partnership with the SAPS Provincial Office, the Department has embarked on a process of verifying the existence of CPF Youth Desks throughout the province for the purpose of capacitating the structures.

The Province had previously had a high number of crime prevention structures that did not work in an integrated manner and they also had not been working with the CPFs. The Department undertook the task of co-ordinating these structures to enable them to work closely with law enforcement agencies. The Department also assisted members of civil society organisations involved in crime prevention programmes to organise themselves into a voluntary association. The Constitution of the KwaZulu-Natal Crime Fighting Associations was finalised in March 2012.

establishment of cSfs

Community Safety Forums (CSFs) are based on the premise that increased co-operation and interaction would improve the functioning and deliberations within the criminal justice system and the delivery of crime prevention projects. CSFs were established and maintained in the Districts of Amajuba, Ethekwini, Ilembe, Sisonke, Umzinyathi and Uthungulu.

communities-in-Dialogue Programme (ciDPs)

Communities in Dialogue Programmes (CiDPs) are aimed at proactively facilitating dialogues between communities as a way of ensuring community safety, peace and stability. The programme also acts as a platform for mediation processes where conflict has erupted. CiDPs were held in Mtshezi, Mafakatini, Hlabisa, Greytown, Besters, Mpungamhlophe, Loskop, Sydenham (Ward 23), Verulam (Waterloo, ward 58), Tongaat, Pongola, Elandslaagte, Mbongolwane, Colenso, Mtubatuba, Muden, Amaoti, Maphumulo and Ndwedwe.



thathulwazi training

The Thathulwazi CPF Training Project commenced on 30 September 2011 and was finalised in November 2011. It covered CPF and Youth Desk representatives from Uthungulu (Eshowe), Sisonke (Creighton), Ilembe (Umhlali, Ndwedwe and Sundumbili), and Ethekwini (Umlazi and Inchanga).


The Multi-party and Communities-in-dialogue programmes enabled the province to achieve the smooth running of the local government election. In response to political conflicts which have troubled our province, the Department supported the Provincial Multi-Party Political Committee to ensure peace and stability in preparation for the May 2011 Local Government Election. The committee visited those areas which were regarded as politically sensitive. The committee visited Mbabazane, Mtshezi, Greytown, Msinga, Ulundi, Nongoma, KwaDukuza, Mandeni, Maphumulo, Ethekwini Hostels and Mkhambathini. The Provincial Multi-Party Political Prayer was successfully staged in Matimatolo, Greytown on 9 May 2011. A prayer rally was hosted in Nongoma on 30 September 2011, post election.

challenges

The delays in the development of the Community Police Board Constitution and finalisation of the Community Safety forum policy caused staggered implementation of these programs.

Special Projects

• integration of umzimkhulu

The Department has been paying specific attention to the area of Umzimkhulu after its incorporation into KwaZulu-Natal from the Eastern Cape Province. The following projects were implemented:

• Resuscitation of CPF structures at Ibisi, Gowan Lea, Intsikeni and Umzimkhulu police stations;

• Awareness campaigns on substance abuse and school safety;• Four day training of 90 VSCPP members on trauma debriefing, effective management

of domestic violence and victim empowerment cases; and• Inclusion of Umzimkhulu delegates in Traditional Leadership training on crime

prevention from 22 to 24 June 2011.



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• volunteer Social crime Prevention Project

The Volunteer Social Crime Prevention Project involves the recruitment and deployment of volunteers to embark on social crime prevention activities at community level. During the period, volunteers were deployed in all 11 districts. Volunteers are equipped with special mobile communication and tracking devices, linked to a call centre. Utilising this facility, volunteers have been reporting criminal incidents in their communities to the police on a daily basis, leading to the prevention of criminal acts, as well as the successful detection of crimes. Of particular significance was the deployment of the volunteers during the Local Government Election in May 2011, to assist with the monitoring of police performance, as well as with peace and stability. Volunteers are also one of the mechanisms through which the Department is ‘Building a United Front Against Crime’ by mobilizing communities in support of the initiatives of the Department.

Summit on Police Killings

The Department hosted a successful Provincial Summit on Anti-Police Killings on 16 August 2011, responding to the National Minister’s call for provinces to stage Provincial Summits against police killings. The resolutions of the summit are being implemented through Operation Hlasela within District and Local Municipalities. At Ugu District there was a Men’s Walk Against Police Killings and pre- launch to 16 days of Activism on 24 November 2011.

Stock theft

Stock theft remains a priority being addressed by the Department. The areas identified as stock theft hotspots in the province are Ladysmith, Utrecht, Bulwer, Bergville, Ezakheni, Hlobane, Dannhauser, Amangwe, Paulpietersburg, Vryheid, Ekuvukeni, Estcourt, Nongoma, Elandslaagte, Kwa-Mbonambi, Impendle, Kwa-Msane, Taylor’s Halt, Himeville, Intsikeni, Maphumulo, Gluckstadt, Besters, Plessisslaer and Dumbe. The Department is visiting the affected areas to address stock theft issues.

The Department, in liaison with the Department of Agriculture, Environmental Affairs and Rural Development, facilitated the branding of stock in Vryheid and Estcourt in July 2011. A stock theft prevention plan was developed in partnership with JCPS Cluster Departments. The curbing of stock theft will contribute to the development of our rural communities.

The establishment of vigilante groups which are operating in Umzinyathi, Ulundi, Amajuba and other Districts has been of great concern for the Department. Community members suspected of being involved in stock theft are victimised by these structures and the Department is providing ongoing capacitation to these structures to enable them to make a positive contribution to preventing crime.



Political conflictS

In response to political conflicts which have troubled our Province, the Department supported the Provincial Multi-Party Political Committee to ensure peace and stability.

The Department, through its Operation Hlasela program visited different municipalities in nine districts (Umgungundlovu, Ethekwini, Ilembe, Umzinyathi, Uthukela, Sisonke, Zululand, Uthungulu and Umkhanyakude) to involve the community in the fight against crime. The visits are also part of educational campaigns on the functioning of the Justice System and to ensure peace and stability in KZN.

In May, we revived the CPF Sub-Forum at Ladysmith, in June 2011, we conducted a Crime Intervention Campaign at eDumbe regarding the gruesome killings in the area. We hosted a Youth Crime Prevention Campaign at KwaMashu as well. During July 2011, Stock Theft Branding Campaigns were held in Vryheid and Estcourt. In August 2011, we hosted a Crime Awareness Campaign at Tshelimnyama, Pinetown.

Following the launch of Operation Hlasela in March at eDumbe, Paulpietersberg, various initiatives were implemented: these include the prevention of conflicts resulting from stock theft, Training on the Pound Act, Sexual Offences Act, Domestic Violence Act and Human Trafficking Act. We also implemented a Sport Against Crime programme there in August 2011.

On 18 August 2011, the Department went to the Township of Umlazi to implement Operational Hlasela. Members of the community were educated about parenting skills and the National Minister of Police also opened the Victim Friendly Facility provided by the Department.

In November 2011 Operation Hlasela was launched at Mphopomeni and eMankenganeni. Further launches took place in December 2011 at Maqongqo, Durban North, Mpumalanga, Inchanga, Maphumulo, Mtubatuba, Dayingubo and Bergville. In February 2012 there was a launch in Gluckstadt, in March there was a launch in Creighton.



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3. ANNUAL FINANCIAL StAteMeNtS

ANNUAL FINANCIAL StAteMeNtS FOR DePARtMeNt OF COMMUNItY SAFetY AND LIAISON - KZN

FOR tHe YeAR eNDeD 31 MARCH 2012

table of Contents Page

Report of the Audit Committee 38Report of the Accounting Officer 42Report of the Auditor-General 50Appropriation Statement 55Notes to the Appropriation Statement 64Statement of Financial Performance 65Statement of Financial Position 66Statement of Changes in Net Assets 67Cash Flow Statement 68Accounting Policies 69Notes to the Annual Financial Statements 78Disclosures Notes to the Annual Financial Statements 87Annexure 1 A: Statement of Transfer Payments Paid To Provincial Departments 94Annexure 1 B: Statement of Transfers to Non-Profit Institutions 94Annexure 1C: Statement Of Transfers To Households 95Annexure 1D: Statement Of Gifts, Donations And Sponsorships Made And Remissions, Refunds And Payments Made As An Act Of Grace 95Annexure 2A: Statement Of Financial Guarantees Issued 95Annexure 2B: Statement Of Contingent Liabilities 96Annexure 3: Claims Recoverable 96Annexure 4: Inter-Government Payables 96



RePORt OF tHe AUDIt & RISK COMMIttee ON VOte 9 – COMMUNItY SAFetY & LIAISON The KwaZulu-Natal Provincial Audit & Risk Committee is pleased to present its report for the financial year ended 31 March 2012.

Provincial Audit & Risk Committee Members and Attendance

The Provincial Audit and Risk Committee (the PARC) consists of the members listed hereunder. The PARC is split into three (3) Cluster Audit & Risk Committees (the CARC) which consists of members of the PARC; is responsible for the Governance & Administration, Social and Economic Clusters respectively and reporting into the PARC. The Chairman of the PARC is also the Chairman of the different CARCs and attends all CARC meetings. The CARC and the PARC are required to meet at least four times and two times respectively in a financial year. During the financial year ending 31 March 2012, a total of thirteen meetings (13) were held, namely, two (2) PARC meetings, three (3) CARC meetings per cluster, and two (2) special meetings. Members attended the meetings as reflected below:

Surname & initial

Parc carc Special total no. of

Meetings

total no. of

Meetings attended

no. of Meetings

Heldattended

no. of Meetings

Heldattended

no. of Meetings

Heldattended

Ms T Tsautse(Chairman) 2 2 9 9# 2 2 13 13

Ms M Mothipe 2 1 3 3* 2 2 7 6Ms N Jaxa 2 2 3 3* 2 2 7 7Mr L Mangquku 2 2 3 3* 2 2 7 7Mr T Boltman 2 2 3 3* 2 2 7 7Mr F Docrat 2 2 3 3* 2 2 7 7Mr V Naicker 2 2 3 3* 2 1 7 6

* - 3 Meetings per cluster were held# - Chairman attends all CARC meetings

Provincial Audit & Risk Committee Responsibility

The Provincial Audit and Risk Committee reports that it complied with its responsibilities arising from the Public Finance Management Act, No.1 of 1999 (PFMA), Treasury Regulations, including any other statutory and other regulations. 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 efficiently managed. In line with the requirements of the PFMA and the principles of the King III Report on Corporate Governance, the Internal Audit Function provides the Provincial Audit and Risk Committee and the departmental management with assurance that the systems of internal controls are appropriate and effective. This is achieved by means of the risk management process, as well as the identification of corrective actions and suggested enhancements to the controls and processes. From the various reports of the Internal Auditors; and 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 entire year under review as control deficiencies were detected in the following significant areas:

• Supply Chain Management• Asset Management• Complaints Management• Volunteer Social Crime Prevention Project • Community Policing • Information Technology General Controls

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

The Provincial Audit and Risk Committee, through the Internal Audit Function, was satisfied with the content and quality of monthly and quarterly reports prepared and issued by the Accounting Officer and the department during the year under review except for underspending of the budget by the Department.

Audit of Performance Information

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

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

The Committee reviewed the Internal Audit and Auditor-General reports relating to Performance Information and noted the following material deficiencies:

• Design of key performance measures and indicators were not aligned to the SMART principles• Validation of performance information was not conducted• There was a non–alignment of performance indicators in the APP and the quarterly reports.



Internal Audit Function

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

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

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.”

The committee noted that, during the 2011/12 financial year, the Internal Audit Unit assisted the department with a risk streamlining exercise. This exercise was an attempt to create one reference point for Organisational risks – i.e. one risk register instead of pockets of risk registers that the department used to have prior to this exercise.

The consolidated risk register was presented to the Committee in the fourth quarter of the 2011/12 financial year. The committee advised that:

• The department review the accuracy of the risk register and the appropriateness of the risk ratings,• The Internal Audit Unit formally handed-over the risk register to the department,• The department strengthens its risk management function and oversight structures in order to ensure

the sustainability of this process.

Other governance Issues

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

During the period under review, the Committee noted that the department had 1 ongoing investigation that was conducted by the Provincial Treasury’s Internal Audit Function.

The department was urged to provide the Internal Audit Function with a detailed list of all other investigations being conducted internally or by other relevant authorities.



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evaluation of Financial Statements

The Provincial Audit and Risk Committee reviewed the Annual Financial Statements of the Department, as well as the Auditor General’s management report together with management’s response thereto. The Provincial Audit and Risk Committee concurs and accepts the Auditor-General’s conclusions on the annual financial statements, and is of the opinion that the audited annual financial statements be accepted and read together with the report of the Auditor-General.

Chairperson: Provincial Audit & Risk CommitteeDate: 31 July 2012



RePORt BY tHe ACCOUNtINg OFFICeR tO tHe exeCUtIVe AUtHORItY AND PROVINCIAL LegISLAtURe OF tHe RePUBLIC OF SOUtH AFRICA.

1. Generalreviewofthestateoffinancialaffairs

The Department embraced the 2011/12 financial year with a fundamental transformation stemming from the theme “People’s Action Against Crime”. This transformation was set into motion by the The MEC for Transport, Community Safety and Liaison when he declared 2011/12 as the year of ‘People’s Action Against Crime’.

The KZN Government is spearheading a drive to ‘Build A United Front Against Crime’ (BUFAC). This is a call for the mobilisation and involvement of all sectors of society in a concerted and sustained campaign to significantly reduce crime levels in the Province. The department is driving this overarching departmental strategy through our vehicle termed ‘Operation Hlasela’.

The Department ended the financial year under review with an overall expenditure of 96.7%. The slight under-expenditure is attributed to the non-filling of vacant funded posts and the continued implementation of the provincial cost containment strategy.

1.1. Policy decisions and strategic issues facing the Department

The Department was previously structured into Directorates with each serving the entire Province. There was no regular presence in Districts as these were served on a Programme / intervention basis. Officials specialised in particular areas of service delivery, e.g. Complaints, Police service delivery evaluation, social crime prevention and research, community policing and victim empowerment. The MEC directed that a more permanent presence be established in Districts and the Department embarked on a decentralisation exercise to be closer to the people.

It must be noted that the department embarked on an interim decentralisation strategy during the year, which aims to integrate all of the services offered by the department at a district level (the department does not currently have district offices), rather than just at Head Office level. The department is aiming to create 13 district offices (this includes two offices in the eThekwini Metro) which will expand its services to more communities.

It is currently liaising with other departments, municipalities and the South African Police Service (SAPS) in order to find temporary office accommodation to house existing staff at the various districts. This is an interim strategy, pending the review of the department’s organisational structure. The new structure of the department is expected to be finalised by June 2012, and is currently awaiting approval by the MEC for the Department of Community Safety and Liaison and submission to the Department of Public Service and Administration (DPSA).



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1.2. Significant events

Over the six months, there have been fundamental developments affecting both the mandate and strategic direction of Department.

Section 208 of the Constitution states that, ‘a civilian secretariat for the police service must be established by national legislation to function under the direction of the Cabinet member responsible for policing’. To give effect to this provision of the Constitution, the Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011), was enacted. The commencement date of the Act must still be proclaimed, however, the Act requires the MEC to establish a provincial secretariat for police within 18 months of the commencement of the Act. With this in mind, the Department has already started preparations for implementation.

This development coincided with the commencement of process to revise the way the Department operates in order to more adequately implement its flagship programme of ‘Building A United Front Against Crime’ through Operation Hlasela. We have decentralised our operations to District level to get closer to the communities we serve. Our core mandates have been intensively interrogated and we have emerged with a basket of services that we are delivering with renewed vigour.

1.3. Major projects

The Department hosted a successful Provincial Summit on Police Killings on 16 August 2011, responding to the National Minister’s call for provinces to stage Provincial Summits against police killings.

The Department, in liaison with the Department of Agriculture, Environmental Affairs and Rural Development, facilitated the branding of stock in Vryheid and Estcourt in July 2011. A stock theft prevention plan was developed in partnership with JCPS Cluster Departments. The curbing of stock theft will contribute to the development of our rural communities.

The Volunteer Social Crime Prevention Project involves the recruitment and deployment of volunteers to embark on social crime prevention activities at community level. During the period, volunteers were deployed in all 11 districts thereby achieving the target that was set to ensure that all 11 districts municipalities are sufficiently resourced with trained volunteers to deal with Social Crime Prevention.

The Integrated Youth Development Strategy encourages and supports Municipalities in implementing social crime prevention programmes at local level. The current focus is on encouraging youth involvement in sport as a strategy to divert them from delinquent behaviour and promote healthy development and constructive use of leisure time.

In response to Political Conflicts which have troubled our Province, we supported the Provincial Multi-Party Political Committee to ensure peace and stability in preparation for the May 2011 Local Government Elections. The committee visited those areas which were regarded as politically sensitive.

The Department has been paying specific attention to the area of Umzimkhulu after its incorporation into KwaZulu-Natal from the Eastern Cape Province.



The primary goal of Traditional Leadership Capacity Building programme is 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. Traditional leaders are encouraged to be actively involved in community safety structures within their areas. This is done in the form of capacity-building workshops for Amakhosi and members of Traditional Councils conducted over a 3-day period.

The Department is responsible for promoting good relations and establishing partnerships between the police and communities. The primary task that the MEC wanted the Department to embark on was to reconstitute the Provincial Community Policing Forum Board (CPF). This task had to be undertaken by reviewing the previous constitution this task was concluded and finalised during March 2012. Activities have included 39 CPF Induction Workshops for newly elected CPF and youth desk members,

In response to the scourge of Human Trafficking that currently plagues our communities; the Department capacitated targeted groups on Human Trafficking by showing an educational DVD and providing educational material

The Department is also mandated to enquire into service delivery complaints against the SAPS in the Province. In this period, we processed 183 service delivery complaints from across the Province. We liaised with the Office of the Premier, Provincial Departments, the SAPS Provincial Commissioner, the Independent Complaints Department and other stakeholders for proper enquiry into the complaints received.

Further details related to non-financial achievements are exemplified in the main section of the annual report.

1.4. Spending trends

Summary of expenditure by program:

Program final appropriation

r ‘000

actualR ’000

Percentage

Administration 40,112 38,082 94.9%Civilian Oversight 21,028 20,303 96.5%Crime Prevention and Community Police Relations

88,999 86,854 99.8%

total 150,139 145,239 96.7%

Summary by economic classification

Classification final appropriation

r ‘000

actualr ‘000

Percentage

Compensation 37,454 32,658 87.1%Goods and Services 109,995 109,900 99.9%Financial Transactions 0 0 0Transfers 475 466 98.1%Capital 2,215 2,215 100%total 150,139 145,239 96.7%



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Revenue collection

Classification actualr ‘000

Sale of goods other than capital assets 54Interest, dividends and rent 1Transactions in financial assets and liabilities 15total 70

Reasons for under-spending:

The Department has not been able to fill all of the vacant posts due to the impending finalization of the organization structure in pursuance of the decentralized approach of service delivery. Also, the Department maintained the implementation of cost-containment strategy.

Virement

The Department undertook minimal virements post-adjustment. These are reflected in the Annual Financial Statements.

Other

A forensic investigation into the VSCPP call center project is being conducted by Provincial Internal Audit unit.

2. Services rendered by the Department

All of the Department’s services are rendered for the benefit of the communities in KZN. The core functions revolve around the promotion of good relations between the police and the communities as well as developing and coordinating the prevention of crime.

Tariff policy

The Department does not charge fees for the services that it renders.

Free services

In accordance with its mandate, the services of the Department are provided to communities and stakeholders without any charges attached.

Inventories

The Department does not hold bulk inventory. Consumable inventory is purchased during the year and the amounts are disclosed in the annual financial statements.



3. capacity constraints

The Department has undertaken an Organisational transformation in line with the decentralization approach towards service delivery. The restructuring process has delayed the filling of vacant posts. The current HOD was appointed on the 1st September 2011. District Managers were appointed as part of the interim decentralization strategy that commenced on the 1st October 2011. Each district manager has been provided with a team of officials to render a basket of services at district level. Despite the challenges experienced in terms of overall capacity constraints, the Department has been able to efficiently and effectively realize its goals and objectives.

4. utilization of donor funds

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

5. Public entities

There are no public entities attached to the Department.

6. transfer payments

Details of transfers and subsidies are reflected in the annual financial statements.

7. Public private partnerships (PPP)

The Department has not concluded any public private partnerships.

8. corporate governance

Risk management approach

The Department operates in compliance with the Constitution of the Republic of South Africa, the Public Finance Management Act and all other relevant legislation governing its operations. The Department’s management team is committed to the principles of sound corporate governance.

The Department also makes use of the KZN-Provincial Treasury (Internal Audit) unit as part of a shared service and the risk profile is evaluated annually. In addition, the risk issues are dealt with at EXCO and MANCO meetings. The Department has just on Risk official that reports directly to the Accounting Officer. In collaboration with Internal Audit, the Risk Management framework for the Department is being developed. Fraud prevention

The Department has in place the Fraud Prevention Policy and a Risk Management policy.

Effectiveness of internal control

The Department attends the meetings called for by the Cluster Audit and Risk Committee. All recommendations made by Internal Audit are closely followed up and our internal control unit together with line functions compiles reports and these are submitted to Internal Audit. Progress reports on all audit findings are compiled and monitored.



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Role of audit committee

Internal Audit and the Audit Committee are centralized and are coordinated by Provincial Treasury. The Department makes presentations to the Audit Committee on a regular basis.

Code of conduct

All SMS members have signed the declaration of personal and private interests. Also, all officials engaged with decision making processes, such as tender adjudication and personnel appointments, are obliged to sign a declaration in this regard. All officials have been provided with the Code of Conduct for public servants.

King 111

The Department has planned to workshop its staff on the recently published King 111 report.

9. Discontinued activities/activities to be discontinued

There are no discontinued activities and the Department has no intention to discontinue any service delivery activities.

10. new/proposed activities

The Department intends including voluntary crime fighting organisations as part of its service delivery environment.

11. asset management

The Department has completed its asset register for the year under review. The Department is currently disposing of its redundant and obsolete assets. The Department makes use of HARDCAT system to record all of its assets. Monthly reconciliations between the asset register and BAS are completed.

12. inventories

There is no bulk holding of inventories. Consumables are purchased throughout the year. Details of purchases are disclosed in the annual financial statements.

13. events after the reporting date

No significant events have occurred after the reporting date which will influence the interpretation of the results under review.

14. information on pre-determined objectives

The annual performance plans of the Department are approved after consultation with the MEC, Portfolio Committee, Finance Portfolio and management and staff.

Responsibility managers compile monthly, quarterly and annual reports. Quarterly reports are submitted to Provincial Treasury.

The General Manager responsible for service delivery checks the information submitted and these are compared with the targets set out in the annual performance plans. Supporting documents are filed by each responsibility manager.



Summary of service delivery achievements:

PerforMance inDicatorS

2011/12 annual tarGet

achievednoteS /

eXPlanationS for varianceS

Number of police station evaluations

78 88 Comprised as follows: Station Evaluations, Spec. Unit Evaluations and Un-announced visits; SAPS Education sessions and Visible Policing Evaluations

Number of reports on policing matters

4 4 Quarterly reports for the SAPS

Number of complaints processed

400 183 Target is demand driven

Number of interventions conducted to raise service standards – Operation Hlasela

24 25 Target exceeded due to strong focus on community mobilization as a central feature of the Building a United Front Against Crime (BUFAC) Programme(Excludes Interventions)

Number of Social Crime Prevention Programmes implemented

4 4 Numbers per Quarter indicate multiple Roll-outs of individual programmes.

Number of Community safety Structures established in Districts

11 11 The Department will continue to facilitate the establishment of safety structures across the Province

Communities in Dialogue sessions conducted

12 19 Target exceeded due to high demand

Number of Interventions to support victims

11 10 Explanation for variance: The Provincial Victim Empowerment Symposium was deferred to the next financial year

Deployment of volunteers in Districts

11 11 1 per District

Integration of Umzimkhulu

5 5 Interventions include training, school safety and sports against crime

Number of research projects undertaken

3 3 Research into safety structures, social media and levels of crime among citizens

Number of Policy Documents Reviewed

4 4 CSF’s SAPS Act, KZN Liquor Act and PSIRA Act

15. ScoPa resolutions

reference Subject finding ProgressAG/SCOPA Irregular expenditure/

Contract ManagementThe Department incurred irregular expenditure related to SCM practices

The Department has strengthened its controls related to SCM practices

16. Prior modifications to audit reports

The department has developed an action plan to address all of the SCOPA resolutions and AG findings.

17. exemptions and deviations received from national treasury

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



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18. Interim financial statements

In line with the directives received from National and Provincial Treasuries, the Department has compiled interim financial statements.

19. other

There are no material facts or circumstances which may affect the understanding of the state of financial affairs, which is not addressed elsewhere in the annual report.

20. approval

The attached annual financial statements set out on pages 55 to 93 have been approved by the Accounting Officer.

__________________

E RamsamyChief Financial Officer

__________________

R L GoniwEHead of Planning

__________________

R V BHEnGuHead of Department

Approved by:

___________________

T w mcHunuMEC: Transport, Community Safety and Liaison

Mr V R BhenguHead of Department29 May 2012



RePORt OF tHe AUDItOR-geNeRAL tO tHe KwAZULU-NAtAL PROVINCIAL LegISLAtURe ON VOte NO. 9: DePARtMeNt OF COMMUNItY SAFetY AND LIAISON RePORt ON tHe FINANCIAL StAteMeNtS

Introduction

1. I have audited the financial statements of the Department of Community Safety and Liaison set out on pages 55 to 93, which comprise the appropriation statement, the statement of financial position as at 31 March 2012, the statement of financial performance, statement of changes in net assets and the cash flow statement for the year then ended, and the notes, comprising a summary of significant accounting policies and other explanatory information.

AccountingOfficer’sresponsibilityforthefinancialstatements

2. The accounting officer is responsible for the preparation of these financial statements in accordance with the Departmental financial reporting framework prescribed by the National Treasury and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No. 1 of 1999) (PFMA) and Division of Revenue Act of South Africa, 2011 (Act No. 6 of 2011) (DoRA), and for such internal control as the accounting officer determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor-General’sresponsibility

3. My responsibility is to express an opinion on the financial statements based on my audit. I conducted my audit in accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA), the General Notice issued in terms thereof and International Standards on Auditing. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

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

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

Opinion

6. 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 2012, and its financial performance and cash flows for the year then ended in accordance with the Departmentalfinancialreportingframework prescribed by the National Treasury and the requirements of the PFMA and DoRA.



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emphasis of matters

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

Irregular expenditure

8. As disclosed in note 22 to the financial statements, R71,979 million of irregular expenditure was incurred in the current financial year as a result of proper procurement processes not being followed.

Fruitless and wasteful expenditure

9. As disclosed in note 23 to the financial statements, R1,090 million of fruitless and wasteful expenditure was incurred as a result of cellphone contracts not cancelled timeously.

Material underspending of the vote

10. As disclosed in note 4 to the appropriation statement, the department has materially underspent its budget by R4,9 million. This is due to savings within the Administration resulting from vacant posts not filled and the stringent implementation of cost cutting measures. This under spending is made up of R2,030 million in programme 1; R725 000 in programme 2 and R2,145 million in programme 3.

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 information set out on pages 94 to 96 does not form part of the financial statements and is 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. The wording of my opinion on a compliance framework should reflect that the financial statements have been prepared in accordance with this framework and not that they “present fairly”. Section 20(2)(a) of the PAA, however, requires me to express an opinion on the fair presentation of the financial statements. The wording of my opinion therefore reflects this requirement.

RePORt ON OtHeR LegAL AND RegULAtORY ReQUIReMeNtS

14. In accordance with the PAA and the General Notice issued in terms thereof, I report the following findings relevant to performance against predetermined objectives, compliance with laws and regulations and internal control, but not for the purpose of expressing an opinion.

Predetermined objectives

15. I performed procedures to obtain evidence about the usefulness and reliability of the information in the annual performance report as set out on pages 11 to 36 of the annual report.



16. The reported performance against predetermined objectives was evaluated against the overall criteria of usefulness and reliability. The usefulness of information in the annual performance report relates to whether it is presented in accordance with the National Treasury annual reporting principles and whether the reported performance is consistent with the planned objectives. The usefulness of information further relates to whether indicators and targets are measurable (i.e. well defined, verifiable, specific, measurable and time bound) and relevant as required by the National Treasury Framework for managing programme performance information.

The reliability of the information in respect of the selected programmes is assessed to determine whether it adequately reflects the facts (i.e. whether it is valid, accurate and complete).

17. The material findings are as follows:

Usefulness of information

Performancetargetsnotspecific

18. The National Treasury Framework for managing programme performance information (FMPPI) requires that performance targets be specific in clearly identifying the nature and required level of performance. A total of 70% of the targets relevant to Programme 2: Civilian oversight and programme 3: Crime prevention and community police relations were not specific in clearly identifying the nature and the required level of performance. This was due to the fact that management had not applied the requirements of the FMPPI which resulted in inadequate controls being developed relating to the development of data indicators and targets.

Performanceindicatorsnotwell-defined

19. The FMPPI requires that indicators/measures should have clear unambiguous data definitions so that data is collected consistently and is easy to understand and use. A total of 100% of the indicators relevant to Programme 2: Civilian oversight and Programme 3: Crime prevention and community police relations were not well defined in that clear, unambiguous data definitions were not available to allow for data to be collected consistently. This was due to the fact that management was not aware of the requirements of the FMPPI to have the data definitions documented.

Reliability of information

Reported performance not valid

20. The National Treasury Framework for managing programme performance information (FMPPI) requires that processes and systems which produce the indicator should be verifiable. A total of 71% of the actual reported performance relevant to the selected Programme 2: Civilian oversight and programme 3: Crime prevention and community police relations were not valid when compared to the source information and evidence provided. This was due to a lack of standard operating procedures for the recording of actual achievements and the department did not implement and fill the organisational structure required to report on performance.



- 53 -

Reported performance not accurate

21. The National Treasury Framework for managing programme performance information (FMPPI) requires that the indicator be accurate enough for its intended use and respond to changes in the level of performance. A total of 71% of the actual reported indicators relevant to selected Programme 2: Civilian oversight and programme 3: Crime prevention and community police relations were not accurate when compared to source information. This was due to a lack of standard operating procedures for the recording of actual achievements and the department did not implement and fill the organisational structure required to report on performance.

Compliance with laws and regulations

22. I performed procedures to obtain evidence that the department has complied with applicable laws and regulations regarding financial matters, financial management and other related matters. My findings on material non-compliance with specific matters in key applicable laws and regulations as set out in the General Notice issued in terms of the PAA are as follows:

Procurement and contract management

23. Goods and services with a transaction value of between R10 000 and R500 000 were procured without obtaining written price quotations from at least three different prospective providers as per the requirement of Supply Chain Management regulation 17(a) and (c), paragraph 3.3 of Practice Note 8 of 2007-08 and Treasury Regulation 16A6.1.

expenditure management

24. The accounting officer did not take reasonable steps to prevent irregular expenditure and fruitless and wasteful expenditure, as required by sections 38(1)(c)(ii) and 39(1)(b) of the PFMA.

25. The accounting officer did not take effective and appropriate steps against officials responsible for making or permitting irregular and fruitless and wasteful expenditure as required by section 38(1)(h) of the PFMA.

Annualfinancialstatements

26. The financial statements submitted for auditing were not prepared in all material respects in accordance with the requirements of section 40(1) of the PFMA. Material misstatements of capital assets, liabilities and disclosure items identified by the auditors were subsequently corrected, resulting in the financial statements receiving an unqualified audit opinion.

Internal control

27. I considered internal control relevant to my audit of the financial statements, annual performance report and compliance with laws and regulations. The matters reported below under the fundamentals of internal control are limited to the significant deficiencies that resulted in the findings on the annual performance report and the findings on compliance with laws and regulations included in this report.



Leadership

28. The accounting officer and management did not exercise oversight responsibility regarding financial and performance reporting and compliance with laws and regulations relating to supply chain management and performance information.

Financial and performance management

29. Systems and controls were not designed in a manner to prevent, detect and address risks that impact on financial, performance and compliance reporting. In this regard, the accounting officer did not ensure that regular, accurate and complete financial and performance reports were prepared, which were supported and evidenced by reliable information. This resulted in material corrections in financial statements.

30. The financial statements were not adequately reviewed by the accounting officer, prior to submission for auditing.

OtHeR RePORtS

Investigations

31. An investigation is currently in progress relating to irregularities in the Volunteer Social Crime Prevention project.

Pietermaritzburg31 July 2012



- 55 -

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/12

2010

/11

fina

l a

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tion

act

ual

expe

nditu

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nal

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l ex

pend

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TOTA

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roug

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40,7

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,186

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econ

cilia

tion

with

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tem

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f fina

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l per

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ance

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eipt

s70

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ual a

mou

nts

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otal

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t of fi

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otal

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)14

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6



- 57 -

App

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r eco

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ic c

lass

ifica

tion

2011

/12

2010

/11

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Shift

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of

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of fi

nal

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l a

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act

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nditu

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289

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- 59 -

Det

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/12

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Det

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- 61 -

Det

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per

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- 63 -

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--



Notes to the Appropriation Statement for the year ended 31 March 2012

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-H) 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’000

variance

R’000

variance as a % of final

appropriation

Administration 40,112 38,082 2,030 5%Civilian Oversight 21,028 20,303 725 3%Crime Prevention and Community Police Relations

88,999 86,854 2,145 2%

150,139 145,239 4,900 3,3%

The savings within each programme is a result of the Department not filling vacant posts and the stringent implementation of cost cutting initiatives

4.2 Per Economic classification final appropriation

actual expenditure

variance variance as a % of final

appropriationR’000 R’000 R’000

current paymentsCompensation of employees 37,454 32,658 4,796 13%Goods and services 109,995 109,900 95 0%

transfers and subsidiesProvinces and municipalities 12 3 9 75%Non-profit institutions 289 289 0 0%Households 174 174 0 0%

Payments for capital assetsMachinery and equipment 2,215 2,215 0 0%

150,139 145,239 4,900 3,3%

The savings within compensation of employees is due to vacant posts not being filled. The small savings within goods and services is a result of the department ensuring that the cost cutting initiatives were implemented.



- 65 -

Vote 9Statement of Financial Performance for the year ended 31 March 2012

note 2011/12 2010/11R’000 R’000

revenueAnnual appropriation 1.1 150,139 140,744Departmental revenue 2 70 105

total revenue 150,209 140,849

eXPenDiturecurrent expenditureCompensation of employees 3 32,658 31,591Goods and services 4 109,900 95,469total current expenditure 142,558 127,060

transfers and subsidiesTransfers and subsidies 6 466 7total transfers and subsidies 466 7

expenditure for capital assetsTangible capital assets 7 2,215 1,248Software and other intangible assets 7 - 853total expenditure for capital assets 2,215 2,101

Payments for financial assets 5 - 18

total eXPenDiture 145,239 129,186

SURPLUS/(DEFICIT) FOR THE YEAR 4,970 11,663

Reconciliation of Net Surplus/(Deficit) for the yearVoted funds 11 4,900 11,558Departmental revenue 12 70 105SURPLUS/(DEFICIT) FOR THE YEAR 4,970 11,663



Vote 9Statement of Financial Position for the year ended 31 March 2012

note 2011/12 2010/11R’000 R’000

aSSetS

current assetsCash and cash equivalents 8 908 5Prepayments and advances 9 161 -Receivables 10 393 353 total aSSetS 1,462 358

liaBilitieS

current liabilitiesVoted funds to be surrendered to the Revenue Fund 11 1,458 (3,442)Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund

12 4 63

Bank overdraft 13 - 3,714Payables 14 - 20 total liaBilitieS 1,462 355

net aSSetS - 3

Represented by:Recoverable revenue - 3

total - 3



- 67 -

Statement of Changes in Net Assets for the year ended 31 March 2012

note 2011/12 2010/11R’000 R’000

recoverable revenueOpening balance 3 3 Debts recovered (3) -

closing balance - 3



Vote 9Cash Flow Statement for the year ended 31 March 2012

note 2011/12 2010/11R’000 R’000

CASH FLOWS FROM OPERATING ACTIVITIESReceipts 125,849Annual appropriated funds received 1.1 150,139 125,744Departmental revenue received 2 70 105

Net (increase)/decrease in working capital (221) (176)Surrendered to Revenue Fund (129) (2,412)Current payments (142,558) (127,060)Payments for financial assets _ (18)Transfers and subsidies paid (466) (7)Net cash flow available from operating activities 15 6,835 (3,824)

CASH FLOWS FROM INVESTING ACTIVITIESPayments for capital assets 7 (2,215) (2,101)Net cash flows from investing activities (2,215) (2,101)

CASH FLOWS FROM FINANCING ACTIVITIESIncrease/(decrease) in net assets (3) -Net cash flows from financing activities (3) -

Net increase/(decrease) in cash and cash equivalents 4,617 (5,925)

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

cash and cash equivalents at end of period 16 908 (3,709)



- 69 -

Vote 9Accounting Policies for the year ended 31 March 2012

The Financial Statements have been prepared in accordance with the following policies, which have been applied consistently in all material aspects, unless otherwise indicated. However, where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the Financial Statements and to comply with the statutory requirements of the Public Finance Management Act, Act 1 of 1999 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the Act and the Division of Revenue Act, Act 1 of 2011.

1. Presentation of the financial Statements

1.1. Basis of preparation

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

1.2. Presentation currency

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

1.3. rounding

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

1.4. Comparative figures

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

1.5. Comparative figures - Appropriation Statement

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

2. revenue

2.1 appropriated funds

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

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



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

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

2.2. Departmental revenue

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

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

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

2.3. Direct exchequer receipts

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

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

2.4. Direct exchequer payments

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

2.5. aid assistance

Aids assistance is recognised as revenue when received

All in-kind aid assistance is disclosed at fair value on the date of receipt in the annexures to the Annual Financial Statements

The cash payments made during the year relating to aid assistance projects are recognised as expenditure in the statement of financial performance when final authorisation for payments is effected on the system (by no later than 31 March of each year)

The value of the assistance expensed prior to the receipt of funds is recognised as a receivable in the statement of financial position.

Inappropriately expensed amounts using aid assistance and any unutilised amounts are recognised as payables in the statement of financial position.



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All CARA funds received must be recorded as revenue when funds are received. The cash payments made during the year relating to CARA earmarked projects are recognised as expenditure in the statement of financial performance when final authorisation for payments effected on the system (by no later then 31 March of each year)

Inappropriately expensed amounts using CARA funds are recognised as payables in the statement of financial position. Any unutilised amounts are transferred to retained funds as they are not surrendered to the revenue fund.

3. expenditure

3.1. compensation of employees

3.1.1. Salaries and wages

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

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

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

3.1.2. Social contributions

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

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

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

3.2. Goods and services

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

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



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

3.3. interest and rent on land

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

3.4. Payments for financial assets

Debts are written off when identified as irrecoverable. Debts written-off are limited to the amount of savings and/or underspending 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.

3.5. transfers and subsidies

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

3.6. unauthorised expenditure

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

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

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

3.7. fruitless and wasteful expenditure

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

3.8. irregular expenditure

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



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4. assets

4.1. cash and cash equivalents

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

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

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

4.2. Other financial assets

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

4.3. Prepayments and advances

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

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 potentially irrecoverable are included in the disclosure notes.

4.5. investments

Capitalised investments are shown at cost in the statement of financial position.

Investments are tested for an impairment loss whenever events or changes in circumstances indicate that the investment may be impaired. Any impairment loss is included in the disclosure notes.

4.6. loans

Loans are recognised in the statement of financial position when the cash is paid to the beneficiary. Loans that are outstanding at year-end are carried in the statement of financial position at cost plus accrued interest.

Amounts that are potentially irrecoverable are included in the disclosure notes.



4.7. inventory

Inventories that qualify for recognition must be initially reflected at cost. Where inventories are acquired at no cost, or for nominal consideration, their cost shall be their fair value at the date of acquisition.

All inventory items at year-end are reflected using the weighted average cost or FIFO cost formula.

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 2002 are included in the register R1.

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

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

4.8.2. immovable assets

initial recognitionA capital asset is recorded 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 immovable capital asset is stated at R1 unless the fair value for the asset has been reliably estimated.

Subsequent recognitionWork-in-progress of a capital nature is recorded in the statement of financial performance as “expenditure for capital assets”. On completion, the total cost of the project is included in the asset register of the department that is accountable for the asset.

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



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4.8.3. intangible assets

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

All intangible assets acquired prior to 1 April 2002 can be included in the asset register at R1.

Subsequent expenditureSubsequent expenditure of a capital nature is recorded in the statement of financial performance as “expenditure for capital asset” and is capitalised in the asset register of the department.

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

5. liabilities

5.1. Payables

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

5.2. contingent liabilities

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

5.3. contingent assets

Contingent assets are included in the disclosure notes to the financial statements when it is probable that an inflow of economic benefits will flow to the entity.

5.4. commitments

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

5.5. accruals

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

5.6. Employee benefits

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



5.7. lease commitments

finance leaseFinance leases are not recognised as assets and liabilities in the statement of financial position. Finance lease payments are recognised as an expense in the statement of financial performance and are apportioned between the capital and interest portions. The finance lease liability is disclosed in the disclosure notes to the financial statements.

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

5.8. impairment

The department tests for impairment where there is an indication that a receivable, loan or investment may be impaired. An assessment of whether there is an indication of possible impairment is done at each reporting date. An estimate is made for doubtful loans and receivables based on a review of all outstanding amounts at year-end. Impairments on investments are calculated as being the difference between the carrying amount and the present value of the expected future cash flows / service potential flowing from the instrument.

5.9. Provisions

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

6. receivables for departmental revenue

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

7. net assets

7.1. capitalisation reserve

The capitalisation reserve comprises of financial assets and/or liabilities originating in a prior reporting period but which are recognised in the statement of financial position for the first time in the current reporting period. Amounts are recognised in the capitalisation reserves when identified in the current period and are transferred to the National/Provincial Revenue Fund when the underlying asset is disposed and the related funds are received.

7.2. recoverable revenue

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



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8. related party transactions

Specific information with regards to related party transactions is included in the disclosure notes.

9. Key management personnel

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

10. Public private partnerships

A description of the PPP arrangement, the contract fees and current and capital expenditure relating to the PPP arrangement is included in the disclosure notes.



Notes to the Annual Financial Statements for the year ended 31 March 2012

1. annual appropriation

1.1. annual appropriation

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

2011/12 2010/11final

appropriationactual funds

receivedfunds

not received

appropriationreceived

R’000 R’000 R’000 R’000

Administration 40,112 40,112 - 38,630Civilian Oversight 21,028 21,028 - 87,114Police Relations 88,999 88,999 - -

150,139 150,139 - 125,744

2. Departmental revenue

note 2011/12 2010/11R’000 R’000

Sales of goods and services other than capital assets 2.1 54 43Interest, dividends and rent on land 2.2 1 1Transactions in financial assets and liabilities 2.3 15 61

70 105

2.1. Sales of goods and services other than capital assets

note 2011/12 2010/112 R’000 R’000

Sales of goods and services produced by the departmentSales by market establishment 33 24Other sales 21 19

54 43

2.2. interest, dividends and rent on land

note 2011/12 2010/112 R’000 R’000

Interest 1 11 1



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2.3. Transactions in financial assets and liabilities

note 2011/12 2010/112 R’000 R’000

Receivables 3 61Other Receipts including Recoverable Revenue 12 -

15 61

3. compensation of employees

3.1. Salaries and wages

note 2011/12 2010/113 R’000 R’000

Basic salary 21,707 20,844Performance award 461 17Service Based 95 1,117Compensative/circumstantial 717 938Other non-pensionable allowances 6,064 5,156

29,044 28,072

3.2. Social contributions

note 2011/12 2010/113 R’000 R’000

Employer contributionsPension 2,526 2,446Medical 1,083 1,068Bargaining council 5 5

3,614 3,519

Total compensation of employees 32,658 31,591

Average number of employees 105 107



4. Goods and services

note 2011/12 2010/11R’000 R’000

Administrative fees - 4Advertising 8,349 2,633Assets less then R5,000 4.1 106 69Bursaries (employees) 105 45Catering 3,502 -Communication 4,819 5,340Computer services 4.2 825 544Consultants, contractors and agency/outsourced services 4.3 20,460 23,298Audit cost – external 4.4 1,390 1,561Fleet services 1,633 1,095Inventory 4.5 2,621 8,006Operating leases 4,788 3,555Owned and leasehold property expenditure 4.6 1,126 1,298Transport provided as part of the departmental activities 5,765 2,939Travel and subsistence 4.7 7,289 4,656Venues and facilities 12,041 5,867Training and staff development 2,674 504Other operating expenditure 4.8 32,407 34,055

109,900 95,469

4.1. assets less than r5,000

note 2011/12 2010/114 R’000 R’000

Tangible assetsMachinery and equipment 106 69

106 69

4.2. computer services

note 2011/12 2010/114 R’000 R’000

SITA computer services 778 544External computer service providers 47

825 544



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4.3. consultants, contractors and agency/outsourced services

note 2011/12 2010/114 R’000 R’000

Business and advisory services 3,554 8,670Legal costs 1,472 33Contractors 6,076 14,595Agency and support/outsourced services 9,358 -

20,460 23,298

4.4. audit cost – external

note 2011/12 2010/114 R’000 R’000

Regularity audits 1,390 1,5611,390 1,561

4.5. inventory

note 2011/12 2010/114 R’000 R’000

Food and food supplies 41 91Other consumable materials 315 2,680Stationery and printing 2,265 5,235

2,621 8,006

4.6. Property payments

note 2011/12 2010/114 R’000 R’000

Municipal services 325 205Property maintenance and repairs 496 1,093Other 305 -

1,126 1,298

4.7. travel and subsistence

note 4

2011/12R’000

2010/11R’000

Local 7,251 4,656Foreign 38 -

7,289 4,656



4.8. other operating expenditure

note 2011/12 2010/114 R’000 R’000

Other 32,407 34,05532,407 34,055

The other operating expenditure relates to stipends paid to volunteers.

5. Payments for financial asset

note 2011/12 2010/11R’000 R’000

Other material losses written off 5.1 - 18- 18

5.1. other material losses written off

note 2011/12 2010/115 R’000 R’000

Vehicle accidents and Sundry - 18- 18

6. transfers and subsidies

2011/12 2010/11R’000 R’000

Provinces and municipalities Annex 1A, 3 -Non-profit institutions Annex 1B 289 -Households Annex 1C 173 7Gifts, donation and sponsorships made Annex 1D 1 -

466 7

7. expenditure for capital assets

note 2011/12 2010/11R’000 R’000

Tangible assets 2,215 1,248Machinery and equipment 25 2,215 1,248

Software and other intangible assets - 853Computer software 26 - 853

2,215 2,101



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7.1. analysis of funds utilised to acquire capital assets – 2011/12

voted funds aid assistance

total

R’000 R’000 R’000

Tangible assets 2,215 2,215Machinery and equipment 2,215 - 2,215

2,215 - 2,215

7.2. 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

2,101 - 2,101

8. cash and cash equivalent

note 2011/12 2010/11R’000 R’000

Consolidated Paymaster General Account 903 -Cash on hand 5 5

908 5

9. Prepayments and advances

note 2011/12 2010/11R’000 R’000

Travel and subsistence 161 -161 5



10. receivables

2011/12 2010/11

note

less than one year

one to three years

older than three years total total

R’000 R’000 R’000 R’000 R’000

Claims recoverable 10.1Annex 3

276 - - 276 254

Staff debt 10.2 14 5 19 38 69Other debtors 10.3 47 6 26 79 30

337 11 45 393 353

10.1. claims recoverable

note 2011/12 2010/1110 R’000 R’000

National departments 276 -Provincial departments - 254

276 254

10.2. recoverable expenditure

note 2011/12 2010/1110 R’000 R’000

Disallowances: damages and lossesDisallowances: damages and losses recovered

223 (223)

-

- -

10.3. Staff debt

note 2011/12 2010/1110 R’000 R’000

Sal: Tax debtDebt account

32 6

3336

38 69

10.4. other debtors

note 2011/12 2010/1110 R’000 R’000

Supplier Overpayment 59 12Ex-employee 6 -Sal: Income tax 14 18

79 30



- 85 -

11. voted funds to be surrendered to the revenue fun

note 2011/12 2010/11R’000 R’000

Opening balance (3,442) 2,366Transfer from statement of financial performance 4,900 11,558Voted funds not requested/not received 1.1 - (15,000)Paid during the year - (2,366)

1,458 (3,442)

12. Departmental revenue to be surrendered to the revenue fun

note 2011/12 2010/11R’000 R’000

Opening balance 63 4Transfer from Statement of Financial Performance 70 105Paid during the year (129) (46)

4 63

13. Bank overdraft

note 2011/12 2010/11R’000 R’000

Overdraft with commercial banks - 3,714- 3,714

14. Payables – current

note 2011/12total

2010/11total

Other payables 14.1 - 20- 20

14.1. other payables

note 2011/12 2010/1114 R’000 R’000

SARS - 20- 20



15. Net cash flow available from operating activities

note 2011/12 2010/11R’000 R’000

Net surplus/(deficit) as per Statement of Financial Performance 4,970 11,663Add back non cash/cash movements not deemed operating activities

1,865 (15,487)

(Increase)/decrease in receivables – current (40) (196)(Increase)/decrease in prepayments and advances (161) -Increase/(decrease) in payables – current (20) 20Expenditure on capital assets 2,215 2,101Surrenders to Revenue Fund (129) (2,412)Voted funds not requested/not received - (15,000)

6,835 (3,824)

16. Reconciliation of cash and cash equivalents for cash flow purposes

note 2011/12 2010/11R’000 R’000

Consolidated Paymaster General account 908 (3,714)Cash on hand - 5

908 (3,709)



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Disclosure Notes to the Annual Financial Statements for the year ended 31 March 2012

17. contingent liabilities and contingent assets

17.1. contingent liabilities

note 2011/12 2010/11R’000 R’000

liable to natureHousing loan guarantees Employees Annex 2A 90 90Claims against the department Annex 2B 395 370Other departments (interdepartmental unconfirmed balances) Annex 4 248 226

733 686

17.2. contingent assets

2011/12 2010/11R’000 R’000

Nature of Contingent Asset2,745 -

2,745 -

The above contingent asset relates to the over expenditure on cellphones, where individuals have exceeded the monthly subscription. The cellphone debt disclosed relates to the difference between the budgeted amount of R1.8 million and the actual expenditure incurred of R4.5million This amount also includes the former HOD’s cellphone costs of R6000 which was incurred by the department after she resigned on 30 September 2011.The matter has not yet been investigated and finalised. A debt will then be raised for the confirmed amounts to be recovered for all contingent assets.

18. commitments

note 2011/12 2010/11R’000 R’000

Current expenditureApproved and contracted 1,079 2,380

Capital Expenditure (including transfers)Approved and contracted 227 -

total commitments 1,306 2,380

No commitments are longer than a year



19. accruals

2011/12 2010/11R’000 R’000

Listed by economic classification30 Days 30+ Days total total

Goods and servicesCapital assets

1,121 -

302 -

1,423 -

261065

1,121 302 1,423 2675

By Programme

note 2011/12 2010/11R’000 R’000

Administration 494 819Civilian Oversight 471 1,856Crime Prevention 458 -

1,423 2,675

2011/12 2010/11R’000 R’000

Confirmed balances with other departments Annex 4 4 2174 217

20. Employee benefits

note 2011/12 2010/11R’000 R’000

Leave entitlement 1,444 1,246Service bonus (Thirteenth cheque) 643 594Performance awards 521 -Capped leave commitments 1,240 1,237Other 58 169

3,906 3,246

The leave entitlement and capped leave balances as disclosed above include negative balances. The negative balance totals R17k



- 89 -

21. lease commitments

21.1. operating leases expenditure

2011/12 Buildings and other fixed structures

R’000

Machinery and equipment

R’000

total

R’000Not later than 1 year 4,017 98 4,115Later than 1 year and not later than 5 years 11,017 101 11,118

15,034 199 15,233

2010/11 Buildings and other fixed structures

Machinery and equipment

total

R’000 R’000 R’000

Not later than 1 year - 136 136Later than 1 year and not later than 5 years - 83 83

- 219 219

21.2. finance leases expenditure

2011/12 Machinery and equipment

total

R’000 R’000

Not later than 1 year 946 946Later than 1 year and not later than 5 years 57 57

1,003 1,003

2010/11 Machinery and equipment

total

R’000 R’000

Not later than 1 year 3 3Later than 1 year and not later than 5 years 1,952 1,952

1,955 1,955



22. irregular expenditure

22.1. reconciliation of irregular expenditure

note 2011/12 2010/11R’000 R’000

Opening balanceCurrent year

11,18171,979

4,8276,354

irregular expenditure awaiting condonation 83,160 11,181

Analysis of awaiting condonation per age classificationPrior years 11,181 4,827Current year 71,979 6,354

83,160 11,181

22.2. reconciliation of irregular expenditure

note 2011/12 2010/11R’000 R’000

Opening balance 11,181 4,827Current year 71,979 6,354irregular expenditure awaiting condonation 83,160 11,181

Analysis of awaiting condonation per age classificationCurrent year 71,979

71,979

Irregular expenditure has been incurred due to the non compliance to HR Policy and SCM

23. fruitless and wasteful expenditure

analysis of current year 2011/12

Sim Cards not issued and cancelled 1,0901,090

24. Key management personnel

no. of individuals

2011/12 2010/11

R’000 R’000

Level 15 to 16 1 1,509 1,421Level 14 2 1,721 1,650

3,230 3,071



- 91 -

25. impairment and other provisions

note 2011/12 2010/11R’000 R’000

impairmentDebtors 57 36Other - 453

57 489

26. Movable tangible capital assets

26.1. Movement in Movable tangible capital assets Per asset register for the Year ended 31 March 2012

opening balance

cur Year adj. to

prior year balances

additions Disposals closing Balance

R’000 R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 9,846 (414) 2,150 - 11,582Transport assets 4,200 - 677 - 4,877Computer equipment 2,963 (414) 1,423 - 3,972Furniture and office equipment 2,394 - - - 2,394Other machinery and equipment 289 - 50 - 339

total MovaBle tanGiBle caPital aSSetS 9,846 (414) 2,150 - 11,582

26.2. additions to Movable tangible capital assets per asset register for the Year ended 31 March 2012

cash non-cash (capital wiP 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 2,215 - - (65) 2,150Transport assets 677 - - - 677Computer equipment 1,488 - - (65) 1,423Other machinery and equipment 50 - - - 50

total aDDitionS to MovaBle tanGiBle caPital aSSetS 2,215 - - (65) 2,150



26.3. Movement in Movable tangible capital assets per asset register for the Year ended 31 March 2011

opening balance

additions Disposals closing balance

R’000 R’000 R’000 R’000

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

total MovaBle tanGiBle aSSetS 8,533 1,313 - 9,846

27. intangible capital assets

27.1. Movement in intangible capital assets per asset register for the Year ended 31 March 2012

opening balance

current Year adj. to prior

year balances

additions Disposals closing Balance

R’000 R’000 R’000 R’000 R’000

Computer Software 853 414 - - 1,267

total intanGiBle caPital aSSetS 853 414 - - 1,267

28. Minor aSSetS

28.1. Movement in Minor assets per asset register for the Year ended 31 March 2012

intangible assets Machinery and equipment

total

R’000 R’000 R’000

Opening balance - 2,285 2,285Adj. to prior year balances 30 (40) (10)Additions - 106 106total 30 2,351 2,381


total

R’000 R’000 R’000

Number of R1 minor assets - 1,208 1.208Number of minor assets at cost 11 1,464 1,475total no of Minor aSSetS 11 2,672 2,683



- 93 -

28.2. intangible capital assetsMovement in intangible capital assets per asset register for the year ended 31 March 2012

opening balance

curr year adjustments to prior year

balances

total

R’000 R’000 R’000

Computer software 853 414 1,267

total intanGiBle caPital aSSetS 853 414 1,267

Movement for 2010/11Movement in intangible capital assets per asset register for the year ended 31 March 2011

opening balance additions closing balanceR’000 R’000 R’000

Number of R1 minor assetsNumber of minor assets at cost - 853 853total intanGiBle caPital aSSetS - 853 853

28.3. Movement in Minor assets per asset register for the Year ended 31 March 2011


total

R’000 R’000 R’000

Opening balance - 2,205 2,205Adj. to prior year balances - - -Additions - 80 80total - 2,285 2,285


total

R’000 R’000 R’000

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



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- 97 -

4. HUMAN ReSOURCe MANAgeMeNt

HUMAN ReSOURCe OVeRSIgHt - APRIL 2011 tO MARCH 2012 - 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.

4 reports to SAPS

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

Receipt of complaints

183 Complaints received and processed

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

Establishment of safety structures

11 safety structures established

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

Social crime programs implemented

4 social crime programs rolled out



tABLe 1.2 - Consultation Arrangements for Customers

type of arrangement actual customer Potential customer actual achievementsIzimbizo Communities Independent Complaints

Directorate25 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

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 wellEstablish a help desk at Head Office to include all information about departmental services

The Department has a help desk managed by our Communications team

Conduct Customer Satisfaction Survey and publish it three months after being conducted.

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 published by the Office of the Premier



- 99 -

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0O

ther

adm

inis

trat &

rela

ted

cler

ks a

nd o

rgan

iser

s, P

erm

anen

t 6

60

0O

ther

adm

inis

trativ

e po

licy

and

rela

ted

offic

ers,

Per

man

ent

88

00

Sec

reta

ries

& o

ther

key

boar

d op

erat

ing

cler

ks, P

erm

anen

t 15

1220

0S

enio

r man

ager

s, P

erm

anen

t 15

846

.70

tota

l12

610

615

.930



- 103 -

tAB

Le 4

.1 -

Job

eva

luat

ion

Sala

ry B

and

num

ber

of P

osts

num

ber

of J

obs

eval

uate

d

% o

f Pos

ts

eval

uate

d

num

ber

of P

osts

u

pgra

ded

% o

f u

pgra

ded

Post

s ev

alua

ted

num

ber

of P

osts

D

owng

rade

d

% o

f D

owng

rade

d Po

sts

eval

uate

dLo

wer

ski

lled

(Lev

els

1-2)

1

00

00

00

Con

tract

(Lev

els

1-2)

18

00

00

00

Con

tract

(Lev

els

6-8)

10

00

00

00

Con

tract

(Lev

els

9-12

) 2

00

00

00

Ski

lled

(Lev

els

3-5)

19

00

00

00

Hig

hly

skill

ed p

rodu

ctio

n (L

evel

s 6-

8)

180

00

00

0H

ighl

y sk

illed

sup

ervi

sion

(Lev

els

9-12

) 45

00

00

00

Sen

ior M

anag

emen

t Ser

vice

Ban

d A

80

00

00

0S

enio

r Man

agem

ent S

ervi

ce B

and

B

40

00

00

0S

enio

r Man

agem

ent S

ervi

ce B

and

C

10

00

00

0to

tal

126

00

00

00

TABLE

4.2-Profileofemployeeswho

sepositionswereupgradedduetotheirpo

stsbeingupgraded

Ben

efici

arie

sa

fric

ana

sian

col

oure

dw

hite

tota

lFe

mal

e 0

00

00

Mal

e 0

00

00

Tota

l 0

00

00

Em

ploy

ees

with

a D

isab

ility

0

00

00

tAB

Le 4

.3 -

em

ploy

ees

who

se s

alar

y le

vel e

xcee

d th

e gr

ade

dete

rmin

ed b

y Jo

b e

valu

atio

n [i

.t.o

PSR

1.

V.C

.3]

occ

upat

ion

num

ber o

f em

ploy

ees

Job

eval

uatio

n le

vel

rem

uner

atio

n le

vel

rea

son

for

Dev

iatio

nn

o of

em

ploy

ees

in D

ept

Com

plai

nts

Mon

itor

111

12R

eten

tion

of s

ervi

ce d

one

tota

l 1

Per

cent

age

of T

otal

Em

ploy

men

t 0.

94



TABLE

4.4-Profileofemployeeswho

sesalarylevelexceededthegradedeterm

inedbyjobevaluation

[i

.t.o

. PSR

1.V

.C.3

]

Ben

efici

arie

sa

fric

ana

sian

col

oure

dw

hite

tota

lFe

mal

e 0

00

00

Mal

e 0

00

00

tota

l 0

00

00

Em

ploy

ees

with

a D

isab

ility

0

00

00

tAB

Le 5

.1 -

Ann

ual t

urno

ver

Rat

es b

y Sa

lary

Ban

d

Sala

ry B

and

empl

oym

ent a

t B

egin

ning

of

Perio

d (a

pril

2011

)

app

oint

men

tste

rmin

atio

nstu

rnov

er r

ate

Ski

lled

(Lev

els

3-5)

, Per

man

ent

154

00

Hig

hly

skill

ed p

rodu

ctio

n (L

evel

s 6-

8), P

erm

anen

t 17

10

0H

ighl

y sk

illed

sup

ervi

sion

(Lev

els

9-12

), P

erm

anen

t 35

01

2.9

Sen

ior M

anag

emen

t Ser

vice

Ban

d A

, Per

man

ent

60

00

Sen

ior M

anag

emen

t Ser

vice

Ban

d B

, Per

man

ent

20

00

Sen

ior M

anag

emen

t Ser

vice

Ban

d C

, Per

man

ent

01

00

Sen

ior M

anag

emen

t Ser

vice

Ban

d D

, Per

man

ent

10

110

0C

ontra

ct (L

evel

s 1-

2), P

erm

anen

t 17

1413

76.5

Con

tract

(Lev

els

6-8)

, Per

man

ent

100

00

Con

tract

(Lev

els

9-12

), P

erm

anen

t 2

01

50to

tal

105

2016

15.2



- 105 -

tAB

Le 5

.2 -

Ann

ual t

urno

ver

Rat

es b

y C

riti

cal O

ccup

atio

n

occ

upat

ion

empl

oym

ent a

t B

egin

ning

of

Perio

d (a

pril

2011

)

app

oint

men

tste

rmin

atio

nstu

rnov

er r

ate

Adm

inis

trativ

e re

late

d, P

erm

anen

t 50

1210

20C

omm

unic

atio

n an

d in

form

atio

n re

late

d, P

erm

anen

t 3

22

66.7

Fina

nce

and

econ

omic

s re

late

d, P

erm

anen

t 2

00

0Fi

nanc

ial a

nd re

late

d pr

ofes

sion

als,

Per

man

ent

50

00

Fina

ncia

l cle

rks

and

cred

it co

ntro

llers

, Per

man

ent

20

00

Food

ser

vice

s ai

ds a

nd w

aite

rs, P

erm

anen

t 1

00

0H

ead

of d

epar

tmen

t/chi

ef e

xecu

tive

offic

er, P

erm

anen

t 1

11

100

Hum

an re

sour

ces

& o

rgan

isat

dev

elop

m &

rela

te p

rof,

Per

man

ent

20

00

Hum

an re

sour

ces

cler

ks, P

erm

anen

t 3

12

66.7

Hum

an re

sour

ces

rela

ted,

Per

man

ent

10

00

Info

rmat

ion

tech

nolo

gy re

late

d, P

erm

anen

t 2

11

50Le

gal r

elat

ed, P

erm

anen

t 1

00

0M

esse

nger

s po

rters

and

del

iver

ers,

Per

man

ent

01

00

Oth

er a

dmin

istra

t & re

late

d cl

erks

and

org

anis

ers,

Per

man

ent

60

00

Oth

er a

dmin

istra

tive

polic

y an

d re

late

d of

ficer

s, P

erm

anen

t 7

10

0S

ecre

tarie

s &

oth

er k

eybo

ard

oper

atin

g cl

erks

, Per

man

ent

111

00

Sen

ior m

anag

ers,

Per

man

ent

80

00

tota

l10

520

1615

.2

tAB

Le 5

.3 -

Rea

sons

why

sta

ff ar

e le

avin

g th

e de

part

men

t

term

inat

ion

type

num

ber

Perc

enta

ge

of t

otal

r

esig

natio

ns

Perc

enta

ge

of t

otal

em

ploy

men

tR

esig

natio

n, P

erm

anen

t 2

12.5

1.89

E

xpiry

of c

ontra

ct14

87.5

13.2

1 to

tal

160

15.0

9

Res

igna

tions

as

% o

f Em

ploy

men

t15

.09



tAB

Le 5

.4 -

gra

ntin

g of

em

ploy

ee In

itia

ted

Seve

ranc

e Pa

ckag

es

cat

egor

yn

o of

ap

plic

atio

ns

rece

ived

no

of

appl

icat

ions

re

ferr

ed to

the

MPS

a

no

of

appl

icat

ions

su

ppor

ted

by

MPS

a

no

of P

acka

ges

appr

oved

by

depa

rtm

ent

Low

er S

kille

d (S

alar

y Le

vel 1

-2)

00

00

Ski

lled

(Sal

ary

Leve

l 3-5

) 0

00

0H

ighl

y S

kille

d P

rodu

ctio

n (S

alar

y Le

vel 6

-8)

00

00

Hig

hly

Ski

lled

Pro

duct

ion

(Sal

ary

Leve

l 9-1

2)

00

00

Sen

ior M

anag

emen

t (S

alar

y Le

vel 1

3 an

d hi

gher

) 0

00

0to

tal

00

00

tAB

Le 5

.5 -

Pro

mot

ions

by

Cri

tica

l Occ

upat

ion

occ

upat

ion

empl

oym

ent

at B

egin

ning

of

Per

iod

(apr

il 20

11)

Prom

otio

ns

to a

noth

er

Sala

ry l

evel

Sala

ry l

evel

Pr

omot

ions

as

a %

of

empl

oym

ent

Prog

ress

ions

to

anot

her n

otch

w

ithin

Sal

ary

leve

l

not

ch

prog

ress

ions

as

a %

of

empl

oym

ent

Adm

inis

trativ

e re

late

d 50

00

1122

Com

mun

icat

ion

and

info

rmat

ion

rela

ted

30

00

0Fi

nanc

e an

d ec

onom

ics

rela

ted

20

02

100

Fina

ncia

l and

rela

ted

prof

essi

onal

s 5

00

510

0Fi

nanc

ial c

lerk

s an

d cr

edit

cont

rolle

rs

20

00

0Fo

od s

ervi

ces

aids

and

wai

ters

1

00

00

Hea

d of

dep

artm

ent/c

hief

exe

cutiv

e of

ficer

1

00

00

Hum

an re

sour

ces

& o

rgan

isat

dev

elop

m &

rela

te p

rof

20

02

100

Hum

an re

sour

ces

cler

ks

30

01

33.3

Hum

an re

sour

ces

rela

ted

10

01

100

Info

rmat

ion

tech

nolo

gy re

late

d 2

00

150

Lega

l rel

ated

1

00

00

Oth

er a

dmin

istra

t & re

late

d cl

erks

and

org

anis

ers

60

05

83.3

Oth

er a

dmin

istra

tive

polic

y an

d re

late

d of

ficer

s 7

00

457

.1S

ecre

tarie

s &

oth

er k

eybo

ard

oper

atin

g cl

erks

11

00

654

.5S

enio

r man

ager

s 8

00

787

.5to

tal

105

00

4542

.9



- 107 -

tAB

Le 5

.6 -

Pro

mot

ions

by

Sala

ry B

and

Sala

ry B

and

empl

oym

ent

at B

egin

ning

of

Per

iod

(apr

il 20

11)

Prom

otio

ns

to a

noth

er

Sala

ry l

evel

Sala

ry l

evel

Pr

omot

ions

as

a %

of e

mpl

oym

ent

Prog

ress

ions

to

anot

her n

otch

w

ithin

Sal

ary

leve

l

not

ch

prog

ress

ions

as

a %

of

empl

oym

ent

Ski

lled

(Lev

els

3-5)

, Per

man

ent

150

013

86.7

Hig

hly

skill

ed p

rodu

ctio

n (L

evel

s 6-

8), P

erm

anen

t 17

00

1164

.7H

ighl

y sk

illed

sup

ervi

sion

(Lev

els

9-12

), P

erm

anen

t 35

00

1440

Sen

ior m

anag

emen

t (Le

vels

13-

16),

Per

man

ent

90

07

77.8

Con

tract

(Lev

els

1-2)

, Per

man

ent

170

00

0C

ontra

ct (L

evel

s 6-

8), P

erm

anen

t 10

00

00

Con

tract

(Lev

els

9-12

), P

erm

anen

t 2

00

00

tota

l10

50

045

42.9

tAB

Le 6

.1 -

tota

l num

ber

of e

mpl

oyee

s (i

ncl.

em

ploy

ees

wit

h di

sabi

litie

s) p

er O

ccup

atio

nal C

ateg

ory

(SA

SCO

)

occ

upat

iona

l cat

egor

ies

Mal

e,

afr

ican

Mal

e,

col

oure

dM

ale,

in

dian

Mal

e,

tota

l B

lack

s

Mal

e,

whi

tefe

mal

e,

afr

ican

fem

ale,

c

olou

red

fem

ale,

in

dian

fem

ale,

to

tal

Bla

cks

fem

ale,

w

hite

tota

l

Legi

slat

ors,

sen

ior o

ffici

als

and

man

ager

s, P

erm

anen

t 3

01

41

40

04

09

Pro

fess

iona

ls, P

erm

anen

t 5

13

91

40

04

115

Tech

nici

ans

and

asso

ciat

e pr

ofes

sion

als,

Per

man

ent

261

229

024

22

281

58

Cle

rks,

Per

man

ent

40

15

012

13

160

21E

lem

enta

ry o

ccup

atio

ns, P

erm

anen

t 1

00

10

10

01

02

Oth

er, P

erm

anen

t 0

00

00

10

01

01

tota

l39

27

482

463

554

210

6



tAB

Le 6

.2 -

tota

l num

ber

of e

mpl

oyee

s (i

ncl.

em

ploy

ees

wit

h di

sabi

litie

s) p

er O

ccup

atio

nal B

ands

occ

upat

iona

l Ban

dsM

ale,

a

fric

anM

ale,

c

olou

red

Mal

e,

indi

an

Mal

e,

tota

l B

lack

s

Mal

e,

whi

tefe

mal

e,

afr

ican

fem

ale,

c

olou

red

fem

ale,

in

dian

fem

ale,

to

tal

Bla

cks

fem

ale,

w

hite

tota

l

Top

Man

agem

ent,

Per

man

ent

10

01

00

00

00

1S

enio

r Man

agem

ent,

Per

man

ent

20

13

14

00

40

8P

rofe

ssio

nally

qua

lified

and

ex

perie

nced

spe

cial

ists

and

mid

-m

anag

emen

t, P

erm

anen

t

120

315

112

21

151

32

Ski

lled

tech

nica

l and

aca

dem

ical

ly

qual

ified

wor

kers

, jun

ior m

anag

emen

t, su

perv

isor

s, fo

rem

en, P

erm

anen

t

51

28

06

03

91

18

Sem

i-ski

lled

and

disc

retio

nary

de

cisi

on m

akin

g, P

erm

anen

t 5

01

60

81

110

016

Uns

kille

d an

d de

fined

dec

isio

n m

akin

g, P

erm

anen

t 0

00

00

10

01

01

Con

tract

(Pro

fess

iona

lly q

ualifi

ed),

Per

man

ent

10

01

01

00

10

2

Con

tract

(Ski

lled

tech

nica

l),

Per

man

ent

80

08

02

00

20

10

Con

tract

(Uns

kille

d), P

erm

anen

t 5

10

60

120

012

018

tota

l39

27

482

463

554

210

6

tAB

Le 6

.3 -

Rec

ruit

men

t

occ

upat

iona

l Ban

dsM

ale,

a

fric

anM

ale,

c

olou

red

Mal

e,

indi

an

Mal

e,

tota

l B

lack

s

Mal

e,

whi

tefe

mal

e,

afr

ican

fem

ale,

c

olou

red

fem

ale,

in

dian

fem

ale,

to

tal

Bla

cks

fem

ale,

w

hite

tota

l

Top

Man

agem

ent,

Per

man

ent

10

01

00

00

00

1S

kille

d te

chni

cal a

nd a

cade

mic

ally

qu

alifi

ed w

orke

rs, j

unio

r man

agem

ent,

supe

rvis

ors,

fore

men

, Per

man

ent

10

01

00

00

00

1

Sem

i-ski

lled

and

disc

retio

nary

de

cisi

on m

akin

g, P

erm

anen

t 3

00

20

10

01

04

Con

tract

(Uns

kille

d), P

erm

anen

t 5

10

60

80

08

014

tota

l10

10

100

90

09

020



- 109 -

tAB

Le 6

.4 -

Pro

mot

ions

M

ale,

a

fric

anM

ale,

c

olou

red

Mal

e,

indi

an

Mal

e,

tota

l B

lack

s

Mal

e,

whi

tefe

mal

e,

afr

ican

fem

ale,

c

olou

red

fem

ale,

in

dian

fem

ale,

to

tal

Bla

cks

fem

ale,

w

hite

tota

l

no

data

0

00

00

00

00

00

tAB

Le 6

.5 -

term

inat

ions

occ

upat

iona

l Ban

dsM

ale,

a

fric

anM

ale,

c

olou

red

Mal

e,

indi

an

Mal

e,

tota

l B

lack

s

Mal

e,

whi

tefe

mal

e,

afr

ican

fem

ale,

c

olou

red

fem

ale,

in

dian

fem

ale,

to

tal

Bla

cks

fem

ale,

w

hite

tota

l

Top

Man

agem

ent,

Per

man

ent

00

00

00

01

10

1P

rofe

ssio

nally

qua

lified

and

ex

perie

nced

spe

cial

ists

and

mid

-m

anag

emen

t, P

erm

anen

t

00

11

00

00

00

1

Con

tract

(Pro

fess

iona

lly q

ualifi

ed),

Per

man

ent

00

00

01

00

10

1

Con

tract

(Uns

kille

d), P

erm

anen

t 7

00

60

50

16

013

tota

l7

01

70

60

28

016

tAB

Le 6

.6 -

Dis

cipl

inar

y A

ctio

n

Dis

cipl

inar

y ac

tion

Mal

e,

afr

ican

Mal

e,

col

oure

dM

ale,

in

dian

Mal

e,

tota

l B

lack

s

Mal

e,

whi

tefe

mal

e,

afr

ican

fem

ale,

c

olou

red

fem

ale,

in

dian

fem

ale,

to

tal

Bla

cks

fem

ale,

w

hite

tota

l

tota

l0

00

00

01

00

01



tAB

Le 6

.7 -

Skill

s D

evel

opm

ent

occ

upat

iona

l cat

egor

ies

Mal

e,

afr

ican

Mal

e,

col

oure

dM

ale,

in

dian

Mal

e,

tota

l B

lack

s

Mal

e,

whi

tefe

mal

e,

afr

ican

fem

ale,

c

olou

red

fem

ale,

in

dian

fem

ale,

to

tal

Bla

cks

fem

ale,

w

hite

tota

l

Legi

slat

ors,

Sen

ior O

ffici

als

and

Man

ager

s 0

00

00

00

00

00

Pro

fess

iona

ls

00

00

00

00

00

0Te

chni

cian

s an

d A

ssoc

iate

P

rofe

ssio

nals

0

00

00

00

00

00

Cle

rks

00

00

00

00

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ervi

ce a

nd S

ales

Wor

kers

0

00

00

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00

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Ski

lled

Agr

icul

ture

and

Fis

hery

W

orke

rs

00

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00

00

0

Cra

ft an

d re

late

d Tr

ades

Wor

kers

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00

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nt a

nd M

achi

ne O

pera

tors

and

A

ssem

bler

s 0

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Ele

men

tary

Occ

upat

ions

0

00

00

00

00

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tota

l 0

00

00

00

00

00

Em

ploy

ees

with

dis

abili

ties

00

00

00

00

00

0

tAB

Le 7

.1 -

Perf

orm

ance

Rew

ards

by

Rac

e, g

ende

r an

d D

isab

ility

Dem

ogra

phic

sn

umbe

r of

Ben

efici

arie

sto

tal

empl

oym

ent

Perc

enta

ge

of t

otal

em

ploy

men

tC

ost (

R’0

00)

aver

age

cos

t pe

r Ben

efici

ary

(r)

Afri

can,

Fem

ale

1243

27.9

1 14

2,68

211

,890

Afri

can,

Mal

e 3

368.

33

43,0

7714

,359

Asi

an, F

emal

e 0

50.

00

00

Asi

an, M

ale

46

66.6

7 49

,262

12,3

16C

olou

red,

Fem

ale

33

100.

00

66,9

1822

,306

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oure

d, M

ale

11

100.

00

13,1

9513

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Tota

l Bla

cks,

Fem

ale

1551

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1 20

9,60

013

,973

Tota

l Bla

cks,

Mal

e 8

4318

.60

105,

534

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92W

hite

, Fem

ale

22

100.

00

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9313

,497

Whi

te, M

ale

11

100.

00

35,8

2235

,822

tota

l 26

9726

.80

377,

949

14,5

37



- 111 -

tAB

Le 7

.2 -

Perf

orm

ance

Rew

ards

by

Sala

ry B

and

for

Pers

onne

l bel

ow S

enio

r M

anag

emen

t Se

rvic

e

Sala

ry B

and

num

ber o

f B

enefi

ciar

ies

tota

l em

ploy

men

t

Perc

enta

ge

of t

otal

em

ploy

men

tC

ost (

R’0

00)

aver

age

cos

t pe

r Ben

efici

ary

(r)

Ski

lled

(Lev

els

3-5)

7

1741

.241

,327

5,

904

Hig

hly

skill

ed p

rodu

ctio

n (L

evel

s 6-

8)

718

38.9

72,0

20

10,2

89

Hig

hly

skill

ed s

uper

visi

on (L

evel

s 9-

12)

1232

37.5

264,

602

22,0

50

Con

tract

(Lev

els

1-2)

0

180

0 0

Con

tract

(Lev

els

6-8)

0

100

0 0

Con

tract

(Lev

els

9-12

) 0

20

0 0

tota

l26

9726

.837

7,94

9 14

,537

tAB

Le 7

.3 -

Perf

orm

ance

Rew

ards

by

Cri

tica

l Occ

upat

ion

crit

ical

occ

upat

ions

num

ber o

f B

enefi

ciar

ies

tota

l em

ploy

men

t

Perc

enta

ge

of t

otal

em

ploy

men

tC

ost (

R’0

00)

aver

age

cos

t pe

r Ben

efici

ary

(r)

Adm

inis

trativ

e re

late

d 6

4912

11

3,72

3 18

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omm

unic

atio

n an

d in

form

atio

n re

late

d 0

30

0 0

Fina

nce

and

econ

omic

s re

late

d 2

210

0 31

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15

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Fi

nanc

ial a

nd re

late

d pr

ofes

sion

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55

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92,4

37

18,4

87

Fina

ncia

l cle

rks

and

cred

it co

ntro

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ds a

nd w

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rs

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form

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n te

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logy

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ted

02

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gal r

elat

ed

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esse

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rters

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iver

ers

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ther

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inis

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ted

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ks a

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istra

tive

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y an

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ficer

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reta

ries

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ther

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d op

erat

ing

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ks

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25

20,6

42

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1 to

tal

2697

26.8

37

7,94

9 14

,537



tAB

Le 7

.4 -

Perf

orm

ance

Rel

ated

Rew

ards

(C

ash

Bon

us)

by S

alar

y B

and

for

Seni

or M

anag

emen

t Se

rvic

e

SMS

Ban

dn

umbe

r of

Ben

efici

arie

sto

tal

empl

oym

ent

Perc

enta

ge

of t

otal

em

ploy

men

t

cos

t (R

’000

)

aver

age

cos

t pe

r Ben

efici

ary

(r)

% o

f SM

S w

age

Bill

Pers

onne

l c

ost S

MS

(R’0

00)

Ban

d A

06

00

00

0B

and

B

02

00

00

0B

and

C

01

00

00

0to

tal

09

00

00

0

tAB

Le 8

.1 -

Fore

ign

wor

kers

by

Sala

ry B

and

Sala

ry

Ban

d

empl

oym

ent

at B

egin

ning

Pe

riod

Perc

enta

ge

of t

otal

empl

oym

ent

at e

nd o

f Pe

riod

Perc

enta

ge

of t

otal

cha

nge

in

empl

oym

ent

Perc

enta

ge

of t

otal

tota

l em

ploy

men

t at

Beg

inni

ng

of P

erio

d

tota

l em

ploy

men

t at

end

of

Perio

d

tota

l c

hang

e in

em

ploy

men

t

tota

l0

00

00

00

00

tAB

Le 8

.2 -

Fore

ign

wor

kers

by

Maj

or O

ccup

atio

n

Maj

or

occ

upat

ion

empl

oym

ent

at B

egin

ning

Pe

riod

Perc

enta

ge

of t

otal

empl

oym

ent

at e

nd o

f Pe

riod

Perc

enta

ge

of t

otal

cha

nge

in

empl

oym

ent

Perc

enta

ge

of t

otal

tota

l em

ploy

men

t at

Beg

inni

ng

of P

erio

d

tota

l em

ploy

men

t at

end

of

Perio

d

tota

l c

hang

e in

em

ploy

men

t

tota

l0

00

00

00

00



- 113 -

tAB

Le 9

.1 -

Sick

Lea

ve fo

r Ja

nuar

y 20

11 t

o D

ecem

ber

2011

Sala

ry B

and

tota

l D

ays

% D

ays

with

M

edic

al

Cer

tifica

tion

num

ber o

f em

ploy

ees

usin

g Si

ck

leav

e

% o

f tot

al

empl

oyee

s us

ing

Sick

le

ave

aver

age

Day

s pe

r em

ploy

ee

estim

ated

c

ost

(R’0

00)

tota

l nu

mbe

r of

empl

oyee

s us

ing

Sick

le

ave

tota

l nu

mbe

r of

days

with

m

edic

al

cert

ifica

tion

Ski

lled

(Lev

els

3-5)

79

78.5

1016

.98

2859

62H

ighl

y sk

illed

pro

duct

ion

(Lev

els

6-8)

11

089

.112

20.3

962

5998

Hig

hly

skill

ed s

uper

visi

on (L

evel

s 9-

12)

112

73.2

1932

.26

165

5982

Sen

ior m

anag

emen

t (Le

vels

13-

16)

1172

.72

3.4

629

598

Con

tract

(Lev

els

1-2)

46

82.6

1118

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1059

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ontra

ct (L

evel

s 6-

8)

2395

.73

5.1

811

5922

Con

tract

(Lev

els

9-12

) 18

100

23.

49

1659

18to

tal

399

82.2

5910

07

321

5932

8

tAB

Le 9

.2 -

Dis

abili

ty L

eave

(te

mpo

rary

and

Per

man

ent)

for

Janu

ary

2011

to

Dec

embe

r 20

11

Sala

ry B

and

tota

l D

ays

% D

ays

with

M

edic

al

Cer

tifica

tion

num

ber o

f em

ploy

ees

usin

g D

isab

ility

le

ave

% o

f tot

al

empl

oyee

s us

ing

Dis

abili

ty

leav

e

aver

age

Day

s pe

r em

ploy

ee

estim

ated

c

ost

(R’0

00)

tota

l nu

mbe

r of

days

with

m

edic

al

cert

ifica

tion

tota

l nu

mbe

r of

empl

oyee

s us

ing

Dis

abili

ty

leav

eS

kille

d (L

evel

s 3-

5)

1410

01

2014

514

5H

ighl

y sk

illed

pro

duct

ion

(Lev

els

6-8)

15

100

240

89

155

Hig

hly

skill

ed s

uper

visi

on (L

evel

s 9-

12)

110

01

201

11

5S

enio

r man

agem

ent (

Leve

ls 1

3-16

) 1

100

120

13

15

tota

l31

100

510

06

1831

5



tAB

Le 9

.3 -

Ann

ual L

eave

for

Janu

ary

2011

to

Dec

embe

r 20

11

Sala

ry B

and

tota

l Day

s ta

ken

aver

age

days

pe

r em

ploy

ee

num

ber o

f em

ploy

ees

who

to

ok le

ave

Ski

lled

(Lev

els

3-5)

33

520

17H

ighl

y sk

illed

pro

duct

ion

(Lev

els

6-8)

37

722

17H

ighl

y sk

illed

sup

ervi

sion

(Lev

els

9-12

) 74

721

35S

enio

r man

agem

ent (

Leve

ls 1

3-16

) 14

616

9C

ontra

ct (L

evel

s 1-

2)

237

927

Con

tract

(Lev

els

6-8)

88

118

Con

tract

(Lev

els

9-12

) 17

92

tota

l19

4717

115

tAB

Le 9

.4 -

Cap

ped

Leav

e fo

r Ja

nuar

y 20

11 t

o D

ecem

ber

2011

Sala

ry B

and

tota

l day

s of

ca

pped

leav

e ta

ken

aver

age

num

ber

of d

ays

take

n pe

r em

ploy

ee

aver

age

capp

ed

leav

e pe

r em

ploy

ee a

s at

31

Dec

embe

r 20

11

num

ber o

f em

ploy

ees

who

took

c

appe

d le

ave

tota

l num

ber o

f ca

pped

leav

e av

aila

ble

at 3

1 D

ecem

ber 2

011

num

ber o

f em

ploy

ees

as a

t 31

Dec

embe

r 20

11H

ighl

y sk

illed

sup

ervi

sion

(Lev

els

9-12

) 20

2058

192

116

tota

l20

2058

192

116

tAB

Le 9

.5 -

Leav

e Pa

yout

s

rea

son

tota

l am

ount

(R

’000

)n

umbe

r of

empl

oyee

sav

erag

e Pa

ymen

t pe

r em

ploy

ee (r

)Le

ave

payo

ut fo

r 201

1/12

due

to n

on-u

tilis

atio

n of

leav

e fo

r the

pre

viou

s cy

cle

421

42,0

00

Cap

ped

leav

e pa

yout

s on

term

inat

ion

of s

ervi

ce fo

r 201

1/12

52

226

,000

to

tal

943

31,3

33



- 115 -

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

tABLe 10.2 - Details of Health Promotion and HIV/AIDS Programmes [tick Yes/No and provide required information]

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.

Yes Mrs FTC Mokhohlouloane: Senior Manager: Corporate Services

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

No 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 service provider

3. Has the department introduced an Employee Assistance or Health Promotion Programme for your employees? If so, indicate the key elements/services of the programme.

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

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.

Yes 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 Mokhohlouloane (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.

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



Question Yes no Details, if yes6. 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.

Yes 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.

Yes No feedback has been received from employees. However, there is generally a good uptake on VCT when provided at events

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

Yes 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

tABLe 11.2 - Misconduct and Discipline Hearings Finalised

outcomes of disciplinary hearings number Percentage of total total

total 1 100 1

tABLe 11.3 - types of Misconduct Addressed and Disciplinary Hearings

type of misconduct number Percentage of total total

Fraud 1 100 1total 1 100 1



- 117 -

tABLe 11.4 - grievances Lodged

number of grievances addressed number Percentage of total

Not resolved 4 80Resolved 1 20total 5 0

tABLe 11.5 - Disputes Lodged

number of disputes addressed number % of totalUpheld 0 0Dismissed 0 0total 0

tABLe 11.6 - Strike Actions

Strike actions totalTotal number of person working days lost 0Total cost(R’000) of working days lost 0Amount (R’000) recovered as a result of no work no pay 0

tABLe 11.7 - Precautionary Suspensions

Precautionary Suspensions totalNumber of people suspended 0Number of people whose suspension exceeded 30 days 0Average number of days suspended 0Cost (R’000) of suspensions 0



TABLE12.1-TrainingNeedsidentified

occupational categories Gender employment learnerships

Skills Programmes & other short

courses

other forms of training

total

Legislators, senior officials and managers

Female 4 0 0 0 0

Male 5 0 0 0 0Professionals Female 5 0 0 0 0 Male 10 0 0 0 0Technicians and associate professionals

Female 29 0 0 0 0

Male 29 0 0 0 0Clerks Female 17 0 0 0 0 Male 5 0 0 0 0Service and sales workers Female 0 0 0 0 0 Male 0 0 0 0 0Skilled agriculture and fishery workers

Female 0 0 0 0 0

Male 0 0 0 0 0Craft and related trades workers

Female 0 0 0 0 0

Male 0 0 0 0 0Plant and machine operators and assemblers

Female 0 0 0 0 0

Male 0 0 0 0 0Elementary occupations Female 1 0 0 0 0 Male 1 0 0 0 0Gender sub totals Female 56 0 0 0 0 Male 50 0 0 0 0total 106 0 0 0 0



- 119 -

tABLe 12.2 - training Provided

occupational categories Gender employment learnerships

Skills Programmes & other short

courses

other forms of training

total

Legislators, senior officials and managers

Female 4 0 0 0 0

Male 5 0 0 0 0Professionals Female 5 0 0 0 0 Male 10 0 0 0 0Technicians and associate professionals

Female 29 0 0 0 0

Male 29 0 0 0 0Clerks Female 17 0 0 0 0 Male 5 0 0 0 0Service and sales workers Female 0 0 0 0 0 Male 0 0 0 0 0Skilled agriculture and fishery workers

Female 0 0 0 0 0

Male 0 0 0 0 0Craft and related trades workers

Female 0 0 0 0 0

Male 0 0 0 0 0Plant and machine operators and assemblers

Female 0 0 0 0 0

Male 0 0 0 0 0Elementary occupations Female 1 0 0 0 0 Male 1 0 0 0 0Gender sub totals Female 56 0 0 0 0 Male 50 0 0 0 0total 106 0 0 0 0

tABLe 13.1 - Injury on Duty

nature of injury on duty number % of totalRequired basic medical attention only 1 100Temporary Total Disablement 0 0Permanent Disablement 0 0Fatal 0 0total 1



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

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

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

Project titlePercentage

ownership by HDI groups

Percentage management by

HDI groups

number of consultants

from HDI groups that work on the

projectCareways 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

rand

N/A

total number of projects total individual consultants

total duration: work days

total contract value in rand

N/A

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

Project titlePercentage

ownership by HDI groups

Percentage management by

HDI groups

number of consultants

from HDI groups that work on the

projectN/A



- 121 -

5. OtHeR INFORMAtION

5.1. acronyms

Mec Member of the Executive CouncilHOD Head of Departmentcfo Chief Financial OfficerSDe Service delivery evaluationPfMa Public Finance Management ActPSc Public Service CommissionaG Auditor-GeneralBufac Building a United Front against CrimevScPP Volunteer Social Crime Prevention Projectfifa Federation of International Football AssociationsciDP Communities in DialogueJcPS Justice Crime Prevention and SecuritycPf Community Police ForumcSf Community Safety ForumiYDS Integrated Youth Development Strategyfet Further Education and TrainingafS Annual Financial Statements

5.2. list of contact details

Office Designation contact DetailsOffice of the MEC

Mr T W MchunuMEC: Transport, Community Safety and Liaison

Tel: 033-355 8600Fax: 033-342 8824

Office of the HOD

Mr V R BhenguHead of Department

Tel: 033-341 9300Fax:033-342 6345



NOteS



- 123 -

NOteS



ANNUAL REPORT2011/12


ANNUAL REPORT2011-2012

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: 114/2012ISBN NUMBER: 978-0-621-40839-3

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2011-2012



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

Community Safety AR 2012

Documents

voluntary community

community based structures

liaisonprovince of kwazulu

community policing fora

justice crime prevention

liaison kwazulunatalwe

people of kwazulunatal

police service act