A summary of this committee meeting is not yet available.
PROVINCIAL AND LOCAL GOVERNMENT PORTFOLIO COMMITTEE
23 August 2005
LOCAL GOVERNMENT SETA, MUNICIPAL METRO POLICE SERICES AND SAPS PROGRESS REPORTS: BRIEFINGS
Chairperson: Mr M Lekgoro (ANC)
Documents handed out:
LGSETA Annual Report and briefing
LGSETA PowerPoint presentation
City of Cape Town Police briefing
Ekurhuleni Metropolitan Police briefing
Nelson Mandela Bay Police briefing
Citizen Participation in local government (see appendix)
Durban Metro Police briefing:
Ethikwini Municipal Area
Presentation to Portfolio Committee on Durban Metro Police
Year Comparison Running Metro Statistics
Monthly Enforcement Statistics for the Year 2005
Johannesburg Metro Police briefing [email email@example.com for downloading problems]
SAPS Forum on Safety and Security briefing
The Local Government Sector Education and Training Authority (LGSETA), as well as the Ekurhuleni, Cape Town, Nelson Mandela, Durban and Johannesburg Metropolitan Police Services and the South African Police Services, briefed the Committee. The LGSETA provided reasons for its re-registration and renewed faith from the executive. Contributions towards the EPWP and Project Consolidate were outlined and strategies to improve performance were presented.
Members asked various questions including reasons for new support, the placing of trained individuals in underresourced areas, the types of service providers employed by the SETA, whether the SETA continued to interact with programme ‘dropouts’, the role of the Leadership Academy, the use of Parliamentary Constituency Offices to assist activities, and the importance of Integrated Development Programmes (IDPs) in determining training needs.
The various municipal police services and SAPS representatives provided detail on the role of municipal policing within general crime prevention. Joint operation details were presented and achievements listed. The current relationship with the SAPS was explained and the importance of co-ordinating forums highlighted. National crime prevention strategies should be conducted in a pro-active manner. Members asked certain questions about the role of the National Commissioner, the importance of safety and security issues in IDPs, alignment between the SAPS and municipal services, the nature of training between the two streams, the percentage of municipal budget allocated to municipal policing, the visibility of municipal police services, and the necessity for Disaster Management Plans at the municipal level.
Local Government SETA briefing
Mr W Nkosi (CEO) provided background on the formation of the LGSETA focused on improving skills capacity within the Local Government sector. It had underestimated the challenge in the beginning and poor results had been attained. The LGSETA had assumed the functions of the old training board. It concentrated on existing municipal employees and newly recruited members to ensure high delivery standards and adequate skills. The Minister of Labour sent a letter to the LGSETA last year seeking explanations for the underperformance and requesting an immediate improvement in standards. A strategic document would be presented to Members in due course. The provision of skills training to potential municipal employees was a difficult task. The previous year had been a year of consolidation to remove inefficiencies and improve activities.
Highlights were elucidated including the presence of 25 registered learnerships. The training of traditional leaders would be undertaken after initial research. The LGSETA had to increase training capacity through accreditation of service providers. It participated in government strategic projects and Department of Provincial and Local Government (DPLG) initiatives such as the Local Government Leadership Academy. 1500 municipal employees would be trained within the Expanded Public Works Programme. Project Consolidate had indicated significant skills shortages within Local Government. Detail on current revenue was provided including income from the National Skills Fund, the Skills Development Levy and various donor funds. The Mandatory Grants disbursed R64 million linked to the creation of work place skills plans within municipalities and the provision of implementation reports. Plans had been produced in most cases but implementation lagged behind. The LGSETA would consider strategies to improve plan implementation. Staff shortages had to be overcome through increased financial resources. Reserves stood at R1 million due to SARS readjustments. EPWP projects involving the authority were explained and detail on training programmes provided. Challenges and opportunities were outlined. The authority sought to achieve qualitative changes within the target sector and promote its relevance and success as a training provider. Training programmes would have to be aligned to the existing legislative framework. Strategies would be devised in accordance with DPLG criteria and needs.
Mr P Smith (IFP) referred to the past poor performance of the SETA and asked how the turnaround in executive support for the authority had occurred. Clarity was sought on the procedure to declare incompetent assessors and why only 54 of 540 had been passed. He asked whether the remainder could be regarded as incompetent. Administration costs amounting to 11% of total budget did not appear unreasonable and future staff increases would necessitate an increase in budget to the detriment of other functions such as service providers. Detail was sought on the level of improvement enjoyed by the authority and how the advances could be measured to facilitate oversight.
Mr S Mashudulu (ANC) stated that the impact assessment of the authority had to be based on a training needs analysis. The context of operation had to be understood in order to evaluate performance. Training expenditure would be wasted if individuals were placed in underresourced areas. Training had to impact on service delivery in order to be effective. Rural areas should also benefit from training initiatives. The types of service providers employed could impact negatively on the overall efficacy of programmes. He asked for a list of service providers to be provided to Members. Detail on community development workers was also required. Grade 12 graduates should be considered for extensive leanership programmes to contribute to job creation. He asked what changes the authority had introduced to enable re-registration and executive approval and what standards had been set.
Mr Nkosi responded that the SETA's forerunner had not formalised basic organisational principles and had functioned in an incompetent manner for the initial two years. Management had not assumed responsibility for performance and limited resources had been available. Gradually assistance was sourced and new strategies devised. The Minister was convinced of improvements and a five-year plan was put in place. The authority wanted to move forward and concentrate on future improvements. Service providers responded slowly to requests for registration. The SETA would attempt to use newly formed service providers in disadvantaged areas and discourage continuous use of well-established entities. However, certain new service providers displayed capacity weaknesses that had to be considered. A Service Level Agreement had been signed with DPLG to set standards and ensure measurement of success.
Skills development needs had to be identified at a senior level to ensure relevance and to provide a meaningful standards framework for the authority. Methods of evaluation had to focus on numbers but should be linked to quality assessment to ensure meaningful statistics. Municipalities should formulate competent needs analysis plans. Quality assurance had to improve at the local government level. More service providers had to be identified through extended advertisement and municipal involvement. The list of community workers would be provided to Members. The 54 competent assessors was an inadequate success rate that would be improved. The authority required two additional provincial managers to oversee service providers and ensure quality assurance.
The Chairperson stated that the 160 dropouts in training were excessive, and an explanation was sought on reasons for the poor results. A plan had to be devised to reduce the wastage of resources. The interface between the SETA and municipalities had to be enhanced to ensure competent needs analysis and training programmes. Municipal capacity to devise work place skills needs had to be improved.
Ms M Gumede (ANC) asked whether the dropouts from training programmes were abandoned by the SETA without any further interaction. She asked how the suitability of candidates for training was determined. Rural areas contained untrained individuals that could not render adequate service delivery. A breakdown of trained individuals was requested to determine gender differentiation and numbers per province. Lack of activity in certain provinces had to be explained. She asked whether a uniform approach to training for all provinces existed. The SETA had to follow-up on the performance of community workers to determine efficacy.
Ms L Mashiane (ANC) asked who was trained at the Leadership Academy and whether the Department of Environmental Affairs and Tourism (DEAT) was involved in EPWP activities. She asked whether duplication occurred in programme implementation.
Mr W Doman (DA) sought clarity on training programmes designed to train 1200 engineers and whether the activity was included within the EPWP. He asked what success had been achieved in this regard. Further detail on the Leadership Academy was requested. The relationship between SALGA and the SETA had to be elaborated to determine training priorities. The failure of municipalities to claim monies owed to them should be explained. He asked whether the SETA focused on management training needs.
Mr Nkosi replied that the practice in the past to focus on lower employee levels would be adjusted to provide more training for managers. Plans would be formulated in co-operation with DPLG to ensure relevance. SALGA was one stakeholder within the SETA and could determine its own needs where necessary and undertake specific actions separate from the SETA. The failure of municipalities to implement training resulted in low claims. Training needs and implementation reports had to be produced to qualify for grant allocations. SALGA would play a role in instructing municipalities on the correct procedure and trade unions should continue to pressure local authorities to comply. Mayors should also monitor the process to ascertain progress. The Department of Public Works managed the EPWP and the emphasis was on manual labour and job creation. The role of DEAT in the EPWP would be determined and a response forwarded to Members. A Memorandum of Understanding existed with DPW and the Construction SETA regarding the EPWP. The Academy was intended to train senior staff and improve municipal management by providing a new perspective on local government.
Mr M Swathe (DA) asked why a small group of assessors had been declared competent. He asked if specific training was provided to municipalities on Municipal Infrastructure Grant (MIG) allocation. Project Consolidate aimed to acquire skilled personnel from outside the ranks of SETA trained individuals. He asked what impact this would have on the SETA and whether the SETA was providing good quality service.
Mr B Solo (ANC) agreed that the provision of quality services was crucial and a balance between numbers analysis and a qualitative assessment was necessary. Some inadequate training was occurring and a proper assessment of candidates should be a prerequisite to avoid high failure rates. Sound results in the community workers sector had been achieved. Parliamentary Constituency Offices should be utilised to enhance programmes in rural areas. The Committee should meet with SALGA, the SETA and trade unions to acquire an objective assessment of service delivery. Conflicting accounts tended to arise from various quarters that confused the issue. The attitudes of service providers were poor in certain instances and Batho Pele principles had to apply and be reinforced.
Mr Nkosi welcomed an envisaged meeting with the stakeholders and the Committee to discuss priorities and actions. The assessment of candidates took place in collaboration with the service providers. The SETA would attempt to persuade individuals that wanted to opt out to remain within the programme as the money had already been transferred to the service provider. People had to be committed to the objectives of the programme to reduce the drop out rate. The allowance provided to trainees tended to attract people desperate for some form of income.
The SETA trained Skills Development Facilitators within each municipality to improve skills needs programmes. Capacity to determine needs had to be increased. A scarce skills programme was in place with the Department of Labour to identify needs and provide training. Training committees within municipalities were not functioning at the optimum level and tended to be treated as bargaining chips in labour disputes with unions. A review of the Sector Skills Plan was underway. The plan arose from work place needs documents. An improved document would be produced at the end of September. R12.5 million would be used to train people with disabilities and suitable and competent service providers would be employed to fulfil the function. Community workers would be linked to constituency offices to promote efficacy in delivery. Ward committees and traditional leaders would also be included in the SETA's business plan.
Ms Mashiane referred to illegal transgressions within municipalities, in relation to revenue management and patterns of expenditure. She asked what could be done to correct the anomalies. The municipalities had to raise their levels of accountability and produce needs analysis and implementation plans in a comprehensive manner. The larger municipalities should meet with the Committee and debate strategies to improve performance and encourage skills development. Officials within municipalities should receive adequate training despite the attitudes of senior management.
Mr Mshudulu reiterated the dilemma of poor resources within local government adversely affecting the impact of training initiatives and expenditure. He asked whether the Committee could be involved in the exercise to review workplace skills plans and if Members could receive copies of the SETA programme outlines. Members sat on other forums such as Parliamentary Constituency Office forums and relevant information could be disseminated to important roleplayers thereby assisting the SETA. Community participation in programmes could be enhanced and support generated. Transparency would contribute towards meaningful strategy plans. Members should engage with municipal training committees to assess the level of understanding for skills development.
Mr Nkosi replied that the SETA had a strong relationship with Further Education and Training (FET) colleges in all provinces and more partnership would be forged. He noted a concern that grants paid back to municipalities for training costs tended to be absorbed into other functions to the detriment of training needs. The monies allocated should be reserved for training requirements only. Corrective measures should be designed to address the pooling of resources.
Ekurhuleni Metropolitan Police briefing
Mr R McBride (Chief of Police) provided an account of law enforcement activities within the Metro jurisdiction. No distinction existed between traffic enforcement and general law enforcement. Statistics on traffic policing were presented and appropriate methods to achieve sound results elucidated. A clear policy on by-laws enforcement was needed to reduce tensions. Statistics on crime prevention arrests and recoveries were enunciated. The division had enjoyed success in reducing narcotics and curtailing criminal syndicate activity. 94 taxis had been impounded and 9 taxi drivers arrested. 40 most wanted criminals had been arrested as part of a joint operation with the SAPS. Community partnerships would be encouraged to reduce social crime. Details on various projects were provided including a demilitarisation programme, a safer city strategy and safer homes for street kids. Public liaison with taxi associations, hostels and community police forums remained a priority. The relationship with the SAPS would be intensified in the interests of crime prevention. The disciplinary code would be more aligned with the current SAPS code. The SAPS Act should be amended to remove hindrances to the appointment of municipal police chiefs so that ‘outsiders’ could be recruited to enhance capacity.
Cape Town City Police Services briefing
Mr B Jonas (Chief of Police) referred to the National Forum that co-ordinated metropolitan police activities and programmes. The strategic mandate was outlined and the strategic overview explained. The strategic plan was incorporated within the City Council's Integrated Development Plan (IDP) to facilitate alignment of municipal priorities. Public transport had been identified as a key issue that would be improved. The service would be continuously monitored to maintain standards and objectives. Communication with the general public would be enhanced and the relationship with the SAPS improved. The community police board sought to strengthen grassroots input. The relationship with Area Police Boards and the SAPS provincial priority committees was elucidated.
Nelson Mandela Metropolitan Police briefing
Mr H Totoyi (Traffic Chief) stated that the police unit sought to enhance quality of life within their jurisdiction and contribute to crime prevention. The adequate provision of funding remained a concern and other requirements were explained. Joint operations were conducted with the SAPS while the unit enforced certain by-laws. The sharing of information was encouraged such as the establishment of roadblocks and crime prevention activities. Preparations would be made within communities for the release of prisoners. Volunteers were employed in stations to promote safer schools and 84 social crime prevention volunteers had been appointed. A Security Master Plan would be implemented in due course.
Johannesburg Metropolitan Police briefing
Mr C Ngcobo (Police Chief) elaborated on the relationship with the SAPS and defined the legal mandate of the unit. Details on particular operations were presented such as Operation Josi that targeted business licenses and hawkers. Steps to improve management accountability were outlined and infrastructure statistics provided. An assessment of the unit's impact had been conducted. Preparations for the 2010 Soccer World Cup would be a priority. An increase in personnel would be required to meet demand. Challenges and strategic plans were explained.
Durban Metropolitan Police briefing
Mr M Nzama (Police Chief) outlined the purpose statement and described the major crimes experienced within the Metro. Illegal trading would be targeted to remove criminal elements associated with the practice. A sub-committee was in place to enhance management accountability and promote gender equality.
Mr S Mshudulu (ANC) noted that deficiencies in structure and funding had been identified two years ago within the Nelson Mandela Metro and improvements recommended. However, little progress in certain areas had been achieved and clarity was sought on contributing factors. Priorities should be determined in accordance with existing IDPs within the Metro and had to be consistent with national priorities. A lack of implementation in certain sectors was evident. The IDP should be aligned to the Provincial Growth Strategy and the National Crime Prevention Strategy. He asked whether a security cluster was in place.
Mr Totoyi replied that the improved quality of life for citizens remained a priority that was included in the IDP and the Business Plan. The IDP and the budget had to be aligned to improve implementation. Crime prevention strategies were contained within the IDP and traffic officers played a role in crime prevention. Municipal courts had been established in two locations that enforced by-laws in various sectors. Certain by-laws were enforced by other entities such as housing and health inspectors in place of municipal police involvement. A municipal police force was needed to promote safety and security despite the current small budget allocated to the existing force. Additional by-laws should be created to implement crime prevention objectives. The establishment of a municipal force had been temporarily shelved due to other pressing concerns within the municipality. The process to convert traffic officials into municipal officers had begun and 60 officers would be deployed within a proper structure. The Committee's support to create a municipal police force within the Metro would be constructive.
Mr Mshudulu asserted that all IDPs should contain a Disaster Management Plan and Members could assist in ensuring the adoption of such a plan if required. The national and provincial departments should assist in this regard. The IDP should focus on security issues to promote implementation.
Mr Totoyi responded that a Disaster Management Plan was in place and would be adopted before the end of September 2005. The National Treasury insisted upon such a plan in order to transfer funds in excess of R200 million. The incidence of crime had reduced across all stations. For example, only one robbery had occurred along the beachfront during the past festive season. A joint operation with the SAPS had facilitated the improved figures due to an increased police presence. A Community Safety Forum had been launched in 2002 and had contributed to lower crime figures.
The Chairperson asked for detail on gender equality within the unit. Mr Totoyi replied that one female senior superintendent was employed and 40 female traffic officers were currently in service. The training of women would be improved to promote further integration. The target was to attain a 35% female component within the top structures. Details on the organisational structure would be provided to Members.
SA Police Service briefing
Commissioner T Geldenhuys provided background information on the creation of municipal police services. A National Police Service Forum had been established that contained key stakeholders such as the Independent Complaints Directorate and the Secretary for Safety and Security. Provincial MECs established municipal services in consultation with the National Police Commissioner. The municipal police services remained under the control of the relevant Council and the respective Chiefs had to provide Policy Plans on an annual basis to the SAPS. The plans had to link with the provincial policing plan. Strategic plans were developed in collaboration with municipal services. The SAPS Amendment Act of 1998 had created Crime Combating Forums and Co-ordinating Committees. Metropolitan police services were represented on various SAPS structures. Traffic enforcement played an important role in crime prevention. The establishment of municipal police units at the District Municipal level was problematic due to finance concerns. The National Commissioner had to bear overall responsibility for national policing but authority over municipal services was uncertain. Political guidance was required to clarify the role of the National Commissioner within Metro Police Services.
Commissioner A Mmutle (Head of Partnership Policing) presented detail on the current relationship between Metros and the SAPS. The relationship was governed by national government programmes, community police forums and Presidential directives. Partners had to be informed of national government priorities and the Department of Safety and Security budget vote to specify requirements. Various strategies were in place to combat and prevent crime and municipal services would be provided with important information. Disaster management required co-operation with the SAPS and Metros. The SAPS would seek to create an enabling environment to assist Municipal services in attaining national objectives. Policy obstacles would be removed and a clear operational strategic direction identified. Co-ordinating committees had to be effective and national police standards should be adhered to. Pro-active measures would characterise national crime prevention strategies to prevent outbreaks of criminal activity and maintain law and order. Relevant crime prevention plans would be devised based on a sharing of information. The SAPS would ensure that suitable individuals were appointed as municipal Chiefs.
Mr Smith asked whether one national police service was in place that included the various municipal forces. The role of the National Commissioner with regard to municipal services should be clarified as the SAPS seemed to impose standards onto municipal units. Municipal services appeared to be engaged in combating activity that theoretically was the preserve of the SAPS. He asked whether some duplication was occurring. Clarity was sought on the origins of Memorandums of Understanding between the SAPS and municipalities. Corruption within Metro Police divisions was linked to the failure to wear nametags and clarity was sought on the official position regarding nametags.
The Chairperson asked whether the alignment process of the SAPS and municipal police services was in accordance with general alignment activity within the public sector. Alignment would improve efficacy and service delivery.
Mr Mshudulu asked whether poor service delivery from municipal police could be reported to the ICD. A flexible approach to the movement of criminals had to prevail so that municipalities could pursue criminals in other jurisdictions. Duplication and rivalry between municipal services had to be discouraged and the perception of municipal officers amongst communities should be enhanced.
Ms M Sotyu (ANC) asked which entities were responsible for municipal police training and whether the training was similar to the SAPS. Clarity was sought on the role of the ICD in municipal police misconduct cases as compared to internal affairs sections within municipalities. The priorities of municipal police services had to be aligned to SAPS priorities. Political intervention was required to resolve any confusion around the integration of the two police forces.
Mr Doman asked what percentage of the total municipal budget was allocated towards the municipal police services. Safety and security was an important function but other municipal priorities should not be neglected. He asked whether municipalities provided insurance cover to municipal police officers. The level of training across all municipal police services had to be standardised.
Mr McBride responded that the official integration of the SAPS and municipal services would be welcomed and an appropriate model had been formulated to achieve this objective. Municipal police services did not investigate crime that remained a SAPS responsibility. Municipal police had a duty to apprehend suspects and therefore certain aspects of combating crime could not be excluded from crime prevention. Legislation provided for cross-border pursuits into neighboring jurisdictions where necessary. Municipal officers had to act when crime occurred in their presence. Various operations had encouraged the cross-border movement of personnel to apprehend wanted criminals such as the naming of the 200 most wanted individuals.
Municipalities would welcome more contact and direct instructions from the National Commissioner. The recognition of municipal ranks would contribute to uniformity and develop a workable hierarchy. The municipal police budget was sourced from the Public Safety cluster and specifics were difficult to ascertain. Additional funding from the national Department would enhance specific policing capabilities. Municipal and SAPS priorities had to be aligned with national priorities.
Mr Nzama responded that needs determined the types of training provided for the respective police services. For example, the Municipal services focus on traffic required specific training as opposed to standard SAPS training. Metro police officers would receive a portion of SAPS and municipal traffic training. Each Metro had separate training academies that adhered to a national standards framework. A new training format would be introduced in the short term. The failure to wear nametags within the municipal services ranks was viewed as an omission rather than a criminal act. Legislation should be amended to correct the current approach to nametags. Internal affairs divisions were present within all Metros composed of specialists in various fields to provide advice to Councils when required. Levels of corruption within municipal services were a problem that had to be addressed. The tendency for small budget percentages towards municipal services resulted in inferior service delivery in certain areas.
Mr C Ngcobo stated that the Johannesburg Metro police service received R732 million out of R16 billion in the annual budget allocation. Revenue was generated from licensing fees, fines and rates payments. The wearing of tags was compulsory for members within the Metro and was strictly enforced. The ICD would receive reports if municipal officers engaged in excessive or incorrect use of force or where a civilian death occurred.
Mr Jonas stated that alignment issues were dealt with through interaction between police chiefs and participation within specific forums such as the National Municipal Police Service Forum. Annual municipal police plans were submitted to the National Commissioner and IDPs had to be consulted to determine needs.
Commissioner Mmuntle stated that a culture of respect for the law had to be nurtured at the community level and public perceptions towards police officers in general had to be enhanced. Pro-active policing would contribute towards improved perceptions. Gaps between the SAPS and municipal police services would be closed in future. Forums would assist in promoting co-operation and partnership. Municipal services could cross boundaries in the pursuit of suspects and agreements could be established between municipalities to facilitate mobility. An integrated approach to training would heighten service delivery and improve capability. The continued value of community police forums should be reconsidered in relation to crime prevention.
Commissioner Geldenhuys added that co-operation structures were in place to guide interaction between the SAPS and each municipal police entity. The submission of annual plans at a central level would counter dangers of duplication and wasted resources. Crime combating remained a vague term although crime prevention did contribute towards the general concept. The lack of investigative functions for municipal entities avoided extensive problems and the SAPS should continue to hold a monopoly over investigatory activities. The new municipal police services had to be professional to address past perceptions. Research showed that traffic vehicles did not possess the same deterrent factor as police vehicles. Municipal services would focus on specialised traffic policing while the SAPS would concentrate on criminal investigations. The National Forum would consider appropriate methods to reduce domestic violence. Misconduct within SAPS ranks was investigated internally while criminal acts received attention from the ICD. Disciplinary structures and systems would be aligned between the two streams. Discipline within the SAPS was of cardinal importance.
Ms Mashiane referred to examples of poor discipline within SAPS ranks and asked what steps could be taken to reduce indiscretions. Cases submitted to the SAPS from municipal services for further investigation were delayed to the detriment of justice.
Mr M Phadagi (ANC) asserted that various municipal police services were less visible and active than others and improvements should be initiated.
Mr Smith sought clarity on the relationship between municipal police services and Councils and the level of independence enjoyed by the former.
Mr B Solo (ANC) asked whether municipal police divisions received the necessary levels of support from the SAPS to align functions and improve services. Communities held Metro police services in high regard and integration with the SAPS would benefit crime prevention. Training of municipal services had to be standardised and powers and functions clarified. The Committee should meet with the Safety and Security Committee to devise strategies for future integration.
Mr Jonas replied that the creation of the Cape Town Metro police had generated some resistance from within management ranks in the initial stages. The identity of the force had to be firmly determined to entrench the service.
Mr McBride stated that a Central Bargaining Council Agreement was in place to amend the disciplinary code and standardise its application. Municipal services should concentrate on disadvantaged areas to address crime although crime tended to be mobile and had to be combated wherever it occurred. Women should be promoted within the municipal services as a matter of priority. A gender equality plan was in place within the Ekurhuleni Metro police services and would be implemented.
Commissioner Mmuntle recommended that the Committee liaise with SALGA to evaluate the municipal services disciplinary code and determine alignment with the SAPS code. The alignment of ranks was a priority and IDPs should be communicated to municipal services. The list of police stations would be provided to Members and internal discipline within the SAPS would be improved.
The meeting was adjourned.
2.2.3 Citizen Participation in local government
The partnership factor is vital in any policing and/or safety initiative. Non-governmental organizations, community based organizations, business organizations and a host of other bodies are eager to participate in improving the environments tat they co-exist in. A recently held Crime Awareness Campaign in Wentworth saw a concerted participation of various organizations, with support from the SDB Team. With empowered forums and other relevant organizations, showing achievements in terms of service delivery, the community will eagerly participate in enhancing there own environment. This outcome focuses on the community taking up a stance against the incidence of crime and threats to safety, and participating in proactive initiatives to combat these.
Key Performance Indicator
Enhanced Community Participation
- Workshops to maintain communication
with community & service existing forums
- Dissemination of safety hints on regular basis also informing on the level of threat to safety
- Supporting awareness Campaigns through CBO’s & NGO’s such as community police forums and rate-payers associations
- Empowering forums, NGO’S & CBO’S with technical and logistical support
- Participating in the various social development strategies initiated in the various ABMD Areas
- Interacting closely with CASP – Community Action Support Program
- Utilizing available recreational facilities to encourage participation in sport
- Engaging Safer Cities in ABMD Areas
- Health Safety & Security Projects in all ABMD Areas
- Establishing Health, Safety & Security Projects in other ABMD Areas through existing Stakeholder Forums
- An increased participation in the stakeholder forums.
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