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STATEMENT OF POLICY BY THE MAYOR Crime affects the quality of the life of every South African. Reducing crime and building safer communities must therefore be a priority to all of us in this beautiful province. To make this happen Crime Prevention must be initiated at community level. Because crime occurs at the local level, it will be necessary for local government to initiate action and engage with other levels. Crime is a deterrent to effective service delivery. In terms of the White Paper the centralization of policing functions to the lowest possible level within the SAPS has become a core policy tenet, which informs national policing policy. The requirements on the municipal councils to elaborate and adopt integrated development plans and to establish ward committees to facilitate regular communication between the councilors and the people are important instruments towards the realization of the objective that “the people shall govern”. Because of the challenges we face at local level we have identified as a council the need to bring together key governmental and non governmental departments in the fight against crime so as to ensure an integrated approach thus supporting community police structures. The National Crime Prevention Strategy (NCPS) has introduced and confirmed government's clear intent to effectively engage all stake holders in crime prevention. The vision of the NCPS is to:
To achieve the vision challenges posed by the NCPS and the White Paper the challenges for us as a department is to introduce and implement the NCPS at local level i.e. within our communities. The challenge further is to empower local government structures to drive the processes at a local level. The Lesedi Municipality has, in recognition of these challenges, dedicated itself to develop this local Crime Prevention Strategy as a operational strategy for the processes of implementation and co ordination of the NCPS activities within Lesedi Local Municipality. We have developed this vehicle and begun the consultation process to ensure sustainability , buy-in and impact of the strategy. A key ingredient that will affect the success of this Crime Prevention Strategy will be the involvement and co operation of all National, Provincial government and Non Governmental organizations. Some departments have been very supportive of the process, whilst others have, perhaps, not seen their role as yet. We encourage departments to embrace crime prevention as a leading initiative. All we ultimately share the positive impact and success of effective crime prevention strategies. The focus of this Crime Prevention Strategy, with respect to the National Crime Prevention Strategy, will therefore be to enhance the functioning of the Safety and Security Department, which will be charged with the responsibility of:
FOREWORD: The formulation of the Crime Prevention Strategy for Lesedi Local Municipality was informed by legislative framework and highly aligned to the Sedibeng District Crime prevention strategy. The proposed programs and projects were as a result of -depth input by structures in Lesedi Local municipality, the officials of Lesedi and Sedibeng, Business sector and the broader community representatives. Focus groups and Interviews were used to elicit crime prevention issues which are detailed under Sectorial Situation analysis in this document. Programs and projects were therefore suggested to address these contextual issues. It is important to note that the honorable In this document, the statement of policy was received from the Mayor of Lesedi local Municipality however the overview responsibility of the crime prevention strategy was obtained from Councilor Makhubu who is in charge of the crime prevention strategy for the entire Sedibeng District. The latter action was also done to ensure alignment of the district strategic document with the local municipality. Acknowledgments Mbeva Investment Holdings and Crime Prevention Unit of Lesedi Local Municipality would like to acknowledge the support it received from Councilors of both Lesedi Local Municipality and Sedibeng District Municipality, Officials representing different departments of Lesedi Local Municipality & Sedibeng District Municipality; all sister departments such as correctional services who sent representatives, SAPS, the business sector, various NGO’s and CBO’s , the three CPF’s , ward committee members and various other structures that represented the municipality. The Honorable Mayor of Lesedi Local Municipality was also involved in the final phase of interpretation and consolidation and her commitment is hereby highly acknowledged. PART A: STRATEGIC OVERVIEW 1. OVERVIEW OF THE CRIME PREVENTION STRATEGY: COUNCILOR – PUBLIC SAFETY & LICENSING The South African government's approach to crime prevention is contained in two primary policy documents: the 1996 National Crime Prevention Strategy (NCPS) and the 1998 White Paper on Safety and Security. It introduced a paradigm shift for the reduction of crime in South Africa. The NCPS summarized international and local learning experience and research which shows that law enforcement on its own cannot effectively control or reduce crime, and that attempts to do so become increasingly unaffordable as the costs of employing more police personnel and building prisons escalate. Many countries have moved toward combining more effective law enforcement with strategies which are aimed at preventing crime and violence by dealing with the risk factors that create the opportunities for crime. Approaches such as social and environmental crime prevention will guide us in formulating strategies addressing these risk factors. It is further incumbent on government departments to cooperate and integrate their services and activities to ensure that crime and criminality are dealt with holistically. The NCPS and the White Paper on Safety and Security both emphasize the fact that the most important location for social and environmental crime prevention programs is at local level. The White Paper goes further in that it specifically assigns a leading role to local government in developing and implementing local crime prevention and violence prevention programs in partnership with the communities. The White Paper defines crime prevention as: “all activities which reduce, deter or prevent the occurrence of specific crimes firstly, by altering the environment in which they occur, secondly by changing the conditions which are thought to cause them, and thirdly by providing a strong deterrent in the form of an effective criminal justice system. ” This was an attempt to encapsulate both criminal justice and crime prevention within government's crime reduction agenda. In the area of crime prevention, the White Paper introduced new approaches such as "developmental" crime prevention aimed at young people and families; “Situational crime prevention” and “community crime prevention”, to be targeted at specific geographic areas. The latter approaches also included an emphasis on criminal justice system reform. The White Paper advocated targeted, multi-agency crime prevention strategies focusing on offenders and victims, and the environment in which they live, as well as on the root causes of particular crime types. At local level, the White Paper advocated a much greater role for local government in the delivery of crime prevention initiatives. For municipalities, it detailed the following functions:
To balance the greater role given to local government, the White Paper also outlined some new roles for Community Police Forums (CPFs):
The emergence of new calls in government for "moral regeneration" and voluntarism may be evidence of a new interest in long-term crime prevention. However, the experience of crime prevention practitioners in other countries suggests that the struggle for longer-term preventive approaches over the "war on cerium" is an ongoing one. The MEC of Community Safety for Gauteng in his Budget Speech stated the following: “Our focus therefore on rebuilding the social fabric and on Community Policing is undoubtedly the correct point of departure.” The MEC further states that the NCPS and White paper is correct as we need to first deal with law enforcement and address the socioeconomic and environmental factors that contribute to criminal conduct (Social Crime Prevention). The MEC set out the under mentioned strategies in order to realize his objectives on Community Safety over the next five years. These are:
To deal with crime, at its root cause, requires a multitude of stake holders beyond our colleagues within the Criminal Justice System (SAPS, Justice, Education and Correctional Services). Crime prevention is a feature that we are committed to driving as part of the Sedibeng District Municipality's Integrated Development Plan. We understand the need for prevention of crime in relation to economic development as well as addressing poverty within our district. The NCPS recognizes the critical role to be played by local government in this regard. Local governments are facing many challenges including finding ways and means to establish Local Economic Development within their various areas of jurisdiction. Part of such developments requires an appreciation of the impact or crime and criminality on that development. The MEC in his budget speech further stated: "For a number of years now our Community Police Forums have soldiered on in bringing together communities in order to build relationships between communities and the SAPS. They have done a tremendous job in this regard and will by all accounts continue to do so. They have redefined the relationship between SAPS and communities and raised the levels of trust and cooperation between them to forge a new partnership. We have, however, had to expand this relationship to now also include other role players that have to come on board". The emergence of organized local government including the appreciation of integrated functioning, are two key factors that led to the development of an Inter Sectorial Forum (Community Safety Forums). Much emphasis has been placed on local government on been the leading agent in driving and coordinating these forums. The Sedibeng District Municipality has already assumed some of the functions and will in future play a leading role. The goal of the CSF is to establish a vehicle for facilitating the implementation of multi-agency crime prevention initiatives at the local Municipal level. This strategy will result in ensuring that we become successful in reducing crime and disorder. The strategy focuses on cementing and formalizing relationships with the different stake holders and communities within the District. The delivery of the objectives of this strategy lies with our local municipalities. I also wish to acknowledge the contribution of the community and stake holders in developing this document. The community and stake holders involved in the development of this strategy have given a mandate/pledge that they will ensure that the Crime Prevention Strategy enjoys their commitment and support. 2. STRATEGIC IMPERATIVES Vision: To be a people centered and performance driven municipality. Mission: To facilitate and integrate safety and security services effectively and efficiently. 3. BROAD POLICY FRAMEWORK (NCPS) AND STRATEGIC OBJECTIVES 3.1 STRATEGIC OBJECTIVES (Drawn from the NCPS)
The Sedibeng District Municipality Crime prevention Strategy derives its mandate from the following documents:
5. SECTORIAL SITUATION ANALYSIS 5.1. Summary of service delivery environment and challenges. 5.1.1. SUMMARY OF LESEDI MUNICIPALITY AS IS FROM SEDIBENG CRIME PREVENTION DOCUMENT:
5.2. Summary of organizational environment and challenges ( ref: Lesedi focus groups) 5.2.1. WEAKNESSES CPF and other coordinating structures:
5.2.3. OPPERTUNITIES
5.3. Summary of corrective action recommended
5.4 An Integrated Approach The NCPS recognizes that the relationship between crime, violence and development necessitates the engagement of the Reconstruction and Development Programs (RDP). There is also a recognition that poverty and unemployment may serve as a justification for social crime. It is therefore this argument that makes social support programs a more vital mechanism in crime prevention. The Crime Prevention Forum has been singled out as an important vehicle towards a holistic approach to crime prevention. Lesedi Local Municipality has therefore been encouraged to form this structure at the municipality level which will then coordinate the activities of area based CPF’s. The projects of this forum will seek to address the hard aspects of crime prevention, policing and environmental design but also the softer issues that deal with educating the public in reporting crime and raising awareness regarding crime prevention. In addition social crime prevention initiatives will also promote support programs that are aimed at the alleviation of poverty and unemployment. The later cuts across all departments. It is therefore important that there is an integrated planning effort within the municipality to ensure that focus is optimized. This is a pare to principle, where eighty percent (80%) of the problems in a municipality are caused by twenty percent(20%) of the issues ( in this municipality- Social pressures and lack of economic viability). 5.5. Lesedi Local Municipality Functional Structure 6. STRATEGIC DESIGN PROCESS & CLUSTER STRUCTURE The National Crime Prevention Strategy adopted a four-pillar approach, which sets out the areas in which crime prevention should be developed. In the case of Lesedi Local Municipality, two sub clusters have been included namely Policing and Social Crime Prevention. This is also in alignment with Sedibeng District Crime prevention Strategy. Policing emphases aspects done by SAPS outside the priority functions required from CJS. The Social Crime Prevention sub cluster is expected to focus on all other social crime programs which will not utilize education and sensitization as a means of achieving the desired outputs. In addition Social Crime prevention must deal with tangible programs that tackle unemployment and poverty. The four pillars defined by the NCPS are as follows: Pillar 1 The Criminal Justice Process – aims to render the Criminal Justice System more efficient and effective. It must also serve as a clear deterrent for criminals and reduce the risks of re-offending. Pillar 2 Reducing crime through Environmental Design – focuses on designing systems to reduce the opportunity for crime and increase the ease of detection and identification of criminals. Pillar 3 Public Values and Education- concerns itself with initiatives aimed at the way communities react to crime and violence. It involves programs, which utilizes public education and information in facilitating meaningful citizen participation in crime prevention. Pillar 4 Transnational Crime programs – aim at improving the controls over cross border traffic related crime and reducing the refuge for the region offenders and international crime syndicates. Defined clusters for Lesedi Local Municipality The following clusters have been defined:
a) Policing b) Social Crime Prevention PART B : PROGRAMS AND SUBPROGRAMS 7. CLUSTER OBJECTIVES 7.1.1 Social crime prevention Social crime prevention includes all actions that contribute to a safer society. These actions are different from traditional law enforcement activities in that they involve a wide range of role players and in particular the community. Social Crime Prevention purports a link between socio economic factors and crime, for example a link between unemployment and crime and between poverty and crime. The informal settlements on the other-hand gives a different type of social challenge to the local municipalities and therefore more focus should be afforded to informal settlements. The main challenge that faces local government and the CJS is to provide alternatives to law enforcement. The following activities were highlighted as important focal points.
Public education has been seen as an important vehicle for sensitizing the public and for mobilizing civil society participation. The following activities are seen as priority:
The coordination of CJS processes so that actions of all role players demonstrate capacity to deliver intended results is the main focus in this cluster. The following activities are seen as priority actions that will enable effective and efficient CJS.
Policing is recognized as one of the important processes within CJS with regard to crime prevention. Due to the criticality of this function and its close relations to crime prevention initiatives, it was seen as necessary to highlight its priority actions outside the CJS.
There is a strong linkage of infrastructure elements that contribute to sustainable communities and crime prevention. As a result environmental design seek to utilize joint planning and coordinate resources of municipalities, government agencies and business sector in ensuring sustainable crime prevention. The elements of this cluster were highlighted as follows:
The following will be incorporated in operational plans , but should be aligned to the programs objectives , outcomes and performance measures discussed under section 9. This is important as it will further support alignment to the broader Sedibeng Crime Prevention document. Criminal Justice system:
12. RECONCILIATION OF STRATEGIC PLAN WITH IMPLEMENTATION FRAMEWORK The programs, subprograms and priority areas highlighted in this Crime Prevention Strategy document should serve to direct operational plans. Further more it is important that the three areas within Lesedi Local Municipality, namely Devon, Heidelberg and Ratanda prioritize their projects in response to the contextual issues specific to their own area. 13. PERFORMANCE MONITORING AND EVALUATION Performance monitoring will be based on operational plans with clear outputs, target indicators and timelines. Budget expenditure will be against output achieved and against plan. A balanced score card method can be utilized by local municipalities to holistically ensure a financial and non financial perspective and also allow assessment from a customer service perspective and internal process perspective. It is therefore important that operational plans not only reflect outputs required but also be specific about inputs and activities that will be performed in leading to the ultimate achievement of the outputs. Performance management process should then be supported by a functional reporting structure which seek to evaluate performance at agreed frequencies and address drawbacks and challenges before they become major constraints. In is because of this reason that Lesedi Local Municipality is encouraged to have a forum which coordinates activities of CPF’s at area level. It is important to note that the performance monitoring and evaluation requirement may pose challenges of capacitation of the CPF’s members. Reference must be made to the detailed contextual document which indicates recommended actions. 14. COORDINATION AND COOPERATION The implementation framework should not lose focus of an integrated effort that this Crime Prevention Strategy has tried to emphasize, so that overlaps can be avoided and efficient use of government resources can be ensured. The effort captured in IDP’s requires close collaboration with other line functions of local municipalities so that appropriate planning can be achieved. There are two main challenges in Lesedi Municipality which must lead the focus of new projects, these are, social challenges and economic challenges. The two elements are responsible for most crimes that have been reported in the three geographic areas of Lesedi Local municipality. SAFETY AND SECURITY PROJECTS We participated in the local community police forum to enable us to stay in tune with the latest developments in terms of crime prevention. I terms of road safety we embarked on installing road traffic signs in 90% of the Lesedi area, further we wrote in excess of 4000 section 56 notices to the value of R1,9 million and. The Council erected pedestrian crossings around 50% of our Schools and embarked on training pedestrian crossing marshals together with the department of road safety of the Department of Community Safety. One staff member from the section of Fire and Rescue in fire fighting techniques as well as three traffic officers that completed the traffic officers training course were trained. These courses were done externally at registered and recognized institutions. 100 sessions of internal training with Fire Fighters were conducted. 36 public information education relations demonstrations using fire crews as part of trying to educate the community in fire safety awareness were launched. Visits were done at 302 businesses in the Lesedi area doing fire safety inspection as well as education businesses in terms of what the law requires regarding fire safety at the work place. The Council further serviced and marked 50 fire hydrants. It served to get the fire fighters involved in knowing how the hydrants work and where they are located which in return saves valuable time when responding to fires. Cost effective mechanisms to improve our fleet by getting firefighting vehicles donated from Tshwane Municipality were successfully explored. Some of the vehicles donated have already been sent in to do the necessary preparation to get the vehicles operational. A four-shift system was implemented from 1 July 2004, which enabled us to work a 42-hour week and move away from the three-shift systems (56 hour work week). All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher. The contents of this publication are intended for general information only and are not intended to serve as financial or other advice. While every precaution is taken to ensure the accuracy of information, the Sedibeng District Municipality shall not be liable to any person for inaccurate information or opinions contained in this publication. Inquires relating to this Strategic Plan should be addressed to: The Office of the Executive Manager Public Safety & Licensing Lesedi Local Municipality P.O Box 201 Heidelberg 1438 E-mail: | |
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