Bambanani layout-16 Sept 04 - Western Cape

Foreword By Minister 6Support Page 8Bambanani Organogram (Model) 11

PART 11. Executive Summary 102. Introduction 143. Transforming The Public Service 174. Policy Framework 195. Defining The Term and Notion of The Bambanani

‘Unite’ Against Crime Strategy 215.1 Definition 215.2 Purpose 22

6. The Strategy 236.1 The Participatory Development Approach 236.2 Community Mobilisation 24

7. What were The Effects of The Strategy 258. What were The Risks of The Strategy 279. How was The Strategy used as an Empowering Process 27

9.1 Participatory Approach 289.2 The Structure and Management Style 289.3 Sustainability 28

10. The Research Process 3010.1 The Formative Assessment 3010.2 The Summative Assessment 3310.2 The Research Application 34

11. The Communication Strategy 35

PART 212. The Bambanani Process 38

12.1 The Bambanani Initiative and Mandate 3812.2 The Objectives of The Bambanani Strategy 3812.3 The Bambanani Operational Strategy 3912.4 Phase 1 40

C O N T E N T SA N O T E F R O M T H E D E P A R T M E N T

Minister LeonardRamatlakaneDepartment of CommunitySafety – Western Cape

Mr. Melvyn JoshuaHead of Department

Romeo De LangeProject Manager: Bambanani

Mzwandile PetrosProvincial Commissioner,Western Cape –South African Police Services

The Department of Community Safety is amongst others responsible for the implementation of servicedelivery programmes, which aims to reduce crime and to create an oversight platform from a socio-crimeprevention perspective. The methodologies employed by the department is premised on the principlesoutlined in “Batho Pele” and designed within the framework of the National Crime Prevention Strategy(NCPS, 1996).

Under the direct guidance of Minister Leonard Ramatlakane and myself, the Directorate: Community Liaisonis responsible for the design and implementation of the Bambanani “Unite” Against Crime” Strategy.The Directorate: Strategic Services and Directorate: Safety Information and Research is responsible forresearching documenting and sharing strategies, methodologies and information respectively with internaland external stakeholders.

This Best Practice documented in the form of “An Improved Service Delivery Methodology” aims to share theexperiences and expose other departments to the implementation strategies employed by the department inits effort to commit to the constitutional obligations of peoples participation, community empowerment andimplementing projects and programmes which reflects public value.

Kind Regards

Head of DepartmentMelvyn Joshua

ACKNOWLEGEMENTS AND CREDITS

Published by: The Department of Community Safety (Western Cape)

2004 The Department of Community Safety (Western Cape)

Author: Ansaaf Mohamed

Editing: Ansaaf Mohamed and Zahir Amien

Content Input: Minister Leonard Ramatlakane, (Head of Department) Melvyn Joshua,Hoosain Kagee. (Chief Directors) Omar Valley, Simion George and Douw Steyn.(Directors) Dr. Elise Engelbrecht, Sulaiman Isaacs. (Bambanani Project) Romeo De Lange, Dr. Ben Haefele, Charles Pateni, Dean Rulse

Special thanks to those who gave technical and administrative support to the compilation of the publication. Nyaniso Ngele, Justin Lottring,Bongi Dayimane, Bhekithemba Simelane, Alida Vorster and Aloma Lucas.

Design: Nextlevel Design

ISBN No: 0-620-32827-4

Contact Details: The Department of Community Safety (Western Cape)

15 Wale Street, Community Safety Information Centre (CSIC)

P.O. Box 5346, Cape Town.

Tel: 021 – 483 3464

Email: [email protected]

A N I M P R O V E D S E R V I C E D E L I V E R Y M E T H O D O L O G Y 1

Minister Leonard Ramatlakane Department of Community Safety – Western Cape

BAMBANANI – A PEOPLE ORIENTATED CRIME FIGHTING STRATEGY

The 2003 festive season has gone down as the safest ever amongst thecitizens and visitors to the Western Cape.

This achievement has largely been credited because of the successful jointstrategic interventions of the Department of Community Safety (DOCS),the South African Police Services and communities, through the Bambanani“Unite” Against Crime strategy.

When I assumed the role of Provincial Minister for Community Safety inthe Western Cape, my immediate task was to breathe life into thisgovernment’s commitment to the principal of community policing, as thefight against crime could and can never be won by law enforcementagencies alone without the assistance and participation of the community.

It is against this background that, we became convinced that by involvingthe ordinary men and women, young and old in the urban and in the ruralareas of the Western Cape, in the fight against crime, side by side with thepolice, a major breakthrough was imminent.

Having gone from the towns to the farms, to the rural areas and townships,the outcome and reception by our people was that of a communitybecoming active participants in the fight against crime, hence the word,BAMBANANI – “UNITE” AGAINST CRIME

More than a hundred thousand people whom we met in the process ofconsultation on how best to put the brakes on crime in the Western Cape,said that the only way was the formation of a united crusade, a united frontagainst crime, led by the police, and supported by the rest of government andthe ordinary people.

F O R E W O R D12.5 Phase 2 4512.5.1 Service Delivery Phase: Diagnostic: (Complaints

Concerns and Issues) 4512.5.2 The Internal Perspective of Bambanani Against

Crime – Report 4612.5.3 The External Perceptions Report 4712.5.4 Formative Assessment: Research

Recommendations 4813. Phase 3 49

13.1 The Summative Assessment and Safer Festive Season Phase 4913.2 The Summative Assessment: Bambanani 4913.3 The Summative Assessment: Indicators 5013.4 The Summative Assessment: Research Methodology 5113.5 The Summative Assessment: Research Recommendations 5213.6 The Safer Festive Season (SFS) Programme (See Part 3) 53

PART 314. The Safer Festive Season Programme of 2003/2004 5615. SFS Objectives 5616. SFS Seven Projects 5717. SFS Partnerships 5818. SFS Operational Strategy 5819. SFS Statistics 59

19.1 Statistical Comparisons for 41 Designated Areas 59Figure 4: A Graphical Presentation of Three-Year Comparison For 5 Priority Stations 59

19.2 Arrive Alive Statistics 6419.3 Statistics For Train Project: 66

20. SFS Achievements 6720.1 Volunteer Participants 6720.2 People Reached 67

21. SFS Means of Communication 6822. Monitoring and Evaluation 6823. SFS Research Recommendations: 6924. Consolidation of Successes 7225. References 7226. Bambanani Showcase 74

A N I M P R O V E D S E R V I C E D E L I V E R Y M E T H O D O L O G Y

In support of Minister’s Budget Speech – 11 June 2004By Ntombomzi Phenduka

(Deputy Chair of the Standing Committee on Safety and Security – Western Cape)

Speaker

Premier

Minister of Community Safety

Members of the Provincial Cabinet

Fellow Members of the Provincial Legislature

Ladies and Gentlemen

The state of safety and security since 1994 up to and until 2001 in theWestern Cape left much to be desired.

Let us not forget the serious problems experienced in respect of urban terrorand taxi wars to mention but a few, prior to the ANC / NNP coalitiongovernment. The reasons for these are numerous but mainly includes the factthat the criminal justice sector was operating in a loose and fragmentedmanner due to the absence of proper leadership and guidance from both theprovincial executive authority responsible for safety and security as well asthe provincial operational leadership of the lead agency namely SAPS.

However over the previous two and a half years and more specifically thelast financial year since the ANC & NNP coalition government the trendsindicate that the tide is slowly turning.

There is much evidence that the seeds have been planted of an integratedapproach to fighting crime. The people of the Western Cape are thereforenow beginning to bear the fruits.

The executive authority Minister Ramatlakane has it seems thus far beenable to successfully confront the challenges facing government: namely thetensions between policy imperatives and implementation strategies.

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In every street corner of this province, everyone became aware that a newwind of change in the fight against crime was gradually blowing. Fromcorner to corner, street to street and town to town, BAMBANANI – UNITEAGAINST CRIME was becoming a movement that was led by the peoplefor people’s safety.

The programme, no doubt, immediately paid dividends in that it closed thespace for criminals. It also resulted in our people starting to realise thatthey too, were playing an influential role in determining the course androute that government must take in the fight against crime.

The resultant impact, which is contained in this historic document,Bambanani – BEST PRACTISE, was the remarkable drop in crime during thebusiest time in the lives of many people around the world, the festiveseason of 2003/04.

Never before has the Western Cape seen such a high level of peace,tranquility and visibility of law enforcement officers supported by the menand women in yellow and black (Bambanani volunteers) in every publicplace where our people were enjoying the festive season holidays.

This model, which today has become a household name not only in theWestern Cape but also throughout the country, is envied across the world.

Bambanani – Unite Against Crime is the best practice model.

It is ours. It is for the people of the Western Cape and South Africa.

Leonard RamatlakaneMINISTER OF COMMUNITY SAFETY WESTERN CAPESOUTH AFRICA

I N S U P P O R T O F M I N I S T E R ’ SB U D G E T S P E E C H

A N I M P R O V E D S E R V I C E D E L I V E R Y M E T H O D O L O G Y4 A N I M P R O V E D S E R V I C E D E L I V E R Y M E T H O D O L O G Y 5

The soon to be established specialised gang court will be a culmination of thisintegrated approach in the fight against gangs and organised crime in theWestern Cape. It can only result in the co-ordination of the various agencieslead by SAPS, being strengthened and thus working more closely together.

SPEAKER

The clarion call of our President Thabo Mbeki in his state of the nationspeech in February 2003 reinforced in the ANC election manifesto of 2004to mobilise communities to assist the SAPS in the fight against crime hasbecome a reality through the Bambanani Unite Against Crime Strategy.Over the previous financial year a momentum has been built that hasspurred into action over 3500 volunteer community development workersagainst crime. There role has complemented the integrated approach tofight crime by our various criminal justice agencies and has to my mindplayed a major role in the successes mentioned earlier.

MR. SPEAKER, IN CONCLUSION

The Minister of Community Safety must be commended for his leadershipand guidance, which led to:• The reduction in serious violent crime, and for his successful

implementation of the Bambanani Against Crime campaign.• The operationalising of the National Crime Prevention Strategy by

bringing together the various criminal justice cluster players, andgetting them to work with each other and not past each other.

The current budget cannot be faulted as it represents a consolidation andfurther strengthening of an approach that has to date been successful inmeeting its objectives of the peoples contract.

The challenge however is to find creative approaches to maintain themomentum.

Having said that, I have no doubt though that this budget plan will fulfillthe requirement of the people’s contract for a safe and secure WesternCape and a Home for All.

I Thank You

By so doing the Minister of Community Safety has been able to givetangible meaning to the notion of a people’s government.

The peoples contract of a safer Western Cape has thus been strengthenedthrough the governance and leadership style of Minister Ramatlakane.

By setting up and leading from the front both the Criminal Justice Clusterand development as well as co-ordination of the High Flyers Strategy whichhas brought together the lead agencies in fighting crime, the Minister ofCommunity Safety has managed to create both synchrony and synergy inthe war against crime. Thus breathing life into both the legislative toolsaimed at fighting organised crime and gangsterism as well as thesupporting policies, such as the National Crime Prevention Strategy andThe White paper for Safety and Security.

These successes include:• The High Flyer Strategy which has in the last financial year led to the

successful arrests and prosecutions of numerous high profile gangleaders including Rashied Staggie and Colin Stansfield to mentionbut a few.

• The successful implementation of the Prevention of Organised CrimeAct (POCA) against numerous well-known gang leaders who in thepast have been untouchable.

• The training and empowerment of the lead agencies in new legislationsuch as the Prevention of Organised Crime Act (POCA) which eventhough it has been in effect for more than 5 years, it has only nowbegun to be successfully implemented.

• The development of an anti-crossfire killing strategy to deal with bothvictims of gang warfare crossfire killings as well as the perpetrators.Already we have begun to see the results with the arrest and recentsuccessful conviction of the perpetrators of Michaela Appolis. Thisconviction was within a period of approximately 14 months since thedate of the offence being committed.

• The successful confiscation of numerous drugs and seizure ofnumerous assets of well-known criminals.

O R G A N O G R A M

P A R T 1

A N I M P R O V E D S E R V I C E D E L I V E R Y M E T H O D O L O G Y 1 1

The Bambanani Strategy through the Minister, Leonard Ramatlakane’sImbizos to communities, illicits the broadest possible public input andtranslates this into participatory service delivery initiatives. Conceptually,the Bambanani Strategy opens up the space for a redefinition ofboundaries between the state and civil society. As political representativesof the people, the Department of Community Safety (DOCS) via theBambanani Strategy have instituted policies in line with the principlesof “Batho Pele”.

The Bambanani Strategy goes beyond the obligations outlined in theSouth African Constitution (1996); it is part of a growing internationaltrend aimed at creating vehicles for dialogue between governments andpeople. It is grounded in the common-sense view that, where people arenot involved in the decisions that affect their lives, social policies,political and developmental interventions will fail.

The Bambanani Strategy also attempts to give practical meaning to theNational Crime Prevention Strategy (NCPS: 1996), by promoting anintegrated, holistic and multi-agency approach to crime prevention as,endorsed by the White Paper on Safety and Security (WPSS: 1998).Although the NCPS advocates integration and provides for a multiagency approach, the challenge lies in the practice in that it has resultedinto a policy tension with less resourced societies such as South Africaand other developing countries. This is enhanced by transforminggovernments such as South Africa, where the notion of integration isfrom the outset compromised by differing political and resource needsand the inhibitions, the different levels of departments governmentdisplays with the implementation of joint activities.

Thus the Bambanani Strategy adopts a developmental approach to theservice delivery process, which not only sustains, but also enables citizensto participate in informed decision making and whose directives areinformed by rational and scientific factors. Through Bambanani, the DOCSbecame a caring government by being supportive to those who are weakand vulnerable, viz. those communities affected by abject poverty,unemployment and crime.

1 0 A N I M P R O V E D S E R V I C E D E L I V E R Y M E T H O D O L O G Y

1. EXECUTIVE SUMMARY

The Bambanani “Unite” Against Crime (Bambanani Strategy) was launchedat the Khayelitsha Stadium, in February 2003 with the endorsement of the25 000 community members. “Bambanani“ is a Xhosa word meaning“stand together/unite”. The Bambanani Strategy is an improved servicedelivery methodology based on a strategy, which draws heavily oncommunity participation, empowerment and mobilisation of people andcommunities in the fight against crime.

The Bambanani Strategy compliments and enhances relations between thepolice and the communities in that it attempts to get communities toembrace their role in crime prevention initiatives, heeding President Mbeki’scall that “our ability to combat crime effectively lies within the ambit ofmobilizing communities to be the driving force with the police to create agreater awareness about crime in our communities”.

P A R T 1

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of the “Batho Pele” principles. This notion of governance is essentiallypremised on the tenets and understanding of cooperative governanceand relationships within civil society, viz. With the South African PoliceServices (SAPS) and the force multiplier factor of Neighbourhood Watch(NHW) and joint DOCS and Community Police Forums (CPF) projects,Metrorail, City Police, Department of Sports and Culture, Youth PeaceAcademy (YPA), Concerned Parents for Missing Children (CPMC) amongstother non-governmental organizations (NGOs) and the City of Cape Town.

An obvious challenge is that whilst we work towards reconstructing oureconomy so that all South Africans can find meaningful employment, weneed to provide safety nets for the vulnerable and destitute and give thenecessary skills to capacitate those who are historically disenfranchised.The Bambanani Strategy attempts to create this safety net throughsimultaneously building volunteerism and commitment via theNeighbourhood Watch (NHW) force-multiplier volunteer project andsustainable community empowerment, attempting to build a saferWestern Cape which is a home for all.

The Bambanani Strategy creates a safety net through volunteerism byunemployed members of the community in Neighbourhood Watch (NHW)and Farmwatch (FW) structures which act as force-multipliers, which createsafer communities. The Bambanani Neighbourhood Watch (NHW) forcemultiplier project complimented the South African Police Services (SAPS)on numerous crime prevention initiatives such as the Safety on Trains,Monitoring Shebeens in communities, Farm Safety and Safety on beachesduring the 2003 and 2004 festive season.

The Bambanani Strategy, led by the Head of Department (HOD) adopts ahands on approach to the implementation of special projects. The specialoperational management and administrative structure installed for theBambanani: Safer Festive Season (SFS) Programme enabled flexibility,adjustable and ensured, the fast tracking of service delivery andempowering community equity within the procurement of services.

Ultimately the Bambanani Strategy challenges the administrative andoperational dysfunction that exists and attempts to create an environmentwhich facilitates greater synergy and synchrony within the sphere ofgovernance and service delivery, by creating a confluence of a numberof critical factors required to deliver services within the spirit and letter


and deliver towards the realisation of our vision, framed by the “philosophyof modern governance as reflected in our strategy, IKapa Elihlumayo”.(Rasool, 2004:1)

Government’s most important task is to build a public service capable ofmeeting the challenge of improving the delivery of public services to thecitizens of South Africa, based on the eight national principles referred to asthe “Batho Pele Principles” (WPTPS, 1997:2). In line with the Constitutionof the Republic of South Africa (1996) the principles include that:• A high standard of professional ethics be promoted and maintained;• Services be provided impartially, fairly, equitably and without bias;• Resources be utilised efficiently, economically and effectively;• Peoples’ needs be responded to;• The public be encouraged to participate in policy-making; and• It be accountable, transparent and development-oriented. (WPTPS:1997:4)

The WPTPS (1997) calls on national and provincial departments to makeservice delivery a priority and provides a framework to enable national andprovincial departments to develop departmental service delivery packages.In translating this mandate, the Department of Community Safety (DOCS),Western Cape developed the Bambanani “Unite” Against Crime Strategy,(Bambanani Strategy), as an improved service delivery methodology in linewith the afore-mentioned Constitutional Principles.

Driven by the notion of an interventionist state, DOCS attempts to putpolicy to practice by way of piloting a strategy with an improved servicedelivery methodology in line with the White Paper on Transforming PublicService Delivery (WPTPS:1997) “Batho Pele”. The “Batho Pele Principles”informs how we deliver services, what services we deliver and frames theparadigm of delivery by stating that:

“The White Paper is primarily about how public services areprovided... Public services are not a privilege in a civilised anddemocratic society: they are a legitimate expectation... Thismeans that government institutions must be reoriented tooptimise access to their services by all citizens, within the fiscalconstraints and the fulfillment of competing needs”.

2. INTRODUCTION

The Minister of Community Safety, Mr Leonard Ramatlakane initiated theBambanani “Unite” Against Crime Strategy (Bambanani Strategy) in 2003(De Lange, 2003:1) as an improved public service delivery methodology inhis call for a consolidated, unified, strategic and synergised approach tofighting crime. Bambanani heeded President Mbeki’s call at the openingaddress of Parliament when he said in February 2003: “Our ability tocombat crime effectively lies within the ambit of mobilising communities tobe the driving force with the police to create a greater awareness aboutcrime in our communities” and mandated the establishment of the‘Bambanani’ Unite Against Crime Strategy at a Provincial Community PoliceConference on the 28–29 March 2003, represented by 800 representativesof Community Police Forums (CPF) in, Cape Town.

“The Government is firmly of the view that, substantially, wehave elaborated the policy, legislative and constitutional basethat will enable us to achieve the transformation of our country...Accordingly, the central challenge we face as Government is thetask of implementation.” (President Mbeki: 2002:1)

To create this enabling environment for implementation to occur within the“Batho Pele” context, we need to understand the needs and challenges weface as government in the context of rapid economic and social changesframed by globalisation. An analysis of these needs and changes willstrategically shape the levers we choose to transform government to lead


“Finally, this year, the government will work further to strengthenits links with the masses of our people. Accordingly, we willparticipate in, encourage and promote the involvement of asmany of our people as possible in the people’s campaign –Vuk’ uzenzele! Stand up and empower yourself! In this context,we will strive to give real meaning to the strategic challengefacing the public service – Batho Pele!”

(President Mbeki, 2002).

The Bambanani Neighbourhood Watch (NHW) force multiplier project hascomplemented the South African Police Services (SAPS) on the trains,monitoring shebeens in communities and on beaches during the pastfestive season on the Safer Festive Season (SFS) Programme of DOCS andcontinues to complement the work of the SAPS with the current Monitoringof Shebeens, Safety on Trains, Farm Safety and extension projects of the SFSto date. The Safety on Trains project has just been launched as part of theExpanded Public Works Programme (EPWP) of the Province and has laid thebasis for the incumbent railway police officers currently being trained forlaw enforcement at the end of December 2004.

3. TRANSFORMING THE PUBLIC SERVICE

The pre-1994 era of government was fragmented, functionally incoherentand institutionalised on the basis of systematic mobility non-service delivery and non-accountability. Critically implying that the currentgovernment must be structured to function in a manner that is transparentand accessible and appears to be flawless, to the public it serves. Asasserted by the Premier of the Western Cape, Mr. Ebrahim Rasool, in hisBudget Speech (2004): a holistic government emerges when objectives,commitment and a range of mutually supportive tools are shared, cross-cutting government departments. The intergovernmental requirements forthe strategic implementation of the Bambanani Strategy was critical to theoperational challenges confronted by the DOCS, in its attempt to put policyto practice within the framework of achieving a transformed government.A government fundamentally premised on the notion of achieving tangibledelivery outputs and “public value.” Through the Bambanani Strategy

Framed by this commitment of government to create an enablingenvironment, be directive and supportive, the Minister for CommunitySafety in the Western Cape, Mr. Leonard Ramatlakane initiated the Peoples-orientated, Problem Solving Policing and Community SafetyStrategy (POPS: 2003), which speaks directly to the aforementioned andthe principles of “Batho Pele”.

The POPS Strategy is supported by the White Paper for Safety and Security(WPSS:1998), in that it argues for the creation of an enabling environment,which facilitates the successful establishment of community policingstructures and strategies through a community – police partnership and aproblem solving and responsive management approach to policing.

Through the POPS Strategy, DOCS further developed Bambanani Strategy.Through the Bambanani Strategy, DOCS was able to drive a developmentprocess, which not only sustains, but enables citizens to participate ininformed decision making and whose directives are informed by rationaland scientific factors. Through the POPS Strategy and Bambanani Strategy,the DOCS attempts to establish a government that is supportive of theweak and vulnerable, viz. those communities affected by abject poverty,unemployment and crime.

In line with the constitutional principles of utilising resources effectively,economically and efficiently, the Bambanani Strategy responds to peoplesneeds and encourages participatory policy making and delivering anaccountable, transparent and development oriented public administration ascalled for by the White Paper on Transforming Public Service Delivery(WPTPS, 1997:4).

An obvious challenge is that whilst we work towards reconstructing oureconomy so that everyone can find meaningful employment, we needto provide safety nets for the vulnerable and destitute and give thenecessary skills to capacitate those who are historically disenfranchised.The Bambanani Strategy attempts to create this safety net throughsimultaneously building volunteerism and commitment via theNeighbourhood Watch (NHW) force-multiplier volunteer projects andcommunity empowerment projects.


The Bambanani Strategy challenges this dysfunction and attempts to creategreater synergy and synchrony within the sphere of governance and servicedelivery, by creating a confluence of a number of critical factors required todeliver services within the spirit and letter of the “Batho Pele” principles.This notion of governance is essentially premised on the tenets andunderstanding of cooperative governance, viz. with the South African PoliceServices (SAPS) and the force multiplier factor of Neighbourhood Watch(NHW) and joint DOCS and Community Police Forums (CPF) projects,Metrorail, City Police, Department of Sports and Culture, Youth PeaceAcademy (YPA), Concerned Parents for Missing Children (CPMC) amongstother non-governmental organisations (NGOs).

4. POLICY FRAMEWORK

In adopting our new constitution, we as South Africans began a process ofestablishing a vibrant and responsive democracy in South Africa. OurConstitution (1996) provides the framework for a democratic system that isboth representative and participatory, a challenge faced by genuinedemocracies, to bring government to the people. Hence the participation ofcitizens in participating in decisions that affect them is a most desirable andintended goal of the post 1994 South Africa.

The Bambanani Strategy builds on this aforementioned democracy, byoperationalising the obligations as contained in the Constitution of theRepublic of South Africa (1996) based on the tenets of a participatory andrepresentative democracy. The Bambanani Strategy puts to practice thepolicies of the White Paper for Safety and Security (WPSS:1998) andattempts to reduce the tension that exists between theory, policy andpractice existing in the implementation phases of governmental policydocuments as referred to by the Public Service Commission.

The Bambanani Strategy also gives practical meaning to the National CrimePrevention Strategy (NCPS:1996), when it promotes an integrated, holisticand multi-agency approach to crime prevention as, endorsed by the WhitePaper on Safety and Security (WPSS:1998). However, although the NationalCrime Prevention Strategy (1996) advocates integration and provides for amulti agency approach, the practice is more attainable in developed over

the notion of public value, determines the most efficient, effective andaccountable results orientated outcomes which are cognisant of communityneeds and strives towards sustainability.

As aforementioned, institutional fragmentation leads to irresponsible andunresponsive governance and service delivery approaches. What we needis a government whose paradigm is outcomes based orientated.A government that displays the strategic competence to deliver within thenotion of transformation, cognisant of resource and fiscal constraints andthe competing needs of cost, quality and time. Through the BambananiStrategy, DOCS has been able to fast track participatory service deliverystrategies and programmes, informed by the recipients of those deliveryoutcomes, viz. communities and socio-scientific outcomes. This was madepossible through streamlining the operational organisational design of thestrategy, where the required decisions are based on monitoring theoutcomes through a series of indicators and milestones, which can beapplied and is open to debate and interrogation.

The Bambanani Strategy, specifically the “Safer Festive Season” (SFS)programme, which DOCS conducted in December 2003 to January 2004,bears testiment to the creative service delivery options and theaforementioned needs. The Head of Department (HOD) of the DOCS directsthe operational strategy to the implementation team, hence adopts a handson approach to the implementation of special projects. The specialoperational management and administrative structure installed for theBambanani: Safer Festive Season (SFS) Programme enabled that servicedelivery was flexible, adjustable and enabled – fast tracking within thefinancial prescripts.

A fundamental weakness of traditional public service delivery practice ofthe state has been functional incoherence viz. fragmentation, competingobjectives, incrementalism, a lack of strategic competence and disjointedinterventions devoid of community participation, where “Batho Pele”becomes a slogan, ‘ubuntu’ a platitude, courtesy a memory and servicea rarity. (Premier Rassool, 2004:6).


The challenge is for government to formulate appropriate policies, maketimely decisions, implement them effectively and deliver services efficientlywith viable and sustainable developmental outcomes.

The transformation of the state in the Western Cape relies onour ability to overcome this weakness both in the attitude anddesign we bring to our people and structures. It is integrationwe strive towards – the ability to implement through commonorganisational structures, and merged professional practices andinterventions.

(Premier Rasool, 2004)

5. DEFINING THE TERM AND NOTION OF THEBAMBANANI ‘UNITE’ AGAINST CRIME STRATEGY

5.1 Definition

Bambanani [ is a Xhosa word meaning] “stand together/unite”.It is designed to unite all people and partners against crime.Bambanani enhances relations between the police and thecommunities – and to get people to embrace their role in crimeprevention initiatives.

(De Lange, 2003:5)

developing countries. In South Africa the notion of integration is from theoutset compromised by differing political needs and the inhibitionsgovernment displays with the implementation of joint activities.Amongst others, budgets are still determined by individual departmentsand allocated to specific line functions within these departments. Projectsare primarily driven by determining output to financial indicators insteadof strategic development indicators, hence the tension between policyand practice.

This policy/praxis challenge can be overcome by calling for “a shift awayfrom inward-looking, bureaucratic systems, processes and attitudes, and asearch for new ways of working which puts the needs of the public first,is better, faster and more responsive to citizens needs” (WPTPS, 1997:5).Our challenge is to commit to the governments political priorities andmanage the process of translating these priorities into policies andstrategies and implementation plans of the administrative machinery.

In order to meet its constitutional obligation government needs to workproactively to ensure that the voices of the widest possible ‘public’ areheard and taken into account. Conceptually, the Bambanani Strategy opensup the space for a redefinition of boundaries between the state and civilsociety. As political representatives of the people, the DOCS via theBambanani Strategy has instituted policies in line with the peoples needs.The legitimacy of government depends on the existence of participatoryprocesses and the consent of those who are governed.

The Bambanani Strategy goes beyond the obligations outlined in theSouth African Constitution (1996); it is part of a growing international trendaimed at creating vehicles for dialogue between governments and people.It is grounded in the common-sense view that, where people are notinvolved in the decisions that affect their lives, social policies, political anddevelopment interventions will fail.

As a rule of law the accountability of political and official elements ofgovernment for their actions, depends among others on the availabilityof information, transparency of decision making and the existence ofmechanisms to call individuals and institutions to account for their conduct.


• Strengthen the partnership between the police and community;• Ensure police accountability and transparency;• Create conditions for communities to work with the police;• Monitor effective allocation of police personnel and resources to areas

of need;• Monitor support and aid to Presidential Projects in Khayelitsha and

Mitchell’s Plain;• Galvanize cross-cutting and inter-directorate project support and

implementation, in particular the advancement of service delivery tocommunities in need (internal/external functional coherence); and

• Maintain greater functional accountability in terms of various projectimplementations in the DOCS. (De Lange, 2002:6)

6. THE BAMBANANI STRATEGY

The Bambanani Strategy was primarily premised on social engagement as asocio crime prevention methodology. It incorporates the participatorydevelopment approach with the aim of reducing crime and the perceptionof fear via outcomes based interventions and strengthened communitymobilisation and participatory initiatives.

6.1 The Participatory Development Approach

Participatory development, or what is sometimes referred to as popularparticipation, may be defined as a process by which people take an activeand influential hand in shaping decisions that affect their lives (OECD,1993:4). The Bambanani Strategy finds legitimacy through the participatoryprocesses it employs and the consent of those who are governed throughthe Minister of Community Safety’s Imbizo processes.

A Participatory Approach means going beyond the convention of‘information, education and communication’; and into actively involving thecommunity. In that way, our work can have meaning – in terms of social,cultural, political and economic impact on sustainable human development.This approach is essential in both the design and implementation of theBambanani Strategy in that it strengthens civil society by empoweringindividuals, groups, communities and organisations and that it enhances the

However, simply stated in definition, the environment in which publicinstitutions function is never static, but is in a state of continuous changeand instability. Characteristic of this change is the inclusion of opportunitiesand circumstances for an institution, project or strategy to perform moreeffectively and to better negotiate those threats which could endanger theeffectiveness and implementation of the strategy.

The Bambanani Strategy has been able to navigate through thesedifficulties and has been able to capture and include possible opportunitiesand challenges communities are confronted with. The Bambanani Strategyover the past 2 years has evolved with the ever changing needs ofcommunities as will be illustrated in phase 3 of the strategy with theimplementation of the Safer Festive Season (SFS) Programme 2003/2004,supra PART 3.

5.2 Purpose

The purpose of Bambanani is to:• Mobilise communities through public meetings and consultative

forums to join a broad front for reconstruction and developmentagainst crime;

• Engage in constructive consultation between the police andcommunities, and other role players;

• Enhance the ability of the police to fight and prevent crime;


helped by the participation of an external facilitator – either aperson or an organisation (http://www.aidsmap.com/en/docs/OFD10235-87FF-11D5-8D) 6-00508B9ACEB1.asp, 28 July 2004).

Through community mobilisation as a fundamental element of theBambanani Strategy, it can be argued that a participatory response to sociocrime prevention may in itself be a crucial intervention to catalyse andsustain crime prevention initiatives. This is evident in the voluntarysustaining of the neighbourhood watch members and general communityvolunteers through the Safety on Beaches (SOB) projects and Monitoring ofShebeens (COS) projects of the SFS.

7. WHAT WERE THE EFFECTS OF THE STRATEGY

The primary effects of the Bambanani Strategy in particular Phase 3with the implementation of the SFS programme has been the statisticalreduction in crime, supra PART 3, section 19., since the start of thefestive season and the application of the research as part of themethodology and process. It is reported by the South African PoliceService (SAPS) that the reduction in crime has been sustained over theperiod January 2004 to June 2004. The direct application of theprevious research commissioned, both formative and summativeassessments of the Bambanani Strategy has led to a number ofapplications viz.• the design and implementation of the Safer Festive Season (SFS)

programme;• the rapid restructuring of the DOCS based on a need for greater

service delivery;• the establishment of the Directorate of Community Liaison and

Strategic Services of DOCS as an outcome of the restructuring;• the extension of the Neighbourhood Watch (NHW) Monitoring of

Shebeens and Safety on Trains Projects to May and August of 2004respectively; and

• the sustainability and consolidation of the Safety on Trains Project viathe Expanded Public Works Programme (EPWP).

efficiency, effectivity and sustainability of development and service deliveryprogrammes.

Although popular participation may involve difficult and long processes, thelegacy of apartheid South Africa further complicates the relationship of trustbetween civil society and government. However, the contribution of localknowledge to developing strategies and implementing activities increasesthe chance of the objectives, outputs and relevance of the perceived needsof communities. Through civil participation in the Bambanani Strategycommunities have ownership over the processes of development,interventions and implementation of projects, hence are empowered. It cantherefore be argued that the Bambanani Strategy builds the bridge of trustbetween communities and government.

The participation of community members potentially enhances both theeffectiveness and accountability of work between government, non-governmental organisations (NGOs) and communities. As an immediate andcontinuing channel of communication between government andcommunities, staff can strengthen a sense of community ownership and canprovide a means of dialogue between government and communities.Through the Bambanani Strategy the creation of solid relationships andrespect for communities and a willingness to acknowledge communityexpertise occurs. A trust has been developed between government andcommunities by the participation in the process and design of thecommunity needs and desires, project aims and resources and alsodiscussing unrealistic resources with the development of the BambananiStrategy and the related projects, in specific the Community Based Activities (CBA) projects of the Safer Festive Season (SFS) Programme2003/2004.

6.2 Community Mobilisation

Facilitating effective participation is one and the same as facilitatingeffective community mobilisation.

A community becomes organised when a particular group of peoplebecomes aware of a shared concern or common need and decidesto take action in order to create shared benefits. This action may be


8. WHAT WERE THE RISKS OF THE STRATEGY

Finance: Although the Public Financial Management Act (PFMA) allows forthe application of deviations to the tendering procedures and for theapplication for limited tendering procedures, it places greater financialoperational and financial administrative responsibilities on the departmentto adhere to financial prescripts, placing greater administrative and financialresponsibility on the department, Community Safety in this instance.

Sustainability: If the commitment to operationalising inter-governmentalcooperation does not occur, it places a huge human resource and financialresponsibility on the Department of Community Safety.

Community Expectations: Sustaining a resource establishment plan forprojects which pays stipends to unemployed participants. Although thestipends paid via the implementation of the Monitoring of Shebeen andSafety on Train projects are only viewed as a stipend in almost all instances itis the only income generated by participants for their respective households.

9. HOW WAS THE STRATEGY USED AS ANEMPOWERING PROCESS

Empowerment is essential to participatory development and sustainability.In the instance of the Bambanani Strategy empowerment is furtherenhanced because it operates within a democratic governing structure,hence it builds the capacity to generate and influence development atvarious levels, and thus increases community access and influence overresources and institutions.

However the reduction of crime and the interface between communitiesand government have been critical effects of the strategy. Although notexhaustive, the Bambanani Strategy has furthermore led to:• the design and near future implementation of the railway

police project, as per the commitment of the National Ministerof Safety and Security, Mr. Charles Nqakula;

• the commissioning of research into the “design of asustainable policing model”;

• the statistical reduction in crime in particular murder andattempted murder (when comparing the last 2 quarters of2003 to the first 2 quarters of 2003 and the last 2 quartersof 2002);

• an increased community participation in decision making anddevelopment processes of government in particular socialcrime prevention and service delivery;

• the establishment of new and strengthened relationships withgovernment, viz. SAPS, Local Government and DOCS;

• the development of labour intensive poverty reductionprogrammes through the deployment of NHW’s incommunities and through the Safety on Trains project of theSFS programme and the Expanded Public Works Programme(EPWP);

• an increased staff development on understanding communityneeds and participatory development;

• and development of appropriate structures and strategic/policydocumentation that provide the framework and directions forimproving access to the DOCS services;

• an adaption of public service methodologies – moreresponsive to community needs;

• Uniformity amongst the three spheres of governance viz.National Government (SAPS), Provincial Government and LocalGovernment; and

• Positive perceptions of government and its deliveries.


directions, interventions, development approaches and policies in theDepartment of Community Safety (DOCS) in communities. An example of this is when the newly elected Premier of the Western Cape,Mr. Ebrahim Rasool, commits to a number of interventions and changesduring the first 100 days of his tenure. Among them are:• undoing the gang culture that has taken root in our communities;• an escalation in the arrests of alleged druglords;• rehabilitation of those addicted to drugs;• taking responsibility for our growth; and• rolling out a plan for community development workers whose

responsibility it will be to dynamise and catalyse communities to meetthe challenges they are daily confronted with viz. poverty,unemployment, crime amongst others.

Changes has also occurred, in particular, the way in which the improvedservice delivery methodology of the Bambanani Strategy has influencedorganisational change, governance and participation, service planning;development and delivering community support.

By reviewing the Bambanani Strategy midway, with the commissioning ofthe “External Perceptions of Bambanani Against Crime” a formativeevaluation, DOCS was able to meet dire community needs and developcreative service delivery interventions such as the SFS Programme, supraPART 3. The SFS design and methodology was participatory, inclusive andempowered communities in that they designed and volunteered in socio-crime prevention projects and initiatives in their own communities. Thissustainable and participatory methodology commits government and DOCSin specific to a community development approach to service delivery. This inturn commits DOCS to a radical shift in organisational culture and animproved implementation of service delivery approaches.

The development of an integrated system of Community Police Forums(CPFs) and the deployment of Neighbourhood Watches (NHWs) is butone example of change in participation and governance in the improvedservice delivery methodology of DOCS via the Bambanani Strategy. Theachievements of these institutional structures jointly with the SAPS andDOCS in the development of a participatory strategy in particular with the

The strategy was used as an empowering process through its participatoryapproach, the management style and through its elements of sustainability.• Participatory approach• Management style• Sustainability

9.1 Participatory Approach

As aforementioned the participatory development approach has been onthe development and co-operation agenda of many organisations andtransformational governments for years, but proves to be difficult in thecontext of service delivery approaches and social and institutional conflicts incommunities. However, through empowerment, an essential ingredient toparticipatory development approaches, the Bambanani Strategy has built thecapacity of volunteers through the Imbizos, intervention requests directlyfrom communities and the SFS projects implemented by communities. Thishas enabled communities to influence the speed and direction of servicedelivery methodologies and project choices implemented by the Departmentof Community Safety (DOCS), in particular those most disenfranchised, viathe unemployed, women and children. Without full participation ofcommunities, those who govern do not have an effective voice.

9.2 The structure and management style

The structure of the Minister’s imbizos and management style of capturingcomplaints/concerns and interventions allowed the community participantsto make decisions in a structured manner. This has had a favourableinfluence on community participation, development and confidence buildingin government at this juncture. The structure, management andimplementation style allowed for community ownership, policeaccountability and rapid response interventions via the imbizo’s to theproject manager to the relevant directorates of the DOCS.

9.3 Sustainability

The Bambanani strategy changed the service delivery methodologyimplemented by the department. This has led to a number of strategies,


shape in the form of a formative evaluation, which unfolded in threedifferent stages:• stage 1 primarily dealt with external perceptions and experiences;• stage 2 with internal perceptions; and • stage 3 with the evaluation of the quantity and quality of

interventions as articulated by communities, as referred to in the“Special Evaluation Report of the Bambanani Against Crime”(De Lange, 2003).

The research on stage 1 of the formative evaluation was presented as“An External Perception Report of Bambanani Against Crime”(Mohamed, 2003), Department of Community Safety. This report specificallyevaluated the perceptions of communities, CPFs, councillors regarding theBambanani Strategy. Stage 2 of the formative evaluation stage 2 andpresented the views of staff members of the DOCS on both the externaland internal values of the Bambanani Strategy in the form of an“Internal Perspective of Bambanani Against Crime” (Engelbrecht, 2003),Department of Community Safety. Stage 3 of the research, a summativeassessment of the Bambanani Strategy took shape in the form of an“Impact Assessment of Bambanani Against Crime” (Haefaele, 2003:);Department of Community Safety.

Community Based Activities (CBA) projects of the SFS programme, enhancescommunity accountability, police accountability and the level of communityconfidence in service delivery.

Effective service delivery, driven by community needs, meets individualneeds, develops stronger communities and depends on solid partnershipsamong clients, the communities and service providers in specificgovernment in this instance. The Bambanani Strategy has led to thedevelopment of new partnerships and strengthened existing partnershipsbetween SAPS, the CPF’s, NHW’s and developing street committees.

10. THE RESEARCH PROCESS

Bi-annual internal evaluation reports were prepared by the Project Managerand presented at the Bambanani Task Team meetings (made up of the SeniorManagement Service (SMS) and the Head of Department. Weekly BambananiTask Team meetings were held where the relevant Directorates would accounton intervention progress reports and interrogate intervention requests.

A formative evaluation both internal and external was commissionedmidway through the second phase of the Bambanani Strategy. The terms of reference was to determine if the strategy was on track with theexpectations and continuous needs of communities. By the end of Phase 2parallel to the design and implementation of the SFS programme,a summative assessment “An Impact Assessment of Bambanani AgainstCrime” was commissioned.

10.1 The Formative Assessment

The formative evaluation was implemented with the aim of developingchange drivers for the implementation phase of Bambanani (1 August –30 November). Whereas Phase I of the Bambanani Strategy primarily dealtwith the identification of complaints, concerns and issues, phase 2 dealtwith implementation of those service delivery obligations.

Having concluded the consultation phase (Phase 1), the Minister requestedthat an evaluation be done regarding the perceptions of those communitiesthat participated in relation to the Bambanani Strategy. The research took


for both strategic planning and budgetary purposes. That the BambananiStrategy should stay the over-arching strategy of the Department and thatthe outreach to communities should continue for 2004/05, based on theperceptions and experiences of the internal staff, as well as the obstaclesand recommendations identified in the Special Evaluation of Report1 April 2003 – 8 August 2003, (De Lange, 2003).

Like the “Internal Perspective of Bambanani Against Crime”, the research“An External Perception Report of Bambanani Against Crime”(Mohamed, 2003) recommends that the future of Bambanani be consideredboth for strategic planning purposes and budgetary purposes at this juncture– September 2003. The critical recommendations made by the “An ExternalPerception Report of Bambanani Against Crime” was to develop anintegrated crime prevention and service delivery programme in response tothe coming Festive Season (Mohamed, 2003:2). This service deliveryprogramme should be regarded as a pilot, which on evaluation will form theprogramme and project development methodology for the BambananiStrategy 2004/2005. Ultimately it will also guide the over-arching strategy ofthe Department of Community Safety and policing in general within thecoming financial year.

10.2 The Summative Assessment

The summative assessment “An Impact Assessment of Bambanani AgainstCrime”, (Haefele, 2004) formed part of phase 3 of the Bambanani Strategy.The main focus of this assessment was to determine whether Bambananisucceeded in its goals and objectives. The impact of phase 1 (publicengagement) and phase 2 (service delivery) was assessed to determinewhether Bambanani successfully enhanced the Minister’s People-Orientated, Solving-Problem Policing and Community Strategy for theWestern Cape (POPS) (2003). The assessment also recommends (for futureplanning) an adjustment to the DOCS and SAPS strategic plans and willoutlines the Department’s road map ahead for 2004 and its generalgovernance responsibility as well as ensuring that the requirements of theWhite Paper on Transforming Public Service Delivery (1997), “Batho Pele”informs the DOCS strategy.

While Bambanani project staff may carry out certain evaluation tasks, suchas collecting information and documenting it in a particular format, theformative evaluation is viewed as external to the direct project. Theformative evaluation is usually carried out midway through the life of theproject to determine if the project is likely to be successful and to assesswhether or not any changes in approach should be made to ensure success.

Important questions posed are:1. Is the project likely to achieve its objectives with its existing

approach?2. Has the project made an improvement on the issues it is trying

to address?

For the purpose of stage 1, the perception evaluation report, we asked1. How do you perceive the Bambanani Strategy?2. What are your expectations with reference to the Bambanani

Methodology?

The formative evaluation was implemented midway through Phase 2 of theBambanani Strategy and gave greater clarity on developing immediatechanges in the intervention approach on an operational basis. It primarilyanalysed the perceptions and experiences of communities, councillors,South African Police Service (SAPS) and Community Police Forums (CPF’s),as most of the interventions required out of Phase 1 was notably notimplemented on schedule. However, where they were implemented theformative evaluation accessed the quality of the interventions and created aplatform from which to mitigate around the intervention barriers/obstaclesespecially with regard to community participation and service deliveryprocess of both DOCS and SAPS. These interventions fed into the projectdirectly as change drivers and was ultimately evaluated in stage 3 by the“Impact assessment of Bambanani Against Crime,” (Haefaele, 2003), aspart of the service delivery process of the DOCS.

The critical recommendations based on the positive perceptions andexperience of Bambanani made by the “Internal Perspective of BambananiAgainst Crime” (Engelbrecht, 2003), were that it is essential for DOCS toconsider the future of Bambanani already at this stage – September 2003,


Monitoring of shebeens in the SFS programme and the establishmentof Business Watches in Athlone; and

• the training and establishment of Farm Watches in the West Coast,Matsikama, Central Karoo and Southern Cape;

11. THE COMMUNICATION STRATEGY

An important element of the Bambanani Strategy is to deal withperceptions of communities, hence the need to embark on a massmobilisation drive to get communities to join forces and unite againstcrime. Promoting this function is strategic and needs constant engagementwith all levels of the media (newspapers, radio, television etc) in order tosecure positive perceptions about policing in the Province.

By putting communities at the forefront of the campaign through fundingand project initiatives as a strategy to enhance community ownership overthe process of policing and socio crime prevention initiatives, thecommunity visibility by wearing the branded “Bambanani” T-shirt was themost powerful communication strategy adopted by the DOCS.

The communication strategy also used the arts and performances toendorse and market the Bambanani Strategy as a community mobilisationtool at marches and special events, viz. the beach programmes, communityfestivals and special events.

The critical recommendations made by the “Summative Assessment:Bambanani” were:• That the overwhelming community reaction and support for the

Bambanani Strategy necessitates that the Bambanani Strategycontinues as the over arching strategy of the DOCS.

However, the current structure of the Bambanani project team needsrestructuring and suggests that the Bambanani Strategy should be locatedin a separate Directorate with its own budget, operating for at least thenext five years. This recommendations reinforces previous recommendationsof the Formative Assessments: “An Internal Perspective of BambananiAgainst Crime” (Engelbrecht, 2003), and “An External Perception Reportof Bambanani Against Crime” (Mohamed, 2003).• The assessment further recommends the current regional areas viz.

Western Cape, namely, the Southern Cape, Boland, West Coast, Karoo,East and West Metropole have its own regional office with its ownsupport staff, for example, Beaufort West will host a regional office,which covers the Karoo region.

10.3 The Research Application

Some of critical recommendations out of aforementioned researchprocesses, Both the “Internal Perspective of the Bambanani AgainstCrime”, the “An External Perspective of Bambanani Against Crime”,the “Summative Assessment: Bambanani” inclusive of the Final Reportof the “Safer Festive Season” SFS 2003/2004, (Mohamed, 2004) and theEvaluation Reports of the Bambanani Strategy Project Manager are beingimplemented. Some of them the more critical applications are:• the design and implementation of the Safer Festive Season (SFS)

Programme and related projects in 2003/2004;• the acceptance of the “Bambanani Against Crime” Strategy as a

philosophy for the DOCS and an organisational development andrestructuring process into restructuring the DOS for 2004 – 2005;

• the establishment of the NHW projects in securing safety incommunities viz. Endlovini in Khayelitsha, the Safety on Trains and the

P A R T 2


• Organise meetings with Local Municipal Councils and engage themon their responsibilities regarding safer communities and encouragesynergy between the DOCS and local municipalities;

• Establish a generic process that will unite local police, communitiesand other role players in the fight against crime;

• Ensure continuous capacity building and training of CPF’s andNeighbourhood Watches (NHW);

• Seek greater functional accountability and synergy from alldepartmental projects, i.e. Hands off our children campaign (HOOC),(Cape/Urban Renewal Strategy) and departmental socio crimeprevention strategies; and

• Promote community participation in establishing policing prioritiesand needs (PPN’s). (De Lange, 2003:6–7)

12.3 The Bambanani Operational Strategy

The Bambanani operational strategy is outcomes orientated, results basedand responsive to continuous community needs.

The strategy was primarily divided in three phases, viz.:• Public engagement through consultative meetings;• Service delivery through intervention requests; and• Research driven through continuous monitoring and evaluation and

research application at the end of every phase (Ministers revisits).

12. THE BAMBANANI PROCESS

12.1 The Bambanani Initiative and Mandate

The Bambanani Against Crime Strategy was initiated from the office of theMinister of Community Safety, Mr Leonard Ramatlakane and launched atthe Khayelitsha Stadium, in February 2003 with the endorsement of the25 000 community members. Bambanani heeded President Mbeki’s call atthe opening address of Parliament when he said in February 2003:“Our ability to combat crime effectively lies within the ambit of mobilisingcommunities to be the driving force with the police to create a greaterawareness about crime in our communities” and mandated theestablishment of the ‘Bambanani’ Unite Against Crime Strategy at aProvincial Community Police Conference on the 28–29 March 2003,in Khayelitsha, Cape Town, when 800 elected representatives of CommunityPolice Forums (CPF) around the province called for a consolidated, unifiedand strategic synergised approach to fighting crime. This notion issupported by the Exit Polls (2001 and 2002) (Department of CommunitySafety, 2001 & 2002) when it clearly indicates that unless the Departmentco-ordinates and mobilises people and partners in the Province in anintegrated manner, the Department of Community Safety would not makeheadway against the benchmarks it had set itself in trying to bring downthe priority crimes viz.: murder, organised crime and violence againstwomen and children (serious violent crimes).

12.2 The Objectives of the Bambanani Strategy • Introduce the activities of the DOCS to the different communities in

the Province;• Resolve problems and conflicts between local police stations and

Community Police Forums (CPF’s);• Facilitate public meetings (Ministers Imbizo’s) where opportunities

are given to communities to raise complaints, concerns and issuesabout policing;

P A R T 2


Through Phase 1 Bambanani visited 50 areas and revisited20 areas and directly reached approximately 154 679 people.

Issues and Concerns Captured:

Consultation in the different communities took place with various role-players, namely the local police station, CPF’s, NHW’s, Municipal Councils,Church leaders, Local business and then the general public. Complaints andissues raised during the meetings were captured and listed.

The following, Table 1 is a convenient sample of the issues andconcerns identified at the consultation phase:

ServiceDelivery

Misconductof policeofficials

Lack ofpoliceresources

CriminalJusticesystem

Communitysafety

CommunityPoliceForums

Gangsterismand drugs

DepartmentofCommunitySafety

Research

Research

Slow and orlack of policeresponse;

No policevisibility;

Police officialsnot identifyingthemselvesduringoperations;

Dockets getlost;

No follow upon complaintsand cases;

Racism anddiscrimination;

Domesticviolence andchild abuseinvestigation.

Respect anddiscipline ofpoliceofficials;

Policebrutality;

Policemembersabuse alcoholand visitshebeens inuniform;

Policephysicallyassaultresidentsduringoperations;

Misuse ofpolice vehiclesafter hours.

Conditions ofpolice cells;

Shortages ofpolicepersonnel;

Location ofpolicestations;

Lack of Xhosaspeakingpersonnel-equalrepresentationat policestations

Release ofcriminals backinto thecommunitynotcommunicatedto relevantpolicestations/CPF’s;

Communitiesneed guidanceandunderstandingof bailconditions.

Safety ofpensioners;

Safety ofchildren atschools andmovingbetweenhome andschool;

High incidentsof rape casesand teenagealcohol abuse;

Regenerationof communityvalues.

Capacitybuilding ofCPF’s;

Neighbour-hood watchtraining;

Neighbour-hood watchequipments;

Relationsbetweenpolice stationsand CPF’s;

Funding ofcommunityprojects.

Shebeens andGangsterism;

Lack ofsupport groupfor families ofchild killingsduring gangviolence;

Minister toattend courtcases ofchildren killedduring gangactivities.

Legislation todeal with thekilling ofchildren;

Assessment ofthe currentwitnessprotectionprogrammeand how toprevent thekilling ofwitnessesunder thewitnessesprotectionprogramme;

Educatingparents abouttheirresponsibilityover children;

Impactassessment ofHOOC;

Impactassessment ofother DOCSservicedeliveryprojects.

Legislation todeal with thekilling ofchildren;

Assessment ofthe currentwitnessprotectionprogrammeand how toprevent thekilling ofwitnessesunder thewitnessesprotectionprogramme;

Educatingparents abouttheirresponsibilityover children;

Impactassessment ofHOOC;

Impactassessment ofother DOCSservicedeliveryprojects.

12.4 Phase 1

During Phase 1 (Public engagement):01 April 2003 – 30 November 2003Public engagement through consultative meetings:

The Minister visited various communities, clustered in differentgeographical areas in the Western Cape, and engaged in consultationwith members of the public, local police, local municipalities,Community Police Forums (CPF) amongst others. These areas include:West Metropole, East Metropole, Boland, Southern Cape, Karoo,the West Coast, Overberg and Matzikama.

The Minister’s Imbizo to communities was empowering and made ahuge impact on those attending, in that it gave the communities adirect interface with government. In other words it brought governmentto the people, “peoples participation”, a cricitical element of anempowerment process.

On interviewing members of the public they responded that it was thefirst time that a Minister came to the grassroots and addressed themdirectly and brought along top management of both the departmentand SAPS to listen and account to communities. Phase 1 gave thepublic the opportunity to speak to the Minister and register complaintsabout the police, crime prevention and socio-structural issues. In someinstances participants offered possible grassroots solutions andinterventions.


• Cape Town: HOOC children march• Cape Town: Launch of the Train Safety project• Crossroads: Safety of senior citizen’s function• Crossroads: Youth talent show• De Rust: Youth school sports day against crime.• Delft: 16 Days of activism against violence and crime• Delft: Sports week against crime• Elsies River: Youth Peace Academy march against crime• George: Opening of the Family and Child Protection Unit.• Goodwood: Commemorating National Women’s Day and

victims of violent crimes.• Groot Drakenstein: Bambanani sports day against crime• Gugulethu: Anti Crime march• Hanover Park: Children Safety Week, June Holidays.• Helderberg: Focusing on the safety of the Elderly• Khayelitsha: Church leaders unite against crime.• Khayelitsha: Clean-up campaign (bushy areas)• Kraaifontein: Closing of the Melissa Demas project• Kraaifontein: Community march against crime

Throughout the campaign a number of special events took place.To name but a few:• Athlone/Gugulethu: Car Free day• Athlone: Commemorating Youth Day, 16 June and killing of children

through the crossfire of gangs.• Athlone: Human Rights Day celebration• Athlone: Ikama Cultural performances evening against crime• Athlone: Launch of the Run & Bike for Life (HIV/AIDS awareness and

victims of rape)• Atlantis: Arts festival• Atlantis: Men’s rally• Beaufort West: Arrive Alive prayer day service on the N2• Bellville: Celebrating Arbor Week in remembrance of missing children

– and those who died through crossfire• Bishop Lavis: Church service in remembrance of the victims of

violent crimes• Bonteheuwel: Peace march against crime and violence.• Bonteheuwel: New Years festival• Camps Bay: P4 Beach safety launch• Cape Town: Youth Peace Academy march against crime• Cape Town: Closing Event of the Safer Festive Season

programme 2003 – Castle, Cape Town


12.5 Phase 2

12.5.1 Service Delivery Phase: Diagnostic: (complaintsconcerns and issues)

During the Diagnostic Phase 2 – 01 August 2003 – 30 November 2003

All the complaints, concerns and issues identified in Phase 1were prioritised, service delivery strategies developed andimplemented accordingly. The different directorates viz. CivilianOversight, Social Crime Prevention, Safety Training and PolicyAdvice of the Department of Community Safety played a majorrole in implementing interventions requested by the communitythrough the Bambanani Imbizos and were responsible forinterventions and implementations. These interventions werethose registered at the Ministers Imbizo visits. Here Bambananiacts as a filter, directing and monitoring the relevant complaints,requests and responses to respective directorates.

In Phase 2 the Bambanani Strategy viz.• Facilitated Area conferences of Community Police Forums;• Implemented PPO’s captured in phase 1 as perceived by

communities and ensured that attention is given to these priorities atpolice station level;

• Monitored the development of a complaints database and acomplaints line to provide immediate telephonic intervention wherenecessary through the DOCS Civilian Oversight, Complaints Centre;

• Monitored the resolving of complaints received in Phase 1;• Monitored the improvement of service delivery with regard to

Departmental project implementations, resolving conflicts and localpolicing;

• Monitored the establishment, funding – and capacity buildingof CPF’s;

• Constantly liaised with Social Crime Prevention regarding theexpediting of its projects (and all other projects within the DOCS)in communities;

• Langa/Bonteheuwel: Metro Edutrain activity for children• Launch of farm watches on the West Coast, Matsakane, Central Karoo

and Southern Cape.• Lentegeur: Consolidation meeting of neighbourhood watches

in the metro• Manenberg: Lights Festival against crime• Mitchell’s Plain: Concerned Parents of Missing Children (CPMC) event• Mitchell’s Plain: YLAC activity• Mitchell’s Plain: Youth Convention against crime• Mossel Bay: De Bakke beach safety programme.• Nyanga: Commemorating National Women’s Day and victims

of violent crimes• Oudtshoorn: Deployment of neighbourhood watches and farm

watches at the KKNK opening.• Oudtshoorn: Deployment of neighbourhood watches and farm

watches at KKNK opening• Phillipi College: Rally of primary school children, consolidating a week

of awareness against crime.• Phillipi College: Launch of the Safer Festive Season Programme• Saldanha: Safety of children activities• Samora Marchel: Safety of disabled people’s function• Silwerstream: YPA and YLAC beach safety programme• Strand: YLAC beach safety programme• Tafelsig: Opening launch of the neighbourhood watch radio base• Worcester: Youth rally and march against crime


departmental process were obtained. The participants were assured ofanonymity and the interviews were recorded with their permission.

The recordings were transcribed and analysed based on Tesch’s analysisprocess (1990:142 – 45). Briefly, this process entails identifying relevanttopics and categorising them for analysis and interpretation purposes.The views, experiences and perceptions regarding the external value andthe internal process are herewith presented under the categories asidentified during the analysis process as defined below:

• Complaints/problems received during Bambanani;• Collectivity within Bambanani;• Results of Bambanani;• Bambanani as a Strategy; and• Future of Bambanani.

The internal focus group is to be presented as stage two of the formativeevaluation and is presented as “An Internal Perspective Report ofBambanani Against Crime” (Engelbrecht, 2003).

12.5.3 The External Perceptions Report

The research methodology, was primarily informed by the “Action LearningCycle” and influenced by the theories of the Action Learning Cycle andthe model of the Action Learning Cycle (1. Planning 2. Experience 3.Reflection 4. Insight ) (Taylor, Marais and Kaplan: 1997).

Unstructured individual interviews, telephonic interviews and two focusgroups were convened. One focus group dealt with the internal perceptionsof the Bambanani Strategy and the other was a mixed group comprisingof community representatives and CPF members. Telephonic interviewswere conducted with both South African Police Service (SAPS) andcommunity members.

Their views regarding their perceptions and experiences were obtained.The interviews were minuted and in some instances recorded andtranscribed according to the Tesch’s analysis process (1990: 142 – 145).Although the methodology tested perceptions, it inevitably unpacked issuesof experiences and requirements.

• Constantly liaised with Policy Advice regarding research requirementsand the development of strategies where relevant; and

• Monitored Minister’s directives given to SAPS (re: police compliance,resource requirements and general matters of policing).

As aforementioned, midway through the second phase, Bambananicommissioned research to determine if the strategy was on track with theexpectations of communities. The research was applied in the developmentand enhancement of the phase 3 as planned. As aforementioned, thisresearch took the format of two assessments both formative. Oneassessment was an “Internal Perspective of the Bambanani Against Crime”“Internal Perspective of Bambanani Against Crime” (Engelbrecht, 2003)and the other tested external community perceptions, “An ExternalPerception of Bambanani Against Crime” (Mohamed, 2003).

For the purposes of stage 1 and 2 of the formative assessment, we’veopted for the qualitative research method, through the lenses of the actionresearch approach. “Action research is aimed at the immediate applicationof the research results to find a solution to a problem that emerged in thehere-and-now (locally). The research results are usually not valid in general,and usually cannot be generalised to a broader or more extensivepopulation”. (Technikon SA, 2000:17)

Qualitative elements unlike quantitative indicators are more difficult toassess due to technical challenges or the expense of measuring them,hence we will use the indirect proxy (“in place of”) indicators, that is linkedto project objectives, that is appropriate in the context of the project.(Organisation Development and Training: 2002:34)

12.5.2 The Internal Perspective of Bambanani AgainstCrime – Report

The qualitative approach was adopted to evaluate the internal perspectiveof the Bambanani Strategy. We made use of unstructured individualinterviews and a focus group interview. Two individual interviews and onefocus group (seven people) were held with members of the Department ofCommunity Safety. Their views, perceptions and experiences regarding boththe purpose and value of Bambanani as a strategy and the internal


13. PHASE 3

13.1 The Summative Assessment and Safer FestiveSeason Phase

During Phase 3 December 2003 – March 2004 (SummativeAssessment and Safer Festive Season Program (SFS) 2003 – 2004.

A two pronged approach was implemented:• A Summative Assessment of phase 1 and 2 (the public engagement

and service delivery) were assessed to determine whether itsuccessfully enhanced the People Orientated, Problem Solving Policingand Community Strategy for the Western Cape (POPS:2003).

• The design and implementation the Safer Festive Season (SFS)programme 2003/2004, supra PART 3.

13.2 The Summative Assessment: Bambanani

Phase 3 makes a number of recommendations and supports some of thecritical recommendations made in the Phase 2 evaluations.

The main focus of this summative assessment is to determine whetherBambanani succeeded in its goals and objectives. The impact of phase 1(public engagement) and phase 2 (service delivery) was assessed todetermine whether Bambanani successfully enhanced the Ministers’People-Orientated, Problem-Solving Policing and Community Strategy forthe Western Cape (POPS). The assessment makes use of a qualitativeapproach in obtaining information. Four sources of information were used,namely main categories of complaints identified at Bambanani meetings,interviews with respondents, Tesch’s analysis of information process (1990)and SAPS crime pattern analysis. The indicators were developed againstthe eight “Batho Pele Principles” and the Bambanani Business Plan (De Lange: 2002).

The Bambanani objectives were revised in relation to the Logical Framework Approach (LFA) (Organisation Development and Training: 2002:30). This method outlines the four main levels of objectives, which are linked to one another in a hierarchy. This approach is important in project monitoring as they help distinguishbetween the project’s outputs (work carried out by staff) and the project’soutcomes (the changes that result from the project). The interviews were then analysed in relation to the development indicators designed out of the revised objectives, viz. development goal, project purpose, resultsand activities.

The external perceptions and experiences of communities are presented in the form of “An External Perspective of Bambanani Against Crime”(Mohamed, 2003). The Internal perspective drew on an internal focus groupdiscussion which is presented as stage 2 of the formative evaluation, in theform of “An Internal Perspective Report of Bambanani against crime”.

12.5.4 Formative Assessment: Research Recommendations

Both the “Internal Perspective of the Bambanani Against Crime” and the“An External Perspective of Bambanani Against Crime” made a number ofrecommendations. The critical recommendations made are:• The development of an integrated crime prevention initiative, which

includes the participation of DOCS, SAPS, businesses and communitiesand is designed to impact directly on the safety and security of thosepersons affected by crime. This was also facilitated within the servicedelivery phase of Bambanani.

• The development and implementation of the SFS programme over thefestive season of 2003 – 2004, focusing on projects in areas wherecommunities and tourists converge viz. beaches, trains, shebeens andin communities. That we win the development process of this initiativewith the current outreach methodology of Bambanani Against Crimeand regard the evaluation of the “Festive Season” programme as apilot. The evaluation of this pilot programme/project and projectdevelopment methodology, will further inform the Bambanani AgainstCrime Strategy for 2004/2005.


• Implementation. Is the project being implemented according to itsdesign? Are the measures or activities being undertaken asanticipated in the project design?

• Impact. Is the project having the impact intended? Are the measuresbeing implemented actually preventing crime?

• Cost effective? What are the “opportunity costs” of supporting theproject in terms of the benefits that could flow if the resources wereused to do something else?

• Replicated. Can the project be replicated elsewhere? What is itabout local conditions in the Western Cape that contribute to ordetract from its success (or failure)?

• Consequences. What are the unintended consequences of theprojects? Does the project have unforeseen side effects? Are theseeffects welcome, unwelcome or neutral?

• Social benefits? Even if the project does not seem to prevent crime,does it have other tangible social benefits? Does the programmeimprove people’s quality of life without having any obvious effecton crime?

13.4 The Summative Assessment: Research Methodology

The research made use of a qualitative approach in obtaining information.In the main, four sources of information were used; viz. Main categories ofcomplaints identified at Bambanani meetings, Fieldwork (interviews),Analysis of information, Crime Pattern Analysis (CPA).

a. The Main categories of complaints identified atBambanani meetings

The complaints raised during the Bambanani public meetings werecategorised in eight main groupings, namely:• Service delivery;• Misconduct of police officials;• Lack of police resources;• Criminal justice system;• Community safety;• Community Police Forums;

13.3 The Summative Assessment: Indicators

The following indicators were identified as per the “SummativeAssessment: Bambanani”, (Haefele, 2004) viz.• “Unite”– Did Bambanani unite the community, SAPS, CPF,

Local Council against crime?• “Mobilise”– Did Bambanani mobilise the communities to come

forward with their complaints, to combat crime through preventioninitiatives and to join the neigbourhood watch as volunteers?

• “Conflict resolution”– Did Bambanani resolve conflict and differencesbetween the CPF’s, local council, SAPS and community?

• “Consultation”– Did facilitation lead to consultation with the publicabout complaints, crime etc?

• “Information”– Were the public informed and educated aboutservices they received from the DOCS and SAPS?

• “Marketing”– Did Bambanani market the “Unite against crime”campaign and DOCS effectively?

• “Service delivery”– Was there an improvement in the SAPS servicedelivery since Bambanani started?

• “Other”– Were there any other issues mentioned with regard toperceptions about Bambanani?

The two underlying indicators appropriated in line withBambanani’s objectives, focusing on testing perceptions are:1. How did Bambanani impact on the individual’s perception of the

SAPS’s service delivery to the community?2. How does the individual now after Bambanani feel about the future of

a programme such as Bambanani in the community?

Other important questions to be answered about Bambanani:Conceptualisation.• Is the project well conceptualised? Is the project based on a good

idea or bad one?• Design. Is the project design sound? Has the concept been

translated into a practical set of measures or activities?


• Bambanani continue in future as the over arching strategy of theDepartment of Community Safety. However, Bambanani in its currentformat needs restructuring. There are loopholes in its operationalstructure and the management does not always get the necessarysupport from the other directorates. Bambanani should be a separateDirectorate with its own budget, operating for at least the next fiveyears. The overwhelming community reaction and support forBambanani necessitates it. These recommendations are reinforced byprevious recommendations of the Formative Assessments: An”InternalPerspective of Bambanani Against Crime” (Engelbrecht, 2003), and“An External Perception Report of Bambanani Against Crime”(Mohamed, 2003); and

• A Directorate: Bambanani be established, which will consist of aDirector who will also be the Project Manager. Each directorate ofDOCS viz. then known as Civilian Oversight, Policy Advice, SocialCrime Prevention and Safety Training of the department will nominatean Assistant Director who will form part of the BambananiManagement structure. The current regional areas in the WesternCape, namely, the Southern Cape, Boland, West Coast, Karoo,East and West Metropole will stay the same and form the regionaldivisions of Bambanani. Each region will have its own regional officewith its own support staff. For example, Beaufort West will host aregional office, which covers the Karoo region.However, the programme/format of Bambanani would stay as it is.Court case attendance, consultative meetings, public meetings, areaconferences, crowd-attracting strategies and visibility of the DOCS.The Minister’s programme could be consolidated in such a way thatDOCS facilitates the meetings in the different regions on a regularbasis, at least once in three months.

13.6 The Safer Festive Season (SFS) programme(see PART 3)

• Gangsterism and drugs; and• Department of Community Safety.

b. Fieldwork (interviews)

The researcher made use of focus groups and individual interviews(unstructured) to determine the perceptions of community members,CPF’s, SAPS and Local Council members about Bambanani. A convenientsample of towns were visited and a small sample of respondents had beeninterviewed. It was unfortunately not possible to visit all the towns theMinister visited, due to timeframes, cost implications and logisticallimitations.

The purpose of the interviews was:• To discuss their experiences regarding Bambanani;• To get their views on the value, strengths, opportunities and

achievements, both from a positive and negative perspective;• To get their opinion on the future of Bambanani.

A brief summary of the information gathered during the interview wasgiven afterwards for confirmation purposes.

c. The Data Analysis

The recordings were transcribed and analysed based on Tesch’s analysisprocess (1990:142 – 145).

d. Crime Pattern Analysis

Crime patterns in communities where the researcher conducted focusgroups and interviews were compared to determine whether Bambananihad an impact on crime statistics. For example, crime trends from April toSeptember 2003 will be compared with trends during the same periodin 2002.

13.5 The Summative Assessment: ResearchRecommendations

The critical recommendations made by the “Summative Assessment:Bambanani Assessment” were that:

P A R T 3


16. SFS SEVEN PROJECTS

Seven projects were successfully implemented in an integrated andsimultaneous way over the festive season. These projects were CommunityBased Activities (CBA), Safety of Children (SOC), Youth Projects (YP),Safety on Trains (SOT), Monitoring of Shebeens (SC), Safety on Beaches(SOB) and Arrive Alive (AA).

All soft security projects viz. (AA/SOB/SOT/SC) were steered by SAPS,DOCS and Provincial Traffics with community volunteers and trainedNeigbourhood Watch (NHW) members. All development projects viz.CBA/SOC/YP were implemented by communities and funded by DOCS.

The abovementioned projects all speak to inter-governmental and inter-departmental co-operation. Building partnerships between NGO’s,Community Based Organisations (CBO’s), communities and businesses.Targeting crime hotspots by securing a safe environment on beaches, trains,shebeens, provincial and national roads, communities and tourist areas.

Through the aforementioned 7 projects, a total of 3467 communitydevelopment workers which included neighbourhood watch members(who were trained by the DOCS) participated in delivering the FestiveSeason Programme.

14. THE SAFER FESTIVE SEASON PROGRAMMEOF 2003/2004

The ‘Towards A Safer Festive Season Programme 2003’ (SFS) was initiated,based on the formative assessment recommendations of “An ExternalPerception Report of Bambanani Against Crime”, (Mohamed, 2003).The research recommended the development of an integrated crimeprevention initiative that would build momentum and reiterate andensure communities that participatory solutions is a key factor in drivingservice delivery and crime prevention initiatives. Communities through thisresearch articulated the need to increase police visibility and accessibilityover the festive season period at places where people mostly converge,both tourist and local.

Imperative to the success of the Safer Festive Season (SFS) programme wasthe strengthening and reinforcing of existing partnerships developedthrough supporting and funding CPF’s and deploying trainedNeighbourhood Watches (NHWs) and community volunteers complementaryto the Peoples Orientated Sustainable Strategy (POSS) of SAPS.

15. SFS OBJECTIVES

The SFS programme was implemented from 8 December 2003 to18 January 2004 with the following objectives:• To develop an integrated & synergised crime prevention initiative

which included the participation of the DOCS, SAPS, City Police, LawEnforcement, CPF’s, business, other government departments, civilsociety organisations and communities for the festive season;

• To directly impact on the safety and security of those persons affectedby crime; and

• To build momentum & ensure that communities participate inidentifying their problems and work towards participatory solutions.

P A R T 3


19. SFS STATISTICS

The programme was primarily implemented in 41 communities (identified asareas with a high serious violent crime rate), railway lines and on beaches.As a result of this programme it was the safest festive season in many yearsand murder decreased by 34.2%, attempted murder by 31.2% and rape by12.4% for the period 8 December 2003 to 8 January 2004.

19.1 Statistical comparisons for 41 designated areas

In general statistical comparisons for the period 8 December 2001 –8 January 2004, for the 41 designated areas indicate a downward spiral forall Serious Violent Crime (SVC) codes, viz. murder, attempted murder, rape,robbery aggravated, assault (GBH). Figure 1 below, includes kidnapping andabduction, which is included in the selected crime codes referred to inFigures 1–4 below. According to comparisons calculated from data inFigure 1, received for reported cases by SAPS, murder has decreased by34.2%, attempted murder by 31.2% and rape by 12.4%.

17. SFS PARTNERSHIPS

By means of the SFS programme the DOCS played a crucial role in thepartnership between the following organisations: South African PoliceServices (SAPS) the leading agent in the SFS Programme in fighting crime,City Police, Cape Town Law Enforcement, Community Police Forums (CPF’s),Neighbourhood Watches, Metrorail, Non-governmental Organisations(NGO’s), such as Concerned Parents for Missing Children (CPMC) and theconsortium forming the Youth Peace Academy (YPA) namely, Western CapeLocal Sports and Recreational Council (WCLSRC) and the Department ofSports and Recreation and Culture (DSRC), the religious sector andcommunity volunteers.

18. SFS OPERATIONAL STRATEGY

Areas were chosen based on accurate and reliable statistics supplied by theSAPS. This data was fed into a system and a crime pattern analysisinformed the areas chosen. The variables used were the codes for the fiveserious violent crimes viz. murder, attempted murder, rape, assault withintent to do grievous bodily harm (GBH) robbery, kidnapping and abductionof children.


Figure 2: Graphical presentation of three-year comparison

Figure 2: Graphical presentation of Figure 1. Comparison of murder, attempted murder,rape, robbery aggravated, abduction and kidnapping for 41 designated areas for periods 8 December – 8 January 2001 – 2004.

A graphical presentation of Figure 1, indicates a sharp decrease of 18.2%in the total number of crime reported in SVC codes, (murder attemptedmurder, rape, assault GBH and Robbery Aggravated, including kidnappingand abduction) for the period.

2003/2004

3417

41774099

Diff: 78(1.9%)

Diff: 78(-18.2)

2003/20032003/2002

4500

4000

3500

3000

2500

2000

1500

1000

500

0

Figure 1: Three-year comparison for the period 8 December – 8 January 2004

Figure 1: Illustration of a three year comparison for periods 8 December – 8 January 2001 – 2004of 41 designated Areas for murder, attempted murder, rape, robbery aggravated, assault (GBH),kidnapping and abduction.

8 December – 8 January Selected Crime Categories 41 Designated Areas

% 100

Station Name 2001/2002 2002/2003 Diff. Diff % 2003/2004 Diff Diff % Status

Murder 283 257 -26 -9.2 169 -88 -34.2 Decrease

Attempted Murder 294 301 7 2.4 207 -94 -31.2 Decrease

Rape 449 410 -39 -8.7 359 -51 -12.4 Decrease

Robbery aggravated 597 812 215 36.0 614 -198 -24.4 Decrease

Assault GBH 2406 2307 -99 -4.1 2002 -305 -13.2 Decrease

Abduction 38 57 19 50 36 -21 -36.8 Decrease

Kidnapping 32 33 1 3.1 30 -3 -9.1 Decrease

TOTAL 4099 4177 78 1.9 3417 -760 -18.2 Decrease

Safer Festive SeasonThree year comparison

Period: 2001/2002/2003 8 December – 8 January 2004


Figure 4: A Graphical presentation of three-year comparison for 5 priority stations

Figure 4: Graphical presentation of Figure 3. Comparison of murder, attempted murder, rape,robbery aggravated, abduction and kidnapping for 5 priority stations (Khayelitsha, Gugulethu,Nyanga, Mitchell’s Plain and Kuils River) for periods 8 December – 8 January 2001 – 2004.

Figure 4 presents a decrease of 17.4% for the total selected crimecategories for the Ministerial stations, 8 December 2003 – 8 January 2004,compared to the same period 2002/2003.

Figure 3: Three-year comparison for the period 8 December – 8 January 2004 for 5 top priority stations

Figure 3: Illustration of a three year comparison for periods 8 December – 8 January 2001 – 2004of Khayelitsha, Mitchell’s Plain, Nyanga, Philippi and Kuils River areas for murder, attemptedmurder, rape, robbery aggravated, assault (GBH), kidnapping and abduction.

Khayelitsha an area with one of the highest murder rates in this categoryhas decreased by 35.6% over the festive season, 8 December 2003 to8 January 2004) compared to 2002/2003. Nyanga, second to Khayelitsha,shows a decrease of 30.4% in murder and 41.3% in attempted murder.Mitchell’s Plain indicates a decrease of 16.2% in murder, 26.9% inattempted murder. The Kuils River policing precinct (Kleinvlei, Mfuleni,Blue Downs and Eerste River) indicates a 52% decrease in murder.Gugulethu indicates a decrease of 50% in murder and 42.9% inattempted murder.

8 December – 8 January Selected Crime Categories 5 Priority Stations

% 100

Station Name 2001/2002 2002/2003 Diff. Diff % 2003/2004 Diff Diff % Status

Murder 145 153 8 5.5 101 -52 -34.0 Decrease

Attempted Murder 119 153 34 28.6 111 -42 -27.5 Decrease

Rape 188 170 -18 -9.6 174 4 24 Increase

Robbery aggravated 370 533 163 44.1 390 -143 -26.8 Decrease

Assault GBH 872 863 -9 -1.0 779 -84 -9.7 Decrease

Abduction 11 26 15 136.4 16 -10 -38.5 Decrease

Kidnapping 17 22 5 29.4 15 -7 -31.8 Decrease

TOTAL 1722 1920 198 11.5 1586 -334 -17.4 Decrease

Safer Festive SeasonThree year comparison

Period: 2001/2002/2003 8 December – 8 January 2004

2002/2002 2002/2003 2002/2004

1722

1920

1586

Diff: 198(11.5%) Diff: -334

(-17.4%)

2000

1800

1600

1400

1200

1000

800

600

400

200

0


Figure 6: Regional comparison of total crashes for period 1 December 2003 – 18 January 2004

Figure 6: Regional Comparison of total crashes for period 1 December-18 January 2003/2004.Crash types include the categories Pedestrians, Overturned, Head/Rear, Sideswipes, Turn infront of, Head on Collision with fixed objects.

The regional comparison for Arrive Alive for crashes at the five regions inthe province is represented in the pie chart figure 6. The total crashesrecorded for festive season period 1 December 2002 – 18 January 2003is 137. Almost half, 46%, is accounted for by the Metro region. Followedby the Southern Cape which accounts for 24%. About 77% of the crashesinvolved pedestrians in the Metro region, 10% involved head and /orrear crashes, 6% involved overturned vehicles and head on accounted for5%. Of the total 69 crashes in the five regions, the Metro region recorded70% (48) where pedestrians were involved.

Southern Cape24%

West Coast12%

Overberg4%

Boland14%

Metro46%

19.2 Arrive Alive Statistics

Figure 5: Three-year comparison for Arrive Alive crashes and fatalities for period 1 December – 18 January 2002 – 2004

Figure 5: A graphical presentation of comparative statistics for crashes and fatalities for theperiod 1 December – 18 January 2002/2004: Crash types include the following categories:Pedestrians, Overturned, Head/Rear, Sideswipes, Turn in front of, Head on Collision withfixed objects.

As presented in Figure 5, both festive seasons indicates a decrease inrecorded number of crashes and fatalities. Compared to the festiveseason 2002/2003 the number of crashes decreased by 22% and fatalitiesby 32% in 2003/2004. Festive season 2003/2004 improved by 10% ascompared to the previous festive season.

250

200

150

100

50

0

2002/2003 2002/2004

Crashes Fatalities

2003/2004 compared to 2002/2003 thereis 32% decrease in fatalities and 22%

decrease in crashes


20. SFS ACHIEVEMENTS

20.1 Volunteer Participants

A total of 3467 community volunteers which includes NHW volunteersparticipated in delivering the festive season programme.

They are comprised of:Community Based Activities (Khayelitsha) – NHW volunteers/reservist 100

Community Based Activities – CPF volunteers 500

Control Over Shebeens – NHW volunteers 453

Safety of Trains; NHW volunteers 344

Safety on Beaches; NHW volunteers 435

Safety of Children – CPMC and TRP volunteers 250

Youth Programme – YPA and WCLSRC volunteers 1060

Arrive Alive – Community Volunteers 120

Special Events Coon Carnival; NHW volunteers 205

Total 3467

From 8 December 2003 to 8 January 2004, NHW members contributed150 000 hours of deployment activity, complementing police operations.The NHW were visible at vulnerable places such as trains, beaches,shebeens, crime-ridden communities and at the coon carnival, which is ahigh risk tourist event.

20.2 People Reached

Via our seven projects we’ve directly reached 1 209 115 people.The breakdown is as follows:Community Based Activities 169 110

Safety of Children 63 030

Youth programmes 137 650

Safety on Beaches 13 000

Arrive Alive 20 000

Monitoring of Shebeens 111 300

Safety on Trains 650 000

Coon Carnival 45 205

Total 1 209 295

19.3 Statistics for Train Project:Comparative data for A-crimes and B-crimes for period 30 November – 18 January 2002 – 2004

There is a partially causal relationship between A-crimes and B-crimes,by implication when B recorded crimes increase, A-crimes woulddecrease. A-crimes include serious violent crimes, assault common,assault GBH, all types of robbery, theft general and fraud. B-crimes includeless serious crimes, tickets sales, loitering, possession of dagga, stolengoods etc. A 27.9% decrease in A-crimes was recorded over the periodwhilst an increase in B-crimes occurred. The increase in B-crimes could beattributed to the number of joint search and seizure operations by SAPSsupported by Metrorail and Neighourhood Watches. The statistics reflectedabove is partially recorded in Figure 3 illustrating SVC for the 41designated areas.

Variable

Period: 30/11 – 30/12 2001 level 2002 level 2003 level

A-Crimes 342 373 (9%) 269 (-27.9%)

B-Crimes 86 48 (-44.2%) 401 (735%)

Total 424 421 (-0.7%) 670 (59%)


23. SFS RESEARCH RECOMMENDATIONS:

The Final Report of the SFS primarily supports recommendations made inboth the formative and summative assessments of the Bambanani Strategy.The critical recommendations made are:

That the Bambanani programme responsible for the implementation of theBambanani Strategy becomes a Directorate located within the Office of theH.O.D. in order to ensure synergy within the department’s programmes.Its role will be to:• Create synergy within DOCS through directing and monitoring the

strategies and policy implementation of the department;• Directing and advising deviations and reprioritisation of the strategic

objectives of the department;• Evaluation of the department’s implementation of the strategic plans;• Management of crosscutting inter-directorate and inter-governmental

projects and programmes such as the SFS; and• Management of Ministerial Projects and programmes such as HOOC,

Mass Mobilisation etc.

That the following SFS projects be sustained albeit notnecessarily within its exact current operational format of the SFS:

Special NHW Deployments on trains:• Safety on Trains - The NHW members be deployed on stations

in the main industrial and factory areas as well as institutions ofhigher learning during peak hours. That the existing Community Police Officers (CPO’S) be deployed on the trains. That the search and seizure operations lead by SAPS continue on at least a monthly basis.

Special NHW Deployments on beaches:• That the NHW be deployed on routes to beaches during the Easter

holiday period. That the NHW members be deployed to identifiedbeaches and camp sights over the Easter Holiday Period and all otherPublic Holidays.

21. SFS MEANS OF COMMUNICATION

The programme engaged different forms of media to popularise the SFSProgramme. Our primary source of communication was via community news-papers and door-to-door pamphleteering. “Refer to Annexure 1 for selectedmedia quotes.” Notices and adverts were placed on radio and televisionstations. Stickers and pamphlets that spoke about the SFS and raised generaland specific crime awareness, such as safety tips on trains, beaches, missingchildren and the dangers of alcohol were distributed. A total of 917 000pamphlets, including 90 000 pamphlets distributed by the Control of Shebeenprojects, which spoke specifically to alcohol abuse and responsible drinkingwere distributed. 5 adverts were placed in the 4 Independent CommunityPapers (Athlone News, Vukani, Plainsman and Southern Mail) as well as theBlits, 2 adverts in the Metro Burger and 1 in the Kaapse Son. Below is anillustration of the distribution and readership of the aforementioned.

22. MONITORING AND EVALUATION

The strategy was monitored and evaluated over the entire period ofimplementation via:• Unstructured observations by monitors and researchers via the

Monitoring and Evaluation Task Team (MTT) of the SFS;• Daily, weekly and monthly monitoring; and• SFS Final Report: measured the success against specific indicators

viz. crime statistics, community mobilisation and communityparticipation.

Medium Distribution/ Readership/Viewership

Radio Audience

Pamphlets 917 000 2 751 000

Posters 10 000 100 000

Adverts via Community Papers 1017290 3685000

Newspapers

Blitz (Burger) 480 000 1 440 000

Broadcasts: Radio 1058000

Broadcasts: Television 675 166


Special NHW Deployments at hotspotsPresidential Area Interventions – NHW members and SAPS reservists bedeployed to specific hotspots as determined through local crime patternanalysis in order to assist with law enforcement where conventionalpolicing methodologies are constrained due to geographical and materialconditions, the SAPS is the lead agency in this regard. Community basedprojects should be sustained in conjunction with the Urban RenewalProject. The Directorate Policy Advice conduct and develop safety andsecurity plans for Khayelitsha and Mitchell’s Plain with a specific focus onmurder in general and crimes against women and children.

Special Projects:• Safety on Farms – A project be initiated that will focus on the safety

of the farming community which should include the development ofrural safety forums and a system similar to neighbourhood watches.As a pilot 300 farm workers should be provided with safety trainingby the 30 April 2004.

• Policing Model – That DOCS and SAPS undertake to research asustainable policing model, which takes cognisance of normal andunconventional policing methodologies that speaks to reducing and managing crime in the five priority stations.

• Safety of Children – The HOOC ministerial project continue therelationship with the NGO CPMC and sustain the current pilot projectof the safety on children as developed in the SFS business plan with a specific focus on community education and awareness as well ascontinuing the development of an integrated Rapid Response Unittogether with the lead partner agency, SAPS.

• Arrive Alive – The education and awareness campaign to continue.The roadblock operations to be conducted on a more consistentbasis (informed by a road accident pattern analysis) as opposed to the current conventional traffic approach of Easter and festiveseason operations.

Special NHW Deployments at shebeens:• The NHW law enforcement of shebeens continue on weekends and

during the Easter holiday period.• That the search and seizure operations led by SAPS and supported by

the NHW members continue on a weekly basis.

Special NHW Deployments at schools:• That NHW members be deployed along identified school routes in the

following areas: Mitchell’s Plain, Khayelitsha, Blue Downs, Nyanga,Gugulethu, Kraaifontein, Atlantis, Manenberg, Bonteheuwel,Elsies River, Ravensmead and Hanover Park.

Special NHW Deployments at pension payout points:• That NHW members be deployed to pension payouts in the same

above-mentioned areas on pension payout days.

Special NHW Deployments at day hospitals:• That NHW members be deployed to Day hospitals in all urban

renewal areas. This project is to be managed jointly with theDepartment of Health.


Mohamed, A. 2003. An External Perception Report of Bambanani AgainstCrime. Cape Town: Department of Community Safety: Cape Town.

Mohamed, A. 2004 Safer Festive Season: Final Report. Department ofCommunity Safety.

Organisation for Economic Cooperation and Development. 1993.DAC Orientations, on Participatory Development and GoodGovernance. OECD: Paris

Rasool, E. 2004. Premier, Budget Vote Speech. Western Cape ProvincialGovernment: Cape Town

South African Police Services (1) 2003. People Orientated SustainableStrategy (POSS). Cape Town: South African Police Service,Western Cape.

Tesch, R. 1990. Qualitative research: analysis types and software tools.Bristol PA: Falmer.

(http: //www.aidsmap.com/en/docs/OFD10235-87FF-11D5-8D)6-00508B9ACEB1.asp, 28 July 2004)

24. CONSOLIDATION OF SUCCESSES• The MEC goes back to communities and report on the successes of

interventions via return visits to a selection of areas.• A celebration of the crime victory with 3000 NHW volunteers and

Community Development Workers who participated in implementingthe SFS and the Bambanani Strategy throughout the SFS.

25. REFERENCES

Constitution of the Republic of South Africa (RSA). 1996. NationalGovernment of Republic of South Africa: Pretoria.

Department of Public Service and Administration. 1997. White Paper onTransformation of Public Service Delivery. DPSA: Pretoria.

Department of Safety and Security. 1996. National Crime PreventionStrategy: Pretoria.

Department of Safety and Security. 1998. White Paper on Safety andSecurity in service of safety 1999 – 2004. Department of Safetyand Security: Pretoria

De Lange, R. 2003. Bambanani ‘Unite’ Against Crime Business Plan.Department of Community Safety: Cape Town.

De Lange, R. 2003 Special Evaluation Report. Period: 1 April 2003 –8 August 2004 Project: Bambanani Against Crime. Department ofCommunity Safety: Cape Town.

Engelbrecht, E. 2003. Internal Perspective of Bambanani Against Crime.Department of Community Safety: Cape Town.

Haefele, B. 2004. Summative Assessment: Bambanani. Cape Town:Department of Community Safety: Cape Town.

Mbeki, T. 2002. Republic of South Africa. Statement at the Conclusion ofthe Debate of the State of the Nation Address, National Assembly:Cape Town.

Mbeki, T. 2002. Republic of South Africa. State of the Nation Address to theJoint Sitting of the Houses of Parliament: Cape Town


26. BAMBANANI SHOWCASE

Bambanani layout-16 Sept 04 - Western Cape

Documents

Transcript of Bambanani layout-16 Sept 04 - Western Cape