Analysis of crime prevention strategies for sustainable governance in South Africa.

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Analysis of Crime Prevention Strategies forSustainable Governance in South Africa

Shikha Vyas-Doorgapersad and Ernest Peprah Ababio

THE INTERNATIONAL JOURNAL OF INTERDISCIPLINARY SOCIAL SCIENCES http://www.SocialSciences-Journal.com First published in 2008 in Melbourne, Australia by Common Ground Publishing Pty Ltd www.CommonGroundPublishing.com. © 2008 (individual papers), the author(s) © 2008 (selection and editorial matter) Common Ground Authors are responsible for the accuracy of citations, quotations, diagrams, tables and maps. All rights reserved. Apart from fair use for the purposes of study, research, criticism or review as permitted under the Copyright Act (Australia), no part of this work may be reproduced without written permission from the publisher. For permissions and other inquiries, please contact <[email protected]>. ISSN: 1833-1882 Publisher Site: http://www.SocialSciences-Journal.com THE INTERNATIONAL JOURNAL OF INTERDISCIPLINARY SOCIAL SCIENCES is a peer refereed journal. Full papers submitted for publication are refereed by Associate Editors through anonymous referee processes. Typeset in Common Ground Markup Language using CGCreator multichannel typesetting system http://www.CommonGroundSoftware.com.

Analysis of Crime Prevention Strategies for SustainableGovernancein South AfricaShikha Vyas-Doorgapersad, North-West University, SOUTH AFRICAErnest Peprah Ababio, North-West University, SOUTH AFRICA

Abstract: Crime has a negative impact on the sustainable governance of any country. This paper examines the causes andimpact of crime in South Africa, a new democratic state that is fighting to establish a moral society based on democraticvalues and social justice. The aim of the paper is to evaluate the cost-benefit approaches in South Africa to prevent crime.Crime pervades South African society through horrendous acts of murder, rape, armed robbery and heists, drug trafficking,corruption and white-collar criminal activities. The state has identified challenges such as lack of financial capacity andhuman skills to deal with crime, inadequate information regarding statistics of crime, backlog of cases, lack of institutionalapproaches, and strategies for planning and monitoring. To overcome these challenges the government has adopted an in-tegrated justice system approach to develop cooperation and coordination between relevant departments. This approachmay be significant in dealing with the pressure of severe impact of crime with variety of processes and interdependent linksto achieve a common goal of combating crime. The country also has a National Crime Prevention Strategy that consists offour pillars namely: re-engineering the criminal justice system, reduction of crime through environmental design, promotionof community values and education, and trans-national crime for regional cooperation. The paper analytically reviews thepros and cons of the strategy and offers recommendations for improvement of existing challenges.

Keywords: Crime, Strategy, Sustainable Governance

Introduction

ACCORDING TO THE National CrimePrevention Strategy, high levels of crimepose a serious threat to South African’semergent democracy. Violence crime often

leads to tragic loss of life and injury, the loss ofpossession and livelihood due to crime is incalcul-able. Crime results in the rights and dignity of cit-izens, and poses a threat to peaceful resolution ofdifferences and rightful participation of all in thedemocratic process. Crime casts fear into the heartsof South Africans from all walks of life and preventsthem from taking their rightful place in the develop-ment and growth of the country. It inhibits citizensfrom communicating with one another free, fromengaging in economic activity and prevents entrepren-eurs and investors from taking advantage of the op-portunities that the country offers (South AfricanNational Crime Prevention Strategy, 1996). The nextsection explores the extent of crime in South Africa.

Crime in South Africa

Crime is among the most difficult of the many chal-lenges facing South Africa in the post-apartheid era.The country’s crime rates are among the highest inthe world and no South African is insulated from itseffects. Beyond the pain and loss suffered by crimevictims, crime also has less direct costs. The treat of

crime diverts resources to protection efforts, exactshealth costs through increased stress, and generallycreates an environment unconducive to productiveactivity. Additionally, the widespread emigration ofSouth African professionals in recent years is attrib-utable in part to their desire to escape a high crimeenvironment (Demombynes and Ozler, 2002)South Africa has such a wide reputation for high

crime that is useful to begin any serious discussion,by pointing out that the rates for most crime in SouthAfrica are not outside international norms. Consider,for example, the overall rate of criminal victimiza-tion. The latest serious victimization study in SouthAfrica, completed in 2003, shows a one-year victim-ization rate of 22.9 percent, down from 24.5% in1998. This compares favorably with a victimizationrate in England and Wales of 26.7% in 2003 (Clegget al in Stone, 2006). Yes, a large fraction of SouthAfrican households experience crime every year, butnot any larger a fraction than in many rich countries.The distinctive feature of crime in South Africa isnot its volume but its violence. The homicide ratepresents the extent of violence most starkly. Al-though the rate has declined substantially since 1994when South Africa recorded 67murders per 100,000people, it was last reported through March 2005 tobe at 40.3 per 100.000, among the highest nationalrates in the world. There is some variation amongprovinces, but the murder rates across all of South

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Africa are high (Stone, 2006). The statistics isreflected in Table 1.

Table 1: Crime in the RSA from April to March 2001/2002 to 2006/2007

April 2006to March2007




April 2002 toMarch 2003


Crime Category

19,20218,54518,79319,82421,55321,405Murder20,14220,55324,51630,07335,86131,293Attempted murder52,61754,92655,11452,73352,42554,293Rape9,3679,80510,1239,3028,8157,683Indecent assault218,030226,942249,369260,082266,321264,012Assault with the intent to

inflict grievous bodilyharm

210,057227,553267,857280,942282,526261,886Common assault71,15674,72390,82595,551101,53790,205Common robbery126,558119,726126,789133,658126,905116,736Robbery with aggravat-

ing circumstances92,02191,068100,436105,69096,16696,963General aggravated rob-

bery(subcategory of aggrav-ated robbery)

13,59912,82512,43413,79314,69115,846Carjacking (subcategoryto aggravated robbery)

8928299309019863,333Truck hijacking (subcat-egory of aggravated rob-bery)

12,76110,1739,3919,3519,063-Robbery at residentialpremises(subcategory ofaggravated robbery)

6,6894,38733,203,6775,498-Robbery at businesspremises(subcategory ofaggravated robbery)

467385220192374238Robbery of cash in transit(subcategory of aggrav-ated robbery)

129595854127356Bank robbery (subcat-egory of aggravated rob-bery)

7,8587,6228,1848,8069,1868,739Arson143,336144,265150,785158,247157,070145,451Malicious damage to

property249,665262,535276,164299,290319,984302,657Burglary at residential

premises58,43854,36756,04864,62973,97587,114Burglary at business

premises

THE INTERNATIONAL JOURNAL OF INTERDISCIPLINARY SOCIAL SCIENCES, VOLUME 3174

86,29885,96483,85788,14493,11396,859Theft of motor vehicleand motorcycle

124,029139,090148,512171,982195,896199,282Theft out of or from mo-tor vehicle

28,82828,74232,67541,27346,68041,635Stock-theft14,35413,45315,49716,83915,83915,494Illegal possession of fire-

arms and ammunition104,68995,69084,00162,68953,81052,900Drug-related crime38,26133,11629,92724,88622,14424,553Driving under the influ-

ence of alcohol or drugs415,163432,629536,281606,460620,240576,676All theft not mentioned

elsewhere61,69054,21453,93155,86956,23258,462Commercial crime65,48964,49166,52571,88869,00568,404Shoplifting12,87112,41511,99511,09611,20210,944Culpable homicide2,3452,3202,6183,0043,0714,433Kidnapping3,2173,3453,8804,0444,2103,132Abduction4,2584,8285,5686,5044,7982,648Neglect and ill-treatment

of children1,0231,0449749791,049907Public violence36,74744,51255,92959,90863,71760,919Crimen injuria

Source: South African Police Service. 2008. Crime Statistics.

The statistics reveals that the common crimes inSouth Africa include contact crimes, contact-relatedcrimes, property-related crimes, crimes heavily de-pendent on police action for detection, and otherserious crimes.Crime levels in South Africa are affected by some

of the factors (obtained from Department of Safetyand Security, 1996): “…all forms of crime increaseduring periods of political transition. Our own rapidtransition had the unintended consequences ofbreaking down the existing (and legitimate) mechan-isms of social control without immediately replacingthem with legitimate and credible alternatives; theGovernment of National Unity inherited, intact, theentire public service, including a racially based, dis-proportionate distribution of Criminal Justice re-sources. Insufficient and ill-equipped personnel,combined with outdated systems, and fragmenteddepartments, have contributed to a system that hasbeen unable to cope with the demands created by theneed to provide services to all the people of SouthAfrica; the political transition also generated substan-tial material expectationsmany of whichwere largelybeyond the immediate delivery capacity of the newgovernment. This has generated frustrated expecta-tions. The very high, and often unrealized, expecta-tions associated with transition have contributed tothe justification of crime; South Africa’s violenthistory has left us with a ‘culture of violence’, which

contributes to the high levels of violence associatedwith criminal activity in South Africa; historicallyshaped, poverty and underdevelopment provide keycontextual factors in understanding increasing crimelevels; the historical marginalization of the youth,combined with the slow growth in the job market,has contributed to the creation of large pool of ‘atrisk’ young people; while economic growth and de-velopment are crucial in addressing the factors whichlead to crime, poorlymanaged development can itselfcontribute to increased crime rates; and the numberand easy accessibility of fire-arms is a major contrib-utor to violent crime”. It is, therefore, imperative forthe government to establish effective structures toimprove the challenges related to crime in SouthAfrica, that are discussed in the next section.

Measures to Combat Crime

The government has established strategies, depart-ments and legislation to combat crime in SouthAfrica.The government launched the National Crime

Prevention Strategy (NCPS) in 1996 with one of themain objectives is creation of a dedicated and integ-rated crime prevention capacity which can conductongoing research and evaluation of departmental andpublic campaigners as well as facilitating effectivecrime prevention programmes at provincial and local

175SHIKHA VYAS-DOORGAPERSAD, ERNEST PEPRAH ABABIO

level. The strategy follows a shift from reactive‘crime control’ which deploys most resources to-wards responding after crimes have already beencommitted, towards proactive ‘crime prevention’aimed at preventing crime from occurring at all (ob-tained from Department of Safety and Security,1996). The NCPS, by recognizing that crime is a“result of a multitude of factors,…went beyond onlylooking at the role that the criminal justice systemhad to play to deal with the challenge…introduceda new paradigm for the state and the way it had tofunction to address crime” (Newham, 2005). Thekey components of this paradigm were (Rauch inNewham, 2005):

• Government cannot deal with crime on its own.The institutions of government on all three tiers(national, provincial and local) must work togeth-er and with civil society to reduce crime

• Law enforcement and criminal justice responsesalone are inadequate on addressing crime

• The criminal justice system cannot operate effect-ively unless there is better coordination betweenthe departments that constitute the system, andintegration of their activities

• Crimes are different and must be ‘disaggregated’if effective prevention strategies are to be de-signed and implemented

• Prevention efforts need to be focused on victimsand potential victims, and not merely on perpet-rators, as is the case with traditional systems ofcriminal justice

• Prevention efforts need to take cognizance of thefear of crime, as well as of actual crime patters.

In order to achieve the above mentioned, thegovernment adopted a four-pillar approach to crimeprevention:

• The Criminal Justice Process aims to make thecriminal justice systemmore efficient and effect-ive. It must provide a sure and clear deterrent forcriminals and reduce the risks of re-offending.

• Reducing Crime through Environmental Designfocuses on designing systems to reduce the op-portunity for crime and increase the ease of de-tection and identification of criminals.

• Public Values and Education concern initiativesaimed at changing the way communities react tocrime and violence. It involves programmeswhich utilize public education and informationin facilitating meaningful citizen participation incrime prevention.

• Trans-national crime programmes aim at improv-ing the controls over cross border traffic relatedto crime and reducing the refugewhich the regionoffenders to international criminal syndicates(Department of Safety and Security, 1996).

These objectives assisted the policy-makers to draftthe White Paper on Safety and Security 1998presenting the broad definition of crime preventionas “all activities which reduce, deter or prevent theoccurrence of specific crimes firstly, by altering theenvironment in which they occur, secondly bychanging the conditions which are thought to causethem, and thirdly by providing a strong deterrent inthe form of an effective criminal justice system”(Newham, 2005).TheMulweli consortium 1997 produced an analyt-

ical report stating the following challenges in thecriminal justice system: the justice system was run-ning out of capacity and was subject to excessivechurn resulting in major inefficiencies; managementof cases through the justice system as a particulararea of weakness; courts are faced with huge back-logs and prisons were overcrowded with the numberof awaiting trial prisoners increasing at an alarmingrate (Rand, 2005). To overcome these challenges,the implementation of Integrated Justice System (IJS)was considered as a solution. The criminal justicesystem forms a Justice and Protection ServicesCluster comprise of the Ministries of Safety and Se-curity, Justice and Constitutional Development,Correctional Services, Defence and IndependentComplaints Directorate. The various departmentsunder the IJS are working towards reducing the ex-tent of crime in South Africa. The following meas-ures have been implemented:

• The modernizing of all systems in the justicenetwork, including financial, administrative andmanagement systems;

• Utilization of budget reform as an instrument ofimproved planning, benchmarking, performanceassessment and undertaking to redirect spendingaway from administrative structures, to serviceand operational points;

• Finding themost cost-effectiveway of implement-ing key new legislative frameworks and the de-velopment of a strategic approach to costing le-gislation;

• The acceleration of implementing legislation;and

• Reprioritization and re-alignment (Rand, 2005).

Adequate financial resources are required toachieve the above objectives. The next section dealswith the amount of money spent on the IJS for crimeprevention.

Cost to Crime

The allocation of public resources by government isperhaps the most quintessentially political questionconfronting any society. How much should govern-ment spend? How should these funds be divided


between the numerous programmes and services thatgovernment offers? (Altbeker, 2005). The cost to theJustice and Protection Services cluster is reflected

in the following tables (compiled from NationalTreasury, 2008):

Table 2: Cost to Justice and Protection Services Cluster

Safety and Security2010/112009/102008/09R thousandTotalTotalPayments

for capitalassets

Transfersand sub-sidies

Currentpayments

Total to beappropriated

16362276150189119737321862301222296313382925MTEF allocation*20699045190629869593161228231599977117081910Administration764358671033891968743437762633556494606Visible Policing1954140167308423426718513973141427925Detective Services2734649246225676790285919862282065877Crime Intelligence

Protection and Security Services493936964532062622301383534743786963140453243Total expenditure estimates

Justice and Constitutional Development11954541094686125878661919897941145Administration39973393808084420036724429443353371615Court Services5893835620564095500498558503153State Legal Services2552706242323072539893720412512122727National Prosecuting Authority173518015919201120010560683355241402792Auxiliary and Associated Ser-

vices100700629479976520457108141067395658341432Total16548701519689-6933513199941389329Direct charges against the Na-

tional Revenue Fund1172493210999665520457115074580595599730761Total expenditure estimates

Correctional Services36050163373333755021008530259953111582Administration44330214116254100000195137712913873242Security1211717112524922641881010436041064678Corrections160146314576707871-13868641394735Care50901147633733769-362846396615Development4420214113209223573382043386538Social Reintegration34481511692301895680-5487641444444Facilities15250400126524641116008344191052140711671834Total expenditure estimates

Defence30229632741808133222295423906542426930Administration8503142772948838984192538048278736792237Landward Defence8912754834912523036600701229764669006514Air Defence200518920091081939837670414135281809630Maritime Defence26090492446585695631448920350932119145Military Health Support608462579687699335014174137509850Defence Intelligence4687027423726820227091515328163233933746General Support185188717674985439316387314168371635103Force Employment322004732986056742166597605791805091128233155Total expenditure estimates


Independent Complaints Directorate46199429771179563439635631Administration59123562545245-4471949964Complaints Processing,Monitor-

ing and Investigation 17322161651284-1161812902Information Management andResearch

1226441153967708569073398497Total expenditure estimates

*MTEF (Medium Term Expenditure Framework):medium term budgeting is about maintaining align-ment between strategic prioritization of policy,planning for implementation and finalizing spendingplans in support of government’s objectives (NationalTreasury, 2008). In terms of the MTEF, allocations

for any financial year were accompanied byguideline allocations for each of two subsequentyears (Altbeker, 2005).The additional allocation to national votes

2008/09-2010/11 is also made by the NationalTreasury (2008) as:

Table 3: Additional Allocation to National Votes

Total2010/112009/102008/09Justice and Protection ServicesR million Medium-term expenditure estimates

28962205385306Correctional Services32541809835610Defence13553Independent Complaints Directorate720291253176Justice and Constitutional Development6501343917521310Safety and Security13384775032292405Total

Naturally, looking at the extent of the resourcing ofthe criminal justice system does not exhaust thequestion of the extent to which criminal justice issueshas been prioritized. The effort put into inexpensiveactivities which build public confidence in the crim-inal justice system, the extent of visible politicalcommitment to safety and security and law enforce-ment, and the development of appropriate organiza-tional and legal mechanisms are also important indic-ators of prioritization within the criminal justicecluster (Pelser and Rauch, 2001).Economic and financial analysis of crime and

crime prevention, control or reduction efforts aregenerally distinguished as: cost analysis, cost-effect-iveness analysis, cost-saving analysis and cost-bene-fit analysis, from the simplest to the more complex(Karoly in Sansfacon, 2004). One concern raisedrepeatedly in discussions about the NCPS is the ap-parent absence of a rigorous cost-benefit analysispreceding the making of decisions to fund projectsand/or programmes. The absence of such a processis unfortunately both because it reduces the likeli-hood that funds will be optimally utilized, and be-cause it reinforces poor financial decision-makingprocesses in the constituent departments. Even withthe expenditure on criminal justice described above,

it is not possible to conduct a sound cost-benefitanalysis…Research findings about cost-benefit ratiosdepends heavily on the level of services already de-livered…Thewide variety, and complexity, of assign-ing a monetary value to crime prevention makes itextremely difficult to determine accurately the bene-fits of a programme, and therefore, to determine theeconomic rationale for the programme (Altbeker andRauch, 1999). Altbeker (2005) further stresses onthe “complexity and diversity of the servicesprovided, together with the facts that these are hard-to-measure intangible services, poses a singularchallenge for policy-makers in the field of criminaljustice. This is … they cannot know with any preci-sion what they get for the money that isspent…Given the difficulties associated with quanti-fying the impact of the criminal justice system as awhole, it should come as little surprise that it is evenharder to seek to disaggregate the discrete impact ofthe system’s different components. Dies a rand spenton police patrols prevent more crime than rand spenton investigations or rehabilitation or ensuring an ef-fective prosecution?...The result is that the naturalstate of policy-makers in government, Parliament,and in the criminal justice system itself, is one ofprofound, ineradicable uncertainty; and they are sel-


dom offered unambiguous evidence that a particularchange in the scale or pattern of resource allocationwill have a precise impact or what the scale of thatimpact will be…In the messy world of criminaljustice, policy-making can never meet those sorts ofstandards”.

Conclusion: The Pros and ConsCrime is a challenge in South Africa that needs ur-gent improvement. The government has implementedstrategies and measures to eradicate crime but thereare some challenges that need to be addressed. “Ithas been said that the South African Police Service(SAPS) faces a problem that many of the personnelare un-or under-trained,…In the criminal justicesystem more broadly, the effects of the high crimelevels are being felt in both the courts and prisons,with enormous backlogs and overcrowding respect-ively…Long delays, combined with the newlystringent requirements in terms of investigation andevidence collection, make the conviction of suspectsthe exception rather than the rule in many cases,adding to the stress and workloads of the alreadyoverburdened police…the NCPS has seen little ofits ideals realized. The combination of the rise incrime, coupled with the reduction in available skillsand resources, has meant that the SAPS and the De-partment of safety and Security have placed theirpriorities in other, more immediate areas. Sadly, theNCPS, a long term plan, seems to be a somethingthat may not achieved even within the 20 yearframework that its writers envisaged, especially asresponsibility for the NCPS was moved in March2000 from the Secretariat for Safety and Security tothe SAPS…South Africa, as a new democracy, stillhas a very fluid and quite unpredictable political en-vironment, and it is hard to evaluate the success ofa single approach since one is too often replaced withanother project before it has had time to become es-tablished” (Obtained from Klipin and Harrison,2003).In order to overcome the above challenges, “the

strategic plan of the SAPS for 2005 to 2010 sets outseveral operational priorities. To mention but a few,combating organized crime; serious and violentcrime; crime against women and children and improv-ing service delivery to communities. The key organ-izational priorities that underpin these operationalpriorities are human resources, budgeting and re-source management. Our ultimate aim is to stabilizethe levels of crime over the medium term. The man-agement of the SAPS is committed to ensuring thatthe police service uses the best and most moderntechnology to prevent and combat crime and has tothis end inter alia, installed a Genetic Sample Pro-cessing Systems at the Forensic Laboratory in Pretor-

ia which is used for Deoxyribonucleic acid (DNA)Analysis, a breakthrough in terms of turn-aroundefficiency. In addition, we have established a Biomet-ric Identification and Enhancement Solution capab-ility within the Criminal Record Centre to deal withbiometrics, which will facilitate the identification ofcriminals. Recent successes achieved in the past twoweeks alone (notably in Gauteng and various partsof the country) can be attributed to the implementa-tion of the above-mentioned National Crime Preven-tion Strategy. One of the major National Crime Pre-vention Strategy successes is the establishment ofthe High-Technology Centre to co-ordinate informa-tion and the utilization of skills and technology tosupport investigators in identifying suspects, opposebail, apprehend wanted suspects and establish linksbetween cases of a serious nature” (South AfricanPolice Services, 2007).A number of analysts have lamented the lack of

rigorous evaluation of crime prevention initiativesin South Africa. They highlight that unless evalu-ations are undertaken on such projects it is im-possible to know the extent to which they achievedtheir objectives or actually contributed to a reductionin crime. Furthermore, evaluations are necessary sothat learning can take place to enhance the successof crime prevention interventions in other settings.While this has started to be rectified to some degreeamongst civil society interventions…, it is still asignificant challenge facing government driven pro-grammes (Newham, 2005).It is therefore, crucial for the criminal justice sys-

tem to encourage multi-agency partnerships, “aimedat reducing crime or improving the performance ofthe formal justice system. Useful interventions couldfocus on:

• partnerships for safety or crime reduction whichinvolve local authorities (as this is a new policyarea in South Africa)

• Partnerships to enhance crime prevention inSouth African schools

• Partnerships which improve services notprovided by government (e.g. shelters for womenand children who are victims of domestic viol-ence)

• Partnerships which focus on the safety of womenand children

• Partnerships which reduce the burden on thecriminal justice system by providing diversionoptions

• Partnerships which reduce re-offending” (Pelserand Rauch, 2001)

Furthermore, the government needs to spend moneyon crime prevention rather than law enforcementtools. “When we focus on reducing the actual coststo businesses- whether large firms or household-


based enterprises- we play to the strength withinjustice sector. This is because what we know aboutcrime reduction concerns strategies and tactics toreduce specific crimes at specific locations and atspecific times” (Stone, 2006).What makes it difficultto manage the perception of crime is that there is noautomatic link between the isolated victories thatpolice and justice officials can achieve and thebroader perception of crime. In theory, governmentcould address this through advances in crime control,

developing strategies for reducing the overall crimerate in the country by substantial proportions. Inpractice, however, our knowledge of crime controlis unequal to this task. The alternative is to focusoperations on specific crimes in specific places, and-when these succeed- leverage them through strategiccommunications into broader campaigns to restorehope and build confidence in the criminal justicesystem as a whole (Stone, 2006).

ReferencesAltbeker, A. “Paying for crime: South African spending on criminal justice”. http://www.iss.org.za . 2005.Altbeker, A. and Rauch, J. “A review of government expenditure on the National Crime Prevention Strategy, 1996-1999”.

http://www.csvr.org.za . 1999.Demombynes, G. and Ozler, B. “Crime and inequality in South Africa”. http://econ.worldbank.org . 2002.Department of Safety and Security. “National Crime Prevention Strategy”. http:// www.info.gov.za . 1996.Klipin, J. and Harrison, K. “The future for policing and crime prevention in SADC”. http://www.crime-prevention-intl.org

. 2003.Newham, G. “A decade of crime prevention in South Africa: from a national strategy to a local challenge”.

http://www.csvr.org.za . 2005.Pelser, E. and Rauch, J. “South Africa’s Criminal Justice System: Policy and Priorities”. http://www.csvr.org.za . 2001.Rand, P du. “Towards an Integrated Justice System Approach”. http://www.csvr.org.za . 2005.Republic of South Africa. Estimates of National Expenditure. Pretoria: National Treasury. 2008.Sansfacon, D. “Handle with care: cost-benefit studies and crime prevention”. http://www.crime-prevention-intl.org . 2004.South African Police Service. “The South African Police Service (SAPS) has a strategic plan to fight crime in South Africa”.

http://www.info.gov.za . 2007.Stone, C. “Crime, justice and growth in South Africa: toward a plausible contribution from criminal justice to economic

growth”. http://www.cid.harvard.edu . 2006.

About the AuthorsDr. Shikha Vyas-DoorgapersadDr. Shikha Vyas-Doorgapersad obtained her Doctor of Philosophy from the University of Rajasthan, India. Sheis specialized in Public Administration with additional qualifications in Business Management and Public Re-lations. She was a Research Fellow at the York University in Canada. She has authored three books and contrib-uted chapters to books. She has published 30 research papers in internationally accredited and non-accreditedjournals. She has presented 41 research papers in Uganda, Italy, South Africa, India, Japan, namibia and UnitedArab Emirates. She is a life-member of nine professional bodies of Public Administration and Higher Educationin India and South Africa. Her main research areas of interest are service delivery, public policy, gender issuesand governance.

Prof. Ernest Peprah AbabioErnest Ababio obtained the D Litt et Phil in Public Administration with University of South Africa. He is anAssociate Professor and Head of PublicManagement and Administration at the Vaal Triangle Campus of North-West University in Vanderbijlpark, South Africa.. .The lecturing and research interests of Ernest are in PublicPolicy, Local Government, Public Finance and in Regional Integration. Ernest has authored a number of articlesin refereed and accredited journals in these specialized research areas. Prof Ababio has attended and participatedin numerous local and international conferences in Public Management and Administration. These includeconferences on European Community Studies in Africa; and on African Union and NEPAD. Ernest sits asmember and chair of a number of committees for municipalities and is involved in organization of workshopand short courses for councilors and municipal officials..


EDITORS Mary Kalantzis, University of Illinois, Urbana-Champaign, USA. Bill Cope, University of Illinois, Urbana-Champaign, USA. EDITORIAL ADVISORY BOARD Patrick Baert, Cambridge University, Cambridge, UK. Norma Burgess, Syracuse University, Syracuse NY, USA. Vangelis Intzidis, University of the Aegean, Rhodes. Paul James, RMIT University, Melbourne, Australia. José Luis Ortega Martín, Universidad de Granada, Spain. Francisco Fernandez Palomares, Universidad de Granada, Spain. Miguel A. Pereyra, Universidad de Granada, Spain. Constantine D. Skordoulis, University of Athens, Athens, Greece. Chryssi Vitsilakis-Soroniatis, University of the Aegean, Rhodes, Greece.

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Analysis of crime prevention strategies for sustainable governance in South Africa.

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