United Nations Public Service Awards Case Studies

Mahalapye Sub Sub District, particularly Sefhare Sub Sub District had an outbreak of stock theft offences which were on a constant increase between 2003 and 2006. The title was Escalation of Stock Theft Incidents in Mahalapye Sub District. We defined this as a continuous increase of fraudulent and without claim of right, depriving either the general or special owner of stock. Stock means all animals listed under Section 2 of the Stock Theft Act No 21 of 1996, while Theft has a meaning as defined under Section 264 of the Penal Code Cap 08:01.

To justify the existence of the problem, data was collected from criminal charge registers from 01/04/03 – 31/03/06 (3 years period). The information below justified the trend:

01/04/03 – 31/03/04 = 53 cases
01/04/04 – 31/03/04 = 56 cases
01/04/05 – 31/05/06 = 87 cases

Impact

On average cases were increasing by two every month.

Since beef industry is the third foreign exchange generator after diamond and tourism respectively, this problem posed a potential downfall of the country’s economy and its image. E.g. one would imagine what would happen when a flight load of export beef is intercepted due to investigation of suspected stolen slaughtered stock (cattle)? The consumer would not want to deal with this country again due to fear of unreliable products. Internationally our beef would be labeled as corrupt beef like blood diamonds West of Africa.

Locally the Police would be deemed as inefficient and unproductive in the provision of social safety to the community.

Sefhare Sub Sub District has a population of 22 315 people whose over 50% relies on livestock industry for a living. This people’s economy would be at a high risk if the problem could not be intercepted.

Multiple causes were attributed to this problem as listed below.

1) Shortage of Police Officers
2) Inadequate Police Patrols at Cattleposts.
3) Delay in collection of Matimela by Council
4) Poor welfare to herdboys
5) Failure to report Matimela by farmers
6) Failure to brand stock by farmers.
7) Inadequate police patrols at cattle posts.

What is the initiative about? (the solution)
Since multiple causes were attributed to the problem, a spectrum of solutions were brought on board to reduce the escalation of stock theft cases. An Anti Stock Theft Unit was formed to cater for both shortage of Police Officers and inadequate Police Patrols of Cattle posts. Sefhare Local Police Officers were urged to intensify patrols in cattle post and a minimum target of three patrols per week was agreed upon. An awareness meeting with Matimela Authorities was held on the effects of the delay of collection of Matimela. Farmers were urged to check their cattle post more frequently. They were also taught on Section 6 of Matimela Act as an encouragement in reporting Matimela. Matimela neighbourhood watch committees were formed in various places as a way of citizen empowerment in the fight against crime. This also promoted a smooth partnership between the police and the public. Employment Act was explained to both farmers (Employers) and herdboys (Employees) to improve the welfare of the latter as well as to facilitate a common understanding of both parties mandate. The provision of Section 26 of the Branding of cattle act was explained to farmers to encourage them to brand their stock. Initially the team targeted at reducing the problem by 50% but a massive achievement of 65% was made i.e. 0.7 case were received on average per month, which is either there was one or no case. This was calculated by dividing the total of cases received during monitoring period by 3 months (monitoring period) i.e. 2 cases = 0.7 case 3 months The introduction of an anti stock theft unit played an intergral part in improving the quality of service in that regular patrols were undertaken on 24 hours bases at the same time making quick responses to reports at cattle posts. This benefited farmers a lot by receiving needed service without travelling long distances to police offices. The service was decentralised from offices. The inception of Matimela neighbourhood watch committees benefited Matimela office in that the latter was saved time to go looking around places for Matimela. Similarly members of the committees benefited financially as they were paid as casual labourous for rounding Matimela. Tribal Administration Department also benefited a lot by acquiring confidence and trust from their customers. Members of the community are very happy to be legally knowledgeable in some statutory be legally and therefore there is increased legal compliance to procedures and laws. The community of Sefhare benefited a lot in that their livestock is much safer than before. The nation at large can now proudly say “Buy Botswana” when it comes to beef exportation.

Who proposed the solution, who implemented it and who were the stakeholders?
All the solutions were the team’s brainchild. Even though the team developed all solutions in place, the implementation was a collective effort by the team, Central District Local Police Management, Sefhare Community and Matimela Office (Mahalapye Council). The team implemented in a facilitative manner e.g. making recommendations, holding meetings with concerned parties/stakeholders as well as conducting educational campaigns at various places within Sefhare region. The community implemented practically, e.g. by branding their stock, visiting cattle posts on regular basis, being active Matimela committee members. Central District Local Police Management approved the recommendations of the anti stock theft unit and took the responsibility of selecting squad members and providing transport. Mahalapye Council also contributed by collecting Matimela, particularly Matimela office at Machaneng. During the implementation by the team Pekenene C.J.S.S provided transport to enable the team to reach targeted places.

Describe how and when the initiative was implemented by answering these questions
a. What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
Since the problem was caused by a plurality of factors, 9 initiatives were developed and different approaches of implementation were put in place. 3 set of main objectives referred to as musts were brought on board through brainstorming technique they are:- (i) the solution must be within the team and management jurisdiction. (ii) They must be easy to implement. (iii) They must be monitorable Three implementation strategies were put in place as the product of brainstorming technique and they are: (i) holding meetings with concerned stake holders (ii) conducting educational campaigns through kgotla meeting (iii) Writing recommendation letters to management. All the above was established by the team.

b. What were the key development and implementation steps and the chronology? No more than 500 words
Brainstorming technique was used as the centrepiece in the development of solutions. The team zoomed a spectrum of ideas prior to refinement and merging of such. After refinement we had a total of 9 solutions. Evaluation analysis technique was used to critically asses the practicability of the solutions as well as their effectiveness. All solutions passed the musts objectives and further potential risks were considered i.e. adverse consequencies. A contigency plan was put in place for only one solution which had both high affecting the team’s target and objective.

c. What were the main obstacles encountered? How were they overcome? No more than 500 words
Since there was a wide range of solutions also different steps of implementation were used for example (i) Formation of an Anti Stock Theft Unit On the 20/03/07 a Savingram was written to the officer commanding Central recommending the formation of the squad. Then on the 10/04/07 selection of the squad was made and a trial run was made for one week. Subsequently the unit started full operation for 3 months. (ii) Holding meetings with stake holders A requisition letter for meeting was written to Matimela office and such meeting was held on the 23/03/07. As a result Matimela office made notice of collection of Matimela a month prior to the exercise of collection which was done for a week. (iii) educational Campaigns Notice of meetings and team iteneracy was sent to all targeted areas 3 weeks before. Meetings were held on stipulated dates. (iv) formation of Matimela neighbourhood watch Committees Kgotla meetings were held and the concept was preached to the attendants, who appreciated the idea. Election of members was done then the committee were oriented before they started their operation.

d. What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
The team met some challenges despite having managed to achieve the objective. There was shortage of transport to effect monitoring. However we managed to get help from other institutions like schools. We decided to effect monitoring during weekends when most departments were not using their vehicle. Meetings were not held at same places due to uncooperative members of the community hence their failure to turn up despite having been informed in advance. As a corrective measure we liased with concerned community leaders such as councillors, ward and village headmen and VDC’s to mobilese their people, and the initiative borne positive results. At some stage there was lack of cooperation between the anti stock theft unit and Sefhare Police. This revealed the prevalance of a win lose paradigm. However both parties were confronted and the differences were reconciled.

Is the initiative sustainable and transferable?
The team met with Central District Tribal Administration Management where solutions presented for standardisation purpose. Due to practicability and effectiveness of the resolutions management standardized them. For sustainability the formation of a permanent Anti Stock Theft Unit for the Central District is underway. The team keeps a continuous monitoring of Matimela neighbourhood watch committees on monthly basis by having progress review meetings with them. These committees keep a close watch on the people who fail to report Matimela and refer them to the police so that they are brought to book. This is regulatory sustainability. Meetings are held quarterly with stake holders like Matimela office. During monitoring which is done on monthly basis both farmers and herdboys are urged to revert to the cultural way of herding as a convenient and effective security measure of safeguarding their livestock. A workshop was held on the 05/12/07 with farmers and herdboys as well as community leaders whereby they were refacilitated on relevant statutory acts like, Matimela, employment and branding of cattle act to instill resonance of legal understating so as to attain maximum compliance of such laws. It was in this workshop that committees were given a platform to share experience and ideas. Institutionally, quarterly police patrol reviews are conducted by the team. Patrol monitoring forms have been designed for record keeping. The project has been disseminated nationally through presentation at the public service convention. The fact that this conference was attended by government officials from countries like Mozambique and Tanzania put the resolution in the international spotlight. Other institutions like Botswana Police Service can replicate the resolution if they encounter the same problem. The resolution have been sent to Local Police Headquarters to be disseminated to other district to be used in case of the stock theft outbreak. Bench marking can be used as a way of replicating the initiative by other organizations and district. Joint workshops would serve a great deal of a purpose in sharing ideas.

What are the impact of your initiative and the lessons learned?
As the saying, it is strength of their number that ants in the field are able to carry their prey to the nest, team work has got no substitute when it comes to productivity. Not just teamwork, it was complemented by determination dedication and compassion. Discipline is the bridge between goals and accomplishments. This was proved by the discipline that was portrayed by the team during the implementation of solutions. The ultimate measure of a man is not where he stands in time of comfort, but where he stands in times of controversy. It is all about resiliency that was potraid by the team at times of crisis that enabled us to achieve our goals. All challenges were turned into opportunities hence the proverb, a pessimist sees the difficulty in every opportunity, an optimist sees the opportunity in every difficulty. A successful person is one who can lay foundation with bricks that others throw at him. Resiliency was the key element. You get best out of other when you give your best and this is how we managed to acquire the confidence of other colleagues as well as members of the community. We had to be exemplary and act as role models hence our mandate as agents of change in the organization. As pioneers of change we chose not to go where the path leads rather we went where there is no path and left the trail. This emphasis the fact of being innovative. Had it not been of our visionary leaders we could not have achieved our objective. Our management gave us all the support that we needed and they were also empowering in that they gave us chance to explore our potentials by coming up with the initiatives in place without interference or being critical. They were rather facilitative. It is through difficulties that one can gain experience, one English proverb says smooth seas do not make skillful sailors.


Institution Name:		Ministry of Local Government - Tribal Administration
Institution Type:		Government Agency
Contact Person:		Joel Masilo
Title:		Police Seargent
Telephone/ Fax:		00267-4710314
Institution's / Project's Website:		00267-3902965
E-mail:		ishmael_edward@yahoo.co.uk
Address:		PO Box 4
Postal Code:
City:		Mahalapye
State/Province:
Country:		Botswana

The Problem

Solution and Key Benefits

Actors and Stakeholders

(a) Strategies

(b) Implementation

(c) Overcoming Obstacles

(d) Use of Resources

Sustainability and Transferability

Lessons Learned

Contact Information