Public Services & Government

The vision of the KwaZulu-Natal Department of Community Safety and Liaison is that the people of KwaZulu-Natal live in a safe and secure environment. It's mission is to be the lead Department in driving the integration of community safety in KwaZulu-Natal. The Department's values are to uphold, respect and protect the Constitution of the Republic of South Africa; display leadership, honesty and integrity in its dealings with the people of KwaZulu-Natal; provide impartial, fair and equitable services; promote efficient and economic resource utilisation; and maintain appropriate and responsive organisational structure. The Department's strategic outcomes are to realise the improved quality of policing and community police relations. The Department offers the following services: policing station monitoring (NMT), domestic violence compliance audit, investigation and complaints against SAPS, case docket audit, establishment of community safety structures (CPF, CSF, Ward Safety Committee, etc.), crime prevention programmes, training and workshop of community safety structures, development of monitoring tools and safety models, and conducting safety priorities research. The information in this directory is compiled from various sources and is subject to continual change. If you notice any errors or omissions, contact us so that we may correct them.

The vision of the Inkomati-Usuthu Catchment Management Area (IUCMA) is to supply sufficient, equitable and quality water resources for all in the Inkomati-Usuthu Water Management Area. The mission of the IUCMA is to efficiently manage water resources by empowering our stakeholders in our quest to contribute towards transformation by promoting equal access to water and protecting our environment. The Agency supports the cooperative management of the Inkomati basin as an internationally shared watercourse. The decision-making environment of the Agency, including delegated functions, enables collaborative action towards equity, sustainability and efficiency in a continually evolving socio-economic system. The Agency manages the resources adaptively, cooperatively and progressively to achieve social, economic and environmental justice, and promote healthy living. The Agency's functions are derived from the National Water Act 36 of 1998. They are, among others, to: s80-investigate and advise interested persons on the protection, use, development, conservation, management and control of the water resources in its water management area; develop a catchment management strategy; coordinate the related activities of water users and of the water management institutions within its water management area; promote the coordination of its implementation with the implementation of any applicable development plan; promote community participation in the protection, use, development, conservation, management and control of the water resources in its water management area; s19&20-prevent and remedy effects of pollution; and control emergency incidents in respect of water resource pollution or potential water resource pollution. Other delegated functions include; S25, 33, 34, 35, 40, 41, 42, 44, 53, 54, 55, 57 and 58.

The mission of the KwaZulu-Natal Department of Cooperative Governance and Traditional Affairs is to strengthen cooperation among all spheres of government; support and build the capacity of local governance institutions; and facilitate and coordinate stakeholder engagement in pursuit of people-centred, accelerated service delivery. The Department's strategic goals are: sustained performance of institutions of local governance; strengthened cooperative governance; efficient and effective oversight; and improved organisational capacity and proficiency of the Department and Ministry.

The aim of the International Trade Administration Commission of South Africa (ITAC) is to foster economic growth and development in order to raise incomes and promote investment and employment in South Africa and within the Common Customs Union Area by establishing an efficient and effective system for the administration of international trade, subject to the International Trade Administration Act and the Southern African Customs Union (SACU) Agreement. The Commission's core functions are: customs tariff investigations; trade remedies; and import and export control.

The mission of the KwaZulu-Natal Department of Economic Development, Tourism and Environmental Affairs is to develop and implement strategies that drive economic growth; be a catalyst for economic transformation and development; provide leadership and facilitate integrated economic planning and development; and create a conducive environment for investment. The Department's strategic goals are to lead and coordinate integrated economic planning and development; facilitate sustainable and inclusive economic growth to ensure job creation; develop and transform the tourism sector to achieve destination competitiveness; and build a vibrant institution for superior performance.

South African Department of Trade, Industry and Competition (the dtic), providing a One-Stop-Shop service to investors. It provides investment promotion, facilitation and aftercare, which is geared at fast-tracking projects and reducing government red-tape.

The iSimangaliso Authority's business is to conserve the iSimangaliso Wetland Park and to create jobs and benefits for communities living in and adjacent to the Park through optimal tourism-based development. iSimangaliso is therefore in the business of conservation, local economic development and tourism. Park establishment programmes have seen the removal of some 12 000ha of alien plants and commercial forests. Wetland and dune rehabilitation programmes, the introduction of game, runway upgrades, the building of new roads, game fences, new water supply, and bulk electricity supply systems and substations have all contributed to building the new Park.

The mission of the KwaZulu-Natal Department of Education is to provide equitable access to quality education for the people of KwaZulu-Natal. The Department's strategic goals are to broaden access to education and provide resources; improve schools' functionality and educational outcomes at all levels; develop human resource and organisational capacity and enhance skills; develop schools into centres of community focus, care and support; ensure good corporate governance, management and an efficient administration; and promote national identity and social cohesion.

The Land and Agricultural Development Bank of South Africa (Land Bank) is a specialist agricultural bank established in 1912. The Bank's objective is to serve South Africa's commercial and emerging farmers by bringing specially designed financial services within their reach. These services enable farmers to finance land, equipment, improve assets and obtain production credit. Land Bank's vision is to be a world-class agricultural development bank that stimulates growth, drives solid performance and spurs innovation. The vision is realised through the quest to work with all stakeholders in building an adaptive and competitive agricultural sector that drives environmental, social and economic growth and development, thus contributing to food security.

The mission of the KwaZulu-Natal Department of Health is to develop a sustainable, coordinated and comprehensive health system at all levels, based on the primary health care approach through the district health system. The strategic goals of the Department as outlined in the Strategic Plan 2015 to 2019 are: (1) Strengthen health system effectiveness - the finalisation of enabling policies, frameworks, systems and processes to create the enabling environment for efficient service delivery; improved leadership and management at all levels of the health care system to ensure efficient utilisation of scarce resources; PHC re-engineering with intensified focus on community and household coverage and implementation of the Ideal Clinic Realisation and Maintenance Programme (Operation Phakisa); implementation of turnaround strategies for Emergency Medical Services and Forensic Pathology Services; development and implementation of a Hospital Rationalisation Plan, supported by a comprehensive Communication Plan, to improve hospital efficiencies; (2) Reduce the burden of disease - implementation and robust monitoring of the Integrated 90-90-90 strategy to reduce the burden of HIV, AIDS and TB and improve health outcomes; integrated strategies for maternal, child and women's health to reduce morbidities and mortalities; increased focus on the prevention and management of non-communicable diseases, including strategies to increase healthy lifestyle programmes; scale up of programmes for the prevention of malaria to ensure zero new local cases by 2020; (3) Universal health coverage - scale up the roll-out, monitoring and evaluation of National Health Insurance (NHI) initiatives to other districts within the framework of the white paper on NHI; health facility planning and infrastructure delivery informed by analysis to identify infrastructure pressure areas; (4) Strengthen human resources for health - finalise review of organisational structures to inform the Essential Post List and long-term Human Resource Plan; first phase pilot of the Decentralised Training in a PHC Model in northern KZN in partnership with the University of KwaZulu-Natal; improve performance management; (5) Improved quality of health care - actively implement and monitor the National Core Standards in all facilities to improve clinical quality and patient satisfaction; improve pharmaceutical procurement and distribution reforms, including implementation of direct delivery and cross-docking model, and community-based distribution of medicines.

Legal Aid South Africa makes legal aid available to indigent and vulnerable persons within its financial means and provides legal representation at State expense, as set out in the Constitution and relevant legislation giving content to the right to legal representation at state expense. Legal Aid South Africa's role is to provide legal aid to those who cannot afford their own legal representation. This includes indigent people and vulnerable groups such as women, children and the rural poor. It does this in an independent and unbiased manner, with the intention of enhancing justice and public confidence in the law and administration of justice.

Lepelle Northern Water (LNW) is a state-owned water utility. Its vision is to provide excellent regional water and sanitation services solutions. Municipal customers serviced by LNW include Polokwane Local Municipality, Capricorn District Municipality, Mopani District Municipality, Sekhukhune District Municipality, Vhembe District Municipality and Mogalakwena Local Municipality. Lepelle Northern Water's mission is to deliver cost-effective, equitable, sustainable and quality water and sanitation services with passion.

The vision of the KwaZulu-Natal Department of Human Settlements is to restore dignity and provide access to sustainable livelihoods through collaborated, equitable, decent and integrated human settlements. The Department's mission is to transform human settlements to livable neighbourhoods through integrated human settlements programmes in areas with major economic opportunities and empowerment of all designated groups. The Department subscribes to the principles of Batho Pele and embraces the following key values: commitment to performance; trust and honesty; transparency and consultation; integrity and accountability.

Magalies Water Board is a regional water utility established in terms of Section 28 of the Water Services Act No 108 of 1997. It provides bulk water and sanitation services to municipalities, mining operations and industrial customers across the three provinces of Gauteng, Limpopo and North West. Magalies Water is a Schedule 3B state owned enterprise (SOE) in terms of the Public Finance Management Act (PFMA), which is accountable to the government of South Africa through the Minister of the Department of Water and Sanitation (DWS).

The Media Development and Diversity Agency's (MDDA) mandate and objectives are to: create an enabling environment for media development and diversity that reflects the needs and aspirations of all South Africans; redress exclusion and marginalisation of disadvantaged communities and persons from access to the media and the media industry; promote media development and diversity by providing support primarily to community and small commercial media projects; encourage ownership and control of, and access to, media by historically disadvantaged communities, as well as by historically diminished indigenous language and cultural groups; encourage the development of human resources and training, and capacity building within the media industry, especially among historically disadvantaged groups; encourage the channelling of resources to the community media and small commercial media sectors; raise public awareness with regard to media development and diversity issues, and liaise with other statutory bodies such as the Independent Communications Authority of South Africa (ICASA) and the Universal Service and Access Agency of South Africa (USAASA).