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Incorporation of crime intelligence-led policing in South Africa police operation: is South African police getting it right

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  • Muzukhona Buthelezi

    (College of Law, School of Criminal Justice, Department of Criminology and Security Science, University of South Africa)

Abstract

This paper aims to investigate the incorporation of the ILP approach in the research area. It assesses If this approach has been incorporated into crime fighting in the police station’s areas which form part of the research. The research was based in the province of KwaZulu-Natal. The aim was to establish the incorporation of ILP in the day-to-day operation of the police, and 8 participants were drawn between the CIO and OPO stationed in four districts (Mkhanyakude, Zululand, uThukela, and Amajuba). The participants included two former police officers (one former Commander of CI and a former Station Commander) who were used to validate information by active police officers. One District Commander was also interviewed. Qualitative research methodology was followed to conduct the research and a purposive method of data gathering was used targeting police officers who work in crime intelligence units and those who have authority over the operational members of the SAPS. They provided information that was used to determine the incorporation of the ILP in the day-to-day operation of the SAPS in the research area. The paper found that this policing approach has not been incorporated into some components of policing in the research area. The major identified stumbling in the incorporation is the structural arrangement of the Crime Intelligence Unit which does not sync with crime combating at the station level. Key Words:incorporation, crime, intelligence, policing, approach

Suggested Citation

  • Muzukhona Buthelezi, 2024. "Incorporation of crime intelligence-led policing in South Africa police operation: is South African police getting it right," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 13(3), pages 364-373, April.
  • Handle: RePEc:rbs:ijbrss:v:13:y:2024:i:3:p:364-373
    DOI: 10.20525/ijrbs.v13i3.3205
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