Indeed when looking at the programme, and seeing speakers and their subjects presented here, it is evident that you have been provided with a fountain of information and a great deal of motivation. However, in all our respective designations as women in law enforcement, all of us are plagued with two common challenges: gender-based inequities and corruption.

Our Department of Police is not immune to these two challenges. But, as the leadership of police: myself, the Minister of Police and the National Commissioner, we are addressing these issues head on. For instance, we have developed a policy of 40:60 percent ratio to men to increase intake of women in the South African Police Service. Increasing the number of female police

officers remains a key to the success of our policing goals. It is a key to reducing police brutality and definitely key to better handling the crimes of domestic violence and rape. Increasing the number of women police officers is not just about quantity; it is about setting new high standards for police recruitment and about oversight the same police that we recruitWe also need to take this opportunity to highlight the South African Police Services (SAPS) endeavours to move towards 50% women leadership. Plans are currently in place to increase representation of women in operational and specialised environments. This is a duty that must be carried by the management of this department. As the leadership we remain confident that it shall be achieved. We also emphasised that the re-skilling of women across the department must be prioritised.

As the Ministry of Police, we are thus transforming the operational framework and mandate of the ICD from just being a mere “complaints” receiving body to a rebranded “investigative” organisation.

I would like to say that, as the Deputy Minister

of Police, the scope of every transformation we do as the department for law-enforcement, is a process that builds capacities to develop both our police officers and our communities we serve. Our talks and deeds must address the central issues of fighting crime and nation-building. History has imposed on all of us the onerous responsibility to achieve the goal of a better life for all our people. We dare not fail.

112 Management Today | August 2011

As I have said earlier, all of us here have different mandates within the sector or interest of law enforcement, but with the same challenge. We must all be urged then to contemplate as to what it is to be a transformational leader. As leaders, we are required to acknowledge that we are working in an environment that is unpredictable, that is changing rapidly, and yet that is highly interconnected.

As we are also awarding excellence today, let

us pay tribute to all the sponsors who made this conference possible. Indeed through its four year history and experience, through its obvious respect to other cultures, and through its commitment to women and community development, the organiser of this conference, the Intelligence Transfer Centre, is indeed seeing, experiencing, and implementing development of women in particular, as investing in community growth and prosperity.

This investment in women will no doubt play a critical part in helping our communities and societies to value the role that women can play in developing the entire nation. Through these kinds of conferences, quality leadership will prevail with strong convictions and sustainability for women’s quality leadership in law enforcement industry.

As the leadership of police, we remain committed to the advancement and empowerment of women within SAPS. We approach these tasks with all the seriousness they demand. Our programmes aim