Chapter three: Democracy and good political governance 58 165. South Africa led the intervention and later trained a contingent of company strength (about 100 officers and soldiers) in South Africa as part of the professionalisation of the military. The CRM was informed that an Indian Army training team has been involved with the reform and professionalisation of the LDF since 2001. The CRM further learnt from authoritative and other sources that the still ongoing security sector reform has redressed the politicisation of the military and has enhanced the military’s professionalism. 166. The CRM also learnt that civil–military relations have improved as well. The public perception of the military is positive, since the latter has been undertaking civic operations in communities. For instance, the military has been building schools, clinics and foot bridges in rural communities. 167. The return of a democratic dispensation in Lesotho after the 1993 general elections also presented the government with a number of challenges, including the reform of the Lesotho Mounted Police and its transformation into a service. The reform process within the police service started in earnest in 1996 and culminated in the enactment of the Police Service Act of 1998, which makes provision for the organisation, administration and discipline of the police service and other related matters. The Act establishes a Police Authority, which is the minister of home affairs and public safety, and of parliamentary affairs, and which is accountable to Parliament. The Act further establishes a Police Directorate in the office of the minister to assist the latter to carry out his functions under the Act. The Act requires that, before the beginning of each financial year, the Police Authority issue a policing plan that sets out proposed arrangements for the policing of Lesotho during that year. 168. The commissioner of police, on the other hand, is directed by the Act to develop and keep under review a strategic plan of the police service over a period of five years and the proposed reforms to achieve results. Additionally, at the end of each financial year, the commissioner is expected to prepare a report on the policing of Lesotho for that year. This report is required in order to assess fully the extent to which the policing referred to above has been carried out. This report is forwarded to the Police Authority, which has to submit such report to Parliament within 15 days of receipt thereof from the commissioner. Within the framework of the reform programme, the police service has prepared and is implementing the provisions of the following documents, which documents were shared with the CRM: • Strategic Plan for 2006–2009. • Crime Management Strategy 2007–2009. • Communications and Media Strategy. • Service Charter, which sets out the minimum standards of service delivery so as to serve as a guide to both members of the public and the police. 169. The police service has also established a Child and Gender Protection Unit. 170. In spite of these commendable reform efforts, the CRM, in its interaction with various stakeholders, found that public confidence and trust in the police are still low. The police still have some challenges to overcome in this area.