Determining the efficacy of available counter-trafficking strategies is just as important as understanding the phenomenon of human trafficking itself. This is so if anti-trafficking practitioners wish to make in-roads in preventing and combating human trafficking in South Africa. At the heart of the matter are the ways in which counter-trafficking governance is structured in the South African context. In this article we use the KwaZulu-Natal intersectoral task team, an un-resourced agency of provincial government mandated to prevent and combat human trafficking, as a case study to analyse the ‘4P model’ of counter-trafficking favoured in South Africa. We find that while such an integrated model has great potential, issues of institutional cooperation and coordination, pervasive public official corruption and budgetary constraints hamper its current impact and efficacy. We conclude that these issues must be addressed by South African policy-makers once legislation has been promulgated. © 2017 The Institute of Social and Economic Research.

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