SITA on SAPS Communication Projects; CSIR research contract for SAPS: input by CSIR & SAPS on budget, outcomes, timelines and control

Meeting report

Chairperson’s Opening Remarks

The Chairperson began by highlighting the topical issue dominating the media of the “passes” developed in Worcester, in the Western Cape where an extension of the Community Policing Forum (CPF) used certain identification cards for access to neighbourhoods. He sought the view of the SA Police Service's (SAPS) National Commissioner on this troublesome issue and the approach to ensuring all South Africans walked the streets freely and had access to all residential areas and SAPS role in this regard. He saw in one of the newspapers this morning that the local station commander in the area was supporting the initiative so clarity was needed.

In terms of today's meeting, it would be structured around technology and enhancement of capabilities to deal with policing going forward. The White Paper on Policing said “technology solutions must enhance the optimal functioning of the police and also integrate seamlessly with the CJS systems, particularly the e-docket and case management systems. Technology must support proactive policing and allow for improved efficiency in terms of crime investigation and the analysis of current and future trends. The optimal use of technology is dependent on the regular maintenance thereof and ensuring interoperability across departments and functions. In addition, it is required of officers to be aware of resource deficits and then have the ability to find lawful, innovative and resourceful ways of overcoming obstacles and providing meaningful services”.  

Committee Researcher Briefing: SAPS Strategic Partnerships in the Scientific and Technology Environment: the State Information Technology Agency (SITA) and the Council for Scientific and Industrial Research (CSIR)

Ms Nicolette Van Zyl-Gous, Committee Researcher, began by noting that the National Development Plan (NDP) stated that “a safe South Africa needs a strong criminal justice system” that “requires cooperation among all departments in the Justice, Crime Prevention and Security (JCPS) cluster”. The NDP placed significant focus on the fact that the correct implementation of the recommendations in the Review of the South African Criminal Justice System will be able to address the system’s current weaknesses. One of the seven recommendations was to “modernise, in an integrated and holistic way, all aspects of systems and equipment”, which would include fast-tracking the implementation of current projects and modernisation initiatives. The NDP recommended that “technology should be used to increase efficiency across the board, and particularly to eliminate bottlenecks in the criminal justice system and should include, amongst others, the investigation-docket management systems. It further stated that “technology for preventing and investigating crime should be prioritised to prevent it from happening in the first instance, and to expedite investigations through increased forensic capacity, better crime scene investigation and analysis of current and future threats to safety.” The SAPS was currently engaged in strategic partnerships with the State Information Technology Agency (SITA) and the Council for Scientific and Industrial Research (CSIR). Both of these bodies will assist the SAPS to police smarter. The presentation would provide an overview of the functions, tasks and projects provided by the SITA and CSIR.

The State Information Technology Agency (SITA) Act, 1998 (No. 88 of 1998) [as amended by the State Information Technology Agency Act 38 of 2002] established a juristic person known as the State Information Technology Agency (Pty) Ltd that was responsible for the provision of information technology services to the public administration and to provide for matters connected therewith. According to Section 6 of the Act, the objects of the Agency were to improve service delivery to the public through the provision of information technology, information systems and related services in a maintained information systems security environment to departments and public bodies and to promote the efficiency of departments and public bodies through the use of information technology. As the Prime Systems Integrator (PSI) for the State, SITA aimed to:

• Reduce the cost of doing business with government;
• Enable the public service to serve citizens faster and better;
• Enable convenience to citizens through e-services;
• Enable the fight against corruption and improve public sector accountability; and
• Contribute towards job creation through supporting the growth of an indigenous information communication technology (ICT) industry.

The PSI value added to the SAPS through the SITA was to:

1) Enable smarter policing through the harmonisation of the ICT systems within the SAPS;

2) Enable effective and efficient crime investigation; and

3) Enable improved accessibility of police services by citizens through technology.

The SAPS and the SITA had a strenuous relationship due to poor service delivery from the Agency. The last meeting between the Committee, the SAPS and the SITA held on 22 May 2012 ended abruptly as it became clear that there had been no consultation between the two parties prior to the meeting. The Committee resolved to terminate the meeting without discussing the presentation and called on the two parties to sort out their differences. Most projects that involved the SITA had been running for numerous years at enormous cost implications for the SAPS. Most notable were the following projects:

• Integrated Case Document Management System (ICDMS) popularly known as edocket: the project was started in 2002 and was currently still on-going. Between 2011/12 and 2013/14, it was expected that R148 million would have been spent for the roll out of the system at 79 stations.
• National Network Upgrade Programme (NNUP): the project was on-going. In the 2011/12 financial year, R1.8 billion was availed to the project since the start of the project in 2005.
• Integrated Mobile Vehicle Data Command and Control Solution (IMVDCS): on 16 January 2015, SAAB Grintek Defence (Pty) Ltd filed papers in the North Gauteng High Court against the SAPS, SITA, National Commissioner, SAPS, Minister of Police and Minister of Public Service and Administration for the cancellation of the tender.
• Property Control and Exhibit Management (PCEM) system: in 2011, the SITA denied involvement in the project although the SAPS insisted that it was a SITA project.
• The SITA was also responsible for most, if not all, the ICT projects related to the Criminal Justice System Revamp (CJS) and Integrated Justice System (IJS) projects. For the 2014/15 financial year, a total amount of R184 million (R184 652 356.00) was appropriated towards the CJS/IJS projects. At the end of September 2014, the SAPS managed to spend 62% or R83 million thereof. This lower than planned expenditure was due to the fact that the SAPS and SITA Service Level Agreement (SLA) was not yet finalised and no expenditure occurred for the maintenance of the Biometric Enhancement Solution.

The following projects form part of the CJS/IJS:

• Criminal Record Centre (14 projects): at the end of September 2014, eight out of 17 milestones were achieved (47.1 per cent) in this environment. The following projects were currently on-going within the Criminal Record Centre environment:

1) Automated fingerprint identification replacement: The bid specification was submitted to the SITA for publishing, but was returned with remarks. The revised bid was submitted on 1 September 2014;

2) Automated fingerprint identification maintenance: No expenditure out of the R59 million allocated at the end of September 2014, due to the lack of a SLA;

3) Decentralisation of the Automated fingerprint identification capabilities;

4) Replacement of stolen equipment at the Provincial Local Record Centres at Springs and Vryburg;

5) Provide end-user equipment for the newly appointed Criminal Record Centre members;

6) Audio visual and video conferencing;

7) Electronic plan drawing;

8) Facial compilation;

9) Biometric enhancement solution (maintenance);

10) Additional devices for enhancement and presentation of digital latent prints;

11) Additional devices for panoramic image capturing cameras;

12) HANIS (Home Affairs) Integration;

13) Decentralisation of JUDDIS; and

14) Re-prioritised Criminal Record Centre projects included in the SAPS Annual performance Plan 2014/15

• Forensic Science Laboratories (23 projects): at the end of September 2014, 15 out of 34 milestones were achieved (44.1%) in this environment. The following projects were currently on-going within the Forensic Science Laboratory environment:

1) Provide ballistic interface Unit (BIU) capabilities;

2) Automated ballistic identification system (ABIS) upgrade and maintenance;

3) Automated ballistic identification system (ABIS current solution maintenance);

4) Closed Circuit Television (CCTV) and access control;

5) End user equipment for forensic science laboratories: The SAPS received approval from the Information Committee Technology to procure from the SITA Contract 285/1;

6) Barcode printers for RI Lane Cape Town and Arcadia;

7) Procure iPads;

8) High resolution cameras for scientific analysis unit;

9) Barcode scanners – Cape Town and Arcadia;

10) Barcode for all police stations – Implementation of the DNA Act;

11) De-STRLAB Licences upgrade;

12) XRY devices;

13) Semi-automated DNA isolation instrument in DNA Crime Lane;

14) Scientific data management system upgrade;

15) Semi-automated DNA processing systems Eastern Cape;

16) Automatic DNA equipment for PCR QPR – RI LANE;

17) Expert systems and expert assistance system;

18) Radio Frequency Identification (RFID);

19) ROWA Storage;

20) SAN Storage (Eastern Cape and KZN);

21) Balance Solutions (SAU Pretoria);

22) Mixture Analysis Tool; and

23) Re-prioritised forensic science laboratories projects included in the SAPS Annual Performance Plan 2014/15.

• Provincial, Cluster and Police Stations (2 projects): at the end of September 2014, four out of five milestones were achieved (80%) in this environment. The following projects were currently on-going within the Provincial, Cluster and Police Stations environment:

1) End-user equipment and software license renewal; and

2) End-user equipment deployment and configuration.

• Detective Services (8 projects): at the end of September 2014, six out of six milestones were achieved (100%) in this environment. The following projects were currently on-going within the Detective Services environment:

1) Voice recording (Crime Stop Centres);

2) Expansion of digital extraction devices;

3) 12 Analytical solutions;

4) XRY Renewal;

5) XRY Expansion;

6) Cellibrite – UFED (Cellebrite is digital forensics software); and

7) Cellibrite – Ultimate Touch.

• Visible Policing (three projects): at the end of September 2014, two (2) out of five (5) milestones were achieved (40%) in this environment. The following projects were currently on-going within the Visible Policing environment:

1) Network infrastructure (Veritas building upgrade);

2) Mobile connectivity devices (Field terminal devices) – expansion; and

3) Mobile connectivity devices (Field terminal devices) – expansion.

• Protection and Security Services (one project): at the end of September 2014, no milestones were achieved in the Protection and Security Services environment and no expenditure from the R973 209.00 allocated for 2013/14 was recorded. The following project was currently on-going within the Criminal Record Centre environment:

1) Maintenance of CCTV capabilities: Mobile command centres.

Ms Van Zyl-Gous said the Committee should request a comprehensive breakdown of all the ICT projects involving the SITA, not only regarding the CJS modernisation. This should include the total budget, fund spent to date, progress and clear timeframes. The Committee should request the SAPS to indicate whether skills transfer to SAPS members was currently taking place. The lack of skills transfer was a major finding of the performance audit into the use of contractors conducted by the Auditor-General in 2012. If skills were being transferred, the Department should provide details on the expert skills being transferred. If not, the Department should indicate so. The Committee should request the SAPS to provide details on the SAPS/SITA Business Agreement and to indicate the specific areas addressed therein. If possible, the Department should provide a copy of the agreement to the Committee. The Committee should request the SITA to elaborate on the nature of the SITA Contract 285/1 to procure equipment, request both the SITA and the SAPS to state the current readiness to implement the Criminal Law (Forensic Procedures) Amendment Act, 2013 (Act 37 of 2013) or commonly referred to as the DNA Act, request both Departments to indicate what the current status of the Integrated Case Document Management System (ICDMS) was and also to indicate the budget allocation made towards this project in the 2014/15 financial year. The SAPS should also indicate when the envisaged completion date of the project was. SAPS launched its first e-police station at the end of January 2015 in Kabokweni, Mpumalanga. This entailed the taking of statements on computers to minimise the loss of dockets, amongst others. The Committee should request the SAPS to explain what the difference between the e-docket system and the e-police station was and whether these were interlinked, request the SAPS to indicate what the current status of the Property Control and Exhibit Management (PCEM) system was, including the budget allocated to this project and the funds spent to date, request both Departments to indicate the current status of the National Network Upgrade Programme (NNUP), the budget and envisaged completion date. The lack of network capacity impacted negatively on the service delivery of the SAPS and also all technologic advancements were dependent on a stable and efficient data network. As such, the Committee should seek assurance from the SAPS and SITA whether the NNUP will provide sufficient data capabilities in future. Although the SAPS cannot comment on an on-going court cases, the Committee should request the SAPS to speak to the cancellation of the Integrated Mobile Vehicle. Data Command and Control Solution (IMVDCS) tender with SAAB Grinrod Defence, but most importantly whether the SAPS current had a functioning Automated Vehicle Location (AVL) system and whether this formed part of the cancelled tender. The Committee should request the SAPS to provide the full names and functionality of the projects listed above, like, JUDDIS, ROWA etc.

With the CSIR, SAPS recently stated that the Division: Supply Chain Management (SCM) identified the need to cooperate and obtain expertise in all areas of policing including technologies, research, procurement and skills development, in an effort to continually enhance the ability of the Service to fulfil its constitutional mandate. This prompted a need to access scientific and engineering expertise to support both the operational and strategic components in responding and ensuring national safety and security. The SAPS obtained approval from the National Treasury to approach the CSIR with the view to conclude a Memorandum of Agreement (MOA), that will create an institutional framework for the Service to have direct access to a scientific, engineering and technology base to support both the operational and strategic components of policing, and ensuring the national safety and security of the citizens of RSA. In February 2014, the CSIR and the SAPS entered into Memorandum of Understanding (MOU), which established the institutional framework for the SAPS to do ‘smart policing’. This strategic partnership was commended by the Minister of Science and Technology, Derek Hanekom, as fighting crime was one of the government’s five priorities. According to the CSIR, the MOU “was a formal step towards the longer-term objective to establish a Safety and Security Evaluation and Research Institute that will perform independent, on-going scientific and operational research and evaluation tasks and provide scientific decision support services to the SAPS as and when required”. The MOU further outlined the portfolio of research and technology support programmes with deliverables over a three-year period. The following six bilateral programmes will be addressed:

1) Command, Control and Shared Institutional Awareness: the first programme will address Command, Control and Shared Situational Awareness solutions, including technologies such as sensors, data fusion, intelligence and information gathering, display and dissemination, plus associated information technology infrastructure, as well as operational command and control systems and infrastructure in the form of so-called ‘war rooms’. Such facilities had already been piloted and tested at the CSIR for use in large-scale national surveillance and safety operations, such as during the Soccer World Cup in 2010.

2) Information Technology: in the ICT domain, the CSIR will be focusing on optimising systems within the SAPS to improve efficiency and cost effectiveness. The programme will be conducted in alignment with the CSIR’s relationship with SITA which had a distinct statutory mandate regarding ICT services for government. The CSIR’s responsibilities will lie in research, development and include next generation network systems architecting, analysis, simulation and evaluation, wireless solutions, cyber security and digital forensics.

3) Integration and interoperability: integration and interoperability were seen as a key to optimising existing infrastructure and resources in defence and security. This entailed finding ways for the smarter use of existing equipment and systems and avoiding new investments, the pitfalls of vendor lock-in and risks of costly, yet soon obsolete systems. This not only led to better use of existing infrastructure but also improved connectivity within the SAPS operations and beyond. One such area was border safeguarding, which was an issue of transversal importance for the SAPS, as well as the SANDF, the Department of Home Affairs, and National Parks on the issues of poaching and smuggling, and many others. This was an area where technology had been tested to synchronise activities between parties by establishing systems, standards and procedures for interoperability.

4) Operational Quick Reaction Tasks (QRTs): The CSIR stated that operational QRTs were critical in agile law enforcement”. This included the ability to rapidly design, engineer and create a custom solution to an urgent operational need. Examples can include urgent deployment of overhead surveillance in areas of uprising, droppable field mission control containers, and terrain-specific vehicle adaptation. The partnership will ensure that the SAPS will have “access to knowledgeable, technically and operationally skilled personnel to respond to immediate needs at short notice and to provide solutions to immediate problems.” The CSIR had performed this duty for the SANDF for many years. One such project was modifications made to the SANDFs ’Gecko’ vehicle (already in use) to transform it into a waterborne base to enable an improved means of rescuing victims caught in flooded rivers. It was important to note that these tasks have to be completed within 24 to 72 hours and typically required a customised, solid – yet cost-effective – solution to address an urgent force deployment need. This was presumably the programme in which the current Nyala armoured vehicles will be modified for quicker response to public

unrest. Additionally, and with a longer term view, the CSIR will perform operational assessments of current doctrine, tactics, procedures, optimising the use of personnel, systems and equipment.

5) Science and technology capability development: the programme to drive science and technology capability development was set to bring skills and capabilities to the SAPS to support systems and product evaluation, acquisition, product deployment or customisation, plus to establish new technical capabilities that were currently underutilised. This was part of a global trend for police and defence forces to train staff not only in law enforcement skills, but to provide varying levels of technology competence development as well due to the role technology plays in combating crime and understanding greater levels of sophistication in technologies used to perpetrate crime.

6) Strategic and Operational Decision Support: a scientific decision support base for the SAPS for both operational and strategic needs. This will include tender support, programme and project management support (quality assurance and configuration management), strategic technology forecasting, analysis and modelling (e.g. crime statistics) and facility planning. The ultimate aim was the establishment of a strategically independent Safety and Security Evaluation and Research Institute that will serve as the SAPS ‘in house’ science and research capability for on-going evaluation, procurement support and strategic technology capability management.

The MOA provided for the establishment of a Bilateral Committee, who was responsible to oversee the fulfilling of the objectives of the MOA, a Programme Management Steering Group, who was responsible to manage (“operationalise”) the Bilateral Programmes, related sub-committees, as appointed by the Bilateral Committee, as and when the need arises and programme co-ordinators, as appointed by the Programme Management Steering Group, for purposes of co-ordinating any specific Bilateral Programme. In a response by the SAPS in 2014 (Annual Report hearings) it was stated that there was no specific budget allocated for the utilisation of the services of the CSIR.

Ms Van Zyl-Gous said the Committee should request a copy of MOU with details of the full research portfolio, the needs already identified by the Division: SCM and the CSIR quotations approved to date and request the CSIR to indicate the level of cooperation with the SITA in terms of information technology (IT). It was important to note that these tasks had to be completed within 24 to 72 hours and typically require a customised, solid – yet cost-effective – solution to address an urgent force deployment need. The Committee should request the SAPS to indicate in which programme the development of the new generation Nyala armoured vehicle and mobile police service points (to be used in rural areas) are located. The Committee should also request progress on the development together with the budget allocation, request the CSIR and the SAPS to unpack the scope within the

Strategic and Operational Decision Support Programme, especially in terms of the integration of this programme with existing capabilities of the Department, in terms of tender support and crime statistics, seek clarity on the long term goal of establishing a “Safety and Security Evaluation and Research Institute”, which will serve as the SAPS ‘in house’ science and research capability for on-going evaluation, procurement support and strategic technology capability management - will this “institute” be located within the SAPS or in the CSIR as was currently the case with the specialised arm of the CSIR dealing with defence issues? The Committee should request the SAPS and CSIR to elaborate on the composition of the Bilateral Committee responsible to manage (‘operationalise’) the Bilateral Programmes. How often did the Committee meet? The Committee should request the SAPS to indicate whether the Division: SCM had decided on a specific sourcing strategy to be followed in terms of CSIR quotations, SAPS must explain the work procedure of the CSIR/SAPS in detail to the Committee and the CSIR and SAPS should indicate whether the three year contract was sufficient to develop the capabilities listed in the six bilateral programmes.

In conclusion, the strategic partnerships of the SAPS within the scientific and technology environment had the potential to add significant value to the manner in which the SAPS currently police. The effective and efficient use of technology and science will undoubtedly enable the SAPS to police smarter, but strict controls to govern these projects and programmes must be put in place to ensure successful outcomes are achieved through these investments. These partnerships must contribute to the vision of the NDP, though the prioritisation of technology to prevent and investigate crime.

Presentation on SAPS/CSIR/SITA

Ms Riah Phiyega, SAPS National Commissioner, provided the background to the state of affairs of IS/ICT matters noting the neeed to manage protracted project lifecycles to ensure timely and tangible ICT solutions, improved analysis of the Cost Index and the Performance Index, improved crafting of project specifications to inform business continuity and efficiency, enhance linkages of the ICT Strategy to the Organisational Strategy, ensure integrated planning and implementation among role-players e.g. TMS, Facilities Management, HRM and HRD, advancing quality, security, integration and information sharing capability into

SAPS ICT solutions, intelligent and peer/expert (objectively) review of the need for solutions as a precursor to procurement processes, the establishment of a capability for on-going strategic research and development, evaluation/advice, continuous monitoring and review in the ICT environment and localised innovation and design capability for effective policing.

Looking at the reasons for an MOU with the CSIR, SAPS identified the need to utilise the expertise of an external institution to provide the required skills and to perform certain functions where the service did not have the capacity. The CSIR was identified as the preferred institution due to the following reasons:

• the CSIR fell under schedule three of the Public Finance and Management Act (PFMA) and fell under the Minister of Science and Technology
• It was sound principle that knowledgeable and experienced service providers/suppliers of repute such as the CSIR should, whenever possible, be used to advise on significant technology/innovation investments
• It was common cause that local scientific-based innovation was utilised as a necessary partner to build up critical security capabilities of the country
• In pursuance of the principles of cooperative governance, enshrined in the Constitution, SAPS and CSIR were collaborating in efforts intended to establish a Safety and Security Evaluation Research Institute (SSERI) to perform tasks and provide scientific solutions in support of SAPS strategic and operational needs
• National Treasury was approached for guidance in this regard and indicated that Regulation 16 (a) 6.4 can be utilised in pursuance of this initiative
• Approval was subsequently obtained from the SAPS Bid Committee on 21 October 2013

The CEO of the CSIR and the SAPS National Commissioner signed the MOA on 18 February 2014. The Objectives of the beginning of a firm strategic stakeholder relationship were to:

• define the institutional framework for cooperation through which the SAPS and the CSIR establish a strategic technology and innovation partnership to create a SSERI through which the CSIR will provide long-term, on-going, independent scientific and operational support to the SAPS,
• define areas of support to be provided by the CSIR to the SAPS, to facilitate ease of short term programme specific contracting, and
• serve as justification for the contracting of programmes, projects and activities

After looking at the institutional framework and identified bilateral programmes, Nat. Comm. Phiyega explained the critical outcomes of the MOA included to cooperate and obtain expertise in all areas of policing including technologies, research, procurement and skills development with the outcome of continual enhancement of the ability of the SAPS to fulfil its constitutional mandate, direct access to a scientific, engineering and technology base that supported both the operational and strategic components of policing, scientific decision support obtained in support of the SAPS strategic and operational needs on an “if and when needed” basis, intelligent, efficient and effective procurement (Value-for- Money), sustained business continuity and customised locally-based innovative designs and locally developed solutions/equipment for effective policing.

In terms of the programme/project budget, the cost for programmes registered by the CSIR was regulated by National Treasury Regulation note 6 of 2007/8. In terms of the above note, Section 3 prescribed how Accounting Officers/Authorities were required to report to Treasury where goods and services above the value of R1 million were procured. The MOA did not carry any fixed contract amount, each intended referral was based on a specific procurement process as incorporated in the MOA. The MOA was not a fixed project and volume contract. The SAPS regulated the numbers and types of referrals to the CSIR. Where applicable, the eventual purchasing of commodities emanating from the MOA process will be performed by the SAPS according to a subsequent procurement process as with all other procurement matters. Services procured to date were still less than R1 million.

Comm. Phiyega discussed the working method to regulate the relationship between the parties was prescribed in MOA. In terms of confidentiality, there was no disclosure of any confidential information to any person, company, publication or news media was to be done without the written consent of both houses. IP Protocols subjected all innovations to the processes that were housed in the Department of Science and Technology, to which the CSIR belonged. SAPS responsibilities included submitting a written request of work to be done with every request to the CSIR, submitting a requirement of work to be done with every request to the CSIR, in collaboration with the CSIR, developing and finalising a specification of the work to be performed and considering each proposal and quotation received from the CSIR following a request submitted to the CSIR by the SAPS. Other responsibilities included submitting a written confirmation to the CSIR if the proposal and quotation submitted by the CSIR to the SAPS, had been approved by the SAPS’ Bid Adjudication Committee (BAC) or other duly delegated authority, evaluating whether the milestone and/or outcome, as determined for each bilateral programme specific agreement had been achieved, certify for payment that the milestone and/or outcome, as determined for each bilateral programme specific agreement had been achieved and effecting payment to the CSIR in accordance with prescribed payment procedures applicable in government, for every milestone and/or outcome achieved, as detailed in each bilateral programme specific agreement. The CSIR responsibilities included engaging with the SAPS to develop the specification and submit a written proposal or quotation to the SAPS, as contemplated above, commencing with work on any request on receipt of written confirmation from the SAPS as envisaged above and ensuring that the milestones and/or outcomes, as determined for each bilateral programme specific agreement were achieved.  Every specific need of the Service that may require access to scientific and engineering expertise in any area of policing including technologies, research, procurement and skills development, must be forwarded to the Divisional Commissioner: SCM.

Presentation by SITA

Mr Sithembiso Freeman Nomvalo, SITA CEO, provided some introductory remarks noting there was a legislative role for SITA to play. SITA had been in existence for 16 years and there were some serious challenges in the entity which was alluded to in the SAPS presentation such as in the research space where not much was happening even if one looked at SITA expenditure in this regard. SITA and SAPS had an agreement to work with SAPS and other state entities to supplement and augment capacity to ensure there was effective service delivery.

Beginning the presentation looking at the background to the NNUP, he said the SAPS NNUP was a multi-year and strategic Program that was currently managed by SITA on behalf of SAPS. The program was established early 2005 with the focus to address Police ICT challenges namely, the prevention of loss of dockets, better control of police vehicles, better control of firearms, to provide network connectivity to rural areas, to accommodate modernized police applications, to enable Police to securely process and exchange information with its constitution and other State Entities to combat Crime within SA.

In terms of program scope, in order to address SAPS challenges, SITA was tasked to deliver on the following activities:

• Data and Voice Cabling Infrastructure Services: procurement and the installation of new cabling infrastructure at SAPS sites to provide connectivity to End User Equipment.
• Network Infrastructure: procurement and the installation of new network equipment at SAPS sites to address the SAPS data and voice requirement.
• Data carriers: installation of telecommunication data carriers to ensure sufficient bandwidth was available to accommodate the modernized Police applications.
• End User Equipment: installation and configuration of End User Equipment to ensure users can access all network and application platforms.
• Servers: configuration and installation of servers to minimize bandwidth usage across the Wide Area Network.
• SAPS Core Infrastructure: procurement, installation and configuration of devices and services to ensure the National and Distributed Data Centre capacity

With the progress to date, since the inception of the program, SITA received 1965 requests from SAPS to the value of R 2.17 billion. Out of the 1965 requests SITA successfully delivered on 1498 requests. During the 2013/2014 financial year SITA provided cabling infrastructure services for 467 requests, however these requests could not be completed due to unavailability of the Network Equipment contract. Cabling was finished, however equipment could not be commissioned due to the absence of this contract. On 18 November 2014, SAPS requested SITA to make use of RFB 776 in order to address critical cabling infrastructure services requests and RFB 783 to address the outstanding network equipment for 467 requests. In December 2014 SAPS published tenders for the procurement of cabling services and network equipment to the industry.  The cabling contract was due for award, pending the approval of the SAPS Bid Adjudication Committee and the National Commissioner. The network equipment contract was awarded by SAPS to address network expansions for 149 request, the SAPS Core Wireless and Unified Communications, Switching Centre data capacity equipment, new 10111 centres and the IJS Core.  Orders had been issued to the winning bidders. This tender excluded the procurement of network equipment for the 467 requests.

After discussing SAPS NNUP financial status as of 18 February 2015, Mr Nomvalo explained the key constraints impacts the progress on the delivery of the SAPS NNUP which included the unavailability of supply contracts to ensure the successful delivery of infrastructure services defined on the NNUP scope of work, the tendency of awarding short term contracts not fulfilling the project objectives, capping of contract budgets resulting in under spending of Treasury funds, cancellation of Tenders, delays in decision making regarding the SAPS Wide Area Network Architecture resulted in network equipment not being procured from September 2012 to December 2014, late tasking and delays in issuing of government orders to SITA, usually in the last quarter of the financial year and insufficient bandwidth and lack of telecommunication infrastructure to provide data carrier services in rural areas.

Ms Mmakgosi Mosupi, SITA Executive: CRM, looked at video conferencing noting the Tandberg video conferencing (VC) equipment was procured by SAPS during 2010, prior to the Soccer World Cup to aid in establishing real-time video and audio communication at the various Joint Operation Centers and key sites identified by SAPS. The Video Conferencing Tandberg infrastructure was directly procured through RT431 utilized as the procurement vehicle by SAPS provincial offices prior to 2014. SAPS identified 13 priority Video Conferencing sites across country for immediate support and maintenance. The Video Conferencing contract RFB1201/2014 was in place as of 1 March 2015 for the provision of maintenance and support services on SAPS Audio Visual and Video Conferencing systems of the 13 priority sites countrywide. The maintenance and support services costs totals to R 6,840,887.74 (vat incl.) per annum. The Video Conferencing contract services entailed the following activities at the 13 priority sites to optimisation of the current VC Tandberg infrastructure, provide on-site specialised skills, support and maintenance of the current VC equipment to ensure it was operational in the event a video conferencing session was held, on-site support to assist with the setup and scheduling of high-profile video conferencing sessions for the Video Conferencing facilities within the SAPS environment including the managing and recording of the sessions and site inspections. The challenges/constraints of the VC environment included that most of the equipment had reached end-of-service/end-of-life and will remain a challenge to keep the equipment operational, more specifics regarding the continued support of the infrastructure will be evident from the current site assessment but SITA was in process to establish a new tender to acquire new Video Conferencing equipment in order to make provision for current end-of-life VC equipment, site expansions and new sites.

CSIR in Safety and Security

Maj. Gen. (SAAF ret) Desmond Barker, CSIR Executive Director: Unit for Defence, Peace, Safety and Security provided some introductory comments stating the CEO of CSIR sent his greetings to the Committee and wished the discussion well and ensured his commitment to SAPS and the CSIR. This was a unique opportunity to bring science and technology into the field of police operations. The CSIR had been doing this work in support of the SA National Defence Force (SANDF) for 70 years – it was surprising this was not done for SAPS despite the fact that the objectives and environments in which both arms worked were very similar.

The Scientific Research Council Act (46/1988) stated the objectives of the CSIR were, through directed and particularly multidisciplinary research and technological innovation, to foster, in the national interest and in the fields which in its opinion should receive preference, industrial and scientific development, either by itself or in co-operation with principals from private or public sectors, and thereby to contribute to the improvement of the quality of life of the people of the Republic...’. In other words, the CSIR was established through an Act of Parliament as the national research institution of SA. The CSIR spanned the research and innovation value chain but its role was particularly located in strategic basic and applied research (generation of new knowledge and application of existing knowledge) and technology development (the development of technology in processes, products and services). 

With key impact indicators, these were on building and transforming human capital, strengthening the SET base and performing relevant R&D, transferring knowledge and technology, and implementation and financial sustainability and good corporate governance and citizenship.

Maj. Gen. Barker discussed the track record of the CSIR in defense and security noting the CSIR had been providing science, engineering and technology (SET) support to the defence and security sector for 70 years ( to government and industry) to match constantly evolving national priorities and (growing) needs of the defence sector - now and into the future. The primary function was to providing integrated SET support as an ‘in house’ SET capability in order to ensure client was a knowledgeable buyer, user, manager of technology, to be a strategic independent agency to advise on technology investment, development, emerging technologies, future planning and strategy and contribute to national objectives such as industrial growth, aerospace and space, national safety and security and national technical skills development.  

In terms of the response to national priorities, the CSIR responded to national priorities in line with its mandate and in support of SA’s NDP, identify research impact areas to focus R&D efforts, implemented flagship programmes that addressed significant challenges at national scale through multidisciplinary interventions and introduce integrated responses to national initiatives and strategic collaboration with government departments, state-owned enterprises and the private sector. Other responses were to identify a safety and security stakeholder problem, of suitable scope to serve as the basis for a CSIR Safety and Security Flagship project. The problem scope shall challenge the CSIR to utilise cross-functional capabilities in support of national agencies. The Flagship project scope shall be of such a nature as to solve a national Safety and Security problem and shall eventually have positive effects on the safety and security of the general population.

The scope of the CSIR-SAPS MOA spanned

• Programme 1: Command and Control and Shared Situational Awareness
• Programme 2: Information and Communications Technologies
• Programme 3: Integration and Interoperability Support
• Programme 4: Operational Quick Reaction tasks
• Programme 5: Science and Technology Capability Development
• Programme 6: Strategic and Operational Decision Support

The current CSIR support priorities in support of SAPS included the Firearm Control System (FCS) (terms of reference were in process), the Property Control and Exhibit Management (PCEM) (terms of reference still in process) and the Automated Vehicle Location System (AVL) (terms of reference completed).

Maj. Gen. Barker discussed the considerations for a future strategic relationship included the establishment of a SAPS-CSIR SSERI, creation of a formal organisational collaboration policy to operationalise the relationship, the establishment of a SAPS capability assessment and development capability, for the CSIR to support SAPS with a medium to long-term “research and innovation” roadmap and strategy, for the CSIR to serve as a national SAPS support capability in terms of a R&D Strategy development, future needs analysis, required operational concept development and validation and for embed SAPS members in the CSIR to facilitate knowledge transfer.  

Discussion

Comm. Phiyega reflected on the relationship between SAPS and SITA noting the legislative provisions prescribed which services must be procured through SITA (e.g. provision/maintenance of networks and transversal information systems) and which services may be procured (e.g. training, IT, application software development, data processing and management services). There were services in which SITA had done well and SAPS was grateful for this but there were challenges relating to issues of unavailability of contracts and procurement delays – these issues would be looked into. At other times there were contracts with caped limitations particularly in the NNUP. Cost was also an issue and a lack of technicians and these issues needed to be discussed.

On the Worcester issue, when she heard about she requested reports on it from the province and various stakeholders. The “pass” was an initiative of the CPF in Sector Four in Worcester to control access by way of a green card. Reading the report, it was an attempt at control in the increase of crime in the area. On 26 June 2014 a meeting was held where it was suggested by the CPF and Sergeant Plaatjies from Sector Four to look into a possible access system. It was agreed upon on 24 July 2014.the station commander found the SAPS logo was being used on the cards when it was illegal to copy it so he ordered the manual production of the cards be stopped – every citizen had the right to walk the streets of the country as allowed by the Constitution. SAPS did not subscribe to control mechanisms of this nature. The SAPS logo could not be used in such a manner.   

The Chairperson thanked the Nat. Comm. for the clarification. The Committee supported the steps to remove the cards for the freedom of movement of South Africans. Turning to the briefing, he questioned the financial allocations wanting to know from SAPS the total spend on the collaboration with the CSIR over the past few years. Would the CSIR also be used to advise SAPS on the move toward digital as opposed to analogue operations going forward?

Ms D Kohler Barnard (DA) found that when listening to the SAPS presentation, over the 21 years of SAPS existence, there seemed to be very little internal development in relation to entities so now outsourcing was being considered for the CSIR to do the work which SAPS previously did itself – why was SAPS then retaining divisions and paying SAPS personnel to deal with these matters when the CSIR was quite probably far more capable at doing the job than the SAPS staff. The list of projects highlighted was also probably not exhaustive. Where did the SAPS expertise go? It appeared SAPS was handing its problems to another ministry for resolution. Everything had collapsed which was being worked on by SITA. She asked if the Committee could assist SAPS in any legislative way to rid SAPS of the need to use SITA. She was stunned to hear the surprise in the SITA presenter’s voice that contracts expired and had to go back to tender – she had no idea how SAPS could work with SITA. Was there an MOU between the two entities?

Nat. Comm. Phiyega replied that an organisation which did not learn did not grow. A lot had been done by SAPS by going out and looking at what could be used and what would assist the Service to advance policing in the country. The emphasis was on SAPS becoming better and preeminent with the need for research being an important capacity to deliver. She was sure the pockets of excellence would be increased so that the spectrum of excellence was widened. This was a progressive and necessary movement to chase the aspirations in the NDP. SAPS were not losing much and would gain more in terms of enhancing skills and leveraging the already existent capacity to become a better policing agency.     

Mr Z Mbhele (DA) sought elaboration and detail on the “SA Connect” project which the SITA presentation made reference to. What exactly did “unavailability of supply contracts” mean? Contracts did not just become unavailable – it seemed more a case that someone missed a deadline or there was a lack of oversight by responsible employees causing a break in the chain of systems management. He was curious to understand the video conferencing equipment procured just before the 2010 Soccer World Cup coming to the end of its lifespan – he struggled to understand how an electronic system reached the end of its life after a mere five years.

Mr Nomvalo reiterated the three outcomes which the Presidential Commission of 1996 wanted SITA to achieve which was ensuring government worked more efficiently, was able to deliver services in a cost effective manner and ensure citizens interacted with government on a more accessible level. He thought these aspects were still relevant today. SITA has had serious problems but they were being addressed. Yes some contracts were being cancelled and some should not in fact be happening but this was being dealt with to ensure internal operations were better capacitated. The justification for SITA’s development was still relevant. SA Connect was the broadband policy of the country and was driven by the Department of Telecommunications and Postal Services and dealt with, amongst other things, the ambitions of SA related to broadband. The NNUP would benefit from the SA Connect policy which said every part of the country must be connected by 2020 up until a certain level of capacity. This would enable SAPS to compete services quicker, more reliably and more secure. The SA Connect policy also dealt with infrastructure, economic development and reaching out to citizens. Technology changed very rapidly with some reaching its lifespan even before five years. the technology could still be used but it would be dated in terms of other developments which had taken place. Changes happened regularly and quickly in the technological sphere and this did not mean the purchase was the wrong one.        

Ms A Molebatsi (ANC) asked for the difference between an e-docket and an e-police station. What happened in the case of the cancelled ABL tender and why did the mater end up in court?

Comm. Phiyega pointed out e-policing was broader and encapsulated video conferencing and dockets in the technological space for policing. The e-docket just focused on the docket itself.    

Ms M Mmola (ANC) questioned the current status, budget and envisaged completion date for NNUP. She sought elaboration on the composition for the bilateral committee between SAPS and the CSIR. How often did this committee meet?

Comm. Phiyega indicated the access cards would be withdrawn immediately and the Committee will be kept informed on progress in this regard. She was told this by the provincial commissioner.

Lt. Gen. Adeline Shezi, SAPS Divisional Commander: Technology Management Services, explained the NNUP was informed by architectural issues for inter-operability and best practices going forward. This influenced embarking on the NNUP process. Advertisement was done and SAPS was in the process of awarding. She could give a proper report back on progress made to date by the end of the first quarter.

Lt. Gen. Schutte added the budget for the NNUP was R424 million. SITA had provided the authorisation to say procurement could go ahead for up to 500 sites but this had to be completed before the end of the current financial year (2014/15). SAPS were in the process of doing what it could. SAPS had in the vicinity of about R400 available per annum.

Lt. Gen. Gary Kruser, SAPS Divisional Commissioner: Supply Chain Management, said a long negotiation was held between SAPS and SITA even over the festive season where SAPS was given the permission to proceed. The team came up with a good plan after going through the normal bid process. Adjudication occurred in January and all orders had now been placed.

Comm. Phiyega explained with the composition of the bilateral committee there was equal representation from both sides. It was chaired by Lt Gen. CN Mbekela (SAPS Deputy National Commissioner: Corporate Service Management). People were pulled from finance for the sub committees so the bilateral was well represented with all stakeholders from both SAPS and the CSIR.

Mr Braam Greeff, CSIR Key Account Manager, added the committee was co-chaired by someone from the CSIR and there were a number of the CSIR directors present on the committee. The committee already met three times over the last four months. Usually a committee meeting was held every two months to discuss strategic issues.         

Ms L Mabija (ANC) asked when the green access control cards in Worcester would be removed. Did SAPS have an automated vehicle location system or did this form part of the cancelled tender for the mobile vehicle data control and command solution? What was the current status of the property control exhibit management system including the budget allocation for the project and funds spent to date?

Mr L Ramatlakane (ANC) wanted to know the holistic budget for the projects still in process. There needed to be a distinction between the idea behind SITA and actual capacity. 

Comm. Phiyega stated capacity was needed for a well-rounded and smoothly running CJS Cluster where there was a common platform for technology for the relevant departments for better and integrated performance. All the departments supported this platform because it was critical for e-government.   

Mr Nomvalo added the projects SITA ran for the whole of government were many. With SAPS alone, there were about 152 projects which SITA ran. Costing took place at the department level with the tenders cancelled, the putting together of specifications was such that it was not helpful to the adjudication process – the people who put the specs together had a good idea of the business but did not have an appreciation of the technology and so it might not be specified properly. This was why the MOA was important to ensure the specs were correct. It was rare but at time members acted in ways during the procurement process that compromised the process and then it needed to be cancelled.    

Mr P Groenewald (FF+) welcomed the MOU between SAPS and CSIR which could really add value in fighting crime. He wanted to know about possible overlapping of work between the CSIR and SITA like with the e-filing and firearms control. It created the impression that both entities were looking at the same issues. What coordination systems were in place? He questioned the reference made to delays in decision making – was this on the side of SAPS or SITA and why were there such delays?  

Mr Nomvalo provided the context where because of the history of SITA, most of the institutions using the entity played its card to its chest which did not help the process and because of that drips and drabs of information came through and the process moved slowly. This came from a genuine concern around trust but the objectives undermined the very intention of the process then. A number of role-players could provide a particular product and discussion was not always managed in the best way which led to delays.

Mr Groenewald could not understand how this took more than two years – September 2012 to December 2014.

Mr Nomvalo explained the process of procurement was underway but the tender underway prior to that was cancelled.

Mr Groenewald asked if the Committee was then receiving incorrect and unacceptable information in the presentation by SITA.

Mr Nomvalo replied that the issue was around the specific products which delayed the process and the tender was cancelled during the period of 2014 for other reasons. The actual delay was resolved however.

Mr Ramatlakane requested the Committee received specific information on this to provide clarity to Members. He understood that because of the sensitive work SITA did, the system was managed in a semi-closed manner and there were many complexities which probably ran counter to the Act.         

Comm. Phiyega explained that of the itemised issues from the side of the CSIR, assessments were being done by the entities to see how to take the process forward on expired contracts. There were questions to ask around technology and capacity to enhance that which existed to ring-fence issues. The CSIR did not procure things for SAPS but made recommendations to the Service. There were different hand-held devices used where the entities would advise SAPS on what was best buy based on the needs. Normal procurement processes would then take place through SAPS SCM. This was the nature of the approach in each particular project. At this point in time there was no ring fenced budget. The emphasis was on professional advice and the technical capacity for this had never been with SAPS.      

The Chairperson asked if the line-item would then be under consultancies in the budget.

Comm. Phiyega said this was not quite - it would be under projects in the budget.

Lt. Gen. SJP Schutte, SAPS Deputy National Commissioner: Resource Management, added there were approximately 22 projects – there was a procurement process outlined in the MOA where specs would be developed for each project with a quotation from the CSIR for the price to be determined. SAPS would provide an estimate because it was a recent list but the prices, at the end of the day, would be based on a quotation per project where it would be sourced from the division from which the project will run. 

The Chairperson asked then if there was no ballpark figure for what would be spent on the CSIR. 

Lt. Gen. Schutte explained there was an indicative amount but it should be found within the RND scenario. Timelines would also determine when which budgets came to the forefront. SAPS would be able to make the funds available because the amount, at this point in time, was not that significant. Funds had already been made available for TETRA and would be soon for the firearms control.

Mr Ramatlakane understood this but the Committee needed to do oversight and needed to know the full details in order to assess delivery and performance.      

The Chairperson used the historical example of Waymar-Tetra where there was no plan for the end result and eventually hundreds of millions was spent and the result for this money was still being questioned. It was important that the Committee knew the exact details.

Comm. Phiyega said the details would be provided when SAPS presented its budget to the Committee.

Lt. Gen. Shezi answered the question around digital vs. analogue systems indicating SAPS already had the evaluation from the CSIR on the TETRA-Eastern Cape project and SAPS would embark on the outcome and recommendation of the report to move forward in this regard for the move away from analogue. Once this process was started the Committee could be briefed on the exact way forward.    

The Chairperson noted that digital was the way to go but currently in SAPS the ratio of digital to analogue was 70:30.

Lt. Gen. Shezi agreed that this was more or less the ratio but there were dynamics in this space which explained the bit of shortfall but SAPS was making advancements in this space.   

The Chairperson asked where the evaluation report for the TETRA phasing was reported to.

Lt. Gen. Shezi explained the report was presented to Nat. Commissioner after all the specs were outlined.

The Chairperson noted the concerns he heard of the ability of SAPS of dealing with firearm control moving forward with the new legislative proposals. In such a policy development, would the CSIR come in to tighten firearm control in SAPS and SA? Could such a core issue which had been a concern for a long time be addressed in the sunny relationship between SAPS and the CSIR - one which the Committee was pleased about? Were comparative international examples also looked at especially with firearm management control?

Comm. Phiyega said the turnaround strategy dealt with a number of elements such as people capacity, compliance with the legislation, enhancing people interventions and structure etc. From a system point of view, SAPS had Waymark to help manage firearms but the contract had ended. Waymark said they managed to deliver 80% of what SAPS needed but SAPS were querying this on the basis of what was seen in the system delivering what was inspired of it. A gap analysis now needed to be done to look at what the legislative amendments required in terms of the system and this will inform SAPS of what to buy.

Ms Molebatsi asked about the pin markings.

Mr Groenewald noted the Nat. Comm. had said the report on the Waymark issue would be finished in February – how far was this report?

Comm. Phiyega indicated the report had been submitted.

Mr Sipho Mbhokota, CSIR Area Manager, added the terms of reference were still being discussed with the firearm control management so the process was still at a preliminary stage. Further comment could then be made. The role of the CSIR was not to replace SITA, or vice versa, but to augment and supplement especially in terms of research and design to advice SAPS and then SITA could do its work faster.

Mr Mbhele questioned the specialised Public Order Policing (POP) video cameras which was earmarked as a special focus – were these vehicle mounted cameras recording a general scenes or cameras on the clothing of the POP officers or both? He requested a progress comment on the implementation of the e-docket system.

Comm. Phiyega indicated a plurality of capabilities in terms of video was being considered to look at equipment to be used at night with non-visibility etc.

Maj. Gen. Annandale, SAPS Component Head: Specialised Operations, added the specific camera referred to was a hand held device but further user specifications were being developed. Cameras available on contract, off the shelf were procured but there would be further development with the aim of taking the videos captured to court. 56 posts were advertised for people to be trained specifically in the use of these cameras.

Lt. Gen. Shezi said the e-docket was working problem-free as part of the developed ICDMS. There were challenges with network capacity and the stations which had smaller bandwidth could not utilise the e-docket because it would render all systems down. There needed to be exploration of increasing the capabilities of these stations to process what was contained in the ICDMS space.      

Ms Kohler Barnard asked if the CSIR was confident that it would achieve in the three-year contract what technical experts in SAPS and SITA failed to achieve over basically two decades or would this contract be extended? Would the relevant units in SAPS, of which the CSIR was now doing the work, be downsized or would they await the outcome of the CSIR determinations?

Comm. Phiyega clarified that the CSIR would not replace the work done by SAPS – the CSIR complemented SAPS’ ability and brought the capability the Service did not have. This was articulated in both presentations. There would be no SAPS retrenchments because all hands on deck were required. This was not a procurement platform but R&D.

Ms Kohler Barnard that clarified that she asked SAPS used to have the expertise but now had to look elsewhere for it – she wanted to know what happened to this expertise.  

Comm. Phiyega answered that SAPS was looking for an integrated complete suite of offerings looking at what SAPS had the least of.

Mr Ramatlakane thought it useful that the Committee was privy to the signed MOU. He also questioned the skills transfer discussed in the MOU for the duration of a contract.

Mr Mbhokota said the MOU was a long-term partnership which was not limited by years this was a general high-level platform from which to work. The CSIR was not with SAPS on a short-term basis but was a partner to support if and when needed as determined by the projects. The CSIR was to look at lifecycle support and not just procurement. With the skills transfer, it was important for the CSIR to transfer knowledge to SAPS and not to leave without doing this. The CSIR and SAPS would thus not work separately but to transfer knowledge so that it was not a one-way relationship. Training programmes would be run like with the SANDF. 

Ms Mmola asked that details be provided on the SAPS-SITA business agreement and what specific areas were addressed in this agreement.

The Chairperson noted the CSIR dealt with cybercrime and data security – was the Nat. Comm. confident about SAPS operations in this regard with firewalls and back-ups or would the CSIR assist in this way?    

Comm. Phiyega responded cybercrime was part of the suite because it was a crime type affecting global policing agencies. Support from the CSIR would also be received in this regard.

Lt. Gen. Schutte said the firewalls issue came to the forefront when the budget items were discussed line by line with products such as Symantec’s to enhance security on SAPS systems.   

Mr Nomvalo added every service provided by SITA to SAPS was covered in the business agreement and there were service agreements to deal with specific matters. Issues of security were crucial for SAPS so SITA took particular care in this regard.   

Ms Kohler Barnard had a media publication from SAPS and the CSIR which referred to a three-year agreement between the two agencies. If it was not a three-year contract that statement should not have been released.

Comm. Phiyega said the matter was already addressed- the contract was not a three-year one.

Mr Greeff clarified the article referred to the safety and security flagship programme only funded by the CSIR and not the MOA agreement.

Chairperson's Closing Comments

The Chairperson said the meeting was an important one and the Committee was well briefed on the issues. They welcomed the collaborative relationships which was a good model but the Committee would be monitoring it in terms of outcomes, budget importantly and if it was contributing to smarter policing and technology advancement because this was the aim at the end of the day. Collaborative relationships with research institutions and force multipliers were the way to go and he appreciated SAPS taking this step. It was logical to use the appropriate mechanisms in government if one did not have the in-house expertise if it was cost effective and had a track record. The Committee would definitely be visiting the CSIR.   

Adoption of Outstanding Committee Minutes

Reworked Committee Minutes dated 20 August 2014

The Committee proceeded to go through the reworked minutes page by page. 

Members noted grammatical, incorrect numbering and spelling amendments which still needed to be made

The reworked Committee minutes dated 20 August 2014 were adopted with amendments.

Draft Committee Minutes dated 30 January 2015

The Committee proceeded to go through the minutes page by page. 

Members debated whether a certain matter reflected in the minutes in fact occurred at the said meeting. The minutes would stand over until there was clarity on the matter.  

Draft Committee Minutes dated 25 February 2015

The Committee proceeded to go through the minutes page by page. 

The Committee Minutes dated 25 February 2015 were adopted with minor amendments.

The meeting was adjourned.