PSIRA & Civilian Secretariat for Police 2019/20 Annual Performance Plans; Budget Reports

This premium content has been made freely available


09 July 2019
Chairperson: Ms T Joemat-Pettersson (ANC)
Share this page:

Meeting Summary

Government Departments & Entities 2019/20 Annual Performance Plan (APP) 

The Private Security Industry Regulatory Authority (PSIRA) and the Civilian Secretariat for Police Service (CSPS) presented their 2019/20 annual performance plans and budget reports to the Committee for consideration.

PSIRA gave details of its goals for its three programmes -- finance and administration, law enforcement and communications, and registration and training. It planned to inspect 6 405 security businesses and 34 230 security officers, to enforce compliance with applicable legislation. There was also a target of 1 425 security businesses to be inspected regarding licences to possess firearms. Other focus areas included training, registering and accrediting security service providers, conducting research and development, and completing policy documents.

Members asked how many private security companies had been deregistered, and what factors had contributed towards that. They wanted insight into the nature of the relationship between PSIRA and the South African Police Service (SAPS). They wanted to know whether an in-house academy would be created, when fingerprint biometrics would be introduced, and how safe the country was when many security companies were owned by foreign nationals, with non-South African guards.

The CSPS said it would hold four joint consultative Independent Police Investigative Directorate (IPID)/Secretariat forum meetings during the year, in compliance with the Civilian Secretariat for Police Service Act. It would maintain its vacancy rate at not more than 7% of the total post establishments, pay creditors within 30 days, and implement recommendations from the internal and external auditors. It aimed to avoid under-spending its budget, setting a target of at least 98%.

A Member said that the SAPS management had to be restructured. There were many high-ranking officials who did nothing. Crime prevention members in communities were fewer than 20, and few people did patrols. High ranking officials did not do anything in the offices, and they were needed on the ground. The SAPS was all about promotions, and responsibility should not be left in the hands of cluster commanders. There were many generals who needed to be fired. There was no consistency in the training. How was it done now? The current police vehicles were not suitable for the terrain. The Secretariat was also asked whether it would be conducting research on a decentralised policy model, whether stakeholder engagement was done during weekends or on weekdays, and what was being done about the making the government gazette more accessible.

Meeting report

Private Security Industry Regulatory Authority (PSIRA): Annual Performance Plan

Mr Stefan Badenhorst, Chief Operations Officer: PSIRA, said its primary objectives were to regulate the private security industry and to exercise effective control over the practice of the occupation of security service provider in the public and national interest, and in the interests of the private security industry itself. Its strategic objectives included ensuring effective financial management, efficient and effective processes and systems, improved performance of the organisation, increased investigation and prosecution to enforce compliance with applicable legislation, increased awareness on the functions and role of PSIRA and its stakeholders, and to improve the integrity and turnaround time of registration.


Programme One aimed to ensure effective leadership, management and administrative support to the Authority through continuous refinement of organisational strategy and structure, in line with appropriate legislation and best practices. It had three sub-programmes -- finance and administration, business information technology and human capital.

On finance and administration for the 2019/20 financial year, the target was to get an unqualified audit opinion, 75% of revenue collected on billed annual fees and fines, and to have the final proposal developed and approved by council. On business information technology, the average time taken to restore critical information technology (IT) systems as per the IT business continuity plan was targeted at eight hours. On human capital the objective was to improve the performance of the organisation by ensuring a 100% implementation of performance management systems.

Programme Two aimed to ensure that security service providers comply with the regulations by doing regular inspections of both security officers and security businesses, and to ensure that those who were not complying with the regulations were charged and prosecuted. The programme had three subcategories. The first one was compliance, where inspections were conducted to ensure the industry complied with regulations. Enforcement spoke to conducting investigations of improper and criminal conduct, and legal services and prosecutions dealt with the preparation of evidence of improper conduct.  The number of security businesses inspected to enforce compliance with applicable legislation for 2019/20 financial was targeted at 6 405. The number of security officers inspected to enforce compliance with applicable legislation was 34 230, and the number of security businesses licensed to possess firearms inspected was targeted at 1 425.

The object of Programme Three was to ensure effective and meaningful stakeholder communication, to ensure that all training institutions were aligned to the required standard of training, to ensure that the registration process was effective and authentic, and continuous research to support core business initiatives and policy development. The target was to have 160 awareness programmes. The target for the average turnaround time of applications for registration meeting all the requirements for security businesses was 10 days. The average turnaround time of applications for registration meeting all the requirements for security officers was 15 days. The average of additional training security service providers registered and accredited with PSIRA was 200, and the number of capacity building activities for Security Service Provider (SSP) training institutions was 14. For industry research and development, the identified key indicators for the current financial year included completing three research topics, four surveys and three policy documents, and publishing two research topics.


PSIRA operations were funded mainly from revenue raised through annual and administration fees collected from registered security service providers. Budget growth over the medium term expenditure framework (MTEF) period was estimated at an average of 7%, while the average expenditure growth was 12%.

The Jaws Ratio (JR) was -5% because of the higher growth in expenditure vs revenue (budget) in the existing funding model. The new funding model for levies would address the financial disparities and the JR, while empowering the authority to fully execute its mandate.

Expenditure had increased by an average of 12 % over the four-year period.  Personnel costs had increased by 4% due to annual employee cost of living increases. The Authority had developed a phased-in approach to implement the organisational development recommendations to ensure that the entity was well capacitated to execute its mandate. Personnel expenditure represented 56% of the total expenditure, because PSIRA was a service driven entity that used human capacity to execute its mandate.

Some cost containment measures included minimising travelling expenses through early bookings, the use of low cost airlines, and by reducing the number of people travelling. They would also use internal venues and other available government venues. The appointment of consultants would be done after a needs analysis and a diagnosis of the skills gap. In-house officials would be used to configure systems and infrastructure. 


Mr A Whitfield (DA) asked how many private security companies had been deregistered, and what factors had contributed towards that. How did one get the optimal ratio of inspectors? What was the relationship between PSIRA and the South African Police Service (SAPS)? Lastly, did PSIRA monitor the effectiveness of the industry itself?

Dr P Groenewald (FF+) said that the industry used over 300 training centres, and asked how PSIRA ensured that training complied with the set standards. Had they thought of creating an in-house academy for training? How many security officers had been prosecuted for criminal offences, and how many arrests and convictions had been made?

Mr E Maphatsoe (ANC) said that the report was commendable because it came with solutions. How many foreign security companies had been registered? He mentioned that the security of the country had to be taken into consideration. PSIRA had few inspectors and might not be able to cover much ground because some companies employed illegal foreigners, and they got away with it because there were few inspectors. He also asked whether PSIRA used the same training standards across the board, or they differed.

Ms Z Majozi (IFP) said that having one inspector inspecting 120 businesses was not enough, and probably affected the core efficiency of PSIRA. More inspectors were needed. What was it comparing its targets with? Was it aware of the exploitation of security officers who did not get paid enough although they had long working hours? What mechanisms do it have in place to fix this?

Ms J Mofokeng (ANC) said she was impressed by the cost saving measures. Was PSIRA satisfied with training with the Sector Education and Training Authority (SETA). Had it considered internal training? She extended congratulations on going paperless, but asked if it would look into fingerprint biometrics. She had noticed that security guards who worked on the roads had no amenities nearby, such as toilets, and this affected their dignity. What was being done about this?

Mr W Mafanya (EFF) said that it was a matter of fact that there were security offices owned by foreigners, as well as having foreign personnel. How safe was the country when there were non-patriotic people as security guards? Security officers were often deployed into volatile situations that needed SAPS -- for example, strikes. How should the Committee help the Authority? Lastly, was PSIRA aware that syndicates run security companies -- were they a part of it, or did the syndicates outsmart them?

Mr H Shembeni (EFF) asked how many registered companies there were. How did PSIRA deal with people who bought certificates?

Ms N Peacock (ANC) said that SAPS had reported there were a lot of unaccounted firearms, and she asked what PSIRA’s view was on that. How did they intend on improving through being self-funded ? Security companies recruited personnel from other institutions, so how did the Authority inspect the reliability of the certificates they got?

PSIRA’s response

Mr Manabela Chauke, Chief Executive Officer: PSIRA, responded that the call by the President was one that PSIRA lived by, and was trying to ensure that the industry was not in conflict with the constitution. The Committee could look at the Department’s research papers which focused, inter alia, on security at schools, how schools could be secured, as well as how universities procured private security firms during the “Fees must fall” campaign. PSIRA also looked into policy making, however. It did not exist for public order, as that was the domain of SAPS.

Mr Oupa Mamabolo, Acting Deputy Director: Communications and Training, PSIRA, responded to the question about the ratio of inspectors. PSIRA was looking into organisational redesign, and would decentralise some of its systems and make use of vendor systems, an example of which was the South African National Roads Agency Limited (SANRAL). This meant that certain companies would be accredited to provide the same services as PSIRA. Since the entity was self-funding, it could not have offices everywhere, so decentralisation worked best in this situation. Some of the staff were being trained to be inspectors.

The entity had considered an academy, but it had set the standard too high last year.

The entity was in the same industry as SAPS, so the relationship was very strong. It exchanges training with SAPS and utilises SAPS for some of the arrests. Thus far, 1 500 firearms had been collected.

Legislation allowed foreign nationals to work and establish businesses on condition that they were legal. PSIRA’s regulations were stringent, in that they required foreign nationals to acquire a clearance from their countries, and this was hard to do. Illegal workers were arrested.

There were regulatory sub-committees in charge of deregistration. Last year, 786 companies were deregistered, mostly related to their inability to pay. Some businesses had their registrations withdrawn and can not re-enter the industry.

Those companies that offer certificates for sale had generally been suspended or closed down. PSIRA was looking into an online examination system which would be overseen by technical and vocational education and training (TVET) colleges, and would issue certificates. The entity was also working with the Department of Home Affairs to get a fingerprint database.  

South Africans were safe in the hands of non-patriotic workers, because PSIRA was in charge of the industry. Those who were illegal were being, and would continue to be, removed.

On violent crimes, PSIRA ensured accountability through regulation. Most violent crimes were committed with firearms, and regulations had been drafted to respond to that.

Instances of exploitation of workers were investigated, and workers’ payslips were checked to see if they got paid for overtime work. There was also an app that helped workers to see if they were being correctly paid.

Civilian Secretariat for Police Service: Annual Performance Plan

Ms Bilkis Omar: Chief Director: Policy and Research, Civilian Secretariat for Police Service (CSPS), took the Committee through the presentation.

In the plan for department management, four joint consultative Independent Police Investigative Directorate (IPID)/CSPS forum meetings would be held per year, in compliance with the Civilian Secretariat for Police Service Act.

Corporate services would maintain a vacancy rate of not more than 7% of the total post establishments, which was a decrease from the 10% of the previous financial year.

Finance administration would aim to make payment to all creditors within 30 days, implement all internal and external audit recommendations, and reach at least 98% of expenditure in relation to the allocated budget. Expenditure against the allocated budget had been a challenge for the department, as continuous under-spending had occurred in past years.

An identified indicator in corporate services was to maintain a vacancy that did not exceed 7%, which was an improvement from the 10% of the last financial year.

The CSPS was one of the 12 national departments that had obtained a clean audit for the 2017/18 financial year. Considering the issues raised by the Auditor General for the year under review, the department may maintain a clean audit.

The department had reported irregular expenditure of approximately R37 million on services offered mainly during the 2014/15 and 2015/16 financial years. This had been during the inception of the CSPS as a designated department, and had resulted in unauthorised expenditure of about R6 million during the 2015/16 financial year. The department had applied for condonation of irregular and unauthorized expenditure during the 2018/19 financial year. To date, it had not received feedback from the National Treasury. There had been no irregular expenditure from 2017/18 to date. In addressing irregular and unauthorised expenditure, the department had applied a multifaceted approach to mitigation to strengthen controls in supply chain management (SCM), such as the provision of training to employees and the implementation of consequence management.


Mr Whitfield asked whether there would be research on a decentralised policy model. Engagement with community issues was not new, but what engagement had CSPS done in crime-ridden communities, or what advice have it given the Minister in relation to that?  The number of oversight targets appeared to be low -- was this per station, or a consolidation of all stations? What had the secretariat done to direct SAPS on compensation?

Dr Groenewald asked what was being done to ensure that what was on paper was implemented, and whether the focus was put on the correct areas. The policing style needed to be changed to one that actually fights crime and changes people’s experience with the police -- for example, visible policing and rural safety.

Mr Maphatsoe said that the single police service matter had been in discussion, and it was now time to implement it.

Ms Mofokeng asked whether stakeholder engagement was done during weekends or on weekdays, because people were too busy on weekdays. Regarding the government gazette, experience indicated that it was not for ordinary people because it had to be bought and was published only in English and Afrikaans. What was being done about this?

Mr Mafanya said that the CSPS had succeeded in the past, but had since regressed. The Marikana matter had not been handled well in respect of community engagement. There were also bad policemen who hardly ever did any work, but still got paid.

Mr Shembeni said that the SAPS management had to be restructured. There were many high-ranking officials who did nothing. Crime prevention members in communities were fewer than 20, and few people did patrols. High ranking officials did not do anything in the offices when they were needed on the ground. The SAPS was all about promotions, and responsibility should not be left in the hands of cluster commanders. There were many generals who needed to be fired. There was no consistency in the training. How was it done now? The current police vehicles were not suitable for the terrain. Stolen cars were leaving the country’s borders and could not be chased by the current police vehicles even though they knew the routes that the thieves were taking.

Ms Peacock said that the presentation did not instil confidence. The Committee was looking for an approach of a model system. The only way to confront the problem was to deal precise issues, such as a report from each and every province, because this holistic approach did not work.

The Chairperson said that there was an outstanding state of policing report, and agreed that there should be an independent overview of the police. The Minister was planning a safety summit in the Western Cape -- was the CSPS involved in any way, and how would it ensure that the summit was a success?

CSPS’s response

Mr Alvin Rapea, Secretary of Police, said that the R6 million increase in the budget for accommodation was not new money. The secretariat’s budget was exclusively appropriated by SAPS. When the CSPS had moved from SAPS’s accommodation, it had grown in capacity and its money had been transferred to the department.

The Secretariat interfaced with provincial stakeholders so that those who were at work did not miss out on engagements.

An easy solution to the government gazette problem would be to draft a proper media plan, such as newspapers, for people who could not afford the gazette.

The CSPS compiled a consolidated report on various visits, and the Committee would be given this information. The Secretariat also did follow-ups on visits to various police stations. From now on, it would not merely be follow ups, as the police stations would have to generate a plan that indicated what measures they were taking. The CSPS visits 25% of police stations per year, and at some point it would have visited all the police stations in the country, but this could not be done every year.

Findings had shown that the vehicles were not really suitable for certain terrain, and SAPS had been reporting this.

The Secretariat had recommended a UK-based model of decentralising the SAPS budget, because it had a lot of discretion. It had also noted that the SAPS needed to be transformed and democratised.

A single policing policy was going to be implemented. Initially this had come about in terms of a gentleman’s agreement, but now that relationship had been formalised.

Regarding police who got paid but did not work, the Secretariat noted that consequence management was needed for poor performances. Promotions should be given based on qualifications, skills and experience, but SAPS had not implemented that. Commissioners generally gave promotions, but this should be regulated.

On police training, researchers were being sent to see exactly how recruits were trained, and whether any intervention was needed on the curriculum.

For the first time, the CSPS had a consensus report that showed what happens in police stations, and this helped with oversight. The Secretariat needs to get into “the belly of SAPS” and deal with its transformation. SAPS often moved from district to cluster and vice versa, but the Secretariat had no knowledge of this.

Adoption of reports

The Chairperson took the Committee through each report.

The report on the SAPS APP was moved for adoption by Ms Peacock, and Mr Mofokeng seconded. The report was adopted.

The draft report on IPID was moved for adoption by Mr Maphatsoe, and Ms Majozi seconded.

The CSPS report was moved for adoption by Ms Mofokeng, and Ms Peacock seconded.

The meeting was adjourned.


Download as PDF

You can download this page as a PDF using your browser's print functionality. Click on the "Print" button below and select the "PDF" option under destinations/printers.

See detailed instructions for your browser here.

Share this page: