Report of the Portfolio Committee on Police on Budget Vote 25: Police (2014/15), dated 11 July 2014

The Committee examined the Budget Vote of the Police (Vote 25) for the 2014/15 financial year, as well as the projections of the Medium-Term Expenditure Framework (MTEF) for 2014/15, which were included in the Estimates of National Expenditure (ENE) 2014. The budget was examined in conjunction with Department’s Strategic Plan 2011-2015 and the Annual Performance Plan 2014/15. The Committee reports as follows:

1. INTRODUCTION

1.1 Structure

The Report provides an overview of the 2013/14 Budget Hearings of the Department of Police and Civilian Secretariat for Police, and is divided into two parts, the first consisting of the 2014/15 Budget hearings of the South African Police Service (SAPS) and the second, consisting of the 2013/14 Budget hearings of the Civilian Secretariat for Police.

PART A: SOUTH AFRICAN POLICE SERVICE SAPS

· Section 1: Introduction. This section provides an introduction to this report as well as a summary of meetings held during the hearings.

· Section 2: Summary of stakeholder concerns. This section summarises the preparatory meetings held with key stakeholders, including the South African Police Union (SAPU), and the Institute for Security Studies (ISS).

· Section 3: Strategic Priorities of the Department of Police for the 2014/15 financial year. This section highlights the strategic focus areas for the Department of Police for the year under review.

· Section 4: SAPS Budget and Performance targets for 2014/15. This section provides an overall analysis of the budget allocations, spending priorities, current and capital expenditure, additional allocations and earmarked funding of the Department of Police for the 2014/15 financial year. This section also provides a programme analysis of the Department.

· Section 5: Committee observations: SAPS. This section provides selected observations made by the Portfolio Committee on Police in general, on the annual performance targets and programme specific issues during the 2014/15 budget hearings and subsequent responses by the Department of Police; and

· Section 6: Recommendations. This section summarises the recommendations made by the Portfolio Committee on Police.

PART B: CIVILIAN SECRETARIAT FOR POLICE (CSP)

· Section 7: Civilian Secretariat for Police: This section provides an overall analysis of the strategic focus areas and budget allocation for the Civilian Secretariat for Police for the 2013/14 financial year;

· Section 8: Committee Observations: Civilian Secretariat for Police (CSP). This section provides observations made by the Committee on the budget, annual performance targets and budget allocations of the Secretariat during the 2013/14 budget hearings.

· Section 9: Recommendations and additional information. This section summarises the recommendations made by the Portfolio Committee on Police regarding the Civilian Secretariat for Police.

· Section 10: Conclusion. This section provides a conclusion to this report.

1.2 Meetings held

In preparation for meetings with the Department of Police, the Portfolio Committee on Police held preparatory hearings on 2 July 2014 and the following submissions were received:

· The South African Police Union (SAPU); and

· Institute for Security Studies (ISS).

The Committee also extended an invitation to the Police and Prisons Civil Rights Union (POPCRU), which invitation was accepted, but the union did not attend, nor did they provide a written submission.

In addition, an overview of the budget for the 2014/15 financial year was provided by the Research Unit of Parliament and a sector analysis of by the Committee Content Adviser on 2 July 2014.

The Committee received the following briefings from the Department of Police and the Civilian Secretariat of Police:

· The Department of Police: Briefing on the Strategic and Annual Performance Plan and 2014/15 Budget Vote 25 (2, 3 and 4 July 2014).

· The Civilian Secretariat of Police Briefing on Annual Performance Plan for 2014/5 financial year on 8 July 2014. The Civilian Secretariat of Police became a designated Department by still received their 2014/15 budget from the SAPS which was made as a transfer payment. Their separate vote will be reflected in the 2015/16 Estimates of National Expenditure.

· A total of five meetings were held in which the budgets and annual plans were discussed:

PART A: SOUTH AFRICAN POLICE SERVICE (SAPS)

2. SUMMARY OF STAKEHOLDER CONCERNS

The stakeholders involved in the policing environment raised the following concerns in the preparatory meetings:

2.1 South African Police Union (SAPU)

The South African Police Union raised the following general issues regarding policing in relation to the 2014/15 SAPS Budget:

2.1.1 Cooperation

· SAPU noted that the SAPS remained a “closed system” that did not share information easily. They wanted the SAPS management to become transparent in their responses. SAPU was happy that the issues that they had raised with the Committee in the past had not fallen off the agenda as far as the police was concerned.

2.1.2 Human Resources

· Human resources and the management thereof remained a problem and continue to impact negatively on the welfare of police officers. The associated stress facing police officers has led to an increase in police suicides and the management need to give attention to this.

· Police officers with the ranks of captain, lieutenant and colonel have not been graded for the past 12 years and this remained a concern. It also affected those colonels who are responsible for the investigations of specialised crimes. SAPU indicated that a budget was allocated for this purpose for over 6000 constables, but that nothing has come of it.

2.1.3 Specialised Units

· SAPU wanted the SAPS to continue establishing specialised units as there was a great need for it. Specific teams were required to deal with specialised crimes and police officers investigating such crimes needed to undergo specialised training. SAPU noted that when there were high profile cases, the national management established task teams. There were opening and closing dates for the existence of such task teams and that made the establishment of such specialised units more urgent.

· SAPS must re-establish the anti-corruption units.

2.1.4 Crime Intelligence

· The fight against crime should be driven from reports generated from the Crime Intelligence Division. Currently it is not the case that SAPS is fighting crime with reports from crime intelligence. It also does not stop criminals from committing crimes and the SAPS must do more to integrate the work of crime intelligence in their general approach to crime fighting.

· The Crime Intelligence structures have been collapsed into the Protection and Security Services from a design point of view. The problem with this approach was that it brought together covert intelligence with uniformed police officers. SAPU questioned whether such an approach would work.

2.1.5 Resource Allocation Guide (RAG)

· The allocation of human and material resources to stations is urgent and the Resource Allocation Guide (RAG) did not take into account the use and maintenance of vehicles. SAPU noted that there were 52 vehicles that were not maintained and that it causes a major problem because it was not replaced when it broke down. There were concerns about the fact that SAPS could soon see the depletion of some of its vehicles before the budget is approved.

2.1.6 Public Order Policing Units (POP)

· The Centralisation of the Public Order Policing (POP) units continues to hamstring the responses of police to service delivery protests. POPs units were disbanded by the former National Commissioner in 2006 without SAPS having embarked on any major work-study process. Violent service delivery protests affected the country from 2008 and the POP units were inadequate. A major problem is that the management decided to centralise the 4000 members of the POP unit.

· In addition according to research conducted by SAPU, the numerical strength of the POP unit should be 10 000 members strong. The big concern was whether the police would be able to respond if protests all over the country become violent. SAPU noted that SAPS relied on 8 persons to police crowds of over 250 people.

· There was an urgent need for SAPS to decentralise the POPs unit and establish contact points in the provinces.

2.1.7 Top Management Establishment

· SAPU was concerned about the management structure and redesign. The process for redesigning the top management was a matter for consultation and the new structure and establishment is shaped like a rocket. SAPU noted its concerns that the structure is hierarchical and the management ranks has swelled from 30 to 34 people.

2.2 Institute for Security Studies (ISS)

The ISS made the following general comments during the 2014/15 SAPS Budget hearings:

· Budget increases and SAPS Effectiveness: ISS noted that the SAPS budget increased by 213% in the last 12 years; 68 000 new posts were established over the last 6 years; 20 million people and 7.8 million vehicles have been respectively been searched; and 1.5 million people were arrested. Despite the fact that SAPS was well resourced, the numbers of people being prosecuted is declining.

· Integrated Planning with JCPS departments: The SAPS therefore needs to work much more closely with other parts of the criminal justice cluster as it is clear that they still plan alone and this do not have the desired effect. The SAPS must involve the Department of Correctional Services and the National Prosecutions Authority (NPA) in its planning processes if it wants to be more effective.

· Mass arrests: ISS believed that the approach of SAPS to engage in mass arrest is ineffective because it leads to an increase in petty crime. This was based on research in other countries which found that such mass arrests leads to distrust in the police, and the use of force facilitated alienation which in turn led to resistance of the police.

· SAPS impact on crime: Crime has peaked in South Africa during 2002/2003 and since then it has steadily declined. Over the last two years however, the total crime rate has increased again and the movement has been from violent to property crimes. While crime has shown a decrease during the 2010 FIFA World Cup, the serious most violent crime has now also increased. There are smaller groups of people committing crime, but have a greater impact on the total crime picture. SAPS should be telling the Committee what they are going to do to reduce violent crime.

· Rewarding good Police officers: SAPS must also deal with public legitimacy and trust in the police. Criminal cases against members of SAPS must be lodged with the Independent Police Investigative Directorate (IPID).

· Police brutality and illegal arrests: The civil claims against SAPS have shown a 142% increase in the last four years since 2010/11. Illegal arrests have cost SAPS R18, 5 billion rand in the process. ISS indicated that it was civil litigation as a result of brutality and illegal arrest that drove police reform in the United States. ISS reported that of the 2756 cases referred to the National Prosecution Authority (NPA), only 129 (5%) ended in convictions.

· Professionalism: A positive professional ethos was required for SAPS and professionalism must be rewarded. One in three disciplinary hearings ended with no sanction and this leads to impunity on the part of police officers who transgress disciplinary codes. In addition, the disciplinary systems for senior officers in the police are not equal with what is meted out to junior police officers. This does affects the institutional culture of the Service.

· Killing of Police officers: The attacks and killing on police officers have declined to 76 officers killed in the course of their duties. The situation in the Western Cape however has shown an increase in police killings and the Committee should examine what the reasons for this are. There is a need to work collaboratively between the community, police and civil society to reduce the killings.

· Crime statistics: The crime ratios during the last financial year were calculated using the incorrect census figures. The SAPS used the 2011/12 check census data as a basis to calculate the crime ratios which had the effect of lowering the crime statistics. When the real base year is used, the statistics show a real increase in the crime statistics and affects the crime statistics in the provinces even more badly with higher real increases than claimed by SAPS. In the Western Cape for instance, the murder rate shows a 9.7% increase in the figures. SAPS management is on record that they would meet with academics and civil society organisations working with the crime statistics, but to date nothing has happened. An investigation is needed into how such a statistical error was made, despite the fact that it was pointed out to the SAPS. The SAPS needs to release crime statistics more regularly in a formal structure together with universities.

· Murder rates: SAPS compares favourably to other countries in Africa and South America when it comes to murder rates. SAPS are known for having some of the best investigators in the world and their skills are sought after. The appointment of a South African to head the police force in FIJI is evidence of this.

· Disciplinary cases: There needs to be a clear standard for presiding officers. There needs to be a lot of study on evidence and disciplinary code as well as investigation structures in SAPS. Police don’t go out of their way to convict their colleagues in such cases. There must be dedicated internal investigation unit. This helps with the quality of investigations.

· Police Inspectorate: The Police Inspectorate is crucial and there have been a number of improvements in recent years and we should develop internal oversight measures. ISS pointed out that it has done some research on it which they were willing to share with the Committee.

3. STRATEGIC PRIORITIES OF THE SAPS FOR 2014/15

The South African Constitution provides for the establishment of the South African Police Services (SAPS). Section 199 (1) of the Constitution provides for the establishment of a single police service. Section 205 provides for the mandate, structure and powers of the police service. The mandate of SAPS as provided in section 205 (3) of the Constitution mandates the police to:

· Prevent, combat, and investigate crime;

· Maintain public order;

· Protect and secure the inhabitants of the Republic and their property; and

· Uphold, and enforce the law.

3.1 Focus areas for 2014/15

In compiling its strategic priorities, SAPS drew on the National Development Plan (NDP), government priorities, the ruling party election manifesto and the President’s State of The Nation priorities and Ministerial priorities which envelopes with that of the NDP.

3.1.1 National Development Plan

The SAPS will align its priorities with the National Development Plan (NDP) for the 2014/15 financial year.

The NDP is the government’s blueprint for managing the development of South Africa and managing the competing needs of its people. The NDP articulates the vision it has for South Africa in its Vision 2030:

In 2030, people living in South Africa feel safe and have no fear of crime. They are safe at home, at school, at work and they enjoy an active community life free of fear. Women can walk freely in the streets and children can play safely outside. The police service is a well resourced professional institution staffed by highly skilled officers who value their work, serve the community, safeguard lives and property without discrimination, protect the peaceful against violence and respect the rights of all to equality and justice.

The NDP is quite specific in its recommendations for the policing environment. It requires the country to change the manner in which policing is implemented in South Africa. The NDP makes a number of recommendations for achieving safer communities which also include proposals to change policing in a number of ways. The following are the key priorities of the NDP with respect to building safer communities:

1. Strengthen the Criminal Justice System

2. Make the police service professional

3. Demilitarise the police service

4. Build safety using an integrated response

5. Build community participation in community safety

One of the key factors in reducing crime is to strengthen the criminal justice system through inter-agency collaboration and cooperation between departments in the justice crime preventions and security cluster. The NDP recommends that the recommendations of the report Review of the South African Criminal Justice System should be implemented.

Professionalising the South African Police Service is an essential part of strengthening the criminal justice system. The NDP proposes that the code of conduct be linked to a code of professionalism and to promotions and disciplinary regulations.

Building safety using an integrated approach requires a focussed approach on the causes of crime. It requires active citizenship and the mobilisation of all levels of state and non - state capacities and resources at all levels.

Building community participation in community safety requires the critical involvement and civic participation of civil society organisations. The NDP argues for the establishment of community safety centres and its implementation.

One of the key areas for SAPS to engage is the recommendation that the SAPS be demilitarised to move it away from its history of brutality. A key concern is that the remilitarisation of the police has not increased respect for the police, nor seen an increase in conviction rates.

3.1.2 Government Priorities

Government has twelve priorities to ensure service delivery and the Justice Security and Crime Prevention Cluster (JCPS) priorities are encapsulated in Outcome 3, which states: All people in South Africa are and feel safe.

The SAPS Strategic Plan (2010 - 2014), as part of the JCPS cluster continues to focus on the following Strategic Outcomes Oriented goals:

Strategic Outcome Orientated Goal 1	Ensuring that all people in South Africa are and feel safe
Goal Statement	To provide police services that will ensure safer communities by: · Reducing the number of all serious crime, contact crime and trio-crime · Increasing activities to prevent and combat border crime · Increasing the percentage of court ready case dockets for all serious crime, contact crime and trio-crime · Increasing the detection rate for all serious crime, contact crime and trio-crime, including organised crime and the crimes against women and children · Increasing the conviction rates for all serious crime, contact crime and trio-crime
Strategic Outcome Orientated Goal 2	Ensuring adequate availability of, and access to SAPS service points
Goal Statement	Improve the levels of service delivery and accountability to services by bringing SAPS service points closer to the communities.

Source: SAPS Strategic Plan 2010-14

The 2010-2014 Strategic Plan identified the following key operational and organisational priorities for 2010-2014:

3.1.3 Operational Priorities:

· Crime prevention: reducing levels of contact crimes, trio-crimes (house robbery, business robbery and carjacking) and crimes against women and children;

· Visible policing: increasing the visibility of police, especially at station level;

· Public order policing: policing of public order incidents;

· Professionalism: the development of a more disciplined, professional force;

· Combat corruption: the prevention, detection and investigation of corruption within the ranks of the SAPS;

· Partnerships: partnership policing and mobilising the community in fighting crime;

· Infrastructure: improvement of human and infrastructure capacity;

· Enhanced detection services: the effective investigation of crime by improving detection and court ready case docket rates on serious crimes, increasing the capacity and professionalism of the Directorate of Priority Crime Investigations and improving forensic services; and

· Specialized units: Improving crime intelligence for serious crime, drug and people smuggling syndicates, and human trafficking. More so, establish specialized units to address crimes against women and children.

3.1.4 Organisational Priorities:

In order to ensure success in the above priorities, three further operational support priorities were identified. These are:

· Human Capital Development, through skills development and retention;

· Budget and resource management, such as building new police stations based on set criteria and refurbishing existing ones; and

· Information systems and Information and Communication Technology (ICT) enhancement.

3.2 Ministerial Priorities

The Minister of Police identified a number of priorities to further enhance the professionalism and demilitarisation of the SAPS. These priorities followed the vision of the NDP and included the following:

Professionalization of SAPS: The establishment of the Police University at Paarl will assist in developing training appropriate to the professionalization of the police. The SAPS has also launched a community based recruitment and selection strategy to minimise unsuitable candidates making it into SAPS. SAPS will work with academics and civil society to achieve the professionalization of the institution.

Demilitarisation: SAPS members must revisit self discipline and leadership; they should possess a degree of consciousness and require appropriate training and equipment. The demilitarisation process requires that an advocacy campaign to be put in place in terms of the SAPS code of conduct.

Safe and secure environment: Policing is a societal matter and therefore SAPS must intensify its community outreach through developing partnerships to improving policing. Ordinary South Africans must therefore develop a greater responsibility to assist with building a safe and secure environment.

Integrated criminal justice cluster: SAPS must work in an integrated fashion with other departments in the Criminal Justice cluster. SAPS will work with the Department of Social Development to deal with drug and alcohol abuse, with the Department of Home Affairs to enhance Border Policing and with the Department of Rural Development to enhance its Rural Safety Strategy.

Increasing visibility: SAPS will increase visibility, accessibility and proximity to the service by looking at its positioning of service centres in and near the communities it serves.

In addition, SAPS will focus on it’s organisational culture; the organisation and processes through standardisation and ICT issues.

3.4 SAPS APP PRIORITIES 2014/15

The SAPS have listed the following priorities in its Annual performance Plan for 2014/15 in order to advance the National Development Plan:

1. Strengthening the criminal justice system through Integrated Planning and implementation: The SAPS will implement partnerships with the Department of Basic Education to link schools with police stations and establish relevant structures for crime prevention purposes. It will also implement gender based violence projects in partnership with the Department of Social Development and other government departments. Lastly it will promote capacity building on issues relating to child pornography in partnership with the Film and Publications Board.

2. Seamless Criminal Justice System (CJS) / Integrated Justice System (IJS) and modernisation: The SAPS will prioritise investment in the information technology infrastructure development through network upgrade and expansion at all police stations and police sites. The SAPS will also resource police stations and other critical service delivery points (expansion of hardware and software). SAPS will implement a systems integration project to ensure sound linkages and intelligent data management capabilities in support of smarter policing.

3. Enforce the Code of Conduct: The SAPS will institutionalise integrity management though the establishment of a heavy integrity management capability. It will also institutionalise the revised Code of Conduct and incorporate it to identified developmental training programmes. Lastly, it will enforce sanctions for contravention of the Code of Conduct through Discipline Management.

4. Prioritising Disciplinary Cases: The SAPS will establish a streamlined governance framework to manage members charged and convicted of criminal offences. It will also establish a dedicated Discipline Management Capacity to accelerate the process of finalising cases. There will be the standardisation of sanctions for Disciplinary Cases (from suspension to dismissal) to ensure uniformity and avoid duplication of efforts.

5. Recruitment, selection, appointment and promotion of police: The Recruitment to Retirement Strategy Framework has been developed and sub-strategies to implement the identified critical pillars will be finalised during the financial year. This will include, among other things, implementing a two-stream or multiple-entry recruitment system which caters for basic training intake and lateral infusion in terms of the audited requisite skills, through:

i. interactive recruitment from the target communities, such as rural environments and areas where staffing shortfalls have been identifies

ii. recruiting from tertiary level for basic training

iii. creating a pool base for recruitment (growing our own timber)

iv. targeted specialised fields (e.g. forensic investigators, accountants, scientists, artisans, architects, engineers, etc.)

6. Training for professionalism: The recently opened Paarl Police University will experience its first intake during 2014 and has ensured adherence to international standards through partnerships with an internationally accredited and distinguished tertiary institution, the University of South Africa which will assist the organisation to implement internationally accredited programmes. The SAPS will also introduce Toast Masters and language laboratories to empower statement taking initiatives and advance professional communication with SAPS clients at local service delivery points. The SAPS will also introduce Telematic training of members using POLTV on an array of competency areas (e.g. statement taking, crime scene management, court procedures). Grooming programmes and computer training for different levels and targeted groups will be undertaken. There will also be the implementation of internships and learnership programmes, coupled with the issuing of bursaries in critical competency areas.

7. Capacitating Specialised Units: The SAPS will be enhancing the following specialised capabilities: narcotics, organised crime, commercial crime, tracking units, vehicle crime investigation. It will also enhance the cyber-crime capability, including the advancement of local police station readiness. The SAPS will institutionalise the utilisation of multi-disciplinary teams and integrated approaches to crime detection or investigation and leveraging on secondary capacities such as retired detectives and developing strategies or protocols on procurement and utilisation of external investigative capacities.

8. Intelligence-driven policing of hotspots and deployment according to crime patterns and trends: This will be undertaken through the implementation of the Blueprint for Crime Combatting Fora under the direction of the re-established National Crime Combatting Forum to inform strategic deployments and operational interventions. The SAPS will implement the new Crime Statistics Policy and structures as agreed with and in partnerships with Statistics South Africa.

9. Emphasis on the community-orientated or partnerships problem-solving approach: The SAPS will train its members on policing within human rights culture and accelerate the processes of institutionalising this practice. It will advance community policing as a philosophy espoused in policing strategies. SAPS will also focus on the soft skills training of police officers in order to address the personal or personality attributes. It will unlock the identified frontline service delivery barriers in conjunction with the Ministerial directives and implement recommendations from the Frontline Service Delivery Monitoring and Citizen-based Monitoring (CBM) project at police station level, in partnership with the Department of Performance Monitoring and Evaluation. The SAPS will also develop a Stakeholder Value Management Strategy and Plan to enhance strategic partnerships in the country, the region, and abroad.

The SAPS will mobilise communities in the fight against crime through the roll-out of the recently launched Project Harmony and similar initiatives. It will conduct client service surveys at police stations and in other strategic points of police-community contact to determine and improve on SAPS client satisfaction levels, instead of directing full reliance on the quantitative crime reduction levels.

The SAPS has implemented joint problem identification and solving with Community Police Forums (CPFs) and other partners such as South African Banking Risk Information Centre (SABRIC), Primedia, Mining Sector, AgriSA, Business Against Crime South Africa (BACSA), Sector Education and Training Authority (SETAs), Edgars Consolidated Stores (EDCON), and other organs of state. The capacitation of community police forum and community safety volunteers in identified skills (including responsibility guidelines, performance monitoring tools, etc.) will be undertaken. There will also be research and community safety audits implemented to inform the development of community safety infrastructure designs and safety plans, including women, children and vulnerable groups. This will inform the development of joint intervention programmes (JCPS and related clusters) to address the root causes of crime.

10. Enhance sector policing: The SAPS will finalise the implementation of the minimum Sector Policing requirements in the remaining 185 of the 1 135 police stations. The value derivation / impact assessment from the resources that were allocated to sector policing since its inception will be objectively researched through an external agency and the recommendations thereof will be implemented in rural/urban and rural environments in line with the Rural Safety Strategy to ensure the smarter implementation within the confines of existing resources; enhancing the alignment of resources and to ensure sustainability of the concept across the country. Lastly, access for beneficiary population to police services, particularly in rural environments, through conventional (capital works programmes) and other innovative partnership interventions will be enhanced.

4. SAPS BUDGET AND PERFORMANCE TARGETS FOR 2014/15

4.1 Overall analysis

The budget allocation for the 2014/54 financial year is R72.5 billion, which is a nominal increase of R3.7 billion (5.4 per cent) compared to the R68.7 billion adjusted appropriation received in 2013/14. Considering inflationary costs, the budget shows a real percentage decrease of 0.75 per cent.

Table 1: Budget Summary of expenditure estimates for Vote 25 in 2014/15

Programme	Budget		Nominal Rand Change	Real Rand Change	Nominal Percent change	Real Percent change
	2013/14	2014/15	2013/14 - 2014/15		2013/14 – 2014/15
Programme 1: Administration	14 524.9	15 304.0	779.1	-114.4	5.36 per cent	- 0.79 per cent
Programme 2: Visible Policing	35 015.1	37 008.8	1 993.7	-166.9	5.69 per cent	- 0.48 per cent
Programme 3: Detective Services	14 550.9	15 242.7	691.8	-198.1	4.75 per cent	- 1.36 per cent
Programme 4: Crime Intelligence	2 735.6	2 880.8	145.2	- 23.0	5.31 per cent	- 0.84 per cent
Programme 5: Protection Services	1 964.9	2 070.9	106.0	- 14.9	5.39 per cent	- 0.76 per cent
TOTAL	68 791.4	72 507.2	3 715.8	-517.2	5.40 %t	-0.75 %

Source: Estimates of National Expenditure 2014, Vote 25: Police

The following changes were made to the 2014 Budget:

· Programme 1: Administration received an allocation of R15.3 billion in 2014/15. This represents a real percentage decrease of 0.79 per cent (R114.4 million) compared to the adjusted appropriation of R14.5 billion in 2013/14. The Administration programme received the second largest increase of all the five Departmental programmes in monetary terms.

· Programme 2: Visible Policing received an allocation of R37 billion in 2014/15. This represents a real percentage decrease of 0.48 per cent (R166.9 million) compared to the R35 billion adjusted appropriation received in 2013/14. The Visible Policing programme continues to receive the largest proportional allocation of the Departmental programmes.

· Programme 3: Detective Services received an allocation of R15.2 billion in 2014/15. This represents a real percentage increase of 1.36 per cent (R198.1 million) compared to the R14.5 billion allocation (adjusted appropriation) received in 2013/14.

· Programme 4: Crime Intelligence received an allocation of R2.8 billion for 2014/15. This represents a real percentage decrease of 0.84 per cent (R145.2 million) compared to the R2.7 billion adjusted allocation in 2013/14.

· Programme 5: Protection and Security Services received an allocation of R2.07 billion, which represents a real percentage decrease of 0.76 per cent (R14.9 million), compared to the R1.9 billion adjusted allocation received in 2013/14.

Table 2: Proportional budget allocations per programme

Programme	Budget	Percent of total budget per programme	Budget	Percent of total budget per programme	Change in percent allocation
R million	2013/14		2014/15
Programme 1: Administration	14 524.9	21.11 per cent	15 304.0	21.10 per cent	0.41 per cent
Programme 2: Visible Policing	35 015 .1	50.9 per cent	37 008.8	51.04 per cent	-0.12 per cent
Programme 3: Detective Services	14 550.9	21.15 per cent	15 242.7	21.02 per cent	-0.24 per cent
Programme 4: Crime Intelligence	2 735.6	3.9 per cent	2 880.8	3.9 per cent	-0.09 per cent
Programme 5: Protection Services	1 964.9	2.85 per cent	2 070.9	2.8 per cent	0.04 per cent
TOTAL	68 791.4	100.00 per cent	72 507.2	100.00 per cent	0.00 per cent

Source: National Treasury Estimates of National Expenditure 2014, Vote 25: Police

4.1.1 Spending priorities for 2014/15

The APP 2014/15 lists a total of thirty-one spending priorities. The following are a selection of spending priorities identified by the Department:

· Provision for specialised equipment and training for detectives to enhance the process of investigation of crime;

· Expenditure in relation to the deployment of new recruits;

· Victim Support programmes;

· Implementation of an Integrated CJS to ensure a single, coordinated management of the continuum of criminal justice and performance across the CJS utilisation, essentially focussing on funding for the Forensic Services and broader Detective Services environments with regards to crime scene management;

· Implementation of the Domestic Violence Act;

· Maintaining a specialised capacity that allows for interventions through external deployment;

· Implementation of the Firearm Control Act;

· Capacity at police stations to implement the Service Delivery Improvement Programme;

· Establishment of victim - friendly facilities;

· Investment in capital equipment in support of basic policing services;

· Maintaining the fixed wing aircraft and helicopter fleet;

· Policing of major events;

· Purchasing firearms and ammunition;

· Youth Crime Prevention and Social Crime Prevention;

· Conducting high risk operations.

Added to the aforementioned spending priorities are the following specific baseline budgetary provisions for 2014/15:21

· Uniform

· Weapon purchases

· Ammunition

· Network and hosting upgrades to continue

· Basic services at police stations (water, electricity and sanitation)

· Ramps at police access points for disabled individuals

· Furnishing and expanding Victim-Friendly Facilities through Criminal Asset Recovery Account (CARA) funding

· Radio Communication System

· Vehicles – Annually in the vicinity of R1 billion is spent on the purchasing of new vehicles

· Maintaining a level of funding that allows for the management of the Police vehicle fleet through the Automated Vehicle Location System (AVL)

· Specific specialised equipment to be purchased in the Operational Response Services environment with specific focus on the Public Order Police Units.

4.1.2 Current and Capital Expenditure

The allocation for Current payments in 2014/15 increased from R65.8 billion in the 2013/14 financial year to R68.9 billion in the 2014/15 financial year.

The following key issues can be highlighted:

· Compensation to employees: Increased from R51.2 billion in 2013/14 to R54.2 billion in 2014/15.

· Goods and Services: the total allocation in 2014/15 is R14.7 billion compared to the R13.8 billion allocation in 2013/14. This represents a slight real percentage increase of 0.01 per cent, of which:

· Allocation to Computer services decreased from R2.98 billion in 2013/14 to R2.93 billion in 2014/15.

· Allocations to Operating leases increased slightly in 2014/15 with an allocation of R2.3 billion compared to R2.2 billion in 2013/14.

· Allocations to Entertainment increased from R1.5 million in 2013/14 to R1.6 million in 2014/15.

· Allocations to Consultants and professional services (legal costs) increased in 2014/15 with an allocation of R200.3 million compared to R193.4 million in 2013/14.

· Allocations to Contractors increased from R1.04 billion in 2013/14 to R1.15 billion in 2014/15.

Transfers and subsidies

The allocation for Transfers and subsidies increased from R639.6 million in 2013/14 to R737.1 million in 2014/15. Of which:

· Allocations for payments to Provinces and municipalities increased from R28 million in 2013/14 to R33.4 million in 2014/15.

· Allocations to payments for Departmental agencies and accounts also increased from R116.7 in 2013/14 to R133.8 in 2014/15

· Allocations for Households also increased in 2014/15 (R568.9 million) compared to 2013/14 (R493.9 million).

· Allocations for Claims against the state increased in 2014/15 from R146 million in 2013/14 to R185.1 million in 2014/15.

Payments for capital assets

The allocation for Payments for capital assets decreased from R3.6 billion in 2013/14 to R2.8 billion in 2014/15 financial year, in nominal term. In particular;

· Building and fixed structures: Remains relatively stable from R1.03 billion in 2013/14 to R1.09 billion in 2014/15.

· Machinery and equipment: Decreased from R2. 029 billion in 2013/14 to R1.7 billion in 2014/15, while biological assets received the same allocation of R300 000 (R0.3 million).

2014/15 Earmarked Funds (Specifically and exclusively appropriated funds)

The Appropriation Bill [4-2014] reflects the funds that were specifically and exclusively appropriated within the Administration Programme. The following items (with corresponding amounts) have been identified:

· Facilities Planning: building and upgrading of police station: A total amount of R672.2 million was earmarked for the upgrading of police stations during the 2014/15 financial year; and

· Civilian Secretariat for Police: The R99.7 million Budget for the Civilian Secretariat is stated as earmarked because the Secretariat became a designated department on 01 April 2014.

The following table highlights specifically appropriated funds for 2014/15 as outlined in the Appropriation Bill 2014 vis-à-vis last specifically appropriated funds for 2013/14.

Table 7: Comparison of Earmarked Funds

Allocation Item	2013/14	2014/15
Criminal Justice Sector Revamp and Modernisation Programme: projects to promote effective functioning of the criminal justice sector	R15.9 billion appropriated for projects within the Payments for capital assets account and R295.9 million appropriated specifically within the goods and services account.	No appropriation
Facilities Planning: building and upgrading of police station infrastructure	R644.7 billion appropriated specifically to Payments for capital assets	R 672.2 billion appropriated within the Payments for capital assets account
Civilian Secretariat for Police	No appropriation	R 99.7 billion

4.1.3 Additional Allocations for 2013/14

The 2014 ENE notes that the upgrading of posts is provided for by additional Cabinet approved allocations of R698 million in 2014/15, R725 million in 2015/16 and R786 million in 2016/17, as well as an allocation of R243 million in 2014/15, R432 million in 2015/16 and R459 million in 2016/17 for salary adjustments and improving conditions of service. The ENE also highlights reductions in vehicle expenditure (-R 348 million in 2014/15 and - R 470 million in 2015/16).

4.2 Programme Analysis

4.2.1 Programme 1: Administration

The total allocation for the programme in 2014/15 is R15.3 billion. This represents a real percentage decrease of 0.79 per cent (R114.4 million) compared to the adjusted appropriation of R14.5 billion in 2013/14. The Administration programme received the second largest increase of all the five Departmental programmes. The allocation of R15.3 billion to Programme 1 (Administration) constitutes 21.1 per cent of the Departments total budget for 2014/15. In nominal terms, the budget for this programme increased by 5.36 per cent, while the real percentage change showed a decrease of -0.79 per cent.

Table 6: Budget Allocation for Programme: Administration

Programme 1: Administration	Budget R million		Nominal Increase / Decrease in 2014/15	Real Increase / Decrease in 2014/15	Nominal Percent change in 2014/15	Real Percent change in 2014/15
	2013/14	2014/15
Sub-programmes
Sub-programme 1: Ministry	27.7	28.9	1.2	- 0.5	4.33 per cent	- 1.76 per cent
Sub-programme 2: Management	56.6	58.2	1.6	- 1.8	2.83 per cent	- 3.18 per cent
Sub-programme 3: Corporate Services	14 355.9	15 117.2	761.3	-121.2	5.30 per cent	- 0.84 per cent
Sub-programme 4: Office Accommodation	84.8	99.8	15.0	9.2	17.69 per cent	10.82 per cent
TOTAL	14 525.0	15 304.1	779.1	- 114.4	5.36 per cent	- 0.79 per cent

Source: National Treasury, 2014 Estimates of National Expenditure 2014, Vote 25: Police

In terms of sub-programme allocation, the largest allocation within the Administration programme remains in the Corporate Services sub-programme (98.7 per cent of the total allocation to Administration).

The SAPS also indicated that a significant amount of the administration budget was the shifting of some of the functions previously executed by SAPS and the IPID to the Civilian Secretariat for Police. The budget for this department is ring-fenced as the Secretariat has become a designated department in April 2014, but their budget will still be accounted for by the SAPS for the 2014/15.

4.2.2 Performance Targets

Most targets in the Administration programme remained the same or increased in the 2013/14 Annual Performance Plan. However, the Department included various performance indicators and targets for the first time in the 2013/14 APP. Most targets in the Administration programme are new (the number has changed from 14 in the last financial year to 40 this financial year) in the 2014/15 APP.

New indicators: The following are new or newly inserted indicators:

· New indicators: The following are new or amended indicators:

· Number of days taken to capture leave (scheduled or unscheduled)

· Percentage of employees who take 10 days compulsory leave

· % compliance to the revised OD Directive of the DPSA

· Percentage of operational employees debriefed subsequent to a crime scene and operations

· Percentage of employees reached during proactive EHW programme

· Percentage of reported incidences of corruption by members

· Percentage of disciplinary cases finalised within the stipulated timeframe

· Average time taken to fill vacant funded posts

· Percentage of service terminations finalised within 60 working days

· Percentage compliance with approved Infrastructure Programme Priorities

· Percentage of weighted project milestones delivered according to the funded TMS operational plan

· Percentage of legitimate invoices paid within 30 days

· Percentage reduction in new incidents leading to civil claims lodged against the SAPS

· Number of service delivery inspections conducted at station and cluster level

· Percentage of recommendations of the Independent Police Investigative Directorate (IPID) implemented

· Percentage of legally vetted contracts and agreements in relation to the number of requests received

· Number of repeat audit findings from external assurance providers

· Percentage improvement of user satisfaction levels

· Percentage completion of audits on the approved internal audit plan

· Number of national safety audits conducted

Increased/decreased targets: the following targets were either increased or decreased from the 2014/15 APP:

· 92% of learners declared competent ( increased to 95% of learners)

· 80% of learners declared competent (increased to 85% of learners)

Spending on Infrastructure

SAPS spent a percentage of their budget on infrastructure and the building of police stations. Table 10 below provides more detail on the infrastructure plans and allocations and where the funds will be spent. There were remarkable increases to; Police Stations; Members and Office accommodation as well as Shooting Ranges. Interesting changes are; decrease in the Training Facilities and new allocation for Small Infrastructure projects. Increase in shooting ranges can be attributed to the fact that firearm competency training remains one of the priorities.

Table 7: Infrastructure Expenditure

Project name	Service delivery outputs	Budget R million
		2013/14	2014/15	2015/16
Departmental infrastructure
Parow forensic laboratory	Construction of a forensic laboratory	0.0	0.0	0.0
Police stations	New and re-established police stations	427.2	641.0	722.4
Members and office accommodation	Living quarters and offices	109.9	160.3	104.3
Small infrastructure projects	Repaired and renovated infrastructure	0.0	96.8	76.3
Forensic service laboratory	Repaired and renovated infrastructure	0.0	0.0	0.0
Shooting ranges	Facilities to improve shooting competency of police officials	47.5	141.9	147.1
Training facilities	Facilities to improve police personnel capabilities	425.4	23.3	69.3
Mobile homes and storage facilities	Basic services for accommodation	0.0	36.5	30.0
TOTAL		1 036.9	1 099.9	1 149.5

Source: National Treasury, 2013 and 2014 Estimates of National Expenditure

Police stations: The spending focus over the medium term will be on upgrading and building new police facilities to improve the accessibility of police services. Spending on buildings and other fixed structures is expected to increase over the medium term due to plans to build ramps to make police stations more accessible to people with disabilities, and projects for building new police stations that have been rescheduled for the medium term due to delays in implementation. The delay also explains the decrease in spending on buildings and other fixed structures between 2010/11 and 2013/14.

Shooting ranges: Over the medium term, the Department will prioritise the construction of a shooting range at Faure in Western Cape at an estimated contract price of R181.1 million. The shooting range will allow for police officials to undergo firearm training and shooting practice on a regular basis to comply with legislative requirements.

The list below includes some of the deliverables identified in the SAPS Infrastructure Plan: 26

· Construction stage projects: 6 SAPS construction projects and 10 NDPW construction projects. In terms of provincial allocation, out of the 6 construction projects, 4 will be in North West Province, 1 in Limpopo and 1 in Mpumalanga.

· Rural infrastructure: in terms of rural police stations, there will be 8 projects at Site Clearance stage, 28 projects at Planning and Design stage and 5 projects at execution stage.

· Victim-Friendly facilities: According to the Infrastructure Plan, 93 Victim Friendly Facilities will be built and; 41 of those will be in Eastern Cape, 6 in Free State; 1 in Gauteng; 11 in KwaZulu-Natal; 3 in Limpopo; 12 in Mpumalanga; 2 in North West; 10 in Northern Cape and; 7 in Western Cape.

· Additional Space: As per the 2014/15 APP, there are 42 police stations in need of an additional office space and; 25 of those are in the Eastern Cape; 3 in Free State; 2 in KZN; 3 in Limpopo; 6 in Mpumalanga; 1 in Northern Cape and 1 in Western Cape.

· Basic services: In terms of generators there will be 166 service contracts and in terms of provincial breakdown; 82 will be installed in the Eastern Cape, 43 in Western Cape; 36 in Mpumalanga and; 5 in North West. In terms of air conditioners there will be 34 service contracts and in terms of provincial breakdown; 11 will be in Gauteng; 5 in North West; 17 in Limpopo and; 1 in Mpumalanga.

ICT Budget and Performance Indicators

Emanating from the SAPS Strategic Plan for 2010 – 2014, the following initiatives/projects have been identified for 2014/15 in support of the strategic priorities of the SAPS that include the CJS revamp and the IJS. The 2014/15 IS/ICT plan distinguishes between SAPS, IJS and CJS projects and these are listed below:

· Integrated Justice System (IJS) Projects: There are 12 listed projects in total, of which 7 are to be completed within the 2014/15 financial year. Projects to be completed between 31 March 2014 and 31 March 2015 are: Property Control and Exhibit Management (PCEM); DNA Programme; National Photo Imaging System (NPIS); Disaster Victim Identification (DVI); Field Terminal Devices (FTD) Front and Back End Development; Action Request for Service (ARS) and SAPS Service Orientated Architecture (SOA) Advancement. Projects with later completion dates are: Investigation Case Docket Management System (ICDMS) – Administer Case; Identity and Access Management (IDAM); Live Scan (LSS); Facial Recognition and; Investigation Case Docket Management System – Investigate Case.

· Criminal Justice System (CJS) Projects: There are 21 listed projects in total, of which 10 are to be completed within the 2014/15 financial year. Projects to be completed between 31 March 2014 and 31 March 2015 are: Automatic Fingerprint Identification; Decentralization of the Automatic Fingerprint Identification capabilities; Digital Exhibit Managing and Storage; Replacement and expansion of office automation and digital solutions/components; Decentralization of the Criminal Record Information Management (CRIM) system; Electronic Plan Drawing; Layer Voice Analysis (LVA); Radio Frequency Identification (RFID); MATLAB and SAN Storage. Projects with later completion dates are: Closed Circuit Television (CCTV) and Access Control; ROWA Storage; Mobile Connectivity Capability; Audio Visual and Video Conferencing; e-learning capability; War Rooms and Daily Information Profiling System.

· Technology Management Services (TSM) Operational Projects: The three listed TSM projects are: Automated Vehicle Location System (AVL); Gauteng TETRA Radio Communication System and National Network Upgrade Programme (NNUP). All these projects have later completion dates.

The target for 2014/15 for percentage of allocated budget spent on approved IS/ICT projects increased from 95% to 98%.

4.2.2 Programme 2: Visible Policing

Budget

The budget allocation for Visible Policing is R37 billion in 2014/15. This represents a real increase of 0.48 per cent (166.8 million) compared to the adjusted appropriation of R35 billion in 2013/14. The Visible Policing programme received the largest increase of all the five Departmental programmes. The allocation of R37 billion to Programme 2 (Visible Policing) constitutes 51 per cent of the Departments total budget for 2014/15. In nominal terms, the budget for this programme increased by 5.69 per cent, while the real percentage change showed an increase of -0.48 per cent

Table 8: Budget Allocation for Programme: Visible Policing

Programme 2: Visible Policing	Budget R million		Nominal Increase / Decrease in 2014/15	Real Increase / Decrease in 2014/15	Nominal Percent change in 2014/15	Real Percent change in 2014/15
	2013/14	2014/15
Sub-programmes
Sub-programme 1: Crime Prevention	27 769	29 348	1 578.6	208.0	5.68 per cent	- 0.49 per cent
Sub-programme 2: Border Security	1 575	1 659	84.2	- 1.5	5.35 per cent	- 0.80 per cent
Sub-programme 3: Specialised Interventions	2 639	2 788	283.9	149.0	5.65 per cent	- 0.52 per cent
Sub-programme 3: Facilities	3 030	3 212	149	181.8	6.00 per cent	- 0.19 per cent
TOTAL	35 015	37 088	2 024.6	1993.0	5.69 per cent	-0.48 per cent

Source: National Treasury, 2014 Estimates of National Expenditure, Vote 25: Police

In terms of sub-programmes, a new sub-programme (Facilities) was added in 2014/15, making the number of sub-programmes to be 4 as compared to the 3 sub-programmes in 2013/14. All the sub-programmes received an increased allocation in 2014/15. The Facilities sub-programme provides for office accommodation budgets and related expenditure devolved to the Department by the Department of Public Works such as payments for operating leases.

· Sub-programme: Crime prevention - Slight increase in allocated funds. Allocated R29.3 billion in 2014/15, compared to R27.7 billion in 2013/14. This is a real percentage increase of 0.49 per cent. It remains the largest sub-programme in VISPOL and receives 79.1 per cent of the VISPOL budget.

· Sub-programme: Border security - Allocated funds increased in real terms by 0.80 per cent. It received R1.6 billion in 2014/15 compared to R1.5 billion in 2013/14.

· Sub-programme: Specialised interventions – The allocated funds increased from R2.6 billion in 2013/14 to R2.7 billion in 2014/15. This is a real percentage increase of 0.52 per cent and represents the second largest increase within the Visible Policing programme of the Department. This increase might be due to increase in service delivery protests as this sub-programme provides for interventions in medium to high risk operations.

· Sub-programme: Facilities - The sub-programme was allocated R3.2 billion in 2014/15 (under Programme 1), as compared to R3 billion in 2013/14.

Most targets in the Visible Policing programme remained the same in the 2014/15 APP.

The following are new indicators:

· Number of rural police stations implementing the minimum criteria of the Rural Safety Strategy pillars

· Closing of identified unlicensed/illegal liquor premises

· Number of national crime awareness campaigns conducted

· Percentage of operational community Police Fora implemented at police stations according to set guidelines

· Number of reported crimes against women

· Number of reported crimes against children

The following targets were reinstated:

· The performance indicator for the increase in the confiscation of illicit drugs is reinstated;

· The performance indicator for the increase in the confiscation of illegal liquor is reinstated; and

· Target for the percentage of police stations rendering a victim friendly service to victims of rape, sexual offences and abuse.

4.2.3 Programme 3: Detective Services

The Programme received a slight real percentage increase of 1.36 per cent in the 2014/15 budget. Sub-programmes Crime Investigations, Specialised Investigations and Crime Record Centre received slight increases, while Forensic Service Laboratories sub-programme’s allocation was decreased.

Staff complement: The Programme had a funded establishment of 39 050 in 2011/12, which increased to 39 297 in 2012/13 and 39 477 in 2013/14 as a result of plans to strengthen capacity in the forensic services units. According to the 2014/15 APP, the number of personnel in this programme is expected to increase from 39 654 in 2013/14 to 39 874 in 2016/17 to provide for additional detective capacity.

The programme had a funded establishment of 39 050 in 2011/12, which increased to 39 297 in 2012/13 and 39 477 in 2013/14 as a result of plans to strengthen capacity in the forensic services units. Personnel numbers are expected to remain at this level in 2014/15 and 2015/16.

Table 9: Budget Allocation for Programme: Detective Services

Programme 3: Detective Services	Budget R million		Nominal Increase / Decrease in 2014/15	Real Increase / Decrease in 2014/15	Nominal Percent change in 2014/15	Real Percent change in 2014/15
	2013/14	2014/15
Sub-programmes
Sub-programme 1: Crime Investigations	9 608.7	10 273.6	664.9	65 .1	6.92 per cent	0.68 per cent
Sub-programme 2: Crime Record Centre	1 882.1	1 958.0	75 .9	- 38.4	4.03 per cent	- 2.04 per cent
Sub-programme 3: Forensic Service Laboratories	1 753.9	1 637.6	- 116.2	- 211.8	- 6.63 per cent	-12.08 per cent
Sub-programme 4: Specialised Investigations	1 306.1	1 373.3	67.1	- 12.8	5.14 per cent	- 0.99 per cent
TOTAL	14 550.9	14 348.5	691.7	198.1	4.75 per cent	-1.36 per cent

Source: National Treasury, 2014 Estimates of National Expenditure, Vote 25: Police

· Sub-programme: Crime Investigations - It received the largest allocation within the main programme budget. The allocation increased from R9.6 billion in 2013/14 to R10.2 billion in 2014/15. This represents a real percentage increase of 0.68 per cent.

· Sub-programme: Crime Record Centre - The allocation increased by -2.04 per cent in real terms from 2013/14 (R1.8 billion) to 2014/15 (R1.9 billion).

· Sub-programme: Forensic Service Laboratories (FSL) - The allocation decreased slightly from R1.7 billion in 2013/14 to R1.6 billion in 2014/15. This is a real decrease of R 211.8 million compared to the previous financial year and represents a real percentage decrease of 12.08 per cent. This is the third consecutive decreased allocation to FSL (10.10 per cent real decrease in 2012/13, 6.63 per cent in 2013/14 and 12.08 per cent in 2014/15).

· Sub-programme: Specialised Investigations – The allocation increased nominally from R1.306 billion in 2013/14 to R1.373 billion in 2014/15, which is a real increase of 0.99 per cent.

Most targets set for the Detective Services programme for the 2014/15 period remained the same with the ones set for 2013/14 financial year- there were no new targets. Out of 20 performance targets, 11 changed slightly and 9 remained in the same level. Below is the list of some (not all) of the performance targets that changed significantly, insignificantly or remained in the same level.

Significant increases: The following targets show significant increases:

· Target for percentage for serious commercial related crime-related charges (increase by 2% to 52% in 2013/14 and increased by 10% to 62% in 2014/15)

· Target for percentage of trial ready case dockets for serious commercial related crime-related charges (increase by 2% to 32% in 2013/14 and increased by 12% to 44% in 2014/15)

Insignificant increases

· Target for percentage of detection rate for serious crimes (from 43% in 2013/14 to 44% in 2014/15)

· Target for percentage of court ready case dockets for serious crimes increased ( from 70.89% in 2013/14 to 72.89% in 2014/15)

· Target for percentage of conviction rate for serious crimes (87.32% in 2013/14 to 88.32% in 2014/15)

· Target for percentage of court ready case dockets for crimes dependent on police action for detection (from 62.75% in 2013/14 to 65% in 2014/15)

· Target for percentage of trial ready case dockets for crimes against women 18 years and above (from 54.85% in 2013/14 to 57.85% in 2014/15)

Same percentage/level

· Target for percentage of detection rate for crimes dependent on police action for detection (100% in 2013/14 and 2014/15)

· Target for percentage of detection rate for crimes against women 18 years and above (75% in 2013/14 and 2014/15).

· Target for percentage of conviction rate for crimes against women 18 years and above (80.31% in 2013/14 and 2014/15)

· Target for percentage of conviction rate for crimes against children 18 years and younger (72% in 2013/14 and 2014/15)

· Target for percentage of case exhibits (entries) processed within 28 working days (93% in 2013/14 and 2014/15)

4.2.4 Programme 4: Crime Intelligence

Crime Intelligence Budget

The budget allocation for 2014/15 shows a slight nominal increase from R2.7 billion in 2013/14 to R2.8 billion in 2014/15. This is a real percentage increase of 0.84 per cent. The Strategic Objectives for the Crime Intelligence programme changed in 2013/14. The objectives now include the following:

· To gather, correlate, coordinate and analyse intelligence;

· To institute counter-intelligence measures; and

· To supply crime intelligence relating to national strategic intelligence to NICOC.

The Strategic Priorities include the following:

Neutralise foreign/ hostile Intelligence Operations;

· Conducting security threat assessments;

· Protection of intelligence and classified information;

· Provisioning of intelligence reports to SAPS Management; and

· Provision of strategic intelligence products to NICOC.

Staff complement: The number of filled posts decreased from 8 928 in 2012/13 to 8 681 in 2013/14 and is projected to remain at this level over the medium term. This is in line with the department’s strategy to use unspent funds from vacant posts to implement grade progression for qualifying officials employed in terms of the SAPS Act (1995). There were 161 vacant posts as at the end of November 2013.

The table below provides a comparative illustration of the targets set for Programme 4: Crime Intelligence over the period between 2013/14 and 2014/15.

Table 10: Budget Allocation for Programme: Crime Intelligence

Programme 4: Crime Intelligence Sub-programmes	Budget R million		Nominal Increase / Decrease in 2014/15	Real Increase / Decrease in 2014/15	Nominal Percent change in 2014/15	Real Percent change in 2014/15
	2013/14	2014/15
Sub-programme 1: Crime Intelligence Operations	1157.6	1 214.6	57.0	- 13.8	4.93 per cent	- 1.20 per cent
Sub-programme 2: Intelligence and Information Management	1 578.0	1 666.1	88.1	- 9.1	5.59 per cent	- 0.58 per cent
TOTAL	2 735.6	2 880.7	145.1	- 22.9	5.31 per cent	-0.84 per cent

Source: National Treasury, 2014 Estimates of National Expenditure, Vote 25: Police

· Sub-programme: Crime Intelligence - The allocation for this sub-programme increased from R1.15 billion in 2013/14 to R1.21 billion in 2014/15. This represents a real percentage increase of 1.20 per cent.

· Sub-programme: Intelligence and Information management - The allocation increased in nominal terms, but decreased in real terms by 0.58 per cent. The allocation was R1.57 billion in 2013/14 and is R1.61 billion in 2014/15.

Performance targets

The strategic priorities for the Crime Intelligence programme were expanded (with the inclusion of one indicator- so 8 instead of 7) in the 2014/15 APP. Unlike the 2013/14 APP, the 2014/15 APP did not have classified targets. In response to the Committee’s concerns in 2013/14 financial year, the Department had since included the improvement of crime intelligence for serious crimes, drug and people smuggling syndicates and human trafficking. What is interesting to observe is that there has been a serious rewording of the targets in the 2014/15 APP.

The following new indicators with no classified targets were included; and

· Percentage of arrests of identified transnational crime suspects facilitated

· Percentage of Interpol case files closed

New performance indicators:

• A performance indicator for the provisioning of intelligence reports to SAPS Management, with a target of 1 quarterly intelligence report and thus 4 annually.

4.2.5 Programme 5: Protection and Security Services

The purpose of this programme is to minimise security violations through ongoing protection of all identified dignitaries and local and foreign dignitaries while in transit without any security breaches and ongoing protection of the locations in which dignitaries including persons related to the president and the deputy president are present, without any security breaches.

Protection and Security Services Budget

The Protection and Security Services programme remains the smallest programme in the Department and receives less than 3 per cent of the Department’s total budget. The budget allocation for Protection and Security Services increased from R1.9 billion in 2013/14 to R2.7 billion in 2014/15. This is a real percentage increase of 0.76 per cent.

Table 11: Budget Allocation for Programme: Protection and Security Services

Programme 5: Protection and Security Services	Budget R million		Nominal Increase / Decrease in 2014/15	Real Increase / Decrease in 2014/15	Nominal Percent change in 2014/15	Real Percent change in 2014/15
	2013/14	2014/15
Sub-programmes
Sub-programme 1: VIP Protection Services	775.7	816.4	40.7	- 6 955.1	5.25 per cent	-0.90 per cent
Sub-programme 2: Static and Mobile Security	894.5	998.7	48.6	- 6 460.3	5.43 per cent	-0.72 per cent
Sub-programme 3: Government Security Regulator	91.5	96.8	5.3	- 353.1	5.79 per cent	- 0.39 per cent
Sub-programme 4: Operational Support	203.1	226.4	11.3	- 1 158.5	5.59 per cent	- 0.57 per cent
TOTAL	1 964.4	2 070.9	105.9	-14 927.0	5.39 per cent	- 0.76 percent

Source: National Treasury, 2014 Estimates of National Expenditure, Vote 25: Police

Sub-programme: VIP Protection Services - The allocation to VIP Protection increased from R775 million allocated in 2013/14, to R816 million in 2014/15. This is a real percentage increase of 0.90 per cent and represents the largest increase within the sub-programmes.

· Sub-programme: Static and Mobile Security - The allocation increased from R894 million in 2013/14 to R998 million in 2014/15. This is a slight real increase of 0.72 per cent.

· Sub-programme: Government Security Regulator - The allocation increased for R91.5 million in 2013/14 to R96.8 million in 2014/15. This is a real increase of 0.57 per cent.

· Sub-programme: Operational Support – The allocation increased from R203.1 million in 2013/14 to R226.4 million in 2014/15. This is a real increase of 0.76 per cent.

According to the 2014/15 APP, the spending focus over the medium term will be on maintaining sufficient capacity to provide protection and security services to identified individuals and buildings. Due to the labour intensive nature of security and protection services, the bulk of spending in this programme goes towards compensation of employees, mainly in the Static and Mobile Security and VIP Protection Services sub-programmes.

The allocations over the medium term will allow the Department to increase the capacity of the presidential protection services. According to the Department, the significant increase in expenditure in the Government Security Regulator sub-programme between 2010/11 and 2013/14 is due to the appointment of 58 additional staff to evaluate national key points and strategic installations in compliance with the National Key Points Act (1980). This also explains the anticipated increases in spending on travel and subsistence over the medium term. Using funds allocated in this sub-programme over the medium term, the department will maintain the percentage of national key points evaluated in compliance with the National Key Points Act (1980) at 100 per cent.

The performance indicators together with their respective targets remained the same in 2013/14. The total number of National Key Points increased from 182 in 2012/13 to 197 in 2013/14. It is not clear whether for 2014/15 financial year the number will remain the same.

5. COMMITTEE OBSERVATIONS: DEPARTMENT OF POLICE

COMMITTEE OBSERVATIONS: DEPARTMENT OF POLICE

The Portfolio Committee made a number of observations during the 2014/15 budget process hearings. These related to all the programmes of the SAPS as well as general observations.

5.1 Administration Programme

5.1.1 De-Militarisation

In view of the recommendations from the National Planning Commission for the SAPS to demilitarise its ranks, the Committee noted that the National Minister has indicated that he wants to demilitarise the SAPS. In his address to the Committee, the Minister was very clear that the proposals of the National Development Plan would be followed so that demilitarisation of the SAPS structure should be implemented. The Committee took note of the process of civilianisation proposed by SAPS as a means to demilitarise, but will await the details of the process.

According to the National Commissioner of the SAPS, “civilianisation” means a range of issues that must be put in place to ensure that the police are demilitarised. These include addressing trust issues, behaviour issues, conduct of police officers and the rank system. It must address how people feel when they interact with police officers and the how police officers compliance with regulations. Therefore institutionalising the code of conduct is high up on the agenda.

The Committee noted that it wanted to emphasise the matter of demilitarisation as it has practical consequences for the changes required in SAPS. This is especially so in view of the fact that demilitarisation was not addressed by the SAPS in its APP 2014/15.

5.1.2 Professionalisation of the SAPS

The Committee noted that the National Development Plan also proposed the professionalisation of the SAPS, which should be accompanied by training and retraining officers so that they act professionally when interfacing with members of the public and performing their duties. According to the NDP, training for professionalism includes:

· A focus on improving the capacity of detectives and specialised investigators particularly in the areas of forensics, ballistics and crime scene investigations.

· Re-establishment of specialised units (consisting of highly trained and professional staff) to respond to changing crime trends (such as narcotics, cyber crime, human trafficking, crimes against women and children and international crime syndicates). Ensure improved training of staff in these units to keep abreast of new developments through an increase in standards and partnerships with the private sector and universities.

· Deployment of officers according to crime patterns and trends including the deployment of officers after hours. Normal office hours should not apply to policing.

· Emphasise community policing in police training programmes and systems for evaluation of police effectiveness.

During the deliberations, the SAPS indicated that they want to use the Paarl Police University to inculcate better methods in police training with respect to professionalism. The special emphasis on detectives was not particularly emphasised. The SAPS also reported that they were prioritising disciplinary cases and modernising disciplinary processes. The NDP links the professionalisation to promotions and discipline The Committee wanted assurances from SAPS that the professionalisation of the SAPS will take place and be implemented within respectable timeframes.

5.1.3 Re-establishment of Specialised Units

The Committee noted that the Trade Union, SAPU called for the increase in the tempo of establishment of specialised units to investigate particular special crimes such as crimes against women and children.

One of the key areas for SAPS was the establishment of a National Investigative Capacity to deal with priority matters such as the Krecjir matter. Despite this, the Committee noted that such a capacity in this matter has a limited lifespan and that the specialised units must have a permanent capacity and resource allocation.

While the SAPS reported that it will establish a dedicated anti-corruption facility, they require capacity building to fill the critical identified posts.

5.1.4 Architecture of oversight

The Committee wanted to know how SAPS co-operated with oversight bodies such as IPID, Civilian Secretariat and the Police Inspectorate. The Committee noted that the status of the Police Inspectorate should be elevated. One of the biggest concerns for the Committee is the fact that some of these bodies complain that the SAPS have not been responsive to its recommendations.

The SAPS noted that some of the IPID recommendations were not of good quality and that it caused some problems when it came to implementation. The Committee also noted that increased co-operation between the oversight bodies and the SAPS are needed in order for better service delivery to communities. According to SAPS, the previous Divisional Commissioner for the Inspectorate developed a turnaround strategy for the Inspectorate and they were able to audit over 700 police stations in the last financial year. There is also an increased reliance on internal reports within SAPS.

5.1.5 Rural Safety Plans

The Committee was concerned about the manner in which SAPS has been providing policing services to the rural areas, in particular the lowering of the number of police stations where the rural safety strategy will be implemented during the 2014/15 financial year. This affected the ability of SAPS to implement the Rural Safety Strategy. The Committee were not satisfied that only 50 stations in rural areas were implementing the minimum criteria of the Rural Safety Strategy. The Committee raised these concerns against the backdrop of the Human Rights Commission’s intended special hearings on Safety and Violence in rural communities. The Committee was not satisfied with the responses from SAPS and also noted that it wanted more information on the implementation of the Rural Safety Strategy. It also questioned whether SAPS was making sufficient resources available to the rural areas and whether the SAPS viewed policing in rural areas with the same urgency as which it viewed policing in urban areas.

5.1.6 Deputy Station Commander

The Committee noted that SAPS intends to implement a new Deputy Station Commander (DSC) post. According to SAPS, the vision is for the (DSC) to perform functions that the Station Commander is not able to get to such as managing the internal administration systems of the station. The role of the Station Commander has been to engage other role-players in the community and given the fact that the SAPS works in a highly regulation-driven environment and the Station Commander needs to play the role of the CEO. The Committee questioned whether the DSC would be responsible for the administration of the SAP 13 stores and the OPAM system. The Committee also noted that the role of the DSC must be clearly defined so that there are no conflicts.

5.1.7 Uniformed detectives

The Committee supported the introduction of uniformed detectives and was concerned about the implementation process and associated timeframes. The SAPS indicated that all uniformed detectives will do basic detective work. They will all be expected to undergo specialised detective training, or will be involved in non-intensive case dockets and will also get involved in investigations. The Committee also questioned where the command for the new uniformed detectives would lie in terms of the chain of command.

5.1.8 Central Firearm Registrar

The Committee noted that there were many problems in the past at the Central Firearms Registr and wanted assurances that the key concerns raised by the Committee would be implemented. a Concerns were raised about the role of the Registrar’s office in the backlog of firearm applications. One of the areas that compounded the problem was the arrests of police officers at the CFR and the Committee wanted answers on what strategies the SAPS would put in place to deal with the issues. Another concern raised by the Committee was the corruption relating to the firearms cache found in Norwood in Johannesburg. The SAPS indicated that the investigation into the origins and migration of the firearms was continuing. The Committee also expressed its concerns about the destruction of firearms. To this end, this Committee will invest in a special hearing on the progress made at the Central Firearms Registrar during August 2014.

5.1.9 Directorate for Priority Crime Investigations (DPCI) Budget

The Committee noted that the SAPS Amendment Act (10 of 2012) provides for a ring-fenced budget for the Directorate for Priority Crimes Investigation (DPCI). The Committee expressed its concerns whether such budget was indeed earmarked by the SAPS for the DPCI and used for its intended purpose. The Commissioner noted that there was a process whereby 60-70% of organised crime matters are migrating back to the SAPS. For all intents and purposes, SAPS saw the DPCI as a unit that was no different to the FCS units and that it would find ways of supporting the Directorate. The SAPS indicated that the DPCI Budget is not yet ring-fenced, but was visible as a separate line item under Specialised Investigations. The Committee emphasised that there should be no interference with the budget of the DPCI as the SAPS Act makes clear provision for such a budget.

5.1.10 Increasing advertising and entertainment

The Committee noted that there has been an increase in the entertainment and advertising budget of the SAPS and wanted the department to explain the reason for the sharp increase. The Department responded that they are a national competency department and they are constrained by the provisions of National Treasury and the national budget. The definition of catering should be revisited as it included conferences and meetings. The Committee wanted further information on the breakdown of the entertainment and advertising budget.

5.1.11 Crime Statistics

The Committee questioned the SAPS about the facts that they wanted assurances that the crime statistics would be correctly calculated. Academics argued that the SAPS used the incorrect base year with population figures to determine crime ratios.. The Committee wanted assurances and emphasised to the National Commissioner that there should not be a repeat of the same situation where the crime statistics were questioned and challenged at the time of its release.

5.1.12 SAPS Disciplinary code

As part of the drive towards professionalism, the Committee noted that it appeared that the disciplinary code was not finalised. The Committee was informed that the code was ready and with the Minister to be signed off. The Committee requested a copy of the disciplinary code to be tabled with it. Concerns were also raised about the quality of hearings and outcomes by presiding officers at disciplinary hearings. The Committee also wanted assurances that there were no quality reductions in the modernising process.

5.1.13 Appointment of CFO

The Committee noted that the SAPS have not appointed a Chief Financial Officer to fill the vacancy to fill the vacancy that has arisen from the promotion of the current CFO to Deputy National Commissioner. The SAPS indicated that it was comfortable with the arrangement as the Deputy National Commissioner was overseeing the finances. The Committee pointed out that this was a risk area for SAPS and insisted that SAPS should appoint a CFO and that it should be done. The SAPS must inform the Committee of the timelines for such appointment.

5.1.14 User Satisfaction levels: Use of mystery visitors

The SAPS reported that it will make use of mystery visitors at stations to enhance the quality of services provided by the stations to communities they serve. The Committee requested more details on the implementation of mystery visitors.

5.2 Visible Policing Programme

Lowering of Standards; Operational expenditure

The Committee expressed concerns that the SAPS were lowering standards with respect to operational expenditure as against compensation for employees’ expenditure. The ratio was 74/26 for the financial year 2012/13 and the 2014/15 APP proposes that it should be 75/25 for compensation to employees as against operational expenditure. The Committee noted that they wanted a higher operational expenditure ratio than the 25% allocated because it amounted to lowering of standards.

Public Order Police Units (POPs)

The Committee raised its concerns about the centralisation of the POPs units at national level and the fact that the numbers of members of POPs units have dwindled. This was especially concerning for the Committee as the number of service delivery protests has increased, affecting large parts of the country. In light thereof, the Committee noted that the centralisation of such units has to be reconsidered by the SAPS.

The SAPS noted that they initially had 11 000 members in the unit, but have dropped to 4000 members after the demobilisation process in 2006. Most of the POPs unit members were sent to stations. They have also realised that they had not been able to contain the situation and have pushed the figure up to 9000 for the 2014/15 financial year. The SAPS noted that they have tried to get new resources using their baselines. The SAPS have also put crime intelligence and legal services persons in the POPs teams. In addition, SAPS are using the Metro police and the Tactical Response Teams (TRT) as force multipliers and are currently recruiting people from the stations to populate the units. All members have undergone the necessary training for POP members. The SAPS reported that one POPs unit polices 22 policing precincts and their primary function is crowd control while their secondary function is crime prevention. There is one mobile unit based in Pretoria, which complements those in the province and the plan is to increase it from 27 to 52 units nationally. The Committee indicated that it required timeframes for the establishment and training of these units.

Resource Allocation Guide

The Committee expressed its unhappiness with the Resource Allocation Guide (RAG) and its compilation as they indicated that there are always problems at stations visited during its oversight visits. The SAPS responded that the vehicle/ police officer ratio is still affordable and doable as it is still at 3:5 from a 4:5 score. The margins of police to car ratios was acceptable. The Committee was not satisfied and noted that the RAG should be complied with research conducted by the Civilian Secretariat for Police.

Promotions

The Committee noted that promotions of captains in SAPS was a long overdue issue and that it needed SAPS to be responsive to the calls from unions for the promotions to take effect. SAPS indicated that this matter has been coming on for a few years and that it supports the promotions of captains, lieutenants, and colonels. While the SAPS have finalised the matter of promotions, the matter is subject to a court case by the Solidarity organisation and the SAPS must await the outcome of the court case before responding. A status report is to be made available to the Committee.

IT Governance

The Committee expressed its concern that the IT governance framework and its implementation remains a challenge. Of overriding concern is the impact on the Integrated Justice System and the service delivery at police stations. The Committee wanted assurances that the issues identified by the Auditor General will be dealt with by the Department. The SAPS responded by indicating that they agreed that governance and risks were highlighted by the AG. It was one of the departments where they were starting from a lower base in terms of the governance and management approach. A new Divisional Commissioner had been appointed to look into the issues raised by the AG. Part of the process is to develop and establish a universal SAPS technology plan. A sub-committee has also been appointed and they have a CJS /IJS allocation letter which was signed by National Treasury. The funds may not be used for other purposes as it is earmarked funding. There is also a draft IT Charter, but it requires further development with regard to governance issues.

Quarterly Performance Reports

The Committee requested that the SAPS continue with its performance monitoring through the regular submission of its quarterly performance reports to the Committee so that it can make sure that it is achieving the set targets as part of its monitoring processes.

Reaction Times to Alpha, Bravo and Charlie Complaints

The Committee requested the SAPS to take steps to implement the recommendations of the Auditor General with respect to reaction times of the Alpha, Bravo, Charlie complaints and its reaction times to those complaints. In its reports, the AG indicated that he could not verify those times due to insufficient or no information provided by SAPS. The Committee wanted SAPS to indicate what additional steps it was taking to make sure that there is sufficient information made available to the AG and how it intends to improve its reaction times. The performance information relating to cascading the national practice to provinces must also be addressed.

Decision on the former National Commissioner Court fees

The Committee noted that the SAPS must make a decision on the legal fees of the former National Police Commissioner, Jackie Selebi. The SAPS responded that they did not have a decision and are in the process of making a decision. The Committee requested the National Commissioner to make such decision and communicate the outcome to the Committee.

SAPS suicides

The Committee expressed its concerns about the number of police officers committing suicide and wanted to know what steps are being taken by the SAPS management to prevent such occurrences and what support was being offered to members after traumatic events. The Committee also called for mandatory psychological debriefing of all SAPS members who attend violent scenes. The SAPS indicated that the Department had their first conference on police suicides and that there is a programme of action which was developed. The Committee requested that such programme be made available to it.

Criminality Audit

The Committee welcomed the action taken by the SAPS to dismiss the police officers with criminal convictions, but urged the Commissioner to continue with the criminal audit which it had started. In view of the fact that 1448 police officers were found to have criminal convictions and 1017 dismissed (check), the audit should continue. The Committee raised concerns about the efficacy of the fitness boards established to manage the process, and whether the recent court case which overturned the dismissal would be challenged. SAPS gave an assurance that the findings would be taken on review.

Border Management Agency

The Committee raised concerns about the management of police contingents in the Border Security Agency. The key concerns relate to how SAPS is playing its role in the teams that form part of the Border Management Agency (BMA). This was especially important to the Committee because there were previous reports of corruption emanating from those quarters. SAPS responded by stating that the BMA comprises the Department of Defence and the South African Revenue Services playing a part together with SAPS. The SAPS is playing its role and is responsible for the first twelve nautical miles of Sea-Patrol. The Committee requested that SAPS provides a report on its role and performance in the Border Management Agency. SAPS should also consider rotation of staff at the Border Key Points in view of them staying for long periods at the same posts.

Sector Policing

The Committee indicated that it wants SAPS to indicate how it will implement Sector Policing in the outstanding 185 police stations. The Committee also noted that it wanted sector policing to be implemented equally in rural police stations. While rural development was a priority for government, there was a police station within every 20km within urban areas, but in rural areas, this distance is one station between every 40-80 km. This presents a challenge to SAPS because they have to cover greater distances. The Committee requires the report on the implementation to be tabled with it.

SAPS Shooting Ranges

The Committee raised its concerns about the large budgetary allocation for shooting ranges, especially in view of the fact that the SAPS have already established shooting ranges. In particular, the Committee wanted to know what the reasons for the R181 million allocations was towards shooting ranges, especially since there was an established shooting range in Faure in the Western Cape. The SAPS responded that the cost escalation in relations to shooting ranges was as a result of annual maintenance processes at the existing shooting ranges. In addition, there was an increase in enlistments and they have to do maintenance shooting every year otherwise their licences expiries. In Mpumalanga, the SAPS had to take officers by busses to KwaZulu - Natal for shooting practise as a result of the shortage of facilities. A full report is to be made available to the Committee in this regard.

5.3 Detectives

Court Ready Dockets

The Committee questioned the ratio of court ready dockets as opposed to conviction rates. There was a concern that the SAPS did not have a high number of convictions in the first place. When these went to court, there were a high number of acquittal and withdrawals. The Committee was concerned that the SAPS should change this situation by increasing the number of investigated court ready dockets. The problem is compounded by the large numbers of arrests that SAPS effect. SAPS indicated that conviction rates are a matter for the court and that it falls outside their remit. They are at the mercy of the court when it comes to conviction rates. The Committee expressed its dissatisfaction with the response and wanted to know what more the SAPS can do in order increase the court ready dockets.

Blood Testing: Forensic Laboratories

One of the overriding concerns of the Committee was the fact that blood tests were taking exceedingly long time to complete. Members of the Committee expressed frustration that blood tests were taking up to one year (in some cases) to complete. It had a negative impact on court processes and victims of crime suffer as a result. The SAPS contended that blood tests are the responsibility of the Department of Health and that SAPS plays no part in such tests. An MOU has been signed between Home Affairs and SAPS to be able to access the records of the Department of Home Affairs. System integration is in the process. Cost estimates have been undertaken and is in the process of being procured.

Backlogs: Forensic Sciences Laboratories

The Committee asked about the state of backlogs at the Forensic Sciences Laboratories. The concern relates to the Criminal Law (Forensic Procedures) Amendment Act which places certain responsibilities on the SAPS. The Committee was concerned that the backlogs could grow again with the implementation of the new Act and wanted SAPS to confirm what efforts t being undertaken for clearing the outstanding backlogs. The SAPS reported that they have cleared most of the backlogs and that there are areas where there are no backlogs such as the Eastern Cape and KwaZulu-Natal. The official backlog was cleared from 20 212 against a receipt of 308 304. The backlog currently stands at 9 357 (1 April 2014).

Role of the Inspectorate

The Committee raised concerns about the role and functions of the Police Inspectorate division when it comes to oversight over the police. The Committee was of the opinion that the Inspectorate’s work is not sufficiently profiled in the SAPS. The SAPS reported that the Division had undergone a turnaround and currently deals annually with over 700 visits to police stations around the country. The Committee expects that SAPS provide it with a report on the Inspectorate and will call hearings with the Division to look at its progress.

Secondary Victimisation - Femicide

The Committee noted that women are afraid to report rape or abuse by their partners at police stations. The Committee was concerned that there should be progress with the implementation of the FCS units and that the SAPS must develop a strategy for dealing with women who are too afraid to report rape. The Committee also wanted to know if there was any progress in the development of early warning systems and new initiatives with respect to Femicide that SAPS could gauge which officers were at risk.

Corruption and Integrity Testing

The Committee was concerned that police officers remain at police stations for years and this sometimes give rise to corrupt practices on the part of police officials. The Committee proposed that SAPS gives consideration to integrity testing for senior managers and that this is cascaded to the provinces after the national management undergoes such integrity tests. The SAPS responded by indicating that they are busy with an integrity testing process which is handled by the State Security Agency. Everyone goes through the tests during application to SAPS. SAPS are also considering setting up anti-corruption units that will be modelled on the SARS model. The SAPS have also started to look at the principle of rotation of officers especially at certain areas such as borders and airports and at some stations. The process to develop such rotation principles must be comprehensive. The Committee expects a report from SAPS on the measures it has put in place to deal with corruption and integrity testing.

5.4 Crime Intelligence Programme

One of the key areas of concern for the Committee has been the problems that the crime intelligence division is facing. The SAPS reported that they have commenced with a purification process of crime intelligence and that they want to laterally infuse the division with young South African graduates. In the process they hope to develop local intelligence driven capacities. The Committee also noted that it wants to infuse the National Security Strategy into Crime Intelligence. Included in such a strategy is the use and infusion of crime intelligence into the Public Order Police Units. The SAPS responded by noting that they have appointed almost 80-90% of all the provincial heads, and 70% at head office. They have seen an improvement in financial performance and governance of the division. The sustainability of the Crime Intelligence location in the National Commissioner’s office was questioned by the Committee. Members also wanted the assurance that the sustainability of the location of Crime Intelligence be reconsidered when the division had been stabilised. Members were concerned that while the intentions of SAPS were good, it was not reflected in the Annual Performance Plan 2014/15. The Committee wanted to know what additional steps were needed in the coming year to deal with the matter.

Budget for Crime Intelligence

The Committee raised concerns about the small budget allocated for Crime Intelligence which amounted to 3.9% of the total SAPS budget. The SAPS noted that the budget was small because there was a portion of the budget that is reported to the Joint Standing Committee for Intelligence. The Committee also expressed concern about the role and integration of Crime Intelligence in the Public Order Police Units. The Committee noted that many of the service delivery protests are dealt with at a late stage because there is not sufficient intelligence prior to service delivery protests turning violent.

Former Head of Crime Intelligence

The Committee expressed its concerns that the legal and disciplinary processes around the former Head of Crime Intelligence, General Mdluli, has dragged on for too long . The National Commissioner reported that the matter is now the subject of a new court and disciplinary process. The matter of the former Acting Head of Crime Intelligence, General Ngcobo is also subject to an internal disciplinary process in view of certain disclosure relating to qualifications. All current appointments are vetted and the new acting Head, Dr Zulu is vetted. SAPS also reported that vetting cannot be interfered with by politicians as the National Commissioner remains the final arbiter, as it remains an operational matter. The Committee welcomed the initiative of the National Commissioner to clean up the Crime Intelligence Division.

5.5 Recommendations

Administration Programme

· The Committee recommend that the SAPS proceed with the demilitarisation process and provides it with a report on the programme, processes and timelines for the demilitarisation of the SAPS.

· The Committee recommend that the SAPS proceeds with the professionalisation of the Service and that it provide the Committee with a report on the processes and timelines it will follow to achieve this Ministerial priority.

· The Committee recommend that the SAPS prioritisse the establishment of specialised units such as the FCS and organised crime and anti- corruption units in particular. The SAPS must also keep the Committee updated on the progress in this regard through quarterly reports.

· The Committee recommend that there must be closer liaison and co-operation between the oversight structures including the SAPS Inspectorate Division, the Civilian Secretariat and the Independent Police Investigative Directorate on the architecture of police oversight. The Committee also recommends that all oversight recommendations from these bodies be implemented by the SAPS.

· The Committee recommend that SAPS reconsiders the targets for the policing of rural communities and the implementation of sector policing in these areas. The communities of rural areas must receive the same type of policing provided for in urban areas. The Committee also recommends the implementation of the Rural Safety Plan as an immediate priority.

· The Committee recommend the role and function of the Deputy Station Commander be clearly delineated from that of the Station Commander and is clearly communicated to all divisions and members of the SAPS. A report on the final functions must be made available to the Committee.

· The Committee recommend that the SAPS keeps it updated with the progress reports on the introduction of uniformed detectives.

· The Committee recommend that the SAPS implements anti-corruption measures at the Central Firearms Registry and provide it with a full report on the implementation of those measures. The Committee will also have a special hearing on the CFR in August 2014.

· The Committee recommend that SAPS implements the full provisions of the SAPS Amendment Act (10 of 2012) with respect to the budget of the DPCI. In view of the fact that SAPS has not implemented the provisions, SAPS must ring-fence and earmark the budget for the exclusive use of the DPCI. A report must be made available to the Committee in this regard.

· The Committee recommend that SAPS provides a full report on the reasons for the increases in entertainment and advertising budget items at its Annual Report hearings in October 2014.

· The Committee recommend that SAPS meets academics and statistics experts and improve the frameworks for the validity of calculating the crime statistics process, prior to the release of the annual crime statistics.

· The Committee recommend that the SAPS Disciplinary Code is tabled with the Committee immediately after it has been signed off by the Minister of Police.

· The Committee recommend that the SAPS fill the vacancy of the Chief Financial Officer position without delay in terms of Treasury regulations and the PFMA.

Visible Policing Recommendations

· The Committee recommend the SAPS amends its spending priorities to reflect a higher spend on operational priorities.

· The Committee recommend that SAPS provides support for the strengthening of Public Order Police Units as soon as possible and provide the Committee with a report on its resourcing and establishment throughout the country.

· The Committee recommend that the Resource Allocation Guide be implemented after consideration of research undertaken by the Civilian Secretariat for Police. A report is to be provided to the Committee on the progress of the implementation.

· The Committee recommend that SAPS proceeds with relevant legal steps to support the promotions of staff members with the ranks of Captain, Lieutenant and Colonel. A status report is to be made available to SAPS.

· The Committee recommend that the IT governance framework is finalised and implemented by SAPS with immediate effect. All the matters raised by the Auditor General must be implemented and a report must be made available to the Committee.

· The Committee recommend that all the matters relating to performance information as highlighted by the Auditor General be implemented and a report be made available to the Committee.

· The Committee recommend that a decision on the legal fees of the former National Commissioner, Jackie Selebi, be finalised and a report be made available to the Committee.

· The Committee recommend that the criminality audit into SAPS members who have criminal convictions continue for the years up to 200/11, 2011/12, 2013/14.

· The Committee recommend that the SAPS implements measures at border posts that ensures effectiveness and that the SAPS provides the Committee with a full report on such, measures taken.

· The Committee recommends that the SAPS implements the sector policing strategy at the remaining 185 police stations, including the rural areas and provide the Committee with a progress report on such implementation processes.

Detectives Programme

· The Committee recommend that the Detectives Division develops measures to increase the numbers of court ready dockets and provide a report on the implementation of such measures.

· The Committee recommend that the SAPS speeds up the implementation of the MOU dealing with the processing of blood samples at forensic laboratories administered by the Department of Health.

· The Committee recommend that a full report on the performance of the SAPS Inspectorate be compiled and made available to the Committee.

· The Committee recommends that the SAPS should develop a strategy to encourage women who are afraid to report rape, to do so without fear and to also consider measures developing an early warning system for police officers who abuse their partners. A report must be made available to the Committee.

· The Committee recommends that the SAPS develops measures to implement integrity testing of the senior management echelon and cascade it to provinces. A full report is to be provided to the Committee.

Crime Intelligence

· The Committee recommends that the location of the Crime Intelligence division be reconsidered as soon as the purification of the Division is complete.

· The Committee recommends that the Crime Intelligence function is fully integrated with the Public Order Police Units.

· The Committee recommends that all senior managers in the division are vetted with immediate effect. A report on the status of senior managers is to be made available to the Committee.

· The Committee recommends that disciplinary inquiries into the former head and former acting heads of crime intelligence be finalised as soon as possible.

6. CONCLUSION

The Portfolio Committee on Police will continue to fulfil its Constitutional mandate. It is guided by the Parliamentary rules in conducting the oversight on the functioning of the Department of Police and Civilian Secretariat for Police. This is done to ensure the proper and effective functioning and compliance with the legislative mandate and policy requirements.

The Portfolio Committee on Police supports the budget allocation of the Department of Police for 2014/15 and the 2014 MTEF and recommends that the Budget Vote 25 be adopted.

7. CIVILIAN SECRETARIAT FOR POLICE

7.1 Strategic Focus Areas

The Civilian Secretariat for Police derives its mandate from section 208 of the Constitution of South Africa, 1996 (Act No. 106 of 1996), which states that a civilian secretariat for the police must be established by national legislation to function under the direction of the Cabinet member responsible for policing. This also takes cognisance of section 206 of the Constitution, which entitles provincial Members of the Executive Committee (MECs) to perform certain oversight functions relating to policing.

The legislative mandate of the Civilian Secretariat is laid out in the Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011). The Act was promulgated on 01 December 2011 and provides for the Secretariat to provide advice to the Minister of Police. The Civilian Secretariat became a designated department on 1 April 2014 in terms of the Act, but its 2014/15 budget was still presented as part of the SAPS budget in the Estimate of National Expenditure 2014.

In view of these provisions, the Civilian Secretariat will have its own budget vote in the 2015/16 ENE, and until then the budget is ring-fenced within the 2014/15 Budget of the South African Police Service.

The 2011-2015 Strategic Plan of the Civilian Secretariat for Police (Secretariat) showed significant changes to the organisational structure of the Secretariat that was implemented in the 2013/14 financial year in order to align its functions with the legislative mandate laid down in the Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011). The Secretariat did not table a new Strategic Plan in the 2014/15 financial year:

The strategic focus areas for the Secretariat are defined as follows:

• Ensuring the Minister is well advised and supported by the Civilian Secretariat and a service-delivery orientated police service that is accountable
• Quality and evidence based strategic research, policy advise and legislative support to the Minister of Police
• Deepen public participation in the fight against crime
• Enhance accountability and transformation of the SAPS

The Secretariat has four key programmes to carry out its mandate: Administration programme, Inter-sectoral Co-ordination and Strategic Partnerships programme, Legislation and Policy Development programme and the Civilian Oversight, Monitoring and Evaluation programme. It is important to note that the programme titles have undergone a change in the strategic plans and annual performance plans over the five year period 2011 -2015. Some programmes have also been merged with others over the same period.

Since the Civilian Secretariat for Police Act, 2011 (Act No. 2 of 2011) came into operation on 01 April 2012, the Secretariat had made year-on-year changes to its strategic goals, performance indicators, targets and programme structure. The programme structure was changed to fit the renewed mandate as a result of the coming into operation of the Civilian Secretariat for Police Act (Act 2 of 2011). The changes to the Secretariat’s programmes and APP outputs are captured in the following table:

Table 12: Changes in the Secretariat’s Programmes

2012/13	2013/14	2014/15
Programme 1: Administration	Programme 1: Administration	Programme 1: Administration
· Sub-programme 1.1: Office of the Secretary · Sub-programme 1.2: HRM · Sub-programme 1.3: Supply Chain · Sub-programme 1.4: Financial Services · Sub-programme 1.5: Auxiliary Services	· Sub-programme 1.1: Office of the Secretary of Police · Sub-programme 1.2: Corporate Services · Sub-programme 1.3: Office of the Chief Financial Officer	· Sub-programme 1.1: Department Management · Sub-programme 1.2: Corporate Services · Sub-programme 1.3: Finance Administration · Sub-programme 1.4: Internal Audit · Sub-programme 1.5: Office Accommodation
Programme 2: Partnerships	Programme 2: Civil Society Partnerships	Programme 2: Intersectoral Coordination and Strategic Partnerships
· Sub-programme 2.1: Civil Society Partnerships · Sub-programme 2.2: Intergovernmental Partnerships · Sub-programme 2.3: Community Outreach Programmes · Sub-programme 2.4: Crime Prevention Private-Public Partnerships	· Sub-programme 2.1: Civil Society Partnerships · Sub-programme 2.2: Intergovernmental Partnerships · Sub-programme 2.3: Community Outreach Programmes · Sub-programme 2.4: Private-Public Partnerships	· Sub-programme 2.1: Intergovernmental, Civil Society & Public-Private Partnerships · Sub-programme 2.2: Community Outreach
Programme 3: Policy and Research	Programme 3: Policy and Research	Programme 3: Legislation and Policy Development
· Sub-programme 3.1: Policy Analysis · Sub-programme 3.2: Research Development · Sub-programme 3.3: Resource Information Management	· Sub-programme 3.1: Policy Analysis · Sub-programme 3.2: Research Development · Sub-programme 3.3: Resource Information Centre	· Sub-programme 3.1: Policy Development & Research · Sub-programme 3.2: Legislation
Programme 4: Legislation	Programme 4: Legislation	Programme 4: Civilian Oversight, Monitoring and Evaluation
		· Sub-programme 4.1: Police Performance, Conduct & Compliance Monitoring · Sub-programme 4.2: Policy and Programme Evaluations · Sub-programme 4.3: Information Management
Programme 5: Monitoring and Evaluation · Sub-programme 5.1: Service Delivery and Performance Audit · Sub-programme 5.2: Transformation and Compliance · Sub-programme 5.3: Provincial Coordination	Programme 5: Monitoring and Evaluation · Sub-programme 5.1: Police Performance · Sub-programme 5.2: Police Conduct · Sub-programme 5.3: Compliance · Sub-programme 5.4 Evaluations

7.1.1 Strategic Outcomes

The Secretariat has a number of Strategic Outcomes which gives effect to the government priority 3 which states that South Africans are and feel safe. The strategic outcomes of the Secretariat are as noted below:

• A Secretariat that provides strategic direction and has effective administrative management systems and supports the Minister of Police in fulfilling his constitutional mandate
• A Secretariat that effectively manages the provision of HR management and HR development management
• The provision and integration of communication services within the Secretariat
• Efficient and effective use of resources in a compliant manner
• A partnership strategy that mobilizes role-players and stakeholders in strengthening collaboration in crime prevention
• Strengthened cooperation with other government departments
• Communities mobilisation in crime prevention activities
• Strengthened collaboration between government and the private/ academic sector
• Clearly developed policies around major policing issues
• Effective research programme on policing
• Effective policing legislation able to be implemented by SAPS
• Improved performance of SAPS through engagement with the Secretariat on budgeting and planning processes
• A transformed professional police by monitoring and evaluating the conduct of SAPS
• Improved implementation of policy and legislation by SAPS through regular monitoring by Secretariat
• Credible evaluations of SAPS projects and plans

The Civilian Secretariat for Police Act provides, amongst others, for –

§ The establishment of a Civilian Secretariat for the Police by the Minister of Police as a designated department at national level.

§ The appointment, duties and functions of the Secretary of Police.

§ The powers and functions of the Civilian Secretariat for Police.

§ The responsibility of each MEC responsible for policing in the province to constitute a provincial secretariat for that province within 18 months after the commencement of the Act. The Act was enacted on 1st December 2011, thus providing that Provinces had until May 2013 to establish Provincial Secretariats.

§ Key changes to the legislative mandate: The section below summarises the key changes to the legislative mandate of the CSP, in terms of additional responsibilities:

§ Overall management of the Community Police Forum (CPF) environment.

§ The Civilian Secretariat Act places the responsibility of monitoring the implementation of the Domestic Violence Act (DVA) by SAPS, with the Secretariat.

§ The IPID Act which was passed in 2011 and came into operation in 2012/13, transformed the IPID into a stronger investigative body, which makes the oversight functions of the Secretariat increasingly important as the new IPID will now focus primarily on investigations against SAPS members.

§ The White Paper on Policing and the White Paper on Safety and Security will be the policy priorities for 2014/15. The review of the SAPS Act will be the legislation priority for 2014/15.

Performance and organisational environments in 2014/15

The Secretariat has been involved in significant organisational reform over the past four years, given that the mandate of oversight functions of the Secretariat was increased through the Secretariat Act, 2011 (Act No. 2 of 2011). Since 2009/10, the Secretariat incrementally increased its staff complement from 38 staff members in 2009/10 to a fixed establishment of 114 positions in the 2014/15 financial year. Together with the increase in the staff establishment, the budget allocations of the Secretariat also grew significantly.

The Secretariat had a budget of R21.912 million in 2009/10, which has grown to a main appropriation of R99.798 million allocation in 2014/15. This is an increase of almost R80 million or 355.5 per cent since 2009/10. The increase in staff and budget formed an instrumental part of the reorganisation process of the Secretariat.

7.1.2 Budget estimates for the Civilian Secretariat for Police: 2014/15

The Secretariat continued to receive a sizable increase in its budget allocation in 2014/15 due to the changing organisational structure of the Secretariat. In 2014/15, the Secretariat received a main appropriation of R99.798 million compared to the R84.769 million adjusted appropriation received in 2013/14. This is a nominal increase of R15.029 million or 17.3 per cent in 2014/15 compared to the previous financial year. The Legislation and Policy Development Programme (Programme 3) received the largest nominal increase across the programmes, with its budget allocation being increased by R11.458 million or 77.13 per cent in 2014/15 compared to the previous financial year. The budget allocation made towards the Administration Programme was substantially reduced in 2014/15.

The Programme received R28.347 million compared to the R34.679 adjusted appropriation received in 2013/14. This is a nominal decrease of R6.332 million or 18.26 per cent. This is due to the fact that the Administration Programme was allocated 80.0 per cent of the total budget of the Secretariat in 2013/14, because the entire compensation budget was located in the Administration Programme. This has been changed in 2014/15 with each programme now housing its own Compensation of employees budget.

Table 13: Expenditure estimates for 2014/15 compared to 2013/14

The table below reflects the realignment of the budget and the priorities of the Secretariat compared to the previous financial year. The Administration Programme remains the largest programme (in terms of funds allocated to it) of the Secretariat with 28.4 per cent of the total budget allocated to it. However, compared to the 40.91 per cent portion allocated to it in 2013/14 (based on the adjusted appropriation), it shows a decrease of 12.51 per cent in 2014/15. The Legislation and Policy Development Programme (Programme 3) received a considerable increase in its allocation in 2014/15. The increased allocation makes the Programme the second largest programme in the Secretariat (in terms of funding) comprising of 26.37 per cent of the total budget. This is an increase of 8.84 per cent in 2014/15 compared to the previous financial year. The table below further shows that the programmes are relatively equally funded, which should be monitored as each Programme does not have an equal staff establishment (the number of staff in each Programme is unfortunately not available).

Table 14: Programme allocation

7.2 Economic Classification

The line-items under the economic classification show some changes in the allocations made in 2014/15 compared to the previous financial year. Most significantly is the year-on year increase in the allocation towards consultants. In 2013/14, the allocation made towards Consultants and Professional Services and Advisory increased by 1 889.78 per cent (in real terms) from an allocation of R17 thousand in 2012/13 to an allocation of R359 thousand in 2013/14. The allocation in 2014/15 (R2.136 million) again increased by 73.2 per cent compared to the adjusted appropriation for 2013/14 (R1.181 million).

• Current Payments: The estimated expenditure on Current Payments increased from R84.1 million in 2013/14 to R98.8 million in 2014/15. This is a nominal increase of R14.734 million or 17.4 per cent in 2014/15 compared to the previous financial year.

The estimated expenditure on Compensation of employees increased from R58.294 million in 2013/14 to R71.537 million in 2014/15. This is a nominal increase of R13.243 million or 22.72 per cent.

The estimated expenditure on Goods and Services increased from R25.820 million in 2013/14 to R27.311 million in 2014/15. This is a nominal increase of R1.491 million or 5.77 per cent in 2014/15 compared to the previous financial year. Under Goods and Services the following items should be noted:

- Decrease of 51.7 per cent in the allocation towards Computer Services;

- Increase of 73.2 per cent in the allocation towards Consultants and Professional

Services and Advisory

- Decrease of 200.0 per cent in the allocation towards Operating Leases

- Decrease of 15.7 per cent in the allocation towards Travel and subsistence

- Increase of 125.5 per cent in the allocation towards Other (items not delineated)

• Payments for Capital assets increased by 45.38 per cent

- Machinery and Equipment increased by 36.92 per cent.

7.2 COMMITTEE OBSERVATIONS: CIVILIAN SECRETARIAT FOR POLICE

The Committee had the following major concerns and questions regarding the Secretariat Strategic Plan, APP and Budget:

· Designated department: The Committee indicated that it welcomed the fact that the Secretariat was now a designated Department in terms of the Civilian Secretariat for Police Act (2 of 2011). It was however concerned that the department has not fully implemented the provisions of the Act with regard to its programmes and policies. The Committee urged the Secretariat to implement the full provisions of the Act.

· Consultative Forum: The Committee expressed its concerns relating to the establishment of a consultative forum as envisaged in section 15 of the IPID Act, particularly when it comes to oversight functions and the cooperation with the IPID and the Secretariat consultative forum. The Committee was informed that the management meeting between the IPID and Secretariat did not take place since 2012 and was concerned that these meetings must happen as soon as possible. The Secretariat stated that they did have a first meeting and had minutes of that meeting which it would forward to the Committee. The Secretariat also informed that it was having bi-monthly meetings with SAPS and IPID and they are setting up forums in seven of the nine provinces. The Committee wanted assurances that the meetings would be set up and function smoothly.

· Resource Allocation Guide: The Committee requested a status update on the research report of the Secretariat regarding the Resource Allocation Guide. The research was required to assist the SAPS with its allocation of resources to police stations. The Secretariat responded by indicating that the research on the RAG is a special project and continuing and that they have already completed an evaluation report on the garage project which will be made available to the Committee.

· Professionalising SAPS: The Committee was of the view that the Secretariat should play a key role in the professionalisation of the SAPS. This is a requirement of the NDP and a Ministerial priority and it should be taken seriously. The development of policy relating to professionalisation should be undertaken so that SAPS has the benefit of its research.

· Monitoring Recommendations: The Committee raised concerns about the monitoring role of the Secretariat and the implementation of IPID recommendations. The Committee requested that the Secretariat submit a report on the monitoring of IPID recommendations and the response of SAPS to such recommendations.

· Impact of the Secretariat: Members of the Committee raised questions about the impact and efficacy of the Secretariat on the ground. They were concerned about the fact that the Secretariat is not well known and does not have a visible impact in the service delivery performance of the SAPS at station level. The Secretariat assured the Committee that it is well known and people do interface with it on a regular basis in terms of the complaints that it has received about police non- compliance and service delivery.

· Implementation of the Domestic Violence Act (DVA): The Committee raised concerns that during its oversight visits to police stations, the DVA (and other pieces of legislation) is not fully and correctly implemented by the SAPS. The Committee noted that in most cases, there are no registers in the CSC and the vehicles, and there are no copies of the Act in police stations. The Committee urged the Secretariat to step up their monitoring function with respect to the implementation of the Act.

· Implementation of the e-docket system: The Committee was concerned that the SAPS are not implementing the e-docket system, even though it has been in existence since 2009. The Secretary of Police indicated that the system was developed without input from detectives who have to use the system and that they have received complaints about the system. The Secretariat has recommended that because the system is not working properly, they have recommended that the SAPS go back to the drawing board and restart the process. The Committee was not satisfied and indicated that millions of rand have already been spent on the system and requested a report on its implementation and recommendations from the Secretariat.

· Service delivery complaints: The Committee noted that there were large numbers of service delivery complaints against members of the SAPS and wanted to know how the Secretariat is dealing with the matter. The Secretariat responded by indicating that they have received 1500 complaints and are processing them. They did not want to hand those complaints over to SAPS until they got assurances that SAPS has developed the necessary systems to deal with it. They have also approached the Council for Scientific and Industrial Research (CSIR) to develop a system with Cellphone interface where complainants can track the progress of their complaints. The Secretariat has also developed a trends report which looks at the nature of complaints against the police. The Committee requested a copy of the trends report. The Secretariat should also submit a report of the complaints dialogue to the Committee.

· Quarterly reports: The Committee noted that the Secretariat has not tabled its quarterly reports in terms of section 13 of the Civilian secretariat for Police Act (2 of 2011) which the Committee requires for its oversight role. The Committee impressed on the Secretariat that it needs to stick to its deadlines and submit the necessary documentation when it is due. The Secretariat indicated that it would table its outstanding quarterly reports during this quarter.

· Criminal Justice Revamp: The Committee raised concerns about the role of the Secretariat in the Criminal Justice Revamp process. The Committee requested a status report and update on the progress with this. The Secretariat informed the Committee that the criminal justice revamp is a JCPS cluster approach. The Secretariat indicated that the JCPS Directors-General requested an evaluation from the Auditor General on what was spent so far on the project, and as such, requested that the Committee await the outcome of the investigation. The Secretariat is awaiting that report.

· Correction in APP: The Secretariat was requested to correct the financial figures (regarding its Current Payments) on its budget and spending plan on page 8 of its Annual Performance Plan.

· Audit committee: The Committee raised its concerns that the Secretariat wanted to use the Audit Committee of the IPID and wanted to know if that would be in the interest of the Secretariat. The Committee wanted to know if it would not be prudent for the Secretariat to use its own Audit Committee to ensure independence. The Secretariat responded by indicating that it assessed the skills of the Audit Committee members of IPID and they were satisfied that the Audit Committee had the skills to perform the job. The first meeting will be held on 1 August 2014.

· Use of Consultants: The Committee raised questions about the fact that the budget for consultants has increased in the budget. The Committee wanted to know what were the reasons for the increases. The Secretariat responded by indicating that the figure is so high because the Secretariat listed travel as a consultants line item but that it had savings on the travel line item. The Committee requested a report on the matter and a breakdown of the use of consultants. The Secretariat also reported that they are looking at costs cutting measures together with IPID. The Secretariat is considering co-locating with IPID and sharing administrative services.

· Finance Administration: The Committee was concerned about the financial administration of the Secretariat and wanted to know what measures the Secretariat had put in place in view of it becoming a designated department. The secretariat responded by noting that it has established its own financial administration systems on the Basic Accounting System (BAS). They were also waiting on the State Information Technology Agency (SITA) to assist with developing their infrastructure. They have established a Bid Evaluation Committee, a Bid Adjudication Committee and Bid Specification Committee to deal with bids and procurement. Monthly spending reports are generated for consideration and are included in the quarterly budget and performance meetings. Each programme must also submit their procurement plans and this has led to a dramatic improvement in spending.

· Vetting: The Committee expressed concern that some of the top management of the Secretariat is not vetted. The Secretariat indicated that 50% of the senior managers had the relevant security clearances and they did ask the State Security Agency to fast track the vetting of senior managers. They have also appointed a security officer that will manage the processes of vetting internally. The Committee’s view was that it was essential that the top management be vetted as well as the bid adjudication staff.

· Relationship with Provinces: The Committee was concerned whether the relationships with the provinces were good and that the Secretariat had regular interactions with them. The Secretariat explained that it did not have the same structure as IPID with branches in the provinces. The Act provides for Provincial Secretariats set up by the provinces and reporting to the MEC. There is a dual reporting function to the Secretary and the MEC. The Secretariat has developed a clear set of indicators that each province aligns with the Secretariat. It is a difficult process because the Secretariat has no control over the budgets and appointment process. The relationship is therefore complex and while the provinces accepted the national monitoring tools and sector indicator processes, all of them submit reports to the Secretariat. The provinces cannot refuse to cooperate with the National Secretariat because it has provisions in the Act which stipulates that the provinces must align with the National Secretariat. The Secretariat does not require the permission from the MECs to work in the provinces and they are working together. The Committee asked the Secretariat to monitor the space and build the relationships.

· Community Police Forums (CPF) / Community Safety Forums (CSF): The Committee requested a breakdown of all CPFs and how it is working. It also wanted to know what the details of the established Community safety forums are and where they have been established. The Secretariat was asked to explain how they co-operate with each other and what the funding models are. The Secretariat agreed to provide the Committee with a breakdown of the CPF’s and CSF’s, funding models and where they have been established. The Secretariat also reported that they were not taking the management of CPFs completely away from the SAPS and that they will work out targets for the functioning of CPF’s.

· CPF Campaigns: The Committee questioned how the Secretariat is utilising the CPFs to become involved in campaigns against crime. The Secretariat responded by indicating that it is very involved in a JCPS project which it is leading. They were examining how they draw CPF’s into the POPs space. They are also looking at getting involved in the Second-Hand Goods Act and looking at the involvement of different sectors, such as engaging young people. They were also working with traditional leaders and started discussions with business leaders. They were also part of the gender based violence national task team.

· Deployment of the Tactical Response Teams (TRT): The Committee voiced its concerns about the deployment of the Tactical Response Teams to police crowds and wanted to get the view of the Secretariat on such deployments. The Secretariat indicated that they are of the opinion that every unit deployed should have commanders who must take their command and control responsibility seriously. They have often been deployed in situations where they should not have been deployed and SAPS must look at how it accommodates the various units. The recommendations of the IPID should also be taken on board by the SAPS with respect to the complaints received by the Secretariat.

· White Paper on Policing and Legislation: The Committee expressed its reservations of the Secretariat not sticking to deadlines with respect to the White Paper on Policing. The Review of the SAPS Act was also overdue and the Committee wanted to know what the timeframes for the legislation were. The Secretariat responded that they have started to benchmark their work internationally and use the NDP as a starting point. There was a need for a comprehensive review on policing and the Police Act and that they were informed by the State Law Advisors that they needed to produce a Green Paper before a White Paper could be tabled.

They have embarked on consultations in February this year. The paper was finalised and must now be presented to the SAPS. The Paper is a broad overarching policy paper and will be presented to Cabinet in August 2014. The White Paper on Safety and Security is a Macro paper and is now owned by the JCPS cluster and the Secretariat is busy working with different departments on this. It addresses citizen safety and the national security strategy and is being managed through the Development Committee of the DG’s structure. The Secretariat is also developing a strategy to develop a response to gangs; intends looking at the Farlam recommendations; and the process of the destruction of firearms. The Committee requested that the Secretariat to make available copies of its research reports and policy papers that it have already completed.

· Crime Statistics: The Committee questioned the position and role of the Secretariat on the disputes with SAPS on the crime statistics. The Committee questioned how the Secretariat will respond to the concerns from academics and the ISS to ensure that the crime ratios are correctly calculated. The Secretariat indicated that SAPS has developed a policy on crime statistics release process and that must be made public. They believed that that the policy must be finalised for the Portfolio Committee to interrogate. The ISS has also been engaged in the process and population ratios used by SAPS must be clarified.

· Firearms: The Committee questioned the Secretariat on the management of SAPS firearms and the management of backlogs. The Secretariat responded by noting that the previous Minister announced that there was an enquiry into gun dealerships and that report will be finalised in the next six weeks. In 2010/11, the Secretariat did an evaluation of CFR to deal with the backlogs and the Minister went public with the report into the functioning of the CFR and at that stage it was the backlog 1.3 million. Over the next year, SAPS worked on the backlog of applications. A team was brought into SAPS and the backlogs have gone down to less than 30 000. Currently there is a backlog of 6 months on applications. The Committee requested a report on the Central Firearms Registrar. The Committee also requested a copy of the oversight report on the CFR.

Recommendations

The Committee made the following recommendations regarding the Civilian Secretariat for Police:

1. The Committee recommend that the Secretariat implements the full provisions of the Civilian Secretariat for Police Act (Act. 2 of 2011) to enable it to function optimally and effectively and in view of its status as a designated Department.

2. The Committee recommend that the Secretariat take the lead to establish the Consultative Forum with the IPID with immediate effect.

3. The Committee recommend that the Secretariat finalise its research on the RAG and make the findings available to SAPS and the Committee without delay.

4. The Committee recommend that the Secretariat plays its role in developing appropriate policies with respect to the professionalisation of the SAPS and providing a copy of its recommendations to the SAPS and the Committee.

5. The Committee recommend that the Secretariat undertakes a close monitoring of the IPID recommendations and table its report to the Committee on a quarterly basis without delay.

6. The Committee recommend that all errors in the 2014/15 APP be corrected and that correction be duly noted to Parliament.

7. The Committee recommend that it continues to finalise the work with other JCPS cluster departments on the Criminal Justice Revamp process and make regular progress reports available.

8. The Committee recommend that a breakdown of all consultants used by the Secretariat be made available in a report together with allocated amounts paid out.

9. The Committee recommend that the Secretariat urgently finalise its outstanding Financial Technology systems and infrastructure to enable it to function as an independent department and lessen the dependency on SAPS.

10. The Committee recommend that all the senior managers and procurement staff be vetted with immediate effect.

11. The Committee recommend that the Secretariat continues to develop its relationship with the Provinces in the spirit of the Inter-governmental Relations Framework Act.

12. The Committee recommend that the Secretariat makes available all outstanding reports and information requested by the Committee.

13. The Committee recommend that the Community Police Forum policy and Community Safety Forum inter-relationship and funding models be clarified.

14. The Committee recommend the Secretariat fast track all outstanding policies and legislation on the White Paper on Policing; the White Paper on Safety and Security; as part of the Review of the SAPS Act.

Report to be considered