ATC120502: Report on Budget Vote 25 of the Department of Police 2012/13, dated 2 May 2012

Police

THE FOLLOWING REPORT REPLACES THE REPORT OF THE PORTFOLIO COMMITTEE ON POLICE IN ATC NO

THE FOLLOWING REPORT REPLACES THE REPORT OF THE PORTFOLIO COMMITTEE ON POLICE IN ATC NO.54 DATED 08 MAY 2012, PAGE 1288

 

Report of the Portfolio Committee on Police on Budget Vote 25 of the Department of Police 2012/13, dated 2 May 2012.

 

The Committee examined the Budget Vote of the Police (Vote 25) for the 2012/13 financial year, as well as the projections of the Medium-Term Expenditure Framework (MTEF) for 2013/14 and 2014/15, which were included in Estimates of National Expenditure (ENE) 2012. The budget was examined in conjunction with the Department’s revised Strategic Plan 2011-2015 and the Annual Performance Plan 2012/13. The Committee reports as follows:

 

1. INTRODUCTION

 

1.1 Structure of the Report

 

The Report provides an overview of the 2012/13 Budget Hearings of the Department of Police and is divided into the following sections:

 

· Preparatory meetings held with key stakeholders, including the Police and Prisons Civil Rights Union (POPCRU), the South African Police Union (SAPU), the Office of the Auditor General (AG), the Institute for Security Studies (ISS), Tshwaranang, and Civil Society Prison Reform Initiative (CSPRI)

· Strategic Priorities of the Department of Police for the 2012/13 financial year;

· Overall analysis of the budget allocation of the Department of Police for the 2012/13 financial year;

· Overall analysis of the budget allocation for the Civilian Secretariat for Police for the 2012/13 financial year;

· Selected observations made by the Portfolio Committee on Police during the 2012/13 budget hearings and subsequent responses by the Department of Police;

· Recommendations made by the Portfolio Committee on Police; and

· Additional information requested by the Committee to be provided by the SAPS and the Civilian Secretariat of Police.

 

 

1.2 Meetings held

 

In preparation for meetings with the Department of Police, the Portfolio Committee on Police held preparatory hearings on 13 March 2012 and the following submissions were received:

 

· The South African Police Union (SAPU)

· The Police and Prisons Civil Rights Union (POPCRU)

· The Office of the Auditor General (AG)

· Institute for Security Studies (ISS)

· Tshwaranang – Legal Advocacy Centre to end violence against women

· Civil Society Prison Reform Initiative (CSPRI)

 

In addition, an overview of the budget for the 2012/13 financial year was provided by the Research Unit of the Parliament of South Africa on 16 March 2012 and National Treasury briefed the Committee on the Framework for Strategic and Annual Performance Plans on 15 March 2012.

 

The Committee received the following briefings from the Department of Police and the Civilian Secretariat of Police and a total of four meetings were held in which the budgets and annual plans were discussed:

 

· The Department of Police: Briefing on the Strategic and Annual Performance Plan and 2012/13 Budget Vote 25 (17, 18 and 19 April 2012).

· The Civilian Secretariat of Police (which receives a portion of the budget of the Department of Police): Briefing on Annual Performance Plan for 2012/13 financial year (20 April 2012).

 

2. SUMMARY OF STAKEHOLDER CONCERNS

 

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

 

 

2.1 Police and Prison Civil Rights Union (POPCRU)

 

POPCRU raised the following issues:

 

· The SAPS organisational structure is top-heavy. A flatter organisational structure is required for better service delivery. The revised structure should incorporate decentralisation of work and authority, along with specialised skills.

· The management, monitoring and evaluation of police stations are the key to success in crime combating.

· Funds should be invested in training and development at all levels. There is a necessity to change the recruitment system, and criteria for enlistment, and new recruits who have both aptitude and qualification to become police officers should be targeted.

· Remuneration should be improved to boost the morale of police officers.

· There is a need to strengthen police management capacity and internal accountability systems of the Department.

· The building of well capacitated police stations in rural areas is essential.

· Gender equality should be promoted by developing and appointing women in managerial positions. This should be coupled with achieving the targeted percentage of people with disabilities within the Department.

· Private security companies should not be used to safeguard police buildings.

· The municipal, metro, traffic police and SAPS should be amalgamated to form one police service, in line with Constitutional provisions.

 

2.2 South African Police Union (SAPU)

 

SAPU raised the following issues:

 

· The police should strengthen the disciplinary system to counter corruption. They called for the re-establishment of the Anti-Corruption Unit in the SAPS.

· The payment of benefits while on suspension should be applied equally to all police employees, regardless of rank.

· Adequate training is needed to counter police killings.

· Recruitment should be fair and apply to all people who qualify to be police officials and not only those with relatives in the Department.

· Crime Intelligence is under-staffed and under-resourced to effectively execute their duties.

· The living quarters of police officials is inadequate and in bad condition.

 

2.3 The Office of the Auditor-General (AG)

 

The Office of the Auditor-General raised the following issues:

 

· The Department of Public Works does not pay their account in good time, which results in lock-outs.

· Concerns raised regarding Supply Chain Management:

- Numerous planned tenders have not been advertised or they were advertised and cancelled during the 2011/12 financial year;

- No construction contracts were awarded in the 2011/12 year;

- Rotation of suppliers is still a challenge;

- A total of 40 SAPS officials were identified who traded with the Department without obtaining prior permission;

- Supply Chain Management Policy is out-dated and does not take into consideration compliance to the Construction Industry Development Board Act.

· Incomplete documentation of the Incident Report (IR) Register (no link between the IR and CAS number) leaving internal controls to be ineffective and it is difficult to establish audit trail.

· Drugs on OPAM reveals significant inconsistencies in the measurement and classification of illegal drugs confiscated.

 

2.4 Institute for Security Studies (ISS)

 

The Institute for Security Studies (ISS) raised the following issues:

 

· Reduction in personnel growth for the next three years.

- SAPS have experienced substantial growth – personnel grew by 50% between 2002/03 to 2011/12.

- The planned reduction in personnel to 188 490 by 2014/15 is welcomed if it is a reflection of the move from “quantity to quality”.

- International experience shows problems in mass recruitment placing extreme strain on systems for efficient recruitment, training and management and resulting in long-term problems in organisational ethos and command and control.

· Strengthening of capacity for Detective Services is welcomed.

· Strong leadership is needed in Crime Intelligence.

· Support functions must be strengthened to create measurable outputs for Crime Intelligence.

 

2.5 Tshwaranang

 

Tshwaranang raised the following issues:

 

· SAPS must disaggregate crime data especially ‘sexual offences’. They are currently ‘lumping’ all 59 sexual offences together in their analysis.

· Rape needs to be further disaggregated by age and gender.

· There are significant rates of non-compliance with the Domestic Violence Act (DVA), sometimes leading to an increase in domestic violence (for example, a woman was stabbed 17 times by her husband after police refused to arrest him).

· Strongly urges SAPS and the Committee to rethink reduction targets in relation to rape and domestic violence.

· Performance indicators must also monitor compliance with legislative duties e.g. DVA (station audits revealed that no station has 100% compliance with DVA).

· Indicators must also measure quality of service rendered to complainants.

· Calculation of detection rates must be amended (for example, the approach followed by SAPS to calculate conviction rates are different to those applied by the Department of Justice and Constitutional Development, which makes it impossible to compare the figures in this regard).

· Uniformed members in Community Service Centres lack knowledge on the Sexual Offences Act and attitudes of these members leave much to be desired.

· The management, training and recruitment of volunteers in the Victim Empowerment Centres was raised as a major concern and the fact that referral mechanisms are sometimes used as dumping grounds.

 

2.6 Civil Society Prison Reform Initiative (CSPRI)

 

The Civil Society Prison Reform Initiative (CSPRI) raised the following issues:

 

· The implementation of the Departments’ Policy on the Prevention of Torture is questionable, given the high rates of assaults, suicides and deaths in police custody. The situation and effective implementation of such policy must be addressed.

· SAPS officials are heavily invested in the care, management, custody and treatment of individuals who are being detained in police cells. It is recommended that officers working with detainees receive continuous training to ensure the protection of the human rights of detainees.

· The Department of Police’s Strategic Plan fails to identify the extent to which SAPS officials, suspected of assault (torture), are being investigated and prosecuted. It only lists crimes relating to fraud and corruption. It is thus recommended that the rate at which officers are investigated for assault crimes be incorporated into the Strategic Plan and continuously monitored and evaluated.

· It is recommended that the Portfolio Committee liaise with its counterparts in Justice and Constitutional Development to establish progress made in tabling the Combating of Torture Bill.

 

3. STRATEGIC PRIORITIES OF THE SAPS FOR 2012/13

 

The Department of Police is constitutionally mandated to prevent, combat and investigate crime, maintain public order, protect and secure the inhabitants of South Africa and their property, uphold and enforce the law.

 

3.1 Focus areas for 2012/13

 

In order to continue achieving measurable successes, the Department of Police identified the following six priorities as measures to strengthen its delivery in the 2012/13 financial year:

 

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

· Increasing the visibility of police, especially at station level;

· Partnership policing and mobilising the community in fighting crime;

· Policing of public order incidents;

· The effective investigation of crime by improving detection and court ready case docket rates on serious crimes, increasing the capacity and professionalism of detectives, and improving forensic services; and

· Improving crime intelligence for serious crime, drug and people smuggling syndicates, and human trafficking.

 

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

· Enhancing information systems and ICT.

 

4. SAPS BUDGET FOR 2012/13

 

4.1 Overall Analysis

 

The budget allocation for 2012/13 is R62.48 billion which, in real terms, represents a marginal increase of 0.77% compared to the previous year’s increase of 3.5%. Programmes: Administration and Visible Policing continue to receive the largest allocations of the total budget, with R16. 281.1 billion and R28.684.5 billion respectively. This is 26% and 46% of the total budget. Two programmes (Visible Policing, and Protection and Security Services) show budgetary decreases in real terms of 0.67% and 0.92% respectively.

 

The 2012/13 budget sets out additional allocations of R872.9 million in 2012/13, R990.8 million in 2013/14 and R1.1 billion in 2014/15 for improved Conditions of service. Cabinet approved a R2.2 billion baseline cut over the medium term, mainly due to a reduced intake of new recruits.

 

Programmes Budget Allocation

Programme	Budget				Nominal Rand change	Real Rand change	Nominal % change	Real % Change
R million	2011/12	2012/13	2013/14	2014/15	2010/12-2011/13		2010/12-2011/13
Administration	15 204.2	16 281.1	17 162.1	18 109.1	1 076.9	169 823.2	7.08	1.12
Visible Policing	27 268.2	28 684.5	31 105.4	33 029.5	1 416.2	-181 66.28	5.19	-0.67
Detective Services	11 960.6	13 159.8	14 072.5	14 874.4	1 199.2	465 987.2	10.03	3.90
Crime Intelligence	2 391.6	2 549.2	2 682.3	2 840.4	157	15 567.5	6.59	0.65
Protection and Security Services	1 725.8	1 810.8	1 889.0	1 994.5	264.1	-15 932.6	4.92	-0.92
TOTAL	58 550.5	62 485.4	66 921.3	70 847.9	4 423.9	942.7	6.7	0.77

 

4.1.1 Current and Capital Expenditure

 

The following table highlights allocations to selective components of the Current payments and Capital payments for the 2012/13 financial year in comparison to the previous year.

 

Current Payments and Capital Payments

Economic Classification	2011/12 Allocation	2012/13 Allocation	Nominal % change
Current Payments (R55.1 billion in 2011/12 rising to R58.72 billion in 2012/13)
Compensation of employees	R42.3 billion	R45.0 billion	6.49%
Goods and services which includes:	R12.8 billion	R13.7 billion	7.01%
Advertising	R23.5 million	R29.9 million	27.28%
Asserts less than the capitalisation threshold	R266 million	R333.8 million	25.04%
Communication	R704.2 million	R759 million	7.90%
Entertainment	R6.2 million	R11.8 million	91.81%
Lease payments	R1.93 billion	R2.1 billion	10.48%
Property payments	R898.4 million	R991.1 million	10.32%
Payment for Capital assets (R3 billion in 2011/12 increased to R3.26 billion in 2012/13)
Building and fixed structure	R1.23 billion	R1.34 billion	8.85%
Machinery and equipment	R1.76 billion	R1.92 billion	9.02%

 

Current payments : The allocation for Current payments increased from R55.08 billion in the 2011/12 financial year to R58.72 billion in the 2012/13 year, which is a nominal increase of R3.6 billion (6.6%). Compensation to employees increased from R42.2 billion in 2011/12 to R45.0 billion in 2012/13 (6.49% nominal increase) and payments for Goods and services increased from R12.8 billion to R13.7 billion which is an increase of 7%.

 

Capital expenditure on assets : The allocation for Payments for Capital assets increased from R3 billion in 2011/12 to R3.26 billion in 2012/13 financial year.

 

· Building and fixed structures : Increased by 8.85% in nominal terms from R1.2 billion to R1.3 billion in 2012/13.

· Machinery and equipment : Increased from R1.7 billion in 2011/12 to R1.9 billion in 2012/13 (9% nominal increase).

· Biological assets : Increased from R235 thousand in 2011/12 to R250 thousand in 2012/13 (6.38% nominal increase).

 

4.1.2 Additional allocations for 2012/13

 

National Treasury provided the following figures as additional allocations for the Department of Police for 2012/13:

 

· Additional allocation of R872.9 million in 2012/13, R990.8 million in 2013/14 and R1.1 billion in 2014/15 for higher than budgeted salary increase granted in 2011/12.

· Additional allocation of R30 million and R40 million in 2012/13 and 2013/14 for operational centres and the vetting of personnel.

 

4.1.3 Ring-fenced funds for 2012/13

 

For the 2012/13 financial year, the Appropriation Bill [3 – 2012] reflects the amounts that have been specifically and exclusively appropriated for certain functions within the Police budget:

 

Integrated Justice Sector (IJS) programme

Additional amounts were allocated to the SA Police Service towards the continuous revamp of the Criminal Justice Sector, in addition to the current IJS (integrated Justice System) Programme Plan projects. The total amounts per annum over the medium term are the following:

 

· 2012/13 – R2.238 billion

· 2013/14 – R2.361 billion

· 2014/15 – R2.502 billion

 

- Within Programme 1: Administration , an amount of R280 million has been ring-fenced for Goods and Services related to the modernisation of the IJS programme, with R15 million ring-fenced for Payments on Capital Assets .

- Within Programme 3: Detective Services a total of R1.767 billion in current payments was allocated towards the Criminal Justice Sector revamp in promoting effective functioning of the criminal justice sector, with additional allocation of R174 million towards Payments for Capital Assets.

 

Funds devolved from Public Works

 

The baseline allocations for planned maintenance and rates and taxes (accommodation charges), leases and municipal services are the following:

 

 

Medium term expenditure estimates on devolved funds from DPW

	2012/13 R’000	2013/14 R’000	2014/15 R’000
Accommodation charges	1 156 462	1 220 067	1 293 271
Leases	957 140	1 009 783	1 070 370
Municipal Services	725 639	800 600	848 636
Total	2 839 241	3 030 450	3 212 277

 

Capital Works

 

The baseline allocation for Capital Works is the following:

· 2012/13 – R1.345 billion

· 2013/14 – R1.429 billion

· 2014/15 – R1.527 billion

 

4.2 Programme Analysis

 

4.2.1 Programme 1: Administration

 

Administration is responsible for the development of operational policy, provision of administrative support, as well as the management of the Department. The Administration programme of the Department comprises the following sub-programmes which are Ministry, Management, Corporate Services and Office Accommodation.

 

The total allocation for the Programme increased from R15.2 billion in 2011/12 to R16.28 billion in 2012/13 thus reflecting a real increase of 1.12%. The largest allocation is found in Corporate Services.

 

Budget Allocation for Programme 1: Administration

Programme 1: Administration	Budget		Nominal Increase/ Decrease in 2012/13   R million	Real Increase/ Decrease in 2012/13 R million	Nominal % change in 2012/13	Real % Change in 2012/13
R million	2011/12	2012/13
Ministry	28.9	31.0	2.1	0.4	7.27	1.29
Management	87.8	101.3	13.5	7.9	15.38	8.95
Corporate Services	12 550.9	13 309.6	758.7	17.2	6.04	0.14
Office Accommodation	2 536.6	2 839.2	302.6	144.4	11.93	5.69
TOTAL	15 204.2	16 281.1	1 076.9	169.8	7.1	1.1

 

4.2.2 Programme 2: Visible Policing

 

The purpose of Programme 2: Visible Policing is to enable police stations to institute and preserve safety and security and to provide for specialised interventions and policing of South Africa ’s borderlines. The Visible Policing programme comprises the following three sub-programmes namely Crime Prevention, Border Security and Specialised Interventions. Visible Policing is one of the Department’s priority programmes and it is directly responsible for service delivery as it hosts police stations and crime prevention activities.

 

The budget allocation for Visible Policing increased from R27.26 billion in 2011/12 to R28.6 billion in 2012/13. This represents a real decrease of 0.67%, although the Programme continues to receive the largest portion of the total Vote (46%).

 

Budget Allocation for Programme 2: Visible Policing

Programme 2: Visible Policing	Budget		Nominal Increase/ Decrease in 2012/13   R million	Real Increase/ Decrease in 2012/13 R million	Nominal % change in 2012/13	Real % Change in 2012/13
R million	2011/12	2012/13
Crime Prevention	23 835.0	25 016.0	1 181.0	-212.7	4.95	-0.89
Border Security	1 571.5	1 533.5	-38.0	-123.4	-2.42	-7.85
Specialised Intervention	1 861.7	2 134.9	273.2	154.3	14.67	8.29
TOTAL	27 268.3	28 684.5	1 416.2	-181.9	5.2	-0.67

 

4.2.3 Programme 3: Detective Services

 

The purpose of the Programme is to enable the investigative work of the South African Police Service, including providing support to investigators in terms of forensic evidence and the Criminal Record Centre. The Programme comprises the following sub-programmes:

 

· Crime Investigation : Accommodates detectives at police stations, who investigate general crimes, as well as serious and violent crime;

· Specialised Investigations : Hosts the Directorate for Priority Crime Investigations (DPCI);

· Criminal Records Centre (CSC) : Funds the management of criminal records centres;

· Forensic Science Laboratories (FSL) : Funds FSL, which provides specialised and technical analysis and support to investigators in relation to evidence.

 

Programme 3: Detective Services received an increase of 3.9% (in real terms) in the 2012/13 budget, compared to the 5.8% increase in the previous financial year (2011/12). It is a concern that the budget allocation for Sub-programme: Forensic Science Laboratory showed a decrease of 10.10% in real terms for the first time in recent years.

 

Budget Allocation for Programme 3: Detective Services

Programme 3: Detective Services	Budget R million		Nominal Increase/ Decrease in 2012/13 R million	Real Increase/ Decrease in 2012/13 R million	Nominal Percentage change in 2012/13	Real Percentage change in 2012/13	Percentage of budget in 2012/13
	2011/12	2012/13
Crime Investigation	7 651.7	8 597.0	945.3	466.3	12.35	6.09	65.33
Criminal Record Centre	1 338.6	1 511.5	172.9	88.7	12.95	6.63	11.49
Forensic Science Laboratory	1 916.5	1 824.6	-91.9	-193.6	-4.80	-10.10	13.87
Specialised Investigations	1 053.8	1 226.6	172.8	104.5	16.40	9.91	9.32
Total	11 960.6	13 159.7	1 199.1	465.9	10.0	3.90	100.00

 

4.2.4 Programme 4: Crime Intelligence

The purpose of Crime Intelligence is to manage crime intelligence and analyse crime information, and provide technical support for investigations and crime prevention operations. The Programme has the following two sub-programmes:

 

· Crime Intelligence Operation : Provides for intelligence based crime investigations;

· Crime Intelligence and Information Management : Provides for the analysis of crime intelligence patterns to facilitate crime detection in support of crime prevention and crime investigation.

 

The budget allocation for 2012/13 shows a 0.65% increase in real terms. The allocation increased from R2.3 billion in 2011/12 to R2.5 billion in 2012/13.

 

Budget Allocation for Programme 4: Crime Intelligence

Programme 4: Crime Intelligence	Budget R million		Nominal Increase/ Decrease in 2012/13 R million	Real Increase/ Decrease in 2012/13 R million	Nominal Percentage change in 2012/13	Real Percentage change in 2012/13	Percentage of programme budget in 2012/13
	2011/12	2012/13
Crime Intelligence Operations	928.7	992.3	63.6	8.3	6.85	0.90	38.93
Intelligence and Information Management	1 462.9	1 556.9	94.0	7.3	6.43	0.50	61.07
Total	2 391.6	2 549.2	157.6	15.6	6.6	0.65	100.00

 

4.2.5 Programme 5: Protection and Security Services

The purpose of Programme 5 is to provide protection and security services to all identified dignitaries and Government interests. The relative growth over the last two financial years in this Programme is essentially due to the carry-through effect of the compensation element (cost of living). Prior to 2011/12, the Programme had six sub-programmes, but two of these, Rail Police and Ports of Entry Security were incorporated under Programme 2: Visible Policing during the previous financial year. This resulted in a significant reduction of the budget allocation for Programme 5. The budget allocation for this Programme increased marginally and actually shows a real decrease of 2.95%. The allocation grew from R1.7 billion in 2011/12 to R1.8 billion in 2012/13.

 

Budget Allocation for Programme 5: Protection and Security Services

Programme 5: Protection and Security Service	Budget R million		Nominal Increase/ Decrease in 2012/13 R million	Real Increase/ Decrease in 2012/13 R million	Nominal Percentage change in 2012/13	Real Percentage change in 2012/13	Percentage of budget in 2012/13
	2011/12	2012/13
VIP Protection Services	635.0	695.0	60.0	21.3	9.45	3.35	38.38
Static and Mobile Security	794.5	845.1	50.6	3.5	6.37	0.44	46.67
Government Security Regulator	82.9	85.2	2.3	-2.4	2.77	-2.95	4.71
Operational Support	213.4	185.5	-27.9	-38.2	-13.07	-17.92	10.24
Total	1 728.8	1 810.8	82.0	-18.9	4.7	-1.09	100.0

 

 

5. CIVILIAN SECRETARIAT FOR THE POLICE

 

The Secretariat derives its mandate mainly from section 208 of the Constitution and the Civilian Secretariat for Police Service Act No 2 of 2011 (“the Secretariat Act”).

 

The Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011) responds to section 208 of the Constitution which obliges the Minister of Police to establish a Civilia n Secretariat for Police that operates directly under the Minister’s direction and authority. The Civilian Secretariat for Police Act also takes into cognisance Section 206 of the Constitution that entitles the provincial executive to perform certain oversight functions that relate to policing.

 

5.1 Strategic Focus Areas

 

The Civilian Secretariat for Police will focus on some of the following policy areas during 2012/13 financial year:

 

· An effective and efficient Secretariat that is able to fulfil its mandate;

· Ensure sound corporate governance and provide robust supply chain services and asset management services in the Secretariat;

· Strategic collaborative partnerships between government and civil society exist with regard to crime prevention;

· Enhanced intergovernmental co-operation on safety and security issues through a coordinated effort;

· Maximum participation of communities in crime prevention initiatives;

· Monitoring police performance.

· Develop and implement a research programme on policing, crime, safety and security issue

5.2 Budget estimates for the Civilian Secretariat for Police 2012/13

 

The budget estimate increases from R41 558 854 in 2011/12 to R63 267 399 in the 2012/13 financial year. The increase is aimed at accommodating the new structure that will come into existence in the 2012/13 financial year. The budget is divided into a programme budget of R17.7 million for 2012/13 and a personnel budget of R45 million (increasing from R27 million in 2011/12).

 

The Civilian Secretariat for Police will move away from being a cost centre under the SAPS budget to be designated Department in the next financial year.

 

The Secretariat is divided into the following Programmes: Administration, Partnerships, Monitoring and Evaluation, Policy and Research, and Legislation.

 

Programme 1: Administration : The purpose of this Programme is to ensure that staff of the Secretariat is supported to operate in a conducive work environment and ensure improved service delivery. The budget allocation for this Programme is R7 728 059. Note that the budget for all Programmes excludes the personnel budget.

 

Programme 2: Partnerships : The purpose of this Programme is to mobilise role-players, stake-holders and other partners in the fight against crime. The budget allocation for this Programme is R2 940 800.

 

Programme 3: Monitoring and Evaluation : The purpose of this Programme is to ensure efficient and effective oversight over the SAPS through monitoring and evaluation. The budget allocation for this Programme is R4 566 800.

 

Programme 4: Policy and Research : The purpose of this programme is to provide policy and research services to the Secretary of Police. The budget allocation for this Programme is R1 155 000.

 

Programme 5: Legislation : The purpose of this programme is to provide legislative support services to the Secretary of Police. The budget allocation for this Programme is R1 380 000.

6. COMMITTEE OBSERVATIONS

 

The Committee made the following observations and identified the following questions and issues of concern:

 

6.1. Department of Police

 

6.1.1 General

 

It was the first time that all nine Provincial Commissioners attended the Budget Hearings in order to strengthen the management structure and engage Provinces in the budget process.

 

The Committee mentioned a number of general findings made during Provincial Oversight Visits. These are:

 

· A general lack of knowledge of pertinent legislation, including the Domestic Violence Act, Child Justice Act, Criminal Procedures Act and Criminal Law( Forensic Procedures) Amendment Act;

· Archives and Section 13 Stores are not well managed; and

· A general lack of control over state-owned firearms.

· Lack of control of state vehicles

· Poor management of promotions

 

6.1.2 2012/13 Annual Performance Plan

 

The Committee made a number of positive comments regarding the 2012/13 Annual Performance Plan. These included:

 

· The introduction of quarterly performance measurement targets;

· Programme 3: Detectives Services introduced conviction rates as performance indicators;

· Additionally, Programme 2: Visible Policing introduced performance indicators with specific reaction time to Alpha, Bravo and Charlie complaints.

The Committee raised a number of concerns with regard to the 2012/13 Annual Performance Plan. These included:

 

· The lack of measurable targets stating start and end dates in the Capital Asset Plan is a major concern as it reduces the ability of the Committee to perform proper oversight on this area of performance of the Department.

· The Committee raised serious concerns regarding the omission of performance targets from the 2012/13 Annual Performance Plan across various programmes of the Department. These included:

- Target for firearms dot pin marked;

- Specific target for capacity projects completed in terms of the capital investments, asset management and maintenance plan in terms of providing detailed number of stations to receive basic services;

- Target for service delivery inspections to be conducted at cluster and station levels;

- Performance indicator for the number of reported serious crimes within the rural environment;

- Indicator for illicit drugs with specified kilogram values;

- Indicator for illicit liquor;

- Closing of identified unlicensed/illegal premises;

- The number of police stations rendering a victim friendly service;

- Target to deal with the backlog on firearm licence applications and renewals.

 

· The 2012/13 Annual Performance Plan includes an IS/ICT Plan, however it is not costed and does not have time-frames allocated to the identified projects. Additionally, a concern was raised by the Committee that the IS/ICT Plan seems wholly unrealistic with the omission of funds/budget and time-frames. This is not conducive to effective monitoring in the area of IS/ICT.

· There are no targets regarding the recommendations made by the Independent Police Investigative Directorate (IPID).

· The Committee raised concern over the lack of measurable targets for Programme 4: Crime Intelligence. The omission of these targets puts the Committee at a disadvantage in performing their oversight duties effectively.

 

6.1.3 Programme 1: Administration

 

Key issues of concern to the Committee with regard to the budget and planning for the Administration Programme included:

 

· Cluster Structure

 

The Committee raised concern regarding the role of the cluster structure in ensuring the smooth running of police stations and whether the structure was effective in executing its functions. It was also stated that the cluster structure only add another level of management and its effectiveness was not felt.

 

Response of the Department: The Department explained the aim of the cluster structure as to provide resources and operational duties to the police stations. There is currently no Management Framework to direct the relationship between the Cluster Commander and the Station Commander on the running of the police station. The Department stated that they are currently working on such a Management Framework. The performance of Cluster Commanders will be closely monitored.

 

· The reduction of police personnel

 

The Committee requested an explanation for a reduction in personnel. The argument is based on the fact that strategies such as sector policing are not implemented fully and effectively, partly due to the shortage of personnel. If financial constraints are the reason th en other avenues other than a reduction in personnel should be considered for cost-cutting.

 

Response of the Department : The Department responded that the reduction of personnel is a management strategy and will not affect service delivery. The aim is to have 9 000 personnel out of the service by 2014. For every 5 000 people that leave the employ of the SAPS per year, only 1 250 will be employed. The Committee was not satisfied with this explanation.

 

 

· Equipment received by trainee officers

 

The Committee wanted to know which equipment is given to trainees by the training colleges after they have completed their college training. The concern was that some trainees arrive at stations without safes or bullet proof vests and yet have firearms issued to them. There seems to be confusion around this situation as the Committee receives contradictory statements regarding the distribution of equipment to student Constables.

 

Response of the Department : The Department responded that trainees are issued with bullet proof vests and safes but not with firearms. This was because trainees have to use public transport before reaching their allocated police stations. It is the duty of the station to apply for the firearm of a trainee after he/she has completed basic training. The Departments’ answer was in contrast with what the Committee had been told by the Department and had witnessed in the Chatsworth Training College where trainees were provided with firearms on the completion of their college training.

 

· Promotions to the rank of Lieutenant and Major

 

The Committee wanted to know the criterion that was used by the Department to promote to the ranks of Lieutenant and Major. There were allegations that people who left the Service had been promoted. People who do not even come to work and are not useful to the service and others who are abusing sick leave and alcohol were promoted. This demoralised those who are dedicated to their work. The Committee stated that such conduct reflects that promotions were computer-based. The Committee alluded to the fact that promotion is a crucial issue and should be treated with great care. The Committee asked the Department to provide them with a report on all promotions to these ranks.

 

Response of the Department : The Department explained that the provisional list with the names of people to be promoted was sent to provinces, who were supposed to verify candidates and send a verified list to the Head Office. The discrepancies identified by the Committee might emanate from the fact that the system is not up to date. A person is supposed to meet specific criteria before he/she is actually promoted. The final promotion list must be approved by Provincial Commissioner.

· Provisioning of vehicle fleet that is in line with the needs of Provinces

 

The Committee raised concern regarding the distribution of vehicles to stations and asked whether the National Office of the SAPS will be buying vehicles that meet the needs of provinces rather than buying vehicles that will spend more time in the garage than serving the community. This is attributed to the fact that vehicles provided to the provinces are sometimes not suitable to the road conditions and break down easily. Another concern of the Committee was that there is no roll-out for full allocation of vehicle is provided to each Provinces . The Committee also questioned whether the newly procured vehicles have a maintenance plan and if not, what policy is in place to ensure the effective maintenance of vehicle fleets.

 

Response of the Department : The Department responded that they have already received the needs of the provinces. A total of one hundred per cent of the identified needs for each province will be forwarded for the procurement of vehicles and delivery will be monitored. The Department further stated that each police vehicle procured has a maintenance plan included in the purchase price.

 

· Infrastructure

 

The Committee expressed concern towards the slow progress made in infrastructure development and questioned the progress made with the construction of devolved police stations as per their revised Infrastructure Plan issued in 2012. It was stated that the Department generally take a very long time to complete construction of stations and further raised concern that only 19 new stations have been built in the last 18 years. Additionally, the Committee stated that the Infrastructure Plan issued is not clear and some confusion still exists in when projects commence. Members further raised concern regarding the state of barracks, as most of the accommodation is in a state of disrepair. The lack of basic services at a number of stations was also raised as a major concern.

 

Response of the Department : The Department responded that they have made a decision that the construction of all police stations will be referred back to the Department of Public Works (DPW). The Department of Police acknowledged that it does not have the expertise and capacity to deal with devolved police stations. The issue of finalising the handing over of such police stations to the Department of Public Works will be finalised in the last week of April 2012. The Department indicated that the projects/stations indicated in the Strategic Plan and Annual Performance Plan for respective financial years, indicate the envisaged end date of projects and that the indicated projects for respective financial years is currently in varied stages of completion and construction has already started on some of the projects.

 

It was further stated that even though the SAPS have requested to pay municipal services in Limpopo , they are unable to do so because they must still wait for permission letter from the Department of Public Works.

 

6.1.4 Programme 2: Visible Policing

 

Key issues of concern to the Committee with regard to the budget and planning for the Visible Policing Programme included:

 

· Detention Management

 

Members raised key concerns with the lack of proper detention management at stations and raised further concern around detainees being held illegally in holding cells. Many individuals are detained for months in cells which are designed to detain individuals for only 48 hours. Members acknowledged the challenges faced regarding correctional facilities turning SAPS away due to overcrowding, which leaves SAPS with no option but to detain the individuals for extended periods in holding cells. However, the Committee noted that detaining individuals for extended periods in holding cells are a serious human rights violation and should be addressed as a matter of urgency. This also has financial implications for the Department and leaves room for deaths in police custody, that could have been avoided had the detainee been transferred to a correctional facility. This situation is further exacerbated as contraband is ‘allowed’ in cells when detainees are kept for extended periods (exceeding 48 hours).

 

Response of the Department: The Department acknowledged the challenge in that police members are often turned away from correctional facilities when trying to carry out provisions made in the J8 forms due to over-crowding. A Memorandum of Understanding (MOU) with the Department of Correctional Services will be entered into and the Department requested adequate time to review the current policy on detainee management. The progress on the MOU will be communicated to the Committee.

 

· Illicit Drugs and Illicit Liquor

 

The Committee wanted to know why the Department did not include targets for illicit drugs and illicit liquor. The argument of the Committee was based on the fact that these two have an impact on other crimes such as murder, rape and assaults.

Response of the Department: The Department admitted that it was an omission and these targets will be included in the addendum and it will be forwarded to the Committee.

 

· Conditions of Bail

 

The Committee raised serious concerns regarding the confusion which exists in Community Service Centres (CSC) on the granting of bail. Stations are not consistent on the amounts of bail or the types of crimes for which bail may be given. The invoice books are not well kept and in most instances there is no link between invoices and CAS numbers, making it impossible to monitor and manage and guard against possible abuse.

 

Response of the Department: The Department stated that Section 59 of the Criminal Procedures Act is very clear in stating the different categories of crimes for which SAPS may grant bail and that every CSC officer should know these criteria.. However, the Department acknowledged that it is not consistently implemented and that it could create room for corruption within the Service and therefore committed itself to address the situation as a matter of urgency.

 

· Cleaners

 

The Committee raised concern regarding the state of cleanliness of police stations and questioned the effectiveness of cleaners currently under the employment of the Department. The Committee also questioned the rationale behind the cancellation of the cleaning contract with Democratic Cleaners .

 

Response of the Department: The cleaning contract was cancelled due to a duplication of tasks as many police stations employed cleaners, which was not included in the questioned contract.

 

· Strength and Maintenance of the Air Wing

 

The Committee raised concern regarding the strength of the Department’s Air Wing and the capacity of pilots to operate the aircraft. The Committee further questioned how the maintenance of these aircraft are conducted and by whom.

 

Response of the Department: The Department stated that their Air Wing is in good condition and that they currently have a sufficient number of pilots effectively trained to operate all aircraft. The Department approached Armscor in September 2012 for assistance in finalising maintenance contacts for aircrafts as the SAPS lacks expertise in this field. The Department is still waiting for the tenders of the contracts to be finalised by Armscor and is currently doing maintenance on aircrafts on a quotation basis until the contracts are finalised.

 

· Funding for Community Policing Forums (CPFs)

 

Members raised concern regarding the lack of funding for Community Policing Forums (CPFs). It was noted that CPFs are struggling to perform their duties effectively without proper resourcing.

 

Response of the Department: The Department stated that they are not allowed to provide any funding to CPF structures as the body is mandated to oversee the functioning and service delivery to the community and as such assistance is provided only in terms of accommodation, transport and telephones in the main.

 

· Rural Safety Strategy

 

Rural Safety remains one of the priorities of Government, yet no targets were specified in the Annual Performance Plan for 2012/13.

 

Response of the Department: The Department stated that it continues to focus on rural safety, but that they decided not to differentiate performance targets for different communities and hence did not identify a specific target as in the previous Annual Performance Plan. The operational plan of the Department includes focus areas regarding rural safety and the Department continues to work with other stake holders to ensure rural safety, especially in the prevention of stock-theft.

 

· Stock-theft and Pounds

 

The Committee expressed concern around the high incidence of stock-theft in rural areas and noted that, in most instances, livestock equates to livelihoods and a form of banking for rural communities and the theft of their prized livestock leaves most victims without any money and their livelihoods destroyed. The Committee further expressed concern regarding the impoundment of stock and that members of the community must pay a lot of money to get their livestock released from pounds.

 

Response of the Department: The Department stated that they work in cooperation with the South African Defence Force (SANDF), especially in mountainous areas like the Lesotho Border, and that regular analysis of the modus operandi of criminal activity in the area leads to continued successes in combating livestock-theft. The Department stated that they are aware of the problems concerning the impoundment of livestock and that many of the pounds are privately own, which means that they do not have set/fixed prices and that owners can fix their own prices. The Department committed to address the problem.

 

· Backlogs in new firearm licence applications and renewals

 

Members asked for clarity on the current backlogs in firearm application and renewals and whether the backlog was eliminated and what procedure was subsequently put in place by the Department of Police to prevent the re-occurrence of backlogs.

 

Response of the Department: The Department stated that the previous backlogs were dealt with, but admitted that recent visits by management to stations revealed a backlog of licence applications and renewals at a number of stations. The Department is currently developing a strategy for a firearms database to remedy the situation. The Department further stated that recently received applications for renewals are not regarded as a backlog and that they will be finalised within 90 days of receipt.

 

· Reservists

 

The Committee raised concern about the utilisation of reservist especially in light of the reduction in permanent personnel employed by the Department of Police. Clarity was sought on the status of the moratorium placed on reservists and whether the moratorium had been lifted.

 

Response by the Department : The Department stated that National Instructions must still be aligned to Policy drafted by the Minister of Police. Reservists are currently working according to the previous National Instruction and the Department is developing a Support Strategy for the implementation of the National Instruction on Reservists.

 

· Victim Support Centres

 

The Committee wanted to know why there is no target for the building of victim friendly facilities at the Police Stations. It further argued that there is no way they can support that the Department move away from providing such facilities because they are useful to victims of crimes especially against women and children.

 

Response by the Department : The Department responded that they did not include targets on victim-friendly facilities because they were intending to focus on victim friendly service. They further argued that when new police stations are built, victim friendly facilities form part of the specifications. They stated that 79 victim-friendly facilities will be built this financial year.

 

 

 

 

6.1.5 Programme 3: Detective Services

 

Key issues of concern to the Committee with regard to the budget and planning for the Detective Services Programme included:

 

· Retention Strategy

 

The Committee wanted to know how detectives are chosen and if there is any plan in place to retain detectives. The Committee wanted to know how career-pathing is done in the Detective Services and whether the Detective Services have a flat management structure.

 

Response of the Department : The Department stated that they have no target number for detectives and are also investigating ways of ensuring that they stay in the detective environment through incentives. The structure of the detectives cannot be flat because of the culture of the SAPS which emphasises command and control. In the past, detectives were appointed to that environment but now they are recruited from the training colleges where they have to pass a specific test before they can be allocated to the Division. The Department has also embarked on a project to recruit back some identified detectives. There is also a task team that investigates how to retain detectives.

 

· Training of Detectives

 

The Committee asked about the number of trained detectives. It also asked the current number of detectives in the SAPS and how many are still needed.

 

Response of the Department: The Department responded that there are 21 100 detectives in the SAPS. The ideal number is 26 736 of which 17 314 are fully trained detectives. A totatl of 1 157 detective commanders are trained. The number of second-in-charge detectives that were trained last year is 346 and 305 are targeted to be trained in 2012/13 financial year.

 

 

 

 

· Conviction rate of the Family Violence, Child Protection and Sexual Offences (FCS) units

 

The Committee wanted to know the impact of the FCS Units in fighting crime against women and children. In order to assess the impact, the Committee wanted to know the conviction rate of these units.

 

Response of the Department : The Department stated that the conviction rate for cases where the victim is eighteen years and above is 73% and where the victim is younger than eighteen years it is 70%. There are FCS offices in every Cluster. The number of SAPS members at the FCS unit totals 2 155 of which 1 727 are fully trained. The Department is aiming at training another 250 members in the current financial year.

 

· Marshal System

 

The Committee wanted to know the status of the Marshal System and the steps that were taken against the person who dismantled this system.

 

Response of the Department : The person who dismantled the Marshal System was dismissed from the Service. The components of the system were located. The report that was submitted to the Committee on 20 October 2011 had a cost analysis of this system. Criminal charges can still be brought against the person in question.

 

· Implementation of the Criminal Law (Forensic Procedures) Amendment Act, 6 of 2010.

 

The Committee wanted to know the readiness of the Department regarding the implementation of the Act.

 

Response of the Department : The Department responded by saying that they will be able to initiate the implementation of the Act on 1 August 2012. They further stated that the system is not yet integrated to other systems from other Departments. They have agreements with other Departments, such as Home Affairs and Correctional Services, to access information from their databases. There are currently 6 700 fingerprints that they are verifying from the Home Affairs system and 18 696 had been successfully circulated as ‘wanted criminals’ from Correctional Services. Another 18 000 are still listed as wanted criminals. National Instructions will be finalised in May 2012.

 

· Accreditation of Forensic Science Laboratories

 

The Committee asked the Department about the status of accreditation of Forensic Science Laboratories. Members further questioned whether any evidence has been disputed in court because of the lack of accreditation.

 

Response by the Department: The Department stated that even though the Forensic Science Laboratories are not accredited, it has successfully completed and passed numerous international compliance tests. The Department further stated that accreditation is not difficult to obtain, but that it is an extremely costly exercise, but conceded that regardless of the cost implication, accreditation must be obtained. It should also be noted that accreditation is not a legal requirement according to the Act. Accreditation is 50% completed and will be done in the near future.

 

The Department further stated that evidence has been contested in 2011 in two cases due to the lack of accreditation of forensic science laboratories. The Department stated that the transcripts of the judgement will be obtained and studied to ascertain the concerns raised by the Judge.

 

· CJS Allocation

Members raised significant concern regarding the removal of R300 million of earmarked funds originally allocated for compensation in the Criminal Justice System (CJS), as it is feared that it will have a significant impact on the implementation of the Criminal Law (Forensic Procedures) Amendment Act, 6 of 2010. The committee further stated that they will engage with National Treasury to reallocate the funds towards compensation in the CJS. The Committee was not going to support the movement of R300 million that was aimed at compensating 850 members employed according to the Act. If CJS budget was used for compensation in the past financial years what has changed in this financial year.

 

 

Earmarked Funding:

	RM 2010/11	RM 2011/12	RM 2012/13
IT for FSL & CRC	460	1 100	1 000
FSL & CRC Appropriated	340	540	542
Compensation	100	200	300
Detectives [General] – Goods and Services	-	-	300
Total	900	1 850	1 942

 

Response from the Department : The Department stated that the R300 million carry through on compensation for personnel was not granted by National Treasury for the 2012/13 financial year, for the reason that CJS funding should not be spent on compensation. And as a result the total of R300 million was shifted to Goods and Services in Programme 3: Detective Services for operational support. The Department further stated that it will have a significant impact on the implementation of the Criminal Law (Forensic Procedures) Amendment Act. The Department stated that they will engage National Treasury themselves on the issue of transferring the money back to compensation.

 

· CI LANE, RI LANE and GSPS Systems

 

The Committee wanted to know the situation regarding the validation of the CI LANE system. It further asked if the Department will be moving to RI LANE system. It also asked if the GSPS system was still being used. The Committee further asked the Department if it will in the future buy systems before they have validated another system.

 

Response by the Department: The Department stated that CI LANE system was validated in two parts. The first one is the manual validation of the chemistries and instruments. The second one is the validation of the robotics in the system. The Department will provide the Committee with a validation report. The Department further stated that they were not considering moving to RI LANE pending the outcomes of the validation report of CI LANE . Regarding the GSPS system, the Department stated that this system will be phased out because it has exhausted/reached its life-span and it is also expensive to maintain.

 

6.1.6 Programme 4: Crime Intelligence

 

Key issues of concern to the Committee with regard to the budget and planning for the Crime Intelligence Programme included:

 

· The merger of PSS to Crime Intelligence

 

The Committee wanted to know what informed the shift of PSS to Crime Intelligence. The Committee also wanted to know the impact the merger will have on service delivery.

 

Response of the Department : The department responded that the aim of the PSS was not clear. The Department then believe that merge of the two units will improve service delivery. It is the prerogative of the National Commissioner to merger any divisions at National level if such merger will promote service delivery.

 

· Utilisation of Crime Intelligence Officers

 

Members of the Committee expressed extreme concern regarding the ineffective utilisation of crime intelligence officers at station level, which leads to a lack of crime intelligence gathering and poor quality of information gathered. This leads to ineffective crime prevention, such as xenophobic attacks, mob justice, drug-trafficking and recent flare-ups in gang violence. The Committee further commented on the fact that ineffective crime intelligence gathering and lack of performance is having a severely negative impact on the fight against crime and that the Department must give urgent attention to the Programme. Additionally, the Committee noted that the weakness of crime intelligence officers were already mentioned in 2010 and wanted to know what the Department has done since then to remedy the situation.

 

Response of the Department: The Department admitted that Programme 4: Crime Intelligence is not as strong as it was expected to be and that the Department is aware of the challenges. The Department stated that the biggest challenge currently faced in the Programme is the ineffective and often misuse of crime intelligence officers at station level and the lack of capacity at Cluster level. It was further stated that crime intelligence gathering is not the sole duty of crime intelligence officers, but should be done by all police members.

6.1.7 Programme 5: Protection and Security Services

 

· Use of Blue-Light Convoys

 

The Committee raised concern about the responsible use of blue-light convoys and the recent increase of media reports regarding excessive abuse of power by VIP Protectors. Members also questioned the funding allocated to VIP Protection and who is eligible for VIP Protection.

 

Response of the Department: The Department indicated that blue-light convoys only use their privilege in a responsible manner when needed. It was also indicated that the Ministerial Handbook makes clear provisioning for the allocation of VIP Protectors and that a cost breakdown will be provided to the Committee.

 

· Training of VIP Protectors

 

Members further questioned the quality of training received by VIP Protectors (e.g. driving at excessive speeds) and whether a monitoring system is in place to ensure that the privilege is used responsibly.

 

Response of the Department: The Department stated that VIP Protectors are well trained and can handle driving at high speeds. The Department noted concerns raised by members regarding the possible increase in litigation payouts and noted that attention will be given to enhance the training of VIP Protectors.

 

7. CIVILIAN SECRETARIAT FOR POLICE

 

The Committee had the following concerns and questions regarding the operation of the Secretariat:

 

 

 

 

· The role of Civilian Secretariat in budget of the SAPS

 

The Committee wanted to know if the Secretariat is involved in the budget process of the SAPS and at what stage of budgeting.

 

Response from the Secretariat : The Secretariat monitors spending trends and actual spending together with problem areas. The monitoring in itself is reactive in nature, but in the future the Secretariat will be involved in the development of the Strategic Plan, Annual Performance Plan and the entire budgeting process. They will monitor the quarterly spending of the SAPS. The identified problem with SAPS was that planning was not linked to the budget. Spending process and performance are also not linked.

 

· CPF funding and Policy Guidelines

 

The Committee wanted to know why the Secretariat has this policy guideline while there is another one that already exists.

 

Response from the Secretariat : The CPF funding needs to be investigated to establish the area of CPF that needs to be funded. The funding thereof will not be in police budget. The reason for the new guidelines was that the mandate in the previous guidelines was not communicated to the community. The community was also not capacitated. The new guidelines elaborate on the role and the funding of the structure.

 

· Decreasing police personnel

 

The Committee wanted to find out more information on the status regarding the cutting down of the police size and the reasons that had prompted this decision. They also wanted to know the role of the Secretariat in this decision.

 

Response from the Secretariat : The Secretariat responded that they are currently embarking on research as to how such process can be effectively implemented. The reason for a cut in personnel is based on the fact that the administrative component of the police has a high budget. National Treasury has a problem with how the SAPS structure their budget. There is also a problem between Vulindlela and Persal systems in that they do not have the same number of SAPS personnel on their records.

 

· Taking over monitoring of the Domestic Violence Act (DVA)

 

The Committee wanted more information on the plan regarding the transfer of monitoring implementation of the DVA from the Independent Police Investigative Directorate (IPID).

 

Response from the Secretariat : According to the Secretariat there is an Implementation Plan in place to ensure a smooth transition on the taking over of this function. There is a shared service level agreement between the SAPS and Secretariat that the taking over will take place in July 2012.

 

The Secretariat is still negotiating with IPID who used to be responsible for the monitoring of DVA implementation on when the Secretariat will take over this function. The Secretariat will submit a plan to the Committee on how the transition will take place.

 

· Reports by National Inspectorate

 

The Committee wanted to know what is the Secretariat doing regarding monitoring the functioning of National Inspectorate of the SAPS. This is because this section is regarded as the dumping site for SAPS members that need to be transferred from other units, but is supposed to perform an important function.

 

Response from the Secretariat : The National Inspectorate, according the Secretariat, performs a function that talks to management. It should therefore be placed at a strategic level of the SAPS and report directly to the National Commissioner.

 

· White Paper and SAPS Amendment Bill

 

The Committee wanted to know whether the White Paper or the SAPS Amendment Bill will come first before Parliament. They also questioned the impact of having other Acts before Parliament which precede the White Paper.

Response from the Secretariat : The Secretariat responded that the White Paper is a review of the previous White Paper. Consultation has already taken place with important role-players. The Firearm Amendment Act is not changed in the White Paper and the Dangerous Weapon Act is more of a Constitutional issue and is not part of the Paper. The SAPS Amendment Act is prompted by the fact the current Police Act is based on the Interim Constitution and it will come after the White Paper.

 

8. RECOMMENDATIONS*

 

8.1 Department of Police

 

· A detailed Five-year Infrastructure Plan should be submitted to the Committee, outlining completed projects in 2011/12, facilities already started and indicated for completion in the 2012/13 financial year. These should include plans for all facilities, including police stations, barracks (accommodation), training facilities and laboratories, amongst others. The information must also include all delays in building projects and costs implications thereof should be reported to the Committee.

 

· A detailed Five-year IS/ICT Plan with clear timeframes for completion of projects, costs associated with the projects and the plan for the rollout of the projects, should be submitted to the Committee.

 

· The following indicators should be reinstated in the Annual Performance Plan:

 

- Specific target for capacity projects completed in terms of the capital investments, asset management and maintenance plan in terms of providing detailed number of stations to receive basic services;

- Target for service delivery inspections to be conducted at cluster and station levels;

- Performance indicator for the number of reported serious crimes within the rural environment;

- Target for illicit drugs;

- Target for illicit liquor;

- Closing of identified unlicensed/illegal liquor premises;

- The number of police stations rendering a victim-friendly service;

- Target for the number of awareness campaigns to be conducted;

- Target to deal with the backlog on firearm licence applications and renewals.

 

· The Committee recommended that the Department of Police should consider the inclusion of measurable targets for Crime Intelligence in the 2013/14 Performance Plan. This will enhance management of the Division by SAPS.

 

8.2 Civilian Secretariat for Police

 

· The Committee recommended that the Secretariat engage with the Department of Police to strengthen the policy on the granting of bail at station level.

 

· The Committee recommended that the Civilian Secretariat for Police should monitor the expenditure of the Department of Police, in terms of actual spending and general spending patterns. The possibility of fiscal dropping during the fourth quarter remains a challenge and that they must work closely with National Treasury on the process. The monitoring of expenditure has been reactive in the past and needs to be done proactively on a quarterly basis.

 

· It is recommended that the Secretariat must ensure that the National Standing Order on Reservists be aligned with National Policy as soon as possible, as the capacity of Reservists are needed at station level.

 

· The Secretariat must address the challenges regarding funding for Community Policing Forums (CPFs) and engage with Provincial Departments in ensuring that CPFs receive the resources needed to operate effectively and efficiently.

 

· The capacity of human resources, especially in the area of litigation/legal services, must be strengthened. The committee is aware of the capacity problems experienced by the Secretariat and that it has a negative impact on its oversight mandate and further recommends that it must receive urgent attention.

 

· The Committee recommends that the Secretariat enter into a shared agreement with the Independent Police Investigations Directorate (IPID) regarding the monitoring and implementation of the Domestic Violence Act.

 

· The Committee recommends that the Secretariat develop a long-term strategy to deal with the continuous backlogs in firearm licensing and renewals.

 

· The committee recommended that the Secretariat conduct comprehensive research on the implementation of Sector Policing by SAPS and the effectiveness thereof.

 

 

8.3 Additional information that must be submitted to the Committee

 

The following additional information should be provided by the Department of Police to the Committee before 26 April 2012:

 

· The Department should provide information on the number, type and distribution of vehicles which will be purchased in the 2012/13 financial year after receipt of the transversal contract for National Treasury.

 

· The Department must provide an Addendum to the IS/ICT Plan, including the timeframes, cost and locations for rollout as per identified projects in the Annual Performance Plan and Strategic Plan.

 

· The Department should provide an Addendum to the Five-year Infrastructure Plan indicating the start and end dates of building projects.

 

· The Department should provide a detailed report on all promotions made in the South African Police Service to the ranks of Lieutenant and Major.

 

· The Department is requested to provide a detailed report on the cost breakdown of VIP Protection Services, specifically remuneration costs.

 

· The Department should provide a detailed report on the operational structure and staff complement of Programme 4: Crime Intelligence, including the programme’s line item expenditure.

 

· The Department is requested to provide a written response on the criteria for accreditation of Forensic Science Laboratories, cost associated with the accreditation and realistic timeframes on when accreditation will be obtained.

 

In addition, the following information should be provided on completion of the process:

 

The Memorandum of Understanding (MOU) with the Department of Correctional Services

 

The following additional information should be provided by the Civilian Secretariat to the Committee before 26 April 2012:

 

· Implementation Plan for the monitoring of the Domestic Violence Act

 

*The Minister of Police should ensure that all of the above recommendations are implemented.

 

9. CONCLUSION

 

The Committee commended the Acting National Commissioner for General Lebaia’s presentation on Programme 3: Detectives Services which included recommendations made by the Committee on the previous budget hearing. This was done by including targets for conviction rates in Programme 3: Detective Services.

 

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 SAPS and Civilian Secretariat of the Police. This is done to ensure proper and effective functioning and compliance with the legislation and policies requirements.

 

The Portfolio Committee on Police supports the budget allocation of SAPS for 2012/13 and the 2012 MTEF and recommends that the Budget Vote 25 be adopted.

 

The Democratic Alliance abstained from voting.

 

Report to be considered