ATC131028: The Budgetary Review and Recommendation Report of the Portfolio Committee on Police, dated 24 October 2013

The Budgetary Review and Recommendation Report of the Portfolio Committee on Police, dated 24 October 2013.

The Portfolio Committee on Police, having considered the performance and submission to National Treasury for the medium term period of the Department of Police, reports as follows:

1. Introduction

1.1. Description of core functions of the Department

The core functions of the SAPS in terms of Section 205 (3) of the Constitution are 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.

The Civilian Secretariat for Police functions under the direction of the Minister of Police and has the responsibility for the development of policing policy in terms of section 208 of the Constitution. The Secretariat still receives its budget from the SAPS Vote.

1.2. Purpose of the BRR Report

The Money Bills Procedures and Related Matters Amendment Act (Act 9 of 2009) sets out the process that allow Parliament to make recommendations to the Minister of Finance to amend the budget of a national department. In October of each year, portfolio committees must compile Budgetary Review and Recommendation Reports (BRRR) that assess service delivery performance given available resources; evaluate the effective and efficient use and forward allocation of resources; and may make recommendations on the forward use of resources. The BRRR are also source documents for the Standing/Select Committees on Appropriations/Finance when they make recommendations to the Houses of Parliament on the Medium-Term Budget Policy Statement (MTBPS). The comprehensive review and analysis of the previous financial year’s performance, as well as performance to date, form part of this process.

1.3. Methodology in compiling the report

This Report has been compiled after meetings held with the Department from 8-11 October 2013 and the Secretariat on 15 October 2013.  During this period, the Department reported on performance in terms of its key programmes, as well as financial performance. . Forward looking resource requirement estimates for the MTEF were also presented.

To support this oversight, the Committee held meetings with civil society groups who work in the policing sphere on 8 October 2013 including the Institute for Security Studies (ISS), the South African Police Union (SAPU), and the Police and Civil Rights Union (POPCRU). These organisations presented to the Committee on their comments on the SAPS 2012/13 Annual Report.

In addition, the Committee was briefed by the Auditor-General of South Africa (AGSA) on the financial audit and key findings on the Department and its entities. A briefing was also provided by the Department for Performance Monitoring and Evaluation in the Presidency on the performance of the Department through its Management Performance Assessment Tool (MPAT) process.

The Committee also gathered information from its oversight visits to police stations in the following areas:

Table 1: Oversight visits to police stations

Date of visit	Police station	Province
23 -27 February 2012	•       Ohrigstad Police Station •       Sekhukhune  Police Station •       Burgersfort Police Station •       Mankweng  Police Station •       Polokwane  Police Station	Limpopo Province
26-30 March 2012	•       Mafikeng Police Station •       Itsoseng Police Station •       Stella Police Station •       Potchefstroom  Police Station •       Orkney Police Station	North West Province
24-27 July 2012	•       Pabalello •       Keimoes •       Upington •       Northern Cape IPID satellite office	Northern Cape Province
10 September 2013	•       Ganyesa Police station	North West Province

Other information used in the assessment of the service delivery and financial performance included:

·         Committee reports on the 2012/13 and 2013/14 budget hearings, strategic plans and annual reports and the Detective Dialogue Report.

·         The Auditor-General report on the use of consultants in the public service.

·         The Mid-Term review by the Department of Performance Monitoring and Evaluation.

·         Policy documents including the National Development Plan, the Development Indicators, and the Performance Indicators Report from the Presidency.

1.4. Structure of the Report

This Report comprises of two parts, in nine sections:

Part 1 contains the information on the Department of Police while Part 2 contains information on the Civilian Secretariat for Police.

Part A

•       Section 1: Introduction – sets out the mandate of the Committee, the purpose of this report (BRRR) and the process to develop this report.

•       Section 2: Provides an overview of the key relevant policy focus areas

•       Section 3: Provides an overview and summary of previous key financial and performance recommendations of Committee

•       Section 4: Provides a broad overview and assessment of financial performance of the Department for 2012/13

•       Section 5: Overview of service delivery and performance

•       Section 6: Key Committee findings

•       Section 7: Summarises key recommendations

•       Section 8: The Civilian Secretariat for Police

•       Section 9: Summarises the programme performance

•       Section 10: Summarises key findings for the Civilian Secretariat for Police.

PART A: DEPARTMENT OF POLICE

2. Overview of the key relevant policy focus areas

In the 2012 State of the Nation Address, the President noted that the fight against corruption must be intensified. In the 2013 State of the Nation Address, the President made clear his position that the Family Violence, Child Protection and Sexual Offences (FCS) Units should prioritise violence against women and children and gender based violence in particular. He also noted that police visibility should be increased and that the fight against corruption be intensified. Lastly, he noted that the Justice, Crime Prevention and Security (JCPS) Cluster should prioritise dealing with perpetrators of public violence at public protests.

The Minister’s 2012 budget speech also emphasised crimes against women and children and the establishment of 919 victim friendly facilities at police stations throughout the country. The fight against organised crime, drug crimes, precious metal thefts and endangered wildlife species were also emphasised as some of the key priorities.

The 2012 Medium Term Budget Policy Statement (MTBPS) gave effect to the need to increase the detection rate by recognising the importance of fighting crime, and reprioritised funds totalling R14 349 billion to the detectives and for the improvement of the forensic science capability during the 2013/14 financial year. This amount was to increase in the MTEF period to R15 121 billion during 2014/15 and R15 923 billion during the 2015/16 financial years. An amount of R153 billion rand was made available for the JCPS Cluster. This was in recognition of the urgent priority to give effect to the investigation of crime by the South African Police Service (SAPS). In the policy environment a clear recognition of the Government’s commitment to reducing serious levels of crime through improved policing is its investment in the SAPS budget which constitutes the largest part of the total Justice Crime Prevention and Security (JCPS) cluster.

In addition, the 2012 Development Indicators noted that, as reflected in the Victim of Crime Survey by Statistics South Africa (STATSSA), the perception of crime held by citizens is being better managed as fewer people (33.1%) felt that crime was increasing while 38% of households surveyed felt that violent crime has decreased. Another 28% felt that it had remained the same.

Lastly, the National Development Plan also provides an important context for the provision of public safety. The Plan argues for strengthening the Criminal Justice System, professionalising the police, demilitarizing the police, building safety through an integrated approach and building community participation in community safety. In this model, there is a clear recognition that policing is not the preserve of the police alone- there has to be alignment with the efforts of other government departments and the initiatives of the community safety centres and forums.

2.1        Outcome 3 of the Delivery Agreement

Outcome 3 of the Delivery Agreement states that “All people in South Africa are and feel safe” . In order to achieve the outcome, there are seven key outputs with defined indicators and targets that are required to ensure that Outcome 3 is attained.

The following table provides a summary of the selective indicators and targets for Outcome 3:

Table 2: Summary of selective indicators and targets for Outcome 3

Output/sub-output	2012/13 indicators and targets	2013/14 indicators and targets
Output 1 Reduced overall levels of serious crime, in particular, contact and trio crimes.	Overall Serious Crime: Reduction of the total number of serious crimes per annum • Contact Crime: Reduction of contact crimes reported • Trio Crimes: Reduction of trio crimes reported per annum	By 2014 reduce serious crime from 3,924 (1,910,847 crimes) to at least 3,366 per 100 000 people. By 2014 reduce contact crimes from 1,407 (685,185 crimes) to 930 per 100,000 people. By 2014 reduce trio crimes from 97,1 (47,273 crimes) to 67 per 100 000 people. (These figures are based on an estimated population of 48,687,300.)
Output 2 A more effective Criminal Justice System.	• To have finalised all internal disciplinary cases relating to corruption within an average of 3 months • To have convicted 170 JCPS personnel for offences related to corruption	Successfully convict 100 people by 2014 for corruption where the amount involved is more than R5 million
Output 3 Reduced corruption.
Output 4 Managed and improved perceptions of crime among the population.	The percentage of persons that reported crime of those who were victims of crime. (Annual survey of number of victims reporting crime). • The number of workshops and seminars with the community and the CSF (Community Safety Forum) on security awareness, crime prevention and effects of crime on the society. • Number of JCPS staff trained in serving victims in victim friendly manner.	•Increase number of Thuthuzela Care Centres (TCCs) from 20 to 40 by 2013/14. • Increase number of victims who attend parole hearings from 253 in 2010/11 to 1060 by 2013/14.
Output 5 South Africa’s borders effectively safe guarded and secured.	To have implemented Inter Agency Clearing Forum at the Borderline and Ports of entry by 2013 • To have deployed SANDF in the borders with Zimbabwe, Mozambique, Swaziland, Lesotho, Botswana and Namibia by 2013	• Border Management agency established by 2014
Output Integrity of identity and status of citizens and residents secured.	Cyber threat evaluated (by end of September 2012) • Cyber security baseline determined (by end of December 2012) • Number of SAPS persons trained in cybercrime • Number of cybercrime cases reported (baseline) • Conviction rate in cybercrime prosecutions - 74% • Number of cybercrime units and investigators in place country-wide • Number of inspectors appointed
Output 7 Secure cyber space.

2.2.       Overview of SAPS Strategic Plan and Annual Performance Plan

The SAPS 2012/3 Annual Performance Plan and the Strategic Plan (2010-2014) gives effect to the Justice, Crime Prevention and Security (JCPS) cluster Outcome 3: “All people are and feel safe” by making sure that it implements two broad goals:

·         Goal 1: Ensuring that all people in South Africa are and feel safe

·         Goal 2: Ensuring adequate availability of and access to SAPS service points

The Department identified the following priorities in its 2010-2014 Strategic Plan:

·         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.

A further three critical operational priorities included were the following:

·         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.

2.3 Ministerial Priorities

All of the priorities of SAPS are critical to the operational success of the SAPS, and in particular, its ability to substantively contribute to the Delivery Agreement by making sure that people are and feel safe. In addition to these priorities, the Minister developed the following priorities in 2011/12:

·         The effective transformation of the SA Police Service in terms of gender and race

·         Smarter policing through continued engagement with the Criminal Justice

·         System (CJS) revamp process including harmonization of the Information and Communication Technology (ICT) systems within the SAPS.

·         Increasing the pace of infrastructure development, especially in building police stations in formerly disadvantaged areas.

·         Strengthen Public Order Policing to ensure that human rights are protected at all times when policing community protests.

·         Continued attention must be given to the field of Crime Intelligence in order to better support detective services.

·         The 2013/14 financial year must ensure that the re-established FCS Units be strengthened and capacity further developed.

·         Recruitment must continue to focus on quality rather than quantity.

·         Training must be ongoing and relevant.

·         The management principle of command and control must be continuously emphasised and used by management at all levels.

·         The Rural Safety Strategy must continue to build on current stakeholder and community involvement.

3. Summary of previous key financial and performance recommendations of the Committee

3.1.       2012 BRRR Recommendations

In 2012, the Committee made the following recommendations in its BRR Report on performance of the SAPS for the 2011/12 financial year.

Performance related recommendations:

•       The SAPS strategy for combating crimes against women and children should include a ring-fenced budget and clear timeframes. The Regulations around the management of SAPS 13 exhibits and control of SAPS firearms should be strictly adhered to.

•        All targets should be costed and budgeted for. Following the adoption of the SAPS Anti-Corruption Strategy, the Department should report on resources required for implementation and monitoring and a breakdown of statistics of police members involved in corruption.

•       A target indicating the number of cases in which a conviction was as a direct result of involvement of Crime Intelligence should be included in the APP. The Department should prioritise filling the vacant posts at Crime Intelligence. The Committee will meet with its counterparts in the Joint Standing Committee on Intelligence (JSCI) to discuss the Committee’s concerns with regard to the secret fund and the performance of Crime Intelligence

•       Section 35 of the SAPS Act (terminations) should be dealt with strictly in terms of the spirit of the Act. Measures should be taken to improve management and control at station and cluster levels.

•       Prioritisation of building projects should be based on a scientific needs analysis. Deviations from prioritised lists should only occur under exceptional circumstances and all deviations should be reported to Parliament. Progress on delivery of basic services at station level should be reported back to Parliament.

Financial performance recommendations:

Funds for capital works and capacity projects: Improved spending in the Building environment, in particular with respect to earmarked funds, is crucial. It will be expected that improved systems and controls will now be reflected in improved spending and performance.  The Committee recommended that earmarked funds received from National Treasury for building projects should be allocated to individual projects/stations (instead of a blanket amount).

The Committee will call a joint meeting with the Portfolio Committee on Public Works to jointly identify measures to strengthen this relationship as the SAPS needs to play an increasingly proactive role in projects carried out by the Department of Public Works. The Committee should be consulted on the envisaged maintenance strategy of the Department and that prior to implementation, this strategy should be approved by the Committee.

Integrated Justice System (IJS) and Criminal Justice System (CJS) revamp funds: Poor spending, particularly of IJS earmarked funds is a problem as is the impact that this is having on delivery in the IJS environment.  The Committee recommended that all earmarked funds for IJS and CJS projects are only provided for particular projects/initiatives when these are accompanied with clearly assigned measurable deliverables, delineated budgets and roll-out plans and that a performance audit be done by the Auditor-General of South Africa (AGSA) on IJS and CJS projects across all CJS departments stretching a period of ten years.  The movement of funds between IJS projects by the IJS Board should be limited and the Committee supports the recommendations contained in the National Development Plan on implementation of the CJS Revamp.

Technology Management Services (TMS): The Committee recommended that an audit be done on all projects in the TMS environment and that those systems found to be dysfunctional or where irregularities have occurred, should be placed on hold until solutions can be found.

Spending on Goods and Services: The Committee recommended that the Department should ensure that tighter controls are put in place on spending on non-core items.

Anti-corruption units: The Committee recommended that funding is made available for the establishment of dedicated anti-corruption units throughout the Department to combat corruption at all levels. High level corruption cases could then be escalated to the Directorate for Priority Crimes Investigation (DPCI).

Directorate for Priority Crime Investigations (DPCI): It was recommended that the Head of this Directorate should ensure that adequate funds are allocated to the Directorate to perform its duties in the upcoming financial years. It was further recommended that a portion of Criminal Justice System (CJS) Revamp fund is made available to the DPCI to capacitate the growth and development of detectives, specifically in the cyber and commercial crime environment.

Response by Department and Minister of Finance:

The response of the Minister of Finance refers to the Public Finance Management Act (PFMA) in connection with the limit of virements and movement of funds, that although the funds are large, it still complies with the provisions of section 43 (2) of the PFMA, which allows for up to 8% of the budget, between programmes. It remains the intention to review such figures when the PFMA is reviewed in the longer term.

He also supported the recommendation that earmarked funds received from National Treasury for building projects should be allocated to individual projects/stations in order to ensure increased and improved oversight in the building environment. Clear start and completion dates should be reflected.

Another key recommendation supported by the Minister is that all earmarked funds for Integrated Justice Systems (IJS) and Criminal Justice Systems (CJS) Revamp projects are only provided for particular projects/initiatives when these are accompanied with clearly assigned measurable deliverables, delineated budgets and roll-out plans. Movement of funds between IJS projects and by the IJS Board should be limited.

Lastly he supported the recommendation that the Head of the Directorate Priority Crimes Investigation (DPCI) should ensure that adequate funds are allocated to the Directorate to perform its duties in upcoming financial years and that a portion of the CJS Revamp funds is made available.

3.2.       Committee Budget Report

Key concerns of the Committee included in the budget report of the Committee for the 2013/14 Vote included:

·         The SAPS materially underspent its 2012/13 budget by R232 million or spent 99.6% of its total budget. While this amount was down from its 2011/12 under-spending of R617 million, it remains a concern to the Committee.

·         The Committee is of the opinion that transfers from SAPS between programmes should be subject to a financial limit by National Treasury as the percentage amount of 8% still remains a large amount, in the light of the R67 billion rand budget of the SAPS.

·         One of the overriding concerns to the Treasury is whether the departmental budget is not too large in comparison with the allocation of other JCPS Cluster departments. The SAPS budget in the METF period moves up to R75, 853 billion in 2016/17.

·         The Department was requested to explain the significant reduction in the targeted police facility projects to be completed in 2012/13. The target of facilities to be completed in 2011/12 was thirty (30) projects, while in 2012/13 this figure is reduced to only eight (8) projects to be completed. (Of which only one project is the construction of a new police facility). This must be seen as a major concern and considered against the light of the increase infrastructure development stated as priorities by both the State President as well as the Minister of Police.

·         The target for IC/ICT performance is the same as the previous year at 70 % of IS/ICT annual funded projects to be completed. Considering the importance of IC/ICT in the SA Police Service, together with poor delivery on these projects in the past, the Department is requested to state what interventions have been made thus far to ensure the targeted performance.

·         Similarly, the rate of court ready case dockets for crimes against children younger than 18 years remain too low, the target of 25.66 % must be increased to ensure that vulnerable groups are and feel safe.

· Buildings and other fixed structures received a budget of R1.2 billion but has only spent R354 million (28.7 %) by the end of the third quarter.

·         The Department far exceeded its allocated budget for Biological assets (training of dogs). The item was allocated funding of R 235 000.00 for the 2011/12 financial year. In the first quarter, the department made a bulk purchase/payment of R1.5 million – resulting in a 639.6 % overspending.

·         The slow spending within Integrated Justice System Programme: Modernisation (IJS) showed very low expenditure of 30.3 % at the end of the third quarter.

4. Overview and assessment of financial performance

4.1. Overview of Vote allocation and spending (2009/10 2014/15) Table 3:
Programme	2009/10	2010/11	2011/12	2012/13			2013/14	2014/15
	Outcomes	Outcomes	Outcomes	Main	Adjusted	Outcomes	Estimates	Estimates
Administration	12 600 183	13 945 619	15 204 241	16 281134	15 933256	15 570 318	17 162 132	18 109 110
Visible Policing	23 458 044	25 799 892	27 268 276	28 684508	29 515129	29 527 056	31 105 431	33 029 470
Detective Services	8 449 175	10 120 060	11 960 602	13 159758	13 542924	13 693 650	14 072 523	14 874 444
Crime Intelligence	1 814 767	2 115 692	2 391 577	2 549 166	2 590 600	2 570 087	2 692 278	2 840 430
Protection and Security Services	1 340 303	1 548 437	1 725 841	1 810 793	1 806 780	1 795 482	1 888 979	1 999 530
Total	47 662 472	53 529 700	58 550 537	62 485359	63 388689	63,156,593	66 921343	70 847 984

4.2.       Financial performance 2012/13

The SAPS were allocated a main appropriation of R62, 485 billion at the start of the 2012/13 Financial Year (FY), which was adjusted upwards by R903.330 million during the adjustments period to R63, 388 billion. The Department spent 99.4% of its total allocation, leaving R232, 096 million unspent at year-end. The Administration Programme recorded an under-expenditure of 2.3%, while the Detective Service Programme overspent by 1.1% at the end of the period under review.

· Adjustments for 2012/13

The Adjusted Estimates of National Expenditure for the Department of Police totalled R63, 388 billion. This is an increase of R903.330 million on the main appropriation budget of R62, 485 billion during the 2012/13 year. This included a rollover for the Detective Services Programme of R200 565 million from the Machinery and equipment account for the implementation of Criminal Justice System Review projects. The Department also had an additional allocation for unforeseeable and unavoidable expenditure of R165.441 million for additional security arrangements for the staging of the 2013 African Cup of Nations football tournament. The other additional funds were for higher than expected salary adjustments.

The Administration Programme (Programme 1) shifted R267.330 million for the permanent appointment of security guards. An amount of R250 000 million was shifted from the Buildings and other fixtures sub-programme to Compensation of Employees in the Visible Policing Programme (Programme 2). The Committee notes that this amount together with R300 million which was reflected as savings, was unused. In addition, in Programme 2 an amount of R29.673 million was shifted to the Compensation of employees in the same programme.

In the Detectives Programme (Programme 3), an amount of R130 million was reprioritised from the Criminal Justice Sector revamp in the Goods and Services account towards the Compensation of employees in the Forensic Sciences Laboratory (FSL). In addition, R163.452 million was reprioritised towards the Compensation of employees for improved conditions of service.

The Protection and Security Services Programme (Programme 5) saw R4.013 million was shifted to Programme 1 for the Compensation of Employees for the permanent appointment of security guards. R3.830 million was reprioritised to Compensation of employees for improved conditions of service in the same Programme. As already indicated, there was a R300 million ‘saving’ in Programme 1, which amounted to unspent funds.

· Final total and programme expenditure.

Table 6: Departmental Expenditure for the 2012/13 FY

Programmes	Adjusted estimates R’000	Actual Expenditure R’000	Virements	% Spent March 2013	Variance
Administration	15 933 256	15 570 318	362 924	97.7%	2.3%
Visible Policing	29 515 129	29 527 056	(11 927)	100.0%	(0.0%)
Detectives	13 542 924	13 693 650	(382 808)	101%	(2.8%)
Crime Intelligence	2 590 600	2 570 087	20 513	99.2%	0.8%
Protection and Security Service	1 806 780	1 795 482	11 298	99.4%	0.6%
Total	63 388 689	63 156 593	0	99.6%	0.4%

Source: SAPS 2012/13 Annual Report

· Auditor General (AG) Report

The Department received an Unqualified Audit and the AG in his report on the Department noted the following on the attainment of Predetermined Objectives:

•       Positive incidents were reported, which should or should not have resulted in a case docket could not be verified,

•       Reaction time cannot be verified due to no systems in place,

•       Reported incidents relating to medium- to high-risk events cannot be verified due to incomplete information,

•       Successes with illicit drug and confiscated liquor cases reported could not be verified against adequate supporting documentation, and

•       Firearm applications could not be confirmed as the application forms were not available for audit.

The AG noted that the root cause for this has been poor leadership at station and provincial level and recommended that the Department should review the effectiveness of their Information Technology (IT) systems.   All levels within the Department should be made aware of the process flows and what needs to be complied with. Action should be taken to address poor performance. Other areas noted by the AG include the failure to use controls within the Crime Administration System and the reporting functionalities of the Electronic Firearm Registration System.

Other significant findings include the possible irregular expenditure identified during the audit of the use of consultants.  The AG explained that the TETRA contract was not taken off the irregular expenditure list until the investigation was finalised. The Nyala project was taken off the list as they managed to source the tax clearance certificate.

Fruitless and Wasteful Expenditure and Irregular Expenditure

The Department recorded a significant reduction in the category of Fruitless and Wasteful

Expenditure in 2012/13. The amount decreased from R850 thousand in 2011/2 to R94 thousand in 2012/13 (2010/11: R771 thousand). The Fruitless and Wasteful Expenditure in 2012/13, is mainly due to erroneous payments.

The AG identified possible fruitless and wasteful expenditure in the use of consultants in the Supply Chain Management (SCM) environment. These were the Tetra and Firearm Control system contracts which the Department entered into, but where the delivery was questionable. This matter is still under investigation.

The past financial year recorded a significant decrease in irregular expenditure . In the 2012/13 FY, the Department recorded irregular expenditure of R984 thousand compared to R1,183 million in 2011/12 and the R76,152 million recorded in the 2010/11 financial year. A total of R1,847 million (2011/12: R1, 980 million) is still awaiting condonation and is under investigation (the total amount is from the 2011/12 FY). A total amount of R3 682 million was condoned in the 2012/13 FY.

4.3 Financial performance 2013/14

First quarter spending 2013/14

The key spending patterns of the Department in the first quarter of 2013/14 are showing similar signs of slow spending as in the first quarter of 2012/13. The key features of the Department’s financial performance for the first quarter of 2013/14 include:

• Overall expenditure: The total expenditure at the end of June 2013 was R16.2 billion (or

23.8 %) of the R67.9 billion approved projection for the year as a whole. This is marginally below the approved drawings.

• Programmes: Slightly lower than planned expenditure occurred on Programmes: Administration and Crime Intelligence (21.2 % and 24.4 % against the target of

22.2 % and 24.6 %, respectively), while marginally higher than planned expenditure occurred on Programmes: Visible Policing, Detective Services and Protection

and Security Services with variances of R67.3 million, R79.2 million and R21.8 million against the approved projection respectively).

• Economic classification: At economic classification level, higher than planned expenditure occurred on Transfers and subsidies (31.2 % against the approved projection), while lower than planned expenditure occurred on Payments for capital assets (11 % against the main appropriation).

• Lowest spending: The lowest spending items were:

- Buildings and other fixed structures (10.8 %),

- Machinery and equipment (11.1 %), and

- Goods and services (19.5 %).

• Higher spending: Higher than planned expenditure occurred on items:

- Transfers to provinces and municipalities (26.9 %);

- Compensation of employees (25.7 %); and

- Transfers to households (31.9 %).

• Goods and services: In total, expenditure on goods and services was R2.7 billion (or 19.5 %) of the R13.8 billion appropriated for this item for the year as a whole. This means that the Department is behind the approved budget by R288 million (or 2.1 %). The main cost drivers in goods and services in terms of % spent that are above the projected spending were: catering, consultants, and inventory: fuel, oil and gas. The lowest spending items below the projected spending were: advertising, bursaries, communication, entertainment, inventory: food and food supplies, inventory: medical supplies and other supplies.

4.4.       2014/15 MTEF financial allocations

The Department has requested additional funding during the MTEF cycle and have made the following requests for 2014/15 financial year and the MTEF:

MTEF Allocations

Request	2014/15 R’000	2015/16 R’000	2016/17 R’000
Manage the national elections	204 540	_	_
Capacity of POPS Units	987 481	1 033 795	1 270 307
Grade progression Police Act Personnel Salary Dispensation Grading of jobs of PSA personnel	1 353 907 658 868 698 087	1 450 034 705 647 725 454	1 537 036 831 712 785 708
Carry through costs of salary adjustments	242 669	432 221	459 451
Total	4 145 542	4 347 151	4 884 214

Source: SAPS 2012/13 Annual Report

5.         OVERVIEW AND ASSESSMENT OF SERVICE DELIVERY PERFORMANCE

5.1        Programme Performance

Programme 1: Administration

The Administration Programme has as its measurable objective, the regulation of the overall management of the Department and provides centralised support services.

The table below indicates the budget allocation and expenditure for Programme 1 in 2012/13:

Administration

Adjusted Estimates R’000	Virement R’000	Final Appropriation R’000	Actual Expenditure R’000	Variance %
15 933 256	(362 924)	15 570 332	15 570 318	2.3%

Source: SAPS 2012/13 Annual Report

Programme 1: Administration received a final appropriation of R15, 570 billion in 2012/13 of which the Department realised an actual expenditure of R15, 570 318 which amounted to a 2.3% variance.

The Department achieved five out of seven targets with a score of 71.42% success.

The following table highlights performance of selected targets for 2012/13:

Administration Programme Performance

Performance Indicator	Baseline 2009/10	Actual 2011/12	Target 2012/13	Actual 2012/13
Percentage of personnel in terms of the approved  establishment	98,9% (190 199 ito the approved establishment	99,3% (193 892)	Maintain a minimum workforce of 98% ito the Approved establishment	TARGET ACHIEVED 99.46% (197 946)
Percentage of learners declared competent upon receiving their training ito the Training Provisioning Plan (TPP)	88,1% (231 205 members trained and 203 791 declared competent upon completion of training)	TARGET ACHIEVED 200 657 attended training and 180 900 (90, 2%) members were declared competent. 11 583 attended detective training courses.	Maintain 88% members will be declared competent upon completion of their training.	TARGET ACHIEVED 144 298 members attended training and 129 387 members were declared competent. The percentage of competent members in relation to the number of trained members was 90%.
Compensation expenditure vs. operational expenditure	71/29%	TARGET NOT ACHIEVED 73,2/26,8%	Maintain the expenditure ratio of not more than 73/27% for compensation/ operational expenditure	TARGET ACHIEVED 74/26% of compensation/ope rational expenditure (as amended in the adjusted estimates)
Percentage of firearms and bullet-resistant vests distributed	_	100% firearms (6 600) and bullet-resistant vests (9 628) planned for to be procured and distributed	100% firearms (6 600) and bullet-resistant vests (9 628) planned for to be procured and distributed	TARGET ACHIEVED 112.8% achieved. A total of 7 000 firearms were ordered. A total of 7 887 firearms were distributed from the SAPS Buffer stock. 113.4% achieved. A total of 11 593 bullet resistant vests were ordered. 13 147 vests were distributed from the SAPS buffer stock.
Vehicle to personnel ratio	A ratio of 4.61:1 personnel to vehicles	TARGET ACHIEVED Ratio at the end of March 2012 was 3.96:1 based in a total number of 50 360 active vehicles and a total number of 199 345 personnel members.	Maintain the ratio of 4.51:1 personnel to vehicles	TARGET ACHIEVED The ratio at the end of March 2013 was 3.83:1 based on a total number of 51 713 vehicles and a total number of 197 946 personnel.
Building Projects		TARGET ACHIEVED 72,7% police facility projects completed (16 from a total of 22)	95% of police facility projects completed	TARGET NOT ACHIEVED 37.5% overall completion (3 of the 8 projects are on target). 57.5% deviation from planned target.
Percentage planned development, sustainability and implementation of systems	-	TARGET NOT ACHIEVED An average of 54,5% IS/ICT annual funded projects completed in 2011/12.	70% of IS/ICT annual funded projects completed	TARGET NOT ACHIEVED An average of 61.25% of IS/ICT annual funded projects completed.

Source: SAPS 2012/13 Annual Report

The targets not achieved included:

· Police facilities - 95 % of police facility projects to be completed: The Department only managed to complete 37.5 % of the projects, which is an improvement compared to the 30,6 % achieved in 2011/12. This is a deviation of 57.5 % from the planned target.

· IS/ICT Projects - 70 % of IS/ICT annual funded projects to be completed: The Department only managed to complete an average of 61.25 % of IS/ICT funded projects, which is an improvement for the 54,5 % achieved in 2011/12. This is the second consecutive year that this target was not achieved.

In July 2013, the Department of Performance Monitoring and Evaluation published its Management Performance Assessment Tool (MPAT) Report. The Department’s cores in terms of the Report were as follows:

• Strategic Management: The Department meets all the legal criteria, but must put more effort in to move all performance to level 4. They scored above the national average in strategic planning, but maintained a level 3 score in monitoring and evaluation.

• Governance and Accountability: The Department received a score of 1.6 for governance and accountability, falling below the acceptable levels and not meeting the requirements. The performance areas of service delivery improvement, management structure, ethics and risk management all were non - compliant with regulatory or legal requirements.

• Human Resource and Systems Management: Human Resource Management received a score of 1.9 which made it non-compliant with legal and regulatory requirements. The elements of Human Resource Development planning and disciplinary case management were clearly non-compliance issues with the rest of the standard being partially compliant.

• Financial Management: The Department of Police scored itself fully complaint in all categories within Expenditure Management and partially compliant in Supply Chain Management (SCM). It received a score of 2.9 for financial management. The Department scored better than the JCPS cluster and is on par with the national departments.

The Department only scored an average of being fully compliant within the Strategic Management focus area and also scored above the national average in this area. However, the Department did not achieve the level of ‘working smartly’ in any of the focus areas of the MPAT.

Programme 2: Visible Policing

The purpose of the Visible Policing Programme is to enable stations to institute and preserve safety and security, and provide for specialised interventions and the policing of South Africa’s borders.

The table below indicates the budget allocated for Programme 2 in 2012/13:

Visible Policing

Adjusted Estimates R’000	Virement R’000	Final Appropriation R’000	Actual Expenditure R’000	Variance %
29 515 129	11 927	29 527 056	29 527 057	0%

Source: SAPS 2012/13 Annual Report

Programme 2: Visible Policing received a final appropriation of R29, 527 billion in 2012/13 and the Department realised an actual expenditure of R 29, 527 billion. This represents 100% spending on the programme. Although it was able to spend 100% of its budget, this did not translate into success in terms of programme performance.

The Programme successfully achieved a 68.42% (or 13 out of 19) of its predetermined targets.

The following table highlights performance on selective targets for 2012/13:

Visible Policing Performance

Performance Indicator	Baseline 2009/10	Actual 2011/12	Target 2012/13	Actual 2012/13
Number of serious crimes.	2 071 487	TARGET NOT ACHIEVED 0.8% decrease	Reduce by 2% to 1 989 456	TARGET NOT ACHIEVED Overall serious crime increased from 1 825 548 to 1 833 775. This is an increase of 0.5%
Number of contact crimes.	676 445	TARGET NOT ACHIEVED 2.3% decrease	Reduce by 4-7% (Between 588 412 and 552 211)	TARGET NOT ACHIEVED Overall contact crime decreased from 623 486 to 617 239. This is a decrease of 1.0%
Reduce the number of trio crimes by 4-7%	47 222	TARGET NOT ACHIEVED Overall trio-crimes increased from 42 183 to 42 192 reported crimes in 2011/12 compared to the same period in 2010/11. (0.02% increase)	Reduce the number of trio crimes by 4-7% (Between 38 876 and 36 484)	TARGET NOT ACHIEVED Overall trio-crimes increased from 42 129 to 44 317. This is an increase of 5%.
Number of stolen/lost firearms recovered in relation to the number of firearms reported stolen/robbed, including state owned firearms			Recover a minimum of 84.3%	TARGET ACHIEVED 12 892 stolen/lost firearms with serial numbers which could be linked to owners were recovered. This represents a recovery rate of 104.9% 495 SAPS firearms.
Number of stolen/robbed vehicles recovered in relation to the number of vehicles reported stolen/robbed			Recover a minimum of 46%	TARGET NOT ACHIEVED 30 132 stolen/robbed vehicles which could be identified by means of primary and secondary identifiers, were recovered in relation to 67 020 vehicles that was reported stolen/robbed. This represents a recovery rate of 45%.
Illicit drugs by 3%	179 716kg cannabis	TARGET ACHIEVED	Target originally omitted and reinstated. Increase by 3% to: - Cannabis: 95 213kg Mandrax tablets: 300 107 - Cocaine: 77kg - Crystal Meth (Tik-Tik): 347 860kg - Whoonga: 5 861kg	OVERALL TARGET ACHIEVED - Cannabis: +100 968,207kg - Mandrax tablets: 191 355 - Cocaine: +68.56kg - Crystal Meth (Tik-Tik): +175.86kg - Whoonga: +40,362kg kg - Nyaope: Baseline on 46.827kg AGSA MADE A MATERIAL FINDING IN THAT 24% OF SUCCESS ACHIEVED COULD NOT BE MEASURED.
Liquor by 10%	1 524 584lt	TARGET NOT ACHIEVED 1 096 694,944lt	Target omitted and reinstated. Increase by 3% to 1 293 465	TARGET ACHIEVED 1 824 865,851 lt AGSA MADE A MATERIAL FINDING AS IN 34% OF THE SUCCESS RATE COULD NOT BE MEASURED.
Number of escape incidents from police custody	602	TARGET NOT ACHIEVED 810 escapes	Decrease by 50%	TARGET NOT ACHIEVED Escape incidents decreased from 810 escapes during 2011/12 to 716 escapes in 2012/13, which is a decrease of 11.6%
Percentage applications for firearm licenses, permits, authorisation, competency certificates and renewals finalised.		TARGET NOT ACHIEVED	90% of applications finalised	TARGET ACHIEVED 127.4% (292 292) from a total of 229 463) applications were finalised (206 150 or 89.8% received during 2012/13 and 86 142 of 37.6% received prior to 2012/13. THE AGSA MADE A MATERIAL FINDING IN THAT 44% OF THE APPLICATIONS WERE NOT AVAILABLE FOR AUDITING.
Police reaction time to Alpha, Bravo and Charlie Complaints	New indicator In 2012/13	New indicator in 2012/13	Alpha complaints reaction time maintained at 19:05 minutes on average Bravo complaints reaction time maintained at 24:33 minutes on average Charlie complaints reaction time maintained at 21:45 minutes on average	TARGET ACHIEVED Alpha: 18:46 min. Bravo: 22.28 min Charlie: 20.46 min THE AGSA MADE A MATERIAL FINDING ON THIS TARGET, AS THE SAPS DOES NOT HAVE A SYSTEM IN PLACE TO CONFIRM THE RELIABILITY
Sub –programme: Border Security
Percentage of crime-related hits reacted to as a result of Movement Control System screening on wanted persons/circulated stolen or robbed vehicles	3 812 planned crime prevention and combating operations conducted	TARGET ACHIEVED 4 430 planned crime prevention and combating actions in 2011/12	Maintain 100% reaction to hits (persons) Maintain 100% reaction to hits (vehicles	TARGET ACHIEVED Reacted to 100% crime-related hits as a result of Movement Control System screenings on 3 435 wanted persons. TARGET ACHIEVED Reacted to 100% crime-related hits as a result of Movement Control System screenings on 3 331 circulated stolen or robbed vehicles.
Specialised Interventions
Percentage of medium to high risk incidents policed in relation to requests received	99%	TARGET ACHIEVED 100% (14 096) incidents were attended to and stabilized	National Intervention Unit =100% Special Task Force = 100% Public Order Police Unit = 100%	TARGET ACHIEVED (3 160 incidents) TARGET ACHIEVED (203 requests) TARGET ACHIEVED (1 882 unrest related and 10 517 peaceful incidents) AGSA MADE A MATERIAL FINDING IN TERMS OF THE RELIABILITY OF INFORMATION
Percentage of safe delivery of valuable and or dangerous cargo in relation to the number of cargo protection provided	100% protection provided without security breaches	TARGET ACHIEVED 100% safe delivery (protection was provided to 221 cargos)	100% protection provided without security breaches	TARGET ACHIEVED Protection was provided to 169 cargos with no security breaches.

Source: SAPS 2012/13 Annual Report

The Programme failed to reduce the number of escapes, while also not reducing serious crime, contact crime and trio crimes. It also did not establish the 980 police stations with Victim Friendly Rooms (VFRS). By the end of March 2013, the Department established 919 VFRS which was less than the 925 established at the end of March 2012.

The Auditor-General also made a number of findings relating to lack of reliability of information on targets in the Visible Policing Programme which cast doubt on the reliability of achievements:

•       Reaction times to Alpha, Bravo and Charlie complaints could not be verified

•       24% of illicit drug seizure successes and 34% of liquor confiscated could not be verified

•       44% of firearm applications could not be confirmed

•       14% of reported incidents relating to medium to high risk events could not be verified due to incomplete information

Programme 3: Detective Services

The purpose of the Detective Services Programme is to enable the investigative work of the SAPS, including providing support to investigators in terms of forensic evidence and the Criminal Records Centre.

The table below indicates the budget allocated for Programme 3 in 2012/13

Detectives

Adjusted Estimates R’000	Virement R’000	Final Appropriation R’000	Actual Expenditure R’000	Variance %
13 542 924	382 808	13 925 732	13 693 650	2.8%

Source: SAPS 2012/13 Annual Report

Programme 3: Detective Services received a final appropriation of R13, 925 billion in 2012/13, of which the Department realised an actual expenditure of R13, 693 billion which represents a variance of 2.8% on the allocated budget. An amount of R200, 565 million was rolled over to the Machinery and Equipment account for the implementation of projects related to the Criminal Justice Review programme.

The Programme set a total of 24 targets for 2012/13 financial year and achieved 19 which gave the programme a 79.16% success rate.

The following table highlights performance on selective targets for 2012/13:

Performance Indicator	Baseline 2009/10	Actual 2011/12	Target 2012/13	Actual 2012/13
Sub-programme: Crime Investigation
Detection rate for serious crime 46,16%	(1 108 674)	TARGET ACHIEVED 53.41% (1 134 355)	Detection rate increase by 2% to 55% (1 066 859)	TARGET NOT ACHIEVED 54.19% (1 145 978)
Percentage of court ready case dockets for serious crime	-	TARGET ACHIEVED 48.17% (249 879)	Increase by 3% to 36.84% (165 429)	TARGET ACHIEVED 61.31% (369 204)
Conviction rate for serious crimes	New Indicator	Conviction rate increased by 0.30% to 88.50% (312 208)	Conviction rate increase by 0.30% to 88.50% (312 208)	TARGET NOT ACHIEVED 88.24% (352 513)
Detection rate for contact crimes	59,62%	TARGET ACHIEVED 60.66% (449 575)	Detection rate maintain at 60% (406 621)	TARGET ACHIEVED 62.09% (434 409)
Percentage of court ready case dockets for contact crimes	-	TARGET ACHIEVED 50,23% (109 702)	Court ready case dockets increase by 2% to 37,24% (74 112)	TARGET ACHIEVED 61.83% (124 305)
Conviction rate for contact crimes	New indicator	Increased from 78.70% to 75.34% (0.29%)	Conviction rate increase by 1% to 75,34% (81 019)	TARGET ACHIEVED 79.60% (92 022)
Detection rate for trio crimes	14,31% (10 841)	TARGET ACHIEVED 20,98% (12 602)	Detection rate increase by 5% to 23% (11 671)	TARGET ACHIEVED 23.02% (11 671)
Percentage of court ready case dockets for trio crimes	-	TARGET ACHIEVED 56,69% (8 395)	Court ready case dockets maintained at 43,74%	TARGET ACHIEVED 67.06% (11 069)
Conviction rate for trio-crimes	New Indicator	New Indicator	Conviction rate increase by 0.5% to 71.02% (1 825)	TARGET ACHIEVED 71.68% (3 146)
Detection rate for crimes against women (18 years and above).	71,92% (162 833)	TARGET ACHIEVED 75,76% (158 870)	Detection rate increase by 0.5% to 72.5% (161 518)	TARGET NOT ACHIEVED 68.47% (151 115) 4.03% deviation from the target.
Conviction rate for crimes against women (18 years and above).	New Indicator	New Indicator	Conviction rate increase by 0.50% to 73.51% (29 869)	TARGET ACHIEVED 83.18% (32 457)
Detection rate for crimes against children (under 18 years).	66,27% (45 006)	TARGET ACHIEVED 69,71% (45 186)	Detection rate maintained at 77.42%	TARGET NOT ACHIEVED 70.94% (42 822) 6.48% deviation from set target
Conviction rate for crimes against children (under 18 years).	New Indicator	New Indicator	Conviction rate increase by 0.50% to 70.54% (10 260)	TARGET ACHIEVED 75.98% (9 814)
Sub-programme: Specialised Interventions
Percentage of court ready case dockets for fraud and corruption by individuals within the JCPS Cluster	-	TARGET ACHIEVED 35,4%	3% increase in the baseline determined for 2011/12	TARGET ACHIEVED 63.46
Detection rate for serious commercial crime related charges	37%	TARGET ACHIEVED 65,2%	50% detection rate	TARGET ACHIEVED 86.1% (36.1% more than planned target)
Number of serious commercial crime related cases investigate where officials are involved in procurement fraud and corruption related cases		TARGET ACHIEVED 57 cases Investigated	50 cases Investigated	TARGET ACHIEVED 89 cases (39 cases more than planned target)
Sub-programme: Forensic Science Laboratory
Percentage of case exhibits (entries) processed within 28 working days	86% (189 569 from a total of 220 429)	TARGET NOT ACHIEVED 77,39% (248 202 from a total of 320 729)	92% of case exhibits (entries) processed by FSL within 28 working days	TARGET NOT ACHIEVED 57.6% (230 854 from a total of 400 284) exhibits processed within 28 workings days. (34.4% deviation from the planned target)

Source: SAPS 2012/13 Annual Report

The detection and conviction rates for serious crimes were not achieved. The Committee is concerned about the poor performance and failure to meet targets to increase the detection rates for crimes against women (18yrs and older) as well as that for children. Another concern remains the timeliness of processing by the Forensic Science Laboratories and the expected renewed backlog as a result of the new DNA legislation. The targets for Court ready case dockets in all categories were exceeded.

Programme 4: Crime Intelligence

The purpose of the Crime Intelligence (CI) Programme is to manage crime intelligence and analyse crime information, and provide technical support for investigations and crime prevention operations.

The table below indicates the budget allocated for Programme 4 in 2012/13:

Crime Intelligence

Adjusted Estimates R’000	Virement R’000	Final Appropriation R’000	Actual Expenditure R’000	Variance %
2 590 600	(20 513)	2 570 087	2 570 087	0.8%

Source: SAPS 2012/13 Annual Report

Programme 4: Crime Intelligence received a final appropriation of R2, 570 billion and realised an actual expenditure of R 2, 570 billion. It spent 100% of its allocated funds.

The Programme set a total of 3 targets for 2012/13 financial year and achieved both of these targets which gave the programme a 100% success rate.

The following table highlights performance on selective targets for 2012/13:

Crime Intelligence Performance

Performance Indicator	Baseline 2009/10	Actual 2011/12	Target 2012/13	Actual 2012/13
Sub-programme: Crime Intelligence Operations
Number of network operations resulting from intelligence files	24 368	TARGET ACHIEVED A total of 49019 network operations were conducted in 2011/12	28 145	TARGET ACHIEVED 37 188 network operations were conducted (This is 9 043 more operations than the planned target).
Sub-programme: Intelligence and Information Management
Number of crime intelligence products relating to: Operational analysis reports Strategic analysis reports	234 231	TARGET ACHIEVED - Operational analysis reports: 353 628 - Profiles: 110 033 - Intelligence analysis reports: 137 228 - Communication analysis reports: 15 388 - Communication interception analysis reports: 8 299 - Station and cluster crime threat analysis: 82 680 - Strategic analysis reports: 281 904 - Statistical reports: 281 886 - Research reports: 18	Operational Analysis 256 181 17 Research Report 120 Statistical reports	TARGET ACHIEVED Operational Analysis reports: 311 807 19 Research reports (2 more than the planned target) 132 Statistical Reports (12 more than the planned target)

Source: SAPS 2012/13 Annual Report

While this Programme achieved its targets, the targets themselves are questionable as has been noted by the Committee for the last few years.  The Committee is concerned that the attainment of targets in this Programme, do not translate to effective police detection of crime, especially violent crime and crimes against women and children. Another key concern remains the fact that violent protests appear to be increasing throughout the country and often local municipalities and the Department appear to be reactive to the demands of protestors.

The Committee is also concerned about the 16% vacancy rate in the Programme which reduces the capacity of the programme to keep up with the demands of other Programmes in terms of intelligence support.

Programme 5: Protection and Security Services

The purpose of the Protection and Security Services Programme is to provide protection and security services to all identified dignitaries and government interests.

The table below indicates the budget allocated for Programme 5 in 2012/13:

Protection and Security Services

Adjusted Estimates R’000	Virement R’000	Final Appropriation R’000	Actual Expenditure R’000	Variance %
1 806 780	(11 298)	1 795 482	1 795 482	0.6%

Source: SAPS 2012/13 Annual Report

Programme 5: Protection and Security Services received a final appropriation of R1,795 billion in 2012/13 and realised an actual expenditure of R1, 795 billion at the end of the financial year 2012/13.

The Department set itself 4 targets and achieved only 2 which gave it a 50% success rate.

The following table highlights performance on selective targets for 2012/13:

Protection and Security Services Performance

Performance Indicator	Baseline 2009/10	Actual 2011/12	Target 2012/13	Actual 2012/13
Sub-programme: VIP Protection Services
Percentage of security provided in relation to security breaches	100% protection provided without breaches.	TARGET NOT ACHIEVED 99,99%	100% protection provided without security breaches	TARGET ACHIEVED 100% (99 802 movements without any security breach) protection provided.
Sub-programme: Static and Mobile Security
Percentage of security provided in relation to security breaches	98,98% protection provided with 13 security breaches	TARGET NOT ACHIEVED 99,99%	100% protection provided without security breaches	TARGET NOT ACHIEVED 99.98% (98 728 protection operations with six security breaches) protection provided.
Sub-programme: Government Security Regulator
Percentage of identified strategic installations audited	75% (157 from 207)	TARGET ACHIEVED 61% (138 of 227)	50% Strategic Installations audited (124 from a total of 248)	TARGET ACHIEVED 51.2% Strategic Installations audited (127 from a total of 248)
Percentage of National Key Points evaluated	83,3% (130 from 156)	TARGET ACHIEVED 98% (171 of 175)	100% NKPs evaluated (182)	TARGET NOT ACHIEVED 96.2% NKPs evaluated (175 from a total of 182).
Percentage of advisory reports compiled in relation to requests received.	88% (321 from 365)	TARGET ACHIEVED 99% (146 of 147)	Achievement omitted in 2012/13 APP	Achievement omitted in 2012/13 AR

Source: SAPS 2012/13 Annual Report

The following targets were not achieved:

• Percentage of security provided in relation to security breaches. Six security breaches occurred during the 2012/13 FY.
• The target to evaluate 50% of National Key Points was not achieved (175 from a total of 182). Thus, six (6) National Key Points were not evaluated as planned during the 2012/13 financial year.

A key concern to the Committee was the fact that the programme managers were unable to confirm how many members had renewed security clearances.

5.2        Other service delivery findings

· Submissions by stakeholders

Some of the stakeholders who met with the Committee on 8 October 2013 raised a number of issues emanating from the Department’s Annual Report. They included the Department of Performance Monitoring and Evaluation in the Presidency, the Auditor-General, POCRU, SAPU and the Institute for Security Studies. These stakeholders noted their key concerns about the Department’s Annual Report and it included the following:

The Institute for Security Studies reported that they were happy that the report includes strategies to overcome weakness and that the report was comprehensive. They raised the fact that the report contained little or virtually no information of the work of the Police Inspectorate and that should be rectified as it dealing with complaints against the police is an important process. The ISS also raised their misgivings about the calculation of the crime statistics and noted that they found that the crime ratios were higher if they used the same population base and not the mid-year population estimates. They get a difference of 2.8% in the crime stats and they want to consider setting up a reference group to discuss this matter as crime statistics are not the preserve of the police alone.

POPCRU noted that the structure of the national office has been changed. They were concerned about the manner it announced, but the welcomed the changes. They noted that there should be restructuring and redesign of the structures of policing and wanted the cluster commanders to be dissolved and the accountability of the station commanders to be increased.

Another concern was the corruption in the Department and noted that bullet proof vests were lying in head office. They also noted that there should be equitable redistribution of resources and equipment.

SAPU supported the views of POPCRU, but noted that they had not been consulted about the management restructuring process. They reported that organised crime was being allowed to flourish, especially harvesting of rhino horns. They also noted their unhappiness with the appointment of the Divisional commissioner of Technology Management without advertising the post.

• Oversight visit reports- summary of key service delivery issues.

During its oversight visits, the Committee observed many challenges at police stations. These issues ranged from the lack of the ability of some police stations to fully comply with the prescripts of the Domestic Violence Act and the Child Justice Act. It was quite clear to the Committee as a result of its extensive visits to stations, that there is a leadership challenge at some local stations. In visits to the Paballelo Police station in the Northern Cape, the Committee found that there were insufficient vehicles at the station; the stations had no instructions as to how to comply with the Child Justice Act; a lack of gender balance in the personnel.

6.         COMMITTEE KEY FINDINGS: DePARTMENT OF POLICE

Technical issues

The Committee expressed its concern about the fact that the format for the Annual report was changed without is permission. Members had extreme difficulty reading the report and looking for tables that were not included in the report.

The Committee also noted that it expected a separate section to focus on the Directorate of Priority Crimes Investigation in the report, but this was absent. The Department was asked to issue and erratum notice to Parliament with all the changes.

The Committee also asked for a definitions section to be included to define concepts such as police actions in understanding the difference between police actions and crime prevention.

Governance and operational issues

The Committee is of the opinion that despite it being a very large organisation with over 197 000 employees, the SAPS is reasonably efficient as far as financial accountability is concerned. The Department has managed to perform within its set targets and have managed its governance processes in financial management well. The Committee is of the opinion that other areas of governance require attention as indicated in the MPAT score cards from the Department of Performance Monitoring and Evaluation. The Report has identified the following weaknesses in the Department:

•       Service Delivery Improvement Mechanisms

•       Functionality of Management Structures

•       Assessment of Policies and Systems to ensure Professional Ethics

•       Assessment of Internal Audit Arrangements

•       Assessment of Risk Management Arrangements

•       Human Resource Development Planning

•       Management of Disciplinary Cases

The attainment of targets must be subject to rigorous evaluation by oversight bodies such as the Portfolio Committee.

Service delivery performance

One of the Committees great concerns relates to how well the Department manages its delivery of services to all the people of the country. A concern was expressed in the Committee that the levels of brutality of police members appear to have increased when the IPID statistics are considered. Professionalism of approach and command and control was raised as reasons for increasing disciplinary problems within the discipline environment.

The Committee noted that the SAPS faired reasonably well against its predetermined objectives. In the administration programme, the SAPS achieved 71.42% of its predetermined targets (5 out of 7 targets).

The Detective Services Programme successfully achieved 79.16% of its predetermined targets (19 from a total of 24 targets). Of great concern is the poor performance and failure to

meet the target to increase the detection rates for crimes against women (18 years and older) as well as that for children (18 years and younger).

The Crime Intelligence Programme successfully achieved 100% of its predetermined targets (3 from a total of 3). However, the lack of measurable targets in this environment has been a concern of the Committee in the last couple of years. The Programme also exceeded two targets, which although commendable, should be questioned in the light of a 16% vacancy rate in the environment.

The Protection and Security Services Programme achieved half of its predetermined targets (2 from a total of 4).

Despite its qualified audit status, the Department has performed admirably on some of its   programmes. However, as indicated earlier, the setting of smart targets is important if the Department is to make considerable progress on many of its shortcomings. The fact that Crime Intelligence for instance has so few targets is of concern and the attainment of 100% on its targets despite the problems with the Division and its leadership is indicative of the challenges faced by the Department.

Financial performance including funding proposals

The following are the key observations of the Committee with regard to the financial performance of the Department for 2012/13 and the future funding proposals:

Under-expenditure: The Department recorded an under-spending on the allocated budget of R232 million, or 0.4% of its budget. It utilised 98.6% of its budget and the bulk of the under-spending was in the Administration Programme. The Committee expressed concern about a ‘savings’ of R300 million that was declared on infrastructural projects. The Auditor General indicated in his report that the monies were unspent and not ‘saved’. The Department rolled over an amount of R200.565 million from the Detective Services Programme to the Machinery and equipment account for the implementation of projects related to the Criminal Justice Review Programme.

Between the declared savings of R300 million and the R250 million virement made on Buildings and other fixed structures , a total amount of R550 million was not spent on this item in the 2012/13 financial year. This was of particular concern to the Committee because of the backlog in the building process.  Another R130 million was reprioritised of funds from the Criminal Justice Sector revamp in the Goods and Services account towards Compensation of employees for the appointment of additional personnel in FSL.

Irregular Expenditure : The Committee noted its appreciation that the irregular expenditure is continuously decreasing. The past financial year recorded a significant decrease in irregular expenditure. In the 2012/13 FY, the Department had irregular expenditure of R984 thousand compared to R1,183 million in 2011/12 and the R76,152 million recorded in the 2010/11 financial year.

Fruitless and wasteful expenditure : The Committee noted that the Auditor General’s findings on fruitless and wasteful expenditure has decreased to R 94 000 in 2012/13 from R850 000 in 2011/12 . The Committee congratulated the SAPS on the reduction.

Contingent Liabilities : The Committee expressed its concern about the Contingent Liabilities account and questioned the legal fees paid out by the Department to Consultants. This was the subject of the Auditor General inquiry and report and the Committee was concerned with the amounts of monies paid out to victims of police actions. In terms of the IPID report, the number of cases of police brutality has increased and this is bound to have an impact on the Contingent Liability Fund. The Committee noted that the brutality of undisciplined members is an indication of the poor levels of command and control by the management over the members.

In terms of Claims against the Department, the liability increased from R14,844 billion in 2011/12 to R18, 447 billion in 2012/13 (24.47% increase). The Amount paid increased from R105, 9 million in 2011/12 to R187, 132 million in 2012/13 (2010/11: R85, 6 million). Of these the largest amounts were paid to claims for Police action (R128, 017 million), Shooting incidents (R23, 988 million) and Vehicle accidents (R17, 874 million).

The Department responded by noting that the total recorded by the Department for Contingent Liabilities increased by 18 % in 2012/13 compared to the previous financial year. The Department reported a Contingent liability of R24.373 billion in 2012/13 compared to the R20,5 billion in the 2011/12 FY and R16,6 billion in 2010/11. The Sanlam Middestad Building remains as a Contingent liability of R611, 692 million similar to the 2010/11 financial year.

Semi-official funds: The Committee expressed an opinion on the semi-official funds in SAPS and notes that one of the funds is being used in the process of building a police university. The Committee expresses its concern about the state of the semi-official fund(s) in SAPS and requests that SAPS management reviews its Standing Orders and Regulations with respect to the auditing of such funds.

2014/15 MTEF financial allocations

Request for additional funds: The Department had requested additional funds of R4.1 million for the 2014/15 financial year. The Committee noted that the management of the 2014 elections and the capacitation of the POPS units are important requests for SAPS to continue its work. The pay progression of staff requires attention and the Committee supports the request. The Committee is of the opinion that the carry through costs of salary adjustments must be re-examined by the SAPS in deciding how these adjustments take effect. The Committee requires further information before supporting such a request.

6.1.       Summary of reporting requests

Summary of the Department’s reporting requirements

The following table provides a summary of the additional information requested from the Department during the hearings and other reporting requirements.

Reporting matter

Action required

Timeframe

Programme 1: Administration and Financial Statements
Sick leave turnaround strategy and analysis of sick leave in all divisions as well as the state of wellness in the organisation	Written report	Before Annual Performance Plan for 2014/15 is presented to the PCOP. Date to be determined.
The turnaround strategy for the Police Inspectorate	Briefing	Date to be determined
The Minister to promulgate the disciplinary code agreed to with the Unions	Written	Date to be determined
A detailed report from the Inspectorate on the compliance of staff with submitting declarations on their involvement in business	Written report	30 November 2013
Detailed breakdown of all disciplinary cases, types of cases together with the ranks of police officers involved in such cases	Written report	30 November 2013
Provision of a list of courts linked to the e-docket system throughout the country	Written report	30 November 2013
A quarterly report on the implementation of e-dockets.	Written report	30 November 2013
The format of the Annual Report to revert to its original format in the next reporting cycle	Written report	30 October 2013
A detailed report on the semi-official funds in SAPS, its financial strength, compliance with standing orders and auditing reports of such funds.	Written report	30 October 2013
A full report on what the National Criminal Asset Recovery account was spent on.	Written report	March 2014
A full report on TETRA	Written Report	30 October 2013
A full report on the management of the TMS environment	Written report	30 October 2013
A full report on the Morpho Touch /Mass ID system and reasons for its discontinuation, costs etc	Written report	30 October 2013
Programme 2: Visible Policing
Reporting matter	Action required	Timeframe
Create a section on definitions in the Annual Report to explain all definitions such as crime prevention, police actions etc.	Written report	October 2014
Check for the non-inclusion of the table on lost/stolen SAPS firearms in the Annual Report	Written Report	30 October 2013
Submit an erratum notice to Parliament on the errors and omissions in the Annual Report	Written Report	30 October 2013
Provide a copy of the MOU with the Department of Correctional Services and progress with detainee management in holding cells	Written report	30 October 2013
Provide a report on the management of SAP 13 Stores and the Regulations and standing orders with respect to the management of firearms, numbers in such stores, ballistic tests and average times such weapons are held in stores.	Written report	30 October 2013
SAPS to investigate the uniforms and provision of blue lights environment and report on the management strategy to deal with it.	Written report	30 October 2013
Provide details of cases dealt with in the case of 1206 officers found guilty of aiding escapes	Written report	30 October 2013
Provide details of the redefined roles of Cluster Commanders and management performance measures.	Written report	30 October 2013
Licence renewals and the strategy for managing it	Written report	30 November 2013
A detailed report on the management of vehicle pounds in SAPS	Written report	30 November 2013
A detailed report on the roles and functions of deputy station commanders	Written report	30 October 2013
SAPS to arrange a meeting with academics on the dispute around the crime statistics	Written report	30 November 2013
A detailed report from the Western Cape Province on the contribution of gangs to the crime statistics	Written Report	30 October 2013
Ensure that the DPCI reports as a separate programme in the next Annual Report	Written Report	30 October 2014
The minimum requirements for Sector Policing	Written Report	30 October 2013
Programme 3: Detective Services
Detailed report on lost/stolen case dockets, including the circumstances under which these were lost/stolen	Written report	30 November 2012
Detailed breakdown of vehicles allocated to each stock-theft unit per province and station.	Written report	30 November 2012
Full breakdown of Stock-Theft Units as a total, as well as per province and per station. Include the ideal number and on what feasibility studies for the establishment of a stock-theft unit is based.	Written report	30 November 2012
Progress report on the Memorandum of Understanding between the SAPS and the Film and Publication Board of South Africa on Child Pornography.	Written report	26 October 2012
Progress report on implementation of the Criminal Law (Forensic Procedures) Act, in terms of appointment of DFOs.	Written report	30 November 2012
Detailed report on the location of the 338 Detective Service Centres already established and the criteria is for the establishment of a Detective Service Centre.	Written report	30 November 2012
Progress report on the signing of MOUs with relevant role-players (departments of Home Affairs and Correctional Service and Transport) pertaining to the implementation of the Criminal Law (Forensic Procedures) Act (Fingerprint Act), together with progress on the development of the SOPs for the implementation of the Act.	Written report	30 November 2012
Programme 4: Crime Intelligence
High expenditure on vehicle maintenance (R37 million).	Written report	19 October 2012
Detailed report on the capacitating of ground coverers (part of Restructuring strategy).	Briefing	March 2013 Date to be determined – PCOP Strategic Planning Workshop
Programme 5: VIP Protection and Security Services
None	-	-
Civilian Secretariat for Police
Detailed staffing pan for the remaining 34 posts of the new organisational structure of the Secretariat.	Written report	19 October 2012
Detailed report on progress made in training of staff	Written report	19 October 2012
Detailed report on the number of bursaries awarded to staff, including the pass rates achieved in courses, the duration of courses and number of staff continuing.	Written report	19 October 2012
Implementation plan for the establishments of Provincial Secretariats	Written report	19 October 2012
Details on the establishment of Community Policing Forums (CPFs) and Community Security Forums (CFSs)	Briefing	Date to be determined
Progress report on the revised Reservist Policy	Written report	19 October 2012
Compliance Reports on the DVA	Written report	30 October 2012
Report on the compliance to the implementation of recommendations to the IPID and SAPS made by the Secretariat	Written report	19 October 2012
Audit outcomes	Written report	20 November 2013

7.         Recommendations

The following budgetary recommendations are made in terms of 2013/14 financial year:

2014/15 allocation: The Committee has raised the need for proper and quality controls to the SAPS Budget. The Committee requested figures for the 2014/15 allocation and that the carry through costs of the salary adjustments should be taken on an advisory basis and the Committee is of the opinion that the carry through costs of salary adjustments must be re-examined by the SAPS in deciding how these adjustments taken effect. The Committee requires further information before supporting such a request.

Funds for Capital Works

The Committee is concerned that SAPS continues to build on its own. These buildings have taken a longer time than those built by the Department of Public Works and Administration. In addition, money is being moved from the building account and this is causing delays with the station buildings process. The Committee was dissatisfied with the building process and the length of time it takes to complete projects. The Committee recommends that funds should be made available per station project and that improved financial controls and reporting be in place for this purpose.

Integrated Justice System and Criminal Justice Revamp Funds

The Committee registered its concern that many of the intended projects with the links to stations such as the e-docket system have not shown the required results despite huge financial investments in the project. The Committee recommends that the Department’s management make available the necessary systems for ensuring the completion of the projects and the link to courts.

The Committee is further of the opinion and recommends that the project manager for the IJS/CJS project provides a regular quarterly report on the progress of all projects.

Supply Chain Management

The Committee recommends that in view of the findings of the Auditor General, supply chain management must be tightly managed to prevent weakening of the controls which saw tenders being extended without the necessary service level agreements in place. The SCM environment should therefore tighten up on internal controls and the committee recommends that SCM not enter into any SLA without one of the SAPS legal department staff members examining every contract.

Technology Management Services

The Committee has registered its discontent with  the TMS environment and was concerned about the continued investigation into the TETRA project. The Committee recommends that the project is finalised within the next three months to prevent an escalation of costs and that the National Commissioner oversees its progress.

Resource Allocation Guide

The Committee recommends that the RAG report should be compiled together with research conducted by the Secretariat without delay. The findings of the research should provide input into the finalisation of the RAG.

SAP 13 Stores

The SAP 13 stores are a cause for concern and the Committee recommends that a detailed report on how management controls will be improved be availed to the Committee.

Police Inspectorate

The Committee recognised the work of the Police Inspectorate and noted the absence of reporting in the Annual Report. The Committee recommends that the Inspectorate reports on its turnaround strategy and how it intends to influence and affect discipline in the Department.

Police Firearms

The Committee notes that the Annual Report does not contain a report on missing police firearms. The Committee recommends that a full report on lost / stolen police firearms is availed to it.

The following performance related recommendations include:

Administration

Organisation changes: The Committee recommends that the Committee is appraised of all organisational and structural changes in the command structure of SAPS prior to it being announced in the media. Such announcements should also be made to SAPS personnel.

The Committee recommends the better management of sick and incapacity leave.

The 2012 SAPS Disciplinary Regulations must be finalised and implemented as a matter of urgency.

The Committee recommends that there should be Quarterly report on progress made       on the implementation of e-dockets

The Committee commends the Department for using Pocketbooks, but recommends       that it be inspected during oversight visits of all SAPS Members.

The Committee recommends that SAPS should include feedback on previous     concerns raised by the Committee during engagements.

The Department must submit an erratum on the Annual Report to the Minister to be tabled in Parliament

Programme 2: Visible Policing

It is recommended that the provisions of the Child Justice Act and the Domestic Violence Act be fully implemented at station level and that SAPS is fully resourced to implement such provisions. All stations should be fully equipped to implement the Acts.

It is recommended that all stations are equipped to implement the provisions of the Criminal Law (Forensic Procedures) Amendment Act.

Reliability of Information It is recommended in view of the Auditor General’s finding that the management of information captured on the CAS system should be become a performance measure for police officers at station level to improve their efficiency. The reliability of information should not be compromised as a result.

Detective Service

It is recommended that all detectives be trained in the DNA legislation and the taking of buccal samples.

It is also recommended that a full report on lost/stolen dockets be made available. Lastly, it is recommended that the e-docket system link at the 185 stations be linked to courts within the last quarter of the 2013/14 financial year.

Crime Intelligence

It is recommended that the targets for crime intelligence be revised and made to follow the SMART principles.

It is also recommended that the capacity of crime Intelligence be enhanced with the filling of all outstanding vacant posts within the 2013/14 financial year.

VIP Protection and Security

It is recommended that all security personnel immediately be vetted for security clearance in the interests of national security.

8. PART B: THE CIVILIAN SECRETARIAT FOR POLICE

The Secretariat derives its mandate from the Constitution and the Civilian Secretariat for Police Service Act No 2 of 2011. Section 208 of the Constitution states that a Civilian Secretariat for the Police should be established by national legislation to function under the direction of the Minister of Police and under the Civilian Secretariat for Police Service Act, the Secretariat will become a designated department with the Secretary for Police as the Accounting Officer in April 2014 and until then, was still functioning as a cost centre under the Administration Programme (Programme 1) of the SAPS in 2012/13.

8.1       Strategic Objectives

The Secretariat identified the following strategic objectives for 2011/12:

•       To provide quality, timeous evidenced-based strategic research and policy advice to the Minister.

•       To play an activist and interventionist role with regard to civilian oversight of the Police. To develop and contribute to a global view on police practices and methodologies.

•       To develop and build strategic partnerships in the fight against crime.

•       To strengthen the national dialogue and relationships on safety and crime prevention.

•       To initiate policy driven legislation on policing and security matters.

•       To perform any other functions as may be determined by the Minister.

The Civilian Secretariat for Police act has seen a number of legislative changes with respect to its responsibilities during 2012/13. These include:

•       The Civilian Secretariat Act places the responsibility of monitoring the implementation of the Domestic Violence Act (DVA) by SAPS, with the Secretariat. The Secretariat assumed full responsibility for this during the 2012/13 FY.

•       The IPID Act which was passed in 2011 and came into operation in 2012/13, transforming 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 2013/14. The review of the SAPS Act was to be the legislation priority for 2013/14, but was replaced by the Criminal Law (Forensic Procedures) Amendment Bill, 2013.

•       During the 2012/13 FY, amendments were made to the SAPS Act to establish the Directorate for Priority Crime Investigations (DPCI), which places a responsibility on the Secretariat with regard to supporting the Judge who will be appointed to consider complaints against the DPCI.

8.2        Financial performance in 2012/13

According to the 2012/13 Secretariat Annual Report presented to the Committee, the Secretariat requested a budget of R63, 267 and received a final allocation of R63, 423 million during the 2012/13 financial year. The actual under-expenditure amounted to R20, 008 million (or 33%) under-spend of its budget. The operational budget was R17, 927 million while R45, 496 million was designated for its personnel budget. In January 2013, an amount of R3.5 million was returned to the SAPS because of a delay in an IT project.

The biggest contributor to the underspent portion of the Personnel budget was the fact that the secretariat was unable to fill a substantial part of its allocated posts on its staff establishment. The under-spending of the Secretariat amounted to significant under-spending. The Legislation Programme recorded the biggest under-spending of 33% followed by Corporate Services of 32%.

The largest expenditure was in the office of the Secretary that received a 12% increase in the 2012/13 financial year followed by the Monitoring and Evaluation programme which received a 42% increase.

Unauthorised, fruitless and wasteful expenditure

The Secretariat did not record any spending in these categories of expenditure.

Budget Allocation for 2012/13

The Civilian Secretariat for Police (CSP) requested R63, 267 million for the 2012/13 FY, and was allocated R63,423 million. Of this amount, R3, 5 million was expended back to SAPS (from the operational budget), which left the CSP with an adjusted budget allocation of R59, 923 million. The CSP realised a significant under-spending at year end (67% of its total budget). Of its operational budget, the CSP recorded an expenditure of 81%, which left R2, 717 million unspent and only realised a 62% expenditure on its total personnel budget, which left a total of R17, 291 million unspent. In total, the CSP left R20, 008 million (33%) of its total budget unspent at year-end. This is a significant increase from the R9, 838 million under-expenditure of the previous financial year (2011/12).

Spending in the 1st Quarter 2013/14

The Secretariat recorded a significant under-expenditure during the first quarter of 2013/14 financial year with its Legislation programme which spent R97 000 (7%) of its budget and   the Monitoring and Evaluation programme which spent R497 000 (6%) of its budget. This   total spend amounted to the Secretariat spending only 19% of its budget in the 1st quarter. This is significantly below the 25% benchmark set by Treasury. The Secretariat has a vacancy rate of 25% and it has filled 86 out of 118 allocated posts.

Spending in the 2nd Quarter 2013/14

Spending patterns for the budget during the second quarter has not improved and reflect under-spending of 38%. The Monitoring and Evaluation programme spent 14% of its budget for the second quarter, while Legislation spent 31% of its budget. The policy and legislation has overspent on its budget with 90% of spending accounted for. The Committee noted that under-spending is expected to continue in these two programmes and was concerned about the management steps being taken to rectify it.

Financial needs for 2013/14

The Secretariat is allocated R82, 823 million according to the medium term baseline allocations. The revised budget grows to R84 8786 in 2013/14 with adjustments and expands to R84 839 million during 2014/15, R90, 769 million during 2015/16 and R95, 538 during 2016/17.

9.         Performance per Programme

The Secretariat consists of five key programmes and has achieved the majority of its targets set out for 2012/13. In the Administration programme, it achieved 37 out of 45 targets giving it a success rate of 82.2%. In the Partnership programme, it did not fare well attaining only 5 out of 13 targets giving it a score of 38.4%. The Policy and Research programme attained 15 out of 24 targets giving it a score of 62.5% which was not desirable. The Legislation programme attained 3 out of six targets giving it a 50% score on its predetermined targets, which is not desirable. Lastly, the Monitoring and Evaluation programme also did not fare well attaining only 15 out of 29 predetermined targets. This gives it a score of 51.7% and this   does not augur well for the Secretariat.

Some of the most noticeable targets not achieved per programme include:

Secretariat Performance

Programme	Target	Reasons for Variance
Administration	Effective communication and alignment with provinces	No reason provided
	% Persal function implemented:	Still a cost centre of SAPS
	Workshop on Code of Conduct	Public Service Commission postponed the planned workshops on several occasions. The Secretariat also postponed due to waiting for complete appointments in all vacancies.
	% advertised posts filled within agreed timeframe	100% of all vacant posts were advertised though suitable candidates were not found
	% Implementation of new organisational structure	No reason provided.
	% Operational SCM system in accordance with Public Service systems	Interviews have been held for key positions in SCM. 100% operational systems were not achieved.
	Review and sanitise supplier process and database for procurement	Still using SAPS Database while compiling their own. The process of having their own database still will happen before the end of the next financial year
Partnerships	Launch of anti-crime campaign	Concept document produced, stakeholders consulted
	Number of facilitation forums established in provinces for roll out of CSF’s	Two provinces have not established facilitation forums
	Number of monitoring reports on the roll out of CSF’s	An additional report was prepared for the JPCS Cluster
	Number of agreements in place with NWG, DevCom, Prov. Secretariats, SALGA on CSF roll out	Consultation with SALGA not Completed
	Number of workshops facilitated with NWG, DevCom and provincial secretariats	Collective workshops held.
	Number of established working relationships with communities on crime prevention initiatives	Systems were put in place to ensure proper follow up with regard to public engagement
	Number of provinces implementing CPF guidelines	One province deviating
	Rural safety strategy implemented	Agri-SA and FAWU participated in an engagement process to monitor the strategy.
Policy and Research	Number of engagements with reference groups established by the Secretary	Bilateral were held on various projects rather than larger forums
	Identify and develop policy of specific areas referred to in the White Paper on Safety and Security	Green Paper on Policing only finalised in the fourth quarter.
	Research documents on the use of technology in the SAPS	Ongoing work on Use of force draft Policy
	Research to compliment M&E RAG findings	RAG still under review.
	Research into areas to be addressed in the SAPS Act	White Paper deadline extended
	% Historical research being done by SAPS or external role player (rework)	Work in progress
Legislation	Shared service agreement with SAPS approved and implemented	No reason provided
	Legislation on the review of SAPS Act tabled before Parliament	Pending finalisation of White Paper
Monitoring and Evaluation	Number of Consolidated Station Monitoring Reports.	A management decision was taken to consolidate this report into the National Trends Analysis Reports.
	Number of Budget and Expenditure Review Reports	No reason provided
	Number of DVA audit reports	DVA audits were only conducted in the second quarter of the FY as the first quarter was dedicated to build the capacity as a provincial level.
	Number of DVA compliance reports to Parliament	The second report is still in a draft format and will be tabled in Parliament upon approval by the Minister of Police.
	Number of monitoring reports on policy directives	One report was produced on Public Order Policing. The second report will be compiled once the Marikana Inquiry had been completed.
	Number of Reference group meetings convened	Unavailability of members but a dialogue of all women’s groups with SAPS planned.
	Number of complaints management system review reports	The initial phases of the process involved the establishment of an effective complaints management system and reports are only now being generated after the establishment of the system
	Number of reports on the implementation of recommendations (IPID, AG, SCOPA and Parliament)	The Secretariat requested more detail on the actual recommendations made by IPID and the details on the recommendations took some time to be generated by IPID.
	M&E Frameworks finalised and approved	The draft framework has been consulted with the Presidency. Inputs received indicate that the organisation needs to undertake further research in order to inform the development of the framework appropriately.

Source: Civilian Secretariat for Police 2012/13 Annual Report

9.1        COMMITTEE KEY FINDINGS: CIVILIAN SECRETARIAT FOR POLICE

The Committee thanked the Secretariat for its report and noted that even though it’s not a designated department, it is still participating in the Annual report process.

Staff establishment

The Secretariat has not been able to fill its outstanding posts on its staff establishment despite having advertised the posts and arranging interviews. It said  that it has not been able to find suitable individuals to fit the posts. The Committee took a dim view of this and noted that the Secretariat has been unable to spend its budget as a result. The staff establishment has been coming on for the second year in a row and was raised previously with the Secretariat. The Secretariat once again noted that the suitability of the candidates was a challenge and that they will fast track this process.

Designated Department

The Committee was of the opinion that with its under-spending patterns, the Secretariat was not displaying the signs that it may be ready to become a designated department by the deadline in April 2014. The Committee was concerned that the performance of Secretariat was being made dependent on the fact that it still operates as a cost centre of SAPS. If it is to become a designated Department, then it cannot be too dependent of the SAPS. It has to independently start setting processes in motion to attain its objectives and predetermined objectives.

Financial Management

The Committee again questioned the ability of the Secretariat to manage its finances effectively. This, in view of its material under-spending of its budget by 33% and the fact that it returned R3.5 million to SAPS for the development of a monitoring tool the second year in a row. The Committee made it abundantly clear that the Secretariat has to become more determined in attaining its objectives when engaging with National Treasury and the Department of Public Service and Administration on its staff establishment. The Secretariat is in the process of setting up its own supply chain management database, separate from that of the SAPS.

Development of Community Safety Forums and Community Police Forums

The Committee was not impressed with the slow progress of the implementation of community safety forums throughout the country. It noted that the question of community police forums has also not got finality with respect to policy development around the funding model for CPF’s.

Predetermined Targets

The Secretariat only managed to attain 75 out of 117 predetermined targets. The Committee was concerned that the Secretariat can fast follow the manner of other departments such as the IPID if it did not immediately give it attention. The Secretariat must demonstrate its independence through its ability to deliver timeously on its targets.

10.        RECOMMENDATIONS: CIVILIAN SECRETARIAT FOR POLICE

Programme 1: Administration

•        The under-expenditure of the Secretariat’s budget was of major concern to the Committee. The Committee was not satisfied with the explanations received and has suggested that the secretariat provide quarterly reports on its finances to the Committee. The committee was of the opinion that very little has improved from the previous financial year.

•        The Committee was concerned about the delay in its legislative programme and felt that the Secretariat has directly contributed to the state of affairs by not being able to capacitate itself with staff and resources in order to deliver the necessary policy and legislative processes. Staff appointments must be made in order for the Secretariat to function at optimum levels.

•        The Committee also noted that as far as supply chain management was concerned, the Secretariat could not justify its non performance and its dependence on the SAPS systems. The fact that it has not developed its own IT systems was of major concern to the Committee because it will mean that the Secretariat will not be able to fulfill its mandate with respect to monitoring and evaluation and policy development.

Programme 2: Partnerships

• Community Police Forums: The Committee expressed its concern with this programme with respect to the implementation of community police forums and the resourcing of such structures throughout the country. To date, no clear policy exists on the financial model for the CPF’s and this is causing provinces to make their own arrangements. It causes confusion and creates opportunities for division when this happens.

• Community Safety Forums: The Committee expressed its unhappiness with the slow pace of implementation of these structures. The Secretariat reported that it had already rolled out 44 CSF’s and they were asked to provide details on where and in which provinces these CSF’s are functioning. There are no targets for the establishment of CSF’s and the Secretariat was asked to provide such targets in the following quarterly reports. The Committee felt that the pace was much too slow for the CSF’s to make a considerable impact and that it had to be speeded up. It was pointed out that there are about 360 district municipalities and that the figure provided is low. In addition, only seven of the nine provinces had CSF’s with the two set to begin rollout in 2013/14.

•       The Committee requested detailed reports on the policy on CPF’s; a detailed list of where CPF’s exist; the number of CPF’s in good standing; timelines for the implementation of CSF’s and the final policy of CSF’s.

• Rural Safety Strategy: The Committee was unhappy with the fact that the Rural Safety Strategy did not appear to be effective and asked that the Secretariat evaluate its effectiveness. The Committee asked for a report on the blockages with the implementation of the strategy.

Programme 3: Policy and Research

• Police Inspectorate: The Committee noted its unhappiness with the delays in the development of policies and research required around the role, functions and efficacy of the Police Inspectorate. Very little has been mentioned on the work of the Inspectorate and the Committee wanted a full report on the issues identified. The Committee wanted to know what the Secretariat knew of the SAPS environment

• Resource and Allocation Guide: The Committee was concerned that there is very little progress on the research into the guide. The Secretariat was encouraged to undertake their own research and to produce a report that will influence the outcomes of the RAG before SAPS publishes it.

• Research into the SAPS IT systems: The Committee expressed its disapproval of the fact that no report has been forthcoming on the IT environment in SAPS. This is one of the big risks facing the SAPS and the Secretariat had provided a report on it. The Secretariat responded that a preliminary report is available, but that they were waiting on the outcome of the Marikana Commission of Inquiry. The Committee requested the Secretariat to immediately commence such research and make available its report and not wait for the outcome of the Marikana Commission of Inquiry.

• Gang Violence: The Committee requested a report on the contribution of gang violence to murder and violent crime statistics.

Programme 4: Legislation

• Staffing: The Committee raised its concerns about the fact there had been no considerable progress with the legislation that is supposed to be placed before it. In particular, the review of the SAPS Act and the White Paper process. The Secretariat responded by indicating that the legislative drafting was a scarce skill and that they had not been able to find people to do this. Although the programme is awaiting the finalisation of the White Paper, diagnostic workshops have already taken place to go through the Act and check which parts of the SAPS Act required amendments. Currently, the programme functions with one individual. The Secretariat was told to speed up the process of appointing a legislative drafter. It was pointed out that the failure to redraft the SAPS Act was the biggest weakness of the Secretariat, but that it had become a Committee priority.

• PSIRA Bill: The Committee expressed its disapproval of the fact that the PSIRA Bill was coming at the end of a legislative programme. The Committee noted that the Bill was in fact drafted by the PSIRA and not the Secretariat as noted in the Annual Report.

• Firearms Control Amendment Act: The Committee registered its disapproval of the fact that the Secretariat had in fact missed the deadline to bring the amended Bill to the Committee.

Programme 5: Monitoring and Evaluation

• Programme Under-spending: The Committee noted its disapproval   of the fact that that the programme had materially underspent its budget. The Programme did not implement the Integrated Monitoring System, despite the fact that it is required in order for the monitoring of SAPS to be effective.  There had been no notable progress for three years. The Committee advised the Secretariat to go out on open tender to secure the process. The Secretariat responded that it was on open tender previously and that there will be a bid specification committee meeting at the end of November. The briefing session is to be held on 1 March 2014.

• Litigation Review reports: The Committee expressed its unhappiness with the fact that litigation management review report has not been produced. This was considered serious because the litigation claims against the SAPS were escalating.

• Monitoring of the Child Justice Act: The Committee expressed its concerns with the implementation of the Child Justice Act at station level and wanted the Secretariat to start monitoring its implementation.

• Station Audits: The Committee noted that the Secretariat was busy with station audits as they implemented 429 station oversight visits. It became clear that the majority of these oversight visits were conducted by the provinces and the Committee was concerned about the quality of the reports generated and the time spent at stations.

11.        Conclusion

The Department of Police must be congratulated on the improvement of its performance and budget management. The Committee is of the opinion that the findings of the Auditor- General should be closely implemented. It is clear that the Department will face even more significant challenges with crowd management as the 2014 elections approaches. The fact that the SAPS have started dealing with criminality in its own ranks must be applauded and the Committee encourages and supports the continued investigation by the National Management of such criminality.

The integrity management processes put in place to check educational qualifications can only stand the Department in good stead at a later stage.

The Committee acknowledges the role that SAPS plays in protecting the lives of ordinary citizens and notes that a sharper more effective organisation can only help poor people defend themselves against criminals.

It is requested that the Minister of Police ensures the implementation of all of the above recommendations.

The Committee wishes to thank all members of the Committee who have assisted in compiling this report through performing their duties in the Committee and all the staff of the Committee.

Report to be considered.