ATC140711: Report of the Portfolio Committee on Police on Budget Vote 25: Police (2014/15), dated 11 July 2014
Police
Report of the Portfolio
Committee on Police on Budget Vote 25: Police (2014/15), dated 11 July 2014
The Committee examined the Budget Vote of the Police
(Vote 25) for the 2014/15 financial year, as well as the projections of the
Medium-Term Expenditure Framework (MTEF) for 2014/15, which were included in
the Estimates of National Expenditure (ENE) 2014. The budget was examined in
conjunction with Departments Strategic Plan 2011-2015 and the Annual
Performance Plan 2014/15. The Committee reports as follows:
1.
INTRODUCTION
1.1
Structure
The Report provides an overview of the 2013/14 Budget
Hearings of the Department of Police and Civilian Secretariat for Police, and
is divided into two parts, the first consisting of the 2014/15 Budget hearings
of the South African Police Service (SAPS) and the second, consisting of the
2013/14 Budget hearings of the Civilian Secretariat for Police.
PART A:
SOUTH AFRICAN POLICE SERVICE SAPS
·
Section 1: Introduction. This
section provides an introduction to this report as well as a summary of
meetings held during the hearings.
·
Section 2: Summary of
stakeholder concerns. This section summarises the preparatory meetings held
with key stakeholders, including the South African Police Union (SAPU), and the
Institute for Security Studies (ISS).
·
Section 3: Strategic Priorities
of the Department of Police for the 2014/15 financial year. This section
highlights the strategic focus areas for the Department of Police for the year
under review.
·
Section 4: SAPS Budget and
Performance targets for 2014/15. This section provides an overall analysis of
the budget allocations, spending priorities, current and capital expenditure,
additional allocations and earmarked funding of the Department of Police for
the 2014/15 financial year. This section also provides a programme analysis of
the Department.
·
Section 5: Committee
observations: SAPS. This section provides selected observations made by the
Portfolio Committee on Police in general, on the annual performance targets and
programme specific issues during the 2014/15 budget hearings and subsequent
responses by the Department of Police; and
·
Section 6: Recommendations. This
section summarises the recommendations made by the Portfolio Committee on
Police.
PART B: CIVILIAN SECRETARIAT FOR
POLICE (CSP)
·
Section 7: Civilian Secretariat
for Police: This section provides an overall analysis of the strategic focus
areas and budget allocation for the Civilian Secretariat for Police for the
2013/14 financial year;
·
Section 8: Committee
Observations: Civilian Secretariat for Police (CSP). This section provides
observations made by the Committee on the budget, annual performance targets
and budget allocations of the Secretariat during the 2013/14 budget hearings.
·
Section 9: Recommendations and
additional information. This section summarises the recommendations made by the
Portfolio Committee on Police regarding the Civilian Secretariat for Police.
·
Section 10: Conclusion. This
section provides a conclusion to this report.
1.2
Meetings held
In preparation for meetings with the Department of
Police, the Portfolio Committee on Police held preparatory hearings on 2 July
2014 and the following submissions were received:
·
The South African Police Union
(SAPU); and
·
Institute for Security Studies
(ISS).
The Committee also extended an invitation to the
Police and Prisons Civil Rights Union (POPCRU), which invitation was accepted,
but the union did not attend, nor did they provide a written submission.
In addition, an overview of the budget for the 2014/15
financial year was provided by the Research Unit of Parliament and a sector
analysis of by the Committee Content Adviser on 2 July 2014.
The Committee received the following briefings from
the Department of Police and the Civilian Secretariat of Police:
·
The Department of Police:
Briefing on the Strategic and Annual Performance Plan and 2014/15 Budget Vote
25 (2, 3 and 4 July 2014).
·
The Civilian Secretariat of
Police Briefing on Annual Performance Plan for 2014/5 financial year on 8 July 2014.
The Civilian Secretariat of Police became a designated Department by still
received their 2014/15 budget from the SAPS which was made as a transfer
payment. Their separate vote will be reflected in the 2015/16 Estimates of
National Expenditure.
·
A total of five meetings were
held in which the budgets and annual plans were discussed:
PART A:
SOUTH AFRICAN POLICE SERVICE (SAPS)
2.
SUMMARY OF STAKEHOLDER CONCERNS
The stakeholders involved in the
policing environment raised the following concerns in the preparatory meetings:
2.1
South African Police Union (SAPU)
The South African Police Union
raised the following general issues regarding policing in relation to the 2014/15
SAPS Budget:
2.1.1
Cooperation
·
SAPU
noted that the SAPS remained a closed system that did not share information
easily. They wanted the SAPS management to become transparent in their
responses. SAPU was happy that the issues that they had raised with the
Committee in the past had not fallen off the agenda as far as the police was
concerned.
2.1.2
Human Resources
·
Human
resources and the management thereof remained a problem and continue to impact
negatively on the welfare of police officers. The associated stress facing
police officers has led to an increase in police suicides and the management
need to give attention to this.
·
Police
officers with the ranks of captain, lieutenant and colonel
have not been graded for the past 12 years
and this remained a concern. It also affected those colonels who are
responsible for the investigations of specialised crimes. SAPU indicated that a
budget was allocated for this purpose for over 6000 constables, but that
nothing has come of it.
2.1.3
Specialised
Units
·
SAPU
wanted the SAPS to continue establishing specialised units as there was a great
need for it. Specific teams were required to deal with specialised crimes and
police officers investigating such crimes needed to undergo specialised
training. SAPU noted that when there were high profile cases, the national
management established task teams. There were opening and closing dates for the
existence of such task teams and that made the establishment of such
specialised units more urgent.
·
SAPS
must re-establish the anti-corruption units.
2.1.4
Crime
Intelligence
·
The
fight against crime should be driven from reports generated from the Crime Intelligence
Division. Currently it is not the case that SAPS is fighting crime with reports
from crime intelligence. It also does not stop criminals from committing crimes
and the SAPS must do more to integrate the work of crime intelligence in their
general approach to crime fighting.
·
The
Crime Intelligence structures have been collapsed into the Protection and Security
Services from a design point of view. The problem with this approach was that
it brought together covert intelligence with uniformed police officers. SAPU
questioned whether such an approach would work.
2.1.5
Resource
Allocation Guide (RAG)
·
The
allocation of human and material resources to stations is urgent and the
Resource Allocation Guide (RAG) did not take into account the use and
maintenance of vehicles. SAPU noted that there were 52 vehicles that were not
maintained and that it causes a major problem because it was not replaced when
it broke down. There were concerns about the fact that SAPS could soon see the
depletion of some of its vehicles before the budget is approved.
2.1.6
Public
Order Policing Units (POP)
·
The
Centralisation of the Public Order Policing (POP) units continues to hamstring
the responses of police to service delivery protests. POPs units were disbanded
by the former National Commissioner in 2006 without SAPS having embarked on any
major work-study process. Violent service delivery protests affected the
country from 2008 and the POP units were inadequate. A major problem is that
the management decided to centralise the 4000 members of the POP unit.
·
In
addition according to research conducted by SAPU, the numerical strength of the
POP unit should be 10 000 members strong. The big concern was whether the
police would be able to respond if protests all over the country become
violent. SAPU noted that SAPS relied on 8 persons to police crowds of over 250
people.
·
There
was an urgent need for SAPS to decentralise the POPs unit and establish contact
points in the provinces.
2.1.7
Top
Management Establishment
·
SAPU
was concerned about the management structure and redesign. The process for
redesigning the top management was a matter for consultation and the new
structure and establishment is shaped like a rocket. SAPU noted its concerns that
the structure is hierarchical and the management ranks has swelled from 30 to
34 people.
2.2
Institute for Security Studies
(ISS)
The ISS made the following
general comments during the 2014/15 SAPS Budget hearings:
·
Budget increases and SAPS Effectiveness
: ISS
noted that the SAPS budget increased by 213% in the last 12 years; 68 000
new posts were established over the last 6 years; 20 million people and 7.8
million vehicles have been respectively been searched; and 1.5 million people
were arrested. Despite the fact that SAPS was well resourced, the numbers of
people being prosecuted is declining.
·
Integrated Planning
with JCPS departments:
The SAPS therefore needs to work much more
closely with other parts of the criminal justice cluster as it is clear that they
still plan alone and this do not have the desired effect. The SAPS must involve
the Department of Correctional Services and the National Prosecutions Authority
(NPA) in its planning processes if it wants to be more effective.
·
Mass arrests:
ISS believed that the approach
of SAPS to engage in mass arrest is ineffective because it leads to an increase
in petty crime. This was based on research in other countries which found that
such mass arrests leads to distrust in the police, and the use of force facilitated
alienation which in turn led to resistance of the police.
·
SAPS impact on crime:
Crime has peaked in South
Africa during 2002/2003 and since then it has steadily declined. Over the last
two years however, the total crime rate has increased again and the movement
has been from violent to property crimes. While crime has shown a decrease
during the 2010 FIFA World Cup, the serious most violent crime has now also
increased. There are smaller groups of people committing crime, but have a
greater impact on the total crime picture. SAPS should be telling the Committee
what they are going to do to reduce violent crime.
·
Rewarding good Police officers:
SAPS
must also deal with public legitimacy and trust in the police. Criminal cases
against members of SAPS must be lodged with the Independent Police
Investigative Directorate (IPID).
·
Police brutality and illegal arrests:
The
civil claims against SAPS have shown a 142% increase in the last four years
since 2010/11. Illegal arrests have cost SAPS R18, 5 billion rand in the
process. ISS indicated that it was civil litigation as a result of brutality
and illegal arrest that drove police reform in the United States. ISS reported
that of the 2756 cases referred to the National Prosecution Authority (NPA),
only 129 (5%) ended in convictions.
·
Professionalism:
A positive professional ethos
was required for SAPS and professionalism must be rewarded. One in three
disciplinary hearings ended with no sanction and this leads to impunity on the
part of police officers who transgress disciplinary codes. In addition, the
disciplinary systems for senior officers in the police are not equal with what
is meted out to junior police officers. This does affects the institutional
culture of the Service.
·
Killing of Police officers:
The attacks and killing on police officers
have declined to 76 officers killed in the course of their duties. The
situation in the Western Cape however has shown an increase in police killings
and the Committee should examine what the reasons for this are. There is a need
to work collaboratively between the community, police and civil society to
reduce the killings.
·
Crime statistics:
The crime ratios during the
last financial year were calculated using the incorrect census figures. The SAPS
used the 2011/12 check census data as a basis to calculate the crime ratios
which had the effect of lowering the crime statistics. When the real base year
is used, the statistics show a real increase in the crime statistics and
affects the crime statistics in the provinces even more badly with higher real
increases than claimed by SAPS.
In the
Western Cape for instance, the murder rate shows a 9.7% increase in the
figures. SAPS management is on record that they would meet with academics and
civil society organisations working with the crime statistics, but to date
nothing has happened.
An investigation
is needed into how such a statistical error was made, despite the fact that it
was pointed out to the SAPS. The SAPS needs to release crime statistics more
regularly in a formal structure together with universities.
·
Murder rates
: SAPS compares favourably to
other countries in Africa and South America when it comes to murder rates. SAPS
are known for having some of the best investigators in the world and their
skills are sought after. The appointment of a South African to head the police
force in FIJI is evidence of this.
·
Disciplinary cases
: There needs to be a clear
standard for presiding officers.
There
needs to be a lot of study on evidence and disciplinary code as well as
investigation structures in SAPS. Police dont go out of their way to convict
their colleagues in such cases. There must be dedicated internal investigation
unit. This helps with the quality of investigations.
·
Police Inspectorate
: The
Police Inspectorate is crucial and there have been a number of improvements in
recent years and we should develop internal oversight measures. ISS pointed out
that it has done some research on it which they were willing to share with the
Committee.
3.
STRATEGIC PRIORITIES OF THE SAPS FOR 2014/15
The South African
Constitution provides for the establishment of the South African Police
Services (SAPS). Section 199 (1) of the Constitution provides for the
establishment of a single police service. Section 205 provides for the mandate,
structure and powers of the police service. The mandate of SAPS as provided in
section 205 (3) of the Constitution mandates the police to:
·
Prevent,
combat, and investigate crime;
·
Maintain
public order;
·
Protect
and secure the inhabitants of the Republic and their property; and
·
Uphold,
and enforce the law.
3.1
Focus areas for 2014/15
In compiling its strategic priorities, SAPS drew on
the National Development Plan (NDP), government priorities, the ruling party
election manifesto and the Presidents State of The Nation priorities and
Ministerial priorities which envelopes with that of the NDP.
3.1.1
National Development Plan
The SAPS will align its priorities with the National
Development Plan (NDP) for the 2014/15 financial year.
The NDP is the governments blueprint for managing the development of
South Africa and managing the competing needs of its people. The NDP
articulates the vision it has for South Africa in its Vision 2030:
In 2030, people living in South Africa feel safe and have no fear of
crime. They are safe at home, at school, at work and they enjoy an active
community life free of fear. Women can walk freely in the streets and children
can play safely outside. The police service is a well resourced professional
institution staffed by highly skilled officers who value their work, serve the
community, safeguard lives and property without discrimination, protect the
peaceful against violence and respect the rights of all to equality and
justice.
The NDP is quite specific in its recommendations for the policing
environment. It requires the country to change the manner in which policing is implemented
in South Africa. The NDP makes a number of recommendations for achieving safer
communities which also include proposals to change policing in a number of
ways. The following are the key priorities of the NDP with respect to building
safer communities:
1.
Strengthen the Criminal Justice
System
2.
Make the police service
professional
3.
Demilitarise the police service
4.
Build safety using an integrated
response
5.
Build community participation in
community safety
One of the key factors in reducing crime is to strengthen the criminal
justice system through inter-agency collaboration and cooperation between
departments in the justice crime preventions and security cluster. The NDP
recommends that the recommendations of the report
Review of the South African Criminal Justice System
should be
implemented.
Professionalising the South African Police Service is an essential part
of strengthening the criminal justice system. The NDP proposes that the code of
conduct be linked to a code of professionalism and to promotions and
disciplinary regulations.
Building safety using an integrated approach requires a focussed
approach on the causes of crime. It requires active citizenship and the
mobilisation of all levels of state and non - state capacities and resources at
all levels.
Building community participation in community safety requires the
critical involvement and civic participation of civil society organisations.
The NDP argues for the establishment of community safety centres and its
implementation.
One of the key areas for SAPS to engage is the recommendation that the
SAPS be demilitarised to move it away from its history of brutality. A key
concern is that the remilitarisation of the police has not increased respect
for the police, nor seen an increase in conviction rates.
3.1.2
Government Priorities
Government has twelve priorities to ensure service delivery and the
Justice Security and Crime Prevention Cluster (JCPS) priorities are
encapsulated in Outcome 3, which states:
All people in South Africa are
and feel safe.
The SAPS Strategic Plan (2010 - 2014), as part of the
JCPS cluster continues to focus on the following Strategic Outcomes Oriented
goals:
Strategic
Outcome Orientated Goal 1
|
Ensuring
that all people in South Africa are and feel safe
|
Goal
Statement
|
To provide police services that will ensure safer
communities by:
·
Reducing the number of all serious crime, contact crime and trio-crime
·
Increasing activities to prevent and combat border crime
·
Increasing the percentage of court ready case dockets for all serious
crime, contact crime and trio-crime
·
Increasing the detection rate for all serious crime, contact crime and
trio-crime, including organised crime and the crimes against women and
children
·
Increasing the conviction rates for all serious crime, contact crime and
trio-crime
|
Strategic
Outcome Orientated Goal 2
|
Ensuring
adequate availability of, and access to SAPS service points
|
Goal
Statement
|
Improve the levels of service delivery and
accountability to services by bringing SAPS service points closer to the
communities.
|
Source: SAPS Strategic Plan 2010-14
The 2010-2014 Strategic Plan identified the
following key operational and organisational priorities for 2010-2014:
3.1.3
Operational
Priorities:
·
Crime
prevention
: reducing levels of
contact crimes, trio-crimes (house robbery, business robbery and carjacking)
and crimes against women and children;
·
Visible
policing
: increasing the visibility
of police, especially at station level;
·
Public
order policing
: policing of public
order incidents;
·
Professionalism:
the development of a more
disciplined, professional force;
·
Combat
corruption:
the prevention,
detection and investigation of corruption within the ranks of the SAPS;
·
Partnerships
: partnership policing and mobilising the community
in fighting crime;
·
Infrastructure
: improvement of human and infrastructure capacity;
·
Enhanced
detection services
: the
effective investigation of crime by improving detection and court ready case
docket rates on serious crimes, increasing the capacity and professionalism of
the Directorate of Priority Crime Investigations and improving forensic
services; and
·
Specialized
units
: Improving crime
intelligence for serious crime, drug and people smuggling syndicates, and human
trafficking. More so, establish specialized units to address crimes against
women and children.
3.1.4
Organisational
Priorities:
In order to ensure success
in the above priorities, three further operational support priorities were
identified. These are:
·
Human
Capital Development
,
through skills development and retention;
·
Budget
and resource management
, such
as building new police stations based on set criteria and refurbishing existing
ones; and
·
Information
systems
and Information and
Communication Technology
(ICT)
enhancement.
3.2
Ministerial
Priorities
The
Minister of Police identified a number of priorities to further enhance the professionalism
and demilitarisation of the SAPS. These priorities followed the vision of the
NDP and included the following:
Professionalization of SAPS:
The establishment of the Police University at Paarl will
assist in developing training appropriate to the professionalization of the
police. The SAPS has also launched a community based recruitment and selection
strategy to minimise unsuitable candidates making it into SAPS. SAPS will work
with academics and civil society to achieve the professionalization of the
institution.
Demilitarisation:
SAPS members must revisit self discipline and leadership; they should
possess a degree of consciousness and require appropriate training and
equipment. The demilitarisation process requires that an advocacy campaign to
be put in place in terms of the SAPS code of conduct.
Safe and
secure environment
: Policing is a societal matter
and therefore SAPS must intensify its community outreach through developing
partnerships to improving policing. Ordinary South Africans must therefore
develop a greater responsibility to assist with building a safe and secure
environment.
Integrated
criminal justice cluster
: SAPS must work in an
integrated fashion with other departments in the Criminal Justice cluster. SAPS
will work with the Department of Social Development to deal with drug and alcohol
abuse, with the Department of Home Affairs to enhance Border Policing and with
the Department of Rural Development to enhance its Rural Safety Strategy.
Increasing
visibility
: SAPS will increase visibility, accessibility and
proximity to the service by looking at its positioning of service centres in
and near the communities it serves.
In addition, SAPS will focus on its organisational
culture; the organisation and processes through standardisation and ICT issues.
3.4
SAPS APP PRIORITIES 2014/15
The SAPS have listed the following priorities in its
Annual performance Plan for 2014/15 in order to advance the National
Development Plan:
1.
Strengthening
the criminal justice system through Integrated Planning and implementation
: The SAPS will implement partnerships with the Department
of Basic Education to link schools with police stations and establish relevant
structures for crime prevention purposes. It will also implement gender based
violence projects in partnership with the Department of Social Development and
other government departments. Lastly it will promote capacity building on
issues relating to child pornography in partnership with the Film and
Publications Board.
2.
Seamless Criminal Justice System (CJS) / Integrated
Justice System (IJS) and modernisation:
The SAPS will prioritise investment in the
information technology infrastructure development through network upgrade and
expansion at all police stations and police sites. The SAPS will also resource
police stations and other critical service delivery points (expansion of
hardware and software). SAPS will implement a systems integration project to
ensure sound linkages and intelligent data management capabilities in support
of smarter policing.
3.
Enforce
the Code of Conduct:
The SAPS will institutionalise integrity management
though the establishment of a heavy integrity management capability. It will
also institutionalise the revised Code of Conduct and incorporate it to
identified developmental training programmes. Lastly, it will enforce sanctions
for contravention of the Code of Conduct through Discipline Management.
4.
Prioritising Disciplinary Cases:
The SAPS will establish a streamlined governance
framework to manage members charged and convicted of criminal offences. It will
also establish a dedicated Discipline Management Capacity to accelerate the
process of finalising cases. There will be the standardisation of sanctions for
Disciplinary Cases (from suspension to dismissal) to ensure uniformity and
avoid duplication of efforts.
5.
Recruitment, selection, appointment and promotion
of police:
The Recruitment to
Retirement Strategy Framework has been developed and sub-strategies to
implement the identified critical pillars will be finalised during the
financial year. This will include, among other things, implementing a
two-stream or multiple-entry recruitment system which caters for basic training
intake and lateral infusion in terms of the audited requisite skills, through:
i.
interactive
recruitment from the target communities, such as rural
environments and areas where
staffing shortfalls have been identifies
ii. recruiting from tertiary level for basic
training
iii. creating a pool base for recruitment
(growing our own timber)
iv. targeted specialised fields (e.g.
forensic investigators, accountants, scientists,
artisans, architects, engineers, etc.)
6.
Training for professionalism:
The recently opened Paarl Police University will
experience its first intake during 2014 and has ensured adherence to international
standards through partnerships with an internationally accredited and
distinguished tertiary institution, the University of South Africa which will
assist the organisation to implement internationally accredited programmes.
The SAPS will also introduce Toast Masters
and language laboratories to empower statement taking initiatives and advance
professional communication with SAPS clients at local service delivery points.
The SAPS will also introduce Telematic training of members using POLTV on an array
of competency areas (e.g. statement taking, crime scene management, court
procedures). Grooming programmes and computer training for different levels and
targeted groups will be undertaken. There will also be the implementation of internships
and learnership programmes, coupled with the issuing of bursaries in critical
competency areas.
7.
Capacitating
Specialised Units:
The SAPS will be enhancing the following specialised
capabilities: narcotics, organised crime, commercial crime, tracking units,
vehicle crime investigation. It will also enhance the cyber-crime capability,
including the advancement of local police station readiness. The SAPS will institutionalise
the utilisation of multi-disciplinary teams and integrated approaches to crime
detection or investigation and leveraging on secondary capacities such as
retired detectives and developing strategies or protocols on procurement and
utilisation of external investigative capacities.
8.
Intelligence-driven policing of hotspots and
deployment according to crime patterns and trends:
This will be undertaken through the
i
mplementation of the Blueprint for
Crime Combatting Fora under the direction of the re-established National Crime Combatting
Forum to inform strategic deployments and operational interventions. The SAPS
will implement the new Crime Statistics Policy and structures as agreed with
and in partnerships with Statistics South Africa.
9.
Emphasis on the community-orientated or
partnerships problem-solving approach
: The SAPS will train its members on policing within
human rights culture and accelerate the processes of institutionalising this
practice. It will advance community policing as a philosophy espoused in
policing strategies. SAPS will also focus on the soft skills training of police
officers in order to address the personal or personality attributes. It will unlock
the identified frontline service delivery barriers in conjunction with the
Ministerial directives and implement recommendations from the Frontline Service
Delivery Monitoring and Citizen-based Monitoring (CBM) project at police
station level, in partnership with the Department of Performance Monitoring and
Evaluation. The SAPS will also develop a Stakeholder Value Management Strategy
and Plan to enhance strategic partnerships in the country, the region, and
abroad.
The SAPS will mobilise communities in the fight
against crime through the roll-out of the recently launched Project Harmony and
similar initiatives. It will conduct client service surveys at police stations
and in other strategic points of police-community contact to determine and
improve on SAPS client satisfaction levels, instead of directing full reliance
on the quantitative crime reduction levels.
The SAPS has implemented joint problem
identification and solving with Community Police Forums (CPFs) and other
partners such as South African Banking Risk Information Centre (SABRIC),
Primedia, Mining Sector, AgriSA, Business Against Crime South Africa (BACSA),
Sector Education and Training Authority (SETAs), Edgars Consolidated Stores
(EDCON), and other organs of state. The capacitation of community police forum
and community safety volunteers in identified skills (including responsibility
guidelines, performance monitoring tools, etc.) will be undertaken. There will
also be research and community safety audits implemented to inform the
development of community safety infrastructure designs and safety plans,
including women, children and vulnerable groups. This will inform the
development of joint intervention programmes (JCPS and related clusters) to
address the root causes of crime.
10.
Enhance
sector policing:
The SAPS
will finalise the implementation of the minimum Sector Policing requirements in
the remaining 185 of the 1 135 police stations. The value derivation / impact
assessment from the resources that were allocated to sector policing since its
inception will be objectively researched through an external agency and the
recommendations thereof will be implemented in rural/urban and rural
environments in line with the Rural Safety Strategy to ensure the smarter
implementation within the confines of existing resources; enhancing the
alignment of resources and to ensure sustainability of the concept across the
country. Lastly, access for beneficiary population to police services,
particularly in rural environments, through conventional (capital works
programmes) and other innovative partnership interventions will be enhanced.
4.
SAPS BUDGET AND PERFORMANCE TARGETS FOR 2014/15
4.1
Overall analysis
The budget allocation for
the 2014/54 financial year is
R72.5 billion, which is a nominal increase of R3.7
billion (5.4 per cent) compared to the R68.7 billion adjusted appropriation
received in 2013/14. Considering inflationary costs, the budget shows a real
percentage decrease of 0.75 per cent.
Table 1: Budget Summary of expenditure estimates for Vote
25 in 2014/15
Programme
|
Budget
|
Nominal Rand Change
|
Real Rand Change
|
Nominal Percent change
|
Real Percent change
|
|
|
2013/14
|
2014/15
|
2013/14 - 2014/15
|
2013/14 2014/15
|
||
Programme 1: Administration
|
14 524.9
|
15 304.0
|
779.1
|
-114.4
|
5.36 per cent
|
- 0.79 per cent
|
Programme 2: Visible Policing
|
35 015.1
|
37 008.8
|
1 993.7
|
-166.9
|
5.69 per cent
|
- 0.48 per cent
|
Programme 3: Detective Services
|
14 550.9
|
15 242.7
|
691.8
|
-198.1
|
4.75 per cent
|
- 1.36 per cent
|
Programme 4: Crime Intelligence
|
2 735.6
|
2 880.8
|
145.2
|
-
23.0
|
5.31 per cent
|
- 0.84 per cent
|
Programme 5: Protection Services
|
1 964.9
|
2 070.9
|
106.0
|
-
14.9
|
5.39
per cent
|
- 0.76 per cent
|
TOTAL
|
68 791.4
|
72 507.2
|
3 715.8
|
-517.2
|
5.40 %t
|
-0.75
%
|
Source: Estimates of
National Expenditure 2014, Vote 25: Police
The following changes were made to the 2014 Budget:
·
Programme
1
: Administration received
an allocation of R15.3 billion in 2014/15. This represents a real percentage
decrease of 0.79 per cent (R114.4 million) compared to the adjusted
appropriation of R14.5 billion in 2013/14. The Administration programme
received the second largest increase of all the five Departmental programmes in
monetary terms.
·
Programme
2
: Visible Policing received
an allocation of R37 billion in 2014/15. This represents a real percentage
decrease of 0.48 per cent (R166.9 million) compared to the R35 billion adjusted
appropriation received in 2013/14. The Visible Policing programme continues to
receive the largest proportional allocation of the Departmental programmes.
·
Programme
3:
Detective Services received
an allocation of R15.2 billion in 2014/15. This represents a real percentage
increase of 1.36 per cent (R198.1 million) compared to the R14.5 billion
allocation (adjusted appropriation) received in 2013/14.
·
Programme
4
: Crime Intelligence
received an allocation of R2.8 billion for 2014/15. This represents a real
percentage decrease of 0.84 per cent (R145.2 million) compared to the R2.7
billion adjusted allocation in 2013/14.
·
Programme 5
: Protection and Security Services received an allocation of R2.07
billion, which represents a real percentage decrease of 0.76 per cent (R14.9 million),
compared to the R1.9 billion adjusted allocation received in 2013/14.
Table 2: Proportional budget allocations per programme
Programme
|
Budget
|
Percent of total budget per programme
|
Budget
|
Percent of total budget per programme
|
Change in percent allocation
|
R million
|
2013/14
|
2014/15
|
|
||
Programme 1: Administration
|
14 524.9
|
21.11 per cent
|
15 304.0
|
21.10 per cent
|
0.41 per cent
|
Programme 2: Visible Policing
|
35 015 .1
|
50.9 per cent
|
37 008.8
|
51.04 per cent
|
-0.12 per cent
|
Programme 3: Detective Services
|
14 550.9
|
21.15 per cent
|
15 242.7
|
21.02 per cent
|
-0.24 per cent
|
Programme 4: Crime Intelligence
|
2 735.6
|
3.9 per cent
|
2 880.8
|
3.9 per cent
|
-0.09 per cent
|
Programme 5: Protection Services
|
1 964.9
|
2.85 per cent
|
2 070.9
|
2.8 per cent
|
0.04 per cent
|
TOTAL
|
68 791.4
|
100.00
per cent
|
72 507.2
|
100.00
per cent
|
0.00
per cent
|
Source: National Treasury
Estimates of National Expenditure 2014, Vote 25: Police
4.1.1
Spending priorities for 2014/15
The APP 2014/15 lists a
total of thirty-one spending priorities. The following are a selection of
spending priorities identified by the Department:
·
Provision for specialised
equipment and training for detectives to enhance the process of investigation
of crime;
·
Expenditure in relation to the
deployment of new recruits;
·
Victim Support programmes;
·
Implementation of an Integrated
CJS to ensure a single, coordinated management of the continuum of criminal
justice and performance across the CJS utilisation, essentially focussing on
funding for the Forensic Services and broader Detective Services environments
with regards to crime scene management;
·
Implementation of the Domestic
Violence Act;
·
Maintaining a specialised capacity
that allows for interventions through external deployment;
·
Implementation of the Firearm
Control Act;
·
Capacity at police stations to
implement the Service Delivery Improvement Programme;
·
Establishment of victim - friendly
facilities;
·
Investment in capital equipment in
support of basic policing services;
·
Maintaining the fixed wing
aircraft and helicopter fleet;
·
Policing of major events;
·
Purchasing firearms and
ammunition;
·
Youth Crime Prevention and Social
Crime Prevention;
·
Conducting high risk operations.
Added to the
aforementioned spending priorities are the following specific baseline
budgetary provisions for 2014/15:21
·
Uniform
·
Weapon
purchases
·
Ammunition
·
Network
and hosting upgrades to continue
·
Basic
services at police stations (water, electricity and sanitation)
·
Ramps at
police access points for disabled individuals
·
Furnishing
and expanding Victim-Friendly Facilities through Criminal Asset Recovery
Account (CARA) funding
·
Radio
Communication System
·
Vehicles
Annually in the vicinity of R1 billion is spent on the purchasing of new
vehicles
·
Maintaining
a level of funding that allows for the management of the Police vehicle fleet
through the Automated Vehicle Location System (AVL)
·
Specific
specialised equipment to be purchased in the Operational Response Services
environment with specific focus on the Public Order Police Units.
4.1.2
Current and Capital Expenditure
The allocation for Current payments in 2014/15 increased from R65.8
billion in the 2013/14 financial year to R68.9 billion in the 2014/15 financial
year.
The following key issues can be highlighted:
·
Compensation to employees
: Increased from R51.2 billion in 2013/14 to R54.2 billion in 2014/15.
·
Goods and Services
: the total allocation in 2014/15 is R14.7 billion
compared to the R13.8 billion allocation in 2013/14. This represents a slight
real percentage increase of 0.01 per cent, of which:
·
Allocation to
Computer services
decreased
from R2.98 billion in 2013/14 to R2.93 billion in 2014/15.
·
Allocations to
Operating leases
increased
slightly in 2014/15 with an allocation of R2.3 billion compared to R2.2 billion
in 2013/14.
·
Allocations to
Entertainment
increased
from R1.5 million in 2013/14 to R1.6 million in 2014/15.
·
Allocations to
Consultants and professional
services (legal costs)
increased in 2014/15 with an allocation of R200.3
million compared to R193.4 million in 2013/14.
·
Allocations to
Contractors
increased
from R1.04 billion in 2013/14 to R1.15 billion in 2014/15.
Transfers and subsidies
The allocation for
Transfers and subsidies increased from R639.6 million in 2013/14 to R737.1
million in 2014/15. Of which:
·
Allocations
for payments to Provinces and municipalities increased from R28 million in
2013/14 to R33.4 million in 2014/15.
·
Allocations
to payments for Departmental agencies and accounts also increased from R116.7
in 2013/14 to R133.8 in 2014/15
·
Allocations
for Households also increased in 2014/15 (R568.9 million) compared to 2013/14 (R493.9
million).
·
Allocations
for Claims against the state increased in 2014/15 from R146 million in 2013/14
to R185.1 million in 2014/15.
Payments for capital
assets
The allocation for Payments
for capital assets decreased from R3.6 billion in 2013/14 to R2.8 billion in
2014/15 financial year, in nominal term. In particular;
·
Building
and fixed structures: Remains relatively stable from R1.03 billion in 2013/14
to R1.09 billion in 2014/15.
·
Machinery
and equipment: Decreased from R2. 029 billion in 2013/14 to R1.7 billion in
2014/15, while biological assets received the same allocation of R300 000 (R0.3
million).
2014/15 Earmarked Funds
(Specifically and exclusively appropriated funds)
The Appropriation Bill
[4-2014] reflects the funds that were specifically and exclusively appropriated
within the Administration Programme. The following items (with corresponding
amounts) have been identified:
·
Facilities
Planning: building and upgrading of police station
: A total amount of R672.2 million was earmarked
for the upgrading of police stations during the 2014/15 financial year; and
·
Civilian
Secretariat for Police
: The
R99.7 million Budget for the Civilian Secretariat is stated as earmarked
because the Secretariat became a designated department on 01 April 2014.
The following table
highlights specifically appropriated funds for 2014/15 as outlined in the
Appropriation Bill 2014 vis-à-vis last specifically appropriated funds for
2013/14.
Table 7: Comparison of Earmarked Funds
Allocation Item
|
2013/14
|
2014/15
|
Criminal Justice Sector
Revamp and Modernisation Programme: projects to promote effective functioning
of the criminal justice sector
|
R15.9 billion appropriated
for projects within the Payments for capital assets account and R295.9
million appropriated specifically within the goods and services account.
|
No appropriation
|
Facilities Planning: building
and upgrading of police station infrastructure
|
R644.7 billion appropriated
specifically to Payments for capital assets
|
R 672.2 billion appropriated
within the Payments for capital assets account
|
Civilian Secretariat for
Police
|
No appropriation
|
R 99.7 billion
|
4.1.3
Additional Allocations for
2013/14
The 2014 ENE notes that the upgrading of posts is provided for by
additional Cabinet approved allocations of R698 million in 2014/15, R725
million in 2015/16 and R786 million in 2016/17, as well as an allocation of
R243 million in 2014/15, R432 million in 2015/16 and R459 million in 2016/17
for salary adjustments and improving conditions of service. The ENE also
highlights reductions in vehicle expenditure (-R 348 million in 2014/15 and - R
470 million in 2015/16).
4.2
Programme Analysis
4.2.1
Programme 1: Administration
The total allocation for the programme in
2014/15 is R15.3 billion. This represents a real percentage decrease of 0.79
per cent (R114.4 million) compared to the adjusted appropriation of R14.5
billion in 2013/14. The Administration programme received the second largest
increase of all the five Departmental programmes. The allocation of R15.3 billion
to Programme 1 (Administration) constitutes 21.1 per cent of the Departments
total budget for 2014/15. In nominal terms, the budget for this programme
increased by 5.36 per cent, while the real percentage change showed a decrease
of -0.79 per cent.
Table 6: Budget Allocation for Programme: Administration
Programme 1: Administration
|
Budget
R million
|
Nominal Increase / Decrease in 2014/15
|
Real Increase / Decrease in 2014/15
|
Nominal Percent change in 2014/15
|
Real Percent change in 2014/15
|
|
2013/14
|
2014/15
|
|||||
Sub-programmes
|
|
|
|
|
|
|
Sub-programme 1: Ministry
|
27.7
|
28.9
|
1.2
|
- 0.5
|
4.33 per cent
|
- 1.76 per cent
|
Sub-programme 2: Management
|
56.6
|
58.2
|
1.6
|
- 1.8
|
2.83 per cent
|
- 3.18 per cent
|
Sub-programme 3: Corporate Services
|
14 355.9
|
15 117.2
|
761.3
|
-121.2
|
5.30 per cent
|
- 0.84 per cent
|
Sub-programme 4: Office Accommodation
|
84.8
|
99.8
|
15.0
|
9.2
|
17.69 per cent
|
10.82 per cent
|
TOTAL
|
14 525.0
|
15 304.1
|
779.1
|
- 114.4
|
5.36 per cent
|
- 0.79 per cent
|
Source: National
Treasury, 2014 Estimates of National Expenditure 2014, Vote 25: Police
In terms of
sub-programme allocation, the largest allocation within the Administration
programme remains in the Corporate Services sub-programme (98.7 per cent of the
total allocation to Administration).
The SAPS also indicated that a significant amount of
the administration budget was the shifting of some of the functions previously
executed by SAPS and the IPID to the Civilian Secretariat for Police. The
budget for this department is ring-fenced as the Secretariat has become a
designated department in April 2014, but their budget will still be accounted
for by the SAPS for the 2014/15.
4.2.2
Performance Targets
Most targets in the Administration programme remained
the same or increased in the 2013/14 Annual Performance Plan. However, the
Department included various performance indicators and targets for the first
time in the 2013/14 APP.
Most targets in the Administration programme are
new (the number has changed from 14 in the last financial year to 40 this financial
year) in the 2014/15 APP.
New
indicators:
The following are new or newly inserted indicators:
·
New indicators:
The following are new or amended indicators:
·
Number
of days taken to capture leave (scheduled or unscheduled)
·
Percentage
of employees who take 10 days compulsory leave
·
%
compliance to the revised OD Directive of the DPSA
·
Percentage
of operational employees debriefed subsequent to a crime scene and operations
·
Percentage
of employees reached during proactive EHW programme
·
Percentage
of reported incidences of corruption by members
·
Percentage
of disciplinary cases finalised within the stipulated timeframe
·
Average
time taken to fill vacant funded posts
·
Percentage
of service terminations finalised within 60 working days
·
Percentage
compliance with approved Infrastructure Programme Priorities
·
Percentage
of weighted project milestones delivered according to the funded TMS
operational plan
·
Percentage
of legitimate invoices paid within 30 days
·
Percentage
reduction in new incidents leading to civil claims lodged against the SAPS
·
Number
of service delivery inspections conducted at station and cluster level
·
Percentage
of recommendations of the Independent Police Investigative Directorate (IPID)
implemented
·
Percentage of legally
vetted contracts and agreements in relation to the number of requests received
·
Number of repeat audit
findings from external assurance providers
·
Percentage improvement of
user satisfaction levels
·
Percentage completion of
audits on the approved internal audit plan
·
Number of national safety
audits conducted
Increased/decreased targets:
the
following targets were either increased or decreased from the 2014/15 APP:
·
92% of learners declared
competent ( increased to 95% of learners)
·
80% of learners declared
competent (increased to 85% of learners)
Spending
on Infrastructure
SAPS spent a percentage of their budget on
infrastructure and the building of police stations.
Table 10 below provides more detail on the
infrastructure plans and allocations and where the funds will be spent. There
were remarkable increases to; Police Stations; Members and Office accommodation
as well as Shooting Ranges. Interesting changes are; decrease in the Training
Facilities and new allocation for Small Infrastructure projects. Increase in shooting
ranges can be attributed to the fact that firearm competency training remains
one of the priorities.
Table 7:
Infrastructure Expenditure
Project name
|
Service delivery outputs
|
Budget
R
million
|
||
|
|
2013/14
|
2014/15
|
2015/16
|
Departmental infrastructure
|
|
|
|
|
Parow forensic laboratory
|
Construction of a forensic
laboratory
|
0.0
|
0.0
|
0.0
|
Police stations
|
New and re-established police
stations
|
427.2
|
641.0
|
722.4
|
Members and office
accommodation
|
Living quarters and offices
|
109.9
|
160.3
|
104.3
|
Small infrastructure projects
|
Repaired and renovated
infrastructure
|
0.0
|
96.8
|
76.3
|
Forensic service laboratory
|
Repaired and renovated
infrastructure
|
0.0
|
0.0
|
0.0
|
Shooting ranges
|
Facilities to improve
shooting competency of police officials
|
47.5
|
141.9
|
147.1
|
Training facilities
|
Facilities to improve police
personnel capabilities
|
425.4
|
23.3
|
69.3
|
Mobile homes and storage
facilities
|
Basic services for
accommodation
|
0.0
|
36.5
|
30.0
|
TOTAL
|
|
1 036.9
|
1 099.9
|
1 149.5
|
Source: National Treasury, 2013 and 2014 Estimates of National
Expenditure
Police stations:
The spending focus over the medium term will be on
upgrading and building new police facilities to improve the accessibility of
police services. Spending on buildings and other fixed structures is expected
to increase over the medium term due to plans to build ramps to make police
stations more accessible to people with disabilities, and projects for building
new police stations that have been rescheduled for the medium term due to
delays in implementation. The delay also explains the decrease in spending on
buildings and other fixed structures between 2010/11 and 2013/14.
Shooting ranges:
Over the medium term, the Department will
prioritise the construction of a shooting range at Faure in Western Cape at an
estimated contract price of R181.1 million. The shooting range will allow for
police officials to undergo firearm training and shooting practice on a regular
basis to comply with legislative requirements.
The list below includes
some of the deliverables identified in the SAPS Infrastructure Plan: 26
·
Construction
stage projects
: 6 SAPS construction
projects and 10 NDPW construction projects. In terms of provincial allocation,
out of the 6 construction projects, 4 will be in North West Province, 1 in
Limpopo and 1 in Mpumalanga.
·
Rural
infrastructure
: in terms of rural
police stations, there will be 8 projects at Site Clearance stage, 28 projects
at Planning and Design stage and 5 projects at execution stage.
·
Victim-Friendly
facilities:
According to the Infrastructure
Plan, 93 Victim Friendly Facilities will be built and; 41 of those will be in
Eastern Cape, 6 in Free State; 1 in Gauteng; 11 in KwaZulu-Natal; 3 in Limpopo;
12 in Mpumalanga; 2 in North West; 10 in Northern Cape and; 7 in Western Cape.
·
Additional
Space:
As per the 2014/15 APP,
there are 42 police stations in need of an additional office space and; 25 of
those are in the Eastern Cape; 3 in Free State; 2 in KZN; 3 in Limpopo; 6 in
Mpumalanga; 1 in Northern Cape and 1 in Western Cape.
·
Basic
services:
In terms of generators
there will be 166 service contracts and in terms of provincial breakdown; 82
will be installed in the Eastern Cape, 43 in Western Cape; 36 in Mpumalanga
and; 5 in North West. In terms of air conditioners there will be 34 service
contracts and in terms of provincial breakdown; 11 will be in Gauteng; 5 in
North West; 17 in Limpopo and; 1 in Mpumalanga.
ICT Budget and Performance Indicators
Emanating from the SAPS
Strategic Plan for 2010 2014, the following initiatives/projects have been
identified for 2014/15 in support of the strategic priorities of the SAPS that
include the CJS revamp and the IJS. The 2014/15 IS/ICT plan distinguishes
between SAPS, IJS and CJS projects and these are listed below:
·
Integrated
Justice System (IJS) Projects
: There
are 12 listed projects in total, of which 7 are to be completed within the
2014/15 financial year. Projects to be completed between 31 March 2014 and 31
March 2015 are: Property Control and Exhibit Management (PCEM); DNA Programme;
National Photo Imaging System (NPIS); Disaster Victim Identification (DVI);
Field Terminal Devices (FTD) Front and Back End Development; Action Request for
Service (ARS) and SAPS Service Orientated Architecture (SOA) Advancement.
Projects with later completion dates are: Investigation Case Docket Management
System (ICDMS) Administer Case; Identity and Access Management (IDAM); Live
Scan (LSS); Facial Recognition and; Investigation Case Docket Management System
Investigate Case.
·
Criminal
Justice System (CJS) Projects
: There
are 21 listed projects in total, of which 10 are to be completed within the
2014/15 financial year. Projects to be completed between 31 March 2014 and 31
March 2015 are: Automatic Fingerprint Identification; Decentralization of the
Automatic Fingerprint Identification capabilities; Digital Exhibit Managing and
Storage; Replacement and expansion of office automation and digital
solutions/components; Decentralization of the Criminal Record Information
Management (CRIM) system; Electronic Plan Drawing; Layer Voice Analysis (LVA);
Radio Frequency Identification (RFID); MATLAB and SAN Storage. Projects with
later completion dates are: Closed Circuit Television (CCTV) and Access
Control; ROWA Storage; Mobile Connectivity Capability; Audio Visual and Video
Conferencing; e-learning capability; War Rooms and Daily Information Profiling
System.
·
Technology
Management Services (TSM) Operational Projects:
The three listed TSM projects are: Automated
Vehicle Location System (AVL); Gauteng TETRA Radio Communication System and
National Network Upgrade Programme (NNUP). All these projects have later
completion dates.
The target for 2014/15 for percentage of allocated budget spent on
approved IS/ICT projects increased from 95% to 98%.
4.2.2
Programme 2: Visible Policing
Budget
The budget allocation
for Visible Policing is R37 billion in 2014/15. This represents a real increase
of 0.48 per cent (166.8 million) compared to the adjusted appropriation of R35
billion in 2013/14. The Visible Policing programme received the largest
increase of all the five Departmental programmes. The allocation of R37 billion
to Programme 2 (Visible Policing) constitutes 51 per cent of the Departments
total budget for 2014/15. In nominal terms, the budget for this programme increased
by 5.69 per cent, while the real percentage change showed an increase of -0.48
per cent
Table 8: Budget Allocation for
Programme: Visible Policing
Programme 2: Visible Policing
|
Budget
R million
|
Nominal Increase / Decrease in 2014/15
|
Real Increase / Decrease in 2014/15
|
Nominal Percent change in 2014/15
|
Real Percent change in 2014/15
|
|
2013/14
|
2014/15
|
|||||
Sub-programmes
|
|
|
|
|
|
|
Sub-programme 1: Crime Prevention
|
27 769
|
29 348
|
1 578.6
|
208.0
|
5.68 per
cent
|
- 0.49 per
cent
|
Sub-programme 2: Border Security
|
1 575
|
1 659
|
84.2
|
-
1.5
|
5.35 per
cent
|
- 0.80 per
cent
|
Sub-programme 3: Specialised Interventions
|
2 639
|
2 788
|
283.9
|
149.0
|
5.65 per
cent
|
- 0.52 per
cent
|
Sub-programme 3: Facilities
|
3 030
|
3 212
|
149
|
181.8
|
6.00 per
cent
|
- 0.19 per cent
|
TOTAL
|
35 015
|
37 088
|
2 024.6
|
1993.0
|
5.69 per cent
|
-0.48 per cent
|
Source: National
Treasury, 2014 Estimates of National Expenditure, Vote 25: Police
In terms of sub-programmes, a new
sub-programme (Facilities) was added in 2014/15, making the number of
sub-programmes to be 4 as compared to the 3 sub-programmes in 2013/14. All the
sub-programmes received an increased allocation in 2014/15. The Facilities
sub-programme provides for office accommodation budgets and related expenditure
devolved to the Department by the Department of Public Works such as payments
for operating leases.
·
Sub-programme: Crime
prevention
- Slight increase in allocated funds. Allocated
R29.3 billion in 2014/15, compared to R27.7 billion in 2013/14. This is a real
percentage increase of 0.49 per cent. It remains the largest sub-programme in
VISPOL and receives 79.1 per cent of the VISPOL budget.
·
Sub-programme: Border
security
- Allocated funds increased in real terms by 0.80
per cent. It received R1.6 billion in 2014/15 compared to R1.5 billion in
2013/14.
·
Sub-programme: Specialised
interventions
The allocated funds increased from R2.6 billion
in 2013/14 to R2.7 billion in 2014/15. This is a real percentage increase of
0.52 per cent and represents the second largest increase within the Visible
Policing programme of the Department. This increase might be due to increase in
service delivery protests as this sub-programme provides for interventions in
medium to high risk operations.
·
Sub-programme: Facilities
-
The sub-programme was
allocated R3.2 billion in 2014/15 (under Programme 1), as compared to R3
billion in 2013/14.
Most targets in the Visible Policing programme
remained the same in the 2014/15 APP.
The
following are
new
indicators
:
·
Number of rural police
stations implementing the minimum criteria of the Rural Safety Strategy pillars
·
Closing of identified
unlicensed/illegal liquor premises
·
Number of national crime
awareness campaigns conducted
·
Percentage of operational
community Police Fora implemented at police stations according to set
guidelines
·
Number of reported crimes
against women
·
Number of reported crimes
against children
The
following targets were reinstated
:
·
The performance indicator
for the increase in the confiscation of illicit drugs is reinstated;
·
The performance indicator
for the increase in the confiscation of illegal liquor is reinstated; and
·
Target for the percentage
of police stations rendering a victim friendly service to victims of rape,
sexual offences and abuse.
4.2.3
Programme 3: Detective Services
The Programme received a slight real percentage
increase of 1.36 per cent in the 2014/15 budget. Sub-programmes Crime
Investigations, Specialised Investigations and Crime Record Centre received
slight increases, while Forensic Service Laboratories sub-programmes
allocation was decreased.
Staff
complement
: The Programme had a funded establishment of 39
050 in 2011/12, which increased to 39 297 in 2012/13 and 39 477 in 2013/14 as a
result of plans to strengthen capacity in the forensic services units.
According to the 2014/15 APP, the number of personnel in this programme is
expected to increase from 39 654 in 2013/14 to 39 874 in 2016/17 to provide for
additional detective capacity.
The
programme had a funded establishment of 39 050 in 2011/12, which increased
to 39 297 in 2012/13 and 39 477 in 2013/14 as a result of plans to
strengthen capacity in the forensic services units. Personnel numbers are
expected to remain at this level in 2014/15 and 2015/16.
Table 9: Budget Allocation for Programme: Detective
Services
Programme 3: Detective Services
|
Budget
R million
|
Nominal Increase / Decrease in 2014/15
|
Real Increase / Decrease in 2014/15
|
Nominal Percent change in 2014/15
|
Real Percent change in 2014/15
|
|
2013/14
|
2014/15
|
|||||
Sub-programmes
|
|
|
|
|
|
|
Sub-programme 1: Crime Investigations
|
9 608.7
|
10 273.6
|
664.9
|
65 .1
|
6.92 per cent
|
0.68 per cent
|
Sub-programme 2: Crime Record Centre
|
1 882.1
|
1 958.0
|
75 .9
|
- 38.4
|
4.03 per cent
|
- 2.04 per cent
|
Sub-programme 3: Forensic Service Laboratories
|
1 753.9
|
1 637.6
|
-
116.2
|
- 211.8
|
- 6.63 per cent
|
-12.08 per cent
|
Sub-programme 4: Specialised Investigations
|
1 306.1
|
1 373.3
|
67.1
|
- 12.8
|
5.14 per cent
|
- 0.99 per cent
|
TOTAL
|
14 550.9
|
14 348.5
|
691.7
|
198.1
|
4.75 per cent
|
-1.36 per cent
|
Source: National
Treasury, 2014 Estimates of National Expenditure, Vote 25: Police
·
Sub-programme: Crime
Investigations
- It received the largest allocation within the
main programme budget. The allocation increased from R9.6 billion in 2013/14 to
R10.2 billion in 2014/15. This represents a real percentage increase of 0.68
per cent.
·
Sub-programme: Crime Record
Centre
- The allocation increased by -2.04 per cent in
real terms from 2013/14 (R1.8 billion) to 2014/15 (R1.9 billion).
·
Sub-programme: Forensic
Service Laboratories (FSL)
- The allocation decreased
slightly from R1.7 billion in 2013/14 to R1.6 billion in 2014/15. This is a
real decrease of R 211.8 million compared to the previous financial year and
represents a real percentage decrease of 12.08 per cent. This is the third
consecutive decreased allocation to FSL (10.10 per cent real decrease in
2012/13, 6.63 per cent in 2013/14 and 12.08 per cent in 2014/15).
·
Sub-programme: Specialised
Investigations
The allocation increased nominally from R1.306
billion in 2013/14 to R1.373 billion in 2014/15, which is a real increase of
0.99 per cent.
Most targets set for the Detective Services
programme for the 2014/15 period remained the same with the ones set for
2013/14 financial year- there were no new targets. Out of 20 performance
targets, 11 changed slightly and 9 remained in the same level. Below is the
list of some (not all) of the performance targets that changed significantly,
insignificantly or remained in the same level.
Significant increases:
The
following targets show significant increases:
·
Target for percentage for
serious commercial related crime-related charges (increase by 2% to 52% in
2013/14 and increased by 10% to 62% in 2014/15)
·
Target for percentage of
trial ready case dockets for serious commercial related crime-related charges
(increase by 2% to 32% in 2013/14 and increased by 12% to 44% in 2014/15)
Insignificant increases
·
Target for percentage of
detection rate for serious crimes (from 43% in 2013/14 to 44% in 2014/15)
·
Target for percentage of court
ready case dockets for serious crimes increased ( from 70.89% in 2013/14 to
72.89% in 2014/15)
·
Target for percentage of
conviction rate for serious crimes (87.32% in 2013/14 to 88.32% in 2014/15)
·
Target for percentage of court
ready case dockets for crimes dependent on police action for detection (from
62.75% in 2013/14 to 65% in 2014/15)
·
Target for percentage of
trial ready case dockets for crimes against women 18 years and above (from
54.85% in 2013/14 to 57.85% in 2014/15)
Same percentage/level
·
Target for percentage of
detection rate for crimes dependent on police action for detection (100% in
2013/14 and 2014/15)
·
Target for percentage of
detection rate for crimes against women 18 years and above (75% in 2013/14 and
2014/15).
·
Target for percentage of
conviction rate for crimes against women 18 years and above (80.31% in 2013/14
and 2014/15)
·
Target for percentage of
conviction rate for crimes against children 18 years and younger (72% in
2013/14 and 2014/15)
·
Target for percentage of case exhibits
(entries) processed within 28 working days (93% in 2013/14 and 2014/15)
4.2.4
Programme 4: Crime Intelligence
Crime Intelligence Budget
The budget allocation for 2014/15 shows a slight
nominal increase from R2.7 billion in 2013/14 to R2.8 billion in 2014/15. This
is a real percentage increase of 0.84 per cent. The Strategic Objectives for
the Crime Intelligence programme changed in 2013/14. The objectives now include
the following:
·
To gather, correlate,
coordinate and analyse intelligence;
·
To institute
counter-intelligence measures; and
·
To supply crime
intelligence relating to national strategic intelligence to NICOC.
The
Strategic Priorities include the following:
Neutralise foreign/ hostile Intelligence
Operations;
·
Conducting security threat
assessments;
·
Protection of intelligence
and classified information;
·
Provisioning of
intelligence reports to SAPS Management; and
·
Provision of strategic
intelligence products to NICOC.
Staff complement
:
The number of filled posts decreased from 8 928 in 2012/13 to 8 681 in 2013/14
and is projected to remain at this level over the medium term. This is in line
with the departments strategy to use unspent funds from vacant posts to
implement grade progression for qualifying officials employed in terms of the
SAPS Act (1995). There were 161 vacant posts as at the end of November 2013.
The
table below provides a comparative illustration of the targets set for
Programme 4: Crime Intelligence over the period between 2013/14 and 2014/15.
Table 10: Budget Allocation for Programme: Crime
Intelligence
Programme 4: Crime Intelligence
Sub-programmes
|
Budget
R million
|
Nominal Increase / Decrease in 2014/15
|
Real Increase / Decrease in 2014/15
|
Nominal Percent change in 2014/15
|
Real Percent change in 2014/15
|
|
2013/14
|
2014/15
|
|||||
Sub-programme 1: Crime Intelligence Operations
|
1157.6
|
1 214.6
|
57.0
|
- 13.8
|
4.93 per cent
|
- 1.20 per cent
|
Sub-programme 2: Intelligence and Information Management
|
1 578.0
|
1 666.1
|
88.1
|
-
9.1
|
5.59 per cent
|
- 0.58 per cent
|
TOTAL
|
2 735.6
|
2 880.7
|
145.1
|
-
22.9
|
5.31 per cent
|
-0.84 per cent
|
Source: National
Treasury, 2014 Estimates of National Expenditure, Vote 25: Police
·
Sub-programme: Crime
Intelligence
- The allocation for this sub-programme increased
from R1.15 billion in 2013/14 to R1.21 billion in 2014/15. This represents a
real percentage increase of 1.20 per cent.
·
Sub-programme: Intelligence
and Information management
- The allocation increased
in nominal terms, but decreased in real terms by 0.58 per cent. The allocation
was R1.57 billion in 2013/14 and is R1.61 billion in 2014/15.
Performance
targets
The strategic priorities for the Crime Intelligence
programme were expanded (with the inclusion of one indicator- so 8 instead of
7) in the 2014/15 APP. Unlike the 2013/14 APP, the 2014/15 APP did not have
classified targets. In response to the Committees concerns in 2013/14
financial year, the Department had since included the improvement of crime
intelligence for serious crimes, drug and people smuggling syndicates and human
trafficking. What is interesting to observe is that there has been a serious
rewording of the targets in the 2014/15 APP.
The following new indicators with no
classified
targets
were included; and
·
Percentage of arrests of
identified transnational crime suspects facilitated
·
Percentage of Interpol case
files closed
New
performance indicators:
-
A performance indicator for
the provisioning of intelligence reports to SAPS Management, with a target
of 1 quarterly intelligence report and thus 4 annually.
4.2.5
Programme 5: Protection and
Security Services
The
purpose of this programme is to minimise security violations through ongoing
protection of all identified dignitaries and local and foreign dignitaries
while in transit without any security breaches and ongoing protection of the
locations in which dignitaries including persons related to the president and
the deputy president are present, without any security breaches.
Protection and Security Services Budget
The
Protection and Security Services programme remains the smallest programme in
the Department and receives less than 3 per cent of the Departments total
budget. The budget allocation for Protection and Security Services increased
from R1.9 billion in 2013/14 to R2.7 billion in 2014/15. This is a real
percentage increase of 0.76 per cent.
Table 11: Budget Allocation for
Programme: Protection and Security Services
Programme 5: Protection and Security Services
|
Budget
R million
|
Nominal Increase / Decrease in 2014/15
|
Real Increase / Decrease in 2014/15
|
Nominal Percent change in 2014/15
|
Real Percent change in 2014/15
|
|
2013/14
|
2014/15
|
|||||
Sub-programmes
|
|
|
|
|
|
|
Sub-programme 1: VIP Protection Services
|
775.7
|
816.4
|
40.7
|
- 6 955.1
|
5.25 per cent
|
-0.90 per cent
|
Sub-programme 2: Static and Mobile Security
|
894.5
|
998.7
|
48.6
|
- 6 460.3
|
5.43 per cent
|
-0.72 per cent
|
Sub-programme 3: Government Security Regulator
|
91.5
|
96.8
|
5.3
|
- 353.1
|
5.79 per cent
|
- 0.39 per cent
|
Sub-programme 4: Operational Support
|
203.1
|
226.4
|
11.3
|
- 1 158.5
|
5.59 per cent
|
- 0.57 per cent
|
TOTAL
|
1 964.4
|
2 070.9
|
105.9
|
-14 927.0
|
5.39 per cent
|
- 0.76 percent
|
Source: National
Treasury, 2014 Estimates of National Expenditure, Vote 25: Police
Sub-programme: VIP
Protection Services
- The allocation to VIP Protection
increased from R775 million allocated in 2013/14, to R816 million in 2014/15.
This is a real percentage increase of 0.90 per cent and represents the largest
increase within the sub-programmes.
·
Sub-programme: Static and
Mobile Security
- The allocation increased from R894 million in
2013/14 to R998 million in 2014/15. This is a slight real increase of 0.72 per
cent.
·
Sub-programme: Government
Security Regulator
- The allocation increased
for R91.5 million in 2013/14 to R96.8 million in 2014/15. This is a real
increase of 0.57 per cent.
·
Sub-programme: Operational
Support
The allocation increased from R203.1 million in
2013/14 to R226.4 million in 2014/15. This is a real increase of 0.76 per cent.
According to the
2014/15 APP, the spending focus over the medium term will be on maintaining
sufficient capacity to provide protection and security services to identified
individuals and buildings. Due to the labour intensive nature of security and
protection services, the bulk of spending in this programme goes towards
compensation of employees, mainly in the Static and Mobile Security and VIP
Protection Services sub-programmes.
The allocations over the medium term will
allow the Department to increase the capacity of the presidential protection
services. According to the Department, the significant increase in expenditure
in the Government Security Regulator sub-programme between 2010/11 and 2013/14
is due to the appointment of 58 additional staff to evaluate national key
points and strategic installations in compliance with the National Key Points
Act (1980). This also explains the anticipated increases in spending on travel
and subsistence over the medium term. Using funds allocated in this
sub-programme over the medium term, the department will maintain the percentage
of national key points evaluated in compliance with the National Key Points Act
(1980) at 100 per cent.
The performance indicators together with
their respective targets remained the same in 2013/14. The total number of
National Key Points increased from 182 in 2012/13 to 197 in 2013/14. It is not
clear whether for 2014/15 financial year the number will remain the same.
5.
COMMITTEE OBSERVATIONS: DEPARTMENT OF POLICE
COMMITTEE OBSERVATIONS:
DEPARTMENT OF POLICE
The Portfolio Committee made a number of observations during the 2014/15
budget process hearings. These related to all the programmes of the SAPS as
well as general observations.
5.1
Administration Programme
5.1.1
De-Militarisation
In view of the recommendations from the National Planning Commission for
the SAPS to demilitarise its ranks, the Committee noted that the National
Minister has indicated that he wants to demilitarise the SAPS. In his address
to the Committee, the Minister was very clear that the proposals of the National
Development Plan would be followed so that demilitarisation of the SAPS
structure should be implemented. The Committee took note of the process of
civilianisation proposed by SAPS as a means to demilitarise, but will await the
details of the process.
According to the National Commissioner of the SAPS, civilianisation
means a range of issues that must be put in place to ensure that the police are
demilitarised. These include addressing trust issues, behaviour issues, conduct
of police officers and the rank system. It must address how people feel when
they interact with police officers and the how police officers compliance with
regulations. Therefore institutionalising the code of conduct is high up on the
agenda.
The Committee noted that it wanted to emphasise the matter of
demilitarisation as it has practical consequences for the changes required in
SAPS. This is especially so in view of the fact that demilitarisation was not
addressed by the SAPS in its APP 2014/15.
5.1.2
Professionalisation of the SAPS
The Committee noted that
the National Development Plan also proposed the professionalisation of the
SAPS, which should be accompanied by training and retraining officers so that
they act professionally when interfacing with members of the public and
performing their duties. According to the NDP,
training for professionalism
includes:
·
A focus on improving the capacity of detectives and
specialised investigators particularly in the areas of forensics, ballistics
and crime scene investigations.
·
Re-establishment of specialised units (consisting
of highly trained and professional staff) to respond to changing crime trends
(such as narcotics, cyber crime, human trafficking, crimes against women and
children and international crime syndicates). Ensure improved training of staff
in these units to keep abreast of new developments through an increase in
standards and partnerships with the private sector and universities.
·
Deployment of officers according to crime patterns
and trends including the deployment of officers after hours. Normal office
hours should not apply to policing.
·
Emphasise community policing in police training
programmes and systems for evaluation of police effectiveness.
During the deliberations, the SAPS indicated that they want to use the
Paarl Police University to inculcate better methods in police training with
respect to professionalism. The special emphasis on detectives was not
particularly emphasised. The SAPS also reported that they were prioritising
disciplinary cases and modernising disciplinary processes. The NDP links the
professionalisation to promotions and discipline
The Committee wanted assurances from SAPS
that the professionalisation of the SAPS will take place and be implemented
within respectable timeframes.
5.1.3
Re-establishment of Specialised Units
The Committee noted that the Trade Union, SAPU called for the increase
in the tempo of establishment of specialised units to investigate particular
special crimes such as crimes against women and children.
One of the key areas for SAPS was the establishment of a National
Investigative Capacity to deal with priority matters such as the Krecjir
matter. Despite this, the Committee noted that such a capacity in this matter
has a limited lifespan and that the specialised units must have a permanent
capacity and resource allocation.
While the SAPS reported that it will establish a dedicated
anti-corruption facility, they require capacity building to fill the critical
identified posts.
5.1.4
Architecture of oversight
The Committee wanted to know how SAPS co-operated with oversight bodies
such as IPID, Civilian Secretariat and the Police Inspectorate. The Committee
noted that the status of the Police Inspectorate should be elevated. One of the
biggest concerns for the Committee is the fact that some of these bodies
complain that the SAPS have not been responsive to its recommendations.
The SAPS noted that
some of the
IPID recommendations were not of
good
quality and that it caused some problems when it came to implementation. The
Committee also noted that increased co-operation between the oversight bodies
and the SAPS are needed in order for better service delivery to communities.
According to SAPS, the previous Divisional Commissioner for the Inspectorate
developed a turnaround strategy for the Inspectorate and they were able to
audit over 700 police stations in the last financial year. There is also an
increased reliance on internal reports within SAPS.
5.1.5
Rural Safety Plans
The Committee was concerned about the manner in which SAPS has been
providing policing services to the rural areas, in particular the lowering of
the number of police stations where the rural safety strategy will be
implemented during the 2014/15 financial year. This affected the ability of
SAPS to implement the Rural Safety Strategy. The Committee were not satisfied
that only 50 stations in rural areas were implementing the minimum criteria of
the Rural Safety Strategy. The Committee raised these concerns against the
backdrop of the Human Rights Commissions intended special hearings on Safety
and Violence in rural communities. The Committee was not satisfied with the
responses from SAPS and also noted that it wanted more information on the
implementation of the Rural Safety Strategy. It also questioned whether SAPS
was making sufficient resources available to the rural areas and whether the
SAPS viewed policing in rural areas with the same urgency as which it viewed
policing in urban areas.
5.1.6
Deputy Station Commander
The Committee noted that SAPS intends to implement a new Deputy Station Commander
(DSC) post. According to SAPS, the vision is for the (DSC) to perform functions
that the Station Commander is not able to get to such as managing the internal
administration systems of the station. The role of the Station Commander has
been to engage other role-players in the community and given the fact that the
SAPS works in a highly regulation-driven environment and the Station Commander
needs to play the role of the CEO. The Committee questioned whether the DSC
would be responsible for the administration of the SAP 13 stores and the OPAM
system. The Committee also noted that the role of the DSC must be clearly
defined so that there are no conflicts.
5.1.7
Uniformed detectives
The Committee supported the introduction of uniformed detectives and was
concerned about the implementation process and associated timeframes. The SAPS
indicated that all uniformed detectives will do basic detective work. They will
all be expected to undergo specialised detective training, or
will be involved in non-intensive case dockets
and will also get involved in investigations. The Committee also questioned
where the command for the new uniformed detectives would lie in terms of the
chain of command.
5.1.8
Central Firearm Registrar
The Committee noted that there were many problems in the past at the
Central Firearms Registr and wanted assurances that the key concerns raised by
the Committee would be implemented. a Concerns were raised about the role of
the Registrars office in the backlog of firearm applications. One of the areas
that compounded the problem was the arrests of police officers at the CFR and
the Committee wanted answers on what strategies the SAPS would put in place to
deal with the issues. Another concern raised by the Committee was the
corruption relating to the firearms cache found in Norwood in Johannesburg. The
SAPS indicated that the investigation into the origins and migration of the
firearms was continuing. The Committee also expressed its concerns about the
destruction of firearms. To this end, this Committee will invest in a special
hearing on the progress made at the Central Firearms Registrar during August
2014.
5.1.9
Directorate for Priority Crime
Investigations (DPCI) Budget
The Committee noted that the SAPS Amendment Act (10 of 2012) provides
for a ring-fenced budget for the Directorate for Priority Crimes Investigation
(DPCI). The Committee expressed its concerns whether such budget was indeed
earmarked by the SAPS for the DPCI and used for its intended purpose. The
Commissioner noted that there was a process whereby 60-70% of organised crime
matters are migrating back to the SAPS. For all intents and purposes, SAPS saw
the DPCI as a unit that was no different to the FCS units and that it would
find ways of supporting the Directorate. The SAPS indicated that the DPCI
Budget is not yet ring-fenced, but was visible as a separate line item under
Specialised Investigations. The Committee emphasised that there should be no
interference with the budget of the DPCI as
the SAPS Act makes clear provision for such a budget.
5.1.10
Increasing advertising and entertainment
The Committee noted that there has been an increase in the entertainment
and advertising budget of the SAPS and wanted the department to explain the
reason for the sharp increase. The Department responded that they are a
national competency department and they are constrained by the provisions of
National Treasury and the national budget. The definition of catering should be
revisited as it included conferences and meetings. The Committee wanted further
information on the breakdown of the entertainment and advertising budget.
5.1.11
Crime Statistics
The Committee questioned the SAPS about the facts that they wanted
assurances that the crime statistics would be correctly calculated. Academics
argued that the SAPS used the incorrect base year with population figures to
determine crime ratios.. The Committee wanted assurances and emphasised to the National
Commissioner that there should not be a repeat of the same situation where the
crime statistics were questioned and challenged at the time of its release.
5.1.12
SAPS Disciplinary code
As part of the drive towards professionalism, the Committee noted that it
appeared that the disciplinary code was not finalised. The Committee was
informed that the code was ready and with the Minister to be signed off. The
Committee requested a copy of the disciplinary code to be tabled with it.
Concerns were also raised about the quality of hearings and outcomes by
presiding officers at disciplinary hearings. The Committee also wanted
assurances that there were no quality reductions in the modernising process.
5.1.13
Appointment of CFO
The Committee noted that the SAPS have not appointed a Chief Financial
Officer to fill the vacancy to fill the vacancy
that has arisen from the promotion of the
current CFO to Deputy National Commissioner. The SAPS indicated that it was
comfortable with the arrangement as the Deputy National Commissioner was
overseeing the finances. The Committee pointed out that this was a risk area
for SAPS and insisted that SAPS should appoint a CFO and that it should be
done. The SAPS must inform the Committee of the timelines for such appointment.
5.1.14
User
Satisfaction levels: Use of mystery visitors
The SAPS reported that it will make use of mystery visitors at stations
to enhance the quality of services provided by the stations to communities they
serve. The Committee requested more details on the implementation of mystery
visitors.
5.2
Visible Policing Programme
Lowering of Standards;
Operational expenditure
The Committee expressed concerns that the SAPS were lowering standards
with respect to operational expenditure as against compensation for employees
expenditure. The ratio was 74/26 for the financial year 2012/13 and the 2014/15
APP proposes that it should be 75/25 for compensation to employees as against
operational expenditure. The Committee noted that they wanted a higher
operational expenditure ratio than the 25% allocated because it amounted to
lowering of standards.
Public Order Police Units
(POPs)
The Committee raised its concerns about the centralisation of the POPs units
at national level and the fact that the numbers of members of POPs units have
dwindled. This was especially concerning for the Committee as the number of
service delivery protests has increased,
affecting large parts of the country. In light thereof, the Committee
noted that the centralisation of such units has to be reconsidered by the SAPS.
The SAPS noted that they initially had 11 000 members in the unit, but
have dropped to 4000 members after the demobilisation
process in 2006. Most of the POPs unit members
were sent to stations. They have also realised that they had not been able to
contain the situation and have pushed the figure up to 9000 for the 2014/15
financial year. The SAPS noted that they have tried to get new resources using
their baselines. The SAPS have also put crime intelligence and legal services
persons in the POPs teams. In addition, SAPS are using the Metro police and the
Tactical Response Teams (TRT) as force multipliers and are currently recruiting
people from the stations to populate the units. All members have undergone the
necessary training for POP members. The SAPS reported that one POPs unit
polices 22 policing precincts and their primary function is crowd control while
their secondary function is crime prevention. There is one mobile unit based in
Pretoria, which complements those in the province and the plan is to increase
it from 27 to 52 units nationally. The Committee indicated that it required
timeframes for the establishment and training of these units.
Resource Allocation Guide
The Committee expressed its unhappiness with the Resource Allocation
Guide (RAG) and its compilation as they indicated that there are always
problems at stations visited during its oversight visits. The SAPS responded
that the vehicle/ police officer ratio is still affordable and doable as it is
still at 3:5 from a 4:5 score. The margins of police to car ratios was
acceptable. The Committee was not satisfied and noted that the RAG should be
complied with research conducted by the Civilian Secretariat for Police.
Promotions
The Committee noted that promotions of captains in SAPS
was a long overdue issue and that it needed
SAPS to be responsive to the calls from unions for the promotions to take
effect. SAPS indicated that this matter has been coming on for a few years and
that it supports the promotions of captains, lieutenants, and colonels. While the
SAPS have finalised the matter of promotions, the matter is subject to a court
case by the Solidarity organisation and the SAPS must await the outcome of the
court case before responding. A status report is to be made available to the
Committee.
IT Governance
The Committee expressed its concern that the IT governance framework and
its implementation remains a challenge. Of overriding concern is the impact on
the Integrated Justice System and the service delivery at police stations. The
Committee wanted assurances that the issues identified by the Auditor General
will be dealt with by the Department. The SAPS responded by indicating that
they agreed that governance and risks were highlighted by the AG. It was one of
the departments where they were starting from a lower base in terms of the
governance and management approach. A new Divisional Commissioner had been
appointed to look into the issues
raised by the AG.
Part of the
process is to develop and establish a universal SAPS technology plan. A
sub-committee has also been appointed and they have a CJS /IJS allocation
letter which was signed by National Treasury. The funds may not be used for
other purposes as it is earmarked funding. There is also a draft IT Charter,
but it requires further development with regard to
governance issues.
Quarterly Performance
Reports
The Committee requested that the SAPS continue with its performance
monitoring through the regular submission of its quarterly performance reports
to the Committee so that it can make sure that it is achieving the set targets
as part of its monitoring processes.
Reaction Times to Alpha,
Bravo and Charlie Complaints
The Committee requested the SAPS to take steps to implement the recommendations
of the Auditor General with respect to reaction times of the Alpha, Bravo,
Charlie complaints and its reaction times to those complaints. In its reports,
the AG indicated that he could not verify those times due to insufficient or no
information provided by SAPS. The Committee wanted SAPS to indicate what
additional steps it was taking to make sure that there is sufficient
information made available to the AG and how it intends to improve its reaction
times. The performance information relating to cascading the national practice
to provinces must also be addressed.
Decision on the former
National Commissioner Court fees
The Committee noted that the SAPS must make a decision on the legal fees
of the former National Police Commissioner, Jackie Selebi. The SAPS responded
that they did not have a decision and are in the process of making a decision.
The Committee requested the National Commissioner to make such decision and
communicate the outcome to the Committee.
SAPS suicides
The Committee expressed its concerns about the number of police officers
committing suicide and wanted to know what steps are being taken by the SAPS
management to prevent such occurrences
and what support was being offered
to members after traumatic events. The Committee
also called for mandatory psychological debriefing of all SAPS members who
attend violent scenes. The SAPS indicated that the Department had their first
conference on police suicides and that there is a programme of action which was
developed.
The Committee requested that
such programme be made available to it.
Criminality Audit
The Committee welcomed the action taken by the SAPS to dismiss the
police officers with criminal convictions, but urged the Commissioner to
continue with the criminal audit which it had started. In view of the fact that
1448 police officers were found to have criminal convictions and 1017 dismissed
(check), the audit should continue. The Committee raised concerns about the
efficacy of the fitness boards established to manage the process, and whether
the recent court case which overturned the dismissal would be challenged. SAPS gave
an assurance that the findings would be taken on review.
Border Management Agency
The Committee raised concerns about the management of police contingents
in the Border Security Agency. The key concerns relate to how SAPS is playing
its role in the teams that form part of the Border Management Agency (BMA).
This was especially important to the Committee because there were previous
reports of corruption emanating from those quarters. SAPS responded by stating
that the BMA
comprises
the Department of Defence and the South
African Revenue Services playing a part together with SAPS.
The SAPS is playing its role and is
responsible for the first twelve nautical miles of Sea-Patrol. The Committee
requested that SAPS provides a report on its role and performance in the Border
Management Agency. SAPS should also consider rotation of staff at the Border Key
Points in view of them staying for long periods at the same posts.
Sector Policing
The Committee indicated that it wants SAPS to indicate how it will
implement Sector Policing in the outstanding 185 police stations. The Committee
also noted that it wanted sector policing to be implemented equally in rural
police stations. While rural development was a priority for government, there
was a police station within every 20km within urban areas, but in rural areas,
this distance is one station between every 40-80 km. This presents a challenge
to SAPS because they have to cover greater distances. The Committee requires
the report on the implementation to be tabled with it.
SAPS Shooting Ranges
The Committee raised its concerns about the large budgetary allocation
for shooting ranges, especially in view of the fact that the SAPS have already established
shooting ranges. In particular, the Committee wanted to know what the reasons
for the R181 million allocations was towards shooting ranges, especially since
there was an established shooting range in Faure in the Western Cape. The SAPS
responded that the cost escalation in relations to shooting ranges was as a
result of annual maintenance processes at the existing shooting ranges.
In addition, there was an increase in
enlistments and they have to do maintenance shooting every year otherwise their
licences expiries. In Mpumalanga, the SAPS had to take officers
by busses to KwaZulu - Natal for shooting
practise as a result of the shortage of facilities. A full report is to be made
available to the Committee in this regard.
5.3
Detectives
Court Ready Dockets
The Committee questioned the ratio of court ready dockets as opposed to
conviction rates. There was a concern that the SAPS did not have a high number
of convictions in the first place. When these went to court, there were a high
number of acquittal and withdrawals. The Committee was concerned that the SAPS
should change this situation by increasing the number of investigated court
ready dockets. The problem is compounded by the large numbers of arrests that
SAPS effect. SAPS indicated that conviction rates are a matter for the court
and that it falls outside their remit. They are at the mercy of the court when
it comes to conviction rates. The Committee expressed its dissatisfaction with the
response and wanted to know what more the SAPS can do in order increase the
court ready dockets.
Blood Testing: Forensic
Laboratories
One of the overriding concerns of the Committee was the fact that blood
tests were taking exceedingly long time to complete. Members of the Committee
expressed frustration that blood tests were taking up to one year (in some
cases) to complete. It had a negative impact on court processes and victims of
crime suffer as a result. The SAPS contended that blood tests are the responsibility
of the Department of Health and that SAPS plays no part in such tests. An
MOU has been signed between
Home Affairs and
SAPS to be able to
access the records of the Department of Home Affairs. System integration is in
the process. Cost estimates have been undertaken and is in the process of being
procured.
Backlogs:
Forensic Sciences Laboratories
The Committee asked about the
state of backlogs at the Forensic Sciences
Laboratories. The concern relates to the Criminal Law (Forensic Procedures) Amendment
Act which places certain responsibilities on the SAPS. The Committee was
concerned that the backlogs could grow again with the implementation of the new
Act and wanted SAPS to confirm what
efforts t being undertaken for clearing the
outstanding backlogs. The SAPS reported that they have cleared most of the
backlogs and that there are areas where there are no backlogs such as the
Eastern Cape and KwaZulu-Natal. The official backlog was cleared from
20 212 against a receipt of 308 304. The backlog currently stands at
9 357
(1 April 2014).
Role of the Inspectorate
The Committee raised concerns about the role and functions of the Police
Inspectorate division when it comes to oversight over the police. The Committee
was of the opinion that the Inspectorates work is not sufficiently profiled in
the SAPS. The SAPS reported that the Division had undergone a turnaround and
currently deals annually with over 700 visits to police stations around the
country. The Committee expects that SAPS provide it with a report on the
Inspectorate and will call hearings with the Division to look at its progress.
Secondary Victimisation - Femicide
The Committee noted that women are afraid to report rape or abuse by
their partners at police stations. The Committee was concerned that there
should be progress with the implementation of the FCS units and that the SAPS
must develop a strategy for dealing with women who are too afraid to report
rape. The Committee also wanted to know if there was any progress in the development
of early warning systems and new initiatives with respect to Femicide that SAPS
could gauge which officers were at risk.
Corruption and Integrity
Testing
The Committee was concerned that police officers remain at police
stations for years and this sometimes give rise to corrupt practices on the
part of police officials. The Committee proposed that SAPS gives consideration
to integrity testing for senior managers and that this is cascaded to the
provinces after the national management undergoes such integrity tests. The SAPS
responded by indicating that they are busy with an integrity testing process
which is handled by the State Security Agency. Everyone goes through the tests
during application to SAPS. SAPS are also considering setting up anti-corruption
units that will be modelled on the SARS model. The SAPS have also started to
look at the principle of rotation of officers especially at certain areas such
as borders and airports and at some stations. The process to develop such
rotation principles must be comprehensive. The Committee expects a report from
SAPS on the measures it has put in place to deal with corruption and integrity
testing.
5.4
Crime Intelligence Programme
One of the key areas of concern for the Committee has been the problems
that the crime intelligence division is facing. The SAPS reported that they
have commenced with a purification process of crime intelligence and that they
want to laterally infuse the division with young South African graduates. In
the process they hope to develop local intelligence driven capacities. The
Committee also noted that it wants to infuse the National Security Strategy
into Crime Intelligence. Included in such a strategy is the use and infusion of
crime intelligence into the Public Order Police Units. The SAPS responded by
noting that they have appointed almost 80-90% of all the provincial heads, and
70% at head office. They have seen an improvement in financial performance and
governance of the division. The sustainability of the Crime Intelligence location
in the National Commissioners office was questioned by the Committee. Members
also wanted the assurance that the sustainability of the location of Crime
Intelligence be reconsidered when the division had been stabilised. Members were
concerned that while the intentions of SAPS were good, it was not reflected in
the Annual Performance Plan 2014/15. The Committee wanted to know what
additional steps were needed in the coming year to deal with the matter.
Budget for Crime
Intelligence
The Committee raised concerns about the small budget allocated for Crime
Intelligence which amounted to 3.9% of the total SAPS budget. The SAPS noted
that the budget was small because there was a portion of the budget that is
reported to the Joint Standing Committee for Intelligence. The Committee also
expressed concern about the role and integration of Crime Intelligence in the
Public Order Police Units. The Committee noted that many of the service
delivery protests are dealt with at a late stage because there is not
sufficient intelligence prior to service delivery protests turning
violent.
Former Head of Crime
Intelligence
The Committee expressed its concerns that the legal and disciplinary
processes around the former Head of Crime Intelligence, General Mdluli, has
dragged on for too long . The National Commissioner reported that the matter is
now the subject of a new court and disciplinary process. The matter of the
former Acting Head of Crime Intelligence, General Ngcobo is also subject to an
internal disciplinary process in view of certain disclosure relating to
qualifications. All current appointments are vetted and the new acting Head, Dr
Zulu is vetted. SAPS also reported that vetting cannot be interfered with by
politicians as the National Commissioner remains the final arbiter, as it
remains an operational matter. The Committee welcomed the initiative of the
National Commissioner to clean up the Crime Intelligence Division.
5.5
Recommendations
Administration
Programme
·
The Committee recommend that the SAPS proceed with
the demilitarisation process and provides it with a report on the programme,
processes and timelines for the demilitarisation of the SAPS.
·
The Committee recommend that the SAPS proceeds with
the professionalisation of the Service and that it provide the Committee with a
report on the processes and timelines it will follow to achieve this
Ministerial priority.
·
The Committee recommend that the SAPS prioritisse the
establishment of specialised units such as the FCS and organised crime and
anti- corruption units in particular. The SAPS must also keep the Committee
updated on the progress in this regard through quarterly reports.
·
The Committee recommend that there must be closer
liaison and co-operation between the oversight structures including the SAPS
Inspectorate Division, the Civilian Secretariat and the Independent Police Investigative
Directorate on the architecture of police oversight. The Committee also
recommends that all oversight recommendations from these bodies be implemented
by the SAPS.
·
The Committee recommend that SAPS reconsiders the
targets for the policing of rural communities and the implementation of sector
policing in these areas. The communities of rural areas must receive the same
type of policing provided for in urban areas. The Committee also recommends the
implementation of the Rural Safety Plan as an immediate priority.
·
The Committee recommend the role and function of
the Deputy Station Commander be clearly delineated from that of the Station Commander
and is clearly communicated to all divisions and members of the SAPS. A report
on the final functions must be made available to the Committee.
·
The Committee recommend that the SAPS keeps it
updated with the progress reports on the introduction of uniformed detectives.
·
The Committee recommend that the SAPS implements
anti-corruption measures at the Central Firearms Registry and provide it with a
full report on the implementation of those measures. The Committee will also
have a special hearing on the CFR in August 2014.
·
The Committee recommend that SAPS implements the
full provisions of the SAPS Amendment Act (10 of 2012) with respect to the
budget of the DPCI. In view of the fact that SAPS has not implemented the
provisions, SAPS must ring-fence and earmark the budget for the exclusive use
of the DPCI. A report must be made available to the Committee in this regard.
·
The Committee recommend that SAPS provides a full
report on the reasons for the
increases
in entertainment and advertising budget items at its Annual Report hearings in
October 2014.
·
The Committee recommend that SAPS meets academics and
statistics experts and improve the frameworks for the validity
of calculating the crime statistics process,
prior to the release of the annual crime statistics.
·
The Committee recommend that the SAPS Disciplinary
Code is tabled with the Committee immediately after it has been signed off by
the Minister of Police.
·
The Committee recommend that the SAPS fill the
vacancy of the Chief Financial Officer position without delay in terms of
Treasury regulations and the PFMA.
Visible Policing
Recommendations
·
The Committee recommend the SAPS amends its
spending priorities to reflect a higher
spend on operational priorities.
·
The Committee recommend that
SAPS provides support for the strengthening of Public Order Police Units as
soon as possible and provide the Committee with a report on its resourcing and
establishment throughout the country.
·
The Committee recommend that the
Resource Allocation Guide be implemented after consideration of research
undertaken by the Civilian Secretariat for Police. A report is to be provided
to the Committee on the progress of the implementation.
·
The Committee recommend that
SAPS proceeds with relevant legal steps to support the promotions of staff
members with the ranks of Captain, Lieutenant and Colonel. A status report is
to be made available to SAPS.
·
The Committee recommend that the
IT governance framework is finalised and implemented by SAPS with immediate
effect. All the matters raised by the Auditor General must be implemented and a
report must be made available to the Committee.
·
The Committee recommend that all
the matters relating to performance information as highlighted by the Auditor
General be implemented and a report be made available to the Committee.
·
The Committee recommend that a decision
on the legal fees of the former National Commissioner, Jackie Selebi, be
finalised and a report be made available to the Committee.
·
The Committee recommend that the
criminality audit into SAPS members who have criminal convictions continue for
the years up to 200/11, 2011/12, 2013/14.
·
The Committee recommend that the
SAPS implements measures at border posts that ensures effectiveness and that the
SAPS provides the Committee with a full report on such, measures taken.
·
The Committee recommends that the
SAPS implements the sector policing strategy at the remaining 185 police
stations, including the rural areas and provide the Committee with a progress
report on such implementation processes.
Detectives Programme
·
The Committee recommend that the
Detectives Division develops measures to increase the numbers of court ready
dockets and provide a report on the implementation of such measures.
·
The Committee recommend that the
SAPS speeds up the implementation of the MOU dealing with the processing of
blood samples at forensic laboratories administered by the Department of
Health.
·
The Committee recommend that a
full report on the performance of the SAPS Inspectorate be compiled and made
available to the Committee.
·
The Committee recommends that the
SAPS should develop a strategy to encourage women who are afraid to report rape,
to do so without fear and to also consider measures developing an early warning
system for police officers who abuse their partners. A report must be made
available to the Committee.
·
The Committee recommends that
the SAPS develops measures to implement integrity testing of the senior
management echelon and cascade it to provinces. A full report is to be provided
to the Committee.
Crime
Intelligence
·
The Committee recommends that
the location of the Crime Intelligence division be reconsidered as soon as the
purification of the Division is complete.
·
The Committee recommends that
the Crime Intelligence function is fully integrated with the Public Order
Police Units.
·
The Committee recommends that
all senior managers in the division are vetted with immediate effect. A report
on the status of senior managers is to be made available to the Committee.
·
The Committee recommends that
disciplinary inquiries into the former head and former acting heads of crime
intelligence be finalised as soon as possible.
6.
CONCLUSION
The Portfolio Committee on Police will continue to
fulfil its Constitutional mandate. It is guided by the Parliamentary rules in
conducting the oversight on the functioning of the Department of Police and
Civilian Secretariat for Police. This is done to ensure the proper and
effective functioning and compliance with the legislative mandate and policy requirements.
The Portfolio Committee on Police supports the budget
allocation of the Department of Police for 2014/15 and the 2014 MTEF and
recommends that the Budget Vote 25 be adopted.
7.
CIVILIAN SECRETARIAT FOR POLICE
7.1
Strategic Focus Areas
The Civilian Secretariat for Police derives its mandate from section 208
of the Constitution of South Africa, 1996 (Act No. 106 of 1996), which states
that a civilian secretariat for the police must be established by national
legislation to function under the direction of the Cabinet member responsible
for policing. This also takes cognisance of section 206 of the Constitution,
which entitles provincial Members of the Executive Committee (MECs) to perform
certain oversight functions relating to policing.
The legislative mandate of the Civilian Secretariat is laid out in the
Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011). The Act
was promulgated on 01 December 2011 and provides for the Secretariat to provide
advice to the Minister of Police. The Civilian Secretariat became a designated
department on 1 April 2014 in terms of the Act, but its 2014/15 budget was
still presented as part of the SAPS budget in the Estimate of National
Expenditure 2014.
In view of these provisions, the Civilian Secretariat will have its own
budget vote in the 2015/16 ENE, and until then the budget is ring-fenced within
the 2014/15 Budget of the South African Police Service.
The 2011-2015 Strategic Plan of the Civilian Secretariat for Police
(Secretariat) showed significant changes to the organisational structure of the
Secretariat that was implemented in the 2013/14 financial year in order to
align its functions with the legislative mandate laid down in the Civilian
Secretariat for Police Service Act, 2011 (Act No. 2 of 2011). The Secretariat
did not table a new Strategic Plan in the 2014/15 financial year:
The strategic focus areas for the
Secretariat are defined as follows:
-
Ensuring
the Minister is well advised and supported by the Civilian Secretariat and
a service-delivery orientated police service that is accountable
-
Quality
and evidence based strategic research, policy advise and legislative
support to the Minister of Police
-
Deepen
public participation in the fight against crime
-
Enhance
accountability and transformation of the SAPS
The Secretariat has four key programmes to carry out
its mandate: Administration programme, Inter-sectoral Co-ordination and
Strategic Partnerships programme, Legislation and Policy Development programme
and the Civilian Oversight, Monitoring and Evaluation programme. It is
important to note that the programme titles have undergone a change in the
strategic plans and annual performance plans over the five year period 2011
-2015. Some programmes have also been merged with others over the same period.
Since the Civilian Secretariat for Police Act, 2011 (Act No. 2 of 2011)
came into operation on 01 April 2012, the Secretariat had made year-on-year
changes to its strategic goals, performance indicators, targets and programme
structure. The programme structure was changed to fit the renewed mandate as a
result of the coming into operation of the Civilian Secretariat for Police Act
(Act 2 of 2011). The changes to the Secretariats programmes and APP outputs
are captured in the following table:
Table 12:
Changes in the
Secretariats Programmes
2012/13
|
2013/14
|
2014/15
|
Programme 1:
Administration
|
Programme 1:
Administration
|
Programme 1:
Administration
|
·
Sub-programme 1.1: Office of the Secretary
·
Sub-programme 1.2: HRM
·
Sub-programme 1.3: Supply Chain
·
Sub-programme 1.4: Financial
Services
·
Sub-programme 1.5: Auxiliary Services
|
·
Sub-programme 1.1: Office of the Secretary of
Police
·
Sub-programme 1.2: Corporate
Services
·
Sub-programme 1.3: Office of the Chief Financial
Officer
|
·
Sub-programme 1.1: Department
Management
·
Sub-programme 1.2: Corporate
Services
·
Sub-programme 1.3: Finance
Administration
·
Sub-programme 1.4: Internal Audit
·
Sub-programme 1.5: Office
Accommodation
|
Programme 2: Partnerships
|
Programme 2: Civil Society
Partnerships
|
Programme 2: Intersectoral
Coordination and Strategic
Partnerships
|
·
Sub-programme 2.1: Civil Society Partnerships
·
Sub-programme 2.2:
Intergovernmental
Partnerships
·
Sub-programme 2.3: Community Outreach Programmes
·
Sub-programme 2.4: Crime
Prevention
Private-Public
Partnerships
|
·
Sub-programme 2.1: Civil Society Partnerships
·
Sub-programme 2.2:
Intergovernmental
Partnerships
·
Sub-programme 2.3: Community Outreach Programmes
·
Sub-programme 2.4: Private-Public Partnerships
|
·
Sub-programme 2.1:
Intergovernmental, Civil
Society &
Public-Private
Partnerships
·
Sub-programme 2.2: Community
Outreach
|
Programme 3: Policy and
Research
|
Programme 3: Policy and
Research
|
Programme 3: Legislation and
Policy Development
|
·
Sub-programme 3.1: Policy Analysis
·
Sub-programme 3.2: Research
Development
·
Sub-programme 3.3: Resource
Information Management
|
·
Sub-programme 3.1: Policy Analysis
·
Sub-programme 3.2: Research
Development
·
Sub-programme 3.3: Resource
Information Centre
|
·
Sub-programme 3.1: Policy
Development &
Research
·
Sub-programme 3.2: Legislation
|
Programme 4: Legislation
|
Programme 4: Legislation
|
Programme 4: Civilian
Oversight, Monitoring and
Evaluation
|
|
|
·
Sub-programme 4.1: Police
Performance, Conduct
&
Compliance Monitoring
·
Sub-programme 4.2: Policy and
Programme Evaluations
·
Sub-programme 4.3: Information
Management
|
Programme 5: Monitoring and
Evaluation
·
Sub-programme 5.1: Service
Delivery and Performance
Audit
·
Sub-programme 5.2: Transformation and Compliance
·
Sub-programme 5.3: Provincial
Coordination
|
Programme 5: Monitoring and
Evaluation
·
Sub-programme 5.1: Police
Performance
·
Sub-programme 5.2: Police Conduct
·
Sub-programme 5.3: Compliance
·
Sub-programme
5.4 Evaluations
|
|
7.1.1
Strategic Outcomes
The Secretariat has a number of Strategic Outcomes
which gives effect to the government priority 3 which states that
South Africans are and feel safe
. The
strategic outcomes of the Secretariat are as noted below:
-
A Secretariat that
provides strategic direction and has effective administrative management
systems and supports the Minister of Police in fulfilling his
constitutional mandate
-
A Secretariat that
effectively manages the provision of HR management and HR development
management
-
The provision and
integration of communication services within the Secretariat
-
Efficient and
effective use of resources in a compliant manner
-
A partnership strategy
that mobilizes role-players and stakeholders in strengthening
collaboration in crime prevention
-
Strengthened
cooperation with other government departments
-
Communities
mobilisation in crime prevention activities
-
Strengthened
collaboration between government and the private/ academic sector
-
Clearly developed
policies around major policing issues
-
Effective research
programme on policing
-
Effective policing
legislation able to be implemented by SAPS
-
Improved performance
of SAPS through engagement with the Secretariat on budgeting and planning
processes
-
A transformed
professional police by monitoring and evaluating the conduct of SAPS
-
Improved implementation
of policy and legislation by SAPS through regular monitoring by
Secretariat
-
Credible evaluations
of SAPS projects and plans
The Civilian Secretariat for Police Act provides, amongst others, for
§
The establishment of a Civilian Secretariat for the
Police by the Minister of Police as a designated department at national level.
§
The appointment, duties and functions of the
Secretary of Police.
§
The powers and functions of the Civilian
Secretariat for Police.
§
The responsibility of each MEC responsible for policing
in the province to constitute a provincial secretariat for that province within
18 months after the commencement of the Act. The Act was enacted on 1st
December 2011, thus providing that Provinces had until May 2013 to establish Provincial
Secretariats.
§
Key changes to
the legislative mandate:
The section below summarises the key changes to the
legislative mandate of the CSP,
in
terms of additional responsibilities:
§
Overall manag
ement of the Community Police Forum (CPF
) environment.
§
The Civilian Secretariat Act places the
responsibility of monitoring the implementation of the Domestic Violence Act
(DVA) by SAPS, with the Secretariat.
§
The IPID Act which was passed in 2011 and came into
operation in 2012/13, transformed the IPID into a stronger investigative body,
which makes the oversight functions of the Secretariat increasingly important
as the new IPID will now focus primarily on investigations against SAPS
members.
§
The White Paper
on Policing and the White Paper on Safety and Security will be the policy
priorities for 2014/15. The review of the SAPS Act will be the legislation
priority for 2014/15.
Performance and organisational environments in 2014/15
The Secretariat has been involved in significant organisational reform
over the past four years, given that the mandate of oversight functions of the
Secretariat was increased through the Secretariat Act, 2011 (Act No. 2 of
2011). Since 2009/10, the Secretariat incrementally increased its staff
complement from 38 staff members in 2009/10 to a fixed establishment of 114
positions in the 2014/15 financial year. Together with the increase in the
staff establishment, the budget allocations of the Secretariat also grew
significantly.
The Secretariat had a budget of R21.912 million in 2009/10, which has
grown to a main appropriation of R99.798 million allocation in 2014/15. This is
an increase of almost R80 million or 355.5 per cent since 2009/10. The increase
in staff and budget formed an instrumental part of the reorganisation process
of the Secretariat.
7.1.2
Budget estimates for the Civilian
Secretariat for Police: 2014/15
The Secretariat
continued to receive a sizable increase in its budget allocation in 2014/15 due
to the changing organisational structure of the Secretariat. In 2014/15, the
Secretariat received a main appropriation of R99.798 million compared to the
R84.769 million adjusted appropriation received in 2013/14. This is a nominal
increase of R15.029 million or 17.3 per cent in 2014/15 compared to the
previous financial year. The
Legislation and Policy Development Programme
(Programme
3) received the largest nominal increase across the programmes, with its budget
allocation being increased by R11.458 million or 77.13 per cent in 2014/15
compared to the previous financial year. The budget allocation made towards the
Administration Programme
was substantially reduced in 2014/15.
The Programme
received R28.347 million compared to the R34.679 adjusted appropriation
received in 2013/14. This is a nominal decrease of R6.332 million or 18.26 per
cent. This is due to the fact that the
Administration Programme
was
allocated 80.0 per cent of the total budget of the Secretariat in 2013/14,
because the entire compensation budget was located in the
Administration
Programme
. This has been changed in 2014/15 with each programme now housing
its own
Compensation of employees
budget.
Table 13: Expenditure
estimates for 2014/15 compared to 2013/14
SHAPE
\* MERGEFORMAT
The table below
reflects the realignment of the budget and the priorities of the Secretariat
compared to the previous financial year. The
Administration Programme
remains
the largest programme (in terms of funds allocated to it) of the Secretariat
with 28.4 per cent of the total budget allocated to it. However, compared to
the 40.91 per cent portion allocated to it in 2013/14 (based on the adjusted
appropriation), it shows a decrease of 12.51 per cent in 2014/15. The
Legislation
and Policy Development Programme
(Programme 3) received a considerable
increase in its allocation in 2014/15. The increased allocation makes the
Programme the second largest programme in the Secretariat (in terms of funding)
comprising of 26.37 per cent of the total budget. This is an increase of 8.84
per cent in 2014/15 compared to the previous financial year. The table below
further shows that the programmes are relatively equally funded, which should
be monitored as each Programme does not have an equal staff establishment (the
number of staff in each Programme is unfortunately not available).
Table 14: Programme allocation
7.2
Economic Classification
The line-items under the economic classification show some changes in
the allocations made in 2014/15 compared to the previous financial year. Most
significantly is the year-on year increase in the allocation towards
consultants. In 2013/14, the allocation made towards
Consultants and
Professional Services and Advisory
increased
by 1 889.78 per cent (in real terms) from an allocation of R17 thousand in
2012/13 to an allocation of R359 thousand in 2013/14. The allocation in 2014/15
(R2.136 million) again increased by 73.2 per cent compared to the adjusted
appropriation for 2013/14 (R1.181 million).
Current Payments:
The estimated
expenditure on Current Payments increased from R84.1 million in 2013/14 to
R98.8 million in 2014/15. This is a nominal increase of R14.734 million or 17.4
per cent in 2014/15 compared to the previous financial year.
The estimated expenditure on
Compensation of employees
increased
from R58.294 million in 2013/14 to R71.537 million in 2014/15. This is a
nominal increase of R13.243 million or 22.72 per cent.
The estimated expenditure on
Goods and Services
increased from
R25.820 million in 2013/14 to R27.311 million in 2014/15. This is a nominal
increase of R1.491 million or 5.77 per cent in 2014/15 compared to the previous
financial year. Under
Goods and Services
the following items should be
noted:
-
Decrease of 51.7 per cent in the allocation towards Computer Services;
-
Increase of 73.2 per cent in the allocation towards Consultants and
Professional
Services and Advisory
-
Decrease of 200.0 per cent in the allocation towards Operating Leases
-
Decrease of 15.7 per cent in the allocation towards Travel and subsistence
-
Increase of 125.5 per cent in the allocation towards Other (items not
delineated)
Payments for Capital assets
increased
by 45.38 per cent
-
Machinery and Equipment
increased by 36.92 per cent.
7.2
COMMITTEE
OBSERVATIONS: CIVILIAN SECRETARIAT FOR POLICE
The Committee
had the following major concerns and questions regarding the Secretariat
Strategic Plan, APP and Budget:
·
Designated
department:
The Committee indicated that it welcomed the fact that the Secretariat
was now a designated Department in terms of the Civilian Secretariat for Police
Act (2 of 2011). It was however concerned that the department has not fully
implemented the provisions of the Act with regard to its programmes and
policies. The Committee urged the Secretariat to implement the full provisions
of the Act.
·
Consultative
Forum:
The Committee expressed its concerns relating to the establishment of a consultative
forum as envisaged in section 15 of the IPID Act, particularly when it comes to
oversight functions and the cooperation with the IPID and the Secretariat
consultative forum. The Committee was informed that the management meeting
between the IPID and Secretariat did not take place since 2012 and was
concerned that these meetings must happen as soon as possible. The Secretariat
stated that they did have a first meeting and had minutes of that meeting which
it would forward to the Committee. The Secretariat also informed that it was
having bi-monthly meetings with SAPS and IPID and they are setting up forums in
seven of the nine provinces. The Committee wanted assurances that the meetings
would be set up and function smoothly.
·
Resource
Allocation Guide:
The Committee requested a status update on the
research report of the Secretariat regarding the Resource Allocation Guide. The
research was required to assist the SAPS with its allocation of resources to
police stations. The Secretariat responded by indicating that the research on
the RAG is a special project and continuing and that they have already
completed an evaluation report on the garage project which will be made available
to the Committee.
·
Professionalising
SAPS:
The Committee was of the view that the Secretariat should play a key
role in the professionalisation of the SAPS. This is a requirement of the NDP
and a Ministerial priority and it should be taken seriously. The development of
policy relating to professionalisation should be undertaken so that SAPS has
the benefit of its research.
·
Monitoring
Recommendations:
The Committee raised concerns about the monitoring
role of the Secretariat and the implementation of IPID recommendations. The
Committee requested that the Secretariat submit a report on the monitoring of
IPID recommendations and the response of SAPS to such recommendations.
·
Impact of the
Secretariat:
Members of the Committee raised questions about the impact and efficacy
of the Secretariat on the ground. They were concerned about the fact that the
Secretariat is not well known and does not have a visible impact in the service
delivery performance of the SAPS at station level. The Secretariat assured the
Committee that it is well known and people do interface with it on a regular
basis in terms of the complaints that it has received about police non-
compliance and service delivery.
·
Implementation
of the Domestic Violence Act (DVA):
The Committee raised concerns
that during its oversight visits to police stations, the DVA (and other pieces
of legislation) is not fully and correctly implemented by the SAPS. The
Committee noted that in most cases, there are no registers in the CSC and the
vehicles, and there are no copies of the Act in police stations. The Committee
urged the Secretariat to step up their monitoring function with respect to the
implementation of the Act.
·
Implementation
of the e-docket system:
The Committee was concerned that the SAPS are not implementing
the e-docket system, even though it has been in existence since 2009. The
Secretary of Police indicated that the system was developed without input from
detectives who have to use the system and that they have received complaints
about the system. The Secretariat has recommended that because the system is
not working properly, they have recommended that the SAPS go back to the
drawing board and restart the process. The Committee was not satisfied and
indicated that millions of rand have already been spent on the system and
requested a report on its implementation and recommendations from the
Secretariat.
·
Service delivery
complaints:
The Committee noted that there were large numbers of service delivery
complaints against members of the SAPS and wanted to know how the Secretariat
is dealing with the matter. The Secretariat responded by indicating that they
have received 1500 complaints and are processing them. They did not want to
hand those complaints over to SAPS until they got assurances that SAPS has
developed the necessary systems to deal with it. They have also approached the
Council for Scientific and Industrial Research (CSIR) to develop a system with
Cellphone interface where complainants can track the progress of their
complaints. The Secretariat has also developed a trends report which looks at
the nature of complaints against the police. The Committee requested a copy of
the trends report. The Secretariat should also submit a report of the
complaints dialogue to the Committee.
·
Quarterly
reports
: The Committee noted that the Secretariat has not tabled its quarterly
reports in terms of section 13 of the Civilian secretariat for Police Act (2 of
2011) which the Committee requires for its oversight role. The Committee
impressed on the Secretariat that it needs to stick to its deadlines and submit
the necessary documentation when it is due. The Secretariat indicated that it
would table its outstanding quarterly reports during this quarter.
·
Criminal Justice
Revamp:
The Committee raised concerns about the role of the Secretariat in the
Criminal Justice Revamp process. The Committee requested a status report and
update on the progress with this. The Secretariat informed the Committee that
the criminal justice revamp is a JCPS cluster approach. The Secretariat
indicated that the JCPS Directors-General requested an evaluation from the
Auditor General on what was spent so far on the project, and as such, requested
that the Committee await the outcome of the investigation. The Secretariat is
awaiting that report.
·
Correction in
APP
: The Secretariat was requested to correct the financial figures
(regarding its Current Payments) on its budget and spending plan on page 8 of
its Annual Performance Plan.
·
Audit committee:
The Committee
raised its concerns that the Secretariat wanted to use the Audit Committee of
the IPID and wanted to know if that would be in the interest of the
Secretariat. The Committee wanted to know if it would not be prudent for the
Secretariat to use its own Audit Committee to ensure independence. The
Secretariat responded by indicating that it assessed the skills of the Audit
Committee members of IPID and they were satisfied that the Audit Committee had
the skills to perform the job. The first meeting will be held on 1 August 2014.
·
Use of
Consultants:
The Committee raised questions about the fact that the budget for
consultants has increased in the budget. The Committee wanted to know what were
the reasons for the increases. The Secretariat responded by indicating that the
figure is so high because the Secretariat listed travel as a consultants line
item but that it had savings on the travel line item.
The Committee requested a report on the matter and a breakdown of
the use of consultants. The Secretariat also reported that they are looking at
costs cutting measures together with IPID. The Secretariat is considering co-locating
with IPID and sharing administrative services.
·
Finance
Administration:
The Committee was concerned about the financial administration of the
Secretariat and wanted to know what measures the Secretariat had put in place
in view of it becoming a designated department. The secretariat responded by
noting that it has established its own financial administration systems on the
Basic Accounting System (BAS). They were also waiting on the State Information
Technology Agency (SITA) to assist with developing their infrastructure. They
have established a Bid Evaluation Committee, a Bid Adjudication Committee and
Bid Specification Committee to deal with bids and procurement. Monthly spending
reports are generated for consideration and are included in the quarterly
budget and performance meetings. Each programme must also submit their
procurement plans and this has led to a dramatic improvement in spending.
·
Vetting
: The Committee
expressed concern that some of the top management of the Secretariat is not
vetted. The Secretariat indicated that 50% of the senior managers had the
relevant security clearances and they did ask the State Security Agency to fast
track the vetting of senior managers. They have also appointed a security
officer that will manage the processes of vetting internally. The Committees
view was that it was essential that the top management be vetted as well as the
bid adjudication staff
.
·
Relationship with
Provinces:
The Committee was concerned whether the relationships with the
provinces were good and that the Secretariat had regular interactions with
them. The Secretariat explained that it did not have the same structure as IPID
with branches in the provinces. The Act provides for Provincial Secretariats
set up by the provinces and reporting to the MEC. There is a dual reporting
function to the Secretary and the MEC. The Secretariat has developed a clear
set of indicators that each province aligns with the Secretariat. It is a
difficult process because the Secretariat has no control over the budgets and
appointment process. The relationship is therefore complex and while the
provinces accepted the national monitoring tools and sector indicator processes,
all of them submit reports to the Secretariat. The provinces cannot refuse to
cooperate with the National Secretariat because it has provisions in the Act
which stipulates that the provinces must align with the National Secretariat.
The Secretariat does not require the permission from the MECs to work in the
provinces and they are working together. The Committee asked the Secretariat to
monitor the space and build the relationships.
·
Community Police
Forums (CPF) / Community Safety Forums (CSF)
: The Committee requested a
breakdown of all CPFs and how it is working. It also wanted to know what the
details of the established Community safety forums are and where they have been
established. The Secretariat was asked to explain how they co-operate with each
other and what the funding models are. The Secretariat agreed to provide the
Committee with a breakdown of the CPFs and CSFs, funding models and where
they have been established. The Secretariat also reported that they were not
taking the management of CPFs completely away from the SAPS and that they will
work out targets for the functioning of CPFs.
·
CPF Campaigns:
The Committee
questioned how the Secretariat is utilising the CPFs to become involved in
campaigns against crime. The Secretariat responded by indicating that it is
very involved in a JCPS project which it is leading. They were examining how
they draw CPFs into the POPs space. They are also looking at getting involved
in the Second-Hand Goods Act and looking at the involvement of different sectors,
such as engaging young people.
They were
also working with traditional leaders and started discussions with business
leaders. They were also part of the gender based violence national task team.
·
Deployment of
the Tactical Response Teams (TRT)
: The Committee voiced its concerns about
the deployment of the Tactical Response Teams to police crowds and wanted to
get the view of the Secretariat on such deployments. The Secretariat indicated
that they are of the opinion that every unit deployed should have commanders
who must take their command and control responsibility seriously. They have
often been deployed in situations where they should not have been deployed and
SAPS must look at how it accommodates the various units. The recommendations of
the IPID should also be taken on board by the SAPS with respect to the
complaints received by the Secretariat.
·
White Paper on
Policing and Legislation
: The Committee expressed its reservations of the
Secretariat not sticking to deadlines with respect to the White Paper on
Policing. The Review of the SAPS Act was also overdue and the Committee wanted
to know what the timeframes for the legislation were. The Secretariat responded
that they have started to benchmark their work internationally and use the NDP
as a starting point. There was a need for a comprehensive review on policing
and the Police Act and that they were informed by the State Law Advisors that
they needed to produce a Green Paper before a White Paper could be tabled.
They have embarked on consultations in February this year. The paper was
finalised and must now be presented to the SAPS. The Paper is a broad
overarching policy paper and will be presented to Cabinet in August 2014. The
White Paper on Safety and Security is a Macro paper and is now owned by the
JCPS cluster and the Secretariat is busy working with different departments on
this. It addresses citizen safety and the national security strategy and is
being managed through the Development Committee of the DGs structure. The
Secretariat is also developing a strategy to develop a response to gangs
;
intends looking at the Farlam
recommendations;
and the process of
the destruction of firearms. The Committee requested that the Secretariat to
make available copies of its research reports and policy papers that it have
already completed.
·
Crime
Statistics:
The Committee questioned the position and role of the Secretariat on
the disputes with SAPS on the crime statistics. The Committee questioned how
the Secretariat will respond to the concerns from academics and the ISS to ensure
that the crime ratios are correctly calculated. The Secretariat indicated that
SAPS has developed a policy on crime statistics release process and that must
be made public. They believed that that the policy must be finalised for the
Portfolio Committee to interrogate. The ISS has also been engaged in the
process and population ratios used by SAPS must be clarified.
·
Firearms
: The Committee
questioned the Secretariat on the management of SAPS firearms and the
management of backlogs. The Secretariat responded by noting that
the previous Minister announced that there
was an enquiry into gun dealerships and that report will be finalised in the
next six weeks. In 2010/11, the Secretariat did an evaluation of CFR to deal
with the backlogs and the Minister went public with the report into the
functioning of the CFR and at that stage it was the backlog 1.3 million. Over
the next year, SAPS worked on the backlog of applications. A team was brought
into SAPS and the backlogs have gone down to less than 30 000. Currently
there is a backlog of 6 months on applications. The Committee requested a
report on the Central Firearms Registrar. The Committee also requested a copy
of the oversight report on the CFR.
Recommendations
The Committee made
the following recommendations regarding the Civilian Secretariat for Police:
1.
The Committee recommend that the Secretariat
implements the full provisions of the Civilian Secretariat for Police Act (Act.
2 of 2011) to enable it to function optimally and effectively and in view of
its status as a designated Department.
2.
The Committee recommend that the Secretariat take
the lead to establish the Consultative Forum with the IPID with immediate
effect.
3.
The Committee recommend that the Secretariat
finalise its research on the RAG and make the findings available to SAPS and
the Committee without delay.
4.
The Committee recommend that the Secretariat plays
its role in developing appropriate policies with respect to the
professionalisation of the SAPS and providing a copy of its recommendations to the
SAPS and the Committee.
5.
The Committee recommend that the Secretariat
undertakes a close monitoring of the IPID recommendations and table its report
to the Committee on a quarterly basis without delay.
6.
The Committee recommend that all errors in the
2014/15 APP be corrected and that correction be duly noted to Parliament.
7.
The Committee recommend that it continues to
finalise the work with other JCPS cluster departments on the Criminal Justice
Revamp process and make regular progress reports available.
8.
The Committee recommend that a breakdown of all
consultants used by the Secretariat be made available in a report together with
allocated amounts paid out.
9.
The Committee recommend that the Secretariat
urgently finalise its outstanding Financial Technology systems and
infrastructure to enable it to function as an independent department and lessen
the dependency on SAPS.
10.
The
Committee recommend that all the senior managers and procurement staff be
vetted with immediate effect.
11.
The
Committee recommend that the Secretariat continues to develop its relationship
with the Provinces in the spirit of the Inter-governmental Relations Framework
Act.
12.
The
Committee recommend that the Secretariat makes available all outstanding reports
and information requested by the Committee.
13.
The Committee recommend that the Community Police
Forum policy and Community Safety Forum inter-relationship and funding models
be clarified.
14.
The Committee recommend the Secretariat fast track
all outstanding policies and legislation on the White Paper on Policing; the
White Paper on Safety and Security; as part of the Review of the SAPS Act.
Report
to be considered
Documents
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